Waverley Council Annual Report 2010—2011 A vibrant, welcoming and inspiring place to live, work and play November 2011 A11/0525
Waverley Council
Annual Report 2010—2011
A vibrant, welcoming and inspiring place to live, work and play November 2011 A11/0525
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Contents
WAVERLEY COUNCIL
Annual Report 2010—2011
TABLE OF CONTENTS
SECTION 1 The Waverley Area 4
• Vision 5
• Mission 6
• A Profile of Waverley 7
SECTION 2 Waverley Council Overview 13
• Message from the Mayor 14
• Message from the General Manager 15
• Ward Boundaries 16
• Councillors 17
• Council & Council Committees 18
• How council is organised 20
SECTION 3 Measuring our Progress 23
• Integrated Planning & Reporting 24
• Did we do what we said we would do? - Highlights 32
• Measuring our Progress—Summary Overview 38
• Measuring our Progress 40
SECTION 4 Meeting our Statutory Requirements 121
• State of the Environment Report 122
• Condition of Public works 132
• Legal Proceedings 136
• Mayoral & Councillor Fees and Facilities 140
• Employment of Senior Staff 141
• Major Contracts Awarded by Council 141
• Bush Fire Reduction Activities 142
• Supporting our Multi-Cultural Community 143
• Works carried out on Private Land 152
• Contributions & Donations 153
• External Bodies exercising Council Functions 170
• Human Resources Activities undertaken 2010-11 156
• Controlling Interests in Companies 170
• Partnerships, Cooperatives & Joint Ventures 170
• Other Regulatory Information 171
SECTION 5 Glossary 184
PART 2 FINANCIAL STATEMENTS 189
PART 1 WAVERLEY COUNCIL ANNUAL REPORT Page No.
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WAVERLEY COUNCIL
Annual Report 2010—2011
We are united by a common passion for our beautiful homeWe are united by a common passion for our beautiful homeWe are united by a common passion for our beautiful homeWe are united by a common passion for our beautiful home between the city and the seabetween the city and the seabetween the city and the seabetween the city and the sea
Our community’s
Vision
We are united by a common passion for our beautiful home between the city and the sea.
Inspired by the magnificent landscape of Waverley and by the gifts we have inherited
from those who have been here before us, we dream of a fulfilling life where…
We are safe
We are reconciled with and value our indigenous past
Connections within families and between generations can remain unbroken
We are inspired and able to renew our physical and spiritual wellbeing
Everyone is welcome to participate positively in community life
We can express our essential selves through our traditions, our arts, our cultures, and our lifestyles
We act together as a compassionate society
The beauty of our beaches, cliffs and coastal lands endures
The architectural landscape is cared for and developed at a human scale and design is sensi-tive to the natural, historical and social contexts
Vital services are fully accessible
Scarce resources are conserved and fairly shared
Local economic prosperity provides opportunity for all
As a local community we have the courage to take a leading place in achieving
The environmental aims of a global society
We are confident our leaders will reflect thoughtfully on our views and
Best interests when making decisions for our future
These are the aspirations of our hopeful generation.
We recognise the need to commit to this vision of our future with energy so that we can pass these gifts to our children
and they to theirs
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WAVERLEY COUNCIL
Annual Report 2010—2011
We are united by a common passion for our beautiful homeWe are united by a common passion for our beautiful homeWe are united by a common passion for our beautiful homeWe are united by a common passion for our beautiful home between the city and the seabetween the city and the seabetween the city and the seabetween the city and the sea
Waverley Council’s
Mission
and Values
Through its detailed Integrated Engagement Strategy, Waverley Council has taken note of the breadth and depth of community priorities and articulated these in a Vision for the Waverley community. Council’s Mission is to take a leading role in partnership with other levels of government, businesses and community groups and individuals to make the community’s vision a reality.
In doing this, we rely on our commitment to and cohesion as a professional, friendly and ethical Council that consults with and listens to the community. We pride ourselves on bringing the following values alive in our daily activities.
GREAT LEADERSHIP Great leadership is having the courage to make difficult decisions when they are for the benefit of the whole community and having the skills to engage our teams in providing quality service.
GREAT CUSTOMER SERVICE Great customer service is the willingness and ability to give priority to customers, delivering high quality services which meet their needs.
RESPECT FOR ALL Respect for all is treating each other and all members of the community in a friendly, fair and equitable way.
WORKING ETHICALLY Ethical behaviour is acting in ways that are consistent with the expectation of the organisation to be corruption free and transparent.
WORKING TOGETHER Working together is about everyone working in partnership (internally and with the community) to achieve common or shared goals.
GETTING THE JOB DONE SAFELY, SUSTAINABLY AND ON TIME Getting the job done means providing a service efficiently, effectively and in the safest possible manner within agreed timeframes and due regard for the environment.
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WAVERLEY COUNCIL
The Waverley Area
A Profile of Waverley The Waverley Local Government Area (LGA) is located on Sydney’s eastern seaboard, approximately seven kilometres from the city's central business district. It includes the suburbs of Bondi Junction, Queens Park, Bronte, Waverley, Bondi, North Bondi, Tamarama, Dover Heights and parts of Rose Bay and Vaucluse.
Waverley’s position between the city and the sea is the key to its enormous attraction for residents and visitors. It lies just south of the beautiful Sydney Harbour, with the Tasman Sea defining its eastern boundary. Dover Heights, arguably its most affluent suburb, enjoys views of the Harbour Bridge while its beachside suburbs, Bondi, Tamarama and Bronte, are amongst the most popular in Australia. With an area of 9.3 square kilometres and a population density in 2008 of 7,200people per square kilometre, Waverley is the most densely populated LGA in Australia after the City of Sydney. Waverley is a diverse area, which has become increasingly popular to visitors and those who wish to make their home here. It shares many features with Sydney and particularly with other parts of the Inner and Eastern Sydney areas. However, there are also significant differences which highlight Waverley’s distinctive character, including high density living; young families with a high proportion of working mothers; an ageing population; a large number of single person and group households; an influx of visitors and temporary residents; and the cost of living. All of these characteristics present potential challenges to a healthy, harmonious and sustainable community which will have
particular planning implications for Council over the coming years.
Waverley’s population characteristics There are also a couple of important demographic characteristics, which differ significantly from other inner Sydney areas, making Waverley the socially and culturally diverse community it has become. Interesting features include: • Home ownership (fully owned or buying) is
low (43% of dwellings compared to 61% in Sydney);
• Just over 38% of dwellings are rented mak-ing a significant proportion of the population
vulnerable to dramatic rent increases which have occurred in the last decade; • An influx of tourists, people on working holiday visas and medium to long-term busi-
ness migrants and their families (over three times as many overseas visitors in 2006 compared to 1991);
• Home to a large Jewish population – 28% of Jewish people in NSW live in Waverley accounting for 17% of Waverley’s total population;
• LGA with the largest proportion of Russian speakers (and people indicating Russian ancestry) in NSW. This is a multi-faceted heterogenous group of people from all over the world (including the Russian Federation, Ukraine, China, Germany and South
Africa), both Jewish and non-Jewish; • Second largest concentration of all South
Africans in NSW after Ku-ring-gai (or 12% of Waverley’s total overseas born popula-tion);
• Compared to Sydney overall, a larger pro-portion of lone person and group house-holds; and
• An ageing population particularly pro-nounced in post war immigrant communi-ties.
Waverley’s age pyramid and population projections In 2006, Waverley’s resident population was 60,713. Overseas visitors made up 3% of the total population, significantly higher compared to 1% for Sydney overall. A comparison of Waverley LGA’s age structure in 2006 to the Sydney Statis-tical Division (SD) shows that there was a smaller proportion of people in the younger age groups (0 to 17) but a similar proportion of people in the older age groups (60+).
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WAVERLEY COUNCIL
The Waverley Area
Overall, 16.6% of the population was aged be-tween 0 and 17, and 17.2% were aged 60 years and over, compared with 23.6% and 16.7% re-spectively for the Sydney Statistical Division. The major differences between the age struc-ture of Waverley Local Government Area (LGA) and the Sydney SD were: • A larger percentage of 25 to 34 year olds
(23.8% compared to 15.3%); • A smaller percentage of 5 to 11 year olds
(5.9% compared to 9.1%), and; • A smaller percentage of 12 to 17 year
olds (4.8% compared to 7.9%). The largest changes in age structure in the Waverley LGA between 2001 and 2006 were in the age groups: • 35 to 49 (+542 persons); • 0 to 4 (+493 persons); • 18 to 24 (-762 persons), and; • 70 to 84 (-313 persons). Looking at Waverley’s age distribution over a 40-year period from 1966-2006, changes have occurred predominantly in the 15-19 and 20-65-year-old age ranges. During this period, the proportion of young adults halved, decreasing from 8.3% in 1966 to 4.07% in 2006, whereas the working age population increased from 63.2% to 69.3%.
A smaller decrease occurred in the 5-14 age range from 10.1% in 1966 to 8.2% in 2006
whereas the pre-school age population (0-4 year olds) has remained fairly stable at just over 5%, increasing to 5.9% of the total population in 2006. This proportion was slightly higher than that in the Eastern suburbs (5.5%) and lower compared with Sydney SD (6.6%). Between 2001 and 2006, the number of preschoolers aged 0-4 increased by around 500, something of a mini-boom for Waverley LGA. Between 2001 and 2006, the largest decrease (762) in population numbers has occurred in the 18-24- year-old age cohort, or a reduction from 9.9% of Waverley’s total population in 2001 to 8.3% in 2006.
An Ageing Community In 2006, 13.2% of Waverley’s total population was over 65 years old. Despite a slight drop in the number of people over 65 over the last 10 years (from 14% in 1996), given the large pro-portion of residents moving towards retirement, this age group is projected to increase to 17% by 2031. Provisional population projections indicate that Waverley’s total population will decline over the next 22 years or so (population growth slowing to 0.1% by 2022), with the proportion of frail aged people (85 years or older) anticipated to increase from 2.1% to 3% by 2031. This age group in-creased from 2.1% to 2.3% of the total popula-
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WAVERLEY COUNCIL
The Waverley Area
tion since the last census was taken in 2001. The elderly to child ratio of 1.0 (10 elderly for every 10 children) is expected to increase by 2022 to 1.5 (or 15 elderly to every 10 children). Similar trends are occurring throughout Sydney.
Waverley’s diversity Waverley’s population is made up of many different groups of people. Extremely wealthy families, successful single professionals in their thirties and empty nesters on high incomes; group households in run-down semis and older-style flats whose members share the high cost of living; sole parents; low income families and individuals (many of whom are aged 55 years or older); people caring for a family member with a disability; people experiencing housing stress by ever-increasing mortgages and rents; middle-income families with pre-school kids intent on financial survival; isolated older people living alone; people suffering from mental illness; and homeless people. Following closely behind its neighbours Randwick and City of Sydney, Waverley ranks 19th of NSW LGAs with the highest proportion of overseas-born residents adding cultural richness to its social fabric. The following graph
lists the top ten birth places for Waverley residents in 2006, compared to Sydney Statistical Division (SD).
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WAVERLEY COUNCIL
The Waverley Area
Waverley’s Jewish community is strong numbering about 10,200 in 2006, representing well over a quarter (28%) of all Jewish people in NSW. Many have migrated from Eastern European countries, the former USSR/Russian Federation and Ukraine, South Africa, and Israel (People of NSW, 2006.) Waverley is home to a large Russian speaking community and many smaller communities from Europe, North & South America, Asia and the Pacific. High housing costs have reduced the number of Maori families in Waverley but strong networks exist with those who have moved out. More recently, the South African community has had a large influx of migrants with another 16% increase between 2001 and 2006, making it Waverley’s 2nd largest group of people born overseas with nearly 2,500 residents. The following graph shows the changes between 2001 and 2006 that have occurred in the top ten birth places. The number of residents born in the UK and New Zealand, while still representing 1st and 3rd largest overseas born populations, decreased significantly over that period.
Households and families The composition of families has changed since the 2001 census - while previous population Figures recorded decreases in families with
children and increases in couple-only families, the 2006 census reports an increase in couples with children (particularly young children) from 37% of all families in 2001 to 40% in 2006 and a decrease in couple-only families from 45% to 44% of all family households. This coincides with a ‘mini-boom’ of pre-schoolers with an increase of about 500 0-4 year olds, from 3,022 in 2001 to 3,515 in 2006. Compared to Sydney overall, the proportion of families with children (including one parent families) is smaller (53% compared to Sydney SD’s 65.5%. As part of a Sydney-wide trend, many women wanting to pursue a career choose to delay childbirth. In Waverley, this trend has resulted in a high proportion (26%) of mature age (35 years or older) first time mothers. A substantial proportion of mothers continue to work or re-enter the workforce after childbirth and access to affordable care is a significant problem for many families in Waverley. Between 2001 and 2006, the number of all households in Waverley increased from 27,176 to 27,388. Apart from ‘other households’ (made up of visitors and non-classifiable households) which grew from a total of 3,163 to 4,583, other household types experienced a small decrease
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WAVERLEY COUNCIL
The Waverley Area
in absolute and percentage terms, perhaps as a result of decreasing housing affordability. The most obvious feature of Waverley’s household arrangements is the large number of people living alone (32% of all privately occupied dwellings) and in group households (10%), a much higher proportion compared to Sydney’s 22% and 4% respectively. Group households fell from 9.8% of all households in 2001 to 8.8% in 2006. Despite this decrease, with a total of 2,362 Waverley still has a much higher proportion of group households compared to Sydney SD which recorded 3.9% of this household type in 2006. Lone person households decreased from 28.5% of all households to 27.1%, making up a total of 7,417 in 2006. This proportion is still significantly higher compared to Sydney SD (21.6%). Other wealthier suburbs of Sydney such as Woollahra, Manly and Mosman also had fewer lone person households in 2006 compared to 2001. In 2006, despite a slight decrease since 2001, there were still many sole parent families in Waverley (13% of all family households), particularly in Bondi Beach (postcode 2026), an area which also had the highest proportion of lone and group households, families on low incomes and households experiencing rental stress.
High cost of living, housing and rental stress Along with other eastern suburbs residents, people in Waverley earn high incomes. However, in 2006, nearly a quarter (24.1%) of residents aged 15 years or older were on low incomes, earning less than $400 per week ($20,828 pa). Of these, a large proportion (40%) is made up of people aged 55 years or older and another 24.1% is comprised of young people under the age of 24. In 2006, the median weekly household income was $1,442 (compared to $1,102 in 2001) and the median weekly family income in 2006 was $1,928 per week. The loss of private rental stock and in particular affordable private rental accommodation is a significant issue for Waverley residents. Available housing stock does not always support the needs of the community through different stages of the housing life cycle. The Waverley LGA is one of the least affordable local government areas in NSW, both for rental and purchase. Mortgages and rents are significantly higher in Waverley compared to Sydney overall. The median weekly rent in 2006 for Waverley LGA was $350 and the median monthly housing loan repayment was $2,340. With childcare costs up to $105 per day for a nursery place, many families with dependent children on mid-dle incomes are struggling to meet the cost of living.
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WAVERLEY COUNCIL
The Waverley Area
By December 2008, median weekly rents had further increased to $400 for a 1-bedroom, $530 for a 2-bedroom and $800 for a 3-bedroom dwelling. This compares to $350, $390 and $385 for Sydney SD respectively.
Using 2006 census data, the Department of Housing states that 70% of all low and moderate income households renting in the private rental market in the Waverley LGA are in housing stress. This is significantly higher than the average of 56% across the Greater Metropolitan Region (GMR). Waverley has significantly more low and moderate income renters in housing stress than purchasers (around 3.7 times as many). The proportion of low and moderate income households in Waverley who are purchasing and are in housing stress is 69%. Waverley has seen a dramatic decline in boarding houses which cater for individuals on low incomes including those suffering from mental illness and unable to access secure housing in the private rental market. The disappearance of this type of housing together with the change-of-use and upgrades of old, affordable housing stock is pushing certain community groups and individuals out of Waverley’s housing market
Disability Client statistics indicate that Waverley is an area with a high number of people with a disability. This has been reported in previous Social Plans. It is difficult to obtain accurate data for people affected by a disability. ABS census and disabil-ity survey information provide at best glimpses of diverse population groups in the community and their needs.
Client statistics collected for the Waverley LGA by the Information on Disability and Education Awareness (IDEAS) indicate that a high proportion of inquiries and requests for information and referrals are made by agencies and residents in Waverley. In 2008/09, the great majority of IDEAS clients (60%) lived in the postcode area 2026; a further 20% was recorded for people living in Bondi Junction/Queens Park (postcode area 2022) and Waverley/Bronte (postcode area 2024) respectively. Clients needed help with a range of issues, including allied health, counselling, employment and finance. However, the most frequent problem encountered was in the area of rights, law, and advocacy, followed by accommodation, support services, recreation and equipment. This is fairly consistent with Council’s findings from consultations and focus groups.
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WAVERLEY COUNCIL
Message from the Mayor
T his year’s Annual Report marks the first time we are reporting to the community under the
provisions of the newly implemented Integrated Planning &
Reporting Framework. Waverley Council was one of the first councils in NSW to move into this new framework which aims to better align com-munity expectations with the services and facilities which councils provide to their communities. Integrated Planning & Reporting is based around a Community Strategic Plan which sets out the long term vision of the community and the directions they want to see their area heading over the coming years. In our case we developed Waverley Together 2 which identified 14 Visions and 33 Directions that are important to the community and which they want to see in place by the year 2022. This Annual Report shows that Waverley Council is well on track to achieve these ‘directions’ with 93% of the deliverables identified in its Operational Plan 2010-11 being either completed or on track to meet target. Only 7% of our deliverables did not meet our targets and this was mainly due to the lack of available funding or priorities changing during the year. What makes Integrated Planning & Reporting so innovative is that it is underpinned by a Resourcing Strategy which looks at the assets, people and funding required to achieve the ‘vision’ and ‘directions’ identified by the community. In Waverley’s case, work on our Strategic Asset Management Plan and our Long Term Financial Plan identified that over the next 12 years the cost of existing services would rise by 50% and yet our income was only projected to rise by 31%. Specifically, we identified that Council would need to find an additional $125 million over the next 12 years to fund existing services and a further $99 million to fund enhanced services identified by the community in Waverley Together 2. Council decided to seek a special rate variation for the delivery of services and works to meet the targets of the community’s adopted strategic plan, Waverley Together 2, by 2022, and to:
• achieve financial sustainability • maintain and enhance service levels, and • maintain and renew infrastructure and assets. Accordingly, at the end of 2010 Council went to the community to discuss how we could address the funding of Council services over the next 12 years where we could either: • reduce services to live within the existing financial resources available, or • increase our rate base to allow us to meet
community expectations and provide the range of services the community wanted.
This discussion involved extensive community engagement to ascertain the range of community views on how we could tackle this issue. The end result of this process was an application for a Special Rate Variation to the Independent Pricing & Regulatory Tribunal (IPART). In June this year IPART partially approved our application where we had sought an 11.12% average increase in our general rate for seven years. We received approval for an average increase of 10.6% each year above the rate peg amount for three years which still leaves us with a significant shortfall in delivering on community expectations. Although we didn’t receive approval for all we sought, IPART’s determination has resulted in a significant improvement in Council’s financial position. Cr John Wakefield Mayor of Waverley
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WAVERLEY COUNCIL
Message from the General Manager
T he Waverley Council Annual Report is an important document as it is Council’s opportunity to
inform the community about what it has been doing over the past financial year (2010 -2011) and to set out how well it has performed in delivering services to the
community. In 2009 – 2010, the community’s strategic plan, Waverley Together 2, identified the community’s aspirations and vision for Waverley, so Council’s work in 2010 – 2011 has therefore been focused around these priori-ties. Although local government is well known for asset maintenance (such as roads, footpaths and parks), waste services (such as domestic rubbish removal and recycling) and regulatory services (such as animal control, pollution con-trol, development approvals), Waverley Council also prides itself on its very strong community focus and provides a whole host of other com-munity services, namely:
• Child care services
• Affordable housing • Community centres and libraries • Community services for young people and seniors • Cultural services such as events and
arts programs • Recreational services • Environmental services • Urban planning • Place management at Bondi Beach
and Bondi Junction • Traffic, transport and parking
services • Urban open space maintenance
The way we delivered these services in 2010-2011 was through our Operational Plan 2010 - 2011, which set out 246 different things Council had to deliver for the community. Despite setting challenging targets, we are pleased to say that we managed to achieve 93% of those deliverables, and a detailed breakdown of how Council performed during the year on each of them can be found later in this report. Things in which we took a particular pride in 2010 -11 included:
• Starting construction of the new
Waverley Park Pavilion. • Starting construction on a much needed
new Child Care Facility. • Ongoing upgrades of playgrounds and
parks around the city (Tamarama Park & Biddigal Reserve)
• Providing an annual events program for the community, including five events sup-porting multiculturalism and indigenous culture
• Maintaining our infrastructure and assets, with $10,415,000 being spent on
maintenance during the year • Providing $434,000 in financial support to
community groups and organisations through Council’s grants and donations program
• Removing 283 tonnes of illegally dumped rubbish around the Waverley local
government area • Upgrading Roscoe Street Mall at Bondi
Beach • Implementing a range of energy saving
and environmental sustainability projects at Bondi & Waverley Pavilions,
Waverley Library and Eastgate Car Park. More detail on these initiatives and many others can be found in this Annual Report. Most importantly, during 2010 - 2011 Council tackled the issue of adequately funding its services in the long term, following a robust discussion with the community about its priorities. The outcome of its subsequent application to the Independent Pricing and Regulatory Tribunal was approval for Council to raise additional rates income over the next three years, which will allow us to maintain services identified as critical by the community in Waverley Together, as well as making some important enhancements to preserve our beautiful home between the city and
the sea.
Tony Reed General Manager
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WAVERLEY COUNCIL
Ward Councillors & Ward Boundaries
HUNTER WARD
BONDI WARD
LAWSON WARD
Sally Betts - Liberal
(H) 9130 3250
(F) 9387 1820
Miriam Guttman-Jones - Independent
(H) 9371 1412
Leon Goltsman - Liberal
(M) 0424 379 079
Dominic Wy Kanak - Greens
(W) 9369 8027
(H) 9130 8460
Joy Clayton - Liberal
(H) 9130 8430
(M) 0409 308 430
John Wakefield - (Mayor) Labor
(M) 0427 023 987
Kerryn Sloan - (Deputy Mayor )Independent
(H) 9387 4688
(M) 0410 331 696
Mora Main - Greens
(H) 9387 2535
(F) 9369 2809
Rose Jackson - Labor
(M) 0420 397 999
Tony Kay - Liberal
(H) 9365 7707
(F) 9365 7707
Prue Cancian - Greens
(H) 8061 7553
Ingrid Strewe - Labor
(H) 9389 7299
(F) 9389 4369
WAVERLEY WARD
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WAVERLEY COUNCIL
Council & Council’s Committees
Council is made up of twelve councillors elected by the ratepayers and residents of Waverley for a four-year term. The last Local Government election was held in September 2008 with the next one scheduled for September 8 2012. Councillors are elected by Ward (a geographical area). Waverley has four Wards. Three of these wards (Bondi, Waverley and Nelson [now Hunter Ward]) were established in 1860, with Lawson Ward being created in 1867. The positions of Mayor and Deputy Mayor are usually decided annually by a vote of all councillors. Councillor John Wakefield was elected Mayor and Councillor Kerryn Sloan was elected Deputy Mayor in September 2011. The Waverley Council area is located in the State Parliamentary seats of Coogee and Vaucluse and the Federal Parliamentary seat of Wentworth. The State Members for the area are Mr Bruce Notley-Smith, M.P. (Member for Coogee - telephone 9389-6669) and Ms Gabrielle Upton, M.P. (Member for Vaucluse - telephone 9369-3017). The Federal Member for Wentworth is Mr Malcolm Turnbull, M.P. (telephone 9369 5221). Waverley Council encourages members of the community to attend meetings of Council. All meetings are open to the public and usually take place on the third floor of the Council Chambers. Members of the public can address Council on any issue included on the Agenda for the meeting, provided they notify Governance staff on 9369-8000 by 3.00pm on the day of the meeting. Addresses are limited to a three (3) minutes for one speaker for and another three (3) minutes for one speaker against each item. This time may be shared between speakers (eg. 2 speakers for 1.5 minutes each) and Council may permit a 3 minute extension. At Council Meetings the speaker is not permitted to question Councillors, or be questioned by them. Committee Meetings are more informal and allow the public to ask questions of Councillors. Full Council Meetings are usually held on the third Tuesday of the month. Council also usually meets on the first Saturday of the month for Inspection Meetings. Council’s Committees meet on the first and fourth Tuesday of each month, except in December and January. Copies of business papers are available before
meetings at Waverley Library, our Customer Service Centre or on our internet site at www.waverley.nsw.gov.au and follow the link to Council meetings.
Committee Meeting Times and Members (as at October 2011) Community, Housing, Environmental Services & Public Works Committee 1st Tuesday 8.00 p.m. Crs Wakefield(Mayor), Cancian (Chair), Clay-ton, Goltsman, Guttman-Jones, Kanak, Main, Strewe Finance, Ethics & Strategic Planning Committee 1st Tuesday 7.30 p.m. Crs Wakefield (Mayor), Jackson (Chair), Betts, Cancian, Kay, Main, Strewe, Sloan Development Control Committee 4th Tuesday 7.00 p.m. Crs Main (Chair), Strewe (Deputy Chair) and all other Councillors Council operates a committee structure which is based around a three tier system consisting of: • Standing Committees • Other Committees, and • Advisory Committees An outline of Waverley Council’s Committee structure is set out on the following page.
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WAVERLEY COUNCIL
Council & Council’s Committees
Finance, Ethics, Strategic Planning
Committee
Community, Housing,
Environmental Services & Public Works Committee
Development Control
Committee
STANDING COMMITTEES
OTHER COMMITTEES
ADVISORY COMMITTEES
Waverley Traffic Committee
Internal Audit Committee
Environmental Sustainability Advisory Committee Multicultural Advisory Committee Community Safety Advisory Committee Waverley Public Arts Committee Waverley Surf Life Saving Club Committee Waverley Housing Advisory Committee Waverley Access Committee Bondi Forum Legal Services Review Panel Bondi Junction Forum
Waverley Council’s Committee Structure
COUNCIL
Councillor Membership of Other and Advisory Committees
Waverley Traffic Committee Environmental Sustainability Advisory Committee
Crs Wakefield (Chair), Kay (Alternate) Crs Kanak (Chair), Strewe (Deputy Chair) Cancian, Goltsman, Main
Community Safety Advisory Committee Waverley Surf Life Saving Club Committee
Crs Kanak (Chair), Guttman-Jones, Main Crs Wakefield (Mayor), Main (Chair), Clayton
Waverley Access Committee Multicultural Advisory Committee
Crs Guttman-Jones (Chair), Main (Alternate) and all other Councillors
Crs Kanak (Chair), Guttman-Jones (Alternate) and all other Councillors
Waverley Public Arts Committee Waverley Housing Advisory Committee
Crs Strewe (Chair), Sloan (Alternate), Cancian Crs Jackson (Chair), Betts, Main
Bondi Forum Bondi Junction Forum
Crs Wakefield (Mayor & Chair), Clayton, Kanak Crs Wakefield (Mayor & Chair), Sloan, Jackson, Main
Internal Audit Committee Legal Services Review Panel
Crs Sloan, Cancian (Alternate) Crs Strewe, Main, Goltsman
Councillor Membership of Standing Committees
Finance, Ethics, Strategic Planning (FESP) Community Housing, Environmental Services & Public Works Committee
Crs Wakefield (Mayor), Jackson (Chair), Betts, Cancian, Kay, Main, Strewe, Sloan
Crs Wakefield (Mayor), Cancian (Chair), Clayton, Goltsman, Guttman-Jones, Kanak, Main, Strewe
Development Control Committee
Crs Main (Chair), Strewe (Deputy Chair) and all other councillors
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WAVERLEY COUNCIL
How Council is organised
The role of the elected Council is to represent the community, decide on Council’s strategic direction and policies, to allocate and monitor the use of Council resources through the budget process and to appoint a General Manager. The General Manager is responsible for providing the Council with ‘policy advice’ and for implementing the decisions (policy) of Council. Section 332 of the Local Government Act provides that a Council must determine an
organisation structure, the senior staff positions within that structure and the resources that will be allocated towards the employment of all staff. Once a Council has determined these matters, the General Manager has complete control over staff. Waverley Council is organised into a General Manager’s Unit and four Departments. The Departments are divided into Divisions to deliver a range of functions. The diagram below shows sets out this Organisational Structure.
COUNCIL
General Manager
Human Resources/
Organisational Development
General Manager’s Unit
Corporate & Technical Services
Planning & Environmental
Services
Public Works & Services
Recreation, Community & Customer Services
Finance & Information Systems & Services
Parking Services
Governance & Integrated Planning
Technical Services
Business, Services & Property
Environmental Services
Strategic Land Use Planning
Compliance
Development Assessment
Administration Support Team
Business & Services
Resource Recovery & Public Place Cleansing
Maintenance & Construction
Parks & Open Space Operations
Cultural & Community Services
Library & Customer Services
Recreation Community Planning & Partnerships
Bondi &
Beaches
Bondi Junction Centre
Management
MAYOR
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WAVERLEY COUNCIL
How Council is organised
General Manager Tony Reed The General Manager is appointed by the elected Council and is responsible, under the Local Government Act, for the efficient and effective operation of the organisation and for ensuring
the implementation of decisions of the Council. This includes day-to-day management of Council operations, appointment and direction of staff, oversight of functions delegated by Council, and implementation of Council’s equal employment opportunity management plan. In addition, the General Manager is responsible for providing advice to the elected Council on strategic, policy and resource allocation issues and representing Council in its dealings with external organisations and bodies. The diagram below sets out he relationship between the Council and the General Manager.
The General Manager’s Unit comprises the Mayor’s Office and the General Manager’s Office. • The General Manager’s Office leads the
executive and organisation, leads long term strategic planning and new policy and program development.
• The Mayor’s Office provides support to the Mayor, is the central point for
Council’s media relations and organises Mayoral functions and civic events.
In addition, the Human Resources and Organisation Development Division reports directly to the General Manager. The Division
provides training and development for Council staff, provides leadership in organisation development and improving Council’s organisational capacity and assists in the recruitment, retention and management of high performing and professional staff. All of Council’s functions are achieved through the work of the General Manager and his staff and Council’s four departments: • Corporate and Technical Services • Recreation, Community and Customer
Services • Planning and Environmental Services • Public Works and Services
What Our Departments Do Corporate & Technical Services
Bronwyn Kelly, Director Our Corporate and Technical Services Department: • Develops and implements plans to effectively manage Council’s financial and
technical resources, and building, property and infrastructure assets. • Manages Council’s annual corporate
planning and reporting cycle including: - statutory management and financial planning and reporting, and - planning and monitoring of delivery of capital works. • Provides services to Council staff, manag-
ers and Councillors including: - corporate governance, - records management and - information access, - Council meeting agendas and minutes, and - information technology.
• Provides services to the community through the management and operation of roads, parking and transportation
systems. • Operates Council’s businesses and services including car parks, cemeteries,
property dealings and the management of leases/licences.
COUNCIL
GENERAL MANAGER
Sets Policy Allocates & monitors the use of resources
Provides Policy advice Implements Policy
Oversees the efficient and effective operation of the organisation Appoints and directs staff
Appoints the General Manager
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WAVERLEY COUNCIL
How Council is organised
Recreation Community & Customer Services
Meredith Wallace, Director
Our Recreation, Community & Customer Services Department works to promote individual and community well-being through the direct provision of services including: • Providing face to face and on the telephone service to customers. • Providing services, programs and events
that act as a focus for community activities. • Undertake successful advocacy for the
community. • Acting as a gateway to the world’s information resources for all members of the community. • Providing an integrated approach to planning good social, recreational, cultural and open space outcomes. • Bondi Junction Town Centre management. • Bondi Beach area planning and Place
Management; • Being a major link between Council and
the community – often the voice and the
face of the Council. Planning & Environmental Services
Peter Brennan, Director
Our Planning & Environmental Services Department: • Promotes the conservation of natural
resources in accordance with the principle of ecological sustainable development. • Develops, promotes and implements
strategies for the enhancement of our natu-ral and built environment.
• Provides a range of services in a profes-sional and caring way to Council and the public in the fields of planning and environ-mental services.
• Provides health and regulatory services to preserve the amenity and well-being of our community.
• Provides a range of planning and building services for the enhancement of our natural
and built environment. Public Works & Services
Mark Wood, Director
Our Public Works & Services Department provides a wide range of essential public services to a diverse mix of customers. These services include: • Managing our Capital Works. • Maintenance and construction works on our
roads, footpaths and other Council assets. • Managing Council’s parks and open space. • Management and maintenance of Council
vehicles and equipment. • Waste collection and public places cleansing. • Emergency management • Lifeguard services.
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WAVERLEY COUNCIL
Integrated Planning & Reporting
The NSW Government introduced a new way for councils to conduct their business called Integrated Planning and Reporting. This new system shows a commitment to creating a strong and sustainable local government system where communities can have a more direct say in what happens in their area. All councils are required to move into this new framework by 2012. Waverley Council is a Group 1 Council which meant we moved into this new system as of 1 July 2010. Underpinning this new framework is the requirement for councils to take a long-term view when making decisions and the need for them to consider the Quadruple Bottom Line (QBL) consisting of social, economic, environmental and civic leadership (governance) aspects for existing and future generations. Coupled with this, the Social Justice Principles of equity, access, participation and rights must also be taken into consideration when developing the new integrated plans. These principles are defined as:
Equity – fairness in decision-making, prioriti-sation and allocation of resources,
particularly for those in need. This principle provides for everyone to have a
fair opportunity to participate in the future of the community. It also requires the planning process to take particular care to involve and protect the interests of people in vulnerable circumstances.
Access – all people to have fair access to services, resources and opportunities to improve their quality of life.
Participation – everyone should have the maximum opportunity to genuinely par-ticipate in decisions that affect their lives.
Rights – equal rights should be established and promoted, with opportunities for people from diverse linguistic, cultural and religious backgrounds to participate in community life.
The new framework encourages councils to draw their various plans together, to understand how they interact and to get the maximum leverage from their efforts by planning holistically for the future. The diagram in the next column shows how all these components of Integrated Planning & Reporting interact in defining community aspirations which help to achieve Community Outcomes.
Waverley Council’s planning is based on a long term community strategic plan, Waverley Together 2, which sets out the community’s vision for Waverley in 2022 as well as their long term aspirations for our city and the directions that Council needs to pursue to help achieve these. In accordance with the legislation, sitting under the Community Strategic Plan is a four year Delivery Program and a one year Operational Plan (See diagram below).
The Community Strategic Plan (Waverley Together 2) The Community Strategic Plan is the highest level plan which identifies the community’s main priorities and aspirations for the future and strategies for achieving these. It is important to note that the Community Strategic Plan is ‘the community’s plan’. While Waverley Council has a custodial role in initiating, preparing and main-taining the Community Strategic Plan (Waverley Together 2) on behalf of the residents of the Waverley local government area, it is not wholly responsible for its implementation. Other partners, such as State and Federal government and community groups may also be engaged in delivering the long-term community outcomes of this plan. The Community Strategic Plan takes a long term outlook and covering a minimum timeframe of 10 years and must:
OPERATIONAL PLAN 1 YEAR
ANNUAL REPORT (includes SoE Report)
COMMUNITY STRATEGIC PLAN
10+ YEARS
LOCAL ENVIRONMENTAL PLAN
RESOURCING STRATEGY
DELIVERY PROGRAM 4 YEARS
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WAVERLEY COUNCIL
Integrated Planning & Reporting
• Establish strategic objectives together with strategies to achieve those objectives.
• Address social, environmental, economic and civic leadership issues in an integrated manner.
• Be based on the social justice principles of equity, access, participa-tion and rights, and
• Give due regard to the NSW State Plan and other relevant state and regional plans.
Delivery Program & Resourcing Strategy Sitting beneath the Community Strategic Plan is the Delivery Program. The Delivery Program sets out the specific activities to be undertaken by Waverley Council during its term of office (normally 4 years) to implement the strategies outlined in the Community Strategic Plan. However, these strategies will not be achieved without sufficient resources – time, money, assets and people – to actually carry them out. Therefore the Community Strategic Plan and Delivery Program must be informed by a Resourcing Strategy which consists of three components: • A Long Term Financial Plan – setting out where the money comes from • A Workforce Management Plan – setting out staffing resources required to do the work • An Asset Management Plan – defining what assets or infrastructure are required. The Delivery Program is a statement of commitment to the community from each newly elected council. In preparing a Delivery Program,
Council is accounting for its stewardship of the community’s long-term goals, outlining what it intends to do towards achieving these goals and what its priorities will be. Operational Plan Supporting the Delivery Program is an annual Operational Plan which spells out the details of the Delivery Program. This plan outlines the individual activities (projects and programs) that will be undertaken each financial year to achieve the commitments made by the Council in its Delivery Program. The Operational Plan also identifies how Council will determine the effectiveness of the activities to be undertaken and is supported by a detailed budget. The Relationship between the Plans The diagram below illustrates how the Community Strategic Plan, Delivery Program and Operational Plan are related to each other. As can be seen here: • The Community Strategic Plan identifies
the outcomes the community wants to see and also identifies the broad strategies to achieve these.
• The Delivery Program sets out Council’s response to these outcomes by identifying the strategies and activities it will under-take during its four term of office.
• The Operational Plan identifies the specific activities that will be undertaken in each financial year.
Annual Report The Annual Report is the key point of account-ability between a Council and its community where it reports on the implementation of the Delivery Program and Operational Plan.
Community Strategic Plan 10+ year outlook
• Sets out community out-comes
• Outlines strategies and measures to achieve the outcomes
Delivery Program 4 Year outlook
• Council commitments and priorities during its term of office
• Progress towards the com-munity goals
Operational Plan 1 year outlook
• Details of activities (Services and Projects) Council will undertake during the finan-cial year to implement the Delivery Program
• Annual budget
OUTCOMES
STRATEGIES
SERVICES—ACTIVITIES
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WAVERLEY COUNCIL
Integrated Planning & Reporting
Our Community Strategic Plan Waverley Together 2 is structured around the quadruple bottom line (social, economic, environment and governance) to help achieve the Community Vision and sustainable
outcomes for the Waverley Community. The plan is organised to show Directions (where we want to head), Strategies (how we will get there), Targets (where we want to be) and Indicators (how we will measure our progress).
C1 Cultural Diversity
C2 Belonging
C3 Housing
C4 Community Support
C5 Safety
C6 Arts & Culture
C7 Recreation
We are united by a common passion for our beautiful
home between the city and the sea
G1 Decision Making
G6 Assets
G7 Risk Management & Safety
G8 Information
G4 Operations
G5 Finance
G3 Customer Service
G2 Consu
ltation & C
ommunica
tion
G9 Human Resources
Greenhouse Gas Emissions E1 Climate Change E2
Waste E3 Water Use E4
Water Quality E5
Terrestrial Ecology E6
Marine Ecology E7
Greenhouse Gas Emissions E1
Economy L1
Visitors L2
Public Places L3
Village Identity L4
Buildings L5
Roads L6
Walking & Cycling L7
Public T
ranspo
rt L8
Parking L9
DIRECTIONS
STRATEGIES
INDICATORS
TARGETS
Where we want to head
Measuring our progress
Where we want to be
How we will get there
Sustainable Community
Sustainable Living
Sustainable Governance S
ustainable Environment
VISION Where the community want to head
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WAVERLEY COUNCIL
Integrated Planning & Reporting—Our 12 Focus Areas
A Community Engagement Strategy was employed by Council when developing Waverley Together 2. The outcome of this strategy was that the people of Waverley gave Council a clear picture of what they value as important and the direction they wish to take. Council received a multitude of demands and requests for services, programs
and outcomes all of which were rated by the community as important, very important or critical. Council was able to distil a list of the 12 focus areas and has selected and assembled key activities into areas of special effort to ensure Council directs its energies to increase our chances of meeting targets. These top 12 focus areas and areas of special effort are set out below.
1 Protecting and enjoying our beaches and costal open spaces
• Keeping up our great beach cleaning
program
• Continuing our world leading beach
lifeguard service
• Keeping our new coastal and cliff walks
as new
• Re-turfing the parks and installing
sustainable watering systems
• Taking a total catchment management
approach to reduce pollution from urban stormwater that drains to the coast
• Pursuing our targets for greenhouse gas
emission reductions to help prevent or slow sea level rises
• Developing climate change adaptation
strategies in asset management plans for coastal areas
2 Staying connected as a community
• Expanding our affordable and aged
housing programs
• Expanding and diversifying our
volunteering networks
• Providing childcare places at an
affordable price
• Maintaining our extensive array of family
support services
• Providing improved information,
services and facilities to our older community and people with disabilities
• Increasing the capacity of public trans-
port services
• Investing in upgrades of assets used for
walking and cycling, including establishing more greenlinks and bike routes
• Implementing the Bondi Junction
Pedestrian Access Mobility Plan
• Developing and implementing a Bondi
Beach Pedestrian Access Mobility Plan
• Improving pedestrian access to Bondi
Junction bus and rail interchange
3 Living with Urban Density
• Thinking about better road sharing by
cars and alternative transport by designing a long term plan for smarter travel routes into, through and out of the area
• Setting the right incentives in place—
including appropriate pricing and time limiting of parking—to reduce both
private car ownership and private car travel to more sustainable levels
• Promoting and developing attractive
transport alternatives, preferably funded by developers and other investors
• Expanding car share schemes
• Developing and agreeing on a long term
plan to solve the problem of Bondi Road congestion without impacting on busi-nesses and nearby residents
• Coming to an agreement about how
much parking should be provided in new developments to achieve a sustainable lifestyle and economy
• Thinking about changing community
attitudes to parking— it’s a scarce resource that needs to be fairly shared, not a right
• Ensuring planning controls consider
residential amenity impacts such as noise, solar access and privacy
• Utilising urban planning policies and
processes to improve public domains when creating new buildings
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WAVERLEY COUNCIL
Integrated Planning & Reporting—Our 12 Focus Areas
4 Welcoming Visitors
• Developing great virtual and real visitor
information centres
• Continuing with our current highly coor-
dinated approach to event management involving State agencies and the com-munity in detailed planning for crowd management and safety during major events
• Coordinating event management with
transport and parking management
• Ensuring the extra people who will be
travelling to the LGA to work in the next 10 years use public transport
• Continuing our coordinated place
management services for Bondi Beach, especially in revising our Policy Statement on Tourism, making sure areas that attract heavy visitation do not overwhelm vital service areas for residents, and continuing to market Bondi as a destination with a difference—beachy, eclectic, relaxed but still fun, and safe
• Encouraging development of tourist
accommodation in the Bondi Junction commercial centre
• Pursue financial and other types of resource
support from State and Federal Governments that assists Council in its visitor management activities
5 Fostering our Cultural Diversity
• Developing our civic and open spaces to
provide multi-use venues that can cater for new types of cultural events
• Upgrading the Bondi Pavilion as a vi-
brant arts and entertainment centre, providing a diverse program of creative experiences, performances and visual arts
• Fostering indigenous and multicultural arts
festivals, performances and events
• Establishing a successful resident theatre
company at the Bondi Pavilion
• Turing our streets and reserves into venues
for inspiring sculptures
6 Renewing our health and well being
• Maintaining our community services to
help people stay in their homes for longer
• Ensuring as people age they have timely
access to information and programs about, and are appropriately referred to, health and other support services that would generally be provided by other levels of government and community organisations
• Building a new Waverley Pavilion as a
sports centre
• Developing our limited open spaces to
meet growing demands for sporting and active recreational activities, especially those that encourage participation by young people and women
• Maintaining other open spaces and infra-
structure such as memorial or sculpture parks and coastal reserves which are vital to passive recreation, enjoyment of natural beauty and spiritual renewal
• Building new works sub-depots in or close
to Waverley to bring our work teams for open space management maintenance closer to the parks and spaces they main-tain
• Developing an agreeing a plan for sustaining
Waverley Cemetery as a place of reflection, remembrance of those we have lost, and celebration of our history
7 Sprucing up our streets and villages
• Educating and regulating to prevent
rubbish dumping
• Picking up dumped rubbish quickly
when it occurs
• Removing graffiti and bill postering as
soon as it appears
• Sweeping up more frequently
• Renewing streets with smart landscap-
ing treatments that provide shade with-out loss of vistas
• Upgrading streetscapes around the main
gateways to Waverley to develop a distinct identity and a welcoming feel
• Developing the Bondi Road village into a
more effective strip shopping layout
• Improve the Bronte Beach centre by improv-
ing pedestrian access to Bronte Park
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WAVERLEY COUNCIL
Integrated Planning & Reporting—Our 12 Focus Areas
8 Harmonising new and old design
• Preparing and implementing planning
policies which identify natural and built heritage items and conservation areas
• Recognising quality design outcomes
through annual heritage and urban design awards
• Providing expert heritage and urban
design advice to the community
• Making heritage and quality urban design a
strong focus in the development assessment process
• Ensuring new developments incorporate
sustainable building practices
• Ensuring policies and guidelines are in place
to deliver buildings which contribute to and respect the existing character, scale and
topography of the area
9 Feeling and being safe
• Increasing asset maintenance to reduce
hazards, especially in footpaths, play equipment, and around the many
retaining walls in the LGA
• Continuing road and parking safety
programs especially around schools
• Expanding fully designed 40km/hour
zones in loca streets where accidents occur
• Delivering major events with strong
safety planning
• Managing safe summers by annual promotions
of safe swimming, drinking, driving and parking
• Continuing our focus on regulation of villages,
beaches and major places to control anti-social behaviour
• Planning for integrated urban development,
zoning and design to minimise social disturbances and crime
• Building a culture of commitment to safety and
risk reduction in our workforce, especially in their daily routines in public spaces
10 Prospering through our economy
• Implementing key aspects of Council’s
adopted Investment Strategy including a new childcare centre at Bondi Junction
• Redeveloping unused parking spaces in
Eastgate Carpark to deliver increased custom to surrounding businesses by creating space for more people to work and shop in Bondi Junction
• Renewing building facades,
streetscapes and footpath treatments in Bondi Junction, particularly around Eastgate
• Making the dream of a bigger Bondi
Junction Mall within a well planned BJ
• Getting a north-south pedestrian connection
from Bondi Junction interchange to increase access to the western and central sectors of the Junction
• Increasing the potential for employment-
generating development in the Bondi Junction commercial centre
• Continually calibrating the parking system to
maximise its capacity and efficiency in delivering parking opportunities, particularly in Bondi Beach, while minimising or avoiding the need to increase supply
• Building the economic viability of our local
village centres by ensuring they service the needs of the local community
11 Venturing into new and sustainable environmental futures
• Working with neighbouring Councils to
investigate opportunities for the estab-lishment of regional alternative waste technologies that divert waste from land-fill
• Pursuing a partnership with Energy Aus-
tralia to upgrade street lighting with energy efficient alternatives
• Encouraging and facilitating district
cogeneration in new and existing com-mercial, retail and residential develop-ment
• Increasing coverage and connectivity of
identified wildlife habitat corridors by working with private and public land-holders
• Developing pricing policies to ensure
new developments in Bondi Junction are
• Investing and implementing programs
including discounts, bulk purchasing, brokerage, retrofit services and other incentives for encouraging uptake of energy and water efficient technologies and behaviours, efficient hot water alternatives (solar hot water and heat pumps), water harvesting and reuse, and solar PV
• Exploring partnerships with Sydney Water to
utilise treated effluent for district irrigation
• Amending planning instruments to protect all
areas of native vegetation and habitat
• Partnering with the community to reduce
household vehicle kilometres travelled
• Identifying all target groups within the
community and establishing ways to engage with them on sustainability issues
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WAVERLEY COUNCIL
Integrated Planning & Reporting—Our 12 Focus Areas
12 Engaging everyone for far sighted and better decision making
• Implementing Integrated Planning, now
required by law, for a great QBL outcome, especially by integrating strategic asset management planning, environmental planning, urban land use planning under the Waverley LEP, ongoing social planning, human resource planning and long term financial planning
• Continuing to consult widely and deeply
about desired service levels for assets and programs to ensure our services are really delivering what’s most relevant to residents’ needs
• Building great information and
communications programs so that consultation especially on the most difficult or divisive issues can occur based on the best information
• Building a better website interface between the
community and Council including more interactive consultation pages, improved project e-tracking and search functionality, more e-trading and introducing e-planning
• Building a workforce that is committed to en-
gagement and excited by the prospect of un-derstanding desires and meeting them in clever and efficient ways
Waverley’s Integrated Plans—How our services achieve the Community Vision
There is a direct connection between the services delivered by Waverley Council and the achievement of the Community Vision and Targets of the Community Strategic Plan
(Waverley Together 2). The diagram below sets out this relationship which shows how the services of the Council directly contribute to achieving the community’s Vision.
Activities Activities Activities Activities within within within within all our ...all our ...all our ...all our ...
SERVICES
DIRECTIONS &
STRATEGIES
contribute contribute contribute contribute to the to the to the to the implementation implementation implementation implementation of ...of ...of ...of ...
22 Main Services
150 Sub-services
(including capital Works Projects)
33 Directions
79 Strategies in Waverley Together 2
assisting with assisting with assisting with assisting with the the the the commitment commitment commitment commitment to meet ...to meet ...to meet ...to meet ...
TARGETS
60 Targets/Indicators for the
Quadruple Bottomline in Waverley Together 2
which if met, which if met, which if met, which if met, will enable the will enable the will enable the will enable the Community to Community to Community to Community to realise its ...realise its ...realise its ...realise its ...
VISION
14 Vision Elements of
Waverley by 2022
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WAVERLEY COUNCIL
Integrated Planning & Reporting—Achieving the Community Vision
The services Waverley Council delivers and the Directions they contribute to achieving are:
Waverley Council Services….
… contribute to achievement of Waverley Together 2 Directions/ Strategies …
Asset Management Services G6
Beach Services, Maintenance & Safety C5, L3
Cemetery Services C1, C2, G6
Child Care Services C4
Community Services C4, C5
Corporate Support Services G5, G7, G8, G9
Cultural Services C1, C2, C5, C6, L1, L2
Customer Services & Communication G1, G2, G3, G8
Development, Building & Health Services L4, L5
Emergency Management Services C5
Environmental Services E1, E2, E3, E4, E5, E6, E7, E8
Governance, Integrated Planning & Community Engagement C2, G1, G2, G3, G4, G5, G6, G7, G8
Library Services C1, C2, C4
Parking Services C2, C5, L1, L2, L6, L7, L8, L9
Parks Services & Maintenance C7, E1, E6, L3, L4
Place Management C2, C5, C6, C7, L1, L2, L3, L4, E3, G2, G6
Recreation Services C6, C7
Regulatory Services C5, E7, E5, L2, L3
Social & Affordable Housing C3, C4, C5
Traffic & Transport Services C2, C5, L1, L2, L6, L7, L8, L9
Urban Open Space Maintenance & Accessibility L3
Waste Services E3, L3
For details on the Directions see p.26
32
This section of our Annual Report aims to briefly outline the highlights of what we achieved in 2010-2011 measured against the targets we set in our Operational Plan 2010-2011. It shows the significant outcomes we achieved in the four elements of the quadruple
bottom line: • Sustainable Community • Sustainable Living
• Sustainable Environment
• Sustainable Governance
WAVERLEY COUNCIL
Did we do what we said we would do? - Highlights
Sustainable Community
Deliverable A coordinated program of social, recreational and cultural events targeting diverse groups
Our Target Five events supporting multiculturalism and indigenous culture provided annually
What we achieved
• Festival of the winds
• Ocean Pacifika
• South American Festival
• Chanukkah
• Russian Victory Day
Deliverable Programs which encourage volunteer-ing including civic pride and bushcare
Our Target Support and expand the bush care program
What we achieved
• Four Council programs involve volunteers in 2010-2011
Deliverable A range of current and equitable infor-mation and recrea-tional Library re-sources and services
Our Target Provide a lending and reference library service for adults and children within Waverley
What we achieved
• Over 30,000 library mem-berships in 2010-11
• Over 500,000 loans and 9 loans per capita
• Over 450,000 person visits to the library
Deliverable High quality affordable long day care
Our Target Provide long day care and family day care for children aged 0-5
What we achieved
• 173 children in long day care
• 97% of capacity utilised
• More than 150 children in family day care
Deliverable Financial and other support to the community to improve capacity
Our Target Provide funding through community grants program
What we achieved
• $83,000 to family & community organisations
• $110,000 to youth services organisations
• $52,000 to Older People & Disability organisations
• $79,000 to community groups
Deliverable A program of Surf Awareness and Edu-cation Programs
Our Target Develop Surf Awareness & Education Programs
What we achieved
• 10 surf education pro-grams run
• One program aimed at vulnerable groups
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WAVERLEY COUNCIL
Did we do what we said we would do?- Highlights
Sustainable Community
Deliverable Financial support to arts & cultural programs
Our Target Fund arts prizes for annual competition at Waverley School of Arts
What we achieved
• $7000 provided for an-nual arts prizes
Deliverable Sports fields and other active recreation facilities upgraded
Our Target One improvement project from Plans of Management & Mas-ter Plans completed annually
What we achieved
• Upgrade of Barracluff Park completed
Deliverable Playgrounds upgraded
Our Target Upgrade Tamarama Park playground upgrade and play-ground enhance-ments for Biddigal Reserve
What we achieved
• Tamarama Park playground upgrade completed September 2010
• Biddigal Reserve com-pleted June 2011
Deliverable Planning controls that support an increase in the number of units or monetary contributions towards affordable housing
Our Target Number of affordable housing units is steady or increasing
What we achieved
• 7 new Voluntary Planning Agreements established in 2010-11
• 7 new units provided
• Cash contribution of $1,319,637 in 2010-11
Sustainable Living
Deliverable Annual Marketing and advertising program aimed at increased visitation and eco-nomic activity in Bondi Junction
Our Target Undertake marketing events and activities to reinforce Bondi Junction’s role as a centre
What we achieved
• Six marketing events undertaken annually
• Annual Business Awards
Deliverable Management of Companion Animals
Our Target Less animals im-pounded annually compared to base year of 2009-10
What we achieved
• 136 animals seized com-pared to 170 2009-10
• 220 animal infringements issued compared to 114 2009-10
Deliverable New Comprehensive Local Environment Plan (LEP) and De-velopment control Plan (DCP) developed
Our Target New Comprehensive LEP to be gazetted and Comprehensive DCP adopted by Council by March 2012
What we achieved
• Preparation in line with Department of Planning template
• Comprehensive LEP submitted to Department of Planning
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WAVERLEY COUNCIL
Did we do what we said we would do?- Highlights
Sustainable Living
Deliverable Ongoing public education program on heritage and good design
Our Target Conduct annual Heritage and Design Awards
What we achieved
• Heritage and Urban Design Awards held April 2011
Deliverable Bus shelters maintained and re-placed
Our Target Replacement of bus shelters undertaken in accordance with program
What we achieved
• 2 bus shelters replaced annually
Deliverable All public place areas including high profile gardens, landscaped traffic calming de-vices and village centres maintained
Our Target Landscaped traffic calming devices are maintained, streets and non landscaped traffic calming de-vices are cleaned
What we achieved
• Steam cleaning footpaths in Campbell Pde, Bondi Junc-tion Mall & Bronte Rd
• 12 traffic calming devices replanted with new plants
Deliverable Beach cleaning and beach pool cleaning program undertaken
Our Target 95% of beach clean-ing and 80% of pool cleaning programs meet timeframe & standards set
What we achieved
• Beach Parks cleaned daily
• Deployment of Beach Rake daily at Bondi & weekly at Bronte & Tamarama beaches
• North Bondi pool emptied & cleaned weekly
Deliverable Parks & reserves cleaned and maintained
Our Target Major parks cleaned daily, other parks cleaned weekly 95% of the time and emer-gency cleaning un-dertaken within 24 hours of customer request
What we achieved
• Waverley Park, Thomas Hogan Reserve, Bronte Park & Marks Park cleaned daily
• All other parks & reserves cleaned weekly
Deliverable Inspection and removal of dumped rubbish and where appropriate enforce-ment action
Our Target All dumped rubbish removed within one week of notification
What we achieved
• 2010/11 283 tonnes illegally dumped rubbish removed by Council
Deliverable Approved develop-ments achieve high quality urban design outcomes
Our Target All development applications ap-proved in line with Council’s planning controls and policies
What we achieved
• 2010/11 925 development applications approved by Council
Deliverable Footpath amenity and accessibility improved
Our Target Cost within + or—10% of agreed budget and com-pleted within 3 months of agreed timetable
What we achieved
• 2010-11 $1,159,000 spent on footpath maintenance and construction
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WAVERLEY COUNCIL
Did we do what we said we would do?- Highlights
Sustainable Environment
Deliverable Undertake Bondi Beach Design Frame-work public domain works
Our Target Finished cost is within + or—10% of agreed budget and completed within 3 months of agreed timetable
What we achieved
• $400,000 upgrade of Roscoe Street Mall with the addition of 7 extra palms, sandstone seat-ing, paving. Lighting and landscaping to the area between Gould St & Campbell Pde
Sustainable Living
Deliverable Increase use of car sharing vehicles to reduce private vehicle ownership
Our Target Create additional car share spaces
What we achieved
• An additional 23 car share spaces created in 2010-11
Deliverable Energy saving and renewable technology opportunities at Council’s top 5 green-house gas sites
Our Target Reduce energy consumption at selected council sites by 10% from 2008-09 levels
What we achieved
• Energy saving & renew-able technologies imple-mented at Bondi Pavil-ion, Waverley Library, Waverley Pavilion & Eastgate Carpark
Deliverable A domestic waste recycling service together with a public litter collection service
Our Target Decrease in tonnes of domestic waste collected annually Increase in tonnes of garden waste col-lected
What we achieved
• 13,636 tonnes of waste collected ( 22,802 tonnes in 2010-11)
• 2018 tonnes of green waste collected in 2010-11 (1892.1 tonnes 2009-10)
Deliverable An expanded bicycle network together with the provision of bike facilities throughout LGA
Our Target Update bike maps, increased bike park-ing and development of Bike Implementa-tion Plan
What we achieved
• Bike Maps completed June 2011
• 10 additional bike park-ing locations provided
• Bike Implementation Plan completed June 2011
Deliverable Information & education for resi-dents on energy efficient technologies
Our Target Coordinate commu-nity workshops & provide up to date information to residents
What we achieved
• Two sustainable Building workshops run during 2010-11
• Two solar PV workshops run in 2010-11
Pedestrian networks which enable pedestrians to enjoy safe, con-venient mobility
Our Target Report to Council on options to improve pedestrian routes in Bondi Junction
What we achieved
• Report to Council in February 2011
36
WAVERLEY COUNCIL
Did we do what we said we would do?- Highlights
Sustainable Environment
Deliverable Residential food waste reduction pro-gram implemented
Our Target Continuation of Compost Revolution food waste program
What we achieved
• 600 households partici-pating in Compost Revo-lution program in 2010-11
Deliverable Local events & initia-tives that encourage recycling of other waste
Our Target Run workshops , e-waste collections and chemical clean-out
What we achieved
• 2 Clothes swap work-shops run
• 2 ‘Fix it’ workshops run
• 10 composting/worm farming workshops run
• Two e-waste collections run
• 1 Chemical Clean out
Deliverable Water harvesting and reuse opportunities at sites with reliable harvesting potential
Our Target Development of stormwater harvest-ing projects at se-lected council sites across city and com-pletion of Bronte Gully remediation and restoration pro-gram
What we achieved
• Securing $600,000 exter-nal funding to commence Bondi Stormwater
harvesting project
• Installation of 300 kilolitre stormwater tank in Bondi Park for park irrigation
• Installation of stormwater harvesting system at Waverley Pavilion
• Completion of Bronte Gully Restoration
Project
Deliverable Pollution prevention devices installed and maintained through-out LGA
Our Target 5% reduction in the amount of pollutants removed from gross pollution devices compared to 2008-09
What we achieved
• 41.34 tonnes of waste removed from GPTs in 2010-11
Deliverable A Green Brains lec-ture and activity se-ries developed so residents can be informed on environ-mental issues
Our Target Annual Green Brains program held
What we achieved
• Coordination of Green
Brains environmental event & workshop with over 1000 participants attending in 2010-11
Sustainable Governance
Deliverable Advisory committees, Precinct Committees and community fo-rums supported and maintained
Our Target Provide support for the Precinct system
What we achieved
• 22 community committees and forums held in 2010-11
37
WAVERLEY COUNCIL
Did we do what we said we would do?- Highlights
Sustainable Governance
Deliverable A regular professional produced and interesting newsletter
Our Target Newsletter produced and distributed
What we achieved
• 4 editions of Waverley in Fo-
cus produced in 2010-11
• 43 weekly Mayoral Columns published
• 45 media releases produced 2010-11
Deliverable A capital works program
Our Target 80% of priority capital works on budget and on time delivery
What we achieved
• Waverley Pavilion com-menced
• Roads, footpaths & kerb & gutter on budget & time
Deliverable Compliance with Government Informa-tion Public Access & Privacy and Personal Information Protection Acts
Deliverable An annual asset maintenance program
Our Target 80% of adopted Annual Maintenance Programs on budget and on time delivery
What we achieved
• $1,994,000 spent on buildings maintenance
• $1,448,000 on roads mainte-nance
• $1,159,000 on footpath main-tenance
• $658,000 spent on kerb & gutter
• $581,000 spent on drainage
Our Target All applications processed by Governance within legislative timeframe
What we achieved
• 16 Access to Information applications received in 2010-11
• All applications completed within statutory timeframe
Deliverable Professional & timely support and assistance to council-lors & meetings of Council and Council committees
Our Target 95% of minutes and agendas for Council and council commit-tees meet service standards set
What we achieved In 2010-11:
• 13Council meetings held
• 49 committee meetings held (including 7 Council inspec-tion meetings)
Deliverable Significant govern-ance policies devel-oped and existing policies reviewed
Our Target Policies reviewed within required time-frame
What we achieved
• Councillors expenses & facili-ties policy reviewed Nov.2010
• Privacy Management Plan reviewed May 2011
• Information Access Policy reviewed May 2011
• All policies on Council web-site
38
WAVERLEY COUNCIL
Measuring our Progress
Waverley’s Community Strategic Plan (Waverley Together 2) is built around four quadrants consisting of: Sustainable Community
Sustainable Living
Sustainable Environment
Sustainable Governance
The Delivery Program 2010-2013 and Operational Plan 2010-11 are organised around these quadrants. Each Quadrant has a set of ‘Directions’ which outline the specific directions we intend to head in. Sitting beneath these are the ‘strategies’ we will employ for moving in these directions. All our reporting measures our progress in achieving these strategies. Set out below is a summary overview of our
overall progress and our progress in each of the quadrants. The following pages provide a specific analysis of our progress in achieving the individual strategies. To assist readers in understanding the level of progress we have employed a ‘traffic light’ approach which consist of the following:
RED means we did not meet our target
AMBER means we were on track to meet our target
GREEN means we completed or met our target
Completed or met target
73%
On track to meet target
20%
Did not meet target
7%
Waverley Council’s Overall Performance for 2010-11 in meeting targets set out in its Delivery Program 2010-13 and Operational Plan 2010-11
Overall ninety-three (93) percent of the deliverables in the Operational Plan were either completed or on track to meet their target. Only 7% of deliverables did not meet their target. This was mainly due to lack of available funding resources or priorities changing during the year.
● ● ●
39
Complet ed or met
t arget
79%
D id not meet
t arget
7%
On t rack t o meet
t arget
14%
WAVERLEY COUNCIL
Measuring our Progress
Waverley Council’s Performance for 2010-11 by Quadrant
Quadrant 1: Sustainable Community
Complet ed o r met
t arget
74%
Did not meet
t arget
8%
On t rack t o meet
t arget
18%
Quadrant 2: Sustainable Living
Complet ed or met
t arget
8 0%
Did no t meet
t arget
6%
On t rack t o meet
t arget
14%
Quadrant 3: Sustainable Environment
Complet ed or met
t arget
59%
Did not meet
t arget
8%
On t rack t o meet
t arget
3 3%
Quadrant 4: Sustainable Governance
Ninety-three percent of the deliverables within the Sustainable Community Quadrant met or were on track to meet their target. Only 7% of the deliverables did not meet their target. The main reasons for failing to be on track were the lack of resources, changed completion dates and reduced
staff resources.
Ninety-two (92) percent of deliverables within the Sustainable Living Quadrant met or were on track to meet their Target. Eight percent (8%) did not meet their target. The principal reason identified for not achieving target was lack of available funding to complete
the programs.
Ninety-four (94) percent of the deliverables within the Sustainable Environment Quadrant met their target with only 6% failing to meet target. The principal reasons identified for not achieving target were the lack of available funding and target dates needing to be extended.
Ninety-two (92) percent of deliverables within the Sustainable Governance Quadrant met their target with only 8% not meeting their target. The principal reasons identified for not achieving targets are Council decisions to divert resources to other priorities and the need to examine other forms of assessment.
40
WAVERLEY COUNCIL
Measuring our Progress
A Sustainable Community Direction: C1 Waverley’s cultural heritage and diversity is recognised, protected and respected
Strategy: C1a Support programs that celebrate and strengthen our multiculturalism and Indigenous culture and cultivate a sense of community appreciation of our cultural heritage and diversity
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C1a1
Planning for a Diverse and Tolerant Community
Monitor and report on changes to data on languages other than English spoken by Waverley residents; percentage change in age groups in Waverley population; changes in household and family type and changes in proportion of home owners and renters in Waverley
Regular re-porting on census data and changes in community profile by July 2012
DM RCPP
●
C1a2
A co-ordinated program of social, recrea-tional and cultural events targeting di-verse groups including ‘place making’ events, celebrations and/or installa-tions to enliven key places in Waverley and bring the local community together
Provide a programs place making events & activities at various locations in Waverley Provide events targeting culturally and linguistically diverse people and Aboriginal and Torres Strait Islander communities including NAIDOC Week; Refugee Week; Harmony Day and Global Table
Five events supporting multicultural-ism and Indigenous culture provided annually Six programs supporting multicultural-ism and Indigenous culture provided annually
Director RCCS
DM CCS DM LCS DM BB DM BJ
● ●
C1a3
Resourcing of advocacy and grant seeking to support and strengthen multicultural-ism and Indigenous culture in Waverley
Develop partnerships with internal and external stakeholders to facilitate inclusion of multicultural and indigenous groups Monitor funding opportunities from Federal and State Government Seek funding, where appropriate, from Federal and State Government to support and strengthen multiculturalism and indigenous culture in Waverley
One partner-ship activity to strengthen multicultural-ism and
Indigenous culture provided annually
DM RCPP ●
41
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C1a4 Waverley and South Head Cemeteries contribute to the pres-ervation of our cultural heritage
Maintain Waverley and South Head Cemeteries Investigate fencing and security options for Waverley and South Head Cemeteries Maintain monuments where maintenance agreements are in place Market maintenance agreements for monuments Provide information about the cemeteries Facilitate searches of cemetery records
Number of maintenance agreements for monuments is steady or increasing annually
Number of instances of vandalism in cemeteries is steady or decreasing annually
DM BSP ●
●
Additional Static Guards deployed specifically for known high activity periods highlight the hampered ability to protect our valuable heritage due to the continued compromised perimeter security after hours. Frequency remains generally steady but cultural and financial cost is becoming more substantial.
WAVERLEY COUNCIL
Measuring our Progress
2010 Waverley Art Prize Award Oil Painting Prize Winner Suzanne Alexander—Sydney Harbour Tug
42
Direction: C2 The community is welcoming and inclusive, and people feel they are connected and belong Strategy: C2a Provide a broad range of relevant, affordable and accessible facilities, spaces, programs and activities that promote harmony, respect and togetherness
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C2a1
Affordable and accessible community facilities
Provide spaces at the Mill Hill Centre for community groups Provide spaces at the Bondi School of Arts for local artists and community groups Provide spaces at Bondi Pavilion for community groups Provide buses for use by community groups Provide a community garden for use by residents and community organisations who lack access to a garden
More than 50% of available venue hours used per week compared to
hours available
Community buses are used at least five hours per day
90% of
community garden plots regularly gardened
Director RCCS
DM
RCPP DM CCS
●
●
●
C2a2
A coordinated program of social, recreational and cultural events tar-geting diverse groups
Provide a coordinated program of events for identified target groups including children, youth, older people and people with disability Provide a range of adult and children’s public programs and exhibitions at Waverley Library Provide programs including music, art exhibitions, festivals, workshops and special events at Bondi Pavilion Develop recreation activities for young people at Bondi Junction Implement recreation activities for young people at Bondi Junction
15 events for different
groups held annually
48 library programs and exhibitions annually
40 programs at
the Bondi Pavilion annually
Bondi Junction recreation activities for young people developed and implemented by June 2011
Director RCCS
DM
RCPP DM CCS
●
●
●
●
WAVERLEY COUNCIL
Measuring our Progress
43
Strategy: C2b Encourage and foster community pride through volunteering initiatives such as the ‘Civic Pride’ program
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C2a3
A range of current and equitable information and recreational Library resources and services A range of current and equitable information and recreational Library resources and services
Provide a lending and reference library service for adults and children Provide a local studies service Answering enquiries in person or via the website Provide publications in alternative formats
Over 30,000 library
memberships in 2010/11
Over 500,000 loans and over 9 loans per capita in 2010/11
Over 450,000 visits in per-son and over 50,000 visits to library via website in 2010/11
Over 80% of enquiries to the library successfully completed on same day
DM LCS ●
● ●
●
Likely to be 3% below target. Largely due to increase in loan limits and online access to resources
C2a4
Accessible cemetery services for internments, memorials and associated ceremonial activities
Provide interments and associated services
Number of internment services
provided at our
cemeteries annually is same as
base year or increasing
DM BSP ●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C2b1
Programs which encourage volunteering including civic pride and bushcare that enhance community cohesion.
Develop a Volunteering Strategy Provide a civic pride program Support and expand bush care program Develop a community garden management group
Volunteering strategy
completed by December
2010
Garden group established by December
2010
Four Council programs involve
volunteers in 2010/11
DM RCPP ●
●
●
Work to establish gardener participation in the management of the Garden is underway. It is anticipated that the target will be met by December 2011.
WAVERLEY COUNCIL
Measuring our Progress
44
Direction: C3 Housing options are available to enable long term residents and those with a connection to the community to remain in Waverley Strategy: C3a Promote a mix of housing types in new developments, including housing that is affordable and accessible
Strategy: C3b Ensure Council’s own portfolio of housing is affordable and accessible
Deliverable Actions in 2010/2011 Targets and
Progress Measures
Report-ing
Officer
Pro-gress
Comment
C3a1 Planning controls that support an increase in the number of units or monetary contributions towards affordable housing
Develop planning controls that support an increase in units of housing or monetary contributions towards affordable housing Implement planning controls that support an increase in units of housing or monetary contributions towards affordable housing
Number of affordable housing units is steady or increasing (currently 32
units)
DM SLUP ●
Deliverable Actions in 2010/2011 Targets and Pro-gress
Measures
Report-ing
Officer
Pro-gress
Comment
C3b1
Social housing for older people, people with a disability and families on low to middle incomes
Provide a range of social housing options Where possible acquire additional units of social housing
Number of social hous-ing units is steady or increasing (currently 55
units)
DM RCPP ●
C3b2
Affordable housing for low to moderate incomes households who are unable to secure rental housing and who demonstrate a strong connection to the Waverley LGA
Provide a range of affordable housing options Where possible acquire additional units of affordable housing Collect data on tenant profile for social and affordable housing
Number of affordable housing units is steady or increasing (currently 32
units)
DM RCPP ●
WAVERLEY COUNCIL
Measuring our Progress
45
Strategy: C3c Investigate and pursue housing initiatives through joint venture and other forms of partnership opportunities
Direction: C4 Community support services continue to be targeted to, and accessible by, those who need them most, including children and young people, older people and people with a disability Strategy: C4a Continue to resource family support services, affordable childcare and programs for young people, older people and people with a disability
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C3c1
Support for the operation of a Housing Advisory Committee that reports to Council
Provide administrative and other support to Housing Advisory Committee Report to Council on recommendation from Housing Advisory Committee
Four meet-ings held/ reports to Council by Housing Advisory Committee annually
DM RCPP ●
C3c2
Support for the provision of low cost housing through the Boarding House Rebate Scheme
Provide a Boarding House Rebate Scheme
Number of boarding houses in Waverley area is
maintained (currently 48)
DM SLUP ●
C3c3
A working group to develop local and regional partnerships to address homelessness
Convene a meeting of internal partners to develop strategies to address homelessness
At least three partnerships formed to support needs of homeless people
DM RCPP ●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C4a1
High quality affordable long day care and fam-ily day care for children aged 0-5 and holiday and recreational pro-grams for preschool children
Provide long day care for children aged 0-5 years. Provide family day care for children aged 0-5 years Provide holiday and recreational programs for pre-school children
At least 173 children in
long day care per day, 97% of capacity utilised
More than 150 children in family day care per day
At least 20 children in each holiday care program
All services maintain
accreditation
DM CCS
● ● ● ●
WAVERLEY COUNCIL
Measuring our Progress
46
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C4a1
High quality affordable long day care and family day care for children aged 0-5 and holiday and recreational programs for preschool children
Council’s fees within +/- 15% of average of other providers
At least 75% satisfaction score from annual child
care and family day care
services user surveys
DM CCS ●
●
C4a2
Support to families and their children aged from birth to 5 years including parenting programs and counselling
Provide specific support to families and their children aged from birth to 5 years Coordinate a program of parenting education and support programs Provide places in Council’s Child Care Centres for children with additional needs Provide family case management and counselling Provide community information forums about children’s services
At least 80 families in parenting
education & support programs annually
At least 25 spaces
provided for children with additional
needs annually
At least 40 families in case management
and/or counselling annually
100 participants at the ‘Transition to School’ forum
DM CCS ●
●
● ●
An extended vacancy in the Family Support Worker position reduced the number of cases managed on a regular basis over the previous 12 months. The position will be resumed post June 2011.
WAVERLEY COUNCIL
Measuring our Progress
47
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C4a3
An increase in the number of child care places provided by Council
Provide additional child care places
52 additional child care places
available in 2011/12
DM RCPP ●
C4a4
An annual forum of young people organised by Council
Develop format and program for forum for young people Conduct forum of young people
50 young people
participate in engagement activities
DM RCPP ●
C4a5
Recreational and social initia-tives for young people
Develop new recrea-tion/social activities for young people Introduce new recrea-tion/social activities for young people
New recrea-tion/ social activities
developed for young people by March 2011
One new recreation/
social activity developed with young people
annually
DM RCPP ●
●
C4a6
High quality af-fordable services for frail older people including Meals on Wheels, Home Library Service and programs at Bondi Pavilion
Maintain HACC valida-tion for programs Provide a Meals on Wheels service Provide a shopping service Provide a Waverley Home Library Service Provide programs for older people at Bondi Pavilion
All services maintain
accreditation
At least 80 meals provided daily at home
for older People
At least 10 shopping
service user Clients
180 Home
Library Service users
18,000 loans per annum
Over 80% satisfaction rating from annual client
survey
Provide four programs at Bondi Pavilion per month
Direc-tor
RCCS
DM CCS DM LCS
●
● ●
● ● ●
Currently 171 active mem-bers. This is a 7% increase during the last few months. Further promotion is taking place through events, group visits, promotional material and potential clients from MOW Service
WAVERLEY COUNCIL
Measuring our Progress
48
Deliverable Actions in 2010/2011
Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C4a7
Services for the over fifties including a senior’s centre that offers recreational, physical, educational and social activities
Operate a senior centre Provide a varied program of activities and events for older people
Average monthly
attendance at Seniors Centre maintained or increased from base (1700)
At least 30 programs/ activities
provided per week at
Seniors Centre for older people
DM CCS
● ●
C4a8
Services for adults with mild intellectual disability to promote independent living
Provide a program of classes and courses aimed at improving independent living skills for people with mild intellectual dis-ability
12 life skills courses held annually
DM CCS
●
C4a9
Individual support and medium term accommodation places for people with mild intellectual disability
Provide subsidised rental accommoda-tion places for peo-ple with intellectual disability. Provide individual and group support and case manage-ment services for people with mild intellectual disability
Six people with intellectual disability
provided with subsidised
rental accommoda-tion places
12 people with mild intellectual
disability provided with
support annually
Satisfaction rating of at least 75% in annual client
survey
DM CCS
●
●
●
WAVERLEY COUNCIL
Measuring our Progress
49
Strategy: C4b Provide support to community organisations to improve their ability to plan and deliver services to the community
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C4b1
Financial and other support to the community to improve capacity and to support partnerships that enhance Council’s vision in relation to children, young people, older people, those with a disability and marginalised groups
Provide subsidised accommodation for identified groups Provide management support to community group Provide funding through the community grants program to organisations targeting children, young people, older people, those with a disability and the community generally Provide funding through the small grants program for community groups delivering cultural, recreational and social outcomes Monitor community grants program recipients to ensure that funding provided meets Social Plan priorities
All subsidised accommoda-tion provided to priority groups
At least three community groups
provided with management
support annually
Family and Community organisations provided with grants to $83,000
Children’s
organisations provided with grants to $27,500
Youth
Services organisations provided with grants to $110,000
Organisation for Older
People and those with a Disability
provided with grants to $50,928
$79,000 provided annually
through small grants
program to community groups
All grant
recipients to meet Social Plan priorities
DM RCPP ●
●
●
●
●
●
●
●
WAVERLEY COUNCIL
Measuring our Progress
50
Strategy: C4c Analyse and interpret emerging social trends, contemporary research and government initiatives to inform the services provided by Council and its partner agencies
Direction: C5 People feel safe in all parts of Waverley Strategy: C5a Maintain safety in public areas such as malls, parks and beaches and target safety and crime prevention in specific areas to address alcohol related issues and support vulnerable groups
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C4c1
Up to date and accessible community profile and demographic information
Ensure Council’s online profile is reviewed regularly and supplemented with updates
Reviewed and updated by June 2011
DM RCPP ●
C4c2
Documented research on key issues including safety, housing, children, ageing
Completed social planning research for identified priority issues
Two social planning research reports
completed annually
DM RCPP ●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C5a1
Implementation of Community Safety Plan
Safety audits of Bondi and Bondi Junction Place undertaken Issues from audits that require attention actioned Current alcohol free zones reviewed Current alcohol free zones renewed or new zones implemented Alcohol free zones signs installed and maintained
At least two safety audits of Bondi and
Bondi Junction undertaken annually
Alcohol free
zones in Bondi reviewed by June 2011
Alcohol free
zones in Bondi Junction
reviewed by October 2010
Condition and location of alcohol free zone signs audited in August and April annually
Director RCCS
DM BB DM BJ
●
●
●
●
WAVERLEY COUNCIL
Measuring our Progress
51
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C5a2
Funding sought from other levels of government to develop and provide community safety programs
Identify external funding sources for community safety strategies Apply for funding to implement community safety strategies
50% of funding applications for community safety grants are successful
annually
DM RCPP ●
C5a3
A summer strategy for Bondi to promote a safe and enjoyable environment at peak times
Safe Summer Initiative reviewed, and evaluated annually Safe Summer program implemented for 2010/2011 Safe Summer Initiative model reviewed Report to Council on future of Safe Summer Initiative
Safe Summer Initiative re-
viewed by Sep-tember 2010
Implemented by December
2010
Model re-viewed – De-cember 2010
Evaluation by April 2011
Report to Council on
review – April 2011
DM BB
● ● ● ● ●
C5a4
Increased passive surveillance and night time security in Oxford Street mall
Encourage evening activities on Oxford Street Mall including late trading businesses Provide night time security in the mall
Four busi-nesses trading after 5pm in Oxford Street
Mall
Security pro-vided at least two nights per
week
DM BJ
●
●
WAVERLEY COUNCIL
Measuring our Progress
52
Strategy: C5b Continue to strengthen community safety and crime prevention partnerships with police, licensees, businesses, youth organisations, schools, regulatory and emergency services and other agencies
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing Offi-
cer
Pro-gress
Comment
C5b1
Support for the operation of a Community Safety Committee
Participate in and support community safety programs Provide administrative and other support to Community Safety Committee
At least three programs undertaken with external partners during 2010/11
Community Safety
Committee includes
Police and at least three
other community interest groups
DM RCPP ●
●
C5b2
Provision of emergency management including sup-port for Waverley/ Woollahra SES
Provide accommodation and other support for Waverley/Woollahra SES Meet regularly with Waverley/Woollahra SES Controller Maintain up to date Disaster Management Plans
Disaster Man-agement Plan (DISPLAN) reviewed and kept up to
date
Director PW&S ●
WAVERLEY COUNCIL
Measuring our Progress
2010 Waverley Art Prize Award Bondi Life Prize Winner Sylvia McEwan—Life’s a Beach
53
Strategy: C5c Maintain a high level of beach safety at Bondi, Bronte and Tamarama
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Progress Comment
C5c1
A Life Guard Service, deploying Council Life-guards and working with surf life saving clubs to safeguard the public and minimise risk to Council at Waverley’s beaches
Roster Lifeguards for year round operations at Council’s beaches Recruit and provide induction and training for casual Lifeguards for summer season Work with surf life saving clubs and volunteer lifesavers Undertake patrols of beaches to maintain surf safety Undertake rescues and provide first aid and other assistance on Council’s beaches
No lives lost by drowning on Council’s beaches annually
Less serious injuries on Council’s beaches in 2010/11
compared to 2009/10
Less rescues undertaken on
Council’s beaches in 2010/11 than
2009/10
Volunteer surf life savers attend
Council’s beaches all
weekends and public holidays
DM BS
● ● ● ●
C5c2
A program of Surf Awareness/Education Programs
Develop Surf Aware-ness/Education Programs Present Surf Awareness/Education Programs Review the format, content and provision of Surf Awareness/Education Programs presented
At least 10 surf education programs presented each year
including one targeted for vulnerable groups
DM BS
●
C5c3
Financial and other support to surf lifesaving clubs in the Waverley area to support the provision of volunteer lifesaving programs
Provide support to surf lifesaving clubs in the Waverley
Provide $15,000 in funding or in kind support to surf lifesaving clubs in the
Waverley area annually
DM BS
●
WAVERLEY COUNCIL
Measuring our Progress
54
Strategy: C5d Assist in the maintenance of public health in Waverley
Direction: C6 Arts and cultural activities foster an involved community and a creative environment Strategy: C6a Enrich the cultural life of the community by providing and supporting a variety of cultural events and activities for residents and visitors
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C5d1
Health, food and hygiene inspec-tions undertaken
Undertake inspections of registered food premises Undertake inspections of registered hair and beauty premises
80% of all required
inspections of premises undertaken
DM C
●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C6a1
A diverse and exciting range of arts and cultural events across Waverley
Provide arts events across Waverley including events provided in partnership Provide cultural events across Waverley including events provided in partner-ship
At least 40 arts/cultural events held annually
20
partnership events
supported by Council held annually
DM CCS ●
●
C6a2
Financial and other support to arts and cultural programs in the Waverley area
Provide funding through the Community Grants Program to Waverley Band and Waverley Philharmonic Orchestra Fund arts prizes for annual competition at Waverley School of Arts
At least $7,700 fund-ing provided to Waverley Band and Waverley
Philharmonic Orchestra annually
At least $7,000
funding for annual arts
prizes
DM RCPP ●
●
C6a3
Implementation of Artsplus Plan
Implement the Artist in Residence Program Implement the Resident Theatre Program
One arts, entertainment or cultural initiative developed annually
Up to
$70,000 funding provided annually to resident theatre company
DM RCPP ●
●
Finalisation of the license with Tamarama Rock Surfers did not occur until later in the finan-cial year so that full subsidy was not expended.
WAVERLEY COUNCIL
Measuring our Progress
55
Strategy: C6b Encourage art in public places and public art in private developments
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C6a4
Funding sought from other levels of government to develop and provide arts, entertainment and cultural events in Waverley
Identify opportunities for funding and awards to celebrate and support arts and cultural events Develop and submit submissions for funding and awards to celebrate and support arts and cultural events
Two awards received and grant funding obtained annually
Direc-tor
RCCS
DM RCPP DM CCS
● Funding application to ARTSNSW for $58,000 was successful. No awards were received.
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C6b1
Art in the public space.
Maintain public art inven-tory Implement public art maintenance plan Develop annual agreement with Sculpture by the Sea Encourage suitable public art in the private domain Develop public art in suitable locations in Waverley
Public art inventory and maintenance plan completed by March 2011
Agreement on level of support for Sculpture by the Sea
completed by August 2010
100% increase in public art in private domain
in Bondi Junction from base year 2009/2010
Increase of public art in public domain (at least one
piece annually)
DM RCPP ●
●
● ●
Art inventory and maintenance plan has been commenced and is expected to be completed in 2011-2012
C6b2
A public art trail in Waverley
Develop promotional material to make existing public art accessible through a planned ‘”trail”
Report on progress with development of the public art trail by June
2011
DM RCPP ●
WAVERLEY COUNCIL
Measuring our Progress
56
Strategy: C6c Create opportunities in the creative sector to retain local artists and cultural providers in Waverley
Direction: C7 Health and quality of life are improved through a range of recreation and leisure opportunities Strategy: C7a Improve the quality, flexibility and useability of parks, reserves and other green spaces to meet recreational needs, whilst considering and ameliorating any negative environmental impacts
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing Offi-
cer
Pro-gress
Comment
C6c1
Support, advice and affordable and accessible venues provided to assist artists and others to hold arts and cultural events and activities
Provide support and advice to assist artists and others to hold arts and cultural events and activities Provide a range of affordable and accessible venues to assist artists and others to hold arts and cultural events and activities Undertake annual audit of affordable and accessible venues in the LGA Results of venue audit available on website
Over 70% of available venue hire
hours used in Library,
School of Arts and Bondi Pavilion
Audit of
number of residencies, work spaces
and accessible venues
completed by June 2011
Director RCCS
DM LCS
DM RCPP
DM CCS
●
●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C7a1
Up to date Plans of Management (POMs) and strategies for parks, reserves and other green spaces
Plan of Management for Bondi Pavilion and Park completed Plan of Management for Waverley Park incorporating adopted Masterplan developed Develop recreational facilities plan and estimates for upgrade of recreational facilities to Rodney Reserve
POM for Bondi Park and Pavilion
commenced by July 2010 and completed
POM for
Waverley Park adopted by December
2010
Draft recreation
facilities plan for Rodney Reserve
completed by July 2010 and completed
DM RCPP ●
●
●
Progress is being made and the draft plan will be complete post June 2011
C7a2
Policies and guidelines for recreational activities implemented to ensure fair and balanced access and minimise risk
Finalise operational and business plans including relevant policy, licenses and programming materials for Waverley Pavilion
Material and systems for Waverley Pavilion
finalised by July 2010
DM RCPP ●
WAVERLEY COUNCIL
Measuring our Progress
57
Strategy: C7b Determine and prioritise future recreation and leisure needs based on regional as well as local facilities
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C7a3
2008 Recrea-tion Needs Study implemented
Continue to implement priority actions in relation to facilities in Waverley Park, Barracluff Park and Rodney Reserve
All priority actions for the Recreation Needs Study completed
DM RCPP ●
C7a4
A playground strategy to identify planned upgrades and improvements developed
Develop a play strategy Play strategy completed by March 2011
DM RCPP ●
The Play Strategy was deferred after Federal and State funds became available to upgrade a number of play-grounds at Bronte, Tamarama, Biddigal reserve, Dudley Page and Varna Park. Staff resources were diverted to complete design work for these new play-grounds.
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C7b1
Recreation opportunities provided in response to community needs
Carry out activities which support local sport and recreation groups Develop programs for the new Waverley Park Pavilion
Mayor’s Bowls Cup held by
September 2010
Program for new Waverley
Pavilion for 2012 developed by
September 2011
DM RCPP ●
●
WAVERLEY COUNCIL
Measuring our Progress
58
Strategy: C7c Provide a broad range of facilities and activities to improve the physical and mental health of the community
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C7c1
Active and passive recreation facilities on Council land or through joint ventures
Finalise schedule and plans for facilities in south west corner of Waverley Park and fields 2 and 3 Identify funding source for work required Report to Council on proposal
Report on range of active recreation
opportunities improved or increased by June 2011
DM RCPP
●
C7c2
Sporting fields and other active recreation facilities upgraded
Complete upgrade to Barracluff park
One improvement project from POMs and
Master Plans completed annually
DM RCPP
●
C7c3
Playgrounds upgraded
Undertake Tamarama Park playground upgrade Complete playgrounds enhancements Biddigal Reserve
Tamarama Park
playground upgrade
completed by September
2010
Biddigal Reserve
playground enhancement completed by June 2011
Finished cost is within + or – 10% of agreed budget and completed within three months of agreed timetable
DM M&C ●
●
●
Construction delayed to avoid clash with Sculptures by the Sea. Work commenced in November 2010 and completed in December 2010.
WAVERLEY COUNCIL
Measuring our Progress
59
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
C7c4
Implementation of priority projects to deliver facilities and infrastructure upgraded in parks and reserves
Picnic shelters at Tamarama Park constructed Tamarama kiosk and services building constructed
Finished cost is within + or – 10% of agreed budget and
completed within three months of agreed timetable
DM RCPP
● Picnic Shelter project now commenced and ex-pected to be completed by September 2011. Tamarama Kiosk project design process is currently being completed with construction delayed until 2012-13.
WAVERLEY COUNCIL
Measuring our Progress
60
Sustainable Living Direction: L1 Waverley’s economy is vibrant and robust and supports the creation of a variety of jobs and business opportunities Strategy: L1a Reinforce Bondi Junction’s role as a regional centre and a focus for retail, hospitality, business, commercial and professional services and entertainment activities
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L1a1
An annual marketing and advertising program aimed at Increased visitation and economic activity in Bondi Junction
Undertake marketing, events and activities to reinforce Bondi Junction’s role as a centre for retail, hospitality, business, commercial and professional services and entertainment Work with other organisations and groups to market and promote Bondi Junction Carry out regular Business Activity Audit and report results of these audits Undertake a survey of retailers annually Use annually retailer survey results to develop Bondi Junction marketing events/activities and advertising
At least six marketing events and activities
undertaken annually
At least two cooperative marketing
events/activities or advertising
undertaken each year including Business Awards
Two Business Activity reports and audits produced annually
indicating steady or improved
occupancy rates
All survey results from
annual retailer survey show
level or improved satisfaction
levels
DM BJ
●
●
●
●
L1a2
Improved commu-nication with major Bondi Junction stakeholders
Prepare and distribute regular newsletters to businesses and property owners in Bondi junction Support and attend meets of the Bondi Junction Forum Meet with other Bondi Junction business stakeholders regularly
At least four newsletters distributed annually to
businesses and property owners
At least four
Bondi Junction Forums and six Chamber of
Commerce, BEC and other business
stakeholder groups attended
annually
DM BJ
●
●
WAVERLEY COUNCIL
Measuring our Progress
61
Strategy: L1b Encourage and support a diverse mix of shops and services at Bondi Beach to achieve an appropriate balance to satisfy the needs of residents and visitors and manage seasonal impacts (positive and negative)
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L1a3
Well utilised, integrated and welcoming public and private domains in Bondi Junction achieved through the development ap-proval process
All development application assessments for major private
developments within Bondi Junction
commercial precinct to apply ‘Place Making’ principles
DM DA
●
L1a4
Bondi Junction Traffic and Transport study adopted recommendations implemented
Implement funded actions from Bondi Junction Traffic and Transport study Report regularly on progress
80% of Traffic and Transport recommenda-
tions implemented
as per schedule
DM TS
● No funding available in current programs. Will consider in future programs.
L1a5
Minimal disruption to commercial activity in the centre achieved through management of the impact of public domain works and private development works
Prior notification of commencement of Council works discussed with businesses in general location and potential impact business entrances resolved Enforcement of development approvals and building work compliance
Complaints received in relation to
public domain works and private
development works in Bondi Junction less than base year 2009/2010
DM C
●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L1b1
Sustained or increased business activity in Bondi Beach commercial precinct through enhancement of shopfronts, temporary ‘pop up shops’ and/or displays by business and property owners
Develop and implement an events, economic development and marketing program that focuses on supporting local businesses and increasing winter visitation Work with other organisations and groups to market and promote Bondi
At least two events,
marketing and advertising activities
undertaken for Bondi Beach precinct annually
At least two cooperative marketing events/
activities or advertising undertaken each year
DM BB
●
●
WAVERLEY COUNCIL
Measuring our Progress
62
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L1b1
Sustained or increased business activity in Bondi Beach commercial precinct through enhancement of shopfronts, temporary ‘pop up shops’ and/or displays by business and property owners
Undertake a survey of retailer annually Use annually retailer survey results to develop Bondi marketing events and activities Carry out regular Business Activity Audit and report results of these audits
Annual Retailer survey results are equal to or improve on
previous result
Four Business Activity Reports and Audits for
Bondi conducted and indicate steady or Improved
occupancy rates annually
Reports on
audits provided biannually
DM BB
●
●
●
L1b2
Improved com-munication with major Bondi stakeholders
Support and attend meets of the Bondi Fo-rum Meet with other Bondi business stakeholders regularly
At least five Bondi Forum,
and five Chamber of
Commerce, BEC and other
business stake-holder groups
attended annually
DM BB
●
L1b3
Well utilised, integrated and welcoming public and private domains in Bondi achieved through the development approval process
Assess and approve development applications for Bondi place in line with Councils planning controls and policies
All development application
assessments for major private developments within Bondi’s commercial
precinct to apply ‘Place Making’ principles
DM DA
●
L1b4
Public domain works under-taken as part of overall Design Frame-work for Bondi Beach
Undertake Bondi Beach Design Framework public domain works Performance against budget and delivery timeline monitored closely and variances reported.
Finished cost is within + or - 10%
of agreed budget and com-pleted within
three months of agreed timetable
Director PW&S ●
WAVERLEY COUNCIL
Measuring our Progress
63
Strategy: L1c Support the creation of jobs and business opportunities in Waverley commercial areas including its villages and neighbourhood centres
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L1b5
Minimal disruption to commercial activity achieved through management of the impact of public domain works and private development works
Prior notification of commencement of Council works discussed with businesses in general location and potential impact business entrances resolved Enforcement of devel-opment approvals and building work compli-ance
Less complaints received in
relation to public domain works and private development works at Bondi
Beach compared to base year 2009/2010
DM C
●
Deliverable Actions in 2010/2011
Targets and Pro-gress Measures
Report-ing Offi-
cer
Pro-gress
Comment
L1c1
Sustained or increased business activity in commercial neighbour-hoods and Village Centres
Develop and imple-ment an economic development and marketing program Meet with other business stake-holders regularly Carry out regular Business Activity Audit and report results of these audits
At least two cooperative
marketing events/activities or
advertising under-taken annually
Business Activity Audit shows
business activity in commercial
villages stable or increasing
At least six
meetings with business
stakeholders per annum
Director RCCS
DM BB DM BJ
●
●
●
WAVERLEY COUNCIL
Measuring our Progress
2010 Waverley Art Prize Award Open Prize Winner Gina Bruce—Dreamhouse 2
64
Direction: L2 Visitors and tourists are welcomed and make a positive contribution to the community and economy Strategy: L2a Develop and implement tourism initiatives to benefit the local economy and community
Deliverable Actions in 2010/2011
Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L2a1
Support for Indigenous enterprise opportunities in Waverley
Consultation with local Indigenous organisations and or representatives to discuss opportunities for indigenous enterprises in the Waverley area
At least two meetings held
with indigenous community
representatives annually
Director RCCS
DM BB DM BJ
●
L2a2
Improved visitor management and access to visitor information
Implement and report on 2010/2011 Visitor Management Action Plan Review 2010/2011 Visitor Management Action Plan Develop revised Visitor Management Action Plan for 2011/2012 Provide, monitor and maintain visitor information signs Develop formal visitor information points at Bondi Pavilion, Customer Service Centre Keep visitor information at visitor point up to date
85% of actions from Visitor Management Action Plan implemented annually
One condition
audit of information
signs conducted annually
Visitor
information points at Bondi Pavilion and Customer
Service Centre established by November 2010
Director RCCS
DM BB DM BJ
●
●
●
WAVERLEY COUNCIL
Measuring our Progress
65
WAVERLEY COUNCIL
Measuring our Progress
Direction: L2 Visitors and tourists are welcomed and make a positive contribution to the community and economy Strategy: L2b Minimise the negative impacts of visitor related activities
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing Offi-
cer
Pro-gress
Comment
L2b1
An enhance visitor experience with negatives impacts mitigated through events, marketing and education initiatives
Develop events, marketing and education initiatives that enhance visitor experience whilst managing negative impacts Implement events, marketing and education initiatives that enhance visitor experience whilst managing negative impacts
At least three events,
marketing and education
initiatives held annually
Director RCCS
DM BB DM BJ
●
L2b2
Collaboration with various authorities and stakeholders to address visitor related issues
Seek out opportunities for joint tourism marketing initiatives for Waverley area Participate in joint tourism marketing initiatives for Waverley area
One joint tourism market-ing initiative undertaken annually
Director RCCS
DM BB DM BJ
●
L2b3
An excessive noise compliance program
Receive and investigate noise complaints Issue fines or take other enforcement action under the Protection of the Environment Operations Act 1997 when required to deal with noise pollution
Noise complaints received annually
compared to base year 2009/2010
remain stable or reduce
DM C ●
2010 Waverley Art Prize Award World of Tomorrow Prize Winner Justin Cooper—Enviro Twins—sorry about the mess we left
66
WAVERLEY COUNCIL
Measuring our Progress
Direction: L3 Waverley’s public places and spaces look and feel good Strategy: L3a Ensure that public places are clean and well maintained throughout the year
Deliverable Actions in 2010/2011 Targets and Progress Measures
Reporting Officer
Pro-gress
Comment
L3a1
Improved co ordination of public place services to commercial villages and neighbour-hood centres
Review service standards annually Implement Service Level Agreements (SLAs) for Commercial Centres including Bondi and Bondi Junction Monitor and report on compliance with Service Level Agreements
Four audits of conditions and compliance with
SLA’s undertaken annually
85% compliance with SLA for maintenance
Director RCCS
DM BB DM BJ
●
●
L3a2
All public place areas including high profile gardens, landscaped traffic calming devices and village centres maintained
Planting and maintenance of parks high profile gardens undertaken Cleaning and maintenance of landscaped traffic calming devices undertaken Programmed cleaning of streets, village centres and non landscaped traffic calming devices undertaken in accordance with Public Place Cleansing Standards of Service. Programmed mowing of nature strips undertaken in accordance with Public Place Cleansing Standards of Service Hazards or item requiring maintenance reported and rectified
95% compliance with SLA
maintenance of parks and high profile gardens
At least 12 times per year:
Landscaped traffic
calming devices are
maintained Streets, village
centres and non
landscaped traffic calming
devices are cleaned
Programmed maintenance of nature strips undertaken at least four times
per year
Director PW&S
DM POSO
DM RR&PPC
●
●
●
Currently doing 4 times a year as previously scheduled. Require additional resources to meet target. This has been as per parks review.
67
Deliverable Actions in 2010/2011 Targets and Progress Measures
Reporting Officer
Pro-gress
Comment
L3a3
Programmed cleaning and maintenance of Council assets undertaken
Undertake programmed cleaning of council assets including street furniture, signage and litterbins in accordance with adopted Service Level Agreement
90% compliance with SLA for
maintenance of Council assets
DM RR&PPC ●
L3a4
Graffiti and posters removed in accordance with Council’s Graffiti Management and Poster Removal Policy
Remove graffiti in accordance with Council’s Graffiti and Billposter Removal Policy Remove of billposters in accordance with Council’s Graffiti and Billposter Removal Policy Respond to customer requests to remove graffiti and billposters with Service Desk (customer request system) service standards
90% compliance with established graffiti and bill poster removal
protocol
DM RR&PPC ●
●
●
L3a5
Community awareness of and engagement with strategies to prevent/manage graffiti
Graffiti prevention/management program implemented in accordance with the Community Safety Plan
Street art strategy
developed by June 2011
Four civic pride sites maintained
per year
One new site added each year
DM RCPP
● ● ●
L3a6
Public place regulation and compliance programs undertaken
Undertake regular patrols of the area to ensure regulatory compliance in accordance with Service Level Agreements or in response to customer complaints or requests
90% of public place regulation and compliance programs meet service stan-
dards
DM C
●
WAVERLEY COUNCIL
Measuring our Progress
68
Deliverable Actions in 2010/2011 Targets and Progress Measures
Reporting Officer
Pro-gress
Comment
L3a7
Abandoned cars removed
Identify abandon vehicles Arrange removal of abandon vehicles to Council depot and securely stored pending disposal Arrange return or disposal of abandon vehicles
All abandoned cars removed in accordance with the Impounding
Act
DM C
●
L3a8
Beach cleaning and beach pool cleaning program undertaken
Clean beach using both beach rake and cleaning staff in accordance with agree program Seasonal beach pool cleaning program developed and posted on Council’s webpage Clean beach pool in accordance with seasonal cleaning Program
95% of beach cleaning
program meets timeframe and standards set
80% of pool
cleaning meets timeframe and standards set
Director PW&S
DM POSO DC MC
●
●
L3a9
Parks and reserves cleaned and maintained
Programmed cleaning and maintenance of major parks and coastal reserves undertaken Programmed cleaning and maintenance of other parks and reserves undertaken Emergency cleaning of parks and reserves undertaken Planting, landscaping or landscape maintenance in parks and reserves undertaken
Major parks and coastal reserves (Waverley Park, Thomas Hogan Reserve, Bronte
Park, Tamarama Park & Marks Park) cleaned daily
95% of the time
Other parks and reserves
cleaned weekly 95% of the time
All emergency cleaning of
Council reserves undertaken
within 24 hours of customer Request
DM POSO
●
●
●
●
WAVERLEY COUNCIL
Measuring our Progress
69
Deliverable Actions in 2010/2011
Targets and Progress Meas-
ures
Reporting Officer
Pro-gress
Comment
L3a9
Parks and reserves cleaned and maintained
Check lists for parks completed Hazards in parks reported and rectified Hazards or item requiring maintenance reported and rectified
Landscape maintenance is completed in Parks and
reserves 95% of time
DM POSO
●
L3a10
All playgrounds inspected and maintained regularly
Check and inspect high use playgrounds (Waverley Park & Bronte Park) daily and complete check list Check and inspect all other playgrounds monthly and complete check list
High use playgrounds
(Waverley Park and Bronte
Park) inspected daily
All other playgrounds inspected monthly
DM POSO ●
●
L3a11
Trees in streets and reserves are maintained
Service Desk requests for maintenance of trees in streets or reserves assessed, locations inspected and works prioritised with regard to potential risk Work to maintain trees in streets or reserves undertaken
90% of customer requests for
maintenance of trees in streets or reserves met
DM POSO ●
L3a12
Management of companion animals
Ensure compliance with Companion Animals Act including control of dangerous dogs Deal with complaints about companion animals Provide companion animal reporting Deal with abandon companion animals
Less animals impounded annually than base year 2009/2010
DM C
●
WAVERLEY COUNCIL
Measuring our Progress
70
Direction: L4 The unique physical qualities and strong sense of identity of Waverley’s villages is respected and celebrated Strategy: L4a Use planning and heritage policies and controls to protect and improve the unique built environment
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L3a13
Inspection and removal of dumped rub-bish and where appropriate en-forcement action
Dumped rubbished identified and reported for inspection Dumped rubbish inspected for possible compliance action Remove dumped rubbish Undertake legal action in relation to dumped rubbish where possible
All dumped rubbish removed within one week of notification
DM RR&PP
C ●
L3a14
‘Adopt a Tree Program’ continued
Program implemented in accordance with Street Tree Masterplan
80% of healthy trees maintained 12 months after planting season
DM RCPP ●
L3a15
Footpath garden program continued
Respond to requests for foot path gardens in accordance with policy
Five footpath gardens
approved and maintained annually
DM RCPP ●
Deliverable Actions in 2010/2011 Targets and Progress Meas-
ures
Report-ing
Officer
Pro-gress
Comment
L4a1
Approved developments maintain and enhance the identity of Waverley’s villages
Assess and approve development applications in line with Councils planning controls and policies.
All development applications
approved in line with Council’s
planning controls and policies
DM DA
●
L4a2
All properties with heritage significance listed within LEP
Properties with heritage significance identified and reviewed Consultation under-taken, where required, into heritage listing Properties with heritage significance listed in LEP
All properties and areas with
heritage significance are identified within
LEP
DM SLUP ●
L4a3
Part H (Heritage) of Waverley DCP reviewed as part of Waverley Planning Review
Undertake review of heritage controls in development control plan as part of Waver-ley Planning Review
Review of Part H (Heritage) of
DCP completed by June 2011
DM SLUP ●
WAVERLEY COUNCIL
Measuring our Progress
71
Direction: L4 The unique physical qualities and strong sense of identity of Waverley’s villages is respected and celebrated Strategy: L4b Maintain a distinct sense of identity for individual village centres
Direction: L5 Buildings are well designed, safe and accessible and the new is balanced with the old Strategy: L5a Ensure planning and building controls for new buildings and building upgrades deliver high quality urban design that is safe and accessible, in which heritage and open space is recognised, respected and protected
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L4b1
Looking Good - streetscape improvement works undertaken
Consultation with key stakeholders including Place Managers undertaken Streetscape improvement works undertaken
Cost is within + or - 10% of
agreed budget and completed within three months of
agreed timetable
DM TS
●
L4b2
Civic Pride village improvement project initiated
Consultation with key stakeholders including Place Managers Develop project at North Bondi Bus terminus with streetscape enhancement program Develop project at Murriverie Road with streetscape enhancement program
Two civic pride enhancements developed and implemented annually
DM RCPP ●
These two projects have been scheduled to commence in 2012 due to funding constraints
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L5a1
Approved developments achieve high quality urban design outcomes
Assess and approve development applications in line with Councils planning controls and policies
All development applications
approved in line with Council’s
planning controls and policies
Median time (in days) to assess applications is in line with other
Group 2 Councils
DM DA
●
●
L5a2
New, compre-hensive local environment plan (LEP) for Waverley in line with Council’s Land Use Strategy and the requirements of the NSW Department of Planning developed
Preparation of compre-hensive LEP in line with Department of Planning Standard Instrument template Comprehensive LEP submitted to Department of Planning Arrange for LEP to be gazetted
New compre-hensive LEP gazetted by March 2012
DM SLUP ●
WAVERLEY COUNCIL
Measuring our Progress
72
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L5a3
New compre-hensive Development Control Plan (DCP) for Waverley developed
Undertake review of Waverley Development Control Plan in line with new comprehensive LEP Develop revised Waverley Development Control Plan Submit revised plan to Council for adoption
New comprehensive DCP adopted by
Council by March 2012
DM SLUP ●
L5a4
Strategic Land Use policies and plans reviewed regularly
Ensure all strategic land use policies and plans reviewed annually or as required Review and where necessary update Council land use policies and plans in light of new and amended state and federal government legislation and policies
All specific Strategic Land Use policies and plans reviewed
DM SLUP ●
L5a5
Compliance with Council requests for new or amended planning policies and land use plans
Update existing or create new strategic land use policies when requested by Council
All Land Use plans/policies requested by
Council completed within
timeframe provided
DM SLUP ●
L5a6
Building regulation, inspection and compliance undertaken
Undertake building compliance inspections Respond to complaints about building compliance issues Undertake building fire safety inspections Issue building occupation certificates
Number of complaints
about building work received annually less
than or equal to base year 2009/2010
Building
certificates issued within 14
days
DM C
●
●
WAVERLEY COUNCIL
Measuring our Progress
73
Direction: L5 Buildings are well designed, safe and accessible and the new is balanced with the old Strategy: L5b Protect and maintain heritage significant buildings while ensuring they are fit for use
Strategy: L5c Consider the use of planning controls and agreements to provide improvements to built public infrastructure
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L5b1
Expert heritage advice on development applications
Provide heritage advice to building applicants Provide heritage advice to Council officers to assist them in assessing building applications
90% of Heritage advice referrals completed within service standard
(14 days)
DM SLUP ●
L5b2
An ongoing public education campaign on heritage and good design including annual Heritage and Urban Design Awards
Provide information to the public on heritage and good design Conduct Heritage and Urban Design Awards
Heritage and Urban Design
Awards conducted by April 2011
DM SLUP ●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L5c1
Opportunities to deliver public infrastructure through Voluntary Planning Agreements (VPA)
Identify opportunities to deliver public infrastruc-ture through Voluntary Planning Agreements Develop Voluntary Planning Agreements that deliver public infra-structure
Number of Voluntary Planning
Agreements (VPA) executed annually in-crease from base year 2009/10
DM SLUP ●
WAVERLEY COUNCIL
Measuring our Progress
74
Direction: L6 Roads and intersections are safer and less congested Strategy: L6a Reduce vehicle and pedestrian accidents by improving road and traffic safety measures
Deliverable Actions in 2010/2011
Targets and Pro-gress
Measures
Report-ing
Officer
Pro-gress
Comment
L6a1
Construction of traffic islands in the Council area
Traffic islands designed and documented Construction delivery in accordance with program
Number of accidents annually equal to or less than base year 2005: Vehicles
– 252 Pedestri-
ans – 24
Cyclists – 19
Cost within + or - 10% of agreed budget and completed within three months of agreed timetable
DM TS ●
Construction of traffic islands is on track for completion within agreed timeframe and budget. Most recent crash figures for Waverley (2009) indicate higher number of total crashes (264) than in base year 2005 (252). When considering the higher number of total crashes in Waverley in 2009 it is necessary to take into account the following which have occurred since base year 2005: Vehicle registration and use of vehicles in Waverley have increased significantly. Bicycle ownership and usage in Waverley has risen. Increase visitation numbers to Waverley LGA (tourists, commuters, workers, other). The number of crashes involving pedestrians and cyclists in 2009 was also higher than in 2005 (Pedestrians – 28, Cyclists – 23). However, the severity of crashes was significantly lower in 2009 compared to 2005 as shown below:
Year
Degree of crash
Fatal Injury Non-casu-alty
2005 2 145 105
2009 0 129 135
L6a2
Black Spot funding applications submitted
Identify accident black spots Develop and submit funding applications for areas identified as suitable for black spot funding
Number of accidents annually equal to or less than base year 2005: Vehicles
– 252 Pedestri-
ans – 24
Cyclists – 19
DM TS ●
Assessment of targets discussed above in L6a1
WAVERLEY COUNCIL
Measuring our Progress
75
Direction: L6 Roads and intersections are safer and less congested Strategy: L6b Stabilise or reduce private passenger vehicle numbers or trips
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L6a3
Schools patrolled in am and pm peak to improve safety around schools
Undertake parking patrols around school zones Provide information to improve safety around schools Undertake enforcement action to ensure safety around schools
Minimum of five parking patrols a week conducted around schools
a week
DM PS
●
L6a4
Traffic and pedestrian accidents reviewed annually
Collect and collate traffic & pedestrian accident data Review traffic & pedestrian accident data Report and if required make recommendations on traffic & pedestrian accident data review
Number of accidents
annually equal to or less than base year 2005: Vehicles – 252 Pedestrians –
24 Cyclists – 19
DM TS
● Assessment of targets discussed above in L6a2
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L6b1
Waverley Transport Review completed
Undertake review of Waverley Transport Review Report on results of review
Review completed by June 2011
DM ES
●
WAVERLEY COUNCIL
Measuring our Progress
2010 Waverley Art Prize Award Special Recognition Drawing Award Troy Mendham—Trying, trying, trying
76
Direction: L7 People frequently walk and ride their bikes, particularly for local trips Strategy: L7a Create safe and accessible pedestrian and cycle links into, out of and within Waverley
Direction: L8 People frequently use public transport, particularly for trips to work Strategy: L8a Improve access to public transport into, out of and within Waverley
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L7a1
Availability of bicycle parking improved
Identify locations that require new or additional bicycle parking or other bicycle related facilities Provide bicycle parking or other bicycle related facilities
Annual increase in the number of bicycle parking spaces from base year 2009/10
DM TS
● Additional locations have been identified; however there is no funding available until 2011-12.
L7a2
Footpath amenity and accessibility improved
Develop annual foot-path program in consultation with Access Committee Undertake adopted annual footpath program
Cost within + or - 10% of agreed budget and com-pleted within
three months of agreed timetable
DM TS
●
Deliverable Actions in 2010/2011
Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L8a1
Support for public buses to directly connect neighbour-hood centres
Bus operations reviewed annually with STA Report and if required make recommendations on traffic & pedestrian accident data review to assist with STA plan-ning
Meeting held with STA by May
2011
DM TS
●
L8a2
Bus shelters maintained and replaced
Bus shelter replace-ment developed and adopted Bus shelters requiring maintenance identified Maintenance of bus shelters undertaken Replacement of bus shelters undertaken in accordance with pro-gram
At least two bus shelters re-places annually
Cost within + or - 10% of agreed budget and com-pleted within
three months of agreed timetable
DM TS
●
WAVERLEY COUNCIL
Measuring our Progress
77
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L8a3
Information on Bondi Junction and Bondi promotes the use public transport
Provide information on the use of public transport in marketing material for events and activities at Bondi Junction and Bondi Ensure promoters for events at Bondi Junction and Bondi where Council is an event partner promotes the use of public transport in marketing/promotional material
All marketing material
promotes the use of public transport
Director RCCS
DM BJ DM BB
●
L8a4
Parking patrol conducted along main roads during weekdays
Undertake parking patrols along main roads during weekdays Provide information to improve parking compliance along main roads Undertake enforcement action to ensure compliance along main roads
Two parking patrols
conducted each weekday along main roads
DM PS
●
L8a5
Parking patrol conducted along transport corridors during weekends
Undertake parking patrols along transport corridors during weekends Provide information to improve parking compliance along transport corridors Undertake enforcement action to ensure compliance along transport corridors
Two parking patrols
conducted each day on
weekends along transport corridors
DM PS
●
WAVERLEY COUNCIL
Measuring our Progress
78
Direction: L8 People frequently use public transport, particularly for trips to work Strategy: L8b Ensure bus stops and train stations are accessible for all users
Direction: L9 Parking, both on-street and off-street, is equitably accessed and effectively managed Strategy: L9a Ensure fair access to parking services through regular review of parking demand, fee structures, enforcement and facilities
Deliverable Actions in 2010/2011 Targets and Progress Meas-
ures
Report-ing
Officer
Pro-gress
Comment )
L8b1
Our infrastructure provides access to public transport that complies with the Common-wealth Disability Standards for Accessible Public Transport 2002
Carry out audit of all bus stops in Waverley Prepare action plan to upgrade non-complying bus stop locations Carry out required work on non-complying bus stop locations
At least 55% of bus stops comply with
Commonwealth Disability
Standards for Accessible
Public Transport 2002 achieved by December
2012
DM TS ●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L9a1
Parking patrols conducted in accordance with adopted program in commercial and residential areas
Identify priority areas to be patrolled Undertake parking patrols in commercial and residential areas Undertake enforcement action to ensure compliance
Improve local parking amenity by conducting the following parking
patrols at minimum:
Commercial areas
Bondi Beach – 2/day
Bondi Junction – 2/day
Bronte – 1/day Local villages – 1/
week Residential
areas Bondi Beach – 2/day on week-ends, 1/day on weekdays
Bondi Junction – 1/day
Bronte – 1/day Local neighbour-hoods – 1/week
DM PS
●
WAVERLEY COUNCIL
Measuring our Progress
79
Direction: L9 Parking, both on-street and off-street, is equitably accessed and effectively managed
Strategy: L9b Increase the community's knowledge and awareness of safe parking practices
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
L9b1
Rolling education program to promote safe parking carried out
Identify parking and road safety issues that would benefit from further community education Produce educational material for identified risk areas Provide talks on parking and road safety issues to school and community organisations
At least two articles on safe
parking published annually
At least five talks on road safety provided to
schools or other organisations annually
DM PS
● ●
WAVERLEY COUNCIL
Measuring our Progress
80
A Sustainable Environment Direction: E1 Waverley’s community contributes to the reduction of greenhouse gas emissions Strategy: E1a Encourage and support people to change their transport behaviour and minimise their reliance on cars
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E1a1
Plans and policies that encourage active travel including but not limited to reducing parking availability and discouraging private car trips
Develop Waverley Transport Plan Report to Council on Waverley Transport Plan
Complete Waverley Transport
Plan by June 2011
DM ES
●
E1a2
Increased use of car sharing vehicles to reduce private vehicle ownership, vehicle kilometre travelled (VKT) and parking demand
Identify locations for additional car share spaces Create additional car share spaces Publicise car share scheme and additional car share spaces
Increase car-share spaces
by 23 in 2010/2011
DM TS
●
E1a3
Education and promotion programs to encourage use of active travel (walking, cycling, car share, and public transport) as an alternative to the private car
Co ordinate local events, including Ride to Work Day and Walk to Schools Day, that promote sustainable transport Run community workshops, including bike proficiency and bike maintenance, that encourage cycling Prepare transport access guides for Council facilities
Hold three events, 12 workshops and provide two guides to encourage sustainable transport
alternatives each year
DM ES
●
E1a4
Improved quality and frequency of public transport in the LGA by working with state government and other agencies
Identify opportunities for greater public transport use Meet regularly with state government agencies to discuss possible improvements/changes to increase in public transport capacity in LGA
Increase in public
transport capacity from base year
DM TS
●
WAVERLEY COUNCIL
Measuring our Progress
81
Direction: E1 Waverley’s community contributes to the reduction of greenhouse gas emissions Strategy: E1b Ensure all new and existing building stock minimise energy use
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E1a5
An expanded bicycle network together with the provision of bike facilities throughout the LGA
Update and Waverley bike maps Produce and distribute revised Waverley bike maps Increase bike parking at locations identified as major trip generators Development bike implementation plan
Update of bike maps completed by June 2011
10 additional bike parking locations pro-
vided
Bike Plan implementation completed by June 2011
DM ES ●
●
●
E1a6
Pedestrian networks which enable pedestrians to enjoy safe, convenient and coherent independent mobility particularly around transit corridors and facilities
Investigate options to improve pedestrian routes in Bondi Junction around Oxford Street Mall Report to Council on options identified
Report to Council by
February 2011
DM TS ●
Bondi Junction PAMP adopted by Council. Funding to be considered in future programs.
E1a7
State government lobbied to introduce light rail within the Eastern Suburbs
Attend meetings about light rail specifically light rail within the Eastern Suburbs
One meeting held annually by Council staff about light rail within Eastern
Suburbs
Direct- or PES
DM SLUP DM ES
● No meetings held this year because of other priorities.
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment )
E1b1
State Heritage Office lobbied to develop a consistent policy to help facilitate installations of solar PV and solar hot water on heritage-listed buildings/areas
Issue of solar PV and solar hot water on heritage-listed build-ings/areas researched State Heritage Office lobbied for policy changes
Research com-pleted by June
2011
Direct or PES
DM SLUP DM ES
●
●
WAVERLEY COUNCIL
Measuring our Progress
82
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E1b4
Information and education for residents on energy efficient technologies and behaviours in building design and construction, renovations and general retrofits
Coordinate community workshops that assist residents improve energy efficiency Provide up to date information to residents in a range of formats on energy efficient technologies and rebates
Two Sustainable Building
workshops run annually
Two solar PV workshops run
annually
Update website monthly
DM ES
● ● ●
E1b5
Opportunities for green roofs (and walls) investigated and ways to encourage integration into commercial and residential buildings developed
Implement demonstra-tion green roof at Waverley Pavilion
Green roof com-pleted at Waver-ley Pavilion by June 2011
DM ES
●
E1b3
Incentives developed through the DA process to encourage sustainable building design and construction beyond BASIX
Investigate options for encouraging sustain-able building design and construction in Waverley LGA Report to Council on options identified
Report to Council by April 2011
DM ES
●
E1b2
Incentives developed to encourage sustainable retrofitting of existing building stock
Provide discounted solar hot water systems to residential dwellings in partnership with Randwick and Woollahra Councils Investigate the provision of discounted solar photovoltaic (PV) to Waverley residences
Program com-menced by July
2010
Investigation com-pleted by Decem-
ber 2010
DM ES
●
●
WAVERLEY COUNCIL
Measuring our Progress
83
Direction: Direction: E1 Waverley’s community contributes to the reduction of greenhouse gas emissions Strategy: E1c Minimise energy use in Council operations
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E1c1
Energy saving and renewable technology opportunities at Council's top 5 greenhouse gas sites identified and implemented
Investigate and implement energy saving and renewable technologies at Bondi Pavilion Investigate and implement energy saving and renewable technologies at Waverley Library Investigate and implement energy savings and renewable technolo-gies at Eastgate Carpark
10% energy reductions (kWh) in 2010/2011
from selected Council
facilities from 2008/2009 levels
DM ES
●
●
●
E1c2
A partnerships with Energy Australia to upgrade street lighting with energy efficient alternatives (e.g. LED) explored
Investigate feasibility of partnering with Energy Australia/private sector to trial energy efficient street lighting in Waverley Report to Council on proposal
Report to Council by May 2011
DM TS
●
E1c3
Energy use minimised in new Council assets
Ensure that the design and construction of Waverley Pavilion minimises energy use and maximises renewable technologies Ensure that the design and construction of new Bondi Junction Child Care Centre minimises energy use and maximises renewable technologies
Involvement of Environ-mental
Services staff in Project Control Group
Involvement
of Environ-mental
Services staff in Project Control Group
DM ES
●
●
WAVERLEY COUNCIL
Measuring our Progress
84
Direction: E1 Waverley’s community contributes to the reduction of greenhouse gas emissions Strategy: E1d Investigate and implement alternative energy technologies, such as solar power and cogeneration
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E1d1
Renewable technology opportunities at Council's top 5 greenhouse gas sites identified and implemented
Install solar hot water system at Bondi Pavilion Install solar photovoltaic (PV) at Waverley Pavilion
Bondi Pavilion system
installed by April 2011
Waverley Pavilion system
installed by June 2011
Greenhouse
gas emissions (tonnes CO2e) reduced
compared to base year
DM ES
●
●
●
Installation scheduled for May 11. Heritage Office hold up with DA process. Installation scheduled for September 2011.
E1d2
Uptake of Green Power by residents and businesses in the LGA increased through promotions and retailer partnerships
Undertake community campaign to increase the uptake of greenpower purchase in the community
Program undertaken by June 2011
% increase in greenpower usage in LGA
DM ES
●
●
E1d3
District cogeneration in new and existing residential, commercial and retail developments encouraged and facilitated
Develop strategy for implementation of cogeneration in Bondi Junction commercial centre
Strategy developed by June 2011
DM ES
●
WAVERLEY COUNCIL
Measuring our Progress
85
Direction: E1 Waverley’s community contributes to the reduction of greenhouse gas emissions Strategy: E1e Encourage and support businesses, residents and schools to minimise their electricity use and minimise their reliance on coal powered electricity
Direction: E2 Waverley and its community is well prepared for the impacts of climate change Strategy: E2a Identify and investigate the potential future impacts of climate change on our LGA
Deliverable Actions in 2010/2011
Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment )
E1e1
Combined or individual programs (discounts/bulk purchasing/brokerage/retrofit services) to encourage uptake of: energy efficient technologies and behaviours; efficient hot water alternatives (solar hot water and heat pumps) and solar PV identified and implemented
Provide discounted solar hot water systems to residential dwellings in partnership with Randwick and Woollahra Councils Investigate the provision of discounted solar PV to Waverley residences
200 discounted systems installed
Investigation completed by December
2010
DM ES
●
●
Due to changes in gross-feed in tariffs to date only 70 systems installed.
E1e2
Existing Federal Government and State Government funded initiatives (e.g. Green Loans, Small Business Energy Efficiency programs) used and built upon to encourage uptake of energy efficient technologies and behaviours
Promote federal and state government funded initiatives that encourage the uptake of renewable and energy efficiency technologies
Website maintained with current information at
all times
DM ES
●
Deliverable Actions in 2010/2011
Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E2a1
A climate change vulnerability assessment for the Waverley area undertaken that includes impacts on our natural assets, built infrastructure and the community's health.
Undertake a Coastal Hazard and Risk Assessment of the Waverley LGA
Investigation on future climate change
impacts in the Waverley LGA
completed by June 2011
DM ES
● Warley Parsons engaged. Program to be completed by September 2011.
E2a2
An appropriate climate adaptation plan developed with input from Sydney Coastal Councils Group, and other State/Federal Government initiatives
Develop an interim sea level rise policy for integration into Council planning instruments
Interim sea level rise policy
developed by December
2010
DM ES
●
WAVERLEY COUNCIL
Measuring our Progress
86
Direction: E2 Waverley and its community is well prepared for the impacts of climate change Strategy: E2b Ensure Council and the community are aware of potential climate change impacts
Direction: E3 Waverley’s community, including its visitors, reduces the amount of waste it generates and increases the amount it reuses and recycles Strategy: E3a Improve waste avoidance and recycling practices in Council operations, homes, businesses, development sites and public places
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E2b1
Outcomes of the climate change adaptation plan integrated into all relevant Council decision making and planning processes
Update Council planning instruments with Interim Sea Level Rise Policy
Interim policy adopted by February 2011
DM ES
●
E2b2
Community edu-cated and informed about identified climate change risks
Undertake community education program on interim policy
Program completed by June 2011
DM ES
●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E3a1
A domestic waste and recycling service, together with a public place litter collection service
Collect domestic waste weekly Collect domestic recycling weekly Collect domestic garden waste fortnightly Provide a domestic waste clean up service. Empty street litter bins
Decrease in tonnes domestic waste
collected annually from previous year
Increase in tonnes recycling collected
annually from previous year
Increase in tonnes
garden waste collected
annually from previous year
DM RR&PP
C ●
●
●
In 2009-2010, 7,911.80 tonnes of household recycling was collected. In 2010-2011, 7,793.84 tonnes of household recycling was collected. This represents a 0.7% decrease, which maybe due to an increase in population or consumption.
WAVERLEY COUNCIL
Measuring our Progress
87
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E3a1
A domestic waste and recycling service, together with a public place litter collection service
Tonnes domestic
waste clean up collected equal to tonnes collected
previous year
Street litter bins less than 100% over 95% of the
time
Over 95% of domestic waste services provided
compared to services missed
DM RR& PPC ●
●
●
E3a2
Work with businesses, schools and residents to increase recycling and recovery rates and decrease waste generation rates
Undertake trial pro-gram with residents in multi unit developments to improve recycling rates and reduce contamination rates
Trial program completed by June 2011
Increased recycling rates
DM RR&PP
C ●
E3a3
Residential food waste reduction program implemented
Continue to run the Compost Revolution food waste program in partnership with Woollahra and Randwick Council’s
200 compost bins
distributed
Reduction in amount of waste
produced compared to base year
DM ES ●
WAVERLEY COUNCIL
Measuring our Progress
88
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E3a4
A waste and litter management strategy for public places that integrates infrastructure, education, management and enforcement
Run an anti-litter education/enforcement program at Waverley beaches Undertake a public place recycling (PPR) program in Bondi Junction commercial centre Waste and litter reduction management plan for Bondi Place Management Area reviewed, implemented and monitored
Anti-litter program completed
summer 2011
Public place recycling
infrastructure installed by June 2011
Reduction in amount of waste
produced compared to base year
Director RCCS
DM BJ DM BB
● ●
Due to funding in terms of infrastructure this has been moved to be done in 2011/12 budget
E3a5
Local events and initiatives that encourage recycling of other waste types e.g. Clothes Swaps, Second Hand Market Days, Freecycle
Coordinate community workshops that encourage recycling and reuse of otherwise discarded items Coordinate and promote collection services that encourage recycling of other waste types
Two Clothes Swap
workshops held annually
Two ‘Fix It’ workshops
held annually
10 compost-ing/ worm farming
workshops annually
Two e-waste collections in November 2010 and June 2011
Chemical
Clean Out in July 2010
DM ES
● ● ●
●
●
WAVERLEY COUNCIL
Measuring our Progress
2010 Waverley Art Prize Award Acrylic Painting Prize Winner Bernadette Trela—Heart’s Filthy Lessons
89
Direction: E3 Waverley’s community, including its visitors, reduces the amount of waste it generates and increases the amount it reuses and recycles Strategy: E3b Investigate and implement new technologies to stop waste from ending up as landfill
Direction: E4 Water is used carefully and sparingly in Waverley’s buildings, gardens, businesses and Council operation Strategy: E4a Ensure all new and existing building stock minimise water use
Deliverable Actions in 2010/2011 Targets and Pro-gress
Measures
Report-ing
Officer
Pro-gress
Comment
E3b1
Work with SSROC to investigate regional waste reuse, recovery and disposal opportunities
Participate in SSROC Regional Tender for Waste Disposal
Tenderer selected by June 2011
DM RR&PP
C ●
E3b2
Local collection options for the responsible disposal or recycling of non-putrescible wastes e.g. batteries, paints, oil heat-ers investigated
Update Council’s website to provide up to date information of collection program for other waste types
Website maintained with current information at all times
Reduction in the amount of waste to landfill
compared to base year
DM ES
●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E4a1
Work with body corporates to promote water efficiency/reuse in multi-unit dwellings
Encourage and support the installation of water efficient heating technologies in multi-unit dwellings (MUDs) through a solar hot water program Trial installation of hot water recirculators in multi-unit dwellings (MUD) Promote installation of hot water recirculators in multi-unit dwellings (MUD)
Solar hot water
program commenced by June 2011
Hot water recirculator
trial conducted by June 2011
DM ES
●
●
WAVERLEY COUNCIL
Measuring our Progress
90
Direction: E4 Water is used carefully and sparingly in Waverley’s buildings, gardens, businesses and Council operation Strategy: E4b Minimise water use in Council operations and facilities
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E4a3
Water conservation workshops giving practical advice for sustainable building design, renovations and water efficient technologies focusing on residents and businesses
Coordinate community workshops that assist residents improve water efficiency
Two Sustain-able Building workshops run annually
DM ES
●
E4a2
Water harvesting and reuse opportunities at sites with reliable harvesting potential (i.e. base flow or groundwater) and high demand for re-use water identified and projects designed and undertaken to harvest and reuse water
Complete designs and commence work on water harvesting project to supply water to Bondi Pavilion and Bondi Park. Complete the Upper Bronte Gully Remediation and Restoration program
Work commenced on Bondi Project by June 2011
Stage 1 or Upper
Bronte Gully program completed
by December
2010
DM ES
●
●
Council submitted a grant under the Federal Government grants program to complete the Bondi stormwater harvesting project. This grant was unsuccessful and Council is cur-rently seeking new funding opportunities to complete the construction phase of the project.
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E4b1
Reduction in potable water use in new Council assets
Integrate water harvesting system into the Waverley Pavilion. Integrate water harvesting system and water efficient appliances into the new Bondi Junction Child Care Centre
System included in projects
DM RCPP ●
WAVERLEY COUNCIL
Measuring our Progress
91
Direction: E4 Water is used carefully and sparingly in Waverley’s buildings, gardens, businesses and Council operation Strategy: E4c Improve the capture and reuse of alternative water sources (greywater, stormwater, blackwater, groundwater) in Council operations, development sites, homes, businesses and public places
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E4b2
Water efficiency and recycling technology at Council’s top five water consuming sites investigated and implemented
Install water efficient/recycling technologies at Bondi Park, Bondi Pavilion and Waverley Park Participate in Sydney Water’s Every Drop Counts program for Council’s major facilities
10% reduc-tion in potable water usage compared to base year
DM ES
●
●
E4b3
Irrigation efficiency at top five Council irrigation sites improved including soil and turf upgrades and watering regime in partnership with Sydney Water
Participate in the Syd-ney Water Irrigation Landscape Efficiency Project (ILEP) to reduce water use at: Bondi Park Waverley Park Marks Park Hugh Bamford
Improved irrigation
efficiency and park surfaces by June 2011
Reduced
potable water consumption
(kL) compared to base year
DM ES
●
●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E4c1
Communication and awareness activities on water efficient tips, rainwater harvesting and reuse, greywater reuse, blackwater systems, groundwater use and available rebates / discounts rolled out
Promote the use of hot water recirculators and water rebates available to the community Promote installation of rainwater tanks and rebates available to the community Promote other rebates and water savings programs offered by other government agencies
All information available on Council’s
website and in
promotional materials
DM ES
●
WAVERLEY COUNCIL
Measuring our Progress
92
Direction: E4 Water is used carefully and sparingly in Waverley’s buildings, gardens, businesses and Council operation Strategy: E4d Encourage and support businesses, schools, and residents to minimise water consumption and reduce reliance on potable water supplies
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E4d1
Work with top twenty water consumers within the community to implement water reduction / efficiency strategies
Participate in the Sustainable Business program with Sydney Water Audit 5 major water users and support installation of water efficient technologies Investigate options for water reduction at North Bondi Golf Course
Five major water users audited by June 2011
Options
investigation for North Bondi Golf Course
completed by June 2011
DM ES
●
●
E4d2
Combined or individual programs (discounts/bulk purchasing/brokerage/ subsidised services) to encourage the uptake of water efficient technologies identified and implemented
Promote the use of hot water recirculators and the rebates available to the community
Promotion program
developed by June 2011
DM ES
●
E4d3
Existing Federal Government and State Government funded programs used or built on to encourage up-take of water efficient tech-nologies and behaviours
Promotion of federal govt and Sydney Water rebates for water tanks and other water saving devices.
Information available on Council’s website, in promotional materials and in sustainable
building workshops by June 2011
DM ES
●
WAVERLEY COUNCIL
Measuring our Progress
93
Direction: E5 The waterways and beaches are clean and free of pollutants Strategy: E5a Maintain stormwater system to minimise pollutant loads through maintenance, education and enforcement
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E5a1
Pollution prevention devices installed and maintained throughout the LGA
Gross pollutant traps monitored and maintained across the LGA
5% reduction in the amount of pollutants removed from
gross pollution control de-vices each
year compared to 2008/09 base
year
DM ES
●
E5a2
Stormwater Harvesting Infrastructure maintained
Maintain existing stormwater and groundwater infrastructure Monitor re-use water quality and improve quality of stormwater discharge
All maintenance reports and water quality
data monitored bi monthly
DM M&C ●
E5a3
Water quality at key coastal sites is regularly monitored
Undertake water monitoring program
Water tested at two key spots every
week
DM ES
●
E5a4
Targeted community environmental education and awareness program on stormwater pollution prevention undertaken
Run communications program on the Upper Bronte Creek rehabilitation project
Programs conducted by June 2011
DM ES
●
E5a5
Inspections of LGA to ensure compliance with the Protection of the Environment Operations Act 1997 undertaken
Regular inspection of LGA undertaken to ensure compliance with Protection of the Environment Operations Act (POEO Act)1997 Follow up on reported pollution incidents Inspection of building sites to ensure compliance with POEO Act
Number of POEO Act inspections undertaken greater than or equal to base year 2009/10
DM C
●
WAVERLEY COUNCIL
Measuring our Progress
94
Direction: E5 The waterways and beaches are clean and free of pollutants Strategy: E5b Improve the quality of water entering receiving waters
Direction: E6 A network of parks and coastal reserves, street trees and other plantings provides a habitat for a thriving local ecology Strategy: E6a Increase quantity and quality of habitat cover, and particularly the planting of native species, in public spaces and private properties to create a network of wildlife corridors throughout Waverley and into neighbouring areas
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E5b1
Partnerships with external organisations to promote water quality improvement programs including Sewerfix, Don’t be a Tosser etc.
Participation in DECCW’s Beachwatch program Promote Sydney Water Sewer Fix monitoring program Complete monitoring of ocean pool quality in partnership with NSW Health
Council partici-pate in at least three programs
annually
DM ES
●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E6a1
A Tree Man-agement Plan to maximise tree canopy cover in Waverley implemented
Plant trees over the winter months. Implement watering and maintenance program over the summer months.
Update and maintain street tree data base Improve public access to tree planning information on Council’s website
200 trees planted per year by Council
80% of trees
planted annually by
Council survive
Update street tree database within three months of
removal or new planting of tree
DM POSO
DM RCPP
● ●
●
E6a2
Significant tree register maintained and updated
Process to provide access to Significant Tree Register developed including consultation with the community Report on proposed process completed and adopted
Process to access to Significant
Tree Register adopted by March 2011
DM RCPP ●
E6a3
Endemic seed propagation program for local plantings implemented
Collect endemic seed from local bushcare areas. Program propagation to provide plants for projects
10% of plants propagated from local
source in indi-vidual projects
DM RCPP ●
WAVERLEY COUNCIL
Measuring our Progress
95
Direction: E6 A network of parks and coastal reserves, street trees and other plantings provides a habitat for a thriving local ecology Strategy: E6b Increase local populations of native flora and fauna
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E6a4
Outcomes from Waverley flora and fauna study integrated into Council plans and policies
Integrate findings from Waverley flora and fauna study into Council’s planning instruments Complete and update condition survey on remnant bushland sites Integrate remnant vegetation condition survey information into Strategic Asset Management Plan (SAMP) Undertake ongoing field surveys to identify all elements of biodiversity so they can be conserved
Planning instruments updated by April 2011
Condition survey on remnant
bushland sites completed by June 2011
DM ES
● ●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E6b1
Areas of threatened and endangered species identified
Identify areas of threatened and endangered species in LEP map
Maps prepared by December
2010
DM ES
●
E6b2
Council policy for the protection, restoration and enhancement of remnant vegetation and habitat taking note of statutory implications/ mapping issues/ potential of changes leading to damage of existing remnant vegetation developed
Report to Council on the findings of the Waverley flora / fauna survey
Report to Council by July
2010
DM ES
● Due to delays in finalising the final Consultants report, the project report was adopted by Council in November 2010.
WAVERLEY COUNCIL
Measuring our Progress
96
Direction: E7 Our coastal waters provide a habitat for a thriving marine ecology Strategy: E7a Protect local marine biodiversity through education and enforcement
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E6b3
Remediation and restoration programs in Waverley including hydrological, contamination and geotechnical issues, weed management and native plantings identified and implemented
Complete the Upper Bronte Gully Remediation and Restoration program
Stage 1 of Bronte Gully program
completed by July 2010
DM ES
●
E6b4
Waverley Street Tree Planting program implemented
Plant trees in priority areas
Two priority areas planted by Council per year
DM POSO ●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E7a1
Work with Department of Environment, Climate Change and Water (DECCW) to protect local marine biodiversity
Work with DECCW to complete a marine intertidal survey that monitor population levels and species numbers Report survey findings to Council
Survey completed by
December 2010
Report to Council by March 2011
DM ES
● Due to a lack of funding available, the marine intertidal surveys are unable to be conducted in the 2010/11 financial year.
E7a2
Enforcement of marine regulations including fishing bait collection rules throughout the LGA
Regular patrols carried out along LGA sea shore to ensure compliance with marine regulations Infringement notices issue for breaches of marine regulations
Number of infringements issued for
breach of marine regulations less than or equal to
base year 2009/2010
DM C
●
E7a3
Partnering with the Marine Discovery Centre to educate the community about our local marine environment
Work with the Marine Discovery Centre to undertake community education programs that improve awareness of our local marine environment
One program delivered annually
DM ES
●
WAVERLEY COUNCIL
Measuring our Progress
97
Direction: E8 Waverley is an environmentally educated and committed community Strategy: E8a Encourage and support community involvement in our environmental program
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
E8a1
Groups within the community targeted and ways determined to engage with them identified
Develop a Communications Strategy for Council’s Environmental Program Develop and implement an Internal Sustainability Education Program
Strategy developed by August 2010
Program implemented by
June 2011
DM ES
● ●
E8a2
Communication and awareness activities on Council’s sustainability program rolled out
Deliver Councils Communications Strategy for Council’s Environmental Program
Strategy implemented by
June 2011
DM ES
●
E8a3
Coordination and support to the Eastern Suburbs Schools Environment Network so local teachers, parents, and students have the opportunity share experiences and increase their skills and knowledge
Coordinate the Eastern Suburbs Schools Environment Network
Meetings held with all schools
quarterly
DM ES
●
E8a4
Work with local childcare centres to improve environmental skills and knowledge and deliver environmental outcomes
Implement the SSROC Little Green Steps Program at Waverley, Gardiner and Bronte Childcare Centres DM ES
At least two environmental initiatives
implemented at each childcare
centre
DM ES
●
E8a5
A Waverley Council Sustainable Schools Program
Implement Council’s Sustainable Schools Program Run Council’s Sustainable Schools Grants program
75% of schools in LGA
participating
Annual grants program
completed by February 2011
DM ES
● ●
WAVERLEY COUNCIL
Measuring our Progress
98
Direction: E8 Waverley is an environmentally educated and committed community Strategy: E8b Conduct workshops and events and provide opportunities that encourage positive environmental behaviour change
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment )
E8b1
A Greenwave workshop program so residents can gain the skills and tools required to undertake positive environmental behaviours
Run community Greenwave workshop program to improve community behaviours Establish baseline satisfaction levels for program
400 residents participating
Baseline satisfaction
levels established by June 2011
DM ES
●
●
E8b2
A Green Brains lecture and activity series developed so residents can continue to be informed and engaged in debates around current environmental issues
Run community Green Brains program to improve community behaviours
Annual Green Brains program held by June
2011
DM ES
●
E8b3
A Summer Activities Program so residents can gain a greater appreciation and understanding of the coastal environment
Coordinate Council’s Summer Activities Program
2010/11 program
completed by February 2011
DM ES
●
E8b4
An environ-mental grants program for schools to gain funding to implement environmental projects and programs
Run Council’s Sustainable Schools Grants program
Annual grants program
completed by February 2011
DM ES
●
WAVERLEY COUNCIL
Measuring our Progress
99
Sustainable Governance Direction: G1 Council’s decision making processes are open, transparent and corruption resistant and based on sound integrated planning Strategy: G1a Develop and maintain a framework of plans and policies that ensures open and transparent Council operations
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G1a1
Significant governance policies developed and existing policies reviewed regularly and access to Council’s policy register provided
Assess need for new policies and develop as need identified Develop a policy review program for all governance policies Undertake policy reviews Regularly review policies available on Council’s website to ensure currency
Councillor’s Expenses
and Facilities reviewed by November
2010 Sponsorship, Grants and Donations reviewed by December
2010 Privacy
Management Plan
reviewed by May 2011 Information Access
reviewed by May 2011
All significant
Council policies
available on Council’s website
DM G&IP ●
●
●
●
●
G1a2
A suite of integrated corporate plans that meet legislative requirements developed and maintained
Ensure alignment of annual Operational Plan, business plans, budgets and other new plans with Directions and Strategies from the Community Strategic Plan Review Community Strategic Plan, Resourcing Strategy as required Develop an annual Operational Plan for adoption by Council annually Develop a Delivery Program for each new Council
Community strategic plan and work-force plan
revised every four years
LTFP revised annually
SAMP revised every four years
Operation
Plan adopted by Council annually
Delivery Program
adopted by Council every four years
Direc-tor
C&TS ●
●
●
●
●
WAVERLEY COUNCIL
Measuring our Progress
100
Direction: G1 Council’s decision making processes are open, transparent and corruption resistant and based on sound integrated planning Strategy: G1b Embed corruption prevention practices in Council operations
Deliverable Actions in 2010/2011 Targets and Progress Measures
Re-porting Officer
Pro-gress
Comment
G1a3
Regular reporting to Council on progress with implementa-tion of integrated corporate plans
Prepare reports on progress with Delivery Program deliverables. Report to Council on progress every six months
Six monthly reports
provided to Council on
progress with Delivery Program
Direc-tor
C&TS ●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment )
G1b2
Internal audit function established and sup-ported
Develop internal audit program Implement internal audit program Provide support to Internal Audit Committee Review internal audit program
Internal audit program
developed and adopted by September
2010
DM G&IP ●
G1b1
Regular ethics and Code of Conduct training provided for Councillors and staff
Provide ethics and Code of Conduct training to Councillors Provide ethics and EEO training to all new employees Provide EEO refresher training to all existing employees
Two ethics and Code of Conduct
training events provided annually to Councillors
90% of new employees
undertake eth-ics and EEO training within three months
90% of staff who complete refresher
training every three years
DM G&IP
DM HR/OD
●
●
●
In view of Council’s decision in July 2010 that: “1. There be no formal training and development provided to Councillors in 2010/2011. 2. The funds allocated to Councillors train-ing and develop-ment in 2010/2011 be transferred into General Revenue” it will not be possible to meet the target for training set in the 2010/2011 Operational Plan.
WAVERLEY COUNCIL
Measuring our Progress
101
Direction: G2 Our community is consulted about Council decisions and informed about Council services and activities Strategy: G2a Ensure that Council’s strategic direction is inclusive and reflects the views of the community
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G2a1
A Community Engagement Strategy that meets legislative requirements
Review community survey material Conduct community survey Report to Council on community survey results
Community survey conducted by February 2012
and results available for
consideration by each new Council
Direc-tor
C&TS ●
G2a2
A Community Strategic Plan that is inclusive
Develop Community Engagement Strategy for Community Strategic Plan review Present Community Engagement Strategy to Council for adoption
Community Engagement
Strategy reviewed by July 2011 and
adopted by Council by
September 2011 prior to
consultation on Community
Strategic Plan
Direc-tor
C&TS ●
Target dates of 2011 are a typographical error. Council cannot adopt a new Engagement Strategy under the Local Government Act until Octo-ber 2012 at the earliest.
WAVERLEY COUNCIL
Measuring our Progress
2010 Waverley Art Prize Award Mixed Media Prize Winner Liz Shreeve—Facade
102
Direction: G2 Our community is consulted about Council decisions and informed about Council services and activities Strategy: G2b Provide opportunities in a variety of forums for all stakeholders to contribute to Council’s decision making
Deliverable Actions in 2010/2011 Targets and Pro-gress Measures
Report-ing
Officer
Pro-gress
Comment
G2b1
Advisory committees, precinct committees and community forums supported and maintained
Provide support to the Precinct system Advertise Precinct meetings Maintain an up to date Precinct policy Provide support to other peak committees and forums including Sustainability Committee; Independent Hearing & Assessment Panel; Access Committee; Multicultural Advisory Committee; Community Safety Advisory Committee; Public Arts Committee; Housing Advisory Committee; Eastern Region Local Government Aboriginal and Torres Strait Islander Forum
22 community committees and forums held annu-
ally
Director RCCS
DM
RCPP DM BB DM BJ
●
●
●
●
●
●
●
WAVERLEY COUNCIL
Measuring our Progress
103
Direction: G2 Our community is consulted about Council decisions and informed about Council services and activities Strategy: G2c Ensure that all Council communications are targeted, accessible and clearly branded
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G2b2 A website that supports community comment and engagement and includes a ‘Have a Say’ portal
Place draft policy and plans on website for community comment during exhibition period Promote consultation events through ‘Have a Say” portal Place Precinct agenda and minutes on website
All draft plans and policies placed on website
All consultation events placed on website
DM RCPP ●
●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G2c1
A regular, professionally produced and interesting community newsletter
Theme identified and material collected for quarterly community newsletter Newsletter produced and distributed
5% increase in number of respondents that report
receiving and reading Council’s community newsletter
GMU
●
In developing a program examine a benchmark survey it became clear that an alternative program was required to assess performance in this area. This will be under-taken as part of the appointment of a Community Engagement Manager.
G2c2
Council’s Communica-tions Action Plan Implemented
Implement the funded actions from the Com-munications Action Plan
80% of Plan implemented annually
GMU
●
WAVERLEY COUNCIL
Measuring our Progress
104
Direction: G3 Services to customers are provided in a professional, friendly and timely manner Strategy: G3a Ensure all staff are aware of, and trained in, the systems and procedures that support customer service
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G2c3
Communica-tion provided in different formats and community languages including provision of language aide scheme and access to Telephone Interpreter Service
Provide a language aide service Support access to the Telephone Interpreter Service
Nine languages available
through the language
aide service
Number of incidents of use annually of Telephone Interpreter Service is equal to or greater than base year 2005/2006
DM RCPP ●
●
Language aide service provides assistance in seven languages. Awaiting census 2012, census data & using customer service feedback to review community needs.
Deliverable Actions in 2010/2011 Targets and
Progress Measures
Report-ing
Officer
Pro-gress
Comment
G3a1
Customer ser-vice training provided to staff
Provide customer service training to all new staff Provide customer service refresher training to all existing staff
90% of new staff trained in customer service
within three months of joining Council
90% of
existing staff complete refresher training
every three years
DM HR/OD ●
●
G3a1
Training in sys-tems and proc-esses that sup-port customer service provided to identified staff
Undertake a skills assessment of identi-fied staff Develop training pro-grams on customer service systems and processes Deliver training pro-grams on customer service systems and processes
All identified staff trained in customer service sys-tems and processes
DM HR/OD ●
WAVERLEY COUNCIL
Measuring our Progress
105
Direction: G3 Services to customers are provided in a professional, friendly and timely manner Strategy: G3b Monitor and report regularly against the service standards set for customer service
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G3a3
Customer Service Charter implemented
Develop and implement communication strategy for external customers Develop and implement program to ensure compliance with standards
80% performance
against specific customer
service charter targets
DM LCS ●
Deliverable Actions in 2010/2011 Targets and Progress Meas-
ures
Report-ing
Officer
Pro-gress
Comment
G3b1
Regular customer surveys conducted
Arrange for Mystery Shopper program to be conducted Report on results achieved and possible service improvements
At least 80% satisfaction
score in Mystery Shopper program
DM LCS ●
G3b2
Performance against standards for customer requests and complaints recorded in Council’s customer request system monitored and reported
Monitor number and percentage of customer requests and complaints recorded in Service Desk completed within and outside service standards Report regularly on performance against standards for customer requests and complaints including possible services improvements
At least 80% of Service Desk requests
completed within service standard
DM LCS ●
WAVERLEY COUNCIL
Measuring our Progress
2010 Waverley Art Prize Award Works on Paper Prize Winner Tony Hull—Looking South from Coledale Bends
106
Direction: G4 Council’s operations are efficient, effective and provide value for money Strategy: G4a Regularly review Council services and ensure they are responsive to customer needs
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G4a1
Regular reviews of Council services and improvement initiatives undertaken in accordance with program in Council’s Workforce Plan
Undertake reviews identified in annual program Report at the conclusion of each review Report half yearly on progress with program
80% of reviews undertaken annually
compared to adopted program
DM HR/OD ●
G4a2
A program of continuous improvement in customer service
Update Customer Service Strategy Implement revised Customer Service Strategy 2010/2013 Implement strategies identified through Library Service Review including staff technology training; purchase of shelf ready resources and implementation of RFID Technology
Revised Customer
Service Strategy implemented by December 2010
Technology skills training
program held by December 2010
At least 70% of 2010/2011
annual resource budget spent on
shelf ready resources for
library
Implement RFID technology in the library by
December 2010
DM LCS ●
●
●
●
Design plans and quotes required for physical changes to the library areas have resulted in deferral of implemen-tation to second half of 2011
WAVERLEY COUNCIL
Measuring our Progress
107
Direction: G4 Council’s operations are efficient, effective and provide value for money Strategy: G4b Provide a range of efficient and effective corporate support services
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G4b1
Professional and timely support and assistance to Councillors and meetings of Council and Council committees
Provide agenda and minutes for meetings of Council and Council’s standing committees Provide staff for meetings of Council and Council’s standing committees Provide assistance and advice to Councillors on governance matters Provide support to Councillors to enable them to effectively carry out their official duties
95% of requests from Councillors completed within seven days of
receipt
95% of minutes and agenda for Council and
Council commit-tees meet ser-vice standards
set
DM G&IP ●
●
G4b2
Council’s vehicle fleet and plant maintained
Manage Council’s vehicle fleet and equip-ment including fleet and equipment replacement and disposal Provide repairs and ser-vicing for Council’s vehicle fleet and equipment
90% of Council’s vehicle fleet and plant available for use daily
Fleet utilisation rate above 75% repair times
equal to industry standards
Fleet whole of life costs,
downtime costs, maintenance failure records and flat rate
DM BS
●
● ●
WAVERLEY COUNCIL
Measuring our Progress
108
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G4b3
Computer and communications network availability ensured
Provide a computer network that supports the work of Council Maintain Council’s computer network Provide a communications network that supports the work of Council Maintain Council’s communications network
95% Computer network avail-
ability (excluding planned down-
time)
95% Phone system availabil-ity (excluding planned down-
time)
DM FISS ●
●
G4b4
An efficient and effective payroll service.
Produce weekly payroll and pay staff Process information including timesheets and leave forms
Staff paid on time every week
DM HR/OD ●
G4b5
Efficient and effective corporate procurement services
Co ordinate tendering across Council Provide advise on purchasing Undertake audits of compliance with Council’s purchasing policy
At least 12 audits of
purchasing conducted annually
DM FISS ●
G4b6
Store operations that are efficient, effective and delivered in a timely manner
Identify items required regularly by Council Order items required regularly by Council Undertake stocktakes of items in store
Two stocktakes of items in store undertaken annually
DM BS
●
G4b7
More services are provided on line
Identify areas where Council services can be provided on line Establish process to provide 149 certificates issued on line
Percentage of 149 certificates issued on line increased
compared to total issued in base year 2009/10
DM SLUP ●
WAVERLEY COUNCIL
Measuring our Progress
109
Direction: G4 Council’s operations are efficient, effective and provide value for money Strategy: G4c Pursue and participate in regional resource sharing initiatives which provide community benefits
Direction: G5 Council is a financially sustainable organisation Strategy: G5a Provide financial services for the Council in an accurate, timely, open and honest manner
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G4c1
Participation in partnerships and projects through SSROC
Participation in SSROC Library projects Investigation of shares Customer Service projects
Council participates in four SSROC projects annually
GMU
●
G4c2
Participation in partnerships and projects with other councils and organisations
Participation in Inter Library Loans Van Service and Home Library Service
Two other community benefit
partnerships formed and maintained
GMU
●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G5a1
Financial advice and co ordination to ensure Council meets overall budget performance targets provided
Manage Council’s financial performance to achieve targets set Conduct and report on quarterly reviews of budget performance Ensure year end accounts are completed Issue rates notices quarterly and collect rates levied Achieve a return on Council’s cash investments
Annual budget
targets met or exceeded At least
seven green lights on Local
Government Finance
Health Check Indicators Annual
financial audit completed and reported by October
All rates notices issued in
accordance with
legislative timetable Less than 3.5% rates outstanding as a percent-age of rates collected.
Rate of return on cash
exceeds UBS Warburg AUD
Bank Bill Index
DM FISS ●
●
●
●
●
●
WAVERLEY COUNCIL
Measuring our Progress
110
Direction: G5 Council is a financially sustainable organisation Strategy: G5b Undertake long term financial planning
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G5b1
Four-year forecast prepared annually
Develop four-year forecast Report to Council annually on forecast
Four year forecast
completed and reported to
Council in April each year
DM FISS ●
G5b2
Ten year financial plan reviewed annually
Review LTFP each year based on four year forecast Report to Council annually on results of review
10 year financial plan
review completed and reported to
Council in April each year
DM FISS ●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment )
G5b3
Council’s expenditure is funded sustainability
Ensure funding sources identified meet expenditure requirements
Surplus or balanced budget
achieved annu-ally
DM FISS ●
G5b4
Council’s expenditure satisfies the needs of the community
Monitor expenditure to ensure it is in accordance with the expressed wishes of the community as articulated in the Community strategic plan Provide advice to Council to assist its decision making on changes to expenditure that are outside the adopted Delivery Program
100% of expenditure compared to adopted
program in Delivery Program
Direc-tor
C&TS ●
G5b5
A revised In-vestment Strategy that is being implemented
Review Investment Strategy progress to date Continue with implementation of key projects in accordance with adopted implementation plan Report to Council regularly on progress of key Projects
Quarterly progress on Investment Strategy projects
80% of projects
progressed in accordance
with implementation
plan
GMU
●
●
WAVERLEY COUNCIL
Measuring our Progress
111
Direction: G5 Council is a financially sustainable organisation Strategy: G5c Establish and maintain commercial business operations that contribute to Council’s financial sustainability
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G5b6
A new Investment Strategy based on progress to date and revised financial and other modelling
Review current Investment Strategy Update financial modelling and other data that support strategy Undertake consultation on revised Investment Strategy Report to Council on proposed revised Investment Strategy
Review of current
Investment Strategy
completed by June 2011
New Investment Strategy
developed by June 2012
GMU
●
●
Councillor/Officer working group broadened to include councillors who were previously on Bondi Junction Ebley St urban design/master plan project. Preliminary discussions held in May 2011 focussing on Council’s Bondi Junction property holdings.
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G5c1
Budgeted financial performance for all commercial leases met or exceeded
Manage the leasing Council’s commercial property portfolio
Performance of Council’s business activities
greater than or equal to budgeted financial
performance for all
commercial leases
DM BSP ●
G5c2
Budgeted financial per-formance for Cemetery business operations met or exceeded
Manage Council’s cemetery business unit
Performance of Council’s business activities
greater than or equal to budgeted financial
performance for cemetery business operations
DM BSP ●
WAVERLEY COUNCIL
Measuring our Progress
112
Direction: G6 Council assets are well maintained for their current purpose and for future generations Strategy: G6a Regularly revise Council’s Strategic Asset Management Plans and integrate with financial planning processes
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G5c3
Budgeted financial per-formance for Council car park business operations met or exceeded
Manage Council’s car parks
Performance of Council’s business
activities greater than or equal to budgeted finan-cial performance for Council car parks operations
DM BSP ●
G5c4
Budgeted financial performance for commercial waste collection and recycling service
Manage Council’s commercial waste and recycling service
Performance of Council’s business
activities greater than or equal to
budget for commercial
waste operation
DM BS
●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G6a1
Cost effective Strategic Asset Management Plans (SAMPs) that are compliant with legislative requirements
Undertake review of SAMP 3 Carry out condition assessments for all asset categories currently not detailed in SAMP 3 Prepare SAMP 4
Strategic Asset Management Plans updated by June 2012
DM TS
●
G6a2
Long Term Financial Plans (LTFPs) that reflect the full assessed cost of adopted Asset Management Plans
Incorporate asset management funding assessments into 4 year Delivery Program and 10 year financial plan (LTFP) Report to Council at least annually on asset management funding
Asset maintenance and renewal estimated are shown in Long Term Financial Plans and reported to
Council in April each year
DM FISS ●
WAVERLEY COUNCIL
Measuring our Progress
113
Direction: G6 Council assets are well maintained for their current purpose and for future generations Strategy: G6b Implement adopted Asset Management Plans
Direction: G6 Council assets are well maintained for their current purpose and for future generations Strategy: G6c Implement the adopted Asset Management Continuous Improvement Plan
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G6b1
A program of capital works
Capital works program developed Adopted and funded capital works program implemented Delivery of project management services on Capital Projects Progress with capital works program reported to Council quarterly Progress with capital works program reviewed annually
80% of priority capital works
projects on budget and on time delivery
Proportion of assets in condition ratings 1, 2 and 3 increases annually
until adopted targets in WT2 are
achieved
DM TS ●
G6b2
An annual asset maintenance program
Annual asset maintenance program developed Adopted and funded asset maintenance program implemented Delivery of annual maintenance program Progress with annual asset maintenance program reported to Council quarterly
80% of adopted Annual
Maintenance Programs on
budget and on time delivery
Proportion of assets in condition ratings 1, 2 and 3 increases annually
until adopted targets in WT2 are
achieved
DM TS ●
●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G6c1
On-track delivery of 80% of scheduled activities in the adopted Asset Management Continuous Improvement Plan each year
Progress with scheduled activities monitored quarterly Progress against benchmarks for asset management assessed annually
Annual improvement in self-assessed
scores on meeting agreed Business
Excellence Framework (BEF) benchmarks for
asset management is steady or Increasing
DM TS ●
WAVERLEY COUNCIL
Measuring our Progress
114
Direction: G7 Council maintains sound safety and risk management practices to protect the community and our employees Strategy: G7a Provide a safer environment by implementing specific risk management practices
Direction: G7 Council maintains sound safety and risk management practices to protect the community and our employees Strategy: G7b Maintain a safe workplace
Direction: G8 Council manages information and knowledge in an integrated and accessible way
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G7a1
Operational risk processes and strategies reviewed
Conduct general insurance review Document processes to manage public liability claims Identify key measures and developed; targets for public liability claims Track performance against key measures Report on progress against targets
Review completed by
set date
Procedures documented by
set date
DM HR/OD ●
●
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G7b1
Number of lost time injuries and incidents reduced
Develop and implement Claims and Rehabilitation Procedures and tools Monitor and report on lost time injuries, OH&S incidents and time to complete corrective actions Report on progress including operational improvements
5% reduction in lost time injuries
compared to base year
5% reduction in incidents compared to base year
60% of corrective
actions raised that are closed
DM HR/OD ●
●
●
As at end of period Lost Time Injuries & Incidents are above last year’s figures and corrective actions taken. Closure rates are below target. Further work is being undertaken to support achievement in OHS and Workers Compensa-tion.
G7b2
OHS Risk Management Plan implemented
OHS Risk Management Plan implemented Progress monitored Reporting on progress provided
70% of OHS plan completed
DM HR/OD ●
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Strategy: G8a Improve the management of, and access to, information across Council
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G8a1
Knowledge Management Action Plans implemented
Implement the funded actions from the adopted Knowledge Management Action Plans
80% of actions from Knowledge Management Action Plans implemented annually
GMU
●
Knowledge Management Action Plan to be reviewed following completion of Disaster Recovery Strategy.
G8a2
Records management and information access services provided
Maintain Council’s records management system Provide records management services Provide advice and training in the use of Council’s records management system Audit and report on compliance with the use of Council’s records management system
90% of staff comply with Council’s Records
Management Policy
DM G&IP ●
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2010 Waverley Art Prize Award Printmaking Prize Winner Ben Soedradjit—Australian Portrait
116
Deliverable Actions in 2010/2011 Targets and Progress Meas-
ures
Report-ing
Officer
Pro-gress
Comment
G8a3
Compliance with Government Information (Public Access) and Privacy and Personal Information Protection Acts
Develop and implement program for compliance with Government Information (Public Access) Act Provide access to information under the Freedom of Information Act (the FOI Act) Provide access to information under Government Informa-tion (Public Access) Act (the GIPA Act) Manage requests and privacy complaints under Privacy and Personal Information Protection Act (the PPIP Act)
All applications under FOI, GIPA and PPIP Acts processed annually in
accordance with legislative timeframe
DM G&IP ●
G8a4
Effectiveness of web site monitored
Maintain Council’s web site Monitor and report on use of web site
10% increase in visits to web site
each year
DM FISS ●
G8a5
Geographic information and mapping system across Council maintained
Maintain and update Council’s geographic information and mapping system Provide a publicly accessible digital mapping system
All software and mapping database updates completed annually
Increase in
number of users accessing the
mapping website annually from base year
DM SLUP ●
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Direction: G8 Council manages information and knowledge in an integrated and accessible way Strategy: G8b Provide statutory, financial and management information and reporting on time and with a high degree of accuracy
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing Offi-
cer
Pro-gress
Comment
G8b1
All reports required by legislation or requested by Government departments and agencies provided
Complete Operational Plan as required by legislation Complete and submit Annual Report by due date Submit annual audited financial accounts to DLG by due date Provide Companion Animal reporting as required
All reports required by legislation provided on time and in required format
Director C&TS
DM G&IP
DM FISS
DM C
●
●
●
●
G8b2
Annual re-ports on key council's plans and policies completed
Report on access and equity policies in Council’s Annual Report
Information for Annual Report
provided in September annually
DM RCPP ●
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Direction: G9 Council is an attractive, performance-focussed employer, governed by great leadership and supported by a committed and adaptable workforce Strategy: G9a Attract and retain highly skilled employees who take pride in delivering exceptional service to achieve the community’s vision
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G9a1
Council’s Workforce Plan implemented
Undertake the activities scheduled in Council’s Workforce Plan
80% of activi-ties from Workforce
Plan completed annually
DM HR/OD ●
More than 80% of the annual activities scheduled within the workforce plan are in progress and tracking to plan.
G9a2
Improvement in staff retention demonstrated
Review suite of selec-tion skills tests eg: driving, functional assessments, computer tests, psychological suitability of new starters
Annual turnover rate of staff that have been with Council for three years and
less is 14% or lower
Overall staff turnover rate is reduced to 11% or less
DM HR/OD ●
G9a3
Recruitment process managed to limit the length of time to fill vacant positions
Undertake recruitment in accordance with guidelines Monitor recruitment process to identify issues or delays that may increase time to fill vacant positions Respond to any issues or delays identified
Recruitment cycle time six weeks or less
DM HR/OD ●
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Direction: G9 Council is an attractive, performance-focussed employer, governed by great leadership and supported by a committed and adaptable workforce Strategy: G9b Create a positive performance culture that builds skills in alignment with Council’s Mission and Values
Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment )
G9b1
2011/2015 EEO Management Plan developed and implemented
Review 2006/2010 EEO Management Plan Develop 2011/2015 EEO Management Plan
2011/2015 EEO
Management Plan
completed by June 2011
DM HR/OD ●
G9b2
Staff reward and recognition program developed and implemented
Develop reward and recognition program Implement reward and recognition program Monitor implementation and operation of program Seek staff feedback on reward and recognition program
Rating at each three
yearly re-take of staff survey
against questions 9 and 16 is increasing
DM HR/OD ●
A new program is on track to be finalised. Some initiatives have been activated already. The staff survey was postponed until Nov 2011 and as such we will not be able to determine if there has been an increase in relation to the survey ques-tions 9 and 16 until the next financial year.
G9b3
Learning and Development (Training) Plan programs delivered
Develop Learning & Development Plan Implement Learning & Development Plan Seek feedback on Plan to assist in development of next Plan
80% of scheduled components of Training
Plan delivered annually
85%
satisfaction rating scored on training evaluation
DM HR/OD ●
●
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Deliverable Actions in 2010/2011 Targets and Progress Measures
Report-ing
Officer
Pro-gress
Comment
G9b4
Program of internal customer service sur-veys continued
Implement annual program Develop and implement improvement plans Monitor progress with improvement plans
5% increase on previous rating score achieved on internal customer service surveys
compared to previous rating
Overall rating of 75% or
above before or by the 3rd re-take
DM HR/OD ●
Of the 8 areas surveyed 5 achieved a 5% and more of an improvement on the base line rating. All five areas achieved satisfaction levels above overall target of 75%. A baseline rating was established for the area – Fleet and depot opera-tions this year. Business and Services and Properties failed to make an improve-ment of 5% on their baseline rating and as such have put in place a robust im-provement plan as they move toward a second re-take of the survey with their key internal cus-tomers.
G9b5
Business Excellence survey program with staff continued
Undertake survey Report results Identify possible areas of improvement
5% improvement
by Department and organisa-tion wide on baseline rating on score
achieved on each retake of Business Excellence Survey Target of 75%
achieved or more by the 3rd retake
DM HR/OD ●
The Executive team postponed the staff survey for one year, until November 2011
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Section 4
Meeting our Statutory Requirements
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The following information is provided in accordance with the annual reporting requirements outlined in Section 428(2) of the Local Government act 1993.
A. Statement of Expenses, Revenues and Assets This information can be found in Section 5 of this Annual Report
B. Actual and Projected Performance Comparison This information can be found in Section 3 ‘Measuring our Progress’ of this Annual Report.
C. State of the Environment Report—How are we going? In our State of the Environment Report a number of environmental indicators have been included to help assess how Council, other government agencies and the community are looking after the environment and working towards the goal of ecologically sustainable development (ESD). As it is impossible to accurately assess when a community has achieved the right environmental and economic balance, indicators can show whether we are heading in the right direction. They can also be used as a report card to assess Council's performance in the years ahead. The indicators that are used have met the following criteria: • They reflect something fundamental to the long term economic, environmental or social health of the community;
• They are statistically measurable — either the data exists or a practical method of data collec-tion can be created;
• The indicator represents something that can be influenced by the community or government actions. The indicators that have been chosen are by no means exhaustive, nor cover every environmental, economic or social consideration. However, they provide the starting point for Council's environmental program. Each year government agencies suggest a suite of indicators for councils and other agencies to use. Only some of these are included in this report because Council could spend all its time and resources collecting information on the state of and pressures impacting on the environment rather than acting to protect it. The indicators chosen are listed below. For each indicator progress in the current year against 2005/2006 is shown unless relevant data or other information was unavailable. The last column shows our movement toward sustainability compared with the 2005/2006 figures.
Waste As people buy and consume more products, the rate of waste generation increases. This general trend places pressures on the environment and Council’s waste management systems. People who visit, live in, or work in Waverley, can reduce this impact by taking more re-sponsibility for their waste. This involves actively avoiding waste generation, recycling more, and disposing of non-recyclable materials responsibly. Council is constantly improving its capacity to handle waste more efficiently and to reduce its initial generation by implementing various, strategies, and education programs. Council views waste as a valuable resource and in response continually increases its efforts to divert waste from landfill by improving resource recovery throughout the LGA.
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Pressures on our Waste System • Population increases • Littering
• Increasing generation of waste • Reduction in the availability of landfill space • Subsequent increase in landfill disposal costs • Cost of managing negative environmental impacts from landfill sites e.g. leachate, greenhouse
gases. • Illegal dumping • Reduced life span of goods, especially electronic • Increased packaging of products • Increased economic growth and consumption of goods
Sustainability Indicator 2005/2006 2009/2010 Movement toward
* Overall waste generation rates in 2010/2011 have also declined
Urban stormwater is the untreated run-off from hard surfaces such as roofs, footpaths, and roads. Stormwater flow is intercepted by engineered stormwater management systems that have replaced natural watercourses and streams over time. These management systems channel excess water away from urban areas to natural aquatic environments as a flood mitigation measure, often carrying pollut-ants such as nitrogen, phosphorus, metals (e.g. copper, lead, zinc), and hydrocarbons. Other material such as faecal bacteria and grease can also be washed off surfaces into stormwater, all of which have adverse impacts upon the health of aquatic ecosystems. The Waverley LGA consists of nine stormwater sub-catchments that drain into three major receiving water bodies; Sydney Harbour, the Pacific Ocean and Lachlan Swamps in Centennial Parklands. Therefore, both the quantity and quality of stormwater generated within the catchment can have regional implications. Human impacts within the catchment have increased the amount of litter, nutrients, bacteria, heavy metals, and sediment being discharged into our receiving water bodies, thus degrading the quality of our local aquatic systems. In response to these pressures, Council continues to develop integrated water management programs that focus both on reducing the quantity of stormwater and improving water quality throughout the catchment. Integrated water management is one of Council’s key corporate goals.
Pressures on our Aquatic Systems • Ongoing environmental impacts from business and community stormwater pollution.
• Vaucluse/Diamond Bay Diversion Scheme: untreated sewage is continuously • discharged into the ocean from three cliff face outfalls, one of which is located within Waverley
Sustainability Indicator
2005 / 2006 2010 / 2011 Movement toward sustainability
Total tonnes of waste to landfill (no recycling)
16958 13636 ↑↑↑↑
Total tonnes of waste diverted to recycling
10494 7730* ↓↓↓↓
Tonnes of illegally dumped rubbish removed by Council
635 283 ↑↑↑↑
Tonnes of garden waste collected for composting
568.1 2018 ↑↑↑↑
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LGA at Diamond Bay. • Pollution • Sewer overflows: regular overflows from designed sewer overflow points throughout Waverley. • High quantities and velocities of stormwater caused by high density development and reduced
pervious surfaces. • Loss of biodiversity.
Biodiversity The term “biodiversity” refers to the variety of all life forms present, such as the different plants, animals and micro organisms, the genes they contain, and the different ecosystems in which they are found and form part of. It is important to conserve biodiversity, to protect the life-support systems on earth. These systems include fresh water provision, climate regulation, the creation of soils, and the natural disposal of pollutants. They are fundamental to the quality of our life and our economy.
Sustainability Indicator 2005 / 2006 2010 / 2011 Movement toward sustainability
Total water consumption in Waverley (kL): Community Council
6 308 303 80 946
No data
↔↔↔↔
Average compliance with EPA Beachwatch: Faecal Coli-form
98%
No data
↔↔↔↔
Average compliance with EPA Beachwatch: Enterococci
93%
No data
↔↔↔↔
Number of pollution control devices (including trash racks and pit baskets)
96
96
↔↔↔↔
Stormwater Waste collected from GPT (tonnes)
71.08
41.34
↑↑↑↑
Percentage (%) of sediment collected from total tonnes of waste collected GPT
19.77
36
↑↑↑↑
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The Waverley natural environment has undergone significant change in response to the pressures of residential, commercial and recreational use. T he few remaining areas of remnant and planted vegetation play an important role in the area, especially in terms of providing food, habitat and shelter for native animals. Waverley LGA boasts 112 hectares of open space covering 82 parks and reserves. Of this approximately 6 hectares is native remnant vegetation. Small areas of remnant bushland that provide important refuges for native flora and fauna are also located on private properties throughout Waverley. Volunteers play an important role in preserving our natural open space and contribute to the biodiversity of our area. Council runs a number of volunteer programs that encourage local residents to be involved such as Bushcare, Pocket Parks program, Adopt a Tree and Footpath Gardens. In Waverley, the Eastern Suburbs Banksia Scrub is listed as an endangered ecological community under the Threatened Species Conservation Act 1999. This isolated site is located on the York Road boundary to Centennial Parklands. The Sunshine Wattle, Acacia terminalis ssp terminalis, is listed as endangered under the Threatened Species Conservation Act 1999 (NSW), and the Environment Protection Biodiversity and Conservation (EPBC) Act 1999 (Cth). This rare plant has a limited distribution, and numbers have declined due to development pressures. The location of this rare plant in the Waverley LGA is listed in the National Recovery Plan.
Pressures on our Biodiversity • Noxious weeds • Land clearing
• Stormwater pollution • Fragmentation of remnant bushland • Exotic plants spreading from private gardens • Illegal dumping • Feral animals • Illegal tree removal • Companion animals
*This includes the loss of 20 species since the 1995 survey as well as the identification of 4 additional species **There was an overall reduction of species noted in comparison to the 1995 survey
Land The Waverley Local Government Area (LGA) is located on Sydney’s eastern seaboard, approximately seven kilometres from the central business district. It includes the localities of Bondi Junction, Queens Park, Bronte, Waverley, Bondi, North Bondi, Tamarama, Dover Heights and parts
Sustainability Indicator
2005 / 2006 2010 / 2011 Movement toward sustainability
Area of Bushland in ac-tive care of Council and community (ha)
2.24 5.935 ↑↑↑↑
Number of native flora species identified in Waverley LGA
154 138* ↓↓↓↓
Number of native fauna species identified in the Waverley LGA
No data 132** ↓↓↓↓
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of Rose Bay. Waverley’s position between the city and the sea is the key to its enormous attraction for residents and visitors. Waverley lies just south of Sydney Harbour with its eastern boundary defined by the Tasman Sea. Dover Heights, enjoys views to the Harbour Bridge whilst the beachside suburbs of Bondi, Tamarama and Bronte, are popular with visitors. With an area of 9.3 square kilometres and a population density of 7,400 people per square kilometer (km2) Waverley is the most densely populated LGA in Australia after the City of Sydney. Despite the small area, Waverley boasts a rich and diverse mixture of residential, business, and natural land-scapes that attracts local, regional, and international visitors. Since the 1850s, a greater appreciation of the scenic and recreational values within the Waverley area has seen a steady increase in both residential and commercial development over industrial land uses. This increase in development has resulted in extensive land degradation along the coastal zone due to land clearing, destruction of na-tive vegetation, introduction of exotic weed species, erosion and increased urban runoff. In response to these pressures, Council continues to develop environmental strategies within our corporate planning documents, policies, and environmental planning instruments that will ensure that these impacts are minimised and the state of our environment is preserved for present and future generations.
Pressures on our Land • Urban redevelopment • Excessive land clearing • Land degradation • Contaminated sites • Soil erosion • Introduced species • Visitation • Beach erosion/ Shoreline recession
Sustainability Indicator 2005/2006 2009/2010 Movement toward
s
Air The Waverley area is a densely populated urban environment. Our proximity to the city makes us particularly vulnerable to the effects of air borne pollutants. It is estimated that around 1.2 million tonnes of pollutants enter Sydney’s air each year. Motor vehicles are responsible for 75% of these pollutants, with the remainder being attributed to industrial and domestic sources. Research has shown that due to Sydney’s coastal location, coastal wind patterns transport air pollutants out to sea
Sustainability Indicator
2005 / 2006 2010 / 2011 Movement toward sus-tainability
Per capita of Open Space
(ha)
0.0017 0.0017 ↔↔↔↔
Number of Develop-ment Applications approved by
Council
1020 925 ↔↔↔↔
Residential Density (population per km2)
7 333 7426 ↑↑↑↑
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overnight and in the early morning. Afternoon sea breezes then transport these pollutants back onto land and concentrate it in the Sydney Basin. Improving our local air quality has been a commitment of Council since the early 1990s when we adopted the Waverley Local Air Quality Improvement Plan (LAIP). In 2002, Council adopted the Waverley Greenhouse Gas Reduction Strategy to set future direction for air quality management and pollution reduction in Waverley. In addition Council’s is commitment to reducing both community and Council greenhouse gas emis-sions (GHG) as outlined in our Environmental Action Plan 2 (EAP2), which aims to reduce our GHG emission levels by 30% by 2020 (based on 2003-2004 GHG emission levels). Since the early 1990s, Council has continued to implement innovative air quality improve-ment programs such as trialing Compressed Natural Gas (CNG) in heavy and light fleet vehicles, incorporating hybrid electric cars into our corporate fleet, developing a local action plan to reduce our greenhouse gas emissions and placing a prohibition on the use of wood fire heaters throughout the LGA. Waverley has also been one of the few Council’s in Australia to complete the five milestones of the Cities for Climate Protection (CCP) program aimed at reducing corporate and community green-house gas emissions, and has since then progress onto the CCP Plus Program. In addition, Waverley Council (along with Woollahra and Randwick City Councils) launched their ‘GoSolar’ Community program this year. Supported by the Environmental Trust 3-Council Ecological Footprint Grant, the program focuses on promoting the uptake of solar photovoltaic (PV) systems and solar hot water systems in residential homes and apartments in the three local areas with the aim of reducing our GHG emissions to meet our EAP2 targets and reduce our impact on the environment as a whole.
Pressures on our Air • Motor vehicle emissions • Commercial business operations • Wood fire heaters • Construction and demolition • Pollution • Global warming • Bondi Sewage Treatment Plant
• Increasing cost of public transport
S
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2006 2009/2010 Movement toward
Community Creating a sustainable community which meets the lifestyle needs of all its existing and new members requires careful planning so that accessible community services and facilities continue to support Waverley’s rich social fabric. To do this, Council must ensure that planning processes and strategies contribute to the maintenance and improvement of our social, natural and physical environments for everyone to enjoy. Waverley Council is committed to delivering a high standard of strategic and social planning activities. Based on demographic profiles and needs analysis, we develop strategies and actions in response to priority issues and concerns. The details of Waverley’s social planning process and action plan are integrated into the Waverley Community Strategic Plan. The plan is based on extensive consultations with a variety of residents, service providers, and consumers of services in
Sustainability Indicator 2005 / 2006 2010 / 2011 Movement toward sustainability
Greenhouse gas emissions savings (tonnes of CO2) from Council activities
6 450 No data ↔↔↔↔
Greenhouse gas emissions savings (tonnes of CO2) from Waverley LGA community
548 368 No data ↔↔↔↔
Number of vehicle registrations in Waverley
32 129 No data ↔↔↔↔
Number of resident trips made on public transport (patronage per average weekday) Bus Train Ferry Light Rail
31 042 16 811 3 124 No data
No data
↔↔↔↔
Number of resident trips made on public transport (patronage per average weekend) Bus Train Ferry Light Rail
17 157 4 713 1 826 No data
No data
↔↔↔↔
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our local community.
Pressures on our Social Environment • Increase in aging population • Housing affordability • Lack of recreational facilities for young people
• Affordability of childcare services • Crime • Community Safety
HERITAGE
Heritage is defined as a place, object, custom or culture that has historic, scientific, cultural, social, archaeological, aesthetic, natural or Aboriginal significance. Heritage consists of those places and objects that we as a community have inherited from the past and wish to hand on to future generations. The Waverley Heritage Study conducted in 1994 identified over 400 items of either natural, built, or Aboriginal significance with an additional seven heritage conservation areas. To ensure their conservation and protection, each of these items was scheduled within the Waverley Local Environmental Plan 2010. Waverley LGA also has 8 listings in the State Heritage Inventory under the Heritage Act 1977. Waverley Council is committed to the protection and conservation of our Aboriginal heritage. In partnership with the NSW National Parks and Wildlife Service, Council is responsible for the protection, preservation and management of all Aboriginal relics throughout Waverley irrespective of land tenure. Waverley LGA has nine Aboriginal Heritage sites recorded on the Aboriginal Sites Register under the NSW National Parks and Wildlife Act, 1994. These include rock engravings, camps, caves and midden sites. It is likely this area supports far more unknown or unlisted sites throughout the municipality.
Sustainability Indicator 2005 / 2006 2010 / 2011 Movement toward sustainability
Number of affordable housing units
46 60 ↑↑↑↑
Number of community volunteers participating in sustainable activities and related activities: • Community clean ups • Bushcare programs • Environmental Levy programs • Environmental Courses • Number of residents in precinct forums
400 86 4778 374 1318
550 34 13629 1342 1307
↑↑↑↑ ↑↑↑↑ ↑↑↑↑
↑↑↑↑
↑↑↑↑
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Pressures on our Heritage • Recognised need to expand current heritage register • Lack of enforceable maintenance provisions for listed sites
• Inappropriate infill development in heritage conservation areas • Increased applications for on site parking provisions within listed heritage areas • Insufficient expertise in dealing with listed items
• Unrealistic expectations of floor space ratio applied to listed buildings • Cultural change in favour of replacement rather than maintenance of built fabric • Lack of understanding and recognition of Native Title rights and interests • Erosion or damage of sites from wind, water, sun and human activities • Private construction techniques in Bondi’s sandy soils are not congenial to sifting for Aboriginal
artifacts • Environmental performance and access legislation
S
NOISE
Noise pollution can be defined as unwanted or offensive sounds that unreasonably intrude into our daily activities. It has many sources, most of which are associated with urban development such as roads, air, transport, industrial noise, neighbourhood and recreational noise. The impact of noise in our community can reduce public amenity, and adversely affect health and communication. Noise pollution can cause a major reduction in the quality of life. However, some unavoidable activities, such as demolition, construction and excavation, are inherently noisy and need to be well managed rather than prevented. The Department of Environment Climate Change and Water (DECCW), the NSW Police Service, and local councils all play a part in monitoring and regulating noise control. The Protection of the Environment Operation Act 1999 and the Protection of the Environment Operations Noise Control Regulation 2000 are the principal legislations apply throughout New South Wales to address environmental noise issues. Actions implemented under this legislation include: Noise Abatement Order; Noise Abatement Direction; Noise Control Notice; Prevention Notice; Proactive Response; and Regional Response.
Pressures on our Environment from Noise • Increasing population
• Barking dogs • Traffic and transport • House and car alarms • Swimming pool pumps • Mechanical ventilation systems • Parties
Sustainability Indicator 2005 / 2006 2010 / 2011 Movement toward sustainability
Heritage items listed in Waverley LEP
432 489 ↑↑↑↑
Number of traits listed on the NPWS Aboriginal Sites Register
209 209 ↔↔↔↔
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• Garbage collection • Public events • Construction noise
Sustainability Indicator 2005/2006 2009/2010 Movement toward
KEY
↑↑↑↑ POSITIVE MOVEMENT TOWARDS SUSTAINABILITY
↓↓↓↓ NEGATIVE MOVEMENT TOWARDS SUSTAINABILITY
↔↔↔↔ NO MOVEMENT TOWARDS SUSTAINABILITY RECORDED
Sustainability Indicator 2005 / 2006 2010 / 2011 Movement toward sustainability
Number of noise complaints
500 187 ↑↑↑↑
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D. Condition of Public Works Our Strategic Asset Management Plans (SAMP1, completed in March 2006, SAMP2, completed in December 2007 and SAMP3, completed in December 2009) provide a new and more accurate approach to assessing the cost of asset management and setting priorities for expenditure. Assets in Waverley are now rated in the Strategic Asset Management Plans according to the following condition hierarchy: • Condition 1: Good condition • Condition 2: Minor deterioration • Condition 3: Medium deterioration • Condition 4: Major deterioration • Condition 5: Unserviceable The methodology used to develop accurate estimates of costs to bring assets to a satisfactory standard, and keep them there, has been progressively developed and validated over a period of years since SAMP1. In 2010, in recognition of this work, Waverley Council won the Federal Government’s National Award for Local Government in Asset and Financial Management for this method. A complete description of the method is provided in SAMPs 2 and 3 at the flowing link: www.waverley.nsw.gov.au/your_council/planning_for_waverley_future In summary the methodology involves: • Gradually building up an accurate picture of the current condition of assets and developing estimates for restoring different proportions of them to top condition in defined cycles; and then • Checking with the community – using simple pictures – about what proportion of each asset category they really want to see in top condition at any one time. The process assumes it isn’t necessary to have all assets in absolutely top condition all of the time and there are acceptable intervals for asset renewal which will deliver both asset and financial sustainability. Because of the simple approach to communications, our community has now confirmed this assumption is acceptable. The process has resulted in substantially lower assessed costs for backlog and future infrastructure renewal programs and increased community satisfaction about the levels of service they can expect and when. Because this process sets a floor for the minimum investment necessary it also allows customer choice without increasing risk that may arise from continued asset degradation. Annual Reports since 2005/2006 have included detailed explanations of the development of the methodology and the derivation of the financial results. Prior to implementing the new method Waverley Council was reporting cost estimates of $93.2 Million to bring the five biggest categories of assets to a satisfactory standard and another $8.7 million per annum to keep them there. By implementing and refining the new method progressively over 5 years are now able to report sub-stantial drops in those estimates as follows.
Asset Group Cost to bring to a satisfactory condition Cost to maintain at a satisfactory standard
Roads $31,950,000 $2,555,000
Footpaths $12,950,000 $1,850,000
Kerbs & Gutters $5,900,000 $1,180,000
Stormwater Assets $37,200,000 $1,800,000
Buildings $5,235,000 $1,353,000
Total $93,235,000 $8,738,000
Asset Maintenance Costs Reported June 2004
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The difference in each approach, which has resulted in the progressive drops in estimated costs has
been summarised in various Annual Reports since 2005/06. In summary the differences are:
Asset Group Cost to bring to a satisfactory condition Cost to maintain at a satisfactory standard
Roads $1,350,000 $1,350,000
Footpaths $1,757,000 $1,490,000
Kerbs & Gutters $730,000 $730,000
Stormwater Assets $3,503,000 $1,650,000
Buildings $5,207,000 $2,420,000
Total $12,547,000 $7,640,000
Asset Maintenance Costs Reported June 2011
Methods of Estimating Costs to Bring Infrastructure and Building Assets to a Satisfactory Standard
As applied in the 2006/07 Schedule 7 and Annual Report
As applied in the 2007/08 Schedule 7 and Annual Report
• Took the asset value (assessed on the basis of replacement cost), selected a design life for the asset (eg. 100 years) and used that as the basis for selecting a percentage of total asset $ value per annum required to maintain assets after they have been brought to top standard.
• Dispenses with asset value and depreciation as a means of determining program costs for maintaining assets in a satisfactory standard. Instead uses condition assessments to determine the cost of bridging the gap between current condition and the agreed standard.
• Assumed the aim was to keep all assets in top condition (i.e. condition 1 or 2) at any one time.
• Assumes the minimum aim is to ensure the proportion of assets in conditions 3, 4 and 5 does not increase (see further detail on defini-tion of “satisfactory standard” below).
• Assumed complete re-construction would be required to achieve the top condition.
• Assumes complete reconstruction is required in only a small minority of cases.
SAMP2 effectively redefined “satisfactory standard”, accepting the concept that it would be satisfactory to have a smaller proportion of total assets in condition ratings 1 & 2 at various times, as long as certain other conditions about cyclic maintenance could be met. These conditions include: • a reasonable level of cyclic maintenance will be given as a priority to the assets that are in the poorer condition ratings within the planning period, • there will be a general intention to prevent growth in the proportion of assets in Condition 4 (Major Deterioration), and • no asset will be allowed to slip into Condition 5 (Unserviceable) unless Council has decided to decommission the asset. Consultation with the local Waverley community on what might constitute a satisfactory standard of service delivery from assets has refined Council’s view of the minimum necessary proportions of various categories of assets that should be kept in the top condition ratings at any one time, subject to the rules set out in the SAMPs, which Council still abides by as funds permit. These minimum proportions have been fully documented in our community Strategic Plan, Waverley Together 2, and are reproduced here:
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Target Condition Current Condition
Council assets should be capable of delivering the desired levels of service as measured by achieving the following as-set condition ratings on an annual basis: In condition 1 or 2
• 79% of roads
• 80% of footpaths
• 73% of kerbs/gutters
• 100% of stairs
• 100% of fences & bollards
• 100% bus shelters
• 100% bus seats
• 100% street seats
• In Parks
• 100% of fences & bollards
• 100% of footpaths
• 100% of stairs
• 100% of play equipment
• 100% of signs
• In Waverley Cemetery
• 100% of roads
• 100% of gutters
• 100% of paths
• 100% of drains
• 100% of fencing (internal)
• 100% of fencing (external)
In 2009Council assets achieved the following condition ratings: In condition 1 or 2
• 79% of roads
• 73% of footpaths
• 73% of kerbs & gutters
• 72% of stairs
• 72% of fences and bollards
• 95% of bus shelters
• 82% of bus seats
• 83% of street seats
• 80% of fences and bollards in parks
• 87% of footpaths in parks
• 85% of stairs in parks
• 61% of play equipment in parks
• 90% of signs in parks
• 2% of Waverley Cemetery roads
• 65% of Waverley Cemetery gutters
• 52% of Waverley Cemetery paths
• 57% of Waverley Cemetery drains
• 39% of Waverley Cemetery fencing (internal) & 21% fencing (external)
The remaining Council assets should be capable of delivering the desired levels of service as measured by achieving the following asset condition ratings on an annual basis: In condition 1, 2 or 3
• 100% of buildings
• 100% of pools
• 100% of drains length
• 100% of retaining walls in streets
• 100% of seawalls
• 100% of street bins
• 100% of parking signs
• In Parks
• 100% of furniture
• 100% of lighting
• 100% of retaining walls
• 100% of irrigation
• 94% of street trees
• In Waverley Cemetery
• 100% of retaining walls
For the remaining Council assets, in 2009 Council achieved the following condition ratings: In condition 1, 2 or 3
• 91% of buildings
• 100% of pools
• 88% of drains length
• 83% of retaining walls in streets
• 85% of seawalls
• 95% of street bins
• 90% of parking signs
• 95% of furniture in parks
• 95% of lighting in parks
• 85% of retaining walls in parks
• 97% of irrigation in parks
• 94% of street trees
• 90% of Waverley Cemetery retaining walls
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Buildings Council Offices $220,000
Works Depot $74,000
Council Halls $260,000
Council Houses $420,000
Library $355,000
Childcare Centres $233,000
Amenities/Toilets $402,000
Commercial $30,000
Total $1,994,000
Other Structures Assets not included in buildings
$4,535,000
Roads $1.488,000
Footpaths $1,159,000
Kerb & Gutter $658,000
Drainage Stormwater $481,000
Inlet & Junction Pits $100,000
Total $581,000
TOTAL—ALL ASSETS $10,415,000
Waverley Council Maintenance Program 2010-11
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E. Legal Proceedings In the period July 2010 to June 2011 Council spent a total of $910,238 on legal expenses all of which related to planning matters under the provisions of the Environmental Planning & Assessment Act 1979. During the year 21 new appeals were commenced in the Land & Environment Court with 4 appeals being discontinued. The result of the matters determined is set out below: Land & Environment Court:
• Appeals upheld with conditions 17 • Appeals dismissed 4 More information on individual Land & Environment Court matters is included on the following pages. Local Court Prosecutions were undertaken for offences involving parking offences, offences under the Local Government Act, 1999, Environmental Planning and Assessment Act, 1979 and the Companion Animals Act, 1998. Of the 289 parking infringement cases appealed to the courts, 90 fines were imposed, 71 were with-drawn (by the appellant), 99 resulted in the offence being proven but no conviction being recorded (Section10), and 29 were dismissed in the appellant's favour. The number dismissed by the court in the appellant's favour represents 0.03% of total parking fines issued during the year. Fines and costs ordered by the magistrate to be paid • Fines awarded in Council's favour: $15,430 • Costs awarded against Council: $800 Land & Environment Court Class 1 Appeals to the Land & Environment Court 2010-11
Property Issue Comment
Hotel Bondi 178 Campbell Parade, Bondi Beach
Deemed refusal S96—Delete the requirement for the top level to be set back approx. 15m from front boundary by extending fourth floor units 4.01 & 4.02 forward to align with the level below including the balconies to the front
Discontinued
37-41 Ramsgate Avenue, Bondi Beach
Deemed refusal—Demolition of existing dwellings and construction of a 4 storey residential flat building containing 14 flats, basement park-ing for 16 cars and provision for a VPA
Appeal dismissed S34 Agreement
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Property Issue Comment
Benevolent Society 18—22 Ocean Street & 30 Wellington Street, Bondi
S96(8) application to modify Court’s 10/5/10 Orders—A slightly increased envelope to the 2 top levels of the eastern end of Wellington Street building (additional 2 units) and an additional level to the north eastern pavilion (additional unit)
Discontinued
350 Birrell Street, Bondi Refusal—Provision of hardstand carspace and new front fence to semi.
Discontinued
49-51 Fletcher Street, Tamarama
S96 (AA) - Modification to Court approved development including relocation of privacy screens, addi-tional excavation, window changes and provision of drying courts.
Appeal upheld in part
43 Frederick Street, North Bondi
Refusal—To construct a hardstand car space in front of the yard area
Appeal upheld with conditions
773-777 Old South Head Road, Vaucluse
Deemed Refusal—Demolition and construction of a 5 storey Mixed Use Development comprising a shop, 9 units, parking for 14 vehi-cles and a swimming pool
Appeal upheld S34 Agreement
73 Fletcher Street, Tamarama
Refusal—Alterations to front of dwelling for provision of hardstand carspace and new fence/gate
Appeal upheld with conditions
184-186 Bronte Road, Waverley
Deemed Refusal—Development application DA 646/2010 submitted on 16 November 2010 for alterations and additions to approved multi-unit housing development
Appeal dismissed
12 Lancaster Road, Dover Heights
Deemed Refusal—Construction of basement garages to approved dual occupancy
Appeal upheld with conditions
28 Bourke Street, Queens Park
Deemed Refusal—Construction of an elevated outdoor play area at rear and increase number of children to 51 to existing child care centre
Appeal upheld with conditions
3 Campbell Street, Waverley
Deemed Refusal—S96 modification to delete Condition and provide double garage and associated terrace at front of property
Appeal dismissed
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Property Issue Comment
84 Queens Road, Queens Park
Refusal—S96 modification to reduce pool, alter laneway development and increase basement area
Appeal upheld with conditions
70 Sir Thomas Mitchell Road, Bondi Beach
S96 Review of determination for alterations to studio, alterations to verandah and privacy screen to dwelling
S 34 Agreement
Tea Gardens Hotel 4A Bronte Road, Bondi Junction
Deemed Refusal –S96 modification to continue extended trading hours to 7am until 3am on Mondays to Saturdays and 7am until 12 midnight on Sunday for a trial period of 5 years
5/206 Hastings Parade, Bondi Beach
S96 modification to delete Condition No.2 to allow for new stair access to roof terrace
Awaiting final orders
6 Kent Street, Waverley Appeal against conditions 2(a) - 2(h) - Amended plans for alterations to existing dual occupancy, including attic room and roof terrace above garage
Appeal upheld in part—application to delete 2(e) is refused, Condi-tions 2 c, d, f & g deleted and
Conditions 2a, b & h modified in agreement
16 Barclay Street, Waverley Refusal—S96 modification to delete Condition 2(a) and retain size of front window
S34 Agreement
Arnold Street, Queens Park Deemed Refusal—Construction of 4 storey attached dual occupancy including basement parking
283 Military Road, Dover Heights
Refusal—S96 modification to delete deferred commencement conditions relating to rear setback and privacy screen
Appeal upheld
12 Glen Street, Bondi Refusal—Demolition of front portion of existing dwelling and erection of two storey addition including new garage
Discontinued
Class 1 Appeals carried forward from the 2009-10 Financial Year
Property Issue Comment
45 Gardyne Street, Bronte Refusal—S96 application to provide glass roof to terrace, modify planer to terrace new side gate and reconfigure stair, north boundary fence design and minor modifications
Appeal dismissed
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Class 5 Appeals to the Land & Environment Court 2010-11 There were no Class 5 appeals to the Land & Environment Court in 2010-11.
Property Issue Comment
85—87 Hall Street, Bondi Beach
Refusal—Alterations and additions combining two shops for a café/restaurant ad new signage
Appeal dismissed
1-1A Lamrock Avenue, Bondi Beach
Deemed Refusal—Demolition of existing building and construction of a 5 storey residential flat building containing 17 units and basement parking
Appeal upheld with conditions
105 Ramsgate Avenue, North Bondi
Deemed Refusal—Demolition of existing building and construction of a part 3/part 6 storey residential flat building comprising 3 units, 4 car spaces and 2 plunge pools
Appeal upheld with conditions
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F. Mayoral & Councillor Fees and Facilities Council’s policy on expenses and the provision of facilities for use by Councillors was revised in September 2010 and commenced on 14 September 2010. Under the provisions of this policy Council provides the following reimbursements and facilities to Councillors: • Maximum reimbursement of $173 per month for telephone, PDA and internet costs and expenses. • Reimbursement for registration, travel and accommodation costs to attend conferences, seminars or for other official council business. • Reimbursement of reasonable costs incurred for the care of their children, elderly, disabled or
sick. • Insurance cover for personal injury, professional indemnity and public liability. • Legal indemnity to cover reasonable legal expenses in relation to proceedings arising out of
their role/responsibilities as a councillor. Councillors also receive the benefit of the following: • Use of official stationery and access to Council’s photocopiers and fax machines to discharge their Council functions; • Word processing of official correspondence, subject to the prior approval of the General Manager; • Postage of official correspondence; • Meals on evenings of Council and Committee meetings; • Access to a shared workstation with phone and a printer at the council chambers; • Use of a four drawer filing cabinet or bookcase at home; • A personal computer with appropriate software and a separate phone line for the computer;
• A briefcase or mobile office case. In addition to the facilities provided to Councillors, the Mayor is entitled to receive the benefit of: • Use of a Council vehicle; • Secretarial and administrative assistance relating to the discharge of his/her civic functions;
• A mobile phone. In 2010-11 Mayoral and Councillor fees and expenses were as follows:
• Councillor Fees (including Deputy Mayor) $188,667.77 • Mayoral Fees $34,860.00
• Councillor Expenses & Facilities Costs $108,697.85 Councillors’ Expenses and Facilities Costs included $40,540 for sustenance and $35,083 for printing as well as the following items: (a) Office equipment - Rental $755.50 - Minor Equipment $1,232.73 - Landline/Internet Access $6,381.74 - Computer Leasing $615.24 - Maintenance $4,902.56 $13,887.77 (b) Telephone Calls - Mobile $2,047.94 - Landline $5,781.00 $7,828.94 © Conference & Seminars $21,036.05 (d) Training Expenses $84.34 (e) Interstate Visits $0.00 (f) Overseas Visits $0.00 (g) Spouse Expenses $0.00 (h) Child Care $1650.00
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Description Contractor/Supplier Contract Value
Civil Construction – Minor Works Tender Panel Ally Civil Pty Ltd Kelbon Pty Ltd Merko Services Pty Ltd Awada Civil Pty Ltd KK Civil Pty Ltd Stateline Civil
Dependant on Variable Work
Air Conditioning Maintenance (Multiple Sites) CBD Mechanical Electrical Dependant on Variable Work
Tamarama Picnic Shelter Construction Tender Garard Moulded Precast $180,000.00
Cleaning Tender – Multiple Sites
IPS Australia Pty Ltd $400.000.00 est. per annum
Construction of Waverley Child Care Centre Projectcorp $2,940,850.00
Construction of Waverley Pavilion National Buildplan Group $6,515,059.09
Exterior Concrete Works – Waverley Council Cham-bers
Structural Systems $134,279.00
Graphic Design Tender
Panel Go Media Circreate Metro Graphics Pty Ltd Salt Advertising Group Surveillance
Dependant on Variable Work
Insurance Brokerage and Claims Management Services
Willis Australia Pty Ltd $100,000.00 per annum
Re-Surfacing of Various Roads – Low Risk Bernipave Pty Ltd $381,374.00
Re-Surfacing of Various Roads – Low Risk EDI Downer $860,910.71
Construction – Roscoe Street Mall Upgrade Sam The Paving Man $345,813.97
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G. Employment of Senior Staff Council has five senior staff as identified under the Local Government Act. The total remuneration payable for senior staff in 2010-11 was: Salary $1,020,839.37 Superannuation $119,810.85 Fringe Benefits $38,718.55 Fringe Benefit Tax $37,171.07 The remuneration package for the senior staff in 2010-11 was: General Manager $263,262.16 Director Corporate & Technical Services $255,354.83 Director Recreation, Customer & Community Services $238,439.57 Director Planning & Environmental Services $214,777.92 Director Public Works & Services $228,341.69 Note the above remuneration packages contain the following: • Total value of the salary component of the package. • Total amount payable by Council by way of employer’s contribution or salary sacrifice to any superannuation scheme to which the member may be a contributor. • Total value of any non-cash benefits (note personal non cash benefits for motor vehicles are valued for this purpose by a formula used for calculating fringe benefit tax.) • Total amount payable by Council by way of fringe benefits tax for any non-cash benefits including items such as car parking.
H. Major Contracts Awarded by Council Council awarded 8 contracts in excess of $150,000 and four contracts in excess of $100,000 during 2010-11. The table below sets out the details of these contracts..
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I. Bush Fire Reduction Activities The Waverley Council local government area is one of the most densely populated and
urbanised areas of Australia and has few, if any, areas likely to be subject of bush fire activ-ity. No bush fire reduction activities were carried out by Council during 2010-2011.
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J. Multi-Cultural Services—Access & Equity Report July 2010— June 2011
Part 1- Supporting our Multicultural Community
Cultural Diversity Policy 2010-14 – progress report This policy is Council’s blueprint for action and sets out our commitment to the principles of multicul-turalism and social justice. We continued with the implementation of the 4-year action plan and achieved progress in all five key areas: • Leadership • Community Harmony • Planning and Engagement • Access & Equity • Economic and Cultural Opportunities Here are some of the highlights which illustrate examples of activities and events that occurred over the period July 2010-June 2011.
Objective 1 Leadership Multicultural Advisory Committee (MAC) Residents and service providers attended three committee meetings to provide advice and input into Council’s policy, services and community activities. One of the highlights for this period was the first Migration to Surf program held in March 2011 which the committee initiated. The event which introduced migrants to the beauty and dangers of big surf was generously supported by the Bondi Surf Life Saving Club and proved very popular. Community worker- Multicultural It was a busy year for our part time officer, working on many fronts. The cultural diversity action plan was finalised, MAC meetings were facilitated and collaborative activities resulted in popular and thought provoking events during Refugee Week. Internally, the position supports our language aides and assists with translations to improve our communications with CALD residents. Advocacy work included active involvement in the Inner Eastern Sydney Migrant Interagency (IESMI). This has resulted in a partnership with the Ethnic Communities Council to create a united voice for multicultural affairs - the Sydney and Greater Sydney Multicultural Interagency. Waverley has been a member of this working group and assisted with strategic planning, meetings and promotion. As a member of the Local Government Workers Network we received results of a survey on member councils’ activities in relation to multiculturalism. These findings showed that Waverley Council is actively promoting access to services for our culturally diverse communities. Housing Finding appropriate and affordable housing is a big issue in Waverley. Council’s community worker (older people and access) facilitates access to the Waverley Housing for Older People (WHOP) program and responded to many complex housing queries. Many of these interactions require the assistance of interpreters and translators. Last year’s figures showed that of 50 WHOP tenancies 33 tenants were of CALD background. Waverley Library The Library promotes cultural diversity through collections, programs and exhibitions. Various displays of posters, books, DVD & CD's were developed and installed to promote Reconciliation Week and Refugee week. Responding to community demand and changing demographics, the library holds a number of collections of community language resources, including books and audio-visual resources. The Library also borrows bulk loans of books from the State Library of NSW both to supplement our existing collections and cater to requests for resources in languages outside our collecting areas.
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This year some 50 boxes of books were borrowed in 20 languages. During the year 30,398 loans were registered from the Waverley collections (total of 6317 items) and State Library collections. Standardised cataloguing practices for community language resources will enable borrowers who use several libraries to access the collections more easily. The Library also produced a flyer aimed at seniors in early 2011 which highlighted our multicultural collection for older CALD residents. Waverley Community and Seniors Centre The Waverley Community and Seniors Centre looks back on another busy year with many people of CALD background having attended the more than 50 activities that were on offer. Programs at the Centre specifically targeting CALD residents included: a weekly Italian and Greek social group, social outings and weekly language classes offered in Spanish, French, Italian and German. Two Russian groups (Russian War Veterans and The Echo optimists). also held monthly meetings at the centre. Community Grants Council provided funds through the community grants program to assist community groups and agencies. Many of these organisations address the needs of people from culturally and linguistically diverse backgrounds as a priority. Child Care Centres & Family Day Care Respecting difference and valuing diversity is something we need to learn from an early age. Staff in our child care centres and Family Day Care created continually changing play environments that re-flect the cultural diversity of our community. Books, stories, songs and celebrations introduce children to various cultures and a photo wall visually describes the many different family backgrounds that are so typical of our diverse community. The delicious smells created during multicultural cooking activi-ties always draw hungry crowds. Parents are actively included in the activities and even taught the children to count in German, Spanish, Italian and Japanese. Family Day Care purchased a variety of music and books in Spanish, Italian, Hebrew, Arabic, and French reflecting the cultural background of the families in their service. Promotion Now in its second year, the colourful online cultural diversity newsletter continues to update our com-munity on Council’s activities in support of multiculturalism
Objective 2 Community Harmony Refugee Week in Waverley Refugee Week was celebrated through the screening of the 5th Annual Refugee Week festival held at the Waverley Community and Seniors Centre. Around 40 people attended this screening and we raised $100 for the film festival. Guest speakers were Judy McLallen and Hassan Sabbagh who shared their inspiring story of friendship and support which unfolded during Hassan’s four years of detention at the Villawood detention centre. It was an insightful evening. Council also developed a Refugee Week banner which was displayed at Council Chambers. Bondi Pavilion Cultural Services The Pavilion’s facilities are very popular with CALD visual and performing artists. This enables a range of cross cultural exchanges that often lead to employment opportunities, both within and outside Council. Regular classes run at the Pavilion over the past year have included various African Dance and Drumming, Argentinean Tango, Brazilian Capoeira, Indian Meditation and Movement , Malay Pecak Silat Martial Arts, Choirs and Latin American Dance. Assistance also includes advice, promotion and collaborations for individuals and groups in organizing their events which included this year the inaugural and very successful Shir Madness Jewish festival of music. The Bondi Pavilion Theatre regularly hosted productions by CALD companies. The Theatre is now being run by an independent resident theatre company who have agreed to program with Council’s cultural objectives in mind.
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Cultural Events Art Exhibitions The Bondi Pavilion Gallery provides exhibition space for 26 exhibitions per year. With more than 50% representation by CALD artists this past year, we exceeded our policy target of a third of artists rep-resented. The Pavilion Gallery collaborated with several artists and groups to present exhibitions to celebrate cultural diversity and Aboriginal and Torres Strait Islander Culture. Highlights included: • In Flight – a community participatory installation to coincide with the annual Festival of the
Winds Filipino/ Australian artists, Isobel and Alfredo Aquilizan using the concept of their work to reflect on migration and the experiences of dislocation and change
• Mantanguru Urukutu - From the Desert to the Sea- Indigenous and Torres Strait Islander pro-gram
• Made in Brazil with Brazilian Artist Leonardo Cremonese expressing the energy of his culture through his work and featured during the annual South American Festival
• Return to Homeground! Photographic artist Anne Zahalka presented a series of reworked photographic posters based on advertising imagery from 30s to the 70’s, commenting on cul-tural and social stereotyping and reflecting the changes in Sydney’s demography and lifestyle.
Music Programs Bondi Pavilion Music Programs caters for different age groups. A large proportion of participants come from diverse cultural backgrounds. For example, a song writing and recording project led by Pacific Islander Charles Lomu, worked again in 2011 with a group of young people from the Ted Noff’s Foundation. The Emerging Artist scheme seeks to offer recording opportunities to new and young artists and to ensure that a culturally diverse range of musicians are included. The School Holiday Programs The diversity of our culture is reflected in the Pavilion’s children’s programs. CALD tutors, and art forms from their cultures, continued to be well represented as part of the children's’ workshop programs. In July, as part of Waverley’s Naidoc Week celebrations, special workshops in Aboriginal style Batik were held catering for 100 children, plus a performance of traditional music and dance that involved audience participation in the stories and dance. Senior Citizens Concerts Bondi Pavilion hosts a series of monthly concerts for predominately frail aged senior citizens and a program to reflect the cultural diversity of the audience. This past year has included Spanish music and dance and an Eastern European gypsy band with Yiddish songs particularly catering for the eld-erly Jewish community. Community Festivals Annual community festivals with a particular cultural or Indigenous emphasis include:
• Festival of the Winds: September 2010 saw the 32nd anniversary of the very popular free community kite flying and multicultural festival, which attracted approx 40,000 people. The fes-tival celebrates diversity through kites, public art, music, dance and food from around the world. CALD and Aboriginal visual artists and performers were well represented throughout the festival.
• Ocean Pacifika (Ocean Care Day and Pacific Arts Festival): This free festival is run in Novem-
ber to celebrate and share information about our oceans and to attract the community with en-tertainment. Drawing on the natural link between the ocean and Indigenous and Pacific Island culture, the festival features traditional & contemporary music, dance, performance, arts, crafts, cultural displays and children's workshops from a variety of Pacific nations and Indige-nous Australia.
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• South American Festival 2011: This popular annual festival with over 2000 participants, pro-vides cultural exchange through a showcase and celebration of culture for our Latin American community. It features music and dance, with over 200 performers, arts, crafts, food and work-shops, with an emphasis on audience participation.
• Chanukkah A festival celebrated by the Jewish community to celebrate religious freedom and
national independence. Waverley Council hosted an event on 6th December 2010 at Council Chambers to celebrate Chanukkah. Leaders of the Jewish community, leaders and members of the general community and other religious groups of Waverley, were in attendance along with Councillors and Council staff to celebrate this event, which is also known as the Festival of Lights.
• Russian Victory Day
On 9 May 2011 a memorial service was held at Waverley Park and attended by a wide cross-section of the Russian community to commemorate the victory of the forces of the former So-viet Union at Berlin on 9 May 1945. This date marked the anniversary of the Russian Victory Day. It was attended by the Consul-General of the Russian Federation, and representatives from the NSW Association of the World War II Veterans from the Soviet Union, Horizon News-paper, the Russian Ethnic Community Council of NSW, members of Parliament, Waverley Mayor and Councillors.
Objective 3 Planning and Engagement Social Planning Council negotiated a new agreement with the Melbourne based company ID to provide online access to 2011 census data as soon as it becomes available. ID specialises in census data analysis and is the supplier of our online interactive Community Profile and Social Atlas. In the last ABS Census in 2006, 35% of Waverley’s population of 61,000 indicated they were born overseas, while 18% were born in a country where English is not the first language. Russian was the language most commonly spoken other than English (2%). Non-English speakers were over-represented in the 65+ age category. More than half the speakers of Hungarian, Polish, Italian and Greek, and a third of Russian and Ukrainian speakers were over 65. Planning for the new Waverley Park Pavilion Planning for the future operations of the new Waverley Park Pavilion included active consideration of the needs of our culturally diverse community. For example, through the EOI process, potential sports club licensees for the Waverley Park and Pavilion were asked to demonstrate how equity issues were being addressed. Using ethnic media to reach out At regular intervals during the year, the Mayor’s column was translated and placed in the Horizon (Russian) Community Newspaper. Media releases and story ideas were also shared with Russian and Jewish papers. Engaging local CALD business owners- Graffiti removal project The Wipe Out graffiti removal project was rolled out in Oxford St and Waverley Mall from July-Dec 2010. The information resources were translated into Chinese, Korean, Thai and Japanese, with Vietnamese added as a new language. The translation of this package has assisted with engaging both business owners and the community to take initiatives in learning how to remove graffiti form their properties.
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Objective 4 Access and Equity Waverley Housing for Older People (WHOP) was again advertised through ethnic media to target CALD residents. 33 of 50 WHOP clients identify as being from a CALD background. Parks and Sporting Fields Jewish associations and other multicultural groups regularly use Council parks for various sporting, social and religious occasions. Mizrachi Synagogue used Barracluff Park as a pathway to the synagogue in September. Yeshiva College used Barracluff for a religious festival. Kesser Torah College used Rodney Reserve for playing, lunch and sports during its renovations. Maccabi the Jewish association of sporting club continued to use various soccer fields. The Multicultural Bocce Association played in Waverley Park twice weekly. Three Gaelic football/hurling teams Clan Na Gael, Cormac McAnallan and the Central Coast used Waverley Park fields for training. Mill Hill Centre A number of culturally diverse groups access the Mill Hill Centre including the Russian Veterans Group and social club, Jewish Care and the Association of Jewish Engineers who organised English classes for Russian speakers Media and Communications Language Aide Service Council maintains a pool of accredited language aides. These staff members receive an allowance when they provide services that assist Council officers in their communications with residents from a non English speaking background. The pool currently consists of seven language aides, available to provide communication assistance in the following 8 languages: Cantonese, Japanese, Mandarin, Polish, Portuguese, Russian and Spanish. In 2010-11, language aides provided 90 recorded instances of use. Translating & Interpreting The Translating & Interpreting Service (TIS) was used 40 times in this period for the languages Russian, Greek, Spanish, Polish, Cantonese, Italian, Korean, Japanese and Mandarin. The standard message on how to contact Council with the help of TIS continues to be used regularly on Council materials and community newsletters. Key points from Waverley’s community newsletter Waverley in Focus were translated into Hungarian, Chinese, Spanish, Greek and Russian and included in the Newsletter. The Volunteering Brochure and Waverley Community & Seniors Centre brochure were translated into three languages distrib-uted widely. We often use cultural networks to promote events and encourage a broad representation of multicul-tural groups. For Council run festivals and activities all newspapers and radio stations across Syd-ney are contacted and sent promotional material as well as specific targeting of media and networks specific; eg for the South American Festival, all Spanish/Portuguese speaking press and radio is con-tacted and sent promotional material. All festival signage is translated into Spanish and a Spanish speaker on staff, is on hand to assist with information. Training for Council staff As part of Council’s induction training, all new council staff received mandatory training on Equal Em-ployment Opportunity (EEO))/harassment and bullying prevention training during 2010-2011. All ex-isting staff regularly undertook online refresher courses to update their knowledge and skills in this area. Council also provides literacy support for staff from non English speaking background (NESB) via accredited language aides and interpreters. Customer service training is provided for all front line staff which includes information on communicating with people from NESB.
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Cultural Diversity Training In 2008 Council developed a one day training program, called Working with Difference, incorporating cultural awareness training for all new front line staff members. The pro-gram was developed in response to staff feedback, and in consultation with training specialists as well as specialist staff members. At the end of June 2011, 53 staff members at Council have com-pleted the Working with Difference course. The Sydney Eruv Council maintains various sections of the Sydney Eruv which are situated in the Waverley LGA, including the railings and flag posts along Bondi Beach Promenade. This virtual fence, symbolises the community, and defines the area within which orthodox Jewish people are able to undertake vari-ous outdoor activities on the day of the Sabbath (Saturday). Without the Eruv orthodox Jewish people would be restricted to staying inside their homes on the Sabbath.
Objective 5 Economic & Cultural Opportunities Employment At the end of June 2011, 12.6% of Council’s workforce of 659 people identified themselves as being of CALD background. Waverley Council employs a part time community worker three days per week to support resource and advise the organisation on policy issues and best practice in relation to cultural diversity and multiculturalism. The Community Worker -Multicultural will partner with Human Resources and other divisions to deliver initiatives to raise the profile of CALD employees as part of the Equal Employment Management Plan 2011/2015 which was drafted during 2010-11. As part of our commitment to great customer service Council maintains a language aide scheme with seven accredited language aides (covering eight languages) who receive payment when they use their language skills to assist with communications. Council also pays for testing and training involved in becoming a language aide. Harmony Week & Deliciously Diverse foods Bondi Junction Place Management continued the Deliciously Diverse program which involved over 15 food outlets in Bondi Junction offering special meal deals in celebration of Harmony Week. Global Table was integrated into Harmony Week festivities this year and was promoted under the theme of ‘Everybody Belongs in Waverley’. Colourful flags were produced featuring this slogan and displayed along the promenade in Bondi Junction. Citizenship Ceremonies Council conducts monthly Citizenship Ceremonies, welcoming an average of 50 new citizens a month. New citizens come from a range of countries including the UK, South Africa, Sweden, Germany, Italy, Ireland, Korea, Japan, India, Malaysia, and China. Local members of Parliament, Councillors and community groups join the Mayor in a ceremony to welcome the new citizens, and their families and friends. The monthly ceremonies are held at Council Chambers.
Part 2—Aboriginal and Torres Strait Islander Programs and Service Delivery Part 2 of this report sets out Waverley Council’s initiatives/activities in relation flowing from the Aboriginal and Torres Strait Islander Access and Equity Policy (1999), and ATSI action plan. Council is commitment to Reconciliation through action and the Action Plan sets out specific, measurable ways of working with Aboriginal and Torres Strait Islander people. Highlights in 2010-11 included: Employment, staff profile and training
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At the end of June 2011, 1.4% of Council’s workforce of 659 people identified themselves as being of ATSI background. There is a significant representation of employees at Council who identify themselves as being of ATSI descent compared with Council’s local government area. Five Council employees used their NAIDOC entitlement as a public holiday in 2011. Waverley Council’s part time community worker helps us address the needs and issues of multicultural and ATSI communities in the Waverley LGA. As part of this role, the officer provided information and advice on Aboriginal community issues and cultural protocols and engaged with the local Aboriginal community to exchange information on Council projects and programs. The worker also established and maintained relevant networks in our neighbouring local Aboriginal communities, La Perouse and Redfern. Internally, the multicultural worker provided input into the draft Equal Employment Management Plan 2011/2015 and will partner with Human Resources and other divisions to help deliver the Action Plan. This plan includes initiatives to raise the profile of ATSI employees at Council and to encourage people who identify themselves as ATSI to work at Council. Council’s Working with Difference Training Program included education about local Aboriginal heritage, and working with Aboriginal people.
Protection of Aboriginal engravings at the Bondi Golf Course In 2009, Council developed a landscape plan for the area surrounding the Aboriginal engravings located in Bondi Golf Course. The aim of this project is to beautify the area and to ensure protection of the carvings. Planting of native coastal heath plants occurred in December 2010. These plants are known for their tolerance of the windy coastal conditions. One of the plants used is Lomandra which is a low tufty plant traditionally used by Aboriginal people for weaving carry baskets. An initial maintenance program was completed in 2011. Aboriginal Heritage Study Council prepared a study of Aboriginal Heritage in 2009. The study's key findings and adopted rec-ommendations were implemented through the Waverley Planning Review by inclusion in the draft Waverley Comprehensive Local Environmental Plan. Council endorsed this draft plan for public exhi-bition in December 2010 and is now awaiting certification by the Director General of the Department of Planning and Infrastructure to permit public exhibition. Reconciliation Week 27 May-3 June 2011 Waverley Council is an active member of the Eastern Region Local Government Aboriginal and Torres Strait Islander (ERLGATSI) Forum. The forum held the Pauline Mcleod awards and art competition at the Redfern Community Centre. There were seven award winners this year for their efforts in reconciliation. They were: • Merindah Donnelly, • Aunty Elaine Russell, • Aunty Barbara Simms-Keeley, • Sharron Smith and Hoda Kobeissi, • Peter Henne, • Melinda Leves. Many staff across Council venues participated in Reconciliation and Naidoc Week activities: • Waverley Library hosted an exhibition of artworks from the Pauline McLeod Art Competition for
a week in the Ground Floor exhibition • The Local Studies Librarian wrote an article for Council's quarterly newsletter Waverley in Focus about the Waverley area's Indigenous heritage. This newsletter is distributed to over 30,000 homes in the Waverley LGA and served to highlight Reconciliation Week • The Library also purchased You Plus Me Equals Us from the Reconciliation Week online shop
for the Library display. Official Reconciliation Week posters were arranged as part of the dis-play as was the Aboriginal Flag.
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NAIDOC Week celebrations At Bondi Pavilion In July, as part of Waverley’s Naidoc Week celebrations, special workshops in Aboriginal style Batik were held catering for 100 children, plus a performance of traditional music and dance that involved audience participation in the stories and dance. Mantalanguru Urukutu - From the Desert to the Sea Throughout January 2011, in collaboration with Maruku Arts, Ulhuru, Council hosted an exhibition and cultural exchange at Bondi Pavilion. The exhibition featured works by the Indigenous storytell-ers, artists and craftspeople of the Central and Western Deserts who live in communities located to the south, east and west of Uluru. In artistic workshops for children held as part of the Pavilion’s School Holiday program and presentations for the general public, Anangu artists Rene Kulitja – fa-mous for her painting on the Olympic Games QANTAS plane, and Janet Inyika introduced tourists and our community to Anangu culture and the desert landscape by sharing their artwork, stories and experiences. Public art For NAIDOC Week 2010 contemporary aboriginal artist Walangari Karntawara created a large sand painting in the foyer of Bondi Pavilion. Over a five hour period he worked with onlookers from the community, including children, CALD, seniors, tourists and locals to create the painting. He told sto-ries of the dreaming of his people (Central Western Desert) engaging the audience to help him put the painting together. The final sand painting was 3 m x 4 m and was a colourful community piece celebrating traditional culture and it’s place within contemporary society. Oxford Street Naidoc celebrations On 9 July, various indigenous performance and craft activities featured on Oxford Street Mall to cele-brate Naidoc Week. Special dance and story telling by Walangari with families being encouraged to decorate custom wood boomerangs with native art painting. The story telling performances featured Aboriginal culture as it travels throughout the world. NAIDOC activities in the Library In support of NAIDOC Week the library offered a series of activities and promotions. A prominent display of books, DVDs and CDS with an Indigenous theme was assembled for NAIDOC Week in the Adult Library. Council purchased screening rights to the movie 'Our Generation' which was screened in the Waverley Library Theatrette on Tuesday 26 May at 7pm, together with food and drinks. This free public screening was extremely well attended with around 50 people turning up to see the movie and hear more about Reconciliation Week. Ocean Pacifika Festival & Walangari Following the success and positive feedback from the NAIDOC sand painting Walangari returned to the beach on Sunday the 28 November as the centre piece for the Ocean Pacifika Festival day. In a large marked area in the centre of Bondi Beach he created an enormous sand painting of the ‘Songlines’. He created the colourful sand painting over a four hour period with the help of festival visitors and visitors to the beach. He explained the importance of the ‘Songlines’ in aboriginal culture. The ‘Songlines’ are the dreaming tracks, and foot prints of the ancestors. The ‘Songlines’ follow spe-cific land formations and paths and are considered to be the ‘Way of the law’. Hundreds of people participated in the project, with the ‘Songlines’ painting viewed by thousands. At the end of the day Walangari invited the community to be part of the ceremony to break the painting up and scatter it across the earth. Consultation, Planning & Promotion Eastern Region Local Government Aboriginal and Torres Strait Islander (ERLGATSI) Forum Waverley Councillor Wy Kanak continued to chair the ERLGATSI forum. Council’s consultation proc-ess with ERLGATSI members has begun to finalise work on the Reconciliation Action Plan. This has
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included meeting with Reconciliation Australia, Reconciliation NSW and the Randwick Aboriginal Ad-visory Committee. The forum agreed on the consultation strategy which will see Botany, Randwick, Waverley and Woollahra councils all working together to progress consultations with the La Perouse Community Alliance and Land Council. Acknowledgment of Aboriginal heritage Council’s 2011 draft Plan of Management on Thomas Hogan Reserve in Bondi featured a section on Aboriginal heritage and acknowledges the traditional owners of the land. Promotion The multicultural worker maintained an active email list to help disseminate information and promote Aboriginal events and to keep community members abreast of emerging issues and current affairs.
Part 3— People with Disability, Older People and Homeless People with a Disability A new disability Access and Mobility Policy and Action Plan 2011 - 2015 was drafted. The policy acknowledges Council’s role in reducing and removing barriers to an accessible and inclusive envi-ronment and the need to work in partnership with the community and other agencies to improve ac-cess. Implementation of the action plan will begin in the later part of 2011 once endorsed by Council. Council continued to operate the Waverley Community Living Program. This service provides me-dium-term and time limited subsidised accommodation, independent living skills training and transi-tion support to enable people with mild intellectual disability to move towards independent living in the Waverley community. Council supported 17 people with disability over the year and the program continues to operate well above our current full capacity of 12 people with disability. Council also offered 9 subsidised rental accommodation places for people with mild intellectual dis-ability. As in previous years, all of these places were filled in 2010 -2011. More than 70 ‘Learning for Life’ courses were also conducted during the year which included two weekend courses. Homeless The Waverley Homelessness Coalition was established during 2010 to address the needs of home-less people in Waverley. Membership comprises of over a dozen agencies that have contact with homeless people in the area. The coalition is convened by Council who take a lead role in co-ordinating responses to homelessness in Waverley. Services for Older People Council continues to provide 56 units of social housing for older people and 3 units for people with a disability. The Waverley Housing for Older People (WHOP) program was advertised in Greek and Italian newspapers. Seniors Week was celebrated with a fair day in Oxford St Mall and a program of arts and cultural ac-tivities held in partnership with local community services. Five events ran at full capacity, with over a hundred people attending a Share Translate and Celebrate event and Senior’s Singers concert. Council continued to support a number of community projects that aim to benefit older people. For example, Council assisted St Vincent’s Community Health to launch and distribute the Strengths of Older People Living Alone booklet. The booklet provides tips for successfully living alone based on the stories and experiences of local residents. Council staff convene the Aged Services Interagency and participate in the Eastern Area HACC Fo-rum and Disability Interagency. Waverley’s Community and Seniors Centre continued to provide weekly social and physical activi-ties and low cost health services to people over 50, to Home and Community Care (HACC) clients
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and to culturally and linguistically diverse groups (CALD groups). In 2010/2011 an average of 1700 people per month participated in programs and activities at the Centre. And over 50 social, health and lifestyle programs and activities were conducted at the Sen-iors Centre each week during the year. These included health & lifestyle programs (Tai Chi, Yoga, Pilates etc), educational/social activities (scrabble, painting & drawing, language classes etc), health therapies (foot and remedial body massage, Bowen and podiatry) and Home and Community Care (HACC) funded activities inclusive of transport to our seniors including bingo, gentle chair exercises, social meetings and weekly social outings. Other activities included monthly coach tours, monthly CALD social functions (Russian, Hungarian, Italian & Greek groups), an annual program of special events and seminars and two holiday tours were also organised for our members. The Centre also had building upgrades completed to improve accessibility for all including the instal-lation of automatic doors at the entry point and an upgraded kitchen to allow increased options for use. These were provided with some funding assistance from the Ageing, Disability & Home Care State Government agency. At the Bondi Pavilion, more than 50 activities were held each month for older people, homeless groups and people with a disability. These included weekly music and ceramic workshops, free monthly concerts held for frail aged seniors, fitness and yoga classes and the provision of subsidised venues for disability and community service groups including Junction House, AA, MS Society and Norman Andrews House. The Home Library Service continued to promote the service to the Waverley community through retirement and nursing homes, doctors, carers’ agencies, as well as local papers, Waverley in Focus and Customer Service Centre visual display The Meals on Wheels and Shopping Service continued to provide nutritious meals for older peo-ple, people with a disability and their carers living in the Waverley area. There was an average of 80 meals delivered daily over the year, which is a slight decrease from the previous year. A review has been completed to address the decrease in numbers and will be actioned in 2010/2011. The number of older residents using the home internet shopping service did not meet the demand anticipated with many residents preferring assisted shopping which has seen a significant increase in numbers com-pared to previous years. An expansion of this service is being considered as part of the actions com-ing from the service review.
K. Works carried out on Private Land
Council undertook the following work on Private Land during 2010-11: • Cleaning 387 sewer chokes as a result of Council owned trees. • Removing graffiti from fences, gates, garage doors and walls. 191 reports were acted upon during 2010-11.
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L. Contributions & Donations The following contributions and donations were made by Council during 2010-11.
Anglicare $3,000.00
Aus Civics Preview Screening for the Constitution $500.00
Australian Kite $8,000.00
Bondi Public School $3,000.00
Bronte Public School $3,000.00
Chabad Lubavitch of Sydney $3,000.00
Clovelly Public School $3,000.00
Dept for Old Age Psychiatry POW Hospital $750.00
Life Education NSW $2,000.00
Point Zero Youth Service $2,000.00
Sculpture by the Sea $10,000.00
Sculpture by the Sea – Prize Value $5,000.00
St Vincent’s Community Health $3,000.00
Sydney Talmudical College $3,000.00
Taronga Zoo – Zoo Friends $725.00
The Actors’ Forum $1,000.00
The Constitution $500.00
The Lighthouse Community Inc. $3,000.00
UN Youth Association 2011 $500.00
VIM Incorporate $3,000.00
Waverley Youth $3,000.00
Small Grants
Subtotal 60,975.00
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Community Grants
Bondi Beach Cottage $7,049.00
Bondi Beach OOS $2,282.00
Bondi Community Street Project $42,970.00
Bondi Toy Library $15,797.00
Carols at the Pavilion Fundraising for Norman An-drews House
$1,002.00
Eastern Area Tenants Services (EATS) $14,734.00
ECHO Neighbourhood Centre $16,529.00
Francis Street Playgroup $818.00
Galilee Catholic Primary School $50.00
Junction House $34,399.00
Mindfields $318.00
Norman Andrews House $31,954.00
Randwick / Waverley Community Transport $15,900.00
St Catherine’s School $50.00
The Lighthouse Community Inc. $9,540.00
Waverley Action for Youths Services (WAYS) $64,938.00
Waverley Art Prizes – Total Value $7,000.00
Waverley Randwick Philharmonic Society Inc. $3,700.00
Waverley Bondi Beach Band Inc. $4,000.00
Youth Week Activities – Waverley Youth $2,745.00
275,775.00
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Community Grants (Round 2)
Bondi Writers’ Group $1,500.00
Dance Ability Australia $3,000.00
Eastern Suburbs Poetry Group $1,000.00
Irish Australian Welfare Bureau Resource Centre $1,320.00
Jewish House Ltd $3,000.00
Kind Kids Project $3,000.00
Lions Club of Bondi $3,000.00
Sir Roden & Lady Cutler Foundation $3,000.00
The Lighthouse Community Inc. $3,000.00
Transition Sydney $3,000.00
Subtotal 24,820.00
Surf Clubs
Bondi Beach Surf Club $15,000.00
Bronte Beach Surf Club $15,000.00
North Bondi Surf Club $15,000.00
Tamarama Surf Club $27,500.00
Subtotal 72,500.00
Total Donations 2010-11 $434,070.00
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M. Humans Resources Activities undertaken by Council during 2010-11 RISK MANAGEMENT Operational Risk Management Initiatives Key initiatives for managing operational risk included: • Completion of draft Cash Handling Procedure and Armed Hold-up Awareness Training to re-
duce the risk effects of hold-up across all at risk work areas. Occupational Health and Safety Activities The OHS Management System strategic plan continued to be implemented and the following pro-jects were conducted: • Development of an online Contractor Induction program. • Completion of Workers Compensation Claims Management and Injury Management Proce-
dure. • Completion of implementation of the First Aid Procedure. • Completion of reviews across all sites for Hazardous Substances and Emergency Prepared-
ness Manuals. • Completion of high risk area risk reduction plans including running of the Back Safe Manual
Handling Program across Public Works and Services.
HUMAN RESOURCE STRATEGIC PLAN ACTIVITIES
• HR team restructure finalised. The new partnering structure involved the creation of a third HR Partner. The restructure focused on splitting the partnering relationship for Corporate and Technical Services and Public Works and Services Departments to address the volume of reactive works in these two Departments and to ensure that each Partner is able to undertake strategic work.
• 79 recruitment drives undertaken.
• Development and implementation of Flexible Work Guidelines. The guidelines provide clarity about work performed outside the normal span of hours and the arrangements that apply in these circumstances. The guidelines also introduced a standardised timesheet for staff to record hours of work to improve compliance.
• Integration of Council values into recruitment documentation including letters of offer, interview questions and position description template.
• A review and audit of staff establishment in the CHRIS21 payroll system was undertaken which led to accurate reporting of our actual staff numbers.
• Commenced CHRIS 21 employee self service project to be implemented in 2011/2012. Job Evaluation Project - Forty-six positions were reviewed across organisation which created a benchmark framework to enable a grading review across the organisation. Salary group outcomes were endorsed by the Executive Team and incrementally reviewed by our Award and Remuneration Committee and Consultative Committee.
Forms updated to reflect changes in the Local Government (State) Award and the Waverley Council Conditions Enterprise Agreement 2010.
Briefings held with Divisional Managers to improve compliance and understanding of changes to Lo-cal Government (State) Award and the Waverley Council Conditions Enterprise Agreement 2010.
• Reviewed excess leave balances for staff and implemented strategy to reduce Council’s leave
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liability.
• Four Junior Engineers appointed for rotational trainee program to work within Public Works and Services and Corporate and Technical Services Departments. Monitoring of industrial relations issues and necessary adjustments were made to Council processes. Monitoring and recording of performance issues through our HRIS system. Reviewed advertising strategy for external vacancies. Developed relationships with suppliers/agencies and changed method of recruitment advertising to reduce costs. ORGANISATIONAL DEVELOPMENT 1. Implementation of Councils Workforce Plan years 2010 to 2011 Council’s four year Workforce Plan (WP1) will endeavour to build an organisational culture and work-force that can meet the service delivery expectations for medium and long term which continues to attract and retain great staff. With a high performing culture Council will strengthen its relationship with the business community and other partners to deliver services efficiently and to a high standard. The implementation of the Workforce Plan commenced in July 2010:
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Workforce Plan 2010/2011 projects
Workforce Plan end of year results
RECRUITMENT & RETENTION
Review four-year recruitment plan and recruit in line with annual priorities (1A 1.1)
Achieved
Develop and implement guidelines for flexible work arrangements (1C 1.1)
Achieved
Update position descriptions to reinforce values and safety responsibilities (1E 3.1)
Position Descriptions - the template have been amended to reflect Council's Values and Safety Responsibilities - Achieved Existing Position Descriptions are being amended to reflect Council's Values and Safety Responsibilities - Partially Achieved
REWARD & RECOGNITION
Develop reward and recognition program for com-ment and finalisation (2A 1.2)
Achieved
CAREER PLANNING & PROFESSIONAL DEVELOPMENT
Review skills improvement plan as set by Senior Management Team for 2010- 2014 to determine priorities to integrate into annual learning and de-velopment schedule (3A 1.1)
Achieved
Deliver annual learning and development schedule (3A 1.2)
Achieved
Review and improve technical applications and specialised systems training program (3A 2.1)
An online induction tool has been developed and shared with SMT. Annual target – Achieved
Review demographic trend data to identify priority areas for career planning (3B 1.1)
Reporting schedule has been set up – Not achieved
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PERFORMANCE MANAGEMENT
Brand values - Integrate new values into documentation and performance systems across council (4A 1.1)
The training and organisational development area has introduce them into:- Course materials, all training power points, induction, all training invites, posters, awards, course guides and section communications. A values session was rolled out to all staff. The human resources team has introduced them into the Council’s advertising and interview process. The performance agreement template is being amended to better reflect the values. Phase one is complete – Achieved
Continually improved the quality and delivery of Balanced Scorecard measures and targets delivered (4A 2.1)
Achieved
Roll out updated 360 degree feedback process to the Senior Management Team (SMT) every 12-18 months (4A 4.1)
First take has been undertaken. The SMT group to refresh commitments at early SMT in 2011 and do a re-take in early 2012 – Achieved
ORGANISATIONAL DEVELOPMENT
Participate and implement SSROC measures to drive efficiencies (5A 1.1)
Attended all meetings. Participating in any proposed actions – Achieved
Undertake business process reviews and improvement initiatives as programmed (5A 2.1)
14 initiatives 9 achieved 1 partially achieved 4 not achieved
Undertake reviews and revisions of Enterprise Agreements as scheduled and required to increase productivity (5A 4.1)
The Waverley Council Conditions Enterprise Agree-ment 2010 was introduced on 31 August 2010 – Achieved
Negotiation of a new Resource Recovery Enterprise Agreement was delayed – Outside control
Develop and implement improvement plans to address areas which received ratings below target (5B 1.2)
Improvement plans developed. Will do a retake in the early part of the new financial year with relevant areas – Achieved
Update and promote stakeholders on the progress of improvement initiatives (5B 1.3)
All the data shared with the SMT group. A final improvement measure will be incorporated into the coming BSC - Partially achieved
Undertake internal customer satisfaction surveys and develop plans as per schedule (5B 2.1)
Completed internal customer satisfaction surveys for Business and Properties and for the Mechanical Workshop – Achieved
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Workforce Plan end of year results
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ORGANISATIONAL DEVELOPMENT
Improve rating of internal customer satisfaction surveys until the satisfaction targets are attained by each participating area (5B 2.2)
The Executive Team have decided to take the retake in early 2012. All preparations for the survey have otherwise been completed. Roadshows will be coordinated by each individual Department – Partially achieved
Report on effectiveness of the above survey program to Executive Team (5B 2.3)
Staff resourcing changes made it difficult to achieve this task – Not achieved
Develop and implement a review schedule for key policies and workforce related plans (5C 2.1)
Achieved
Embed new CHRIS system (5D 2.1) Achieved
Workforce Plan 2010/2011 projects
Workforce Plan end of year results
Workforce Plan - Continuous Improvement Reviews and Initiatives. As part of the Workforce Plan a number of sections within Council were require to undertake service reviews or improvement initiatives: Summary of activity 14 initiatives 9 achieved 1 partially achieved 4 not achieved Detail of 2010 – 2011 reviews and improvements
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Depts
Projects or initiative
Status of improvement initiatives
GMU
Undertake Internal audit. Achieved The inaugural Waverley 2010/11 Audit Plan was completed to 80% of the original reviews planned. The reviews that were completed this year included: Budgeting; Cash management (Part 1); Developer contributions – S94A; Domestic waste services; General insurance; On street parking; Payroll; and Property management The reviews have been well received and participation has been professional by all affected staff. Furthermore, Management has been very supportive of the internal audit function in meeting it objectives in an effective and timely manner.
Develop contingency plan for future service delivery and staff establishment based on outcome of rate variation application.
Partially achieved – The rate variation was determined in March 2010. The Councillors have developed a process to develop that plan based on the outcomes of the variation which is due for completion in November.
RCCS
Relocation project - Ebley St Family day care centre to new location.
Achieved
Review impact of state-wide standards and impact /solutions on childcare centres.
Achieved. Review completed by the Children’s Services Manager. Process included participation in industry consultation and education sessions and interagency forums. Staffing impact also identified and addressed for the roll out of the new standards over the next several years.
Job re-design at Bondi Pavilion to respond to the creation of the Resident Theatre Company.
Achieved. New staff structure and recruitment completed and work plan tasks clarified with all staff. Working and communication systems and procedures now in place for linking with the Resident Theatre Company.
Implement coordinated program plan-ning sessions for cultural services.
Achieved Project completed as per mid year report.
Affordable housing - Create a fully functioning Advisory Committee that augments the internal skill set and provides invaluable technical assistance.
Achieved Council’s newly established Housing Advisory Committee met throughout 2010, and made recommendations adopted by Council in February 2011.
P&ES
Develop and implement a business and community partnering strategy in or-der to assist with the implementation of EAP2
Achieved In August 2010, Environmental Services in conjunction with Council's Communications Team and our Environmental Sustainability Advisory Committee developed an Environmental Communications Strategy. The strategy was developed in August 2010 and was adopted by ET in October 2010. The strategy specifies the groups we need to work with and the strategies that can be employed to achieve our desired outcomes.
Agree and implement succession planning/knowledge transfer schedule annually
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C&TS
Review the function of corporate planning and governance in the light of Integrated Planning & Reporting Reforms
Achieved The position of Divisional Manager Governance Administration and Executive support has been re-designated to that of Governance and Integrated Planning. A new structure was developed and is currently being implemented.
Implement recommended actions for image and morale in Parking Services for on-street services.
Not achieved An external contractor engaged to review the parking services area and provide recommendations in the coming year.
Cemetery business plan is in pro-gress. Review findings to determine final staffing requirements
Not achieved Not completed due to unforseen circumstance. This project will be completed in the 2011-2012 year.
Establish an IT system and software control group to monitor systems change, usage and skill development strategies
Achieved.
PWS
Create a team to maintain landscape traffic calming devises in P&OSO
Not achieved Not occurring due to budget constraints
Depts
Projects or initiative
Status of improvement initiatives
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Balanced Scorecard results The senior management team utilizes a planning tool called the Balanced Scorecard to assist in pri-oritising, scoping and completing key activities. These activities are derived from Councils four year delivery program and related plans. The table below provides a summary of targets achieved:
Staff Survey Every 3-4 years Council undertakes an organisational wide survey. The survey is designed to sup-port the principles of Business Excellence survey. A re-take of the survey is due in the coming 12 months. The re-take was postponed by 12 months to 2011-2012. In 2007 the key messages can be summarised as follows:- What we do well...
• I am well trained to do my current job • I am clear of what is expected of me in my job
• Overall, I am satisfied with the results of my work • The person I report to is clearly committed to providing quality service
Where we need to improve…
• Council is not doing a good job at retaining its most talented people • Council does not encourage good performance and recognises and rewards staff with
things other than money • Our information systems:- Helpdesk, Control Docs, Finance 1, TRIM are not valuable and
easy to use • Communication between departments is not good
In response to the key findings in the 2007 survey the Senior Management Team and staff have im-plemented the following improvements:
• To improve our internal staff monthly newsletter, Pipeline, by making it more staff friendly and focused, interesting and fun.
• Council’s website has been updated and is much easier to navigate.
• An online induction has been created. • CHRIS 21 (HRIS System) has been implemented. • Powerview (as part of Finance One) has been launch. • All relevant staff have been re-trained in Service Desk. • Controlled Docs has be reviewed and improved it is easier to navigate, up-to-date and
generally much more user friendly. • Exercise programs for example Pilates and Fitness classes have been put in place and
are very well attended. • There are annual staff awards at both departmental and organisational levels. Previously
Council only held organisation wide awards.
Organisation Wide Balanced Scorecard Targets
Years Achieved / Exceeded
Partially Achieved
Not Achieved
Outside Control
Total % Achieved
2007-08 312 57 33 12 414 75%
2008-09 342 48 26 14 430 80%
2009-10 375 33 16 38 462 81% 2010-11 293 33 20 76 422 71%
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• The General Manager invites nominated and high performing staff from all sectors of Council to quarterly lunches.
• All staff had the opportunity for input in the development of Councils new values. • An online exit interview mechanism has been put in place. • Council now offers a scheme for staff to purchase public transport tickets annually. This
facility offers savings of up to 23%.
THE LEARNING AND DEVELOPMENT SCHEDULE
The Learning and Development Schedule for 2010/2011 looked at efficiencies and opportu-nities for our team to conduct further in-house training enabling expansion of our suite of management development programs and job specific training.
One of the key additions to the schedule was the introduction of the new Diploma of Gov-ernment (Management) as part of leadership and management development. New initiatives introduced in 2010/2011:
• Development and roll-out of an Online Induction Program for new starters and existing staff, introducing Waverley’s key systems and documents.
• Introduction of Diploma of Government (Management) as an addition to our management and leadership program aimed at Managers and aspiring Managers who have little or no formal management training.
• All staff customer service staff attended training in Exponare. • Consolidation of mandatory training. All staff will complete refresher training between the
months of August – December 2011. This has created cost savings and efficiencies in the Learning and Development Schedule as well as easing the disruption for each department. Subject areas include:- Our Values, Harassment and Bullying, Ethics and Drug and Alcohol re-fresher training.
New programs introduced in 2010/2011:
• Exponare to Customer Service Staff • Social Media Training • Powerview Enquiry • Powerview Budget Amendment • Diploma of Government (Management) • GIPA Training
• Negotiation Skills • Event Management Programs delivered:
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Category Topic
Compliance GIPA
Desktop Training Adobe Indesign
CHRIS
Creating Complex Documents
Excel Intermediate
Excel Advanced
Exponare Enquiry
Financeone – Introduction and General Ledger
Financeone – Raising Purchase Orders
Lotus Notes
Pathway
Photoshop
Powerpoint Introduction
Powerview Enquiry
Powerview Budget Amendment
Service Desk
TRIM
Word Introduction
Word Intermediate
Word Advanced
Induction
Waverley Council Corporate Induction
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In addition to the above programs, many staff attended job specific training as required in their role and in line with the needs of their division. Others continued their learning and development through our studies assistance program.
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EEO ACTIVITIES UNDERTAKEN DURING 2010/2011: Waverley Council has had a series of Equal Employment Opportunity (EEO) Management Plans since they were first required by the Local Government Act in 1993. The current EEO Management Plan (2006 – 2010) was adopted by Council’s Executive Team in April 2006. A new EEO Management Plan has been developed and will be released once an effective consultation strategy has taken place.
Components of the EEO Management Plan 2006-2010:
(a) Enhancing Understanding of EEO and Discrimination Issues:
In 2010/2011 the following actions were undertaken to ensure that managers, supervisors and em-ployees understood the importance of EEO and its significance in our daily work.
(b) Supporting the Implementation of EEO in the Workplace
To support the implementation of EEO in the workplace, the following initiatives were introduced:
Strategy Progress
To ensure that all new employees attend EEO Awareness Training.
All new employees were enrolled in mandatory EEO training as required.
To provide up to date information about EEO as well as training opportunities in Pipeline, Council’s monthly newsletter.
Pipeline provides articles on a regular basis about EEO and training opportunities for all employees.
To provide Council Induction programs on a regular basis for all new employees, providing information on employment conditions, EEO and other important issues.
The Council Induction program covering EEO is-sues was conducted in September, November and December 2010, as well as February and May 2011. Summer Crew Induction also held in Octo-ber 2010.
To conduct training and development programs which incorporate EEO issues, where appropriate.
EEO, Harassment and Bullying training was con-ducted in September, November and December 2010, as well as February and May 2011.
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Category Topic
Management Development Cert IV in Frontline Management
Diploma of Government (Management)
Franklin Covey Leadership – 7 Habits
Franklin Covey Leadership
Performance Management
Recruitment and Selection
Mediation and Conflict Resolution
Mandatory Working with Difference
EEO/H&B, ethics, privacy, drug and alcohol and customer
service, sun protection for new starters (as part of corporate in-duction)
Professional Development Advanced Communication
Business Writing
Contract Law
Dealing with Difficult Customers
Finance for Non-Finance Managers
Negotiation Skills
Project Management
Train the Trainer
In addition to the above programs, many staff attended job specific training as required in their role and in line with the needs of their division. Others continued their learning and development through our studies assistance program.
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© EEO Reporting and Access to Employment and Conditions:
To effectively monitor EEO implementation we need to ensure that access to conditions of employment across Council is equitable
Strategy Progress
All EEO data for employees to be recorded in CHRIS, when provided through the application process.
Ongoing
EEO Management Plan is to report on employment status, age and income profile for all employees, as a comparison of males to females.
Data indicated:
• Females comprise 41% of all staff (including part time and casual staff).
• 21% of these females are in the 41-60 years age group.
• The greatest proportion of female staff (20% of all staff) earn between $47,853 and $71,365 per annum.
Reporting on access to employment and conditions to be provided in each review of Council’s EEO Man-agement Plan.
Articles placed in Pipeline on a regular basis. Employees taking parental leave received letters outlining their access to Council conditions, both before and after the period of parental leave. Working from Home Guidelines and Stay in Touch Guidelines have been put in place to accommodate various work/life balance issues, including options to return to work on a part-time basis. A Flexible Work Policy was introduced to accommodate flexible work practices. The Paid Parental Leave entitlement was increased to 18 weeks under Council’s Conditions Enterprise Agreement.
Literacy support to be provided whenever necessary for employees from non-English speaking back-grounds.
Literacy support was provided for employees from non-English speaking backgrounds via accredited Language Aides and Interpreters when required.
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(d) Specific EEO Implementation Strategies The following Specific EEO strategies were implemented to ensure the protection of the rights of people from EEO groups, and to provide equality of access to employment opportunities.
Strategy Progress
Council to provide multiple options for accessing information about positions
advertised.
Ongoing
Where a job applicant indicates that they have special needs prior to interview, the HR Representative to provide reasonable adjustments to accommodate the job applicant.
Ongoing
Telephone interviews to be conducted for interstate/overseas job applicants who are considering relocating if successful in the role they have applied for.
Ongoing
Pre-employment medicals to be monitored to ensure that an appropriate assessment of reasonable adjustments are considered in the application process.
Ongoing
Where possible, reasonable adjustments to be provided for people with disabilities, or with carer’s or family responsibilities.
Where notified
To provide accurate information to employees about access to leave for parental pur-poses, and their rights during, before and after pregnancy. To provide accurate infor-mation to employees about access to leave for carer responsibilities.
Ongoing
The position of Garden Labourer in Waverley park is identified as a designated Disabil-ity Position.
Employee in place
(e) Number of employees at management levels split by gender in 2010/2011:
Salary Group Management Level Male Female
2011 45 22
3
2011 62 13
2
M to P Middle Managers
Q to U Senior Managers*
Executive Team
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* Divisional Managers Salary Groups are included in Senior Managers category EEO MANAGEMENT PLAN
As part of the EEO Management Plan an Action Plan was developed, which detailed activities to be completed over the preceding years.
Some of the key achievements for EEO in 2010/2011 were:
• Effort was made to improve knowledge of EEO across the organisation through training, com-munication and the implementation of EEO practices in day to day work.
Future EEO Strategies
• Comprehensive review of the EEO Management Plan to identify further initiatives to be
introduced over the next four years.
• Finalise the EEO Management Plan (2011-2015) within the integrated planning framework.
• Review of relevant policies and procedures as part of the revised EEO Action Plan.
• Focus on improving the employment opportunities of EEO target groups, where practicable.
• Increase Council-wide participation and ownership of EEO strategies.
• Improve monitoring and reporting strategies with respect to EEO initiatives.
• Developing an approach to meet the needs of mature age workers.
• Explore funding options within the Commonwealth and State Government agencies to
increase Indigenous employment in Council.
• Investigate options to implement initiatives to support the National Framework for Women in Local Government, or similar programs to support the EEO Groups.
N. External bodies exercising Council’s functions • Nil
O. Controlling interests in Companies • Nil
P. Partnerships, Co-operatives and Joint Ventures Waverley Council has a number of partnerships, co-operatives and joint ventures which have been in place for the 2010-11 year consisting of the following: • Council is a member of the Southern Sydney Regional Organisation of Councils (SSROC) and
the Sydney Coastal Councils. SSROC is an association of eleven local councils in the southern area of Sydney. SSROC provides a forum for the councils to deal with issues they have in common, particularly those that cross boundaries. Key issues under consideration include planning, environment, transport, community development, sustainability, and local government management.
• Waverley Library is currently partnering with four other SSROC libraries in the purchase and
implementation of RFID equipment to facilitate patron self check in/ out and stock control. For the past five years including 2010/11 the Copyright Agency Limited (CAL) has sponsored the CAL Waverley Library Award for Literature.
• The Sydney Coastal Councils includes councils located on Sydney’s coastline and aims to promote co-ordination on issues relating to the urban coastal environment and waterways. • Waverley Council in conjunction with Woollahra and Randwick Councils run the Regional
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Eco-footprint Project which aims to deliver environmental projects within the region. • Council’s Library Services shares a document delivery van with all Libraries in the Sydney
metropolitan area. • Waverley Council with Botany Council runs a Home Library Service which provides a free
service delivering fortnightly or monthly, items chosen from the library to residents who are either temporarily or permanently housebound, due to age, illness or disablement and have no reasonable alternative to home delivery of library materials.
• Council hosts the Eastern Region Local Government Aboriginal and Torres Strait Islander Forum, a coalition of 6 Councils, the City of Botany Bay, City of Sydney, Leichhardt, Randwick Waverley and Woollahra • Council has a partnership with the Uniting Church which provides a building, Norman Andrews
House, through which the Church delivers services for homeless and disadvantaged people. • Waverley and Woollahra Council are in partnership to provide the State Emergency Service to
the local community. Q Other Regulatory Information (i) Overseas visits by Councillors and Senior Council Staff No overseas travel paid by Council was undertaken by Councillors or Senior Staff during 2010-11.
(ii) Statement of Total Remuneration Council has five Senior Staff. Details of their total remuneration is provided in Section G on Page 140.
(iii) Details of Activities undertaken by the Council during the year to develop and promote services and programs that provide for the needs of Children
Council Centres Waverley Council’s three long day care centres and family day care scheme provided child care to 690 children during the year. An average of 174 children per day were provided with care at Coun-cil’s long day care centres. This means that 97% of the available child care places that Council is licensed to fill were used on any one day. Family Day Care has 37 carers. The full time equivalent number of children in Family Day Care during the year was 167 children. The actual number of children enrolled was 390.The Accreditation and Licensing procedures are combining into a new National Quality Framework that includes new national regulations (Education and Care Services National Regula-tions) that will be administered to by the NSW State Department of Education and Communities. The services are in the process of implementing this framework.
Cost of Care Council’s fees remain among the most affordable in the area. Council fees increase to $74.00 for babies per day and $70.00 for 3-5 year olds in July 2011. This brings the fee affordability target closer to the preferred “within 15%” of the average local child care centre fees. Holiday Program 47 children attended Council’s Holiday Program over the Christmas period 2010/2011. It was held at Gardiner Child Care Centre. Due to a decrease in numbers of children enrolled over the period between Christmas and New Year the program commenced after New Years Day. Child and Family Support This program provides for the management and coordination of Council’s children services and for
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the delivery of the family support program. Services include counselling and parenting program with some community work and development responsibilities. The Family and Community Support program ran Parent Programs with a total of 18 parents in attendance, including a parenting program for parents with children with additional needs. Information sessions were provided for families who have children attending the Council’s children services as well as local families. Topics included a Sleep Disorder for children with additional needs for example. There have been 40 families attending these sessions. Staff on maternity leave and recruiting a re-placement during this time decreased the number of groups that were provided. The Family Support Worker able to provide counselling to 40 families. Families supported are enrolled in our child care services and the support takes the form of individual counselling on the phone, face to face counselling or support provided through facilitating case conferences with parents and professional workers involved with the child with additional needs. Festivals and Events Family friendly events held during the year are very popular and have again attracted large numbers of families. Events in 2010-11 included the Festival of the Winds, Ocean Care Day with Pacific Arts Festival (Ocean Pacifika), NAIDOC Week and Refugee Week exhibition & performances and School Holiday Programs at Bondi Pavilion and Waverley Library. Many other popular children’s activities and events continued in 2010-11 at the Bondi Pavilion, Waverley Library and Oxford Street mall including participatory programs and workshops at annual festivals, pottery classes, Children’s Week activities and exhibitions, multi cultural performances, exciting holiday activities as well as art, music and movement programs. Programs and activities in the Library A program of children’s activities was available for each School Holiday at Waverley Library. In addition to regular preschool and school visits each week, many ongoing programs were held over the 2010-11period including regular story-time sessions on Tuesdays and Wednesdays and a film session each Sunday afternoon. Lego, chess and music classes were also held weekly as was a Book Babies program. The annual Children’s Book Week celebration involved competitions, book-marks, Fun Book, puppet shows, and author visits. 18 classes visited the library each the week. Management Support Staff continued to provide assistance to the management of the following services: Bondi Beach Cottage, Bondi Toy Library and each of the five OOSH Services in Waverley – Bondi, Bondi Beach, Bronte, Clovelly and Waverley Public School OOSHs. Lobbying, information exchange and representation on committees Waverley Council staff continued to support and participate in a range of network meetings, interagencies and working parties. Council promotes and provides information about local children’s services in a number of ways, including fliers, brochures, newsletters, the Mayor’s column in local newspapers, through the Kids Book and via the library’s LINCS database. Transition to School This event has now become an annual event organised jointly with Woollahra Council. It took place at the end of March 2011. There were 105 parents and teachers who attended this evening and 13 local schools participated in the event. A presentation on “Preparing Your Child for School” was given.
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(iv) Council’s Performance in Relation to Programs Undertaken during the Year to Promote Services and Access to Services for Residents and Other Users Of those Services. The main ways Council promotes its services are: • Regular advertising in local newspapers. • Producing and distributing publications, brochures, flyers and newsletters. • Displaying posters on noticeboards. • Holding public meetings, workshops and focus groups. • Regular mailouts to individuals and groups. • Supporting a resident Precinct Committee System. • Recorded messages on hold for phone calls. • Media releases. • Our Internet site.
Regular Newspaper Advertising Council has a weekly advertising column in a local newspaper (The Wentworth Courier), which is distributed free of charge to all households in the Waverley area. This column includes public notices on development proposals and approvals, dates and times of Council and Precinct meetings, infor-mation about traffic management, changes to services and new services, draft policies being exhib-ited for public comment and other statutory notices. A Mayoral column is printed alongside the advertising column each week, and covers items about the local community, Council initiatives and news about events, projects and programs of interest to local residents. Council advertises regularly in The Bondi View and The Beast, monthly free publications that are distributed in the Waverley area. Producing and Distributing Publications, Brochures, Fact Sheets, Flyers and Newsletters Publications include: Our Community Strategic Plan – Waverley Together 2. This plan contains the community’s vision for what Waverley will be like in 2022 and directions and strategies required to move towards this vision. The Community Strategic Plan also forms the basis for our integrated approach to planning. Council’s response to Waverley Together 2 Council has produced a four yearly Delivery Program 2010-2013 and an annual Operational Plan. These plans set out Council’s strategic response to the directions identified by the Waverley Community and the specific activities the Council will undertake on an annual basis to help achieve the community’s long-term aspirations. The Operational Plan in particular sets out the budgets, performance targets and performance measures for the activities to be undertaken within each financial year. The Delivery Program and Operational Plan are available for public inspection at the Council Chambers, Library, offices of local State and Federal Members of Parliament and on our Website. Waverley in Focus, our residents’ newsletter, is produced and distributed to all households in the Waverley area quarterly. The Waverley in Focus contains news about Council decisions and activities. It aims to let the community know what Council is doing, how they can participate and how they can contact their ward Councillors. Statement of Affairs – which is produced annually and includes information about the structure and functions of Council and how these affect members of the public; how the public can participate in Council’s policy development and decision making, and how to access Council’s information and records. The Statement of Affairs is available for public inspection at the Council Chambers, Library and on our Website. Summary of Affairs – published bi-annually, the Summary of Affairs includes a list of all Council
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Policy documents. Both the Statement of Affairs and Summary of Affairs were replaced in the latter art of 2010 by the production of a Publication Guide as required by the Government Information (Public Access) Act 2009. Brochures, Fact Sheets and Flyers. Council produces a range of brochures on many subjects. We maintain brochure stands at our Customer Service Centre, the Council Chambers, the Library, Bondi Pavilion and at the Community Services Offices for distribution purposes. We also produce flyers for letterboxing about various meetings, services and events. Newsletters. We produce a monthly Senior Citizens’ Newsletter and a bi-monthly newssheet called “What’s On at Bondi Pavilion!” Regular newsletters are also produced by the Waverley Library on their activities. Displaying Posters on Noticeboards We have community noticeboards located in Waverley streets and bus shelters as well as numerous other display boards in Council buildings. Information on these noticeboards is changed regularly to ensure up to date information about Council, local services and activities is available. Holding and Attending Public Meetings, Workshops and Focus Groups Council convenes public meetings on topics which are contentious or where public consultation is required. Council also regularly convenes working parties and focus group discussions to enable participation in decision making by members of the community. Regular Mailouts to Individuals and Groups We regularly include additional information on our services and contact phone numbers in mailouts such as the Rates Notice, licensing reminders, waste accounts etc. We also correspond regularly with residents and ratepayers about our services. Supporting a Resident Precinct Committee System There are 13 Precinct Committees in Waverley which meet regularly to discuss matters of local interest. Council prepares regular mailouts to the Precincts about Development Applications, traffic matters, Council plans, codes and policies and/or specific matters where information has been requested. Council staff and Councillors often attend these meetings to hear residents’ concerns and provide information to members. Recorded Messages on Hold on our phone system Callers placed on hold listen to music and messages about our services. Messages are updated or changed every three months. Media Releases Council regularly prepares media releases for local and metropolitan newspapers, radio and television. The subject of these releases varies in response to the current issues of concern to Coun-cil and the community. Our Internet Site Our website www.waverley.nsw.gov.au enables Council information to be placed quickly on the site for access by our community. Access to Services In addition to promoting its services widely, Council provides a range of services to specific identified groups in the Waverley community.
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(v) Category 1 Business Activities including their expenses, revenues and assets. Progress in implementing the principles of Competitive Neutrality, including complaints handling and complaints received.
Council's Business, Services & Property Division Unit operates a significant sector of its property portfolio as a Category 1 Business returning greater than $2,000,000 per annum in income. Total expenses, revenues and asset values in 2010-11 were as follows: Total income $ 5,970,388 Total expenditure (excl. depreciation) $ 2,006,000 Depreciation $ 54,000 Result Before Capital $ 3,909,893 Total Assets (Investment Property Category 1) $110,710,000 Return on Assets 3.5% Council's core business activity is in commercial car parking and commercial property and both areas are subject to the vagaries of their respective market conditions. Rents in the commercial portfolio reflect market conditions consistent with the principles of competitive neutrality. Council aims to achieve a 5 % return on the asset value of its unsubsidised commercial properties within the portfolio and this year the return was 3.5%. This reduced rate of return in 2010-11 was due to land tax being charged on two council properties and reduced income from the Eastgate Carpark. Apart from this section, Council has not identified any additional Category 1 business activities but has identified several Category 2 businesses including Trade Waste and the Cemetery Unit. Competitive Neutrality Complaints 2010-11 No complaints have been received regarding competitive neutrality in relation to the business in the 2010-11 financial year. Council has a customer request tracking system (Service Desk) to handle all customer requests and complaints, including competitive neutrality complaints. This system records these complaints and tracks the progress in replying to these matters.
vi) Government Information (Public Access ) applications 2010-2011 The Government Information (Public Access) Act 2009 requires councils to prepare an annual report on their obligations under the Act. Set out on the following pages is a summary of Waverley Coun-cil’s access to information applications for 2010-11.
• Details of the review carried out by the agency under Section 7 (3) of the Act during the
reporting year and the details of any information made publicly available by the agency as a result of the review Council adopted its first Publication Guide at its meeting held on 16 November 2010. Council will review its approach to the release of information in early 2012 to ensure it is making as much information available as possible.
• The total number of access applications received by the agency during the reporting year (including withdrawn applications but not including invalid applications) Council received a total of 16 access applications during the reporting year, including 2 appli-cations that were withdrawn. No invalid access applications were received. All access appli-cations received were completed within the statutory timeframe requirement.
• The total number of applications received by the agency during the reporting year that the agency refused, either wholly or partly, because the application was for the disclo-sure of information referred to in Schedule 1 to the Act (Information for which there is conclusive presumption of overriding public interest against disclosure). Of the total 16 access applications received 3 applications were partly refused because the application was for the disclosure of information referred to in Schedule 1 to the Act. In all 3 applications, the information was not disclosed as it was of a kind for which there was conclu-sive presumption of overriding public interest against disclosure on the grounds of legal profes-sional privilege.
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Table A: Number of applications by type of applicant and outcome*
Access granted in full
Access granted in part
Access refused in full
Information not held
Information already available
Refuse to deal with application
Refuse to confirm/ deny whether information is held
Application withdrawn
Media 1 0 0 0 0 0 0 1
Members of Parliament
0 0 0 0 0 0 0 0
Private sector business
2 2 0 0 1 0 0 0
Not for profit organisations or community groups
0 0 0 0 0 0 0 0
Members of the public (application by legal representa-tive)
2 2 0 0 1 0 0 1
Members of the public (other)
2 3 0 0 4 0 0 0
Table B: Number of applications by type of application and outcome
Access granted in full
Access granted in part
Access refused in full
Information not held
Information already available
Refuse to deal with application
Refuse to confirm/deny whether informa-tion is held
Application withdrawn
Personal information applications*
0 0 0 0 0 0 0 0
Access applications (other than personal information applications)
8 7 0 0 5 0 0 2
Access applications that are partly personal information applications and partly other
0 0 0 0 0 0 0 0
* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).
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Table C: Invalid applications
Reason for invalidity No of applications
Application does not comply with formal requirements (section 41 of the Act) NIL
Application is for excluded information of the agency (section 43 of the Act) NIL
Application contravenes restraint order (section 110 of the Act) NIL
Total number of invalid applications received NIL
Invalid applications that subsequently became valid applications NIL
Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 to Act
Number of times consideration used*
Overriding secrecy laws 0
Cabinet information 0
Executive Council information 0
Contempt 0
Legal professional privilege 3
Excluded information 0
Documents affecting law enforcement and public safety 0
Transport safety 0
Adoption 0
Care and protection of children 0
Ministerial code of conduct 0
Aboriginal and environmental heritage 0
* More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.
Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of Act
Number of occasions when application not successful
Responsible and effective government 0
Law enforcement and security 0
Individual rights, judicial processes and natural justice 6
Business interests of agencies and other persons 2
Environment, culture, economy and general matters 0
Secrecy provisions 0
Exempt documents under interstate Freedom of Information legislation 0
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Table F: Timeliness
Number of applications
Decided within the statutory timeframe (20 days plus any extensions) 16
Decided after 35 days (by agreement with applicant) 0
Not decided within time (deemed refusal) 0
Total 0
Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome)
Decision varied
Decision upheld
Total
Internal review 1 0 1
Review by Information Commissioner* Pending 0 0
Internal review following recommendation under section 93 of Act
Pending 0 0
Review by ADT 0 0 0
Total 1 0 1
* The Information Commissioner does not have the authority to vary decisions, but can make recommendations to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made by the Information Commissioner.
H: Applications for review under Part 5 of the Act (by type of applicant)
Number of applications for review
Applications by access applicants 1
Applications by persons to whom information the subject of access application relates (see section 54 of the Act)
0
(vii) Amounts of Rates and Charges Written Off during the Year An amount of $ 647,004.76 was written off as rates and charges during 2010/2011. This included mandatory rebates of $ 591,187.48 (Section 575) and general rates and charges abandonment of $1,772.07 (Section 595). In addition, an abandonment of $ 3,331.42 was made in 2010/2011 in accordance with a Council resolution of 8 September 1998 and an abandonment of $ 50,270.79 was made in 2010/2011 in accordance with a Council resolution of 7 October 2008. Our debt recovery policy includes issuing Rate and Instalment Notices in accordance with the requirements of the Local Government Act. A Reminder Notice will be directed on any account with an unpaid balance after the final day for payment of the quarterly rate instalment. If the account, other than one held by an eligible pensioner, is still not finalised after the issue of the Reminder Notice a Notice of Overdue Account is sent. Accounts with an unpaid balance, where no mutually agreed arrangement has been negotiated, are referred to the Council’s debt recovery agency. The debt recovery agency issues a Notice of Legal Action and if the account remains unpaid a Statement of Liquidated Claim is sought. For the 2010-11 financial year, Council spent $47,392.00 on legal and professional costs associated with debt recovery of rates and charges. Legal costs of $443.00 were abandoned as the charges were identified to be not recoverable from the rateable person in accordance with the provisions of the Local Government Act and the Civil Claims Act.
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(viii) Compliance with and effect of Planning Agreements in forces as at 30 June 2011 Seven Planning Agreements were executed as at 30 June 2011. These mainly comprised cash contributions towards affordable housing or the provision of affordable units within developments.
(ix) Code of Conduct Complaints 2010-2011 Council’s Codes of Conduct for Councillors and Staff require annual reporting of code of conduct matters received and dealt with during the year. Code of Conduct Complaints—Councillors In 2010-11 10 code of conduct complaints were received regarding the conduct of councillors. The table below sets out nature of these complaints and their outcomes.
There was also one complaint received in March 2011 relating to the behaviour of a community representative on a Council Committee. A subsequent investigation found there to have been no breach of the Code of Conduct. Code of Conduct Complaints—Staff In 2010-11 37 breaches of Council’s Staff Code of Conduct were investigated, with 31 matters resulting in disciplinary action. These breaches included allegations of:
Code of Conduct Complaint Outcome of Investigation
Complaint against Mayor (Cr Betts) regarding letter published in a local newspaper
Deemed not to have been a breach of the Code of Conduct
Complaint against Cr Kanak regarding comments about the Mayor
Deemed not to have been a breach of the Code of Conduct
Complaint against Mayor (Cr Betts) regarding publishing of newsletter published in local newspaper
Deemed not to have been a breach of the Code of Conduct
Complaint against Councillor Strewe in relation to Council meeting of 15 March 2011
Deemed not to have been a breach of the Code of Conduct
Complaint against Councillor Kay in relation to Council meeting of 19 April 2011
Deemed not to have been a breach of the Code of Conduct
Complaint against Mayor (Cr Betts) regarding article published in local newspaper
Deemed not to have been a breach of the Code of Conduct
Complaint against Cr Wakefield regarding Development Control Committee meeting of 7 December 2010
Deemed not to have been a breach of the Code of Conduct
Complaint against Cr Main regarding Waverley Traffic Committee meeting of 26 August 2010
Matter resolved after discussion with Councillor—no further action taken
Complaint against Cr Coburn regarding Waverley Traffic Committee meeting of 26 August 2010
Matter resolved after discussion with Councillor—no further action taken
Complaint against Cr Wakefield regarding Waverley Traffic Committee meeting of 26 August 2010
Matter resolved after discussion with Councillor—no further action taken
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Conduct subject to Investigation Number of Instances
Abandonment of Employment 2
Absent from Duty without permission/notifying supervisor 1
Breach of code of Conduct 5
Breach of Drug & Alcohol 1
Breach of OH & S Procedures 3
Breach of Purchasing Procedures 1
Damage to Council Property 1
Failing to follow Reasonable Direction 2
Fraudulent Leave Application 1
Allegation of not reporting Conflict of Interest 1
Inappropriate and/or Threatening Behaviour 1
Inappropriate Tone and Improper Language 3
Inappropriate Use of council Resources 2
Failing to follow Signing-off Procedures 6
Not following work Procedures 1
Unethical Conduct 6
(x) Activities during the year relating to enforcing and ensuring compliance with the Companion Animals Act and Regulations
During 2010-11 Waverley Council undertook the following activities in relation to enforcing the Companion Animal Act and Regulations. Complaints Received 2010-11
• Barking Dog Complaints 154 • Complaints about animal attacks 44 • Complaints about unleashed animals 38 • Complaints about animals in a prohibited place 16 Infringements Issued 2010-11 220 Companion animal infringements were issued. Notices/Orders Issued 2010-11 14 Companion animal notices were issued. Seized Animals 2010-11 136 animals were seized. Trends in Companion Animal compliance are set out in the graphs on the following page.
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Waverley Council Companion Animals Comparative Information 2006—2011
174 180 185
170
136
0
2 0
4 0
6 0
8 0
10 0
12 0
14 0
16 0
18 0
2 0 0
N umb e r
2 0 0 6 / 0 7 2 0 0 7 / 0 8 2 0 0 8 / 0 9 2 0 0 9 / 1 0 2 0 1 0 / 1 1
Y e a r
Animal s Sei z ed 2006 - 2011
47
94
32
114
220
0
5 0
1 0 0
1 5 0
2 0 0
2 5 0
N umb e r
2 0 0 6 / 0 7 2 0 0 7 / 0 8 2 0 0 8 / 0 9 2 0 0 9 / 1 0 2 0 1 0 / 1 1
Y e a r
Compani on Ani mal I nf r i ngements I ssued
250
170
137146
154
0
5 0
1 0 0
1 5 0
2 0 0
2 5 0
N umb e r
2 0 0 6 / 0 7 2 0 0 7 / 0 8 2 0 0 8 / 0 9 2 0 0 9 / 1 0 2 0 1 0 / 1 1
Y e a r
Bar ki ng Dog Compl ai nt s
45
51
39
35
44
0
1 0
2 0
3 0
4 0
5 0
6 0
N umb e r
2 0 0 6 / 0 7 2 0 0 7 / 0 8 2 0 0 8 / 0 9 2 0 0 9 / 1 0 2 0 1 0 / 1 1
Y e a r
Compl ai nt s about ani mal at t acks
50
3 9 3 9 40 3 8
0
5
1 0
1 5
2 0
2 5
3 0
3 5
4 0
4 5
5 0
Number
2 0 0 6 / 0 7 2 0 0 7 / 0 8 2 0 0 8 / 0 9 2 0 0 9 / 1 0 2 0 1 0 / 1 1
Y ear
Compl a i nt s about unl eashed a nima ls
19
10
9 8
16
0
2
4
6
8
1 0
1 2
1 4
1 6
1 8
2 0
Number
2 0 0 6 / 0 7 2 0 0 7 / 0 8 2 0 0 8 / 0 9 2 0 0 9 / 1 0 2 0 1 0 / 1 1
Year
Compl a i nt s a bout anima ls i n a pr ohibi t ed pl ace
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(xi) Protected Disclosures No protected disclosures were received in 2010-11. Council’s Internal Reporting Policy was reviewed in 2009-10 and a revised policy adopted. A further revision of the policy was undertaken in 2011 to bring the policy into line with new amendments to the Protected (Public Interest) Disclosures legislation.
(xii) Privacy and Personal Information Management Council adopted a revised Privacy Management Plan in February 2007. This replaced the previous Plan adopted in November 2002. The revised Privacy Management Plan is available on Council’s website. No privacy issue were raised in 2010-11.
(xiii) Gift Registers Information Staff and Councillors 2010-11 Both the number and value of gifts recorded in 2010/2011 increased compared to 2009/2010 (See figures below). In 2010/11 281 gifts were recorded with an assessed value of $6013.95 compared to 177 gifts with an assessed value of $4,644 which were recorded in 2009/10. During 2010-11 a total of three gifts were registered in the Councillor’s Gift Register. The total value of gifts received and registered was $95. This is a decrease from the previous year when eight gifts were registered with a total value of $359. None of the gifts registered by Councillors was valued at more than $50. These gifts consisted of food, wine glasses and a framed print. None of these gifts were passed on to the Charitable Trust or for use at Council.
(xiv) Sponsorship Waverley Council received sponsorship for the following activities in 2010-11:
Sponsor Project Amount
CAL (Copyright Agency) NIB/CAL Waverley Library Award for Literature
$20,000
Bondi & Districts Chamber of Commerce
Brightest & Best Business Awards $2,800 (14 x $200 for 12 month memberships)
Conergy Pty Ltd Brightest & Best Business Awards $500
Green Solar Power Brightest & Best Business Awards $500
Westpac Corporation Bondi Junction
Brightest & Best Business Awards $2,000 (4 x $500 award winners)
Orange City Council Brightest & Best Business Awards $1,500
231
177
281
0
50
100
150
200
250
300
N umbe r
2008/ 09 2009/ 10 2010/ 11
Y ea r
N umb e r o f G i f t s R e c e i v e d 2 0 1 0 / 1 1
$ 4, 834 $ 4, 640
$ 6, 013. 95
$ 0
$ 1, 000
$ 2, 000
$ 3, 000
$ 4, 000
$ 5, 000
$ 6, 000
$ 7, 000
V a lue
2008/ 09 2009/ 10 2010/ 11
Y e a r
V a l u e o f G i f t s R e c e i v e d 2 0 1 0 / 1 1
183
Sponsor Project Amount
Honey Suckle Gardens Play Day in the Mall $100 Gift Voucher
The Zoo Bar Cafe Play Day in the Mall $100 Gift Voucher
Eastgate Shopping Centre Seniors Week $2,500
Skinny Dip Cafe Bondi the Beautiful Fair $30 Gift Voucher
Let’s Go Surfing Bondi the Beautiful Fair $175 Gift Voucher
Ravesi’s Bondi the Beautiful Fair $100 Gift Voucher
Sage Beauty Bondi the Beautiful Fair $65 Gift Voucher
Sejuiced Bondi the Beautiful Fair $30 Gift Voucher
Gertrude & Alice Cafe Bondi the Beautiful Fair $50 Gift Voucher
Kelp Hairdressing Bondi the Beautiful Fair $100 Gift Voucher
The Running Company Bondi the Beautiful Fair $100 Gift Voucher
Beach Burrito Company Bondi the Beautiful Fair $50 Gift Voucher
Maggie May Flowers Bondi the Beautiful Fair $40 Gift Voucher
Between the Flags Bondi the Beautiful Fair $100 Gift Voucher
Bowhouse Bondi the Beautiful Fair $150 Gift Voucher
Swiss Grand Hotel Bondi the Beautiful Fair $230 Gift Voucher
Bavarian Beer Cafe Bondi the Beautiful Fair $100 Gift Voucher
Dripping Wet Bondi the Beautiful Fair $100 Gift Voucher
Chapters Bookstore Play Day in the Mall $100 Gift Voucher
B-Amused Play Day in the Mall $100 Gift Vouch
Swiss Grand Hotel Bondi Beach
Brightest & Best Business Awards 2 x weekend stay vouchers valued at $520 plus 2 x lucky door prizes
valued at $260
Bondi View Brightest & Best Business Awards $1,000 advertising gift voucher
WAVERLEY COUNCIL
Meeting our Statutory Requirements
185
WAVERLEY COUNCIL
Glossary
Activities Activities outline the means by which Council achieves its strategies. CALD Culturally and Linguistically Diverse. Capital Works Public works projects that result in provision of long term assets or
facilities for the community. This may include rehabilitation or improvement of existing assets as well as acquisition or construction of new assets. Funding for capital works projects is separate from annual funding for recurring operating costs.
Clients A regular user of Council services. Council may have a one to one relationship
with a client and receive special funding to assist in providing the service used by the client (see also customers).
Community Consultation The way we inform the community and ask them for their views and ideas about Council's proposed actions, policies and priorities. Community Strategic Plan The Community Strategic Plan (Waverley Together 2) is the highest level of plan
within the Integrated Planning & Reporting hierarchy. This plan identifies the community’s main priorities and expectations (community directions) for the future and the strategies for achieving these directions. This plan must take a long term outlook covering a minimum timeframe of 10 years and addresses social, environ-mental, economic and civic leadership issues. This Plan includes: • A Community Vision Statement • A series of strategic directions for the community • Strategies for achieving the objectives, and • Targets and indicators to show where we want to be and how we will meas-
ure our progress In order to ensure that the community directions identified in the Community Strategic Plan can be adequately delivered, the Plan must be informed by a Resourcing Strategy which consists of a Long Term Financial Plan, an Asset
Management Plan and a Workforce Management Plan. Council Area Replaces the older term municipality and refers to all land and property within the Waverley Council boundaries. Customer A person who uses Council’s services (see also client). DA Many renovations, new buildings, change of use of a building, land subdivisions and so on require approval from Councils which is sought by making a Development Application or DA. This allows Councils to control development in accordance with their plans and policies. DCP A Development Control Plan (DCP) provides more specific detail on
controlling development and which often relates to specific types of development eg. on units or commercial development or to ensure access or safety. Currently Waverley has one DCP covering the whole LGA.
186
WAVERLEY COUNCIL
Glossary
Delivery Program The Delivery Program is a form of social contract between the Council and the
community detailing the activities it will undertake during its term in office to achieve the community directions identified within the Community Strategic Plan (Waverley Together 2). The Delivery Program is the single point of reference for all activities undertaken by the Council during its four year term in office.
Department Refers to the main units of responsibility within Waverley Council’s organisation. We have four main Departments together with the General Manager’s Unit. Directions An ongoing purpose towards which Council’s effort is directed. Directions are ambitious. The Community Strategic Plan (Waverley Together 2) is organised around 33 Directions which have been identified by the Waverley Community as being important to long term strategic direction of the community wishes to head. EAP Environmental Action Plan. The EAP integrates Council’s environmental planning
into our broader strategic planning framework. The Plan is written around the key issues of Greenhouse Gas Emissions, Water, Waste and Biodiversity.
EEO Equal Employment Opportunity - Council’s policy of ensuring that every
job applicant and employee has fair access to all workplace opportunities and benefits, regardless of his or her gender, race, marital status, age, sexual prefer-ence, disability, or pregnancy. It ensures merit-based employment and support for our people, enabling them to do a good job and maximise their potential ac-cording to their skills and abilities.
ESD Environmentally Sustainable Design is development that minimises reli-ance on natural resources and has less adverse impacts on the surrounding environment. It requires the effective integration of economic and environmental considerations in decision-making processes. Its broad intent is to minimise the adverse impacts of development on the environment and is achieved through the implementation of a number of principles, such as inter-generational equity, and programs
Greenlinks A Council policy to create or improve pedestrian and cycle links between parks, schools and other special places in and around Waverley. These links are green, safe, look and feel good and promote biodiversity. Such links create improved wellbeing in the community and protect, nurture and enhance our natural environment. Integrated Planning & Reporting Integrated Planning & Reporting is a new framework developed by the NSW Government to ensure that councils are better reflecting community aspirations
within their activities. The framework is based around a new planning hierarchy which consists of:
• A Community Strategic Plan which defines community aspirations and
outcomes over the long term (a minimum of 10 years). • A Delivery Program which sets out the specific activities a Council will un-
dertake over its term in office (4 Years) to achieve the community outcomes identified in the Community Strategic Plan
• An Operational Plan which is a sub-plan of the Delivery Program which
187
WAVERLEY COUNCIL
Glossary
details the specific activities that will be undertaken by the Council within a particular financial year
• An Annual Report which details the financial performance of the Council and how it is progressing in achieving the community outcomes for a [particular financial year.
LGA Local Government Area refers to all land and property that make up a Council
Area. In the case of Waverley this means all land and property within the Waverley Council boundaries. LEP A Local Environmental Plan is a planning document with legal status
that tells the community what land can be used for and controls development. Currently Waverley has two LEPs: the Waverley LEP 1996 and the Waverley and Woollahra Joint LEP 1991—Bondi Junction Commercial Centre. Council is currently in the process of finalising a Comprehen-sive LEP for Waverley.
LTFS The Long Term Financial Strategy is one of the key components of the Resourcing Strategy required within Integrated Planning and Reporting. Council’s LTFS is designed to show the financial impact of providing different levels of ser-vices, as well as different programs of capital works. The Strategy contains a set of long range financial projections based on an informed set of assumptions the future.
Looking Good Strategy A Council strategy to create areas that look and feel good, and are clean, green and well maintained with improved design and function. Measures The types of information which, when collected, will show whether we have been successful in achieving each. Mission Describes how the Council will contribute to the fulfilment of the Vision. Neighbourhood or Village The formal definition is an area with distinctive characteristics where people live
near one another. However, nowadays people often use ‘neighbourhood’ or ‘village’ to describe interconnected local communities that have a strong sense of identity where day to day life is made easier by having a centre within walking distance where people can gather and have their basic shopping and service needs met.
Operational Plan The Operational Plan is a ‘sub-plan’ of the Delivery Program in that it supports the
services outlined in the Delivery Program. Whereas the Delivery Program takes a four year outlook, the Operational Plan is produced annually and focuses on the specific services that Council will undertake within each financial year. The
Operational Plan also includes the Council’s operational budget for the financial year.
Pricing Policy A collection of the principles, which underlie the setting of a fee or charge for
goods or services provided by Council eg., user pays, cross subsidisation, equity, polluter pays, customer service etc. Waverley’s pricing policy includes a full list of fees and charges levied for various goods and services.
188
WAVERLEY COUNCIL
Glossary
Quadruple Bottom Line (QBL) The Community Strategic Plan must adequately address social, environmental,
economic and civic leadership (governance) considerations. This is known as the quadruple bottom line and aims to ensure that a holistic and balanced view is taken to dealing with issues within a local government area and that sustainable outcomes are achieved.
Resourcing Strategy Each council must have a long term Resourcing Strategy to assist in achieving
the goals set out in the Community Strategic Plan and the Delivery Program. The Resourcing Strategy consists of three components: • A Long Term Financial Plan • A Strategic Asset Management Plan • A Workforce Management Plan
Revenue Policy Provides details of the sources, amounts and bases of calculation of the revenue (income) to be raised in the next year. Stakeholder Any group or individual who can affect or is affected by the achievement of the organisation’s objectives. Strategies Each Direction in the Community Strategic Plan (Waverley Together 2) sets out where the community wishes to head. Underpinning the Directions are Strategies which sets out ‘how we will get there’. SAMP Our Strategic Asset Management Plan is another key component of the Resourcing Strategy. It assists Council to achieve best practice in the management of its physical assets and infrastructure ensuring management is
aligned with Council’s objectives, is capable of supporting Council’s stated social environmental and financial outcomes, and meets the community’s needs.
Target The desired level of achievement for each activity according to the Measure selected. TIS The Telephone Interpreter Service (TIS) is a service operated by the Federal Government that provides on-call interpreter services. Values Underlying attitudes and beliefs which are highly regarded by the organisation. Vision Describes the long-term picture created by the community which sets out what they want for the future of Waverley. Workforce Management Plan Workforce planning is an important part of the new Integrated Planning and Reporting framework. Council’s workforce strategy will form part of the Resourcing Strategy, helping to meet the community’s priorities and aspirations,
as expressed in the Community Strategic Plan, by having the right people in the right places with the right skills doing the right jobs at the right time. The
development of an effective workforce strategy will enable Council to plan its future workforce needs to deliver goals, focus on the medium- and long-term and
also provide a framework for dealing with immediate challenges in a consistent way.
Year Means the financial year covering the period from July 1 to the following June 30.
Waverley Council
Annual Financial Statements for the financial year ending 30 June 2011
Incorporating: ■ GENERAL PURPOSE FINANCIAL STATEMENTS ■ SPECIAL PURPOSE FINANCIAL STATEMENTS ■ SPECIAL SCHEDULES
Waverley Council GENERAL PURPOSE FINANCIAL STATEMENTS for the year ended 30 June 2011
"We are united by a common passion for our beautiful home between the city and the sea."
Financial Statements 2011
Waverley Council
General Purpose Financial Statements for the financial year ended 30 June 2011
Contents
1. Understanding Council's Financial Statements
2. Statement by Councillors & Management
3. Primary Financial Statements:
- Income Statement- Statement of Comprehensive Income- Balance Sheet- Statement of Changes in Equity- Statement of Cash Flows
4. Notes to the Financial Statements
5. Independent Auditor's Reports:
- On the Financial Statements (Sect 417 [2]) - On the Conduct of the Audit (Sect 417 [3])
Overview
(i) These financial statements are General Purpose Financial Statements and cover the consolidated operationsfor Waverley Council.
(ii) Waverley Council is a body politic of NSW, Australia - being constituted as a Local Government areaby proclamation and is duly empowered by the Local Government Act (LGA) 1993 of NSW.
Council's Statutory Charter is specified in Paragraph 8 of the LGA and includes;
carrying out activities and providing goods, services & facilities appropriate to the current & futureneeds of the Local community and of the wider public
responsibility for administering regulatory requirements under the LGA and other applicable legislation, &
a role in the management, improvement and development of the resources of the local government area.
A description of the nature of Council's operations and its principal activities are provided in Note 2(b).
(iii) All figures presented in these financial statements are presented in Australian Currency.
(iv) These financial statements were authorised for issue by the Council on 21/09/11.Council has the power to amend and reissue the financial statements.
Page
4
67
5
2
3
8
9
8385
page 1
Financial Statements 2011
Waverley Council General Purpose Financial Statements for the financial year ended 30 June 2011 Understanding Council's Financial Statements
page 2
Introduction Each year, individual Local Governments across NSW are required to present a set of audited Financial Statements to their Council & Community. What you will find in the Statements The Financial Statements set out the financial performance, financial position & cash flows of Council for the financial year ended 30 June 2011. The format of the Financial Statements is standard across all NSW Councils and complies with both the accounting & reporting requirements of Australian Accounting Standards and requirements as set down by the NSW Division of Local Government. About the Councillor/Management Statement The Financial Statements must be certified by Senior staff as "presenting fairly" the Council's financial results for the year, and are required to be adopted by Council - ensuring both responsibility for & ownership of the Financial Statements. About the Primary Financial Statements The Financial Statements incorporate 5 "primary" financial statements: 1. An Income Statement
A summary of Council's financial performance for the year, listing all income & expenses. This Statement also displays Council's original adopted budget to provide a comparison between what was projected and what actually occurred. 2. A Statement of Comprehensive Income
Primarily records changes in the fair values of Council's Infrastructure, Property, Plant & Equip. 3. A Balance Sheet
A 30 June snapshot of Council's Financial Position including its Assets & Liabilities. 4. A Statement of Changes in Equity
The overall change for the year (in dollars) of Council's "net wealth".
5. A Statement of Cash Flows
Indicates where Council's cash came from and where it was spent. This Statement also displays Council's original adopted budget to provide a comparison between what was projected and what actually occurred. About the Notes to the Financial Statements The Notes to the Financial Statements provide greater detail and additional information on the 5 Primary Financial Statements. About the Auditor's Reports Council's Financial Statements are required to be audited by external accountants (that generally specialize in Local Government). In NSW, the Auditor provides 2 audit reports: 1. An opinion on whether the Financial Statements
present fairly the Council's financial performance & position, &
2. Their observations on the conduct of the Audit
including the Council's financial performance & financial position.
Who uses the Financial Statements ? The Financial Statements are publicly available documents & must be presented at a Council meeting between 7 days & 5 weeks after the date of the Audit Report. Submissions from the public can be made to Council up to 7 days subsequent to the public presentation of the Financial Statements. Council is required to forward an audited set of Financial Statements to the Division of Local Government. More information… Further information can be found in Note 27 of the Financial Statements on Council's financial performance and position for the 10/11 financial year.
Financial Statements 2011
Waverley Council
Income Statement for the financial year ended 30 June 2011
$ '000
Income from Continuing OperationsRevenue:Rates & Annual ChargesUser Charges & FeesInterest & Investment RevenueOther RevenuesGrants & Contributions provided for Operating PurposesGrants & Contributions provided for Capital PurposesOther Income:Net gains from the disposal of assetsNet Share of interests in Joint Ventures & AssociatedEntities using the equity method
Total Income from Continuing Operations
Expenses from Continuing OperationsEmployee Benefits & On-CostsBorrowing CostsMaterials & ContractsDepreciation & AmortisationImpairmentOther Expenses
Total Expenses from Continuing Operations
Operating Result from Continuing Operations
Discontinued Operations
Net Profit/(Loss) from Discontinued Operations
Net Operating Result for the Year
Net Operating Result attributable to CouncilNet Operating Result attributable to Minority Interests
Net Operating Result for the year before Grants andContributions provided for Capital Purposes
Original Budget as approved by Council - refer Note 16
(3,101)
895
895
895
91,542
24
-
4c
19
50,018
17,333 317
-
(1)
Budget (1)
4,737
149
92,565
14,585
(1,688)
-
12,000 -
4a4b
15,999 4e
4d18,502
- 15,837
4d
-
5
3e,f3d
3e,f
17,185
38,760
3c
38,673
3,016 3b
(1,688)
94,253
(1,688)
Notes
3a
-
2011
2,100 23,993
5,641
(6,425)
98,631
(4,774)
(4,774)
(9,697)
-
-
(4,774) -
2,274 20,264
5,502
19,188 10,963
-
46,949
14,041
5,979 16,418
47,966
7
4,923
238
93,857
Actual 2011
3,996
Actual 2010
23,657 36,737
401
-
92,437
327
24,610
This Statement should be read in conjunction with the accompanying Notes. page 4
Financial Statements 2011
Waverley Council
Statement of Comprehensive Income for the financial year ended 30 June 2011
$ '000
Net Operating Result for the year (as per Income statement)
Other Comprehensive IncomeGain (loss) on revaluation of I,PP&EGain (loss) on revaluation of available-for-sale investmentsGain (loss) on revaluation of other reservesRealised (gain) loss on available-for-sale investments recognised in P&LRealised (gain) loss from other reserves recognised in P&LImpairment (loss) reversal relating to I,PP&EOther Movements in Reserves (enter details here)
Total Other Comprehensive Income for the year
Total Comprehensive Income for the Year
Total Comprehensive Income attributable to CouncilTotal Comprehensive Income attributable to Minority Interests
130,470
- - -
20b (ii)
20b (ii)20b (ii)
20b (ii)
Notes
- -
20b (ii)
20b (ii)
- -
130,782
-
440 -
5,214
- 20b (ii)-
440
5,214
-
895
-
(4,774)
312
131,677
131,677
Actual Actual 20102011
This Statement should be read in conjunction with the accompanying Notes. page 5
Financial Statements 2011
Waverley Council
Balance Sheet as at 30 June 2011
$ '000
ASSETSCurrent AssetsCash & Cash EquivalentsInvestmentsReceivablesInventoriesOtherNon-current assets classified as 'held for sale'Total Current Assets
Non-Current AssetsInvestmentsReceivablesInfrastructure, Property, Plant & EquipmentInvestments accounted for using the equity methodInvestment PropertyIntangible AssetsNon-current assets classified as 'held for sale'Total Non-Current Assets
TOTAL ASSETS
LIABILITIESCurrent LiabilitiesPayablesBorrowingsProvisionsTotal Current Liabilities
Non-Current LiabilitiesPayablesBorrowingsProvisionsTotal Non-Current Liabilities
TOTAL LIABILITIES
Net Assets
EQUITYRetained EarningsRevaluation ReservesCouncil Equity InterestMinority Equity Interest
Total Equity
30,113
644
852,466
9,517
19,250 1,346
-
240,611 245,825
35,128
817,338 -
817,338 817,778
817,338
20 576,727
817,778
817,778
36,253
5,015
571,953
- 10
10
-
655 3,187
3,842
4,371
- 19
10
14
1,185 20,456
6a6b
115,639
854,031
44,955
114,827 -
809,851 812,468 44,955
160
6b
9
10
2522
10,770
-
7
- 637,970
Notes
11,514
78822 -
41,563
6,861
700
Actual
12,534 22,887
2011
8,842
Actual 2010
25,000
20
164
3,202 633,792
10
10
32,411
42,615
2,666
6,328 176
2,137
6,504
526
12,799
- 659
-
Actual 2009
15,131 19,456
1,115
13,599
1,038,918
42,865
575
1,254,830
1,211,965 44,955
5,718
112,356 -
9,290
-
1,376 17,884 28,550
34,843
1,219,987
1,219,987
1,110,158 109,829
1,219,987 -
6,293
This Statement should be read in conjunction with the accompanying Notes. page 6
Financial Statements 2011
Waverley Council
Statement of Changes in Equity for the financial year ended 30 June 2011
$ '000
Opening Balance (as per Last Year's Audited Accounts)
a. Correction of Prior Period Errorsb. Changes in Accounting Policies (prior year effects)
Revised Opening Balance (as at 1/7/10)
c. Net Operating Result for the Year
d. Other Comprehensive Income- Revaluations : IPP&E Asset Revaluation Rsve- Revaluations: Other Reserves- Transfers to Income Statement- Impairment (loss) reversal relating to I,PP&E- Other Movements (enter details here)
Other Comprehensive Income
Total Comprehensive Income (c&d)
e. Distributions to/(Contributions from) Minority Interests
f. Transfers between Equity
Equity - Balance at end of the reporting period
$ '000
Opening Balance (as per Last Year's Audited Accounts)
a. Correction of Prior Period Errorsb. Changes in Accounting Policies (prior year effects)
Revised Opening Balance (as at 1/7/09)
c. Net Operating Result for the Year
d. Other Comprehensive Income- Revaluations : IPP&E Asset Revaluation Rsve- Revaluations: Other Reserves- Transfers to Income Statement- Impairment (loss) reversal relating to I,PP&E- Other Movements (enter details here)
Other Comprehensive Income
Total Comprehensive Income (c&d)
e. Distributions to/(Contributions from) Minority Interests
f. Transfers between Equity
Equity - Balance at end of the reporting period
1,111,053
(Refer 20b)
Retained ReservesCouncil
1,351,664 7,227
Total
-
- 817,338
- (541,553)
Interest EquityMinorityEquity
(541,553) -
Earnings
-
-
240,611
-
-
5,214
817,338
20 (c)
240,611 1,351,664 7,227
(4,774)
- -
576,727
2011
20b (ii)
20b (ii) -
Notes
20b (ii) -
20 (d)
20b (ii)
20b (ii)
-
- 20b (ii)
-
(4,774)
-
130,470
131,677
-
2010
-
575,832
312
-
20 (d)
20 (c) 6,472 (541,553)
576,727
109,829
- -
Reserves
109,829
Notes Earnings
-
130,470
(Refer 20b)
20b (ii)
20b (ii)
895
-
-
- -
-
(312) -
1,207
130,470
-
571,953
20b (ii)
20b (ii)
Retained
1,110,913
312
312 -
240,611
-
-
312
-
-
130,782 - -
-
- -
-
-
817,338 817,338
- 312 -
- -
130,782
Interest
685,661
-
895
1,220,742 6,472
-
Council
817,778
MinorityEquity
245,825
-
-
-
- 5,214
5,214
-
Interest
5,214
- -
-
440
-
(4,774)
-
- -
-
5,214
- 7,227
-
130,470
1,220,742
- -
(4,774)
5,214 -
Interest
-
- -
-
817,778
EquityTotal
685,661
-
- -
5,214
-
440
-
(541,553) 6,472
-
895
130,470 -
-
-
-
-
131,677
(541,553)
-
-
(541,553)
This Statement should be read in conjunction with the accompanying Notes. page 7
Financial Statements 2011
Waverley Council
Statement of Cash Flows for the financial year ended 30 June 2011
$ '000
Cash Flows from Operating ActivitiesReceipts:Rates & Annual ChargesUser Charges & FeesInvestment & Interest Revenue ReceivedGrants & ContributionsBonds & Deposits ReceivedOtherPayments:Employee Benefits & On-CostsMaterials & ContractsBorrowing CostsBonds & Deposits RefundedOther
Net Cash provided (or used in) Operating Activities
Cash Flows from Investing ActivitiesReceipts:Sale of Investment SecuritiesSale of Infrastructure, Property, Plant & EquipmentPayments:Purchase of Investment SecuritiesPurchase of Investment PropertyPurchase of Infrastructure, Property, Plant & EquipmentDeferred Debtors & Advances Made
Net Cash provided (or used in) Investing Activities
Cash Flows from Financing ActivitiesReceipts:NilPayments:Repayment of Borrowings & Advances
Net Cash Flow provided (used in) Financing Activities
Net Increase/(Decrease) in Cash & Cash Equivalents
plus: Cash & Cash Equivalents - beginning of year
Cash & Cash Equivalents - end of the year
Additional Information:plus: Investments on hand - end of year
Total Cash, Cash Equivalents & Investments
Please refer to Note 11 for more information.
-
-
35,686
11a
6b
(1,377)
(2,597) (3,692)
11a
(1,345)
48,220
12,534 15,131
12,534
45,356
36,514
8,842
(1,345)
(10) (13,904)
94
(14,328)
(29,000)
28,520
(421)
(1,377)
(22,000)
1,783
-
10,036
19,500
(11,256)
19,894
(44,823)
Budget
38,853
- 11,817
2011
26,134 2,100
149
11,981 11b
(19,403)
-
(20,988)
13,228
- (356)
(1,346)
(16,499) -
7,917
(4,617)
(1,346)
12,534
(10,529) -
(16,648)
- (38)
Notes 2011
(1,604) (16,847) (13,938)
25,431 2,157
36,713
2010Actual Actual
2,352 26,751
- 10,274
(346) (19,480)
2,291 10,137
38,766
16,753
(46,480) (20,453)
(46,875)
16,836
This Statement should be read in conjunction with the accompanying Notes. page 8
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Contents of the Notes accompanying the Financial Statements
Details
Summary of Significant Accounting PoliciesCouncil Functions / Activities - Financial InformationCouncil Functions / Activities - Component DescriptionsIncome from Continuing OperationsExpenses from Continuing OperationsGains or Losses from the Disposal of AssetsCash & Cash Equivalent AssetsInvestment SecuritiesRestricted Cash, Cash Equivalents & Investments - DetailsReceivablesInventories & Other AssetsInfrastructure, Property, Plant & EquipmentExternally Restricted Infrastructure, Property, Plant & EquipmentInfrastructure, Property, Plant & Equipment - Current Year ImpairmentsPayables, Borrowings & ProvisionsDescription of (& movements in) ProvisionsStatement of Cash Flows - Additional InformationCommitments for ExpenditureStatements of Performance Measures: - Local Government Industry Indicators (Consolidated) - Local Government Industry Graphs (Consolidated)Investment PropertiesFinancial Risk ManagementMaterial Budget VariationsStatement of Developer ContributionsContingencies and Other Liabilities/Assets not recognisedControlled Entities, Associated Entities & Interests in Joint VenturesEquity - Retained Earnings and Revaluation Reserves
Financial Result & Financial Position by Fund"Held for Sale" Non Current Assets & Disposal GroupsEvents occurring after Balance Sheet dateDiscontinued OperationsIntangible AssetsReinstatement, Rehabilitation & Restoration Liabilities
Additional Council Disclosures
Key Financial Figures of Council over the past 5 years (consolidated)Council's Financial Health Check Performance IndicatorsCouncil Information & Contact Details
n/a - not applicable
75
4
10(b)
1213a
2019
6(b)
66
11
18
56(a)
6(c)
9(c)
45
50
48
Note
102(a)
32(b)
27
Page
1
2932
1456
40
4143
4948 n/a
4647
53
37
41
7
5857
10(a)
51
55
65
72 n/a
89(a)9(b)
63
68 n/a
1516
68
25
22
17
21
23
28
27
26
24
72
82
73 n/a
73 n/a
74
73
73 n/a
27
page 9
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies
page 10
The principal accounting policies adopted by Council in the preparation of these financial statements are set out below in order to assist in its general understanding. Under Australian Accounting Standards (AASB's), accounting policies are defined as those specific principles, bases, conventions, rules and practices applied by a reporting entity (in this case Council) in preparing and presenting its financial statements. (a) Basis of preparation (i) Background These financial statements are general purpose financial statements which have been prepared in accordance with; Australian Accounting Standards, Other authoritative pronouncements of the
Australian Accounting Standards Board,
Urgent Issues Group Interpretations, the Local Government Act (1993) and Regulation,
and the Local Government Code of Accounting
Practice and Financial Reporting. (ii) Compliance with International Financial Reporting Standards (IFRSs) Because Australian Accounting Standards (AASB's) are sector neutral, some standards either:
(a) have local Australian content and prescription that is specific to the Not-For-Profit sector (including Local Government) which are not in compliance with IFRS’s, or
(b) specifically exclude application by Not for Profit entities.
Accordingly in preparing these financial statements and accompanying notes, Council has been unable to comply fully with International Accounting Standards, but has complied fully with Australian Accounting Standards.
Under the Local Government Act (LGA), Regulations and Local Government Code of Accounting Practice & Financial Reporting, it should be noted that Councils in NSW only have a requirement to comply with Australian Accounting Standards. (iii) Basis of Accounting These financial statements have been prepared under the historical cost convention except for (i) financial assets and liabilities at fair value through profit or loss, available-for-sale financial assets and investment properties which are all valued at fair value, (ii) the write down of any Asset on the basis of Impairment (if warranted) and (iii) certain classes of Infrastructure, property, plant & equipment that are accounted for at fair valuation. The accrual basis of accounting has also been applied in their preparation. (iv) Changes in Accounting Policies Council’s accounting policies have been consistently applied to all the years presented, unless otherwise stated. Unless otherwise stated, there have also been no changes in accounting policies when compared with previous financial statements. (v) Critical Accounting Estimates The preparation of these financial statements requires the use of certain critical accounting estimates (in conformity with AASB's). It also requires Council management to exercise their judgement in the process of applying Council’s accounting policies. (b) Revenue recognition Council recognises revenue when the amount of revenue can be reliably measured, it is probable that future economic benefits will flow to the entity and specific criteria have been met for each of the Council’s activities as described below. Council bases any estimates on historical results, taking into consideration the type of customer, the type of transaction and the specifics of each arrangement.
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 11
Revenue is measured at the fair value of the consideration received or receivable. Revenue is measured on major income categories as follows: Rates, Annual Charges, Grants and Contributions Rates, annual charges, grants and contributions (including developer contributions) are recognised as revenues when the Council obtains control over the assets comprising these receipts. Control over assets acquired from rates and annual charges is obtained at the commencement of the rating year as it is an enforceable debt linked to the rateable property or, where earlier, upon receipt of the rates. A provision for the impairment on rates receivables has not been established as unpaid rates represent a charge against the rateable property that will be recovered when the property is next sold. Control over granted assets is normally obtained upon their receipt (or acquittal) or upon earlier notification that a grant has been secured, and is valued at their fair value at the date of transfer. Revenue from Contributions is recognised when the Council either obtains control of the contribution or the right to receive it, (i) it is probable that the economic benefits comprising the contribution will flow to the Council and (ii) the amount of the contribution can be measured reliably. Where grants or contributions recognised as revenues during the financial year were obtained on condition that they be expended in a particular manner or used over a particular period and those conditions were undischarged at balance date, the unused grant or contribution is disclosed in Note 3(g). Note 3(g) also discloses the amount of unused grant or contribution from prior years that was expended on Council’s operations during the current year. The Council has obligations to provide facilities from contribution revenues levied on developers under the provisions of S94 of the EPA Act 1979.
Whilst Council generally incorporates these amounts as part of a Development Consents Order, such developer contributions are only recognised as income upon their physical receipt by Council, due to the possibility that individual Development Consents may not be acted upon by the applicant and accordingly would not be payable to Council. Developer contributions may only be expended for the purposes for which the contributions were required but the Council may apply contributions according to the priorities established in work schedules. A detailed Note relating to developer contributions can be found at Note 17. User Charges, Fees and Other Income User charges, fees and other income (including parking fees and fines) are recognised as revenue when the service has been provided, the payment is received, or when the penalty has been applied, whichever first occurs. A provision for the impairment of these receivables is recognised when collection in full is no longer probable. A liability is recognised in respect of revenue that is reciprocal in nature to the extent that the requisite service has not been provided as at balance date. Sale of Infrastructure, Property, Plant and Equipment The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer. Interest and Rents Rents are recognised as revenue on a proportional basis when the payment is due, the value of the payment is notified, or the payment is received, whichever first occurs. Interest Income from Cash & Investments is accounted for using the Effective Interest method in accordance with AASB 139.
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 12
(c) Principles of Consolidation These financial statements incorporate (i) the assets and liabilities of Council and any Entities (or operations) that it controls (as at 30/6/11) and (ii) all the related operating results (for the financial year ended the 30th June 2011). The financial statements also include Council’s share of the assets, liabilities, income and expenses of any Jointly Controlled Operations under the appropriate headings. In the process of reporting on Council’s activities as a single unit, all inter-entity year end balances and reporting period transactions have been eliminated in full between Council and its controlled entities. (i) The Consolidated Fund In accordance with the provisions of Section 409(1) of the LGA 1993, all money and property received by Council is held in the Council’s Consolidated Fund unless it is required to be held in the Council’s Trust Fund. The Consolidated Fund and other entities through which the Council controls resources to carry on its functions have been included in the financial statements forming part of this report. The following entities have been included as part of the Consolidated Fund: General Purpose Operations (ii) The Trust Fund In accordance with the provisions of Section 411 of the Local Government Act 1993 (as amended), a separate and distinct Trust Fund is maintained to account for all money and property received by the Council in trust which must be applied only for the purposes of or in accordance with the trusts relating to those monies. Trust monies and property subject to Council’s control have been included in these statements. Trust monies and property held by Council but not subject to the control of Council, have been excluded from these statements.
A separate statement of monies held in the Trust Fund is available for inspection at the Council office by any person free of charge. (iii) Joint Ventures Council has no interest in any Joint Venture Entities, Assets or Operations. (iv) Associated Entities Where Council has the power to participate in the financial and operating decisions (of another entity), ie. where Council is deemed to have “significant influence” over the other entities operations but neither controls nor jointly controls the entity, then Council accounts for such interests using the Equity Method of Accounting – in a similar fashion to Joint Venture Entities & Partnerships. Such entities are usually termed Associates. (v) County Councils Council is not a member of any County Councils. (vi) Additional Information Note 19 provides more information in relation to Joint Venture Entities, Associated Entities and Joint Venture Operations where applicable. (d) Leases All Leases entered into by Council are reviewed and classified on inception date as either a Finance Lease or an Operating Lease. Finance Leases Leases of property, plant and equipment where the Council has substantially all the risks and rewards of ownership are classified as finance leases. Finance leases are capitalised at the lease’s inception at the lower of the fair value of the leased property and the present value of the minimum lease payments. The corresponding rental obligations, net of finance charges, are included in borrowings.
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 13
Each lease payment is allocated between the liability outstanding and the recognition of a finance charge. The interest element of the finance charge is costed to the income statement over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period. Property, plant and equipment acquired under finance leases is depreciated over the shorter of each leased asset’s useful life and the lease term. Operating Leases Leases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Payments made under operating leases (net of any incentives received from the lessor) are charged to the income statement on a straight-line basis over the period of the lease. Lease income from operating leases is recognised in income on a straight-line basis over the lease term. (e) Cash and Cash Equivalents Cash and cash equivalents includes; cash on hand, deposits held at call with financial institutions, other short-term, highly liquid investments with
original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value, and
bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities on the balance sheet but are incorporated into Cash & Cash Equivalents for presentation of the Cash Flow Statement. (f) Investments and Other Financial Assets Council (in accordance with AASB 139) classifies each of its investments into one of the following categories for measurement purposes:
financial assets at fair value through profit or loss,
loans and receivables, held-to-maturity investments, and available-for-sale financial assets. Each classification depends on the purpose/intention for which the investment was acquired & at the time it was acquired. Management determines each Investment classification at the time of initial recognition and re-evaluates this designation at each reporting date. (i) Financial assets at fair value through profit or loss Financial assets at fair value through profit or loss include financial assets that are “held for trading”. A financial asset is classified in the “held for trading” category if it is acquired principally for the purpose of selling in the short term. Assets in this category are primarily classified as current assets as they are primarily held for trading &/or are expected to be realised within 12 months of the balance sheet date. (ii) Loans and receivables Loans and receivables are non derivative financial assets with fixed or determinable payments that are not quoted in an active market. They arise when the Council provides money, goods or services directly to a debtor with no intention (or in some cases ability) of selling the resulting receivable. They are included in current assets, except for those with maturities greater than 12 months after the balance sheet date which are classified as non-current assets. (iii) Held-to-maturity investments Held-to-maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturities that the Council’s management
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 14
has the positive intention and ability to hold to maturity. In contrast to the “Loans & Receivables” classification, these investments are generally quoted in an active market. Held-to-maturity financial assets are included in non-current assets, except for those with maturities less than 12 months from the reporting date, which are classified as current assets. (iv) Available-for-sale financial assets Available-for-sale financial assets are non-derivatives that are either designated in this category or not classified in any of the other categories. Investments must be designated as available-for-sale if they do not have fixed maturities and fixed or determinable payments and management intends to hold them for the medium to long term. Accordingly, this classification principally comprises marketable equity securities, but can include all types of financial assets that could otherwise be classified in one of the other investment categories. They are generally included in non-current assets unless management intends to dispose of the investment within 12 months of the balance sheet date or the term to maturity from the reporting date is less than 12 months. Financial Assets – Reclassification Council may choose to reclassify a non-derivative trading financial asset out of the held-for-trading category if the financial asset is no longer held for the purpose of selling it in the near term. Financial assets other than loans and receivables are permitted to be reclassified out of the held-for-trading category only in rare circumstances arising from a single event that is unusual and highly unlikely to recur in the near term. Council may also choose to reclassify financial assets that would meet the definition of loans and receivables out of the held-for-trading or available-for-sale categories if it has the intention and ability to hold these financial assets for the foreseeable future or until maturity at the date of reclassification.
Reclassifications are made at fair value as of the reclassification date. Fair value becomes the new cost or amortised cost as applicable, and no reversals of fair value gains or losses recorded before reclassification date are subsequently made. Effective interest rates for financial assets reclassified to loans and receivables and held-to-maturity categories are determined at the reclassification date. Further increases in estimates of cash flows adjust effective interest rates prospectively. General Accounting & Measurement of Financial Instruments: (i) Initial Recognition Investments are initially recognised (and measured) at fair value, plus in the case of investments not at “fair value through profit or loss”, directly attributable transactions costs Purchases and sales of investments are recognised on trade-date - the date on which the Council commits to purchase or sell the asset. Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired or have been transferred and the Council has transferred substantially all the risks and rewards of ownership. (ii) Subsequent Measurement Available-for-sale financial assets and financial assets at fair value through profit and loss are subsequently carried at fair value. Loans and receivables and held-to-maturity investments are carried at amortised cost using the effective interest method. Realised and unrealised gains and losses arising from changes in the fair value of the financial assets classified as “fair value through profit or loss” category are included in the income statement in the period in which they arise. Unrealised gains and losses arising from changes in the fair value of non monetary securities classified as "available-for-sale" are recognised in equity in the available-for-sale investments revaluation reserve.
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 15
When securities classified as "available-for-sale" are sold or impaired, the accumulated fair value adjustments are included in the income statement as gains and losses from investment securities. Impairment Council assesses at each balance date whether there is objective evidence that a financial asset or group of financial assets is impaired. In the case of equity securities classified as available-for-sale, a significant or prolonged decline in the fair value of a security below its cost is considered in determining whether the security is impaired. If any such evidence exists for available-for-sale financial assets, the cumulative loss - measured as the difference between the acquisition cost and the current fair value, less any impairment loss on that financial asset previously recognised in profit and loss - is removed from equity and recognised in the income statement. Impairment losses recognised in the income statement on equity instruments are not reversed through the income statement. If there is evidence of impairment for any of Council’s financial assets carried at amortised cost, the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows, excluding future credit losses that have not been incurred. The cash flows are discounted at the financial asset’s original effective interest rate. The loss is recognised in the income statement. (iii) Types of Investments Council has an approved Investment Policy in order to undertake its investment of money in accordance with (and to comply with) Section 625 of the Local Government Act and S212 of the LG (General) Regulation 2005. Investments are placed and managed in accordance with the Policy and having particular regard to authorised investments prescribed under the Ministerial Local Government Investment Order. Council maintains its investment Policy in compliance with the Act and ensures that it or its
representatives exercise care, diligence and skill that a prudent person would exercise in investing Council funds. Council amended its policy following revisions to the Ministerial Local Government Investment Order arising from the Cole Inquiry recommendations. Certain investments that Council holds are no longer prescribed (eg. managed funds, CDOs, and equity linked notes), however they have been retained under grandfathering provisions of the Order. These will be disposed of when most financially advantageous to Council. (g) Fair value estimation The fair value of financial assets and financial liabilities must be estimated for recognition and measurement or for disclosure purposes. The fair value of financial instruments traded in active markets is based on quoted market prices at the balance sheet date. The fair value of financial instruments that are not traded in an active market is determined using valuation techniques. Council uses a variety of methods and makes assumptions that are based on market conditions existing at each balance date. Quoted market prices or dealer quotes for similar instruments are used for long-term debt instruments held. If the market for a financial asset is not active (and for unlisted securities), the Council establishes fair value by using valuation techniques. These include reference to the fair values of recent arm’s length transactions, involving the same instruments or other instruments that are substantially the same, discounted cash flow analysis, and option pricing models refined to reflect the issuer’s specific circumstances. The nominal value less estimated credit adjustments of trade receivables and payables are assumed to approximate their fair values. The fair value of financial liabilities for disclosure purposes is estimated by discounting the future
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 16
contractual cash flows at the current market interest rate that is available to the Council for similar financial instruments. (h) Receivables Receivables are initially recognised at fair value and subsequently measured at amortised cost, less any provision for impairment. Receivables (excluding Rates & Annual Charges) are generally due for settlement no more than 30 days from the date of recognition. The collectibility of receivables is reviewed on an ongoing basis. Debts which are known to be uncollectible are written off in accordance with Council’s policy. A provision for impairment (ie. an allowance account) relating to receivables is established when there is objective evidence that the Council will not be able to collect all amounts due according to the original terms of each receivable. The amount of the provision is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted at the effective interest rate. Impairment losses are recognised in the Income Statement within other expenses. When a receivable for which an impairment allowance had been recognised becomes uncollectible in a subsequent period, it is written off against the allowance account. Subsequent recoveries of amounts previously written off are credited against other expenses in the income statement. (i) Inventories Raw Materials and Stores, Work in Progress and Finished Goods Raw materials and stores, work in progress and finished goods in respect of business undertakings are all stated at the lower of cost and net realisable value.
Cost comprises direct materials, direct labour and an appropriate proportion of variable and fixed overhead expenditure, the latter being allocated on the basis of normal operating capacity. Costs are assigned to individual items of inventory on the basis of weighted average costs. Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale. Inventories held in respect of non-business undertakings have been valued at cost subject to adjustment for loss of service potential. Land Held for Resale/Capitalisation of Borrowing Costs Land held for resale is stated at the lower of cost and net realisable value. Cost is assigned by specific identification and includes the cost of acquisition, and development and borrowing costs during development. When development is completed borrowing costs and other holding charges are expensed as incurred. Borrowing costs included in the cost of land held for resale are those costs that would have been avoided if the expenditure on the acquisition and development of the land had not been made. Borrowing costs incurred while active development is interrupted for extended periods are recognised as expenses. (j) Infrastructure, Property, Plant and Equipment (I,PP&E) Acquisition of assets Council’s non current assets have been progressively revalued to fair value in accordance with a staged implementation as advised by the Division of Local Government. At balance date, the following classes of I,PP&E were stated at their Fair Value;
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 17
- Investment Properties – refer Note 1(p), - Operational Land (External Valuation)
- Buildings – Specialised/Non Specialised
(External Valuation) - Plant and Equipment
(as approximated by depreciated historical cost)
- Roads Assets incl. roads, bridges & footpaths (Internal Valuation)
- Drainage Assets (Internal Valuation) - Community Land (Internal Valuation)
- Land Improvements (Internal Valuation)
- Other Structures (Internal Valuation)
- Other Assets (Internal Valuation) Initial Recognition On initial recognition, an assets cost is measured at its fair value, plus all expenditure that is directly attributable to the acquisition. Where settlement of any part of an asset’s cash consideration is deferred, the amounts payable in the future are discounted to their present value as at the date of recognition (ie. date of exchange) of the asset to arrive at fair value. The discount rate used is the Council’s incremental borrowing rate, being the rate at which a similar borrowing could be obtained from an independent financier under comparable terms and conditions. Where infrastructure, property, plant and equipment assets are acquired for no cost or for an amount other than cost, the assets are recognised in the financial statements at their fair value at acquisition date - being the amount that the asset could have been exchanged between knowledgeable willing parties in an arm’s length transaction. Subsequent costs Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow
to Council and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the income statement during the financial period in which they are incurred. Asset Revaluations (including Indexation) In accounting for Asset Revaluations relating to Infrastructure, Property, Plant & Equipment: Increases in the carrying amounts arising on
revaluation are credited to the asset revaluation reserve.
To the extent that the increase reverses a
decrease previously recognised via the profit or loss, then increase is first recognised in profit or loss.
Decreases that reverse previous increases of the
same asset are first charged against revaluation reserves directly in equity to the extent of the remaining reserve attributable to the asset, with all other decreases charged to the Income statement.
For all other assets, Council assesses at each reporting date whether there is any indication that a revalued asset’s carrying amount may differ materially from that which would be determined if the asset were revalued at the reporting date. If any such indication exists, Council determines the asset’s fair value and revalues the asset to that amount. Full revaluations are undertaken for all assets on a 5 year cycle. Capitalisation Thresholds Items of infrastructure, property, plant and equipment are not capitalised unless their cost of acquisition exceeds the following; Land - council land 100% Capitalised - open space 100% Capitalised - land under roads (purchases after 30/6/08) 100% Capitalised
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 18
Plant & Equipment Office Furniture > $2,000 Office Equipment > $2,000 Other Plant &Equipment > $2,000 Buildings & Land Improvements Park Furniture & Equipment > $20,000 Building - construction/extensions 100% Capitalised - renovations > $50,000 Other Structures > $20,000 Stormwater Assets Drains & Culverts > $20,000 Other > $20,000 Transport Assets Road construction & reconstruction > $20,000 Reseal/Re-sheet & major repairs: > $20,000 Bridge construction & reconstruction > $20,000 Depreciation Depreciation on Council's infrastructure, property, plant and equipment assets is calculated using the straight line method in order to allocate an assets cost (net of residual values) over its estimated useful life. Land is not depreciated. Estimated useful lives for Council's I,PP&E include: Plant & Equipment - Office Equipment 5 to 10 years - Office furniture 10 to 20 years - Computer Equipment 4 years - Vehicles & Road Making equip. 5 to 8 years - Other plant and equipment 5 to 15 years Other Equipment - Playground equipment 5 to 15 years - Benches, seats etc 10 to 20 years Buildings - Buildings : Masonry 50 to 100 years - Buildings : Other 20 to 40 years
Stormwater Drainage - Drains 80 to 100 years - Culverts 50 to 80 years Transportation Assets - Sealed Roads : Surface 20 years - Sealed Roads : Structure 50 years - Unsealed roads 20 years - Bridge : Concrete 100 years - Bridge : Other 20 to 75 years - Road Pavements 60 years - Kerb, Gutter & Paths 40 years Other Infrastructure Assets - Bulk earthworks Infinite All asset residual values and useful lives are reviewed and adjusted (where appropriate), at each balance sheet date. An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount – refer Note 1(s) on Asset Impairment. Disposal and De-recognition An item of property, plant and equipment is derecognised upon disposal or when no further future economic benefits are expected from its use or disposal. Any gain or loss arising on derecognition of the asset (calculated as the difference between the net disposal proceeds and the carrying amount of the asset) is included in Council’s Income Statement in the year the asset is derecognised. (k) Land Land (other than Land under Roads) is in accordance with Part 2 of Chapter 6 of the Local Government Act (1993) classified as either Operational or Community. This classification of Land is disclosed in Note 9(a).
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 19
(l) Land under roads Land under roads is land under roadways and road reserves including land under footpaths, nature strips and median strips. Council has elected not to recognise land under roads acquired before 1 July 2008 in accordance with AASB 1051. Land under roads acquired after 1 July 2008 is recognised in accordance with AASB 116 – Property, Plant and Equipment. (m) Intangible Assets IT Development and Software Costs incurred in developing products or systems and costs incurred in acquiring software and licenses that will contribute to future period financial benefits through revenue generation and/or cost reduction are capitalised to software and systems. Costs capitalised include external direct costs of materials and service, direct payroll and payroll related costs of employees’ time spent on the project. Amortisation is calculated on a straight line bases over periods generally ranging from 3 to 5 years. IT development costs include only those costs directly attributable to the development phase and are only recognised following completion of technical feasibility and where Council has an intention and ability to use the asset. (n) Crown Reserves Crown Reserves under Council’s care and control are recognised as assets of the Council. While ownership of the reserves remains with the Crown, Council retains operational control of the reserves and is responsible for their maintenance and use in accordance with the specific purposes to which the reserves are dedicated. Improvements on Crown Reserves are also recorded as assets, while maintenance costs
incurred by Council and revenues relating the reserves are recognised within Council’s Income Statement. Representations are currently being sought across State and Local Government to develop a consistent accounting treatment for Crown Reserves across both tiers of government. (o) Investment property Investment property comprises land &/or buildings that are principally held for long-term rental yields, capital gains or both that is not occupied by Council. Investment property is carried at fair value, representing an open-market value determined annually by external valuers. Annual changes in the fair value of Investment Properties are recorded in the Income Statement as part of “Other Income”. Full revaluations are carried out every three years with an appropriate index utilised each year in between the full revaluations. The last full revaluation for Council’s Investment Properties was dated 30/06/2011. (p) Provisions for close down, restoration and for environmental clean up costs – including Tips and Quarries Close down, Restoration and Remediation costs include the dismantling and demolition of infrastructure, the removal of residual materials and the remediation of disturbed areas. Estimated close down and restoration costs are provided for in the accounting period when the obligation arising from the related disturbance occurs, whether this occurs during the development or during the operation phase, based on the net present value of estimated future costs. Provisions for close down and restoration costs do not include any additional obligations which are expected to arise from future disturbance. Costs are estimated on the basis of a closure plan.
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 20
The cost estimates are calculated annually during the life of the operation to reflect known developments, eg updated cost estimates and revisions to the estimated lives of operations, and are subject to formal review at regular intervals. Close down, Restoration and Remediation costs are a normal consequence of tip and quarry operations, and the majority of close down and restoration expenditure is incurred at the end of the life of the operations. Although the ultimate cost to be incurred is uncertain, Council estimates the respective costs based on feasibility and engineering studies using current restoration standards and techniques. The amortisation or ‘unwinding’ of the discount applied in establishing the net present value of provisions is charged to the income statement in each accounting period. This amortisation is disclosed as a borrowing cost in Note 4(b). Other movements in the provisions for Close down, Restoration and Remediation costs including those resulting from new disturbance, updated cost estimates, changes to the estimated lives of operations and revisions to discount rates are capitalised within property, plant and equipment. These costs are then depreciated over the lives of the assets to which they relate. Where rehabilitation is conducted systematically over the life of the operation, rather than at the time of closure, provision is made for the estimated outstanding continuous rehabilitation work at each balance sheet date and the cost is charged to the income statement. Provision is made for the estimated present value of the costs of environmental clean up obligations outstanding at the balance sheet date. These costs are charged to the income statement. Movements in the environmental clean up provisions are presented as an operating cost, except for the unwind of the discount which is shown as a borrowing cost.
Remediation procedures generally commence soon after the time the damage, remediation process and estimated remediation costs become known, but may continue for many years depending on the nature of the disturbance and the remediation techniques. As noted above, the ultimate cost of environmental remediation is uncertain and cost estimates can vary in response to many factors including changes to the relevant legal requirements, the emergence of new restoration techniques or experience at other locations. The expected timing of expenditure can also change, for example in response to changes in quarry reserves or production rates. As a result there could be significant adjustments to the provision for close down and restoration and environmental clean up, which would affect future financial results. Specific Information relating to Council's provisions relating to Close down, Restoration and Remediation costs can be found at Note 26. (q) Non-Current Assets (or Disposal Groups) “Held for Sale” & Discontinued Operations Non-current assets (or disposal groups) are classified as held for sale and stated at the lower of either (i) their carrying amount and (ii) fair value less costs to sell, if their carrying amount will be recovered principally through a sale transaction rather than through continuing use. The exception to this is plant and motor vehicles which are turned over on a regular basis. Plant and motor vehicles are retained in Non Current Assets under the classification of Infrastructure, Property, Plant and Equipment - unless the assets are to be traded in after 30 June and the replacement assets were already purchased and accounted for as at 30 June. For any assets or disposal groups classified as Non-Current Assets “held for sale”, an impairment loss is recognised at any time when the assets carrying value is greater than its fair value less costs to sell.
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 21
Non-current assets “held for sale” are not depreciated or amortised while they are classified as “held for sale”. Non-current assets classified as “held for sale” are presented separately from the other assets in the balance sheet. A Discontinued Operation is a component of the entity that has been disposed of or is classified as “held for sale” and that represents a separate major line of business or geographical area of operations, is part of a single co-ordinated plan to dispose of such a line of business or area of operations, or is a subsidiary acquired exclusively with a view to resale. The results of discontinued operations are presented separately on the face of the income statement. (r) Impairment of assets All Council's I,PP&E is subject to an annual assessment of impairment. Assets that are subject to amortisation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For non-cash generating assets of Council such as roads, drains, public buildings etc - value in use is represented by the “deprival value” of the asset which is approximated as its written down replacement cost. Other assets are tested for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. Goodwill & other Intangible Assets that have an indefinite useful life and are not subject to amortisation are tested annually for impairment.
(s) Payables These amounts represent liabilities and include goods and services provided to the Council prior to the end of financial year which are unpaid. The amounts for goods and services are unsecured and are usually paid within 30 days of recognition. (t) Borrowings Borrowings are initially recognised at fair value, net of transaction costs incurred. Borrowings are subsequently measured at amortised cost. Amortisation results in any difference between the proceeds (net of transaction costs) and the redemption amount being recognised in the Income Statement over the period of the borrowings using the effective interest method. Borrowings are removed from the balance sheet when the obligation specified in the contract is discharged, cancelled or expired. Borrowings are classified as current liabilities unless the Council has an unconditional right to defer settlement of the liability for at least 12 months after the balance sheet date. (u) Borrowing costs Borrowing costs are expensed. Borrowing costs incurred for the construction of any qualifying asset are capitalised during the period of time that is required to complete and prepare the asset for its intended use or sale. (v) Provisions Provisions for legal claims, service warranties and other like liabilities are recognised when: Council has a present legal or constructive
obligation as a result of past events;
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 22
it is more likely than not that an outflow of resources will be required to settle the obligation; and
the amount has been reliably estimated. Provisions are not recognised for future operating losses. Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement is determined by considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with respect to any one item included in the same class of obligations may be small. Provisions are measured at the present value of management’s best estimate of the expenditure required to settle the present obligation at the reporting date. The discount rate used to determine the present value reflects current market assessments of the time value of money and the risks specific to the liability. The increase in the provision due to the passage of time is recognised as interest expense. (w) Employee benefits (i) Short Term Obligations Short term employee benefit obligations include liabilities for wages and salaries (including non-monetary benefits), annual leave and vesting sick leave expected to be settled within the 12 months after the reporting period. Leave liabilities are recognised in the provision for employee benefits in respect of employees’ services up to the reporting date with other short term employee benefit obligations disclosed under payables. These provisions are measured at the amounts expected to be paid when the liabilities are settled. Liabilities for non vesting sick leave are recognised at the time when the leave is taken and measured at
the rates paid or payable, and accordingly no Liability has been recognised in these reports. Wages & salaries, annual leave and vesting sick leave are all classified as Current Liabilities. (ii) Other Long Term Obligations The liability for all long service and annual leave (which is not expected to be settled within the 12 months after the reporting period) are recognised in the provision for employee benefits in respect of services provided by employees up to the reporting date. These liabilities are measured at the present value of the expected future payments to be made using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on national government bonds with terms to maturity and currency that match as closely as possible, the estimated future cash outflows. Due to the nature of when and how Long Service Leave can be taken, all Long Service Leave for employees with 4 or more years of service has been classified as Current, as it has been deemed that Council does not have the unconditional right to defer settlement beyond 12 months – even though it is not anticipated that all employees with more than 4 years service (as at reporting date) will apply for and take their leave entitlements in the next 12 months. (iii) Retirement benefit obligations All employees of the Council are entitled to benefits on retirement, disability or death. Council contributes to various defined benefit plans and defined contribution plans on behalf of its employees. Defined Benefit Plans A liability or asset in respect of defined benefit superannuation plans would ordinarily be recognised in the balance sheet, and measured as the present value of the defined benefit obligation at the reporting
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 23
date plus unrecognised actuarial gains (less unrecognised actuarial losses) less the fair value of the superannuation fund’s assets at that date and any unrecognised past service cost. The present value of the defined benefit obligation is based on expected future payments which arise from membership of the fund to the reporting date, calculated annually by independent actuaries using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. However, when this information is not reliably available, Council can account for its obligations to defined benefit plans on the same basis as its obligations to defined contribution plans – i.e. as an expense when they become payable. Council is party to an Industry Defined Benefit Plan under the Local Government Superannuation Scheme, named the “Local Government Superannuation Scheme – Pool B” (the Scheme). This Scheme has been deemed to be a “multi employer fund” for the purposes of AASB 119. Sufficient information is not available to account for the Scheme as a defined benefit plan (in accordance with AASB 119) because the assets to the scheme are pooled together for all Councils. The amount of employer contributions to the defined benefit section of the Local Government Superannuation Scheme and recognised as an expense for the year ending 30 June 2011 was $2,281,459. The last valuation of the Scheme was performed by Mr Martin Stevenson BSc, FIA, FIAA on 16 February 2010 and covers the period ended 30 June 2009. However the position is monitored annually and the Actuary has estimated that as at 30 June 2011 a deficit still exists. Effective from 1 July 2009, employers were required to contribute twice the “notional” or long term cost for a period of up to ten years in order to rectify this deficit. The share of this deficit that can be broadly attributed to the employer was estimated to be in the order of $3,340,736 as at 30 June 2011. Council’s share of that deficiency cannot be accurately calculated as the Scheme is a mutual
arrangement where assets and liabilities are pooled together for all member councils. For this reason, no liability for the deficiency has been recognised in these financial statements. Council has, however, disclosed a contingent liability in note 18 to reflect the possible obligation that may arise should the Scheme require immediate payment to correct the deficiency. Defined Contribution Plans Contributions to Defined Contribution Plans are recognised as an expense as they become payable. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in the future payments is available. (iv) Employee Benefit On-Costs Council has recognised at year end the aggregate on-cost liabilities arising from employee benefits, and in particular those on-cost liabilities that will arise when payment of current employee benefits is made in future periods. These amounts include Superannuation and Workers Compensation expenses which will be payable upon the future payment of certain Leave Liabilities accrued as at 30/6/11. (x) Self insurance Council does not self insure. (y) Allocation between current and non-current assets & liabilities In the determination of whether an asset or liability is classified as current or non-current, consideration is given to the time when each asset or liability is expected to be settled. The asset or liability is classified as current if it is expected to be settled within the next 12 months, being the Council’s operational cycle.
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 24
Exceptions In the case of liabilities where Council does not have the unconditional right to defer settlement beyond 12 months (such as vested long service leave), the liability is classified as current even if not expected to be settled within the next 12 months. In the case of inventories that are “held for trading”, these are also classified as current even if not expected to be realised in the next 12 months. (z) Taxes The Council is exempt from both Commonwealth Income Tax and Capital Gains Tax. Council does however have to comply with both Fringe Benefits Tax and Goods and Services Tax (GST). Goods & Services Tax (GST) Income, expenses and assets are all recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office (ATO). In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of the revenue / expense. Receivables and payables within the Balance Sheet are stated inclusive of any applicable GST. The net amount of GST recoverable from or payable to the ATO is included as a current asset or current liability in the Balance Sheet. Operating cash flows within the Cash Flow Statement are on a gross basis, ie. they are inclusive of GST where applicable. Investing and Financing cash flows are treated on a net basis (where recoverable form the ATO), ie. they are exclusive of GST. Instead, the GST component of investing and financing activity cash flows which are recoverable from or payable to the ATO are classified as operating cash flows.
Commitments and contingencies are disclosed net of the amount of GST recoverable from (or payable to) the ATO. (aa) New accounting standards and UIG interpretations Certain new (or amended) accounting standards and interpretations have been published that are not mandatory for reporting periods ending 30 June 2011. Council has not adopted any of these standards early. Council’s assessment of the impact of these new standards and interpretations is set out below. Applicable to Local Government with implications: AASB 9 Financial Instruments, AASB 2009 11 Amendments to Australian Accounting Standards arising from AASB 9 and AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010) (effective from 1 January 2013) AASB 9 Financial Instruments addresses the classification, measurement and derecognition of financial assets and financial liabilities. The standard is not applicable until 1 January 2013 but is available for early adoption. When adopted, the standard will affect in particular the Council’s accounting for its available-for-sale financial assets, since AASB 9 only permits the recognition of fair value gains and losses in other comprehensive income if they relate to equity investments that are not held for trading. Fair value gains and losses on available-for-sale debt investments, for example, will therefore have to be recognised directly in profit or loss.
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 25
Applicable to Local Government but no implications for Council; AASB 2009 14 Amendments to Australian Interpretation – Prepayments of a Minimum Funding Requirement (effective from 1 January 2011) In December 2009, the AASB made an amendment to Interpretation 14 The Limit on a Defined Benefit Asset, Minimum Funding Requirements and their Interaction. The amendment removes an unintended consequence of the interpretation related to voluntary prepayments when there is a minimum funding requirement in regard to the entity's defined benefit scheme. It permits entities to recognise an asset for a prepayment of contributions made to cover minimum funding requirements. Council does not make any such prepayments. AASB 2010-6 Amendments to Australian Accounting Standards – Disclosures on Transfers of Financial Assets (effective for annual reporting periods beginning on or after 1 July 2011) Amendments made to AASB 7 Financial Instruments: Disclosures in November 2010 introduce additional disclosures in respect of risk exposures arising from transferred financial assets. The amendments will affect particularly entities that sell, factor, securitise, lend or otherwise transfer financial assets to other parties. They are not expected to have any significant impact on Council's disclosures. Applicable to Local Government but not relevant to Council at this stage; None Not applicable to Local Government per se; Revised AASB 124 Related Party Disclosures and AASB 2009 12 Amendments to Australian
Accounting Standards (effective from 1 January 2011) In December 2009 the AASB issued a revised AASB 124 Related Party Disclosures. It is effective for accounting periods beginning on or after 1 January 2011 and must be applied retrospectively. The amendment clarifies and simplifies the definition of a related party and removes the requirement for government-related entities to disclose details of all transactions with the government and other government-related entities. AASB 1053 Application of Tiers of Australian Accounting Standards and AASB 2010-2 Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements (effective from 1 July 2013) On 30 June 2010 the AASB officially introduced a revised differential reporting framework in Australia. Under this framework, a two-tier differential reporting regime applies to all entities that prepare general purpose financial statements. Local Government are specifically excluded from adopting the new Australian Accounting Standards – Reduced Disclosure Requirements. AASB 2010-8 Amendments to Australian Accounting Standards – Deferred Tax: Recovery of Underlying Assets (effective from 1 January 2012) In December 2010, the AASB amended AASB 112 Income Taxes to provide a practical approach for measuring deferred tax liabilities and deferred tax assets when investment property is measured using the fair value model. AASB 112 requires the measurement of deferred tax assets or liabilities to reflect the tax consequences that would follow from the way management expects to recover or settle the carrying amount of the relevant assets or liabilities, that is through use or through sale. Council is not subject to Income Tax and accordingly this amendment will have no impact on future financial statements.
Financial Statements 2011
Waverley Council Notes to the Financial Statements for the financial year ended 30 June 2011 Note 1. Summary of Significant Accounting Policies (continued)
page 26
(ab) Rounding of amounts Unless otherwise indicated, amounts in the financial statements have been rounded off to the nearest thousand dollars. (ac) Comparative Figures To ensure comparability with the current reporting period’s figures, some comparative period line items and amounts may have been reclassified or individually reported for the first time within these financial statements and/or the notes. (ad) Disclaimer Nothing contained within these statements may be taken to be an admission of any liability to any person under any circumstance.
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 2(a). Council Functions / Activities - Financial Information
(13,521) (4,554)
(2,471) (2,257)
(476)
13,248
(3,842)
(73)
2,006
3
21
1,930
64
8
-
140
Actual
141 3
- 24
2010
1,561 623,574
96,078
2010Actual
2011Actual
615,946
49 2,883 604
833
396 Beach Services, Maintenance & Safety 430
Asset Management Services 6,338 (10,577)
(2,453)
Place Management
2,867
14,507
2,861
20,192
Actual Actual Budget 20112010 20112011 20112010
Actual Budget 2011 20112010
9,953 16,915 6,671
Total Assets held (Current &
Non-current) Functions/Activities
Actual Original
Budget Original
Actual 2011
Operating Result from Continuing Operations
Grants included in Income from Continuing Operations
Actual
$ '000 Income, Expenses and Assets have been directly attributed to the following Functions / Activities.Details of these Functions/Activities are provided in Note 2(b).
Income from Continuing Operations
Expenses from Continuing Operations
Original Actual
827 1,360 1,157 (198)
6,176 5,956 (5,176) (5,952)
-
Parks Services & Maintenance 136 224 (296) 5,312
1,303 (527) 959
(6,252)
25 11,083
99,445
Parking Services 24,399 22,623 22,759 10,022 9,493 9,511
(3,669) 206 4,310 4,136 (3,963) (3,787) 189 18,621
11,231
Library Services 425 523 467 4,388
14,377 13,130
- -
19,508
Governance, Integrated Planning & Community Engagement 42 70 43 4,022 4,218 3,885
(324) 40 1,480 1,354 (308) (396) 1 486
-
Environmental Services 1,040 1,084 1,030 1,348
(3,980) (4,148)
- 25
417
Emergency Management Services - 42 39 6 89 112 (47)
(3,265) 17 7,993 7,893 (3,393) (3,215) 20 8,078
10
Development, Building & Health Services 3,902 4,778 4,628 7,295
- (6)
- -
7,758
Customer Services & Communication 15 22 18 1,263 1,230 1,124
2,929 2,870 (2,036) (2,439)
(1,106) - (1,248) (1,208) -
Cultural Services - 490 414 2,036 (2,456) 82 37 34
- 23,858
37
Cemetery Services 1,158 1,321 1,437 1,103 1,183 1,111 326 - 55 138 23,904
Child Care Services 4,756 3,850 3,618 4,047 709 (355) (492) 4,205
Corporate Support Services 32,050 32,985 31,311
1,427 3,467
1,708 (915) (1,070)
1,217 4,151 4,110
1,851
9,722 8,988 20,506 23,997
1,597
10,805 22,328 1,803 8,777 7,868
32,493 (973) 644 599 29,832 Community Services 682 781 735
page 27
Financial Statem
ents 2011Continued next page
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 2(a). Council Functions / Activities - Financial Information
1. Includes: Rates & Annual Charges (incl. Ex-Gratia), Untied General Purpose Grants & Unrestricted Interest & Investment Income.
page 28
93,857
Continuing Operations Operating Result from
93,857
98,631 94,253 92,437 92,565 Total Functions & Activities
92,565 92,437 98,631
Actual 2010
91,542 852,466 854,031 6,238
94,253 91,542 6,238 895 (1,688) (4,774) 854,031 852,466 7,238
7,238
(47)
(394)
(4,774) (1,688) 895
375
(161)
(151) (6)
(32)
(428) (646)
16,794
11,205
252
(178)
234
(3,315) (2,950)
580
-
-
126
-
139 -
197
375
5
73
969
467
181
58
-
-
905
252
11,946
891
16,339
-
888
394 161
11,422
836
3,444 3,179
13,735
178
5,799
2,509
(5,799)
11,910
Traffic & Transport Services -
Urban Open Space Maintenance & Accessibility -
Waste Services
Regulatory Services 1,320
Social & Affordable Housing 686
13,931
1,181
685
13,969
129
882
229
12,490
-
733
1,352
-
105
1,789
258 (983) 1,405 Recreation Services 422
1,414 1,384
751 686
Income, Expenses and Assets have been directly attributed to the following Functions / Activities.
Original
Financial Statem
ents 2011
$ '000
Budget Actual Actual
Functions/Activities
Details of these Functions/Activities are provided in Note 2(b).
Income from Continuing Operations
Expenses from Continuing Operations
Operating Result from Continuing Operations
Grants included in Income from Continuing Operations
Total Assets held (Current &
Non-current)
Original Budget
Original Actual Actual Actual Budget
2011 2011 2010 2011 2010Actual Actual
20112010 2011Actual Actual
2011 2010 2011 2011
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 2(b). Council Functions / Activities - Component Descriptions
Asset Management Services
Beach Services, Maintenance & Safety
Cemetery Services
Childcare Services
Community Services
Corporate Support Services
Cultural Services
Customer Services & Communication
Development, Building & Health Services
This area is responsible for ensuring that customer service is provided in a professional, friendly and timely way, and that our community is informed about Council's plans, initiatives, services and activities.
This service involves preparing new Local Environmental Plans, Development Control Plans and Planning Strategies relating to future land use planning and heritage conservation.
It also assesses and determines development applications in accordance with the EP&A Act and provides Council with a digital mapping service.
This service includes a range of professional support services for financial planning and management, workforce planning, organisational development and performance management, business systems improvement, risk management and insurance, procurement, telecommunications and IT and special projects to support the Executive in customer service and organisational review.
Council provides and supports a range of activities that celebrate and strengthen an appreciation or our cultural heritage and diversity.
Waverley Council runs a very wide array of services - 22 services and 148 different sub-services. A brief summary of the services which are reported in Note 2(a) are detailed below:
Council provides a range of community services within Waverley in addition to supporting a broad range of community organisations. Our services and support for other groups and agencies ensure that the community has access to relevant, accessible and affordable facilities, spaces, programs and activities.
This service includes planning for renewal of assets, financial management and project delivery of works on vital infrastructure. The Service contributes to every aspect of Council's operations, to our ability to deliver our services cost effectively and to the community's social, environmental and economic well being.
This service includes beach safety, beach maintenance and cleaning and also supports voluntary surf lifesaving clubs.
This service currently includes interment of ashes and remains at two sites, Waverley and South Head. Waverley Cemetery is a fully operational Cemetery with sales in excess of $1million per annum.
Providing quality, affordable long day care and family day care for children aged 0-5 as well as parenting programs and counselling for families.
page 29
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 2(b). Council Functions / Activities - Component Descriptions (continued)
Emergency Management Services
Environmental Services
Governance, Integrated Planning & Community Engagement
Library Services
Parking Services
Parks Services & Maintenance
Place Management
Recreation Services
This service provides substantial community safety and amenity by ensuring that our very limited supply of public parking opportunities (limited relative to demand) is shared fairly by all. This service is more effectively delivered if its implemented in close conjunction with Environmental Services and Traffic and Transport Services.
This service maintains and cares for Council's 99 parks. The park and reserves are divided into a numberof categories including regional parks, coastal reserves, small parks, pocket parks, linkages and remnant vegetation.
Bondi Beach and Bondi Junction are important places for Waverley residents and for the wider Sydney community. They contain a world famous beach and one of Sydney's most vibrant retail precincts and play a significant role in delivering recreational and commercial experiences to the region. A Place Management approach has been adopted to allow Council to give special focus to these areas, as well as ensuring that our smaller retail villages continue thrive.
An ongoing challenge for the Place Managers is to find the right balance between the needs of visitors, residents and the business sector.
This includes all aspects of sport and active leisure, from broad LGA-wide planning, through to the detailed design and construction of specific facilities. A newly emerging area is sports facilities management, programming and maintenance.
This service is designed to ensure we can engage with our community in an open and responsive way, discussing and making decisions with them about their future on the basis of sound and balanced judgement and policies. It also ensures that we can be properly held to account for planning decisions and for the efficiency and effectiveness of the services we deliver.
The Library offers information, recreation and entertainment as well as opportunities for people to train, learn or simply interact with neighbours and friends. The Library is a major education and community capacity building resource.
Waverley and Woollahra have a joint relationship in funding and supporting the local SES unit and it is a requirement under the NSW State Emergency Act.
This is a growing service area covering all aspects of the aquatic, biological and air enviroments. Its sub-services are specifically geared to meet the requirements of our Environmental Action Plan 2 (EAP2) adopted in February 2010. EAP2 is a key element of Waverley's resourcing strategy for Waverley Togethor 2 .
page 30
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 2(b). Council Functions / Activities - Component Descriptions (continued)
Regulatory Services
Social & Affordable Housing
Traffic & Transport Services
Urban Open Space Maintenance & Accessibility
Waste Services
This service helps ensure that traffic flows as smoothly, efficiently and safely in Waverley as is possible, given the very small amount of road space we have to share, relative to the very high demand of the residents and visitors who use it.
The service also functions to help provide as many alternatives as possible to private car use including planning and design of pedestrian and cycling routes, and negotiation with the community and other levels of government for improved traffic and parking distribution systems such as residential preferred parking schemes.
This service maintains the roads, footpaths, drains, trees and grass along the 123.46 km of local and regional roads within Waverley Council.
This service provides waste and recycling collection services to 28,500 residential properties as well as a commercial collection to businesses within Waverley Council.
In the summer season there is an increased demand for this service due to the large influx of visitors. Core areas of focus are:
Monitoring building sites to ensure adequate pollution control is in place Ensuring companion animals are effectively and responsibly managed and cared for in accordance with the Companion Animals Act and Regulation Providing education material and information to the public investigating reports of abandoned vehicles and removing them in accordance with Impounding Act The quantitative volume of noise, time, place and the frequency of the noise
This service includes creating and managing secure housing for local people on very low incomes in addition to providing medium term accomodation at subsidised rents to those on low-to-middle income levels.
page 31
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 3. Income from Continuing Operations
$ '000
(a). Rates & Annual Charges
Ordinary RatesResidentialBusinessTotal Ordinary Rates
Special RatesEnvironmentalTotal Special Rates
Annual Charges (pursuant to s.496, s.501 & s.611)Domestic Waste Management ServicesSection 611 ChargesTotal Annual Charges
TOTAL RATES & ANNUAL CHARGES
Council has used 2009 year valuations provided by the NSW Valuer General in calculating its rates.
36
Actual
19,163 7,425
2011Notes
921
7,126
945
10,032
921
Actual 2010
18,622
36,737
10,068
38,673
11,103
945
25,748 26,588
37 11,140
page 32
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 3. Income from Continuing Operations (continued)
$ '000
(b). User Charges & Fees
Specific User Charges (per s.502 - Specific "actual use" charges)
Waste Management Services (non-domestic)Total User Charges
Other User Charges & Fees(i) Fees & Charges - Statutory & Regulatory Functions (per s608 & 610A)Hoarding/Crane PermitsPlanning & Building RegulationSection 149 Certificates (EPA Act)Section 603 CertificatesTotal Fees & Charges - Statutory/Regulatory
(ii) Fees & Charges - Other (incl. General User Charges (per s.610C))Admission & Service FeesBus Shelter FeesCar Parking FeesCar Parking Meter IncomeCemeteriesChild CareLeaseback Fees - Council VehiclesPark RentsRestoration ChargesRoad Opening PermitsTemporary Truck Zone PermitOtherTotal Fees & Charges - Other
TOTAL USER CHARGES & FEES
557 19,840
24,610
19,443
260 520
23,657
112
1,132
2,460
753
5,556
136
1,627
1,908 1,754
1,545 591
134
5,522
102 206
NotesActual
2011
128
1,366
2010
915
1,208
927
1,908
2,463
2,862
6,800
139 1,163
383 160 396
2,381
1,754
6,575
Actual
212
576 60
page 33
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 3. Income from Continuing Operations (continued)
$ '000
(c). Interest & Investment Revenue (incl. losses)
Interest & Dividends- Interest on Overdue Rates & Annual Charges- Interest earned on Investments (interest & coupon payment income)Fair Value Adjustments- Fair Valuation movements in Investments (at FV or Held for Trading)TOTAL INTEREST & INVESTMENT REVENUE
Interest Revenue is attributable to:Unrestricted Investments/Financial Assets:Overdue Rates & Annual ChargesGeneral Council Cash & InvestmentsRestricted Investments/Funds - External:Development Contributions - Section 94Domestic Waste Management operationsRestricted Investments/Funds - Internal:Internally Restricted AssetsTotal Interest & Investment Revenue Recognised
(d). Other Revenues
Fair Value Adjustments - Investment PropertiesRental Income - Investment PropertiesRental Income - Other Council PropertiesEx Gratia RatesFinesParking FinesLegal Fees Recovery - Rates & Charges (Extra Charges)
Legal Fees Recovery - OtherInsurance Claim RecoveriesRecycling Income (non domestic)Sale of Abandoned VehiclesSales - GeneralOtherTOTAL OTHER REVENUE
15
2,033
4
47
390
2011
2,838
106
Actual
2,106
2010
2,274
87
2,318 79 81
1,803
3,338
10,379
3,283 1,911
253 277
22
3,016
17
10,043
-
3,264
45 2,274
258
99
123
79
232
87
81
Actual
14
Notes
123
34 234
167
3,016
14
163
22 9 8
456 16,418
348 20,264
page 34
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 3. Income from Continuing Operations (continued)
$ '000
(e). Grants
General Purpose (Untied)Financial Assistance - General Component
Financial Assistance - Local Roads Component
Pensioners' Rates Subsidies - General Component
Total General Purpose
Specific PurposePensioners' Rates Subsidies: - Domestic Waste ManagementAged CareChild CareCommunity CareEmployment & Training ProgramsEnvironmental ProtectionLibraryLibrary - per capitaRecreation & CultureStreet LightingTransport (Roads to Recovery)
Transport (Other Roads & Bridges Funding)
OtherTotal Specific PurposeTotal Grants
Grant Revenue is attributable to:- Commonwealth Funding- State Funding- Other Funding
-
Capital
-
-
1,957
1,957 -
1,768
1,957
189
-
- -
1,251
449 193
-
-
64 -
-
-
-
-
1,339 68
2011
198
205 344
-
660
-
- -
-
- 1,407 1,407
- 1,407
165
20
4,831
4,831
17
155 2,293
-
2010Operating Operating
1,626
198 397
207
2011
17 644
-
2,833
3,060 5,281
-
2,221
379
4 127
1,427
80
164 75
126
5,281
2,674
369
52
2,157
1,217
2010
- - -
Capital
- - 122
- 1,581
599
254
-
65
- 160
61 -
1,986
124
2,680
page 35
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 3. Income from Continuing Operations (continued)
$ '000
(f). Contributions
Developer Contributions:(s93 & s94 - EP&A Act, s64 of the NSW LG Act):S 93F - Contributions using Planning AgreementsS 94 - Contributions towards amenities/servicesS 94A - Fixed Development Consent LeviesTotal Developer Contributions
Other Contributions:Car ParkingDrainageOther Councils - Joint Works/ServicesPavingRoads & BridgesOtherTotal Other ContributionsTotal Contributions
TOTAL GRANTS & CONTRIBUTIONS
$ '000
(g). Restrictions relating to Grants and Contributions
Certain grants & contributions are obtained by Council on conditionthat they be spent in a specified manner:
Unexpended at the Close of the Previous Reporting Period
add: Grants and contributions recognised in the current period which havenot been spent:
less: Grants an contributions recognised in a previous reporting periodwhich have been spent in the current reporting period:
Net Increase (Decrease) in Restricted Assets during the Reporting Period
Unexpended at the Close of thisReporting Period and held as Restricted Assets
Comprising: - Specific Purpose Unexpended Grants - Developer Contributions - Other Contributions
6
-
2,007 2,071
334 -
2,966
6
671
5,502
Actual
169
4,028
4,923
650
-
Capital
- -
790 -
(2,290)
182
(1,640)
1,695
2,388
511
2,388
33 70
- -
-
2,519
2010Capital
Actual
3,996
1,661
(113)
(1,774)
2,062 1,774
4,028
-
4,141
4,028
70
2010
2,589
324 124
- 359
11
2,797
207
11 -
136 106 698
17 -
207 12
-
Operating
-
-
2011
-
Operating
2011
671 698
110
5,979
-
2010 2011
-
192
page 36
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 4. Expenses from Continuing Operations
$ '000
(a) Employee Benefits & On-Costs
Salaries and WagesTravellingEmployee Leave Entitlements (ELE)SuperannuationWorkers' Compensation InsuranceFringe Benefit Tax (FBT)Training Costs (other than Salaries & Wages)
OtherTotal Employee Costsless: Capitalised CostsTOTAL EMPLOYEE COSTS EXPENSED
Number of "Equivalent Full Time" Employees at year end
(b) Borrowing Costs
(i) Interest Bearing Liability CostsInterest on OverdraftInterest on LoansInterest on Building DepositsOther DebtsTotal Interest Bearing Liability Costsless: Capitalised CostsTotal Interest Bearing Liability Costs Expensed
(ii) Other Borrowing CostsNil
TOTAL BORROWING COSTS EXPENSED
3,053
47,469 (520)
48
46,949
Actual
327
Notes
2,489
Actual 2011
4,756 5,977
101
1 399
1
401
561
- 401
401 -
308
315
- 327
4,437
184
106
2010
5,936
34,683 33,397
275
(629)
53 48,595
47,966
557
7
261
2
3
327
page 37
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 4. Expenses from Continuing Operations (continued)
$ '000
(c) Materials & Contracts
Raw Materials & ConsumablesContractor & Consultancy CostsAuditors Remuneration- Audit Services: Council's AuditorLegal Expenses:- Legal Expenses: Planning & Development- Legal Expenses: OtherOperating Leases:- Operating Lease Rentals: Minimum Lease Payments (1)
Total Materials & Contractsless: Capitalised CostsTOTAL MATERIALS & CONTRACTS
1. Operating Lease Payments are attributable to:- Buildings- Computers- Motor Vehicles
$ '000
(d) Depreciation, Amortisation & Impairment
Plant and EquipmentOffice EquipmentBuildings - Non SpecialisedBuildings - SpecialisedOther StructuresInfrastructure: - Roads, Bridges & Footpaths - Stormwater DrainageOther Assets - Library Books - OtherTotal Depreciation & Impairment Costsless: Capitalised Costsless: Impairments offset in ARR (Equity)
TOTAL DEPRECIATION &IMPAIRMENT COSTS EXPENSED
2011
12,322
Actual Notes
2011
995
Actual 2011
-
Actual
1,271
876
215
10,963
2,166 2,772
641 2,859
1,244
15,837 127 208
15,837
139
- 10,963
-
2010
413 -
14,204
50
877 890
1,676
Actual
48
Actual
(9,309) 28,497
1,676 857
- -
288
2010
19,188
531
507
Depreciation/Amortisation
420
10,802 16,034
Impairment Costs
717
-
- -
-
- -
-
-
-
-
-
-
- - -
-
-
-
9a
-
- -
- -
-
Notes 2010
2,167
434
31,711
1,108
(13,209)
283
Actual
18,502
1,593
1,593
2,803
6,995
745
page 38
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 4. Expenses from Continuing Operations (continued)
$ '000
(e) Other Expenses
Other Expenses for the year include the following:
AdvertisingAbandonment of Fines by Office of State Debt RecoveryBank ChargesCar Park LevyContributions/Levies to Other Levels of Government- NSW Fire Brigade Levy- Department of Planning Levy- Emergency Services LevyCouncillor Expenses - Mayoral FeeCouncillor Expenses - Councillors' FeesCouncillors' Expenses (incl. Mayor) - Other (excluding fees above)Donations, Contributions & Assistance to other organisations (Section 356)
Electricity & HeatingFamily Day Care SubsidyInsuranceLand Tax - Crown LandRevaluation Decrements (Fair Valuation of Investment Properties)Street LightingSubscriptions & PublicationsTelephone & CommunicationsWaste Disposal ChargesWater Rates & ChargesOtherTotal Other Expensesless: Capitalised CostsTOTAL OTHER EXPENSES
(28)
843
443
210
3,760
2010Actual
1,090
2011
296
720
277 1,025
130
Actual
-
196
311
61
697
34
76 1,426
53
520 117
514
261
186
14,069
334
235
16,154 1,194
14,041 15,999 (155)
304
432
985
775
1,287
850
1,214 23
155
35
1,429 336
121 189
Notes
14
784 438
234
4,345
1,278
page 39
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 5. Gains or Losses from the Disposal of Assets
$ '000
Property (excl. Investment Property)Proceeds from Disposalless: Carrying Amount of Property Assets Sold / Written OffNet Gain/(Loss) on Disposal
Plant & EquipmentProceeds from Disposalless: Carrying Amount of P&E Assets SoldNet Gain/(Loss) on Disposal
InfrastructureProceeds from Disposalless: Carrying Amount of Infrastructure Assets Sold / Written OffNet Gain/(Loss) on Disposal
Financial Assets*Proceeds from Disposal / Redemptionsless: Carrying Amount of Financial Assets Sold / RedeemedNet Gain/(Loss) on Disposal
Non Current Assets Classified as "Held for Sale"Proceeds from Disposalless: Carrying Amount of 'Held for Sale' Assets Sold / Written OffNet Gain/(Loss) on Disposal
NET GAIN/(LOSS) ON DISPOSAL OF ASSETS
* Financial Assets disposals / redemptions include:- Net Gain/(Loss) from Financial Instruments designated "Held for Trading"Net Gain/(Loss) on Disposal of Financial Instruments
2010
-
610
517
44
(93)
19,500 (19,456)
44
44
7
(1,115)
- (612) (612)
1,173
58
NotesActual
94
- -
(47)
2011
(58) (58)
47
- - -
- -
238
249
-
28,520
Actual
-
(28,271) 249
249
page 40
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 6a. - Cash Assets and Note 6b. - Investment Securities
$ '000
Cash & Cash Equivalents (Note 6a)Cash on Hand and at BankCash-Equivalent Assets1
- Deposits at Call- Short Term Deposits
Total Cash & Cash Equivalents
Investment Securities (Note 6b)- Long Term Deposits- Growth Securities- NCD's, FRN's (with Maturities > 3 months)
Total Investment SecuritiesTOTAL CASH ASSETS, CASHEQUIVALENTS & INVESTMENTS
1 Those Investments where time to maturity (from date of purchase) is < 3 mths.
Cash, Cash Equivalents & Investments wereclassified at year end in accordance withAASB 139 as follows:
Cash & Cash Equivalentsa. "At Fair Value through the Profit & Loss"
Investmentsa. "At Fair Value through the Profit & Loss"- "Held for Trading"- "Designated at Fair Value on Initial Recognition"b. "Held to Maturity"c. "Loans & Receivables"d. "Available for Sale"Investments 12,799
8,000
3,500
-
-
4,000 4,799
-
12,799
4,799
-
-
2010Actual
Non Current
12,799
4,000
-
4,017
1,325
2011
2,369
6,165 - -
24,000
4,000
Actual
- -
-
- 8,842
2,514
11,514
33,842
-
11,514
-
9,000 18,000
- 933
3,954
6(b-i) 2,514 -
8,842
6(b-i)
9,000 - -
25,000 -
25,000 6(b-iv)
6(b-ii)
-
22,887
- -
21,954
11,514
- 1,000
25,000
6(b-iii)
- 12,534
Notes
2011Actual
Current Non Current Current Actual 2010
933 -
12,534
35,421
22,887
page 41
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 6b. Investments (continued)
$ '000
Note 6(b-i)Reconciliation of Investments classified as"At Fair Value through the Profit & Loss"Balance at the Beginning of the YearRevaluations (through the Income Statement)Disposals (sales & redemptions)Transfers between Current/Non CurrentBalance at End of Year
Comprising:- Growth Security
Total
Note 6(b-ii)Reconciliation of Investmentsclassified as "Held to Maturity"Balance at the Beginning of the YearAdditionsDisposals (sales & redemptions)Transfers between Current/Non CurrentBalance at End of Year
Comprising:- Long Term Deposits- NCD's, FRN's (with Maturities > 3 months)
Total
Note 6(b-iii)Reconciliation of Investmentsclassified as "Loans & Receivables"Nil
Note 6(b-iv)Reconciliation of Investmentsclassified as "Available for Sale"Nil
4,000 8,000
2010Actual
Non Current
8,000
- 933
87
(933) -
4,799
4,799
-
4,799
5,645
4,000 7,954
4,000
(3,954) 9,000
9,000
21,954
(21,954)
25,000
24,000
- -
-
2011 2011 2010
1,000
-
24,000
(933)
25,000 1,000
933
Current Actual
18,500
21,954
8,000
(1,000)
5,000 (18,500) (3,000)
3,954
18,000
2,514 2,514
(956) (2,384) -
2,514
4,799 956 - 99
Current Actual
Non Current
3,954
Actual
933 933
933
9,000 -
18,000
21,954
page 42
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 6c. Restricted Cash, Cash Equivalents & Investments - Details
$ '000
Total Cash, Cash Equivalents andInvestment Securities
attributable to:External Restrictions (refer below)
Internal Restrictions (refer below)
Unrestricted
$ '000
Details of Restrictions
External Restrictions - Included in LiabilitiesNil
External Restrictions - OtherDeveloper Contributions - General (D)Specific Purpose Unexpended Grants (F)Domestic Waste Management (G)Environmental LevyOther ContributionsExternal Restrictions - OtherTotal External Restrictions
D Development contributions which are not yet expended for the provision of services and amenities in accordancewith contributions plans (refer Note 17).
F Grants which are not yet expended for the purposes for which the grants were obtained. (refer Note 1) G Water, Sewerage, Domestic Waste Management (DWM) & other Special Rates/Levies/Charges are externally
restricted assets and must be applied for the purposes for which they were raised.
33,842
- 7,609 25,372
5,429
3,041
Actual 2010
Non Current Actual 2010
Restrictions 2011 Closing Transfers from
Balance
12,799 11,514
Opening Transfers to
33,842 35,421
7,055 30,501
3,905 3,875
12,799
- 5,744
1,695 511
9,334 9,334
182 200
(5,424) (5,424)
6,746
Actual
Balance
1,774
264 192
10,930 10,930 3,828
3,828
247 1,272
- 6,638
2,133 2,062
2011 2011
Current
11,514
Non Current Actual
Current
35,421
Restrictions
1,045
(2,500) (1,263)
(186)
(1,164)
176 (311)
page 43
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 6c. Restricted Cash, Cash Equivalents & Investments - Details (continued)
$ '000
Internal RestrictionsPlant & Vehicle ReplacementEmployees Leave EntitlementCarry Over WorksDeposits, Retentions & BondsOffice EquipmentSale of PropertiesInsurance ClaimsParking MetersParking - Off-StreetStreet Tree (Sewer) Aerial BuildingAffordable HousingSocial HousingFuture Capital WorksUnexpended LoansCemetery FundsInvestment StrategyOtherTotal Internal Restrictions
TOTAL RESTRICTIONS
Balance Closing
1,690 (453)
Restrictions
32,981 (7,971)
42,315 (13,395)
120
3,547
2,459
7,901 188
1,220
1,739 (1,846)
450
- 150
90 19
2011
1,038
252
101 (3)
(878)
8,535
2,954
184 -
36,245 4,707
47,175
631
Opening
7,859
81 235
852
5,696 344
193
(50) -
(2) (5)
-
(4,312)
515
Transfers to
- (19)
408 -
1,121 322
687
4,222
6,383 - 639 (220)
Restrictions
-
568
897 252 894
200
(108)
-
(75) 62
-
130
3,979 1,821
767
7,814
Balance
250 2,009
Transfers from
page 44
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 7. Receivables
$ '000
PurposeRates & Annual ChargesInterest & Extra ChargesUser Charges & FeesAccrued Revenues - Interest on InvestmentsGovernment Grants & SubsidiesDeferred DebtorsNet GST ReceivableOther Levels of GovernmentParking FinesOther DebtorsTotal
less: Provision for ImpairmentUser Charges & FeesParking FinesOther DebtorsTotal Provision for Impairment - Receivables
TOTAL NET RECEIVABLES
Externally Restricted ReceivablesDomestic Waste ManagementOther- Environmental LevyTotal External RestrictionsInternally Restricted ReceivablesNilUnrestricted ReceivablesTOTAL NET RECEIVABLES
Notes on Debtors above:(i) Rates & Annual Charges Outstanding are secured against the property.
(ii) Doubtful Rates Debtors are provided for where the value of the property is less than the debt outstanding. An allowance for other doubtful debts is made when there is objective evidence that a receivable is impaired.
(iii) Interest was charged on overdue rates & charges at 9.00% (2010 9.00%).Generally all other receivables are non interest bearing.
(iv) Please refer to Note 15 for issues concerning Credit Risk and Fair Value disclosures.
512
Current
1,056 24 33
203
2010Non Current Current
592
941
117 133
2011
524
452
672
450 25
6,942
- (3)
495 62
364
-
451
-
3,202 6,402
6,861
525
6,504
(31)
-
6,535
(1) (2)
(29) (78) - (1,221)
4,424 1
-
67 3,182
-
202 -
3,249
- 382 -
3,202
10 -
- 459
-
83
4,053
Non Current
55 190
42
Notes
6,861
510 -
3,202 2,666
(34)
8
(1,222) (81)
-
3,921 -
3,651
(1,255) -
(1,221)
-
- 15 -
2,666 5,979 2,666 6,504
page 45
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 8. Inventories & Other Assets
$ '000
InventoriesStores & MaterialsTotal Inventories
Other AssetsPrepaymentsTotal Other Assets
TOTAL INVENTORIES / OTHER ASSETS
Externally Restricted Assets
There are no restrictions applicable to the above assets.
700
160 160
700
860
-
- -
Non Current 2011
Current
-
- 690
-
- 526
-
Notes
-
Current 2010
Non Current
164 164 -
526
page 46
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 9a. Infrastructure, Property, Plant & Equipment
(1,330) - -
- -
212 203 238
677 -
- -
- 1,138
- -
-
9,279 -
(25) - -
Dep'n
7,703
At
Fair Value
- -
Acc.
Asset Movements during the Reporting Period
At
Cost
Revaluation Decrements
to Equity (ARR)
Revaluation Incrementsto Equity (ARR)
as at 30/6/2011
Value
12,607
WIPTransfers
Adjustments& Transfers
7,703 -
- - - -
48,880 144,087 -
10,971
- 413,541 - - 36,060
161,602
-
4,184
-
-
-
-
(108) -
-
Financial Statem
ents 2011
1,153
637,970 297,513
1,023
-
4,877 - 5,900 - -
-
4,595 3,442 -
- 144,087
Carrying
- - - (615)
- 14,931 633,792 (15,837)
(127)
(105)
-
176,648 736,863 279,719
- Other 5,224 - 110 4,074 5,747 - Library Books - - 153 - (208)
page 47
1,078
TOTAL INFRASTRUCTURE,PROPERTY, PLANT & EQUIP. 7,703 (108) (25) 927,780 5,322
-
-
4,669 1,150
75,494 268 Other Assets:
409,294 34,952
154,876 - (1,108) - - Stormwater Drainage 110,446 - 254,418 3,839
Other Structures
- Roads, Bridges, Footpaths
18,275 Infrastructure:
-
6,886 - 469 11,389
50,338 (2,803)
(745) Buildings - Specialised -
24,318 - Buildings - Non Specialised38,881 75,081
74,656 256
1,518 36,200
- - 145,168 -
Land: - Operational Land - 665
- 45,996
- - - Community Land 145,168 - 45,996
7,403
2,234
Value
- 6,584
as at 30/6/2010
CarryingAt At Acc.$ '000 Dep'nFair Value
Capital Work in Progress 2,234
Cost
- (47) (1,271)
(413) Plant & Equipment
9,186 -
Office Equipment - 12,204
- 122 707 5,620
1,783
1,081
6,824 -
Asset Additions
Depreciation Expense
-
WDVof Asset
Disposals
(58)
- -
Tfrs from/(to) Inv.
Properties
- (1,081)
- (2,167)
(6,995)
1,048 -
- -
- (433)
-
5,009
48,880 -
1,492 7,787 7,598
40,980 26,485 76,386
- -
74,237
251,939 - 110,714 74,654
- - -
27,554 - - -
-
49,901
16,583 33,257
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 9b. Externally Restricted Infrastructure, Property, Plant & Equipment
Note 9c. Infrastructure, Property, Plant & Equipment - Current Year Impairments
Council has recognised no impairment losses during the reporting period nor reversed any prior period losses.
8,019
Actual
4,122
Actual
8,019 4,122 3,897
3,897
4,122 3,897
2011Carrying
ValueImpairm'tCost Fair Value Impairm'tFair ValueAtAt A/Dep &At
Actual Actual2010
A/Dep & Carrying ValueCost
At
- -
8,019 7,394 3,035
4,359
3,035 4,359
4,359 7,394 -
7,394 -
Domestic Waste Management
Total DWM
$ '000
Class of Asset
Plant & Equipment
TOTAL RESTRICTED I,PP&E -
- 3,035
page 48
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 10a. Payables, Borrowings & Provisions
$ '000
PayablesGoods & Services - operating expenditureGoods & Services - capital expenditurePayments Received In AdvanceAccrued Expenses: - Borrowings - Salaries & Wages - Other Expenditure AccrualsBuilders DepositsSecurity Bonds, Deposits & RetentionsOtherTotal Payables
BorrowingsLoans - Secured 1
Total Borrowings
ProvisionsEmployee Benefits;Annual LeaveSick LeaveLong Service LeaveGratuitiesTime Off in LieuTotal Provisions
Total Payables, Borrowings & Provisions
(i) Liabilities relating to Restricted Assets
Externally Restricted AssetsDomestic Waste ManagementEnvironmental LevyLiabilities relating to externally restricted assets
Internally Restricted AssetsNil
Total Liabilities relating to restricted assets
1. Loans are secured over the General Rating Income of Council Disclosures on Liability Interest Rate Risk Exposures, Fair Value Disclosures & Security can be found in Note 15.
281
7 - -
2011
5,394
585
60
353
2010Non Current
291
5,115
35
Current
9,517 -
644
-
- -
- -
1,346
-
-
-
-
4,371
-
152
37
4,371
5,015
1,346
Non Current
208
-
Notes
-
- 9,197
-
655
3,187
601
3,842
Non Current
-
-
- - 281
Current
3,940 2,807
19,250
4,916 7,435
2010
30,113
644
274 -
581 -
2,112
- 914
- 79
3,187
188 4,055
1,185
2,576
32,411
601
655 20,456
989
592
10,770
-
- - - - -
-
-
2011
391 -
Current
2,513
Non Current
38
-
585
1,185
4,440
16
Current
-
page 49
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 10a. Payables, Borrowings & Provisions (continued)
$ '000
(ii) Current Liabilities not anticipated to be settled within the next 12 months
The following Liabilities, even though classified as current, are not expectedto be settled in the next 12 months.
Provisions - Employees BenefitsPayables - Security Bonds, Deposits & Retentions
Note 10b. Description of and movements in Provisions
a. Employees Leave Entitlements & On-Costs represents those benefits accrued and payable and an estimate of those that will become payable in the future as a result of past service.
TOTAL 19,894 - (5,432)
- -
18,105
2,411
- (2,489) - (1,302)
(638) -
Additional Provisions
Sick LeaveLong Service Leave 8,079
2,807
4,916 Gratuities152 Other Leave
Annual Leave 3,940
Class of ProvisionOpeningBalance
as at 1/7/10
2010Unused
amounts reversed
9,852
4,440 2,576
12,803
2010
ClosingBalance
as at 30/6/11
127 51
- (15)
2,989
(988)
Decrease due to Payments
- -
Remeasurement effects due to
Discounting
-
6,649
1,071
3,702
188
2011
16,505
21,111
4,055 -
4,149
-
2011
13,956
page 50
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 11. Statement of Cash Flows - Additional Information
$ '000
(a) Reconciliation of Cash AssetsTotal Cash & Cash Equivalent AssetsBALANCE as per the STATEMENT of CASH FLOWS
(b) Reconciliation of Net Operating Result to Cash provided from Operating Activities
Net Operating Result from Income StatementAdjust for non cash items:Depreciation & AmortisationNet Losses/(Gains) on Disposal of AssetsNon Cash Capital Grants and ContributionsLosses/(Gains) recognised on Fair Value Re-measurements through the P&L: - Investments classified as "@ Fair Value" or "Held for Trading" - Investment Properties
+/- Movement in Operating Assets and Liabilities & Other Cash Items:Decrease/(Increase) in ReceivablesIncrease/(Decrease) in Provision for Doubtful DebtsDecrease/(Increase) in InventoriesDecrease/(Increase) in Other AssetsIncrease/(Decrease) in PayablesIncrease/(Decrease) in accrued Interest PayableIncrease/(Decrease) in other accrued Expenses PayableIncrease/(Decrease) in Other LiabilitiesIncrease/(Decrease) in Employee Leave EntitlementsNET CASH PROVIDED FROM/(USED IN)OPERATING ACTIVITIES from the STATEMENT of CASH FLOWS
(22)
1,217
12
(3,283)
(328)
133
1,435 376
(87)
(673)
(20)
10,036
895
(7)
Actual
10,963
-
2010
(4,774)
6a
17
8,842
850
Notes 2011
(99)
12,534
Actual
12,534
642
(238)
11,981
(910)
(770)
15,837
788
4 (174)
(19) 401
(149)
8,842
page 51
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 11. Statement of Cash Flows - Additional Information (continued)
$ '000
(c) Non-Cash Investing & Financing Activities
S94 Contributions "in kind"Total Non-Cash Investing & Financing Activities
(d) Financing Arrangements
(i) Unrestricted access was available at balance date to the following lines of credit:
Bank Overdraft Facilities (1)
Credit Cards / Purchase CardsTotal Financing Arrangements
Amounts utilised as at Balance Date:- Bank Overdraft Facilities- Credit Cards / Purchase CardsTotal Financing Arrangements Utilised
1. The Bank overdraft facility may be drawn at any time and may be terminated by the bank without notice.
Interest rates on overdrafts are Interest Rates on Loans & Other Payables are disclosed in Note 15.
(ii) Secured Loan Liabilities
Loans are secured by a mortgage over future years Rate Revenue only.
-
Notes
27
20102011Actual Actual
-
- 770 - 770
250
-
277
250 27
- -
277
-
page 52
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 12. Commitments for Expenditure
$ '000
(a) Capital Commitments (exclusive of GST)
Capital expenditure committed for at the reporting date but notrecognised in the financial statements as liabilities:
Property, Plant & EquipmentBuildingsInfrastructurePlant & EquipmentTotal Commitments
These expenditures are payable as follows:Within the next yearLater than one year and not later than 5 yearsLater than 5 yearsTotal Payable
Sources for Funding of Capital Commitments:Unrestricted General FundsInternally Restricted ReservesTotal Sources of Funding
(b) Other Expenditure Commitments (exclusive of GST)
Other Non Capital expenditure committed for at the reportingdate but not recognised in the financial statements as liabilities:
Cleaning ServicesAudit ServicesElectrical ServicesRecycling ServicesTotal Commitments
These expenditures are payable as follows:Within the next yearLater than one year and not later than 5 yearsLater than 5 yearsTotal Payable
5,756 433
1,132
107
6,189
- -
1,293
Notes
6,189
Actual
-
2011
- 6,189 6,189
6,189
83 393
- 1,876
1,109
180
- 1,109
1,109
289
247 573
Actual 2010
1,109
51 107
-
929
- 158
1,876
744
158
158 -
- -
page 53
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 12. Commitments for Expenditure (continued)
$ '000
(c) Finance Lease Commitments
Nil
(d) Operating Lease Commitments (Non Cancellable)
a. Commitments under Non Cancellable Operating Leases at the Reporting date, but not recognised as Liabilities are payable:
Within the next yearLater than one year and not later than 5 yearsLater than 5 yearsTotal Non Cancellable Operating Lease Commitments
b. Non Cancellable Operating Leases include the following assets: Computer and other Plant & Equipment Contingent Rentals may be payable depending on the condition of items or usage during the lease term.
Conditions relating to Operating Leases:
- All Operating Lease Agreements are secured only against the Leased Asset.- No Lease Agreements impose any financial restrictions on Council regarding future debt etc.
(e) Investment Property Commitments
Nil
(f) Remuneration Commitments
Commitments for the payment of salaries & other remunerationunder long-term employment contracts in existence at reportingdate but not recognised as liabilities are payable:
Within the next yearLater than one year and not later than 5 yearsLater than 5 yearsTotal Payable
(g) Investment in Associates / Joint Ventures - Commitments
For capital commitments & other commitments relating to Investments in Associates & JV's, refer to Note 19 (b).
Notes 2011
572
1,545
3,558
1,428
2,443 -
2,679 -
1,134 1,115
692 42 75
1,890
814
2010
1,123
Actual Actual
page 54
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 13a(i). Statement of Performance Measurement - Indicators (Consolidated)
$ '000
Local Government Industry Indicators
1. Unrestricted Current RatioCurrent Assets less all External Restrictions (1)
Current Liabilities less Specific Purpose Liabilities (2,3)
2. Debt Service RatioDebt Service CostIncome from Continuing Operationsexcluding Capital Items & SpecificPurpose Grants/Contributions
3. Rates & Annual Charges Coverage RatioRates & Annual ChargesIncome from Continuing Operations
4. Rates, Annual Charges, Interest & Extra Charges Outstanding PercentageRates, Annual & Extra Charges OutstandingRates, Annual & Extra Charges Collectible
5. Building & Infrastructure Renewals RatioAsset Renewals(4) [Buildings & Infrastructure]Depreciation, Amortisation & Impairment(Building & Infrastructure Assets)
Notes
(1) Refer Notes 6-8 inclusive. Also excludes any Real Estate & Land for resale not expected to be sold in the next 12 months(2) Refer to Note 10(a).(3) Refer to Note 10(c) - excludes all payables & provisions not expected to be paid in the next 12 months (incl. ELE).(4) Asset Renewals represent the replacement &/or refurbishment of existing assets to an equivalent capacity or performance
as opposed to the acquisition of new assets (or the refurbishment of old assets) that increases capacity/performance.
85,176 1,662
Amounts
13,705
2011Indicator
2011
41.20%38,673
40.04%
44.20%39.74%
68.75%
35,675 2.60 : 1
39,760
13,073 5,235
93,857
77.08%
874 2.20%
Prior Periods
2.54%
2010
2.68%
2.09%1.95%
2.87
2.60%
3.01
2009
page 55
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 13a(i). Statement of Performance Measurement - Graphs (Consolidated)
Council's Building & Infrastructure renewals ratiowas 40.04%, which is a decrease on theprevious year. This ratio represents theexpenditure outlays in the year on the renewal ofexisting buildings and infrastructure as apercentage of the annual building & infrastructuredepreciation expense.
Purpose of Rates & Annual Charges Coverage Ratio
To assess the impact of loan principal &
interest repayments on the discretionary revenue of council.
Commentary on Result
This measure at 2.20% reflects that during2010/11 Waverley Council has been able toagain improve its collection of rates based debtand compares favourably with the 2009/10 NSWCouncil average of 5.31%.
Purpose of Debt Service Ratio
Commentary on 2010/11 Result
2010/11 Ratio 40.04%
2010/11 Ratio 41.20%
2010/11 Ratio 1.95%
Commentary on 2010/11 Result
This ratio shows that the majority of WaverleyCouncils revenue is from non-rates sources. Theratio increased to 41.20% in 2010/11 due to ratesand annual charges increasing by 5.27% from$36.7m to $38.7m, compared to an overallincrease in revenue of 1.54% from $92.4m to$93.9m.
Commentary on 2010/11 Result
To assess the degree of Council's
dependence upon revenue from rates and annual charges and to assess the
security of Council's income.
Purpose of Bldg & Infrastructure
Renewals Ratio
To assess the impact of uncollected rates and annual charges on Council's liquidity and the adequacy of
recovery efforts.
Purpose of Rates & Annual Charges
Outstanding Ratio
To assess the adequacy of working capital and its ability to satisfy obligations in the short term for
the unrestricted activities of Council.
A ratio of 2.60:1 indicates that Waverley Councilhas sufficient liquid assets on hand to meet itscurrent liabilities as they fall due. A ratio of lessthan 1.5:1 is deemed unsatisfactory and acouncil may be unable to meet its short termfinancial commitments. For 2009/10 the averagefor NSW Councils was 2.71:1.
This ratio is typically higher for Council's ingrowth areas where loans have been utilised tofund infrastructure. A ratio of 1.95% indicatesthat Waverley Council has a relatively smallportion of revenue committed to the repayment ofdebt. The 2009/10 average for NSW Councilswas 4.99%.
2010/11 Ratio 2.60 : 1
Purpose of Unrestricted Current
Ratio
Commentary on 2010/11 Result
2010/11 Ratio 2.20%
To assess the rate at which these assets are being renewed
relative to the rate at which they are depreciating.
1. Unrestricted Current Ratio
3.163.01
2.87
2.60
2.3
2.5
2.7
2.9
3.1
3.3
3.5
2008 2009 2010 2011
Rat
io :
1
2. Debt Service Ratio
1.82%
2.60%2.09% 1.95%
0%
1%
2%
3%
2008 2009 2010 2011
Rat
io %
3. Rates & Annual Charges Coverage Ratio
29.02%
44.20%39.74% 41.20%
0%10%20%30%40%50%60%
2008 2009 2010 2011
Rat
io %
4. Rates, Annual Charges, Interest & Extra Charges Outstanding Percentage
3.34%2.68% 2.54%
2.20%
0%
1%
2%
3%
4%
2008 2009 2010 2011
Rat
io %
5. Building & Infrastructure Renewals Ratio
77.08%68.75%
40.04%
0%
20%
40%
60%
80%
100%
2009 2010 2011
Rat
io %
page 56
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 14. Investment Properties
$ '000
(a) Investment Properties at Fair value
Investment Properties on Hand
Reconciliation of Annual Movement:Opening Balance- Capitalised Expenditure - this year- Net Gain/(Loss) from Fair Value Adjustments- Transfers from/(to) Owner Occupied (Note 9)CLOSING BALANCE - INVESTMENT PROPERTIES
(b) Valuation Basis
The basis of valuation of Investment Properties is Fair Value, being the amounts for which the properties couldbe exchanged between willing parties in arms length transaction, based on current prices in an active marketfor similar properties in the same location and condition and subject to similar leases.
The 2011 revaluations were based on Independent Assessments made by:Scott Fullarton Valuations Pty Ltd (ACN 003 683 878)
(c) Contractual Obligations at Reporting Date
Refer to Note 12 for disclosures relating to any Capital and Service obligations that have been contracted.
(d) Leasing Arrangements
Details of leased Investment Properties are as follows;
Future Minimum Lease Payments receivable undernon-cancellable Investment Property Operating Leasesnot recognised in the Financial Statements are due:Within 1 yearLater than 1 year but less than 5 yearsLater than 5 yearsTotal Minimum Lease Payments Receivable
(e) Investment Property Income & Expenditure - summary
Rental Income from Investment Properties:- Minimum Lease Payments- Other IncomeDirect Operating Expenses on Investment Properties:- that generated rental income- that did not generate rental incomeNet Revenue Contribution from Investment Propertiesplus:
Fair Value Movement for yearTotal Income attributable to Investment Properties
- 112,356
13
1,809
-
1,862
25 3,283
3,220
(1,609) (400)
115,639114,827
Actual Actual
6,616 808
1,911
9,233
3,547
(333)
7,745
3,283
114,827 115,639
(1,594)
3,531
2,033
Notes
(850) 6,814
115,639
5,494
(850)
20102011
389
2,394
3,244
page 57
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 15. Financial Risk Management
$ '000
Risk Management
Council's activities expose it to a variety of financial risks including (1) price risk, (2) credit risk, (3) liquidity riskand (4) interest rate risk.
The Council's overall risk management program focuses on the unpredictability of financial markets and seeksto minimise potential adverse effects on the financial performance of the Council.
Council does not engage in transactions expressed in foreign currencies and is therefore not subject to foreigncurrency risk.
Financial risk management is carried out by Council's Finance Section under policies approved by the Council.
A comparison by category of the carrying amounts and fair values of Council's Financial Assets & FinancialLiabilities recognised in the financial statements is presented below.
Financial AssetsCash and Cash EquivalentsInvestments- "Held for Trading"- "Held to Maturity"ReceivablesTotal Financial Assets
Financial LiabilitiesPayablesLoans / AdvancesTotal Financial Liabilities
Fair Value is determined as follows:
- Cash & Cash Equivalents, Receivables, Payables - are estimated to be the carrying value which approximates mkt value.
- Borrowings & Held to Maturity Investments - are based upon estimated future cash flows discounted by the current market interest rates applicable to assets & liabilities with similar risk profiles, unless quoted market prices are available.
- Financial Assets classified (i) "at fair value through profit & loss" or (ii) Available for Sale - are based upon quoted market prices (in active markets for identical investments) at the reporting date or independent valuation.
2011Fair Value
12,534
4,372 10,379
57,390
5,732 2,514
12,534
2011 2010
29,954
Carrying Value
34,000 2,514
34,000
8,842
4,372
10,063 55,419
9,226 10,379
14,943 14,751 5,717
10,063 9,170 29,954 5,732
2010
57,390 55,419
8,842
14,751 14,943 5,717 9,226
9,170
page 58
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 15. Financial Risk Management (continued)
$ '000
(a) Fair Value Measurements
The fair value of financial assets and financial liabilities must be estimated in accordance with AccountingStandards for either recognition and measurement requirements or for disclosure purposes.
AASB 7 Financial Instruments: Disclosures, requires the disclosure of how fair valuations have been arrived atfor all financial assets and financial liabilities that have been measured at fair value.
Arriving at fair values for financial assets and liabilities can be broken up into 3 distinct measurement hierarchies:
Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilitiesLevel 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (as prices) or indirectly (derived from prices) Level 3: Inputs for the asset or liability that are not based on observable market data (unobservable inputs)
The following table presents the financial assets and financial liabilities that have been measured and recognisedat fair values:
2011Financial AssetsInvestments- "Held for Trading"Total Financial Assets
2010Financial AssetsInvestments- "Held for Trading"Total Financial Assets -
2,514 -
Level 3Level 2
- - 5,732 -
Level 3
- - -
Level 1
2,514
Level 2
Level 1
5,732 5,732
Total
5,732
2,514
Total
2,514
page 59
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 15. Financial Risk Management (continued)
$ '000
(b) Cash & Cash Equivalents, Financial assets 'at fair value through the profit & Loss' "Available-for-sale" financial assets & "Held-to-maturity" Investments
Council's objective is to maximise its return on cash & investments whilst maintaining an adequate level ofliquidity and preserving capital.
Council's Finance area manages the Cash & Investments portfolio with the assistance of independent advisors.
Council has an Investment Policy which complies with the Local Government Act & Minister's Investment Order.This Policy is regularly reviewed by Council and it's staff and an Investment Report is tabled before Council ona monthly basis setting out the portfolio breakup and its performance.
The major risk associated with Investments is price risk - the risk that the capital value of Investments mayfluctuate due to changes in market prices, whether there changes are caused by factors specific to individualfinancial instruments or their issuers or are caused by factors affecting similar instruments traded in a market.
Cash & Investments are also subject to interest rate risk - the risk that movements in interest rates could affectreturns and income.
A further risk associated with Cash & Investments is credit risk - the risk that the investment counterparty) willnot complete their obligations particular to a financial instrument, resulting in a financial loss to Council - be it ofa capital or income nature.
Council manages these risks (amongst other measures) by diversifying its portfolio and only purchasinginvestments with high credit ratings or capital guarantees.
Council also seeks advice from independent advisers before placing any funds in Cash Equivalents &Investments.
The following represents a summary of the sensitivity of Council's Income Statement and Accumulated Surplus(for the reporting period) due to a change in either the price of a financial asset or the interest rates applicable.
It is assumed that the change in interest rates would have been constant throughout the reporting period.
2011Possible impact of a 10% movement in Market ValuesPossible impact of a 1% movement in Interest Rates
2010Possible impact of a 10% movement in Market ValuesPossible impact of a 1% movement in Interest Rates 425
573
Profit Equity Increase of Values/Rates
(573) 573 (573) (425) (425)
Profit
428 251 (251)
(428) 428
425
251 (251) (428)
Equity Decrease of Values/Rates
page 60
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 15. Financial Risk Management (continued)
$ '000
(c) Receivables
Council's major receivables comprise (i) Rates & Annual charges and (ii) User Charges & Fees.
The major risk associated with these receivables is credit risk - the risk that debts due and payable to Councilmay not be repaid in full.
Council manages this risk by monitoring outstanding debt and employing stringent debt recovery procedures.It also encourages ratepayers to pay their rates by the due date through incentives.
Credit risk on rates and annual charges is minimised by the ability of Council to secure a charge over the landrelating to the debts - that is, the land can be sold to recover the debt. Council is also able to charge intereston overdue rates & annual charges at higher than market rates which further encourages the payment of debt.
The level of outstanding receivables is reported to Council regularly and benchmarks are set and monitored foracceptable collection performance.
Council makes suitable provision for doubtful receivables as required.
There are no material receivables that have been subjected to a re-negotiation of repayment terms.
A profile of Council's receivables credit risk at balance date follows:
(i) Ageing of ReceivablesCurrent (not yet overdue)Overdue
(ii) Movement in Provision for Impairment of ReceivablesBalance at the beginning of the year+ new provisions recognised during the year- amounts already provided for & written off this yearBalance at the end of the year
Annual
20112011
Receivables Other
Rates &
4,371
Receivables Other
5,290
9,661
28
2010
Charges -
795
1,308 32
702
Annual
2011
(50) 1,286
2010Rates &
5,720 4,944
Charges -
702
1,286
(15)
10,664
1,303
795
2010
page 61
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 15. Financial Risk Management (continued)
$ '000
(d) Payables & Borrowings
Payables & Borrowings are both subject to liquidity risk - the risk that insufficient funds may be on hand tomeet payment obligations as and when they fall due.
Council manages this risk by monitoring its cash flow requirements and liquidity levels and maintaining anadequate cash buffer.
Payment terms can (in extenuating circumstances) also be extended & overdraft facilities utilised as required.
The contractual undiscounted cash outflows (ie. principal and interest) of Council's Payables & Borrowings areset out in the Liquidity Table below:
$ '000
Trade/Other PayablesLoans & AdvancesTotal Financial Liabilities
Trade/Other PayablesLoans & AdvancesTotal Financial Liabilities
Borrowings are also subject to interest rate risk - the risk that movements in interest rates could adverselyaffect funding costs & debt servicing requirements. Council manages this risk through the diversification ofborrowing types, maturities & interest rate structures.
The following interest rates were applicableto Council's Borrowings at balance date:
Trade/Other PayablesLoans & Advances - Fixed Interest Rate
Outflows
9,226 6,668
-
5,717
14,943 6.0%
495
Carrying
9,226 0.0%
5,717
Average
Actual
Value Interest Rate
15,894
TotalCash
ValuesCarrying
10,379 4,372
495
2010
14,751
> 5 Yrs
9,226
897
0.0%
Subjectpayable in:
3-4 Yrs2-3 Yrs 4-5 Yrs1-2 Yrs
2010
2011
1,466 -
- 3,996
to no≤ 1 Yearmaturity
- -
- -
6,383
1,436
6,383 5,432
1,436 -
3,530
1,680
5,696
-
694
694
354
5,696 5,210 1,436
897
897
1,466 354
2011
897 694
Interest RateAverage
1,466
ValueCarrying
6.0%4,372 14,751
10,379
-
694 1,466
-
14,943
141 15,367
10,379
4,988
-
141
page 62
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 16. Material Budget Variations
$ '000
Council's Original Financial Budget for 10/11 was incorporated as part of its Management Plan and wasadopted by the Council on 15 June 2010.
While the Income Statement included in this General Purpose Financial Report must disclose the OriginalBudget adopted by Council, the Local Government Act requires Council to review its Financial Budget on aQuarterly Basis, so that it is able to manage the various variations between actuals versus budget thatinvariably occur throughout the year.
This Note sets out the details of MATERIAL VARIATIONS between Council's Original Budget and its Actualresults for the year as per the Income Statement - even though such variations may have been adjusted forduring each Quarterly Budget Review.
Note that for Variations* of Budget to Actual :Material Variations represent those variances that amount to 10% or more of the original budgeted figure.F = Favourable Budget Variation, U = Unfavourable Budget Variation
$ '000
REVENUESRates & Annual Charges
User Charges & Fees
Interest & Investment RevenueCouncil received interest revenue of $3.016m which was $916k, (44%) better than the original budget. Thisincrease in revenue is largely due to better interest rates being received for Council's short and long termdeposits, along with a larger portfolio being held for the majority of the year than originally anticipated.
Other Revenues
Operating Grants & Contributions
Capital Grants & Contributions
Net Gains from Disposal of AssetsCouncil originally estimated a gain from the disposal of Plant and Equipment (P&E) assets of $149k for the 2010/11 financial year. The overall gain from the disposal of these assets was $47k for the 2010/11 financialyear, which was $102k less than the original budget. The was due to a number of trucks from the WasteCollection fleet not being replaced during the 2010/11 financial year as was originally planned, thesevehicles will be replaced in the 2011/12 financial year.
Council also realised a capital gain of $249k from financial assets that were sold during the financial year. This gain had not been included in the original budget.
---------- Variance* ----------
3%
(87)
2011
F
617
U
44%
F
(0%)
(767)
338
(4%)
F6%
U
F
89 60% F
186 4%
3,016 916
24,610
38,673 38,760
2011
17,185
23,993
Budget2011
5,979
Actual
5,641
16,418
4,923 4,737
2,100
149 238
page 63
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 16. Material Budget Variations (continued)
$ '000
EXPENSESEmployee Benefits & On-Costs
Borrowing Costs
Materials & Contracts
Depreciation & AmortisationDepreciation expense increased by $3.837m. This was mainly due to the revaluation of Council’s Roads, Footpaths and Drainage assets in the 2009/10 financial year. The depreciation expense on the Roads, Footpaths and Drainage asset classes increased by $4.603m or 132% on the 2009/10 depreciation expense. This overall increase is due to an increased asset base along with different depreciation rates for the different asset components which better align with the actual consumption of the asset over its useful life.
Other Expenses
$ '000
Budget Variations relating to Council's Cash Flow Statement include:
Cash Flows from Operating Activities
Cash Flows from Investing ActivitiesThis variance is largely due to less expenditure being incurred on Council's Capital Works Program thanoriginally forecasted for the financial year. This is due to delays in projects being completed or commencedas originally anticipated. The unexpended funds from the 2010/11 Financial Year will be carried over to the2011/12 Financial Year to allow the program of works to be completed.
Cash Flows from Financing Activities
F
(3%)
---------- Variance* ----------
2,052
2011
U(10)
50,018 47,966
15,999
317
18,502
327
15,837
(1,414) U14,585 (10%)
4%
(1,169)
(3,837)
2011
(32%)
(1,346) (1,345)
13,228
(16,499)
11,981
(14,328)
Budget Actual20112011
(1,247)
2,171
---------- Variance* ----------
F
F(13.2%)
U(9.4%)
2011
1 (0.1%)
U
U
(7%)
12,000
17,333
Budget Actual2011
page 64
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 17. Statement of Developer Contributions
$ '000
Council recovers contributions, raises levies & enters into planning agreements on development works that are subject to a development consent issued by Council.All contributions must be spent/utilised for the specific purpose they were levied and any interest applicable to unspent funds must be attributed to remaining funds.
The following tables detail the receipt, interest and use of the above contributions & levies and the value of all remaining funds which are "restricted" in their future use.
SUMMARY OF CONTRIBUTIONS & LEVIES
-
(2,500)
(493)
(2,007)
106 1,695 -
-
-
-
(2,007)
-
- 2,007
PURPOSE OpeningBalance
Contributions
Non Cashreceived during the Year
Cash
106
770
770
Interest
Yearin Yearearned during
5,440
Held as
income
-
1,695 1,200
InternalExpenditure
-
2,062
2,062
-
20
2,007
-
770 2,027 Total Contributions
page 65
S94A Levies - under a Plan
Total S94 Revenue Under Plans
S93F Planning Agreements
-
Financial Statem
ents 2011
(81,207)
(81,207) (72,872)
-
6,640
2,895
(to)/from
(75,767)
(under)Borrowing RestrictedAsset
stilloutstanding
BorrowingsFunding
-
Projections
Over orExp
Future
Cumulative
Internal
-
due/(payable)
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 18. Contingencies & Other Assets/Liabilities Not Recognised
$ '000
The following assets and liabilities do not qualify for (iii) StateCover Limitedrecognition in the Balance Sheet, but their knowledge& disclosure is considered relevant to the users of Council is a member of StateCover Mutual LimitedCouncil's Financial Report. and holds a partly paid share in the entity.
StateCover is a company providing workersLIABILITIES NOT RECOGNISED: compensation insurance cover to the NSW Local
Government Industry and specifically Council.1. Guarantees
Council has a contingent liability to contribute further(i) Defined Benefit Superannuation equity in the event of the erosion of the Company's Contribution Plans capital base as a result of the company's past
performance and/or claims experience or as a resultCouncil participates in an employer sponsored of any increased prudential requirements from APRA.Defined Benefit Superannuation Scheme, and makescontributions as determined by the Superannuation These future equity contributions would be requiredScheme's Trustees. to maintain the company’s minimum level of Net
Assets in accordance with its Licence Requirements.Member Councils bear responsibility of ensuring thereare sufficient funds available to pay out the required (iv) Other Guaranteesbenefits as they fall due.
Council has provided no other Guarantees other thanThe Schemes most recent full actuarial review those listed above.indicated that the Net Assets of the Scheme werenot sufficient to meet the accrued benefits of theSchemes Defined Benefit member category with 2. Other Liabilitiesmember Councils required to make significantlyhigher contributions from 2009/10 & beyond. (i) Third Party Claims
The Local Government Superannuation Scheme The Council is involved from time to time in varioushowever is unable to provide Council with an accurate claims incidental to the ordinary course of businessestimate of its share of the net deficit and accordingly including claims for damages relating to its services.Council has not recorded any net liability from it'sDefined Benefit Scheme obligations in accordance Council believes that it is appropriately coveredwith AASB 119. for all claims through its Insurance Coverage and
does not expect any material liabilities to eventuate.Future contributions made to the defined benefitscheme to rectify the net deficit position will berecognised as an expense when they becomepayable - similar to the accounting for DefinedContributions Plans.
page 66
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 18. Contingencies & Other Assets/Liabilities Not Recognised (continued)
$ '000
LIABILITIES NOT RECOGNISED (continued): (iv) Legal Expenses
2. Other Liabilities (continued) Council is the planning consent authority for its areaunder the Environmental Planning & Assessment Act
(ii) S94 Plans (as amended). Pursuant to that act, certain persons aggrieved by a planning decision of the Council may
Council levies Section 94/94A Contributions upon appeal to the Land & Environment Court. It is thevarious development across the Council area through Court's normal practice that parties bear their ownthe required Contributions Plans. legal costs.
As part of these Plans, Council has received funds At reporting date, all known costs have beenfor which it will be required to expend the monies in recognised, but the amount of further costsaccordance with those Plans. cannot be known until the appeals are determined.
As well, these Plans indicate proposed futureexpenditure to be undertaken by Council, which will ASSETS NOT RECOGNISED:be funded by making levies and receipting funds infuture years or where a shortfall exists by the use of (i) Affordable HousingCouncil's General Funds.
Under Council's Development Consent Policy 1These future expenses do not yet qualify as liabilities (DCP1) developers can if they wish so gain increasedas of the Reporting Date, but represent Councils floor space ratio.intention to spend funds in the manner and timingset out in those Plans. To offset the increased floor space ratio the developer
makes available to council Affordable Housing for low(iii) Potential Land Acquisitions due to Planning to moderate income persons. Restrictions imposed by Council
Council and the applicant enter into a Deed ofCouncil has classified a number of privately owned Agreement to offer council a unit or units in eitherland parcels as Local Open Space or Bushland. perpetuity or fixed periods of time.
As a result, where notified in writing by the various These units are managed by a Communityowners, Council will be required to purchase these Organisation identified by Council. Affordable Housingland parcels. units offered to council in perpetuity are recognised as
an asset while those fixed for periods of time are notAt reporting date, reliable estimates as to the value recognised in council's accounts.of any potential liability (& subsequent land asset)from such potential acquisitions has not been (ii) Land Under Roadspossible.
As permitted under AASB 1051, Council has electednot to bring to account Land Under Roads that itowned or controlled up to & including 30/6/08.
page 67
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 19. Controlled Entities, Associated Entities & Interests in Joint Ventures
Council has no interest in any Controlled Entities, Associated Entities or Joint Ventures.
Note 20. Equity - Retained Earnings and Revaluation Reserves
$ '000
a. Retained Earnings
Movements in Retained Earnings were as follows:Balance at beginning of Year (from previous years audited accounts)
a. Correction of Prior Period Errorsb. Changes in Accounting Policies (prior period effects)c. Other Comprehensive Income (excl. direct to Reserves transactions)d. Net Operating Result for the Yeare. Distributions to/(Contributions from) Minority Interestsf. Transfers between EquityBalance at End of the Reporting Period
b. Reserves
(i) Reserves are represented by:
- Infrastructure, Property, Plant & Equipment Revaluation ReserveTotal
(ii). Reconciliation of movements in Reserves:
Infrastructure, Property, Plant & Equipment Revaluation Reserve- Opening Balance- Revaluations for the year- Transfer to Retained Earnings for Asset disposals- Balance at End of Year
TOTAL VALUE OF RESERVES
(iii). Nature & Purpose of Reserves
Infrastructure, Property, Plant & Equipment Revaluation Reserve- The Infrastructure, Property, Plant & Equipment Revaluation Reserve is used to record increments/decrements of Non Current Asset values due to their revaluation.
1,111,053
(4,774)
-
2011
20 (d)
20 (c)
Notes
7,227 (541,553)
240,611
-
-
312
240,611
6,472
312
- 895
(541,553)
(312)
240,611
576,727
Actual Actual
1,110,913
2010
130,470 109,829
240,611 245,825
571,953
5,214
245,825
9(a)
240,611
-
245,825
245,825
page 68
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 20. Equity - Retained Earnings and Revaluation Reserves (continued)
$ '000
c. Correction of Error/s relating to a Previous Reporting Period
As part of the revaluation of the Community Land asset class, Council identified a small number of land parcels that had been incorrectly recognised as being owned by Council. This resulted in the carrying value for the Community Land asset class being over stated. To correct this error the opening balance for theInfrastructure, Property, Plant & Equipment (IPP&E) asset class Community Land has been decreased. This adjustment has resulted in a decrease to the opening 1 July 2009 Retained Earnings balance.
- Decrease 1 July 2009 Opening Balance. - Retained Earnings - IPP&E (Community Land)
Corrections made in the 09/10 Reporting Year
Council revalued the following asset classes for the 09/10 Year End:
- Roads, Bridges, Footpaths - Stormwater Drainage
This reassessment resulted in a material difference as to where someassets actually sat in with respect to their asset life cycle relative towhat the value of accumulated depreciation in Council's FinancialReports had previously indicated.
Council did not have sufficient and reliable information that wouldallow the restatement of information prior to 30/6/08 (the closing datefor the comparative figures in last year's report).
As a result, Council adjusted the accumulated depreciation forthe Asset Classes below as at 30/6/09 to reflect the correct valueof accumulated depreciation;
- Roads, Bridges, Footpaths (increase) to accumulated depreciation
- Stormwater Drainage decrease to accumulated depreciation
This adjustment resulted in a net (decrease) in Council'sAccumulated Surplus as at 30/6/09.
Actual
(7,210)
2010Actual
(1,047)
Notes 2011
6,455
page 69
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 20. Equity - Retained Earnings and Revaluation Reserves (continued)
$ '000
c. Correction of Error/s relating to a Previous Reporting Period (continued)
As part of Council's transition to measuring all it's I,PP&E at FairValues, Council this year reviewed and brought to account Fair Valuesfor the following Asset Classes:
- Community Land- Other Structures- Other Assets
As part of that evaluation & measurement process, the remaininguseful life of each asset has been reassessed to actual.
This reassessment has resulted in a material difference as to wheresome assets actually sit in relation to their asset life cycle relative towhat the value of accumulated depreciation in Council's FinancialReports had previously indicated.
Council does not have sufficient and reliable information that willallow the restatement of information prior to 30/6/10 (the closing datefor the comparative figures in this report).
As a result, Council has adjusted the accumulated depreciation forthe following asset classes as at 30/6/10 to reflect the correct valueof accumulated depreciation;
- Other Structures decrease to accumulated depreciation
This adjustment resulted in net increase in Council'sAccumulated Surplus as at 30/6/10.
In accordance with AASB 108 - Accounting Policies, Changes inAccounting Estimates and Errors, the above Prior Period Errorshave been recognised retrospectively.
These amounted to the following Equity Adjustments:
- Adjustments to Opening Equity - 1/7/09 (relating to adjustments for the 30/6/09 reporting year end and prior periods)
- Adjustments to Closing Equity - 30/6/10 (relating to adjustments for the 30/6/10 year end)
Total Prior Period Adjustments - Prior Period Errors
8,274
(755)
-
(755)
Actual
7,227
7,227
Actual Notes 2011 2010
-
page 70
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 20. Equity - Retained Earnings and Revaluation Reserves (continued)
$ '000
d. Voluntary Changes in Accounting Policies
As part of the transition to Fair Value for Infrastructure, Property, Plant & Equipment (IPP&E), in the 2010/11 Financial Year Council revalued it’s Community Land assets to Fair Value based on the Valuer-Generals land values in accordance with the Local Government Code of Accounting Practice and Financial Reporting Update no. 19.
Council’s Community Land assets had previously been valued and recognised in the Financial Accounts in 1996/97. The basis for this initial valuation was market value. The initial valuation undertaken in 1996/97 resulted in a considerable increase in the value of Community Land assets being recognised in the financial accounts. This valuation was recorded in the balance sheet as a credit (increase) to Council’s Equity via Retained Earnings/Accumulated Surplus.
In 2010/11 Council changed it’s accounting policy with regard to the methodology applied in recognising the value of it’s Community Land assets in the financial accounts. This change in methodology resulted in the carrying value of the Community Land Assets being significantly reduced by $541,553 million.
To reflect this change in accounting policy, the 1 July 2009 opening Retained Earnings balance has been decreased by $541,553 million and the opening balance for IPP&E (Community Land) has also been adjusted down by the same amount in the 2010/11 financial accounts.
- Decrease 1 July 2009 Opening Balance. - Retained Earnings - IPP&E (Community Land)
In accordance with AASB 108 - Accounting Policies, Changes inAccounting Estimates and Errors, the above changes inAccounting Policy have been recognised retrospectively.
These amounted to the following Equity Adjustments:
- Adjustments to Opening Equity - 1/7/09 (relating to adjustments for the 30/6/09 reporting year end and prior periods)
- Adjustments to Closing Equity - 30/6/10 (relating to adjustments for the 30/6/10 year end)
Total Prior Period Adjustments - Accounting Policy Changes
2010
(541,553) -
-
-
Actual Notes
(541,553)
(541,553)
-
Actual 2011
page 71
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 21. Financial Result & Financial Position by Fund
Income Statement by FundCouncil only operates a General Fund
Note 22. "Held for Sale" Non Current Assets & Disposal Groups
$ '000
(i) Non Current Assets & Disposal Group Assets
Non Current Assets "Held for Sale"LandBuildingsTotal Non Current Assets "Held for Sale"
Disposal Group Assets "Held for Sale"None
TOTAL NON CURRENT ASSETSCLASSIFIED AS "HELD FOR SALE"
(ii) Details of Assets & Disposal GroupsCouncil resolved in September 2007 to sell its central depot site at Portman Street, Waterloo, valued at $44.955 million (Land & Buildings). This site forms an integral part of the City of Sydney Green Square development.
Discussions have taken place and are continuing with the City of Sydney which will affect the timing of disposalof the depot site. The sale of this property may occur in 2011/12.
$ '000
(iii) Reconciliation of Non Current Assets "Held for Sale" & Disposal Groups - i.e. Discontinued Operations
Opening Balanceless: Carrying Value of Assets/Operations Sold
Balance still unsold after 12 months:Closing Balance of "Held for Sale"Non Current Assets & Operations
Non Current2011
39,720
Current
5,235 -
Current2010
Actual Actual
Non Current
5,235 - - 39,720
- 44,955 - 44,955
- 44,955
2011
-
Disposal Groups 2010
- -
- 44,955
2010
46,070 - -
44,955
2011
44,955
Assets "Held for Sale"
-
-
44,955 (1,115)
44,955 44,955
-
- -
Actual Actual
page 72
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 23. Events occurring after Balance Sheet Date
$ '000
Events that occur after the reporting date of 30 June 2011, up to and including the date when the financialstatements are "authorised for issue" have been taken into account in preparing these statements.
Council has adopted the date of receipt of the Auditors' Report as the appropriate "authorised for issue" daterelating to these General Purpose Financial Statements.
Accordingly, the "authorised for issue" date is 21/09/11.
Events that occur after the Reporting Date represent one of two types:
(i) Events that have provided evidence of conditions that existed at the Reporting Date
These financial statements (and the figures therein) incorporate all "adjusting events" that provided evidenceof conditions that existed at 30 June 2011.
(ii) Events that have provided evidence of conditions that arose after the Reporting Date
These financial statements (and figures therein) do not incorporate any "non adjusting events" that haveoccurred after 30 June 2011 and which are only indicative of conditions that arose after 30 June 2011.
Council is unaware of any material or significant "non adjusting events" that should be disclosed.
Note 24. Discontinued Operations
Council has not classified any of its Operations as "Discontinued".
Note 25. Intangible Assets
Intangible Assets represent identifiable non-monetary asset without physical substance.
Council is unaware of any control over Intangible Assets that warrant recognition in the Financial Statements,including either internally generated and developed assets or purchased assets.
Note 26. Reinstatement, Rehabilitation & Restoration Liabilities
Council has no outstanding obligations to make, restore, rehabilitate or reinstate any of its assets/operations.
Actual Actual
page 73
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 27. Financial Commentary & Review
$ '000
Key Financial Figures of Council over the past 5 years (consolidated)
Financial Performance Figures
Inflows:Rates & Annual Charges RevenueUser Charges RevenueInterest & Investment Revenue (Losses)Grants Income - Operating & CapitalTotal Income from Continuing Operations
Sale Proceeds from I,PP&ENew Loan Borrowings & Advances
Outflows:Employee Benefits & On-cost ExpensesBorrowing CostsMaterials & Contracts ExpensesTotal Expenses from Continuing Operations
Total Cash purchases of I,PP&ETotal Loan Repayments (incl. Finance Leases)
Operating Surplus/(Deficit) (excl. Capital Income)
Financial Position Figures
Current AssetsCurrent LiabilitiesNet Current Assets
Available Working Capital(Unrestricted Net Current Assets)
Cash & Investments - UnrestrictedCash & Investments - Internal RestrictionsCash & Investments - Total
Total Borrowings Outstanding(Loans, Advances & Finance Leases)
Total Value of I,PP&E (excl. Land & Earthworks)
Total Accumulated DepreciationIndicative Remaining Useful Life (as a % of GBV)
Source: Published audited financial statements of Council (current year & prior year)
24,610 21,979
80,889
23,657
92,437 7,238 3,016
6,238 2,368 2,274
93,857 119,993
39,985
1,783 -
26 - -
94
46,949
(3,101) (11,181) 36,769
79,030
12,808
2,000
2007
34,817
5,610 (103)
33,904 25,035
90,737
10,625
7,807 4,423
2008
22,479
6,457
2011
35,715
2010 2009
36,737 38,673
-
43,416
807
327 401 489 577 47,966
14,887
75,312 17,753
633 18,502 19,188 18,911 17,866
37,800
14,315
91,542 87,798 98,631
11,777 13,904 10,529
(9,697)
1,345 1,377
2,063
30,113 28,550 9,152 12,502
32,411
6,492 4,174
1,045 3,041
1,629
2007
1,421
28,430 27,063 46,180
2008
13,129
5,563
49,773
3,044
2011 2010
41,563 42,615
19,117 19,572
300 37,826 50,389
35,629 39,234
8,515
66%144,767
722,347 742,516
60% 61% 59% 61%
5,717 7,094
297,513 279,719 511,909 512,946
207,793 200,254
45,356 48,220
4,372
42,865 48,002
2009
424,174
1,467
4,211 3,667
48,186
9,982
32,981 36,245
page 74
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 27. Financial Commentary & Review - Council's Financial Health Check Performance Indicators
$ '000
Indicator # 1 - Revenue Sources
Indicator Title: 1.1 Sources of Total Revenue Before CapitalIndicator Definition: Ordinary Revenue classified by sourceIndicator / Local Government Benchmark: For Information Only
Last Year -2 % age Last Year -1 % age Last Year % age Current Year % age
June of Total June of Total June of Total June of Total
2008 Revenue 2009 Revenue 2010 Revenue 2011 Revenue
Rates & Charges 34,817 30.07% 35,715 46.61% 36,737 41.54% 38,673 43.49%
User Charges & Fees 25,035 21.62% 21,357 27.88% 23,657 26.75% 24,610 27.67%
Interest - 0.00% 2,368 3.09% 2,274 2.57% 3,016 3.39%
Grants (Operating) 4,724 4.08% 5,425 7.08% 4,831 5.46% 5,281 5.94%
Contributions 1,203 1.04% 1,205 1.57% 671 0.76% 698 0.78%
Profit on Sale of Assets 64 0.06% - 0.00% 7 0.01% 238 0.27%
Other 49,956 43.14% 10,547 13.77% 20,264 22.91% 16,418 18.46%
Profit from interest in Joint Venture - 0.00% - 0.00% - 0.00% - 0.00%
Total Ordinary Revenue Before Capital 115,799$ 100.00% 76,617$ 100.00% 88,441$ 100.00% 88,934$ 100.00%
Financial Statem
ents 2011
page 75
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 27. Financial Commentary & Review - Council's Financial Health Check Performance Indicators
$ '000
Indicator # 2 - Cash / Liquidity Position
Indicator Title: 2.1 Unrestricted Current RatioIndicator Definition: Current Assets less Externally Restricted Current Assets
Current Liabilities less Specific Purpose Current Liabilities
Indicator / Local Government Benchmark: Greater than 2:1
Between 1:1 and 2:1
Less than 1:1
Year Ended Year Ended Year Ended Year EndedJune 2008 June 2009 June 2010 June 2011
3.16 : 1 3.01 : 1 2.87 : 1 2.60 : 1
Indicator # 2 - Cash / Liquidity Position
Indicator Title: 2.2 Available Cash Position [a] Available Cash Assets, [b] Unrestricted Available Cash Assets
Indicator Definition: [a] Cash Assets less Externally Restricted Assets[b] Unrestricted Available Cash Assets less Internally Restricted Assets
Indicator / Local Government Benchmark: For Information Only
Year Ended Year Ended Year Ended Year EndedJune 2008 June 2009 June 2010 June 2011
[a] 35,671$ 29,452$ 31,546$ 28,413$ [b] 2,063$ 300$ 1,045$ 3,041$
Financial Statem
ents 2011
page 76
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 27. Financial Commentary & Review - Council's Financial Health Check Performance Indicators
$ '000
Indicator # 2 - Cash / Liquidity Position
Indicator Title: 2.3 Availability of Cash Assets as a % of Total Revenue [a] Available Cash Assets, [b] Unrestricted Available Cash Assets
Indicator Definition: [a] Available cash Assets / Ordinary Revenue before Capital[b] Unrestricted Available Cash Assets / Ordinary Revenue before Capital
Indicator / Local Government Benchmark: For Information Only
Year Ended Year Ended Year Ended Year EndedJune 2008 June 2009 June 2010 June 2011
[a] 30.82% 38.44% 35.67% 32.03%[b] 1.78% 0.39% 1.18% 3.43%
Indicator # 3 - Operating Result
Indicator Title: 3.1 Result from Ordinary Operations before Capital Grants & ContributionsIndicator Definition: Total of Operational Revenues less Total Operational Expenses
Indicator / Local Government Benchmark: Three (3) successive surplus'
Surplus
Deficit
Year Ended Year Ended Year Ended Year EndedJune 2008 June 2009 June 2010 June 2011
36,769 (6,909) 895 (4,774)
Financial Statem
ents 2011
page 77
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 27. Financial Commentary & Review - Council's Financial Health Check Performance Indicators
$ '000
Indicator # 4 - Asset Condition Management
Indicator Title: a. Renewalb. Maintenance / Maintenance Requiredc. Asset Life Position
Indicator Definition: a. Capital Expenditure on Existing Assets / Annual Depreciationb. Actual Maintenance Expended / Maintenance Level Required to Achieve Useful Lifec. Accumulated Depreciation / Total Depreciable Asset Value
Indicator / Local Government Benchmark: a & b 1:1
a & b Less than 1:1
c For Information Only Year Ended Year Ended Year Ended Year EndedJune 2008 June 2009 June 2010 June 2011
a 2.45 0.61 0.69 0.40b 0.12 0.11 0.41 0.84c 36.1% 37.3% 37.8% 39.3%
page 78
Financial Statem
ents 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 27. Financial Commentary & Review - Council's Financial Health Check Performance Indicators
$ '000
Indicator # 5 - Debt and Debtor Management
Indicator Title: 5.1 Debt Service Ratio5.2 Outstanding Rates & Charges5.2.1 Outstanding Debtors Ratio5.2.2 Other Debtors Ratio
Indicator Definition: 5.1 Gross Debt Service Costs / Total Revenue from Ordinary Activities5.2.1 Total Outstanding Rates Charges & Fees / Rates Charges and Fees Annual Income plus Arrears5.2.2 Total Other Debtors Outstanding / Total Invoices Raised plus Arrears Brought Forward
Indicator / Local Government Benchmark: 5.1 & 5.2.2 5.2.1
Year Ended Year Ended Year Ended Year EndedJune 2008 June 2009 June 2010 June 2010
5.1 1.82% 2.63% 2.09% 1.95%5.2.1 3.34% 2.68% 2.54% 2.20%5.2.2 20.36% 20.31% 17.31% 17.16%
Financial Statem
ents 2011
page 79
<4%
4%-5%
>5%
<10%
10%-15%
>15%
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 27. Financial Commentary & Review - Council's Financial Health Check Performance Indicators
$ '000
Indicator # 6 - Re - Votes of Expenditure
Indicator Title: Re-Votes of ExpenditureIndicator Definition: Revotes / Total Expenses
Indicator / Local Government Benchmark: <2%
2% to 5%
>5%
Year Ended Year Ended Year Ended Year EndedJune 2008 June 2009 June 2010 June 2011
2.88% 1.04% 2.31% 1.98%
Financial Statem
ents 2011
page 80
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 27. Financial Commentary & Review - Council's Financial Health Check Performance Indicators
$ '000
Indicator # 7 - Management Practices
Indicator Title: Accuracy / Timeliness of Financial Data / Budget / ComplianceIndicator Definition: As Indicated Below
Indicator / Local Government Benchmark: 8 to 9 Achieved
5 to 7 Achieved
4 or Less Achieved
Year Ended Year Ended Year Ended Year EndedJune 2008 June 2009 June 2010 June 2011
1. Financial Bottom Line (before capital) matched to forecasts to a level of + or - 10% Yes No No No2. Receipt of an unqualified Audit Report Yes Yes Yes Yes3. Statements lodged to meet compliance deadline Yes Yes Yes Yes4. Do you report monthly to management within 5 days of month end Yes Yes Yes Yes5. Do you report quarterly statutory within 21 days of quarter end No No No No6. Do you report annual statutory within 21 days of year end No No No No7. Do budgets incorporate a 3 year plan where the 2nd year becomes the base for the following year Yes Yes Yes Yes8. Rigour of budget review and then ongoing monthly / quarterly budget to actual results analysis Yes Yes Yes Yes9. Does RAO formally report to Council on the sign off of Financial Statements - Section 413 Yes Yes Yes Yes10. Has the Council established an Audit Committee comprising elected members and community representatives in the interests of best corporate governance practice. No No Yes Yes
7 6 7 7
Financial Statem
ents 2011
page 81
Financial Statements 2011
Waverley Council
Notes to the Financial Statements for the financial year ended 30 June 2011
Note 28. Council Information & Contact Details
Principal Place of Business:Cnr. Paul St and Bondi RdBondi Junction NSW 2022
Contact DetailsMailing Address: Opening Hours:PO Box 9 Customer Service CentreBondi Junction NSW 1355 55 Spring Street, Bondi Junction
Monday to Friday 8:30am to 5:00pm
Telephone: 02 9369 8000 Internet: www.waverley.nsw.gov.auFacsimile: 02 9387 1820 Email: [email protected]
Officers Elected MembersGENERAL MANAGER MAYORAnthony Reed Clr Sally Betts
RESPONSIBLE ACCOUNTING OFFICER COUNCILLORSMichael Mamo Clr Leon Goltsman
Clr Miriam Guttman-JonesPUBLIC OFFICER Clr Joy ClaytonBronwyn Kelly Clr Dominic Wy Kanak
Clr John WakefieldAUDITORS Clr Kerryn SloanHill Rogers Spencer Steer Chartered Accountants Clr Mora Main
Clr Rose JacksonClr Tony KayClr Prue CancianClr Ingrid Strewe
Other InformationABN: 12 502 583 608
page 82
Waverley Council SPECIAL PURPOSE FINANCIAL STATEMENTS for the year ended 30 June 2011
"We are united by a common passion for our beautiful home between the city and the sea."
SPFS 2011
Waverley Council
Special Purpose Financial Statements for the financial year ended 30 June 2011
Contents
1. Statement by Councillors & Management
2. Special Purpose Financial Statements:
- Income Statement of Water Supply Business Activity- Income Statement of Sewerage Business Activity- Income Statement of Other Business Activities
- Balance Sheet of Water Supply Business Activity- Balance Sheet of Sewerage Business Activity- Balance Sheet of Other Business Activities
3. Notes to the Special Purpose Financial Statements
4. Auditor's Report
Background
These Special Purpose Financial Statements have been prepared for the use by both Council and the Division ofLocal Government in fulfilling their requirements under National Competition Policy.
The principle of competitive neutrality is based on the concept of a "level playing field" between persons/entitiescompeting in a market place, particularly between private and public sector competitors.
Essentially, the principle is that government businesses, whether Commonwealth, State or Local, should operatewithout net competitive advantages over other businesses as a result of their public ownership.
For Council, the principle of competitive neutrality & public reporting applies only to declared business activities.
These include (a) those activities classified by the Australian Bureau of Statistics as business activities beingwater supply, sewerage services, abattoirs, gas production and reticulation and (b) those activities with a turnoverof over $2 million that Council has formally declared as a Business Activity (defined as Category 1 activities).
In preparing these financial statements for Council's self classified Category 1 businesses and ABS definedactivities, councils must (a) adopt a corporatisation model and (b) apply full cost attribution including tax equivalentregime payments & debt guarantee fees (where the business benefits from councils borrowing position bycomparison with commercial rates).
(iv)
7
5n/a
(i)
(ii)
11
(iii)
n/a
Page
n/an/a3
2
page 1
SPFS 2011
Waverley Council
Income Statement of Council's Other Business Activities for the financial year ended 30 June 2011
$ '000
Income from continuing operationsAccess chargesUser chargesFeesInterestGrants and contributions provided for non capital purposesProfit from the sale of assetsOther incomeTotal income from continuing operations
Expenses from continuing operationsEmployee benefits and on-costsBorrowing costsMaterials and contractsDepreciation and impairmentLoss on sale of assetsCalculated taxation equivalentsDebt guarantee fee (if applicable)Other expensesTotal expenses from continuing operationsSurplus (deficit) from Continuing Operations before capital amounts
Grants and contributions provided for capital purposesSurplus (deficit) from Continuing Operations after capital amounts
Surplus (deficit) from discontinued operationsSurplus (deficit) from ALL Operations before taxless: Corporate Taxation Equivalent (30%) [based on result before capital]
SURPLUS (DEFICIT) AFTER TAX
plus Opening Retained Profitsplus/less: Prior Period Adjustmentsplus/less: Other Adjustments (details here...)plus Adjustments for amounts unpaid:- Taxation equivalent payments- Debt guarantee fees- Corporate taxation equivalentadd:- Subsidy Paid/Contribution To Operationsless:- TER dividend paid- Dividend paidClosing Retained Profits
Return on Capital %Subsidy from Council
(354)
146.8%-
(347)
- n/a
-
(523)
-
- 34
-
64
-
(145)
109,318
4,144
5,920 (1,776)
- -
-
-
1,776
-
(41)
(347)
138
78
- -
112 -
138 112
-
-
-
-
41 -
-
-
-
- -
373
2,150 692
2,030
54 -
945
97
13 2 -
-
-
(34)
13
-
-
-
-
5,823 - - - - -
5,823
849
2,831
- 2,831
-
2,831 -
1,982
-
111,440
2,012
1,031
912
947
8,070
- - -
54
618
860
(849)
2,992 1,460
-
5,920
-
5,920
-
138 112
- -
1,741 783
-
1,874
- -
-
- -
-
105 110 1,853
-
-
- 6,040
- -
-
- 1,902 1,748
2011 Actual
2010 Actual Actual
2010 2011
-
Actual
Property Commercial Waste
- 5059.8%2550.5%
-
110,349
- - -
(3,922)
- -
(3,798) -
111,440
-
page 3
SPFS 2011
Waverley Council
Income Statement of Council's Other Business Activities for the financial year ended 30 June 2011
$ '000
Income from continuing operationsAccess chargesUser chargesFeesInterestGrants and contributions provided for non capital purposesProfit from the sale of assetsOther incomeTotal income from continuing operations
Expenses from continuing operationsEmployee benefits and on-costsBorrowing costsMaterials and contractsDepreciation and impairmentLoss on sale of assetsCalculated taxation equivalentsDebt guarantee fee (if applicable)Other expensesTotal expenses from continuing operationsSurplus (deficit) from Continuing Operations before capital amounts
Grants and contributions provided for capital purposesSurplus (deficit) from Continuing Operations after capital amounts
Surplus (deficit) from discontinued operationsSurplus (deficit) from ALL Operations before taxless: Corporate Taxation Equivalent (30%) [based on result before capital]
SURPLUS (DEFICIT) AFTER TAX
plus Opening Retained Profitsplus/less: Prior Period Adjustmentsplus/less: Other Adjustments (details here...)plus Adjustments for amounts unpaid:- Taxation equivalent payments- Debt guarantee fees- Corporate taxation equivalentadd:- Subsidy Paid/Contribution To Operationsless:- TER dividend paid- Dividend paidClosing Retained Profits
Return on Capital %Subsidy from Council
-
- 434
- 459
1,158
-
- - -
44
-
622
- -
45
1,321
527
-
1,438 30 27
- -
- 83
Cemetery
1,366
2010 Actual Actual
- 1,208
2011
-
63 -
109
138,186
280
81
(84)
98
138,203
1,181
140
280
-
- -
(42) 280 140
-
-
196
-
140
-
42 - -
0.2%
(263) 138,203
7,379 6,965
-
84
-
0.1%
-
-
-
-
124,538 (13,805)
page 4
SPFS 2011
Waverley Council
Balance Sheet of Council's Other Business Activities as at 30 June 2011
$ '000
ASSETSCurrent AssetsCash and cash equivalentsInvestmentsReceivablesInventoriesOtherNon-current assets classified as held for saleTotal Current Assets
Non-Current AssetsInvestmentsReceivablesInventoriesInfrastructure, property, plant and equipmentInvestments accounted for using equity methodInvestment propertyOtherTotal Non-Current AssetsTOTAL ASSETS
LIABILITIESCurrent LiabilitiesBank OverdraftPayablesInterest bearing liabilitiesProvisionsTotal Current Liabilities
Non-Current LiabilitiesPayablesInterest bearing liabilitiesProvisionsOther LiabilitiesTotal Non-Current LiabilitiesTOTAL LIABILITIESNET ASSETS
EQUITYRetained earningsRevaluation reservesCouncil equity interestMinority equity interestTOTAL EQUITY
-
-
98
111,520
268
-
111,772
344
- 76
-
110,770
-
466
- - -
- - -
111,517
Actual
Property
Actual Actual
Commercial Waste
Category 1Category 1
Actual
-
- -
2011
-
-
2010
- -
-
60
111,403
60 -
-
-
-
-
-
-
- -
111,440
344 110,426
110,426
-
-
- -
-
- 105
252
-
252
-
- - -
-
110,599
110,710 - -
94 -
111 117
105
119
119
-
-
- -
-
2010 2011
- -
- -
157 -
-
- 69
- -
94
-
(354)
-
- -
-
199
- -
119
(347)
111,517 (354)
-
- -
157
-
553
-
397 396 255
- -
553
(354) (347)
-
110,349 -
466 (347)
255
- -
77 111,517
77
(354) 110,426 (347) - -
page 5
SPFS 2011
Waverley Council
Balance Sheet of Council's Other Business Activities as at 30 June 2011
$ '000
ASSETSCurrent AssetsCash and cash equivalentsInvestmentsReceivablesInventoriesOtherNon-current assets classified as held for saleTotal Current Assets
Non-Current AssetsInvestmentsReceivablesInventoriesInfrastructure, property, plant and equipmentInvestments accounted for using equity methodInvestment propertyOtherTotal Non-Current AssetsTOTAL ASSETS
LIABILITIESCurrent LiabilitiesBank OverdraftPayablesInterest bearing liabilitiesProvisionsTotal Current Liabilities
Non-Current LiabilitiesPayablesInterest bearing liabilitiesProvisionsOther LiabilitiesTotal Non-Current LiabilitiesTOTAL LIABILITIESNET ASSETS
EQUITYRetained earningsRevaluation reservesCouncil equity interestMinority equity interestTOTAL EQUITY
-
Category 2
11
- -
150,984
137,319
12,781 124,538
150,984 -
12,781
- 137,319
137,319
- - 248
138,203
286
- -
136,363
-
-
27 16
- - -
221 286 248
- -
Actual
-
-
1,038
-
150,183
- -
2011 Actual
Cemetery
22
1,220 -
2010
- - -
1,049 1,242 -
- -
-
151,232 137,605 150,183
- -
- - -
-
136,363 -
270
150,984
page 6
SPFS 2011
Waverley Council
Special Purpose Financial Statements for the financial year ended 30 June 2011
Contents of the Notes accompanying the Financial Statements
Details
Summary of Significant Accounting Policies
Water Supply Business Best Practice Management disclosure requirements
Sewerage Business Best Practice Management disclosure requirements n/a3
Note Page
1
2
8
n/a
page 7
SPFS 2011 Waverley Council Notes to the Special Purpose Financial Statements for the financial year ended 30 June 2011 Note 1. Significant Accounting Policies
page 8
These financial statements are a Special Purpose Financial Statements (SPFS) prepared for use by Council and the Division of Local Government. For the purposes of these statements, the Council’s business activities (reported herein) are not reporting entities. These special purpose financial statements, unless otherwise stated, have been prepared in accordance with; applicable Australian Accounting Standards,
other authoritative pronouncements of the
Australian Accounting Standards Board, Australian Accounting Interpretations, the Local Government Act and Regulation, and the Local Government Code of Accounting
Practice and Financial Reporting. The statements are also prepared on an accruals basis. They are based on historic costs and do not take into account changing money values nor current values of non-current assets (except where specifically stated). Certain taxes and other costs (appropriately described) have been imputed for the purposes of the National Competition Policy. National Competition Policy Council has adopted the principle of ‘competitive neutrality’ to its business activities as part of the national competition policy which is being applied throughout Australia at all levels of government. The framework for its application is set out in the June 1996 Government Policy statement on the “Application of National Competition Policy to Local Government”. The “Pricing & Costing for Council Businesses A Guide to Competitive Neutrality” issued by the Division of Local Government in July 1997 has also been adopted. The pricing & costing guidelines outline the process for identifying and allocating costs to activities and provide a standard of disclosure requirements.
These disclosures are reflected in Council’s pricing and/or financial reporting systems and include taxation equivalents; council subsidies; return on investments (rate of return); and dividends paid. Declared Business Activities In accordance with Pricing & Costing for Council Businesses - A Guide to Competitive Neutrality, Council has declared that the following are to be considered as business activities: Category 1 (where gross operating turnover is over $2 million) a. Waverley Council Property Services
Comprising the whole of the operations and assets of the property services, commercial properties controlled by Waverley Council.
b. Waverley Council Trade Waste Services
Comprising the whole of the operations and assets of the commercial waste services which service the area of Waverley. This service collects and disposes of waste collected from commercial premises.
Category 2 (where gross operating turnover is less than $2 million) a. Waverley & South Head Cemeteries
Comprising the whole of the operations and assets of both the Waverley & South Head Cemeteries. This business operates from offices located at Waverley Cemetery dealing with maintenance, sales and burials.
Monetary Amounts Amounts shown in the financial statements are in Australian currency and rounded to the nearest one thousand dollars.
SPFS 2011 Waverley Council Notes to the Special Purpose Financial Statements for the financial year ended 30 June 2011 Note 1. Significant Accounting Policies (continued)
page 9
(i) Taxation Equivalent Charges Council is liable to pay various taxes and financial duties in undertaking its business activities. Where this is the case, they are disclosed in these statements as a cost of operations just like all other costs. However, where Council is exempt from paying taxes which are generally paid by private sector businesses (such as income tax), equivalent tax payments have been applied to all Council nominated business activities and are reflected in these financial statements. For the purposes of disclosing comparative information relevant to the private sector equivalent, the following taxation equivalents have been applied to all council nominated business activities (this does not include council’s non-business activities): Notional Rate Applied % Corporate Income Tax Rate – 30% Land Tax – The first $387,000 of combined land values attracts 0%. From $387,001 to $2,366,000 the rate is 1.6% + $100. For the remaining combined land value that exceeds $2,366,000, a premium marginal rate of 2.0% applies. Payroll Tax – 5.45% on the value of taxable salaries and wages in excess of $658,000. Income Tax An income tax equivalent has been applied on the profits of the business. Whilst income tax is not a specific cost for the purpose of pricing a good or service, it needs to be taken into account of in terms of assessing the rate of return required on capital invested. Accordingly, the return on capital invested is set at a pre-tax level (gain/(loss) from ordinary activities before capital amounts) as would be applied by a private sector competitor – that is, it should include a provision equivalent to the corporate income tax rate, currently 30%.
Income Tax is only applied where a positive gain/(loss) from ordinary activities before capital amounts has been achieved. Since this taxation equivalent is notional - that is, it is payable to the “Council” as the owner of business operations, it represents an internal payment and has no effect on the operations of the council. Accordingly, there is no need for disclosure of internal charges in Council's GPFS. The rate applied of 30% is the equivalent company tax rate prevalent as at balance date. No adjustments have been made for variations that have occurred during the year. Local Government Rates & Charges A calculation of the equivalent rates and charges payable on all Category 1 businesses has been applied to all land assets owned or exclusively used by the business activity. Loan & Debt Guarantee Fees The debt guarantee fee is designed to ensure that council business activities face “true” commercial borrowing costs in line with private sector competitors. In order to calculate a debt guarantee fee, council has determined what the differential borrowing rate would have been between the commercial rate and the council’s borrowing rate for its business activities. (ii) Subsidies Government policy requires that subsidies provided to customers and the funding of those subsidies must be explicitly disclosed. Subsidies occur where council provides services on a less than cost recovery basis. This option is exercised on a range of services in order for council to meet its community service obligations. Accordingly, Subsidies disclosed (in relation to National Competition Policy) represents the difference between revenue generated from ‘rate of return’ pricing and revenue generated from prices set by the council in any given financial year.
SPFS 2011 Waverley Council Notes to the Special Purpose Financial Statements for the financial year ended 30 June 2011 Note 1. Significant Accounting Policies (continued)
page 10
The overall effect of subsidies is contained within the Income Statement of Business Activities. (iii) Return on Investments (Rate of Return) The Policy statement requires that councils with Category 1 businesses “would be expected to generate a return on capital funds employed that is comparable to rates of return for private businesses operating in a similar field”. Such funds are subsequently available for meeting commitments or financing future investment strategies. The Rate of Return on Capital is calculated as follows: Operating Result before Capital Income + Interest Expense
Written Down Value of I,PP&E as at 30 June As a minimum, business activities should generate a return equal to the Commonwealth 10 year bond rate which is 5.21% at 30/6/11. The actual rate of return achieved by each business activity is disclosed at the foot of each respective Income Statement. (iv) Dividends Council is not required to pay dividends to either itself as owner of a range of businesses or to any external entities.
Waverley Council SPECIAL SCHEDULES for the year ended 30 June 2011
"We are united by a common passion for our beautiful home between the city and the sea."
Special Schedules 2011
Waverley Council
Special Schedules for the financial year ended 30 June 2011
Contents
Special Schedules1
Net Cost of Services
Statement of Long Term Debt (all purposes)
Statement of Internal Loans (Sect. 410(3) LGA 1993)
Water Supply - Income StatementWater Supply - Balance Sheet
Sewerage Service - Income StatementSewerage Service - Balance Sheet
- Notes to Special Schedules No. 3 & 5
Condition of Public Works
Financial Projections
1 Special Purpose Schedules are not audited.
Background
These Special Schedules have been designed to meet the requirements of special purpose users such as;
the NSW Grants Commissionthe Australian Bureau of Statistics (ABS),the NSW Office of Water,the Department of Environment, Climate Change and Water, andthe Division of Local Government (DLG).
The financial data is collected for various uses including;
the allocation of Financial Assistance Grants,the incorporation of Local Government financial figures in national statistics,the monitoring of loan approvals,the allocation of borrowing rights, andthe monitoring of the financial activities of specific services.
- Special Schedule No. 5 n/a
Page
2
4
n/a
- Special Schedule No. 1
- Special Schedule No. 2(a)5
- Special Schedule No. 4
- Special Schedule No. 2(b)
- Special Schedule No. 3n/a
- Special Schedule No. 8
(i)
- Special Schedule No. 6
8
6- Special Schedule No. 7
n/a
n/a
(ii)
page 1
Special Schedules 2011
Waverley Council
Special Schedule No. 1 - Net Cost of Services for the financial year ended 30 June 2011
$'000
Governance
Administration
Public Order and Safety
Beach ControlEnforcement of Local Govt RegsAnimal ControlOtherTotal Public Order & Safety
Health
EnvironmentNoxious Plants and Insect/Vermin ControlOther Environmental ProtectionSolid Waste ManagementStreet CleaningDrainageStormwater ManagementTotal Environment
Community Services and EducationAdministration & EducationSocial Protection (Welfare)Aged Persons and DisabledChildrens ServicesTotal Community Services & Education
Housing and Community AmenitiesPublic CemeteriesPublic ConveniencesStreet LightingTown PlanningOther Community AmenitiesTotal Housing and Community Amenities
Water Supplies
Sewerage Services
-
- (325)
2,063
(529)
(194)
Net Cost.of Services.
555 (2,631) (1,498)
-
(18,965)
2,776 1,189
152
Function or Activity
1,650
-
Fire Service Levy, Fire Protection, Emergency Services
Non Capital.
Expenses from. Continuing. Operations.
Income fromcontinuing operations
Capital.
12 1,940
-
1,615
20,917
8,111 4,531
-
5,850
235 -
3,899
175
18,717
1,790
1,525
2,797 -
2,797
-
-
-
(155)
(3,675)
(1,732)
-
(1,514) -
(3,899)
-
-
-
1,894
1,181
1,017
57
(853)
- - (83) -
- - -
4 3,296
-
6,460
4,175
-
4,002
20
5,045
965
15,042 -
83
(4)
(650)
41
22 123
516
-
1,238
(367)
-
-
(3,066)
- -
-
-
1,744
(1,551)
- (3,768)
- -
-
11
-
- - 58
164
123
-
-
1,794 243
13,969 1,387
- - -
- 1,959
1,062 11,906
page 2
Special Schedules 2011
Waverley Council
Special Schedule No. 1 - Net Cost of Services (continued) for the financial year ended 30 June 2011
$'000
Recreation and CulturePublic LibrariesMuseumsArt GalleriesCommunity Centres and HallsPerforming Arts VenuesOther Performing ArtsOther Cultural ServicesSporting Grounds and VenuesSwimming PoolsParks & Gardens (Lakes)Other Sport and RecreationTotal Recreation and Culture
Fuel & Energy
Agriculture
Mining, Manufacturing and ConstructionBuilding ControlOther Mining, Manufacturing & ConstructionTotal Mining, Manufacturing and Const.
Transport and CommunicationUrban Roads (UR) - LocalUrban Roads - RegionalSealed Rural Roads (SRR) - LocalSealed Rural Roads - RegionalUnsealed Rural Roads (URR) - LocalUnsealed Rural Roads (URR) - RegionalBridges on UR - LocalBridges on SRR - LocalBridges on URR - LocalBridges on Regional RoadsParking AreasFootpathsAerodromesOther Transport & CommunicationTotal Transport and Communication
Economic AffairsCamping Areas & Caravan ParksOther Economic AffairsTotal Economic Affairs
Totals – FunctionsGeneral Purpose Revenues(2)
Share of interests - joint ventures &associates using the equity method
NET OPERATING RESULT (1)
(1) As reported in the Income Statement | (2) Includes: Rates & Annual Charges (incl. Ex Gratia, excl. Water & Sewer), Non Capital General Purpose Grants & Interest on Investments (excl. Ext. Restricted Assets)
(263)
(134)
-
-
-
(5,055)
Net Cost.of Services.
(12,476)
-
-
(557) -
-
-
-
(557)
- 3
-
-
-
-
672
-
5,788 1,092
-
(36,041) 2,596
31,267
-
2,596
- -
(2,630) 13,105
-
-
(5,779)
4,923
- - -
-
-
(4,774)
4,923
-
675
-
-
28 1,316
-
Capital.Function or Activity
Expenses from. Continuing. Operations.
15,854
- -
5,406
5,918
-
224
759
-
643 92
2,062
6 -
-
-
224
- - -
-
7,043
98,631
-
98,631
3,420 3,420
-
824 824
57,667
-
-
-
- -
- 9,564
-
- - -
88,934
-
31,267
19,323
-
-
2,633
24,436
-
83 1,175
22,669
-
-
-
781
- -
-
781 -
592
-
-
-
1,030 -
-
- -
-
-
-
38
220
- -
- -
611
- (2,791)
-
(4,844) - -
-
-
Non Capital.
562
134
-
- -
425 3,588
383
-
-
Income fromcontinuing operations
page 3
Waverley Council
Special Schedule No. 2(a) - Statement of Long Term Debt (all purpose) for the financial year ended 30 June 2011
$'000
Notes: Excludes (i) Internal Loans & (ii) Principal Inflows/Outflows relating to Loan Re-Financing. This Schedule is prepared using the face value of debt obligations, rather than fair value (which are reported in the GPFS).
Loans (by Source)Commonwealth Government
Current
- - -
Debt redemption during the year
From Revenue
Sinking Funds
Principal outstanding New Loans raised
during the year
at beginning of the year
Classification of DebtCurrent
Special S
chedules 2011
Transfers to Sinking
Funds
Principal outstandingInterest
applicable for Year TotalNon
Current
at the end of the year
-
Non Current Total
-
- - - -
-
4,372
4,354 -
3,173 14
3,187 18
4,353 Public Subscription - Financial Institutions
- -
- -
Treasury CorporationOther State Government -
- - -
-
1,341
Other Long Term Debt
Other 4 18 1,346 4,371 Total Loans
5,695 1,342 4 -
- - 315 -
1,181
-
- - - - 1,345
- 22 5,717
4
- - Government Advances - Finance Leases
1,185
Ratepayers Advances
- -
315
- -
-
- -
1,185
-
1,345 315
-
- - - -
- - -
-
-
-
- -
4,372
-
3,187
page 4
Total Long Term Debt - -
-
Deferred Payments
Total Debt
-
1,346
-
5,717
-
4,371
- -
Waverley Council
Special Schedule No. 2(b) - Statement of Internal Loans [Section 410(3) LGA 1993] for the financial year ended 30 June 2011
$'000
Note: The summary of Internal Loans (above) represents the total of Council's Internal Loans categorised according to the borrower.
page 5
Summary of Internal Loans
Details of Individual Internal Loans
Principal Outstanding (Principal & Interest) at end of year
Sewer692
Borrower (by purpose)
General
Special S
chedules 2011
Total repaid during the year Amount originally raised
OtherGas
Water
- 692 Domestic Waste Management
Totals 692 - 692
Amount Principal
-
Outstanding at end of year
Date ofBorrower Lender Dates of
(Princ. & Int.)
Total repaid during year
Maturity Interest raised Rate of Originally
10
(by purpose) (by purpose) Approval (years) Date RaisedMinister's Term
30/06/11
691,722
30/06/21 5.03% 691,722 691,722
691,722
-
Totals
General Fund
Domestic Waste Management Fund
12/01/11
Waverley Council
Special Schedule No. 7 - Condition of Public Works as at 30 June 2011
$'000
161,602 3,837 3,570 3,305
78,679 1,108
816
1,129 141,125 2.40%
Sealed Roads Structure 1.64%
47,976
16.10% 2,188
745 -
Buildings
ASSET CLASS
Council Works Depot
sub total
Childcare Centre(s)
1.67%
Council Offices
Asset Category
Council Houses 1.67%
1.67%Library
CommercialAmenities/Toilets
Council Halls
1.67% 172 443 1.67%
1.67%
per Note 1
1.67%
1.67%
Rate(%)
Valuation.Cost.($).
Dep'n.
per Note 4
-
Dep'n..Expense.
Accum.DepreciationAmortisation
& Impairment
Annual.
Estimatedcost to
Current(3)
Amount.(WDV).
satisfactoryCarrying. bring up to a
Asset
266
2,526
Maintenance.
2 85
515
Required(2)
Maintenance.Annual.
Condition#.
205
412
105
4
condition /
435
471
20,889 4
3,218
- 1 2
7,063 4
17,096 1
<<<<<<<< per Section 428(2d) >>>>>>>>
410
- 14,897
25,731
7,834 170
<<<<<<<<<<<< per Note 9 >>>>>>>>>>>>
27,554
737 - 150,623
standard (1)
4,970
745 -
1,754
Kerb and Gutter
Public Roads
1.04%
sub totalOther Structures Assets not included in Buildings 4.35%
Sealed Roads 1.30%
Road Furniture
Footpaths
sub total
53,828 78,635
-
20,441 69,539 34,229
71,586
30,977 24,851 13,747
1,350 2
46,685 2 -
67,126
5,207 83,158
16,583 2 16,143 10,971 16,583 16,143
67,465
10,971
834 -
27,554
- 5,744
-
745
14
10,180
574 92 14
33,723 8,635
2,174
7,610
30,322
18,053 527
-
-
51,211
355
10,443 310 1
420 23,543
220 124
3,100 260 74
1,410 155
233
113
275 402 30
155
83
1,994 2,420
4,743 4,535 4,743 4,535
- -
658
1,488 1,350
730 1,159 1,490 1,757
730 2
47,658 2
251,939 413,541 6,995
Special S
chedules 2011
page 6
Waverley Council
Special Schedule No. 7 - Condition of Public Works (continued) as at 30 June 2011
$'000
Notes:(1). Satisfactory refers to estimated cost to bring the asset to a satisfactory condition as deemed by Council. It does not include any planned enhancements to the existing asset.(2). Required Annual Maintenance is what should be spent to maintain assets in a satisfactory standard.(3). Current Annual Maintenance is what has been spent in the current year to maintain assets.
# Asset Condition "Key" - as per Council's Strategic Asset Management Plan 3 (SAMP3):
Good Condition Asset UnserviceableMinor DeteriorationMedium DeteriorationMajor Deterioration
Annual.Maintenance.
Special S
chedules 2011
10,415
1,650 250
12,383
581 100
Current(3)Required(2)
<<<<<<<< per Section 428(2d) >>>>>>>>
Condition#.satisfactory
-
2 178 12,377 5,191
Asset
93,146
Dep'n.
1,108
TOTAL - ALL ASSETS
sub total
2 65
13,818
110,714 3,503
28,690
74,654 36,060
426,334
Inlet and Junction Pits 1.02%
2 30,869 62,277 2,528 17,568
<<<<<<<<<<<< per Note 9 >>>>>>>>>>>>1.00%Drainage Works Stormwater Conduits
per Note 4930
per Note 1
Accum.DepreciationAmortisation
& Impairment
Carrying.
Cost.($).
RateDep'n..
(%)Expense.
975 481 1,400
condition /
bring up to aAnnual.
Estimatedcost to
Maintenance.
-
4
276,098 702,432
1
3 78
standard (1)
page 7
Amount.(WDV).Valuation.
ASSET CLASS Asset Category
Special Schedules 2011
Waverley Council
Special Schedule No. 8 - Financial Projections as at 30 June 2011
(1)
$'000
(i) RECURRENT BUDGETIncome from continuing operationsExpenses from continuing operations
Operating Result from Continuing Operations
(ii) CAPITAL BUDGETNew Capital Works (2)
Replacement/Refurbishment of Existing AssetsTotal Capital Budget
Funded by:– Loans– Asset sales– Reserves– Grants/Contributions– Recurrent revenue– Other
Notes:(1) From 10/11 Income Statement.(2) New Capital Works are major non-recurrent projects, eg new Leisure Centre, new Library, new Swimming pool etc.(3) If Council has only adopted 3 years of projections then only show 3 years.
112,003
14/15 Forecast(3)Forecast(3)
13/14
110,281 136,501 113,100
Actual 10/11
Forecast 12/13 11/12
Forecast
6,247 11,043 11,840
98,631 102,844
(4,774) 28,643
8,684 3,525 22,916 14,676
93,857 95,725 107,858
4,649
(7,119) (2,378)
115,478
(1,722)
3,347 -
94 713
14,931 14,568 16,489
- -
10,057 10,410
-
25,086
3,906
32,973
- - -
115 93
7,790
9,365 2,106
-
6,887
14,931 14,568
11,299 2,106 4,812 2,093
19,078 8,216
1,809 4,162
25,086
1,915 2,575
- 16,489
11,566
32,973
page 8
Waverley Council Cnr Paul Street & Bondi Road Bondi Junction
PO Box 9 Bondi Junction 2022
DX 12006 Bondi Junction
Email [email protected] www.waverley.nsw.gov.au
Telephone EnquiriesGeneral business 9369 8000General fax 9387 1820TTY for hearing impaired 9389 9827After hours emergencies 9369 8000
Your call will be directed to the appropriate area.