NAMBUCCA SHIRE COUNCIL

 

General Purpose Committee - 15 December 2010

 

AGENDA?????????????????????????????????????????????????????????????????????????????????????????????????? Page

 

1??????? APOLOGIES

2??????? DISCLOSURE OF INTEREST

3??????? DELEGATIONS?Motion to hear Delegations

4??????? General Manager Report

8.1???? Integrated Planning and Reporting - Community Engagement Strategy

8.2???? 1? Ongoing Use of Unkya Reserve, Eungai &
2? Eungai Public School Fundraiser - Ray Hadley Continuous Call and Junior Rugby League Match

8.3???? Review of Organisation Structure

8.4???? Supply of Traffic Control Services

5??????? Director Environment and Planning Report

9.1???? Report on Nambucca Shire Council Domestic Solid Fuel/Wood Fire Heater Policy

9.2???? Report on Update of Development Advisory Unit (DAU) Policy

6??????? Director Engineering Services Report

10.1?? River Street Foreshore Improvements

10.2?? POLICY Review - Asset Management Policy

10.3?? Draft Asset Management Plan Bridges - Presentation ???

 

 

Time

Description

Where

OS/CC

Item No

Page No

08.30-9.00

Integrated Planning & Reporting - Community Engagement Strategy

 

CC

8.1

4

9.00-9.45

Review of Organisation Structure

 

Supply of traffic Control Services

CC

 

8.3

 

8.4

 

26

 

70

9.45-10.15

Draft Asset Management ? Bridges ? Presentation

 

Policy Review ? Asset Management

 

CC

10.3

 

10.2

113

 

108

10.15-10.30

Morning Tea

CC

 

 

10.45-11.30

River Street Foreshore Improvements, Macksville

OS

10.1

90

11.30-11.45

Policy ? Domestic Solid Fuel/Wood Fire

CC

9.1

78

11.45-12.00

Policy Review - DAU

CC

9.2

64

12.00-12.45

Lunch

CC

 

 

1.00-2.00

1? Ongoing Use of Unkya Reserve, Eungai &

2? Eungai Public School Fundraiser - Ray Hadley Continuous Call and Junior Rugby League Match

 

OS

8.2

7

2.00

Conclusion of Meeting

CC

 

 

 


NAMBUCCA SHIRE COUNCIL

 

 

DISCLOSURE OF INTEREST AT MEETINGS

 

 

Name of Meeting:

 

Meeting Date:

 

Item/Report Number:

 

Item/Report Title:

 

 

 

I

 

declare the following interest:

????????? (name)

 

 

 

 

Pecuniary ? must leave chamber, take no part in discussion and voting.

 

 

 

Non Pecuniary ? Significant Conflict ? Recommended that Councillor/Member leaves chamber, takes no part in discussion or voting.

 

 

Non-Pecuniary ? Less Significant Conflict ? Councillor/Member may choose to remain in Chamber and participate in discussion and voting.

 

For the reason that

 

 

 

 

 

 

Signed

 

Date

 

 

 

 

 

Council?s Email Address ? council@nambucca.nsw.gov.au

 

Council?s Facsimile Number ? (02) 6568 2201

 

(Instructions and definitions are provided on the next page).

 


Definitions

 

(Local Government Act and Code of Conduct)

 

 

Pecuniary ? An interest that a person has in a matter because of a reasonable likelihood or expectation of appreciable financial gain or loss to the person or another person with whom the person is associated.

(Local Government Act, 1993 section 442 and 443)

 

A Councillor or other member of a Council Committee who is present at a meeting and has a pecuniary interest in any matter which is being considered must disclose the nature of that interest to the meeting as soon as practicable.

 

The Council or other member must not take part in the consideration or discussion on the matter and must not vote on any question relating to that matter. (Section 451).

 

 

Non-pecuniary ? A private or personal interest the council official has that does not amount to a pecuniary interest as defined in the Act (for example; a friendship, membership of an association, society or trade union or involvement or interest in an activity and may include an interest of a financial nature).

 

If you have declared a non-pecuniary conflict of interest you have a broad range of options for managing the conflict.? The option you choose will depend on an assessment of the circumstances of the matter, the nature of your interest and the significance of the issue being dealt with.? You must deal with a non-pecuniary conflict of interest in at least one of these ways.

 

?        It may be appropriate that no action is taken where the potential for conflict is minimal.? However, council officials should consider providing an explanation of why they consider a conflict does not exist.

?        Limit involvement if practical (for example, participate in discussion but not in decision making or visa-versa).? Care needs to be taken when exercising this option.

?        Remove the source of the conflict (for example, relinquishing or divesting the personal interest that creates the conflict or reallocating the conflicting duties to another officer).

?        Have no involvement by absenting yourself from and not taking part in any debate or voting on the issue as if the provisions in section 451(2) of the Act apply (particularly if you have a significant non-pecuniary conflict of interest).

 

??????? ?


General Purpose Committee

15 December 2010

General Manager's Report

ITEM 8.1????? SF1438??????????? 151210???????? Integrated Planning and Reporting - Community Engagement Strategy

 

AUTHOR/ENQUIRIES:???? Michael Coulter, General Manager ????????

 

Summary:

 

Council has to complete its integrated planning and reporting (IPR) requirements by late March 2012.

 

There is a huge amount of work to be undertaken with asset management expected to be the most significant task.

 

Council has to adopt a Community Engagement Strategy before it proceeds with the IPR process.? The content of the strategy is a matter for Council.?

 

 

Recommendation:

 

That Council adopt the Community Engagement Strategy.

 

 

OPTIONS:

 

Council has to have a Community Engagement Strategy. ?The content of the strategy is a matter for Council.? There is a requirement that the strategy meet social justice principles in terms of ensuring that all segments of our community have an equal opportunity to provide input, including those groups who may be reluctant to engage with Council for whatever reason.

 

 

DISCUSSION:

 

Council has to complete its integrated planning and reporting (IPR) requirements by late March 2012.

 

There is a huge amount of work to be undertaken with asset management expected to be the most significant task.? A summary of the IPR requirements is listed below.

 

1??????? Community Engagement Strategy ? adoption and implementation

2??????? Community Strategic Plan (CSP) ? minimum 10 year strategy

3??????? Long Term Financial Plan ? minimum 10 years

4??????? Workforce Management Plan ? workforce plan to implement CSP

5??????? Asset Management Planning ? policy and plans for a minimum 10 years

6??????? Delivery Program ? activities and budget to implement CSP for a 4 year period

7??????? Operational Plan ? annual activities and budget.? A sub-plan of the delivery program.

 

Given the amount of work required to complete these plans it is important that Council follow a project plan.? A project plan has now been completed by consultants Morrison Low.? The suggested time lines to complete the IPR requirements are as follows:

 

1??????? Community Engagement Strategy ? December 2010 to July 2011

2??????? Community Strategic Plan ? July 2011 to September 2011

3??????? Long Term Financial Plan ? September 2011 to December 2011

4??????? Workforce Management Plan ? Needs to be completed by September 2011

5??????? Asset Management Planning ? November 2010 to June 2011

6??????? Delivery Program ? September 2011 to January 2012

7??????? Operational Plan ? December 2011 to January 2012

8??????? Test integration and publish January 2012 to February 2012

 

With the assistance of Morrison Low a Community Engagement Strategy has now been drafted for adoption by Council.? The Strategy lists the activities which the Council will need to undertake over the next 7 months to be able to prepare its Community Strategic Plan.

 

Features of the Community Engagement Strategy are:

 

??????????? The preparation of information and discussion papers on the Nambucca environment, people, economy and our Council operations

??????????? Council meetings incorporating community forums to be held across the Shire in the first half of 2011.? It is proposed to conduct Council meetings, including community forums, at Taylors Arm, Eungai, Bowraville, Nambucca Heads, Valla Beach and Scotts Head.? It is proposed that the ?away? Council meetings occur on the first meeting of the month and that the meeting commence at 5.00pm with a community forum where residents will be invited to address Council on any matter relating to their community.? It is proposed that the community forums be advertised in the media so there is a high level of awareness of the program.

??????????? Community forums with different demographic segments; the aged, youth, people with a disability, social disadvantage, and our Aboriginal community

?????????????? Media features and a regular home page blog on a topical issue relevant to the IPR.

 

A copy of the proposed Community Engagement Strategy is circularised (document no. 30289/2010)

 

CONSULTATION:

 

There has been discussion with Manex and Mr Stephen Bunting of Morrison Low.

 

SUSTAINABILITY ASSESSMENT:

 

Environment

The implementation of the strategy is intended to elicit community feedback on their long term aspirations for the environment.

 

Social

The implementation of the strategy is intended to elicit community feedback on our community?s social needs.

 

Economic

The implementation of the strategy is intended to elicit community feedback on our community?s economic aspirations.

 

Risk

There are no particular risks.

 

 

FINANCIAL IMPLICATIONS:

 

Direct and indirect impact on current and future budgets

 

It is proposed that implementation of the community engagement strategy be undertaken within existing budgets.

 

Source of fund and any variance to working funds

 

There is no impact on working funds.

 

Attachments:

1View

?- Circularised Document (Trim SF1438: 30289/2010)

 

??


General Purpose Committee - 15 December 2010

Integrated Planning and Reporting - Community Engagement Strategy

 

 

 

 

 

Placeholder for Attachment 1

 

 

 

Integrated Planning and Reporting - Community Engagement Strategy

 

 

 

Circularised Document (Trim SF1438: 30289/2010)

 

??Pages

 

?


General Purpose Committee

15 December 2010

General Manager's Report

ITEM 8.2????? SF339????????????? 151210???????? 1? Ongoing Use of Unkya Reserve, Eungai &
2? Eungai Public School Fundraiser - Ray Hadley Continuous Call and Junior Rugby League Match

 

AUTHOR/ENQUIRIES:???? Michael Coulter, General Manager ????????

 

Summary:

 

The Unkya Reserve Committee of Management and the Principal of the Eungai Public School have proposed a fundraiser for the Eungai Public School around Ray Hadley and his 2GB Continuous Call Team of Darryl Brohman, Steve Roach and Bob Fulton conducting their radio show from the Unkya Reserve on Saturday 28 May 2011.

 

The Eungai Public School also proposes to use the celebrities to participate in a dinner and charity auction at the Macksville RSL on the evening of Friday 27 May 2011.? On the Saturday the Continuous Call Team would conduct their show from the Unkya Reserve and also call a junior football match.

 

The Unkya Reserve Committee of Management and the Eungai Public School are also keen to improve the surface of the oval area so that it can be used for school athletics, cricket and football.? This can only be achieved by restricting the area used by the Congarinni Pony Club.? The Pony Club, one of two in the Nambucca Valley, currently use about half the oval once every three weeks for training.? The divots created by the horse?s hooves effectively prevent the oval area being used for any other sporting activity.

 

The Unkya Reserve Committee of Management has proposed a plan for the long term use of the Reserve.? The plan provides for an equestrian area and rugby league field.? The proposed rugby league field would also be available for athletics and other sporting events.? The equestrian area is sufficiently large for dressage and hacking as a standard dressage arena measures 60m x 20m.? However the Congarinni Pony Club believe the allocated area is inadequate.

 

However the Committee of Management at its meeting on 21 November put forward a new proposal that the Congarinni Pony Club be relocated to the eastern side of the highway with, ?Council support for construction of their own facilities including multipurpose shed, toilet, water tank, fencing, field regrading and upgrading?.? According to the Committee of Management this would enable the reserve on the western side of the highway to be redeveloped as a multi-use facility for various local community groups.

 

In the circumstances there should be no change to the arrangements for the Congarinni Pony Club at the Unkya Reserve unless it can be demonstrated there will be no additional cost to Council.

 

Council should also write to the Nambucca Valley Pony Club and Congarinni Pony Club requesting they consider merging so that Council can apply itself to improving equestrian facilities at the Macksville Showground for the benefit of all Pony Club members.

 

 

Recommendation:

 

1??????? There be no change to the arrangements for the Congarinni Pony Club at the Unkya Reserve unless it can be demonstrated there will be no additional cost to Council.

 

2??????? That Council write to the Nambucca Valley Pony Club and Congarinni Pony Club requesting they merge so that Council can apply itself to improving equestrian facilities at the Macksville Showground for the benefit of all Pony Club members.

 

3??????? That the Unkya Reserve Committee of Management and the Principal of the Eungai Public School be advised they will need to submit an event application and risk assessment for the Ray Hadley 2GB Continuous Call Broadcast and meet any costs associated with the approval.

 

 

OPTIONS:

 

Council has control over the activities which occur on the Unkya Reserve and of the expenditure of rate payer funds.

 

Council has delegated authority to the Unkya Reserve Committee of Management to, amongst other things, ?undertake and regulate the casual hiring of the grounds? and ?to make such other recommendations to the Council in respect of the facility as the Committee thinks appropriate?.? Accordingly some weight should be given to the views of the Committee of Management as the body responsible for the day to day operations of the Reserve.

 

 

DISCUSSION:

 

Council considered a report at its meeting on 2 December 2010 and resolved that:

 

?this item be deferred to the next General Purpose Committee meeting on 15 December 2010 so that an onsite inspection can be carried out and

 

?Council receive a report as to the structure and membership of the Committee of Management including usage and users of the Reserve.?

 

Structure and Membership of the Unkya Reserve Committee of Management

 

Council?s Guide to Operations and Delegations of Authority for Section 355 Committees which was last reviewed in August 2010 provides that Committees of Management will consist of office bearers and other Committee members.? The Committee elects at its first meeting and thereafter at each Annual General Meeting the office bearers.

 

At a minimum, a Committee of Management must have a:

 

a)?????? Chairperson/President

b)?????? Secretary

c)?????? Treasurer

 

A quorum consists of one half of the total number of the Executive plus one or a minimum of 3 members of the executive whichever is the lesser.

 

The above requirements are standard for all Council?s Section 355 Committees of Management (47 in total), including the many which manage multi-user facilities.

 

The delegations of authority provided to the Committee of Management are for the following purposes:

 

1.?? Control of the Unkya reserve and facilities and their allocation to user groups;

2.?? Maintain, improve and protect grounds, buildings and fittings;

3.?? Undertake and regulate the casual hiring of premises and grounds, excluding camping;

4.?? Conduct of fund raising activities.? Where such fund raising activities involve the sale of alcohol, a liquor license and the approval of Council is required;

5.?? Limit the expenditure of monies to the amount of funds held by the Committee at the time;

6.?? Seek grants for the maintenance and upgrading of the building or its fittings, subject to the General Manager?s endorsement of the grant application;

7.?? Appoint such contractors as are deemed necessary by the Committee from time to time to assist in the administration and maintenance of the buildings and/or the conduct of programmes or functions therein, subject to contracts which are of necessity for a long term being reviewed once per year;

8.?? Make recommendations to the Council for any enhancement, expansion or upgrade of the facility the Committee considers appropriate;

9.?? Make such other recommendations to the Council in respect of the facility as the Committee thinks appropriate from time to time;

10.? Project manage capital works where a specific written authority for the particular works has been provided by Council.

 

The last annual general meeting of the Unkya Reserve Committee of Management which Council has been notified of was held on 9 August 2009.? The Committee of Management, which was endorsed by Council at its meeting on 1 October 2009, is as follows:

 

President??????????????????????? Alex Pelser

Secretary??????????????????????? Jo Dormer

Treasurer???????????????????????? Claire Pelser

Committee Members:?????? Kathy Scafidi, Sharon Cunial, Marie Salloum, Ingrid Ridley

 

A copy of the minutes of the Annual General Meeting is attached.

 

I have been advised by a representative of the Committee of Management that an Annual General Meeting was conducted in September 2010 and a copy of the minutes were received on 6 December 2010.? These are attached.

 

The current level of interest in the use of the Reserve is pleasing.? In June 2006, the Committee of Management did write to Council expressing concern there wouldn?t be enough interested people to form a Committee at the 2006 annual general meeting.? A copy of that letter is attached.

 

Usage and Users of the Reserve

 

From discussions with the Committee of Management and members of the Congarinni Pony Club and correspondence on Council?s files, it is understood that the usage of the Reserve is as follows:

 

Funkya @ Unkya Markets ? markets every second month (subject to weather and organisation)

 

Congarinni Pony Club ? training day every 3 weeks (subject to weather)

 

Kempsey Sporting Car Club ? infrequent use of land (maximum 4 events/year) on the eastern side of the highway

 

Special events ? Spring Festival, Christmas carols, Pizza gatherings, Art in the Park, Australia Day Cricket Match

 

There have also been two or three private bookings in the last 12 months.

 

Grazing licence ? Provided to Mr Garth Saul for land on the eastern side of the highway

 

Recent advice from the Committee of Management in relation to forthcoming activities is attached.

 

Proposal

 

The Unkya Reserve Committee of Management and the Principal of the Eungai Public School have proposed a fundraiser for the Eungai Public School around Ray Hadley and his 2GB Continuous Call Team of Darryl Brohman, Steve Roach and Bob Fulton conducting their radio show from the Unkya Reserve on Saturday 28 May 2011.

 

The Eungai Public School also propose to use the celebrities to participate in a dinner and charity auction at the Macksville RSL on the evening of Friday 27 May 2011.? On the Saturday the Continuous Call Team would conduct their show from the Unkya Reserve and it was also proposed to call a junior football match.

 

Several dates for the event have been considered, however because of radio commitments in other country towns and local events such as the Macksville Show, Saturday 28 May 2011 is the final, ?take it or leave it? date.? According to Council?s tourism calendar there are no other major events on this date.

 

The Unkya Reserve Committee of Management and the Eungai Public School are also keen to improve the surface of the oval area so that it can be used for school athletics, cricket and football.? This can only be achieved by restricting the area used by the Congarinni Pony Club.? The Pony Club, one of two in the Nambucca Valley, currently use about half the oval once every three weeks for training.? The divots created by the horse?s hooves effectively prevent the oval area being used for any other sporting activity.

 

There have been two meetings with the Congarinni Pony Club in an endeavour to identify another suitable venue for their activities.?? Three proposals were put forward being the southern end of Donnelly Welsh Fields, Farringdon Fields or the Showground but for various reasons none of these alterative venues are suitable to the Pony Club.? It has also been suggested to the Congarinni Pony Club that Council?s support for equestrian activities in the Nambucca Valley is hindered by having two Clubs, and whether or not past disagreements can be put aside so that the two Clubs can merge to operate from the Macksville Showground which has the best facilities for equestrian activities and the space for a covered dressage arena.

 

The Unkya Reserve Committee of Management had proposed a plan for the long term use of the Reserve.? The plan provided for an equestrian area and rugby league field.? The proposed rugby league field would also be available for athletics and other sporting events.? The equestrian area was sufficiently large for dressage and hacking as a standard dressage arena measures 60m x 20m.? The Congarinni Pony Club believed the allocated area was inadequate.

 

However the Committee of Management at its meeting on 21 November put forward a new proposal that the Congarinni Pony Club be relocated to the eastern side of the highway with, ?Council support for construction of their own facilities including multipurpose shed, toilet, water tank, fencing, field regrading and upgrading?.? According to the Committee of Management this would enable the reserve on the western side of the highway to be redeveloped as a multi-use facility for various local community groups.

 

A copy of the Committee?s proposal is attached.

 

The Congarinni Pony Club has indicated that the land on the eastern side of the highway is too remote from amenities to be a permanent venue for the Club.? I have indicated to both the Committee of Management and the Congarinni Pony Club that Council does not have the funding to provide new facilities on the eastern side of the highway and it would be unlikely to receive grant funding.

 

In the circumstances there should be no change to the arrangements for the Congarinni Pony Club at the Unkya Reserve unless it can be demonstrated there will be no additional cost to Council.

 

Council should also write to the Nambucca Valley Pony Club and Congarinni Pony Club requesting they merge so that Council can apply itself to improving equestrian facilities at the Macksville Showground for the benefit of all Pony Club members.

 

 

CONSULTATION:

 

There has been consultation with the Unkya Reserve Committee of Management; the Principal of the Eungai Public School; members of the Congarinni Pony Club and Council?s Parks Supervisor.

 

SUSTAINABILITY ASSESSMENT:

 

Environment

 

There are no significant environmental implications.

 

Social

 

The social issues are a good case study of the difficulties of operating ?multi-user? facilities and also the potential costs of fragmenting sporting groups such as a Pony Club.

 

Economic

 

The Ray Hadley 2GB Continuous Call Team event will provide a significant opportunity for fund raising by the Eungai Public School and will profile our local government area on a high rating, extended national radio broadcast.

 

Risk

 

There are no significant risks to Council provided the division of responsibility is agreed.

 

 

FINANCIAL IMPLICATIONS:

 

Direct and indirect impact on current and future budgets

 

It is unknown how much it would cost to relocate the Congarinni Pony Club to the land on the eastern side of the Pacific Highway.? Representatives of the Pony Club have advised it is too remote from the amenities on the western side of the road.? There may also be a requirement for regrading of the site.

 

There is no provision in the budget for this work nor any likelihood of funding given the state of Council?s assets and competing priorities for grant funding.

 

Source of fund and any variance to working funds

 

Any expenditure would be from working funds.

 

Attachments:

1View

30040/2010 - Letter of Support for Use of Unkya Reserve

 

??


General Purpose Committee - 15 December 2010

1? Ongoing Use of Unkya Reserve, Eungai &

2? Eungai Public School Fundraiser - Ray Hadley Continuous Call and Junior Rugby League Match

 


 

?


General Purpose Committee

15 December 2010

General Manager's Report

ITEM 8.3????? SF275????????????? 151210???????? Review of Organisation Structure

 

AUTHOR/ENQUIRIES:???? Michael Coulter, General Manager ????????

 

Summary:

 

Councillors and staff have been invited to make a submission to the annual review of Council?s organisation structure.? Submissions have been received from councillors and staff which are listed in the report.

 

Any changes to Council?s organisation structure have to be cognisant to Council?s financial position.? To provide some perspective a 1% increase in Council?s general rate revenue is about $78,000.? Council?s best estimate of its asset management is that it?s only meeting asset replacement costs at a ratio of 60 cents for every $1 of depreciation.

 

 

Recommendation:

 

That the information concerning changes to the Organisation Structure be received.

 

 

OPTIONS:

 

It is open for the Consultative Committee to make recommendations to Council as it sees fit.? It is also open to the Council to determine its organisation structure as its sees fit.

 

 

DISCUSSION:

 

As at the business paper deadline, the Council?s Consultative Committee had convened to consider this report but did not complete its deliberations, with the meeting being adjourned until after the business paper deadline.

 

It is proposed that following the conclusion of the Consultative Committee?s deliberations, a short late report with the final recommendations from the Consultative Committee and General Manager will be circulated.

 

At the time of going to print the Consultative Committee had made a number of recommendations.? These are:

 

?Parks and Reserves

 

1.?? That regular rest breaks be taken by Parks staff in order to mitigate risk of exposure to heat and repetitive strain injury.

2.?? That, when machinery is purchased, there be a full risk assessment in accordance with the OHS Act.

3.?? That opportunities for job rotation within the existing workforce be followed up.

4.?? That the current Parks Attendant vacancy be filled by a competent person on a full time basis

5.?? That a casual labourer position be replaced with a horticulture trainee position at the end of the growing season, at no additional cost to Council.

6.?? That, in order to maintain the current level of service safely, an additional tractor be purchased and an additional Parks Attendant position be created, the cost of which shall be partially offset by reviewing contract arrangements.

7.?? That in the longer term, as numbers of volunteers decline and more subdivisions occur, an additional crew be established in Parks and Reserves.

 

Note:? There was a dissenting view within the Committee in relation to items 6 and 7

 

Closure of the Nambucca Heads Library One Week Day or Two Half Days

 

The Library not be closed and that library staffing remain the same.

 

Water & Sewerage

 

That new positions of Trainee Water Attendant and Water Attendant be created.?

 

On 23 September 2010, Councillors and staff were invited to make a submission to the annual review of Council?s organisation structure.? It was requested that submissions include reasons for any changes and highlight the benefits to Council.? A copy of the submissions is attached.? The changes suggested in the submissions are also summarised in the following table.

 

The most frequently requested change to the organisation structure is the reinstatement of the position of Director Corporate Services.

 

 

Proposal

 

 

Cost/Saving

 

Benefit

General Manager

Defer replacement of Manager Information Technology

Saving of $100,000

Manager will be available to attend to strategic issues and ?handover? up to 4 days per month pending his retirement.? Defer replacement to late 2011 and save $100,000.

Extend fixed term contract of IT Support Officer to 31/12/2011

$27,000

The deferred replacement of the Manager?s position is only possible with a continuation of the IT Support Officer?s position.? Therefore net saving of $73,000.

Closure of Nambucca Heads library one week day or two half days

Saving of $18,000 p.a.

Will assist in controlling escalating costs in library.? A staff vacancy in customer support in the administrative building means that affected staff can be offered redeployment rather than have their hours reduced.

Contract assistance in Finance Section

$50,000

Council has been unable to meet statutory reporting deadlines in 2010.? Need to complete management reports for Authority software to allow existing staff to concentrate on statutory reports.? Alternatives are reinstatement of Director?s position, the appointment of an accountant or the use of a contractor to assist in preparing statutory reports.

Trainee and part time staff in Parks crew in lieu of full time and casual staff

No cost

Serious work related injuries in Parks crew.? Injury risk could be minimised by using part time and fixed term (trainee) positions.

Grants Officer - change from fixed term to permanent part time

Provision in existing budget but ongoing about $30,000 pa

Council appointed a Grants Officer in May 2008.? She was responsible for securing over $14 million in grant funding in less than two years.? Council?s new Grants Officer has secured $382,000 in the financial year to date.? Whilst other staff may have secured many of these grants, Council is far more professional in obtaining and acquitting grants than was the case.?


 

Manager Technical Services

Part time development engineer or full time traffic engineer referred to below

Not specified ? say $60,000 p.a.

Comprehensive and efficient assessment of DA?s.? Additional site inspections to protect assets and reduce exposure to claims against council approved construction.

Full time traffic engineer

Not specified ? say $100,000 p.a.

Will have time to investigate speed zones and regulatory requirements reducing Council?s risk exposure, will allow transfer of knowledge; existing Managers will be more productive

Administration support officer

Not specified ? say $50,000 p.a.

Existing Executive Assistant will be able to delegate typing, CSRs and phone calls to provide more support to senior staff and higher level duties.

Manager Financial Services

Temporary (12 month) finance officer position

Not specified ? say $100,000 for a skilled, temporary position

To allow existing staff to satisfactorily complete outstanding tasks ? financial statements, budget reviews, grant acquittals, reconciliations etc pending trainee acquiring additional skills.

Governance position

Not specified ? say $100,000 p.a.

To relieve corporate, legal and reporting workload previously undertaken by Director Corporate Services and Senior Administrative Officer.

Manager Assets

Flags the need for future consideration of an additional position for asset management and building maintenance.

N/A

N/A

Cr Janet Court

Reinstatement of Director Corporate Services

Not specified ? say $140,000 p.a.

Reduce General Manager?s span of control to more manageable level & enable more focus on strategic leadership.? Manager Financial Services, Manager Business Development & Manager Information Technology to report to Director Corporate Services.

 

Manager Water & Sewerage

Trainee water attendant

Not specified ? say $20,000 in year 1

To provide for succession planning for existing staff nearing retirement.

Water attendant

Not specified ? say $50,000

To ensure sufficient flexibility when leave entitlements are taken.? Backflow prevention has also placed additional time constraints on licensed plumber in the water crew.

Director Environment & Planning

Additional 15 hrs per week for front counter customer service position

Not specified ? say $20,000 p.a.

To provide DEP staffing of front counter before 10am and after 2pm.

Manager Planning and Assessment

Trainee Town Planner

Not specified ? say $30,000 p.a.

DAs will return to previous levels and Council should ensure it has sufficient staff to meet workload.? Will also backup staff on leave.? Council has had difficulty recruiting trained staff.

Manager Information Technology

Trainee IT officer

Not specified ? say $30,000 p.a.

Inadequate staffing to implement IT Strategic Plan; exponential increase in hardware and software requirements but there has been no change in staffing for 28 years


 

Cr Michael Moran OAM

Too many managers

Not specified ? presumably a saving by making positions redundant

?Too many chiefs and not enough Indians?.

Manager Human Resources should report to Manager Financial Services

Not specified ? presumably a saving by making position redundant

Job has too much interest in talking to staff.

Corporate Services should have a Manager or Director and not be the General Manager.

Not specified ? say $140,000 for Director with savings through redundancies.

If Director was appointed the 4 Managers would come under his manager skills therefore getting rid of 4 Manager positions.

Property Officer

Part time or contract Property Officer position

Not specified ? say $40,000 p.a.

To establish crown land management system and complete plans of management.? Management and reporting of Crown Land matters does not seem to have been done in the past.

Rates Officer

Director Corporate Services or Administrative Manager

Not specified ? say $140,000 p.a.

Loss of professionalism, support and direction since the positions were not replaced.

Replacement of Manager Information Technology

Not specified ? say $120,000 p.a.

Long way to go with trim integration, crystal report writing, excel integration, asset mapping.

Part time assistance in payroll

Not specified ? say $30,000 for 3 days/week

Previously payroll had included a 3 day/week position.? Many occasions where employees cannot access payroll staff due to leave commitments.

Reinstate full time customer service position at front counter

Not specified ? say $20,000 p.a.

Impacts on DEP and rates staff having to ?drop? work to tend to counter enquiries or follow up other staff.

 

Plant Supervisor

Casual mechanic and metal fabricator

Not specified ? say $30,000 p.a.? Some funding available from RFS.

Insufficient resources to train apprentice, increasing work load for plant, playground repairs, saleyard maintenance, emergency repairs, OH&S

Manager Business Development

Reinstate position of Director Corporate Services

Not specified ? say $140,000 p.a.

Previous levels of support, direction and management cannot be met.? Effect on staff morale, work levels, pressure and attention to governance requirements will be negative.? Opportunity cost of not having DCS too detrimental to long term efficiency & direction of finance and corporate services.

Additional 7 hours for tourism officer?s position

Not specified ? say $11,000 p.a.

Increasing visitation at VIC; will allow Manager to spend more time on business and industry development, investment attraction, council property.

Part time position for management of crown reserve reporting; preparation, review and implementation of plans of management for Crown and community land.

Not specified ? say $40,000 p.a.

Inadequate resources to attend to crown land management, data collection and reporting.? Numerous land parcels which are classified as community land which lack a plan of management.


 

Acting Director Engineering Services, Parks and Reserves Staff

Casual labourer position be replaced with horticulture trainee position

No additional cost

Additional crew needed to cope with current and predicted future work load.

Additional Parks Attendant

Not specified ? say $45,000 p.a. + $60,000 for tractor.? Possible savings in reducing contract work.

Additional crew needed to cope with current and predicted future work load.

 

 

To provide some context to the deliberations, Council?s rate revenue in 2010/2011 is $7.8m.? Therefore every $78,000 increase in expenditure on staffing equates to about 1% of rate revenue.

 

In reviewing Council?s organisation structure, consideration needs to be given to:

 

1.?? Changes in work demand.? Examples include increased/decreased development activity; increased/decreased number of assets to maintain; new legislative requirements which may increase/decrease workload.? Obviously as population increases over time, staffing will need to increase to maintain existing service levels or the community will have to accept a decline in service levels if there is no increase in staffing.

2.?? Community expectations.? The importance of the service and the community?s satisfaction with the service.

3.?? Opportunities to deliver the service more efficiently.

4.?? Council?s overall financial situation.? Assuming on-going rate increases which approximately meet our cost index and with modest population growth of approximately 1% per annum, Council is unlikely to be able to fund the minimum acceptable level of service for its assets.? The Council?s financial viability can be summarised by the following diagram:

 

Financial Viability

 

?Current Financial Position?

Debt Service (OK)

Rates Outstanding (Good)

Unrestricted current ratio (Good)

Asset Renewals Ratio (Poor)

 

 

 

Condition of Infrastructure???????????????????????????????????????????????????????????? ?Future Projections

Cost to bring up to standard (high)?????????????????????????????????????????????????????? Risks over next 5 years:

Current level of maintenance (inadequate)???????????????????????????????????????????? Cost shifting? Natural disasters?

Required level of maintenance (not achieved)?????????????????????????????? Loss of water & sewerage?????????

?????????????????????????????????????????????????????????????????????????????????????????????????????????????????

Taking into account population growth (and rating) and Council?s overall financial situation, it should be expected that in annual reviews of the organisation structure, most changes will be accommodated within the existing staffing budget or by identifying economies or other sources of funding.

 

CONSULTATION:

 

There has been consultation with staff and Councillors.

 

In smaller councils it is true that management positions have a higher proportion of operational responsibilities than larger councils.? Whilst management positions are required to provide strategic direction and budgeting recommendations, it should be queried why Managers at $80,000 to $130,000 p.a. are performing operational roles which could be undertaken by technical/administrative staff at 2/3?s the cost.

 

There has been consultation with another council about the potential of sharing management positions, particularly for ?back of house? financial and corporate activities such as IT, payroll, human resources, OH&S, records, and finance.? The objective would be to reduce the cost of management for the councils whilst maintaining or increasing technical staffing.? In essence it provides the economies of a larger council whilst maintaining the advantages of a smaller council.? Such resource sharing is strongly supported by the Division of Local Government but there are major obstacles.? Balanced against the reduced labour costs is a loss of financial independence and authority for the participating councils.

 

SUSTAINABILITY ASSESSMENT:

 

Environment

The availability of staff and contractor resources to undertake adequate environmental monitoring is important.

 

Social

The Council is a major employer in the local government area and has a social responsibility to provide training opportunities for our youth and unemployed.

 

Economic

There are no significant economic issues.

 

Risk

The major risk concerns Council?s financial viability.

 

From past experience, some of the suggested positions may pose a recruitment challenge.? For example a part time development engineer is likely to be very difficult to recruit, simply because the market for full time civil engineers in local government is very tight, let alone part time positions.

?

 

FINANCIAL IMPLICATIONS:

 

Direct and indirect impact on current and future budgets

The identified staffing changes have a net cost of approximately $600,000 which is equivalent to a general rate increase of approximately 7.7%.

 

Source of fund and any variance to working funds

At this stage there is no impact on working funds.

 

Attachments:

1View

29532/2010 - Submission by General Manager

 

2View

29475/2010 - Submission by Manager Technical Services

 

3View

29446/2010 - Submission by Manager Financial Services

 

4View

29275/2010 - Submission by Cr Janet Court

 

5View

24586/2010 - Submission by Manager Information Technology

 

6View

23690/2010 - Submission by Cr Michael Moran OAM

 

7View

29560/2010 - Submission by Rates Officer

 

8

29569/2010 - Submission by Manager Business Development

 

9

29571/2010 - Submission by Parks and Reserves

 

10View

29746/2010 - Submission by Manager Planning & Assessment

 

11View

29748/2010 - Submission by Manager Water & Sewerage

 

12View

29750/2010 - Submission by Manager Assets

 

13View

29752/2010 - Submission by Property Officer

 

14View

29753/2010 - Submission by Plant Supervisor

 

15View

30425/2010 - Submissions by Director Environment & Planning

 

??


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

Submission on Organisation Structure

 

 

1.? Context

 

In reviewing Council?s organization structure, consideration has to be given to:

 

???? Changes in work demand.? Examples include increased/decreased development activity, increased/decreased number of assets to maintain, new legislative requirements which may increase/decrease workload etc

???? Community expectations.? The importance of the service and the community?s satisfaction with the service

???? Opportunities to deliver the service more efficiently/effectively.? For example replacing contractors with Council staff or vice versa, alliances with other Councils etc.

???? Council?s overall financial situation.? Assuming on-going rate increases which approximately meet our cost index and with modest population growth of approximately 1% per annum, my assessment is that the Council will be unable to fund the minimum acceptable level of service for its assets.? The current best estimate for our asset renewal ratio is only approximately 0.60.? Further we have very limited reserves for asset renewal which means that the ratio can only be improved by increases in revenue and/or a reduction in costs.

 

Therefore Council has very limited latitude to increase its workforce.

 

It should be expected that in any review of the organization structure, most changes will be accommodated within the existing staffing budget or by identifying economies or other sources of funding.

 

Also whilst Council formally reviews its organization structure once a year, opportunities to improve efficiency and effectiveness need to be considered with every resignation.? On-going change and adaptation will be less costly in financial and personal terms than less frequent but more extensive change.? Hence as General Manager I will continue to question the replacement of staff and if necessary I will report to the Consultative Committee and Council on ?ad hoc? changes to the organization structure as opportunities arise.

 

2.? Defer Replacement of Manager Information Technology

 

The Manager Information Technology has submitted his resignation as he is retiring.? The resignation is effective 4 July 2011, but he is taking long service leave on 4 January 2011 until his retirement date.? As a consequence of planned extended leave in 2010, Council employed an IT Support Officer on a fixed term contract which expires in May 2011.

 

The Manager Information Technology has advised that he is prepared to reduce his long service leave and assist Council up to 4 days per month on strategic issues and in handing over his day to day responsibilities to the IT staff.

 

The opportunity has been taken to enquire with Bellingen Shire Council concerning the possibility of a shared Manager Information Technology as they have the same vacancy and the size of the Councils is such that a management position could be shared, thereby providing savings to each Council.

 

In the circumstances that the Manager is available to attend to important issues until July 2011, it is recommended that replacement of the Manager?s position be deferred until the review of the organization structure in 2011.? This will provide a ?one off? saving to Council of about $100,000 which includes the days to be worked during the period of leave.

 

It is proposed that the fixed term contract for the IT Support Officer be extended to 31 December 2011 at a cost of approximately $27,000.

 

Therefore the arrangement would provide a ?one off? net saving to Council of approximately $73,000.? There may be on-going savings but this would only be determined with the review of the organization structure in late 2011.

 

3.? Closure of the Nambucca Heads Library ? 1 week day or 2 half week days

 

Council has sought a number of reports on the operating costs of the libraries and in particular the Clarence Regional Library.? Contributions towards the Clarence Regional Library have been increasing at 10% per annum and assuming the agreement of the library partners, a further 10% increase will occur in 2011/2012.

 

In the 2010 Community Satisfaction Survey Council?s libraries were rated as being of ?high importance and high satisfaction?.

 

Whilst reducing service standards for any Council function will always attract complaint, the satisfaction survey indicates that there are other services which have ?high importance and low satisfaction?.? The Nambucca Heads library is open Monday to Friday and Saturday morning.? It should be expected that most people would be able to alter their library visitation to accommodate either a week day closure or closure for 2 half days.

 

With a recent resignation in customer support in the Environment and Planning Department there is the opportunity to close the Nambucca Heads Library either on one week day or two half week days and offer affected staff redeployment to customer support in our Administrative building.? Alternatively, Council could simply reduce their existing part time hours without offering redeployment.

 

The closure of the Nambucca Heads library on one day per week or two half days would provide a saving of approximately $18,000 per year.

 

4.? Additional Assistance for Finance Section

 

Council has not met statutory deadlines for its annual report nor its September quarter budget review.? A contributing factor has been the diversion of staff resources to the implementation of the new Authority software which commenced on 4 July 2010.? However, full management reporting for the new software is still not in place.

 

Council has to meet its statutory reporting obligations.? There are a number of options which can be considered.? From highest to lowest cost these are:

 

1.?? the reinstatement of a Director of Corporate Services with a finance background

2.?? the creation of a new position for a qualified and experienced accountant

3.?? the use of a contracted accountant to assist in preparing statutory reports

4.?? the use of a contractor to prepare the management reports for the Authority software

 

As Council staff have limited expertise in preparing management reports for the Authority software, in the first instance it is recommended that a contractor be employed to prepare these reports, allowing the existing staff to concentrate on the financial reports.

 

However if financial reports continue to lag statutory deadlines then it may be necessary to consider another option.

 

Pending discussion with Finance staff and also the software supplier, Civica, it is recommended that $50,000 be allocated to the employment of a contractor.

 

5.? Trainee and Part Time Staff - Parks and Reserves Crew

Over recent years there have been serious work related injuries in Council?s Park?s crew, mainly as a consequence of the repetitive nature of the work requiring continual twisting of the torso and neck.? Out of a crew of 5 persons, 4 have sustained serious injury.? Whilst some of these staff have now left Council, Council has an obligation to avoid repeating these work related injuries.? One option to minimize the risk is to use part time staff (instead of full time staff) and fixed term trainees.

 

It is proposed that an existing vacant full time position be changed to 2 part time positions and one summer casual labourer be changed to a 12 month fixed term trainee (horticultural certificate).

 

These changes will have no budgetary impact.

 

 

Michael Coulter

28/11/2010

 

 

 

 

?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

I offer the following submissions to the organization structure ? November 2010 and request consideration for the addition of one or more of the following positions.

 

Development Engineer ? Part Time

 

Assigned to either Engineering Services or Environment and Planning, the Development Engineer? could be a part time position for an experienced engineer looking for a role with reduced hours or alternatively full time position with the flexibility to take some of the work from positions already overloaded.

 

A dedicated Development Engineer will have the time to carry out a comprehensive assessment of development applications and the ability to carry out on-site inspections of works prior to, during and after construction. These inspections are particularly necessary within subdivisions where assets are to come into council?s ownership where an inferior quality of workmanship or materials could end up costing council dearly in the future.

 

Engineering assessment of Development Applications is currently carried out by Manager Technical Services, who makes an assessment when time permits and does not have the time to carry out on site inspections on a frequency necessary to look after council?s interests.

 

Benefits to council

 

A comprehensive and efficient assessment of development applications and the ability to carry out additional on site inspections to protect council?s assets, reduced exposure to claims against council approved construction.

 

??????????????????????????????????????????????? OR

 

Traffic Engineer ? Full Time

 

Reinstate a full time position previously held at a managerial level dedicated to issues related to traffic and associated responsibilities. The position Manager of Traffic was deleted from the staff structure when the previous incumbent retired and his duties were distributed between the previous Director, MCW and MTS.

 

A new full time position of Traffic Engineer would provide council with a dedicated traffic officer, take back the duties from already overloaded managerial positions and would provide an opportunity for a member of staff to assess minor issues currently investigated by the Director and MCW thus leaving them additional time to concentrate on pressing issues and strategic planning.

 

Engineering positions within local Government are becoming harder to fill year by year. The addition of a junior engineer to the staff structure will provide council with the opportunity for a smoother transition with between upcoming retirements within the department and an efficiently staffed Engineering Services, it should be noted that when the previous Director retired it will have taken upto 9 months to fill the position from his announcement.?

 

Benefits to council

 

???? Full time Traffic Officer will have time to investigate issues relating to speed zones, regulatory requirements (reducing the risk of council?s exposure to litigation) and liaison with RTA for the provision of traffic counts and black spot investigation and funding.

 

???? Provide Engineering Services with the opportunity for a smooth transition between impending retirements and an efficient structure within the department while learning from the incumbent as time permits.

 

???? The position will provide financial savings through reduced levels of time in lieu accumulated by managers within the department where the officer is able to provide support to investigate minor time constraining issues currently carried out by senior staff unnecessarily.

 

???? Where the officer provides support to senior staff they are then able to concentrate on strategic duties, accumulated paper work and high level tasks

 

???? Another productive staff member in the department will allow existing senior staff the opportunity to catch up with heavily accumulated annual leave as required

 

 

Administration Support Officer

 

The talents of existing staff members are wasted throughout the organisation particularly where they are carrying out tasks far below their skills level, this occurs on a far too regular basis.

 

An additional member of staff to support the Executive Assistant and the department will take away the essential but minor duties from experienced staff who are then able to provide far more useful support to senior staff and carry out productive higher level tasks.

 

Executive Assistant in Engineering Services spends much of here day typing, fielding CSR?s and phone calls from the general public and conducting time consuming counter enquiries. Her demonstrated talents are best utilized in a position where she can provide a greater level of support to senior staff and carry out duties at a higher level.

A large number of staff rely on the Executive Assistant for advice, support, training and document turn over, this can only be achieved with availability of time.

 

The addition of Assets and Buildings to the department has placed additional pressure on administration staff.

 

 

Benefits to council

 

Executive Assistant in Engineering Services will be able to provide a greater level of support to the Director and the Engineering Services Department as a whole, she will have time to utilise skills attained and continue to carry out high level tasks and provide the support necessary for the department to function.

 

Recommendation:

 

???? Reinstate a full time position within the organization structure dedicated to traffic related issues while also providing support to the Director and Manager Civil Works (MCW) with a long term view to nurturing the incumbent into the MCW position.

 

???? Create a position in the organization structure for an Administration Support Officer with a view to creating additional time for the Engineering Services Executive Assistant to support senior staff and carry out higher duties within her ability.

 

 

 

 

 

Manager Technical Services

 

 

 

 

 

 

 

?

 

 

 

?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

Manager Human Resources,

 

Thank you for the invitation to provide a submission to the Organisation Structure review. Finance staff have met and the following issues and recommendations are submitted.

 

Impact of Civica conversion

 

As you are aware the finance section has been hindered over the past 12 months due to a tight conversion timeframe and dissimilarities in financial data storage and presentation between the Fujitsu and Civica systems as well as illness and tragedy affecting staff members. A lot of outstanding tasks, including the completion of the financial statements, budget reviews, grant funding acquittals, financial subsystems reconciliations in particular bank reconciliations, farmland inspections, sale of land for unpaid rates, debt recovery, supplementary rate levies and the impending setting up and maintenance of the asset register, have eventuated and have built pressure causing an increase in anxiety and stress levels.

 

The staff appreciate council?s decision last year to appoint a Trainee Accountant. The employee is progressing particularly well in developing financial skills and is providing valuable assistance in operational tasks. It is expected that further assistance in general ledger and budget maintenance areas and end of year reporting will be competencies gained in 12 months time.

 

It is therefore requested that consideration be given to at least a temporary, ideally 12 month, finance officer position to allow outstanding tasks to be met and a release of the pressure being felt by staff.

 

 

Loss in governance skills across the Corporate Services Department

 

It has been observed by finance staff that previous high standards of administration professionalism has fallen in the Corporate Services Department including the finance section. This is believed to be caused by the increase in higher level managerial workload due to the redundant DCS and SAO positions. Statutory reporting and returns for example, have been affected.

 

Therefore, the finance section would also like consideration to be given to the inclusion of a governance position that would relieve the corporate, legal and reporting workload that were previously provided by the DCS & SAO positions.

 

 

Finance staff also support any proposal by DEP to increase the customer service provision on the front counter as rates staff are still being impacted by the reduced hours in that area.

 

 

More detailed info can be provided on the above issues if required.

 

Regards,

 

Craig Doolan

 

Manager Financial Services

?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

Submission to Review of Organisational Structure 2011

By Councillor Janet Court

 

The current structure chart should more clearly reflect the full span of control of the General Manager as shown below:

 

 

Organization Chart 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


If Council reinstated the position of Director Corporate Services, the General Manager?s span of control would be reduced to a more manageable level and he would be able to focus more on strategic leadership of the organisation.

 

My preferred structure is as follows with an Executive Assistant, Manager Financial Services, Manager Business Development and Manager Information Technology reporting to the Director Corporate Services.

 

Organization Chart
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

Submission to Organisation Structure Review by Manager Information Technology 1 October 2010

RE: Request for additional fulltime Information Technology (IT) staff member

 

The current IT staffing as identified in Council?s Organisation Structure is inadequate. For many years I have been making representation regarding the inability of the existing staff to effectively and efficiently manage the ever increasing workload expected of them. This has been clearly demonstrated to the General Manager on many occasions and is evidenced by the backlog of outstanding and incomplete tasks.

 

It is a given that Information Technology is here to stay and it is paramount that Council ensures we remain compliant and current with the emerging Technologies.? It is important that we have adequate in-house resource to provide timely response to our user base, as both Council and staff are dependant on Corporate Software applications and systems to undertake their obligations and roles. The consequences of Technology outages are obvious.

 

Last year I was unsuccessful with my submission to include an IT Trainee position in Council?s Organisation Structure. I would like this request reviewed and provide the following supporting information.

 

Item 1 ? I refer to the Draft Information Technology Strategic Plan that was adopted by Council on 2/4/2009. This Plan identified as an issue that there is inadequate staffing in IT and that a strategy to deal with this was to consider an IT trainee position.

 

Item 2 ? In Council?s adopted Management Plan 2010-2030 the following references to the effective use of Information Technology are included and clearly indicate Council?s support and commitment in providing appropriate IT infrastructure.

 

Leadership - Utilise technology as an effective means of interacting with the community

 

? Promote Council website in all promotional materials

? Update council website on an ongoing basis

? Provide online functions which meet community need and encourage use of the website (eg local statistics, reports for use in funding applications)

? Become an online portal to the community by providing links to local websites service

? guides and directories

 

Serve the Council with current, cost effective and responsive information technology

 

? Replace Council?s corporate software as it will not continue to be developed - Implement new?? Authority corporate software

? Business Continuity ? Disaster Recovery - Purchase, install and implement appropriate equipment and communications infrastructure in identified DR Site

? Asset Management software implementation - Determine organisational requirements for Asset Management applications. Evaluate and implement suitable software

? Intranet Implementation - Implement intranet software - Establish management group for the intranet site and its contents

? Access, Anywhere, Anytime Investigate requirements and technologies for remote access to Council systems

? Information Systems Directory & Governance - Establish forum to review Strategic Information Technology requirements

 

Item 3 ? Council?s reliance on information technology and its related infrastructure to deliver services and meet objectives has for many years been exponential. The number and complexity of Software applications and related hardware and operating systems has increased significantly.

 

We currently have over 80 Desktop Personal Computers on a network supported by 9 Servers, a diverse mixture of peripherals including Printers, Scanners, Plotters, Routers, Security Systems, Microwave Radios etc. and a multitude of enterprises operating systems and Software application suites.

 

To ensure these systems deliver the optimal outcomes it is imperative that they are utilised and maintained at the highest possible level.

 

 

Item 4 ? The requirement to have 2 fulltime employees in IT was identified by Council approximately 28 years ago and this has been the status quo to date.? Council?s scope has grown significantly since then and for many years now I have been asking for additional resources in IT.

 

I have also repeatedly advised the General Manager that to maintain the IT service level expected by end users we must have adequate resource.

 

 

Recommendation

 

Given, Council?s commitment to provide adequate IT infrastructure to meet management and strategic plans, the significant increase in additional software applications installed over recent years, the significant increase in additional hardware components, the impact of rolling out new corporate software and the ever increasing reliance on system availability and stability, it is recommended that an additional IT position be added to the organisational structure and subsequently filled as soon as possible.

 

 

Chris Mattick

 

MANAGER INFORMATION TECHNOLOGY

 

 

 

 

 

 

 

 

?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

Ms Joanne Hudson

Manager Human Resources

Nambucca Shire Council

 

 

SUBMISSION TO REVIEW OF ORGANISATION STRUCTURE

 

Organisation as big as Nambucca Shire has too many managers (14) if Traffic Committee is formed there will be another Manager (15).? We have not had a costing and if we are going to use the existing staff they seem to tell me they are now overworked.

 

First thing before we employ Director of Engineering, we should not have a restructure.? The new Director could do things in a better way, say, do more, save money, more that what is happening now.? If anyone can?t see the Private Certifier taking work from Council which is the income that proves you don?t need some staff with the DCP LEP.

 

What I trying to say is we have too many chiefs and not enough Indians there should.

 

Contributions Officer 12 weeks, I don?t know where he works.

 

Manager Business Development

 

Property Officer

 

Tourism Coordinator

 

Grants Officer.

 

Tourism is split with amalgamating with Coffs Coast and some members are talking with Macleay Kempsey.? Macksville, Scotts Head, Eungai, Warrell have nothing in common.? This could be a change; the Tourist Nambucca is a registration on its own, not answerable to Nambucca Shire Council.

 

Grants Officer commit Council to grants and when approved Council has to find the funds.

 

Human Resources should not be a manager.? That job has too much interest in talking to staff that Human Resources job should be answerable to Manager of Financial Services.

 

Corporate Services should have a Manager or Director and not be the General Manager.? If a Director was appointed the four managers would come under his manager skills therefore getting rid of 4 manager positions.

 

 

 

Michael Moran OAM

Councillor

28 September 2010

?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

Manager Human Resources

Nambucca Shire Council

PO Box 177

MACKSVILLE NSW 2447

 

 

30 November 2010

 

 

Dear Jo,

 

SUBMISSION TO ORGANISATION STRUCTURE

Thank you for the opportunity to submit comments for the review of Council?s current Organisation Structure.? I provide the following:

Corporate Services

The loss of Director and Senior Administrative Officer have impacted considerably in the high level of professionalism, support and directive within our Department.?

Whilst the position of Property Officer was created upon the departure of the SOA, the Rates Department in particular lost a great deal of knowledge and support on rating and property matters that is no longer provided within the scope of the Property Officer position or any other position.

We seem to have Managers within CS for smaller sections (ie. HR and MBD).? CS needs either a Director or Administrative Manager to oversee the Corporate function as one entity and to unite that Corporate function.? As well as providing direct input/output to Manex and Council.?

I have further concerns that the MIT position has not been advertised or filled prior to Chris?s departure.? Given the amount of time and money Council has recently invested with the implementation of Authority software and ongoing conversion issues, I am concerned this is another position marked for deletion.? We have such a long way to go with TRIM integration, crystal report writing, Excel integration, asset mapping and I?m certain ?end of year? processing in Authority will highlight further issues carried over from the conversion process.

Human Resources

Due to size of our HR section I would like to suggest further training of another employee to provide support to the Payroll Officer.? Previously the payroll function had included a 3 day per week position.? There are many occasions where employees cannot access payroll staff due to leave commitments.? To have an additional resource in the building would be of great benefit to all.

Department of Environment & Planning

I would like to request the Customer Service Officer (front Counter) be reviewed with a view to reinstating the position to full time.? The current 21 hours per week impacts greatly on DEP admin staff as well as Rates staff having to ?drop? work to tend to counter enquiries or follow up responsible officers to attend the counter.

 

Thank you for the opportunity to provide comment.

 

Yours faithfully

 

JENITA FERGUSON

RATES OFFICER

?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

Submission to Organisation Structure Review 2011

 

Manager Business Development

Recommendation:

 

1.?? That council include a Director of Corporate Services and or Manager of Corporate services/finance in the revised organisational structure

 

2.?? That council include an additional 7 hours for the tourism officers position as part of the new organisational structure.

 

3.?? That council include an additional part time position for management of Crown Reserve reporting and management and compilation and review/control of council management plans for Crown and Community land.

 

 

The position of Director of Corporate Services was sidelined for a trial period and subsequently abandoned in preference to the General Manager overseeing its operation.

 

The vacancy has depleted necessary skills and experience otherwise available to Corporate Services Staff and reduced the corporate services representation as a unit in manex.

 

The demands of the General Managers position are such that the previous levels of level of support, direction and management have not been and can not be met despite the best efforts of the GM. In the short term the overall effect will perhaps go unnoticed. In the mid to long term however the effect on staff morale, work levels and pressure and attention to governance and legislative requirements will be negative.

 

That a limited number of meetings between the managers and senior management within corporate services have taken place over the past 12 months with the loss of team spirit.

 

Cr court submitted last year that the cost of reinstating the CS director needs to weigh up against the opportunity cost of directing the equivalent wage allowance elsewhere. I would submit that the equation has changed and continues to change such that the opportunity cost of not having a Director of corporate Service is now too detrimental to the long term efficiency and direction of the financial and Corporate Service departments.

 

It is recommended that the position of Director of Corporate Services be reinstated

 

 

 

Item two:

 

Tourism in the Nambucca continues to grow and the visitation at the VIC is on the increase with the tourism officer working with council and the industry association on many marketing initiatives and attending association meetings. By increasing the time allocated to this position it will free up Manager Business Development to concentrate on business and industry development, investment attraction to continue to grow employment opportunities and allow greater focus on sales of council property and the development of council land.

 

 

Item 3:

 

There is currently no position within the organisation appointed to the management of Crown Lands Reserve, particularly with regard to the onerous reporting requirements of the Department of Lands. (LPMA)

The property officer has highlighted that this responsibility would nest well with property management but notes that the resources required to attend to Crown Land Management, data collection and reporting were simply not contemplated when the Property Officer position was created. Crown Land Management has not been managed with any structure or cohesion in the past.

 

The are substantial resource available to Council in Crown lands within the Shire from which there may be development and/or incoming generating opportunities. This cannot possibly be realised without due attention and management.

 

Conversely there will come a time where the LPMA? move to remove council from Trust positions on land that can generate income for want of due attention to Crown lands in general ( note the Headland Caravan Park as an example) . This will of course take up resources in defending but will also potentially exacerbate the current income deficiency in Council managed Crown lands.

 

Currently Crown land management spans two departments. Engineering contribute to attend to Parks and Gardens and infrastructure management. Corporate services look to Leases and licences of Crown Land.

 

The Crown Lands Act requires income and expenditure for each Reserve to be separately documented and reported. Historically Council?s expenditure has far exceeded income and consequently appropriate reporting and recording has not been completed.

 

It is recommended that Grant and or subsidy opportunities be explored to appoint a part time position for an initial period of 9 months to establish the necessary systems for management, data collection and reporting of Crown Land reserves.

 

 

The ongoing review and re-documentation of the council land register has identified numerous land parcels which are classified as Community Land either by specific resolution or by default for want of a resolution but which? not the subject of the requisite Plan of Management.

 

Currently the engineering Department oversees the compilation of POM with the previous director attending to the bulk of function in this regard.

 

Council will be required to correct the deficiencies in due course and additional resources will be required to attend to this.?

 

It is recommended that Grant and or subsidy opportunities be explored to appoint a part time position for an initial period of 18 months to review Plans of Management for council owned and controlled land and to devise appropriate plans of management as required.

 

 

Wayne Lowe

 

MANAGER Business Development

 

 

 

 

 

 

 

 

 

?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

SUBMISSION TO REVIEW OF ORGANISATION STRUCTURE 2011

 

Contributors

 

Noel Chapman, Rick Watts, Frank Sedger, Chris Gebert, Michael Northover and Phillip Brennan.

 

Key objective

 

How best to structure the work in the Parks Crew in order to minimise the risk of injury, particularly in relation to tractor operation over long periods of time.

 

Problems identified

 

?????? Hazards ? heat and repetitive nature of work (both brushcutting and tractor operation)

?????? Workload exceeds capacity of workforce to achieve output safely meaning current level of service is not sustainable

?????? Workload continuing to increase with each new subdivision and where maintenance activities are transferred back to Council from volunteers eg Newville Roundabout, Macksville River Bank

?????? Inferior quality of service from some contractors means day crew have to perform some of the work intended to be undertaken by contractors

?????? Lack of appreciation for the skills/experience required for operating machinery (both tractors and stick steers) particularly in Nambucca Heads (typically hilly terrain can be treacherous)

?????? Short wheel based Kubota tractors are not ideal from an ergonomic perspective

?????? Public perception/criticism of staff when taking breaks

?????? Complaints from public regarding low satisfaction with service (although 2010 Community Survey indicates high importance, high satisfaction)

 

Solutions

 

?????? Regular breaks must be taken

?????? Better quality equipment ie longer wheel based tractors

?????? Job rotation ? difficult to achieve without agreement from individual employees eg Town Services/Parks require a different skill set

?????? Additional tractor/operator so that workload is shared between 3 instead of 2 operators (could be partially offset by reviewing contract arrangements)

?????? Optimal solution is an additional crew within Parks and Reserves to cope with current and predicted future workload (eg more subdivisions, less volunteers)

 

Additional solutions mooted by management

 

1.?? Filling current Parks Attendant vacancy with 2 part-time employees.

 

Comments by Parks Staff

 

It is vital that operators have ownership, feel part of the team and have a high level of commitment? to the work they do and the machine they operate.

 

There is a high risk that, with 2 part-time operators performing the role on a ?job-share? basis, they would not feel the same level of care and commitment and that problems could arise with the operators not attending to maintenance, avoiding tasks they don?t particularly like and shifting responsibility to the other operator.

 

2.?? Filling current Parks Attendant vacancy with 12-month trainee

 

Comments by Parks Staff

 

The type of work carried out by the Parks Attendant ie operation of tractor and /or stick steer mowers, has a degree of risk that is not appropriate for an entry level trainee.? In addition, at this time of year, staff do not have the capacity within their current workload to take on an inexperienced person and provide the necessary training.

 


Recommendations:

 

1.?? That regular rest breaks be taken by Parks staff in order to mitigate risk of exposure to heat and repetitive strain injury.

 

2.?? That, when machinery is to be purchased, there be a full risk assessment in accordance with the OHS Act.

 

3.?? That opportunities for job rotation within existing workforce be followed up.

 

4.?? That the current Parks Attendant vacancy be filled by a competent person on a full-time basis.

 

5.?? That a casual labourer position be replaced with a horticulture trainee position at the end of the growing season, at no additional cost to Council.

 

6.?? That, in order to maintain the current level of service safely, an additional tractor be purchased and an additional Parks Attendant position be created, the cost of which shall be partially offset by reviewing contract arrangements.

 

7.?? That in the longer term, as numbers of volunteers decline and more subdivisions occur, an additional crew be established in Parks and Reserves.

 

 

 

?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 


?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 


?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

?


General Purpose Committee - 15 December 2010

Review of Organisation Structure

 

?


General Purpose Committee

15 December 2010

General Manager's Report

ITEM 8.4????? SF275????????????? 151210???????? Supply of Traffic Control Services

 

AUTHOR/ENQUIRIES:???? Joanne Hudson, Manager Human Resources ????????

 

Summary:

 

Council, at its meeting on 16 September 2010, resolved to receive a report outlining the advantages and disadvantages of using contracted traffic control compared to Council staff.

 

The findings are that, whilst the hourly rate to employ staff is cheaper than hiring labour through a contractor, there are distinct advantages in using contracted traffic control, namely the flexibility to respond to fluctuations in demand driven by factors such as weather, workload, machine downtime and availability of staff.?

 

Given the potential savings, there may be some merit in employing two additional staff who could perform traffic control and also provide relief in other areas during periods of leave. However it remains essential for Council to have a contract for traffic control services either in addition to, or instead of, employing day labour to perform the function, so that demand can be met if beyond the capacity of our workforce.

 

 

Recommendation:

 

1??????? That Council maintain its contract for traffic control services.

 

2??????? That two additional positions be created in Council?s staff structure to undertake traffic control and other labouring duties.

 

 

OPTIONS:

 

Council could consider employing two additional staff who are able to perform traffic control and also provide relief in other areas during periods of leave. (Currently, the structure does not provide adequate staff to cover leave). This would require provision of either an existing vehicle or additional vehicle but could potentially generate savings for Council up to $50,000 per annum (labour only) depending on the level of utilisation in traffic control as shown in the examples below.

 

Table 1

Two Traffic Controllers, full-time, 52 weeks per year

 

Method

Resources

Hourly rate (labour only)

Cost per annum

Labour Hire

2 x 38 hours per week x 52 weeks per year

$41.16

$162664.32

Direct Employment

2 x 38 hours per week x 52 weeks per year

$27.80

$109865.60

Savings

 

 

$52798.72

 

Table 2

Two Traffic Controllers, 2 days per week, 52 weeks per year

Note: The savings generated in this example would offset the cost of employment for the remainder of the week.

 

Method

Resources

Hourly rate (labour only)

Cost per annum

Labour Hire

2 x 17.50 hours per week x 52 weeks per year

16 hrs pw x $41.16

1.50 hrs pw? x $61.44(OT)

$78074.88

Direct Employment

2 x 17.50 hours per week x 52 weeks per year

$27.80

$50596.00

Savings

 

 

$27478.88

Despite the cost difference, it is not viable to for Council to just employ staff to carry out traffic control because of the fluctuations in demand. Therefore, Council must maintain a contract for services either in addition to, or instead of, employing day labour to perform the function.

 

 

DISCUSSION:

 

Council, at its meeting on 16 September 2010, was advised that approximately $345,000 had been spent on the provision of traffic control services during 2009/10. It subsequently resolved to receive a report outlining the advantages and disadvantages of using contracted traffic control compared to Council staff.

 

Advantages of using contracted traffic control

 

Consultation with relevant staff and a close analysis of two months invoices from 2009/10 reveal that demand for traffic control services fluctuates daily, ranging from zero to ten or twelve traffic controllers, and across a variety of jobs.

 

Factors influencing demand include weather, workload, machine breakdowns and availability of staff.

 

The table below shows data for the period 1 July to 31 August 2009:

 

Table 3

Traffic Control Services 1 July to 31 August 2010

 

Job

Hours

Value

Reach Mowing

583.50

$29334.26

Patching 2

125.00

5386.42

Grading

109.50

5580.96

Concrete

73.25

5261.61

Line marking

19.50

1059.40

Other

123.50

5982.71

TOTAL

909.25

$52605.36

1???????????????? Reach mower only engaged for 4-6 months of the year

2 ??????????????? Labour only

 

 

The major advantage of using contracted traffic control is the flexibility it affords so that during periods of down time, there is no obligation to find other work for labour hire personnel (and consequently no cost to Council).

 

Other advantages include:

 

?????? Convenience ? Council can call the contractor at 6.00 am and have resources ready to commence on the job at 7.00 am the same day

?????? Contractor provides signage, equipment and vehicles (albeit at additional cost)

?????? Contractor responsible for workers compensation

?????? Council can reject unsuitable personnel provided by contractor without industrial/legal ramifications

?????? No obligation for Council to provide training, access to competency based salary progression, career path etc

?????? Council not precluded from using its own staff

 

 


Disadvantages ? using contracted traffic control

 

The obvious disadvantage with using contracted traffic control is the cost per hour is higher as the following table illustrates:

 

Table 4

Rates

 

Method

Provider

Hourly rate excluding GST

Labour Hire

Mid Coast Traffic Services

$50.69 per person - labour and equipment

$41.16 per person - labour only

JHA Recruitment

$34.07 per person - labour only

Direct employment

Council

$27.80 per person - labour only

 

 

CONSULTATION:

 

Noel Chapman, Manager Civil Works

Max Bryen, Senior Overseer

Allan Ringstad, Overseer

Mid North Coast Group of Councils

 

 

SUSTAINABILITY ASSESSMENT:

 

Environment

 

Not applicable

 

Social

 

Not applicable

 

Economic

 

Not applicable

 

Risk

 

Not applicable

 

 

FINANCIAL IMPLICATIONS:

 

Direct and indirect impact on current and future budgets

 

Potential savings of up to $50,000 per annum

 

Source of fund and any variance to working funds

 

 

 

Attachments:

1View

29809/2010 - Traffic Control Services Report

 

??


General Purpose Committee - 15 December 2010

Supply of Traffic Control Services

 

??


General Purpose Committee

15 December 2010

Director Environment & Planning's Report

ITEM 9.1????? SF265????????????? 151210???????? Report on Nambucca Shire Council Domestic Solid Fuel/Wood Fire Heater Policy

 

AUTHOR/ENQUIRIES:???? Jacqui Ashby, Environmental Compliance Officer ????????

 

Summary:

 

Wood fire heaters create a health issue in the urban areas of the Shire, many of the existing older wood fire heaters are non compliant with the Australian Standard. A wood fire heater policy is needed to alleviate the heath and pollution problems caused by existing wood fire heaters in the shire, this policy should be written inline with state legislation and other current policies.

 

At the 20 January? 2010 GPC meeting, the recommendations coming from the 2008/2009 State of the Environment Report identified a need for a Local Policy relating to solid fuel heater installation and use to assist with alleviating health and air quality issues in urban and rural residential areas. This report and the development of this Draft Policy follow on from that resolution.

 

 

Recommendation:

 

That Council endorse the Draft Domestic Solid Fuel/Wood Fire Heater Policy for exhibition in accordance with the requirements of the Local Government Act

 

 

OPTIONS:

 

1??????? Not endorse the Draft Domestic Solid Fuel/Wood Fire Heater Policy for exhibition.

 

 

DISCUSSION:

 

During the winter months community members use solid fuel/wood fire heaters for heating. Council often receives air pollution complaints during this time. Solid fuel stoves and heaters are still relatively common in both new and older residential areas. The main causes of complaints in relation to these devices are incorrect usage, inappropriate fuels, weather conditions (majority of complaints received during colder months) and poorly placed or maintained flues.

 

The emissions from solid fuel stoves and heaters contain substantial quantities of fine particles that have been identified by health authorities as contributing to respiratory disorders and severe illness. Due to these potentially grave circumstances, it is considered appropriate that those wishing to install a solid fuel heater first obtain Council?s approval under Section 68 of the Local Government Act 1993 relating to solid fuel heaters.

 

When assessing applications to install solid fuel heating appliances, Council considers safety concerns for dwellings and assesses potential impacts on air quality in the area (sometimes often difficult to predict). The preparation of a Policy will assist Council and the community with correct use and installation of heaters in dwellings.

 

Other Local Government Areas in northern NSW have experienced deteriorating air quality from these devices and have adopted policies restricting the use of solid fuel heating appliances.

 

Using recently amended legislation and other neighbouring shires solid fuel heating policies, a Solid Fuel/Wood Fire Heater Policy has been drafted.

 

This draft policy added to the current Control of Burning (back yard burning) Policy will endeavour to decrease smoke pollution in urban areas to ensure the health and welfare of the shire residents.

 


CONSULTATION:

 

Manager Health & Building Services

DECCW

Standards Australia

 

 

SUSTAINABILITY ASSESSMENT:

 

Environment

 

This policy will enhance the physical and biophysical environment for human occupation of the Shire.

 

Social

 

Due to the physical aspects of air pollution the policy will endeavour to enhance the social expectations of the community with respect to clean air.

 

Economic

 

Efficiently working policies and education programs will help make the shire more appealing to potential investment and migration.

 

Risk

 

There will be a low risk

 

 

FINANCIAL IMPLICATIONS:

 

Direct and indirect impact on current and future budgets

 

Nil

 

Source of fund and any variance to working funds

 

Nil

 

Attachments:

1View

29166/2010 - Comments - Wood Fire Burning Policy - Cr Smyth

 

??


General Purpose Committee - 15 December 2010

Report on Nambucca Shire Council Domestic Solid Fuel/Wood Fire Heater Policy

 

Comments in regard to WOOD FIRE BURNING POLICY? ?from Cr Anne Smyth

25 November 2010

 

 

Page Number

Proposed Changes/Comments/Questions

Staff Response

2

5.1 Introduction

Second paragraph, last line:

Replace comma with full-stop or dash after ?ground?

?

Third paragraph, first line:

Delete the comma after ?reduce?

 

 

Done

3

5.3 Selection of solid fuel/wood-fire heater

Last paragraph:

Add the word? as after DO NOT PURCHASE

 

5.3.1 Chimney Selection

First line:

Replace comma with either a full-stop or dash after the word ?flue?

 

 

Done

4

5.4 Installation

Fifth paragraph, second line, last word:

?clearances?? spelt incorrectly.

 

Done

5

5.6 Firewood

First line:

Full stop after ?heaters?.

The terminology ?it is an inexpensive renewable resource? is a debatable statement.? Wood for burning in fires is not necessarily regarded as low-priced by those who purchase this resource. It could perhaps be considered ??relatively? inexpensive?.? As to wood being a ?renewable resource?, this is only the case if it is obtained in a sustainable manner.? Is it actually necessary to make this statement?

 

Done

 

The paragraph has been paraphrased from Todd 2003, which is the publication from Environment NSW and the NSW EPA (DECCW). The paragraph will not be changed.

6

5.7 Maintenance

Second paragraph:

Suggest changing the words ?Things to look out for include?.??? The five points listed under this heading are general maintenance.

 

Second dot point :

Add ?and? after? ?still working?

 

5.8 Role of Council

First line:

Comma after ?installations?

 

 

Done

 

 

 

Done

 

 

Done

7

5.8.3.1 Prevention Notices

Points e and f:

?arrying? should be ?carrying?

Done

 

 

?


General Purpose Committee

15 December 2010

Director Environment & Planning's Report

ITEM 9.2????? SF1031??????????? 151210???????? Report on Update of Development Advisory Unit (DAU) Policy

 

AUTHOR/ENQUIRIES:???? Barbara Parkins, Executive Assistant ????????

 

Summary:

 

The Development Advisory Unit Pre-Lodgement Meetings (DAU) Policy was adopted on 20 July 2006 and has not been reviewed since this time.

 

The Policy has now been reviewed and amended and is presented for Council adoption.

 

 

Recommendation:

 

That Council endorse the changes to the Development Advisory Unit Pre-Lodgement Meetings Policy.

 

 

OPTIONS:

 

There are no other options.

 

 

DISCUSSION:

 

The DAU Policy was adopted on 20 July 2006 to provide guidelines for meetings between developers and Council staff, prior to more involved development applications being submitted to Council. The DAU?s main objective is to provide a forum for developers and Council staff to discuss potential issues with proposed development to enable a more complete application to be submitted to Council in line with Council?s Policies and the community?s expectations.

 

The amended Policy was circulated to Councillors for comment on 4 November 2010 with two submissions being received (see attachments). The majority of comments were in relation to grammatical and typographical errors and have been amended accordingly.

 

The reference to ?political requirements and expectations? as noted by Cr Hoban, has now been deleted.

 

The paragraph relating to ?Outcomes after DAU Meeting? has been deleted as these steps were not felt to be required or appropriate, as any concerns are discussed with the applicant prior to any decisions being made for a recommendation for refusal.

 

Likewise, should any amendments be required to address an objection or potential issue, discussions are held with the applicant to try to resolve the issues.

 

The proposed amended Policy is attached for Councillor?s information.

 

 

CONSULTATION:

 

Director Planning and Environment

Manager Planning and Assessment

Councillors

 


SUSTAINABILITY ASSESSMENT:

 

Environment

 

The potential for pre-application discussions allows the applicant to ensure all environmental issues are addressed prior to the application and reports being submitted to Council.

 

Social

 

With the opportunity for Council staff to discuss potential conflicts with neighbours and the streetscape, potential issues can be addressed prior to plans being lodged with Council.

 

Economic

 

There will be no added cost.

 

Risk

 

There is not perceived to be any risk involved.

 

 

FINANCIAL IMPLICATIONS:

 

Direct and indirect impact on current and future budgets

 

Nil

 

Source of fund and any variance to working funds

 

Nil

 

Attachments:

1View

26922/2010 - DRAFT UPDATED POLICY - Development Advisory Unit Pre-Lodgement Meeting

 

2View

?- CIRCULARISED DOCUMENT Development Advisory Unit Pre-Lodgement Meetings Policy with proposed changes (TRIM SF1031 - Document No. 26922/2010)

 

3View

29162/2010 - Comments re DAU Meeting Policy - Cr Anne Smyth

 

4

28642/2010 - Comment - Cr Hoban

 

??


General Purpose Committee - 15 December 2010

Report on Update of Development Advisory Unit (DAU) Policy

 

 

 

 

 

NAMBUCCA SHIRE COUNCIL

 

DEVELOPMENT ADVISORY UNIT

PRE-LODGEMENT MEETINGS POLICY

 

 

 

Function:? ENVIRONMENT AND PLANNING

 

 

Adopted: 20 July 2006

Last reviewed: 16 December 2010

 

 

 

1.0???? POLICY OBJECTIVE

 

a????????? To provide a forum for persons to discuss issues relevant to development projects and in particular the preparation of development applications or submissions to amend Council?s Local Environmental Plan.

b????????? To ensure that there is quality decision making having regard to Council?s policies and community expectations

 

 

2.0???? RELATED LEGISLATION

 

Environmental Planning and Assessment Act 1979 and Regulations

 

 

3.0??????? DEFINITIONS

 

Environmental Planning and Assessment Act 1979

Nambucca Local Environmental Plan 2010

 

 

4.0???? POLICY STATEMENT

 

That Council establish a Development Advisory Unit for Pre-Lodgement meetings under the following guidelines.

 

4.1?????? Membership

 

The Development Advisory Unit (DAU) generally comprises the following staff:

 

??????????? Manager Planning and Assessment (Chairperson) or nominated delegate.

??????????? Manager Health and Building or nominated delegate

??????????? Manager Technical Services or nominated delegate

??????????? Minute Secretary

 

Depending on the nature of the proposal the following additional staff may be requested to attend the meeting:

 

??????????? Manager Water and Sewerage or nominated delegate

??????????? Economic Development Officer

??????????? Assessing Officer

??????????? S94 Contributions Planner

??????????? Manager Community and Cultural Services

 


The General Manager, Director Environment and Planning and Director Engineering Services are ex officio members and may attend at their discretion, depending upon the nature of the development to ensure that all requirements and expectations are accurately interpreted and expressed.

 

4.2?????? Frequency of Meetings

 

a????????? DAU meetings are normally held upon request, on Tuesday mornings between (9.00 am-11.00 am) or Tuesday afternoons between (2.00 pm-4.00 pm) with a minimum notice of two (2) working days required.

b????????? Special DAU meetings may be held at other times if circumstances warrant and staff are available.

 

4.3?????? Distribution of Agendas/Minutes

 

a????????? Where necessary an Agenda shall be provided at least 24 hours prior to the scheduled meeting (a copy of the attached ?Record of Pre-Lodgement Meeting? and associated information, to be circulated with the Agenda to nominated staff).

b????????? Minutes shall be kept of all DAU meetings and copies distributed to all staff present for accuracy and copies sent to the applicant/consultant/representative as appropriate for concurrence

c????????? Where disagreement arises out of the minutes, the dissenting party must notify Council of their dissenting view with their interpretation/recollection being provided in writing within 30 days of the date the minutes were distributed.

d????????? In the event that disagreement remains and the matter is not resolved, the dissenting views will be included as part of the minutes.

e????????? Copies of the final minutes shall be retained and a copy placed on the relevant file.

 

4.4?????? What a DAU Meeting Does Not Provide

 

a????????? The DAU provides the opportunity for the applicant/consultant/representative to informally discuss their proposal. However, where informal comment is provided by Council it should not be taken as an agreement or the commitment of Council.

b????????? The DAU does not constitute a detailed assessment of a proposal and does not indicate in any way the outcome of any subsequent assessment process.

c????????? The DAU deals only with Council?s written Policies and State Legislation. The DAU is not delegated to indicate the outcome for any variation that the applicant may seek to the stated development or design standards.

d????????? The DAU should not be used to deal with any other development/proposal or precedent, and is to concentrate on the particular proposal which is the subject of the meeting.

e????????? Council does not represents the views or position of any other Government Agency.

 


General Purpose Committee - 15 December 2010

Report on Update of Development Advisory Unit (DAU) Policy

 

Nambucca Shire Council

PO Box 177

MACKSVILLE??? NSW??? 2447

 

Phone:? 02 6568 0229

Fax:? 02 6568 2201

Email:? council@nambucca.nsw.gov.au

 
Text Box:  Nambucca Shire Council

 

 

 

 

REQUEST FOR PRE-LODGEMENT MEETING

 

 

THIS FORM MUST BE COMPLETED AND ACCOMPANIED BY RELEVANT PLANS AND INFORMATION AT LEAST 2 WORKING DAYS PRIOR TO THE MEETING DATE

 

Purpose of a Pre-lodgement Meeting

 

1??????? To provide an opportunity for applicants and Council Officers to informally discuss key issues relevant to the assessment of a proposal prior to lodging a development application. The points raised during the meeting are intended to assist applicants in determining issues that should be addressed in a development application.

 

2??????? To encourage a higher quality application at the lodgement stage of a development or rezoning application.

 

3??????? To reduce the length of the assessment period by improving the quality of applications lodged.

 

The applicant accepts that:

 

??????????? A pre-lodgement meeting enables informal discussion and advice only. It should not be taken to be a detailed assessment of Council?s requirements for any subsequent development or rezoning application or an indication of the likely outcome of any subsequent application.

??????????? The DAU deals only with Council?s written Policies and State Legislation. The DAU is not delegated to indicate the outcome for any variation that the applicant may seek to the stated development or design standards.

??????????? The DAU should not be used to deal with any other development/proposal or precedent, and is to concentrate on the particular proposal which is the subject of the meeting.

??????????? Advice will be given on issues detailed by the applicant on the attached form. Other issues may be raised by Council during the subsequent assessment process. Applicants cannot rely on Nambucca Shire Council Officers to identify all issues or areas of non-compliance during pre-lodgement meetings.

??????????? A copy of the attached form and a hand written summary from the Council Officer of key points discussed (completed during the pre-lodgement meeting) will be provided to the applicant at the end of the meeting. However, attendees are encouraged to take their own notes.

??????????? Council and its Officers do not accept any liability whatsoever for the actions by others taken as a result of any preliminary information offered, or the points raised, or any issues not raised or discussed.

??????????? Council does not represent or pre-empt the outcome of advice and/or approvals from other Government Agencies.

 

Supporting Documentation from Applicant

 

1??????? The applicant is to complete and submit a copy of the attached form, in particular, the following:

??????????? Fill in all boxes shaded grey in Sections 1-5; and

??????????? Complete Sections 6 and 7 where applicable.

 

2??????? The submission of a draft/conceptual proposal plan (3 copies) is required to enable more meaningful discussion and feedback.

 

3??????? Photographs of the subject site and surrounds are also encouraged.

 

Note:? Pre-lodgement requests may be refused where information is insufficient or unsuitable.

 

Submission Details

 

Mail to:?????????????????????? General Manager

????????????????????????????????? Nambucca Shire Council, PO Box 177, Macksville? NSW? 2447

 

Email:???????????????????????? council@nambucca.nsw.gov.au

 

Lodge in Person:????????? 44 Princess Street, Macksville


Nambucca Shire Council

PO Box 177

MACKSVILLE??? NSW??? 2447

 

Phone:? 02 6568 0229

Fax:? 02 6568 2201

Email:? council@nambucca.nsw.gov.au

 
Text Box:  Nambucca Shire Council

 

 

 

 

RECORD OF PRE-LODGEMENT MEETING

 

 

Date Meeting Held:? ??????????????.????????????????????????????????????????????????? Ref:? ???????..

 

Note:? This pre-lodgement meeting is based on a preliminary review of the issues relating to the proposed development and the details provided by the applicant/consultant. It should not be taken to be a detailed assessment of Council?s requirements for any subsequent development application or an indication in any way of the likely outcome of any subsequent application. The points raised during the meeting are intended to assist applicants in determining issues that should be addressed in a development application. Council and its Officers do not accept any liability whatsoever for the actions by others taken as a result of any preliminary information offered, or the points raised, or any issues not raised or discussed.

 

Any comments or actions by Council Officers during the meeting, should not be regarded as a decision under the Environmental Planning and Assessment Act 1979.

 

Meeting Request Made by:? ??????????????????????????????...

 

Contact Details:? ????? Phone:? ????????????.????????? Fax:? ????????????.

 

Postal Address:???????? ??????????????????????????????????

 

Preferred Meeting Date/s:? (1)? ???????..?? (2)? ???????....?? (3)? ???????..

(Tuesday?s preferred)

 

Preferred Time/s:???????????????? 9.00 am ??????????????? 10.00 am?????????????? 2.00 pm???????????????? 3.00 pm

(Please circle)

 

No of Applicant Participants:? ???????.. ???? (Please fill in Table 1 below)

 

Note:? Applicant to fill in all boxes shaded grey in Sections 1-4 below and complete Sections 5 & 6 where applicable.

 

1??????? PREFERRED DEPARTMENTS (ie Town Planning, Engineering, Health & Building)

 

 

 

2??????? ATTENDEES (Applicants/Consultants; Council Officers to be filled in at Meeting)

Name

Company

Name

Company

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


 

3??????? SITE DETAILS

Site Address

 

Property Description:
(Deposited Plan and Lot Numbers)

 

Site Area (m2/ha)

 

Zone (Rural, Residential, etc)

 

Development Control Plan/s

 

Other

 

 

4??????? PROPOSAL/APPLICATION DETAILS

General Description of Proposal

 

Use/s as defined under LEP

 

Draft/Conceptual Plans Attached

??? Yes???????

Note:? Plans are required if meaningful feedback is to be provided by Council Officers

Proposed Application Type/s

??? Change of Use??????????????????????????????? Residential

??? Subdivision????????????????????????????????????? Designated Development

??? Industrial/Commercial???????????????????? Other ?????????..

Referral/s - Integrated Development - Agencies

??? RTA???????????????????????????????????????????????? Rural Fire Service

??? DECCW/Office of Water??????????????? DoP

??? DECCW????????????????????????????????????????? DI&I/Fisheries

??? Other ?????????.....

 

5??????? ISSUES TO BE DISCUSSED

? Bushfire

? Flooding

?

?

? Land constraints

? Site contamination

? Earthworks/landscaping/engineering works

? Proximity to river/creek/stream

? Privacy and overshadowing

? Compatibility with surrounding development

? Visual compatibility/streetscape/scenic character

? Access

? Services:? Water/Sewer/Stormwater/Power/ Telecommunications

? Easements

? Adjoins Environmental Conservation area

? Proposed Road Widening

? Other (specify):?

 

??????????????????????????????????????????.

??????????????????????????????????????????.

??????????????????????????????????????????


 

6??????? SUPPORTING TECHNICAL REPORTS

? Acid Sulfate Management Plan

? Infrastructure Capability/Upgrades

? Bushfire Management Plan

? Landscape Plan

? Contaminated Land Assessment

? Noise Report

? Economic Assessment

? Odour/Air Quality Assessment

? Effluent Disposal Report

? Open Space Management Plan

? Erosion/Sediment Control

? Site Analysis Plan

? Environmental/Ecological Assessment

? Site Based Stormwater Management Plan

? Flora/Fauna Assessment

? Slope Analysis Plan

? Geotechnical Report

? Street Tree Landscaping Plan

? Heritage Assessment

? Traffic Impact Assessment

? Hydrology/Hydraulic Assessment/Flooding

? Other ????????????????..

 

 

GENERAL DISCUSSION

 

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????????????????????????????????????????????.

 

????????????????????????????????????????????.


DISCUSSION OF FEES AND/OR CONTRIBUTIONS

 

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????????????????????????????????????????????.

 

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????????????????????????????????????????????.

 

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????????????????????????????????????????????.

 

????????????????????????????????????????????.

 

????????????????????????????????????????????.

 

 

AGREED ACTIONS

 

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????????????????????????????????????????????.

 

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????????????????????????????????????????????.

 

????????????????????????????????????????????.

 

???????????????????????????????????????????????????????? ????????????????.

Name of Planning Officer (Print)????????????????????????????????????????????????? Signature of Planning Officer

 

???????????????????????????????????????????????????????? ????????????????.

Name of Applicant/Consultant (Print)?????????????????????????????????????? Signature of Applicant/Consultant

?


General Purpose Committee - 15 December 2010

Report on Update of Development Advisory Unit (DAU) Policy

 

 

 

 

 

Placeholder for Attachment 2

 

 

 

Report on Update of Development Advisory Unit (DAU) Policy

 

 

 

CIRCULARISED DOCUMENT Development Advisory Unit Pre-Lodgement Meetings Policy with proposed changes (TRIM SF1031 - Document No. 26922/2010)

 

??Pages

 

?


General Purpose Committee - 15 December 2010

Report on Update of Development Advisory Unit (DAU) Policy

 

Comments in regard to POLICY REVIEW - DEVELOPMENT ADVISORY UNIT PRE-LODGEMENT MEETING?? from Cr Anne Smyth

25 November 2010

 

Page Number

Proposed Changes/Comments/Questions

Staff Response

2

Policy document

The information given under the heading of? WHAT A DAU MEETING DOES NOT PROVIDE?? covers what is provided as well as what it does not provide.? Could a different heading be used which better describes the purpose?

 

 

Each statement advises what Council does not provide. Unchanged.

1/5 and 2/5

Request form

The word ?Officers? should be spelt consistently throughout ? either upper or lower case ?O?.?

 

Done

2/5

Request form

Second paragraph:

Suggest rewording to something along the lines of: ?Comments or actions by Council Officers during the meeting should not be regarded as a decision under the Environmental Planning and Assessment Act 1979.?

 

 

 

Reworded

 

 

?


General Purpose Committee - 15 December 2010

Report on Update of Development Advisory Unit (DAU) Policy

 

??


General Purpose Committee

15 December 2010

Director of Engineering Services Report

ITEM 10.1??? PRF53????????????? 151210???????? River Street Foreshore Improvements

 

AUTHOR/ENQUIRIES:???? Noel Chapman, Acting Director Engineering Services ????????

 

Summary:

 

Council at its meeting on the 20 May 2010 resolved:

 

?That Council adopt the plan for improvements for the River Street foreshore using Cupaniopsis anarcardioides (Tuckeroo) and that the number of trees in the top area be increased to provide for more shade in that area.?

 

Subsequent to this resolution Council received a request to amend the plan by replacing the Tuckeroo with Poinciana trees.?

 

This in turn generated further interest in the plan and Council considered delegations objecting to the proposal at its meeting on the 21 October 2010.? It was resolved:

 

?That Council go through what has been agreed in the River Street Macksville Foreshore Plan including staging, before visiting the site.? Further, that the report is to include options on any alternatives to the removal of the trees to overcome identified problems.?

 

To date, nine written complaints have been received and are attached.? It should be noted that the current plan is denoted as a ?Concept Only ? Not for Construction?,

 

Council also at its meeting on 2 December 2010 resolved that a costing be provided for the cleaning of the riverbank that was previously cleaned by the volunteer group Joan?s Army.

 

 

Recommendation:

 

1??????? That Council endorse the concept plan including the removal of Kaffir Plum trees.

 

2??????? That Council note the costing.

 

 

OPTIONS:

 

1??????? Endorse the concept plan

2??????? Amend the concept plan

3??????? Note the costing

4??????? Not accept the costing

 

DISCUSSION:

 

Council at its meeting on the 20 May 2010 resolved:

 

?That Council adopt the plan for improvements for the River Street foreshore using Cupaniopsis anarcardioides (Tuckeroo) and that the number of trees in the top area be increased to provide for more shade in that area.?

 

Subsequent to this resolution Council received a request to amend the plan by replacing the Tuckeroo with Poinciana trees.?

 

This in turn generated further interest in the plan and Council considered delegations objecting to the proposal at its meeting on the 21 October 2010.? It was resolved:

 

?That Council go through what has been agreed in the River Street Macksville Foreshore Plan including staging, before visiting the site.? Further, that the report is to include options on any alternatives to the removal of the trees to overcome identified problems.?

 

To date, nine written complaints (attached) have been received.? It should be noted that the current plan is denoted as a ?Concept Only ? Not for Construction?,

 

Council also at its meeting on 2 December 2010 resolved that a costing be provided for the cleaning of the riverbank that was previously cleaned by the volunteer group Joan?s Army.

 

The concept plan as it stands makes staging of the project extremely difficult.? This will be further exacerbated if the existing trees are to remain as the location of seats, shelters and access points will require review.

 

It has been anticipated that tree replacement would be the first stage allowing time for detailed design of the proposed wharf which could then become the second stage.

 

In view of the objections received Council may consider bringing construction of the wharf forward as the first stage allowing a new concept/detail plan to be developed.

 

Council has requested a costing to clean the area as previously undertaken by Joan?s Army.? The estimated cost to service the area is $60/day which makes allowance for travel to and from the site and the necessary cleaning activities.

 

 

CONSULTATION:

 

 

 

SUSTAINABILITY ASSESSMENT:

 

Environment

 

Removal of the existing trees will have an initial significant impact which will be offset as replacement trees are established.

 

Social

 

Removal of existing trees will have a significant visual impact and reduce the amenity of the area until new trees are established and grow to a substantial height.

 

Economic

 

There are no issues as a result of this report.

 

Risk

 

There are risks associated with roots and tree litter.? Tables require constant cleaning.

 

FINANCIAL IMPLICATIONS:

 

Direct and indirect impact on current and future budgets

 

$50,000 included in 2010/11 budget.

 

Source of fund and any variance to working funds

 

 

 

Attachments:

1View

29969/2010 - Report Attachment - Submission from Dorothy Harris 8 November 2010

 

2View

29971/2010 - Report Attachment - Submission from Kathleen Fanning 22 October 2010

 

3View

23193/2010 - Representation Council Meeting 16 September - Graham Hughes

 

4View

25017/2010 - Objections to proposed tree removal in River Street, Macksville - V and P Schoeffel

 

5View

29678/2010 - Objection to chopping down of Trees in Macksville - Mary Forbes

 

6

24846/2010 - Submission from Eileen Bilson - 11 October 2010

 

7

18167/2010 - Submission from Mary Goodwin - 27 July 2010

 

8

14756/2010 - Letter from Libby Ussher to Joan's Army regarding choice of trees

 

9

14175/2010 - Submission from Marie Lenthall - 9 June 2010

 

10View

12730/2010 - Response to Chamber of Commerce submission - 25 May 2010

 

??


General Purpose Committee - 15 December 2010

River Street Foreshore Improvements

 

?


General Purpose Committee - 15 December 2010

River Street Foreshore Improvements

 


?


General Purpose Committee - 15 December 2010

River Street Foreshore Improvements

 

?


General Purpose Committee - 15 December 2010

River Street Foreshore Improvements

 


?


General Purpose Committee - 15 December 2010

River Street Foreshore Improvements

 

?


General Purpose Committee - 15 December 2010

River Street Foreshore Improvements

 

?


General Purpose Committee - 15 December 2010

River Street Foreshore Improvements

 

?


General Purpose Committee - 15 December 2010

River Street Foreshore Improvements

 


?


General Purpose Committee - 15 December 2010

River Street Foreshore Improvements

 

?


General Purpose Committee - 15 December 2010

River Street Foreshore Improvements

 

Enquiries to:???? Bruce Redman

Phone No:??????? 02 6568 0232

Our Ref:????????? PRF53

Your Ref:????????

 

 

 

25 May 2010

 

 

 

The Secretary

Macksville & District Chamber of

?? Commerce & Industry Inc

PO Box 311

MACKSVILLE? NSW? 2447

 

Dear Mrs Reed

 

FORESHORE IMPROVEMENTS ? RIVER STREET, MACKSVILLE

 

Council considered the proposed foreshore improvements in River Street, Macksville including the submission by the Chamber of Commerce in response to the public exhibition.

 

The only difference of opinion was about the selection of the tree species for the roadside planting.? Council considered selecting either Tuckeroo or Poinciana and after deliberation resolved to retain the Tuckeroo.

 

Council has allocated $50,000 in the Draft Budget for 2010/2011 which will allow a start on the foreshore upgrade in the next 6 months.

 

Thank you for making a submission.

 

Yours faithfully

 

 

 

 

Bruce Redman

DIRECTOR ENGINEERING SERVICES

 

BRR:lrh

?


General Purpose Committee

15 December 2010

Director of Engineering Services Report

ITEM 10.2??? SF1031??????????? 151210???????? POLICY Review - Asset Management Policy

 

AUTHOR/ENQUIRIES:???? Peter Baynes, Manager Assets ????????

 

Summary:

 

Council has identified the need to improve its capabilities in terms of Asset Management for Infrastructure Assets.

 

In order to achieve this improvement a clear Policy Statement supporting the adoption of Asset Management Principles is required.

 

 

 

Recommendation:

 

That Council Adopt the Asset Management Policy.

 

 

 

OPTIONS:

 

1.??? That Council Adopt the Asset Management Policy.

 

2.??? That the policy be rejected and an alternative be developed.

 

 

DISCUSSION:

 

Council has identified the need to improve its capabilities in terms of Asset Management for Infrastructure Assets.

 

In order to achieve this improvement a clear Policy Statement supporting the adoption of Asset Management Principles is required.

 

The attached is a Draft Asset Management Policy.

 

This document is based on a template developed by the Institute of Public Works Engineering Australia (IPWEA).? This template has been developed over a number of years with close involvement of local government throughout Australia.? To date approximately 80 to 90 NSW Councils have developed Asset Management Plans based on this template.? The template is also widely used in Queensland, Victoria, South Australia and Tasmania.

 

The draft policy provides a clear statement of:

 

?????? The objectives of Asset Management;

?????? The background to Asset Management implementation; and

?????? The Principles of sound Asset Management.

 

 

CONSULTATION:

 

Director Engineering Services

 


 

SUSTAINABILITY ASSESSMENT:

 

Environment

 

The proposed policy will ensure compliance with legislative requirements in terms of environmental compliance and management.

 

Social

 

Community consultation is the cornerstone of establishing levels of service for the services provided by Infrastructure Assets.

 

Economic

 

Application of Asset Management principles will assist with ensuring the ongoing economic development of the Shire

 

Risk

 

An essential requirement of Asset Management is to provide adequate levels of service within a tolerable risk profile.

 

 

FINANCIAL IMPLICATIONS:

 

Direct and indirect impact on current and future budgets

 

Given the age and condition of assets throughout the Shire, and the State in general,? is inevitable that implementation of asset management principles will necessitate an increased level of investment in maintenance and asset renewals.? The challenge for Council will be to establish appropriate tools and techniques to prioritise competing demands from other asset management initiatives and other Council operations.

 

Source of fund and any variance to working funds

 

Continued reliance on general revenue, grants and loans will be required to provide adequate levels of service.? A sound Asset Management Policy will assist in deliberations of funding options.

 

 

 

Attachments:

1View

27571/2010 - Draft Asset Management Policy

 

??


General Purpose Committee - 15 December 2010

POLICY Review - Asset Management Policy

 

 

 

 

 

 

NAMBUCCA SHIRE COUNCIL

?POLICY

DRAFT ASSET MANAGEMENT

 

 

 

Function:? ENGINEERING SERVICES

 

 

Adopted:

Draft: November 2010

Last reviewed:

 

 

 

Our Vision

 

Nambucca Valley ~ Living at its best.

 

Our? Mission Statement

 

?The Nambucca Valley will value and protect its natural environment, maintain its assets and infrastructure and develop opportunities for its people.?

 

 

 

1.0 Policy Objective

To set guidelines for implementing consistent asset management processes throughout Nambucca Shire with the following objective:

 

 

 

To ensure adequate provision is made for the long-term replacement of major assets by:

??? Ensuring that Council?s services and infrastructure are provided in a sustainable manner, with the appropriate levels of service to residents, visitors and the environment.

??? Safeguarding Council assets including physical assets and employees by implementing appropriate asset management strategies and appropriate financial resources for those assets.

??? Creating an environment where all Council employees take an integral part in overall management of Council assets by creating and sustaining an asset management awareness throughout the Council.

??? Meeting legislative requirements for asset management.

??? Ensuring resources and operational capabilities are identified and responsibility for asset management is allocated.

??? Demonstrating transparent and responsible asset management processes that align with demonstrated best practice.

 

2.0 Related Legislation

Local Government Act 1993.

Regulations under the Act.

 

3.0 Definitions

This policy applies to all Council activities and associated assets

 

4.0 Policy?? ??Statement

4.1???? Background

 

4.1.1? Council is committed to implementing a systematic asset management methodology in order to apply appropriate asset management best practices across all areas of Council.? This includes ensuring that assets are planned, created, operated, maintained, renewed and disposed of in accordance with Council?s priorities for service delivery.

 

4.1.2? Council is custodian of over $263m (2009) of non-current assets to support its core business of delivery of service to the community.

4.1.3? Asset management practices impact directly on the core business of Council and appropriate asset management is required to achieve our strategic service delivery objectives.

 

4.1.4? Asset management supports Council?s 20 year Community Strategic Plan by ensuring levels of service meet community expectations within constraints of funding and conflicting priorities.

4.1.5? A strategic approach to asset management will ensure that the Council delivers the highest appropriate level of service through its assets.? This will provide positive impact on;

??? Members of the public and staff;

??? Council?s financial position;

??? The ability of Council to deliver the expected level of service and infrastructure;

??? The political environment in which Council operates; and

??? The legal liabilities of Council.

 

 

4.2 Principles

 

4.2.1? A consistent Asset Management Strategy must exist for implementing systematic asset management and appropriate asset management best - practice throughout all Departments of Council.

4.2.2? All relevant legislative requirements together with political, social and economic environments are to be taken into account in asset management.

4.2.3? Asset management principles will be integrated within existing planning and operational processes.

4.2.4? Asset maintenance and renewals required to meet agreed service levels and identified in infrastructure and asset management plans and long term financial plans should be fully funded in the annual budget estimates.? If full funding is not available then a reduced level of service will need to be agreed.

4.2.5? Service levels agreed through the budget process and defined in Infrastructure and Asset Management Plans will be fully funded in the annual budget estimates.

4.2.6? Asset renewal plans will be prioritised and implemented progressively based on agreed service levels and the effectiveness of the current assets to provide that level of service.

4.2.7? An inspection regime will be used as part of asset management to ensure agreed service levels are maintained and to identify asset renewal priorities.

4.2.8? Systematic and cyclic reviews will be applied to all asset classes and are to ensure that the assets are managed, valued and depreciated in accordance with appropriate best practice and applicable Australian Standards.

4.2.9? Future life cycle costs will be reported and considered in all decisions relating to new services and assets and upgrading of existing services and assets.

4.2.10 Future service levels will be determined in consultation with the community.

 

 

 

 

Related Documents

Asset Management Planning for NSW Local Government.? (Department of Local Government)

 

Asset Management Strategy and associated Infrastructure and Asset Management Plans.

 


3

 

5.0? History

Local Government in NSW is responsible for assets worth approximately $50 billion.? Infrastructure assets include roads, water and sewerage assets, drains, bridges, footpaths and public buildings.? A strong and sustainable local government system requires a robust planning process to ensure that those assets are maintained and renewed in the most appropriate way on behalf of local communities.? As custodian, local government is responsible to effectively account for and manage these assets and to have regard to the long term and cumulative effects of its decision.? This is a core function of councils and is reflected in the Charter, in section 8 of the Local Government Act 1993 (NSW).

 

Given the value and importance of infrastructure assets, it is essential that they are well managed to ensure their future sustainability.? Failure to adequately manage infrastructure assets is a key risk that could prevent local councils from achieving their strategic goals.? An existing and urgent concern is that many councils have not established asset management systems and practices that will allow them to identify and respond to this challenge.

 

?


General Purpose Committee

15 December 2010

Director of Engineering Services Report

ITEM 10.3??? SF1575??????????? 151210???????? Draft Asset Management Plan Bridges - Presentation

 

AUTHOR/ENQUIRIES:???? Peter Baynes, Manager Assets ????????

 

Summary:

 

At the November General Purpose Committee meeting Council noted the draft Asset Management Plan for bridges and endorsed it as an appropriate model for Asset Management Plans for remaining classes of assets.

 

A presentation on the plan was held over from that meeting to the December GPC meeting.

 

 

 

Recommendation:

 

That the presentation on the draft Asset Management Plan for bridges be noted.

 

 

 

OPTIONS:

 

Council may choose not to receive the presentation.

 

 

DISCUSSION:

 

Council has identified the need to improve its capabilities in terms of Asset Management for Infrastructure Assets.

 

At the November General Purpose Committee meeting Council noted the draft Asset Management Plan for bridges and endorsed it as an appropriate model for Asset Management Plans for remaining classes of assets.

 

A presentation on the plan was held over from that meeting to the December GPC meeting.

 

The AMP is not complete; it is, however, developed to a sufficient level to allow its form and content to be evaluated.? Council has endorsed this document as an appropriate model for Asset Management Plans for remaining classes of assets.? In this context the expectation is that the content not be the focus of attention, more that the layout and structure of the document be considered.

 

 

CONSULTATION:

 

General Manger

Director Engineering Services

Senior Overseer

 

 

SUSTAINABILITY ASSESSMENT:

 

Environment

 

Continued compliance with legislative requirements in terms of environmental compliance and management will be ensured by including such requirements when establishing levels of service for infrastructure assets.


 

Social

 

Community consultation is the cornerstone of establishing levels of service for the services provided by Infrastructure Assets.? By engaging the community in negotiations to set levels of service there is an increased likelihood that social requirements will be adequately addressed, or if they are not able to be met due to competing priorities and/or funding constraints then a meaningful dialogue can be engaged in.

 

Economic

 

Ongoing provision of infrastructure and its effective maintenance and operation will assist with ensuring the ongoing economic development of the Shire.? The Asset Management Plan will cater for increased demand for growth in assets.

 

Risk

 

Providing asset based services requires that risk of asset failure be assessed and balanced with competing demands for service provision.? An essential requirement of Asset Management is to provide adequate levels of service within a tolerable risk profile.

 

 

FINANCIAL IMPLICATIONS:

 

Direct and indirect impact on current and future budgets

 

Given the age and condition of assets throughout the Shire, and the State in general,? is inevitable that provision of adequate levels of service will necessitate an increased level of investment in maintenance and asset renewals.? The challenge for Council will be to establish appropriate tools and techniques to prioritise competing demands from other asset management initiatives and other Council operations.

 

Source of fund and any variance to working funds

 

Continued reliance on general revenue, grants and loans will be required to provide adequate levels of service.? A sound Asset Management Plan will assist in deliberations of funding sources.

 

 

Attachments:

There are no attachments for this report. ???