ATTACHMENTS UNDER SEPARATE COVER

Ordinary Meeting of Council | 23 May 2017 1

Ordinary Meeting

Tuesday, 23 May 2017

CL02 Third Quarter Performance Report 2016/17 - Budget Review

and Operational Plan

ATTACHMENTS UNDER SEPARATE

COVER


ATTACHMENTS UNDER SEPARATE COVER

Page

CL02 Third Quarter Performance Report 2016/17 - Budget Review and Operational Plan (a) Report by Responsible Accounting Officer at 31 March 2017 .......................... 3 (b) Income and Expense Budget Review Statement (Fund Level) at 31

March 2017 ....................................................................................................... 4 (c) Income and Expense Budget Review Statement (Function Level) at

31 March 2017 .................................................................................................. 5 (d) Capital, Cash and Investment Budget Review Statement at 31 March

2017 ................................................................................................................ 18 (e) Budget Review Contracts at 31 March 2017 .................................................. 19 (f) Budget Review Consultancy, Legal Expenses and Vandalism

Expenses at 31 March 2017 ........................................................................... 20 (g) Report on Operational Plan Review (Performance Measures) ....................... 21 (h) Request for Financial Assistance - Annual Sikh Games - 2017 .................... 91 (i) Building Professionals Board Recommendations Update .............................. 93

(a) Report by Responsible Accounting Officer as at 31 March 2017

The following statement is made in accordance with Clause 203(2) of the Local Government (General)

Regulations 2005:

It is my opinion that the Quarterly Budget Review Statement for Griffith City Council for the quarter

ended 31/03/2017 indicates that Council’s projected financial position at 30/6/2017 will be satisfactory

at year end, having regard to the revised projected estimates of income and expenditure and the

original budgeted income and expenditure.

My opinion above, that Council's projected financial position as at 30/6/2017 will be satisfactory has been

based on the following factors:

The overall level of service currently being provided by Council is sustainable within the current revenue

base available to Council. The management of Council continues to undertake a systematic process of identifying

and implementing cost reductions where possible and this has seen a continual improvement in cash flows and an

ability to transfer funds to internal reserves year on year however this standard and process must continue with

ongoing efficiencies or new revenue streams secured in order to fully fund both external and internal reserves as

well as provide an acceptable level of unrestricted funds in the future, in particular in the Ordinary Fund.

Council needs to monitor and carefully control its cash spend on both its operations but also capital projects.

Council is forecast to be in an unrestricted cash surplus position this year and will be looking to place further

funds under internal reserve as a result.

There will need to be a commitment by all departments to keep improving the cash and trading position

to achieve an acceptable outcome by the end of the financial year.

Signed: date: 11/05/2017

Max Turner

Responsible Accounting Officer

(b) Income and Expense Budget Review Statement (Fund Level) at 31 March 2017

Ord. Services

Fund

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised Total

to 30/06/17Waste Fund

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised Total

to 30/06/17Water Fund

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised Total

to 30/06/17Sewer Fund

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised Total

to 30/06/17

Total Original

BudgetConsol. Adj.

Budget After

Consolidations

2016/2017

Total Reviews/

Recommended

Changes For

Council

Resolution To

30/06/17

Total Revised

Budget 30/06/17Actual YTD

OPERATING REVENUES

Rates & Annual Charges 15,155,317 (297,905) 72,671 14,930,083 4,929,667 68,500 16,055 5,014,222 1,876,499 1,876,499 7,354,455 41,000 7,395,455 29,315,938 29,315,938 (99,679) 29,216,259 26,741,479

User Charges & Fees 5,256,520 187,922 335,316 5,779,758 1,210,450 100,403 130,000 1,440,853 6,678,860 11,673 34,260 6,724,793 682,750 6,260 3,000 692,010 13,828,580 13,828,580 808,834 14,637,414 9,118,786

Interest 480,000 (50,915) 429,085 34,500 46,200 62,795 143,495 327,624 230,400 558,024 188,000 12,000 200,000 1,030,124 1,030,124 300,480 1,330,604 946,832

Grants & Contributions for Operating

Purposes 8,670,550 828,681 (678,889) 8,820,342 44,000 (2,869) 41,131 93,000 60,000 14,510 167,510 59,000 59,000 8,866,550 8,866,550 221,433 9,087,983 7,387,923

Other Operating Revenues 1,210,792 (243,742) 10,296 977,346 124,789 (91,184) 33,605 152,590 (93,446) 59,144 16,760 16,760 1,504,931 1,504,931 (418,076) 1,086,855 883,460

TOTAL OPERATING REVENUE 30,773,179 474,956 (311,521) 0 30,936,614 6,343,406 212,234 117,666 0 6,673,306 9,128,573 71,673 185,724 0 9,385,970 8,300,965 6,260 56,000 0 8,363,225 54,546,123 0 54,546,123 812,992 55,359,115 45,078,480

OPERATING EXPENDITURE

Employee Costs 18,337,122 (276,704) (397,720) 17,662,698 1,318,758 41,000 20,530 1,380,288 1,970,607 1,970,607 1,752,076 8,577 1,760,653 23,378,563 23,378,563 (604,317) 22,774,246 16,353,311

Materials and Contracts 2,111,872 566,316 10,768 2,688,956 3,245,167 8,884 188,864 3,442,915 3,649,676 (77,318) 30,858 30,000 3,633,216 2,038,949 60,026 60,400 2,159,375 11,045,664 11,045,664 878,798 11,924,462 7,779,787

Interest Charges 107,718 107,718 38,412 38,412 0 0 1,372,241 1,372,241 1,518,371 1,518,371 0 1,518,371 1,148,688

Depreciation & Amortisation 6,716,899 6,716,899 506,068 506,068 2,111,984 2,111,984 1,862,952 1,862,952 11,197,903 11,197,903 0 11,197,903 8,786,622

Other Operating Expenses 3,213,281 81,487 83,743 6 3,378,517 245,945 1,270 247,215 879,821 (4,776) 875,045 863,874 (1,683) (6,810) 855,381 5,202,921 5,202,921 153,237 5,356,158 3,474,889

TOTAL OPERATING EXPEND. 30,486,892 371,099 (303,209) 6 30,554,788 5,354,350 51,154 209,394 0 5,614,898 8,612,088 (82,094) 30,858 30,000 8,590,852 7,890,092 66,920 53,590 0 8,010,602 52,343,422 0 52,343,422 427,718 52,771,140 37,543,297

OPERATING RESULT BEFORE

CAPITAL AMOUNTS 286,287 103,857 (8,312) (6) 381,826 989,056 161,080 (91,728) 0 1,058,408 516,485 153,767 154,866 (30,000) 795,118 410,873 (60,660) 2,410 0 352,623 2,202,701 0 2,202,701 385,274 2,587,975 7,535,183

Grants & Contributions for Capital

Purposes 4,067,828 349,711 296,356 4,713,895 0 19,306 (1,953) 17,353 216,320 231,566 104,768 552,654 488,490 219,128 16,843 724,461 4,772,638 4,772,638 1,235,725 6,008,363 2,952,183

Net Gain/(Loss) on disposal 0 0 0

of Assets. 0 0 0 0 0 0 0 0 0 0 0 0

OPERATING RESULT BEFORE

EXTRAORDINARY ITEMS 4,354,115 453,568 288,044 (6) 5,095,721 989,056 180,386 (93,681) 0 1,075,761 732,805 385,333 259,634 (30,000) 1,347,772 899,363 158,468 19,253 0 1,077,084 6,975,339 0 6,975,339 1,620,999 8,596,338 10,487,366

Extraordinary Items 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CHANGE IN NET ASSETS

RESULTING FROM OPERATIONS 4,354,115 453,568 288,044 (6) 5,095,721 989,056 180,386 (93,681) 0 1,075,761 732,805 385,333 259,634 (30,000) 1,347,772 899,363 158,468 19,253 0 1,077,084 6,975,339 0 6,975,339 1,620,999 8,596,338 10,487,366

Consolidated Fund

AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017

10/05/2017 1:04:29PMPrint Date: 2017Posting Year:

MarPosting Period:All RecordsFund:

Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceGOVERNANCE

Council Executive

)(1,748,460Total Operating Income 334,045 )(1,414,415 )(1,077,303 )(1,077,303 0

1,662,546Total Operating Expenditure )(61,376 1,601,170 1,076,039 1,145,777 69,738

184,806Total Discretionary Expenditure 26,425 211,231 199,801 201,731 1,930

98,892Total Council Executive 299,094 397,986 198,537 270,205 71,668

Council Chambers/Offices

)(201,011Total Operating Income 0 )(201,011 )(150,759 )(150,759 0

266,334Total Operating Expenditure )(3,016 263,318 201,103 205,018 3,915

65,323Total Council Chambers/Offices )(3,016 62,307 50,344 54,259 3,915

164,215TOTAL GOVERNANCE 296,078 460,293 248,881 324,464 75,583

Administration/Secretarial

)(469,809Total Operating Income )(2,467 )(472,276 )(354,958 )(354,866 92

651,722Total Operating Expenditure 0 651,722 538,441 486,187 )(52,254

181,913Total Administration/Secretarial )(2,467 179,446 183,483 131,321 )(52,162

Finance

)(1,486,270Total Operating Income )(38,913 )(1,525,183 )(1,147,293 )(1,145,196 2,097

2,135,118Total Operating Expenditure 902 2,136,020 1,528,607 1,545,025 16,418

2,000Total Discretionary Expenditure 0 2,000 0 0 0

650,848Total Finance )(38,011 612,837 381,314 399,829 18,515

Human Resources

)(1,862,305Total Operating Income )(11,416 )(1,873,721 )(1,423,569 )(1,423,619 )(50


174,265Total Human Resources )(46,857 127,408 68,576 85,477 16,901

Information Technology

AUTHORITYPage 1 of 13




Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceADMINISTRATION

Information Technology

)(1,184,015Total Operating Income 0 )(1,184,015 )(889,068 )(889,409 )(341

1,210,936Total Operating Expenditure 4,436 1,215,372 713,131 690,821 )(22,310

26,921Total Information Technology 4,436 31,357 )(175,937 )(198,588 )(22,651

Central Supply Services

)(224,830Total Operating Income 0 )(224,830 )(169,643 )(168,289 1,354

285,536Total Operating Expenditure 0 285,536 208,551 213,702 5,151

60,706Total Central Supply Services 0 60,706 38,908 45,413 6,505

Customer Service Management



175,340Total Customer Service Management )(2,838 172,502 106,204 120,190 13,986

Works Management


941,763Total Operating Expenditure 5,760 947,523 716,788 702,332 )(14,456

103,486Total Works Management 5,760 109,246 88,453 73,997 )(14,456

Civil Infrastructure & Asset Services



72,000Total Discretionary Expenditure )(52,000 20,000 0 0 0

61,505Total Civil Infrastructure & Asset Services )(55,000 6,505 )(25,158 1,329 26,487

Fleet Management


3,010,322Total Operating Expenditure 9,289 3,019,611 2,431,457 2,550,105 118,648





Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceADMINISTRATION

Fleet Management

0Total Discretionary Income 0 0 )(307 0 307


)(761,023Total Fleet Management )(90,711 )(851,734 )(562,719 )(302,972 259,747

673,961TOTAL ADMINISTRATION )(225,688 448,273 103,122 355,996 252,874

Fire Protection


514,888Total Operating Expenditure 54,663 569,551 432,954 434,316 1,362

316,521Total Fire Protection 55,000 371,521 255,213 256,576 1,363

Animal Control

)(75,000Total Operating Income 0 )(75,000 )(46,734 )(45,222 1,512


80,964Total Animal Control 2,508 83,472 66,904 67,163 259

Ranger Services

)(92,600Total Operating Income )(76,005 )(168,605 )(134,646 )(132,758 1,888


315,241Total Ranger Services )(70,559 244,682 154,127 167,010 12,883

State Emergency Services

0Total Operating Income )(2,253 )(2,253 )(2,253 )(2,253 0

67,180Total Operating Expenditure 437 67,617 51,379 52,121 742

67,180Total State Emergency Services )(1,816 65,364 49,126 49,868 742

779,906TOTAL PUBLIC ORDER & SAFETY )(14,867 765,039 525,370 540,617 15,247

Health Services







Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceHEALTH

Health Services

)(12,864Total Discretionary Income 0 )(12,864 )(12,864 )(12,864 0

0Total Discretionary Expenditure 0 0 60,523 0 )(60,523

409,326Total Health Services )(14,200 395,126 331,740 279,219 )(52,521

Immunisation

)(500Total Operating Income 0 )(500 )(168 )(360 )(192

4,000Total Operating Expenditure 0 4,000 3,411 2,997 )(414

3,500Total Immunisation 0 3,500 3,243 2,637 )(606

Insect & Vermin Control

)(3,000Total Operating Income )(704 )(3,704 0 0 0


17,000Total Insect & Vermin Control )(704 16,296 6,602 10,500 3,898

Noxious Weeds


285,084Total Operating Expenditure 15,500 300,584 228,055 227,415 )(640

0Total Discretionary Income )(4,000 )(4,000 )(4,000 )(4,000 0

0Total Discretionary Expenditure 36,054 36,054 28,725 21,825 )(6,900

158,084Total Noxious Weeds 30,993 189,077 109,219 101,679 )(7,540

587,910TOTAL HEALTH 16,089 603,999 450,805 394,035 )(56,770

Community Services Mang'T


)(21,500Total Discretionary Income )(10,980 )(32,480 )(21,230 )(31,230 )(10,000

24,500Total Discretionary Expenditure 12,210 36,710 18,661 23,120 4,459

472,761Total Community Services Mang'T 14,065 486,826 319,369 339,482 20,113





Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceCOMMUNITY SERVICES & EDUCATION

Senior Citizens Centre

)(14,000Total Operating Income 0 )(14,000 )(9,911 )(10,485 )(574


11,544Total Senior Citizens Centre 0 11,544 7,814 8,330 516

Other Community Services

)(35,000Total Operating Income )(2,003 )(37,003 )(33,762 )(35,103 )(1,341


41,106Total Other Community Services )(1,610 39,496 17,104 22,902 5,798

Education


15,692Total Education 0 15,692 11,394 11,394 0

541,103TOTAL COMMUNITY SERVICES & EDUCATION 12,455 553,558 355,682 382,108 26,426

Housing



8,578Total Housing )(20,749 )(12,171 )(11,713 )(11,481 232

Strategic Planning



)(25,000Total Discretionary Income 0 )(25,000 )(9,769 0 9,769

57,979Total Discretionary Expenditure )(7,865 50,114 26,462 30,011 3,549

2,167,184Total Strategic Planning )(168,060 1,999,124 1,395,244 1,490,501 95,257

Development Approvals






Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceHOUSING & COMMUNITY AMENITIES

Development Approvals


1,115,862Total Development Approvals )(45,920 1,069,942 782,164 802,901 20,737

Street & Gutter Cleaning



368,414Total Street & Gutter Cleaning 0 368,414 260,074 275,250 15,176

Urban Stormwater Drainage



15,000Total Discretionary Expenditure )(15,000 0 0 0 0

509,779Total Urban Stormwater Drainage )(36,850 472,929 292,901 310,810 17,909

Public Cemeteries



168,768Total Public Cemeteries )(56,941 111,827 68,664 85,871 17,207

Public Conveniences

218,073Total Operating Expenditure )(701 217,372 155,861 168,196 12,335

218,073Total Public Conveniences )(701 217,372 155,861 168,196 12,335

Domestic Waste Management

)(3,849,998Total Operating Income )(75,346 )(3,925,344 )(3,919,976 )(3,919,562 414

2,546,534Total Operating Expenditure 131,115 2,677,649 1,951,208 1,840,441 )(110,767

)(1,303,464Total Domestic Waste Management 55,769 )(1,247,695 )(1,968,768 )(2,079,121 )(110,353

Other Waste Management






Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceHOUSING & COMMUNITY AMENITIES

Other Waste Management


)(218,400Total Other Waste Management )(4,490 )(222,890 )(503,942 )(437,053 66,889

Waste Processing




)(63,178Total Waste Processing )(68,430 )(131,608 )(465,550 )(384,461 81,089

Waste Management Admin

)(917,636Total Operating Income )(88,815 )(1,006,451 )(711,179 )(757,651 )(46,472


)(84,789Total Discretionary Income 70,164 )(14,625 )(14,625 )(14,625 0

533,986Total Waste Management Admin )(17,201 516,785 614,611 481,063 )(133,548

Other Sanitation & Garbage

62,000Total Operating Expenditure )(35,000 27,000 18,026 18,834 808

62,000Total Other Sanitation & Garbage )(35,000 27,000 18,026 18,834 808

3,567,602TOTAL HOUSING & COMMUNITY AMENITIES )(398,573 3,169,029 637,573 721,310 83,737

Potable Water Supplies

)(9,316,441Total Operating Income )(321,324 )(9,637,765 )(5,608,729 )(5,697,863 )(89,134

8,663,434Total Operating Expenditure )(194 8,663,240 6,090,633 6,267,375 176,742

256,844Total Discretionary Expenditure 48,558 305,402 66,983 66,983 1

)(396,163Total Potable Water Supplies )(272,960 )(669,123 548,887 636,495 87,608

Raw Water Supplies






Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceWATER SUPPLIES

Raw Water Supplies


)(119,922Total Raw Water Supplies 0 )(119,922 )(42,817 )(27,386 15,431

Water Private Works


1,100Total Operating Expenditure 0 1,100 1,125 550 )(575

0Total Discretionary Income 0 0 )(39,080 0 39,080

0Total Discretionary Expenditure 0 0 43,413 0 )(43,413

)(400Total Water Private Works )(5,673 )(6,073 )(1,716 )(6,623 )(4,907

)(516,485TOTAL WATER SUPPLIES )(278,633 )(795,118 504,354 602,486 98,132

Sewer Supplies

)(8,666,496Total Operating Income )(62,260 )(8,728,756 )(5,841,471 )(5,897,663 )(56,192


406,844Total Discretionary Expenditure 52,381 459,225 66,643 62,760 )(3,883

)(410,873Total Sewer Supplies 58,250 )(352,623 177,570 173,707 )(3,863

)(410,873TOTAL SEWER SERVICES 58,250 )(352,623 177,570 173,707 )(3,863

Library Services




0Total Discretionary Expenditure 7,429 7,429 9,971 0 )(9,971

811,832Total Library Services )(12,963 798,869 620,006 626,785 6,779

Pioneer Park Museum






Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceRECREATION & CULTURE

Pioneer Park Museum



0Total Discretionary Expenditure 1,958 1,958 1,963 1,958 )(5

308,674Total Pioneer Park Museum )(12,379 296,295 237,766 219,768 )(17,998

Griffith Regional Art Gallery





255,268Total Griffith Regional Art Gallery 13,221 268,489 168,097 186,659 18,562

Griffith Regional Theatre


1,314,006Total Operating Expenditure )(31,621 1,282,385 909,762 972,455 62,693


0Total Discretionary Expenditure 110,352 110,352 10,831 18,352 7,521

1,000,411Total Griffith Regional Theatre )(65,604 934,807 549,694 647,690 97,996

Aquatic Facilities



0Total Discretionary Expenditure 6,100 6,100 0 0 0

952,364Total Aquatic Facilities )(44,935 907,429 573,585 621,918 48,333

Sporting Grounds

)(31,550Total Operating Income 0 )(31,550 )(21,571 )(26,500 )(4,929





Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceRECREATION & CULTURE

Sporting Grounds


)(4,394Total Discretionary Income 0 )(4,394 )(3,254 )(3,294 )(40

864,390Total Sporting Grounds )(14,466 849,924 578,328 616,151 37,823

Passive Recreation




0Total Discretionary Expenditure 12,190 12,190 10,065 12,190 2,125

3,417,609Total Passive Recreation )(26,963 3,390,646 2,404,574 2,529,938 125,364

Sports Stadium



214,951Total Sports Stadium )(658 214,293 138,394 153,682 15,288

Sporting Bodies Subsidies

46,534Total Operating Expenditure )(249 46,285 46,275 46,285 10

46,534Total Sporting Bodies Subsidies )(249 46,285 46,275 46,285 10

7,872,033TOTAL RECREATION & CULTURE )(164,996 7,707,037 5,316,719 5,648,876 332,157

Quarry


6,700Total Operating Expenditure 0 6,700 72 750 678

)(58,300Total Quarry )(29,950 )(88,250 )(86,526 )(85,845 681

)(58,300TOTAL MINING / MANUFACTURING & CONSTRUCTION )(29,950 )(88,250 )(86,526 )(85,845 681

Roads & Bridges

)(2,893,701Total Operating Income 725,940 )(2,167,761 )(1,939,894 )(1,939,894 0





Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceTRANSPORT & COMMUNICATION

Roads & Bridges



4,573,208Total Roads & Bridges 259,392 4,832,600 3,107,069 3,068,639 )(38,430

Street Lighting

)(110,000Total Operating Income 1,000 )(109,000 )(109,000 )(109,000 0

438,131Total Operating Expenditure 0 438,131 339,080 328,599 )(10,481

328,131Total Street Lighting 1,000 329,131 230,080 219,599 )(10,481

Footpaths & Cycleways


281,686Total Footpaths & Cycleways 0 281,686 187,802 209,531 21,729

Griffith Airport



25,150Total Griffith Airport )(34,743 )(9,593 51,052 38,202 )(12,850

Parking Areas


83,621Total Parking Areas 0 83,621 57,880 65,481 7,601

Bus Shelters & Sheds


14,911Total Bus Shelters & Sheds 0 14,911 8,960 8,989 29

Rta Work

)(950,000Total Operating Income )(157,384 )(1,107,384 )(792,966 )(543,388 249,578


)(185,341Total Rta Work )(106,584 )(291,925 )(162,478 91,872 254,350

5,121,366TOTAL TRANSPORT & COMMUNICATION 119,065 5,240,431 3,480,366 3,702,313 221,947





Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceECONOMIC AFFAIRS

Visitors Centre



538,669Total Visitors Centre 11,310 549,979 402,972 408,248 5,276

Events Co- Ordinator



)(25,000Total Discretionary Income 9,142 )(15,858 )(16,408 )(15,858 550

100,000Total Discretionary Expenditure 0 100,000 76,601 100,000 23,399

166,192Total Events Co- Ordinator 9,654 175,846 138,926 162,268 23,342

Economic Development

)(1,000Total Operating Income 0 )(1,000 0 0 0




333,902Total Economic Development 5,065 338,967 275,494 261,512 )(13,982

Land Development

35,450Total Operating Expenditure 2,450 37,900 37,089 36,780 )(309

0Total Discretionary Expenditure 9,250 9,250 6,945 6,950 5

35,450Total Land Development 11,700 47,150 44,034 43,730 )(304

Griffith Livestock Mk Centre



62,731Total Griffith Livestock Mk Centre )(10,271 52,460 59,349 76,481 17,132





Original

Budget

Budget

Adjustment

Total

Budget YTD Actual YTD Budget VarianceECONOMIC AFFAIRS

Unclassified Services



)(20,000Total Unclassified Services 0 )(20,000 )(18,666 )(16,732 1,934

1,116,944TOTAL ECONOMIC AFFAIRS 27,458 1,144,402 902,110 935,507 33,397

Rates and Charges

)(16,240,504Total Operating Income 305,411 )(15,935,093 )(15,889,773 )(15,877,561 12,212

)(16,240,504Total Rates and Charges 305,411 )(15,935,093 )(15,889,773 )(15,877,561 12,212

General Purpose Grants


)(5,401,579Total General Purpose Grants )(107,373 )(5,508,952 )(4,261,436 )(4,175,380 86,056

)(21,642,083TOTAL GENERAL PURPOSE REVENUES 198,038 )(21,444,045 )(20,151,209 )(20,052,941 98,268

GRAND TOTAL )(2,202,701 )(385,274 )(2,587,975 )(7,535,183 )(6,357,367 1,177,816


(d) Capital, Cash and Investments Budget Review Statement at 31 March 2017

Ord. Services

Fund Original

Budget

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised

Budget

Waste Fund

Original Budget

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised

Budget

Water Fund

Original Budget

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised

Budget

Sewer Fund

Original Budget

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised

Budget

Consol. Fund

Original Budget

Consol. Fund

Reviews/ Supp

to 30/06/17

Consol. Fund

RevisedActual YTD

Operating Revenue 30,773,179 474,956 (311,521) 0 30,936,614 6,343,406 212,234 117,666 0 6,673,306 9,128,573 71,673 185,724 0 9,385,970 8,300,965 6,260 56,000 0 8,363,225 54,546,123 812,992 55,359,115 45,078,480

(Operating Expenditure) (30,486,892) (371,099) 303,209 (6) (30,554,788) (5,354,350) (51,154) (209,394) 0 (5,614,898) (8,612,088) 82,094 (30,858) (30,000) (8,590,852) (7,890,092) (66,920) (53,590) 0 (8,010,602) (52,343,422) (427,718) (52,771,140) (37,543,297)

Operating Surplus/(Deficit) before Capital Movements 286,287 103,857 (8,312) (6) 381,826 989,056 161,080 (91,728) 0 1,058,408 516,485 153,767 154,866 (30,000) 795,118 410,873 (60,660) 2,410 0 352,623 2,202,701 385,274 2,587,975 7,535,183

Grants & Contributions Provided for Capital Purposes 4,067,828 349,711 296,356 0 4,713,895 0 19,306 (1,953) 0 17,353 216,320 231,566 104,768 0 552,654 488,490 219,128 16,843 0 724,461 4,772,638 1,235,725 6,008,363 2,952,183

Net Gain/(Loss) on Disposal of Assets 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Abnormal Items

Extraordinary Items

Increase/(Decrease) in Net Assets

Resulting from Operations 4,354,115 453,568 288,044 (6) 5,095,721 989,056 180,386 (93,681) 0 1,075,761 732,805 385,333 259,634 (30,000) 1,347,772 899,363 158,468 19,253 0 1,077,084 6,975,339 1,620,999 8,596,338 10,487,366

Plus Non Cash Items:

Depreciation 6,716,899 0 0 0 6,716,899 506,068 0 0 0 506,068 2,111,984 0 0 0 2,111,984 1,862,952 0 0 0 1,862,952 11,197,903 0 11,197,903 8,786,622

Increase in Provision for Doubtful Debts 0 0 0 0 0

(Profit)/Loss on Disposal of Assets 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Movements in Operating Assets & Liabilities:

0 0 0 0

Net Cash Flow from Operating Activities 11,071,014 453,568 288,044 (6) 11,812,620 1,495,124 180,386 (93,681) 0 1,581,829 2,844,789 385,333 259,634 (30,000) 3,459,756 2,762,315 158,468 19,253 0 2,940,036 18,173,242 1,620,999 19,794,241 19,273,988

Cash Flows from Financing Activities:

Proceeds from Borrowings & Advances 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

(Principal Repayments of Borrowings) (934,416) 0 (934,416) (114,829) 0 0 0 (114,829) 0 0 0 0 0 (715,475) 0 0 0 (715,475) (1,764,720) 0 (1,764,720) (1,202,348)

Advances Made To Deferred Debtors 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Principal Repayments on Defered Debtors 10,724 0 10,724 0 0 0 0 0 532,909 0 0 0 532,909 0 0 0 0 0 543,633 0 543,633 248,006

Distribution Received from Joint Ventures & Associates 0 0 2,700,000 0 2,700,000 0 0 0 0 2,700,000 2,700,000

Net Cash Flows from Financing Activities (923,692) 0 2,700,000 0 1,776,308 (114,829) 0 0 0 (114,829) 532,909 0 0 0 532,909 (715,475) 0 0 0 (715,475) (1,221,087) 2,700,000 1,478,913 (954,342)

Cash Flows from Investing Activities:

Decrease/(Increase) in Non Current Receivables 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Proceeds from Sale of Property, Plant & Equipment 540,700 85,000 36,364 0 662,064 192,000 35,000 45,255 0 272,255 46,000 0 0 0 46,000 40,000 0 37,335 0 77,335 818,700 238,954 1,057,654 641,197

(Purchase of Property, Plant & Equipment) (13,578,848) (4,651,549) (1,018,872) (290,237) (19,539,506) (1,097,550) (581,303) 15,078 0 (1,663,775) (2,594,929) (313,558) (165,827) (210,000) (3,284,314) (1,825,699) (351,737) (175,053) 0 (2,352,489) (19,097,026) (7,743,058) (26,840,084) (14,374,224)

(Interest on Borrowings Allocated to Capital Works) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Proceeds from Sale of Real Estate 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

(Purchase/Development Real Estate) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

(Other Payments) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Net Cash Flow from Investing Activities (13,038,148) (4,566,549) (982,508) (290,237) (18,877,442) (905,550) (546,303) 60,333 0 (1,391,520) (2,548,929) (313,558) (165,827) (210,000) (3,238,314) (1,785,699) (351,737) (137,718) 0 (2,275,154) (18,278,326) (7,504,104) (25,782,430) (13,733,027)

Net Increase/(Decrease) in Cash (2,890,826) (4,112,981) 2,005,536 (290,243) (5,288,514) 474,745 (365,917) (33,348) 0 75,480 828,769 71,775 93,807 (240,000) 754,351 261,141 (193,269) (118,465) 0 (50,593) (1,326,171) (3,183,105) (4,509,276) 4,586,620

Cash at Beginning of Period 14,329,000 0 0 0 14,329,000 4,041,000 0 0 0 4,041,000 13,837,000 0 0 0 13,837,000 5,815,000 0 0 0 5,815,000 38,022,000 0 38,022,000

Cash at End of Period 11,438,174 (4,112,981) 2,005,536 (290,243) 9,040,486 4,515,745 (365,917) (33,348) 0 4,116,480 14,665,769 71,775 93,807 (240,000) 14,591,351 6,076,141 (193,269) (118,465) 0 5,764,407 36,695,829 (3,183,105) 33,512,724

EXTERNALLY RESTRICTED CASH

For the Financial Year Ended 30th June 2017

Ord. Services

Fund Original

Budget

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised

Budget

Waste Fund

Original Budget

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised

Budget

Water Fund

Original Budget

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised

Budget

Sewer Fund

Original Budget

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised

Budget

Consol. Fund

Original Budget

Consol. Fund

Reviews/ Supp

to 30/06/17

Consol. Fund

Revised

Included in Liabilities:

Unexpended Loans 0 0 0 0 0 0 0 0

Included in Revenue:

Developer Contributions 1,492,419 136,268 (38,522) 0 1,590,165 1,492,419 0 1,590,165

Specific Purpose Unexpended Grants 2,164,189 (2,164,189) 0 0 0 2,164,189 0 0

Required by Legislation:

Waste Services 4,515,745 (365,917) (33,348) 0 4,116,480 4,515,745 (399,265) 4,116,480

Water 14,665,769 71,775 93,807 (240,000) 14,591,351 14,665,769 165,582 14,591,351

Sewerage 6,076,141 (193,269) (118,465) 0 5,764,407 6,076,141 (311,734) 5,764,407

3,656,608 (2,027,921) (38,522) 0 1,590,165 4,515,745 (365,917) (33,348) 0 4,116,480 14,665,769 71,775 93,807 (240,000) 14,591,351 6,076,141 (193,269) (118,465) 0 5,764,407 28,914,263 (545,417) 26,062,403

CASH BALANCE AFTER FUNDING EXTERNAL

RESTRICTIONS

At end of Period: 7,781,566 (2,085,060) 2,044,058 (290,243) 7,450,321 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7,781,566 (331,245) 7,450,321

INTERNALLY RESTRICTED CASH

For the Financial Year Ended 30th June 2017

Ord. Services

Fund Original

Budget

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised

Budget

Waste Fund

Original Budget

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised

Budget

Water Fund

Original Budget

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised

Budget

Sewer Fund

Original Budget

Previous

Reviews

Current

Review

Recommended

Changes For

Council

Resolution

Revised

Budget

Consol. Fund

Original Budget

Consol. Fund

Reviews/ Supp

to 30/06/17

Consol. Fund

Revised

Employee Leave Entitlements Reserve 2,000,000 0 0 0 2,000,000 2,000,000 0 2,000,000

Urban Stormwater Management Reserve 645,000 (141,757) (140,000) 0 363,243 645,000 (281,757) 363,243

Griffith Health Facilities Ltd Reserve 2,981,955 (2,981,955) 0 0 0 2,981,955 (2,981,955) 0

Plant & Vehicle Replacement Reserve 1,000,000 0 0 0 1,000,000 1,000,000 0 1,000,000

Centenary Celebrations Reserve 103,000 (103,000) 0 0 0 103,000 (103,000) 0

CBD Implementation Reserve 250,000 (250,000) 150,000 0 150,000 250,000 (100,000) 150,000

Major Projects Reserve 718,000 150,000 250,000 0 1,118,000 400,000 1,118,000

Facilities Reserve 500,000 0 0 0 500,000 500,000 0 500,000

Parks & Gardens Infrastructure Reserve 250,000 (34,426) 0 0 215,574 250,000 (34,426) 215,574

Floodplain & Drainage Mitigation Reserve 500,000 (200,000) 200,000 0 500,000 500,000 0 500,000

Roads Reserve 446,000 (446,000) 0 0 0 446,000 (446,000) 0

Stuart McWilliam Beautification Reserve 0 100,000 0 0 100,000 0 100,000 100,000

Infrastructure Replacement (Buildings Reserve) 1,000,000 0 0 0 1,000,000 1,000,000 0 1,000,000

10,393,955 (3,907,138) 460,000 0 6,946,817 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,675,955 (3,447,138) 6,946,817

UNRESTRICTED CASH BALANCE

At end of Period: (2,612,389) 1,822,078 1,584,058 (290,243) 503,504 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (2,612,389) 3,115,893 503,504

Surplus/(Shortfall) (2,612,389) 1,822,078 1,584,058 (290,243) 503,504 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (2,612,389) 3,115,893 503,504

(e) Budget Review Contracts at 31 March 2017

Contractor Contract Detail & Purpose Contract Value Awarded DateCommencement

Date

Duration of

Contract

Budgeted

(Y/N)

Paul & Carmen FaveroConstruction of Double & Single Vaults-Griffith

Cemetery203,971 24/01/2017 1/03/2017 30/06/2017 Y

Jardine Lloyd Thompson Provision of Insurance Services to Council Fee For Service 28/02/2017 1/07/2017 30/06/2020 Y

IXOM Operations Pty Ltd Supply & Delivery of Liquid Alum Unit Rate 14/03/2017 16/03/2017 30/11/2019 Y

Milbrae Quarry Crushing & Hauling of Gravel Unit Rate 14/03/2017 1/03/2017 1/01/2018 Y

Bellato Plumbing Pty LtdConstruction of new DN250 Potable Water Main-

Wilandra Ave to Sidlow Rd171,460 28/03/2017 15/05/2017 30/06/2017 Y

(f) Budget Review Consultancy, Legal and Vandalism Expenses at 31 March 2017

GL Number Consultancy ExpensesExpenditure

YTD ($)

Budgeted

(Y/N)

012173/0111 Code Of Conduct Reviews-Consultants Fees 39,754.55 Y

012318/0111 Investment Advice-Consultants Fees 18,000.00 Y

012801/0111 Works Management Salaries & Wages-Consultants Fees 7,930.00 N

014186/0111 Integrated Planning & Reporting Framework-Consultants Fees 2,409.64 Y

022404/0111 Ranger Services-Consultants Fees 24,391.00 Y

064450/0111 Strategic Plan-Theatre-Consultants Fees 2,964.00 Y

072100/0111 Development Assessment Salaries & Wages-Consultants Fees 237,233.82 Y

072130/0111 Building Certification Salaries & Wages-Consultants Fees 124,555.32 Y

134135/0111 Strategic Business Plan Review:Sewer Fund-Consultants Fees 18,425.00 Y

134172/0111 Asset Valuations-Sewer Fund-Consultants Fees 5,000.00 Y

134190/0111 Sewer Flow Gauging Project-Consultants Fees 39,336.63 Y

135432/0111 Sewerage to Lake Wyangan & Nericon-Consultants Fees 739.94 Y

144118/0111 Strategic Business Plan Review:Water Fund-Consultants Fees 18,425.00 Y

144203/0111 Augmentation:Water Supply for Rural & Regional NSW-Consultants Fees 30,000.00 Y

155381.0111 New Transfer Station (YWMC)-Construction-Consultants Fees 4,730.00 Y

Total 569,164.90

GL Number Legal ExpensesExpenditure

YTD ($)

Budgeted

(Y/N)

012312/0057 Accounts Receivable Debt Recovery Expense-Legal Expenses 179.23 Y

012404/0057 Union-Industrial Relations Expenses-Legal Expenses 33,626.64 Y

022203/0057 Dog Control & Impounding Operating Expenses-Legal Expenses 4,335.40 Y

022407/0057 Compliance Fines-Legal Expenses 208.67 Y

022408/0057 Litter Fines-Expenses-Legal Expenses 174.76 Y

022409/0057 Parking Fines Expenses-Legal Expenses 18,368.88 Y

072103/0057 Development Assessment Working Expenses-Legal Expenses 44,186.50 Y

094309/0057 Land Development Operating Expenses-Legal Expenses 181.82 N

112001/0057 Rates Debt Recovery-Legal Expense 54,831.53 Y

142137/0057 Water Fund-Legal Expenses 24,841.48 Y

Total 180,934.91

Work Order

NumberVandalism & Graffiti Expenses

Expenditure

YTD ($)

Budgeted

(Y/N)

W4184 City Park 1,089.49 Y

W4155 Community Gardens 870.76 Y

W4156 CWA Park 176.41 Y

W4180 Jubilee Oval 149.33 Y

W4162 Lake Wyangan Reserve & Picnic Area 811.84 Y

W4163 Memorial Park Griffith 139.13 Y

W4175 Apex Park 594.15 Y

W4177 Dalton Park 0.00 Y

W4178 Hanwood Oval 0.00 Y

W4181 Ted Scobie Oval 1,123.75 Y

W4183 West End Oval 134.27 Y

W4172 Wade Park Griffith 0.00 Y

W5405 McKirdy Park 499.60 Y

W4528 Parks & Gardens Monument & Fountain Maintenance 356.49 Y

- Other Parks & Gardens 1,437.46 Y

Total 7,382.68

Quarterly Review Report

Delivery Program & Operational Plan Actions

Q3, 2016/2017

(g) Report on Operational Plan Review (Performance Measures)

3rd Quarter Review 2017

2

Civic Leadership

Provide clear and transparent communication to the local community on matters in which it is concerned.

Develop and implement a range of effective communication processes incorporating traditional and emerging technologies.

DP Action Action

Code

Action Responsibility Performance Measure Comment

Utilise adopted communication

strategy which encompasses

community newsletters, media

releases, radio and television

segments, local print media and

electronic media.

C1.1.1.1 Utilise communication strategy

to incorporate social media

processes and emedia options.

Corporate

Communications

Officer

Community is able to access

information on Griffith City

Council activities electronically

24 hours a day.

Regular newsletters advising of

Council activities via print and

electronic means.

The Council Communication

Strategy undergoes continuous

development to ensure Council

information is released to the

broadest audience. Current

methods include COG, Council

Advertisements, Media

Releases and social media.

Council's weekly Council Catch

Up in The Area News has been

successful in keeping the

community up to date and

allows for each Councillor to

address the community. In

addition Facebook is a popular

tool across Council.


3

DP Action Action

Code


Implementation and continued

monitoring of the communication

strategy – ongoing.

C1.1.2.1 Implementation and continued

monitoring of the communication

strategy.

Corporate

Communications

Officer

Communication strategy is

developed to incorporate

elements of social media.

Number of people visiting the

Council website.

Number of people signed to

Facebook. Number of hits.

Council is continuing to use

social media, website, COG,

consultation sessions, traditional

media (print, radio and

television) to communicate and

engage with the community.

Council's Facebook page

currently has 3,678 likes and

increases each week. The

weekly reach is 3,700 people on

average. 28 Media Releases

sent out with a 100% coverage

rate.

Retain a contemporary and

proactive website presence

allowing two way

communications into target

markets.

C1.1.3.1 Maintain a contemporary and

proactive website .

Corporate

Communications

Officer

Weekly review and update of

website data.

Social media commentary is

responded to within 48 hours.

Council's new website has been

developed and is in the process

of being finalised. The new site

is compliant with all new

legislation and is mobile

responsive. Following this, the

roll out will occur for the other

sites across Council.


4

Educate staff and community on the processes of Council’s adopted Community Engagement Strategy.

DP Action Action

Code


Program workshops for staff and

councillors to inform of options

for engaging the community eg

utilising resources such as

online consultation program.

C1.2.1.1 Workshops and community

engagement strategies

implemented as required.

Manager Executive

Services

Number of Workshops held for

staff and Councillors.

Community Engagement

strategy implemented for review

of Disability Inclusion Action

Plan and review of IP&R

documents.

Implement as part of the staff

and councillor induction

processes.

C1.2.2.1 Community engagement

methodologies incorporated into

Council decision making when

required.

Manager Executive

Services

Practice consistent with

strategy.

Number of facilitated community

forums for Councillors to engage

with community per quarter.

Staff implement Community

Engagement Strategy for

individual projects.

Adequately resource communication and engagement processes throughout the organisation.

DP Action Action

Code


Ensure adequate resources are

provided to staff and councillors.

C1.3.1.1 Information sessions provided to

councillors and staff on

communication and community

engagement strategies.

Manager Executive

Services

Community awareness of

Council activities is measured

through annual community

satisfaction surveys.

Increased participation in

Community Survey to be

scheduled in line with review of

CSP (180 in 2013).

Budget allocation provided for

review of strategy and included

in 2017/18 Budget.


5

DP Action Action

Code


C1.3.1.2 A dynamic and proactive online

presence is created and

regularly updated.

Corporate

Communications

Officer

Councillors and staff understand

and utilise the processes and

options for communication and

community engagement.

Council's online presence is

strong and well maintained.

Website is updated daily, social

media used at least 5 days per

week. Communications Unit

looking at methods of

communicating throughout the

organisation and community as

methods evolve. Social media

monitored daily to resolve issues

within the community.

Ensure agenda and relevant information is reviewed prior to meetings.

DP Action Action

Code


All Council meeting agendas to

be available by Thursday

preceding the Council meeting.

C1.4.1.1 Business papers prepared and

distributed electronically for

Councillors and available on

website for the public.

Manager Executive

Services

100% of business papers

available to public and

Councillors at least 5 days prior

to the Council meeting.

100% Business Papers

delivered via "Hub" app to

Councillor iPads and posted to

website by Thursday preceding

Meeting.


6

Be well informed about current issues that impact our community.

Council review the role of the proposed Community Reference Panel and existing community groups to garner information about

relevant issues.

DP Action Action

Code


Database of interested

community members is

developed.

C2.1.1.1 Community input achieved

through Committees and other

engagement processes.

Manager Executive

Services

Community Opinion Group

(COG) promoted and utilised.

Number of COGs per quarter.

Vacancies for community and

stakeholder members of

Committees are filled.

Special interest reference

groups established and active.

Council Committee structure

reviewed and adopted. New

community members of Council

Committee appointed and

Committee meetings

commenced.

Community Reference Panel is

consulted on a range of key

projects and issues impacting

the community. See C3.1

C2.1.2.1 Establish protocols for engaging

with community members

utilising the endorsed GCC

Community Engagement

Strategy.

Manager Executive

Services

Community Opinion Group

(COG) operating as a reference

panel.

A variety of community

engagement tools utilised.

Special interest reference and

discussion groups established.

Community Reference Panel -

not established. A number of

Working Groups and "Friends

of" Groups have been

established in 2017 to

complement Council Committee

Structure. Meetings of the

Committees, Working Groups

and "Friends" has commenced.


7

Regularly review local and national media.

DP Action Action

Code


Regularly monitor media

coverage by engaging media

monitoring service and provide

regular updates to staff and

councillors regarding media

policies and process.

C2.2.1.1 Access available to established

media monitoring service and

distributed to staff and

councillors.

Manager Executive

Services

Updates are provided to

Councillors and staff on media

coverage.

This activity is not resourced.

Council and committee agendas and minutes are prepared and distributed in a timely fashion in electronic and printed form.

DP Action Action

Code


All Council agendas and

minutes distributed to councillors

via electronic means.

C2.3.1.1 Council meeting agendas and

minutes distributed to

Councillors electronically.

Manager Executive

Services

100% of agendas distributed by

Thursday preceding Council

meeting and minutes distributed

by Friday following meeting.

Council Agendas distributed by

Thursday preceding Council

meeting. Minutes distributed by

Friday following meeting.

All Council Committees and

minutes are available on public

website.

C2.3.2.1 Committee minutes published

on Council website

Manager Executive

Services

Council Minutes available on

website within 72 hours of

Council Meeting.

Committee meetings have

commenced. Minutes presented

to Council and available on

website following Council

Meeting.

All Council Meeting Agendas

and Minutes are available on

public website.

C2.3.3.1 Council meeting agendas and

minutes published on Council

website.

Manager Executive

Services

100% Council meeting agendas

and minutes available on

Council website.

100% Council meeting agendas

and minutes available on

Council website.


8

Mentor and support potential leaders from diverse backgrounds and age groups to ensure adequate community

representation.

Council review the role of the proposed Community Reference Panel as a ‘training ground’ for civic office.

DP Action Action

Code


Invite members of Community

Reference Panels to be involved

in Council’s Committees. See

also C2.1

C3.1.1.1 Vacancies on Council

committees are forwarded to

COG members according to

identified interests and

advertised as required.

Manager Executive

Services

N/A Community Reference Panel -

not established. Community

representation on Council

Committees sought by

advertisement in local media

and via contact with previous

Committee members.

Develop mentoring processes to encourage and guide involvement in Local Government activities.

DP Action Action

Code


Develop and implement a

volunteer information and

recruitment program.

C3.2.1.1 Review and update existing

processes for engaging with

volunteers. Volunteer training

workshops for committee

members.

Community

Development

Coordinator

Volunteer recruitment strategy is

developed and implemented.

Volunteer register is promoted to

community.

Community members register as

volunteers for Council and

community events.

Ongoing promotion and

recruitment of volunteers.


9

Council review the role of the Youth Advisory Committee and pursue alternative engagement practices.

DP Action Action

Code


Young people engaged via

forums at a variety of locations.

C3.3.1.1 Communities Committee

monitor youth engagement

strategies.

Community

Development

Coordinator

Youth Engagement Strategy

completed.

Youth Committee established.

Council staff and youth workers

mentoring young people in

leadership skills and project

management skills. April Youth

Week activities were organised

in partnership with agencies and

the Youth Committee.

To advocate on behalf of the community with State and Federal authorities.

Actively engage with State and Federal agencies/governments to develop and maintain ongoing dialogue on issues of local

importance.

DP Action Action

Code


Ongoing liaison with State and

Federal agencies through the

development and

implementation of a government

interagency process.

C4.1.1.1 Meetings attended with State

and Federal agencies delivering

services to the Griffith

community.

Community

Development

Coordinator

Information on current programs

being delivered is available to

Councillors and community.

Meetings are held and attended

by Council staff.

Ongoing engagement with State

and Federal agencies on priority

issues impacting the community.

For example Pioneer Housing

Estate, High School merger and

Council's Strategic plan.


10

Develop strategies to positively impact in the areas of education, health, employment, community safety, infrastructure, transport

and housing.

DP Action Action

Code


Actively seek and apply for

targeted external funding or

provide support to other local

agencies to deliver programs

relating to education, health,

employment, community safety,

infrastructure, transport and

housing.

C4.2.1.1 Funding opportunities are

explored with eligible

organisations to work in

partnership to deliver services to

the Griffith community.

Community

Development

Coordinator

Success in exploring funding

opportunities for the delivery of

services and programs.

Funding secured for Council and

in partnership with non

government agencies that target

education, health, community

safety and inclusion.

Council's Community Grant

program continues along with

ClubNSW local grant

opportunities.

Provide support and assistance, where possible, to organisations wishing to deliver services and programs locally to address

identified needs, such as the Community Working Party’s Social Action Plan.

DP Action Action

Code


Encourage greater involvement

for the Aboriginal Community.

C4.3.1.1 Aboriginal Liaison Officer to

promote opportunities for

involvement of Aboriginal

people.

Community

Development

Coordinator

Aboriginal people represented

on Communities Committee and

other advisory groups.

Representatives of Aboriginal

community consulted over

projects of common interest.

Working with the Community

Working Party to review the

Social Action Plan, deliver

NAIDOC Week and national

reconciliation Week activities,

the local War Memorial, Local

Area Command, employment

networks, Griffith Aboriginal

Medical Service and Griffith

Aboriginal Lands Council to

achieve priorities in the

Aboriginal Social Action Plan.


11

To provide a governance role in the continuous development of the City of Griffith

Provide efficient and contemporary internal services to ensure needs are met.

DP Action Action

Code


Customer focus review

implementation strategy in

place.

C5.1.1.1 Incomplete actions from

Customer Focus Review

Strategy finalised.

Director -

Sustainable

Development

Achievement of agreed service

level standards.

Front counter enquiry data

logger under trial. Customer

computer booth to be installed at

front foyer.

Council’s internal services are

delivered in line with Promoting

Better Practice guidelines as

issued by Division of Local

Government, Ombudsman and

in accordance with Council

policy. Services including

Information Technology,

Finance, Administration,

Governance, Human

Resources, Central supply,

Customer service Fleet

Management, Compliance, Fire

Protection.

C5.1.2.1 Implement recommendations

from Customer Focus Review.

Director -

Sustainable

Development

Recommendations implemented

by June 2017.

Continuous improvement

measured from telephone call

data. Improvements to staff

roster implemented. Customer

computer booth investigated and

ordered.

C5.1.2.2 Implement recommendations as

included in the external “Review

of Council Readiness for Best

Value Reviews” as adopted by

Council.

General Manager Finalise implementation of

recommendations by June 2017.

Council's Community Strategic

Plan "Guiding Griffith 2040"

adopted in February 2017.

Delivery Program 2017/18 -

2020/21 and Operational Plan

2017/18 currently on public

exhibition. Submissions to be

considered by Council in June

2017. Six monthly Delivery

Program Progress Report

presented to Council 28

February 2017.


12

DP Action Action

Code


C5.1.2.3 Implement recommendations

from Roads Services Review.

Director -

Infrastructure &

Operations

Recommendations implemented

by June 2017.

Cooper Road preparations

completed and works

programmed for Q4. Trialed

additive product, on Pedley and

Beverly Road to assist with dust

suppression and holding gravel

surface together, not successful.

In discussion with the same

supplier about a different

product and a second supplier

about their product.

Ensure accountability measures for good governance are in place and adhered to.

DP Action Action

Code


Ensure appropriate Internal

Audit program is maintained at

Griffith City Council.

C5.2.1.1 Annual internal audit plan

developed each year.

Manager Executive

Services

Internal Audit Strategic Plan

identifies number of projects per

year.

Internal Audit recommendations

are communicated and actioned

within 12 months. Internal Audit

Plan adopted by Internal Audit

Committee on an annual basis.

Internal Audit Committee to re-

appointed March 2017. Audit

reports continuing according to

Internal Audit Strategic Plan.

New Committee to meet

following completion of reports

by Internal Auditor. New

Committee to review Internal

Audit Strategic Plan.


13

DP Action Action

Code


Ensure statutory reporting eg

Annual Report, Internal Planning

and Reporting Framework

reporting complies within

statutory deadlines.

C5.2.2.1 Prepare all statutory reporting

requirements in accordance with

required timeframes.

Manager Executive

Services

Provide quarterly Key

Performance Indicators reports

to Council.

Integrated Planning and

Reporting Framework

requirements met annually.

Provide Annual Report to the

community based on the set

performance targets.

Annual Report to DLG by 30

November annually.

IP&R suite of documents

currently on exhibition for

adoption prior to 30 June 2017.

Ensure effective animal control

and regulate parking in key

areas such as school zones,

disabled zones and timed

parking areas.

C5.2.3.1 Undertake daily patrols of car

parking areas on a rotating

system.

Compliance

Coordinator

School Parking patrols

conducted daily.

Parking patrols conducted

systematically. Number of

parking PINS issued.

Number of school PINS and

number of animal PINS issued.

School Parking patrols

conducted daily. Parking patrols

conducted systematically. 351

parking PINS issued. 29 PINS

issued for Companion Animal

issues. Parking contractor is

also assisting with the parking

enforcement within our CBD.

C5.2.3.3 Provide compliant companion

animal handling facility.

Compliance

Coordinator

Construction of new animal

handling facility.

New Griffith Pound & Animal

Handling Facility opened in April

2017. Contracted Parking

Officer continuing on regular

monthly basis.


14

To partner with organisations to facilitate the delivery of required services to the Griffith community.

Identify opportunities for external funding for projects and programs that will positively impact the local community.

DP Action Action

Code


Ongoing research into grant

opportunities from appropriate

funding bodies that meet the

requirements of the Community

Strategic Plan.

C6.1.1.1 Maintain a grant information

library to assist in researching

and applying for appropriate

grants. Distribute grant

information and opportunities to

relevant staff on a regular and

systematic basis.

Finance Manager Prepare and distribute a monthly

grants report to Senior

Management Team and

distribute grant opportunities to

staff within seven working days

of becoming available.

Grants report presented

monthly, grant opportunities

distributed when identified.

Implement the strategies of the Strengthening Basin Communities Project (SBC) strategies.

DP Action Action

Code


Investigate and provide options

to implement projects from the

Economic Development

Strategy. See D2.7 and D5.2

C6.2.1.1 See D2.7 and D5.2 Manager, Tourism &

Economic

Development

Ongoing.


15

Integrate the core themes, to ensure realistic and achievable goals are set.

Provide adequate resources to plan and monitor activities and strategies across the organisation and the community.

DP Action Action

Code


Develop an Operational Plan

annually.

C7.1.1.1 Annual Operational Plan

(budget) prepared and adopted

by 30 June each year.

Director - Business,

Cultural & Financial

Services

Operational Plan (budget)

adopted by Council by 30 June

2015.

The preparation of the 2017/18

operating budget commenced in

November 2016 and the draft

budget was adopted by Council

in April and then placed on

public exhibition for 28 days.

The budget is on track to be

completed and adopted prior to

30 June 2017.


16

Love the Lifestyle

Create accessible and safe, liveable places.

Promote positive health aspects of Active Transport options.

DP Action Action

Code


Seek appropriate funding to

implement the actions and

priorities outlined in the

Pedestrian Access Mobility Plan

and footpaths/Cycleway

Strategy.

L1.1.1.1 Apply for relevant grant funding

opportunities to undertake

construction of footpaths and

cycleways.

Director -

Infrastructure &

Operations

Successful grant application.

Review of pedestrian access

and mobility plan. (PAMP).

2016/17 Construction program

extended to include a path in

Apex Park and planning for a

path on Noorebah Ave

commenced.

Develop and implement the strategies of the Hands Off Griffith Community Crime Prevention Plan

DP Action Action

Code


Community Crime Prevention

Plan implemented.

L1.2.1.1 Community Crime Prevention

Plan implemented.

Community

Development

Coordinator

Actions from Community Crime

Prevention Plan implemented.

Community Crime Prevention

Plan implemented and reviewed

to align with current data.

Working with the local Domestic

Violence Group and Soroptimist

International Griffith on White

Ribbon initiatives.


17

Finalise and implement the recommendations of the Playground Strategy and Plans of Management for Parks and Reserves.

DP Action Action

Code


Implement the Playground

Strategy and seek funding for

implementation.

L1.3.1.1 Implement the Playground

Strategy. Apply for relevant

grants.

Planning &

Environment

Manager

Actions from Playground

Strategy implemented.

Implementation forms part of the

10 year financial year plan.

Maintain and renew playgrounds

to an agreed service standard.

L1.3.2.1 Manage and maintain

playgrounds to agreed service

standard.

Parks & Gardens

Manager

Playground Safety inspections

are carried out as per the

schedule and records are kept.

Maintenance and documented

inspections of Council

Playgrounds is ongoing. The

installation of a new playground

to replace the existing

playground at Mallee Park

Nericon will be installed over the

next 8 weeks.

L1.3.2.2 Implement Playground Strategy

where adopted in accordance

with the budget.

Parks & Gardens

Manager

Construct playgrounds to

available budget and in

accordance with playground

strategy.

The Playground Strategy is

being implemented Mallee Park

Playgrond -Nericon will be

replace within the next 8 weeks.


18

Further develop and implement the strategies of the Griffith Community Action Plan 2010 in partnership with State and Federal

government agencies.

DP Action Action

Code


Community Action Plan priorities

referenced in Council strategies.

L1.4.1.1 Liaise with stakeholders on

Council’s role in implementing

the Griffith Crime Prevention

Strategy.

Community

Development

Coordinator

Council’s obligations to the

Griffith Crime Prevention Plan

are progressed.

Funding applications in

progress, partnership with

PCYC and Police in addressing

youth crime and Midnight

Basketball program continuing.

Work with key stakeholders to develop realistic and achievable mechanisms to mitigate and alleviate safety issues from built and

natural impacts.

DP Action Action

Code


Ensure Council’s planning and

design account for safety issues.

L1.5.1.1 Council's planning recognises

natural impacts and Safer By

Design Principles.

Planning &

Environment

Manager

Project designs observe Safer

by Design and Crime Prevention

Through Environmental Design

principles.

This is ongoing and standard

procedure and should be viewed

as completed.


19

Provide, maintain and monitor safe assets, facilities and services.

Review the passive surveillance provided by CCTV throughout the Central Business District.

DP Action Action

Code


CCTV requirements revised and

funding sought for

implementation.

L2.1.1.1 Costs estimated for CCTV

upgrades. Grant applications

submitted.

Planning &

Environment

Manager

Funding application made for

CCTV upgrades.

Contractor has been engaged

for City Park Project to

commence end of May 2017.

Develop and implement a detailed asset management and replacement program.

DP Action Action

Code


Implement Strategic

Maintenance Module for capital

road works and road asset

inspections.

L2.2.1.1 Implement Strategic Asset

Management module to enable

programming of inspection

programs and capital works.

Asset Management

Coordinator

Inspections and capital works

set within the Strategic

Maintenance Module of the

asset management system by

June 30 2016.

Development of an interface for

road inspections has been

completed. Still need to work on

actual data links with asset

system.

Predictive Model produced for

Road assets.

L2.2.2.1 A comprehensive predictive

model developed to assist Road

engineering staff with

development of the road sealing

program.

Asset Management

Coordinator

Road asset model set up to

assist operational staff by

September 2016.

Assets Assistant is attending

road condition rating training

course to ensure we incorporate

best practice in data collection.

Following this, will finalise and

issue road specification.


20

DP Action Action

Code


Asset Valuations for all

infrastructure assets (not

including plant and equipment)

to be run from the corporate

asset register.

L2.2.3.1 All asset data for valuation

purposes to be loaded into the

corporate asset register and

configured to allow production of

Asset Valuations reporting for

the annual report.

Asset Management

Coordinator

Valuation reports successfully

produced from the asset register

by end July 2016.

Working on import for drainage

and building data.

Develop a Business Process

Manual for Asset Management.

L2.2.4.1 Develop a Business Process

Manual that specifies how we

will procure and maintain asset

inventory and spatial data and

processes to ensure our asset

data is kept relevant and up to

date.

Asset Management

Coordinator

Business Process Manual

developed by 30 June 2017.

Continuing with documentation

project.

In partnership with key stakeholders, implement strategies to mitigate the impact of built and natural events including but not limited

to flooding, fire and other natural disasters.

DP Action Action

Code


Retain formal relationships

through Council’s Committee

structure with appropriate

government agencies for

planning and response to

natural disasters. Continually

source funding options for

adopted flood mitigation

measures.

L2.4.1.1 Retain formal relationships

through Council’s Committee

structure with appropriate

government agencies for

planning, funding and response

to natural disasters.

Director - Utilities Provide report to Floodplain

Management Committee on

funding options for mitigation

measures.

OEH funding applications for

Design and Investigation of

Hanwood levee and pump and

the Construction of the

Automated Gates at the EMR

were submitted on Thursday 27

April 2017.


21

Develop partnerships to grow health and educational services and facilities.

Continue support of existing Memorandum of Understanding between Charles Sturt University and the NSW Riverina Institute of

TAFE.

DP Action Action

Code


Liaise and work with CSU and

NSW Riverina Institute of TAFE

– to develop increased higher

education opportunities at

Riverina Institute of TAFE

Griffith Campus. See also D5.4

L3.1.1.1 Develop and maintain programs

to increase higher education

opportunities including support

programs for distance education

students.

Director -

Sustainable

Development

Use of student outreach

programs.

Grow Our Own project

progressing well.

Continue support of existing medical students programs.

DP Action Action

Code


Liaise with program participants

to determine and implement

optimum support program.

L3.2.1.1 Investigate alternative options

for support for medical students

programs.

Community

Development

Coordinator

Support measures reviewed and

implemented.

No action this quarter.


22

Build on existing relationships to ensure the establishment of improved medical and health facilities and services.

DP Action Action

Code


Pursue with partners the

development of: Murrumbidgee

Teaching and Learning Facility

(Completed by June 2015).

Griffith Community Private

Hospital (by 2015).

L3.3.1.1 See D5.3.1 Director - Business,


Services

Complete construction and

commissioning of St Vincents

Community Private Hospital and

co-located Murrumbidgee

teaching facility/student

accommodation by 30 June

2016.

Finalise fundraising for the

Community Private Hospital.

Project completed.

Build on the existing

relationships with the Griffith

Base Hospital, St Vincent’s and

Mater Private Health, University

of New South Wales Rural

Clinical School, NSW Riverina

Institute of TAFE, Department of

Education, Employment and

Workforce Relations.

L3.3.2.1 Liaise with stakeholders to

improve health and education

services and facilities in Griffith.

General Manager Participate in meetings with

Murrumbidgee Area Health

Service as required.

St Vincent's Private Community

Hospital Griffith operational.

Continuing to build relationship

with management of hospital

and encourage collaboration

with Murrumbidgee Local Health

District. (Griffith Base Hospital.)


23

Plan and provide a suitable range of sporting, recreation and cultural facilities.

Implement Plans of Management for public reserves/parks.

DP Action Action

Code


A program of priorities for Plans

of Management identified and

implemented.

L4.1.1.1 High priority Plans of

Management undertaken as

resources become available

Planning &

Environment

Manager

Lake Wyangan Blue Green

Algae Strategy and Plan of

Management completed.

Program of priorities for Plans of

Management still to be finalised.

Maintain and improve recreational facilities eg. parks, Lake Wyangan, Skate Park.

DP Action Action

Code


Maintain Council’s recreational

facilities as per adopted service

standard (inclusive of

playground equipment

replacement program and

installation of irrigation systems

at designated locations).

L4.2.1.1 Implementation and further

development of service

standards for sporting ovals,

parks and reserves.

Parks & Gardens

Manager

Service standards implemented. The development of service

standards for Sporting ovals and

Parks is ongoing.

Improve public safety by

provision of appropriate

information signage.

L4.2.2.1 Install signs per priority list for

signs as remote supervision.

Parks & Gardens

Manager

Reduction of public liability

claims as a result of improved

public safety.

Installation of signs as per

priority list is complete.


24

Encourage increased utilisation of existing recreation and sporting facilities by regularly maintaining existing infrastructure.

DP Action Action

Code


Maintain all current sporting

facilities (inclusive of

refurbishing sporting ovals,

upgrading toilet facilities and

lighting).

L4.3.1.1 Undertake annual sportsground

renovation.

Parks & Gardens

Manager

Number of improvements to

sportsgrounds completed.

Parks and sports facilities are

maintained as per maintenance

standards.

The sportsgrounds renovation is

on going Wade Park -Yenda

toilet facility has had the ceiling

and roof cladding replaced.

Investigate options to plan and develop facilities and services to meet the needs of the whole community – including young, ageing,

low socio economic and diverse community groups.

DP Action Action

Code


Communities committee of

Council actively planning and

developing integrated service

and facility plans.

L4.4.1.1 Communities Committee

develops a whole of community

integrated service and facility

plan.

Community

Development

Coordinator

Recommendations made to

Council on an integrated service

and facility plan.

Ongoing partnership between

Council staff are working with

Family and Community

Services, Dept of Priminster &

Cabinet, Education and non

government agencies to address

priority areas of tenants in

Pioneer Housing Estate

Utilise facilities and services for optimal participation.

Provide and promote accessibility to existing services and facilities, including sporting, education and cultural activities.

DP Action Action

Code



25

DP Action Action

Code


Library - Provide a fresh and

relevant collection of materials in

a variety of formats. Provide

community access to computers

and online information. Position

the Library as a community hub

for learning, networking and

leisure.

L5.1.1.1 Maintain collection development

according to industry standards

and community needs.

Library Manager -

Part Time

Turnover of the collection at 3 or

greater.

Circulation per capita greater

than 5.

48% stock purchased in the last

5 years.

New display formats have been

introduced for collections,

including a "pick me" stand

promoting classic titles, many of

which have been made into

films. The success of this trial

has meant that the collections

team will now provide a

dedicated classics collection.

Junior material has also recently

had a makeover, with our library

getting on board with the

Premier's Reading Challenge.

The recommended titles in the

challenge have been labeled

according to reading age, and

have their own shelving,

encouraging children to sign up

for the challenge and receive a

certificate from the Premier.

The January school holiday

summer reading challenge had

phenomenal success this year,

with over 100 children

participating and for the first time

there was a schools challenge.

There was also a writing activity

to devise a story about "Super

Library Mike" which stretched

young minds even further.


26

DP Action Action

Code


L5.1.1.2 Provide high speed internet and

ancillary services.

Library Manager -

Part Time

Public PCs less than 4 years

old.

Provision of public scanning,

printing, WiFi and power outlets.

Internet speed at acceptable

levels.

Internet speed has dramatically

improved with the installation of

an improved router.

Unfortunately, the self service

PC management system

provider went into liquidation in

December and there has been

no support for our equipment

and software since, with

frequent failures. This has

meant that this equipment will

be shortly replaced. The

existing system had been

funded by State grants. The

new system will separate the

printing and scanning functions

and hopefully reduce the wait

time for customers.

L5.1.1.3 Help improve digital literacy in

the community.

Library Manager -

Part Time

Technology demonstrations

held.

The Library has been fortunate

to receive additional funding

from Telstra to run more of the

popular Tech Savvy Seniors

courses. These courses run for

4 weeks, 2 hours per week.

They will run continually through

till July. This is in addition to the

weekly Tech Talks run by our

library. All courses are

extremely popular and are often

booked out.


27

DP Action Action

Code


L5.1.1.4 Provide programs and services

to empower the community.

Library Manager -

Part Time

Number of visits per annum.

Deliver a minimum of 20

programs annually reflecting the

population demographic.

The library was delighted to be

informed of a successful grant

bid for $150,000 to undertake

modifications to the building to

improve our capacity to run

programs. The size of our

meeting room has long been a

hindrance to expanding our

programs and this funding will

allow for a room nearly double

the size with a kitchenette and

screening equipment. To date

this year the programs team

have presented an amazing

array of programs for all ages,

children's holiday activities,

teens author talks, game clubs,

adult author talks, seniors

movies, seniors week concert,

tech talks, challenges and

competitions, presented both in

our library, in Coleambally, and

online. There are so many ways

to get involved.


28

DP Action Action

Code


L5.1.1.5 Promote the Library's collections

and services through a broad

range of media.

Library Manager -

Part Time

Number of visits to the website. Western Riverina Libraries was

fortunate to receive some

additional funding from the State

Library to use in a collaborative

project. The regional managers

have agreed to have a television

commercial produced to inform

the public of services that our

libraries offer which they may

not be aware of. This will

supplement the many other

forms of promotion which the

library does on a regular basis,

including Facebook, WRL

webpage, media releases,

monthly newsletters and

posters.

Visitor’s Centre - Continue to

promote Griffith via Griffith

Tourism Marketing, PR,

promotions, Griffith Brochure,

Visit Griffith website,

Advertising. Continue to be part

of the NSW Accredited Visitor

Information Centres.

L5.1.2.1 See D1.5.1 Manager, Tourism &

Economic

Development

New promotional DVD about to

be released.


29

DP Action Action

Code


Griffith Regional Theatre -

Entrepreneurial season, Film

Festival, Sponsorship, Music

and movies matinees, Hire of

facilities, maintain Theatre


standard.

L5.1.3.1 Completion of the season

launch.

Theatre & Art

Gallery Manager

Season Launch was a major

success. Held on 18th

November it included a separate

Education Program Launch, VIP

and Sponsor Event, Season

Program Launch and Rockabilly

AfterParty. We have received

many education bookings for

2017 events, as well as a good

number of member and

subscription sign ups.

L5.1.3.2 Marketing strategy developed

and implemented.

Theatre & Art

Gallery Manager

Increase audience by 3-5%. Marketing strategy has been

developed and is being

implemented for current shows.

Updated promotion program,

including targeted promotion of

particular events eg Oddysea is

being developed for upcoming

events.

L5.1.3.3 Entrepreneurial season to be

delivered as schedule.

Theatre & Art

Gallery Manager

Minimum of 8 shows per

calendar year.

Seas on is progressing as

planned. Only one event -

Donatella Parise's Theatre

Sports night - has been

cancelled. All others have been

delivered as planned within this

quarter. Based on program and

current progress 12 shows will

be delivered within the first 6

months of 2017 - 50% more

than the entire projected number

of shows (8) for the full year.


30

DP Action Action

Code


Art Gallery - Local artist

exhibitions, community

exhibitions, exhibitions

celebrating cultural diversity,

youth exhibitions, touring

exhibitions and public programs.

Maintain Gallery facilities as per

adopted service standard.

L5.1.4.1 Exhibition season for Art Gallery

to be delivered as scheduled.

Theatre & Art

Gallery Manager

Minimum of 6 exhibitions per

year.

Provide a schedule of

exhibitions to the Cultural

Facilities Committee for

adoption by 30 September 2016.

Provide a quarterly report to the

cultural Facilities Committee on

the performance of the Art

Gallery with a view to having

year on year increased

participation to Art Gallery

exhibitions and public programs

by the wider community.

The program of exhibitions for

2017 has been developed and

promoted. 3 exhibitions have

already been presented in the

first 4 months of 2017 (half of

the entire projected number for

the calendar year). A further 2

shows are programmed to be

exhibited before the end of the

financial year.

L5.1.4.2 ArtSpace - minimum of 4

programs per year.

Theatre & Art

Gallery Manager

Minimum of 4 exhibitions per

year with local artists.

A total of 6 shows are

programmed for this calendar

year. Two have already been

delivered within the first 4

months of this calendar year,

and another is programmed to

be delivered before the end of

the financial year.


31

DP Action Action

Code


L5.1.4.3 Marketing strategy for Art

Gallery developed.

Theatre & Art

Gallery Manager

Increase audience by 3-5% over

calendar year.

Marketing for the art gallery has

been ramped up during the first

quarter of 2017 with outstanding

results. Over 300 people

attended the Free Family Fun

Day in February to launch the

2017 Gallery Program and

intensive marketing programs on

Facebook, Area News and radio

have secured good numbers for

public programs. A large crowd

of around 150 people also

attended the opening of Kerry

Weymouth's exhibition.


32

DP Action Action

Code


L5.1.4.4 Public programs for Art Gallery Theatre & Art

Gallery Manager

Minimum of 4 programs per

year.

A strong program of activities

targetting different market

segments has resulted in a

diverse and vibrant public

programs start to 2017. In the

first quarter (First Term) we

have already delivered ongoing

kids art classes (as well as

holiday workshops), weaving

workshops with Aboriginal

women, polymer clay workshops

with general public and

Aboriginal girls, printmaking and

portraiture classes. We have

already completed more than

the 4 programs required for the

entire calendar year, and have a

whole new program starting in

Term 2.

Griffith Regional Aquatic Leisure

Centre - General swimming,

Swimming Carnivals, Swim

School, Gymasium classes and

programs, Creche, Swimming

Squad, maintain Aquatic centre


standard.

L5.1.5.1 Ensure facility is clean,

functional and available to

participants of each of the

nominated programs or events

throughout the year.

Leisure Services

Manager

Provide quarterly report to

Cultural Facilities Committee

outlining attendance and

performance of each department

within the facility.

A decrease in cost/entry of 5%

year on year.

Increase attendances by 5%

year on year.

GRALC has opened and

remained open for all advertised

opening times with only short

periods where specific areas

have been closed to undertake

necessary maintenance or

upgrading.


33

DP Action Action

Code


Westend Sports Stadium -

Cultural events such as Islander

Craft Fair, Wheelchair

basketball, State Basketball and

Junior State Basketball, School

sports, Community Events,

badminton, volleyball, general

sports activities, maintain

stadium facilities as per adopted

service standard.

L5.1.6.1 Ensure stadium is clean,

functional and available to

participants of each of the

nominated programs or events

throughout the year.

Leisure Services

Manager

Develop a schedule of

improvements for the stadium to

facilitate the maximisation of

attendance and utilisation of the

facility.

Quarterly use statistics provided

to Cultural Facilities Committee.

The stadium has remained open

for the vast majority of

advertised and agreed hours.

Water leaking through the roof

onto the courts has resulted in

the postponement of one

afternoon of basketball during

this period. Grant funding has

been sort to facilitate the

replacement of the leaking roof.

Pioneer Park Pioneer Park

Museum will continue to

coordinate the existing major

events such as, Australia Day

Brekkie, Good Friday Action

Day, Local Government Week

Schools Day and Festa Della

Salsicce (Salami Day). These

annual activities will be

supported by introducing new

initiatives highlighting the

museum's extensive collection

and encouraging community

participation.

L5.1.7.1 Pioneer Park Management

Committee to plan and conduct

new and existing events.

Manager, Tourism &

Economic

Development

Increased visitation at Pioneer

Park Museum.

Successfully held another action

day with an increase of

crowds....3000.

Actively promote, via

implementation of

communication strategy,

Council’s services and facilities.

L5.1.8.1 Councillors and staff are

informed of communication

strategy.

Manager Executive

Services

Councillors and staff understand

and utilise the processes and

options for communication and

community engagement.

Regular media releases and

weekly two page spread in Area

News highlighting Council

services and facilities. Reviewed

"Statements to the Media Policy"

adopted by Council in April

2017.


34

DP Action Action

Code


L5.1.8.2 Relevant staff are trained in web

content management system

and social media applications.

Manager Executive

Services

Web information is maintained

and regularly update.

Website review of all facility

websites undertaken. Retraining

of department "champions" to be

undertaken. Regular Facebook

updates and weekly two page

spread in Area News.

Liaise with local agencies and

user groups to ascertain their

requirements.

L5.1.9.1 Liaise with local agencies and

user groups to ascertain their

requirements.

Community

Development

Coordinator

Council informed of community

issues.

Regular meetings and

attendance at various

interagency network meeting

and agency committee meetings

by staff.

Promote pathways into alternative education and training where appropriate.

DP Action Action

Code


Promote local and advocate to

State and Federal governments

the need for alternative

education options within our

community.

L5.2.1.1 Provide support to organisations

delivering services locally by

way of advocating to State and

Federal governments.

Community

Development

Coordinator

Continued involvement with the

Western Riverina Higher

Education Project.

Continue survey of school leaver

intentions.

Letters of support provided for

local services applying for

funding to continue/expand

service delivery programs.

Ongoing support provided to

local agencies, working with

Deakin University and Western

Riverina Community College.


35

Promote the benefits of life-long learning.

DP Action Action

Code


Support local providers of

educational and skills programs.

L5.3.1.1 Provide ongoing advocacy

support to existing organisations

delivering services locally.

Community

Development

Coordinator

Continued support to Grow Your

Own Griffith program and Centre

of Excellence in Irrigation.

Ongoing. Investigation options

for promotion of Aboriginal

languages.

Integrate cultural and community groups and address issues faced by minority groups.

Promote the implementation of Ethnic Affairs Priority Statement programs throughout the community.

DP Action Action

Code


Council staff raise awareness of

Ethnic Affairs Priorities on an

ongoing basis.

L6.1.1.1 Council staff raise awareness of

Ethnic Affairs Priorities on an

ongoing basis.

Community

Development

Coordinator

N/A Not progressing.

Deliver diversity awareness training and support to new arrivals and community.

DP Action Action

Code


Council staff raise awareness of

diversity on an ongoing basis.

L6.2.1.1 Council staff raise awareness of

diversity on an ongoing basis.

Community

Development

Coordinator

N/A ongoing. Council organised

Cultural Awareness training

local TAFE campus for staff and

agencies. Council staff work with

the Multicultural Committee to

deliver services, National

celebrations and annual

festivals.


36

Promote, celebrate and build on our cultural diversity cosmopolitan identity.

Encourage participation in established activities celebrating community diversity.

DP Action Action

Code


Promote community events via

Events Calendar, Council

Website.

L7.1.1.1 Provide methods for community

groups to promote activities

online.

Community

Development

Coordinator

Community Directory

maintained.

Ongoing.

Encourage local organisations to

celebrate cultural diversity eg La

Festa, Refugee Week, Harmony

Day.

L7.1.2.1 Ongoing liaison with local

organisations to encourage local

organisations to celebrate

cultural diversity.

Community

Development

Coordinator

Number of events held. Ongoing. Staff working with

Aboriginal Working Party and

with the Multicultural

Interagency to organise events,

promote and celebrate cultural

diversity.

Successfully deliver externally funded programs designed to increase community engagement by those from Culturally and

Linguistically Diverse communities.

DP Action Action

Code


Investigate opportunities for

collaboration with other

agencies in support of CALD

community.

L7.2.1.1 Strategies developed in

conjunction with Communities

Committee in support of CALD

community.

Community

Development

Coordinator

Strategies identified are

delivered subject to external

funding.

Working with local members of

the Multicultural NSW Regional

Advisory Board, Centacare

Settlement Services and

Multicultural Interagency to

identify barriers and improve

engagement strategies.


37

Increase and improve promotion of existing arts and cultural events and facilities.

DP Action Action

Code


Work with Council facilities to

promote relevant arts and

cultural events as per

Communication Strategy

including use of Council’s

website, media releases, weekly

radio program.

L7.3.1.1 Ongoing role of Council’s

Marketing and Promotions

function.

Manager, Tourism &

Economic

Development

Marketing strategies to be

developed.

Ongoing.

Acknowledge and be responsive to issues which have an impact upon the community’s wellbeing and harmony.

Maintain and build on current programs being delivered by local agencies and Council.

DP Action Action

Code


Encourage community to

participate in programs and

utilise facilities provided.

L8.1.1.1 Ongoing function of Council -

encourage community to

participate in programs and

utilise facilities provided.

Community

Development

Coordinator

N/A Ongoing.


38

Increase awareness of existing support services and programs.

DP Action Action

Code


Regular updates of community

service information.

L8.5.1.1 Community services map

created and available.

Community Directory review

undertaken 6 monthly.

Community

Development

Coordinator

N/A Ongoing promotion and updates

of Community Service Directory.

Establish and promote an on-line process for information gathering and dissemination to address community safety issues.

DP Action Action

Code


Liaise with local service

providers to develop best

method for information

dissemination.

L8.6.1.1 Work with interagencies to

identify communications

processes.

Community

Development

Coordinator

Community information is readily

available online.

Ongoing. Monthly information

exchange at interagencies to

assist in the promotion of

community activities and events.

L8.6.1.2 Investigate options for a central

information hub or online links to

be incorporated on to

community web sites.

Community

Development

Coordinator

Agency information is readily

available to community.

Ongoing.


39

Valuing our Environment

To reduce consumption and loss of water.

Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for water.

DP Action Action

Code


Monitor district metered and

pressure zones for variations,

anomalies and flow patterns.

E1.1.1.1 Monitor district metered and

pressure zones for variations,

anomalies and flow patterns.

Senior Engineer - W

& S Operations

To reduce water loss in the

water distribution system to

10%.

Pressure and flow patterns are

monitored per zone via SCADA

– ongoing.

Improve water distribution

management knowledge.

E1.1.2.1 Provide regular reports on water

usage data to Utilities

Committee.

Senior Engineer - W

& S Operations

Water usage reports provided to

Utilities Committee on a

quarterly basis.

Director Utilities used to

reported to the Utilities

Committee (now defunct).

Consumption figures available

on Treatment Plant Operational

Logs.

Develop and implement a detailed asset management and replacement program for water infrastructure.

DP Action Action

Code


Replace all water meters on

scheduled program – ongoing.

E1.2.1.1 Manage and maintain Griffith

and villages water meters

annual replacement program.

Senior Engineer - W

& S Operations

Target of 800 replacements per

annum.

No meter age greater than 20

years.

Meters replaced 243: 8 in Jan,

71 in Feb, 164 in Mar. Awaiting

a Water Directorate investigation

and report on remote metering

before going that way.


40

DP Action Action

Code


Maintain an annual water mains

replacement program – ongoing.

E1.2.2.1 Manage and maintain Griffith

and villages water mains

replacement program.

Senior Engineer - W

& S Operations

100% of capital works for water

mains completed by June 2017.

Sergi Rd & Kooyoo St planned

mains replacement completed,

Tranter Pl main renewal in

progress.

Utilise water reuse from GWRP

for livestock marketing centre.

E1.2.3.1 Monitor effluent re-use scheme

at Griffith Livestock Marketing

Centre.

Director - Utilities Provide report on the amount of

effluent re-use to Utilities

Committee.

Technical problems with the

Ultra Violet (UV) treatment

process of the recycled water

has prevented the effluent re-

use being used at the Griffith

Livestock Marketing Centre. Due

to having to deal with the

American suppliers of the UV

system, the technical solution is

delaying the process but is

slowly getting fixed.

Offer rebates for water efficient

devices – ongoing.

E1.2.4.1 Rebate program for water

efficient devices provided.

Director - Utilities Number of rebates provided. No water saving rebate

applications received and this

quarter.


41

To increase reuse/recycling of wastewater and stormwater.


DP Action Action

Code


Explore biosolids reuse options

as outlined in 2016 Biosolids

Strategy.

E2.1.1.1 Continue to monitor Griffith

Wastewater Reclamation Plant

biosolids disposal.

Senior Engineer - W

& S Operations

Report biosolids handling and

disposal to Utilities Committee.

GWRP's biosolids transported to

Tharbogang Landfill site every

day. Weighbrigde records

biosolids deliveries for billing

purposes. Summary in Trim

16/85712 – ongoing.

Investigate options for

stormwater reuse.

E2.1.2.1 Not in 2016/17. Director - Utilities Stormwater reuse not applicable

Develop and implement a detailed asset management and replacement program for sewerage infrastructure.

DP Action Action

Code


Maintain sewer infrastructure

network including mains, pump

stations and treatment

processes.

E2.2.1.1 Manage and maintain sewer

infrastructure network.

Senior Engineer - W

& S Operations

Annual Sewer mains

replacement program completed


New flow gauges instaled on

sewer rising mains: 300mm from

G3, 600mm from G4, 200mm

out of G1, Inspection of sewer

pumps in pump wells completed.

G3 Sewer rising main

replacement added into

2017/2018 budget.


42

To protect and enhance water quality.


DP Action Action

Code


Prepare and implement water

quality management plan in

accordance with State

Government requirements.

E3.1.1.1 Implement and monitor Water

Quality Management Plan

(WQMP).

Senior Engineer - W

& S Operations

100% compliance with

Australian Drinking Water

guidelines.

Ongoing scheduled monitoring

and reporting in place. Water

Quality test results published on

Council's website. WQMP in

review process.

Develop and implement a detailed asset management and replacement program for water infrastructure.

DP Action Action

Code


Maintain water infrastructure

network including reservoirs,

mains, treatment processes.

E3.2.1.1 Manage and maintain water

infrastructure network.

Senior Engineer - W

& S Operations

Works completed as per 10 year

capital works plan.

New and to be renewed mains

included in 2017/2018 budget.

Longer term projects list

updated. Tender for new 250

water main on Willandra Ave,

Merrigal Ave & Sidlow Rd

awarded. Investigation for

GWTP filter rehabilitation

progressing.

E3.2.1.2 Complete annual mains

replacement program.

Director - Utilities Annual water mains

replacement program completed


Capital works program for mains

replacement commenced and

progressing. Contractor has

been engaged and work has

commenced on the Willandra

Avenue potable trunk main.


43

To reduce energy consumption and greenhouse gas emissions.

Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for energy and climate change.

DP Action Action

Code


Implement the short to medium

term objectives of the Griffith

City Council Environmental

Sustainability Strategy. Eg

streetlight lamp replacement

program, use of energy efficient

vehicles in Council’s Fleet

program, reducing office

consumables such as paper,

water saving initiatives such as

homeowner rebate scheme for

water efficient devices, recycling

services to be extended to

appropriate Council facilities,

development of the transfer

station and landfill facilities,

energy audits of Council

facilities.

E4.1.1.2 Maintain Council’s energy

efficient initiative with Fleet

Management.

Fleet Manager Ongoing review of energy

efficient plant and vehicles.

Plant program for this financial

year almost completed.

Continually monitoring idling

times of plant to reduce overall

fuel consumption and excessive

emissions output.

E4.1.1.3 Introduction of more electronic

communication media to reduce

reliance on paper.

Manager Executive

Services

Website redesigned to increase

ease of user accessibility.

Implement Councillor

Dashboard to Ipads.

100% business papers delivered

electronically to Senior

Management Team and

Councillors.

Electronic forms software to be

rolled out to staff. Councillors

utilise iPads and "Hub" app.

E4.1.1.4 Initiate alternative energy saving

initiatives.

Environment, Health

& Sustainability

Coordinator

Energy and water saving

initiatives promoted.

Undertook brief discussion with

Northmore Gordon re

opportunities for biomass and

biomass energy production for

GCC and the surrounding

region.


44

DP Action Action

Code


Seek funding to promote the

objectives contained within the

Environmental Sustainability

Strategy.

E4.1.2.1 Seek funding to promote the

objectives contained within the

Environmental Sustainability

Strategy.

Environment, Health

& Sustainability

Coordinator

Funding applications lodged. LW&CMS Public Exhibition

period closed 27th Jan 2017.

Three Public Exhibition

responses were received,

reviewed and forwarded onto

consultants Water Technology

P/L. Water Technology P/L

further reviewed the Public

Submissions and considered

their comment for inclusion into

both the next drafts of the

LW&CMS Technical and

Strategy Reports.


45

DP Action Action

Code


Facilitate renewable energy

options (provide education,

increase use of renewable

energy options at Council

facilities).

E4.1.3.1 Work with Council’s facility

managers to explore

opportunities on renewable

energy use.

Environment, Health

& Sustainability

Coordinator

Renewable energy options

identified.

Both GWRP and GRALC

Energy Audit site visits (3 x days

each) were arranged by GCC

and undertaken by Northmore

Gordon (NMG) during early Jan.

2017. Both sites were

comprehensively inspected and

audited during this period by two

NMG Electrical Engineers. Prior

to, during and after these site

visits GCC site staff and EH&S

Coordinator were active in

sourcing all site data as

requested by the auditors.

(Interval Data, Flow Meter Data,

Equipment Spec's). All this work

was undertaken as a precursor

to the next stage delivery of the

Interim Energy reports for both

the GWRP and GRALC back to

Council.


46

To improve air quality by reducing exposure to air pollution.

Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for energy, air and climate change.

DP Action Action

Code


Implement the actions and

objectives of the Environmental

Sustainability Strategy relating

to air quality.

E5.1.1.1 Develop programs to make the

community aware of issues

surrounding air quality.

Environment, Health

& Sustainability

Coordinator

Awareness programs

developed.

Met with Ricegrowers

Association representative re

forthcoming rice stubble burning.

Discussed and the need for a

Media Release outlining BMP

rice stubble burning, air quality

impact reduction and impacts on

human health. Made

recommendations as to the

content of a prospective Media

Release. Contributed and proof

read joint MR prior to release.

E5.1.1.2 Investigate options for bio

energy/bio mass utilisation from

agricultural bi-products.

Environment, Health

& Sustainability

Coordinator

Options investigated. Meetings and teleconferences

with OEH, Industry Capability

Network (ICN) and Riverina

Regional Development Australia

(RD) in lieu of organising and

running a Bioenergy for Industry

and Business Workshop in

Griffith during June 2017. GCC

will be a sponsor of this event.


47

To minimise the environmental, social and financial costs of new development.

Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for land and the built environment.

DP Action Action

Code


Provide water and sewerage

services that meet growth

demands - ongoing.

E6.1.1.1 Ensure adequate infrastructure

plans in place for future

demand.

Senior Engineer - W

& S Operations

All applicable developments are

adequately provided with water

and sewerage services. Number

of new tenements added to

water and sewerage

infrastructure.

Ongoing - future projects list

gets reviewed and adjusted as

new information on

developments becomes

available. Performance of

existing infrastructure feeds into

replacement programs.

Incorporate environmental

sustainability principles into

Council planning policies.

E6.1.2.1 As policies are reviewed,

principles of environmental

sustainability will be

incorporated.

Environment, Health

& Sustainability

Coordinator

N/A Recommendation stands. No

further action required.

Provide development assessment and building certification services to the Griffith Community.

DP Action Action

Code


Assess and determine

development applications,

construction and building

certificates and section 149

certificates.

E6.2.1.1 Manage and maintain an

efficient Development

Application process as per

legislative requirements.

Planning &

Environment

Manager

Development is compliant with

Local Environment Plan and

Development Control Plans.

Number of applications

assessed within legislative

timeframe.

This an ongoing process which

receives high priority in the

Directorates day to day

operational responsibilities and

ratings compared to other

councils confirms that a very

high standard is maintained.


48

DP Action Action

Code


Investigate and regulate

unauthorised building works and

land use.

E6.2.2.1 Implement protocol to deal with

unauthorised building works and

land use.

Planning &

Environment

Manager

Number of matters investigated

and successfully resolved.

Protocols in place and

operational.

Provide guidance on potential

development, construction and

planning issues.

E6.2.3.1 Hold an annual forum with

developers, consultants and

stakeholders.

Planning &

Environment

Manager

Annual forum held. Number of

meetings addressed. Reference

Group engaged.

Annual forum for 2017 still to be

held.

To preserve our natural and built heritage for future generations.


DP Action Action

Code


Reduce possible groundwater

pollution from residential septic

systems by constructing

reticulated sewerage systems to

unserviced areas.

E7.1.1.1 Septic SMART program

ongoing.

Environment, Health

& Sustainability

Coordinator

Maintain septic tank awareness.

Reduction of tenements utilising

septic systems as development

occurs.

Improved quality of stormwater

runoff.

As per previous comments from

Q2, 2016/2017.

Adhere to Street Tree

preservation policy.

E7.1.2.1 Process Tree Preservation

Orders according to Street Tree

preservation policy.

Parks & Gardens

Manager

Number of Tree Preservation

Orders processed.

All received Tree Preservation

Orders have been processed

within the guidelines of the Tree

Preservation Policy.

E7.1.2.2 Operate within the adopted

Street Tree policy guidelines.

Parks & Gardens

Manager

Compliance with the Street Tree

policy.

Maintenance to Street Trees is

ongoing in accordance with the

Policy.


49

DP Action Action

Code


Maintain street sweeping

program to improve quality of

stormwater runoff.

E7.1.3.1 Manage and maintain street

sweeping program.

Works Engineer -

Maintenance

Street sweeping undertaken as

per program.

Street sweeping program for

16/17 have been developed and

implemented. Program is to be

review at end of each quarter to

ensure street sweeping

undertaken as per program. The

quarter two sweeping is on track

as per the program.

Provide gravel from the

Tharbogang quarry to a

standard required for roadworks.

E7.1.4.1 Gravel extraction be carried out

as per licence and development

application requirements.

Waste Operations

Manager

Gravel extracted meets the

demand and quality required for

Council roadworks whilst

maintaining full compliance with

NSW Planning licence regarding

landfill and quarry operations.

Since the last reporting period

there has been approx 21k tns

of gravel used out of the

Tharbogang Quarry.

Develop biodiversity strategy

and management plans for the

Griffith LGA.

E7.1.5.1 Work with Environment and

Sustainability Committee to

finalise Biodiversity Strategy.

Environment, Health

& Sustainability

Coordinator

Work with Local Land Services

on Biodiversity strategies.

As per previous comments from

Q2, 2016/2017.

Monitor and review heritage

listed buildings in the Griffith

LGA.

E7.1.6.1 Heritage matters considered as

they arise.

Planning &

Environment

Manager

Number of heritage matters

considered.

Completed as part of the LEP

and listed as such. Any matters

arising will be dealt with.


50

To plan effectively and consider health issues within planning sustainable development frameworks.


DP Action Action

Code


Implement the objectives of the


(PAMP) and Bicycle Plan.

E9.1.1.1 Apply for relevant grants to

implement the objectives of the


(PAMP) and Bicycle Plan.

Director -

Infrastructure &

Operations

Implement PAMP and Bicycle

Plan recommendations as per

the 5 year priority table.

PAMP Review progressing to

include new works and adjust

the priorities according to

standard ranking prior to

consultation with Councillors.

To improve biodiversity by preserving and protecting existing biodiversity.

Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for biodiversity.

DP Action Action

Code


Develop biodiversity strategy

and management plans for the

Griffith LGA.

E10.1.1.1 Finalise the Biodiversity

Strategy.

Planning &

Environment

Manager

Adoption of Biodiversity

Strategy.

Draft document to be finalised

and implemented pending public

consultation and council

endorsement.


51

To ensure and maintain the conservation of the natural environment.

Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for biodiversity

DP Action Action

Code


Improve sustainable landuse by

continuation of the noxious

weeds eradication and control

programs.

E11.1.1.1 Manage and maintain Council’s

ongoing noxious weeds

program.

Parks & Gardens

Manager

Noxious weeds – report on

noxious weed infestation on

rural properties annually.

Noxious weeds budget fully

expended.

Extensive work is being

undertaken to address and

control the Prickly Pear

infestations on Crown & Private

owned land.

To improve knowledge and

understanding of the issues

surrounding biodiversity.

E11.1.2.1 Biodiversity education program

developed and implemented.

Planning &

Environment

Manager

Biodiversity education program

developed.

No action this quarter.

Seek funding to further promote

biodiversity.

E11.1.3.1 Apply for relevant grants to

further promote biodiversity.

Planning &

Environment

Manager

Number of grants applied for. Applications to be lodged if

funding becomes available.

Investigate creation of a

Significant Tree Register.

E11.1.4.1 Significant Tree Register

investigated.

Planning &

Environment

Manager

Significant Tree Register

investigated.

A priority would be Banna Ave

and Yambil Street as part of a

more comprehensive review. A

Tree policy is planned will be

finalised during 2017.


52

To deal with waste more effectively, including using it as a resource.

Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for waste.

DP Action Action

Code


Continually upgrade the existing

landfill facility at Tharbogang to

provide waste handling to

accommodate the needs of the

community up until 2035.

E12.1.1.1 Continue construction of landfill

cells at existing site.

Waste Operations

Manager

Report to Utilities Committee on

the remaining capacity of

existing landfill facility.

There is a project underway that

is designing the leachate/Storm

water for the void that is

between the new Landfill road

and the existing Landfill.

This will provide a design for a

contractor to construct the

infrastructure for the new cell.

Encourage resource recovery

(transfer station) and continue to

improve kerbside recycling

participation.

E12.1.2.1 Promote use of Transfer

Stations and improved usage of

domestic recycling.

Waste Operations

Manager

Report collection information

from Transfer Stations and

update usage of domestic

recycling to Utilities Committee.

All loads from the WTS are

weighed off over the WB before

the go to landfill. There has

been a average of 125 tns of

domestic recycling collected so

far this fin year.

Maintain waste collection and

disposal from domestic,

commercial, street and park

areas.

E12.1.3.1 Provide domestic, commercial,

street and park bin collections.

Waste Operations

Manager

Domestic, commercial, street

and park waste collected at

least weekly.

Replace 90% stolen or broken

garbage bins within 3 working

days of being notified.

100% urban rate payers have

access to a kerbside recycling

service of plastic, paper, glass.

Respond to non collection within

24 hours.

All the bin stands and some

additional ones were replaced at

Jubilee Oval in late March 2017.

There are 8,923 properties that

have a domestic or commercial

kerbside collection. All the other

targets are met.


53

DP Action Action

Code


Maintain a comprehensive litter

control program.

E12.1.4.1 Additional street bins to be

provided when requested and

according to budget allocation.

Waste Operations

Manager

Additional street bins provided

within one month of application.

When budgeted for new street

bins will be installed.


54

Growing our City

Develop Griffith as a centre of choice for trade, business, health, recreation and employment.

Advocate for the early installation of National Broadband Network in the Griffith LGA.

DP Action Action Code Action Responsibility Performance Measure Comment

Consider NBN rollout

in Council’s strategies

and plans. See also

D5.1, D2.2

D1.1.1.1 Liaise with National

Broadband Network on

issues related to NBN rollout

in Griffith.

Manager, Tourism &

Economic

Development

N/A 99% completed.

Ensure development is planned and strategic, incorporating principles of sustainability and triple bottom line of being financially,

socially and environmentally measured.


Sustainability

principles

incorporated into

Council’s planning

policies.

D1.2.1.1 Planning instruments reflect

sustainability principles.

Planning &

Environment Manager

Ongoing. DCP Draft almost completed for

public participation.


55

Increase local access to further education options.


Continue Council’s

commitment to further

education options and

pathways.

D1.4.1.1 Ongoing commitment to

Western Riverina Higher

Education Project.

Director - Sustainable

Development

Interaction with Charles Sturt

University, Deakin

University, Riverina Institute

NSW TAFE and other

providers on higher

education pathways.

On going interaction with CSU and

Deakin and Grow Our Own

programs.

Promote the value of tourism and its economic benefits to the community.


Implement the

strategies within the

Tourism Business

Plan.

D1.5.1.1 Implement the strategies

within the Tourism Business

Plan.

Manager, Tourism &

Economic

Development

Increase visitor numbers,

visitor expenditure and

visitor satisfaction.

Constantly being actioned via

securing events, promotions and

working with local stakeholder.

Also working with media and

DNSW, RRT and the new

Destination Riverina Murray

Network.

Attract and develop new value–adding industries.

Encourage the establishment of diversified industries.


Seek funding to attract

new business and

industry.

D2.1.1.1 Promote employment

opportunities.

Manager, Tourism &

Economic

Development

Number of new business

enquiries.

Continue to work with government

agencies and stakeholders.


56

Improve the physical appearance of city and village entrances.


Develop a design

proposal for

beautifying the city

and village entrances.

D2.3.1.1 Prepare master plans for city

and village entrances.

Planning &

Environment Manager

Completion of entrance

strategy.

Community consultation to start

next quarter.

Encourage planned development in Griffith LGA villages and the wider region.


Create planning

instruments that

encourage

development in these

areas.

D2.4.1.1 Create planning instruments

that encourage development

in these areas.

Planning &

Environment Manager

Incorporate in Planning

instruments.

The LUS and LEP encourage

growth in these areas and new

development proposals and on

going growth of existing industries

and business is proof. Residential

development ongoing, expansion

in wine industries and chicken

industries and growth in local

transport industry occurring.


57

Promote opportunities for small businesses to establish in our community.


Liaise with Business

Enterprise Centre and

Griffith Business

Chamber, Trade and

Investment NSW to

develop resources

and programs to

assist small business

to establish in the

area.

D2.5.1.1 Regular meetings held with

Business Enterprise Centre

Griffith Business Chamber,

Trade and Investment NSW.

Manager, Tourism &

Economic

Development

Number of meetings held. Ongoing.

D2.5.1.2 Present local and regional

economic profile.

Manager, Tourism &

Economic

Development

Local and regional economic

profile available on Council

website.

Ongoing.

Attract and host

international trade

delegations to further

promote business

opportunities within

the region.

D2.5.2.1 Promote business

opportunities to overseas

investor groups.

Manager, Tourism &

Economic

Development

Number of meetings with

agencies dealing with trade

and investment.

Number of trade delegations

to Griffith.

Ongoing....attended Ports Of

Melbourne update in Wagga

Wagga.

Monitor industry

assistance package

program.

D2.5.3.1 Monitor industry assistance

program.


Development

Success of Griffith Local

Economic Assistance

Program.

To be reported to Business,

Development and Major Projects

Committee in June.


58

Implement Economic Development Strategies to assist in filling vacant commercial spaces and consider location of shopping

centres.


Liaise with Business

Enterprise Centre and

Griffith Business

Chamber, Trade and

Investment NSW to

develop resources

and programs to

assist small business

to establish in the

area.

D2.6.1.1 See D2.5.1 Manager, Tourism &

Economic

Development

See D2 5.1

Invest in and implement the strategies identified by the Strengthening Basin Communities Project.


Investigate and

provide options to

implement projects

from the Economic

Development

Strategy.

D2.7.1.1 Project options identified.

See C6.2

Manager, Tourism &

Economic

Development

Number of economic

development opportunities

investigated.

See C6.2

D2.7.1.2 Seek funding for delivery of

projects from the Economic

Development Strategy.

Manager, Tourism &

Economic

Development

Number of grant

applications. Number of

recommendations

implemented.

Ongoing.


59

Develop Griffith as regional transport hub and inter-modal transport centre.

Relocate freight terminal from Central Business District.


Planning and

assistance for freight

terminal and logistics

park progressed.

D3.1.1.1 Continue to liaise with

stakeholders regarding

Widgelli Freight Intermodal

and Logistics Park.

Manager, Tourism &

Economic

Development

Ongoing. Continue to work with the Col Rees

Group.

Improve facilities at existing Griffith transport infrastructure, ie: airport, bus interchange, railway station.


Maintain Griffith

Airport. See also D8.2

D3.2.1.1 Manage and maintain Griffith

Airport in accordance with

Civil Aviation Safety

Authority (CASA) standards.

Airport Coordinator Monthly report to Transport

Committee.

Airport maintained to CASA

requirements.

The Airport is being managed in

accordance with Civil Aviation

Safety Authority guidelines and

legislation. Monthly reports

provided to Transport Committee.

Drainage works have been

completed.


60

Maintain and develop public roads, paths, cycleways and transport corridors.

Develop and implement a detailed asset management and replacement program for public roads, paths, cycleways and transport

corridor infrastructure.


Maintain road

infrastructure network

as per adopted

service standard

including sealed and

gravel roads,

footpaths, kerb &

gutter, signage,

drainage culverts,

carparks, bridges and

other associated

infrastructure.

D4.1.1.2 Maintain regional and local

roads and traffic facilities to

adopted service standards.

Works Engineer -

Maintenance

Implement Service

Standards for roads and

pathways adopted by

Council.

Rural roads have been completed.

Urban Roads and Carpark reseal

has commenced.

K&G has been replaced in a

number of streets. K&G

programme will continue until all

funds are spent for 16/17.

Number of drains have been

cleaned.

Rural Roads heavy patching

programme has commenced.

Heavy Patching on RMS and

Regional Roads have been

completed.

Construct roads in

accordance with

available funding and

Asset Management

Plans.

D4.1.2.1 Construct roads in

accordance with Capital

Works program.

Works Engineer -

Construction

Roads to Recovery and

Council own source

expenditure budgets fully

expended.

1. Oakes Rd was opened to traffic

on 13/01/2017

2. Bagtown Roundabout completed

around 40%

3. Works on Cooper Rd scheduled

to commence on 26/04/2017

4. Thorne Rd (East) Vegetation

Clearing and Power Pole

Relocation planned for 2016/2017

5. Gravel Resheeting Works

commenced on 23/03/2017


61


Rehabilitate sealed

roads in accordance

with available funding

and Asset

Management plans.

D4.1.3.1 Sealed roads rehabilitation

program implemented in

accordance with Asset

Management Plans.

Works Engineer -

Maintenance

Sealed roads rehabilitation

program reported in

accordance with the Asset

Management Plans (plans

yet to be finalised and

adopted).

Rehabilitation of Oakes Road has

been completed in January 2017 .

Extend and improve kerb and guttering in the CBD.


Maintain and renew

kerb and guttering in

accordance with Asset

Management Plan

and available funding.

D4.2.1.1 Asset Management Plan to

be developed and

implemented.

Director -

Infrastructure &

Operations

Implement and report on

Asset Management Plan

when finalised.

Yambil Street Design nearing

completion to be implemented in

2017/18.

Install path/cycleways in residential areas.


Seek funding to

implement the

outcomes of the

completed Cycleway

and Footpath Strategy

for residential areas.

D4.3.1.1 Apply for relevant grants to

implement the outcomes of

the completed Cycleway and

Footpath Strategy for

residential areas.

Director -

Infrastructure &

Operations

Successful grant application. Final works completed with

Pathways installed in Yenda,

Yoogali and additional works in

Apex Park, Griffith proposed for

Q4.


62

Install path/cycleways to connect suburbs and villages.


Seek funding to

implement the

outcomes of the

completed Cycleway

and Footpath Strategy

to connect suburbs

and villages.

D4.4.1.1 Apply for relevant grants to

implement the outcomes of

the completed Cycleway and

Footpath Strategy to connect

suburbs and villages.

Director -

Infrastructure &

Operations

Successful grant application. RMS active transport program

guidelines not conducive to suburb

and village connectivity.

Improve and maintain street lighting in residential and central business areas.


Liaise with local

energy provider and

community to review

and improve street

lighting.

D4.5.1.1 Ongoing review of street

lighting in residential and

central business areas.

Works Engineer -

Maintenance

Street lighting issues

identified and reported to

Essential Energy.

Energy supply contract

reviewed.

Two new street lights were

installed on Lakes Road.

All allocated fund for 2016/17 been

spent.

Declined the option from Essential

Energy to convert all Streetlights to

LED at our cost estimated to be

$730,000.


63

Provide infrastructure in partnership with service providers.

Facilitate the construction of appropriate accommodation for the delivery of additional health services.


Complete lease

arrangements over

the St Vincents

Private Community

hospital and

Murrumbidgee

Taching and Learning

Centre medical and

Allied health to be

located at Animoo

Avenue. See L3.3

D5.3.1.1 Finalise lease of St Vincents

Community Private Hospital

and Murrumbidgee Teaching

and Learning Facility along

with identified student

accommodation.



Services

St Vincents Community

Private Hospital and co-

located Murrumbidgee

teaching facility/student

accommodation are

operational by 30 Sep 2016.

Waiting on registration

confirmation.

Recommit to the Memorandum of Understanding between GCC, Charles Sturt University and NSW Institute of TAFE – Riverina to

expand tertiary education options delivered locally.


Charles Sturt

University and

Riverina Institute will

continue to provide

flexible and innovative

educational models in

tertiary education in

Griffith and the

Western Riverina.

D5.4.1.1 Continue to offer Pathways

programs including the

formalised pathway

programs in nursing, early

childhood education and

management/human

resources.


Development

Number of TAFE Diploma

Students who enrol at CSU

(actual figures not available -

anecdotal evidence only).

Pathways programs remain in

place. Resignation of CSU Project

Officer has prevented a more

detailed report.

D5.4.1.2 Investigation into the

demand for other pathway

programs of unmet needs.


Development

Investigations undertaken. Investigation of further Pathway

programs on hold following

resignation of CSU Project Officer.


64


Investigations will

continue into the

demand for running

other pathway

programs.

D5.4.2.1 Continue to investigate

alternative higher education

pathways.


Development

Investigations undertaken

with higher education

providers.

Investigations on hold following

resignation of CSU Project Officer.

Develop policies that encourage sustainable growth.

Progress the development of new and existing Griffith Cemeteries to incorporate elements that accommodate the diverse cultural

groups within our community.


Complete detailed

design phase of new

cemetery and ensure

design accommodates

the various cultural

groups as approved

by General Facilities

Committee.

D6.2.1.1 Planning for new cemetery

continues leading to

adoption of concept plan.

Planning &

Environment Manager

New Cemetery concept plan

adopted.

Posibility of a new site has been

mentioned, as has the possibility of

a crematorium, and these need to

be clarified in order to progress

further.

Manage and maintain

all developed

cemetery facilities.


and Yenda cemeteries within

allocated budgets.

Parks & Gardens

Manager

Cemetery managed

efficiently and to agreed

service standards.

The Griffith & Yenda cemeteries

are operating within the allocated

budget. Maintenance at the

Bagtown Cemetery is ongoing.

Awarded tender for the

construction of vaults at the Griffith

Cemetery.

Reporting to Councillor workshop

in Q4 on the proposed cemetery

site on Rifle Range Road.


65

Implement the strategies identified in the Land Use Strategy.


Strategies underpin

Local Environment

Plan.

D6.3.1.1 City wide DCP prepared. Planning &

Environment Manager

DCP adopted. Working on the final Draft prior to

council report and notification.

Provide a suitable livestock marketing centre to facilitate buying and selling of livestock.


To maintain and

develop infrastructure

and services to bring

together willing buyers

and sellers of

livestock in the

Western Riverina

region.


Livestock Marketing Centre

within allocated budgets.

Director - Utilities Griffith Livestock Marketing

Centre maintained to

facilitate and maximise the

buying and selling of

livestock with a target of

400,000 head of sheep and

ability to sell cattle when

required.

Griffith Livestock Marketing Centre

is maintaining a positive financial

position at the end of March 2017.

Sheep sales are ahead of target

with 383,147 sheep being sold as

of the end of March 2017, no cattle

being sold this quarter.

D6.4.1.2 Improve selling conditions

for sheep yards.

Director - Utilities Complete concreting floor of

sheep pens by June 2017.

Install additional shade

structure by June 2017.

Concreting of sheep pens has

been completed and additional

shade structures have been

ordered and will be erected before

the end of June 2017.


66

Promote Griffith as a “centre of excellence”.

Develop and sufficiently resource a cross-organisational marketing and promotion strategy that presents a unified and cohesive

image of Griffith.


Develop and

implement Marketing

and Promotion

Strategy.

D7.1.1.1 See L7.3.1 Manager, Tourism &

Economic

Development

looking at new Visitor Guide as

well as Kidman Touring Brochure.

Successfully held Griffith Easter

Party and inaugural Vintage

Festival.

Develop “easy access links” with key regional and capital centres (eg Rex link to Melbourne).

Improve facilities at existing Griffith transport infrastructure, ie: airport, bus interchange, railway station.


Maintain Griffith

Airport infrastructure

eg runways, taxiways,

apron, etc.


Airport in accordance with

Civil Aviation Safety

Authority (CASA) standards.

Airport Coordinator Successful completion of

annual CASA audit.

Griffith Airport signage on front

gate installed. Garden completed

5/5 2017. Additional works for

carpark on hold awaiting funding

allocation. Ongoing update of

procedures and manuals.


67


Plan and develop

Heavy Vehicle

Strategy and seek

available funding.

D8.2.2.1 Seek available funding to

implement the Heavy

Vehicle Strategy.

Engineering Design &

Approvals Manager

Funding applications to be

reported to the Transport

Committee.

Construction of the 5-Legged

Roundabout (now named the

BagTown Roundabout by Council

resolution) at the intersection of

Thorne Rd and Old Wilbriggie

Road has commenced and is

ongoing with estimated completion

of works for end of June 2017.

Design drawings for the

construction of Thorne Road

between Old Willbriggie Road and

the Kidman Way is estimated to be

completed by mid June 2017, with

construction due to commence by

end of June 2017. Design

drawings for the roundabout at the

intersection of Thorne Road and

the Kidman Way are progressing in

consultation with the Roads and

Maritime Services (RMS) input.

Construction for the roundabout at

the intersection of Thorne Road

and the Kidman Way will

commence by end of June 2017

with relocation of services and tree

removal only; to comply with

funding requirements. The

remainder of the roundabout

construction will be completed

once all works associated with

Thorne Road construction are

completed.


68

Establish social and commercial infrastructure for the betterment of community wellbeing and natural resource

management.

Improve local access to affordable and appropriate housing – through rental or purchase options.



development of

Council’s existing land

stock. Eg Lake

Wyangan.

D9.1.1.1 Investigate options for

development of Council’s

existing land stock. Eg Lake

Wyangan.

Planning &

Environment Manager

Ongoing Council to call for new submissions

of interest.


development of

affordable housing.

D9.1.2.1 Investigate incentives for

private development of

affordable housing.

Planning &

Environment Manager

Discussions with affordable

housing providers.

Will engage with providers as and

when opportunities arise.

Investigate the development of an outdoor pool facility.


Establish a 50 metre

outdoor pool facility at

the Griffith Regional

Aquatic Leisure

Centre in line with

master plan and

maintenance program

for the facility.

D9.2.1.1 Secure sufficient funding to

enable construction of a 50

m pool facility.



Services

Adoption of masterplan for

the staged redevelopment of

the Griffith Regional Aquatic

Leisure Centre by 31

December 2015 include

capital expenditure program

in Council's 10 year long

term financial plan.

An application has been lodged

under the Building Better Regions

Fund with notification on whether

the application has been

successful or not due in July 2017.

Council has included the 50 M pool

project in its long term financial

plan should the grant funding be

successful.


69

Maintain and improve services to villages and rural areas of Griffith LGA.


Maintain dialogue with

Progress Associations

and other community

groups on service

levels.

D9.4.1.1 Maintain dialogue with

Progress Associations and

other community groups on

service levels.

Manager Executive

Services

Attendance at Combined

Progress Association.

Yenda Progress Association only

PA in operation - correspondence

received regularly. GM and Mayor

attend CPSA Meetings when

requested.

Facilitate the development of a multi-purpose community centre that provides for all cultures and ages and incorporates a range of

facilities ie: meeting rooms, office space, wet areas, family friendly.


Investigate the

functions and

feasibility of a

multipurpose space

that meets the

community’s needs.

D9.5.1.1 Collaborate with other

agencies for delivery of a

multipurpose facility.

Community

Development

Coordinator

N/A ongoing - GNHCC is in discussions

with Council and Councillors about

he location of a new centre.

Review existing

Council community

facilities to be utilised

for such purposes.




Community

Development

Coordinator

N/A No action this quarter.

Support and advocate

for external funding to

construct a

multipurpose

community centre.




Community

Development

Coordinator

N/A No action this quarter.


70

Implement the actions of the CBD Enhancement Strategy.


Seek grant funding to

implement the actions

in the CBD Strategy.

D9.6.1.1 CBD Strategy

implementation plan

completed.

Planning &

Environment Manager

CBD Strategy

implementation plan

adopted.

Funding has been comitted by

council towards the approved

strategy and projects will be rolled

out in accordance with the strategy

and funding.

Ensure buildings are accessible in accordance with disability access requirements.


Part of ongoing role of

Building Certifiers.

D9.7.1.1 Part of ongoing role of

Building Certifiers.

Planning &

Environment Manager

N/A Part of every application approval

that needs access and is ongoing.

KPI NEEDS TO CHANG (Ensure

buildings are accessible in

accordance with disability access

requirements).

CL02 Attachment (h) Request for Financial Assistance - Annual Sikh Games - 2017


CL02 Attachment (i) Building Professionals Board Recommendations Update


BPB Rec No.

Status reported Q2 2017 Additional Status Reported Q3 2017

1.

Status: Complete

Comment: Council has prepared a Building Certification Standard Operating Procedures (SOP) which has been implemented. This document details the procedures relating to construction certificates, occupation certificates, complying development certificates and inspections.

Status: Complete

2.

Status: Complete Status: Complete

3.

Status: In progress

Building Certification Coordinator (BCC), lodged an application for A3 accreditation on 9 Feb 2017.

Status: In progress

Comment: Application remains with BPB under assessment

4.

Status: In progress

A draft contract has been sent to Building Certification Contract Company, Council is yet to receive a response. Expected completion: April 2017.

Status: Still to be finalised.

Comment: Template documents presented to supplier for concurrence.

Expected completion June 2017.

5.

Status: Complete

Comment: Included in Building Certification SOP.

Status: Complete

6.

Status: In progress.

Comment: Delegation to BCC finalised. Draft amendments to delegations for most other positions have been completed. Expected completion: April 2017.

Status: In progress

Comment: Awaiting final authorisation.

Expected completion June 2017.

7.

Status: Complete

Comment: Building Certification SOP has been developed and implemented.

Status: Complete

8.

Status: Complete

Comment: Building Certification SOP has been drafted in such a way that concurrence must be given by the Coordinator/Manager before any Part 4A Certificate can be issued.

Status: Complete

9.




10.


11.

Status: Complete

Comment: Covered in Building Control Unit (BCU) form which is completed by the Coordinator/Manager.

Status: Complete

12.

Status: Complete

Comment: Occupation Certificate (OC) checklist updated to include a checkbox to ensure that the application form has been submitted.

Status: Complete

13.

Status: Complete

Comment: Building Certification Authority (BCA) Assessment Checklist details what the critical stage inspections are for the different classes of building. The certifier has the option on the form to specify additional mandatory inspections which may be required. The Development Administrator uses the BCA Assessment Checklist to populate the Notice of Critical Stage Inspections. This is detailed within the SOP.

Status: Complete

14.

Status: In progress

Comment: Contract has been prepared ready for implementation. Implementation will require further training for Customer Service Officers in administering the contract and organising for the contract to be signed the appropriate delegated employee. It is likely implementation will coincide with the new revenue policy for 2017/18 where fees and charges related to certification work have been simplified.

Expected completion: August 2017.

Status: In progress

15.

Status: In progress

Comment: Two independent certifiers were nominated by Council with the Building Professionals Board (BPB) on 13 February 2017 seeking BPB concurrence as required by this recommendation. Awaiting response.

Expected completion: July 2017.

Status: In progress

Still awaiting response from BPB despite a number of requests for BPB advice.

Expected completion: Uncertain

16.

Status: Complete

Comment: Council has adapted the template from the BPB website for use with future Complying Development Certificates (CDCs).

Status: Complete



17.


18.


19.


20.


21.


22.

Status: In progress

Comment: Continuing Professional Development (CPD) Training has been engaged to conduct training on 5 April 2017.

Status: Complete.

23.

Status: Complete

Comment: Development Control Unit (DCU) form updated.

Status: Complete

24.

Status: Complete

Comment: Construction Certificates (CC) are only being issued for building and subdivision works. Development Engineers will be issuing Construction Approvals – Civil Works.

Status: Complete

25.


26.

Status: Complete. No action required. Status: Complete

27.

Status: All matters raised in the 2012 Review are complete.

Status: Complete

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