EXCLUDED FROM THE
Extraordinary Meeting AGENDA
OF 29 June 2016
Corporate and Community Services
4.1 2016/17 Operational Plan
Attachment 2... FINAL 2016-2017 Operational Plan (for adoption 29 June 2016)............. 2
Attachment 3... Draft 2016/17 Fees and Charges presented to Council 29 June 2016... 58
Sustainable Environment and Economy
4.3 Draft Coastal Zone Management Plan Byron Bay Embayment - Public Exhibition
Attachment 1... Exhibition Submissions Report - Draft CZMP BBE.............................. 179
Attachment 2... Agency Feedback on draft CZMP BBE (55C(2) (b) CP Act)............... 194
Attachment 3... PRG Feedback on draft CZMP BBE.................................................... 215
Attachment 4... PRG feedback on draft Exhibition Submissions Report....................... 227
4.4 PLANNING - 10.2016.34.1 Secondary Dwelling at 7 Tyagarah Street Mullumbimby
Attachment 1... Proposed Plans 10.2016.34.1................................................................ 230
Attachment 2... Conditions of consent 10.2016.34.1...................................................... 235
4.5 PLANNING - Development Application 10.2016.189.1 - Multi Dwelling Housing (including 10 single bedroom dwellings, parking for 5 vehicles) and Demolition of existing structures - 116 Stuart Street, Mullumbimby
Attachment 1... Plans prepared by Koho 10.2016.189.1................................................ 242
Attachment 2... Proposed conditions of consent 10.2016189.1...................................... 250
Late Reports
6.1 Developer Servicing Rates
Attachment 1... Byron Developer Servicing Plan Water Supply and Sewerage Rev 0. 262
Attachment 2... Byron DSP Background Document Rev 0........................................... 287
In person: 70-90 Station Street, Mullumbimby NSW
Postal Address: PO Box 219 Mullumbimby NSW 2482
Office Hours: 9.00am to 4.00pm Mon-Fri
Switchboard: 8.30am to 4.30pm Mon-Fri
Phone: 02 6626 7000
Fax: 02 6684 3018
Email: council@byron.nsw.gov.au
Web: www.byron.nsw.gov.au
Emergency After Hours 02 6622 7022
INTRODUCTION
COMMUNITY VISION
COMMUNITY STRATEGIC PLAN – STRATEGIES AND OUTCOMES
KEY CAPITAL WORKS HIGHLIGHTS
2016-2017 OPERATIONAL PLAN
INFRASTRUCTURE SERVICES
Supervision and Administration
Asset Management Planning
Projects and Commercial Development
Emergency Services and Floods
Depot and Fleet Management
Local Roads and Drainage
Roads and Maritime Services
Quarries
Open Space and Recreation
The Cavanbah Centre. 15
Waste and Recycling Services
First Sun Holiday Park
Suffolk Beachfront Holiday Park
Facilities Management
Water Supplies
Sewerage Services
SUSTAINABLE ENVIRONMENT AND ECONOMY
Development and Certification
Environment and Compliance Services
Planning Policy and Natural Environment
Economic Development 22
GENERAL MANAGER
General Manager
People and Culture Services
CORPORATE AND COMMUNITY SERVICES
Public Libraries
Children's Services - Other Children's Services
Children's Services – Sandhill’s Childcare
Community Development
Information Services. 26
Governance Services. 27
Councillor Services. 28
Financial Services. 28
2016-2017 BUDGET
2016-2017 STATEMENT OF REVENUE POLICY
RATING STATEMENT
STATEMENT OF ORDINARY RATES TO BE LEVIED.. 37
STATEMENT OF CHARGES TO BE LEVIED
BORROWINGS
2016-2017 FEES AND CHARGES
APPENDIX 1
COMMUNITY STRATEGIC PLAN, DELIVERY PROGRAM AND OPERATIONAL PLAN LINKAGES
Welcome to Byron Shire Council’s Operational Plan 2016 - 2017.
The Operational Plan 2015 - 2016 is one part of the suite of Byron Shire Council’s Integrated Planning and Reporting documents. These documents are linked together by a matrix of actions that details how the community’s long term aspirations and outcomes will be achieved.
Long Term Byron Shire Council Community Strategic Plan 2022
(10 years) Developed in consultation with the Byron Shire community, the long term community aspirations for the future direction of Byron Shire have been captured as Community Outcomes within the Community Strategic Plan (CSP). Long Term Strategies have been included and they outline how the Community Outcomes will be achieved.
Medium Term Delivery Program
(4 years) The four year program details the Key Activities that Council will undertake in order to work towards achieving the Community Outcomes of the CSP.
Short Term Operational Plan
(annual) The Operational Plan lists actions Council will undertake in the coming 12 month period. The Operational Plan also includes the Statement of Revenue Policy (the annual budget and fees and charges).
In addition, this suite of documents is underpinned by Council’s Resourcing Strategy which consists of a Long Term Financial Plan, Asset Management Plan and Workforce Plan. These documents outline how Council has considered, in the medium to long term, the Shire’s finances, assets and workforce to achieve the Community Strategic Plan outcomes.
Byron Shire Council’s Integrated Planning and Reporting Framework is captured in the diagram below:
Integrated Planning and Reporting Framework
4 years
4 years
Byron Shire Council’s integrated planning documents are built around five key themes - Corporate Management, Economy, Society and Culture, Environment, and Community Infrastructure.
Each key theme contains several outcomes which are all underpinned with 17 strategies.
The Operational Plan details the actions Council will undertake during 2016-2017 to deliver on the long term strategies contained in the Community Strategic Plan.
The community’s vision is linking together our people, our place and our purpose - it’s about the future of our whole community.
The community’s vision is captured in the 10-year Community Strategic Plan developed collaboratively between the community and Council in 2012.
The vision defines a sustainable direction for our Shire, and sets out the strategic direction for our future.
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COMMUNITY STRATEGIC PLAN – STRATEGIES AND OUTCOMES
CM1 Effective governance, business, project and financial management
CM2 Informed and engaged community
CM3 Effective partnerships with all levels of government
CM4 Community compliance with statutory requirements
EC1 A diverse economic base and support for local businesses
EC2 A sustainable tourism industry that respects and promotes our natural environment and community values
EC3 The development of a diverse range of arts and creative industries
SC1 Support communities to achieve equitable access to an appropriate range and level of whole of life services such as healthcare, education and housing
SC2 Achieve active participation in local and regional community life
SC3 Respect and understanding of Aboriginal heritage and wider cultural diversity
EN1 Protect and enhance the natural environment
EN2 Sustainable towns, villages and rural settlements that:
a) respect our natural environment
b) create an inclusive social environment and
c) integrate harmoniously with the character of local areas.
EN3 A low carbon community that integrates:
a) food security
b) renewable energy
c) climate change
d) non-renewable resource constraints, including peak oil and
e) economic and social prosperity and resilience
CI1 Planning for the future
CI2 Provision of essential services
CI3 Renew and maintain existing infrastructure
C14 Develop new infrastructure
INFRASTRUCTURE SERVICES
Responsible Executive: Director Infrastructure Services
Total Budget: |
Operating Revenue |
Capital Revenue1 |
Operating Expenditure |
Capital Expenditure2 |
$42,615,500 |
$17,191,000 |
$57,512,900 |
$52,124,600 |
1. Capital Revenue excludes transfers from Reserves.
2. Capital Expenditure excludes loan principal repayments and transfers to Reserves.
Supervision and Administration
Responsible Officer: Director Infrastructure Services
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$0 |
$0 |
$178,300 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
1 |
Deliver the Operating Maintenance and Capital Works Programs |
Complete Works |
90% |
51 |
Asset Management Planning
Responsible Officer: Manager Major Projects and Asset Management
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$0 |
$0 |
$121,100 |
$1,353,000 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Locality: Various |
|
Lot 12 Bayshore Drive Byron Bay Remediation |
913,300 |
Implement Station St Mullumbimby Subdivision |
220,000 |
Tyagarah Airfield Development and Subdivision |
50,000 |
Lot 22 Mullumbimby South Development |
60,000 |
Depot Relocation |
10,000 |
Surplus Property Sales |
100,000 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
2 |
Prepare infrastructure reports for the Financial Statements and NSW Fit for Future program |
Reports to Government including the Special Schedule 7 report |
Completed on time |
10, 24, 51 |
3 |
Develop levels of service for infrastructure to support investment. |
Adopted levels of service |
Mar-17 |
24, 51, 52 |
4 |
Progress the outcomes of Asset Management Audits to improve performance. |
Scheduled audit outcomes completed |
Jun-17 |
24, 51, 52 |
5 |
Improve the level and integration of asset information to better assist decision making and focus infrastructure investment. |
Independently audited databases and systems are assessed as satisfactory. |
Jun-17 |
24, 51 |
6 |
Revalue water and sewer assets in accordance with the Local Government Accounting Code |
Valuations completed |
Jun-17 |
10, 24, 51 |
7 |
Creatively develop new and revised funding strategies for better community outcomes. |
Development charging plans continue to reflect community priorities |
Jun-17 |
24, 51 |
8 |
Actively work with government and industry leaders to improve asset management performance. |
Report local, state and federal asset benchmark data within legislative timeframes, 100% |
On time |
10, 16, 18 |
9 |
Engage with the community on the challenges of asset management |
Community Infrastructure Advisory Committee meetings held quarterly. |
Jun-17 |
24,51,52 |
Projects and Commercial Development
Responsible Officer: Manager Major Projects and Asset Management
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$0 |
$0 |
$238,100 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
10 |
Develop the Myocum Quarry Transfer Station and Resource Recovery Centre in line with the waste disposal strategy |
Preferred option adopted |
Jun-17 |
16 |
11 |
Deliver the Byron Bay Bypass Project which is a two lane road from Shirley Street in the north to Browning Street in the south |
Construction completed in accordance with the contract |
Jun-17 |
50 |
12 |
Progress the development of Stage 2 of the Byron Bay Bypass |
Feasibility assessment completed |
Jun-17 |
50 |
13 |
Progress the replacement of O'Meara's Bridge |
Adopted solution implemented |
Jun-17 |
18, 47 |
14 |
Complete the sports field and infrastructure on the northern section of Lot 5 Shara Boulevard |
Construction completed |
Sep-16 |
27 |
15 |
Progress the future use of the South Byron Sewage Treatment Plant site and the integrated remediation. |
Future use determined and implementation progressed. |
Jun-17 |
24 |
16 |
Complete the Brunswick Heads Sewage Treatment Plant site remediation to secure the site for a potential future use |
Remediation completed |
Jun-17 |
24 |
17 |
Progress the Mullumbimby Sewage Treatment Plant site remediation to secure the site for a potential future use |
Detailed remediation plan completed |
Jun-17 |
24 |
18 |
Complete the remediation of Lot 12 Bayshore Drive Byron Bay and implement the adopted future use. |
Remediation completed, future use determined and progressed. |
Jun-17 |
24 |
19 |
Complete the Station Street Mullumbimby subdivision project to provide funds for important community initiatives |
Subdivision completed |
Dec-16 |
24 |
20 |
Progress the Tyagarah subdivision to provide funds for important community initiatives |
Rezoning completed |
Jun-17 |
24 |
21 |
Progress Lot 22 Mullumbimby South development to establish a future use that best serves the needs of the community |
Future use adopted |
Jun-17 |
24 |
22 |
Progress Valances Road Mullumbimby development |
Implement the outcome of the Rural Land Use Strategy |
Jun-17 |
24 |
23 |
Progress Lot 4 Mullumbimby development project |
Implement the outcome of the Rural Land Use Strategy |
Jun-17 |
24 |
24 |
Implement the Fletcher Street Byron Bay property development to provide a long term source of funds for the community |
Implement the adopted future use |
Jun-17 |
24 |
25 |
Progress the evaluation of alternative sites for the Bayshore Drive Works Depot |
Assessment completed |
Jun-17 |
24 |
26 |
Complete Lot 16 Dingo Lane Myocum property sale with a view to repaying loans |
Sale completed |
Dec-16 |
24 |
27 |
Progress the implementation of adopted Byron Bay Town Centre Master plan works |
Works progressed |
Jun-17 |
39, 40 |
28 |
Complete the Suffolk Park Hall Upgrade |
Works completed |
Jun-17 |
47 |
Emergency Services and Floods
Responsible Officer: Manager Works
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$226,300 |
$0 |
$831,300 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
29 |
Emergency Management |
Plan
|
Complete, 30/06/2017 |
53 |
30 |
Flood Risk Management Study and Plan for North Byron |
Plan, adopted |
30-Jun-17 |
53 |
Depot and Fleet Management
Responsible Officer: Manager Works
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$554,900 |
$0 |
$752,300 |
$1,042,000 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Plant and Equipment |
|
4x2 16,000 kg GVM TIPPER with weighing system |
85,000 |
Sweeper / Truck |
300,000 |
Ride on Mechanical Street Sweeper |
110,000 |
Small Plant Replacements |
47,000 |
Motor Vehicle Replacements |
500,000 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
31 |
Improve utilisation of heavy and light fleet |
Utilisation report for previous financial year |
Completed, 30-Oct-16 |
51 |
Local Roads and Drainage
Responsible Officer: Manager Works
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$2,964,300 |
$14,555,000 |
$12,496,700 |
$27,107,400 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Carparking |
|
Locality: Byron Bay |
|
Lawson St South Carpark - extension of carpark to Railway Park |
210,000 |
Locality: Various |
|
Parking Studies for Bangalow, Brunswick Heads and Mullumbimby |
35,000 |
Road Pavement Renewals |
|
Locality: Rural North |
|
Myocum Rd Segment 545.10 CH0.6-1.04km |
600,000 |
Myocum Road |
400,000 |
Bridges |
|
Locality: Rural North |
|
Main Arm Road - Blind Mouth causeway upgrade - construction |
780,100 |
Locality: Byron Bay |
|
Belongil Creek Bridge Works |
|
Locality: Various |
|
Bridge works subject to future bridge inspections |
184,100 |
Locality: Rural South |
|
O'Meara's Bridge Renewal |
350,000 |
James Bridge Renewal |
85,000 |
Footpaths/Kerb and Gutter Works |
|
Locality: Various |
|
Access ramps and footpaths Works |
65,600 |
Replacement of damaged Kerb and Gutter Shire Wide as per inspection Report |
22,500 |
Replacement of damaged Footpaths Shire Wide as per inspection Report |
90,000 |
Locality: Byron Bay |
|
Marine Parade Footpath at Wategos |
395,000 |
Marvel St, Byron Bay - northern side Tennyson St to Middleton St |
60,000 |
Locality: Bangalow |
|
Leslie Street to Station St, Bangalow - footpath and stairs / ramps across railway line |
20,000 |
Locality: Ocean Shores |
|
Rajah Road/Orana Road, Ocean Shores – Shopping Centre to Wirree Drive |
30,000 |
Drainage |
|
Locality: Byron Bay |
|
Burns Street Open Drain Maintenance |
1,000 |
Lilly Pilly Drain Maintenance (use Levy as this funded the wetland) |
1,000 |
Bangalow Road - resolve stormwater flooding of backyard |
50,000 |
Bay lane overland flow path and system application |
10,000 |
Locality: Ocean Shores |
|
South Golden Beach Street Drainage Upgrade - Peter Street |
203,000 |
South Golden Beach Street Drainage Upgrade - Robin Street |
179,000 |
South Golden Beach Street Drainage Upgrade - Helen Street (east) |
15,000 |
South Golden Beach Street Drainage Upgrade |
15,000 |
Locality: Mullumbimby |
|
8 Jubilee Ave - resolve flooding in front yard and nature strip |
10,000 |
Locality: Brunswick Heads |
|
Massey Green Caravan Park Stormwater infrastructure renewal |
15,000 |
Locality: Bangalow |
|
Bangalow Wetland Maintenance |
2,000 |
Leslie Street - prevent flooding under house |
55,000 |
Locality: Various |
|
Minor urgent works |
10,000 |
Reseal/Renewal Program |
|
Locality: Various |
|
Shire-wide Road Reseal Program |
|
Goonengerry Road |
209,200 |
Eureka Road |
211,900 |
Coolamon Scenic Drive (South) |
137,000 |
Broken Head Reserve Road |
91,900 |
Rural Roads Program |
|
Federal Drive, Goonengerry, pavement upgrade |
730,000 |
Locality: Rural North |
|
Grays Lane, Tyagarah, pavement upgrade |
50,000 |
Settlement Rd |
30,000 |
Coolamon Scenic Drive - Land Acquisition |
100,000 |
Locality: Rural South |
|
Rifle Range Road Intersection Upgrade at Lismore Road |
54,800 |
Broken Head Road |
600,000 |
Urban Roads Program |
|
Locality: Byron Bay |
|
Byron Bay Bypass |
11,950,000 |
Lawson/Massinger Street, Byron Bay, roundabout and drainage and kerb & gutter |
1,131,900 |
Byron Bay Bypass Stage 2 investigations |
250,000 |
Byron St |
645,000 |
Locality: Ocean Shores |
|
Beach Avenue, South Golden Beach |
307,200 |
The Esplanade, New Brighton |
216,000 |
Orana Road, Ocean Shores |
1,040,000 |
River Street, New Brighton |
466,800 |
Coomburra Crescent, Ocean Shores |
658,800 |
Orana Road Ocean Shores |
133,600 |
Locality: Suffolk Park |
|
Clifford Street intersection with Broken Head Road, Suffolk Park, traffic control upgrade* |
1,400,000 |
Locality: Byron Bay |
|
Bayshore and Ewingsdale Roundabout* |
2,700,000 |
Parking Implementation |
100,000 |
*subject to securing grant funding
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
32 |
Improve the condition of local road and drainage assets by undertaking renewal, upgrade, enhancement and new projects |
Capital Works Program |
Complete, 100% |
51 |
Roads and Maritime Services
Responsible Officer: Manager Works
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$659,800 |
$311,000 |
$1,005,900 |
$371,000 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Locality: Various |
|
Regional REPAIR Program Broken Head Rd 763 - pavement reconstruction 5045m south of Clifford St - approximately 400m long |
311,000 |
Ewingsdale Road |
60,000 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
33 |
Maintain access to Regional Road Block Grant funds |
Annual Regional Road Return |
Complete |
17, 18, 48 |
34 |
Maintain access to Regional Road REPAIR Program grants |
Grant applications |
Submitted |
17, 18, 48 |
Quarries
Responsible Officer: Manager Works
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$338,700 |
$0 |
$353,700 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
35 |
Completion of all mandatory returns to NSW State Government departments |
Submission of annual material production quantities.
|
By due dates
By due dates |
3.21 |
Open Space and Recreation
Responsible Officer: Manager Open Spaces and Resource Recovery
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$833,900 |
$325,000 |
$5,571,100 |
$2,501,700 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Locality: Byron Bay |
|
Civic Improvements Byron Bay Town Centre |
450,000 |
Byron Bay Town Centre Upgrade - Landscape/Precinct Plan |
53,000 |
Upgrade Pathway lights from Apex Park to Clarkes Beach |
60,000 |
Belongil Beach Access Upgrade |
20,000 |
Apex Park Upgrade (Sprinklers and Turf Management) |
50,000 |
Locality: Mullumbimby |
|
Pine Ave sports ground Play equipment and shade sail |
47,000 |
Pine Avenue Soccer Fields - replace fencing |
30,000 |
Heritage Park upgrade |
57,000 |
Heritage Park boat ramp upgrade |
30,000 |
Locality: Brunswick Heads |
|
Brunswick Heads Recreation Ground 6 Bay Storage Shed adjacent to Carpark |
37,000 |
Brunswick Heads Recreation Ground Carpark Reconstruction |
5,000 |
South Beach Tennis Court |
26,000 |
Sports Ground Storage Sheds* |
100,000 |
Locality: Bangalow |
|
Solar lighting around walking track |
5,000 |
Bangalow Railway Park site rationalisation |
30,000 |
Sports field electrical upgrades |
25,000 |
Bangalow Weir |
176,000 |
Locality: Ocean Shores |
|
Fern Beach Play unit & sail |
41,000 |
Installation of 2 x Grandstands at Tom Kendall Oval |
8,000 |
Shara Boulevard Sports Fields Development |
733,000 |
Revised Plan of Management - all sporting fields shire wide |
15,000 |
Outdoor Exercise Equipment |
105,000 |
North Shire Works Funded from Roundhouse |
332,700 |
Locality: Various |
|
Public Bubblers |
40,000 |
Federal Tennis Court Surface Replacement |
26,000 |
*subject to securing grant funding
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
36 |
Improve amenity of iconic open space |
Level of Service Maintenance Plans for all parks that have LOS of 1 |
Developed and Implemented |
40 |
37 |
Improve amenity of town centres |
Landscape plans for all towns and village main streets
Level of Service Maintenance Plans |
Developed and Implemented
Developed and Implemented |
40 |
38 |
Promote volunteerism through beautify day events across the shire |
Beautify days delivered |
4 |
40 |
The Cavanbah Centre
Responsible Officer: Manager Open Spaces and Resource Recovery
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$328,800 |
$0 |
$837,900 |
$50,000 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Locality: Byron Bay |
|
Market Infrastructure |
35,000 |
Floor Tiles |
15,000 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
39 |
Deliver Capital Work Program |
Works Program |
Completed, 90% |
35 |
40 |
Maximise utilisation and sustainability of facility |
Income Sources
Income |
Increased
Increased |
35 |
Waste and Recycling Services
Responsible Officer: Manager Open Spaces and Resource Recovery
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$7,275,100 |
$0 |
$6,493,200 |
$538,500 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Locality: Rural North |
|
BWRF - EPS Recycling |
40,000 |
BWRF - Cardboard Recycling |
45,000 |
BWRF - Resource Recovery Centre Master Plan |
82,000 |
BWRF -Public Place Recycling Enclosures |
30,000 |
Minor Capital |
50,000 |
Resource Recovery Centre Rehabilitation - Leachate System |
80,000 |
Resource Recovery Centre Upgraded Expansion |
150,000 |
Development of New Landfill Capacity |
13,400 |
WASIP – Sustainable leachate Management |
48,100 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
41 |
Maintain Contract Management Plan for Waste and Resource Recovery Collection Contract 2014-0011 |
Contractor KPIs |
KPIs achieved |
46, 56 |
42 |
Maintain compliance with the Federal Government’s Emissions Reduction Fund contract conditions for the Myocum Landfill Gas Carbon Farming Initiative Project |
Compliance |
Required allocation of ACCUs delivered |
22, 45 |
43 |
Implement Revised Waste Disposal Strategy |
Implementation |
Yr 1 strategy objectives complete |
16, 46, 55, 56 |
44 |
Implement Revised Resource Recovery Management Strategy |
Implementation |
Yr 1 strategy objectives complete |
16, 46, 55, 56 |
45 |
Implement Revised Resource Recovery Education Plan |
Implementation |
Yr 1 plan objectives complete |
16, 46, 55, 56 |
46 |
Continue membership and participation in North East Waste regional waste management programs and initiatives |
Participation |
Maintained |
16, 46, 55, 56 |
First Sun Holiday Park
Responsible Officer: Manager Open Spaces and Resource Recovery
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$2,994,200 |
$0 |
$2,483,000 |
$672,000 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Locality: Byron Bay |
|
Cabins |
200,000 |
Lodgings |
60,000 |
Safari Tents |
50,000 |
BBQs, Signs, Minor works |
75,000 |
Amenities/Camp Kitchen Refurbishment |
230,000 |
Laundry Refurbishment |
50,000 |
Turf Upgrade Management |
7,000 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
47 |
Increase accommodation facilities and upgrade amenities to ensure public satisfaction of guests and economic benefit to Byron Shire. |
Revenue |
Increase |
31 |
Suffolk Beachfront Holiday Park
Responsible Officer: Manager Open Spaces and Resource Recovery
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$925,900 |
$0 |
$947,300 |
$990,000 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Locality: Suffolk Park |
|
Cabins |
540,000 |
Safari Tents |
50,000 |
Amenities Block Replacement |
350,000 |
BBQs, Signs, Minor works |
50,000 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
48 |
Increase accommodation facilities and upgrade amenities to ensure public satisfaction of guests and economic benefit to Byron Shire. |
Revenue |
Increase |
31 |
Facilities Management
Responsible Officer: Manager Utilities
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$963,700 |
$0 |
$2,729,400 |
$658,100 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Locality: Byron Bay |
|
Byron Bay Pool Improvements |
70,200 |
Railway Park Toilet Block Refurbishment |
50,000 |
Byron Bay Library |
50,000 |
Locality: Mullumbimby |
|
Mullumbimby Pool Improvements |
21,600 |
Mullumbimby Administration Centre – minor capital works program |
31,600 |
Mullumbimby Administration Centre - Carpet Replacement Program |
53,400 |
Mullumbimby Administration Centre - Chambers Air conditioning upgrade contribution |
20,000 |
Locality: Suffolk Park |
|
Suffolk Park Hall Upgrade |
300,000 |
Locality: Various |
|
Public Toilet Special Rate Variations – Renewal Program |
61,300 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
49 |
Deliver Capital Work Program |
Works Program |
Completed 90% |
22, 34, 40 |
Water Supplies
Responsible Officer: Manager Utilities
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$9,075,400 |
$600,000 |
$8,361,100 |
$9,324,900 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Locality: Bangalow |
|
Bangalow Reservoir Construction |
571,400 |
Locality: Brunswick Heads |
|
Miscellaneous Reservoir Renewals |
30,000 |
Locality: Mullumbimby |
|
Argyle Street South Side Water main Renewal |
30,000 |
Mullumbimby - Tincogan St Capacity Upgrade |
300,000 |
Locality: Ocean Shores |
|
North/South Ocean Shores Fire Main Upgrade |
1,923,000 |
South Ocean Shores Fire Main Upgrade |
700,000 |
Reservoir Renewals |
155,900 |
Locality: Byron Bay |
|
Coopers Shoot Reservoir - Additional Storage/Land Purchase |
4,234,600 |
Miscellaneous Reservoir Renewals |
155,000 |
South Byron pipelines capacity upgrade |
200,000 |
Recycled Waste Water from West Byron to Byron Foreshore res 15-616 |
525,000 |
Fletcher Street Development Planning |
250,000 |
Locality: Various |
|
Demand Management |
20,000 |
Miscellaneous Extensions Water Reticulation System |
200,000 |
Meter Replacement Program |
30,000 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
50 |
Upgrade of fire main capacity Ocean Shores |
Pipeline design and construction complete |
Jun-17 |
16, 20 |
51 |
Drought Management planning |
Complete Regional plan and align Mullumbimby Plan |
Jun-17 |
16, 20 |
52 |
Develop agreements for community art to be incorporated into asset maintenance |
Number of art on water assets increased |
Jun-17 |
29, 37 |
Sewerage Services
Responsible Officer: Manager Utilities
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$15,474,500 |
$1,400,000 |
$14,112,500 |
$7,516,000 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Locality: Bangalow |
|
Bangalow - Pump Station Renewals |
206,000 |
Pipe Renewals / Upgrades (Moved $50,000 Reserve funds $50,000 S64 funds from 2015/16 December Review) |
306,000 |
Locality: Byron Bay |
|
STP Upgrade |
500,000 |
South Byron STP Redevelopment/ Remediation |
100,000 |
South Byron STP Demolition/Removal |
250,000 |
Recycled Waste Water from West Byron to Byron Foreshore Res 15-616 |
525,000 |
Locality: Brunswick Heads |
|
Vallances Rd Subdivision |
130,000 |
Vallances Rd nursery demolition |
550,000 |
Lot 4 Mullumbimby Development |
30,000 |
STP - detailed site contamination study |
1,841,000 |
Pump Station Renewals |
128,000 |
Locality: Mullumbimby |
|
Azalea Street Sewer Replacement / Upgrade |
850,000 |
Pump Station Renewals |
106,000 |
Mullumbimby STP Site Remediation |
100,000 |
Locality: Ocean Shores |
|
Pipe Renewals / Upgrades - Bindarra Cl/Orana Rd/Kiah Cl |
254,000 |
Pump Renewals |
390,000 |
Miscellaneous Pump Station Upgrades |
160,000 |
Ocean Shores STP Upgrade Project |
620,000 |
Locality: Various |
|
Demand Management |
20,000 |
Miscellaneous Works |
200,000 |
Telemetry System Software Upgrade |
50,000 |
Sewerage System Capacity Planning |
200,000 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
53 |
Obtain Council project approval on future of the Ocean Shores Sewage Treatment Plant |
Council resolution of project approval |
Jun-17 |
45, 51 |
54 |
Implement a whole of Council response in the management of the Belongil catchment |
No of plan / strategy actions implemented |
Jun 17 |
22, 44 |
SUSTAINABLE ENVIRONMENT AND ECONOMY
Responsible Executive: Director Sustainable Environment Economy
Total Budget: |
Operating Revenue |
Capital Revenue1 |
Operating Expenditure |
Capital Expenditure2 |
$4,196,500 |
$1,817,000 |
$9,474,200 |
$0 |
1. Capital Revenue excludes transfers from Reserves.
2. Capital Expenditure excludes loan principal repayments and transfers to Reserves.
Development and Certification
Responsible Officer: Manager Sustainable Development
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$2,182,800 |
$1,817,000 |
$4,756,800 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
55 |
Provide efficient, objective and comprehensive development assessment |
Development applications determined within 40 days of lodgement |
At least 60% |
21 |
56 |
Provide efficient, objective and comprehensive development certification service |
Construction certificates processed with 28 working days
Complying development certificates processed within 20 working days
Building certification inspections undertaken within 2 days of notification |
At least 80%
At least 80%
At least 80% |
21 |
57 |
Provide guidance and education in planning policies and advice to the public and stakeholders |
Provide development industry forum / newsletter |
At least 1 forum or newsletter provided |
20, 22 |
58 |
Simplify the provision of consistent and accurate flooding information provided to the development community / public. |
Review the way that flood data and information is provided to the development community and public. |
Commence a review of the provision of flood information. |
22 |
59 |
Provide a Local Heritage Advisory service |
Grant conditions meet |
Heritage Services provided in accordance with grants funding. |
22 |
Environment and Compliance Services
Responsible Officer: Manager Sustainable Development
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$1,792,400 |
$0 |
2,267,300 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
60 |
Respond to enquiries concerning public health and safety |
Customer Service Requests responded to within 25 days of lodgement |
At least 85% |
19 |
61 |
Implement effective regulatory and compliance services and programs to maximise the public health and safety of the community |
Food business inspections undertaken in accordance with Food Authority category requirements.
Onsite Sewerage Management Program implemented to Plan
Liquor licence applications responded to in accordance with Council's Policy and the Liquor Act.
Companion Animals Management Plan reviewed
Suitable impounded animals rehoused |
At least 90%
Plan Implemented
At least 80%
Commence review of the plan
At least 70% |
19 |
Planning Policy and Natural Environment
Responsible Officer: Manager Environmental and Economic Planning
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$221,300 |
$0 |
$1,864,000 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
62 |
Update vegetation mapping in line with legislative requirements |
Vegetation Mapping |
Reported to Council |
42, 43 |
63 |
Finalise the Rural Land Use Strategy and commence implementation of priority actions |
Plan
|
Complete
Commenced |
22, 25, 38 |
64 |
Finalise the Residential Strategy and commence implementation of priority actions |
Plan
Actions |
Completed
Commenced |
22, 25, 38 |
65 |
Review Byron DCP 2014 to a performance outcome focused plan (Resolutions 14-315 & 15-604) |
DCP Review |
Commenced |
22, 38 |
66 |
Develop an Economic and Employment Strategy for general and heavy industries. (Resolution 13-127) |
Project Plan |
Developed |
22, 38 |
67 |
Continue staged review of Biodiversity Conservation Strategy |
Project Plan |
Milestones, Met |
42, 43 |
68 |
Finalise the Coastal Zone Management Plan for the Byron Bay Embayment and commence implementation of priority actions |
Plan
|
Complete
Commenced |
44 |
69 |
Progress the Bangalow Place Activation Masterplan and commence implementation of priority actions |
Plan
|
Complete
Commenced |
22, 25, 38 |
70 |
Progress the Mullumbimby Place Activation Masterplan and commence implementation of priority actions |
Plan
|
Complete
Commenced |
22, 25, 38 |
71 |
Progress the Byron Bay Town Centre Masterplan and commence implementation of priority actions |
Plan
|
Complete
Commenced |
22, 25, 38 |
72 |
Implement priority actions in the Low Carbon Strategy |
Year 2 projects |
Commenced |
46 |
Economic Development
Responsible Officer: Economic Development Coordinator
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$0 |
$0 |
$586,100 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
73 |
Continue implementation of Byron Shire Tourism Management Plan |
Beautify Byron Fund
Business Sustainability Program
Visitor Services Strategy |
Implemented
Implemented
Implemented |
15, 28, 30, 31 |
74 |
Commence implementation of Byron Shire Economic Development Strategy |
Business Retention Survey |
Complete and Reported to Council |
16, 18, 25, 26, |
75 |
Establish and undertake the Byron Bay Town Centre Place-making Seed |
Fund |
Established |
16, 17, 31, 32, 39, 40 |
GENERAL MANAGER
Responsible Executive: General Manager
Total Budget: |
Operating Revenue |
Capital Revenue1 |
Operating Expenditure |
Capital Expenditure2 |
$0 |
$0 |
$0 |
$0 |
1. Capital Revenue excludes transfers from Reserves.
2. Capital Expenditure excludes loan principal repayments and transfers to Reserves.
General Manager
Responsible Officer: General Manager
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$0 |
$0 |
$0 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
76 |
Continue to build organisational capacity to deliver effective and focused community engagement |
Key staff IAP2 accredited
|
At least 2
Complete |
3, 5, 6, 14 |
77 |
Increase social and digital media presence and information dissemination |
Number of hits on web and social media sites
|
Increasing Increasing |
13 |
78 |
Continue program of building staff capacity to deliver high quality customer service |
Customer Service Framework Implementation
|
Commenced
|
3,6 |
79 |
Identify and action opportunities to improve customer service |
Voice of Customer Measurement Systems
Customer Satisfaction Survey Action Plan |
Implemented
Endorsed |
3, 13 |
80 |
Coordination of benchmarking and monitoring of organisational performance improvements |
Business and Management Effectiveness Survey
|
Complete
|
24 |
People and Culture Services
Responsible Officer: Manager People and Culture
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$0 |
$0 |
$0 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
81 |
Continue building leadership skills and capacity |
Leadership Development Programs delivered to Team Leaders and Supervisors |
100% |
24 |
82 |
Implementation of Balanced Scorecard Performance Planning |
Balanced Scorecard system implementation to Manager level
4 quarterly reviews by Managers and Directors
Completion Rate for Balanced Scorecard Actions |
1/7/2016
Complete
>90% |
4, 6 |
83 |
Effective staff engagement |
Workforce Survey Action Plan
Staff Suggestion and
Indoor staff forums
|
Endorsed 2 each pa
At least 4 pa <12.5% |
6, 7 |
84 |
Effective injury management programs |
Workers Compensation Premium (excluding impacts from State Government formula changes or wages increases)
|
Reduced on 2015/16 |
8, 9 |
85 |
Implementation of Workforce Plan |
Actions from Workforce Plan implemented |
>2 pa |
10, 11 |
CORPORATE AND COMMUNITY SERVICES
Responsible Executive: Director Corporate and Community Services
Total Budget: |
Operating Revenue |
Capital Revenue1 |
Operating Expenditure |
Capital Expenditure2 |
$25,951,800 |
$35,000 |
$5,685,700 |
$35,000 |
1. Capital Revenue excludes transfers from Reserves.
2. Capital Expenditure excludes loan principle repayments and transfers to Reserves.
Public Libraries
Responsible Officer: Manager Community Development
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$60,000 |
$35,000 |
$1,826,500 |
$35,000 |
Capital Works Program 2016-2017
Capital Item |
Budget ($) |
Locality: Brunswick Heads |
|
Brunswick Heads Library – new purpose built circulation desk |
5,000 |
Brunswick Heads Library - awning over front entrance |
30,000 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
86 |
Manage Service Level Agreement with Richmond Tweed Regional Library Service |
Agreed Service Level |
Met |
34 |
Children's Services - Other Children's Services
Responsible Officer: Manager Community Development
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$426,100 |
$0 |
$428,200 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
87 |
Improve operations of Out of Hours School Care and Vacation Care services in Mullumbimby, Byron Bay and Brunswick Heads |
National Quality Framework Rating |
Maintained |
47 |
Children's Services – Sandhill’s Childcare
Responsible Officer: Manager Community Development
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$1,403,500 |
$0 |
$1,476,500 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
88 |
Improve service provision to provide quality accredited early childhood education |
National Quality Framework Rating |
Maintained |
47 |
89 |
Implement operational changes to the provision of Out of Hours School Care and Vacation Care services in Mullumbimby, Byron Bay and Brunswick Heads |
National Quality Framework Rating |
Maintained |
47 |
90 |
Improve collaboration at regional level |
Regional Forums Attended |
2 |
47 |
Community Development
Responsible Officer: Manager Community Development
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$133,600 |
$0 |
$1,450,000 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
91 |
Expand disability inclusion planning into the development of Council's Delivery Program |
Disability Inclusion is embedded in the Delivery Program |
Completed |
11 |
92 |
Establish regional working group including State and Federal agencies to undertake baseline service analysis |
Service Map |
Completed |
18 |
93 |
Implement actions from the Arakwal Memorandum of Understanding |
Actions implemented, 4 |
Completed |
37 |
Information Services
Responsible Officer: Manager Business Systems and Technology
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$9,600 |
$0 |
$26,900 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
94 |
Implement prioritised actions from new (2016-2019) Information |
Program delivery as per project plan |
Milestones, met |
3, 23 |
95 |
Finalise rollout of process mapping and documentation tools. Train and support staff. |
Process mapping and documentation tools
|
Rolled out Staff trained
Completed |
3, 23 |
Governance Services
Responsible Officer: Manager Governance Services
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$10,300 |
$0 |
$243,300 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
96 |
Improve strategic planning and integration of strategic planning and reporting framework processes and plans |
Workshop sessions conducted
Community 2017-2027
Delivery Program 2017-2021 and support Resource Strategy
Operational Plan 2017-2018 |
2
Endorsed
Endorsed
Endorsed
|
10 |
97 |
Provide quality investigations and response services for conduct complaints management |
Conduct complaints managed within prescribed timeframes
Public Interest Disclosures and conduct complaints reporting compliant
Annual training programs for Councillors and staff |
100%
100%
Conducted |
3 |
98 |
Implement the strategic procurement roadmap for improved procurement outcomes |
Project Milestones
Process Improvements Implemented
Training programs |
Met
2
Conducted |
24 |
99 |
Improve enterprise wide risk management |
Training sessions and workshops held
Business continuity plan
Toolkit |
2
Implemented
Developed |
24 |
100 |
Establish long-term licences for commercial activities on owned and managed open space crown reserves |
Competitive process |
Called |
24 |
101 |
Establish long-term licences for sustainable community market policy |
Competitive process |
Finalised |
24 |
102 |
Improve lease and license rental income |
Notice and advice provided to asset managers >180 days of agreement expiry
Notice and advice provided to executive team >150 days of agreement expiry
Annual rent reviews conducted
Invoices raised consistent with agreement
Annual database audit
Process Improvements |
100%
100%
100%
100%
Complete
2 |
24 |
103 |
Coordinate and provide legal services and written advice within agreed timeframes to support decision making processes |
Council's critical projects, 3 working days
Internally provided, 7 working days
Externally provided, 21 working days |
95%
90%
90% |
24 |
104 |
Improve governance services for quality and robust framework |
Implement gap analysis action plan |
Complete |
24 |
Councillor Services
Responsible Officer: Manager Governance Services
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$0 |
$0 |
$1,116,600 |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
105 |
Process Improvement initiatives |
New Councillor Calendaring System
Committee Review
New term Councillor equipment policy |
Implemented, September 2016
Completed and Implemented, September 2016
Reviewed and implemented, September 2016 |
12, 24 |
106 |
Coordinate and facilitate new term Councillor training program |
Training program |
Developed and implemented |
12, 24 |
Financial Services
Responsible Officer: Manager Finance
Budget 2016-2017
Operating Revenue |
Capital Revenue |
Operating Expenditure |
Capital Expenditure |
$23,908,700 |
$0 |
($882,300) |
$0 |
Actions 2016-2017
Action Statement |
Measures |
Target |
Delivery Plan Link |
|
107 |
Identify and introduce targeted improvements to financial performance reporting |
Enhanced financial reporting tools |
30-Jun-17 |
24 |
108 |
Implementation of improved E Services payment facilities for Council utilising B-point contingent upon installation of Authority V6.11. |
Integrated payment gateway with Council's contracted bank reducing
Transaction costs |
Established 30/6/2017
Reduced |
24 |
109 |
Addition of water and sewerage assets to the Capital Value Register (CVR) following revaluation of those assets in 2016/2017. |
Assets added following revaluation |
Completed, 30/6/2017 |
24 |
Byron Shire Council has prepared the 2016-2017 Budget utilising the following parameters:
· Rate peg increase of 1.8% as announced by the Independent Pricing and Regulatory Authority (IPART).
· Growth in rateable assessments of 1%.
· Indexation of operating expenditure limited to 0.8% to assist in deriving a 1% efficiency gain.
· Provision for the 2.80% Award increase from 1 July 2016 under the Local Government (State) Award 2014 for Council staff.
· No new loan borrowings.
· Interest on investments around 3% plus active management of the investment portfolio to maximise returns.
· Reflective of actions contained in this Operational Plan.
As an overall summary, Council’s Total 2016/2017 Budget is $127,496,700, made up as follows:
· Operating expenditure (excluding depreciation) $60,157,700
· Depreciation expense $12,515,100
· Capital works $52,159,600
· Debt repayment (loan principal) $2,664,300
On a Consolidated All Funds basis, Council is expecting a budget surplus in 2016/2017 of $91,000 as indicated by the following budgeted Operating Statement:
The estimated movement in the cash position of the Council as indicated by the 2016/2017 Budget Estimates is indicated by the following budgeted Cashflow Statement:
The revenue sources within 2016/2017 Budget Estimates are proposed to come from the following sources:
Operating expenditure contained in the 2016/2017 Budget Estimates are proposed to be allocated to the following expenditures:
The proposed Capital Works allocation included in the 2016/2017 Budget Estimates are proposed to be expended in the following budget programs:
The summarised 2016/2017 Budget Estimates by Budget Program and results for Council’s General Funds, Water Fund and Sewerage Fund are detailed in the table below:
2016-2017 STATEMENT OF REVENUE POLICY
RATING STATEMENT
Rating Categories
Section 494 of the Local Government Act 1993 requires Council to make and levy ordinary rates on all rateable land for the year 2016/2017.
In accordance with the provisions of section 514 of the Act, all parcels of rateable land in the Council’s area have been declared to be within one or other of the following categories:
Ø Farmland
Ø Residential
Ø Business
Council has determined the category / sub category for each parcel of rateable land is in accordance with the definitions set out in Sections 515, 516, 517, 518, 519 and 529 of the Act.
Residential (Section 516 LGA)
Section 516 of the Local Government Act 1993 (LGA), provides that:-
“Land be categorised as ‘residential’ if it is a parcel of rateable land valued as one assessment and:
(a) its dominant use is for residential accommodation (otherwise than as a hotel, motel, guest house, backpacker hostel or nursing home) or any other form of residential accommodation (not being a boarding house or a lodging house) prescribed by the regulations, or
(b) in the case of vacant land, it is zoned or otherwise designated for use under an environmental planning instrument (with or without development consent) for residential purposes, or
(c) it is rural residential land.”
Farmland (Section 515 LGA)
Section 515 of the LGA provides that: -
“(1) Land is to be categorised as ‘farmland’ if it is a parcel of rateable land valued as one assessment and its dominant use is for farming (that is, the business or industry of grazing, animal feedlots, dairying, pig farming, poultry farming, viticulture, orcharding, beekeeping, horticulture, vegetable growing, the growing of crops of any kind, forestry, oyster farming, or fish farming, within the meaning of the Fisheries Act and Oyster Farms 1935, or any combination of those businesses or industries) which:
(a) has a significant and substantial commercial purpose or character,
(b) is engaged in for the purpose of profit on a continuous or repetitive basis (whether or not a profit is actually made).
(2) Land is not to be categorised as farmland if it is rural residential land.”
Business (Section 518 LGA)
Section 518 of the LGA provides that:-
“Land is to be categorised as ‘business’ if it cannot be categorised as ‘farmland’, ‘residential or mining’”.
Rating Sub-categories (Section 529 LGA)
In accordance with Section 529 of the LGA, Council will continue to have a sub-category of the ‘Business’ rating category. This sub-category is called ‘Business Byron Bay CBD’ and is declared as a ‘centre of activity’ in accordance with this section of the Act.
Rate Pegging
The rate peg is determined by the Independent Pricing and Regulatory Tribunal (IPART) each year and sets the maximum general income NSW councils can collect.
The Rate
Peg determines the maximum percentage amount by which a council may increase
its General Income for the year. The Rate Peg to apply to the 2016/2017
financial year will be 1.8%.
General Income comprises income from ordinary rates and special rates. It does not include income from waste management service charges, water and sewerage service charges or stormwater management service charges.
It does not
necessarily mean that each separate rate assessment will increase by that
percentage, but it does mean that the total general income from all assessments
cannot exceed this figure.
Councils can, however, request the State Government to consider granting them a
special variation above the determined Rate Peg percentage. Council has not
applied for a special variation for 2016/17.
Valuations
Ordinary rates are assessed on a rate in the dollar as a product of the land value supplied by the Valuer General. The Valuation of Land Act requires the Council to assess the rates on the most recent values provided by the Valuer General.
Council must make and levy a rate in respect to all parcels of rateable land which have been furnished with a valuation under the Valuation of Land Act. Council does not participate in the valuation of land for rating purposes.
For equity purposes, the Valuer General provides Council with updated land valuations every three years. Council will use these new land valuations for rating purposes commencing from 2016/17. Any increase in land valuations do not result in additional total revenue to Council. New land valuations simply redistribute the rate burden between individual properties.
Current Rating Structure
Council’s present rating structure is based on ad valorem amounts subject to a minimum amount. The ad valorem amounts are determined using fixed differentials for the different rate categories with the residential category representing a differential of 100%.
Council’s intended action for the 2016/2017 rating year is to continue with the ad valorem rating structure using differentials being subject to a minimum rate.
Rate Reductions for Eligible Pensioners (Section 575 LGA)
Council provides for rate reductions to eligible pensioners under Section 575 of the Local Government Act 1993.
Rebates are available to eligible pensioners who are solely or jointly liable for the payment of rates and charges. These rebates are as follows:
· 50% of the combined ordinary rates and domestic waste management charge up to a $250.00 maximum rebate.
· 50% of water fixed and usage charges up to an $87.50 maximum rebate.
· 50% of sewerage fixed charge up to an $87.50 maximum rebate.
Interest on Overdue Rates & Charges (Section 566 LGA)
Interest accrues on a daily basis on rates and charges that remain unpaid after they become due and payable. Council will apply the maximum interest allowable under Section 566(3) of the Local Government Act 1993 as determined by the Minister in each year. The interest rate to apply for 2016/17 has been determined to be 8.0%.
Non-Rateability (Sections 555 & 556 LGA)
All land is deemed to be rateable unless it is exempt from rates under the provisions of Sections 555 and 556 of the Local Government Act 1993.
Payment Schedule of Rates & Charges for 2016/2017
Ratepayers may continue to pay their rates and charges in four quarterly instalments as follows for the 2016/17 rating year:
Instalment |
Issued by Date |
Due Date |
First |
31/07/2016 |
31/08/2016 |
Second |
30/10/2016 |
30/11/2016 |
Third |
28/01/2017 |
28/02/2017 |
Fourth |
30/04/2017 |
31/05/2017 |
Council is required to forward instalment notices at least one month prior to each of these due dates.
During the year, in accordance with the Local Government Act 1993, a supplementary rate levy may be issued which may affect the amount of rates and charges levied on some parcels of land. The rates and charges are apportioned over the remaining instalments due after the supplementary levy is applied. In an attempt to alleviate hardship that may arise in this situation, consideration will be given to the formulation of an agreement with the ratepayer pursuant to Section 564 (LGA) for the payment of rates and charges and the waiving of interest penalties if the agreement is adhered to.
STATEMENT OF ORDINARY RATES TO BE LEVIED
The Independent Pricing and Regulatory Tribunal (IPART) has granted a rate peg percentage which will limit the increase in General Rate Income for 2016/17 by 1.8% from the previous year.
Structure of the Rate (Section 497 LGA)
Section 497 of the Local Government Act 1993 provides the method of the structure of the rate.
In 2016/17 Council will continue with a rating structure using an ad valorem rate (determined by differentials) subject to a minimum amount for all rateable properties.
Ordinary Rates (Section 494 LGA)
The ordinary rate structure for 2016/17, which provides for a general increase of 1.8% allowable under rate pegging as determined by the Independent Pricing and Regulatory Tribunal (IPART), is provided in table 1 below:
Table 1:
Ad valorem rate (including minimum rate) – 1.8% Rate Pegging Increase – New 2015 base date land valuations
Category and Sub-Categories |
Number of Properties |
Ad valorem Rate ($) |
Minimum Rate ($) |
Total Yield ($) |
Proportional Contribution of Yield (%) |
Rating Differential (%) ## |
Residential Ordinary |
13,102 |
0.2302 |
695.00 |
14,923,528 |
75.97 |
100.00 |
Residential Ordinary (Flood Prone Lands)* |
28 |
0.2302 |
382.00 |
10,736 |
0.05 |
100.00 |
Business Ordinary |
1,098 |
0.3453 |
695.00 |
2,274,308 |
11.58 |
150.00 |
Business Byron Bay CBD |
352 |
0.4604 |
695.00 |
1,561,890 |
7.95 |
200.00 |
Farmland Ordinary |
542 |
0.1697 |
695.00 |
871,493 |
4.43 |
73.73 |
Farmland Ordinary (Flood Prone Lands)* |
0 |
0.1697 |
382.00 |
0 |
0.00 |
73.73 |
TOTALS |
15,124 |
|
|
19,641,955 |
|
|
* As per Section 548(c) of the Local Government Act, vacant flood liable land or vacant coastal hazard liable land can be subject to a lower minimum rate.
The minimum rate will not apply to properties subject to a Voluntary Conservation Agreement under the National Parks and Wildlife Act 1974. The portion of the parcel of land that is subject to the conservation agreement is exempt from rates under section 555(1)(b1) of the Local Government Act 1993. Rates may be made and levied on the other part of the parcel of land proportionately.
## Rating Differential
Council has a differential rate in the dollar for properties categorised as business. The Business Ordinary ad valorem rate (rate in the dollar) is 150% of the residential ad valorem rate.
In addition to this Council has declared a designated area within the Byron Bay Business Centre, as a centre of activity in accordance with Section 529 of the Local Government Act. Business properties within this defined area will represent a sub-category for the business category known as Business Byron Bay CBD and will have an ad valorem rate being 200% of the Residential Ordinary ad valorem rate. The following map defines the properties identified within this ‘centre of activity’.
The Farmland Ordinary ad valorem rate is 73.73% of the Residential Ordinary ad valorem rate.
Map – Rating Sub Category - Business Byron Bay CBD
STATEMENT OF CHARGES TO BE LEVIED
In accordance with Sections 496, 496A, and 501 of the Local Government Act 1993, Council will levy annual charges for the following services:
· Sewerage
· Water
· Domestic Waste Management
· Non Domestic Waste Management
· Drainage (Stormwater Management)
In accordance with Section 502 of the Local Government Act 1993, Council will levy charges for actual use for the following services:
· Sewerage
· Water
· Liquid Trade Waste
Water, Sewerage and Waste Management Charges relating to non-rateable properties will be charged in accordance with Sections 496, 501 and 502 of the Local Government Act 1993. For the purpose of charging these non-rateable properties that actually use these services, the charges to be applied are the same as those charged against rateable properties as these charges are representative of use.
Waste Management Charges
In accordance with Section 496 of the Local Government Act 1993 (LGA), Council must make and levy an annual charge for the provision of Domestic Waste Management services for each parcel of rateable land for which the service is available.
Council’s waste management charging structure encourages customers to reduce the level of waste that ends up in landfill.
At the commencement of the 2016/17 financial year the domestic waste management charge will be applied for the services identified in the table below. A ratepayer may request to change their garbage MGB size once per annum per property free of charge. A bin changeover fee will apply for subsequent requests by the same ratepayer.
Where an urban domestic waste collection service is available but not used by a customer, that customer will be charged a single standard domestic waste collection service applicable for that type of property.
Vacant Properties (ie properties without a dwelling) within the urban domestic waste collection service area will be charged a Vacant Domestic Waste Charge.
Where a rural domestic waste collection service is available but not used by the customer, that customer will be charged a single ‘Rural Waste Availability Charge’, except where an exemption to the service has previously been granted.
In accordance with Section 501 of the LGA, Council will charge an annual Waste Management Charge for all non-domestic customers provided with a collection service identified in the table below.
Additional charges for both domestic waste and non-domestic waste are levied for each individual service in excess of a single service.
An annual Waste Operations Charge for on-going operations and future infrastructure requirements of the Council landfill and transfer station will be levied for each waste service (domestic and non-domestic).
Waste Collection Service Type |
Annual Charge ($) |
Number of Services |
Estimated Yield ($) |
Urban Domestic Collection Service - Annual Charge (Section 496) |
|
|
|
Urban Domestic - Single Dwellings 3 MGB service |
|
|
|
80 litre landfill MGB, 240 L recycle MGB & 240 L organics MGB |
123.00 |
517 |
63,591 |
140 litre landfill MGB, 240 L recycle MGB & 240 L organics MGB (Standard Service) |
260.00 |
6,891 |
1,791,660 |
240 litre landfill MGB, 240 L recycle MGB & 240 L organics MGB |
386.00 |
1,508 |
582,088 |
Urban Domestic - Multi Unit Dwellings(MUD) |
|
|
|
MUD - 3 MGB service per unit. |
|
|
|
80 litre landfill MGB, 240 L recycle MGB & 240 L organics MGB |
123.00 |
216 |
26,568 |
140 litre landfill MGB, 240 L recycle MGB & 240 L organics MGB (Standard Service) |
260.00 |
905 |
235,300 |
240 litre landfill MGB, 240 L recycle MGB & 240 L organics MGB |
386.00 |
127 |
49,022 |
MUD - 2 MGB service per unit (Council exempt Organics service) |
|
|
|
80 litre landfill MGB & 240 L recycle MGB |
123.00 |
5 |
615 |
140 litre landfill MGB & 240 L recycle MGB |
260.00 |
49 |
12,740 |
240 litre landfill MGB & 240 litre recycle MGB |
386.00 |
14 |
5,404 |
MUD – Council approved shared 3 MGB service between two units |
|
|
|
240 litre landfill MGB collected fortnightly, 240 litre recycle MGB collected weekly & 240 litre organics MGB collected weekly |
207.00 |
406 |
84,042 |
MUD – Council approved shared 2 MGB service between two units |
|
|
|
240 litre landfill MGB collected weekly & 240 L recycle MGB collected weekly |
207.00 |
378 |
78,246 |
Additional Recycling MGB collected fortnightly (per service) |
86.00 |
83 |
7,138 |
Additional Organics MGB collected weekly (per service) |
100.00 |
5 |
500 |
Vacant Domestic Waste Charge (vacant land in the urban collection area) |
25.00 |
363 |
9,075 |
Sub-Total |
|
11,467 |
2,945,989 |
Rural Domestic Collection Service – Annual Charge (Section 496) |
|
|
|
Rural Domestic Waste Collection Service - 240 litre landfill MGB collected fortnightly, 240 L recycling MGB collected fortnightly |
277.00 |
2,622 |
726,294 |
Rural Service Availability Charge |
25.00 |
456 |
11,400 |
Sub-Total |
|
3,078 |
737,694 |
Bin Changeover Fee |
|
|
|
Landfill MGB size changeover fee (one changeover of landfill MGB size per property per annum per ratepayer is free of charge) |
55.00 |
0 |
0 |
Sub-Total |
|
0 |
0 |
Rural Commercial Collection Service – Annual Charge (Section 501) |
|
|
|
Rural Commercial Collection Service - 240 litre landfill MGB collected fortnightly, 240 L recycling MGB collected fortnightly |
433.00 |
51 |
22,083 |
Sub-Total |
|
51 |
22,083 |
Urban Commercial Waste Collection - Annual Charge (Section 501) |
|
|
|
Weekly collection of 140 L landfill MGB & 240 L recycling bin |
420.00 |
192 |
80,640 |
Weekly collection of 240 L landfill MGB & 240 L recycling bin |
481.00 |
974 |
468,494 |
Weekly collection of 140 L landfill MGB |
420.00 |
17 |
7,140 |
Weekly collection of 240 L landfill MGB |
481.00 |
140 |
67,340 |
Additional weekly collection of 240 litre recycling bin (per service) |
108.00 |
321 |
34,668 |
Weekly collection of 240 L Organics MGB (schools, community centres and not-for-profit organisations subject to eligibility criteria) |
100.00 |
0 |
0 |
Sub-Total |
|
1,550 |
658,282 |
Waste Operations Annual Charge (Section 501) |
|
|
|
Waste Operations Annual Charge - Residential |
70.00 |
13,349 |
934,430 |
Waste Operations Annual Charge – Non-Residential |
70.00 |
1,653 |
115,710 |
Sub-Total |
|
15,002 |
1,050,140 |
TOTAL REVENUE |
|
|
5,414,188 |
Stormwater Management Service Charge (Section 496A)
In accordance with Section 496A of the Local Government Act 1993 Council will charge a ‘Stormwater Management Service Charge’ against rateable properties for which the service is available. Council has identified the residential and business properties that are within Council’s urban stormwater catchment areas that will be levied this charge for the 2016/17 financial year.
The following charging methodology will be used by Council for the 2016/17 rating year using the guidelines released by the Division of Local Government, Department of Premier and Cabinet.
Charge Methodology
The Departmental guidelines provide Council with the opportunity to levy charges on a catchments area or global basis, while ensuring that the total income generated does not exceed the level of expenditure for new and additional stormwater management. Council has a large capital works program to complete for stormwater and therefore it has been adopted that a global approach will be used to enable significant works to be funded at a given time using all revenue levied, rather than waiting to collect enough funds in individual catchments. In accordance with these guidelines, councils still need to ensure equitable distribution of stormwater management services over time.
Properties categorised as Residential (Not being Strata Titled)
A flat charge of $25.00 for a Stormwater Management Service Charge is to be charged against each eligible assessment categorised as Residential within the urban stormwater catchment. This charge is uniform across all urban catchment areas to minimise administration costs.
This amount of $25.00 is the current upper charge limit for urban residential land stipulated in clause 125AA of the Local Government (General) Regulation 2005.
Properties categorised as Residential (Strata Units)
The cost of managing stormwater runoff from impervious surfaces is usually substantially less per residential strata lot than per standard residential property.
It is for this reason that a flat charge of $12.50 for a Stormwater Management Service Charge is to be levied against each eligible residential strata unit within the urban stormwater catchment. This charge is uniform across all urban catchment areas to minimise administration costs.
This amount of $12.50 has been recommended using the guidelines provided by the Division of Local Government, Department of Premier and Cabinet.
Properties categorised as Business (Not being Strata Titled)
A Stormwater Management Service Charge is to be charged against each eligible assessment (not being strata titled) categorised as business within the urban stormwater catchment area based on the total area of the assessment. A charge of $25.00, plus an additional $25.00 for each 350 square metres or part thereof by which the area of the parcel of land exceeds 350 square metres.
The criteria for charging business properties by using property areas has been recommended using the guidelines provided by the Division of Local Government, Department of Premier and Cabinet.
Exceptions to area based charging – Business Properties
After an analysis of business land areas is was discovered that certain business properties covering large property areas would incur significant charges for stormwater management that would not be reflective of the level of stormwater service provided by Council. These properties involve large portions of open space not being impervious in nature and therefore not producing an increased level of stormwater run-off.
Some examples of properties that fall into this category include:
· Bowling Clubs
· Golf Courses
· Caravan Parks
· Resorts
· Business properties populating a small portion of a total land area
Therefore, under these circumstances, Council officers have reviewed the Stormwater Management Service Charge to be applied to these types of properties so that a more equitable charge can be determined. This review process has involved an analysis of the impervious surfaces on each reviewed property to reflect a charging structure similar to business properties of a smaller land area. Properties with a land area in excess of 4,000 square metres have been reviewed in relation to the impervious surface area of the land, with the charge determined by grossing up the impervious surface area by a factor of 11%, in accordance with the assumptions made within the departmental guidelines. See example below:
Example
Total land area 50,000 sq metres
Impervious surface area* 1,000 sq metres
* The impervious surface area is calculated by identifying this surface type on individual properties using Council’s aerial photos and the GIS system.
Calculation of Area to be charged
As the departmental guidelines assume that 90% of business properties are impervious, the impervious surface is grossed up to determine the area of the land subject to the charge. That is:
Impervious area /90 x 100
= 1000 / 90 * 100
= 1111 square metres.
Applying charges recommended for business properties, the charge will be:
For the first 350 square metres $25.00
For the second 350 square metres $25.00
For the third 350 square metres $25.00
For the remaining square metres $25.00
Total charge $100.00
It should be noted that properties with an area less than 4,000 square metres are able to have the charge reviewed under the appeal process.
Properties categorised as Business (Strata Units)
A Stormwater Management Service Charge will be levied on each eligible business strata unit within the urban stormwater catchment area based on one of the following two scenarios:
Scenario 1 – Business Strata Units Only
If the strata complex contains only business properties (i.e. not mixed development) the charge per strata unit will be calculated by using a charge of $25.00 per 350m² of the land area occupied by the strata scheme (or part thereof),proportioned by the unit entitlement of each lot in the strata scheme. In the event that this approach results in charge of less than $5.00 per unit, a minimum charge of $5.00 will be levied on each strata unit.
This method of charging is consistent with the methodology used to charge non-strata titled business properties.
Scenario 2 – Business and Residential Strata Units (Mixed Development)
If the strata complex contains mixed development (i.e. properties rated as both business and residential) the dominant rating category of the total parcel of land, using data provided by the Valuer General, must be determined and charges will apply for Business strata units or Residential strata units as previously adopted. In the event that a mixed development is 50% residential and 50% business, Council has the discretion to determine whether to charge the property as a residential or business property.
Urban Land Exempt from the Stormwater Management Service Charge
The same exemptions that apply to non-rateable properties for other rates and charges also apply in respect of the stormwater management service charge pursuant to the Local Government Act.
In addition, the following properties are also exempted from this charge under the provisions:
· Rateable land owned by the Crown
· Rateable land under a lease for private purposes granted under the Housing Act 2001 or the Aboriginal Housing Act 1998
· Vacant Land
Councils are also not to levy the charge on properties where they do not provide a stormwater management service.
The following table shows the 2016/17 charge structure and associated yield amounts for the Stormwater Management Service Charge.
Property Type |
Number of Properties |
Annual Charge ($) |
Yield ($) |
Residential Properties (not strata titled) |
7,326 |
25.00 |
183,150 |
Residential Strata Units (not within a mixed development) |
2,204 |
12.50 |
27,550 |
Business Strata Units (not within a mixed development) |
504 |
**Varying Amounts (5.00 minimum charge) |
11,705 |
Business Strata Units (within a mixed development) |
123 |
12.50 |
1,538 |
Business Properties (not strata titled) |
565 |
**Varying Amounts (25.00 minimum charge) |
67,525 |
Totals |
10,814 |
|
291,928 |
** Varying Amounts: A single annual flat charge does not apply to Business Properties (as charges are based on an individual property’s impervious land area), or Business Strata Units not within a mixed development (as charges are based on the common property land area and strata unit entitlement for each strata complex). As a result, individual annual charges have been omitted form the above table.
Funds derived from the Stormwater Management Service Charge must be spent on transparent (i.e. on ground) works and the community must be advised of the proposed works and projects as part of the Operational Plan consultation process.
Details of expenditure on overall stormwater/drainage capital works can be found in Capital Works section of the Budget document as part of this Revenue Policy.
Water Charges
Council's water charging structure is made up of two tiers, a fixed annual charge for all properties and a usage charge based on actual water consumed. In addition a small amount of revenue is generated from fixed annual charges for fire services.
Fixed water charges for both Residential and Non-Residential properties are charged depending on water meter connection size and the number of services connected to the property.
Vacant land which does not have a water meter connected will be charged the equivalent of 50% of the 20mm Service Charge.
To properly reflect the water load a water connection can place on the system, fixed annual charges are proportional to the square of the size of the customer’s water supply service, which is in accordance with the NSW State Government’s “Best Practice Management of Water Supply and Sewerage Guidelines”.
The formula used to derive annual water fixed charges based on connection size is:
WF = WF20 x (D2/400)
Where: WF = Customer’s Annual Water Fixed Charge ($)
WF20 = Annual Water Fixed Charge for a 20mm
diameter water supply service connection ($)
D = Diameter of water supply service (mm)
Water Fixed Charge - Annual Charges (Section 501)
Residential Properties
Service Type |
Annual Charge ($) |
Number of Services |
Estimated Yield ($) |
|
20mm Service |
179 |
7,953 |
1,423,587 |
|
25mm Service |
280 |
42 |
11,760 |
|
32mm Service |
459 |
8 |
3,672 |
|
40mm Service |
716 |
14 |
10,024 |
|
50mm Service |
1,119 |
8 |
8,952 |
|
65mm Service |
1,891 |
0 |
0 |
|
80mm Service |
2,864 |
0 |
0 |
|
100mm Service |
4,475 |
1 |
4,475 |
|
Vacant Land |
90 |
176 |
15,752 |
|
Strata Unit (Residential) |
179 |
2,196 |
393,084 |
|
Fire Service |
238 |
9 |
2,143 |
|
Total |
|
10,407 |
1,873,449 |
Non-Residential Properties
Service Type |
Annual Charge ($) |
Number of Services |
Estimated Yield ($) |
|
20mm Service |
179 |
455 |
81,445 |
|
25mm Service |
280 |
155 |
43,400 |
|
32mm Service |
459 |
45 |
20,655 |
|
40mm Service |
716 |
88 |
63,008 |
|
50mm Service |
1,119 |
61 |
68,259 |
|
65mm Service |
1,891 |
2 |
3,782 |
|
80mm Service |
2,864 |
9 |
25,776 |
|
100mm Service |
4,475 |
10 |
44,750 |
|
Vacant Land |
90 |
34 |
3,043 |
|
Strata Unit (Business) |
179 |
709 |
126,911 |
|
Fire Service |
238 |
55 |
13,094 |
|
Total |
|
1,623 |
494,123 |
Water Usage Charges (Section 502)
A charge will be raised for the use of the Water Supply Service on a quarterly basis based on the usage recorded through the water meter or meters servicing each property. The charge will be based on an inclining block tariff and will apply on an annual basis as follows:
Residential Properties up to 450/kl per reading year $2.47 per kl
usage above 450/kl per reading year $3.70 per kl
Non-Residential Properties all water usage $2.65 per kl
· The estimated income from Residential water usage charges for 2016/17 is $4,384,135.
· The estimated income from Non-Residential water usage charges for 2016/17 is $2,081,740.
Sewerage Charges
Council’s sewerage pricing structure similar to the water pricing incorporates a two component pricing structure, a fixed annual charge for all properties and a usage charge based on water usage and discharge volume into the sewerage system.
An annual Sewerage Fixed Charge will apply to all single dwelling residential properties including strata title units. Land that is vacant with no existing premise connected to the council sewer system will be charged equivalent to 50% of the Residential Sewerage Fixed Charge.
The Sewerage Fixed Charge for Residential properties for 2016/17 will be $819.00.
The Sewerage Fixed Charge for Non-Residential properties is proportional to the size of the water supply service connection to the property in order to reflect the potential load placed on the sewerage system.
Properties which are not separately metered, and all Non-Residential Strata Title units will be charged a Sewerage Service Fixed Charge equivalent to that of a Non-Residential property with a 20mm water connection.
Land that is vacant with no existing premise connected to the council sewer system will be charged equivalent to 50% of the Non-Residential Sewerage Fixed Charge for a 20mm connection.
Sewerage Fixed Charge - Annual Charges (Section 501)
Residential Properties
Service Type |
Annual Charge ($) |
Number of Services |
Estimated Yield ($) |
|
Residential Sewerage Service Fixed Charge |
819 |
7,272 |
5,955,768 |
|
Strata Units (Residential) |
819 |
2,201 |
1,802,619 |
|
Vacant Land – not connected to Sewer |
410 |
294 |
120,393 |
|
Sewerage Access Charge 25mm (multi-occupancy) |
1,280 |
28 |
35,840 |
|
Sewerage Access Charge 32mm (multi-occupancy) |
2,097 |
7 |
14,679 |
|
Sewerage Access Charge 40mm (multi-occupancy) |
3,276 |
13 |
42,588 |
|
Sewerage Access Charge 50mm (multi-occupancy) |
5,119 |
8 |
40,952 |
|
Sewerage Access Charge 65mm (multi-occupancy) |
8,651 |
0 |
0 |
|
Sewerage Access Charge 80mm (multi-occupancy) |
13,104 |
0 |
0 |
|
Sewerage Access Charge 100mm(multi-occupancy) |
20,475 |
0 |
0 |
|
Residential (with Sewer Pods)** |
794 |
173 |
137,362 |
|
Totals |
|
9,996 |
8,150,201 |
** Residential properties connected to Council’s sewerage system via a Sewer Pod device (New Brighton / Billinudgel areas) are charged a sewerage fixed charge of $777.00 which is $25.00 less than the standard residential charge. The $25.00 reduction per annum is to assist in paying for electricity costs incurred by customers in the use of the Sewer Pods.
Sewerage Fixed Charge - Annual Charges (Section 501)
Non-Residential Properties
Service Type |
Annual Charge ($) |
Number of Services |
Estimated Yield ($) |
|
Non-Residential Properties (including Non-Rateable Properties) |
|
|
|
|
Sewer Service Access Charge - Non-Residential Strata Units |
819 |
693 |
567,567 |
|
Sewer Service Access Charge – Vacant Land |
410 |
49 |
20,066 |
|
Non-Residential Properties (with Sewer Pods)** |
794 |
9 |
7,146 |
|
Sewer Service Access Charge 20mm |
819 |
403 |
330,057 |
|
Sewer Service Access Charge 25mm |
1,280 |
141 |
180,480 |
|
Sewer Service Access Charge 32mm |
2,097 |
42 |
88,074 |
|
Sewer Service Access Charge 40mm |
3,276 |
73 |
239,148 |
|
Sewer Service Access Charge 50mm |
5,119 |
51 |
261,069 |
|
Sewer Service Access Charge 65mm |
8,651 |
2 |
17,302 |
|
Sewer Service Access Charge 80mm |
13,104 |
10 |
131,040 |
|
Sewer Service Access Charge 100mm |
20,475 |
7 |
143,325 |
|
Totals |
|
1,480 |
1,985,274 |
** Non-Residential properties connected to Council’s sewerage system via a Sewer Pod device (New Brighton / Billinudgel areas) are charged a sewer fixed charge based on $777.00 which is $25.00 less than the standard residential charge. The $25.00 reduction per annum is to assist in paying for electricity costs incurred by customers in the use of the Sewer Pods.
Sewerage Usage Charges (Section 502)
A sewerage discharge factor applies to all sewerage infrastructure users. The discharge factor is applied to the total water usage for properties and reflects the typical load properties place on the sewerage system.
The Sewer discharge factor is the ratio of all wastewater discharged from a premises to the sewerage system to the total water consumption expressed as a percentage.
For residential properties, the discharge factor is 75% and therefore the charge per kilolitre (1,000 litres) is $1.85 (being 75% of the water usage charge).
Sewerage discharge factors for non-residential properties are determined by the type of activity undertaken on the property and are calculated as defined in the NSW Department of Water and Energy, Liquid Trade Waste Regulation Guidelines April 2009.
· The estimated income from residential sewerage usage charges for 2016/17 is $3,094,526.
Non-residential properties can have different sewerage discharge factors dependent on the nature of the business. The sewerage discharge factor (SDF) for non-residential properties has been determined using category of business guidelines set by the New South Wales Office of Water.
The sewerage usage charge for non-residential properties is therefore calculated by applying the business category SDF to a non-residential sewerage usage charge of $2.47 per kilolitre.
· The estimated income from non-residential sewerage usage charges for 2016/17 is $1,484,387..
Liquid Trade Waste Fixed Charge (Section 501)
Liquid Trade Waste means “all liquid waste other than sewage of a domestic nature.”
The purpose of this charge is to cover the costs incurred by Council for the administration and management (including inspections) of these systems.
The liquid trade waste classifications are based on the level of impact dischargers have on the sewerage system.
Liquid Trade Waste Annual Charge is charged on properties that discharge liquid trade waste but are not required to apply for Council approval.
Category 1 dischargers are those businesses which conduct an activity deemed by Council as requiring minimal pre-treatment and are considered low risk.
Category 2 dischargers are those businesses which conduct an activity generating medium to high level liquid trade waste that requires a pre-treatment equipment (such as a grease trap) to be installed.
Category 2S dischargers are those businesses which conduct an activity of transporting and/or discharging septic tank or pan content into the sewerage system.
Category 3 dischargers are those businesses which discharge large volumes of liquid trade waste (over 20 kl/d) to the sewerage system.
Service Type |
Annual Charge ($) |
Number of Services |
Estimated Yield ($) |
|
Liquid Trade Waste – Annual Charge |
31 |
6 |
248 |
|
Liquid Trade Waste – Category 1 - Residential |
153 |
1 |
153 |
|
Liquid Trade Waste – Category 1 |
153 |
83 |
12,699 |
|
Liquid Trade Waste – Category 2 |
255 |
189 |
48,195 |
|
Liquid Trade Waste – Category 2S |
255 |
1 |
255 |
|
Liquid
Trade Waste – Category 3 |
429 |
3 |
1287 |
|
Totals |
|
285 |
62,837 |
Liquid Trade Waste Usage Charges (Section 502)
Liquid trade waste dischargers have a Trade Waste Discharge Factor (TWDF) added to their Sewerage Discharge Factor (SDF) to determine their total sewerage usage charge.
Like the SDF factors the TWDF factors have been determined using category of business guidelines set by the NSW Department of Water and Energy.
The trade waste usage charge for non-residential properties is therefore calculated by applying the business category TWDF against the liquid trade waste usage charge of $2.24 per kilolitre.
Usage charges will apply to Category 2 and 3 liquid trade waste dischargers and charges will be calculated as defined in NSW Department of Water and Energy, Liquid Trade Waste Regulation Guidelines April 2009.
· The estimated income from non-residential trade waste usage charges for 2016/17 is $265,976.
Non-Complying Trade Waste Discharge Users (Sections 501 and 502)
Properties that are technically non‐complying users of Council’s sewerage reticulation system will be levied a sewerage usage charge of $3.70 per kilolitre.
This charge is a valuable tool in achieving compliant sewerage infrastructure.
Council has issued advice to a property where a private sewer pumping station is not compliant. A three month period has elapsed and the premises remain non-compliant.
Non‐Complying Water Supply Users (Sections 501 and 502)
Properties that are technically non‐complying users of Council’s water supply will be levied a water usage charge of $5.30 per kilolitre.
This charge is a valuable tool in achieving compliance with water supply and private fire hydrant systems.
There are two possible scenarios on why this charge can be applied to a property:
1. Council has issued advice to the owner that no backflow device or private fire hydrant system has been installed where necessary. A three month period has elapsed and the premises remain non-compliant.
2. Council has issued advice to the owners that no backflow devices or fire hydrants maintenance report has been provided. A three month period has elapsed and the premises remain non-compliant.
Calculation of Usage Charges
Residential Property discharging Sewerage
The following formula indicates how total usage charges would be calculated for a residential property consuming water and discharging sewerage.
TUC = (C x UC) + (SDF x C x UC)
Where: TUC = Total Usage Charges ($)
C = Water Consumption (kilolitres)
UC = Water Usage Charge ($)
SDF = Sewerage Discharge Factor (%)
Non-Residential Property discharging Sewerage
The following formula indicates how total usage charges would be calculated for a non-residential property consuming water and discharging sewerage.
TUC = (C x UC) + (SDF x C x UCs)
Where: TUC = Total Usage Charges ($)
C = Water Consumption (kilolitres)
C = Water Usage Charge ($)
UCs = Sewerage Usage Charge ($)
SDF = Sewerage Discharge Factor (%)
Non-Residential Property discharging Sewerage & Trade Waste
The following formula indicates how total usage charges would be calculated for a non-residential property consuming water and discharging both sewerage and liquid trade waste.
TUC = (C x UC) + (SDF x C x UCs) + (TWDF x C x UCt)
Where: TUC = Total Usage Charges ($)
C = Water Consumption (kilolitres)
UC = Water Usage Charge ($)
UCs = Sewerage Usage Charge ($)
UCt = Liquid Trade Waste Usage Charge ($)
SDF = Sewerage Discharge Factor (%)
TWDF = Trade Waste Discharge Factor (%)
On-Site Sewerage Management Systems (OSMS) – Approval to operate Annual Fee
Commencing from 1 July 2013, Council will charge an annual fee for the Approval to Operate (ATO) an Onsite Sewer Management System (OSMS) that will be disclosed on the rate notice issued to each relevant ratepayer. The annual fee to be charged is related to the application for or renewal of approval to operate an OSMS. The fee per annum implemented for 2016/17 is to be $44.00 per OSMS or Equivalent Tenement. It is expected the fee will raise $151,580 per annum to be spent specifically on the management of OSMS systems by Council. This process will replace the current application based process for the renewal of an ATO.
In adopting the 2015/16 OSMS fee, Council also resolved (13-135) to develop a revised fee structure for the renewal of an ATO based on a tiered range of fees according to the pollution risk (ie high / medium / low), which will determine the frequency for inspections. This fee structure will be developed over time and implemented in a future financial period.
The revenue generated by the fees collected will be restricted with the funds generated used to fund OSMS related programs and activities, including an OSMS education and assessment program.
Asset Replacement Programs
Plant and Equipment
Plant and equipment to be disposed of or replaced has either reached the end of its economic life or is no longer required for Council's operations.
Motor Vehicles
Council's sedan type vehicles are traded at the time considered the most economically viable, taking into account age, kilometres travelled, changeover costs and market demands.
Land Assets
Council has identified property for review and potential sale in its Financial Sustainability Project Plan. Potential sale of property may occur from time to time.
Pricing Policy/Competitive Neutrality
Council's Pricing Policy is to recover full costs for consumer specific services except where a community service obligation exists to justify charging less than full costs. Full cost attribution is applied to all business activities. The following programs are considered to be of a commercial nature:
Category One Businesses
(Turnover greater than $2 million)
1. Water Supplies
2. Sewerage Services
3. Caravan Parks
BORROWINGS
New Loan Borrowings
It is anticipated that the following projects will be funded from new loan borrowings in 2016/2017:
Item ($'000)
General Fund $Nil
Water Fund $Nil
Sewer Fund $Nil
Total $Nil
COMMUNITY STRATEGIC PLAN, DELIVERY PROGRAM AND OPERATIONAL PLAN LINKAGES
Delivery Program Key Activities |
OPERATIONAL PLAN ACTIONS |
Community Strategic Plan Strategies |
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General Manager |
Corporate and Services |
Infrastructure Services |
Sustainable Environment and Economy |
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1 |
Develop and implement the revised organisational structure. |
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CM1.3 |
2 |
Shift Council culture from compliance/risk aversion to being solution and outcome focused. |
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CM1.5 |
3 |
Improve the capacity of staff in areas of customer service, consultation, technology and leadership. |
76, 78, 79 |
94, 95, 97 |
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CM1.1 |
4 |
Develop and implement Balance Scorecard Performance Planning and Management System. |
82 |
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CM1.1 |
5 |
Initiate targeted employee engagement programs. |
76 |
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CM1.5 |
6 |
Develop and implement targeted and effective staff development initiatives. |
76, 78, 82, 83 |
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CM1.5 |
7 |
Achieve active participation in a suite of targeted recognition and encouragement programs. |
83 |
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CM1.5 |
8 |
Improve work health and safety. |
84 |
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CM1.5 |
9 |
Increase lifestyle health and wellbeing initiatives for staff. |
84 |
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CM1.5 |
10 |
Implement best practice in Integrated Planning and Reporting. |
85 |
91 |
2, 6, 10 |
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CM1.4 |
11 |
Embed Integrated Planning and Reporting in Council policies and systems. |
85 |
91 |
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CM1.1
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12 |
Provide advice and disseminate information to internal stakeholders. |
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99, 100 |
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CM1.3 |
13 |
Embrace digital technologies to increase community access and broaden engagement. |
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47 |
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CM2.1 |
14 |
Build the capacity of Council to tailor engagement strategies to individual projects and initiatives. |
76 |
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CM2.2 EN1.1 EN1.3 EN1.4
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15 |
Develop, encourage and support community participation in volunteering in Council programs and projects. |
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73 |
CM2.2 SC2.1
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16 |
Develop stronger regional collaboration and strategic planning initiatives. |
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8, 10, 43-46, 50, 51 |
74,75 |
CM3.1 EC3.3 EC2.1 EC2.3 EN1.1 CI1.5 CI2.5
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17 |
Develop partnerships with key stakeholders. |
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91,92,93 |
33, 34 |
75 |
EC1.5 EN1.2
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18 |
Support effective advocacy through the development of productive relationships with State and Federal government agencies. |
|
92 |
8, 13, 33, 34 |
74 |
CM3.1 SC1.1 |
19 |
Ensure compliance programs are responsive to demonstrated community needs and priorities. |
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60, 61 |
CM1.1 |
20 |
Facilitate community understanding of Council’s regulatory and compliance obligations. |
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50, 51 |
57 |
CM4.1 EN3.6
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21 |
Remove unnecessary Council regulation/prescription. |
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55, 56 |
CM1.3 |
22 |
Promote best practice in the delivery of environmental, natural and built outcomes. |
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42, 49 54 |
57-59, 63-66, 71-73 |
CM4.1 EN2.1 CI1.7 |