Management Plan - Wollongong City Council

WOLLONGONG CITY COUNCIL
WORKING WITH YOU
MANAGEMENT PLAN
2011-14
WCC©1262206.6.11

MANAGEMENT PLAN
2011-14

ADMINISTRATORS’ MESSAGE
The Management Plan focuses on the key aspects of Council’s operations and the key projects to be
delivered during 2011-14.
In 2008 we identified a number of key objectives for the organisation that continue to be our priorities:
• Restoring the reputation of Wollongong City Council;
• Maintaining a corruption resistant organisation with zero tolerance of corruption;
• Introducing contemporary local environmental planning controls and more efficient processes for
assessment of development applications;
• Effective corporate governance and leadership;
• The capacity to properly plan and deliver on services and projects and improve the standard of
Council managed infrastructure.
We have built a solid foundation of achievement on the basis of these objectives. This is evident through
the new policies and procedures that have been implemented and also the results of Council’s most
recent Community Survey (2010) which points to a significant increase in community satisfaction with
Council’s performance from the previous survey (2008).
Over the last twelve months we have continued to invest in renewing and maintaining the city’s roads,
buildings, footpaths and other assets including the Wollongong Town Hall. We have built a solid planning
approach which includes the development and implementation of the Strategic Directions which now
guide the delivery of services and facilities and the allocation of resources.
Major projects for 2011-14 will include continuing the revitalisation of the Central Business District,
North Beach Bathers Pavilion refurbishment, and progressing the Whytes Gully Waste Processing Depot.
As part of our focus on waste management, a Waste Strategy will be developed to guide our approach.
Work will also be undertaken to progress the Initial Access Strategy which will provide flood free access
to Horsley and West Dapto; a new regional sporting facility; and essential infrastructure to accommodate
a growing population.
The next three years will continue to be challenging and full of change as Wollongong returns to an
elected Council. We trust that the direction provided in this document will provide a strong base from
which to shape the future.
Dr Colin Gellatly AO Robert McGregor AM Richard Colley B.Com UNSW
GENERAL MANAGER’S MESSAGE
Over the last year we’ve continued working to improve the way our organisation operates. We
introduced a new set of organisational values, made further improvements to our corporate governance
and improved our development assessment processes including reductions in our average assessment
times.
We’ve also made significant progress in improving the city’s infrastructure, and committed to working
more closely with local businesses and State and Federal governments to strengthen our region’s
economy. In the coming year, we’ll continue our commitment to reducing operating costs, and
maintaining and improving community assets.
David Farmer
General Manager
Management Plan 2011-14 2

EXECUTIVE SUMMARY
The Management Plan 2011-14 sets out our priorities, the steps we will take to address challenges, as
well as how we will work toward improving the City of Wollongong, our organisation, and ultimately
achieving the goals of the Strategic Directions 2011-14.
During 2011-14 we will continue to pursue operational efficiencies so that more funds can be directed to
improve the condition of community assets, with a focus on replacement and renewal of existing assets.
A target of $2M operational savings has been set for 2011/12, and an additional $1M in each year after
that. Targets for each year beyond 2011/12 will be reviewed annually in light of Council’s financial
position and capital works program. In the longer term a challenge remains to ensure that we provide
enough funding to renew and maintain long lived assets.
This Management Plan proposes a planned capital program of $66.9M for the upcoming year using funds
from Council, and State and Commonwealth government grants and loans.
Some of the major projects for 2011-2014 include:
• Completion of the $12 million refurbishment of the historic Bathers Pavilion;
• Completion of the West Dapto Initial Access Strategy;
• Progressing a number of town planning projects including policies for land management in
escarpment fringe lands between Mt Kembla and Cordeaux Heights;
• Progressing the West Dapto Land Release Area; and
• Revitalisation and refurbishment of the Crown Street Mall.
Each year we review our priorities to ensure they reflect our current operating environment. We do this
through research and analysis of data sources, staff feedback, and existing community feedback. By setting
priorities we are able to coordinate our resources which are translated into projects and performance.
The following priority areas for the Management Plan 2011-14 have been identified:
• West Dapto Land Release
• Wollongong City Centre
• Economic Development
• Infrastructure Planning and Delivery
• Climate Change Adaption
• Waste Management Strategy
• Governance
• Customer Service
• Service Delivery and Value for Money
• Community Engagement
• Organisational Culture.
Our Management Plan 2011-14 is designed to support our communities and enable sustainable growth
for our Local Government Area to meet both the needs of this generation and future generations.
Management Plan 2011-14 3

OUR STRATEGIC DIRECTIONS
The Wollongong Local Government Area enjoys a rich sense of community and cultural heritage with a
deep respect for the traditions of others. The area has a magnificent geographical setting from rainforests
to spectacular sea cliffs and pristine beaches. Based on a proud heritage in steel-making and coal mining,
our city is now emerging as an important education, business and financial services centre.
Strategic Directions assist in shaping the future of the Wollongong Local Government Area. They enable
us to respond to challenges and opportunities, meet the needs of our community and deliver quality
services and facilities. Each year we revisit our Strategic Directions to make sure they remain current and
consider new or emerging issues. This includes the identification of key priorities which provide a focus
for the strategies outlined in the Strategic Directions. Our Strategic Directions aim to achieve:
• A Vibrant and Liveable City
• Viable and Sustainable Assets and Services
• An Innovative and Progressive Organisation.
The details of Council’s key priorities, ongoing services and projects are aligned to the achievement of
our Strategic Directions 2011-14. As a result we are able to monitor our progress toward the
achievement of our Strategic Directions.
As a key provider of service to our community, we have made major changes to the way we do business.
We continue to improve the way we listen, respond to and work with residents and partners, and we
continue to be open and transparent. Our decisions and priorities are reflected in a range of new and
revised policies and planning instruments, and procedures to guide us into the future. The Management
Plan 2011-14 highlights how we intend to deliver our commitment over the next three years.
OUR MANAGEMENT PLAN
Council currently has a three tiered planning framework which includes our Strategic Directions,
Management Plan and Business Plans. Using the framework of Council’s Strategic Directions, the
Management Plan links strategies and priorities into services, projects and outcomes. Targets and
indicators are used to monitor our progress.
The main purpose of the Management Plan 2011-14 is to identify our ongoing services and specific key
projects that will contribute to the achievement of the Strategic Directions 2011-14. The document is
comprised of:
Management Plan 2011-14
Attachment 1 – Wollongong City Council Budget 2011-14
Attachment 2 – Wollongong City Council Capital Budget 2011-14
Attachment 3 – Wollongong City Council Revenue Policy 2011-12
Attachment 4 – Wollongong City Council Fees and Charges 2011-12.
We report on progress against our Strategic Directions and Management Plan every three months
through Quarterly Review Statements, as well as through our Annual Report (available 30 November of
each year). All of these documents, as well as the Strategic Directions 2011-14, can be accessed by
visiting our website.
Management Plan 2011-14 4

Organisational Structure
Our three departments; Planning and Environment; Infrastructure and Works; and Corporate and
Community Services work together to deliver the Strategic Directions through the implementation of
key projects and ongoing services.
The role of Planning and Environment is to enhance the many attributes that make Wollongong a vibrant
and liveable city. This involves protecting and enriching our unique natural and cultural assets and
regulating new development to ensure high quality outcomes in accordance with adopted plans and
policies. This Department also contributes to the achievement of viable and sustainable assets and
services.
The role of Infrastructure and Works is to provide the community with public infrastructure, operate
our key recreational facilities and co-ordinate the provision of bushfire and state emergency services.
The major capital projects identified within the Management Plan 2011-14 contribute to the achievement
of viable and sustainable assets and services, and a vibrant and liveable city.
The role of Corporate and Community Services is to enhance Wollongong’s lifestyle through the
promotion and delivery of a wide range of community services; and to assist Council to be responsive,
progressive, efficient and accountable. Corporate and Community Services contributes to the
achievement of a vibrant and liveable city, and an innovative and progressive organisation.
Administrators
General Manager
Prof. Conduct Coordinator
Corporate +
Community Services
Planning +
Environment
Infrastructure +
Works
Community
Cultural + Library
City Planning
City Works
Finance
Organisational
Strategy +
Improvement
Environmental
Strategy +
Planning
Regulation +
Enforcement
Infrastructure
Property +
Recreation
Human Resources
Governance +
Information
Management Plan 2011-14 5

Corporate Governance
Corporate Governance is an essential part of our business with several key documents and policies put in
place to ensure good practice. These include the Code of Conduct, Disclosure of Personal Interest, and
the Gifts and Benefits Register.
We continue to improve all our policies and procedures relating to good governance. During 2010-11
we implemented a revised Procurement Policy that manages risk for Council officers, business partners
and the community.
Members of the community and Council staff are encouraged to report unethical conduct, including the
referral of matters to the Professional Conduct Coordinator and/or the network of protected disclosure
officers.
We have established a Corporate Governance Committee and an Audit Committee, both meeting four
times per year. These Committees are comprised of highly qualified independent members, as well as
Council Administrators. The responsibilities and functions of these Committees are related to financial
monitoring, planning and performance monitoring, risk management and ethical conduct.
Council policies including the Safety Policy; Employment, Equity and Diversity Policy; Access and Equity
Statement and relevant corporate governance policies, can be accessed by visiting our website.
Our People
To support the delivery of quality services and facilities to the community, it is important that we also
focus on improving our internal or ‘back-office’ services. To be an innovative and progressive
organisation, a significant investment in our people, workplace culture and processes is required. This is
reflected in our Human Resource Strategic Plan and key projects included in this document.
Underpinning everything we do, are our organisational values. They drive our behaviour and reflect how
we conduct ourselves in our business. The four values are:
• Maintain integrity and earn trust
• Treat customers as we want to be treated
• Use the community’s money wisely
• Bring out the best in each other
KEY PRIORITY
Organisational Culture
With a continued focus on these values, a key priority for 2011-14 is organisational culture. We will
enhance our organisational culture through effective leadership, a focus on our values, good internal
communication and the establishment of a learning environment.
Management Plan 2011-14 6

Our Community
We will provide opportunities for the community to be actively involved in local issues, planning for the
future and addressing community needs and challenges. Members of the community can meet with us to
discuss local issues through our ‘Have Your Say’ approach. This includes community kiosks, community
forums, neighbourhood forums, and public access forums at Council meetings where members of the
community are able to address the Council directly. We also seek feedback through our community
survey which is conducted every two years. The survey results inform the development of our projects
and highlight areas for improvement.
The public exhibition of this Management Plan 2011-14 provided an opportunity for the community to
comment on the range of services we provide, our key priorities and projects proposed for the year
ahead.
We are focused on improving customer service, and the way our organisation communicates and
interacts with our community. Our Integrated Customer Service Centre is just one way of providing
better services.
Our Services
We provide a diverse range of services to the community over and above statutory responsibilities to
achieve legislative requirements under the Local Government Act and Regulations; and other State and
Federal Legislative requirements. Services are continuously reviewed based on community and customer
feedback; any changes or trends impacting the city; and legislative requirements. Identification and
prioritisation of Council’s services is essential for decision making and understanding Council’s
commitment to the community.
External
• Development Assessment
• Natural Area Management
• Crematorium and Cemeteries
• Tourist Parks
• Public Domain Management and Maintenance
• Land Use Planning
• Environmental Programs
• Public Health
• Regulatory Control
• Cultural Services
• Community Facilities
• Libraries
• Leisure Centres
• Aquatic Services
• Recreational Facilities
• Aged and Disability Services
• Youth Services
• Community Programs
• Botanic Garden
• Emergency Management
• Infrastructure Planning and Support
• Property Management
• Waste Management
• Transport Services
• Stormwater Services
• Economic Development
• City Centre Management
Internal
• Public Relations
• Corporate Strategy and Community
Engagement
• Financial Services
• Human Resources
• Governance and Administration
• Information Technology
• Integrated Customer Service
Management Plan 2011-14 7

A VIBRANT AND LIVEABLE CITY
We want a vibrant city where people can live and visit. To achieve this Council will encourage a sense of
community ownership of local places and spaces.
OUR GOALS
We will:
• Enhance Wollongong’s lifestyle
• Listen to and respond to the community
• Build on the potential to attract people, business and tourism
• Care for our environment
KEY PRIORITIES
West Dapto Land Release
We are building key infrastructure in West Dapto to support the new land release area and future growth.
Wollongong City Centre
This year we will continue to enhance the Wollongong City Centre through the delivery of the Central Business
District Action Plan and the revitalisation of the Crown Street Mall. We will support the improvement of
amenity and safety through a range of measures, and increase opportunities for the attraction of people and
business investment.
Economic Development
Along with our industry and business partners, we will promote sustainable economic development across the
City of Wollongong. We will do this through planning and partnerships; transparent processes; investment in
infrastructure; quality services and supportive initiatives, events and marketing. This year sustainable employment
growth and tourism will be our focus areas.
2011-12 KEY MANAGEMENT PLAN PROJECTS
• Progress the West Dapto Land Release
• Coordinate service delivery and improve business
attraction/retention within the Wollongong City
Centre
• Deliver a collaborative Wollongong Place
Marketing Strategy
• Continue to implement the City Centre Action
Plan
• Implement the City Centre Safety Action Plan
2010-13
• Promote Wollongong Town Hall and IPAC as an
accessible civic and cultural venues
• Facilitate the development of a Community
Strategic Plan
• Undertake Precinct Planning in Warrawong and
Wongawilli
• Prepare Plans of Management for McCauleys Beach
and East Corrimal Beach
PERFORMANCE INDICATORS
To measure progress, we will monitor and report to
the community on the following indicators:
- Library utilisation target of 4.8 visits per capita
- Community facilities utilisation target of 45 hours
per week per hire space
- User satisfaction with beaches and Council pools
- Community participation in community programs
- Maximum number of active development
applications > 90 days maintained below 50
- Maximum number of active development
applications maintained below 250
- Organisational energy and water consumption
against 2009/10 base year
- Number of visitors through the Visitor
Information Centres including the Southern
Gateway Centre and mobile tourism services
‘MyGong’.
Management Plan 2011-14 8

VIABLE AND SUSTAINABLE ASSETS AND SERVICES
We will provide appropriate and affordable parks, recreation facilities, community centres, and other
infrastructure and services that meet community needs both now and in the future.
OUR GOALS
We will:
• Plan for a sustainable city
• Provide sustainable community assets
• Effectively manage our finances to ensure long term financial sustainability
KEY PRIORITIES
Infrastructure Planning and Delivery
We own and manage a wide variety of assets on behalf of the community. Assets including roads, parks,
stormwater drainage, libraries and other community facilities underpin the success of the city as a place for
people to live, work and play. We will continue to plan and manage our assets over their lifecycle to ensure their
long-term sustainability and performance for the city, allowing for future growth and changing service
requirements.
Climate Change Adaptation
We will continue to play a leadership role in climate change. We will plan for and manage our existing coastal
communities through appropriate infrastructure, development and planning controls. Risk identified through
flood and coastal impact studies will guide Council's infrastructure priorities. We will also continue to assess and
address the environmental impacts of Council's own assets.
Waste Management Strategy
Changes in government policy and increasing environmental standards mean we need to review our current
approach to Waste Management. Our revised strategy will detail a staged approach to develop waste services
and waste treatment processes that meet the needs of the community, achieve improved environmental
outcomes and control the financial impact of waste management on the community.
2011-12 KEY MANAGEMENT PLAN PROJECTS
• Implement the West Dapto Access Strategy
• Crown Street Mall Refurbishment
• Development of Asset Management Plans and
future Works Programs
• Refurbishment of the North Beach Bathers Pavilion
and surrounding precinct
• Sandon Point Surf Club refurbishment and
expansion
• Finalise the Coastal Management Plan
• Upgrade Whytes Gully Landfill Facility
PERFORMANCE INDICATORS
To measure progress, we will monitor and report to
the community on the following indicators:
- Successful delivery of Council’s key projects
- 2011-12 Capital Budget expended
- Monitor the long term financial viability of
Council and achieve target operating result pre
capital (including impact of depreciation) for
2011/12 of $23.2 M
- Achieve total cash and investments less restricted
cash target of $7.3- $ 11.5 M
- 85% of creditors paid on invoice within 30 days
after the end of calendar month
- Achieve target operational funds for capital of
$30.3 M for 2011-12
- Percentage of material diverted from landfill
Management Plan 2011-14 9

AN INNOVATIVE AND PROGRESSIVE ORGANISATION
We will continually improve the way we do things. We want to build a forward thinking, ethical organisation that
provides high quality, appropriate decision-making and efficient services for the community.
OUR GOALS
We will:
• Build positive organisational leadership, values and culture
• Improve the way we do things
• Encourage innovation
KEY PRIORITIES
Governance
We will continue to build and implement good practice, ethical and robust policies, systems and processes to
meet community expectations and rebuild trust. We continue to review processes relating to development
applications and this year we transition to an elected Council.
Customer Service
Customer service continues to be a priority area for the organisation with a strong focus on increased use of
technology, expanded e-business capability, and improved customer service within all of our interactions with the
community and co-workers.
Service Delivery and Value for Money
We are committed to ensuring value for money within sound financial management practices. Our long-term
planning will determine the services we provide and evaluate how current services and assets meet community
needs now and into the future. We will consider the best way to deliver these services with appropriate levels of
service and resource requirements and partnerships.
Community Engagement
We will continue to build genuine and meaningful community engagement into our services, projects and other
activities to better inform decision making. We recognise the valuable input that the community can provide
toward achieving outcomes. Community participation will be a key focus this year to support the development of
a long-term Community Strategic Plan. We will also build and maintain effective partnerships with levels of
Government, not for profit organisations and the private sector to deliver optimum outcomes.
2011-12 KEY MANAGEMENT PLAN PROJECTS
• Undertake implementation, audit and monitoring of
Council’s governance registers
• Coordinate the Financial Sustainability Program
2011-12
• Partner with community based organisations in the
provision of services to the southern suburbs
• Enhance web and online customer service
• Coordinate the annual Learning and Development
Program
• Carry out Workforce Planning
• Conduct our biennial Community Survey
• Develop an internal Communications Strategy
• Formalise the scope of works with Tourism
Wollongong and establish an expanded funding
program
PERFORMANCE INDICATORS
To measure progress, we will monitor and report to
the community on the following indicators:
- Media stories by category-positive/negative/neutral
- Staff establishment/staff turnover
- Staff sick leave and carer’s leave < 8.5 days per
year per employee
- Lost time injury frequency rate < 23 days
- 85% correspondence response rate < 10 working
days
- Telephone calls answered within 30 seconds
- In-person enquiries attended to within 10 minutes
- Operational savings target achieved of $2M in
2011-12
- Community participation in engagement activities
• Review Council’s Community Consultation Policy
Management Plan 2011-14 V4.3 10

SUMMARY OF COUNCIL’S BUDGET
As Council has been able to achieve improved results over the last two years, the level of cash held currently
exceeds Council’s target and has provided an opportunity to invest in an increased capital program for 2011-12.
Over the next three years we will continue to focus on reducing operational costs, improving efficiencies and
enhancing our investment in asset management. Full details and explanations are contained within
Attachment 1 – Budget 2011-14; and Attachment 3 – Revenue Policy 2011-12, and Attachment 4 – Fees and
Charges 2011-12.
Projected Expenses
The following graph shows projected expenses from ordinary activities by expense type for 2011-12:
Depreciation
28%
$229.3M**
Materials + Contracts
30%
Borrowing Costs
1%
Employee Costs
41%
$'000
Expense Type ($'000) 2010/11* 2011/12
Employee Costs 90,624 93,418
Borrowing Costs 1,975 3,407
Materials + Contracts 68,104 69,048
Depreciation 61,442 63,424
Total 222,145 229,297
* Original Budget
** Rounded total
Projected Sources of Income
Income from ordinary activities is comprised of rates and annual charges; investment earnings; user fees and
charges; grants and contributions; and other revenues.
The following graph shows projected income sources by type for 2011-12.
User Fees + Charges
14%
Grants + Contributions
10%
Other Revenue
4%
Investments
2%
$206.1M**
Rates and Annual
Charges
70%
$'000
Income Type ($'000) 2010/11* 2011/12
Rates and Annual Charges 137,929 143,800
Other Revenue 6,550 8,001
Grants + Contributions 19,096 21,273
User Fees + Charges 29,019 28,805
Investments 2,502 4,250
Total 195,096 206,129
* Original Budget
** Rounded Total
Financial position
The charts above indicate a pre-capital net deficit of $23.2M ($206.1M -229.3M). This includes depreciation of
$63.4M but does not include capital expenditure.
Full details of the projected result as well as our strategy to improve our financial position are contained within
Attachment 1 – Budget 2011-14.
Management Plan 2011-14 11

SUMMARY OF COUNCIL’S CAPITAL WORKS PROGRAM
During 2011-14 we will continue to pursue operational efficiencies so that more funds can be directed toward
improving the condition of community assets, with a focus on replacement and renewal of existing assets. In the
longer term a challenge remains to ensure that we provide enough funding to renew and maintain long lived
assets. Savings in operational expenditure have been, and continue to be, made available to address our
infrastructure and renewal requirements. In conjunction with this is the need to increase overall funding to close
the gap. Further details on the capital program and budget are in Attachment 2 – Capital Budget 2011-14.
Projected Capital Expenditure
The following graph shows the capital budget expenditures, actual and forecast, for an eight year period between
2006 and 2014.
CAPITAL BUDGET EXPENDITURE
Actual
Forecast
$ (MILLIONS)
80
60
40
Significant
increase in
reseal
program
Large
increase in
West Dapto
access
works
20
0
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14
Projected Sources of Capital Income
Income is received from a number of sources for capital works. For 2011-12, $66.9M will be spent on capital
works. The graph below identifies each of the income sources and the amounts against each of these sources.
Council General
Revenue
57%
$66.9M
Sale of Assets
Section 94
1%
10%
Grants &
Contributions
7%
Restricted Cash
25%
$'000
Capital Income Source 2010/11* 2011/12
Section 94 (developer contributions) 6,581 6,749
Sale of Assets 1,674 424
Restricted Cash (internal & external) ** 9,364 16,873
Grants & Contributions 6,774 4,737
Council General Revenue 32,766 38,091
Total *** 57,159 66,874
* Revised budget at March 2011 Quarterly Review
** Includes loan funds received in prior years & held as restricted cash
*** 2010/11 shows capital works programme excluding contributed assets
Management Plan 2011-14 12