ANNUAL REPORT 2010/11 - Parramatta City Council

COUNCIL’S GUIDING PRINCIPLESParramatta River winds through ParramattaLunar New Year 2011 (Year of the Rabbit)Our Guiding Principles are core to our service delivery modelas they define how we do business, and reflect the values ofour organisation and the behaviours we will demonstrate.• COOPERATIVE TEAMWORKWe work together, across the whole organisation, unitedin our purpose, seeking each others’ advice, recognisingindividual strengths and playing our part in the team.• CUSTOMER SERVICEWe understand and meet our customers’ needs.• SUSTAINABILITY AND COMMUNITY FOCUSWe care about social, economic and environmentalsustainability for our City and focus on delivering goodoutcomes for our communities.• LEADERSHIPWe inspire a shared vision, lead by example and help othersto excel. We promote and support these guiding principles.• ACCOUNTABILITYWe hold ourselves accountable, celebrate our successes andown and learn from our mistakes.• INTEGRITYWe are committed to acting ethically, fairly, honestly andwith integrity in everything we do. We deliver on promises.• COMMUNICATIONWe communicate openly, honestly and clearly.• EXCELLENCEWe set high standards and are determined in our quest toachieve them.• INNOVATIVEWe value innovation, initiative, resourcefulness and creativity.• RESPECTWe trust and support each other and respect people for theircharacter and ideas, treating everyone with courtesy.FIND OUT MORE?Where to find out more about Council business?• anytime online via Council’s website which now linkssocial media sites Facebook and Twitter• daily (8.30am to 4.30pm Monday to Friday) at Council’s30 Darcy Street Administration Centre’s Customer ContactCentre• weekly via advertisements in the Parramatta Advertiser• quarterly via our Parra Pulse newsletters• quarterly via our Quarterly Review progress reports.If you would like to read the full version of Council’s AnnualReport, go to and click on‘Publications’ and on ‘Annual Report 2010/11’, which can beaccessed as a series of PDFs and downloaded and printed offas necessary.You can also contact Council’s Communications andMarketing team (9806 5086) to request an in-house print outof the full report.Cover image: Water-based school holiday activities helped revitalise theParramatta River foreshore

BALANCED SCORE CARD SNAPSHOTGENUINELY MEASURING OUR PERFORMANCE AS AN ORGANISATION DEMONSTRATES THAT THE SERVICES, INITIATIVES ANDPROJECTS DELIVERED BY COUNCIL MAKE A REAL DIFFERENCE TO THE COMMUNITY WE SERVE. A SAMPLE OF THESE 20 KEYPERFORMANCE INDICATORS ARE INCLUDED BELOW.STRATEGICPRIORITYOBJECTIVEKEY PERFORMANCEINDICATORTARGETCOMMENTFINANCEAchieve setbudgetNet operating result(excluding capital and one offitems) compared to approvedbudget year to dateAchievebudget resultor betterNet operating result of $2.1 million deficit was $8.1million better than our original budget of $10.2million deficit.*CUSTOMERSANDSTAKEHOLDERSImprove deliveryof customerservices85 per cent of servicerequests were completedwithin agreed servicestandards, compared to83.75 per cent in 2009/10.Above targetof 65 per centThe continuing upward trend in Council’s timelyresponsiveness to residential and business communityconcerns is a pleasing outcome.OUR PEOPLEManage staffturnover12.1 per cent turnover ofpermanent staff compared to11.45 per cent in 2009/10.On target of12 per centThe marginal rise in staff turnover reflects therestructure of Council’s HR and ICT units, as well asimproved labour market conditions.OUR BUSINESSEffectivemanagement ofcapital projects88 per cent of OperationalPlan projects were completedon time and in budget,compared to 82 per cent in2009/10.Just belowour targetof 90Steps taken to improve Council’s overall projectmanagement continue to show promising results.* Additional charges and fees ($1.9M), early receipt of the first instalment of the 2011/12 Commonwealth Financial Assistance Grant ($2M) andemployee cost savings ($3.5M) contributed to this favourable result.Parramatta’s newest piece of public art, the Sentry Box, heralds the finalapproach to Charles Street WharfPARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/119

SERVICES REVIEW RESULTSORGANISATIONALCHANGE PROGRAMWhy are we delivering this or that service to our communityand does it offer good value to our ratepayers? Are theresmarter and cheaper ways to achieve the same or even betterresults? These were some of the questions we asked ourselvesas an organisation as we put the services we offered, year inyear out, under the microscope as part of our Services Review.Commencing in December 2009, Council undertook a criticaland comprehensive review of the 41 core services it wasdelivering externally and internally, a substantial expansionon the three key services originally tackled by councils —namely fixing roads, collecting waste and exacting rates.A key component of our Services Review process was tobenchmark our services, improve their value and quality,provide job security, find ways to reduce costs and becomesustainable, as well as delivering on our organisation’sGuiding Principles.WHY REVIEW OUR SERVICES?The six key reasons why Council initiated its Services Reviewjourney were to:• build Council’s capability to deliver on our ParramattaTwenty25 Community Strategic Plan• become sustainable as an organisation in the long term• improve performance and provide community servicesrather than ‘face death by 1,000 cuts’ where funding isannually cut from all services• identify new business opportunities to generate revenue,improve quality and productivity• become a centre of excellence for local government• deliver on our Guiding Principles of valuing innovation,excellence, accountability and customer service.At the core of Parramatta City Council’s Services Review wasthe development of an organisational wide business modelto ensure that Council was sustainable in the long term andprovided accountable services that met community needs,now and into the future. The objectives we wanted to achievethrough the Services Review included:integrating and aligning our services to Council’sFuture Pathways Map and Parramatta Twenty25Community Strategic Planachieving $2.4 million in cost savingsensuring that staff at all levels of the businessunderstand ‘their business’ and what drives costand valueproviding a much greater opportunity for people atall levels of our business to contribute and make adifferenceadopting a culture of improved service, teamworkand continuous improvement.One of the key aims of the review was to come up withbusiness improvement recommendations which had thepotential to create a sustainable business model for Council.This was because we had a substantial operational deficit (anestimated $10.2 million in 2010/11) with excessive capitalexpenditure depleting Council’s reserves.10 PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/11

ENVIRONMENT & INFRASTRUCTURECycle paths encourage healthy exercise and active modes of transportON YOUR BIKE!Riding to work gets easier year by year for Parramattabasedcommuters. Not only are new links of cycleway beingconstructed annually but the end of ride facilities are alsobeing improved. The increasing uptake of Council’s securebicycle facilities will be further boosted with the roll out ofstylish bike racks throughout the City.So who’s riding and who needs more encouragement todo so? To keep track of cycling numbers, Council countedriders streaming into the City on various cycle routes, and topromote cycling to work, we organised the 2010 ParramattaCommuter Challenge and Ride to Work Day events.We also revised Parramatta’s Sustainable Transport AccessGuide to reflect improved cycling conditions.Council’s commitment to facilitate and promote cyclingreceived a big boost in 2010/11 with almost $1.8 millionsecured in RTA grants to construct five key off roadconnecting cyclepath links well ahead of schedule.WASTE NOT, WANT NOTWhat new strategies did Council adopt during 2010/11 to helpmeet the State Government’s diversion of waste from landfilltarget of 66 per cent by 2014?We trialled a Parramatta wide e-waste recycling pilotin partnership with the NSW Office Environment andSustainability that attracted over 250 participants. All up thetrial collected 14,210 kilograms of e-waste, including 370televisions that would have otherwise gone into landfill.Capitalising on the notion that one person’s trash is another’streasure, Council also participated in the National GarageSale Trail in April 2011. With over 100 households joining inacross Parramatta, an average of 31 kilograms of goods wereredistributed for each garage sale, with participants makingan average of $213.And continuing a 2009/10 initiative, Council’s Cleansing Teamcollected 1,200 abandoned mattresses and despatched themfor recycling.OTHER KEY ACHIEVEMENTS• restored waterways at Lower Ponds Creek; the ParramattaRiver foreshore; Ray Marshall Reserve, and Reid andDuncan parks• completed track upgrades and new walking tracks in CoxPark, Duck River, Lower Ponds, Toongabbie and Vineyardcreeks• resurfaced 36 road sections (53,000 square metres) andconstructed 76 kerb/pram ramps• completed 51 footpath and kerb and guttering projects andconstructed 6.27 kilometres of new footpaths• reconstructed 32 drainage pits and installed 250 metres ofnew drainage pipes• installed the McCoy Basin flood height telemetry systemto provide automatic radio frequency read outs of waterlevels• convened the Transport Forum to discuss transport andinfrastructure solutions that support the future growth ofWestern Sydney.Electronic equipment collected as part of Council’s e-Waste recycling trial12 PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/11

LAND AND WATER THAT IS PROTECTED, RESPECTED AND SUSTAINEDCompleted 51 footpath and kerb andguttering projects and constructed 6.27kilometres of new footpathsWHAT ELSE DID WE ACHIEVE?• updated our 2003 Biodiversity Plan and adopted theBaludarri Wetland Plan of Management• completed stage three of the $2.45 million streetscapeupgrade of South Street, Granville, and constructed 11projects funded by the $359,000 Federal Regional andLocal Community Infrastructure Program• serviced on average 59,266 garbage bins, 37,043 gardenorganics bins, 51,651 recycling bins and 2,138 commercialgarbage bins per week in conjunction with Cleanaway• worked with the RTA, Transport NSW and the Departmentof Environment, Climate Change and Water on bus prioritymatters, the NSW Bike Plan and promotion of sustainabletransport• expanded Council’s Resident Parking Schemes in Granville,Dundas and North Parramatta, and simplified parkingrestrictions in the Parramatta CBD• completed the north-south city centre cycle route; and ashared path from Rydalmere Wharf to Thackery Street andbetween Park Street and Pike Street.• improved car park facilities and services in Horwood Placeand Erby Place car parks• commenced energy efficiency improvements to Council’sfour multi-level CBD public car parks and the RiversideTheatres• organised Parramatta’s Clean Up Australia Day andcollected 1.5 tonnes of rubbish across 26 registered sites• staged Parramatta’s annual National Tree Day at TerrysCreek in Fred Spurway Park, Carlingford• lobbied the Federal and State Governments on theproposed East Coast Fast Rail project, the Parramatta —Epping Rail Link and alignment of the North West Rail Link• conducted comprehensive waste content audits for asample of residential properties and Council’s buildings• repaired and restored sea walls at four sites along theParramatta River• monitored the City’s ‘fleet’ of parking meters to maximisethe use of limited street parking spaces, and opened theSmith Street car park to paying members of the public• trialled the ‘Glutton’ electric urban waste cleaner in NorthParramatta and Granville CBDs and commenced rotarypressure cleaning of pavements and streets.During 2010/11, Council completed its three-year revitalisationof South Street, GranvilleENVIRONMENT AND INFRASTRUCTURE PILLAREXPENDITURE BY SERVICE AREAHOW DID OUR RESIDENTS RATE US?Condition of local roadsPer cent7060504030201005857Roads, Footpaths and Drainage(40%)Natural Areas Management(4%)Transport, Planning, Parkingand Traffic Facilities (11%)Trades and Fleet Management(20%)Waste Contract Management(25%)616408 09 10 11✔ the condition of local roads, up from 61% in 201064% of residents were satisfied or very satisfied withPARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/1113

ENVIRONMENT & INFRASTRUCTUREIt’s never too early to introduce students to environmental education anda love of natureCouncil removed almost 14,000sqm of graffitiWHAT ELSE DID WE ACHIEVE?• supervised 170 dedicated Bushcare volunteers and 50casual volunteers working in Council parks and reserves• streamlined the booking system for developers andresidential owners to improve Council’s inspections ofdriveways and footpath crossings pre construction• initiated and implemented 10 waste education workshopsfor residents and promoted the Schools kNOw WasteProgram, with over 2,300 preschool, primary school andsecondary school students participating• installed stormwater pollutant traps at Rawson Street,Epping; Mobbs Lane, Eastwood; and applied water sensitiveurban design to the Erby Place laneway upgrade• constructed speed humps in 12 streets under Council’s2010/11 Road Safety and Amenity Program• purchased and installed 10 new bin enclosures; retrofitted40 seats with arm rests in the Parramatta CBD andrelocated bollards at Church Street South• reorganised Council’s Mary Parade Depot to accommodatemore intensive site use and allow Council to lease apreviously under utilised section of this depot• responded to 1,224 cases of graffiti vandalism andremoved 13,880 square metres of graffiti• reviewed Council’s utilities and small trucks to ensure thatthey are fit for purpose and reflect operational changeswhile achieving substantial cost savings• replaced 58 passenger and three light commercial vehicles,along with seven items of heavy plant and 38 items oflight plant.CHALLENGES• delaying footpath reconstruction and relocation of existingbus shelter at Blaxcell Street, Granville, because ofcontractor unavailability• delaying completion of chromium contamination study ofCouncil’s road and drainage at Grand Avenue, Camellia,pending access to the site at low tide during working hours• completing scour protection works at Tucks Road,Toongabbie Creek, and erosion protection at 41 and 45Lomond Crescent, Winston Hills, because of delays causedby prolonged wet weatherHOW DID WE RATE AGAINST SIMILAR COUNCILS?Average charge per resident for domestic waste removalParramatta Group Average100Dollars✔908070605040302010078.9306/0781.9683.5585.2186.9207/08 08/09 09/10 10/11The average cost per resident for collection ofhousehold garbage and recyclable waste remainsbelow the group average figure for similar councils.(Group average figures not available for 2010/11)14 PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/11

COMMUNITY & NEIGHBOURHOODSFitted for Work helps women fronting up for an interview to look the partSolar power is now helping to heat pools in the Parramatta Swimming CentreSOCIAL ENTERPRISESON THE RISEWhat do Fitted for Work, Food4Life and Mars Hill Caféhave in common? They are three of a growing number ofsocial enterprises that Council actively supports acrossthe Parramatta local government area. Over the past fiveyears Council has provided $400,000 in grant funding tosocial enterprises that are set up to deliver core social,environmental and/or cultural outcomes.Whether it’s helping women experiencing disadvantage tofind work and ultimately achieve financial independence(Fitted for Work) or feeding and supporting disadvantagedlocal residents struggling to break generational cycles ofrelative poverty (Food4Life), Council’s social enterpriseprogram provides the wherewithal for bottom up businessesto get off the ground, and in doing so helping the individualsinvolved to help themselves.Similarly the Parramatta CBD-based Mars Hill Café providesopportunities for volunteer, work experience and paidemployment in its café and associated sound studio, venuehire and art curation activities.INVESTING IN SOLAR HEATINGIt’s not surprising that the Parramatta Swimming Centreuses more electricity than any other Council asset. Open tothe air and all year round, keeping the water warm enoughfor swimmers is an energy-intensive task. Although keepingthe covers over heated pools that are not in use helps,significantly reducing energy consumption required a longerterm strategy.Investing in solar hot water, we covered three roof spaceswith 412m 2 of solar collectors to help heat the toddler, learnto swim and slide pools, with the temperature of watertravelling through these solar tubes increasing by four or fivedegrees.Over a 12 month period, our new solar collectors shouldreduce the pool’s electricity needs by around 17 per cent.Council expects to pay off this investment in less than fiveyears, a win win for all year round swimmers, our bottom lineand our environmental footprint.OTHER KEY ACHIEVEMENTS INCLUDED• progressed construction of a shared cycle and pedestrianpathway—the Ermington Bay Nature Walk—betweenGeorge Kendall Riverside Park and Melrose Park throughenvironmentally sensitive mangrove and salt marsh plantcommunities on the Parramatta River foreshore• implemented the NSW Early Learning Years Frameworknew national curriculum across our Early Learning Centresand received high quality accreditation in ELC spot checks• finalised integration of Parramatta’s key land useand zoning plans into a Comprehensive draft LocalEnvironmental Plan 2011 and Development Control Plan toreflect the revised Residential Development Strategy• completed $492,575 of playground replacements at CaberPark, Winston Hills; Ray Marshall Reserve, Granville;Leamington Road Reserve, Dundas; Loftus Square, Epping;and Upjohn Park, Dundas• progressed $440,000 sports field reconstruction and watersustainability works at Horlyck Reserve, South Granville• serviced 45,000 face-to-face customers and answered161,188 calls, responding to 82.5 per cent within 20seconds, exceeding our 80 per cent target.16 PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/11

A SOCIETY THAT IS HEALTHY AND COMPASSIONATEWHAT ELSE DID WE ACHIEVE?• serviced 83,318 registered library members; welcomed727,244 library visitors and held 762 events for 23,247people across our six libraries• completed our radio-frequency identification self servicecheck outs and returns at Parramatta, Constitution Hill andGranville library branches• coordinated 196 residents who volunteered 34,836 hoursof their time, an increase of over 2,000 hours on theprevious year• completed the interactive Northmead Redbank Children’sCentre outdoor playground including a vegetable and herbgarden• launched Paint Parra Read in October 2010 with Council’schildcare centres, holding inaugural Reading Days inGranville and Parramatta for over 500 children and families• investigated outsourcing the annual purchase of libraryloan materials to reduce costs and free up library staff upfor face to face services• administered the Community Development SupportExpenditure grants program for licensed clubs in acrossParramatta, with 54 applicants receiving a total of$462,299 in funding• finalised the Joint Epping Town Centre Planning Study withHornsby Shire Council and the Department of Planning andInfrastructure• organised the 2010 NSW Local Government AboriginalNetwork Conference in Parramatta in September• completed a new $584,091 hockey and cricket sportingpavilion at Old Saleyards Reserve, North Parramatta• constructed key links on the Parramatta to Blacktowncycleway funded by a $1.5 million grant from the FederalGovernment Department of Health and Ageing.COMMUNITY AND NEIGHBOURHOOD PILLAREXPENDITURE BY SERVICE AREAHOW DID OUR RESIDENTS RATE US?Quality of library servicesPer cent80706050403020100717607 08 09 10Town Planning andUrban Design (4%)Community Development (4%)Community Engagement (7%)Parks and Recreation (53%)Community, Family andLibrary Services (32%)76% of library users were satisfied or very satisfiedwith the quality of Council’s library services, compared✔to 70% in 201071707611It was Parramatta’s turn to host the NSW Local Government AboriginalNetwork Conference in 2010Young students make good use of Parramatta Central Library’s refurbishedlibrary areasPARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/1117

COMMUNITY & NEIGHBOURHOODSCouncil’s new look user-friendly website encourages customersto do business online18 PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/11WHAT ELSE DID WE ACHIEVE?• constructed a shared use pathway between Pike Street andPark Road, Rydalmere, along a foreshore reserve• worked in partnership with NSW Police, Communities NSW,Immigration, the NSW Attorney-General’s Department andlocal liquor accords to reduce the incidence of crime andanti-social behaviour within the Parramatta area.• welcomed 80,500 visits to Council’s Parramatta andGranville Swimming Centres, with Parramatta DolphinsSwim School enrolments up by 60 per cent• received extra funding to expand our Meals on Wheelsservice and increase support to people with dementia• helped facilitate the Parramatta/Holroyd Child and FamilyForum for local childcare centre workers and worked onstrategies to engage hard to reach families• installed four wireless mobile solar-powered CCTV camerasalong Church Street, Parramatta, as part of Council’s ‘Eyeson the Street’ surveillance program• introduced evening storytimes, a regular Arabic storytimeat Granville, and Father’s Saturday Storytime at Parramatta• organised for 14 Parramatta not-for-profit organisationsto receive refurbished computers from the Sydney-basedWorkVentures social enterprise• hosted a national conference on community capacitybuilding to inspire local government workers to buildstrong and resilient communities• finalised the updated Parramatta Public Domain Guidelinesto promote high quality streetscape design throughout theCity• installed hearing loops and braille signs at ParramattaTown Hall; Parramatta Heritage and Information Centre;Ermington and Dundas community centres and libraries;the Aunties and Uncles Centre, Rydalmere, and ErmingtonCommunity Centre; and provided access ramps for peoplewith a disability• completed a review of the Parramatta Local Disaster Plan(DISPLAN), focusing on flood response and planning for2010/11• introduced online bookings and implemented virtual toursfor our public halls on Council’s website and made it easierfor bonds to be refunded to hirers• reviewed our Residents’ Panel model and relaunched it asCommunity Voice in June 2011, broadening membership toinclude business owners, workers, volunteers and visitors tothe City• developed and adopted an Ethnic Communication Plan tobetter engage with the 40 percent of Parramatta residentswho speak a language other than English at home• redeveloped Council’s main website and launched the newlook and easier to navigate website in December 2010,offering more online services.CHALLENGES• attracting and maintaining enough individuals andorganisations to volunteer their time to assist theircommunity• experiencing extensive wet weather delays to thecompletion of the Jubilee Park upgrade and delays toapproval of new lighting connection to Endeavour Energy’sstreet lighting system.• completing planned work to stop water consumingleakages at Granville Pool• endeavouring to better engage with the 40 percent ofParramatta residents who speak a language other thanEnglish at home.

ECONOMY & DEVELOPMENTParramasala, the Australian Festival of South Asian Arts, was held for thefirst time20 PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/11OPTIMISING OURASSETSWhen is enough enough when it comes to acquiring assetson behalf of one’s community? In the 150 years since a localgovernment body was created to manage the Parramattadistrict, Council has managed to acquire around $3.5 billionin land, buildings and other infrastructure assets.The problem is, the more assets Council amasses and holdsin trust, the greater the ongoing costs of their repair andmaintenance into the future. To help reduce our financialdeficit, Council prepared a Property Development andInvestment Policy during 2010/11 to guide the sale of surplusinfrastructure and acquisition of strategic assets that addvalue to Council’s property portfolio.This new approach is already bearing results. The proposedsale of Council’s three depots, for example, will fund thepurchase of a brand new Operations Centre in Rydalmere.A MUST VISIT DESTINATION?Council redoubled its efforts during 2010/11 to raise theprofile of Parramatta’s vibrant entertainment and culturalprecincts. Our new Parramatta Visitor Strategy identifies theCity’s key target markets and the drawcards we can rely on toincrease visitation, ranging from Australia’s oldest Europeanbuildings, fine dining precinct and cutting edge performingarts.Part of that strategy is to develop and attract new majorevents and festivals such as Parramatta’s new AustralianFestival of South Asian Arts, Parramasalla, a joint initiativebetween Events NSW (now Destination NSW) and ParramattaCity Council, which was staged from 4-8 November 2010.Featuring international and local talent, this exciting newfestival had broad appeal to the South Asian community,performing arts fans and the wider community.OTHER KEY ACHIEVEMENTS INCLUDED• developed self-guided walking and cycling brochuresfor nine themed trails to help visitors better appreciateParramatta’s rich history and heritage• installed a new wayfinding system along the sevenkilometres of the Parramatta to Park River Trail sharedcycling and pedestrian pathways• planned and produced a major new Parramatta event, theChurch Street-based Winterlight Festival, that opened on30 June to coincide with the school holidays• completed draft management plans for our land, buildingand infrastructure assets, and drafted Council’s AssetDisposal Policy• developed a roads hierarchy to categorise Parramatta’sroad maintenance according to usage and levels of traffic• acquired the remaining properties needed to consolidatethe Civic Place site and deliver the redevelopment project• adopted Council’s Property Development and InvestmentPolicy in July 2010 and recruited our new PropertyDevelopment Group team• focused on the Lennox Bridge carpark as a prioritydevelopment site and organised an international ideascompetition ‘Ideas on Edge’ to generate ideas aboutputting it to best use• achieved a net mean processing time of 55 days and grossmean processing time of 82 days, and determined 55 percent of development applications in less than 40 days (net).

DEVELOP AN ENVIRONMENT IN WHICH BUSINESSES CAN BEDYNAMIC, PROSPEROUS AND SOCIALLY RESPONSIBLEECONOMY AND DEVELOPMENT PILLAREXPENDITURE BY SERVICE AREAProperty Asset Management(43%)Tourism and Events (12%)HOW DID WE RATE AGAINST SIMILAR COUNCILS?Net amount spent per resident on cultural servicesParramatta2520Group AverageRegulatory Services (13%)15Arts and Culture (16%)Dollars1015.6417.0920.7521.3120.99Development Services (16%)5HOW DID OUR RESIDENTS RATE US?Quality of Council’s Riverside TheatresPer cent7060504030201006465647008 09 10 1170% of surveyed patrons were satisfied or verysatisfied with the quality of Council’s Riverside✔Theatres, 6% higher than 2010006/0707/08 08/09 09/10 10/11The net amount (minus revenue generated) Councilspends per resident on cultural services such as artgalleries, exhibition centres and performance theatrescontinues to be significantly higher than the groupaverage. (Group average figures not available for 2010/11)WHAT ELSE DID WE ACHIEVE?• adopted the Parramatta Visitor Strategy 2011/16 to positionParramatta as a leisure destination for our key targetmarkets• presented and hosted 1,839 Riverside Theatres events withattendances exceeding our 120,000 target• progressed Council’s Archives digitisation project, scanningmore sought after records in preparation for online access• completed the final draft of Council’s revised StrategicAsset Management Plan and integrated it with Council’sCommunity Strategic Plan, Long Term Financial Plan andResources PlanHidden stories are brought to life, revealing fascinating insights intoParramatta’s rich history in a series of walking tour brochures• appointed a full time Court Officer to represent Councilin the Parramatta Local Court for ‘mentioned matters’and prepare representations for review by Council’sAdjudication Panel• continued Council’s successful Red Star system whichidentifies applications at lodgement that can bedetermined within 40 days• established a Blue Dot system which identifies morecomplex applications that can be determined within 60 days• reduced the number of outstanding DAs that were over 80days and saw a significant increase in the total value ofworks approved, with a slight favourable reduction in meannet processing time.PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/1121

GOVERNANCE & CORPORATEThe Hon Gladys Berejiklian MP was one of the notaries who addressed theTransport ForumITC staff keep a close watch on Council’s electronic business systemsECONOMIC DEVELOPMENT AND TRANSPORT FORUMSPunching above its weight or taking the bull by the horns?During 2010/11 Council did both when it convened majorforums to boost economic development in Western Sydney anddeliver integrated sustainable transport systems for the region.Held in July 2010, the transport forum provided an opportunityfor the region’s leaders to emphasise to the NSW StateGovernment why enhanced infrastructure is necessary tosupport the commercial and residential growth of WesternSydney. On the agenda were the vital Parramatta to Eppingrail-link that was scrapped as part of the NSW MetropolitanTransport Plan and the provision of a more effective commuterferry service.Attended by State and Federal politicians and major industryleaders, the March ‘Parramatta: Australia’s Next CBD’ forumshone the spotlight on the crucial role that Parramatta playsin Sydney’s projected growth and development. In particularthe forum promoted doing business in Parramatta to firmsidentified by Council as likely to relocate to our City in thefuture.COST EFFECTIVE AND CONVENIENT COMMUNICATIONSMost people equate IT with troubleshooting computers,printers, Blackberries and associated technology. In additionto such day to day responsibilities, Council’s new InformationTechnology Communications (ITC) unit is set to play a key rolein our journey towards organisational sustainability.With a number of Council’s staff out and about in the fieldfor much of the working day, our ITC unit trialled electronicsystems that will allow field officers to access criticalinformation and capture critical data while on the move,improving their efficiency.As well as making it easier for staff to deliver services,Council continues to roll out online services that allow thecommunity to do business with us 24/7. Whether that bechecking progress on a DA, searching a library homework helpsite, paying rates or live chatting with our Customer ContactCentre, the C in ITC could just as easily stand for convenience.OTHER KEY ACHIEVEMENTS INCLUDED• embedded and implemented a new reporting frameworkincluding year one of Council’s four year Delivery Programand Annual Report 2009/10• adopted Council’s Long Term Financial Plan and rolled outover 120 Services Review recommendations to improve ouroperating result by an estimated $2.1 million• reviewed the 10 Strategic Priorities that underpin Council’sFuture Pathways roadmap• submitted a successful application to the IndependentPricing and Regulatory Tribunal (IPART) for a special ratevariation from 2011/12, removing uncertainty about raterevenue streams in the medium term• brought core IT systems back in house to regain control oftheir development, accelerate business improvements andprovide greater control over costs, resulting in estimatedsavings of $750,000 per annum• reinvigorated Council’s Information Communication andTechnology (ICT) department and rolled out a new ICTStrategic Plan and delivery mechanism, the eParra Project,to better manage Council’s growing portfolio of businessprojects• returned a rate of 6.5 per cent compared with the 4.98 percent benchmark for Council’s investment strategies andportfolio despite continuing economic volatility• reduced the percentage of outstanding rates, with only3.73 per cent of rates outstanding at the end 2010/11,below the 5 per cent industry standard.24 PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/11

WHAT ELSE DID WE ACHIEVE?• completed the three year Model for Duck River jointenvironmental sustainability project with Auburn Councilto encourage businesses in the Duck River Catchment tobuild a more sustainable community.• implemented programs and projects to reduce Council’simpact on the climate, including the Waste andSustainability Improvement Payment Program projectsfunded by the NSW Office of Environment and Heritage• produced two editions of Biz Facts, published strategiceconomic information in the Parramatta Business Accessand provided content for the GWP Business and LifestyleMagazine to raise awareness about Parramatta to readersin the north west employment areas• appointed Christopher Brown, former CEO of Tourism andTransport Forum, to chair the Economic Development Forumin March 2011• provided strategic economic information on the Parramattalabour force, property markets, output and visitation to thebusiness community and investors• continued to develop Parramatta’s Homelessness Policy,completed Parramatta’s second street count of ‘roughsleepers’ and progressed Council’s Affordable Housing Policy• revitalised the Epping Town Centre to improve pedestriansafety and the laneway linking Beecroft Road and RawsonStreet• carried out upgrades to Northmead, Epping; ConstitutionHill; Ermington; and Dundas Station neighbourhood centre• installed a boat ramp and completed a playground designas part of Parramatta River foreshore improvements• completed Horlyck Reserve river water pumping andtreatment system, a sustainable water management project• installed flood warning signs and a river depth indicator atthe Charles Street weir pedestrian crossing.GOVERNANCE AND CORPORATE PILLAREXPENDITURE BY SERVICE AREAHuman Resources Management(8%)Corporate Management andCouncillor Services (9%)Strategic and Corporate Planning(11%)Information Systems (15%)Finance Management (57%)HOW DID WE PERFORM?Project milestones met or held up by factors beyondCouncil’s controlPer cent9080706050403020100868884828806/07 07/08 08/09 09/10 10/11✔ control, above the 82% achieved the previous year88% of project milestones were met or beyond Council’sThe Lord Mayor, Cr John Chedid, welcomed many stakeholders to the EconomicDevelopment ForumPARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/1125

GOVERNANCE & CORPORATEUpgrading Epping Town Centre is high on Council’s agendaCouncil undertook small centre improvement works at a number of shoppingcentres including Ermington26 PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/11WHAT ELSE DID WE ACHIEVE?• improved time taken to fill a vacancy from eight weeks to4.17, and decreased HR’s cost of advertising for vacanciesfrom $919.50 per role in May to $418.39 per role in June.• undertook retrofits to toilets, taps, urinals and showers inpublic amenities to reduce water consumption at RobinThomas Reserve, Boronia Park and George Kendall Reserve• progressed ParraConnect as part of Council’s eParrastrategy, an alliance of community leaders formed inAugust 2010 to foster new digital initiatives in the localpublic sphere• engaged a consultant to prepare the Epping Town CentreStudy in conjunction with Hornsby Shire Council and theNSW Department of Planning and Infrastructure• upgraded neighbourhood centres on Kleins Road,Northmead, to improve the public spaces and boost socialand economic activity• designed 2011/12 small centre improvement works for theDundas Village Centre and Ermington, Midson/Boroniaand Telopea public domains to boost social and economicactivity• endorsed the preparation of a draft Rydalmere TechnologyPrecinct Masterplan to transform the Brodie Street lightindustrial area into a knowledge/innovation precinct• implemented city infrastructure program upgradesto Church Street, North Parramatta, and initiated theWestmead Precinct Review• promoted a standardised project management process(PMP) to better scope and manage Council’s capital worksprojects• strengthened relationships with the Parramatta Chamber ofCommerce, University of Western Sydney (UWS), Trade andInvestment NSW, Office of the Minister for Western Sydneyand the Western Sydney Business Access newspaper• completed the Parramatta River Estuary Processes Studyand prepared the Waterways Rehabilitation Master Plan• completed the NSW Environmental Trust grant, Sustainingthe Parramatta River, assisting several foreshore councils toapply Water Sensitive Urban Design (WSUD) to capital works• produced a draft Climate Change Adaptation Plan,recommending measures to reduce the effects of currentand future weather extremes in the Parramatta area• adopted a new Procurement Policy incorporatingenvironmental, social and local economic sustainabilityprinciples, and introduced strategies to reduce waste goingto landfill.HOW DID WE RATE AGAINST SIMILAR COUNCILS?Average ordinary residential rates charge per residential propertyParramatta Group Average800Dollars7006005004003002001000611.4806/07634.21651.62671.49671.7207/08 08/09 09/10 10/11The average amount that each household pays forordinary residential rates per property remain 16-23%below the group average, and continues to be one of thelowest in the group. (Group average figures not availablefor 2010/11)

• documented all contaminated lands in Parramatta• adopted a Fraud and Corruption Prevention Policy to provideguidance and support to Council officers regarding theirobligations to report and actively seek to prevent instancesof fraud and corrupt conduct• prepared and endorsed a comprehensive four year HR 2010-12 strategic plan to help Council become an employer ofchoice• collated, designed and distributed quarterly 60,000 copiesof our 12-page Parra Pulse newsletter to residents and thewider community• awarded a Silver ranking in the 2011 Australasian ReportingAwards in June 2011 for our Annual Report 2009/10.HOW DID OUR RESIDENTS RATE US?Overall satisfaction with Council’s performance over the past12 monthsPer cent0✔807060504030201062607409 10 1174% of surveyed residents were satisfied or verysatisfied with the services supplied by Council overthe past 12 months, with only 6% dissatisfied and17% neither satisfied or dissatisfiedCHALLENGES• aligned the proposed Westmead wayfinding system withthe Westmead Precinct Review• delayed Church Street North (Lennox Bridge to VictoriaRoad) improvements to public amenity and safety becauseof ongoing consultation with RTA• delayed completion of Red Cow Lane improvementspending completion of proposed lighting negotiations• experienced extended and unexpected delays to peoplecounter installations pending approval from EndeavourEnergy to attach sensors to their poles• delayed proposed lighting of the Parramatta foreshoreescarpment opposite Parramatta Wharf due to difficultiesin engineering a suitable lighting solution.HOW DID WE PERFORM?Average sick days per full time employee13121110987654321006/07 07/08 08/09 09/10 10/11Days9.2610.9312.169.109.90The number of average sick days per full time employeerose slightly from 9.1% to 9.9%, but remains lowerthan 2008/09’s 12.16%KEY FUTURE PLANS• update Council’s Climate Action Plan and prepare andimplement the Parramatta Estuary Management Plan• roll out year one of Council’s Homelessness ImplementationPlan and implement years two and three of Council’sAffordable Housing actions• undertake activities to promote the city and develop aBusiness Tourism Strategy• implement town and neighbourhood centre improvements• implement Long Term Financial Plan and gap closingstrategies• further develop Council’s new Information TechnologyCommunications’ systems• review Core IT Systems business improvements andimprove Council’s ability to recover from disasters• implement Council’s Services Review improvements andachieve economies of scale with other Sydney councils• develop the HR Strategic Plan 2011-13• continue Good to Great leadership development andintroduce succession strategy for ‘future leaders’• implement more online learning solutions and automatemore HR processes• introduce more electronic forms and processes• prepare for Councillor elections in 2012.For a more comprehensive overview of the GOVERNANCE ANDCORPORATE PILLAR, go to page 162.PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/1127

SUSTAINABILITYWinners of Council’s staff recognition program, Celebrating SuccessCouncil relies on the dedication and generosity of its volunteersOUR PEOPLE• we reduced the incidents per million hours worked (LostTime Injury Frequency Rate) from 14 to 12• we reduced compensation claims from 85 to 72 andincreased the rate of workplace self assessments from 85to 140• we completed 76 per cent of workplace inspections acrossall Council sites, up from 72 per cent, with the focus onachieving 100 per cent completion and management ofidentified corrective actions• we successfully implemented an online incidentnotification and investigation program and trialled onlineOHS training for staff• we successfully applied to the NSW Work Cover Retro paidloss scheme, resulting in significant premium savings inexcess of $1 million in the 2011/12 year.OUR VOLUNTEERSCouncil remains ever grateful to the dedicated volunteerswho supported us ‘in kind’ during 2010/11, underpinning ourservice delivery. Giving back to their community part-time orperiodically, we have more people working for Council on avoluntary basis than paid staff, including:• 48 library volunteers delivering bilingual story time, SeniorComputer Help Classes and Computer classes for CALDmembers of the community, Job Club, Homework help,Refugee classes, Tax Help, Justice of the Peace, EnglishConversation classes• nine Advisory Committees (80 members) and 39 active Parkcommittees (375 members)• 19 Parramatta Heritage and Visitor Information Centrevolunteers• 70 civic events volunteers• 30 members of Parramatta’s State Emergency Centres (SES)• 800 Community Voice volunteers• 196 volunteers who assist Council’s Home Support andCommunity Service to deliver services to the community• 170 Bushcare volunteers.OUR ENVIRONMENTAL FOOTPRINTIn recognition that our operations have both direct andindirect impacts on the environment, Council continued itscommitment to continually reducing these impacts by takingthem into consideration in everything we do including:• continued to purchase 10 per cent accredited GreenPowerfor street lighting and 100 per cent GreenPower for otherelectricity• reduced CO2-e emissions by 35,119 tonnes throughcommunity paper recycling and garden waste collectionschemes• facilitated the capture of 747 tonnes of methane in theEastern Creek Gas Recovery Project from Parramatta’swaste disposed to landfill – 32,271 tonnes waste and 5,094from kerbside cleanup• installed a new voltage reduction unit at Riverside Theatresand undertook lighting retrofits to reduce monthlyelectricity bills by one third• installed a new solar hot water system at ParramattaSwimming Pool to reduce our mains power heating needsby 24 per cent• programmed all computer screens to turn off when not inuse• offset 632 tonnes of CO2 emissions from our passenger carfleet and helped start up and promote the Western SydneyCarpool to staff28 PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/11

• obtained a 5 Star National Australian Built EnvironmentRating System (NABERS) rating for our mainadministration building.• investigated opportunities for reducing mains water usein the Duck River catchment in concert with Auburn andBankstown councils• developed plans to use recycled water to irrigate WoodvilleGolf Course and established a new irrigation system atHorlyck Reserve using water from Duck River• audited and retrofitted taps, toilets, urinals and showers at24 buildings to reduce water consumption• connected a rainwater tank to the Granville Youth andCommunity Centre toilets for flushing and fixed leaks• adopted a new Procurement Policy incorporatingenvironmental, social and local economic sustainabilityprinciples• turned our old street banners into library bags and diverted1250 mattresses from landfill• reused the old pavers for art and seating in a lanewayupgrade• diverted 90 per cent of our stormwater pollution trap andstreet sweeping waste away from landfill for reuse andrecycling• worked with staff to participate in our fifth Earth Hour• held a Stationery Swap in which over 1,800 items found anew home and donated the rest to Reverse Garbage and aTAFE stationery swap• set up an Energymark group for interested staff to learnabout how they can make a difference to climate change.cycleways, swimming pools and libraries, to name a few.What did we do in 2010/11 to better manage and maintainParramatta’s strategic assets? Our key achievements included:• created a new Property Development Group and adoptedCouncil’s Property Development and Investment Policy 2010• completed new asset management plans for Council’s land,buildings and other infrastructure• reviewed Council’s roads and developed a roads hierarchyto prioritise the maintenance of main roads, arterial roadsand residential streets• rationalised and sold off surplus to requirement assetsand purchased new strategic assets to boost Council’sinvestment portfolio.OUR STRATEGIC ASSETSWhat kind of assets does Parramatta City Council hold in trustfor our community? Our infrastructure ranges from playingfields and sportsground pavilions to natural bushland reserves,Council’s Woodville Golf Course was once again the venue for our annual Junior Golf Pro-AmPARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/1129

OUR FINANCESThe primary objective of Council’s financial planning isto facilitate the delivery of our vision as set out in ourCommunity Strategic Plan Parramatta Twenty25 whileensuring Council’s continued financial sustainability. Toachieve this, Council in 2009 adopted its 10-year Long TermFinancial Plan (LTFP). The Plan’s objective is to improveCouncil’s financial health to achieve an on going, financiallysustainable position by 2014/15.The LTFP includes a number of key financial outcomesincluding:• an improved annual operating result• prudent build up and use of reserve funds• maintenance of a healthy working capital position• close monitoring of debt levels within an acceptable debtservice ratio• adequate asset replacement and maintenance funding plusessential new capital works as determined by Council’sStrategic Asset Management Plan.During 2010/11 we delivered a number of key financialstrategies that underpinned the objectives of the LTFP,including:• introduced our new staff performance review anddevelopment plan that ensures alignment betweenorganisational and individual work priorities andobjectives while providing appropriate training and careerdevelopment opportunities• completed the return in-house of Council’s IT systemsresulting in improved systems performance anddevelopment, reduced costs and a sound platform forfurther innovation in service delivery support• fully integrated the Strategic Asset Management Plan withthe LTFP• obtained approval from the Independent Pricing andRegulatory Tribunal for modest increases above ratepegging in 2011/12 to 2013/14 and the continuation ofour special rates for CBD Infrastructure and EconomicDevelopment which are critical for the development ofParramatta as the economic centre of Western Sydney• continued Council’s successful investment strategies,despite continued economic volatility, by achieving a rateof 6.5 per cent on our investment portfolio compared withthe UBSA Bank Bill Index benchmark rate of 4.98 per cent.WHERE OUR MONEY COMES FROMHOW WE SPEND OUR MONEYStormwater Levy (0.73%)Special Rates (3.33%)Domestic and Commercial Waste(9.02%)Federal and State Grants(10.81%)User Charges and Fees (14.41%)Other Revenue (16.13%)Ordinary Rates (45.57%)Interest Paid on our Loans(2.80%)• achieved a better than budgeted result for the 2010/11financial year through sound planning and financialmanagement• completed a comprehensive review of all services resultingin over 120 projects that improved our service delivery,reduced costs, increased productivity or generatedadditional revenue• implemented a new remuneration and benefits policy thatfacilitates the building of a high performance workplaceculture and that is fair, equitable and affordableMaterials (3.26%)Other Expenses (16.43%)Depreciation and Amortisation(16.99%)Contracts (17.48%)Employee Expenses (43.04%)To reduce costs, Council introduced centralised administration of its childcarecentres30 PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/11

Q: WHAT CAN WE READ FROM THIS GRAPH?Rates are only part of Council’s revenue mix. As the income‘pie’ shows, only 46 per cent of Council’s revenue comes fromordinary rates levied on residents and businesses. Special ratesfor particular purposes generate another three per cent. Theannual waste collection service fee generates an additionalnine per cent, and the Stormwater Levy a further 0.7 per cent.The incoming revenue funds Council’s 41 external services andcapital works projects that benefit the community and maintainParramatta’s infrastructure. By comparison, government grantsmake up just under 11 per cent of the income ‘pie’, even thoughthe Federal and State governments continue to push moreresponsibility onto councils, known as ‘cost shifting’, withoutproviding adequate compensatory funding.Q: HOW CAN COUNCIL INCREASE THE SIZE OF THE INCOME‘PIE’ WITHOUT RELYING JUST ON RATES?Council continues to be on the lookout for cost efficienciesand additional revenue streams including opportunities to bidfor additional grants from State and Federal governments thatadd value to ratepayers. Fees and charges are also structuredto ensure they reflect the costs of the services being provided.We also rely on securing sponsorship for our major events,including funding ‘in kind’, all of which add up.Q. WHAT DOES COUNCIL’S OPERATING EXPENDITURE TELL US?It spells out the cost of providing day-to-day services across thelocal government area. The challenge is to provide our existingrange of services to the community while keeping costs down.Parramatta City Council is committed to achieving this balanceby undertaking continuous improvement in service deliveryand benchmarking our performance levels against other serviceproviders.REVENUE AND EXPENSESDollars (thousands)180160140120100806040200COUNCIL’S ASSETSRevenue142,462131,66825,94806/07147,854142,06138,365Operating Expenses157,422152,89433,657165,924156,61634,15307/08 08/09 09/10 10/11Receivables (0.37%)Intangibles (0.16%)Shares in Westpool Joint Venture(0.07%)Prepayments (0.00%)Cash and Investment (2.34%)Fixed Assets (97.06%)* Percentage of assets re Shares in Westpool andprepayments too small to be depicted graphicallyCapital Expenses175,333161,17534,224Q. WHY DOES COUNCIL APPEAR TO SPEND LESS THAN ITSTOTAL INCOME ‘PIE’?The difference between our annual revenue and operatingexpenditure, known as the surplus, is used to fund capitalworks across the local government area and to repay loans.Q. IS IT GOOD NEWS OR BAD THAT THESE FIGURES KEEPTRENDING UP?As the cost of living rises, it is Council’s job to ensure that ourrevenue streams grow each year in order to fund our existinglevels of service delivery and to replace ageing infrastructure.Periodic rate rises, the stormwater levy and making a case foradditional grant funding are part of that solution.Q. WHAT EXACTLY IS A FIXED ASSET?Whether made of ‘bricks and mortar’, cement or bitumen,our fixed assets include roads, footpaths, bridges, stormwaterdrains, buildings and land including bushland reserves.Q. WHAT DOES THE CASH AND INVESTMENTS CATEGORYCOVER?Council’s next largest asset is Cash and Investments. We aimto maximise our returns on our investments within the realmof a prudent risk profile for such investments. The bulk ofthis ‘purse’ represents the Section 94 contributions levied onParramatta developers to fund community assets includingrecreational facilities, park improvements and public spacesthat enhance the look and feel of the City, and other unspentreserves set aside for specific purposes.PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/1131

OUR FINANCESQ: WHAT DO THESE DEBT FIGURES TELL US?COUNCIL’S DEBTCouncil’s Better Neighbourhoods program invests money in suburban centreupgradesThe major component of Council’s debt is the $55 millionborrowed in 2002/04 to purchase properties as part of theCity’s $1.6 billion three hectare Civic Place redevelopmentproject. The interest on these loans has been offset by rentalsfrom the properties and interest income from unspent loans.This debt will be reduced as the development proceeds.Overall debt is declining as Council has a policy of notborrowing any more than it has repaid in a year. In 2006/07Council did not take up its planned borrowings of $2.6million and instead used available working capital to fundprojects. Debt fell also in 2008/09 when Council borrowedfrom internal reserves rather than borrowing externally andin 2009/10 with the full payout of one of our existing loans.In 2010/11 there was another overall reduction becauserepayments exceeded the amount of new borrowings.Dollars (thousands)90908070605040302010093,68793,00389,25285,40984,06206/07 07/08 08/09 09/10 10/11ALL THAT EQUITY LOOKS REASSURING BUT WHAT EXACTLY ISIT?If you subtract our liabilities from our assets, you get the sumtotal of Council’s equity, what we are worth so to speak if wesold everything off. As to the liabilities, the bulk ($84m) ofCouncil’s liabilities relate to our debt with $55 million directlyrelated to our Civic Place redevelopment debt. Other liabilitiesinclude payments due to creditors and provision for leaveentitlements due to employees.COUNCIL’S LIABILITIES AND EQUITYPayables (0.39%)Provisions (0.55%)Debt (2.26%)Equity (96.80%)Each year Council upgrades its playgrounds including James Ruse Reserve(pictured)32 PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/11

RAISING AND SPENDING SPECIAL RATESCouncil is required to levy rates and charges in accordancewith the Local Government Act 1993 to fund its essentialservices. The types of rates that Council levies are known asordinary and special rates, with Council raising almost 50 percent of our total revenue from this avenue.While the ordinary rates paid by ratepayers are leviedannually to fund services provided by the Council, specialrates may be levied at the discretion of the Council to payfor particular purposes and must only be spent for thesepurposes. These special rates are paid by ratepayers who willreceive some benefits from the services and facilities fundedby them.KEEPING PACE WITH RISING COSTSEach year Council faces rising costs in delivering itsservices and the limitations of operating in a ‘rate pegging’environment which restricts councils from recoveringadequate income from rating revenue to address majorinfrastructure backlogs.The Minister did not approve the 1% extra that was soughtfor 2011/12 to 2013/14.In 2011 Council submitted a new application to IPART,addressing the parts of its previous application not approvedby the Minister. IPART approved Council’s application in full.INFORMATION ON RATES AND CHARGESCouncil provides ratepayers with a rates notice which setsout the types of ordinary and special rates levied as well aswaste management and stormwater management charges.Anyone requiring more information about how the rates arecalculated can call Council’s Rates Section on 9806 5441.SPECIAL RATES EXPENDITUREThe table below shows how we allocated rates in 2010/11,and some of the expenditure highlights.Council’s playgrounds benefit from upgradesAs part of Council’s strategy to achieve financialsustainability, in 2010 it sought the Minister for LocalGovernment’s approval for an extra 2% in addition to ratepegging in 2010/11 and for an extra 1% in the following threeyears.Council also sought approval to extend the special rates thatfunded the CBD infrastructure and economic developmentprograms.SUBURBAN INFRASTRUCTUREENHANCEMENT SPECIAL RATEOPEN SPACE ACQUISITION ANDEMBELLISHMENT SPECIAL RATEECONOMIC DEVELOPMENTSPECIAL RATETotal Expenditure$1,046,000Total Expenditure$2,426,000Total Expenditure$661,000During 2010/11 we spent $322,000 of this special rate on waterways restoration,$293,000 on civil construction, and $255,000 on flood mitigation and drainage.During 2010/11, we spent $361,000 of this special rate on restoration of naturalareas, $493,000 on playground replacements and $440,000 on sportsgroundmaintenance and replacements, $424,000 on Council’s Pavilion program and$256,000 on bushland maintenance.During 2010/11, we spent $323,000 from this special rate on economic developmentprojects including staging the Economic Development Forum, the Transport Forum,the State of the City Address 2011 to Parramatta’s business community, theParramatta Dining Guide 2011 and Discover Parramatta Official Visitors’ Guide 2011.During 2010/11 we spent $336,000 of this special rate on City centre streetscapesand $258,000 on the major upgrade to Jubilee Park with the construction of acorporate-style park including pedestrian lighting, sandstone seating walls, landscapeplanting, pathways, tree planting and uplighting, high quality seating, bins, bollards,benches and drinking fountain.Without this extension, the special rates would have expiredat the end of 2009/10 and around $2.4 million revenueannually would have been lost. The Minister approved theadditional 2% for 2010/11 and the extension of the specialrates but placed a time limit of three years on the approval.CBD INFRASTRUCTURE SPECIALRATETotal Expenditure$911,000PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/1133

STORMWATER MANAGEMENT SERVICE CHARGEWHY DOES COUNCIL LEVY A STORMWATER CHARGE?Council needs extra funds to upgrade and improve the qualityof the 65 kilometres of natural waterways that intersectthe City of Parramatta, as well as capturing stormwaterfor use in our community facilities. Underpinned by ourlong-term Rivers of Opportunity Strategic Plan, the capitaland operational costs associated with managing the 438kilometres of stormwater discharge drainage pipes forstormwater conveyance throughout the City of Parramatta for2010/11 was over $3.4 million.HOW WE SPENT ITACTUALUpgrading existing stormwater system to maximise the efficiency of conveying runoff for the protection of life andproperty$434,986Carrying out ongoing maintenance of pollution control devices to protect the City’s waterways $100,150Protecting the City’s natural waterways from the impacts of urban runoff $430,000Providing stormwater harvesting and reuse facilities in Council’s parks, reserves and community facilities $50,000Monitoring waterways to determine the effectiveness of improvements that have been implemented $38,339$1,053,475HOW MUCH MONEY DID COUNCIL RAISE AND HOW DID WESPEND IT?The income received from this charge in 2010/11 was$1,266,000. A total of $1,053,475 was spent across fiveprojects in 2010/11 with remaining unspent funds returned tothe restricted reserve for allocation in future years.For more on Stormwater Management Change, go to page241.Screening stormwater runoff keeps litter out of Parramatta’s waterways34 PARRAMATTA CITY COUNCIL - ANNUAL REPORT 2010/11