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ABOUT COUNCIL - Parramatta City Council - NSW Government

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WHAT WE DODeputy Lord Mayor, <strong>Council</strong>lor McDermott helps out with the Australia DayQueensland Flood Appeal<strong>Council</strong> introduced a Thursday <strong>Parramatta</strong> Farmer’s Market in Church Street MallThe origins of <strong>Parramatta</strong>’s heritage assets are now accessible via mobilephone applications such as DigiMacqNew <strong>Parramatta</strong> street signs, hot off the Depot’s press<strong>Council</strong> manages and maintains a wide range of assetsincluding buildings, other critical structures such as bridges,and open space. The assets <strong>Council</strong> holds in trust for itscommunity include 42 tennis courts, 32 sportsgrounds,two swimming centres, 13 public toilets, six libraries, threeperforming arts theatres, three community centres, foursenior citizen outreach centres, five childcare centres, sixearly childhood centres, 300 parks and reserves, not tomention cycle ways, walking tracks and skate parks.We also deliver a large number of services to our residential,business and not-for-profit communities. <strong>Council</strong> helps localresidents to feel connected through the activities it providesat our seniors leisure and learning centres, childcare centresand libraries and sporting grounds, to name a few. <strong>Council</strong>’skeep fit school holiday activities are a boon to busy familiesand our Meals on Wheels, walking groups and lawn mowingservices provide a helping hand for elderly residents.As well as repairing and maintaining key assets such as roads,footpaths and community halls, <strong>Council</strong> plays a key role inrevitalising the <strong>City</strong>. Progressing the redevelopment of CivicPlace, upgrading neighbourhood centres, fostering designexcellence and assisting organisations who want to relocateto <strong>Parramatta</strong> to achieve their goals.Conserving and rehabilitating our remnant naturalbushland and improving the quality of the <strong>City</strong>’s waterwaysremains high on <strong>Council</strong>’s agenda, as does bringing diversecommunities together to celebrate cultural events andperformances. And as well as shaping our <strong>City</strong> into the futureand securing substantial discretionary funding, <strong>Council</strong> workswith State and Federal <strong>Government</strong> agencies to improveintegrated public transport for Western Sydney and pathwaysto employment while tackling such issues as homelessnessand affordable housing.36 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


WHERE YOU CAN FIND USINFORMATIONTOONGABBIEPENDLE HILL17WINSTONHILLSWENTWORTHVILLENORTHMEAD11WESTMEAD21GUILDFORD546 2PARRAMATTA14161109MERRYLANDS20153GRANVILLESOUTHGRANVILLE13HARRISPARKCARLINGFORDTELOPEA1518DUNDASRYDALMERECAMELLIAROSEHILL7EASTWOODDUNDASVALLEY198ERMINGTONEPPING1 Customer Contact Centre30 Darcy Street, <strong>Parramatta</strong>9860 50502 <strong>Parramatta</strong> Heritage & VisitorInformation Centre346a Church Street,<strong>Parramatta</strong>8839 3300CULTURE AND LEISURE3 Granville Swimming Centre1a Enid Avenue, Granville9637 15934 <strong>Parramatta</strong> Swimming Centre11a O’Connell Street,<strong>Parramatta</strong> 9630 36695 Woodville Golf Course118 Rawson Road, Guildford9632 35826 Riverside Theatres,353a Church Street,<strong>Parramatta</strong>8839 3398CHILDCARE CENTRES7 Dundas Childcare Centre79 Calder Close, Rydalmere9684 67158 Ermington Possum PatchChildcare Centre12 Bartlett Street, Ermington9684 44719 Frances FiskChildcare Centre64 The Avenue, Granville9682 634210 Jubilee Park Childcare Centre18 Jubilee Lane (off MarionStreet), Harris Park9633 446811 Northmead/RedbankChildren’s Centre2a Arthur Phillip Park,Redbank Road, Northmead9630 675513 Morton Street Depot1 Morton Street, East<strong>Parramatta</strong>9806 5050TOWN HALLS14 <strong>Parramatta</strong> Town Hall182 Church Street Mall,<strong>Parramatta</strong>9806 5141 (bookings)15 Granville Town Hall10 Carlton Street, Granville9806 5140 (bookings)Enid Ave, Granville9806 5141LIBRARIES16 <strong>Parramatta</strong> Central Library1b Civic Place, <strong>Parramatta</strong>9806 515917 Constitution Hill Library(previously Emma Crescent)20 Hollis Street, Toongabbie9896 220118 Dundas Branch Library21 Sturt Street,(opp Telopea Public School)Dundas Valley,9638 114619 Ermington Library8a River Road,(behind Ermington ShoppingCentre), Ermington9638 227020 Granville Library8 Carlton Street,(next to Town Hall) Granville,9637 427021 Guildford LibraryRailway Terrace, Guildford9632 6744PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1137


PARRAMATTA AT A GLANCEPARRAMATTA’S ASSETSAND OPPORTUNITIES• 65 kilometres of natural waterways intersect the 61 squarekilometre local government area (LGA)• 759 hectares of open space, including 215 ha bushlandand 156 ha of watercourse• located 24-25 kilometres west of the Sydney GPO, MartinPlace, at the head of the <strong>Parramatta</strong> River, <strong>Parramatta</strong> isaccessible by road, rail, ferry and bicycle• Sydney’s second CBD is serviced by key roads (M4Motorway, Great Western Highway, <strong>Parramatta</strong> andVictoria roads, the Cumberland Highway), rail publictransport (Western, South, Carlingford, Blue Mountains raillines and Country Link trains to Central West <strong>NSW</strong>), andbus public transport (nine strategic bus corridors includingthe South West and North West T-ways) and by theRiverCat ferry to Sydney• <strong>Parramatta</strong> has been designated as <strong>NSW</strong>’s premier regionalcity, second only to the global city of Sydney/North Sydney,with Penrith and Liverpool classed as regional cities• the regional hub of Western Sydney, <strong>Parramatta</strong> hasthe 11th largest population of any city in <strong>NSW</strong>, with aresidential density of 28.25 people per hectare and apopulation of 172,333 (2010)• <strong>Parramatta</strong>’s key industries in descending order are healthcare/social assistance (10.83%), manufacturing (10.65%),retail trade (10.35%), professional scientific and technicalservices (7.66%) and construction (7.11%) (ABS figures) *38 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11In 2009/10 <strong>Parramatta</strong>’s $13.864 billion per annum grossregional product was underpinned by:−−the largest concentration of financial and business servicesinstitutions outside the Sydney CBD−−a healthy manufacturing sector that makes up almost 11%of the <strong>City</strong>’s economy−−the multi-hospital campus at Westmead, Sydney’s largesthealth facility and the largest biomedical precinct in thesouthern hemisphere−−one of the largest legal precincts in Australia−−over 7,000 <strong>Parramatta</strong> <strong>City</strong> centre businesses, and morethan 1,100 retail businesses located close to publictransport networks−−the educational campuses of Granville TAFE; the Universityof Western Sydney, <strong>Parramatta</strong> Campus (Rydalmere);and Westmead Precinct, and a number of private tertiaryinstitutions−−major cultural, conference, entertainment, sporting andtourist facilities including the Rosehill Gardens Racecourseand Exhibition Centre, the <strong>Parramatta</strong> Stadium, RiversideTheatres, and a significant heritage and cultural tourismsector−−home to around 360 cafes, bars, bistros and restaurants(2007 survey) and acknowledged in 2009 as Sydney’s newfine-dining capital.For more information on <strong>Parramatta</strong>’s statistics, visit <strong>Council</strong>’swebsite and go to Business for a detailed statistical overviewof <strong>Parramatta</strong> .* Please note that Australian Bureau of Statistics (ABS) figuresvary from the Bureau of Transport Statistics (BTS) figures, but forconsistency in its Annual Report, <strong>Council</strong> continues to use ABSfigures.The <strong>NSW</strong> Department of Attorney General and Justice sits next to the convictbuilt‘Brislington’


SNAPSHOT OF PARRAMATTA’S POPULATION• 172,333 people live in the <strong>Parramatta</strong> local governmentarea (LGA) (2010), 3.8% of the total population of theSydney metropolitan area (2010)• the median age of <strong>Parramatta</strong> residents is 34 compared tothe whole of Sydney (35) and <strong>NSW</strong> (37) (2006)• at 987.4, <strong>Parramatta</strong> ranks just under halfway on the Indexof Socio-Economic Disadvantage (2006), compared to thebottom-ranked Fairfield (876.1), <strong>City</strong> of Sydney (1026.90)and top-ranked Ku-ring-gai (1143.30)• 23.7% of <strong>Parramatta</strong>’s households were classed as highincome and 19.6% low income, compared with 29.5%and 16.8% respectively for the Greater Sydney statisticaldivision• 1,218 <strong>Parramatta</strong> residents identify as being of Aboriginalor Torres Strait Islander descent (2008)• 40.2% of <strong>Parramatta</strong>’s population were born overseas, with34.9% from a non-English speaking background, comparedto 33.5% and 23.3% respectively for Greater Sydney• 43.9% of <strong>Parramatta</strong>’s population speak a language otherthan English at home. Aside from English (54.2%), themost widely spoken languages are Arabic 10.6%, Chinese9.5% (including Mandarin and Cantonese) and Korean2.1% (2006)• experienced a 99.2% increase in residents from non-English speaking countries between the 1986 and 2006census• the largest changes in birthplace countries of <strong>Parramatta</strong>’spopulation between 2001 and 2006 were for those born inIndia (gaining +3,742 persons); China (+2,116 persons); SriLanka (+313 persons), and the United Kingdom, losing 690persons• the <strong>City</strong> of <strong>Parramatta</strong> has a larger percentage of 25-to-34-year-olds (19.3%) than Greater Sydney (16.2%) anda larger percentage of 20-to-24 year-olds (8.8%) thanGreater Sydney (7.8%) (2010)• 88,846 people are employed in the <strong>Parramatta</strong> LGA, withmore than 38,000 working in the <strong>Parramatta</strong> <strong>City</strong> centre.Of the total number working in the area, 16,016 are localresidents (2006) (ABS)• <strong>Parramatta</strong>’s median house price is $571,000, with themedian unit price being $378,000 (March 2010)• 26.4% of <strong>Parramatta</strong>’s population owned their home;27.3% were purchasing, and 36.6% were renting (2006).* Please note that Australian Bureau of Statistics (ABS) figuresvary from the Bureau of Transport Statistics (BTS) figures, butfor consistency in its Annual Report, <strong>Council</strong> continues to useABS figures.The statistics listed above vary from suburb to suburb acrossthe <strong>City</strong>. For more detailed information on <strong>Parramatta</strong>’sstatistics, visit <strong>Council</strong>’s website .<strong>Parramatta</strong> has one of the country’s largest legal precinctsShopping is the major drawcard for many visitors to <strong>Parramatta</strong>PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1139


PARRAMATTA’S PROUD PAST• Home to the Burramatta clan of the Darug people,<strong>Parramatta</strong>’s rich Indigenous heritage is reflected in the<strong>City</strong>’s name, official crest and prominence of Indigenousinspiredpublic artwork throughout the <strong>City</strong>.• <strong>Parramatta</strong>’s fertile alluvial soils saved the strugglingBritish colony from starvation, with Australia’s firstsuccessful crops harvested in what is now <strong>Parramatta</strong> Parkin 1789.• Officially declared as Australia’s second Europeansettlement on 2 November 1788, <strong>Parramatta</strong> is home tomore than 1,000 heritage-listed buildings or sites.• Australia’s oldest private dwelling, Elizabeth Farm (c 1793),and the nation’s oldest public building, Old <strong>Government</strong>House (c 1799), are both located in <strong>Parramatta</strong>.• In 1813 <strong>Parramatta</strong> was officially designated a markettown, with its original markets located close to the presentday <strong>Parramatta</strong> Town Hall.• In 1824 <strong>Parramatta</strong>’s market place was the site of thecolonial <strong>Government</strong>’s first ‘reconciliation’ feast, attendedby Indigenous people from local and regional areas.• Established in 1861, the Borough of <strong>Parramatta</strong>amalgamated in 1948 with Dundas, Ermington, Rydalmereand Granville councils to form the <strong>City</strong> of <strong>Parramatta</strong>.• In 1988, <strong>Parramatta</strong>’s mayoral position was upgraded toLord Mayor status• In 2005 <strong>Parramatta</strong> was formally recognised by the <strong>NSW</strong><strong>Government</strong> as the Capital of Western Sydney.• For more information on <strong>Council</strong>’s history and heritage,visit <strong>Council</strong>’s website andsearch under ‘<strong>Parramatta</strong> Heritage Centre’.Tudor Gates, <strong>Parramatta</strong> Park, <strong>Parramatta</strong><strong>Parramatta</strong> is home to a large number of impressive heritage buildingsElizabeth Farm, built in 1793 by the Macarthurs, is Australia’soldest European building40 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


. . . AND PROMISING FUTURE• implement <strong>Council</strong>’s Integrated Transport Plan• re-tender <strong>Council</strong>’s kerbside waste collection service• start planting edible trees• increase digital access to <strong>Parramatta</strong>’s library collections• develop outreach programs to engage with hard to reachCALD communities• expand <strong>Council</strong>’s over 50s Leisure and Learning Service• develop and fund local social enterprises• implement <strong>Council</strong>’s integrated CCTV Strategy 2010 and<strong>Parramatta</strong> LGA Crime Prevention Plan• continue developing public domain guidelines and reviewplanning controls for the Woodville Road precinct• prepare new planning controls for <strong>Parramatta</strong>’s ResidentialDevelopment Strategy study areas not included in the LEP• implement CBD park upgrades and construct <strong>Parramatta</strong>Valley Cycleway shared use connections• increase non-structured recreational facilities within parksand the re-use of stormwater to irrigate <strong>Council</strong> ovals• continue to activate the <strong>Parramatta</strong> River foreshore andimplement the <strong>Parramatta</strong> Visitor Strategy• commercialise <strong>Council</strong>’s redundant lands and maximiserevenue from <strong>Council</strong>-owned sites• progress the Civic Place redevelopment project• increase <strong>Council</strong>’s food/regulated inspection program• update <strong>Council</strong>’s Climate Action Plan and prepare the<strong>Parramatta</strong> Estuary Management Plan• roll out <strong>Council</strong>’s Homelessness Implementation Plan andimplement affordable housing actions• develop a Business Tourism Strategy• implement Services Review improvements and Long TermFinancial Plan and gap closing strategies• develop the HR Strategic Plan 2011-13• continue Good to Great leadership development andintroduce talent management for ‘future leaders’• implement more online learning solutions and automatemore HR processes• review Core IT Systems business improvements andimprove <strong>Council</strong>’s ability to recover from disasters• prepare for <strong>Council</strong>lor elections in 2012.The RiverCat ferry approaches Charles Street WharfPARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1141


YEAR IN REVIEW 2010/11<strong>Parramatta</strong>’s new look, new location New Year’s Eve celebration welcomes 2011The new Parramasala Festival adds colour, movement and sound to <strong>Parramatta</strong>JULY 2010• Celebrated <strong>Council</strong>’s NADIOC Week’s Burramatta FamilyDay• Installed secure bicycle parking facilities in Horwood Placeand Erby car parks• Rolled out a new low cost community lawn-mowingservice for pensioners, the disabled and the financiallydisadvantaged.AUGUST 2010• Organised National Tree Day at Fred Spurway Reserve,Carlingford• Added a weekly Thursday market day to <strong>Parramatta</strong>’sFarmers’ Market.SEPTEMBER 2010• Staged the annual Harris Park Fun Day at Robin Thomasand James Ruse reserves, Harris Park• Received a LGMA <strong>NSW</strong> Management Excellence Award for<strong>Council</strong>’s Services Review process• Staged <strong>Parramatta</strong> <strong>City</strong> Junior Golf Pro Am at WoodvilleGolf Course• Developed digital applications as part of <strong>Council</strong>’sParraConnect initiative to facilitate community interaction• Elected <strong>Council</strong>lor John Chedid Lord Mayor for 12 months,assisted by Deputy Lord Mayor, <strong>Council</strong>lor MichaelMcDermott.OCTOBER 2010• Encouraged commuters to participate in the annual Rideto Work Day• Celebrated Carers Week 2010• Launched the Paint Parra Read community literacyprogram for zero to five-year-old children• Released nine self-guided shared walking/cycling trails toshowcase activities in <strong>Parramatta</strong> and surrounds.NOVEMBER 2010• Encouraged commuters to participate in the <strong>Parramatta</strong>Commuter Challenge• Staged the inaugural Parramasala Australian Festival ofSouth Asian Arts• organised the Family Fun Day at George Kendall RiversidePark• Adopted the Baludarri Wetland Management Plan• Lobbied the Federal <strong>Government</strong> to build a <strong>Parramatta</strong>station on the proposed East Coast Fast Rail networkbetween Melbourne and Brisbane• Lobbied the Federal <strong>Government</strong> to deliver the <strong>Parramatta</strong>to Epping rail link• Launched <strong>Council</strong>’s Adjudication Panel to review disputedparking fines• Introduced a fast-lane library check-out system as part ofour Your Digital Library initiative• Joined forces with the Regional Illegal Dumping (RID)Squad to stamp out illegal waste disposal• Hosted Seniors’ Christmas Celebrations in <strong>Council</strong>’s fivewards• Implemented a ‘Safer <strong>City</strong>’ initiative to improve the safetyof residents, visitors and workers• Celebrated International Day of People with Disability inChurch Street Mall.DECEMBER 2010• Celebrated library volunteer contributions at an awardsceremony and luncheon• Launched a micro-chipping service for pet owners at ourMorton Street Pound• Staged New Year’s Eve celebrations on the <strong>Parramatta</strong>River featuring jet skis and fireworks.42 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


YEAR IN REVIEW 2010/11JANUARY 2011• Improved service delivery and amenities at <strong>Parramatta</strong>Central Library• Declared Church Street Mall an Alcohol Prohibited Zone toallow police and <strong>Council</strong>’s Community Safety Officers toconfiscate alcohol• Celebrated Australia Day in <strong>Parramatta</strong> Park.FEBRUARY 2011• Received a $344,300 grant from the <strong>NSW</strong> Department ofPremier and Cabinet to expand the Harris Park communitycentre• Raised $100,000 as part of the Lord Mayor and LadyMayoress Queensland Flood Appeal• Welcomed the <strong>NSW</strong> State <strong>Government</strong>’s decision to fund<strong>Council</strong>’s free city shuttle bus, the Loop• Finalised work on Epping Lane as part of the Epping TownCentre revitalisation• Staged <strong>Parramatta</strong>’s Year of the Rabbit Lunar New YearTwilight Festival in Church Street South.MARCH 2011• Organised <strong>Parramatta</strong>’s Clean Up Australia Day• Convened <strong>Council</strong>’s ‘<strong>Parramatta</strong>: Australia’s Next CBD’forum• Hosted a Community Safety Forum to help curb anti-socialbehaviour• Helped organise National Youth Week celebrations andcelebrated Seniors Week• Encouraged staff and our community to switch off lightsduring Earth Hour• Lobbied the State <strong>Government</strong> to support an amended<strong>Parramatta</strong> to Epping rail-link with a North <strong>Parramatta</strong>station connecting to Castle Hill and Rouse Hill• Successfully trialed the Saturday night Liquid Cinemascreening of movies on the <strong>Parramatta</strong> River throughoutMarch• Dedicated a new off-leash dog exercise area at GeorgeKendall Riverside Park, Ermington• Launched innovative online applications to enableresidents to contact <strong>Council</strong> on our revitalised website.APRIL 2011• Participated in <strong>Parramatta</strong>’s first nationwide Garage SaleTrail• Hosted the five-day International Chess Festival in<strong>Parramatta</strong> Town Hall• Sought applications from local visual artists for <strong>Council</strong>’sfifth $20,000 Arts Fellowship Grant• Reviewed and updated <strong>Council</strong>’s Disaster Mitigation andRecovery Plan• Welcomed the <strong>NSW</strong> <strong>Government</strong>’s decision to scrapPart 3A legislation and return planning powers to localcommunities• Staged a Community Pride Day at Rosella Park to helpreduce illegal dumping.MAY 2011• Invited residents to comment on <strong>Council</strong>’s proposedprojects at our Operational Plan Expo• Celebrated National Volunteer Week with a reception atthe <strong>Parramatta</strong> Heritage and Visitor Information Centre• Positioned <strong>Parramatta</strong> as Sydney’s ‘central <strong>City</strong>’ at<strong>Council</strong>’s annual State of the <strong>City</strong> address.JUNE 2011• Upgraded the Granville Youth and Community RecreationCentre• Organised a second Community Pride Day for residents atSherwin Park, North <strong>Parramatta</strong>, supported by the SydneyKings• Transformed disused commercial premises into temporaryinnovative art spaces and sales venues for more than 40creative practitioners as part of Pop Up <strong>Parramatta</strong>• Launched <strong>Council</strong>’s River Foreshore School HolidayProgram of exciting water-based activities for the wholefamily• Screened a selection of international films as part of theArab Film Festival at Riverside Theatres• Announced the prize winning <strong>Parramatta</strong> Riverrevitalisation concepts after judging of the 2011 ‘Ideas onEdge’ competition• Launched <strong>Parramatta</strong>’s new Winterlight event on a giantice rink set up in Church Street Mall over the July schoolholidays.Lord Mayor, Cr John Chedid, and Trevor Oldfield, Chair of the <strong>Parramatta</strong>Chamber of CommercePARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1143


HOW <strong>COUNCIL</strong> WORKSThe local government area (LGA) of <strong>Parramatta</strong> is dividedinto five wards: Caroline Chisholm, Arthur Phillip, ElizabethMacarthur, Lachlan Macquarie and Woodville. The unevenshape of the LGA reflects the 1948 amalgamation of theneighbouring local government areas of Dundas, Ermington,Rydalmere and Granville councils. The 15 <strong>Council</strong>lors thatform <strong>Council</strong>’s governing body carry out a range of duties andresponsibilities as set out in the Local <strong>Government</strong> Act 1993which include:• directing and controlling the affairs of <strong>Council</strong> inaccordance with the Act• creating and reviewing policies, objectives and criteriarelating to <strong>Council</strong>’s management planning• reviewing how well <strong>Council</strong> delivers its key services andprojects as set out in its Delivery Program and OperationalPlan and policies• providing leadership and guidance to the community• facilitating interaction between <strong>Council</strong> and itscommunity.HOW AND WHEN ARE <strong>COUNCIL</strong>LORS ELECTED?Every four years, <strong>Parramatta</strong> residents elect 15 <strong>Council</strong>lorsto serve the local community, with three chosen to representeach of the five wards. The last <strong>Council</strong>lor election was heldon 13 September 2008. Each year, <strong>Parramatta</strong>’s <strong>Council</strong>lorshold a Lord Mayoral election to determine who will serveas Lord Mayor and Deputy Lord Mayor for the following 12months. The most recent Lord Mayoral election was held on29 September 2010 where <strong>Council</strong>lors J Chedid andM McDermott were duly elected as Lord Mayor and DeputyLord Mayor respectively.WHO STANDS FOR <strong>COUNCIL</strong>?As in State <strong>Government</strong> elections, local governmentcouncillors identify either as candidates of a registeredpolitical party or as an independent. While elected on a wardbasis, <strong>Council</strong>lors can be contacted on any matter before<strong>Council</strong>. Most <strong>Council</strong>lors perform their civic duties on a parttimebasis and receive a remuneration to help compensate forthe time they spend representing their community.WHAT HAPPENS AT <strong>COUNCIL</strong> MEETINGS?During 2010/11 <strong>Council</strong>lors convened in the Civic Place <strong>Council</strong>Chamber for 22 ordinary and three special meetings. Their taskwas to determine policies, consider reports, assess matters ofpublic interest such as major development applications, andto adopt <strong>Council</strong>’s four-year Delivery Program and Budget.Chaired by the Lord Mayor, these meetings allow interestedmembers of the public to see their <strong>Council</strong> in action, with theexception of confidential items. Between <strong>Council</strong> meetings,the Lord Mayor represents the elected <strong>Council</strong>.For more information about <strong>Parramatta</strong>’s <strong>Council</strong>lors, go to.WHEN ARE <strong>COUNCIL</strong> MEETINGS HELD?Members of the public are welcome to attend <strong>Council</strong>meetings. Two meetings are held each month, on the secondand fourth Monday at 6.45pm on the fourth floor of the<strong>Council</strong> Chamber Building in Civic Place, <strong>Parramatta</strong>. Themeeting held on the second Monday deals with regulatorymatters only (ie development applications) while the meetingheld on the fourth Monday deals with all issues.<strong>Council</strong>’s business papers can be viewed on <strong>Council</strong>’s website and hard copies of the agendaare available in <strong>Council</strong>’s libraries and our 30 Darcy StreetCustomer Contact Centre on the Tuesday prior to the meeting.44 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


PUBLIC FORUMS AT <strong>COUNCIL</strong> MEETINGSAny person may submit a question, comment or statementto the public forum session of Ordinary <strong>Council</strong> Meetings.Questions may relate to general policy matters ordevelopment applications but must not refer to or makereflections on individual councillors or staff or address itemsof a confidential nature.Questions or statements must be addressed to the Lord Mayorwho may nominate another <strong>Council</strong>lor or staff member toprovide a response, if necessary. Questions or issues must belodged in writing with name and contact details by 4pm onthe Friday prior to the meeting. A maximum of five minuteshas been allocated for each item of Public Forum with amaximum of 15 minutes being permitted for the entireconsideration of the Public Forum section.Further details or questions relating to Public Forum may bedirected to Grant Davies on 02 9806 5314.LORD MAYORAL AND <strong>COUNCIL</strong>LOR FEESThe Lord Mayor and <strong>Council</strong>lors’ remuneration for the period1 July 2010 to 30 June 2011 was set at $69,780 and $23,950respectively, with the Lord Mayoral fee being paid in additionto the <strong>Council</strong>lor fee. Total expenditure on Lord Mayoraland <strong>Council</strong>lor fees for this period amounted to $429,030,made up of <strong>Council</strong>lors fees ($359,250 and Lord Mayor’s fees($69,780).<strong>COUNCIL</strong>LOR FACILITIES AND EXPENSES<strong>Council</strong> reimbursed all reasonable travelling expenses ormade available a pool car to <strong>Council</strong>lors for use on <strong>Council</strong>business. Costs involved with attendance at conferences andseminars approved by <strong>Council</strong> were reimbursed. <strong>Council</strong>lorswere also provided with meals prior to attending <strong>Council</strong> andCommittee meetings.<strong>Council</strong> provided each <strong>Council</strong>lor with an office and facilitiessuch as a notebook computer and printer, secretarial support,mobile telephone, electronic organiser and other officeequipment. The Lord Mayor, in addition to the above, wasprovided with a fully subsidised vehicle, personal assistanceand secretarial/administrative support. All such activitiesand provisions were in accordance with <strong>Council</strong>’s Civic OfficeExpenses and Facilities Policy.ATTENDING CONFERENCES<strong>Council</strong> Support staff organised <strong>Council</strong>lor attendance atconferences addressing current issues confronting andimpacting on the local government sector and to meet withother <strong>Council</strong>lors, to the value of $60,916.25. Conferencesattended included Urban Planning and Development Summit,Future of Local <strong>Government</strong>, International Cities and Towns,and the 13th International Riversymposium.Page 228 for more details on <strong>Council</strong>lor Fees and Expenses.Page 228 for details of overseas trips undertaken by<strong>Parramatta</strong> <strong>City</strong> <strong>Council</strong>lorsPage 229 For details of conferences attended in 2010/11Page 229 for <strong>Council</strong>’s policy on the provision of facilitiesfor use by <strong>Council</strong>lors and the payment of<strong>Council</strong>lors’ expensesPage 229 for the total amount of money expended duringthe year on the provisions of <strong>Council</strong>lor facilitiesand the payment of <strong>Council</strong>lor expenses.PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1145


HOW <strong>COUNCIL</strong> IS ORGANISEDOUR COMMUNITY• Businesses• Residents• Stakeholders• PartnersCHIEF EXECUTIVEOFFICERDR ROBERT LANG(from July 2008)• Bachelor of Science in Computing Science• Bachelor of Engineering in Electrical Engineering (1stClass Honours)• PhD in Electrical Engineering• Fellow of the Australian Institute ofCompany Directors• Fellow of the Institute of EngineersAustralia• Member Local <strong>Government</strong> ManagersAustraliaINTERNAL INPUTS TO CHIEF EXECUTIVE OFFICER• Executive Support Unit• Code of Conduct Committee• Service Audit and Review• Audit Committee• Conduct Review PanelEXTERNAL INPUTS TO <strong>COUNCIL</strong>• Community Voice• Advisory Committees• Park Committees• Central <strong>Parramatta</strong> Planning Committee• Design Review PanelsSENIOR MANAGEMENT TEAM REMUNERATIONThe total amount of money payable in respect of senior staffemployment, including salaries, fringe benefits and all otheron-costs connected with their employment during 2010/11,was $1,741,590.10. For the purposes of this reporting,<strong>Council</strong>’s senior staff are primarily responsible for thestrategic direction of <strong>Council</strong>.For more information on <strong>Council</strong>’s Senior Management Team(Executive Team) remuneration, go to page 231.CORPORATESERVICES GROUPOUTCOMES ANDDEVELOPMENTGROUPCITY SERVICESGROUPGENERAL COUNSELGREG SMITHGroup Manager (from November 2009)• Master of Business – General Management• Bachelor of Business – Local <strong>Government</strong>• Certified Practising Accountant (CPA) MemberSUE WEATHERLEYGroup Manager(from December 2008)• Master of Business Administration• Master of Urban Planning• Graduate Diploma in Applied Science (computing)SUE COLEMANGroup Manager(from October 2007)• Bachelor of Social Studies• Masters of Management• Graduate of the Australian Institute of Company DirectorsMAURICE DORIA(from September 2009)• Bachelor of Economics• Bachelor of Laws• Diploma of Practical Legal Studies• Member Law Society of <strong>NSW</strong>PROPERTYDEVELOPMENTGROUP• Member and Fellow – Local <strong>Government</strong>Managers Australia• Graduate of the Australian Institute ofCompany Directors• Bachelor of Town and Regional Planning• Member and Graduate of the AustralianInstitute of Company Directors• Member of Local <strong>Government</strong> ManagersAssociationSCOTT GREGGDirector(from July 2009)• Bachelor of Architecture,Green Star AccreditedProfessional46 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


CORPORATE SERVICES GROUPCORPORATESERVICES GROUPOUTCOMES ANDDEVELOPMENTGROUPCITY SERVICESGROUPDarrenWoodManager,CommunityEngagementUnitGeoffKingManager,<strong>City</strong> StrategyUnitTimDaleManager,<strong>City</strong> OperationsStephenMontgomeryManager,Strategic AssetManagementLouiseKerrManager,DevelopmentServices UnitJimStefanManager,<strong>City</strong> Assets andEnvironmentAlistairCochraneManager,Finance UnitLaurieWhiteheadManager,RegulatoryServicesDebbieKillianManager,Community,Library & SocialServicesEliosAlexoulisManager,InformationSystemsRobertLoveDirector,<strong>Parramatta</strong>RiversideTheatresJodiDicksonManager,HumanResourcesRebeccaGrassoManager,<strong>City</strong> Culture,Tourism &RecreationOversees <strong>Council</strong>’s community engagement, including customer contacts and corporaterecord keeping; human resources; financial management (rates, revenue, insurance, riskand procurement and developing long term models and plans for <strong>Council</strong>’s financialfuture; strategic asset management (implementing the Strategic Asset ManagementPlan, delivering property development and real estate services; <strong>Council</strong>’s environmentalfootprint measures; the Civic Place redevelopment project; and organisational changeand performance.OUTCOMES AND DEVELOPMENT GROUPOversees the long term strategic planning framework for the <strong>City</strong> as well as land useplanning, development assessment and regulation. Responsible for preparation ofdevelopment controls, development contribution plans, urban design; strategic traffic andtransport policy, assessing development applications, building certification and unauthoriseddevelopment; parking regulation, illegal dumping and littering, private tree managementand animal control compliance; and public health and environmental protection andenhancement.CITY SERVICES GROUPDelivers a wide range of services and facilities and manages infrastructure such as roads,footpaths, cycleways, and car parks as well as natural resources such as parks, bushland andpublic trees. Provides community services including waste, libraries, child care, aged anddisability services and community capacity building and manages cultural and recreationalfacilities including community events, Riverside Theatres, and the swimming pools.PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1147


CORPORATE GOVERNANCECODE OF CONDUCT<strong>Council</strong>’s Code of Conduct sets standards of behaviour forthe organisation that demonstrate our values and adoptedprinciples. It provides guidance to both <strong>Council</strong>lors andstaff in understanding the ethical problems that may beencountered in the organisation. All managers and staff havereceived training in the Code of Conduct, with such trainingand other policies an integral component of our new staffinduction program.The Code of Conduct includes a comprehensive set ofstandards of behaviour and a framework to deal withbreaches of those standards. In establishing this framework,<strong>Council</strong> sought and appointed representatives to form aConduct Review Panel to conduct enquiries into seriousbreaches of the Code by <strong>Council</strong>lors or the Chief ExecutiveOfficer.The three individuals who form the Conduct Review Panelwere appointed by <strong>Council</strong> resolution at the 15 June 2010<strong>Council</strong> meeting. During the 2010/11 financial year, fivecomplaints were formally made under the Code of Conduct,with two being referred to a Conduct Reviewer for formalinvestigation. Of these two, one matter is on-going while forthe other a finding was made that there had been no breachof the Code of Conduct.Two complaints resulted in a finding that the conduct allegeddid not amount to a breach of the Code while one other wasinternally investigated, with the outcome that no breach hadoccurred.FRAUD AND CORRUPTION PREVENTION<strong>Council</strong> continued to progress its Fraud and CorruptionPrevention Strategy, adopting a Fraud and CorruptionPrevention Policy to provide guidance and support to <strong>Council</strong>officers in understanding their obligations to report andactively seek to prevent instances of fraud and corruptconduct.SERVICE AUDIT AND REVIEWThe Service Audit and Review unit is an integral part of<strong>Council</strong>’s Corporate Governance framework and includes<strong>Council</strong>’s internal audit function.The unit provides an independent appraisal of theorganisation’s compliance and performance againstappropriate standards and legislation. It also provides an earlywarning of weaknesses in, or undesirable departures from, theorganisation’s internal control and risk management systems.During the year, <strong>Council</strong>’s governance framework was alsoimproved through policy reviews and development, andmanagement of statutory information provisions under Local<strong>Government</strong>, Freedom of Information and Privacy legislation.POLICY DEVELOPMENT AND IMPLEMENTATIONService Audit and Review manages a number of policies thatsupport <strong>Council</strong>’s governance responsibilities and are subjectto regular review including:• Code of Conduct and Guidelines• Policy for Interaction Between <strong>Council</strong>lors and Staff• Whistleblowers Protection Policy• Customer Compliments and Complaints Policy• Access to Information Policy.The unit is also responsible for the maintenance of <strong>Council</strong>’spolicy register. <strong>Council</strong>’s policies are supported by a number ofother governance registers maintained by the unit covering:• delegations• pecuniary interests returns• gifts and benefits• secondary employment• freedom of information.OTHER AUDITS AND REVIEWSOther significant tasks completed as part of the 2010/11Service Audit and Review program included:• review of cash controls in the operation of <strong>Council</strong>’s carparking stations• review of expenditure controls in the use of corporatecredit cards• review of process controls over determination of salarybasis for casual recruits• review of security controls in <strong>Council</strong>’s informationtechnology systems• review of controls in the management of taxi dockets• review of controls in the procurement process andcompliance with legislative requirements• review of controls in the management of staffattendance and absences• review of process controls in the generation of rates• review of <strong>Council</strong>’s usage and control of access to theRTA DRIVES system• review of controls in the management of employeerecruitment48 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


• internal investigation of a number of conduct mattersincluding protected disclosures• implementation of automated continuous auditing byusing data analysis techniques• support for <strong>Council</strong>’s Audit Committee• probity advice and audit on a number of tenders,agreements and proposals• advice, recommendations and reviews of policy andprocedures.The Service Audit and Review program for 2011/12 willcontinue to support <strong>Council</strong>’s management to improve serviceperformance and control through targeted audits and reviews.<strong>Council</strong> registered 78 compliments received from ourcustomers during 2010/11 relating to the quality of work,response time, staff performance and support for <strong>Council</strong>decisions. The 288 complaints received regarding <strong>Council</strong>services, staff and councillors are summarised below:Service complaints 137Waste service complaints 63Complaints about staff and/or councillors 86Internal reviews of complaints 2A review of the Compliments and Complaints Policy wascommenced in the latter half of the 2010/11 financial year. It isexpected that a revised policy will be presented to <strong>Council</strong> forconsideration in the first half of the 2011/12 financial year.The busy corner of Macquarie and Smith streets, <strong>Parramatta</strong>PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1149


ACCESS TO INFORMATIONUNDER SECTION 12 OF THE LOCAL GOVERNMENT ACT ANDFREEDOM OF INFORMATION ACTUnder the provisions of the <strong>Government</strong> Information (PublicAccess) Act (GIPA) members of the public are entitled torequest information held by <strong>Council</strong> through both formaland informal means. The GIPA Act replaces the Freedom ofInformation Act and parts of the Local <strong>Government</strong> Act, bothof which facilitated public access to <strong>Council</strong>-held documents.During 2010/11, <strong>Parramatta</strong> <strong>City</strong> <strong>Council</strong> continued toadminister its Access to Information Policy and PrivacyManagement Plan. <strong>Council</strong> received 13 formal GIPAapplications, compared to 44 such applications in 2009/10under the previous Freedom of Information Act. The numberof formal requests received has reduced following theintroduction of the GIPA Act because <strong>Council</strong> has been ableto process more applications informally, minimising thecost of accessing <strong>Council</strong>-held information. A total of 854informal GIPA applications were received by <strong>Council</strong> in the2010/11 financial year.PRIVACY AND PERSONAL INFORMATION PROTECTION ACT 1988s33During 2010/11 <strong>Council</strong> received no applications for internalreview under the provisions of Part 5 (s53) of the Privacy andPersonal Information Protection Act (PPIPA). In addition, therewere no inquiries by the Ombudsman during the reportingperiod into any GIPA determinations by <strong>Council</strong>.The Audit Committee provides independent assurance andassistance to <strong>Council</strong> on the management of risk, controland the compliance framework. Since its establishment inFebruary 2008, the Audit Committee has been operatingin line with the Internal Audit Guidelines published by theDivision of Local <strong>Government</strong> in September 2010. The currentAudit Committee comprises three <strong>Council</strong>lors and twoindependent community representatives. <strong>Council</strong>’s auditorsand senior management are invited to the Audit Committeemeetings. The Audit Committee met five times during the2010/11 financial year.We received no applications for Internal Review during thisperiod.A Publication Guide containing information about <strong>Council</strong>’sstructure, functions and type of information that is publiclyavailable, is accessible from <strong>Council</strong>’s website, along with theapplicable application forms.50 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


<strong>Council</strong> supports and promotes the use of public transport<strong>Council</strong> helps take the mystery out of computers for <strong>Parramatta</strong>’s seniors<strong>Council</strong>’s cyclepaths encourage commuters to ride to work<strong>Council</strong>’s Home Support and Community Services team support people who care for othersPARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1151


ENGAGING OUR COMMUNITYWELCOMINGFEEDBACK<strong>Council</strong>s can no longer afford to create policies, plans andstrategies in isolation without consulting the key users oftheir services. As well as handling over the phone and inperson enquiries at our Customer Contact Centre, <strong>Council</strong>engages with its community through a range of committees,organisations, services and avenues to ensure that the peopleof <strong>Parramatta</strong> have a better understanding of the issues andchallenges confronting the local government sector.ADVISORY COMMITEES<strong>Council</strong> relies on the expertise of dedicated members of itsadvisory committees: Aboriginal and Torres Strait Islander;Access; Arts; Community Safety; Cycleways; and Heritage.CENTRAL PARRAMATTA PLANNING COMMITTEE (CPPC)<strong>Council</strong> delegates functions to the CPPC to ensure that weremain at arms length from development applications that posea potential conflict of interest.PARAMATTA CHAMBER OF COMMERCE AND INDUSTRY<strong>Council</strong> meets and discusses issues with the Chamber ofCommerce and Industry on a regular basis.CONTACTING <strong>COUNCIL</strong>LORSMembers of the community can raise concerns with<strong>Parramatta</strong>’s <strong>Council</strong>lors via email or <strong>Council</strong>’s website,regardless of which ward the individual <strong>Council</strong>lor represent.CUSTOMER COMPLIMENTS AND COMPLAINTS<strong>Council</strong> invites written or online feedback under our CustomerCompliments and Complaints Policy.DESIGN REVIEW PANELThis panel’s expert services continue to improve the urbandesign of <strong>Parramatta</strong>’s new residential flats and commercialdevelopments.DEVELOPMENT APPLICATIONS<strong>Council</strong> places weekly full page advertisements of <strong>Parramatta</strong>’sdevelopment applications and construction certificates, andoffers a pre-lodgement consultation process for domestic anddeveloper applicants.HERITAGE ADVISORY SERVICE<strong>Council</strong> offers a free advisory service for residents who wish toupgrade heritage-listed properties.HERITAGE GRANTS<strong>Council</strong> makes grants available from its Local Heritage Fund toassist residents carrying out works to heritage listed properties.OPERATIONAL LIAISON OFFICERS (OLOs)<strong>Council</strong>’s OLOs inspect <strong>Council</strong> wards on a rotational basisand pass on concerns of residents and businesses to relevantofficers.PUBLIC FORUM AT <strong>COUNCIL</strong> MEETINGSCommunity members are encouraged to submit questions orcomments to the Public Forum Session of Ordinary <strong>Council</strong>Meetings, relating to general policy matters or developmentapplications.COMMUNITY VOICE<strong>Council</strong>’s revamped Community Voice Panel continues toprovide valuable feedback into our service delivery performanceand helps prioritise projects. Our Research and Consultationteam survey users of <strong>Council</strong>’s key services such as libraries,theatres and community facilities for hire.52 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


COMMUNICATING WITH OUR COMMUNITYTRANSPARENTREPORTING<strong>Parramatta</strong> <strong>City</strong> <strong>Council</strong> remains committed to the transparentreporting of how it allocates and spends the revenue streamsit collects from ratepayers and other government sectors. Tohelp prioritise our projects and services, we invite members ofthe community to participate in <strong>Council</strong>’s annual Delivery PlanExpo.As <strong>Council</strong> strives to operate within its means, we routinelyreport challenges and disappointments in our QuarterlyReviews, Annual Report, Parra Pulse newsletter, and website<strong>Council</strong> keeps its community informed through:A Church Street Mall stall keeps community members informed about<strong>Council</strong>’s services• workshops and briefings with <strong>Council</strong>lors• weekly advertising in the local media including Lord Mayor’sColumn• direct mail and letterbox distribution (community andbusiness newsletters)• <strong>Council</strong>’s websites (includingonline complaints and compliments opportunity) and• brochures and newsletters• educational school visits• exhibitions and onsite displays• community workshops• social media (including Facebook fan page: <strong>Parramatta</strong> <strong>City</strong><strong>Council</strong>; Twitter: twitter.com/parracity and /discoverparra)• e-newsletter to businesses• <strong>Parramatta</strong> Life and Leisure e-newsletter.PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1153


ADVOCATING FOR OUR COMMUNITYADDITIONAL FUNDING<strong>Council</strong>s are funded from a range of revenue sources includingthe ordinary and special rates annually levied on residents andbusinesses. In addition to such inputs, <strong>Council</strong> seeks to secureState and Federal government funding to help our communitypurse go further when it comes to maintaining existinginfrastructure and constructing new assets.The more staff excel at making a case for additionalgovernmental and sponsor support, the less <strong>Council</strong> has to relysolely on the rates or ‘taxes’ paid by our ratepayers.During 2010/11, <strong>Parramatta</strong> <strong>City</strong> <strong>Council</strong> secured a wide rangeof grants, including, but not limited to:• $344,300 from the <strong>NSW</strong> Department of Premier and Cabinetto expand and enhance the Harris Park community centre• over $100,000 from the <strong>NSW</strong> Sport and Recreation for theupgrade of four <strong>Parramatta</strong> sportsgrounds (for sportingpavilions, courts and cricket fields)• $22,000 from the Sydney Metropolitan CatchmentManagement Authority to help prepare a plan ofmanagement for Baludarri Wetland• $359,000 from the Federal Regional and Local CommunityInfrastructure Program (Round 2) for the construction ofeleven projects• $40,000 from the State <strong>Government</strong>’s Waste andSustainability Improvement Program (WaSIP) to update<strong>Council</strong>’s Biodiversity Plan• $51,025.00 from WaSIP to investigate the extent ofchromium contamination at the eastern end of GrandAvenue, Camellia• $33,781.00 from WaSIP to carry out the first <strong>Parramatta</strong>wide e-waste Recycling Pilot in partnership with Veolia andSims Metal Recycling• $1.256 million from WaSIP to upgrade energy efficiencyat <strong>Council</strong>’s Riverside Theatres and four multi-storey carparking stations• $40,000 from WaSIP to supervise comprehensive wastecontent audits for a sample of residential properties and<strong>Council</strong> buildings• $240,000 from the RTA for the <strong>Parramatta</strong> Valley Cyclewayshared path from Rydalmere Wharf to Thackery Street• $199,000 from the RTA for the <strong>Parramatta</strong> Valley Cyclewayshared path between Park Street and Pike Street, and designof a shared path between Pike Street and Subiaco Creek• $91,953 from the RTA for the detailed design of the<strong>Parramatta</strong> Valley Cycleway Stage 14-17 and $49,403 forthe <strong>Parramatta</strong> Valley Cycleway Stage 9-12 near GasworksBridge• $100,000 recurrent funding to expand the Meals on Wheelsservice and $25,000 to pilot a new service to increasesupport to people with dementia, as well as $51,562 innon-recurrent funds, with all grants jointly funded by theCommonwealth and State <strong>Government</strong>s and administered bythe <strong>NSW</strong> Department of Human Services, Ageing Disabilityand Home Care• $190,000 from the <strong>NSW</strong> Department of Planning andInfrastructure’s LEP Acceleration Fund to assist completionof a range of strategic planning studies over 2011/12.• $866,000 from new grant schemes such as the FederalRLCIP and <strong>NSW</strong> Communities Building Partnership inaddition to <strong>NSW</strong> Heritage grants.• $168,000 from the <strong>NSW</strong> <strong>Government</strong> Trade and Investmentto develop mobile digital applications for the <strong>City</strong>’s retailand tourism sectors.Meals on Wheels helps needy members of the community to continue living intheir own homes54 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


PLANNING FOR NOW, PLANNING FOR THE FUTURECOMMUNITY STRATEGIC PLANEndorsed as <strong>Parramatta</strong>’s Community Strategic Plan inDecember 2009, <strong>Parramatta</strong> Twenty25 charts the wayforward for the <strong>City</strong> over the next two decades, respondingto the challenges that <strong>Council</strong> and our external partnersmust address in order to ensure our social, economic andenvironmental sustainability.The Community Strategic Plan addresses seven ‘destinations’that <strong>Council</strong> aspires to in order to make <strong>Parramatta</strong> a greatplace in which to live, work, play and invest. During 2010/11,we used these seven destinations to help prioritise <strong>Council</strong>projects and deliver our four-year Delivery Program and oneyearOperational Plan 2010/11 in line with the new integratedplanning requirements.Work commenced on the consolidation of the <strong>City</strong> CentreLocal Environmental Plan and <strong>City</strong> Centre DevelopmentControl Plan with the Comprehensive draft LocalEnvironmental Plan and Development Control Plan so as toprovide a singular Local Environmental Plan and DevelopmentControl Plan in the local government area.CORPORATE STRATEGY<strong>Council</strong>’s Corporate Strategy captures its organisationalcommitment to demonstrating leadership and goodgovernance as we strive to deliver the best possible servicesto our community. In 2009/10, the Corporate Strategy wasincorporated into <strong>Council</strong>’s Delivery Program. The strategyidentifies and schedules the tools that <strong>Council</strong> needs to helpbuild its organisational capability into the future.DELIVERY PROGRAM AND OPERATIONAL PLANDuring 2010/11 <strong>Council</strong> was guided by its four-year DeliveryProgram 2010 – 2014 and one year Operational Plan 2010/11which set out how <strong>Council</strong> plans to achieve the objectives of<strong>Parramatta</strong>’s Community Strategic Plan.DEVELOPMENT CONTROL PLAN AND LOCALENVIRONMENT PLANDuring 2010/11, <strong>Council</strong> finalised the integration of<strong>Parramatta</strong>’s key land use and zoning plans into aComprehensive draft Local Environmental Plan andDevelopment Control Plan. The Comprehensive draft<strong>Parramatta</strong> Development Control Plan 2011 was finalised andadopted by <strong>Council</strong>, with the DCP to become effective oncethe comprehensive LEP is published.PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1155


THE STRATEGIC MANAGEMENT FRAMEWORKFOR THE WHOLEOF PARRAMATTACOMMUNITY STRATEGIC PLAN -PARRAMATTA TWENTY 25(10 YEARS)FOR PARRAMATTACITY <strong>COUNCIL</strong>CORPORATESTRATEGYDELIVERY PROGRAM2010/11 - 2011/12ANNUAL BUDGET BY PILLAROPERATIONAL PLAN 2010/11<strong>COUNCIL</strong>’S STRATEGYPOLICIES:Workforce Management Plan10-Year Financial Plan10-Year Asset Management PlanQUARTERLY REVIEWS:<strong>Council</strong>’s progress report to thecommunity at the end of September,December, March and JuneANNUAL REPORT<strong>Council</strong>s Annual Report to the communityfor the year ending 30 June(including State of the Environment report)56 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


HOW WE DELIVERED ON OUR CORPORATE STRATEGYIn 2004 <strong>Council</strong> developed a Corporate Strategy to serve asour ‘road map’ to the future. The purpose of the strategywas to equip the organisation with the systems, processesand technology to support community expectations anddeliver the best possible services to the community intothe future. During 2007 we amalgamated the strategy andimplementation plan into one document and streamlined thekey result areas.During 2008/09, under the guidance of our new ChiefExecutive Officer, we developed 10 Strategic Priorities forthe organisation that dovetailed with our Guiding Principles.These were incorporated into <strong>Council</strong>’s Corporate Strategy tosharpen our focus on improving our organisational capabilityto deliver information and services. These strategic prioritieswere updated in 2010/11.The following tables demonstrate how <strong>Council</strong> achieved theinitiatives of our 10 Strategic Priorities in 2010/11, groupedunder our balanced scorecard categories.10 STRATEGIC PRIORITIESFINANCE1. STABILISE THE BUSINESS FINANCIALLYKEY INITIATIVES RESULTS COMMENTImplement a Long Term Financial Plan that delivers anoperating surplus by 2014/15Maximise returns from commercial properties - Auditcommercial property portfolio and establish quarterlyreportingMaximise returns from commercial properties -Identify performance benchmarks and maximise yield.Long Term Financial Plan adopted and on track toachieve 2014/15 targetAchieved by 30 June 2011 with the audit an ongoingprocess of further refinementAchieved by 30 June 2011PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1157


HOW WE DELIVERED ON OUR CORPORATE STRATEGYOUR PEOPLE2. IMPROVE STAFF ENGAGEMENT AND MAKE <strong>COUNCIL</strong> AGREAT PLACE TO WORKWinners of the staff recognition program, Celebrating SuccessKEY INITIATIVES RESULTS COMMENTIntroduce a talent management strategy includingleadership development programs, coaching andmentoringIntroduce a salary system which meets Awardrequirements and includes a strong performanceelementDevelop an HR Strategic Plan 2010-2014 which meetslegislative and DLG requirements and best practice thatwill assist <strong>Council</strong> to become an Employer of Choicewith a staff engagement rate of greater than 75% byJune 2010Introduce a market leading ‘wellness’ program based ona sustainable business caseIntroduce a suite of best practice employee surveys(engagement, on-boarding, 360 degree and exitinterviews) which will enable us to improve theemployee experience and track progress to becomingan employer of choiceProject on target and will continue to evolve over2011/12 year<strong>Council</strong>’s new salary system became effective inOctober 2010, meeting its targetThe HR Strategic Plan was adopted in July 2010 andcontinues to be rolled out. <strong>Council</strong>’s engagementsurvey to be held end 2011,with all other Strategic Planprojects underway and on target<strong>Council</strong>’s Wellness Plan was implemented with variousprograms rolled out since July 2010, including theDepot’s Biggest Loser Campaign, a sleep apnoeaawareness and diagnosis program, yoga and nutritionclassesInitiatives on track, with the engagement surveycompleted in 2009, and exit surveys completed (viaChris21 software) and all managers undertaking 360degree feedback in 20103. WORK TOGETHER TO DELIVER ON PROMISESKEY INITIATIVES RESULTS COMMENTImprove accountability through performanceagreements and KPIs and Performance Management,with 80% of staff having completed the EmployeeAnnual Assessment and Development Plan (EAADP)Embed a safe work culture throughout theorganisation and improving the current Lost TimeIncident Frequency Rate (LTIFR) of 14 to less than 7Achieved target of 80% of staff completingperformance plans by December 2010, with 94% ofstaff having an EAADP in place and finalised in October2011Though yet to reach our LTIFR target of under 7 by June2011, we are trending down and are now below 10 forthe first time ever. The severity of claims (ie days awayfrom work) has also decreased58 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


HOW WE DELIVERED ON OUR CORPORATE STRATEGYBUSINESS PROCESS4. DELIVER PROFITABLE PROPERTY DEVELOPMENT PROJECTSKEY INITIATIVES RESULTS COMMENTInitiate priority projects identified in the propertydevelopment strategy, namely:a. Establish resourced Property Development GroupTeamb. Report on Implementation Optionsc. Two Project business case reportsAll projects achieved their target date as below:a. December 2010b. March 2011c. June 20115. IMPROVE TECHNOLOGY TO SUPPORT BUSINESSEFFECTIVENESSKEY INITIATIVES RESULTS COMMENTImplement replacement <strong>Council</strong> Online systemBrought business systems in house, achievingcompletion target of November 2010Development of organisational wide InformationCommunication and Technology (ICT) Strategyincorporating strategic Business needs eg. KnowledgeManagement, Digitisation, E-government, TechnologyInfrastructure.Achieved December 2010 targetPARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1159


HOW WE DELIVERED ON OUR CORPORATE STRATEGYBUSINESS PROCESS6. CHAMPION INNOVATION AND BUSINESS IMPROVEMENT KEY INITIATIVES RESULTS COMMENTImprove DA Process so that:• 75% of DAs are assessed in less than 40 days.• all processes are Quality Assured• online assessment system are operational in linewith the gazettal of new LEPImplement recommendations of the Services Review• Quarterly reports to the <strong>Council</strong> on implementation• Improve the operating position of <strong>Council</strong> by $2mDevelop a <strong>Parramatta</strong> <strong>City</strong> <strong>Council</strong> e-Parra strategythat identifies and priorities a range of e-governmentinitiativesDevelop a Continuous Improvement Process (CIP)methodology for PCCImplement CIP in all service areasImplement an innovation methodology to facilitate thedevelopment of new ideasDevelop a people leaders’ toolbox on the Intranet withall relevant legislation, policies, forms and including aneffective FAQ system for HR adviceAchieved target of having Quality System accredited byMarch 2011Online assessment system on track, with the new LocalEnvironment Plan notified on 7 October 2011Implemented the majority of 120 Services Reviewrecommendations by end June 2011Achieved target of $2 million operating position byJune 2011Achieved target by December 2010Target: Methodology agreed to by ET (Dec 2010)Planned roll out in March 2011 delayed but launchedthrough the CEO ‘roadshow’ and on the staff intranetAchieved target of report to ET and implemented onthe staff intranet<strong>Council</strong>’s Process on a Page was launched in July 2011,achieving its targetWork continues on speeding up assessment of development applications60 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


BUSINESS PROCESS7. DELIVER CIVIC PLACEKEY INITIATIVES RESULTS COMMENTDesign of New <strong>Council</strong> Facilitiesa. Ensure <strong>Council</strong> facilities brief is relevantb. Incorporate updated brief into PDAc. Review Stage One Project Application design fornew <strong>Council</strong> and Community facilitiesAll projects progressing as planned to meet targetdates below:a. September 2010b. December 2010c. December 2010Prepare for relocation to New Facilitiesa. Establish internal stakeholder reference groupb. Develop plan for move to new facilitiesPreconditions to Stage One constructiona. Provide landowner consent after review of design ofStage One Project Applicationb. Complete remaining private property acquisitionsa. Target achieveda. Target achieveda. Achieved December 2010 targeta. Target achieved8. DEMONSTRATE LEADERSHIP IN SUSTAINABILITY(TRIPLE BOTTOM LINE)KEY INITIATIVES RESULTS COMMENTBenchmark and audit our sustainability indicators (bothfor <strong>Parramatta</strong> <strong>City</strong> and for <strong>Council</strong>) and set targets forour dashboard Key Performance IndicatorsCommenced work for completion in 2012 aftertransferring project to Capital Works mid processDevelop a Business Continuity Plan for <strong>Council</strong>operationsCompleted in early 2011Consolidate existing sustainability strategies andaction plans/policiesDelayed April 2011 target completion until 2012 aspart of the 2036 processPrepare a State of the <strong>City</strong> Report Achieved, presented by Lord Mayor in April 2011PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1161


HOW WE DELIVERED ON OUR CORPORATE STRATEGYCUSTOMER SERVICE9. IMPROVE STAKEHOLDER RELATIONSHIP MANAGEMENTKEY INITIATIVES RESULTS COMMENTDevelop business partnerships and corporate networksto encourage business development in <strong>Parramatta</strong>Develop a focused media relationship strategyStrengthened relationships with <strong>Council</strong>’s core businesspartners in 2010/11, achieving targetCommunications and Marketing achieved targetSeptember 201010. EMBED A CUSTOMER SERVICE CULTURE INTERNALLYAND EXTERNALLYKEY INITIATIVES RESULTS COMMENTImplement an improved service standards and‘customer value chains’ as a result of <strong>Council</strong>’s ServicesReview, and include in business plansIncorporated in <strong>Council</strong>’s Customer Strategy. Targetwas March 2011Implement the new Community Engagement andCollaboration Delivery Model – ‘Community Voice’Achieved target of March 2011Develop a <strong>Council</strong> Customer Service Strategy Delivered final draft June 2011Implement a more effective and comprehensiveInternetAchieved target date of December 201062 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


BALANCED SCORECARD KEY PERFORMANCE INDICATORS<strong>Council</strong> continued to refine and implement its balanced scorecard of Key Performance Indicators during 2010/11.STRATEGICPRIORITYOBJECTIVE KEY PERFORMANCE INDICATOR TARGET RESULT COMMENTFINANCECUSTOMERS AND STAKEHOLDERSComplete <strong>Council</strong>’s capital worksprogram on time and within budgetKeep staff costs at or below latestbudgetMonitor latest forecasts and actual costsagainst the original budgetEnsure services expenses are at or belowlatest budgetGenerate business service revenue thatachieves or exceeds budgetCapital expenditure to forecast $38,526,000 $34,177,000Staff costs to forecast $70,976,000 $68,776,000Staff YTD costs to original budget $72,893,000 $68,776,000Services expenses to forecast $134,565,000 $131,007,000Business Service Revenue $31,781,000 $33,602,000$2.51 million of uncompleted works were carriedover to 2011/12 due to various circumstances,below our targetThe result was under budget due to savingsachieved and vacancies in some business unitsBudgeted costs were reduced throughout theyear, reflecting Services Review initiatives,implementation of new salary system and staffvacanciesSavings achieved in staff costs and other operatingexpensesBudgets were exceeded in areas including aquaticcentres, development activity fees and roadopening permitsImprove completion rate of servicerequests% of service requests completedwithin agreed service standardstimeframeTimely assessment of DAs % of DAs assessed within 40 days 75% 57%Enacting <strong>Council</strong> resolutions % <strong>Council</strong> resolution enactment 80% 85%80% 85% Exceeded our target completion rate by 5%Made progress on reaching the 75% DA assessmentin 40 days targetExceeded our target of 80% of <strong>Council</strong> resolutionsenactedIncreasing customer use of website Online usage by customers 60% 53%Building towards 60% target of customer use of<strong>Council</strong>’s websiteImproving over-the-phone service% calls resolved, first point ofcontact80% 90%Achieved a pleasing 90% of calls resolved withouttransferPARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1163


BALANCED SCORECARD KEY PERFORMANCE INDICATORSSTRATEGICPRIORITYOBJECTIVE KEY PERFORMANCE INDICATOR TARGET RESULT COMMENTCUSTOMERS AND STAKEHOLDERS (continued)OUR PEOPLEImprove customer contact service/reducewaiting timeCalls answered in 20 seconds 80% 77%Speed of answering calls is closing in on target of80%Manage staff turnover Permanent staff turnover 12% 15%Sick leave days taken 8.0 10.0Reducing accumulated leave Average annual leave taken 20 18Turnover remains above target due to restructureof two business units and conducive employmentmarketThe number of sick days taken per full timeemployee remains above our target of 8 daysThe average annual leave taken is below our targetof 20 daysInvesting in our peopleAverage number of training daysper employee3 days 1.5The average number of training days per year peremployee is half the target of 3Success in preventing harm to employeesLost Time Injury Frequency Rateper million hours worked7 12Our lost time injury frequency rate is trendingdown but remains above target of 7OUR BUSINESSReducing Workers compensation claimsAverage cost of WorkersCompensation claim$3,300 $3,307Achieved target cost of average WorkersCompensation claimReducing fleet C02 emissions <strong>Council</strong> fleet C02 emissions < 200 177 Fleet emissions pleasingly below target of 200Reducing organisation’s electricity useMonthly CO2 emissions fromelectricity- 5 % -3.7%More work required to achieve target reduction of-5%Reducing organisation’swater consumptionMonthly water consumptionreduction-5% of previous same monthin previous year-12.0%Achieved a creditable reduction in waterconsumptionReduce paper consumption Paper use per printer < 5.000 6,674 Paper use above target with more work to do64 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


HOW WE MEASURE AND IMPROVE SERVICE DELIVERYHow does <strong>Parramatta</strong> <strong>City</strong> <strong>Council</strong> measure its performance?INTERNALLY MEASURING OUR PERFORMANCE YEAROur internal Key Performance Indicator measures (<strong>Council</strong>’sdashboard) quantify trends in our service delivery, for examplethe percentage of service requests completed within agreedtimeframe. See page 62.ASKING OUR RESIDENTS TO RATE OUR SERVICE DELIVERYOur externally-generated user and resident satisfactionmeasures (Community Voice) qualify how well the communitythinks we are delivering across our key areas of responsibility,for example the perceived condition of <strong>Parramatta</strong>’s footpathsor services offered by our heritage and information centre.See page 13 (How did our Residents rate us?) and othersimilar charts throughout this report.IMPROVING OUR BALANCED SCORECARDGenuinely measuring our performance as an organisationdemonstrates that the services, initiatives and projectsdelivered by <strong>Council</strong> make a real difference to the communitywe serve. See page 63.IMPLEMENTING OUR CORPORATE STRATEGYReporting on how well <strong>Council</strong> delivered the initiativeslisted under each of the 10 strategic priorities that underpin<strong>Council</strong>’s Corporate Strategy to sharpen our focus onimproving our organisational capability to deliver informationand service. See page 56.COMPARING OUR PERFORMANCE AGAINST SIMILAR <strong>COUNCIL</strong>SOur performance across a range of measures againstthe group average of 16 similar councils* clarifies to ourshareholders how well we offer value for money for the rateswe levy. The 16 councils are Auburn, Bankstown, Blacktown,Canada Bay, Canterbury, Fairfield, Holroyd, Hurstville, Kuring-gai,Marrickville, <strong>Parramatta</strong>, Randwick, Rockdale, Ryde,Sutherland and Warringah. See page 14 (How did we rateagainst similar <strong>Council</strong>s?) and similar charts in this report.* Grouped by the Division of Local <strong>Government</strong> as similar to<strong>Parramatta</strong> in size and responsibility.PUBLISHING OUR FINANCIAL HEALTH CHECK RATIOSOur performance against the Local <strong>Government</strong> ManagersAssociation’s Financial Health Check measures provides aconsistent way for us to report financial ratios that indicate<strong>Council</strong>’s financial health and sustainability. See page 69.Boronia Park, Epping<strong>Council</strong> delivered its annual program of upgrades to its childrens’ playgroundsGranville Town HallPARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1165


HOW WE MANAGE OUR FINANCESSTRATEGIC FINANCIAL MANAGEMENT PLANNINGFINANCIAL SNAPSHOT2010/11$’0002009/10$’0002008/09$’000Rates and Annual Charges Revenue 102,824 98,254 94,004 90,192 86,502 78,565 74,576Other Operating Revenue 57,733 55,100 54,559 50,017 49,005 40,785 42,844Capital Revenue 14,776 12,570 8,859 7,645 6,955 7,891 7,854Total Revenue 175,33 165,924 157,422 147,854 142,462 127,241 125,274Operating Expenses 156,662 152,541 147,485 136,466 126,180 116,977 112,870Borrowing Costs 4,513 4,075 5,409 5,5959 5,488 5,477 5,472Total Expenses 161,175 156,616 152,894 142,061 131,668 122,454 118,342Net Operating Result 14,157 9,308 4,528 5,793 10,794 4,787 6,932Capital Expenditure 34,224 34,152 33,657 38,365 25,948 28,251 47,0562007/08$’0002006/07$’0002005/06$’0002004/05FINANCIAL POSITION AT THE END OF THE YEARFINANCIAL SNAPSHOT2010/11$’0002009/10$’0002008/09$’000Total Assets 3,712,141 3,753,965 3,574,827 3,877,877 994,916 987,016 984,460Total Liabilities 118,924 124,127 129,432 127,440 124,032 126,926 125,949Total Equity 3,593,217 3,629,838 3,445,395 3,750,437 870,884 860,090 858,511Unrestricted Investments 16,298 16,609 15,752 12,367 8,430 13,319 13,6192007/08$’0002006/07$’0002005/06$’0002004/0566 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


<strong>ABOUT</strong> THESE RESULTSREVENUE ANDEXPENSES<strong>Council</strong>’s overall revenue increased by 5.7 per cent in 2010/11,in part because of rises in rates and annual charges. Inaddition <strong>Council</strong>’s revenue increased during the financial yeardue to significant improvements in user charges and capitalgrants. Overall expenses increased by 2.9 per cent.A significant increase in depreciation occurred caused bythe revaluation of <strong>Council</strong>’s infrastructure assets in 2009/10.Employee costs increased by 4 per cent in 2010/11, comparedto 3 per cent in the 2009/10.BORROWING COSTSOur borrowing costs increased slightly in 2010/11 due toincreasing interest rates.CAPITAL EXPENDITURECapital expenditure has fluctuated in recent years. Abnormalincreases in 2003/04 and 2004/05 were the result of propertypurchases for the Civic Place redevelopment project. Capitalexpenditure remained at the same levels as 2009/10.TOTAL ASSETSThe re-valuation resulted in a very large increase in the valueof assets, predominantly for <strong>Council</strong>-owned land. Much ofthis land has been held by <strong>Council</strong> for many years and itsprevious valuation was based on its cost at acquisition. Oversuch a long period values have of course risen considerably.In 2009/10 <strong>Council</strong> was required to revalue its infrastructureassets. This revaluation increased our fixed assets by $174million. No significant revaluation occurred in 2010/11.TOTAL LIABILITIES<strong>Council</strong>’s liabilities include loans, amounts payable tosuppliers and contractors that are outstanding, as wellas amounts owing to employees in the form of leaveentitlements. The amount we owe has remained relativelysteady in recent years.TOTAL EQUITYWe calculate our equity by subtracting <strong>Council</strong>’s totalliabilities from total assets. There was no significant changein <strong>Council</strong>’s equity in 2010/11.UNRESTRICTED INVESTMENTSIncreases in <strong>Council</strong>’s unrestricted investments (cash andinvestments not tied by future commitments) shows that ourlevels of liquidity remain consistently adequate and reflectprudent financial management.In 2007/08 <strong>Council</strong> was required by the then Department(now Division) of Local <strong>Government</strong> to re-value its property,plant and equipment, land, buildings and other structuresaccording to what is termed ‘fair value’. Fair value is the bestestimate of the prices reasonably obtainable in the market atthe date of valuation.George Kendall Reserve, ErmingtonPARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1167


<strong>ABOUT</strong> THESE RESULTSCapital Expenditure<strong>Council</strong>’s largest capital outlays continue to be for roads,bridges and footpaths, followed by the purchase of plantand equipment. During 2010/11, major expenditure was alsocommitted to the upgrade and maintenance of parks andsporting facilities, environmental improvement programs andstormwater management.FINANCIAL PERFORMANCE INDICATORSThe Division of Local <strong>Government</strong> requires that selected KeyFinancial Performance Indicators, as presented below, arepublished in all councils’ Annual Financial Reports. The resultsshow that <strong>Parramatta</strong> <strong>City</strong> <strong>Council</strong> is in a sound financialposition.CAPITAL EXPENDITURE BY ASSET TYPECommunity Land (3.58%)Operational Land (14.40%)Office Equipment (0.90%)Furniture and Fittings (1.37%)Plant and Equipment (7.70%)Other (12.09%)Library Books (1.15%)Stormwater Drainage (4.43%)Land Improvements—Depreciation (11.74%)Buildings (6.33%)Other Structures (11.57%)Heritage Collections (0.02%)Roads, Bridges, Footpaths (24.72%)UNRESTRICTED CURRENT RATIOThe Unrestricted Current Ratio assesses the adequacy of<strong>Council</strong>’s working capital and the ability to satisfy obligationsin the short term. In the year ended June 2011, <strong>Council</strong> had$2.86 of working capital for every $1 of current liabilitiesto satisfy obligations in the short term. A ratio of 1.00:1 isconsidered sound within the local government industry.UNRESTRICTED CURRENT RATIO3.53.02.5<strong>Parramatta</strong>Group Average<strong>Council</strong>’s position in recent years has exceeded this markexcept in 2006/07, a year that was influenced by loanfunds tied up with the Civic Place redevelopment project.A significant increase occurred in 2010/11 due to additionsto cash reserves as a result of more prudent financialmanagement.Ratio2.01.51.00.50.00.781.821.861.842.8606/07 07/08 08/09 09/10 10/11(Group average figures not available for 2010/11)Overlooking the proposed site of the Civic Place redevelopment68 PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/11


DEBT SERVICE RATIOThe Debt Service Ratio assesses the degree to which revenuesare committed to the repayment of debt. In 2010/11, 5.75 percent of our total revenue was committed to the repayment ofdebt. This compares favourably with the industry benchmarkof 10 per cent.DEBT SERVICE RATIOPer cent8765432106.8006/076.866.49<strong>Parramatta</strong>7.3207/08 08/09 09/10 10/11(Group average figures not available for 2010/11)Group Average5.75RATE COVERAGE RATIOThe Rate Coverage Ratio assesses the degree of dependenceupon revenue from rates and annual charges. In 2010/11,58.65 per cent of our revenue was derived from rates andannual charges. This figure consistently remains aroundthe 60 per cent mark and reflects <strong>Council</strong>’s reliance on raterevenues.RATE COVERAGE RATIOPer cent70605040302010061.8406/0761.4560.79<strong>Parramatta</strong>59.4507/08 08/09 09/10 10/11(Group average figures not available for 2010/11)Group Average59.15BUILDING AND INFRASTRUCTURE RENEWAL RATIOThe Building and Infrastructure Renewals Ratio measures theamount being expended by <strong>Council</strong> to renew its assets as apercentage of its depreciation expense. In 2010/11 <strong>Council</strong>spent $49.27 for every $100 of depreciation. The reductionis due to a one-off reduction in capital expenditure and anincrease in depreciation. $3.6 million was transferred tothe asset replacement reserve during the year which will beutilised in future years for asset renewal.BUILDING AND INFRASTRUCTURE RENEWAL RATIORatio1.501.251.000.750.500.250.000.9806/071.350.91<strong>Parramatta</strong>1.0107/08 08/09 09/10 10/11(Group average figures not available for 2010/11)Group Average0.49PARRAMATTA CITY <strong>COUNCIL</strong> - ANNUAL REPORT 2010/1169

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