Delivery Program 2013 - 18 (Revised) Incorporating Operational Plan and Fees & Charges 2017/18 Council is committed to continuing to engage with the community regarding its policies and decision-making. Stay up-to-date with engagement activities across the City via maitlandyoursay.com.au or maitland.nsw.gov.au.

Cover photo: Photographer in Residence - Paul Foley - February 2016 - 7R6779

Final Version, adopted 13/06/2017

Maitland City Council Delivery Program | p 2 Contents

Message from the Mayor ...... 4 OUR DELIVERY PROGRAM...... 41 Message from the General Manager ...... 6 How to read our Delivery Program...... 42

Community Themes: COUNCIL AND OUR COMMUNITY • Proud People, Great Lifestyle ...... 44 • Our Built Space ...... 63 Community vision statement...... 9 • Our City ...... 10 Our Natural Environment ...... 80 Maitland at a glance...... 12 • A Prosperous and Vibrant City ...... 90 Your Council ...... 13 • Connected and Collaborative Community Leaders ...... 105 Your Councillors ...... 14 Our corporate ideals ...... 15 Staffi ng structure ...... 16 CAPITAL WORKS PROGRAM 2017 - 21 ...... 122

OUR SERVICES ...... 17 OPERATIONAL PLAN 2017/18 ...... 148 Our planning ...... 21 Signifi cant budget changes ...... 150 Creating Maitland together ...... 22 Projected income statement ...... 151 Measuring and reporting ...... 25 Council’s revenue policy ...... 165 How does our planning tie in with other Plans ...... 26 Statement of rating structure ...... 167 Listening to our citizens ...... 30 Statement of rating for 2017/18 ...... 168 Sustainability and our community ...... 33 Hunter Central Rivers Catchment Management Authority ....168 Ensuring a sustainable future ...... 34 Fire and Emergency Service Levy...... 170 Cost containment strategies ...... 38 Stormwater Management Services Charge ...... 171 Our spending – 2017/18 ...... 40 Fees for service ...... 172

FEES AND CHARGES 2017/18 ...... Appendix (from 173)

Maitland City Council Delivery Program | p 3 MESSAGE FROM THE MAYOR

The development of the Operational Plan 2017/18 has not been without challenge. This is an extraordinary fi fth year plan, guided by an elected Council sitting beyond their standard four year term of offi ce.

The staging of a local government election in September 2016 did not occur in the Maitland Local Government Area (LGA), as the NSW State Government considered a merger between Maitland City and Dungog Shire Councils. The elected Council continued to meet twice each month, providing leadership for the City and taking decisions necessary to maintain the eff ective functioning of our City and services.

On 14 February 2017, the NSW Premier Gladys Berejiklian announced that the NSW Government would not be proceeding with regional councils that have yet to be merged.

Council’s position has always been that Maitland can continue to be a strong stand-alone entity and that this model best meets the needs of both Council and the community. We have been found to be ‘fi t for the future’, with the strategic capacity required to be an eff ective partner to the State, as well as remaining fi nancially sustainable and able to deliver services and manage assets.

The announcement that Maitland City Council will not be amalgamating with Dungog Shire Council was followed by a proclamation that we will go to the polls on 9 September 2017. As such, this Operational Plan has been prepared with a tight focus on ‘business as usual’ and completion of identifi ed initiatives. It will be up to the new Council elected in September to review and refresh the City’s ten year plan for the future, and steer Council’s own response in its new Delivery Program.

MAYOR, PETER BLACKMORE OAM

Maitland City Council Delivery Program | p 4 That’s not to say this Operational Plan is not without note. We will see a range of initiatives completed in 2017/18, many of which have been long held aspirations of our community. This includes the construction of the iconic Riverlink Building in Central Maitland, the re-opening of Number 1 Sportsground with its new fi eld and grandstand, construction of a waste transfer station at the Mount Vincent landfi ll and much more.

Personally, I’m also looking forward to enjoying the fi rst winter laps of our new indoor aquatic facility at Maitland Pool, and utilising the new organics collection service as I maintain my own lawn and gardens.

I have been proud to lead this Council for the past 20 years. Despite the uncertainty associated with the merger proposal we have maintained a customer satisfaction rating of 89% which is a testament to the community focus of our Councillors and staff . I would like to thank all of my colleagues for the commitment they have shown to the City, and serving for an additional year. I look forward to seeing what the future holds for this Council and the community. I am pleased to present the draft Delivery Program 2013 - 18 (Revised) to you, incorporating the Operational Plan 2017/18, budget and annual Fees and Charges.

Maitland City Council Delivery Program | p 5 MESSAGE FROM THE GENERAL MANAGER

The City of Maitland has a strong direction, as articulated in the Community Strategic Plan ‘Maitland +10’. It is this document that has underpinned the preparation of this Operational Plan 2017/18, as we prepare for a Council election in September 2017.

Our fundamental goals as a community have remained at the forefront as this plan has been developed. These goals include ensuring access to quality facilities and services that meet the needs of all of our citizens; maintaining our unique built heritage whilst accommodating growth and new development; and ensuring a strong, welcoming and connected community.

This year, our budget is $148 million. Combined with a $928 million asset portfolio, $107 million in investments and up to 440 full and part time employees, the signifi cance of Council to our local community cannot be overstated.

This plan incorporates our planned actions, capital works, budget and fee structure (including rating).

Council is committed to achieving organisational productivity improvements equivalent to $500,000 per year. In 2017/18 we continue to build on the success we have had in this area, with a range of initiatives enabling us to reach our target. Our approach to procurement, our management of our plant and equipment to maximise value, the introduction of new technology and the upskilling of our employees are just some of the tactics we have used to ensure we are both effi cient and eff ective.

We have also set a target of increasing our grant revenue over the next 10 years, with a strong track record of capital grants for recent projects such as The Levee Stage 2, Maitland No. 1 Sportsground grandstand, Town Hall refurbishment and new sub regional Athletics Facility. GENERAL MANAGER, DAVID EVANS

Maitland City Council Delivery Program | p 6 These projects alone have attracted close to $20 million in funding from the NSW State Government, with Council having a strong record of infrastructure delivery and sustainable management.

The eff ective use of borrowings is fundamental for local Councils and we will increase our recurrent borrowings, using responsible borrowings to fund appropriate infrastructure renewals. This allows those who will benefi t from the facility over upcoming years to also share in the cost. This plan incorporates the borrowing of $5,000,000 to fund the construction of a new athletics facility.

As listed by the Mayor, a range of major infrastructure works will be completed or signifi cantly advanced this fi nancial year. While these projects attract a lot of attention, the full gamut of Council services and programs will also continue. The work of Council impacts on residents each and every day, whether subtly through driving on local roads, strolling along the River Walk, kicking a ball in the park or more overtly via borrowing a library book, attending a Council organised event or lodging a development application for a new home – the eff ective functioning of our City is underpinned by our dedicated The NSW Government announced it would not be proceeding with regional councils that workforce under the stewardship of the elected Council. have yet to be merged. However, the process of reform of the NSW local government One of the biggest challenges we face, like a lot of contemporary growing cities, is the sector will continue. Council will continue to participate in open dialogue with the State management of household waste. Our municipal landfi ll site at Mount Vincent is reaching Government as a range of new measures come into play – including the evolution of new capacity, and Council is taking a range of steps to ensure the security of our waste joint organisations and changes to the NSW planning system. collection and processing into the future. This includes the third bin, initially a garden organics service, which will prevent this form of waste going to landfi ll. A new waste transfer station is also planned for the Mount Vincent site, to allow sorting and maximise products being recycled and reused. Certainly, a big part of our future will be the transportation of waste outside of the LGA. As a service provided ‘at cost’ to ratepayers, we are striving to ensure a sustainable and aff ordable future waste solution, minimising costly waste to landfi ll.

Maitland City Council Delivery Program | p 7 Council & our community

p 8 COMMUNITY VISION STATEMENT

WHAT WE WANT TO SEE IN THE NEXT TEN YEARS

We are a vibrant river City, with heritage in our heart.

Our people are caring and active, with access to services and facilities that meet the needs of all of our citizens.

We are focused on our environment, balancing conservation and development and enhancing where we can.

Our many leaders work together to see the City prosper and maximise benefi ts for our people.

We are a strong and proud community, celebrating together and embracing newcomers.

Together, we make Maitland. OUR CITY

OUR CITY LOCATION AND TRANSPORT Scenic beauty, heritage buildings, unique The Maitland local government area covers Dungog villages, welcoming people, an attractive 396km² from Woodberry in the east to Singleton Maitland City Council lifestyle and convenient location are Lochinvar in the west, Tocal to the north, just some of the factors that have led to and Gillieston Heights to the south. Our West Port Stephens Maitland being one of the fastest growing 78,000 plus residents are settled in town Ward inland cities in Australia. centres, new and growing suburbs and Central Ward Hunter New England Highway quiet rural areas. Our residents come from Expressway a broad cross-section of society, and this range will continue to expand as our City Cessnock grows, adding to our deep rooted spirit East North Ward Ward and identity. By 2023, we expect more than Sydney 170km 89,600 people to call our City home. from Maitland

Newcastle 41km from Maitland Newcastle

Maitland City Council Delivery Program | p 10 HISTORY ECONOMY ENVIRONMENT The original inhabitants of this area are the At the heart of our City is Central We are recognised as being rich in a If Central Maitland is its heart, the people of the Wonnarua Nation, ‘people of Maitland, with its full range of shopping, range of natural resources such as coal Hunter River is the artery of our City as it the mountains and the plains’. Bordering business and civic functions as well as and extractive mineral deposits as well meanders through rural and Nations and Clans include Worimi, education, cultural and recreational as fertile agricultural land. Our role in urban areas, providing a scenic backdrop Darkinjung, Kamilaroi, Geawegal, Gringai, services. It is one of the oldest regional primary industries and the economy it to our everyday lives. Whilst the river’s Awabakal and Wiradjuri. centres in Australia, built on the banks of creates will be challenged in coming years, serenity sometimes becomes more the Hunter River, and it continues to be a and may provide new opportunities for turbulent, the fl ood-prone nature of parts key centre in the Hunter Region. Maitland to return to its origins as the of the City has led to a distinctive land use We are a busy and productive community, food bowl of the region. pattern and built form, with urban areas and we have a prosperous local economy having clear limits that overlook idyllic diversifi ed across construction, service pastoral areas. and knowledge industries.

Maitland City Council Delivery Program | p 11 MAITLAND AT A GLANCE

LOCATION LIFESTYLE ENVIRONMENT

Area: 396km² Number of parks 70 Area of native 10% pre-European vegetation bushland remains Location: 41km from Newcastle, 170km Number of sports fi elds 26 from Sydney Hunter River Flooding events in 1809, 1820, 1913, 1932, 1949- Number of schools 39 Rail: Located on North Coast and New 52, 1955, 1971, 1977, England rail lines 2007, 2015-2016

Road: 12km from junction of M1 Flora species 1,247 Freeway and Pacifi c Highway, ECONOMY with the New England Highway Fauna species 103 threatened or running through the city Residents living and working in 12,724 endangered fauna and Maitland invertebrate species

Total in labour force 30,588 Water use 190KL water used by each average household DEMOGRAPHICS Number of businesses 5,145 2015/16

Estimated residential population 78,096 Average weekly household $1,292 Electricity Use 202,791MWh used by 2016 income residential total 2015/16 Projected population in 2023 89,600

Proportion of households with 46% children EDUCATION

Aboriginal persons 3.5% Bachelor or higher degree 11.7%

Persons born overseas 12.2% Advanced Diploma or Diploma 9.5%

Number of dwellings 28,518 Vocational 31.8%

Average household size 2.7 No tertiary qualifi cations 43.2%

Sources: Australian Bureau of Statistics 2016, Census of Population and Housing, 2011, The State of the Environment Report 201516, Cities for Climate Protection Milestone Five Inventory Report 2008, Remplan demographic software. Ausgrid LGA Elec Report 2015-16, © State of New South Wales and Offi ce of Environment and Heritage “Wildlife Atlas” 2017-18

Maitland City Council Delivery Program | p 12 YOUR COUNCIL

THE ROLE OF YOUR ELECTED REPRESENTATIVES

Twelve Councillors, under the leadership of a popularly elected Mayor, currently represent the In addition to the roles listed above, our Mayor is tasked with carrying out civic and ceremonial people of Maitland. functions, and presiding over the meetings of Council. The Mayor is elected by a popular vote, while the appointment of a Deputy Mayor is by Our Councillors play an active role in the development of our Delivery Program, seeing it as Councillor vote. their statement of intent for the term of offi ce. It provides the framework for the management Our Councillors put forward the many views held by our community – representing the overall of Council and service delivery decisions, ensuring our actions are in step with identifi ed best interests of our community. As the governing body, the role of our Councillors is to: community priorities. • Actively review and debate matters that come before them for decision The development of the Delivery Program has also seen signifi cant consideration of years

• Participate in the allocation of Council’s resources to optimise benefi ts to the community – ahead, identifying the revenue required to ensure the fi nancial sustainability of the Council. now and into the future ‘A sustainable Council for a sustainable City,’ is an outcome expressed in the ten year Community Strategic Plan ‘Maitland +10’. Council has embraced this challenge established by • Assist in the creation and undertake reviews of Council’s policies, strategies, plans and our community, and is focused on sustainability of both our organisation and the community programs which we support over the next ten years and beyond. • Review the management performance of Council and our delivery of services

• Facilitate communication between residents and the Council

• Provide leadership to the community.

Maitland City Council Delivery Program | p 13 YOUR COUNCILLORS

MAYOR NORTH WARD CENTRAL WARD

Cr Peter Blackmore Cr Robert Aitchison Cr Philip Penfold Cr Steve Procter Cr Loretta Baker Cr Brian Burke Cr Arch Humphery 02 4934 9712 0427 455 215 0427 330 771 0407 295 324 0408 818 171 0400 021 942 0412 720 397 [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] 0418 680 304 [email protected]

WEST WARD EAST WARD

Cr Henry Meskauskas Cr Nicole Penfold Cr Ken Wethered Cr Peter Garnham Cr Bob Geoghegan Cr Ben Whiting 0418 606 965 0437 559 990 0429 460 108 0401 895 482 0407 234 172 0425 349 938 [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]

Maitland City Council Delivery Program | p 14 OUR CORPORATE IDEALS

The below set of ideals focus on our eff orts toward sustainability of our organisation and the community: • Engagement and communication – we value the contributions of all members of the community and our staff to Council’s policies, plans and programs, actively seeking contributions to our decision-making • Collaboration and integration – we seek to get best possible results for our community through collaborating with one another, and integrating our strategies, plans and processes • Innovation and creativity – we embrace new ways of delivering Council’s services, valuing creativity for the many benefi ts it brings to our workplace and community • Responsive and adaptive – we place our community at the forefront, and strive to deliver outstanding customer service. We are focused on adapting our way of doing business to meet changing community needs • Respect and empathy – we respect one another, accepting both our similarities and our diff erences. We treat ourselves and our customers with empathy and understanding • Accountability and responsibility – we are aware of the impact our actions can have on our organisation and our community, and accept accountability for our actions • Honesty and integrity – we behave honestly and with integrity, ensuring our dealings with one another and the community are ethical and transparent • Recognition and value – we appreciate and recognise the work of our people across all parts of the organisation, and those from the community who make a contribution to Council activities • Sustainability – we are focused on achieving true sustainability (fi nancial, social and environmental) for both our organisation and our community.

Maitland City Council Delivery Program | p 15 STAFFING STRUCTURE

Maitland City Council consists of six groups that are responsible for our delivery program and annual operational plan.

COUNCIL MAYOR GENERAL MANAGER DAVID EVANS

L to R Wayne Cone, Marie O’Connell, Graeme Tolhurst, David Evans, Bernie Mortomore, Leah Flint, Chris James

EXECUTIVE EXECUTIVE EXECUTIVE GROUP MANAGER GROUP MANAGER GROUP MANAGER MANAGER MANAGER MANAGER MAJOR ADMINISTRATION INFRASTRUCTURE PLANNING, HUMAN STRATEGY AND PROJECTS AND AND WORKS ENVIRONMENT RESOURCES PERFORMANCE WAYNE CONE GOVERNANCE CHRIS JAMES AND LIFESTYLE MARIE O’CONNELL LEAH FLINT GRAEME TOLHURST BERNIE MORTOMORE

• Attraction and • Corporate and • Consultant • Councillor Services and • Asset Management • Building Approval and Recruitment Performance Reporting Procurement Support • Capital Works and Certifi cation • Industrial and Employee • Customer Service and Management • Finance and Rating Projects • City Events Relations • Integrated Planning and • Contract • General Administration • Emergency Management • Community and Cultural • Training and Reporting Administration • Governance and • Depot and Plant Services Development • Productivity and and Management Information Services Workshop • Economic Development • Volunteer Management Continuous Improvement • Project Delivery • Information • Parks and Recreation and Marketing • Work Health and Safety • Strategic Community • Project Development Technology Maintenance • Environmental • Workers Compensation Engagement • Project Handover • Public Offi cer • Road Construction and Management and and Injury Management • Strategic Project • Project Tendering • Stores and Purchasing Maintenance Sustainability Coordination • Survey and Design • Floodplain Management • Workforce Planning • Traffi c Management • Media and Communication • • Urban Planning and Communication • Citizen service • Staff leadership and SHARED CORE FUNCTIONS (internal and external) Development (ALL GROUP AND • Engagement management • Continuous improvement • • Waste and Recycling EXECUTIVE MANAGERS) • Integration and partnership Sustainability • Councillor liaison

Maitland City Council Delivery Program | p 16 Our services

Maitland City Council Delivery Program | p 17 ASSET CONSTRUCTION AND MAINTENANCE

We plan, build and manage community assets including roads, footpaths, car parks, stormwater drains, recreation facilities and cemeteries to meet the needs of a growing community.

Responsible Council departments: Infrastructure Construction & Maintenance, Infrastructure Planning & Development Engineering, Infrastructure Projects & Building Services, Infrastructure Delivery & Support Services, Infrastructure Design, Infrastructure Strategy & Works Programming, Major Projects.

CITY APPEARANCE

We plan and deliver a range of activities that contribute to the character of our City, from parklands to street trees, signage and fl ags to street sweeping, graffi ti removal and litter collection.

Responsible Council departments: Infrastructure Construction & Maintenance, Infrastructure Projects & Building Services, Infrastructure Delivery & Support Services, Marketing & Communications.

CITY LEADERSHIP We steer the development of a contemporary City and desirable community through the leadership of our elected Councillors and senior staff . Together, these groups represent community interests, making decisions, setting policies and delivering services.

Responsible Council departments: Governance & Information Services, Finance, Information Communication & Technology, Engagement & Customer Relations, Workforce Development, Work Health & Safety, Organisational Development & Change.

COMMUNITY SERVICES We enhance and support our community and the many groups within it through active planning, partnerships and provision of high quality, accessible services.

Responsible Council departments: Community & Recreation Services.

Maitland City Council Delivery Program | p 18 CULTURAL AND EDUCATIONAL SERVICES

We contribute to our community’s cultural development and learning through the management and promotion of our libraries, art gallery and museum in addition to initiatives like public art.

Responsible Council departments: Community & Recreation Services.

ECONOMIC DEVELOPMENT AND MARKETING

We contribute to the growth of our local economy through effi cient, timely approvals processes, marketing and tourism, as well as supporting high profi le events and developing Maitland Gaol as an iconic tourist destination.

Responsible Council departments: Marketing & Communications, Urban Growth, Development & Environment.

ENVIRONMENTAL MANAGEMENT

We help protect and enhance our natural environment through planning, partnerships and the delivery of a range of programs.

Responsible Council departments: Development & Environment, Infrastructure Construction & Maintenance.

HEALTH AND SAFETY

We enhance community health and safety through the delivery of a range of programs, as well as help protect our community in times of emergency or disaster.

Responsible Council departments: Community & Recreation Services, Development & Environment, Infrastructure Delivery & Support Services, Major Projects.

Maitland City Council Delivery Program | p 19 PLANNING AND DEVELOPMENT

We plan and manage the sustainable growth and development of our City, whilst respecting our heritage rich built environment.

Responsible Council departments: Urban Growth, Development & Environment.

RECREATION AND LEISURE We manage our City’s recreation areas including parks, sportsgrounds and green space, as well as aquatic facilities and a range of community buildings including neighbourhood centres and Town Hall.

Responsible Council departments: Community & Recreation Services, Infrastructure Delivery & Support Services, Infrastructure Design, Infrastructure Projects & Building Services.

ROADS AND TRANSPORT We provide transport routes for vehicles, bicycles and pedestrians through planning and management of road and transport networks in the City.

Responsible Council departments: Infrastructure Planning & Development Engineering, Infrastructure Delivery & Support Services, Infrastructure Design, Infrastructure Strategy & Works Programming.

WASTE MANAGEMENT AND RECYCLING

We manage the collection and disposal of our waste, as well as recovering recyclable materials.

Responsible Council departments: Development & Environment , Infrastructure Construction & Maintenance.

Maitland City Council Delivery Program | p 20 OUR PLANNING

Sound planning is the foundation of eff ective organisational performance and accountability. Good plans lead and inspire organisations and their employees, focus eff ort and attention, anticipate obstacles, coordinate and prioritise action, and identify clear points of accountability.

Integrated Planning and Reporting (IP&R) legislation was introduced by the NSW State Government and sets requirements for all Councils to lead the development of long term plans for their city, detailing community aspirations and strategic directions. Maitland City Council has embraced the opportunities off ered by this legislative change to build from past consultative planning eff orts and ensure our planning and reporting is informed, relevant and responsive to community needs.

Council’s planning and performance framework is designed to cascade into increasing levels of operational and action detail. A line of sight is established between what each staff member does within each department’s day to day work and the broader outcomes of the Community Strategic Plan. A level of alignment also exists with Council’s Community Strategic Plan and NSW State and Regional plans.

Maitland City Council Delivery Program | p 21 CREATING MAITLAND OTHER STATE STATE PLAN RELEVANT PLANS AND MAKING IT REGIONAL TOGETHER STRATEGIES HAPPEN PLANS

MAITLAND +10 OUR TEN YEAR COMMUNITY COMMUNITY STRATEGIC PLAN STRATEGIC PLAN MAITLAND +10 Maitland City Council’s Community

Strategic Plan identifi es the LEGISLATED Eg. Local Eg. Development RESOURCING STRATEGY Environment Plan PLANS AND Control Plan community’s main priorities and STRATEGIES • Long Term Financial aspirations for the future and Planning DELIVERY • Workforce establishes broad strategies for PROGRAM 4 YEARS Management Planning achieving these goals. In doing • Asset Management this, consideration has been given PLANS OF Planning CITIZEN Eg. Destination MANAGEMENT Eg. Central Maitland • to the issues and pressures that ENGAGEMENT Management Plan AND Structure Plan Information and STRATEGIES Communication may aff ect the community and Technology Planning OPERATIONAL the level of resources that will OPERATIONALPLAN 1 YEAR for its implementation. Other PLAN 1 YEAR realistically be available to achieve partners, such as state its aims and aspirations. government agencies, businesses, While Maitland City Council has community groups and individuals ON THE MOVE PERPETUAL Six monthly a custodial role in initiating, can help in achieving the long- MONITORING progress report ANNUAL AND REVIEW preparing and maintaining the term objectives of the plan. REPORT AND END OF TERM Community Strategic Plan on REPORT behalf of the local government area, it is not wholly responsible

Image: Integrated Planning and Reporting framework

Maitland City Council Delivery Program | p 22 MAITLAND CITY COUNCIL’S DELIVERY PROGRAM

Council’s Delivery Program 2013 - 17 The Delivery Program also includes a Providing transparency to the community Our Delivery Program allows Council to has been revised and extended to cover 2018 - 21 delivery forecast, aligned to the and aligning the Delivery Program to the confi dently prepare for these changes in a the 2017/18 period, in line with State seven year rating proposal, which supports NSW State Plan ‘Making it Happen’ will seamless manner, with long term but agile Government requirements. Focus is on our growing community and maintains ensure Maitland City Council: planning processes, fi nancial means and continuing to deliver against the community fi nancial sustainability. capable resources. • Meets the needs of our expected vision as expressed through the Community The Maitland local government area is population growth Strategic Plan, ‘Maitland +10’. currently in a cycle of unprecedented • Plans for the expected shift in workforce Our Delivery Program complies with the growth, with an average 2% increase per demographic, one that is anticipated to IP&R framework, and will be reviewed year over the last four years and a projected be increasingly reliant on technology and following community consultation on the increased population to 89,600 by the year driven by societal change. ‘Maitland +10’ Plan and the election of the 2023. new Council in September 2017.

Maitland City Council Delivery Program | p 23 RESOURCING STRATEGY ANNUAL OPERATIONAL PLAN

The Resourcing Strategy consists of the essential inter-related components: Supporting the Delivery Program is the annual Operational Plan. It spells out the

• Long Term Financial Plan (10 year) individual projects and activities that will be undertaken each year to achieve the • Workforce Management Plan (4 year) commitments made in the Delivery Program along with budgets, fees and charges. • Asset Management Plan (10 year) Council has introduced an additional component of an Information and Communications Technology Plan, and extended the planning of our workforce management out to 7 years. This approach aligns to delivering our services as detailed in our special rate variation application. The new Council will review our Resourcing Strategy after the next Council election.

Maitland City Council Delivery Program | p 24 MEASURING AND REPORTING

OUR PLANS MAITLAND +10 DELIVERY PROGRAM 2013–2018 (REVISED) OPERATIONAL PLAN 2017/18

At the end of each Council term, generally four years, Within each of the fi ve themes and community strategies Alongside each Delivery Program objective, we Council reports on the progress toward delivering (‘how we will get there’) from ‘Maitland +10’, Council has have highlighted signifi cant actions Council will take How we will the 19 community outcomes expressed in ‘Maitland determined a number of objectives. toward the achievement of the objective in 2017/18. assess progress +10’, through the End of Term Report. Methods of assessing progress toward these objectives A performance indicator, budget source and Progress toward these outcomes (expressed in are indicated at the beginning of each section. Again, responsible offi cer is also listed. Progress on the plan as ‘what our community would like’) will these incorporate a range of measures, being both individual actions will largely be monitored internally, be assessed through a number of measures. A outputs and outcomes. although in many instances a report to Council will substantial component will be an independently result from the action listed. A six monthly report, On the Move, will be presented to the conducted biennial survey of residents. We will also community in May and November on Delivery Program Council’s fi nancial performance will continue to be investigate alternative sources of data for measures progress. reported quarterly. as expressed in ‘Maitland +10’.

As the 19 community outcomes expressed in The method of assessment selected for objectives within The completion of annual actions and meeting ‘Maitland +10’ are aspirational, it makes it challenging each theme has been based on information that will be targets is vital for Council in providing responsive, Reason for to set strict quantitative measures of progress. meaningful to the community. effi cient and eff ective services. assessment Council will use a mixture of quantitative and Measures have been selected to cover a broad cross- Progress of actions will be closely monitored by measure qualitative measures in reporting to the community. section of Council activities and initiatives within each Council’s senior management team. This ensures reporting is transparent, valid and theme. The measures have also been selected for their meaningful. ability to be assessed for trends and progress over the program.

Maitland City Council Delivery Program | p 25 HOW DOES OUR PLANNING TIE IN WITH OTHER PLANS?

In developing our integrated planning suite, including ‘Maitland +10’ and the Delivery Program, Council has remained vigilant of the other plans and strategies that other levels of government have prepared that may have implications for the city or Hunter Region.

NSW: MAKING IT HAPPEN NSW: MAKING IT HAPPEN FOCUS FOR THE HUNTER REGIONAL PLAN 2036 NSW: Making It Happen replaces the previous 10 year HUNTER The NSW Government’s vision for the Hunter is: plan NSW 2021 as the NSW Government’s strategic The NSW State Government is focused on unlocking The leading regional economy in Australia with a business plan. To keep NSW moving into the future, the Hunter’s productive potential as a key contributor vibrant new metropolitan city at its heart. To achieve the NSW Government is focusing on nine key areas: to the state and national economy. A focus on this vision the Government has set four goals for the improving both quality and access to key services, • transport region: delivering effi cient client-focused services and fulfi lling • health • The leading regional economy in Australia aff ordable housing targets are included in the plan. • education • A biodiversity-rich natural environment • environment • Thriving communities • police and justice • Greater housing choice and jobs. • infrastructure • family and community services, and

• economy and accountability. Key Links NSW State Government 10 Year Plan NSW: Making it Happen. https://www.nsw.gov.au/making-it-happen Hunter Regional Plan http://www.planning.nsw.gov.au/Plans-for-your-area/Regional-Plans/Hunter/Hunter-regional-plan

Maitland City Council Delivery Program | p 26 OTHER RELEVANT PLANS

2017/18

• Lower Hunter Regional Conservation Plan (2009) Department of Environment, Climate Change and Water NSW sets a 25-year program to direct and drive conservation planning and eff orts in the Lower Hunter Valley environment.nsw.gov.au/resources/protectedareas/09812LHRCP.pdf

• Hunter-Central Rivers Catchment Action Plan 2013-2023 (2013) Hunter–Central Rivers Catchment Management Authority, is a guide for the management of the region’s natural resources until 2023 hunter.lls.nsw.gov.au/__data/assets/pdf_fi le/0020/493130/huntercentralriverscap.pdf

• NSW Government Resource Effi ciency Policy (2014), NSW Government, sets targets and strategies for the State Government to lead by example in sustainable water use, reducing greenhouse gas emissions from energy, waste and fl eet management and sustainable purchasing environment.nsw.gov.au/government/140567-resource-effi ciency.htm

• NSW Bike Plan (2010), NSW Government, is a state-wide plan to make cities and towns more sustainable, easier to get around, safer and better connected. bicyclensw.org.au/release- of-nsw-bike-plan-2010-2/

• NSW Waste and Resource Recovery Strategy (2014-2021), NSW Environment Protection Agency, details actions for the minimisation of environmental harm from waste disposal and through the conservation and effi cient use of our resources http://www.epa.nsw.gov.au/wastestrategy/warr.htm

Maitland City Council Delivery Program | p 27 MAITLAND CITY COUNCIL’S STRATEGIES AND PLANS

A range of Council’s own strategies, plans and studies, their background and community engagement results have also been considered in the development of our Delivery Program including:

• Central Maitland Heritage Interpretation Masterplan (2014), Maitland City Council, is a plan towards Increasing the diversity of activities, protecting and promoting the heritage character, consolidating arts, cultural and education opportunities and enhancing the connection with the Hunter River • High Street Masterplan & Laneways Action Plan (2013), City Plan Urban Design and URAP/TWW for Maitland City Council, is a tool to support the renewal of High Street, Central Maitland, it focuses on identifying a clear set of objectives and tasks to guide any future development on or adjacent to High Street • Maitland Urban Settlement Strategy (2012), Maitland City Council, ensures a supply of land available across the Maitland local government area (LGA) to accommodate the anticipated population growth, refl ect any policy changes made by Council and/or other levels of government, and refl ects new economic and urban development issues • Central Maitland Structure Plan (2009), City Plan Urban Design and URAP/TWW for Maitland City Council, is a guide for the growth and development of Central Maitland over the next 20 years • Integrated Land Use and Transport Study – Maitland CBD (2009), Urban Research & Planning for Maitland City Council, identifi es how land use and transport can be integrated to improve access to housing, jobs and services across the LGA

Maitland City Council Delivery Program | p 28 MAITLAND CITY COUNCIL’S STRATEGIES AND PLANS ( CONTINUED)

• Maitland Activity Centres and Employment Clusters Strategy (2010), Maitland City Council, provides a logical hierarchy and network of activity centres and employment clusters to support the growth of the local economy and employment for the next 20 years • Maitland Centres Study (2009), Hill PDA for Maitland City Council, analysed the future growth of centres within the Maitland LGA, assesses emerging trends and demands generated within the area up to 2031 • Maitland Community Profi le and Social Atlas (2011), Maitland City Council, provides key demographic datasets to inform community groups, investors, business, students and the general public • Maitland Greening Plan (2002), Maitland City Council, is a strategic framework for the future management of vegetation in the Maitland LGA • Maitland Local Environment Plan (2011), Maitland City Council, is the principle planning document for the Maitland LGA (upon approval, 1993 LEP operational until this time) • Maitland Rural Strategy (2005), Maitland City Council is a land use planning and management framework to guide future decisions about the use of the city’s rural lands • Maitland Social Plan 2009-2019 (2009), Maitland City Council, addresses the needs of seven target groups within our community (children, youth, older people, people with a disability, people from culturally and linguistically diverse backgrounds, Aboriginal and Torres Strait Islander people and women), identifying strengths and needs for each group • Review of Open Space and Recreation (2007), Maitland City Council, gives direction regarding the purpose, level of provision, development priorities and management of recreational open space areas • Aquatic Facility Development Strategy (2012), Maitland City Council, identifi es the future aquatic facilities required for the Maitland LGA for the next 20 years • Community Facilities and Services Strategy (2013), Enables Council to plan appropriate facilities and services for the next 20 years to meet current and future needs of our growing community • Maitland Bicycle Strategy & Plan (2014) presents an overarching strategy to encourage safe cycling across the Maitland LGA through the most appropriate routes.

These documents and further background information can be found at Maitland City Council’s website maitland.nsw.gov.au

Maitland City Council Delivery Program | p 29 LISTENING TO OUR CITIZENS

COUNCIL’S CITIZEN ENGAGEMENT POLICY AND PROCESSES

Citizen engagement and consultation is a regular and important part of Council’s • Provide a consistent approach across Council and ensure that all consultation everyday services, involving the interaction of Council, partners and the local community processes and community engagement activities are focused and effective

in a variety of settings and circumstances. • Strengthen partnerships between Council, the local community, local organisations, Council’s corporate Community Engagement Strategy was revised in 2016. The strategy government stakeholders and service providers aims to: • Be proactive and open to new and innovative ways to consult and maintain on going • Make certain that contemporary tools of community engagement will be explored engagement with the whole of the community. and utilised to ensure local decision making processes are in keeping with community expectations

• Establish an environment in which Council and the local community can exchange views, ideas and information

Maitland City Council Delivery Program | p 30 This strategy is based around a set of principles to ensure that these aims are embedded in consultation processes in the initial stages of planning for policy, projects and/or activities of Council. The seven principles of this strategy are: find us online

• Inclusiveness and diversity – recognising and valuing the diversity of our community and the diff erent strengths people

and groups bring Information about Council’s Citizen Engagement • Openness, respect and accountability – leading to better understanding of issues, a mutual respect for diff erent Strategy as well as ‘Maitland +10’ can be found at points of view and workable solutions with clear lines of accountability maitland.nsw.gov.au • Leadership – supporting and facilitating discussion, actively seeking support and partnerships and building leadership Get involved and have your say on projects currently capacity across the community taking place at maitlandyoursay.com.au • Purpose – establishing a clear purpose for consultation that provides direction and guidance, creating realistic expectations, understanding and transparency of the consultation process • Information Sharing – providing clear and accurate information in a timely manner • Feedback and Evaluation – letting participants know how their opinions and information have contributed to decisions • Resourcing and Timing – taking time to build relationships, and providing the necessary resource to undertake the engagement process.

Maitland City Council Delivery Program | p 31 COMMUNITY ENGAGEMENT FOR OUR TEN YEAR COMMUNITY STRATEGIC PLAN Our community has had extensive input into the development of our ten year Community Strategic Plan ‘Maitland +10’. A detailed Community Engagement Strategy was developed in line with the Corporate Engagement Strategy to guide the opportunities available for citizens to share their thoughts and provide feedback. The Strategy outlined how Council would:

• Build from past consultation and knowledge and share this information

• Engage with the community in discussion on key issues and use this to develop ‘Maitland +10’ and its associated plans and programs

• Use the comments and feedback from the community to inform and improve planning and decision-making.

Our community engagement was designed to: Active eff orts were made to engage the community in discussions to fi nd out what issues the • Increase community awareness of the ten year plan community cared about as well as uncover ideas for the future. More than 1,200 citizens • Ensure the community and stakeholders were aware of opportunities to have a say in participated in these conversations setting the future vision for the City, strategies to reach the development of the plans this vision and partnerships required. • Inform the community of issues likely to impact on our community across social, environmental, economic and civic leadership themes over the next decade REVIEW OF MAITLAND +10 • Consult and seek feedback on a ten year vision for the city, future priorities and strategies to address issues facing the community Throughout 2016/17 and 2017/18 Council will be undertaking extensive consultation to review ‘Maitland +10’. Finalising a revised plan will be a priority for our newly elected Council • Involve a broad range of stakeholders in the development and implementation of and the review is being undertaken to ensure the plan still refl ects all our communities’ strategies and actions to address these issues priorities including health, environment and growth etc. • Collaborate with community groups, government agencies and the community to identify solutions and accountabilities A number of opportunities to participate in the review are being provided to citizens to ensure the maximum participation. • Seek support for a complete and comprehensive suite of integrated planning and reporting documents.

Maitland City Council Delivery Program | p 32 SUSTAINABILITY AND OUR COMMUNITY

Sustainability means diverse things to diff erent people. The word is often used when Key goals for sustainability include: talking about our environment and ensuring we are protecting habitat for native animals, • Aiming for intergenerational and intragenerational equity have clean and healthy water supplies and prevent air pollution. While sustainability • Ensuring equality of access, participation and rights for everyone requires these things and many more for a healthy and functioning natural environment, • Achieving a balance between economic activities and conservation of the environment sustainability also encompasses many things our community values and needs for daily life • Conserving biological diversity including our homes and food, education and jobs, health and community services, cultural • Ensuring the value of assets or services includes environmental factors (such as the and recreational activities, transport, water and energy supplies. natural resources required, the damage to the environment and disposal of any waste) Our increasing demand for natural resources such as metals and minerals, materials and • Recognising the global implications of local decision making. land from natural systems like food and timber and the impacts of using energy and water, 2017/18 will see Council reviewing ‘Maitland +10’, the Community Strategic Plan to ensure as well as our waste, is recognised by many as being unsustainable in the long-term. that it is relevant and continues to meet the needs of our growing community. Community Sustainability involves thinking about the future and those that will live in the City long after objectives articulated in ‘Maitland +10’ drives the work undertaken by Council and this is us. It is about leaving the City a better place than it is today. part of our meeting the needs to deliver a sustainable community and Council. The development of ‘Maitland +10’, Council’s Delivery Program and associated documents has been founded on sustainability principles, and on the ‘quadruple bottom line’ components of social, economic, environment and governance. The core premise is an ability to meet our community needs now, without compromising the ability of future generations to be able to meet their needs.

Maitland City Council Delivery Program | p 33 ENSURING A SUSTAINABLE FUTURE

In many ways, the services provided by Council are quite simple. Driven by community need and governed by legislation, the services, programs and projects delivered are fundamental to the growth and development of our City.

Yet, the fi nancial underpinning of delivering these services is far more complex. Local government operates in an environment of multiple revenue streams, all supported by varying principles aligned to appropriate levels of cost recovery, apportionment and aff ordability.

Councils face a range of costs, many increasing at rate far more than the standard Consumer Price Index (CPI). This includes things like construction materials, insurances, levies paid to the State Government for waste and emergency services, street lighting costs and more. Council has taken active steps to restrain costs, increase grants, dispose of non-revenue generating assets and use borrowings to fund long-lived assets.

Establishing a sustainable revenue stream has also been pursued, via a Special Rate Variation, approved by the Independent Pricing and Regulatory Tribunal in June 2014. Under this approval, Council’s total rate revenue can be increased by 7.25% each year for seven years.

The Operational Plan 2017/18 is the fourth year under this approval.

OUR REVENUE

Council’s revenue streams are largely determined by the NSW Local Government Act 1993. These streams include rates, fees and charges for particular services, grants and subsidies from higher levels of government, loans taken up by Council, income from interest on invested funds, and occasional revenue from the sale of unwanted assets or business activities. Either directly or indirectly, almost all these revenue streams are regulated in some way. All however, are important to Council and particularly in the context of their capacity to generate additional revenue for increased levels of service or new services.

Maitland City Council Delivery Program | p 34 RATING

Income from rates forms the largest single portion of Council’s total overall revenue. Historically, this has been less than 50% of overall revenue and below what is required for fi nancial sustainability. Council’s Special Rate Variation will see this percentage rise over time, placing Council in a more sustainable fi nancial position .

While Council’s total rate revenue will be increased by 7.25% each year for seven years, this does not equate to the same percentage increase for each household or business. Rating is complex, with a number of rating categories each with a diff erent rate in the dollar combined with property values.

Council can only levy its approved amount of rating every year, which is distributed across the 32,000 rateable properties in the LGA. Council has received a new set of valuations for the entire LGA, referred to as a General Revaluation, with this occurring every three years.

The new valuations have no eff ect on Council’s revenue from rates. The total revenue raised from rates will increase by the set 7.25%. Land valuation changes may, however, impact Under Council’s adopted Revenue Strategy, fees and majority forecast to increase by 3% per annum in Council’s on the rates actually payable by individual households or charges are regularly reviewed to ensure an appropriate long term fi nancial plan. level of cost recovery to best refl ect individual versus wider businesses. This year, fees and charges for use of community community benefi t. This ensures the wider community is not FEES AND CHARGES facilities have been reviewed, with the new pricing regime unreasonably subsidising services that do not benefi t the underscored by a pricing framework that is transparent and Each year, Council sets fees and charges where the benefi t wider community. Additional revenue generated through equitable and allows for comparability of fees and levels of the service links to the individual, rather than the broader equitable fees and charges releases general Council of subsidy. This has addressed historical inconsistencies in community. These fees and charges are based on a partial revenue for services benefi ting the wider community. fees, and has involved consultation with hirers, user groups recovery of the cost of the service, rather than a full recovery Council regularly examines fees and charges, with the and other identifi ed stakeholders. of the costs involved.

Maitland City Council Delivery Program | p 35 GRANTS AND SUBSIDIES BORROWINGS

Council receives specifi c grants from federal and state It is recognised that long term borrowings can be a useful governments to support the funding of a range of Council tool for funding the development of major new assets. It is services and major capital projects, including environmental also recognised that using debt is an appropriate vehicle for projects, community service programs, road safety funding long-lived infrastructure assets that will be of benefi t programs, public library operations and road construction to residents both now and in the future. works. Council’s Long Term Financial Plan is based on increased Our grant funding is made up of annual grants which remain recurrent borrowings for capital works to $4.8 million reasonably consistent, and discretionary grants which must per annum. This will lift Council’s debt service ratio to be identifi ed and pursued by Council. Whilst all grants are at approximately 7.9% in 2017/18. The acceptable range for the discretion of other levels of government, they remain a debt service ratio is between 5% and 10%, meaning Council key source of revenue for Council. For this reason, Council is comfortably within the range. will continuously and actively identify and seek additional The borrowings are used to fund signifi cant infrastructure grant funding that may be available from various sources to works, which provide benefi ts to the community over a fund projects. longer period of time. Additionally, Council receives a range of smaller grants annually for programs and project delivery, including funding for roads, community programs, road safety and more. In 2015/16, $18.2 million in grants was realised, and what are council reserves? Council is committed to pursuing all suitable opportunities for funds. At any given time, Council will hold funds in ‘reserves’ that have been established for a specifi c purpose. Currently, In 2017/18, Council will receive grant funding for Council has reserves established for employee leave entitlements, workers compensation, developer contributions construction of the new sub regional Athletics Facility, tied to future projects, information technology, asset maintenance, landfi ll site rehabilitation and economic being a $5.5 million grant over three years from the NSW development. Whilst held in reserve, these funds do generate interest which can be returned to the reserve (if Government’s Restart NSW Hunter Infrastructure and required) or used as revenue. Investment Fund.

Maitland City Council Delivery Program | p 36 INVESTMENTS ENTREPRENEURIAL ACTIVITIES

At any point in time, the Council can hold a signifi cant Council’s entrepreneurial activities are currently limited to amount of cash as a result of grant monies paid to Council, the generation of rental and lease income from property, works contributions paid by the development industry and merchandise sales and some tourism activities. Council general income from rates, fees and charges. Whilst the will canvass community support for its involvement in money is committed to expenditure on various works and other activities that may generate sustainable net income services through Council’s annual budget and developer for Council, mindful however, that any such activity would contributions plans, there is often a period of time between require merit-based assessment including the level of risk to the receipt of the money and its expenditure. the public resources redirected to such activities.

Council therefore invests the cash it does not need DEVELOPER CONTRIBUTIONS immediately to generate additional income through the Developer contributions (often referred to as Section 94 interest received from these cash investments. Council’s contributions) are paid by property developers to assist income from these investments varies depending on the in the completion of assets and facilities of benefi t to the interest rates and the amount invested, but can range from residents in newly developed areas and homes, as well as $3.0 million to $3.5 million per year. considering the impacts of new residents in the broader ASSET SALES functioning of the City. A proportion of Council’s annual

Council has a signifi cant asset base, with the written down capital works program is funded by developer contributions. value of its infrastructure, property, plant and equipment Often, Council will hold funds, pending the creation of at 30 June 2016 totalling $928 million. Council regularly a suffi cient amount of funds to deliver works. For the reviews its operational holdings, for both land and buildings, period of this Delivery Program, for example, developer to assist in identifying opportunities to dispose of assets no contributions will fund the construction of an indoor longer needed for service delivery. Any asset that can be heated pool and construction of a new community facility sold, generates revenue from the sale, but also reduces the at Gillieston Heights. All works funded under Section 94 are maintenance cost associated with continued ownership of listed in Developer Contributions Plans which can be seen the asset, will be examined. on Council’s website.

Maitland City Council Delivery Program | p 37 COST CONTAINMENT STRATEGIES

Council has an active management approach in seeking to contain costs.

IMPROVING PRODUCTIVITY VIA NEW TECHNOLOGIES

Council has undertaken a range of measures in the past, and will continue to explore ways in 2017/18 to reduce costs or improve productivity. Council has a strong culture of continuous improvement, with quarterly report to Council outlining internal improvements and effi ciencies. Providing information to the community on productivity and effi ciency is vital in fostering a shared understanding of the work of Council and the challenges faced in sustainably delivering services to our growing community over time.

During 2017/18, the introduction and embedding of new technology will contribute to cost containment and improved effi ciency measures.

A new corporate information management system will drive further effi ciencies to Council’s internal processes, linked to fundamental changes in processes and data management.

A centralised approach to process mapping has also been introduced, creating a single repository of the hundreds of processes that support service delivery. The processes are linked to supporting documents, and allow for improvements to be modelled and benefi ts captured.

Further, a new website will also be launched in 2017/18, with a goal to develop a contemporary corporate website that’s modern, user centric and meets the needs of the community.

Maitland City Council Delivery Program | p 38 INCREASING GRANT FUNDING Council regularly benchmarks against other service providers from within the public and private sector. Council has worked hard in recent years to identify This is done in a number of areas including corporate programs and receive grant funding for numerous support and administration, customer service, capital and operational projects to enhance community asset management, aquatic services, development wellbeing and lifestyle. assessment, and facilities management. This A number of infrastructure projects will be delivered or information is used to assess performance and make signifi cantly advanced in the 2017/18 year as a result adjustments to systems and processes, and ensure successful grant submissions Council has lodged with best value for money. the Federal and NSW State Governments. EFFICIENCY DIVIDEND These include, from previous year grant funding rounds, The Levee Component 2 including the In the development of the 2017/18 budget, all RiverLink Building and associated works and the departments across Council were subject to opening of Maitland’s Number One Sportsground an effi ciency dividend, being a reduction of 1% renovations. in allocation to operational expenditure areas (approximately $420,000). A number of budget areas BENCHMARKING INTERNAL PROCESSES AND were excluded from the target due to their unique SYSTEMS circumstances, including maintenance, domestic waste

A signifi cant proportion of Council’s annual capital management, events, and grant-funded projects. works and maintenance budget consists of projects Managers were tasked with achieving planned actions subject to competitive tender. This ensures best value and projects from within the reduced allocation. in the competitive marketplace, and ensures Council’s own costs are on par with construction industry standards.

Maitland City Council Delivery Program | p 39 OUR SPENDING – 2017/18

DISCRETIONARY VERSUS NON-DISCRETIONARY SPENDING

Council’s budget for 2017/18 has been developed on the These items are seen as ‘non-discretionary’ and include: • Section 94 developer contributions linked to future related basis of total rates revenue increasing by 7.25% under projects of more than $11 million • Payments to NSW State Government agencies of $7.2 a special rate variation. This sees a budget of over $148 million (including payments for State Government waste • Expenditure of grant and levy funding for their specifi c million, including $55.8 million in rate revenue and $30 levy of more than $3.5 million and street lighting of more purpose of over $12 million. million in reserves, Section 94 developer contributions than $2.5 million) and borrowings. • Loan repayments of $6.7 million While Council’s budget for 2017/18 shows total cash • Employee and Councillor costs of more than $33 million, revenue of $148 million, there are a range of costs that inclusive of commitments to cover service delivery Council must pay that take up a signifi cant proportion of the budget.

Maitland City Council Delivery Program | p 40 Our Delivery Program

Maitland City Council Delivery Program | p 41 HOW TO READ OUR DELIVERY PROGRAM

Our Delivery Program is presented in the same key themes as the ten year Community Strategic Plan ‘Maitland +10’. THE KEY THEMES ARE:

PROUD PEOPLE GREAT LIFESTYLE IS... focused on retaining a sense of place and pride in the City; ensuring our community and recreation services meet the needs of our community and; celebrating iconic events and festivals.

OUR BUILT SPACE IS... focused on well-planned infrastructure; movement around the City; enhancing our unique built heritage, complemented by sustainable new developments and; ensuring diverse and aff ordable housing.

OUR NATURAL ENVIRONMENT IS... focused on the management of population growth on our environment and natural resources; enhancing and utilising our rivers and fl ood plains and; ensuring awareness of personal impacts on the environment.

A PROSPEROUS AND VIBRANT CITY IS... focused on ensuring contemporary transport and telecommunications infrastructure; a sense of identity in villages, suburbs and the city centre; Maitland as a great place to live, work, visit and invest and; Central Maitland is the vibrant heart of the City.

CONNECTED AND COLLABORATIVE LEADERS IS... focused on ensuring the connection of all leaders across the community; ensuring community participation in government decision-making; Council is effi cient and eff ective and; a Council for now and future generations.

Maitland City Council Delivery Program | p 42 Under each of the key themes are listed Council’s Delivery Program 2013-18 (Revised) response, being objectives contributing to the community strategy, and an outline budget allocation; and also a set of measures that will be used to track progress toward achievement.

Council has developed these objectives based on the community priorities, community input during recent engagement activities, strategic planning and the need to meet service delivery priorities.

Each objective is accompanied by:

• 2017/18 Action – details the action Council will undertake under the Delivery Program

• Performance Indicator – sets a performance measure to assess the achievement

• Target – lists the date by which the Action will be delivered in the fi nancial year, where applicable

• Status – reveals whether the Action is a new initiative for Council (in response to community priorities) or is an existing program that contributes to meeting community priorities

• Funding – details the source of funding for undertaking the action. This includes ‘operating budget’, meaning it is fully funded from Council funds; ‘grant funding’, where the action is subject to receiving grant funds from a higher level of government; ‘S94’ contributions are paid by property developers to assist in the completion of assets and facilities of benefi t to the residents in newly developed areas and homes; ‘borrowings’ are used to fund signifi cant infrastructure works, which provide benefi ts to the community over a longer period of time; and ‘capital works’, projects are funded through a mixture of funding methods and therefore subject to funding availability

• Responsibility – listing the Council offi cer/s who will steer the achievement of the action.

Maitland City Council Delivery Program | p 43 Proud people, great lifestyle PROUD PEOPLE, GREAT LIFESTYLE

Heritage, pride and a unique sense of local identity are strong foundations for any community, and none more so than our own here in Maitland. The lifestyle off ered by the City is second to none, with the convenience of our location coupled with a wide range of housing choices, from heritage homes through to the latest in modern design in our new and growing suburbs. We welcome thousands of new residents every year, residents who soon become integral to our social fabric.

We are also an active community, enjoying our parks and sportsgrounds for a range of activities, from family celebrations in Maitland Park to rugby league, cricket, hockey, netball, soccer and a range of other sports on local grounds. A focus on events and festivals - from Steamfest that has grown to iconic status over the past 30 years to new events rapidly growing in reputation like Bitter and Twisted International Boutique Beer Festival at the Maitland Gaol – sees locals and visitors join to celebrate, learn and enjoy.

Arts and culture also bloom across the city, with Maitland Regional Art Gallery growing in reputation, with high quality exhibitions, gift shop and café. Our library branches in the City, East Maitland, Rutherford and Thornton continue to meet the needs of the local community.

Maitland City Council Delivery Program | p 45 WHAT OUR COMMUNITY WOULD LIKE

Community outcomes as expressed in the ten year community strategic plan ‘Maitland +10’

• Our growing community retains our sense of place and pride in our City whilst welcoming diversity and change • Our community and recreation services and facilities meet the needs of our growing and active communities • As a community, we join with each other and our visitors to celebrate iconic events and local festivals.

Council’s services that contribute to meeting community outcomes

• Community Services • Cultural and Educational Services • Economic Development and Marketing • Planning and Development • Recreation and Leisure

Council’s response to our community priorities

In developing our delivery program, Council identifi ed a range of objectives to assist in meeting community outcomes and strategy. Our focus areas include: “I love living in Maitland and the variety • Improving the appearance and presentation of the City of festivals now operating,” survey • Enhancing our rich built heritage respondent • Evolving our high quality and distinctive facilities such as Maitland Park, Walka Water Works and No. 1 Sportsground “Maitland has a lovely sense of belonging • Providing arts and cultural services and facilities, including programs at the Maitland Regional Art Gallery and our to a caring neighbourhood,” survey libraries respondent • Creating economic, social and cultural benefi ts through our events programs. “We need cleaner, tidier facilities. Many areas are neglected and unmanaged,” survey respondent Council has identifi ed 39 objectives in this area, detailed over the following pages. Specifi c actions for the 2017/18 fi nancial year can also be seen.

Maitland City Council Delivery Program | p 46 HOW WILL WE KNOW IF COUNCIL IS ON TRACK TO MEETING ITS OBJECTIVES IN THIS AREA?

Objective: 1.1.1 To ensure new residents and Objective: 1.2.1 To realise the development Objective: 1.3.1 To develop and support cultural visitors to the city feel welcomed through a of new spaces, activities and programs that identity, pride, self esteem and participation for range of Council initiatives unlock Central Maitland’s unique heritage and our local Aboriginal and Torres Strait Islander character communities Objective Target: 70% new visitors and residents feeling welcome Objective Target: Aff ordable housing is provided in Objective Target: More Indigenous people satisfi ed Central Maitland with Council with Indigenous services Indicator/Measure: Biennial Community Survey and Event Survey every two years Indicator/Measure: 130 units constructed in Central Indicator/Measure: Annual meeting with Mindaribba Maitland on Council land by 30 June 2016 Aboriginal Land Council Objective: 1.1.2 To enhance and promote the city’s rich built and social heritage Objective: 1.2.2 To activate key public spaces Objective: 1.3.2 To better understand indigenous across the City, increasing usage history and cultural signifi cance to enable Objective Target: 50% of residents recognise the value improved connection with our collective past of our heritage Objective Target: Activation program initiated Objective Target: Formal interaction with Mindaribba Indicator/Measure: Biennial Community Survey Indicator/Measure: Usage increased Aboriginal Land Council established Indicator/Measure: Positive relationship fostered Objective: 1.1.3 To improve the appearance and Objective: 1.2.3 To ensure the Hunter River and through an annual meeting with the Mindaribba presentation of the City, fostering a sense of its links with the region’s heritage is recognised Aboriginal Land Council community pride in the revitalisation of Central Maitland Objective Target: Reduction in illegal dumping. Objective Target: The Levee project incorporates Objective: 1.4.1 To establish and maintain a Number of participants in clean-up days. Measured public art and interpretive signage City environment where people feel safe and improvement in street cleaning, litter and roadside Indicator/Measure: Public art and interpretive connected vegetation signage projects realised Objective Target: More people are satisfi ed that the Indicator/Measure: Equal to or less than 2013/14. city’s public spaces are safe Increase in participants numbers. Biennial Community Objective: 1.2.4 To maintain development Survey and Quarterly Review Indicator/Measure: NSW Bureau of Crime Statistics controls that ensure retention of signifi cant and Research’s Statistics built heritage Objective: 1.1.4 To develop and support Objective Target: Development Controls remain community partnerships designed to increase Objective: 1.4.2 To capture and support the contemporary and relevant benefi ts and create a sense of community skills, knowledge and understanding needed Indicator/Measure: All Development Controls are for participation in community programs and Objective Target: Current level of service is reviewed every two years partnerships maintained. Implement annual Street Lighting Capital Works Program. Annual Graffi ti Removal Program Objective Target: More residents are satisfi ed with the opportunities to participate Indicator/Measure: Attendance numbers at events. % complete and Biennial Community Survey. % complete Indicator/Measure: Biennial Community Survey

Maitland City Council Delivery Program | p 47 Objective: 1.4.3 To ensure the local community’s Objective: 2.1.4 To construct a year round, indoor Objective: 2.1.9 To enhance Council’s social needs are addressed pool at Maitland Aquatic Facility recreational cycleways, in particular off -road networks Objective Target: Recommendations addressing the Objective Target: Provide year round aquatic facility social needs of the community are developed Objective Target: More people utilise cycleways for Indicator/Measure: Increased patronage by recreation Indicator/Measure: Social sustainability strategy community developed Indicator/Measure: User Group survey Objective: 2.1.5 To maximise the utilisation of Objective: 1.5.1 To work in partnership with the recreation and community facilities Objective: 2.1.10 To enhance key sporting community and key stakeholders to identify and facilities, parks, playgrounds and picnic facilities Objective Target: More people are active in their articulate the City’s future potential through new park furniture, exercise stations, communities improved access and parking Objective Target: Provide 10-15 years supply of Indicator/Measure: Biennial Community Survey residential and employment land in the City Objective Target: Increase patronage at community facilities Indicator/Measure: Review Maitland Urban Objective: 2.1.6 To plan and construct new youth Settlement Strategy (MUSS) every fi ve years Indicator/Measure: Biennial Community Survey. User facilities in key locations across the City Group survey Objective Target: Provide increased services to youth Objective: 2.1.1 To provide a broad range of active and passive recreation services and Indicator/Measure: Feedback/Surveys user group Objective: 2.1.11 To manage and maintain community facilities that meet the needs of a Council’s cemeteries growing community Objective: 2.1.7 To provide and maintain Objective Target: Enhance cemetery through priorities Objective Target: More people are satisfi ed with Council’s community and recreation asset of Cemetery Strategy community facilities infrastructure based on sound asset Indicator/Measure: Timely implementation of priority management principles Indicator/Measure: Biennial Community Survey actions Objective Target: Community infrastructure is planned in line with City’s urban growth. Improved user group Objective: 2.1.2 To promote increased Objective: 2.1.12 To maintain and evolve the satisfaction participation in social, sporting and recreational City’s high quality and distinctive facilities activities Indicator/Measure: Biennial Community Survey. User including Maitland Park, Walka Water Works and Group survey No. 1 Sportsground Objective Target: Increase community participation Objective Target: Plan of Management in place for Indicator/Measure: Attendance numbers increase Objective: 2.1.8 To increase the maintenance, facilities. Improved user group satisfaction over time renovation and construction of key community Indicator/Measure: Plan of Management completed. buildings, public toilets and amenities across the User Group survey Objective: 2.1.3 To manage and enhance City Maitland’s aquatic services Objective Target: Council owned property is fi t for use Objective Target: Indoor aquatic centre is complete Indicator/Measure: Biennial Community Survey Indicator/Measure: Attendance numbers increase over time

Maitland City Council Delivery Program | p 48 Objective: 2.2.1 To provide and facilitate a range Objective: 2.4.1 To deliver quality community Objective: 3.2.3 To re-invigorate and consolidate of arts and cultural services that sustain a development, social planning and community Morpeth’s position as one of the Hunter’s creative and connected community services premier tourism destinations Objective Target: Opportunities to participate in the Objective Target: More people are satisfi ed with social Objective Target: Present business opportunities arts and culture activities in the local area planning and community services to the Morpeth community. Completion of relevant projects Indicator/Measure: Percentage of the population that Indicator/Measure: Biennial Community Survey participate is sustained or increased over time Indicator/Measure: Number of opportunities off ered. % complete Objective: 2.5.1 To deliver improved Objective: 2.2.2 To ensure library services and opportunities for the community to access the programs respond to changes in needs and Hunter River and its banks Objective: 3.2.4 To actively explore and promote expectations of the community opportunities for appropriate development of Objective Target: Access to river is realised tourism infrastructure Objective Target: 1% membership increase Indicator/Measure: Opportunities identifi ed Objective Target: Gap analysis conducted Indicator/Measure: Membership numbers (annually) Indicator/Measure: Opportunities document Objective: 3.1.1 To create an economic, social developed and promoted to potential investors Objective: 2.3.1 To ensure Council’s community, and cultural benefi t to the community through health and regulatory responsibilities are the presentation of a series of sustainable responsive and directed toward identifi ed and fl agship events Objective: 3.3.1 To seek and support major anticipated need sporting and cultural events appropriate to the Objective Target: Successful events are held. capacity of venues across the City Objective Target: Public health safety is upheld Completion of relevant projects Objective Target: Council support services presented Indicator/Measure: All regulated premises are Indicator/Measure: Event survey every two years. % to community groups inspected in accordance with schedule complete Indicator/Measure: % increase in proposals developed Objective: 2.3.2 To identify and deliver relevant Objective: 3.2.1 To attract a diverse range of and targeted community education projects visitors to the City from the Hunter Region, Sydney and Regional NSW Objective Target: Targeted community education programs Objective Target: Develop a targeted marketing strategy Indicator/Measure: Number of programs off ered Indicator/Measure: Strategy established Objective: 2.3.3 To maintain active dialogue with Hunter New England Health to ensure the needs Objective: 3.2.2 To maintain Maitland Gaol’s of our growing City are serviced position as one of the iconic tourism attractions of the Hunter Region Objective Target: Health services keep pace with growth Objective Target: Increase yield per visitor Indicator/Measure: Regular meetings held with Indicator/Measure: 2.5% growth Hunter New England Health

Maitland City Council Delivery Program | p 49 BUDGET ALLOCATION - PROUD PEOPLE, GREAT LIFESTYLE

Council’s budget has been allocated across our fi ve themes. Expenditure and revenue for the Delivery Program for Proud People, Great Lifestyle is as follows:

EXPENDITURE 2017/18 REVENUE 2017/18

31.0% 15.2 %

YEAR EXPENDITURE TOTAL EXPENDITURE YEAR REVENUE TOTAL REVENUE

2017/18 $45,704,000 31.0% $147,663,000 2017/18 $22,453,000 15.2% $147,675,000

2018/19 $ 36,290,000 21.7% $167,082,000 2018/19 $19,713,000 11.7% $167,129,000

2019/20 $38,091,000 27.3% $140,072,000 2019/20 $20,810,000 14.8% $140,132,000

2020/21 $38,296,000 28.1% $136,384,000 2020/21 $20,910,000 15.4% $136,450,000

Revenue sources: Borrowings, Grants & contributions - S.94 developer contributions, Library per capital grant User fees & charges - Library, Swimming Pools, Recreation Facilities Other revenues - Tourism, Infringements/Notices

Maitland City Council Delivery Program | p 50 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

1 Community Outcome Our growing community retains our sense of place and pride in our City whilst welcoming diversity and change.

We will welcome new people and develop programs to foster community appreciation and pride in the City’s appearance, rich 1.1 Community Strategy heritage and our future potential.

1.1.1 To ensure new residents and Operate Visitor Information Services for Visitor services operated to Existing Operating Manager Marketing & visitors to the city feel Maitland Accredited Visitor Information program budget Communications welcomed through a range of Centres (AVIC) standards Council initiatives Identify preferred delivery model and Preferred delivery model Existing Operating Manager Marketing & alternatives for Visitor Information determined by Council program budget Communications services for determination by Council Provide relevant, current and meaningful Residents have access to Existing Operating Manager Marketing & information to our new and existing information program budget Communications residents Staged development of Gateway Signage Guidelines fi nalised Existing Operating Manager Marketing & infrastructure guidelines for the City program budget Communications 1.1.2 To enhance and promote the Manage the on-line Maitland Hall of Maitland Hall of Fame Existing Operating Manager Governance & city's rich built and social Fame maintained program budget Information Services heritage 1.1.3 To improve the appearance Ensure all elements of the public Maintenance undertaken Existing Operating Manager Infrastructure and presentation of the City, streetscape are maintained to Council program budget Construction & Maintenance fostering a sense of community standards pride Manage street tree planting to improve City appearance improved Existing Operating Manager Infrastructure City appearance program budget Construction & Maintenance Monitor street cleaning standards for City appearance maintained Existing Operating Manager Infrastructure city entrances, urban and rural roads, program budget Construction & Maintenance and shopping centres and amend, as necessary

Maitland City Council Delivery Program | p 51 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR 1.1.4 To develop and support Participate in interagency forums and Forums attended Existing Operating Manager Community & community partnerships networks relevant to our community, program budget Recreation Services designed to increase benefi ts including the 2322 Community Network, and create a sense of Youth Interagency community Our planning will ensure Central Maitland and our built heritage remains integral to the distinct character of our City, even as 1.2 Community Strategy our community expands and changes. 1.2.1 To realise the development Implement a Place activation program Program implemented Existing Operating Manager Marketing & of new spaces, activities and for Central Maitland and other key sites program budget Communications programs that unlock Central across the city (1.2.2) Maitland's unique heritage and character 1.2.2 To activate key public spaces Implement a Place activation program Program implemented Existing Operating Manager Marketing & across the City, increasing for Central Maitland and other key sites program budget Communications usage across the city Commence development of precinct Precinct plan developed Existing Operating General Manager plan for East Central Precinct (as program budget identifi ed in the Central Maitland Structure Plan) Commence development of precinct Management models identifi ed Existing Operating General Manager management model/s for the East program budget Central Precinct (as identifi ed in the Central Maitland Structure Plan) 1.2.3 To ensure the Hunter River and Construction of ‘The Levee’ Project Construction completed Existing Grant/Capital Executive Manager Major its links with the region’s Component 2 infrastructure (River Link program Works Projects heritage is recognised in the Building, Public Domain Works and revitalisation of Central Public Art) (15.2.1) Maitland

Maitland City Council Delivery Program | p 52 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR 1.2.4 To maintain development Undertake a review of potential heritage Review complete Existing Operating Manager Development & controls that ensure retention items across the City program budget/ grant Environment of signifi cant built heritage Administer the city-wide heritage Managed annually Existing Operating Manager Development & incentive scheme program budget Environment Apply relevant development controls Signifi cant built heritage retained Existing Operating Manager Development & that ensure retention of signifi cant built program budget Environment heritage As a community, we will identify ways to become better connected with our Aboriginal and Torres Strait Islander people, their 1.3 Community Strategy history and culture. 1.3.1 To develop and support Aboriginal and Torres Strait Islander Plan developed Existing Operating Manager Community & cultural identity, pride, self Framework implementation plan program budget Recreation Services esteem and participation for developed our local Aboriginal and Torres Strait Islander communities 1.3.2 To better understand Pursue grant funding to undertake Study completed New Initiative Operating Manager Urban Growth Indigenous history and an Aboriginal heritage study to better budget/ grant cultural signifi cance to enable inform future developments across the improved connection with our LGA collective past

We will establish mechanisms to ensure all community members, including children and young people, the elderly, Aboriginal 1.4 Community Strategy and Torres Strait Islanders and people from non-English speaking backgrounds, feel safe, valued and connected within our community. 1.4.1 To establish and maintain a Remove off ensive graffi ti from Council Graffi ti removed within service Existing Operating Manager Infrastructure City environment where people infrastructure as a matter of priority timeframe program budget Construction & Maintenance feel safe and connected Review street lighting at one major Review completed Existing Operating Manager Infrastructure activity centre within the LGA program budget Planning & Development Engineering

Maitland City Council Delivery Program | p 53 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Implement the Graffi ti Management Plan Plan implemented Existing Operating Manager Infrastructure program budget Projects & Building Services Develop implementation plan for the Plan developed New Initiative Operating Manager Community & Crime Prevention Strategy budget Recreation Services

1.4.2 To capture the skills, Participate in interagency forums and Forums attended Existing Operating Manager Community & knowledge and understanding networks relevant to our community, program budget Recreation Services needed for participation in including the 2322 Community Network, community programs and Youth Interagency (1.1.4) partnerships 1.4.3 To ensure the local Coordinate the delivery of the Funding scheme delivered Existing Operating Manager Community & community's social needs are ClubGRANTS funding scheme program budget Recreation Services addressed Develop implementation plan for the Plan developed Existing Operating Manager Community & Social Sustainability Strategy program budget Recreation Services

1.5 Community Strategy Growth and change in the City will be identifi ed planned for and respected by the community.

1.5.1 To work in partnership with Complete the Maitland Rural Lands Strategy implemented Existing Operating Manager Urban Growth the community and key Strategy program budget stakeholders to identify and articulate the City's future potential Monitor the Maitland Urban Settlement Review completed Existing Operating Manager Urban Growth Strategy program budget Pursue grant opportunities to fund Strategic land use plans funded Existing Operating Manager Urban Growth strategic land use plans program budget

Maitland City Council Delivery Program | p 54 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

2 Community Outcome Our community and recreation services and facilities meet the needs of our growing and active communities.

2.1 Community Strategy Our recreation, sporting and leisure facilities will evolve and change to keep pace with community needs

2.1.1 To provide a broad range of Continue the planning and delivery Planning continued Existing Operating Manager Community & active and passive recreation of identifi ed S94 Contribution Plans program budget Recreation Services services and community open space, recreation and community facilities that meet the needs of facilities projects a growing community Determine suitable site through Investigation commenced New Initiative Operating Manager Community & community engagement process budget Recreation Services for an Eastern District / Tenambit Multipurpose Centre Construction of Gillieston Construction commenced Existing S94 Manager Infrastructure Projects Heights Community Centre program & Building Services Finalise a generic Plan of Management Plan fi nalised Existing Operating Manager Community & for Community Land categorised as park program budget Recreation Services Prepare plan of management and Preparation for planning New Initiative Operating Manager Community & Masterplan for District Playing Field site initiated budget Recreation Services at Lochinvar 2.1.2 To promote increased Maintain open space and recreation Areas maintained to agreed Existing Capital works Manager Infrastructure participation in social, sporting areas in accordance with Service Level levels program Construction & Maintenance and recreational activities Agreement and Performance Targets Stage Volunteer Information Session Information session held and Existing Operating Manager Community & with recreation and community groups volunteers supported program budget Recreation Services focusing on club development and sports development

Maitland City Council Delivery Program | p 55 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR 2.1.3 To manage and enhance Review and monitor management model Management model New initiative Operating Manager Community & Maitland's aquatic services for year round aquatic centre implemented budget Recreation Services Re-furbish and make improvements Maintenance works delivered Capital Works Capital Works Manager Infrastructure Projects to Maitland and East Maitland Pools & Building Services in accordance with the Maintenance Delivery Program 2.1.4 To construct a year round, Action complete 2016/17 indoor pool at Maitland Aquatic Facility 2.1.5 To maximise the Provide administrative services for Services and support provided Existing Operating Manager Community & utilisation of recreation and community buildings, and provide program budget Recreation Services community facilities support to community facility management committees Maintain Council’s Community Halls and Halls and centres maintained Existing Operating Manager Infrastructure Projects Childcare Centres in accordance with program budget & Building Services the Maintenance Delivery Program 2.1.6 To plan and construct new Construct skatepark at Lawes Street East Construction commenced Existing Capital works Manager Infrastructure youth facilities in key locations Maitland program Projects & Building Services across the City 2.1.7 To provide and maintain Partner with Recreation Advisory Improvements identifi ed Existing Operating Manager Community & Council’s community and Boards to identify issues and determine program budget Recreation Services recreation asset infrastructure improvements based on sound asset management principles Continue to manage Council’s Plan maintained Existing Operating Manager Infrastructure Recreation Asset Management Plan program budget Strategy & Works Programming 2.1.8 To increase the maintenance, Maintain Thornton, Maitland, Maintenance works delivered Capital Works Capital works Manager Infrastructure renovation and construction Rutherford and East Maitland libraries Projects & Building Services of key community buildings, in accordance with the Maintenance public toilets and amenities Delivery Program across the City

Maitland City Council Delivery Program | p 56 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR 2.1.9 To enhance Council’s Implement actions from the Maitland Actions implemented Capital Works Capital works Manager Infrastructure recreational cycleways, in Bike Plan as resources permit (5.2.3) Strategy & Works Programming particular off -road networks 2.1.10 To enhance key sporting Manage sportsground maintenance Improvement program Capital Works Capital works Manager Infrastructure facilities, parks, playgrounds improvement program implemented Construction & Maintenance and picnic facilities through new park furniture, exercise stations, improved access and parking Continued development of Maitland Delivered to agreed schedule Capital Works Borrowings/ Manager Infrastructure Regional Athletics Track, in-line with grant projects & Building Services Hunter Infrastructure and Investment Fund (HIFF) Grant 2.1.11 To manage and maintain Implement actions from the Maitland Key actions implemented Existing Operating Manager Infrastructure Council’s cemeteries Cemetery Strategy program budget Strategy & Works Programming 2.1.12 To maintain and evolve Determine Council’s future role for State Role determined Existing Operating Manager Community & the City’s high quality and owned Walka Water Works program budget Recreation Services distinctive facilities including Maitland Park, Walka Water Works and No. 1 Sportsground Implementation of improvements at the Improvements made Existing Grant/ Capital Manager Infrastructure Walka Precinct, in accordance with program works Projects & Building Services approved works and funding

Maitland City Council Delivery Program | p 57 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

2.2 Community Strategy Arts and cultural activities will be embraced for their role in sustaining creative and connected communities.

2.2.1 To provide and facilitate a Determine options for an open air Options identifi ed Existing Operating Manager Marketing & range of arts and cultural museum in Central Maitland program budget Communications services that sustain a creative and connected community 2.2.2 To ensure library services and Maintain Maitland City library service - Library service provided to the Existing Operating Manager Community & programs respond to changes in providing information, education and community program budget Recreation Services needs and expectations of the leisure resources to the community community Finalise review of Council’s Library Review completed Existing Operating Manager Community & Service including a review of demand for program budget Recreation Services a Maitland Branch library and options available for the delivery of library services for the central sector of the city

Maintain Maitland Regional Art Gallery Programs implemented Existing Operating Manager Community & (MRAG) programs to enhance the program budget Recreation Services cultural fabric of the City The provision of community services (including health and education) across the City remains eff ective and meets identifi ed and 2.3 Community Strategy anticipated needs within our community. 2.3.1 To ensure Council's community, Maintain control over property Citizen service requests are Existing Operating Manager Development & health and regulatory conditions and appearance and public undertaken within agreed program budget Environment responsibilities are responsive safety timeframes and directed toward identifi ed and anticipated need

Manage the requirements of the Requirements met Existing Operating Manager Development & Companion Animals Act and other program budget Environment associated controls

Maitland City Council Delivery Program | p 58 DELIVERY PROGRAM OBJECTIVE 2017/18 ACTION PERFORMANCE STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Undertake food, regulated premises and Inspections undertaken and Existing Operating Manager Development & microbial control programs as required registrations completed program budget Environment under legislation Provide free and accessible pre-school 40 clinics provided across the Existing Operating Manager Development & aged immunisation clinics City annually program budget Environment Manage the requirements of the Inspections completed New Initiative Operating Manager Development & Swimming Pool Act to undertake budget Environment mandatory pool inspections 2.3.2 To identify and deliver relevant Implement Council’s community grants Program implemented Existing Operating Manager Community & and targeted community scheme and high achievers program program budget Recreation Services education projects Deliver community and school-based Projects completed Existing Operating Manager Development & education projects in public health, program budget Environment environment, sustainability and climate change 2.3.3 To maintain active dialogue Maintain relationships and Communication with targeted Existing Operating General Manager with Hunter New England communication with State and Federal government departments and program budget Health to ensure the needs of Governments to ensure the City is a agencies undertaken our growing City are serviced priority area for the implementation of regional infrastructure projects (11.1.1) Participate as a member of the Maitland Council represented New initiative Operating General Manager Hospital Advisory Committee budget

2.4 Community Strategy As a community, we are focused on lifelong learning and collaborating to deliver a range of innovative programs and services.

2.4.1 To deliver quality community MRAG and Library collaborate to expand Initiatives delivered Existing Operating Manager Community & development, social planning the scope of lifelong learning across the program budget Recreation Services and community services city

Maitland City Council Delivery Program | p 59 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Continue partnership/s with Partnerships developed Existing Operating Manager Community & opportunities for strengthening program budget Recreation Services relationships with local Young People and Youth Services Continue to implement Community Project implemented Existing Operating Manager Community & Options Project program budget Recreation Services Develop implementation plan for the Plan implemented Existing Operating Manager Community & Disability Inclusion Action Plan program budget Recreation Services Develop implementation plan for the Strategy fi nalised Existing Operating Manager Community & Aged Services Strategy program budget Recreation Services Monitor and Review Community Review complete Existing Operating Manager Community & Options model in line with changes to program budget Recreation Services Government funding

2.5 Community Strategy We celebrate and utilise the Hunter River for a range of recreation and leisure activities

2.5.1 To deliver improved Commence implementation of Stage 1 Stage 1 implemented Existing Capital works Manager Infrastructure Projects opportunities for the of the Lorn Plan of Management and program & Building Services community to access the Masterplan Hunter River and its banks Commence implementation of Stage Stage 1 implemented Existing Capital works Manager Infrastructure Projects 1 of the Morpeth Plan of Management program & Building Services and Masterplan

Maitland City Council Delivery Program | p 60 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

3 Community Outcome As a community, we join with each other and our visitors to celebrate iconic events and local festivals.

We will stage an annual program of events, festivals, sporting and cultural activities that allows our communities to connect and 3.1 Community Strategy celebrate with one another. 3.1.1 To create an economic, social Implement endorsed guidelines for the Guidelines implemented Existing Operating Manager Marketing & and cultural benefi t to the approval of events program budget Communications community through the presentation of a series of sustainable fl agship events Manage the city's fl agship event Events staged Existing Operating Manager Marketing & program program budget Communications

Implement on-line booking system for System available Existing Operating Manager Marketing & events stallholders program budget Communications Increase sponsorship for fl agship event Sponsors identifi ed Existing Operating Manager Marketing & program program budget Communications

3.2 Community Strategy The City’s capacity for tourism is grown, founded on iconic major events and other distinct local attractions.

3.2.1 To attract a diverse range of Use the Destination Management Tourism infrastructure Existing Operating Manager Marketing & visitors to the City from the Planning process to identify gaps/needs requirements identifi ed program budget Communications Hunter Region, Sydney and in relation to tourism infrastructure Regional NSW needed to strengthen and grow the visitor economy

Maitland City Council Delivery Program | p 61 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR 3.2.2 To maintain Maitland Gaol’s Operate Maitland Gaol as a tourism Gaol operated as a tourism Existing Operating Manager Marketing & position as one of the iconic attraction, function and events space attraction program budget Communications tourism attractions of the Hunter Region Identify future funding regime and Council decision made on future Existing Operating Manager Marketing & delivery model and alternatives for funding regime and delivery program budget Communications State-owned asset Maitland Gaol for model for Gaol determination of Council 3.2.3 To re-invigorate and Work with the Morpeth business Actions implemented Existing Operating Manager Marketing & consolidate Morpeth's position community to undertake staged program budget Communications as one of the Hunter's premier implementation of actions identifi ed tourism destinations within the Morpeth Business Review and Development Plan Action Plan 3.2.4 To actively explore and Use the Destination Management Tourism infrastructure Existing Operating Manager Marketing & promote opportunities for Planning process to identify gaps/needs requirements identifi ed program budget Communications appropriate development of in relation to tourism infrastructure needed to strengthen and grow the tourism infrastructure visitor economy

3.3 Community Strategy The potential for major sporting events and new activities will be actively explored

3.3.1 To seek and support major Actively encourage, through the Events encouraged Existing Operating Manager Marketing & sporting and cultural events promotion and off er of support, the program budget Communications appropriate to the capacity of bidding for and hosting of appropriate venues across the City sporting and cultural events by interested parties

Maitland City Council Delivery Program | p 62 Our built space OUR BUILT SPACE

Our public places – our buildings, parks, shops and streets – are key centres of community life in Maitland. As much as possible we like to work, shop and socialise within easy travelling distance of our homes. And where this is not possible, we enjoy the proximity of Maitland to a range of other locations, via road or rail. Our built heritage, in particular, is what attracts many newcomers to our city. We have worked together to ensure the spirit and character of our heritage churches, halls, schools, buildings and homes has been retained. We have established precincts like Lochinvar, Lorn, and Morpeth, coupled with recent developments at Somerset Park and Aberglasslyn. This particular blend of old and new is much valued by the people who call Maitland home. Being one of the fastest growing inland cities in Australia is not without challenges. During recent engagement activities, our community made it clear that the provision of roads and management of traffi c were high priorities, along with ensuring adequate public transport across the entire City.

Maitland City Council Delivery Program | p 64 WHAT OUR COMMUNITY WOULD LIKE

COMMUNITY OUTCOMES AS EXPRESSED IN THE TEN YEAR COMMUNITY STRATEGIC PLAN ‘MAITLAND +10’ • Our infrastructure is well-planned, integrated and timely, meeting community needs now and into the future • All residents are able to move around our City in safety and with ease - on foot, bicycle, car, bus or train • Our unique built heritage is maintained and enhanced, coupled with sustainable new developments to meet the needs of our growing community • Across the City, diverse and aff ordable housing options are available for our residents throughout all life stages

COUNCIL’S SERVICES THAT CONTRIBUTE TO MEETING COMMUNITY OUTCOMES • Asset Construction and Maintenance • Planning and Development • Roads and Transport • Community Services

COUNCIL’S RESPONSE TO OUR COMMUNITY PRIORITIES In developing our delivery program, Council identifi ed a range of objectives to assist in meeting community outcomes and strategy. Our focus areas include: • Planning, building and maintaining our local road network “A great place to live, but thought and • Improved integration between land use and transport planning planning is needed now to cope with the • Improving the effi ciency of movement throughout the City growing population,” survey respondent • Increased advocacy to address roads and transport issues managed by the State Government “Upgrade buildings that have been crying • Planning and improving our footpath and cycleway network out for restoration for decades,” resident • Working in partnership to ease traffi c congestion • Promoting adaptive re-use of heritage buildings “Roads need to be managed to keep up to the growing population,” resident

Council has identifi ed 34 objectives in this area, detailed over the following pages. “Please put more walkways and cycleways Specifi c actions for the 2017/18 fi nancial year are also listed. in as a matter of urgency,” resident

Maitland City Council Delivery Program | p 65 HOW WILL WE KNOW IF COUNCIL IS ON TRACK TO MEETING ITS OBJECTIVES IN THIS AREA?

Objective: 4.1.1 To improve the way we move Objective: 4.2.2 To ensure that public utility Objective: 5.1.3 To optimise connectivity of the around the city by integrating land use and infrastructure is delivered to meet essential transport network transport planning needs Objective Target: Bus stops to be DDA compliant Objective Target: Capital Works Program that takes Objective Target: Community has access to reliable Indicator/Measure: % bus stops compliant into account Maitland Integrated Land Use Transport utilities and the environment is enhanced Strategy (MILUTS) S94 plans and traffi c studies Indicator/Measure: Annual Community Survey Objective: 5.1.4 To provide safe and eff ective Indicator/Measure: % improvement of level of service transport infrastructure at project locations Objective: 4.3.1 To complete the alignment Objective Target: Inspect infrastructure in accordance of Council’s infrastructure planning with its with Road Risk Management procedures community, corporate, land use, asset and Objective: 4.1.2 To increase public transport environmental strategies Indicator/Measure: Summary report of actual services through better coordination and inspections undertaken versus planned (quarterly planning Objective Target: Integrated infrastructure planning review) and studies Objective Target: Annual Maitland LGA Public Transport report. Regular report to Council on public Indicator/Measure: Minimum of one meeting of the Objective: 5.1.5 To continue to improve road transport matters relating to the LGA development committee (DEVCOM) per month safety for residents of the City Indicator/Measure: One status report per year Objective Target: Completion of adopted Road Safety Objective: 4.3.2 To secure better sequencing of Program infrastructure provision for new developments Objective: 4.1.3 To improve the accessibility and Indicator/Measure: Roads and Maritime Services Objective Target: Community infrastructure is amenity of bus shelters across the City (RMS) road safety statistics provided in line with Council’s rate and location of urban Objective Target: Community access to bus transport growth Objective: 5.1.6 To improve the effi ciency of enhanced Indicator/Measure: Development Contributions Plans movement throughout the City Indicator/Measure: Increase over time of number of reviewed every fi ve years Objective Target: Capital Works Program that takes Disability Discrimination Act (DDA) compliant shelters into account MILUTS S94 plans and traffi c studies and bus stops Objective: 5.1.1 To provide and maintain local roads and related infrastructure based on sound Indicator/Measure: % improvement of level of service asset management principles at project locations Objective: 4.2.1 To ensure that long term plans for growth are supported by appropriate public Objective Target: Complete annual Works Program Objective: 5.1.7 To ensure our street lighting utility infrastructure plans Indicator/Measure: % works completed network meets community expectation, Objective Target: Community infrastructure is complies with appropriate standards and provided in line with Council’s rate and location of urban Objective: 5.1.2 To improve the safety, quality guidelines and is cost eff ective growth and amenity of local roads through increased Objective Target: Implement annual Street Lighting road reconstruction, resurfacing and line Indicator/Measure: Development Contributions Plans Capital Works Program marking programs reviewed every fi ve years Indicator/Measure: % complete Objective Target: Community road network is fi t for purpose and ease of movement Indicator/Measure: Annual Community Survey

Maitland City Council Delivery Program | p 66 Objective: 5.2.1 To plan and improve our Objective: 5.3.4 To encourage utilisation of Objective: 6.1.4 To maintain an appropriate and footpath network alternate methods of travelling around the City contemporary manual of engineering standards Objective Target: Complete Annual Works Program Objective Target: Annual Maitland LGA Public Objective Target: Engineering standards manual Transport report. Regular report to Council on public reviewed Indicator/Measure: % complete transport matters relating to the LGA Indicator/Measure: Manual endorsed and adopted Objective: 5.2.2 To accelerate the construction of Indicator/Measure: One status report per year footpaths in older suburbs Objective: 6.1.5 To promote and support the Objective: 6.1.1 To encourage orderly, feasible adaptive reuse of the City’s heritage building Objective Target: To improve pedestrian access and and equitable development whilst safeguarding stock mobility the community’s interests, environmentally Objective Target: Operation of the Adaptive Indicator/Measure: % increase sensitive areas and residential amenity Reuse Development Control Plan. Annual review of Objective Target: Development controls remain Manual of Engineering Standards to ensure it refl ects Objective: 5.2.3 To plan and improve our on-road contemporary and relevant contemporary best practice cycleway network Indicator/Measure: All development controls are Indicator/Measure: Completed. Review completed Objective Target: On-road cycleway network improved reviewed at least every two years Indicator/Measure: Annual Community Survey Objective: 6.2.1 To conserve the Town Hall, in Objective: 6.1.2 To encourage and implement keeping with its iconic heritage status Objective: 5.3.1 To identify real opportunities to progressive urban design, sensitive to Objective Target: Council plans for a broad range of ease traffi c congestion environmental and heritage issues uses and activities within the civic precinct Objective Target: Report to Council on opportunities Objective Target: Development controls remain Indicator/Measure: Civic Precinct Master Plan and advocacy initiatives contemporary and relevant. Annual review of Manual progressed of Engineering Standards to ensure it refl ects Indicator/Measure: Annual report to Council contemporary best practice Objective: 6.2.2 To broaden the appeal and Objective: 5.3.2 To pursue plans for resolution Indicator/Measure: All development controls are utilisation of the Maitland Town Hall of traffi c congestion in key locations across reviewed at least every two years. Review completed Objective Target: Performance space enhanced for the City, including the New England Highway users and patrons between Lochinvar and Rutherford Objective: 6.1.3 To maintain and strengthen our relationship with the development industry and Indicator/Measure: Increased usage Objective Target: Report to Council on opportunities other stakeholders and advocacy initiatives Objective Target: Obtain regular feedback from Indicator/Measure: Annual report to Council industry Objective: 5.3.3 To implement actions to ease Indicator/Measure: A meeting held at least biennially traffi c congestion in targeted areas Objective Target: Capital Works Program that takes into account MILUTS S94 plans and traffi c studies Indicator/Measure: % improvement of level of service at project locations

Maitland City Council Delivery Program | p 67 Objective: 7.1.1 To deliver infrastructure to support aff ordable housing in Central Maitland, including works at Maitland Station precinct and Athel D’Ombrain Drive Objective Target: Planning for infrastructure is undertaken in Central Maitland Indicator/Measure: High Street Master Plan completed

Objective: 7.1.2 To work in partnership with developers and key stakeholders to deliver aff ordable housing in Central Maitland Objective Target: Aff ordable housing is provided in Central Maitland Indicator/Measure: 130 units constructed in Central Maitland on Council land

Objective: 7.2.1 To ensure land and housing choice is consistent with forecast demographic demand Objective Target: Provide 10-15 years supply of residential and employment land in the City Indicator/Measure: Review Maitland Urban Settlement Strategy (MUSS) every fi ve years

Objective: 7.3.1 To provide a framework that will provide diverse, adaptable and aff ordable housing options Objective Target: Plan for a more diverse range of aff ordable housing types across the City Indicator/Measure: Complete Aff ordable Housing Strategy and review planning controls to encourage greater range of housing types

Maitland City Council Delivery Program | p 68 BUDGET ALLOCATION - OUR BUILT SPACE

Council’s budget has been allocated across our fi ve themes. Expenditure and revenue for the Delivery Program for Our Built Space is as follows:

EXPENDITURE 2017/18 REVENUE 2017/18

32.9% 21.5%

YEAR EXPENDITURE TOTAL EXPENDITURE YEAR REVENUE TOTAL REVENUE

2017/18 $48,577,000 32.9% $147,663,000 2017/18 $31,724,000 21.5% $147,675,000

2018/19 $75,249,000 45.0% $167,082,000 2018/19 $43,741,000 26.2% $167,129,000

2019/20 $48,931,000 34.9% $140,072,000 2019/20 $12,207,000 8.7% $140,132,000

2020/21 $49,822,000 36.5% $136,384,000 2020/21 $12,823,000 9.4% $136,450,000

Revenue sources: Borrowings, Grants & contributions - RTA maintenance & construction, Urban local roads, Roads to recovery User charges & fees - RTA charges (State roads not controlled by Council), Construction certifi cates (Building), Development application fees, S.149 certifi cates

Maitland City Council Delivery Program | p 69 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

4 Community Outcome Our infrastructure is well-planned, integrated and timely, meeting community needs now and into the future.

4.1 Community Strategy Planning for our roads and public transport infrastructure is integrated and timely, improving the way we move about the city.

4.1.1 To improve the way we move Promote information on parking in Parking facilities promoted Existing Operating Manager Marketing & around the city by integrating Maitland program budget Communications land use and transport planning Produce an integrated Capital Works Program produced Existing Operating Manager Infrastructure Strategy Program derived from the Asset program budget & Works Programming Management Strategy, S94 plans, and community priorities 4.1.2 To increase public transport Actively represent Maitland’s position in Representation Existing Operating Manager Infrastructure Planning services through better relation to rail transport needs maintained program budget & Development Engineering coordination and planning Liaise and coordinate with public Regular meetings held Existing Operating Manager Infrastructure Planning transport providers to ensure improved program budget & Development Engineering public transport services Undertake strategic bus route planning Planning completed Existing Operating Manager Infrastructure Planning program budget & Development Engineering 4.1.3 To improve the accessibility Progressive citywide delivery of bus DDA compliant bus shelters and Existing Operating Manager Infrastructure Planning and amenity of bus shelters shelters and bus stops stops delivered program budget & Development Engineering across the City

Maitland City Council Delivery Program | p 70 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Our community’s current and future utility needs (such as water, sewer, gas, electricity and telecommunication) are identifi ed 4.2 Community Strategy and delivered. 4.2.1 To ensure that long term plans Preparation of the Draft Anambah Plan prepared Existing Operating Manager Development & for growth are supported S94 Plan in conjunction with the Draft program budget Environment by appropriate public utility Anambah DCP Area Plan infrastructure plans 4.2.2 To ensure that public utility Produce an integrated Capital Works Program produced Existing Operating Manager Infrastructure Strategy infrastructure is delivered to Program derived from the Asset program budget & Works Programming meet essential needs Management Strategy, S94 plans, and community priorities (4.1.1)

4.3 Community Strategy New development and infrastructure provision is aligned and meets requirements.

4.3.1 To complete the alignment Ensure alignment of Council’s Dialogue maintained with Existing Operating Manager Infrastructure Planning of Council's infrastructure infrastructure plans with those of State Government agencies program budget & Development Engineering planning with its community, and Federal Governments corporate, land use, asset and environmental strategies Scope a city wide infrastructure plan, to Plan prepared Existing Operating Manager Infrastructure Planning enable identifi cation and prioritisation program budget & Development Engineering of infrastructure gaps 4.3.2 To secure better sequencing Pursue timely provision of public utility Advocacy and liaison undertaken Existing Operating Manager Urban Growth of infrastructure provision for infrastructure in new developments program budget new developments through advocacy and liaison with providers

Maitland City Council Delivery Program | p 71 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

5 Community Outcome All residents are able to move around our City in safety and with ease - on foot, bicycle, car, bus or train.

Our roads and related infrastructure will be designed, built and maintained to ensure connected and effi cient movement of people 5.1 Community Strategy both now and into the future. 5.1.1 To provide and maintain Carry out routine and programmed Maintenance carried out Existing Capital works Manager Infrastructure local roads and related maintenance for roads, footpaths, cycle program Construction & Maintenance infrastructure based on sound ways, bridges and drains asset management principles Deliver the annual drainage Drainage construction completed Existing Capital works Manager Infrastructure construction program to program program Construction & Maintenance Maintain a program of works that Program delivered Existing Operating Manager Infrastructure enhances the functionality and program budget Construction & Maintenance appearance of City infrastructure, with emphasis on street cleaning, graffi ti removal, open space maintenance, roadside mowing and bus shelter cleanliness Provide engineering survey, design, Documentation completed for Existing Operating Manager Infrastructure Design documentation and cost estimates identifi ed projects program budget for projects identifi ed in the delivery program

Maitland City Council Delivery Program | p 72 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR 5.1.2 To improve the safety, quality Deliver road renewal works program Works completed Existing Capital works Manager Infrastructure and amenity of local roads (including major road reconstruction, program Construction & Maintenance through increased road road rehabilitation, road reseals, traffi c reconstruction, resurfacing facilities and bridge rolling works and line marking programs program) Maintain a line marking maintenance Line marking maintenance Existing Capital works Manager Infrastructure Planning plan to increase frequency frequency increased program & Development Engineering 5.1.3 To optimise connectivity of Liaise and coordinate with public Regular meetings held Existing Operating Manager Infrastructure Planning the transport network transport providers to ensure improved program budget & Development Engineering public transport services (4.1.2) 5.1.4 To provide safe and eff ective As part of Council’s traffi c management Measures implemented Existing Capital Works Manager Infrastructure Planning transport infrastructure procedures, implement traffi c calming program & Development Engineering measures on key residential streets Undertake asset inspections and Inspections completed Existing Operating Manager Infrastructure Planning condition assessments of Council’s program budget & Development Engineering road network, in accordance with asset management plans and reporting requirements 5.1.5 To continue to improve road Implement road safety programs for Safety programs implemented Existing Operating Manager Infrastructure Planning safety for residents of the City the Maitland community with particular program budget & Development Engineering focus on speeding, fatigue, drink driving, occupant restraints and distractions

Maitland City Council Delivery Program | p 73 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR 5.1.6 To improve the effi ciency of Ensure that direction and regulatory City signage is clear, concise and Existing Operating Manager Infrastructure Planning movement throughout the signage throughout the City is clear, coordinated program budget & Development Engineering City concise and coordinated Identify and respond to community Issues prioritised and responses Existing Operating Manager Infrastructure Planning traffi c management issues from citizen provided program budget & Development Engineering service requests Manage road activities to ensure Compliance with approval Existing Operating Manager Infrastructure Planning safe vehicular and pedestrian traffi c processes program budget & Development Engineering throughout City Provide and manage road closures for Compliance with processes and Existing Operating Manager Infrastructure Planning community/special events across the agreed timeframes program budget & Development Engineering City 5.1.7 To ensure our street lighting Review street lighting network to identify Network reviewed Existing Operating Manager Infrastructure Planning network meets community areas that can be improved, rationalised program budget & Development Engineering expectation, complies with or removed appropriate standards and guidelines and is cost eff ective

5.2 Community Strategy We will plan and build footpaths and cycle ways across the City to link our activity centres and facilities.

5.2.1 To plan and improve our Refurbish prioritised footpaths in Scheduled refurbishments Existing Capital works Manager Infrastructure footpath network Central Maitland completed program Construction & Maintenance Monitor the Pedestrian Access Mobility Monitoring undertaken and Existing Operating Manager Infrastructure Strategy Plan (PAMP) and review as required amendments made program budget & Works Programming 5.2.2 To accelerate the construction Deliver footpath and cycleway works Works completed Existing Capital works Manager Infrastructure of footpaths in older suburbs program (footpath construction, program Construction & Maintenance footpath refurbishments, access priority and cycleway construction)

Maitland City Council Delivery Program | p 74 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR 5.2.3 To plan and improve our Implement actions from the Maitland Actions implemented Existing Capital works Manager Infrastructure Strategy cycleway network Bike Plan as resources permit program & Works Programming

5.3 Community Strategy We will work in partnership to explore long term solutions to traffi c congestion on our highways and major roads.

5.3.1 To identify real opportunities Identify appropriate funding Funding opportunities identifi ed Existing Operating Manager Infrastructure Planning to ease traffi c congestion opportunities to address movement program budget & Development Engineering activities in response to regional growth Liaise with the Roads and Maritime Meetings held with RMS Existing Operating Manager Infrastructure Planning Services (RMS) on traffi c on State/ program budget & Development Engineering Regional roads and recommendations for the Maitland Integrated Land Use and Transport Study Monitor traffi c issues on Council’s Ongoing monitoring undertaken Existing Operating Manager Infrastructure Planning major roads through implementation of program budget & Development Engineering intersection performance measurement, traffi c volume counts and traffi c fl ow measurement to inform strategic transport planning 5.3.2 To pursue plans for resolution Engage with RMS on planning for Meetings held with RMS Existing Operating Manager Infrastructure Planning of traffi c congestion in key the Maitland / New England Highway program budget & Development Engineering locations across the City, corridor including the New England Highway between Lochinvar and Rutherford

Maitland City Council Delivery Program | p 75 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR 5.3.3 To implement actions to ease Undertake one local area traffi c study in Study completed Existing Operating Manager Infrastructure Planning traffi c congestion in targeted response to identifi ed community need program budget & Development Engineering areas and congestion 5.3.4 To encourage utilisation Actively promote alternative transport Services promoted Existing Operating Manager Infrastructure Planning of alternate methods of services available to the community program budget & Development Engineering travelling around the City Work with bus and other service Improved service utilisation Existing Operating Manager Infrastructure Planning providers to identify potential expansion program budget & Development Engineering of services and ensure appropriate and adequate services are available Our unique built heritage is maintained and enhanced, coupled with sustainable new developments to meet the needs of our 6 Community Outcome growing community. We will encourage and implement progressive urban design, sensitive to environmental and heritage 6.1 Community Strategy issues. 6.1.1 To encourage orderly, feasible Engage in process and prepare for Monitoring undertaken and Existing Operating Manager Development & and equitable development implementation of NSW planning organisational readiness enhanced program budget Environment whilst safeguarding the reforms community's interests, environmentally sensitive areas and residential amenity Continue to Investigate options for Options investigated Existing Operating Manager Urban Growth improving cost recovery for land use program budget/Grant planning matters

Maitland City Council Delivery Program | p 76 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR 6.1.2 To encourage and implement Review urban design guidelines and Review completed Existing Operating Manager Development & progressive urban design, embody plain English text within DCP program budget Environment sensitive to environmental chapter and heritage issues Take a consultative approach to new Consultation with Existing Operating Manager Development & development where design guidelines developers undertaken program budget Environment may inhibit achievement of Council’s planning objectives 6.1.3 To maintain and strengthen Deliver expert and professional advice Advice provided Existing Operating Manager Development & our relationship with the to developers and the community via program budget Environment development industry and Development Control Unit other stakeholders Deliver strategic advice to developers to Advice provided Existing Operating Manager Urban Growth ensure alignment with Council’s agreed program budget strategies and ensure best outcomes for the City 6.1.4 To maintain an appropriate Monitor application of the Manual of Monitoring maintained Existing Operating Manager Infrastructure Planning and contemporary manual Engineering Standards (MoES) and make program budget & Development Engineering of engineering standards amendments where necessary 6.1.5 To promote and support the Determine priorities for the Plan implemented Existing Operating Manager Marketing & adaptive reuse of the City's implementation of Business Plan program budget Communications heritage building stock for Maitland Gaol including staged restoration, product and infrastructure development, interpretation and operation of the site

Maitland City Council Delivery Program | p 77 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

6.2 Community Strategy Adaptive and creative uses for heritage sites and buildings across the City will be explored and promoted.

6.2.1 To conserve the Town Hall, Undertake works on the Maitland Works undertaken Existing Grant/ Capital Manager Infrastructure Projects in keeping with its iconic Town Hall in accordance with program works & Building Services heritage status recommendations contained in the Conservation Management Plan 6.2.2 To broaden the appeal and Undertake works on the Maitland Works undertaken Existing Grant/ Capital Manager Infrastructure Projects utilisation of the Maitland Town Hall in accordance with program works & Building Services Town Hall recommendations contained in the Conservation Management Plan (6.2.1)

7 Community Outcome Across the City, diverse and aff ordable housing options are available for our residents throughout all life stages.

7.1 Community Strategy The potential of Central Maitland for residential developments will be realised.

7.1.1 To deliver infrastructure Construction of Athel D’Ombrain Works progressed in accordance Existing Capital works Executive Manager to support aff ordable Drive eastern end, including street with available funding program Major Projects housing in Central Maitland, connections and stormwater drainage including works at Maitland Station precinct and Athel D’Ombrain Drive Pursue grant funding for fi nalisation DCP funded Existing Operating Manager Urban Growth of the Adaptive Reuse DCP for Central program budget Maitland 7.1.2 To work in partnership Progress implementation of delivery for Program commenced Existing Operating Manager Urban Growth with developers and key aff ordable housing program budget stakeholders to deliver aff ordable housing in Central Maitland

Maitland City Council Delivery Program | p 78 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

7.2 Community Strategy Planning and development of our new suburbs will provide for a mix of housing types.

7.2.1 To ensure land and housing Encourage a range of housing types Review completed Existing Operating Manager Urban Growth choice is consistent with through the review of residential zones program budget forecast demographic (7.3.1) demand

7.3 Community Strategy The diverse housing needs of our community will be met through research, active partnerships and development.

7.3.1 To provide a framework Encourage a range of housing types Review completed Existing Operating Manager Urban Growth that will provide diverse, through the review of residential zones program budget adaptable and aff ordable housing options

Maitland City Council Delivery Program | p 79 Our natural environment OUR NATURAL ENVIRONMENT

The Hunter River is synonymous with Maitland, and is perhaps the most dominant aspect of our City’s natural environment. The fl ood prone nature of parts of the City has led to a very distinctive land use pattern and built form, with our urban areas having clear limits that overlook the idyllic pastoral areas. Following European settlement in the region, cedar getting and farming in the 1800s has had a great impact on our local environment, and today less than 7% of our remnant native bushland remains. Protecting and enhancing these remaining areas is a priority for both Council and the local community. The challenge for today is to ensure issues of past, present and potential future environmental damage are addressed. And the challenge goes beyond our local landscape, biodiversity and water to issues of air pollution and the potential impacts of climate change. Maitland is not alone in facing issues of national and global signifi cance. Reducing waste, minimising the use of water, sustainable food production, conserving biodiversity and reducing reliance on fossil fuels are but a few of the challenges communities across the globe are facing.

Maitland City Council Delivery Program | p 81 WHAT OUR COMMUNITY WOULD LIKE

COMMUNITY OUTCOMES AS EXPRESSED IN THE TEN YEAR COMMUNITY STRATEGIC PLAN ‘MAITLAND +10’ • The potential impacts of our growing community on the environment and our natural resources are actively managed • Our local rivers and fl oodplains are enhanced, utilised and valued • Local people are aware of their personal impacts on the environment and take steps to prevent or minimise negative impacts and promote positive action.

COUNCIL’S SERVICES THAT CONTRIBUTE TO MEETING COMMUNITY OUTCOMES • Environmental Management • City Appearance • Planning and Development • Waste Management and Recycling

COUNCIL’S RESPONSE TO OUR COMMUNITY PRIORITIES In developing our delivery program, Council identifi ed a range of objectives to assist in meeting community outcomes and strategy. Our focus areas include: • Enhancing our natural environment through planning and on-ground initiatives • Reducing community reliance on landfi ll • Ensuring waste management systems improve water quality and mitigate wastage • Forging strong partnerships across government and the community • Delivering environmental and sustainability programs

Council has identifi ed 12 objectives in this area, detailed over the following pages. Specifi c actions for the 2017/18 fi nancial year are also listed. “Divided ecosystems are still very important to the survival of many animals, perhaps even threatened species,” resident

“Trees, please plant more!” resident

Maitland City Council Delivery Program | p 82 HOW WILL WE KNOW IF COUNCIL IS ON TRACK TO MEETING ITS OBJECTIVES IN THIS AREA?

Objective: 8.1.1 To enhance the quality, amenity Objective: 8.3.2 To continue and strengthen and integrity of the natural environment partnerships with providers of water supply and Objective: 10.1.1 To facilitate improved access management services to, and greater awareness of, the natural Objective Target: Greening Plan remains environment contemporary & relevant. Implementation of weed Objective Target: Water and sewerage is available control, Councils roadside vegetation and tree to all new subdivisions. Annual review of City Objective Target: Produce and publish relevant local management programs Wide Stormwater Management Plan actions and environmental information recommendations Indicator/Measure: Greening Plan is reviewed Indicator/Measure: Publication completed biannually. Summary report on individual programs Indicator/Measure: All premises connected. Summary (quarterly review) report of quarterly review Objective: 10.2.1 To review, coordinate and collaborate with the community on Objective: 8.2.1 To reduce reliance on landfi ll by Objective: 9.1.1 To continue to strengthen environmental sustainability programs increasing avoidance, resource recovery, waste partnerships with NSW Offi ce of Environment Objective Target: Increase public awareness of minimisation and community education and Heritage, Catchment Management Authority program (CMA) and property owners relating to our river Objective Target: Waste Strategy is complete and systems Indicator/Measure: Biennial Community Survey implementation progressed Objective Target: Partnerships in place Indicator/Measure: Completed to agreed time frames Objective: 10.3.1 To provide opportunity for Indicator/Measure: Continued grant procurement residents to participate in environmental Objective: 8.2.2 To implement a new, holistic education and awareness programs and projects waste management strategy for the City Objective: 9.2.1 To increase the activity and Objective Target: Increase public participation in designed to minimise costs, improve recovery utilisation of the fl ood plain, consistent with the program and minimise waste fl ood risk Indicator/Measure: Biennial Community Survey Objective Target: Holistic waste management strategy Objective Target: Encourage a greater range of designed and implemented appropriate uses of the fl oodplain Objective: 10.3.2 To provide strong Indicator/Measure: Strategy developed and adopted Indicator/Measure: Review of the Maitland Rural environmental leadership for the community, by Council Strategy completed demonstrated by way of Council’s own actions Objective Target: Environmental responsibility is Objective: 8.3.1 To ensure our stormwater Objective: 9.3.1 To contribute to the re- demonstrated. Develop and implement a road works management systems and standards operate establishment of native vegetation on river material management and recovery strategy to improve water quality and mitigate water banks and plains wastage Indicator/Measure: Community Survey. Strategy Objective Target: Contribute to Greening Plan developed and implemented Objective Target: Annual review of City Wide Indicator/Measure: 2kms of river and re-vegetation Stormwater Management Plan actions and completed recommendations Indicator/Measure: Summary report of quarterly review

Maitland City Council Delivery Program | p 83 BUDGET ALLOCATION - OUR NATURAL ENVIRONMENT

Council’s budget has been allocated across our fi ve themes. Expenditure and revenue for the Delivery Program for Our natural environment is as follows:

EXPENDITURE 2017/18 REVENUE 2017/18

21.0 % 12.3%

YEAR EXPENDITURE TOTAL EXPENDITURE YEAR REVENUE TOTAL REVENUE

2017/18 $30,991,000 21.0% $147,663,000 2017/18 $18,192,000 12.3% $147,675,000

2018/19 $29,870,000 17.9% $167,082,000 2018/19 $18,803,000 11.3% $167,129,000

2019/20 $26,668,000 19.0% $140,072,000 2019/20 $19,041,000 13.6% $140,132,000

2020/21 $19,413,000 14.2% $136,384,000 2020/21 $17,798,000 13.0% $136,450,000

Revenue sources: Borrowings, Annual charges - Domestic waste management - Commercial garbage User fees & charges - Tipping fees Other revenues - Waste & sustainability improvement rebate

Maitland City Council Delivery Program | p 84 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR The potential impacts of our growing community on the environment and our natural resources are actively 8 Community Outcome managed. Our remnant native vegetation has been identifi ed, with active eff orts made to retain and enhance existing and new areas of 8.1 Community Strategy native bushland. 8.1.1 To enhance the quality, Assist Federal and State Governments Information made available to key Existing Operating Manager Development & amenity and integrity of the with dissemination of information on stakeholders program budget Environment natural environment environmental programs Maintain vegetation of the drainage line Vegetation maintained Existing Operating Manager Development & linking Tenambit Wetland to the Hunter program budget Environment River as a wildlife corridor Manage revegetation and Areas revegetated and weeds Existing Operating Manager Development & environmental weeds on public lands managed program budget Environment Implement Noxious Weed Control Strategy implemented Existing Operating Manager Infrastructure Strategy for Maitland City Council program budget/ grant Construction & Maintenance Manage roadside vegetation in Roadside vegetation managed Existing Operating Manager Infrastructure accordance with relevant legislation program budget Construction & Maintenance and current practices Undertake assessment and Assessment and maintenance Existing Operating Manager Infrastructure maintenance of trees on public lands undertaken program budget Construction & Maintenance Undertake inspections of private Inspections undertaken Existing Operating Manager Infrastructure properties for new weed incursions and program budget/ grant Construction & Maintenance manage treatment in conjunction with property owners

Maitland City Council Delivery Program | p 85 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Active partnerships will result in the innovative management of our community’s waste, with an emphasis on resource recovery 8.2 Community Strategy and waste minimisation 8.2.1 To reduce reliance on landfi ll Implement City Wide Waste Strategy Strategy implemented Existing Operating Manager Development & by increasing avoidance, program budget Environment resource recovery, waste minimisation and community education Work in partnership with Hunter Awareness increased Existing Operating Manager Development & Resource Recovery (HRR), to increase program budget Environment community awareness of the various recycling programs off ered in the City 8.2.2 To implement a new, holistic Oversee construction phase of waste Construction commenced Existing Operating Manager Development & waste management strategy transfer facility development program budget Environment for the City designed to minimise costs, improve recovery and minimise waste We will manage our water wisely, taking active steps to ensure water quality and quantity for our residents, producers and the 8.3 Community Strategy environment, into the future. 8.3.1 To ensure our stormwater Implement BASIX standards in new Standards implemented Existing Operating Manager Development & management systems and developments through the assessment program budget Environment standards operate to improve process water quality and mitigate water wastage

Maitland City Council Delivery Program | p 86 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Monitor and review the stormwater Practices reviewed Existing Operating Manager Infrastructure programming and operational practices program budget Strategy & Works Programming to align with current standards and practices Undertake one local drainage Study completed Existing Operating Manager Infrastructure catchment study program budget Strategy & Works Programming 8.3.2 To continue and strengthen Control and regulate on-site sewage 10% of systems inspected annually Existing Operating Manager Development & partnerships with providers management systems program budget Environment of water supply and management services

9 Community Outcome Our local rivers and fl oodplains are enhanced, utilised and valued.

9.1 Community Strategy We will develop active partnerships and implement programs designed to improve the health of our rivers and river banks.

9.1.1 To continue to strengthen Seek grants from agencies for projects Grant obtained Existing Grant Manager Development & partnerships with NSW Offi ce to manage, improve, enhance and program Environment of Environment and Heritage, educate in the area of river water Catchment Management Authority (CMA) and property owners relating to our river systems Undertake water sampling of river and Sampling undertaken and Existing Grant Manager Development & creeks for nutrients, faecal coliforms published program Environment and recreational waters for algal blooms

Maitland City Council Delivery Program | p 87 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR A range of potential uses for the city’s fl oodplains will be realised, from re-establishment to pre-European vegetation, agricultural 9.2 Community Strategy production, and recreation and leisure. 9.2.1 To increase activity and Finalise and commence Studies fi nalised Existing Operating Manager Urban Growth utilisation of the fl oodplain, implementation of the Paterson River program budget consistent with the fl ood risk Flood Study; fi nalise the fl ood studies for Wallis Creek and Lochinvar Creek (15.1.2)

9.3 Community Strategy A focus on native vegetation across the city will see habitat re-established and reconnected, improving local biodiversity. 9.3.1 To contribute to the Distribute native seedlings to residents 3000 seedlings distributed Existing Operating Manager Development & re-establishment of program budget Environment native vegetation on river banks and plains Increase river bank vegetation and Revegetation of 1km of river bank Existing Operating Manager Development & reduce river bank weeds and erosion in program budget Environment partnership with the Local Land Service Participate in interagency partnership Decision making approach Existing Operating Manager Development & to develop a streamlined, strategic streamlined program budget Environment approach to decision making of the Hunter River Local people are aware of their personal impacts on the environment and take steps to prevent or minimise negative impacts and 10 Community Outcome promote positive action Our residents and visitors will better connect with our natural environment through harnessing local environmental features such 10.1 Community Strategy as wetlands for education and recreation. 10.1.1 To facilitate improved access Revitalise local wetlands and lagoons Six planting days in partnership Existing Operating Manager Development & to, and greater awareness of, with volunteers and local residents program budget/ grant Environment the natural environment undertaken

Maitland City Council Delivery Program | p 88 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

10.2 Community Strategy Sustainability and environmental education programs will be implemented across the city, from community groups to schools.

10.2.1 To review, coordinate Conduct litter education and Programs delivered Existing Operating Manager Development & and collaborate with enforcement programs across the city program budget/ grant Environment the community on environmental sustainability programs Deliver community and school-based Six programs staged Existing Operating Manager Development & education projects in public health, program budget/ grant Environment environment, sustainability and climate change Increase enforcement activity pertaining Enforcement increased Existing Operating Manager Development & to litter and dumping program budget Environment Support participants in the native Participants supported Existing Operating Manager Development & revegetation and care of suburban program budget/ grant Environment nature blocks

10.3 Community Strategy As a community, we are aware of our own requirements for food, water and energy and make environmentally friendly choices.

10.3.1 To provide opportunity for Participate in regional education projects Projects staged Existing Grant Manager Development & residents to participate in program Environment environmental education and awareness programs and projects 10.3.2 To provide strong Facilitate policies to reduce Environmental impacts reduced Existing Operating Manager Development & environmental leadership environmental impacts and increase program Budget/ grant Environment for the community, sustainability demonstrated by way of Council's own actions

Maitland City Council Delivery Program | p 89 A prosperous and vibrant city A PROSPEROUS AND VIBRANT CITY

Maitland has a wide range of precincts off ering a variety of goods and services. The major shopping precincts of Central Maitland, Greenhills and Rutherford, combined with the light industrial and bulky goods centres in Thornton and Rutherford, give locals the opportunity to meet shopping requirements without having to travel beyond the city limits. At the same time, residents can still have the ‘small town feel’ of local business centres in suburbs such as Morpeth, Thornton, Chisholm, Gillieston Heights, Lorn, East Maitland and Lochinvar. During recent community engagement processes, the depth of community feeling on the need to reignite the Central Business District was made clear. Achieving a balance between local activity centres and major shopping precincts, ensuring service provision keeps pace with growth, and developing employment to meet the requirements of all local residents requires the ongoing cooperation of Council, state government agencies, local businesses and our residents. In listening to this call Council has taken active steps over the past two years, development controls have been removed, detailed designs developed for a revitalisation of the Heritage Mall, and grant funding for infrastructure received. Tourism plays a vital role in our local economy, with the city having a renowned reputation as a short break destination for both Sydney-siders and visitors from regional NSW. Our events industry is strong and growing, with events including Steamfest, the Bitter & Twisted International Boutique Beer Festival and other smaller events attracting well over 250,000 visitors per year. Maitland is also known as a city proud of its heritage, and this combined with a contemporary lifestyle make it an attractive destination to visit – and then perhaps to stay.

Maitland City Council Delivery Program | p 91 WHAT OUR COMMUNITY WOULD LIKE

COMMUNITY OUTCOMES AS EXPRESSED IN THE TEN YEAR COMMUNITY STRATEGIC PLAN ‘MAITLAND +10’

• Our transport and telecommunications infrastructure is progressive and meets the needs of contemporary businesses and our community • A unique sense of identity and place is found within our villages, suburbs, towns and City centre • Our economy is growing and prosperous, off ering a diverse range of equitable job opportunities across our City • Maitland is seen as a desirable place to live, an easy place to work, a welcoming place to visit and a wise place to invest • Central Maitland is the vibrant heart of our City, engendering a strong sense of pride within the community.

COUNCIL’S SERVICES THAT CONTRIBUTE TO MEETING COMMUNITY OUTCOMES

• Economic Development and Marketing • Planning and Development • Roads and Transport

COUNCIL’S RESPONSE TO OUR COMMUNITY PRIORITIES In developing our delivery program, Council identifi ed a range of objectives to assist in meeting community outcomes and strategy. Our focus areas include:

• Ensuring infrastructure supports local economic growth • Maximising economic growth in activity centres • Marketing our city • Maintaining and further developing our tourism industry • Transforming Central Maitland to a boutique dining and retail destination • Revitalising key civic sites in the Central Business District “I would like to see Maitland be the heart of the City with more restaurants,” resident Council has identifi ed 31 objectives in this area, detailed over the following pages. Specifi c actions for the 2017/18 fi nancial year are also listed

Maitland City Council Delivery Program | p 92 HOW WILL WE KNOW IF COUNCIL IS ON TRACK TO MEETING ITS OBJECTIVES IN THIS AREA?

Objective: 11.1.1 To ensure contemporary Objective: 12.1.1 To develop productive Objective Target: All opportunities to support infrastructure is available to support partnerships with local business and partnerships are identifi ed and pursued. Council the economic growth of our City through government departments to maximise economic sponsored trainees engage in and experience a range investigation, planning, advocacy and delivery growth in activity centres of activities that provide them with a sound basis for gaining employment Objective Target: Capital Works Program that takes Objective Target: Partnership opportunities into account Maitland Integrated Land Use Transport developed and presented Indicator/Measure: Continued sustainable Study (MILUTS) S94 plans and traffi c studies. Regularly employment. 100% of the annual trainee intake Indicator/Measure: % take up rate (base line) contact State and Federal Government to discuss successfully completes their traineeship. 100% of the the City’s regional infrastructure priorities. A smooth annual trainee intake demonstrates the knowledge and Objective: 12.1.2 To strengthen activity centres implementation of service, public is educated and the skills required to prepare an application and undertake as vibrant areas for residents, workers and community is consulted an interview. 75% of annual trainee intake successfully visitors gains employment or goes on to further study within 6 Indicator/Measure: % improvement of level of service Objective Target: Appropriate commercial and mixed- months of completing traineeship at project locations. Increased support is received from use development is encouraged in the activity centres. State and Federal Government. Provide feedback and Completion of identifi ed streetscape improvements Objective: 13.2.1 To investigate the potential for support sustainable local food production Indicator/Measure: Complete the Activity Centres Objective: 11.2.1 To connect land use and DCP. % complete Objective Target: Encourage a greater range of transport decisions that aff ect employment sustainable food production activities in the city areas Objective: 12.2.1 To encourage the integration of Indicator/Measure: Review of the Maitland Rural contemporary and interesting public artworks Objective Target: Location of future urban areas in Strategy completed to enliven city spaces and create a vibrant public the City provide for good connections to transport realm infrastructure Objective: 13.3.1 To identify and act on all Objective Target: More people feel that creativity is avenues of marketing our city’s commercial and Indicator/Measure: Review Maitland Urban Settlement valued and celebrated industrial land Strategy (MUSS) every fi ve years Indicator/Measure: Biennial Community Survey Objective Target: Key messages developed and Objective: 11.3.1 To improve accessibility to incorporated into all marketing communications employment areas and economic centres Objective: 12.3.1 To activate centres as nodes for Indicator/Measure: Messages used consistently in all active transport Objective Target: Capital Works Program that takes collateral into account MILUTS S94 plans and traffi c studies Objective Target: Capital Works Program that takes into account MILUTS S94 plans and traffi c studies Objective: 13.3.2 To develop a holistic Indicator/Measure: % improvement of level of service understanding of the availability and suitability at project locations Indicator/Measure: % improvement of level of service of commercial sites within the City and the at project locations preferred nature of development Objective: 11.3.2 To encourage transport options compatible with the demands of workers, Objective: 13.1.1 To identify, promote and Objective Target: Key messages developed and businesses and shoppers partner in programs that enhance life skills and incorporated into all marketing communications employment opportunities Objective Target: Capital Works Program that takes Indicator/Measure: Review Maitland Urban Settlement into account MILUTS S94 plans and traffi c studies Strategy (MUSS) every fi ve years Indicator/Measure: % improvement of level of service at project locations

Maitland City Council Delivery Program | p 93 Objective: 13.4.1 To maintain Greenhills as a Objective: 14.3.1 To ensure our Visitor Objective: 15.1.2 To recognise and respond to regionally signifi cant retail centre Information Centre remains contemporary and fl ood risks for Central Maitland relevant Objective Target: Encourage the development of Objective Target: Council plans for future Greenhills as a signifi cant retail centre. Acceptable level Objective Target: Information is available through development in Central Maitland consistent with the of traffi c amenity is maintained in the road network multiple channels fl ood risk servicing and surrounding the Greenhills centre Indicator/Measure: Number of enquiries Indicator/Measure: Flood Risk Management Plan Indicator/Measure: LEP amended to facilitate future completed growth of Greenhills as a retail centre. Levels of traffi c Objective: 14.3.2 To establish a peak body for congestion accidents and volume tourism representation for the City Objective: 15.1.3 To increase the perception of safety and usability of the public realm in Objective Target: Peak body established Objective: 13.4.2 To see a master plan for the Central Maitland Maitland Hospital Precinct fi nalised by the NSW Indicator/Measure: Body functioning Objective Target: Implement annual Street Lighting State Government Capital Works Program. Annual Graffi ti Removal Objective: 14.3.3 To maintain and strengthen Objective Target: Council works with NSW Program Maitland as a key tourism off ering in the Hunter Government to plan future development of the Maitland Region Indicator/Measure: % complete and community Hospital precinct survey. % complete Objective Target: To place Maitland as a focal tourist Indicator/Measure: Masterplan for Maitland Hospital area in the Hunter precinct underway Objective: 15.2.1 To contribute to the Indicator/Measure: % increase of visitors to city establishment of ‘The Levee’ as a lifestyle Objective: 14.1.1 To develop active and precinct productive cooperative partnerships with local Objective: 14.4.1 To enable new accommodation Objective Target: Completion of relevant projects businesses, community groups, government to be realised through planning, partnerships agencies and other stakeholders that market and promotions Indicator/Measure: % completed Maitland to potential residents, investors and Objective Target: Provide a more diverse range of visitors Objective: 15.2.2 To increase the number and aff ordable housing types across the City diversity of employment generating activities in Objective Target: Partnership opportunities developed Indicator/Measure: Complete Aff ordable Housing Central Maitland and presented Strategy and review planning controls to encourage a Objective Target: Planning controls are developed to Indicator/Measure: % take up rate (base line) greater range of housing types assist in diversity Objective: 15.1.1 To improve visitor experience Objective: 14.2.1 To maximise the benefi ts of our and movement throughout Central Maitland Indicator/Measure: Plans developed geographic location as a key foundation of our Objective Target: Increased level of customer marketing eff ort Objective: 15.2.3 To reinforce Central Maitland as satisfaction. Increase in number of visitors the focal point for governing and civic leadership Objective Target: Key messages developed and Indicator/Measure: % visitor survey (new). % increase incorporated into all marketing communications Objective Target: Central Maitland is set as the key in traffi c volume into CBD precinct for civic leadership Indicator/Measure: Messages used consistently in all collateral Indicator/Measure: Direction developed and implementation plan created and commenced

Maitland City Council Delivery Program | p 94 Objective: 15.2.4 To create the spark for new development in Central Maitland by revitalising key civic sites Objective Target: Civic Precinct revitalised Indicator/Measure: Civic precinct plan developed and implemented

Objective: 15.3.1 To better engage with the banks of the Hunter River and reveal its natural asset Objective Target: Council’s planning provides for improved opportunities and links to the Hunter River Indicator/Measure: High Street Master Plan completed

Objective: 15.3.2 To ensure that the Hunter River and its link with the region’s heritage is recognised in the revitalisation of Central Maitland Objective Target: The Levee project incorporates pubic art and interpretive signage Indicator/Measure: Public art and interpretive signage projects realised

Objective: 15.3.3 To improve activity along the River Walk Objective Target: All opportunities are pursued Indicator/Measure: At least one event utilises the river each year

Maitland City Council Delivery Program | p 95 BUDGET ALLOCATION - PROSPEROUS AND VIBRANT CITY

Council’s budget has been allocated across our fi ve themes. Expenditure and revenue for the Delivery Program for A prosperous and vibrant city is as follows:

EXPENDITURE 2017/18 REVENUE 2017/18

1.8% 0.6%

YEAR EXPENDITURE TOTAL EXPENDITURE YEAR REVENUE TOTAL REVENUE

2017/18 $2,694,000 1.8% $147,663,000 2017/18 $839,000 0.6% $147,675,000

2018/19 $1,823,000 1.1% $167,082,000 2018/19 $885,000 0.5% $167,129,000

2019/20 $1,956,000 1.4% $140,072,000 2019/20 $944,000 0.7% $140,132,000

2020/21 $1,874,000 1.4% $136,384,000 2020/21 $1,008,000 0.7% $136,450,000

Revenue sources: Rates income - CBD / Mall rates levy User fees & charges - Rezoning Other revenues - CBD events - Tourism

Maitland City Council Delivery Program | p 96 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Our transport and telecommunications infrastructure is progressive and meets the needs of contemporary businesses and our 11 Community Outcome community.

11.1 Community Strategy We will maintain existing and build new infrastructure across the City to stimulate local economic growth.

11.1.1 To ensure contemporary Assist NBN Co with the NBN rollout Assistance provided Existing Operating Manager Information, infrastructure is available program budget Communication & Technology to support the economic growth of our City through investigation, planning, advocacy and delivery Maintain relationships and Communication with targeted Existing Operating General Manager communication with State and Federal government departments and program budget Governments to ensure the City is a agencies undertaken priority area for the implementation of regional infrastructure projects The effi cient and sustainable movement of people and goods will be at the centre of transport and land use 11.2 Community Strategy planning. 11.2.1 To connect land use and Monitor the impacts of New England Impacts assessed Existing Operating Manager Infrastructure Strategy transport decisions that aff ect Highway infrastructure improvements program budget & Works Programming employment areas on key residential and employment areas

11.3 Community Strategy Accessible, connected sustainable transport options will be available across our City.

11.3.1 To improve accessibility Implement high pedestrian activity Speed zones implemented Existing Capital works Manager Infrastructure Planning to employment areas and areas speed zones (as identifi ed in program & Development Engineering economic centres MILUTS) in key centres, hospital and schools 11.3.2 To encourage transport Investigate and lobby for public Liaison with transport providers Existing Operating Manager Infrastructure Planning options compatible with transport options that support our undertaken program budget & Development Engineering the demands of workers, identifi ed activity and employment businesses and shoppers centres

Maitland City Council Delivery Program | p 97 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

12 Community Outcome A unique sense of identity and place is found within our villages, suburbs, towns and City centre.

We will maintain and develop a network of vibrant mixed-use centres, creating opportunities for business growth and new 12.1 Community Strategy services for our community. 12.1.1 To develop productive Develop an Economic Development Strategy and action plan Existing Operating Manager Marketing & partnerships with local Strategy and Action Plan for the city developed program budget Communications business and government (13.3.1) departments to maximise economic growth in activity centres 12.1.2 To strengthen activity centres Identify and program streetscape Projects completed Existing Capital works Manager Infrastructure Strategy as vibrant areas for residents, improvements at local shopping centres program & Works Programming workers and visitors Planning and partnerships will enable the residents of new and emerging suburbs and towns to connect and evolve their own 12.2 Community Strategy distinct neighbourhood spirit and character. 12.2.1 To encourage the integration Complete construction of ‘The Levee’ Construction completed Existing Grant/ Capital Executive Manager Major Projects of contemporary and Project Component 2 infrastructure program Works interesting public artworks to (River Link Building, Public Domain enliven city spaces and create Works and Public Art) (15.2.1) a vibrant public realm We will ensure planning for the City is focused on improving access to our homes, jobs and services by walking, cycling and public 12.3 Community Strategy transport. 12.3.1 To activate centres as nodes Make adequate provision for all relevant Provision of transport modes Existing Operating Manager Infrastructure Planning for active transport modes of transport in the planning for, included program budget & Development Engineering and improvement of, new and existing centres

Maitland City Council Delivery Program | p 98 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Our economy is growing and prosperous, off ering a diverse range of equitable job opportunities and commercial activities 13 Community Outcome across our City. Active partnerships will be established with employers and service providers across the City to enhance learning, training and 13.1 Community Strategy employment opportunities. 13.1.1 To identify, promote and Continue to implement Community Project implemented Existing Grant Manager Community & partner in programs that Options projects (2.4.1) program Recreation Services enhance life skills and employment opportunities

13.2 Community Strategy Our potential for sustainable local food production to meet community needs will be realised.

13.2.1 To investigate the potential Maintain agreement with Slow Food Two markets per month New initiative Operating Manager Marketing & for sustainable local food Hunter Valley to deliver markets in The budget Communications production Levee

The availability of commercial and industrial land, coupled with our geographic location, will be maximised and marketed to 13.3 Community Strategy boost Maitland’s capacity for economic growth. 13.3.1 To identify and act on all Develop an Economic Development Strategy and action plan Existing Operating Manager Marketing & avenues of marketing our city's Strategy and Action Plan for the city developed program budget Communications commercial and industrial land 13.3.2 To develop a holistic Develop an Economic Development Strategy and action plan Existing Operating Manager Marketing & understanding of the Strategy and Action Plan for the city developed program budget Communications availability and suitability of (13.3.1) commercial sites within the City and the preferred nature of development

Maitland City Council Delivery Program | p 99 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR A diverse range of commercial enterprise is actively encouraged across Maitland, including specialised retail at Greenhills and a 13.4 Community Strategy health precinct at Maitland Hospital. 13.4.1 To maintain Greenhills as a Monitor road network improvements Monitoring maintained Existing Operating Manager Infrastructure Planning & regionally signifi cant retail undertaken in Development Application program budget Development Engineering centre processes to ensure adequate traffi c management and reduced traffi c congestion within the Greenhills precinct 13.4.2 To see a master plan for the Participate in planning for a new health Planning initiated Existing Operating Manager Urban Growth new Maitland Hospital precinct precinct at Metford associated with the program budget fi nalised by the NSW State new Maitland Hospital Government

14 Community Outcome Maitland is seen as a desirable place to live, an easy place to work, a welcoming place to visit and a wise place to invest.

We will work in partnership to actively market our City and our capabilities to existing and potential residents, businesses, 14.1 Community Strategy visitors and investors. 14.1.1 To develop active and Roll out Brand Maitland guidelines to Guidelines released to Existing Operating Manager Marketing & productive cooperative business and community groups businesses and community program budget Communications partnerships with local groups businesses, community groups, government agencies and other stakeholders that market Maitland to potential residents, investors and visitors

Maitland City Council Delivery Program | p 100 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

14.2 Community Strategy We will focus on our geographic location and available infrastructure to generate business investment and growth.

14.2.1 To maximise the benefi ts Develop an Economic Development Strategy and action plan Existing Operating Manager Marketing & of our geographic location Strategy and Action Plan for the city developed program budget Communications as a key foundation of our (13.3.1) marketing eff ort

14.3 Community Strategy We will work in partnership to enhance and strengthen our events and tourism facilities.

14.3.1 To ensure our Visitor Staged implementation of actions Actions implemented Existing Operating Manager Marketing & Information Centre remains identifi ed from the review of Visitor program budget Communications contemporary and relevant Information Services 14.3.2 To establish peak body for Nil (Pending implementation of new tourism representation in the regional tourism structure) City 14.3.3 To maintain and strengthen Prepare a Destination Management Plan prepared Existing Operating Manager Marketing & Maitland as a key tourism Plan for Maitland with linkages to program budget/ grant Communications off ering in the Hunter Region the broader Hunter Destination Management Plan Manage the city’s fl agship event Events staged Existing Operating Manager Marketing & program (3.1.1) program budget Communications Work with the Morpeth business Actions implemented Existing Operating Manager Marketing & community to undertake staged program budget Communications implementation of actions identifi ed within the Morpeth Business Review and Development Plan Action Plan (3.2.3)

Maitland City Council Delivery Program | p 101 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

14.4 Community Strategy We will work to enhance accommodation off erings across the City, in particular our City centre

14.4.1 To enable new accommodation Use the Destination Management Tourism infrastructure Existing Operating Manager Marketing & to be realised through Planning process to identify gaps/needs requirements identifi ed program budget Communications planning partnerships and in relation to tourism infrastructure promotion needed to strengthen and grow the visitor economy (3.2.1)

15 Community Outcome Central Maitland is the vibrant heart of our City, engendering a strong sense of pride within the community.

We will see the CBD reclaim its place as the heart of the City, through changes to the built form and streetscapes, along with 15.1 Community Strategy active partnerships 15.1.1 To improve visitor experience Review car parking solutions for Central Review completed Existing Operating Manager Infrastructure Planning and movement throughout Maitland, as new developments are program budget & Development Engineering Central Maitland realised Continued implementation of Recommendations implemented Existing Operating Manager Marketing & recommendations from Central program budget Communications Maitland Interpretation Plan as funding permits Progressive implementation of 'The Actions implemented Existing Operating Manager Marketing & Levee' marketing plan program budget Communications 15.1.2 To recognise and respond Finalise and commence implementation Studies fi nalised Existing Operating Manager Urban Growth to fl ood risks for Central of the Paterson River Flood Study; program budget Maitland fi nalise the fl ood studies for Wallis Creek and Lochinvar Creek 15.1.3 To increase the perception Manage the streetscape and Street cleaning to adopted Existing Operating Manager Infrastructure Strategy of safety and usability of the appearance of Central Maitland through schedule; graffi ti removed within program budget & Works Programming public realm in lighting, graffi ti removal and street two working days Central Maitland cleaning

Maitland City Council Delivery Program | p 102 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR A diverse mix of residential, retail, cultural, and other services will be found in the City centre – a vibrant place to visit during the 15.2 Community Strategy day or night. 15.2.1 To contribute to the Complete construction of ‘The Levee’ Construction completed Existing Grant/ Capital Executive Manager Major establishment of ‘The Levee’ Project Component 2 infrastructure program Works Projects as a lifestyle precinct (River Link Building, Public Domain Works and Public Art) Implement actions from the Tenant Mix Actions commenced Existing Operating Manager Marketing & Strategy and Action Plan for Central program Budget Communications Maitland 15.2.2 To increase the number and Develop an Economic Development Strategy and action plan Existing Operating Manager Marketing & diversity of employment Strategy and Action Plan for the city developed program budget Communications generating activities in (13.3.1) Central Maitland 15.2.3 To reinforce Central Maitland Implement Council’s position on future Position determined and actions Existing Operating Manager Infrastructure Strategy as the focal point for Administration Facilities commenced program budget & Works Programming governing and civic leadership 15.2.4 To create the spark for new Commence development of precinct Precinct plan developed Existing Operating General Manager development in Central plan for East Central Precinct (as program budget Maitland by revitalising key identifi ed in the Central Maitland civic sites Structure Plan) (1.2.2)

Maitland City Council Delivery Program | p 103 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

15.3 Community Strategy To enhance activities along the River Walk and river banks in the CBD and Lorn

15.3.1 To better engage with the Complete construction of ‘The Levee’ Construction completed Existing Grant/ Capital Executive Manager Major Projects banks of the Hunter River and Project Component 2 infrastructure program Works reveal its natural asset (River Link Building, Public Domain Works and Public Art) (15.2.1.) 15.3.2 To ensure that the Hunter Apply relevant development controls Signifi cant built heritage retained Existing Operating Manager Development & River and its link with the that ensure retention of signifi cant built program budget Environment region's heritage is recognised heritage (1.2.4.) in the revitalisation of Central Maitland 15.3.3 To improve activity along the Identify and implement actions for Actions implemented Existing Operating Manager Marketing & River Walk incorporation of the river and environs program budget Communications into the annual program of events/ marketing/activation for Central Maitland

Maitland City Council Delivery Program | p 104 Connected & collaborative community leaders

CONNECTED AND COLLABORATIVE COMMUNITY LEADERS

Identifying, connecting and enhancing all forms of leadership across our community emerged as priorities during the development of our ten year community strategic plan. From the traditional models of leadership being vested in our elected Councillors or members of parliament at State and Federal Government levels, through to leaders in business, community and volunteer groups, our community recognises the great value of these people, and the even further potential of our leaders working together to achieve great things for the Maitland community. Council also heard a great deal from the community seeking to become more involved in Council’s own decision-making, seeking new ways to stay informed and become involved in decision- making. Council recognises the signifi cant part it has to play in facilitating both conversation and connections, as well as ensuring our management is focused on delivering services to meet the needs of the community now and in the future.

Maitland City Council Delivery Program | p 106 WHAT OUR COMMUNITY WOULD LIKE

COMMUNITY OUTCOMES AS EXPRESSED IN THE TEN YEAR COMMUNITY STRATEGIC PLAN ‘MAITLAND +10’

• Our community’s diverse leaders have been identifi ed and connected, boosting leadership capacity across the community • Meaningful, informed and genuine community participation is active in decision-making at all levels of government • Maitland City Council is effi cient and eff ective in its operations, actively listening to the community and anticipating and responding to community needs • A sustainable Council for a sustainable City

COUNCIL’S SERVICES THAT CONTRIBUTE TO MEETING COMMUNITY OUTCOMES • City Leadership

COUNCIL’S RESPONSE TO OUR COMMUNITY PRIORITIES

In developing our delivery program, Council identifi ed a range of objectives to assist in meeting community outcomes and strategy. Our focus areas include:

• Establishing meaningful connections between the community’s leaders • Remaining a strong leader and champion for the Maitland community “Why not use online forums to generate more ideas and discussion points?” survey • Providing residents with opportunities to engage with Council staff and elected representatives respondent • Ensuring decision-making is transparent, accessible and accountable • Nurturing a skilled and innovative workforce “Thank you for the opportunity to voice an opinion. More public meetings,” survey respondent Council has identifi ed 15 objectives in this area, detailed over the following pages. Specifi c actions for the 2017/18 fi nancial year are also listed. “I really liked the idea of Council connecting to the community,” resident

Maitland City Council Delivery Program | p 107 HOW WILL WE KNOW IF COUNCIL IS ON TRACK TO MEETING ITS OBJECTIVES IN THIS AREA?

Objective: 16.1.1 To identify and facilitate Objective: 16.3.1 To identify new methods and Objective: 17.2.1 To establish a coordinated opportunities for community leaders to connect opportunities for talking to the community, approach to engaging Maitland’s young people in and collaborate building on the existing profi le and methods the development of Council’s policies, plans and used by the elected Council programs Objective Target: Business networking opportunities off ered. Maitland community leaders have forged Objective Target: Provide necessary tools and Objective Target: Development of a single approach strong relationships with Council to enable collaborative resources to interact with the community. Conduct an to youth engagement for the organisation partnerships annual review of resources provided to Councillors. Indicator/Measure: Council’s youth engagement tool/ Conduct a review of the Payment of Expenses Policy Indicator/Measure: Minimum of three opportunities guide is openly available to all Council departments and off ered per year. Annual targeted survey indicates Indicator/Measure: Elected members have an used consistently as a tool/guide to develop services increasing positive connections enhanced connection with the community. Annual that are participative with Council’s young citizens review undertaken and fi ndings and recommendations Objective: 16.2.1 To build the status and standing implemented. Annual review undertaken and necessary Objective: 17.3.1 To ensure that Council’s of Council’s civic recognition programs in the changes made community communications and engagement wider community strategies are relevant and eff ective Objective: 17.1.1 To ensure community input into Objective Target: Develop a policy and protocol for Objective Target: A community that is well informed Council decision-making is regular and active, civic ceremonies, events and duties about Council initiatives and projects. The community with equitable opportunities for residents to have an improved understanding of Council’s business Indicator/Measure: Policy and Protocol is developed. share their views and activities and our city’s future direction Attendance at ceremonies & events is increased and Objective Target: The Maitland community feel they nominations received is increased Indicator/Measure: Community Survey. An increase have a say on issues that are important to the City. in the community’s understanding of Councils business, Conduct investigation and report on options for public Objective: 16.2.2 To consolidate Council’s activities and direction demonstrated through the access at Council meetings position as a strong leader and champion for the annual community survey Maitland community Indicator/Measure: An increase in online participation through Maitland Your Say from 2012/13 participation Objective: 18.1.1 To see Council’s integrated Objective Target: Provide support and assistance to numbers. Consistent and planned approach to planning and reporting recognised by the elected members in their civic duties community engagement across all Council departments community, Council and the NSW State Indicator/Measure: Elected members are satisfi ed through the use of Council’s Community Engagement Government with the assistance and support provided Framework. Investigation completed and fi ndings Objective Target: All legislative requirements set by reported to Council the Offi ce of Local Government are met and decisions that aff ect the community involve the community Objective: 17.1.2 To provide contemporary and through participation and collaboration responsive customer service to our community Indicator/Measure: Meets all legislative requirements Objective Target: To enhance the customer and reported through Councils Annual Report. experience Improved resident satisfaction with contact with Council Indicator/Measure: Annual Community Survey. User demonstrated through the annual community survey Group Survey

Maitland City Council Delivery Program | p 108 Objective: 18.2.1 To maintain eff ective and Objective: 18.3.3 To explore and maintain Objective: 19.2.1 To maintain a contemporary appropriate systems to ensure decision-making innovative corporate sponsorships and asset policy, asset strategy and management is transparent, accessible and accountable partnerships to assist in funding Council plans for all Council assets activities and services to the community Objective Target: Continue to meet legislative Objective Target: Completion of programmed requirements under the Government Information Objective Target: Partnerships established that align activities in asset management strategy (Public Access) Act (GIPA) 2009 with corporate goals Indicator/Measure: Compliance with activity targets Indicator/Measure: Council meets legislative Indicator/Measure: A least three partnerships are in obligations under the GIPA Act 2009 place for each year Objective: 19.2.2 To provide new and existing residents of Maitland with access to community, Objective: 18.3.1 To establish an organisational Objective: 19.1.1 To ensure the principles of recreation and transport infrastructure culture that supports continual improvement, sustainability underpin Council’s fi nancial, Objective Target: Community infrastructure is innovation and change to meet community needs economic, social, governance and environmental planned in line with Council’s rate and location of urban decision-making Objective Target: Council’s internal culture drives and growth enhances community and corporate outcomes Objective Target: Council considers the impacts of Indicator/Measure: Development Contributions Plans the quadruple bottom line, fi nancial, social, governance Indicator/Measure: Improve organisational culture reviewed every fi ve years and environmental impacts, when making decisions. To demonstrated through an annual internal survey identify and reduce enterprise risk. Strategic fi nancial Objective: 19.2.3 To establish a framework for planning is undertaken and provides a range of Objective: 18.3.2 To optimise collaboration with the management of Council’s operational land scenarios to meet priorities. Review Councils adopted other regional councils to maximise service holdings Revenue Strategy focusing on options for increasing provision and benefi ts to Council and the Hunter revenue. Council’s Operational budget is aligned to the Objective Target: Ensure Councils land returns are Region corporate planning structure. Draft and implement a realised Objective Target: Continue advocacy and leadership new corporate fi nance system and chart of accounts Indicator/Measure: Commercial returns for all Council at Hunter Councils on behalf of Council. As part of the Indicator/Measure: All business papers to Council properties are identifi ed and approved by Council Local Government reform in NSW provide input to the refl ect the consideration of issues of sustainability review of boundaries and service provision. Consolidate against the quadruple bottom line. Enterprise Risk fi nancial management of existing sponsorship funding Management plan is completed and actions in plan Indicator/Measure: Maitland City Council continues to are completed within the timeframes 10 year fi nancial be an active member of Hunter Regional Organisation plan is prepared with a range of scenarios. Revenue of Councils and collaborative with its member Council. Strategy is reviewed annually. Councils budget fi ts Council has made a submission to the review process. the operational needs of the organisation. The new Existing sponsorship funding is consolidated and corporate fi nance system and chart of accounts is managed eff ectively implemented

Maitland City Council Delivery Program | p 109 Objective: 19.3.1 To nurture a skilled and Objective: 19.3.2 To ensure workplace systems Objective: 19.3.3 To continue to deliver innovative workforce that delivers and processes are effi cient and eff ective contemporary waste and recycling services, optimal service meeting both legislative requirements and Objective Target: Review of the Assets & community needs Objective Target: Professional, contemporary human Infrastructure Group. Council works to integrate resource management practices are widely understood systems for all and meet or exceed industry Objective Target: Contemporary waste and recycling and embedded into operational systems, procedures benchmarks. All Council employees have the tools and services delivered and processes. The organisation’s leaders with the skills to do their job. Development of a new council Indicator/Measure: Biennial Community Survey support of staff embed WHS practices into work website to enhance functionality and access to Councils systems and practices. The employment relationship is website. Provide an eff ective Corporate Information Objective: 19.3.4 To contribute to emergency collaborative and cooperative. System. Securely manage Councils mobile devices. planning and management for the City of Enhance data and infrastructure management to make Indicator/Measure: 80% of general staff enquiries Maitland it easier to contact people. To mitigate redundancy in are resolved by line leadership. Staff are aware of and the IT network. Enhance the administration of desktop Objective Target: Continued engagement with local understand the HRM practices of the organisation. devices. Council complies with statutory requirements emergency management agencies using the agreed 100% of new staff have attended formal induction within meeting and communication process 8 weeks of commencement. Indicator/Measure: Review completed in accordance Manual handling injuries/incidents are reduced by with project plan. Council meets or exceeds industry Indicator/Measure: Summary report to Council 20% Voluntary well-being program participation benchmarks for specifi c workplace systems and on activities of participation in Local Emergency rates increase by 20%. Noise assessments have been processes . Council employees work in partnership on Management Committee (LEMC) activities completed on identifi ed high risk tasks. Task analysis major projects and participate in internal corporate has been completed on identifi ed high risk manual surveys and through industry benchmarking. handling tasks. Current contractors and volunteers There is an increase in users accessing the website and have been inducted. Existing plant types/models have there is an increase in functionality. been assessed for ergonomic fi tness. Line leaders Feedback from users is positive. User acceptance. are aware of their WHS obligations and capable of Increase in effi ciency measured against Civil. Mobile managing workplace health & safety. 85% of line Device Management plan has been implemented. leaders proactively manage performance issues in their Infrastructure availability is greater than 90%. User department feedback and enhanced integration with Microsoft products. The infrastructure fail over works. User acceptance and time taken for desktop replacement is reduced. Information Strategy is reviewed and updated

Maitland City Council Delivery Program | p 110 BUDGET ALLOCATION - CONNECTED AND COLLABORATIVE COMMUNITY LEADERS Council’s budget has been allocated across our fi ve themes. Expenditure and revenue for the Delivery Program For Connected and collaborative community leaders is as follows

EXPENDITURE 2017/18 REVENUE 2017/18

13.3% 50.4%

YEAR EXPENDITURE TOTAL EXPENDITURE YEAR REVENUE TOTAL REVENUE

2017/18 $19,697,000 13.3% $147,663,000 2017/18 $74,467,000 50.4% $147,675,000

2018/19 $23,850,000 14.3% $167,082,000 2018/19 $83,987,000 50.3% $885,000

2019/20 $24,426,000 17.4% $140,072,000 2019/20 $87,130,000 62.2% $140,132,000

2020/21 $26,979,000 19.8% $136,384,000 2020/21 $83,911,000 61.5% $136,450,000

Revenue sources: Rates revenue Grants & contributions - Financial assistance grant, Pensioner rebates Interest revenue

Maitland City Council Delivery Program | p 111 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

16 Community Outcome Our community’s diverse leaders have been identifi ed and connected, boosting leadership capacity across the community.

Mechanisms will be developed to see our community’s leaders connected and collaborating to deliver best possible results for the 16.1 Community Strategy community. 16.1.1 To identify and facilitate Ensure Council hosted 'business Functions staged Existing Operating Manager Marketing & opportunities for community leaders' functions deliver maximum program budget Communications leaders to connect and benefi ts to Council and the business collaborate community Off er networking opportunities for Networking opportunities staged Existing Operating Manager Marketing & tourism and Central Maitland traders program budget Communications to facilitate connections and identify partnering opportunities

16.2 Community Strategy Maitland City Council’s leadership and decision-making will refl ect the diversity of our community.

16.2.1 To build the status and Promotion of Council’s civic recognition 5% improvement in nominations Existing Operating General Manager standing of Council's civic programs for programs program budget recognition programs in the wider community 16.2.2 To consolidate Council's Provide relevant and appropriate Support provided Existing Operating Group Manager position as a strong leader support for elected representatives program budget Administration & Governance and champion for the Maitland community Advocate to higher levels of government Advocacy maintained Existing Operating General Manager on behalf of the Maitland community program budget

Maitland City Council Delivery Program | p 112 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR There will be increased community awareness of Council’s elected leaders, with a range of new ways for the community to talk to 16.3 Community Strategy them 16.3.1 To identify new methods Undertake an annual review of Review completed Existing Operating Manager Governance & and opportunities for talking resources provided to Councillors and program budget Information Services to the community, building adopt reviewed policy on the existing profi le and methods used by the elected Council

17 Community Outcome Meaningful, informed and genuine community participation is active in decision-making at all levels of government.

Contemporary models of community engagement will be explored and utilised to ensure local decision-making processes are in 17.1 Community Strategy keeping with community expectations. 17.1.1 To ensure community input Broaden the use of citizen engagement Maitland Your Say enhanced and Existing Operating Engagement & into Council decision-making online via ‘Maitland Your Say’ across the promoted program budget Customer Relations Specialist is regular and active, with organisation equitable opportunities for residents to share their views Build expertise and champion citizen Improved citizen engagement Existing Operating Engagement & engagement across the organisation program budget Customer Relations Specialist Provide opportunities for citizen input Community input is welcomed and Existing Operating Engagement & into Council policies, projects and measured program budget Customer Relations Specialist actions 17.1.2 To provide contemporary and Implement Council’s Citizen Services Actions commenced Existing Operating Engagement & responsive customer service Strategy program budget Customer Relations Specialist to our community

Maitland City Council Delivery Program | p 113 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR

17.2 Community Strategy Young people will be actively engaged in the development of plans and programs that impact on the City’s young people.

17.2.1 To establish a coordinated Engage young people as key target Council initiatives incorporated Existing Operating Engagement & approach to engaging audience in the development of Council view of young people program budget Customer Relations Specialist Maitland's young people in initiatives, and promote opportunities the development of Council's to the broader community policies, plans and programs Council’s communication with the community will be enhanced to ensure community awareness and understanding of the role 17.3 Community Strategy Council plays in everyday life in our City. 17.3.1 To ensure that Council’s Further embed a coordinated approach Citizen participation maximised Existing Operating Engagement & Community communications to corporate engagement designed program budget Customer Relations Specialist strategies are relevant and to maximise citizen participation in eff ective Council’s decision making Develop and implement service based Strategy developed and Existing Operating Manager Marketing & marketing and communication implemented program budget Communications strategies to meet expectations of the relevant target audience Continual implementation of the three Implementation fi nalised Existing Operating Manager Marketing & brand strands of Brand Maitland are program budget Communications brought on line Develop a new customer and New website developed Existing Operating Manager Marketing & community-focused corporate program budget Communications website Implement corporate communications Action plan implemented Existing Operating Manager Marketing & strategy for internal and external program budget Communications communications

Maitland City Council Delivery Program | p 114 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Maitland City Council is effi cient and eff ective in its operations, actively listening to the community and anticipating and 18 Community Outcome responding to community needs.

18.1 Community Strategy Council’s planning is integrated and long-term, based on community desires expressed in the ten year community strategic plan.

18.1.1 To see Council’s integrated Ensure the review of ‘Maitland +10’ Engagement activities are staged Existing Operating Engagement & planning and reporting remains in line with our citizens program budget Customer Relations Specialist recognised by the community, aspirations and needs Council and the NSW State Government Undertake annual planning, reporting Annual planning responsibilities Existing Operating Corporate Strategy & and performance responsibilities which met program budget Performance meet community expectations and drive an effi cient and eff ective Council Implement required changes to Changes implemented as required Existing Operating Corporate Strategy & Council’s Planning, Reporting and program budget Performance Performance Framework in response to the amended NSW Local Government Act Manage the development of Council’s Planning responsibilities met Existing Operating Corporate Strategy & Delivery Program and Resourcing program budget Performance Strategy

18.2 Community Strategy Council’s decision-making is transparent, accessible and accountable.

18.2.1 To maintain eff ective and Actively communicate the principles and Good governance maintained Existing Operating Manager Governance & appropriate systems to practices of good governance program budget Information Services ensure decision-making is transparent, accessible and accountable

Maitland City Council Delivery Program | p 115 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Ensure Council information is managed Best practice and legal compliance Existing Operating Manager Governance & in accordance with legislation and best maintained program budget Information Services practice Proactively seek and identify funding Funding identifi ed and applied for Existing Operating Manager Governance & opportunities for Council and provide program budget Information Services support to departments throughout the grant management process

18.3 Community Strategy Council will continually review its service provision to ensure best possible outcomes for the community.

18.3.1 To establish an organisational Manage Council’s Productivity Action plan managed Existing Operating Corporate Strategy & culture that supports Improvement Action Plan (19.3.2) program budget Performance continual improvement, innovation and change to meet community needs 18.3.2 To optimise collaboration Advocacy and leadership at Hunter Collaborative and integrated Existing Operating General Manager with other regional councils Councils achieves integrated and outcomes delivered program budget to maximise service provision collaborative outcomes and benefi ts to Council and the Hunter Region Participate in and deliver the outcomes Outcomes delivered Existing Operating General Manager of the NSW Government’s ‘Fit for program budget the Future’ local government reform framework in relation to Maitland

Maitland City Council Delivery Program | p 116 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR 18.3.3 To explore and maintain Increase sponsorship for fl agship event Sponsors identifi ed Existing Operating Manager Marketing & innovative corporate program (3.1.1) program budget Communications sponsorships and partnerships to assist in funding Council activities and services to the community

19 Community Outcome A sustainable Council for a sustainable City.

A strong focus on fi nancial, economic, social and environmental sustainability will fl ow through all of Council’s strategies, plans 19.1 Community Strategy and decision-making. 19.1.1 To ensure the principles Carry out general accounting processes, Accounting processes undertaken Existing Operating Manager Finance of sustainability underpin including maintaining the ledger and program budget Council's fi nancial, economic, preparation of reconciliations and social and environmental reports decision-making Review Council’s adopted Revenue Strategy reviewed Existing Operating Manager Finance Strategy and LTFP, with a particular program budget focus on options for increasing revenue Undertake the annual review of rate Review completed and rating Existing Operating Manager Finance income and apportionment across all structure adopted program budget rate categories Undertake strategic fi nancial planning - Long term fi nancial plan prepared Existing Operating Manager Finance including a range of scenarios to meet and reviewed program budget priorities Identify existing service benchmarks for Benchmarks identifi ed Existing Operating Manager Finance common service areas of Council, in line program budget with OLG performance measurement process

Maitland City Council Delivery Program | p 117 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Monitor Council’s new corporate System reviewed and appropriate Existing Operating Manager Finance fi nance system and Chart of Accounts reports produced program budget to ensure accuracy of data and reports produced Undertake review of insurances Review completed Existing Operating Coordinator Professional program budget Services The management of Council’s assets will be long term and focused on meeting the needs of the community now, and into the 19.2 Community Strategy future. 19.2.1 To maintain a contemporary Staged implementation of masterplan Masterplan implemented Existing Operating Manager Infrastructure asset policy, asset strategy for Council’s works depot to ensure program budget Projects & Building Services and management plans for all sustainable future development of this Council assets facility Provide input and align the internal Resources aligned Existing Operating Manager Infrastructure resources required to plan and deliver program budget Strategy & Works Programming infrastructure on a short, medium and long term basis Review and monitor strategy and plans Review completed Existing Operating Manager Infrastructure annually program budget Strategy & Works Programming 19.2.2 To provide new and existing Produce an integrated Capital Works Program produced Existing Operating Manager Infrastructure residents of Maitland with Program derived from the Asset program budget Strategy & Works Programming access to community, Management Strategy, S94 plans, and recreation and transport community priorities (4.1.1) infrastructure

Maitland City Council Delivery Program | p 118 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR 19.2.3 To establish a framework for Identify options for potential asset sales, Options identifi ed Existing Operating Manager Community & the management of Council’s of community land program budget Recreation operational land holdings

19.3 Community Strategy Council’s workforce, systems and processes will support high performance and optimal service delivery for our community.

19.3.1 To nurture a skilled and Implement priority work health and Programs implemented Existing Operating Work Health & Safety Specialist innovative workforce that safety actions supported by procedures program budget delivers optimal service to ensure consistency and compliance with legislation Work health and safety and well-being Education programs off ered to Existing Operating Work Health & Safety Specialist education and awareness programs are staff program budget delivered to staff Develop and deploy a whole of Program implemented Existing Operating Workforce Development organisation talent development program budget Specialist program that ensures Council’s workforce is fl exible, capable and available to deliver community-focused services and outcomes Develop frameworks, policies and Council’s corporate documents are Existing Operating Workforce Development protocols that are operationally focused consistent and compliant program budget Specialist and that support management in ensuring compliance and consistency Implement a performance development Framework implemented Existing Operating Workforce Development and support framework for program budget Specialist coordinators and team leaders that is focused on the acquisition and use of technical supervisory skills

Maitland City Council Delivery Program | p 119 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Implement a new Human Resource HRIS implemented Existing Operating Workforce Development Information System program budget Specialist 19.3.2 To ensure workplace systems Develop and implement a new intranet Intranet developed and Existing Operating Manager Information, and processes are effi cient to enhance knowledge management implemented program budget Communication & Technology and eff ective Ensure the corporate Information Reviews completed and changes Existing Operating Manager Information, System is continuously reviewed and made program budget Communication & Technology improved and the processes that support Records and Information Management meet community and statutory requirements Continued development of the new Effi ciency promoted Existing Operating Manager Information, corporate system (Horizon) to promote program budget Communication & Technology effi ciencies Staged implementation of additional Implementation Existing Operating Manager Infrastructure amenity areas for works staff commenced program budget Construction & Maintenance throughout the city area Deliver depot and workshop services to Services meet needs Existing Operating Manager Infrastructure meet operational needs program budget Projects & Building Services Manage and monitor corporate systems Corporate systems support the Existing Operating Corporate Strategy & for organisational process and organisation program budget Performance performance improvement Implement priority Information Implementation commenced Existing Operating Manager Information, Communication Technology initiatives program budget Communication & Technology Identify and centralise management Identifi cation commenced Existing Operating Manager Marketing & of advertising opportunities off ered by program budget Communications Council events and facilities (Including bus, shelters, hoardings etc)

Maitland City Council Delivery Program | p 120 DELIVERY PROGRAM OBJECTIVE PERFORMANCE 2017/18 ACTION STATUS FUNDING RESPONSIBILITY 2013-2018 INDICATOR Complete implementation of electronic Implementation Existing Operating Manager Infrastructure fi eld documentation, incorporating completed program budget Construction & Maintenance purchase of hardware, software and staff training 19.3.3 To continue to deliver Implementation of outcomes of Waste Implementation Existing Operating Manager Development & contemporary waste and Management Strategy which may commenced program budget Environment recycling services, meeting include business partnering, capital both legislative requirements venture or combination of actions to and community needs improve the management of waste 19.3.4 To contribute to emergency Ensure emergency preparedness, Council prepared Existing Operating Manager Infrastructure planning and management for response and recovery through regular program budget Construction & Maintenance the City of Maitland liaison with local emergency services and support agencies

Maitland City Council Delivery Program | p 121 Capital Works Program 2017 - 21

CAPITAL WORKS 2017 - 21

MAJOR PROJECTS...... 126

ROAD WORKS - MAJOR RECONSTRUCTIONS...... 127 ROAD WORKS - REHABILITATION...... 130 ROAD RESURFACING...... 131

BRIDGE & GUARDRAIL WORK ...... 134 DRAINAGE WORKS...... 135

TRAFFIC FACILITIES...... 136 CARPARK REFUSBISHMENTS...... 138

FOOTPATH CONSTRUCTION...... 139 FOOTPATH REFURBISHMENTS...... 140 ACCESS PRIORITY PROGRAM...... 141

CYCLEWAY WORKS...... 142 BUILDING WORK...... 143 RECREATION WORKS...... 146

Maitland City Council Delivery Program | p 123 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 MAJOR PROJECTS

The following projects will be progressed in the 2017/18 year.

SUBURB LOCATION PROJECT DESCRIPTION TOTAL PROJECT ESTIMATE* Maitland High Street Maitland Regional Sportsground Complex – Athletics Track $10,500,000 (part HIFF grant) Maitland High Street The Levee - Stage 2 (Resources for Regions grant, Council) $10,170,000 Maitland Athel D’Ombrain Drive (east) Reconstruction of roads and intersections (Building Better Regional Cities $18,000,000 grant, transport for NSW grant and borrowings) Gillieston Heights Redwood Drive Community facility (S94 Funded) $4,000,000 East Maitland Mount Vincent Road Waste Transfer Station (reserve, borrowings, domestic waste charge) $18,100,000 TOTAL $60,770,000 *Projects delivered over multiple years

Maitland City Council Delivery Program | p 124 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 ROAD WORKS – MAJOR RECONSTRUCTIONS

Projects selected for inclusion in this programme are roads where the pavement is near the end of its life and rehabilitation is not an option. Also roads requiring upgrade to an appropriate standard.

The allocation includes; • Roads to Recovery (R2R) - Projects are typically roads of signifi cance and/or of high use • Rural Reconstruction - focus on the rural road network • Urban Local Roads (ULR) - Projects are typically collector and distributor type roads • Regional Repair Program - funding aimed at the Regional Road network. • New Works Urban - other roads categories requiring reconstruction and/or kerb Future funding, may vary due to the availability of SRV and Sec 94 funds for each fi nancial year.

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 Berry Park McFarlanes Road Progressive $600,000 2017/18 Bishops Bridge Wollombi Road Bridge to LGA Boundary $1,050,000 2017/18 Bolwarra Heights April Circuit Progressive $400,000 2017/18 Citywide Citywide Advanced investigations and design $150,000 2017/18 East Maitland Fieldsend Street Progressive $300,000 2017/18 East Maitland Lawes Street Brunswick to Alliance $700,000 2017/18 Maitland Allan Walsh Drive Shoulder construction - south of Ken Tubman $100,000 2017/18 Maitland Bulwer Street Ken Tubman to Elgin $300,000 2017/18 Maitland Mount Pleasant Street New England Highway to culvert $550,000 2017/18 Raworth - Regional Road Morpeth Road Regional repair Project - culvert east of Raworth $450,000 2017/18 Thornton Haussman Drive Slip lane construction $100,000 2017/18 Thornton Taylor Avenue Bunbury to Haussman $600,000 2017/18 Thornton Thomas Coke Drive Various sections $600,000 2017/18 Various Luskintyre Road Progressive near Maitland Vale Road $450,000 2017/18 Various Maitland Vale Road Progressive near Dickenson Road $650,000 2017/18 Various Operational infrastructure Plant and facilities $300,000 2017/18 Various Extended resurface program Increase surfacing and drainage program $875,000 2017/18 Woodberry Woodberry Road Road reserve widening $100,000 TOTAL $8,275,000

Maitland City Council Delivery Program | p 125 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2018/19 Subject to future budget, constraints and opportunities 2018/19 Citywide Citywide Advanced investigations and design $100,000 2018/19 East Maitland Brunswick Street Fieldsend to Lawes $1,100,000 2018/19 East Maitland Melbourne Street New England Highway to Brisbane $2,000,000 2018/19 East Maitland Page Street Widening $600,000 2018/19 Lorn Glenarvon Road Widening and kerb $250,000 2018/19 Regional Road - TBA Regional Road Regional repair project $450,000 2018/19 Thornton Haussman Drive Major reconstruction (Sec 94) $4,000,000 2018/19 Thornton Taylor Avenue Progressive $800,000 2018/19 Various Duckenfi eld Road Progressive $400,000 2018/19 Various Luskintyre Road Progressive $500,000 2018/19 Various Maitland Vale Road Progressive $500,000 2018/19 Various Various Extended rehabilitation/resurface program $1,200,000 2018/19 Various Operational infrastructure Plant and facilities $300,000 2018/19 Woodberry Woodberry Road Progressive $600,000 TOTAL $12,800,000 2019/20 Subject to future budget, constraints and opportunities 2019/20 Citywide Citywide Advanced investigations and design $100,000 2019/20 East Maitland Brisbane Street Melbourne to William $850,000 2019/20 East Maitland Hunter Street Progressive reconstruction $500,000 2019/20 East Maitland Melbourne Street Brisbane to Adam $250,000 2019/20 East Maitland - Regional Road Morpeth Road Regional repair project - John to Thompson $900,000 2019/20 Rutherford Regiment Road Buffi er to Logan $500,000 2019/20 Thornton Thomas Coke Drive Various sections $400,000

Maitland City Council Delivery Program | p 126 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2019/20 Various Citywide Minor road reconstruction $500,000 2019/20 Various Duckenfi eld Road Progressive $600,000 2019/20 Various Luskintyre Road Progressive $600,000 2019/20 Various Maitland Vale Road Progressive $600,000 2019/20 Various Operational infrastructure Plant and facilities $600,000 2019/20 Various Various Extended rehabilitation/resurface program $1,500,000 2019/20 Woodberry Various minor street Progressive $500,000 TOTAL $8,400,000 2020/21 Subject to future budget, constraints and opportunities 2020/21 Aberglasslyn Aberglasslyn Road Hampton to Aberglasslyn Lane $600,000 2020/21 Allandale Allandale Road Hampton to Aberglasslyn Lane $1,200,000 2020/21 East Maitland Hunter Street Progressive reconstruction $500,000 2020/21 East Maitland Various minor street Progressive $750,000 2020/21 Regional Road - TBA Regional Road Regional repair project $450,000 2020/21 Telarah Various minor street Progressive $500,000 2020/21 Various Duckenfi eld Road Progressive $600,000 2020/21 Various Luskintyre Road Progressive $600,000 2020/21 Various Maitland Vale Road Progressive $600,000 2020/21 Various Operational infrastructure Plant and facilities $1,000,000 2020/21 Various Various Extended rehabilitation/resurface program $1,800,000 2020/21 Woodberry Various minor street Progressive $500,000 TOTAL $9,100,000

Maitland City Council Delivery Program | p 127 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 ROAD WORKS – REHABILITATION

Road rehabilitation is an important treatment in renewing road pavement and surfaces. It corrects road deformation and increases pavement strength. Typically the treatment is applied once a reseal treatment is not feasible and the pavement reaches prescribed intervention levels. Treatments include in-situ stabilisation, tine and add gravels and gravel overlays. The process reuses the existing materials and can signifi cantly increase the service level on both a single road and whole of network perspective. It is signifi cantly less expensive than full reconstruction and is a preferred option if viable. Council uses a pavement management system to assist in road management.

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 Various Citywide Project investigation - design, testing and preparation $100,000 2017/18 Rutherford Denton Park Drive Adam to Kelly $295,000 2017/18 Telarah Bligh Street Brooks to South $160,000 2017/18 Gillieston Heights Ryans Road Kiah to Gillieston $85,000 2017/18 Bolwarra Paterson Road Over Levee to Westbourne $265,000 2017/18 Aberglasslyn Oakhampton Road House No 502 to Heath $65,000 2017/18 Thornton Pepler Place Pepler to John Arthur $115,000 2017/18 East Maitland Brunswick Street Turnbull to Mt Vincent $170,000 2017/18 East Maitland Burg Street New England Highway to Rous $270,000 2017/18 Maitland High Street Traffi c lights to Belmore Bridge $170,000 2017/18 Rutherford Walter Street New England Highway to Queen $165,000 TOTAL $1,860,000 2018/19 Subject to future budget, constraints and opportunities 2018/19 Various Citywide Determined from pavement system $1,700,000 TOTAL $1,700,000 2019/20 Subject to future budget, constraints and opportunities 2019/20 Various Citywide Determined from pavement system $1,900,000 TOTAL $1,900,000 2020/21 Subject to future budget, constraints and opportunities 2020/21 Various Citywide Determined from pavement system $2,000,000 TOTAL $2,000,000

Maitland City Council Delivery Program | p 128 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 ROAD RESURFACING Road resurfacing is an important treatment in prolonging the life of the pavement. It covers cracks and prevents water from entering the pavement. Timing is very important and typically the treatment is applied before noticeable pavement deterioration. Treatments include bitumen/chip seals, mill and asphalt, “liquid” road and micro asphalt. Council uses a pavement management system to assist in road management.

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 Ashtonfi eld Chisholm Road Chisholm and South Seas roundabout $80,000 2017/18 Ashtonfi eld Heron Close Lindeman to end $4,700 2017/18 Ashtonfi eld Midway Close Adele to end $8,000 2017/18 East Maitland Banks Street Brisbane to Adams $15,600 2017/18 East Maitland Chisholm Road Worcester to Mitchell $67,000 2017/18 East Maitland Edgeworth Street New England Highway to Park $8,400 2017/18 East Maitland Eyre Street Perth to Perth $5,700 2017/18 East Maitland George Street Rous to Brisbane $32,900 2017/18 East Maitland Karleym Court Turnbull to end $4,700 2017/18 East Maitland Mudan Court Turnbull to end $3,900 2017/18 East Maitland Park Street Brisbane to Flinders $24,300 2017/18 East Maitland Perth Avenue Eyre to House No 55 $11,100 2017/18 Farley Old North Road Driveway - House No 44 to culvert $57,700 2017/18 Lorn Allan Street Roxburgh to Melrose $8,200 2017/18 Lorn Allan Street Belmore to Roxburgh $9,500 2017/18 Lorn Edward Street Short to end $3,000 2017/18 Lorn Roxburgh Street Brisbane to Nillo $19,500 2017/18 Lorn Sharkies Lane Belmore to Roy (seal) $26,800 2017/18 Maitland Allan Walsh Drive Ken Tubman and Allan Walsh Roundabout $80,000 2017/18 Maitland Allan Walsh Drive Roundabout to roundabout $190,900 2017/18 Maitland Bonar Street High to Ledsam $4,200

Maitland City Council Delivery Program | p 129 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 Maitland Bull Street High to end $13,400 2017/18 Maitland Church Street Ken Tubman to High $52,500 2017/18 Maitland High Street High and Ken Tubman Roundabout $80,000 2017/18 Maitland High Street High and Anlaby Roundabout $80,000 2017/18 Maitland High Street Hospital roundabout to Long Bridge $229,500 2017/18 Maitland Ken Tubman Drive Ken Tubman and Church Roundabout $80,000 2017/18 Maitland Ken Tubman Drive Roundabout to High $118,100 2017/18 Maitland Regent Street High to Bonar Street $39,500 2017/18 Maitland Wolfe Street Hannan to end $8,300 2017/18 Metford Grevillea Drive Willow to Chelmsford $10,600 2017/18 Millers Forest Duckenfi eld Road Martins Wharf to Scotch Creek $34,700 2017/18 Millers Forest Martins Wharf Road Raymond Terrace to House No 162 $35,000 2017/18 Oakhampton Oakhampton Road Scobies to House No 502 $216,800 2017/18 Oakhampton Heights Willards Lane Scobies to end (Gate) $4,900 2017/18 Phoenix Park Hinton Road Lawlers to Hunter River $76,000 2017/18 Rutherford Compton Street Weblands to Bunning $25,300 2017/18 Rutherford Dee Street Brooks to end $11,800 2017/18 Rutherford Fahey Street Clyde to Kennedy $21,500 2017/18 Rutherford Kenvil Close Marlborough to end $3,300 2017/18 Rutherford Marlborough Street Regiment to Regiment $51,300 2017/18 Rutherford Mountbatten Close Marlborough to End $4,400 2017/18 Rutherford Neville Street Wollombi to Arthur $24,800 2017/18 Rutherford Parlin Close Marlborough to End $6,000 2017/18 Rutherford Scott Street Second to Alexandra $12,100 2017/18 Rutherford Sirius Street Endeavour to Hague $23,200 2017/18 Rutherford Verge Street Taree to New England Highway $17,500 2017/18 South Maitland Rose Street Start of seal to Blomfi eld $7,000

Maitland City Council Delivery Program | p 130 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 Telarah Bligh Street Lismore to Brooks $65,000 2017/18 Telarah Ivor Street Telarah to Thomas $14,000 2017/18 Tenambit Metford Road Ribee to Tank $87,400 2017/18 Thornton Thornton Road Glenwood to Huntingdale $237,600 2017/18 Various Advanced Preparation Works Citywide $100,000 2017/18 Various Various - rejuvenations Various $100,000 2017/18 Woodberry Bangalay Close Michael Hill To end $4,100 2017/18 Woodberry Lawson Avenue Dalwood To Frewin $210,000 2017/18 Woodberry Michael Hill Avenue Bangalay To Woodbine $10,100 2017/18 Woodberry Michael Hill Avenue Woodbine to end $9,200 2017/18 Woodberry Woodbine Close Michael Hill to end $4,000 TOTAL $2,795,000 2018/19 Subject to future budget, constraints and opportunities 2018/19 Various Citywide Determined from pavement system $2,000,000 TOTAL $2,000,000 2019/20 Subject to future budget, constraints and opportunities 2019/20 Various Citywide Determined from pavement system $2,000,000 TOTAL $2,000,000 2020/21 Subject to future budget, constraints and opportunities 2020/21 Various Citywide Determined from pavement system $2,000,000 TOTAL $2,000,000

Maitland City Council Delivery Program | p 131 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 BRIDGE AND GUARDRAIL WORK – CONSTRUCTON, REPAIRS AND REFURBISHMENTS

The bridge works programme is determined from an inspection and testing regime with the goal of minimising structural deterioration and improving the overall condition of the existing bridge stock. Typical activities include major repairs, rehabilitation and replacement of components such as guardrail, girders, joints and decks. In addition Councils bridges are gradually being upgraded or replaced when required.

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 Various Various City wide guard rail improvements progressive $10,000 2017/18 Various Bridge element renewal Based on Level II inspections $151,000 TOTAL $161,000 2018/19 Subject to future budget, constraints and opportunities 2018/19 Various Bridge element renewal Based on Level II inspections $58,000 TOTAL $58,000 2019/20 Subject to future budget, constraints and opportunities 2019/20 Various Bridge element renewal Based on Level II inspections $50,000 2019/20 Various Level 2 bridge inspection Structural and visual assessment $35,000 TOTAL $85,000 2020/21 Subject to future budget, constraints and opportunities 2020/21 Various Bridge element renewal Based on Level II inspections $160,000 TOTAL $160,000

Maitland City Council Delivery Program | p 132 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 DRAINAGE WORKS

The drainage program is designed to improve drainage systems by the modifi cation, repair and replacement of drainage infrastructure. The works are determined by catchment studies, condition assessments and customer requests. The program also improves environmental issues such as detention and water quality. The program is complemented by routine maintenance and the storm water management charge.

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 East Maitland Day Street Works based on fl ood event investigations $215,000 2017/18 East Maitland Alliance Street Works based on fl ood event investigations $25,000 2017/18 Chisholm Forest Drive Local surface drain adjustments $95,000 2017/18 East Maitland Worcester Drive Local surface drain adjustments $98,000 2017/18 Maitland Sempil Street fl oodgate Modifi cation of fl oodgate $175,000 2017/18 Aberglasslyn Silky Oak Drive Drainage pipe installation $75,000 TOTAL $683,000 2018/19 Subject to future budget, constraints and opportunities 2018/19 Citywide Citywide Works based on fl ood event investigations $550,000 2018/19 Citywide Citywide Camera investigation of catchment $50,000 TOTAL $600,000 2019/20 Subject to future budget, constraints and opportunities 2019/20 Citywide Citywide Works based on fl ood event investigations $578,000 2019/20 Citywide Citywide Camera investigation of catchment $50,000 TOTAL $628,000 2020/21 Subject to future budget, constraints and opportunities 2020/21 Citywide Citywide Works based on fl ood event investigations $578,000 2020/21 Citywide Citywide Camera investigation of catchment $50,000 TOTAL $628,000

Maitland City Council Delivery Program | p 133 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 TRAFFIC FACILITIES

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 Citywide Bus shelters / stop Install new bus shelters and progressively adjust set $208,000 down areas 2017/18 Citywide Linemarking - Remark of road network $200,000 2017/18 Largs Dunmore / Paterson Road Investigate, design and acquisition $120,000 Intersection 2017/18 Rutherford Rutherford Shopping Centre High pedestrian area - 40km zone $85,000 2017/18 Various Traffi c facilities Prescribed traffi c control devices through Traffi c $50,000 Committee TOTAL $663,000 2018/19 Subject to future budget, constraints and opportunities 2018/19 Citywide Bus shelters / stops Install new bus shelters and progressively adjust set $200,000 down areas 2018/19 Citywide Linemarking Remark of road network (including thermo) $500,000 2018/19 Various Traffi c projects TBA $105,000 2018/19 Various Traffi c investigation / installation TBA $85,000 2018/19 Various Traffi c facilities Prescribed traffi c control devices through Traffi c $50,000 Committee TOTAL $940,000 YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE

Maitland City Council Delivery Program | p 134 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21

2019/20 Subject to future budget, constraints and opportunities 2019/20 Citywide Bus shelters / stops Install new bus shelters and progressively adjust set $500,000 down areas 2019/20 Citywide Linemarking Remark of road network (Including thermo) $200,000 2019/20 Various Traffi c investigation / installation TBA $110,000 2019/20 Various Traffi c facilities Prescribed traffi c control devices through Traffi c $50,000 Committee TOTAL $860,000 2020/21 Subject to future budget, constraints and opportunities 2020/21 Citywide Bus shelters / stops Install new bus shelters and progressively adjust set $250,000 down areas 2020/21 Citywide Linemarking Remark of road network (including RPM’s) $420,000 2020/21 Various Traffi c investigation / installation TBA $110,000 2020/21 Various Traffi c facilities Prescribed traffi c control devices through Traffi c $50,000 Committee TOTAL $830,000

Maitland City Council Delivery Program | p 135 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 CARPARK REFURBISHMENTS

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 Maitland Depot Car park Car park extension $150,000 2017/18 Maitland Denman Street Car park refurbishment $30,000 TOTAL $180,000

2018/19 Subject to future budget, constraints and opportunities 2018/19 Maitland St Andrews Street Reconstruction $180,000 TOTAL $180,000

2019/20 Subject to future budget, constraints and opportunities 2019/20 City Wide Various Repairs and resurfacing $180,000 TOTAL $180,000

2020/21 Subject to future budget, constraints and opportunities 2020/21 City Wide Various Repairs and resurfacing $180,000 TOTAL $180,000

Maitland City Council Delivery Program | p 136 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 FOOTPATH CONSTRUCTION

Program to establish footpath in older areas that current standards now warrant. Generally projects are investigated and prioritised based on factors such as usage, connectivity, safety and evidence of need. Also, footpath should only be installed on one side of the road unless there are safety /usage issues.

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 Ashtonfi eld South Seas Drive & Galway Bay Airlie Street (North-West) to the Shamrock Hill Day- $280,000 Drive care Centre (Galway Bay Dr) 2017/18 Ashtonfi eld South Seas Drive New England Highway to Adele (West side) $285,000 2017/18 Raworth Morpeth Road Edward to Tank $300,000 2017/18 East Maitland Lindesay Street Rolleston to King (south side) $80,000 TOTAL $945,000 2018/19 Subject to future budget, constraints and opportunities 2018/19 Bolwarra Paterson Road Bolwarra to Hunterglen stage 1 $220,000 2018/19 Aberglasslyn Weblands Street Denton Park to Budgeree $350,000 2018/19 East Maitland Rolleston Street Lindesay to Cumberland $100,000 TOTAL $670,000 2019/20 Subject to future budget, constraints and opportunities 2019/20 Rutherford Wollombi Road Tannant to Regiment (west side) $150,000 2019/20 Aberglasslyn Budgeree Drive Weblands to Peppertree (south side) $115,000 2019/20 East Maitland The Boulevarde South side $115,000 2019/20 Raworth Canterbury Drive Tank to Jenna $190,000 TOTAL $570,000 2020/21 Subject to future budget, constraints and opportunities 2020/21 Ashtonfi eld South Seas Drive New England Highway to Adele (south side) $250,000 2020/21 Bolwarra Paterson Road Bolwarra to Hunterglen stage 1 $250,000 2020/21 Metford Lowe Street House No 16 to Ferraby $70,000 TOTAL $570,000

Maitland City Council Delivery Program | p 137 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 FOOTPATH REFURBISHMENTS - REPLACEMENT OF EXISTING FOOTPATH

The footpath refurbishment program is based on risk management and level of service principles. A broad range of remediation techniques are used ranging from minor adjustments to full replacement. The Footpath/Cycleway network has been surveyed for defects and a risk management protocol adopted. Reactive footpath repairs are also done under routine maintenance allocations.

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 East Maitland Lawes Street East Maitland shops (sec94A) $100,000 2017/18 Lorn Belmore Road Lorn shops Stage 2 $100,000 2017/18 Metford Schanck Drive Willow to Chelmsford as required $45,000 2017/18 Rutherford Melbee Street Laneway 2 Resolve drainage issues and refurbish path $60,000 2017/18 Tenambit Maize Street House No 33 to bus stop $30,000 2017/18 Thornton Taylor Avenue School to shops south side progressive $65,000 TOTAL $400,000 2018/19 Subject to future budget, constraints and opportunities 2018/19 East Maitland High Street School to Hunter $30,000 2018/19 Lorn Belmore Road Near House No 33 $45,000 2018/19 Maitland CBD Various $25,000 2018/19 Maitland Hunter Street Adjacent to School $50,000 2018/19 Morpeth Robert Street High to House No 7 $50,000 2018/19 Citywide Citywide Defect survey $50,000 TOTAL $250,000 2019/20 Subject to future budget, constraints and opportunities 2019/20 Various Citywide Based on footpath defects survey $250,000 2019/20 Tenambit Maize Street Tenambit shops (sec94A) $100,000 TOTAL $350,000 2020/21 Subject to future budget, constraints and opportunities 2020/21 Various Citywide Based on footpath defects survey $250,000 TOTAL $250,000

Maitland City Council Delivery Program | p 138 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 ACCESS PRIORITY PROGRAM - MINOR IMPROVEMENTS OF STREET ACCESS TO MEET ACCESSIBILITY STANDARDS

The Access Priority Program targets access inequities throughout the City. The program is developed from the recommendations in the Council’s Pedestrian Access Mobility Plan. (PAMP) A review of the plan is near completion and that will form the remainder of the four year program.

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 Various Citywide Determined from new PAMP $50,000 TOTAL $50,000 2018/19 Subject to future budget, constraints and opportunities 2018/19 Various Citywide Determined from PAMP $50,000 TOTAL $50,000 2019/20 Subject to future budget, constraints and opportunities 2019/20 Various Citywide Determined from PAMP $50,000 TOTAL $50,000 2020/21 Subject to future budget, constraints and opportunities 2020/21 Various Citywide Determined from PAMP $50,000 TOTAL $50,000

Maitland City Council Delivery Program | p 139 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 CYCLEWAY WORKS - IMPLEMENTATION OF BIKE PLAN

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 Various Cessnock Road - Gillieston Progressive works between New England Highway $158,000 towards Gillieston Heights Heights (refer to Bike Plan - Maitland Map 1) 2017/18 Various Cessnock Road - Gillieston Progressive works between New England Highway $450,000 towards Gillieston Heights Heights (refer to Bike Plan - Maitland Map 1) TOTAL $608,000 2018/19 Subject to future budget, constraints and opportunities 2018/19 Maitland High Street (refer to Bike Plan - Belmore to New England Highway - On Road $150,000 Maitland map 2) 2018/19 Various New England High/Johnson/High High Street Maitland to Aberglasslyn Road - On Road $200,000 Street - Telarah 3 map 2018/19 Maitland Church Street - (refer to Bike High to Steam - On Road $100,000 Plan - Maitland Map 3) 2018/19 Rutherford Arthur/Ventura - (refer to Bike Weblands to Brigantine - On Road $100,000 Plan - Rutherford Map 8) TOTAL $550,000 2019/20 Subject to future budget, constraints and opportunities 2019/20 Various TBA Based on review of site plan $550,000 TOTAL $550,000 2020/21 Subject to future budget, constraints and opportunities 2020/21 Various Citywide Based on review of site plan $400,000 TOTAL $400,000

Maitland City Council Delivery Program | p 140 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 BUILDING WORK – CONSTRUCTON, REPAIRS AND REFURBISHMENTS

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 Maitland Administration Building Refurbishment 2nd Floor (Suspended ceiling, lighting, $107,000 carpet and painting) 2017/18 Morpeth Morpeth School of Art Conservation Management Plan works $20,000 2017/18 East Maitland East Maitland Community Hall Conservation Management Plan works $25,000 2017/18 East Maitland East Maitland Community Hall Foundation investigation and repair works $100,000 2017/18 Metford Metford Works Depot Depot Improvement Program - progressive $20,000 2017/18 Tenambit Building Access Tenambit Hall ramps and footpaths $24,678 2017/18 Various Building Components Refurbishment of buildings components $50,000 2017/18 Maitland Energy Effi ciency Solar electrical system Art Gallery $49,765 2017/18 Maitland Minor Building Works Maitland Library refurbishment and improvements $40,000 2017/18 East Maitland Minor Building Works East Maitland Library refurbishment and $48,388 improvements 2017/18 Woodberry Minor Building Works Woodberry Community Hall / refurbishments kitchen $28,000 2017/18 Various Minor Building Works Furniture renewal $10,000 2017/18 Rutherford Recreation Buildings Norm Chapman / canteen refurbishment $85,000 2017/18 Tenambit Recreation Buildings Tenambit Oval / renew roof and refurbishments $24,678 2017/18 Maitland Aquatic Centres Refurbishment and improvements $230,000 2017/18 Maitland Town Hall Structural and refurbishment / Conservation $300,000 Management Plan 2017/18 Various Various Toilet renew and disposal $209,755 2017/18 Maitland Town Hall Cafe Town Hall Café structural repairs $60,000 2017/18 Various Various Cemetery Improvements $100,000 TOTAL $1,532,264

Maitland City Council Delivery Program | p 141 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2018/19 Subject to future budget, constraints and opportunities 2018/19 Maitland Town Hall Structural and refurbishment / Conservation $150,000 Management Plan 2018/19 Maitland Art Gallery Structural and refurbishment / Conservation $150,000 Management Plan 2018/19 Various Building Components Refurbishment of buildings components $50,000 2018/19 Various Energy Effi ciency Electrical and water saving improvements $24,000 2018/19 Morpeth Morpeth School of Art Structural and refurbishment / Conservation $100,000 Management Plan 2018/19 Various Minor Building Works Furniture renewal $10,000 2018/19 East Maitland Minor Building Works Bruce Street Hall new kitchen and internal $50,000 refurbishments 2018/19 Various Recreation Buildings Maitland Park Grandstand / external painting and $25,000 improvements 2018/19 Bolwarra Recreation Buildings Bolwarra amenities building / access improvements $25,000 TOTAL $584,000 2019/20 Subject to future budget, constraints and opportunities 2019/20 Maitland Town Hall Structural and refurbishment / Conservation $150,000 Management Plan 2019/20 TBA Major Building Renewal Amenities building renewal $369,000 2019/20 Metford Metford Works Depot Depot Improvement Program / new shed offi ces $300,000 2019/20 Various Building Components Refurbishment of buildings components $50,000 2019/20 Various Energy Effi ciency Solar electrical system Depot Administration Building $50,000 2019/20 Various Minor Building Works Libraries - carpet $65,000 2019/20 Various Minor Building Works Furniture renewal $10,000 2019/20 East Maitland East Maitland Community Hall Structural and refurbishment / Conservation $75,000 Management Plan TOTAL $1,069,000

Maitland City Council Delivery Program | p 142 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2020/21 Subject to future budget, constraints and opportunities 2020/21 Maitland Town Hall Structural and refurbishment / Conservation $250,000 Management Plan 2020/21 TBA Major Building Renewal Amenities building renewal $400,000 2020/21 Metford Metford Works Depot Depot Improvement Program / new shed offi ces $200,000 2020/21 Various Building Components Refurbishment of buildings components $50,000 2020/21 Various Energy Effi ciency Solar electrical system $50,000 2020/21 Maitland Minor Building Works Libraries staff toilets refurbishment $65,000 2020/21 Various Minor Building Works Furniture renewal $10,000 2020/21 Various Major Building Works Various $75,000 TOTAL $1,100,000

Maitland City Council Delivery Program | p 143 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21 RECREATION WORKS Recreation capital works include major repairs, rehabilitation or replacement of recreation facilities and supporting infrastructure. Projects include playground equipment, fencing, fl oodlights, amenities and playing surfaces.

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2017/18 East Maitland Cooks Square Floodlight improvements (training fi eld) $48,750 2017/18 Thornton A&D Lawrence Floodlight improvements $123,400 2017/18 East Maitland Fieldsend Oval Floodlight improvements $159,905 2017/18 Thornton Somerset Park 2 Playground replacement $36,100 2017/18 East Maitland Brooklyn Park Playground replacement $60,432 2017/18 East Maitland Worcester Drive Playground replacement $86,600 2017/18 East Maitland Cooks Square Irrigation installation $67,197 2017/18 Rutherford Max McMahon Oval Irrigation installation $118,000 2017/18 Thornton Thornton Oval Drainage upgrades $116,500 2017/18 Tenambit Maitland BMX Fence renewal and seats Stage 1 $13,427 2017/18 Maitland Maitland Park BBQ renewal $30,929 2017/18 Tenambit Beryl Humble Oval Cricket Pitch replacement $19,760 2017/18 Lorn Lorn Oval Replace soccer goal posts $5,750 2017/18 Metford Fieldsend Oval Spectator seating upgrade $8,050 2017/18 Maitland Maitland Park Spectator seating upgrade $7,200 TOTAL $902,000

Maitland City Council Delivery Program | p 144 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2018/19 Subject to future budget, constraints and opportunities 2018/19 Maitland Netball Courts Re-route power supply and timber pole upgrades $160,000 2018/19 Tenambit Lena O’Brien Playground replacement $60,000 2018/19 Tenambit Beryl Humble Oval Playground replacement $60,000 2018/19 East Maitland Fieldsend Oval Irrigation installation $120,000 2018/19 East Maitland Fieldsend Oval Oval surface renewal $286,000 2018/19 Largs Largs Oval Fencing upgrade $30,000 2018/19 Morpeth Morpeth Oval Fencing upgrade $30,000 2018/19 Tenambit Maitland BMX Fence renewal and seats stage 2 $15,000 2018/19 Thornton A&D Lawrence Soccer goal upgrades $15,000 2018/19 Woodberry Fred Harvey Oval Rugby League goal post upgrades $15,000 2018/19 Rutherford Max McMahon Oval Athletics infrastructure upgrades $40,000 2018/19 Oakhampton Walka Water Works and Wildlife Park furniture and shade upgrades $30,000 Reserve 2018/19 Raworth Bakers Brickyard Off leash dog Off leash dog exercise area fencing $25,000 exercise area (OLDEA) 2018/19 Citywide Skate parks Skate park elements renewal $20,000 TOTAL $906,000

Maitland City Council Delivery Program | p 145 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2019/20 Subject to future budget, constraints and opportunities 2019/20 Lorn Lorn Oval Floodlight improvements $100,000 2019/20 Tenambit BMX track Floodlight improvements $100,000 2019/20 Lochinvar Lochinvar Oval Floodlight improvements $70,000 2019/20 Rutherford Norm Chapman Oval Playground replacement $65,000 2019/20 East Maitland Cooney Park Playground replacement $65,000 2019/20 Ashtonfi eld Butterfi eld Close Playground replacement $65,000 2019/20 Bolwarra Bolwarra Oval Playground replacement $65,000 2019/20 Maitland Maitland Park Outer fi elds irrigation installation $70,000 2019/20 Metford Metford Recreation Irrigation installation $185,000 2019/20 Various Various Recreation spectator seating and footpath installation $50,000 2019/20 Various Various Park furniture renewal $45,000 2019/20 Various Various Park fencing renewal $55,000 TOTAL $935,000

Maitland City Council Delivery Program | p 146 FOUR YEAR CAPITAL WORKS PROGRAM 2017 - 21

YEAR SUBURB LOCATION PROJECT DESCRIPTION ESTIMATE 2020/21 Subject to future budget, constraints and opportunities 2020/21 Bolwarra John Wilkinson Reserve Floodlight improvements $60,000 2020/21 Aberglasslyn McKeachies Run Oval Floodlight improvements $60,000 2020/21 Tenambit Beryl Humble Oval Floodlight improvements $100,000 2020/21 Thornton Somerset 1 Playground replacement $30,000 2020/21 Telarah Hartcher Field Playground replacement $40,000 2020/21 Metford Chelmsford Drive Playground replacement $20,000 2020/21 Thornton Thornton Oval Irrigation improvements $115,000 2020/21 Bolwarra John Wilkinson Reserve Irrigation improvements $115,000 2020/21 Thornton A&D Lawrence Irrigation improvements $160,000 2020/21 Various Various Recreation spectator seating $50,000 2020/21 Various Various Sports infrastructure renewal $100,000 2020/21 Various Various Park furniture renewal $90,000 TOTAL $940,000

Maitland City Council Delivery Program | p 147 Operational Plan 2017/18 INCLUDING ANNUAL BUDGET AND FEES & CHARGES OPERATIONAL PLAN

Council’s Operational Plan has been developed to clearly show our fi nancial position for the 2017/18 fi nancial year. The Operational Plan should be viewed in conjunction with the tables shown in the Resourcing Strategy, and in particular the annual actions, performance measures and responsible offi cer shown for 2017/18. It is these actions that will be funded from the budget presented here.

The development of an Operational Plan is a fundamental requirement of the Integrated Planning and Reporting legislation. The legislation requires Council to show the projects, programs and activities we will undertake in the fi nancial years; allocate responsibility; and show a detailed budget. It is also a requirement that we show our Revenue Policy, which includes our rating structure, as well as fees and charges.

BUDGET ALLOCATION BY THEME

For 2017/18 Council’s budget of $148 million will be broadly allocated across the fi ve key themes of ‘Maitland+10’ as follows:

THEME SUMMARY CASH PAYMENTS $'000 CASH REVENUE $'000 NET RESULT $'000 Proud place, great lifestyle 45,704 22,453 (23,251)

Our built spaces 48,577 31,724 (16,853)

Our natural environment 30,991 18,192 (12,799)

A prosperous & vibrant city 2,694 839 (1,855)

Connected & collaborative community leaders 19,697 74,467 (54,770)

Total cash result per adopted budget 2017/18 147,663 147,675 12

Details on the actions to be undertaken under each theme, and the management area responsible, can be seen from page 41.

Maitland City Council Delivery Program | p 149 SIGNIFICANT BUDGET CHANGES Council’s overall predicted budget position in the operational plan is a surplus of approximately $12,000. This result is infl uenced in the year ahead by the following signifi cant factors:

1. KEY BUDGET CHANGES INCOME 2017/18 2016/17 CHANGE 1. Rates income $55,890,759 $51,116,295 $4,774,464 Increase 2. Financial assistance grant $5,220,000 $5,180,000 $40,000 Increase 3. Interest income – general fund $1,416,800 $1,158,550 $258,250 Increase 4. Tipping fee income $2,225,000 $2,214,159 $10,841 Increase 5. Domestic Waste Management Services Charge $14,838,942 $13,864,987 $973,955 Increase EXPENDITURE 2017/18 2016/17 CHANGE 1. Employee costs (associated with service delivery) $32,924,553 $31,605,943 $1,318,610 Increase 2. Workers Compensation premium $950,000 $1,050,000 ($100,000) Decrease 3. Superannuation costs $3,130,000 $3,015,000 $115,000 Increase 4. Loan repayments $6,665,822 $5,888,326 $777,496 Increase 5. Waste service costs $16,058,365 $14,746,577 $1,311,788 Increase 6. Street lighting costs $2,550,000 $2,250,978 $299,022 Increase

2. PAYMENTS TO STATE GOVERNMENT CORPORATIONS DESCRIPTION 2017/18 2016/17 CHANGE Street lighting $2,550,000 $2,250,978 $299,022 Increase NSW Fire Brigade $585,447 $600,000 ($14,553) Decrease NSW Rural Fire Service $227,000 $227,000 $0 Neutral NSW Emergency Services $135,000 $127,000 $8,000 Increase State Government Waste Levy * $3,537,000 $7,636,719 ($4,099,719) Decrease Valuer General $200,000 $175,000 $25,000 Increase Total $7,234,447 $11,016,697 ($3,782,250) Decrease

* In 2017/18 Council will transport the domestic waste it collects outside of the LGA. The disposal costs associated with this incorporate the State Government Waste Levy.

Maitland City Council Delivery Program | p 150 PROJECTED INCOME STATEMENT

NOTES ORIGINAL DRAFT ESTIMATED ESTIMATED ESTIMATED 2016/17 2017/18 2018/19 2019/20 2020/21 ($'000) ($'000) ($'000) ($'000) ($'000) INCOME FROM CONTINUING OPERATIONS Revenue: Rates and annual charges 65,696 71,487 76,393 81,283 85,063 User charges and fees 7,400 7,829 8,056 8,285 8,518 Interest and investment revenue 2,845 3,508 4,260 4,616 4,622 Other revenues 2,247 2,369 2,429 2,490 2,553 Grants and contributions - operating 9,670 9,523 9,581 9,640 9,703 Grants and contributions - capital 13,566 22,435 16,910 17,938 17,966 Other Income: Net gain from the disposal of assets 0 0 00 0 Total income from continuing operations 101,424 117,151 117,629 124,252 128,425

Expenses from continuing operations Employee benefi ts and on-costs 32,781 34,053 36,425 38,357 40,372 Borrowing costs 2,130 2,031 2,479 3,702 3,664 Materials and contracts 18,570 28,057 28,928 30,052 35,267 Depreciation and amortisation 17,999 19,374 19,660 19,702 20,189 Other expenses 15,391 11,705 12,200 12,779 9,995 Net loss from the disposal of assets 0 0 00 0 Total expenses from continuing operations 86,871 95,220 99,692 104,592 109,487

Operating result from continuing operations 14,553 21,931 17,937 19,660 18,938

Maitland City Council Delivery Program | p 151 NOTES ORIGINAL DRAFT ESTIMATED ESTIMATED ESTIMATED 2016/17 2017/18 2018/19 2019/20 2020/21 ($'000) ($'000) ($'000) ($'000) ($'000) Less: Transfers to Reserves & Balance Sheet Items Transfers to internal reserves 1 (11,435) (11,461) (3,673) (2,500) (2,533) Transfers to S.94 / S.94A reserves (10,306) (12,663) (17,284) (18,499) (18,784) Capital expenditure (34,940) (42,452) (60,554) (27,481) (18,807) Principal repayments - Loans (4,090) (4,857) (5,652) (6,546) (6,777) Principal repayments - Hire purchase (500) (517) (651) (788) (825) (61,271) (71,950) (87,814) (55,814) (47,726)

Total funds required (46,718) (50,019) (69,877) (36,154) (28,788)

Funded by: Loan drawdowns - Status Quo 4,800 21,762 4,800 4,800 4,800 Loan drawdowns - Additional 15,070 0 30,000 0 0 Hire purchase drawdowns 0 0 1,684 0 461 Non cash funding - depreciation 17,999 19,374 19,660 19,702 20,189 Non cash funding - amortisation of tip asset 242 135 137 0 0 Transfers from internal reserves 2 5,350 4,040 10,480 8,504 300 Transfers from S.94 / S.94A reserves 3,267 4,720 2,663 2,708 2,604 46,728 50,031 69,424 35,714 28,354

Surplus (defi cit) 10 12 (453) (440) (434)

Productivity savings 0 0 500 500 500

Final surplus (defi cit) 10 12 47 60 66

Maitland City Council Delivery Program | p 152 NOTES ORIGINAL DRAFT ESTIMATED ESTIMATED ESTIMATED 2016/17 2017/18 2018/19 2019/20 2020/21 ($'000) ($'000) ($'000) ($'000) ($'000) Notes 1. Transfers to internal reserves ELE reserve 69 95 97 100 103 Computer reserve 300 300 410 300 300 Waste depot construction reserve 0 0 1,000 50 50 Waste depot rehabilitation reserve 1,066 1,066 1,066 0 0 Transfer station construction reserve 10,000 10,000 00 0 General purpose reserve 0 0 1,100 2,050 2,080 11,435 11,461 3,673 2,500 2,533 2. Transfers from internal reserves Economic development reserve 0 150 00 0 Computer reserve 350 380 250 250 250 Asset management reserve 0 300 00 0 Waste depot construction reserve 0 0 1,000 50 50 Waste depot rehabilitation reserve 0 0 0 8,204 0 Transfer station construction reserve 1,457 3,000 9,230 0 0 General purpose 0 210 00 0 Carbon tax reserve 3,543 0 00 0 5,350 4,040 10,480 8,504 300

Maitland City Council Delivery Program | p 153 BUSINESS PROGRAMME: MAITLAND CITY COUNCIL BUDGET CENTRE: OVERALL SUMMARY (Page 1 of 2) RESPONSIBILITY: GENERAL MANAGER - DAVID EVANS Original Draft Estimated Estimated Estimated Budget Budget Budget Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 OPERATING REVENUE General Management 0 0 000 Administration & Governance 60,832,57666,546,753 71,470,109 76,637,458 81,749,153 Strategy & Performance 0 0 000 Planning Environment & Lifestyle 23,225,97924,335,409 24,961,554 25,354,396 24,267,352 Infrastructure & Works 2,593,5352,630,597 2,696,364 2,763,774 2,832,868 Major Projects 0 0 000 Human Resources 70,000 70,000 71,750 73,543 75,382 TOTAL 86,722,090 93,582,759 99,199,777 104,829,171 108,924,755

OPERATING EXPENDITURE General Management 787,533 805,434 834,922 866,631 899,619 Administration & Governance 14,781,35315,312,519 17,555,923 20,908,255 22,826,449 Strategy & Performance 1,210,7941,301,849 1,293,605 1,411,942 1,408,768 Planning Environment & Lifestyle 30,866,22033,651,398 34,694,165 36,170,494 37,616,404 Infrastructure & Works 20,445,08321,977,937 22,929,888 24,035,097 25,185,832 Major Projects 374,096 402,647 419,511 437,876 457,054 Human Resources 1,716,7961,799,133 1,928,912 1,977,136 2,026,564 TOTAL 70,181,875 75,250,917 79,656,926 85,807,431 90,420,690

NET OPERATING SURPLUS/(DEFICIT) $16,540,215 $18,331,842 $19,542,851 $19,021,740 $18,504,065

Maitland City Council Delivery Program | p 154 BUSINESS PROGRAMME: MAITLAND CITY COUNCIL BUDGET CENTRE: OVERALL SUMMARY (Page 2 of 2) RESPONSIBILITY: GENERAL MANAGER - DAVID EVANS Original Draft Estimated Estimated Estimated Budget Budget Budget Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 CAPITAL REVENUE General Management 0 0 000 Administration & Governance 50,148,597 41,161,903 65,318,000 32,658,000 24,846,000 Strategy & Performance 0 0 000 Planning Environment & Lifestyle 0 0 000 Infrastructure & Works 6,024,300 8,077,825 2,610,821 2,644,641 2,679,307 Major Projects 0 4,852,880 000 Human Resources 0 0 000 TOTAL 56,172,897 54,092,608 67,928,821 35,302,641 27,525,307

CAPITAL EXPENDITURE: General Management 5,000 0 000 Administration & Governance 25,339,753 17,400,677 23,498,997 25,438,339 25,724,880 Strategy & Performance 0 0 000 Planning Environment & Lifestyle 17,025,660 16,202,610 12,969,509 9,294,873 808,244 Infrastructure & Works 28,382,832 31,994,234 50,956,166 19,531,169 19,430,248 Major Projects 1,950,000 6,814,880 000 Human Resources 0 0 000 TOTAL 72,703,245 72,412,401 87,424,672 54,264,381 45,963,372

NET CAPITAL SURPLUS/(DEFICIT) ($16,530,348) ($18,319,793) ($19,495,851) ($18,961,740) ($18,438,065)

NET PROGRAMME SURPLUS/(DEFICIT) $9,867 $12,049 $47,000 $60,000 $66,000

Maitland City Council Delivery Program | p 155 BUSINESS PROGRAMME: GENERAL MANAGEMENT BUDGET CENTRE: SUMMARY RESPONSIBILITY: GENERAL MANAGER - DAVID EVANS Original Draft Estimated Estimated Estimated Budget Budget Budget Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 OPERATING REVENUE General Management Executive Support 0 0 000 TOTAL 0 0 000

OPERATING EXPENDITURE General Management Executive Support 787,533 805,434 834,922 866,631 899,619 TOTAL 787,533 805,434 834,922 866,631 899,619

NET OPERATING SURPLUS/(DEFICIT) ($787,533) ($805,434) ($834,922) ($866,631) ($899,619)

CAPITAL REVENUE General Management Executive Support 0 0 000 TOTAL 0 0 000

CAPITAL EXPENDITURE: General Management Executive Support 5,000 0 000 TOTAL 5,000 0 000

NET CAPITAL SURPLUS/(DEFICIT) ($5,000) $0 $0 $0 $0

NET PROGRAMME SURPLUS/(DEFICIT) ($792,533) ($805,434) ($834,922) ($866,631) ($899,619)

Maitland City Council Delivery Program | p 156 BUSINESS PROGRAMME: ADMINISTRATION & GOVERNANCE BUDGET CENTRE: SUMMARY RESPONSIBILITY: GROUP MANAGER ADMINISTRATION & GOVERNANCE - GRAEME TOLHURST Original Draft Estimated Estimated Estimated Budget Budget Budget Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 OPERATING REVENUE Executive Support 0 0 000 Finance 60,652,956 66,342,763 71,261,018 76,423,138 81,529,474 Administration & IT 0 0 000 Governance & Information Systems 0 0 000 Property & Insurance 179,620 203,990 209,091 214,320 219,679 TOTAL 60,832,576 66,546,753 71,470,109 76,637,458 81,749,153

OPERATING EXPENDITURE Executive Support 272,764 277,164 288,584 301,003 313,967 Finance 8,285,684 8,978,957 11,068,913 14,211,298 15,362,147 Administration & IT 2,410,657 2,672,599 2,757,384 2,847,145 2,940,088 Governance & Information Systems 1,913,583 1,430,005 1,431,079 1,480,120 2,080,983 Property & Insurance 1,898,665 1,953,794 2,009,963 2,068,689 2,129,264 TOTAL 14,781,353 15,312,519 17,555,923 20,908,255 22,826,449

NET OPERATING SURPLUS/(DEFICIT) $46,051,223 $51,234,234 $53,914,186 $55,729,203 $58,922,704

CAPITAL REVENUE Executive Support 0 0 000 Finance 50,148,597 41,161,903 65,318,000 32,658,000 24,846,000 Administration & IT 0 0 000 Governance & Information Systems 0 0 000 Property & Insurance 0 0 000 TOTAL 50,148,597 41,161,903 65,318,000 32,658,000 24,846,000

CAPITAL EXPENDITURE: Executive Support 5,000 5,000 5,125 5,253 5,384 Finance 25,134,753 17,013,177 23,243,872 25,183,086 25,469,496 Administration & IT 200,000 380,000 250,000 250,000 250,000 Governance & Information Systems 0 0 000 Property & Insurance 0 2,500 000 TOTAL 25,339,753 17,400,677 23,498,997 25,438,339 25,724,880

NET CAPITAL SURPLUS/(DEFICIT) $24,808,844 $23,761,226 $41,819,003 $7,219,661 ($878,880)

NET PROGRAMME SURPLUS/(DEFICIT) $70,860,067 $74,995,460 $95,733,189 $62,948,864 $58,043,824

Maitland City Council Delivery Program | p 157 BUSINESS PROGRAMME: STRATEGY & PERFORMANCE BUDGET CENTRE: SUMMARY RESPONSIBILITY: EXECUTIVE MANAGER STRATEGY & PERFORMANCE - LEAH FLINT Original Draft Estimated Estimated Estimated Budget Budget Budget Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 OPERATING REVENUE Corporate Planning 0 0 000 Citizen Services Centre 0 0 000 TOTAL 0 0 000

OPERATING EXPENDITURE Corporate Planning 677,232 758,109 726,897 820,204 790,885 Citizen Services Centre 533,562 543,740 566,708 591,738 617,883 TOTAL 1,210,794 1,301,849 1,293,605 1,411,942 1,408,768

NET OPERATING SURPLUS/(DEFICIT) ($1,210,794) ($1,301,849) ($1,293,605) ($1,411,942) ($1,408,768)

CAPITAL REVENUE Corporate Planning 0 0 000 Citizen Services Centre 0 0 000 TOTAL 0 0 000

CAPITAL EXPENDITURE: Corporate Planning 0 0 000 Citizen Services Centre 0 0 000 TOTAL 0 0 000

NET CAPITAL SURPLUS/(DEFICIT) $0 $0 $0 $0 $0

NET PROGRAMME SURPLUS/(DEFICIT) ($1,210,794) ($1,301,849) ($1,293,605) ($1,411,942) ($1,408,768)

Maitland City Council Delivery Program | p 158 BUSINESS PROGRAMME: PLANNING ENVIRONMENT & LIFESTYLE BUDGET CENTRE: SUMMARY RESPONSIBILITY: GROUP MANAGER PLANNING ENVIRONMENT & LIFESTYLE - BERNIE MORTOMORE Original Draft Estimated Estimated Estimated Budget Budget Budget Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 OPERATING REVENUE Planning Environment & Lifestyle Exec Support 0 0 000 Urban Growth 162,833 233,334 102,500 105,063 107,690 Marketing & Communications 1,404,835 1,301,225 1,333,759 1,367,105 1,401,282 Development Services 2,363,000 2,639,000 2,704,976 2,772,605 2,841,920 Environmental Programs 202,163 14,800 15,170 15,550 15,939 Waste Management 17,128,537 18,114,324 18,721,586 18,958,422 17,711,481 Community Services 653,236 579,285 593,774 608,619 623,835 Cultural Services 723,648 752,420 771,233 790,513 810,275 Recreation Planning 587,727 701,021 718,556 736,519 754,930 TOTAL 23,225,979 24,335,409 24,961,554 25,354,396 24,267,352

OPERATING EXPENDITURE Planning Environment & Lifestyle Exec Support 513,942 500,549 518,819 538,497 558,979 Urban Growth 572,096 680,665 573,430 596,361 620,252 Marketing & Communications 4,702,855 5,161,530 5,323,208 5,523,546 5,592,978 Development Services 2,931,093 3,160,516 3,237,317 3,409,142 3,506,550 Environmental Programs 1,209,459 1,055,657 1,092,895 1,132,786 1,174,240 Waste Management 13,252,598 14,692,585 15,264,656 15,974,516 16,843,888 Community Services 1,835,976 1,809,819 1,870,272 1,934,688 2,001,531 Cultural Services 3,728,602 3,813,945 3,953,622 4,103,828 4,260,100 Recreation Planning 2,119,599 2,776,132 2,859,946 2,957,130 3,057,886 TOTAL 30,866,220 33,651,398 34,694,165 36,170,494 37,616,404

NET OPERATING SURPLUS/(DEFICIT) ($7,640,241) ($9,315,989) ($9,732,611) ($10,816,098) ($13,349,052)

Maitland City Council Delivery Program | p 159 BUSINESS PROGRAMME: PLANNING ENVIRONMENT & LIFESTYLE BUDGET CENTRE: SUMMARY RESPONSIBILITY: GROUP MANAGER PLANNING ENVIRONMENT & LIFESTYLE - BERNIE MORTOMORE Original Draft Estimated Estimated Estimated Budget Budget Budget Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 CAPITAL REVENUE Planning Environment & Lifestyle Exec Support 0 0 000 Urban Growth 0 0 000 Marketing & Communications 0 0 000 Development Services 0 0 000 Environmental Programs 0 0 000 Waste Management 0 0 000 Community Services 0 0 000 Cultural Services 0 0 000 Recreation Planning 0 0 000 TOTAL 0 0 000

CAPITAL EXPENDITURE: Planning Environment & Lifestyle Exec Support 0 0 000 Urban Growth 0 0 000 Marketing & Communications 200,000 256,142 000 Development Services 0 893,880 000 Environmental Programs 0 0 000 Waste Management 16,493,979 14,365,780 12,603,780 8,620,000 424,000 Community Services 0 0 000 Cultural Services 331,681 336,808 345,229 353,860 362,706 Recreation Planning 0 350,000 20,500 321,013 21,538 TOTAL 17,025,660 16,202,610 12,969,509 9,294,873 808,244

NET CAPITAL SURPLUS/(DEFICIT) ($17,025,660) ($16,202,610) ($12,969,509) ($9,294,873) ($808,244)

NET PROGRAMME SURPLUS/(DEFICIT) ($24,665,901) ($25,518,599) ($22,702,120) ($20,110,971) ($14,157,296)

Maitland City Council Delivery Program | p 160 BUSINESS PROGRAMME: INFRASTRUCTURE & WORKS BUDGET CENTRE: SUMMARY RESPONSIBILITY: GROUP MANAGER INFRASTRUCTURE & WORKS - CHRIS JAMES Original Draft Estimated Estimated Estimated Budget Budget Budget Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 OPERATING REVENUE Executive Support 400 800 820 841 862 Assets 0 800 820 841 862 Design & Technical Support 0 0 000 Works Maintenance Program 406,180353,000 361,825 370,872 380,144 Infrastructure Planning 634,413664,047 680,650 697,665 715,106 Fleet & Depot Services 150,000172,000 176,300 180,708 185,226 Project Management 0 0 000 Civil & Recreation Works 1,343,9701,366,050 1,400,201 1,435,206 1,471,086 Emergency Planning & Management 58,57273,900 75,748 77,641 79,582 TOTAL 2,593,535 2,630,597 2,696,364 2,763,774 2,832,868

OPERATING EXPENDITURE Executive Support 1,280,3521,306,062 1,360,631 1,420,047 1,482,091 Assets 469,470467,618 484,863 502,778 521,389 Design & Technical Support 984,4511,046,015 1,090,513 1,138,927 1,189,507 Works Maintenance Program 9,795,90010,850,200 11,212,431 11,687,868 12,166,514 Infrastructure Planning 3,267,9693,443,911 3,736,289 4,056,248 4,405,823 Fleet & Depot Services (549,572)(589,569) (598,541) (606,824) (615,013) Project Management 547,608546,536 578,585 603,426 629,355 Civil & Recreation Works 3,621,3333,846,317 3,977,747 4,118,073 4,263,749 Emergency Planning & Management 1,027,5721,060,847 1,087,370 1,114,554 1,142,417 TOTAL 20,445,083 21,977,937 22,929,888 24,035,097 25,185,832

NET OPERATING SURPLUS/(DEFICIT) ($17,851,548) ($19,347,340) ($20,233,524) ($21,271,323) ($22,352,964)

Maitland City Council Delivery Program | p 161 BUSINESS PROGRAMME: INFRASTRUCTURE & WORKS BUDGET CENTRE: SUMMARY RESPONSIBILITY: GROUP MANAGER INFRASTRUCTURE & WORKS - CHRIS JAMES CAPITAL REVENUE Executive Support 0 0 000 Assets 0 0 000 Design & Technical Support 0 0 000 Works Capital Program 6,024,300 8,077,825 2,610,821 2,644,641 2,679,307 Infrastructure Planning 0 0 000 Fleet & Depot Services 0 0 000 Project Management 0 0 000 Civil & Recreation Works 0 0 000 Emergency Planning & Management 0 0 000 TOTAL 6,024,300 8,077,825 2,610,821 2,644,641 2,679,307

CAPITAL EXPENDITURE:

Executive Support 0 0 000 Assets 0 0 000 Design & Technical Support 0 48,000 0 0 50,000 Works Capital Program 24,371,589 30,367,550 18,013,139 18,240,767 17,596,436 Infrastructure Planning 0 0 000 Fleet & Depot Services 3,714,143 1,180,000 2,893,125 1,239,253 1,731,384 Project Management 257,500 307,500 30,007,688 7,880 8,077 Civil & Recreation Works 39,600 41,184 42,214 43,269 44,351 Emergency Planning & Management 0 50,000 000 TOTAL 28,382,832 31,994,234 50,956,166 19,531,169 19,430,248

NET CAPITAL SURPLUS/(DEFICIT) ($22,358,532) ($23,916,409) ($48,345,345) ($16,886,528) ($16,750,941)

NET PROGRAMME SURPLUS/(DEFICIT) ($40,210,080) ($43,263,749) ($68,578,869) ($38,157,851) ($39,103,905)

Maitland City Council Delivery Program | p 162 BUSINESS PROGRAMME: MAJOR PROJECTS BUDGET CENTRE: SUMMARY RESPONSIBILITY: EXECUTIVE MANAGER MAJOR PROJECTS - WAYNE CONE Original Draft Estimated Estimated Estimated Budget Budget Budget Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 OPERATING REVENUE Major Projects Executive Support 0 0 000 Major Projects Works 0 0 000 Central Maitland Area Improvement Program 0 0 000 TOTAL 0 0 000

OPERATING EXPENDITURE Major Projects Executive Support 374,096 402,647 419,511 437,876 457,054 Major Projects Works 0 0 000 Central Maitland Area Improvement Program 0 0 000 TOTAL 374,096 402,647 419,511 437,876 457,054

NET OPERATING SURPLUS/(DEFICIT) ($374,096) ($402,647) ($419,511) ($437,876) ($457,054)

CAPITAL REVENUE Major Projects Executive Support 0 0 000 Major Projects Works 0 4,852,880 000 Central Maitland Area Improvement Program 0 0 000 TOTAL 0 4,852,880 000

CAPITAL EXPENDITURE: Major Projects Executive Support 0 0 000 Major Projects Works 1,950,000 6,814,880 000 Central Maitland Area Improvement Program 0 0 000 TOTAL 1,950,000 6,814,880 000

NET CAPITAL SURPLUS/(DEFICIT) ($1,950,000) ($1,962,000) $0 $0 $0

NET PROGRAMME SURPLUS/(DEFICIT) ($2,324,096) ($2,364,647) ($419,511) ($437,876) ($457,054)

Maitland City Council Delivery Program | p 163 BUSINESS PROGRAMME: HUMAN RESOURCES BUDGET CENTRE: SUMMARY RESPONSIBILITY: EXECUTIVE MANAGER HUMAN RESOURCES - MARIE O'CONNELL Original Draft Estimated Estimated Estimated Budget Budget Budget Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 OPERATING REVENUE Human Resources 70,00070,000 71,750 73,543 75,382 TOTAL 70,000 70,000 71,750 73,543 75,382

OPERATING EXPENDITURE Human Resources 1,716,7961,799,133 1,928,912 1,977,136 2,026,564 TOTAL 1,716,796 1,799,133 1,928,912 1,977,136 2,026,564

NET OPERATING SURPLUS/(DEFICIT) ($1,646,796) ($1,729,133) ($1,857,162) ($1,903,593) ($1,951,182)

CAPITAL REVENUE Human Resources0 0 000 TOTAL 0 0 000

CAPITAL EXPENDITURE: Human Resources0 0 000 TOTAL 0 0 000

NET CAPITAL SURPLUS/(DEFICIT) $0 $0 $0 $0 $0

NET PROGRAMME SURPLUS/(DEFICIT) ($1,646,796) ($1,729,133) ($1,857,162) ($1,903,593) ($1,951,182)

Maitland City Council Delivery Program | p 164 COUNCIL’S REVENUE POLICY

Our Revenue Policy is prepared annually in accordance with Section 404 of the Local Community service obligations Government Act 1993. The Revenue Policy includes the following statements for the The Council’s community service obligation is a fundamental consideration when year 2017/18: determining a pricing policy for community services and facilities. The Council’s • A statement of Council’s pricing policy with respect to the goods and services provided. community service obligation is refl ected in the proposed pricing structure for • A statement with respect to each ordinary rate and each special rate proposed the hire and use of services and facilities such as the Maitland Town Hall, community to be levied. centres, Maitland Visitor’s Centre, public swimming pools, libraries, Art • A statement with respect to each charge proposed to be levied. Gallery, parks, gardens, sporting and recreation fi elds and facilities. • A statement of the types of fees proposed to be charged by the Council and the amounts of each such fee. Full Cost Recovery • A statement of the amounts or rates proposed to be charged for carrying out by the The principle of full cost recovery is the recovery of all direct and indirect costs Council of work on private land. involved in the provision of a service. • A statement of the amounts of any proposed borrowings, the sources from which they are proposed to be borrowed and the means by which they are proposed to User-Pays be secured. The User-Pays principle involves pricing the provision of goods, services and facilities, • A statement containing a detailed estimate of the Council’s income and expenditure. which require the user/consumer to pay the actual cost of the service provided.

Full, partial or zero cost recovery describes how the aggregate level of revenue derived FACTORS INFLUENCING REVENUE AND PRICING POLICY from a service relates to its fully absorbed or ‘true cost’. The following factors will infl uence the Council’s proposed revenue and pricing policy with respect to the provision of goods, services and facilities. The pricing policy applied to a particular service is guided by Council’s motivation for being involved in the service. The following table notes each circumstance by which Council is involved in a service and describes the policy principle or basis.

Maitland City Council Delivery Program | p 165 MOTIVE PRICING PRINCIPLE

Public Goods and the Exclusion Principle Council services may be provided free of charge in those circumstances where it is impossible or impractical to exclude users who for various reasons do not have the ability to pay.

Externalities Fees may be discounted to a level below the cost of a service where the production or consumption of the service generates external benefi ts to the community (hence creating a community service obligation); provided the cost of the discount does not exceed the estimated benefi t.

Merit Goods Fees may be discounted to a level below the cost of a service if full cost recovery would prevent or discourage its consumption and the service is regarded as having particular merit to the welfare and well-being of the community (hence creating a community service obligation); provided the cost of the discount does not exceed the estimated benefi t.

Natural Monopoly Where Council has a monopoly over the production of a good or service, prices should be set at a level to fully recover costs unless there are explicit community service obligations or equity objectives.

Maitland City Council Delivery Program | p 166 STATEMENT OF RATING STRUCTURE

The current rating structure contains the four primary categories of ordinary rate, being: Residential Non Urban sub-category has been set to achieve 10% of total rate income of • Farmland that sub-category, with the ad valorem component raising 90% of the total income from • Residential that sub-category. The level of the base amount for the Residential Urban sub-category • Mining has been set to achieve 35% of total rate income of that sub-category, with the ad • Business valorem component raising 65% of the total income from that sub-category.

1. The Farmland category has two (2) sub-categories, being: 3. The Mining category has no sub-categories. The rating structure for the Mining • Farmland High Intensity category is based wholly on an ad valorem component. • Farmland Low Intensity The rating structure for each of the Farmland sub-categories is based on a combination 4. The Business category has no sub-categories. The rating structure for the of a base amount and an ad valorem (amount in the dollar) component. The level of the Business category is based wholly on an ad valorem component. base amount has been set to achieve 10% of total rate income of each Farmland sub- category, with the ad valorem component raising 90% of the total income from each Land has been categorised for rating purposes in accordance with Sections 515 to 519 of sub-category. the Local Government Act 1993.

2. The Residential category has two (2) sub-categories, being: • Residential Non-Urban • Residential Urban The rating structure for each of the Residential sub-categories is based on a combination of a base amount and an ad valorem component. The level of the base amount for the

Maitland City Council Delivery Program | p 167 STATEMENT OF RATING FOR 2017/18

The increase in rates for 2017/18 will be 7.25%. Under the Council’s rating structure, rates in 2017/18 would be as follows:

AD VALOREM AMOUNT % OF ESTIMATED RATE TYPE CATEGORY SUB-CATEGORY BASE $ CENTS IN $ RATE PAYABLE RATE YIELD $ Ordinary Farmland High Intensity 0.4676 $343.31 10% 1,864,143 Ordinary Farmland Low Intensity 0.5354 $264.91 10% 391,989 Ordinary Residential Non-Urban 0.6229 $221.50 10% 2,283,722 Ordinary Residential Urban 0.5124 $472.60 35% 38,604,233 Ordinary Mining N/A 14.6653 $0.00 0% 400,363 Ordinary Business Ordinary 2.2612 $0.00 0% 12,225,315 Special Mall See Note 1 2.3945 $0.00 0% 295,601 Special CBD See Note 2 0.9142 $0.00 0% 443,408

Notes: 1. The Mall Rate is levied for the purpose of promoting and managing the High Street Heritage Mall. Refer to page 169 2. The CBD Rate is levied for the purpose of promoting the Maitland City Centre. Refer to page 169

HUNTER CENTRAL RIVERS CATCHMENT MANAGEMENT AUTHORITY

Council includes on its rate notice a catchment contribution collected on behalf of Hunter Local Land Services (HLLS). The catchment contribution rate for the year commencing 1 July 2017 will be 0.0110 of a cent in the dollar (land value). Catchment contributions are collected under the Local Land Services Act 2013, and are all passed on to HLLS.

All rateable land within the defi ned catchment area is subject to the contribution.

In the year ahead, the Council will investigate potential new or expanded revenue streams to fund or part fund its long term asset and environmental management responsibilities, including a review of the level of Council’s general rate revenue.

Maitland City Council Delivery Program | p 168 THE CBD RATE MAP THE MALL RATE MAP

Maitland City Council Delivery Program | p 169 FIRE AND EMERGENCY SERVICES LEVY

On 30 May 2017, the NSW Government announced that it will defer the introduction of the Fire and Emergency Services Levy, which was to be collected on behalf of the State through Council rates notices from 1 July 2017.

Instead, the Fire and Emergency Services Levy will continue to be collected via insurance policies until the NSW Government has completed its review of the policy.

For further information refer to the NSW State Government’s information website at http://emergencyservicespropertylevy.nsw.gov.au/home.

CHARGES

Domestic Waste Management Service • Council provide a weekly domestic waste management service and bi-weekly recycling collection service. • Council make an annual charge for that total service under Section 496 of the Local Government Act1993. • The amount of that charge during the year commencing 1 July 2017 to the 30 June 2018 for each parcel of rateable land for which the service is available be: • Vacant Land - $20.00 (Estimated yield = $28,920) Occupied Land - $482.05 for each dwelling on that land (Estimated yield = $14.84 million). • Under Section 543(3) of the Local Government Act 1993 the charge be named the “Domestic Waste Management Service Charge”. Commercial Waste Management Service • Council provide a weekly commercial waste management service to all occupied rateable properties categorised as Business and who have not entered into a contractual agreement for a trade waste collection service from a private contractor. • Council make an annual charge for the use of that service under Section 502 of the Local Government Act 1993. • The amount of that charge during the year commencing 1 July 2017 to the 30 June 2018 be $667.00 (GST Inc) per bin for that year (Estimated yield = $1,000,500 GST inc). • Under Section 543(3) of the Local Government Act 1993 the charge be named the “Commercial Waste Management Service”.

Interest on Overdue Rates and Charges Interest payable on overdue rates and charges for the 2017/18 rating year will be 7.5%.

Maitland City Council Delivery Program | p 170 STORMWATER MANAGEMENT SERVICES CHARGE

Council make an annual charge for stormwater management services under Section 496A of CATEGORY AREA RANGE (M2) CHARGE the Local Government Act 1993 and clauses 125A and 125AA of the Local Government (General) Residential N/A $25.00 Regulation 2005. The amount of that charge during the year commencing 1st July 2017 to the Residential Strata Unit N/A $12.50 30th June 2018 for eligible properties be as follows: Business Strata Unit N/A $5.00 Business 0 – 700 $25.00 Business 701 – 2,000 $75.00 *Under Section 543(3) of the Local Government Act 1993 the charge be named the “Stormwater Business 2,001 – 10,000 $100.00 Management Services Charge” Business 10,001 – 50,000 $200.00 Business Over 50,000 m2 $250.00 (Estimated yield = $735,000) STORMWATER MANAGEMENT – PROPOSED ALLOCATION 2017/18

Urban Drainage Type Network Size Stormwater Management Activity/ Goal Stormwater Service Outcome Service Charge Funded Conduits and Culverts 347km Maintenance: Inspection, monitoring and cleaning Additional to existing service level that manages both water $160,000 quantity and quality Pits and Headwalls 13,55065 Maintenance: Inspection, monitoring and cleaning Additional to existing service level that manages both water $50,000 quantity and quality MCC Flood gates 33 Maintenance: Annual Inspection, testing and Additional to existing service level that manages both water $45,000 operational maintenance quantity and quality Detention Basins 84 Maintenance: Desilt and water quality control Additional to existing service level that manages both water $150,000 quantity and quality (non riparian) Gross Pollutant Traps/ 79 Maintenance: Clear, clean and maintain Additional to existing service level that manages both water $225,000 Trash quantity and quality (non riparian) Natural Creeks 9km Maintenance: Desilt, weeding and maintenance Additional to existing service level that manages both water $5,000 quantity and quality (non riparian) New Drainage City wide Contribution to the replacement and upgrade of Increase level of service and fl ood protection $100,000 Construction drainage infrastructure Total Drainage Works $735,000

Maitland City Council Delivery Program | p 171 FEES FOR SERVICE

APPROVED FEES FOR SERVICE PRIVATE WORKS Section 608 of the Local Government Act 1993 provides that the Council may The Council will from time to time carry out, by agreement with the owner charge and recover an approved fee for any service it provides, other than a or occupier of private land, any kind of work that may be lawfully carried out service provided, or proposed to be provided on an annual basis for which it is on the land in accordance with Section 67 of the Act. authorised or required to make an annual charge under Section 496 or 501 of Private work carried out on the basis of a charge representing full cost recovery the Act. of the work carried out plus a margin for profi t. The profi t margin is dependant on and subject to market forces applying at the time. Section 609 of the Act provides that when determining the approved fee, the Council must take into account the following factors: EXTERNAL BORROWINGS • The cost of the Council providing the service Council will borrow $21.76 million from an approved fi nancial institution in 2017/18 for • The price suggested for that service by any relevant industry body or in any schedule of the purposes nominated below. Amounts borrowed will be secured by mortgage over the charges published, from time to time, by the Department of Local Government income of the Council. • The importance of service to the community Normal Proposed Projects Amount proposed to be borrowed • Any factors specifi ed in the regulations under the Act. Construction of Local Roads $3,480,000

A schedule of proposed “Fees and Charges” has been prepared by Council, Construction of Drainage $300,000 which identifi es the type and amount of fee approved by the Council for services Construction of Access Improvements $50,000 provided in the 2017/18 fi nancial year. Copies of the Fees and Charges policy statement is Construction of Bridges $100,000 available upon request from the Council. Construction of Buildings $400,000

Recreation Asset Construction $470,000 A Goods and Services Tax (GST) has been applied against the fees and charges Athel D’Ombrain Drive $1,962,000 that are subject to the GST. Maitland Regional Athletics Track $5,000,000

Waste Transfer Station $10,000,000 TOTAL $21,762,000

Maitland City Council Delivery Program | p 172 Fees and Charges 2017/18