forum and survey, presentations. Identified objectives for next four years to support Maitland 2021.Incorporated need for SRV to tackle asset backlog – signalled first step in pursuit of financial sustainability. standard and condition of the City’s infrastructure, and reviewing and revitalising the overall appearance and presentation of the City.” Delivery Program and Operational Plan 2011/12 (final) and Resourcing Strategy As outlined above. Final program lodged with IPART, DLG advised, placed on website and promoted via council facilities and other mechanisms As reported to Council “…very low levels of expressed concern regarding the SRV proposal and the projects to be funded, suggesting that the community supports the need for the rise.” 24 May 2011 IPART approval of SRV application 11/12 Application published by IPART and Council. Determination announced in June 2011 and reported to Council. Council’s application for a special variation to increase general income by 9.8% in 2011/12 and 10.0% in 2012/12 approved in full. As reported to Council “…this successful result represents a significant first step towards achieving a position of sustainability for the City”. 11 June 2011 Annual Report 2011/12 Published on Council website and provided to Division of Local Government Highlighted work within each theme of Maitland 2021 with ‘report card’ on objectives. Featured continuous improvement initiatives. Met statutory reporting requirements, including progress toward SRV funded works and financial performance. 27 November 2012 Review of community strategic plan Maitland 2021 12 December 2012 – 8 February 2013. Consultation through Council’s website and Maitland ‘Your Say’ hub; advertisements; media releases/articles; social media campaign; correspondence with major stakeholders; facility and library branch displays. Review of Maitland 2021 over two months, designed to gain further insight into the feelings, concerns and hopes for the City of Maitland over the next ten years, from both broader community members and key stakeholders. 11 December 2012 15
Maitland + 10 – revised community strategic plan Adopted by Council Review found aspirations of our community remain reflected in plan, some minor changes to the plan including the rebranding of the plan, renaming of themes to provide clearer direction and distinction, and the inclusion of additional strategies focused on physically connecting to the Hunter River and provision of accommodation. 9 April 2013 Draft Delivery Program and Operational Plan 2013/14 commencing ‘Understanding issues - sustainable Council for a sustainable City’ (Phase 1) 29 April to 25 May 2013 Draft presented three primary options available to address projected financial deficits over the next ten years, addressing shortfall through reducing expenditure or increasing revenues. Whilst no changes to revenue (including rating and fees & charges) suggested in the first year of the program, the release signals the start of significant conversation with the community over 12 months, if significant deficit budgets are to be avoided from 2014/15 onwards. 23 April 2013 Delivery Program and Operational Plan 2013/14 adopted Adopted by Council. Published on Council’s website, available at Council facilities. Program highlighted financial challenges in continuing to provide services. Report signalled “further community engagement to explore options and consequences in the provision of services and facilities over time, with reports provided to Council as engagement continues.” 11 June 2013 ‘Developing funding and service options 17 August – 4 October 2013 Release of detailed options and impact on rating – including on-line rating 27 August 2013 17
– Funding our Future’ (Phase 2) calculator. Explored two variation possibilities over 7 years (7.25% and 8.95%), as well as rate peg scenario of deficit budgets and/or service cuts. ‘Funding our solution – Funding our Future’ (Phase 3) 23 October – 29 November 2013 Following Phase 2 consultation and review, option of 8.35% increase to total rates each year for 7 years, allowing services to be maintained and some areas enhanced, released for consultation. 835 residents contribute via survey, face-to-face information sessions, forums, social media and telephone survey. Whilst most residents do not wish to pay more for services from any level of government, support exists for the maintenance of Council’s services, as well as enhancements in some areas. 22 October 2013 ‘Programming services – Funding our Future’ (Phase 4) Council agenda and minutes published on Council’s website. Council unanimously resolves to signal intent to IPART to apply to increase to up to 8.35% each year for seven years. This follows consideration of the range of contributing factors and examination of issues (including community feedback, efficiency, comparative rating, rate revenue per capita and affordability). 10 December 2013 Draft Delivery Program (Revised) and Operational Plan 2014/15 11 December – 24 January 2014 Draft Delivery Program 2013-17 (Revised) and Operational Plan 14/15 prepared, in line with proposed special rate variation. Placed on exhibition, and incorporates Council’s rating proposal. Signals 10 December 2013 line line 17
Maitland Your Say – project hub Project hub established on Maitland Your Say engagement site, featuring information sheets and rating calculator 1,445 page visits Maitland Your Say - forum Three forums 12 participants in forums, with 202 page views Detailed survey Detailed survey seeking resident input into desired service levels, rates, fees and future projects 419 completed Postage paid ballot/survey Quick survey, provided as part of the ‘Funding our Future’ booklet 208 completed Facebook Posts on Maitland Your Say facebook page 26 posts attracting a total of 16,810 views Focus groups Three adult and one youth focus groups, independently facilitated by Micromex 38 participants Community information sessions Open discussion and presentations by senior staff 12 attendees and 5 sessions held across the LGA at Rutherford, East Maitland, Thornton and Central Maitland Business information sessions Presentation to Business Leaders Luncheon and session for business owners 90 attendees at Business Leaders luncheon, two attendees at business Shopping centre displays Staffed booths at shopping centres in Rutherford, Greenhills and Central Maitland 7 one-on-one discussions Hotline Calls received through the Maitland Your Say hotline set up for the project 6 one on one phone discussions Static displays and information Posters, publications and information at Council sites and facilities Customers able to see and take printed information or complete surveys online 2 media releases issued, 12 stories in press, 6 stories in 2 media releases issued, 12 stories in press, 6 stories in 2 media releases issued, 12 stories in press, 6 stories in
sweeping, dumping, graffiti and gardens) at current levels. Litter collection is focused on high visibility locations, and response times to reports of dumping and graffiti remain at current levels. Graffiti removal is also undertaken in partnership with local service clubs. street sweeping and graffiti removal programs to be more frequent and widely spread, including a focus on maintenance of median and verges of the New England Highway. for city pride. Respondents were more supportive of the programmed option for this area with results as follows. Programmed – 55% Enhanced – 39% Neither/reduce – 6% Recreational cycleways, trails and shared pathways Development of cycleways continues as currently programmed, allowing for a gradual expansion of network. Further expansion of the recreational cycleway network occurs through an additional $2 million over seven years, focused on establishing connected off road networks. Of the surveys completed, 412 respondents provided their views on the service level for city pride. Respondents were more supportive of an enhanced option for this area with results as follows. Programmed – 35% Enhanced – 47% Neither/reduce – 18% Sporting facilities, parks, playgrounds and picnic facilities Maintenance of sporting facilities, parks and playgrounds occurs at current levels. As programmed, plus an additional $2.5 million over seven years allows for new park furniture, exercise stations, improved access and parking etc across the city. Maintenance is also increased at key sites. Of the surveys completed, 408 respondents outlined their thoughts on the service level for sporting facilities, parks, playgrounds and picnic facilities. The majority of respondents were looking for enhancements in this area with the results are as follows Programmed – 43% Enhanced – 52% Neither/reduce – 5% Youth spaces (skate parks) and programs Maintenance of youth spaces remains at current levels, focused on key facilities. As programmed, plus development of new youth facilities (including skate parks) through an additional $2 million over seven years. Facilities developed at Green Hills, Thornton and Central Maitland. Of the surveys completed, 414 respondents expressed their thoughts on the service level for youth spaces. A minor difference in opinion was provided between the programmed and enhanced options with results as follows. Programmed – 43%
Programmed – 58% Enhanced – 31% Neither/reduce – 11% Art Gallery and Cultural Services Maitland Regional Art Gallery (MRAG) is open Tues-Sun Exhibitions are regularly refreshed, with a range of programs for children and adults. As programmed, plus new public art programs can be initiated, seeing sculptures and other elements introduced across the city. An additional $750,000 is directed to this area over seven years. Of the surveys completed, 409 respondents outlined their thoughts on the service level for art gallery and cultural services. Respondents clearly preferred the programmed option with the results as follows Programmed – 51% Enhanced – 28% Neither/reduce – 21% Cemeteries Management of Council’s cemeteries at East Maitland, Morpeth and Rutherford for burials, with maintenance of Glebe, Oakhampton, Hiland Crescent, Louth Park and Campbell’s Hill cemeteries. As programmed, plus an additional $500,000 over seven years allows for implementation of key actions from Council’s Cemetery Strategy, including identification of an increased range of interment options. Of the surveys completed, 393 respondents outlined their thoughts on the service level for cemeteries. More respondents were looking for this area to remain as programmed with the results as follows Programmed – 65% Enhanced – 22% Neither/reduce – 13% Suburban Town Centres Maintenance and renewal programs of local suburban town centres occurs in line with current programs. An additional $500,000 over seven years allows for improved suburban town centre appearance. Of the surveys completed, 392 respondents outlined their views on the service level for suburban town centres. Respondents’ preference between the programmed and enhanced options was minimal with results as follows. Programmed – 48% Enhanced – 44% Neither/reduce – 8%
Method Description Participation Methods promoting consultation ‘Funding our Future’ DL brochure distributed to residential households across the LGA via Australia Post DL brochure distributed to 27, 858 households. Press advertising Advertisements in the Herald, Post and Mercury, outlining the options and workshop dates 7 advertisements throughout the engagement period, 1 in the Herald, 3 in the Post and 3 in the Mercury. There was an average of one advertisement run each week. Information on the October 2013 rate notice Information regarding Councils proposal to increase rates above the rate peg was included on the information slip attached to the rates notice. This included details on the community information sessions. 25,513 rate assessments were distributed in October with this information included. Static displays and information Posters, publications and information at Council sites and facilities Customers able to see and take printed information or complete surveys online Media releases issued, stories in press, stories in radio/TV Two Council issued media releases were distributed, one at the commencement of the seven year rating proposal and one further promoting the community information sessions. The Mercury printed eight articles over the engagement period, The Herald four, and The Post one. The proposal was discussed on 5 local radio stations. Direct mailout to community and business leaders Distribution to approximately 222 community organisations as outlined on our community directory and the Business Chamber network One letter received outlining concerns on affordability. Databases of those that responded in Phase 2 Email distribution to approximately 213 participants who completed the survey in Phase 2 on the options available to Council. This email outlined the results from Phase 2 and the seven year rating Nil direct response back from this email but over 250 people visited Maitland Your Say within two days of this email was distributed.
stories had an average reach of 72,000 people. 13 Letters to the Editor over all phases. Direct mail out to community and business leaders Distribution to approximately 222 community organisations as outlined on our community directory and the Business Chamber network during phase two and three. 222 distributed. Databases of those that responded in Phase 2 and provided an email address for future involvement Email distribution to approximately 213 participants who completed the survey in Phase 2 on the options available to Council. This email outlined the results from Phase 2 and the seven year rating proposal. Nil direct response back from this email but over 250 people visited Maitland Your Say within two days of this email being distributed. Database of Maitland Your Say registered members Three emails were distributed to over 350 registered members of Maitland Your Say outlining the consultation period and the ways in which they could participate. Nil direct response back from these emails. At the conclusion of the consultation the membership had reached 400. Methods providing feedback and comment Maitland Your Say – project hub Project hubs were established for each phase on Maitland Your Say featuring detailed advice about the phase, information sheets, links to other sites (IPART, DLGP), information sheets, documents/publications and the rating calculator. 2,200 site visits were made across the four hubs. In total there were 1,299 document downloads which included downloads for the package of services, DL brochure, Funding Our Future publication and rates proposal. Maitland Your Say - surveys Two online surveys were conducted. The first sought resident input into priority areas, service levels and impacts on rating. The second, similar to the telephone survey in phase three, tested resident support for the seven year rating proposal. 167 people completed the second online survey in Phase 3.
Shopping centre displays Staffed booths at shopping centres in Rutherford, Greenhills and Central Maitland. 7 one-on-one discussions Focus Groups Three adult and one youth focus groups, independently facilitated by Micromex. 38 participants. Hotline Calls received through the Maitland Your Say hotline set up from phase two. 31 one on one phone discussions. Facebook Posts on Maitland Your Say Facebook page providing information on the consultation, seven year rates proposal and ways residents could share their thoughts. A total of 64 posts were provided throughout the phases A total of 2,904 were actively engaged in these posts, liking, sharing, clicking or commenting. 68 people provided comment through Facebook throughout the campaign. Community information sessions Presentations and open discussions were held at the Town Hall and libraries (Thornton, Rutherford and East Maitland). The events were advertised in the media, on Councils Maitland Your Say site, Facebook page and Maitland Your Say events calendar. 10 information sessions were held across the four phases with an approximate total of 94 people attending. NB: 2 sessions were abandoned due to zero attendance. Business information sessions Presentation to Business Leaders Luncheon and drop-in session for business owners. 90 attendees at Business Leaders luncheon and two attendees at business drop-ins session. Staff information sessions Staff briefings were held over the ten months of consultation to inform staff of the next steps, where to direct residents to participate and where they could also participate as a resident. Briefings were provided by Executive Managers followed by distribution of information sheets. One formalised staff information session was held on 11 November 2013 which duplicated the information provided in the community Over 20 people attended the session.
more competent in the workplace. Current Cost containment Asset Management & Infrastructure Delivery The continued application of best practice (eg NAMS, IIMM) will allow Council to contain costs, in line with industry trends. Council is recognised as having sound asset management practices and will strive to become more advanced as the city grows, new assets are realised and older assets require renewal. Current, future Cost containment Asset Management & Infrastructure Delivery Council will continue to undertake a review of asset related policies and procedures every two years, complementing the proactive continuous improvement approach deployed in regard to operational procedures and programs. Future Efficiency gain Asset Management & Infrastructure Delivery A more detailed approach to maintenance of building and recreation assets will be initiated in 2014. This is possible due to the appointment of a dedicated building asset maintenance officer and the expansion of the Assets team to include two architects, which has improved in-house expertise. Current, future Cost containment Asset Management & Infrastructure Delivery A change to how Council is billed for electricity by amalgamating several site readings into one, the completion of an Energy Management Plan, and the recent tendering for the provision of electricity to Council will enable Council to see further cost containment over the next 3 years. Current, future Cost containment Asset Management & Infrastructure Delivery A focus on targeted employment on a temporary, project basis allows for appropriate specialised skills to come ‘in-house’ without ongoing employment costs. Current, future Efficiency gain Asset Management & Infrastructure Delivery An in-house project team sees contracts issued to specialised providers to assist in the delivery of capital works design. This ensures the best skills at the best price, in areas such as hydraulic design, landscape design and traffic and transport studies.
Future Cost containment City leadership Council’s advertising contracts are reviewed and renegotiated/tendered every two years. Future Service gain City leadership The development of a new corporate website will take advantage of new technology, making interaction with Council easier, providing better access to information and enabling enhanced collaboration with the community. Future Efficiency gain City leadership The increased integration of social media in Council’s internal and external engagement and communication will minimise printing, reduce advertising expenses, provide timely information and improve collaboration. It will also enable more opportunities for resident feedback that may provide valuable suggestions for further efficiencies. Future Efficiency gain/new revenue Community buildings An analysis of the use of community buildings will be undertaken to ensure best use of facilities, ensure revenues are appropriate and consult with tenants. This may lead to changes, pending final review, as Council seeks to minimise asset maintenance costs associated with delivery of non-core services. Future New revenue Community buildings A new policy is in development, which will see cost recovery for community centres and halls set at between 20% and 30% of operational costs, subject to the type of user and facility. Current, future Service containment Community buildings A Community Facilities and Public Toilet Strategy was completed in 2013. This has established the direction for future development and management, and will see some public toilets closed, new toilets built and key facilities maintained, in line with current and future usage. Current, future Service improvement Community Development Strategies have been developed to increase partnerships and sponsorships to assist in the delivery of projects and programs. Current, future Efficiency gain Community Efforts have been made at a program
corporate reporting suite, using a branding template, has avoided the need for external communications and design support. Past, current, future Service improvement Corporate reporting As an active member of the Hunter/Central Coast Region IP&R practitioners group, Council is able to share examples of best practice, harness ideas and collaborate on regionally appropriate projects. Future Efficiency gain Customer Service The planned upskilling staff in the use of social media tools will enable social customer relations management to be introduced, leading to improved response times. Current Efficiency gain Customer Service Standard Operating Procedures are regularly revised to ensure best possible service delivery to customers. A biannual planning day is held with the Customer Service Team to identify and work on areas for improvement in processes, systems and initiatives. Current Efficiency gain Customer Service Staffing levels in the customer service centre have remained static, whilst telephone enquiries have risen by more than 2000 calls per year and customer service requests by over 340 per year. Current, future Cost gain Development assessment and approvals Introduction of e-housing code for complying development will reduce manual handling, improve approval efficiency and allow for 24 hour, 7 day a week lodgement. Future New income Development assessment and approvals An increased focus on marketing Council’s building certification activities will be introduced to ensure awareness and utilisation of Council’s services. Current, future Efficiency gain Economic Development The advice and guidance provided by Council’s economic development officer assists investors and developers in submitting appropriate applications to Council, preventing unnecessary ‘to and fro’ with the Development Control Unit. Current, future New income Environmental services An increased focus on grant opportunities has seen $312,000 realised
70% of library notifications (eg reservations, overdues) are sent via email or SMS, resulting in a reduction in handling and postage. Current/ Future Service improvement Library Services Unique local history/heritage resources, including over 1,000 photographs, 150 maps, archival records and important donated collections have been preserved in digital format and are accessible online via the Library’s website. Current/ Future Efficiency gain/ Service improvement Library Services Online ticketing system streamlined management of library event promotion and bookings, including reduced cash handling through online management of financial transactions. Current/ Future Service improvement Library Services Introduction of federated searching option (February 2014) improved access to digital resources by integrating online databases and eResources (including eAudio, eBooks, eMagazines, downloadable music and streaming videos), offering users the option to perform one search from the Library’s website across multiple content sources. The ability to search across all supplier portals through a single command with a single results page will significantly improve the customer experience and the Library’s capacity to offer breadth of collection. Potentially, it will result in increased usage of our digital collections. Current/ Future Service improvement Library Services Free or low-cost services for customers, such as wireless access, internet access, email, printing, photocopying and scanning. Current, future Cost containment Maitland Gaol operations The former Maitland Gaol, a state-owned asset, is managed by Council on a basis. The facility provides tours, functions, events and is a site of significant historical significance. The Gaol is consistently managed on a ‘break even’ basis, with an increasing focus on grants to fund new activities asset renewal and program enhancement. Current Cost containment Maitland Gaol operations Installation of energy efficient lighting on site, returning cost savings over time Current Cost Maitland Gaol Installation of water recovery on site
incorporated into a new module in Council’s custom-built Horizon information management system. Future Efficiency gain People Management A Human Resources Information System will be introduced over the next two years. This will improve access to employee data, better manage individual employees and allow for improved trend analysis and response. Past, current, future Cost reduction Procurement via Hunter Councils Inc Council uses its membership of Hunter Councils for procurement on supply related contracts. These include road resurfacing, drainage pipes, concrete supply, line marking and more. Current, future Cost improvement panel The introduction of a reduced tender threshold and panel of preferred tenderers for plumbing and electrical works has seen improved response on small projects and also cost savings. Current, future Service gain Project Management A proactive approach to secondments between departments has allowed agile movement of skills across the organisation, contributing to improved project outcomes and broadening of skills base. Current, future Service gain Project Management The recent move to accommodate project management of heritage related projects has resulted in the development of a pool of experienced tradespersons and reduced reliance on project consultants eg Morpeth Courthouse project. It has also led to a significant increase in corporate knowledge which will provide benefits in planning for future heritage related works. Current, future Efficiency gain Project Management The further embedding of Council’s Project Management Framework (aligned to leading PMBOK methodology) will ensure best practice project management, with 23 staff through accredited project management training. Future Efficiency gain Project Management The full deployment of project management software, aligned to
Current, future Cost containment Transport planning Strategic planning allows for identification of required traffic studies and analysis, with competitive tenders and temporary recruitment of qualified individuals on a project basis. Future Efficiency gain, cost containment Volunteer management Council has a wide pool of volunteers, supporting a range of activities from libraries, art gallery through to events. The possible centralised coordination of volunteers will be explored over the next two years, to improve coordination and support for this valuable community resource. A centralised focus will also allow for increased recruitment of volunteers to assist in appropriate activities. Additionally, centralising management of volunteers will minimise the amount of time required from activity managers in supporting the volunteers. The use of volunteers also offsets the costs of providing some activities. Current/future Efficiency gain/service improvement Waste management The appointment of a dedicated waste coordinator has improved statutory compliance and improved the practices of residents through fostering introduction of new product capture initiatives. Past New revenue Waste management Council’s funding under the now defunct (2013) Waste and Sustainability Improvement Program (WaSIP) from the NSW State Government was grown by $100,000 each year. Current, future New revenue Waste Management With changes made to WaSIP and its replacement with ‘Waste Less, Recycle More’, Council is hoping to access considerably more funding. Council is seeking $1.3 million under the program to assist in the purchase of green waste bins and is currently developing EOI documentation for funding of up to $10 million dollars for capital infrastructure, organics processing and household hazardous waste management systems. Current, future Cost containment Waste management The introduction of a flare at Mount Vincent has assisted in reducing
facility Council’s carbon tax liability, through a reduction of 2.5 million cubic metres of greenhouse gases. Current, future Cost containment Work Health and Safety Monthly reports are provided to the executive leadership team, highlighting incidents and trends. This allows for quick responses to issues emerging, through training, communication etc. Current, future Cost containment Work Health and Safety Development of close working relationships with key stakeholders such as Construction team leaders, Coordinators and Managers. This allows for support and guidance to be provided to key stakeholders to assist them in managing safety in the workplace. Current, future Cost containment Work Health and Safety Completion of safety reviews on work crews as they complete their tasks. Safety reviews assist in promoting working safely by the interactive nature of the review, where questions are asked regarding the task, observation of the task occurs and review of WHS procedures for the task takes place. Current, future Cost containment Work Health and Safety Regular reports of WorkCover prosecutions, advices, safety alerts etc are forwarded to relevant Managers, Coordinators and Team Leaders for their information and to present to staff at team meetings and/or toolbox talks. This provision of information assists in staff at all levels gaining a better understanding of issues that may be relevant to their area of work. Current, future Cost containment Work Health and Safety Regular review of current WHS management systems within Council in conjunction with key stakeholders. Safe work method statements (SWMS), procedures etc are reviewed and updated in consultation with the stakeholders. This allows for ownership of WHS by all stakeholders. Current, future Cost containment Work Health and Safety Training in key aspects of WHS legislation and Council’s WHS management system is undertaken on regular intervals. This training assists in