acknowledgement of country - … · acknowledgement of country 3 ... 5. declaration of non...

1. LEAVE OF ABSENCE/APOLOGIES

2. ACKNOWLEDGEMENT OF COUNTRY

3. PRESENTATIONS

4. DECLARATION OF PECUNIARY INTERESTS

5. DECLARATION OF NON PECUNIARY INTERESTS

6. CONFIRMATION OF MINUTES

7. BUSINESS ARISING FROM MINUTES

8. ADMISSION OF LATE REPORTS

9. NOTICES OF MOTION/RESCISSION MOTIONS

10. CHAIRPERSONS MINUTE

11. PUBLIC PARTICIPATION – CONFIDENTIAL SESSION

12. MATTERS TO BE SUBMITTED TO OPEN COUNCIL

12.1. MATTERS SUBMITTED BY CORPORATE SERVICES MANAGER

12.1.1. Council Investments

12.1.2. Capital Works Progress Report

12.2. MATTERS SUBMITTED BY THE GENERAL MANAGER

12.2.1. Complaints Management Policy

12.2.2. Internal Reporting Policy

12.2.3. Equal Employment Opportunity Policy

12.2.4. Adoption Code of Meeting Practice

12.2.5. Adoption 2017- 2021 Delivery Program and 2017 - 2018 Operational Plan

12.2.6. LGNSW Water Management Conference

13. NEXT MEETING

14. QUESTIONS AND STATEMENTS

15. CLOSE OF BUSINESS

Goldenfields Water County Council Agenda - June 2017 - AGENDA

1

LEAVE OF ABSENCE/APOLOGIES At the time of preparation of the business paper no apologies had been received.

Goldenfields Water County Council Agenda - June 2017 - LEAVE OF ABSENCE/APOLOGIES

2

ACKNOWLEDGEMENT OF COUNTRY

I would like to acknowledge the Wiradjuri people who are the Traditional Custodians of the Land. I would also like to pay respect to their people both past and present and extend that respect to other Aboriginal Australians who are present.

Goldenfields Water County Council Agenda - June 2017 - ACKNOWLEDGEMENT OF COUNTRY

3

PRESENTATIONS

Lloyd Davidson from StateCover will be presenting an overview of workers' compensation premiums for the 2017/18 financial year.

Goldenfields Water County Council Agenda - June 2017 - PRESENTATIONS

4

DECLARATION OF PECUNIARY INTERESTS

Declaration of Interest

Councillors and senior staff are reminded of their obligation to declare their pecuniary interest in

any matters listed before them. Councillors may declare an interest at the commencement of the meeting, or alternatively at any

time during the meeting should any issue progress or arise that would warrant a declaration. Councillors must state their reasons in declaring any type of interest.

Goldenfields Water County Council Agenda - June 2017 - DECLARATION OF PECUNIARY INTERESTS

5

DECLARATION OF NON PECUNIARY INTERESTS

Declaration of non Pecuniary Interest Councillors and senior staff are reminded of their obligation to declare their interest in any

matters listed before them.

In considering your interest you are reminded to include non-pecuniary and conflicts of interest

as well as any other interest you perceive or may be perceived of you. Councillors may declare an interest at the commencement of the meeting, or alternatively at any

time during the meeting should any issue progress or arise that would warrant a declaration. Councillors must state their reasons in declaring any type of interest.

Goldenfields Water County Council Agenda - June 2017 - DECLARATION OF NON PECUNIARY INTERESTS

6

CONFIRMATION OF MINUTES

It is recommended that the minutes of the meeting held 27 April 2017 having been circulated to members be confirmed as a true and accurate record.

Goldenfields Water County Council Agenda - June 2017 - CONFIRMATION OF MINUTES

7

BUSINESS ARISING FROM MINUTES

At the time of preparation of the business paper no business was arising from minutes.

Goldenfields Water County Council Agenda - June 2017 - BUSINESS ARISING FROM MINUTES

8

ADMISSION OF LATE REPORTS

In accordance with clause 241 (3) of the Local Government (General) Regulations 2005

business may be transacted at a meeting without due notice only if:

a) A motion is passed to have the business transacted at the meeting, and

b) The business is proposed to be brought forward is ruled by the chairperson to be of great

urgency.

Goldenfields Water County Council Agenda - June 2017 - ADMISSION OF LATE REPORTS

9

NOTICES OF MOTION/RESCISSION MOTIONS

At the time of preparation of the Business Paper no Notices of Motion or Rescission Motions have been received.

Goldenfields Water County Council Agenda - June 2017 - NOTICES OF MOTION/RESCISSION MOTIONS

10

CHAIRPERSONS MINUTE

At the time of preparation of the Business Paper the Chairperson had not issued a report for publication.

Goldenfields Water County Council Agenda - June 2017 - CHAIRPERSONS MINUTE

11

PUBLIC PARTICIPATION - CONFIDENTIAL SESSION In accordance with the Local Government Act 1993 and the Local Government (General) Regulations 2005, in the opinion of the General Manager the following business is of a kind as referred to in section 10A(2) of the Act and should be dealt with in part of the meeting closed to the media and public. It is recommended that Council move into CONFIDENTIAL SESSION.

Goldenfields Water County Council Agenda - June 2017 - PUBLIC PARTICIPATION - CONFIDENTIAL SESSION

12

EXITING CONFIDENTIAL SESSION There being no further confidential items it is recommended that Council revert back to Open Session and that the resolutions made in Confidential Session be made public.

Goldenfields Water County Council Agenda - June 2017 - EXITING CONFIDENTIAL SESSION

13

GOLDENFIELDS WATER COUNTY COUNCIL – JUNE 2017

Reports to the Goldenfields Water Council meeting to be held on 22 June 2017

COUNCIL INVESTMENTS (G35507005)

Report prepared by Accountant

BACKGROUND

A report on Council’s Investments is required to be presented for Council’s consideration In accordance with clause 212 of the Local Government (General) Regulation 2005. Council’s Investment Policy PP-004 - Reporting and Reviewing Investments requires the provision of a report detailing the investment portfolio in terms of performance, percentage exposure of total portfolio, maturity date and market value.

REPORT

The following details Council Investments as at 31 May 2017:

Market Term Rate Maturity % ofValue ($) (days) Date Portfolio

Long Term Deposits 34,000,000.00 77.1%National Australia Bank 3,000,000.00 1,096 3.73% 05/11/17 6.8%Bank of Queensland 3,000,000.00 1,098 3.60% 05/12/17 6.8%National Australia Bank 3,000,000.00 1,097 3.70% 04/12/17 6.8%AMP 3,000,000.00 1,097 3.40% 19/12/17 6.8%National Australia Bank 3,000,000.00 1,097 3.57% 08/01/18 6.8%National Australia Bank 3,000,000.00 1,096 3.36% 12/02/18 6.8%Commonwealth Bank 3,000,000.00 1,097 3.11% 17/03/18 6.8%Commonwealth Bank 3,000,000.00 1,096 3.06% 20/04/18 6.8%Westpac Banking Corporation 3,000,000.00 1,096 3.04% 25/06/18 6.8%Bank of Queensland 3,000,000.00 1,098 3.00% 29/10/18 6.8%ING Direct 3,000,000.00 1,098 3.18% 18/03/19 6.8%Bendigo & Adelaide Bank 1,000,000.00 548 3.00% 1/12/17 2.3%

Short Term Deposits 7,000,000.00 15.9%Bendigo & Adelaide Bank 1,000,000.00 365 2.97% 31/05/17 2.3%Bank of Queensland 1,000,000.00 365 2.85% 31/05/17 2.3%AMP Bank 1,000,000.00 181 3.00% 15/06/17 2.3%Bendigo & Adelaide Bank 1,000,000.00 365 2.67% 10/08/17 2.3%Members Equity Bank 2,000,000.00 180 2.77% 11/07/17 4.5%Australian Military Bank 1,000,000.00 365 2.85% 28/03/18 2.3%

At Call Deposits 3,100,210.00 7.0%Commonwealth Bank At Call A/c 2,100,000.00 At Call 1.70% N/A 4.8%AMP Bank At Call A/c 1,000,210.00 At Call 2.55% N/A 2.3%

Total Value of Investment Funds 44,100,210.00 100.0%

Goldenfields Water County Council Agenda - June 2017 - MATTERS TO BE SUBMITTED TO OPEN COUNCIL

14



77.1%

15.9%

7.0%PORTFOLIO BY TYPE

Long Term Deposits

Short Term Deposits

At Call Deposits

0.0%5.0%

10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%

CBA(A1+)

Westpac(A1+)

NAB(A1+)

AMP(A1)

ING(A2/A-)

BQld(A2)

B&A Bank(A2/A1-)

MembersEquity

(A2/BBB+)

AustralianMilitary

Bank (NotRated)

PORTFOLIO BY INSTITUTION (incl S&P Rating)

65% 1%3%

0%3%2%

4%

22%

RESERVES & CASH OR CASH EQUIVALENTS

Infrastructure Reserve

Cash at hand

Plant Reserve

Deposits

Employee Leave Entitlements

Year to Date Contributions

Sales Fluctuation Reserve

Operations & Infrastructure Funds


15



Movements within Bank account for the reporting period ($)

Cash Book balance as at 1 February 2017 $267,515.75Plus Deposits

February $1,435,519.55March $4,141,901.40

Less PaymentsFebruary -$1,451,230.73

March -$3,857,953.88

Cash Book balance as at 31 March 2017 $535,752.09

Less Outstanding Deposits -$19,944.58Plus Unpresented Cheques $189,130.41

Bank balance as at 31 March 2017 $704,937.92

It is hereby certified that the above investments have been secured in accordance with:

∑ Local Government Act, 1993;∑ Local Government (General) Regulation, 2005;∑ Investment Order - dated 12 January 2011; and∑ Council’s Investment Policy PP-004 (adopted 23/6/2016).

Councillors will be aware of Council’s Restricted Assets, which will now form part of the report.

The following table sets out GWCC’s investment maturity timetable

-10000000

-9000000

-8000000

-7000000

-6000000

-5000000

-4000000

-3000000

-2000000

-1000000

0

Jan-

17

Feb-

17

Mar

-17

Apr-

17

May

-17

Jun-

17

Jul-1

7

Aug-

17

Sep-

17

Oct

-17

Nov

-17

Dec

-17

Jan-

18

Feb-

18

Mar

-18

Mar

-18

Apr-

18

May

-18

Jun-

18

Jul-1

8

Aug-

18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr-

19

May

-19

Jun-

19

INVESTMENT MATURITY & AMOUNTS


16



Attachments: Nil

Tabled Items: Nil

FINANCIAL IMPACT STATEMENT

The recommendation does not impact on Council’s financial position.

RECOMMENDATION

That the report detailing Council Investments at 31 May 2017 be received and noted.


17



CAPITAL WORKS PROGRESS (G35201005)

Report prepared by Accountant

BACKGROUND

Capital Works represents an important part of Council’s activities and expenditure. This report details progress year to date on programmed and emergent capital works. Water mains are a significant part of the annual program and are also reported in more detail.

REPORT

This report is presented for information on the progress of Council’s Capital Works Program as at 31 May 2017.

Description 2016/17 Estimate Costing to 31/05/2017Total New -Water Mains-Developers $ 40,000 $ 45,098 Total New -Water Mains $ 120,000 $ 37,267 Total New System Assets-Reservoirs $ - $ -Total New System Assets-Pumping Stations $ 296,000 $ 152 Total New System Assets-Treatment $ 136,900 $ 34,445 Total New System Assets-Bores $ 400,000 $ 358,385 Total New System Assets-Services-Meters $ 125,000 $ 66,190 Total New System Assets - Backflow $ 45,000 $ 51,017 Total New Plant & Equipment $ 155,000 $ 38,427 Total New Intangibles $ 116,955 $ 97,313 Total New Assets-Buildings $ - $ -Temora Workshop $ 1,146,494 $ 386,513 Capital New Land & Buildings $ 460,000 $ 152,705 Total New Capital $ 3,041,349 $ 1,267,512 Total New System Assets-Manadamah Stage 1 $ 2,000,000 $ 171,774 Total New Capital (incl Mandamah) $ 5,041,349 $ 1,439,286 Total Renewals Mains $ 844,200 $ 453,055Total Renewals Reservoirs $ 40,000 $ 3,773Total Renewals Pump Stations $ 1,232,500 $ 257,388Total Renewals Treatment $ 39,500 $ 44,993 Total Renewals Bores $ 250,000 $ 230,560Total Renewals Services Meters-Taggles $ 145,000 $ 69,873Total Renewals Plant and Equipment $ 336,700 $ 135,393Total Renewals-Buildings $ 224,600 $ 80,607Total Capital Renewals $ 3,073,000 $ 1,275,642Total Plant Purchases $ 650,000 $ 1,308,323Total Plant Sales -$ 580,000 -$ 502,372Total Plant Purchased & Sold $ 70,000 $ 805,951Grand Total $ 8,184,349 $ 4,034,580


18



Attachments: Nil

Tabled Items: Nil



RECOMMENDATION

The report detailing Council’s capital works program as at 31 May 2017 be received and noted.

Description2016/17 Estimate

Costing to 31/05/2017

Progress % Commentary

New System Assets-Mains Developer PaidCommissioning Developer Provided Mains 40,000$ -$ na Overarching budget Capital New Developer Design - GWCC -$ 3,775$ na Mains Temora- Gallopli & James Streets -$ 22,452$ 100% Job Completed

Mains Ariah Park Cut In & Mains Extension -$ 696$ 100%

Job Completed 2016 Financial Year. Invoices received in new Financial Year

Mains West Wyalong Evans Street -$ 199$ 100%


Mains Coolamon Mirrool Wallace Road -$ 6,656$ 100% Job Completed

Mains Temora Tewkesbury -$ 548$ 100%


Mains Coolamon Wallace Street -$ 13,038$ 100% Job Completed Mains Rannock Road & Campbells Lane -$ 106,028$ Water Mains-Developers 40,000$ 153,392$ New System Assets-MainsEasement Compensation 20,000$ 1,315$ na Not project based capital works Total New Mains To be Determined 100,000$ -$ na Overarching budget Ariah Park Fill Station Ariah Park -$ 10,986$ 100% Job Completed Ariah Park Mains Extension to relocate Fill station -$ 23,433$ 100% Job Completed Total New -Water Mains 120,000$ 35,734$ Capital Renewals-MainsTotal Renewals- To be Determined 300,000$ -$ na Overarching budgetTotal Mains Renewal Investigations -$ 1,326$ Total - West Wyalong Stadium Main -$ 11,786$ 100% Job Completed Total - Wallace Street GSE Correction -$ 19,500$ 100% Job Completed Total Wyalong-Showground Road RMS Stage 2 -$ 6,049$ 100% Job Completed Total Wyalong-Showground Road RMS Stage 3 -$ 55,606$ 100% Job Completed Total Wyalong-Showground Road RMS Stage 4 -$ 80,502$ 100% Job Completed Total Compton Rd & Neeld Street -$ 109,292$ 100% Job Completed Total Capital Renewals - Mains 300,000$ 284,061$ Cootamundra - Temora Road Total Cootamundra-Temora Road 60,500$ -$ 0% Job not yet commenced Total Cootamundra-Temora Road 60,500$ -$ Weethalle Fishers Lane Total Weethalle Fishers Lane 483,700$ 168,994$ 100% Job Completed Total Weethalle Fishers Lane 483,700$ 168,994$


19



COMPLAINTS MANAGEMENT POLICY (G40350505)

Report prepared by HR Coordinator

BACKGROUND

PP020 Complaints Management Policy establishes an effective complaints management system in accordance with the best practice model as provided by the NSW Ombudsman.

REPORT

PP020 Complaints Management Policy sets a complaints management system which ensures complaints regarding Goldenfields Water County Council are received, recorded and resolved in a timely and appropriate manner and dealt with fairly and impartially.

Attachments: PP020 Complaints Management Policy

Tabled Items: Nil



RECOMMENDATION

That Council endorses PP020 Complaints Management Policy.


20

Policy No. PP020

Complaints Management


21

2

Policy No. PP020Complaints Management

Policy No. PP020 COMPLAINTS MANAGEMENT

POLICY INFORMATION

Date Adopted by Board Resolution No.

Policy Responsibility General Manager

Review Timeframe 3 yearly

Last Review n/a Next Scheduled Review 06/2021

DOCUMENT HISTORY

DOCUMENT NO. DATE AMENDED SUMMARY OF CHANGES

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

FURTHER DOCUMENT INFORMATION AND RELATIONSHIPS

Related Legislation

Local Government Act 1993Independent Commission Against Corruption Act 1988Ombudsman Act 1974Anti-Discrimination Act 1987NSW Government Information (Public Access) Act 2009 (GIPAA)Privacy & Personal Information Protection Act NSW 1998 (PPIPA)Public Interest Disclosures Act 1994

Related Policies

CP037 Code of Conduct Policy (Code of Conduct)PP021 Internal Reporting Policy

Related Procedures, Protocols, Statements

and Documents


22

3



Table of Contents

PURPOSE ........................................................................................................................................................ 4

SCOPE ............................................................................................................................................................. 4

TYPES OF COMPLAINTS ............................................................................................................................ 4

UNREASONABLE COMPLAINTS .............................................................................................................. 5

COMPLAINTS MANAGEMENT PROCESS ..............................................................................................6

RESPONSE TIMES FOR COMPLAINTS ................................................................................................... 7

RECORD KEEPING ....................................................................................................................................... 7

MONITORING PERFORMANCE AGAINST THE POLICY ..................................................................... 7


23

4



PURPOSE

The purpose of this policy is ensure Goldenfields Water has in place an effective complaints management system which;

• ensures complaints are received, recorded and resolved in an appropriate manner;

• allows Goldenfields Water to deal with complaints in an fair, open and impartial manner;

• uses complaints as a means to improve Goldenfields Water’s service quality, policies andprocedures;

• demonstrates Goldenfields Water’s commitment to deal with complaints in a positive manner; and

• allows general complaints to be dealt with in a timely manner.

SCOPE

This Policy applies to all staff and delegates of Goldenfields Water.

TYPES OF COMPLAINTS

General Complaints

This category covers a wide range of issues about policies and procedures, behaviour of employees and quality of service that are dealt with and resolved inside the organisation. These complaints may be written or verbal and there is an identified complainant. Goldenfields Water aims is to deal with these complaints as close to the source of the complaint as possible. Goldenfields Water determines how to deal with general complaints, unlike complaints where statutory rules exist.

Customers who have made a general complaint and are dissatisfied with the outcome can take the matter further by contacting the Office of Local Government, Independent Commission Against Corruption (ICAC), the NSW Ombudsman or Anti-Discrimination Board, so it is important that Goldenfields Water does everything possible to try to resolve the issue. However, there are times when a complaint is not justified and a decision or outcome cannot be changed. At these times Goldenfields Water must continue to deal with the complainant in a professional way and inform complainants about their rights and other avenues available to them.

Anonymous Complaints

While anonymous complaints will be recorded, they will generally only be acted on where the matter is relatively serious and where there is sufficient information in the complaint to enable an investigation to be undertaken.

Anonymous complaints should always be referred to the relevant Manager. Complaints about hazards and public safety concerns should be referred to Goldenfields Water’s WHS & Procurement Coordinator.

Generally only anonymous complaints about staff involving the following serious matters will be investigated:

• hazards involving possible risks and public liability;

• corrupt conduct;

• illegal activities; and


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5



• public safety concerns.

Code of Conduct Complaints

These complaints relate to breaches of the Code of Conduct. Any complaint alleging a breach of the Code of Conduct by a Board Member, member of staff or delegate of council will be dealt with in accordance with the procedures prescribed under the Code of Conduct.

Competitive Neutrality Complaints

This is a complaint that Goldenfields Water has not met its obligations under the National Competition Policy and has not abided by the spirit of competitive neutrality in the conduct of a Council business.

Complaints with Statutory (including Industrial) Reporting Requirements

This category covers a range of issues that may be dealt with and resolved inside the organisation and may also have external reporting requirements. These complaints will be dealt with by the relevant Manager and possibly referred to an appropriate external authority. The General Manager will be kept informed about the nature and resolution of these types of complaints and the process used.

Public Interest Disclosure, Corrupt Conduct, Maladministration and Serious/Substantial Waste

These complaints are to be dealt with in accordance with PP021 Internal Reporting Policy. The General Manager will be notified about all protected disclosures made.

Pecuniary Interest

These complaints are to be referred to the relevant Manager for investigation.

Grievance Complaints

These complaints may be referred to the relevant Manager or Human ResourcesCoordinator.

Complaints regarding service quality and reliability will be dealt with in accordance with ‘best practice’ as set out by the Office of Water.

UNREASONABLE COMPLAINTSThis Policy exists for the benefit of service users to provide a process which is both transparent and fair in dealing with expressions of dissatisfaction. However in certain instances it is apparent that some complaints are unlikely to be concluded due to their unreasonable nature. Complaints are deemed unreasonable if:

∑ The complaint lacks substance or merit;

∑ The complaint is outside of Goldenfields Water’s jurisdictional responsibility; or

∑ The conduct of the complainant is unreasonable, unacceptable oruncooperative.


25

6



COMPLAINTS MANAGEMENT PROCESSGoldenfields Water recognises that an effective complaints system is an essential part of the provision of quality public sector service. To achieve this, the best practice model as advocated by the NSW Ombudsman to handle complaints has been adopted:

Figure : Goldenfields Water's Complaints Management Process

Figure 1: Goldenfields Water’s Complaints Management Process

Tier 1. Frontline Complaint HandlingStaff are empowered with clear delegations to resolve complaints wherever possible at first point of contact. All complaints are registered in Goldenfields Water’s records management system to outline the resolution/action taken.

Tier 2. Internal ReviewIf the complaint cannot be resolved at the first point of contact then the complaint is reviewed or investigated by the Public Officer, Senior Officer or General Manager and the results of the review are reported back to the complainant.

Tier 3. External ReviewIf the complaint cannot be reviewed within Goldenfields Water the complainant is referred to an outside agency or to some other alternative resolution procedure or, as a last resort any legal remedy.

Goldenfields Water will maintain a Complaints Register which will provide a complete record of all complaints received and processed.

Tier 1 Frontline Complaint Handling

Staff are empowered with clear delegations to resolve

complaints wherever possible at first point of contact.

Tier 2 Internal Review or Investigation

Senior staff or Public officer review /investigate unresolved complaints.

Tier 3 Independent Review

Unresolved complaints referred externally for:

- Alternative dispute resolution procedure- Complaint referred to external agency- Complainant informed of appeal procedure or other.

Goldenfields Water recognises that the customer wants:

- A user friendly complaints system

- To be heard, understood and respected

- An explanation- An apology- Action as soon as

possible

Goldenfields Water recognises that it must provide:

- A user friendly system for accepting customer feedback

- Clear procedures for staff to deal with complaints

- Clear internal and external referral procedures

- Recording system to capture complaints

- Performance standards including timeframes for response.

- A system review data to analyse trends

- Improvement of service delivery in identified areas.


26

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The Corporate Services Manager shall maintain statistics of complaints to allow performance reporting in the quarterly review and the Annual Report.

By adopting the best practice model for complaint handling as advocated by the NSW Ombudsman’s Office, Goldenfields Water will ensure it has in place an efficient and effective system for handling complaints. It will ensure that complainants can see that Goldenfields Water has a transparent system which handles their complaint fairly. Also, it will allow Goldenfields Water to learn as an organisation in achieving better outcomes for the constituent communities.

RESPONSE TIMES FOR COMPLAINTS

It is the aim of Goldenfields Water to finalise all complaints within twenty-eight working days. However, in some cases, response times may be delayed due to the nature and complexity of the complaint. Additional information or clarification may be required. Staff handling the complaint may also need to consult or seek information from other Goldenfields Wateremployees. The investigation period will vary according to the nature and complexity of the complaint. When response times are longer than the set standard, the complainant will beinformed about progress.

All complaints will be acknowledged within five working days regardless of the way the complaint was made. Wherever possible, complaints will be acknowledged at the time the complaint is made.

RECORD KEEPING

General complaints received by telephone, e-mail and mail are to be recorded and placed on the relevant file.

Complaints about staff, Code of Conduct complaints, competitive neutrality complaints, protected disclosures and grievances are to be kept on a secure and confidential file.

MONITORING PERFORMANCE AGAINST THE POLICY

Regular monitoring of performance response times against the time standards set out in the Policy will be undertaken with an annual report being presented to the Management Executive (MANEX) and circulated to Board Members.


27



INTERNAL REPORTING POLICY (G40350505)


BACKGROUND

PP021 Internal Reporting Policy establishes an internal reporting system for staff and Board Members to report a public interest issue in accordance with the Public Interest Disclosures Act 1994 (PID Act).

REPORT

In accordance with the PID Act, Goldenfields Water County Council (Council) is required to establish an internal reporting system which allows staff and Board Member to report wrongdoing without fear of reprisal. PP021 Internal Reporting Policy sets out Council’s internal reporting process and the responsibilities of all relevant parties as required under the legislation.

Attachments: PP021 Internal Reporting Policy

Tabled Items: Nil



RECOMMENDATION

That Council endorses PP021 Internal Reporting Policy.


28

Policy No. PP021

Internal Reporting


29

2

Policy No. PP021Internal Reporting

Policy No. PP021 INTERNAL REPORTING

INFORMATION ABOUT THIS POLICYDate Adopted by Board Resolution No.



Last Review n/a Next Scheduled Review 06/2019

DOCUMENT HISTORY


DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY


Related Legislation

Public Interest Disclosures Act 1994Local Government Act 1993Independent Commission Against Corruption Act 1988Ombudsman Act 1974NSW Government Information (Public Access) Act 2009 (GIPA Act)Privacy & Personal Information Protection Act NSW 1998 (PPIPA)Public Interest Disclosures Act 1994Goldenfields Water County Council Enterprise Award 2014 (as amended)

Related Policies

CP037 Code of Conduct Policy (Code of Conduct)PP010 Gifts and Benefits PolicyPP020 Complaints Handling Policy


and Documents


30

3



Table of Contents

INFORMATION ABOUT THIS POLICY.......................................................................................... 2

PURPOSE ...................................................................................................................................... 4

SCOPE ...........................................................................................................................................4

ROLES AND RESPONSIBILITIES................................................................................................. 4

WHAT SHOULD BE REPORTED................................................................................................... 7

ASSESSMENT OF REPORTS ....................................................................................................... 8

WHEN WILL A REPORT BE TREATED AS A PUBLIC INTEREST DISCLOSURE? .................... 9

WHO CAN RECEIVE A REPORT WITHIN GOLDENFIELDS WATER? ........................................ 9

WHO CAN RECEIVE A REPORT OUTSIDE OF GOLDENFIELDS WATER? ............................. 10

HOW TO MAKE A REPORT ........................................................................................................ 11

CAN A REPORT BE ANONYMOUS? .......................................................................................... 11

FEEDBACK TO STAFF WHO REPORT WHO REPORT WRONGDOING................................... 12

MAINTAINING CONFIDENTIALITY ............................................................................................. 13

MANAGING THE RISK OF REPRISAL AND WORKPLACE CONFLICT .................................... 13

PROTECTION AGAINST REPRISALS ........................................................................................ 13

SUPPORT FOR THOSE WHO REPORT WRONGDOING ........................................................... 15

SANCTIONS FOR MAKING FALSE OR MISLEADING STATEMENTS ...................................... 15

THE RIGHTS OF PERSONS THE SUBJECT OF A REPORT ..................................................... 15

MORE INFORMATION................................................................................................................. 16

IMPORTANT CONTACTS............................................................................................................ 16

FLOW CHART OF INTERNAL REPORTING PROCESS............................................................. 17


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PURPOSE

The purpose of this Policy is to establish an internal reporting system for staff and Board Members to report wrongdoing without fear of reprisal. The Policy sets out who wrongdoing can be reported to, and how reports of wrongdoing will be dealt with by Goldenfields Water.

This Policy is designed to complement normal communication channels between supervisors and staff. Staff are encouraged to raise matters of concern at any time with their supervisors, but also have the option of making a report about a public interest issue in accordance with this Policy and the Public Interest Disclosures Act 1994 (PID Act).

The internal reporting system established under this Policy is not intended to be used for staff grievances, which should be raised through the standard grievance procedures under the Goldenfields Water County Council Enterprise Award 2014 (The Award).

SCOPEThis Policy applies to all staff, Board Members and delegates of Goldenfields Water. The Policy also applies to public officials of another council or public authority who report wrongdoing relating to Goldenfields Water.

ROLES AND RESPONSIBILITIES

The role of staff and Board Members

Staff and Board Members play an important role in contributing to a workplace where known or suspected wrongdoing is reported and dealt with appropriately. All staff and Board Members are obliged to:

∑ report all known or suspected wrongdoing and support those who have made reports of wrongdoing;

∑ if requested, assist those dealing with the report, including supplying information on request, cooperating with any investigation and maintaining confidentiality;

∑ treat any staff member or person dealing with a report of wrongdoing with courtesy and respect; and

∑ respect the rights of any person who is the subject of a report.

Staff and Board Members must not:

∑ make false or misleading reports of wrongdoing; or

∑ victimise or harass anyone who has made a report.

The behaviour of all staff and Board Members involved in the internal reporting process must adhere to the Code of Conduct. A breach of the Code may result in disciplinary action.

The role of Goldenfields Water

Goldenfields Water has a responsibility to establish and maintain a working environment that encourages staff and Board Members to report wrongdoing and supports them when they do. This includes keeping the identity of reporters confidential where practical and appropriate,


32

5



and taking steps to protect reporters from reprisal and manage workplace conflict.

Goldenfields Water will assess all reports of wrongdoing it receives from staff and Board Members and deal with them appropriately. Once wrongdoing has been reported, Goldenfields Water takes ‘ownership’ of the matter. This means it is the responsibility of Goldenfields Water to decide whether a report should be investigated, and if so, how it should be investigated and by whom. Goldenfields Water will deal with all reports of wrongdoing fairly and reasonably, and respect the rights of any person the subject of a report.

Goldenfields Water must report on our obligations under the PID Act and statistical information about public interest disclosures in our annual report and to the NSW Ombudsman every six months.

To ensure Goldenfields Water complies with the PID Act and deals with all reports of wrongdoing properly, all staff and Board Members with roles outlined below and elsewhere in this Policy will receive training on their responsibilities.

The role of key positions

General Manager

The General Manager has ultimate responsibility for maintaining the internal reporting system and workplace reporting culture, and ensuring Goldenfields Water complies with the PID Act. The General Manager can receive reports from staff and Board Members and has a responsibility to:

∑ assess reports received by or referred to them, to determine whether or not the report should be treated as a public interest disclosure, and to decide how the report will be dealt with;

∑ deal with reports made under the Code of Conduct in accordance with the Code of Conduct;

∑ ensure there are strategies in place to support reporters, protect reporters from reprisal and manage workplace conflict that may arise in relation to a report;

∑ make decisions following any investigation or appoint an appropriate decision-maker;

∑ take appropriate remedial action where wrongdoing is substantiated or systemic problems are identified;

∑ refer actual or suspected corrupt conduct to the Independent Commission Against Corruption (ICAC); and

∑ refer any evidence of a reprisal offence under section 20 of the PID Act to the Commissioner of Police or the ICAC.

Disclosures Coordinator

The Disclosures Coordinator has a central role in Goldenfields Water’s internal reporting system. The Disclosures Coordinator can receive and assess reports, and is the primary point of contact for the reporter. The Disclosures Coordinator has a responsibility to:

∑ assess reports to determine whether or not a report should be treated as a public interest disclosure, and to decide how each report will be dealt with (either under delegation or in consultation with the General Manager);



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∑ coordinate Goldenfields Water’s response to a report;

∑ acknowledge reports and provide updates and feedback to the reporter;

∑ assess whether it is possible and appropriate to keep the reporter’s identity confidential;

∑ assess the risk of reprisal and workplace conflict related to or likely to arise out of a report, and develop strategies to manage any risk identified;

∑ where required, provide or coordinate support to staff involved in the reporting or investigation process, including protecting the interests of any officer the subject of a report;

∑ ensure Goldenfields Water complies with the PID Act; and

∑ provide six-monthly reports to the NSW Ombudsman in accordance with section 6CA of the PID Act.

Disclosures Officers

Disclosures Officers are additional points of contact within the internal reporting system. They can provide advice about the system and this Policy, receive reports of wrongdoing and assist staff and Board Members to make reports.

Disclosures Officers have a responsibility to:

∑ document in writing any reports received verbally, and have the document signed and dated by the reporter;

∑ make arrangements to ensure reporters can make reports privately and discreetly when requested, if necessary away from the workplace;

∑ discuss with the reporter any concerns they may have about reprisal or workplace conflict; and

∑ carry out preliminary assessment and forward reports to the Disclosures Coordinator or general manager for full assessment.

Chairperson

The Chairperson can receive reports from staff and Board Members about the General Manager. Where the Chairperson receives such reports, the Chairperson has a responsibility to:

∑ assess the reports to determine whether or not they should be treated as a public interest disclosure, and to decide how they will be dealt with;


∑ refer reports to an investigating authority, were appropriate;

∑ liaise with the Disclosures Coordinator to ensure there are strategies in place to support reporters, protect reporters from reprisal and manage workplace conflict that may arise in relation to a report;

∑ refer actual or suspected corrupt conduct to the ICAC; and

∑ refer any evidence of a reprisal offence under section 20 of the PID Act to the Commissioner of Police or the ICAC.


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Coordinators and supervisors

Coordinators and supervisors play an important role in managing the immediate workplace of those involved in or affected by the internal reporting process. Coordinators and supervisors should be aware of this Policy and are responsible for creating a local work environment where staff are comfortable and confident about reporting wrongdoing. They have a responsibility to:

∑ encourage staff to report known or suspected wrongdoing within the organisation and support staff when they do;

∑ identify reports made to them in the course of their work which could be public interest disclosures, and assist the staff member to make the report to an officer authorised to receive public interest disclosures under this Policy;

∑ implement local management strategies, in consultation with the Disclosures Coordinator, to minimise the risk of reprisal or workplace conflict in relation to a report; and

∑ notify the Disclosures Coordinator or General Manager immediately if they believe a staff member is being subjected to reprisal as a result of reporting wrongdoing, or in the case of suspected reprisal by the General Manager, notify the Chairperson.

WHAT SHOULD BE REPORTED

Suspected wrongdoing within Goldenfields Water or any activities or incidents seen that arebelieved to be wrong, should be reported.

Reports about the five categories of serious misconduct (corrupt conduct, maladministration, serious and substantial waste of public money, breach of the GIPA Act, and local governmentpecuniary interest contravention) which otherwise meet the criteria of a public interest disclosure, will be dealt with under the PID Act and in accordance with this Policy. Details about these types of conduct are set out below. More information about what can be reported under the PID Act can be found in the NSW Ombudsman’s Guideline B2: What should be reported?

All other wrongdoing or suspected wrongdoing should be reported to a supervisor, to be dealt with in accordance with the relevant Policies and legislation. This may include:

∑ harassment or unlawful discrimination; or

∑ practices that endanger the health or safety of staff or the public.

Even if these reports are not dealt with as public interest disclosures, Goldenfields Waterrecognises such reports may raise important issues. Goldenfields Water will respond to all reports and make every attempt to protect the staff member making the report from reprisal.

Corrupt Conduct

Corrupt conduct is the dishonest or partial exercise of official functions by a public official. For example, this could include:

∑ the improper use of knowledge, power or position for personal gain or the advantage of others;

∑ acting dishonestly or unfairly, or breaching public trust; or

∑ a council official being influenced by a member of the public to use their position in a


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way that is dishonest, biased or breaches public trust.

Maladministration

Maladministration is conduct that involves action or inaction of a serious nature that is contrary to law, unreasonable, unjust, oppressive or improperly discriminatory or based wholly or partly on improper motives.

For example, this could include:

∑ making a decision and/or taking action that is unlawful; or

∑ refusing to grant an approval for reasons that are not related to the merits of their application.

Serious and substantial waste of public money

Serious and substantial waste is the uneconomical, inefficient or ineffective use of resources that could result in losing or wasting public money.


∑ not following a competitive tendering process for a large scale contract; or

∑ having bad or no processes in place for a system involving large amounts of publicfunds.

Breach of the GIPA Act

A breach of the GIPA Act is a failure to properly fulfil functions under that Act.


∑ destroying, concealing or altering records to prevent them from being released;

∑ knowingly making decisions that are contrary to the legislation; or

∑ directing another person to make a decision that is contrary to the legislation.

Local government pecuniary interest contravention

A local government pecuniary interest contravention is a failure to comply with requirements under the Local Government Act 1993 relating to the management of pecuniary interests. These include obligations to lodge disclosure of interest returns, disclose pecuniary interests at Council meetings and leave the meeting while the matter is being discussed. A pecuniary interest is an interest that a person has in a matter because of a reasonable likelihood or expectation of appreciable financial gain or loss to the person.

For example, this could include a senior staff member recommending a family member for a council contract and not declaring the relationship.

ASSESSMENT OF REPORTS

All reports will be promptly and thoroughly assessed to determine what action will be taken to deal with the report and whether or not the report will be treated as a public interest disclosure.

The Disclosures Coordinator is responsible for assessing reports, in consultation with the General Manager where appropriate. All reports will be assessed on the information available to the


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Disclosures Coordinator at the time. It is up to the Disclosures Coordinator to decide whether an investigation should be conducted and how that investigation should be carried out. In assessing a report the Disclosures Coordinator may decide that the report should be referred elsewhere or that no action should be taken on the report.

WHEN WILL A REPORT BE TREATED AS A PUBLIC INTEREST DISCLOSURE?

Goldenfields Water will treat a report as a public interest disclosure if it meets the criteria of suchunder the PID Act. These requirements are:

∑ the report must be about one of the following five categories of serious wrongdoing –corrupt conduct, maladministration, serious and substantial waste of public money, breach of the GIPA Act, or local government pecuniary interest contravention;

∑ the person making the disclosure must honestly believe on reasonable grounds that the information shows or tends to show wrongdoing; and

∑ the report has to be made to either the General Manager or, for reports about the General Manager the Chairperson, a position nominated in this Policy (see section 8), an investigating authority or in limited circumstances to an Member of Parliament or journalist (see section 9).

Reports by staff are not public interest disclosures if they:

∑ mostly question the merits of government policy (see section 17); and

∑ are made with the sole or substantial motive of avoiding dismissal or other disciplinary action (see section 18).

WHO CAN RECEIVE A REPORT WITHIN GOLDENFIELDS WATER?

Staff are encouraged to report general wrongdoing to their supervisor. However the PID Act requires that, for a report to be a public interest disclosure, it must be made to certain public officials identified in this Policy.

The following positions are the only people within Goldenfields Water who are authorised to receive a public interest disclosure. Any supervisor who receives a report that they believe may be a public interest disclosure is obliged to assist the staff member to make the report to one of the positions listed below.

Disclosures Coordinator

Corporate Services Manager

Disclosures Officers

Production and Services Manager

Operations Manager

Human Resources Coordinator

Administration Coordinator


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Northern Distribution Coordinator

Mechanical Coordinator

Executive Assistant

If a report involves a Board Member, it should be made to the General Manager. If a report relates to the General Manager, it should be made to the Chairperson.

WHO CAN RECEIVE A REPORT OUTSIDE OF GOLDENFIELDS WATER?

Staff and Board Members are encouraged to report wrongdoing within Goldenfields Water, but internal reporting is not the only option. A public interest disclosure can also be made to:

∑ an investigating authority; or

∑ a Member of Parliament or a journalist, but only in the limited circumstances outlined below.

Investigating authorities

The PID Act lists a number of investigating authorities in NSW that staff and Board Members can report wrongdoing to and the type of wrongdoing each authority can deal with. In certain circumstances it may be preferable to make a report of wrongdoing to an investigating authority, for example, a report about either the General Manager or the Chairperson.

The relevant investigating authorities for Goldenfields Water are:

∑ ICAC — for reports about corrupt conduct;

∑ the Ombudsman — for reports about maladministration;

∑ the Information Commissioner — for disclosures about a breach of the GIPA Act; and

∑ the Office of Local Government— for disclosures about local councils.

The relevant investigating authority should be contacted for advice about how to make a disclosure to them.

The investigating authority may discuss any such reports with Goldenfields Water. Every effort will be made to assist and cooperate with the investigating authority to ensure the matter is dealt with appropriately and there is a satisfactory outcome. Appropriate support and assistance will be provided to staff or Board Members who report wrongdoing to an investigating authority.

Members of Parliament or journalists

To have the protections of the PID Act, staff reporting wrongdoing to a Member of Parliament or a journalist must have already made the same report to one of the following:

∑ the General Manager;

∑ a person nominated in this Policy, including the Chairperson for reports about the General Manager; or

∑ an investigating authority.

Additionally, Goldenfields Water or the investigating authority that received the initial report must


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have either:

∑ decided not to investigate the matter;

∑ decided to investigate the matter, but not completed the investigation within six months of the original report;

∑ investigated the matter but not recommended any action as a result; or

∑ not told the person who made the report, within six months of the report being made, whether the matter will be investigated.

Most importantly – to be protected under the PID Act – if wrongdoing is reported to a Member of Parliament or a journalist, it will need to be proved that there are reasonable grounds for believing that the disclosure is substantially true, and that it is in fact substantially true.

Other external reporting

If wrongdoing is reported to a person or authority that is not listed above, or a report is made to a Member of Parliament or journalist without following the steps outlined above, the individual will not be protected under the PID Act. This may mean they will be in breach of legal obligations or the Code of Conduct for disclosing confidential information.

For more information about reporting wrongdoing outside of Goldenfields Water, contact the Disclosures Coordinator or the NSW Ombudsman’s Public Interest Disclosures Unit.

HOW TO MAKE A REPORT

A report of wrongdoing can be made verbally or in writing. Reporters are encouraged to make a report in writing as this can help to avoid any confusion or misinterpretation. Goldenfields Water’s Internal Reporting Form located on the intranet is also available for staff or Board Members to use to make a report.

If a report is made verbally, the person receiving the report will make a comprehensive record of the report and ask the person making the report to sign this record. The reporter should keep a copy of this record.

CAN A REPORT BE ANONYMOUS?

There will be some situations where a reporter may not want to be identified when making a report. Although these reports will still be dealt with, it is in the best interest of the reporter to identify themselves. This allows Goldenfields Water to provide the reporter with any necessary protection and support, as well as feedback about what action is to be taken or has been taken to deal with the issues raised in the report, or the outcome of any investigation.

It is important to understand that an anonymous disclosure may not prevent a reporter from being identified by the subjects of the report or their colleagues. If Goldenfields Water does not know who made the report, it is very difficult for to prevent any reprisal should others identify them.


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FEEDBACK TO STAFF WHO REPORT WHO REPORT WRONGDOING

Staff and Board Members who report wrongdoing will be kept informed of the status in response to their report.

Acknowledgement

When a report is made, Goldenfields Water will contact the reporter to confirm that the report has been received and to advise:

∑ the timeframe within which further updates will be received; and

∑ the name and contact details of the people who can provide further information to the reporter.

After a decision is made about how the report will be dealt with, an acknowledgment letter will be sent, providing:

∑ information about the action that will be taken in response to the report;

∑ the likely timeframes for any investigation or other action; and

∑ information about the internal and external resources or support services available.

This information will be provided within ten (10) working days and no later than 45 days from the date the report is made. Goldenfields Water will also advise whether the report is to be treated as a public interest disclosure and provide a copy of this Policy at that time, as required by the PID Act.

If a report meets the requirements of the PID Act but the report was made under a statutory or legal obligation or incidental to the performance of the reporters day to day functions, theywill not receive an acknowledgement letter or a copy of this Policy.

Progress updates

While the report is being dealt with, such as by investigation or making other enquiries, the reporterwill be given:

∑ information about the progress of the investigation or other enquiries and reasons for any delay;

∑ advice of any decision by Goldenfields Water not to proceed with the matter; and

∑ advice if the reporters identity needs to be disclosed for the purposes of investigating the matter or making enquiries, and an opportunity to talk about this beforehand.

Feedback

Once the matter has been finalised the reporter will be given:

∑ enough information to show that adequate and appropriate action was taken and/or is proposed to be taken in response to the disclosure and any problem that was identified; and

∑ advice about whether they are likely to be called as a witness in any further matters,


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such as disciplinary or criminal proceedings.

MAINTAINING CONFIDENTIALITY

Goldenfields Water understants reporters may want their identity and the fact they have made a report to remain confidential. This can help to prevent any action being taken against them for reporting wrongdoing.

Where possible and appropriate Goldenfields Water will take steps to keep the identity of the reporter, and the fact they have reported wrongdoing, confidential.

If confidentiality cannot be maintained, Goldenfields Water will develop a plan to support and protect the reporter from reprisal in consultation with them.

It is important that reporters only discuss their report with those responsible for dealing with it. This will include the Disclosures Coordinator and the General Manager, or in the case of a report about the General Manager, the Disclosures Coordinator and the Chairperson.

Any staff or Board Member involved in the investigation or handling of a report, including witnesses, are required to maintain confidentiality and not disclose information about the process or allegations to any person except for those people responsible for handling the report.

MANAGING THE RISK OF REPRISAL AND WORKPLACE CONFLICT

When a staff member or Board Member reports wrongdoing, Goldenfields Water will undertake a thorough risk assessment to identify the risk of detrimental action in reprisal for reporting, as well as related risks of workplace conflict or difficulties. The risk assessment will also identify strategies to deal with those risks and determine the level of protection and support that is appropriate.

Depending on the circumstances, Goldenfields Water may:

∑ relocate the reporter or the staff member who is the subject of the allegation within the current workplace;

∑ transfer the reporter or the staff member who is the subject of the allegation to another position for which they are qualified; or

∑ grant the reporter or the staff member who is the subject of the allegation leave of absence during the investigation of the disclosure.

These courses of action are not punishment and will only be taken in consultation with the reporter.

PROTECTION AGAINST REPRISALS

Goldenfields Water will not tolerate any reprisal against staff or Board Members who report wrongdoing or are believed to have reported wrongdoing.

The PID Act provides protection for staff and Board Members who have made a public interest disclosure by imposing penalties on anyone who takes detrimental action against another person substantially in reprisal for that person making a public interest disclosure. These penalties also


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apply to cases where a person takes detrimental action against another because they believe or suspect the other person has made or may have made a public interest disclosure, even if they did not.

Detrimental action means action causing, comprising or involving any of the following:

∑ injury, damage or loss;

∑ intimidation or harassment;

∑ discrimination, disadvantage or adverse treatment in relation to employment;

∑ dismissal from, or prejudice in, employment; or

∑ disciplinary proceedings.

A person who is found to have committed a reprisal offence may face criminal penalties such as imprisonment and/or fines, and may be required to pay the victim damages for any loss suffered as a result of the detrimental action. Taking detrimental action in reprisal is also a breach of the Code of Conduct which may result in disciplinary action. In the case of Board Members, such disciplinary action may be taken under the misconduct provisions of the Local Government Act 1993.

It is important for staff and Board Members to understand the nature and limitations of the protection provided by the PID Act. The PID Act protects reporters from detrimental action being taken against them because they have made, or are believed to have made, a public interest disclosure. It does not protect reporters from disciplinary or other management action where Goldenfields Water has reasonable grounds to take such action.

Responding to allegations of reprisal

If it is believed that detrimental action has been or is being taken against an individual in reprisal for reporting wrongdoing, the relevant supervisor, the Disclosures Coordinator or the General Manager must be notified immediately. In the case of an allegation of reprisal by the General Manager, the Chairperson should be notified.

All supervisors must notify the Disclosures Coordinator or the General Manager if they suspect that reprisal against a staff member is occurring or has occurred, or if any such allegations are made to them. In the case of an allegation of reprisal by the General Manager, the Chairpersoncan alternatively be notified.

If Goldenfields Water becomes aware of or suspects that reprisal is being or has been taken against a person who has made a disclosure, Goldenfields Water will:

∑ assess the allegation of reprisal to decide whether the report should be treated as a public interest disclosure and whether the matter warrants investigation or if other action should be taken to resolve the issue;

∑ if the reprisal allegation warrants investigation, ensure this is conducted by a senior and experienced member of staff; and

∑ if it is established that reprisal is occurring against someone who has made a report, take all steps possible to stop that activity and protect the reporter.

Responding to allegations of reprisal

If a public interest disclosure is made in accordance with the PID Act, the reporter will not be subject to any liability, and no action, claim or demand can be taken against the individual for


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having made the public interest disclosure. The individual will not have breached any confidentiality or secrecy obligations and will have the defence of absolute privilege in defamation.

SUPPORT FOR THOSE WHO REPORT WRONGDOING

Goldenfields Water will make sure that staff who have reported wrongdoing, regardless of whether their report is treated as a public interest disclosure, are provided with access to any professional support they may need as a result of the reporting process.

Access to support may also be available for other staff involved in the internal reporting process where appropriate. Reporters and other staff involved in the process can discuss their support options with the Disclosures Coordinator.

Goldenfields Water has an established Employee Assistance Program (EAP). The EAP service provides staff with confidential counselling, coaching and support for workplace and personal issues.

Staff can make an appointment with an EAP counsellor by phoning 1300 361 008.

SANCTIONS FOR MAKING FALSE OR MISLEADING STATEMENTS

It is important all staff and Board Members are aware that it is a criminal offence under the PID Act to willfully make a false or misleading statement when reporting wrongdoing. Goldenfields Waterwill not support staff or Board Members who willfully make false or misleading reports. Such conduct may also be a breach of the Code of Conduct resulting in disciplinary action. In the case of Board Members, disciplinary action may be taken under the misconduct provisions of the Local Government Act 1993.

THE RIGHTS OF PERSONS THE SUBJECT OF A REPORT

Goldenfields Water is committed to ensuring staff or Board Members who are the subject of a report of wrongdoing are treated fairly and reasonably. This includes keeping the identity of any person who is the subject of a report confidential, where this is practical and appropriate.

The subject of a report will be advised of the allegations made against them at an appropriate time and before any adverse findings. At this time they will be:

∑ advised of the details of the allegation;

∑ advised of their rights and obligations under the relevant related policies and procedures;

∑ kept informed about the progress of any investigation;

∑ given a reasonable opportunity to respond to any allegation made against them; and

∑ told the outcome of any investigation, including any decision made about whether or not further action will be taken against them.


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Where the reported allegations against the subject officer are clearly wrong, or have been investigated and unsubstantiated, the subject officer will be supported by Goldenfields Water. The fact of the allegations and any investigation will remain confidential unless otherwise agreed to by the subject officer.

MORE INFORMATION

More information about public interest disclosures can be sought from the Disclosures Coordinator and the NSW Ombudsman's website at www.ombo.nsw.gov.au.

IMPORTANT CONTACTS

The contact details for external investigating authorities that staff can make a public interest disclosure to or seek advice from are listed below.

Disclosures about corrupt conduct:

Independent Commission Against CorruptionPhone: 02 8281 5999Toll Free: 1800 463 909Email: [email protected]: www.icac.nsw.gov.auAddress: Level 21, 133 Castlereagh StreetSydney NSW 2000

For disclosures about maladministration:

NSW Ombudsman Phone: 02 9286 1000Toll free: 1800 451 524Email: [email protected]: www.ombo.nsw.gov.auAddress: Level 24, 580 George StreetSydney NSW 2000

For disclosures about breaches of the GIPA Act

Information CommissionerToll Free: 1800 472 679Email: [email protected]: www.ipc.nsw.gov.auAddress: Level 11, I Castlereagh StreetSydney NSW 2000

For disclosures about local councils

Office of Local GovernmentPhone: 02 4428 4100Email: [email protected]: www.dlg.nsw.gov.auAddress: 5 O’Keefe AvenueNowra NSW 2451


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http://www.ombo.nsw.gov.au/

http://www.icac.nsw.gov.au/

http://www.ombo.nsw.gov.au/

http://www.ipc.nsw.gov.au/

http://www.dlg.nsw.gov.au/

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FLOW CHART OF INTERNAL REPORTING PROCESS

Figure 1: Flowchart of internal reporting process


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EQUAL EMPLOYMENT OPPORTUNITY POLICY (G40350505)


BACKGROUND

Goldenfields Water County Council (Council) has a legislative obligation to ensure the principles of equal employment opportunity and anti-discrimination are promoted and adhered to in the workplace.

REPORT

In accordance with the Local Government Act 1993, PP017 Equal Employment Opportunity shall demonstrate Councils commitment to the principles of equal employment opportunity and anti-discrimination.

Attachments: PP017 Equal Employment Opportunity Policy

Tabled Items: Nil



RECOMMENDATION

That Council endorses PP017 Equal Employment Opportunity Policy.


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Policy No. PP017

Equal Employment Opportunity


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Policy No. PP017Equal Employment Opportunity

Policy No. PP017 EQUAL EMPLOYMENT OPPORTUNITY

INFORMATION ABOUT THIS POLICYDate Adopted by Board Resolution No.



Last Review 2015 Next Scheduled Review 06/2021

DOCUMENT HISTORY


DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY

DD/MM/YYYY


Related Legislation

Goldenfields Water County Council Enterprise Award 2014 (as amended)NSW Local Government Act 1993Equal Employment Opportunity Act 1987NSW Anti-Discrimination Act 1992Disability Discrimination Act 1992Sex Discrimination Act 1984Racial Discrimination Act 1975Age Discrimination Act 2004Australian Human Rights Commission Act 1986Work Health and Safety Act 2011

Related Policies

PP013 Work Health and Safety PolicyIP010 Recruitment Policy


and Documents

EEO Management Plan 2017-2020 (under construction)


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Table of Contents

INFORMATION ABOUT THIS POLICY ............................................................................................................ 2

PURPOSE.......................................................................................................................................................... 4

SCOPE............................................................................................................................................................... 4

DEFINITIONS .................................................................................................................................................... 4

OUR COMMITMENT ......................................................................................................................................... 5

EEO MANAGEMENT PLAN.............................................................................................................................. 5

RESPONSIBILITIES.......................................................................................................................................... 5

FAILURE TO COMPLY ..................................................................................................................................... 5


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PURPOSEGoldenfields Water has a legislative obligation to ensure the principles of equal employment opportunity and anti-discrimination are promoted and adhered to in the workplace.

This Policy shall:

∑ demonstrate Goldenfields Water’s commitment to the principles of equal employment opportunity and anti-discrimination; and

∑ ensure Goldenfields Water meets it statutory obligations in relation to equal employment opportunity and anti-discrimination.

SCOPEThis Policy applies to all workers associated with Goldenfields Water.

DEFINITIONSBullying: Is defined as one or more occurrences of treating an individual or group

of people less favourably; including behaviour that humiliates, intimidates, offends or degrades a person and creates a physical or psychological risk to health and well-being.

Equal Employment Opportunity (EEO):

Is the principle that ensures all staff and potential staff are treated equitably and fairly, regardless of their race, sex, marital or domestic status, gender, age, disability, carers’ responsibility or sexual preference.

Discrimination: Treating a person or group less favourably or unfairly because they belong to a particular group, or are associated with a particular group of people. Discrimination can be on the grounds of race, sex, marital or domestic status, religion, gender, age, disability, carers/family responsibilities or sexual preference.

Harassment: Unwelcomed or unreciprocated behaviour that could make a person feel intimidated, offended, belittled, or apprehensive.

Sexual Harassment:

Is when a person makes an unwelcome sexual advance, or an unwelcome request for sexual favours, to another person; or engages in any other unwelcome conduct of a sexual nature in relation to the other person.

Worker: Anyone who carries out assigned duties in any capacity for GWCC, including employees, contractors or sub-contractors, labour hire employees, apprentices or trainees, students and volunteers.


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OUR COMMITMENT

Goldenfields Water is committed to providing:∑ a workplace free from discrimination, harassment and bullying;∑ an organisational culture which supports mutual respect and equality in the workplace;∑ a workplace which values and supports diversity;∑ an inclusive and culturally sensitive work environment; and∑ a workplace which values the principles of merit appointment.

EEO MANAGEMENT PLANSection 345 of the Local Government Act 1993 requires Council to prepare and implement an EEO Management Plan to eliminate and ensure the absence of discrimination on specified grounds and to promote equal opportunity for women, members of racial minorities and persons with disabilities within Goldenfields Water. The Equal Employment Opportunity Management Plan 2017-2021 (currently under construction) is Goldenfields Water’s formal commitment to a workplace culture that promotes diversity and inclusiveness, build respect and recognises the true potential of all our employees.

RESPONSIBILITIESAll workers of Goldenfields Water have a legal and moral responsibility to treat each other fairly and are expected to fulfil these responsibilities as a condition of their engagement.

Where a worker of Goldenfields Water believes they may have been discriminated against or harassed, they are required to raise the issue with their relevant supervisor.

Supervisors and Managers of Goldenfields Water are obliged to treat all reports of possible discrimination and harassment seriously, confidentially and empathetically. Reports should be referred to the Human Resources Coordinator for investigation. All investigation findings shall be forwarded to the General Manager for final determination.

FAILURE TO COMPLYFailure to comply or breach of this Policy will be dealt with in accordance with the Goldenfields Water Enterprise Award 2014, except where summary dismissal is required.


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ADOPTION OF CODE OF MEETING PRACTICE (G05601005)

Report prepared by General Manager

BACKGROUND

Chapter 12 Part 2 Division 1 of the Local Government Act 1993 advises on the preparation, public notice and exhibition of Councils Draft Code of Meeting Practice

REPORT

In accordance with legislative requirements the Draft Code of Meeting Practice has been on public exhibition for 28 days with submissions open for 42 days. No submissions have been received.

The Code of Meeting Practice is now re-presented to Council for adoption.

Attachments: Nil

Tabled Items: Code of Meeting Practice



RECOMMENDATION

That Council adopts the Code of Meeting Practice.


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ADOPTION OF 2017 - 2021 DELIVERY PROGRAM AND 2017 - 2018 OPERATIONAL PLAN (G05601005)


BACKGROUND

Section 404 of the Local Government Act 1993 requires the establishment of a new 4 year delivery program after each ordinary election and for the Draft plan to be placed on public exhibition for a period of 28 days.

Section 405 of the Local Government Act 1993 requires an operational plan to be adopted before the beginning of each year and for the Draft plan to be placed on public exhibition for a period of 28 days.

REPORT

In accordance with legislative requirements the Draft 2017 - 2021 Delivery Program and the 2017 - 2018 Operational Plan have been on public exhibition for 28 days. No submissions have been received.

The 2017 - 2021 Delivery Program and the 2017 - 2018 Operational Plan are now re-presented to Council for adoption.

Attachments: Nil

Tabled Items: Draft 2017 to 2021 Delivery Program

Draft 2017 – 2018 Operational Plan



RECOMMENDATION

That Council

1. Adopts the 2017 to 2021 Delivery Program

2. Adopts the 2017 – 2018 Operational Plan


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COMBINED DELIVERY PROGRAM 2017 - 2021

OPERATIONAL PLAN 2017 - 2018

BUSINESS ACTIVITY STRATEGIC PLAN • DELIVERY PROGRAM & OPERATIONAL PLAN • RESOURCING STRATEGY • FEES & CHARGES


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2 GOLDENFIELDS WATER COMBINED DELIVERY PROGRAM & OPERATIONAL PLAN

INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Chairperson’s message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

General Manager’s message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

DELIVERY PROGRAM EXPLAINED . . . . . . . . . . . . . . . . 6

INTEGRATED PLANNING AND REPORTING . . 7

DELIVERY PROGRAM 2017 - 2021 . . . . . . . . . . . . . . . . 9

OPERATIONAL PLAN 2017/18 . . . . . . . . . . . . . . . . . . . . 25

BUDGET SUMMARIES2017/18 Budget Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Capital Works Budget Summary . . . . . . . . . . . . . . . . . . . . . . . 43

Contents


55

3GOLDENFIELDS WATER COMBINED DELIVERY PROGRAM & OPERATIONAL PLAN

Delivering essential water supply services for over 45,000 people across the local government areas of Bland, Coolamon, Junee, Temora, Cootamundra-Gundagai, Narrandera and Hilltops takes a strong commitment to innovative and long-term planning.

Goldenfields Water’s Delivery Program for 2017–2021 sets the strategic direction it will take over the next four years to provide high-quality water supply services to almost 11,000 residential, rural, business and other properties, as well as to tackle the increasing demands on the region’s water supply network.

This Delivery Program is Goldenfields Water’s commitment to undertake key projects, programs and other actions that will meet the priorities and aspirations for the water supply identified in the Community Strategic Plan of each of its seven constituent councils.

Introduction


56


On behalf of Goldenfields Water’s Board, I am very pleased to present our Delivery Program for 2017–2021.

A clear and strong direction is needed to deliver the community’s vital infrastructure and there is none more important than its water supply network. In setting this direction, our four-year Delivery Program provides both certainty and accountability.

The many local communities in the Riverina and South West Slopes that depend on us can be certain they will continue to receive quality, reliable water supply services. A range of essential infrastructure improvements and other initiatives are planned for the next four years to deliver a value for money service and meet the region’s water needs well into the future.

Overseeing the management of the region’s water supply system means the Goldenfields Water Board is accountable for making sure the Delivery Program is implemented. The projects, programs and other actions in the Delivery Program represent our promise to responsibly manage the community’s water resources.

Planning for the water supply network must also respond to many challenges – now and beyond – including ageing infrastructure, population growth and climate conditions. Our latest Delivery Program recognises that successfully dealing with these challenges depends greatly on working closely and collaboratively with our seven constituent councils and almost 11,000 rural, residential, business and other customers.

Importantly, we are committed to ensuring the expansion of the water supply network supports the growth and development each constituent council is expecting. We are also increasing our customer engagement efforts to better understand their needs and experiences as well as give them opportunities to be involved in shaping the decisions that affect their water supply.

My fellow Board members and I are looking forward to a positive four years ahead as we lead the delivery of Goldenfields Water’s quality, sustainable and innovative water supply services.

Chris Manchester Chairperson

Goldenfields Water

Chairperson’s message


57


On behalf of the staff at Goldenfields Water, welcome to our Delivery Program for 2017–2021.

The adoption of this Delivery Program signals the start of four years of strategic action to make sure the water supply network supports our region’s residents, economy, environment and growth.

Protecting and enhancing water quality as well as renewing ageing infrastructure are key priorities for us during this period.

Planned investment in a range of programs will assure the quality of our water all the way from the pristine, natural water catchments where it is sourced through to the treatment facilities, network of water mains and our customer’s taps. Providing the community with top-quality water that meets or exceeds the Australian Drinking Water Guidelines is one of our major Delivery Program commitments.

We are significantly increasing our efforts to renew key pieces of the water supply system including treatment plants, pump stations, pipelines, bores and other essential equipment. This work not only meets the network’s future performance and capacity demands but boosts the reliability of the water services customers depend on today.

The Delivery Program also commits to a number of initiatives aimed at securing Goldenfield’s Water’s long-term financial sustainability. Delivering a secure, sustainable, quality and reliable water supply for many local

communities into the future hinges on our ability to continue funding the projects, programs and activities that are needed.

Working closely alongside Goldenfields Water’s staff, I am looking forward to a rewarding and busy next four years providing essential water supply services that are focused on our customers.

Phillip Rudd General Manager

Goldenfields Water

General Manager’s message


58


As part of the Integrated Planning and Reporting framework for NSW local government, Goldenfields Water must produce a Delivery Program every four years to align with the council electoral cycle.

The Delivery Program identifies the key activities Goldenfields Water has committed to undertake to meet the long-term priorities and aspirations outlined in the Community Strategic Plan of each of its seven constituent councils.

This Goldenfields Water Delivery Program for the period 2017/18 – 2020/21 responds to nine key objectives that aim to meet the Priority Community Needs identified from each constituent councils’ Community Strategic Plan.

Other related Integrated Planning and Reporting framework documentsOperational Plan

Each year Goldenfields Water must produce an Operational Plan. It identifies the individual projects, programs and actions that Goldenfields Water will complete in a specific year to achieve the commitments in its Delivery Program.

Progress Report

At least every six months, a progress report must be produced that provides information to the community about Goldenfields Water’s progress with respect to the principle activities detailed in its Delivery Program.

Annual Report

At the end of each financial year, an annual report must be produced that provides information to the community about Goldenfields Water’s achievements in implementing its Delivery Program and the effectiveness of the principal activities in meeting the objectives of the Community Strategic Plan of each of its constituent councils.

Delivery Program explained


59


Integrated Planning and Reporting framework

AnnualReport

Business Activity

Strategic Plan10+ years

DeliveryProgram

4 years

OperationalPlan1 year

Long TermFinancial Planning

Workforce Management

Planning

Asset Management

Planning

ResourcingStrategy

CommunityEngagement

Perpetual monitoring

& review

Constituent Councils’

Community Strategic

Plans


60


Business Activity Strategic Plan Resourcing Strategy

Delivery Program

DescriptionActivities to be undertaken to implement the Business Activity Strategic Plan.Adopted by Council.Covers a period of 4 years.ReviewEvery 4 years

Operational Plan

THIS IS THE DOCUMENT YOU ARE READING

DescriptionPart 1LONG TERM FINANCIAL PLANModelled on a 30 year timeframe. Includes projected income and expenditure, balance sheet and cash flow statement; planning assumptions used to develop the Plan; sensitivity analysis; financial modelling for different scenarios; methods of monitoring financial performance.

Part 2WORKFORCE MANAGEMENT PLANModelled on a minimum 4 year timeframe. Includes the human resourcing requirements to act on the Delivery Program.

Part 3ASSET MANAGEMENT STRATEGY AND PLANModelled on a 20 year timeframe. Includes an Asset Management Policy; Asset Management Strategy identifying assets that are critical to Council operations and the risk management strategies for these assets, specific actions required to improve Council’s asset management capability and projected resource requirements and timeframes; Asset Management Plan that encompasses all the assets under Council’s control and identifies asset service standards, long term asset maintenance projects, rehabilitation and replacement costs.

ReviewReviewed in detail every 4 years in conjunction with the Business Activity Strategic Plan. Updated annually when developing the Operational Plan.

DescriptionCouncil’s main business activity priorities.Strategic objectives and strategies for achieving those objectives.Endorsed by Council.Covers a period of at least 10 years.ReviewEvery 4 years

DescriptionActions to be completed to achieve the commitments in the Delivery Program.Adopted by Council.Covers a period of 1 year.ReviewEvery year


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DELIVERY PROGRAM 2017 - 2021


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Provision of excellence in delivery of water supply and customer service to all stakeholders.

Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/211.1 Monitor and report compliance with regulatory, service and other organisational requirements.Monitoring of organisational and operational performance is regular, accessible and understandable

Implement processes and systems to monitor and report the progress of strategic goals.

X

Increased drinking water assurance Develop and implement an annual drinking water performance scorecard.

X

Clearly defined levels of service for our customers Review, develop and monitor levels of service for residential customers

X

Review, develop and monitor levels of service for rural customers

X

Review, develop and monitor levels of service for industrial customers

X

1.2Provide a reliable and quality drinking water supply.Water quality meets or exceeds the Australian Drinking Water Guidelines.

Implement a water quality management plan.X X

Assets are managed strategically, across whole of life to improve delivery of services and financial management

Develop an understanding of asset performance to improve decision-making.

X X X X

Revise asset management plan. X

Objective 1 Excellence in service provision


63


Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/21

Deliver capital works program. X X X X

Operate, maintain, renew and upgrade water infrastructure to meet defined levels of service.

X X X X

Undertake strategic reviews of water treatment facilities.

X

Valuation of assets. X X

Contamination resulting from backflow is minimised Develop and implement a backflow prevention program.

X X X X

Identify strategic locations across the region and install fixed standpipes.

X X X X

Water mains are systematically renewed and extended, based on asset performance data

Develop and implement a water main renewal program

X X X X

Develop and implement a water main extension program

X X X X

Water Pumping Stations are systematically renewed based on asset performance data

Develop and implement a water pumping station renewal program.

X X X X

Trunk mains are systematically renewed based on asset performance data

Develop and implement a trunk main renewal program.

X X X X

Reservoir relining is plannd and programmed based on asset performance data

Develop and implement a reservoir relining program.

X X X X

Telemetry system is systematically renewed and extended, based on asset performance data

Develop and implement a Telemetry renewal program

X X X X


64


Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/21

Develop and implement a Telemetry expansion program

X X X X

Flow meters are systematically renewed and extended, based on asset performance data

Develop and implement a flow meter renewal program

X X X X

Develop and implement a flow meter expansion program

X X X X

System valves are systematically renewed and extended, based on asset performance data

Develop and implement a air valve, scour, reflux renewal program

X X X X

Develop and implement a PRV and surge tank renewal program

X X X X

Develop and implement a PRV expansion program X X X X

Develop and implement a control valve renewal program

X X X X

Develop and implement a control valve expansion program

X X X X

develop and implement a stop valve renewal program

X X X X

Hydrants are systematically renewed based on asset performance data

Develop and implement a hydrant renewal program.

X X X X

Instrumentation installations are systematically renewed and extended, based on asset performance data

Develop and implement a instrumentation renewal program

X X X X

Develop and implement a instrumentation expansion program

X X X X


65


Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/21We inform and involve our community about projects, programs and other activities

Maintain and publish information on Council website

X X X X

Proactively provide project specific information to relevant stakeholders as required

X X X X

Report financial information internally. X X X X

Report financial performance to regulators and the community.

X X X X

Report compliance information to regulators X X X X

We have a recognised culture of customer service excellence. Develop and monitor performance targets for customer enquiries

X

Develop and monitor performance targets for customer applications

X


66


Planning of water supply for regional development through network analysis and partnership with constituent councils.

Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/212.1 Plan for the region’s future water supply.Future water supply options are proactively identified and evaluated.

Investigate additional raw water sources within the region.

X

Develop a future water strategy. X

2.2 Plan for the region’s future growth.Our water supply network is able to respond to community growth and development

Liaise closely with constituent councils regarding growth and development.

X X X X

Review and update development servicing plans. X X

Water supply system constraints are identified. Enhance the system-wide hydraulic model. X X X X

Calibrate the hydraulic model with water meter and SCADA data.

X

Objective 2 Maximising regional water supply


67


Demand management and efficiency improvements through customer awareness and selective asset enhancement.

Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/213.1 Become an industry leader in the water sector.We are open to emerging technology and water cycle management methods

Develop systems and processes to monitor and report on emerging technology and methods related to water cycle management.

X X X X

We have the capacity to influence water industry direction.

Explore opportunities to influence water industry policy and direction through pariticipation in industry groups and bodies

X X X X

We follow best practice strategic planning Revise the Strategic Business Plan. X

Objective 3 Strategic water management


68


Generation of income through transparent, equitable and solution driven pricing structures.

Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/214.1 Ensure water metering is accurate.There is a high level of confidence in accuracy of water metering internally and amongst stakeholders

Develop and implement a water meter replacement program.

X X X X

4.2 Levy and collect water charges.Water meters are read accurately and water account notices issued correctly.

Read water meters by using the AMR network.X X X X

Issue water account notices within agreed timeframes. X X X X

4.3 Deliver a consistent price path.We have a published price path to ensure financial sustainability.

Establish a multi-year price path.X X

Objective 4 Best practice pricing


69


Promotion of customer relations through communication, customer orientation of staff and targeted information delivery.

Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/215.1 Improve customer and community engagement.Feedback from customers is regularly captured and used in decision-making.

Undertake annual customer survey.X X X X

Review and action customer survey feedback. X X X X

Our community understands what we do and has regular opportunities to be involved with us

Develop and implement a customer engagement strategy.

X

Our customer service goals are contained within a pulbished Customer Service Charter, and we are accountable to them

Establish deliverable service levels in consultation with the community. X

Communicate service levels to the community in plain English.

X

We participate in improving understanding of water management and sustainable water practices in our community

Provide relevant information to the community through a variety of channels. X X X X

Public education information about water management and sustainable water practice is developed and published within our community

X X X X

Objective 5 Proactive customer relations


70


Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/215.2 Develop and maintain strong links with stakeholders.We have close relationships with the Riverina Eastern Regional Organisation of Councils (REROC).

Participate in opportunities for resource, expertise and knowledge sharing with REROC.

X X X X

Work closely with REROC to improve service efficiency and effectiveness and promote matters of common interest.

X X X X

We have close relationships with our constituent councils.

Communicate and engage with constituent councils regularly.

X X X X

Identify where we can partner with constituent councils to attract growth and new business to the region.

X X X X

We have a positive corporate reputation within our community and wider industry

Keep the community, media and internal and other stakeholders informed with relevant and timely information via the most appropriate channels.

X X X X


71


Environmental stewardship in carrying out of construction and operational activities.

Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/216.1 Develop social responsibility for the water cycle.We provide a water supply that provides the best value for money considering social, environmental and enconomic considerations

Develop and implement an Integrated Water Cycle Management Plan using established community expectations and asset management information

X X

6.2 Ensure natural resources are used efficiently.We regularly review energy use to proactively identify and implement usage reduction activities to lower costs and reduce carbon foot print

Develop and implement an energy cost reduction strategy. X

Educate operators responsible for sites with highest energy consumption.

X X X X

Renewable energy sources are utilised where viable X X X X

Carbon Footprint is monitored and regularly reported X X X X

Water use efficiency is increased across the network Review and implement water demand management plan.

X

Provide customer interface to monitor water usage. X X X X

We have a community-focused drought impact management plan

Review and implement drought management plan.X

Objective 6 Environmental protection and sustainability


72


Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/216.3 Manage the water supply’s sustainability and security.Risks to the water supply’s sustainability and security are identified and monitored.

Continue to monitor the water resource environment.X X X X

Educate and provide water efficiency information. X X X X

We have a mulitlayered approach to water quality control

Investigate and develop water quality controls.X

We gather and use reliable data from water treatment facilities as part of our risk management approach.

Automate and improve the reliability of processes at, and data available from, water treatment facilities.

X

6.4 Deliver environmental leadership for the region.Recognition as an environmental leader in the community through the GWCC500 Wildlife Corridor Project.

Provide environmental education.X

Undertake revegetation works. X


73


Efficiency driven by use of technology, monitoring and performance analysis.

Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/217.1 Improve business efficiency.We have an efficient corporate structure. Review corporate structure and align with service levels.

X

Information management is integrated across the organisation.

Develop and implement an information management strategy.

X

Continually update and improve the Geographic Information System.

X X X X

Corporate systems are implemented to support improvements in business efficiency

Implement a electronic records systemX

Implement a asset management system X

Implement a laboratory management stystem X

Implement a electronic works management system X

Corporate systems are integrated where practical to improve data

Integrate SCADA with hydraulic modelling software.X

Integrate MyH2O with hydraulic modelling software. X

Fleet management is optimised. Review fleet requirements annually. X X X X

Implement a fleet management system. X

Objective 7 Efficient operations


74


Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/217.2 Promote responsible and accountable corporate governance.Internal audits are regularly conducted and findings reported as appropriate

Formalise audit processes for procurement, stores and contractor management.

X

Revise audit processes for governance and compliance management.

X

7.3 Reduce exposure to business risks.We take an integrated approach to risk management Develop and implement a risk management framework X

Develop and implement a corporate risk register X

Environmental management practices are in place to reduce exposure to environmental risk.

Develop and implement an environmental management system.

X

Review and maintain a register of environmental risks. X

Integrated risk management is part of asset management processes.

Embed risk management into asset renewal process.X

Systems and processes are in place to safeguard business continuity

Develop and implement a business wide continunity plan

X

Develop and implement a information technology disaster recovery plan

X

7.4 Improve the efficiency of operations in the field.We have an efficient, mobile workforce Implement mobile platform for GIS X

Implement mobile platform for works management X

Implement mobile platform for Work, Health and Safety X


75


Highly skilled and driven workforce encouraged by challenging positions and reward for effort and innovation.

Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/218.1 Improve the management of human resources.Our workforce is motivated, skilled and flexible.

Develop and implement a workforce management strategy.

X

Provide staff with professional development opportunities that meet future needs.

X X X X

Undertake an annual employee survey. X X X X

Objective 8 Highly skilled and energetic workforce


76


Financial planning based upon delivery of efficiencies and recovery of costs with growth built upon customer focused solutions.

Delivery Program 2017 - 2021Desired Outcome Key Activities 17/18 18/19 19/20 20/219.1 Deliver responsible financial management.Our organisation is financially sustainable

Develop a long-term financial management plan.X X X X

Provide a consistent price path. X X

Review schedule of fees and charges in-line with the annual operational plan.

X X X X

Develop capital works programs in-line with the planned price path. X X X X

Appropriate developer charges are levied to meet capital and interest expenses for system expansions.

Work with constituent councils to review and implement development servicing plans. X

The viability of projects are established through the use of a business cases process.

Develop a business case for any proposed project or other activity to inform decision-making about whether to proceed X

9.2 Generate income through diversification.Fee for service opportunities identified. Explore fee for service opportunities within the region X X X X

Objective 9 Financially sustainable


77


OPERATIONAL PLAN 2017 - 2018


78


Provision of excellence in delivery of water supply and customer service to all stakeholders.

Operational Plan 2017 - 2018OP Task No. Operational Plan Desired Outcome Performance Measure Responsible

OfficerQ1 Q2 Q3 Q4

1.1 Monitor and report compliance with regulatory, service and other organisational requirements.1.2. Provide a reliable and quality drinking water supply.1.2.1 Develop and implement a water quality

management planWater quality management plan developed and implemented

P&SMX

1.2.2 Annually review asset performance data Asset renewals are reproritiesed based on performance data

CSM

1.2.3 Revise Asset Management Plan Asset Management Plan adopted CSM X X X X

1.2.4 Undertake capital works program Achieve greater than 85% of program CSM, OM, P&SM X X X X

1.2.5 Undertake maintenance program Achieve greater than 85% of program OM, P&SM X X X X

1.2.6 Strategic review of water treatment facilities

30 Year strategic review completed at all water treatment facilities

CSMX

1.2.7 Undertake valuation of assets Valuation completed and asset register updated CSM X X

1.2.8 Develop and implement backflow preventation installation program

Achieve greater than 85% of program CSMX X X X

1.2.9 Identify strategic locations with our key stakeholders for fixed standpipes

Fixed standpipe locations identified in each consituent council area

CSM, OMX X X X

Objective 1 Excellence in service provision


79



OfficerQ1 Q2 Q3 Q4

1.2.10 Develop and implement a water main renewal program

Achieve greater than 85% of program CSM, OM, P&SMX X X X

1.2.11 Develop and implement a water main extension program


1.2.12 Develop and implement a water pumping station renewal program.


1.2.13 Develop and implement a trunk main renewal program.


1.2.14 Develop and implement a reservoir relining program.


1.2.15 Develop and implement a telemetry renewal program


1.2.16 Develop and implement a Telemetry expansion program


1.2.17 Develop and implement a flow meter renewal program


1.2.18 Develop and implement a flow meter expansion program


1.2.19 Develop and implement a air valve, scour, reflux renewal program


1.2.20 Develop and implement a PRV and surge tank renewal program



80



OfficerQ1 Q2 Q3 Q4

1.2.21 Develop and implement a expansion program


1.2.22 Develop and implement a control valve renewal program


1.2.23 Develop and implement a control valve expansion program


1.2.24 develop and implement a stop valve renewal program


1.2.25 Develop and implement a hydrant renewal program.


1.2.26 Develop and implement a instrumentation renewal program


1.2.27 Develop and implement a instrumentation expansion program


1.2.28 Maintain and publish information on Council website

Provision of timely, accurate and relevant information CSM, OM, P&SMX X X X

1.2.29 Proactively provide project specific information to relevant stakeholders as required


1.2.30 Report financial information internally. Provision of timely, accurate and relevant information CSM, OM, P&SM X X X X

1.2.31 Report financial performance to regulators and the community.


1.2.32 Report compliance information to regulators



81


Planning of water supply for regional development through network analysis and partnership with constituent councils.


OfficerQ1 Q2 Q3 Q4

2.1 Plan for the region’s future water supply.2.2 Plan for the region’s future growth.2.2.1 Liaise closely with constituent councils

regarding growth and development.Council documents and polocies are updated to reflect changes

CSMX X X X

2.2.2 Review and update development servicing plans.

Developer Servicing Plan revised and adopted CSMX X X X

2.2.3 Enhance the system-wide hydraulic model

Enhancements are undertaken to improve model CSMX X X X

Objective 2 Maximising regional water supply


82


Demand management and efficiency improvements through customer awareness and selective asset enhancement.


OfficerQ1 Q2 Q3 Q4

3.1 Become an industry leader in the water sector.3.1.1 Attend conferences, exhibitions and

emerging technology road shows and incorporate into future plans

Viable emerging technologies are incorporated into current and future programs

CSM, OM, P&SMX X X X

3.1.2 Explore opportunities to influence water industry policy and direction through pariticipation in industry groups and bodies

Participate in industry groups, bodies and make submissions

CSM, OM, P&SM

X X X X

Objective 3 Strategic water management


83


Generation of income through transparent, equitable and solution driven pricing structures.


OfficerQ1 Q2 Q3 Q4

4.1 Ensure water metering is accurate.4.1.1 Develop and implement a water meter

replacement program.Achieve greater than 85% of program CSM, OM

X X X X

4.2 Levy and collect water charges.4.2.1 Read water meters by using the AMR

network.Achieve greater than 98% of meter reads through AMRs

CSM, OMX X X X

4.2.2 Issue water account notices within agreed timeframes.

Quarterly accounts are issued within 4 weeks CSM, OMX X X X

4.3 Deliver a consistent price path.

Objective 4 Best practice pricing


84


Promotion of customer relations through communication, customer orientation of staff and targeted information delivery.


OfficerQ1 Q2 Q3 Q4

5.1 Improve customer and community engagement.5.1.1 Undertake annual customer survey. Annual Survey undertake and results provided to

CouncilCSM

X

5.1.2 Review and action customer survey feedback.

Survey results are incorporated into future Operational Plans

CSMX

5.1.3 Provide relevant information to the community through a variety of channels.

Variety of channels utilised when communicating to the community


5.1.4 Develop public education information about water management and sustainable water practice

A range of educational resources developed CSM, OM, P&SMX X X X

5.2 Develop and maintain strong links with stakeholders.5.2.1 Participate in opportunities for resource,

expertise and knowledge sharing with REROC.

GWCC actively attends REROC meetings CSM, OM, P&SMX X X X

Objective 5 Proactive customer relations


85



OfficerQ1 Q2 Q3 Q4

5.2.2 Work closely with REROC to improve service efficiency and effectiveness and promote matters of common interest.

GWCC participates in all projects with a joint interest CSM, OM, P&SMX X X X

5.2.3 Communicate and engage with constituent councils regularly.

Regular meetings between GWCC and consituent councils


5.2.4 Identify where we can partner with constituent councils to attract growth and new business to the region.

Joint projects undertaken where viable CSM, OM, P&SMX X X X

5.2.5 Keep the community, media and internal and other stakeholders informed with relevant and timely information via the most appropriate channels.

Variety of communication channels utilised to ensure stakeholders are informed

CSM, OM, P&SM

X X X X


86


Environmental stewardship in carrying out of construction and operational activities.


OfficerQ1 Q2 Q3 Q4

6.1 Develop social responsibility for the water cycle.6.1.1 Develop and implement an Integrated

Water Cycle Management Plan using established community expectations and asset management information

Integrated Water Cycle Management Plan developed and submitted to DPI

CSM, P&SM

X X

6.2 Ensure natural resources are used efficiently.6.2.1 Educate operators responsible for sites

with highest energy consumption.Usage in high tariff periods are minimised where possible

OM, P&SMX X X X

Renewable energy sources are utilised where viable

Viable renewable energy projects implemented CSMX

Carbon Footprint is monitored and regularly reported

Viable renewable energy projects implemented CSM, OM, P&SMX X X X

6.2.2 Provide customer interface to monitor water usage.

Customers have access to data portal CSMX X X X

Objective 6 Environmental protection and sustainability


87



OfficerQ1 Q2 Q3 Q4

6.3 Manage the water supply’s sustainability and security.6.3.1 Continue to monitor the water resource

environment.Monitor and provide submissions when appropriate CSM, OM, P&SM

X X X X

6.3.2 Educate and provide water efficiency information.

A range of water efficiency resoruces are developed CSMX X X X

6.3.3 Automate and improve the reliability of processes at, and data available from, water treatment facilities.

Data is utilised in straetgic decision making P&SMX X X X

6.4 Deliver environmental leadership for the region.


88


Efficiency driven by use of technology, monitoring and performance analysis.


OfficerQ1 Q2 Q3 Q4

7.1 Improve business efficiency.7.1.1 Continually update and improve the

Geographic Information System.GIS enhancements are implemented CSM

X X X X

7.1.2 Implement a electronic records system Electronic records system has been implemented CSM X X X

7.1.3 Review fleet requirements annually. Fleet procurement decisions are based on whole of life costing

CSM, OM, P&SMX

7.2 Promote responsible and accountable corporate governance.7.2.1 Formalise audit processes for

procurement, stores and contractor management.

Internal risk and audit committee implemented CSMX X

7.2.2 Revise audit processes for governance and compliance management.

Internal audit policies revised CSMX X

7.3. Reduce exposure to business risks.7.3.1 Develop and implement a business wide

continunity planBusiness continuity plan has been developed CSM, OM, P&SM

X X

7.4 Improve the efficiency of operations in the field.

Objective 7 Efficient operations


89


Highly skilled and driven workforce encouraged by challenging positions and reward for effort and innovation.


OfficerQ1 Q2 Q3 Q4

8.1 Improve the management of human resources.8.1.1 Provide staff with professional

development opportunities that meet future needs.

Annual staff development plans completed, training undertaken for identified gaps


8.1.2 Undertake an annual employee survey. Annual Survey undertake and results reviewed and actioned

CSM, OM, P&SMX

Objective 8 Highly skilled and energetic workforce


90


Financial planning based upon delivery of efficiencies and recovery of costs with growth built upon customer focused solutions.


OfficerQ1 Q2 Q3 Q4

9.1 Deliver responsible financial management.9.1.1 Develop a long-term financial

management plan.Long term financial plan updated annually CSM

X

9.1.2 Provide a consistent price path. Multi year price path developed CSM X

9.1.3 Review schedule of fees and charges in-line with the annual operational plan.

Revised scheduled of fees and charges adopted by Council

CSMX X

9.1.4 Develop capital works programs in-line with the planned price path.

Capital works program adopted by Council and reflected in LTFP

CSM, OM, P&SMX X

9.1.5 Develop a business case for any proposed project or other activity to inform decision-making about whether to proceed

Capital project gateway framework developed CSM, OM, P&SM

X X

9.1.6 Explore fee for service opportunities within the region

Works undertaken as opportunitues present CSM, OM, P&SMX X X X

9.2 Generate income through diversification.

Objective 9 Financially sustainable


91


BUDGET SUMMARIES


92


Goldenfields Water County Council

2017/18 BUDGET SUMMARY

Current Year Projected Years

2016/17 2017/18 2018/19 2019/20 2020/21

$ $ $ $ $

Income from Continuing Operations

Rates & Annual Charges 4,671,900 4,812,057 4,956,419 5,105,111 5,258,265

User Charges & Fees 13,800,400 14,214,412 14,640,844 15,080,070 15,532,472

Interest & Investment Revenue 1,260,000 1,460,000 1,488,000 1,516,560 1,545,691

Other Revenues 109,800 91,800 91,800 91,800 91,800

Grants & Contributions provided for Operating Purposes 198,000 198,000 198,000 198,000 198,000

Grants & Contributions provided for Capital Purposes 865,000 985,000 1,885,000 1,835,000 985,000

Net gains from the disposal of assets - - - - -

Joint Ventures & Associated Entities - - - - -

Total Income from Continuing Operations 20,905,100 21,761,269 23,260,063 23,826,541 23,611,228

Expenses from Continuing Operations

Employee Benefits & On-Costs 6,477,457 5,940,651 5,999,874 6,121,824 6,246,564

Borrowing Costs - - - - -

Materials & Contracts 2,327,557 2,134,665 2,178,348 2,483,947 2,726,984

Depreciation & Amortisation 5,440,000 4,995,600 4,995,600 4,995,600 4,995,600

Impairment - - - - -

Budget summary


93




2016/17 2017/18 2018/19 2019/20 2020/21

$ $ $ $ $

Other Expenses 3,791,496 3,477,284 3,477,645 3,554,153 3,677,345

Interest & Investment Losses - - - - -

Net Losses from the Disposal of Assets - - - - -

Joint Ventures & Associated Entities - - - - -

Total Expenses from Continuing Operations 18,036,510 16,548,200 16,651,467 17,155,525 17,646,492

Net Profit/(Loss) from Discontinued Operations - - - - -

Net Operating Profit /(Loss) for the Year 2,868,590 5,213,069 6,608,596 6,671,016 5,964,735

Capital (Balance Sheet) and Reserve Movements

Capital Expenditure (8,764,349) (7,698,600) (8,633,428) (7,598,428) (10,738,428)

Loan Repayments (External) - - - - -

Loan Repayments (Internal) - - - - -

Finance Lease Repayments - - - - -

Deferred Debtors and Advances made (External) - - - - -

Internal Loans - New Loan provided (paid to other Funds) - - - - -

Bonds & Deposits paid out - - - - -

ELE Provisions paid out - - - - -

Reinstatement Provisions paid out - - - - -

Other Capital Payments - - - - -

Non-cash Income Contra Expense - - - - -


94




2016/17 2017/18 2018/19 2019/20 2020/21

$ $ $ $ $

New Loan Borrowings (External) - - - - -

New Loan Borrowings (Internal) - - - - -

New Finance Leases - - - - -

Proceeds from Sale of intangible & tangible Assets 580,000 630,000 630,000 630,000 630,000

Deferred Debtors and Advances received (External) - - - - -

Internal Loans - Principal Receipt (rec'd from other Funds) - - - - -

Bonds & Deposits received - - - - -

ELE Provisions received (from other Councils) - - - - -

Other Capital Receipts - - - - -

Non-cash Expense Contra Income - - - - -

Net Transfers (to)/from Reserves - - - - -

Total Capital (Balance Sheet) and Reserve Movements (8,184,349) (7,068,600) (8,003,428) (6,968,428) (10,108,428)

Net Result (including Depreciation & Other non-cash items) (5,315,759) (1,855,531) (1,394,832) (297,412) (4,143,693)

Add back Depreciation Expense (non-cash) 5,440,000 4,995,600 4,995,600 4,995,600 4,995,600

Add back ELE Expense (non-cash)

Add back Other Expenses (non-cash) - - - -

Less Other Income (non-cash) - - - -

Cash Budget Surplus/(Deficit) 124,241 3,140,069 3,600,768 4,698,188 851,907


95


Goldenfields Water County Council

CAPITAL WORKS SUMMARY Projected Years

2017/18 2018/19 2019/20 2020/21

Income

Capital Grants & Contributions

Grants & Contributions provided for Capital Purposes (funded in CAPEX) 985,000 1,885,000 1,835,000 985,000

Total Capital Grants & Contributions 985,000 1,885,000 1,835,000 985,000

Transfer from Reserves

Transfer from Reserves (Internal & External) - - - -

Total Transfer from Reserves - - - -

Proceeds Funding

Proceeds from Sale of I,PP&E 630,000 630,000 630,000 630,000

Total Proceeds Funding 630,000 630,000 630,000 630,000

Loan Funding

New loans raised - - - -

Total Loan Funding - - - -

General Revenue

Capital works summary


96



2017/18 2018/19 2019/20 2020/21

General Revenue 6,083,600 6,118,428 5,133,428 9,123,428

Total General Revenue 6,083,600 6,118,428 5,133,428 9,123,428

Total Income 7,698,600 8,633,428 7,598,428 10,738,428

Expenditure

Capital Expenses

New System Assets

Investigations 100,000 - - 100,000

Developer Paid 40,000 40,000 40,000 40,000

Mains 2,570,000 3,020,000 1,820,000 1,820,000

Reservoirs - - - -

Pumping Stations 1,100,000 1,244,828 1,694,828 344,828

Treatment 25,000 110,000 25,000 25,000

Bores 170,000 300,000 - -

Service Meters 200,000 125,000 125,000 125,000

Backflow Devices 750,000 750,000 750,000 -

Plant & Equipment 755,000 755,000 755,000 755,000

Intangibles 790,000 - - -

Land & Buildings 80,000 - - -

Total New System Assets 6,580,000 6,344,828 5,209,828 3,209,828


97



2017/18 2018/19 2019/20 2020/21

Renewals

Mains 200,000 375,000 375,000 5,375,000

Reservoirs 360,000 460,000 1,060,000 550,000

Pumping Stations 288,600 788,600 788,600 1,438,600

Treatment 40,000 500,000 - -

Bores - - - -

Service Meters 145,000 145,000 145,000 145,000

Plant & Equipment - - - -

Land & Buildings 85,000 20,000 20,000 20,000

Total Renewals 1,118,600 2,288,600 2,388,600 7,528,600

Total Capital Expenditure 7,698,600 8,633,428 7,598,428 10,738,428

Total Expenditure 7,698,600 8,633,428 7,598,428 10,738,428

Net Funding - - - -


98

contact usGoldenfields Water 84 Parkes Street Temora NSW 2666

PO Box 220 Temora NSW 2666

Ph: 02 6977 3200 Fax: 02 6977 3299 [email protected]

www.gwcc.nsw.gov.au


99

FEES & CHARGES2017 - 2018

BUSINESS ACTIVITY STRATEGIC PLAN • DELIVERY PROGRAM & OPERATIONAL PLAN • RESOURCING STRATEGY • FEES & CHARGES


100

2 GOLDENFIELDS WATER FEES & CHARGES

Council obtains its income from the following sources:Water Access and User Charges

Council has adopted a two-part water charge for each of its customer categories, consisting of an access charge based on service connection sizing and a user charge based on the water consumed. As part of its Delivery Program, Council has set its access and usage charges for the 2017/2018 year.

Council levies interest on overdue charges. The interest rate is the maximum allowable (8.0% for 2016/17) and is yet to be confirmed for 2017/18.

Interest on Investments

Council invests surplus funds in accordance with its Investment Policy.

Fees

Council charges appropriate fees for service. These fees are based on actual costs and ensure that those who benefit from the service pay for it

Private Works

Occasionally Council carries out private works. Any such works are undertaken at a cost to the applicant.

Grants and Subsidies

Council will receive the Pensioner Rebate Subsidy provided by the State Government in 2017/18. This subsidy offsets 55% of the total rebate provided.

Developer Contributions

Developers are required to pay the cost of providing the assets that they require. These costs usually fall into two categories:

The reticulated pipes which a developer is required to pay in full; and

A contribution towards the provision of infrastructure (headworks- eg. treatment plants, major pipelines etc).

Loan Borrowings

New capital infrastructure projects can be funded from borrowings. Council would normally expect that such borrowing approvals to be granted.

Council has not provided for any specific borrowings for 2017/18.

Access and Usage Charges Statement

The following is a brief explanation of how Council categorises its customer base.

Residential

Customers are categorised as residential if:

The connection is within this Council’s urbanised areas serviced by a reservoir via a reticulated distribution network and the main use is for residential accommodation (but not as a hotel, motel, guest-house, boarding house, lodging house or nursing home).

It is vacant land within this Council’s urbanised areas serviced by a reservoir via a reticulated distribution network.

Statement of Revenue Policy


101

3GOLDENFIELDS WATER FEES & CHARGES

Non-Residential Rural

Customers are categorised as non-residential rural if:

The connection is located outside this Council’ urbanised areas, is serviced directly from a main and the main use is for stock and domestic.

A Special Rate applies to a limited number of Non-Residential-Rural customers who will be levied additional Annual and Usage Charges.

Non-Residential Other

Customers are categorised as non-residential other if:

The connection is within this Council’s urbanised areas serviced by a reservoir via a reticulated distribution network and the main use is for commercial, industrial, community or institutional.

Other remote and direct connections to mains outside of this Council’s urbanised areas where there is no commercial rural activity.

Non-Residential High Volume Monthly

Customers are categorised as non-residential high volume monthly if:

The main use is for commercial, industrial, community or institutional and the customer uses over 50,000kl pa.

Non-Residential Bulk Councils

Hilltop Council and Cootamundra Gundagai Regional Council together with water supplied to Riverina Water customers are categorised as non-residential Bulk Councils.

Council’s Annual Access and Usage charges, Interest, Fees, Private Works, and/or Developer Contributions are levied and or charged under various sections on the NSW Local Government Act including but not limited to sections 501, 502, 552, 566, section 64 and its cross reference to Water Management Act sections 305-307 and NSW Local Government Act Chapter 15, Part 10 Division 3.


102


Statement of Revenue Policy

Customer Categories $000’s % Within Category % Category of Total

Residential 5,343 28.45%

Access Charges 1,226 23.70%

Usage Charges 4,077 76.30%

Non-Residential Rural 3,891 20.72%



Non-Residential Other 2,366 12.60%

Access Charges 864 36.53%


Non-Residential High Volume Monthly 1,684 8.97%

Access Charges 42 2.51%


Non-Residential Bulk Councils 5,495 29.26%



TOTAL PROJECTED YIELD 18,779 100%

In 2017/18 water charges are proposed under the following categories, with the total forecast yield and percentage of total projected yield to be raised from each category as follows:


103


Service Fee ($)

2016/17 2017/18 2017/18Quarterly

Charge

Access Charges (Annual)

Residential

20mm Connection 183.40 188.80 47.20

25mm Connection 286.40 295.00 73.75

32mm Connection 469.40 483.40 120.85

40mm Connection 733.60 755.60 188.90

50mm Connection 1,146.20 1,180.60 295.15

80mm Connection 2,934.60 3,022.40 755.60

Non-Residential-Rural

20mm Connection 582.40 599.80 149.95

25mm Connection 910.00 937.20 234.30

32mm Connection 1,491.20 1,535.60 383.90

40mm Connection 2,330.00 2,399.40 599.85

50mm Connection 3,640.60 3,749.20 937.30

80mm Connection 9,320.20 9,597.80 2,399.45

Fees & Charges


104


Service Fee ($)

2016/17 2017/18 2017/18Quarterly

Charge

Non-Residential-Other (Includes:- Commercial, Industrial, Institutional, Community, Direct and Remote)

20mm Connection 321.40 331.00 82.75

25mm Connection 502.40 517.20 129.30

32mm Connection 823.20 847.40 211.85

40mm Connection 1,286.20 1,324.00 331.00

50mm Connection 2,009.80 2,069.00 517.25

80mm Connection 5,145.40 5,296.60 1,324.15

100mm Connection 8,039.60 8,276.00 2,069.00

Non-Residential-High Volume Monthly

20mm Connection 272.40 280.20 70.05

25mm Connection 426.00 438.00 109.50

32mm Connection 697.80 718.20 179.55

40mm Connection 1,090.56 1,122.00 280.50

50mm Connection 1,704.00 1,753.20 438.30

80mm Connection 4,362.00 4,488.60 1,122.15

100mm Connection 6,816.00 7,014.00 1,753.50

150mm Connection 15,336.60 15,781.80 3,945.45


105


Service Fee ($)

2016/17 2017/18 2017/18Quarterly

Charge

Non-Residential Bulk Councils

68% of 20mm Res charge ( X equivalent no. of 20mm connections) 124.20 128.40

Vacant Unconnected Properties

20mm Connection (applicable to new subdivisions after 1/07/11) 183.40 188.80

Consumption Charges (per kilolitre)

Residential Charge all consumption 2.24 2.31

Non-Residential Rural all consumption 1.54 1.59

Non-Residential Other all consumption 1.86 1.92

Non-Residential High Volume Monthly all consumption 2.02 2.08

Non-Residential Bulk Council all consumption 1.52 1.57

Standpipe Water Sales (Commercial, Portable, & Temporary) 4.48 4.61

Maximum Retail Charge for Standpipe Water Sales 5.95 6.10

Temporary Portable Metered Hydrant Charges

Deposit for Non Local Customer 1,000.00 1,000.00

Short Term Hire - each week or part thereof 71.00 73.00

Annual Hire per annum of part thereof (nil consumption allow) 300.00 310.00

All Portable Standpipe Water Sales per kilolitre 4.48 4.61


106


Service Fee ($)

2016/17 2017/18 2017/18Quarterly

Charge

Water Connection Application (New or reconnection)

Water Connection Application Fee (including Site Inspection) 265.00 270.00

Development Proposals

Assess development proposals (incl subdivision, strata & community/neighbourhood plans - per connection):

Up to 5 connections 214.00 220.00

6 to 15 connections 188.00 193.00

16 to 30 connections 160.00 164.00

> 30 connections POA POA

Infrastructure Charges

Retail DSP areas - per equivalent tenement 7,800.00 8,190.00

Bulk Council DSP areas - per equivalent tenement 7,134.00 7,191.00

Equivalent Tenement (ET) = 250 Kilolitres per annum

Tapping, Service and Meter Charges

20mm Connection 1,610.00 1,660.00

25mm Connection 1,775.00 1,825.00

32mm Connection 2,250.00 2,315.00


107


Service Fee ($)

2016/17 2017/18 2017/18Quarterly

Charge

40mm Connection 2,685.00 2,765.00

50mm Connection 3,170.00 3,265.00

> 50mm Connection At Cost At Cost

20mm Connection where service pipe has already been laid 325.00 335.00

Downsizing a Connection: half the regular cost of the resultant connection size

Pipe Locations

Locate Only (Minimum 1 Hour) At Cost

(min $133/hr)

At Cost

(min $137/hr)

Locate & Expose (Minimum 3 days notice) (Minimum 1 Hour) At Cost

(min $133/hr)

At Cost

(min $137/hr)

Backflow Prevention

Installation of RPZD device (plus cost of device) 610.00 628.00

Inspection & Testing of Backflow Prevention Device (per device) $166 + $133/hr $170 + $137/hr

Installation of Double Check Valve 245.00 252.00

Yearly Servicing of Double Check Valve 60.00 61.50

Engineering Services

Site Inspections (per visit) 265.00 272.00

Pressure Testing of New Mains 665.00 685.00


108


Service Fee ($)

2016/17 2017/18 2017/18Quarterly

Charge

Chlorination/Disinfection of New Mains 665.00 685.00

Cuttting in of New Mains:-

100mm Mains At Cost At Cost

> 100mm Mains At Cost At Cost

Site Survey (per day) 800.00 825.00

Design and Drafting including Plans (per day) 905.00 930.00

Private Works Admin Fee 10% (Max $500) 10% (Max $500)

Hire rates for Labour, Plant & Equipment POA POA

Administrative Fees

Search Inquiry Certificate Fee - s603 (per property) $75.00 State Govt Fee **

Urgent Certificates - fee for provision of s603 certificate required in less than three working days after receipt of

both a properly completed application form and the necessary payment (includes statutory State Govt fee)

$150.00 State Govt Fee

(x2)

**

Disconnection Attendance Fee - Permanent or Temporary (Non-payment of account or at Customer Request) 133.00 137.00

Reconnection Fee after Temporary Disconnection 133.00 137.00

Debt Recovery Attendance Fee 133.00 137.00

Meter Test Deposit (non-refundable if meter registers less than 3% more than the correct quantity):-

20 or 25mm meter 133.00 137.00

32 or 40mm meter 200.00 206.00

50 or 80mm meter 265.00 273.00


109


Service Fee ($)

2016/17 2017/18 2017/18Quarterly

Charge

> 80mm meter At Cost At Cost

Special Meter Reading (refundable if routine reading by Council proven to be in error):

Routine service - minimum 48 hours notice 80.00 82.00

Same day service 133.00 137.00

Special Inquiry/Certificate/Attendance Fee per hour (min 1hr) 133.00 137.00

Installation of Remote Meter Reading Device At Cost At Cost

Interest on Overdue accounts (unpaid > 28 days from posting) 8% Max % Allowable **

Processing of Dishonoured Cheques 55.00 55.00

Copy of documents (per copy) freely available from website 33.00 33.00

Request for information under the Government Information (Public Access) Act 2009:-

Access to records concerning personal affairs:-

Application Fee 30.00 30.00

Processing Charge (/hr after first 20hrs) 30.00 30.00

Internal review 40.00 40.00

Amendment of records No Cost No Cost

AsadvisedbyOfficeofLocalGovernment,notavailableattimeofprinting **


110


Contact usGoldenfields Water

84 Parkes Street

Temora NSW 2666

PO Box 220

Temora NSW 2666

Ph: 02 6977 3200

Fax: 02 6977 3299

[email protected]

www.gwcc.nsw.gov.au


111



LGNSW WATER MANAGEMENT CONFERENCE (G40151005)


BACKGROUND

The annual Local Government NSW Water Management Conference presents a broad range of information from a local government perspective on water management, issuesassociated with water supply and sewerage services provided by water utilities.

REPORT

The Local Government NSW Water Management Conference will be held at Dubbo on Monday 4 September 2017 to Wednesday 6 September 2017.

Nominations for attendance are sought from Council to allow registration and booking arrangements to be made.

In past years the General Manager and a member/s of the board have attended this event.

Attachments: Nil

Tabled Items: Nil


The recommendation does not impact on Council’s financial position

RECOMMENDATION

That Council:

1. Nominate Board attendees for the Local Government NSW Water Management Conference

2. Approve the attendance of the General Manager


112

NEXT MEETING The next ordinary meeting of Council is scheduled to be held on Thursday 24 August 2017 at 1.00pm.

Goldenfields Water County Council Agenda - June 2017 - NEXT MEETING

113

QUESTIONS AND STATEMENTS

In accordance with Section 3.15 of Council’s Code of Meeting Practice:

1. A Councillor:

a) may, through the Chairperson, put a question to another Councillor, and

b) may, through the General Manager, put a question to a Council employee.

2. However, a Councillor or council employee to whom a question is put is entitled to be given

reasonable notice of the question and, in particular, sufficient notice to enable reference to

be made to other persons or to documents.

3. The Councillor must put every such question directly, succinctly and without argument.

4. The Chairperson must not permit discussion on any reply or refusal to reply to a question

put to a Councillor or council employee under this clause.

Goldenfields Water County Council Agenda - June 2017 - QUESTIONS AND STATEMENTS

114

CLOSE OF BUSINESS There being no further business requiring the attention of Council the meeting may be declared closed.

Goldenfields Water County Council Agenda - June 2017 - CLOSE OF BUSINESS

115