City connectivity

Leadership & governance

Community
Strategic plan

On 12 May 2016 a Government proclamation formed a new local government area called the City of Parramatta. The boundaries of the new Council incorporate most of the former Parramatta local government area, (with the exclusion of the Woodville Ward), along with parts of the Hills, Hornsby and Auburn council areas, and a small section of the Holroyd local government area.

Map of City of Parramatta Council

Leadership

The City of Parramatta has been representing the best interests of the City and its people. This strategy aims to bring about positive change which will benefit the City and the region.

Community Satisfaction

8 in 10 residents

Residents and business owners are either satisfied or very satisfied with Council overall.

3.8 / 5

The average score given to Council by residents and business owners.

Satisfaction With Council:

  • 2012
  • 2013
  • 2014
  • 2015

Community Perception

There is a strong sense of optimism in the Parramatta Community.
87%

of residents and business owners agree or strongly agree they are proud to be a part of the Parramatta community.

Proud people

The percentage of residents and business owners that agree the face of Parramatta is changing for the better.

The percentage of residents and business owners who believe that the Parramatta Square Development is a positive step for the community.

Contact with the community

More than half (57%) of all business owners and residents get their information about the Council activities from local newspapers.

15% hear about Council activities via TV.

1 in 10 residents and business owners cite Facebook and Radio as sources of information.

In 15/16, Mystery shopping results saw

Parramatta City Council’s Customer Contact Centre ranked in the top 10 Councils across Australia twice.

queries resolved at first point of contact

This is measured by our Mystery Shopper
each quarter.

  • 2012/13
  • 2013/14
  • 2014/15
  • 2015/16

percentage of calls answered within 20 secs

This is measured by our Mystery Shopper
each quarter.

  • 2012/13
  • 2013/14
  • 2014/15
  • 2015/16

Developing an engagement framework & strategy

91% rising

Increase in membership of
‘Our City Your Say’.

These are great achievements, but there is still more to do.

  • Cultural Awareness training completed on 28 April 2016. 20 people registered and participated.
  • Parramatta Council has an ATSI Advisory Committee (PCC’s advisory group, as prescribed in the NSW Local Government Act).
  • Parramatta Koori Interagency established and ongoing.
  • ATSI Internal Coordination Steering Committee established.

Governance

The City of Parramatta has been providing a strong framework for transparent and accountable decision-making and compliance with relevant laws, policies and protocols and developing structures for effective business planning and meeting statutory obligations.

Key Performance Indicators

  • Council has a clear and transparent ethical framework
  • Council has an internal audit function which is complemented by the outsourcing of resources
  • Established risk management framework has been extensively reviewed and updated with the assistance of an independent expert
  • Interim general manager and senior management sign off on internal controls, including financial statements
  • Audit and risk committee operates with a clear charter which has been reviewed during this term
  • Comprehensive business plan linked to strategic objectives in the community strategic plan

Diversity

Staff %

  • 53
    2012
  • 52
    2015
Male Female

Senior Staff %

  • 67
    2012
  • 42.9
    2015
Male Female

Capability

The City of Parramatta has been building a Council that can deliver strategic priorities; providing high quality services; planning well for the future; being a well-governed, community focused organisation.

Percentage of Corporate Key Performance
Indicators on Track

66%
78%
2012 / 2013 2013 / 2014
2012 / 2013 2013 / 2014

Operating performance ratio

Operating Performance Ratio measures Council’s achievement in containing operating expenditure within operating revenue. Benchmark is
> = 0.00%

Benchmark
  • 2012
  • 2013
  • 2014
  • 2015

Operating revenue ratio

Operating revenue ratio measures financial flexibility and is the degree of reliance on external funding sources such as grants and contributions. Benchmark is 60%.

Benchmark
  • 2012
  • 2013
  • 2014
  • 2015

Debt service cover ratio

Debt service cover ratio measures the availability of operating cash to service debt. Benchmark is
> = 2.0
.

Benchmark
  • 2012
  • 2013
  • 2014
  • 2015
Financial position

Overall Council’s position isfinancially strong.

Council's services

Overall, the community is highly satisfied with most Council services, facilities and environmental initiatives. In particular both residents and businesses voice high levels of satisfaction in the following four areas of key services and facilities

In addition to this,