Policy positions

The works schedule should provide a detailed plan of implementation 

A works schedule is a critical component of a contributions plan. It provides an understanding of what infrastructure is required, when and how it will be provided and how much it will cost. The works schedule should act as a detailed plan of implementation, establishing the relative priority of each piece of infrastructure as compared to other infrastructure on the schedule. Councils should continually review and refine the prioritisation in the works schedule to account for any changes over time. 

The works program of a schedule should: 

• be a genuine evaluation of the needs of a projected population 
• be realistic and achievable 
• include accurate cost estimates 
• be specific and provide clear details about the infrastructure to be provided. 

Developing a works schedule should be done collaboratively within councils. It will require input from different areas of council, such as teams involved with assets, projects and finance.  

The works schedule should outline delivery time frames or thresholds

Councils should determine when infrastructure will be delivered, and detail this in the works schedule. Timings should be realistic, ensure infrastructure will be available in time to service the intended population and be based on funding availability and cash flow analysis.  

The time frames can be expressed in terms of: 

• indicative dates or time frames - these tend to be clearer and more transparent and can be useful to feed into a council’s overall capital works program and provide greater flexibility in the plan while still indicating what would trigger the provision of the infrastructure. They will also generally have a lower administrative burden than the requirements of thresholds. 
• thresholds that will trigger the delivery – this could be when the population reaches a certain number or when a certain number of development applications have been approved. This is useful when the development pattern is less certain. They will generally have a higher administrative burden due to the need to monitor the thresholds. 

If a council decides to pool contributions or forward fund infrastructure the priority of infrastructure delivery should be reflected in the work schedule. Councils may need to reprioritise the order of infrastructure items to allow for change over the life of a plan.  

Mapping should clearly show where the infrastructure is to be provided 

Councils should map where they will be providing the infrastructure. The maps should show the locations of specific infrastructure as well as an identifier that links to detailed information about the infrastructure item in the works schedule.  

The mapping can be indicative in the early stages of plan delivery to allow for flexibility and efficiency, and this indicative nature should be noted on the map. Where the location cannot be provided accurately, such as in a new release area, the criteria for inclusion of the infrastructure should also be included in the mapping.  For example, the location of a community facility may be planned for a town centre which isn’t fully determined. The mapping could indicate that the location of the infrastructure may change if the location of the town centre is changed. 

The accuracy of the mapping will be dependent on the delivery horizon of the infrastructure, maps can be more indicative initially and become more accurate closer to delivery. As the infrastructure delivery becomes more certain councils should update their maps.  

Like plan catchment maps, infrastructure maps should be created to the same standard as maps produced for other council documents such as local environmental plans. Mapping information can be found in the Standard Technical Requirements for Spatial Datasets and Maps 2017. 

Best practice guidance 

Works schedules should feed into a council’s financial plan and delivery program