NAMBUCCA SHIRE COUNCIL

 

 

Special Meeting of  Council - 20 February 2014

 

LATE AGENDA                                                                                        Page

 

           

 

   

9        General Manager Report

9.2     Adoption of Intergrated Planning and Reporting Documents............................................... 2    

 

 

 

 

 

 


       


Special Meeting of  Council                                                                                          20 February 2014

General Manager's Report

ITEM 9.2      SF1620            200214         Adoption of Intergrated Planning and Reporting Documents

 

AUTHOR/ENQUIRIES:    Scott Norman, Assistant General Manager Corporate Services         

 

Summary:

 

As part of the application process for a special rate variation Council has reviewed the Long Term Financial Plan and Delivery Program.  Council resolved to display the draft documents for public consultation at the Council Meeting 16 of January 2014, no submissions on the draft documents were received.  There have been some changes in the Draft Delivery Program to reflect the alternate application for a special rate variation over three years instead of two.  The documents are now presented for Council’s consideration with a view to adopting them. 

 

 

Recommendation:

 

That Council adopt the Draft Delivery Program 2013-14 to 2016-17

That Council adopt the Draft Long Term Financial Plan 2014-15 to 2023-24

 

OPTIONS:

 

No options were considered.  An adopted Delivery Program and LTFP are required as part of Council’s application to IPART for a Special Rate Variation.  Applications close 28 February 2014.

 

 

DISCUSSION:

 

Integrated Planning and Reporting (IP&R) Framework

 

 

Council’s Delivery Program and Long Term Financial Plan are part of the integrated planning and reporting framework utilised in NSW Local Government. 

 

The Delivery Program details the principal activities Council will undertake to achieve the objectives established in the Community Strategic Plan, within the resources available under the Resourcing Strategy.   It has a four year planning horizon and is reviewed each year. Previously Council has developed and presented the Delivery Program in conjunction with the Operational Plan (budget), this has been a practical approach as the two documents are intrinsically reliant upon one another. 

 

As part of the S508A special rate variation (SRV) application for the 2014-15 year it is necessary to have reviewed and adopted the Delivery Program and LTFP  prior to the application being submitted.  Council adopted the draft documents at the Council meeting 16 January 2014.  It was not practical to adopt an operational plan on these time frames so this will be developed and presented separately. The Operational Plan (Budget) will be developed prior to 30 June 2014 as has been past practice.  The Operational Plan also has to be displayed for public comment for a month, this makes for a rather clumsy process but Council has been advised that it is required.   As the Delivery Program and LTFP contain high level financial forecasts and imply the budgets for those years they will have to be reviewed for a second time to reconcile them with the Operational Plan.  This means Council will have two opportunities to review the Delivery Program and LTFP commencing 2014.

 

Council is now considering a special rate variation of the same quantum above rate pegging spread over three years instead of two.  The Draft Delivery Plan has been altered to reflect this.  The following was inserted at page 8

 

“In February 2014 Council considered the impact of the recent general revaluation of properties in the Nambucca Valley which resulted in a reduction in residential land values of $90m from the previous valuation conducted in 2010.  This reduction has in turn affected the impacts of the rate increase which Council had proposed and advertised, being to increase general rate revenue by 5.3% in 2014/2015 and 6% in 2015/2016.

 

A revaluation of properties doesn’t change the amount of rate income the Shire will levy, but it does impact on the amount contributed by each individual rate notice. It changes the balance of “who pays what”.  Rate Payers can potentially pay more or less each time their property is revalued.

 

This revaluation had the effect of moving 75% of residential assessments to the minimum rate.  The minimum rate will increase by the rate pegged amount of 2.3% which is less than the proposed special rate variation of 5.3%.  The flow on effect has been that some residential properties not levied at the minimum rate have had a disproportionately large increase in rates.  The proposed special rate variation compounds this effect.

 

Because of this the Council is now considering spreading the proposed rate increase over three years instead of two years.  Assuming an inflation index of 3% (the rate peg) in 2015/2016 and 2016/2017, the three year option will ultimately provide a similar real increase in the Council’s permanent revenue of $570,000 per annum (in 2014 dollars) compared to bringing in the rate increase over two years.

 

The three year proposal would increase general rate revenue by:

3.8% in 2014/2015

5.0% in 2015/2016

5.5% in 2016/2017

The additional rate revenue will be used to fund the renewal of local roads and bridges.”

 

Opinion was sought from the IPart as to whether this change to the application would invalidate the consultation process.  The response was that it would not compromise the application on the basis that it was in response to consultation and concerns for the affordability of the rate rise. Ipart also agreed it was not practical to amend the Long Term Financial Plan prior to Council’s decision on the SRV.

 

The Draft Delivery Program is based on the previous program which has been updated, the detail of the current operational plan removed and financial projections updated and the rate peg increase of 2.3% and proposed SRV of 3% in 2014-15 and 2015-16 included.  The financial projections will be amended during the budget process to reflect Council’s decision on the special rate variation application.

 

 

The Long Term Financial Plan forecasts income and expenditure, the balance sheet and the cash flow statement for the next 10 years.  It is used to inform decision making regarding the financial implications of longer term strategic planning and should be referenced when developing the Community Strategic Plan and the Delivery Program.  Tcorp use the 10 year financial plan when assessing the financial sustainability of NSW Local Governments.

 

The Draft Long Term Financial Plan reflects the forecasts contained in the Draft Delivery Program and extended forecasts are based on the previous LTFP amended to reflect recent program changes and revised bridge works program adopted for the LIRS application.  As in previous years the draft LTFP indicates Council faces a significant challenge to fund ongoing maintenance and renewal of the infrastructure it relies upon to deliver services.

 

 

CONSULTATION:

 

Development of the LTFP and Delivery Program Forecasts were completed by Craig Doolan, Manager of Financial Services

Other Consultation

Colleen Henry – Grants and Contributions Officer

Peter Wilson – Project Officer

Michael Coulter – General Manager

Councillors in attendance at the Workshop 18 December 2013

 

 

SUSTAINABILITY ASSESSMENT:

 

Environment

 

The Draft Delivery Plan and LTFP contain activities involving environmental investigations, work, reporting and compliance activities.

 

Social

 

The support provided in the Draft Delivery Plan and LTFP for community services and not for profit organisations is similar to the plan adopted in the prior year.

 

Economic

The support provided in the Draft Delivery Plan and LTFP for economic development is similar to the Plan adopted in the prior year.  There is no significant change suggested in the activities undertaken by Council.

 

Risk

The early consideration of the Draft Delivery Plan and LTFP is driven by the application for a SRV to fund the maintenance of Council bridge and road assets.  Assets that are allowed to deteriorate to a poor condition pose an increased risk to Council and the public.

 

 

FINANCIAL IMPLICATIONS:

 

Direct and indirect impact on current and future budgets

The report concerns an implied 2014/2015 Operational Plan (budget) and 4 year Delivery Program as contained in the draft Delivery Program and a 10 year forecast of the financial position of Council contained in the draft LTFP.

 

Source of fund and any variance to working funds

 

The Council is yet to consider the operational plan in detail and the implied 2014-15 budget is based upon forward planning including the 2.3% rate peg increase and the proposed 3% special rate variation to fund roads and bridges for years 2014-15 and 2015-16.  The bridge capital program has been accelerated in line with the LIRS and special rate variation applications.   The effect the change in the SRV application would be to delay the replacement of Boat Harbour Bridge by one to two years.

 

The forward plan did include a significant funding deficit for the 2014-15 year; to address this projects have been listed below that will be deferred or deleted.  This was discussed at the Council workshop of 18 December 2013.  The implied 2014-15 budget has a small positive increase in working capital which is a more realistic basis from which to make an application for a special rate variation.  Subsequent forward years still contain funding deficits; these will be re-examined when Council considers the operational plan in detail.

 

·      2014/15 Pool Redevelopment $700,000 rescheduled in Year 9 (2022/23)

·      2014/15 Administration building Air Conditioner $335,000 rescheduled to Year 7 (2020/21) with a yearly $30,000 transfer to reserve to part fund the rescheduled work

·      Utilisation of $125,000 Sect. 94 reserves for the $250,000 Mann St/Palmer St Intersection in 2014/15

·      2014/15 Intersection improvements of $140,000 (Bellingen Rd/Rodeo Dr) funded from RMS grant

·      $400,000 in stormwater works in 2014/15, 2015/16 & 2018/19 to commence in Year 7 (2020/21)

·      Utilisation of intersection Sect. 94 reserves for work at Smiths Lane in 2015/16 & 2017/18 along with Bellwood Rd improvements 2015/16, 2016/17 & 2017/18

·      Proposed utilisation of Sect. 94 reserves for sporting facilities upgrades for the years 2015/16, 2016/17 & 2017/18

·      2016/17 & 2018/19 Tourist Centre refurbishment works deleted

·      Loveday’s  Bridge has also had remedial work and replacement has been deferred until 2017/18

·      Plant reserve has been used to fund purchases although additional plant purchases need to be considered

 

The draft LTFP highlights challenges that Council has been aware of for many years.  Careful financial and resource planning is required to address the backlog of infrastructure renewal work produced by the ageing of Council’s assets and limited revenue base.  Council’s general fund is the critical area as it has the most constrained revenue and deteriorated assets.

 

To be financially sustainable Council needs long term financial planning that manages likely developments and unexpected financial shocks without having to introduce economically significant or socially destabilising income or expenditure adjustments.   Council has responded to this challenge by a series of special rate variations to fund a borrowing program for infrastructure renewal.  The relevant rate income will continue to service these loans, the only interruption during the life of the LTFP will be in 2019/20 when the rate variation approval of 2009/10 will expire and an anticipated application for the continuation of the variation will be required.   The current application for a further rate variation to fund additional borrowings potentially advances critical capital work without overcommitting to debt.

 

Service level changes and resourcing/staff implications

 

The only proposed significant change to service levels is the replacing of Boat Harbour Bridge which is currently timber with a concrete bridge.   The proposed bridge will be 1 metre above the current height and subsequently longer.  This will offer increased resilience to flooding.  This was discussed by Councillors at the workshop 18 December 2013.  As mentioned the change in the SRV application would delay this.

 

Addressing the funding deficits contained in the forward projections will involve critical analysis of service levels provided by Council.  This has been previously been revised on a case by case basis as projects were considered for funding.  In the future this process will be integrated into planning process as Council’s asset management systems are further refined and service levels are agreed upon in consultation with the community.

 

Attachments:

1

345/2014 - Long Term Financial Plan Draft Jan 2014

 

2

4505/2014 - Draft Delivery Plan 2013/14 to 2017/18

 

  


Special Meeting of  Council - 20 February 2014

Adoption of Intergrated Planning and Reporting Documents

 




































Special Meeting of  Council - 20 February 2014

Adoption of Intergrated Planning and Reporting Documents

 

 

 

DRAFT

 

 

 

 

2013/14 -2017/18 Delivery Program

Considered at Council Meeting 20 February 2014

 

 

 

SF1620  4505/2014


Contents                                                                        Page

 

Message from the Mayor                                                                                                                               2

 

Nambucca Shire Council vision and goals                                                                                                         3

 

Organisation Structure                                                                                                                                  4

 

Context for the Delivery Program                                                                                                                          10

 

Funding the Delivery Program                                                                                                                     11

 

How to use the Delivery Program                                                                                                                          14

 

The Delivery Program 2013/14 – 2017/18                                                                                                           15

 

 

 

 

 

 

 

 

 

 


Message from the Mayor

 

I am pleased to present on behalf of the Nambucca Shire Council our 2013-2017 Delivery Program, under the Integrated Planning and Reporting Framework. This process requires Council to bring together all its corporate planning and resourcing into a single framework so that Council activities are informed by community consultation and needs, creating a forum for discussion and decision about funding priorities, service levels and planning that best suits the Nambucca Valley community.

 

The value of the framework comes not just in having a new set of plans, but in the process used to develop the plans –bringing together community and other stakeholders to set high-level community goals, then identifying the responsibilities of the local council in achieving those goals, and then, at this level, clearly committing to the activities that staff and financial resources will be able to achieve.

 

The Delivery Program, a four-year commitment for Council activities, has been developed from the Community Strategic Plan which was adopted by Council in late 2011 and reviewed following Council elections in September 2012. The Operational Plan, which is a second document published separately, is our commitment for the upcoming year. In that document, the community will see quite clearly what we plan to achieve and what the costs will be each year.

 

As before, our greatest challenge as a Council continues to be balancing the needs and desires of the community now and into the future with the available resources. This plan identifies what we believe we can achieve and find that balance.

 

Cr Rhonda Hoban, Mayor


Nambucca Shire Council Vision and Goals

 

The Nambucca Shire Council’s vision is “Living at its best”, and Council seeks to achieve this vision by valuing and protecting the natural environment, maintaining its assets and infrastructure and developing opportunities for the Shire’s people.

 

We are guided by our values of:

 

·          Effective leadership

·          Strategic direction

·          Sustainability of Infrastructure and Assets

·          Community involvement and enhancement through partnership with Council

·          Enhancement and protection of the environment

·          Addressing social and cultural needs of the community through partnerships and provision of facilities and services

·          Actively pursuing resource sharing opportunities

 

Nambucca Shire Council has recently adopted a new organisiation structure that is designed to efficiently deliver these outcomes.
 ORGANISATION STRUCTURE CHART ADOPTED BY COUNCIL 26 SEPTEMBER 2013

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



Context for the Delivery Program

 

The Integrated Planning and Reporting Framework

 

The NSW government introduced in 2009 a new planning and reporting framework for local government aimed at bringing together, or integrating, councils’ Management Plans and Social Plans with resourcing strategies and asset management plans.

 

The Delivery Program, spanning the four years of an elected Council’s term, is the key statement by this Council of what we will achieve. The Delivery Program is the central reference for making decisions about activities and resources, and keeping track of what has been achieved. It is our plan of action for the next four years. 

 

The Delivery Program has been developed by addressing the objectives and strategies of the Community Strategic Plan 2012 and its review in 2013 and incorporating Council’s performance targets for the current year. It covers all aspects of Council’s operations.

 

The Operational Plan, which is developed each new financial year, identifies what actions will be taken in that year to meet the requirements of the four-year Delivery Program. A critical point of this document is that the budget for each activity is shown. The budget and the operational plan are reviewed each quarter and provide the Council and its staff with an accurate assessment of progress against objectives.

 

The Annual Report, one of the key reports on Council’s activities in the year, measures the Operational Plan’s objectives against Council’s achievements.

 

The integrated planning process also requires Council to develop an asset management strategy and long-term financial plan as well as a workforce management strategy. The asset management strategy should be accessed as additional information to this document, as well as the Council’s rates and charges statement as required under legislation. These documents provide detail on the resources (time, money and staff) required to deliver the strategies that are the responsibility of Council.


Funding the Delivery Program and Operational Plan

 

Council’s main sources of revenue are rates, government grants, investments, fees and other charges. This is the income we use to provide a range of services. The budget is comprised of the operating budget and the capital budget. The operating budget provides resources for the day-to-day service delivery of Council while the capital budget funds infrastructure works as well as equipment such as plant, vehicles and computer equipment.

 

To put the budget in context, the NSW Treasury Corporation recently assessed Nambucca Shire Council as having a WEAK Financial Sustainability Rating (FSR) and a NEGATIVE outlook.  This reflects findings about the general financial wellbeing of NSW Councils going back to the “Allan” Inquiry in 2006 which estimated the infrastructure backlog in local government at over $6 billion and concluded that councils would need to spend at least an extra $900 million per annum.

 

The main message from the NSW Treasury Corporation is that most councils are reporting operating deficits and a continuation of this trend is unsustainable.  In 2012 only one third (50) of the councils in NSW reported an operating surplus. 

The assessment by TCorp is consistent with advice which has been provided to this Council by its Auditors and previous to that by the Promoting Better Practice Review conducted by the Division of Local Government.

 

It is apparent that the underlying weakness in the financial position of this Council and NSW local government generally has been allowed to build up for far too long.  The 100 councils in NSW with an operating deficit, including Nambucca Shire Council, need to confront this financial reality.

 

The independent reviews of the council’s financial sustainability and asset management demonstrates the need for further investment in local roads and bridges. An independent Community Satisfaction Survey, conducted in June 2013, also highlighted that roads and bridges require the greatest attention and resources. The survey also indicated that an increasing number of ratepayers were prepared to pay more to fix the problem.

In September 2013 Council resolved to undertake a community engagement program on plans to apply for a Special Rate Variation for 2014/15. Phase One of the community engagement focused on informing our community of council’s current financial position, the initiatives undertaken so far to improve the position, the challenges faced in terms of maintaining and renewing infrastructure and the three rate funding scenarios identified to specifically target the road and bridge infrastructure backlog.

In December 2013 Council resolved to consult further with our community on the special variation scenario to increase rates by 5.3% in 2014/15 and 6.0% in 2015/16, which if approved by IPART, would enable council to invest an additional $580,000 annually to improve the condition of the assets.

A ‘do nothing’ (baseline) scenario and leave next year’s rate increase to the 2.3% rate pegging amount is also an option, however this does not address council’s long term financial sustainability.    

In February 2014 Council considered the impact of the recent general revaluation of properties in the Nambucca Valley which resulted in a reduction in residential land values of $90m from the previous valuation conducted in 2010.  This reduction has in turn affected the impacts of the rate increase which Council had proposed and advertised, being to increase general rate revenue by 5.3% in 2014/2015 and 6% in 2015/2016.

 

A revaluation of properties doesn’t change the amount of rate income the Shire will levy, but it does impact on the amount contributed by each individual rate notice. It changes the balance of “who pays what”.  Rate Payers can potentially pay more or less each time their property is revalued.

 

This revaluation had the effect of moving 75% of residential assessments to the minium rate.  The minium rate will increase by the rate pegged amount of 2.3% which is less than the proposed special rate variation of 5.3%.  The flow on effect has been that some residential properties not levied at the minium rate have had a disproportionately large increase in rates.  The proposed special rate variation compounds this effect.

 

Because of this the Council is now considering spreading the proposed rate increase over three years instead of two years.  Assuming an inflation index of 3% (the rate peg) in 2015/2016 and 2016/2017, the three year option will ultimately provide a similar real increase in the Council’s permanent revenue of $570,000 per annum (in 2014 dollars) compared to bringing in the rate increase over two years.

 

The three year proposal would increase general rate revenue by:

3.8% in 2014/2015

5.0% in 2015/2016

5.5% in 2016/2017

The additional rate revenue will be used to fund the renewal of local roads and bridges.


 

How to use the Delivery Program

 

The Delivery Program contains the 11 key strategic directions and goals that form the foundation of the Community Strategic Plan (CSP):

 

·          Leadership and Administration

·          Public Order and Safety

·          Public Health

·          Community Support and Education

·          Environmental Planning

·          Building Regulation

·          Environmental Services and Community Amenities

·          Recreation and Culture

·          Transport

·          Local Economy

·          Water Cycle

 

The four-year Delivery Program objectives are listed at the left side of the relevant tables for that strategic direction, with the current year’s actions and the person responsible for that action shown in the middle of the table. Indicators of success have been identified against each of these actions. The budget relating to each strategic direction appears after the relevant table of actions.

 


The Delivery Program 2013 – 2017

 

Strategic Direction: Leadership and Administration

 

1.1 Objective: Citizen Engagement

The Council and the community support open government where public participation is encouraged in policy development and major decisions, as well as in Council’s daily operations.

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Using a variety of tools, engage with the community in ways that are accessible and transparent, and use information from the community in decision making

Continue to liaise with Council Section 355 committees to provide advice on policy areas

General Manager

 

Minutes of the advisory committees are submitted to Council for consideration

Use public relations, printed materials, Council’s website and personal communications to inform stakeholders and community

General Manager

Asst General Managers

 

Media releases are developed and distributed.

Website is kept up to date.

Encourage involvement by a variety of community stakeholders in the activities of Council

General Manager

Asst General Managers

Managers

Advertisements for relevant activities as required.

Plan to undertake Community Satisfaction Survey in late 2013

General Manager

Contract survey as required.

Issue a newsletter with the 2013/2014 rates notice

General Manager

Newsletter is issued with rates notice.

 


1.2 Objective: Financial Sustainability

The Council is able to generate sufficient funds to provide the levels of service and infrastructure agreed with its community

 

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

To make council more effective and financially sustainable in the long term

Identify and implement initiatives to improve financial sustainability

General Manager

Assistant General Managers

 

Consultation processes with the community to consider a combination of revenue increases, expenditure reductions and service level reviews

Monitor and report on Councils performance

General Manager

Assistant General Managers

 

Completion of annual review of Long Term Financial Plan

 

General Manager

Assistant General Managers

 

Local Government Performance Measurement Framework KPIs reported to Council and Community

 


Strategic Direction: Leadership and Administration

 

1.3 Objective: Delivery of Services

Delivery of services to the community is consistent with their requirements and Council’s core values

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Ensure the sustainable delivery of infrastructure and services

Periodic review and ongoing implementation of asset management plans and use in budget and work plan development

Manager Assets

All infrastructure has up to date management plans

Implement organisation structure and staffing review outcomes

General Manager

Asst General Managers

All adopted review recommendations have been implemented.

Continue performance reviews of staff performance and provide training and attendance at external conferences where identified to ensure Council’s goals are being met

General Manager

Asst General Managers

Managers

 

All performance reviews are conducted.

Staff receive training  and have the capability to meet service delivery requirements.

Provide opportunities for Councillors, especially new ones, to attend training relevant to their duties.

Manager Human Resources

Councillors attend training and support sessions.

Implement human resource management practices

General Manager

Manager Human Resources

Retention rates increase over time.

Comply with local government legislation, policies and agreed standards.

All staff

Fulfillment of all reporting requirements.

Comply with financial management requirements.

All staff

Fulfillment of all financial management requirements.

Provide information and assistance at front counter for a range of community needs

Business Support Unit

All staff

Provision of information on development applications, complaints handling protocol,

Customer service training.

Ensure Council adheres to Equal Employment Opportunity principles

All staff

All recruitment processes incorporate EEO principles.


 

1.3 Objective: Delivery of Services (cont.)

Delivery of services to the community is consistent with their requirements and Council’s core values

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Provide and maintain information management systems that meets user needs, including GIS, software and data systems to manage corporate information

Implement Merit customer request system

 

Manager Information Technology

Senior GIS Officer

Records Officer

Systems are efficient, effective and information is easily accessible.

Continue to improve new Authority software operation

Manager Information Services

 

Systems are efficient, effective and information is easily accessible.

Establish community needs through consultation and involve community in review and future development of Community Strategic Plan, and Delivery and Operational Plans

Conduct community consultation to review Delivery Program and Operational Plan and promote awareness of Community Strategic Plan

General Manager

Asst General Managers

Managers

Community consultation opportunities are facilitated and feedback is incorporated into plans where appropriate.

Use Community Satisfaction Survey to inform planning processes and help identify infrastructure needs

General Manager

Asst General Managers

Survey outcomes are used in developing plans.

 


1.4 Objective: Risk Management

Reduce risks to Council’s and community operations through effective, timely and affordable risk management strategies

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Implement the risk management action plan

Review the risk management action plan and update if required.

Safety and Risk Officer

Documented review of plan.

Implement WHS action plan, conducting WHS audits and reviewing as required

Safety and Risk Officer

Action plan activities and audits are completed.

Annual review of insurance coverage

Safety and Risk Officer

 

Up to date certificates of currency.

Manage instances of safety, regulatory or financial mishaps which cause a financial risk to Council

Safety and Risk Officer

General Manager

Reduction of impact on Council resources.

Maintain database of all loss events

Safety and Risk Officer

Accurate information is available for insurance purposes.

Maintain and review risk register

Safety and Risk Officer

Accurate risk register kept.

Deliver relevant training and effective awareness programs to staff on workplace safety

 

Safety and Risk Officer

Induction of staff.

Number of training awareness programs conducted.

Reduction in number of work related claims or reported incidents.

 


 

1.5 Objective: Sustainable Energy Use

Provide community leadership in sustainable energy use and strive to meet the State government’s commitment to becoming carbon neutral by 2020.

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Implement technologies in Council facilities and infrastructure to reduce Council’s greenhouse gas emissions

Waste management activities including resident education package which will reduce the need for waste collection and hence greenhouse gas emissions by using less trucks

Manager Business Development

Technical Officer - Assets

WASIP grant is fully expended.

Make information available to the community to help them reduce energy use

Provide links on Council’s website to reputable websites that provide information on sustainable energy use and Government objectives to reduce greenhouse gas emissions

Manager Development and Environment

At least one link to be provided, and updated as required.

 


 

PRINCIPAL ACTIVITY - ADMINISTRATION

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

7743

7700

7841

7716

7699

Less Distributed to other Activities

        (5,820)

      (5,775)

      (5,911)

      (5,787)

      (5,772)

Purchase of Assets

1701

615

1190

731

0

Cash for future needs

423

690

393

566

566

Principle on loans

25

27

30

32

35

TOTAL EXPENDITURE

4072

3257

3543

3258

2528

 

SOURCE OF FUNDS

Rates & Charges

9244

9602

9622

9642

9662

Other Revenue

2858

2584

2587

2586

2580

Other Levels of Government

2820

2820

2820

2820

2820

Transfers from Reserves

311

245

321

0

0

Sale of Assets

178

91

253

185

0

Loan Funds

0

0

0

0

0

TOTAL REVENUE

15411

15342

15603

15233

15062

 
Strategic Direction: Public Order and Safety

 

2.1 Objective: Community Safety

To foster a community where people feel safe and secure

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Provide support for local emergency services and beach safety

Participate in rural fire service management and maintain membership of the Nambucca Bush Fire Management Committee.

Engineering Services

Council is represented on Committee.

Service level agreement is reviewed quarterly.

Maintain the urban fire trail network to protect public and private infrastructure from bush fires

Engineering Services

Fire trails are mown twice a year, in October and February

Contribute statutory 13.3% in budget to fire control and other contributions to Volunteer Rescue Authority and Marine Rescue Authority.

Engineering Services

Allocations are made in annual budget in line with draft budget prepared by Emergency Services.

Ensure buildings and facilities at fire control centre and SES/Volunteer Rescue/Marine Rescue are managed to meet standards.

Engineering Services

WH&S inspections are conducted.

Building Management Committee meets regularly.

Provide and replace vehicles in accordance with policy for State Emergency Service

Engineering Services

Vehicles are replaced.

Provide lifeguard services as per contract, including annual contribution through s.94 plan.

Engineering Services

Corporate Services

Lifeguards are on duty at required times and activity reports are submitted to Council by 31 March.

Equipment is purchased.

Provide and maintain beach safety signage

Engineering Services

Signage is in place and meets current standards


 2.1 Objective: Community Safety (CONT.)

To foster a community where people feel safe and secure

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

 

Provide ranger service to supervise vehicles on beaches

Manager Development and Environment

4WD vehicles on beaches comply with permit conditions.

Provide leadership in safety initiatives

Advocate for adequate police resources

Mayor

General Manager

Increase in number of hours that police officers spend in Nambucca District.

Advocate for road safety initiatives, including through active Traffic Advisory Committee considering road safety improvements.

Engineering Services

Committee progresses road safety actions.

 

Work with District Police to implement specific safety initiatives such as Alcohol Free Zones

Manager Community and Cultural Services

Engineering Services

Number of safety initiatives implemented.

 

2.2 Objective: Companion Animal Welfare

To proactively manage companion animals to ensure the community’s safety and to improve animal welfare

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Manage companion animals to ensure the community’s safety and improve animal welfare.

Ensure patrols and respond to complaints about companion animals

Manager Development and Environment

Number of impounded animals is reduced.

Number of euthanised animals is reduced.

Support programs to improve the welfare of companion animals, including investigating grant opportunities for owner education and rehoming of abandoned animals where appropriate.

Manager Development and Environment

A program is run which educates owners on responsibilities.

A program is run which successful rehomes companion animals

Ensure signage identifying permissible dog walking areas is in place and up to standard on Council land

Engineering Services

All areas are checked and signage is adequate.

 

FINANCIAL DETAILS

PRINCIPAL ACTIVITY - PUBLIC ORDER & SAFETY

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

934

934

934

934

934

Depreciation

212

212

212

212

212

Purchase of Assets

0

50

0

0

0

Cash for future needs

4

3

3

3

3

TOTAL EXPENDITURE

1150

1199

1149

1149

1149

 

SOURCE OF FUNDS

Fees & Charges

22

22

22

22

22

Contributions

21

21

21

21

21

Sundry Other Sources

1

1

1

1

1

Other Levels of Government

312

244

244

244

244

Transfers from Reserves

2

0

0

0

0

TOTAL REVENUE

358

288

288

288

288

Contribution from rates/other general purpose revenue (net of depreciation)

580

699

649

649

649

 
Strategic Direction: Public Health

 

3.1 Objective: Safe Food

Reduce the incidence of illness from unsafe food by monitoring systems for food hygiene and safe food handling

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Reduce the incidence of illness from unsafe food

Conduct regular inspections and follow-up of premises that handle food for public consumption

Manager Development and Environment

Number of inspections.

Reduction in the number of warnings or infringements.

Reduced number of illnesses.

Respond to complaints

Manager Development and Environment

Reduced number of complaints.

 

3.2 Objective: Clean Water

Improve and maintain healthy waterways through active catchment management including promoting and, where relevant, implementing the protection and restoration of riparian areas and minimizing pollution sources.

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Carry out 100% of inspections including plumbing and new on-site sewage management systems associated with new developments within 48 hours of being booked

Conduct regular inspections in accordance with risk rankings

Weekly monitoring of performance from registration statistical data and departmental appoint calendars

Manager Development and Environment

100% of inspections conducted within time

No. of warnings or infringements

 

 

Respond to complaints

Manager Development and Environment

Reduction in number of complaints

Implement actions from the Nambucca River Estuary Management Plan

Review plan and identify funding sources through grants and Environmental Levy to complete highest priority actions.

Manager Development and Environment

Implementation of at least one priority action.

 


 

Strategic Direction: Public Health (cont.)

 

3.3 Objective: Personal Health and Wellbeing

Help improve the overall health and wellbeing of the community of the Nambucca Valley

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Support existing and initiate new public health activities

 

 

 

Lobby State Government for adequate bed allocation for aged care

General Manager

Increase in number of aged care beds

Lobby State Government for infrastructure to provide adequate health services

General Manager

Number of letters and meetings about this issue.

Provide grant application support to relevant community organisations

Corporate Services

Number of applications assisted.

 

 

 

 


 

FINANCIAL DETAILS

PRINCIPAL ACTIVITY - HEALTH

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

267

265

265

265

265

TOTAL EXPENDITURE

267

265

265

265

265

 

SOURCE OF FUNDS

Fees & Charges

158

158

158

158

158

Other Levels of Government

0

0

0

0

0

Transfers from Reserves

0

0

0

0

0

TOTAL REVENUE

158

158

158

158

158

Contribution from rates/other general purpose revenue

109

107

107

107

107

 
Strategic Direction: Community Support and Education

 

4.1 Objective: Connected Community

Our community is proud of its identity and is mutually self-supporting

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Engage with the community, providing social and community infrastructure and programs to meet the needs of all residents

Continue to support and liaise with Council’s Section 355 Committees which represent a range of community members.

General Manager

Meetings attended on regular basis

Continue to support the community through the auspice of grant applications and grant writing support

Corporate Services

Number of grant applications made

Ensure the services of the Visitors Information Centre are of a high standard through training and supporting volunteers

Manager Business Development

Number of familiarisations undertaken

Provide funding for Seniors Week Activities

Manager Community and Cultural Services

Annual event is held

Continue involvement with Regional Arts Development Board, including financial support and representation on Board of Management

General Manager

Implementation of Regional Arts initiatives relevant to Nambucca Shire

Manager Community and Cultural Services role to continue to include aged and disability services

Manager Community and Cultural Services

Funding Agreement service levels are met, work plan is adhered to, all reporting requirements are met.

 


4.2 Objective: Engaged Youth

Foster the social well-being of our youth

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Provide support for  young people through youth-oriented programs including coordination, planning and funding

Manage funding provided by the NSW Department of Family and Community Services to undertake youth development

Manager Community and Cultural Services

Report against service agreement.

Identify, quantify, prioritise and publicise the needs of young people

Manager Community and Cultural Services

Number of media releases.

Number of grants secured.

Run Youth Week activities

Manager Community and Cultural Services

Youth Week activities held; evaluation undertaken.

Run Responsible Educated New Tenant (RENT) program

Manager Community and Cultural Services

Courses held; participation figures and evaluation.

Plan and provide library services in Nambucca Heads and Macksville

Seek external funding to supplement library resources

Manager Community and Cultural Services

 

Level of resources secured

 


4.3 Objective: Cultural Diversity

Promote an understanding of the Nambucca Valley’s Indigenous culture and heritage and develop opportunities and partnerships for people of culturally diverse backgrounds,

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Deliver services appropriate to the needs of Aboriginal and Torres Strait Islander communities and continue to improve awareness and understanding between Council and Aboriginal communities and individuals.

Manage funding provided by the NSW Department of Family and Community Services to undertake community development for Aboriginal people

Manager Community and Cultural Services

Projects are delivered in accordance with service agreement

Coordinate and provide funding for NAIDOC week event

Manager Community and Cultural Services

NAIDOC Week event is held.

Number of participants.

Level of funding attracted.

Provide activities for learning or social development for young people and their families on school holidays

Manager Community and Cultural Services

Three activities or workshops will be conducted

Support Indigenous heritage and other cultural projects when identified

Manager Community and Cultural Services

Number of projects supported

 

 


 

FINANCIAL DETAILS

PRINCIPAL ACTIVITY - COMMUNITY SUPPORT & EDUCATION

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

329

299

301

299

299

TOTAL EXPENDITURE

329

299

301

299

299

SOURCE OF FUNDS

Contributions

0

0

0

0

0

Other Levels of Government

204

203

203

203

203

Transfers from Reserves

14

0

0

0

0

TOTAL REVENUE

218

203

203

203

203

Contribution from rates/other general purpose revenue

111

96

98

96

96

 
Strategic Direction: Environmental Planning

 

5.1. Objective: Well planned communities

A well-planned community which minimises its environmental footprint and social costs, while maximising its economic and social well-being

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Promote sustainable development

Ensure sustainability is a feature of strategic planning

Manager Development and Environment

Sustainability requirements are embedded in plans

Progressive application of the principles of ESD to Council’s LEP and related environmental policies

Manager Development and Environment

Inclusion in revised and new policies

Standard of development approvals improves and conditions applied reflect ESD principles

Compliance with development standards and conditions of consent

Vigorous assessment of developments to ensure minimum impacts are achieved on built and natural environment as a result of the development, with special regard to high impact developments such as antimony mining

Manager Development and Environment

Monitoring of ongoing compliance conditions

 

Ongoing implementation of Council adopted plans such as the PAMP, Nambucca River Master Plan and streetscape plans

Manager Development and Environment

 

Number of actions implemented.

Manage and regulate impacts of resource development

Manager Development and Environment

Council adopted position on CSG, antimony and other resource developments


 

Reflect the community’s desires through appropriate planning instruments such as Local Growth Management Plan, and Local Environmental Plan.

Consult with community and key stakeholders and government departments prior to preparation of plans/reports and coordinate their input.

General Manager

Asst General Managers

Managers

Number and type of consultations held.

Local Growth Management Plan:

Review and prepare new strategies for rural residential land release areas and rural lands in accordance with the Mid North Coast Regional Plan and incorporation into the Local Growth Management Plan.

General Manager

Manager Development and Environment

Number of strategies prepared.

Develop strategies to address impacts of Pacific Highway Upgrade

 

 

Finalise Climate Change Adaptation Policy following completion of flood studies.

General Manager

Asst General Managers

Managers

Number of strategies prepared.

Report new information relating to land use constraints to Council and include in planning and development activities

 

General Manager

Manager Development and Environment

Final policy completed.

 


5.2. Objective: Housing

Housing across the Nambucca Valley provides for choice and is affordable

 

Four Year Delivery Objective

 Actions

Lead responsibility

Annual Success Measures

Provide diverse, sustainable, adaptable and affordable housing options through effective land use planning

Ensure supply of vacant land stocks as per Council’s adopted land release strategy for residential and rural residential land

Manager Development and Environment

There is adequate vacant residential land stock.

 


 

 

PRINCIPAL ACTIVITY - HOUSING & COMMUNITY AMMENITIES

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

6438

6445

6482

6239

6222

Depreciation

21

21

21

21

21

Purchase of Assets

230

51

121

817

367

Cash for future needs

218

218

218

218

218

Principle on loans

0

0

0

0

0

TOTAL EXPENDITURE

6907

6735

6842

7295

6828

SOURCE OF FUNDS

Fees & Charges

5525

5551

5551

5551

5551

Sundry Other Sources

1

1

1

1

1

Contributions

0

0

0

0

0

Other Levels of Government

249

249

256

244

244

Loan Funds

0

0

0

0

0

Transfers from Reserves

243

29

44

531

30

TOTAL REVENUE

6018

5830

5852

6327

5826

Contribution from rates/other general purpose revenue (net of depreciation)

868

884

969

947

981


Strategic Direction: Building Regulation

 

6.1 Objective: Safe Buildings and Pools

Reduce the risk of public injury through ensuring safe standards for buildings and pools are maintained

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Ensure private infrastructure - buildings and pools -are of a safe standard

Undertake building and swimming pool certification

Manager Development and Environment

Certification is timely and accurate

Undertake a risk assessment based compliance program for fire safety and backyard pools

Manager Development and Environment

Number of complying swimming pools following audits.

Promote sustainable building practices including energy and water use efficiency

Information on sustainable building practices made available on Council’s website and at Council’s enquiry counter.

Corporate Services

Information is made available and updated where required.

 


 

FINANCIAL DETAILS

PRINCIPAL ACTIVITY - DEVELOPMENT & BUILDING CONTROL

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

333

333

333

333

333

TOTAL EXPENDITURE

333

333

333

333

333

SOURCE OF FUNDS

Fees & Charges

7

7

7

7

7

Sundry Other Sources

23

23

23

23

23

TOTAL REVENUE

30

30

30

30

30

Contribution from rates/other general purpose revenue

303

303

303

303

303

 
Strategic Direction: Environmental Services and Community Amenities

 

7.1 Objective: Waste Management

Protect the natural environment through ensuring a regular, cost effective and environmentally responsible system for managing solid waste

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Provide operational and environmentally acceptable waste management facility, including collection, weighbridge and landfill cells

Contract for kerbside collection of separated domestic mixed waste, recycling and green waste materials

Engineering Services

Annual review of performance.

Provide for management of local transfer station at Nambucca Waste Management facility to source separate domestic mixed waste, recycling and green waste.

Engineering Services

Annual review of performance, and compliance with licences.

Prepare engineering design plans for construction of landfill cells and rehabilitation of completed landfill cells.

Engineering Services

Plans to be compliant with Environmental Protection Licences

Undertake ground and surface water monitoring to meet licence conditions.

Engineering Services

Monthly sampling occurs and annual report meets OEH licence requirements.

Undertake pollution studies and reduction programs and any necessary infrastructure works to meet licencing conditions.

Engineering Services

Compliance with Environmental Protection Licences and Landfill Environmental Management Plans.

Implement waste minimisation strategies, including reduce, reuse, and recycle

Ensure contractor’s delivery of yearly education program.

Engineering Services

Reduced amount of waste directed to land fill.

Minimise illegal dumping of waste.

Development and Environment

Reduced number of complaints.

 


7.2 Objective: Street Cleaning

Provide a level of street cleaning which minimises the creation of litter and the level of contaminants in stormwater runoff

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Maintain clean and attractive streets, footpaths and public places.

Regularly service street and park litter bins, daily service of public conveniences, and regularly clean commercial areas.

Engineering Services

Inspections in March and September show standard is achieved and maintained.

Maintenance system records all inspections.

 

Sweep high profile areas with special vehicle twice each year.

Pressure clean public conveniences quarterly.

Engineering Services

Sweeping completed in December and May.

Supervisor inspections of pressure cleaning show standard maintained.

Respond to complaints

Engineering Services

Reduced number of complaints.

Maintain footpaths within CBD areas to a clean and aethestically pleasing standard

Engineering Services

Pressure cleaning completed in November.

 


7.3 Objective: Environmental Protection

 Promote the sustainability of the Shire through identification, preservation, protection, restoration and enhancement of the natural environment

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Protect trees from and respond to deliberate damage of trees on public land

Develop public awareness of importance of trees, reward information resulting in conviction and issue fines. Refer Tree Protection Policy SF265 13553/2012

Engineering Services

Media release issued at least once advising of $5000 reward.

Implement programs as outlined in the annual State of the Environment Report, Nambucca River Estuary Management Plan, Environmental Levy Program

Highest priority programs implemented as funding allows. Project to be funded by Environmental Levy Program

 

Corporate and Community Services

Development and Environment

Number of recommendations implemented as per approved program and budget allocation.

 

Engage and support the community and organisations in undertaking sustainable natural resource management, including best practice farming and land management

Council staff to assist with Landcare, Dunecare and Wetlandcare projects where possible, as identified.

Engineering Services

 

Level of in-kind support through advice

Level of grant funding received

 

Place relevant information on Council’s website and ensure it is regularly updated.

Corporate Services

Information on website

Develop management plans for environmentally sensitive areas

Implement identified high priority actions where funding is available.

General Manager

Development and Environment

 

Resources (grants) secured to implement projects.


 

Review on-site sewage management plan

Conduct reviews as scheduled

Development and Environment

Review completed.

Prepare State of Environment Report

Conduct public consultation and review plan in context of any changes

General Manager

Development and Environment

SoE Report placed on Council’s website

 

7.4 Objective: Biodiversity

The biodiversity of Nambucca Valley’s natural areas, including its waterways and bushland are protected and enhanced

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Deliver projects which assist in the protection of biodiversity and the sustainability of our natural areas

Control noxious and other environmental weeds on private land and Council controlled land

 

Engineering Services

Reduction in number of noxious and other environmental weeds in the Shire

Deliver projects under the Environmental Levy Program which are directly related to biodiversity

Development and Environment

Number of projects implemented

 

7.5 Objective: Cemeteries

Maintain Shire cemeteries

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Provide well maintained cemeteries

Prepare a plan of management for each of Council’s cemeteries

Corporate Services

Plans of management are implemented.

 

Respond to complaints

Corporate Services

Reduction in number of complaints

 

 


 

FINANCIAL DETAILS

PRINCIPAL ACTIVITY - ENVIRONMENTAL SERICES

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

766

756

756

756

756

TOTAL EXPENDITURE

766

756

756

756

756

SOURCE OF FUNDS

Fees & Charges

283

279

276

282

282

Sundry Other Sources

0

0

0

0

0

Other Levels of Government

5

5

5

5

5

Transfers from Reserves

0

0

0

0

0

TOTAL REVENUE

288

284

281

287

287

Contribution from rates/other general purpose revenue

478

472

475

469

469


Strategic Direction: Recreation and Culture

 

8.1 Objective: Cultural Activities

Active support of cultural services, our local heritage and the arts

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Support the coordination of and networking between arts, social and cultural groups, Council and the community

Support for the Regional Arts Development Board

Corporate Services

Annual contribution is made.

Council is a member of Arts Mid North Coast.

Support community efforts to gain funding for cultural and community events

Corporate Services

Number of grants received.

Support local museums

Corporate Services

Museums attract new volunteers and visitors, and outside funding

 

8.2 Objective: Meeting Places

Meeting places provide a way of fostering an inclusive community

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Maintain public buildings where justified by community use

Work with Section 355 committees responsible for buildings to ensure they are being maintained.

–Engineering Services

Buildings are maintained to required standard

 


 

FINANCIAL DETAILS

PRINCIPAL ACTIVITY - RECREATION & CULTURE

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

2509

2388

2401

2387

2384

Depreciation

889

889

889

889

889

Purchase of Assets

2

432

52

142

170

Cash for future needs

123

145

166

98

100

Principle on loans

23

24

25

27

10

TOTAL EXPENDITURE

3546

3878

3533

3543

3553

SOURCE OF FUNDS

Fees & Charges

109

109

109

109

109

Contributions

65

67

68

70

72

Sundry Other Sources

33

33

33

33

33

Other Levels of Government

64

64

64

64

64

Transfers from Reserves

0

180

50

100

0

Loan Funds

0

0

0

0

0

TOTAL REVENUE

271

453

324

376

278

Contribution from rates/other general purpose revenue (net of depreciation)

2386

2536

2320

2278

2386

 
Strategic Direction: Transport

 

9.1 Objective: Private Transport Accessibility

Nambucca Valley residents can get to where they need to go in a way that is safe, efficient and affordable

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Continue to work with State and Federal governments toward upgrade of Pacific Highway

Support community consultation activities and help keep the community informed.

General Manager

Engineering Services

Updates provided as required.

Provide expertise in the planning and implementation of aspects of the highway development.

Engineering Services

Highway development plans reflect local needs.

Maintain the condition of rural road bitumen seal, rural road gravel network and urban streets in accordance with Road Hierarchy policy

Pavements inspected to monitor maintenance requirements.

Engineering Services

Programmed and emergency maintenance carried out.

Pavements inspected to determine current condition rating in setting forward plans and future financial commitments.

Engineering Services

Ratings reviewed in December each year, forward plans reviewed by February each year for inclusion in budget.

Record completed maintenance works in Maintenance Management System.

Engineering Services

Rolling program of traffic counts carried out to provide data on priorities based on vehicle use.

Construct roads as required

Extension of bitumen road network for sections that have undergone a significant change that warrants expenditure.

Engineering Services

Review conducted in February.

Maintain and replace bridges according to Infrastructure Management Plan

Bridge inspection program implemented to determine bridge condition and risk rate

Engineering Services

Record in Asset Register

Inspect poor condition bridges to ensure adequate maintenance

Engineering Services

Record in Asset Register

 

 

 

Inspect bridges after each flood event

Engineering Services

Number of bridges inspected


 

Maintain and enhance footpaths and cycle ways in the Nambucca Valley

Implement next stage of cycle way plan if funding is found.

Engineering Services

Length of cycle way constructed.

 

Make footpaths safe for use by pedestrians

Annual inspection of 100% of footpath network

Engineering Services

Length of footpath network inspected.

Develop list of reconstruction priorities

Engineering Services

Reconstruction priorities identified.

Implement maintenance program to address damaged section and trips

Engineering Services

Number of damaged sections and trips fixed.

Conduct emergency repairs

Engineering Services

Inspect within 24 hours of complaint.

Provide new footpaths in high use areas

Construct footpaths as identified

Engineering Services

List projects completed quarterly.

Provide car parking spaces

Ensure new developments provide for required number of car spaces as per Council’s off-street parking code

Development and Environment

Car park space numbers are greater than or equal to Council’s off-street parking code.

 

 

 

Maintain car parks

Provide biennial remarking of lines and regular intermediate inspections

Engineering Services

Length of lines remarked.

Repair bitumen surface

Engineering Services

Pothole patch at least quarterly

Maintain landscape by weeding and replanting as necessary

Engineering Services

Conducted twice a year by September and March

 


9.2 Objective: Public Transport

Be involved, to the extent possible, in the maintenance and improvement of existing public transport services provided by private bus companies, community transport and the north coast rail line

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Lobby for the provision of public transport options for people who do not have access to private transport

Continue the work of the Shire’s Access Committee

Community and Cultural Services

Engineering Services

Number of meetings conducted.

Reduction in number of complaints received about public transport

Install bus shelters at all locations where minimum number of commuters is 10

Conduct annual review based on statistics from bus operators

Engineering Services

Minimum of one new shelter provided or upgraded if required

 

 


 

PRINCIPAL ACTIVITY - TRANSPORT & COMMUNICATION

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

10887

6362

6356

6090

6064

Depreciation

5449

5465

5476

5484

5496

Purchase of Assets

6258

5179

5550

5683

5750

Cash for future needs

100

388

204

466

108

Principle on loans

881

964

1071

1185

1298

TOTAL EXPENDITURE

23575

18358

18657

18908

18716

SOURCE OF FUNDS

Contributions

269

547

353

505

237

Sundry Other Sources

31

31

31

31

31

Other Levels of Government

7610

2472

2473

2474

2475

Transfers from Reserves

162

322

137

297

37

Loan Funds

2500

1500

1500

1500

1500

TOTAL REVENUE

10572

4872

4494

4807

4280

Contribution from rates/other general purpose revenue (net of depreciation)

7554

8021

8687

8617

8940

 
Strategic Direction: Dynamic, Resilient Local Economy

 

10. 1 Objective: Economic Activity

The Nambucca Valley has a strong economy, with a thriving and diverse business community

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Foster local development opportunities and economic self-sufficiency through promotion, lobbying and direct action

Seek out and attend to all new business and investment enquiries.

Manager Business Development

Number of enquiries responded to.

 

Provide business and marketing information to all new business and investment enquiries

 

Manager Business Development

Database of economic information and development opportunities on Council website.

Production and availability of brochures, kits and promotional materials

Liaise with local business and State and Federal government departments concerned with industrial and regional development

General Manager

Manager Business Development

Regular meetings with local businesses.

Regular meetings with relevant State and Federal departments.

Participate in local and regional marketing events and promotions, including regional tourism promotions and events

Manager Business Development

Attendance/participation at events.

Facilitate the adequate supply and take-up of land for new business development

Manager Business Development

Supply and take-up of zoned land for development.

Apply for and secure grant funding from State and Federal government agencies for project development within the Shire

Corporate Services

Number of successful grants

Amount of funding received.


 

Foster local development opportunities and economic self-sufficiency through promotion, lobbying and direct action (continued)

Skill up community organisations through workshops/seminars to apply for available grant funding from government agencies.

 

Corporate Services

Number of community groups worked with

Report to Council on development proposals for Council-owned land

 

Manager Business Development

Number of reports to Council

Ensure the services of the Visitor Information Centre are well-utilised through training volunteers and developing promotional materials

 

Manager Business Development

Updated displays and brochures

Bookeasy system is used

Famils conducted

Guides and marketing material current

 

10.2 Objective: Employment

Nambucca Valley residents have increased opportunities for employment

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Foster local employment opportunities, reducing the unemployment rate in the Nambucca Valley

Promote the availability and benefits of providing apprenticeships and traineeships, to industries, businesses and schools

 

Manager Business Development

Trainee staffing maintained

Increase in number of trainees

Maintain links with the State and Federal agencies and non-government agencies with a role in employment and economic development

 

Manager Business Development

Maintenance of contacts

 


10.3 Objective: Income and Wealth

Our residents have access to an improved standard of living

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

 

Conduct regular meetings with existing businesses to disseminate information and build networks.

Manager Business Development

Regular meetings are held.

 

10.4 Objective: Skills Development

Residents of the Nambucca Valley have access to a range of opportunities to improve skills which will enable them to participate in the local economy

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Increase opportunities for and participation in school and post school education and training

Lobby for and support the establishment of education and training facilities and initiatives.

General Manager

Manager Business Development

Number of letters written and meetings attended.

Promote the availability and benefits of providing apprenticeships and traineeships, to industries, businesses and schools

 

Manager Business Development

Trainee staffing maintained.

Increase in number of trainees.

 

 


 

FINANCIAL DETAILS

PRINCIPAL ACTIVITY - ECONOMIC AFFAIRS

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

413

443

393

392

392

Depreciation

3

3

3

3

3

Purchase of Assets

0

750

1000

0

0

Cash for future needs

0

1129

0

3929

0

Principle on loans

5

5

5

6

6

TOTAL EXPENDITURE

421

2330

1401

4330

401

SOURCE OF FUNDS

Contributions

0

0

0

0

0

Fees & Charges

20

20

20

20

20

Sundry Other Sources

0

0

0

0

0

Other Levels of Government

0

0

0

0

0

Transfers from Reserves

91

0

1071

0

71

Loan Funds

0

0

0

0

0

Sale of Assets

0

2000

0

4000

0

TOTAL REVENUE

111

2020

1091

4020

91

Contribution from rates/other general purpose revenue (net of depreciation)

307

307

307

307

307

 
Strategic Direction: A Sustainable Water Cycle

 

11.1 Objective: Water Management

Ensure the water resources of the Nambucca Valley are used sustainably, meeting current and future demand

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Provide a water supply that meets Government standards, through continued  implementation of the integrated water cycle management strategy for water supply

Refurbish existing older concrete reservoirs

Manager Water and Sewerage

Improved water quality and safer working conditions for maintenance workers.

Continue replacement of remaining asbestos cement pipework in reticulation system

Manager Water and Sewerage

Amount of asbestos cement removed.

Renewal of fluoridation and chlorination plants

Manager Water and Sewerage

Water treatment to required standard.

Regular maintenance and improvements to the system

Manager Water and Sewerage

Meeting maintenance standards.

Timely responses to emergencies

 

Manager Water and Sewerage

Time taken to respond.

 

 

 

 


 

FINANCIAL DETAILS

PRINCIPAL ACTIVITY - WATER SUPPLIES

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

4001

3980

4194

4050

4151

Depreciation

1022

1022

1022

1139

1172

Purchase of Assets

248

1432

2784

2756

5534

Cash for future needs

1146

1301

1307

1352

1357

Principle on loans

314

332

381

462

555

TOTAL EXPENDITURE

6731

8067

9688

9759

12769

SOURCE OF FUNDS

Fees & Charges

4584

4721

4877

4926

5080

Contributions

224

229

235

240

240

Sundry Other Sources

318

318

318

318

318

Other Levels of Government

89

89

89

89

89

Transfers from Reserves

469

1731

1060

1064

925

Loan Funds

0

0

2000

2000

4898

Sale of Assets

5

4

26

44

19

TOTAL REVENUE

5689

7092

8605

8681

11569

 
11.2 Objective: Sewerage Services

Ensure the capacity of Nambucca Valley’s sewerage services meet population growth and community expectations for improved effluent quality

 

Four Year Delivery Objective

Actions

Lead responsibility

Annual Success Measures

Provide a water and sewerage supply which meets Government standards through implementation of the integrated water cycle management strategy for sewage collection and treatment.

Ongoing sewage pump replacements and mains replacement/rehabilitation works.

Manager Water and Sewerage

Improved sewerage infrastructure.

CCTV investigation of existing sewerage pipe network.

Manager Water and Sewerage

Completion of project enables Council to determine where rehabilitation works are required and to develop works program.

Effective treatment and maintenance of the system.

Manager Water and Sewerage

100% compliance with EPA requirements and licence conditions.

Timely response to emergencies.

 

Manager Water and Sewerage

Staff arrive within 2 hours.

 

 

 

 

 

 

 


 

FINANCIAL DETAILS

PRINCIPAL ACTIVITY - SEWERAGE

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

3343

3395

3844

4295

4335

Depreciation

1788

1793

1801

1801

1801

Purchase of Assets

1729

1390

17398

3813

1017

Cash for future needs

1467

1572

1578

1633

2238

Principle on loans

1608

1646

1731

1882

1746

TOTAL EXPENDITURE

9935

9796

26352

13424

11137

SOURCE OF FUNDS

Fees & Charges

4430

4454

5285

6401

6401

Contributions

205

210

216

221

221

Sundry Other Sources

336

336

336

336

336

Other Levels of Government

74

74

74

74

74

Transfers from Reserves

2036

1846

1497

1505

1620

Loan Funds

1000

1000

17000

3000

673

Sale of Assets

30

5

6

9

19

TOTAL REVENUE

8111

7925

24414

11546

9344

 


 

FINANCIAL DETAILS

PRINCIPAL ACTIVITIES SUMMARY

ACTIVITY

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

Expenditure

Revenue

Expenditure

Revenue

Expenditure

Revenue

Expenditure

Revenue

Expenditure

Revenue

$,000

$,000

$,000

$,000

$,000

$,000

$,000

$,000

$,000

$,000

Administration

4072

15411

3257

15342

3543

15603

3258

15233

2528

15062

Public Order & Safety

1150

358

1199

288

1149

288

1149

288

1149

288

Health

267

158

265

158

265

158

265

158

265

158

Community Services & Education

329

218

299

203

301

203

299

203

299

203

Environmental Services

766

288

756

284

756

281

756

287

756

287

Development & Building Control

333

30

333

30

333

30

333

30

333

30

Housing & Community Services

6907

6018

6735

5830

6842

5852

7295

6327

6828

5826

Recreation & Culture

3546

271

3878

453

3533

324

3543

376

3553

278

Transport & Communication

23575

10572

18358

4872

18657

4494

18908

4807

18716

4280

Economic Affairs

421

111

2330

2020

1401

1091

4330

4020

401

91

Water Supplies

6731

5689

8067

7092

9688

8605

9759

8681

12769

11569

Sewerage Services

9935

8111

9796

7925

26352

24414

13424

11546

11137

9344

TOTAL

58032

47235

55273

44497

72820

61343

63319

51956

58734

47416