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
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.
|
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.
345/2014 - Long Term Financial Plan Draft Jan 2014 |
|
|
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 |