NAMBUCCA

SHIRE COUNCIL

 


Special Meeting of Council

AGENDA ITEMS

22 May 2014

 

Council has adopted the following Vision and Mission Statements to describe its philosophy and to provide a focus for the principal activities detailed in its Management Plan.

 

Our Vision

Nambucca Valley ~ Living at its best.

 

Our  Mission Statement

 

‘The Nambucca Valley will value and protect its natural environment, maintain its assets and infrastructure and develop opportunities for its people.’

 

Our Values in Delivery

·                Effective leadership

·                Strategic direction

·                Sustainability of infrastructure and assets

·                Community involvement and enhancement through partnerships with Council

·                Enhancement and protection of the environment

·                Maximising business and employment opportunities through promotion of economic development

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

·                Actively pursuing resource sharing opportunities

 

Council Meetings:  Overview and Proceedings

 

Council meetings are held on the last Thursday of each month AND on the Thursday two weeks before the Thursday meeting.  Both meetings commence at 5.30 pm.  Meetings are held in the Council Chamber at Council's Administration Centre—44 Princess Street, Macksville (unless otherwise advertised).

 

How can a Member of the Public Speak at a Council Meeting?

 

1        Addressing Council with regard to an item on the meeting agenda:

 

Members of the public are welcome to attend meetings and address the Council.  Registration to speak may be made by telephone or in person before 2.00 pm on a meeting day.  The relevant agenda item will be brought forward at 5.30 pm in agenda order, and dealt with following preliminary business items on the agenda.  Public addresses are limited to five (5) minutes per person with a limit of two people speaking for and two speaking against an item. 

 

2        Public forum address regarding matters not on the meeting agenda:

 

Council allows not more than two (2) members of the public per meeting to address it on matters not listed in the agenda provided the request is received before publication of the agenda and the subject of the address is disclosed and recorded on the agenda.

 

Speakers should address issues and refrain from making personal attacks or derogatory remarks.  You must treat others with respect at all times.

 

Meeting Agenda

 

These are available Council’s website: www.nambucca.nsw.gov.au


 

NAMBUCCA SHIRE COUNCIL

 

Special Meeting of  Council - 22 May 2014

 

Acknowledgement of Country            (Mayor)

 

I would like to acknowledge the Gumbaynggirr people who are the Traditional Custodians of this Land.  I would also like to pay respect to the elders both past and present and extend that respect to any Aboriginal People present.

 

AGENDA                                                                                                   Page

 

1        APOLOGIES

2        PRAYER

3        DISCLOSURE OF INTEREST

4        CONFIRMATION OF MINUTES —

Ordinary Council Meeting - 15 May 2014...................................................................................... 5

5        NOTICES OF MOTION  

6        PUBLIC FORUM

7        ASKING OF QUESTIONS WITH NOTICE   

8        QUESTIONS FOR CLOSED MEETING WHERE DUE NOTICE HAS BEEN RECEIVED

9        Assistant General Manager Corporate Services Report

9.1     Draft 2014/15 Operational Plan (Budget) and Delivery Program (Budget) - Report to Council Workshop..................................................................................................................................... 13     


NAMBUCCA SHIRE COUNCIL

 

 

DISCLOSURE OF INTEREST AT MEETINGS

 

 

Name of Meeting:

 

Meeting Date:

 

Item/Report Number:

 

Item/Report Title:

 

 

 

I

 

declare the following interest:

          (name)

 

 

 

 

Pecuniary – must leave chamber, take no part in discussion and voting.

 

 

 

Non Pecuniary – Significant Conflict – Recommended that Councillor/Member leaves chamber, takes no part in discussion or voting.

 

 

Non-Pecuniary – Less Significant Conflict – Councillor/Member may choose to remain in Chamber and participate in discussion and voting.

 

For the reason that

 

 

 

 

 

 

Signed

 

Date

 

 

 

 

 

Council’s Email Address – council@nambucca.nsw.gov.au

 

Council’s Facsimile Number – (02) 6568 2201

 

(Instructions and definitions are provided on the next page).

 


Definitions

 

(Local Government Act and Code of Conduct)

 

 

Pecuniary – An interest that a person has in a matter because of a reasonable likelihood or expectation of appreciable financial gain or loss to the person or another person with whom the person is associated.

(Local Government Act, 1993 section 442 and 443)

 

A Councillor or other member of a Council Committee who is present at a meeting and has a pecuniary interest in any matter which is being considered must disclose the nature of that interest to the meeting as soon as practicable.

 

The Council or other member must not take part in the consideration or discussion on the matter and must not vote on any question relating to that matter. (Section 451).

 

 

Non-pecuniary – A private or personal interest the council official has that does not amount to a pecuniary interest as defined in the Act (for example; a friendship, membership of an association, society or trade union or involvement or interest in an activity and may include an interest of a financial nature).

 

If you have declared a non-pecuniary conflict of interest you have a broad range of options for managing the conflict.  The option you choose will depend on an assessment of the circumstances of the matter, the nature of your interest and the significance of the issue being dealt with.  You must deal with a non-pecuniary conflict of interest in at least one of these ways.

 

·         It may be appropriate that no action is taken where the potential for conflict is minimal.  However, council officials should consider providing an explanation of why they consider a conflict does not exist.

·         Limit involvement if practical (for example, participate in discussion but not in decision making or visa-versa).  Care needs to be taken when exercising this option.

·         Remove the source of the conflict (for example, relinquishing or divesting the personal interest that creates the conflict or reallocating the conflicting duties to another officer).

·         Have no involvement by absenting yourself from and not taking part in any debate or voting on the issue as if the provisions in section 451(2) of the Act apply (particularly if you have a significant non-pecuniary conflict of interest).

 


NAMBUCCA SHIRE COUNCIL

Ordinary Council Meeting

MINUTES OF THE Ordinary Council Meeting HELD ON 15 May 2014

The following document is the minutes of the Ordinary Council meeting held on 15 May 2014.  These minutes are subject to confirmation as to their accuracy at the next meeting to be held on 29 May 2014 and therefore subject to change.  Please refer to the minutes of 29 May 2014 for confirmation.

 

 

PRESENT

 

Cr Rhonda Hoban (Mayor)

Cr John Ainsworth

Cr Martin Ballangarry OAM

Cr Brian Finlayson

Cr Kim MacDonald

Cr Bob Morrison

Cr Elaine South

 

 

 

ALSO PRESENT

 

Michael Coulter (General Manager)

Scott Norman (AGM Corporate Services)

Paul Gallagher (AGM Engineering Services)

Monika Schuhmacher (Minute Secretary)

 

 

APOLOGIES

 

Cr Paula Flack and Cr Anne Smyth

 

 

DISCLOSURE OF INTEREST

 

There were no disclosures of interest.

 

 

CONFIRMATION OF MINUTES - Ordinary Council Meeting 24 April 2014

 

241/14 RESOLVED:        (South/Ballangarry)

 

That the minutes of the Ordinary Council Meeting of 24 April 2014 be confirmed subject to the following amendments:

 

  • rewording of recommendation 2 of Item 9.7 (DA2013/129 Proposed Two(2) Lot Subdivision Lot 8 DP1031509 - 125 Ocean View Drive, Valla Beach) to read:

 

          2        That the applicant be advised that, if approved, Council would impose a covenant to   stipulate a height limit to 5 metres.

 

  • That the second resolution (213/14) Modification of Consent – Valla Quarry – DA 2001/196 to read:

 

          2        That in addition to sending out letters to nearby resident, that telephone calls be made to residents within the 2 km limit advising them of the intended blasting date and time.  A log of the telephone calls to be made and submitted to Council prior to any blasting taking place.  In the event that telephone calls go unanswered after three consecutive times, it can be assumed that the person has been duly advised by the original letter or email.  An email where “read receipt” is marked and answered will also be considered as suitable notification.

 

 

 

NOTICE OF MOTION - CR Morrison

 

ITEM 5.1      SF1933              150514      Notice of Motion - Request for Leave - Cr Bob Morrison - 29 May 2014 (SF1788)

242/14 RESOLVED:        (Morrison/MacDonald)

 

That Cr Bob Morrison be granted leave of absence in accordance with Section 234(d) of the Local Government Act for the Council meeting on 29 May 2014.

 

 

 

NOTICE OF MOTION - CR Morrison

 

ITEM 5.2      SF1933              150514      Notice of Motion - Support for Flying Fox Petition (SF430)

243/14 RESOLVED:        (Morrison/Ainsworth)

 

1        That this Council support the petition from the Member for Cowper, the Hon. Luke Hartsuyker MP (our Local Federal Member) and the State Member for Clarence, the Hon. Chris Gulaptis in their State wide petition which aims to address the impact on flying foxes on local communities.  The petition being as follows:

 

PETITION

FLYING FOX MANAGEMENT IN URBAN AREAS

To the Honourable the Speaker and Members of the Legislative Assembly of New South Wales.

The petition of residents of New South Wales brings to the attention of the House:

    The existing and potential impacts that flying fox colonies have on the health and wellbeing of residents when they roost in an urban area - they carry Hendra virus and Lyssa virus, both having had killed humans in Australia, in addition to other health issues;

    That the existing legislation is too restrictive and does not provide effective solutions to give relief to residents when flying fox colonies roost within an urban area.

The undersigned petitioners therefore ask the Legislative Assembly to:

    Undertake the preparation of a Management Strategy to effectively deal with impacts of flying fox colonies:

         within urban areas across NSW and

         within areas of intense horticultural production

 

     The Management Strategy needs to be capable of being implemented expeditiously subject to the level of infestation of flying foxes and that it give priority to the health and wellbeing of the residents of NSW over the flying foxes when they roost in an urban area.

 

2          That Council practically support this petition to obtain 10,000 signatures by placing the petition papers for signature at the front desk of the Council Chambers and in Council libraries for any resident that may wish to sign such a petition.  Also to advertise in the local papers the existence of such a petition for signature.

 

 

NOTE:   Cr Ballangarry requested his vote be recorded against the resolutions 1 and 2 above.

 

244/14 Resolved:        (Morrison/Ainsworth)

 

3        That a copy of Council’s resolution be forwarded to the Member for Hon. Chris Gulaptis MP and the Mayor Clarence City Council.

 

NOTE:   Cr Ballangarry requested his vote be recorded against the resolution 3 above.

 

  

 

DELEGATIONS

 

Mr Kent Lee (Chair of the North Coast Local Land Services) addressed Council in relation to the North Coast Local Land Services making the following points:

 

·    Thanked Council for invitation to address Council

·    Has two additional legacy organisations

·    Took on some extension services from DPI (Department of Primary Industry)  educating farmers/agricultural advice

·    DPI retains research and development

·    Local Land Services (LLS) has taken on Emergency Management eg data collection after natural disasters, Hendra virus, crop diseases etc

·    Building culture of two amalgamated organisations

·    Customer orientated organisation

·    Not just about farmers

·    75% budget comes from Federal/State funds

·    Significant agricultural enterprises on less than 10 hectares should contribute to rural rates

·    IPART – suggest that councils collect local land service rates

·    Councils and LLS should have a cordial relationship

·    Required to set up 1 Community Advisory Committee in each region – which has already been done

·    Commencing establishment of an Indigenous Advisory Committee

 

ITEM 9.4      SF1856              150514      North Coast Local Land Services

245/14 RESOLVED:        (Ainsworth/Finlayson)

 

That Council note the information provided by Mr Kent Lee, Chair of the North Coast Local Land Services, and thank him for attending and addressing Council.

 

 

 

DELEGATIONS continued

 

Mr Scott Nichols addressed Council on the subject of fish habitat making the following points:

 

·    Mr Scott Nichols works for Northern Rivers Commercial Fishing

·    Concerned with fish habitat and requirements

·    Explained healthy estuary river systems

·    97% of NSW waterways are affected in a negative way eg channelling, sediment input, erosion

·    Problem with many wetlands being converted to agricultural land which equates to fewer fishing habitats

·    Some fishing clubs work towards cleaning up rubbish, replanting and weeding waterways to encourage fish populations

·    Fish population will increase with the stabilisation of riverbanks, restoring natural flow and fish movement, wetland scald repair, improving river habitat (remove log jams, stock fencing, tree planting)

 

ITEM 9.2      SF1496              150514      Nambucca River - Commercial Fishing

246/14 RESOLVED:        (Morrison/Ainsworth)

 

That the information provided by the Department of Primary Industries be received and that Mr Scott Nichols be thanked for his presentation to Council.

 

NOTE: Item 9.1 was dealt with at this time.  See below.

 

248/14 Resolved:        (Ainsworth/Finlayson)

 

That Council return to Item 9.2.

 

249/14 Resolved:        (Ainsworth/Finlayson)

 

That Mr Andrew Goulston and Mr Darren Reynolds from the Fisheries (Coffs Harbour) be invited to address Council on the state of recreational fishing in our Shire’s river and be requested to answer questions.

 

Upon being put to the meeting, the motion was declared carried. Cr Morrison called for a Division.

For the Motion: were Councillors Ainsworth, Ballangarry, Finlayson, Hoban, MacDonald, Morrison and South                                       Total (7).

Against the Motion: Nil              Total (0).

 

 

 

ITEM 9.1      SF959                150514      Outstanding Actions and Reports

247/14 RESOLVED:        (Ainsworth/MacDonald)

 

That the list of outstanding actions and reports be noted and received for information by Council.

 

 

 

ASKING OF QUESTIONS WITH NOTICE

 

There are no Questions with Notice.

 

 

QUESTIONS FOR CLOSED MEETING WHERE DUE NOTICE HAS BEEN RECEIVED

 

There are no Questions for Closed Meeting where due Notice has been received.

 

 

 

General Manager Report

 

 

 

Item 9.2 was dealt with under Delegations.

 

 

 

ITEM 9.3      SF706                150514      Community Forum on Reducing Crime

251/14 RESOLVED:        (Finlayson/MacDonald)

 

That Council note the proposed agenda for the Community Forum on Reducing Crime; the suggested list of attendees and the nominated meeting time being 3.00pm on Wednesday 25 June 2014 and that  U3A and the RSL Clubs be included on the list.

 

 

 

Item 9.4 was dealt with under Delegations.

 

 

 

ITEM 9.5      SF1541              150514      Planning Proposal LEP amendment no. 18 Reclassification of multiple land parcels relating to Council infrastructure and services

252/14 RESOLVED:        (Finlayson/Ainsworth)

 

1        Pursuant to the Clause 55 of the Environmental Planning and Assessment Act 1979, Council prepare a Planning Proposal to support an amendment to reclassify all the land as described in this report, excluding Lot 101 DP 1063490, 74 Grassy Road Bowraville.

 

2        The Planning Proposal and associated material be submitted to the Minister for Planning for consideration under Clause 56 of the Act.

 

For the Motion:      Councillors Ainsworth, Ballangarry, Finlayson, Hoban, MacDonald, Morrison and South                                Total (7).

Against the Motion: Nil              Total (0).

 

 

 

ITEM 9.6      SF1947              150514      Outstanding DA's greater than 12 months, applications where submissions received not determined from 14 April - 8 May 2014

253/14 RESOLVED:        (Ainsworth/MacDonald)

 

That the applications where submissions have been received be noted and received for information by Council.

 

 

 

ITEM 9.7      SF1947              150514      2014 April - Development and Complying Development Applications Received

254/14 RESOLVED:        (Ainsworth/Finlayson)

 

That the Development Applications and Complying Development Applications received in April 2014 be received for information.

 

 

 

ITEM 9.8      SF1947              150514      Construction and Complying Development Certificates Approved April 2014

255/14 RESOLVED:        (Finlayson/Ainsworth)

 

That the Construction and Complying Development Certificates approved for April 2014 be noted and received for information by Council.

 

 

 

ITEM 9.9      SF1148              150514      Council Ranger's Report April 2014

256/14 RESOLVED:        (South/Ainsworth)

 

That the report for April 2014 be received and noted by Council.

 

 

 

Assistant General Manager Corporate Services Report

 

ITEM 10.1    SF1875              150514      Investment Report To 30 April 2014

257/14 RESOLVED:        (Finlayson/MacDonald)

 

That the Accountants’ Report on Investments placed to 30 April 2014 be noted.

 

 

 

ITEM 10.2    SF25                  150514      Donations Program (Section 356) 2014/2015 - Recommendation of successful applicants

258/14 RESOLVED:        (MacDonald/Finlayson)

 

1        That Council approve the donations under the 2014/2015 Donations Program in accordance with the recommendations set out in the schedule below:

 

Donations Program Budget 2014/2015

 

Organisation                                            

Original Request

$ Donations Program

2014/2015

Frank Partridge Military Museum

$500.00

$500.00

Nambucca Entertainment Centre

$1,275.00

$1,275.00

Nambucca District Historical Society

$1,000.00

$1,000.00

Nambucca Heads Lions Club

$1,000.00

$1,000.00

NSW Marine Rescue – Nambucca

$2,000.00

$2,000.00

Nambucca District Band

$7,250.00

$2,000.00

Scotts Head Sports Field Committee (s.355)

$1,200.00

$1,000.00

Mary Boulton Pioneer Cottage

$6,400.00

$2,775.00

Nambucca Valley Craft and Art

Photocopying

Nil charge

Shire Schools 7 @ $50 (no application req.)

 

$350.00

North Coast TAFE, Macksville (no application required)

 

$100.00

2014/2015 Annual Program

 

$12,000.00

Balance

 

$3,000.00

TOTAL

 

$15,000.00

 

2        That Council approve the waiver of tip fees for the following organisations up to the tonnage amount each one used in 2013/2014:

Salvation Army

Anglican Parish – Op Shop

Nambucca Heads Men’s Shed

Nambucca Camp Quality

Nambucca Valley Christian Life Care

 

 

 

ITEM 10.3    SF251                150514      Schedule of Council Public Meetings

259/14 RESOLVED:        (Finlayson/Ainsworth)

 

That the schedule of dates for public Council meetings be noted and received for information by Council.

 

 

 

Assistant General Manager Engineering Services Report

 

ITEM 11.1    SF61                  150514      Professional Lifeguard Services Report for the contract period 2013/2014

260/14 RESOLVED:        (Finlayson/Ainsworth)

 

That Council receive and note the Season Report for 2013/2014 by Australian Lifeguard Service.

 

 

 

ITEM 11.2    SF1676              150514      Capital Works Report - 1 July 2013 - 31 March 2014

261/14 RESOLVED:        (Finlayson/Ainsworth)

 

1        That the Capital Works Report for the period 1 July 2013 to 31 March 2014 be received and noted.

 

2        That the proposed variations be endorsed and included in the March 2014 budget review.

 

 

 

ITEM 11.3    SF102                150514      Quotation Accepted for the Supply and Installation of  Cycleway Bridge - Nambucca Heads to Kingsworth Estate

262/14 RESOLVED:        (Ainsworth/Finlayson)

 

That Council receive and note that Wagners CFT Pty Ltd has been awarded the contract to supply and install a pedestrian bridge and two approach boardwalks for the Nambucca Heads to Macksville Cycleway project.

 

 

 

ITEM 11.4    SF453                150514      Waste Management Quarterly Report January - March 2014

263/14 RESOLVED:        (Finlayson/Ainsworth)

 

1        That Council receive and note the information provided in the Waste Management Quarterly Report for the period January–March 2014.

 

2        That Council engages in discussions with Bellingen and Coffs Councils for the drafting of a new Regional Waste Collection Tender/Contract.

 

3        That a further report be provided to Council on the progress of discussions regarding a new tender document and its content.

 

 

 

ITEM 11.5    Q009/2013          150514      Options Workshop for the Investigation and Design Landslip Stabilisation - Riverside Drive Nambucca Heads

264/14 RESOLVED:        (Ainsworth/MacDonald)

 

1        That Council accept the recommendation by Coffey Pty Ltd for a soil nail and mesh retaining structure to the embankment below Riverside Drive at Site 1 between the Tourist Information Centre and the entrance to Bellwood Park, and approve Coffey Pty Ltd to proceed with the final design of this option.

 

2        That Council approve Coffey Pty Ltd conducting further testing of sacrificial soil nails and pull testing prior to the detail design phase to optimise the final design and contract documentation for Site 1 between the Tourist Information Centre and Bellwood Park.

 

3        That Council allocate an additional $100,000 from the 2013/14 general fund to be redeemed against the Federal Funding grant in the 2014/15 financial year for the project to fund the soil nail tests proposed by Coffey Pty Ltd.

 

4        That Council accept the recommendation by Coffey Pty Ltd for a gabion basket wall with level backfill for Site 2 Riverside Drive below Nos. 3 and 5 Foreshore Close and approve Coffey Pty Ltd proceeding with the final design for this option.

 

 

 

ITEM 11.6    LF1450               150514      Release of Caveat 1.804028 held by Nambucca Shire Council over Lot 10 in DP 809906 following registration of transfer granting Right of Carriageway to Lot 7 in DP 809906

265/14 RESOLVED:        (Ainsworth/Finlayson)

 

That Council release Caveat No. 1.804028 provided that:

 

a        The registration of the reciprocal right of carriage way appears on the current certificate of title for Lots 7 – 10 in DP 809906 and copies of such documents forwarded to Council for the update to property records; and

 

b        All expenses incurred for the release of the Caveat No. I 804028 are borne by the purchaser of Lot 7 in DP 809906.

 

 

 

ITEM 11.7    SF825                150514      Quotation - Garbage Compactor Truck

266/14 RESOLVED:        (MacDonald/Finlayson)

 

1           That Council accept the quotation from Russ Equipment Pty Ltd for the supply of a compactor as outlined within the confidential report.

 

2           That Council accept the quotation from Midcoast Trucks for the supply of a 4 tonne truck chassis as contained within the confidential report

 

3           That Council allocate an additional $13,022.49 from the plant reserve fund for the purchase of the garbage compacting truck.

 

4           Council place the allocation of $153,022.00 (inclusive of 3 above) into the plant reserve to be drawn down in the 2014/15 financial year upon delivery of the plant in August 2014 

5           That Council update the contract register.

 

6        That Council note the information provided in the Closed Business Paper.

 

    

 

 

CLOSURE

 

There being no further business the Mayor then closed the meeting the time being 7.33 pm. 

 

Confirmed and signed by the Mayor on 22 May 2014.

 

 

 

 

CR RHONDA HOBAN

MAYOR

(CHAIRPERSON)

 

           


Special Meeting of  Council                                                                                                 22 May 2014

Assistant General Manager Corporate Services Report

ITEM 9.1      SF1873            220514         Draft 2014/15 Operational Plan (Budget) and Delivery Program (Budget) - Report to Council Workshop

 

AUTHOR/ENQUIRIES:    Scott Norman, Assistant General Manager Corporate Services; Craig Doolan, Manager Financial Services         

 

Summary:

 

The attached draft Operational Plan and Delivery Program is based on the IP&R documents prepared for the current Special Rate Variation (SRV) and Local Infrastructure Renewal (LIR’s) applications. 

 

Ability to fund budgeted expenditure

Initial budget development from this starting point produced a funding deficit in general fund of $1,480,000.  Water and Sewerage were substantively funded and were not further revised.

 

After revisions the consolidated funding deficit contained in the draft is $53,000.   While still a deficit it is a very small percentage of expenditures totalling over $57M and it is reasonable to consider the budget funded for practical purposes.  The changes to address the funding short fall are detailed in the discussion section of this report.

 

Functions/Activities

Est. Operating Expend.

Est. Operating Revenues

Est. Operating Results

 

($,000)

($,000)

($,000)

General Purpose Revenue

 

             12,599

             12,599

Administration

               8,009

               2,092

              (5,917)

   Less: Distributed to other activities

              (6,048)

                      -

               6,048

Public Order & Safety

               1,258

                  309

                 (949)

Health

                  242

                  158

                   (84)

Community Services & Education

                  345

                  194

                 (151)

Environmental Services

                  810

                  246

                 (564)

Development & Building Control

                  305

                    87

                 (218)

Housing & Community Services

               6,180

               5,204

                 (976)

Water Supplies

               5,652

               5,595

                   (57)

Sewerage Services

               4,931

               4,677

                 (254)

Recreation & Culture

               3,339

                  225

              (3,114)

Transport & Communication

             16,872

               5,398

            (11,474)

Economic Affairs

                  464

                  777

                  313

Total Functions

             42,359

             37,561

              (4,798)

 

 

Est. Capital Expend.

Est. Capital Revenues

Est. Capital Results

 

($,000)

($,000)

($,000)

Administration

               1,074

                  285

                 (789)

Public Order & Safety

                  106

                    93

                   (13)

Housing & Community Services

                  190

                      -

                 (190)

Water Supplies

               4,940

               2,290

              (2,650)

Sewerage Services

               2,502

                  157

              (2,345)

Recreation & Culture

                  242

                    75

                 (167)

Transport & Communication

               5,961

               3,840

              (2,121)

Economic Affairs

                  177

                  172

                    (5)

Total Functions

             15,192

               6,912

              (8,280)

Add: Expenses not involving flow of funds

Depreciation

             10,167

Increase in Employees' Leave Entitlements

                  379

Internal Loan Repayments

                    59

Total expenses not involving flow of funds

             10,605

Estimated Budget Result - Surplus or (Deficit)

              (2,473)

Add/Subtract:

Net Movements in Restricted Assets

               2,420

Estimated Budget Deficit - net after transfers to and from Restricted Assets

                  (53)

 

In the context of the consideration of this draft budget there is no scope to increase expenditure.  Any additional expenditure will need to be at least balanced by an equivalent reduction.  The Draft includes the proposed SRV and corresponding loan program for bridges, but does not include the LIRS3 subsidy that has been applied for, this is a possible interest offset of approximately $30,000.

 

 

Budgeted Operating Position

 

The draft budget has an operating deficit of $4.8M.  This is close to consistent with previous operating results which are typically in the range of $3M - $4M, but is demonstrating a negative tread.  Tcorp bench is less than -4% of operating revenue, whereas the budgeted result is -12.8%.  A healthy sustainable position is a series of results where there is more surpluses than deficits.  The past and projected operating results reflect the “weak” with a “negative outlook” rating awarded Council by Tcorp.

 

 

 

 

 

 

 

It should be noted that the reported deficit for 2012-13 was $9.9M.  This has been adjusted by $5.6M which was the transfer of Council assets to public management groups, the largest being the Macksville Showgrounds and Saleyards.  A strategy to reduce the operating deficit is detailed in the discussion section of this report.  The Long Term Financial Plan is substantively as adopted in February and shall be amended to reflect the changes in the Draft Delivery Program that is adopted for public consultation.

 

 

Recommendation:

 

1.       That Council adopt the Draft 2014/2015 Operational Plan (Budget) and 4 year Delivery Program (Budget).

 

2.       That Council advertise the Draft Operational Plan and Delivery Program for a minimum of 28 days.

 

 

OPTIONS:

 

As was the case in 2013/2014 and many years before that, the draft Operational Plan (budget) for the General Fund for 2014/2015 is unsustainable.  It requires Council to increase its borrowings, and defer necessary capital expenditure.

 

The options are:

 

·      “Do nothing” and try and contend with the unplanned closure of unsafe infrastructure when it happens.

·      More critically review general fund expenditure and undertake planned reductions in service levels for selected programs and activities

·      Continue to seek additional revenue above the rate pegging limit.  This is problematic because of the need to obtain a special rate variation from IPART and the limited capacity of the community to pay.

 

 

DISCUSSION:

 

Council staff have now completed the draft Operational Plan (budget) for 2014/2015 and 4 year Delivery Program (budget).  The full Operational Plan and Delivery Program must be placed on public exhibition for at least 28 days.  The Plans have to be adopted by the end of the financial year.

 

The planned time table is

 

Thursday 15 May – Budget report circulated to Councillors and posted on the website for a Special Council meeting on 22 May.

                                                                                              

Thursday 22 May – Special Council Meeting to consider budget.

 

Thursday 22 May – advertisement in Guardian Newspaper advising public of availability of draft budget from Monday 26 May with submissions closing Sunday 22 June.

 

Monday 26 May – 28 day public notice period commences.

 

Thursday 5 June – Community briefing.

 

Sunday 22 June – 28 day public notice period concludes.

 

Thursday 26 June – Council considers any submissions before adopting operational plan and delivery program and formally makes the rates.

 

 

To recap Council operates three funds; the General Fund, Water Fund and the Sewerage Fund. 

 

There is no rate pegging on the Water Fund or Sewerage Fund with guidance being provided by Council’s adopted IWCM and best practice pricing requirements.

 

Domestic waste is allowed to be managed so that it is self-funding/cost neutral.

 

For the 2014/15 financial year, Council has made application to the Independent Pricing and Regulatory Tribunal (IPART) for a special rate variation of which is comprised of the following:

 

Annual

Cumulative

       Year

inc rate peg

Rate peg

SV inc rate peg

SV rate peg only

Above rate peg

Y 1

2014/15

3.80%

2.30%

3.80%

2.30%

1.50%

Y 2

2015/16

5.00%

3.00%

8.99%

5.37%

3.62%

Y 3

2016/17

5.50%

3.00%

14.98%

8.53%

6.45%

 

This application for a special rate variation follows the approval of eight special rate variation applications in the last ten years.

 

The budgetary issues are similar to those encountered in recent years with either a substantial rise in revenue and /or cutting the levels of service provided to the public in one or more of Council’s major functional activities being needed to avoid financial decline and increased vulnerability to external shocks.  Increase efficiencies due to operational changes will help but are unlikely to address the fundamental problem.

 

 

 

Draft 2014-2015 Budget

 

The initial draft, prior to review, had a funding deficit of $1,480,000.  Following the review of the budget the deficit has been reduced to $53,000.  Changes of note are detailed on the next page. 

 

The replacement of light vehicles requires further explanation.  Council has been leasing vehicles and wishes to return to purchasing vehicles as the cost of owning and operating is historically less than leasing the same vehicle.  Budget pressures in previous years have deferred replacing vehicles which has somewhat bought the issue to a head in the 2014/15 budget year with 15 vehicles scheduled for replacement.  The final proposal is 5 vehicles will be purchased, 5 vehicles shall be leased, 4 vehicles with the lowest kilometres will have their current lease arrangements extended for 1 year and a car will not be replaced.  This proposal phases in buying as opposed to leasing and is the best compromise proposed given the funding constraints.

 

Proposed Financial Reforms

 

The development and implementation of asset management practices will quite possibly assist in addressing the operating deficit.  Areas of particular interest are

 

1.   Reviewing estimated asset life and align these with current practices, these practices represent current service levels, quite often depreciation charges are based on “what we would like to do” as opposed to “what we actually do.”

 

2.   Reviewing residual values on bitumen seals.  These are currently zero, while current practice takes advantage of the remaining life of the existing seal when a road is resealed.

 

3.   Recognising heavy patching in the capital budget instead of the operating budget.

 

4.   Recognising resheeting gravel roads in the capital budget instead of the operating budget.

 

 

These proposed changes need to be assessed as part of the development of detailed asset management plans for each class of asset.  This process starts with a Council workshop in late May 2014.  It should be noted that these improvements to the operating position in themselves don’t assist funding the budget; they do improve financial indicators on which Council’s sustainability is calculated.

 

The improved asset management processes can assist with distributing available funding and help identify savings where service levels are above what have been set.  They also give a policy position to help make service level decisions and identify impacts of service level changes.

 

 

 

 

CONSULTATION:

 

Council’s management executive has met to review the draft budget.

 

 

SUSTAINABILITY ASSESSMENT:

 

Environment

 

The budget determines the funding available for environmental investigations, work, reporting and compliance activities.  Most of this funding is derived from the general fund.  Council will continue to operate the environmental levy program.

 

Social

 

The support provided in the draft budget for community services and not for profit organisations is similar to the 2013/2014 budget.

 

Economic

 

Major changes in economic drivers are the conclusion of the off line water storage project and the Natural Disaster Relief and Recovery Arrangement (NDRRA) work and the commencement of the project to address Nambucca landslips

 

Risk

 

The inability to fund required work to maintain assets does generate a range of risks.  This budget does address the landslips Domain D on Riverside Drive and the most urgent bridges on the replacement program.

 

 

FINANCIAL IMPLICATIONS:

 

Direct and indirect impact on current and future budgets

 

The report concerns the 2014/2015 Operational Plan (budget) and 4 year Delivery Program.

 

Source of fund and any variance to working funds

 

The budget as presented in the attached documents has a deficit of $53,000. 

 

Service level changes and resourcing/staff implications

 

The service levels implied in the Long term financial plan are beyond the estimated financial capacity of Council.

 

 

 

   Attachments:

1

12843/2014 - NSC 2013-18 Delivery Program - Draft considered - 22 May 2014

 

2

12936/2014 - NSC Draft Operational Plan - budget meeting 22 May 2014

 

  


Special Meeting of  Council - 22 May 2014

Draft 2014/15 Operational Plan (Budget) and Delivery Program (Budget) - Report to Council Workshop

 

 

 

 

 

 

 

2013/14 -2017/18 Delivery Program

Draft presented to special meeting 22 May 2014

 

 

 

SF1620            12843/2014


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 has made application for 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

8009

7967

8103

7888

7869

Less Distributed to other Activities

        (6048)

      (6003)

      (6136)

      (5920)

      (5898)

Purchase of Assets

1042

1239

1953

896

618

Cash for future needs

423

690

393

566

566

Principle on loans

33

43

46

49

53

TOTAL EXPENDITURE

3459

3936

4359

3479

3208

 

SOURCE OF FUNDS

Rates & Charges

9144

9344

9594

9614

9634

Other Revenue

2991

2653

2650

2647

2647

Other Levels of Government

2817

2817

2817

2817

2817

Transfers from Reserves

272

245

321

0

0

Sale of Assets

110

234

423

180

148

Loan Funds

195

0

0

0

0

TOTAL REVENUE

15529

15293

15805

15258

15246

 
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

1047

1046

1046

1046

1046

Depreciation

212

212

212

212

212

Purchase of Assets

106

50

0

0

0

Cash for future needs

5

5

5

5

5

TOTAL EXPENDITURE

1370

1313

1263

1263

1263

 

 

 

 

 

 

SOURCE OF FUNDS

 

 

 

 

 

Fees & Charges

24

24

24

24

24

Contributions

21

21

21

21

21

Sundry Other Sources

1

1

1

1

1

Other Levels of Government

356

287

287

287

287

Transfers from Reserves

3

0

0

0

0

TOTAL REVENUE

405

333

333

333

333

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

 

 

 

 

 

 
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

242

240

240

240

240

TOTAL EXPENDITURE

242

240

240

240

240

 

 

 

 

 

 

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

84

82

82

82

82

 
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

346

314

316

314

314

TOTAL EXPENDITURE

346

314

316

314

314

 

 

 

 

 

SOURCE OF FUNDS

 

 

 

 

 

Contributions

0

0

0

0

0

Other Levels of Government

194

193

193

193

193

Transfers from Reserves

16

0

0

0

0

TOTAL REVENUE

210

193

193

193

193

Contribution from rates/other general purpose revenue

136

121

123

121

121

 
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

6159

6188

6221

6182

6006

Depreciation

21

21

21

21

21

Purchase of Assets

190

51

121

817

367

Cash for future needs

218

218

222

238

239

Principle on loans

0

0

0

0

0

TOTAL EXPENDITURE

6588

6478

6585

7258

6633

 

 

 

 

 

SOURCE OF FUNDS

 

 

 

 

 

Fees & Charges

4884

4997

5088

5083

5083

Sundry Other Sources

1

1

1

1

1

Contributions

0

0

0

0

0

Other Levels of Government

320

266

273

261

261

Loan Funds

0

0

0

0

0

Transfers from Reserves

397

72

0

500

0

TOTAL REVENUE

5602

5336

5362

5845

5345

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

965

1121

1202

1392

1267


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

305

305

305

305

305

TOTAL EXPENDITURE

305

305

305

305

305

 

 

 

 

 

SOURCE OF FUNDS

 

 

 

 

 

Fees & Charges

52

44

44

44

44

Sundry Other Sources

35

35

35

35

35

TOTAL REVENUE

87

79

79

79

79

Contribution from rates/other general purpose revenue

218

226

226

226

226

 
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 SERVICES

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

$,000

$,000

$,000

$,000

$,000

EXPENDITURE

Operations for year

810

800

800

800

800

TOTAL EXPENDITURE

810

800

800

800

800

 

 

 

 

 

SOURCE OF FUNDS

 

 

 

 

 

Fees & Charges

236

286

280

286

286

Sundry Other Sources

0

0

0

0

0

Other Levels of Government

10

10

10

10

10

Transfers from Reserves

0

0

0

0

0

TOTAL REVENUE

246

296

290

296

296

Contribution from rates/other general purpose revenue

564

504

510

504

504


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

2449

2396

2387

2357

2354

Depreciation

889

889

889

889

889

Purchase of Assets

220

432

52

142

170

Cash for future needs

111

153

174

106

108

Principle on loans

23

24

25

27

10

TOTAL EXPENDITURE

3692

3894

3527

3521

3531

 

 

 

 

 

SOURCE OF FUNDS

 

 

 

 

 

Fees & Charges

131

131

131

131

131

Contributions

75

75

75

75

75

Sundry Other Sources

31

31

31

31

31

Other Levels of Government

62

62

62

62

62

Transfers from Reserves

90

180

50

100

0

Loan Funds

0

0

0

0

0

TOTAL REVENUE

389

479

349

399

299

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

2414

2526

2289

2233

2343

 
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

11422

6901

6899

6802

6781

Depreciation

5449

5465

5476

5484

5496

Purchase of Assets

5195

6451

5562

5671

5739

Cash for future needs

129

417

232

494

136

Principle on loans

766

882

985

1094

1201

TOTAL EXPENDITURE

22961

20116

19154

19545

19353

 

 

 

 

 

SOURCE OF FUNDS

 

 

 

 

 

Contributions

298

575

382

533

264

Sundry Other Sources

28

28

28

28

28

Other Levels of Government

7411

2271

2271

2271

2271

Transfers from Reserves

152

447

137

297

37

Loan Funds

1500

1500

1500

1500

1500

TOTAL REVENUE

9389

4821

4318

4629

4100

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

8123

9830

9360

9432

9757

 
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

460

450

400

399

399

Depreciation

4

4

4

4

4

Purchase of Assets

172

750

1000

0

0

Cash for future needs

339

1131

0

3931

0

Principle on loans

5

5

5

6

6

TOTAL EXPENDITURE

980

2340

1409

4340

409

 

 

 

 

 

SOURCE OF FUNDS

 

 

 

 

 

Contributions

0

0

0

0

0

Fees & Charges

44

44

44

44

44

Sundry Other Sources

0

0

0

0

0

Other Levels of Government

0

0

0

0

0

Transfers from Reserves

0

0

1069

0

69

Loan Funds

0

0

0

0

0

Sale of Assets

905

2000

0

4000

0

TOTAL REVENUE

949

2044

1113

4044

113

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

27

292

292

292

292

 
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

4630

4650

4758

4677

4777

Depreciation

1022

1022

1022

1139

1172

Purchase of Assets

4615

1439

2791

2762

5522

Cash for future needs

1147

1302

1308

1353

1358

Principle on loans

325

353

404

487

582

TOTAL EXPENDITURE

11739

8766

10283

10418

13411

 

 

 

 

 

SOURCE OF FUNDS

 

 

 

 

 

Fees & Charges

4939

5077

5251

5324

5440

Contributions

259

259

259

259

259

Sundry Other Sources

563

563

563

563

563

Other Levels of Government

120

89

89

89

89

Transfers from Reserves

2822

1738

1067

1071

932

Loan Funds

2000

0

2000

2000

4898

Sale of Assets

4

4

27

48

0

TOTAL REVENUE

10707

7730

9256

9354

12181

 
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

3143

3243

3690

4099

4140

Depreciation

1788

1793

1801

1801

1801

Purchase of Assets

900

1576

17579

3844

1055

Cash for future needs

904

1009

1015

1070

1675

Principle on loans

1602

1633

1718

1867

1731

TOTAL EXPENDITURE

8337

9254

25803

12681

10402

 

 

 

 

 

SOURCE OF FUNDS

 

 

 

 

 

Fees & Charges

4244

4295

4733

5775

5819

Contributions

157

150

150

150

150

Sundry Other Sources

336

336

336

336

336

Other Levels of Government

77

77

77

77

77

Transfers from Reserves

1664

1528

1497

1505

1620

Loan Funds

0

1000

17000

3000

673

Sale of Assets

20

23

29

10

0

TOTAL REVENUE

6498

7409

23822

10853

8675

 


 

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

3459

15529

3936

15293

4359

15805

3479

15258

3208

15246

Public Order & Safety

1370

405

1313

333

1263

333

1263

333

1263

333

Health

242

158

240

158

240

158

240

158

240

158

Community Services & Education

346

210

314

193

316

193

314

193

314

193

Environmental Services

810

246

800

296

800

290

800

296

800

296

Development & Building Control

305

87

305

79

305

79

305

79

305

79

Housing & Community Services

6588

5602

6478

5336

6585

5362

7258

5845

6633

5345

Recreation & Culture

3692

389

3894

479

3527

349

3521

399

3531

299

Transport & Communication

22961

9389

20116

4821

19154

4318

19545

4629

19353

4100

Economic Affairs

980

949

2340

2044

1409

1113

4340

4044

409

113

Water Supplies

11739

10707

8766

7730

10283

9256

10418

9354

13411

12181

Sewerage Services

8337

6498

9254

7409

25803

23822

12681

10853

10402

8675

TOTAL

60829

50169

57756

44171

74044

61078

64164

51441

59869

47018

 


Special Meeting of  Council - 22 May 2014

Draft 2014/15 Operational Plan (Budget) and Delivery Program (Budget) - Report to Council Workshop