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2 RURAL CITY OF MURRAY BRIDGE ANNUAL BUSINESS PLAN 2013-14
Annual Business Plan subject to change based upon Public Consultation
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NGARRINDJERI WELCOME We acknowledge the Ngarrindjeri people as the traditional owners of this land
on which we meet and work. We respect and acknowledge their spiritual
connection as the custodians of this land and that their cultural heritage
beliefs are still important to the living people today.
We recognise the living culture and combined energies of the Ngarrindjeri
people our global pioneers and community members today for their unique
contribution to the life of our region.
HOW TO HAVE YOUR SAY Submissions and questions from the public in relation to Council’s 2013-2014 Annual Business Plan will be heard at a public meeting to be held at the Local Government Centre, 2 Seventh Street, Murray Bridge on Tuesday 9 July commencing at, 5.30pm. Submissions should be addressed to the City Manager, Rural City of Murray Bridge, PO Box 421, Murray Bridge, 5253, to be received by 5.00pm on Tuesday 22 July, 2013.
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CONTENTS
Ngarrindjeri Welcome 2
How this Plan was Prepared 4
Planning Framework 5
Welcome 6
The Rural City of Murray Bridge … at a glance 7
Achievements 2012-2013 8 - 9
Summary of the Annual Business Plan 10
Significant Influences 11 – 13
Priorities going forward 14 – 16
Delivering Our Vision 17 – 20
Capital Works 21 – 22
Key Projects 2013-14 23
Developing our Organisation 24
The Finances 25 – 26
2013-2014 Operating Income 27
2013-2014 Operating Expenditure 28
All About Rates 29-31
Measuring Our Performance 32
Performance Measures 33-34
Financial Statements 35-40
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HOW THIS PLAN WAS PREPARED
Section 122 of the Local Government Act, 1999 requires that Council develop and adopt ‘strategic
management plans' which identify:
» the Council's objectives for at least a four year period;
» how the Council intends to achieve its objectives;
» how they fit with the objectives of other levels of government;
» performance measures and estimates of revenue and expenses.
Our Strategic Planning Framework (see below) demonstrates that the Rural City of Murray Bridge has
adopted the following documents which comprise its strategic management plans:
1. Long Term Financial Plan
2. The Rural City of Murray Bridge Strategic Plan 2011-15
3. Asset Management Plan
4. Development Plans
These plans establish the context for the annual business plan which identifies the influences, priorities and
activities for the year ahead and how the Council will work towards achieving the longer term aims of the
strategic management plans. The budget funds the Council’s Annual Business Plan and is created in context
of the longer term financial policies and planning needed for responsible and sustainable management of the
Council.
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STRATEGIC PLANNING FRAMEWORK
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WELCOME
This Annual Business Plan was developed with the
following priorities in mind - financial management,
good governance, strategies for growth, service to
our community, communication, community
engagement, and the economic prosperity of the
region.
Our Community and Strategic Plans provide the
roadmap for establishing how we allocate money
and what services we will provide to ensure the
needs of our community are met. These
documents set out the broad direction and
emphasise what the Council will pursue over the
coming years. However, to ensure that we are on
track, we will review the strategic priorities and key
deliverables required by our residents during the
next financial year.
A number of projects and improvements identified
in the Community Plan feature in this plan including
the Revitalisation of Bridge and Sixth Streets, the
preparation of an Economic Development Plan and
water management initiatives.
The Council will continue to fund the Small Wins
Program to support projects and activities that
foster and build community resilience and
wellbeing through improving social, economic or
environmental outcomes.
In July 2013, the Council will commence work on
reviewing its provision of services. This review will
identify the Council's core services now and into
the future, look at which services can be improved,
which services are no longer required, how to
deliver services more efficiently and how to best
use the Council’s resources.
This formal review aims to ensure the services we
provide are relevant to our communities needs and
are financially sustainable to ensure ‘best value’ .
We aim to identify opportunities for:
» Service and activity improvements
» Cost savings and income generation
» Service level optimisation
» Improved efficiency and resource usage
We are committed to building better and stronger
relationships with our community to ensure that we
understand and support their needs. We are in the
process of developing a community engagement
strategy that will identify the when, how and why
we engage with our community. This strategy will
be implemented in 2013-14 as there is a need to
engage in conversations with our community
about:
» The design of Bridge and Sixth Streets
» The Stormwater Harvesting and Reuse
Scheme
» Service Delivery
» The Community Plan 2012-2020
» The Strategic Plan 2011-2015 (amended)
We know that it is important tounderstand the
future our community aspires to and ensure we
position ourselves to respond positively and
appropriately. This Annual Business Plan aims to
be the impetus for collaboration towards providing
a better future for us and generations to come.
It is our intention that this change in processes will
help us to develop an organisational culture, which
delivers sustainable community outcomes through
effective corporate governance and resource
capability, and which supports robust strategy
evaluation with further regular engagement and
reporting to the community.
We invite you to provide feedback on the draft
Annual Business Plan 2013-14. The plan has been
developed as a draft to enable us to integrate your
feedback before the adoption of the final plan and
budget for 2013-14.
Mayor Allan Arbon, OAM Peter Bond Rural City of Murray Bridge CEO
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THE RURAL CITY OF MURRAY BRIDGE …… at a glance Vision: The Rural City of Murray Bridge is an
enterprising and innovative community. It looks
to the future with confidence, secure in the
knowledge that decisions made today will help to
create a place of opportunities.
The Rural City of Murray Bridge is a key part of a
thriving region on the banks of the Murray River.
Just an hours drive from Adelaide, the Rural City
is well placed in terms of its geographic location.
It is well situated on the national road network
with road and rail access to the eastern states
and Adelaide. Its proximity to metropolitan
Adelaide, connection to the South Eastern
Freeway, land affordability, investment
opportunities, and river connection make the
Rural City of Murray Bridge an appealing place to
live, work and visit.
A buoyant region where industry, tourism and
agriculture are growing.
As a major agricultural district, the region
supports irrigated horticulture and dairying along
the Murray Riverand cropping and intensive
animal keeping throughout the rural areas.
Industry, including a range of primary and
secondary industries, are clustered around
Murray Bridge and Monarto. With competitively
priced industrial land, the area provides
significant opportunity for expansion outside of
metropolitan Adelaide.
A bustling vibrant regional centre, Murray Bridge
supports a wide range of services and an
expanding range of commercial, retail and
hospitality facilities to the local community and
parts of the Adelaide Hills and Fleurieu
Peninsula.
The surrounding townships, our Rural
Communities, with their strong heritage values
and enticing landscapes attracts visitors and
tourists – adding value and contributing to the
vitality of the regional economy. The idyllic
surroundings also provide a quality and way of
life that attracts people to live there.
The Council area has a rich indigenous heritage,
being situated on the traditional lands of the
Ngarrindjeri people, as well as a significant role
in the nation’s history being the location of the
first bridge to cross the Murray River(1879).
Major tourist attractions include the Monarto Zoo,
water based activities and house boating on the
Murray River, offering enjoyment to locals and
visitors alike.
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KEY ACHIEVEMENTS 2012-13
» Small Wins – community initiated activities undertaken in partnership with Council
» Upgrade of the library’s public access booking system
» Winning the Interior Design Award for the new library from the Australian Institute of Architects (South
Australia)
» The library held three author visit events
» The Murray Bridge Structure Plan, Rural Communities Study and the Murray Bridge Town Centre Master
plan and Urban Design Framework adopted by Council December, 2012
» 354 clients received 5,366 hours of community care assistance
» 139 clients were assisted with 2,490 transport trips
» Health Aging Expo held in October, 2012
» Unplugged at the Station acoustic youth music event held in August 2012
» Inaugural Rotary Youth Art Prize exhibition at the Station in October 2012
» Community Events Grants and Donations ($80,000) – OPAL Community Grants Program($23,000)
» A myriad of quality exhibitions at the Murray Bridge Regional Gallery
» Domestic Violence Action Group Community Forum
» Relocation of Close Circuit TV and upgrade of equipment
» Deadly Fun Run
» Youth events including National Youth Week, Rock the Pool and Battle of the Bands
» Parental and Community Engagement Program - Literacy and Numeracy kits and booking making projects
» Draft Environmental Management Plan - community consultation undertaken
» Integrated Water Management Plan endorsed by Council
» Draft Integrated Traffic Management plan to commence community consultation
» Asset Management Plan review commenced
» Ferries McDonald Road Stage 2 completed
» Sport and Recreation Strategy
» Open Space Strategy
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KEY ACHIEVEMENTS 2012-13 (cont’d)
» Achieved significant savings through changing the provision of Council vehicles
» Stormwater Harvesting and Reuse Scheme Commonwealth funding securedand project commenced
» Dog Door Knock
» Murray Bridge Fun Run
» Completion of maintenance period for Murray Bridge Library
» Hefford Drive Reserve Callington Community Land Management Plan released for public consultation
» Kuchel Road road closure effected to improve driver safety
» Rivervine Court walkway to Hahn Reserve upgraded to improve amenity and provide for disabled access
» Three historic timber railway buildings saved from demolition and being restored with assistance of Murray
Bridge and Districts Historical Society
» Long term licence agreements over Murray Bridge Railway Station and railway land and infrastructure
negotiated with Department of Planning, Transport and Infrastructure.
» The Gem and Mineral Clubs Association of SA held their 2nd Gemboree at the Showgrounds attracting
4,000 visitors over the Easter 2013 weekend
» Another successful Australian International Pedal Prix event was held at Sturt Reserve during September
2012 attracting 214 teams and over 23,000 visitors
» Australian Championships for Go Carts held at Monarto over the Easter 2013 weekend attractied 220 entries
and 4,600 visitors
» Volunteer Management Plan developed and commenced implementation
» Reviewed and amended the Rural City of Murray Bridge Strategic Plan 2011-2015
» Erection and fitout of the new Murraylands Community Men’s Shed at the Showgrounds by their members
following funding of the shed by Council
» Homburg Park play equipment upgraded and placed under all weather shelter
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ANNUAL BUSINESS PLAN SUMMARY
The Annual Business Plan details the programs that Council will operate and the outcomes it seeks to
achieve for the coming financial year. The Plan refers to the continuing service programs and strategic
directions within the Council’s Strategic Plan 2011-2020 and Long Term Financial Plan.
The Rural City of Murray Bridge will invest $25m on service provision, programs and assets in the 2013-14
financial year. The funds are derived from a variety of sources. These are predominantly from property
rates, but also includes grants from other parties including State and Commonwealth Governments, as well
as income from investments and statutory and user charges.
KEY FEATURES OF THE 2013-14 ANNUAL BUSINESS PLAN
» Council will spend $25m on providing services, projects and capital works to the community (not
including depreciation, and new initiatives);
» $12m will be spent on upgrading and maintaining the community’s assets;
» $707k will be spent on other key projects;
» A consolidated operating income of $28m, 61% funded by rates and operating expenditure of $32m;
» The Council will raise $18m in rate revenue, an increase of 4.2% which reflects the cost pressures
faced by Council and allows it to continue to maintain community services and assets; and
» A consolidated operating deficit of $4.4m.
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SIGNIFICANT INFLUENCES
The decisions that the Council makes and the activities it initiates are driven by a variety of factors. There are major influences in the Council’s operating environment that affect decision-making and actions taken.
Community Engagement
Imagine Your Rural City Murray Bridge 2020 is a community engagement and planning initiative, which has underpinned the development of our strategic and long term financial plans. This process is helping shape the future of Murray Bridge and surrounding Rural Communities as they approach what is anticipated to be an unprecedented period of growth.
Through a series of workshops and other consultation processes residents of the Rural City of Murray Bridge were asked to imagine what the places they live in could look like in the year 2020 and what they wanted for their communities.
Thousands of ideas, comments and other forms of feedback from these workshops, combined with previous planning studies, informed the development of Council’s strategic objectives and actions, which are outlined in the Council’s strategic management plans.
The region is poised for significant growth in the coming decades and the Council and its community partners are committed to ensuring that consultation and engagement is a continuous, vibrant and meaningful process.
Imagine Your Rural City Murray Bridge 2020 is about responding to the community’s aspirations and the growth opportunities outlined in the State Government’s 30 Year Plan for Greater Adelaide in a positive and proactive manner and connecting the region's proud past with its future.
The Council has committed to ongoing community engagement to ensure input from all stakeholders and ownership of the future of the region.
The continual building of effective, collaborative strategic partnerships by the Council will ensure we continue to use our resources and available funding efficiently.
30 Year Plan for Greater Adelaide
In February 2010 the State Government released its 30 Year Plan for Greater Adelaide, which is premised around major infrastructure commitments and investments and sets out the land-use policies required to manage the growth and change that is forecast to occur in the greater Adelaide region, including the Rural City of Murray Bridge.
The area has been earmarked for further growth under the 30 Year Plan and already the first steps in this growth are taking shape with approval of the Gifford Hill development.
The 30 Year Plan assigns Murray Bridge an additional 6,000 dwellings (equating to approximately 13,400 persons based on an average household size of 2.4 persons per dwelling). It is anticipated that 2,000 of these 6,000 dwellings will contribute to the future growth of the Murray Bridge township.
The Murray Bridge township offers major opportunities for future residential expansion. However, the projected residential and economic growth within the Rural City of Murray Bridge will place significant strains on the character and vitality of the existing town centre.
In response to this challenge Council has undertaken considerable planning, preparing the Murray Bridge Structure Plan, Rural Communities Study, Integrated Transport and Traffic Management Plan and Murray Bridge Town Centre Master Plan. These have been agreed with the State Government and were adopted late in 2012.
During 2013-14, the Council proposes to define and prioritise the key actions recommended in these plans to ensure that the region’s liveability, strong sense of community, character and environment are protected, conserved and maintained and that services and infrastructure are delivered in a timely manner.
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SIGNIFICANT INFLUENCES
Water Management
The Murray River is essential to the social wellbeing and economic prosperity of Murray Bridge and the Rural Communities the primary source of water supply also a major tourist and recreational destination.
The Council aims to reduce reliance on the Murray River as the population increases, whilst keeping the city green and economically strong and being cognisant of the objectives of the Murray Darling Basin Authority’s Basin Plan.
The Murray Bridge Integrated Water Management Plan aims to provide for the sustainable, resilient development of Murray Bridge and the surrounding Rural Communities through the identification of ‘fit for purpose’ water supplies for Council, residential, commercial, agricultural and industrial uses.
A range of water management options
investigated throughout the development of the Plan and a Triple Bottom Line Assessment process was used to determine the recommended actions and prioritise them.
Cooperative partnerships between the Murray Bridge and Mt Barker Councils, together with Regional Development Australia are also working towards delivering more than 13,000 additional jobs into the Monarto corridor over the next 30 years. The initiative for a non-potable water supply scheme would connect and extend the existing and new water treatment, storage and distribution facilities enabling the delivery of treated effluent to a range of employment-generating activities in the corridor.
The Council has successfully attracted $7,1m funding for its Stormwater Management and Reuse Scheme through the Federal Government’s Stormwater Harvesting and Reuse Grant program. The funds are supported with the Council’s budget for stormwater mitigation as committed in the Long Term Financial Plan. The project involves the development of infrastructure to collect stormwater from flood mitigation basins within Murray Bridge and transfer it to a site at Gifford Hill for treatment and storage. In future it will be distributed to various locations within Murray Bridge for reuse.
Asset Management
The Council is committed to continuing its development of comprehensive asset management plans, consistent with the principles of financial sustainability.
The Council owns assets and infrastructure valued in excess of $130m. These community assets require significant resources to keep them well maintained and to enable renewal.
It is important to ensure that these assets remain relevant to the needs of the community and where assets no longer meet these needs, that they are disposed of or replaced with more appropriate resources.
The Council has implemented the Assetic Asset Management System to provide corporate visibility of the various assets under its ownership. An independent exercise to inspect the various asset classes and update the financial value of these has also commenced. This will be used to drive the Council’s Asset Management Plan and inform its Long Term Financial Plan, so that appropriate resources are made available to serve the identified maintenance and replacement needs.
Regional Development Australia Roadmap
The Rural City of Murray Bridge partners with the Regional Development Australia (RDA) to deliver economic development outcomes.
Regional priorities identified in the RDA roadmap
are:
» Sustainable environmental management;
» Innovation in food and beverage production;
» Tourism;
» Digital economy; and
» Regional health.
.
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SIGNIFICANT INFLUENCES
Financial Sustainability
The Council is not immune to increasing cost
pressures. These impact on the Council as it strives to provide services that meet community expectations, comply with ever increasing legislative and compliance responsibilities and maintain its assets and infrastructure whilst operating in a financially sustainable manner.
Financial demands outside of Council’s control include:
» Regulatory and legislative requirements that
increase the compliance burden;
» Increases in utility charges for Council
activities; and
» The shift in service delivery responsibilities and costs from other tiers of government to Local Government.
Environmental Sustainability
Our community faces many challenges, including:
significant population growth;
» the impact of climate change;
» the need to enhance biodiversity;
» increasing the resilience of our landscape;
» the need to manage our water resources; and most importantly
» reduce our reliance on the Murray River.
The Rural City of Murray Bridge accepts that
climate change is a reality. In the future the
resilience of our community will be further
challenged by shifting rainfall patterns, extreme
weather events and changing climatic conditions.
With this in mind, the Council has undertaken a
series of workshops, where a framework to
translate climate impacts into identified risks to
our business operations, whilst developing
realistic short and long term adaptation measures
was developed.
The Council in partnership with other local
government, State and Federal agencies is
beginning to plan for how our organisation and the
community will adapt to these impacts.
Major influences will include:
» the requirements of the Murray Darling Basin
Plan;
» the need to undertake a Climate Change Adaption process; and
» obligations to reduce carbon emissions.
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PRIORITIES GOING FORWARD
Manage Council’s Assets
The Council is currently conducting a review of all of its physical assets including stormwater and road infrastructure, buildings and open space assets. This will allow the Council to look at what resources currently exists for the community and then to develop a planned approach to meeting the community’s needs and the required establishment and maintenance of those resources.
To ensure effective management of the Council’s assets we need to accurately record, estimate value, condition monitor, maintain, provide adequate service levels and forecast the needs of the community.
In 2013-14 it is proposed to:
» Continue to undertake a community needs study to clarify current user levels and future demand for community facilities and services (including civic buildings and sporting/recreation facilities);
» Contintue a stocktake (including condition) of assets;
» Ensure adequate maintenance of assets;
» Develop integrated asset management planning including the development of asset service levels; and
» Finish the implementation of asset management system to record, monitor and model performance of all owned assets
Manage Projects
The Council strives to ensure that major projects are delivered within a clearly defined framework to ensure the quality of the project and that it is kept on schedule and within budget.
The 2013-14 Annual Business Plan details a number of projects that began prior to 2013-14 and initiates further projects, which will help the Council achieve its objectives and improve the infrastructure and environment for the community.
Projects to be continued in 2013-14 include:
» Ferries McDonald Road;
» Imagine Your Rural City Small Wins;
» Partnership with Monarto Enterprise Group; and
» Gifford Hill Joint Venture partnership.
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PRIORITIES GOING FORWARD (cont’)
Building a Better Regional Centre
Building on the Imagine Your Rural City 2020
program undertaken in 2011 and 2012, the
Council has incorporated the community’s ideas
into a number of strategic documents to help
guide and manage growth of the Rural City and
Rural Communities into the future. These
include:
Murray Bridge Structure Plan
The Structure Plan is the Council’s primary
strategic planning document. The Structure Plan
provides an integrated and cohesive framework
which guides the future growth of Murray Bridge.
It identifies key growth areas, as well as the
infrastructure required to support this growth. In
the coming years, a number of Development
Plan Amendments and related studies will be
prepared to implement the recommendations of
the Structure Plan.
Rural Communities Study
The Council has prepared a strategic planning
study for the townships and settlements within
the council area. Known as the the Rural
Communities Study, the plan seeks to ensure
that the townships and settlements remain
functional and vibrant. The Study identifies a
number of actions for each township and
settlement that the Council can undertake to
support their ongoing sustainability. Some of
these actions will be pursued in this financial
year.
Murray Bridge Town Centre Master Plan
Murray Bridge acts as a Regional Centre
servicing the wider Murray and Mallee region.
The Town Centre Master Plan provides a guide
for the revitalisation and promotion of the Murray
Bridge Town Centre. It outlines desired land uses
and zoning, provides a range of urban design
principles to guide suitable development and
recommends a number of strategic key projects
to facilitate the Vision for the Town Centre.
In this financial year, the Council will be
preparing a detailed design and specifications for
the redevelopment of Bridge and Sixth Street.
Funding is also being sought through the
Regional Development Australia Fund to support
the delivery of this development.
The Council is currently preparing an
Engagement Strategy and Project Brief for a
consultancy to prepare detailed concept and
specifications for the redevelopment of Bridge
and Sixth Street. Funding is also being sought
through the Regional Development Australia
Fund to support the construction of this
development.
Integrated Transport and Traffic Management
Plan (ITTMP)
The Integrated Transport and Traffic
Management Plan identifies network
requirements for the community at a strategic
level, including general traffic management,
public transport activities, heavy vehicles and
improved links for cycling and walking.
Disability Action Plan
The Rural City of Murray Bridge Disability
Discrimination Action Plan aims to ensure that
people with disabilities have equal ability to
participate in the community and Council
activities and facilities. The current plan is now
due for a review and this will occur during the
next year.
Moving Forward
In 2013-14 the Council will work to progressively
implement these and other plans, ensuring that
they inform development assessment, planning
and long term infrastructure design with the
Council continuing its improvement program for
infrastructure and amenity facilities.
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PRIORITIES GOING FORWARD
Improve Community Engagement
The Council aims to build on the Imagine Your
Rural City 2020 community engagement program
and further develop communication strategies to
work with the community in a collaborative
manner to ensure better services and benefits
are delivered.
This will require the development of a number of
innovative channels to engage and speak with
our community, for example our Ambassador
and Imagine Action Groups
In 2013-14 the Council will continue to engage
the community in key decisions that will include
the Revitalisation of Bridge and Sixth Streets, the
Stormwater Harvesting and Reuse Scheme, the
Business Improvement Program and review of its
Strategic and Community Plans.
Respond To Environmental Challenges
The Council and our community recognise the need to care for our environment.
The Council is developing strategies to manage our water resources and to reduce our reliance on the Murray River and has prepared an Environmental Management Plan that articulates our environmental vision, establishes targets and actions for the region in the areas of:
» Climate change adaptation;
» Water management;
» Waste management; and
» Natural resource management.
It will include actions designed to reduce
environmental impacts associated with the
Council and our community through actions,
advocacy and partnerships.
Enhance the Organisation’s Culture
Continued improvement in service delivery is a
key goal for the Council. To that end, it will
continue to develop its culture throughout 2013-
14 by:
» Building and improving customer service
culture throughout the organisation;
» Leadership development for key staff;
» Continued training and development
programs;
» Business Improvement Program aimed at
delivering tangible improvement and the
ongoing review of policies, processes and
procedures to optimise efficiency.
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DELIVERING OUR VISION
The Council’s Strategic Plan 2011-15 outlines a
four year Vision for the Rural City and its Rural
Communities and is used as our primary
strategic planning document. It provides an
important guide for all of the Council’s plans and
shows how and where those plans have been
aligned with the South Australian Strategic Plan.
Our vision - The Rural City of Murray Bridge is
connected with and working towards the aims
and aspirations of its community
The Rural City of Murray Bridge Strategic Plan
2011-15 focuses on four key areas:
1.Social
2.Environment
3.Economic
4.Organisation
In 2013-14 Council proposes the following
program of expenditure to meet the vision and
objectives within each of the key areas:
Social
Services which promote a healthy, safe and
connected community that celebrates diversity,
heritage and culture.
Objectives:
» Provide appropriate open space for the community and visitors.
» Ensure leisure, recreation and sporting activities and facilities are available for the community and visitors.
» Improve community health, safety and well-being.
» Recognise and celebrate our culture and heritage.
» Enhance regional identity through culture and the arts.
Community Care ($500k)
Our Community Care Services aim to help
people to remain in their homes by providing
choices that enhance their quality of life and
keep them connected to their communities.
Services provided include:
» Home and Community Care (HACC) Services providing social support, gardening, cleaning, home maintenance and gutter cleaning for
the frail aged;
» Aged care planning and collaboration;
» National Respite for Carers (NRCP) In-home community respite service; and
» Community Transport.
Lerwin Nursing Home ($5.7m)
Lerwin Nursing Home is operated by the Council
and fully funded by the Federal Government and
resident contributions. A Strategic Review of
Lerwin is currently being prepared, which will
include community consultation on its future.
Lerwin provides quality residential services,
offering nursing care for residents of Lerwin.
Services available include:
» High level nursing and dementia care;
» Accommodation;
» Respite care; and
» Hospitality services.
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DELIVERING OUR VISION (cont’d)
Community Development ($2.1m)
Providing opportunities for our community to
thrive and grow, to positively and enthusiastically
support the community through participation and
engagement in a wide range of activities.
Services include:
» Sports and recreation services, including
supporting local sporting clubs and
recreational planning;
» Arts and cultural services;
» Youth events and programs;
» Parental and Community Engagement
(PaCE);
» Obesity Prevention and Lifestyle (OPAL);
» Community Safety; and
» Cultural Development.
Library Services ($471k)
Providing high quality library services including a
responsive collection, literacy programs and
technology to support our community. Services
and events include:
» Toy library;
» Community meeting rooms;
» Café;
» Information services;
» On-line and electronic collections; and
» Children and youth programs.
2013-14 will see the introduction of the One Card
System allowing our card holders access to the
collections of more than 130 public libraries
across South Australia letting users borrow and
return items to any library in the network, using
their current library card.
Regulatory Services ($920k)
Keeping our community healthy and safe with an
emphasis on compliance, equity and fairness.
Services include:
» Environmental Health Services, such as, food
premises inspection and investigating public
health risks;
» Ensuring compliance with our animal
management laws and local by-laws; and
» The monitoring and enforcement of parking
controls.
Open Space ($1.6m)
Developing open spaces and recreation facilities
that support an active community and healthy
environment.
Environment
Services which develop, protect and strengthen
our natural and built environments.
Objectives:
» Improve conservation and enhancement of
the natural environment;
» Improve the quality and diversity of the built
environment and public realm;
» Facilitate sustainable opportunities for waste
water use and reuse;
» Facilitate sustainable opportunities for energy
use and reuse; and
» Minimise the environmental impact of waste.
»
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DELIVERING OUR VISION (cont’d)
Environment
Land Use Services ($763k)
Providing advice and delivering decisions to
achieve an attractive and sustainable
environment through buildings and places, which
are sympathetic to how we want to live.
Services include:
» Development assessment;
» Policy planning;
» Environmental management; and
» Building compliance.
Waste Management ($2.1m)
Providing a safe, efficient and sustainable
service for the removal, recycling and disposal of
waste in partnership with the Adelaide Hills
Region Waste Management Authority
(AHRWMA). Services provided include:
» Domestic rubbish collection;
» Recyclables and green waste collection; and
» Hard rubbish and e-waste collection
Asset Management ($4.3m)
Planning, managing and maintaining assets and
infrastructure services in an environmentally and
financially sustainable manner for the benefit of
the community. Services include:
» Playgrounds and street furniture
maintenance;
» Footpath maintenance;
» Road and kerb maintenance;
» Stormwater drainage maintenance;
» Special Local Roads Projects;
» Council building maintenance; and
» Cemetery management.
The Council owns a number of parcels of land,
including some that are not currently serving any
useful or specific community service. Council
will review all such parcels and provide
recommendations to the Elected Members that
may result in development or potentially disposal
of some of these parcels.
Environmental Management ($239k)
To commence work identified in Council’s
Environmental Management Plan. This Plan has
been developed to guide the Council in the
management of its natural resources in a
sustainable manner, focusing on meeting present
community needs without compromising the needs
of future generations.
Economic (120k)
In partnership with Regional Development Australia
(Murraylands and Riverland), the Council aims to
deliver, initiate and/or facilitate strategic economic
outcomes for the Rural City of Murray Bridge and
the wider region, through initiatives such as:
» Attracting new and increase support for existing enterprises through leadership and development
of key partnerships;
» Improving regional and local infrastructure; and
» Developing a vibrant and sustainable education precinct.
Monarto Enterprise Zone ($40k)
The Council is working with regional partners to
facilitate the development of Monarto as a major
regional employment hub.
Tourism ($409k)
Promoting the Rural City of Murray Bridge and the
region as a fun, family friendly holiday destination.
Services and initiatives include:
» Visitor Information Centre;
» Tourism promotion;
» Improving access to and within the region
(signs);
» Enhance distribution and build industry
capability;
» Attracting events and festivals;
» Encourage infrastructure development; and
» Better communication to our target markets.
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DELIVERING OUR VISION
Organisation
Corporate Activities ($7.5m)
Funds the organisation to enable Council to
deliver its services to the community in a manner
that is accountable, meets legislative
requirements and provides the best value for
money and includes internal activities such as:
» Customer Services
» Information Technology
» Governance
» Human Resources
» Risk Management
» Work, Health, and Safety
» Internal Audit
» Property management
» Contracts and leases
» Financial services, including rating and grants administration
» Elected Member and CEO support
» Records management
» Volunteer management
» Corporate communications
» Strategic and Business Planning
Total Operating Expenditure on Service Delivery
$26.3m (not including depreciation, and new
initiatives)
Organisational Structure
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CAPITAL WORKS
The Capital Works Program is prepared with projects allocated in the particular asset class to which they
belong. The Council will spend $7.9m on capital works to update and maintain the community’s assets in
2013-14. $3.2m will also be received in Federal and State Government Grants, resulting in a net capital
expenditure of $4.7m.
Summary
Asset Category Expenditure Income
Roads/Footpaths $3,694,300 $836,700
Stormwater $3,828,000 $2,273,000
Buildings $180,000
Open Space $111,000 $43,100
Lerwin Nursing Home $60,000
Total Capital Works $7,873,300 $3,152,800
Roads/Footpaths
Roads $3.6m
Projects that provide and maintain a network of roads throughout the council area. In 2013-14 the Council
will:
» Finalise the construction of Ferries McDonald Road;
» Undertake a Road Reconstruction program;
» Undertake a Road Resealing program;
» Undertake a Road Resheeting program;
» Undertake the design of Bridge and Sixth Streets;
» Commence construction Bridge and Sixth Streets (subject to success of funding application).
Footpaths $75k
In 2013-14 the Council will undertake a footpath construction program for the provision and maintenance of
a network of footpaths and trails.
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CAPITAL WORKS (cont’d)
Stormwater $3.8m
Projects that improve flood protection, improved stormwater management including provision of drainage
systems, flood mitigation systems and water course protection and improvement. In 2013-14 the Council
will:
Commence work on the Stormwater Harvesting and Reuse Scheme supported with funding from the
Federal Government.
Buildings $180k
To provide and maintain those buildings under our care and control, including sports, recreational,
municipal, heritage buildings, halls and public toilets. In 2013-14 the Council will:
Upgrade the Council Depot main shed to comply with fire safety requirements
Open Space $70k
To provide non-structured open space development for residents and visitors. In 2013-14 the Council will:
Undertake infrastructure upgrades to various parks and reserves.
Lerwin Nursing Home $60k
To provide for replacement and upgrade of buildings and equipment at Lerwin aged care facility.
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KEY PROJECTS 2013-14
A number of new programs and activities will be
introduced in 2013-14. These initiatives include:
Small Wins Rural Communities $80k
Allocated funding for projects identified by the
Rural Communities to be developed and initiated
through collaboration between community
members or groups, businesses and Council.
Small Wins Murray Bridge $80k
Allocated funding for projects identified by the
Murray Bridge community to be developed and
initiated through collaboration between
community members or groups, businesses and
Council.
Railway Precinct $50k
To investigate opportunities and potential uses
for the railway precinct.
Library One Card System $62k
This new system will allow members of the
library access to more than 130 public libraries
across South Australia letting users borrow and
return items to any library in the network, using
their current library card.
Environmental Management $55k
To commence works on prioritised actions
identified in the Rural City of Murray Bridge
Environmental Management Plan.
Economic Development Plan $30k
To developan Economic Development Plan that
addresses the Council’s role in economic
development in the region. The importance of
economic diversification is identified in the Rural
City of Murray Bridge Community Plan.
Development Plan Amendments $192k
To amend the Council’s Development Plan which
contains the zones, maps and written rules
('policies') which guide development and
implemements the Council’s strategic directions.
Development Plan Amendments are planned for
the town centre, Monarto, residential growth
areas and to address environmental issues such
as stormwater and flooding.
Environmental Investigations $78k
Landfill management plans for Sturt Reserve and
Brinkley are to be developed to ensure that all
necessary measures are identified and
implemented in order to protect the environment
and comply with environmental legislation.
Regional Cities Pilot Program $50k
The purpose of the Murray Bridge Regional City
Pilot Program is to deliver a range of programs
and services that will drive growth in
employment, population and investment in the
towns and rural areas of the Rural City of Murray
Bridge.
Business Improvement Program $30k
The Business Improvement Program aims to
develop a culture of excellence. It will include a
critical review of the Council’s business
processes and service delivery.
The program aspires to improve quality, reduce
costs and increase public value to ensure the
organisation not only continues to be viable into
the future, but will be better placed to meet community expectations. The Program will
include:
» A review of Council’s Strategic Plan;
» Development of a Corporate Governance Framework;
» Development of an Opportunity and Risk Management Framework; and
» A comprehensive review of the way Council
delivers services to the community.
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DEVELOPING OUR ORGANISATION
We aim to serve our community through services
and programs that meet and exceed its needs
» by doing things right the first time;
» by doing them well;
» by having the right people with the right skills; and
» by managing our resources to meet the expectations of our community.
As an organisation we will:
be Accountable – effective, equitable, open and
honest;
be Respectful – respect and support the diversity
of our ideas and culture;
be Innovative – strong commitment to continuous
improvement in all business processes;
be Collaborative – focus on teamwork within our
organisation and create external partnerships to
achieve our vision;
be Inclusive – value and incorporate local
knowledge and viewpoints through effective
community engagement; and
have Integrity- be open and honest in all our
dealings and maintain the highest ethical
standards at all times.
The Council’s objectives aim to provide the best
value for the community whilst ensuring
procedural fairness and delivering outcomes in a
transparent manner.
Finance – Maintain and regularly update a Long
Term Financial Plan to maintain the Council’s
financial health and sustainability.
Assets – Drive a systematic approach to the
development, maintenance, replacement and
disposal of the Council’s assets and ensure that
these assets meet the needs of the community.
People – Attract and maintain the right mix of
people with the skills and experience to deliver
the Council’s services and achieve its goals.
Systems and Processes – Use the right systems
and processes so that the organisation is
appropriately governed, operates in a planned
environment and continually works to improve
services and programs in an efficient manner.
Service Delivery – Maintain and improve our
current service delivery, quality, efficiency and
cost effectiveness.
Collaboration – explore opportunities to work
synergistically with other councils to achieve
more efficient service delivery outcomes, share
costs and improve asset utilisation.
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THE FINANCES
The Rural City of Murray Bridge will invest
significantly in services, programs and assets for
the community in the 2013-14 financial year. The
funds come from a variety of sources,
predominantly rates, grants from other partners
including State and Federal Governments and
income from statutory and user charges.
A summary of Council’s projected financial
statements for the 2013-14 financial year are
included on pages 35-40 of this Plan.
Although Lerwin Nursing Home is operated
separately as a self contained component of
Council’s service delivery, it is part of Council,
so, in accordance with the requirements of the
Local Government Act it is incorporated into the
Annual Business Plan and consolidated financial
statements.
Operating Result
Council’s budget predicts an operating deficit of
$4.4m in 2013-14 (excluding capital revenues)
that includes an operating surplus for Lerwin
Nursing Home of $88k (to be re-invested back
into its operations and used for capital
expenditure).
The current financial position of Council is not
sustainable and as per the Annual Business Plan
for 2012-13, Council is currently reviewing its
financial governance policies and practices to
deliver cost effective services to our community.
In the 2012-13 Annual Business Plan, Council
committed to a cost recovery program to reduce
operating expenditure over the next three years
to help achieve a balanced budget:
Year One (2013) 5% (approx. $1.6m)
Year Two (2014) 4% (approx. $1.2m)
Year Three (2015) 3% (approx. $1m)
Currently Council is on track to achieve the Year
One target. Further to last year’s plan, in July
2012 Council endorsed a Financial Sustainability
Policy CP-012, to establish the following strategic
financial sustainability principles:
» Balanced Budget;
» Funded Asset and Service Provision Costs;
» Review of Assets;
» Debt Limitations; and
» Council Rate Increases.
Balanced Budget
As per Council’s Financial Sustainability Policy,
the target is to strive for a balanced operating
budget (no surplus or deficit) by 2015-16. A
balanced budget ensures equity across current
and future users of Council’s services.
The estimated operating deficit (expenditure
exceeds income) for 2012-13 is $3.89m and the
budgeted operating deficit for 2013-14 is $4.41m.
This is an increase in the operating deficit.
The operating surplus ratio is a key measure for
financial sustainability and is calculated as the
operating surplus (deficit) as a percentage of rate
revenue. The estimated operating surplus ratio is
predicted to be -22% in 2012-13 and -24% in
2013-14. The target for Council under the
Financial Sustainability Policy is to progressively
improve and achieve a operating surplus ratio of
0% by 2015-16.*
Asset Sustainability
Council is currently in the process of doing a full
review of its assets under management to
understand the true value of the assets and the
need for maintenance/replacement. Additionally,
the Asset Management Plan, policies, processes,
and service levels are all being updated. Council
has also implemented new asset management
system which will improve the proactive
management of the asset base. This review will
also examine any assets that may be surplus to
requirement and could be disposed of.
To measure whether Council is providing
effective asset management, it uses the asset
sustainability ratio. This ratio shows the level of
Council’s capital expenditure for renewal and
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replacement of existing infrastructure and assets,
relative to its depreciation costs.
It indicates whether existing infrastructure and
assets are being renewed or replaced at the
same rate that Council’s overall asset stock is
wearing out.
An asset sustainability ratio of less than 100%
indicates that Council’s asset stock is wearing
out faster than it is being renewed or replaced.
As per Council’s Financial Sustainability Policy,
the target is to strive for an asset sustainability
ratio of 75% by 2014-15.
The asset sustainability ratio for the 2012-13
year is estimated to be 42% and the estimated
ratio for 2013-14 is 32%.*
Debt Limitations
Council is proposing to spend a total of $8.69m
on capital projects with funding from
predominantly grants of $3.2m in 2013-14.
Council uses debt to invest in new long term
assets or to replace and renew existing assets
and thereby spread that cost over the longer
term, consistent with the typically long lives of
infrastructure assets. Council’s long term
borrowings are $10.6m and will need to borrow a
further $5m to provide for the proposed capital
works program.
Net Financial Liabilities (or net debt) are
projected to increase from $13m in June 2013 to
$16.9m by June 2014. The Net Financial
Liabilities comprises Council’s total liabilities (i.e.
what Council owes to others - $21.5m) less
financial assets (i.e. cash and what is owed to
Council by others - $4.5m).
The net financial liabilities ratio indicates how
significant the net amount of debt owed to others
(net financial liabilities) is compared with
operating revenue.
As per Council’s Financial Sustainability Policy,
the target net financial liabilities ratio is between
0 and 75% and to work towards decreasing the
ratio over time.
Council’s net financial liabilities ratio is projected
to increase from 48% in 2012-13 to 61% in 2013-
14.*
*All ratios are interim and may be amended as a result of
the Service Level Review, Asset Management Plan and
asset revaluations.
Rates Review
An independent rates review was undertaken by
JAC Pty Ltd in early 2012 where it was deemed
that no siginifcant change in Council’s rating
policy was required. However, it was
recommended that a further review be
undertaken in 2014-15 in response to the
anticpated growth of the area.
Council Rate Increases
As per Council’s Financial Sustainability Policy,
the revenue amount for general rates reflects the
cost to Council to continue to provide existing
services.
As per the policy, Council’s Elected Members will
determine, after consultation with the community,
whether the priority and focus of the Annual
Business Plan are appropriate or whether any
new initiatives or higher standards have sufficient
community support to justify higher rate
increases.
Operating Income and Expenditure
The following pie charts show the main sources
of Operating Revenue and Operating
Expenditure for 2013-14. The proposed budget
financial statements can be found on pages 35-
40.
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2013-14 OPERATING INCOME
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2013-14 OPERATING EXPENDITURE
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ALL ABOUT RATES
Council intends to raise a net sum of $17.433m
from rates in 2013-14 which is an average
increase of 4.2 per cent. The Rural City of
Murray Bridge owns infrastructure and assets
(such as roads, drains, footpaths and buildings
etc) with a current value of around $130m. These
assets deteriorate over time through wear and
tear, and must be replaced or renewed at
appropriate intervals in order to prolong their
useful lives and continue delivering services to
our community.
The proposed increase in rate revenue will
provide necessary funding to maintain the
infrastructure and assets and ensure existing
services are continued. Council is mindful of the
impact on ratepayers and is committed to
developing options to ease the rate burden
through increased funding from other sources
and introducing operational efficiencies.
Rate comparisons
The average (mean) residential rate for the Rural
City of Murray Bridge in 2013-14 is proposed to
be $1,253 compared to $1,201 in 2012-13 and is
represented by a rate of 0.5892 cents in the
dollar.
How are rates calculated?
The amount of rates paid is determined by the
valuation of your property, and the way the
Council will apportion the rates across the
community. Council endeavours to apportion the
rate across the community in an equitable
fashion. Based on initial property valuation
information received for 2013-14 the rate
increase for the average residential premises will
be $52 or $13 per quarter.
Rating policy
Section 147 of the Local Government Act, 1999
provides Council with the delegation to rate all
land within the Rural City of Murray Bridge,
except for land specifically exempt, such as
crown land and land occupied by Council.
Council reviews its rating policy annually and
strives to ensure that is fair and equitable to all.
Land valuation method
Council uses the capital value determined by the
State Valuation Office as the basis for valuing
land and calculating rates.
Property valuations in the Rural City of Murray
Bridge have decreased over the last year with
the average (mean) value of residential
properties decreasing from $216,288 in 2011-12
to $209,106 in 2012-13.
Differential Rate
In the 2013-14 Annual Business Plan and
financial statements, the differential rate for
residential properties (and therefore all land use
categories) is proposed to increase by an
average of 4.2% (CPI plus 2%). The differential
factor/land use categories for 2013-14 will be:
Residential 0.00589282 (base)
Commercial 0.00928474 (60% base)
Industrial 0.00820252 (40% base)
Primary Production 0.00518572 (-12% base)
Vacant Land 0.00758545 (30% base)
Other 0.00589282 (base)
Separate Rates, Services Charges and Service
Rates
Community Wastewater Management System
(CWMS) Riverglen and Woodlane.
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ALL ABOUT RATES (cont’d)
The CWMS Schemes at Riverglen and
Woodlane are funded separately from the overall
Annual Business Plan and Budget and the cost
of running these schemes has been examined in
consultation with the Riverglen Woodlane
Sustainable Rate Working Party, with the view to
arriving at an agreed sustainable charge that
when applied, not only funds the day to day
operations of the schemes but also provides the
ability to fund the whole of life costs of the
schemes.
To achieve full cost recovery Council introduced
a sustainable rate over a five year period. Now
in its fourth year the Woodlane and Riverglen
CWMS and water charges will continue for a
further year prior to review.
All residents at Woodlane have been supplied
with a new water meter and consumption will be
charged at the published SA Water price
schedule for above 130 kL annually in arrears.
New Garbage Collection Service
The supply of a mobile garbage bin to land to
which a new service is provided will incur an
estimated service charge of $68 per bin ($65 in
2012-13) in 2013-14.
Replacement Bins
Replacement of lost, damaged or stolen bins will
incur a service charge of $68 per bin in 2013-14
($65 in 2012-13).
Additional Garbage Collection Service
The supply of additional garbage bin to a
property in which a service is provided will incur
an estimated service charge of $112 per bin in
2013-14 ($108 in 2012-13).
Kerbside Recycling and Green Waste Service Murray Bridge and Rural Communities
For the provision of kerbside recycling services
to land in Murray Bridge and the Rural
Communities to which the service is provided, an
annual service charge of $118 annual service
charge in 2013-14 ($113 in 2012-13).
Kerbside Recycling Service only (Rural areas excluding rural townships)
For the provision of kerbside recycling service
only to land within the rural areas to which the
service is provided, a total service charge of $71
be applied in 2013-14 ($68 in 2012-13).
Natural Resource Management Levy
The Natural Resource Management (NRM) Levy,
set by the NRM Boards, is a State Government
tax imposed under the Natural Resources
Management Act 2004. Council is obliged to
collect the levy on behalf of the State
Government with no net gain to Council. The levy
is based on the capital value of land and is
shown as a separate line on the rates notice.
Pensioner Concessions/State Seniors
Concession/Other Concessions
Eligible pensioners may be entitled to a
concession on their principal place of residence.
All pensioner concession applications are
administered by the State Government.
Rebates
Council is required to provide mandatory rebates
under sections 160 to 165 of the Local
Government Act 1999 in relation to land used for:
» Health services
» Community services
» Religious purposes
» Public cemeteries
» Educational institutions
In addition, Council may provide discretionary
rebates under section 166.
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ALL ABOUT RATES (cont’d)
Rate Remissions, Rate Postponements (including Seniors), Rate Rebates and Rate Capping
Sections 159 to 166 and Section 182 of the Local
Government Act permits Council, upon written
application from the ratepayer and/or various
community groups, to consider rebate
remissions, rate postponements, rate rebates or
rate capping on land use for specific purposes.
Each of these are subject to specific terms and
conditions.
Minimum Rate
Council considers it appropriate that all rateable
properties make a contribution to the cost of
administering the Council’s activities and
maintaining the physical infrastructure that
supports each property.
Council proposes that for the 2013-14 financial
year that a minimum rate will continue to be
applied and will increase from $766 in 2012-13 to
$798 in 2013-14.
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MEASURING OUR PERFORMANCE
Monitoring and measuring performance is
important to ensure our objectives are achieved
and delivery of services to our community is
maintained.
We monitor our progress against outcomes
identified in our Strategic Plan 2011-15 and our
understanding of how we are progressing will
influence future planning.
We primarily measure our progress against the
plan using our quarterly progress reporting
document.
The Council has developed indicators for its
performance that are measured and reported
through:
Financial reports – monitoring financial
performance through a range of reports including
monthly financial statements, three
comprehensive budget reviews each year and
the presentation of audited financial statements
as required under the Local Government Act
Annual Report - measuring how we are
progressing towards achieving our community
objectives and reporting against the strategic
plan and annual business plan
Audit Committee – Council has appointed an
Audit Committee which includes three
independent members to ensure financial and
governance compliance.
A customer satisfaction survey is planned for
2013-14 and will be undertaken periodically with
the aim of identifying community needs and
priorities, expectations of service levels,
awareness of and satisfaction with the services
delivered.
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PERFORMANCE MEASURES
Key Focus Area Key Result Area Indicators
Social Provide appropriate open space for the
community and visitors.
Ensure leisure, recreation and sporting
activities and facilities are available for the
community and visitors.
Improve community health, safety and well-
being
Recognise and celebrate our culture and
heritage
Enhance regional identity through culture
and the arts
Community satisfaction with the
quality, accessibility and availability
of open space and recreation
facilities.
Increase in visitors to the Regional
Art Gallery and Town Hall
performances
Resources contributed to health
related programs, events and
community asset design and
constructed supported by Council.
Environment Improve conservation and enhancement of
the natural environment
Improve the quality and diversity of the built
environment and public realm
Facilitate sustainable opportunities for waste
water use and reuse.
Facilitate sustainable opportunities for
energy use and reuse.
Minimise the environmental impact of waste.
Increased Council use of
stormwater
River and wetland water quality
Completion of planning documents
with developed action plans
Reduction in waste to landfill
Increase the amount of waste
recycled.
Economic Attract new and increase support for existing
enterprises through leadership and
development of key partnerships
Improve regional and local infrastructure
Develop vibrant and sustainable education
precincts
Percentage of population in
workforce
Number of new business start-ups
Number of visitors to the Visitor
Information Centre
Where consistent with value for
money and probity requirements,
maximise local spend
Number and diversity of educational
offerings
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PERFORMANCE MEASURES
Key Focus Area Key Result Area Indicators
Organisation Provide effective and accountable
leadership and teamwork throughout the
organisation
Acknowledge the importance of our staff
and volunteers
Improve customer service
Develop a sustainable organisation
Staff and volunteer satisfaction
(survey)
Staff turnover
Customer satisfaction (survey)
Application of Rewards and
Rocognition policies
Response to community
consultation
Financial indicators within the
optimal range as per LGA
guidelines
Risk profiles (strategic and
operational) developed using
Councils Risk Management
Framework are reviewed and
updated at least once a year and
linked to business plans
35 RURAL CITY OF MURRAY BRIDGE ANNUAL BUSINESS PLAN 2013-14
Annual Business Plan subject to change based upon Public Consultation
AN
NU
AL
BU
SIN
ES
S
PLA
N
FINANCIAL STATEMENTS
RURAL CITY OF MURRAY BRIDGE
STATEMENT OF COMPREHENSIVE INCOME
for the year ended 30 June 2014
Proposed Budget
2014
Forecast Budget
Mar 2013
Original Budget 2013
$'000
$'000
$'000
INCOME
Rates 18296
17718
17611
Statutory charges 538
534
494
User charges 2129
2065
1979
Grants, subsidies and contributions 6344
6453
6649
Investment income 102
111
135
Reimbursements 204
195
110
Other income 377
461
368
Total Income 27,990 27,537 27,346
EXPENSES
Employee costs 11940
12482
12975
Materials, contracts & other expenses 12603
11269
11591
Depreciation, amortisation & impairment 6923
6923
6923
Finance costs 935
692
704
Total Expenses 32,401 31,366 32,193
OPERATING SURPLUS / (DEFICIT) (4,411)
(3,829)
(4,847)
Asset disposal & fair value adjustments 304
235
344
Amounts received specifically for new or upgraded assets 3374
1621
1619
Physical resources received free of charge 71
0
0
NET SURPLUS / (DEFICIT) (660) (1,973) (2,884)
Other Comprehensive Income
Total Other Comprehensive Income
TOTAL COMPREHENSIVE INCOME (662) (1,973) (2,884)
36 RURAL CITY OF MURRAY BRIDGE ANNUAL BUSINESS PLAN 2013-14
Annual Business Plan subject to change based upon Public Consultation
AN
NU
AL
BU
SIN
ES
S
PLA
N
RURAL CITY OF MURRAY BRIDGE
STATEMENT OF CHANGES IN EQUITY
for the year ended 30 June 2014
Accumulated Surplus
Asset Revaluation
Reserve TOTAL EQUITY
Proposed Budget 2014 $'000 $'000 $'000
Balance at end of previous reporting period 74,095 49,771 123,866
Net Surplus / (Deficit) (662)
(662)
Other Comprehensive Income
Transfer to reserves
-
Transfers between reserves
-
Balance at end of period 73,433 49,771 123,204
Forecast Budget Mar 2013
Balance at end of previous reporting period 76,068 49,771 125,839
Net Surplus / (Deficit) (1,973)
(1,973)
Other Comprehensive Income
Transfer to reserves
-
Transfers between reserves
-
Balance at end of period 74,095 49,771 123,866
37 RURAL CITY OF MURRAY BRIDGE ANNUAL BUSINESS PLAN 2013-14
AN
NU
AL
BU
SIN
ES
S
PLA
N
RURAL CITY OF MURRAY BRIDGE
BALANCE SHEET
for the year ended 30 June 2014
Proposed Budget 2014
Forecast Budget 2013
Original Budget 2013
ASSETS $'000
$'000
$'000
Current Assets
Cash and cash equivalents 1,580
1,189
1,189
Trade & other receivables 2,992
2,992
2,992
Inventories 4 4 4
4,576
4,185
4,185
Non-current Assets held for Sale -
-
-
Total Current Assets 4,576 4,185 4,185
Non-current Assets
Financial Assets -
-
-
Infrastructure, Property, Plant & Equipment 137,142
131,642
131,642
Other non current assets 1,100
1,350
1,350
Work in Progress Capital Works 1,942
3,891
7,679
Total Non-current Assets 140,184 136,883 140,671
Total Assets 144,760 141,068 144,856
LIABILITIES
Current Liabilities
Trade & Other Payables 2,284
2,284
2,284
Borrowings 1,061
1,382
1,382
Provisions 2,135
2,135
2,135
Other Current Liabilities 421
421
421
Total Current Liabilities 5,901 6,222 6,222
Non-current Liabilities
Trade & Other Payables
-
-
Borrowings 15,300
10,625
12,440
Provisions 355
355
355
Liability - Equity accounted Council businesses
-
-
Other Non-current Liabilities
-
-
Total Non-current Liabilities 15,655 10,980 12,795
Total Liabilities 21,556 17,202 19,017
NET ASSETS 123,204 123,866 125,839
EQUITY
Accumulated Surplus 73,433
74,095
76,068
Asset Revaluation Reserves 49,771
49,771
49,771
Available for sale Financial Assets -
-
-
Other Reserves -
-
-
TOTAL EQUITY 123,204 123,866 125,839
38 RURAL CITY OF MURRAY BRIDGE ANNUAL BUSINESS PLAN 2013-14
AN
NU
AL
BU
SIN
ES
S
PLA
N
RURAL CITY OF MURRAY BRIDGE
CASH FLOW STATEMENT
for the year ended 30 June 2014
Proposed Budget 2014
Forecast Budget Mar 2013
CASH FLOWS FROM OPERATING ACTIVITIES $'000
$'000
Receipts
Operating receipts 27,889
27,425
Investment receipts 102
111
Payments
Operating payments to suppliers & employees (25,542)
(24,590)
Finance payments (935) (692)
Net Cash provided by (or used in) Operating Activities 2,514
2,254
CASH FLOWS FROM INVESTING ACTIVITIES
Receipts
Amounts specifically for new or upgraded assets 3,374
1,621
Sale of replaced assets 215
260
Sale of surplus assets 250
-
Sale of investment property -
-
Net disposal of investment securities -
-
Sale of real estate developments -
-
Repayments of loans by community groups -
-
Distributions received from associated entities -
-
Payments
Expenditure on renewal/replacement of assets (1,966)
(2,631)
Expenditure on new/upgraded assets (6,729)
(4,142)
Purchase of investment property -
-
Net purchase of investment securities -
-
Development of real estate for sale -
-
Loans made to community groups -
-
Capital contributed to associated entities -
-
Net Cash provided by (or used in) Investing Activities (4,856) (4,892)
CASH FLOWS FROM FINANCING ACTIVITIES
Receipts
Proceeds from Borrowings 5,000
3,900
Proceeds from Aged Care Facility deposits -
-
Payments
Repayments of Borrowings (2,267)
(1,539)
Repayment of Finance Lease Liabilities -
-
Repayment of Aged Care Facility deposits -
-
Net Cash provided by (or used in) Financing Activities 2,733 2,361
Net Increase (Decrease) in cash held 391
(544)
Cash & cash equivalents at beginning of period 1,189
1,733
Cash & cash equivalents at end of period 1,580 1,189
39 RURAL CITY OF MURRAY BRIDGE ANNUAL BUSINESS PLAN 2013-14
AN
NU
AL
BU
SIN
ES
S
PLA
N
RURAL CITY OF MURRAY BRIDGE
UNIFORM PRESENTATION OF FINANCES
for the year ended 30 June 2014
Proposed Budget 2014
Forecast Budget Mar 2013
$'000
$'000
Income
27,990
27,537
less Expenses
32,401
31,366
Operating Surplus / (Deficit)
(4,411) (3,829)
less Net Outlays on Existing Assets
Capital Expenditure on renewal and replacement of Existing Assets 1,966
2,773
less Depreciation, Amortisation and Impairment 6,923
6,923
less Proceeds from Sale of Replaced Assets 215 235
(5,172)
(4,385)
less Net Outlays on New and Upgraded Assets
Capital Expenditure on New and Upgraded Assets
(including investment property & real estate developments) 6,729
4,537
less Amounts received specifically for New and Upgraded Assets 3,374
1,621
less Proceeds from Sale of Surplus Assets (including investment property and real estate developments) 250
3,105
2,916
Net Lending / (Borrowing) for Financial Year (2,344) (2,360)
40 RURAL CITY OF MURRAY BRIDGE ANNUAL BUSINESS PLAN 2013-14
AN
NU
AL
BU
SIN
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S
PLA
N
RURAL CITY OF MURRAY BRIDGE
DRAFT Financial Indicators
for the year ended 30 June 2014
Forecast Budget 2014
Forecast Budget Mar 2013
Operating Surplus
Operating Surplus -24%
-22%
Operating surplus before capital revenues / Total rates (Total rates excludes revenue from the NRM levy)
Net Financial Liabilities Ratio 61% 48% Net Financial Liabilities
Net financial liabilities / total operating revenue (excluding revenue from NRM levy)
Asset Sustainability Ratio 32% 42% Net Asset Renewals
Net Asset renewals expenditure is defined as net capital expenditure on the renewal and replacement of existing assets, and excludes new capital expenditure on the acquisition of additional assets.
Rural City of Murray Bridge
2 Seventh Street,Murray Bridge. SA 5048
p 08 8539 1100 f 08 8532 2766
council@murraybridge.sa.gov.au
Visitor Information Centre
3 South Terrace
Murray Bridge
T 08 8539 1142
Works Depot
21 Hindmarsh Road
Murray Bridge
T 08 8539 1160
Public Library
Level 2
Murray Bridge Market Place
Murray Bridge
T 08 8539 1175
Regional Gallery
27 Sixth Street
Murray Bridge
T 08 8539 1420
Lerwin Nursing Home
67 Joyce Street
Murray Bridge
T 08 8539 1185
Youth Centre
3-5 Railway Terrace
MURRAY Brdige
T 08 8531 2122
Town Hall
13-17 Bridge Street
Murray Bridge
T 08 8539 1430
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