balranald shire operational plan€¦ · the 2013-2014 operational plan presents the council’s...

Balranald Shire

OPERATIONAL

PLAN

2013-2014

Sub Plan to Balranald Shire

Delivery Program

2012-2016

Draft May 2013

2

Forward by the Mayor Page 3 Balranald Shire 2022 Objectives Page 4 Performance Measures Page 11 General Purpose Rates Schedule 0 Pricing Policy Page 21 Fees and Charges Page 23 Proposed Borrowings Page 24 Estimates Summary Page 25 Detailed Estimates of Income & Expenditure Page 27 Capital Works – Asset Program Page 46 Road Works Program Page 48 Acronyms and Abbreviations Page 49

Contents

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The 2013-2014 Operational Plan presents the Council’s response to implementing the Shire’s community strategic plan Balranald Shire 2022. This Operational Plan outlines the elected Council’s service delivery priorities in the first year of their Council term. As well as delivering core services, the key achievements in this operational plan include:

The Interpretative Centre Project

Renovation of the old Baby Health Centre to create a new Court House for Balranald

Construction of a new filtered water main for the delivery of filtered water to Malcolm St Balranald

Construction of another section of the main street project

Reconstruction of Market Street between Cally and River Streets by the Roads & Maritime Services The 2013-2014 Operational Plan focuses on delivering the following priorities:

Supporting the achievement of a more financially sustainable Council while delivering a wide range of services and facilities for residents and visitors

Upgrading existing assets and infrastructure in accordance with community priorities, asset management requirements and available funding in such areas as transport and storm water infrastructure, footpaths, cycleways, town centres, public toilets, sport and recreation facilities and libraries.

Continuing to invest in the protection and enhancement of the Shire’s natural assets including water quality, biodiversity, bushland and nature - based tourism infrastructure.

Fulfilling the Council’s commitment to major projects.

Cr Steve O’Halloran

MAYOR, BALRANALD SHIRE COUNCIL

Forward by

the Mayor

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Balranald Shire 2022 Objectives

Balranald Shire 2022

Objectives

Council Services Annual Operation Plan Actions 2013-2014

Responsible Officer and/or Committee

1.2.1 Community Development a) Create welcome teams in each township b) Assemble welcome kits with information

DECD and Balranald Inc. DECD/CDO/TO

1.2.2 Community Development c) Create welcome to country information signage DECD and BALC

1.2.3 Community Development a) Develop a skill and passion survey b) Create database and website c) Create connection between shared skills and passions

DECD/CDO DECD/CDO DECD/CDO

1.2.4 Community Development c) Develop quality community website DCS/DECD

1.2.5 Community Development a) Regular Council E-Newsletter b) Use of community conversations and focus groups

DECD/CDO DCS/DECD

1.3.1 Community Development a) Re-establish the Youth Council b) Investigate the establishment of a youth centre c) Investigate the appointment of a youth worker f) Expand options at the Balranald swimming pool

DECD/CDO DECD/DID DECD and community DID

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A liveable and thriving community that maintains lifestyle opportunities and addresses its disadvantages

Council will implement the following actions from the Community Strategic Plan


Objectives



2.1.1 Community Development a) Develop, implement and promote a population

retention and attraction strategy

DECD/CDO

2.1.2 Economic Development b) Research other towns experiencing new mining activities

DECD/CDO

2.2.3 Aged Care a) Examine needs and options for an ageing population

DCS

2.3.2 Infrastructure a) Investigate extending the pool length to 50 metres c) Construct hydrotherapy pool

DID/OE DID/OE/OS

2.3.4 Infrastructure b) Consultation with the community c) Preparation of proposals

DID/DECD DID/OE/ETO

Pillar Two: OUR PLACE

6


Objectives



3.1.1 Economic Development a) Develop a Balranald Business Association

DECD/CDO and business community

3.1.2 Economic Development a) Source funding for BEAR b) Design survey c) Recruit volunteer interviewers d) Implement the program over a two month period e) Prepare BEAR report

DECD/CDO DECD/CDO DECD/CDO DECD/CDO DECD/CDO

3.2.2 Economic Development c) Complete construction of Interpretive, Visitor Infor-mation, Café and Amenities buildings

GM/DID

3.2.4 Economic Development c) Lobby for sealing of the Mungo access and loop

roads

d) Lobby for improved communications within the Parks

GM and NPWS

GM and NPWS

A community that ensures a strong and resilient economy


Pillar Three: OUR ECONOMY

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Objectives



3.2.5 Community Development a) Promote local awareness of NLP

b) Develop application for inclusion in NLP

GM/DECD and NPWS

GM and NPWS

3.2.6 Infrastructure a) Undertake signage audit and develop a signage plan

DECD/TPM

3.2.7 Infrastructure and

Economic Development

a) Extend the heritage theme throughout Market Street

b) Continue to pursue funding for Market Street upgrade

c) Encourage business owners to enhance shop

facades

DID/OE/ETO

DID/OE/ETO

DECD and Balranald Inc.

3.3.1 Economic and Community Development

b) Audit local industry and business training needs c) Identify relevant training funding sources d) Develop a calendar of training programs e) Establish collaborative training arrangements with accredited trainers (MADEC, Riverina TAFE and MMT)

Balranald Inc. Balranald Inc. Balranald Inc. Balranald Inc.

Pillar Three: OUR ECONOMY continued

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4.1.1 Community Development

a) Undertake a Shire Heritage assessment e) Extend the Heritage Trail in Balranald

DECD/CDO DID/DECD

Pillar Four: OUR CULTURE

A community that respects and celebrates its diverse cultures, heritage and arts


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Pillar Five: OUR INFRASTRUCTURE

A community that maintains and strengthens its natural and built environment





5.2.1 Infrastructure a) Lobby for extension of mobile phone coverage and utilisation of unused mobile phone towers

GM

5.2.2 Infrastructure a) Lobby for inclusion in the next roll out of the NBB GM

5.3.2 Infrastructure a) Review the pedestrian access management policy DID/ETO

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a) Audit current leadership development opportunities at local, regional and State levels

DECD/CDO

6.3.1 Civic Services a) Organise regular forums that enable community participation in decision making b) Continue to encourage community involvement in Council Committees

GM GM

6.3.2 Organisational Management a) Provide good governance, prudent financial management and effective support services for all its activities

GM/DCS/DID/DECD

Pillar Six: OUR LEADERSHIP

A community that values and fosters leadership, lifelong learning, innovation and good governance


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Performance Measurement\

Pillar One: OUR PEOPLE

A community that is proactive, engaged, inclusive and connected

Council will measure the performance of the following actions from the Community Strategic Plan



Action Performance Measurement

1.2.1 Community Development a) Create welcome teams in each township b) Assemble welcome kits with information

Teams in place by June 2014 Kit prepared by March 2014

1.2.2 Community Development c) Create welcome to country information signage Signage to be created and installed by June 2014

1.2.3 Community Development a) Develop a skill and passion survey b) Create database and website c) Create connection between shared skills and passions

Completed by March 2014 Completed by March 2014 Completed by June 2014

1.2.4 Community Development c) Develop quality community website Website completed by December 2013. User survey by March 2014

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1.2.5 Community Development a) Regular Council E-Newsletter b) Use of community conversations and focus groups

Implemented by December 2013 Improved liaison with community. Increased community participation in conversations and focus groups

1.3.1 Community Development a) Re-establish the Youth Council b) Investigate the establishment of a youth centre

c) Investigate the appointment of a youth worker f) Expand options at the Balranald swimming pool

Established by April 2014 Completed by April 2014 Investigation complete with options identified Investigations complete by March 2014. Report to Council




Pillar One: OUR PEOPLE

continued

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2.1.1 Community Development a) Develop, implement and promote a population retention and attraction strategy

Strategy developed by April 2014. Implementation and promotion by June 2014

2.1.2 Economic Development b) Research other towns experiencing new mining activities

Research completed by March 2014

2.2.3 Aged Care a) Examine needs and options for an ageing population Surveys and focus groups completed by March 2014

2.3.2 Infrastructure a) Investigate extending the pool length to 50 metres c) Construct hydrotherapy pool

Investigations complete by March 2014. Report to Council Pool construction completed by September 2013

2.3.4 Infrastructure b) Consultation with the community c) Preparation of proposals

Community consultation completed by December 2013 Proposals completed by March 2014

Pillar Two: OUR PLACE

A liveable and thriving community that maintains lifestyle opportunities and addresses its disadvantages


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3.1.1 Economic Development a) Develop a Balranald Business Association Business Association established by December 2013

3.1.2 Economic Development a) Source funding for BEAR b) Design survey c) Recruit volunteer interviewers d) Implement the program over a two month period e) Prepare BEAR report

Funding secured by November 2013 Completed by January 2014 Recruitment completed by February 2014 Surveys completed by April 2014 Report prepared by June 2014

3.2.2 Economic Development

c) Complete construction of Interpretive, Visitor Infor-mation, Café and Amenities buildings

Construction completed by June 2014

3.2.4 Economic Development c) Lobby for sealing of the Mungo access and loop

roads

d) Lobby for improved communications within the

Parks

Stakeholders engaged and

submissions formulated by

March 2014

Stakeholders engaged and

submissions formulated by

March 2014


A community that ensures a strong and resilient economy


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3.2.5 Community Development a) Promote local awareness of NLP

b) Develop application for inclusion in NLP

Community engagement

undertaken by December 2013

Application developed in

conjunction with NPWS by May

2014

3.2.6 Infrastructure a) Undertake signage audit and develop a signage plan

Town entrance signage completed by June 2014

3.2.7 Infrastructure and Economic

Development

a) Extend the heritage theme throughout Market Street

b) Continue to pursue funding for Market Street

upgrade

c) Encourage business owners to enhance shop

facades

Streetscape plan developed by December 2013

Further funding investigated and submissions completed by April 2014

Focus groups and workshops

conducted by May 2014





continued

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3.3.1 Economic and Community Development

b) Audit local industry and business training needs c) Identify relevant training funding sources d) Develop a calendar of training programs e) Establish collaborative training arrangements with accredited trainers (MADEC, Riverina TAFE and MMT)

Audit undertaken by Balranald Inc. by June 2014 Funding sources identified by Balranald Inc. by June 2014 Calendar of training programs completed by Balranald Inc. by June 2014 Quarterly meetings held with training providers by Balranald Inc.


continued

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Pillar Four: OUR CULTURE

A community that respects and celebrates its diverse cultures, heritage and arts






a) Undertake a Shire Heritage assessment e) Extend the Heritage Trail in Balranald

Shire Heritage assessment by March 2014 Extension of Heritage Trail completed by May 2014

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Pillar Five: OUR INFRASTRUCTURE

A community that maintains and strengthens its natural and built environment





5.2.1 Infrastructure a) Lobby for extension of mobile phone coverage and utilisation of unused mobile phone towers

Submissions completed to relevant stakeholders by September 2013

5.2.2 Infrastructure a) Lobby for inclusion in the next roll out of the NBB Submissions completed to relevant stakeholders by September 2013

5.3.2 Infrastructure a) Review the pedestrian access management policy Policy reviewed by February 2014

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A community that values and fosters leadership, lifelong learning, innovation and good governance






a) Audit current leadership development opportunities at local, regional and State levels

Audit completed by April 2014

6.3.1 Civic Services a) Organise regular forums that enable community participation in decision making b) Continue to encourage community involvement in Council Committees

Regular Committee meetings held Additional advertising through Council newsletter to attract new members to Committees

6.3.2 Organisational Management a) Provide good governance, prudent financial management and effective support services for all its activities

Less than 15 customer complaints. No audit qualifications

Pillar Six: OUR LEADERSHIP

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Description Assess. Land Value Ad Valorem Rate

Ad Valorem

Value

Base Amount

Base Amount Value

Notional Income

Yield

Base Rate

Average Income per

Property

$ % $ $ $ $ % $

Farmland - General 253 155,191,480 0.003892 604,005 300 75,900 679,905 11.16% 2687

Farmland - Other Rural 86 5,714,100 0.002736 15,634 140 12,040 27,674 43.51% 322

Farmland - Intense 106 9,840,500 0.007487 73,676 325 34,450 108,126 31.86% 1020

Farmland Total 170,746,080 693,315 122,390 815,705

Residential - Balranald 525 18,284,300 0.004093 74,838 129 67,725 142,563 47.51% 272

Residential - Euston 255 11,477,420 0.002900 33,285 128 32,640 65,925 49.51% 259

Residential - General 106 2,170,260 0.004480 9,723 83 8,798 18,521 47.50% 175

Residential Total 31,931,980 117,846 109,163 227,009

Business - Balranald 71 2,727,580 0.027900 76,099 309 21,939 98,038 22.38% 1381

Business - Euston 15 1,828,460 0.016725 30,586 311 4,665 35,251 13.23% 2350

Business - Mining 12 329,770 0.007169 2,364 134 1,3608 3,972 40.48% 331

Business - Rural 70 706,350 0.018600 13,138 99 6,930 20,068 34.53% 287

Business - Mineral Sands Ext 0 0 0.063880 0 90 0 0 0.00% 0

Business Total 5,592,160 122,187 35,142 157,329

GRAND TOTAL 1499 208,270,220 933,348 266,695 1,200,043

GENERAL RATES & CHARGES

Proposed 2013/2014

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Code Type of Service Basis for Fee 1. Public Good - Service provides a broad community benefit. Inconceivable Zero Cost Recovery or impractical to charge for service on a user basis. 2. Practical Constraint - Service is a minor part of the overall operation of Council, Zero Cost Recovery or the potential for revenue collection is so minor as to be outweighed by the costs of collection. 3. Shared Benefits - Benefits from the provision of the service accrue to the Partial Cost Recovery community as a whole as well as individual users, (Community Service Obligation). 4. Stimulus - A stimulus to the demand for the service is required. In the short Partial Cost Recovery term only part of the cost of the service is to be recovered. 5. Evasion - Charging prices to recover full cost may result in widespread evasion. Partial Cost Recovery 6. Equity - the service is targeted to low income users. Partial Cost Recovery 7. Economic - Service promotes or encourages local economic activity. Full Cost Recovery

8. Private Good - Service benefits particular users making a contribution to their Full Cost Recovery individual income, welfare or profits without any broader benefits to the community. 9. Monopoly - Council has a monopoly over the provision of the service and there Full Cost Recovery

PRICING POLICY

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Code Type of Service Basis for Fee 10. Developmental - Fee set will enable Council to develop and maintain a service. Full Cost Recovery 11. Contribution - Charges levied to compensate community for an increase in demand Full Cost Recovery for service or facilities as a consequence of a development proposal. 12. Regulatory - Non-fixed - Fee charged to cover cost incurred by legislative Full Cost Recovery requirements where no community service obligation exists. 13. Regulatory - Fixed - Fee fixed by legislation. Regulatory 14. Market - Service provided is in competition with that provided by another council Reference Pricing or agency (private or public) and there is pressure to set a price which will attract adequate usage of the service. 15. In-House - Service provided predominantly for Council use but sale to external Reference Pricing markets will defray costs. 16. Entrepreneurial - The service is a profit making activity and the price paid by users Rate of Return Pricing should recover an amount greater than the full cost of providing that service. 17. Penalty - Fee charged is greater than the cost of the service so as to act as a Rate of Return Pricing dis-incentive.

PRICING POLICY

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The 2013-2014 Schedule of Fees and Charges has been produced as a

separate supplementary document to this Plan

SCHEDULE OF FEES AND CHARGES

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Part 12 of Chapter 15 of the Local Government Act, 1993 provides that Council may borrow at any time for any purpose allowed under the Act. The Council may borrow by way of overdraft or loan or by any other means approved by the Minister. The Minister may, from time to time, impose limitations or restrictions on borrowings by a particular Council or Councils generally despite the other provisions referred to above. Council has arranged an overdraft facility with Westpac Banking Corporation, Balranald, of $200,000. A loan of $610,000 is proposed for the Balranald Court House ($360,000) and new General Managers Residence ($250,000) in the 2013/14 operational plan.

PROPOSED BORROWINGS

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ESTIMATES SUMMARY

Estimates 2013 - 2014

BUDGET SUMMARY Expenditure Income

OFFICE OF GENERAL MANAGER

ORGANISATION MANAGEMENT 215,250 34,750

CIVIC SERVICES 245,125 27,000

TOTAL OFFICE OF GM 460,375 61,750

CORPORATE SERVICES DIVISION

FINANCE & ADMINISTRATION 1,937,376 3,878,943

RETIREMENT HOSTEL 931,950 931,950

SOCIAL & COMMUNITY DEVELOPMENT 466,548 381,230

TOURISM & ECONOMIC DEVELOPMENT 2,630,090 2,169,490

TOTAL CORPORATE SERVICES 5,965,964 7,361,613

INFRASTRUCTURE & DEVELOPMENT

DIVISION

TRANSPORT INFRASTRUCTURE 6,352,837 5,738,368

EMERGENCY SERVICES 341,073 165,300

PLANT & DEPOT MANAGEMENT 1,416,867 1,884,375

PARKS, SPORTING & RECREATION 562,609 144,489

COMMUNITY FACILITIES 635,148 459,901

PLANNING & DEVELOPMENT 102,350 41,650

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Estimates 2013 - 2014

BUDGET SUMMARY Expenditure Income

INFRASTRUCTURE & DEVELOPMENT

DIVISION CONTINUED

ENVIRONMENT & HEALTH 104,600 37,655

WASTE SERVICES 287,040 300,762

WATER SERVICES 832,950 938,569

SEWER SERVICES 333,080 343,716

TOTAL INFRASTRUCTURE & DEVELOP 10,968,554 10,054,785

Total Budget 17,394,893 17,478,148

Net Budget Surplus/(Deficit) 83,255

General Fund (33,000)

Water Fund 105,619

Sewer Fund 10,636

ESTIMATES SUMMARY Continued

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NOTES

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BALC Balranald Aboriginal Lands Council BIG Balranald Interagency Group BEAR Business Expansion and Retention Program CDO Community Development Officer DCS Director of Corporate Services DECD Director of Economic and Community Development DID Director of Infrastructure and Development ETO Engineering Technical Officer GM General Manager ICAS Indigenous Capital Assistance Scheme IFP Indigenous Funding Program MADEC Mildura and District Educational Council MMT Murray Mallee Training NAIDOC National Aborigines and Islanders Day Observance Committee NBB National Broad Band NEIS New Enterprise Incentives Scheme NPWS NSW National Parks and Wildlife Service OE Operations Engineer OS Overseer RRGRECDF Riverina Red Gum Regional Employment and Community Development Fund TO Tourism Officer

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ACRONYMS AND ABBREVIATIONS

balranald shire operational plan€¦ · the 2013-2014 operational plan presents the council’s...

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