community & council plan 2017 - 2021 · the quality of life of our residents. ... council plan...
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COMMUNITY & COUNCILPLAN2017 - 2021
$3 BILLION ECONOMY
53,326 POPULATION
39 YEARS AVERAGE AGE
16% BORN OVERSEAS
MORE THAN 70 DIFFERENT CULTURES
51% FEMALE 49% MALE
22,300 SQUARE KILOMETRES
9% SPEAK A LANGUAGE OTHER
THAN ENGLISH
The average age of Victoria’s population is 37 years
We are the ninth largest city in Victoria
Majority of arrivals are from India, Afghanistan and England
Centred on our proud heritage as a major agricultural and
horticultural centre
We have the second largest population of Aboriginal and Torres Strait Islander
people in regional Victoria
The ratio for the State of Victoria is the same
Italian is the second most common language spoken
Mildura Rural City covers almost ten per cent of Victoria
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CONTENTS
VISION 2WELCOME 3DEVELOPING THE COMMUNITY AND COUNCIL PLAN 5ABOUT COUNCIL 6WHO WE ARE 7COMMUNITY 9
1.1 Community Safety 101.2 Community Development 111.3 Community Health and Wellbeing 121.4 Community Services 131.5 Arts, Culture & Heritage 141.6 Recreation and Sport 15
ENVIRONMENT 172.1 Environmental Sustainability 182.2 Waste 192.3 Parks 202.4 Infrastructure, Assets and Facilities 212.5 Strategic Land Use 23
ECONOMY 253.1 Economic Development and Tourism 263.2 Events 27
COUNCIL 294.1 Leadership and Representation 304.2 Communication and Engagement 314.3 Customer Service 324.4 Financial Sustainability 334.5 Organisational Management 34
STRATEGIC RESOURCE PLAN 2017/18 TO 2020/21 38GLOSSARY 48
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2017 – 2021
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Organisational Management
Financial Sustainability
Customer Service
Leadership & Representation
Environmental Sustainability
Waste
Parks
Infrastructure Assets & Facilities
Strategic Land Use
Recreation & Sport
Arts, Culture & Heritage
Community Health & Wellbeing
Community Safety
Community Development
Community Services
Communication & Engagement
Economic Development
& Tourism
Events
COMMUNITY COUNCILENVIRONMENT ECONOMY
VISION
The 2017–2021 Community and Council Plan outlines what our vision of ‘Making this the most liveable, people-friendly community in Australia’ means to our community and documents how we will work towards it over the next four years.
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WELCOME
Welcome to the Mildura Rural City Community and Council Plan 2017-2021.
This is an important document as it guides Council’s priorities, strategies and objectives for the coming four years in four broad strategic areas – Community, Environment, Economy and Council. It also reflects the thoughts and priorities of the community following an extensive consultation process in early 2017.
With a population of more than 53,000 people, Council works very hard to provide the best services, infrastructure and support we can. As a regional city, we operate in an environment that requires strong advocacy to other levels of government to ensure our voice is heard and our needs are not overshadowed by those of capital cities.
It is our role to listen, lead and govern for all, and with the community’s input, the goals and actions outlined in this document will guide our decision making over the next four years. We are a diverse community with many vibrant towns, cultures and landscapes, and well planned priorities. Keeping our streets safe and clean, supporting our youth, attracting new investment and creating jobs are just a few of the goals the community told us they would like to see shape the future of our region.
I thank everyone who contributed to the Community and Council Plan 2017-21. I feel very proud of what we have committed to as a community and look forward to what we will achieve as we work towards our vision of ‘Making this the most liveable, people-friendly community in Australia’ over the next four years.
Cr Glenn Milne Mildura Rural City Council Mayor
For Mildura Rural City Council, the community is at the centre of everything we do. As our region continues to grow, with many more residents, businesses and visitors, it is important for Council to balance the needs and wants of our community, all while maintaining the ‘country lifestyle feel’ residents have told us they value.
We will continue to focus on the social, environmental and economic factors which affect the quality of life of our residents. Financial sustainability presents both challenges and opportunities for any council. To ensure we practice financial constraint, Council will continue to use a service review process to identify priorities and ensure available resources are allocated fairly across the entire municipality. Maintaining existing infrastructure and services will be balanced against the need for new projects, particularly in our remote areas.
In addition to being financially responsible, maintaining a high level of customer service, being accessible to all and consulting the community in our decision making wherever possible all remain Council’s guiding objectives going forward, and the goals and actions outlined in this document will directly inform the work of our staff. We have a record of advocacy on behalf of the community, but an even greater focus on this will be needed in the future to ensure the priority projects identified by the community remain at the fore.
Council has an outstanding workforce who are passionate about the area they live and work in and we look forward to supporting our Councillors to deliver the Community and Council Plan 2017-21.
Mr Gerard José Chief Executive Officer
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2017 – 2021
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DEVELOPING THE COMMUNITY AND COUNCIL PLAN
The Community and Council Plan 2017–2021 was developed with the input of everyone it affects – Councillors, Council staff, and importantly, the residents and ratepayers of our region.
In an extensive consultation process, we invited people from all walks of life to ‘Help Shape Our Future’ and collated the feedback we received, highlighting common themes and issues as they emerged. Our staff then worked through this information, honing in to pin-point the priorities of our community for the future.
This information was then presented to Councillors, who reviewed it further, finalising our Strategic Objectives, Key Result Areas, Goals, Measures and Actions. These details were then outlined in a Draft Community and Council Plan document. The community was given the opportunity to review the Draft Community and Council Plan and share their ideas on it with us before the final Community and Council Plan 2017–2021 was officially endorsed and adopted by Council.
The Community and Council Plan sets out how we will work towards our vision of ‘Making this the most liveable, people-friendly community in Australia’ over the next four years.
It will be used to guide the management and delivery of Council services and infrastructure for residents and inform Council’s annual planning and budget processes.
2,956 Residents engaged
1,155 people completed the Help Shape Our Future survey
131 Engagement activities and events
28 Drop-in stalls
Strategic ObjectivesThe Community and Council Plan is structured around four Strategic Objectives that we will strive towards.
Key Result AreasWithin each Strategic Objective are a number of Key Result Areas (KRAs) – there are 18 in total.
Each KRA includes a set of goals and the measures we will use to evaluate progress towards these goals.
ActionsThe actions we will implement to reach the goals within the 18 KRAs are also outlined in the Community and Council Plan. Each action has a specific timeframe against it.
ADMINISTRATIONBRINGING THE
COUNCIL’S VISION TO LIFE
VISION DEVELOPED
COMMUNITY & COUNCIL PLAN
ANNUAL BUDGET
VISION DELIVERED
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REPRESENTING THE NEEDS AND VISION OF THE COMMUNITY
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2017 – 2021
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ABOUT COUNCIL
Acknowledgment of CountryCouncil acknowledges the traditional custodians of the land which now comprises the Mildura Rural City Council area, and to those of our neighbouring municipalities. We pay our respects to Elders past and present; we celebrate and respect their continuing culture and connection to the land.
Our Council Council is made up of nine publicly elected Councillors who each serve four year terms. The day-to-day operations of the organisation are led by the Chief Executive Officer, who is appointed by Council.
Mildura Rural City Council plays an important role in helping shape the future of the region and enhancing community wellbeing. Council delivers more than 100 different services to residents across our municipality. In addition to the three main customer service centres, Council’s workforce and services are spread across the municipality which include worksites and public access points such as Libraries, Depots, Landfills, Child Care and Maternal and Child Health Centres, and Swimming Pools.
Our ValuesRespect - We will be respectful towards others and value differences
Honesty - We will be ethical and open
Integrity - We will be reliable and trustworthy in all that we do
Transparency - We will be objective and fair in our communications and decisions
Accountability - We will be consistent and responsible for our actions
Our PrinciplesLeadership - By providing clear direction through strategies and plans Council will achieve agreed outcomes for our community
Customers - Council is here to provide services to the whole municipality and therefore our community should have a say in what we do and how we do it
Systems Thinking - Council recognises that achieving excellent outcomes for our community is done through all parts of the organisation working together effectively and with other levels of government and the wider community
People - By involving and developing people, Council enhances commitment, performance and working relationships to improve organisational outcomes
Continuous Improvement - To remain relevant and capable of producing excellent results our organisation needs to continually learn and adapt
Information & Knowledge - Council will make the best quality decisions when effort is spent to collect and present all objective relevant data and information
Variation - By addressing the underlying factors that cause our processes to deliver inconsistent or unpredictable outcomes (variation) Council’s customers will receive the highest standard of service
Corporate & Social Responsibility - Council will manage its operations to comply with law and ethical standards and to produce an overall positive impact on our community
Sustainable Results - To deliver sustainable results Council must have a culture that promotes accountability through all levels of the organisation
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2017 – 2021
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WHO WE ARE
Organisational Development
Information Systems
Financial Services
Corporate Administration
General Manager Corporate
Chris Parham
Chief Executive OfficerGerard José
General Manager Development
Mandy Whelan
General Manager Community
Martin Hawson
Works & Infrastructure
ServicesParks & Waste
Services
Development Services
Asset Services
Community Care Services
Leisure & Cultural Services
Community Futures
2017 Organisation Chart
The Council was elected on 22 October 2016 and comprises nine Councillors, including Mayor and Deputy Mayor.
Cr Greg Brown
Cr Glenn Milne Cr Jason Modica Cr Min Poole Cr Max Thorburn
Cr Anthony Cirillo Cr Simon Clemence Cr Ali Cupper Cr Mark Eckel
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2017 – 2021
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WE WILL CREATE A SAFE, SUPPORTIVE PLACE TO LIVE, WHERE DIVERSITY AND LIFESTYLE OPPORTUNITIES ARE ENHANCED
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“I WANT TO FEEL SAFE IN THE
COMMUNITY AT NIGHT”
“A STRONGER FOCUS ON DRUG
& ALCOHOL ISSUES”
“CHILDHOOD OBESITY IS A MAJOR CONCERN
IN OUR COMMUNITY”
“OUR ARTS AND CULTURE
PROGRAM IS ONE OF
THE BEST IN VICTORIA”
“WE NEED BETTER ROADS
IN REMOTE AREAS”
“I WANT MY KIDS TO HAVE
THE BEST EDUCATION”
“AS A YOUNG PERSON I WANT
MORE YOUTH ACTIVITIES”
“WE NEED A HIGH STANDARD
SPORTING FACILITY IN MILDURA”
1.1 Community Safety
1.2 Community Development
1.3 Community Health and Wellbeing
1.3 Community Health and Wellbeing
1.5 Arts, Culture & Heritage
1.1 Community Safety
1.4 Community Services
1.6 Recreation and Sport
COMMUNITY
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1.1 Community Safety
Goals Measures
People feel safe Community perception of personal safety
People are safe Childhood accidents
Crimes against persons
Crimes against property
Road trauma
Reported public safety incidents
Number of animal attacks
Drug related crime
A community well-prepared for emergencies Community satisfaction with emergency management
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Implement Community Safety Plan 2015 to 2019
Review Community Safety Plan 2015 to 2019
Implement Community Safety Plan 2020 to 2024
Develop Public Lighting Strategy 2018 to 2022
Implement Public Lighting Strategy 2018 to 2022
Implement Road Safety Strategic Plan 2017 to 2021
Review Domestic Animal Management Plan 2014 to 2017
Implement Domestic Animal Management Plan 2018 to 2021
Implement Public Asset Inspection Program
Implement Municipal Emergency Management Strategy 2017 to 2020
Review Municipal Emergency Management Strategy 2017 to 2020
Implement Municipal Emergency Management Strategy 2020 to 2023
Develop CCTV Strategy
Implement CCTV Strategy
Other plans and strategies that contribute to Community Safety
Fire Management Plan Municipal Emergency Management Plan Emergency Relief Centre Plan Hazardous Materials Plan
COMMUNITY
Risk Management Strategy Community Health and Wellbeing Plan Events Strategy Recreation Strategy
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1.2 Community Development
Goals Measures
Improved accessibility to facilities, services and activities
Community satisfaction with support to people with a disability
Community satisfaction with equitable access to facilities, services and activities
Improved level of inclusion and active participation in the community
Level of Volunteering
Community satisfaction with opportunities for people to be involved in shaping their own community
Improved access to educational opportunities Education participation rates
Year 12 or equivalent completion rates
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Implement Community Access and Inclusion Plan 2014 to 2018
Review Community Access and Inclusion Plan 2014 to 2018
Implement Community Access and Inclusion Plan 2019 to 2023
Review Cultural Diversity and Inclusion Strategy 2012 to 2017
Implement Social Inclusion Strategy 2018 to 2022
Implement Reconciliation Action Plan 2017 to 2019
Review Reconciliation Action Plan 2017 to 2019
Implement Reconciliation Action Plan 2020 to 2022
Implement actions associated with community plans
Implement a program for reviewing community plans
Facilitate the Northern Mallee Community Partnership
Other plans and strategies that contribute to Community DevelopmentYouth Engagement Strategy
Community Engagement Strategy
Hands Up Mallee
COMMUNITY
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Goals Measures
High levels of community health and wellbeing Self reported health
Subjective wellbeing
Life expectancy
Adequate physical exercise
Fruit consumption
Vegetable consumption
Obesity
Smoking status
Risky alcohol consumption
Psychological distress
Prevalence of type 2 diabetes
Birth weight
Communicable diseases
Family violence
Children in out of home care
Children on child protection orders
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Develop Community Health and Wellbeing Plan 2017 to 2021
Implement Community Health and Wellbeing Plan 2017 to 2021
Develop Community Health and Well-being Plan 2021 to 2025
Other plans and strategies that contribute to Community Health and WellbeingRecreation Strategy
Healthy Ageing Strategy
Municipal Early Years Plan
Community Access and Inclusion Plan
Hands Up Mallee
State Food Strategy
1.3 Community Health and Wellbeing
COMMUNITY
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Goals Measures
Young children have opportunities for the best start in life
Birth weight
Maternal and Child Health visits
Participation in the Maternal and Child Health Service by Aboriginal children
Australian Early Development Index
Kindergarten participation rates
Number of four year old kindergarten enrolments in a long day care or integrated children’s service setting
Youth are supported to reach their full potential Level of youth re-engagement into education, training or employment
Incomplete education
Community satisfaction with services to youth
Older people have access to quality services Community satisfaction with home care services
People with a disability have access to quality
services
Community satisfaction with support to people with a disability
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Implement Municipal Early Years Plan 2015 to 2018
Review Municipal Early Years Plan 2015 to 2018
Implement Municipal Early Years Plan 2019 to 2023
Implement Youth Engagement Strategy 2015 to 2018
Review Youth Engagement Strategy 2015 to 2018
Implement Youth Engagement Strategy 2019 to 2022
Implement Healthy Ageing Strategy 2016 to 2020
Review Healthy Ageing Strategy 2016 to 2020
Implement Healthy Ageing Strategy 2021 to 2024
Other plans and strategies that contribute to Community ServicesCommunity Access and Inclusion Plan
Integrated Marketing and Communications Strategy
Recreation Strategy
Hands Up Mallee
1.4 Community Services
COMMUNITY
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Goals Measures
Increased access to a diverse range of arts and cultural experiences
Community satisfaction with support to arts/cultural groups
Art gallery visits (local visitors)
Art gallery visits (non-local visitors)
Theatre attendance
Theatre occupancy
Community satisfaction with arts and cultural facilities
Community satisfaction with arts and cultural programs
Community satisfaction with accessibility to arts and cultural programs
A community that values and embraces its history and diverse cultural heritage
Community satisfaction with recognition of local history and cultural heritage
The significance of our region’s Indigenous culture is recognised through arts and cultural experiences
Community satisfaction with recognition of Indigenous culture in arts and cultural experiences
Access to a diverse range of library services and programs
Community satisfaction with libraries
Library usage
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Implement Arts, Culture and Heritage Strategy 2016 to 2020
Review Arts, Culture and Heritage Strategy 2016 to 2020
Implement Library Service Strategy 2013 to 2018
Review Library Service Strategy 2013 to 2018
Implement Library Service Strategy 2018 to 2022
Other plans and strategies that contribute to Arts, Culture & HeritageSocial Inclusion Strategy
Recreation Strategy
Reconciliation Action Plan
Social Inclusion Strategy
1.5 Arts, Culture & Heritage
COMMUNITY
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Goals Measures
Increased participation in sport and recreation
activities
Level of participation in sport and recreation activities
Increased access to a diverse range of quality sporting and recreation facilities and programs
Community satisfaction with sporting services
Community satisfaction with recreation facilities
Community satisfaction with Council support to clubs
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Implement Recreation Strategy 2008 to 2018
Review Recreation Strategy 2008 to 2018
Implement Recreation Strategy 2019 to 2024
Review Public Open Space Strategy 2004 to 2010
Implement Public Open Space Strategy 2017 to 2022
Plan and implement capital works program to develop existing and new sport and recreation facilities in accordance with supporting plans and strategies
Provide financial assistance to organisations to manage and improve sport and recreation facilities and programs
Provide processes and systems for community access to sport and recreation facilities
Develop partnerships to attract external funding to develop existing and new sport and recreation facilities
Manage processes and systems to provide community access to public swimming pools
Other plans and strategies that contribute to Recreation and SportMildura Motorsports and Community Facilities Precinct - Development Plan
Tracks and Trails Strategy
Indoor Sports Stadium Strategy
Mildura Major Sporting Reserves Master Plan
Township Recreation Reserve Master Plans
Aquatic Facilities Redevelopment Strategy
Master Plan for Mildura South Regional Sporting Precinct
Community Access and Inclusion Plan
Community Health and Wellbeing Plan
1.6 Recreation and Sport
COMMUNITY
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WE WILL CREATE AND PROMOTE SUSTAINABLE NATURAL AND BUILT ENVIRONMENTS
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“KERBSIDE GREEN WASTE COLLECTION WOULD BE
GREAT FOR OUR REGION”
“CONTINUE TO DEVELOP & IMPROVE THE RIVERFRONT”
“A GREATER FOCUS ON OUTDOOR
ACTIVITIES FOR FAMILIES”
“WE NEED MORE WALKING PATHS & BIKE TRACKS”
“WE NEED TO PRESERVE
OUR HERITAGE & CULTURAL
LANDSCAPES”
“WE NEED BETTER
DRAINAGE TO PREVENT FLOODING”
“WE NEED TO KEEP OUR PARKS AND GARDENS BEAUTIFUL &
CLEAN”
“A STRONGER FOCUS ON PEST MANAGEMENT & PROTECTING
OUR NATIVE SPECIES”
2.2 Waste
2.1 Environmental Sustainability 2.1 Environmental Sustainability
2.5 Strategic Land Use2.5 Strategic Land Use
2.4 Infrastructure, Assets and Facilities
2.4 Infrastructure, Assets and Facilities
2.3 Parks
ENVIRONMENT
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Goals Measures
A healthy and sustainable environment Community satisfaction with protection of natural bushland
Community satisfaction with management of wetlands
Conserve natural resources Energy usage (MRCC)
Energy usage (community)
Water usage (MRCC)
Recycled water usage
Total community water usage
Alternative energy generation (community)
Alternative energy generation (MRCC)
Pest plants and pest animals are managed effectively Pest plants and pest animals control
A well-educated community in regards to
environmental sustainability
Community involvement in environmental education programs
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Implement Environmental Management Strategy for Stormwater 2014 to 2018
Review Environmental Management Strategy for Stormwater 2014 to 2018
Implement Environmental Management Strategy for Stormwater 2019 to 2023
Implement Environmental Education Plan 2015 to 2019
Review Environmental Education Plan 2015 to 2019
Implement Environmental Education Plan 2020 to 2024
Implement Vegetation Management Plan 2015 to 2019
Review Vegetation Management Plan 2015 to 2019
Implement Vegetation Management Plan 2020 to 2024
Implement Energy Management Plan 2017 to 2021
Implement Invasive Plants and Animals Plan 2015 to 2019
Review Invasive Plants and Animals Plan 2015 to 2019
Implement Invasive Plants and Animals Plan 2020 to 2024
Develop Urban Weed Strategy 2018 to 2023
Implement Urban Weed Strategy 2018 to 2023
2.1 Environmental Sustainability
ENVIRONMENT
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Goals Measures
Effective and sustainable waste management services Community satisfaction with waste management
Community satisfaction with kerbside collection
Community satisfaction with recycling
Community satisfaction with landfills/public transfer stations
Total waste generation
Waste deposited to landfill
Waste diverted from landfill
Quantity of kerbside recycling
A clean and litter free municipality Community satisfaction with litter control
Litter collected
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Develop Waste Resource and Recovery Plan 2018 to 2023
Implement Waste Resource and Recovery Plan 2018 to 2023
Develop a long term strategy for the management of waste
Develop Litter Strategy 2018 to 2023
Implement Litter Strategy 2018 to 2023
Other plans and strategies that contribute to Waste
Environmental Education Plan
2.2 Waste
ENVIRONMENT
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Goals Measures
Clean, attractive and sustainable parks, gardens, streetscapes, reserves and wetlands
Community satisfaction with playgrounds
Community satisfaction with beautification of streetscapes
Community satisfaction with tree planting
Community satisfaction with tree maintenance
Community satisfaction with the appearance of wetlands
Community satisfaction with public open space (including parks, gardens and reserves)
Net increase in trees
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Develop Urban Tree Strategy 2018 to 2023
Implement Urban Tree Strategy 2018 to 2023
Develop Playground Strategy 2018 to 2023
Implement Playground Strategy 2018 to 2023
Develop Landscaping Plan
Implement Landscaping Plan
Other plans and strategies that contribute to ParksPublic Open Space Strategy
2.3 Parks
ENVIRONMENT
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2.4 Infrastructure, Assets and Facilities
Goals Measures
Well-maintained road networks Community satisfaction with the condition of sealed local roads
Community satisfaction with maintenance of unsealed roads
Well-maintained footpath networks Community satisfaction with footpaths
Effective and well-maintained drainage systems Community satisfaction with drainage
Well-planned and maintained buildings and facilities Community satisfaction with maintenance of public buildings and facilities
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Develop Asset Management Strategy 2017 to 2021
Implement Asset Management Strategy 2017 to 2021
Implement Road Management Plan
Review Road Management Plan
Implement Sunraysia Drainage Strategy
Complete Annual Capital Works Program
Implement Deakin Avenue Master Plan
Develop Public Toilet Strategy 2017 to 2027
Implement Public Toilet Strategy 2017 to 2027
Other plans and strategies that contribute to Infrastructure, Assets and FacilitiesRecreation Reserve Masterplans
ENVIRONMENT
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Goals Measures
A well-developed long-term land use vision Community satisfaction with land use planning
Percentage of strategic land use projects completed
Community satisfaction with new residential development
Mildura’s riverfront is activated and integrated with the city
Community satisfaction with the riverfront development and accessibility
Activation of the riverfront
Safe, sustainable and healthy urban environments Community satisfaction with urban environments that are safe, sustainable and healthy
Well-protected and enhanced local character and heritage assets
Community satisfaction with protection of local character
Community satisfaction with protection of local heritage
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Develop a program of strategic land use projects
Implement program of strategic land use projects
Implement Mildura South Urban Design Plan
Undertake a review of the Mildura Planning Scheme
Develop Stage 1 of Mildura Heritage Study
Review Mildura Retail Strategy
Implement Mildura Retail Strategy
Implement Deakin Avenue Urban Design Guidelines
Implement Mildura Housing and Settlement Strategy
Facilitate Mildura Riverfront Development Project - Stage 2
Other plans and strategies that contribute to Strategic Land UseMildura CBD Plan
Cullulleraine Structure Plan
Ouyen Structure Plan
Irymple Structure Plan
Fifteenth Street and Deakin Avenue Structure Plan
2.5 Strategic Land Use
ENVIRONMENT
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WE WILL ENCOURAGE DIVERSE AND SUSTAINABLE ECONOMIC DEVELOPMENT THAT PROVIDES GROWTH IN JOBS, INVESTMENT AND QUALITY OF LIFE
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“MORE OPPORTUNITIES
FOR NEW BUSINESSES
ARE VITAL TO THE ECONOMIC
GROWTH OF OUR REGION”
“PROMOTE MILDURA AS A REGIONAL VENUE FOR
SPORTS & MUSIC EVENTS”
“SUPPORT LOCAL BUSINESSES & PRODUCERS”
“MORE SUPPORT FOR SMALL
COMMUNITY EVENTS”
“A THRIVING TOURISM INDUSTRY
WOULD ATTRACT NEW BUSINESS
& CREATE MORE JOBS”
“ENCOURAGE GOVERNMENT DEPARTMENTS
TO RELOCATE TO OUR REGION”
“MORE FUNDING FOR MAJOR
EVENTS”
“CONNECT OUR REGION TO
THE GLOBAL MARKETPLACE”
3.1 Economic Development and Tourism
3.1 Economic Development and Tourism
3.1 Economic Development and Tourism
3.1 Economic Development and Tourism
3.1 Economic Development and Tourism
3.2 Events
3.2 Events
3.2 Events
ECONOMY
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2017 – 2021
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3.1 Economic Development and Tourism
Goals Measures
A vibrant, diverse, innovative and sustainable economy
Community satisfaction with encouragement and growth of business/industry
Building activity
Gross Regional Product
Investment attraction and job creation Jobs created
Investment achievements for region
Connectivity to the global marketplace Export data by industry
Accessible information, internet and telecommunications services
Telecommunications uptake
Support quality tourism services and experiences Yield of tourism
Industry satisfaction with services provided by Mildura Regional Development¹
Community satisfaction with tourism services
Customer satisfaction with visitor services
Industry satisfaction with visitor services
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Develop Mildura Regional Development (Interim) Strategic Plan
Implement Mildura Regional Development (Interim) Strategic Plan
Develop Mildura Regional Development Strategic Plan
Implement Mildura Regional Development Strategic Plan
Review Digital Community Strategy
Implement Digital Community Strategy
Implement Visitor Information Strategy 2017 to 2021
Review Visitor Information Strategy 2017 to 2021
ECONOMY
¹Mildura Regional Development is a single entity which supersedes Mildura Development Corporation and Mildura Tourism.
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3.2 Events
Goals Measures
Support quality and diverse community events Community satisfaction with small community events
Develop and support major events and conferences to attract visitors
Community satisfaction with conferences and major events
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Implement Events Strategy 2014 to 2019
Review Events Strategy 2014 to 2019
Implement Events Strategy 2020 to 2022
Develop Business Events and Conferencing Strategy 2017 to 2021
Implement Business Events and Conferencing Strategy 2017 to 2021
Review Business Events and Conferencing Strategy 2017 to 2021
ECONOMY
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WE WILL MANAGE RESOURCES IN A SUSTAINABLE MANNER TO PROVIDE SERVICES THAT ARE RELEVANT, OF A HIGH STANDARD AND RESPOND TO IDENTIFIED COMMUNITY NEEDS
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“MORE COMMUNITY
ENGAGEMENT TO EFFECTIVELY REPRESENT OUR
NEEDS”
“I WANT TO BE ABLE PAY
MY ACCOUNTS ONLINE”
“I WANT TO BE ABLE TO SPEAK
TO A STAFF MEMBER WHO UNDERSTANDS
MY NEEDS”
“IT’S REALLY GREAT TO SEE
COUNCILLORS AT LOCAL EVENTS”
“GREATER ADVOCACY
FROM COUNCIL FOR THE
RETURN OF THE PASSENGER
TRAIN”
“GREATER TRANSPARENCY
OF COUNCIL SPENDING”
“PROVIDE EQUAL OPPORTUNITIES FOR EVERYONE
IN OUR COMMUNITY
TO GAIN EMPLOYMENT”
“COUNCIL NEEDS TO
LOOK AT WAYS TO DELIVER
SERVICES MORE EFFICIENTLY”
4.3 Customer Service
4.3 Customer Service
4.1 Leadership and Representation 4.1 Leadership and Representation
4.2 Communication and Engagement
4.4 Financial Sustainability
4.5 Organisational Management 4.5 Organisational Management
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2017 – 2021
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Goals Measures
Deliver results in line with community expectations Community satisfaction with overall performance of Council
Community perception of Mildura Rural City as a place to live
Percentage of Community and Council Plan implemented
Effectively respond to the interests of our community Community satisfaction with advocacy
Elected members engage effectively with the community
Community satisfaction with the performance of the elected Council
Community satisfaction with Council’s engagement in decision making
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Implement Community & Council Plan 2017 to 2021
Develop Community & Council Plan 2021 to 2025
Develop Advocacy Plan
Implement Advocacy Plan
Develop Council Engagement Guidelines
4.1 Leadership and Representation
COUNCIL
Other plans and strategies that contribute to Leadership and RepresentationCommunity Engagement Strategy
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2017 – 2021
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Goals Measures
Communicate effectively with the community Community satisfaction with Council newsletters and publications
Community satisfaction with Council’s online presence
Community satisfaction with information Council provides about its services
Community satisfaction with overall communication from Council
Community satisfaction with the promotion of Council services, facilities, events and achievements
Engage effectively with the community Community satisfaction with Council’s engagement in decision making
Community satisfaction with community consultation and engagement
Responsive to community input and feedback Community satisfaction with Council’s responsiveness to community input and feedback
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Implement Integrated Marketing and Communications Strategy 2017 to 2019
Review Integrated Marketing and Communications Strategy 2017 to 2019
Implement Integrated Marketing and Communications Strategy 2019 to 2021
Implement Community Engagement Strategy 2014 to 2018
Review Community Engagement Strategy 2014 to 2018
Implement Community Engagement Strategy 2018 to 2022
4.2 Communication and Engagement
COUNCIL
Other plans and strategies that contribute to Communication and EngagementReconciliation Action PlanState/Council Community and Customer Satisfaction SurveysSocial Inclusion StrategyCommunity Access and Inclusion PlanCommunity Plans
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Goals Measures
Be accessible to all Community satisfaction with accessibility to whole of Council
Community satisfaction with responsiveness to complaints
Community satisfaction with responsiveness to requests
Community satisfaction with general courtesy of Council staff
Community satisfaction with general effectiveness of Council staff
Provide a high level of customer focused service Community satisfaction with customer contact
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Implement Customer Service Strategy 2016 to 2019
Review Customer Service Strategy 2016 to 2019
Implement Customer Service Strategy 2019 to 2022
Develop Digital Strategy 2019 to 2021
Implement Digital Strategy 2019 to 2021
4.3 Customer Service
COUNCIL
Other plans and strategies that contribute to Customer ServiceInformation Systems StrategyIntegrated Marketing and Communications StrategyState/Council Community and Customer Satisfaction Surveys
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4.4 Financial Sustainability
Goals Measures
Financial sustainability Adjusted underlying position
Asset renewal gap
Level of internal financing
Level of borrowings
Liquidity
Capital replacement
Meet the community’s needs in a financially responsible manner
Community satisfaction with value for money
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Review 10-year Strategic Financial Plan
Undertake an organisational sustainability review
Review Rating Strategy 2014 to 2019
Implement Rating Strategy 2020 to 2025
Review Procurement Strategy
Implement Procurement Strategy 2017 to 2020
Develop Finance and Asset Accounting Strategy 2017 to 2020
Implement Finance and Asset Accounting Strategy 2017 to 2020
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2017 – 2021
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Goals Measures
A high performing organisation Community satisfaction with overall performance of Council
Organisational score against the Australian Business Excellence Framework
Organisational Alignment
Organisational Engagement
Effectively manage risk Percentage of Risk Audit actions completed on time
Council is an employer of choice Overall staff satisfaction
Percentage of staff who would recommend Mildura Rural City Council as a place to work
ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Review Organisational Development Strategy 2013 to 2017
Implement Organisational Development Strategy 2018 to 2021
Implement Information Systems Strategy 2017 to 2020
Review Information Systems Strategy 2017 to 2020
Implement Information Systems Strategy 2021 to 2024
Implement Risk Management Strategy 2017 to 2021
Review Risk Management Strategy 2017 to 2021
Complete the annual internal audit program
Implement Business Continuity and Disaster Recovery Strategy 2017 to 2019
Review Business Continuity and Disaster Recovery Strategy 2017 to 2019
Implement Business Continuity and Disaster Recovery Strategy 2020 to 2023
Review Occupational Health and Safety Strategy 2013 to 2017
Implement Occupational Health and Safety Strategy 2018 to 2021
Review Human Resources Strategy 2013 to 2017
4.5 Organisational Management
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2017 – 2021
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ActionsYear 1 2017/18
Year 2 2018/19
Year 3 2019/20
Year 4 2020/21
Implement Human Resources Strategy 2018 to 2021
Review Health and Wellbeing Strategy 2014 to 2017
Implement Health and Wellbeing Strategy 2018 to 2021
Implement Aboriginal and Torres Strait Islander Employment Strategy 2016 to 2018
Review Aboriginal and Torres Strait Islander Employment Strategy 2016 to 2018
Implement Aboriginal and Torres Strait Islander Employment Strategy 2019 to 2021
Maintain White Ribbon Accreditation
4.5 Organisational Management cont.
Other plans and strategies that contribute to Organisational ManagementReconciliation Action Plan
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2017 – 2021
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STRATEGIC RESOURCE PLAN 2017/18 - 2020/21
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2017 – 2021
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What is a Strategic Resource Plan?The Strategic Resource Plan (SRP) provides details of the financial and non-financial resources required to achieve Council’s strategic objectives, as outlined in the Community and Council Plan. The Strategic Resource Plan is updated annually and is reflected in our Annual Budget.
Plan developmentThe Local Government Act requires a SRP to be prepared describing both financial and non-financial resources (including human resources) for at least the next four financial years to achieve the strategic objectives in the Community and Council Plan.
Council has prepared a Strategic Resource Plan (SRP) for the four years 2017/18 - 2020/21 as part of its ongoing financial planning to assist in adopting a budget within a longer term framework. The SRP takes the strategic objectives and strategies as specified in the Community and Council Plan and expresses them in financial terms for the next four years.
The key objective, which underlines the development of the SRP, is financial sustainability in the medium to long term, while still achieving our strategic objectives as specified in the Community and Council Plan.
The key financial objectives, which underpin the SRP, are:
- Existing service levels are to be maintained
- Achieve a breakeven operating result
- Continue to fund asset renewal
- Maintain a capital expenditure program at an affordable level
- Achieve a balanced budget on a cash basis.
In preparing the SRP, we have to be mindful of the need to comply with the following Principles of Sound Financial Management, as contained in The Act:
- Prudently manage financial risks relating to debt, assets and liabilities
- Provide reasonable stability in the level of rate burden
- Consider the financial effects of Council decisions on future generations
- Provide full, accurate and timely disclosure of financial information.
The SRP is updated annually through a rigorous process of consultation with Council service providers, followed by a detailed sensitivity analysis to achieve the key financial objectives.
Financial ResourcesWe have developed a Strategic Financial Plan setting out the strategies to be employed to support the achievement of the Community and Council Plan objectives within a sustainable financial framework. The outcomes of this plan are reflected in the following Budgeted Standard Statements, and form part of the overall SRP.
The following provides a summary of the key strategies identified in Council’s Strategic Financial Plan.
STRATEGIC RESOURCE PLAN 2017/18 TO 2020/21
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Financial area Strategy
Rates Rates will be capped at a 2.0% base average increase in accordance with Victorian State Government legislation. This increase is required to cover general cost movements, including labour and non-labour costs, and is sufficient to fund required service levels and capital works activities. Future rate increases are based on the December Victorian State Government Budget CPI predictions of 2.25% 2018/19, 2.5% 2019/20, 2.5% 2020/21.
Fees and charges Fees and charges are reviewed for appropriateness annually as part of the budget process. The review considers the cost of the service, the price charged by comparable service providers (where applicable) and the extent to which we are required to work within statutory limitations.
Loan borrowings Borrowings will be used to fund capital projects of a magnitude that could not otherwise be funded from ongoing income sources. Our borrowings will be set at a financially sustainable level and within agreed limits (no greater than 40% of rate revenue). Borrowings may also be required in the future as a means of securing a fixed rate of payment for other liabilities we may face, for example a future requirement to contribute additional amounts to the local government defined benefit superannuation fund.
Any future borrowings will be considered carefully in accordance with sound financial management principles and the ability of Council to meet the relevant prudential requirements for borrowing set out by State Government.
Recurrent operating expenditure
Funding for recurrent operating expenditure will be determined annually in line with general cost movements and other cost drivers. Services provided by us will be reviewed in light of the Community and Council Plan and other service specific strategic plans.
Capital works We will endeavour to dedicate sufficient resources to maintain and in some instances, improve the existing asset base in the long term, with remaining funds being allocated to acquire/develop new assets.
The following table summarises the key financial results for the next four years. The Standard Statements provide a more detailed analysis of the financial resources to be used over the next four years.
ForecastActual Budget
Strategic Resource PlanProjections Trend
2016/17 2017/18 2018/19 2019/20 2020/21 +/o/-$’000 $’000 $’000 $’000 $’000
Surplus/(deficit) for the year 9,912 (1,720) 3,260 3,173 4,539 +Adjusted underlying result 2,205 (6,499) 277 176 (282) oCash and investments balance 24,524 9,361 10,802 11,908 13,039 +Cash flows from operations 30,959 19,879 25,448 25,943 27,917 +Capital works expenditure 37,060 33,690 22,668 23,519 25,493 -
Key to Forecast Trend:+ Forecasts improvement in Council’s financial performance/financial position indicatoro Forecasts that Council’s financial performance/financial position indicator will be steady- Forecasts deterioration in Council’s financial performance/financial position indicator
0
10,000
-10,000
20,000
30,000
40,000 Surplus/(deficit) for the year
Capital works expenditure
Cash and investment balance
Adjusted underlying result
Cash flows from operations
2020/212019/202018/192017/182016/17
$’00
0
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2017 – 2021
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Non-financial ResourcesIn addition to the financial resources to be consumed over the planning period, we will also consume non-financial resources, in particular human resources. A summary of our anticipated human resources requirements for the 2017/18 year is shown below. A statement of human resources is included in our Financial Statements.
Our financial projections included within the Financial Statements, allow for a consistent level of staff over the four-year outlook period (excluding grant funded positions).
We are committed to managing our resources effectively and efficiently to deliver value to the community and this is highlighted through our strategic objective ‘Management of Resources’.
Through our Key Result Area ‘Organisational Management’ we focus on our organisation’s commitment to continuous improvement and to the development and wellbeing of all staff.
InfrastructureInfrastructure refers to the assets we manage and maintain for the community. These include:
- Local roads, footpaths, kerb and channel, and drainage
- Buildings such as community halls, Maternal and Child Health Centres, pre-schools, child care centres and civic properties
- Sports reserves, bushland reserves, parks and open space
- Street and park furniture
- Waste management facilities
As custodians of the municipality’s physical assets, we are working towards a goal of managing infrastructure in a sustainable manner.
Our approach recognises the impact of the physical environment, built and natural, on community life. Community health and wellbeing is enhanced when the amenity of public space is sensitive to the built and natural environment, and supports activity and participation in community life.
We recognised, in our strategic planning, that strong asset management is necessary in order to provide appropriate types and quality of infrastructure, for both current and future community needs.
We have allocated significant financial resources to capital works, for the maintenance and upgrade of existing infrastructure and the development of new infrastructure over the next four years.
Forecast Actual
2016/17 $’000
Budget 2017/18
$’000
Strategic Resource Plan Projections
2018/19 $’000
2019/20 $’000
2020/21 $’000
Staff expenditure
Employee costs - operating 45,148 45,673 47,454 49,305 51,228
Employee costs - capital 2,044 2,118 2,194 2,273 2,355
Total staff expenditure 47,191 47,791 49,648 51,578 53,583
EFT EFT EFT EFT EFT
Staff numbers
Employees 505.5 505.5 505.5 505.5 505.5
Total staff numbers 505.5 505.5 505.5 505.5 505.5
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In the next Financial Year we have allocated $33.69 million to capital works with a total investment over the term of the plan of $105.37 million.
The following assets and buildings are maintained by Council:
Sealed local roads 1,027 kmUnsealed local roads 4,065 kmKerb and channel 509 kmFootpaths and trails 399 kmDrainage (underground) 311 kmDrainage pits 8,682Community halls 13Sporting pavilions 79Swimming pools 18Community service facilities 32Public toilets 123Other buildings and structures 1,104Sports reserves 20Community parks 25Neighbourhood parks 49Natural areas 20Playgrounds 57
Key challengesMildura Rural City Council encompasses almost 10% of the state. The vast area increases service delivery costs when compared to metropolitan Councils and resourcing ratios are higher as a result, because services need to be accessible to all as far as practicable.
The community demand and expectations on our services is increasing. The priorities of existing and potential new services need to be continually reviewed, particularly in light of likely funding trends in future years and changes in community expectations and demographics. As a result, we are systematically reviewing the service levels currently provided.
Environmental sustainability
We acknowledge we have a significant responsibility to future generations in contributing to the creation and maintenance of a healthy and sustainable environment. The challenge for us is to lead the way for the community through a focus on efficient use of water, energy and the reduction of greenhouse emissions, and support for initiatives that establish our municipality as a “solar city”. Contributing to the enhancement of the natural areas that connect the municipality to the Murray River and national park networks remains a key focus.
Recreational demands
Our Community and Council Plan reflects the strong desire for our community, through participation in recreational and other activities, to enhance their physical and social wellbeing. A focus on providing access to appropriate recreational facilities and services that can also cater for state, national and international events. The challenge for us into the future is to secure the funds for the development of other facilities, as identified in a number of master plans and strategies, while at the same time ensuring the lifecycle and operating costs do not overburden our financial capacity.
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Mildura Rural City Council Comprehensive Income Statement until 30 June 2021
Forecast Actual Budget
Strategic Resource Plan Projections
2016/17 2017/18 2018/19 2019/20 2020/21 $‘000s $‘000s $‘000s $‘000s $‘000s
INCOMERates and charges $64,419 $66,550 $68,775 $71,221 $73,750 Statutory fees and fines $2,180 $2,147 $2,195 $2,250 $2,306 User fees $5,968 $6,237 $6,362 $6,489 $6,619 Grants - operating $33,743 $21,423 $20,113 $20,515 $20,925 Grants - capital $6,779 $4,254 $2,457 $2,470 $4,293Contributions - monetary $1,181 $869 $877 $887 $897Net gain/(loss) on disposal of property, infrastructure, plant and equipment
$307 $310 $316 $324 $332
Other revenue $4,880 $4,739 $4,796 $4,870 $4,945 Total income $119,457 $106,529 $105,891 $109,026 $114,067
EXPENSESEmployee costs $45,148 $45,673 $47,454 $49,305 $51,228 Materials and services $42,834 $40,566 $32,578 $33,364 $34,517 Bad and doubtful debts $187 $85 $87 $89 $91 Depreciation and amortisation $19,090 $19,663 $20,253 $20,858 $21,484 Borrowing costs $1,181 $1,151 $1,123 $1,073 $1,015 Other expenses $1,105 $1,111 $1,136 $1,164 $1,193 Total expenses $109,545 $108,249 $102,631 $105,853 $109,528
Surplus /(deficit) from operations $9,912 $(1,720) $3,260 $3,173 $4,539
Other comprehensive income
Items that will not be reclassified to surplus or deficit in future periods:Net asset revaluation increment/(decrement) $5,000 $5,000 $5,000 $5,000 $5,000
Share of net profits/(losses) of associates and joint ventures accounted for by equity method
$10,826 $8,882 $345 $356 $366
Total comprehensive result $25,738 $12,162 $8,605 $8,529 $9,905
Budgeted Standard StatementsThe following four statements provide information in relation to an aspect of Council’s financial management.
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Mildura Rural City Council Balance Sheet until 30 June 2021
Forecast Actual Budget Strategic Resource Plan Projections
2016/17 2017/18 2018/19 2019/20 2020/20$‘000s $‘000s $‘000s $‘000s $‘000s
CURRENT ASSETSCash and cash equivalents $24,524 $9,361 $10,802 $11,908 $13,039 Trade and other receivables $6,291 $6,408 $6,691 $6,761 $6,830 Other financial assets $10,271 $10,271 $10,271 $10,271 $10,271 Inventories $805 $821 $839 $860 $882Other assets $557 $568 $581 $596 $611 Total current assets $42,448 $27,429 $29,184 $30,396 $31,633
NON-CURRENT ASSETSTrade and other receivables $5,125 $5,049 $4,739 $4,416 $4,080 Investment in subsidiary $41,782 $50,664 $51,009 $51,365 $51,731 Property, infrastructure, plant and equipment $719,710 $737,437 $743,547 $749,888 $758,682 Intangible assets $6,229 $6,229 $6,229 $6,229 $6,229 Total non-current assets $772,846 $799,379 $805,524 $811,898 $820,722
Total assets $815,294 $826,808 $834,708 $842,294 $852,355
CURRENT LIABILITIESTrade and other payables $5,656 $5,656 $5,656 $5,656 $5,656 Trust funds and deposits $1,967 $1,967 $1,967 $1,967 $1,967Provisions $11,182 $11,618 $12,071 $12,542 $13,031 Interest bearing liabilities $711 $813 $1,089 $1,148 $3,207 Total current liabilities $19,516 $20,054 $20,783 $21,313 $23,861
NON-CURRENT LIABILITIESProvisions $17,868 $17,495 $17,150 $16,825 $17,640 Interest bearing liabilities $19,767 $18,954 $17,865 $16,717 $13,510 Total non-current liabilities $37,635 $36,449 $35,015 $33,542 $31,150
Total liabilities $57,151 $56,503 $55,798 $54,855 $55,011
Net assets $758,143 $770,305 $778,910 $787,439 $797,344
EquityAccumulated surplus $305,489 $311,600 $313,871 $316,197 $321,932 Reserves $452,654 $458,705 $465,039 $471,242 $475,412 Total equity $758,143 $770,305 $778,910 $787,439 $797,344
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Mildura Rural City Council Statement of Changes in Equity until 30 June 2021
Total $‘000s
Accumulated Surplus $‘000s
Revaluation Reserve
$‘000s
Other Reserves
$‘000s2016/17 FORECASTBalance at beginning of the Financial Year $732,405 $296,112 $410,889 $25,404Comprehensive result $20,738 $9,912 - $10,286Net asset revaluation increment/(decrement) $5,000 - $5,000 -Transfer to other reserves - $(9,910) - $9,910Transfer from other reserves - $9,375 - $(9,375)Balance at end of Financial Year $758,143 $305,489 $415,889 $36,765
2017/18 BUDGET
Balance at beginning of Financial Year $758,143 $305,489 $415,889 $36,765Comprehensive result $7,162 $(1,720) - $8,882Net asset revaluation increment/(decrement) $5,000 - $5,000 -Transfer to other reserves - $(4,098) - $4,098Transfer from other reserves - $11,929 - $(11,929)Balance at end of Financial Year $770,305 $311,600 $420,889 $37,816
2018/2019 STRATEGIC RESOURCE PLANBalance at beginning of the financial fear $770,305 $311,600 $420,889 $37,816Comprehensive result $3,605 $3,260 - $345Net asset revaluation increment/(decrement) $5,000 - $5,000 -Transfer to other reserves - $(4,128) - $4,128Transfer from other reserves - $3,3139 - $(3,139)Balance at end of Financial Year $778,910 $313,871 $425,889 $39,150
2019/2020 STRATEGIC RESOURCE PLANBalance at beginning of Financial Year $778,910 $313,871 $425,889 $39,150Comprehensive result $3,529 $3,173 - 356Net asset revaluation increment/(decrement) $5,000 - $5,000 -Transfer to other reserves - $(4,150) - $4,150Transfer from other reserves - $3,303 - $(3,303)Balance at end of Financial Year $787,439 $316,197 $430,889 $40,353
2020/2021 STRATEGIC RESOURCE PLAN
Balance at beginning of Financial Year $787,439 $316,197 $430,889 $40,353Comprehensive result $4,905 $4,539 - 366Net asset revaluation increment/(decrement) $5,000 - $5,000 -Transfer to other reserves - $(4,187) - $4,187Transfer from other reserves - $5,383 - $(5,383)Balance at end of Financial Year $797,344 $321,932 $435,889 $39,523
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Mildura Rural City Council Statement of Cash Flow until 30 June 2021
Forecast Actual Budget
Strategic Resource Plan Projections
2016/17 2017/18 2018/19 2019/20 2020/21$‘000s $‘000s $‘000s $‘000s $‘000s
CASH FLOWS FROM OPERATING ACTIVITIES Rates and charges $64,335 $66,481 $68,696 $71,131 $73,658 Statutory fees and fines $2,180 $2,147 $2,195 $2,250 $2,306User fees $6,176 $6,491 $6,622 $6,756 $6,894Grants - operating $35,430 $22,494 $21,119 $21,541 $21,971Grants - capital $7,118 $4,467 $2,580 $2,594 $4,508Contributions - monetary $1,181 $869 $877 $887 $897 Interest received $1,178 $1,292 $1,295 $1,314 $1,334 Trust funds and deposits taken $6,000 $6,000 $6,000 $6,000 $6,000 Other receipts $3,702 $3,447 $3,501 $3,556 $3,611Net GST refund/payment $1,962 $2,463 $1,813 $1,865 $1,862Employee costs $(44,622) $(45,127) $(46,887) $(48,715) $(50,616)Materials and services $(46,576) $(44,034) $(35,227) $(36,072) $(37,315)Trust funds and deposits made $(6,000) $(6,000) $(6,000) $(6,000) $(6,000)Other payments $(1,105) $(1,111) $(1,136) $(1,164) $(1,193) Net cash provided by operating activities $30,959 $19,879 $25,448 $25,943 $27,917
CASH INFLOWS FROM INVESTING ACTIVITIESPayments for property, infrastructure, plant and equipment
$(37,060) $(33,690) $(22,668) $(23,519) $(25,493)
Proceeds from sale of property, infrastructure, plant and equipment
$(5,125) $510 $521 $534 $547
Loan and advances made $500 - - - -Payments of loans and advances $2,117 - $76 $310 $323 Net cash provided by/(used in) investing activities $(39,568) $(33,180) $(22,071) $(22,675) $(24,632)
CASH INFLOWS FROM FINANCING ACTIVITIESFinance costs $(1,181) $(1,151) $(1,123) $(1,073) $(1,015) Proceeds from borrowings $5,125 - - - -Repayment of borrowings $(2,470) $(711) $(813) $(1,089) $(1,148)Net cash provided by/(used in) financing activities $1,474 $(1,862) $(1,936) $(2,162) $(2,163)
Net increase/(decrease) in cash and cash equivalents $(7,135) $(15,163) $1,441 $1,106 $1,131 Cash and cash equivalents at beginning of Financial Year
$31,659 $24,524 $9,361 $10,802 $11,908
Cash and cash equivalents at end of Financial Year $24,524 $9,361 $10,802 $11,908 $13,039
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Mildura Rural City Council Statement of Capital Works until 30 June 2021
Forecast Actual Budget
Strategic Resource Plan Projections
2016/17 2017/18 2018/19 2019/20 2020/21 $‘000s $‘000s $‘000s $‘000s $‘000s
PROPERTYLand $1,732 $944 $500 $515 $530 Total land $1,732 $944 $500 $515 $530
Buildings $7,267 $2,087 $1,650 $1,700 $1,751 Total buildings $7,267 $2,087 $1,650 $1,700 $1,751 Total property $8,999 $3,031 $2,150 $2,215 $2,281
PLANT AND EQUIPMENT Plant, machinery and equipment $2,954 $2,220 $2,287 $2,356 $2,427 Fixtures, fittings and furniture $422 $181 $186 $192 $198 Computers and telecommunications $1,109 $848 $873 $899 $926 Library books $604 $325 $335 $345 $355 Total plant and equipment $5,089 $3,574 $3,681 $3,792 $3,906
INFRASTRUCTURERoads $10,818 $13,688 $9,565 $10,260 $12,778Bridges $1 $229 $12 $12 $12Footpaths and cycleways $1,474 $1,114 $347 $357 $468Drainage $3,778 $6,773 $3,976 $3,891 $4,008Recreational, leisure and community facilities $1,590 $530 $546 $562 $579Waste management $1,028 $2,332 $1,100 $1,100 $91Parks, open spaces and streetscapes $4,003 $2,139 $1,203 $1,.239 $1,276Off street car parks $280 $280 $88 $91 $94Total infrastructure $22,972 $27,085 $16,837 $17,512 $19,306Total capital works expenditure $37,060 $33,690 $22,668 $23,519 $25,493
REPRESENTED BY:New asset expenditure $7,973 $7,149 $1,675 $1,666 $2,165 Asset renewal expenditure $18,774 $17,329 $17,883 $18,759 $19,306 Asset expansion expenditure $6,099 $7,775 $1,196 $1,190 $1,547 Asset upgrade expenditure $4,214 $1,392 $1,914 $1,904 $2,475Total Capital Works expenditure $37,060 $33,690 $22,668 $23,519 $25,493
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Mildura Rural City Council Budgeted Operating Income Statement until 30 June 2021
Forecast Actual Budget
Strategic Resource Plan Projections
2016/17 2017/18 2018/19 2019/20 2020/21 $‘000s $‘000s $‘000s $‘000s $‘000s
INCOMERates and charges $64,419 $66,550 $68,775 $71,221 $73,750 Statutory fees and fine $2,180 $2,147 $2,195 $2,250 $2,306 User fees $5,968 $6,237 $6,362 $6,489 $6,619 Grants - operating $33,743 $21,423 $20,113 $20,515 $20,925 Contributions - monetary $253 $344 $351 $360 $369Other income $4,880 $4,739 $4,796 $4,870 $4,945 Total income $111,443 $101,440 $102,592 $105,705 $108,914
EXPENSESEmployee benefits $45,148 $45,673 $47,454 $49,305 $51,228 Materials and services $42,833 $40,566 $32,578 $33,364 $34,517 Bad and doubtful debts $188 $85 $87 $89 $91 Depreciation and amortisation $19,090 $19,663 $20,253 $20,858 $21,484 Borrowing costs $1,181 $1,151 $1,123 $1,073 $1,015 Other expenses $1,105 $1,111 $1,136 $1,164 $1,193 Total expenses $109,545 $108,249 $102,631 $105,853 $109,528
Surplus/(deficit) from operations $1,898 $(6,809) $(39) $(148) $(614)
Grants - capital $6,779 $4,254 $2,457 $2,470 $4,293Net gain on disposal of property, infrastructure, plant and equipment
$307 $310 $316 $324 $332
Contributions - monetary (capital) $928 $525 $526 $527 $528Surplus (deficit) $9,912 $(1,720) $3,260 $3,173 $4,539
Other comprehensive income
Items that will not be reclassified to surplus or deficit in future periods:Net asset revaluation increment/(decrement) $5,000 $5,000 $5,000 $5,000 $5,000
Share of net profits/(losses) of associates and joint ventures accounted for by equity method
$10,826 $8,882 $345 $356 $366
Total comprehensive result $25,738 $12,162 $8,605 $8,529 $9,905
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GLOSSARY
Aboriginal and Torres Strait Islander Employment Strategy
Outlines the practical steps to achieve positive outcomes for Aboriginal and Torres Strait Islander people seeking employment within Council and those already employed by Council across three key focus areas: respect, relationships and opportunities.
Advocacy Plan
Outlines the advocacy activities which align with the Community & Council Plan and will improve the social, economic or environmental wellbeing of the Mildura region.
Arts, Culture and Heritage Strategy
Details our approach to enrich people’s lives through arts and cultural experiences with a focus on four key areas of development: culture, people, places and the organisation.
Asset Management StrategyDetails the implementation and documentation of longer term asset management practices, plans, processes and procedures within Council.
Business Continuity and Disaster Recovery Strategy
Outlines a strategic approach to continuing the provision of Council services following a significant interruption or disaster.
Business Events and Conferencing StrategyDefines Council's role in supporting and facilitating business events and conferences.
CCTV StrategyProvides direction for the provision and operation of CCTV in public space throughout the municipality.
Community Access and Inclusion Plan
Provides a framework and future direction for supporting people with a disability in our community across three key theme: Infrastructure and access; awareness and advocacy.
Community Engagement StrategyIdentifies key actions for Council to implement to build the foundations for adopting an organisational approach to engaging with the community.
Community Health and Wellbeing Plan
A statutory plan under the Public Health and Wellbeing Act 2008 which sets the broad mission, goals and priorities to enable people living in the municipality to achieve maximum health and wellbeing.
Community Safety PlanOutlines how Council and 11 partnering organisations will work together to address and improve perceptions of community safety within our community.
Customer Service StrategyProvides strategic direction and agreed standards for the organisation to strive to provide excellent customer service for internal and external customers.
Deakin Avenue Master PlanGuides the long term development and management of Deakin Avenue, including garden beds, trees, monu-ments, sculptures, naturestrips and landscape features.
Deakin Avenue Urban Design GuidelinesDetails a strategic vision for Deakin Avenue which will respond to future changes and development.
Digital Community StrategyA framework to ensure the region holds the necessary digital infrastructure for the rollout of the National Broadband Network (NBN).
Digital StrategyGuides Council’s direction for both the development and expanded provision of online services to the community.
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Domestic Animal Management Plan
A statutory plan under the Domestic Animals Act 1994 (The Act) which outlines the services, programs and policies Council has established to address the administration of The Act and the management of dog and cat issues in the community.
Energy Management PlanOutlines the collaborative management of energy consumption and sets targets for three key Council areas: buildings and facilities, street/public lighting and fleet.
Environmental Education PlanDocuments existing and proposed actions undertaken by Council to inform and educate the community about environmental issues.
Environmental Management Strategy for Stormwater
A framework for integrated, cost effective, sustainable and practical actions associated with the environmental aspects of managing stormwater which meets the needs and expectations of the community.
Events StrategyDefines Council’s role in supporting and facilitating major and community events.
Finance and Asset Accounting Strategy
Outlines Council's financial and accounting processes and practices to ensure we continue to deliver services to Council and the community which meet best value and best practice principles.
Health and Wellbeing Strategy
Establishes the strategic direction of health and wellbing and articulates Council’s commitment to, and focus on, health and wellbeing for all employees across three key areas: emotional and psychological wellbeing, physical wellbeing, and tobacco and alcohol.
Healthy Ageing Strategy
Establishes the strategic direction and service planning for future aged care services to ensure the appropriate support is available to meet the diverse needs of our ageing population.
Human Resources Strategy
Establishes the strategic direction of human resources and articulates Council’s commitment to, and focus on, current human resources practices for all employees and the general public across six key areas: recruitment, selection & induction; training & development; performance management; HR systems & processes; work/life balance; and industrial relations.
Information Systems Strategy
A high level strategic plan for managing the organisation's information and technology systems and resources, identifying opportunities and actions to support customers. It focusses on records management, spatial systems, information and communications technologies, corporate applications, project management, systems analysis and innovation.
Integrated Marketing and Communications Strategy
Outlines the systems and processes we will use to communicate Council messages effectively.
Invasive Plants and Animals PlanDetails the long term strategic management of invasive species through the integration and establishment of partnerships with stakeholders and the community.
Landscaping PlanEstablishes common and consistent requirements for sustainable and appropriate landscapes in public open spaces throughout the municipality.
Library Service StrategyGuides Council's direction for the provision of library services.
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Litter Strategy
Aims to minimise the incidence of litter and illegal dumping of rubbish in the municipality through a focus on education, enforcement and infrastructure for litter and illegal dumping mitigation.
Mildura Heritage StudyIdentifies items of potential cultural and built heritage within the Mildura and surrounding areas.
Mildura Housing and Settlement Strategy
A strategic framework and associated guidelines regarding the rezoning and development of land to ensure the types of neighbourhoods and housing developed within the municipality will meet current and future needs of the community.
Mildura Regional Development Strategic PlanA strategy on behalf of Council by Mildura Regional Development for the growth of tourism and economic development within the municipality.
Mildura Retail Strategy Guides the future location of retail development.
Mildura South Urban Design PlanOutlines the development of the Mildura South growth area.
Municipal Early Years PlanDefines Council’s role in service provision, advocacy, leadership, facility provision and community development for children in the early years.
Municipal Emergency Management Strategy
Guides the development and implementation of emergency management policy and program priorities, in particular the promotion of safer and more secure and resilient communities. It is a tool for the effective integration of emergency management planning and programming across agencies and sectors.
Occupational Health and Safety Strategy
Establishes the strategic direction of Occupational Health and Safety (OH&S) and articulates Council’s commitment to, and focus on, current OH&S practices for all employees, contractors and the general public across eight key areas: strategic leadership of OH&S; systems and processes; training; prevention of bullying and harassment; contractor management; emergency management; OH&S regulations; and return to work.
Organisational Development StrategySets out the actions that will enable Council to achieve a high standard of operating excellence as measured against the Australian Business Excellence Framework.
Playground Strategy Guides the provision of playground facilities and infrastructure in public open space.
Procurement StrategyGuides best practice procurement activities and process-es so we are able to continue to deliver services which meet the needs of Council and the community.
Public Lighting StrategyGuides the appropriate and consistent quality standards and service levels for public and street lighting.
Public Open Space StrategyDefines Council's framework for the integrated approach to public open space provision.
Public Toilet StrategyGuides the location, construction and quality standards of public toilet facilities in the municipality.
Rating Strategy
Guides the appropriate raising of revenue from rateable properties while ensuring State Government Differential Guidelines, the Tax Design Principles and the needs of Mildura Rural City Council and ratepayers are met.
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Reconciliation Action Plan
Sets the strategic direction for achieving Council’s reconciliation vision. It provides a comprehensive set of measurable actions and details a range of department and organisational commitments to work towards reconciliation.
Recreation StrategyDefines Council's framework for the provision of recreation services.
Risk Management StrategyDetails strategy and program management concepts that will be used to ensure and improve upon the organisation’s Risk Management program.
Road Management Plan
A statutory plan under the Road Management Act 2004 that sets out the maintenance regime for management of the municipal road network for Council. It establishes the management system to inspect, maintain and repair our public roads based on policy and operational objectives having regard to available resources.
Road Safety Strategic Plan
Outlines a structured approach to road safety in both engineering and education programs across three key themes: safer roads and roadsides, safer vehicles and safer users.
Social Inclusion StrategyA framework for future action by Council to develop and support diversity and inclusion within our community.
Strategic Financial Plan
Details how we will achieve the goals of the Community and Council Plan, and creates a financial and governance basis within which the region can ensure its long term sustainability.
Sunraysia Drainage StrategyOutlines how urban development and the existing irrigation development will be serviced with surface and sub-surface drainage to the year 2050.
Urban Tree Strategy
Details how street trees are managed in accordance with industry best practice to provide improved quality and increased numbers of trees within the townships, resulting in increased canopy cover.
Urban Weed StrategyOutlines the procedures for effective weed management by Council, in conjunction with other land managers and private landowners.
Vegetation Management Plan
Outlines the collaborative management of vegetation across Council managed land including parks, gardens, building grounds, Crown land, natural areas, sporting reserves and roadsides.
Visitor Information StrategyOutlines how Council will continue to deliver its visitor information services.
Waste Resource and Recovery PlanIdentifies local waste service and infrastructure needs and sustainability into the future.
Youth Engagement StrategyGuides Council's youth development and service provision.
© Mildura Rural City Council 2017
This publication is copyright. Apart from any use as permitted under the Copyright Act 168, no part may be reproduced without prior written permission from Mildura Rural City Council.
AcknowledgementsAlmost 3,000 people helped bring this Community and Council Plan to life. Thank you to the community members who shared their ideas and feedback with Council as part of our formal consultation process. We also acknowledge the contributions of Council staff involved in this project.
PhotographyAll images appearing in this publication depict people and settings from the Mildura Rural City local government area. All photos were captured by local photographers.
Alternative formatsThis publication is available electronically online at www.mildura.vic.gov.au and in large text format. If you would like large text copy please contact us.
Annual updatesMildura Rural City Council will review this publication annually and make updates as necessary. Updated versions of this publication will be made available online at www.mildura.vic.gov.au
DisclaimerInformation contained in this publication was correct at the time of printing. Every effort has been made to ensure its accuracy, however no liability is accepted for any inclusions, advice given or omissions.
Deakin Avenue Service Centre 76 Deakin Avenue, Mildura
Madden Avenue Service Centre 108 Madden AVenue, Mildura
Ouyen Service Centre 79 Oke Street, Ouyen
Phone: (03) 5018 8100PO Box 105, Mildura VIC 3502
www.mildura.vic.gov.au