delivery program and budget 2018 - 2021 · 1 1313 delivery program and budget 2018 - 2021 murray...

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Delivery Program and Budget 2018 - 2021

Murray River Council

PO Box 21, Mathoura NSW 2710

P 1300 087 004

F 03 5884 3417

E [email protected] www.murrayriver.nsw.gov.au

Murray River Council Delivery Program and Budget 2018 – 2021

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TABLE OF CONTENTS

COUNCIL PROFILE AND KEY DEMOGRAPHIC................................................................................................................................................ 4

MAYOR AND GENERAL MANAGER WELCOME ............................................................................................................................................... 5

FINANCIAL OVERVIEW ...................................................................................................................................................................................... 6

BUDGETED FUNDING SUMMARY ..................................................................................................................................................................... 7

CONTRIBUTIONS, GRANTS AND DONATIONS PROVIDED BY COUNCIL TO THE COMMUNITY ................................................................. 9

INTEGRATED PLANNING AND REPORTING FRAMEWORK .......................................................................................................................... 12

OUR VISION....................................................................................................................................................................................................... 13

OUR MISSION .................................................................................................................................................................................................... 13

VALUES AND BEHAVIOURS ............................................................................................................................................................................ 13

RESOURCE PLAN COMPONENTS .................................................................................................................................................................. 14

DELIVERY PROGRAM BREAKDOWN .............................................................................................................................................................. 15

Strategic Theme 1: Built Environment ............................................................................................................................................................ 16

Strategic Theme 2: Natural Environment ........................................................................................................................................................ 18

Strategic Theme 3: Social Wellbeing ............................................................................................................................................................... 19

Strategic Theme 4: Economic Growth ............................................................................................................................................................. 20

Strategic Theme 5: Leadership and Governance ........................................................................................................................................... 21

Program: Community Services ........................................................................................................................................................................ 22

Program: General Manager Leadership .......................................................................................................................................................... 22

Program: Tourism, Economic Development and Community Development ................................................................................................ 23

Program: Corporate Revenue .......................................................................................................................................................................... 23


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Program: Corporate Services - Leadership .................................................................................................................................................... 24

Program: Council Leadership .......................................................................................................................................................................... 24

Program: Customer Service ............................................................................................................................................................................. 25

Program: Finance ............................................................................................................................................................................................. 25

Program: Human Resources ............................................................................................................................................................................ 26

Program: Procurement, Contracts and Leases .............................................................................................................................................. 26

Program: Risk Management ............................................................................................................................................................................. 27

Program: Technology and Digital Services .................................................................................................................................................... 27

Program: Asset Management........................................................................................................................................................................... 28

Program: Design, Capital Works and Projects ............................................................................................................................................... 28

Program: Engineering Operations ................................................................................................................................................................... 29

Program: Engineering Services ....................................................................................................................................................................... 30

Program: Engineering Services Leadership ................................................................................................................................................... 32

Program: Parks and Gardens .......................................................................................................................................................................... 32

Program: Waste Services ................................................................................................................................................................................. 33

Program: Compliance and Ranger Services ................................................................................................................................................... 34

Program: Planning ............................................................................................................................................................................................ 34

Program: Planning and Development Services Leadership .......................................................................................................................... 35

Program: Development Services ..................................................................................................................................................................... 35


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COUNCIL PROFILE AND KEY DEMOGRAPHIC

In May 2016, the former Murray Shire Council and

Wakool Shire Council amalgamated to form the new

Murray River Council (by way of a proclamation under

the Local Government Act).

The Murray River Council is now depicted by the

following features:-

The Southern Boundary is the Murray River,

which drives our economy from a tourism,

agriculture and lifestyle perspectives. The Murray

River is complimented by other river systems

through the Council, that includes the Edward and

Wakool Rivers.

Land Area 11,865km²; comprising the townships

of Barham, Mathoura, Moama, Moulamein,

Murray Downs, and Tooleybuc. The villages of

Bunnaloo, Goodnight, Koraleigh, and Womboota

are also in the Council.

Agriculture and Tourism are the major industries

in the Council.

Council is comprised of three Wards


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MAYOR AND GENERAL MANAGER WELCOME

It is with pleasure that we present the

2018/19 – 2020/21 Delivery Program and

Operational Plan for the Murray River

Council.

This is the first Delivery Program for this

Council and represents the forward view

up until the next election of the Council.

The Delivery Program builds the detail

behind the Community Strategic Plan

over the next three years. The Delivery

Plan is based around the five key themes

of the Community Strategic Plan, being: -

Built / Physical Environment, Natural

Environment, Social Wellbeing,

Economic Growth, and Leadership and

Governance.

Consultation

This year’s plan utilises the extensive

consultation undertaken by the Council

with the Community Strategic Plan.

It also utilises information obtained by the

Councillors on their meetings with the

community and the community meetings

held by the Mayor and General Manager.

Key Initiatives

The capital works program for the next

three years is extensive and totals $62

million.

The focus for the next three years is the

continued replacement and refurbishment

of Council bridges. It is planned to

refurbish or replace seven bridges. This

program involves the upgrading of the

existing timber bridges to either concrete

or steel construction.

The upgrade of our community facilities

through the Community Building fund will

see $12.5 million spent on a range of

projects across the Council. The focus for

these funds is on upgrading our sport and

recreation facilities.

Waste Management will be upgraded with

the introduction of a green waste service

in Mathoura and Moama and a new cell

will be constructed in Moama.

Working with our communities is one of

our key commitments to ensure that we

continue to build a successful and

sustainable future for the Murray River

Council.

We present the 2018/19 – 2020/21

Delivery Program and Operational Plan to

the community.


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FINANCIAL OVERVIEW

The Long Term Financial Plan (LTFP) is

a component of the resourcing strategy

that details how the Murray River Council

will provide the necessary resources to

achieve the outcomes in the Community

Strategic Plan.

The Resourcing Strategy focuses on long-term strategies contained within three key segments:

Long Term Financial Plan;

Workforce Plan; and

Asset Management Plan.

These interrelated plans have a long-term focus on ensuring that the Council is sustainable into the future.

Financial stainability is one of the key issues facing local government due to several contributing factors, including growing demands from our communities, increased responsibilities being placed on Local Government and a controlled financial income base through rate pegging. The LTFP is formulated by using a number of estimates and assumptions to project the future revenue and expenditure required by Murray River Council to deliver those services and projects expected by the community. In doing so, it addresses the resources that impact on its ability to fund its services and capital works whilst remaining financially sustainable.

The draft budget for the 10 years 2018/19 to 2027/28 are balanced.

Long Term Financial Plan

Objectives

The objectives of the Murray River Council’s LTFP are:

o To provide a forecast financial position

over 10 years to ensure that Council

remains financially sustainable; and

o To align with the Council’s Community

Strategic Plan in accordance with the

requirements of the integrated

planning and reporting requirements

contained in the Local Government

Act.


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BUDGETED FUNDING SUMMARY

Detailed below are the forecasted financial position of the Council for the three year Delivery Program period.

The detailed analysis of the 10 year plan is contained in the Council’s Financial Strategic Plan 2018/19-2027/2028.

The key components of the below forecast are that:-

The Rates and Annual Charges are forecast to remain within the rate pegging limitations.

Continued repayment of the existing loans, with no new loans at this stage.

The budget is balanced, with a surplus in each year.

An operating result surplus is forecast in each year.

The information is reported on a consolidated fund basis. This includes the General, Water and Sewer Funds.


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Description NotesEstimate

2017/18

Forecast

2018/19

Forecast

2019/20

Forecast

2020/21

Revenue

Rates & Annual Charges 1 15,650,394 16,426,469 16,752,821 17,085,696

User Charges & Fees 2 5,890,894 5,306,148 5,412,340 5,520,587

Interest 3 1,210,627 1,179,825 1,147,589 1,109,764

Other Revenues 4 780,469 646,420 657,630 668,832

Operating Grants & Contributions 5 12,815,817 14,477,188 15,367,460 15,641,170

Capital Grants & Contributions 6 5,277,048 2,247,721 3,023,778 2,647,953

Revenue Total 8 41,625,248 40,283,771 42,361,618 42,674,003

Expenditure

Employee Benefits & Costs 9 14,765,623 14,189,944 14,509,581 14,563,468

Borrowing Costs 10 188,233 118,078 90,063 69,736

Materials & Contracts 11 10,159,317 8,795,563 8,283,942 8,227,188

Depreciation 12 13,323,117 13,472,134 13,626,783 13,779,095

Other Expenses 13 3,462,965 2,976,345 3,040,411 3,214,276

Expenditure Total 15 41,899,256 39,552,064 39,550,780 39,853,762

Operating Result Surplus/(Deficit) 16 (274,008) 731,707 2,810,838 2,820,241

Capital Income

Transfers From Reserves 17 12,333,844 12,445,377 2,953,250 2,208,813

Depreciation 18 13,323,117 13,472,134 13,626,783 13,779,095

Deferred Debtors Paid 20 391,528 232,235 231,411 31,133

Carrying value of Asset Sales 21 1,263,933 1,259,400 1,344,993 1,351,054

Sub Total 22 27,312,422 27,409,147 18,156,438 17,370,095

Capital Expenditure

Asset Expenditure 23 24,485,254 26,074,332 18,411,223 17,629,487

Debt Redemption 24 866,577 796,798 701,791 301,015

Transfers To Reserves 26 2,782,061 1,078,234 1,417,585 1,881,002

Sub Total 27 28,133,893 27,949,363 20,530,599 19,811,504

Net Capital Result 28 (821,471) (540,217) (2,374,161) (2,441,410)

Net Budget Result (1,095,478) 191,491 436,677 378,831

ORBCF - Operating Result Before Capital Funding 30 (5,551,056) (1,516,014) (212,940) 172,287

CONSOLIDATED FINANCIAL STATEMENT


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CONTRIBUTIONS, GRANTS AND DONATIONS PROVIDED BY COUNCIL TO THE COMMUNITY

Murray River Council contributes to the community utilising a variety of methods, via contributions, donations or grant program funding. The proposed 2018/19 contributions, grants and donations are shown in the below table:

Community Groups $ Community Groups $

Barham Koondrook Tourism Group 500 Moulamein Arts & Craft Group – Annual Photography 500

Barham Police & Citizens - Annual Golf Day 100 Moulamein Pre School - Yabbie Races 250

Barham Koondrook & District PA & H Show Society-Annual Show 1,500 Moulamein Racing Club 1,500

Barham Flywheelers 2,000 Moulamein Lake 3,000

Bunaloo Public School Parents & citizens -Music Program 660 Moulamein Angling Club 100

Friends of Old Moama 5,400 Murray Darling Association 3,325

Kerang Music Society 50 South West Arts Inc - Membership & Donations 13,236

Kiwanis Club Echuca - Moama 500 Pool Committees 30,090

Moulamein Op Shop 5,000 Public Halls $ for $ 40,000

Friends of Old Moama 5,400 Rate & Charges Subsidies 12,000


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Community Groups $ Contributions to Entities $

Rec Reserves $ for $ 40,000 Regional Tourism Board 19,143

Wakool Football/Netball Club – Support for 1 Event 250 South West Arts Project 12,938

Wakool Annual Show 1,500 Subscription to LG NSW 28,921

Wakool Pre School 400 Subscription to Country Mayors 3,126

Join Ventures/Associates/Affiliations $ Community Events/Sponsorships $

Central Murray Country Council 120,982 CLRS Dinner Sponsorship 3,000

Central Murray Regional Library 90,128 Christmas Lights Competition (Echuca/Moama) 300

Echuca Regional Library 108,654 Christmas Spectacular Event (Moama) 3,000

Swan Hill Regional Library 89,001 Echuca Moama Cycling Group 1,000

Contributions to Entities $ Echuca Moama Apex Gift 1,000

Echuca Moama Tourism 81,475 Echuca Moama Winter Blues Festival 2,000

Long Paddock Promotions 7,000 Echuca Moama New Year’s Eve Event 2,000

RAMJO Contribution 20,117 Flavours of Echuca Moama 2,000


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Community Events Sponsorships $ Community Events Sponsorships $

Imagine the Possibilities Conference Moama 750 NAIDOC Week Schools initiative 450

International Women’s Day 1,000 Perricoota Pop & Pour 1,000

Lions Club Carols by Candlelight 500 Portsea Camp 1,600

Mathoura Easter Fair 500 Rich River Daze, Barham Koondrook 2,000

Mathoura Speed Shear 2,000 Southern 80 Sponsorship 5,000

Moulamein Sheep Dog Trials 250 Swan Hill Country Music Walk Up Festival 500

Murray Business Network and Sponsorship 3,150 Teddy Bear’s Picnic 5,000


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INTEGRATED PLANNING AND REPORTING FRAMEWORK Local Councils in NSW are required to undertake their planning and reporting activities in accordance with the Local Government Act 1993 and the Local

Government (General) Regulation 2005.

The Integrated Planning and Reporting framework for local Councils in NSW, was introduced by the Office of Local Government in 2009. This framework

describes a strategic planning and reporting cycle that allows NSW councils to draw their various plans together, to understand how they interact

and to get the maximum leverage from their efforts by planning holistically for the future. It is a planning cycle that is driven by community

expectations.

Although the Murray River Council developed an Operational Plan, this is the first integrated Community Strategic Plan and Delivery Program for the Murray River Council. The Council undertook an extensive consultation process with the Community Strategic Plan. The preparation of the Delivery Program and Operational Plan for 2018/19 has utilised the consultation undertaken with the Community Strategic Plan to prepare this document. The Delivery Program 2018/21 articulates a range of outcomes and key strategies, actions, and measures grouped within five key strategic themes identified through community consultation. These are:

Built/Physical Environment …..which is planned, connected, safe, and supports our industries, business and community. Natural Environment …..which is sustainable, managed, healthy and valued by our community. Social Wellbeing …..which is active, healthy, diverse, and celebrates our rich cultural heritage and rural lifestyle. Economic Growth …..which is vibrant, strong and supportive of our local townships and regional industries. Leadership and Governance …..which is effective, democratic, open, transparent, and meets the changing needs of our diverse community.

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OUR VISION

MRC has vibrant, diverse and cohesive

communities. We are supported by

strong local businesses and primary

industries. We value our beautiful

waterways and natural surrounds.

OUR MISSION

Work with each of our unique

communities to foster economic growth

and prosperity, support community

health and wellbeing, and protect and

enhance our environment.

Plan effectively for the future to ensure

appropriate infrastructure and services

that will support quality lifestyles, foster

prosperity and economic growth, and

provide recreational opportunities for

the Murray River community (for all

ages)

VALUES AND BEHAVIOURS COLLABORATION

o We embrace everyone’s strengths and

use them wherever possible.

o We support each other to achieve our

commitments and celebrate our

success.

o We support each other to realise our

individual and collective potential.

o We communicate with each other to

gain a common understanding.

o We promote an environment of mutual

support and understanding.

INTEGRITY

o We act fairly, ethically and openly in all

we do.

o We show courage to do and say the right

thing.

o We value the rights, cultures,

differences and dignity of all those within

our community.

o We provide timely, honest and

respectful communication.

o We take responsibility for and learn

from our failures.

RESPONSIBILITY

o We hold ourselves, individually and

collectively, accountable for our

decisions, actions and performance.

o We contribute to the workplace

positively and effectively.

o We build a safe and healthy work

environment.

o We practice good governance and

comply with our statutory obligations.

o We strive to get things done.

EXELLENCE

o We act with courage and challenge the

status quo.

o We set and achieve ambitious goals.

o We encourage and support creativity to

foster ideas for our future success.

o We are open to new ideas.

o We reach our potential through

learning, reflection and continuous

improvement.


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RESOURCE PLAN COMPONENTS

What is the purpose of the Asset

Management Plan?

Murray River Council (MRC) has six asset

management plans: buildings, water,

sewer, stormwater, transport and

miscellaneous assets. Each plan sets out

the level of service Murray River Council

provides the community in relation to the

assets. They use financial information and

technical asset data, compared to service

levels to identify funding shortfalls in

managing the assets.

What assets are included in the plans? MRC manages $623 million worth of buildings, water, sewer, stormwater, transport and miscellaneous assets (as per Special Schedule 7 of Murray River Council’s General Purpose Financial Statements for the year ended 30 June 2017).

What does it cost and what is the budget?

The estimated projected costs to manage each asset category over the next 10 years, compared with the budget is included in the Long Term Financial Plan June 2018-2028 What can be done? The next important step for MRC is to review the Asset Management plan for Transport and to review the service levels for this component.

ASSET MANAGEMENT PLANS

OVERVEIW

The Workforce Plan maximises the capacity of MRC’s workforce resources to meet the objectives of the Community Strategic Plan 2017 - 2027.

The Workforce Plan focuses on current and future staffing needs to ensure Council has the right people in the right roles at the right time to deliver services to our community. The Workforce Plan 2018-2021 needs to be developed to outline strategies and initiatives to attract and retain a capable, efficient and effective workforce with the capacity to deliver on the Delivery Program and Operational Plans. Our strategies for the next three years align with key human resource functions including recruitment; organisational development; learning and development; work health and safety; and workplace relations with a core focus on:-

o Skills and capabilities of our workforce;

o Innovation and continuous improvement

in our operations; and

o Recruitment and marketing initiatives.


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DELIVERY PROGRAM BREAKDOWN

Detailed below is the breakdown of the budget, key activities and

performance indicators to be utilised to establish the direction for the

Council from 2018 – 2021.

The first analysis is based around dissecting the Council’s programs

into the five strategic themes as identified in the Community

Strategic Plan. The strategic themes are Built Environment, Natural

Environment, Social Wellbeing, Economic Growth and Leadership

and Governance.

This analysis identifies the Operating Income and Expenditure of the

programs, based around the five strategic themes, over the next

three years (2018 – 2021).

The second analysis involves analysing the program budgets in

more detailed based around the following key factors:-

1. Performance Indicators – these will articulate how the Council

will monitor the performance of each program. It includes how

often the assessment will take place;

2. Operating Budget – the Operating Budget of income and

expenditure for the program is disclosed on an annual basis

for the next three years;

3. Operating Activities – details the specific actions that will be

completed in each of the next three years. If the item requires

funding, then the funded amount of the activity is disclosed. If

the item is to be completed within existing resources the item

is shown with a “tick”; and

4. Capital Works Activities – this discloses the Capital Works

projects for the applicable program area.

The below analysis forms the basis of showing the community how

the Council intends to spend the Council’s budget, on what particular

projects and how it is going to assess whether it has been

successful.

The below analysis also forms a key part of integrating the key

documents of the Council, including the Community Strategic Plan,

Financial Strategic Plan, Delivery Program and Operational Plan.


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Strategic Theme 1: Built Environment

Expenditure by Program over 3 years

Over the next three years we will spend $71.24 million on the following

programs to ensure that we protect and manage the best outcomes for our

community.

Goal

We want our built and physical environment to be well planned,

connected, safe, and designed to support our communities, industries,

and business.

Total Spend by Program 2018 - 21 Income Expenditure Total Nett $

Pedestrian and Shared Pathways

Maintenance 344,179 212,577 131,602

Plant and Vehicle Acquisition,

Replacement and Disposal 571,232 65,188 506,044

Quarry Operations & Aerodromes 306,040 524,824 -218,784

Sealed Road Construction /

Upgrade and Renewal 1,732,184 1,732,184

Sealed Road Maintenance 14,335,950 16,481,681 -2,145,731

Stores Management 488,129 -488,129

Stormwater Drainage 401,552 2,163,630 -1,762,078

Street Cleaning 727,085 -727,085

Unsealed Roads Maintenance 13,158,705 -13,158,705

Wastewater Operations 8,874,425 8,631,502 242,923

Water Supply Operations 12,369,719 11,369,135 1,000,584

Business Unit Management 364,726 -364,726

Cemetery Management 443,389 540,781 -97,393

Statutory Planning 1,188,491 1,680,628 -492,137

Strategic Land Use Planning 420,508 -420,508

Development Certification and

Compliance 1,092,786 2,587,832 -1,495,046

47,452,838 71,313,686 -23,860,848

Total Spend by Program 2018 - 21 Income Expenditure Total Nett $

Asset Management 376,882 -376,882

GIS and Mapping 330,012 -330,012

Bridge Construction Upgrade and

Renewal 267,842 -267,842

Flood Management Planning 44,640 -44,640

Soil Testing and Geotechnical

Investigations 2,081 -2,081

Special Projects 133,921 -133,921

Survey and Design 443,506 -443,506

Ancillary Transport Infrastructure 174,570 -174,570

Bridge Maintenance 2,747,973 -2,747,973

Building Maintenance 496,809 5,729,101 -5,232,292

Community Building Construction

Upgrade and Renewal 5,041,963 22,513 5,019,450

Depot Operations 391,578 -391,578

Engineering Operations

Management 254,119 -436,062 690,182

Kerb and Gutter Upgrade and

Renewal 505,248 -505,248

Office and Depot Building

Construction Upgrade and Renewal 1,162,952 -1,162,952


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Built Environment Asset Management

GIS and Mapping

Bridge Construction Upgrade and Renewal

Flood Management Planning

Soil Testing and Geotechnical Investigations

Special Projects

Survey and Design

Ancillary Transport Infrastructure

Bridge Maintenance

Building Maintenance

Community Building Construction Upgrade and Renewal

Depot Operations

Engineering Operations Management

Kerb and Gutter Upgrade and Renewal

Mechanical Workshops

Office and Depot Building Construction Upgrade and Renewal

Pedestrian and Shared Pathways Maintenance

Plant and Vehicle Acquisition, Replacement and Disposal

Quarry Operations & Aerodromes

Sealed Road Construction / Upgrade and Renewal

Sealed Road Maintenance

Stores Management

Stormwater Drainage

Street Cleaning

Unsealed Roads Maintenance

Wastewater Operations

Water Supply Operations

Business Unit Management

Cemetery Management

Statutory Planning

Strategic Land Use Planning

Development Certification and Compliance


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Strategic Theme 2: Natural Environment


Over the next three years we will spend $11.24 million on the

following programs to ensure that we enhance and protect our

waterways, landscapes, and environmental assets.

Total Spend by Program 2018 - 21Income ExpenditureTotal Nett $

Flood Management Operations 404,325 -404,325

Public Lighting 112,449 654,610 -542,162

Rural Road Reserve Land

Maintenance 20,432 -20,432

Emergency Management 6,274 156,119 -149,844

Rural Fire Service 799,957 2,463,674 -1,663,717

Environmental Management 195,640 701,191 -505,551

Natural Area Maintenance 21,363 -21,363

Tree Management 445,357 -445,357

Compliance and Environment 6,043 349,531 -343,488

Landfill Management 6,406,938 3,740,171 2,666,767

Waste Collection and Recycling 2,292,136 -2,292,136

7,527,301 11,248,909 -3,721,609

Goal

We value our natural environment and expect it to be accessible,

sustainable, managed and healthy

Natural Environment Flood Management Operations

Public Lighting

Rural Road Reserve Land Maintenance

Emergency Management

Rural Fire Service

Environmental Management

Natural Area Maintenance

Tree Management

Compliance and Environment

Landfill Management

Waste Collection and Recycling


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Strategic Theme 3: Social Wellbeing



programs to ensure health and wellbeing of our residents.

Goal

We want services and facilities that support an active, healthy

and diverse rural lifestyle, and help us celebrate and enjoy our

rich cultural heritage and connected communities

Social WellbeingChild Youth and Family Services

Community Care and Support

Community Services

Arts and Culture

Library Services

Volunteer Management

Road Safety Management

Neighbourhood Parks and ReservesMaintenancePlayground Management

Sport Recreation Facilities Operation

Sports Ground Maintenance

Swimming Pools

Animal Management

Heritage Management

Public Health

Total Spend by Program 2018 - 21 Income ExpenditureTotal Nett $

Child Youth and Family Services 57,150 113,089 -55,938

Community Care and Support 3,438,706 3,256,161 182,545

Community Services 20,748 82,864 -62,116

Arts and Culture 1,872 41,273 -39,401

Library Services 235,927 1,233,131 -997,204

Volunteer Management 40,092 -40,092

Road Safety Management 274,581 386,108 -111,527Neighbourhood Parks and Reserves

Maintenance 148,667 2,818,821 -2,670,154

Playground Management 77,887 -77,887

Sport Recreation Facilities Operation 626 626

Sports Ground Maintenance 15,000 1,473,191 -1,458,191

Swimming Pools 36,915 564,309 -527,394

Animal Management 71,394 618,035 -546,641

Heritage Management 12,750 97,784 -85,034

Public Health 265,795 848,752 -582,956

4,580,132 11,651,498 -7,071,366


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Strategic Theme 4: Economic Growth


Community Development 1,307,480 -1,307,480

Tourism 4,762 1,049,576 -1,044,814

Merger Proposal Costs 1,097,311 -1,097,311

Stronger Community Funds 133,975 -133,975

Business Agency 1,012,460 1,759,173 -746,713

Land and Property Management 3,757 400,960 -397,203

Private Works Maintenance 4,730,304 4,389,681 340,622

Camping Areas and Caravan Parks

Management 1,115,848 159,568 956,280

6,867,131 10,297,724 -3,430,594

Goal

We need economic growth so that we are vibrant, strong and

able to support our .local townships, regional industries and

future employment.

Economic GrowthCommunity

Development

Tourism

Merger Proposal Costs

Stronger Community

Funds

Business Agency

Land and Property

Management

Private Works

Maintenance

Camping Areas and

Caravan Parks

Management



programs to ensure that we create a strong regional economy.


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Strategic Theme 5: Leadership and Governance



programs to ensure that we have sound governance and an effective

functioning council.

Leadership and GovernanceCorporate Governance

Organisational Leadership

Public Relations and Communications

Corporate Revenue Management

Corporate Leadership

Integrated Planning and Reporting

Records Management

Councillor Support

Customer Support

Financial Accounting

Financial Planning Monitoring and Reporting

Rates and Valuations

Human Resource Management

Procurement and Contract Management

Risk Management

Work Health and Safety

Information, Communication and Technology

Engineering Leadership

Planning and Development Services Leadership


Corporate Governance 727,465 -727,465

Organisational Leadership 802,465 -802,465

Public Relations and Communications 233,046 -233,046

Corporate Revenue Management 58,450,034 129,479 58,320,555

Corporate Leadership 498,238 -498,238

Integrated Planning and Reporting 498,238 -498,238

Records Management 356,309 -356,309

Councillor Support 1,218,255 -1,218,255

Customer Support 122,228 1,759,173 -1,636,945

Financial Accounting -268,521 268,521

Financial Planning Monitoring and Reporting 381,454 -381,454

Rates and Valuations 124,831 814,771 -689,940

Human Resource Management 860,911 -860,911

Procurement and Contract Management 247,528 -247,528

Risk Management 194,898 704,594 -509,696

Work Health and Safety 421,126 -421,126

Information, Communication and Technology 3,655,043 -3,655,043

Engineering Leadership 918,539 -918,539

Planning and Development Services Leadership 486,674 -486,674

58,891,991 14,444,789 44,447,202

Goal

Effective, democratic, open transparent leadership and governance that

plans, advocates and meets the changing needs of our community.


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Program: Community Services Responsibility: Manager Community Services

Performance Indicators

Performance Indicators 2018/19 Target Reporting

Government Dep. Compliance Meet Reporting Requirements 95%> Bi - annually

Youth Events No .conducted Bi - annually

Transport Trips Undertaken No. trips Bi - annually

Multi Service Activities Hours of support given Bi - annually

Meals on Wheels No. meals provided Bi - annually

1.1 Operating Budget

1.2 Operating Activities

Description 2018/19 2019/20 2020/21 Review Funding Arrangements

Implement New Transport Trips System

Support attract and retain health care

provider

Lobby for upgrade of regional health facilities

1.3 Capital Works Activities

Description 2018/19 2019/20 2020/21 HACC Vehicle Replacement 164,210 94,980 204,374 HACC Furniture and Fittings 4,120 4,244 4,371

Program: General Manager Leadership Responsibility: General Manager



Community Strategic Plan Develop plan Annually

Operational Plan Complete 95% Actions in plan Annually

Advocate for Community No submissions made Annually

Council Reports >95% compliance with timeframes Monthly

Council Resolutions 100% compliance with resolutions Monthly



Description 2018/19 2019/20 2020/21 Human Synergistics 15,000

Business Excellence Framework 30,000 20,000 10,000 Advocate for appropriate police and ambulance services


N/A

2018/19 2019/20 2020/21

Operating Income 1,147,444 1,170,391 1,198,769

Operating Expenditure 1,129,257 1,150,584 1,172,273

Operating Result 18,188 19,808 26,496

2018/19 2019/20 2020/21

Operating Income 0 0 0

Operating Expenditure 609,971 575,958 577,048

Operating Result -609,971 -575,958 -577,048


23

Program: Tourism, Economic Development and

Community Development Responsibility: Manager Economic Development



Population Growth >1% growth per annum Annually

Unemployment Rate < National Average Annually

Businesses attracted to the Council No. businesses attracted Annually

Tourism events attracted No. tourism events hosted Annually

Arts and culture events undertaken No. events undertaken Annually


2018/19 2019/20 2020/21

Operating Income 2,168 2,211 2,255




Description 2018/19 2019/20 2020/21 Establish MRC as a regional tourism event site

Develop and Implement Tourism Strategy

Develop and Implement Economic Development Strategy


N/A

Program: Corporate Revenue Responsibility: Director Corporate Services



Rates Collection % 90 % Bi - annually

Rates Notional Income Below Rate Pegging Legislation Annually

Interest on Investment Rate > 90 day bank bill rate Monthly

Investment Placement > 95% compliance with policy Monthly


2018/19 2019/20 2020/21



Operating Result 19,107,732 19,434,614 19,778,209


Description 2018/19 2019/20 2020/21 Review Banking Arrangements

Develop Rating Strategy


N/A


24

Program: Corporate Services - Leadership

Responsibility: Director Corporate Services



Management Plan Adoption before 30 June Annually

Management Plan Reporting < 2 months from reporting date Bi - annually

Council Reports > 95% compliance with timeframes Monthly

Council Resolutions 100% compliance with resolutions Monthly

Annual Report Completion before 30 November Annually


2018/19 2019/20 2020/21





Description 2018/19 2019/20 2020/21 Integrate Reporting Framework Establish a Compliance Framework Identify Business Transformation Programs Develop whole of life costing business model Develop obtaining legal advice system Establish compliant records management function


N/A

Program: Council Leadership

Responsibility: Mayor



Meeting Attendance >95% Attendance Bi – annually

Advocate for Community No. submissions representations Annually

Code of Conduct Zero Code of Conduct breaches Annually

Joint Organisation Involvement >95% Attendance Bi – annually


2018/19 2019/20 2020/21





Description 2018/19 2019/20 2020/21 Commence Joint Organisation Involvement 20,117 20,520 20,930 Provide training opportunities for Councillors Maintain partnerships with state and federal governments.


Description 2018/19 2019/20 2020/21 Elected Members Equipment 1,000 1,000 15,000


25

Program: Customer Service Responsibility: Manager Customer Service



Library Membership Maintain membership no's Bi - annually

Library Borrowings Maintain borrowing no's Bi - annually

Service NSW Transactions Comply with contract transaction no's Bi - annually

Train Service Transactions Maintain transaction no's Bi - annually

Phone Call Response Times Comply with customer service standard Bi - annually

Customer Service Requests Comply with customer service standard Bi - annually

Incoming Mail Registration Comply with customer service standard Bi - annually


2018/19 2019/20 2020/21



Operating Result -1,104,113 -1,126,824 -1,149,924


Description 2018/19 2019/20 2020/21 Implement call centre Review service centre operations Evaluate Library agreements Implement Name and Address Register Implement Cemetery Register Develop Customer Service standards


Description 2018/19 2019/20 2020/21 Mathoura Visitor Business Centre 11,824 1,000 1,000 Library Equipment 5,500 5,500 5,500

Program: Finance Responsibility: Manager Financial Services



Budget Result Balanced Budget before 30 June Annually

Budget Review Time Within 60 days of quarter end Bi - annually

Annual Financial Statements

Unqualified audit before 31

October Annually

Accounts Payable Compliance > 90% compliance with checklist Bi - annually

Accounts Receivable Compliance > 90% compliance with checklist Bi - annually

Rates Levy Compliance > 90% compliance with checklist Bi - annually


2018/19 2019/20 2020/21





Description 2018/19 2019/20 2020/21 Implement New Ledger System Implement CVR Assets system Review Payroll System Develop Organisation Structure for Finance


N/A


26

Program: Human Resources

Responsibility: Manager Human Resources



Staff Turnover < 10% Turnover Annually

Staff Satisfaction Score Favourable score Annually

Staff Recruitment Time < 90 days Bi Annually

Workforce Planner Budget Accurate data prior to 15 April Annually

Performance Evaluation > 95% Evaluations completed on time Annually


2018/19 2019/20 2020/21





Description 2018/19 2019/20 2020/21 Implement workforce planning system Implement Performance Evaluation System Develop Workforce Plan for Resource Strategy Establish and implement human resource strategy

Develop best practice people and culture strategies


N/A

Program: Procurement, Contracts and Leases

Responsibility: Manager Procurements, Contracts



Contract Approval > 95 % compliance with Manual Bi – annually

Contracts Register > 95 % compliance with Manual Bi – annually

Preferred Supplier List Completed before 30 June Annually

Lease Agreements > 95 % compliance with Manual Bi – annually

Purchasing Arrangements > 95 % compliance with Manual Bi – annually

Industrial Land Sales blocks No. of blocks sold p.a Bi- annually


2018/19 2019/20 2020/21





Description 2018/19 2019/20 2020/21 Complete and implement Procurement Manual Develop and implement Contract Templates Establish Contracts Register and monitoring system


Description 2018/19 2019/20 2020/21 Industrial Land Development 10,000 10,000 10,000


27

Program: Risk Management Responsibility: Risk Manager



Lost Time Injuries <LG Industry standard Bi - annually

Incident reporting time < 48 hours from time of injury Bi - annually

Workers Compensation Premium < LG Industry standard Bi - annually

Risk Assessment Audit result > Industry standard Bi - annually

Insurance Rebate > Industry standard rebate Bi - annually

Total Recordable Injury Frequency >Industry standard Bi - annually


2018/19 2019/20 2020/21





Description 2018/19 2019/20 2020/21 Participate in Work Health Safety Audit

Complete Risk Register Implement Fit for Work Testing System Asbestos survey, policy, procedure & training WHS training matrix & plan Injury management guidelines Develop & review Business Continuity Plan Develop & implement Mental Health/Wellbeing plan

Physical health & wellbeing program Maintain WHS management system


N/A

Program: Technology and Digital Services Responsibility: Manager InformationTechnology


Performance Indicators 2018/19 Target Reporting Response Times to Requests > 90% within agreed times Bi - annually

Customer Satisfaction Favourable report Bi - annually

Network Speed (average) < 150 milliseconds per packet Bi - annually

System Downtime < 2 % System Down Time Bi - annually


2018/19 2019/20 2020/21 Operating Income 0 0 0




Description 2018/19 2019/20 2020/21 Develop IT Strategy 30,000

Implement Actions from IT Strategy 30,000 30,000

Implement Web Casting Software

Implement Council Agenda System

Develop Business Continuity Plan

Develop best practice ICT capability


Description 2018/19 2019/20 2020/21 Replace Personal Computers 40,000 40,920 41,738 Replace Lap Tops 15,000 15,345 15,652 Replace Photocopiers 41,000 41,943 42,782 Replace Other 50,000 51,150 52,173 Purchase Web casting software 32,120 Purchase Council Agenda software 35,350 Replace Telephone system 160,000 Other 1,277 1,303 1,329


28

Program: Asset Management Responsibility: Manager Assets



Asset Management Plans Complete plans as per agreed schedule Annually

Asset Revaluations Complete revaluations as per agreed schedule Annually

Capital Infrastructure Renewal Ratio ˃95% Annually

Asset Maintenance Ratio Ratio ˃95% Annually



Description 2018/19 2019/20 2020/21 Implement Asset Management Software Revalue Roads Bridges Infrastructure Develop and Maintain asset management system

Develop Asset Management Plan for Delivery Plan


N/A

Program: Design, Capital Works and Projects Responsibility: Manager Major Projects



Designs Prepared > 90 % designs complete < 1 July Bi - annually

Construction Works Program >90% Capital Works completed Annually

Tender Variation > 10 % tender variations to actual Bi - annually


2018/19 2019/20 2020/21





Description 2018/19 2019/20 2020/21 Bridges are trafficable and maintained to local standards

Provide maintain and improve adequate footpath systems systems

Provide facilities for safe cycle usage

Improve rad user safety by improving road conditions and modifying driver behaviour


Description 2018/19 2019/20 2020/21 Calf Creek Bridge - Moulamein Barham Road 20,000 125,000 125,000

Deniboota Drain Bridge- Deni Barham Road 120,000

Merran Creek Bridge- MR386 342,000

Poon Boon Creek Bridge – Speewa Road 15,000

Ficken’s Lane/Merran Creek Bridge 800,000

Rangemore Road/Cockrans Creek Bridge 800,000

Rangemore Road/Jimaringle Creek Bridge 800,000

Yarrien Creek Bridge MR 386 65,000

2018/19 2019/20 2020/21





29

Program: Engineering Operations

Responsibility: Manager Engineering Operations



Roads Construction Sealed Roads Construction kms / p.a. Bi - annually

Roads Reseals Roads Resealed kms / p.a Annually

Gravel Roads Resheeted Roads Resheeted kms / p.a Monthly

Private Works % Profit on Private Works Monthly



N/A


Description 2018/19 2019/20 2020/21 Regional Roads Reseals 1,084,116 1,116,300 1,149,760 Regional Roads Repair Program 1,088,068 1,123,830 1,149,706 Regional Roadwork Furniture Assets 42,840 43,697 44,571 Gravel Resheeting & Formation Improvements

691,089 492,511 504,061 Rural Roads Reseals & Heavy Patch 990,771 1,008,386 1,085,000



1.3 Capital Works Activities (Continued)

Description 2018/19 2019/20 2020/21 Unsealed Roads Construction MM Wards

315,720 368,616 309,448

Rural Roads Construction MM Wards 243,000 282,000 160,000 Roadworks S94 Contributions GW Ward 55,000 55,000 55,000 Roads to Recovery Construction 593,834 1,347,695 1,347,695 Rural Drainage 68,340 69,707 71,101 Moama Urban Roads 327,980 331,970 341,469 Mathoura Urban Roads 102,280 105,348 107,455 Moama Street Reseals 106,984 109,124 111,306 Mathoura Street Reseals 35,000 35,700 36,414 Barham Urban Roads 225,000 225,000 Moulamein Urban Roads 5,000 5,000 5,000 Street Reseals 135,000 140,000 145,000 Pedestrian Access MP 87,296 71,812 72,848 School Crossings 160,000 Paved Footpaths MM Ward 68,786 70,080 71,482 Paved Footpaths GW Ward 71,000 90,000 75,000 Cycle and Walkway – MM Ward 267,208 280,442 283,736 Cycle and walkway – GW Ward 63,000 50,000 50,000 Streetscape/Traffic Management 19,890 20,288 20,694 Kerb And Gutter MM Wards 193,035 196,896 200,833 Kerb and Gutter GW Ward 58,000 60,000 62,000

2018/19 2019/20 2020/21





30




Program: Engineering Services

Responsibility: Manager Engineering Services



Water Pressure Water Pressure > Industry Standard Bi - annually

Water Quality > Industry Standard Bi - annually

Compliance with IPWEA

Guidelines >90 % compliance Bi - annually

Sewer Operations > 95% compliance with standards Bi - annually


2018/19 2019/20 2020/21





Description 2018/19 2019/20 2020/21 Review Water Meter System

Continue Water Wise initiatives

Implement IPWEA best practice guidelines


Water Supply 2018/19 2019/20 2020/21 Moama Raw Water Pump Reservoir 150,000 Moama Repaint Filtered Water Reservoir

300,000 Mathoura Repaint Filtered Water Reservoir

210,000 Moama Water Mains 418,700 430,434 232,203 Mathoura Water Mains 110,000 135,000 105,000

Description 2018/19 2019/20 2020/21 Stormwater Drainage – GW Ward 245,000 275,000 65,000 Stormwater Drainage – MM Wards

214,988 204,588 201,200 Light Vehicles 946,138 1,368,325 751,540 Heavy Plant 2,373,000 1,351,000 2,424,000 Minor Plant 20,000 25,000 25,000 Workshop Equipment 5,000 5,000 5,000 Building Offices MM Ward 41,677 78,335 88,555 Building Depots MM Ward 15,253 10,358 10,465 Building Community services 27,500 11,300 12,300 Building Barham Office 20,000 Barham Library Buildings 15,000 20,000 5,500 Dwellings Other Rentals Barham 14,500 3,500 Dwellings Staff Rentals 7,500 16,000 15,750 Work Depot Improvements 4,000 4,000 4,000 Hall/Community Centres MM Ward

24,150 30,253 30,458 Public Halls 23,500 1,500 2,500 S355 Committee Grant Program 80,000 80,000 80,000 Urban Streetscape Plan 100,000 100,000 100,000 Other Cultural Services Buildings 67,705 68,750 60,500


31




Water Supply 2018/19 2019/20 2020/21 Moama Filtration Plant 210,000 Water Meters 17,053 17.394 17,742 High Security Water 200,000 400,000 40,000 Raw Water Pump Riverside Caravan Park 70,000 Barham Mains Replacement 152,000 40,000 40,000 Barham Water Storage Enhancement 400,000 Barham Pump Station 1 214,000 Moulamein Mains Replacement 20,000 20,000 20,000 Koraleigh Membrane Replacement 20,000 Plant Purchases 80,000 50,000

Sewerage 2018/19 2019/20 2020/21 Moama Sewer Mains 90,000 90,000 90,000 Rising Main 24Lane 1,060,000 Barham Mains Replacement 200,000 50,000 50,000 Barham Construct Evaporation Ponds 250,000 Barham New Pump Station 200,000 Barham Construct New - Channels 30,000 Moama Treatment Plant - Storage Ponds 150,000 Moama Treatment Plant Cooling Evaporation

30,000 Moama Upgrade Power 70,000 Moulamein Main Replacement 50,000 90,000 90,000




Sewerage 2018/19 2019/20 2020/21 Barham T/ Plant Increase Storage Pond 150,000 Barham T/Plant Upgrade Transfer Pump 250,000 Moama Pump Stations Upgrades 120,338 65,845 66,361 Moama Pump Station – Multismart Controls

10,000 10,000 10,000 Moama Pump Stations – Coatings 30,000 Moama P/S Odour Control /Well Washers 6,000 8,000 Mathoura Pumps Station Upgrades 15,000 15,000 15,000 Murray Downs – Increase Storage Ponds Capacity

150,000 Murray Downs – Increase Mains Renewal 100,000


32

Program: Engineering Services Leadership

Responsibility: Director Engineering Services



Council Reports > 95% compliance with timeframes Bi - annually

Council Resolutions 100% compliance with resolutions Bi - annually

Council Advice Sound Engineering Advice to Council Bi - annually

Rural Fire Service Relationship Sound relationship with RFS Bi - annually



Description 2018/19 2019/20 2020/21 Review Mid Murray Zone Fire Agreement Maximise grant funding for roadworks


N/A

Program: Parks and Gardens

Responsibility: Manager Parks and Gardens



Recreation Reserves Surface Surface to approved standard Bi - annually

Playground Equipment 95% compliant to Australian standards Bi - annually

Caravan Park Profit % return on Caravan Park operations Bi - annually

Parks and Gardens Maintained to appropriate standards Bi - annually



Description 2018/19 2019/20 2020/21 Determine Operation Method Noxious Weeds Swimming Pools Painting 10,000 10,000


Description 2018/19 2019/20 2020/21 Park Equipment Barham Riverside C/P 57,500 57,500 Park Equipment Other 57,500 Moama Riverside Caravan Park 60,000 60,000 60,000 Picnic Point Caravan Park 243,862 30,000 30,000 Liston Caravan Park 10,000 25,500 Moama Recreation Reserve 10,000 10,000 10,000 Mathoura Recreation Reserve 10,000 10,000 10,000 Mathoura Memorial Gardens 2,000 2,000 2,000 Botanical Gardens 50,000 50,000 50,000

2018/19 2019/20 2020/21




2018/19 2019/20 2020/21





33

Program: Parks and Gardens

Responsibility: Manager Parks and Gardens

1.3 Capital Works Activities (cont’d)

Description 2018/19 2019/20 2020/21 Playground Equipment 5,000 5,000 5,000 Moama Soundshell 45,000 Mathoura Pioneer Cemetery Parking 5,000 Moama Cemetery Plinths 10,000 Moama Cemetery Storage Shed 12,000 Moulamein Cemetery Expansion 18,000

Program: Waste Services

Responsibility: Director Planning and Environment Services



Tips run to EPA Guidelines >95% compliance Bi - annually

Waste Service Collections 99% collection according to schedule Bi - annually

Recycling Component Increased % recycling Bi - annually

Waste Service cost < LG Group average Bi – annually

Reduce Waste to landfill Reduction in waste received Bi-annually


2018/19 2019/20 2020/21




Program: Waste Services



Description 2018/19 2019/20 2020/21 Bin Audit 60,000

Implement Green Waste Service 230,000 234,600 239,292 Rehabilitate Previous Cell Landfill Concrete Crushing 40,000 40,000 Green Waste Liners 32,000 Contract Review 37,500 Fees and Charges Reveiw 40,000 Bunnaloo Leachate Management 10,000 Womboota Leachate Management 10,000 Mathorua Leachate Management 100,000


Description 2018/19 2019/20 2020/21 Rubbish Bins 18,500 18,500 18,500 Waste Bin Enclosures 30,000 30,000 30,000 Bunnaloo Transfer Station Fencing 6,000 Bunnaloo Transfer Station Cameras 7,500 Mathoura Transfer Station Fencing 12,000 Womboota Transfer Station Fencing 6,000 Womboota Transfer Station Cameras 7,500 Cummeragunja Transfer Station 100,000 Moama Landfill Construct New Cell 500,000 500,000


34

Program: Compliance and Ranger Services




Animal Registrations No. of Animals registered Bi - annually

Development Consents checked % compliance with DA requirements Bi - annually

Ranger complaints response Response times Bi - annually

Animal Impounding Time Average time spent in pound Bi - annually


2018/19 2019/20 2020/21





Description 2018/19 2019/20 2020/21 Ensure adequate development, animal and environment protection measures are in place


Description 2018/19 2019/20 2020/21 Stock Trailer 8,500 4,000 IT Equipment 4,000 Portable Impounding Yards 7,500

Program: Planning

Responsibility: Manager Planning & Building



Development Application Response

Determine Applications in accordance

with legislation Bi - annually

Development Application Numbers Increasing no of applications Bi - annually

Heritage Grant Applications Complete budgeted grant applications Bi - annually


2018/19 2019/20 2020/21





Description 2018/19 2019/20 2020/21 Development Application program 5,000

Strategic Land Use Plan 25,000 Development Control Plan Review ` 10,000 Local Environmental Plan Review 15,000 S94 Review 10,000 Independent D.A Assessment 10,000 10,000 10,000 State of Environment Report 13,000


N/A


35

Program: Planning and Development Services

Leadership




Council Reports > 95% compliance with timeframes Bi - annually

Council Resolutions 100% compliance with resolutions Bi - annually

Council Advice Sound Planning Advice to Council Bi - annually



Description 2018/19 2019/20 2020/21 Develop and implement Strategic Plans and Planning Instruments to ensure development occurs in an environmentally sustainable coordinated manner


N/A

Program: Development Services




Construction Certificates

Completion

Certificates issued in accordance

with requirements Bi – annually

Food Inspections Undertaken No. Food Shop Inspections Bi – annually

Construction Certificate No's Increased no. of certificates Bi – annually


2018/19 2019/20 2020/21





Description 2018/19 2019/20 2020/21 Ensure Building Activities meet the requirements of the EP&A and LG Acts


N/A

2018/19 2019/20 2020/21




delivery program and budget 2018 - 2021 · 1 1313 delivery program and budget 2018 - 2021 murray...

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