minutes ordinary meeting of council · minutes of the ordinary council meeting of 22 may 2019. the...

MINUTES Ordinary Meeting of Council ______________________________________ 9:30am Wednesday 26 June 2019 VENUE: Council Chambers Yarriambiack Shire Council 34 Lyle Street, Warracknabeal Vic 3393 NEXT MEETING: Wednesday 24 July Copies of the Yarriambiack Shire Council’s Agendas & Minutes can be obtained online at http://www.yarriambiack.vic.gov.au

http://www.yarriambiack.vic.gov.au/

YARRIAMBIACK SHIRE COUNCIL

COUNCIL MEETING MINUTES 26 JUNE 2019

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OUR VISION: In consultation with our community, Yarriambiack Shire Council aims to provide a viable, sustainable and vibrant future. OUR VALUES: Customer Service • treat our customers with courtesy and respect; • lead and develop leadership within our community; • constantly strive to improve our services; • forge closer relationships with customers; • investigate matters thoroughly and objectively and keep our customers informed, in plain language, about the process and outcome; • treat people fairly, with respect and have proper regard for their rights; • make decisions lawfully, fairly, impartially and in the public interest; • we are honest, trustworthy, reliable, transparent and accountable in our dealings; • we are careful, conscientious and diligent; • use public resources economically and efficiently; and • actively pursue positive outcomes for the community. CONTINUOUS IMPROVEMENT: Continuous Improvement We drive continuous and sustainable improvement in service provision, operational efficiency and stakeholder relations to create a leading organisation.

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Item No Precis Page 1 WELCOME 4

2 ACKNOWLEDGEMENT & PRAYER 4

3 PRESENT 4

4 APOLOGIES or REQUEST FOR LEAVE OF ABSENCE 4

4.1 Leave of Absence 4

5 CONFIRMATION OF MINUTES 5

6 DECLARATION OF CONFLICT OF INTEREST 7

7 BUSINESS ARISING 8

7.1 Ongoing and Pending Action List 8

8 PETITIONS 8

9 CORRESPONDENCE 8

10 ASSEMBLY OF COUNCILLORS 8

10.1 Agenda Council Forum 22/05/2019 9 10.2 Agenda Council Forum 12/06/2019 10

11 SPECIAL COMMITTEES 12

12 ACTIVITY REPORTS 12

12.1 Mayor’s Report 12 12.2 Councillor’s Reports 13 12.3 Chief Executive Officer Report 15 12.4 General Manager of Infrastructure and Planning 16 12.5 General Manager of Community Development Report 18 12.6 Permits issued by Council 23

13 REPORTS FOR DECISION 24

13.1 Finance Report 24 13.2 Revenue Report 24 13.3 Capital Works Report 35 13.4 2019-2020 Council Budget 40 13.5 Council Plan revised 2019 and 111 Strategic Resource Plan 2019-2023 13.6 Councillor Code of Conduct 152 13.7 Acting Chief Executive Office 175 13.8 Customer Satisfaction Survey 2019 174 13.9 Instrument of Appointment and Authorisation 233 Supersedes previous version – Craig Byron 13.10 Instrument of Appointment and Authorisation 238 – Alan Frankham

14 OTHER BUSINESS 242

15 REPORTS FOR DECISION – CLOSED SESSION 243

15.1 Provision of Banking and Bill Payment Services

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1 WELCOME

2 ACKNOWLEDGEMENT & PRAYER

Cr G Massey opened the meeting at 9:30am by acknowledging the Indigenous Community and offering the opening prayer.

Acknowledging Traditional Owners ‘I would like to acknowledge that this meeting is being held on the traditional lands of the Wotjobaluk, Jaadwa, Jadawadjali, Wergaia and Jupagulk people, and I pay respects to their Elders, both past, present and emerging’

Prayer

Almighty God, without whom no Council can stand nor anything prosper we ask that you be present and guide us in our deliberations today. We pray that we will be fair in our judgements and wise in our actions and that decisions will be made with goodwill and a clear conscience for the betterment and welfare of the people of Yarriambiack Shire.

Amen

3 PRESENT

4 APOLOGIES or REQUEST FOR LEAVE OF ABSENCE’ 4.1 Cr H Ballentine – Request for Leave of Absence

Leave of Absence – Report written by Graeme Massey Discussion:

Councillor Helen Ballentine has requested a leave of absence from the June and July Ordinary Council meetings to deal with personal matters.

RECOMMENDATION: That Council resolve, in the excise of the powers conferred by section 66B of the Local Government Act 1989, that: Councillor Helen Ballentine be granted a leave of absence from the Ordinary Council meetings of 26 June 2019 and 24 July 2019. Resolution

Moved Cr K Zanker Seconded Cr J Wise

That the recommendation be adopted

Carried

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5 CONFIRMATION OF MINUTES

Minutes of the Ordinary Council Meeting of 22 May 2019. The following items were considered at the ordinary Council Meeting held on Wednesday 22 May 2019 at 9:30am 9.1 AEC Federal Election Booth Closures

Recommendation: That Council write to the AEC and VEC and include a copy to the relevant Yarriambiack Shire Government Ministers expressing concern for the number of election booth closures and the process around communication of these closures to our constituents. CARRIED

13.1 Finance Report Recommendation: The Finance Report as at April 2019 is received CARRIED

13.2 Revenue Report Recommendation: The Revenue Report as at May 2019 is received CARRIED

13.3 Capital Works program 30 April 2019 Recommendation: The Capital Works Report as at 30 April is received CARRIED

13.4 Mobile Black Spot Program Recommendation: That Council adopt the 6 priority locations as listed for submission for Round 5 of the Mobile Black Spot Program.

CARRIED

13.5 Drought communities Programme Funding Recommendation: It is recommended that Council makes applications for the following projects under the Drought Communities Programme: CARRIED

13.6 Draft 2019/2020 Council Budget with Draft Capital Works Program Recommendation: That Council:

1. Accept that the proposed Annual Budget 2019/20, as presented be the proposed Budget prepared by Council for the purposes of the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.

2. Authorise the Chief Executive Officer to give public notice of the preparation of the proposed Annual Budget 2019/20 in accordance with Section 129 of the Local Government Act 1989, noting the dates for public notice are from Wednesday 22nd May, 2019 to Wednesday 19th June, 2019.

3. Agree that subject to changes to the proposed Annual Budget 2019/20 after consideration of all submissions, the proposed Annual Budget 2019/20 will be presented for adoption as Council’s Annual Budget 2019/20, in accordance with Section 223 of the Local Government Act 1989, at the Ordinary Council Meeting to be held on Wednesday 26 th June at 9.30am in the Council Chambers, 34 Lyle Street, Warracknabeal.

CARRIED 5



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13.7 Procurement Policy Recommendation: That Council approve Procurement Policy as attached. CARRIED

13.8 Australia Local Government Association General Assembly Recommendation: That Council approve the interstate travel for the Mayor and the Chief Executive Officer to attend the National General Assembly of Local Government in Canberra, 16 June to 19 June 2019. CARRIED

14.1 Returning Passenger Rail to Horsham Recommendation: Motion to include Murtoa in the letter content, not to the detriment of the small towns.

CARRIED

Minutes of the Closed Council Meeting of 22 May 2019.

The following items were considered at the Closed Council Meeting held on Wednesday 22 May 2019 at 9:30am

15.1 Contract C243/2019 Bituminous Surfacing Program

Recommendation: That Council accepts the tender from Inroads Pty Ltd to undertake Council’s Bituminous Surfacing Program as per the Schedule of Rates for a period of Three (3) years with an option of One (1) year plus One (1) year, and that the Contract documents are signed and sealed by Council.

CARRIED RECOMMENDATION: That the Minutes of the Ordinary Meeting of Council held on Wednesday 22 May 2019, as circulated, be taken as read and confirmed. Resolution

Moved Cr S Roberts Seconded Cr J Wise


Carried

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6 DECLARATION OF CONFLICT OF INTEREST

Pursuant to Sections 77, 78 and 79 of the Local Government Act 1989 direct and indirect conflict of interest must be declared prior to debate on specific items within the agenda; or in writing to the Chief Executive Officer before the meeting. Declaration of indirect interests must also include the classification of the interest (in circumstances where a Councillor has made a Declaration in writing, the classification of the interest must still be declared at the meeting) ie;

a) Direct and indirect Interests; b) Indirect interest by close association; c) Indirect interest that is an indirect financial interest; d) Indirect interest because of conflicting duties; e) Indirect interest because of receipt of an applicable gift; f) Indirect interest as a consequence of becoming an interested party; g) Indirect interest because of an impact on residential amenity.

A Councillor who has declared a conflict of interest, must leave the meeting and remain outside the room while the matter is being considered, or any vote is taken.

Councillors are also encouraged to declare circumstances where there may be a perceived conflict of interest.

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7 BUSINESS ARISING 7.1 Ongoing and Pending Action List Council meeting Recommendation Action Action Taken 27/02/2019 Murtoa Rezone amendment

authorisation Authorisation to gazette granted.

24/5/2019 AEC Federal Election Booth Closures

Letters sent to AEC and VEC

24/5/2019 Wimmera Southern Mallee Transport Forum

Letter of support sent to Horsham Rural City Council

24/5/2019 Support to lower speed limit in Lascelles

Letter sent to Greg Wallace and VicRoads

24/5/2019 Rupanyup Line Marking / Parking Contact made with local community

26/5/2019 Blackspot priority sites List provided to Telstra, Optus, Vodafone and Regional Partnership.

8 PETITIONS 9 CORRESPONDENCE 10 ASSEMBLY OF COUNCILLORS

The attached Assembly of Councillors Records are presented as an attachment to the Council agenda for the information of Councillors and recorded at the Council meeting as required under S80A Local Government Act 1989.

RECOMMENDATION:

That Council accepts the Assembly of Councillors Records as presented

Resolution

Moved Cr T Hamilton Seconded Cr K Zanker


Carried

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10.1 Agenda Council Forum 22 May 2019 Date: Wednesday, 22 May 2019 Venue: Council Chambers Warracknabeal Time: Post Council Meeting Appointments Apologies: Cr Helen Ballentine,

Items for Action Officer Outcome

Drought Funding Projects AS

Briefing on the outcome from the evening meeting on 08/05/2019 with the community and key persons involved in the original drought group invited to offer their suggestions as to where they would like to see the money go towards.

North Dunmunkle Creek Maps JM

Lascelles Speed Limit JM

E-Waste BN

Rupanyup Line Marking/Parking JM

Hopetoun Signage JM

Murtoa Pool BN

Other business Cllrs

Previous Matters

Next forum meeting June 12th -

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10.2 Agenda Council Forum 12 June 2019 Date: Wednesday, 12 June 2019 Venue: Council Chamber Warracknabeal Time: 9.30am Appointments 11.30am La Vergne Lehmann 20 minute presentation and 10

minutes for questions at the end. Apologies:

Items for Action Officer Outcome

Draft Audit Committee Charter AM See attachment – to July Council meeting

Code of Conduct BS See attachment – to June Council meeting

Draft Risk Framework & Policy, Strategy, Register

ME See attachments – to July Council meeting

Council Plan Update JH See attachment – to June Council meeting

Relief and Recovery Plan GB See attachment – to July Council meeting

2019 Asset Management Implementation Strategy

PB

Strategy document presented to Council for the implementation and documentation of asset management practices, plan, processes and procedures within Council. (To go to council meeting on June26)

La Vergne Lehmann – CEO Grampians Central West Waste & Resource Recovery Group

Present to Councillors on a range of waste and recycling related issues which are currently affecting our region.

Primary and Ordinary Returns

Primary and Ordinary returns have been distributed. These forms must be filled out 2 times each year for as long as a person holds the office or role that requires them to lodge returns. Please fill out the forms and return to Belinda before 9 August. (Forms must be dated between 30 June and 9 August) Please note that a condensed register of your interest will be published on our website from 1 July, recommendation from the Auditor.



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Previous Matters

General Business June Council meeting Agenda

Next forum meeting June 26 (after Council Meeting)

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11 SPECIAL COMMITTEES Nil 12 ACTIVITY REPORTS 12.1 Mayor’s Report – Prepared by Graeme Massey

31 May Attended NWMA AGM and Biannual Meeting in Warracknabeal 5 June Attended Yarrilinks Meeting in Minyip 6 June Attended Nick Cave Group Meeting in Warracknabeal 11 June Attended WAG Meeting in Warracknabeal 12 June Attended Council Forum 16 – 19 June Attended the National General Assembly of Local Government in

Canberra with CEO Jessie Holmes 20 June Attended GWM Water Stakeholders Meeting in Horsham 21 June Attended Seasonal Conditions Meeting in Horsham 23 June Attended opening of the Hopetoun Fire Station 24 June Attended opening of the Murtoa Police Station 25 June Attended opening of Warracknabeal Police Station

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12.2 Councillor’s Reports Cr H Ballentine Leave of absence

Cr K Zanker

20 May Attended Chaplaincy Meeting

24 May Attended Warracknabeal Court House redevelopment and film night. Hosted by working heritage, Monash uni and creative Victoria

29 May Guest speaker at the St Arnaud National Volunteers Day

Celebrations

5 June Attended Rural Financial Counselling Services Governance Meeting

12 June Attended Council Forum

14 June Attended Rural Financial Counselling Services Finance Meeting

17 June Attended Child Development and Behaviour Session with Dr Billy Garvey

20 June Attended Rural Financial Counselling Services Project Board and

SUNRCS meeting hosted by Yarriambiack Shire Council

25 June Attended the Hardest Kick “Lets Talk About Mental Health” Cr T Hamilton

18 June Attended Murtoa Progress Meeting (was an apology)

19 June Attended Murtoa Community Action Plan Meeting

24 June Attended Murtoa Stick Shed Meeting (was cancelled) Cr S Roberts

11 June Attended Governing Quality for Clients in Service Organisations


Attended Biggest Evening Tea at Yaapeet 24 June Attended Murtoa Police Station Opening Attended Tempy / Turiff / Speed Community Meeting

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Cr C Heintze

28 May Met with Minyip Fuel Committee

29 May Attended Minyip Recreation Reserve Working Bee

30 May Attended the WSMTG meeting in Horsham Attended the Sheep Yard/Livestock Exchange Meeting

31 May Attended Local Government Waste Forum in Ballarat

3 June Attended CFA Meeting in Minyip

5 June Attended Minyip Progress Meeting


19 June Attended Minyip Fuel Committee Meeting Attended Murtoa Town Plan Workshop

20 June Attended GWM Water Stakeholder Workshop

24 June Attended opening of Murtoa Police Station Cr Jean Wise

22 May Attended Grants Information Session

30 May Attended Library Board Meeting


14 June Attended Library Board Meeting

19 June Attended Racecourse Reserve Committee Meeting

23 June Attended Horsham Sports and Community Grants Awards

24 June Attended opening of Murtoa Police Station

25 June Attended opening of Warracknabeal Police Station

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12.3 CEO’s Report – Prepared by Jessie Holmes 23 May Attended DELWP Meeting on Committee of Management Review 28 May Attended Murtoa Community Drought Meeting 29 May Visit with the EPA 30 May Attended Wimmera Southern Mallee Regional Partnership Meeting 31 May Attended North West AGM 5 June Attended Beulah Community Action Plan Meeting 6 June Attended the MAV Rural and Regional Conference 12 June Attended Council Forum 16-19 June Attended the ALGA Conference in Canberra with Mayor Massey 20 June Met with Rural Outreach Officer 24 June Attended Tempy Community Meeting

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12.4 General Manager of Infrastructure & Planning – Prepared by James Magee Dunmunkle Creek Restoration Project-Rupanyup Reservoirs Decommissioning earthworks at the old water storages is complete. Council has been successful in obtaining a grant for $43,000 to stabilise the area, provide revegetation and to construct walking tracks and seating areas to make the area accessible by the public. Works will be undertaken throughout the next financial year.

Dimboola Minyip Road

Downer Group have recently undertaken stabilisation of various patches of road as requested by Council under a maintenance agreement for construction of the Murra Warra Windfarm. Downer have also totally reconstructed a section of the same road west of the Dogwood Road.

The narrow 1km section just west of the Henty Highway will be reconstructed and widened in coming months via the Roads to Market funding with both Yarriambiack Shire and Horsham Rural City contributing.

Local Government Energy Saver Program

Council has been successful in obtaining $48,362 from the Local Government Energy Saver Program which is funded by the State Government. Council has previously had energy audits undertaken across its major facilities with opportunities for energy savings identified.

The works comprise replacement of the air conditioning systems for the meeting rooms and administration areas within the Council offices at Warracknabeal.

Council has submitted an application for further energy efficiency upgrades at the following premises: Murtoa Caravan Park Hopetoun Caravan Park Warracknabeal Caravan Park Warracknabeal Children’s Centre Gateway BEET Hopetoun Mechanics Depot Warracknabeal The upgrades include LED lighting, heat pumps or solar hot water and solar panels

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Caravan Park Occupancy - May 2019

State

Warracknabeal

Hopetoun

Murtoa

VIC 173 83 125 WA 8 2 6 TAS 7 2 7 SA 18 14 5

QLD 24 14 10 NT 0 0 0

NSW 55 42 19 ACT 1 0 6

International 0 0 0 Permanents 4 N/A N/A

TOTAL 290 157 172 Caravan Park Occupancy Comparison - May 2018

State

Warracknabeal

Hopetoun

Murtoa

VIC 239 188 71 NSW 49 31 12 WA 6 1 0 QLD 22 80 10 SA 25 8 9 NT 0 4 0

ACT 1 0 0 TAS 18 7 0

International 0 0 0 Permanents 11 N/A N/A

TOTAL 371 331 102 Warracknabeal Regional Livestock Exchange Sales figures June 5th – 7988 head June 19th – 6087 head Final approx No’s for the 2018/19 financial year = 119,384 hd Final approx No’s for the 2017/18 financial year = 93,769 hd Increase in Numbers of 25,616 hd

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12.5 General Manager Community Services & Development - Gavin Blinman Environmental Health/ Local Laws prepared by Tim Rose and Craig Byron A number of food premises inspections have commenced in the Warracknabeal area. Overall, compliance remains high with no critical incidents being noted. Food sampling in accordance with mandatory requirements has also been conducted. Results from these samples indicate that no food items failed in terms of microbiological safety. Despite the results, an issue was highlighted and this has been followed up with the proprietor. Staff influenza vaccinations occurred over this period. Staff electing to become vaccinated has continued to rise. Vaccinations provided in 2008 were around 35, while this recent session saw 80 staff vaccinated. Meetings with caravan park operators have been conducted over the period in order to achieve compliance with relevant legislation and regulations. Regular contact with committees remains ongoing and progress is being achieved. Council owned parks have been prepared for pressure testing of fire safety equipment, which will determine the compliance works required in the future. Currently, three parks have complied with relevant requirements and registration certificates will be issued, subject to an appropriate schedule of works. Council is also investigating a property hoarding matter. Currently, the issues of concern involve Council’s Health, Local Laws and Building departments. This matter is being resolved through a cooperative approach that involves the RSPCA. Site inspection with parties concerned have been conducted over this period. Only 4 dogs impounded; 2 of these were surrendered and have gone to an Animal Rescue group. Cat Cage demand has been strong in Minyip, Murtoa and Warracknabeal; with quite a few feral/stray cats being caught. Cat owners are reminded to get their cats desexed and to keep no more than 3 cats in town per property. Several Barking Dog Complaints are currently being investigated; dog owners are reminded that nuisance barking is an offence. Illegally dumped rubbish was reported at Brim in Simpson Street opposite the Brim Golf Club; this is currently being investigated. Maternal and Child Health Report Prepared by Nanette Freckelton. Birth Notifications = 57. Expecting 5 that we know of for June. Immunisations to date for the year = 861 FV Maram Alignment training booked for 17 July in Bendigo Organisational Child Safe training has been completed Excellent immunisation status of 100%.. Enhanced Maternal and Child Health is very busy at the moment, issues arising here are parenting skills, drug and alcohol abuse, mental health issues and family violence. The dental van from West Wimmera Health has attended kindergartens in the South as part of our Healthy Oral Care promotion. 10 cots and car seats have been provided for clients in the last year as part of the Maternal and Child Health program. Other resources are obtained for vulnerable families through the St Kilda mums program.

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Early years Coordinator prepared by Glenda Hewitt School Readiness Funding Term 2 is rapidly coming to a close and probably the most impactful events of the term has been the delivery of some of the School Readiness Funding training and professional learning for educators. Being in the very first tranche of this funding has meant that both educators and the Department of Education are uncovering some of the bonuses and difficulties in delivery of these services to our rural and remote settings and consequently feedback will be invaluable. I believe we need to think very strategically about how we utilise the funding more effectively and make greater use of sharing resources with neighbouring Early Years Management services. The possibility of bringing coaching services to our Shire appears more manageable rather than expecting staff to travel quite significant distances for training which was the preferred option this year. Unfortunately factoring in distances that people have to travel in our area is not always evident in planning. The School Readiness Funding midyear review is due now and this will be a good opportunity to provide feedback for future planning. Staffing

During term two, I have been working closely with Anna Jorgensen who will be returning to the Rupanyup Kindergarten at the commencement of Term three after maternity leave. Anna, who holds provisional registration under the Victorian Institute of Teaching, has been working hard to move toward full registration and will complete her panel interview this week. Anna will then progress to full registration as will Kate Williamson at the Warracknabeal Kindergarten. Kate has been mentored by Robyn Hallam and is also at the panel interview stage. Advertisements for the position of teacher at Minyip Kindergarten have been placed, with only one application being received. The current teacher, who is primary trained, has been working under a waiver from the Department, but she has agreed to commence further study in order to complete a conversion course for Early Childhood which is an excellent outcome. Three Year Old Funded Kindergarten 2020

Preparation for the introduction of Three Year old funded Kindergarten is increasing, with audits of all early years services in the Shire being carried out by Department appointed auditors Ernst and Young. Although several of the services are already providing three year old Kindergarten some staffing and infrastructure issues continue to be challenges. Modeling of possible service delivery to include both three and four year old programs is being completed currently and will be discussed with staff next week. Supported Playgroups prepared by Kathryn Camilleri

Playgroups continue to run well in both Warracknabeal and Hopetoun, both areas continue to have strong and growing numbers. Home visits have been a bit quiet lately but will look at contacting and further engaging with parents to encourage further participation. I am working towards transitioning the Monday Warracknabeal group to the community Playgroup. I will continue to stay in Warracknabeal at this stage as there are about 9 identified families and more new mums who would still benefit from a supported Playgroup. Home family visits have slowed as my time has been taken up by PD training but I will contact parents and spark engagement with them again.

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I am still actively involved with the Early Year’s Projects within our Shire. Including, Bastow and By 5 with a project meeting every month or so. The community project is collating a map of local services to support Families and Early Years’ Professionals I attended the Billy Garvey information session here in Warracknabeal it was Fantastic. I have recently completed Respectful Relationships and the Shire run Child Safe Trainings which were both good. Up and coming training is including Yellow Brick Road in Melbourne where I will attend with Glenda and Kate. Youth Report prepared by Murray McKenzie Have commenced community consultation phase of the youth plan review, with pop up Council at various locations across the Shire. Also, a number of Gaming nights at. Hopetoun, Murtoa and Warracknabeal well attended and Hip hop sessions at Hopetoun, Murtoa and Warracknabeal also well attended. Planning for Youth Summit on the 31st July well underway. CHSP /HACCPYP Report prepared by Alannah Lehmann Alannah is currently on leave All clients receiving HACC services have been notified if the changes as at the end of June. Assessment Officer Report prepared by Barb Whiteford/Hanna Butuyuyu Getting ready for the New Aged Care Standards to be implemented on 1st July 2019 Voluntary Assisted Dying Act will commence on 19th June 2019 we are looking at how we include this as part of the assessment process. Referrals down for the month and discussions with CHSP Service Providers to forward any reviews or referrals through Waitlist

5 with appointment scheduled for clients

Assessments completed Completed: 18 Declined: 1 ( Unable to contact), 2 Cancelled ( 1 moved out of region and 1 in acute

care) LAHA Assessments: 0

Reviews completed Reviews: 3

Education & Training None attended

Meetings Meeting to discuss ongoing assessment issues and possible solutions with Jo Martin

Primary Care Coordinator at Rural Northwest Health Shared Care Meeting 21.5.2019 Wimmera Assessors meeting 7.5.2019 Wimmera Partnership Network Meeting 7.5.2019

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Project Report prepared by Andrea Stepney

Project Description Status Stage % comp W’beal Town Hall Strong Found. Project

Replacement, renew floors, wall & ceiling repair

Project commenced 9/4/19. Project $130k Construction 70

Warracknabeal Agricultural Museum

Fire system Upgrade

Drought funded $70k. Project value $76,736.Commenced 7/6/19.

Construction 5

E-Rup Retail Development

Development of Rupanyup Retail Precinct

Funding agreement RDV – executed ($500k). RDV Milestone 1 extended 24/6/19. DCP funds Acquitted ($100k).

Initiation 90

Warracknabeal Leisure Centre

New court surfaces

SPORTAUS funded. Project commences November 2019. Project value $284K

Initiation 95

Warracknabeal Saleyards Upgrade Project

Major Refurbishment

BBRF funded. Project commences December 2019. Project value $272k

Initiation

95

Warracknabeal Town Hall

Kitchen Upgrade (Upstairs toilets reinstatement).

Full refurbishment of kitchen facility and upstairs toilets. Awaiting heritage approval Funded by YSC. Budget $115k

Initiation 25

Warracknabeal Leisure Complex

Facility Upgrade - Gym

Scope pending user group consultation. Funded by YSC. Budget $50k for seed funding and schematics etc. Initial meeting with architects completed.

Development 15

Drought Projects

Progress

%

Aubrey Hall

New roof and arts project (mural restoration)

Preparing project documents and DCP application. Project Value $30k

Development 5%

Beulah Memorial Hall

External painting of Hall

Preparing project documents and DCP application. Project Value $40K

Development 50%

Beulah Swimming Pool

PV solar system for recreation precinct incl pool

Preparing project documents and DCP application. Project Value $20K

Development 90%

Brim Bowls Club Synthetic Surface

New synthetic surface


Development 25%

Hopetoun Gateway BEET

Refurbish and extend Gateway Beet


Development 5%

Jung Recreation reserve new playground


Development 5%

Minyip Rec Reserve Irrigation

New irrigation to sports oval


Development 50%

Murtoa various Community

Various Project up to $100k

Preparing project documents and DCP application. Project Development 0%



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projects Value $100k

Patchewollock Public Space

Upgrade to include seating, shade, BBQ area, and landscaping.

Preparing project documents and DCP application. Project Value $40k Development 10%

Drought Projects

%

Rupanyup Rec Reserve

Upgrade sporting oval lights – Full lighting project


Development 80%

Speed Park

Upgrade to include seating, shade, BBQ area, and landscaping.

Preparing project documents and DCP application. Project Value $40k Development 0%

Woomelang Mini Silo Art

mural of endangered animals


Development 75%

Yaapeet Reservoir Earthworks


Development 10%

Pipeline

% Murtoa Netball Change Rooms

New change rooms and Netball court

Project reported to SRV for Minor Facilities funding. Committee to develop project & contribution funds

Development 10

Beulah Rec Res Change Rooms

New change rooms & toilets for Football/Netball


Development 10

Murtoa Netball Court

Install additional netball court


Development 10

Beulah Netball Club Pavilion

Upgrade netball facilities


Development 5

Hopetoun Rec Res Lighting Upgrade

New lighting to sports oval


Development 5

Hopetoun Golf Club

New shed for equipment

Sourcing funding. Committee to develop project Development 5

Rupanyup Rec Res Lighting Upgrade

New lighting to sports oval

Project reported to SRV for Major Facilities funding. Committee to develop project

Development 5

Hopetoun Rec Reserve

Extend sprinkler system

Project reported to SRV for Minor Facilities funding. Committee to develop project

Development 5

Minyip Grandstand

Refurbishment of grandstand

Application to SPORTAUS submitted. Application unsuccessful. Approximate project value $157k

Sourcing grant 0

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12.6 Permits issued by Council

Reference No Applicant Date of Issue Building Permits Gary Streeter 01/05/2019 Tylers Hardware Murtoa 01/05/2019 Whealtands Museum 01/05/2019 Ashley Holland 08/05/2019 John Healey 08/05/2019 Tim O'Connor 08/05/2019 Joyce Dobson 15/05/2019 YSC - Murtoa Tip 15/05/2019 YSC - W'Beal Tip 15/05/2019 YSC - Hopetoun Tip 15/05/2019 John Moore 22/05/2019 Kelly Sudholz 22/05/2019 Planning Permits John Grace 14/05/2019 Warracknabeal Racing Club 14/05/2019 Angip Nominees Pty Ltd 14/05/2019 Yarriambiack Shire - Creek Levee In progress Michael Cook 22/05/2019 Louise Nicholas In progress Brim Bowling Club In progress Septic Tank Permits 0 Local Laws Permits 0 Permits to Burn 0 Road Reserve Works Permits 0 Asset Protection Permits 0 Firewood collection Permits Timothy Quarrell 03/05/2019 Todd Dempsey 03/05/2019 Christopher Lavender 07/05/2019 Tony Armstrong 08/05/2019 Shahne Johnstone 13/05/2019 Todd Dempsey 13/05/2019 Jonathon Scott 31/05/2019 RECOMMENDATION: That Council note the permits issued by Council between 01 May and 31 May, 2019. Resolution

Moved Cr T Hamilton Seconded Cr C Heintze


Carried 23



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13 REPORTS FOR DECISION 13.1 Finance Report – Prepared by Anita McFarlane RECOMMENDATION: The Finance Report as at May 2019 be received. Resolution

Moved Cr J Wise Seconded Cr C Heintze


Carried

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May Actuals

2018/2019 Budget YTD Actuals Forecast YTD Variance

YTD % Variance

IncomeAsset Disposal & Fair Value Adjustments -$ (316,000)$ (257,987)$ (352,395)$ (58,013)$ 18%Contributions, Donations & Reimbursement (10,768)$ (289,678)$ (313,896)$ (396,308)$ 24,218$ (8%)Government Grants & Charges (1,761,551)$ (9,913,657)$ (9,001,938)$ (11,079,299)$ (911,719)$ 9%Interest Income (1,713)$ (89,245)$ (138,368)$ (132,721)$ 49,123$ (55%)Rates & Charges 931,594$ (12,183,053)$ (12,309,125)$ (12,255,745)$ 126,072$ (1%)User Charges, Fees & Fines (110,421)$ (1,132,475)$ (1,126,472)$ (1,334,975)$ (6,003)$ 1%Other Income (12,033)$ -$ (12,033)$ (12,033)$ 12,033$ 0%

Income Total (964,892)$ (23,924,108)$ (23,147,786)$ (25,563,476)$ (764,289)$ 3%

ExpenditureAsset Disposal & Fair Value Adjustments -$ 338,071$ -$ 338,071$ 338,071$ 0%Bad & Doubtful Debts -$ 500$ -$ -$ 500$ 0%Contributions & Donations 2,953$ 802,661$ 770,792$ 794,753$ 31,869$ 4%Depreciation Amortisation & Impairment -$ 7,035,311$ -$ 6,015,193$ 7,035,311$ 100%Employee Costs 657,786$ 8,692,053$ 8,028,289$ 9,161,873$ 663,764$ 8%Finance Costs 1$ 75,515$ 7$ 10,010$ 75,508$ 100%Materials 487,595$ 6,119,123$ 4,467,931$ 4,861,291$ 1,651,192$ 27%Other Expenses 91,096$ 1,413,287$ 1,307,118$ 1,398,768$ 106,169$ 8%

Expenditure Total 1,239,430$ 24,476,521$ 14,574,136$ 22,579,959$ 9,902,385$ 40%

Total 274,538$ 552,413$ (8,573,650)$ (2,983,517)$ 9,138,097$

YARRIAMBIACK SHIRE COUNCILINCOME STATEMENT BY RESOURCES

FOR MAY 2019

May Actuals


YTD % Variance

IncomeCommunity Services (260,256)$ (2,383,136)$ (2,671,450)$ (3,039,743)$ 288,314$ (12%)Corporate Services 245,589$ (16,207,365)$ (14,216,873)$ (14,191,838)$ (1,990,492)$ 12%Economic Development (42,848)$ (475,927)$ (357,132)$ (437,727)$ (118,795)$ 25%Engineering (801,949)$ (2,540,429)$ (3,785,501)$ (5,300,233)$ 1,245,072$ (49%)Recreation & Culture & Leisure (75,220)$ (307,384)$ (425,875)$ (605,323)$ 118,491$ (39%)Regulatory Services (17,633)$ (163,300)$ (183,608)$ (206,501)$ 20,308$ 0%Waste & Environment (12,575)$ (1,846,567)$ (1,519,380)$ (1,782,111)$ (327,187)$ 18%

Income Total (964,892)$ (23,924,108)$ (23,159,819)$ (25,563,476)$ (764,289)$ 3%

ExpenditureCommunity Services 195,367$ 2,965,997$ 2,360,423$ 2,942,684$ 605,574$ 20%Corporate Services 77,905$ 1,949,349$ 1,551,333$ 1,874,409$ 398,016$ 0%Economic Development 47,960$ 954,514$ 897,569$ 1,039,159$ 56,945$ 6%Engineering 559,633$ 12,468,551$ 5,346,687$ 11,187,570$ 7,121,864$ 57%Governance 73,194$ 1,085,292$ 893,117$ 1,123,172$ 192,175$ 18%Recreation & Culture & Leisure 39,698$ 1,848,746$ 1,032,097$ 1,570,811$ 816,649$ 44%Regulatory Services 49,497$ 582,206$ 463,257$ 600,565$ 118,949$ 20%Waste & Environment 196,176$ 2,621,866$ 2,029,653$ 2,241,589$ 592,213$ 23%

Expenditure Total 1,239,430$ 24,476,521$ 14,574,136$ 22,579,959$ 9,902,385$ 40%

Total 274,538$ 552,413$ (8,585,683)$ (2,983,517)$ 9,138,096$

YARRIAMBIACK SHIRE COUNCILINCOME STATEMENT BY DEPARTMENT

FOR MAY 2019

Rates & Charges Fire Service Levy Return $ 930,084 Pensioner Concession Return $ 1,575

Income protection staff contribution $ 6,385 Income protection recoupment $ 3,632 Staff Clothing recoupment $ 750

Government Grants & Charges Dept of Education & Training - Preschools (State) $ 107,896 Victorian Grants Commission - Local Grant - 4th installment (State)

$ 254,840

Victorian Grants Commission - Capital Grant - 4th installment (State)

$ 416,062

Dept of Education & Training - Maternal & Child Health (State)

$ 42,531

CIR - Immunizations $ 6,223 Dept of Treasury and Finance - Natural Disaster Relief Funding MC-81DAE6

747,132$

Dept of Treasury and Finance - Natural Disaster Relief Funding MC-810D46

51,379$

DHHS - Aged Care (State) 1,773$ DHHS - Assessment (State) 540$ DHHS - Administration (State) 1,188$ DHHS - Respite (State)DHHS - Personal Care (State) 1,773$ DHHS - Home Maintenance (State) 213$ DHHS - Meals On Wheels grants (State) 513$ Dept of Health - CHSP - Assessment (Cwealth) 7,478$ Dept of Infrastructure, Regional Development and Cities (Cwealth) - Beulah Cabins Project Final Claim

43,209$

Sustainability Victoria - Warracknabeal Transfer Station Upgrade Milestone 2

5,000$

DELWPAP - Warracknabeal Town Hall Upgrade 52,000$ MAV Grant - Tobacco Funding 5,481$ DHHS - Warracknabeal Recreation Reserve Netball

10,000$

Other Income Insuraance recoupment for storm damage at the

$ 12,033

Interest Income Interest on rates & FSPL 1,732$

Caravan Park Fees $ 10,259 Rental Income $ 15,467 Leaseback $ 5,985 Sporting Fees $ 194 Building Fees & Permits $ 11,088 Rates Certificates $ 631 Planning Permits $ 1,900 Waste Disposal Fees $ 6,065 HACC & Brokerage Fees $ 17,724 Saleyard Fees $ 16,324 Vic Roads Agency $ 774 Membership $ 992 Animal Fees & charges $ 4,485 Other Income $ 17,496

Total Income for May $ 964,892

Yarriambiack Shire CouncilSummary of major Income and Expenses by Resources for May

Income

Contribution & Donations

User Charges

ExpensesEmployee Costs Salaries & Wages & Oncosts (includes Annual Leave, Sick

Leave, Long Service Leave etc)577,069$

Workcover 3,248$ Superannuation 51,898$ Allowances 15,476$ Travelling 4,479$ Staff Clothing 531$ Conferences & Training 4,121$

Materials Contracts - (includes Wimmera Mallee Waste, Civica, Skillinvest, Simpson Personnel, Horsham Rural City Council etc) 277,424$ Materials 108,046$ Consultants 43,911$ Catering Expense 2,139$ Plant Hire External 3,515$ Plant Hire Internal (57,343)$ Power 12,529$ Telephone 10,189$ Meeting Expenses 1,680$ Tools & Equipment 6,164$ Software purchases and upgrades 300$ Radio Charges 2,481$ Cost of Meals 15,212$ Fuel 59,799$

Contributions & Donations Mallee Landcare Group - Patchewollock silo art site revamp project

3,000.00$

Other Expenses Bank Fees 3,964$ OH& S Supplies 5,714$ Advertising 13,550$ Lease Expenses 37,803$ Postage 3,375$ Audit Services 2,162$ Stationery 1,086$ Water 13,220$ Subscriptions 4,726$ Publications 463$ Legal Services 124$ Printing & Photocopying 4,808$

Total Expenses for May $ 1,239,430

May Actuals


YTD % Variance

01929 - Administration - Capital0900 - Building Capital Works -$ 5,000$ 30,163$ 18,586$ (25,163)$ (503%)0910 - Furniture & Equipment Capital Works -$ 2,000$ 33,359$ 31,000$ (31,359)$ (1568%)

01939 - Asset Management - Capital0900 - Building Capital Works 5,055$ 11,000$ 56,527$ 79,319$ (45,527)$ (414%)0920 - Computer / IT Capital Works -$ 6,000$ -$ 6,000$ 6,000$ 100%

01949 - Information Technology - Capital0920 - Computer / IT Capital Works 6,000$ 42,000$ 29,557$ 42,000$ 12,443$ 30%

02919 - HACC Administration - Capital0910 - Furniture & Equipment Capital Works -$ -$ -$ -$ -$ 0%0920 - Computer / IT Capital Works -$ -$ 3,751$ 3,751$ (3,751)$ 0%

02000 - Housing0900 - Building Capital Works -$ -$ 20,500$ 20,500$ (20,500)$ 0%

02929 - MECC - Capital0910 - Furniture & Equipment Capital Works -$ 1,000$ -$ 1,000$ 100%

02939 - Senior Citizens - Capital0900 - Building Capital Works -$ 5,000$ -$ 2,000$ 5,000$ 100%

02949 - Environmental Health - Capital0910 - Furniture & Equipment Capital Works -$ 2,000$ -$ -$ 2,000$ 100%

02959 - Animal Pound - Capital0930 - Animal Pound - Capital Works -$ -$ -$ -$ -$ 0%

02969 - Maternal & Child Health - Capital0900 - Building Capital Works -$ 5,500$ -$ 5,500$ 5,500$ 100%0920 - Computer / IT Capital Works -$ -$ 7,860$ 1,047$ (7,860)$ 0%

02979 - Fire Hydrants - Capital0965 - Fire Hydrants - Capital -$ -$ -$ -$ -$ 0%

02989 - Preschools - Capital0900 - Building Capital Works -$ 15,000$ -$ 5,500$ 15,000$ 100%0920 - Computer / IT Capital Works -$ -$ 2,451$ 1,500$ (2,451)$ 0%

03909 - Industrial Estate - Capital0905 - Industrial Estate Capital Works -$ -$ -$ -$ -$ 0%

03919 - Caravan Parks - Capital0900 - Building Capital Works -$ 40,000$ 6,498$ 40,000$ 33,502$ 84%0910 - Furniture & Equipment Capital Works -$ 3,500$ -$ 2,000$ 3,500$ 100%

03929 - Public Amenities - Capital0900 - Building Capital Works -$ 5,000$ 6,400$ 6,400$ (1,400)$ (28%)

04909 - Historical Society - Capital0900 - Building Capital Works -$ -$ 52,708$ 5,000$ (52,708)$ 0%

04929 - Library - Capital0900 - Building Capital Works -$ -$ 2,615$ 2,615$ (2,615)$ 0%

04939 - Hall - Capital0900 - Building Capital Works 37,654$ 65,000$ 69,834$ 80,000$ (4,834)$ (7%)

05909 - Parks & Playgrounds - Capital0975 - Playground Capital Works 10,997$ 10,000$ 11,013$ 10,000$ (1,013)$ (10%)

05919 - Recreation Reserve - Capital0900 - Building Capital Works -$ -$ 13,038$ 17,038$ (13,038)$ 0%

05939 - Swimming Pool - Capital0900 - Building Capital Works -$ 5,000$ -$ -$ 5,000$ 100%

05949 - Sporting Complex - Capital0900 - Building Capital Works -$ -$ -$ -$ -$ 0%0910 - Furniture & Equipment Capital Works -$ -$ -$ -$ -$ 0%

05959 - Gymnasium - Capital0910 - Furniture & Equipment Capital Works -$ 4,000$ -$ -$ 4,000$ 100%

05969 - Bowling Clubs - Capital0900 - Building Capital Works -$ -$ -$ -$ -$ 0%

06909 - Local Roads - Capital0935 - Urban Road Construction 29,581$ 474,502$ 434,225$ 454,000$ 40,277$ 8%0940 - Rural Road Construction 261,725$ 1,766,001$ 2,892,371$ 2,976,091$ (1,126,370)$ (64%)0945 - Reseals 527,538$ 429,637$ 530,551$ 505,273$ (100,914)$ (23%)0950 - Resheets 89,254$ 1,206,877$ 1,018,702$ 1,164,801$ 188,175$ 16%0955 - Shoulder Resheets 87,328$ 251,904$ 244,582$ 368,525$ 7,322$ 3%

06919 - Footpath - Capital0980 - Footpath Construction 19,197$ 70,667$ 35,379$ 94,000$ 35,288$ 50%

06929 - Bridge - Capital0990 - Bridge Construction -$ -$ -$ -$ -$ 0%

YARRIAMBIACK SHIRE COUNCILCAPITAL EXPENDITURE FOR MAY 2019

May Actuals


YTD % Variance

YARRIAMBIACK SHIRE COUNCILCAPITAL EXPENDITURE FOR MAY 2019

06939 - Kerb & Channel - Capital0985 - Kerb & Channel Construction 160,573$ 72,360$ 163,968$ 197,000$ (91,608)$ (127%)

06959 - Aerodrome - Capital0900 - Building Capital Works 156,320$ -$ 738,824$ 570,336$ (738,824)$ 0%0950 - Resheets -$ 500,000$ -$ -$ 500,000$ 100%

06979 - Depot - Capital0900 - Building Capital Works 20,000$ 120,000$ 33,724$ 70,000$ 86,276$ 72%

07909 - Drainage - Capital0995 - Drainage Construction -$ 26,527$ 17,385$ 18,000$ 9,142$ 34%

07929 - Transfer Stations & Landfills - Capital0960 - Waste Site Capital Works 16,364$ 300,000$ 43,637$ 260,000$ 256,363$ 85%

08909 - Livestock Exchange - Capital0900 - Building Capital Works -$ 205,000$ -$ -$ 205,000$ 100%0920 - Computer / IT Capital Works -$ -$ 10,040$ 10,040$ (10,040)$ 0%

69760 - Staff Vehicle Purchases

6800 - Plant Purchases 31,096$ 365,000$ 323,556$ 340,000$ 41,444$ 11%

69860 - Works Plant Purchases6800 - Plant Purchases 2,341$ 975,000$ 838,185$ 900,000$ 136,815$ 14%

Total 1,461,022$ 6,990,475$ 7,671,406$ 8,307,822$ (680,931)$

Information Technology DWM Solutions - Development of a Disaster Recovery Plan

$ 6,000

Parks & Playgrounds Space Capsule & Slide and 4 way Rocker $ 10,997

Asset Management Plumbing upgrades to the Tech Office by Quick Plumbing

$ 5,055

Aerodromes Resealing works at the Warracknabeal Aerodrome $ 133,640

Resealing works at the Hopetoun Aerodrome $ 22,680

Hall Warracknabeal Town Hall - includes stage 2 lifting of floor boards, concrete stabilization & repairs, roof repairs and levelling of floor.

$ 37,654

Shoulder Resheet Minyip Dimboola Road $ 24,731 Rosebery East Road $ 43,310 Mount Pleasant Road $ 14,807 Lascelles West Road $ 2,480 Sheep Hills Kellalac Road $ 2,000

Urban Road Construction Phillips Street, Warracknabeal $ 21,868 South Street, Minyip $ 7,713

Reseals Tobin Street, Murtoa $ 15,555 Duncan Street, Murtoa $ 17,781 Longerenong Road $ 158,265 Anderson Street, Warracknabeal $ 69,008 Toole Street, Hopetoun $ 27,066 Wimmera Street, Minyip $ 35,045 Devereux Street, Warracknabeal $ 26,764 Jamouneau Street, Warracknabeal $ 24,864 Phillips Street, Warracknabeal $ 19,606 Lyle Street, Warracknabeal $ 19,217 Dennys Street, Hopetoun $ 18,885 South Street, Minyip $ 19,179 Algerian Street, Patchewollock $ 16,763 Mill Street, Minyip $ 15,766 Roberts Street, Woomelang $ 14,223 Wood Street, Rupanyup $ 8,841 Milbourne Street, Warracknabeal $ 8,835 Lalor Street, Beulah $ 7,374 Dettman Lane, Woomelang $ 3,423 Molyneaux Street, Warrackanbeal $ 699 Woolcock Street, Warracknabeal $ 382

Rural Road Construction Minyip Dimboola Road 189,873$ Glenorchy Road 9,821$ Warranooke Road 9,497$ Rosebery Rainbow Road 9,351$ Blue Ribbon Road 8,731$ Mount Pleasant Road 8,441$ Antwerp Road 8,422$ Banyena Pimpinio Road 7,430$

Yarriambiack Shire CouncilSummary of Capital Works for May

Capital Work

Bells Road 5,751$ Lascelles Sea Lake Road 3,849$ Hopetoun Yaapeet Road 559$

Resheets Kewell East Road 18,346$ Kewell School Road 16,050$ Schultzs Road 12,651$ Mellis Road 9,995$ Lawler Road 4,437$ Lallat North Road 1,889$ Zerbsts Road 1,679$ Goads Land 813$ Mclean Lane 1,134$ Dunlops Road 7,695$ Woodwards Road 648$ Wirrbibial Road 1,082$ Cannum 5 Chain Road 609$ Mcfarlanes Road 1,215$ Roscrea Road 897$ Donald Laen Road 897$ Delavedovas Road 897$ Sheep Hills Bangerang Road 897$ Rosebery East Road 883$ Burdetts Road 335$ Bangerang Road 513$ Ailsa Road 1,573$ Hopefields Road 897$ Hogans Road 1,476$ Hepworth Road 993$ Goads Road 756$

Footpath Anderson Street, Warracknabeal 15,436$ Scott Street, Warracknabeal 1,368$ O'Brien Street, Warracknabeal 2,394$

Kerb & Channel Hamilton Streeet, Murtoa 160,573$

Depots Progress claim 2 on Truck Shed at Warracknabeal Depot

20,000$

Transfer Stations & Landfills C241/2019 construction of Hardwaste Shed 16,364$

Works Plant Purchases Demolition saw & trolley 2,341$

Staff Vehicle Purchases Mitsubishi Outlander LS Wagon 31,096$

$1,461,022Total Capital Works for May

May Actuals


YTD % Variance

Current AssetsCash & Cash Equivalents Investments 1,338,362$ 3,573,000$ 9,183,306$ 3,573,000$ (5,610,306)$ (157%)Rate Debtors (612,227)$ 1,053,000$ 1,903,514$ 1,053,000$ (850,514)$ (81%)Debtors (420,004)$ 450,000$ 318,838$ 450,000$ 131,162$ 29%Other Current Accrued Assets 47,135$ 1,206,000$ 119,684$ 1,206,000$ 1,086,316$ 90%Inventory On Hand 54,051$ 765,000$ 598,952$ 765,000$ 166,048$ 22%Assets Held for Resale -$ 30,000$ 29,974$ 30,000$ 26$ 0%

Current Assets Total 407,317$ 7,077,000$ 12,154,268$ 7,077,000$ (5,077,268)$

Non Current AssetsNon Current Debtors -$ 1,000$ -$ 1,000$ 1,000$ 100%Investments -$ 496,000$ 533,738$ 496,000$ (37,738)$ (8%)Fixed Assets 1,461,022$ 163,692,000$ $ 149,869,461 163,692,000$ 13,822,539$ 8%

Non Current Assets Total 1,461,022$ 164,189,000$ 150,403,199$ 164,189,000$ 13,785,801$ TOTAL ASSETS 1,868,339$ 171,266,000$ 162,557,467$ 171,266,000$ 8,708,533$

Current LiabilitiesCreditors 1,197,938$ 1,707,000$ 2,746,451$ 1,707,000$ (1,039,451)$ (61%)Current Loans 21,000$ 20,870$ 21,000$ 130$ 1%Short Term Provisions 20,685$ 3,000,000$ 3,510,189$ 3,000,000$ (510,189)$ (17%)Trust & Deposits 922,515$ 20,000$ 33,216$ 20,000$ (13,216)$ (66%)

Current Liabilities Total 2,141,138$ 4,748,000$ 6,310,726$ 4,748,000$ (1,562,726)$

Non Current LiabilitiesLong Term Provisions -$ 482,000$ 464,417$ 482,000$ 17,583$ 4%Non Current Loans 1,739$ 79,000$ 81,069$ 79,000$ (2,069)$ (3%)

Non Current Liabilities Total 1,739$ 561,000$ 545,486$ 561,000$ 15,514$ TOTAL LIABILITIES 2,142,877$ 5,309,000$ 6,856,212$ 5,309,000$ (1,547,212)$

NET ASSETS (274,538)$ 165,957,000$ 155,701,255$ 165,957,000$ 10,255,745$

Current AssetsAccumulated Surplus/Deficit (274,538)$ 61,900,000$ 74,452,484$ 61,900,000$ (12,552,484)$ (20%)Asset Revaluation Reserve -$ 104,057,000$ 81,248,771$ 104,057,000$ 22,808,229$ 22%

TOTAL EQUITY (274,538)$ 165,957,000$ 155,701,255$ 165,957,000$ 10,255,745$

InvestmentsBendigo Bank 346,896.09$ 2.30% 03/04/2019Commonwealth Bank 135,612.27$ 2.60% 01/09/2019National Australia Bank 239,339.79$ 2.70% 14/07/2019AMP (oncall) 420.39$ Oncall

722,268.54$

LoansPorter Plant - Street Sweeper 101,939$ 5 years

YARRIAMBIACK SHIRE COUNCILBALANCE SHEET

AS AT 31st MAY 2019

Current Assets YTD ActualsThe general bank account had a balance of $8.122 million at the 31st May. Council is holding $337,486 in cash andinvestments of Section 86 Committees. Council has$704,655 invested with the CBA, NAB, AMP and BendigoBanks.

9,183,306$

General Debtors have decreased by $420,002. This is duemainly to outstanding grant debtors being paid.

$318,838

Non Current AssetsFixed Assets Increased by $1.461 million as per the Capital Works report. $149,869,461

Current LiabilitiesCreditors At the time of preparing this report all the May invoices have

been processed. $2,746,451

$155,701,255

Debtors

Liabilities

Net Assets

Yarriambiack Shire CouncilSummary of Balance Sheet as at 31st May 2019

Assets

Cash & Cash Equivalents

Rate Debtors For the month of May Rate Debtors decreased by $612,227.The final rate installment was due on the 31st May.Outstanding rates are still being pursued by debt collectionagencies with some accounts advancing to the legal stage.Final Rate notices have been issued.

$1,903,514



M 26 06 2019.docx

13.2 Revenue Report – Prepared by Chantelle Pitt RECOMMENDATION: The Revenue Report as at June 2019 be received. Resolution

Moved Cr Zanker Seconded Cr T Hamilton


Carried

35

Rate Classification 2017/2018 Budget 2017/2018 Actuals 2018/2019 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest TotalCommercial 329,952.32$ 314,333.31$ 359,251.86$ (344,180.89)$ (3,280.98)$ 24,205.23$ 54,328.44$ 35,139.81$ 113,673.48$ Farmland 8,067,046.45$ 104,715.86$ 8,272,096.97$ (8,210,160.17)$ (3,156.03)$ 183,011.27$ 127,982.31$ 33,278.48$ 344,272.06$ Residential 2,038,571.57$ 557,185.91$ 2,098,915.45$ (1,871,588.77)$ (125,103.49)$ 214,560.44$ 410,517.71$ 140,082.58$ 765,160.73$ Total 10,435,570.34$ 976,235.08$ 10,730,264.28$ (10,425,929.83)$ (131,540.50)$ 421,776.94$ 592,828.46$ 208,500.87$ 1,223,106.27$

Rate Classification 2017/2018 Budget 2017/2018 Actuals 2018/2019 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest Total Kerbside Garbage Charges 713,682.94$ 195,596.47$ 740,677.47$ (666,503.32)$ (37,857.95)$ 72,801.89$ 102,515.66$ 49,262.53$ 224,580.08$ Kerbside Recycling Charges 361,705.40$ 96,630.29$ 394,258.80$ (343,773.60)$ (26,719.94)$ 45,778.71$ 54,059.57$ 16,725.85$ 116,564.13$ Municipal Charge 357,641.57$ 176,825.27$ 366,685.92$ (320,338.89)$ (16,609.04)$ 46,633.32$ 111,678.19$ 44,605.88$ 202,917.39$ Fire Services Fixed Charge 732,391.00$ 203,733.46$ 748,468.00$ (651,940.20)$ (45,400.00)$ 78,014.41$ 140,269.93$ 35,521.46$ 253,805.80$ Fire Services Levy 487,711.25$ 26,871.90$ 363,449.08$ (362,529.38)$ -$ 10,695.48$ 13,367.95$ 2,360.92$ 26,424.35$ Credits -$ -$ -$ 46,688.78$ -$ (106,856.49)$ -$ -$ (106,856.49)$ Total 2,653,132.16$ 699,657.39$ 2,613,539.27$ (2,298,396.61)$ (126,586.93)$ 147,067.32$ 421,891.30$ 148,476.64$ 717,435.26$

Grand Total 13,088,702.50$ 1,675,892.47$ 13,343,803.55$ (12,724,326.44)$ (258,127.43)$ 568,844.26$ 1,014,719.76$ 356,977.51$ 1,940,541.53$

Dunmunkle Ward 2018/2019 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest TotalCommercial Rates 91,734.48$ (82,736.29)$ (1,747.70)$ 8,812.94$ 45,913.30$ 29,267.25$ 83,993.49$ Farmland Rates 2,707,165.76$ (2,687,981.14)$ (573.72)$ 68,199.92$ 28,466.91$ 4,102.62$ 100,769.45$ Residential Rates 635,601.98$ (557,353.29)$ (41,383.33)$ 76,652.36$ 133,056.60$ 41,064.95$ 250,773.91$ Kerbside Garbage Charges 204,663.95$ (176,909.52)$ (12,543.68)$ 23,639.84$ 36,188.55$ 17,393.89$ 77,222.28$ Kerbside Recycling Charges 118,484.60$ (100,369.33)$ (8,751.77)$ 15,346.68$ 18,550.82$ 6,214.33$ 40,111.83$ Municipal Charge 106,781.76$ (92,620.55)$ (5,590.96)$ 13,369.79$ 24,376.55$ 9,445.79$ 47,192.13$ Credits -$ 16,043.90$ -$ (35,236.59)$ -$ -$ (35,236.59)$ Fire Services Fixed Charge 211,905.00$ (182,685.17)$ (15,000.00)$ 21,852.07$ 31,250.95$ 7,422.61$ 60,525.63$ Fire Services Levy 114,148.67$ (113,656.36)$ -$ 3,997.36$ 5,020.10$ 1,065.49$ 10,082.95$ Total 4,190,486.20$ (3,978,267.75)$ (85,591.16)$ 196,634.37$ 322,823.78$ 115,976.93$ 635,435.08$

Hopetoun Ward 2018/2019 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest Total Commercial Rates 103,416.09$ (101,844.02)$ (1,052.50)$ 2,924.54$ 3,644.31$ 4,694.88$ 11,263.73$ Farmland Rates 2,725,075.76$ (2,710,275.56)$ (1,345.60)$ 59,836.10$ 40,101.62$ 5,082.93$ 105,020.65$ Residential Rates 391,592.30$ (334,474.02)$ (30,340.98)$ 43,097.29$ 122,011.26$ 53,116.41$ 218,224.96$ Kerbside Garbage Charges 165,887.92$ (145,329.55)$ (11,606.67)$ 17,996.38$ 35,740.68$ 21,124.72$ 74,861.78$ Kerbside Recycling Charges 97,917.95$ (82,258.46)$ (8,369.82)$ 11,902.25$ 18,944.72$ 6,954.99$ 37,801.96$ Municipal Charge 108,397.44$ (92,708.48)$ (5,188.61)$ 16,173.89$ 50,586.06$ 21,067.42$ 87,827.37$ Credits -$ 1,489.54$ -$ (27,632.09)$ -$ -$ (27,632.09)$ Fire Services Fixed Charge 230,731.00$ (200,846.20)$ (12,200.00)$ 27,043.58$ 62,031.52$ 16,679.08$ 105,754.18$ Fire Services Levy 115,376.62$ (115,403.70)$ -$ 2,756.27$ 3,320.97$ 449.29$ 6,526.53$ Total 3,938,395.08$ (3,781,650.45)$ (70,104.18)$ 154,098.21$ 336,381.14$ 129,169.72$ 619,649.07$

Warracknabeal Ward 2018/2019 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest Total Commercial Rates 164,101.29$ (159,600.58)$ (480.78)$ 12,467.75$ 4,770.83$ 1,177.68$ 18,416.26$ Farmland Rates 2,839,855.45$ (2,811,903.47)$ (1,236.71)$ 54,975.25$ 59,413.78$ 24,092.93$ 138,481.96$ Residential Rates 1,071,721.17$ (979,761.46)$ (53,379.18)$ 94,810.79$ 155,449.85$ 45,901.22$ 296,161.86$ Kerbside Garbage Charges 370,125.60$ (344,264.25)$ (13,707.60)$ 31,165.67$ 30,586.43$ 10,743.92$ 72,496.02$ Kerbside Recycling Charges 177,856.25$ (161,145.81)$ (9,598.35)$ 18,529.78$ 16,564.03$ 3,556.53$ 38,650.34$ Municipal Charge 151,506.72$ (135,009.86)$ (5,829.47)$ 17,089.64$ 36,715.58$ 14,092.67$ 67,897.89$ Credits -$ 29,155.34$ -$ (43,987.81)$ -$ -$ (43,987.81)$ Fire Services Fixed Charge 305,832.00$ (268,408.83)$ (18,200.00)$ 29,118.76$ 46,987.46$ 11,419.77$ 87,525.99$ Fire Services Levy 133,923.79$ (133,469.32)$ -$ 3,941.85$ 5,026.88$ 846.14$ 9,814.87$ Total 5,214,922.27$ (4,964,408.24)$ (102,432.09)$ 218,111.68$ 355,514.84$ 111,830.86$ 685,457.38$

Grand Total 13,343,803.55$ (12,724,326.44)$ (258,127.43)$ 568,844.26$ 1,014,719.76$ 356,977.51$ 1,940,541.53$

Outstanding Rates

Rates Report - June 2019Prepared by Chantelle Pitt

Outstanding Rates

Breakdown of Outstanding Rates by Ward

$1,940,541.53 $568,844.26

$952,153.03 $356,977.51 $62,566.73

$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

Total Outstanding Current Arrears Interest Legal Costs

Breakdown of Rates Outstanding

$568,844.26

-$12,724,326.44

$1,014,719.76 $356,977.51

Breakdown of Rates Outstanding

Current 18/19 Outstanding

Receipts

Prior Years Arrears & Legals

Interest

-$208,051.97

-$45,400.00

-$4,675.46

2018/19 Rebates

DHHS Rebates

Fire Services Levy Rebates

Council Rebates

$484,805.21

$434,909.42

$9,766.98

$59,662.77

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

Open Amount Total Payments Total Costs Balance

MCC Debt Collection Report Summary

$1,271,945.39

$757,722.20

$96,816.13

$611,039.32

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

Open Amount Total Payments Total Costs Balance

ARL Debt Collection Report Summary



M 26 06 2019.docx

13.3 Capital Works Program May 2019 – Prepared by Joel Turner

Roads & Streets

Urban Roads

Project Funding %

Completed Start Date

Completion Date

Comments

South Street Minyip Shire 100% August September

Seal shoulder starting Church St to Foundry

St

Flood Levee Warracknabeal

Shire & State/Federal

Gov 100% August

2018 Asphalt sections of

levee bank are complete

Rural Roads

Dimboola Minyip Road YSC/HRCC 100% April March

1km x 6.6m Seal starting 10,315 metres

from Geodetic Rd

Minyip Dimboola Road

Shire/Roads to Market 75% February

Widen Shoulders 10.6kms starting

Stawell Warracknabeal Rd

Minyip Banyena Road

Shire/Roads to Market 100% November December

1.47km x 6.6m Seal starting 6,955 metres

from Stawell Warracknabeal Rd

Hopetoun Yaapeet Road

Shire/Roads to Market 100% September October

1.48km x 6.6m Seal starting near Yaapeet

North Rd – hot mix intersection

Sea Lake Lascelles Road

Shire/Roads to Market 100% November January

1.28km of Seal starting 4,545 metres from

Sunraysia Hwy

C Loats Road R2R 100% September November Seal 1.33km x 6.6m

starting at Stawell Warracknabeal Rd

Coorong Swamp Rd FCR 100% February March

Start construction on 1.59km from Donald

Murtoa Rd

Bells Rd FCR 100% February February

4kms, 5m gravel to 6.6m sealed road

between Molyeaux Rd to Galaquil East Rd, Andersons gravel

40



M 26 06 2019.docx

Footpaths

Project Funding % Completed Start Date

Completion Date

Comments

Anderson St Warracknabeal Shire 100% April May

Upgrade path to concrete – 187m

Werrigar St to Gardiner St

O’Brien St Warracknabeal Shire 100% May June

Upgrade path to concrete – 81m Campbell St to

Beggs St

Miller St Murtoa Shire 100% June June

Construct new quarry dust path –

167m Marma St to

Breen St

Lloyd St Murtoa Shire 100% May June


210m TBA

Austin St Hopetoun Shire 100% June June


55m Lake Lascelles to

Hope Rd

Kelsall St Warracknabeal Shire 100% June June


144m between Rainbow Rd to Devereux St

Kelsall St Warracknabeal Shire 100% June June


109m Scott St to

Devereux St

Wood St Warracknabeal Shire 0% June


265m Hudgson St to

Creek

Hopetoun St Beulah Shire 0% June


160m Higginbotham St

to Lalor St



105m School St to

Higginbotham St



160m Lalor St to

Taverner St

41



M 26 06 2019.docx

Kerb & Channel


Completion Date

Comments

Hamilton St Murtoa Shire 80% May

Renew Kerbing left & right hand

sides Breen St to

Degenhardt St

Gravel Shoulders


Completion Date

Comments

Rosebery East Road R2R 100% March May

4km starting 460 metres from

Highway

Sheep Hills Kellalac Road R2R 100% January February 3.2km starting

3km from Highway

Lascelles West Road R2R 100% May June

1km starting 3,950 metres from

Highway

Gravel Re-Sheets


Completion Date

Comments

Alisa Road R2R 100% April April 1.83km starting 7.3km

from Borung Hwy Drums Sandstone

Bangerang Road Shire 100% April March

600 metres starting 23.270km from Henty Hwy

Hewitts Sandstone

Daveys Road Shire 100% August August 870 metres

starting 7.82km from Donald Murtoa Rd Drums Sandstone

Cannum Five Chain Road Shire 100% February February

660 metres starting 2.5km from

Blue Ribbon Rd Hewitts Sandstone

Delavedovas Road R2R 75% April

2.4km starting Donald Murtoa Rd

Gre Gre Gravel

Donald Laen Road R2R 100% October October

1.25km starting Minyip Rich Avon Rd

Gre Gre Gravel

Gravel Re-Sheets (continued)



M 26 06 2019.docx


Completion Date

Comments

Dunlops Road R2R 100% May May 1.09km starting

2.46km from Matheson Rd

Gre Gre Gravel

F Krelle Road Shire 100% May May 570 metres starting Minyip Banyena Rd

Gre Gre Gravel

Hepworth Road Shire 100% May June 710 metres starting

4.06km from Rupanyup Rd

Gre Gre Gravel

Hopefields Road Shire 100% April April 830 metres starting 1.28km from Murtoa

Glenorchy Rd Gre Gre Gravel

Kewell East Road Shire 100% April May

660 metres starting 2.18km from Stawell Warracknabeal Rd & 840 metres starting 4.47km from Stawell Warracknabeal Rd Drums Sandstone

Kewell School Road Shire 100% April May

1.27km starting 3.05km from

Donald Murtoa Rd Drums Sandstone

Lallat North Road Shire 100% April April

1.64km starting 1.84km from Stawell Warracknabeal Rd Drums Sandstone

Lawler Road Shire 100% March June 1.52km from end of

seal Boolite Sheep Hills Rd

Gre Gre Gravel

Loeligers Road R2R 100% March April 1.12km starting

3.21km from Horsham Lubeck Rd

Gre Gre Gravel

Mellis Road Shire 100% May May 1km starting 16.77km

from Stawell Warracknabeal Rd Hewitts Sandstone

Minyip Rich Avon Road Shire 100% October October

460 metres starting Stawell

Warracknabeal Rd Gravel

Morgans Rd R2R 100% September September 1.63km starting

3.25km from Dalcross Rd

Gravel

Roscrea Rd Shire 100% February February 839 metres starting Longerenong Rd Drums Sandstone

Schultzs Road 2 Shire 100% March April 1.36km starting

Donald Murtoa Rd Drums Sandstone




M 26 06 2019.docx

Project Funding %

Completed Start Date

Completion Date

Comments

Wallup Hall Road Shire 100% December January 2.5km starting

Blue Ribbon Rd Drums Sandstone

Watsons Road Shire 100% July July 760 metres starting

Minyip Rich Avon Rd Gre Gre Gravel

Burdetts Road Shire 100% October October 1.15km starting

1.6km from Hopetoun Yaapeet Rd

Websters Gravel

Erhardts Road R2R 100% January January 1.08km starting

2.52km from Birchip Rainbow Rd Andersons Gravel

Geodetic Road Boundary road 100% March March

3.8km starting 24.525km from Wail East Rd

Goads Lane Shire 100% April April 1.6km starting Brim West Rd

Hewitts Sandstone

Goads Road Shire 100% April April 840 metres starting

3.35km from Highway Hewitts Sandstone

Goyura East Shire 100% May June 1.4km starting

Innes Rd Websters Gravel

Hogans Road Shire 100% April April


Hopetoun Rainbow Rd

Websters Gravel

Hopevale Road R2R 100% October October 1.45km starting

Hopetoun Rainbow Rd

Eys Gravel

Jim Jollys Road R2R 100% September September


Sea Lake Patchewollock Rd

Moles Gravel

Lascelles East Road R2R 100% August August

2.2km starting 7.4km from Lascelles Sea

Lake Rd Andersons Gravel

McFarlanes Road Shire 100% April April

1.22km starting 2.75km from Highway

Hewitts Sandstone

McLeans Lane Shire 100% February March 1km starting

Galaquil East Rd Websters Gravel

44



M 26 06 2019.docx



Completion Date

Comments

Michael Road R2R 100% August August 2.58km starting from

Pohlners Rd Andersons Gravel

Phelans Road Shire 100% December January 620 metres starting

1.23km from Birchip Beulah Rd Andersons Gravel

Rosebery East Road R2R 100% November November

1.41km starting 11.345km from Highway

Clugstons Gravel

Shearing Shed Road Shire 100% June June

1.62km starting Patchewollock Sea

Lake Rd Burns Gravel

Turriff East Road Shire 100% May June

1.41km starting 4.36km from Sunraysia Hwy

Burns Gravel

Wirrbibial Road Shire 100% November November 1.74km starting 2.55km from Cambacanya Rd

Websters Gravel

Woodwards Road Shire 100% February February

600 metres starting 1km from Beyal Rd Hewitts Sandstone

Yaapeet Kenmare Road R2R 100% September September

2.25km starting 9.77km from Cowan St

Eys Gravel

Other Works:

Hamilton Street Murtoa kerb and road work nearing completion. Footpaths complete. Fulton Hogan stabilisation patch work is complete. Inroads resealing is complete.

RECOMMENDATION: The Capital Works Report as at May 30 2019 be received. Resolution

Moved Cr J Wise Seconded Cr C Heintze


Carried

45



M 26 06 2019.docx

13.4 Adoption of 2019/2020 Budget and Declaration of Rates and Charges – Prepared by Anita McFarlane The 2019/20 Budget is tabled. In accordance with Section 130 of the Local Government Act 1989 (the Act) Council is required to formally adopt the 2019/20 Annual Budget by 30 June 2019. As resolved by Council on 22 May 2019, the proposed Budget was placed on public exhibition from Wednesday 22 May 2019 to Wednesday 19 June 2019 inclusive, calling for submissions as required under Section 223 of the Act. This was advertised in the local newspapers. Section 223 of the Act requires Council to follow a process of enabling submissions to be received. There was no written submission received by 19 June 2019. Having completed all statutory requirements, the 2019/20 Annual Budget can now be considered for adoption. Rates and Charges The proposed Budget provides an increase in general rate revenue of 2.23% for the 2019/20 year. The rate cap has been set at 2.5% by the Minister for Local Government. Council intends to raise $12,521,819 from general rates ($10,971,054), municipal charge ($374,788) and service charges ($1,175,977). Council believes differential rates contribute to the equitable and efficient distribution of the rate burden to ratepayers. The differential rate ratios are as follows:

General Land (100% of the general rate in the dollar) Farm Land (62% of the general rate in the dollar)

The rates in the dollar to be applied for the 2019/20 year are as follows:

Type 2019/20 cents/$CIV General Land 0.62576 Farm Land 0.39110

The municipal charge will increase from $73.44 to $75.08 per rateable assessment for the 2019/20 year. A person may apply to a Council for an exemption from the payment of a municipal charge on rateable land in accordance with Section 159 (3) of the Local Government Act 1989. Annual service charges for the collection and disposal of refuse and recycling will increase by 2.23% and 5% respectively. A waste service charge and a recycling service charge will be made on all improved properties within Council, excluding commercial and rural properties where such services are provided only upon request.

46



M 26 06 2019.docx

Interest will be charged in at the rate prescribed by Section 172(2)(a) of the Local Government Act 1989 to rates and charges which are not paid by the dates fixed by the Minister pursuant to Section 167(2) of the Local Government Act 1989. Council will treat all valid pensioner rebate applications applicable for the 2018/19 financial year as continuing applications for the 2019/20 financial year, subject to applicable certification by the Department of Human Services. Other rebates and concessions (subject to further resolution by Council) are the rate reduction for new housing developments, in accordance with the Yarriambiack Shire Council Rate Relief – New Houses Policy and the Council employee payroll deductions, for the purpose of paying rates on properties within the Yarriambiack Shire Council, in accordance with the Yarriambiack Shire Council Enterprise Bargaining Agreement No. 8. Interest will be waived for employees using payroll deductions for payment of rates. Financial and Risk Considerations The Budget contains financial statements including a budgeted Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows, Statement of Capital Works and Statement of Human Resources. These statements have been prepared for the year ended 30 June 2020 in accordance with the Act and Regulations. They are consistent with the annual financial statements prepared in accord with the Australian Accounting Standards. The 2019/20 Budget also included information about the rates and charges to be levied, the capital works program to be undertaken, the human resources required, and other information Council requires in order to make an informed decision about the adoption of the Budget. Environmental Considerations There are no environmental considerations arising from this report. Community Consultation and Communication As resolved by Council on 22 May 2019, the proposed Budget was placed on public exhibition from Wednesday 22 May 2019 to Wednesday 19 June 2019 inclusive. The Budget was advertised in local newspapers and made available for inspection at the Warracknabeal and Hopetoun Office and on Council’s website. Media releases and a fact sheet were developed to highlight the main sections of the proposed budget. Members of the public were invited to make written submissions by 19 June 2019. RECOMMENDATION 1. That in accordance with Section 130 of the Local Government Act 1989 (the Act) the

2019/2020 Budget as tabled be adopted. 2. That the Chief Executive Officer be authorised to give public notice of this decision to

adopt the Budget, in accordance with Section 130(2) of the Act; 47



M 26 06 2019.docx

3. That a copy of the adopted Budget be forwarded to the Minister for Local Government

before 30 June 2019, in accordance with Section 130(4) of the Act. 4. Declare the rates, municipal charge and annual service charges for the 2019/20 financial

year as set out within the 2019/20 Budget document on pages 28 to 32.

5. Declare the fees and charges for the 2019/20 financial year as contained in the 2019/20 Budget document on pages 51 to 60 and that the Chief Executive Officer be authorised to approve minor amendments and inclusions to the fees and charges throughout the financial year.

6. That the Chief Executive Officer be authorised to levy and recover the aforesaid general

rates and charges in accordance with the Local Government Act 1989. Resolution

Moved Cr K Zanker Seconded Cr J Wise


Carried

48

2019/20BUDGETYarriambiack Shire Council

“providing a viable, sustainable and vibrant

future”

CONTENTS

OUR COUNCIL

Mayor’s Introduction 3What we’re planning 5Budget Overview 6Our Shire 8Strategic Objectives 9Budget Highlights 10

BUDGET REPORTS1. Services and Service Performance Indicators 11 - Strategic Objective 1: Good Governance 12 - Strategic Objective 2: A Place to Live and Grow 13 - Strategic Objective 3: A safe and active Community 14 and Sustainable Environment - Strategic Objective 4: A Planned Future 15 - Strategic Objective 5: Health and Wellbeing 15

Service Performance Outcome Indicators 16Reconciliation with Budgeted Operating Result 17

2019/20 BUDGET DETAILS2. Financial Statements 193. Notes to the Financial Statements 274. Financial Performance Indicators 495. Fees and Charges 51

3

2019/20 Budget

- Good governance;- A place to live and grow;- A safe and active community and sustainable environment;- A planned future;- Health and wellbeing.

The Council Plan 2017-2021, sets out our strategic plan to deliver our vision over the full term of the Council. Each year the Council Plan is reviewed and changes made where required.

The proposed budget details the resources required over the next year to fund the large range of services we provide to the community. These services range from those which are about directly caring for people through facilities and programs including kindergartens, the library and community care support services, to services which maintain or enhance our environment and surroundings, including waste collection and our roads and footpath management schedules.

It also includes details of proposed capital expenditure allocations to improve and renew our Council’s physical infrastructure, buildings and operational assets as well as funding proposals for a range of operating projects.

As Councillors, it is our job to listen to community sentiment and understand your priorities. We have consistently heard that Council’s services are valued by the community, and that Council also needs to be financially responsible. In response, Council has initiated an enterprise wide approach to identify savings that don’t impact on its services, to provide increased value for money to ratepayers. Council will, continue to focus on identifying sustainable cost savings that will enable it to deliver high quality, responsive and accessible services to the community.

The proposed budget proposes a rate increase of 2.23 per cent due to our slight over application in the 2018/19 year. The Fair Go Rates System (FGRS) has capped rates increases by Victorian councils to the forecast movement of 2.5 per cent.

In this proposed budget we have allocated funding of $7.404 million for asset renewals and upgrades. The proposed budget also funds $854,000 for new assets. Highlights of the capital program include;• Roads ($5.723 million) – including reconstructions, roads to recovery projects, fixing country roads, resheeting, resealing, footpaths and kerb and channel• Buildings ($669,000) – including Warracknabeal Caravan Park, Warracknabeal Council Office, Warracknabeal Livestock Exchange, Warracknabeal Depot and Hopetoun Depot.• Recreation, leisure and community facilities ($304,000) – including Warracknabeal Leisure Centre floor and Warracknabeal Leisure Centre Gymnasium. • Plant and Equipment ($1.276 million) – including information technology, furniture and equipment and scheduled replacement of Council’s fleet and machinery.

MAYOR’ INTRODUCTIONThe Councillors and I are pleased to release the proposed Budget 2019/20 to the Community for comment and public submissions. This budget builds on our Council Plan 2017-2021 vision which focuses on the following five key areas:

Mayor Cr Graeme Massey

S

4

2019/20 Budget

WHAT WE’RE PLANNING

We have also allocated funding to deliver tangible progress on other key priorities and initiatives including;

• Upgrade of Minyip and Hopetoun playgrounds• Transition to new community library model• Install solar at eligible caravan parks and children’s centres.• Redevelop the gymnasium and flooring at Warracknabeal indoor stadium• Develop streetscape master plans for townships• Completion of the Warracknabeal earthern levee• Undertake waste strategy• Murtoa streetscape upgrades• Increased funding to kerb and channel• Major upgrades and Improvements to the Warracknabeal Livestock Exchange• Strategic planning scheme amendments for flooding overlay controls• Reducing high risk audit recommendations• Develop a Customer Service Strategy• Transition Information Technology to cloud based systems• Implementation of three year old kinder• Undertake caravan park master plans

Our focus for the next year is to continue to deliver on the projects and services that make our Council a great place to live in and respond to the challenges we are currently facing.

The community strongly supports the maintenance of existing service levels and for these to be funded through a mix of rates revenue and user charges. Council will continue to focus on the identification of sustainable cost reductions to protect existing service levels. We will also explore new approaches for providing services to our community in a tighter fiscal environment and ensure that we engage with you on any planned changes.

The proposed budget was developed through a rigorous process of consultation and review and Council endorses it as financially responsible. I encourage you to read the remainder of this document, in conjunction with our revised Council Plan 2017-2021 and I look forward to receiving your submission.

Cr Graeme MasseyMayor

5

2019/20 Budget

WHAT WE’RE PLANNING

Council Plan> Strategic Objectives> Strategies> Strategic Indicators

Strategic Resource Plan> Financial Statements> Non-Financial Resources

Annual Budget> Financial Statements> Services and Initiatives> Service Outcome Indicators> Major Initiatives

Short Term

Medium Term

Annual ReportReport of Operations - Major Initiatives - Service Performance - Governance and Management

Financial Statements - Financial Statements - Capital Works Statement - Notes

Performance Statement - Service Performance Outcomes - Financial Performance - Sustainable Capacity

Stakeholder & Community Engagement

TimingReportingPlanningTime horizon

Jan-Jun

Feb-Jun

Mar-Jun

Jul-Sep

Source: Department of Environment, Land, Water and Planning

COUNCIL PLAN LINKAGESThis section describes how the Annual Budget links to the achievement of the Council Plan within an overall planning and reporting framework. This framework guides the Council in identifying community needs and aspirations over the long term, medium term (Council Plan) and short term (Annual Budget) and then holding itself accountable (Annual Report).

LEGISLATIVE PLANNING AND ACCOUNTABILITY FRAMEWORKThe Strategic Resource Plan, part of and prepared in conjunction with the Council Plan, is a rolling four-year plan that outlines the financial and non-financial resources that Council requires to achieve the strategic objectives described in the Council Plan. The Annual Budget is framed within the Strategic Resource Plan, considering the services and initiatives which contribute to achieving the strategic objectives specified in the Council Plan. The diagram below depicts the planning and accountability framework that applies to local government in Victoria.

The timing of each component of the planning framework is critical to the successful achievement of the planned outcomes.

KEY PLANNING CONSIDERATIONSAlthough councils have a legal obligation to provide some services— such as animal management, local roads, food safety and statutory planning—most council services are not legally mandated, including some services closely associated with councils, such as libraries, building permits and sporting facilities. Further, over time, the needs and expectations of communities can change. Therefore councils need to have robust processes for service planning and review to ensure all services continue to provide value for money and are in line with community expectations. In doing so, councils should engage with communities to determine how to prioritise resources and balance service provision against other responsibilities such as asset maintenance and capital works.

6

2019/20 Budget

BUDGET OVERVIEWBUDGET INFLUENCESThe preparation of the budget is influenced by the following external and internal factors:• Rate Capping - The Victorian State Government has introduced a cap on rate increases from 2016/17. The cap for 2019/20 has been set at 2.5% (2018/19 - 2.25%). Council has elected to increase rate revenue by 2.23%.• Rating – The Victorian State Government has flagged its intention to undertake a review of the rating system commencing in 2019. Impacts of any changes are not likely to affect the 2019/20 financial year.• Seasonal Conditions – 2018 was another low rainfall year with significant frosts also affecting farm production. This has had a significant impact on the general economy of the region and has put financial pressures not only on farming enterprises but also on businesses.• The need to renegotiate Enterprise Bargaining Agreements (“EBA”) every 3 years.• The increased demand for Council services and the need to review all services to ensure they are responsive, appropriate and efficient• Grants Commission - Irregular funding from Victoria Grants Commission. A static period of 3 years together with only modest increases prior to and after this period, has eroded the index base and resulted in a loss of approximately $1m. A conservative increase of 2% has been assumed in this budget.• Roads to Recovery V funding from 2019–2024 - $6.615m over the five years compared to $8.495m over the 2014- 2019 program.• Continuing escalation of utility costs essential for carrying out services (water, power, communications and insurances)• Continuing escalation of costs in relation to the maintenance and renewal of Council’s ageing infrastructure assets. • The increased costs across the organisation of meeting compliance standards set by other levels of government.• On-going cost shifting. This occurs where Local Government provides a service to the community on behalf of the State and Federal Government. Over time the funds received by local governments do not increase in line with real cost increases. • The Fire Services Property Levy will continue to be collected by Council on behalf of the State Government with the introduction of the Fire Services Property Levy Act 2012.

KEY STATISTICS• Total Revenue: $26.068M (2018/2019 - $23.762M)• Rates & Changes % of Total Revenue: 48.3% (2018/2019 – 51.6%)• Total Expenditure: $23.714 (2018/2019 - $21.884M)• Accounting Result: $2.354M Surplus (2018/2019 - $1.878M Surplus) (Refer Income Statement in Section 3)• Net Increase/(Decrease) in Cash: $381,000 decrease (2018/2019 - $1.055M decrease) (Refer Statement of Cash Flows in Section 3)

This is the net funding result after considering the funding requirements to meet loan principal repayments and the reserve transfers.• Total Capital Works Program of $8.258M (2018/2019 - $8.265M)• $4.375M from Council operations (rates funded)• $0.0M from borrowings• $234,000 from asset sales• $3.649M from external grants

Council has prepared a Budget for 2019/20 which is aligned to the vision in the Council Plan 2017-2021. It seeks to maintain and improve services and infrastructure as well as deliver projects and services that are valued by our community and do this within the rate increase mandated by the State Government.

BUDGET PRINCIPLES Guidance is provided to all Council officers with budget responsibilities. These key budget principles upon which the officers were to prepare their budgets included: • Existing fees and charges to be increased in line with CPI or market levels. • Grants to be based on confirmed funding levels. • New revenue sources to be identified where possible. • Service levels to be maintained at 2018/19 levels with the aim to use less resources with an emphasis on innovation and efficiency. • Contract labour to be minimised. • New initiatives or employee proposals to be justified through a business case. • Real savings in expenditure and increases in revenue identified in 2018/19 to be preserved • Operating revenues and expenses arising from completed 2018/19 capital projects to be included.

7

2019/20 Budget

Key Statistics

Forecast Actual

2018/19 $’000

Budget

2019/20$’000

Total Expenditure 21,884 23,714Total Income 23,762 26,068Surplus/Deficit for the Year 1,878 2,354Underlying Operating Deficit 868 98

Total Capital Works Expenditure 8,265 8,258

SUMMARY OF FINANCIAL POSITION

Cost escalations for the preparation of the 2019/20 budget onwards include: • Rate revenue to be projected at 2.23% - the current year rate cap is 2.50%. • Waste charges to increase by 2.23% and recycling charges to increase by 5% to address the continued rising cost of dealing with waste management and in particular the current cost of recycling material. • Operating grants increasing at 2%. • Capital grants only included where some level of surety arises and linked directly to a specific capital project. • Continuation of the Roads to Recovery program for a further 5 year period at committed levels to 2023/24. • User Fees and Charges increasing in line with service reviews. • Statutory Fees and Charges only increasing where legislation is known. • Employee’s costs increasing at 2%. • Materials & consumables increasing at 3%. • Utilities increasing at 5%.

THE RATE RISEa. The average rate will rise by 2.23% which is below the 2.50% rate cap set by the Minister for Local Government under the Fair Go Rates System.b. Key drivers i. To fund ongoing service delivery – business as usual ii. To fund renewal of infrastructure and community assets iii. To cope with cost shifting from the State Governmentc. Waste Services - the kerbside collection charge will increase by 2.23% and the recycling charge will increase by 5% per property.d. Refer Section 4.1.1 for further Rates and Charges details.

8

2019/20 Budget

OURSHIRE

Dunmunkle Ward1. Cr Corinne Heintze2. Cr Tom Hamilton

Hopetoun Ward3. Cr Shane Roberts4. Cr Helen Ballentine

Warracknabeal Ward5. Cr Jean Wise6. Cr Graeme Massey7. Cr Kylie Zanker

2.

1.

4. 6.

5. 7.3.

“providing a viable, sustainable and vibrant future”

• 7,158 square kilometres• 6,673 residents• 2,845 employment• 18 townships• 1,114 approx student population• 7,217 rates notices issued in 2018• 848kms sealed roads • 1,253kms gravel local roads• Agriculture, retail and health care are the major employment sectors

COUNCIL FAST FACTS:

SHEEP HILLS

TURRIFF

LASCELLES

LAH

TURRIFFTURRIFF

LASCELLES

WARRACKNABEAL

DUNMUNKLE

HOPETOUN

YOUR COUNCILLORS

Yarriambiack Shire Council is located in the north west of Victoria approximately 40 minutes drive from the regional centre of Horsham. The Council, comprises the shires of Karkarooc, Warracknabeal, Dunmunkle and part of the Wimmera Shire. At the time of amalgamation in January 1995, the newly formed Council adopted the official name of Yarriambiack Shire Council.The Council operates its main administrative office in the township of Warracknabeal, along with a service centre in the town of Hopetoun. Other towns within the municipality include Murtoa, Rupanyup, Lubeck, Minyip, Brim, Beulah, Woomelang, Lah, Lascelles, Rosebery, Sheep Hills, Speed, Tempy, Turriff, Patchewollock and Yaapeet.

2. 6.4.

9

2019/20 Budget

YOUR COUNCILLORS

STRATEGIC OBJECTIVES1. GOOD GOVERNANCEA well-managed and service-focused organisation.

2. A PLACE TO LIVE AND GROWTo develop partnerships and advocate for community wellbeing and economic development priorities and projects as well as capitalising on existing and emerging opportunities in tourism and visitation.

3. A SAFE AND ACTIVE COMMUNITY AND SUSTAINABLE ENVIRONMENTEngage and empower our community and support our volunteers.

4. A PLANNED FUTURETo plan for future service delivery and local community support as well as secure state and federal funding to maintain and upgrade roads, Council and community infrastructure.

5. HEALTH AND SAFETYThrough effective planning and consultation, create environments for our communities that will enable residents to prosper and enjoy improved health and wellbeing.

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2019/20 Budget

BUDGET HIGHLIGHTS

MAJOR INITIATIVES• Upgrade of Minyip and Hopetoun playgrounds• Transition to new community library model• Install solar at eligible caravan parks and children’s centres.• Redevelop the gymnasium and flooring at Warracknabeal indoor stadium• Develop streetscape master plans for townships• Completion of the Warracknabeal earthern levee• Undertake waste strategy• Murtoa streetscape upgrades• Increased funding to kerb and channel• Major upgrades and Improvements to the Warracknabeal Livestock Exchange• Strategic planning scheme amendments for flooding overlay controls• Reducing high risk audit recommendations• Develop a Customer Service Strategy• Transition Information Technology to cloud based systems• Implementation of three year old kinder• Undertake caravan park master plans

11

2019/20 Budget

1 SERVICES AND SERVICE PERFORMANCE INDICATORS

This section provides a description of the services and initiatives to be funded in the Budget for the 2019/20 year and how these will contribute to achieving the strategic objectives outlined in the Council Plan. It also describes several initiatives and service performance outcome indicators for key areas of Council’s operations. Council is required by legislation to identify major initiatives, initiatives and service performance outcome indicators in the Budget and report against them in their Annual Report to support transparency and accountability. The relationship between these accountability requirements in the Council Plan, the Budget and the Annual Report is shown below

COUNCIL PLAN BUDGET ANNUAL REPORT

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Strategic Objective

Indicators (outcome)ServicesInitiatives Major Initiatives




Report of Operations

Performance Statement

Service indicatorsMajor initiativesGovernance & Management Checklist

Service indicators (outcome)Financial indicatorsSustainable capacity indicators

Source: Department of Environment, Land, Water and Planning

12

2019/20 Budget

STRATEGIC OBJECTIVE 1GOOD GOVERNANCE: A well-managed and service-focused organisation.

Service Area Description of services provided2017/18

Actual$’000

2018/19Forecast

$’000

2019/20Budget

$’000Councillors, ChiefExecutive andExecutive Team

This area of governance includes the Mayor, Councillors, Chief Executive Officer and Executive Management Team and associated support which cannot be easily attributed to the direct service provision areas.

Exp RevNET

657-

657

728-

728

859-

859

CouncillorExpenses

The costs collected for this service relate to the direct costs of maintaining Councillor’s corporate responsibilities for Council. This includes the costs associated with meetings, consultants, legal, elections and internal audit.

Exp RevNET

123-

123

116-

116

149-

149

General Council Expenses

The costs collected for this service relate to the general costs of running the Council. This includes the costs associated with public liability insurance, publications and subscriptions to Municipal Association of Victoria (MAV) and other professional bodies.

Exp RevNET

151-

151

276-

276

286-

286

Information Services This service provides, supports and maintains reliable and cost effective communications and computing systems, facilities and infrastructure to Council staff, enabling them to deliver services in a smart, productive and efficient way.

Exp RevNET

293-

293

357-

357

463-

463

Customer Service and Administration Staff and Municipal Offices

This service provides Council with strategic and operational organisation development support. It provides meeting rooms and function venues for Council use. It also provides a customer interface for an increasing number of service units and a wide range of transactions. The service is delivered through two customer service centres, a free call number and an emergency after hours service.

Exp RevNET

731(152)

579

835(91)744

541(148)

393

Director, Contracts, Design and Asset Management

This area includes the Director and Council Officers and associated costs of supporting these positions.

Exp RevNET

1,296(253)1,043

1,276(160)1,116

1,320(101)1,219

Accounting and Finance

This service predominately provides financial based services to both internal and external customers including the management of Council’s finances, payments of salaries and wages to Council employees, procurement and contracting of services, raising and collection of rates and charges and valuation of properties throughout the municipality.

Exp RevNET

698(460)

238

595(78)517

780(18)763

Financing CostsThis service includes payment to external auditors, interest received or paid on investments and loans.

Exp RevNET

62(56)

6

74(30)

44

125(30)

95

Initiatives• Develop a finance procedures manual.• Continue to actively pursue the recovery on unpaid rates.• Focus on reducing all high risk audit recommendations.• Implement Local Government Inspectorate governance recommendations.• Develop a Customer Service Strategy.• Transition Information Technology to cloud based systems.

13

2019/20 Budget


Actual$’000

2018/19Forecast

$’000

2019/20Budget

$’000Health, Education and Housing

This service provides family oriented support services including kindergartens, maternal & child health, counselling & support, immunisation, holiday programs and health & safety.

Exp RevNET

1,301(1,522)

(221)

1,503(1,651)

(148)

1,612(1,206)

406Aged & Disability Services

This service provides a range of home and community care services for the aged and disabled, including home delivered meals, personal care, transport, dementia care, home maintenance, housing support and senior citizens.

Exp RevNET

1,380(1,169)

211

1,443(1,152)

291

1,352(1,115)

237

Library Services This service provides the contribution to a regional library corporation for the provision of mobile and static services throughout the Shire.

Exp RevNET

198-

198

192-

192

192-

192Passive Recreation This service provides for the maintenance of public

parks and gardens.Exp RevNET

115-

115

115-

115

123-

123Tourism and Area Promotion

This service provides a range of services that facilitates the tourist industry, and the cleaning and maintenance of the tourist centre, caravan parks and public amenities.

Exp RevNET

590(196)

394

652(207)

445

1,261(802)

459

Initiatives• Successful implementation of three year old kinder.• Undertake caravan park master plans.• Upgrade Minyip and Hopetoun playgrounds.• Advocate for improved access to health transport.• Transition to new community library model.• Install solar at eligible caravan parks and children’s centres.• Improve Murtoa caravan park fire design services.

STRATEGIC OBJECTIVE 2A PLACE TO LIVE AND GROW: Develop partnerships and advocate for community wellbeing and economic development priorities and projects, as well as capitalising on existing and emerging opportunities in tourism and visitation.

14

2019/20 Budget

Initiatives• Capitalise on increased road funding.• Redevelop the gymnasium and flooring at Warracknabeal Leisure Centre.• Develop streetscape master plans for all townships.• Completion of the Warracknabeal earthern levee.• Undertake waste strategy.• Murtoa streetscape upgrades.


Actual$’000

2018/19Forecast

$’000

2019/20Budget

$’000Active Recreation This service provides for the contributions and

maintenance of indoor and outdoor sporting complex’s, clubs, amenities and recreation officer.

Exp RevNET

624(145)

479

564(822)

258

414(287)

126Swimming Areas and Beaches

This service provides for the contributions and maintenance of swimming pools as well as the contributions to the weir pools.

Exp RevNET

479(580)(100)

625(362)

263

1,141(299)

842

Law, Order and Public Safety

This service provides support for services including fire prevention, animal control, local laws and emergency services.

Exp RevNET

352(48)304

361(67)294

366(50)316

Street Cleaning, Lighting and Beautification

This service provides for the cleaning, lighting and beautification of Council’s streets.

Exp RevNET

907-

907

901-

901

950-

950Waste Management and Environment

This service is responsible for garbage collection, transfer stations, septic tanks, kerbside recycling and land care operations of Council.

Exp RevNET

1,491(1,202)

289

1,478(1,557)

79

1,524(1,363)

161

STRATEGIC OBJECTIVE 3A SAFE AND ACTIVE COMMUNITY AND SUSTAINABLE ENVIRONMENT: Engage and empower our community and support our volunteers.

15

2019/20 Budget

Initiatives• Reconstruction and widening of roads to include a 6.6m seal and 2m wide shoulders; - Minyip Banyena Road; Burrum Lawler 2.4 - 3.9km and - Hopetoun Yaapeet Road; from Hopevale Road towards Hopetoun 1km. • Increased funding to kerb and channel.• Major upgrades and improvements to the Warracknabeal Livestock Exchange.• Strategic planning scheme amendments for flooding overlay controls.


Actual$’000

2018/19Forecast

$’000

2019/20Budget

$’000Community and Economic Development

The service provides a range of services that facilitates an environment that is conducive to sustaining and growing local residential and business sectors. The services include town planning, economic development and building control.

Exp RevNET

980(328)

653

833(237)

596

929(211)

718

Saleyards This service is responsible for the management and maintenance of the Warracknabeal Regional Livestock Exchange.

Exp RevNET

97(200)(104)

88(100)(12)

85(306)(221)

Public Halls This service provides contributions towards insurance for public halls.

Exp RevNET

192-

192

180(75)105

170(65)105

Other Heritage and Culture

This service provides a range of services that facilitates the maintenance and development of museums, other heritage buildings and cultures for the enjoyment of future generations.

Exp RevNET

68-

68

65-

65

68-

68Roads, Streets and Footpaths

The service provides ongoing maintenance of the Council’s roads, drains, bridges and footpaths.

Exp RevNET

8,292(2,132)

6,160

7,592(3,829)

3,763

8,138(3,150)

4,988Other Transport Services

This service provides for the works crew administration and plant operations, as well as any private works.

Exp RevNET

1,265(716)

549

1,248(558)

690

1,214(296)

918

STRATEGIC OBJECTIVE 4A PLANNED FUTUREPlan for future service delivery and local community support, as well as secure State and Federal funding to maintain and upgrade roads, Council and community infrastructure.

Included above.

STRATEGIC OBJECTIVE 5HEALTH AND WELLBEING:Through effective planning and consultation, create environments for our communities that will enable residents to prosper and enjoy improved health and wellbeing.

16

2019/20 Budget

SERVICE PERFORMANCE OUTCOME INDICATORS

Service Indicator 2018/19Actual

Performance Measure Computation

Governance Satisfaction

61%

Satisfaction with Council decisions.(Community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community)

Community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community

Statutory Planning Decision making

0

Council planning decisions upheld at VCAT. (Percentage of planning application decisions subject to review by VCAT and that were not set aside)

[Number of VCAT decisions that did not set aside Council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications]x 100

Roads Satisfaction

38%Satisfaction with sealed local roads.(Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads)

Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads.

Libraries Participation

10%

Active library members. (Percentage of the municipal population that are active library members)

[Number of active library members / municipal population] x 100

Waste Collection Waste diversion

23%

Kerbside collection waste diverted from landfill.(Percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill)

[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x 100

Aquatic Facilities Utilisation

.5%Utilisation of aquatic facilities. (Number of visits to aquatic facilities per head of municipal

Number of visits to aquatic facilities / Municipal population

Animal Management Health and safety 0

Animal management prosecutions.(Number of successful animal management prosecutions)

Number of successful animal management prosecutions

Food Safety Health and safety

100%

Critical and major non-compliance notifications. (Percentage of critical and major non-compliance notifications that are followed up by Council)

[Number of critical non-compliancenotifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance notifications and major non-compliance notifications about food premises] x 100

Maternal and Child Heath

Participation

89%

Participation in the MCH service.(Percentage of children enrolled who participate in the MCH service)

[Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x 100

Participation

67%

Participation in MCH service by Aboriginal children. (Percentage of Aboriginal children enrolled who participate in the MCH service)

[Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x 100

17

2019/20 Budget

RECONCILIATION WITH BUDGETED OPERATING

RESULT Strategic Objective

Net Cost(Revenue)

$’000Expenditure

$’000Revenue

$’000Good Governance 4,228 4,524 (296)A place to Live and Grow 1,417 4,540 (3,123)A safe and active Community and sustainable Environment

2,078 4,028 (1,950)

A Planned Future 6,892 10,970 (4,079)Health and Wellbeing -Total 14,615 24,062 (9,448)

Deficit before funding sources 14,615Funding Sources added in:Rates & charges revenue (11,548)Victorian Grants Commission (5,420)Total funding sources (16,968)

Operating surplus for the year (2,354)LessCapital grants 2,452

Underlying deficit for the year 98

18

2019/20 Budget

2019/20BUDGET DETAILS

19

2019/20 Budget

This section presents information in regard to the Financial Statements and Statement of Human Resources. The budget information for the year 2019/20 has been supplemented with projections to 2022/23 extracted from the Strategic Resource Plan.

This section includes the following financial statements prepared in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) regulations 2014.

- Comprehensive Income Statement- Balance Sheet- Statement of Changes in Equity- Statement of Cash Flows- Statement of Capital Works- Statement of Human Resources

Pending Accounting Standards The 2019-20 budget has been prepared based on the accounting standards applicable at the date of preparation. This means that pending accounting standards that will be in effect from the 2019-20 financial year have not been considered in the development of the budget.Standards that are likely to impact on the 2019-20 financial statements, not considered in the preparation of the budget include:• AASB 16 Leases• AASB 15 Revenue from Contracts with Customers, and • AASB 1058 Income of Not for Profit Entities.While it is not possible to determine the precise impact of these standards at this time, the broad impact on Council is estimated to be as follows:• AASB 16 Leases – Introduces a single lessee accounting model whereby the Council will be required to recognise a right of use asset and associated liability for leases longer than 12 months, except those considered to be of low value.• AASB 15 Revenue from Contracts with Customers and AASB 1058 Income of Not for Profit Entities – Change the way that Councils recognise income and also address matters such as grant funding, contribution of assets and volunteer services. A key change is replacement for some transactions of the criteria of control as a determinant of the timing of income recognition, with the criteria of satisfying performance obligations in an enforceable agreement. These new standards have the potential to impact the timing of how the Council recognises income.

FINANCIAL STATEMENTS

2

20

2019/20 Budget

COMPREHENSIVE INCOME STATEMENTFor the four years ending 30 June 2023

NoteForecast2018/19

$’000

Budget2019/20

$’0002020/21

$’0002021/22

$’0002022/23

$’000IncomeRates and charges 3.1.1 12,267 12,595 12,915 13,269 13,529

Statutory fees and fines 3.1.2 170 180 184 188 192

User fees 3.1.3 1,023 1,066 1,011 1,030 1,056

Grants - operating 3.1.4 6,109 8,080 7,135 7,175 7,318

Grants - capital 3.1.4 3,759 4,001 1,375 1,376 1,377

Contributions - monetary 3.1.5 350 170 173 176 179

Net gain/(loss) on disposal of property, infrastructure, plant and equipment (16) (114) (76) (84) (92)

Other income 3.1.6 100 89 91 93 95

Total Income 23,762 26,068 22,808 23,223 23,654

ExpensesEmployee costs 3.1.7 (8,730) (9,134) (9,246) (9,440) (9,638)

Materials and services 3.1.8 (4,945) (6,083) (4,875) (4,802) (4,966)

Depreciation 3.1.10 (6,015) (6,195) (6,377) (6,569) (6,766)

Bad and doubtful debts (1) (1) (1) (1) (1)

Finance costs (10) (60) (62) (64) (66)

Contributions and donations 3.1.9 (796) (790) (816) (831) (847)

Other expenses 3.1.11 (1,387) (1,451) (1,517) (1,576) (1,637)

Total Expenses (21,884) (23,714) (22,895) (23,282) (23,920)

Surplus/(deficit) for the year 1,878 2,354 (87) (59) (266)

Other comprehensive income

Items that will not be reclassified to surplus or deficit in future periodsNet asset revaluation increment/(decrement) 1,000 500 500 500 500

Total Comprehensive Result 2,878 2,854 413 441 234

Strategic Resource Plan Projections

21

2019/20 Budget

BALANCE SHEETFor the four years ending 30 June 2023

NoteForecast2018/19

$’000

Budget2019/20

$’0002020/21

$’0002021/22

$’0002022/23

$’000AssetsCurrent assets

Cash and cash equivalents 6,490 6,109 5,550 5,233 4,724

Trade and other receivables 1,503 1,533 1,564 1,595 1,600

Other financial assets 1,406 1,500 1,530 1,565 1,570

Inventories 650 840 845 870 880

Non-current assets classified as held for sale 30 30 30 30 30

Total Current Assets 3.2.1 10,079 10,012 9,518 9,293 8,804

Non-current assets

Trade and other receivables 1 1 - - -

Other financial assets 231 250 255 260 265

Investments in associates, joint arrangement and subsidiaries 534 581 592 604 610

Property, infrastructure, plant and equipment 144,448 146,511 147,567 148,589 149,482

Total Non-current Assets 3.2.1 145,214 147,343 148,414 149,453 150,357

Total Assets 155,293 157,355 157,933 158,746 159,162

LiabilitiesCurrent liabilities

Trade and other payables 1,647 1,100 1,290 1,400 1,558

Trust funds and deposits 50 50 50 50 50

Provisions 3,000 2,800 2,846 3,080 3,100

Interest-bearing liabilities 3.2.3 21 21 21 21 16

Total Current Liabilities 3.2.2 4,718 3,971 4,207 4,551 4,724

Non-current liabilities

Provisions 474 450 400 450 474

Interest-bearing liabilities 3.2.3 79 58 37 16 -

Total Non-current Liabilities 3.2.2 553 508 437 466 474

Total Liabilities 5,271 4,479 4,644 5,017 5,198

Net Assets 150,022 152,876 153,289 153,729 153,963

EquityAccumulated surplus 3.3.2 67,772 70,126 70,038 69,979 69,713

Reserves 3.3.1 82,250 82,750 83,250 83,750 84,250

Total Equity 150,022 152,876 153,288 153,729 153,963


22

2019/20 Budget

STATEMENT OF CHANGES IN EQUITYFor the four years ending 30 June 2023

Note Total$’000

AccumulatedSurplus

$’000

RevaluationReserve

$’000

OtherReserves

$’000

2019 Forecast ActualBalance at beginning of the financial year 147,144 65,894 81,235 15

Surplus/(deficit) for the year 1,878 1,878 - -

Net asset revaluation increment/(decrement) 1,000 - 1,000 -

Balance at end of the financial year 150,022 67,772 82,235 15

2020 BudgetBalance at beginning of the financial year 150,022 67,772 82,235 15

Surplus/(deficit) for the year 2,354 2,354 - -

Net asset revaluation increment/(decrement) 500 - 500 -

Balance at end of the financial year 3.3.2 152,876 70,126 82,735 15

2021Balance at beginning of the financial year 152,876 70,126 82,735 15

Surplus/(deficit) for the year (87) (87) - -











23

2019/20 BudgetStrategic Resource Plan

Projections

STATEMENT OF CASH FLOWSFor the four years ending 30 June 2023

Note

Forecast2018/19

$’000Inflows

(Outflows)

Budget2019/20

$’000Inflows

(Outflows)

2020/21$’000

Inflows(Outflows)

2021/22$’000

Inflows(Outflows)

2022/23$’000

Inflows(Outflows)

Cash flows from operating activitiesRates and charges 10,767 11,095 12,715 13,069 13,329

Statutory fees and fines 170 180 184 188 192

User fees 1,023 1,066 1,011 1,030 1,056

Grants - operating 6,109 8,080 7,135 7,175 7,318

Grants - capital 3,759 4,001 1,375 1,376 1,377

Contributions - monetary 350 170 173 176 179

Interest received 89 89 91 93 95

Other receipts 11 - - - -

Net GST refund/payment 500 500 446 494 521

Employee costs (8,730) (9,134) (9,246) (9,440) (9,638)

Materials and services (4,945) (6,083) (4,875) (4,802) (4,966)

Other payments (2,183) (2,242) (2,334) (2,407) (2,484)

Net cash provided by/(used in) operating activities 3.4.1 6,919 7,724 6,675 6,952 6,978

Cash flows from investing activitiesPayments for property, infrastructure, plant and equipment (8,265) (8,258) (7,434) (7,590) (7,659)

Proceeds from sale of property, infrastructure, plant and equipment 322 234 282 286 289

Net cash provided by/(used in) investing activities 3.4.2 (7,943) (8,024) (7,151) (7,305) (7,370)

Cash flows from financing activitiesFinance costs (10) (60) (62) (64) (66)

Repayment of borrowings (21) (21) (21) (21) (16)

Net cash provided by/(used in) financing activities 3.4.3 (31) (81) (83) (85) (82)

Net increase/(decrease) in cash and cash equivalents (1,055) (381) (559) (438) (473)

Cash and cash equivalents at the beginning of the financial year 7,545 6,490 6,109 5,671 5,198

Cash and cash equivalents at the end of the financial year 6,490 6,109 5,550 5,233 4,724


24


Projections

STATEMENT OF CAPITAL WORKSFor the four years ending 30 June 2023

NoteForecast2018/19

$’000

Budget2019/20

$’0002020/21

$’0002021/22

$’0002022/23

$’000PropertyBuildings 229 629 115 115 25

Heritage buildings 90 40 - - -

Total Property 319 669 115 115 25

Plant and equipmentPlant, machinery and equipment 1,265 1,190 1,050 1,050 1,050

Fixtures, fittings and furniture 38 11 7 7 7

Computers and telecommunications 64 75 72 70 75

Total Plant and Equipment 1,367 1,276 1,129 1,127 1,132

InfrastructureRoads 5,379 5,403 5,834 5,985 6,141

Footpaths, kerb and channel 320 320 283 291 287

Drainage 27 27 27 28 29

Recreational, leisure and community facilities 13 304 5 5 5

Waste management 260 180 - - -

Parks, open space and streetscapes 10 80 40 40 40

Aerodromes 570 - - - -

Total Infrastructure 6,579 6,313 6,189 6,349 6,502

Total Capital Works Expenditure 3.5.1 8,265 8,258 7,434 7,590 7,659

Represented by:

New asset expenditure 478 854 769 785 792

Asset renewal expenditure 5,477 4,315 3,884 3,966 4,002

Asset upgrade expenditure 2,310 3,089 2,781 2,839 2,865


Funding sources represented by:

Grants 3,803 3,649 3,285 3,354 3,384

Contributions 322 234 282 286 289

Council cash 4,140 4,375 3,867 3,951 3,986



25

2019/20 Budget

STATEMENT OF HUMAN RESOURCESFor the four years ending 30 June 2023

NoteForecast2018/19

$’000

Budget2019/20

$’0002020/21

$’0002021/22

$’0002022/23

$’000Staff expenditureEmployee costs - operating (8,730) (9,134) (9,246) (9,440) (9,638)

Employee costs - capital (1,410) (1,533) (1,565) (1,608) (1,628)

Total Staff Expenditure (10,140) (10,667) (10,811) (11,048) (11,266)

FTE FTE FTE FTE FTEStaff Numbers

Employees 107 107 110 110 110

Total Staff Numbers 107 107 110 110 110

A summary of human resources expenditure categorised according to the organisational structure of Council is included below:

Department

Budget2018/19

$’000

Permanent Full Time

$’000

Permanent Part Time

$’000Community Services 2,263 399 1,864

Corporate Services 626 626 -

Economic Development 388 388 -

Engineering 3,610 3,560 49

Governance 836 836 -

Recreation, Culture and Leisure 89 - 89

Regulatory Services 592 592 -

Waste and Environment 731 731 -

Total Permanent Staff Expenditure 9,134 7,132 2,002

Capitalised Labour costs 1,533

Total Expenditure 10,667

HUMAN RESOURCES


26


Projections

A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below:

DepartmentBudget

FTEPermanent

Full TimePermanent

Part TimeCommunity Services 19 3 16

Corporate Services 5 5 -

Economic Development 2 2 -

Engineering 65 64 1

Governance 6 6 -

Recreation, Culture and Leisure 1 - 1

Regulatory Services 7 7 -

Waste and Environment 2 2 -

Total Permanent Staff 107 89 18

Total Staff 107

HUMAN RESOURCES CONTINUED

27

2019/20 Budget

NOTES TO THE FINANCIAL STATEMENTS

This section presents detailed information on material components of the financial statements. Council needs to assess which components are material, considering the dollar amounts and nature of these components.

3

28

2019/20 Budget

COMPREHENSIVE INCOME STATEMENT

ForecastActual

2018/19$’000

Budget2019/20

$’000

Variance

$’000

Change

%General rates* 10,732 10,971 239 2.23%

Municipal charge* 367 375 8 2.18%

Waste management charge 1,134 1,176 42 3.70%

Supplementary rates and rate adjustments 22 (9) (31) (140.91%)

Revenue in lieu of rates 13 82 69 530.77%

Total Rates and charges 12,268 12,595 327 2.67%

3.1.1(b) THE RATE IN THE DOLLAR TO BE LEVIED AS GENERAL RATES UNDER SECTION 158 OF THE ACT FOR EACH TYPE OR CLASS OF LAND COMPARED WITH THE PREVIOUS FINANCIAL YEAR:

Type or class of land 2018/19cents/$CIV

2019/20cents/$CIV Change

General rate for rateable residential properties 0.00649700 0.00625760 (3.68%)

General rate for rateable commercial properties 0.00649700 0.00625760 (3.68%)

General rate for rateable farming properties 0.00465700 0.00391100 (16.02%)

3.1.1 RATES AND CHARGESRates and charges are required by the Act and the Regulations to be disclosed in Council’s annual budget.

In developing the Strategic Resource Plan, rates and charges were identified as an important source of revenue. Planning for future rate increases has therefore been an important component of the Strategic Resource Planning process. The Fair Go Rates System (FGRS) sets out the maximum amount councils may increase rates in a year. For 2019/20 the FGRS cap has been set at 2.5%. The cap applies to both general rates and municipal charges and is calculated on the basis of Council’s average rates and charges.

The level of required rates and charges has been considered in this context, with reference to Council’s other sources of income and the planned expenditure on services and works to be undertaken for the community.

To achieve these objectives while maintaining service levels and a strong capital expenditure program, the average general rate and the municipal charge will increase by 2.23% which is 0.27% below the Ministers rate cap.

This will raise total rates and charges for 2019/20 to $12.644 million.

3.1.1(a) THE RECONCILIATION OF THE TOTAL RATES AND CHARGES TO THE COMPREHENSIVE INCOME STATEMENT IS AS FOLLOWS:

*These items are subject to the rate cap established under the FGRS

3.1.1(c) THE ESTIMATED TOTAL AMOUNT TO BE RAISED BY GENERAL RATES IN RELATION TO EACH TYPE OR CLASS OF LAND, AND THE ESTIMATED TOTAL AMOUNT TO BE RAISED BY GENERAL RATES, COMPARED WITH THE PREVIOUS FINANCIAL YEAR:

Type or class of land 2018/19$’000

2019/20$’000

Variance$’000

Change%

Residential 2,080 2,146 66 3.17%

Commercial 342 367 25 7.31%

Farm 8,250 8,458 208 2.52%

Total amount to be raised by general rates 10,672 10,971 299 2.80%

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2019/20 Budget

3.1.1(e) THE BASIS OF VALUATION TO BE USED IS THE CAPITAL IMPROVED VALUE (CIV)

3.1.1(d) THE NUMBER OF ASSESSMENTS IN RELATION TO EACH TYPE OR CLASS OF LAND, AND THE TOTAL NUMBER OF ASSESSMENTS, COMPARED WITH THE PREVIOUS FINANCIAL YEAR:

Type or class of land 2018/19Number

2019/20Number Number

Change%

Residential 3,345 3,382 37 1.11%

Commercial 458 459 1 0.22%

Farm 3,067 3,098 31 1.01%

Total amount to be raised by general rates 6,870 6,939 69 1.00%

3.1.1(f) THE ESTIMATED TOTAL VALUE OF EACH TYPE OR CLASS OF LAND, AND THE ESTIMATED TOTAL VALUE OF LAND, COMPARED WITH THE PREVIOUS FINANCIAL YEAR:

Type or class of land 2018/19$’000

2019/20$’000

Variance$’000

Change%

Residential 320,124 343,359 23,235 7.26%

Commercial 52,783 55,010 2,227 4.22%

Farm 1,771,498 2,166,794 395,296 22.31%

Total value of land 2,144,405 2,565,163 420,758 19.62%

3.1.1(g) THE MUNICIPAL CHARGE UNDER SECTION 159 OF THE ACT COMPARED WITH THE PREVIOUS FINANCIAL YEAR:

Type or class of land

Per RateableProperty2018/19

$


$

Variance

$’000

Change

%Municipal 73.44 75.08 1.64 2.23%

3.1.1(h) THE ESTIMATED TOTAL AMOUNT TO BE RAISED BY MUNICIPAL CHARGES COMPARED WITH THE PREVIOUS FINANCIAL YEAR:

Type of charge 2018/19$’000

2019/20$’000

Variance$’000

Change%

Municipal 367 375 8 2.18%

30

2019/20 Budget

Type of Charge


$’000


$’000

Variance

$’000

Change

%Kerbside collection 731 761 30 4.15%

Recycling collection 392 415 23 5.87%

Total 1,123 1,176 53 4.75%

3.1.1(j) THE ESTIMATED TOTAL AMOUNT TO BE RAISED BY EACH TYPE OF SERVICE RATE OR CHARGE, AND THE ESTIMATED TOTAL AMOUNT TO BE RAISED BY SERVICE RATES AND CHARGES, COMPARED WITH THE PREVIOUS FINANCIAL YEAR:

3.1.1(k) THE ESTIMATED TOTAL AMOUNT TO BE RAISED BY ALL RATES AND CHARGES COMPARED WITH THE PREVIOUS FINANCIAL YEAR:

Type of Charge 2018/19$’000

2019/20$’000

Variance$’000

Change%

Rates and charges 10,672 10,971 299 2.8%

Municipal charge 367 375 8 2.18%

Kerbside collection 731 761 30 4.15%

Recycling collection 392 415 23 5.87%

Windfarms in lieu of rates - 82 82 -

Supplementary rates and rate adjustments 22 (9) (31) (140.91%)

Total Rates and charges 12,184 12,595 411 3.38%

3.1.1(i) THE RATE OR UNIT AMOUNT TO BE LEVIED FOR EACH TYPE OF SERVICE RATE OR CHARGE UNDER SECTION 162 OF THE ACT COMPARED WITH THE PREVIOUS FINANCIAL YEAR:

Type of Charge

Per RateableProperty 2018/19

$

Per RateableProperty 2019/20

$

Variance

$

Change

%Kerbside collectionResidential - 80lt bin 136.54 139.58 3.04 2.23%

Residential - 120lt bin 189.55 193.78 4.23 2.23%

Residential - 240lt bin 368.91 377.14 8.23 2.23%

Other - 80lt bin 136.54 139.58 3.04 2.23%

Other - 120lt bin 189.55 193.78 4.23 2.23%

Other - 240lt bin 368.91 377.14 8.23 2.23%

Recycling collectionResidential 129.35 135.82 6.47 5%

Other 129.35 135.82 6.47 5%

31

2019/20 Budget

3.1.1(m) ANY SIGNIFICANT CHANGES THAT MAY AFFECT THE ESTIMATED AMOUNTS TO BE RAISED BY RATES AND CHARGES.There are no known significant changes which may affect the estimated amounts to be raised by rates and charges. However, the total amount to be raised by rates and charges may be affected by: • The making of supplementary valuations (2019/20: estimated ($9,000) and 2018/19: $22,000). • The variation of returned levels of value (e.g. valuation objections and appeals). • Changes of use of land such that rateable land becomes non-rateable land and vice versa. • Changes of use of land such that residential land becomes business land and vice versa. • Revenues in lieu of rates will be impacted by the exact timing for the commissioning of wind turbines at the Murra Warra windfarm.

3.1.1(n) DIFFERENTIAL RATES

Rates to be leviedThe rate and amount of rates payable in relation to land in each category of differential are: • A general rate of 0.6257% (0.006257 cents in the dollar of CIV) for all rateable residential and commercial properties; and • A general rate of 0.3911% (0.003911 cents in the dollar of CIV) for all rateable farming properties.

Each differential rate will be determined by multiplying the Capital Improved Value of each rateable land (categorised by the characteristics described below) by the relevant percentages indicated above.

Council considers that each differential rate will contribute to the equitable and efficient carrying out of council functions. Details of the objectives of each differential rate, the types of classes of land, which are subject to each differential rate and the uses of each differential rate, are set out below.

Residential and Commercial landResidential land is any land, which is: • Occupied for the principal purpose of physically accommodating persons; or • Unoccupied but zoned residential under the Yarriambiack Shire Council Planning Scheme.

Commercial land is any land, which is: • Occupied for the principal purpose of carrying out the manufacture or production of, or trade in, goods or services; or • Unoccupied but zoned commercial or industrial under the Yarriambiack Shire Council Planning Scheme.

The objective of this differential rate is to ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including (but not limited to) the: • Construction and maintenance of infrastructure assets; • Development and provision of health and community services; and • Provision of general support services.

3.1.1(l) FAIR GO RATES SYSTEM COMPLIANCEYarriambiack Shire Council is required to comply with the State Government’s Fair Go Rates System (FGRS). The table below details the budget assumptions consistent with the requirements of the Fair Go Rates System.

2018/19 2019/20Total Rates $ 10,795,656 $ 11,345,842

Number of rateable properties 6,870 6,939

Base Average Rate $ 1,571.42 $ 1,598.99

Maximum Rate Increase (set by the State Government) 2.25% 2.50%

Capped Average Rate $ 1,607 $ 1,638.97Maximum General Rates and Municipal Charges Revenue $ 11,038,558 $ 11,372,799

Budgeted General Rates and Municipal Charges Revenue $ 11,038,558 $ 11,345,842

Budgeted Supplementary Rates - (9,000)

Budgeted Total Rates and Municipal Charges Revenue $ 11,038,558 $ 11,336,842

32

2019/20 Budget

The types and classes of rateable land within this differential rate are those having the relevant characteristics described above.

The money raised by the differential rate will be applied to the items of expenditure described in the Budget by Council. The level of the rate for land in this category is considered to provide for an appropriate contribution to Council’s budgeted expenditure, having regard to the characteristics of the land.

The geographic location of the land within this differential rate is wherever located within the municipal district, without reference to ward boundaries.

The use of the land within this differential rate, in the case of improved land, is any use of land.

The characteristics of planning scheme zoning are applicable to the determination of vacant land which will be subject to the rate applicable to commercial land. The vacant land affected by this rate is that which is zoned commercial and/or industrial under the Yarriambiack Shire Council Planning Scheme. The classification of land which is improved will be determined by the occupation of that land and have reference to the planning scheme zoning.

The types of buildings on the land within this differential rate are all buildings which are now constructed on the land or which are constructed prior to the expiry of the 2019/20 financial year.

Farm landFarm land is any rateable land: • that is not less than 2 hectares in area; and • that is used primarily for grazing (including agistment, dairying, pig farming, poultry farming, fish farming, tree farming, bee keeping, viticulture, horticulture, fruit growing or the growing of crops of an kind or for any combination of those activities; and • that is used by a business - - that has a significant and substantial commercial purpose of character; and - that seeks to make a profit on a continuous or repetitive basis from its activities on the land; and • that is making a profit from its activities on the land, or that has a reasonable prospect of making a profit from its activities on the land if it continues to operate in the way that it is operating.

The objective of this differential rate is to ensure that all rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including (but not limited to) the: • Construction and maintenance of infrastructure assets; • Development and provision of health and community services; and • Provision of general support services.

The types and classes of rateable land within this differential rate are those having the relevant characteristics described above.

The money raised by the differential rate will be applied to the items of expenditure described in the Budget by Council. The level of the rate for land in this category is considered to provide for an appropriate contribution to Council’s budgeted expenditure, having regard to the characteristics of the land.

The geographic location of the land within this differential rate is wherever located within the municipal district, without reference to ward boundaries.

The use of the land within this differential rate, in the case of improved land, is any use of land.

The characteristics of planning scheme zoning are applicable to the determination of vacant land which will be subject to the rate applicable to residential land. The vacant land affected by this rate is that which is zoned residential under the Victorian Local Council Planning Scheme. The classification of land which is improved will be determined by the occupation of that land and have reference to the planning scheme zoning.

The types of buildings on the land within this differential rate are all buildings which are now constructed on the land or which are constructed prior to the expiry of the 2018/19 financial year.

33

2019/20 Budget

3.1.2 STATUTORY FEES AND FINESForecast

Actual2018/19

$’000

Budget2019/20

$’000

Variance

$’000

Change

%Animal control & fees and fines 36 37 1 3.91%

Town planning & building fees 133 143 10 7.55%

Other 2 1 (1) (-59.20%)

Total Statutory fees and fines 170 180 10 6%

Most statutory fees and fines are levied in accordance with legislation and relate to income collect through animal registrations, planning permits and building permits.

Statutory fees and fines revenue for 2019/20 are expected to increase by $10,000 due to an increase in town planning and building fees.

3.1.3 USER FEESForecast

Actual2018/19

$’000

Budget2019/20

$’000

Variance

$’000

Change

%Aged and health services 235 237 2 1.05%

Aged and health services brokerage fees 106 133 28 26.17%

Leisure centre and recreation 16 14 (2) (13.14%)

Caravan park fees 192 197 5 2.61%

Waste management services 122 124 1 1.16%

Rents 63 71 8 12.69%

Saleyards fees and charges 100 101 1 0.51%

Vic Roads charges 9 9 - 0.00%

Road works 23 13 (10) (43.48%)

Other fees and charges 158 169 11 6.71%

Total User fees 1,023 1,066 44 4.26%

User fees relate to the wide range of services Council provides across its extensive service delivery programs and includes caravan park fees, leisure centre user charges, livestock exchange selling fees, waste management fees and health services brokerage and client fees.

Council sets fees based on market conditions and the cost associated with running a service while giving consideration to those who may be suffering financial hardship.

User fees are expected to increase by 4.26% to $1.066 million due mainly to an increase aged and health services brokerage fees.

34

2019/20 Budget

ForecastActual

2018/19$’000

Budget2019/20

$’000

Variance

$’000

Change

%Grants were received in respect of the following:Summary of grants

Commonwealth funded grants 5,510 7,977 2,467 44.77%

State funded grants 4,358 4,104 (253) (5.81%)

Total Grants Received 9,868 12,081 2,213 22.43%

(a) Operating GrantsRecurrent - Commonwealth GovernmentFinancial Assistance Grants - Capital 1,664 3,355 1,690 101.57%

Financial Assistance Grants - Local Roads 1,019 2,066 1,046 102.66%

Home and Community Care & Assessment 469 473 3 0.73%

Meals on Wheels 77 77 - -

Senior Citizens 39 40 1 2.00%

Total Recurrent - Commonwealth Government 3,269 6,010 2,741 83.85%

Recurrent - State GovernmentHome and Community Care & Assessment 223 136 (88) (39.22%)

Meals on Wheels 6 6 - 1.98%

Preschools 738 707 (32) (4.28%)

Maternal & Child Health 329 335 7 2.00%

Senior Citizens 16 17 - 2.30%

Environmental Strategies 108 75 (33) (30.56%)

Recycling 20 15 (5) (26.47%)

Youth 62 62 - -

Preventative Health 23 7 (16) (68.51%)

Other 8 5 (3) (33.33%)

Total Recurrent - State Government 1,534 1,365 (169) (11.01%)

Total Recurrent Grants 4,803 7,375 2,572 53.56%

Non-recurrent - Commonwealth GovernmentDrought Funding 376 - (376) (100.00%)

Natural Disaster 825 - (825) (100.00%)

Total Non-recurrent Grants - Commonwealth Government 1,201 - (1,201) (100.00%)

Non-recurrent - State GovernmentVic Roads 36 - (36) 100.00%

Natural Disaster - 575 575 -

Recreation 70 130 60 85.71%

Total Non-recurrent Grants - State Government 106 705 599 565.09%

Total Non-recurrent Grants 1,307 705 (602) (46.05%)

Total Operating Grants 6,109 8,080 1,970 32.25%

3.1.4 GRANTSGrants are required by the Act and the Regulations to be disclosed in Council’s annual Budget.

35

2019/20 Budget

ForecastActual

2018/19$’000

Budget2019/20

$’000

Variance

$’000

Change

%

(b) Capital GrantsRecurrent - Commonwealth GovernmentRoads to Recovery 950 1,513 562 59.18%

Total Recurrent - Commonwealth Government 950 1,513 562 59.18%

Recurrent - State GovernmentRecreation 10 - (10) (100.00%)

Preschools 52 37 (15) (28.85%)

Total Recurrent - State Government 62 37 (25) (40.32%)

Total Recurrent Grants 1,012 1,550 537 53.09%

Non-recurrent - Commonwealth GovernmentLeisure Centre - 249 249 -

Livestock Exchange - 205 205 -

Aerodromes 90 - (90) (100.00%)

Total Non-recurrent Grants - Commonwealth Government 90 454 364 404.44%

Non-recurrent - State GovernmentRoads to Market 1,028 137 (891) (86.67%)

Fixing Country Roads 790 1,500 710 89.87%

Heavy Vehicle 200 - (200) (100.00%)

Halls 65 65 - -

Warracknabeal Office - 55 55 -

Weir Pool 220 147 (73) (33.33%)

Waste Management 269 43 (226) (83.99%)

Other 85 51 (34) (39.87%)

Total Non-recurrent Grants - State Government 2,656 1,998 (659) (214.12%)

Total Non-recurrent Grants 2,746 2,452 (295) (10.73%)

Total Capital Grants 3,759 4,001 243 6.46%

Total Grants 9,868 12,081 2,213 22.43%

Operating grants include all monies received from State and Federal sources for the purposes of funding the delivery of Council’s services to ratepayers. Overall the level of operating grants has increased by 32.25% or $1.970 million compared to 2018/19, this is due to the increased funding in the Building Better Regions - Trading off the Silo Art Trail.

Grants Commission funding has been budgeted in 2019/20 at a 2% increase, which incorporates the actual increase received for 2018-19 plus an expected increase for the 2019/20 allocation.

Capital grants include all monies received from State and Federal sources for the purposes of funding the capital works program. Overall the level of capital grants has increased by 6.46% or $243,000 compared to 2018/19.

The new Roads to Recovery program will see additional funding being received of $562,000 which is an increase of 59.18%. Fixing Country Roads funding is budgeted to increase by 89.87% or $710,000. Other infrastructure grants 2019/20 include $249,000 for the Warracknabeal Leisure Centre floor and $205,000 for the Warracknabeal Livestock Exchange.

36

2019/20 Budget

3.1.6 OTHER INCOMEForecast

Actual2018/19

$’000

Budget2019/20

$’000

Variance

$’000

Change

%Interest 32 32 - 0.07%

Interest on rates 58 57 - (0.08%)

Insurance recoupment 10 - 10 (100%)

Total Other income 99 89 10 (10.10%)

Other income relates to a range of items such as interest revenue on investments and rate arrears, cost recoupment’s and other miscellaneous income items.

3.1.7 EMPLOYEE COSTS Forecast

Actual2018/19

$’000

Budget2019/20

$’000

Variance

$’000

Change

%Wages and salaries 5,970 6,328 358 6.00%

WorkCover 182 241 59 32.34%

Councillor allowance 192 196 4 2.00%

Annual leave and long service leave 1,030 1,053 23 2.20%

Superannuation 877 890 14 1.60%

Fringe benefits tax 80 80 - 0.30%

Travelling 85 97 13 15.10%

Training 99 141 42 42.45%

Other 216 106 (110) (50.74%)

Total Employee costs 8,730 9,134 403 4.62%

Employee costs include all labour related expenditure such as wages, salaries and oncosts such as allowances, leave entitlements and employer superannuation.

Employee costs are budgeted to increase by $403,000 compared to the 2018/19 forecast. The major driver of labour cost movement is Council’s Enterprise Bargaining Agreement and movement from contractors to permanent staff.

Various funded programs impact on the level of staff and staff costs from year to year.

ForecastActual

2018/19$’000

Budget2019/20

$’000

Variance

$’000

Chnage

%Monetary 350 170 (180) (51.46%)

Total Contributions 350 170 (180) (51.46%)

Monetary contributions include monies paid to Council for works on roads and also contributions by any organisation to specific projects.

3.1.5 CONTRIBUTIONS - MONETARY

37

2019/20 Budget

3.1.8 MATERIALS AND SERVICES Forecast

Actual2018/19

$’000

Budget2019/20

$’000

Variance

$’000

Change

%Materials and services 1,054 1,343 289 27.48%

Contractors 2,945 3,157 212 7.19%

Equipment maintenance 22 18 4 (19.18%)

Supply of meals 171 174 4 2.14%

Utilities 300 316 17 5.60%

External Plant Hire 73 81 8 10.29%

Information technology & equipment 93 77 16 (17.32%)

Consultants 280 916 636 226.90%Other 7 1 6 (82.17%)

Total Materials and services 4,944 6,083 1,139 23.03%

Materials and services include the purchases of consumables, payments to contractors for the provision of services and overhead costs including utilities.

Council’s expenditure on materials and services is budgeted to increase in 2019/20 due mainly to increases in the use of contractors and materials for project works and increases in consumable prices such as fuel. There will also be an increase in consultants due to grant funding of $575,000 received for the Building Better Regions - Trading off the Tourism Trail.

Council continues to revise service delivery in the face of rising costs and in the ongoing pursuit of efficiencies in operations.

3.1.9 CONTRIBUTIONS AND DONATIONSForecast

Actual2018/19

$’000

Budget2019/20

$’000

Variance

$’000

Change

%Regional Library 165 167 2 1.19%

Sporting Reserves 164 168 4 2.34%

Swimming Pools 246 243 (2) (0.94%)

Economic Development 57 58 1 1.50%

Community Halls 34 39 5 15.00%

Consultative committees 13 13 - 2.23%

SHARE Grants 59 60 1 2.03%

Preschools 12 - (12) (100.00%)

Weir Pools 31 31 1 2.23%

Other 14 9 (5) (37.95%)

Total Contributions and donations 796 790 (6) (0.74%)

Contributions and donations include annual grants that Council gives to halls, swimming pools, recreation reserves, weir pools and community consultative groups.

Council also contributes to the running of the Wimmera Regional Library which includes the Warracknabeal static library and the mobile library.

Council also provides money for the SHARE grant program.

38

2019/20 Budget

3.1.10 DEPRECIATIONForecast

Actual2018/19

$’000

Budget2019/20

$’000

Variance

$’000

Change

%Buildings 472 486 14 2.88%

Plant and equipment 1,033 1,064 31 3.00%

Infrastructure 4,510 4,646 135 3.00%

Total Depreciation 6,015 6,195 180 2.99%

Depreciation is an accounting measure which attempts to allocate the value of an asset over its useful life for Council’s property, plant and equipment and infrastructure assets such as roads and drainage. The increase of $180,000 for 2019/20 is due to the capitalisation of new infrastructure completed in 2018/19.

3.1.11 OTHER EXPENSESForecast

Actual2018/19

$’000

Budget2019/20

$’000

Variance

$’000

Change

%Auditors’ remuneration - VAGO - audit of the financial statements, performance statement and grant acquittals

32 33 1 3.00%

Auditor’s remuneration - Internal 56 42 (14) (25.00%)

Insurance 522 535 12 2.35%

Operating lease rentals 278 278 - -

Printing and stationery 78 83 5 6.86%

Advertising 63 73 9 14.75%

Postage 25 26 1 3.00%

Legal costs 33 66 33 100.02%

Publications 31 33 2 5.88%

Subscriptions 98 91 (7) (7.21%)

Water 104 107 2 2.15%

Bank fees and charges 38 38 - -

Other 29 49 20 68.03%

Total Other Expenses 1,387 1,451 64 4.65%

Other expenses relates to a range of unclassified items including audit fees, insurance, lease costs, subscriptions and other miscellaneous items. Not significant variation is expected in 2019/20.

39

2019/20 Budget

BALANCE SHEET3.2.1 ASSETS Cash assets include cash and investments, such as cash held in the bank and in petty cash and the value of investments in deposits or other highly liquid investments with short term maturities of less than 90 days. Investments exceeding 90 days are classified as financial assets. These balances are projected to remain stable during the year.

Trade and other receivables are monies owed to Council by ratepayers and others. Short term debtors are expected to remain at similar levels to 2018/19. Other assets include items such as inventories held for sale or consumption in Council’s services, prepayments and accrued income.

Property, infrastructure, plant and equipment is the largest component of Council’s worth and represents the value of all the land, buildings, roads, drainage, plant and equipment, which has been built up by the Council over many years. The increase in this balance is attributable to the net result of the capital works program ($8.233 million of new, upgraded and renewed assets), depreciation of assets ($6.195 million) and the sale of property, plant and equipment ($234,000) and an increase associated with the revaluation of assets.

3.2.2 LIABILITIESTrade and other payables are those to whom Council owes money as at 30 June. These liabilities are budgeted to increase slightly in 2019/20.

Provisions include accrued long service leave, annual leave, sick leave owing to employees and rehabilitation costs for ceased landfill and gravel pit sites. The liabilities are expected to increase slightly.

3.2.3 INTEREST-BEARING LOANSThe table below shows information on borrowings specifically required by the Regulations.

2018/19$

2019/20$

Total amount borrowed as at 30 June of the prior year 121 100

Total amount proposed to be borrowed - -

Total amount projected to be redeemed (21) (21)

Total amount of borrowings as at 30 June 100 79

Interest bearing loans and borrowings are liabilities of Council. The Council is budgeting to repay the loan principal of $21,000 in 2019/20 and there will be no draw down of any new loans.

40

2019/20 Budget

STATEMENT OF CHANGES IN EQUITY3.3.1 RESERVESReserves contain both a specific cash backed reserve and asset revaluation reserves. The cash backed reserves is a small infrastructure fund for aerodromes. No variation is expected in 2019/20.

The asset revaluation reserve represents the difference between the previously recorded value of assets and their current valuations. Asset valuations are required to be considered annually and formally revalued if there is a material change.

3.3.2 EQUITYAccumulated surplus in the value of all net assets less specific reserve allocation and revaluations that have built up over financial year.

STATEMENT OF CASH FLOWSBudgeting cash flows for Council is a key factor in setting the level of rates and providing a guide to the level of capital expenditure that can be sustained with or without using existing cash reserves.

3.4.1 NET CASH FLOWS PROVIDED BY/(USED IN) OPERATING ACTIVITIES Operating activities refers to the cash generated or used in the normal service delivery functions of Council. Cash remaining after paying for the provision of services to the community may be available for investment in capital works or repayment of debt.

The 2019/20 budget for net cash provided by operating activities is $804,000 more than forecast in 2018/19.

The net cash flows from operating activities does not equal the operating result for the year, as the expected revenues and expenses of the Council include non-cash items which have been excluded from the Cash Flow Statement.

3.4.2 NET CASH FLOWS PROVIDED BY/(USED IN) INVESTING ACTIVITIES Investing activities refers to cash generated or used in the enhancement or creation of infrastructure and other assets. These activities also include the acquisition and sale of other assets such as vehicles, property and equipment.

The increase in payments for investing activities represents the planned increase in capital works expenditure disclosed in Section 3 of the Budget.

3.4.3 NET CASH FLOWS PROVIDED BY/(USED IN) FINANCING ACTIVITIESFinancing activities refers to cash generated or used in the financing of Council’s functions and include borrowings from financial institutions and advancing or repayable loans to other organisations. These activities also include repayment of the principle component of loan repayments for the year.

There are no new borrowings in 2019/20.

41

2019/20 Budget

ASS

ET E

XPEN

DIT

URE

TYP

ESSU

MM

ARY

OF

FUN

DIN

G S

OU

RCES

Asse

t exp

endi

ture

type

sSu

mm

ary

of F

undi

ng S

ourc

es

Proj

ect

Cost

$’00

0N

ew

$‘00

0Re

new

al$’

000

Upg

rade

$’00

0G

rant

s$’

000

Asse

t Sal

es$’

000

Coun

cil C

ash

$’00

0Pr

oper

ty66

914

950

470

267

-40

2

Plan

t and

equ

ipm

ent

1,27

632

511

940

-23

41,

042

Infr

astr

uctu

re6,

313

380

4,25

41,

679

3,38

2-

2,93

1

Tota

l 8,

258

854

4,31

53,

089

3,64

923

44,

375

CAPITAL WORKS PROGRAM

This

secti

on p

rese

nts a

listi

ng o

f the

cap

ital w

orks

pro

ject

s tha

t will

be

unde

rtak

en fo

r the

201

9/20

yea

r, cl

assifi

ed b

y ex

pend

iture

type

and

fund

ing

sour

ce. W

orks

are

also

disc

lose

d as

cur

rent

bu

dget

or c

arrie

d fo

rwar

d fr

om p

rior y

ear.

3.5.

1 SU

MM

ARY

Fore

cast

Actu

al20

18/1

9$’

000

Budg

et20

19/2

0$’

000

Chan

ge

$’00

0%

Prop

erty

319

669

350

109.

70%

Plan

t and

equ

ipm

ent

1,36

71,

276

91(-6

.68%

)

Infr

astr

uctu

re6,

579

6,31

326

6(-4

.04%

)

Tota

l 8,

265

8,25

87

(-0.0

9%)

Prop

erty

The

prop

erty

cla

ss c

ompr

ises b

uild

ings

and

her

itage

bui

ldin

gs in

clud

ing

com

mun

ity fa

ciliti

es, m

unic

ipal

offi

ces,

spor

ts fa

ciliti

es a

nd li

vest

ock

exch

ange

.Th

e m

ost s

igni

fican

t pro

ject

s inc

lude

$26

5,00

0 fo

r the

War

rack

nabe

al L

ives

tock

Exc

hang

e, $

110,

000

for t

he m

unic

ipal

offi

ce, $

80,0

00 fo

r the

War

rack

nabe

al C

arav

an P

ark

and

$75,

000

for t

he

Hope

toun

Dep

ot T

ruck

She

d.

Plan

t and

equ

ipm

ent

Plan

t and

equ

ipm

ent i

nclu

des p

lant

, mac

hine

ry a

nd e

quip

men

t, co

mpu

ters

and

tele

com

mun

icati

ons.

The

mor

e sig

nific

ant p

roje

cts i

nclu

de o

ngoi

ng c

yclic

al re

plac

emen

t of t

he p

lant

and

ve

hicl

e fle

et ($

865,

000)

and

new

pla

nt o

f $32

5,00

0. I

T in

clud

es re

new

al o

f com

pute

rs a

nd e

quip

men

t.

Infr

astr

uctu

reIn

fras

truc

utre

incl

udes

road

s, b

ridge

s, fo

otpa

ths a

nd k

erb

& c

hann

el, d

rain

age,

recr

eacti

on, l

eisu

re a

nd c

omm

unity

faci

lities

, par

ks, o

pen

spac

e an

d st

reet

scap

es a

nd w

aste

man

agem

ent.

Road

con

stru

ction

is th

e m

ost s

igni

fican

t at $

5.40

2 m

illio

n w

ith o

ther

exp

endi

ture

as f

ollo

ws:

was

te m

anag

emen

t $18

0,00

0, fo

otpa

ths a

nd k

erb

& c

hann

el $

320,

000

and

recr

eatio

n $3

04,0

00.

Asse

t ren

ewal

($4.

315

mill

ion)

, new

ass

ets (

$854

,000

) and

upg

rade

($3.

089

mill

ion)

A di

stinc

tion

is m

ade

betw

een

expe

nditu

re o

n ne

w a

sset

s, a

sset

rene

wal

and

upg

rade

. Ex

pend

iture

on

ass

et re

new

al is

exp

endi

ture

on

an e

xisiti

ng a

sset

, tha

t ret

urns

the

serv

ice

of th

e as

set t

o its

orig

inal

cap

abili

ty.

Expe

nditu

re o

n ne

w a

sset

s doe

s not

hav

e an

y el

emen

t of e

xpan

sion

or u

pgra

de o

f exi

siting

ass

ets b

ut w

ill re

sult

in a

n ad

ditii

onal

bur

den

for f

utur

e op

erati

on,

mai

nten

ance

and

cap

ital r

enew

al.

42

2019/20 Budget

CAPI

TAL

WO

RKS

ARE

APr

ojec

t Co

st$’

000

New

$’00

0Re

new

al$’

000

Upg

rade

$’00

0G

rant

s$’

000

Asse

t Sal

es$’

000

Coun

cil C

ash

$’00

0

Pro

perty

Bui

ldin

gsW

arra

ckna

beal

Car

avan

Par

k - F

ire H

ydra

nt60

60-

--

-60

War

rack

nabe

al C

arav

an P

ark

- BBQ

are

a20

--

20-

-20

War

rack

nabe

al C

hild

rens

Hub

- So

lar p

anel

s14

14-

-7

-7

War

rack

nabe

al C

ounc

il O

ffice

- A

ir Co

nditi

oner

110

--

110

55-

55

War

rack

nabe

al Te

ch O

ffice

- Ex

tern

al W

orks

30-

-30

--

30

War

rack

nabe

al L

ives

tock

Exc

hang

e26

5-

-26

520

5-

60

War

rack

nabe

al D

epot

- St

aff ro

om25

--

25-

-25

Hope

toun

Car

avan

Par

k - B

BQ a

rea

20-

-20

--

20

Hope

toun

Dep

ot -

Truc

k Sh

ed75

75-

--

-75

Oth

er -

Seni

or C

itize

ns, P

ublic

am

eniti

es10

-10

--

-10

Her

itage

bui

ldin

gsW

arra

ckna

beal

Tow

n Ha

ll40

-40

--

-40

TOTA

L PR

OPE

RTY

669

149

5047

026

7-

402

3.5

.2 C

UR

REN

T B

UD

GET

ASS

ET E

XPEN

DIT

URE

TYP

ESSU

MM

ARY

OF

FUN

DIN

G S

OU

RCES

43

2019/20 BudgetCA

PITA

L W

ORK

S A

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Proj

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Cost

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Pla

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Mac

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250

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-15

991

Wor

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415

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385

Wor

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225

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Wor

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nver

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Mov

er to

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ater

Tan

ker

20-

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ruck

(Tre

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2070

Wor

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d ha

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ract

or90

--

90-

2565

Wor

ks P

lant

- Di

gita

l Rad

ios

100

100

--

--

100

Fixt

ures

, Fitt

ings

and

Fur

nitu

reVa

rious

11-

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Com

pute

rs a

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elec

omm

unic

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nsHa

rdw

are

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Softw

are

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2020

TOTA

L PL

ANT

AND

EQ

UIP

MEN

T1,

276

325

1194

0-

234

1,04

2

ASS

ET E

XPEN

DIT

URE

TYP

ESSU

MM

ARY

OF

FUN

DIN

G S

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RCES

44

2019/20 BudgetCA

PITA

L W

ORK

S A

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Proj

ect

Cost

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Ham

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een

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ther

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anks

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oom

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orp

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Yarr

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ALS

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uthe

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ro S

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ard

Stre

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p19

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Men

in S

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ASS

ET E

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TYP

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2019/20 BudgetCA

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ASS

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2019/20 BudgetCA

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82-

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41-

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Dela

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28-

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27-

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atthe

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41-

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al W

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34-

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Wrig

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27-

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Child

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d22

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Dona

ld L

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ther

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scel

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re H

ill R

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min

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Dald

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Dart

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Goa

ds R

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ool B

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oute

17-

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17

Hatc

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son

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12-

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Hope

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42-

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leys

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ASS

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2019/20 BudgetCA

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d26

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Phitz

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2019/20 Budget

The following table highlights Council’s current and projected performance across a range of key financial performance indicators. These indicators provide a useful analysis of Council’s financial position and performance and should be interpreted in the context of the organisation’s objectives.

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

Indicator Measure

Not

es Actual2017/18

ForecastActual

2018/19Budget

2019/20 2020/21 2021/22 2022/23

Trend

+/o/-OPERATING POSITIONAdjusted underlying result

Adjusted underlying surplus (deficit) / Adjusted underlying revenue

7.0% (4.1%) (0.4%) (0.4%) (0.3%) (1.1%) +

LIQUIDITYWorking capital Current assets / current

liabilities 176% 214% 252% 226% 204% 186% o

Unrestricted cash

Unrestricted cash / current liabilities 118% 11% 13% 12% 11% 11% o

OBLIGATIONSLoans and borrowings

Interest bearing loans and borrowings / rate revenue 1% 0% 0% 0% 0% 0% +

Loans and borrowings

Interest and principal repayments on interest bearing loans and borrowings / rate revenue

1% 0% 1% 1% 1% 1% +

Indebtedness Non-current liabilities / own source revenue 4% 4% 4% 3% 6% 3% +

Asset renewal Asset renewal expenditure / depreciation 108% 91% 70% 61% 60% 59% -

STABILITY

Rates concentration

Rate revenue / adjusted underlying revenue 50% 58% 53% 57% 57% 57% -

Rates effort Rate revenue / CIV of rateable properties in the municipality

0.6% 1% 0% 1% 1% 1% 0

EFFICIENCY

Expenditure level

Total expenditure / No. of property assessments $3,143 $3,185 $3,417 $3,299 $3,355 $3,469 +

Revenue level Residential rate revenue / No. of residential property assessments

$680 $621 $634 $648 $663 $687 +

Workforce turnover

No. of permanent staff resignations & terminations / average No. of permanent staff for the financial year

9% 6% 5% 5% 5% 5% +

FINANCIAL PERFORMANCE INDICATORS4

50

2019/20 Budget

NOTES TO INDICATORS4.1 ADJUSTED UNDERLYING RESULT An indicator of the sustainable operating result required to enable Council to continue to provide core services and meet its objectives. Improvement in financial performance should be expected over the period, although continued losses means reliance on Council’s cash reserves or increase debt to maintain services.

4.2 WORKING CAPITAL The proportion of current liabilities represented by current assets. Working capital is slightly in decline due to less unrestricted cash being held over the years and increasing current liabilities.

4.3 UNRESTRICTED CASHUnrestricted cash ratio is is slightly decreasing over the period of the SRP, as unrestircted cash is decreasing whilst current liabilities is increasing.

4.3 DEBT COMPARED TO RATES Trend indicates Council’s reducing reliance on debt against its annual rate revenue through redemption of long term debt.

4.4 ASSET RENEWAL The percentage indicates the extent of Council’s renewals against its depreciation charge (an indication of the decline in value of its existing capital assets). A percentage greater than 100 indicates Council is maintaining its existing assets, while a percentage less than 100 means its assets are deteriorating faster than they are being renewed and future capital expenditure will be required to renew assets

4.6 RATES CONCENTRATION Reflects extent of reliance on rate revenues to fund all of Council’s on-going services. The trend indicates that Council will become more reliant on rate revenue compared to all other revenue sources.

51

2019/20 Budget

FEES AND CHARGES SCHEDULEThis appendix presents the fees and charges of a statutory and non-statutory nature which will be charged in respect to various goods and services provided during the 2019/2020 year.

FEES & CHARGES5ADMINISTRATION

FUNCTION ROOM (WARRACKNABEAL OFFICE) 2018/19 2019/20Day (9am to 9pm) $100.00 $100.00

Night (after 6pm) $110.00 $110.00

Combined $200.00 $200.00

PHOTOCOPYINGA4 BLACK & WHITE SINGLE SIDED

1 copy $0.35 $0.35

Multiple copies $0.30 $0.30

A4 BLACK & WHITE DOUBLE SIDED

1 copy $0.40 $0.40


A3 BLACK & WHITE SINGLE SIDED

1 copy $0.55 $0.55


A3 BLACK & WHITE DOUBLE SIDED

1 copy $0.90 $0.90


COLOUR PHOTOCOPYING

A4 1 copy $1.00 $1.00

A3 1 copy $2.00 $2.00

COLOURED PAPER

A4 1 copy Add 5c per copy Add 5c per copy


LAMINATINGA4 1 copy Add 5c per copy Add 5c per copy


FAXING Local call $1.00 $1.00

STD call $2.00 $2.00

52

2019/20 Budget

ANIMAL CONTROL &LOCAL LAWS

ANIMAL ACT 2018/19 2019/20Pensioner Discount 50% of prescribed fee 50% of prescribed fee

Dogs or Cats registered after 1 January 50% of prescribed fee 50% of prescribed fee

DOGDog registration $72.00 $85.00

Dog desexed $24.00 $29.00

Working dog $24.00 $29.00

VCA registered $24.00 $29.00

CATCat registration $69.00 $79.00

Cat desexed $23.00 $27.00

FCC, CFA, DCC registered $23.00 $27.00

Replacement of lost tag $5.00 $7.00

Pound fees - Impounded Animal

First day Release Fee $80.00 $90.00

Subsequent days $12.50 per day $15.00 per day

Late payment administration fee(Payment not received by 30 April) $10.00 per invoice $10.00 per invoice

GENERAL Impounded item release fee $80.00 $90.00

Subsequent Days $12.50 $20.00

Animal Surrender Fee $30.00 $30.00

Fire Hazard administration fee $50.00 $50.00

Unsightly land administration fee $50.00 $50.00

53

2019/20 Budget

BUILDINGDEVELOPMENT TYPE FEE AMOUNT 2018/19 2019/20DWELLINGS

New Dwellings up to $0 to 120,000 $1,563 plus levy $1,594 plus levy

New Dwellings - $120,001 to $200,000 $1,824 plus levy $1,860 plus levy

New Dwellings - $200,001 to $312,000 $2,084 plus levy $2,126 plus levy

New Dwellings - $312,001+ $2,500 $2,550

Re-Erection of Dwellings - Security Deposit $5,000 $5,100

ALTERATIONS/ADDITIONS/SHEDS/CARPORTS/GARAGESBuilding Works Minor $0 to $5,000 $375 $382

Building Works $5,001 to $10,000 $575 $586

Building Works $10,001 to $20,000 $750 plus levy $765 plus levy

Building Works $20,001 to $50,000 $975 plus levy $994 plus levy

Building Works $50,001 to $100,000 $1,250 plus levy $1,275 plus levy

Building Works $100,001 to $250,000 $1,650 plus levy $1,683 plus levy

Building Works $250,001+ $value/130 plus levy $value/130 plus levy

SWIMMING POOLS

Swimming Pools & Fence - above-ground pool $425 $433

Swimming Pools & Fence - in-ground pool $825 plus levy $841 plus levyCOMMERCIAL BUILDING WORK

Commercial $0 to $10,000 $575 plus levy $586 plus levy

Commercial $10,001 to $20,000 $720 plus levy $734 plus levy

Commercial $20,001 to $100,000 $1,400 plus levy $1,428 plus levy

Commercial $100,001 to $250,000 $value x 0.44% + $1,850 plus levy $value x 0.44% + $1,887 plus levy

Commercial $250,001 to $500,000 $value x 0.25% + $2,675 plus levy $value x 0.25% + $2,728 plus levy

Commercial $500,001+ $value x 0.25% + $3,200 plus levy $value x 0.25% + $3,264 plus levy

Commercial Building Work Multi UnitUnits $0 to $200,000 $1,824 plus levy $1,860 plus levy

Units $200,001 to $312,000 $2,084 plus levy $2,125 plus levy

Units $312,001+ $value/130 plus levy $value/130 plus levy

MISCELLANEOUS ITEMS

Fence $350 $357

Demolitions or Removals $0 to $10,000 $575 $586

Demolitions or Removals $10,001+ $750 $765

Re-erections of Dwellings - Security Deposit $5,000 $5,100

Extensions of Time Request $150 $153

Amended Plans $150 $153

Information Request with Plan copies (includes 306(1)) $67.20 $68.50Request for search of Building Permit Plans $67.20 $68.50

Amending Building Design or Plans - $225

Development

54

2019/20 Budget

2018/19 2019/20REPORT & CONSENTBuilding over Council Easement reg 312 (3) $52.75 $53.80

LEVY PAYMENTSState Government Levy (Applies if development is over $10,000) 0.128% Value 0.128% Value

INSPECTIONSAddition Inspection $150.00 $153.00

Contract Inspection - Foundations, Reinforcement & Finals $200.00 $204.00

Contract Inspection - Frame $300.00 $306.00

Building Notices/Orders Building Permit Fee+ 50%

Building Permit Fee+ 50%

Section 29a - (Stat Fee) $65.40 $66.70

ESM Audits $250 + Travel over 30km of W’beal

$255 + Travel over 30km of W’beal

Log Books and prepare plans $100 per hour $102 per hour

Occupancy Permit/Places of Public Entertainment $575 $586

Siting only $350 $357

Travel time & Vehicle cost where more than 5km from Warracknabeal $1.00/km + $75 hour $1.00/km + $75 hour

Pre-purchase of Dwelling Inspections $750 - $1,000 $750 - $1,000

Defect Reports $750 - $1,000 $750 - $1,000

Occupancy Permit (no current one) or Determinations $500 each $510 each

Occupancy Permit and Determinations (combined) $650 each $663 each

BUILDING CONTINUED...

Guarantee/Bond for the relocation of a dwelling (must not exceed the lesser of - (i) the estimated cost of the building work to which the building permit applies; or $10,000)

55

2019/20 Budget

CARAVAN PARKSCARAVAN PARKS (WARRACKNABEAL, HOPETOUN & MURTOA)

2018/19 2019/20

Powered site $25.00 per night$5.00 each extra person

$25.00 per night$5.00 each extra person

Unpowered site $15.00 per night$5.00 each extra person

$15.00 per night$5.00 each extra person

Weekly rate Daily rate x 6 Daily rate x 6

Ensuites $35 per night $35 per night

56

2019/20 Budget

COMMUNITY SERVICESCOMMUNITY CARE (HACC)(CHSP) 2018/19 2019/20GENERAL HOME CARE - LOW FEE

Single Pension $8.00 per hour $8.00 per hour

Double Pension $8.50 per hour $8.50 per hour

General Home Care - Medium Fee $17.00 per hour $17.00 per hour

General Home Care - High Fee $30.00 per hour $30.00 per hour

External Provider of Care (includes respite, personal, home & home maintenance)

$49.50 per hour (exc GST)

$52.80 per hour (exc GST)

Personal Care - Low Fee $4.50 per hour $4.50 per hour

Personal Care - Medium Fee $7.50 per hour $7.50 per hour

Personal Care - High Fee $20.00 per hour $20.00 per hour

In Home Respite Care - Low Fee $5.50 per hour $5.50 per hour

In Home Respite Care - Medium Fee $8.50 per hour $8.50 per hour

In Home Respite Care - High Fee $20.00 per hour $20.00 per hour

Home Maintenance - Low Fee(labour only; client contributes to cost of materials)

$13.00 per hour $13.00 per hour

Home Maintenance - Medium Fee(labour only; client contributes to cost of materials)


Home Maintenance - High Fee(labour only; client contributes to cost of materials)


MEALS ON WHEELSDelivered Meals (client charge) $9.00 per meal $9.00 per meal

Delivered Meals (external) (Full cost recovery) (Full cost recovery)

Centre Based Meals $9.50 per meal $9.50 per meal

DISABLED PARKING PERMITSInitial permit no charge no charge

Additional permit (replacement) $6.00 $6.00

KINDERGARTEN FEES:4 YEAR OLDS (PER TERM)Beulah $95.00 $195.00

Hopetoun $300.00 $195.00

Minyip $180.00 $195.00

Murtoa $200.00 $195.00

Rupanyup $180.00 $195.00

Warracknabeal $200.00 $195.00

VOLUNTEER TRANSPORT (CLIENT PAYS 15 CENTS PER KM - REIMBURSEMENT TO VOLUNTEER $1.04 PER KM)

57

2019/20 Budget

ENVIRONMENTAL HEALTHFOOD ACT 2018/19 2019/20CLASS 1 FOOD PREMISESPremises handling and selling high risk foods to vulnerable population groupsHospitals, Nursing homes, Child care centres

$265.00 $300.00

CLASS 2 FOOD PREMISESPremises handling and selling high risk foodHotels, restaurants, cafes, takeaways, supermarkets, manufacturers, caterers

$230.00 $245.00

CLASS 3 FOOD PREMISESPremises selling high risk pre-packaged food or low risk foodNewsagents, video stores, service stations

$85.00 $95.00

NON PROFIT ORGANISATIONS AND COMMUNITY GROUPSPremises handling and selling high risk food predominantly to members or for fund raising purposesService clubs, most sporting clubs

$85.00 $85.00

PREMISES WITH LIMITED OPERATIONPremises that do not operate for the full year or only produce low volumes of productSwimming pool kiosks, home and hobby businesses

50% of appropriate fee

50% of appropriate fee

STREET STALLS/TEMPORARY FOOD VENDOR REGISTRATIONSNon profit and community groups(fetes, sausage sizzles, street stalls) Yearly Registration

$20.00 $20.00

Private individuals and businesses(markets, private stalls) Yearly Registration

$40.00 $50.00

HEALTH ACTHairdresser/Beauty Parlour/Skin penetration $85.00 $95.00

Hairdresser Only Premises $85.00 $95.00

Prescribed AccommodationPremises providing accommodation for 6 or more persons (hotels, motels, hostels, camps)

$85.00 $95.00

RESIDENTIAL TENANCIES ACTCARAVAN PARKSTotal number of sites not exceeding 25

6 fee units @ $12.22

12 fee units @ $14.45

Total number of sites exceeding 25 but not exceeding 50 12 fee units @ $12.22

20 fee units @ $14.45

ENVIRONMENT PROTECTION ACTSEPTIC TANK- new

$250.00 $285.00

- alteration to existing $200.00 $225.00

OTHER FEESTRANSFER/INSPECTION FEEPre-purchase Inspection - Inspection as a result of non-compliance

$200.00 $200.00

TRANSFER REGISTRATION FEEFee to transfer registration to the new proprietor for the remainder of the registration period - Includes a transfer inspection if requested

50% of listed fee 50% of listed fee

LATE PAYMENT PENALTY FEEFee imposed for non payment of renewal fee by 15 February

50% of listed fee up to a max of $50


PRO RATA REGISTRATION FEEApplicable to all properties registering their business after 30 September



58

2019/20 Budget

ENGINEERINGSALE YARD LEVIES 2018/19 2019/20Saleyard Levy - $1.00Producer Levy (per head) $0.35 n/aAgent Levy (per head) $0.12 n/aNLIS Levy (per head) $0.23 n/a

PLAN PRINTING AND LAMINATING FEES LARGE SHIRE MAP (APPROX 1200MM X 600MM)

Colour $15.00 $15.00Black & White $12.00 $12.00Laminating of Large Shire Map $20.00 $20.00PLAN ON A0 SHEET

Colour $20.00 $20.00Black & White $15.00 $15.00Laminating of A0 page $20.00 $20.00PLAN ON A1 SHEET




Colour $3.00 $3.00Black & White $2.00 $2.00Laminating of A4 page $1.00 $1.00

ROAD RESERVE WORKS/ASSET PROTECTION PERMIT FEESRoad Reserve Works Permit $100.00 $100.00Asset Protection Permit $50.00 $50.00ROAD RESERVE WORKS - REINSTATEMENT FEES:

Works - Kerb & Channel* $245.00/m² $245.00/m²Works - Concrete* $155.00/m² $155.00/m²Road Surface - Bituminous/Asphalt* $185.00/m² $185.00/m²Works - Vehicle Crossing* $155.00/m² $155.00/m²Works - Earth Nature Strip Surface* $155.00/m² $155.00/m²* Minimum charge of $410.00 and are GST Exclusive

59

2019/20 Budget

RECREATIONGYMNASIUM MEMBERSHIPS 2018/19 2019/201 Month $50.00 $50.00

3 Months $70.00 $70.00

6 Months $115.00 $115.00

Assessments (new members) $35.00 $35.00

Assessments (students) $15.00 $15.00

Casual (per session) $15.00 $15.00

Pensioner Concession (with pension card) $30.00 $30.00

Council Staff (monthly) $20.00 $20.00

Council Staff (3 months) $50.00 $50.00

Council Staff (casual) $8.00 $8.00

STUDENT MEMBERSHIP

Bronze Membership (1 month - 1 night per week) $20.00 $20.00Silver Membership (1 month - 2 nights per week) $26.00 $26.00

Gold Membership (1 month - 5 nights per week) $40.00 $40.00

Gold Membership (3 months - 5 nights per week) $60.00 $60.00

Gold Membership (6 months - 5 nights per week) $110.00 $110.00

Casual (age 13-18 years) $8.00 $8.00

SQUASH MEMBERSHIP1 month $35.00 $35.00

3 months $55.00 $55.00

Squash Court Hire - Per hour per court $10.00 $10.00

Boxing Gym $20.00 per week $20.00 per week

LEISURE COMPLEX HIRE FEESUSER GROUPS UTILISING MAIN COURT AREA(S)

Competition - Per hour per court $25.00 $25.00

Training - Per hour per court $20.00 $20.00

CORPORATE RATE

Small (10 or less persons) per year $750.00 $750.00

Large per year $1,150.00 $1,150.00

TABLE TENNIS ROOM

Per hour $30.00 $30.00

Per table (casual) $5.00 $5.00

BADMINTON (casual) $5.00 $5.00

SCHOOL GROUPS:

Public (per year) $8,000.00 $8,000.00

St Mary’s (per year) $200.00 $200.00

60

2019/20 Budget

WASTE AND RECYCLINGTIPPING FEES 2018/19 2019/20General Hard Waste $11.00 per m3 $12.00 per m3

Putrescibles Waste $25.00 per m3 $30.00 per m3

Household / Kitchen Waste $8.00 per m3 $10.00 per m3

Clean Green Waste $11.00 per m3 $12.00 per m3

Timber / Wood $11.00 per m3 $12.00 per m3

Builders waste / Concrete $45.00 per m3 $50.00 per m3

Clean concrete / Rubble delivered to repositories at Warracknabeal, Murtoa and Hopetoun $30.00 per m3 / ton $30.00 per m3 / ton

Clean Fill No charge No charge

Minimum Charge $8.00 $10.00

Dead Animals refer attendant refer attendant

TYRESLight (tyre only) $4.00 $4.00

Light (with rim) $5.00 $5.00

Medium (tyre only) $15.00 $15.00

Medium (with rim) $22.00 $22.00

Heavy (tyre only) $35.00 $35.00

Heavy (with rim) $50.00 $50.00

Tractor (up to 1.5m diameter) (tyre only) $80.00 $80.00

Tractor (up to 1.5m diameter) (with rim) $110.00 $110.00

Tractor (over 1.5m diameter) (tyre only) $160.00 $160.00

Tractor (over 1.5m diameter) (with rim) $220.00 $220.00

RECYCLABLESRecyclables Free if sorted Free if sorted

E-Waste (Warracknabeal, Hopetoun & Murtoa) $2.00 per item $2.00 per item

Screens (Warracknabeal, Hopetoun & Murtoa) $5.00 per screen $5.00 per screen

Gas Cylinders (valve removed) Free Free

Lead Acid Batteries $5.00 $5.00

Grain Bags $10 per bag $10 per bag

Grain not accepted not accepted

Hazardous Materials not accepted not accepted

Prescribed Waste not accepted not accepted

61

2019/20 Budget

62

2019/20 Budget



M 26 06 2019.docx

13.5 Council Plan revised 2019 and Strategic Resource Plan 2019-2023 – Prepared by Jessie Holmes Discussion The Council Plan is the primary document that sets the strategic direction of a Councillor term and sets out the Strategic Resource Plan for which the strategic objectives will be implemented. Under Section 125 of the Local Government Act 1989 Section 7 requires that a Council at least once in each financial year must consider the current Council Plan. Under Section 126 requires that a Strategic Resource Plan be adopted not later than 30 June each year. Changes to the Council Plan require that the Plan be advertised to the public and submissions invited. No major changes to the Council Plan are suggested, however the format for indicators of success measures and reporting against those indicators will now be carried out six monthly against a new column against each objective. In addition the SRP now extends out for the forward four years and shows an improved financial position in the outward years. The need to have a set of clear objectives that can be measured against ensures that Council will meet the obligations required under their Council Plan strategic direction. Community Considerations

The original 2017-2021 Council Plan required extensive community consultation as per the requirements set out in the Act. Additional community consultation through forums, drop in sessions and other strategy development has helped to ensure the Council Plan objectives remain relevant. Environmental Considerations

There are no significant environmental considerations; however strategic objectives around environment now have measures that can be assessed. Financial and Risk Considerations The Council Plan and Strategic Resource Plan is a statutory document required to ensure appropriate planning and corporate direction around resources is set out and assessed by Council. RECOMMENDATION That Council adopt the reviewed Council Plan including Strategic Resource Plan Resolution



Carried 111

1Yarriambiack Shire Council

Council Plan2017 - 2021


PROVIDING A VIABLE, SUSTAINABLE & VIBRANT FUTURE

Revised 2019

2 Yarriambiack Shire Council

If you would like to receive this publication in a alternative format, please phone Yarriambiack Shire Council on 5398 0100 or email [email protected]

This document is also available on the internet at www.yarriambiack.vic.gov.au

Our business hours are 8.30am to 5.00pm Monday to Friday.

Our Offices:Municipal Office:34 Lyle StreetWarracknabeal VIC 3393Telephone: (03) 5398 0100Facsimile: (03) 5398 2502

Service Centre:Gateway BEET Hopetoun75 Lascelles StreetHopetoun VIC 3396Telephone: (03) 5083 3001Facsimile: (03) 5083 3309

Website: www.yarriambiack.vic.gov.auEmail: [email protected]

Postal address: PO Box 243,Warracknabeal VIC 3393


WelcomeYarriambiack Shire Council is pleased to present its 2017-2021 Council Plan.

The Council Plan identifies Council’s priorities for the next four years and defines its key strategic response.

This document sets Council’s direction for the future and details how Council will allocate its financial and non-financial resources to deliver the Council Plan and all Council services, for the next four years.

The overall approach that Council decided to take in the development of the Council Plan for 2017 to 2021 was to progress and improve the 2013 to 2017 plan, as it was considered the vision and strategic priorities remained substantially relevant and were likely to be refined rather than being dramatically altered.

This Council Plan therefore continues and improves the direction set by the previous plan.

Contents03 Welcome04 Message from the Mayor05 Our Councillors06 Our Vision, Mission, Values & Principles07 Our Municipality08 If the Municipality of Yarriambiack had 100 people09 About the Council Plan10 Guiding principles11 Advocacy 11 External factors that inform the Council Plan12 Our commitment to Health & Wellbeing13 STRATEGIC OBJECTIVES14 Strategic Objective 1 - Good Governance 16 Strategic Objective 2 - A place to live & grow18 Strategic Objective 3 - A safe & active Community & Sustainable Environment20 Strategic Objective 4 - A Planned Future22 Strategic Objective 5 - Health and Wellbeing24 Planning and Accountability Framework24 How will we deliver this plan25 How we will report on our performance26 Organisational Structure

27 Strategic Resource Plan 2017-2021

38 Wimmera Mallee - Silo Country

Silo artwork in progress March 2017 - Rupanyup


On behalf of Council, I am very pleased to present to the community our Council Plan which highlights our strategic direction and what we hope to achieve in shaping the future for the Yarriambiack Shire setting for the next four years.

The Council Plan has been developed through a collaborative process between elected Councillors, the organisation and the Yarriambiack community. Also taken into consideration were the results from recent surveys, focus groups and Community Consultations. The Council Plan is our commitment to continue our pursuit of excellence, innovation, good governance and responsible management of our community resources and assets.

This Council Plan also integrates the Public Health & Wellbeing Plan in an attempt to raise the profile of health and wellbeing matters in our community. The integration will also significantly strengthen monitoring, reporting and accountability.

As part of this process, Council has also adopted Recommendation 94 of the Royal Commission into Family Violence that was undertaken in 2016. This recommendation provides Council with the opportunity to develop strategies that are focused on reducing family violence and supporting the needs of victims.

Message...From the Mayor, Cr Graeme Massey

Council PlanStrategic Objectives,

Strategies

Annual Budget

Municipal Public Health and Wellbeing

Legislation

Regional & State Plans


Council Plans & Strategies

Strategic Resource PlanIncluding Long Term

Financial Plan

Yarriambiack Long Term Community

We have set this Council Plan around five (5) Strategic Objectives, which are:• Good Governance • A place to Live and Grow• A safe & active Community and Sustainable Environment• A planned Future• Health and Wellbeing

Details of key objectives and actions that we will undertake for each Community Outcome over the next four years are included in this Plan, as well as the indicators and targets that will be used to monitor our progress. Supporting this document is the Strategic Resource Plan which outlines the internal resources that will be needed to achieve these objectives.

Council is keen to continue working with partners, industry leaders and our community at a local, state and federal level to ensure that Yarriambiack Shire will continue to prosper. Our Council Plan recognises that we cannot achieve outcomes alone, there are different ways that Council may respond to each objective, to partner, advocate, deliver services, build or regulate things. We will choose the approach that best suits the task at hand.

We are committed to building on our strengths to ensure that Yarriambiack Shire Council is the place where people want to work, live, play and invest. We are positive that this Council Plan will help us achieve these goals.

Cr Graeme Massey

Mayor Graeme Massey


Yarriambiack Shire Council has seven Councillors elected every four years. On Monday 7th November 2016 the newly appointed Councillors were sworn into Council after voting in the election was conducted via postal vote.

The Municipality is divided into three wards, represented by two Councillors in the Hopetoun and Dunmunkle wards and three Councillors in the Warracknabeal ward.

The Mayor is elected for a one year period each November/December, voted in by the Councillors.

The seven Councillors are the elected representatives of all residents and ratepayers across the Shire.

OUR COUNCILLORS

The unity between them is a passion to ensure their term in office delivers a legacy of positive change.

Left: Tom Hamilton, Kylie Zanker, Corinne Heintze, Graeme Massey, Shane Roberts, Jean Wise & Helen Ballentine

HOPETOUN WARDCr Helen BallentineCr Shane Roberts

WARRACKNABEAL WARDCr Kylie Zanker

Cr Graeme MasseyCr Jean Wise

DUNMUNKLE WARDCr Corinne HeintzeCr Tom Hamilton

SHEEP HILLS

TURRIFF

LASCELLES

LAH

TURRIFFTURRIFF

LASCELLES

TURRIFF

LASCELLES

LAH

SHEEP HILLS

PATCHEWOLLOCK

WARRACKNABEAL

BEULAH

HOPETOUN

YAAPEET

WOOMELANG

SPEED

TEMPY

MURTOA

LUBECK

RUPANYUP

MINYIP

BRIM

WARRACKNABEAL

DUNMUNKLE

HOPETOUN

Yarriambiack Shire Council


In consultation with our community, Yarriambiack Shire Council aims to provide a viable, sustainable and vibrant future.

OUR VISION

Through strong leadership, transparency and strategic planning, Councillors and Staff in partnership with our community will achieve our vision.

OUR MISSION

Customer Service• treat our customers with courtesy and respect;• lead and develop leadership within our community;• constantly strive to improve our services;• forge closer relationships with customers;• investigate matters thoroughly and objectively, and• keep our customers informed, in plain language, about the process and outcome;• treat people fairly, with respect and have proper regard for their rights;• make decisions lawfully, fairly, impartially, and in the public interest;• we are honest, trustworthy, reliable, transparent and accountable in our dealings;• we are careful, conscientious and diligent;• use public resources economically and efficiently; and• actively pursue positive outcomes for the community.

Continuous ImprovementWe drive continuous and sustainable improvement in service provision, operational efficiency and stakeholder relations to create a leading organisation.

OUR VALUES

Social Justice:We strive to make sure that every part of our core business is accessible by and inclusive of all community members.

Best Value:We provide services that are responsive to community needs, meet set performance standards, provide value for money, balance affordability and accessibility, and support opportunities for local employment growth or retention.

Sustainability:We manage public assets and resources in a way that supports and balances sustainable economic, social and environmental objectives and adheres to the principles of intergenerational equity.

PRINCIPLES

Silo artwork in progress October 2016 - Patchewollock


MUNICIPAL STRATEGIC STATEMENT CONSIDERATION

The Municipal Strategic Statement (MSS) has been a guiding document in the development of our future goals as part of the Council Plan 2017-2021. Alignment with the MSS ensures a consistent approach to all future projects, initiatives and strategies where there are land use planning considerations.


find us here

Yarriambiack Shire Council stretches from the Wimmera River just north of the Grampians in the south, to the centre of the Mallee in the north. The Yarriambiack Creek is the main natural feature traversing the Shire. The area is also linked by road and rail systems that run in a north-south direction. The area has an almost ideal climate with a short winter and delightful autumn and spring. Summer temperatures can be hot, particularly in the north.

Warracknabeal is the major service centre in the region and provides a wide range of services. It is complemented by Hopetoun in the north and Minyip, Murtoa and Rupanyup in the south, with another 13 small towns spread throughout the Municipality.

The Shire is situated between the Grampians and Murray Tourist Regions and provides a link between Horsham in the south and Mildura in the northern end of that region. It is located immediately to the east of some of Victoria’s main eco-tourist attractions, including the Big Desert, Wyperfeld National Park, Lake Hindmarsh, Lake Albacutya and the Little Desert.

Of the population, almost half the workforce is employed in agriculture.

Many other residents depend indirectly on farming, as they are employed in services used by the farming population. The population trends are remarkably similar to other areas across most of the Wimmera/Mallee. The rural areas and small towns have tended to lose population, while the population bases of the larger towns have shown more stability.

The Shire is the heartland of grain production and handling in the Wimmera/Mallee. The dry-land farming area produces one quarter of Victoria’s total production of wheat and barley and is noted for the production of lambs and wool. Legume and oil seed crops are very important and alternative livestock enterprises are also well established.

The Shire is well situated to serve the needs of local economies and communities and promote and facilitate increased public and private investment in developing its grain and related industries. Warracknabeal is the sub-regional centre for the northern Wimmera and southern Mallee, with excellent facilities for shopping, aged care, health, recreation and other commercial activities. The saleyards are an important selling feature.

Yarriambiack Shire Council covers an area of 7,158 square kilometres with an estimated residential population of 6,892 people and includes the townships of Warracknabeal, Murtoa, Hopetoun, Minyip, Rupanyup, Beulah, Brim, Lah, Lascelles, Lubeck, Patchewollock, Speed, Tempy, Woomelang, Yaapeet, Sheep Hills, Rosebery and Turriff.

Our Municipality

• Murtoa Stick Shed • Wimmera Inland Freezing Works Museum• Murtoa Water Tower Museum and Concordia Cottage• Marma Lake and Rabl Park• Minyip Heritage Town• Yarriambiack Creek• Warracknabeal Agricultural Machinery Museum and Historical Centre• Lake Lascelles

• Federation Place, Warracknabeal• Silo Art Trail• Corrong Homestead• Mallee Bush Retreat• Warracknabeal Golf Club• Wood’s Museum• Wyperfeld National Park• Jack Emmett Billabong• Redda’s Park, and • Cronomby Tanks Reserve.

Attractions within the Yarriambiack Shire include:


Demographics

If the MUNICIPALITY

OF YARRIAMBIACK had 100 people, there would be:

28 Available Labour

force

43 Doing volunteer work at least once a

month

3 Unemployed and looking for work

62Drive to work

38 Other transport eg walk, bus, bicycle,

or motorcycle

37 Eating enough fruit to benefit their health

8 Eating enough vegetables to benefit their health

27 Who smoke

63 Who are overweight / obese

46 Doing enough physical activity to benefit their health

09 Reporting they have high depression or anxiety

51 Men

49 Women

2 Speaking a language other than

English

7 Were born overseas

56 Households with access to the internet

65 Family households

33 Living by themselves

2 Share households

28 People under 25

48 People aged between 25-64

24 Over 65

4

Data sourced from: Department of Health, Regional Health Status Profiles Grampians Region, 2012 Victorian Population Health Survey 2014

At a Glance:• Yarriambiack Shire Council covers an area of 7,158sq km.• Has an estimated residential population of 6,759 people.• 104 staff are employed with Yarriambiack Shire Council.

• 4,892 kilometres in Road Length.• 7 Councillors.

• Agriculture, Retail and Health Care are the major employment sectors in the Municipality.

• There are 7,712 rateable properties in Yarriambiack Shire Council with a total value (CIV) $1,876,652,500

Brim Silo Artwork



ABOUT THE COUNCIL PLANThe Local Government Act 1989 requires all Victorian Councils to produce a four year Council Plan which must be reviewed annually.

The Council Plan provides direction to management and includes the indicators that Council will use to deliver key outcomes.

It sets out our plan to meet the present and future needs of our community by identifying a clear vision for the future, our mission (the business we are in), and the values and principles that are fundamental to how we formulate decisions.

More than ever before, the way the Yarriambiack Shire Council responds to local issues is influenced by regional, state and federal initiatives and strategies. This continues the evolution of local government from a basic provider of services such as roads, rates and rubbish to a more comprehensive role in building the capacity of our community to achieve a sustainable future. The Yarriambiack Shire Council provides in excess of 80 services to residents and visitors to the Municipality. The Council Plan reflects this broader and more comprehensive role.

The Council Plan is therefore our most important and crucial plan, from which all other plans, strategies, policies and processes take their lead. It drives the attached four years Strategic Resource Plan and the development of the Annual Budget.

A key component of the Council Plan is how this relates to Council’s yearly budget process. As part of that budget process a Strategic Resource Plan has been developed, which translates the requirements of the Council Plan in to a four year forward projection of Council’s financial position and results. The Strategic Resource Plan is included as part of this Council Plan.

Health and Wellbeing is another important component that helps guide Council’s decision making processes. It is a requirement under the Public Health and Wellbeing Act 2008 and outlines goals and actions that guide Council in creating a local community in which people can achieve maximum health and wellbeing.

The Yarriambiack Shire Council Plan contains the following five goals:

1.GOOD GOVERNANCE

2. A PLACE TO LIVE & GROW

3. A SAFE & ACTIVE COMMUNITY &SUSTAINABLE ENVIRONMENT

4. A PLANNED FUTURE

5. HEALTH & WELLBEING



OBJECTIVES OF A COUNCIL (LOCAL GOVERNMENT ACT 1989 SECTION 3C) 1. The primary objective of a Council is to endeavour to achieve the best outcomes for the local community having regard to the long term and cumulative effects of decisions. 2. In seeking to achieve its primary objective, a Council must have regard to the following facilitating objectives: a) to promote the social, economic and environmental viability and sustainability of the municipal district; b) to ensure that resources are used efficiently and effectively and services are provided in accordance with the Best Value Principles to best meet the needs of the local community; c) to improve the overall quality of life of people in the local community; d) to promote appropriate business and employment opportunities; e) to ensure that services and facilities provided by the Council are accessible and equitable; f) to ensure the equitable imposition of rates and charges; g) to ensure transparency and accountability in Council decision making.

FUNCTIONS OF A COUNCIL(LOCAL GOVERNMENT ACT 1989 SECTION 3E)

1. The functions of a Council include - a) advocating and promoting proposals which are in the best interests of the local community; b) planning for and providing services and facilities for the local community; c) providing and maintaining community infrastructure in the municipal district; d) undertaking strategic and land use planning for the municipal district; e) raising revenue to enable the Council to perform its functions; f) making and enforcing local laws; g) exercising, performing and discharging the duties, functions and powers of Councils under this Act and other Acts; h) any other function relating to the peace, order and good government of the municipal district.

2. For the purpose of achieving its objectives, a Council may perform its functions inside and outside its municipal district.

Guiding Principles

ROLE OF A COUNCIL(LOCAL GOVERNMENT ACT 1989 SECTION 3D)1. A Council is elected to provide leadership for the good governance of the municipal district and the local community.2. The role of a Council includes - a) acting as a representative government by taking into account the diverse needs of the local community in decision making; b) providing leadership by establishing strategic objectives and monitoring their achievement; c) maintaining the viability of the Council by ensuring that resources are managed in a responsible and accountable manner; d) advocating the interests of the local community to other communities and governments; e) acting as a responsible partner in government by taking into account the needs of other communities; f) fostering community cohesion and encouraging active participation in civic life.


ADVOCACYAdvocacy on behalf of the wider community is an important role for the Yarriambiack Shire Council. We endeavour to work hard on a wider range of supporting issues with our goal for the 2017-2021 Council Plan to advocate for the following:

• Advocate against violence particularly in regard to women and children as per White Ribbon and Municipal Association of Victoria (MAV) recommendations and strategies.• Advocate for improved education and health outcomes for our community.• Advocate for consistent services for mobile phone coverage, IT and the NBN Network across the municipality.• Supporting community consultations and local community planning.• Advocate for the retention of recreational lakes or other recreational water facilities with the purpose of securing water based recreational activities in the municipality. • Advocate for state and federal funding for roads and maintain federal funding for the Roads to Recovery program etc.• Advocate for improved health services for the municipality.• Supporting appropriate core services and facilities on a realistic basis.• Advocate for alternative forms of energy (wind and solar).• Advocate for the attraction of people to Yarriambiack and tourist visitation via tourism marketing.• Strong and consistent advocacy, lobbying on behalf of our amazing and resilient communities.• Advocate for the appropriate distribution of the Australian Taxation Dollar, particularly the 3% allocated to Local Government.• Support the Wimmera Development Association and Regional Partnerships Victoria in advocating on behalf of the Yarriambiack Shire Council and its communities.

EXTERNAL FACTORS THAT INFORM THE COUNCIL PLAN

Our economy is changing:• Changing technology will provide us with more innovative business opportunities especially around on-line retailing and social media.• The continued consolidation of farming enterprises to create larger farms and/or corporate entities.• Mining in the municipality may increase, providing economic activity and employment opportunities.

Our community is changing:• The municipality is continuing to experience some population decrease, mainly from people moving or from natural causes.• Increase in people from diverse cultures moving to our municipality• Our population is ageing.• Volunteer groups need help to be sustainable.

To attract and retain people in our municipality, quality services and cultural activities are needed including:• Opportunities for sport, recreation and physical activity.• Facilitate the attraction of major events.• Growth and quality of preschool, primary and secondary educational services. • Provide support to existing businesses to grow and develop.• Promote ‘Buy Local’ Campaign.• Support and assist communities in the development and promotion of special events, expo’s and festivals.

For the Municipality to be a good place to live and preserve our natural environment we need to:• Make greater use of assets such as Yarriambiack Creek, Lakes and Weir pools.• Maintain assets that meet the community’s needs.• Ensure that appropriate and accessible public transport services are provided across the Shire.• Better manage our waste management to educate the community on recycling and energy efficiency.

Many small Councils across Victoria face the challenges associated with limited resources. Yarriambiack Shire Council is no exception. Property rates and State and Federal funding contribute to over 90% of Council’s overall annual operating budget. State Government imposed rate capping and a reduction in government funding will place additional pressures on small Councils to prioritise all operational and community related expenditure. Council currently delivers in excess of 80 core services to the community and continues to maintain high standards of service delivery. Additional measures developed as part of this planning process will need to be thoroughly means-tested to ensure they are of the utmost importance to the community. Council’s geographically remote area may also present issues in obtaining products and services that may assist in the overall performance of the health and wellbeing strategies that are to be implemented. An ageing and declining population, together with behavioural change being a factor in the success of many strategies in this plan, will also expose a number of challenges for Council and the community over the next four years.


Health & WellbeingA high standard of health and wellbeing among our local communities is not merely in the absence of disease or illness, but a complex combination of a person’s physical, mental, emotional and social health factors. More specifically, ‘health’ is largely determined by the overall standard of an individual’s physical and mental health, while one’s ‘wellbeing’ is influenced by factors such as, but certainly not limited to, relationships, social networks, fulfilling careers, exercise, nutritional diet and a sense of belonging.¹

Municipal Public Health & Wellbeing Legislative RequirementsAs Local Government is the closest tier to the community, Council is well positioned to promote and respond to emerging issues relating to community health and wellbeing. Integrated planning is essential and should be undertaken in partnership with other levels of government, community organisations and the wider local community.

The process of identifying and developing goals and strategies aimed at maximising our local communities’ health and wellbeing is governed by Legislation. Section 26 Public Health & Wellbeing Act 2008 (the Act) prescribes the manner in which Council must assess and develop priorities. Council must have regard to:

• An examination of health status data, health and wellbeing indicators and health determinants in the municipal district;• Identification of goals and strategies based on local evidence in which people can achieve maximum health and wellbeing;• Involvement of people in the local community to develop, implement and evaluate each Plan;• Demonstration of how Council will work in partnership with the Department of Health and Human Services and other agencies.

The Act also reinforces the need for alignment with key areas identified in the State Public Health & Wellbeing Plan 2015-2019. The Victorian Government has selected key priorities to improve the health and wellbeing of all Victorians, particularly the most disadvantaged. The Plan specifically focuses on encouraging healthy living from early years and throughout life.² Council has aligned with State priorities in the key areas of healthy eating and active living, alcohol related harm and mental health.

Planning Integration to Further Health Based OutcomesIn previous years, Council has prepared a separate Council Plan and Municipal Public Health & Wellbeing Plan. The current Council Plan 2017-2021 is a result of the integration of both plans in an attempt to raise the profile of health and wellbeing matters in our municipality. The integration will also significantly strengthen monitoring, reporting and accountability, while reducing duplication of resources in developing separate plans. This approach to combine our plans has been undertaken in accordance with s.27 Public Health & Wellbeing Act 2008.

Selection of Priority AreasThere are a number of determinants that may impact on population health and wellbeing. This has been widely recognised by Council.

However, so to has our ability to effectively implement actions across an array of these different and influential determinants. As a result, Council undertook an extensive consultation program to ensure health and wellbeing matters of only the utmost importance to residents were selected for further consideration.

As an example, Council’s community survey that was sent to nearly 20% of all Yarriambiack Shire households. Approximately 50% of respondents believe that Council should assist people achieve a healthy weight and diet, while encouraging physical exercise. Statistics such as this directly influenced the selection of the final priorities implemented in this plan. In summary, the consultations and review of applicable data culminated in the adoption of key priority areas targeting physical activity, healthy eating, family violence and gender equality.

These key priorities have each been assessed and a number of actions developed to improve service levels of associated areas and ultimately further the health and wellbeing status of the local community. The selection of these priorities also aligns with the Victorian Public Health & Wellbeing Plan 2015-2019, which further reinforces Council’s decision to pursue the identified determinants.

Health & Wellbeing Outcomes Reference GroupCouncil is required under the Public Health and Wellbeing Act 2008 to work in partnership with the Department of Health and Human Services and other agencies undertaking public health initiatives, projects and programs to contribute to the achievement of the Victorian Public Health and Wellbeing Plan.

At a local level, Council works particularly closely with the Department Health & Human Services, Rural Northwest Health, West Wimmera Health Service, Wimmera PCP, Womens Health Grampians, Wimmera Sports Assembly and any other relevant stakeholders.

The Council Plan will be reviewed on an annual basis to monitor performance and the strategic direction of the organisation. Council will also convene a health and wellbeing outcomes reference group, consisting of key stakeholders. The purpose of this group will be to discuss the progress or potential barriers that may be identified in the adopted actions. This will also provide an opportunity for stakeholders to identify alternative solutions in order to achieve a satisfactory outcome.

Links to Key Strategic Plans & Policies• Victorian Health & Wellbeing Plan• Wimmera Primary Care Partnerships• Rural Northwest Integrated Health Promotion Plan • Women’s Health Grampians Regional Plan – CORE• Municipal Early Years Plan • Access & Inclusion Plan• Sport & Recreation Strategy• Leadership Statement – Prevention of Violence Against Women• Community Action Plans• West Wimmera Health Services• Wimmera Sports Assembly

Our Commitment to Health & Wellbeing

1. Better Health Channel. (2014). Wellbeing. Accessed 23 November 2016, https://www.betterhealth.vic.gov.au/health/healthyliving/wellbeing2. Department of Health & Human Services. (2015). Victorian Public Health & Wellbeing Plan 2015-2019. Accessed 24 November 2016, https://www2.health.vic.gov.au/about/ health-strategies/public-health-wellbeing-plan


Strategic ObjectivesTHE STRATEGIC OBJECTIVES THAT SUPPORT THE VISION AND WHAT

YARRIAMBIACK SHIRE COUNCIL WILL DO TO ACHIEVE THEM:

Sheep Hills Silo Artwork

4. A PLANNED

FUTURE

4. Plan for future service delivery and local community support as well as secure state and federal funding to

maintain and upgrade roads, council and community infrastructure.

2. A PLACE TO

LIVE AND GROW

3. A SAFE & ACTIVE COMMUNITY & SUSTAINABLE

ENVIRONMENT

1. GOOD

GOVERNANCE

2. Develop partnerships and advocate for community wellbeing and

economic development priorities and projects as well as capitalising on

existing and emerging opportunities in tourism and visitation.

1. A well-managed and service-focused

organisation.

3. Engage and empower our community and support our

volunteers.

STRATEGIC OBJECTIVESFOR THE NEXT FOUR YEARS

2017-20215. HEALTH &

WELLBEING

5. Through effective planning and consultation, create environments

for our communities that will enable residents to prosper and enjoy

improved health and wellbeing.


1Services/Activities:

• Effective Governance/Councillors & Chief Executive• Accounting and Finance• Customer Service and Administration• Engineering and Asset Management• Information Services

Strategic Objective Current Strategies Commitments, Documents or Projects To be delivered in 19/201.1 Good Governance through Leadership

Strengthen the role of Councillors by informing, resourcing, skilling and supporting them.

Ensure policies and good governance are in accordance with legislative requirements and best practice.

Work with our communities to encourage open communication and participation.

• Councillor Code of Conduct• Maintain relationships with other levels of government and peak bodies including continued participation with Wimmera Development Association and Rural Councils Victoria.• Continue a comprehensive and effective communication and community engagement framework.

• Code of Conduct review • Implement Local Government Inspectorate Governance report recommendations.• Work with the Wimmera Southern Mallee Regional Partnership Rural Innovation Project (RIP) to establish the new operating framework for WDA.• Develop the ten year community vision with the I AM Yarriambiack Campaign.

1.2 Organisation Risk Plan for and manage Council’s strategic and operational risks.

Establish sound governance processes throughout the organisation to ensure consistent and accountable decision making.

• Demonstrate transparent and responsible Risk and Safety Management processes which align to Local Government best practice and the OHS Act 2004.• Enhance the development and delivery of Council’s risk and safety programs.• Encourage a proactive approach in all Managers, Supervisors and Employees to managing and solving risk and safety.• Implement Council’s Risk Management Strategy and Risk Action Plan under the guidance of the OH&S/Risk Management Committee.• Foster improved organisation probity, practises and risk management through the effective operation of Council’s Audit Committee.• Implement Council’s Internal Audit Program

• Adopt a Risk Management Framework, Policy, Strategy and Register.• Implement IT software Reliansys to assist with governance and risk compliance.• Embed departmental risk registers in to General Managers performance indicators.• Quarterly risk indicators and corporate risk register reporting to Audit and Council.• Review Audit Committee Charter to incorporate risk.• Tender for internal auditors contract.Focus on reducing all high risk audit recommendations.

1.3 Professional and skilled staff in a safe and supportive environment

Provide a safe and effective work environment.

Invest in our staff and maintain an organisation structure that meets the service needs of the community.

• Providing a safe and healthy environment for employees, contractors and the public with an Occupational Health & Safety Policy.• Ensuring the safety and wellbeing of our staff with a Family Violence - Management Policy & Procedure.• Act@Work - implementing a cultural change program which enables workplaces to respond to violence against women, gender inequality, sexism and discrimination.

• Training for all staff on: - Integrity and governance - Manual Handling - Equal Opportunity, Bullying and Harassment.• Major review of Councils Human Resources & Wellbeing and OH & S policies and guidelines.

Strategic Objective 1. Good GovernanceOBJECTIVE: A well-managed and service-focused organisation.


Strategic Objective Current Strategies Commitments, Documents or Projects To be delivered in 19/201.4 Sustainable, long term financial management

Develop and maintain a financial planning, management and reporting system, that protects the long-term interests of the municipality.

Implement financial and risk management processes.

• Review the Strategic Resource Plan.• Review the Asset Management Policy.• Develop a Rating Strategy.• Develop Long Term Financial Plan.• Promote against cost and responsibility shifting to Local Government.

• Adopt the SRP June 2020.• Asset Management Policy adopted in April 2019 and Asset Management Strategy to be adopted July 2019.• Contribute to the State government review of the Rating System.• Adopt a Long Term Financial Plan.• Continue to actively pursue unpaid rates and develop a plan for the top twenty debtors.• Develop a finance procedures manual.

1.5 Effective Community Engagement & Participation

Provide opportunities for community members to engage with Council.

Maintain systems and processes that will allow up to date information about Council to be easily accessed by the community.

Work with community progress associations and consultative committees and individuals to review and comment on Council issues.

• Continue to keep the community updated with weekly editions of ‘Up the Creek’ newsletter. • Use information technology to foster communication and consultation with community members.• Demonstrate support at community meetings and events.• Engage in the development of the Wimmera Health Services Plan to ensure local community issues and needs are communicated effectively.• Undertake analysis of annual Customer Satisfaction Survey and undertake actions as required.• Increase usage of Yarriambiack Shire’s Facebook page for special events.• Maintain a user friendly and updated website.• Inspire leadership within our communities by supporting a number of opportunities to develop our current and future leaders.• Investigate opportunities to attract and support young people to live and work in our community.

• Develop a Customer Service Charter with defined service level standards.• Transitions to a cloud based Information Technology solution for our software.• Media responsibility incorporated in to a role and weekly newspaper articles in all locally circulating newspapers.• Social Media including new platforms such as Twitter and wider engagement on Facebook to be further developed with an increase in usage.• Provide a leadership scholarship to a member of the Yarriambiack Youth Advisory Council through their preferred Leadership program.

4 Year Council PlanWhat we will achieve: Target Measure/Source

• Continue to actively pursue the recovery of unpaid debts. 70% Council Data• Complete Internal Audit as per Audit schedule. 100% Council Data• Utilise Social Media to improve community engagement. 500 Facebook likes• Respond to all Internal Audit recommendations. 100% Council Data• Adoption of the Long Term Financial Plan. 2017/18 Council Data


2Strategic Objective 2. A place to live and growOBJECTIVE: To develop partnerships and advocate for community wellbeing and economic development priorities and projects as well as capitalising on existing and emerging opportunities in tourism and visitation.

Services/Activities:

• Arts and culture• Events• Older persons and ability support services - Home care - Home maintenance - Meals on wheels • Maternal and Child Health• Library Facilities• Tourism and area promotion• Parks and Gardens • Passive Recreation• Health, Education & Housing• Environmental Health activities• Food inspections• Immunisation

Strategic Objective Current Strategies Commitments, Documents or Projects To be delivered in 19/202.1 Assets and facilities

Ensure that Council’s services and facilities are accessible

• Encourage multi-use of facilities by Council.• Upgrade Council facilities to provide infrastructure, facilities and services that are as accessible as possible to all members of the community.• Review use of Council assets provided for senior residents and ensure they meet current and future needs.• Attracting private investment to build more accommodation options.

• Roll out of new community based library model.• Warracknabeal Stadium upgrade.• Warracknabeal Town Hall kitchen project.• Consideration of S.86 Housing Committees becoming commercial.

2.2 Attractive streetscapes, town entrances, parks and gardens

Provide clean and functional community facilities and public amenities throughout the Shire.

• Assist with community streetscapes.• Facilitate projects supporting sustainable water use objectives.• Facilitate exercise equipment on walking trails via application for grants where community need is displayed.

• Murtoa Streetscape project.• Streetscape designs undertaken for five townships.• Dunmunkle Creek Restoration, Rupanyup Project with GWM Water and Wimmera Catchment Management Authority.• Yaapeet reservoir restoration project including amenities.• Upgrades to Speed and Patchewollock town centre visitor stops.



• Information signage located at our Art Silos. June 2019 Council Data• Combine with the local Committee of Management and State Government to provide an upgrade to the Warracknabeal Town Hall with the Council committed to contribute $70,000 to the project.

June 2020 Council Data

• Upgrade Caravan Parks with better facilities. June 2019 Council Data• Increased visitor numbers to the local Caravan Parks. Number of Visitors Council Data• Engage with community and organisations to promote tourism.

Reprint of Township Brochures

Council Data

Strategic Objective Current Strategies Commitments, Documents or Projects To be delivered in 19/202.3 Community services that are accessible and responsive to the community’s needs

Provide ways of accessing services that meet the requirements of people of all abilities.

• Continue to support the elderly to remain at home and participate in their own communities.• Review Community Access Plan. - Adopted March 2017• Improve facilities at parks and water reserves to ensure they are accessible to all.• Foster the growth and quality of preschool, primary and secondary educational services to attract and retain families in the municipality.• Support the development of community groups that address social and recreational need for elderly groups within the community i.e. Men’s Sheds, mothers groups, carers support groups, etc.• Ensure adequate HACC funding and service delivery.• Continue to support the development of youth in our communities.

• Continued provision of the Commonwealth Home Supported Program including Regional Assessment Officers. • Upgrades to Hopetoun, Jung and Minyip Playgrounds.• Deliver three year kindergarten.• Employ an Early Years Engagement Officer in partnership with Rural Northwest to delver support in the Early Years environment.• New Youth Development Strategy adopted by Council.

2.4 Community facilities that are developed and maintained

Maintain facilities for the benefit of the community within asset management and resource constraints.

• Foster further development independently and through involvement with regional industry/tourism groups.• Assist with providing/improving community infrastructure.• Review facilities and services needed to support the Silo Art Trail. • Advocate for business opportunities and create links within the region to assist travellers through the Shire.

• Undertake caravan park master plans across several sites as part of the Wimmera Mallee Tourism Trading of the Trails program.• Implementation of the Woomelang mini silo art trail.• Upgrades to the Aubrey, Beulah and Murtoa Town Halls.• External refurbishment of Gateway BEET at Hopetoun.

2.5 Advocacy for regional living

Seek external support and assistance for the provision of good quality, affordable housing within communities across the Shire.

Create opportunities for everyone to participate actively in community life.

Continue resourcing tourism, event and festival funding.

• Promote a positive image of Council and its activities.• Provide opportunities and support initiatives that enable social connection.• Enhance tourism sites (silos, special buildings).• Engage with community and organisations to promote tourism.• Create links for tourism such as signage, itineraries, maps, marketing and sharing resources.• Develop tourism relationships with bordering Councils and Businesses.

• Work closely to deliver the Wimmera Mallee Tourism Destination Management Plan and Wimmera Mallee Tourism Trading off the Tourism Trails Project with a dedicated WMT Executive Officer.• Lobbying for increased telecommunication towers.• Support fixed wireless to small townships and rural areas to increase competition.


3Services/Activities:

• Environmental Sustainability - Waste Management & Environment - Water use - Power consumption - Climate change - Street lighting - Beautification• Active Recreation• Law, Order & Public Safety• Swimming areas• Emergency Management

Strategic Objective 3. A safe and active Community and Sustainable Environment

OBJECTIVE: Engage and empower our community and support our volunteers.

Strategic Objective Current Strategies Commitments, Documents or Projects To be delivered in 19/203.1 Assist Communities to develop and prosper

Support and engage youth to encourage them to be active in their communities and provide a future for small towns.

• Support initiatives to enable people in rural areas to come together.• Support sporting and community organisations to develop and upgrade community sport and recreation facilities through relevant funding programs in accordance with Council plans and strategies.• Assist swimming pool committees of management with upgrade requirements.• Assist community based sporting organisations with the upgrade/renewal of sport and recreation infrastructure.• Review contribution policies and public risk issues for community committees.• Support and encourage business owners to keep their business front clean.• Improve support and funding for volunteer and community groups.

• New Youth Development Strategy adopted by Council.• Minyip Recreation reserve resurfacing project.• Rupanyup Recreation Reserve upgraded lighting.• Beulah Pool solar heating improvements.• Brim Bowling Green synthetic surface.• New lease and licence arrangements for all Council sites.• Continuation of SHARE grants including opportunities for improved business frontage and streetscapes.

3.2 Community safety Provide ways of accessing services that meet the requirements of people of all abilities.

Support the community in emergency management planning.

• Promote safe and healthy communities through active/proactive education programs in environmental health and a strong local laws presence.• Provide high level Municipal Emergency Management planning and preparedness, mitigation, response and recovery in accordance with Council’s Municipal Emergency Management Plan.• Enhance the development and delivery of Councils risk and safety programs with a priority towards public safety.

• Earthen levee for Warracknabeal.• Update the Community Action Relief Teams (CART) with a refresher course.



• Completion of 90% of the road projects listed in the annual adopted Council Budget.

90% Council Data

• Increase in the number of trees planted across the Shire. Number of trees planted

Council Data

• Continue to provide funding to three SES units within the Municipality.

Annual Budget Council Data

• In partnership with Murtoa Pool Committee and the State Government; review and upgrade the change rooms, kiosk and first aid room at the Murtoa Swimming Pool.

2019 Council Data

• Examine the possibility of a mobile transfer station for use at some of the smaller transfer station sites.

Recommendation to Council

Council Data

Strategic Objective Current Strategies Commitments, Documents or Projects To be delivered in 19/203.3 Protected and enhanced natural environment

Develop Environmental Policy for Council to apply to all operations.

Develop and implement further strategies to minimise waste.

• Lead the community by adopting best practice waste management practices through review and implementation of the Regional Waste Management Strategy.• Strengthen local understanding of climate change and associated risks to enable communities to develop mitigation and adaptation responses.• Promote sustainable waste management practices.• Support sustainable development of the mineral sands mining industries and the provision of the required infrastructure.• Review operations of Transfer Stations/Landfills.• Consider the impact of climate change and provide education to the community to ensure sound environmental practice.• Construction of levee for flood protection.• Upgrade of the Warracknabeal transfer Station including the closure of the unlicensed hard waste landfill and rehabilitation of the site.

• New Waste Management Strategy adopted by Council.• E-Waste implemented at three transfer stations.• Upgrade of Warracknabeal Transfer Station completed.


4Strategic Objective 4. A Planned FutureOBJECTIVE: To plan for future service delivery and local community support as well as secure state and federal funding to maintain and upgrade roads, Council and community infrastructure.

Services/Activities:

• Infrastructure - Roads - Footpaths - Bridges - Buildings• Aerodromes• Other Heritage & Culture• Transport services• Public Halls• Community & Economic Development• Saleyards

Strategic Objective Current Strategies Commitments, Documents or Projects To be delivered in 19/204.1 Economic growth within the municipality

Promote Yarriambiack Shire Council as a regional living destination.

Support and encourage infrastructure, land use planning, events and services that support economic development and lifestyle opportunities.

• Support and assist communities in the development and promotion of special events, expo’s and festivals.• Seek funding support for lake and weir pool infrastructure to enhance tourism and economic opportunities.• Provide support to existing businesses to grow and develop.• Foster the establishment and growth of business and industry groups.• Support the provision of recreational water for water bodies within the Yarriambiack Shire Council.• Support improvement to the NBN and mobile phone coverage across the region.• Explore and implement options for public Wi-Fi access.

• Development and adoption of an Economic Development Strategy.• Provision of support by Council to Yarrilinks including office space, funding for trees and secretarial support.• Continued financial support for the Socio economic study in to the value of recreational water.• Support fixed wireless to small townships and rural areas to increase competition.

4.2 A strong and diverse local economy

Work in partnership with businesses and organisations to develop and promote business activity.

• Promote ‘Buy Local’ Campaign.• Support investigation of localised renewable energy generation facilities.• Foster linkages with local business and tourism associations to assist growth and prosperity of the retail, commercial and tourism sectors.• Foster the growth opportunities for specific sectors including manufacturing, mineral sands, retail, agriculture and grains research.• Actively participate in the Wimmera Mallee Sustainability Alliance.

• Building Better Regions – Trading off the Tourism Trail workshops and business development to be delivered.



• Continue reconstruction of kerb and channel infrastructure for Murtoa and Minyip.

2019 Council Data

• Continue to seek funding for the upgrade of the aerodrome pavement in Hopetoun and Warracknabeal.

2021 Council Data

• Widening and upgrade works of Hopetoun-Yaapeet and Dimboola-St Arnaud Roads.

2019 Council Data

• Develop and implement asset management plans for all nominated asset groups to assist with long term financial and asset management planning and legislative requirements - involve the community in the process.

2018Council Data

• Advocate for improved digital connectivity (NBN & Mobile Coverage).

Increase in % of access to internet in the home

Council DataABS

Strategic Objective Current Strategies Commitments, Documents or Projects To be delivered in 19/204.3 Long term asset management

Manage and deliver a long term Capital Works Program to improve community infrastructure and facilities

Prioritise risk and condition reports for all assets.

• Planned improvements to local road surfaces, edges, drains, culverts and footpaths.• Asset Management Plans.• Ensure there is at least one safe, accessible place to cross the main street in each town.• Lobby for increased Roads to Recovery (R2R) funding for local road upgrades of an ongoing nature.• Prioritise community funding.• Consult with community on buildings (etc) no longer needed.• Advocate for grant funding. • Continue to source additional road funding via alternative sources including the ‘Roads to Market Program’ and the ‘Bridges to Recovery Program’.

• Develop and adopt a ten year asset management strategy.• Adopt Asset Management Strategy and three Asset Management Plans.


5Strategic Objective 5. Health and WellbeingOBJECTIVE: Through effective planning and consultation, create environments for our communities that will enable residents to prosper and enjoy improved health and wellbeing.

Strategic Objective Current Strategies Commitments, Documents or Projects To be delivered in 19/20 5.1 Physical Activity Strengthen support for

organisations or initiatives that aim to increase levels of physical activity.

Expand the availability of suitable infrastructure and equipment to encourage physical activity.

• Provide funding or support participating schools on a bi-annual basis to assist in the implementation of VicHealth’s Walk to School program. • Assist sporting groups with their application for VicHealth’s Active Club Grants. • Explore potential funding opportunities to introduce residents to new sporting activities that are otherwise not locally available.• Maintain and promote Council’s mobility maps to the elderly in our communities.• Liaise with sporting clubs to advise on grants that would be suitable to their specific needs.• Publicise funding opportunities in local media that focus on increasing physical activity.• Explore the possibility of making school play areas accessible after hours.• Investigate potential funding allocations to weir pool committees of management.• Allocate budgeted expenditure to progressively renew/replace gym equipment at the Warracknabeal Leisure Centre.

• Continued Walk to School annual program.• Gymnasium upgrades at Warracknabeal stadium.• Work with communities, in particular Minyip and Hopetoun who have identified community gyms as a priority.• Funding to upgrade the playing surface at Minyip Recreation reserve.• Funding to upgrade Rupanyup Recreation Reserve lighting for greater facility use.

5.2 Healthy Eating Work with partners to support initiatives or policy aims to improve the consumption rate of fruit and vegetables in our community.

Work with partners to develop programs that educate residents about healthy eating.

• Maintain support for community garden projects across the Shire.• Implement a healthy eating policy by offering healthy choices for Council catered functions and events.• Continue to support healthy eating policies at kindergartens and child care centres across the municipality.• Liase with health service providers to deliver information sessions to new parents about healthy eating for babies/children.• Maintain a strong partnership with the YChange program to promote healthy eating in the community.

• Seek children’s week funding for supporting healthy eating promotion.

5.3 Family Violence & Gender Equality

Increase support for initiatives that reduce the rate of family violence and gender inequity.

Create positive awareness around family violence and gender inequity.

• Collaborate with other local community welfare and health service organisations to support regional initiatives that aim to reduce gender inequity and domestic violence.• Maintain support as a signatory for Women’s Health Grampians initiative ‘Communities of Respect & Equality’.• Continue to convene the Act@Work reference group to implement training and programs relating to family violence and gender equality.• Convene to review Act@Work program with more community/business education training programs in relation to family violence and gender equality.• Develop a communication strategy that promotes respectful relationships both in the workplace and in domestic settings.• Progressively review workplace policies to ensure that gender equality and respectful relationships remains a key determinant to a safe, healthy and enjoyable working environment.

• Updated HR policies and procedures.• Appropriate training for staff around who are primary providers of direct service.• Implement gender equity engagement principles as developed by the shared Wimmera group of Councils.



• Increase active living. Increase by 10% the proportion of adults, adolescents & children whom are sufficiently active by

2021.

Victorian Population Health Survey Data/ World Health

Organisation Target/ Wimmera PCP Data/ Victorian Public

Health & Wellbeing Outcomes Framework

• Increase healthy eating. Increase by 16% the proportion of adults, adolescents & children that consume sufficient fruit and vegetables by 2021 to align with

State average.

Decrease by 5% the proportion of adults, adolescents & children who consume sugar-sweetened

beverages daily.

Victorian Population Health Survey/ Wimmera PCP Data/

Victorian Public Health & Wellbeing Outcomes

Framework

• Participation in organised sport. Increase by 5% the proportion of adults, adolescents & children participating in organised sport.

Victorian Population Health Survey/ Wimmera PCP Data/

Victorian Public Health & Wellbeing Outcomes

Framework• Reduce prevalence and impact of family violence. A decrease in family violence

notifications within the Shire.Women’s Health Grampians/

Victoria Police• Increase gender equality . 70% of internal policies to have

been reviewed and amended where relevant to increase focus on

gender equality.

Council Data


LOCAL GOVERNMENT VICTORIA -

Planning and Accountability FrameworkCouncil is committed to transparency and accountability to the community and other levels of government as to how our rate money is being spent and the quality of services delivered.

The following diagram shows the relationship between the key statutory planning and reporting documents that make up the planning and accountability framework.¹

1. Adopted from the Local Government Planning and Reporting: Better Practice Guide Local Government Victoria

How we will deliver this planThe plan’s vision is driven by our stakeholder and community’s vision for the municipality. To achieve this vision we all need to work together.

Council will play a strong leadership role in delivering this plan. We will commit to an organisation that:

• carries out its core values and principals • is committed to progressive governance• is responsive with strong leadership and finds ways to do more with less• makes the best use of its resources• has effective business planning processes• is working with partners and key stakeholders• is innovative• fosters and delivers innovation• communicates effectively with the community• builds on strong partnership opportunities• advocates strongly on a wide range of issues.

Role of key partnersThe plan provides an opportunity to bring together key partners into a collaborative relationship dedicated to the pursuit of achieving the vision and strategic objectives as stated in the plan. Council will continue to facilitate opportunities to develop sustainable partnerships in the following areas: • planning • advocacy• research • programs• strategic projects • resource sharing• funding opportunities • reporting on outcomes• setting strategic directions

Council Plan> Strategic Objectives> Strategies> Strategic Indicators

Strategic Resource Plan> Financial Statements> Non-Financial Resources

Annual Budget> Financial Statements> Services and Initiatives> Service Outcome Indicators> Major Initiatives

Short Term

Medium Term

Annual ReportReport of OperationsFinancial StatementsPerformance Statement


TimingReportingPlanningTime horizon

Jan-Jun

Feb-Jun

Mar-Jun

Jul-Sep


How we will report on our performanceYARRIAMBIACK SHIRE COUNCIL -

LOCAL GOVERNMENT PERFORMANCE REPORTING FRAMEWORK

The Victorian Government has been working with Councils to develop and continually review the Local Government Performance Reporting Framework (LGPRF) which ensures that all Councils are measuring and reporting on their performance in a consistent way.

The Local Government Amendment (Performance Reporting and Accountability) Act 2013, came into operation on 18 April 2014, and amended the Local Government Act 1989 in preparation for Victoria’s new performance reporting framework.

The new legislation and framework improves public accountability, strategic and financial planning, and reporting requirements across local government.

From July 2014, the LGPRF became mandatory for implementation by Councils as part of the planning and reporting cycle for the 2014-2015 financial year.

Councils report against a standard set of indicators that allow benchmarking of results. This gives the community better access to information about how their Councils are performing across a range of areas. Results are published each year via www.knowyourcouncil.vic.gov.au.

A comprehensive range of service areas were initially considered with the list currently refined to nine (9) common local government services plus four (4 )optional service areas.

A Governance and Management checklist also forms part of the framework to ensure Yarriambiack Shire Council have appropriate Policies, Plans and Frameworks in place surrounding areas such as Risk, Emergencies, Assets, Fraud, Community Engagement and Financial Management.

WASTE COLLECTION AQUATIC CENTRES

LIBRARIES ROADS

STATUTORY PLANNING GOVERNANCE

ANIMAL MANAGEMENT FOOD SAFETY

MATERNAL AND CHILD HEALTH STREET SWEEPING (OPTIONAL)

ECONOMIC DEVELOPMENT (OPTIONAL) SPORTS GROUNDS (OPTIONAL)

IMMUNISATION (OPTIONAL)


Organisational StructureYARRIAMBIACK SHIRE COUNCIL -

GENERAL MANAGER INFRASTRUCTURE &

PLANNING

ACTING GENERAL MANAGER OF

ORGANISATIONAL PERFORMANCE

GENERAL MANAGER CORPORATE

SERVICES

Maternal & Child HealthAged & Disability ServicesCommunity Care WorkersAssessment OfficersCommunity Engagement/YouthHousingLibrariesEconomic DevelopmentTourismMajor EventsSport & RecreationSHARE GrantsLeisure CentreCommunity ProjectsInfrastructure & Community Grants

GENERAL MANAGER COMMUNITY SERVICES

& DEVELOPMENT

Early Years Coordinator

KindergartensPlaygroup Facilitator

Health & Regulatory Service

Coordinator

Environmental HealthFire PreventionLocal LawsAnimal Control

FinancePayrollAccounts PayableAccounts ReceivableRatesCorporate PlanningInsuranceMediaRecords ManagementFinance Reporting

Information TechnologyOH&SRisk ManagementCommunicationsEmergency ManagementExecutive AssistantHuman ResourcesAdministrationCustomer ServiceGovernance

Technical ServicesSustainability & Environment Outdoor WorksTown MaintenanceWorks DepotsRoads/Bridges FootpathsDrainageKerb & ChannelParks & GardensEngineering DesignWorks DevelopmentAssets Engineer

Technical ServicesLivestock ExchangeContractsProcurementWaste ManagementSwimming PoolsCaravan ParksHallsMechanicsAerodromesWeir PoolsOffice CleaningGrounds Maintenance

Manager Assets Services

Manager Assets Operations

Economic Development & Land Use Coordinator

Town PlanningBuilding SurveyingSurveyingBuilding Inspections

CHIEF EXECUTIVEOFFICER

MAYOR & COUNCILLORS

THE COMMUNITY


Strategic Resource Plan

Lake Lascelles - Hopetoun


HOW YARRIAMBIACK SHIRE COUNCIL WILL RESOURCE THEIR PLAN

STRATEGIC RESOURCE PLAN The Strategic Resource Plan identifies the financial and non-financial resources required over the four-year period of 2016-2020. The purpose of the Strategic Resource Plan is to ensure adequate resources are available to maintain services at levels established by the Council and to implement the Council Plan priorities. It also helps to establish a basis from which to measure Council’s adherence to its policies and strategies and to plan for long term financial sustainability for the municipality.

DEVELOPMENT OF THE PLAN The four-year Council Financial Plan has been prepared in accordance with the requirements of the Local Government Act 1989. The Act requires the Council to prepare and approve a four-year Council Plan, including a Strategic Resource Plan. The Strategic Resource Plan includes a four-year financial estimate that comprises the standard statements of the Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows, Statement of Capital Works, Statement of Human Resources, 4-year Capital Works Expenditure and a Summary of planned Human Resources Expenditure.

The Strategic Resource Plan is revised annually as part of the annual review of the Council Plan and is also informed through the annual budget process. Projections are based on Council’s four year priorities and ongoing service delivery levels.

RESOURCES EXPENDITUREThe Strategic Resource Plan is revised annually as part of the annual review of the Council Plan and is also informed through the Annual Budget process. Projections are based on Council’s four year priorities and ongoing service delivery levels. economic environment and key financial assumptions The Strategic Resource Plan is prepared and revised annually based on the latest economic and financial information available at the time of its preparation. As economic and financial variables change over time, the plan is adjusted accordingly to take account of these movements. The key financial assumptions underpinning the Strategic Resource Plan are detailed in Table 1.

Table 1: Financial assumptions of Strategic Resource Plan

Strategic Resource Plan.

2019/20 2020/21 2021/22 2022/23Rates Increase 2.23% 2.50% 2.50% 2.50%

CPI 2.27% 2.52% 2.52% 2.50%

Total revenue increase 2% 2% 2% 2%

Total cost increase 3% 3% 3% 3%

Investment returns 1.5% 1.5% 1.5% 1.5%

The Strategic Resource Plan was developed through a rigorous process, and is based on the following key information: • Audited financial statements as at 30 June 2016.• 2016-17 Council Budget. • A range of assumptions about changes in future income and expenditure associated with meeting current levels of services • Economic environment - financial indicators based on external sources. • The need to comply with the 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.


Strategic Resource Plan.KEY OBJECTIVES OF THE FINANCIAL PLAN

THE KEY OBJECTIVES THAT UNDERPIN THE FINANCIAL PLAN INCLUDE: • Maintain the existing range and level of service provision and where possible develop the capacity to grow and add new services. • Maintain a strong cash position, ensuring that Council remains financially sustainable in the long term • A trend towards an underlying operating surplus. • Maintain debt levels below prudential guidelines. • Continue to pursue recurrent grant funding for strategic capital funds from the State and Federal Governments.• Provide for rate increases that establish a sustainable funding level, including increasing capital funding for asset renewal. A modest increase in rates is planned at 3.5% from 2016/17 to 2019/20, comprising annually of 2.5% for operations and 1.0% for further infrastructure renewal. This reflects expected general cost increases but does not allow for continued growth in service demand across the municipality. Any growth will need to be met through improving efficiencies in existing operations and services. • Ensure critical asset renewal items are funded annually over the timeframe of the plan. • Rating strategy that provides stability in the rate burden.

Yarriambiack Shire Council recognises the need for long-term financial planning and will embark on the development of a 10-year financial plan in future updates.

Table 2: Key financial indicators of the Strategic Resource Plan

Key Financial IndicatorsBudget

2019-20 2020-21 2021-22 2022-23

$000’s $000’s $000’s $000’s

Surplus/(deficit) for the year 2,354 (87) (59) (266)

Adjusted underlying result 98 (87) (59) (266)

Cash and investments balance 6,109 5,550 5,233 4,724

Cash flows from operations 7,724 6,675 6,952 6,978

Capital works expenditure 8,258 7,434 7,590 7,659



STRATEGIC RESOURCE PLANYarriambiack Shire Council budgeted comprehensive income statement for the four years ending 30 June 2023.......................................................................................................................................................................

The above comprehensive income statement should be read in conjunction with the accompanying other information.

Budget

2019/20$’000

2020/21$’000

2021/22$’000

2022/23$’000

IncomeRates and charges 12,595 12,915 13,269 13,529Statutory fees and fines 180 184 188 192User fees 1,066 1,011 1,030 1,056Grants - operating 8,080 7,135 7,175 7,318Grants - capital 4,001 1,375 1,376 1,377Contributions - monetary 170 173 176 179Net gain/(loss) on disposal of property, infrastructure, plant & equipment

(114) (76) (84) (92)

Other income 89 91 93 95

Total Income 26,068 22,808 23,223 23,654

ExpensesEmployee costs (9,134) (9,246) (9,440) (9,638)Materials and services (6,083) (4,875) (4,802) (4,966)Depreciation (6,195) (6,377) (6,569) (6,766)Bad and doubtful debts (1) (1) (1) (1)Finance costs (60) (62) (64) (66)Contributions and donations (790) (816) (831) (847)Other expenses (1,451) (1,517) (1,576) (1,637)Total expenses (23,714) (22,895) (23,282) (23,920)

Surplus/(deficit) for the year 2,354 (87) (59) (266)

Other comprehensive income

Items that will not be reclassified to surplus or deficit in future periods

Net asset revaluation increment/(decrement) 500 500 500 500

Total comprehensive result 2,854 413 441 234

Strategic Resource PlanProjections


Budget

2019/20$’000

2020/21$’000

2021/22$’000

2022/23$’000

Assets

Current assetsCash and cash equivalents 6,109 5,550 5,233 4,724Trade and other receivables 1,533 1,564 1,595 1,600Other financial assets 1,500 1,530 1,565 1,570Inventories 840 845 870 880Non-current assets classified as held for sale 30 30 30 30Total current assets 10,012 9,518 9,293 8,804

Non-current assetsTrade and other receivables 1 - - -Other financial assets 250 255 260 265Investments in associates and joint ventures 581 592 604 610Property, infrastructure, plant & equipment 146,511 147,567 148,589 149,482Total non-current assets 147,343 148,414 149,453 150,357Total assets 157,355 157,933 158,746 159,162

Liabilities

Current liabilitiesTrade and other payables 1,100 1,290 1,400 1,558Trust funds and deposits 50 50 50 50Provisions 2800 2846 3,080 3,100Interest-bearing liabilities 21 21 21 21Total current liabilities 3,971 4,207 4,551 4,724

Non-current liabilitiesProvisions 450 400 450 474Interest-bearing liabilities 58 37 16 -Total non-current liabilities 508 437 466 474Total liabilities 4,479 4,644 5,017 5,198

Net assets 152,876 153,289 153,729 153,963

Equity

Accumulated surplus 70,126 70,038 69,979 69,713Reserves 82,750 83,250 83,750 84,250Total equity 152,876 153,288 153,729 153,963

The above balance sheet should be read in conjunction with the accompanying other information.

STRATEGIC RESOURCE PLANYarriambiack Shire Council budgeted balance sheet for the four years ending 30 June 2023.......................................................................................................................................................................



The above statement of changes in equity should be read in conjunction with the accompanying other information.

STRATEGIC RESOURCE PLANYarriambiack Shire Council budgeted changes in equity for the four years ending 30 June 2023.......................................................................................................................................................................

Total

$’000

Accumulated Surplus

$’000

RevaluationReserve

$’000

Other Reserves

$’0002018/2019 ForecastBalance at beginning of the financial year 147,144 65,894 81,235 15Surplus/(deficit) for the year 1,878 1,878 - -Net asset revaluation increment/(decrement) 1,000 - 1,000 -Balance at end of the financial year 150,022 67,772 82,235 15

2019/2020 BudgetBalance at beginning of the financial year 150,022 67,772 82,235 15Surplus/(deficit) for the year 2,354 2,354 - -Net asset revaluation increment/(decrement) 500 - 500 -Balance at end of the financial year 152,876 70126 82,735 15

2020/2021 Strategic Resource PlanBalance at beginning of the financial year 152,876 70,126 82,735 15Surplus/(deficit) for the year (87) (87) - -Net asset revaluation increment/(decrement) 500 - 500 -Balance at end of the financial year 153,288 70,038 83,235 15




The above statement of cash flows should be read in conjunction with the accompanying other information.

STRATEGIC RESOURCE PLANYarriambiack Shire Council budgeted statement of cash flows for the four years ending 30 June 2023.......................................................................................................................................................................

Budget

2019/20$’000Inflows

(Outflows)

2020/21$’000Inflows

(Outflows)

2021/22$’000Inflows

(Outflows)

2021/23$’000Inflows

(Outflows)

Cash flows from operating activitiesRates and charges 11,095 12,715 13,069 13,329Statutory fees and fines 180 184 188 192User fees 1,066 1,011 1,030 1,056Grants - operating 8,080 7,135 7,175 7,318Grants - capital 4,001 1,375 1,376 1,377Contributions - monetary 170 173 176 179Interest received 89 91 93 95Other receipts - - - -

Net GST refund/payment 500 446 494 521

Employee costs (9,134) (9,246) (9,440) (9,638)

Materials and services (6,083) (4,875) (4,802) (4,966)

Other payments (2,242) (2,334) (2,407) (2,484)

Net cash provided by/(used in) operating activities 7,724 6,675 6,952 6,978

Cash flows from investing activitiesPayments for property, infrastructure, plant and equipment (8,258) (7,434) (7,590) (7,659)

289Proceeds from sale of property, infrastructure, plant and

equipment234 282 286 289

Net cash used in investing activities (8,024) (7,151) (7,305) (7,370)

Cash flows from financing activitiesFinance costs (60) (62) (64) (66)Repayment of borrowings (21) (21) (21) (16)Net cash provided by/(used in) financing activities (81) (83) (85) (82)Net increase/(decrease) in cash & cash equivalents (381) (559) (438) (473)

Cash and cash equivalents at the beginning of the financial year

6,490 6,109 5,671 5,198

Cash and cash equivalents at the end of the financial year6,109 5,550 5,233 4,724



The above statement of capital works should be read in conjunction with the accompanying other information.

STRATEGIC RESOURCE PLANYarriambiack Shire Council budgeted statement of capital works for the four years ending 30 June 2023.......................................................................................................................................................................

Budget

2019/20$’000

2020/21$’000

2021/22$’000

2022/23$’000

Property

Buildings 629 115 115 25Heritage buildings 40 - - -Total property 669 115 115 25

Plant and equipment

Plant, machinery and equipment 1,190 1,050 1,050 1,050Fixtures, fittings and furniture 11 7 7 7Computers and telecommunications 75 72 70 75

Total plant and equipment 1,276 1,129 1,127 1,132

Infrastructure

Roads 5,403 5,834 5,985 6,141Footpaths, kerb & channel 320 283 291 287Drainage 27 27 28 29Recreational, leisure and community facilities 304 5 5 5Waste management 180 - - -Parks, open space and streetscapes 80 40 40 40Aerodromes - - - -Total infrastructure 6,313 6,189 6,349 6,502Total capital works expenditure 8,258 7,434 7,590 7,659

Represented by:New asset expenditure 854 769 785 792Asset renewal expenditure 4,315 3,884 3,966 4,002Asset upgrade expenditure 3,089 2,781 2,839 2,865Total capital works expenditure 8,258 7,434 7,590 7,659

Funding sources represented by:Grants 3,649 3,285 3,354 3,384Contributions 234 282 286 289Council Cash 4,375 3,867 3,951 3,986Total capital works expenditure 8,258 7,434 7,590 7,659



The above statement of human resources should be read in conjunction with the accompanying notes.

STRATEGIC RESOURCE PLANYarriambiack Shire Council budgeted statement of human resources for the four years ending 30 June 2023.......................................................................................................................................................................

Budget

2019/20$’000

2020/21$’000

2021/22$’000

2022/23$’000

Staff expenditure

Employee costs - operating (9,134) (9,246) (9,440) (9,638)Employee costs - capital (1,533) (1,565) (1,608) (1,628)Total staff expenditure (10,667) (10,811) (11,048) (11,266)

EFT EFT EFT EFTStaff numbers

Employees 107 110 110 110Total staff numbers 107 110 110 110



STRATEGIC RESOURCE PLANYarriambiack Shire Council budgeted statement of planned resources expenditure for the four years ending 30 June 2023.......................................................................................................................................................................A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below:

2019/20$’000

2020/21$’000

2021/22$’000

2022/23$’000

Community services

- permanent full time 399 407 415 423 - permanent part time 1,864 1,957 1,996 2,036Total community services 2,263 2,364 2,411 2,459Corporate Services

- permanent full time 626 639 651 664 - permanent part time - - - -Total corporate services 626 639 651 664Eonomic Development

- permanent full time 388 396 404 412 - permanent part time - - - -Total economic development 388 396 404 412

Engineering

- permanent full time 3,560 3,631 3,704 3,778 - permanent part time 49 50 51 52Total Engineering 3,610 3,681 3,755 3,830Governance

- permanent full time 836 853 870 887 - permanent part time - - - -Total governance 836 853 870 887Recreation & Culture & Leisure

- permanent full time - - - - - permanent part time 89 91 93 94Total recreation & culture & leisure 89 91 93 94Regulatory services

- permanent full time 592 604 616 628 - permanent part time - - - -Total Regulatory services 592 604 616 628Waste & Environment

- permanent full time 731 746 761 776 - permanent part time - - - -Total waste & enviroment 731 746 761 776TOTAL STAFF EXPENDITURE 9,134 9,374 9,561 9,750


STRATEGIC RESOURCE PLANYarriambiack Shire Council budgeted statement of planned resources expenditure for the four years ending 30 June 2023.......................................................................................................................................................................A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below:

STAFF NUMBERS 2019/20 2020/21 2021/22 2022/23Community services

- permanent full time 3 3 3 3 - permanent part time 16 17 17 17Total community services 19 20 20 20Corporate Services

- permanent full time 5 5 5 5 - permanent part time - - - -Total corporate services 5 5 5 5Eonomic Development

- permanent full time 2 2 2 2 - permanent part time - - - -Total economic development 2 2 2 2

Engineering

- permanent full time 64 66 66 66

- permanent part time 1 1 1 1Total Engineering 65 67 67 67Governance

- permanent full time 6 6 6 6 - permanent part time - - - -Total governance 6 6 6 6Recreation & Culture & Leisure

- permanent full time - - - - - permanent part time 1 1 1 1Total recreation & culture & leisure 1 1 1 1Regulatory services

- permanent full time 7 7 7 7 - permanent part time - - - -Total Regulatory services 7 7 7 7Waste & Environment

- permanent full time 2 2 2 2 - permanent part time - - - -Total waste & enviroment 2 2 2 2TOTAL STAFF 107 110 110 110


Wimmera Mallee - Silo CountryThe Silo Art Trail celebrates regional Australia in a modern and accessible artistic context. The silos have been strategically selected for maximum visual impact and to ensure visitors have the opportunity to engage with multiple communities and outback tourism destinations in the Wimmera and Mallee region.

Historically, silos are a place for the farming communities to come together during harvest, exchange news and stories and re-connect with old friends while the grain is unloaded. Of late, changes in the agricultural industry have led to many communities losing active silo sites. The Silo Art Trail has provided an opportunity to reinvigorate decommissioned sites and celebrate local communities and farming history.

The Silo Art Trail will continue in 2017 with murals created in Lascelles and Rosebery.

BRIMGuido Van Helten captured the imagination of Australia in December 2015 when he undertook a gigantic painting on the Brim Silos. The Brim Silo Art generated inspiration for the Silo Art Trail and Guido’s mural will remain an iconic tribute to the farming communities of the Wimmera and Mallee region.

SHEEP HILLSAdnate is an internationally renowned street artist, famous for his work with Aboriginal communities across Australia and completed the mural in December 2016. The four indigenous faces now watch over the tiny community of Sheep Hills and the starry background of the towering portraits has symbolic significance to the local people.

PATCHEWOLLOCKFintan Magee is a Brisbane based street artist who painted the Patchewollock Silos in October 2016. Local farmer ‘Noodle Hulland’ was chosen for the inspiration of the artwork because he was slim enough to fit the two narrow silos and had “that classic farmer look”, embodying the locals’ spirit.

RUPANYUPRussian Artist Julia Volchkova is actively involved in the graffiti and street art movement in the places she travels and has recently completed the huge metal grain storage bins in Rupanyup as part of the Silo Art Trail. Julia’s work focuses on portraits and the Rupanyup Silo Art mural is inspired by the Rupanyup Panthers Football & Netball Club.


Check out Yarriambiack Tourism Association & Wimmera Mallee Tourism at www.yarriambiack.vic.gov.au and www.wimmeramalleetourism.com.au

Municipal Office:Warracknabeal34 Lyle StreetPO Box 243 Warracknabeal 3393P: 5398 0100F: 5398 2502

Hopetoun Office:Gateway BEET75 Lascelles Street Hopetoun 3396P: 5083 3001

W: www.yarriambiack.vic.gov.auE: [email protected] The photos within this publication have been taken from various locations across the Municipality.

CONTACT USYarriambiack Shire Council



M 26 06 2019.docx

13.6 Councillor Code of Conduct (Review) – Prepared by Bernardine Schilling Discussion Council adopted its Councillor Code of Conduct at a Special Council meeting on 22 February 2017. At the 22 February 2017 Special Council meeting all Councillors made a written declaration before the Chief Executive Officer that they had read and agreed to abide by the Code of Conduct in accordance with Section 76C(2) of the Local Government Act 1989. At its Council Meeting held 28 November 2018 Council reviewed its Code of Conduct with Nil amendments made. Purpose Council to formally review its Councillor Code of Conduct for 2019 to make any necessary amendments. At this meeting, Council must approve any additions/amendments and adopt its Code of Conduct. Councillors must read the Code and make a declaration in writing to be witnessed by the Chief Executive Officer stating that they will abide by the amended Councillor Code of Conduct. The following list provides the principal additions/amendments made to the Code:-

Additions Additions - Continued Roles and Responsibilities of the Mayor, Acting Mayor, Deputy Mayor And CEO

Failure to Comply with the Internal Resolution Process

Councillor and Staff Interaction – as defined under the Act

Hierarchy of Management of Various Levels of Councillor Behaviour including Misconduct, Serious Misconduct and Gross Misconduct

Additional principle added to the Councillor General Conduct Principles re addressing sexual harassment

External Resolution Procedures

Clause on Gifts, Benefits and Hospitality Appendix 1 & 2 – External Councillor Conduct Framework and Summary of resolution Procedures and Sanctions (Internal & External)

Privacy Clause Amendment Role of Arbiter Confidential Information – as defined under

the Act Council will again review its Councillor Code of Conduct in June 2020 in accordance with the Yarriambiack Shire Council Plan.

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M 26 06 2019.docx

RECOMMENDATION

1. That Council adopt the amended Councillor Code of Conduct (as tabled).

2. That Councillors read the Code and make a declaration in writing to be witnessed by the Chief Executive Officer stating that they will abide by the revised Councillor Code of Conduct.

Resolution

Moved Cr C Heintze Seconded Cr J Wise


Carried

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Yarriambiack Shire Council Councillor Code of Conduct

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COUNCILLOR CODE OF CONDUCT

This Code, which incorporates the statutory requirements specified for a Code of Conduct in accordance with section 76C of the Local Government Act 1989, was

adopted by the Yarriambiack Shire Council on 26 June 2019.

In accordance with the Local Government Act, a copy of the Code has been provided to each Councillor and is available to the community for inspection on our Website or

at the Yarriambiack Shire Office


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Table of Contents POLICY OBJECTIVE ................................................................................................. 3 INTRODUCTION ........................................................................................................ 3 PRIMARY ROLE OF COUNCIL ................................................................................. 3 ROLES AND RESPONSIBILITIES............................................................................. 4 Mayor ......................................................................................................................... 4 Acting Mayor .............................................................................................................. 4 Deputy Mayor ............................................................................................................. 4 Councillors ................................................................................................................. 4 Chief Executive Officer ............................................................................................... 5 COUNCILLOR AND STAFF INTERACTION ............................................................. 5 COMMUNITY EXPECTATIONS ................................................................................ 6 COUNCILLORS WORKING TOGETHER .................................................................. 6 COUNCILLOR CONDUCT PRINCIPLES................................................................... 6 Primary Principles ...................................................................................................... 6 Councillor General Conduct Principles ....................................................................... 7 ADHERENCE TO CODE OF CONDUCT................................................................... 7 GIFTS, BENEFITS AND HOSPITALITY .................................................................... 8 CONFINDENTIAL INFORMATION ............................................................................ 9 PRIVACY ................................................................................................................... 9 CONFLICT OF INTEREST PROCEDURES ............................................................ 10 Pecuniary Interest .................................................................................................... 11 Non-Pecuniary Interest ............................................................................................ 11 DISPUTE RESOLUTION ......................................................................................... 11 Phase 1 – Direct Negotiation ................................................................................... 11 Phase 2 – External Mediation .................................................................................. 13 Phase 3 – Internal Resolution Procedure - Arbiter ................................................... 14 ROLE OF THE ARBITER ......................................................................................... 15 FAILURE TO COMPLY WITH THE INTERNAL RESOLUTION PROCESS ............ 16 HIERARCHY FOR MANAGEMENT OF VARIOUS LEVELS OF COUNCILLOR BEHAVIOUR ............................................................................................................ 16 Misconduct ............................................................................................................... 17 Serious Misconduct .................................................................................................. 17 Gross Misconduct .................................................................................................... 17 EXTERNAL RESOLUTION PROCESS ................................................................... 17 CARETAKER PERIOD ............................................................................................ 17 SIGNING CODE OF CONDUCT .............................................................................. 18 REFERENCES AND RELATED POLICIES ............................................................. 18 APPENDICES .......................................................................................................... 19 Appendix 1 – Flowchart – External Councillor Conduct Framework ........................ 19 Appendix 2 – Summary of Resolution Procedures and Sanctions .......................... 20


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Policy Objective To adopt a Code of Conduct for Councillors to use as guidelines, pursuant to the Local Government Act 1989. Introduction As Yarriambiack Shire Councillors, we are committed to working together in the best interests of the people within our municipality and in discharging our responsibilities to the best of our skills and judgement. Our commitment to working together constructively will enable us to work with and empower the community by taking a strategic and forward thinking approach to our future. One that is mindful of our heritage, enhances our environment, creates economic growth and fosters a strong community spirit. This Code of Conduct is part of Council’s commitment to governing our Shire effectively and adhering to the principles of good governance. Good governance is the complex set of processes, protocols and behaviours which lead to good decisions. Good decisions are those which are informed by evidence and good advice, contributed to and understood by communities, underpinned by integrity and make sense in the long term interests of the community. We also recognise that good governance means ensuring that the diversity of views and opinions in our community are given proper weight in the decision making process. However, Good Governance is also about accountable leadership. When we meet as a Council and take decisions, those decisions must be made in the long term best interests of the whole Municipality. This Code of Conduct does not apply to Council Staff. Council Staff are bound by the Yarriambiack Employee Code of Conduct. Primary Role of Council The primary role of Council is to provide leadership for the good governance of Yarriambiack. The role of Council also includes:

Acting as a representative government by taking into account the diverse needs of the local community in decision making;

Providing leadership by establishing strategic objectives and monitoring their achievements;

Maintaining the viability of the Council by ensuring that resources are managed in a

responsible and accountable manner;

Advocating the interests of the local community to other communities and governments;

Acting as a responsible partner in government by taking into account the needs of

other communities; and

Fostering community cohesion and encouraging active participation in civic life.


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Roles and Responsibilities All decisions are made at Council meetings or through delegations that are formally made by Council. Councillors may exercise authority as a member of Council:

After they are formally sworn in; Have read and signed the Councillor Code of Conduct; and When they met formally as Council.

Councillors recognise the importance of constructive relationships and will strive to develop and maintain these relationships as they work cooperatively to achieve Council’s vision. Mayor The Mayor is elected by Council to represent the views and directions of Council in performing various roles and duties. The Mayor provides leadership to Council and carries the respect and authority given by Council, the Councillors and the Local Government Act 1989. Section 73AA of Act describes the functions of the Mayor to be:

Providing guidance to Councillors about what is expected of a Councillor including in relation to the role of a Councillor under section 65, and the observation of the Councillor conduct principles and the Councillor Code of Conduct by Councillors under sections 76B, 76BA and 76C; and

Acting as the principle spokesperson for the Council: and Supporting good working relations between Councillors; and Carrying out the civic and ceremonial duties of the office of Mayor.

Acting Mayor If an Acting Mayor is appointed by Council, such as in the circumstances where the Mayor is absent for an extended period, the Acting Mayor shall perform the role of Mayor as outlined above. Deputy Mayor

The Deputy Mayor, if appointed, shall perform duties as the request of the Mayor during the Mayor’s absence or where the Mayor is unable to fulfil their duties directly. Councillors Section 65(1) of the Act states that the role of a Councillor is to:

Participate in the decision making of the council; To represent the local community in that decision making; To contribute to the strategic direction of the Council through the development and

review of key strategic documents of the Council, including the Council Plan. Section 65(2) of the Act states that in performing the role of a Councillor, a Councillor must

Consider the diversity of interests and needs of the local community; and Observe principles of good governance and act with integrity;


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Provide civic leadership in relation to the exercise of various functions and responsibilities of the Council;

Participate in the responsibility allocation of the resources of Council through the annual budget; and

Facilitate effective communication between the Council and the community.

In accordance with this commitment, Councillors will:

Strive to achieve the best outcomes for the Yarriambiack Shire Council; Work with colleagues and staff in an atmosphere of mutual respect; Be honest and open with other Councillors; Recognise and respect the strengths and weaknesses of fellow Councillors and

where possible offer encouragement and support; Ensure punctual attendance at meetings; Debate contentious issues without resorting to personal acrimony or insult; and Refrain from personal attacks on other Councillors and focus on the issue at hand.

Chief Executive Officer Within this framework of strategic leadership, advocacy and representative government, sections 94 and 94A of the Act provide for the establishment of the position and duties of the Chief Executive Officer who is to be responsible for:

Establishing and maintaining an appropriate organisational structure for Council; Ensuring that the decisions of Council are implemented without undue delay; The day to day management of Council’s operations in accordance with the Council

Plan; Developing, adopting an disseminating a Code of Conduct for Council staff Providing timely advice to Council; and Appointing and managing all Council staff and managing all issues that relate to

Council staff. Councillor and Staff Interaction Councillors will generally interact with staff for the following reasons:

Request for information; Requests for service (generally on behalf of others); and General discussion about Council matters.

Interaction can be written or verbal and may occur at a range of events such as Councillor briefings, forums, committee meetings, civic receptions, workshops, informal meetings or other formal and informal opportunities. If any Councillor or staff member has concerns in regard to interaction between councillors and staff, the matter will be referred to the CEO who is responsible for the management of such interactions. As per the section 76E(1) of the Local Government Act 1989 a Councillor must not improperly direct or improperly influence, or seek to improperly direct or improperly influence, a member of Council staff in the exercise of any power or in the performance of any duty or function by the member. When Councillors interact with staff, they must:-


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Act respectfully towards staff, dealing in a professional, courteous, fair equitable and honest manner and avoid using behaviour that may intimidate staff;

Work co-operatively with staff to achieve Council goals; Develop mature and constructive working relationships based on mutual trust,

respect and recognition of common goals; Understand and respect the distinction in roles of Councillors and staff,

acknowledging that the CEO is responsible for the operations of Council and management of staff;

Not involve themselves directly or indirectly in any personnel matter relating to a Council officer;

Not direct or instruct members of staff in the performance of their duties; Refrain from using their position as Councillors to improperly influence member of

staff in their duties or functions or to seek preferential treatment or gain an advantage for themselves or others;

Advise the CEO in a timely manner of any concerns that a Council officer has acted contrary to a Council policy or decision, noting that a discussion pertaining to the performance of a Council officer must be held privately with the CEO in a constructive manner; and

Refrain from publicly criticising staff in a manner that casts aspersions on their professional competence or credibility.

Councillors commit to conduct that recognises that the relationship between Councillor and Staff must be one of co-operation and support with a clear understanding of each other’s roles and responsibilities. Community Expectations The community’s expectations of us, their elected representatives, are high. The business of Council will be conducted in a professional manner with efficiency and impartiality, whilst demonstrating compassion and sensitivity towards the needs of the community. We acknowledge our obligations as Councillors to carry out our duties:

(a) In the best interests of the community, and (b) In accordance with the Local Government Act 1989.

Councillors Working Together Our primary role as Councillors is to set the vision and directions for the Yarriambiack Shire and to advocate on behalf of the whole community. We recognise that, as Councillors we should represent and promote the interests of the Yarriambiack Shire community as a whole, whilst recognising our special relationship with our constituents. Councillor Conduct Principles Primary Principles In carrying out our role as Councillors, we will;

Act with integrity; Exercise our responsibilities impartially in the interests of the local community; Not make improper use of our position to advantage or disadvantage any person.


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Councillor General Conduct Principles

Adhere to the conflict of interest requirements of the Local Government Act and avoid any other conflicts between our public duties as Councillors and our personal interests and obligations;

Act honestly and avoid making oral or written statements and avoid actions that may

mislead a person;

Treat all persons with respect and we show due respect for the opinions, beliefs, rights and responsibilities of other Councillors, Council Officers and members of the community;

Avoid behaviour that constitutes discrimination and harassment, including sexual harassment or vilification;

Exercise reasonable care and diligence and submit to lawful scrutiny that is appropriate to our office;

Try to ensure that public resources are used prudently and solely in the public

interest;

Act lawfully and in accordance with the trust placed in us as elected representatives of our community; and

We will support and promote these principles by leadership and example, so as to

ensure the public has confidence in the office of Councillor. Adherence to Code of Conduct We confirm that we will adhere to these principles in our general conduct as councillors and specifically by; Treating all people with courtesy and respect; respecting differences in opinions, race, culture, religion, language, gender and abilities. This includes:

Treating members of the community with dignity and ensuring that neither offence nor embarrassment are caused;

Treating fellow Councillors with respect, even when disagreeing with their views or decisions;

Debating contentious issues without resorting to personal acrimony or insult;

Ensuring punctual attendance at Council and committee meetings;

Acting with courtesy toward Council staff.

Always acting with integrity and honesty:

Being honest in all dealings with the community, with other Councillors and with Council staff;

Always acting with impartiality and in the best interests of the community as a whole;


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Not acting in ways that may damage the Council or its ability to exercise good

government;

Exercising reasonable care and diligence in performing our functions as Councillors;

Complying with all relevant laws, be they Federal, State or Local Laws. Recognising that we hold a position of trust and will not misuse or derive inappropriate benefit from our position:

We will avoid conflicts of interest and comply with the relevant provisions of the Act and this Code of Governance relating to interests and conflicts of interest;

We will not exercise undue influence on other Councillors, members of the Council staff or members of the public to gain or attempt to gain an advantage for ourselves;

We will not accept gifts in our role as Councillors where it could be perceived to

influence

Exercising appropriate prudence in the use of Council Resources. This includes:

Not using Council resources, including staff, equipment and intellectual property for electoral or other personal purposes;

Ensuring that Council resources are always used effectively and economically and for the purposes for which they are provided;

Ensuring that Council’s letterhead or logo is not inappropriately used or not used in a

way that creates an impression of Council endorsement;

Ensuring that claims for out of pocket expenses are accurate and relate strictly to Council business.

Gifts, Benefits & Hospitality Yarriambiack Shire Councillors will scrupulously avoid situations giving rise to the appearance that a person or body, through the provision of gifts, benefits or hospitality of any kind, is attempting to influence or gain favourable treatment from an individual Councillor or from Council. Councillors will take all reasonable steps to ensure that immediate family members (as per section 78 of the Local Government Act 1989) do not receive gifts or benefits that give rise to the appearance of being an attempt to gain favourable treatment. Where a gift is received on behalf of Council, the gift becomes the property of Council. For transparency and accountability purposes, these gifts will be recorded in Council’s Gift Register with a notation that it is the property of Council. Councillors recognise that gifts equal to or above the gift threshold from a person or body that has direct interest in a matter may give rise to an indirect interest because of receipt of an applicable gift (refer to Council’s Gifts, Benefits and Hospitality Policy). Yarriambiack Shire Councillors will record all campaign donations in their Election Campaign Donation Return as per section 62 of the Local Government Act 1989.


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Confidential Information Councillors acknowledge that we will comply with our obligations under Section 77 in relation to confidential briefings or information (as defined under the Act) and recognise that this obligation extends to ensuring the safekeeping of confidential information. Councillors may be exposed to information that must be treated confidentially. Except in the proper course of your duties, any unauthorised use or disclosure of information relating to the conduct of the Council is prohibited.

In general this includes:

Ensuring that you do not disclose information relating to proceedings at closed meetings;

Ensuring that you do not use or attempt to use confidential information gained by virtue of an official position for the purpose of securing a private benefit, whether directly or indirectly, for yourself or for the benefit of any other person;

Not without lawful authority, disclose otherwise than to the Council, councillor, or a member of staff entitled to know, information concerning any of the following personnel matters concerning particular individuals:

The personal hardship of any resident or ratepayer Commercial information the disclosure of which would be likely to

prejudice the commercial position of Council and/or any entity engaged with Council

To confer a commercial advantage on a competitor of Council To reveal a trade secret

Proposals for the sale or purchase of land or the rezoning of land. Entering into contracts of any kind, if prior knowledge of those proposals could confer an unfair financial advantage on any person;

Information that is subject to legal obligations of confidence;

Information including the consideration of legal advice concerning litigation or which would otherwise be privileged from production in legal proceedings on the ground of a legal professional privilege;

The disclosure of information of which would prejudice the maintenance of the law;

Matters affecting the security of Council, Councillors, Council staff or Council property

If you are uncertain about what information should be kept confidential, you should discuss this with the CEO. Privacy Councillors are also reminded that the Council complies with the Privacy and Data Protection Act 2014, Health Records Act 2001 and other relevant legislation. This Act regulates the management, collection, use and disclosure of ‘personal information’. If a recognised agency or Government body lawfully approaches you for any of the above information you should refer them to your CEO.


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Councillors should only seek information from our records management systems or files about matters that inform their duties, i.e. on a need to know basis Councillors can maintain privacy by:

• Taking care not to discuss Council matters with anyone not entitled to know such information;

• Taking responsibility to safeguard confidential documents and information;

• Referring all media enquiries to their CEO. Conflict of Interest Procedures The Council is committed to making all decisions impartially and in the best interests of the whole community. It therefore recognises the importance of fully observing the requirements of the Act in regard to the disclosure of conflicts of interest. For the purpose of this Code, “direct interest”, “indirect interest” and “conflicts of interest” have the meanings specified in the Act. Councillors will comply with all the provisions of the Act in regard to Conflicts of Interest:

If a Councillor considers that they have a direct or indirect interest in a matter before the Council, a special committee of Council or an assembly of Councillors, they have a conflict of interest;

If a Councillor has a conflict of interest in a matter, they will comply with the requirements of the Act and ensure they disclose the class and nature of the interest, leave the room in which the meeting or assembly is being held during any discussion, debate and vote on the matter;

If a Councillor has a personal interest in a matter to be considered by the Council or

special committee that is not a conflict of interest, and the Councillor considers that their personal interest may be in conflict with their public duty to act impartially and in the interest of the whole community, the Councillor will declare a conflicting personal interest under section 79B of the Act immediately before the matter is considered at the relevant meeting and apply to the Council or special committee to be exempted from voting on the matter.

In addition to the requirements of the Act:

Councillors will give early consideration to each matter to be considered by the Council, special committee of which the Councillor is a member, or assembly of Councillors, to ascertain if they have a conflict of interest;

Councillors recognise that the legal onus to determine whether a conflict of interest exists rests entirely with the individual Councillor and that Council Officers cannot offer legal advice in relation to potential conflicts.


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Pecuniary Interest A pecuniary interest is an interest that a person has in a matter because of the likelihood or expectation of financial gain or loss to them, or to another, associated person. If the interest is remote or insignificant and unlikely to influence a decision, there is no pecuniary interest. In addition to having a direct interest themselves, a person is believed to have a pecuniary interest if:

(i) The person's spouse, de facto or relative has a pecuniary interest; (ii) The person, a nominee, partner or employer is a member of a company or other

body which has a pecuniary interest. A person is not taken to have a pecuniary interest if they are unaware of the financial interests of their spouse, de facto, relative or other body, or if the person derives no benefit from any shares in the company. It is the responsibility of individual persons to identify possible areas of conflict and disclosure should be made in accordance with the Local Government Act. Non - Pecuniary Interest A non-pecuniary interest is any private or personal interest which does not pertain or relate to money, for example, kinship, friendship, membership of an association, society or trade union or involvement or interest in an activity. Where the interest is a non-pecuniary one, the person with the interest should not do anything which they could not justify to the public. A person should avoid any occasion for reasonable suspicion or the appearance of improper conduct or partial performance of duty. Dispute Resolution Before commencing any formal dispute resolution process, the Councillors who are parties to a dispute are expected to use their best endeavours to resolve the matter in a courteous and respectful manner between themselves. Where, after these endeavours have been exhausted and the matter still remains unresolved, the parties may resort to any or all of the Council’s three phase dispute resolution process. The Council’s three phase dispute resolution process involves:

Direct negotiation between the parties in dispute with the Mayor in attendance to provide guidance;

External mediation by an independent mediator engaged by the Chief Executive Officer; and

An internal resolution procedure involving an independent arbiter. Phase 1 – Direct Negotiation Where Councillors who are in dispute have not been able to resolve the dispute between them, either (or both) party (parties) may request the Mayor to convene a meeting of the parties.


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A dispute referred for direct negotiation may relate to:

An interpersonal conflict between Councillors where the conflict is or is likely to affect the operations of the Council; or

An alleged contravention of the Councillor Code of Conduct. The party requesting the direct negotiation meeting is to provide the Mayor with the name of the other Councillor and the details of the dispute in writing. The written request is to indicate that it is for a “direct negotiation” dispute resolution process. Where the request relates to an alleged contravention of the Councillor Code of Conduct, the request must:

Specify the name of the Councillor alleged to have contravened the Code; Specify the provision(s) of the Code that is alleged to have been contravened; Include evidence in support of the allegation; Name the Councillor appointed to be their representative where the request is made

by a group of councillors; and Be signed and dated by the requestor or the requestor’s representative.

The requestor is to notify the other party of the request and provide him or her with a copy of the written request either at the same time as it is provided to the Mayor, or as soon as practicable thereafter. The Mayor is to ascertain whether or not the other party is prepared to attend a “direct negotiation” meeting. If the other party is not prepared to attend a meeting, the Mayor is to advise the requestor forthwith. No further action is required of the Mayor. If the other party declines to participate in a meeting, this does not constitute a contravention of this Councillor Code of Conduct. If the other party consents to a meeting, the Mayor is to convene a meeting of the parties at the earliest available opportunity. Unless one or both parties are unavailable, this should be within 5 working days of receiving the consent of the other party. The Mayor may present the parties with guidelines, in advance of the meeting or at the meeting, to help facilitate the meeting. The role of the Mayor at the meeting is to provide guidance to Councillors about what is expected of a Councillor including in relation to the role of a Councillor under section 65 of the Act, and the observation of the councillor conduct principles and the Councillor Code of Conduct. The Mayor is to document any agreement reached at the meeting. Copies of the agreement are to be provided to both parties. Where one party does not comply with the agreement, the other party has recourse to external mediation or the internal resolution procedure where the matter relates to an alleged contravention of the Councillor Code of Conduct. If the parties cannot resolve the dispute at the meeting, a further meeting may be convened with the consent of both parties. Where the dispute remains unresolved, either or both of the parties have recourse to external mediation or the internal resolution procedure where the matter relates to an alleged contravention of the Councillor Code of Conduct.


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Where the Mayor is a party to the dispute, the request is to be made to the Deputy Mayor (if any) or the immediate past Mayor. The Deputy Mayor or the immediate past Mayor will perform the functions ascribed to the Mayor. Phase 2 – External Mediation A Councillor or a group of Councillors may make an application for a dispute to be referred for external mediation whether or not the dispute has been the subject of an application for “direct negotiation”. An application made for a dispute to be referred for external mediation may relate to:

An interpersonal conflict between Councillors where the conflict is or is likely to affect the operations of the Council; or

An alleged contravention of the Councillor Code of Conduct. The applicant is to submit a written application to the Principal Conduct Officer setting out the name of the Councillor and the details of the dispute. The application is to indicate that the application is for an “external mediation”. Where the application relates to an alleged contravention of the Councillor Code of Conduct, the application must:

Specify the name of the Councillor alleged to have contravened the Code; Specify the provision(s) of the Code that is alleged to have been contravened; Include evidence in support of the allegation; name the Councillor appointed to be their representative where the application is

made by a group of councillors; and Be signed and dated by the applicant or the applicant’s representative.

The applicant is to notify the other party of the request and provide him or her with a copy of the application either at the same time that it is submitted to the Principal Conduct Officer or as soon as practical thereafter. The Principal Conduct Officer is to ascertain (in writing) whether or not the other party is prepared to attend an “external mediation”. If the other party declines to participate in an external mediation, he or she is to provide their reasons for doing so in writing to the Principal Conduct Officer. These reasons may be taken into account if the matter is, subsequently, the subject of an application for a Councillor Conduct Panel. A panel comprising of two people established by the Municipal Association of Victoria; one panel member having legal qualifications and the other sector expertise. When the other party declines to participate in an external mediation, this does not constitute a contravention of this Councillor Code of Conduct. If the other party agrees to participate in an external mediation, the Principal Conduct Officer is to advise the applicant, the Mayor and Chief Executive Officer forthwith. The Chief Executive Officer is to engage the services of an external mediator to conduct the mediation at the earliest practicable opportunity. The mediator is to document any agreement reached at the meeting. Copies of the agreement are to be provided to both parties. Where one party does not comply with the agreement, the other party has recourse to the internal resolution procedure where the matter relates to an alleged contravention of the Councillor Code of Conduct.


14

If the parties cannot resolve the dispute at the meeting, a further meeting may be convened with the consent of both parties. Where the dispute remains unresolved, the applicant has recourse to the internal resolution procedure where the matter relates to an alleged contravention of the Councillor Code of Conduct. Phase 3 - Internal Resolution Procedure - Arbiter An application cannot be made for an internal resolution procedure during the election period for a general election. Any internal resolution procedure that is in progress is to be suspended during the election period for a general election. If the respondent to an application for an internal resolution procedure is not returned to office as a Councillor in the election, the application lapses. If the respondent is returned to office in the election the application may resume if:

The application was made by the Council and the Council so resolves; or The application were made by a group of Councillors and any one (or more) of those

Councillors who has been returned to office wishes to proceed with the application; or

The applicant (individual Councillor) is returned to office and wishes to proceed with the application.

A councillor or a group of councillors may make an application alleging that a Councillor has contravened this Councillor Code of Conduct. The application must:

Specify the name of the Councillor alleged to have contravened the Code; Specify the provision(s) of the Code that is alleged to have been contravened; Include evidence in support of the allegation; Name the Councillor appointed to be their representative where the application is

made by a group of councillors; and Be signed and dated by the applicant or the applicant’s representative.

The application must be submitted to the Council’s Principal Conduct Officer. An applicant may withdraw an application for an internal resolution procedure. Once an application has been withdrawn, the same or a similar application relating to the same instance in relation to the respondent Councillor cannot be resubmitted by the applicant. On receiving an application, the Principal Conduct Officer will:

Advise the Mayor and CEO of the application without undue delay; Provide a copy of the application to the Councillor who is the subject of the allegation

at the earliest practical opportunity by not later than two working days from receipt of the application;

Identify an arbiter to hear the application; Obtain from the arbiter written advice that they have no conflict of interest in relation

to the Councillors involved; Notify the parties of the name of the proposed arbiter and provide them with

opportunity (2 working days) to object to the person proposed to be the arbiter; Consider the grounds of any objection and appoint the proposed arbiter or identify

another; Provide a copy of the application to the arbiter as soon as practicable after the

opportunity for the parties to object to an arbiter has expired; After consultation with the arbiter, advise the applicant and the respondent of the

time and place for the hearing; and Attend the hearing and assist the arbiter in the administration of the process.


15

In identifying an arbiter to hear the application, the Principal Conduct Officer must select an arbiter who is suitably independent and able to carry out the role fairly. Role of Arbiter The role of the arbiter is to:

Consider applications alleging a contravention of the Councillor Code of Conduct; Make findings in relation to a application alleging a contravention; Recommend an appropriate sanction or sanctions where the arbiter has found a

Councillor has contravened the Code of Conduct.

In considering an application alleging a contravention of the Councillor Code of Conduct, an arbiter will:-

In conjunction with the Principal Conduct Officer, organise a time and place to hear the application;

Authorise the Principal Conduct Officer to formally notify the applicant and the respondent of the time and place of the hearing;

Hold as many meetings as necessary to properly consider the application. The arbiter may hold a hearing in front of a judge or commissioner;

Have discretion in the hearings, conducting them with as little formality and technicality as the arbiter sees fit;

Ensure that all parties are given an opportunity to be heard; Consider an application by a respondent to have legal representation at the hearing

to ensure that the hearing is conducted fairly and may, in his or her absolute discretion, grant the application or deny the application;

Ensure that the rules of natural justice are observed and applied in the hearing of the application; and

Ensure that the hearing(s) are closed to the public.

Where an application to have legal representation is granted by an arbiter, the costs of the respondent’s legal representation are to be borne by the respondent in their entirety. An arbiter:

May find that a Councillor who is a respondent to an internal resolution procedure application has not contravened the Code;

May find that a Councillor who is a respondent to an internal resolution procedure has contrived the Code;

Will suspend consideration of an internal resolution procedure during the election period for a general election.

The arbiter is to give a copy of his or her findings and the statement of reasons to Council, the applicant and the respondent. The arbiter provides the findings and statement of reasons her or she shall, where a Councillor has been found to have contravened the Code, recommend an appropriate sanction or sanctions for the contravention for consideration by Council. A copy of the arbiter’s findings, statement of reasons and any recommended sanctions is to be submitted to the next Ordinary Meeting of Council for its consideration. If an arbiter has found that a contravention of the Code has occurred, Council may, after consideration of the arbiters findings, may impose sanctions that comprise any or all the following:


16

Direct the Councillor to make an apology in a form or manner specified by the Council;

Direct the Councillor to not attend up to, but exceeding, two meetings of the Council; Direct that, for a period of up to, but not exceeding 2 months commencing on a date

specified by the Council, the Councillor:

be removed form any position where the Councillor represents the Council; and

to not chair or attend any advisory committee or special committee meeting or any assembly of Councillors or any other meeting specified in the direction

If Council imposes sanctions they must be:

Decided by Council through resolution at a meeting that is closed to the public; and Decided by Council at the first meeting of Council after the meeting at which the

findings were considered; Provided in writing by the Mayor.

Failure to Comply with the Internal Resolution Process A Councillor who does not participate in the internal resolution procedure or abide by sanctions imposed upon them may be guilty of misconduct.

Hierarchy for Management of Various Levels of Councillor Behaviour

Seriousness of Misconduct

Responsible Agent

Breach of Councillor Code Council

Misconduct Panel

Serious Misconduct Panel

Gross misconduct VCAT


17

Misconduct

failure by a Councillor to comply with the Councillor Code of Conduct and failing to comply with a Council’s internal processes; or

failure by a Councillor to comply with a written direction given by the Councillor Conduct Panel, where the Panel has not made a finding of misconduct against the Councillor.

Serious Misconduct

the failure of a Councillor to comply with a direction of a Councillor Conduct Panel following a finding of misconduct made by the Councillor Conduct Panel in respect of the Councillor; or

the failure of a Councillor to cease conduct that contravenes the Councillor Code of Conduct after a Councillor Conduct Panel or VCAT has made a finding of misconduct or serious misconduct against the Councillor in respect of that behaviour; or

conduct by a Councillor that contravenes the Councillor Conduct Principles after the Councillor has had a previous finding of misconduct, serious misconduct, or gross misconduct made against them by a Councillor Conduct Panel or VCAT in the last 4 years; or

conduct by a Councillor that contravenes section76E of the Act – Improper direction and Influence and section 77 contravenes Confidential Information.

Misconduct as defined above will be referred to external resolution procedures. Gross Misconduct

Councillor Conduct contravening the principles and being a contravention of the Local Government Act. Behaviour that demonstrates that a councillor is not good character or is otherwise not a fit and proper person to be a councillor.

Directions by VCAT in relation to a finding of Gross Misconduct are summarised in Appendices 1 & 2. External Resolution Procedures Referral to an external resolution procedure will occur in accordance with the Act. Procedures and processes outside of Council’s internal resolution procedure are summarised in Appendix 1. In accordance with the Councillor Conduct Framework, Council will attempt to resolve matters through the internal resolution procedure in the first instance before referring the matter to a Councillor Conduct Panel. A matter may be referred to a Councillor Conduct Panel through application to the Principal Councillor Conduct Registrar. Caretaker Period The Local Government Act 1989 prescribes an ‘election period’ in the lead up to Council elections being the period that starts on the last day on which nominations for that election can be received and ends at 6pm on election day.


18

Councillors must comply with the provisions of sections 55D and 93A of the Act and Councillors Caretake Procedure Policy. Signing Code of Conduct All incoming councillors following an election are to sign the existing Council Code of Conduct prior to taking the oath of office. Thereafter councillors would be required to sign any revised code to remain qualified to be a Councillor. References and Related Policies Local Government Act 1989 Local Government (General) Regulations 2015 Chapter 8: Councillor Conduct, Offences and Enforcement Review Paper Employee Code of Conduct Councillor Caretaker Council’s Gifts, Benefits & Hospitality Policy Council Adoption Date 26 June 2019 Minute No 13.7 Review Date 26 June 2020 Officer Responsible Chief Executive Officer


19

APPENDIX 1 (FLOWCHART) EXTERNAL COUNCILLOR CONDUCT FRAMEWORK Applicant Grounds Findings Consequence

Council Councillor, Councillors

Council Councillor, Councillors Inspectorate CMI (Chief Municipal

Inspectorate)

Inspectorate / CMI

Misconduct Failure to

comply with internal procedures

Repeated breaches of the Councillor conduct Principles

Serious Misconduct Failure to attend

panel, provide information to or comply with direction of panel

Repeated misconduct after finding of misconduct by the panel

bullying of Councillor or Staff

Contravention of Section 76E or 77

Gross Misconduct not of good

character or fit and proper person to hold office of Councillor

Councillor Conduct

Panel

VCAT

Principal Councillor Conduct Registrar

Refer to VCAT on appeal

only

Remedial Action

Misconduct

Serious Misconduct

Gross Misconduct

Mediation Training Counselling

Reprimand Apology Leave of Absence (Max. 2

months) Ineligible to be Mayor –

up to remainder of term (Max. 4 years)

Reprimand Apology Leave of

Absence/Suspension (Max. 2 months)

Ineligible to be Mayor – remainder of term (Max. 4 years)

Suspension (Max. 6 months)

Ineligible to Chair Special Committee - up to remainder of term (Max. 4 years)

Disqualification (Max. 4

years) Ineligible to be a

candidate His or Her office vacated


20

APPENDIX 2 SUMMARY OF RESOLUTION PROCEDURES AND SANCTIONS (INTERNAL & EXTERNAL)

Degree of Seriousnes

s Definition Responsible

Authority Sanctions

Conduct inconsistent with Council’s standards

Breaches of Councillor Code of Conduct

Council

Mediation, training and/or counselling Requiring an apology Suspension from up to two Council meetings Direction not to attend or chair an advisory or special

meeting (max. 2 months) Direction to be removed fro a position representing

Council (Max 2 months) Misconduct

Failing to comply with council’s internal resolution process, including failure to abide by any decision of Council in relation to a breach of the Code and repeated breaches of Councillor Conduct Principles

Councillor Conduct Panel

Remedial action: mediation, training and/or counselling

Finding of Misconduct Reprimand Requiring an apology Leave of absence (Max. 2 months) Ineligible to be Mayor (Max. 4 years)

Serious Misconduct

Failing to comply with Councillor Conduct Panel processes or directions, bullying, improperly directing staff, releasing confidential information and repeated misconduct

Councillor Conduct Pane

Remedial action: mediation, training and/or counselling

Finding of Serious Misconduct Reprimand Requiring an apology Leave of absence/Suspension (Max. 2 months) Ineligible to be Mayor (Max. 4 years) Suspension (Max. 6 months) Ineligible to chair special committee (Max. 4 years)

Gross Misconduct Behaviour that demonstrates lack of

character to be a Councillor VCAT

Finding of Gross Misconduct: disqualification (Max. 4 years)

Ineligible to be candidate His or her office is vacated

Yarriambiack Shire Council Councillors Code of Conduct

1

COUNCILLOR

CODE OF CONDUCT

“I hereby declare that I have read the Councillor Code of Conduct for Yarriambiack Shire Council adopted on 26 June 2019 and declare that I will abide by this Code”. Cr Graeme Massey................................................. CEO, Jessie Holmes..................................................... Date......................................................................... Date...............................................................................

Cr Shane Roberts....................................................... CEO, Jessie Holmes....................................................... Date.......................................................................... Date..................................................................................

Cr Helen Ballentine.................................................. CEO, Jessie Holmes...................................................... Date.......................................................................... Date.................................................................................

Cr Corinne Heintze.................................................. CEO, Jessie Holmes.................................................... Date........................................................................... Date.................................................................................

Cr Tom Hamilton.................................................... CEO, Jessie Holmes..................................................... Date............................................................................ Date.................................................................................

Cr J Wise................................................................. CEO, Jessie Holmes..................................................... Date......................................................................... Date.................................................................................

Cr Kylie Zanker......................................................... CEO, Jessie Holmes..................................................... Date.......................................................................... Date.................................................................................



M 26 06 2019.docx

13.7 Acting Chief Executive Office – Prepared by Jessie Holmes Discussion The Chief Executive Officer is taking annual leave greater than one week and it is appropriate that Council appoint an Acting Chief Executive Officer for that period. Mr James Magee the General Manager for Infrastructure and Planning has acted in the role a number of times and has the necessary qualifications to undertake the Acting role. There will be no Council forums or Ordinary meetings over the period of CEO absence. Community Considerations The decision of an Acting CEO is made by Council. Environmental Considerations

There are no environmental considerations. Financial and Risk Considerations In order for the operations of Council to function appropriately a CEO position is required. This report demonstrates the appropriate delegation of responsibilities to the staff member in the Acting role. RECOMMENDATION That Council appoint Mr James Magee as Acting Chief Executive Officer for the period of 29 July 2019 through to 13 August 2019 inclusive. Resolution

Moved Cr J Wise Seconded Cr K Zanker


Carried

175



M 26 06 2019.docx

13.8 Customer Satisfaction Survey 2019 – Prepared by Jessie Holmes Discussion Victorian Local Governments undertake annual Community Satisfaction Surveys as a requirement of performance reporting. Yarriambiack Council has in 2019 returned above average results with overall performance two points above the state average of 60 and four points above the small rural council average of 58. In addition areas results include; Community consultation up one point to 63 on 2018 results, with state average being 56 and small rural council average being 56. Advocacy down one point to 58 on 2018 results, with state average being 54 and small rural council average being 55. Making community decisions up two points to 63 on 2018 results, with state and small rural council average being 55. Sealed local road up four points to 42 on 2018 results, with state average being 56 and small rural council average being 53. Customer service up one point to 72 on 2018 results, with state average being 71 and small rural council average 70. Overall direction up five points to 55 on 2018 result, with state and small rural council average being 53. The customer satisfaction survey results will be released to the public by DELWP within a specified time period however, Council is able to release them earlier and for the purpose of transparency, it is recommended that Yarriambiack do so earlier. Community Considerations

The Customer Satisfaction Survey results from 400 community members being surveyed by an independently appointed contractor. The considerations on the public release of Councils results is that the community can see which areas Council has improved on and how our Council results compare to other small rural councils as well as state averages. Environmental Considerations There are no environmental considerations. Financial and Risk Considerations The Customer Satisfaction Survey is an important indicator on the direction of Council. Many of the results of the survey are indicators used in the Annual Report. It is important that Council continue to demonstrate commitment to sustained and improved customer satisfaction and respond to the matters raised in the survey including target groups and areas that are below state wide trends.

174



M 26 06 2019.docx

RECOMMENDATION That Council acknowledge receipt of the 2019 Yarriambiack Customer Satisfaction Survey and publically release the survey results. Resolution



Carried

175

2019 Local

Government

Community

Satisfaction Survey

Yarriambiack

Shire CouncilCoordinated by the Department of Environment, Land, Water and Planning on behalf of Victorian councils

Contents

J00758 Community Satisfaction Survey 2019 – Yarriambiack Shire Council

2

Background and objectives 4

Key findings and recommendations 6

Summary of findings 12

Detailed findings 20

Overall performance 21

Customer service 24

Council direction 29

Individual service areas 33

Community consultation and engagement 34

Lobbying on behalf of the community 36

Decisions made in the interest of the community

38

Condition of sealed local roads 40

Detailed demographics 42

Appendix A: Index scores, margins of error and significant differences

44

Appendix B: Further project information 49

Yarriambiack Shire Council – at a glance

3


Overall Council performanceResults shown are index scores out of 100.

62 6058

Yarriambiack Small Rural State-wide

Background and

objectives

4

The Victorian Community Satisfaction Survey (CSS) creates a vital interface between the council and their community.

Held annually, the CSS asks the opinions of local people about the place they live, work and play and provides confidence for councils in their efforts and abilities.

Now in its twentieth year, this survey provides insight into the community’s views on:

• councils’ overall performance with benchmarking

against State-wide and council group results

• community consultation and engagement

• advocacy and lobbying on behalf of the community

• customer service, local infrastructure, facilities and

• overall council direction.

When coupled with previous data, the survey provides a reliable historical source of the community’s views

since 1998. A selection of results from the last seven years shows that councils in Victoria continue to provide services that meet the public’s expectations.

Serving Victoria for 20 years

Each year the CSS data is used to develop the State-wide report which contains all of the aggregated results, analysis and data. Moreover, with 20 years of results, the CSS offers councils a long-term, consistent measure of how they are performing – essential for councils that work over the long term to provide valuable services and infrastructure to their communities.

Participation in the State-wide Local Government Community Satisfaction Survey is optional. Participating councils have various choices as to the content of the questionnaire and the sample size to be surveyed, depending on their individual strategic, financial and other considerations.

Background and objectives

5


Key findings and

recommendations

6

The overall performance index score of 62 for Yarriambiack Shire Council is consistent with the 2018 result. Overall performance ratings have remained relatively steady since 2012. The exception being 2016 where ratings saw a significant decline, only to recover the following year.

• Overall performance remains three points down on Council’s peak result of 65 achieved in 2014.

Yarriambiack Shire Council’s overall performance is

rated statistically significantly higher (at the 95% confidence interval) than the average rating for councils in the Small Rural group and similar to the average for councils State-wide (index scores of 58 and 60 respectively).

• Residents aged 50 to 64 years (index score of 55) rate Council’s overall performance significantly lower

compared to the council average.

More than four times as many residents rate Yarriambiack Shire Council’s overall performance as

‘very good’ or ‘good’ (48%) compared to those who rate

it as ‘very poor’ or ‘poor’ (11%). A further 38% sit mid-scale rating Council’s overall performance as ‘average’;

the remaining 2% ‘can’t say’.

Overall performance

7


62 6058

Yarriambiack Small Rural State-wide

Overall Council performance

Results shown are index scores out of 100.

Contact with council

Almost three in five Yarriambiack Shire Council residents (59%) have had contact with Council in the last 12 months. This this is not significantly different to 2018 (61%).

• Residents aged 35 to 49 years had the most contact with council (72%) in 2019, significantly higher than the council average.

• Conversely, residents aged 65+ years had the least contact with council (51%).

Customer service

Yarriambiack Shire Council’s customer service index of

72 is a one-point improvement on the result for 2018, equalling Council’s highest result achieved in 2015 and

2017. Performance on this measure is rated slightly higher than the State-wide and Small Rural group council averages (index scores of 71 and 70 respectively), but this does not represent a significant difference.

Just under a third of residents (30%) rate Council’s

customer service as ‘very good’, with a further 44%

rating it as ‘good’. Levels of ‘very good’ ratings are

consistent with 2018.

• Perceptions of customer service among residents aged 18 to 34 years (index score of 81) are significantly higher than the 2019 council average. Ratings among this cohort have also significantly increased compared to 2018 (index score of 67).

• Residents aged 50 to 64 years (index score of 64) rate customer service significantly lower than the 2019 council average.

Customer contact and service

8


Top performing areas

Customer service is the area where Yarriambiack Shire Council has performed most strongly overall (index score of 72). On this measure, Council performs at a similar level to the State-wide and Small Rural group council averages.

Council has made minor improvements across most service areas. The exception is advocacy (index score of 58) where ratings have declined by one point (not a significant change compared to 2018).

Apart from customer service, Council’s other top

performing areas are those in which it is ratedsignificantly higher than the State-wide and Small Rural group council averages. These include:

• Community decisions (index score of 63)

• Consultation and engagement (index score of 63)

• Advocacy (index score of 58)

Relatively high ratings in these areas may be driving a significant increase in ratings of overall council direction (index score of 55). Perceptions of Council on this measure have fluctuated since 2015, but are now back to levels seen in previous years.

Areas for improvement

No significant declines in performance for any measure were recorded in 2019. However, sealed local roads (index score of 42) remains the service area where Council’s performance is significantly lower than the

average ratings for councils State-wide and the Small Rural group (index scores of 56 and 53 respectively).

• Importantly, Council has made some positive strides in this area, with overall ratings increasing by four index points compared to 2018. Although this increase is not statistically significant, it buckles the trend seen across 2015 to 2018 where ratings remained mostly stagnant.

• Increases in 2019 ratings are driven by residents aged 65+ years (index score of 51), Warracknabealresidents (index score of 43) and women (index score of 42). Ratings among these cohorts increased significantly compared to 2018 results.

• Compared to the 2019 council-wide average, residents aged 65+ years rate council significantly higher on sealed local roads. Conversely, residents aged 35 to 40 (index score of 31) rate Council significantly lower.

Top performing areas and areas for improvement

9


Perceptions of Council remained stable or improved slightly on almost all performance measures (the exception being lobbying) in the past year. This is a positive result for council.

Council should focus attention on service areas where current performance levels are low and remain significantly lower than the State-wide and Small Rural group council averages.

An area that stands out as being most in need of Council attention is sealed local roads (index score of 42). Despite increasing slightly in 2019, this is Council’s

only measure that is rated significantly lower than the Small Rural group council average (index score of 53). Notwithstanding this, ratings in this area are at the highest level seen – Council should endeavor to maintain this improvement.

More generally, consideration should also be given to residents aged 35 to 49 years, who appear to be driving negative opinion in a number of areas in 2019.

• It is also important not to ignore, and to learn from, what is working amongst other groups, especially residents aged 65+ years, and use these lessons to build on performance experience and perceptions.

On the positive side, Council should look to build upon its consistent performance on advocacy, community decisions and community consultation and engagement over the next 12 months.

Focus areas for coming 12 months

10


An approach we recommend is to further mine the survey data to better understand the profile of these over and under-performing demographic groups. This can be achieved via additional consultation and data interrogation, self-mining the SPSS data provided, or via the dashboard portal available to the council.

A personal briefing by senior JWS Research representatives is also available to assist in providing both explanation and interpretation of the results. Please contact JWS Research on:

03 8685 8555

Further areas of exploration


11

Summary of

findings

12

Summary of core measures

13

Index scores


69 70 7072

68

72 71 72

3835

38 38

42

6164 65

63

59 6062

62

6366 67

6360 60 63

63

5961 61

6360

64 65

61

5759 59

585558

5552

47

55

50 55

2012 2013 2014 2015 2016 2017 2018 2019

Sealed Local Roads

Community Consultation

Customer Service

Overall Council

Direction

Overall Performance

Advocacy Making Community Decisions

Summary of core measures

Performance Measures Yarriambiack2019

Yarriambiack2018

Small Rural2019

State-wide2019

Highest score

Lowest score

Overall Performance 62 62 58 60 Aged 65+ years

Aged 50-64 years

Community Consultation(Community consultation and engagement)

63 62 56 56 Aged 65+ years

Aged 35-49 years

Advocacy(Lobbying on behalf of the community) 58 59 55 54 Aged 65+

yearsAged 18-34 years

Making Community Decisions (Decisions made in the interest of the community)

63 61 55 55 Aged 65+ years

Aged 35-49 years

Sealed Local Roads (Condition of sealed local roads) 42 38 53 56 Aged 65+

yearsAged 35-49 years

Customer Service 72 71 70 71 Aged 18-34 years

Aged 50-64 years

Overall Council Direction 55 50 53 53 Aged 18-34 years

Aged 35-49 years


14

Summary of key community satisfaction

15

Key measures summary results (%)


11

13

8

9

6

30

37

35

29

44

21

44

38

30

31

31

29

16

9

11

13

8

22

7

2

2

3

2

21

4

2

9

16

7

1

Overall Performance

Community Consultation

Advocacy

Making Community Decisions

Sealed Local Roads

Customer Service

Very good Good Average Poor Very poor Can't say

20 67 10 3Overall Council Direction

Improved Stayed the same Deteriorated Can't say

Individual service area performance

2019 individual service area (index scores)


16

2018 2017 2016 2015 2014 2013 2012

61

62

59

38

61

60

59

38

59

60

57

35

63

63

61

38

n/a

67

65

n/a

n/a

66

64

n/a

n/a

63

60

n/a

63

63

58

42

Community decisions

Consultation & engagement

Lobbying

Sealed local roads

Q2. How has Council performed on [RESPONSIBILITY AREA] over the last 12 months?

Base: All respondents. Councils asked state-wide: 63 Councils asked group: 18

Note: Please see Appendix A for explanation of significant differences.

Individual service area performance

17

2019 individual service area performance (%)


9

13

8

6

44

35

29

21

31

30

31

29

8

11

13

22

2

2

3

21

7

9

16

1

Community decisions

Consultation & engagement

Lobbying

Sealed local roads


Q2. How has Council performed on [RESPONSIBILITY AREA] over the last 12 months?


Significantly Higher than State-wide Average

Significantly Lower than State-wide Average


18

• Consultation & engagement • Lobbying• Making community decisions

• Sealed local roads

Individual service area performance vs State-wide average

Individual service area performance vs group average

19


Significantly Higher than Group Average

Significantly Lower than Group Average

• Consultation & engagement • Lobbying• Making community decisions

• Sealed local roads

DETAILED

FINDINGS

20

Overall

performance

21

67

62

63

61

61

62

64

59

62

56

56

58

62

58

61

60

59

60

61

59

61

58

58

58

62

60

58

56

61

59

61

59

57

53

57

59

66

64

65

61

63

63

66

60

62

59

59

59

67

64

71

65

64

65

65

61

66

60

n/a

62

69

65

66

n/a

n/a

64

n/a

60

63

60

n/a

60

62

61

66

62

58

61

64

60

62

59

n/a

59

Overall performance

2019 overall performance (index scores)

66

64

63

63

62

62

60

60

60

59

58q

55q

65+

Women

18-34

Warracknabeal

Dunmunkle

Yarriambiack

Hopetoun

State-wide

Men

35-49

Small Rural

50-64


22

2018 2017 2016 2015 2014 2013 2012

Q3. ON BALANCE, for the last twelve months, how do you feel about the performance of Yarriambiack Shire Council, not just on one or two

issues, BUT OVERALL across all responsibility areas? Has it been very good, good, average, poor or very poor?



Overall performance

23

Overall performance (%)


11

9

10

8

9

13

16

10

10

9

13

12

7

8

14

10

3

5

18

37

43

38

36

47

46

37

41

39

36

31

40

40

36

39

42

39

32

37

38

37

36

40

34

28

38

35

35

37

40

36

39

40

36

31

43

44

37

9

7

11

10

8

7

7

8

10

11

11

11

6

10

9

13

12

13

4

2

3

4

3

2

3

3

4

5

6

4

1

1

2

1

5

2

2

2

1

3

1

2

1

2

1

1

2

6

4

1

3

3

1

2

2019 Yarriambiack

2018 Yarriambiack

2017 Yarriambiack

2016 Yarriambiack

2015 Yarriambiack

2014 Yarriambiack

2013 Yarriambiack

2012 Yarriambiack

State-wide

Small Rural

Hopetoun

Warracknabeal

Dunmunkle

Men

Women

18-34

35-49

50-64

65+


Q3. ON BALANCE, for the last twelve months, how do you feel about the performance of Yarriambiack Shire Council, not just on one or two

issues, BUT OVERALL across all responsibility areas? Has it been very good, good, average, poor or very poor?


Customer

service

24


2019 contact with council (%)Have had contact

6157

5558

50

6361

59

2012 2013 2014 2015 2016 2017 2018 2019


25Q5. Over the last 12 months, have you or any member of your household had any contact with Yarriambiack Shire Council? This may have been

in person, in writing, by telephone conversation, by text message, by email or via their website or social media such as Facebook or Twitter?


66

67

64

62

61

57

61

57

65

64

60

54

81

63

62

66

58

61

63

60

65

61

55

56

69

50

61

50

58

53

50

45

47

57

44

41

67

60

64

61

60

55

58

56

60

54

45

56

66

59

n/a

56

61

54

55

54

56

54

49

47

66

54

n/a

n/a

60

57

57

n/a

57

n/a

63

50

69

58

n/a

62

61

59

61

57

64

64

57

62


2019 contact with council (%)

72p

66

63

62

61

61

59

58

56

55

53

51

35-49

50-64

Small Rural

Warracknabeal

State-wide

Women

Yarriambiack

Hopetoun

Men

Dunmunkle

18-34

65+


26

2018 2017 2016 2015 2014 2013 2012

Q5. Over the last 12 months, have you or any member of your household had any contact with Yarriambiack Shire Council? This may have been

in person, in writing, by telephone conversation, by text message, by email or via their website or social media such as Facebook or Twitter?



67

71

76

72

70

71

68

70

70

69

75

70

67

75

74

70

75

72

68

73

69

69

69

68

50

64

71

66

67

68

73

69

69

69

67

74

67

69

74

73

69

72

76

72

70

70

73

76

71

73

72

68

67

70

69

72

72

n/a

68

71

61

n/a

74

74

70

70

n/a

67

71

n/a

n/a

74

73

62

69

68

68

69

74

70

71

n/a

74

68

Customer service rating

27

2019 customer service rating (index scores)


81p

75

74

73

72

72

71

71

71

70

69

64q

18-34

Warracknabeal

65+

Women

35-49

Yarriambiack

Dunmunkle

Men

State-wide

Small Rural

Hopetoun

50-64

2018 2017 2016 2015 2014 2013 2012

Q5c. Thinking of the most recent contact, how would you rate Yarriambiack Shire Council for customer service? Please keep in mind we do

not mean the actual outcome but rather the actual service that was received.

Base: All respondents who have had contact with Council in the last 12 months.

Councils asked state-wide: 63 Councils asked group: 18


Customer service rating

28

Customer service rating (%)


303031

2828

3228

2633

313232

2422

3744

3213

33

4441

3836

4336

4142

363736

475054

3544

4051

42

1616

1918

191918

2017

1717

131715

174

1622

16

777

88

510

6789

655

98

96

5

45

37

27

36666

1443

37

3

2311

111

2019 Yarriambiack2018 Yarriambiack2017 Yarriambiack2016 Yarriambiack2015 Yarriambiack2014 Yarriambiack2013 Yarriambiack2012 Yarriambiack

State-wideSmall Rural

HopetounWarracknabeal

DunmunkleMen

Women18-3435-4950-64

65+


Q5c. Thinking of the most recent contact, how would you rate Yarriambiack Shire Council for customer service? Please keep in mind we do

not mean the actual outcome but rather the actual service that was received.

Base: All respondents who have had contact with Council in the last 12 months.

Councils asked state-wide: 63 Councils asked group: 18

Council direction

29

Council direction summary


30

• Aged 35-49 yearsLeast satisfied with Council direction

Council direction• 67% stayed about the same, down 3 points on 2018 • 20% improved, up 8 points on 2018• 10% deteriorated, down 3 points on 2018

Most satisfied with Council direction

• Aged 18-34 years

Overall council direction last 12 months

31

2019 overall direction (index scores)


48

50

55

50

50

48

49

52

50

52

48

44

57

54

59

57

55

54

54

53

52

58

54

50

42

50

54

50

47

44

45

51

50

49

48

38

60

52

53

54

52

49

49

53

53

56

49

45

59

51

56

53

55

58

57

53

n/a

56

53

53

55

n/a

65

59

58

n/a

56

53

n/a

n/a

56

52

57

54

58

55

55

54

55

52

n/a

59

54

51

61

59

58

56

55

54

54

53

53

52

50

49

18-34

Dunmunkle

65+

Women

Yarriambiack

Warracknabeal

Men

State-wide

Small Rural

Hopetoun

50-64

35-49

2018 2017 2016 2015 2014 2013 2012

Q6. Over the last 12 months, what is your view of the direction of Yarriambiack Shire Council’s overall performance?



Overall council direction last 12 months

2019 overall council direction (%)

20

12

19

11

13

18

23

19

19

20

17

19

24

17

22

28

15

14

22

67

70

66

68

73

68

64

71

62

60

67

70

64

71

63

63

66

70

68

10

13

9

17

10

9

9

9

14

15

13

10

6

10

10

6

17

14

6

3

5

7

4

4

5

4

2

5

4

3

1

5

2

4

3

2

2

4

2019 Yarriambiack

2018 Yarriambiack

2017 Yarriambiack

2016 Yarriambiack

2015 Yarriambiack

2014 Yarriambiack

2013 Yarriambiack

2012 Yarriambiack

State-wide

Small Rural

Hopetoun

Warracknabeal

Dunmunkle

Men

Women

18-34

35-49

50-64

65+

Improved Stayed the same Deteriorated Can't say


32Q6. Over the last 12 months, what is your view of the direction of Yarriambiack Shire Council’s overall performance?


Individual

service areas

33

Community consultation and engagement performance

34

2019 Consultation and engagement performance (index scores)


67

62

65

62

61

62

62

60

60

56

54

55

62

60

61

58

62

60

60

59

61

55

55

55

64

61

62

64

54

60

58

60

53

55

55

54

67

64

67

63

62

63

61

60

61

59

56

56

67

66

66

68

75

67

68

64

68

65

n/a

57

71

68

n/a

n/a

64

66

63

63

n/a

63

n/a

57

65

62

65

62

68

63

63

58

62

62

n/a

57

67

65

65

64

63

63

61

61

60

56q

56q

56q

65+

Women

Hopetoun

Dunmunkle

18-34

Yarriambiack

Men

50-64

Warracknabeal

35-49

Small Rural

State-wide

2018 2017 2016 2015 2014 2013 2012

Q2. How has Council performed on ‘Community consultation and engagement’ over the last 12 months?



Community consultation and engagement performance

35

2019 Consultation and engagement performance (%)


13

10

10

10

12

14

14

13

9

10

18

10

11

11

15

12

3

11

19

35

44

38

34

39

48

40

38

30

31

33

33

40

34

37

38

37

31

35

30

26

25

34

27

22

31

32

31

31

30

31

28

34

26

24

32

38

27

11

9

13

9

9

6

6

9

15

15

12

16

6

12

11

16

19

10

7

2

5

5

5

3

3

2

3

6

7

1

1

3

2

1

1

2

2

9

6

9

8

10

7

6

4

9

7

6

10

12

8

10

10

7

7

11

2019 Yarriambiack

2018 Yarriambiack

2017 Yarriambiack

2016 Yarriambiack

2015 Yarriambiack

2014 Yarriambiack

2013 Yarriambiack

2012 Yarriambiack

State-wide

Small Rural

Hopetoun

Warracknabeal

Dunmunkle

Men

Women

18-34

35-49

50-64

65+


Q2. How has Council performed on ‘Community consultation and engagement’ over the last 12 months?


Lobbying on behalf of the community performance

36

2019 Lobbying performance (index scores)


62

56

60

58

59

65

56

58

53

54

51

63

61

56

57

58

59

60

61

62

55

54

58

61

60

58

59

58

57

59

53

54

54

53

53

53

65

60

62

59

61

62

61

61

56

55

58

60

65

63

65

62

65

64

67

65

n/a

56

64

71

70

n/a

65

59

64

n/a

n/a

63

n/a

55

63

64

62

58

60

56

60

61

61

60

n/a

55

60

63

64p

60

59

59

58

57

57

56

55q

54q

54

47q

65+

Dunmunkle

Women

50-64

Yarriambiack

Hopetoun

Warracknabeal

Men

Small Rural

State-wide

35-49

18-34

2018 2017 2016 2015 2014 2013 2012

Q2. How has Council performed on ‘Lobbying on behalf of the community’ over the last 12 months?



Lobbying on behalf of the community performance

37

2019 Lobbying performance (%)


8

7

8

6

8

12

11

9

6

7

12

5

8

8

9

4

4

7

13

29

32

34

31

33

41

36

36

25

26

24

30

33

29

30

18

24

31

36

31

33

26

29

33

27

33

32

31

31

27

37

27

30

32

26

46

29

28

13

10

9

11

9

7

5

10

13

14

18

10

11

16

10

26

11

14

8

3

3

5

5

1

3

2

4

5

5

3

3

3

3

3

6

3

1

3

16

16

18

18

16

11

12

8

20

17

14

13

19

15

16

21

13

19

12

2019 Yarriambiack

2018 Yarriambiack

2017 Yarriambiack

2016 Yarriambiack

2015 Yarriambiack

2014 Yarriambiack

2013 Yarriambiack

2012 Yarriambiack

State-wide

Small Rural

Hopetoun

Warracknabeal

Dunmunkle

Men

Women

18-34

35-49

50-64

65+


Q2. How has Council performed on ‘Lobbying on behalf of the community’ over the last 12 months?



performance

38

2019 Community decisions made performance (index scores)


66

61

61

60

55

61

62

64

61

59

52

54

64

60

56

62

59

61

61

64

61

56

55

54

63

60

62

56

58

59

58

60

58

56

53

54

65

63

61

61

64

63

63

69

59

62

56

55

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

57

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

68p

66

66

64

64

63

60

60

60

57q

55q

55q

65+

Women

Dunmunkle

Warracknabeal

18-34

Yarriambiack

Men

Hopetoun

50-64

35-49

Small Rural

State-wide

2018 2017 2016 2015 2014 2013 2012

Q2. How has Council performed on ‘Decisions made in the interest of the community’ over the last 12 months?




performance

39

2019 Community decisions made performance (%)


9

9

9

9

8

7

7

11

7

8

4

14

10

2

4

13

44

41

40

35

44

30

31

35

47

49

45

43

41

39

41

49

31

31

30

32

32

33

33

32

31

29

34

27

32

34

36

26

8

8

10

11

6

14

14

11

10

3

9

7

7

16

10

4

2

4

4

5

3

7

7

4

1

2

2

2

2

2

7

7

8

9

7

10

7

7

5

10

7

8

8

10

7

5

2019 Yarriambiack

2018 Yarriambiack

2017 Yarriambiack

2016 Yarriambiack

2015 Yarriambiack

State-wide

Small Rural

Hopetoun

Warracknabeal

Dunmunkle

Men

Women

18-34

35-49

50-64

65+


Q2. How has Council performed on ‘Decisions made in the interest of the community’ over the last 12 months?


The condition of sealed local roads in your area

performance

40

2019 Sealed local roads performance (index scores)


53

49

43

36

43

40

38

33

38

34

37

35

53

50

42

36

41

43

38

35

37

40

32

32

54

52

42

32

35

40

35

36

34

35

29

29

55

52

46

35

37

46

38

40

37

40

33

26

55

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

56p

53p

51p

43

42

42

42

42

41

38

38

31q

State-wide

Small Rural

65+

Warracknabeal

Men

Hopetoun

Yarriambiack

Women

Dunmunkle

50-64

18-34

35-49

2018 2017 2016 2015 2014 2013 2012

Q2. How has Council performed on ‘The condition of sealed local roads in your area’ over the last 12 months?



The condition of sealed local roads in your area

performance

41

2019 Sealed local roads performance (%)


6

6

5

4

3

13

9

6

7

4

5

7

6

4

4

8

21

16

18

16

17

33

31

23

21

20

19

23

20

11

17

29

29

27

26

25

32

28

30

25

28

33

33

25

19

29

33

31

22

24

26

27

25

16

18

21

24

21

26

18

31

18

23

19

21

26

25

28

21

10

11

22

20

21

17

25

24

36

24

11

1

2

1

1

1

1

1

2

1

1

2

2

2

2019 Yarriambiack

2018 Yarriambiack

2017 Yarriambiack

2016 Yarriambiack

2015 Yarriambiack

State-wide

Small Rural

Hopetoun

Warracknabeal

Dunmunkle

Men

Women

18-34

35-49

50-64

65+


Q2. How has Council performed on ‘The condition of sealed local roads in your area’ over the last 12 months?


Detailed

demographics

42

Gender and age profile

43

2019 gender


2019 age

Men50%

Women50%

Yarriambiack

5%14%

18%

23%

40%

Yarriambiack

18-24 25-34 35-49 50-64 65+

Men50%

Women50%

Small Rural

Men49%

Women51%

State-wide

6%13%

21%

25%

37%

Small Rural

18-24 25-34 35-49 50-64 65+

8%

18%

23%21%

30%

State-wide

18-24 25-34 35-49 50-64 65+

S3. [Record gender] / S4. To which of the following age groups do you belong?


Please note that for the reason of simplifying reporting, interlocking age and gender reporting has not been included in this report.

Interlocking age and gender analysis is still available in the dashboard and data tables provided alongside this report.

Appendix A:

Index scores,

margins of error

and significant

differences

44

Index Scores

Many questions ask respondents to rate council performance on a five-point scale, for example, from ‘very good’ to ‘very poor’, with ‘can’t say’ also a

possible response category. To facilitate ease of reporting and comparison of results over time, starting from the 2012 survey and measured against the state-wide result and the council group, an ‘Index Score’ has

been calculated for such measures.

The Index Score is calculated and represented as a score out of 100 (on a 0 to 100 scale), with ‘can’t say’

responses excluded from the analysis. The ‘%

RESULT’ for each scale category is multiplied by the

‘INDEX FACTOR’. This produces an ‘INDEX VALUE’

for each category, which are then summed to produce the ‘INDEX SCORE’, equating to ‘60’ in the following

example.

Similarly, an Index Score has been calculated for the Core question ‘Performance direction in the last 12

months’, based on the following scale for each

performance measure category, with ‘Can’t say’

responses excluded from the calculation.

Appendix A:

Index Scores

SCALE CATEGORIES % RESULT INDEX

FACTOR INDEX VALUE

Very good 9% 100 9

Good 40% 75 30

Average 37% 50 19

Poor 9% 25 2

Very poor 4% 0 0

Can’t say 1% -- INDEX SCORE 60


45

SCALE CATEGORIES % RESULT INDEX

FACTOR INDEX VALUE

Improved 36% 100 36

Stayed the same 40% 50 20

Deteriorated 23% 0 0

Can’t say 1% -- INDEX SCORE 56

Demographic

Actual survey sample

size

Weighted base

Maximum margin of error at 95%

confidence interval

Yarriambiack Shire Council 401 400 +/-4.7

Men 181 202 +/-7.2

Women 220 198 +/-6.5

Hopetoun 128 130 +/-8.6

Warracknabeal 149 145 +/-7.9

Dunmunkle 124 125 +/-8.7

18-34 years 37 75 +/-16.3

35-49 years 61 73 +/-12.6

50-64 years 111 93 +/-9.2

65+ years 192 160 +/-7.0

The sample size for the 2019 State-wide Local Government Community Satisfaction Survey for Yarriambiack Shire Council was n=401. Unless otherwise noted, this is the total sample base for all reported charts and tables.

The maximum margin of error on a sample of approximately n=401 interviews is +/-4.7% at the 95% confidence level for results around 50%. Margins of error will be larger for any sub-samples. As an example, a result of 50% can be read confidently as falling midway in the range 45.3% - 54.7%.

Maximum margins of error are listed in the table below, based on a population of 5,400 people aged 18 years or over for Yarriambiack Shire Council, according to ABS estimates.

Appendix A:

Margins of error


46

Within tables and index score charts throughout this report, statistically significant differences at the 95% confidence level are represented by upward directing green () and downward directing red arrows ().

Significance when noted indicates a significantly higher or lower result for the analysis group in comparison to the ‘Total’ result for the council for that survey question

for that year. Therefore in the example below:

• The state-wide result is significantly higher than the overall result for the council.

• The result among 50-64 year olds is significantly lower than for the overall result for the council.

Further, results shown in green and red indicate significantly higher or lower results than in 2018. Therefore in the example below:

• The result among 35-49 year olds in the council is significantly higher than the result achieved among this group in 2018.

• The result among 18-34 year olds in the council is significantly lower than the result achieved among this group in 2018.

Appendix A:

Significant difference reporting notation

Overall Performance – Index Scores (example extract only)


47

54

57

58

60

67

66

50-64

35-49

Small Rural

Yarriambiack

18-34

State-wide

The test applied to the Indexes was an Independent Mean Test, as follows:

Z Score = ($1 - $2) / Sqrt (($5^2 / $3) + ($6^2 / $4))

Where:

• $1 = Index Score 1

• $2 = Index Score 2

• $3 = unweighted sample count 1

• $4 = unweighted sample count 2

• $5 = standard deviation 1

• $6 = standard deviation 2

All figures can be sourced from the detailed cross tabulations.

The test was applied at the 95% confidence interval, so if the Z Score was greater than +/- 1.954 the scores are significantly different.

Appendix A:

Index score significant difference calculation


48

Appendix B:

Further project

information

49

Further information about the report and explanations about the State-wide Local Government Community Satisfaction Survey can be found in this section including:

• Survey methodology and sampling

• Analysis and reporting

• Glossary of terms

Detailed survey tabulations

Detailed survey tabulations are available in supplied Excel file.

Contacts

For further queries about the conduct and reporting of the 2019 State-wide Local Government Community Satisfaction Survey, please contact JWS Research on

(03) 8685 8555 or via email: [email protected]

Appendix B:

Further information

50


mailto:[email protected]

The 2019 results are compared with previous years, as detailed below:

• 2019, n=401 completed interviews, conducted in the period of 1st February – 30th March.





• 2014, n=400 completed interviews, conducted in the period of 31st January – 11th March.


• 2012, n=400 completed interviews, conducted in the period of 18th May – 30th June.

Minimum quotas of gender within age groups were applied during the fieldwork phase. Post-survey weighting was then conducted to ensure accurate representation of the age and gender profile of the Yarriambiack Shire Council area.

Any variation of +/-1% between individual results and net scores in this report or the detailed survey tabulations is due to rounding. In reporting, ‘—’ denotes

not mentioned and ‘0%’ denotes mentioned by less

than 1% of respondents. ‘Net’ scores refer to two or

more response categories being combined into one category for simplicity of reporting.

This survey was conducted by Computer Assisted Telephone Interviewing (CATI) as a representative random probability survey of residents aged 18+ years in Yarriambiack Shire Council.

Survey sample matched to the demographic profile of Yarriambiack Shire Council as determined by the most recent ABS population estimates was purchased from an accredited supplier of publicly available phone records, including up to 40% mobile phone numbers to cater to the diversity of residents within Yarriambiack Shire Council, particularly younger people.

A total of n=401 completed interviews were achieved in Yarriambiack Shire Council. Survey fieldwork was conducted in the period of 1st February – 30th March, 2019.

Appendix B:

Survey methodology and sampling

51


All participating councils are listed in the State-wide report published on the DELWP website. In 2019, 63 of the 79 Councils throughout Victoria participated in this survey. For consistency of analysis and reporting across all projects, Local Government Victoria has aligned its presentation of data to use standard council groupings. Accordingly, the council reports for the community satisfaction survey provide analysis using these standard council groupings. Please note that councils participating across 2012-2019 vary slightly.

Council Groups

Yarriambiack Shire Council is classified as a Small Rural council according to the following classification list:

Metropolitan, Interface, Regional Centres, Large Rural & Small Rural

Councils participating in the Small Rural group are: Alpine, Ararat, Benalla, Buloke, Central Goldfields, Gannawarra, Hepburn, Hindmarsh, Indigo, Mansfield, Murrindindi, Northern Grampians, Pyrenees, Queenscliffe, Strathbogie, Towong, West Wimmera and Yarriambiack.

Wherever appropriate, results for Yarriambiack Shire Council for this 2019 State-wide Local Government Community Satisfaction Survey have been compared against other participating councils in the Small Rural group and on a state-wide basis. Please note that council groupings changed for 2015, and as such comparisons to council group results before that time can not be made within the reported charts.

Appendix B:

Analysis and reporting


52

2012 survey revision

The survey was revised in 2012. As a result:

• The survey is now conducted as a representative random probability survey of residents aged 18 years or over in local councils, whereas previously it was conducted as a ‘head of household’ survey.

• As part of the change to a representative resident survey, results are now weighted post survey to the known population distribution of Yarriambiack Shire Council according to the most recently available Australian Bureau of Statistics population estimates, whereas the results were previously not weighted.

• The service responsibility area performance measures have changed significantly and the rating scale used to assess performance has also changed.

As such, the results of the 2012 State-wide Local Government Community Satisfaction Survey should be considered as a benchmark. Please note that comparisons should not be made with the State-wide Local Government Community Satisfaction Survey results from 2011 and prior due to the methodological and sampling changes. Comparisons in the period 2012-2019 have been made throughout this report as appropriate.

Appendix B:


53


Core, optional and tailored questions

Over and above necessary geographic and demographic questions required to ensure sample representativeness, a base set of questions for the 2019 State-wide Local Government Community Satisfaction Survey was designated as ‘Core’ and

therefore compulsory inclusions for all participating Councils.

These core questions comprised:

• Overall performance last 12 months (Overall performance)

• Lobbying on behalf of community (Advocacy)

• Community consultation and engagement (Consultation)

• Decisions made in the interest of the community (Making community decisions)

• Condition of sealed local roads (Sealed local roads)

• Contact in last 12 months (Contact)

• Rating of contact (Customer service)

• Overall council direction last 12 months (Council direction)

Reporting of results for these core questions can always be compared against other participating councils in the council group and against all participating councils state-wide. Alternatively, some questions in the 2019 State-wide Local Government Community Satisfaction Survey were optional. Councils also had the ability to ask tailored questions specific only to their council.

Appendix B:



54

Reporting

Every council that participated in the 2019 State-wide Local Government Community Satisfaction Survey receives a customised report. In addition, the state government is supplied with a state-wide summary report of the aggregate results of ‘Core’ and ‘Optional’

questions asked across all council areas surveyed.

Tailored questions commissioned by individual councils are reported only to the commissioning council and not otherwise shared unless by express written approval of the commissioning council.

The overall State-wide Local Government Community Satisfaction Report is available at http://www.delwp.vic.gov.au/local-government/strengthening-councils/council-community-satisfaction-survey.

Appendix B:



55

http://www.delwp.vic.gov.au/local-government/strengthening-councils/council-community-satisfaction-survey

Core questions: Compulsory inclusion questions for all councils participating in the CSS.

CSS: 2019 Victorian Local Government Community Satisfaction Survey.

Council group: One of five classified groups, comprising: metropolitan, interface, regional centres, large rural and small rural.

Council group average: The average result for all participating councils in the council group.

Highest / lowest: The result described is the highest or lowest result across a particular demographic sub-group e.g. men, for the specific question being reported. Reference to the result for a demographic sub-group being the highest or lowest does not imply that it is significantly higher or lower, unless this is specifically mentioned.

Index score: A score calculated and represented as a score out of 100 (on a 0 to 100 scale). This score is sometimes reported as a figure in brackets next to the category being described, e.g. men 50+ (60).

Optional questions: Questions which councils had an option to include or not.

Percentages: Also referred to as ‘detailed results’,

meaning the proportion of responses, expressed as a percentage.

Sample: The number of completed interviews, e.g. for a council or within a demographic sub-group.

Significantly higher / lower: The result described is significantly higher or lower than the comparison result based on a statistical significance test at the 95% confidence limit. If the result referenced is statistically higher or lower then this will be specifically mentioned, however not all significantly higher or lower results are referenced in summary reporting.

Statewide average: The average result for all participating councils in the State.

Tailored questions: Individual questions tailored by and only reported to the commissioning council.

Weighting: Weighting factors are applied to the sample for each council based on available age and gender proportions from ABS census information to ensure reported results are proportionate to the actual population of the council, rather than the achieved survey sample.

Appendix B:

Glossary of terms


56

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M 26 06 2019.docx

13.9 Instrument of Appointment and Authorisation supersedes previous version – Craig Byron. Report prepared by Jessie Holmes Discussion The appointment of authorised officers enables appropriate staff within the organisation to administer and enforce various Acts, regulations or local laws in accordance with the powers granted to them under legislation or a local law. Instruments of Appointment and Authorisation are prepared based on advice from the Maddocks Authorisations and Delegations Service. Whilst the appointment and authorisation of authorised officers under other relevant legislation is done by the Chief Executive Officer under delegation, as per best practice this should be authorised by Council resolution. The attached document supersedes the S11 - Instrument of Appointment and Authorisation for Craig Byron that was approved by Council on 15 February 2017. Community Considerations The community expectations are for Council to be well governed and Council staff to exercise their statutory powers within the limits of the appropriate Acts and regulations. Environmental Considerations There are no Environmental considerations. Financial and Risk Considerations Council subscribes to the Maddocks Authorisations and Delegations Service, and relevant advice has been considered in the preparation of this report. The costs to prepare and adopt the Instrument are minimal and met within the current Governance departmental budget. RECOMMENDATION That Council resolve, in the exercise of the powers conferred by section 224 of the Local Government Act 1989 that:

1. The members of Council staff referred to in the Instrument of Appointment and Authorisation be appointed and authorised as set out in the Instrument.

2. The Instrument comes into force immediately once the common seal of Council is affixed to the Instrument, and remains in force until Council determines to vary or revoke it.

3. The Instrument of Appointment and Authorisation be sealed. Resolution

Moved Cr S Roberts Seconded Cr J Wise


Carried

233

S11 Instrument of Appointment and Authorisation 21/06/2019 page 1

S11 Instrument of Appointment and Authorisation


Instrument of Appointment and Authorisation

This document supersedes the authorisation dated 15 February 2017


Instrument of Appointment and Authorisation In this Instrument ‘officer’ means –

Craig Byron By this Instrument of Appointment and Authorisation Yarriambiack Shire Council –

PART A

1. under s 224 of the Local Government Act 1989 – appoints the officer to be an authorised officer for the administration and enforcement of –

the Country Fire Authority Act 1958 the Domestic Animals Act 1994 the Emergency Management Act 1986 the Environment Protection Act 1970 the Graffiti Prevention Act 2007 the Impounding of Livestock Act 1994 the Land Act 1958 the Local Government Act 1989 the Road Management Act 2004 the Road Safety Act 1986 the Summary Offences Act 1966 the Regulations made under each of those Acts the local laws made under the Local Government Act 1989

and any other Act, Regulation or local law which relates to the functions and powers of the Council;

PART B

1. under s 72 of the Domestic Animals Act 1994 – appoints the officer to be a Council authorised officer for the purposes of the Domestic Animals Act 1994.

2. under s 4(1) of the Environment Protection Act 1970 – appoints the officer to be a litter enforcement officer for the purposes of the Environment Protection Act 1970.

AND

3. under s 48A of the Environment Protection Act 1970 – appoints the officers to be a authorised officer for the purposes of s 48A of the Environment Protection Act 1970.

4. under s 19(1) of the Graffiti Prevention Act 2007 – appoints the officers to be a authorised person for the purposes of carrying out Council's functions under s 18 of the, Graffiti Prevention Act 2007.

5. under s 3 of the Infringements Act 2006 – appoints the officer to be an issuing officer for the purposes of the Infringements Act 2006.


6. under s 190 of the Land Act 1958 – authorises the officer for the purposes of s 190 of that Act.1

7. under s 71(3) of the Road Management Act 2004 – appoints the officer to be a authorised officer for the purposes of the Road Management Act 2004.

8. under s 59(1)(a)(ii) of the Road Safety Act 1986 – authorises the officer to exercise the powers under s 59(1)(a) of that Act.

AND

9. under s 59(1)(d) of the Road Safety Act 1986 – authorises the officer to exercise the powers under s 59(1)(d) of the Road Safety Act 1986.

10. under r 84(c)(ii) of the Road Safety (General) Regulations 2009 – authorises the officer for the purposes of filing a charge or an offence under s 90E of the Road Safety Act 1986 or under a regulation under that Act.

11. under s 96A(1)(a) of the Country Fire Authority Act 1958 – appoints the officer to be the fire prevention officer.

PART C

12. under – s 232 of the Local Government Act 19892

s 527 of the Residential Tenancies Act 1997 s 77(2)(b) of the Road Safety Act 19863 s 77(4) of the Road Safety Act 1986 [Note – only where Council is a Committee of Management under the Crown Land (Reserves) Act 1978] ss 48A(9)(c) and 59(3) of the Environment Protection Act 1970

s 241 of the Building Act 1993 s 92 of the Domestic Animals Act 19944 s 96 of the Road Management Act 2004 s 33A of the Impounding of Livestock Act 1994

s 10(4) of the Graffiti Prevention Act 2007

authorises the officer generally to institute proceedings and represent Council in proceedings for offences against the Acts, Regulations and local laws described in this instrument.

1 Authorisation requires the consent of the Minister (see s 190 of the Act). 2 A person authorised under s 232 of the Local Government Act 1989 is also authorised to bring proceedings under the Fire Services Property Levy Act 2012 (see s 22 of the Fire Services Property Levy Act 2012). 3 A person authorised under ss 77(2)(b) and/or 77(4) of the Road Safety Act 1986 is also an authorised officer for the purposes of rr 203 and 307 of the Road Safety Road Rules 2017. 4 Council may only appoint an authorised officer who is also appointed under s 72 of the Act.



M 26 06 2019.docx

13.10 Instrument of Appointment and Authorisation – Alan Frankham. Report prepared by Jessie Holmes Discussion The appointment of authorised officers enables appropriate staff within the organisation to administer and enforce various Acts, regulations or local laws in accordance with the powers granted to them under legislation or a local law. Instruments of Appointment and Authorisation are prepared based on advice from the Maddocks Authorisations and Delegations Service. Whilst the appointment and authorisation of authorised officers under other relevant legislation is done by the Chief Executive Officer under delegation, as per best practice this should be authorised by Council resolution. Please refer to the attached document S11 - Instrument of Appointment and Authorisation for Alan Frankham. Community Considerations The community expectations are for Council to be well governed and Council staff to exercise their statutory powers within the limits of the appropriate Acts and regulations. Environmental Considerations There are no Environmental considerations. Financial and Risk Considerations Council subscribes to the Maddocks Authorisations and Delegations Service, and relevant advice has been considered in the preparation of this report. The costs to prepare and adopt the Instrument are minimal and met within the current Governance departmental budget. RECOMMENDATION That Council resolve, in the exercise of the powers conferred by section 224 of the Local Government Act 1989 that:

1. The members of Council staff referred to in the Instrument of Appointment and Authorisation be appointed and authorised as set out in the Instrument.

2. The Instrument comes into force immediately once the common seal of Council is affixed to the Instrument, and remains in force until Council determines to vary or revoke it.

3. The Instrument of Appointment and Authorisation be sealed. Resolution

Moved Cr J Wise Seconded Cr T Hamilton


Carried

238


S11 Instrument of Appointment and Authorisation


Instrument of Appointment and Authorisation


Instrument of Appointment and Authorisation In this Instrument ‘officer’ means –

Alan Frankham By this Instrument of Appointment and Authorisation Yarriambiack Shire Council –

PART A

1. under s 224 of the Local Government Act 1989 – appoints the officer to be an authorised officer for the administration and enforcement of –

the Country Fire Authority Act 1958 the Domestic Animals Act 1994 the Emergency Management Act 1986 the Environment Protection Act 1970 the Graffiti Prevention Act 2007 the Impounding of Livestock Act 1994 the Land Act 1958 the Local Government Act 1989 the Road Management Act 2004 the Road Safety Act 1986 the Summary Offences Act 1966 the Regulations made under each of those Acts the local laws made under the Local Government Act 1989

and any other Act, Regulation or local law which relates to the functions and powers of the Council;

PART B

1. under s 72 of the Domestic Animals Act 1994 – appoints the officer to be a Council authorised officer for the purposes of the Domestic Animals Act 1994.

2. under s 4(1) of the Environment Protection Act 1970 – appoints the officer to be a litter enforcement officer for the purposes of the Environment Protection Act 1970.

AND

3. under s 48A of the Environment Protection Act 1970 – appoints the officers to be a authorised officer for the purposes of s 48A of the Environment Protection Act 1970.

4. under s 19(1) of the Graffiti Prevention Act 2007 – appoints the officers to be a authorised person for the purposes of carrying out Council's functions under s 18 of the, Graffiti Prevention Act 2007.

5. under s 3 of the Infringements Act 2006 – appoints the officer to be an issuing officer for the purposes of the Infringements Act 2006.


6. under s 190 of the Land Act 1958 – authorises the officer for the purposes of s 190 of that Act.1

7. under s 71(3) of the Road Management Act 2004 – appoints the officer to be a authorised officer for the purposes of the Road Management Act 2004.

8. under s 59(1)(a)(ii) of the Road Safety Act 1986 – authorises the officer to exercise the powers under s 59(1)(a) of that Act.

AND

9. under s 59(1)(d) of the Road Safety Act 1986 – authorises the officer to exercise the powers under s 59(1)(d) of the Road Safety Act 1986.

10. under r 84(c)(ii) of the Road Safety (General) Regulations 2009 – authorises the officer for the purposes of filing a charge or an offence under s 90E of the Road Safety Act 1986 or under a regulation under that Act.

PART C

11. under – s 232 of the Local Government Act 19892

s 527 of the Residential Tenancies Act 1997 s 77(2)(b) of the Road Safety Act 19863 s 77(4) of the Road Safety Act 1986 [Note – only where Council is a Committee of Management under the Crown Land (Reserves) Act 1978] ss 48A(9)(c) and 59(3) of the Environment Protection Act 1970

s 241 of the Building Act 1993 s 92 of the Domestic Animals Act 19944 s 96 of the Road Management Act 2004 s 33A of the Impounding of Livestock Act 1994

s 10(4) of the Graffiti Prevention Act 2007

authorises the officer generally to institute proceedings and represent Council in proceedings for offences against the Acts, Regulations and local laws described in this instrument.

1 Authorisation requires the consent of the Minister (see s 190 of the Act). 2 A person authorised under s 232 of the Local Government Act 1989 is also authorised to bring proceedings under the Fire Services Property Levy Act 2012 (see s 22 of the Fire Services Property Levy Act 2012). 3 A person authorised under ss 77(2)(b) and/or 77(4) of the Road Safety Act 1986 is also an authorised officer for the purposes of rr 203 and 307 of the Road Safety Road Rules 2017. 4 Council may only appoint an authorised officer who is also appointed under s 72 of the Act.



M 26 06 2019.docx

14 OTHER BUSINESS

(including strategic direction and specific issues) Cr J Wise spoke about Emma Kearly MP commented on Warracknabeal Education Precinct funding at the Warracknabeal Police Station Opening Cr T Hamilton discusses the childcare situation in Murtoa Moved Cr K Zanker Seconded Cr J Wise that Council move into Closed Session

Carried

Moved Cr J Wise Seconded Cr K Zanker that Council move back into Open Session Carried

Moved Cr T Hamilton Seconded Cr C Heintze that Council bring the closed recommendation into Open Session Carried

242



M 26 06 2019.docx

15 REPORTS FOR DECISION – CLOSED SESSION 15.1 Provision of Banking and Bill Payment Services RECOMMENDATION That Council:

1. Accept the tender submitted by National Australia Bank for Tender No. C242/2019 for the Provision of Banking and Bill Payment Services based on the schedule of rates for the three year period 1 July 2019 to 30 June 2022 with an option to extend for a further two by two years;

2. Delegates the Chief Executive Officer to sign and authorise the contract documents after they have been prepared; and

3. Releases this information to the public Resolution

Moved Cr J Wise Seconded Cr T Hamilton


Carried ATTACHMENTS / REPORTS NEXT MEETING The next meeting of Council will be held on Wednesday, 24 July 2019 at 9:30am at Warracknabeal. CLOSE ___________________ Mayor

243