minutes ordinary meeting of council · recommendation: that council adopt the attached project list...

MINUTES Ordinary Meeting of Council ______________________________________ 9:30am Wednesday 26 February 2020

VENUE: Council Chambers Yarriambiack Shire Council 34 Lyle Street, Warracknabeal Vic 3393

NEXT MEETING: Wednesday 25 March 2020 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 FEBRUARY 2020

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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

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 9

10.1 Agenda Council Forum 22/01/2020 9 10.2 Agenda Council Forum 12/02/2020 11

11 SPECIAL COMMITTEES 12

12 ACTIVITY REPORTS 13

12.1 Mayor’s Report 13 12.2 Councillor’s Reports 14 2.3 Chief Executive Officer Report 17 12.4 General Manager Asset and Operations Report 18 12.5 General Manager of Community Development Report 21

13 REPORTS FOR DECISION

13.1 Finance Report 27 13.2 Revenue Report 37 13.3 Capital Works Program 2019/2020 (February) 42 13.4 Permits issued by Council 50 13.5 Draft Media and Communications Policy 52 13.6 Draft Gravel Pit Policy and Procedure 58 13.7 Half yearly reporting on Council Plan Progress 81 13.8 Drought Community Support Program – Round 3 Allocations 97 13.9 SHARE Grants 19/20 Round 2 127 13.10 Draft Project Management Policy and Guidelines 131

14 OTHER BUSINESS 135

15 REPORTS FOR DECISION – CLOSED SESSION 135

15.1 Warracknabeal Levee Tender

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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 Mayor G Massey Councillor K Zanker Councillor T Hamilton Councillor S Roberts Councillor C Heintze Councillor H Ballentine Jessie Holmes (Chief Executive Officer) Michael Evans (Director Assets & Operations) Anita McFarlane (General Manager Corporate Services) Gavin Blinman (Director Community Development & Wellbeing) Chantelle Pitt (Revenue Coordinator)

4 APOLOGIES or REQUEST FOR LEAVE OF ABSENCE 4.1 Apology - Councillor J Wise

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5 CONFIRMATION OF MINUTES

Minutes of the Ordinary Council Meeting of 22 January 2020

The following items were considered at the ordinary Council Meeting held on Wednesday 22 January 2020

13.1 Finance Report Recommendation: The Finance Report as at December 2019 be received. CARRIED

13.2 Revenue Report Recommendation: The Revenue Report as at January 2020 be received. CARRIED

13.3 Capital Works Program 2019/2020 (December) Recommendation:

The Capital Works Report as at January 2020 be received. CARRIED

13.4 Permits issued by Council Recommendation: That Council note the permits issued by Council between 01 December and 31 December 2019. CARRIED

13.5 Dangerous Dog & Restricted Breed Policy Recommendation: It is recommended that Council adopts this policy to remain compliant with the Domestic Animals Act 1994 with regard to restricted breed dogs in Victoria. CARRIED

13.6 Local Law Permit application – To keep more than the allowed number of animals (1 x Miniature Pony) at 121 Anderson Street, Warracknabeal. Recommendation: That Council does not grant the application for a pony to be kept at 121 Anderson Street, Warracknabeal because; - An objection was received to the application - The application was received as a result of reported non compliance CARRIED

13.7 CCTV Policy Recommendation: That Council adopt the;

a) CCTV Policy b) CCTV Standard Operating Procedure and Maintenance Manual (Internal Use

Only) c) That Senior Management report annually to the Audit, Governance and Risk

Committee on the number of requests to review CCTV footage, the process administered to view such footage and the maintenance and inspection regime.

CARRIED

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13.8 2020 Playground Policy Recommendation: That Council adopt the Playground Policy as presented.

CARRIED

13.9 2020 Road Register Recommendation: That Council adopt the January 2020 Road Register as presented

CARRIED

13.10 Council approval to commence the preparation of a planning scheme amendment relating to flooding Recommendation: That Council approves the preparation of documentation required to amend the Yarriambiack Planning Scheme to implement the Warracknabeal and Brim Flood Investigation 2016, and the Dunmunkle Creek Flood Investigation 2018.

CARRIED

13.11 Drought Community Support Program – Round 3 Allocations Recommendation:

That council adopt the attached project list with the green highlighted projects being Round three of the Drought Community Support Program.

CARRIED

13.12 Decision for Council 2020 - 2021 Heatwave Plan Recommendation: The recommendation is that the 2020-2021 Heatwave plan is adopted by council and that it be reviewed each year in October prior to summer to ensure the correct information is in place.

CARRIED

RECOMMENDATION:

That the Minutes of the Ordinary Meeting of Council held on Wednesday 22 January 2020, as circulated, be taken as read and confirmed. Resolution

Moved Cr C Heintze Seconded Cr H Ballentine

That the recommendation be adopted after an amendment be made in the minutes to item 13.11 being; That item 13.11 being Drought Community Support Program – Round 3 allocation be held over until the Ordinary meeting scheduled for 26 February 2020 Moved Cr T Hamilton Seconded Cr J Wise That the motion be adopted

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.

Cr C Heintze - Perceived Conflict of Interest for Item 13.8

Cr S Roberts - Perceived Conflict of Interest for Item 13.8

Cr T Hamilton - Perceived Conflict of Interest for Item 13.8 Cr C Heintze – Perceived Conflict of Interest for item 13.9 Cr S Roberts – Perceived Conflict of Interest for item 13.9

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7 BUSINESS ARISING 7.1 Ongoing and Pending Action List

Council meeting

Recommendation Action Action Taken

11 Dec Advertise intent to enter lease with Wheatlands Museum.

No submissions received after 28 days, Lease has been signed

8 PETITIONS Nil

9 CORRESPONDENCE Nil

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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 H Ballentine Seconded Cr K Zanker

That the recommendation be adopted

Carried

10.1 Agenda Council Forum 22 January 2020

COUNCIL FORUM

Date: Wednesday, 22 January 2020 Venue: Council Chamber Warracknabeal Time: after Council Meeting Appointments

Apologies:

Items for Action Officer Outcome

Misc items from Community consultations in 2019:

1. Footpaths around the Creek 2. Scott St Pedestrian

Crossing 3. Truck Limits 4. New Bins for Scott St 5. Cabins at Whitton Swamp 6. GWM Water - regulated

Town water signage (letter attached)

7. E waste and hard waste 8. Woomelang Railway

Housing 9. Woomelang Railway Station

1.Consider ways for the surface to be made for gophers and bikes – have discussed with RDV funding for identification and upgrades. Also in Rural Northwest Health Plan. 2. Is there something that could be put there to lift up the road on the crossing? Hard to see at night. Perhaps brighter paining lines on the road or better lighting, part of streetscape plans and on WAG Comm Action Plan. Nathan in Tech services looking at options. 3. Is there limits for what trucks can drive in Scott St between Lyle St and Phillips St? Not currently, large trucks have sometimes become stuck with the roundabouts. 4. New bins for Scott st with different slots in them for recycling. Placed at Peppercorn,



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Jims, Down Town and Tourist Centre. (perhaps look into other café’s at other towns). Discussions held with streetscape committee. Looking at trialling two in the main street with wraps around them. 6. GWM Water to supply Council with signs to place on taps informing people that it’s untreated water. 7. Potential for a free e waste and hard rubbish collection day? Looking at putting ewaste deposit bins in Hopetoun and Murtoa like the one in the Warracknabeal Office. Hard waste costings are not viable. 8. Woomelang Railway Housing. Will they be heritage listed? Unlikely, not on the proposed Amendments list for the next few years. 9. Continue lobbying VicTrack to fund upgrades for restoration

Local Government Act Update Due to go Through in February and a number of workshops about the new Bill are being scheduled in by MAV and LGPro.

RCV Summit in Nagambie Please let Belinda know if you will be attending as accommodation options are limited.

Saleyards Meeting with Committee and engineer about potential solutions to the poles.

Schultz Road closure Meeting with owner on site to discuss options.

Preliminary budget settings 2% rate cap set by Minister $115k quoted for elections

ICT Future Tender for Corporate system to go out to market shortly.

Staff structure and new appointments

Staff Structure sent via email and new appointments have been updated to all staff as they happen

Boundary signage Look at new designs for boundary signage at Shire entrance.

Next Forum February 12th

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10.2 Agenda Council Forum 12 February 2020

COUNCIL FORUM

12th February 2020 Venue: Council Chamber Warracknabeal Time: 9:30-12:30 Appointments

Apologies:

Items for Action Officer Time Outcome

Drought Community Program – Round 3

All 9:30-10:15 See Project Mandate attachments.

I am Yarriambiack JH 10:15- 10:45

See attachment

Morning Tea Break 10:45- 11

Waste Situation JH & TB 11-11:30

Council Meeting JH 11:30-12

Draft Media & Communications Policy Draft Gravel Pit Policy & Procedure Half yearly reporting on Council Plan Progress Capital Works Forecast 19/20 SHARE Grants 19/20 Round 2 Project Management Policy & Guidelines

Other Business All 12-12:30

Next Forum February 26 after Council Meeting

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11 SPECIAL COMMITTEES

Nil

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12 ACTIVITY REPORTS 12.1 Mayor’s Report – Prepared by Graeme Massey

26 January Attended Australia Day ceremony at Patchewollock

27 January Opened new paved area at Warracknabeal Bowling Club

28 January Attended WAG Meeting

29 January Attended NWMA Meeting at Stawell

3 February Met with Sonya Kilkeeny, Parliamentary Secretary for Early Years, at Minyip Kindergarten

11 February Attended WAG Meeting

12 February Attended Council Forum

13 February Attended Warracknabeal Information Centre Committee Meeting

17 February Attended Strategy & Risk Training Session

Attended Yarriambiack Tourism Meeting, Rupanyup


19 February Attended Warracknabeal Court House Project Meeting

20 February Meeting with Education Minister, Mr James Merlino and Jaala Pulford at Parliament House

21 February Opened the Minyip Art Show

23 February Attended Minyip Show and Shine

25 February Attended Beulah Hall Community BBQ

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12.2 Councillor’s Reports

Cr H Ballentine

26 January Attended Australia Day Celebrations at Beulah

11 February Presented leadership Badges at Hopetoun P-12

Attended WDA Board Meeting


17 February Attended Yarriambiack Tourism Meeting in Rupanyup

18 February Attended Wimmera Mallee Tourism Meeting in Rainbow

Cr K Zanker

26 January Attended Australia Day Ceremony Breakfast at Warracknabeal

3 February Attended Chaplaincy Meeting

5 February Attended the Education Area Meeting regarding VET and VCAL




19 February Attended Yarriambiack Youth Council Meeting

Cr T Hamilton

7 February Attended Stick Shed meeting in Murtoa

9 February Attended Rupanyup Consultative Committee Meeting

11 February Attended WDA Board Meeting

Attended Ross Garnaut presentation and workshop on renewable power possibilities in Horsham


17 February Attended Yarriambiack Tourism Meeting


25 February Attended Murtoa Big Weekend Meeting

Attended Murtoa Progress Association Meeting



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Cr S Roberts

26 January Attended Australia Day event in Hopetoun

3 February Attended Gateway BEET Meeting

11 February Attended Northern Lock Reserve AGM


18 February Attended Strategy & Risk Training Session Attended Hopetoun Neighbourhood House Meeting

25 February Attended Yarriambiack Creek Advisory Committee Meeting

Cr C Heintze

26 January Guest speaker at Wallup Australia Day Breakfast

5 February Attended Minyip Progress Association Meeting

10 February

Attended Ross Garnaut presentation and workshop on renewable power possibilities in Horsham


Participated in GCWWRRC Zoom phone meeting

14 February Attended GCWWRRC Board Meeting in Ballarat


Attended Warracknabeal Livestock Exchange Meeting in Warracknabeal


21 February Attended opening of Minyip Art Show

23 February Attended Minyip Show and Shine

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Cr Jean Wise

22 January Attended Council Meeting

26 January Attended Australia Day Celebration in Warracknabeal

3 February Attended Yarriambiack Chaplaincy Meeting

5 February Attended ALGWA Planning Meeting in Ararat

10 February Attended Yarriambiack Early Years Partnership Meeting


13 February Attended Tourist Information Centre Meeting

14 February Attended Wimmera Library Board Meeting



19 February Attended Court House working Group Meeting

20 February Attended YFest Meeting

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12.3 CEO’s Report – Prepared by Jessie Holmes

23 January WDA Green Energy Briefing

24 January Attended Regional Development Australia Project workforce Meeting

26 January Attended Murtoa Australia Day Breakfast

29 January Attended Beulah Town Hall meeting 31 January Meeting with Woodbine Re further developments 10 February Attended Schultz corner Road meeting on site Attended By 5 Early Years committee Meeting 11 February Attended Wimmera Development Association presentation with Prof

Garnaut about Zero Emissions for the Wimmera Southern Mallee by 2030

Attended Beulah Co-operative Inception Meeting 12 February Attended Council Forum 13 February Attended Early Years Regional Meeting Rural Councils Corporate Collaboration I.T Meeting 14 February Meeting with Warracknabeal Action Group President 17 & 18 February Attended Strategy and Risk Training Session 20 February Meeting with Education Minister, Mr James Merlino and Jaala Pulford

at Parliament House

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12.4 Director of Assets and Operations - Michael Evans IT - Computer replacement project Council has completed the computer replacement program in which all hardware has been replaced. Only four printers need to be replaced (due to their age and unsuccessful connection with the new computers due to outdated software with the product) and several new computers to be ordered due to changes in the structure, Council will be starting the Kindergarten project for central enrolment on the 24th of February, which has been funded by a Department of Education grant. Warracknabeal Creek Committee - Attended the Warracknabeal Creek Committee meeting on the 3rd of February Danny Johnson presented his insight to the committee on his progress with GWM Water and trying to achieve his long term plan of turning the Whitton Swamp into a recreational location for the public to camp and enjoy the scenery / environment. I informed the committee that Council supported the idea of investigating options towards funding opportunities for the concept, as it has been highlighted in the Warracknabeal Action Group Plan. I informed the committee that Council has placed the concept on the Wimmera Integrated Water Management Plan to be able to try and increase our opportunities for funding.

Procurement Report – Prepared by Helen Pollard

No. Description Status

C245-2019

Murtoa Swimming Pool Frames and wall trusses installed; windows fitted, roofing and internal pipework commenced.

C248-2019

Tipping Cab Chassis Truck Truck has been delivered and is in service.

C252-2019

Design & Construct Kerb & Channel, Werrigar St,

Warracknabeal This project has been finalised.

C254-2019

Commission & Develop Plans to Deliver Tourist Accommodation & Town

Revitalisation Documentation for 40 Established Locations (Wimmera Mallee Tourism)

Contract documents signed and Lauren McBriarty as Project Manager has commenced discussions with TRC Tourism (appointed contractor) re the project.

C257-2020

Used/Demo Tractor Tender advertised with submissions closing 4 March 2020.

C258-2019

Supply & Delivery of Desktop Computers, Notebooks, Monitors & Accessories

Computers delivered installation completed by DWM Solutions (Council’s IT support contractors).

C259-2020

Scrap Metal Collection/Pick-up

Grampians Central West Waste & Resource Recovery Group issued joint RFT on behalf of Council. Submissions evaluated by member Councils of this group – contract documentation yet to be prepared.

C261-2020

Warracknabeal Levee Construction

Tender documentation re this project issued, submissions close 18 February 2020

C262-2020

Corporate Systems Specifications for this project being finalised, planned release date 21 February.



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C263-2020

Electricity Supply Council’s Supply of Electricity contracts expire in June and December 2020. Municipal Association Victoria will be handling this procurement on behalf of YSC.

The following Requests for Quotes have been prepared (by various Council officers) and sent out during the month of January 2020

RFQ102-2020

Wimmera Mallee Tourism Trade Fair Event (Lauren McBriarty)

RFQ103-2020

Gateway BEET Shade Structure (Andrea Stepney)

RFQ104-2020

Gateway BEET Concrete Paving (Andrea Stepney)

RFQ105-2020

Asphalt Works – Multiple Sites (Pradip Bhujel)

RFQ106-2020

Kerb Works – Multiple Locations (Pradip Bhujel)

RFQ107-2020

Supply of Pipes (Pradip Bhujel)

RFQ108-2020

Wimmera Mallee Tourism Photographer & Digital Content Creator (Lauren McBriarty)

As per Council’s Procurement Policy, Council is becoming more stringent in advertising and subsequent recording of any Requests for Quotes (RFQ) we issue, consequently details of RFQ’s issued during the previous month will be now be included in this report. Projects yet to be allocated a number and on to-do list:- Request for Quotations:-

Supply & Delivery of Mobile Library Van Expression of Interest:-

Replacement Communication System (Duress Alarm, Mobile Phones/Portable Hand Held Devices, Roll Over System and Radio Communication)

Caravan Park Occupancy – January 2020

State

Warracknabeal

Hopetoun

Murtoa

VIC 94 64 98

WA 2 0 2

TAS 1 0 0

SA 13 2 27

QLD 12 2 5

NT 0 0 0

NSW 5 14 10

ACT 3 0 0

International 0 2 0

Permanents 5 N/A N/A

TOTAL 283 84 142



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Caravan Park Occupancy Comparison – January 2019

State

Warracknabeal

Hopetoun

Murtoa

VIC 148 165 83 WA 10 1 8 TAS 0 0 0 SA 8 1 1

QLD 24 7 3 NT 0 0 0

NSW 19 42 7 ACT 0 0 0

International 0 0 0

Permanents 4 N/A N/A

TOTAL 213 216 102

Warracknabeal Regional Livestock Exchange Sales figures

29/01/2020 - 3318 head 12/02/2020 - 3202 head

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12.5 General Manager Community Services & Development - Gavin Blinman Environmental Health - prepared by Tim Rose

All food, health and accommodation related business registrations expired on the 31st December 2019. The processing of all renewals largely completed, with most proprietors receiving their certificates of registration last week. Council is currently contacting proprietors with overdue registrations. Registration payments not received by the 15th February will incur a late payment fee. A complaint has been received relating to an alleged food poisoning incident. The cause of illness could not be determined, however and extensive inspection took place at the alleged premises and corrections have been made to the proprietor’s process to improve compliance with the Food Standards Code. Two preliminary inspections have also been conducted for businesses that require registration under the Food Act 1984. Blue Green Algae (BGA) levels at Lake Marma have remained at concentrations considered to be a risk to recreational users of the waterbody. The slightly cooler days are expected to help reduce the BGA bloom in coming weeks. Council will continue to sample and will advise the community when the lake is safe for regular use. The second round of cigarette sales to minors (CSTM) program has been conducted. Council completed a total of 13 test purchases, with a sale rate of 23 percent. This is a significant improvement from the first round, which had a sale rate of 66 percent. Proprietors that sold tobacco to a minor as a first offence were provided with an educational visit and warning. Proprietors that sold for the second time received a $660 infringement notice. Council has received a complaint relating to an onsite wastewater issue. Council has investigated the matter and substantiated the complaint. The property in question was found to not be connected to the sewer main. Council will provide the relevant details to GWM Water for future connection. Local Law – Prepared by Craig Byron

Has been reasonably quiet at the Pound, with just the 1 dog Impounded and then returned to the owner; however, we have had 2 dogs that have been surrendered in the last week that we are looking at rehoming; both of these dogs are unregistered. We have seized 2 cats for welfare reasons and 1 surrendered; all 3 cats have since gone to Rescue and been rehomed. Have had a number of stray sheep and a Ram trespass onto properties in the Kewell area. These sheep were caught with a bit of help from one of the local stock agents and delivered to the Warracknabeal Sale yards. The owner of the sheep was eventually located. (Farmers are reminded to be vigilant when checking their stock and fences, and to report any stock that are missing) Worked in with RSPCA to seize a goat from a farm let in Kewell area for welfare reasons. There were also other livestock at the farm let that RSPCA have had to deal with. I have continued to inspect township properties that have been reported as Fire Hazards and have issued 5 x Fire Prevention Notices. Property owners are reminded that they are required to keep their properties maintained for the duration of the fire season.



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Maternal and Child Health Report - Prepared by Michelle Schilling Birth notices to 6/2/2020 – 37 Regular meetings commenced with Yarriambiack early years team Meeting scheduled for the 25th of February with Uniting Care Wimmera Warracknabeal outreach worker for the first time (didn’t know we had an outreach worker) Enhanced MCH funding will provide Mini Mallee Music once a term across the shire, commencing term 1 3 referrals to Child First in last five weeks Early years Coordinator prepared by Glenda Hewitt Kindergarten Kindergarten has commenced for 2020, with larger than usual enrolments due to our three year old attendees. The commencement of three year old Kindergarten in all services in the Yarriambiack Shire is proving to be very popular with all Kindergartens attracting quite significant enrolments. The Three year old session operating alongside Wimmera Uniting Childcare service is so far very successful, with all Staff working together to ensure the outdoor space is supervised effectively. Staff from both services are meeting regularly to discuss any issues that arise which is important as ongoing clear and reflective communication will be an element of its continued success. The 7.5 hour days at Murtoa are proving very popular with families, especially those who are working and although there are some tired little people and educators at the end of the day, staff report that all are coping reasonably well. Both our new teachers in Warracknabeal and Hopetoun are settling into their new positions and both seem to be enjoying the challenge. With the assistance of McArthur Employment services, the Shire has been advertising for a replacement teacher for Anna Jorgensen who will be taking Maternity leave commencing the 8th of March. Applications close at the end of this week so hopefully we will be able to interview for the position shortly. Early Years Engagement Worker Melissa continues to develop relationships with a number of services both within Shire and further afield. This will be invaluable when working with families to support their access to services they need. She works closely with Kathryn and the families who attend Supported Playgroup and has plans to offer family sessions at playgroup on Friday afternoons/ early evenings during March. There will be a BBQ tea offered and she is planning to invite special guests to share information with the families who are present. Melissa’s information technology skills are very valuable and she is indeed making the Early Years area of the Yarriambiack Shire very visible in the Shire.

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Playgroup Warracknabeal playgroup has kicked off 2020 with a strong attendance of new families attending our first session for the year on Tuesday the 4th of Feb. I have had a number of families referred by the Maternal and Child Health nurses to the Warracknabeal Playgroup. I am working to connect with these families and encourage them to attend playgroup and connect with community. Hopetoun playgroup has been a challenge. After losing our home at the kindergarten because of their increase of hours with the 3-year-old roll out. I was on the hunt for a new venue. We have settled on the music room at the P-12 College. I will be able to create my own tea and coffee station and there is room in a storeroom to store some of my equipment so I don’t have to carry it all up and back each week. I also have a few new families who have been referred from Maternal and Child Health nurses. I am very much looking forward to kicking off Hopetoun Playgroup on Wednesday the 12 of Feb. I have a couple of training trips to Melbourne the next 2 months with a language seminar aimed at supported playgroup facilitators to help the families which they support. And then in March is the Playgroup Victoria conference and Communities of practice which is a 2-day event. It is a great learning opportunity and way to network with other Playgroup facilitators and learn from each other. Youth No Youth worker in place at the moment. Sport and Recreation Our new sport and rec officer Rebecca Brotheras has commenced and will be contacting clubs / pools and recreation committees to start working on their issues and plans. Home and Community Care Services Report – Prepared by Alannah Lehmann

Meals on Wheels

Centre Base Meals

Meal Vouchers

23

January 2020 570 Meals






January 2020 340 Vouchers

December 2019 257 Vouchers

November 2019 291 Vouchers



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CHSP Targets SERVICE ACTUAL TARGET

Delivered Meals 805 1,342

Domestic Assistance 433 453

Personal Care 119 191

Respite 25 35

Assessment Officer Report prepared by Barb Whiteford and Hanna Butuyuyu GENERAL Barb; Annual Leave 28.01.2020 – 18.02.2020 Hanna: Study Leave from 04.02.20-23.06.20 WAITLIST

2 clients with appointment scheduled.

ASSESSMENTS COMPLETED

Completed:13

Declined:0

LAHA Assessments:0

REVIEWS COMPLETED

Reviews:15

EDUCATION & TRAINING

None attended

MEETINGS

Discussion and planning with RNH to arrange Myaged Care Registration Information

sessions in the Yarriambiack Shire in the RNH catchment area 14.1.2020

Community Services & Development February 2020 - Prepared by Andrea Stepney

Project Description Status Stage % comp

W’beal Town Hall Strong Found. Project

Replacement, renew floors, wall & ceiling repair

Project funded through Heritage Victoria $130k

Completed 100

Warracknabeal Leisure Complex – Stage 2

Gym – Stage 2 Concept Design Only

Scope pending user group consultation. Funded by YSC. Budget $25k

Completed 100

Warracknabeal Leisure Centre

New court surfaces

Funded through SPORTAUS. Project value $284K.

Construction 90

Warracknabeal Saleyards Upgrade Project

Major Refurbishment

BBRF funded. Project value $272k. Completion due February 2020

Construction

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E-Rup Retail Development

Development of Rupanyup Retail Precinct

RDV Milestone 2 completed ($500k grant). Property settlement 18/12/19. Tender process extended

Initiation 90

Warracknabeal Town Hall

Kitchen Upgrade

Funded by YSC. Budget $75k. Re-applying to HV maintaining current floorplan.

Initiation 95

Drought Projects

Progress %

Murtoa Lake Marma

Irrigation extension

Project Budget$5,255 Completed 100

Aubrey Hall New roof Project Value $15,636 Completed 100

Beulah Recreation Reserve

Upgrade of catering equipment

New stoves for Reserve kiosk/kitchen $3k Purchase order issued

Completed 100

Murtoa Mechanics Institute

Evaporative Cooling

Project Budget $11,818 Purchase order issued.

Completed 100

Murtoa Showgrounds

Upgrade ladies change rooms

Project budget$$18,135 Purchase order issued

Completed 100

Minyip Rec Reserve Irrigation

New irrigation to sports oval

Project budget $$104k. In testing phase for next 6 weeks

Completed 100

Patchewollock Visitor Amenities

Upgrade public toilets, solar & shelter to community store

Project budget $50k Purchase orders issued for painting, plumbing, electrical, pavers & shade structure. Sourcing additional quotes for solar system

In progress

40%

Beulah Swimming Pool

PV solar system for swimming pool

Project Value $17K Purchase order issued

In progress 10%

Woomelang Mini Silo Art

mural of endangered animals

Project budget $38,720k Purchase order issued. Commences march 2020

In progress 10%

Brim Bowls Club Synthetic Surface

New synthetic surface

Project budget $189k. Purchase order issued. Commences March 2020

In progress 10%

Beulah Memorial Hall

External painting of Hall

Project budget $37K Scope changed to art project with Juddy Roller. Prep work commenced

In Progress 30%

2019 Drought

Projects

%

Jung Recreation reserve

Install new playground

Project budget $30k. Equipment on site – awaiting DELWP approval.

In progress 10%



A26/02/2020

Tempy Memorial Park

Install new playground

Project Budget $40k. Awaiting delivery of equipment

In progress 10%

Rupanyup Rec Reserve

Upgrade sporting oval lights – Full lighting project

Total project cost $249k Drought Funding $150k CFNP Funding $99k awaiting building permits for towers

In progress 10%

Hopetoun Gateway BEET

Refurbish and extend Gateway Beet

Project budget $120k. Structure and concrete works. Contractors procured for concreting & structure.

In progress 10%

Murtoa Bowls Club

Clubroom Upgrades – Scope change – DDA & unisex toilet installation

Project budget $19,890 Sourcing additional quotes

Development 75%

Murtoa Tennis Club

Change of scope – now synthetic levelling

Project Budget$15,087 Purchase order issued

Development 50%

Yaapeet Reservoir Earthworks

Project budget $40k Finalising quotes.

Development 75%

26



A26/02/2020

13 REPORTS FOR DECISION 13.1 Finance Report – Prepared by Anita McFarlane Recommendation: The Finance Report as at January 2020 be received.

Resolution

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January Actuals

2019/2020 Budget YTD Actuals Forecast YTD Variance

YTD % Variance

IncomeAsset Disposal & Fair Value Adjustments -$ (234,120)$ (74,857)$ (234,138)$ (159,263)$ 68%Contributions, Donations & Reimbursement (20,990)$ (170,036)$ (219,282)$ (299,700)$ 49,246$ (29%)Government Grants & Charges (190,877)$ (12,081,283)$ (4,556,896)$ (13,988,435)$ (7,524,387)$ 62%Interest Income (880)$ (89,199)$ (38,588)$ (102,091)$ (50,611)$ 57%Rates & Charges (49,802)$ (12,513,108)$ (13,490,753)$ (12,550,564)$ 977,645$ (8%)User Charges, Fees & Fines (60,517)$ (1,328,133)$ (608,153)$ (1,458,372)$ (719,980)$ 54%Other Income -$ -$ -$ -$ -$ 0%

Income Total (323,066)$ (26,415,879)$ (18,988,530)$ (28,633,300)$ (7,427,349)$ 28%

ExpenditureAsset Disposal & Fair Value Adjustments -$ 348,213$ -$ 348,213$ 348,213$ 0%Bad & Doubtful Debts -$ 500$ -$ 500$ 500$ 0%Contributions & Donations 1,457$ 790,297$ 710,438$ 821,962$ 79,859$ 10%Depreciation Amortisation & Impairment -$ 6,195,069$ 220$ 5,050,881$ 6,194,849$ 100%Employee Costs 762,069$ 9,133,637$ 5,876,206$ 9,561,834$ 3,257,431$ 36%Finance Costs 0$ 60,010$ 4$ 60,010$ 60,006$ 100%Materials 792,481$ 6,082,874$ 3,912,266$ 6,657,568$ 2,170,608$ 36%Other Expenses 119,302$ 1,451,434$ 1,158,395$ 1,621,610$ 293,039$ 20%

Expenditure Total 1,675,308$ 24,062,034$ 11,657,529$ 24,122,578$ 12,404,505$ 52%

Total 1,352,242$ (2,353,845)$ (7,331,001)$ (4,510,722)$ 4,977,156$

YARRIAMBIACK SHIRE COUNCILINCOME STATEMENT BY RESOURCES

FOR JANUARY 2020

January Actuals


YTD % Variance

IncomeCommunity Services (117,669)$ (2,320,948)$ (1,891,145)$ (3,807,929)$ (429,803)$ 19%Corporate Services (59,591)$ (17,164,078)$ (13,815,450)$ (17,320,297)$ (3,348,628)$ 20%Economic Development (12,894)$ (1,175,440)$ (583,461)$ (1,371,874)$ (591,979)$ 50%Engineering (8,925)$ (3,547,395)$ (1,058,475)$ (3,677,987)$ (2,488,920)$ 70%

Governance -$ (1,500)$ (2,000)$ 1,500$ 0%Recreation & Culture & Leisure (102,871)$ (505,260)$ (158,762)$ (647,958)$ (346,498)$ 69%Regulatory Services (13,319)$ (193,398)$ (118,350)$ (200,911)$ (75,048)$ 0%Waste & Environment (7,797)$ (1,509,360)$ (1,361,386)$ (1,604,344)$ (147,974)$ 10%

Income Total (323,066)$ (26,415,879)$ (18,988,530)$ (28,633,300)$ (7,427,349)$ 28%

ExpenditureCommunity Services 183,588$ 2,963,853$ 1,575,273$ 3,134,513$ 1,388,580$ 47%Corporate Services 148,119$ 1,909,856$ 1,294,047$ 2,021,310$ 615,809$ 0%Economic Development 301,582$ 1,486,595$ 943,631$ 1,720,318$ 542,964$ 37%Engineering 544,447$ 11,446,465$ 4,209,161$ 10,793,117$ 7,237,304$ 63%Governance 84,511$ 1,294,112$ 835,780$ 1,380,936$ 458,332$ 35%Recreation & Culture & Leisure 175,724$ 1,448,330$ 1,120,093$ 1,535,223$ 328,237$ 23%Regulatory Services 40,141$ 795,722$ 394,508$ 800,723$ 401,214$ 50%Waste & Environment 197,197$ 2,717,101$ 1,285,036$ 2,736,438$ 1,432,065$ 53%

Expenditure Total 1,675,308$ 24,062,034$ 11,657,529$ 24,122,578$ 12,404,505$ 52%

Total 1,352,242$ (2,353,845)$ (7,331,001)$ (4,510,722)$ 4,977,156$

YARRIAMBIACK SHIRE COUNCILINCOME STATEMENT BY DEPARTMENT

FOR JANUARY 2020

Income protection insurance staff contribution $ 6,434 Worckover Reimbursements $ 4,200 Community Contributions $ 10,399

DJPR - Rupanyup Recreation Reserve - Lighting Project

89,190$

DPC - Freeza (Youth) Grant 12,250$ DHSS - Maternal & Child Health Grant 37,678$ DE - Preschools 51,627$ DHS - Immunization 132$

Interest Income Interest on investments 880$

Rates & Charges Pensioner Concession 49,802$

Caravan Park Fees $ 12,068 Leaseback $ 4,817 Planning Fees & Permits $ 7,225 Building Fees & Permits $ 4,121 Waste Disposal Fees $ 7,797 Rental Income $ 3,410 HACC & Brokerage Fees $ 13,043 Membership $ 877 Sale yards Fees and Charges $ 421 Animal Fees & Charges $ 1,977 Vic Roads Agency $ 801 Sports Fees & Charges $ 2,570 Rates Certificates $ 567 Other Income $ 823

$ 323,066

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

Total Income for January

IncomeContribution & Donations

Government Grants & Charges

User Charges

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

Contributions & Donations Consultative Committees - Annual contribution $ 1,227 Senior Citizens $ 230

Employee Costs Salaries & Wages & Oncosts (includes Annual Leave, Sick Leave, Long Service Leave etc)

645,838$

Workcover 4,256$ Allowances 15,785$ Superannuation 75,035$ Training 10,126$ Travelling 3,847$ Other Employee Costs 5,153$ Staff Clothing 1,184$ Conferences & Training 845$

Materials Contracts - (includes Wimmera Mallee Waste, Civica, Skillinvest, Simpson Personnel, Horsham Rural City Council etc) 568,279$ Catering 870$ Equipment maintenance 5,486$ Materials 72,682$ Consultants 55,106$ Plant Hire (19,525)$ Power 22,264$ Information technology 5,143$ Tools & equipment 3,041$ Gas 686$ Telephone 14,115$ Cost of Meals 11,152$ Radio Charges 5,747$ Meeting Expenses 51$ Fuel 44,874$ Other 2,509$

Other Expenses Bank Fees 3,502$ Fire Service Levy (Council Properties) 26,766$ Advertising 6,517$ Lease Expenses 39,351$ Legal Services 2,759$ OH & S Supplies 1,846$ Stationery and Printing 8,503$ Subscriptions 27,478$ Postage 1,443$ Water 1,136$

$ 1,675,308 Total Expenses for January

Expenses

January Actuals


YTD % Variance

01929 - Administration - Capital0900 - Building Capital Works 56,420$ 110,000$ 107,478$ 110,000$ 2,522$ 2%0910 - Furniture & Equipment Capital Works -$ 2,000$ 1,791$ 5,000$ 209$ 10%

01959 - Tech Services - Capital0900 - Building Capital Works 655$ 30,000$ 4,645$ 30,000$ 25,355$ 85%0920 - Computer / IT Capital Works -$ -$ -$ -$ -$ 0%

01949 - Information Technology - Capital0920 - Computer / IT Capital Works 50,588$ 75,000$ 81,894$ 105,500$ (6,894)$ (9%)

02919 - HACC Administration - Capital0910 - Furniture & Equipment Capital Works -$ -$ -$ -$ -$ 0%

02000 - Housing0900 - Building Capital Works -$ -$ -$ -$ -$ 0%

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

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

02949 - Environmental Health - Capital0910 - Furniture & Equipment Capital Works -$ 2,000$ -$ 2,000$ 2,000$ 100%0930 - Animal Pound - Capital Works -$ -$ -$ -$ -$ 0%

02969 - Maternal & Child Health - Capital0900 - Building Capital Works 2,818$ -$ 11,020$ 3,100$ (11,020)$ 0%0920 - Computer / IT Capital Works -$ -$ -$ -$ 0%

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

02989 - Preschools - Capital0900 - Building Capital Works -$ 14,000$ -$ 14,000$ 14,000$ 100%0920 - Computer / IT Capital Works -$ -$ 25,854$ 26,000$ (25,854)$ 0%

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

03919 - Caravan Parks - Capital0900 - Building Capital Works 1,883$ 100,000$ 9,627$ 100,000$ 90,373$ 90%0910 - Furniture & Equipment Capital Works -$ 2,000$ -$ 2,000$ 2,000$ 100%

03929 - Public Amenities - Capital0900 - Building Capital Works -$ 5,000$ -$ 5,000$ 5,000$ 100%

03939 - Information Centre Capital0900 - Building Capital Works -$ -$ 3,100$ -$ (3,100)$ 0%

04919 - Museum - Capital0900 - Building Capital Works -$ -$ 366$ -$ (366)$ 0%

04929 - Library - Capital0900 - Building Capital Works -$ -$ -$ 150,000$ -$ 0%

04939 - Hall - Capital0900 - Building Capital Works 5,953$ 40,000$ 83,152$ 40,000$ (43,152)$ (108%)

05909 - Parks & Playgrounds - Capital0975 - Playground Capital Works -$ 80,000$ -$ 80,000$ 80,000$ 100%

05919 - Recreation Reserve - Capital0900 - Building Capital Works 15,754$ -$ 31,508$ -$ (31,508)$ 0%

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

05949 - Sporting Complex - Capital0900 - Building Capital Works 80,339$ 299,000$ 206,701$ 299,000$ 92,299$ 31%0910 - Furniture & Equipment Capital Works -$ -$ -$ -$ -$ 0%

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

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

06909 - Local Roads - Capital0935 - Urban Road Construction -$ 450,000$ 100,095$ 450,000$ 349,905$ 78%0940 - Rural Road Construction 97,611$ 2,655,674$ 1,157,709$ 2,655,674$ 1,497,965$ 56%0945 - Reseals -$ 498,200$ 73,863$ 498,200$ 424,337$ 85%0950 - Resheets 75,152$ 1,345,616$ 492,032$ 1,345,616$ 853,584$ 63%0955 - Shoulder Resheets -$ 453,050$ 3,560$ 453,050$ 449,490$ 99%

06919 - Footpath - Capital0980 - Footpath Construction 17,219$ 120,000$ 32,288$ 120,000$ 87,712$ 73%

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

06939 - Kerb & Channel - Capital0985 - Kerb & Channel Construction 154,250$ 200,000$ 154,250$ 200,000$ 45,750$ 23%

06959 - Aerodrome - Capital0900 - Building Capital Works -$ -$ -$ -$ -$ 0%0950 - Resheets -$ -$ -$ -$ -$ 0%

YARRIAMBIACK SHIRE COUNCILCAPITAL EXPENDITURE FOR JANUARY 2020

January Actuals


YTD % Variance

YARRIAMBIACK SHIRE COUNCILCAPITAL EXPENDITURE FOR JANUARY 2020

06969 - Streetscape - Capital 0925 - Streetscape 3,655$ -$ 3,655$ -$ (3,655)$ 0%

06979 - Depot - Capital0900 - Building Capital Works -$ 100,000$ 11,525$ 100,000$ 88,475$ 88%

07909 - Drainage - Capital0995 - Drainage Construction -$ 26,500$ 38,103$ 26,500$ (11,603)$ (44%)

07929 - Transfer Stations & Landfills - Capital0960 - Waste Site Capital Works 97,710$ 180,000$ 224,544$ 180,000$ (44,544)$ (25%)

08909 - Livestock Exchange - Capital0900 - Building Capital Works -$ 265,000$ 148,762$ 265,000$ 116,238$ 44%

69760 - Staff Vehicle Purchases6800 - Plant Purchases -$ 250,000$ 46,529$ 250,000$ 203,471$ 81%

69860 - Works Plant Purchases6800 - Plant Purchases 207,118$ 940,000$ 632,360$ 940,000$ 307,640$ 33%

Total 867,125$ 8,258,040$ 3,686,410$ 8,470,640$ 4,571,630$ 55%

Administration Gateway Beet - Drought Project Shade Sails $ 56,420

Tech Services 2 Workstations $ 655

Information Technology Hardware, screens & accessories includes installation by contractor

$ 50,588

Maternal & Child Health Supply & fit Mitsubishi Air conditioner $ 2,818

Caravan Parks Upgrade lighting at the Murtoa Caravan Park $ 1,883

Halls Replace carpets at Warracknabeal Town Hall $ 5,953

Recreation Reserve Installation of Playground Equipment at Tempy $ 15,754

Sporting Complex Replacement of flooring at Warracknabeal Sports Complex

$ 80,339

Rural Road Construction Minyip Dimboola Road 68,839$ Lah West Road 492$ Burrum North Road 90$ Yaapeet Kenmare Road 4,491$ Banyena Pimpinio Road 23,700$

Resheets Donald Laen Road 13,839$ Langleys Road 10,011$ Rickards Road 13,178$ Mt Pleasant Road 486$ Ellam Willenabrina Road 3,043$ Burrum Lawler Road 20,913$ Darts Road 13,682$

Footpaths Werrigar Street, Warracknabeal (new concrete) 17,219$

Kerb & Channel Werrigar Street, Warracknabeal 154,250$

Streetscapes Rupanyup Silo visitor information design 3,655$

Transfer Stations & Landfills C241/2019 Warracknabeal Hard Waste Shed Stage 3 92,727$ Warracknabeal E Waste Shed - Supply of Signs 4,983$

Works Plant Tipping Cab Chassis Truck 207,118$

$867,125

Capital Works

Total Capital Works for January

Yarriambiack Shire CouncilSummary of Capital Works for January

January Actuals


YTD % Variance

Current AssetsCash & Cash Equivalents Investments 659,007$ 6,109,000$ 6,621,167$ 6,109,000$ (512,167)$ (8%)Rate Debtors (973,295)$ 1,083,000$ 11,538,182$ 1,083,000$ (10,455,182)$ (965%)Debtors (162,050)$ 450,000$ 244,807$ 450,000$ 205,193$ 46%Other Financial Assets 1,500,000$ 251,296$ 1,500,000$ 1,248,704$ 83%Inventory On Hand 30,520$ 840,000$ 591,078$ 840,000$ 248,922$ 30%Assets Held for Resale -$ 30,000$ 29,974$ 30,000$ 26$ 0%

Current Assets Total (445,818)$ 10,012,000$ 19,276,504$ 10,012,000$ (9,264,504)$

Non Current AssetsNon Current Debtors -$ 1,000$ -$ 1,000$ 1,000$ 100%Other Financial Assets -$ 250,000$ -$ 250,000$ 250,000$ 100%Investments -$ 581,000$ 523,693$ 581,000$ 57,307$ 10%Fixed Assets 867,125$ 146,511,000$ $ 142,847,611 146,511,000$ 3,663,389$ 3%

Non Current Assets Total 867,125$ 147,343,000$ 143,371,304$ 147,343,000$ 3,971,696$ TOTAL ASSETS 421,307$ 157,355,000$ 162,647,808$ 157,355,000$ (5,292,808)$

Current LiabilitiesCreditors (1,779,528)$ 1,100,000$ 3,598,888$ 1,100,000$ (2,498,888)$ (227%)Current Loans -$ 50,000$ 20,870$ 50,000$ 29,130$ 58%Short Term Provisions 3,186$ 2,800,000$ 3,528,085$ 2,800,000$ (728,085)$ (26%)Trust & Deposits 1,054$ 21,000$ (66,702)$ 21,000$ 87,702$ 418%

Current Liabilities Total (1,775,288)$ 3,971,000$ 7,081,141$ 3,971,000$ (3,110,141)$

Non Current LiabilitiesLong Term Provisions -$ 450,000$ 541,039$ 450,000$ (91,039)$ (2012%)Long Term Loans 1,739$ 58,000$ 67,156$ 58,000$ (9,156)$ (16%)

Non Current Liabilities Total 1,739$ 508,000$ 608,195$ 508,000$ (100,195)$ TOTAL LIABILITIES (1,773,549)$ 4,479,000$ 7,689,336$ 4,479,000$ (3,210,336)$

NET ASSETS (1,352,242)$ 152,876,000$ 154,958,472$ 152,876,000$ (2,082,472)$

EquityAccumulated Surplus/Deficit (1,352,242)$ 70,126,000$ 79,178,375$ 70,126,000$ (9,052,375)$ Asset Revaluation Reserve -$ 82,750,000$ 75,780,097$ 82,750,000$ 6,969,903$ 8%

TOTAL EQUITY (1,352,242)$ 152,876,000$ 154,958,472$ 152,876,000$ (2,082,472)$

InvestmentsBendigo Bank 357,874.70$ 1.50% 1/09/2020Commonwealth Bank 135,612.27$ 2.60% 1/10/2019National Australia Bank 239,339.79$ 2.70% 14/07/2019AMP (oncall) 420.39$ Oncall

733,247$

LoansPorter Plant - Street Sweeper 88,026$ 5 years

YARRIAMBIACK SHIRE COUNCILBALANCE SHEET

AS AT 31ST JANUARY 2020

Current Assets YTD ActualsThe general bank account had a balance of $4.185 million at the 31st January Council is holding $355,857 in cash andinvestments of Section 86 Committees. Council has$733,247 invested with the NAB, CBA and Bendigo Banks.

6,621,167$

General Debtors have decreased by $162,050. $244,807

Non Current AssetsFixed Assets Increased by $867,125 as per the Capital Works report. $142,847,611

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

been processed. $3,598,888

$154,958,472

Yarriambiack Shire CouncilSummary of Balance Sheet as at 31st January

Debtors

Liabilities

Net Assets

Assets

Cash & Cash Equivalents

Rate Debtors For the month of January Rate Debtors decreased by$973,295. Outstanding rates are still being pursued by debtcollection agencies. The full payment of rates is due on the15th February and the 3rd installment is due at the end ofFebruary

$11,538,182



A26/02/2020

13.2 Revenue Report – Prepared by Chantelle Pitt Recommendation: The Revenue Report as at February 2020 be received. Resolution

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Rate Classification 2018/2019 Budget 2018/2019 Actuals 2019/2020 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest TotalCommercial 359,251.86$ 111,973.12$ 357,756.79$ (293,219.12)$ (3,103.46)$ 73,419.55$ 63,773.87$ 37,437.27$ 174,630.69$ Farmland 8,272,096.97$ 262,863.97$ 8,490,975.31$ (6,820,074.80)$ (2,636.98)$ 1,762,776.12$ 134,142.43$ 15,106.04$ 1,912,024.59$ Residential 2,098,915.45$ 641,253.65$ 2,153,631.60$ (1,404,595.99)$ (126,019.58)$ 713,256.91$ 493,993.76$ 164,517.70$ 1,371,768.37$ Total 10,730,264.28$ 1,016,090.74$ 11,002,363.70$ (8,517,889.91)$ (131,760.02)$ 2,549,452.58$ 691,910.06$ 217,061.01$ 3,458,423.65$

Rate Classification 2018/2019 Budget 2018/2019 Actuals 2019/2020 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest Total Kerbside Garbage Charges 740,677.47$ 218,663.37$ 761,746.68$ (529,446.79)$ (36,637.50)$ 230,119.90$ 126,625.76$ 51,634.77$ 408,380.43$ Kerbside Recycling Charges 394,258.80$ 113,799.63$ 415,337.56$ (273,285.37)$ (26,520.98)$ 136,860.43$ 69,870.24$ 17,859.61$ 224,590.28$ Municipal Charge 366,685.92$ 201,009.00$ 375,324.92$ (249,387.80)$ (15,985.51)$ 125,939.79$ 141,584.99$ 48,890.67$ 316,415.45$ Fire Services Fixed Charge 748,468.00$ 231,930.12$ 763,776.00$ (523,070.86)$ (43,150.00)$ 224,138.34$ 181,000.70$ 40,826.61$ 445,965.65$ Fire Services Levy 363,449.08$ 40,937.12$ 489,135.18$ (392,856.32)$ -$ 102,245.49$ 14,384.14$ 2,496.53$ 119,126.16$ Credits -$ -$ -$ 55,274.65$ -$ (85,508.59)$ -$ -$ (85,508.59)$ Total 2,613,539.27$ 806,339.24$ 2,805,320.34$ (1,912,772.49)$ (122,293.99)$ 733,795.36$ 533,465.83$ 161,708.19$ 1,428,969.38$

Grand Total 13,343,803.55$ 1,822,429.98$ 13,807,684.04$ (10,430,662.40)$ (254,054.01)$ 3,283,247.94$ 1,225,375.89$ 378,769.20$ 4,887,393.03$

Dunmunkle Ward 2019/2020 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest TotalCommercial Rates 89,712.96$ (74,165.68)$ (1,764.47)$ 18,439.99$ 49,405.82$ 31,114.00$ 98,959.81$ Farmland Rates 2,594,321.25$ (2,095,220.94)$ (522.64)$ 544,659.03$ 24,603.02$ 2,761.00$ 572,023.05$ Residential Rates 657,837.15$ (419,993.60)$ (40,483.88)$ 228,477.14$ 162,305.41$ 43,998.27$ 434,780.82$ Kerbside Garbage Charges 210,038.02$ (142,497.10)$ (11,920.81)$ 66,682.15$ 44,196.51$ 18,408.81$ 129,287.47$ Kerbside Recycling Charges 124,818.58$ (81,205.07)$ (8,567.07)$ 42,126.03$ 24,526.28$ 6,689.57$ 73,341.88$ Municipal Charge 109,541.72$ (72,797.84)$ (5,350.76)$ 36,223.76$ 33,686.73$ 10,323.81$ 80,234.30$ Credits -$ 23,054.56$ -$ (26,980.05)$ -$ -$ (26,980.05)$ Fire Services Fixed Charge 216,418.00$ (146,455.95)$ (14,200.00)$ 63,522.71$ 41,509.66$ 8,612.93$ 113,645.30$ Fire Services Levy 145,676.48$ (116,980.71)$ -$ 31,315.09$ 5,204.26$ 1,149.73$ 37,669.08$ Total 4,148,364.16$ (3,126,262.33)$ (82,809.63)$ 1,004,465.85$ 385,437.69$ 123,058.12$ 1,512,961.66$

Hopetoun Ward 2019/2020 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest Total Commercial Rates 94,865.59$ (83,792.01)$ (882.23)$ 11,098.82$ 6,300.93$ 5,028.35$ 22,428.10$ Farmland Rates 2,594,093.71$ (1,986,127.03)$ (1,315.15)$ 618,478.23$ 50,316.95$ 5,343.64$ 674,138.82$ Residential Rates 403,444.99$ (240,524.40)$ (30,140.57)$ 149,654.79$ 143,608.72$ 57,293.09$ 350,556.60$ Kerbside Garbage Charges 170,438.40$ (111,178.77)$ (11,135.21)$ 55,343.96$ 45,253.94$ 22,333.94$ 122,931.84$ Kerbside Recycling Charges 103,087.38$ (63,167.70)$ (8,334.73)$ 36,338.42$ 25,000.99$ 7,851.58$ 69,190.99$ Municipal Charge 111,118.40$ (70,871.45)$ (4,996.01)$ 39,967.02$ 63,483.33$ 23,275.61$ 126,725.96$ Credits -$ 4,019.92$ -$ (27,552.19)$ -$ -$ (27,552.19)$ Fire Services Fixed Charge 236,859.00$ (158,640.06)$ (11,700.00)$ 73,177.83$ 80,795.13$ 19,577.48$ 173,550.44$ Fire Services Levy 144,957.46$ (112,642.53)$ -$ 32,962.65$ 3,825.03$ 552.90$ 37,340.58$ Total 3,858,864.93$ (2,822,924.03)$ (68,503.90)$ 989,469.53$ 418,585.02$ 141,256.59$ 1,549,311.14$

Warracknabeal Ward 2019/2020 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest Total Commercial Rates 173,178.24$ (135,261.43)$ (456.76)$ 43,880.74$ 8,067.12$ 1,294.92$ 53,242.78$ Farmland Rates 3,302,560.35$ (2,738,726.83)$ (799.19)$ 599,638.86$ 59,222.46$ 7,001.40$ 665,862.72$ Residential Rates 1,092,349.46$ (744,077.99)$ (55,395.13)$ 335,124.98$ 188,079.63$ 63,226.34$ 586,430.95$ Kerbside Garbage Charges 381,270.26$ (275,770.92)$ (13,581.48)$ 108,093.79$ 37,175.31$ 10,892.02$ 156,161.12$ Kerbside Recycling Charges 187,431.60$ (128,912.60)$ (9,619.18)$ 58,395.98$ 20,342.97$ 3,318.46$ 82,057.41$ Municipal Charge 154,664.80$ (105,718.51)$ (5,638.74)$ 49,749.01$ 44,414.93$ 15,291.25$ 109,455.19$ Credits -$ 28,200.17$ -$ (30,976.35)$ -$ -$ (30,976.35)$ Fire Services Fixed Charge 310,499.00$ (217,974.85)$ (17,250.00)$ 87,437.80$ 58,695.91$ 12,636.20$ 158,769.91$ Fire Services Levy 198,501.24$ (163,233.08)$ -$ 37,967.75$ 5,354.85$ 793.90$ 44,116.50$ Total 5,800,454.95$ (4,481,476.04)$ (102,740.48)$ 1,289,312.56$ 421,353.18$ 114,454.49$ 1,825,120.23$

Grand Total 13,807,684.04$ (10,430,662.40)$ (254,054.01)$ 3,283,247.94$ 1,225,375.89$ 378,769.20$ 4,887,393.03$

Outstanding Rates

Rates Report - February 2020Prepared by Chantelle Pitt

Outstanding Rates

Breakdown of Outstanding Rates by Ward

$4,887,393.03

$3,283,247.94

$1,166,226.14

$378,769.20$59,149.75

$-

$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

$3,283,247.94

-$10,430,662.40

$1,225,375.89 $378,769.20

Breakdown of Rates Outstanding

Current 19/20 Outstanding

Receipts

Prior Years Arrears & Legals

Interest

-$202,458.64

-$43,150.00

-$4,625.47 -$3,819.90

2019/20 Rebates

DHHS Rebates

Fire Services Levy Rebates

Council Rebates

New House Rebates

$497,646.47

$463,876.42

$9,766.98

$43,537.03

$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

$1,341,038.38

$789,181.52

$97,414.95

$649,271.81

$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



A26/02/2020

13.3 Capital Works Program 2019/2020 (February) – Prepared by Joel Turner

Seals - Roads & Streets

Urban Streets

Project Budget Cost to

date %

Completed

Start / Completion

Date Comments

Austin St Hopetoun

$4,659

Inroads (Contractor)

1 section – 52 metres Lascelles St – Chiprick Ln

Bowman St Warracknabeal

$11,928


6 sections – 261 metres in total Rainbow Rd – Railway Line

Breen St Murtoa

$16,376

100% November Inroads (Contractor)

5 sections – 323 metres in total McClintock St – Gulbin Rd

Cromie St Murtoa

$10,464


1 section – 202 metres Munro St – Marma St

Cromie St (Median)

Rupanyup $18,919

Inroads (Contractor) 1 section – 99 metres

Start of Parking Area (opp Emmetts) – End of Parking

Area

Degenhardt St Murtoa

$11,186


1 section – 98 metres Cromie St – McDonald St

Devereux St Warracknabeal

$4,211


1 section – 94 metres Kelsall St – Bowman St

Duncan St Warracknabeal

$6,552


1 section – 156 metres Kelsall St – End

Edward St Rupanyup

$2,842


1 section – 58 metres End of Hotmix – End

Foundry St Minyip

$9,750


2 sections – 133 metres in total Main St – Change

Gould St Warracknabeal

$17,476

Inroads (Contractor) 4 sections – 358 metres in

total Craig Ave – Cox St

Hewitt St Warracknabeal

$7,301


2 sections – 149 metres in total Rose St – Gardiner St

MacKenzie St Beulah

$1,823


1 section – 42 metres Phillips St – Change

McLeod St Minyip

$7,406


1 section – 108 metres Market St – Petering St

Menin Ave Warracknabeal

$6,182


2 sections – 128 metres in total Kokoda Ave – Coral Ave

Molyneaux St Warracknabeal

$37,856


1 section – 265 metres Lyle St – Woolcock St

Munro St Murtoa

$6,993


1 section – 111 metres



A26/02/2020

Collins St – Webb St

Phillips St Warracknabeal

$17,290


1 section – 250 metres Anderson St – Scott St

Scott St Warracknabeal

$35,078


1 section – 232 metres Phillips St – Kelsall St

Taverner St Beulah

$16,216


2 sections – 237 metres in total Hopetoun St – Deakin St

Wheatlands Museum Rd

Warracknabeal $15,372

Inroads (Contractor) 1 section – 366 metres Henty Hwy – Stawell Warracknabeal Rd

Wood St Rupanyup

$6,363


1 section – 101 metres Cromie St – Stewart St

Wood St Warracknabeal

$12,519


1 section – 263 metres Start – Hudgson St

Yarrack Ln Hopetoun

$3,969


1 section – 81 metres Change – Austin St

Rural Roads Seals

Project Budget

Cost to

date %

Completed

Start / Completion

Date Comments

Hopetoun Yaapeet Rd

$91,938

Inroads (Contractor) 1.99 kms x 6.6m Seal

Starting 24 kms from Hopetoun Rainbow Rd

Patchewollock Tempy Rd

$58,212

Inroads (Contractor) 1.26 kms x 6.6m Seal Starting 6.4 kms from

Sunraysia Hwy

Patchewollock Tempy Rd

$71,610

Inroads (Contractor) 1.55 kms x 6.6m Seal

Starting 15 kms from Sunraysia Hwy

Footpaths and Kerb & Channel


date %

Completed

Start / Completion

Date Comments

Werrigar St Warracknabeal

$249,750

$154,250 100% January/Feb New Kerbing –

370 metres Anderson St – Creek

Campbell St Warracknabeal

$72,000

Replacing Kerbing –

125 metres Werrigar St – Lynch st

Werrigar St Warracknabeal

$66,600

$42,245 100% January/Feb

Upgrade path to concrete – 370 metres

Anderson St – Creek

43



A26/02/2020

Gravel Shoulder Resheets

Southern Zone


date %

Completed

Start / Completion

Date Comments

Ailsa Rd $75,000

1.5 kms Gaulkies Rd – Kranzs Rd

Funding – Roads to Recovery

Minyip Rich Avon Rd

$37,500

750 metres Starting 1.5 kms from

Watsons Rd heading east Funding – Roads to

Recovery

Sheep Hills Kellalac Rd

$100,000

2 kms Starting from Henty Hwy


Northern Zone

Brim East Rd $37,500

750 metres Starting from Cemetery to

McFarlane’s Driveway Funding – Roads to

Recovery

Centre Hill Rd $100,000

20% September

2 kms Binders Rd – Lascelles East

Rd Funding – Roads to

Recovery

Galaquil West Rd

$75,000

1.5 kms Starting

Collins Rd Funding – Roads to

Recovery

Gravel Re-Sheets

Southern Zone


date %

Completed

Start / Completion

Date Comments

3LK Rd $30,360

+ $111,240

$133,731

100% September

4.8 kms starting 8 kms from Wimmera Hwy -

Gellatlys Rd Funding – Roads to Recovery & Council

Areegra Exchange

Rd $81,972

$1,977 5% November

3.2 kms starting 1.6 kms from Borung Hwy –

Watchem Warracknabeal Rd


Bryntirion Rd

$21,657

1.07 kms starting at

Stawell Warracknabeal Rd



A26/02/2020

Burrum Lawler Rd

$40,480

$45,034 100% January

3.25 kms starting 7.8 kms from

Minyip Rich Avon Rd Funding – Roads to

Recovery

Childs Rd $22,272

2.5 kms

starting at Sheep Hills Minyip Rd

Daveys Rd $22,998

1.01 kms starting 8.7 kms from Donald

Murtoa Rd – Yarriambiack Creek

Delahuntys Rd

$26,919

1.33 kms

starting at Wimmera Hwy

Donald Laen Rd

$20,416

$22,984 100% January

1.2 kms starting 1.24 kms from Flett Rd

Jung Rec Reserve Rd

$7,084

$2,942 100% January 350 metres

Starting 7.3 kms from Donald Murtoa Rd

Lawler Rd $64,870

3 segments totalling 3.2 kms

starting 3.6 kms from end of seal


Mellis Rd $27,840

1.5 kms starting 14.4 kms from Stawell Warracknabeal

Rd – Rupanyup Rd

Niewands Rd

$26,716

2 segments totalling 1.415 kms

starting 1.6 kms from Minyip Coromby Rd –

Church Rd

Nitschke Rd $18,560

1 km

starting 1.63 kms from Mellis Rd

Perris Rd $9,280

$9,049 100% September

500 metres starting from Cannum

Five Chain Rd (heading north)

Thompsons Rd

$13,549


730 metres Starting 1.9 kms from

Areegra Exchange Rd – Shire Boundary

V Matthews Rd

$40,480

$787 5% January 2.9 kms

starting at Wimmera Hwy

Watchem Carron Rd

$48,576

1.92 kms starting 750 metres from

Borung Hwy Funding – Roads to

Recovery

Gravel Re-sheets

Northern Zone


date %

Completed

Start / Completion

Date Comments

Centre Hill Rd $9,030 $15,048 100% August 420 metres



A26/02/2020

Starting 11 kms from Hopetoun Sea Lake Rd

– Hollands Rd

Cummings Rd $27,606

1.07 kms starting at

Patchewollock Sea Lake Rd – Baring Rd

Daldee Rd $5,939 320 metres

starting 5.11 kms from Long Rd – Cozens Ln

Darts Rd $20,787 $13,682 100% January 1.12 kms

starting at Henty Hwy

Ellam Willenabrina

Rd $26,448 $11,004 100%

December/December

1.14 kms Starting 3.35 kms from

Warracknabeal Rainbow Rd – Geodetic

Rd

Glenore Rd $17,200 $12,623 100% July /

August 1 km

Goads Rd $19,488 $10,286 100% January 1.05 kms

starting at Henty Hwy

Goyura East Rd

$21,500

1 km starting 15.57 kms from

Henty Hwy – Shire Boundary

Goyura East School Bus

Route $17,200

1 km starting 14.9 kms from

Henty Hwy

Hatcher Anderson Rd

$11,524 $13,430 100% January 670 metres

Starting 2.13 kms from Sunraysia Hwy

Hopevale Rd $30,960 $25,257 100% January

1.8 kms Starting 1.45 kms from Hopetoun Rainbow Rd

– Gaalanungah Rd Funding – Roads to

Recovery

Kinkora Rd $41,968


Windy Ridge Rd – Hogans Rd


Langleys Rd $9,094 $10,011 100% December/December

490 metres starting at Averys Rd

Lascelles North Rd

$57,190 $28,159 100% August / August

2.66 kms starting 5.52 kms from Sea Lake Lascelles Rd – Gama Sea Lake Rd Funding – Roads to

Recovery

Lewis Rd $23,942 1.29 kms

starting 1.78 kms from Lah Angle Rd

Pearce & Barbary Rd

$26,316 $20,807 100% September/ September

1.53 kms starting at Sunraysia

Hwy



A26/02/2020

Phitzner Eys Rd

$34,744 $15,544 100% September/ September


Hopetoun Yaapeet Rd – Glenore Rd


Power Line Rd $16,704 $7,863 100% January

900 metres starting 4.06 kms from Jeparit Warracknabeal

Rd

Quinanes Rd $33,325

1.55 kms starting 1.31 kms from Patchewollock Tempy Rd – View Point Rd Funding – Roads to

Recovery

Rickards Rd $17,716 $32,125 100% November/December

400 metres starting 6.87 kms from

Galaquil East Rd – Birchip Rainbow Rd

& 630 metres

starting 5.11 kms from Galaquil East Rd

Robins Rd $5,848 $7,003 100% August/ August

340 metres starting from Henty

Hwy – end

Rosebery Rainbow Rd

$17,845

$22,918

100% October/ October

830 metres starting 28.8 kms from Henty Hwy – Sluggets

Rd

Shearing Shed Rd

$9,288 $11,949 100% July/July

540 metres starting 1.62 kms from

Patchewollock Sea Lake Rd

Turriff East Rd $34,615 $36,618 100% July/July


Sunraysia Hwy – Shearing Shed Rd


Two Mile Rd $25,800 1.5 kms

Windy Ridge Rd

$55,470


Henty Hwy Funding – Roads to

Recovery

Wirrbibial Rd $23,564

1.37 kms

starting at Cambacanya Rd

Yaapeet West Rd

$31,992

1.86 kms Starting 2.52 kms from Yaapeet Kenmare Rd –

Lake Albacutya Park

Yarto Speed Rd

$22,360

1.3 kms Starting 8.25 kms from

Patchewollock Sea Lake Rd



A26/02/2020

Rehabs

Southern Zone

Project Budget Cost to date

% Completed Start /

Completion Date

Comments

Banyena Pimpinio Rd

$483,748


1.5 kms starting V Schultz Rd

heading west Renew 6.6m Seal Funding - Fixing Country Roads

Burrum North Rd

$423,430

$263,553 80% November

1.6 kms starting 1 km from

Wimmera Hwy Renew 4m Seal Funding - Fixing Country Roads

Minyip Dimboola Rd

$437,000

$97,241 20% December

1.5 kms starting Huebners Rd –

Glovers Rd Renew 6.6m Seal Funding – Heavy

Vehicle Safety

Northern Zone

Yaapeet Kenmare Rd

$348,738

$170,403 75% August


Cowan St Renew 4m Seal Funding - Fixing Country Roads

Hopetoun Yaapeet Rd

$385,480

$20,130 10%

1 km Renew 6.6m Seal

starting Hopevale Rd towards Hopetoun Funding - Fixing Country Roads

Lah West Rd $330,338

$231,802 75% November

1.5 kms starting Witneys Rd

heading east Renew 4m Seal Funding - Fixing Country Roads

Beyal Rd $342,988

$13,678 20% January

2 kms starting Taylor Rd

heading north Renew 4m Seal Funding - Fixing Country Roads

Urban Construction

Southern Zone

Project Budget Cost to date

% Completed Start /

Completion Date

Comments

Asquith Res Warracknabeal

$10,000

60m Cul-d-Sac



A26/02/2020

Foundry St Minyip

$74,750

$80,034 100%

September/ October

250 metres End of Seal – Wimmera St


Hamilton / Breen St Murtoa

$24,000

20 metres

Intersection

Taylor St Rupanyup

$65,750

$8,174 20% August

255 metres Wood St – Walter St Funding – Roads to

Recovery

Grain Corp Warracknabeal

$50,000

100 metres Henty Hwy Entrance Funding – Roads to

Recovery

Warracknabeal Aerodrome

$20,000

50m Parking area

Northern Zone

Cronomby Tanks Rd

Woomelang $149,500

410 metres in between Hopetoun

Sea Lake Rd – Sunraysia Hwy


Cutya Lane Hopetoun

$20,000

30% December Rehabilitate and seal

Lascelles / Hopetoun St

Beulah $12,000

10 metres Intersection

Yarrack Lane Hopetoun

$20,000

$5,698 30% December Rehabilitate and seal

Other works:

Kerb and footpath contract has been completed.

Stabilisation has been completed.

Sealing work is about to recommence.

Town maintenance, mowing etc.

Recommendation The Capital Works Program 2019-2020 (February) be received

Resolution

Moved Cr S Roberts Seconded Cr H Ballentine

That the recommendation be adopted Carried



A26/02/2020

13.4 Permits issued by Council – January

Reference No Applicant Date of Issue

Building Permits

BP 110-19 Murtoa Swimming Pool 8/01/2020

BP 111-19 Chris Lehmann 3/01/2020

BP 107-19 Yarriambiack Shire Council 17/01/2020

Planning Permits

TP 01-20 Barry Robinson 29/1/2020

TP 03-20 Max Golder 29/1/2020

TP 05-20 Action Steel Pty Ltd 29/1/2020

TP 29-19 Gateway BEET 7/1/2020

TP 53-19 Paul Lester 21/1/2020

TP 56-19 Wimmera Mallee Grain Service 21/1/2020

TP 44-19 Paul Lester 21/1/2020

Septic Tank Permits

Local Laws Permits

04/20 Hearing Australia (street trading permit) 8 January 2020

05/20 Hearing Australia (street trading permit) 8 January 2020

Permits to Burn

Road Reserve Works Permits

Asset Protection Permits

APP 2020-01 Lachlan McGinnis 06/01/2020

Firewood collection Permits

Recommendation: That Council note the permits issued by Council between 01 January and 29 January 2020. Resolution

Moved Cr T Hamilton Seconded Cr C Heintze


Carried

50



A26/02/2020

Moved Cr H Ballentine Seconded Cr K Zanker that standing orders be suspended at 10:55am Carried Moved Cr T Hamilton Seconded Cr H Ballentine that standing orders be resumed at 11:15am Carried

51



A26/02/2020

13.5 Draft media and communications Policy – prepared by Jessie Holmes Conflict of Interest:

There is no conflict of interest for any Council staff member involved in the preparation of this report, or involved in the subject matter of the report.

Discussion: As Council keeps the community and stakeholders informed through a number of media and communication channels it is important to have a policy that regulated the way in which information is disseminated to ensure consistency of style and message. The Policy sets out who will speak on behalf of Council as a representative on matters, through what media channels and communication styles they will use including newspapers, social media and radio and also the expected style guides and usage of Council logos etc through their communications. Community considerations:

The community expectations are that they be kept aware of Council happenings through a range of sources and can expect a reliable source of information. Environmental considerations: There are no environmental considerations. Financial and risk considerations:

There is budget to accommodate advertising in the locally circulating newspapers and social media and advertising is incorporated in to an existing role within the Corporate services team. Media and communications creates a range of risks around ensuring appropriate use of the mediums to ensure the community and relevant stakeholders are aware of news, information, events, jobs, tenders and required statutory information such as planning permit applications and notices of intention by Council. Many pieces of legislation administered by Council require notification to the public and the Media and Communication Policy sets out the methods for communication. There is also the need to ensure reputational risk is managed via appropriate policy around the usage of media by Council staff and Councillors which is also set out in the attached policy. Recommendation:

That council adopt the attached Media and Communications Policy. Resolution

Moved Cr K Zanker Seconded Cr H Ballentine


Carried 52

MEDIA & COMMUNICATIONS POLICY

Name Policy: Media & Communications Policy This Document is Uncontrolled when Printed Responsible Officer:

Version: 0.1 Issue Date: 26/02/2020 Next Review: February 2023 Page 1/ 5


Yarriambiack Shire Council encourages a working environment which promotes gender

equality and models non-violent and respectful relationships.

1. POLICY PURPOSE

The purpose of this policy is to provide understanding and guidance for the appropriate

use of media and communication tools, including verbal, printed and digital by

Yarriambiack Shire Council employees, Councillors and contractors while conducting

Council business.

The Media & Communications Policy is an important document that helps to protect

Council’s reputation by ensuring consistency and accuracy in the information Council

places in the public environment.

2. SCOPE

This policy applies to elected Councillors, the Management Team and employees including

full-time, part-time, contract, casual, work experience and trainees, contractors and

volunteers of Yarriambiack Shire Council.

3. POLICY

This policy ensures Yarriambiack Shire Council is delivering services in-line with

community needs and expectations. Council communicates with key stakeholders through

a variety of channels to engage with their needs, concerns, ideas and objectives.

Council accepts the important role of the media to report on issues of interest to the

community and its right to scrutinise Council activities. Council will endeavour to maintain

positive and respectful relationships with media outlets.

3.1 Media Relations and Spokespeople

Media Relations

Media is a key part of Council’s operations, an important source of information for our

community and a significant part of Council’s role as a community leader and advocate

within the region. Yarriambiack Shire Council will use this policy to assist the Mayor,

Councillors, Chief Executive Officer and staff in understanding the correct communication

processes when handling media enquiries, identifying spokespersons for media interviews,

preparing media statements and making comments to the media.

Council will endeavour to respond to media enquiries within a respectful deadline where

possible and attempt to reply to all enquiries within 48 hours of being received. Should

Council choose to provide a response or in the event that response time cannot be met

due to the complexity of the request, the Chief Executive Officer will contact the media

and advise. All enquiries will be acknowledged by the Chief Executive Officer once received.

Spokespeople

The Chief Executive Officer handles all media enquiries. Council staff are not permitted to

be interviewed or provide a response to the media and must direct any enquiries to the

Chief Executive Officer.




The Mayor is the official spokesperson on decisions of the Council. If the Mayor is

unavailable, the Deputy Mayor will act as Council’s official spokesperson.

While it is recognised that Councillors can speak to the media in their capacity as individual

Councillors, it is also recommended that they advise the Mayor.

The Mayor in consultation with Councillors is responsible for the allocation public speaking

roles at Council organised events requiring Council participation.

The Chief Executive Officer is the official spokesperson on high level operational matters.

Responses to media enquiries of a day-to-day operational level matter or enquiries of a

technical nature are referred to the relevant Director to act as spokesperson.

The roles and responsibilities for each spokesperson are outlined in the following table:

Authorised Officer Roles and Responsibilities

Mayor Official spokesperson on all policy matters and decisions of

the Council.

Deputy Mayor Acts as the Mayor’s delegated spokesperson if the Mayor is

not available.

Councillors Able to speak to the media in their capacity as individual

Councillors.

Chief Executive

Officer

Official spokesperson on high level operational matters.

Directors Delegated spokesperson on day-to-day operational or

technical enquiries.

Media Officer Responsible for coordinating responses and providing

information to the media on behalf of Council.

Staff No media role unless requested by the Chief Executive

Officer to provide information or comment in the

formulation of a media enquiry. May be chosen by the

Media Officer to feature in communications material as the

subject matter.

3.2 Communications Channels

Media Opportunities

Yarriambiack Shire Council utilises a variety of communication tools to provide the media

and community with timely information.

The Council will actively develop positive relationships with the media and pursue all

opportunities for media involvement.

This will be achieved through:

Investigating a Mayoral Column to appear in the Wimmera Mail Times, Weekly

Advertiser, Warracknabeal Herald, Hopetoun Courier and Murtoa Advertiser. The

CEO will work closely with managers and staff to ensure quality, newsworthy

information that is of interest to the community.

Investigate a regular Mayoral Radio Segment for ABC radio and 3WM commercial

radio.




The CEO will work closely with the leadership team, staff and councillors to ensure quality,

newsworthy information that is of interest to the community.

Council and Forum Meetings

Shire Council meetings are held every month and are open to the community and media.

Forum meetings are held every fortnight.

Media Releases

The Media Officer is responsible for coordinating, approving and dispatching all media

releases, photo opportunities and media briefings following authorisation. These will be

emailed to councillors for their information.

All media releases from Council must be approved by the CEO before release.

If Council managers/staff have photographs, they are to forward them to the Media Officer

for distribution with the media release. Photograph captions are to be written at the top

of the media release. Please ensure all names are spelt correctly.

Website

Council’s website is a key communicational tool. Whilst hosting a range of content specific

to services, events and programs offered by Yarriambiack Shire Council, it also provides

an avenue to distribute information to the community and media.

Content published on Council’s website must be approved by the Chief Executive Officer

or a Director.

The development of sub-sites, including social media pages, is discouraged and all

requests must be approved by the Chief Executive Officer except for tourism and youth.

Digital Communications (including Social Media)

Yarriambiack Shire Council recognises digital communications is an effective way to

engage with the community. Council creates specific content that meets and exceeds the

expectations of a target audience in a specific digital platform, and is in line with

Yarriambiack Shire Council strategic objectives.

Roles have been developed within Yarriambiack Shire Council to manage content and

maintain dialogue with the community through each platform. These roles are expected

to:

Gain authorisation from the Chief Executive Officer or relevant Director

Adhere to Council’s Code of Conduct and relevant policies and procedures

Moderate during business hours from Monday to Friday

Respond to community requests within two business days

Delete comments that are deemed inappropriate.

Councillors are not permitted to post on Councils digital communications channel and

should be mindful of posting comments under Council posts.

Councillors and employees are encouraged to share Council’s content.

Personal use

Yarriambiack Shire Council encourages Councillors and employees to participate in all

forms of digital communications and to understand the views expressed by Councillors and

employees are those of the individual and not of Council.




When using digital communications in a personal manner, Councillors and employees

should avoid speaking on behalf of Council and to be mindful of speaking about Council,

Councillors and employees. What may have been intended for friends and family may end

up being seen by a broader audience.

Failure to adhere to the above guidelines may result in disciplinary action as per the

relevant Code of Conduct.

Publications

The Media Officer prepares and issues ‘Yarri News’ to residents, who wish to receive a copy

via email or post on a regular basis as well as featuring in newspapers.

Yarri News’ features information from across the shire and is limited to one page.

Publications produced by Council departments must be professionally produced and meet

Council editorial standards and style guides and be proofread before seeking final approval

from the Chief Executive Officer or relevant Director.

All outgoing Yarriambiack Shire material will include website details. The Council will

update the website on a regular basis.

3.3 Branding Requirements

Logo Usage

Yarriambiack Shire Council logos are to appear on all Council communications including

correspondence, publications, forms, brochures, advertisements, displays, signage,

employee uniforms, fleet vehicles and other plant, electronic communications and any

other relevant communication medium.

Where appropriate and in-line with contractual obligations, Council contractors are to

display the Yarriambiack Shire Council logo on their vehicles/plant/publications, with the

approval of the Chief Executive Officer.

All of Yarriambiack Shire Council’s logos are to be used in line with the respective branding

guidelines. Approval must be sought by the Chief Executive Officer prior to using a logo.

Failure to use a Council logo without permission is in breach of Council’s copyright.

Council’s logos include (but are not limited to):

Yarriambiack Shire Council

Yarriambiack Shire Council Youth

Wimmera Mallee Tourism

Advertising

Council will undertake advertising to communicate information and promote events,

activities and services to both the local community and beyond.

Advertising is recognised as a key tool for marketing purposes.

Advertising will be placed within the channel most appropriate to reach the target audience

with the relevant content and includes (but is not limited to):

Print media: local

Publications: local papers

Broadcast media: television and or radio

Online: Google, social media, relevant websites and other platforms

Outdoor advertising: billboards, signage




Signage

Yarriambiack Shire Council signs (including digital signs) are to adhere to the standards

outlined in the respective branding guidelines and must be approved by the Chief Executive

Officer.

Public Displays

All of Yarriambiack Shire Council’s displays or exhibits are to include the appropriate

Yarriambiack Shire Council logo and be of a professional standard.

Breaches

Breaches of this policy will be dealt with in accordance with our Councillor’s Code of

Conduct and the Code of Conduct for Employees.

4 POLICY REVIEW

Council will review this policy as required but always within twelve months after a general

election of the Council.

Council Approved Policy

Policy Adopted: Ordinary Meeting 2 December 2002 Minute Book Page

Policy Reviewed: Ordinary Meeting 26 February 2020 Minute Book Page 51

Ordinary Meeting February 2023



A26/02/2020

13.6 Draft Gravel Pit Policy and Procedure – Prepared by Jessie Holmes Conflict of Interest:


Discussion: Recent internal and external audits have identified a need for Council to establish a policy around the identification, use and rehabilitation of Gravel Pits and robust procedures to demonstrate appropriate governance practices. This was further highlighted through the Local Government Inspectorate report and as a result Council obtained a financial assistance grant (FAST) from Local Government Victoria to assist. Moore Stephens an accounting firm was appointed to undertake the work and met with a range of internal staff to walk through the current practices and formulate the attached policy and procedures. In developing the attached documentation, Moore Stephens gave consideration to the current practices, the need to have a framework that met legal requirements but was practical for an organisation with limited resources and also met the needs of statutory authorities, auditors and gave the community a level of satisfaction that Gravel Pits were being managed appropriately. Community considerations: The community assist Council with identifying sites to use and benefits from Council having ready access to gravel material for supply on to our extensive road network. This Gravel Pit Policy and Procedures serves the community by demonstrating a commitment to good practice in relation to one of our most important resources.

Environmental considerations: There are a range of environmental factors taken in to consideration when an application is made to extract materials from a site including vegetation impacts, ground water impacts, buffer zones, surrounding traffic movement increases and their impact on the environment and provisions must be made to rehabilitate the site post extraction of material. These are shown in the procedure flow charts and make up part of the licence approvals and budgeting process. Financial and risk considerations: The policy and procedures were borne out of identified risks in both internal, external audits and the Inspectorate report. The documents provide a robust but practical way for Council to address the risks associated with managing gravel pit sites including the appropriate financial accounting mechanisms to be utilised in the process.

58



A26/02/2020

Recommendation:

That council adopt the attached Gravel Pit Policy and Procedures. Resolution

Moved Cr C Heintze Seconded Cr H Ballentine


Carried

59

Gravel Pit Management Policy and

Procedure Manual

Drafted December 2019

Ratified 26 February 2020

GRAVEL PIT MANAGEMENT POLICY AND PROCEDURE MANUAL

Name Policy: Gravel Pit Management Policy and Procedure Manual

This Document is Uncontrolled when Printed Responsible Officer: Manager Operations



TABLE OF CONTENTS

1. Principles ............................................................................................................................................... 2

1.1 Purpose .............................................................................................................................................................. 2

1.2 Objective ............................................................................................................................................................ 2

1.3 Statement ........................................................................................................................................................... 2

1.4 Legislative and other compliance standards ...................................................................................................... 2

2. Policy Custodian .................................................................................................................................... 3

3. Treatment of GST .................................................................................................................................. 3

4. Materiality .............................................................................................................................................. 3

5. Definitions .............................................................................................................................................. 3

6. Operational Management Procedure and Guidance ............................................................................... 5

6.1 Landowner engagement .................................................................................................................................... 5

6.2 Contractual agreements with landowners......................................................................................................... 6

6.3 Quality testing .................................................................................................................................................... 6

6.4 Department approval of extraction works ........................................................................................................ 6

6.5 Council Quarry Manager .................................................................................................................................... 8

6.6 Dispute resolution .............................................................................................................................................. 8

6.7 Engaging external Contractors for stone extraction works ............................................................................... 9

6.8 Procuring stone from third party suppliers........................................................................................................ 9

6.9 Contract management ....................................................................................................................................... 9

6.10 Consumption of stones .................................................................................................................................... 10

6.11 Closure of a Council Gravel Pit ......................................................................................................................... 11

6.12 Rectification works ........................................................................................................................................... 11

7. Financial Management Procedure and Guidance ................................................................................. 12

7.1 Bank guarantees ............................................................................................................................................... 12

7.2 Royalties ........................................................................................................................................................... 12

7.3 Monthly stock reconciliations .......................................................................................................................... 13

7.4 Government agency reporting ......................................................................................................................... 13

7.5 Provision for rectification works ...................................................................................................................... 13

8. Practical User Guide ............................................................................................................................ 14

8.1 Flowchart of operational and financial management procedures .................................................................. 14





Yarriambiack Shire Council encourages a working environment which promotes gender equality and models

non-violent and respectful relationships.

Principles

Purpose

This Policy sets out the requirements for Yarriambiack Shire Council (Council) to implement and maintain an effective internal control framework over the operational and financial management of its Gravel Pits to ensure that Council resources are managed in line with Council and community expectation.

Objective

The objectives of this Policy are as follows:

Establish a control framework around the operational and financial management of council Gravel Pits

to ensure that council resources are used effectively and efficiently;

Ensure compliance with relevant legislative requirements;

Achieve high standards of Probity, Transparency, Accountability and Risk Management in relation to

the management of Council’s Gravel Pits;

Ensure contracts with land owners are transparent and sufficiently documented to mitigate unforeseen

risk to Council; and

To ensure Council is achieving Value for Money through the management of its Gravel Pits.

Statement

This Policy encompasses all Council contracted Gravel Pits as well as stones sourced from third party

suppliers for Council consumption. Council Staff are not permitted to on sell stones, extracted or otherwise

acquired, to willing buyers without the approval of the CEO.

This Policy requires compliance from Councillors, Special Committee Members, Contractors, Consultants,

the Chief Executive Officer (CEO) and all Council Staff.

Legislative and other compliance standards

This policy is developed to ensure adherence to the following legislation and best practice guidelines:

Mineral Resources Sustainable Development Act 1990 (MRSD Act)1.

Code Practice for Small Quarries issued by the Department of Primary Industries, Earth Resources

Regulation Branch (Earth Resources); and

Local Government Act 1989, specifically section 136 which outlines the principles of sound financial

management for local governments.

1 The MRSD Act is the key legislative framework that regulates extraction industry operations. This standard replaced the Extractive Industries

Development Act 1995 as the Act which governs Extractive Industries.





Policy Custodian

The authoriser of this policy is the CEO. Enquiries regarding this policy should be directed to Council Work

Supervisors (operational queries) or the Manager of Corporate Services (financial queries).

Treatment of GST

All monetary values stated in this policy include Goods and Services Tax (GST) except, where specifically

stated otherwise.

Materiality

This policy refers to Materiality, which is a concept that denotes the level of financial risk the Council is willing

to accept on a certain transactions or outcomes prior to further procedures or controls being implemented to

mitigate the risk an acceptable level.

For the purposes of this policy, Materiality is deemed to be 1% of the total value of stones on hand or $10,000,

whichever is less.

Definitions

Compliant Severity

As defined in section 6.6 of this policy.

Contract Management

The process that ensures both parties to a contract fully meet their respective obligations efficiently and effectively, in order to deliver the business and operational objectives required from the contract. Process will also ensure that Council is consistently achieving Value for Money on is contracts.

Contract An agreement between two or more authorised persons on behalf of their organisations to perform or not perform a specific act/s that is enforceable by law. A contract may be verbal or written or inferred by conduct. A contract is to be distinguished from a contract pursuant to section 186 of the Local Government Act.

Contractor Respondent (person, firm etc.) whose tender/quotation offer has been accepted by the Council with or without modification.

Council Staff Includes full-time and part-time Council officers, temporary employees, Contractors and consultants while engaged by the Council.

Expression of Interest (EOI)

An invitation for entities to submit an EOI for the provision of the goods, services and works which generally set out in the overview of requirements contained in Council’s Tendering Policy and Procedures Manual. This invitation is not an offer or a contract.

Extractive Industries

Extractive industries is defined in the MRSD Act as the extraction or removal of stone from land if the primary purpose of the extraction or removal is the sale or commercial use of the stone, or the use of the stone in construction, building, road or manufacturing works.

Gravel Pit Refer to the definition of a Quarry

Preferred Supplier

A supplier who has a formal arrangement with Council for being a preferred supplier for goods and/or services. The supplier may be chosen through an EOI process and will provide Council with a price list annually and proof of insurances.





Probity Upright, honest, proper and ethical conduct and propriety in dealings. It is often also used in government in a general sense to mean good process.

Procurement Procurement is the whole process of acquisition of external goods, services and works. This process spans the whole life cycle from initial concept through to the end of the useful life of an asset (including disposal) or the end of a service contract.

Quarry A pit or excavation made in land below the natural surface for the purpose of extracting or removing stone if a primary purpose of the extraction or removal is the sale or commercial use of the stone or the use of stone in construction, building, road or manufacturing work.

Quarry Manager A suitably qualified and experienced member of council appointed by the CEO in accordance with the MRSD Act.

Quotation A formal statement of promise (submitted usually in response to a request for quotation) by a potential supplier to supply the goods or services required by a buyer, at specified prices, and within a specified period.

Sites Refers to a location of a Gravel Pit where Council has:

Received and EOI for future extraction works;

Performed site testing for future extraction works; or

Entered into a contract with landowners for future extraction works.

Stone Stone includes those extracted or purchased by Council, for Council consumption, which include:

Sandstone;

Limestone; and

Any other stone consumed in the development or maintenance Council Asset’s.

Value for Money Value for Money in Procurement is about selecting the supply of goods, services and works taking into account both cost and non-cost factors including:

Non-cost factors such as fitness for purpose, quality, service and support; and

Cost-related factors including whole-of-life costs and transaction costs associated with

acquiring, using, holding, maintaining and disposing of the goods, services or works.

Work Authority Means a Work Authority granted under section 77I of the Mineral Resources (Sustainable Development) Act 1990.

Work Plan Means a Work Plan lodged under section 77G of the Mineral Resources (Sustainable Development) Act 1990.





Operational Management Procedure and Guidance

Landowner engagement

Council can engage landowners via the follow avenues to obtain Expressions of Interest (EOI) for potential extraction sites:

Council may hold community meetings to obtain EOI from community members;

Council may advertise in media for EOI from the community; or

Council Work Supervisors can engage directly with land owners where evidence of the land suggests

that there may be appropriate stone deposits on site or there is evidence of an old Quarry.

Such procedures will only be carried out where the Council has a need for new extraction sites and the procedure is approved by the CEO. To document the Council’s need for extraction sites, a register is to be maintained by the Work Supervisors that documents the following:

all current Gravel Pit sites where extraction is currently being performed and the estimated years

remaining for the site;

all current Gravel Pit sites where contracts have been agreed with landowners, however extraction

works have not commenced and estimated years remaining for the site; and

all potential extraction sites where EOI’s have been obtained by Council or landowners have been

approached by Council Work Supervisors.

This register to be assessed against the Council’s future project works to determine whether the identified Gravel Pits appropriate for Councils future needs.

This information is also available on the Victorian Government Resource Rights Allocation and Management (RRAM) portal, with access available to registered staff users.

The register will be maintained along with files for all Gravel Pit sites. These files will contain all information relating to Council’s involvement with the sites, including but not limited to:

Work authorities and licences obtained for extraction approval;

Contracts entered into with landowners;

Quality and quantity testing reports;

Historical records provided by landowners to support claims of old mines;

Site plans and permits;

Engineering and rectification plans;

Correspondence from Earth Resources and other environmental departments;

Correspondence from WorkSafe authorities, and

Approval of all rectification works.





Contractual agreements with landowners

Where potential sites for stone extraction have been identified and Council has a need to contract with new landowners, the Work Supervisors are authorised to engage with landowners to confirm if they wish to proceed with site testing.

A contract will be entered into between the landowner and Council outlining Council’s responsibilities to the landowner both during and after the site testing has been performed. The contract must be signed by the landowner and by the Manager Development (MD Officer) on behalf of Council prior to any Council work being conducted on site (including quality testing of stone).

Subject to the quality test of the land being successful and the Manager of Asset Operations approval to proceed with the extraction of stone from the site (refer to section 0), the contract will also stipulate the value of Royalties payable to the landowners.

Standard contract templates will be used for entering into contracts with landowners to ensure all terms and conditions of the agreement are consistent across all sites. Any variations to the standard template must be authorised by Council’s CEO (subject to the CEO’s delegated authority) prior to the contract being signed on behalf of Council.

It is the responsibility of Council’s MD Officer to ensure the template is updated to reflect current legislation. To ensure the standard contract template is maintained with current legislation, the MD Officer will have the template reviewed by Council’s preferred legal advisor every 2 years or when there are known changes in the relevant legislation that requires the template to be updated.

Quality testing

Once the contract between Council and landowner is signed, the Manager of Asset Operations is delegated the responsibility of obtaining quality tests of the sites stone deposits. A third party supplier will be engaged by Council (at Council’s expense) to provide quality testing services. Procuring the services of a third party service provider will be performed in line with Council’s Procurement Policy and Delegation of Authority.

Quality is determined by testing a number of bore samples taken from the site, which determine the depth and quality of stone deposits. Council relies on the expertise of the third party suppliers to provide accurate results and therefore decisions as to whether or not to proceed with extraction from the site is based on the outcomes of these reports.

Based on the findings of the quality test, the Manager Operations will determine whether to proceed with the extraction from the site. This decision will be communicated back to the landowner in writing.

Department approval of extraction works

Unless a site is deemed exempt under the MRSD Act, Council must hold a Work Authority prior to commencing extraction works on a quarry. The Council MD Officer is delegated the responsibility for preparing and submitting the application for a Work Authority with Earth Resources. This may include the preparation of a Work Plan if required under the MRSD Act. The MD Officer is authorised to liaise with Earth Resources on behalf Council, which may involve arranging site visits and meetings in relation to the application of the Work Authority. Refer to Figure 1, which outlines the approval process for the Work Authority under the MRSD Act, which Council must follow. The Quarry Manager will assist in the preparation of the Work Authority application by engaging engineers to prepare site specifications and plans. A third party supplier may be engaged by Council (at Council’s





expense) to provide engineer specifications. Procuring the services of a third party service provider will be performed in line with Council’s Procurement Policy and Delegation of Authority. Upon the Work Authority being approved, the Quarry Manager is responsible for marking out the site boundaries in accordance with the Work Authority. Figure2 1: Quarry Approval Process

2 Figure obtained from the Code of Practice for Small Quarries issued by the Department of Primary Industries, Earth Resources Regulation Branch





Council Quarry Manager

Section 77Q of the MRSD Act states, the holder of an extractive industry work authority must not carry out any extractive industry unless the holder has appointed a quarry manager or a person to manage the extractive industry operation.

To ensure compliance with the MRSD Act, at least one Council staff member (‘Quarry Manager’) 3 will hold the required accreditations and be suitable experienced to be manage Council’s extractive operations. The Quarry Manager will be delegated the responsibility of ensuring Council extraction operations are compliant with legislative requirements. This will be achieved by the Quarry Manager performing regular site visits to monitor:

Compliance with work authorities;

Compliance with work safety practices;

Monitoring and resolving disputes and complaints with landowners, and

Engaging and meeting with relevant legislative representatives, such as Earth Resources or WorkSafe

employees

Dispute resolution

It is the responsibility of Council’s Quarry Manager to ensure all complaints and disputes with landowners in relation to the Gravel Pits is recorded on the Council Complaints register. A Register of Complaints will be maintained from the point at which Council engages with a landowner (prior to signing any agreements) until the end of the contractual arrangement with the landowner or Council’s decision to not go ahead with the proposed Gravel Pit, whichever occurs first.

As a minimum, the complaints register will detail the following items:

Date of compliant;

Community Member who raised the compliant with Council;

Council Staff member who received the compliant;

The nature of the compliant;

Council’s internal assessment of the complaint severity (High, Moderate or Low); and

Resolution of the compliant including any action taken by Council.

Compliant Severity is defined as the level of potential financial or business risk that may be imposed on the Council if the compliant is not resolved. Severity has 3 categories, being:

HIGH Matters which pose a significant financial or business risk to Council requiring immediate action.

MODERATE Matters which pose a moderate financial or business risk to Council requiring action within 4 weeks.

LOW Matters which pose a low financial or business risk to Council which may or may not require any action.

All complaints that are assessed to be a High severity must be reported to the CEO immediately.

3 For the purpose of the Policy, Quarry Manager is used to describe the employee accountable for Council’s extractive operations. In practice, the

actual name of the employee’s role may differ.





Engaging external Contractors for stone extraction works

Extraction services are procured from external Contractors in line with Council’s Procurement Policy. Contracts to third party suppliers will be issued for a period of no more than 3 years. This will allow Council an adequate time frame for retesting the market to ensure its achieving the greatest Value for Money on the contract. Once a contract has been awarded, it is the responsibility of the Quarry Manager to induct the Contractor to the Gravel Pit sites. Induction processes will address requirements under current extraction licences as well as site safety requirements. Contractors must provide evidence of appropriate insurance coverage (i.e.: Certificate of Currency) before accessing a site. Council’s Manager of Operations will provide the Contractor with an estimate of the amount of stones to be extracted and crushed from each of Council’s Gravel Pits. These estimates must take into consideration any extraction limitations imposed by the Work Authority, such as maximum quantities of stones that can be extracted in a financial year. Contractors will invoice Council in line with the requirements outlined in the contract of services. Invoices from Contractors will contain the following information prior to an invoice being processed for payment:

- Contractor Legal Name;

- ABN;

- Invoice Date;

- Invoice Number;

- Purchase Order Number (if provided for purchases outside the scope of the service contract);

- Description of services rendered;

- The quantity of the services rendered ( i.e. amounts crushed or labour time);

- Rate for service provided (i.e. $ per Tonne crushed or $ per hour labour), and

- Total amounts of any GST

All Contractor invoices are required to be approved by a Council Work Supervisor (if within delegated authority) prior to being processed for payment by Finance.

Procuring stone from third party suppliers

Council jurisdiction covers an area of 7,158 SQ.KM and as such, Council Gravel Pits may not be located in an area where Council projects are planned.

Where planned projects are not located near a Council Gravel Pit and Council would obtain greater Value for Money by purchasing stones from a third part supplier, Council Work Supervisors are authorised to procure the required stone from local third party suppliers.

Stones procured from third party suppliers will be acquired in accordance with Council’s Procurement Policy and Delegation of Authority.

Contract management

As outlined in Council’s Procurement Policy4, the purpose of Contract management is to ensure that the Council, and where applicable its clients, receive the goods, services or works provided to the required standards of quality and quantity as intended by the contract.

4 Section 11.7 of Yarriambiack Shire Council – Procurement Policy





Work Supervisors are delegated the responsibility of ensuring that Council has good practices for monitoring and testing contract performance with regards to Council’s Gravel Pits. Contract management in relation to the Gravel Pits encompasses contracts with suppliers as well as the landowners.

The Quarry Manager will arrange and carry out the following tests at the frequency specified below:

Test performed

Purpose of Test Procedure:

Minimum Test

Frequency

Review of Machine Hours.

To gain comfort the hours invoiced in a period as services rendered is materially accurate.

Council inspect the opening and closing hours noted on supplier machinery in a given month to ensure the amount of hours invoiced for the period appears reasonable. This test will only be performed where supplier machinery is expected to located on a Council Gravel Pit site for the entire test period.

Bi-annually.

Stocktake of stones crushed on site.

To gain comfort that the amounts invoiced for crushing services are materially accurate.

Council will inspect the amount of stones on site and will estimate the quantity of stock. Using this estimate, Council will compare the figure to Council’s stock reconciliation to determine whether the closing stock figure is materially correct.

As Council’s stock reconciliation takes into consideration the amounts crushed by the supplier (as noted on the invoice) this will determine whether the supplier’s quantity of amounts being crushed is accurate.

Once during the financial year and once at the end of the financial year.

Quality Control testing

To gain comfort that the stones used for Council roads is in accordance with the Road Authority requirements to meet public safety standards.

Council will engage a third party supplier to perform quality testing of stones extracted from Council Gravel Pits and stones acquired from third party preferred suppliers.

2 years5 (Council Pits)

12 Months

(Preferred Suppliers)

Consumption of stones

Stones extracted from Council Gravel Pits are predominately used in the development or maintenance of Council assets. Royalties are paid to landowners based on the quantity of stones removed from the site for these projects, therefore Council drivers are required to record the number of full loads from each site on a daily basis. As each truck’s carrying capacity (in Tonnes) is known, the number of loads delivered will determine the quantity of stone removed from the site. The number of loads delivered per day will be documented by Council drivers on delivery dockets, which records the following information about each day’s deliveries:

- Type of stone delivered;

- Pick up location (site);

- Job delivery location and Job Number;

- Truck capacity (tonnes)

5 Note that this test is only for Council gravel pits where the licence for extraction has been approved. For all new and potential Council gravel pits,

these will be quality tested prior to the work authority application being processed.





- The number of loads picked up from Gravel Pit;

- The date of delivery; and

- Total tonnes delivered during the day.

All delivery dockets are to be provided to the Work Supervisors for approval, who will ensure deliveries are consistent with the current projects. The Work Supervisor will then provide all approved delivery dockets to the Council Technical Services Officer for processing of the royalty payment (refer to section 0 –Royalties). Where a full load is not required for a project, the excess stone will be delivered to an authorised location instructed by the Work Supervisor.

Closure of a Council Gravel Pit

There are a number of circumstances that may result in Council permanently closing one of its Gravel Pits, including:

Health and Safety concerns raised by Council Staff or Authorised Agencies, which cannot rectified by

Council;

Reduction in the quality of the stones extracted, resulting in non-compliance with Road Authority

requirements;

Explicit request from the landowner for all extraction operations to cease (subject to contract

considerations and relevant discussions held with Council);

Purchasing stones from local third party suppliers is more commercially beneficial and provides

greater Value for Money than if Council extracted the stones itself;

Future demand for stones based on Council’s forecast projects does not support the current number

of Gravel Pits under Council management; and

There is no longer a sufficient supply of stones being extracted from the site.

The Council Quarry Manager and Manager of Operations are delegated the responsibility for monitoring these factors to determine whether a Council Gravel Pit should be closed. Where factors indicated that it’s in Council’s best interest to close a Gravel Pit, the Council CEO and Director Assets is delegated the authority to approve the site’s closure.

Rectification works

Once the decision to close a Gravel Pit has been authorised by the CEO or Director Assets, the Quarry Manager is responsible for notifying the landowner in writing of the circumstances that have led to the decision. Once the landowner has been notified, the Quarry Manager will arrange for rectification works to be carried out on the property in line with the Work Authority (or Work Plan if one was required for the site).

The procurement of goods or services for the purpose of the rectification of the site will be obtained in accordance with Council’s Procurement Policy and any Delegations of Authority.

Once the rectification works have been complete, the Quarry Manager and MD Officer will contact Earth Resources to arrange an inspection for the purpose of having the rectification works approved in accordance with the Work Authority (or Work Plan if one was required for the site).

Financial Management Procedure and Guidance

Bank guarantees





A requirement of a Work Authority (once approved) is that Council must hold Bank Guarantees for future rectification works expected to be performed to the landowner’s property. Once a Work Authority application has been submitted with Earth Resources and the acceptance letters have been received, the MD Officer is required to provide the Manager of Corporate Services with a copy of the Rehabilitation Bond letter, which details the amount of the bond required for rehabilitation works.

The value of the bond is to be held as a bank guarantee in the Council’s name. Cancellation of the bank guarantee and the return of funds to the Council’s operational account can only occur once Earth Resources has approved (in writing) the rectification works for the relevant site.

Only the Manager of Corporate Services or the CEO can approve the closure of a bank guarantee facility or the payment of funds from a bank guarantee facility to a third party (subject to Council’s Delegations of Authority).

Royalties

Unless otherwise explicitly stated in the Contract with the landowner, royalties will be payable to landowners upon stones leaving the site and will be paid in the manner agreed upon in the contract with the landowner.

Royalties are calculated as follows:

Stones removed from site (Tonne) x Rate ($/per Tonne) = Royalty ($)

The rate payable for the stones removed from site is included in the standard template to ensure all landowners are paid a consistent rate for stones extracted. The rate as noted in the contract will be fixed over the life of the contract. The contract should state the GST exclusive and contain an appropriate clause regarding GST. Refer to section 6.10 – Consumption of Stones for details on how the total amount of stones removed from Gravel Pits is documented by Council drivers. In order to process a Royalty payment, a Requisition Form must be prepared and approved prior to payment occurring. It is the responsibility of the Technical Services Officer to prepare the Requisition Form, which will detail the following:

Date of preparation;

Name of the landowner

Address of the Gravel Pit

For each delivery of stones from the Gravel Pit:

o The Job Number for the Council project where the stones were delivered;

o The amount of stones delivered (Tonne);

o The stone type (i.e. Limestone or Sandstone);

o The rate paid (per Tonne) for stones as per the contract with the landowner;

o The total price paid for the delivery of stones excluding GST;

o The total price paid for the delivery of stones including GST;

The requisition form is then required to be approved by the Manager of Asset Operations prior to being submitted to Finance for payment processing.

Monthly stock reconciliations

At the end of each month it is the Council Finance Officer’s responsibility to ensure that movements in extracted stones are reconciled to supporting documentation and updated in Council’s finance system. This





includes agreeing the closing stock balance to stocktake reports (where stocktakes occur at the end of the month).

To determine the closing balance of stock at month end, the Finance Officer will maintain a stock reconciliation for each site, which calculates closing stock (in Tonnes) as follows:

The Council Finance Officer will obtain a report from the finance system detailing the total quantity of stones extracted at each site during the period based on Contractor invoices received. The total quantities extracted is then updated in the stock reconciliation.

The stock reconciliation is then provided to the Council Technical Services Officer who collects all of the deliver dockets from Council drivers during each month. The Technical Services Officer will update the reconciliation for the quantities of stones removed from each site during a month. The Technical Services Officer will then provide the Finance Officer a copy of the updated reconciliation and the Finance Officer will enter the stock movements into the finance system.

The finance system will then value the stone on hand using an average cost method.

If a stocktake of the stone at a site is performed during month by the Council Work Supervisor, the closing stock balance calculated by the Finance Officer will be compared to the stocktake results to ensure the two reports are materially consistent. Where the balances of stone between the reports differ materially, further enquires will be made with all parties to determine the cause.

All completed stock reconciliations are to be provided to the Manager of Corporate Services for approval once prepared.

Government agency reporting

At the end of each financial year, the Council MD Officer is responsible for lodging with Earth Resources reports detailing the total quantity of stone extracted during the financial year. These reports are lodged to ensure that Council has not exceeded its stone extraction thresholds during a financial year as specified in the site Work Authority. Council’s Manager of Corporate Services is responsible for ensuring that stone is reconciled on a monthly basis and correctly recorded in Council’s finance system. At the end of each month, Council’s Manager of Corporate Services will run a report for the MD Officer detailing the quantities of stones extracted and consumed by Council for lodging with Earth Resources.

Provision for rectification works

At the end of each financial year, Council’s Manager of Corporate Services is responsible for ensuring that the provision for rectification works on each site is accurate and based on current variables. The provision for rectification will be calculated using a Discounted Cash Flow (DCF) Model, which will discount the estimated future cash outflows for site rectification works to its present value.

The estimated future cash outflows for site rectification works will be reviewed annually by the Manager of Asset Operations to ensure the estimates are materially correct. Estimates for future works can be obtained through quotes from suppliers or confirmation that previous quotes obtained have not materially altered.

Opening quantity of stock on site

Add Quantity of stone extracted

(Less) Quantity of stone removed

= Closing quantity of stock on site





Any written correspondence or support from suppliers will be provided to the Manager of Corporate Services to support the estimated input into the DCF model.

Inflation and Discount rates applied in the DCF model will be derived from the Department of Treasury and Finance for the date the model has been prepared.

Where a site has been rectified during a financial year, the Manager of Corporate Services is responsible for ensuring that the provision for restoration works is removed from Council’s financial records once the rectification works are approved by Earth Resources.

Practical User Guide

Flowchart of operational and financial management procedures





Procurement of Sites

START

Quarry Manager & Manager of

Operations

Assess the need for new extraction sites by comparing the extraction site register (supply) to planned future

project works (demand).

No need for new

extraction site

Need for new

extraction site

Chief Executive Officer

CEO reviews request for additional

extraction site.

Various Departments

Council identify potential quarry sites via one of the following methods:

1. Seek EOI from community members at community meetings;

2. Seek EOI through advertising in local media; or

3. Council Works Supervisors engage directly with land owners where evidence of land indicates potential stone deposits or an old quarry.

Approve

Deny

Manager of

Operations

Do not proceed Quarry Manager

Contact landowner/s to confirm if they consent to site testing and approve

establishment of a quarry should test results indicate satisfactory mineral

quality. If landowner/s accepts, standard form contract to be signed by the

landowner/s.

Potential site

identified

Manager of Asset

Operations

Do not proceed

Landowner declines or

contract

Manager of Development

& Manager of Operations

Sign contract on behalf of council.

Landowner/s approves

and contract signed

Contract signed

Manager of Operations

Engage third party service provider to test quality of stone samples extracted from potential site (at

council expense). Procuring of services of testing provider to be performed in line

with YSC Procurement Policy and Delegation Authority.

Findings in expert report as to whether stone quality is

satisfactory to determine whether to proceed with extraction. Poor

Mineral Quality

Manager of Asset Operations

Notify landowner, in

writing, of testing outcome.

Satisfactory Mineral Quality


Determine whether to proceed with

extraction from the site. Do not extract



writing, of decision.

Approve Extraction



writing, of decision.


Check if a site is exempt from holding a Work

Authority under the MRSD

Act. Not Exempt

Manager of Development, Manager

of Operations and Quarry Manager

Prepare and submit application for a Work Authority with Earth

Resources (refer to figure 1 of policy).

Quarry Manager to assist by engaging engineers to prepare site specifications

and plans.


Investigate reasons for Work Authority not being approved.

Prepare additional documentation as required by Earth Resources. Resubmit

application.

Work Authority

NOT Approved

Exempt

Work Authority Approved

Quarry Manager

Mark out the site boundaries in accordance with the Work Authority or, if exempt from holding a Work Authority, in accordance with planning

approval.


Apply for Planning approval (refer to figure 1

of policy). Granted

Denied

Manager of

Development

Investigate reasons for planning approval not

being granted. Prepare additional documentation

as required. Resubmit application. END





Engaging Contractors & Mineral Extraction

START

Manager of Asset Services

Contract is awarded via tender process per the YSC Procurement

and Tender policies. Tender applies

to all YSC sites.

Manger of Asset Operations

Review work planner to determine quantity of gravel needed for future

road projects (typically around 20-30

thousand tonnes per year).

Contract term

remaining

Contract term

expired

Northern/Southern Works Supervisor

Whilst re-tendering process is underway,

quotes are to be obtained from contractor for

individual pieces of work in line with procurement

policy.

Extraction Contractor

Contractor extracts minerals & loads onto crusher. Crusher weighs materials crushed. Contractor notes the quantity of materials extracted. Gravel is stockpiled on

site.

Manger of Asset Operations

Estimates provided to contractor for mineral extraction works to be carried out.

Extraction Contractor

Contractor provides invoice to Works Supervisor who will approve. Invoiced amounts are based on weights

crushed and labour hours.


Works Supervisor provides invoice to Accounts Payable for payment.

Accounts Payable Officer

Accounts Payable Officer performs a calculation to divide total invoice cost by

number of units crushed. This determines the average cost per unit. Units received is reported in YSC Inventory Management

System.

Accounts Payable

Accounts Payable pay the invoice in line with YSC delegations of authority and expense

payment procedure.

END





Consumption of Minerals on Hand

START YSC Workers

YSC-owned loaders gather required minerals from site. Loaders contain weighing

scales. YSC workers record weight being removed on dockets

provided to Works Supervisor.

Northern/Southern

Works Supervisor

Works Supervisor provides docket to Technical

Services Officer (TSO) to process.

Northern/Southern

Works Supervisor

Road project commenced per Work Planner maintained by

Manager of Asset

Operations.

Gravel pit not near

project site

Gravel pit near

project site

Northern/Southern Works Supervisor Order minerals from local privately-owned

gravel pit. Receive invoice for minerals purchased

and approves if within delegation of

authority.

Old road requiring specific

external gravel.


Send invoice to

Accounts Payable.

Accounts Payable

Accounts Payable arranges payment in

line with YSC expense

procedures.

END

Technical Services Officer

TSO retains copies of the dockets throughout the

month. TSO performs a units

conversion, as the dockets are recorded in cm3 and the inventory system is reported

in tonnes. Inventory

depletion

Royalty

payment


TSO records inventory consumed on an inventory reconciliation provided by

the Finance Officer.

Finance Officer

At month end Finance Officer provides TSO with a spreadsheet to reconcile

inventory.

Finance Officer

Finance Officer reconciles closing inventory using the opening inventory

balance from the previous month, inventory extracted and inventory depleted and updates inventory

management system.


TSO sends original dockets and requisition form to Accounts Payable.


TSO completes a requisition form which details quantity removed from

the site for the month, royalty per unit, total royalties to be paid.

Accounts Payable

Accounts Payable pay the royalties invoice in line with YSC delegation of

authority.

Finance Officer

At the end of the financial year, provides stocktake sheet to Works

Supervisor to complete stocktake of

inventory on hand at each quarry site.

Northern/Southern Works Supervisor and Technical Services

Officer

Measure the length and width of each gravel pile and estimate the height to calculate the estimated inventory on

hand.

Finance Officer

Finance Officer adjusts the Inventory Management system based on the

quantity estimated to be on hand per the stocktake sheet.

General Manager of Corporate Services

Any stock adjustments are recorded in the Accounting records when

preparing the Annual Financial

Statements.

General Manager of Corporate Services & Economic and Planning Development

Officer

At year end, GM of Corporate Services runs report of minerals extracted and consumed and

provides to Planning Development Officer. Development Officer lodges information with

Earth Resources, to confirm quantity extracted is within extraction limits for the year.

Additionally, any incident reports are sent to

Earth Resources.





Accounting for Provision for Restoration

START

ESTABLISHED SITE NEW

SITE

General Manager of Corporate

Services

Finance team provides Manager of Asset Operations with the prior year

estimates of restoration costs for

each site.

Manager of Asset Operations (MAO) & Northern/Southern

Works Supervisor (WS)

MAO reviews the restoration costs and confirms if the estimates are still reasonable with the contractors and

the Quarry Manager (QM).

Manager of Asset Operations (MAO) &

Northern/Southern Works

Supervisor (WS)

The WS and MAO enquire with contractors to determine the estimated time required to

restore the site and cost per hour.

Consideration of additional materials is also performed to determine if these need to be

included as part of the restoration (e.g. vegetation,

extra top soil or fencing).

Manager of Asset

Operations

Estimated restoration costs are

provided to Finance.

General Manager of

Corporate Services

Finance maintain an excel model which values provision for restoration in accordance with accounting standards.

Estimated restoration costs are updated in the model and the calculated present value of

restoration costs are recorded

in the accounting system.

Pit Closed

Quarry Manager

Arrange for site to be restored. Once restored

organise for Earth Resources to check restoration is

satisfactory, in accordance with the Restoration Plan detailed in the Work Plan.

Expense payment

Bank Guarantee &

Provision

Quarry Manager

Send invoice to Accounts Payable.

Accounts Payable

Accounts Payable arranges payment in

line with YSC expense procedures.

General Manager of Corporate Services

Provision for restoration costs is reversed.

Restoration costs are expenses in the Profit and

Loss. Bank guarantee account is closed.

Manager of Development (MD)

Once Earth Resources approval received, notify GM of Corporate Services that site has been restored and

bank guarantee is to be returned.

END

Pit

Ongoing



A26/02/2020

13.7 Half yearly reporting on Council Plan Progress – Prepared by Jessie Holmes Conflict of Interest:


Discussion: The Council Plan is the overarching document the sets out the objectives of Council and informs the Budget process in relation to capital and operating expenditure as well as driving efforts in collaboration with the community and stakeholders to achieve the maximum benefit for the Council and its community. The five objectives in the Yarriambiack 2017-2021 Council Plan have a range of strategies and actions and this half yearly report provides an update on their status to provide transparency around resources and delivery expectations. The half yearly report shows that the majority of actions to achieve the strategic objectives are on tack to be achieved including the delivery of the Drought Community Program Round 2 funding. The two major areas of non-action relate to a Waste Strategy, which is on hold until the State Governments Waste Policy is released (due Feb/March 2020) and the Economic Development and Tourism Strategy. The tourism component has been delivered by the Wimmera Mallee Tourism Destination Management Plan, however the economic development component will be factored in to the 2020/21 Budget process. Six monthly progress of the Council Plan is also a requirement of the Local Government Act 1989 and the Performance Reporting Framework that Council adopted in November 2019. Community considerations:

The Council Plan is developed alongside extensive community consultation and updated annually. The Council Plan was adopted in June 2019 with the addition of measurable actions incorporated in to the five objectives to be reported on to Council at 6 monthly intervals to demonstrate accountability of actions to the community. Environmental considerations: The Council Plan has a number of environmental objectives including vegetation protection of promotion of Landcare objectives, emissions, supporting climate adaptation, water preservation and sustainability measures. Financial and risk considerations:

The Council Plan sets the objectives of Council and set out the Budget drivers to ensure those objectives can be met. The risk of not measuring the actions of Council to meet the Council Plan is a major strategic risk for council. This half yearly update on progress against the Council Plan demonstrates that a wide range of objectives are being met.

81



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Recommendation:

That Council note the half yearly report on Council Plan Progress for 2019/2020. Resolution

Moved Cr T Hamilton Seconded Cr K Zanker


Carried

STRATEGIC OBJECTIVE 1. GOOD GOVERNANCE

To be delivered in 19/20

Mid year review

1.1 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.

Councillor Code of Conduct reviewed and adopted 26/6/19. Action plan adopted 11/12/2019, first quarterly report due March. Consultant brief out and project completion due 30/06/2020. Discussions at Feb 2020 forum for approach.

1.2

Organisation

Risk

Plan for and

manage Council’s

strategic and

operational risks.

• Demonstrate

transparent and

responsible Risk

and Safety

Management

processes which

Adopt a Risk Management Framework, Policy, Strategy and Register. Implement IT software Reliansys to assist

Adopted 24/07/2019. Five of the six Relainsys software adopted.



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Establish sound

governance

processes

throughout the

organisation to

ensure consistent

and accountable

decision making.

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

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.

*Working towards. Performance Reporting framework adopted including risk indicators . Audit and Risk Committee new charter adopted 24/07/2019. Due to be awarded at March 2020 Council meeting. Currently reduced to three High risk items, from thirteen.

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

• Providing a safe

and healthy

environment for

employees,

contractors and

the public with an

Occupational

Training for all staff on: - Integrity and

governance

- Manual

Handling

- Equal

Opportunity,

Bullying and

Harassment.

Training completed for all three areas. Learning Management System from LGPro to be implemented July 2020 to allow for online



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meets the service

needs of the

community.

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.

Major review of Councils Human Resources & Wellbeing and OH & S policies and guidelines.

training moving forward. New HR and OH&S Policies adopted in Nov and Dec, 2019.

1.4

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.

SRP Adopted. Asset Policy and Strategy adopted. Asset Management Plan for Roads adopted and Footpath due to Council in March. Rate review submission from YSC lodged. LTFP to be adopted alongside 20/21 Budget. As per LGI Action Plan – rates policy to be adopted by Council in April 2020. Consolidated debt providers.



A26/02/2020

Transitioning to Xero from 1/07/2020.

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

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.

Working through a service standard. Tender out for new corporate system and moving to Xero fro finance. Media incorporated with Finance Officers role and regular newspaper articles now distributed. Twitter and Linkedin branding established. Comms not being utilised to full potential. To be advertised.



A26/02/2020

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.

STRATEGIC OBJECTIVE 2. A PLACE TO LIVE AND GROW

2.1 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.

Consultation progressing well, grant received and shared coordinator with Hindmarsh employed. Stadium upgrade of floor near complete. Town Hall project near completion, still kitchen works. Leal advice pending for S.86 Housing comm.

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

Murtoa Streetscape project. Streetscape designs undertaken for five townships. Dunmunkle Creek Restoration, Rupanyup Project

Awaiting feedback from Murtoa Progress in relation to consultation. Tender awarded fro



A26/02/2020

trails via application

for grants where

community need is

displayed.

with GWM Water and Wimmera Catchment Management Authority. Yapeet reservoir restoration project including amenities. Upgrades to Speed and Patchewollock town centre visitor stops.

streetscape designs. IWM Project underway, trees to be planted in April, 2020. GWM taking responsibility for land and restoration. Patche upgrades underway. Community decided on Tempy rec reserve priorities, not Speed.

2.3

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

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.

RAS to finish in March 2021 as per state govt advice. CHSP extended to June 30, 2022. Minyip & Hopetoun Playground installed. Jung and Tempy due April. Three year old kinder commenced Feb, 2020 at all locations including four scholarships to teaching staff. Early years engagement officer employed until June 30, 2021.



A26/02/2020

within the community

i.e. Men’s Sheds,

mothers groups,

carers support groups,

etc.

• Ensure adequate

HACC funding and

service delivery.


the development of

youth in our

communities.

Youth Dev strategy adopted Nov, 2019.

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.

Tender awarded and comm engagement about to commence. Tender awarded and works underway. Aubrey Hall roof completed. Beulah Town Hall to be painted by artist Jaw Feb 2020. Murtoa Hall works including air con completed. Tender awarded for works at Gateway Beet.

2.5 Advocacy

for regional

living

Seek external

support and

assistance for

the provision of

good quality,

affordable

housing within

communities

• Promote a positive

image of Council and

its activities.

• Provide

opportunities and

support initiatives

that enable social

connection.

Work closely to deliver the Wimmera Mallee Tourism Destination Management Plan and Wimmera Mallee Tourism Trading off the Tourism Trails Project with a

WMT EO employed. DMP works being implemented and monitored.



A26/02/2020

across the

Shire.

Create

opportunities

for everyone to

participate

actively in

community life.

Continue

resourcing

tourism, event

and festival

funding.

• Enhance tourism

sites (silos, special

buildings).

• Engage with

community and

organisations to

promote tourism.

• Create links for

tourism such as

signage, itineraries,

and maps, marketing

and sharing

resources.

• Develop tourism

relationships with

bordering Councils

and Businesses.

dedicated WMT Executive Officer. Lobbying for increased telecommunication towers. Support fixed wireless to small townships and rural areas to increase competition.

Continued work in this space with Regional Partnership. No new funding rounds announced as yet from Fed or State. Working with private enterprise at fixed wireless options.

STRATEGIC OBJECTIVE 3. A SAFE AND ACTIVE COMMUNITY AND SUSTAINABLE ENVIRONMENT

3.1 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

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

Adopted Nov, 2019. Underway. Sport and Rec funding also received, tender awarded. Implemented. Tender awarded ad works underway. Buildings and sites identified and draft general agreement instrument developed. Round 2 of grants currently out to public.



A26/02/2020

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.

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

Earthen levee for Warracknabeal. Update the Community Action Relief Teams (CART) with a refresher course.

Levee tender to Feb 2020 Council meeting must be built by June 2020. Has not commenced.



A26/02/2020

priority towards

public safety.

3.3 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.

New Waste Management Strategy adopted by Council. E-Waste implemented at three transfer stations. Upgrade of Warracknabeal Transfer Station completed.

Has not commenced, awaiting state policy guidance. E-Waste now implemented at Hopetoun, Warracknabeal and Murtoa. New shed completed but not yet active, slight modifications to be made for practical usage to occur.



A26/02/2020

• 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.

STRATEGIC OBJECTIVE 4. A PLANNED FUTURE

4.1 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.

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.

Has not commenced. Continued support including providing office, secretary ad funding for trees. Continued support – last year of study. Working with private enterprise at fixed wireless options. No public wifi LoWaRn has been explored as yet,



A26/02/2020

• Support

improvement to

the NBN and

mobile phone

coverage across

the region.

• Explore and

implement options

for public Wi-Fi

access.

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.

To be delivered in August 2020 during small business week.

4.3 Long term

asset

management

Manage and

deliver a long

term Capital

Works Program to

Manage and

deliver a long term

Capital Works

Program to

Develop and adopt a ten year asset management strategy.

Fast GRANT APPLICATION TO ENSURE Assetfinda System



A26/02/2020

improve

community

infrastructure and

facilities

Prioritise risk and

condition reports

for all assets.

improve

community

infrastructure and

facilities

Prioritise risk and

condition reports

for all assets.

Adopt Asset Management Strategy and three Asset Management Plans.

is able to deliver a ten year plan. Strategy adopted, Road AMP adopted. Footpath underway and then Buildings.

STRATEGIC OBJECTIVE 5. HEALTH AND WELLBEING

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

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.

Delivered in October 2019. Sport and Rec grant submitted in Feb 2020 for upgrade. Hopetoun still trying to seek funding for gym at CFA. Underway. Underway with tender awarded after securing Sport and Rec funding also.



A26/02/2020

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.

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.


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.

Funding application made.

5.3 Family

Violence &

Gender

Equality

Increase support

for initiatives that

reduce the rate of

family violence

• Collaborate with

other local community

welfare and health

service organisations to

support regional

Updated HR policies and procedures. Appropriate training for staff around who

Updated HR policies adopted.



A26/02/2020

and gender

inequity.

Create positive

awareness around

family violence

and gender

inequity.

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.

are primary providers of direct service. Implement gender equity engagement principles as developed by the shared Wimmera group of Councils.

Gender equity training delivered.

96



A26/02/2020

13.8 Drought Community Support Program - Round 3 Allocations – Prepared by Andrea Stepney Conflict of Interest:


Discussion:

A third round of Drought Community Program funding was released for eligible Councils including Yarriambiack. The funding is an additional one million dollars for community projects to be acquitted by December 30, 2020.

This funding follows on from the original $1.5 million received in 2016 and $1 million announced during the Federal election in 2019.

As per previous rounds, community group was invited to present ideas for the expenditure with consideration given to the principles of the funding including economic development and Community Action Plan priorities.

The eligibility for DCP funding is; - Two years below average rainfall - 17% or greater reliance on Agriculture in the workforce.

Yarriambiack Shire Council has a 24% reliance on the Agricultural workforce and according to the Bureau of Meteorology rainfall has been:

Hopetoun aerodrome average rainfall is 359mm and in 2018/19 it was 292mm and 2017/18 it was 264mm. Warracknabeal Museum average rainfall is 408mm and in 2018/19 it was 391mm and in 2017/18 it was 363mm.

These grants have been utilised for projects in Community Action Plans that would traditionally be difficult to attract external funding for such as maintenance and small building and works. The projects have been community led projects that are able to be delivered in the short time frames imposed by round two and round three deadlines.

Council has also been involved in a number of other grant related projects over the last twelve months including:

- Successful Sport Australia funding for the Warracknabeal Stadium Floor - Successful Heritage Victoria funding for the Warracknabeal Hall - Successful BBRF funding for the Warracknabeal Saleyards - Successful BBRF funding for streetscape and caravan park masterplans across the

Shire - Successful Sport and Recreational funding for the Murota Pool - Successful Sport and Recreation funding for the Rupanyup Recreation Reserve - Application with RDV for the upgrade of 14 town halls across the Shire - Application with Sport and Recreation for upgrades to the Warracknabeal Gymnasium - Application with Sport and Recreation for master planning at Anzac Park - Application with BBRF with Woodbine for additional needs housing

Community considerations:

A community meeting was held on the 17th December, 2019 with representation from a wide range of communities. Emails were sent the week prior requesting communities to attempt to consult with the wider community and also send their key projects and ideas through to Council in order to prepare for the meeting.



A26/02/2020

The meeting was well attended with nearly forty community members and consensus reached with the group after robust discussion on the final list of projects to report to Council on.

Environmental considerations:

The environmental considerations are assessed on a project by project basis with each project mandate undertaken. There are no significant environmental risks identified as yet but land use consideration in accommodation, building and works and the fuel container will flesh out and address any major concerns should they arise.

Financial and risk considerations:

There are a number of financial risks in relation to ensuring the projects are appropriately planned and consistently managed within our Procurement Policy.

The short time frame for acquittal of these ants has again meant that there is minimal time to ensure quotes and proper planning has been undertaken. In previous rounds of DCP we have found that it can be difficult to source the required contractors and goods and services.

The large number of projects across a range of communities has also been difficult to manage with limited council project management resources.

Recommendation:

That council adopt the following projects for Round three of the Drought Community Support Program.

Beulah various Community Projects Mower, powered sites, fire service $105,000.00

Brim various Community Projects Paving at bowling and streetscape $ 25,000.00

Hopetoun Power House Powerhouse to accommodation $180,000.00

Lascelles caravan park Upgrades $ 30,000.00

Minyip Progress Association Minyip Fuel Container $101,000.00

Murtoa various Community projects Concordia, pool, Lake Marma $99,000.00

Patchewollock Entrance and playground $ 65,000.00

eRup Internal fit out $ 90,000.00

Tempy Rec Res Shade and cricket pitch $ 30,000.00

Warracknabeal stadium Gym and stadium upgrades $ 72,000.00

Warracknabeal Toilet/Infor centre Designs undertaken for new facilities $ 25,000.00

Woomelang Op Shop New op shop $120,000.00

Yaapeet Camping Install an accommodation cabin $ 75,000.00

Resolution

Moved Cr K Zanker Seconded Cr H Ballentine That the recommendation be adopted

Carried Division called: For - Cr H Ballentine, Cr S Roberts, Cr C Heintze, Cr K Zanker,

Cr T Hamilton Against - Cr G Massey

98

Project Mandate

Page 1

Introduction Hopetoun Electric Supply Building 49-51 Lascelles Street Henty Highway (currently Shire storage depot for signage) The project will see the development of an arts studio with separate accommodation in the former Power House in Hopetoun. The accommodation will have separate access from the arts studio to ensure either can be hired by separate people. There will be DDA compliant facilities. The accommodation section will also include a small kitchenette and amenities.

Desired Delivery

The project is to be completed by December 2020.

Strategic Objective

Economic Development & Tourism Strategy 2015 – 2019 Strategy 2.2 Community Enterprises

Yarriambiack Shire Council Plan 2017 – 2021 – 4.1 Economic growth within the municipality - Support and encourage infrastructure, land use planning, events and services that support economic development and lifestyle opportunities.

Wimmera Mallee Tourism Destination Management Plan 2019 Theme 5 Infrastructure and Accommodation Projects. Identifies a need for increased and improved accommodation offerings including boutique and unique experience accommodation.

End result

The project will provide access to creative skills development opportunities and increase Hopetoun’s accommodation options.

The project will see a historic building in a main street of Hopetoun utilised by the community and have the potential to attract visitor s to the area.

Description and Requirements

The project has been designed to divide the existing space into two sections. The northern section will be for accommodation and the southern section will be for the arts studio.

• Access via the accommodation section or the art studio section

• 1 bedroom accommodation section with separate kitchen/dining

• Art studio section will include basic facilities with amenities

• Existing trusses will remain as a feature

Outline the Business Case

• The facility will be managed by Gateway BEET and the Progress Association • The facility will allow for an Artist In Residency program to be initiated • When not in use, the accommodation can be made available to visitors

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Page 2

• Funds raised from the accommodation will be used for the building maintenance, programs and community projects

Project Budget: Kitchenette, living, dining, amenities $70,000

Internal cladding, skylight & ceiling works $20,000

Electrical works $15,000

Doors & locks $5,000

Art Studio $45,000

Art Studio DDA Amenities $10,000

Floor improvements $25,000

Window upgrades $10,000

Total Project Budget ($200,000)

Project Funding: Drought Community Programme $180,000 Local community fundraising $20,000 Total Funding $200,000

Appointments for this project Project Committee: Project Steering Committee:

Marianne Ferguson – Comm Dev Officer Day to Day Project Management

Project Manager: - Marianne Ferguson – Comm Dev Officer

User Team Manager:-

Jane Hatcher – Gateway BEET

Daryl Burdett – Progress Association

Barbra Hallam - Progress Association

Tom Huf - Progress Association Supplier Team Manager:- TBA – Tender Required

Project Mandate

Page 3

Project Mandate

Page 4

Introduction Brim is in the process of installing a synthetic bowling green and has undertaken to complete a number of site works as a committee. They are seeking assistance with the purchase and installation of pavers around the site. Brim has also had a staged streetscape masterplan for some time in their Community Action Plan, with Stage one completed along the Henty with red bollards. Stage two is a walking track from the Caravan park to the Main Street.

Desired Delivery


Strategic Objective

Yarriambiack Shire Council Plan 2017 – 2021 – 4.1 Economic growth within the municipality, 2.1 Ensure that Council’s services and facilities are accessible and functional and; 5.1 Expand the availability of suitable infrastructure and equipment to encourage passive and active physical activity.

Brim Community Action Plan

End result

The project will ensure that the Brim Synthetic Bowling Green has the necessary infrastructure to be well used by patrons and that the groundworks are completed.

The project will link the Main Street and well patronised caravan park together for higher utilisation.


The project has been designed to finish of the newly installed Brim Bowling Green and ensure that it can be utilised via paver access walkways around the perimeter.

Stage two of the Brim streetscape masterplan includes connecting the caravan park and the Main Street via a footpath track.


• The Bowling Green Facility is Council owned and managed by the Brim Bowling Green Committee.

• The Brim Active Community Group has ownership of the streetscape plan and has been slowly realising a number of its elements for stage one.

Project Budget: Paving $15,000

Walking Track $15,000

Project Mandate

Page 5

Total Project Budget ($ 30,000)

Project Funding: Drought Community Programme $ 30,000 Total Funding $ 30,000

Appointments for this project Project Committee:

Project Steering Committee:

Rebecca Brotherus – Sport & Recreation Officer Day to Day Project Management Project Manager: - Rebecca Brotherus User Team Manager:-

James McFarlane – Brim Bowling Club

Shane Wardle – Active Group

Warren Perris – Southern Works Supervisor Supplier Team Manager:- TBA – Tender Required

Project Mandate

Page 6

Introduction Tempy is in the process of installing a new Playground at the recreation reserve and was unsuccessful in a state shade grant application for the site. They would like to install the shade sail in order to ensure the playground can be utilised in warmer weather. A second shade would also be required at the Playgroup held at the former Kinder, now MCH centre. The recreation reserve at Tempy is home to two cricket sides and the pitch is in need of works to ensure it can continue to be used including meeting cricket league standards.

Desired Delivery


Strategic Objective

Active Victoria Strategy 2017 – 21

Yarriambiack Shire Council Sport & Recreation Strategy 2016-2025 - planning principles addressing benefits to the community, community need, accessibility, sustainable, multi-purpose and diversity of opportunities.

Yarriambiack Shire Council Plan 2017 – 2021 – Strategic Object 5 Health & Wellbeing - Strengthen support for organisations or initiatives that aim to increase levels of physical activity and expand the availability of suitable infrastructure and equipment to encourage physical activity.

End result

Shade in a average high temperature location to allow for usage of play equipment in all weather at both the Playgroup facility and recreation reserve. A league compliant cricket pitch to ensure continued usage.


The project has two components; the first is installing shade over the playground area and the second is to rejuvenate the cricket pitch to ensure ongoing usage.


• The Tempy Recreation Reserve has a committee of management in place.

Project Budget: Shade sails $ 12,000

Works to oval cricket pitch $ 18,000

Total Project Budget ($ 30,000)

Project Mandate

Page 7

Project Funding: Drought Community Programme $ 30,000 Total Funding $ 30,000



Rebecca Brotherus – Sport and Rec Officer Day to Day Project Management

Project Manager: - Rebecca Brotherus – Sport and Rec Officer User Team Manager:- Marissa Shean and Cheryl Torpey Supplier Team Manager:- TBA – Tender Required

Project Mandate

Page 8

Introduction Warracknabeal Leisure complex is a multi-user, council owned facility in Warracknabeal that is 50 years old and currently undergoing phase 1 of an upgrade with new basketball courts floors being installed. The rest of the building now requires and upgrade to improve facilities and allow better access. Phase 2 will provide 24-hour gym access and improvements to the multi-use area and OH&S upgrades to equipment and fittings.

Desired Delivery

The project is to be completed by December 2020

Strategic Objective


VicHealth Physical Activity Strategy 2018 - 2023



Yarriambiack Shire Council Municipal Health & Wellbeing Plan 2017 – Goal Three, Improve Levels of Physical Exercise - explore funding options to update and purchase new gym equipment in the Warracknabeal Leisure Centre, continue to support programs that increase the level of physical activity in our older population, collaborate with other organisations to identify current barriers to physical activity.

End result

The project will directly strengthen the towns ability to attract, increase and sustain community participation.

The project will enable Gym users 24-hour access independent of the other sections of the centre. It will improve the kitchen and storage areas. It will also improve the multi-purpose room for table tennis and other user groups or individual trainer sessions. The RNWH physio and activity groups will have better access and have professional gym instructors available. Staff and user groups will be able to set up equipment with reduced risk.


The project will provide an open plan area for a private 24-hour gym company to operate.

The kitchen and storage areas will be modernised.

The fittings on the basketball courts and surrounds will be improved for OH&S and to current standards.

Multi use room will be improved to give flexible use for more groups.

Staff office will be updated.

Project Mandate

Page 9


Following a submission by user groups, council conducted a survey and held community meetings to plan the changes requested. The survey responses were in support of an independent 24-hour gym operator being engaged to allow the diverse workforce and community needs for exercise to be catered for.

Other users requested improvements to the multi-use end and council needs to reduce its risk by fitting modern equipment that meets OH&S standards and is user friendly to all. Current equipment is heavy and unreliable it often requires more than one person to move or set up. The building has not had a major refit in 50 years of operations.

Project Budget: Planning ($20,000) Quotes Works ($200,000) Contingency ($16,000) Total Project Budget ($236,000)

Project Funding: Yarriambiack Shire Council $20,000 Drought Community Programme $72,000 Sport and Rec $144,000 Total Funding $236,000

Appointments for this project Project Committee: Project Sponsor: Jessie Holmes - CEO Project Steering Committee:

Gavin Blinman – General Manager Community Development

Anita McFarlane – General Manager Corporate Services

A. Stepney – Project Officer

M. Evans – Acting General Manager Infrastructure and Operations Day to Day Project Management

Project Manager: - Gavin Blinman See attachment

Project Mandate

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Introduction Murtoa Town Projects have been identified by the community as priority projects in the recent 2019 update of the Murtoa Community Action Plan. The 3 projects will improve access for tourism and create better recreational spaces in the town to keep the residents healthy and active.

Desired Delivery

The projects will be completed by August 2020

Strategic Objective


VicHealth Physical Activity Strategy 2018 - 2023



End result


The Concordia college upgrade will ensure the building remains attractive to tourists and reduces the costs of ongoing maintenance to the committee of management, ensuring the building is weather proofed. Murtoa pool project provides the financial capability to finalise a project to improve the safety and accessibility of the town pool. This will improve income for the committee and reduce ongoing costs for repair and replacement of the building. The Lake Marma project improves and extends the path at the lake to link with other attractions at the lake and encourage tourism and local participation and healthy lifestyles.


Concordia project will repair and improve the outer weatherboard and window frames and paint

external areas and plaster internal sections. No structural work is planned.

Murtoa pool is the final instalment of funds to complete works to the toilets, changerooms and

canteen and administration area of the pool.

Lake Marma is extension of a pathway to link caravan park, memorial gates and pool area

together so visitors can use to access the lakeside attractions.


The Murtoa Community Action Plan has identified these projects and the community has

endorsed the prioritising of these 3 projects for the current round of Drought Community

Program funding.

Project Mandate

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Each project will attract tourism and improve the town income and sustain employment and

volunteer groups. The Concordia college has significant cultural value to the town being the

oldest Lutheran Secondary College building still existing in Australia.

Project Budget: Concordia $40,411.80 Pool $25,000 Lake Marma $26,714.55 Total Project Budget ($92,126.35)

Project Funding: Drought Community Programme $92,126.35

Community Total Funding $92,126,35


Project Sponsor: Jessie Holmes - CEO Project Steering Committee:


Anita McFarlane – General Manager Corporate Services

A. Stepney – Project Officer

M. Evans – Acting General Manager Infrastructure and Operations Day to Day Project Management Project Manager: - Gavin Blinman

Project Mandate

Page 12

Introduction Enterprise Rupanyup is developing a supermarket and retail outlet development in Rupanyup. The overall development is a $1.2 million project. This grant is to assist with the fit out of the supermarket with the appropriate cool rooms, shelving and cabinetry with an estimated cost of $200,000.

Desired Delivery


Strategic Objective

Yarriambiack Shire Council Plan 2017 – 2021

Advocacy - Strong and consistent advocacy, lobbying on behalf of our amazing and resilient communities.

Strategic Objective 4 – A Planned Future - 4.2 A strong and diverse local economy - Trading off the Tourism Trail and promoting the ‘Buy Local’ campaign

End result

The project will directly strengthen the towns ability to attract, increase and sustain the population and to provide the day to day supplies for the community.


The fit out is a necessary requirement for the construction of a supermarket. The fit out will include all shelving for products, cool room facilities, storeroom equipment, and cabinetry for the checkout facilities.


This project is identified as necessary for the overall development of the supermarket and speciality shops since 2018 when grant funding had been sought. The construction and fit out of the supermarket is considered the primary focus of the development as the key tenant.

Project Budget: Quotes Works ($173,150) Contingency ($26,850) Total Project Budget ($200,000)

Project Funding: Drought Community Programme $90,000 Loan (incorporated into overall development funding) $110,000 Total Funding $200,000

Appointments for this project Project Committee: Project Sponsor: Jessie Holmes - CEO

Project Mandate

Page 13


Gavin Blinman – Director Community Development and Wellbeing

Adam Moar – Manager Development Services Day to Day Project Management Project Manager: - Adam Moar – Manager Development Services User Team Manager:- Malcolm Uhe – Enterprise Rupanyup See attachment

Project Mandate

Page 14

Introduction The Minyip Fuel development is a project driven by the Minyip Progress Association to provide fuel to the community at a reasonable cost. The development will provide diesel and petrol to customers 24 hours a day and will be the only fuel outlet in Minyip.

Desired Delivery


Strategic Objective

Yarriambiack Shire Council Plan 2017 – 2021

Advocacy - Strong and consistent advocacy, lobbying on behalf of our amazing and resilient communities.

Strategic Objective 4 – A Planned Future - 4.2 A strong and diverse local economy - Trading off the Tourism Trail and promoting the ‘Buy Local’ campaign

End result

The project will deliver a standalone unmanned 24 hr/7-day week fuel outlet suppling diesel and unleaded fuels.

The Community and Council have worked with GrainCorp and Victrack to select an appropriate site to enable large multi articulated transport access to the site adjacent to the Main street. This new facility will not only service the local needs but cater to the traveling public and freight industry.


The project includes

The subdivision and purchase of the site from Graincorp;

Installation of fuel storage;

Installation of waste water separator;

Installation of fuel bowsers and payment system; and

Construction of associated driveways, stormwater drainage and landscaping areas.


With the closure in May 2018 of their last fuel outlet the small community of Minyip have been without a fuel outlet since then and the next closest fuel is over 50km away. The previous facility was forced to close due to no longer meeting the EPA regulations and the Minyip Progress Association have worked with the Yarriambiack Shire Council to come up with a solution that will assist the locals as well as the traveling public traveling through this Wimmera town. Minyip is a vibrant small township of 534 people in the Wimmera Southern Mallee. It has a very passionate progress association that has driven this project to establish a fuel outlet knowing the vital need of fuel supply for the community.

Project Mandate

Page 15

Project Budget: Subdivision ($10,000) Legal advice ($5,000) Land ($1,100) Roadworks and Drainage ($80,000) Electricity ($8,500) Water supply ($1,500) Concrete pad and civil works ($36,000) SPEL Puraceptor ($25,000) Landscaping ($5,000) Sundry ($7,900) Total Project Budget ($180,000)

Project Funding: Loan $40,000 Fund raising $14,000 In Kind $25,000 Drought Communities Programme $101,000 Total Funding $180,000

Appointments for this project Project Committee: Project Sponsor: Adam Moar – Manager Development Services Project Steering Committee:

Jessie Holmes - CEO

Mick Evans – Director Infrastructure and Planning

Adam Moar – Manager Development Services Day to Day Project Management

Project Manager: - Joel Turner – Manager Operations User group Manager:- Ray White – Minyip Progress Association

Project Mandate

Page 16

Introduction The Patchewollock Recreation Reserve Upgrade will see new playground equipment, tennis shelter upgrades, walking/access track upgrades, bollards and signage. The Recreation Reserve is currently used for events, causal tennis and is the only public location accessible with playground equipment.

Desired Delivery


Strategic Objective

Patchewollock Community Action Plan Active Victoria Strategy 2017 – 21 VicHealth Physical Activity Strategy 2018 - 2023 Yarriambiack Shire Council Sport & Recreation Strategy 2016-2025 - planning principles addressing benefits to the community, community need, accessibility, sustainable, multi-purpose and diversity of opportunities. Yarriambiack Shire Council Plan 2017 – 2021 – Strategic Object 5 Health & Wellbeing - Strengthen support for organisations or initiatives that aim to increase levels of physical activity and expand the availability of suitable infrastructure and equipment to encourage physical activity.

End result


The project has several important outcomes that involve the following area:

Increased participation in casual tennis and walking

Improved facilities

Improved playground

Improved safety

Improved visitor signage

Increased economic activity



Bollards

Signage

Tennis Shelter Refurbishment

New Playground Equipment

Walking Track Upgrade


The Patchewollock Recreation Reserve Upgrade will provide better facilities for the local residents and visitors. The Recreation Reserve is the only public playground in Patchewollock and is used by a variety of people. The installation of bollards will frame the Recreation Reserve as the entrance to the township. The upgraded Tennis Shelter will provide improved facilities for casual tennis users.

Project Mandate

Page 17

Project Budget: Bollards $8,000 Signage $2,000 Tennis Shelter Refurbishment $15,000 New Playground Equipment $40,000 Walking Track Upgrade $5,000 Total Project Budget ($70,000)

Project Funding: Drought Community Programme $70,000 Total Funding $70,000



Marianne Ferguson – Community & Economic Development Officer

Andrea Stepney – Project Officer

Pradip Bhujel – Assets Engineer

Anita McFarlane –General Manager - Corporate Services

Mick Evans - General Manager of Infrastructure and Development Day to Day Project Management Project Manager: - Marianne Ferguson User Team Manager:- Janine Yetman & Viv Yetman - Patchewollock Progress Association Supplier Team Manager:- TBA – Tender Required

Project Mandate

Page 18

Introduction The Woomelang Op Shop Development will see the construction of a new Op Shop on the corner of Railway Crescent and Brook Street in Woomelang. The building will provide space for retail, sorting and washing. The current Op Shop is located on Gloucester Avenue in a house rented by the Historical Society who manages the facility.

Desired Delivery


Strategic Objective

Woomelang Community Action Plan Economic Development & Tourism Strategy 2015 – 2019 Strategy 2.2 Community Enterprises Yarriambiack Shire Council Plan 2017 – 2021 – 4.1 Economic growth within the municipality - Support and encourage infrastructure, land use planning, events and services that support economic development and lifestyle opportunities.

End result

The project will provide a permanent location for the Op Shop with improved facilities for volunteers. The new infrastructure will be located near the Woomelang General Store and it is anticipated the project will increase visitor traffic to both businesses.

The project has several important outcomes that involve the following area:

Adequate facilities for volunteers

Improved access

Improving Woomelang’s shopping precinct

Providing increased economic stimulus

Reducing waste into landfill


The project includes 3 buildings joined together in a U shape


Access ramp

Sorting/change room

Amenities

Landscaping

Retail space


The Op Shop is managed by the Woomelang & District Historical Society. There are a number of volunteers who work at the shop and any funds raised after expenses are paid, goes back into the Historical Society and community projects. The Op Shop has been forced to move a number of times due to their premises being sold. There current location in Gloucester Avenue is difficult as many visitors to

Project Mandate

Page 19

the township don’t know where they are located. The new location is expected to generate a much bigger income and also drive business in the shopping precinct.

Project Budget: Quotes Works Building $88,500 Landscaping & Tank $10,000 Floor Coverings $8,000 Window Dressings $3,000 Signage $3,000 Amenities $7,000 Fit-out & Contingency $7,000 Total Project Budget $126,500

Project Funding: Drought Community Programme $120,000 Woomelang Cash Contribution $6,500 Total Funding $126,500







Mick Evans - General Manager of Infrastructure and Development Day to Day Project Management Project Manager: - Marianne Ferguson User Team Manager:- Brydie Kelly Woomelang Historical Society Supplier Team Manager:- TBA – Tender Required Project Mandate Authorised By: __________________________

Jessie Holmes – CEO

Project Mandate

Page 20

Project Mandate

Page 21

Introduction The Yaapeet Cabin Project will see the installation of a cabin at the Recreation Reserve. There is currently camping facilities at the Recreation Reserve but the closest accommodation is in either Hopetoun or Rainbow.

Desired Delivery


Strategic Objective

Yaapeet Community Action Plan Economic Development & Tourism Strategy 2015 – 2019 Strategy 2.2 Community Enterprises Wimmera Mallee Tourism Destination Management Plan – Theme 5 Accommodation & Infrastructure Yarriambiack Shire Council Plan 2017 – 2021 – Strategic Object 5 Health & Wellbeing - Strengthen support for organisations or initiatives that aim to increase levels of physical activity and expand the availability of suitable infrastructure and equipment to encourage physical activity.

End result

The project will provide much needed accommodation in Yaapeet.

Yaapeet is the southern gateway to the Wyperfeld National Park.

The new infrastructure will provide an accommodation option for visiting family and friends.


Cabin Inclusions:

Access steps

Lounge/kitchen area

Bathroom/amenities

Two bedrooms


The cabin accommodation will be managed by the Yaapeet Sports & Community Club. It is envisaged the cabin will be utilised by visitors of the Wyperfeld National Park and the Silo Art Trail. Funds raised from the rental will be used for ongoing cost and maintenance of the infrastructure.

Project Budget: Cabin including installation $30,000 Plumbing $20,000 Electrical & Split System $4,700 Fit out & Contingency $20,300 Total Project Budget ($75,000)

Project Mandate

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Project Funding: Drought Community Programme $75,000 Total Funding $75,000


Project Sponsor: Jessie Holmes - CEO Project Steering Committee:






Mick Evans - General Manager of Infrastructure and Development Day to Day Project Management Project Manager: - Marianne Ferguson

User Team Manager:- Les Jones Yaapeet Community Club

Supplier Team Manager:- TBA – Tender Required

Project Mandate

Page 23

Picture example: Beulah Creekside Cabins

Project Mandate

Page 24

Introduction The Lascelles Caravan Park Project has been initiated and developed by the community to meet increasing patron demands, improve amenity and comply with fire service related legislative requirements.

Desired Delivery


Strategic Objective

Economic Development & Tourism Strategy 2015-2019 – Alignment with Council’s agreed economic development direction.

Yarriambiack Shire Council Plan 2017 – 2021 – Strategic Objective 2 – A place to live and grow.

Project Outcome

This project will enhance the town’s ability to attract and accommodate additional tourists. Fire service infrastructure upgrades will ensure compliance with the Residential Tenancies (Caravan Parks & Moveable Dwellings Registration & Standards) Regulations 2010 and improve the level of safety for patrons.


The Lascelles Caravan Park Project has been primarily designed to improve patronage, while also completing facility upgrades that support the increased demand.

The project consists of:

Installation of an Aerated Wastewater Treatment System to replace the failing conventional septic system.

Increasing in the number of powered sites available to tourists.

Upgrading the fire safety infrastructure (hose reels & hydrant) to meet minimum performance standards.


The Lascelles Caravan Park Project aligns directly with Council’s organisational objectives and direction. Council has made a commitment to upgrading caravan parks to improve facilities in strategic objective 2 of the Council Plan 2017-2021. This project is also supports Council’s Economic Development & Tourism Strategy through alignment with our agreed economic development direction.

The fire service upgrades have been proposed for completion since early 2010. The inadequacy of this infrastructure increases the risk to tourists using the facility and may expose Council risk in the event a fire related incident occurs. This project is a demonstration of the effective and efficient use of scarce resources to further Council’s organisational objectives, while achieving compliance with legislative standards.

Project Mandate

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Project Budget: Quotes Works ($35,000) Get breakdown of costs Contingency ($5,000) Total Project Budget ($40,000)

Project Funding: Total Funding ($40,000)


Gavin Blinman - Manager Community Services and Development

Anita McFarlane - Corporate Services Manager


Day to Day Project Management Project Manager: - Tim Rose

Project Mandate

Page 26

Introduction The Beulah Project has been developed by the community with a broad scope in order to deliver benefits and value to various local groups within township. The project consists of important equipment for the community store, a lawn mower to service the primary school, recreation reserve and caravan park, new split systems at the recreation reserve and an extension and fire safety service improvements at the local caravan park.

Desired Delivery


Strategic Objective

Economic Development & Tourism Strategy 2015-2019 – Alignment with Council’s agreed economic development direction.

Yarriambiack Shire Council Plan 2017 – 2021 – Strategic Objective 2 – A place to live and grow.

Sport & Recreation Strategy 2016-2025 – Alignment with Key Priority Area 2 & 3.

Beulah Community Action Plan – Alignment with Community Priorities.

Project Outcome

This project will enhance and support the town’s community store initiative with basic equipment following the recent loss of their only supermarket. The lawn mower will help improve the amenity of the town at various sites, while assisting the volunteers that donate their time for their community. The power upgrades will support the installation of new split systems at the recreation reserve and further increase the use of the facility. The caravan park extension will assist in the town’s ability to attract and accommodate additional tourists. Fire service infrastructure upgrades will ensure compliance with the Residential Tenancies (Caravan Parks & Moveable Dwellings Registration & Standards) Regulations 2010 and improve the level of safety for patrons


The Beulah Project has been designed to bring benefit to a broad number of residents within the community by supporting a number of local organisations,

The project consists of:

Convenience Store Equipment o Cool Room o Double Door Freezer o Chest Freezer o Fridge o Coffee Machine

Joint-Use Lawn Mower.

Air conditioning systems at the Recreation Reserve

Increase in the number of sites available at the Caravan Park

Upgrading the fire safety infrastructure (hose reels & hydrant) to meet minimum performance standards.

Project Mandate

Page 27


The Beulah Project furthers many of Council’s organisational objectives and long-term strategy by aligning with Council’s high level publications, such as the Council Plan 2017-2021 and the Economic Development & Tourism Strategy 2015-2019. This project offers significant value to Beulah residents as the funding is proposed to be well disbursed throughout the community.

The outcome of this project will assist in increasing Beulah’s economic activity through improved amenity and increased accommodation capacity.

The fire service upgrades have been proposed for completion for a number of years. The inadequacy of this infrastructure increases the risk to tourists and volunteers at the caravan park.

Project Budget: Quoted Works Convenience Store

Cool Room - ($15,000) Double Door Freezer - ($7,200) Chest Freezer - ($2,000) Fridge - ($2,500) Coffee Machine - ($2,000)

Joint-Use Lawn Mower - ($30,000) Split Systems and Power Upgrade - ($30,000) Extend Caravan Park - ($5,000) Upgrade Fire Services - ($10,000)

Project Cost ($103,700) Total Project Budget ($105,000)

Project Funding: Total funding available ($105,000)


Gavin Blinman - Manager Community Services and Development

Anita McFarlane - Corporate Services Manager


Day to Day Project Management Project Manager: - Tim Rose

Project Mandate

Page 28



A26/02/2020

13.9 SHARE Grant 19/20 Round 2 – Prepared by Andrea Stepney



A26/02/2020

Recommendation That Council accepts the report for evaluated submissions for $31,209.90 Resolution

Moved Cr K Zanker Seconded Cr T Hamilton


Carried

128

Project Number Project Name Applicant

Grant

Requested

Average

Score

Funded

Previous

Round

Incomplete,

Invalid or

Ineligable

Application

Late

Applicatio

n

Alternate

Funding

Option Comments

2019RD20001 Minyip IGA - Front façade Painting & Repair Minyip IGA $2,000.00 94.66667 No No No

2019RD20023 Kitchen Safety Upgrade - Warracknabeal Playgroup Warracknabeal playgroup Inc. $1,940.00 94.66667 No No No

2019RD20017 Welcome Dinner - Warracknabeal Welcome to Warracknabeal Meet& Greet (A) $1,000.00 92.66667 No No No Auspiced

2019RD20007 Hoof & Harvest Festival Beulah Beulah Historic, Learning & Progress Assoc. $1,000.00 90 No No No

2019RD20014 Restore Community Blackboard Warracknabeal Community Garden $1,000.00 88.66667 No No No Auspiced

2019RD20002 Rupanyup A&P Farmers Market Rupanyup A&P $1,000.00 88 No No No

2019RD20006 Electric BBQ - Rupanyup Swimming Pool Rupanyup Community Swimming Pool Inc $3,000.00 87.33333 No No No

2019RD20013 Refurbishment of Flower Planters - Warracknabeal Warracknabeal Townscape Committee $2,600.00 86 No No No

2019RD20027 2020 Hopetoun Bowls Carnival Hopetoun Bowling Club $1,000.00 86 No No No

2019RD20029 Camp Oven Cook Off - Patchewollock Playgroup (Auspiced) $1,000.00 86 No No No Auspiced

2019RD20024 Display Boards - Warracknabeal Scout Hall Warracknabeal Band & Scout Hall $1,930.00 85.33333 No No No

2019RD20025 Time to Shine - Solar Lighting for Shearing Shed Woomelang & District Devlopment Assoc. $360.90 85.33333 No No No

2019RD20005 Wine & Dine in the Stick Shed Murtoa Events $1,000.00 84.66667 No No No

2019RD20004 Keep Me Tidy - Wood Museum Woods Farming & Heritage Museum $549.00 84.66667 No No No Entrusted Public Entity Status

2019RD20009 Australian 50 Yard Calibre 100 Yard Championship Warracknabeal Rifle Club $1,000.00 84.66667 No No No

2019RD20015 Moving Our Community Gym Hopetoun & District Neighbourhood House $3,000.00 84.66667 No No No

2019RD20021 Brim & Lah District Honour Board Brim Memorial Hall Anzac Committee $330.00 84.66667 No No No Auspice Brim Memorial Hall

2019RD20030 Wimmera 8th Mile Championship - warracknabeal Wimmera Off Street Drag Racing $1,000.00 84 No No No

2019RD20020 Enchancement of Town hall - Toilets & Blind Warracknabeal Town Hall Committee $3,000.00 83.33333 No No No

2019RD20033 Biennial Exhibition - Hopetoun Patchwork Group Hopetoun Patchwork Group inc. $500.00 83.33333 No No No Needs Auspice

2019RD20028 Hopetoun replacement Cricket pitch Southern Mallee Giants Cricket Club $3,000.00 82.66667 No No No

2019RD20016 Safety fencing at boat ramp Warracknabeal Ski Club $3,000.00 82 No No No

2019RD20010 Warracknabeal 1000 Open Warracknabeal Rifle Club $1,000.00 82 No No No

2019RD20022 Hose Reel Minyip Caravan park Minyip Progress Association $3,000.00 82 No No No

2019RD20026 Hopetoun Golf Club Improvement Project Hopetoun Golf Club $2,780.00 81.33333 No No No

2019RD20031 Kitchen & Facilities Upgrade - Brim Bowls Brim Memorial Bowling Club $3,000.00 81.33333 No No No

2019RD20003 Beulah Bowls & Croquet Mixed Fours Event Beulah Bowls & Croquet $500.00 80.66667 No No No

2019RD20032 Historical Signage Upgrade - Hopetoun Hopetoun & District Historical Society Inc. $3,000.00 78.66667 No No No

2019RD20018 New Public Park Setting - Lake Marma Lake Marma Committee of Management $1,413.50 76.66667 No No No

2019RD20008 Farmers Market - Rupanyup Rupanyup A & P Society $440.00 70.66667 No No No

2019RD20011 Project Regenerate Concept Plans Anglican Parish of Warracknabeal $0.00 0 No YES No YES religious and political organisations for core operating and administration costs - Funding for Business Plan $3000

2019RD20012 Upgrade Toilet Block - Warracknabeal Ag Museum Warracknabeal & District Historical Society $0.00 0 No YES No No Received funding in previous round (TV monitors) - requested $3000

2019RD20019 Front Façade Painting - Rupanyup Commercial Hotel Rupanyup $0.00 0 No YES No No Currently doesn't have employees - not open at the time of submission Requested $2000

-$31,209.90

Balance from previous Round $2,372.00

Total Budget $30,000.00

Balance $1,162.10



A26/02/2020

13.10 Draft Project Management Policy and Guidelines – Prepared by Andrea Stepney Discussion:

The Project Management Policy and Procedure are a direct response from audit recommendations – Internal Audit Report 2016-02 Project Management (AFS & Associates Pty Ltd).

The documents provide a framework regarding the essential elements in the management of all projects by:

Ensuring projects are effectively managed within the limitations of Scope, Quality, Resources (Time and Budget) and Risk;

That appropriate governance and control is established;

Communication, quality and risk management plans are developed and executed throughout a project’s life;

Appropriate authorisation and acceptance is established throughout the life of a project;

Stakeholder communication is inclusive; and,

Post implementation reviews are conducted and actively used to improve the conduct of project delivery.

Community Considerations

The Project Management Policy and procedure provides an assurance to the ratepayers of Yarriambiack Shire Council that all funding is being managed according to best practice and according to the current Local Government Act 1989. Environmental Considerations

No impact on the environment, individual projects under the grants schemes have consideration for this. Financial and Risk Considerations

The Project Management Framework supported by the Project Management Policy and Procedures ensures minor, medium and major projects follow a process that clearly defines and mitigates project risk, established governance and control and ensures that project budgets are fully developed and approved prior to project implementation. Recommendation

1: Recommendation 1 is that council adopts and approves the Project Management Policy as tabled. 2: Recommendation 2 is that council adopts and approves the Project Management Procedure as tabled.

Resolution

Moved Cr C Heintze Seconded Cr S Roberts


131

Project Management Policy

Name Policy: Project Management Policy This Document is Uncontrolled when Printed Responsible Officer: GM Community Development

Version: 0.1 Issue Date: 26 February 2020 Next Review: February 2023 Page 1/ 4




1. Purpose

This document describes the Yarriambiack Shire Council’s policy regarding the essential elements in the management of all projects.

The objectives of this policy are to ensure that:

Projects are effectively managed within the limitations of Scope, Quality, Resources (Time and Budget) and Risk;

Appropriate governance and control is established;

Communication, quality and risk management plans are developed and executed throughout a project’s life;

Appropriate authorisation and acceptance is established throughout the life of a project;

Stakeholder communication is inclusive; and,

Post implementation reviews are conducted and actively used to improve the conduct of project delivery.

In order to achieve these objectives the elements of this Project Management Policy must be included in the initiation, planning, and execution of all projects.

2. Scope

The Project Management Policy is a Council-wide policy, to be applied across all departments for all staff to comply with, regardless of monetary value and size.

The Project Management Framework is based on the universal principles of the PMBOK® guide, in conjunction with Council’s policy, procedures and guidelines. This framework for Project Management is based on the generic process flows of Initiating, Planning, Executing, Controlling & Monitoring and Closing.

3. Policy Statement

1. Projects require a Project Mandate to be submitted prior to project to applying for project funding.

2. The completed Project Mandate requires the approval from the relevant department manager, finance manager and the Project Sponsor (CEO).

3. Projects that are proposed to upgrade an existing Council asset or develop a new Council asset must complete an Asset Evaluation process.

4. An approved Project Mandate and Asset Evaluation triggers the development of a Project Plan.

5. A Project Manager must be appointed after the Project Mandate is evaluated and authorised. Project Managers are required to have experience, skills and available time to manage the project.




6. All Projects require the CEO as the Project Sponsor for the duration of the project, from initiation through to project closure.

7. Budget, Risk and Status reports must be sent to the Project Sponsor and included at Steering Committee meetings.

8. The Steering Committee, on advice from the Project Manager will determine the project closure.

9. A Project Review is to be conducted within one year of the project closing by the Director Business Strategy and Performance to ensure quality standards were met throughout the project life.

4. Responsibility

1. Department managers will be responsible for ensuring the Project Management Framework, including this Policy and the relating guidelines, is applied to all Council Projects.

2. The relevant financial delegate is responsible for the approval of a Project Mandate budget.

3. The Project Manager will be accountable for:

a) the delivery of the project and the ongoing out comes after project completion.

b) they will be responsible for the project team from the initiating phase through to the closing phase.

c) they will be the point of contact for the project and will ensure each phase is managed in accordance with the Council Project Management Framework.

4. The Project Steering Committee will be responsible for the oversight of all projects, ensuring that the project is being executed in line with the goals and objectives of the Project Management Framework.

5. Legislative Context

The Local Government Act 1989

6. Associated Documents

Project Management Procedure

Risk Management Policy

7. Implementation

The Project Management Policy will be implemented throughout the Council via:

1. inclusion in the Council Policy folder located in the I Drive;

2. information and training sessions.




8. Definitions

PMBoK®: Project Management Body of Knowledge. PMBOK® is a collection of

processes and knowledge areas accepted as best practice within the project management discipline, world wide.

Project: A project is defined as a set 'body of work' with a defined start and end date, and with a pre-determined level of risk. The risk can be associated with human, government, financial/commercial, environmental, political, legal or business continuity factors. A project will be undertaken when the level of risk is considered 'Medium' or above, at an institutional level via Audit & Risk Committee and as defined as a risk in the Risk Management Policy.

Project Mandate:

The main purpose of the Project Mandate is to formally acknowledge that a project has approval to proceed to a Project Plan. It is the authoritative document acknowledging from the Project's Sponsor to initiate the project and the Project Managers acceptance to commence development of the project.

Project Sponsor:

The person given overall responsibility for ensuring that a project meets its objectives and delivers the expected benefits. They are considered the champion of the project and will have ongoing accountability for outcomes of the project.

Project Management Framework:

A policy guideline and documented procedures for how projects are planned, executed and delivered based on proven project management methodologies, to ensure projects are completed on time and on budget.

Project Manager:

The person responsible for the day to day management of the project objectives, tasks, progress and project team. They can also be responsible for initiating the business case for a project. They identify the business needs further to develop the Project Plan based on risk and Council requirements.

Project Plan: A Project Plan is the formal document of the project. It specifies high level requirements of the project including background, purpose, benefits, objectives, scope, assumptions, constraints and costs of the project.


A group of high-level stakeholders who are responsible for providing guidance on overall strategic direction and endorsing recommendations from the Project Manager.

Project Team: Individuals, groups and/or organisations, including all consultants, who are responsible for undertaking project tasks as directed by the Project Manager.

Status Report:

A high level progress report indicating the current status of the project as tracked against budget, time and tasks.




Council Approved Policy

Policy Adopted: Ordinary Meeting 26 February 2020 Minute Book Page 128

Policy Reviewed: Ordinary Meeting February 2025 Minute Book Page


Name Procedure – Project Management Guidelines This Document is Uncontrolled when Printed Responsible Officer: GM Community Development





1. Governing Policy

This procedure is governed by the Yarriambiack Shire Council Project Management Policy.

2. Scope/Application

The Project Management Procedure applies to projects managed by Yarriambiack Shire Council (Council). A project is a body of work with distinct start and end dates that progresses through defined phases and adheres to a formal project management methodology.

All projects must be developed and delivered utilising the Project Management Framework.

3. Project Categories

Projects are categorised to minor, medium and major projects based on their risk level, duration and funding required.

The project category must be determined using the Project Assessment Matrix (document 3 – Project Management Framework).

4. Project Phases

It is recommended that projects progress through the following project phases.

4.1 Preliminary Phase

The preliminary phase builds the foundation of a future project and is often triggered when an individual identifies an opportunity or need to improve a process, implement a new service or solve a problem. It defines what the proposed change will attempt to achieve, defining the change delivered and resulting impact to the Council and/or community. All proposed changes are expected to go through the preliminary phase to develop their business justification and gain support to it.

The preliminary phase is led by the Project Manager.

Key outputs:

Completion of an Asset Evaluation (for assets owned or to be owned by Council).

Completion of a Project Mandate – outlines the business case, aligns with strategic objectives. Includes initial budget and funding.

The proposal is added to the project register as a potential future project.

Appropriate avenue of funding to be identified.

4.2 Planning Phase

The Planning Phase provides further detail about how the project will be conducted and the resulting benefits realised. This phase has three major activities: to plan the implementation, including the schedule, resourcing and budget information; to plan how business change will be managed; and to plan the activities, measures and data used to evidence that the benefits will be realised.




A Project Manager is appointed and is responsible for the planning phase.

The governance commences to direct and oversee the project, as applicable (if not commenced in the initiation phase). The planning phase is led by the Project Manager and governed by the Project Sponsor or Project Steering Committee.

Key outputs during this phase are:

Project Plan

Project Schedule

Project Budget

Preparation of various Project Registers

4.3 Implementation Phase

The implementation phase focuses on the process of developing and implementing the project outputs (often called ‘deliverables’) and transitioning them into operational use.

The implementation can be performed in one stage or be split into two or more stages. If staged, each stage is to be designed and planned so that the project can be paused or closed after any of them, if required for organisational reasons (such as changes in strategic goals or funding allocations).

The implementation concludes with handover to the Council staff or community groups. End users are also transitioned to the operational areas or external suppliers responsible for ongoing support and maintenance (if applicable to the project).

An integral part of the Implement phase is the Project Manager’s work on the project to manage stakeholder expectations, risk level, scope, resources, time and financial position of the project and resolve any issues or changes encountered.

The Implement phase is led by the Project Manager and governed by the Project Sponsor or Project Steering Committee.

Key outputs:

Milestone Reports

Updates to project’s plans, schedule and registers, as required

Any additional documentation required in the project

4.4 Close Phase

The Close Phase is the final phase of a project and performs the formal closure of the delivery component of the project. It has two main activities:

Communication to stakeholders about the completion of the project.

Evaluation of the success of the project and completion of a Post-Project Review

The Close phase is led by the Project Manager and governed by the Project Sponsor or Project Steering Committee. At the end of the Close phase, the project governance and all key project management roles cease.

Key outputs:

Prepare communications to the project stakeholders and the wider community to notify them of the completion of the project.

Complete Post-Project Review




4.5 Post Project Operations

Following the project closure, post-project operations commence. During this period, the project outputs are taken into full use and embedded into the normal functions of the impacted parts of the Council or Community.

All capital-funded projects have a Financial Closure stage for the finalisation of any outstanding invoices and other contractual arrangements. This stage lasts for three (3) months after the end of Close Phase and is controlled by the relevant Project Manager and Department Director.

Major capital and development projects have a Defect Liability Period (DLP). During this period any issues discovered are rectified. The Project Manager remains attached to the project and remaining project funds are held within the project for this purpose for 12 months after the handover of a facility from the main contractor to ACU.

The post-project operations are led by the Project Sponsor. Key outputs:

Business Change Report

Payment of any outstanding expenses

After 12 months a Project Review must be conducted by the Director of Business Strategy and Performance to assess the performance of the project and governance arrangements, and provide recommendations for future projects. The review is conducted independent of the project stakeholders and team.

5. Project Funding

All requests for capital funding are submitted as a Project Mandate reviewed by the Finance Directorate and the relevant Project Directorate and approved by Council.

For projects funded through grants refer to the Grant Management Policy & Procedure.

6. Review

This procedure will be formally reviewed every 5 years in conjunction with the Project Management Policy.

The procedure will be reviewed for any minor amendments every 12 months by the Responsible Officer or delegated.

Policy Adopted: Ordinary Meeting 26 February 2020 Minute Book Page 128

Policy Reviewed: Ordinary Meeting February 2025 Minute Book Page



A26/02/2020

14 OTHER BUSINESS Moved Cr K Zanker Seconded Cr C Heintze that Council move into Closed Session

Carried

Moved Cr T Hamilton Seconded Cr C Heintze that Council move back into Open Session

Carried

Moved Cr H Ballentine Seconded Cr C Heintze that Council bring the Closed recommendation into Open Session Carried

15 REPORTS FOR DECISION – CLOSED SESSION 15.1 Warracknabeal Levee Tender – Prepared by Michael Evans Recommendations

1. Council accept the tender from S & R Engineering and Construction Pty Ltd for the Warracknabeal Levee Construction (Contract No. C261-2020) for the negotiated amount of $551,015.84 (GST exclusive), plus the provisional sum $43,010.00 to be called in as required.

2. Council sign and seal the contract documents with S & R Engineering and Construction Pty Ltd for the Warracknabeal Levee Construction (Contract No. C261-2020) for the negotiated amount of $551,015.84 (GST excluded), plus the provisional sum of $43,010.00 to be called in as required.

Resolution

Moved Cr T Hamilton Seconded Cr S Roberts


NEXT MEETING The next meeting of Council will be held on Wednesday, 25 March at 9:30am at Warracknabeal. CLOSE ___________________ Mayor

135