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Balranald Shire
OPERATIONAL
PLAN
2013-2014
Sub Plan to Balranald Shire
Delivery Program
2012-2016
Draft May 2013
2
Forward by the Mayor Page 3 Balranald Shire 2022 Objectives Page 4 Performance Measures Page 11 General Purpose Rates Schedule Page 20 Pricing Policy Page 21 Fees and Charges Page 23 Proposed Borrowings Page 24 Estimates Summary Page 25 Detailed Estimates of Income & Expenditure Page 27 Capital Works – Asset Program Page 46 Road Works Program Page 48 Acronyms and Abbreviations Page 49
Contents
3
The 2013-2014 Operational Plan presents the Council’s response to implementing the Shire’s community strategic plan Balranald Shire 2022. This Operational Plan outlines the elected Council’s service delivery priorities in the first year of their Council term. As well as delivering core services, the key achievements in this operational plan include:
The Interpretative Centre Project
Renovation of the old Baby Health Centre to create a new Court House for Balranald
Construction of a new filtered water main for the delivery of filtered water to Malcolm St Balranald
Construction of another section of the main street project
Reconstruction of Market Street between Cally and River Streets by the Roads & Maritime Services The 2013-2014 Operational Plan focuses on delivering the following priorities:
Supporting the achievement of a more financially sustainable Council while delivering a wide range of services and facilities for residents and visitors
Upgrading existing assets and infrastructure in accordance with community priorities, asset management requirements and available funding in such areas as transport and storm water infrastructure, footpaths, cycleways, town centres, public toilets, sport and recreation facilities and libraries.
Continuing to invest in the protection and enhancement of the Shire’s natural assets including water quality, biodiversity, bushland and nature - based tourism infrastructure.
Fulfilling the Council’s commitment to major projects.
Cr Steve O’Halloran
MAYOR, BALRANALD SHIRE COUNCIL
Forward by
the Mayor
4
Balranald Shire 2022 Objectives
Balranald Shire 2022
Objectives
Council Services Annual Operation Plan Actions 2013-2014
Responsible Officer and/or Committee
1.2.1 Community Development a) Create welcome teams in each township b) Assemble welcome kits with information
DECD and Balranald Inc. DECD/CDO/TO
1.2.2 Community Development c) Create welcome to country information signage DECD and BALC
1.2.3 Community Development a) Develop a skill and passion survey b) Create database and website c) Create connection between shared skills and passions
DECD/CDO DECD/CDO DECD/CDO
1.2.4 Community Development c) Develop quality community website DCS/DECD
1.2.5 Community Development a) Regular Council E-Newsletter b) Use of community conversations and focus groups
DECD/CDO DCS/DECD
1.3.1 Community Development a) Re-establish the Youth Council b) Investigate the establishment of a youth centre c) Investigate the appointment of a youth worker f) Expand options at the Balranald swimming pool
DECD/CDO DECD/DID DECD and community DID
5
A liveable and thriving community that maintains lifestyle opportunities and addresses its disadvantages
Council will implement the following actions from the Community Strategic Plan
Balranald Shire 2022
Objectives
Council Services Annual Operation Plan Actions 2013-2014
Responsible Officer and/or Committee
2.1.1 Community Development a) Develop, implement and promote a population
retention and attraction strategy
DECD/CDO
2.1.2 Economic Development b) Research other towns experiencing new mining activities
DECD/CDO
2.2.3 Aged Care a) Examine needs and options for an ageing population
DCS
2.3.2 Infrastructure a) Investigate extending the pool length to 50 metres c) Construct hydrotherapy pool
DID/OE DID/OE/OS
2.3.4 Infrastructure b) Consultation with the community c) Preparation of proposals
DID/DECD DID/OE/ETO
Pillar Two: OUR PLACE
6
Balranald Shire 2022
Objectives
Council Services Annual Operation Plan Actions 2013-2014
Responsible Officer and/or Committee
3.1.1 Economic Development a) Develop a Balranald Business Association
DECD/CDO and business community
3.1.2 Economic Development a) Source funding for BEAR b) Design survey c) Recruit volunteer interviewers d) Implement the program over a two month period e) Prepare BEAR report
DECD/CDO DECD/CDO DECD/CDO DECD/CDO DECD/CDO
3.2.2 Economic Development c) Complete construction of Interpretive, Visitor Infor-mation, Café and Amenities buildings
GM/DID
3.2.4 Economic Development c) Lobby for sealing of the Mungo access and loop
roads
d) Lobby for improved communications within the Parks
GM and NPWS
GM and NPWS
A community that ensures a strong and resilient economy
Council will implement the following actions from the Community Strategic Plan
Pillar Three: OUR ECONOMY
7
Balranald Shire 2022
Objectives
Council Services Annual Operation Plan Actions 2013-2014
Responsible Officer and/or Committee
3.2.5 Community Development a) Promote local awareness of NLP
b) Develop application for inclusion in NLP
GM/DECD and NPWS
GM and NPWS
3.2.6 Infrastructure a) Undertake signage audit and develop a signage plan
DECD/TPM
3.2.7 Infrastructure and
Economic Development
a) Extend the heritage theme throughout Market Street
b) Continue to pursue funding for Market Street upgrade
c) Encourage business owners to enhance shop
facades
DID/OE/ETO
DID/OE/ETO
DECD and Balranald Inc.
3.3.1 Economic and Community Development
b) Audit local industry and business training needs c) Identify relevant training funding sources d) Develop a calendar of training programs e) Establish collaborative training arrangements with accredited trainers (MADEC, Riverina TAFE and MMT)
Balranald Inc. Balranald Inc. Balranald Inc. Balranald Inc.
Pillar Three: OUR ECONOMY continued
8
Balranald Shire 2022 Objectives
Council Services Annual Operation Plan Actions 2013-2014
Responsible Officer and/or Committee
4.1.1 Community Development
a) Undertake a Shire Heritage assessment e) Extend the Heritage Trail in Balranald
DECD/CDO DID/DECD
Pillar Four: OUR CULTURE
A community that respects and celebrates its diverse cultures, heritage and arts
Council will implement the following actions from the Community Strategic Plan
9
Pillar Five: OUR INFRASTRUCTURE
A community that maintains and strengthens its natural and built environment
Council will implement the following actions from the Community Strategic Plan
Balranald Shire 2022 Objectives
Council Services Annual Operation Plan Actions 2013-2014
Responsible Officer and/or Committee
5.2.1 Infrastructure a) Lobby for extension of mobile phone coverage and utilisation of unused mobile phone towers
GM
5.2.2 Infrastructure a) Lobby for inclusion in the next roll out of the NBB GM
5.3.2 Infrastructure a) Review the pedestrian access management policy DID/ETO
10
Balranald Shire 2022 Objectives
Council Services Annual Operation Plan Actions 2013-2014
Responsible Officer and/or Committee
6.1.1 Community Development
a) Audit current leadership development opportunities at local, regional and State levels
DECD/CDO
6.3.1 Civic Services a) Organise regular forums that enable community participation in decision making b) Continue to encourage community involvement in Council Committees
GM GM
6.3.2 Organisational Management a) Provide good governance, prudent financial management and effective support services for all its activities
GM/DCS/DID/DECD
Pillar Six: OUR LEADERSHIP
A community that values and fosters leadership, lifelong learning, innovation and good governance
Council will implement the following actions from the Community Strategic Plan
11
Performance Measurement\
Pillar One: OUR PEOPLE
A community that is proactive, engaged, inclusive and connected
Council will measure the performance of the following actions from the Community Strategic Plan
Balranald Shire 2022 Objectives
Council Services Annual Operation Plan Actions 2013-2014
Action Performance Measurement
1.2.1 Community Development a) Create welcome teams in each township b) Assemble welcome kits with information
Teams in place by June 2014 Kit prepared by March 2014
1.2.2 Community Development c) Create welcome to country information signage Signage to be created and installed by June 2014
1.2.3 Community Development a) Develop a skill and passion survey b) Create database and website c) Create connection between shared skills and passions
Completed by March 2014 Completed by March 2014 Completed by June 2014
1.2.4 Community Development c) Develop quality community website Website completed by December 2013. User survey by March 2014
12
1.2.5 Community Development a) Regular Council E-Newsletter b) Use of community conversations and focus groups
Implemented by December 2013 Improved liaison with community. Increased community participation in conversations and focus groups
1.3.1 Community Development a) Re-establish the Youth Council b) Investigate the establishment of a youth centre
c) Investigate the appointment of a youth worker f) Expand options at the Balranald swimming pool
Established by April 2014 Completed by April 2014 Investigation complete with options identified Investigations complete by March 2014. Report to Council
Balranald Shire 2022 Objectives
Council Services Annual Operation Plan Actions 2013-2014
Action Performance Measurement
Pillar One: OUR PEOPLE
continued
13
Balranald Shire 2022 Objectives
Council Services Annual Operation Plan Actions 2013-2014
Action Performance Measurement
2.1.1 Community Development a) Develop, implement and promote a population retention and attraction strategy
Strategy developed by April 2014. Implementation and promotion by June 2014
2.1.2 Economic Development b) Research other towns experiencing new mining activities
Research completed by March 2014
2.2.3 Aged Care a) Examine needs and options for an ageing population Surveys and focus groups completed by March 2014
2.3.2 Infrastructure a) Investigate extending the pool length to 50 metres c) Construct hydrotherapy pool
Investigations complete by March 2014. Report to Council Pool construction completed by September 2013
2.3.4 Infrastructure b) Consultation with the community c) Preparation of proposals
Community consultation completed by December 2013 Proposals completed by March 2014
Pillar Two: OUR PLACE
A liveable and thriving community that maintains lifestyle opportunities and addresses its disadvantages
Council will measure the performance of the following actions from the Community Strategic Plan
14
Balranald Shire 2022 Objectives
Council Services Annual Operation Plan Actions 2013-2014
Action Performance Measurement
3.1.1 Economic Development a) Develop a Balranald Business Association Business Association established by December 2013
3.1.2 Economic Development a) Source funding for BEAR b) Design survey c) Recruit volunteer interviewers d) Implement the program over a two month period e) Prepare BEAR report
Funding secured by November 2013 Completed by January 2014 Recruitment completed by February 2014 Surveys completed by April 2014 Report prepared by June 2014
3.2.2 Economic Development
c) Complete construction of Interpretive, Visitor Infor-mation, Café and Amenities buildings
Construction completed by June 2014
3.2.4 Economic Development c) Lobby for sealing of the Mungo access and loop
roads
d) Lobby for improved communications within the
Parks
Stakeholders engaged and
submissions formulated by
March 2014
Stakeholders engaged and
submissions formulated by
March 2014
Pillar Three: OUR ECONOMY
A community that ensures a strong and resilient economy
Council will measure the performance of the following actions from the Community Strategic Plan
15
3.2.5 Community Development a) Promote local awareness of NLP
b) Develop application for inclusion in NLP
Community engagement
undertaken by December 2013
Application developed in
conjunction with NPWS by May
2014
3.2.6 Infrastructure a) Undertake signage audit and develop a signage plan
Town entrance signage completed by June 2014
3.2.7 Infrastructure and Economic
Development
a) Extend the heritage theme throughout Market Street
b) Continue to pursue funding for Market Street
upgrade
c) Encourage business owners to enhance shop
facades
Streetscape plan developed by December 2013
Further funding investigated and submissions completed by April 2014
Focus groups and workshops
conducted by May 2014
Balranald Shire 2022 Objectives
Council Services Annual Operation Plan Actions 2013-2014
Action Performance Measurement
Pillar Three: OUR ECONOMY
continued
16
Balranald Shire 2022 Objectives
Council Services Annual Operation Plan Actions 2013-2014
Action Performance Measurement
3.3.1 Economic and Community Development
b) Audit local industry and business training needs c) Identify relevant training funding sources d) Develop a calendar of training programs e) Establish collaborative training arrangements with accredited trainers (MADEC, Riverina TAFE and MMT)
Audit undertaken by Balranald Inc. by June 2014 Funding sources identified by Balranald Inc. by June 2014 Calendar of training programs completed by Balranald Inc. by June 2014 Quarterly meetings held with training providers by Balranald Inc.
Pillar Three: OUR ECONOMY
continued
17
Pillar Four: OUR CULTURE
A community that respects and celebrates its diverse cultures, heritage and arts
Council will measure the performance of the following actions from the Community Strategic Plan
Balranald Shire 2022 Objectives
Council Services Annual Operation Plan Actions 2013-2014
Action Performance Measurement
4.1.1 Community Development
a) Undertake a Shire Heritage assessment e) Extend the Heritage Trail in Balranald
Shire Heritage assessment by March 2014 Extension of Heritage Trail completed by May 2014
18
Pillar Five: OUR INFRASTRUCTURE
A community that maintains and strengthens its natural and built environment
Council will measure the performance of the following actions from the Community Strategic Plan
Balranald Shire 2022 Objectives
Council Services Annual Operation Plan Actions 2013-2014
Action Performance Measurement
5.2.1 Infrastructure a) Lobby for extension of mobile phone coverage and utilisation of unused mobile phone towers
Submissions completed to relevant stakeholders by September 2013
5.2.2 Infrastructure a) Lobby for inclusion in the next roll out of the NBB Submissions completed to relevant stakeholders by September 2013
5.3.2 Infrastructure a) Review the pedestrian access management policy Policy reviewed by February 2014
19
A community that values and fosters leadership, lifelong learning, innovation and good governance
Council will measure the performance of the following actions from the Community Strategic Plan
Balranald Shire 2022 Objectives
Council Services Annual Operation Plan Actions 2013-2014
Action Performance Measurement
6.1.1 Community Development
a) Audit current leadership development opportunities at local, regional and State levels
Audit completed by April 2014
6.3.1 Civic Services a) Organise regular forums that enable community participation in decision making b) Continue to encourage community involvement in Council Committees
Regular Committee meetings held Additional advertising through Council newsletter to attract new members to Committees
6.3.2 Organisational Management a) Provide good governance, prudent financial management and effective support services for all its activities
Less than 15 customer complaints. No audit qualifications
Pillar Six: OUR LEADERSHIP
20
Description Assess. Land Value Ad Valorem Rate
Ad Valorem
Value
Base Amount
Base Amount Value
Notional Income
Yield
Base Rate
Average Income per
Property
$ % $ $ $ $ % $
Farmland - General 253 155,191,480 0.003892 604,005 300 75,900 679,905 11.16% 2687
Farmland - Other Rural 86 5,714,100 0.002736 15,634 140 12,040 27,674 43.51% 322
Farmland - Intense 106 9,840,500 0.007487 73,676 325 34,450 108,126 31.86% 1020
Farmland Total 170,746,080 693,315 122,390 815,705
Residential - Balranald 525 18,284,300 0.004093 74,838 129 67,725 142,563 47.51% 272
Residential - Euston 255 11,477,420 0.002900 33,285 128 32,640 65,925 49.51% 259
Residential - General 106 2,170,260 0.004480 9,723 83 8,798 18,521 47.50% 175
Residential Total 31,931,980 117,846 109,163 227,009
Business - Balranald 71 2,727,580 0.027900 76,099 309 21,939 98,038 22.38% 1381
Business - Euston 15 1,828,460 0.016725 30,586 311 4,665 35,251 13.23% 2350
Business - Mining 12 329,770 0.007169 2,364 134 1,3608 3,972 40.48% 331
Business - Rural 70 706,350 0.018600 13,138 99 6,930 20,068 34.53% 287
Business - Mineral Sands Ext 0 0 0.063880 0 90 0 0 0.00% 0
Business Total 5,592,160 122,187 35,142 157,329
GRAND TOTAL 1499 208,270,220 933,348 266,695 1,200,043
GENERAL RATES & CHARGES
Proposed 2013/2014
21
Code Type of Service Basis for Fee 1. Public Good - Service provides a broad community benefit. Inconceivable Zero Cost Recovery or impractical to charge for service on a user basis. 2. Practical Constraint - Service is a minor part of the overall operation of Council, Zero Cost Recovery or the potential for revenue collection is so minor as to be outweighed by the costs of collection. 3. Shared Benefits - Benefits from the provision of the service accrue to the Partial Cost Recovery community as a whole as well as individual users, (Community Service Obligation). 4. Stimulus - A stimulus to the demand for the service is required. In the short Partial Cost Recovery term only part of the cost of the service is to be recovered. 5. Evasion - Charging prices to recover full cost may result in widespread evasion. Partial Cost Recovery 6. Equity - the service is targeted to low income users. Partial Cost Recovery 7. Economic - Service promotes or encourages local economic activity. Full Cost Recovery
8. Private Good - Service benefits particular users making a contribution to their Full Cost Recovery individual income, welfare or profits without any broader benefits to the community. 9. Monopoly - Council has a monopoly over the provision of the service and there Full Cost Recovery
PRICING POLICY
22
Code Type of Service Basis for Fee 10. Developmental - Fee set will enable Council to develop and maintain a service. Full Cost Recovery 11. Contribution - Charges levied to compensate community for an increase in demand Full Cost Recovery for service or facilities as a consequence of a development proposal. 12. Regulatory - Non-fixed - Fee charged to cover cost incurred by legislative Full Cost Recovery requirements where no community service obligation exists. 13. Regulatory - Fixed - Fee fixed by legislation. Regulatory 14. Market - Service provided is in competition with that provided by another council Reference Pricing or agency (private or public) and there is pressure to set a price which will attract adequate usage of the service. 15. In-House - Service provided predominantly for Council use but sale to external Reference Pricing markets will defray costs. 16. Entrepreneurial - The service is a profit making activity and the price paid by users Rate of Return Pricing should recover an amount greater than the full cost of providing that service. 17. Penalty - Fee charged is greater than the cost of the service so as to act as a Rate of Return Pricing dis-incentive.
PRICING POLICY
23
The 2013-2014 Schedule of Fees and Charges has been produced as a
separate supplementary document to this Plan
SCHEDULE OF FEES AND CHARGES
24
Part 12 of Chapter 15 of the Local Government Act, 1993 provides that Council may borrow at any time for any purpose allowed under the Act. The Council may borrow by way of overdraft or loan or by any other means approved by the Minister. The Minister may, from time to time, impose limitations or restrictions on borrowings by a particular Council or Councils generally despite the other provisions referred to above. Council has arranged an overdraft facility with Westpac Banking Corporation, Balranald, of $200,000. A loan of $610,000 is proposed for the Balranald Court House ($360,000) and new General Managers Residence ($250,000) in the 2013/14 operational plan.
PROPOSED BORROWINGS
25
ESTIMATES SUMMARY
Estimates 2013 - 2014
BUDGET SUMMARY Expenditure Income
OFFICE OF GENERAL MANAGER
ORGANISATION MANAGEMENT 215,250 34,750
CIVIC SERVICES 245,125 27,000
TOTAL OFFICE OF GM 460,375 61,750
CORPORATE SERVICES DIVISION
FINANCE & ADMINISTRATION 1,937,376 3,878,943
RETIREMENT HOSTEL 931,950 931,950
SOCIAL & COMMUNITY DEVELOPMENT 466,548 381,230
TOURISM & ECONOMIC DEVELOPMENT 2,630,090 2,169,490
TOTAL CORPORATE SERVICES 5,965,964 7,361,613
INFRASTRUCTURE & DEVELOPMENT
DIVISION
TRANSPORT INFRASTRUCTURE 6,352,837 5,738,368
EMERGENCY SERVICES 341,073 165,300
PLANT & DEPOT MANAGEMENT 1,416,867 1,884,375
PARKS, SPORTING & RECREATION 562,609 144,489
COMMUNITY FACILITIES 635,148 459,901
PLANNING & DEVELOPMENT 102,350 41,650
26
Estimates 2013 - 2014
BUDGET SUMMARY Expenditure Income
INFRASTRUCTURE & DEVELOPMENT
DIVISION CONTINUED
ENVIRONMENT & HEALTH 104,600 37,655
WASTE SERVICES 287,040 300,762
WATER SERVICES 832,950 938,569
SEWER SERVICES 333,080 343,716
TOTAL INFRASTRUCTURE & DEVELOP 10,968,554 10,054,785
Total Budget 17,394,893 17,478,148
Net Budget Surplus/(Deficit) 83,255
General Fund (33,000)
Water Fund 105,619
Sewer Fund 10,636
ESTIMATES SUMMARY Continued
27
NOTES
28
BALC Balranald Aboriginal Lands Council BIG Balranald Interagency Group BEAR Business Expansion and Retention Program CDO Community Development Officer DCS Director of Corporate Services DECD Director of Economic and Community Development DID Director of Infrastructure and Development ETO Engineering Technical Officer GM General Manager ICAS Indigenous Capital Assistance Scheme IFP Indigenous Funding Program MADEC Mildura and District Educational Council MMT Murray Mallee Training NAIDOC National Aborigines and Islanders Day Observance Committee NBB National Broad Band NEIS New Enterprise Incentives Scheme NPWS NSW National Parks and Wildlife Service OE Operations Engineer OS Overseer RRGRECDF Riverina Red Gum Regional Employment and Community Development Fund TO Tourism Officer
49
ACRONYMS AND ABBREVIATIONS
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