52
INDIGO SHIRE Council Plan 2012 - 2016 A great place to live, work and visit

Indigo Informer

Embed Size (px)

Citation preview

Page 1: Indigo Informer

A united, prosperous and admired community’

‘A great place to live, work and visit’

INDIGO SHIRE Council Plan 2012 - 2016

A great place to live, work and visit

Page 2: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Message from our Mayor

Page 2

The Council Plan for 2012-2016 is an updated version of that which was developed after extensive community consultation in 2009. We had terrific input from residents, business owners, community groups, Council staff and Councillors.

Council appreciates the diversity of views in our community, as this leads to better outcomes for the Shire as a whole. There was a great response to the 2012 annual Community

Survey, with 946 responses from our residents, a significant increase on the 673 in 2011. Respondents rated Council’s overall performance in the delivery of services as Excellent (4%); Good - a high standard (31%); and Adequate - an acceptable standard (40%).

In the past year we have worked with the community to produce the Indigo 2030 plan, an exciting long term aspirational document that will help guide future Council Plans. We have developed core asset management plans for our buildings, bridges, footpaths and drainage systems. This version of the Council Plan continues to address specific goals the community indicated are important, and includes small updates and modifications on Council’s progress.

The key areas Council will continue to focus on include:

- financial sustainability with the Long Term Financial Plan

- sound management of Council’s assets- effective delivery of essential services to the

community- addressing climate change - emergency management and safety plans- encouraging a sense of community and connection

in our villages and towns.

This Council Plan is the last in the term of the current Council. We have achieved a number of significant milestones, but we acknowledge the process of continuing to improve services and infrastructure for our residents is a never-ending project.

We also acknowledge the Victorian Government is likely to develop a standardised reporting framework, which will be reflected in future Council Plan documents.

Cr Larry GoldsworthyMayor

Contents

Message from the Mayor 2

Councillors and theircontact details 3

Vision & Mission Statements 4

Community profile 5

Challenges & Opportunities 6-7

Council’s Strategic Planning Framework 8

Consultation 9

Strategic Objectives 10-29

Victorian Local Government 2011 Satisfaction Survey 30-35

Strategic Resources Plan 36-51

Page 3: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Indigo Shire’s Councillors

Page 3

Cr Peter Graham OAMPh: 0429 198 100Email: [email protected]

Cr Bernard Gaffney Ph: 0419 181 234Email: [email protected]

Cr Alison Pockley Ph: 0448 803 411Email: [email protected]

Cr Vic IssellPh: 0417 690 836Email: [email protected]

Cr Peter Croucher - Deputy MayorPh: 02 6027 32600438 273 260Email: [email protected]

Cr Barb MurdochPh: 0407 821 22103 5726 1488Email: [email protected]

Cr Larry Goldsworthy - MayorPh: 03 5728 2973Email: [email protected]

Page 4: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Mission Statement

Page 4

VISION

INDIGO: A great place to live, work and visit

MISSION

To support and develop a sustainable, thriving and resilient community through leadership and partnerships

Page 5: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

Indigo Shire’s Community Profile*

Page 5

Indigo Shire offers a unique mix of attractive rural surroundings, welcoming villages, four distinct seasons and a thriving diverse economy. Our economy relies on its rural and tourism base and its regional association with Albury-Wodonga and Wangaratta. Specifically, the economy is based on farming (beef, sheep, dairy, fruit and viticulture), the processing of local primary produce and the provision of services to people, including health, social and tourism services. Uncle Toby’s, the Murray Goulburn Cooperative and the local wine industry are the largest employers in the region, which enjoys one of the lowest unemployment rates in rural Australia.

Here are specific details about who we are and how we live our lives in Indigo Shire.

POPULATIONMales 7298 or 49.3%Females 7502 or 50.7%

TOTAL estimatedpopulation 2010 16,111

AGE0 – 4 819 or 5.7%5 – 11 1487 or 10.4%12 – 17 1449 or 10.1%18 – 24 772 or 5.4%25 – 34 1225 or 8.6%35 – 49 3428 or 23.9%50 – 59 2327 or 16.2%60 – 69 1396 or 9.7%70 – 84 1166 or 8.1%85+ 252 or 1.8%

WEEKLY HOUSEHOLD INCOMELess than $350 791 or 14.9%$350 - $999 1641 or 30.8%$1000 or over 2258 or 42.4%

TOTAL = 5326

EMPLOYMENT STATUS(persons aged 15 & over)Employed 7028 or 96.4%Unemployed 265 or 3.6%TOTAL labour force 7293

WHERE DO WE WORK?Within Indigo Shire 3148 or 44.8%Outside Indigo Shire 3366 or 47.9%• Wodonga 1359• Albury 794• Corowa Shire 401

INDUSTRIESManufacturing 1055 or 15.4%Health care and socialassistance 864 or 12.6%Agriculture, forestry, fishing 739 or 10.8%Retail 703 or 10.3%

WHERE WERE WE BORN?Australia 12,425 or 86.7%UK 543 or 3.8%Germany 85 or 0.6%New Zealand 83 or 0.6%

HIGHEST QUALIFICATION RECEIVEDBachelor or higher 1564 or 13.9%Advanced diploma 796 or 7.1%Vocational 2305 or 20.5%No qualifications 5172 or 46%

(*courtesy of the Australian Bureau of Statistics, 2006 census, see www.id.com.au/profile/indigo)

Page 6: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 6

EMERGING ISSUESAgain our Shire experienced unprecedented rain early this year and subsequent flood-related damage and this placed an enormous strain on Council’s resources. The total damage bill is close to $1 million. This followed a series of flood events from September 2010 to February 2011, which resulted in about $4 million flood-related damage to roads and bridges and other infrastructure. It was particularly difficult to see the flood waters in February and March this year damage some of the work that had just been completed after the previous year’s floods. Although much of the cost of this can be recouped through Government natural disaster assistance programs, the application process can complicate timelines for repairs.

Our asset base, with a replacement value of more than $200 million, includes roads, bridges, buildings, recreational facilities, pathways and storm water infrastructure. The cost of keeping these at a serviceable level increases each year. The need to spend more to just maintain what we have puts pressure on budget deliberations with likely impacts on rates and service levels. And the historic nature of some of our assets, and the nature of their construction in some instances, means there is added pressure on maintenance. Council provides the best possible service delivery within budget constraints, but the ageing nature of many of our assets makes this harder every year.

Initial estimates show our population is increasing by 1% a year, a positive trend that supports the lifestyle/work options we can offer, with obvious ramifications for our economy.

Our Community – Challenges and Opportunities

CLIMATE CHANGECouncil is proactive in dealing with sustainability issues. Our Greenhouse Action Plan commits us to a 20% reduction in emissions by 2016, we belong to the North East Greenhouse Alliance and the community is well represented by proactive community representatives on our Environment Advisory Committee. Internally, we are less reliant on paper and power. We have been using a locally produced 20% biodiesel blend in suitable plant and fleet at our Rutherglen and Chiltern sites for more than a year. We are in the process of reviewing our fleet with a move towards more fuel efficient diesel vehicles. Also, preference is given to plant and equipment meeting the latest engine emissions standards.

Indigo is part of a regional project along with seven other councils facilitating bulk purchase of photovoltaic systems for residents. This project will also provide an opportunity for Councils to install PV systems on Council assets.

Council’s Sustainability Awards were again a great success and acknowledged residents and businesses sustainability practices. Two publications in the Better Build Toolkit were produced – New Home Guide and Home Renovation Guide - on good building practices and other sustainability issues. Another two booklets, on commercial development and subdivision, are being prepared.

Page 7: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 7

TOURISM AND ECONOMIC DEVELOPMENTLatest figures from the Australian Bureau of Statistics show the population of Indigo Shire is growing at 1% a year, with our current estimated population at 16,111 in June 2010. This bodes well for the economic health of the shire and is boosted by a healthy local and regional travel market which has seen strong visitor numbers maintained in the face of economic and environmental challenges. Indigo Shire has continued to receive strong regional, metropolitan and national promotion through a number of regional and local tourism marketing campaigns undertaken in partnership with neighbouring councils and North East Victoria Tourism Board as well as Council’s Tourism Department’s continuing focus on festivals and events.

The Economic Development team has continued to respond to the needs of the business community by:• Conducting a Buy Local promotion to raise awareness of the need for residents to support their local business community• Launched an online business newsletter, B-News, strengthening communications between the Economic Development team and the business community• A Christmas shopping promotion throughout the shire in December to reinforce the ‘Buy Local’ message• A marketing campaign for Beechworth, funded with a State Government grant after the departure of La Trobe from the Mayday Hills site

• Promoting the shire at the Regional Victorian Living Expo in Melbourne, an event sponsored by Regional Development Victoria to encourage Melbourne residents to move to regional Victoria• The second annual Business Awards were held in March and April with an Awards Dinner held in May. These were very successful

In line with this Council Plan and the Indigo 2030 vision, a five-year Economic Development strategic plan is being set in place to guide the department’s direction to ensure growth and prosperity for the future.

Page 8: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 8

Council’s Strategic Planning Framework

Annual Business Planstrategic directions/

KPIs/Targets

Departmental Planningservice specific goals/objectives/KPIs

Manager’s Performance Assessmentaccountabilities/financial management

improvement plans

CouncilPlan

vision/mission/valueskey result areas,

Strategic Resource Plan,Indigo Planning Scheme,

Municipal Strategic Statement,Health & Communications plans

INDIGO SHIRE COUNCIL PLAN 2012 - 2016

Department of Sustainable Communities Operations & Assets Corporate Services

NATURALRESOURCES

• Environment Strategy 2009

• Sustainable Water Use Plan 2006

• Greenhouse Action Plan 2009

• Biodiversity Assets within Indigo Shire Council 2007

• Biodiversity Planning Project Stage 2 2008

• Stormwater Management Plan 2002

• Roadside Conservation Management Plan 20011

COMMUNITY PLANNING

• Recreation Reserve Master Plans 2012: Wahgunya, Stanley and Coulston Park

• Beechworth Recreation Plan 2010

• Access & Inclusion Plan 2011 - 2014

• Arts Strategic Plan 2012 - 2016

• Youth Strategy 2010

• Strategic Bicycle Plan 2008

• Healthy Communities Plan 2010

• Healthy Children and Families Plan 2010

• Influenza Pandemic Plan 2011

• Heatwave Plan 2010

• Recreation Plan 2008

• Playground Development plan 2005

SUSTAINABLE DEVELOPMENT

• Indigo Planning Scheme

• Rural Land Use Strategy 2011

• Chiltern Industrial Land Use Study 2011

• Gaming Policy 2011

• Domestic Wastewater Management Plan 2007

OPERATIONS• Capital Works

Prioritisation Policy 2011

• Municipal Fire Prevention Strategy

• Municipal Emergency Management Plan

• 10-year Waste Management Plan

• Chiltern Flood Strategy

• Procurement Policy

• Plant and Fleet Replacement Plans

ASSETS• Asset Management

Strategy

• Asset Management Policy

• Asset Management Plans for Buildings, Bridges, Pathways, Roads, Drainage

2011-12

TOURISM & ECONOMIC

DEVELOPMENT• Burke Museum and

Historic Precinct Strategic Plan 2011-2020

• Economic Development Strategy 2012

• Economic Development Action Plan 2010

• Indigo Tourism Advisory Committee Strategic Plan 2009-2012

• Murray to Mountains Cycle Tourism Strategy 2010 – 2013

FINANCE• Borrowing Policy

2010

• Long Term Financial Plan

Page 9: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

Page 9

Consultation

CONSULTATION

In the formulation of the Council Plan 2009-13, we needed to know what our community’s aspirations were for Indigo. We conducted a community engagement process to gather residents’ ideas, which included a community-driven series of ‘dinner table conversations’ in our major towns as well as a survey. This process, designed and driven by the community, shared a Local Government Professionals (LGPro) award in 2009. The theme of that award, A Place at the Table, was taken into other community engagement processes, in particular monthly Community Forums.

In 2012 we conducted the fourth annual Community Survey in the term of the current Council and we received a fantastic response - 946. The total number of responses each year has been: 2009 (930); 2010 (286); 2011 (673); 2012 (946). This year there was a broad response from across the shire, from all ages and from both male and female. Similar to previous years, respondents rated natural environment and the landscape, as well as community spirit and the people, as very important aspects of the shire. Appropriate development also rated highly.

Respondents rated Council’s overall performance in the delivery of services as Excellent (4%); Good - a high standard (31%); and Adequate - an acceptable standard (40%). This was further supported by the fact that 42% said that Council had improved in the past 12 months. The survey also went into detail, asking for individual Council services to be rated in terms of performance and also in their importance to the survey respondent. Council performance was high in waste management, parks and gardens,

appearance of public areas and sportsgrounds. Some areas for improvement included unsealed roads, roadside drainage and flood mitigation, rural roadside trees and footpaths.

Not surprisingly, most of Council services were rated as very important to respondents. Timely, adequate, emergency management response, weekly roadside rubbish collection and local roads were all of highest importance. In the environmental initiatives area, the focus in the responses this year has been weed management programs and solar/ energy programs.

There is still a high priority for building new footpaths and extending rail trail facilities, preserving the heritage buildings and streetscapes, and supporting a range of community events and festivals. Tourism is still key but the need to attract additional business and industry to the shire has also been highlighted.

Residents would still like to see Council mailing out information to individual ratepayers as almost a third of respondents either choose not to use the internet or do not have access. There is very strong community participation within the Shire and there is broad support for Council to continue a range of activities to provide information and assistance to volunteer groups.

In terms of customer service, the respondents were very satisfied or satisfied with the provision of information to the community and the level of customer service. However, timeliness and efficiency in responding to issues needs to be improved.

Page 10: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Indigo Informer

Page 10

Strategic Objectives

Ensure Councillors and staff are aware of and adhere to policy and regulatory frameworks of the Council andrelevant State legislation

Strengthen the effectiveness of corporate records and information systems and processes

Build a workplace culture that is committed to the Health & Safety of employees and contractors

Provide staff access to specific training and development opportunities through Council’s centralised training program

Ensure Councillors have access to relevant industry and in-house training

Improve staff use and effectiveness of Council’s record management system

Continue to incorporate OH&S policies and procedures into normal business as usual practice via training, education and internal communications

Improve our monitoring and evaluation in the OH&S area to ensure we provide a safe and healthy working environment

Implement the Health and Wellbeing strategy

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2013

2012 - 2014

1. LEADERSHIP OF OUR PEOPLE AND OUR COMMUNITY

OBJECTIVE: 1.1 Provide good governance

STRATEGY ACTION TIME FRAME

Page 11: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 11

To plan for the most effective delivery of Council services

Comply with Council’s Customer Service Charter

Monitor Council’s strategy to provide Shire-wide customer service effectively

Implement the Council’s office accommodation strategy including options to provide for short and long-term needs and implement the Council’s advised decision

Enhance organisational awareness and ownership of the Indigo Shire Customer Service Charter. Publicise and promote the Customer Service Charter via Indigo Informer and other means

Continue to monitor and implement agreed strategies and processes to maintain and strengthen delivery of effective customer service Shire-wide

Monitor and continually improve the use of Council’s customer request system, including customer feedback. - Formal MERIT (Customer Request System) training to ensure effectiveness of system - Reinforce awareness of system benefits ad processes - Production of system management reports and customer request system analysis for presentation to the Senior Management Group.

2012 - 2016

2012 - 2016

2011-2012

2012 - 2016

2012 - 2016

1. LEADERSHIP OF OUR PEOPLE AND OUR COMMUNITY (continued)

Indigo InformerOBJECTIVE: 1.2 Build a positive customer service culture

STRATEGY ACTION TIME FRAME

Page 12: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 12

Indigo InformerConduct business in accordance with Council’s Communications Policy

Create a stronger presence across the municipality

Continue to implement Council’s Communications PolicyEnhance organisational awareness of Communications Policy

Maintain a schedule for staff & Councillors to visit and engage with the community

Continue to enhance content and use of website

Continue to advocate for improved telecommunications within and outside townships to improve access to key technology

Conduct an annual customer survey to assess satisfaction and priorities of the community, and benchmark this against the results of the previous Community Survey

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

1. LEADERSHIP OF OUR PEOPLE AND OUR COMMUNITY (continued)

OBJECTIVE: 1.3 Enhance our communications

Indigo InformerOBJECTIVE: 1.4 Foster community involvement in Council decision making

Work with our residents to identify their vision for our community

Implement the Indigo 2030 Vision through information captured from discussions with our community

Meet regularly with State and Federal Government representatives to promote and advocate for community priorities

2011-2012

2012 - 2016

STRATEGY ACTION TIME FRAME

Strategic Objectives

Page 13: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Create opportunities for the community to participate in Council business and decision making

Actively market the Council forums to ensure the best possible attendance by local communities in accordance with the Communications Policy

Continue to explore social media opportunities and improve the Council’s website.

2012 - 2016

2012 - 2016

Page 13

1. LEADERSHIP OF OUR PEOPLE AND OUR COMMUNITY (continued)

STRATEGY ACTION TIME FRAME

Page 14: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 14

2. MANAGING OUR BUILT ENVIRONMENTur communications

Continue to foster a strong culture of support for the historic assets in our communities

Advocate to the State and Federal Governments for more funding to maintain these significant historic icons and where appropriate advocate to have historic places listed on the National Heritage Register

Review and update the Conservation Management Plans for our historic precincts and other historic icons to ensure the integrity of our heritage assets

Continue to support that Heritage Advisory Service to provide regular contact days for adviser

2012 - 2014

2012 - 2014

2012 - 2014

Indigo InformerOBJECTIVE: 2.1 Protect the Shire’s heritage assets

Indigo InformerOBJECTIVE: 2.2 Improve the quality and maximise the long-term sustainability of the built environment

Ensure that Council’s asset management practices are clearly defined and in accordance with a strong Asset Management Policy and Strategy

Endeavour to replace one bridge every three years in accordance with the Bridge Replacement Strategy

Implement Council’s five Asset Management Plans for buildings, bridges, pathways, roads and drainage

Conduct training for relevant Council staff in asset management practices

2012 - 2014

2012 - 2014

STRATEGY ACTION TIME FRAME

Strategic Objectives

Page 15: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

Indigo Informer

2. MANAGING OUR BUILT ENVIRONMENT (Continued)

STRATEGY ACTION TIME FRAME

Ensure that Council’s asset management practices are clearly defined and in accordance with a strong Asset Management Policy and Strategy (Continued)

Maintain our urban road network in accordance with standards in the Road Management Plan and the Asset Management Strategy

Continue to progress the results of the National Asset Management Framework program, which benchmarks asset management practices within Local Governments across Australia

Ensure all assets and infrastructure provide for mitigation and adaptation to the likely impacts of climate change

Endeavour to complete one Special Charge Scheme road per year reflecting lead times of two or more years

Investigate feasibility of sealing one urban road per year

2012 - 2014

2012 - 2014

2012 - 2014

2012 - 2014

OBJECTIVE: 2.3 Manage and maintain to a high standard assets critical to our economic prosperity

Identify critical assets and prioritise actions Maintain a prioritised Capital Works Program and ensure it is revised at least annually to check relevant priorities and cost estimates

2012 - 2014

Page 15

Page 16: Indigo Informer

INDIGO SHIRE - A great place to live, work and visitINDIGO SHIRE - A great place to live, work and visit

Indigo InformerPage 16

Strategic Objectives2. MANAGING OUR BUILT ENVIRONMENT (Continued)

Continue to reduce waste Continue roll-out of Council’s greenwaste initiative

Continue rehabilitation program of Council’s landfill sites commencing with Beechworth

Continue active participation in the NevRwaste program

Implement NevRwaste 5-year plan

2012 - 2014

2013 - 2014

2012 - 2014

2012 - 2014

Indigo InformerOBJECTIVE: 2.5 Provide for ecologically sustainable waste water management systems

Investigate options for more sustainable water treatment and reuse schemes Continue to investigate options for wastewater schemes for Stanley 2012 - 2013

Indigo InformerOBJECTIVE: 2.6 Maintain and enhance our parks, gardens and open spaces

Review desired resource and service levels for maintenance and improvement of public areas

Review long-term suitability of Council’s current parks and gardens plantings and species

Ensure Budget allocation matches Council’s desired level of service, based on community feedback

Review Council’s Tree Management Strategy

2012 - 2014

2012 - 2014

OBJECTIVE: 2.4 Ensure waste management systems are ecologically and financially sustainable

STRATEGY ACTION TIME FRAME

Page 17: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visitINDIGO SHIRE - A great place to live, work and visitINDIGO SHIRE - A great place to live, work and visit

Indigo Informer

Page 17

OBJECTIVE: 2.7 Build a network of safe roads

Adhere to Council’s Road Management Plan 2012 - 2016

2012 - 2016

2012 - 2016

Regularly convene a local road safety committee with VicRoads, Victoria Police and Council

Utilise road safety audits as a basis for funding applications

Continue to advocate to VicRoads in relation to Main Street, Rutherglen

Indigo InformerOBJECTIVE: 2.8 Expand and promote the bicycle and pedestrian network

Promote and develop Indigo as a bicycle friendly Shire 2012 - 2016

2012 - 2016

Implement the priorities of the Strategic Bike Path Plan

Implement the priorities of the Cycle Tourism Strategy

2. MANAGING OUR BUILT ENVIRONMENT (Continued)

STRATEGY ACTION TIME FRAME

Maintain a ‘green’ park in each of our communities Review water needs and pursue alternative non-potable supplies and irrigation methods

Maintain a focus on weed management for Council’s parks, gardens and pathways

2012 - 2016

2012 - 2016

Page 18: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Indigo Informer

Strategic Objectives

Page 18

OBJECTIVE: 2.9 Ensure flood management structures and strategies minimise flooding to our residents’ properties

Identify flood sites and remedial works 2012 - 2016

2012 - 2016

Design and implement remedial drainage priorities in line with the adopted Asset Management Plan

Update stormwater master plans including consideration of any potential wetland developments

2. MANAGING OUR BUILT ENVIRONMENT (Continued)

STRATEGY ACTION TIME FRAME

Promote and develop Indigo as a bicycle friendly Shire 2012 - 2016

2012 - 2016

Review bicycle and pedestrian networks and continue maintenance programs as neededInvestigate potential for funding for remaining links of the Murray to Mountains Rail Trail

Continue to support a bicycle reference group for the implementation of the Strategic Bike Path Plan and the Cycle Tourism Strategy

Page 19: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Indigo Informer

Page 19

3. GROWING OUR ECONOMIC PROSPERITY

OBJECTIVE: 3.1 Optimise our financial sustainability

Identify the challenges, risks and opportunities for financial sustainability

Strategically plan for external grant and revenue sources

2012 - 2013

2012 - 2016

2012 - 2016

Formulation of a 10-year financial plan, incorporating long-term budgeting, and links to the Council Plan

Advocate to the Federal Government for a fairer share of revenue streams to Local Government

Meet with senior representatives from major grant programs each financial year to identify the priorities for coming year

Indigo InformerOBJECTIVE: 3.2 Plan for effective minimisation of Government cost shifting

Through the Municipal Association of Victoria work collaboratively as a sector to achieve positive outcomes

Advocate to the Government through the MAV for a fairer share of funding on an ongoing basis

2012 - 2016

STRATEGY ACTION TIME FRAME

Page 20: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Indigo Informer

Page 20

3. GROWING OUR ECONOMIC PROSPERITY (Continued)

STRATEGY ACTION TIME FRAME

Through the Municipal Association of Victoria work collaboratively as a sector to achieve positive outcomes (Continued)

2012 - 2016Carefully consider the implications and sustainability of pursuing grant funding for some programs and projects by identifying potential for funding gaps occurring over time

OBJECTIVE: 3.3 Encourage and facilitate appropriate economic growth and employment opportunities

Strategic assessment of the existing status and need for wider economic development across the municipality to build and nurture a more resilient Council economy

Develop an Economic Development Strategy and Action Plan

Continue to pursue opportunities for the construction and marketing of industrial land including securing external funding where possible. Investigate the provision of industrial land in areas where there is currently none

Ascertain the key drivers to maximise the retention of existing small businesses

Establish appropriate business incentive programs to entice new small business to the Indigo Shire

Identify business and economic development opportunities and threats that can be addressed by Council

2012 - 2016

2012 - 2016

2012 - 2014

2012 - 2014

2012 - 2016

Strategic Objectives

Page 21: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

Page 21

3. GROWING OUR ECONOMIC PROSPERITY (continued)

STRATEGY ACTION TIME FRAME

Encourage value-added agriculture, viticulture and horticulture activity

2012 - 2016

2012 - 2014

Engage and liaise with the agricultural, viticultural and horticultural sector within the region to identify mechanisms and processes to enhance the viability and future of the sectors

Develop initiatives as part of a wider Economic Development Strategy to assist our key economic sector of large scale agricultural pursuits, and businesses relating to large scale agriculture

Indigo InformerOBJECTIVE: 3.4 Maintain a broad and diverse cross-section of ages and cultures within our communities

Advocate for industry and services which will support a cross-section of ages

Work with major employers via skilled migration program. Also build and retain local industry skills via tertiary focus on identified skills gaps.

2012 - 2014

Indigo InformerOBJECTIVE: 3.5 Encourage and facilitate the growth of the Shire’s tourism industry

Foster the development of sustainable business and tourism special interest groups

Implement the Council’s Tourism Strategy including identifying new areas and innovative forms of tourism throughout the Shire

Work with tourism groups to strengthen their roles within their Communities

2012 - 2016

2012 - 2016

Page 22: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 22

Strategic Objectives

Indigo Informer

3. GROWING OUR ECONOMIC PROSPERITY (continued)

Develop and promote our festivals and events to increase visitation and enhance economic prosperity 2012 - 2016

2012 - 2016

Work with Indigo Tourism Advisory Committee and events committees to establish how Council can assist in moving towards greater sustainability and autonomy for festivals and events

Conduct a regular evaluation with the community of the effectiveness and viability of festivals and events on an ongoing basis

OBJECTIVE: 3.6 Support our festivals and events

STRATEGY ACTION TIME FRAME

Page 23: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 23

Indigo Informer

4. DEVELOPING SUSTAINABLE COMMUNITIES

Ensure all services in Sustainable Communities division are available to all residents at standards that are acceptable to our communities

2012 - 2016

2012 - 2016

2012 - 2016

Survey community services recipients to establish levels of satisfaction and priorities for improvement

Adjust service level delivery in conjunction with community expectations, Council resources, and funding agencies as identified

Improve community consultation processes for development plan applications and planning applications

OBJECTIVE: 4.1 Effective and efficient service delivery

Indigo InformerOBJECTIVE: 4.2 Provide a safe environment for our community

Develop an integrated Community Safety Plan

Maintain appropriate emergency management capabilities

Implement the key approved priorities of the Community Safety Plan

Ensure all Emergency Management policies, plans and procedures are updated

2012 - 2016

2012 - 2016

STRATEGY ACTION TIME FRAME

Page 24: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 24

Strategic Objectives

Promote community understanding and involvement in protecting and enhancing natural features including native vegetation, flora and fauna, air, water, and soil

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

Implement the priorities of the Biodiversity Planning Project

Participate in existing programs, eg. Trust for Nature and DSE conservation programs and support private conservation initiatives where practicable.

Reinforce DSE and Shire partnership in the protection of native vegetation as part of the statutory planning process, taking into account fire protection and road safety

Assess and implement approved actions from the Stormwater Management Strategy

Continue the implementation of the Sustainability Accord between Council and the State Government

Continue implementation of Indigo Sustainable Water Use Plan to achieve a 20% reduction in water consumption from 2000-01 base year levels by 2015

Develop and implement water conservation and reuse programs in consultation with stakeholders

Indigo Informer

Maintain appropriate emergency management capabilities (continued)

Provide safe facilities

Assess current Municipal Emergency Control Centres and Places of Last Resort andRelief Centres to identify areas requiring improvements and/or expansion

Strategically implement recommendations from inspections by Council’s insurers

2012 - 2016

2012 - 2016

4. DEVELOPING SUSTAINABLE COMMUNITIES (continued)

STRATEGY ACTION TIME FRAME

OBJECTIVE: 4.3 Protect and enhance the Shire’s natural environment

Page 25: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

Page 25

4. DEVELOPING SUSTAINABLE COMMUNITIES (continued)

Ensure Land Use Planning Scheme is appropriate to the community’s aspirations to protect the Shire’s rural character and landscape

Ensure key sustainability principles are incorporated across all Council activities

Ensure our Land Use Planning Scheme meets the objectives of sustainable growth, protection of our built and natural environment and reflects communityaspirations

Work in partnership with our communities to adopt and implement sustainable building design and lifestyle practices

2012 - 2016

2012 - 2014

2012 - 2013

2012 - 2016

2012 - 2013

2012 - 2016

Progress the recommendations from the Rural Land Use Strategy

Complete individual Indigo Towns Development Plans linking to the Municipal Strategic Statement

Develop and adopt sustainability principles for application across Council operations

Implement the Roadside Conservation Management Plan and partner with the State and landholders in the protection of significant roadside vegetation, and weed control, taking into account fire protection and road safety

Review the Municipal Strategic Statement and Indigo Planning Scheme and amend the Indigo Planning Scheme where appropriate

Support the activities of local sustainability groups in our communities

Indigo InformerOBJECTIVE: 4.4 Promote and manage sustainable development

STRATEGY ACTION TIME FRAME

Page 26: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 26

Strategic Objectives

Advocate for services for our communities that are not our direct responsibility

2012 - 2016Assess and facilitate opportunities for enhanced services in key areas eg. public transport, community health

Indigo InformerOBJECTIVE: 4.6 Enhance the health and wellbeing of the community

Encourage healthy and active lifestyles in our community through a range of stategic plans

Implement the approved priorities of the Recreation Plan

Implement approved priorities of the Youth Strategy

Support the development of the i86 Youth Action Committee by proactively working with young people as they contribute to their community

Support all young people in Indigo Shire to access the information, support and services they need to lead healthy, active and culturally diverse lifestyles, and live in a secure environment

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

4. DEVELOPING SUSTAINABLE COMMUNITIES (continued)

STRATEGY ACTION TIME FRAME

Work in partnership with our communities to adopt and implement sustainable building design and lifestyle practices (continued)

Work with regional Local Government Areas projects from the Hume Sustainable Communities Strategy

2012 - 2016

Indigo InformerOBJECTIVE: 4.5 Advocate for ancillary services to those provided by Council

Page 27: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

Page 27

4. DEVELOPING SUSTAINABLE COMMUNITIES (continued)

STRATEGY ACTION TIME FRAME

Encourage healthy and active lifestyles in our community through a range of stategic plans (Continued)

Encourage community participation in a range of diverse arts and cultural experiences

Facilitate and promote integrated health service models

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

Continue to support Junior Council throughout the Shire

Continue to provide in-home support services to our aged and disabled residents

Review and initiate the provision of drinking fountains in communities

Assess the most efficient delivery of in-home support services

Implement approved priorities of the Early Years Plan

Implement the approved priorities of the Access and Inclusion Plan

Implement appropriate elements of the Indigo Shade Policy

Implement the approved priorities of the Arts and Cultural Strategic Plan

Implement the Municipal Public Health Plan

Page 28: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 28

Ensure that our activities in the recurrent and capital program reflect improved environmental outcomes

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

Assess and implement approved actions from Council’s Environment Strategy activities as appropriate

Implement a Greenhouse Action Plan that defines opportunities to achieve a 20% reduction in corporate and community greenhouse gas emissions from 2005-06 levels by 2016

Continue to support the North East Greenhouse Alliance and the projects initiated by the Alliance through the work of Indigo’s Environmental Advisory Committee

Continue to participate in the implementation and management of the Solar North East Project

Indigo InformerOBJECTIVE: 4.7 Recognise and plan for the effects of changing environmental conditions

Indigo InformerOBJECTIVE: 4.8 Empowering our communities

Support and promote representative groups within our communities

Council staff to engage with key community groups to support and promote activities as appropriate 2012 - 2016

Strategic Objectives4. DEVELOPING SUSTAINABLE COMMUNITIES (continued)

STRATEGY ACTION TIME FRAME

Facilitate and promote integrated health service models (continued)

Participate in a range of Shire and regional networks and partnerships, to ensure key health and social services are delivered equitably to all parts of the Shire

2012 - 2016

Page 29: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

Page 29

Indigo Informer

4. DEVELOPING SUSTAINABLE COMMUNITIES (continued)

STRATEGY ACTION TIME FRAME

Enhance opportunities for local communities to guide the progress of their place

Optimise the use of volunteers and community skill base

2012 - 2016

2012 - 2016

2012 - 2016

2012 - 2016

Provide resources to assist the community to implement their priorities

Work in conjunction with our communities to implement community plans

Understand, audit, utilise and acknowledge the range of volunteer skills in our communitiesContinue to support leadership programs for our communities

Establish regular volunteer recognition programs

Unify our communities while also recognising the unique character of individual townships

Investigate the opportunity for Shire-wide annual events celebrating the unification of our communities

Consider a range of opportunities to enhance community unification

2012 - 2016

2012 - 2016

OBJECTIVE: 4.9 Reinforcing the inherent strengths and nature of the Indigo Shire

Page 30: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 30

Victorian Local Government 2011 Satisfaction Survey

STRATEGY ACTION TIME FRAME

Improve Victorian Local Government Indicators from annual survey in the following areas:• Overall performance of Council target >63%• Satisfaction for Council’s advocacy and representation

>67%• Satisfaction for Council’s engagement in decision

making >66%• Satisfaction with Council’s responsiveness >71%• Satisfaction for overall performance in key service

areas >64%

2012 - 2013Develop and implement a new action plan each year aimed at improving our annual community satisfaction survey results.• Conduct business in accordance with Council’s Communications Policy • Identify and publicise issues where Council has advocated on behalf of the community• Investigate opportunities to enhance services in key areas, publicise new arrangements• Work with our Community Strengthening team in their work with communities to

develop and implement Community Plans• Implement plan across the organisation with a focus on key divisional areas as set out

throughout the Council Plan• Inform the community about Council’s role and highlight actions undertaken in local

publications• Conduct our own customer satisfaction survey annually to assess satisfaction and

priorities of the community, and benchmark this against the results of the 08/09 community survey done in the preparation for the Council Plan

Indigo InformerBenchmarking targets and actions for Indigo Shire Council

Page 31: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

STRATEGY ACTION TIME FRAME

Page 31

Indigo InformerLocal Roads and Footpaths to >49%

Appearance of Public Places to >69%

Traffic Management and Parking to >65%

Develop a priority list for the improvement and future implementation of street lighting

Complete the periodic resurfacing of the road network to the nominated targets

Continue to review and improve the levels of service for all maintenance activities including the use of new technologies

Develop a more planned approach to managing maintenance, but still respond as needed to emergencies

Review and implement Council’s Tree Management Plan

Review the level of service for grass slashing and street cleaning and implement a more frequent regime as current budget allows

Develop operational management plans for key parks and gardens

Seek funding assistance to address deficiencies identified in the Link Road Safety Audit Review 2010

2012 - 2013

Benchmarking targets and actions for Indigo Shire Council

Page 32: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

STRATEGY ACTION TIME FRAME

Page 32

Indigo InformerTraffic Management and Parking to >65% (continued)

Waste Management to >69%

Economic Development to >60%

Undertake a street parking review for each town - Beechworth review completed

Create or conduct an off street parking strategy for all township and business areas

Implement Council’s 10 year forward Waste Management Strategy

As funding permits implement the rehabilitation of the Beechworth, Rutherglen, Chiltern and Wahgunyah landfill sites in accordance with Council’s 10-year Waste Management Plan

Review levels of service for Council’s transfer stations and hard waste collection regime

Better promotion of transfer station opening hours, fees and what materials can be disposed of including those free of charge

Develop guidelines for new investors and developers on Council regulations and requirements

Establish a new information pack and one-stop-shop service for investors

Implement Economic Development Strategy

2012 - 2013

Benchmarking targets and actions for Indigo Shire Council

Victorian Local Government Indicators from 2011 Annual Satisfaction Survey

Page 33: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

Preparation of a program of initiatives to improve the performance of Council in the areas of economic development that can be fed into budget planning 2012/13, such as business awards and skills recruitment across the North East region

Become an active member of local sustainability groups and introduce skills to these groups (external) to assist them to prosper

Survey existing small businesses within the Shire to understand how we can help eg. financial, planning, managemet training, computer courses

Market Indigo Shire’s new Industrial Estates and bring new business into our communities.

Undertake strategic planning projects. ie. Rural Land Use Strategy, Structure Plans of Townships etc.

Undertake a Planning communication strategy. Provide facts sheets on the website and at customer service centres, engage with the community on key strategic planning projects.

2012 - 2013Economic Development to >60% (continued)

Town Planning Policy and Approvals to >56%

Indigo InformerSTRATEGY ACTION TIME FRAME

Benchmarking targets and actions for Indigo Shire Council

Page 33

Page 34: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Enforcement of Local Laws to >66%

Health & Human Services to >73%

Recreational Facilities to >69%

Communicate the purpose of Local Laws to the community

Conduct surveys to various services - aged, after school care, Maternal and Child Health

Adjust service level delivery in conjunction with community expectations, Council resources and funding agencies as identified, assess the most efficient delivery of in-home support services

Assess and facilitate opportuniteies for enhanced services in key areas eg. public transport, community health, rural transaction hubs

Implement approved priorities of the Recreation Plan

Develop a strategy for creating environmentally sustainable sporting facilities throughout the Shire eg. low water and energy use initiativesSupport Committees of Management and other volunteer community group through continuation of Asset and Community Grants Programs, regular forums/information sessions around key issues eg. risk management, insurance, sourcing grants

Indigo InformerSTRATEGY ACTION TIME FRAME

2012 - 2013

Benchmarking targets and actions for Indigo Shire Council

Victorian Local Government Indicators from 2011 Annual Satisfaction Survey

Page 34

Page 35: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

Indigo InformerSTRATEGY ACTION TIME FRAME

Recreational Facilities to >69% (continued) Develop a strategy for creating environmentally sustainable sporting facilities throughout the Shire eg. low water and energy use initiatives

Support Committees of Management and other volunteer community group through continuation of Asset and Community Grants Programs, regular forums/information sessions around key issues eg. risk management, insurance, sourcing grants

2012 - 2013

Benchmarking targets and actions for Indigo Shire Council

Page 35

Page 36: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Strategic Resource Plan 2012 - 2016

TABLE OF CONTENTS1.0 EXECUTIVE SUMMARY ................................................................................................................................................................... 37 1.1 PURPOSE OF A STRATEGIC RESOURCE PLAN ................................................................................................... 37 Local Government Act 1989 - Sect 126 ..................................................................................................................... 37 1.2 CONTENT OF A STRATEGIC RESOURCE PLAN................................................................................................... 38 1.3 CONNECTION OF STRATEGIC RESOURCE PLAN TO PLANNING FRAMEWORK ............................. 382.0 FINANCIAL RESOURCES ................................................................................................................................................................ 39 2.1 FINANCIAL PLAN 2012/16 ............................................................................................................................................ 39 2.2 PRINCIPLES AND OBJECTIVES ................................................................................................................................... 39 2.3 KEY ASSUMPTIONS ........................................................................................................................................................... 39-40 2.4 BORROWING STRATEGY ................................................................................................................................................. 41 2.5 FEES AND CHARGES STRATEGY ................................................................................................................................ 41 2.6 RATE STRATEGY ................................................................................................................................................................... 41-42 2.7 DIFFERENTIAL RATE FOR VARIOUS PROPERTY CATEGORIES ................................................................... 423.0 HUMAN RESOURCES ...................................................................................................................................................................... 43 3.1. CURRENT WORKFORCE PROFILE .............................................................................................................................. 43-45 3.2 EXPECTED WORKFORCE TREND (EFTS) ................................................................................................................ 46 3.3 SALARY EXPENDITURE AND BUDGET ARRANGEMENTS ............................................................................ 46 3.4 KEY PEOPLE OBJECTIVES ............................................................................................................................................... 464.0 INFRASTRUCTURE STRATEGY .................................................................................................................................................... 475.0 STATEMENT OF FINANCIAL PERFORMANCE .................................................................................................................... 486.0 STATEMENT OF FINANCIAL POSITION ................................................................................................................................. 497.0 STATEMENT OF CASH FLOW ...................................................................................................................................................... 508.0 STATEMENT OF CAPITAL WORKS ............................................................................................................................................. 51

Page 36

Page 37: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

1.0 EXECUTIVE SUMMARY 1.1 PurposeofaStrategicResourcePlan Under Section 126 of the Local Government Act 1989, Council is required to prepare a Strategic Resource Plan in conjunction with the Council Plan. LocalGovernmentAct1989-SECT126 126. StrategicResource (1) TheStrategicResourcePlanisaresourceplanoftheresourcesrequiredtoachievethestrategicobjectives. (2) TheStrategicResourcePlanmustincludeinrespectofatleastthenext4financialyears- (a) thestandardstatementsdescribingtherequiredfinancialresourcesintheformand containingtheinformationrequiredbytheregulations; (b) statementsdescribingtherequirednon-financialresources,includinghumanresources. (3) ACouncilmust- (a) reviewtheStrategicResourcePlanduringthepreparationoftheCouncilPlan;and (b) adopttheStrategicResourcePlannotlaterthan30Juneeachyear. (4) AcopyofthecurrentStrategicResourcePlanmustbeavailableforinspectionbythepublicat- (a) theCouncilofficeandanydistrictoffices;and (b) anyotherplacerequiredbytheregulations.The SRP provides a high level, medium term view on how Council intends to utilise its resources to achieve the strategic objectives and strategies adopted in the Council Plan for 2012/16.

Page 37

Page 38: Indigo Informer

INDIGO SHIRE - A great place to live, work and visitINDIGO SHIRE - A great place to live, work and visit

1.0 EXECUTIVE SUMMARY (Continued) 1.2 ContentofaStrategicResourcePlan The content of the Indigo Shire Council’s Strategic Resource Plan is as follows:

• The SRP document attempts to establish a financial framework over the next four years which considers and implements financial strategies to achieve particular objectives.

• The SRP assists in ensuring that Council complies with sound financial management principles, as required by the Local Government Act (1989), and plans for the long-term sustainability of Council.

• The SRP identifies and assesses the resources, financial and non-financial, required to achieve the objectives and strategies adopted in the Council Plan. Non-financial resources include human resources, plant & machinery, information technology, and Council’s asset base.

• The SRP formulates a basis by which Council’s adherence to policies and strategies can be measured.• The document considers the relationship between the level of Council services and internal resources needed to deliver these

services. 1.3 ConnectionofStrategicResourcePlantoPlanningFramework

The Strategic Resource Plan (SRP), which is included with the Council Plan, summarises the financial and non-financial impacts of the objectives and strategies and determines the affordability of these items, whilst maintaining the financial sustainability of Council. The SRP document is also updated on an annual basis in conjunction with the Council Plan review.

Overview of the strategic planning framework:Longer term – Identification of Community needs and the setting of objectives, strategies and actions.Medium term – Council Plan, and related links with Strategic Resource Plan.Short term – Annual Budget, with links with various Council strategies.

Strategic Resources Plan 2012 - 2016 (continued)

Page 38

Page 39: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

2.0 FINANCIAL RESOURCES 2.1 FinancialPlan2012/16 The following pages present the Financial Plan for the years 2012/16, which is in line with the Council Plan time frames. The Financial Plan considers the objectives and strategies specified in the Council Plan and attempts to express them in financial terms. 2.2 PrinciplesandObjectives In preparing the financial plan, Council has complied with the following guidelines: Prudent financial management principles:

• Ensure that rate revenues are maintained in real terms recognising the Municipal Association of Victoria (MAV) Cost Index and other real cost impacts facing Council, while ensuring the rate burden is equitably distributed.

• The financial impacts on future generations from Council decisions must be considered.• That underlying deficits be minimised as much as possible.• Achievement of a balanced cash budget each year.• Maintenance of an adequate liquidity position.• The budgeted amounts of both income and expenditure are made on a conservative basis.

2.3 KeyAssumptions• The Financial Plan is prepared on the basis that Council will continue to provide the same or similar level of service as per

previous year.• Allowance for increases in the cost of goods and services in accordance with the cost index issued by the Municipal Association

of Victoria (MAV) or higher levels of cost escalation where known and warranted.• Salaries and wages include an increase to the next band level in accordance with the relevant Award/s and the Council

Enterprise Bargaining Agreement (EBA).

Page 39

Page 40: Indigo Informer

INDIGO SHIRE - A great place to live, work and visitINDIGO SHIRE - A great place to live, work and visit

2.0 FINANCIAL RESOURCES (Continued)• Victorian Grants Commission funding has been updated to reflect anticipated increase in allocations over the years covered by the

SRP.• Capital works funding for Roads to Recovery maintained at $0.824 million in 2012/13 and then remain consistent up to 2015/16.• Existing fees and charges will be increased by 6% in 2012/13, or level set by regulation or as special circumstances warrant, with similar

percentage growth factored into the SRP to 2015/16. The fees and charges schedule will be reviewed over 2012/13.• Operating grants to be based on confirmed funding levels.• Capital grants are based on confirmed funding in part and forecast allocations where considered appropriate. Capital works in the

SRP that are linked or predicated on unconfirmed capital Grants will not proceed until the capital Grant has been confirmed.• Investment interest rates are expected to range between 4.0% and 5.0% per annum during the four years of the Strategic Resource Plan.• The figures within the SRP are currently premised on a 6% rate increase each year beyond 2012/13. This will be reviewed as part of the

Long Term Financial Plan preparation during the second half of 2012.• Movements in the level of domestic waste collection charges, recycling charges, and other charges take into consideration the real

cost of providing the services.• Depreciation expense is based on annual asset revaluations being a function of current unit rates and rotating review of condition

assessments over a five year cycle.

Strategic Resources Plan 2012 - 2016 (continued)

Page 40

Page 41: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visitINDIGO SHIRE - A great place to live, work and visitINDIGO SHIRE - A great place to live, work and visit

2.0 FINANCIAL RESOURCES (Continued) 2.4 BorrowingStrategy

The plan currently provides for new loan borrowings of $1.0 million in 2012/13.Borrowing needs and requirements for the duration of the SRP beyond 2012/13 have been determined by funding requirements of the projected Capital Works program over the SRP timeframe. The projected borrowing requirements over the SRP timeframe are detailed in the following table:

2.5 FeesandChargesStrategyWithin the Council Budget 2012/13, fees and charges comprise approximately 5.3% of total Council revenue. For the past three years, fees have been generally increased by the level of cost increase as issued by the MAV in its annual cost index. A review of all major fees and charges was undertaken during 2010/11 and projections within the SRP reflect Councillor feedback on that review.

2.6 RateStrategy Introduction

In developing the long-term financial plan, rates and charges are identified as an important source of Council revenue, accounting for approximately 41.6% of the total operating revenue forecast by Council in the 2012/13 Budget. Planning for future rate movement is therefore an important component of the long-term financial planning process.

Year Forecast New Borrowings2012/13 $1.0 million2013/14 $1.0 million2014/15 Nil2015/16 Nil

Page 41

Page 42: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

2.0 FINANCIAL RESOURCES (Continued)In the long term, it must be acknowledged that Indigo Shire Council rate levels need to be assessed and maintained at least at real levels to ensure that with the increasing demands on infrastructure and the burden of additional costs shifted to Local Government the Council is able to deliver the level of service required.Council is working on developing and adopting a long-term financial plan to ensure the future rating effort is maintained at prudent and sustainable levels and that the rating burden is equitably distributed.

2.7 DifferentialRateforVariousPropertyCategoriesThe SRP has been predicated on no change in the rating differentials in the years covered by the SRP and is in line with the adopted rating strategy.The rating differentials on which the SRP is predicated are as follows:

Description % of GeneralResidential 100%Residential 2 {Home Industry} 120%Residential Vacant 200%Rural 2 {8<40ha} 90%Rural 1 {>40ha} 75%Commercial/Industrial 135%

Strategic Resources Plan 2012 - 2016 (continued)

Page 42

Page 43: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit INDIGO SHIRE - A great place to live, work and visit

3.0 HUMAN RESOURCESAchieving the goals in the Council Plan depends on the ability of Council to effectively plan and manage both the financial and the non- financial resources. The primary non-financial resources are its people and assets. The Council acknowledges that our employees influence our capacity to deliver on the Council Plan significantly and therefore it’s important that systems and structures drive efficiency, promote our values as an organisation and maintain the health and wellbeing of our employees.

3.1. CurrentWorkforceProfileLegislation requires Councils to have an organisational structure in place to effectively manage its operations in accordance with the Council Plan. This structure is determined by the Chief Executive Officer. Our total number of employees and total employee costs are on par with other small rural councils. Our current workforce profile encompasses a number of full-time, part-time and casual positions that are either permanent or for a fixed period. Fixed-term positions are generally seasonal roles, such as pool staff, or have been created to undertake specific project work, such as the Business Improvement Manager, where the funding has come from grants. This mix in roles provides Council with the flexibility to adapt to changing needs within the community, ensures we provide quality services and meets the governance requirements under the Local Government Act. Requests for new positions go through a rigorous internal assessment and justification process and must align with the Council Plan.Our turnover for the past three years averages 11.46%. The average turnover for all small rural shires across Victoria for the same period is 9.30%. We are continuing to explore ways to engage and retain our employees.

Page 43

Page 44: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

3.0 HUMAN RESOURCES (Continued)Our current employment profile by department is as follows:

Corporate Services: Major Projects and Programs: Numbers shown represent the total number of effective full-time Numbers shown represent the total number of effective full-timeemployees undertaking work in each area. employees undertaking work in each area.

Strategic Resources Plan 2012 - 2016 (continued)

Page 44

Page 45: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 45

3.0 HUMAN RESOURCES (Continued)Our current employment profile by department is as follows:

Sustainable CommunitiesNumbers shown represent the total number of effective full-timeemployees undertaking work in each area.

The balance of 8.18 EFTs work in the CEO Governance area, and include the staffwho work in Media and Communications and Organisational Development.

Page 46: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

3.0 HUMAN RESOURCES 3.2 ExpectedWorkforceTrend(EFTs)

Indigo Shire’s workforce trend is expected to contract in the first year and then remain relatively stable over the remaining life of the Council Plan. The East Gippsland Waste Contract concluded in June 2011 and 21 part-time employees ceased employment with Indigo Council. These employees were provided outplacement support.

3.3 SalaryExpenditureandBudgetarrangementsForecast expenditure on employee benefits in the 2011-2012 Budget is $9.66 million. This category includes staff wages, on-costs, investment in employee wellbeing, professional development and ensuring a safe working environment. It is predicted that over the Council Plan this expenditure will increase in line with identified salary increases specified in our enterprise agreement.

3.4 KeypeopleobjectivesKey human resource projects planned include:

• Implementation of the renewed Enterprise Agreement 2012-14. The key focus of the new agreement will be encouraging workplace flexibility, multi-skilling and ensuring that our employment conditions are competitive within the region.

• Implementation of a workforce plan to ensure that the right people are in the right place at the right time to build a strong, interconnected and sustainable organisation.

• Ensuring our training and development programs build on the skills of staff, builds organisational development and improves individual decision making and judgement.

Strategic Resources Plan 2012 - 2016 (continued)

Page 46

Current - 2012 2012 - 2013 2013 - 2014 2014 - 2015Total: Equivalent Full Time (EFT) 133 135 137 139

Page 47: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 47

4.0 INFRASTRUCTURE STRATEGYAn important element of any strategic financial plan is how the proposed funding levels for asset preservation affect the condition of the assets. If sufficient funds are not allocated then the condition of those assets will deteriorate and the value of Council’s investment in those assets will drop. The long-term difficulties in achieving full sustainability are evidenced by comparing the funds required to those that are budgeted in this area. Whilst the Strategic Resource Plan makes continued progress in increasing funding, the gap is not eradicated in the short term. The funding level increases represent a strong commitment to address this issue. The Strategic Resource Plan provides for Indigo Shire Council to improve its financial and overall sustainability by progressively increasing capital renewal and upgrade expenditure in line with or in excess of depreciation expense. If we can achieve this, it means that we are spending sufficient resources to maintain the assets we have. In the development of this plan Council has assumed that the Roads to Recovery funding will continue for the life of this plan.Looking broader than road infrastructure management, the challenges in other areas of infrastructure are similar to that portrayed above. Council has developed detailed Asset Management Plans for Roads, Buildings, Bridges, Drainage and Pathways. As more is known and understood of the renewal requirements for these infrastructure assets, the more accurate the future funding requirements will be within subsequent SRPs and the Long Term Financial Plan. The infrastructure funding problem is not unique to Indigo Shire. All councils are grappling with it. The problem is most acute in small rural councils, which simply do not have the resources to maintain thousands of kilometres of roads and other infrastructure assets. The funding gap can only be bridged if the Federal and State Governments adopt permanent and guaranteed sources of funding to Local Government.

Page 48: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

5.0 STATEMENT OF FINANCIAL PERFORMANCE 2012-2016 Budgeted Standard Income Statement For the four years ending 30 June 2016

Page 48

Page 49: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 49

6.0 STATEMENT OF FINANCIAL POSITION 2012-2016 Budgeted Standard Balance Sheet For the four years ending 30 June 2016

Page 50: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

7.0 STATEMENT OF CASH FLOW 2012-2016 Budgeted Standard Cash Flow Statement For the four years ending 30 June 2016

Page 50

Page 51: Indigo Informer

INDIGO SHIRE - A great place to live, work and visit

Page 51

8.0 STATEMENT OF CAPITAL WORKS 2012-2016 Budgeted Standard Capital Works Statement For the four years ending 30 June 2016

Page 52: Indigo Informer

A united, prosperous and admired community’

‘A great place to live, work and visit’