Moree Plains Delivery Program and Operational Plan
Delivery Program 2014-2017 Operational Plan 2015-2016
Strategic Planning Framework The Community Strategic Plan identifies the long term aspirations our communities want to see delivered in Moree Plains Shire. The Strategic Plan stretches beyond the next ten years, identifying the outcomes and long term strategic responses needed to achieve the agreed directions. It demands strong leadership from Council in working with others to grow our Shire into the future.
The Resourcing Strategy outlines Council’s capacity to manage assets and deliver services over the next ten years. The Resourcing Strategy includes three key elements – a Workforce Plan, an Asset Management Strategy, and a Long Term Financial Plan.
The Long Term Financial Plan provides a framework within which we can assess our revenue building capacity to meet the activities and level of services outlined in our Community Strategic Plan. It provides an opportunity for early identification of financial issues and any likely impacts in the longer term. It also confirms that we can remain financially sustainable into the future.
The Delivery Program and Operational Plan is the document that guides the organisation’s work program over the Council’s four-year term. The document sets out clear priorities, ongoing activities and specific actions Council will undertake to achieve the community’s outcomes.
The Asset Management Strategy is a key element of the Resourcing Strategy. The strategy provides a better understanding of how to align the asset portfolio so that it best meets the service delivery needs of the local community, both now and in the Future.
The Community Engagement Strategy outlines how Council engages with its communities and relevant stakeholders in order to develop and finalise the Community Strategic Plan. Over time the Community Engagement Strategy will be reviewed to outline how Council will ensure regular engagement and discussion with our communities about their needs and aspirations for Moree Plains Shire.
The Workforce Plan helps Council meet the community’s priorities and aspirations, as expressed in the Community Strategic Plan, by ensuring the right people are in the right places with the right skills doing the right jobs at the right time. The Workforce plan enables us to plan our future workforce needs to deliver the goals we, and the community, have set for us.
There is more information on how the documents work together, and how we will measure our success, on pages 10–13 of this Delivery Program and Operational Plan. Delivery Program 2014-2017 and Operational Plan 2015-2016
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Contents Strategic Planning Framework
2
Section 1 – Introduction Our Vision, Mission and Values
4
Welcome
5
Our Council
6
Our Councillors
7
Leadership Team
8
Our Priorities
9
How the Documents Work Together
10
How We Measure Our Success
12
Section 2 – Program Area Plans and Budgets Program Areas and Responsibilities
14
Key to Responsible Officers
21
Program Areas
23
Section 3 – Financial Information Revenue Policy
80
Fees and Charges
123
Budget 2014–2017
166
Project Sheets
176
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Vision, Mission and Values Our Organisational Vision Moree Plains Shire is a strong, robust community that provides a relaxed, healthy and harmonious lifestyle with an economy that supports the local region and preserves the important environmental qualities of our area.
Our Organisational Mission Moree Plains Shire Council’s mission is to lead the way in fostering a healthy, positive and well-resourced community.
Our Organisational Values Commitment: working hard to get the job done. Integrity: being open and honest in our dealings. Partnerships: working together with the community. Protection: ensuring our activities do not impact on the health, safety or welfare of our stakeholders. Respect: valuing the feelings, opinions and needs of others. Service: giving our best to the community.
Our Community Vision Blessed by the Plains’ rich black soils and artesian waters, Shire residents enjoy a vibrant rural economy, have a deep cultural connection to Country, and harbour a deep respect for their place and each other in such a way as to impress newcomers.
Our Community Values Celebrate our cultural diversity: Moree Plains gains so much from the diversity of its people. Celebrate and embrace our differences by working together: a real sense of opportunity is evident within the Shire and residents work together to improve their quality of life. A country lifestyle: residents have a commitment to maintaining a relaxed and tranquil community, ensuring that the Shire is a great place to raise a family. An engaged community: there is an understanding that our vision cannot be achieved without involvement and contribution from the entire community.
Statement of Recognition of Moree Plains Shire’s Aboriginal Cultural Heritage Council values the unique status of Aboriginal people as the original custodians of lands and waters, including the land and waters of Moree Plains Shire. We work together for a united Australia and Shire that respects this land of ours, that values the diversity of Aboriginal cultural heritage, and provides justice and equity for all.
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Welcome This document, the Delivery Program and Operational Plan 2014–2017, is Council’s response to the Community Strategic Plan Moree Plains 2035. The Community Strategic Plan recognises that others in our communities (individuals, businesses, governments and agencies) can also contribute to future outcomes. The Delivery Program and Operational Plan outlines what Council will do over the next four years to work towards achieving the agreed Community Outcomes. Council has two areas of responsibility in delivering its responses – one relates to what it does as an organisation, and the other relates to what it does in the Shire. The Delivery Program and Operational Plan is important in making sure that all of Council’s services and programs remain focussed on delivering the agreed long term outcomes for the Shire.
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Our Council Scale of Moree Plains Shire Council Customer Service Centres
3
Depots
4
Budget (approx)
$48.1M
Workforce
199FTE
Community Facilities Public Halls/Community Centres
14
Central and Branch Libraries
3
Regional Art Gallery
1
Dhiiyaan Indigenous Centre
1
Public Toilets and Amenity Blocks
15
Airport and Airstrips
3
Cemeteries
6
Land Use Natural Areas
24,288ha
Children’s Services Day Care and Preschool
1
Sporting Facilities Sporting Fields Swimming Complexes
12 3
Roads Infrastructure Road Lengths Footpath Lengths Kerb and Gutter Lengths Car Parks Bridges
2,893km 41km 127km 5 53
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Our Councillors
Clockwise from top left: Cr John Tramby, Cr Mick Cikota, Cr Rodney Brazel, Cr Theo Tzannes, Cr James von Drehnen, Deputy Mayor Cr Sue Price, Mayor Cr Katrina Humphries, Cr Claudia Gall, Cr Brendan Munn.
Councillor Contact Details Mayor Cr Katrina Humphries Telephone: 0429 079 217 Email: katrina.humphries@mpsc.nsw.gov.au
Deputy Mayor Cr Sue Price Telephone: 0427 169 676 Email: sue.price@mpsc.nsw.gov.au
Cr Rodney Brazel Telephone: 0407 614 385 Email: rodney.brazel@mpsc.nsw.gov.au
Cr Mick Cikota Telephone: 0414 225 554 Email: mick.cikota@mpsc.nsw.gov.au
Cr Claudia Gall Telephone: 0427 521 546 Email: claudpete@bigpond.com
Cr Brendan Munn Telephone: 0427 220 920 Email: brendan.munn@mpsc.nsw.gov.au
Cr John Tramby Phone: 0428 659 048 Email: johntramby@hotmail.com
Cr Theo Tzannes Telephone: 0428 566 662 Email: theo.tzannes@mpsc.nsw.gov.au
Cr James von Drehnen Telephone: 0427 521 315 Email: james.von.drehnen@mpsc.nsw.gov.au
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Leadership Team .
The General Manager is supported by a Management Executive Team (MANEX) made up of three Directors, one Group Manager and the Executive Projects Manager. MANEX, which focusses on longer term planning for Moree Plains Shire, is backed up by a group of capable Managers and staff. As each local government is forced to compete with more than 500 councils across Australia for funding and resources, it is vital that Moree Plains Shire Council proactively seeks opportunities as well as establishing networks and connections that will ensure the Shire is strongly positioned to receive infrastructure and services our residents need and deserve. Lester Rodgers General Manager
Mitchell Johnson Director Corporate Services
David Wolfenden Water and Waste Manager
Ian Dinham Director Engineering Services
Angus Witherby, Director Planning and Development
John Carleton Executive Projects Manager
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Our Priorities As part of our commitment to continual improvement, in 2011 Council engaged independent consultants to undertake a Community Satisfaction survey. We wanted to make sure our reporting focused on those issues that are of the greatest concern to our community. The process was also a timely opportunity to verify the outcomes of the extensive community and stakeholder engagement we undertook in preparing our Moree Plains 2030 Community Strategic Plan and Delivery Program 2010–2013.
Not surprisingly, the community’s highest priority is the condition of the local road network. Roads are important, not only economically but also socially; they are the means by which our geographically separated community members are connected.
The Shire has a network of 2,893km of roads and does not have the population/rate base to generate sufficient revenue to maintain them to a standard that satisfies our community. Nevertheless, we have invested considerable resources into The review identified 12 high priority issues as detailed in the road maintenance over the past few years and will continue diagram below. These were consistent with the priorities to do so into the foreseeable future. raised during the development of the Moree Plains 2030 Community Strategic Plan, and will continue to guide our Our efforts over the next four years will also be directed strategic planning directions. towards the other priorities highlighted by our community.
12. Community input into Council decisionmaking
1. Condition of local road network/ Maintaining local roads
2. Provision of information to the community
3. Parks and playgrounds
11. Swimming pools
10. Flood protection and preparedness
4. Financial management
Shared Priorities
5. Long-term planning for the Shire
9. Supporting local jobs and businesses
8. Advocacy on behalf of the community
7. Waste management/ minimisation/ recycling
6. Support for volunteer programs
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How the Documents Work Together
Council Annual Report 1 year
Council Resource Strategy 10 years
Community Engagement Strategy
Themes
Community Strategic Plan
Principles and Objectives
Strategic Indicators
10+ years
Community Outcomes
Community Indicators
Council Delivery Program 4 years
Themes
Program 4 year activities
Program Indicators
Services 1 year tasks
Service indicators
and
Council Opera onal Plan 1 year
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How the Documents Work Together continued Community Engagement Strategy The Community Engagement Strategy outlines how Council has engaged with its communities and relevant stakeholders in developing and finalising the Community Strategic Plan. The Community Engagement Strategy ensures that Council, in developing and reviewing its Community Strategic Plan, encourages and supports the right of our communities to be involved and influence the Shire’s future directions.
Community Strategic Plan The Community Strategic Plan identifies the long term aspirations our communities want to see delivered in the Shire. It describes the Shire’s future through four key themes (Inclusive, Caring Community; Vibrant Regional Economy; Environmental Role Model; and Coordinated, Committed Leadership) which focus attention on the broad range of issues and activities that are important for our Shire and communities. The Community Strategic Plan includes two key elements: Community Outcomes
The Community Outcomes express the many ideas, messages and aspirations provided by our communities and stakeholders through the ‘Shire Futures’ Forum, surveys, workshops and focus group sessions. The Community Outcomes address issues in the Shire, and also Council as an organisation. Some Community Outcomes are wholly within Council’s role to deliver, and some can be addressed in partnership with others. Several Community Outcomes are beyond Council’s role and responsibilities. They are issues on which Council can advocate, inform and influence, but are not within Council’s direct control.
Strategic Responses
The Strategic Responses outline what individuals, Shire partners, and Council can do towards achieving the Community Outcomes. The Strategic Responses that Council will deliver are clearly specified. Council has two areas of focus in delivering Strategic Responses – one relates to what it does as an organisation, and the other relates to what it does in the Shire. Council has a number of defined roles in working towards a sustainable future Shire – leader, advocate, custodian, facilitator, educator, regulator and service provider, which are specified.
Delivery Program and Operational Plan The Delivery Program is the strategic document that guides Council’s works program over four years, while the Operational Plan supports the Delivery Program by providing specific information on what will be done each year. Moree Plains Shire Council has chosen to include its Delivery Program and Operational Plan together in the one document. The first section of this document uses the same framework as the Community Strategic Plan to clearly demonstrate the links between the documents. The second section provides more detail on each of Council’s programs and activities as well as the annual budget. The Delivery Program and Operational Plan includes: Priorities
The Priorities highlight the actions that our communities and partners felt were particularly important. These are the actions on which Council should focus, while continuing to deliver its ongoing programs.
Council Programs The Council Programs and Activities section identifies Key Council Programs and Activities that will and Activities contribute to delivering Council’s Strategic Responses. Other programs may also contribute, or provide organisational support. This section also provides details of the ongoing activities for each service within that program and tasks that will be undertaken in specific years. Directors and Group Managers are responsible for the implementation of Council Programs. Managers and Council Officers are responsible for implementing Council’s services and specific activities within each Program.
Resourcing Strategy The Council Resourcing Strategy outlines Council’s capacity to manage assets and deliver services over the next ten years. The Resourcing Strategy includes three key elements – a Long Term Financial Plan, an Asset Management Strategy and a Workforce Plan. To prepare the Resourcing Strategy, Council determines its capacity, and how to effectively manage its finances, the sustainability of its workforce, and the overall cost of its community assets.
Annual Report The Annual Report provides a summary of Council’s performance and achievements each year. The Annual Report also provides a snapshot of our progress towards achieving the goals of the Community Strategic Plan.
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How We Will Measure Our Success Moree Plains 2035 belongs to all Moree Plains residents and relies on everyone in the community to participate in achieving the outcomes we seek in the future. Moree Plains Shire Council and the community will have an important role to play in advocating for the State and Federal governments to achieve outcomes for the strategies they have responsibility for, such as transport, education, health services and policing. In order to measure how successful the Council, Federal and State governments and community have been in achieving the Community Vision, two measures are proposed: Key Performance Measures and Community Satisfaction with Progress.
Key Performance Measures Many of the strategies outlined in the plan will need to be pursued over the life of the plan. In order to gauge whether the strategies have been achieved, a simple reporting format will be used, with regular updates and an annual summary. The reports will identify the significant changes made over the period to bring to life the strategic objectives as outlined under each theme. In addition, at the end of each Council term of four years, the outgoing elected representatives will present an End of Term Report to the community, outlining the achievements recorded during that period. In monitoring progress, Council will rely on its own measurements, as well as data from Census campaigns, State Government research and other institutions.
Community Satisfaction with Progress A community satisfaction survey will be undertaken every two years to assess the level of community satisfaction with our progress and indicate where priorities could or should be assigned to particular areas in the future. The survey will determine satisfaction with the level and quality of service delivered by Council, as well as confirming priorities and major aspirations from the community.
Document name
What we measure
How we report and period covered by each report
Outcomes – Progress towards achieving Community Outcomes
End of Term Report (every four years) from outgoing Council
Community Strategic Plan Objectives/Strategic Indicators
Delivery Program and Operational Plan Program Area Indicators
Outcomes – progress towards achieving strategic Indicators Performance – implementation of agreed priorities and delivery of program activities
Report to Council ( 6 monthly) For period July – December For period January – June Annual Report (yearly) For period July – June (financial year) Report to Community Annually in the period October to December
Financial Status
Performance – adherence to budget, financial health and performance of investments
Quarterly Financial Reports ( 3 monthly) For period July – September For period October – December For period January – March Annual Financial Statements (yearly) For period July – June (financial year) Investment Reports (monthly)
Service Indicators
Performance – Delivery of agreed services
Report to Council (3 monthly) For period July – September For period October – December For period January – March
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How We Will Measure Our Success As the ‘big picture’ plan for the Shire, the Community Strategic Plan Moree Plains 2035 identifies many outcomes that can only be achieved if we – individuals, businesses, community groups, all levels of government and their agencies – work in partnership to effect change. Working together, we can make a great future for our Shire. Improvements in relation to the measures listed below will give us an indication of whether or not we have made a difference.
Community Indicators Measure/Indicator
What this tells us
Source
Life Expectancy at Birth
Health of the community
NSW DET
Workforce Participation Rate
Proportion of persons able to work that are seeking or undertaking paid employment
DEEWR
Index of Relative Socioeconomic Disadvantage
Socio-economic disadvantage as this relates to income, education, occupation, wealth and living conditions
ABS
Index of Education and Occupation
Census variables relating to education and occupation characteristics of communities
ABS
Crime Statistics
Incidence and types of crime
BOSCAR
Road Trauma Statistics
Number of road crashes in the Shire per 1,000 population
NSW Transport
Population
Number of people living in the Shire
ABS
Moree Plains Shire’s Gross Regional Product (GRP) Number of Businesses
Market value of all final goods and services produced by all firms in Moree Plains Shire Number of businesses operating within the Shire
RDANI
Building Approvals
Value of Development Applications approved
NSW DPI
Employment Rate
Proportion of persons able to work that are employed
DEEWR
High School Retention Rate
Indicator of high school students completing year 10 to year 12
NSW DET
Visitor Statistics
Number of visitors, length of stay and spend per visitor
Destination NSW
Residential Waste
Total waste to landfill, recycled waste and green waste
MPSC
Greenhouse Gas Emissions from Electricity Use
Tonnes of greenhouse gases from total billed electricity and estimated emissions per capita
Ausgrid
Recycled Water Supplied
Volume of recycled water used by the local authority or provided to others to use
MPSC
Drinking Water Quality
Proportion of microbiological water quality samples reaching or exceeding the water quality targets for the year (>90%)
MPSC
An inclusive, caring community
A vibrant regional economy
RDANI
An environmental role model
Committed, coordinated leadership Community Satisfaction
Percentage of residents satisfied with Council’s provision of services
MPSC Community Satisfaction Survey
Measure/Indicator
What does this tell us?
Source
Community Satisfaction
Percentage of residents satisfied with Council’s provision of services
MPSC Survey
Financial Performance Ratios
Financial health of the organisation
MPSC
Workers Compensation Insurance Premium Expenditure
Organisation’s Work Health and Safety performance
StateCover
Risk Management Audit Results
Organisation’s risk management performance
StateWide
Council Indicators
Abbreviations
DET: Department of Education and Training ABS: Australian Bureau of Statistics DPI: Department of Planning and Infrastructure BOSCAR: Bureau of Crime Statistics and Research MPSC: Moree Plains Shire Council DEEWR: Department of Education, Employment and Workforce Relations RDANI: Regional Development Australia, Northern Inland Delivery Program 2014-2017 and Operational Plan 2015-2016 13 of 267
Program Areas and Budgets The next section of this document provides the detail of Council’s combined four year Delivery Program and one year Operational Plan. The Delivery Program and Operational Plan represent the commitment made by each incoming Council to work towards the community aspirations included in the Community Strategic Plan. Each of Council’s 20 programs has its own page which tells you the major activities that will be undertaken, when they will occur, identifies priorities (in bold text) and lists the indicators we will use to measure our success. The Delivery Program also shows activities and tasks that are funded as projects in our budget. More detail on these projects is provided in the Financial Information later in this document. Page Program Areas and Responsibilities
15
Key to Responsible Officers
21
Administration – Asset Management
23
Administration – Communication and Community Relations
25
Administration – Corporate Risk
27
Administration – Corporate Strategic Planning and Reporting
28
Administration – Corporate Support
30
Administration – Finance
32
Administration – Governance
34
Administration – Human Resources
37
Administration – Major Projects
40
Community Services and Education
41
Construction
44
Economic Development
46
Environment
51
Housing and Community Amenities
55
Public Health
58
Public Order and Safety
60
Recreation and Culture
64
Sewerage Services
67
Transport
69
Water Supplies
73
Fit For the Future – Improvement Action Plan (detailed)
75
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Program Areas and Responsibilities General Manager – Lester Rodgers Directors – Angus Witherby, Ian Dinham and Mitchell Johnson Group Manager – David Wolfenden
Unit
Program
Service
Department and Manager
ADMINISTRATION – ASSET MANAGEMENT Asset Management
Asset Management System
Fleet
Fleet Management
Corporate Support
Geographic Information Systems Property Management
Engineering Services – Asset Manager Engineering Services – Support Manager Corporate Services – Financial Services Manager Engineering Services – Asset Manager and Project and Development Manager Corporate Services – Client Services Manager Planning and Development – Economic Development Officer
ADMINISTRATION – COMMUNICATION AND COMMUNITY RELATIONS Communications
Media Newsletters Facebook Website Intranet Engagement – Meetings/Surveys etc
Executive – Integrated Planning and Reporting Manager
Customer Service
Provision of Service and Information to Customers – Internal and External
Corporate Services – Finance Manager
ADMINISTRATION – CORPORATE RISK Corporate Risk Management
Risk Management Insurance Contract Management
Corporate Services – Client Services Manager
ADMINISTRATION – CORPORATE STRATEGIC PLANNING AND REPORTING Strategic Planning and Reporting
Integrated Planning Integrated Reporting
Executive – Integrated Planning and Reporting Manager Corporate Services – Financial Services Manager
ADMINISTRATION – CORPORATE SUPPORT Corporate Support
Information Technology Records Management Administrative Support Services
Corporate Services – Director of Corporate Services, IS Manager Executive – General Manager and Integrated Planning and Reporting Manager
Corporate Financial Management
Financial Planning and Reporting
Financial Services
Grant funding Investments Accounts Payable and Receivable Purchasing and Supply Plant Management
Corporate Services – Director of Corporate Services and Financial Services Manager Corporate Services – Financial Services Manager
ADMINISTRATION – FINANCE
ADMINISTRATION – GOVERNANCE Governance
Advocacy (Area Representation) Councillors Council and Committee Meetings Elections Legislative Compliance – including access to information (GIPA Act) Local Authority Association Membership Policies and Procedures
Executive – General Manager and Integrated Planning and Reporting Manager Corporate Services – Client Services Manager
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ADMINISTRATION – HUMAN RESOURCES Workforce Planning and Benchmarking
Workforce Plan Benchmarking Regional Collaboration Manpower Budget
Executive – Human Resources Manager
Recruitment
On-line Services Promotion Community Information Sessions Aboriginal Employment Strategies Youth Career Pathways Brolga Project Payroll Functions LG Superannuation Arrangements
Executive – Human Resources Manager
Employee Relations
Policy Development Statutory Compliance Induction Employee Exit Functions Employee Satisfaction and Recognition Consultative Committees
Executive – Human Resources Manager
Performance Management
Staff Performance Reviews Management of Performance Reviews Overtime Management
Executive – Human Resources Manager
Training and Development
Training Plans and Leadership Competency Assessments Awards and Recognition Return on Investment
Executive – Human Resources Manager
Work Health and Safety/Injury Management
Work Health and Safety Committee Health and Wellbeing Programs Statutory Compliance Drug and Alcohol Management Plan
Executive – Human Resources Manager
Payroll
Executive – Human Resources Manager
ADMINISTRATION – MAJOR PROJECTS Major Project Management
Executive Project Management Design and Project Management
Executive – Executive Projects Manager Engineering – Project and Development Manager
COMMUNITY SERVICES AND EDUCATION Aged and Disability Services
Disability Access Community Events
Planning and Development – Projects Officer
Children’s Services
Gwydir Day Care and Preschool Other Children’s Services
Corporate Services – Client Services Manager
Family Services
Domestic Violence Support Volunteer of the Year
Planning and Development – Projects Officer
Youth Services
Youth Council Youth Services Youth Events
Planning and Development – Projects Officer
Migrant Services and Other New Community Members
Moree Multicultural Advisory Committee New Community Member Services
Planning and Development – Projects Officer
Aboriginal Services
NAIDOC Week Community Connections Northern Regional Partnership Agreements Aboriginal Employment Strategies
Planning and Development – Projects Officer Executive – Aboriginal Employment and Career Pathway Coordinator
Education
Scholarships Arts Development Tertiary Education Support
Planning and Development - Projects Officer Executive – Human Resources Officer
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Events Community Markets
Planning and Development – Projects Officer
Building Control
Building Certificates Regulatory Enforcement Services
Planning and Development – Assessment Manager
Quarries and Pits
Maintenance of Shire Quarries and Pits Sourcing Potential Gravel Supplies
Engineering – Operations Manager
Economic Development
Economic Development Strategy Implementation Support to Chamber of Commerce
Planning and Development – Economic Development Officer
Real Estate/Industrial/Commercial Development and Promotion
Moree Gateway Project development Other Economic Development Opportunities
Land Use Planning
Strategic Land Use Planning
Pre-lodgement Advice Provision of Development Consent Discharge of Consent Authority Obligations Pre-lodgement Advice Local Environment Plan Development Control Plan Promotion of Local Issues Compliance
Planning and Development – Economic Development Officer Corporate Services – Client Services Manager Executive – Executive Project Manager Planning and Development – Assessment Manager
Marketing and Promotion/ Tourism Activities
Investigation of Opportunities Development of International Partnerships
Planning and Development – Economic Development Officer Tourism Moree – CEO Corporate Services – Client Services Manager
Noxious Plants
Monitoring and Control Advice to Landholders Cross Border Liaison
Planning and Development – Chief Weeds Officer
Environmental Management
Roadside Vegetation Management Systems Gravel Pits Reporting Pollution Monitoring
Engineering – Asset Manager, Project and Development Manager and Operations Manager Planning and Development – Assessment Manager
Solid Waste Management
Regulatory Compliance Landfill Operations Remediation Works Waste Collection and Disposal Recycling and Reuse Public Education DrumMUSTER Operations
Water and Waste – Water and Waste Manager
Street Cleaning and Shire Beautification
Street and Footpath Cleaning Litter Collection Tree Replacement
Engineering – Operations Manager
Drainage/ Stormwater
Drainage Network Maintenance New Facilities
Engineering – Operations Manager and Project and Development Manager
Other Community Services
CONSTRUCTION
ECONOMIC DEVELOPMENT
Planning and Development – Assessment Manager
ENVIRONMENT
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Flood Plain Management
Management Grant Funding Planning Controls
Engineering – Project and Development Manager Planning and Development – Senior Strategic Development Officer
Spent Artesian Water Management
Evergreen Precinct Alternative Uses
Engineering – Project and Development Manager Executive – Executive Project Manager Planning and Development – Economic Development Officer Corporate Services – Client Services Manager
HOUSING AND COMMUNITY AMENITIES Landuse Planning
Development Assessment Services
Planning and Development – Assessment Manager
Housing
Research Development
Planning and Development – Economic Development Manager
Street Lighting
Liaising with Country Energy
Engineering Services – Project and Development Manager
Domestic Waste Management Services
Kerbside Collection
Water and Waste – Water and Waste Manager
Environmental Protection
Planning and Development
Planning and Development – Assessment Manager
Public Cemeteries
Maintenance Development Customer Services
Engineering Services – Support Manager Corporate Services – Financial Services Manager
Public Conveniences
Public Toilets
Planning and Development – Building Superintendent
Open Spaces
Town and Village Entrance Signage
Engineering Services – Project and Development Manager, Support Manager
Administration and Inspection
Cooling Towers Skin Penetration Premises Hairdressing Premises
Planning and Development – Assessment Manager
Food Control
Food Premises
Planning and Development – Assessment Manager
Insect/Vermin Control
Complaints Handling
Planning and Development – Assessment Manager
Other Quality Controls
Water Sampling Monitoring Drinking Water Quality Sewer Management Monitoring Pool Water Quality
Planning and Development – Assessment Manager Water and Waste – Water and Waste Manager
Emergency Services Funding Emergency Risk Management Assessments Emergency Management Plans and Exercises Volunteering Weight of Loads Rural Addressing Ranger Services
Engineering – Support Manager
Ranger Services
Planning and Development – Ranger
PUBLIC HEALTH
PUBLIC ORDER AND SAFETY Disaster Management
Regulatory/Compliance Services Animal Control
Engineering – Asset Manager and Support Manager Planning and Development – Ranger
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Crime Prevention
Design Services Closed Circuit Television (CCTV) Street Lighting Crime Prevention Committees Alcohol Free Zones
Engineering – Project and Development Manager Planning and Development – Projects Officer
Road Safety
Shared Path and Cycleway Network Campaigns and Promotion Traffic Management Road Rule Enforcement
Engineering – Road Safety Officer and Project and Development Manager Planning and Development – Parking Inspector
Fire Protection
Building Compliance
Swimming Pool Safety
Safety Compliance
Planning and Development – Assessment Manager Planning and Development – Assessment Manager
RECREATION AND CULTURE Community Libraries
Library Information Access Outreach Services Local History
Corporate Services –Director of Corporate Services and Regional Library Manager
Art Gallery
Exhibitions Creative Programs Public Art Program
Corporate Services –Director of Corporate Services and Client Services Manager
Community Halls
355 Committees Moree Memorial Room Parenting Room Hall Maintenance Moree Memorial Hall – Hall Hire
History and Heritage
Local History Dhiiyaan Indigenous Centre
Sporting Grounds and Venues
Oval Master Plan Mungindi Showground Section 355 Committee Sports Field Upgrades Sports Field Maintenance Design and Set-out Works Moree Artesian Aquatic Centre Boomi Baths Mungindi Pool Maintenance and Improvements Tree Management Plan Tree Planting Parks Master Plan Open Space Strategic Plan
Corporate Services –Director of Corporate Services and Client Services Manager Planning and Development – Building Superintendent Corporate Services –Director of Corporate Services and Dhiiyaan Centre Manager Executive – Aboriginal Employment and Career Pathway Coordinator and Integrated Planning and Reporting Manager Engineering – Operations Manager and Project and Development Manager Corporate Services – Client Services Manager
Swimming Pools
Parks and Gardens
Executive – General Manager Corporate Services – Client Services Manager Engineering – Operations Manager, Project and Development Manager, Asset Manager Corporate Services – Director of Corporate Services
SEWERAGE SERVICES Sewerage
Infrastructure Maintenance and Improvements Contract Service Provision Asset Management Processes for Growth Systems, Safety and Reliability
Water and Waste – Water and Waste Manager
Roads (includes Kerb and Guttering)
Heavy Vehicle Access Road Closures Safer by Design Principles Rural and Urban Roads Road Naming
Engineering – Asset Manager, Project and Development Manager, Operations Manager and Support Manager
Bridges
Maintenance Inspections Bridge Naming
Engineering – Asset Manager, Operations Manager and Support Manager
TRANSPORT
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Parking Areas
Safer by Design Principles Upgrades and Maintenance
Engineering – Project and Development Manager and Operations Manager
Footpaths
Grant Funding Upgrades and Maintenance Bike Plan
Engineering – Project and Development Manager and Operations Manager
Bus Shelters and Services
Advice and Design Services Rural Bus Bays
Engineering – Project and Development Manager and Operations Manager
Aerodromes
Management Maintenance Safety and Security
Engineering – Support Manager
Roads and Maritime Services (RMS) Works
Design Project Management Construction
Engineering – Project and Development Manager and Operations Manager
Infrastructure Maintenance and Improvements Contract Service Provision Asset Management Demand Management Provision for Growth
Water and Waste – Water and Waste Manager
WATER SUPPLIES Water Supply
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Key to Responsible Officers Abbreviation
Responsible Officers within Council
AEO
Aboriginal Employment and Careers Pathway Coordinator
AO
Accounts Officer
AssessmentM
Assessment Manager
AssetM
Asset Manager
BCA
Budgetary Control Accountant
BS
Building Superintendent
CommO
Communications Officer
CO/WW
Communications Officer/Web Writer
CSM
Client Services Manager
DCS
Director of Corporate Services
DES
Director of Engineering Services
DP&D
Director of Planning and Development
EDO
Economic Development Officer
EO-TM
Executive Officer – Tourism Moree
EPM
Executive Projects Manager
ESM
Engineering Support Manager
ExecCo
Executive Coordinator
FM
Financial Services Manager
GISO
GIS Officer
GM
General Manager
HRM
Human Resources Manager
HRO
Human Resources Officer
HROR
Human Resources Officer - Recruitment
HROT
Human Resources Officer - Training
IPRM
Integrated Planning & Reporting Manager
ISM
Information Services Manager
IT-AO
Information Technology Application Officer
MANEX
Senior Management and Executive
NA
Network Administrator
OM
Operations Manager
PAYO
Human Resources Payroll Officer
PE
Program Engineer
PO
Planning and Development Projects Officer
ProjDevM
Project and Development Manager
RA
Revenue Accountant
Ranger
Ranger and Stock Impounding
RecC
Records Coordinator
RSO
Road Safety Officer
RTWO
Return to Work Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
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SE
Services Engineer
SS
Stores Superintendent
SSDO
Senior Strategic Development Officer
TO
Technical Officer
WO
Waste Officer
WSE
Water Service Engineer
WSM
Water Services Manager
WWM
Water and Waste Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Program
Administration – Asset Management
Directors
Director of Corporate Services – Mitchell Johnson (DCS) Director of Engineering Services – Ian Dinham (DES)
Presentation - David Links to Community Strategic Plan Community Priority/Core Service
Outcome
Council’s Strategic Responses
2. Provision of information to the community
Outcome L2. We demonstrate accountability, transparency and ethical conduct
L2.2 Provide easy access to our information
4. Financial management
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.2 Foster a culture of continuous improvement across our organisation L5.3 Implement good practice in planning for future infrastructure needs L5.4 Maintain assets for their current purpose and for future generations
5. Long-term planning for the Shire
Outcome Ec2. Our Shire has the infrastructure we need to support our economy
Ec2.2 Seek financial assistance to redress the current infrastructure backlog and provide funding for key regional projects
10. Flood protection and preparedness
Outcome L6. We demonstrate leadership in the face of natural disaster
L6.1 Plan effectively for ‘worst case’ scenarios
Activities and Priorities Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
AssetM
L5.1 L5.1
AssetM
L5.1
AssetM
L5.1
AssetM
L5.2
AssetM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Manage Council’s plant fleet to optimise financial, safety, environmental and workforce outcomes
L5.1
FM/ESM
Review Council’s plant utilisation on an ongoing basis in conjunction with the plant replacement program to ensure appropriate plant and equipment is available and any items no longer required are disposed of
L5.2
FM/ESM
Registration of all Council fleet in accordance with Common Expiry Date requirements
L5.1
ESM
Insurance obtained and maintained for all Council fleet
L5.1
CSM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
AssetM
L5.1
AssetM
Develop GIS flood mapping of rural areas
L6.1
AssetM
Provide plans, maps and related documentation for reports and presentations
L2.2
ProjDevM
Manage Council’s property portfolio, in accordance with statutory requirements, to contribute to the expansion of Council’s revenue base
L5.4
CSM
Support Council’s long term goals for the Shire’s future by
L5.1
CSM/EDO
Asset Management Manage and maintain Council’s asset management system Review and update the Asset Management Policy Review and update the Asset Management Strategy Implement strategies outlined in the Asset Management Strategy Prepare Asset Management Plans for all of Council’s physical assets Upgrade the data collection process to an electronic mobile system across the Council
Fleet Management
Corporate Support Manage and maintain Council’s Geographical Information System (GIS) Develop and implement Management Plan for the GIS
an
Operational/Risk
AssetM
Delivery Program 2014-2017 and Operational Plan 2015-2016
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managing Council’s property portfolio through strategic disposal and acquisitions Progress the rezoning and reclassification of identified surplus open space lands Develop Plans of Management for all Community Land �
L5.3
CSM
L5.1
CSM
Indicators •
Completion of Asset Management Plans for all of Council’s physical assets; transportation, water, sewer, buildings and other structures
Completion of an annual Asset Management Maturity Assessment in July each year • Light vehicles are changed over as per Council’s Motor Vehicle Policy • 100% of the fleet registered by Common Expiry Dates (being March, April, May and September) �������� ��������� ��������� •
2013-2014
Administration Budget
2014-2015
2015-2016
2016-2017
Revenue
27,953,452
28,322,152
28,818,563
Operating Expenditure
8,259,270
8,491,497
8,611,564
8,819,000
Net result
19,694,182
19,830,656
20,206,999
20,575,852
Capital expenditure
2,552,893
1,765,046
2,745,417
2,806,330
[
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
= Activity or Task
Bold = Priority
24 of 267
P = Budgeted Project
29,394,852
Program
Administration – Communication and Community Relations
Group Manager
Integrated Planning & Reporting Manager – Elizabeth Carter (IPRM)
Presentation - David Burns Links to Community Strategic Plan Community Priority/Core Service
Outcome
Council’s Strategic Responses
2. Provision of information to the community
Outcome L3. We are engaged and well informed
L3.1 Target engagement activities to encourage stakeholder participation L3.2 Use a broad range of communication strategies and tools to inform community members and other stakeholders
4. Financial Management
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.2 Foster a culture of continuous improvement across our organisation
Outcome S3. Our local history, culture and diversity is valued and celebrated
S3.1 Honour and celebrate our Aboriginal, pioneering and multicultural heritage
Outcome L2. We demonstrate accountability, transparency and ethical conduct
L2.2 Provide easy access to our information
5. Long-term planning for the shire
12. Community input into Council decisionmaking
Activities and Priorities Communication and Engagement
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
IPRM
L3.2
CommO
L3.2
IPRM
L3.2
CommO
WW
L3.2
IPRM
L3.2
CO/WW
L3.2
CO
L3.2
IPRM
L3.1
IPRM
L3.1
GM/ IPRM
Outcome
Ensure the community is informed about Council’s decisions, services and positions, and are aware of the benefits Council provides to the community by: Publishing and distributing three (3) issues of the ‘Council Focus’ newsletter every year Writing and distributing media releases providing information on Moree Plains Shire Council’s decisions, activities and associated benefits to the community Publishing a minimum of 12 ‘Council Clipboards’ in the Moree Champion Continuing to improve access to and content on Council’s website Report back to the community on outcomes and performance of Council in relation to each financial year Managing and monitoring Council’s Facebook and Twitter pages, responding to posts in a manner that fosters community engagement and enhances community understanding of: 1. The role of Council 2. The reasons for Council decisions/actions Monitoring public sentiment (via print and online platforms) on matters of concern to Council Provide opportunities for community members to have input into Council’s decision-making Conduct surveys and community consultation meetings on issues of major importance to the community Undertake an engagement process with the community on issues of identified significance, including: 1. The levels of service that the community are prepared to accept and prepared to pay for 2. The Moree Civic Precinct redevelopment 3. Sustainability of the unsealed road network 4. The East-west Connector 5. Cemetery upgrades and maintenance in the towns and villages
L2.2
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Manage issues which impact upon Council, and communicate Council’s key messages consistently and effectively
L2.2
IPRM
L5.1
IPRM
Continue to develop and extend the use of our Intranet to enhance the transfer of information throughout the organisation so that staff have access to the information they need to provide information to customers
L2.2
CommO
Conduct a Community Satisfaction Survey every two (2) years to determine levels of satisfaction with Council’s services and facilities
L5.2
IPRM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L2.2
RA
L5.2
RA
L5.2
RA
L5.1
RA
L5.2
RA
L5.2
RA
Audit Moree Cemetery gravesite locations and markers, and take photographs with the intention of making them available to the community via the Council’s website
S3.1
CSC
Audit Village cemetery gravesite locations and markers, and take photographs with the intention of making them available to the community via the Council’s website
S3.1
CSC
Develop a Moree Plains Shire Council communications strategy, policies and procedures
Customer Service Provide a high level of customer service and information on Council’s services through direct and telephone contact Enhance the organisation’s customer service culture Continue to extend the capacity and use of the electronic Customer Request Management System Investigate a mobile application that will enable customers to lodge customer requests directly into our electronic customer request system via their mobile telephones Participate in a Customer Service Benchmarking Program to enable Council to measure its standard of customer service against the customer service provided by other local government organisations Review the Customer Service Charter and implement improvements where appropriate
Indicators
5% increase in community engagement activities (surveys, community meetings, Council Meeting Forums, Facebook) annually
•
Each time the Community Satisfaction Surveys are conducted, levels of overall satisfaction increase by a minimum of 2%, along with 2% increases in at least eight (8) of the twelve priority areas
•
Each time the Community Satisfaction Surveys are conducted, levels of satisfaction with provision of information to the community and community input into Council decision-making increase by a minimum of 2%
•
Six (6) monthly audits indicate that more than 95% of the information on Council’s website is up-to-date
Program Budget The budget for Administration covers all administration functions, including this Program Area. Please refer to the Administration Budget contained in the Administration – Asset Management Program Area ���
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
= Activity or Task
Bold = Priority
� •
26 of 267
P = Budgeted Project
Program
Administration – Corporate Risk
Director
Director of Corporate Services – Mitchell Johnson (DCS)
Presentation - David Burns Links to Community Strategic Plan Community Priority/Core Service
Outcome
Council’s Strategic Responses
4. Financial Management
Outcome L2. We demonstrate accountability, transparency and ethical conduct
L2.1 Base our decisions on research, evidence and our responsibility to anticipate harm before it occurs
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.2 Foster a culture of continuous improvement across our organisation
5. Long-term planning for the Shire
Activities and Priorities Risk Management Provide risk management advice Develop and implement a Business Contingency Plan for Council operations Review and update Council’s Risk Management Plan Review Council’s risk management policies and plans every two (2) years
Insurance Develop and sustain an enterprise risk management culture within the organisation Manage Council’s insurance portfolio
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
CSM
L2.1
CSM
P
L2.1
CSM
P
L2.1
CSM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.2
CSM
P
L5.1
CSM
Review insurance portfolios annually in consultation with Council's brokers for commercial, market and service delivery improvement
L5.1
CSM
Risk Management Committee to meet at least six (6) times each year
L5.1
DCS
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
CSM
L5.1
CSM
L5.2
CSM
Contract Management Maintain register of material Council contracts Investigate all third party contractors to ensure appropriate licences, tickets, certificates and qualifications are held and maintained in respect to the relevant contract
�
Investigate implementation of an electronic contract management system
Indicators •
1% reduction in Council insurance claims ����
Program Budget The budget for Administration covers all administration functions, including this Program Area. Please refer to the Administration Budget contained in the Administration – Asset Management Program Area. ���
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
= Activity or Task
Bold = Priority
27 of 267
P = Budgeted Project
Program
Administration – Corporate Strategic Planning and Reporting
Group Manager
Integrated Planning & Reporting Manager – Elizabeth Carter (IPRM)
Presentation - David Burns Links to Community Strategic Plan Community Priority/Core Service
Outcome
Council’s Strategic Responses
2. Provision of information to the community
Outcome L2. We demonstrate accountability, transparency and ethical conduct
L2.2 Provide easy access to our information
Outcome L3. We are engaged and well informed
L3.1 Target engagement activities to encourage stakeholder participation L3.2 Use a broad range of communication strategies and tools to inform community members and other stakeholders
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly
12. Community input into Council decision-making
4. Financial Management
Activities and Priorities Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
In accordance with obligations as outlined in the Local Government Act 1993, and in consultation with stakeholders, develop and implement the: 1. Community Strategic Plan 2. Community Engagement Strategy 3. Delivery Program and Operational Plan 4. Resourcing Strategy including the – • Long Term Financial Plan • Asset Management Strategy and Plans • Workforce Plan
L5.1
IPRM
Review and update Delivery Program and Operational Plan annually
L5.1
IPRM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
In accordance with obligations as outlined in the Local Government Act 1993 and the timetable supplied in the Community Strategic Plan, report on: 1. Performance in implementing activities and projects outlined in the Delivery Program and Operational Plan 2. Outcomes and progress in achieving the goals of the Community Strategic Plan.
L5.1
IPRM
Hold a minimum of two (2) meetings outside Moree each year, at villages of the Shire (which may include at Ashley, Boggabilla, Boomi, Bullarah, Garah, Gurley, Mallawa Mungindi, or Pallamallawa) with a view to such meetings being held at different villages in successive years
L3.1
IPRM
Report to Council on outcomes and performance in relation to the Delivery Program and Operational Plan every six (6) months (for periods July to December and January to June)
L3.2
IPRM
Publish an Annual Report in respect of each financial year in accordance with statutory timeframes
L2.2
IPRM
Report back to the community on outcomes and performance in relation to the Delivery Program and Operational Plan
L3.2
IPRM
Integrated Planning
Integrated Reporting
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Indicators •
• •
80% approval rating for community survey results of Community Strategic Plan vision, themes, outcomes and strategies 100% compliance with legislation Integrated Planning and Reporting
related
•
to •
Publish the Annual Report by 30 November each year
•
Program Budget The budget for Administration covers all administration functions, including this Program Area. Please refer to the Administration Budget contained in the Administration – Asset Management Program Area. ��� ������ ���������
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
= Activity or Task
Bold = Priority
29 of 267
P = Budgeted Project
Program
Administration – Corporate Support
Group Manager
General Manager – Lester Rodgers (GM) Director of Corporate Services – Mitchell Johnson (DCS)Integrated Planning & Reporting Manager – Elizabeth Carter (IPRM)
Presentation - David Burns Links to Community Strategic Plan Community Priority/Core Service
Outcome
Council’s Strategic Responses
Core service
Outcome S1. Our community is a safe place
S1.1 Take advantage of opportunities to increase safety in public places and on public roads
4. Financial Management
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.2 Foster a culture of continuous improvement across our organisation
10. Flood protection and preparedness
Outcome L6. We demonstrate leadership in the face of natural disaster
L6.1 Plan effectively for ‘worst case’ scenarios
Activities and Priorities Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.2
DCS
L5.2
ISM
L5.2
ISM
L5.1
ISM
L5.1
NA/IT-AO
Maintain our information security systems
L5.1
ISM
Implement recommendations of the Disaster Recovery Planning Audit
L6.1
ISM
Revise and update Information Technology policies
L5.1
ISM
S1.1
NA
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
RecC
L5.1
RecC
L5.2
RecC
L5.2
RecC
L5.1
RecC
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
GM/EAEXEC/IPRM
Information Technology Provide technology and support to improve the organisation’s effectiveness and efficiency Investigate and incorporate, where appropriate, new technology – including green technology Work with Planning and Development to enable electronic lodgement of development applications subject to customer requirements Manage our telephone and electronic data accounts to achieve best value for our money Maintain the currency of our software applications and networks
Maintain compliant Closed network operations in Moree
Circuit
Television
(CCTV)
Records Management Manage Council’s records and documents to support the organisation’s effectiveness and comply with legislation Update the Privacy Management Plan and Records Management Plan Work through the ‘Continuous Improvement Pathway: Statewide Mutual Information Management Workbook’ to ensure the organisation is achieving best practice in records management Continue to train staff in the effective use of the TRIM electronic document management system Comply with the provisions of the State Records Act 1998
Administrative Support Services Provide high quality administrative support to Councillors, the General Manager, Directors and other staff as required to ensure cost effective and efficient operation of the organisation and a consistent representation of Council’s brand
L5.1
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Manage Council’s Meeting and Business Paper processes
L5.1
EA-EXEC
Indicators • • •
More than 90% of program activities are completed each year 100% compliance with Council’s Customer Service Charter Greater than 90% of documents provided to external customers assessed as being of high quality (correct grammar, punctuation, spelling, clarity of message, adherence to organisational templates and style manual) – spot check audits by Integrated Planning & Reporting Manager/Communications Officer
Program Budget The budget for Administration covers all administration functions, including this Program Area. Please refer to the Administration Budget contained in the Administration – Asset Management Program Area. ���
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
= Activity or Task
Bold = Priority
31 of 267
P = Budgeted Project
Program
Administration – Finance
Director
Director of Corporate Services – Mitchell Johnson (DCS)
Presentation - David Burns Links to Community Strategic Plan Community Priority/Core Service
Outcome
Council’s Strategic Responses
4. Financial Management
Outcome L2. We demonstrate accountability, transparency and ethical conduct
L2.1 Base our decisions on research, evidence and our responsibility to anticipate harm before it occurs L2.3 Behave ethically in all our dealings
Outcome L3. We are engaged and well informed
L3.1 Target engagement activities to encourage stakeholder participation
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.4 Maintain assets for their current purpose and for future generations
Outcome Ec2. Our Shire has the infrastructure we need to support our economy
Ec2.2 Seek financial assistance to redress the current infrastructure backlog and provide funding for key regional projects
5. Long-term planning for the Shire
Activities and Priorities Financial Planning and Reporting
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
The provision of key financial information and advice to Council’s decision makers to assist in maintaining Council’s financial sustainability, including but not limited to: 1.
Monthly budget reports to Council staff
L2.1
BCA
2.
Quarterly budget reports to Council
L2.1
BCA
3.
Monthly cash and investment reports to Council
L2.1
BCA
4.
Other reports as requested by staff and/or Council
L2.1
BCA
Ensure that all of Council’s financial statutory reporting requirements are satisfied, including but not limited to: 1. Annual Financial Statements
L5.1
FM
2.
Annual budget for inclusion in the Operational Plan
L5.1
FM
3.
Four year budget for inclusion in the Delivery Program
L5.1
FM
4.
Ten year budget for inclusion in the Long Term Financial Plan All Office of Local Government statutory returns i.e. Statement of Compliance and Financial Data Return
L5.1
FM
L5.1
FM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Ec2.2
FM
L2.3
FM
L5.1
RA
L5.1
RA
L5.3
DCS/RA
L3.1
GM/DCS/ IPRM
5.
Financial Services Pursue and respond to grant funding opportunities In accordance with Council’s Investment Policy, maximise returns on investments whilst at the same time ensuring protection of capital Ensure all Rates, Charges and other debtors are levied within required timeframes and according to all applicable statutory requirements In conjunction with external collection agencies, pursue all overdue debts owed to Council through legal debt recovery processes Investigate the potential for Council to apply for a Special Rate Variation (SRV) commencing in the 2016/2017 rating year as a means of obtaining additional funding to enable the delivery by Council of services and infrastructure that are significant to the community (in particular, in respect of the unsealed roads network within the Shire) but that Council is unable to fund within its existing revenue structure Undertake an engagement process with the community to gauge the community’s support for a SRV commencing in the 2016/2017 rating year for the purpose of raising
Delivery Program 2014-2017 and Operational Plan 2015-2016
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additional revenue to be utilised in respect of the unsealed roads network within the Shire Manage Council’s stores operations to optimise both financial and workforce outcomes Construction of new machinery shed at the Moree Depot
L5.4
FM
L5.4
SS
P
L5.4
SS
P
L5.4
SS
L5.4
P
P
P
P
P
P
FM
P
P
L5.4
FM
P
Outcome
Responsible Officer
Oversee and manage Council’s purchasing and local supplier policies, procedures and processes
L2.3
FM
Review options for the centralisation of Council’s purchasing
L5.1
FM
Investigate the increased use of purchasing cards to improve efficiencies and reduce costs
L5.1
FM
Ensure all Council creditors are processed and paid within agreed terms
L5.1
Asset upgrades at Council depots in Moree, Boggabilla and Mungindi Replacement of chain fence at Moree Depot with security fencing along James Street, Maude Street and Tycannah Street Carry out structural repairs to Council’s workshop Rehabilitate the vehicle movement and car parking areas of the Moree Depot
Financial Services
AO
2013-2014
2014-2015
2015-2016
2016-2017
�
Indicators •
That Council satisfies each of the Fit for the Future Criteria and Measures (“Performance Benchmarks”) within the timeframe specified by the NSW State Government or, where such a Performance Benchmark is not met, that Council is able to demonstrate improvement or a plan towards improvement in such a Performance Benchmark with a view to satisfying all Performance Benchmarks (in accordance with the NSW State Government’s Methodology for Assessment of Council Fit for the Future Proposals which may include “meeting” or “improving by 2019/2020” the Council’s performance in a particular Performance Benchmark) within the timeframes so specified �������� �
Program Budget The budget for Administration covers all administration functions, including this Program Area. Please refer to the Administration Budget contained in the Administration – Asset Management Program Area. ���
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
= Activity or Task
Bold = Priority
33 of 267
P = Budgeted Project
Program
Administration – Governance
Manager
General Manager – Lester Rodgers (GM)
Presentation – David Burns Links to Community Strategic Plan Community Priority/Core service
Outcome
Council’s Strategic Responses
Outcome L2. We demonstrate accountability, transparency and ethical conduct
L2.1 Base our decisions on research, evidence and our responsibility to anticipate harm before it occurs L2.2 Provide easy access to our information L2.3 Behave ethically in all our dealings
Outcome L4. We collaborate to achieve outcomes
L4.1 Identify and take advantage of opportunities to work together L4.2 Develop and maintain relationships and partnerships for the greater benefit of the community
4. Financial management
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly
8. Advocacy on behalf of the community
Outcome L1. Our leaders speak out for the good of our community
L1.1 Advocate on behalf of the community to ensure the sustainability of our region
2. Provision community
of
information
to
the
Activities and Priorities Outcome
Responsibl e Officer
2013-2014
2014-2015
2015-2016
2016-2017
Further pursue the sustainability of the region through: 1. The Australian Rural Road Group (of which Council is a founding member) 2. Pursuing ongoing funding for the Roads to Recovery Program 3. Monitoring the impact of the Murray Darling Basin Plan
L1.1
GM
Facilitate the second Inland Rail Symposium to focus the federal and state governments on the benefits associated with an inland rail from Melbourne to Brisbane, passing through Moree
L4.2
GM
L4.2
EPM
L1.1
GM
L1.1
GM
GM
Advocacy (Area Representation)
Promote the Melbourne to Brisbane Inland Rail (‘Inland Rail’) by active: 1. Liaising with the Australian Rail Track Corporation, State and Federal agencies for implementation of the Inland Rail 2. Involvement in the Melbourne to Brisbane Inland Rail Alliance 3. Participation in community awareness and engagement 4. Assistance with industry to improve the logistical supply system Remain active in the State Government’s Destination 2036 Program Actively participate as a member of the pilot Namoi Joint Organisation On behalf of the pilot Namoi Joint Organisation, continue to sponsor the Regional Freight Study
L4.2
Protect our community from the adverse impacts of mining Be a leader on behalf of the community on State Environmental Planning Policy and State Significant Developments Act to protect the community from the negative impacts of Federal and State Government policies
L1.1
GM DP&D
L1.1
GM
Respond to key government policies within specified consultation timeframes
L1.1
GM
Comply with Local Government reforms promoted by the NSW government
L4.2
GM
Outcome
Responsibl e Officer
2013-2014
2014-2015
2015-2016
2016-2017
L2.1
GM
L2.1
GM
Councillors Inform the Councillors on changes to key legislation Prepare updates and regularly brief the Council on changes in relevant federal and state government policies that impact upon the region
L1.1
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Support Councillors in meeting their statutory obligations and roles as community representatives
L2.1
GM
Outcome
Responsibl e Officer
2013-2014
2014-2015
2015-2016
2016-2017
L2.3
GM
L2.3
GM
L2.1
GM
L2.2
GM
L4.1
EA-EXEC
Outcome
Responsibl e Officer
2013-2014
2014-2015
2015-2016
2016-2017
Ensure Local Government Elections and By-elections (if required) are conducted in accordance with the provisions of the Local Government Act 1993
L2.3
CSM
Ensure the Mayoral election is conducted in accordance with the provisions of the Local Government Act 1993
L2.3
GM
Outcome
Responsibl e Officer
2013-2014
2014-2015
2015-2016
2016-2017
L2.3
GM
L2.2
IPRM
Outcome
Responsibl e Officer
2013-2014
2014-2015
2015-2016
2016-2017
L4.1
GM
L4.2
GM
L4.2
GM
L4.2
GM/ Mayor
L4.2 L4.2
GM GM
L4.2
GM
Outcome
Responsibl e Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
GM
L5.1
GM
L5.1
EA-EXEC
L5.1
EA-EXEC
L5.1
GM
Council and Committee Meetings Council meetings are held in accordance with the requirements of the Local Government Act 1993 Ensure that Council meets contemporary governance standards based on practice notes and model codes Provide Councillors with timely information and reports to allow them to consider all necessary information prior to meetings Enhance transparency and accountability by ensuring public access to all documentation provided to Councillors for Council meetings (save for information excluded by legislation) and minutes of meetings Administer the process for public donations by Council
Elections
Legislative Compliance Comply with all statutory obligations Access to information is provided as per the Government Information Public Access Act 2010
Local Authority Association Membership Build on our partnerships and alliances to achieve shared aspirations for the region’s future, including sharing of resources and assets to improve service provision Actively participate in Border Regional Organisation of Councils (BROC) Pursue options for BROC to have a more active role in the provision of regional services Actively participate in Country Mayors’ Association Actively participate in Local Government NSW activities Continue membership in the ARRG Councillors are actively engaged in representing the Shire
Policies and Procedures Policies and procedures are developed in consultation with, and are accessible to, relevant stakeholders
�
Maintain the currency, legislative compliance and clarity of Policy and Procedures Manual Manage a register of organisational policies, procedures and delegations within the TRIM Records Management System Undertake a review of all policies and procedures to ensure these have been reviewed in accordance with their respective review periods Operational policies are developed in consultation with employees, opportunities are provided for consultation and finalised policies are available on the intranet
Indicators • •
•
Key government policies are responded to within specified consultation timeframes All recorded breaches to the Code of Conduct are investigated and finalised in accordance with the Procedures for the Administration of the Model Code of Conduct. More than 90% of program activities are completed each year
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��� � �
Program Budget The budget for Administration covers all administration functions, including this Program Area. Please refer to the Administration Budget contained in the Administration – Asset Management Program Area. ���
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
= Activity or Task
Bold = Priority
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P = Budgeted Project
Program
Administration – Human Resources
Manager
Human Resources Manager – Debby Baxter-Tomkins (HRM)
Presentation – Links to Community Strategic Plan Community Priority/Core Service
Community Outcomes
Council’s Strategic Responses
4. Financial Management
Outcome L5. We manage our finances, services and assets effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.2 Foster a culture of continuous improvement across our organisation
5. Long-term planning for the Shire
Outcome S2. Our community is inclusive, connected and collaborative
S2.1 Build and support connections and relationships in the community S2.2 Adhere to social justice principles – equity, rights, access and participation – in everything we do
Outcome Ec4. We have the skills and knowledge required to undertake the work available
Ec4.1 Increase and broaden access to a range of education pathways Ec4.2 Increase skills and knowledge in sectors of local skills shortage Ec4.3 Increase Higher School Certificate completion rates
Outcome L2. We demonstrate accountability, transparency and ethical conduct
L2.1 Base our decisions on research, evidence and our responsibility to anticipate harm before it occurs L2.3 Behave ethically in all our dealings
Outcome L4. We collaborate to achieve outcomes
L4.1 Identify and take advantage of opportunities to work together L4.2 Develop and maintain relationships and partnerships for the greater benefit of the community
9. Supporting local jobs and business
Activities and Priorities Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
HRM
L5.2
HRM
L5.1
HRM
L4.1
HRM
Participate in regional skill shortage projects when available to develop cross industry and regional solutions
L4.2
HRM
Complete annual market salary reviews, remuneration surveys and LG census materials to provide effective data to inform Council decision making
L5.1
HRM
Co-ordinate the annual review of Council’s manpower budget
L5.1
HRM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Provide efficient recruitment services using on-line recruitment programs
L5.1
HROR
Promote Council as an “employer of choice” by attending two (2) local career expos per year as available and by promoting Council through advertising at a regional level
L4.2
HRM
Workforce Planning and Benchmarking Develop and implement a workforce plan and report quarterly on its implementation to MANEX Biannually update Equal Employment Opportunity Management Plan to reflect key targets for inclusive work practices established by legislation and Council Report every six (6) months report to ICAC in relation to Public Interest Disclosures Participate in annual HR Benchmarking Process for NSW Councils
Recruitment
Attract, engage, develop and retain the best and highly skilled staff to strengthen workforce capability
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Provide bi-monthly information sessions in the community to assist a diverse range of job seekers and provide an annual session to Job Networks
L4.1
Develop youth career pathways by: 1. Promoting the use of school based traineeships and apprenticeships across Council 2. Encouraging student and work experience placements
Ec4.1
Encourage and support Aboriginal people to achieve employment with Council
HROR
HRM
Ec4.1
AEO
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
PAYO
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
HRM
L5.1
HRM
L5.1
HRM/ RTW
Manage employee entry and exit from the organisation through bi-monthly induction, exit interviews and six monthly reports on employee exits
L5.1
HRM/ HROR
Implement Employee Satisfaction Survey
L5.2
HRM
Facilitate annual employee recognition program
L5.2
HRM
Lead employee consultative groups (JCC and WHS Committees)
L4.1
HRM
Work with information services department to investigate the provision of greater access to our electronic systems by outdoor and remote employees
L4.1
HRM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
GM/ HRM
L2.3
GM/ HRM
L5.2
HRM
L5.2
GM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
HROT
L5.1
HROT
Payroll Provide accurate payroll processing weekly
Employee Relations Implement best practice Human Resources policies and strategies Respond to contemporary and emerging workforce and workplace issues through strategy formulation, policy development (including a workplace Code of Conduct in relation to bullying and workplace harassment) and policy updating Ensure the organisation satisfies all statutory requirements for employee-related matters including: 1. under the Award (as amended from time to time) 2. in the areas of EEO, WHS and injury management and workers’ compensation 3. under the Carers (Recognition) Act 4. the Working with Children requirements 5. gender equity reporting
Performance Management Implement annual performance review process working with MANEX to improve measures utilised Continue strategic management of the workforce to ensure efficient work practices, improved succession planning, fatigue and management of overtime and accrued leave entitlements Investigate development of comprehensive program to strengthen employee management skills Complete six monthly performance reviews with GM and Directors
Training and Development Provide learning and development opportunities to employees through annual training plans and, where possible, include community, business and LG partners in training initiatives and utilise on-line and flexible learning options which provide for efficient use of time and resources Apply annual competency assessments in accordance with the Award Provide annual opportunities for leadership development
P
L5.2
HRM
To the extent permitted by funding, participate in NSW Training Awards and other relevant opportunities for employee and organisational recognition
L5.2
HROT/ AEO
To the extent permitted by funding, participate in the Aboriginal Community Awards, including reconciliation Awards promoting the achievements of our Aboriginal Employees
S2.2
AEO
Maximise utilisation of funded training opportunities (including in
L4.2
HRM/
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relation to specific target groups) and work with other agencies to provide information to businesses in relation to their ability to access similar programs
AEO
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Lead WHS Committee to complete annual audit of all work sites
L5.1
RTW
Implement two (2) health and wellbeing programs annually, focussing on mental health/depression, diabetes/ weight management/fitness, flu/ infection control, smoking
L4.1
RTW
L5.1
RTW
L2.1
RTW
L5.1
RTW
L5.1
HRM
Work Health and Safety/Injury Management Provide a safe work environment
Provide to MANEX: 1. Quarterly report in relation to legislative changes, accident and incident analysis and provide advice to achieve ongoing improvement 2. Annual Action Plan from WHS System Audit Analyse manual handling injuries and recommend to MANEX proactive strategies to reduce incidents Implement changes to WHS legislation in relation to bi-annual hearing assessments for employees working in noisy environments Review DAMP in line with organisational data and legislative changes
Indicators 5% reduction in manual handling injuries over three (3) years 90% of all work sites are audited for WHS each year 95% of advertised positions, interviews are conducted within two (2) weeks of advertisements closing and the recruitment decision is communicated within four (4) weeks of advertisements • At least four (4) School Based Trainees or Apprentices are employed by Council at any time • Aboriginal employment with Council increases by 1% per annum • All permanent employees (who are eligible) are offered funded training opportunities at CIII Level or higher • 95% of relevant staff complete induction and probationary reviews within three (3) months of commencement of employment • Not more than 20% of positions remain unfilled following the completion of the recruitment process • 95% of eligible employees complete training plans, performance reviews and/or competency assessments • 1% decrease in voluntary staff turnover rate by the end of the 2014 financial year ��� � � • • •
Program Budget The budget for Administration covers all administration functions, including this Program Area. Please refer to the Administration Budget contained in the Administration – Asset Management Program Area. ��� ���������
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= Ongoing Activity
= Activity or Task
Bold = Priority
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P = Budgeted Project
Program
Administration – Major Projects
Manager Executive Projects Manager – John Carleton (EPM) Presentation - David Burns Links to Community Strategic Plan Community Priority/Core Service
Outcome
Council’s Strategic Responses
the
Outcome Ec1. Our Shire is a place that attracts and retains people to work, live and visit
Ec1.3 Broaden the range of business and industry sectors
12. Community input into Council decision making
Outcome L2. We demonstrate accountability, transparency and ethical conduct
L2.1 Base our decisions on research, evidence and our responsibility to anticipate harm before it occurs
Outcome L3. We are engaged and well informed
L3.2 Use a broad range of communication strategies and tools to inform community members and other stakeholders
2. Provision community
of
information
to
Activities and Priorities Executive Project Management Manage and deliver a range of major infrastructure projects that have been identified as significant by the community Project management/ implementation of a proposed project (as required) Develop clear performance measures for each project Provide regular project status updates to the community Develop a program of open community forums in conjunction with major projects Audit and evaluate projects when specified performance measures are not satisfactorily met
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Ec1.3
EPM
Ec1.3
EPM
L2.1
EPM
L3.2
EPM
L3.2
EPM
L2.1
EPM
Note: The Executive Projects Manager will be responsible for co-ordinating the implementation of major projects across the organisation. As at1 July 2015, these include: 1. The Moree Gateway Project (refer to the Economic Development Program Area on page 46) 2. The development of a Discount Department Store (refer to the Economic Development Program Area on page 46). 3. The management of spent artesian water generated within the Shire, including the construction of the Water Ski Lakes at the Evergreen Precinct (refer to the Environment Program Area on page 51) 4. The South Moree Sports Facility (refer to the Recreation and Culture Program Area on page 64)
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Ec1.3
ProjDevM
L2.1
ProjDevM
Provision of designs for a proposed project in accordance with current applicable standards and community expectations
L2.1
ProjDevM
Provision of survey services and set out in relation to a proposed project
L2.1
ProjDevM
Design and Project Management Manage and deliver a range of projects (including unique works and community projects of a sensitive nature) which may include: Initial development of design concepts for a proposed project Conducting investigations in relation to the viability of a proposed project (including funding options)
�
Indicators • Refer to indicators relevant to identified projects in the Economic Development and Environment Program Areas �������� ��������� �� � �
Program Budget The budget for Administration covers all administration functions, including this Program Area. Please refer to the Administration Budget contained in the Administration – Asset Management Program Area.
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
= Activity or Task
Bold = Priority
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P = Budgeted Project
Program
Community Services and Education
Directors/Manager
Director of Planning and Development – Angus Witherby (DP&D) Director of Corporate Services – Mitchell Johnson (DCS) Human Resources Manager – Debby Baxter-Tomkins (HRM)
Links to Community Strategic Plan Community Priority/Core Service
Community Outcomes
Council’s Strategic Responses
4. Financial Management
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.2 Foster a culture of continuous improvement across our organisation
Outcome E3. Our built environment – our towns and villages – are desirable places to be
E3.3. Provide opportunities for the enjoyment of community spaces and places
Outcome Ec4. We have the skills and knowledge to undertake the work available
Ec4.1 Increase access to a range of educational pathways
Outcome S2. Our community is inclusive, connected and collaborative
S2.1. Build and support connections and relationships in the community S2.2. Adhere to social justice principles – equity, rights, access and participation – in everything we do
Outcome S4. Our health and wellbeing provide for a satisfying and productive life
S4.1. Provide access to diverse recreational and cultural opportunities S4.2. Provide our communities with a range of sustainable services, facilities and amenities
Outcome L3. We are engaged and well informed
L3.1. Target engagement activities to encourage stakeholder participation
Outcome L4. We collaborate to achieve outcomes
L4.1 Identify and take advantage of opportunities to work together L4.2 Develop and maintain relationships and partnerships for the greater benefit of the community
6. Support for volunteer programs
12. Community decision-making
input
into
Council
Activities and Priorities Outcome
Responsible Officer
S2.2
PO
S2.1
PO
S2.1
PO
S2.2
AssessmentM
Outcome
Responsible Officer
Through Gwydir Day Care and Preschool, continue to provide quality community day care and preschool services to the Shire, which are cost-neutral to Council
S4.2
Ensure Gwydir Day Care and Preschool continues to meet the requirements of the National Quality Framework Ensure staff remain current with the requirements of the National Quality Framework
Aged and Disability Services Investigate funding options to facilitate a review of the Moree central business district Disability Access Map Provide annual financial support to Moree ADAHC to celebrate International Day of People with a Disability Provide annual financial assistance to Moree Seniors’ Week Committee to host the annual Seniors’ Week activities Implement improvements to disabled access facilities within the Shire
Children’s Services
Build a preschool playroom (and associated amenities) to cater for an additional 20 children of preschool age. Extend concrete footpath on the southern end of Gwydir Daycare car park Re-seal car park and install additional footpath to continue to meet National Quality Standard 2.3.2 Upgrade the playground to continue to meet National Quality Standard 3.2.1 and 3.3.1 Evaluate and upgrade soft fall if required, to continue to meet National Quality Standard 3.1.1 Evaluate and upgrade shade structures, if required, to continue to meet National Quality Standard 3.1.1
2013-2014
2014-2015
2015-2016
2013-2014
2014-2015
2015-2016
2016-2017
CSM
L5.1
CSM
L5.2
CSM
S4.2
CSM
P
P
S4.2
CSM
P
S4.2
CSM
P
S4.2
CSM
P
S4.2
CSM
S4.2
CSM
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P P
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2016-2017
Extend existing car park to cater for additional families attending the Centre
S4.2
CSM
P
Review Centre security and upgrade CCTV and lighting
S4.2
CSM
P
S4.2
PO
Outcome
Responsible Officer
S2.1
Investigate opportunities to assist in establishing an externally operated and funded out of school hours facility
2013-2014
2014-2015
2015-2016
2016-2017
PO
S2.1
PO
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L3.1
PO
L4.2
PO
L4.2
PO
S4.1
PO
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S2.1
PO
S2.1
PO
S2.1
PO
S2.1
HRM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S2.1
PO
L4.2
PO
L4.2
PO
L4.2
GM
L4.1
AEO
L4.1
HRM/ AEO
L4.1
AEO
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Offer a scholarship to Australian Academy of Country Music to a finalist of the Moree Superstar as part youth development initiatives
S4.1
PO
Recruit suitable candidates into Council Scholarships in skill shortage areas and review and update scholarship arrangements with partnering universities
Ec4.2
HRM
S4.1
PO
S2.1
HRM
Family Services Work in partnership with the Moree Family Support to assist with the domestic violence programs for Moree Provide annual financial assistance to Volunteer Group to organise the Volunteer of the Year Awards presentation
Youth Services Facilitate the Moree Youth Council meetings and youth activities Work in collaboration with Moree PCYC in developing and implementing youth activities for Moree, Boggabilla, Toomelah and Mungindi Attend Youth Interagency monthly meetings Facilitate the annual and regional youth activities such as Moree Superstar, Youth Week, Youth Forum
Migrant Services and Other New Community Members Facilitate the Moree Multicultural Advisory Committee meetings and manage multicultural activities Host, in collaboration with the GP Synergy New England North West, a ‘Welcome to Moree’ morning/afternoon tea to newly arrived professionals and other community members Work in partnership with Community Relations Commission (CRC) to identify multicultural issues of local concern Support employees, community members and local businesses by partnering with RDA to provide immigration information and support sessions at the community library on a regular basis
Aboriginal Services Provide annual financial support to NAIDOC Working Groups to put towards NAIDOC Week activities for Moree, Boggabilla and Mungindi Attend and support the Police Aboriginal Consultative Committee Moree Attend Community Links monthly meetings Support NSW Government efforts to improve education and employment opportunities for Aboriginal residents and implement Northern Regional Partnership Agreements Participate in monthly interagency meetings to link Council with external agencies working within the community Continue to support the development of interagency services which utilise the skills of Council employees including Aboriginal mentoring, translation services by CALD employees and volunteering Complete community consultation and interagency work in relation to the development of programs which provide for skill development and employment of Aboriginal people and operate as the main link between Council, funding bodies and agencies implementing these programs
Education
Provide annual financial assistance to Arts North West for the development of arts and culture regionally Work with regional universities to provide improved access to tertiary education and support to employees, community members and
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local business Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Australia Day
S4.1
PO
ANZAC Day commemorations
S4.1
PO
Main Street Christmas Carnival – December
E3.3
PO
E3.3
PO
Other Community Services Provide annual events to the communities including:
Support and grow monthly Jellicoe markets �
Indicators • • •
Gwydir Day Care and Preschool fees/revenue cover capital and operating expenditure of the service Maintain an accreditation level of ‘working towards’ or better on Council’s assessment rating More than 90% of program activities are completed each year
��������
��������� ���������
2013-2014
Program Budget
= Ongoing Activity
2014-2015
2015-2016
2016-2017
Revenue
1,023,545
1,299,076
1,460,722
1,527,316
Operating Expenditure
1,700,569
1,887,644
1,926,107
2,054,954
Net result
-677,025
-588,568
-465,385
-527,638
Capital expenditure
406,000
520,000
60,000
120,000
= Activity or Task
Bold = Priority
Delivery Program 2014-2017 and Operational Plan 2015-2016
P = Budgeted Project
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Program
Construction
Directors
Director of Engineering Services – Ian Dinham (DES) Director of Planning and Development – Angus Witherby (DP&D)
Presentation - David Burns Links to Community Strategic Plan Community Priority/Core Service
Community Outcomes
Council’s Strategic Responses
4. Financial Management
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.3. Implement good practice in planning for future infrastructure needs
5. Long-term planning for the Shire
Outcome E.3 Our built environment – our towns and villages – are desirable places to be
E3.2 Improve the appearance of our town and villages
Activities and Priorities Building Control
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM
E3.2
AssessmentM
E3.2
AssessmentM
E3.2
AssessmentM
P
P
E3.2
AssessmentM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
OM
OM
Provide building certification services to A1 accreditation level by: Issuing construction certificates on all classes of buildings Issuing complying development certificates on all classes of buildings Acting as principal certifying authority on all classes of buildings Provide regulatory enforcement services, where necessary, by: Taking enforcement action in relation to unauthorised building work Taking enforcement action in relation to dilapidated buildings Demolition of fire damaged and other derelict buildings and structures Taking enforcement action in relation to circumstances specified under s121B of the Environmental Planning and Assessment Act 1979
Quarries and Pits Maintenance of Shire Quarries and Pits Undertake investigations into potential supply sources for further gravel �
L5.3
Indicators •
• •
In relation to building certification services to A1 accreditation level: o At least 85% of construction certificates on all classes of buildings are determined within 10 business days o At least 85% of complying development certificates on all classes of buildings are determined within 10 business days Legislative obligations as principal certifying authority complied with 100% of the time In relation to regulatory enforcement services: o At least 85% of complaints in relation to unauthorised building work or dilapidated buildings are investigated within 10 business days and enforcement action taken (where appropriate) o At least 85% of complaints in relation to circumstances specified under s121B of the Environmental Planning and Assessment Act 1979 are investigated within 10 business days and enforcement action taken (where appropriate)
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� ������� ��������� ��������� 2013-2014
Program Budget Revenue
2014-2015 0
0
2016-2017 0
0
Operating Expenditure
158,678
169,736
175,215
181,962
Net result
-158,678
-169,736
-175,215
-181,962
Capital expenditure
0
0
0
0
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
2015-2016
= Activity or Task
Bold = Priority
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P = Budgeted Project
Program
Economic Development
Director/Manager
Director of Planning and Development – Angus Witherby (DP&D) Executive Projects Manager – John Carleton (EPM)
Presentation - David Burns Links to Community Strategic Plan Community Priority/Core service
Community Outcomes
Council’s Strategic Responses
4. Financial Management
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly
Outcome E2. We live sustainably and use our resources responsibly
E2.4 Minimise our contribution and exposure to the changing climate
Outcome S4. Our health and wellbeing provide for a satisfying and productive life
S4.1 Provide access to diverse recreational and cultural opportunities
Outcome Ec1. Our Shire is a place that attracts and retains new businesses and residents
Ec1.1 Promote Moree Plains Shire as a business location Ec1.2 Broaden the range of business and industry sectors Ec1.3 Pursue new ideas and approaches for business and infrastructure investment
Outcome Ec2. Our Shire has the infrastructure we need to support our economy
Ec2.2 Seek financial assistance to redress the current infrastructure backlog and provide funding for key regional infrastructure projects
Outcome L1. Our leaders speak out for the good of the community
L1.1 Advocate on behalf of the community to ensure the longterm sustainability of our region
Outcome L2. We demonstrate accountability, transparency and ethical conduct
L2.1 Base our decisions on research, evidence and our responsibility to anticipate harm before it occurs
Outcome collaborate outcomes
L4. We to achieve
L4.2 Develop and maintain partnerships for the greater benefit of the community
Outcome Ec3. Our Shire supports existing businesses
Ec3.1 Provide the framework for business growth Ec3.2 Reflect industry best practice and community expectations in the development and review of our Local Environment and Development Control Plans Ec3.3 Promote tourism to the region
5. Long-term planning for the Shire 9. Supporting local jobs and businesses
8. Advocacy on behalf of the community
9. Supporting local jobs and businesses
Activities and Priorities Economic Development Implement appropriate economic development strategies for the Shire In consultation with the local business community, develop, resource and implement the Moree Plains Economic Development Strategy with a focus on business retention, industry attraction and diversification Develop programs to strengthen and sustain existing businesses Provide high quality and business-focussed customer service to existing businesses to support their retention, growth and expansion Promote local businesses and services to the community Assist local businesses to re-activate the Moree Chamber of Commerce Engage with the Moree Chamber of Commerce by participating in meetings and other Chamber initiatives
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Ec1.1
EDO
Ec3.1
EDO
P
P
P
P
Ec3.1
EDO
Ec3.1
EDO
Ec3.1
EDO
L4.2
EDO
L4.2
EDO
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Cooperate and identify partnership opportunities with the Moree Chamber of Commerce to promote and foster economic development within the Shire
L4.2
EDO
Facilitate partnership program between Moree Chamber of Commerce and NSW Trade and Investment to deliver business development seminars
L4.2
EDO
P
Ec3.1
EDO
Encourage new investment and diversification of existing industry in the Shire
Ec1.2
EDO
Provide high quality and business-focussed customer service to potential new businesses to facilitate their establishment in the Shire
Ec1.3
Provide a single point of ‘face to face’ contact for potential new businesses seeking to establish in the Shire
Ec1.1
Explore economic opportunities in new and expanding markets (such as the China market) for the residents and businesses of Moree
Ec1.1
Develop an online and limited print business directory
Develop a Conceptual Business Case to continue work with delegations to and from China. Undertake activities to promote investment in the Moree Plains Shire including through print, digital media, advertising and face-to-face promotion Secure funding for new infrastructure or upgrades to existing infrastructure that supports commercial activities Work with the NBN Co. (or alternative) to ensure the best available provision of high speed internet services throughout the Shire Anticipate any potential adverse impacts associated with mining exploration and development within the Shire and develop policies, management plans and strategies to minimise the effect of impacts on the community and Council’s ability to provide sustainable services, facilities and amenities Participation in the pilot Namoi Joint Organisation’s Future Factors Program Funding to support the implementation of the actions identified within the Economic Development Strategy
Real Estate/Industrial/Commercial Development and Promotion Economic development input into the LEP review process Development of a Discount Department Store Undertake Taylor Oval development market study
P
P
EDO
EDO
P
P
P
EDO/EO-TM
Ec1.1
DP&D/EDO
Ec1.1
EDO
Ec2.2
EDO
L4.2
EDO
P
P
P
P
L2.1
EPM
L4.2
EDO
Ec2.2
EDO
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Ec3.2
EDO
EPM/ EDO
Ec1.2 Ec3.1
EDO
P
Ec3.1
EDO
P
Encourage and promote the availability of suitably serviced land to attract developers to the Shire in preference to other localities
Ec1.1
EDO/ DP&D
Investigate the acquisition of appropriate parcels of Crown land that may be of value for development (subject to budget constraints)
Ec3.1
EDO/ CSM
Ec3.1
GM/EDO
Ec1.1
EPM
P
P
P
P
Ec1.1
EPM/ EDO
P
Review Taylor Park Concept Design
Continue with purchase of Taylor Oval Implement the Moree Gateway Project Promote the Moree Gateway Project within the wider region and across NSW and Australia, focussing on its location on the Newell Highway, its integration with the Airport and provision of large commercial footprints Prepare the “Old Met Station” site for future development and investigate development options
Ec1.3
EDO
P
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Support expansion of industrial lands
Ec2.2
Support the development of the green industry sector with a focus on solar energy
E2.4
Town Hall Precinct Redevelopment Plan: • Addressing statutory and facility upgrades • Providing for long term building maintenance • Improving user experience and utilisation • Establishment of a Moree community cinema (establish partnerships to work towards achieving a cost effective cinema for the community) • Central multipurpose entertainment and conference facility Provide for the development of the future strategic direction of the Moree Showground and related lands
Land Use Planning
EDO/EPM
Ec1.3
EDO
P
L4.2
EDO
Outcome
Responsible Officer
Provide accurate and timely pre-lodgement advice to developers Issuing development consent for improvement of existing commercial/industrial buildings Issuing development consent for new commercial/industrial buildings Issuing development consent for subdivision commercial/industrial/rural land Comply with obligations as consent authority
of
Strategic Land Use Planning Provide high quality strategic land use planning services Provide accurate and timely pre-lodgement advice on strategic land use planning matters Local Environment Plans or equivalent consistently reflect industry best practice and community expectations Development Control Plans or equivalent consistently reflect industry best practice and community expectations Participate in and promote local issues in review of strategic land use planning legislation Produce and appropriate
review
local
planning
policies
where
Comply with statutory strategic land use planning legislation Preparation of Strategic Transport Plan Implementation of South West Moree Master Plan Development of Social Plan to support the delivery of the South West Moree Master Plan, subject to funding
Marketing and Promotion/Tourism activities Investigate opportunities for the development of further entertainment and recreation facilities within the Shire Promote Moree Plains Shire to metropolitan and regional cities as an attractive place to visit and invest Continue to develop and capitalise on the Shire’s Hot Artesian Water Capital status Provide funding for the operation of the Moree Visitors’ Information centre Liaise with Tourism Moree to ensure Shire activities are regularly updated on the Internet and distributed to the
P
P
P
P
P
P
2013-2014
2014-2015
2015-2016
2016-2017
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
AssessmentM
L5.1
AssessmentM
Ec3.2
AssessmentM
Ec3.2
AssessmentM
L1.1
AssessmentM
Ec3.2
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM/ EDO/ESM
P
L5.1
AssessmentM/ EDO
P
L5.1
PO
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S4.1
EDO
Ec3.3
EDO/EO-TM
Ec3.3
EDO/EPM
Ec3.3
CSM
Ec3.3
CSM
Provide high quality development assessment services Issuing s149 planning certificates
EDO
Delivery Program 2014-2017 and Operational Plan 2015-2016
P
48 of 267
community and their members through group emails Support the development of an Orthodox Church in the Shire that would serve as a unique drawcard for visitors to the Shire Update the Moree Shire Facts and Figures promotional material In partnership with the community, develop promotional web videos
S4.1
EDO
Ec3.3
EDO
Ec3.3
EDO/ EO-TM
Ec3.3
CSM
Ec3.3
CSM
P
P
Ec3.3
CSM
P
P
Ec3.3
CSM
P
P
Ec3.3
CSM
P
P
Ec3.3
CSM
P
Ec3.3
CSM
P
Ec3.3
CSM
P
P
Tourism Moree Projects: Image Gallery Special Promotions Regional Advertising Tourism NSW/RTO Campaign Marketing collateral Digital Media Marketing Moree Plains Shire Destination (Marketing) Plan Tourism Moree Business Plan
P
Indicators • • • • • • • • •
•
Respond to at least 90% of economic development customer service requests within 10 business days of meeting or written request Attend (in person or by alternate) Chamber of Commerce meetings Completion of development of the Moree Gateway Project Financial and operational independence of the MAAC Growth of land availability Updated ‘Facts and Figures’ every two (2) years and completion of web videos Shire population growth (annual) Value and number of development assessments (annual) In relation to the provision of high quality development assessment services: o At least 85% of s149 planning certificates are issued within seven (7) days o At least 85% of pre-lodgement advice provided to developers within 10 business days of prelodgement meeting or written request o At least 85% of development consents for improvement of existing commercial/industrial buildings issued within 10 business days o At least 80% of development consents for new commercial/industrial buildings issued within 35 business days o At least 80% of development consents for subdivision of commercial/industrial/rural land issued within 28 business days o Legislative obligations as consent authority complied with 100% of the time In relation to the provision of high quality land use planning services: o At least 85% of pre-lodgement advice provided to developers within 10 business days of prelodgement meeting or written request o LEP or equivalent reviewed every two (2) years o DCP or equivalent reviewed every three (3) years o Council to make submissions in relation to all major legislative reforms to strategic land use
Delivery Program 2014-2017 and Operational Plan 2015-2016
49 of 267
•
planning which affect the local government area o Local planning policies reflect industry best practice and respond to community expectations o Legislative obligations as consent authority complied with 100% of the time Moree coverage in relevant tourism media and on tourism and travel websites 2013-2014
Program Budget
2014-2015
2016-2017
Revenue
671,608
586,304
603,292
621,389
Operating Expenditure
1,674,473
1,887,132
2,036,570
2,063,912
Net result
-1,002,865
-1,300,828
-1,433,278
-1,442,523
Capital expenditure
10,002,545
8,842,623
0
0
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
2015-2016
= Activity or Task
Bold = Priority
50 of 267
P = Budgeted Project
Program
Environment
Directors
Director of Engineering Services – Ian Dinham (DES) Director of Planning and Development – Angus Witherby (DP&D) Water and Waste Manager – David Wolfenden (WWM)
Presentation - David Burns Links to Community Strategic Plan Community Priority/Core service
Community Outcomes
Council’s Strategic Responses
2. Provision of information to the community
Outcome L3. We are engaged and well informed
L3.1 Target engagement activities to encourage stakeholder participation L3.2 Use a broad range of communication strategies and tools to inform community members and other stakeholders
Outcome L4. We collaborate to achieve outcomes
L4.2 Develop and maintain relationships and partnerships for the greater benefit of the community
4. Financial Management
Outcome L5. We manage our finances, services and assets effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.2 Foster a culture of continuous improvement across our organisation L5.3 Implement good practice in planning for future infrastructure needs L5.4 Maintain assets for their current purpose and for future generations
5. Long-term planning for the Shire
Outcome E1. The diversity of the natural environment is protected and supported
E1.1 Identify and manage threats to our native flora and fauna E1.2 Support the healthy function of our ecosystems E1.3 Protect our key resources – our agricultural land, our artesian water, our waterways – from any adverse impacts of mining and State/Federal policies
Outcome E2. We live sustainably and use our resources responsibly
E2.1 Reduce resource consumption, recycle and minimise waste E2.4 Minimise our contribution and exposure to the changing climate
Outcome E3. Our built environment – our towns and villages – are desirable places to be
E3.2 Improve the appearance of our town and villages E3.3 Provide opportunities for the enjoyment of community spaces and places
Outcome L2. We demonstrate accountability, transparency and ethical conduct
L2.1 Base our decisions on research evidence and our responsibility to anticipate harm before it occurs
Outcome L6. We demonstrate leadership in the face of natural disasters
L6.1 Plan effectively for ‘worst case’ scenarios
Outcome S4. Our health and wellbeing provide for a satisfying and productive life
S4.2 Provide our communities with a sustainable services, facilities and amenities
12. Community input into Council decision-making
10. Flood protection and preparedness
range
of
Activities and Priorities Noxious Plants Control of the spread of noxious weeds
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
E1.1
CWO
Undertake inspection of high risk infestation areas
E1.1
CWO
Undertake chemical spraying of infested areas
E1.1
CWO
Provision of advice to landholders and the public
L3.2
CWO
Liaise with other LGAs and State Government agencies to promote a coordinated approach to the control of noxious weeds
L4.2
CWO
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
E1.1
AssetM
Environmental Management Prepare a Roadside Vegetation Plan for Moree Plains Shire
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Implement actions as outlined in the Roadside Vegetation Plan, subject to obtaining sufficient grant funding Incorporate environmental management systems construction projects to meet current requirements legislation as well as community expectations
into and
Biannual review of new and current environmental legislation and other requirements pertaining to gravel pit excavation to ensure the compliance of gravel pits utilised within the Shire Ensure all active gravel pit operations comply with current management plans, including environmental considerations Prepare and publish a comprehensive State of the Environment Report in respect of each election year Analyse and publish Pollution Monitoring Data in accordance with the Protection of the Environment Operations Act 1997
E1.1
AssetM
E1.2
ProjDevM
L5.1
ProjDevM
L5.1
OM
L2.1
AssessmentM
L2.1
AssessmentM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.1
WO
E2.1
WO
L5.1
WO
E2.1
WO
E2.1
WO
S4.2
WSM
Remediate closed Yarraman Landfill to EPA standard
E2.4
WSM
P
Design and Construct a Transfer Station at Mungindi
S4.2
WO
P
Groundwater monitoring bores at Moree Waste Management Facility
E1.3
WO
Reduce waste through effective recycling, to achieve zero waste to landfill
E2.1
Solid Waste Management
Satisfy all regulatory requirements for all solid waste landfill sites Annually update the Pollution Incident Response Management Plan (PIRMP) in accordance with NSW EPA requirements Undertake quarterly monitoring and environmental reporting in relation to the Moree and Yarraman landfills, including publication of results on Council’s website Submit annual returns to NSW EPA Implement EPA Pollution Reduction Program Directive – Leachate Management Implement EPA Pollution Reduction Program Directive – Liner integrity Conduct quarterly survey to assess remaining life of current waste cell at Moree Waste Management Facility
Investigate the implementation of a “Buy Back” centre at Moree Waste Management Facility Manage the Shire’s Regional Waste Services Contract – recycling and organics processing
P
E2.4
WO
S4.2
WO
S4.2
WO
E2.1
WO
E2.1
WO
L5.1
WO
Investigate the viability of extracting energy from waste destined for landfill and take appropriate action
E2.4
WWM
Review power supply options to reduce cost of electricity
E2.4
SE
Upgrade computer and electronic surveillance system at Moree Waste Management Facility
L5.4
Note: See Housing and Communities Amenities for details in relation to domestic waste
P
P
WO
L5.1
WO
P
P
L5.2
WO
P
E2.4
WO
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
E3.2
OM
management services
Introduce organic waste collection service to village areas Conduct community education programs promoting the benefits of recycling and education on categorisation of items for landfill, organic collections and recycling Continue the provision of recycling, reuse, reprocessing and resource recovery programs to minimise waste to landfill Update the Waste Asset Management Plan to ensure services are sustainable
Upgrade the existing Leachate pumpstation infrastructure and install a telemetry system Upgrade computer weighbridge software system to improve reporting efficiencies and accountabilities Participate in DrumMUSTER Operations
Street Cleaning and Shire Beautification Maintain clean and attractive streets and public spaces (CBD, highway, town and village streets)
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Clean footpaths in CBD areas
L5.4
OM
Remove litter from CBD areas and sports fields
L5.4
OM
P
CBD Beautification upgrades where identified in Operational Plan Implement Moree Town Centre Beautification Masterplan Stage 2, subject to funding
Drainage / Stormwater Maintain and clean stormwater drainage network (including villages) Improvement and upgrades to drainage at Yarraman Improvement and upgrades to Moree Urban drainage
L5.2 L5.2
ProjDevM/ OM ProjDevM/ OM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.4
OM
L5.4
OM
P
P P
P
L5.4
Compile database of critical pits/ lines for future maintenance plan Investigate and provide solutions for drainage issues and problems in accordance with current standards and community expectations Provide designs for new drainage facilities in accordance with current standards and community expectations
L5.3
ProjDevM
L5.3
ProjDevM
L5.3
ProjDevM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L6.1
ProjDevM
P
P
P
Develop a policy for overland flows for rural areas
L6.1
ProjDevM
Floodgates (on S/W drains) project
L6.1
ProjDevM
P
P
L6.1
ProjDevM
L6.1
ProjDevM
L6.1
SSDO
L6.1
ProjDevM
P
P
Flood Plain Management Undertake flood study and 2D modelling in relation to Moree
Seek funding to continue current floodplain management recommendations Audit current levees and create operational management plans Prepare and review planning controls for development within the floodplain In relation to Mungindi, undertake design to upgrade levee bank to 1m above the 1 in 100 year flood event In relation to Mungindi undertake a levee stability study
L6.1
ProjDevM
Upgrade Mungindi Levee bank
L6.1
ProjDevM
Continue with Moree’s 2D modelling and commence actions from Plan recommendations
L6.1
ProjDevM
P
L6.1
ESM
P
L6.1
AssessmentM
P
L6.1
ProjDevM
L6.1
ProjDevM
Investigation into flood warning improvements in Moree Plains Shire Stage 1 Voluntary House Raising Scheme (to raise dwellings listed as priority in the Voluntary House Raising Study) In relation to Pallamallawa continue to work through Pallamallawa Easement Acquisition for 1 in 20 year levee bank design Easement acquisition Review levee design to resolve issues with levee footprint
Spent Artesian Water Management Implement, monitor and audit the Desmodium Plan of Management for the Evergreen Precinct to ensure the protection of this plant species and the successful operation of the Water Park and associated Council land Construction of Evergreen Precinct Water Ski Lakes Facilitate the construction of the Water Ski Lakes at the Evergreen Precinct Determine operational responsibilities stakeholders at the Water Ski Lakes
of
Council
and
Work with stakeholders to value add to the spent artesian water Work with the community, businesses and government agencies to identify alternative uses for spent artesian water
P P P P
P
P
P
P
P
P
P P
L6.1
ProjDevM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
E1.2
EPM
E3.3
EPM/ ProjDevM
P
P
E3.3
EPM/ ProjDevM
P
P
P
S4.1
EPM/CSM
E2.1
EPM
L3.1
EDO
�
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Indicators • • • • • • • • • • • •
Completion of inspection of high risk infestation areas in accordance with legislative requirements Completion of chemical spraying of infested areas in accordance with legislative requirements Provision of advice to landholders and the public through appropriate platforms Coordinated responses to emergency outbreaks of infestation are conducted Preparation of Roadside Vegetation Plan for Shire Preparation and publication of a comprehensive State of the Environment Report issued subsequent to each election year Pollution Monitoring Data is collected in accordance with the Protection of the Environment Operations Act 1997 (POEO Act) and published on Council’s website 25% decrease in the quantity of waste disposed to landfill 3% increase in the quantity of recyclables recovered Commencement of kerbside organics collection Completion of a review of planning controls for development within the floodplain every three (3) years More than 90% of program activities are completed in each year
������� ��������� ��� 2013-2014
Program Budget
������
2014-2015
2016-2017
Revenue
3,959,629
4,424,852
4,727,680
4,680,769
Operating Expenditure
4,291,384
4,709,190
4,704,083
4,590,113
Net result
-331,756
-284,337
23,596
90,656
Capital expenditure
5,275,979
8,455,000
2,307,500
150,000
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
2015-2016
= Activity or Task
Bold = Priority
54 of 267
P = Budgeted Project
Program
Housing and Community Amenities
Directors
Director of Engineering Services – Ian Dinham (DES) Director of Planning and Development – Angus Witherby (DP&D) Director of Corporate Services – Mitchell Johnson (DCS) Water and Waste Manager – David Wolfenden (WWM)
Presentation – David Burns Links to Community Strategic Plan Community Priority/Core service
Community Outcomes
Council’s Strategic Responses
4. Financial Management
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly
Outcome S3. Our local history, culture and diversity is valued and celebrated
S3.1. Honour and celebrate Aboriginal, pioneering and multicultural heritage S3.2 Foster a strong positive sense of identity, place and connection to Country
Outcome S4. Our health and wellbeing provide for a satisfying and productive life
S4.2 Provide our communities with a range of sustainable services, facilities and amenities S4.3 Support health, community and emergency services that meet community needs
Outcome E1. The diversity of the natural environment is protected and supported
E1.1 Identify and manage threats to our native flora and fauna
Outcome E2. We live sustainably and use our resources responsibly
E2.1 Reduce resource consumption, recycle and minimise waste
Outcome E3. Our built environment – our town and villages – are desirable places to be
E3.2 Improve the appearance of our town and villages E3.3 Provide opportunities for the enjoyment of community spaces and places
Outcome L4. We collaborate to achieve outcomes
L4.2 Develop and maintain relationships and partnerships for the greater benefit of the community
5. Long-term planning for the Shire
7. Waste recycling
management/minimisation/
Activities and Priorities Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Complete Housing Market Research Study to investigate demand, diversity, constraints and opportunities to expand housing availability
S4.3
EDO
Seek joint venture partner to undertake housing developments
S4.3
EDO
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L4.2
ProjDevM
L4.2
ProjDevM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
E2.1
WO
Land use planning
Outcome
Provide high quality development assessment services Provide accurate and timely pre-lodgement advice to developers Issue development consent for improvement of existing dwellings Issue development consent for new single dwellings Issue development consent for new dual occupancy and multiunit dwellings Issue development consent for subdivision of residential land Comply with obligations as consent authority
Housing
Street Lighting Liaise with Country Energy in relation to improvements with maintenance, upgrades and street lighting services Assist with queries from the community for street lighting reporting to Country Energy
Domestic Waste Management Services Manage the Shire’s Regional Waste Services Contract – kerbside collection
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Environmental Protection
Outcome
Provide environmental protection services in relation to new developments
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
AssessmentM
Regulate disposal of building waste for new developments
E3.2
AssessmentM
Regulate the control of erosion and sediment for new developments
E1.1
AssessmentM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
ESM
S3.1
ESM
S3.2
ESM
S3.2
ESM
P
S3.2
ESM
P
S3.2
ESM
P
P
Provision of a landscaped garden, including rockery for the recording of details of persons whose graves are unidentifiable
S3.2
ESM
Maintain accurate burial registers and electronic records including making photographs available to the community via Council’s website
S3.2
RA
L5.1
RA
L5.1
ESM
Public Cemeteries Manage and maintain Council-managed cemeteries Complete scheduled and special maintenance of grounds, landscaped areas and structures to ensure a high quality level of presentation throughout the lawn cemeteries, memorial gardens and maintenance in the general and village cemeteries Investigate the implementation of a long-term management plan for the Shire’s cemeteries Ongoing development of the new lawn sections, memorial and landscaped areas throughout the Moree Cemetery Memorial area renovations at the Aboriginal Section of the Moree Cemetery Investigate installation of beams and ground preparation at the Aboriginal Section at the Mungindi Cemetery
Audit of Moree Cemetery, with photographs to be gathered and available to the community via Council’s website Audit of Village Cemeteries, with photographs to be gathered and available to the community via Council’s website Replace irrigation system at Moree Cemetery
P
P
L5.1
ESM
P
Develop family cremation plots Develop crematorium wall at Mungindi Lawn Cemetery
S3.2 S3.2
ESM ESM
P
Develop eastern section of Mungindi Lawn Cemetery Improvements to Moree Lawn Cemetery
S3.2 S3.2
ESM ESM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
S4.2
BS
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S4.2
BS
P
P
P
P
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
E3.2
ProjDevM/ ESM
E3.2
ProjDevM
P
P
P
E3.2
ESM
E3.3
GM
Public Conveniences (Toilets) Investigate development of public amenities at Moree Cemetery
Other Community Amenities Upgrades to Council buildings and facilities
Open Spaces Continue development of town and village entrance ways Adopt design for Moree implementation of works
Town
Entrance
Plan
and
Manage erection of welcome signage – Village entrance signage Investigate projects for the Mehi River Corridor (including Botanical Gardens projects) �
P P P
P
P
Indicators •
In relation to development assessment services: o At least 85% of pre-lodgement advice to developers provided within 10 business days of pre-lodgement meeting or written request o At least 85% of development consents for improvement of existing dwellings issued within 10 business days
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2016-2017
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P
•
At least 85% of development consents for new single dwellings issued within 20 business days o 80% of development consents for new detached single storey dwellings issued within 10 business days o 80% of development consent for new dual occupancy and multi-unit dwellings issued within 35 days o 80% of development consent for subdivision of residential land issued within 28 days 100% compliance with legislative obligations as a consent authority Completion of Housing Market Research Study
•
Growth in housing development
•
In relation to environmental protection services: o All development applications to include a Waste Management Plan o All development consents for new developments in urban zones to include conditions regulating the control of erosion and sediment for new developments Maintenance of cemeteries conducted in accordance with Maintenance Contract All entrance signage is installed within the planned timeframes In relation to the Shire’s public cemeteries, all complaints are responded to within 10 business days In relation to naming of roads and bridges, community input is sought and considered
o
•
• • • •
2013-2014
Program Budget
2014-2015
2016-2017
Revenue
689,606
633,854
532,731
578,714
Operating Expenditure
2,407,925
3,107,999
3,109,042
3,219,912
Net result
-1,718,319
-2,474,145
-2,576,311
-2,641,198
Capital expenditure
1,970,000
1,135,000
0
0
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
2015-2016
= Activity or Task
Bold = Priority
57 of 267
P = Budgeted Project
Program
Public Health
Director/ Group Manager
Director, Planning and Development – Angus Witherby (DP&D) Water and Waste Manager – David Wolfenden (WWM)
Presentation - David Burns Links to Community Strategic Plan Community Priority / Core Service
Community Outcomes
Council’s Strategic Responses
Core Service
S4. Our health and wellbeing provide for a satisfying and productive life
S4.2. Provide our communities with a range of sustainable services, facilities and amenities
E1. The diversity of the natural environment is protected and supported
E1.2 Support the healthy function of our ecosystems
E2. We live sustainably and use our resources responsibly
E2.3 Secure sustainable water supplies
L2. We demonstrate accountability, transparency and ethical conduct
L2.1. Base our decisions on research, evidence and our responsibility to anticipate harm before it occurs
L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.2 Foster a culture of continuous improvement across our organisation
11. Swimming Pools
4. Financial Management
Activities and Priorities Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
All cooling towers inspected twice annually (between October and March)
L5.1
AssessmentM
Management of complaints in relation to cooling towers
L5.2
AssessmentM
L5.1
AssessmentM
L5.1
AssessmentM
L5.2
AssessmentM
L5.1
AssessmentM
All hairdressing premises inspected once annually
L5.1
AssessmentM
Management of complaints in relation to such premises
L5.2
AssessmentM
L5.1
AssessmentM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
All food premises inspected once annually
L5.1
AssessmentM
Management of complaints in relation to such premises
L5.2
AssessmentM
Maintenance of an accurate electronic register of premises
L5.1
AssessmentM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
E1.2
AssessmentM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
E2.3
AssessmentM
Administration and Inspection Services Cooling towers:
Maintenance premises
of
an
accurate
electronic
register
of
Skin penetration premises: All skin penetration premises inspected once annually Management of complaints in relation to such premises Maintenance premises
of
an
accurate
electronic
register
of
Hairdressers:
Maintenance premises
of
an
accurate
electronic
register
of
Food Control
Insect/ Vermin Control Management vegetation
of
complaints
in
relation
to
overgrown
Other Quality Controls Undertake water sampling Take samples of, and analyse, potable water supplies
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Maintain water supply infrastructure to relevant Department of Health and DPI (NSW Office of Water) Standards, and in accordance with sustainability
E2.3
WWM
Submit annual performance returns to NSW Office of Water
L2.1
SE
Finalise Drinking Water Quality Management Plan (DWMP)
L2.1
WSM
Update DWMP
L2.1
SE
Implement DWMP Projects (35 projects)
E2.3
SE
Develop backflow prevention program
S4.2
SE
L2.1 S4.2
Assessment M
Assessment M
On-site sewage management systems Issue approvals for the operation of OSSM systems Comply with NSW Health Regulations and Guidelines in relation to maintenance of pool water quality at Council pools
Indicators In relation to cooling towers, 100% of complaints responded to within 48 hours • In relation to skin penetration premises, 100% of complaints responded to within 48 hours • In relation to hairdressing premises, 100% of complaints responded to within 48 hours • In relation to food premises, 100% of complaints responded to within 48 hours • In relation to overgrown vegetation, 100% of complaints responded to within 48 hours • Receipt of acceptable results from NSW Office of Water Annual Reports for Moree Plains Shire �������� ��������� ��������� •
2013-2014
Program Budget
2014-2015
2016-2017
2,010
10,178
15,000
15,450
Operating Expenditure
436,587
279,124
281,971
286,738
Net result
-434,577
-268,947
-266,971
-271,288
Capital expenditure
0
0
0
0
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
2015-2016
Revenue
= Activity or Task
Bold = Priority
59 of 267
P = Budgeted Project
Program
Public Order and Safety
Directors
Director of Corporate Services – Mitchell Johnson (DCS) Director of Engineering Services – Ian Dinham (DES) Director of Planning and Development – Angus Witherby (DP&D)
Links to Community Strategic Plan Community Priority/Core service
Community Outcomes
Council’s Strategic Responses
3. Parks and playgrounds
Outcome S1. Our community is a safe place
S1.1 Take advantage of opportunities to increase safety in public places and on public roads S1.2 Implement and support programs that reduce the incidence of crime
Outcome S4. Our health and wellbeing provide for a satisfying and productive life
S4.2 Provide our communities with a range of sustainable services, facilities and amenities S4.3. Support health, community and emergency services that meet community needs
Outcome L6. We demonstrate leadership in the face of natural disaster
L6.1 Plan effectively for ‘worst case’ scenarios L6.2 Provide effective disaster prevention/ mitigation, emergency management and disaster recovery services
10. Flood protection and preparedness
Activities and Priorities Disaster Management Provide support to emergency service agencies and assist with responses, during significant multi-agency emergencies in the Shire Annually review and update (as required) all emergency plans, including the Moree Plains Disaster Plan and the Moree Plains Emergency Risk Management Plan in collaboration with emergency service agencies
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S4.3
ESM
P
L6.1
ESM
Facilitate appropriate emergency management training and exercises Provide emergency operations centre facilities and resources for multi-agency responses Convene quarterly meetings of the Local Emergency Management Committee (LEMC)
L6.2
ESM
S4.3
ESM
L6.1
ESM
Pursue and respond to grant funding opportunities relevant to emergency management
L6.2
ESM
Promote volunteering opportunities within local emergency service agencies as required
S4.3
ESM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S1.1
AssetM
S1.1
AssetM
S4.3
AssetM
S4.2
Ranger
S4.2
Ranger
S4.2
Ranger
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S4.2
Ranger
S4.2
Ranger
Compliance/Regulation Enforcement Administer and participate in the North West Weight of Loads Group Organise the NSW Weight of Loads conference in Moree on a four (4) year rotation with the other groups Manage and maintain the rural addressing program
Provide abandoned article or unattended animal control services, by: Taking enforcement action in relation to abandoned vehicles and abandoned articles Taking enforcement action in relation to animals unattended in a public place Taking enforcement action in relation to any other circumstances specified under the Impounding Act 1993
Animal Control Provide companion animal control services, by: Taking enforcement action in relation to: 1. Nuisance, dangerous or restricted dogs 2. Unregistered companion animals 3. Dogs uncontrolled in a public place 4. Dog attacks on person or animal Taking enforcement action in relation to any other circumstances specified under the Companion Animals Act 1998 and
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Companion Animals Regulation 2008 Animal desexing program
Crime Prevention Provide safe, well-maintained public spaces and parks
S4.2
Ranger
P
Outcome
Responsible Officer
P
2013-2014
2014-2015
2015-2016
2016-2017
S1.1
ProjDevM
Provide advice in respect to all community spaces according to “Safer by Design” principles
S1.1
ProjDevM
Maintain the Closed Circuit Television (CCTV) network to improve public safety
S1.2
NA
Review street lighting infrastructure as part of the “Moree Street Lighting” project with a view to balancing safety, environmental and sustainability aspects
S1.2
ProjDevM
Implement the “Moree Street Lighting” project in “hotspot” areas identified in the plan, as funded by the NSW Crime Prevention – Justice and Attorney General, subject to funding
S1.2
PO
P
P
Continue implementing the initiatives of the Moree, Mungindi and Boggabilla Crime Prevention Committees
S1.2
PO
Facilitate meetings of the Moree, Mungindi and Boggabilla Crime Prevention Committees
S1.2
PO
Regularly review the Shire’s Crime Prevention Plan to ensure continued focus on the progress of the Plan
S1.2
PO
Review the location of Alcohol Free Zones (Open Spaces and Public Streets) in Moree, Boggabilla and Mungindi in conjunction with police
S1.1
PO
Provide CCTV and street lighting in Boggabilla
S1.2
NA
Provide CCTV and street lighting at Moree Tourism
S1.2
NA
P
Provide CCTV and railway lights with the Bypass
S1.2
NA
P
Outcome
Responsible Officer
2013-2014
S1.1
RSO
Review Council’s Shared Path and Cycleway Network
S1.1
RSO
Implement the Moree Plains and Gwydir Shire Councils’ Road Safety Strategic Plan
S1.1
RSO
P
Develop an annual Action Plan for the implementation of the Moree Plains and Gwydir Shire Council Road Safety Strategic Plan and identified local road safety issues
S1.1
RSO
Support Road Safety Month
S1.1
RSO
Implement Frome Street Pedestrian Safety campaign
S1.1
RSO
Participate in the Free Cuppa for the Driver Scheme
S1.1
Implement the North West Heavy Vehicle Breakfast Forum Participate in the NSW Bike Week Celebrations to encourage safe use of Moree Bike Path Implement a Slow Down (Speed) campaign
Road Safety Manage the safety, efficiency and effectiveness of the local road network to meet the mobility needs of the community
Deliver ‘Helping learner drivers become safer drivers’ Workshops Implement a Safety in School Zones campaign Develop a Moree Cycling Guide Booklet to encourage safe use of Moree Bike Path facilities Deliver ‘The Years Ahead’ Driver Program Prepare Pedestrian Access Mobility Plans (PAMP) Specialist Access Improvement Projects
2015-2016
2016-2017
P
P
P
P
P
P
P
P
RSO
P
P
P
S1.1
RSO
P
P
P
S1.1
RSO
P
P
S1.1
RSO
P
S1.1
RSO
P
S1.1
RSO
P
S1.1
RSO
P
S1.1
RSO
P
S1.1
ProjDevM
S1.1
ProjDevM
Implement the Caravan Campervan Safety Campaign
S1.1
RSO
Undertake road safety programs and initiatives
2014-2015
P
P
P
P P
P
S1.1
RSO
Conduct road safety audits as per the required guidelines
S1.1
RSO
Continue to facilitate the road safety program through input from
S1.1
RSO
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the Moree Plains and Gwydir Shires’ Road Safety Program Steering Committee Continue to implement a Child Restraint Hiring Program
S1.1
RSO
Provide technical advice on traffic issues and plan for the delivery of traffic, footpath, bicycle and bus shelter facilities
S1.1
RSO
Provide Traffic Management advice, review applications, grant appropriate permits (where conforming) and provide assistance in relation to RMS regulations
S1.1
ProjDevM
Provide Traffic Management Design and advice including in relation to pedestrian safety refuges and crossings; parking; warning, regulatory and advisory signage; line markings and other traffic control devices
S1.1
ProjDevM
Develop Traffic Control Plans and Traffic Management Plans
S1.1
ProjDevM
Provide parking enforcement services to ensure compliance with Road Rules 2008, by:
S1.1
Parking Inspector
Taking enforcement action in relation to vehicle owners who fail to obey Road Rules 2008
S1.1
Parking Inspector
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S4.2
AssessmentM
S4.2
AssessmentM
S4.2
AssessmentM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Taking enforcement action in relation to deficient pool fences
S4.2
AssessmentM
Proactively inspecting swimming pools for compliance with pool fence requirements
S4.2
AssessmentM
Maintaining an accurate swimming pool register
S4.2
AssessmentM
Fire Protection Provide building fire safety compliance services by: Taking enforcement action in relation to buildings that are deficient in fire safety Proactively inspecting high risk buildings for compliance with fire safety requirements Maintaining an accurate building fire safety register
Swimming Pool Safety Provide swimming pool safety compliance services by:
�
Indicators • •
LEMC meetings are held quarterly Emergency plans are annually reviewed by the LEMC and updated as required
•
Training programs are circulated to LEMC members
•
Funding opportunities in relation to emergency management are identified and applications made where appropriate In relation to abandoned article or unattended animal control services: o At least 85% of complaints in relation to abandoned vehicles or abandoned articles are investigated within 10 business days and enforcement action taken (where appropriate) o At least 85% of complaints in relation to animals unattended in a public place are investigated within 24 hours and enforcement action taken (where appropriate) o At least 85% of complaints in relation to any other circumstances specified under the Impounding Act 1993 are investigated within 10 business days and enforcement action taken (where appropriate) In relation to companion animal control services: o At least 85% of complaints in relation to nuisance, dangerous, or restricted dogs; unregistered companion animals or dogs uncontrolled in a public place are investigated
•
•
Delivery Program 2014-2017 and Operational Plan 2015-2016
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• • • • •
• • • ��
within 10 business days and enforcement action taken (where appropriate) o 90% of complaints in relation to dog attacks on person or animal are investigated within 24 hours and enforcement action taken (where appropriate) o At least 85% of complaints in relation to any other circumstances specified under the Companion Animals Act 1998 and Companion Animals Regulation 2008 are investigated within 10 business days and enforcement action taken (where appropriate) Implementation of “Moree Street Lighting” project Development of an evaluation and monitoring plan to assess the effectiveness of the “Moree Street Lighting” project in “hotspot” areas Alcohol free zones are reviewed in conjunction with NSW Police every four (4) years Parking enforcement patrols are undertaken at least one (1) day per month to ensure compliance with Road Rules 2008 Development of yearly Action Plans for the implementation of the Moree Plains and Gwydir Shire Council Road Safety Strategic Plan and identified local road safety issues 100% of complaints in relation to buildings that are deficient in fire safety are investigated within 48 hours and enforcement action taken (where appropriate) Implementation of an annual proactive inspection program of high risk buildings for compliance with fire safety requirements Maintenance of an accurate building fire safety register
������ �������� 2013-2014
Program Budget
2014-2015
2016-2017
Revenue
707,793
720,344
788,564
812,222
Operating Expenditure
1,607,106
1,526,225
1,596,196
1,641,559
Net result
-899,313
-805,880
-807,632
-829,337
Capital expenditure
0
57,000
0
0
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
2015-2016
= Activity or Task
Bold = Priority
63 of 267
P = Budgeted Project
Program
Recreation and Culture
Director/ Group Manager
Director of Planning and Development – Angus Witherby (DP&D) Director of Corporate Services – Mitchell Johnson (DCS) Human Resources Manager – Debby Baxter-Tomkins (HRM)
Links to Community Strategic Plan Community Priority/Core service
3. Parks and playgrounds 11. Swimming pools
Outcome
Council’s Strategic Responses
Outcome S2. Our community is inclusive, connected and collaborative
S2.1 Build and support connections and relationships in the community S2.2 Adhere to social justice principles – equity, rights, access and participation – in everything we do
Outcome S3. Our local history, culture and diversity is valued and supported
S3.1 Honour and celebrate our Aboriginal, pioneering and multicultural heritage S3.2 Foster a strong, positive sense of identity, place and connection to Country
Outcome S4. Our health and wellbeing provide for a satisfying and productive life
S4.1 Provide access to diverse recreational and cultural opportunities S4.2 Provide our communities with a range of sustainable services, facilities and amenities S4.3 Support health, community and emergency services that meet community needs
Outcome E3. Our built environment – our town and villages – are desirable places to be
E3.1 Enhance the character of our local area through good design and protection of Aboriginal and other heritage sites E3.2 Improve the appearance of our town and villages E3.3 Provide opportunities for the enjoyment of community spaces and places
Activities and Priorities Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S4.2
DCS
S4.2
RLM
S4.2
RLM
S4.2
RLM
S4.2
RLM
Continue to develop the Big Sky Libraries regional library service
S4.2
RLM
Investigate the possibility of extended hours at the Community Library
S4.2
RLM
Community Libraries Deliver quality library services that respond to the community’s need for information and leisure Appoint a manager for the Shire’s library services Implement the preferred library service delivery model, on the advice of the NSW State Library Develop additional library events (for example, author visits) and programs (for example, book clubs) Enhance the services to respond to changing library needs and preferences
Moree Community Library revitalisation
P
S4.2
RLM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Continue to fund the Moree Plains Gallery to provide cultural programs and raise the standard of artistic appreciation and practice of the arts at all levels in the community
S4.1
CSM
Review and renegotiate the funding agreement between Council and the Gallery to ensure it continues to meet the objectives of the community.
S4.1
CSM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S4.3
CSM
S4.2
CSM
S4.2
DP&D
Art Gallery
Community Halls Support Council’s Section 355 Committee’s in the management of community halls using adopted constitutions, policies, agreements and guidelines to ensure consistent management practices and encourage utilisation of such facilities. Support groups (sporting, cultural and recreational) by offering facilities for hire Provide access to the parenting room at the Moree Memorial Hall
Delivery Program 2014-2017 and Operational Plan 2015-2016
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History and Heritage
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Promote our heritage trails and trail booklet and continue to engage a heritage consultant, as needed
E3.3
AssessmentM
Promote a focus point for the maintenance of our Murri culture by continuing to support the Dhiiyaan Indigenous Centre
S3.1
DCM
Investigate a governance structure and funding options to ensure the long-term sustainability of the Dhiiyaan Indigenous Centre
S3.1
DCM
S3.1
AEO
S3.1
DCM
S3.1
DCS
S3.1
IPRM
Work with the Dhiiyaan Indigenous Centre to develop an appropriate local Aboriginal Awareness and other programs to use for Council employees and to market to other businesses and community groups Ensure the successful refurbishment of the Dhiiyaan Indigenous Centre project Preserve and record local community and historical information Publish, launch and distribute the book celebrating Moree Plains: “In Plain View: a snapshot of life on the black soil plains” Promote the initiatives of Reconciliation Australia
P
S2.1
DCS/ AEO
Establish the Reconciliation Advisory Committee in accordance with the principles set forth by Reconciliation Australia
S2.1
DCS
Develop the Reconciliation Action Plan for the Shire
S2.2
DCS
Review and update MPSC Aboriginal Employment Strategy and include strategy as a key component of MPSC Reconciliation Action Plan
S2.2
AEO
P
Engage different cultural groups by inviting them to participate in civic events and commemorative services
S2.1
PO
Promote awareness of Australian history through delivery of commemorative services such as Anzac Day Service
S3.1
PO
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S4.3
CSM
S4.2
ProjDevM
Review Draft Parks Master Plan 2011 for endorsement and adoption
E3.1
ProjDevM
Adopt revised Oval Master Plan after a review of limitations and opportunities with existing facilities and community consultation
E3.1
ProjDevM
Engage a designer to work with the Boughton Oval User Group to create an amenities/grandstand that is practical and usable.
E3.3
OM
P
Upgrade of Sports fields
E3.3
OM
E3.3
OM
E3.3
OM
E3.3
ProjDevM
E3.3
ProjDevM
Engage consultant to undertake Review of Environmental Factors for Ron Harborne Oval extension and commence staged construction
E3.3
ProjDevM
P
Install half court basketball court, subject to funding
E3.3
ProjDevM
P
E3.3
EPM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S4.3
GM
S4.3
MAAC
Sporting Grounds and Venues Support the Section 355 Mungindi Showground Committee in the management of Mungindi Showgrounds using adopted constitutions, policies, agreements and guidelines to ensure consistent management practices and encourage utilisation of such facilities Provide designs and set-out works as required by the users of the facilities
Construction of two additional netball courts Location of single toilet at netball courts, subject to grant funding Upgrade asphalt netball courts Erection of discus net at Boughton Oval
Development of the South Moree Sports Facility
Swimming Pools Negotiate a funding and lease agreement between Moree Plains Shire Council and the Moree Artesian Aquatic Centre Ltd (MAAC) for the operation of the Moree Artesian Aquatic Centre and monitor compliance with the terms of this agreement Introduce new Life Saving initiatives, in conjunction with the MAAC aimed at teaching children basic lifesaving skills, at all facilities.
P P
P
P
P P P P P
P P
P
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Introduce new program or events into the facilities (eg pool parties, community events etc) Continue to fund the Boomi Baths Section 355 Management Committee to administer and operate the Boomi Baths. Upgrades to Mungindi Pool
S4.1
MAAC
S4.1
CSM
S4.1
CSM
Replacement of shade sail
S4.1
CSM
Re-tiling of pool
S4.1
CSM
Install BBQ Area
S4.1
CSM
S4.1
CSM
S4.1
CSM
Additional maintenance works including sandblasting, redo expansion joints and paint, pump replacement and installation of automatic chlorine dosing system Additional upgrades to Mungindi pool Refurbishment and upgrade to the Moree Artesian Aquatic Centre
Parks and Gardens
S4.1
MAAC
Outcome
Responsible Officer
OM
Manage and maintain Council’s urban trees
�
P P P
2013-2014
2014-2015
2015-2016
2016-2017
Review and update the Tree Policy
E3.2
AssetM
Implement street tree planting
E3.2
OM
Gwydir Highway tree planting
E3.2
OM
Develop and implement a Tree Management Plan for Moree Plains Shire
E3.2
OM
Develop and distribute Town Planting Brochure
E3.2
AssetM
P
P
P
Ongoing asset maintenance and improvements within Moree
E3.3
OM
E3.3
ProjDevM
E3.2
DCS
Review the Draft Parks Master Plan 2011 for endorsement and adoption Review the Open Space Strategic Plan 2005 with the intention of disposing of redundant vacant land
Indicators •
More people utilise the library services each year
•
Membership of the Community Library increases
Ensure the Gallery and Council meet the requirements of their funding agreement • All community facilities are regularly assessed to establish appropriateness for contemporary community needs • Ensure Committees managing Council facilities meet the requirement of their constitutions and funding agreements • Increase attendance at community events • More than 90% of program activities are completed each year �������� ��������� ��������� •
2013-2014
Program Budget Revenue
606,821
2014-2015
2016-2017
3,377,163
213,699
Operating Expenditure
4,440,068
4,586,026
4,448,187
4,605,363
Net result
-3,833,248
-2,696,842
1,071,024
-4,391,664
Capital expenditure
214,432
2,415,863
6,273,845
585,359
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
2015-2016
1,889,184
= Activity or Task
Bold = Priority
66 of 267
P = Budgeted Project
Program
Sewerage Services
Group Manager
Water and Waste Manager – David Wolfenden (WWM)
Links to Community Strategic Plan Community Priority / Core Service
Community Outcomes
Council’s Strategic Responses
Core Service
Outcome S4. Our health and wellbeing provide for a satisfying and productive life
S4.2 Provide our community with a range of sustainable services, facilities and amenities
Outcome E1. The diversity of the natural environment is protected and supported
E1.3 Protect our key resources – our agricultural land, our artesian water and our waterways – from any adverse impacts of mining and State/Federal policies
Outcome E2. We sustainably and use resources responsibly
E2.1 Reduce resource consumption, recycle and minimise waste E2.4 Minimise our contribution and exposure to the changing climate
4. Financial Management
live our
Outcome L2. We demonstrate accountability, transparency and ethical conduct
L2.2 Provide easy access to our information
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.3 Implement good practice in planning for future infrastructure needs L5.4 Maintain assets for their current purpose and for future generations
Activities and Priorities Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Submit annual performance monitoring report to NSW Office of Water
L5.1
SE
Submit annual report to NSW EPA
L5.1
SE
L2.2
SE
Update annually Pollution Incident Response Management Plan (PIRMP)
E2.4
SE
Investigate options to effectively manage trade waste
E2.1
WSM
Upgrade trade waste disposal system
E2.1
SE
Construct new trade waste receival and treatment facility at Moree Sewer Treatment Works and decommission existing ponds
E2.1
SE
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S4.2
SE
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Statutory Maintain all sewer infrastructure in accordance with NSW Office of Water regulations and standards, EPA Licence conditions and with continual improvement having regard to environmental sustainability
Publish quarterly environmental reports on Council’s website
performance
monitoring
Contract Service Provision Deliver culturally appropriate services that are specific to the needs of Aboriginal clients and their families Deliver contract sewer maintenance Crescent, Stanley Village and Toomelah
services
to
Mehi
Asset Management
S4.2
Ensure that Council assets are well maintained for their current purpose and for future generations
L5.4
Review and update Council’s Integrated Water Cycle Management Strategy.
L5.1
WSM
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Review and update Council’s 2015/2016 Strategic Business for Plan for Sewerage Schemes
L5.1
WWM
Update the Sewer Asset Management Plan to ensure services are sustainable
L5.1
WSM
Document and implement required maintenance levels (for example, sewer main cleaning)
L5.1
WSM
Update Sewerage Developer Service Plan and Policy
L5.1
WSM
Renew sacrificial lining of selected sewer mains
L5.4
SE
P
P
P
P
Internal rehabilitation of selected manholes
L5.4
SE
P
P
P
P
Investigate pump station safety improvements and upgrade as necessary
L5.4
SE
P
P
Implement pump station renewal program
L5.4
SE
Investigate automation of sewer treatment plants
L5.4
SE
Renew Telemetry Communication Network and sewer pump station electrical switchboards.
L5.4
SE
Implement routine systematic sewer main television survey and mains cleaning program
L5.4
SE
Renew PLCs at the Moree sewerage treatment works
L5.4
SE
Rehabilitate Moree Sewerage Treatment Works Inlet Works and Balance Tank
L5.4
SE
Reseal bitumen sealed road surface at Moree Sewerage Treatment Works
L5.4
SE
Review power supply options to reduce the cost of electricity
L5.1
SE
Renew electronic communications equipment at Moree Treatment Works
L5.4
WWM
Further enhance existing operational relationship with Goondiwindi Regional Council in relation to the daily operation of the Boggabilla and Toomelah water supply schemes
L4.2
WWM
Leverage the benefits arising from alliance with Coffs Harbour City Council to facilitate the introduction of modern telemetry and SCADA technology and ongoing water management
L4.2
Development
�
Investigate capacity of Moree sewerage pump stations to accommodate future growth Investigate capacity of Moree sewerage reticulation to accommodate future growth
P
P
P
P
P
WWM
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
E1.3 E1.3
WSM SE
L5.3
SE
L5.3
WSM
Outcome
Expand our sewerage systems and ensure that they are operated in an environmentally sustainable manner Implement “Best Practice” waste water disposal systems Ensure compliant pre-treatment for all trade waste discharges
L5.1
Indicators •
Acceptable results from NSW Office of Water Annual Reports for Moree Plains Shire
•
Compliance with legislative environmental requirements
� 2013-2014
Program Budget
2014-2015
2016-2017
Revenue
2,796,666
3,478,449
3,252,936
3,347,686
Operating Expenditure
3,023,362
3,026,911
3,145,036
3,178,832
Net result
-226,696
451,538
107,900
168,854
Capital expenditure
1,649,296
1,751,365
2,667,648
1,901,002
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
2015-2016
= Activity or Task
Bold = Priority
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P = Budgeted Project
Program
Transport
Director
Director of Engineering Services – Ian Dinham (DES)
Presentation - David Burns Links to Community Strategic Plan Community Priority/Core service
Community Outcomes
Council’s Strategic Responses
Outcome S1. Our community is a safe place
S1.1 Take advantage of opportunities to increase safety in public places and on public roads
Outcome S2. Our community is inclusive, connected and collaborative
S2.1 Build and support connections and relationships in the community
Outcome S4. Our health and wellbeing provide for a satisfying and productive life
S4.2 Provide our communities with a sustainable services, facilities and amenities
Outcome E3. Our built environment – our town and villages – are desirable places to be
E3.2 Improve the appearance of our town and villages E3.3 Provide opportunities for the enjoyment of community spaces and places
1. Condition of local road network/ Maintaining local roads
Outcome Ec2. Our Shire has the infrastructure we need to support our economy
Ec2.1 Provide a local road network that meets the Shire’s transport needs Ec2.2 Seek financial assistance to redress the current infrastructure backlog and provide funding for key regional projects
4. Financial Management
Outcome L5. We manage our finances, services and assets effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.3 Implement good practice in planning for future infrastructure needs L5.4 Maintain assets for their current purpose and future generations
range
of
Activities and Priorities Outcome
Responsible Officer
Prepare submission to Infrastructure Australia, in conjunction with the ARRG, for consideration in the 2015/2016 year
Ec2.1
AssetM
Conduct roughness testing on all Council’s rural sealed roads Improve heavy vehicle access to Council’s road network
Ec2.1 Ec2.1
AssetM ProjDevM
S1.1
ProjDevM
S1.1
ProjDevM
S1.1
OM
Install a web-based program to record road closure information
S1.1
AssetM
Provide temporary road closure information by a web based program
S1.1
OM
Ec2.1
ProjDevM
S1.1
ProjDevM
S1.1
ProjDevM
S1.1
ProjDevM
Roads (includes Kerb and Guttering)
Assess oversize/over mass applications and issue permits as required Assess restricted access vehicle applications for up to AB-triples and higher mass limits (HML) Provide up-to-date information about the status (eg. closed or open) of local roads during times of adverse weather conditions
Provide designs for new and existing roads in accordance with current applicable standards and community expectations Apply “Safer By Design” principles to new designs Provide set-out and project management for projects (as required) Facilitate local government road opening permits, permanent road closures, traffic management alterations
2013-2014
2014-2015
2015-2016
2016-2017
P
Construct, manage and maintain the Shire’s rural roads through implementation of the following: 1. 2.
Recurrent resealing program Recurrent resealing regional roads program (Block funding)
Ec2.1 Ec2.1
OM OM
3. 4.
Special Rate Variation resealing program Gravel re-sheeting (floodways/critical access) on identified rural roads
Ec2.1
OM
P
P
P
P
Ec2.1
OM
P
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5.
Regional road repair program, subject to grant funding
6.
Maintain unsealed roads according to the road grading schedule
7.
SR15 Morialta Road Upgrade Sealing, subject to grant funding
Ec2.1
OM
Ec2.1
OM
Ec2.1
OM
Construct, manage and maintain the Shire’s urban roads through implementation of the following: 1.
Recurrent resealing program
Ec2.1
OM
2.
Rehabilitation program, subject to grant funding
Ec2.1
OM
P
P
P
P
3.
Village streets rehabilitation program, subject to grant funding
Ec2.1
OM
P
P
P
P
4.
Kerb and gutter replacement
Ec2.1
OM
Ensure that roads are suitably named and gazetted in accordance with Australian Standards and Geographical Names Board Guidelines
L5.1
ESM
Design and install entrance signage for Terry Hie Hie and Boomi
E3.2
P
P
Rehabilitation Rural Sealed Roads Moree
P
SR12 Talmoi Road
L5.4
OM
SR101 Terry Hie Hie Road
L5.4
OM
P
SR9 Bronte Road
L5.4
OM
P
SR15 Morialta Road
L5.4
OM
Chester Street to Jones Avenue to Adelaide Street
L5.4
OM
P
Warialda Street to Adelaide Street to Thompson Avenue
L5.4
OM
P
Barwon Avenue to Jones Avenue to Adelaide Street
L5.4
OM
P
Dover Street to Anne Street to Adelaide Street
L5.4
OM
P
Wales Street to Tawarri Street and Barwon Avenue
L5.4
OM
P
Paramellowa Street to Pallamallawa Cemetery
L5.4
OM
P
Gurley Street (Newell Highway)
L5.4
OM
P
Locke Street (Ashley)
L5.4
OM
P
Benarba Street to Railway Parade
L5.4
OM
P
Gineroi Street to North Street to River Street
L5.4
OM
P
Millie Street (Gurley)
L5.4
OM
Noad Street (Weemelah)
L5.4
OM
P
Fox Street to Merriwa Street to Yeoman Street
L5.4
OM
P
Merriwa Street to McIntyre Street to Boggabilla Street
L5.4
OM
P
L5.4
OM
P
P
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
OM
P P
Rehabilitation Urban Sealed Roads Moree
Rehabilitation of Urban Sealed Roads - Villages
P
Rehabilitation Urban Sealed Roads Boggabilla
Rehabilitation Urban Sealed Roads Mungindi St George Street to Yarouah Street to Barwan Street
Bridges Manage and maintain Council’s bridges and culverts Conduct load testing on bridges
S1.1
ProjDevM
Upgrade SR22 Dindierna Timber Bridge
S1.1
OM
P
L5.1
ESM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
S1.1
ProjDevM
Ensure that bridges are suitably named and gazetted in accordance with Australian Standards and Geographical Names Board Guidelines
Parking areas Provide designs and advice for parking areas including restrictions, signage, minimum standards and disabled access standards compliance
P
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Apply “Safer By Design” principles to new and existing areas
S1.1
ProjDevM
Provide set-out and project management for projects (as required)
S1.1
ProjDevM
Construct and manage CBD car park upgrades in accordance with designs
S4.2
OM
P
P
Upgrade Criterion car park
S4.2
ProjDevM
Outcome
Responsible Officer
Provide designs and set-out services for new and existing footpaths/cycleways in accordance with current requirements and community expectations
E3.3
Construct footpaths/cycleways in accordance with designs
P
P
2013-2014
2014-2015
2015-2016
2016-2017
ProjDevM
E3.3
OM
P
Ec2.2
ProjDevM
Design and construct 2.5 metre wide concrete Shared Path adjacent to the Gwydir Highway from Anne Street to Wirrila Street
S4.2
ProjDevM
P
P
Design and construct a 2.5 metre wide concrete Shared Path linking Gwydir Caravan Park with Amaroo Link Road
S4.2
ProjDevM
P
P
Design and construct a 2.5 metre wide concrete Shared Path linking Amaroo bus shelter to Boston Street
S4.2
ProjDevM
P
Amaroo Drive
P
Footpaths and Cycleways
Apply for grant funding from RMS for shared pathways
S4.2
ProjDevM
Installation of a 2.5 metre wide concrete shared path linking the western side of Moree and the Central Business District
S4.2
ProjDevM
Adelaide Street from Edward Street to Chester Street to Albert Street to Heber Street
S4.2
ProjDevM
Design and upgrade existing ramps and other pedestrian safety devices throughout the Shire to improve accessibility of the town centre for seniors, people with a disability and parents
S4.2
ProjDevM
P
P
P
P
Construct and manage ramp upgrades in accordance with designs and subject to grant funding
S4.2
OM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Provide advice and designs for public transport facilities including bus routes, bus zones, shelters and bus bays
S1.1
ProjDevM
Work with local community to facilitate the construction of safe rural bus bays
S1.1
ProjDevM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Manage, maintain, improve and develop Moree Regional Airport facilities and grounds to meet current and future standards
L5.4
ESM
Maintain regular RPT services between Moree and Sydney
S2.1
ESM
Ensure the Aerodrome Manual is accurately maintained Review of Airport Master Plan
L5.1 L5.1
ESM ESM
Investigation and Remediation of airport evaporation pond Security camera and automatic gate upgrades
L5.1 S1.1
ESM ESM
Manage and maintain airstrips at Boomi and Mungindi
L5.4
ESM
Reseal Taxiway B at Moree Regional Airport
S4.2
ESM
Reseal Taxiway C at Moree Regional Airport
S4.2
ESM
P
Reseal GA Apron at Moree Regional Airport
S4.2
ESM
P
S4.2
ESM
S4.2
ESM
S4.2
ESM
S1.1
ESM
S1.1
ESM
S4.2
ESM
Bus Shelters and Services
Aerodromes
Extension to Runway 01/19 and full lighting upgrade at Moree Regional Airport, subject to grant funding Conduct heavy patching repairs to Runway 01/19 at Moree Regional Airport Asphalt overlay of Runway 01/19 Provide Works Program to be supplied to CASA in relation to annual lighting technical inspection Lighting improvements at Moree Regional Airport Reseal of the General Aviation Apron at Moree Regional Airport
P
Delivery Program 2014-2017 and Operational Plan 2015-2016
P
P
P
P
P P
P P P
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P
Clean up and safe disposal of chemicals and chemical drums to comply with CASA requirements
S1.1
ESM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Provide designs and project management for RMS works in accordance with current applicable standards and community expectations
L5.3
ProjDevM
Provide set-out and project management for projects (as required)
L5.3
ProjDevM
Construct RMS works in accordance with designs �
L5.3
OM
Roads and Maritime Services (RMS) Works
P
Indicators • • • • • • • • • �
Restricted Access Vehicle applications assessed within 50 business days of receipt of application Oversize/over mass permit applications assessed within 10 business days of receipt of request Minimum length of pathways constructed each year Minimum length of grading carried out each year The Shire’s Bike Plan is endorsed In relation to the Shire’s aerodromes, an annual technical inspection and safety audit is undertaken and responses are provided (where required) Annual review of Airport Safety Management System by Airport Safety Committee Completion of quarterly Drug and Alcohol Program Report to CASA More than 90% of program activities are completed in each year, subject to receipt of applicable grant funding and weather conditions 2013-2014
Program Budget
2014-2015
2015-2016
2016-2017
Revenue
18,847,604
6,784,325
10,513,767
6,987,267
Operating Expenditure
26,331,631
14,780,365
14,799,976
15,053,128
Net result
-7,484,027
-7,996,040
-4,286,209
-8,065,861
Capital expenditure
8,636,918
8,644,723
13,329,801
9,081,517
������� ��������� ���������
= Ongoing Activity
= Activity or Task
Bold = Priority
Delivery Program 2014-2017 and Operational Plan 2015-2016
P = Budgeted Project
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Program
Water Supplies
Group Manager
Water and Waste Manager – David Wolfenden (WWM)
Links to Community Strategic Plan Community Priority / Core Service
Community Outcomes
Council’s Strategic Responses
Core Service
Outcome S4. Our health and wellbeing provide for a satisfying and productive life
S4.2 Provide our communities with a sustainable services, facilities and amenities
4. Financial Management
Outcome L5. We manage our finances, services and assets effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.2 Foster a culture of continuous improvement across our organisation L5.4 Maintain assets for their current purpose and for future generations
5. Long-term planning for the Shire
Outcome E2. We live sustainably and use our resources responsibly
E2.1 Reduce resource consumption, recycle and minimise waste E2.3 Secure sustainable water supplies
range
of
Activities and Priorities Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.4
WWM
L5.2
WSM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Deliver culturally appropriate services that are specific to the needs of Aboriginal Clients and their families
S4.2
WWM
Deliver contract water supply maintenance services to Mehi Crescent, Stanley Village and Toomelah
S4.2
SE
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
L5.4
WWM
L5.1
WSM
L5.1
WWM
Update the Water Supply Asset Management Plan to ensure services are sustainable
L5.1
WSM
Update Water Supply Developer Service Plan and Policy
L5.1
WSM
Rehabilitate internal surfaces and roof renewal of Moree and village water reservoir towers
L5.4
SE
P
P
L5.4
SE
P
P
L5.4
WSM
L5.4
SE
P
P
L5.4
SE
P
P
L5.4
SE
L5.4
SE
P
L5.4
SE
P
Legislative Requirements Maintain water supply infrastructure to relevant Department of Health and DPI (NSW Office of Water) Standards, and in accordance with sustainability Upgrade system
water meter reading and data management
Contract Service Provision
Asset Management Ensure that water supply infrastructure is well maintained for current and future purposes Review and update of Council’s Integrated Water Cycle Management Strategy Review and update Council’s 2015/16 Strategic Business Plan for Water Schemes.
Renew Telemetry Communication Network and water infrastructure electrical switchboards Design replacement water treatment plant and water reservoir for Mungindi Maintain external surfaces of Boston and Broadwater water reservoir towers Maintain external surfaces of Boggabilla towers
water reservoir
Maintain external surfaces of Jellicoe Park and Adelaide Street water reservoir tower Maintain external surfaces of Narrabri St and Yarouah St, Mungindi water reservoir tower Maintain external surfaces of Boundary Street water reservoir tower
Delivery Program 2014-2017 and Operational Plan 2015-2016
P
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Maintain external surfaces of Brown St, Boggabilla water reservoir tower Review Moree Bore Field Strategy to ensure long-term reliability of raw water supply Review options for a new bore at Yarraman
L5.4
SE
E2.3
WSM
P
P P
P
P
P
E2.3
WSM
Review power supply options to reduce cost of electricity
E2.1
SE
Replace stop valves and water mains - Mungindi
L5.4
SE
P
Construct and relocate new river intake pump station at Boggabilla
S4.2
WSM
P
Undertake a comprehensive investigation on the current condition of Moree bores, and the capacity of these bores to supply reliable and good quality drinking water to meet future town water needs
S4.2
WSM
Renew telemetry system
L5.4
WSM
L5.4
WWM
L5.4
WSM
P
S4.2
WWM
L4.2
WWM
L4.2
WWM
Outcome
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
E2.3
WSM
E2.1
WSM
E2.3
WSM
E2.3
WSM
Introduce a systematic water reticulation leakage detection program to facilitate effective planned maintenance Renew selected water mains in Moree to reduce water main repair costs and improve system reliability and to improve pressure at South Moree. Water supply connection to Toomelah Aboriginal community and upgrade river inlet works and implement server-based water meter reading system, subject to water security grant funding Further enhance existing operational relationship with Goondiwindi Regional Council in relation to the daily operation of the Boggabilla and Toomelah water supply schemes Leverage the benefits arising from alliance with Coffs Harbour City Council to facilitate the introduction of modern telemetry and SCADA technology and ongoing water management
Demand Management and Provision for Growth Promote use of sustainable water supplies Educate high-end users to manage water resources more efficiently Investigate alternative water supply opportunities such as further water reuse and stormwater harvesting Introduce alternative water supply opportunities where applicable �
P
Indicators •
Acceptable results from NSW Office of Water Annual Reports for Moree Shire
•
Compliance with legislative health requirements �������� ��������� ��������� 2013-2014
Program Budget
2014-2015
2016-2017
Revenue
4,415,385
4,835,367
11,494,254
9,165,918
Operating Expenditure
4,524,579
4,732,733
5,038,527
4,891,935
Net result
-109,195
102,634
6,455,727
4,273,983
Capital expenditure
3,533,265
3,375,002
9,329,538
6,436,577
Delivery Program 2014-2017 and Operational Plan 2015-2016
= Ongoing Activity
2015-2016
= Activity or Task
Bold = Priority
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P = Budgeted Project
Program
Fit for the Future - Improvement Action Plan (detailed)
Director
General Manager – Lester Rodgers (GM)
Presentation - David Burns Links to Community Strategic Plan Community Priority/Core Service
Outcome
Council’s Strategic Responses
4. Financial Management
Outcome S4. Our health and wellbeing provide for a satisfying and productive life
S4.2 Provide our communities with a sustainable services, facilities and amenities
Outcome Ec2. Our Shire has the infrastructure we need to support our economy
Ec2.1 Provide a local road network that meets the Shire’s transport needs Ec2.2 Seek financial assistance to redress the current infrastructure backlog and provide funding for key regional projects
Outcome L2. We demonstrate accountability, transparency and ethical conduct
L2.1 Base our decisions on research, evidence and our responsibility to anticipate harm before it occurs
Outcome L5. We manage our finances, assets and services effectively
L5.1 Manage our organisational resources, systems and processes responsibly L5.2 Foster a culture of continuous improvement across our organisation L5.3 Implement good practice in planning for future infrastructure assets L5.4 Maintain assets for their current purpose and for future generations
Outcome L3. We are engaged and well informed
L3.1 Target engagement activities to encourage stakeholder participation L3.2 Use a broad range of communication strategies and tools to inform community members and other stakeholders
5. Long-term planning for the Shire 12. Community input into Council decisionmaking
range
Activities and Priorities
Objective S1 The budget for the financial year ending 30 June 2017 will only be presented to the Council for consideration following Departmental and organisation-wide fiscal review
Responsible Officer
2015-2016
For each Department, appoint a designated budget manager Meetings between Finance Department and each other Department as part of Budget preparations
All Departments Finance Department, MANEX and all Managers
Meetings between Human Resources Department and each other Department to review Departmental staffing requirements
Human Resources, MANEX and all Managers
Meetings between Managers and MANEX to review and evaluate the outcomes of Department-level meetings to determine organisational priorities MANEX presentations to Council
MANEX and Managers MANEX
Objective S2 Management of the organisation’s budget throughout the financial year (both at a Departmental and organisation-wide level) will be more regularly monitored and reported to identify material variations in a timely manner Monthly Departmental meetings and MANEX meetings will include a standing agenda item in relation to budget performance. Managers and the relevant MANEX representative will be responsible for ensuring that their Department’s budget is in good standing each month and any potential variations are identified and communicated to the Finance Department and MANEX Monthly reporting to MANEX by Department managers on performance; actual versus projected MANEX will be in a position to report back to Council when potential material variations to the budget have been identified so that Council is fully aware of, and can make informed decisions on the basis of, such circumstances
Delivery Program 2014-2017 and Operational Plan 2015-2016
Responsible Officer
2015-2016
MANEX and Managers
Managers
MANEX
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of
Quarterly presentation by MANEX to Council on performance; actual versus projected in the form of the QBRS and progress against the Delivery Program and Operational Plan
MANEX
Responsible Officer
2015-2016
Objective S2 Reports to Council which will affect the financial performance and/or position of the organisation must be aligned with the objectives of the Community Strategic Plan and identify sources of funding where budget provision has not been made
Prior to undertaking work in relation to any new project, an assessment must be carried to Responsible Officer confirm the project is consistent with the Community Strategic Plan of Report
The responsible officer of any proposed report to Council which will affect the financial Responsible Officer performance and/or position of the organisation must liaise with the Finance Department so of Report sufficient details of the implications can be provided to Councillors
Any report to Council which will affect the organisation’s financial position and/or performance MANEX (outside of that already provided for in the budget) must be approved by MANEX prior to its inclusion in the Business Paper Councillors must be made aware if a report to Council will affect the organisation’s financial Responsible Officer position and/or performance (outside of that already provided for in the budget) of Report
Objectives S3, S4, ISM1, ISM2 and E3 Council needs to more comprehensively understand: the full suite of services it delivers to the community for each service delivered, the current level of service provided (and whether this accords with service level commitments to the community) for each service delivered, the levels of service which could be provided (critical, core, optional/value-add), subject to any minimum technical level required to discharge statutory obligations or mitigate risk the cost of delivering services to the community at varying service levels to better evaluate the levels of service provided and ensure that such functions and activities are consistent with the aspirations of the community as articulated in the Community Strategic Plan. This work needs to be undertaken prior to any community consultation regarding services, levels of service and the costs associated with the same. Each Department to: Audit internal and external service provision by that Department For each service delivered, define the levels of service which could be provided (critical, core, optional/value-add), subject to any minimum technical level required to discharge statutory obligations or mitigate risk For each service, identify the current level of service being provided and evaluate whether current levels of service accord with commitments Understand the costs associated with service delivery at varying levels of service Through community consultation, revisit committed levels of service with the community to determine if that level of service is still desired, having regard to the associated costs and the community’s willingness to pay for that level of service Where service provision goes beyond committed levels or is not an appropriate level of service, either reduce levels of service or provide the service under an alternative model by passing on the additional cost for the elevated service level to the user, as appropriate Investigate the development of a new general ledger structure Consider the implementation of a software system to report on progress against our Delivery Program and Operational Plan which integrates with our financial system
Objective S4 Undertake a comprehensive review of opportunities to strengthen our revenue base by uncovering “hidden” income potentials, identifying revenue generation opportunities and locating new funding sources For each service delivered, MANEX and Council to determine which level of service is “required” by the community (as identified in the Community Strategic Plan and clarified through community consultation) and is therefore, to be satisfied by Council and which level of service might be provided to the community under a user pays model All departments to review utilisation levels of all staff and determine if additional capacity exists and, if so, determine if this is an area appropriate for shared service provision For areas of potential shared service provision, financially model the proposal to determine if true savings, efficiencies and additional revenue can be realised and if so, approach councils within the Namoi Joint Organisation and other external organisations with shared
Delivery Program 2014-2017 and Operational Plan 2015-2016
Responsible Officer
2015-2016
All Departments All Departments All Departments
All Departments
All Departments
MANEX, AssetM, IPRM
All Departments
DCS DCS, IPRM
Responsible Officer
2015-2016
MANEX (and Council)
MANEX and Managers MANEX and Managers
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service offer General Manager to report back to the Namoi Joint Organisation as to the progress of shared services involving MPSC so that others in the Namoi Joint Organisation can also benefit directly (by provision of such service by MPSC) or indirectly (by the model pioneered by MPSC being adopted more broadly by other members of the Namoi JO)
Objective S5 Realise better value from Council assets Develop policy parameters for asset disposal against which Council assets can be evaluated Identify surplus real property assets using asset disposal policy
Objective S6
GM as member of GMAC Namoi JO
Responsible Officer
2015-2016
Asset Managers and MANEX DCS Responsible Officer
Undertake recruitment sustainably For each recruitment project, review the necessity of the role and if of continuing value, undertake a comprehensive position description review Better manage new employee performance during the probation period
2015-2016
Relevant Department head and Manager Relevant Department head and Manager
Objective S7 Improve financial focus at a strategic level by developing an existing senior finance role to adopt more Chief Financial Officer attributes as part of that role Review position description of relevant member of the Finance Department
Responsible Officer
2015-2016
Human Resources Department and MANEX
Responsible Officer
2015-2016
Objective ISM3 Enhance the infrastructure asset data collection process to enable improved reporting, strategic planning, maintenance forecasting and financial management across the organisation MANEX and Managers in consultation with Council staff to analyse, determine and implement the most appropriate mobile system for Council’s current and future requirements
MANEX and Managers Audit and update the asset management data system to accommodate new and existing AssetM and assets in more in-depth detail Technical Officer – Assets To analyse, develop and implement the rollout of Council’s work-order system for infrastructure Asset Manager and assets across the organisation Finance Manager
Objective ISM4 Enhance the Council’s performance management measures for infrastructure assets Review the policies and procedures for measuring performance of infrastructure assets
Responsible Officer
2015-2016
Managers and Asset Owners
Responsible Officer
2015-2016
MANEX and Managers
Responsible Officer
2015-2016
Asset Owners Asset Owners
Responsible Officer
2015-2016
Objective ISM5 Review formal decision-making policies and procedures for the long-term management of the infrastructure assets MANEX and Managers in consultation with Council staff to review, update and implement a decision-making policy and procedures that describe techniques such as Multi Criteria Analysis and Benefit Cost Ratio methods that can be applied to all infrastructure decision-making
Objective ISM6 Enhance the maintenance management and capital works planning practices for the longterm and short-term management of the infrastructure assets Reviewing and updating the maintenance schedules for the critical assets Developing predictive maintenance forecasting to plan long-term and short-term maintenance schedules
Objective ISM7 Invest and trial new and emerging technology in road stabilising products that may assist in reducing the whole of life costs for the road network particularly on gravel roads
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Monitor the current trial locations over the next 24 months to determine the suitability (social, environmental and economic) of the product for further application across the entire road network
OM
Monitor the current lime stabilisation trial locations over the next 24 months to determine the suitability of lime as a road stabiliser on gravel roads
OM
Responsible Officer
2015-2016
Objective E1 Maximise the effectiveness of the organisation’s human resources through performance management Develop Key Performance Indicators for all staff Investigate options for use of time recording as a forensic tool for the organisation (including time recording for a limited period)
MANEX and Managers MANEX and Managers
Objective E2 Build on the organisation’s culture of continuous review and optimisation by reviewing processes, employee utilisation and staff capabilities to ensure the organisation is fully maximising utilisation of employee time and skills Undertake annual performance reviews with all staff (including training and skills audit) Implement follow-up actions from annual performance reviews Participate in benchmarking marketing against local government and private enterprise equivalents Centralise findings of the training and skills audit of employees
Responsible Officer
2015-2016
Managers Managers MANEX
Managers and Human Resources Prior to engagement of consultants, refer to training and skills audit register to determine if Organisation
appropriate skills and experience exist within the organisation
Objective E3 Improve succession planning and fatigue management and improve the management of overtime and accrued leave entitlements Determine service levels in areas where excessive overtime and accrued leave entitlements exist If the level of service being provided exceeds the agreed level of service, take steps to reduce the level of service If the level of service being provided is the agreed and necessary level of service, determine the most efficient means of service delivery Reduce overtime and accrued leave entitlements
Objective E4 Maximise the value of Council’s plant and light fleet To maximise utilisation and value of heavy plant, continue to review key indicators and report back to MANEX on a monthy basis Review Motor Vehicle Policy Implementation of new Motor Vehicle Policy
Objective E5 Improve system implementation and utilisation across the organisation For existing systems, review and monitor usefulness of each system Appoint system “champions” for systems within the organisation
Objective E6 Investigate potential for centralisation of certain governance functions across the Namoi JO Discuss opportunities with Namoi Joint Organisation members
Responsible Officer
2015-2016
MANEX and Managers MANEX and Managers MANEX and Managers MANEX Responsible Officer
2015-2016
Finance Department MANEX and Managers MANEX and Managers
Responsible Officer
2015-2016
MANEX and Managers MANEX and Managers
Responsible Officer
2015-2016
GM
Responsible Officer
2015-2016
Objective E7 Enhance our capability to design, deliver and manage all projects to achieve cost-effective delivery of key priorities reflected in the Delivery Program and Operational Plan
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Strategic project management framework endorsed by MANEX
EPM
Project implementation team appointed
All Departments
Strategic project management framework developed and implemented
All Departments All Departments All Departments
Responsible Officer
2015-2016
Development of a staff communication and training package Implementation of the staff communication and training package
Objective E8 Continue to embed Enterprise Risk Management into Council operations
Identify and report quarterly on the organisation’s strategic and operational risks
DCS and CSM MANEX, RMAG and AssetM Develop and implement a preventive and predictive maintenance review schedule for the MANEX and Asset associated policies and procedures Owners Review and update the critical infrastructure assets register
� ���� ���
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Revenue Policy Sources of Council Revenue Section 491 of the Local Government Act 1993 (the Act) sets out the main sources of a council's revenue. They are as follows: • • • • • •
Rates Charges Grants Borrowings Interest & Investments Other
Rates The major component of a council’s income is generated via the levying of rates. Moree Plains Shire Council is proactive and determined to produce a fair balance between rates levied on the shire’s population and the level of services that can be provided. The amount that is required to be raised from rating is determined after considering Council’s proposed capital works program whilst ensuring the longterm financial viability of the funds. An additional consideration is the limitation on rates income that is set by the Independent Pricing and Regulatory Tribunal (IPART). This limitation is known as Rate Pegging and involves a percentage cap on the income raised from ordinary and special rates from one year to another. This year’s current IPART increase is 2.4%. Section 492 of the Local Government Act 1993 provides two types of rates: • •
Ordinary rates Special rates
Note: Rates and charges are not subject to GST.
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The Ordinary Rate By virtue of section 494 of the Act, Council is required to make and levy an ordinary rate for each year on all rateable land in its area. This is a mandatory requirement. Land is rated based upon the use of that land or the zoned use of that land. There are four main rating categories, within which council can create additional sub-categories. The four broad categories provided by Section 493 of the Act are: • Residential • Farmland General • Business • Mining All rateable land is classed within one of the four categories unless it is deemed non-rateable, as detailed under section 555 of the Act, such as a church, school or similar institution. Moree Plains Shire Council will be utilising seven (7) rate categories for the 2015/2016 rating year: • • •
•
Residential o Residential o Residential Rural Farmland Business o Business o Business Moree o Business Gateway Mining o Mining
General Rates are levied using a ‘rate in the dollar’ (ad valorem) amount applied to each property’s Land Value in addition to a base amount payable for each property. The Land Value information for each property is supplied by the Valuer-General. In using a ‘base rate’ Council is able to reduce the spread between the higher and lower land values and distribute the cost more evenly across in the Shire. All properties in the Shire are categorised based upon the use of the land and determined as Residential, Business, Farmland or Mining. There is detailed information on each of these categories in this Revenue Policy.
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Special Rates Council has discretion to levy special rates. Special rates must be made pursuant to section 495 of the Local Government Act 1993 but may be levied under either section 495 or the provisions of Division 2 of Part 5 of Chapter 15 of the Act. In the former instance, the special rates may be levied for works or services provided or proposed to be provided by council (eg town improvement works benefiting a specific locality, tourism promotion benefiting a particular ratepayer sector) or for other special purposes. It is important to note that these rates will usually apply to specific rating categories or specific rating areas. Special rates are also capable of application across all ratepayers. For example, all ratepayers in a council area could be made subject to a special rate intended to finance a project that will benefit the whole of the council area. Special rates can also be raised to fund sewer, water supply and waste management projects. Moree Plains Shire Council currently levies two (2) special rates: • •
Business Intensive Industrial Drive
There is detailed information on each of the Special Rate categories in this Revenue Policy.
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Residential 1) Overview For the 2015/2016 rating year Council has adopted two separate Residential rating categories Residential and Residential Rural, however this year the ad valorem is the same. As such, these two Residential categories have had the 2.40% IPART increase applied in total. Due to relative movements in property valuations individual rates may increase by more or less than this average. 2)
Local Government Act Definition
Local Government Act 1993 (Chapter 15 Section 516) “Land is categorised as “residential” if it is a parcel of rateable land valued as one assessment and: (a) It’s dominant use is for residential accommodation (otherwise than as a hotel, motel, guest house, backpacker hostel or nursing home or any other form of residential accommodation (not being a boarding house or a lodging house) prescribed by the regulations), or (b) In the case of vacant land, it is zoned or otherwise designated for use under an environmental planning instrument (with or without development consent) for residential purposes” 3)
Number of Assessments/Valuations
There are approximately 4059 residential assessments in the Moree Plains Shire Council region. All properties were revalued by the Valuer General this year. The valuation total as at 1st July 2014 was $165,260,015. Valuation as at 1st July 2015 is $164,000,910. This is a decrease of $1,259,105 or 0.76%, which can be attributed to individual revaluations in the Shire.
4)
Levy Amount
Residential rates levied in 2014/2015 came to a value of approximately $3,720,048. In 2015/2016 they will be approximately $3,783,324 (a total increase of $63,275) applying the 2.40% IPART increase over the total Residential Category. 5)
Percent Revenue
Residential rates contribute to approximately 17.67% of Council’s total rates revenue. 6)
Base Rate and Ad Valorem
The Base Rate for residential has been increased from $435 to $440. The Ad Valorem Rate was 0.0118279 in 2015, and is set at 0.0121790 for 2016.
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Residential Rural 1)
Overview
For the 2015/2016 rating year Council has adopted two separate Residential rating categories Residential and Residential Rural, however this year the ad valorem is the same. As such, these two Residential categories have had the 2.40% IPART increase applied in total. Due to relative movements in property valuations individual rates may increase by more or less than this average. 2)
Local Government Act Definition
Local Government Act 1993 (Chapter 15 Section 516) “Land is categorised as “residential if it is a parcel of rateable land valued as one assessment and: (c) It is rural residential land.” “Rural Residential land is defined in the Dictionary at the end of the Act to mean land that: •
•
is the site of a dwelling and is not less than 2 hectares and not more than 40 hectares in area; and is either: o not zoned or otherwise designated for use under an environmental planning instrument; or o zoned or otherwise designated for use under such an instrument for non-urban purposes; and does not have a significant and substantial commercial purpose or character
If a council sub-categorises and ordinary residential rate to apply to “rural residential land” that rate must be applied to all land throughout the area that qualifies under than definition. There is no authority for the Council to apply the sub-categorised rate to some parcels of rural residential land and not others.” 3)
Number of Assessments/Valuations
There are approximately 295 Residential Rural assessments in the Moree Plains Shire Council region. All properties were revalued by the Valuer General this year. The valuation total as at 1st July 2014 was $29,618,540. Valuation as at 1st July 2015 is $29,782,680. This is an increase of $164,140 or 0.55%, which can be attributed to individual revaluations in the Shire. 4)
Levy Amount
Residential Rural rates levied in 2014/2015 came to a value of approximately $455,583. In 2015/2016 they will be approximately $492,522 (a total increase of $36,939), applying the 2.40% IPART increase over the total Residential category. 5)
Percent Revenue
Residential Rural rates contribute approximately 2.30% of Council’s total rates revenue. 6)
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The Base Rate for Residential Rural has been increased from $435 to $440. The Ad Valorem Rate was 0.0118279 in 2015, and is set at 0.0121790 for 2016.
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Farmland 1)
Overview
For the 2015/2016 rating year Council has a single Farmland category. The Farmland category has had an overall increase of 2.40%. Due to relative movements in property valuations individual rates may increase by more or less than this average. 2)
Local Government Act Definition
Local Government Act (Chapter 15 Section 515) “Land is to be categorised as “farmland” if it is a parcel of rateable land valued as one assessment and it’s dominant use is for farming (that is, the business or industry of grazing, animal feedlots, dairying, pig-farming, poultry farming, viticulture, orcharding, bee-keeping, horticulture, vegetable growing, the growing of any crops of any kind, forestry or aquaculture within the meaning of the Fisheries Management Act 1994, or any combination of those businesses or industries) which: (a) has a significant and substantial commercial purpose or character, and (b) is engaged in for the purpose of profit on a continuous and repetitive basis (whether or not a profit is actually made). Land is not be categorised as farmland if it is rural residential land. The regulations may prescribe circumstances in which land is or is not be categorised as farmland. “ 3)
Number of Assessments/Valuations
There are approximately 1,478 Farmland assessments. All properties were revalued by the Valuer General this year. The valuation total as at 1st July 2014 was $3,032,442,270. Valuation as at 1st July 2015 is $3,116,234,310. This is an increase of $83,792,040 or 2.76%, which can be attributed to individual revaluations in the Shire. 4)
Levy Amount
Farmland rates in 2014/2015 were approximately $14,005,273. In 2015/2016 they will be approximately $14,341,400 (a total increase of $336,126 or 2.40%). 5)
Percent Revenue
The intent is to maintain ordinary rate revenue distributions constant. This means that Farmland General rates contribute approximately 66.99% of total rates revenue. 6)
Base Rate and Ad Valorem
The Base Rate for Farmland General has been increased from $795 to $820. The Ad Valorem Rate for 2015 was 0.0042310 and is set at 0.0042132 for 2016.
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Business Moree 1)
Overview
For the 2014/15 rating year Council will maintain three rate categories for all business assessments; one for Business Moree assessments, one for Business Gateway assessments and one for all other Business assessments. The Business Moree category has had the 2.40% IPART increase applied to the category as a whole. Due to relative movements in property valuations individual rates may increase by more or less than this average. 2)
Local Government Act Definition
Local Government Act (Chapter 15 Section 518) “Land is to be categorised as “business” if it cannot be categorised as farmland, residential or mining. The word business will include professional, commercial, trade and industrial purposes other than “mining” within the meaning of section 517(1) of the act. By virtue of section 529(2) of the Act, a sub-category may be determined for the “business” category according to the centre of activity. A ‘centre of activity might comprise a business centre, industrial estate or other concentration of “like” activities.” 3)
Number of Assessments/Valuations
There are approximately 459 Business Moree assessments in the Moree Plains Shire Council region. All properties were revalued by the Valuer General this year. The valuation total as at 1st July 2014 was $66,686,446. Valuation as at 1st July 2015 is $63,439,790. This is a decrease of $3,246,656 or 4.87%, which can be attributed to individual revaluations in the Shire. Map 1 highlights the area containing the Business Moree Assessments. 4)
Levy Amount
Business Moree rates levied in 2014/2015 came to a value of approximately $2,267,456. In 2015/2016 they will be approximately $2,321,868 (an increase of $54,411), applying the 2.40% IPART increase. 5)
Percent Revenue
Business Moree rates contribute to approximately 10.85% of Council’s total rates revenue. 6)
Base Rate and Ad Valorem
The Base Rate has been increased from $425 to $440, The Ad Valorem Rate for 2015 was 0.0310765, and is set for 0.0334161 for 2016.
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Business Moree Rate Category Locality - Map 1
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Business 1)
Overview
For the 2015/2016 rating year Council will maintain three rate categories for all business assessments; one for Business Moree assessments, one for Business Gateway assessments and one for all other Business assessments. The Business category has had the 2.40% increase applied to the category as a whole. Due to relative movements in property valuations individual rates may increase by more or less than this average. 2)
Local Government Act Definition
Local Government Act (Chapter 15 Section 518) “Land is to be categorised as “business” if it cannot be categorised as farmland, residential or mining. The word business will include professional, commercial, trade and industrial purposes other than “mining” within the meaning of section 517(1) of the act. By virtue of section 529(2) of the Act, a sub-category may be determined for the “business” category according to the centre of activity. A ‘centre of activity’ might comprise a business centre, industrial estate or other concentration of “like” activities.” 3)
Number of Assessments/Valuations
There are approximately 143 Business assessments in the Moree Plains Shire Council region. All properties were revalued by the Valuer General this year. The valuation total as at 1st July 2014 was $8,610,120. Valuation as at 1st July 2015 is $7,920,070. This is a decrease of $690,050 or 8.01%, which can be attributed to individual revaluations in the Shire. 4)
Levy Amount
Business rates levied in 2014/2015 came to a value of approximately $151,509. In 2015/2016 they will be approximately $155,145 (an increase of $3,636), applying the 2.40% IPART increase. 5)
Percent Revenue
Business rates contribute to approximately 0.73% of Council’s total rates revenue.
6)
Base Rate and Ad Valorem
The Base Rate has been decreased from $450 to $440. The Ad Valorem Rate for 2015 was 0.0101229, and is set at 0.0116445 for 2016.
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Business Gateway 1)
Overview
For the 2015/2016 rating year Council will maintain three rate categories for all business assessments; one for Business Moree assessments, one for Business Gateway assessments and one for all other Business assessments. The Business Gateway category has not been levied previously. Due to relative movements in property valuations individual rates may increase by more or less than this average. 2)
Local Government Act Definition
Local Government Act (Chapter 15 Section 518) “Land is to be categorised as “business” if it cannot be categorised as farmland, residential or mining. The word business will include professional, commercial, trade and industrial purposes other than “mining” within the meaning of section 517(1) of the act. By virtue of section 529(2) of the Act, a sub-category may be determined for the “business” category according to the centre of activity. A ‘centre of activity’ might comprise a business centre, industrial estate or other concentration of “like” activities.” 3)
Number of Assessments/Valuations
There are currently no assessments for this category, however Map 2 detailing the land area subject to this category is illustrated of the following page. 4)
Levy Amount
Business Gateway assessments do not have an existing levy amount. 5)
Percent Revenue
Business Gateway assessments currently do not contribute to Council’s revenue.
6)
Base Rate and Ad Valorem
The Base Rate will be the same as the current business Moree Base Rate and the ad valorem will progressively increase over five years until it equals the Business Moree category as detailed below: Financial Year
Percentage of Ad Valorem Business Moree
2015/2016
50%
2016/2017
50%
2017/2018
65%
2018/2019
80%
2019/2020
100%
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Business Gateway Category Locality - Map 2
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Mining 1)
Overview
For the 2015/2016 rating year Council does not expect to have any mining assessments to levy rates against. 2)
Local Government Act Definition
Local Government Act (Chapter 15 Section 517) “(1) Land is to be categorised as “mining” if it is a parcel of rateable land valued as one assessment and it’s dominant use is for a coal mine or metalliferous mine. (2) The regulations may prescribe circumstances in which land is or is not to be categorised as mining. 3)
Number of Assessments/Valuations
There are no assessments for this category. 4)
Levy Amount
Mining assessments do not have an existing levy amount. 5)
Percent Revenue
Mining assessments currently do not contribute to Council’s revenue. 6)
Base Rate and Ad Valorem
As Council do not currently levy for Mining Rates, Council has used information from neighbouring shires to estimate what could potentially be charged. The Base Rate would be $20,000 and the Ad Valorem would be approximately 2.8437.
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Special Rate - Business Intensive 1)
Overview
For the 2015/2016 rating year Council will maintain one special rate for Business intensive assessments. These assessments include cotton gins and commercial grain facilities The Business Intensive special rate has had the 2.40% IPART increase applied to the category as a whole. A map detailing the 2)
Local Government Act
Pursuant to Section 495 of the Local Government Act 1993 NSW Council commenced a special rate for Business Intensive in 2011/2012; this was levied on cotton gins and commercial grain facilities. 3)
Number of Assessments/Valuations
There are approximately 26 Business Intensive assessments. All properties were revalued by the Valuer General this year. The valuation total as at 1st July 2014 was $6,809,750. Valuation as at 1st July 2015 is $6,131,750. This is a decrease of $678,000 or 9.96%, which can be attributed to individual revaluations in the Shire. 4)
Levy Amount
Special rates levied in 2014/2015 came to a combined value of approximately $270,576. In 2015/2016 they will be approximately $277,067 (a total increase of $6,491), applying the 2.40% IPART increase. 5)
Percent Revenue
Special Rate Gins/Receivals rates contribute to approximately 1.29% of Council’s total rates revenue. 6)
Base Rate and Ad Valorem
The Base Rate has been increased from $1,320 to $1,330. 0.0346938, and is set at 0.0395462 for 2016.
The Ad Valorem Rate for 2015 was
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Special Rate - Industrial Drive 1)
Overview
For the 2015/2016 rating year Council will maintain one special rate for Industrial Drive assessments. These assessments include 43 assessments in the Industrial Drive area of Moree. The Industrial Drive special rate has had the 2.40% IPART increase applied to the category as a whole. Due to relative movements in property valuations individual rates may increase by more or less than this average 2)
Local Government Act Definition
Pursuant to Section 495 of the Local Government Act 1993 NSW Council commenced a special rate for Industrial Drive. The levy will be in place for 7 years (until 2017/2018) and yield $370,000 in total. Council will continue the special rate to repay loan funding for the road and drainage infrastructure work completed in the industrial drive complex of Moree. 3)
Number of Assessments/Valuations
There are approximately 43 assessments for Industrial Drive within the area shown on the Map 3 below. All properties were revalued by the Valuer General this year. The valuation total as at 1st July 2014 was $4,716,300. Valuation as at 1st July 2015 is $4,788,300. This is an increase of $72,000 or 1.53%, which can be attributed to individual revaluations in the Shire.
4)
Levy Amount
Industrial Drive rates levied in 2014/2015 came to a value of approximately $37,000. The levy will remain the same for 2015/2016. 5)
Percent Revenue
Industrial Drive Rates contribute to approximately 0.17% of Council’s total rates revenue. 6)
Base Rate and Ad Valorem
The Base Rate for Industrial Drive will remain the same as 2014/2015 at $200. The Ad Valorem Rate was 0.0061829 in 2015, and is set at 0.0059311 for 2016.
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Industrial Drive Special Rate Levy Locality - Map 3
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Rate Summary Table 1
Category
Number of Assess
Land Value 2015
Land Value 2016
Ad Valorem 2015
Ad Valorem 2016
Revenue 2015
Revenue 2016
% of Revenue 2016
Residential
4,059
$165,260,015
$164,000,910
0.0118279
0.0121790
$3,720,048
$3,783,324
17.67%
Rural Residential
295
$29,618,540
$29,782,680
0.0118279
0.0121790
$455,583
$492,522
2.30%
$3,032,442,270
$3,116,234,310
0.0042310
0.0042132
$14,005,273
$14,341,400
66.99%
Farmland
1,478
Business Moree
459
$66,686,446
$63,439,790
0.0310765
0.0334161
$2,267,456
$2,321,868
10.85%
Business
143
$8,610,120
$7,920,070
0.0101229
0.0116445
$151,509
$155,145
0.73%
Business Gateway
0
0
0
0
0.0116445
0
0
0%
Mining
0
0
0
0
2.8437
0
0
0%
Special Rate Gins/Receivals
26
$6,809,750
$6,131,750
0.0346938
0.0395462
$270,576
$277,067
1.29%
Industrial Drive
43
$4,716,300
$4,788,300
0.0061829
0.0059311
$37,760
$37,000
0.17%
$20,908,208
$21,408,326
100%
Total
6,503
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Special Rate Variations Under section 508 of the Local Government Act 1993 NSW, councils are permitted to seek a special variation of the Ministerial rate peg for any single year or of a period up to 7 years. This process involves an application from the council to the Minister of Local Government for a set percentage increase in the council’s total ordinary rate revenue. Council currently has two ongoing Special Rate Variations: • •
Road Sustainability – Sealed Network Tourism and Economic Development/Industrial Drive
2012/2013 was the final year of the Special Rate Variation, for Road Sustainability (9.25%), however funding raised from Special Rate Variation period will continue to be allocated to specific road projects.
2010 to 2013 Multiple Year Special Rate Variation Moree Plains Shire Council was successful in its special rate variation application over a three year period between 2010 to 2013. The special rates variation component detailed below equates to the additional expenditure on sealed road networks.
Special Rate Variation Expenditure Table 2
Rating Year
Annual SRV Increase Percentage
Rate Peg Increase Percentage
2011
9.25%
1,012,824
2012
9.25%
2,036,282
2013
9.25%
3,185,092
Special Rate Variation Component
2014
3.40%
3,293,385
2015
2.30%
3,369,133
2016
3.20%
3,446,623
2017
3.20%
3,525,895
2018
3.20%
3,606,991
2019
3.20%
3,689,952
2020
3.20%
3,774,821
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Tourism, Economic Development and the Industrial Drive Upgrade In 2005/2006 Council was granted a general rate increase by the Minister for Local Government for a total of $270,000. This increase was permanent and will be used to fund the following initiatives: • $117,130 to fund the loan repayments for the Industrial Drive upgrade. o As the loan to fund the Industrial Drive upgrades is a fixed loan this amount is annual amount is set for the life of the loan. • $152,870 to fund various tourism initiatives, festivals, events and promote economic development in the shire of Moree Plains. o From the 2009/2010 Financial Year, this amount will be increased by CPI. o The budget for the 2015/2016 Financial Year is $213,174. Money that is raised for the above purpose but not expensed in that same year will be placed into a reserve. This ensures that the money raised is only expended on projects that reflect the original intention of the levy increase. Details on previous expenditure from these funds are detailed each year in the Annual Report.
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Application for a new Special Rate Variation Independent Pricing and Regulatory Tribunal (IPART) Requirements A special rate variation allows councils to increase general income above the rate peg, under the provisions of the Local Government Act 1993 (NSW). There are two types of special rate variations that a council may apply for: • a single year variation (section 508(2)) or • a multi-year variation for between 2 to 7 years (section 508A). The need for additional funding through a special variation must be identified through the Council’s Integrated Planning and Reporting (IP&R) processes and the community engagement that underpins the preparation of these documents. This is most likely to occur during the preparation of a council’s Community Strategic Plan, Delivery Program, Long Term Financial Plan and where applicable, Asset Management Plan. This framework provides councils with a clear path for consulting with its communities on its needs and priorities and their willingness to pay rates at levels above the projected rate peg. Councils may only apply to IPART for a special variation to general income on the basis of those adopted IP&R documents. Proposed Application for Special Rate Variation - Road Sustainability – Unsealed Network Moree Plains Shire Council is considering its’ options for applying for a Special Rate Variation (SRV) for the rating year 2016/17 to increase funding for the unsealed roads network within the shire. Special variations are a means of acquiring additional funding to be able to deliver services and infrastructure that the community has requested and that council is unable to fund within its existing revenue. Council’s 2015-2016 unsealed rural roads budget is $2.15m. The budget allows for the following maintenance grading: KMs – Gravel
KMs - Black Soil
No of Grades per Year
Sub-Arterial
722.41
43.44
2.5
1,000,068.28
60,136.16
Collector
283.76
70.19
2.0
314,258.52
77,734.02
Access A
352.56
132.65
1.0
195,226.57
73,453.61
Access B
258.75
93.49
0.5
71,640.11
25,884.58
$1,581,193.50
$237,208.37
Type of Road
Total
Cost per Year Gravel
Cost per Year Black Soil
Note: Figures in this table are based on the most recent figures available, however the Asset Management Team is currently reviewing the road types which may affect these calculations. The remaining $333,383 covers other maintenance including resheeting, clearing vegetation control and drainage. Should the community wish to increase the level of service to have all gravel roads resheeted every 5 years (based on gravel depth of 100mm and 6m wide) the budget shortfall would be $6,390,296. Assumptions for Special Rate Variation
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The special rate variation would be spread over all rating categories based on a weighted average contribution to income. Each rating category would have the same percentage increase applied.
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Variation Types available to Council 1. Single Year Variation Example Only – Impact on average ratepayer for a 5% and 10% Special Rate Variation including 2.5% rate peg
Number of Assessments
Category
Residential Urban
2.5% Rate Peg
Rate Peg Plus 5% SRV
Rate Peg Plus 10% SRV
Additional Cost per Year above rate peg for 5% SRV
Additional Cost per Year above rate peg for 10% SRV
4,059
955.38
1,001.99
1,058.15
$69.91
$116.51
Residential Rural
295
1,711.31
1,794.79
1,783.04
$125.22
$208.70
Business-Moree
459
5,185.02
5,437.94
5,703.52
$379.39
$632.32
Business
143
1,112.06
1,166.30
1,223.26
$81.37
$135.62
1,478
9,945.83
10,440.99
10,940.41
$727.74
$1,212.91
Industrial Drive
43
860.47
860.47
860.47
0
0
Business Intensive
26
10,922.95
11,455.78
12,015.25
$532.83
$1,065.65
Farmland
The 5% SRV would yield approximately an additional $534,283 and a 10% SRV $1,068,567 above the rate peg in rating income to help maintain the unsealed road networks within the shire.
2. Multi Year Variation Example Only – Overall increase in general revenue with a 5% increase in year 1 and a 3% increase from years 6 to 7 2017
2018
2019
2020
2021
2022
2023
2.50%
2.50%
2.50%
2.50%
2.50%
2.50%
2.50%
General Revenue
21,943,547
22,492,136
23,054,439
23,630,800
24,221,570
24,827,109
25,447,787
Proposed SRV %
5.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
General Revenue
23,013,964
24,279,732
25,615,117
27,023,949
28,510,266
30,078,331
31,732,639
Additional Income
$1,070,417
$717,179
$773,081
$832,470
$895,547
$962,525
$1,033,630
Cumulative Total
$1,070,417
$1,787,596
$2,560,677
$3,393,147
$4,288,694
$5,251,219
$6,284,849
Rate Peg Percentage
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Additional Information Ad Valorem Rates Council sets Ad Valorem rates that continue the revenue contribution percentage from each category of ordinary rate from previous years and that reflect the land values in those categories. This process is in agreement with the notion that council rates are not a ‘poll tax’. In other words, total tax on land that has a high value must be higher than tax on land that is less valuable in comparison.
Rate pegging increase Rate pegging is a term that is commonly associated with sections 506 and 509 of the Local Government Act 1993. This term refers to the practice of limiting the amount of revenue a council can raise from ordinary and special rates by setting a limit on the increase of these rates from previous years. It is important to note that this limit (in the form of a percentage cap) does not apply to an individuals rate levy but rather the total rate levies raised from ordinary and special rates (excluding water, sewerage and waste charges). The Independent Pricing and Regulatory Tribunal (IPART) is responsible for setting the rate peg each year. For 2015/16, IPART have set the rate peg at 2.40%.
Interest on Outstanding Rates and Charges The interest rate applied on all outstanding rates and charges for the 2015/2016 year will be the RBA Cash Rate (currently 2.50%) plus 6% as per the OLG guidelines, which is 8.50%.
Pensioner Rebates Rebates are available to eligible pensioners who are solely or jointly liable for the payment of rates and charges. These rebates are as follows:
50% of the combined ordinary rates and domestic waste management charge up to a $250.00 maximum rebate. Up to a maximum of $87.50 on water availability charges. Up to a maximum of $87.50 on sewer availability charges.
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Charges In accordance with Sections 496, 501 and 502 of the Local Government Act 1993, Council is able to charge for the provision of water, sewer and domestic waste services. The charges levied by Council in relation to these items are explained as follows. Best Practice Pricing and National Competition Policy have had a significant impact on the charges structure of water and sewer. The following pricing polices are in accordance with these methodologies.
Water Charges The level of charges is set to enable Council to provide sufficient funds to operate and maintain a water supply service, to re-pay existing loans, to minimise the use of loan funds for new capital works and to meet the requirements of Best Practice Pricing and the National Competition Policy. It is also in the best interests of the community and the environment that Council encourages water users to conserve water. In accordance with Local Government Act 1993 NSW, water charges are levied upon:
Land that is supplied with water from Council mains. Vacant land situated within 225 metres of a Council water main whether or not the property is connected to Council’s water supply provided it is possible to supply water to the property if requested.
The majority of Council's water charging structure is made up of two components, a fixed annual charge for all properties and a consumption charge based on actual water consumed. In 2015/2016 the consumption charge will again consist of a two tier pricing structure.
(a) Water Availability Charge Under section 501 of the Local Government Act 1993, Council levies the following charges:
One availability charge per annum of $280.00 for each Council connected water meter for residential customers that have a 20mm, 25mm or 32mm connection. Residents with a larger connection will pay an access charge based on the following commercial charges.
Commercial premises will be subject to an availability charge based on connection size. The charges are detailed in Table 4.
A property with no connection will receive the minimum $280.00 charge as an availability fee.
Each parcel of separately valued vacant land is to be levied one availability charge of $280.00 (Section 501(3) Local Government Act 1993).
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Non-Ratable land (pursuant to Sections 555 Local Government Act 1993) is NOT exempt of this charge as the charge is limited to the cost of providing the service to the land (Section 503 (2) of the Local Government Act 1993). Land unable to be connected to a Council water pipe or land further than 225 metres from a Council water pipe will not be subject to a water availability charge. Note: Land outside the 225 metre radius that requires water connection will have to pay the full cost for that connection. This fee is calculated on a case-by-case basis. (b) Consumption Charges Under section 501 of the Local government Act 1993 NSW Council levies the following water consumption charges: Water consumed and recorded through the meter will be charged at 158 cents per kilolitre for potable water up to 750 KL per annum. Consumption exceeding 750 KL per annum will be charged at the next tier of pricing at 205 cents per kilolitre. Non-potable water will be charged at the rate of 106 cents up to 750 KL per annum and at 173 cents per kilolitre thereafter. In conforming to Best Practice Pricing no water allowance will be in place. Charges are levied on the properties total consumption during the billing period, which will be conducted on a quarterly basis.
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Water Charges 2015/16 Table 3
Charge Category - Consumption
Charge for 2014/15
Proposed Charge for 2015/16
Difference ($)
Total Yield for 2015/16
Consumption Charge Moree Shire Potable up to 750 Kl per annum
$1.44\KL
$1.58\KL
$0.14
$2,230,997.19
Moree Shire Potable in excess of 750 Kl per annum
$1.86\KL
$2.05\KL
$0.19
$1,235,016.30
Moree Shire Non-Potable up to 750 Kl per annum
$0.96\KL
$1.06\KL
$0.10
$84,901.46
Moree Shire Non-Potable in excess of 750 Kl per annum
$1.57\KL
$1.73\KL
$0.16
$59,506.83
Estimated Sub Total Consumption
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$3,610,421.78
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Water Charges 2015/16 Table 4
Charge Category – Availability
Residential Water Availability Charge 20mm to 32mm Non Residential Charge
Water
No of A’ments
Charge for 2014/15
Proposed Charge for 2015/16
Difference ($)
Total Yield for 2014/15
3852
$270.00
$280.00
$10.00
$1,052,730.00
547
$270.00
$280.00
$10.00
$153,160.00
75
$421.90
$437.50
$15.60
$32,812.50
65
$619.20
$716.80
$97.60
$48,025.60
77
$1,080.00
$1,120.00
$40.00
$86,240.00
62
$1,687.50
$1,750.00
$62.50
$108,500.00
18
$3,500.00
$3,600.00
$100.00
$64,800.00
24
$4,000.00
$4,100.00
$100.00
$98,400.00
2
$7,600.00
$8,050.00
$350.00
$15,400.00
1
$27,000.00
$28,000.00
$1,000.00
$28,000.00
Availability
20 Millimetre Connection Non Residential Charge
Water
Availability
25 Millimetre Connection Non Residential Charge
Water
Availability
32 Millimetre Connection Residential and Non Residential Combined Water Availability Charge 40 Millimetre Connection Residential and Non Residential Combined Water Availability Charge 50 Millimetre Connection Residential and Non Residential Combined Water Availability Charge 80 Millimetre Connection Residential and Non Residential Combined Water Availability Charge 100 Millimetre Connection Residential and Non Residential Combined Water Availability Charge 150 Millimetre Connection Residential and Non Residential Combined Water Availability Charge 200 Millimetre Connection Total
4725
Estimated Total
$1,713,898.10 $5,324,319.88
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Sewerage and Trade Waste Charges Council’s policy is to levy standard charges across all sewered areas of the Shire. Sewer charges in Moree Plains Shire are amalgamated. This allows the total cost of sewer infrastructure to be spread across the entire shires sewered population. Council has set charges to provide sufficient funds to operate and maintain sewerage services, to re-pay existing loans and to generate additional reserves to provide for capital works and upgrades in the future. As with water charges, Council also has a responsibility to implement the principles of Best Practice Pricing and the National Competition Policy. In accordance with the Local Government Act 1993, sewerage charges are levied upon:
Land that is connected to Council’s sewer mains Vacant land situated within 75 metres of a Council sewer main whether or not the property is connected, provided it is possible for the land to be serviced if requested.
Residential Residential sewer charges will consist of one flat tariff of $650.00.
Non-Residential All non-residential properties will be charged based on a two-tier pricing system. Sewer charges will be in accordance with Best Practice Pricing guidelines, which prescribes an availability charge based upon the corresponding water meter connection size multiplied by the Sewerage Discharge Factor and per kilolitre usage charges based on water usage and disposal estimates. Disposal estimates will be based on the type of business and an estimated discharge factor that is are listed in the Sewer and Trade Waste Discharge Factor Examples Table 7. To calculate sewerage disposal fees, water consumption is multiplied by the discharge factor of those particular premises then charged at a rate of $1.20 per kilolitre. The access charges will be as provided in tables 5 and 6.
Note: A non-residential premises will pay the minimum of $650.00. For example, if the discharge factor of a business etc, causes the access charge to be less than $650.00, that premises will pay the minimum of $650.00.
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Sewer Charges 2015/16 Table 5 Non Residential Charges
No of A’ments
Proposed 2014/15
Multiplied by SDF (Ave.0.78)
Proposed 2015/16
Multiplied by SDF (Ave.0.78)
Total Yield for
Diff ($)
2015/16
20 Millimetre Water Connection
304
$630.00
$630.00
$650.00
$650.00
$20.00
$197,600.00
25 Millimetre Water Connection
54
$630.00
$630.00
$650.00
$650.00
$20.00
$35,100.00
32 Millimetre Water Connection
58
$781.23
$609.36
$806.05
$628.72
$24.82
$46,749.70
40 Millimetre Water Connection
28
$1,220.68
$952.13
$1,259.40
$982.33
$38.72
$35,263.20
50 Millimetre Water Connection
24
$1,907.30
$1,487.69
$1,967.85
$1,534.92
$60.55
$47,228.50
80 Millimetre Water Connection
5
$4,882.70
$3,808.51
$5,037.70
$3,929.41
$155.00
$25,188.50
100 Millimetre Water Connection
1
$7,629.22
$5,950.79
$7,871.40
$6,139.69
$242.18
$7,871.40
150 Millimetre Water Connection
0
$17,165.74
$13,389.28
$17,710.60
$13,814.27
$544.86
$0.00
200 Millimetre Water Connection
0
$30,516.88
$23,803.17
$31,485.50
$24,558.69
$968.62
$0.00
$630.00
$630.00
$650.00
$650.00
$20.00
$77,350.00
Non-Residential No Water Connection
119
Estimated Sub Total
593
$472,351.30
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Sewer Charges 2015/16 Table 6 Charge Category
No of Assessments
Charge 2014/15
Proposed 2015/16
Difference
Total Yield for
($)
2015/16
Other Charges Sewer Balonne Shire
1
$1,883.75
$1,943.55
$59.80
$1,943.55
Gurley Common Effluent
4
$441.00
$455.00
$14.00
$1,820.00
$1.16
$1.20
per KL
per KL
$0.08
$347,192.50
$630.00
$650.00
$20.00
$2,202,480.00
Sewer Discharge (SD)
474
Residential Sewer Availability Charge
3484
Estimated Sub Total
3963
$2,551,722.45
Estimated Total Sewer Revenue
4556
$3,024,073.75
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Sewer and Trade Waste Discharge Factor Examples For a comprehensive list and notation comments, refer to NSW Office of Water – Liquid Trade Waste Regulation Guidelines. Table 7 Discharger
Sewerage Discharge Factor
Trade Waste Discharge Factor
Bakery
0.95
0.25
Butcher
0.95
0.90
Cakes/Patisserie
0.95
0.50
Car Detailing
0.95
0.90
Car Washing
0.75
0.70 (5)
Charcoal Chicken
0.95
0.80
Community Hall (minimal food only)
0.95
N/A (2)
Delicatessen (mixed no hot food)
0.95
N/A (2)
Dental Surgery with x-ray
0.95
0.80
Fresh Fish Outlet
0.95
0.90
Hairdresser
0.95
N/A (2)
KFC/Red Rooster
0.95
0.80
Laundromat
0.95
0.92 (5)
McDonalds Restaurant
0.95
0.62
Mechanical Workshop (3)
0.95
0.70
Optometrist
0.95
N/A (2)
Panel Beating/Spray Painting
0.95
0.70
Printer
0.95
0.85
Restaurant (4)
0.95
0.50
Service Station
0.90
0.70
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Trade Waste Charges As a component of Best Practice Pricing, Council will also charge a Trade Waste Discharge fee. This fee is similar to sewer discharge fees but will only apply to non-residential customers who have significant trade waste discharge. The trade waste discharge fee consists of two components; a fixed fee and a usage charge.
Trade Waste Usage Charges To calculate trade waste charges the water consumption is multiplied by the Trade Waste Discharge Factor (Table 7 on previous page) and then multiplied by the applicable trade waste usage charge as per Council’s Fees and Charges.
Developer Charges Developer charges provide a source of funding for infrastructure required for new urban development; and pricing signals regarding the cost of urban development and thus encourage less costly forms and areas of development. Councils have the power to levy developer charges for water supply, sewerage and storm-water under S64 of the Local Government Act 1993. Please refer to appendix A for more detail. Council will levy developer charges for water and sewer in 2015/2016. These charges will be in accordance with a developer service plan. Developer charges apply when a new allotment is created. These new allotments create a future burden on existing infrastructure and under the Best Practice Pricing guidelines that cost must be recognised and recovered. Charges for trade waste and developer charges are detailed in the fees and charges schedule.
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Additional Information The following information has been provided from circular No.1 from the Department of Public Works and Services (Ref: TWTR03-005). Developer charges provide a source of funding for infrastructure required for new urban development; and pricing signals regarding the cost of urban development and thus encourage less costly forms and areas of development. Councils have the power to levy developer charges for water supply, sewerage and storm water under Section 64 of the Local Government Act1993. To comply with best practice pricing, local water utilities need to implement a Development Servicing Plan (DSP) with commercial water supply and sewerage developer charges in accordance with the above guidelines. This involves: • Calculating the capital cost of assets serving development • Calculating the capital charge (capital cost + return on investment) • Assessing the reduction amount • Preparing draft DSPs • Consulting the community and stakeholders, including exhibiting the draft DSPs • Adopting developer charges in the final DSPs, after considering the comments received during consultation.
Development Servicing Plans, an Exemption Document or a Policy Document need to be provided to the Ministry for registration by 30 June. Best-practice pricing and developer charges are a pre-requisite to eligibility for financial assistance towards the capital cost of backlog water supply and sewerage infrastructure under the Country Towns Water Supply and Sewerage program.
Note: 1 An LWU with growth of less than 5 lots/annum may resolve not to levy developer charges. Such an LWU needs to prepare a brief Exemption Document in accordance with the Developer Charges Guidelines. An LWU with growth of 5 or more lots/annum that resolves not to levy developer charges needs to prepare a Policy Document in accordance with the Developer Charges Guidelines. However, such an LWU would fail to comply with best practice.
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Stormwater As per the Stormwater Management Guidelines 2006, stormwater management can be broadly defined as managing the quantity and quality of stormwater runoff from a catchment with the aim of: • minimising stormwater impacts on aquatic ecosystems; • minimising flooding impacts; and • utilising stormwater as a water resource. The Local Government Act defines a stormwater management service as “a service to manage the quantity or quality, or both, of stormwater that flows off land, and includes a service to manage the re-use of stormwater for any purpose”. Closely related to stormwater management is the restoration or rehabilitation of creeks and other waterways degraded by past stormwater runoff impacts. The land within a catchment can be broadly categorised for stormwater management purposes as: • • •
public land owned by council (eg parks and roads); private land (eg private residential properties and commercial/industrial premises); and non-rateable land that is not council owned public land.
Council stormwater management activities can therefore be split as follows: • • •
stormwater management services to private land; stormwater management services to public and other non-rateable land; and restoration activities (ie restoring degradation arising from past poor practices, including stream and riparian vegetation rehabilitation).
Levying a Stormwater Management Service Charge The purpose of the charge is to allow Council the option to raise additional revenue to cover some or all of the costs of providing new/additional stormwater management services within a catchment, suburbs, town or local government area (LGA). This is to cover costs additional to those attributed to the level of service provided to the area in previous years, which has been funded by Council’s general income. Council has not previously levied a stormwater charge. As per the Stormwater Management Guidelines, charges will be as follows: Table 8 Land Type
Charge
Urban Residential
$25.00
Residential Strata
$12.50
Urban Business Land
$25.00 per 350m2 or part thereof
The level of the charge must not exceed the anticipated cost of providing a new/additional stormwater management service to land subject to the charge.
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New Pricing Methodologies, Government Reform and Developer Charges The NSW Government encourages best practice pricing for local government water and sewerage utilities. The purpose of best practice pricing is to: • Encourage the effective and efficient delivery of water supply and sewerage services • To promote sustainable water supply practices and water demand management throughout NSW. Best Practice Pricing was mandatory from the 1st of July 2004 if councils wished to make a dividend payment from the surplus of a local water utility or sewer business to general revenue. It was also a requirement that best practice pricing be in place for financial assistance under the Country Towns Water Supply and Sewerage (CTWS&S) Program. This program provided funding to councils for public sewer and water infrastructure works in towns and villages to provide a basic level of services to these communities. This program was available until the year 2008. At that point councils were expected to fund all backlog capital works independently. In relation to Moree Plains Shire Council these completed and proposed future works included: • The Ashley sewerage scheme • The Boggabilla sewerage scheme Best practice pricing presents six compliance criteria to Local Government. These include: • Strategic Business Planning • Pricing and Developer Charges • Demand Management • Drought Management • Performance Reporting • Integrated Water Cycle Management Council resolved on the 17/04/2003 (Res 03/07/14) to implement Best Practice Pricing in the 2004/2005 financial year.
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Price Guidelines for Best Practice Pricing The following information has been provided from circular No.1 from the Department of Public Works and Services (Ref: TWTR03-005). Appropriate water supply, sewerage and liquid trade waste pricing is fundamental to effective management of water supply and sewerage businesses. Local Water Utilities need to implement appropriate water supply, sewerage and trade waste pricing to comply with the Council of Australian Governments’ (COAG) Strategic Framework for Water Reform and the NSW government’s commitment to National Competition Policy. This process involves: • • • •
• •
Full cost-recovery for water supply and sewerage businesses to ensure sustainability. Charges must be independent of land values. A two-part tariff for water supply, with an appropriate water usage charge per kilolitre and access charges based on the service connection size (20ml, 30ml, 100ml, etc). A uniform annual sewerage bill per residential property independent of land values. A two-part tariff for non-residential sewerage with an appropriate sewer usage charge per kilolitre and access charges based on the size of the water service connection size. The sewerage usage charge per kilolitre is industry specific and is calculated based on water consumption and estimated water disposal into the sewerage system. For example a bakery store will use the greatest proportion of their water in food preparation preventing that water from entering the sewer system. Whereas a butcher shop will traditionally use the greatest proportion of their water for floor washing, therefore that water is entering the local sewer system. Appropriate trade waste fees and charges for all liquid trade waste dischargers. Community consultation on appropriate new tariff options.
Note: Trade waste and sewer pricing is to reflect the cost that pollution places on the treatment of sewerage and waste. When trade waste and other pollutants enter treatment systems, maintenance and processing costs are increased. The point to be made is that businesses and commercial premises that create trade waste are a direct cause of higher cost generation for Council’s treatment facilities.
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Waste Management Charges Council levies six specific types of annual waste charges:
Domestic Waste Management Service All residential properties containing a single dwelling or strata unit/flat within the collection service areas will be levied a “Domestic Waste Management Charge”, where the service is available. This charge per annum is $421.50 for a 140lt bin. A weekly service is available and the full annual charge is payable whether or not the service is used each week. Additional weekly services will result in an additional $421.50 being charged for each additional service. This service includes a fortnightly recycling collection service that is provided by the collection of one 240lt yellow recycle bin and a 240lt Green Waste bin, which will be used for organics, such as leaves, kitchen scraps and lawn clippings. Non-strata titled residential units/flats and rural multiple occupancy urban properties that have the recycling and green waste collection services available will be levied an annual charge of $421.50 dependent upon the number of units/flats or rural dwellings contained upon the property. Moree Plains Shire Council currently services the townships of Moree, Mungindi, Boggabilla, Ashley, Gurley, Garah, Boomi, Weemelah, Biniguy, Yarraman and Pallamallawa. In addition Council also provides waste collection to various outlying areas. For more information please contact Moree Plains Shire Council’s Water and Waste Department.
Domestic Waste Management Service Option 2 (240lt Red Bin) All urban residential properties containing a single dwelling or strata unit/flat within the collection service areas that have elected or wish to elect to have a large 240lt red waste bin, instead of the smaller 140lt red bin, will pay an additional $69.30. The service will still operate on a weekly basis for garbage collection and recycling and green waste collection will be at a fortnightly interval. The total charge for this service will be $490.00, for all Moree Shire Plains Council ratepayers.
Domestic Waste Management Charge – Vacant This charge is applicable for each parcel of valued vacant ratable land for which the service is available. In 2015/2016 this will be $91.70.
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Commercial Waste Management Charge Properties containing a place of business or industry or where activity other than private residential occupation occurs (excepting caravan and mobile home parks), including properties exempt from the levy of the Ordinary Rate, and who avail themselves of Council’s collection service are charged a ‘Commercial Waste Management Charge of $437.50 per annum. A weekly service is rendered and the full annual charge is payable whether or not the service is used each week. Additional weekly services will result in an additional $437.50 being charged for each additional service. The business will be provided with one 240lt red bin for garbage and one 240lt yellow bin for recycling. Businesses may also request an Organics (green) bin at a cost of $54.60.
Additional Recycling Service Charge Additional 240lt recycling services will be charged $129.55 per additional bin service.
Additional Green Bin Service Charge Additional 240lt organics services will be charged $54.60 per additional bin service.
360 Litre Recycle Bin Upgrade A larger 360lt recycle bin may be substituted for the 240lt standard recycling bin at additional charge of $51.00.
Waste Management Levy The waste management levy was introduced to fund council’s ability to accept and dispose of waste, educate on waste, recycle, provide waste services to rural and village residents, provide a proper provision for hazardous waste disposal and prevent further littering of Moree Plains Shire. In addition this levy will contribute towards the cost of maintaining the waste management facility. The waste management levy includes: •
•
A charge of $145.60 to rural and urban ratepayers. Total yield from the Waste Management levy is estimated to be $962,707.20 for 2015/16.
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Waste Collection Charges 2015/16 Table 9 No of Services/ Assessments
Waste Charge
Charge 2014/2015
Proposed 2015/16
Difference
Total Yield
($)
2015/16
Domestic Waste Domestic Waste Collection
4678
$413.25
$421.50
$8.25
$1,971,777
1,253
$67.95
$69.30
$1.35
$86,832.90
Upgrade - Recycle Bin (360L)
10
$50.00
$51.00
$1.00
$510.00
Additional Service - Organic Bin (240L)
10
$53.55
$54.60
$1.05
$540.60
8
$127.00
$129.55
$2.55
$1,036.40
10
$178.50
$182.05
$3.55
$1,820.50
859
$428.90
$437.50
$8.60
$375,812.50
NA
$150.00
341
$89.90
$91.70
$1.80
$31,269.70
6,612
$142.75
$145.60
$2.85
$962,707.20
Domestic Waste – Additional Services Upgrade - Domestic Large Bin (240L)
Additional Service - Recycle (240L) Additional Service - Recycle - (360L) Non Domestic Waste Commercial Waste Collection Additional Service – Waste (240L)*
$0
Other Waste Charges Vacant Waste Charge Waste Management Levy Total Yield
$3,432,306.80
Note: The Domestic Waste Collection Charge includes the standard 140lt red waste bin, a standard 240lt yellow recycling bin and a standard 240lt green organics bin. Changes to this combination will result in additional charges to this base charge as detailed in the above table. Requests for additional services will be declined if the rates are in arrears. Non Domestic Waste - Additional Service - Waste (240L)* is only available to existing commercial properties that have been levied the full Commercial Waste Collection charge of $437.50.
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Grants Moree Plains Shire Council receives various grants that enable council to fund community and infrastructure projects across the shire. These grants can be both Tied and Untied. Tied Grants are funds that are required to be used for a specific purpose. Section 409 sub-section 3 (c) of the Local Government Act 1993, ‘ money that has been received from the government or from a public authority by way of a specific purpose grant may not, except without the consent of the government or public authority, be used otherwise than for that specific purpose’. Untied Grants are grants such as general-purpose financial grants.
Major Annual Grants Table 10 Grant Title
Grant Description
Grant for 2015/2016
Tied Grants Roads to Recovery
State government grant that provides funding for road repair and maintenance.
$2,558,624
RMS – Regional Road Funding
State government grant that provides funding for road repair and maintenance.
$1,596,000 (Estimated)
Untied Grants General Financial Assistance Grant
Federal Government grant that council has complete discretion to utilise for any purpose within the Local Government Act 1993.
$6,505,000 (Estimated)
Note: Additional road funding was granted during the 2014 Budget Announcement, providing an additional payment for the Roads to Recovery Program. This is a one off double payment for this financial year. The Financial Assistance Grant has been frozen for 2 years with no indexing being applied.
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Investments Under section 625 of the Local Government Act 1993, council is able to invest money that is not, for the time being, required by the council for any other purpose. Investment of funds is to be within the guidelines set by the Minister for Local Government. The current investment strategy of Moree Plains Shire Council is to maximise earnings from authorised investments. Investment may be made with any of the authorised deposit taking institutions as regulated by APRA in accordance with the Banking Act 1959 and have an attended office operating within the Moree Plains Shire or any other authorised deposit taking institutions as regulated by APRA in accordance with the Banking Act 1959 by resolution of Council. That total amount invested should not exceed 40% with any one of the major four banks and investment with any other approved institution will not exceed 20% of the total investment portfolio at any one time. Table 11
FINANCIAL YEAR
INTEREST
2010
$608,000
2011
$874,000
2012
$867,000
2013
$620,000
2014
$525,000
2015 (estimated)
$500,000
2016 (estimated)
$500,000
2017 (estimated)
$500,000
2018 (estimated)
$480,000
Further details are provided in the Long Term Financial Plan
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Borrowings Within the provision of Part 12 of the Local Government Act 1993 Council undertakes borrowings to fund major capital works projects. Table 12 Fund Item
Amount $
Water Fund Reservoir Maintenance
$1,200,000
Boggabilla Raw Water Pump Replacement Project
$650,000
Waste Fund Remediation Yarraman Landfill
$2,200,000
Sewer Fund Sewer Telemetry
$1,253,000
General Fund Moree Artesian Aquatic Centre – Capital Upgrades
$400,000
Memorial Hall – Statutory Upgrades
$1,180,000
Total
$6,883,000
Debt Service Ratio The debt service ratio is used to show the amount of annual revenue necessary to service annual debt obligations (loan repayments). It also shows the commitment of or from future revenue necessary to fund long term capacity. The Department of Local Government has indicated that a ratio of less than 10% is recommended for non developing Councils. The ratios detailed below include proposed new borrowings for 2015/2016 listed on previous page. The calculations for the following ratios assume no additional income from the Special Rate Variation. Table 13 FUND
2014
2015 (Est)
2016(Est)
2017(Est)
General Fund
6.14%
7.72%
8.00%
8.45%
Sewer Fund
11.17%
10.64%
11.16%
10.84%
Water Fund
11.26%
16.82%
18.02%
18.37%
Consolidated
7.19%
10.34%
9.97%
10.35%
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Fees Section 608 of the Local Government Act permits fees to be charged for services provided by Council. The services for which an approved fee may be charged include the following services provided under the Local Government Act 1993, any other Act or the specified regulations: • • • •
Supplying a service, product or commodity. For example issuing of Section 603 Certificates Giving information Providing a service in connection with the exercise of Council’s regulatory functions including receiving an application for approval, granting an approval, making an inspection and issuing a Certificate Allowing admission to any building or enclosure.
Council may charge an approved fee for inspecting premises that are reasonably required to be inspected, in the exercise of its functions, whether or not the inspection is requested or agreed to by the owner or occupier of the premises. Council has adopted a full cost recovery policy in regard to Private Works. Pursuant to the Local Government Act 1993, Council is able to conduct private works that include: • • • • •
Road Construction Drainage Construction Tree Planting and Maintenance Excavation Tree Felling.
The details of each fee to be charged, the type of fee, and the amount of the fee are set out in full in Council’s Schedule of Fees and Charges.
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MOREE PLAINS SHIRE COUNCIL - FEES AND CHARGES 2015/2016 Schedule of Fees and Charges Goods & Services Tax (GST) This list of fees and charges has been prepared based on assumptions made regarding the GST status of each fee and charge. Should the GST legislation or the interpretation of this legislation change, Council reserves the right to increase or decrease the GST component of the Fees and Charges stated, the total fee or charge payable will not change.
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Admin - Council Documents Page 1 of 1
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Free
Maps Shire Map Preparation of new map / layer in GIS for external customer Tender Documents Tender Document Fee
Fee Description Business Papers and Minutes Email - PDF format
Planning and Development Certified Copy of Document, Map or Plan Copies of documents from DA's files - A4 Copies of documents from DA files - greater than A4 LEP Copy - Current (doc & maps) DCP Copy - (document) Other Archival Research - search and supply
Unit Rate
GST
Free
Per year
N/A
$15.00 $31.00
$15.00 $31.00
Per map per hour
$1.36 $2.82
$73.00
$74.00
Per document
$6.73
$53.00 Per copy $1.00 Per sheet $4.00 Per sheet $255.00 Per package $10.00 Per application
Exempt Exempt Exempt $23.18 $0.91
$53.00 $1.00 $4.00 $250.00 $9.30
$42.00
$42.00
Per hour
Notes: - All copies of Business Papers to electronic and print media outlets are provided at no cost.
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)
Section: Various Responsible Officer: Various
Delivery Program 2014-2017 and Operational Plan 2015-2016
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$3.82
Admin - Government Information (Public Access) Act 2009 Page 1 of 1
2014/2015 (Inc GST)
Fee Description
2015/2016 (Inc GST)
Unit Rate
GST
S S
GIPA - Access Application Fee - S63(3) GIPA Act GIPA - Processing Charges.
$30.00 $30.00
$30.00 Per application $30.00 Per hour
Exempt Exempt
S S
GIPA - Internal Review Fee - Statutory S85 GIPA Act. GIPA - Internal Review Processing Charges
$40.00 Free
$40.00 Per application Free
Exempt N/A
Notes: - GIPA previously known as Freedom of Information Act (FOI). - Application fees count as payment towards any processing charges payable.
Fee Methodology: - All fees marked with S are statutorily mandated
Section: Executive Responsible Officer: IPR Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Admin - Printing and Stationery Page 1 of 1
2014/2015 (Inc GST)
2015/2016 (Inc GST)
$3.00 $5.00
Unit Rate
GST
$3.00 $5.00
Per sheet Per sheet
$0.27 $0.45
$12.00 $7.00 $44.00 $38.00 $29.00 $44.00
$12.00 $7.00 $30.00 $20.00 $10.00 $30.00
Per plan Per plan Per plan Per plan Per plan Per metre
$1.09 $0.64 $2.73 $1.82 $0.91 $2.73
Binding Binding - spiral bound Binding - heat bound
$5.00 $5.00
$5.00 $5.00
Each Each
$0.45 $0.45
Other Laminating Folding
$5.00 $7.00
$5.00 $7.00
Per page Per hundred
$0.45 $0.64
Fee Description Photocopying Photocopying - Black & White Photocopying - Colour Plan copying / printing Plans - Size A0 & Other - Black & White Plans - Size A1 & A2 - Black & White Plans - Size AO - Design Plotter Plans - Size A1 - Design Plotter Plans - Size A2 - Design Plotter Plans - Larger than AO Design Plotter
Notes: - If own paper is supplied all copying is the same price as listed above. - Plans that are not standard size should be charged at the next standard size up.
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)
Section: Corporate Services Responsible Officer: Records Coordinator
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Administration - Rates Page 1 of 1
2014/2015 (Inc GST)
Fee Description Section 603's S Section 603 Certificate - outside water supply area S Section 603 Certificate - within water supply area Section 603 Certificate - Urgency Fee (Issued within 1 business day of receiving application) Valuations Valuation, Ownership search and supply Other Accrual of interest on Rates, Charges & Debtors (S566 LGA) S 2 or more reprints of Rates & Water Notices Dishonoured fee - cheque Dishonoured fee - cheque water billing Dishonoured fee - direct debit Dishonoured fee - direct debit water billing
2015/2016 (Inc GST)
GST
Unit Rate
$70.00 $98.00
$75.00 Per application $103.00 Per application
Exempt Exempt
$55.00
$55.00 Per application
$5.00
$21.00
$21.00 Per application
Exempt
8.50% $17.00 $46.00 $13.00 $13.00 $13.00
8.50% $17.00 $47.00 $47.00 $13.00 $13.00
Per notice Per cheque Per cheque Per debit Per debit
Exempt Input Tax Input Tax Input Tax Input Tax
Notes: - Section 603 - residential properties require a water meter reading in addition to the Sec 603 fee. - Section 603 Certificate within water supply area - S603 is statutory and the water meter charge is obtained from water supply charges on Meter Reading under Water Supply - Valuation Extract sourced from Crown Land Titles
Fee Methodology: - All fees marked with S are statutorily mandated - Increased by CPI annually (Rounded up to nearest dollar)
Section: Corporate Services Responsible Officer: Finance Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Aerodrome Page 1 of 1
Fee Description Airport Landing Fees All Itinerant GA aircraft weighing more than 2 tonnes All Itinerant GA aircraft weighing 2 tonnes or less Local Aircraft weighing less than 2 tonnes Local Aircraft weighing 2 tonnes or more Apron Parking Permits Annual - All aircraft other than RPT/Charter > 18 seats & military Casual - Aircraft as above >7 days in a 4 week period Casual - Aircraft as above <7 days in a 4 week period Hire Space - Car Moree - Per space Moree Casual - Per space
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Unit Rate
GST
$12.00 $6.00 $715.00 $1,143.00
$12.00 $6.00 $731.00 $1,169.00
Per tonne Per tonne Per tonne Per year
$1.09 $0.55 $66.45 $106.27
$318.00 $325.00 Per eng/Per yr $28.00 $28.00 Per eng/Per wk Daily fee pro rata based on above annual fee.
$29.55 $2.55 Taxable
$360.00 $8.00
$368.00 $8.00
Per year Per day
$33.45 $0.73
Hire Space - Counter RPT Airline Car Rental Companies
$6,815.00 $785.00
$6,972.00 $803.00
Per space Per space
$633.82 $73.00
Other Advertising Structure Moree
$1,694.00
$1,732.00
Per year
$157.45
Notes: - Fees for charter flights>18 seats, all military and RPT fees are by negotiation (including landing, head tax and additional fees). - All Child Flight, Angel Flight (and similar) are exempt from fees and charges. - Private aircraft exempt from fees and charges during a declared natural disaster upon application. - Airport landing fees for local aircraft is an annual fee for unlimited landings & tie down (may be paid in lieu of the GA landing charge). - Counter space hire fees are for new lease agreements only. - Reduced landing fees for local operators of multiple aircraft are by negotiation.
Fee Methodology: - Full cost recovery. - Increased by CPI annually (Rounded up to nearest dollar)
Section: Engineering Responsible Officer: Eng Support Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Cemeteries Page 1 of 1
Fee Description
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Interment - Burial 1st Interment 2nd Interment 3rd Interment
$2,374.00 $1,224.00 $1,224.00
$2,428.00 $1,252.00 $1,252.00
Each Each Each
$220.73 $113.82 $113.82
Interment - Ashes 1st Interment 2nd Interment 3rd Interment Reception of Ashes for Wall/Rose Garden
$1,768.00 $680.00 $680.00 $861.00
$1,808.00 $695.00 $695.00 $880.00
Each Each Each Each
$164.36 $63.18 $63.18 $80.00
Administration/Other Historical Records - search and supply (min. charge half hour) Full copy of Burial Register Fixture of Plaque to Headstone Application to erect a Memorial Private Burial Ground Inspection Fee (Private Land) Administration Fee (not included elsewhere - if applicable) Cemetery Vase - Straight edge aluminium Cemetery Vase - Tapered aluminium Provision of Additional or Replacement Plaque Travelling Costs
$41.00 $126.00 $46.00 $77.00 $657.00 $175.00 $23.00 $38.00
Unit Rate
$41.00 Per hour $128.00 Each $47.00 Each $78.00 Each $672.00 Per interment $179.00 Each $23.00 Each $38.00 Each By Quotation At Cost
Notes: - Children in the children's section (<10 years) will be charged at 50% of 1st interment. - A 25% surcharge applies to all burials on weekends and public holidays. - Interment fees include administration fee, basic plaque and maintenance. - The private burial ground inspection fee excludes grave digging. - Council will not be held responsible for any damage incurred by crane operator in the removal of headstones and concrete.
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar) - As per the Cemetery Interment Pricing Policy - 100% cost recovery of burial costs only (05 cost recovery of mtce costs)
Section: Various Responsible Officer: Various
Delivery Program 2014-2017 and Operational Plan 2015-2016
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GST
Exempt Exempt $4.27 Exempt Exempt $16.27 $2.09 $3.45 Taxable Taxable
Child Restraint - Hiring Page 1 of 2
Fee Description Weekly Hire Baby capsule (Birth to 6 months) Convertible child restraint (Birth to 4 years) Forward facing child seat (6 moths to 4 years) Booster seat (4 years to 7 years) Monthly Hire Baby capsule (Birth to 6 months) Convertible child restraint (Birth to 4 years) Forward facing child seat (6 moths to 4 years) Booster seat (4 years to 7 years) 3 Month Hire Baby capsule (Birth to 6 months) Convertible child restraint (Birth to 4 years) Forward facing child seat (6 moths to 4 years) Booster seat (4 years to 7 years) 6 Month Hire Baby capsule (Birth to 6 months) Convertible child restraint (Birth to 4 years) Forward facing child seat (6 moths to 4 years) Booster seat (4 years to 7 years) Extra Month(s) Convertible child restraint (Birth to 4 years) Forward Facing Child Seat (6 moths to 4 years) Booster Seat (4 years to 7 years) Weekly Late Fee Baby Capsule (Birth to 6 months) Convertible Child Restraint (Birth to 4 years) Forward Facing Child Seat (6 moths to 4 years) Booster seat (4 years to 7 years)
2014/2015 (Inc GST)
2015/2016 (Inc GST)
$23.00 $23.00 $23.00 $23.00
Unit Rate
GST
$23.00 $23.00 $23.00 $23.00
Each Each Each Each
$2.09 $2.09 $2.09 $2.09
$40.00 $40.00 $40.00 $40.00
$40.00 $40.00 $40.00 $40.00
Each Each Each Each
$3.64 $3.64 $3.64 $3.64
$50.00 $50.00 $50.00 $50.00
$51.00 $51.00 $51.00 $51.00
Each Each Each Each
$4.64 $4.64 $4.64 $4.64
$67.00 $67.00 $67.00 $67.00
$68.00 $68.00 $68.00 $68.00
Each Each Each Each
$6.18 $6.18 $6.18 $6.18
$8.00 $8.00 $8.00
$8.00 $8.00 $8.00
Each Each Each
$0.73 $0.73 $0.73
$23.00 $23.00 $23.00 $23.00
$23.00 $23.00 $23.00 $23.00
Each Each Each Each
$2.09 $2.09 $2.09 $2.09
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Child Restraint - Hiring Page 2 of 2
Fee Description Other Child Restraint Gate Buckle Refundable Security Deposit
2014/2015 (Inc GST)
2015/2016 (Inc GST)
$8.00 $52.00
$10.00 $53.00
Unit Rate
GST
Per hire Per hire
$0.91 $4.82
Notes: - Refundable security deposit must be paid upfront on all hires. Deposit will be refunded upon completion of hire contract if child restraint is returned in good working order (normal wear and tear excepted). - The late fee will be charged if restraint is not returned by contract expiry date (full late fee will be charged for every week of part thereof). - Gate buckle is provided with every hire and is not required to be returned. - Hire period greater than six (6) months are available through negotiation. Fees will include the 6 Month hire plus the Extra Month(s) hire charge (i.e. 12 months hire fees = 6 month hire + (6 x extra month hire).
Fee Methodology: - Full cost recovery
Section: Engineering Responsible Officer: Road Safety Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Entertainment and Events Page 1 of 1
2014/2015 (Inc GST)
Fee Description Travelling & Itinerant Vendors Install or Operate of Amusement Equipment - large Inspection of Amusement Equipment - small Temporary Food Approvals Temporary Food Approvals - Charitable Events Temporary Road Closure Application Fee Temporary Road Closure Fee (minimum for first 2 hours) Display of Overhead Street Banners - Balo St Display of Pole Flags + Banners Shelters - Security Deposit (refundable on conditions) Shelters - Daily Hire Shelters - Not for Profit/Community Groups Jellicoe Park Markets Stall Area
Boggabilla Markets Stall Area
2015/2016 (Inc GST)
$25.00 $10.00 $30.00
GST
Unit Rate
$25.00 Per application $10.00 Per application $30.00 Per application
$2.27 $0.91 $2.73
$143.00 $146.00 Per application N/A $1,500.00 First 2 hours Plus $400 per hour after first 2 hours $1,340.00 $1,370.00 Per display $69.00 $70.00 Per pole N/A $200.00 Per Shelter N/A $22.00 Per Shelter N/A Free Per Shelter
Exempt Exempt Exempt Exempt Exempt Exempt $2.00 N/A
Free
$28.00
$30.00
Per stall
$2.73
Free
Free
Per stall
N/A
Notes: - In addition to Temporary Road Closure Application Fee applicants will be charged actual cost for road closure - In addition to above fees, all travelling and itinerant vendors to pay any applicable hall, parks, sportsfields etc fees. - Balo Street overhead street banners- between Max & Imperial Hotels. Maximum timeframe of 3 weeks. - Banner pole advertising in Balo Street. - Jellicoe Park stall holders must have a $10 million public liability insurance cover. - Not for Profit shire based charitable organisations will not be charged the Jellicoe Park stall holders fee Fee Methodology: - Full cost recovery Section: Engineering/P & D Responsible Officer: ESM/Assess Man P & D
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Gwydir Day Care and Preschool Page 1 of 1
Fee Description Childcare Preschool - Per day Toddler - Per day Baby - Per day Late Pick-up of child - For the first 15 min or part thereof Late Pick-up of child - Per minute after the first 15 minutes
201/2015 (Inc GST)
2015/2016 (Inc GST)
$69.00 $73.00 $78.00 $20.00 $5.00
$70.00 $75.00 $80.00 $20.00 $5.00
Unit Rate
Per child Per child Per child Per child Per child
GST
Exempt Exempt Exempt $1.82 $0.45
Notes:
Fee Methodology: - Full cost recovery
Section: Corporate Services Responsible Officer: Client Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Hall Hire - Moree Page 1 of 2
Fee Description Single Hall Hire - Banquet or Memorial Compulsory Fees Booking Fee - Private, Community & Corporate - non refundable Hire Fee - Memorial Hall Private or Community Organisation Hire Fee - Banquet Hall Private or Community Organisation Hire Fee - Corporate Day Hire Refundable Security Bond (conditions apply for refund) Refundable Security Bond (conditions apply for refund) Elective/Other Fees Cleaning (if determined that extra cleaning is required) Kitchen/ Bar & Equip - Private or Community Organisations Kitchen/ Bar & Equip - Corporate rate Table Cloth Hire Black/White (oval or rectangle) Napkin - White/Black (linen) Chair Cover - White/Black (spandex) Cocktail Table Cover - White/Black (spandex) Table Skirting - White/Black (polyester) Additional Day(s) Hire Rates First additional day (hire fee and kitchen/bar if required) Additional Preparation day prior to event Hourly Hall Hire - Banquet or Memorial Hire Fee - Private or Community Organisation Hire Fee - Corporate Kitchen/ Bar & Equip - Private or community organisations Kitchen/ Bar & Equip - Corporate rate All other fees are as per above
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Unit Rate
GST
$79.00 $391.00 $350.00 $713.00 $600.00 $1,200.00
$150.00 $408.00 $366.00 $745.00 $613.00 $1,200.00
Per Booking Per day Per day Per day Per hire Per hire
$13.64 $37.09 $33.27 $67.73 N/A N/A
As per actual cost - minimum at $235.00 $194.00 $202.00 Per day $324.00 $338.00 Per day $10.00 $10.00 per tablecloth $1.00 $1.00 per napkin $1.00 $1.00 per cover $1.00 $1.00 per cover $10.00 $10.00 per skirting
$64.00
$49.00 $90.00 $25.00 $42.00
Delivery Program 2014-2017 and Operational Plan 2015-2016
Same as Above $65.00 Per day
$50.00 $92.00 $25.00 $42.00
Per hour Per hour Per hour Per hour
134 of 267
$18.36 $30.73 $0.91 $0.09 $0.09 $0.09 $0.91
$5.91
$4.55 $8.36 $2.27 $3.82
Hall Hire - Moree Page 2 of 2
Fee Description Combined Hall Hire - Banquet & Memorial Compulsory Fees Booking Fee - Private, Community & Corporate - Non Refundable Hire Fee - Private or Community Organisation Hire Fee - Corporate Day Hire Refundable Security Bond (conditions apply for refund) Refundable Security Bond (conditions apply for refund) Elective/Other Fees Cleaning (if determined that extra cleaning is required) Kitchen/ Bar & Equip - Private or Community Organisations Kitchen/ Bar & Equip - Corporate rate Table Cloth Hire for all users Napkin - White/Black (linen) Chair Cover - White/Black (spandex) Cocktail Table Cover - White/Black (spandex) Table Skirting - White/Black (polyester) Additional Day(s) Hire Rates First additional day (hire fee and kitchen/bar if required) Each additional day thereafter Additional Preparation Day prior to event Hourly Combined Hall Hire - Banquet & Memorial Hire Fee - Private or Community Organisation Hire Fee - Corporate Kitchen/ Bar & Equip - Private or Community Organisations Kitchen/ Bar & Equip - Corporate rate All other fees are as per above
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Unit Rate
GST
$79.00 $582.00 $907.00 $600.00 $1,200.00
$150.00 $608.00 $948.00 $600.00 $1,200.00
Per booking Per day Per day Per day Per hire
$13.64 $55.27 $86.18 N/A N/A
As per actual cost - minimum at $235.00 $194.00 $202.00 Per day $324.00 $338.00 Per day $10.00 $10.00 per tablecloth $1.00 $1.00 per napkin $1.00 $1.00 per cover $1.00 $1.00 per cover $1.00 $1.00 per skirting
$18.36 $30.73 $0.91 $0.09 $0.09 $0.09 $0.09
Same as Above $96.00 $96.00
$100.00 $100.00
Per day Per day
$9.09 $9.09
$75.00 $114.00 $25.00 $42.00
$78.00 $119.00 $26.00 $42.00
Per hour Per hour Per hour Per hour
$7.09 $10.82 $2.36 $3.82
Notes: - Cleaning fee will be taken from the security bond if the hall/s are not left in a reasonable condition. - Security bond will be refunded after inspection of facility and conditions have been met. - Bookings must be made 14 days prior to the event. - Hourly Hall Hire is up to a maximum of five hours only (this includes time allocated for setup, duration of event and cleanup) - Day Hire is from 6am to 9pm - Sporting bodies, clubs, associations, corporations, incorporated bodies or persons hiring the facility for commercial or profit making purposes must have their own liability insurance. - Casual hirers (excluding above) are only covered by council's insurance for up to 12 events in any 12 month period. Fee Methodology: - Increased by CPI annually. Section: Planning & Development Responsible Officer: Director P & D
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Hall Hire - Mungindi Page 1 of 1
2014/2015 (Inc GST)
Fee Description
C C
Annual Hire School Fee for Student activities Regular Users - eg Blue Light Disco, Band, Choir
C C C C C C C C
Casual Hire Non Sporting Groups Sporting Groups Sport Membership Fee Funeral Service Kitchen Hire - Casual Kitchen Hire - Regular Hire of old chairs Hire of old tables
C
Refundable Security Bond (conditions apply for refund) Cleaning Fee - if not cleaned by group/user
2015/2016 (Inc GST)
Unit Rate
GST
$1,500.00 $500.00
$1,500.00 Per school/year $500.00 Per year
$136.36 $45.45
$3.00 $3.00 $20.00 N/A $75.00 $11.00 $2.00 $10.00
$3.00 Per person $3.00 Per person $20.00 Per team/season $200.00 Per function $75.00 Per function $10.00 Per use $2.00 Per chair $10.00 Per table
$0.27 $0.27 $1.82 $18.18 $6.82 $0.91 $0.18 $0.91
$500.00 $150.00
Exempt $13.64
$500.00 $150.00
Per function Per function
Notes: - Cleaning will be undertaken by the hirer - if not cleaned a fee will be charged. - Security bond will be refunded after inspection of facility and conditions have been met. - Guidance in safe and correct use of equipment and facilities will be provided. - Group to ensure the safety of all persons whilst in the complex. - Group to secure and correctly store equipment upon completion of activities. - Group to secure the building upon completion of activities. - Group to report OH&S concerns and faults, equipment malfunctions to Management Committee immediately. - Groups are responsible for any breakages from irresponsible use of facilities. - Group to ensure that users respect the facility and do not cause undue damage. - Group to ensure that activities are supervised by a suitably qualified person. - Group to ensure complex is clean and rubbish removed upon completion of activity. - Sporting bodies, clubs, associations, corporations, incorporated bodies or persons hiring the facility for commercial or profit making purposes are to secure their own public liability insurance. - Stage and bio box are strictly off limits unless authorised. Fee Methodology: - To be set by 355 Committee annually
Section: Corporate Services Responsible Officer: Client Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Hall Hire - Villages Page 1 of 2
Fee Description
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Unit Rate
GST
$180.00 $7.00 $3.00 $50.00 $20.00
$180.00 $7.00 $3.00 $50.00 $20.00
Per day Per table Per chair Per booking Per hire
N/A N/A N/A N/A N/A
$42.00 N/A $32.00 $26.00 $26.00 $21.00 $11.00 $21.00 $11.00 $6.00 $2.00 $1.00 $6.00 $54.00 $27.00
$100.00 $150.00 $50.00 $25.00 $10.00 $20.00 $10.00 $20.00 $10.00 $5.00 $1.00 $0.50 $10.00 $55.00 $30.00
Per booking Per Term Per booking Per hour
Per function Per table Per chair Per chair Per hour Per booking Per booking
N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
C C C C C
Ashley Hall Tables Chairs Security Deposit Playgroups
C C C C C C C C C C C C C C C
Boomi Hall only Hall Hire to Preschool Supper room Use of airconditioner Crockery - up to 50 pieces Crockery - over 50 pieces Cutlery - up to 50 pieces Cutlery - over 50 pieces Urn Tables Chairs Chairs - old iron Meetings Hall for Private Parties Hall for Meetings
C C C C
Gurley Casual/Non Business hire (up to 4 hours) Casual/Non Business hire (extended hours) Business hire (non retail) Retail/Markets
$20.00 $60.00 $100.00 $200.00
$20.00 $60.00 $100.00 $200.00
Per booking Per booking Per booking Per booking
N/A N/A N/A N/A
C C C C C C C
Mallawa Hall for Private Parties Hall for public seminars/meetings Hall for Major Events Hall extended per week Hall for Local meetings Tables & chairs - up to 5 tables & 20 chairs Tables & chairs - over 5 tables & 20 chairs
$42.00 $62.00 $300.00 $1,031.00 $21.00 $21.00 $42.00
$42.00 $62.00 $300.00 $1,050.00 $20.00 $20.00 $40.00
Per booking Per booking Per booking Per booking Per booking Per booking Per booking
N/A N/A N/A N/A N/A N/A N/A
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Hall Hire - Villages Page 2 of 2
Fee Description
C C C C C C C C C C C C C C
Weemelah Supper room only Supper room and Hall Supper room and Hall for organisations that must have own public liability (refer below) Supper room only for a function Pallamallawa Whole hall Supper Room Licenced Function Short Meeting Table hire Chairs Funerals Booking Fee (in advance) Unlicenced Function Bond Licenced Function Bond
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Unit Rate
GST
$16.00 N/A
$16.00 $42.00
Per meeting Per function
N/A N/A
N/A N/A
$55.00 $21.00
Per function Per function
N/A N/A
$250.00 $200.00 $450.00 $30.00 $10.00 $1.00 $55.00 $55.00 $200.00 $1,000.00
$250.00 $200.00 $450.00 $30.00 $10.00 $1.00 $55.00 $55.00 $200.00 $1,000.00
Per booking Per booking Per booking Per meeting Per table Per chair Per Booking Per Booking Per booking Per booking
N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
Notes: - Ashley - Playgroups must be organised by an incorporated body - Ashley - A photocopy of the Liquor Licence is to be given to the Hall Committee ten working days prior to the function. - All service of beverages from within the Hall must be made in conjunction with the meal provided by the Hirer, or as per conditions of the licence obtained from the Licensing Sergeant. Hireres are advised that patrons are not permitted to bring alcoholic beverages (BYO) onto the premises at any time. All alcohol must be served from the Bar for all functions. Exceptions to this may be granted at the decision of Committee upon a written request. - Gurley - A $300 deposit is required for events involving alcohol - Pallamallawa - All licenced functions must have all relevant paperwork RSA, etc in accordance with - Moree Police and be willing to abide by the requirements - Sporting bodies, clubs, associations, corporations, incorporated bodies or persons hiring the facility for commercial or profit making purposes must thave their own liability insurance. - Casual and regular hirers (excluding above) only, are covered by council's insurance Fee Methodology: - Fees set by 355 committees individually for each hall
Section: Corporate Services Responsible Officer: Client Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Moree Landfill Page 1 of 3
Fee Description Commercial/Industrial Sorted waste only - minimum fee $10.00 Sorted waste ( Industrial Skip Bin)s - min fee $45 Unsorted waste (Indust Skip Bins)-min fee $90.00 Commercial green waste - min fee $11.00 Cardboard - minimum fee $10.00 Agricultural waste e.g. grain, tarps - min charge $46.00 Construction/Demolition Sorted waste only - minimum fee $10.00 Sorted clean timber waste only - minimum fee $12.00 Unsorted waste - min fee $90.00 Unsortable waste (builders rubble) - min fee $46.00 Uncrushed concrete with reo - min fee $13.00 Uncrushed concrete without reo - min fee $10.00 Fibrous material - asbestos, fibreglass - min fee $25.00 Metal waste Soils - uncontaminated and clean (VENM) Soils - contaminated - containing petrochemicals or similar - minimum fee $90.00 Dead Animals Small - e.g. dog/cat Medium - e.g. sheep/goats Large - e.g. cattle/horse Domestic Waste 1 x 240 litre wheelie bin 1 x 140 litre wheelie bin Domestic Waste (Mixed) Domestic Waste Mixed > 1/2 load contains clean recyclables & sorted by disposer Domestic green waste - small (car, wagon, small ute)
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Unit Rate
GST
$18.00 $90.00 $180.00 $20.00 Free $93.00
$18.50 $92.00 $184.00 $20.50 Free $95.00
Per tonne Per tonne Per tonne Per tonne Per Tonne Per tonne
$1.68 $8.36 $16.73 $1.86 N/A $8.64
$18.00 $25.00 $180.00 $68.00 $27.00 $18.00 $111.00 Free $5.00
$18.50 $25.50 $184.00 $95.00 $27.50 $18.50 $113.50 Free $5.50
Per tonne Per tonne Per tonne Per tonne Per tonne Per tonne Per tonne Per tonne Per tonne
$1.68 $2.32 $16.73 $8.64 $2.50 $1.68 $10.32 N/A $0.50
$180.00
$184.00
Per tonne
$16.73
$7.00 $10.00 $40.00
$7.50 $10.50 $41.00
Per animal Per animal Per animal
$0.68 $0.95 $3.73
Free Free $9.00/100kg
Free Free $9.50/100kg
$4.50/100kg Free
$5.00/100kg Free
Delivery Program 2014-2017 and Operational Plan 2015-2016
Per bin Per bin
N/A N/A
N/A
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Moree Landfill Page 2 of 3
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Free Free $5.00 $12.00
Free Free $5.50 $12.50
Replacement Receptables 140 litre Bin 240 litre Bin 360 litre Bin 7 litre Kitchen Tidy Roll of compostible bags - after the third request per year Bin hitch
$55.00 $63.00 $138.00 $11.00 $11.00 $18.00
$56.00 $64.00 $141.00 $11.50 $11.50 $18.50
Per bin Per bin Per Bin Per unit Per unit
$5.09 $5.82 $12.82 $1.05 $1.05 $1.68
Tyres Motorcycle, Quad runner Car, Ute (Not 4WD) 4WD Truck - less than 16 inch Truck - 16 inch or more Truck, Tractor - Small up to 1m Truck, Tractor - Large 1-2m Commercial rubber
$4.00 $6.00 $8.00 $16.00 $52.00 $93.00 $155.00 $600.00
$4.50 $6.50 $8.50 $16.50 $53.50 $95.00 $158.50 $613.00
Per Tyre Per Tyre Per Tyre Per Tyre Per Tyre Per Tyre Per Tyre Per tonne
$0.41 $0.59 $0.77 $1.50 $4.86 $8.64 $14.41 $55.73
Miscellaneous Motor oil Chemical containers - certified and collected by drumMuster White goods - containing CFC's Electronic waste - computers, printers, television etc Power Poles (GSW Specifications) - minimum fee $60.00
Free Free $32.00 Free $185.00
Free Free $32.50 Free $189.00
Per unit Per unit Per tonne
N/A N/A $2.95 N/A $17.18
Fee Description Recyclable Waste Recyclable Material includes glass, plastic (must be sorted into bins) Batteries Gas Bottles (Up to 9kg) Gas Bottles/cylinders >9kg
Sales Green mulch Crushed concrete sales Clean fill
Free $7.00 Free
Delivery Program 2014-2017 and Operational Plan 2015-2016
Unit Rate
GST
Per unit Per unit Per unit
N/A N/A $0.50 $1.14
Free Per cubic mtre $7.50 Per tonne Free
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N/A $0.68 N/A
Moree Landfill Page 3 of 3
Fee Description Commercial Recycling Services (agreement) Boggabilla Commercial Recycling Service (skip bin) Villages Commercial Recycling Service (skip bin excl Boggabilla) Special Event Bin Charge Service fee for special event bins per bin Delivery and removal - per event
2014/2015 (Inc GST)
2015/2016 (Inc GST)
$68.00 $45.00
$69.50 $46.00
$6.32 $4.18
$5.00 $200.00
$5.50 $204.50
$0.50 $18.59
Unit Rate
Notes: - All waste generated externally to the Moree Plains Shire to be charged at double the rates listed (Limited to 5 tonne). - No charge for replacement receptables if receptable is returned. (Damaged, burnt etc) - Restricted Solid Waste (RSW) not accepted - VENM - Virgin Excavated Natural Materials - Not for profit and non-government organisations registered as a charitable organisation can apply for exemption from landfill charges Fee Methodology: - Full cost recovery. - Increased by CPI annually (Rounded up to nearest dollar)
Section: Water and Waste Responsible Officer: Waste Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
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GST
Moree Community Library Page 1 of 2
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Fax Send and Receive Domestic Send and receive International
$1.00 $7.00
Laminating A4 A3 Business card
Unit Rate
GST
$1.00 $7.00
Per page Per page
$0.09 $0.64
$2.00 $3.00 $3.00
$2.00 $3.00 $3.00
Per page Per page Per page
$0.18 $0.27 $0.27
Photocopying and Printing A4 black & white A3 black & white A4 B & W double sided A3 B & W double sided A4 Colour A3 Colour A4 Colour double sided A3 Colour double sided
$0.30 $0.60 $0.40 $0.90 $1.00 $2.00 $1.50 $3.00
$0.30 $0.60 $0.40 $0.90 $1.00 $2.00 $2.00 $3.00
Per page Per page Per page Per page Per page Per page Per page Per page
$0.03 $0.05 $0.04 $0.08 $0.09 $0.18 $0.18 $0.27
Scanning
$1.00
$1.00
Per scan
$0.09
Microfiche Printing A4 Black and White
$0.30
$0.30
Per page
$0.03
$0.10 $5.00 $10.00
$0.10 $5.00 $10.00
Per day Junior Adult
Exempt Exempt Exempt
Fee Description Administration
Fines Overdue fee per book or item after 2 week grace period Overdue fee per book or item capped at Overdue fee per book or item capped at
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Moree Community Library Page 2 of 2
2014/2015 (Inc GST)
Fee Description Replacement of Damaged and Lost Items Fee Schedule Processing Fee
2015/2016 (Inc GST)
GST
Cost of item + processing fee $4.00
Hire Meeting Rooms Large Conference Room - Commercial rate Large Conference Room - Commercial rate after hours Large Conference Room - Community Courtyard - commercial rate Courtyard - commercial rate after hours Courtyard - community
$23.00 $56.00 Free $23.00 $56.00 Free
Other Water bottles Visitor Membership ($20 refundable on conditions) Replacement Library Cards Inter Library Loan - Public Libraries Inter Library Loan - Institution/University Libraries Library Loans - Special Libraries
$1.00 $25.00 $3.00 $5.00 $21.50 N/A
Library Bags Headphones
Unit Rate
N/A N/A
$4.00 Per Item
$23.00 $57.00 Free $23.00 $57.00 Free
Per hour Per hour Per hour Per hour
Exempt
$2.09 $5.18 Free $2.09 $5.18 Free
$2.00 Per bottle N/A $25.00 Per person $2.27 $3.00 Per card Exempt $5.00 Per item $0.45 $22.00 Per item $2.00 $5.00 + any additional charge per lending library policy $4.50 Per item $0.41 $4.00 Per item $0.36
Notes: - community rates apply to not-for-profit organisations only. - after hours rates apply after 5pm
Fee Methodology: - Full cost recovery. - Increased by CPI annually (Rounded up to nearest dollar)
Section: Corporate Services Responsible Officer: Cooperative Library Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Miscellaneous Fees and Sales Page 1 of 1
2014/2015 (Inc GST)
Fee Description Miscellaneous Fees Road Opening Permit & Pre-Commencement Inspection Road Opening Restoration Bond High Productive Vehicles - Upgrade of infrastructure S NHVR Oversize/mass Permit Fee Mungindi Showground - General Hire Mungindi Showground - Pony Club Hire
2015/2016 (Inc GST)
Unit Rate
GST
$97.00 $99.00 Per opening $300.00 $300.00 Per opening Actual Cost + GST per application $70.00 $70.00 Per offence N/A $150.00 Per Day N/A $150.00 Per Week
Exempt Exempt Exempt $13.64 $13.64
Miscellaneous Sales Rural Addressing - Supply of new and replacement posts Gravel (inclusive of royalty forwarded to landholder) Sale of other stock items e.g. emulsion, guide posts
$44.00 $21.00
$45.00 Per post $21.00 Per cubic metre Actual Cost + 20% + GST
$4.09 $1.91
Culverts Access Culvert - Application Fee Access Culvert - Installation
$60.00
$43.00 Per application via Quotation +20% +GST
$3.91
Property Signs Supply sign only Supply & Erect sign (Within 25km of Moree) Supply & Erect sign (Outside 25km of Moree)
$138.00 $357.00 $436.00
$141.00 $365.00 $446.00
Per sign Per sign Per sign
Actual Cost + 20% + GST or As Per Quote Private Works (Including plant hire) Plant Hire only (No dry hire available) Actual Cost + 20% + GST Minor Plant Hire (pumps, generators, mixers, line markers etc) Actual Cost + 20% + GST
Notes: - Road opening permit fee chargeable in all cases. - inspections of restoration works undertaken by private operators. - Installation of rural addressing posts can be self installed or undertaken by Council when staff are in the area. - Dry hire is available on hire of minor plant items only. - Council employees, at the discretion of the General Manager or Director of Engineering Services may dry hire plant and equipment for "own use" at actual cost less operator charges.
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar) Section: Various Responsible Officer: Various
Delivery Program 2014-2017 and Operational Plan 2015-2016
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$12.82 $33.18 $40.55
Northern Area Office Page 1 of 1
2014/2015 (Inc GST)
Fee Description
2015/2016 (Inc GST)
Unit Rate
GST
Room Hire - Meeting Rooms Use of facility up to a period of four hours Use of facility for a period greater than four hours Use of outdoor area Use of outdoor area Catering
$19.00 $19.00 up to 4 hours $29.00 $29.00 Per day $15.00 $15.00 up to 4 hours $25.00 $25.00 Per day Cost of product + 20% surcharge
$1.73 $2.64 $1.36 $2.27
Room Hire - Training Room Use of facility up to a period of four hours Use of facility for a period greater than four hours Catering
$24.00 $24.00 up to 4 hours $48.00 $49.00 Per day Cost of product + 20% surcharge
$2.18 $4.45
Administration (if available) Typing, stationery, resumes, brochures, posters
$48.00
$49.00
Per hour
$4.45
Printing/Photocopying A4 Black and white (single and double sided) A4 Colour (single and double sided) Photocopying from bound original will attract extra charge A3 Black and white (single and double sided) A3 Colour (single and double sided)
$1.00 $3.00 $1.00 $2.00 $3.50
$1.00 $3.00 $1.00 $2.00 $3.00
Per sheet Per sheet Per sheet Per sheet Per sheet
$0.09 $0.27 $0.09 $0.18 $0.27
Other Binding A4 documents Scanning black and white documents (up to A3) Scanning colour documents (up to A3) Sending fax Receiving fax Email black and white/colour Phone Calls - Local call Phone Calls - STD and calls to mobiles
$5.00 $2.00 $3.00 $2.00 $2.00 $1.00 $0.50 $2.00
$5.00 $2.00 $3.00 $2.00 $2.00 $1.00 $0.50 $2.00
Per document Per scan Per scan Per 5 sheets Per 5 sheets Per document Per call Per call
$0.45 $0.18 $0.27 $0.18 $0.18 $0.09 $0.05 $0.18
Notes:
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)
Section: Corporate Services Responsible Officer: NAO Coordinator
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Planning and Development Certificates and Other Page 1 of 2
2014/2015 (Inc GST)
Fee Description Building Certificates S Building Certificate - Class 1 & 10 S Building Certificate - Class 2 - 9 (less than 200sqm) S Building Certificate - Class 2 - 9 (less than 2,000sqm) - plus .50c/sqm over 200sqm S Building Certificate - Class 2 - 9 (more than 2,000sqm) - plus .75c/sqm over 2000sqm S Building Certificate - Re-Inspection Building Certificate - Involving unauthorised work (Not exceeding fee for a DA & CC). Assessment Fee Inspection Fee Building Certificate - Copy Fast track Building Certificate (received within 48hrs of appl) S Planning Certificates S Under Section 149(2) S Under Section 149(2) & 149(5) Additional Urgency Fee (issued within 48hrs of receiving S application) Additional Urgency Fee (issued within 24 hours of receiving application)
Unit Rate
GST
$250.00 $250.00
$250.00 Per application $250.00 Per application
Exempt Exempt
$250.00
$250.00 Per application
Exempt
$1,165.00 $90.00
$1,165.00 Per application $90.00 Per application
Exempt Exempt
$106.00
$13.00 $100.00
Per hour $106.00 Per hour $106.00 Per hour $13.00 Per copy $102.00 Per application
Exempt Exempt Exempt Exempt Exempt
$53.00 $133.00 $100.00
$53.00 Per application $133.00 Per application $102.00 Per application
Exempt Exempt Exempt
$150.00
$153.00 Per application
Exempt
$110.00 $50 .00
$110.00 Per application $50.00 Per sq m
Exempt Exempt
$330.00 $500.00 $121.00 $506.00 $20.00
Per notice Per inspection Per inspection Per notice Per Month
Exempt Exempt Exempt $46.00 $1.82
$130.00 $8.00
$132.00 Per application $8.00 Per site
$12.00 $0.73
$265.00 $121.00
$271.00 $126.00
Footpaths Footpath Usage Approval - Application Fee Rental Fee for Footpath Usage Regulatory Food Act Improvement Notice S Inspection - Fire safety compliance (Incl written advice) Inspections Environmental Protection Notice Busking Permit - (per Busker)
2015/2016 (Inc GST)
$330.00 $500.00 $106.00 - $121.00 $492.00 $20.00
Other Approvals Approvals and Licences not specifically listed anywhere else in these fees and charges Approval - Caravan Park Report - Building completed in accordance with MPSC plans and specs Registration of annual Fire Safety Statement
Per report
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$24.64 Exempt
Planning and Development Certificates and Other Page 2 of 2
2014/2015 (Inc GST)
Fee Description Advice / Professional Consultation DA Pre-Lodgement - verbal (first 30 mins free) Advice - search and supply written Professional Consultation -(incl. Planning, Building & Health) - First 30 mins free
S
Other Outstanding Notice - Sec 735A Cert & Sec 121ZP Cert Drainage diagram Noxious weeds certificate Site Compatibility Certificate (Senior Housing and Affordable Housing) Plus $40.00 per dwelling or bed (Residential Care) not exceeding $5580.00 DCP - application to amend DCP - Variation to acceptable solutions Water Sampling per sample plus staff time at $150.00 per hour Water Sampling per hour Assesment of Alternative solution Class 10 Class 1A Class 1B, 2-9
2015/2016 (Inc GST)
Unit Rate
GST
$48.00 $356.00
$49.00 Per application $364.00 Per hour
$4.45 Exempt
$250.00
$255.00
$23.18
$87.00 $21.00 $130.00
$110.00 Per application $21.00 Per application $132.00 Per application
Exempt Exempt $12.00
$291.00
$265.00
Per certificate
$24.09
$1,324.00 Per application $253.00 $125.00 Per sample $150.00 Per hour
$120.36 $23.00 $11.36 $13.64
$1,295.00 $242.00 $123.00 $150.00
$250.00 $500.01 $999.00
Per hour
$255.00 $511.00 $1,021.00
Per clause Per clause Per clause
$23.18 $46.45 $92.82
Notes: - If building constructed without consent an additional fee for DA construction certificate will be charged. Fee Methodology: - Increased by CPI annually (Rounded to nearest dollar) - All fees marked with S are statutorily mandated
Section: Planning and Development Responsible Officer: Assessment Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Planning and Development Applications Page 1 of 5
2014/2015 (Inc GST)
Fee Description DA FEE S Class 1 (Dwelling) S Class 2-9 - Works Valued $5,000 or less S Class 2-9 - Works Valued $5,001 to $250,000 (Plus $3 per $1,000 of estimated cost) S Class 2-9 - Works Valued $250,001 to $500,000 (Plus $1.70 per $1,000 of estimated cost over $250,00 S Class 2-9 - Works Valued $500,001 to $1million (Plus $1.00 per $1,000 of estimated cost over $500,000 S Class 2-9 - Works Valued $1million to $10 million (Plus $0.80 per 1,000 of estimated cost over $1mil S Class 2-9 - Works Valued more $10 million (Plus 0.55 per 1,000 of estimated cist over $10,000,000 S Class 10 (Structure associated with a residential dwelling) S Designated Development- Fee plus standard DA Fee S Integrated Development Fee (plus standard DA fee) S Integrated Development Fee (referrals under S62 & S63) ( to be paid to appropriate Govt Department)
2015/2016 (Inc GST)
$455.00 $110.00
Unit Rate
GST
Exempt Exempt
$170.00
$455.00 Per application $110.00 Per application Per application $170.00 Per application
$1,036.00
$1,036.00 Per application
Exempt
$1,476.00
$1,476.00 Per application
Exempt
$2,046.00
$2,046.00 Per application
Exempt
$9,816.00 $75.00 $920.00 $140.00
$9,816.00 $75.00 $920.00 $140.00
Per application Per application Per application Per application
Exempt Exempt Exempt Exempt
$320.00
$320.00 Per application
Exempt
$104.00 $195.00 $104.00 $285.00 $646.00 $87.00
$106.00 $199.00 $106.00 $285.00 $660.00 $89.00
Per sign Per application Per sign Per application Per application Per application
$9.64 $18.09 $9.64 Exempt Exempt $8.09
$760.00 $665.00 $330.00 $330.00
$760.00 $665.00 $330.00 $330.00
Per application Per subdivision Per subdivision Per subdivision
$69.09 Exempt Exempt Exempt
$285.00
$285.00 Per application
Exempt
Exempt
DA FEE - OTHER Advertising Structure - Blackboard A-Frame(Under set regulation fee) S S S S S S
Advertising Structure - New ($50 per additional sign) Advertising Structure - Under awning Change of Use Demolition - building (heritage listed) Fence - Plus 1 inspection Residential Flat Development - Under SEPP 65 (Plus $600 in addition to normal fee) Subdivision - With New road (Plus $65 per new lot) Subdivision - With No New Road (Plus $53 per new lot) Subdivision - Strata (Plus $65 per new lot) Developments - Other (Not involving erection of building, subdivision, change of use/classification)
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Planning and Development Applications Page 2 of 5
2014/2015 (Inc GST)
2015/2016 (Inc GST)
$200.00 $200.00 $200.00 $200.00
$204.00 $204.00 $204.00 $204.00
Per application Per application Per application Per application
Exempt Exempt Exempt Exempt
$346.00
$354.00 Per application
Exempt
$577.00
$590.00 Per application
Exempt
$923.00
$944.00 Per application
Exempt
Construction Certificates Valued less than $5,000 (plus .50% of construction value) Valued $5,001 - $100,000 (plus .35% of construction value) Valued $100,001 - $250,000 (plus .20% of construction value) Valued more than $250,000 (plus.11% of construction value) Minor modification of CC Major modification of CC Staged Construction Certificate
$72.00 $73.00 Per application $107.00 $109.00 Per application $580.00 $593.00 Per application $1,007.00 $1,030.00 Per application Lessor of 25% of original fee or $67 50% of original fee $124.00 $126.00 Per certificate
$6.64 $9.91 $53.91 $93.64 Exempt Exempt $11.45
Complying Development Certificates Valued less than $5,000 Valued $5,001 - $10,000 Valued $10,001 - $20,000 Valued $20,001 - $50,000 Valued $50,001 - $100,000 Valued $100,001 - $150,000 Valued $150,001 - $200,000 Valued $200,001 - $300,000 Valued more than $300,000
$234.00 $239.00 $255.00 $260.00 $425.00 $434.00 $637.00 $651.00 $955.00 $976.00 $1,274.00 $1,303.00 $1,698.00 $1,737.00 $1,910.00 $1,953.00 N/A By quotation
Per application Per application Per application Per application Per application Per application Per application Per application
$21.73 $23.64 $39.45 $59.18 $88.73 $118.45 $157.91 $177.55
$134.00 Per application $79.00 Per application
Exempt Exempt
Fee Description Activity Appovals - s68 Local Government Act Install an on-site sewage mangement system Operate an on-site sewage management system Sewer Approval to connect Plumbing and Drainage Inspections (2 inspections) Relocatable Home (value under $100,000) (in addition to DA Application fee for land use) Relocatable Home (value between $100,000 & $200,000) (in addition to DA Application fee for land use) Relocatable Home (value over $200,000) (in addition to DA Application fee for land use)
Development Applications Documents search and supply Development consents (more than 10 years old) Development consents (less than 10 years old)
$131.00 $78.00
Unit Rate
Planning and Development Delivery Program 2014-2017 and Operational Plan 2015-2016
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GST
Planning and Development Applications Page 3 of 5
Fee Description Inspection PCA Inspection - Residential (Where Council issues CC) - Additional and same day inspection PCA Inspection - Residential (Where Council issues CC) - Weekend or after hours fee PCA Inspection - Residential (Where Council issues CC) - Additional and same day inspection PCA Inspection - Commercial or industrial (Where Council issues CC) Weekend or after hours fee PCA Inspection - Residential (Where Council issues CC) - Additional and same day inspection PCA Inspection - Residential (Where private certifier issues CC) Weekend or after hours fee PCA Inspection - Residential (Where Council issues CC) - Additional and same day inspection PCA Inspection - Commercial or Industrial (Where private certifier issues CCC) - Weekend or after hours fee Inspection of Building - Occupied for more than 6 months Re-inspection - when work not ready for booked inspection S Reg of Certificates issued by Private Certifier (Class 1 & 10) S Reg of Certificates issued by Private Certifier (Class 2 - 9)
2014/2015 (Inc GST)
2015/2016 (Inc GST)
$121.00
$121.00
Per inspection
$11.00
$242.00
Per inspection
$22.00
$250.00
Per inspection
$22.73
$500.00
Per inspection
$45.45
$600.00
Per inspection
$54.55
$1,030.00
Per inspection
$93.64
$1,000.00
Per inspection
$90.91
$213.00 $121.00 $36.00 $36.00
$2,400.00 Per inspection $217.00 Per inspection $123.00 Per inspection $36.00 Per application $36.00 Per application
$218.18 $19.73 $11.18 Exempt Exempt
$130.00 $325.00 $647.00
$132.00 Per application $332.00 Per application $661.00 Per application
Exempt Exempt Exempt
$128.00 $128.00 $150.00
$130.00 Per application $130.00 Per application $149.00 Per application
$11.82 $11.82 $13.55
$100.00
$102.00 Per application
$9.27
$250.00
$515.00
$1,000.00
Withdrawal of Application before determination Refund of DA fee less the following admin charges: Value of DA under $100,000 Value of DA between $100,001 and $250,000 Value of DA greater than $250,000 Occupation and Compliance Certificates Occupation Certificate - for work over $20,000 in value or S change of use S Compliance Certificate Compliance Certificate - Swimming Pool S
Compliance Certificate - Swimming Pool Re-inspection Application for exemption from barrier (s22 of Swimming Pools Act)
$70.00
Unit Rate
Per certificate
Planning and Development Delivery Program 2014-2017 and Operational Plan 2015-2016
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GST
$6.36
Planning and Development Applications Page 4 of 5
2014/2015 (Inc GST)
Fee Description Principal Certifying Authority (PCA) Services - Where CC or CDC issued by a private certifier Valued less than $5,000 Valued $5,001 - $10,000 Valued $10,001 - $50,000 Valued $50,001 - $100,000 Valued $100,001 - $200,000 Valued $200,001 - $400,000 Valued more than $400,000
Principal Certifying Authority (PCA) Services (Class 1 & 10) - Where CC issued by Council Valued less than $5,000 Valued $5,001 - $10,000 Valued $10,001 - $50,000 Valued $50,001 - $100,000 Valued $100,001 - $200,000 Valued $200,001 - $400,000 Valued more than $400,000 Note: PCA service fees may be provided by individual quotation
2015/2016 (Inc GST)
GST
Unit Rate
$478.00 $488.00 Per application $558.00 $570.00 Per application $828.00 $847.00 Per application $1,115.00 $1,140.00 Per application $1,614.00 $1,651.00 Per application $1,868.00 $1,910.00 Per application 0.8% of contract price per application
$44.36 $51.82 $77.00 $103.64 $150.09 $173.64
$214.00 $218.00 Per application $240.00 $245.00 Per application $267.00 $273.00 Per application $372.00 $380.00 Per application $468.00 $478.00 Per application $552.00 $564.00 Per application 0.16% of contract price per application by quotation
Principal Certifying Authority (PCA) Services (Class 2 & 9) - Where CC issued by Council $320.00 $350.00 Per application Valued less than $5,000 $346.00 $400.00 Per application Valued $5,001 - $10,000 $373.00 $500.00 Per application Valued $10,001 - $50,000 $478.00 $600.00 Per application Valued $50,001 - $100,000 $595.00 $700.00 Per application Valued $100,001 - $200,000 $680.00 $750.00 Per application Valued $200,001 - $400,000 0.25% of contract price per application by quotation Valued more than $400,000 Note: PCA service fees may be provided by individual quotation
$19.82 $22.27 $24.82 $34.55 $43.45 $51.27
$31.82 $36.36 $45.45 $54.55 $63.64 $68.18
Section: Planning and Development Responsible Officer: Assessment Manager
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Planning and Development Applications
Page 5 of 5
2014/2015 (Inc GST)
Fee Description Modification of Consent - Section 96 Minor Modification of Consent S96(1) Modification of Consent S96(1A) Modification of Consent S96(2) (Under $300,000.00) Modification of Consent S96(2) (Over $300,000.00) Modification of S68 Application - Minor Modification of S68 Application - Other Review of determination - S82A3 (not more than $620.00) S Amendment of Development Application prior to Determination S Re-notification of application Re-advertising of DA S Re-advertising of DA - designated development Other S Cultural Heritage Assessment (plus actual costs) Application to amend LEP (minor) Stage 1 - Lodgement Stage 2 - Gateway Stage 3 - Exhibition Application to amend LEP (major) Stage 1 - Lodgement Stage 2 - Gateway Stage 3 - Exhibition S Advertising of DA Advertising of DA - designated development Subdivision Certificate - Linen Release & Certificate + $40 per additional lot created
2015/2016 (Inc GST)
Unit Rate
$71.00 $71.00 Per application Lessor of $150 or 50% of original fee Lessor of $100 or 50% of original fee 50% of original application fee $64.00 $65.00 Per application Lessor of $164 or 50% of original fee 50% of original application fee
GST
Exempt Exempt Exempt Exempt Exempt Exempt Exempt
$65.00 $213.00 $1,550.00
$66.00 Per application $375.00 Per application $2,000.00 Per application
$6.00 $34.09 $181.82
$65.00 $5,000.00
$213.00 $1,550.00
$66.00 Per application Per application $1,500.00 Per application $3,000.00 Per application $1,500.00 Per application per application $3,000.00 Per application $6,000.00 Per application $3,000.00 Per application $375.00 Per application $2,000.00 Per application
Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt $34.09 $181.82
$198.00
$202.00 Per application
Exempt
$10,000.00
Notes:
Fee Methodology: - Increased by CPI annually (Rounded to nearest dollar) - All fees marked with S are statutorily mandated
Section: Planning and Development Responsible Officer: Assessment Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Ranger Services - Animal Control Page 1 of 1
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Unit Rate
GST
Companion Animals - Statutory Registration Fees Breeding dog - must be registered with RASKC Desexed dog - must show certificate from vet Dog - male/female Dog owned by pensioner - must show pension card Guide/companion dog - must show certificate Working dogs Surrender by owner - 7 day sustenance Hire cat trap - $15.00 per week
$49.00 $49.00 $182.00 $19.00 Free Free $147.00 $15.00
$51.00 $51.00 $188.00 $20.00
Per animal Per animal Per animal Per animal
$150.00 $15.00
Per week
Exempt Exempt Exempt Exempt N/A N/A $13.64 $1.36
Companion Animals - Release Fee From Pound 1st offence 2nd offence After hours (plus normal release fees - 1st & 2nd release)
$51.00 $57.00 $152.00
$52.00 $70.00 $155.00
Per animal Per animal Per animal
Exempt Exempt Exempt
$15.00 $47.00 $21.00 $70.00
$15.00 $48.00 $21.00 $71.00
Per animal Per animal Per animal Per animal
Exempt Exempt Exempt Exempt
$41.00
$41.00
Per load
Exempt
$27.00 $10.00 $27.00 $9.00 $9.00
$27.00 $10.00 $27.00 $9.00 $9.00
Per day Per day Per day Per day Per day
Exempt Exempt Exempt Exempt Exempt
Fee Description
S S S S S S S S
Companion Animals - Other Microchipping Microchipping - out of pound Daily Sustenance Destroy animal - at owners request Stock - General Transportation fee (Actual cost will be charged in addition to above transport fee) Stock - Sustenance Cattle Goat Horse Sheep Other Notes: - Consent form must be completed by owner to destroy animal.
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar) - All fees marked with S are statutorily mandated
Section: Planning & Development Responsible Officer: Ranger and Stock Impounding
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Ranger Services - Other Page 1 of 1
Fee Description Vehicles Impounding fees - plus (plus actual towing costs) Removal of vehicle bodies (excludes plus actual towing costs) Impounding Release fee - shopping trolley (Impounding Act 1993) Release fee - billboards Release fee - other items found on footpaths & roads
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Unit Rate
GST
$39.00 $125.00
$70.00 $127.00
Per vehicle Per vehicle
Exempt Exempt
$64.00 $49.00 $49.00
$65.00 $50.00 $50.00
Per trolley Per billboard Per item
Exempt Exempt Exempt
Notes:
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)
Section: Planning & Development Responsible Officer: Ranger Stock & Impounding
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Sec 64 and Sec 94A Contributions Page 1 of 1
Fee Description Section 64 Contributions Moree Township & Villages - Sewerage Moree Township & Villages - Water Supply
S S
Section 94A Contributions Value $100,001 to $200,000 Value greater than $200,000
2014/2015 (Inc GST)
2015/2016 (Inc GST)
$4,669.00 $6,650.00
$4,776.00 $6,803.00
Unit Rate
Exempt Exempt
0.5% of the value 1.0% of the value
Exempt Exempt
Notes:
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar) - All fees marked with S are statutorily mandated
Section: Various Responsible Officer: Various
Delivery Program 2014-2017 and Operational Plan 2015-2016
GST
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Sportsfields and Ovals Hire Page 1 of 2
2014/2015 (Inc GST)
Fee Description All Sportsfields Season Hire Security Bond Deposit (refundable on conditions) School Sports/School Holiday Sports - no bond required Season Hire - Day Use Moree - Senior Sports - charge per club Moree - Junior Sports - charge per club - booking fee only Other Ovals & Fields in Towns & Villages - Senior Sports Other Ovals & Fields in Towns & Villages - Junior Sports
2015/2016 (Inc GST)
$600.00 Free
Unit Rate
$600.00 Per application Free
GST
Exempt N/A
$1,553.00 $9.00 $356.00 N/A
$1,588.00 $9.00 $364.00 $9.00
Per season Per season Per season Per season
$144.36 $0.82 $33.09 $0.82
$4,271.00 $9.00
$4,369.00 $9.00
Per season Per season
$397.18 $0.82
$1,852.00 N/A $122.00
$1,894.00 $9.00 $124.00
Per season Per season Per hour
$172.18 $0.82 $11.27
$784.00 $358.00
$802.00 $366.00
Per applicant Per day/field
$72.91 $33.27
$144.00
$147.00
Per week
$13.36
Line Marking Touch Football Field/Netball Court/Cricket Pitch/Oztag Football Field/ Soccer Field/ Hockey Field/Athletics Track/AFL
$158.00 $243.00
$161.00 Per field/Per use $248.00 Per field/Per use
Key Replacement Fee Bond for signing out keys where no hire fee applies
$250.00
$255.00
Season Hire - Night Use Moree - Senior sports - charge per club Moree - Junior sports - charge per club - booking fee only Other Ovals & Fields in Towns & Villages - lights if available. - Senior Sports - Junior Sports Extra lighting Casual Day Hire - All Ovals 1st field full day (daylight) Additional Field at same venue to 1st (daylight) Field Preparation Ovals with turf wickets - Cricket Pitch - per pitch
Delivery Program 2014-2017 and Operational Plan 2015-2016
Per key
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$14.64 $22.55
Exempt
Sportsfields and Ovals Hire Page 2 of 2
Fee Description Grandstand Hire 40 seat 40 seat 40 seat
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Unit Rate
GST
$413.00 $472.00 $2,570.00
$422.00 $482.00 $2,629.00
Per day Per week Per season
$38.36 $43.82 $239.00
Notes: - All users must have a $20m public liability insurance policy. - Use of sportsfields for school sports are free. However, a Key Replacement fee will be invoiced to the person/ organisation who signed the keys out if keys are not returned within 10 working days - Refundable bond subject to meeting standard hire conditions. - Sportsfields season hire includes oval use on Saturday & Sunday and 2 x training days per week. - Sportsfields season hire include toilets + change rooms + canteen (if available) + setout of fields and 1 line marking per field - Canteen is not available for exclusive use for a season. - Canteen use includes day before for set up. Clubs booking for a season will need to provide seasonal draw when it becomes available to ensure that fields/canteen are not double booked. - Night use includes 4 hours lighting. - Night Season Hire use includes 4 hours lighting per week - Cricket pitch preparation includes rolling + mowing + marking of crease. - Field preparation & line marking fee must be paid prior to works being completed. - Grandstand hire includes delivery + erection + dismantling. - Refundable bond for key replacement subject to meeting conditions - Casual Hourly Hire is charged at pro rata of the casual day hire rate.
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)
Section: Engineering Responsible Officer: Open Space Super
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Sewerage Supply Page 1 of 1
2014/2015 (Inc GST)
Fee Description Junction Cut-Ins - When main is adjacent to property Junction cut-ins - less than 2.0m deep Junction cut-ins - between 2m & 3.5m deep Junction cut-ins - more that 3.5m deep Junction Cut-Ins - When main is not adjacent to property Junction cut-ins - less than 2.0m deep Junction cut-ins - between 2m & 3.5m deep Junction cut-ins - more that 3.5m deep Other Liquid Waste Disposal Sewerage Discharge Inspection Disconnection - for house removal or demolition
2015/2016 (Inc GST)
Unit Rate
$1,145.00 $1,171.00 Per application $2,062.00 $2,109.00 Per application Negotiated actual cost + 20% + GST
N/A N/A
$6,421.00 Per application $7,359.00 Per application $11,310.00 Per application
$14.00 $37.00 $652.00
$14.00 Per kl $37.00 Per connection $666.00 Per application
GST
Exempt Exempt
Exempt Exempt Exempt
$1.27 Exempt Exempt
Notes: - The not adjacent to property charge covers the average cost to connect the sewer by gravity up to 75m from the property as determined by the Water Act. The charge assumes 35m of pipe laid to connect plus the riser at property boundary.
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)
Section: Water and Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Swimming Pool - Boomi Page 1 of 1
Fee Description
C C C
BOOMI BORE BATHS Family season ticket (9 months) Adult season ticket (9 months) Child season ticket (9 months)
C C C
Adult single Child single Infant/toddler single
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Unit Rate
GST
$110.00 $60.00 $40.00
$110.00 $60.00 $40.00
Per family Per person Per person
$10.00 $5.45 $3.64
$5.00 $3.00 Free
$5.00 Per application $3.00 Per application Free
$0.45 $0.27 N/A
Notes:
Fee Methodology: - Fees set by 355 Committee
Section: Corporate Services Responsible Officer: Client Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Swimming Pool - Mungindi Page 1 of 1
Page 1 of 1
2014/2015 (Inc GST)
2015/2016 (Inc GST)
Unit Rate
GST
$230.00 $125.00 $105.00 $105.00 $450.00 $200.00 $185.00
$230.00 $125.00 $105.00 $105.00 $450.00 $200.00 $185.00
Per family Per person Per person Per person Per person Per person Per person
$20.91 $11.36 $9.55 $9.55 $40.91 $18.18 $16.82
Single Entry Adult - Local Child Infant/Toddler - under 3 years of age
$4.50 $3.50 Free
$4.50 $3.50 Free
Per person Per person
$0.41 $0.32 N/A
Groups Entry Groups entry - non profit/ School/ Sport/ Community
$2.50
$2.00
Per person
$0.18
Fee Description Season Entry Family Adult Concession Winter Season Pass Annual Family Pass Annual Adult Pass Annual Concession Pass
Notes: - Family consists 2 adults & all children living at the one address. - Concession refers to pensioners and children. - Aged, disability pension and seniors cards are accepted. - School groups must be accompanied by teacher. - No further discounts apply. - Summer season commences on the last Sunday of September and finishes on the second last Friday of April each year. - Closed Public Holidays during the Winter.
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)
Section: Corporate Services Responsible Officer: Client Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Trade Waste Page 1 of 3
2014/2015 (Inc GST)
2015/2016 (Inc GST)
$118.00 $176.00 $586.00 $59.00 $176.00
$120.00 $180.00 $600.00 $60.00 $180.00
Per application Per application Per application Per application Per application
Exempt Exempt Exempt Exempt Exempt
$91.00 $181.00 $604.00 $93.00 $181.00
$93.00 $185.00 $617.00 $95.00 $185.00
Per year Per year Per year Per year Per year
Exempt Exempt Exempt Exempt Exempt
* Re-inspection Fee
$84.00
$85.00
Per Inspection
Exempt
Trade Waste Usage Charges # Category A Discharger with appropriate equipment Category A Discharger without appropriate equipment # Category B Discharger with appropriate equipment Category B Discharger without appropriate equipment
Free $1.68 $1.68 $15.41
Free $2.00 $2.00 $16.00
Per kL Per kL Per kL
N/A Exempt Exempt Exempt
* Food Waste Disposal Charge
$27.96
$28.00
Per bed
Exempt
$0.42
$0.50
Per KL
Exempt
Fee Description Trade Waste Fees and Usage Charges Application Fee Category A Discharger Category B Discharger Category C Discharger Category S (Residential) Category S (Non-Residential) Annual Trade Waste Fee * Category A Discharger * Category B Discharger * Category C Discharger Category S (Residential) Category S (Non-Residential)
Non-compliance pH charge
Unit Rate
Notes # Only applies to liquid trade waste dischargers with appropriately sized and/or maintained pre-treatment facilities
Delivery Program 2014-2017 and Operational Plan 2015-2016
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GST
Trade Waste Page 2 of 3
Fee Description
2014/2015 (Inc GST)
2015/2016 (Inc GST)
$1.03 $2.24 $76.21 $37.85 $0.76 $0.76 $15.14 $350.20 Free $37.85 $1,513.85 $1.54 $25.23 $15.42 $15.42 $75.71 $3.78 $1.54 $1.36 N/A N/A N/A $757.53 $1.54 $37.85 $7.58 $7.58 $75.71 $2,523.09 $0.76 $0.76 $25.23 $0.20 $757.53 $757.53 $2.53
$1.00 $2.00 $77.00 $38.00 $1.00 $1.00 $15.00 $358.00 Free $38.00 $1,548.00 $1.00 $25.00 $15.00 $15.00 $77.00 $3.00 $1.00 $1.00 $42.00 $55.00 $21.00 $774.00 $1.00 $38.00 $7.00 $7.00 $77.00 $2,581.00 $1.00 $1.00 $25.00 $0.50 $774.00 $774.00 $2.00
Unit Rate
GST
Excess Mass Charges Alumunium * Ammonia* (as N) Arsenic Barium * Biochemical oxygen demand* (BOD) Boron Bromine Cadmium Chloride Chlorinated hydrocarbons Chlorinated phenolics Chlorine Chromium Cobalt Copper Cyanide Fluoride Formaldehyde Oil and Grease* (Total O & G) Supper room and Hall (with Public Liability) Supper room and Hall (without Public Liability) Supper room only for a function Herbicides/defoliants Iron Lead Lithium Manganese Mercaptans Mercury Methylene blue active substances (MBAS) Molybdenum Nickel * Nitrogen* (Total Kjeldahl Nitrogen - Ammonia) as N Organoarsenic compounds Pesticides general (excludes organochlorines and organophosphates Petroleum hydrocarbons (non flammable)
Delivery Program 2014-2017 and Operational Plan 2015-2016
Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per function Per function Per function Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg
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Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt N/A Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt N/A N/A Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt
Trade Waste Page 3 of 3
2014/2015 (Inc GST)
2015/2016 (Inc GST)
$7.58 $1.54 $15.42 $53.27 $1.40 $0.15 $1.54 $1.68 $0.97 $0.27 $7.58 $0.06 $7.58 $15.42
$7.00 $1.00 $15.00 $54.00 $1.00
Chemical Toilet Septic Tank Waste Effluent Septage Septic Waste (20% Septage and 80% Effulent) Grease Trap Waste Additional charge after hours disposal
Fee Description
*
*
*
*
Phenolic compounds (non-chlorinated) Phosphorous* (Total P) Polynuclear aromatic hydrocarbons Selenium Silver Sulphate* (SO4) Sulphide Sulphite Suspended Solids* (SS) Thiosulphate Tin Total dissolved solids* (TDS) Uranium Zinc
Unit Rate
GST
$1.00 $1.00 $1.00 $0.50 $7.00 $0.50 $7.00 $15.00
Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg Per kg
Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt
$16.83
$17.00
Per kL
Exempt
$2.24 $22.43 6.27 22.43 150
$2.00 $22.00 $6.00 $22.00 $153.00
Per kL Per kL Per kL Per kL
Exempt Exempt Exempt Exempt Exempt
Charges for Tankered Waste
Notes: - Fees and Charges based on NSW Office of Water guidelines. - Categories based on NSW Office of Water guidelines. * - These charges apply for all wastes exceeding the concentration of pollutants in domestic sewage.
Fee Methodology: - Full cost recovery. - Increased by CPI annually (Rounded up to nearest dollar)
Section: Water & Waste Responsible Officer: Water Services Engineer
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Water Supply Page 1 of 2
2014/2015 (Inc GST)
Fee Description New Connection - Installation & Service - When main is adjacent to property 20mm (includes check valve in meter) 25mm (includes check valve in meter) 32mm (includes RPZ back flow prevention device) 40mm (includes RPZ back flow prevention device) 50mm (includes RPZ back flow prevention device) 80mm (includes RPZ back flow prevention device) 100mm Install lockable path cock - 20mm or 25mm Install lockable path cock greater than 25mm New Connection - Installation & Service - When main is not adjacent to property 20mm (includes check valve in meter) 25mm (includes check valve in meter) 32mm (includes RPZ back flow prevention device) 40mm (includes RPZ back flow prevention device) 50mm (includes RPZ back flow prevention device) 80mm (includes RPZ back flow prevention device) 100mm Install lockable path cock - 20mm or 25mm Reading Interim/Additional Water Meter Read Pressure & Flow - Report for fire services
$1,274.00 $1,523.00 $3,272.00 $4,822.00 $8,040.00 $11,427.00 $196.00 N/A
N/A N/A N/A N/A N/A N/A N/A
2015/2016 (Inc GST)
Unit Rate
GST
$1,303.00 Per connection Exempt $1,558.00 Per connection Exempt $3,347.00 Per connection Exempt $4,932.00 Per connection Exempt $8,224.00 Per connection Exempt $11,689.00 Per connection Exempt Actual cost + 20% +GST $200.00 Per connection Exempt Actual cost + 20% + GST
$17,803.00 Per connection $18,058.00 Per connection $19,847.00 Per connection $21,432.00 Per connection $24,724.00 Per connection $28,189.00 Per connection Actual cost + 20% +GST $200.00 Per connection
$28.00 $208.00
Delivery Program 2014-2017 and Operational Plan 2015-2016
$28.00 $212.00
Per read Per report
164 of 267
Exempt Exempt Exempt Exempt Exempt Exempt Exempt
Exempt Exempt
Water Supply Page 2 of 2
2014/2015 (Inc GST)
Fee Description Water Meters New Water Meter - placed in small plastic pit New Water Meter - large or heavy duty Replace Water Meter - 20mm Replace Water Meter - other Replace cover only Water Meter Test (20mm,25mm,32mm) Water Meter Test (40mm and above) Install Plastic Water Meter Clamps Disconnections Pipe Disconnections (20mm, 25mm, 32mm) Pipe Disconnections (40mm and above) Water Flow Restrictors Placement of Water Flow Restrictors Water Supplied From Potable Stand Pipe Charge per kilolitre Parks Spa Water Discharge Sale of Spa Water - Treated Sale of Spa Water - Untreated Spa Water Disposal Effluent Water Supply Charges (New agreements)
2015/2016 (Inc GST)
Unit Rate
GST
$496.00 $507.00 Per unit Actual cost + 20% +GST $186.00 $190.00 Per unit Actual cost + 20% +GST $130.00 $132.00 Per unit $94.00 $96.00 per test $216.00 $220.00 per test Free Free Per clamp
$46.09
$407.00 $416.00 Per unit Actual cost + 20% +GST
Exempt
$478.00
$488.00
Per restrictor
$44.36
$235.00 $3.00
$240.00 $3.00
Per week Per KL
Exempt Exempt
$17.27 $12.00 $8.73 $20.00 N/A
75% of town water supply charge Per KL Per KL Per KL 20% of town water supply charge
Exempt Exempt Exempt
Notes: - Dual service new connections - installations of service at Boggabilla charged at twice amounts listed above. - The not adjacent to property charge covers the average cost to connect the water by gravity up to 75m from the property as determined by the Water Act. The charge assumes 35m of pipe laid to connect plus the riser at property boundary.
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)
Section: Water and Waste Responsible Officer: Water and Waste Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Moree Plains Shire Council Income and Expenses Budget - Consolidated
Budget 2014/2015
Budget 2015/2016
Budget 2016/17
Income from Continuing Operations Revenue: Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Other Revenues Grants & Contributions provided for Operating Purposes
27,208,779 10,253,828 944,163 1,079,226 9,717,854
27,567,591 10,575,138 813,829 1,190,996 10,172,015
28,369,822 10,882,855 743,143 1,228,018 10,133,877
Total Income from Continuing Operations
49,203,850
50,319,569
51,357,715
Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses Net Losses from the Disposal of Assets
17,772,729 3,546,013 12,462,571 10,936,475 3,466,793 1,000,000
19,225,975 3,413,576 11,670,404 10,936,475 3,691,045 935,000
19,786,362 3,507,496 11,679,939 10,936,475 3,742,135 935,000
Total Expenses from Continuing Operations
49,184,581
49,872,475
50,587,407
19,269
447,094
770,308
Grants & Contributions provided for Capital Purposes
3,780,232
15,265,103
5,987,567
Net Operating Result for the Year
3,799,501
15,712,197
6,757,875
10.34%
9.97%
10.35%
Expenses from Continuing Operations
Net Operating Result for the year before Grants and Contributions for Capital Purposes
Debt Service Ratio
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Moree Plains Shire Council Income and Expenses Budget - Consolidated Detailed
Budget 2014/2015
Budget 2015/2016
Budget 2016/2017
Income from Continuing Operations Rates and Annual Charges Annual Charge-Domestic Waste Management Annual Charge-Other Wastes Management Annual Charge-Sewer Annual Charges-Water Supply Farmland Rates Rate Business Special Rate Business Rates Residential Total Rates and Annual Charges
1,984,174 365,666 2,663,447 1,427,164 14,062,046 2,163,221 258,359 4,284,702 27,208,779
2,013,212 360,619 2,606,832 1,454,377 14,364,646 2,113,487 277,067 4,377,351 27,567,591
2,052,804 367,887 2,684,598 1,498,007 14,795,585 2,176,891 285,379 4,508,671 28,369,822
User Charges and Fees Disc Fees RTA-State Roads Disc Fees-Aerodrome Disc Fees-Max Centre Rent Disc Fees-Other Disc Fees-Private Works Disc Fees-Rent Council Property Fees - Cemeteries Fees - Child Care Fees - Regulatory Planning & Development Fees - Waste Disposal ( Tip fees ) Fees- Swimming Pools User Charge-Domestic Waste Management User Charge-Non Domestic Waste User Charge-Sewer User Charge-Water Total User Charges and Fees
2,688,128 633,166 284,872 66,603 80,774 262,003 192,000 884,213 149,657 534,300 15,000 955,478 4,181 456,644 3,046,809 10,253,828
2,756,543 652,099 292,847 68,595 83,190 269,837 197,741 865,331 142,532 667,419 16,000 948,489 4,286 330,042 3,280,187 10,575,138
2,839,239 671,663 301,631 70,654 85,686 277,932 203,674 891,291 146,808 687,441 16,480 967,405 4,415 339,943 3,378,593 10,882,855
55,235 141,075 22,887 724,966 944,163
57,858 146,066 23,971 585,934 813,829
60,607 151,677 25,110 505,749 743,143
Other Revenues Other Revenue-Fines Other Revenue-Insurance Premium Refund/Incentivies Other Revenue-Legal Fees Recovery Other Revenue-Other Other Revenue-Sales-General Other Revenue-Sewer Services Other Revenue-Water Services Other Revenue-Weight Of Loads Total Other Revenues
104,507 35,000 141,237 309,352 131,603 48,459 129,068 180,000 1,079,226
79,448 19,000 145,460 401,660 143,366 49,908 132,927 219,227 1,190,996
81,831 19,570 149,824 415,003 147,666 51,405 136,915 225,804 1,228,018
Grants and Contributions Provided for Operating Purposes Operational Contr-Roads Operational Dev Contr & Donations - Sec 94A Operational Dev contr & Donations - Sec 64 Water Operational Dev Contr & Donations - Sec 64 Sewer Operational Granst-SP-Heritage Culture Operating Grants-GP-FAG-General Operational Grants-GP-FAG-Roads Operational Grants-GP-Pensioner Rate Subsidy Operational Grants-SP-Bush Fire-SES Operational Grants-SP-Child Care Operational Grants-SP-Community Care Operational Grants-SP-Employment & Training Operational Grants-SP-Noxious Weeds Operational Grants-SP-Other Operational Grants-SP-Roads & Bridges Operational RTA Contribution Total Grants and Contributions Provided for Operating Purposes
100,000 15,132 20,610 14,020 3,563,054 2,682,613 144,734 226,857 335,804 10,873 30,000 78,703 631,835 306,000 1,557,619 9,717,854
22,000 102,990 15,585 21,226 14,438 3,807,794 2,697,225 149,991 233,640 445,605 11,199 31,897 81,056 613,201 312,550 1,611,618 10,172,015
22,000 106,080 16,053 21,863 14,871 3,807,794 2,697,225 154,490 240,650 456,731 11,535 32,854 83,488 476,281 347,600 1,644,362 10,133,877
Interest and Investment Revenue Interest - User Charges and Fees Interest Rates and Annual Charges Interest-Other Interest-Other Investments Total Interest and Investment Revenue
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Budget 2014/2015
Grants and Contributions Provided for Capital Purposes Capital Contr-SP-Other Capital Contr-SP-RTA Capital Contr-SP-Roads Capital Grants-SP-Water Capital Grants-SP-Other Total Grants and Contributions Provided for Capital Purposes
Budget 2015/2016
Budget 2016/2017
140,250 1,691,982 91,000 1,857,000 3,780,232
1,910,000 334,698 3,658,624 4,570,000 4,791,781 15,265,103
67,500 1,754,312 4,000,000 165,755 5,987,567
52,984,082
65,584,672
57,345,282
92,591 2,279,535 258,836 44,530 12,464,391 1,500,320 482,526 650,000 17,772,729
155,000 2,757,131 267,087 45,861 13,342,762 1,570,637 287,497 800,000 19,225,975
159,650 2,865,917 262,739 47,237 13,721,994 1,608,702 296,123 824,000 19,786,362
3,546,013 3,546,013
3,413,576 3,413,576
3,507,496 3,507,496
Materials and Contracts Other Operating Expenses Total Materials and Contracts
12,462,571 12,462,571
11,670,404 11,670,404
11,679,939 11,679,939
Depreciation and Amortisation Depreciation-Land & Buildings Depreciation-Plant & Equipment Depreciation-Other Depreciation-Infrastructure Depreciation-Furniture & Fittings Depreciation-Office equipment Total Depreciation and Amortisation
1,483,828 1,274,766 103,001 7,791,372 265,151 18,357 10,936,475
1,483,828 1,274,766 103,001 7,791,372 265,151 18,357 10,936,475
1,483,828 1,274,766 103,001 7,791,372 265,151 18,357 10,936,475
Other Expenses Other-Auditor Other-Auditor-Other Services Other-Bad Debts Other-Consultancies Other-Donations & Contributions Other-Election Expenses Other-Insurances Other-Legal Expenses General Other-Legal Expenses-Development Other-Light Power & Heating Other-Mayoral Allowance Other-Members Expenses Other-Members Fees Other-Operating Lease Rentals Other-Street Lighting Other-Telephones Total Other Expenses
60,000 25,000 20,000 40,000 358,554 568,504 204,087 60,000 985,562 23,450 147,089 96,680 132,562 404,523 340,782 3,466,793
52,510 25,000 20,000 25,000 380,149 630,040 393,855 61,300 1,044,605 24,151 141,200 99,571 127,916 365,748 300,000 3,691,045
54,085 25,750 20,600 25,150 384,604 100,000 648,942 253,581 63,139 1,075,941 24,875 145,436 102,558 131,754 376,720 309,000 3,742,135
Net Losses from the Disposal of Assets Net Losses from the Disposal of Assets Total Net Losses from the Disposal of Assets
1,000,000 1,000,000
935,000 935,000
935,000 935,000
49,184,581
49,872,475
50,587,407
3,799,501
15,712,197
6,757,875
Total Income from Continuing Operations
Expenses from Continuing Operations Employee Benefits and On-Costs Emp Costs-FBT Emp Costs-Leave Emp Costs-Other Emp Costs-Payroll Tax Emp Costs-Salaries & Wages Emp Costs-Superannuation Emp Costs-Training Emp Costs-W/Comp Insurance Total Employee Benefits and On-Costs Borrowing Costs Interest on Loans Total Borrowing Costs
Total Expenses from Continuing Operations
Net Opearting Result for the Year
Delivery Program 2014-2017 and Operational Plan 2015-2016
168 of 267
Budget Income Statement by Function
Function or Activity
2014/15
2015/16
2016/17
(953,743)
(959,835)
(1,088,544)
(5,967,586)
(6,190,234)
(6,251,874)
Fire Service Levy, Fire Protection
(356,152)
(376,552)
(384,984)
Emergency Services
(153,050)
(106,131)
(109,315)
Governance
Administration Public Order and Safety
Enforcement of Local Govt Regs Animal Control
(17,639)
(7,750)
(8,397)
(222,427)
(250,470)
(259,324)
(56,610)
(66,729)
(67,317)
Total Public Order & Safety
(805,878)
(807,632)
(829,337)
Health
(268,947)
(266,971)
(271,288)
Noxious Plants and Insect/Vermin Control
(120,328)
(104,898)
(108,044)
Other Environmental Protection
(412,458)
(475,383)
(370,557)
Other
Environment
Solid Waste Management
459,794
805,195
776,615
Stormwater Management
(211,344)
(201,318)
(207,358)
Total Environment
(284,336)
23,596
90,656
Administration & Education
(648,574)
(494,276)
(549,851)
Social Protection (Welfare)
(57,947)
(55,866)
(57,542)
Aged Persons and Disabled
(14,939)
(15,014)
(15,091)
Childrens Services
132,892
99,772
94,846
(588,568)
(465,385)
(527,638)
Community Services and Education
Total Community Services & Education Housing and Community Amenities Environmental Protection Public Cemeteries Public Conveniences
50,000
-
-
(209,252)
(214,847)
(254,886)
(41,453)
(41,453)
(41,453)
Street Lighting
(341,523)
(302,748)
(311,830)
Town Planning
(468,185)
(515,240)
(534,968)
Other Community Amenities
(1,463,732)
(1,502,023)
(1,498,061)
Total Housing and Community Amenities
(2,474,145)
(2,576,311)
(2,641,198)
Water Supplies
102,634
6,455,727
4,273,983
Sewerage Services
451,538
107,900
168,854
(672,887)
(88,085)
(660,862)
Recreation and Culture Public Libraries
Delivery Program 2014-2017 and Operational Plan 2015-2016
169 of 267
Function or Activity
2014/15
2015/16
2016/17
Art Galleries
(172,194)
(180,596)
(185,096)
Community Centres and Halls
(248,395)
(249,571)
(352,787)
(69,652)
(30,534)
(31,445)
Sporting Grounds and Venues
(158,442)
381,558
(524,262)
Swimming Pools
(551,037)
(339,383)
(347,004)
MAAC Ltd
(330,000)
(613,929)
(613,348)
(2,156,010)
(1,681,165)
(1,686,734)
1,661,774
1,730,681
(2,696,843)
(1,071,024)
(4,391,664)
(168,069)
(173,142)
(179,180)
Other Cultural Services
Parks & Gardens (Lakes) Other Sport and Recreation Total Recreation and Culture
9,874
Mining, Manufacturing and Construction
Building Control Other Mining, Manufacturing & Construction Total Mining, Manufacturing and Const.
(1,668)
(2,073)
(2,782)
(169,737)
(175,215)
(181,962)
Transport and Communication Urban Roads (UR) - Local Urban Roads - Regional Sealed Rural Roads (SRR) - Local Sealed Rural Roads - Regional Unsealed Rural Roads (URR) - Local
(1,377,650)
153,484
(1,623,497)
(2,940)
(2,940)
(2,940)
(4,423,240)
(4,685,523)
(4,193,636)
750,000 (2,587,754)
1,550,000 (2,504,831)
863,500 (2,564,426)
Bridges on SRR - Local
(35,907)
(85,904)
(86,981)
Bridges on URR - Local
(24,460)
(24,000)
(24,720)
(719)
Parking Areas
(77,680)
Footpaths
244,423
Aerodromes Other Transport & Communication Total Transport and Communication
(719) 125,301 1,744,666
(719) (150,797) 289,223
(460,112)
(555,743)
(570,868)
(7,996,039)
(4,286,209)
(8,065,861)
(41,564)
(41,564)
(41,564)
Economic Affairs Camping Areas & Caravan Parks Other Economic Affairs
(1,259,264)
(1,391,714)
(1,400,959)
Total Economic Affairs
(1,300,828)
(1,433,278)
(1,442,523)
Totals â&#x20AC;&#x201C; Functions
(22,952,478)
(11,644,871)
(21,158,395)
27,751,979
28,292,068
28,851,270
General Purpose Revenues(1) Loss on Disposal of Assets
NET OPERATING RESULT FOR YEAR
(1,000,000)
3,799,501
(935,000)
15,712,197
(935,000)
6,757,875
(1) Includes: Rates & Annual Charges (incl. Ex Gratia), Untied General Purpose Grants & Interest on Investments (excl. Restricted Assets)
Delivery Program 2014-2017 and Operational Plan 2015-2016
170 of 267
Moree Plains Shire Council Capital Budget- Consolidated
Budget 2014/15
Budget 2015/16
Budget 2016/17
Capital Expenditure New Asset - Plant and Equipment New Asset - Land, Building and Other Structures New Asset - Roads, Bridges Footpaths New Asset - Water Infrastructure New Asset - Sewer Infrastructure New Asset - Other Equipment
1,577,749 18,381,500 170,500 502,441 20,632,190
2,480,417 5,076,000 354,396 7,160,308 230,000 159,300 15,460,421
2,554,830 417,000 135,000 4,068,820 860,000 257,454 8,293,104
Renewal - Land, Building and Other Structures Renewal - Roads, Bridges Footpaths Renewal - Water Infrastructure Renewal - Sewer Infrastructure Renewal - Other Equipment
2,367,000 8,806,422 3,364,646 1,751,365 40,000 16,329,433
3,561,045 13,089,740 2,149,895 2,377,648 75,000 21,253,328
168,755 9,087,532 2,378,742 1,041,002 111,650 12,787,681
Total Capital Expenditure
36,961,623
36,713,749
21,080,785
(9,297,911) (3,780,232) (2,211,000) (21,043,000) (629,480) (36,961,623)
(11,113,788) (15,265,103) (1,746,990) (7,803,264) (784,604) (36,713,749)
(13,687,007) (5,987,567) (598,069) (808,142) (21,080,785)
Capital Funding Sources Rates and Other Untied Funding Capital Grants and Contributions Internal Restrictions External Restrictions Sale of Assets Total Capital Funding
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Moree Plains Shire Council Budgeted Statement of Cash Flows - Consolidated
Budget 2014/2015
Budget 2015/2016
Budget 2016/17
Cash Flows from Operating Activities Receipts:
Rates & Annual Charges User Charges & Fees Investment & Interest Revenue Received Other Grants & Contributions
27,208,779 10,253,828 944,163 1,079,226 13,498,086
27,567,591 10,575,138 813,829 1,190,996 25,437,118
28,369,822 10,882,855 743,143 1,228,018 16,121,444
Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Other
(17,772,729) (3,546,013) (12,462,571) (3,466,793)
(19,225,975) (3,413,576) (11,670,404) (3,691,045)
(19,786,362) (3,507,496) (11,679,939) (3,742,135)
Net Cash provided (or used in) Operating Activities
15,735,976
27,583,672
18,629,350
629,480
784,604
808,142
Payments:
Cash Flows from Investing Activities Receipts:
Sale of Infrastructure, Property, Plant & Equipment Payments:
Purchase of Infrastructure, Property, Plant & Equipment Net Cash provided (or used in) Investing Activities
(36,961,622)
(36,713,749)
(21,080,785)
(36,332,142)
(35,929,145)
(20,272,643)
Cash Flows from Financing Activities Receipts:
Proceeds from Borrowings & Advances
18,500,000
6,883,000
Payments:
(1,254,155)
(1,450,135)
Net Cash Flow provided (used in) Financing Activities
Repayment of Borrowings & Advances
17,302,625
5,628,845
(1,450,135)
Net Increase/(Decrease) in Cash & Cash Equivalents
(3,293,541)
(2,716,628)
(3,093,429)
20,475,000
17,181,459
14,464,831
17,181,459
14,464,831
11,371,403
3,015,706
2,194,756
597,207
plus:
(1,197,375)
Cash & Cash Equivalents - beginning of year
Total Budgeted Cash, Cash Equivalents & Investments - end of year Budgeted Unrestricted Cash
Delivery Program 2014-2017 and Operational Plan 2015-2016
172 of 267
Moree Plains Shire Council Income and Expenses Budget - General Fund
Budget 2014/2015
Budget 2015/2016
Budget 2016/17
Income from Continuing Operations Revenue: Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Other Revenues Grants & Contributions provided for Operating Purposes
23,212,648 6,030,719 450,982 862,599 10,639,941
23,629,345 5,780,409 610,984 911,369 9,639,452
24,313,869 5,944,285 535,374 940,003 9,587,579
Total Income from Continuing Operations
41,196,889
40,571,559
41,321,110
Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses Net Losses from the Disposal of Assets
12,669,789 2,068,702 14,667,450 8,886,775 2,703,807 1,000,000
13,831,874 2,176,560 11,977,403 8,886,775 2,731,680 935,000
14,337,190 2,259,877 11,995,345 8,886,775 2,906,079 935,000
Total Expenses from Continuing Operations
41,996,523
40,539,292
41,320,266
Net Operating Result for the year before Grants and Contributions for Capital Purposes
-799,634
32,268
844
Grants & Contributions provided for Capital Purposes
3,626,562
8,785,103
1,987,567
Net Operating Result for the Year
2,826,928
8,817,371
1,988,411
7.72%
8.00%
8.45%
Expenses from Continuing Operations
Debt Service Ratio
Delivery Program 2014-2017 and Operational Plan 2015-2016
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Moree Plains Shire Council Income and Expenses Budget - Water
Budget 2014/2015
Budget 2015/2016
Budget 2016/17
Income from Continuing Operations Revenue: Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Other Revenues Grants & Contributions provided for Operating Purposes
1,602,958 3,259,388 66,328 129,571 44,495
1,659,927 3,708,044 69,611 133,320 45,844
1,709,723 3,819,285 72,930 137,326 47,220
Total Income from Continuing Operations
5,102,740
5,616,746
5,786,484
Employee Benefits & On-Costs Borrowing Costst Materials & Contracts Depreciation & Amortisation
890,755 710,367 2,203,193 939,382
1,235,613 789,016 2,089,245 939,382
1,069,623 815,300 2,082,800 939,382
Total Expenses from Continuing Operations
4,743,697
5,053,256
4,907,105
Net Operating Result for the year before Grants and Contributions for Capital Purposes
359,043
563,490
879,379
91,000
6,480,000
4,000,000
450,043
7,043,490
4,879,379
(135,013) (142,260)
(169,047) (142,260)
(263,814) (142,260)
172,770
6,732,183
4,473,305
2.69%
2.38%
2.72%
16.82%
18.02%
18.37%
Expenses from Continuing Operations
Grants & Contributions provided for Capital Purposes Net Operating Result for the Year less: - Corporate Taxation Equivalent (30%) [based on result before capital] - Surplus dividend paid
SURPLUS/(DEFICIT) AFTER TAX & DVIDENDS Return on Capital
Debt Service Ratio
Delivery Program 2014-2017 and Operational Plan 2015-2016
174 of 267
Moree Plains Shire Council Income and Expenses Budget - Sewer
Budget 2014/2015
Budget 2015/2016
Budget 2016/17
Income from Continuing Operations Revenue: Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Other Revenues Grants & Contributions provided for Operating Purposes
2,655,525 498,530 181,353 130,000 41,148
2,678,219 494,604 132,841 41,114
2,758,126 509,442 134,428 42,347
Total Income from Continuing Operations
3,506,556
3,346,778
3,444,343
Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation
527,943 233,996 1,370,589 992,468
611,349 226,184 1,345,718 992,468
631,910 215,563 1,370,495 992,468
Total Expenses from Continuing Operations
3,124,996
3,175,719
3,210,436
Net Operating Result for the year before Grants and Contributions for Capital Purposes
381,560
171,059
233,907
-
-
-
381,560
171,059
233,907
(114,468) (126,000)
(51,318) (59,871)
(70,172) (81,868)
141,092
59,871
81,868
2.13%
1.30%
1.43%
10.64%
11.16%
10.84%
Expenses from Continuing Operations
Grants & Contributions provided for Capital Purposes Net Operating Result for the Year less: - Corporate Taxation Equivalent (30%) [based on result before capital] - Surplus dividend paid
SURPLUS/(DEFICIT) AFTER TAX & DVIDENDS Return on Capital
Debt Service Ratio
Delivery Program 2014-2017 and Operational Plan 2015-2016
175 of 267
NON‐CAPITAL PROJECT ‐ ADMINISTRATION Project Title: Asset Management Plans/Inspections
Annual Allocation for Asset Management/Reporting, including inspections, Condition Assessments and Maintenance Schedules etc
Budget 2015/16
Budget 2016/17
Project Budget:
50,000
50,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐50,000 ‐50,000
‐50,000 ‐50,000
Community Strategic Plan Outcome/s: L5. We manage our finances, assets and services effectively Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
176 of 267
CAPITAL PROJECT ‐ ADMINISTRATION Project Title: Tycannah Street Depot ‐ Vehicle movement areas reseal Budget 2015/16 Project Budget:
75,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐75,000
To reseal/rehab all depot vehicle movements areas, carparking etc To be funded by plant reserve.
Budget 2016/17
‐75,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Delivery Program 2014-2017 and Operational Plan 2015-2016
Department: Corporate Services Responsible Officer: Financial Services Manager
177 of 267
CAPITAL PROJECT ‐ ADMINISTRATION Project Title: Stage 2 and 3 ‐ Workshop building structural repairs Budget 2015/16
Budget 2016/17
Project Budget:
80,000
80,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐80,000
‐80,000
‐80,000
‐80,000
To repair structural defects in the workshop building. Stage 1 ‐ Repair internal steel structure to allow use of overhead gantry / realigment of roller doors etc. (To be completed 2014/15) Stage 2 ‐ Repair/replace external brick walls due to movement. Stage 3 ‐ Replacment of overhead gantry. To be funded by plant reserve.
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Delivery Program 2014-2017 and Operational Plan 2015-2016
Department: Corporate Services Responsible Officer: Financial Services Manager
178 of 267
NON‐CAPITAL PROJECT ‐ ADMINISTRATION Project Title: Update Council's Risk Management Plan Budget 2015/16
Commission an external review of Council's Risk Management Plan based on the relevant Australian Standard for Risk Management
Budget 2016/17
Project Budget:
10,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐10,000 ‐10,000
Community Strategic Plan Outcome/s: L5. We manage our finances, assets and services effectively L2. We demonstrate accountability, transparency and ethical conduct
Delivery Program 2014-2017 and Operational Plan 2015-2016
Department: Corporate Services Responsible Officer: Client Services Manager
179 of 267
CAPITAL PROJECT ‐ COMMUNITY SERVICES & EDUCATION Project Title: GDC ‐ Repair or replace softfall
Budget 2015/16 Project Budget:
10,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐10,000
Review playground to ensure it meets the National Quality Framework requirements, children developmental needs, including upgrading playground equipment.
Budget 2016/17
‐10,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents L5. We manage our finances, assets and services effectively
Department: Corporate Services Responsible Officer: Client Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
180 of 267
CAPITAL PROJECT ‐ COMMUNITY SERVICES & EDUCATION Project Title: GDC ‐ Playground Upgrades Stage 2 Budget 2015/16 Project Budget:
25,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐25,000
Review playground to ensure it meets the National Quality Framework requirements, children developmental needs, including upgrading playground equipment. To be funded from the GDC reserve.
Budget 2016/17
‐25,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents L5. We manage our finances, assets and services effectively
Department: Corporate Services Responsible Officer: Client Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
181 of 267
CAPITAL PROJECT ‐ COMMUNITY SERVICES & EDUCATION Project Title: GDC ‐ Extend Carpark
Budget 2015/16
Extend existing carpark to cater for additional families attending Centre.
Budget 2016/17
Project Budget:
100,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐100,000
‐100,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents L5. We manage our finances, assets and services effectively
Department: Corporate Services Responsible Officer: Client Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
182 of 267
CAPITAL PROJECT ‐ COMMUNITY SERVICES & EDUCATION Project Title: GDC ‐ Security Upgrades
Budget 2015/16
Review the Centre Security and upgrade the CCTV and lighting.
Budget 2016/17
Project Budget:
15,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐15,000
‐15,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents L5. We manage our finances, assets and services effectively
Department: Corporate Services Responsible Officer: Client Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
183 of 267
CAPITAL PROJECT ‐ COMMUNITY SERVICES & EDUCATION Project Title: DAC Refurbishment & Fitout
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
497,545
Budget 2016/17
Will develop new facilities or significantly improve and/expand existing facilities. • Total refurbishment including, purpose built archival room, new common entrance foyer, new offices and galleries • New carpets, painting, finishes • New furniture, fittings • Upgrade existing toilets and install new wheel chair access ramp • Upgrade or expanding capital infrastructure to increase capacity and/or improve efficiency
‐497,545
‐497,545
Community Strategic Plan Outcome/s: S3. Our local history, culture and diversity is valued and supported S2. Our community is inclusive, connected and collaborative
Department: Corporate Services Responsible Officer: Director of Corporate Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
184 of 267
CAPITAL PROJECT ‐ COMMUNITY SERVICES & EDUCATION Project Title: Moree Community Library Revitalisation Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
225,000
Budget 2016/17
Undertake a range of internal works to provide improved work space for staff and public space for community, including; new relocated customer service desk to meet the WHS of staff and provide more public floor space for community, new relocated public access PC stations that provide equitable access to members of the public, new servicable furniture to create welcoming environment including seating, tables display cabinets,slat walls and compactus, installation of new library shelving that meets library standards set by State Library of NSW guidelines, staff spaces are redesigned to improve efficiencies, Regional Library staff and activites are housed in an appropriate fashion and to improve efficiences now that they have been relocated into the Community Library.
‐200,000
‐25,000 ‐225,000
Community Strategic Plan Outcome/s: S2. Our community is inclusive, connected and collaborative E3. Our built environment ‐ our town and villages ‐ are desirable places to be S3. Our local history, culture and diversity is valued and supported
Delivery Program 2014-2017 and Operational Plan 2015-2016
Department: Corporate Services Responsible Officer: Client Services Manager
185 of 267
NON‐CAPITAL PROJECT ‐ COMMUNITY SERVICES & EDUCATION Project Title: Road Safety Officer‐ Various Projects
Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2015/16
Budget 2016/17
73,800
143,000
‐42,550
‐69,500
‐31,250 ‐73,800
‐73,500 ‐143,000
Community Strategic Plan Outcome/s: S1. Our community is a safe place L3. We are engaged and well informed L4. We collaborate to achieve outcomes
Heavy Vehicle Forum, Slow Down, Free Cuppa for the Driver, Pedestrian Safety Improvments, Road Safety Month, Safety in School Zones, Bike Week, Helping Learner Drivers become safer drivers workshops, Moree Cycling Guide, The years ahead Driver Program, Road Safety Education Campaigns
Department: Engineering Responsible Officer: Road Safety Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
186 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Taylor Oval Development Market Study Budget 2015/16 Project Budget:
20,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐20,000
Budget 2016/17
On 3 February 2015 Moree Plains Shire Council completed the purchase of part Taylor Oval Moree. The land is zoned B3 Commercial Core under the 2011 LEP. In 2012 Council approved a DA for the construction of a Discount Department Store by Fabcot Pty Ltd (Woolworths). Woolworths subsequently withdrew their intention to proceed with that development. The purpose of this project is to explore, promote and market a range of options for the development of Taylor Oval for the benefit of our entire community. The project will also update the Retail Market Study that was conducted by LJ Hooker Global Retail Services in 2004.
‐20,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec2. Our Shire has the infrastructure we need to support our economy
Department: Planning & Development Responsible Officer: Economic Development Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
187 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Taylor Park Concept Design
Budget 2015/16 Project Budget:
5,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐5,000
Budget 2016/17
Taylor Park was a concept developed with the design of the Big W footprint. It is a rectangle section of land that fronts Albert Street to the north of Taylor Oval. The Taylor precinct is an area that holds a level of significance within our community. This project is to provide the opportunity for community engagement and the appropriate concept design of Taylor Park. There is an opportunity to design an appropriate open space that will recognise the appropriate level of historical significance that the precinct holds without quarantining the site from future development. Early concepts included interpretive story boards, small plaques and green space.
‐5,000
Community Strategic Plan Outcome/s: S3. Our local history, culture and diversity is valued and supported S2. Our community is inclusive, connected and collaborative Ec1. Our Shire is a place that attracts and retains new business and residents
Department: Planning & Development Responsible Officer: Economic Development Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
188 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Industrial Lands Expansion
Budget 2015/16
Budget 2016/17
Project Budget:
5,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐5,000
Moree Council has been in negotiations with the Crown in order to arrange the release of Industrial Zoned Land to the South of the Industrial Drive Precinct. Funds will be required in order to progress this matter. Once a total cost is known for the release of lands, further information will be provided to Council.
‐5,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec2. Our Shire has the infrastructure we need to support our economy L1. Our leaders speak out for the good of our community
Department: Planning & Development Responsible Officer: Economic Development Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
189 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Strategic Economic Development Implementation Budget 2015/16
Budget 2016/17
Project Budget:
7,500
25,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐7,500
‐25,000
‐7,500
‐25,000
Funds to implement the Economic Development Strategy (EDS due to be completed by July 2015). Once completed, Council staff will conduct a workshop with Council in order to set actionable priorities identified within the document. At this stage a long term allowance has been made subject to further consideration by Council.
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec2. Our Shire has the infrastructure we need to support our economy Ec4. We have the skills and knowledge to undertake the work available
Department: Planning & Development Responsible Officer: Economic Development Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
190 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: International Trade and Investment Business Plans/Promotion Budget 2015/16
Budget 2016/17
Project Budget:
20,000
10,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐20,000
‐10,000
‐20,000
‐10,000
Support ongoing efforts to attract international investment into the Moree Plains. The Council will be kept updated on proposals and efforts via reports to Committee/Council.
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec3. Our Shire supports existing business Ec2. Our Shire has the infrastructure we need to support our economy
Department: Planning & Development Responsible Officer: Economic Development Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
191 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Investment Promotion
Budget 2015/16
Support ongoing efforts to attract international investment into the Moree Plains. The Council will be kept updated on proposals and efforts via reports to Committee/Council.
Budget 2016/17
Project Budget:
5,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐5,000
‐5,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec4. We have the skills and knowledge to undertake the work available L1. Our leaders speak out for the good of our community
Department: Planning & Development Responsible Officer: Economic Development Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
192 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Conceptual Development for Old Met Station Site Budget 2015/16
Preparations for the residential development of the Old Met Station Site.
Budget 2016/17
Project Budget:
5,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐5,000
‐5,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec2. Our Shire has the infrastructure we need to support our economy Ec4. We have the skills and knowledge to undertake the work available
Department: Planning & Development Responsible Officer: Economic Development Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
193 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Economic Development Strategy ‐ Project Continuation Budget 2015/16 Project Budget:
70,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐70,000
Budget 2016/17
Project commenced last quarter 2014 financial year ‐ Initially to develop a Moree Plains Shire Economic Development Strategy ($75,000). This strategy will capture all current strategic documents to date, provide a full economic profile of the Moree Plains Shire and recommend strategic actions/projects to encourage, improve and attract increased economic development activity within the Shire. This project commenced in May 2014 and a call for quotations has been undertaken in line with a Terms of Reference document. The project pools the Strategic Economic Development and the Economic Development Strategy project budgets to deliver a more comprehensive document. The project has had delays but will now be able to encompass the Moree Bypass, the Gateway Project, the Moree Solar Farm, the Ski Lakes, the Inland Rail and the Regional NSW EDS released in February 2015.
‐70,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec2. Our Shire has the infrastructure we need to support our economy Ec3. Our Shire supports existing business
Department: Planning & Development Responsible Officer: Economic Development Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
194 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Moree Showground (and related lands) Project Continuation Budget 2015/16 Project Budget:
12,500
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐12,500
Budget 2016/17
Project commenced last quarter 2014 financial year ‐ Allocation of funding should be anticipated for development of the future strategic direction for the Moree Showground. Although the showground is not currently under Council’s management, its location and future potential are strategic to realising potential commercial opportunities and ensuring sustainability for public recreation/showground facilities. The showground’s future is intertwined with the Moree Racecourse, adjoining Council managed Crown reserves and also potentially relates to expenditure of funds pursuant to the Deed of Expenditure related to the Taylor Oval purchase. The appointment of a new management Trust to the Moree Racecourse Reserve in 2014 may invigorate development proposals and the relativity of this to the showground.
‐12,500
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy E3. Our built environment ‐ our town and villages ‐ are desirable places to be
Department: Planning & Development Responsible Officer: Economic Development Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
195 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Strategic Transport Plan
Budget 2015/16 Project Budget:
60,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐60,000
Budget 2016/17
Project has been delayed while Council undertook engagement with ARTC in relation to Inland Rail preliminary corridor alignment. Project is a continuation of works commenced in 2014/15. Prepare a strategic transport plan which is a multidimensional plan that incorporates a wide range of professions who are involved with: 1. The identification of desirable transport outcomes and accessibility needs 2. The planning for and delivery of different transport modes (including infrastructure and services) 3. The integration of transport planning with other community plans, services and initiatives 4. Accommodating private and public interests 5. Considering national, state, regional and local transport needs 6. Strengthens links between land‐use and transport planning. Maximise the advantage of the Inland Rail Project.
‐60,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy S1. Our community is a safe place Ec1. Our Shire is a place that attracts and retains new business and residents
Department: Planning & Development Responsible Officer: Senior Strategic Development Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
196 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Image Gallery
Budget 2015/16
Budget 2016/17
Project Budget:
3,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐3,000
Tourism Moree maintains an extensive image library which features a large cross section of the Moree Plains, including our industries, attractions, landscape, community, and lifestyle. Access to this library is given to a number of groups and stakeholders on a regular basis including the Council, State and Federal Members, community groups, and businesses for the promotion of the Shire. For the Shire to stay abreast of our competitors and supply requests from various media publications, it is imperative that we maintain and continue to expand and update this library. Images must be of a high quality and available in a variety of digital formats to comply with today's advertising standards.
‐3,000
Community Strategic Plan Outcome/s: Ec3. Our Shire supports existing business Ec1. Our Shire is a place that attracts and retains new business and residents
Delivery Program 2014-2017 and Operational Plan 2015-2016
Department: Corporate Services Responsible Officer: Client Services Manager
197 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Special Promotions
Budget 2015/16
Budget 2016/17
Project Budget:
10,000
15,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐10,000
‐15,000
‐10,000
‐15,000
Tourism Moree will partner and buy into various advertising opportunities and programs throughout the year. These include direct advertising in major media publications, e.g. Qantas and conducting a comprehensive journalist familiarisation program. This enables our staff to host editors and travel writers of major publications to our Shire to conduct a feature on various attractions, events and products. Tourism Moree will also assist and partner with Moree Plains Shire Council with the ongoing domestic and international relationships including China for product and market readiness, marketing collateral and general negotiations. Assisting with attracting Footloose regional events such as Regional swimming carnivals, key events, and conferences.
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec3. Our Shire supports existing business
Delivery Program 2014-2017 and Operational Plan 2015-2016
Department: Corporate Services Responsible Officer: Client Services Manager
198 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Regional Advertising
Budget 2015/16
Budget 2016/17
Project Budget:
10,000
10,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐10,000
‐10,000
‐10,000
‐10,000
Participate in major marketing opportunities to promote and advertise the Moree Plains Shire as a region to visit, relocate and invest in. This investment will also create new customer relationships, entice business development and residential relocation. Australian Tourism Exchange: The Australian Tourism Exchange (ATE) is Australia's premier tourism trade event and the largest international travel trade show of its kind in the southern hemisphere. The ATE event is a forum for Australian tourism sellers to showcase their products, meet with overseas contacts and negotiate deals.
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec3. Our Shire supports existing business
Delivery Program 2014-2017 and Operational Plan 2015-2016
Department: Corporate Services Responsible Officer: Client Services Manager
199 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Tourism NSW/RTO Campaigns
Budget 2015/16
Budget 2016/17
Project Budget:
5,000
10,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐5,000
‐10,000
‐5,000
‐10,000
Moree in partnership with Regional and State bodies such as Destination NSW, Inland Tourism, New England North West, Newell Highway Promotions Committee and Kamilaroi Highway Committees; participating in various projects.
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec3. Our Shire supports existing business
Delivery Program 2014-2017 and Operational Plan 2015-2016
Department: Corporate Services Responsible Officer: Client Services Manager
200 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Moree Shire Destination (Marketing) Plan Budget 2015/16 Project Budget:
10,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐10,000
Budget 2016/17
The Moree Plains Shire will be required to develop a new Destination (Marketing) Plan for the Shire. In light of recent product developments with the MAAC, Gateway Project and China we will be required to ensure that our Destination Plan works in parallel with State and Regional Destination Plans and Council's Delivery Program. This is essential for the ongoing accessibility to state and federal funding from tourism industries. Moree Plains Shire Council, and community groups in the past have all utilised, referenced and submitted the Moree Plains Shire Destination Plan to access funding.
‐10,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec3. Our Shire supports existing business
Delivery Program 2014-2017 and Operational Plan 2015-2016
Department: Corporate Services Responsible Officer: Client Services Manager
201 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Tourism Moree Business Plan
Budget 2015/16 Project Budget:
5,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐5,000
Budget 2016/17
In conjunction with the development of a new Shire Destination Plan, Tourism Moree update their organisation business plan the ensure that Tourism Moree's values and business direction reflects and are modelled on that of the Shire. The Shire Destination Plan informs the Business Plan of Tourism Moree.
‐5,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec3. Our Shire supports existing business
Delivery Program 2014-2017 and Operational Plan 2015-2016
Department: Corporate Services Responsible Officer: Client Services Manager
202 of 267
NON‐CAPITAL PROJECT ‐ OTHER ECONOMIC AFFAIRS Project Title: Marketing Collateral
Updating of Moree Plains Shire marketing collateral including: skins, banners for exhibitions, tradeshows events and presentation folders. These resources are also used by businesses including Council.
Budget 2015/16
Budget 2016/17
Project Budget:
10,000
12,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐10,000
‐12,000
‐10,000
‐12,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents Ec3. Our Shire supports existing business
Delivery Program 2014-2017 and Operational Plan 2015-2016
Department: Corporate Services Responsible Officer: Client Services Manager
203 of 267
NON‐CAPITAL PROJECT ‐ ENVIRONMENT Project Title: Flood Mitigation ‐ Moree
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2016/17
The current project for Moree is 2D modelling and the recommendations from this study will provide direction for the prioritising of a range of flood mitigation measures that were identified as part of the technical brief. The 2015/16 budget is for the balance of the committed project for the actual 2D modelling and plan review.
125,000
‐107,142
‐17,858 ‐125,000
Community Strategic Plan Outcome/s: S1. Our community is a safe place L6. We demonstrate leadership in the face of natural disaster Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
204 of 267
NON‐CAPITAL PROJECT ‐ ENVIRONMENT Project Title: Flood Mitigation ‐ Mungindi
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
The completion of the FloodPlain Risk Management Plan and the work of the Office of Environment and Heritage on the rural levee bank is nearing completion. Mungindi is now ready to call for designs to upgrade the levee to protect the township from the 1 in 100 year flood event. Next year's project, if approved by the OEH for their share of the funding, is for the investgation and design of the levee upgrade.
Budget 2016/17
100,000
‐85,000
‐15,000 ‐100,000
Community Strategic Plan Outcome/s: S1. Our community is a safe place L6. We demonstrate leadership in the face of natural disaster E2. We live sustainably and use our resources responsibly
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
205 of 267
NON‐CAPITAL PROJECT ‐ ENVIRONMEN Project Title: Flood Mitigation ‐ Pallamallawa
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2016/17
16,000
With the completion of the Pallamallawa Floodplain Risk Management Plan and the identification of a minor change to the design, there is the need for a minor design change before going to a construction tender. The first project listed is the continuation of the acqusition of easements with a need for additional funding due to the protracted nature of the work to date. The recommendation for additional mitigation works will be the focus of the next five years and following this the upgrade of the levee could commence. With forward planning Council staff are aiming to reduce the estimated cost of the levee through grant funds.
‐12,000
‐4,000 ‐16,000
Community Strategic Plan Outcome/s: S1. Our community is a safe place L6. We demonstrate leadership in the face of natural disaster E2. We live sustainably and use our resources responsibly
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
206 of 267
CAPITAL PROJECT ‐ ENVIRONMENT Project Title: Installation of flood gauges
Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2015/16
Budget 2016/17
52,500
150,000
‐35,000
‐100,000
‐17,500 ‐52,500
‐50,000 ‐150,000
The 2008 Flood Plain Risk Management Plan recommendations identified that more flood gauges would be beneficial. Three applications have been submitted and been unsuccessful. A review of the application process has been undertaken and found that the Office of Environment and Heritage would look more favourably on an application for investigations by a consultant to review all information and make recommendations for flood gauge sites before applying for funding to install flood gauges. An allowance has been made in the 2016/17 year for installation of flood gauges.
Community Strategic Plan Outcome/s: L6. We demonstrate leadership in the face of natural disaster
Department: Engineering Responsible Officer: Engineering Support Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
207 of 267
NON‐CAPITAL PROJECT ‐ ENVIRONMENT Project Title: Voluntary House Raising Scheme
Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2015/16
Budget 2016/17
300,000
300,000
‐300,000
‐300,000
‐300,000
‐300,000
Co‐ordinate the OEH grant funding and raising of dwellings listed on the Voluntary House Raising Policy's priority list.
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be
Department: Planning & Development Responsible Officer: Senior Strategic Development Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
208 of 267
NON‐CAPITAL PROJECT ‐ ENVIRONMENT Project Title: South west moree master plan implementation Budget 2015/16
Budget 2016/17
Project Budget:
100,000
100,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐100,000
‐100,000
‐100,000
‐100,000
Council has endorsed the South West Moree Master Plan which aims at activating urban renewal in the south west area of Moree. It is important that Council now allocate funds to pair with existing and future state government funding to make practical steps towards implementing the recommendations outlined in the master plan.
Community Strategic Plan Outcome/s: S1. Our community is a safe place Ec1. Our Shire is a place that attracts and retains new business and residents E3. Our built environment ‐ our town and villages ‐ are desirable places to be
Department: Planning & Development Responsible Officer: Assessment Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
209 of 267
CAPITAL PROJECT ‐ ENVIRONMENT Project Title: Drainage Improvements
Budget 2015/16
Budget 2016/17
Project Budget:
50,000
100,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐50,000 ‐50,000
‐100,000 ‐100,000
Improvements and upgrade of the urban drainage network across the Shire are needed. For the past 10 years extensive work has been undertaken on the village drainage through targeting one village per year. There is still work to be done in Boggabilla, Garah and Mungindi. Overall however, the drainage issues are on a decrease. Moving forward we need to allocate the money on a needs and priority basis between the Villages and Moree. In two years time we will be in a position to undertake a comprehensive stormwater analysis of our network which will identify any limited capacity issues that can assist with development application approvals. Strategic maintenance matched with increase in budget for maintenance should in time reduce capital rectification.
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy L5. We manage our finances, assets and services effectively E3. Our built environment ‐ our town and villages ‐ are desirable places to be
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
210 of 267
CAPITAL PROJECT ‐ ENVIRONMENT Project Title: Remediate Yarraman Landfill
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2016/17
Remediate Yarraman Landfill to EPA standard. Project cost at this stage is uncertain until final closure plan has been accepted . Negotiations are still being carried out between Council and EPA regarding final capping/ cover requirements, which will determine project costing. Worst case scenario cost $ 2 678 438 Best case scenario cost $ 1 173 588
2,200,000
‐2,200,000
‐2,200,000
Community Strategic Plan Outcome/s: E1. The diversity of the natural environment is protected and supported
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
211 of 267
NON‐CAPITAL PROJECT ‐ HOUSING & COMMUNITY AMENITIES Project Title: Irrigation Upgrade
Budget 2015/16
This is the ongoing replacement of the existing irrigation at Moree Cemetery, which is progressively failing and creating major water leaks Budget 2016/17
Project Budget:
40,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐40,000 ‐40,000
Community Strategic Plan Outcome/s: S3. Our local history, culture and diversity is valued and supported
Department: Engineering Responsible Officer: Engineering Support Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
212 of 267
NON‐CAPITAL PROJECT ‐ HOUSING & COMMUNITY AMENITIES Project Title: Install Beams & Preparation of ground Budget 2015/16
Budget 2016/17
Project Budget:
20,000
20,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐20,000 ‐20,000
‐20,000 ‐20,000
The Aboriginal Portion of the Mungindi Old Cemetery requires a layout to be implemented to assist with digging of graves. These works will entail ground preparation and levelling; and the installation of concrete beams (footpath style). Discussions have been held with members of the Aboriginal community and they are in agreement with the implementation of this new design.
Community Strategic Plan Outcome/s: S3. Our local history, culture and diversity is valued and supported
Department: Engineering Responsible Officer: Engineering Support Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
213 of 267
CAPITAL PROJECT ‐ RECREATION & CULTURE Project Title: Moree Town Hall Redevelopment Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
3,021,000
‐1,180,000 ‐1,841,000
Budget 2016/17
The Moree Town Hall Redevelopment Project would see a number of Statutory and Latent Capital Maintenance issues addressed within the precinct in order to improve the current user experience and create a better value for money proposition for users and a more sustainable facility for Council. Significant project deliverables for Stage 1 include; electrical upgrades, mechanical air handling (heat and cool Town Hall), fire services, ceiling works to address acoustics (Town Hall), asbestos survey and removal (if required), replace flooring (Town Hall), upgrades required for access and PWD compliance, new lighting and wiring, disabled access amenities and development of a Moree Community Cinema (Note: Cinema can be completed at different stages of the development). Stage 2 would see the installation of tiered seating, the improvement of the Town Hall stage, improved wall acoustic treatments, installation of new mezzanine seating in the Town Hall and installation of audio visual equipment within the Town Hall to cater for conference and seminars. This project will be the subject of further community engagement in 2015/16 in order to determine overall project priorities.
‐3,021,000
Community Strategic Plan Outcome/s: S1. Our community is a safe place Ec2. Our Shire has the infrastructure we need to support our economy Ec1. Our Shire is a place that attracts and retains new business and residents
Department: Planning & Development Responsible Officer: Economic Development Officer
Delivery Program 2014-2017 and Operational Plan 2015-2016
214 of 267
CAPITAL PROJECT ‐ RECREATION & CULTURE Project Title: Lighting and CCTV Upgrades
Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2015/16
Budget 2016/17
60,000
80,000
The CCTV roll out has seen a significant reduction in criminal behaviour. The extension of the network coverage needs to continue as we have not reached all of the "Hot Spots" as identified in the NSW Police Audit. The gaps are the Railway Station, Tourist Centre and Jellicoe Park. In addition, the rotating cameras in the main street need to be matched with still cameras. The first year project is the Railway Station CCTV connection to the Police Station . Year two and three is the Tourist Centre through Jellicoe Park respectively, and year four is more lighting in Boggabilla which is then followed by CCTV in Boggabilla. Further funding opportunities could influence the order that projects are undertaken.
‐30,000
‐60,000 ‐60,000
‐50,000 ‐80,000
Community Strategic Plan Outcome/s: S1. Our community is a safe place Ec3. Our Shire supports existing business Ec1. Our Shire is a place that attracts and retains new business and residents
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
215 of 267
CAPITAL PROJECT ‐ RECREATION & CULTURE Project Title: Netball Courts
Budget 2015/16 Project Budget:
300,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐300,000 ‐300,000
Budget 2016/17
Two additional Netball Courts and rehabilitation of the existing four courts. The Netball Association has requested two additional courts as they are not viable as a country club without the ability to hold intertown competitions. The work involves creation of two new courts including earthworks to raise the natural surface level, relocation of the two Division 3 cricket pitches, and drainage works on the netball courts access road. The 2016/17 project is the location of a single toilet to provide amenity to the netball and junior cricket players. This project will require the clubs to source funding for it to be viable. The 2018/19 project is the erection of lights which will also require funding for it to be viable.
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be S4. Our health and wellbeing provide for a satisfying and productive life L4. We collaborate to achieve outcomes
Department: Engineering Responsible Officer: Operations Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
216 of 267
CAPITAL PROJECT ‐ RECREATION & CULTURE Project Title: Sports Fields ‐ Boughton Oval Basketball Court Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2016/17
An outdoor Basketball Court at Boughton Oval has been requested on a number of occasions. The proposal is for the court to be used by the PCYC, general public and as an additional activity for Boughton Oval users, such as schools and clubs. It is anticipated that this project should be able to attract external funding and Council will work with the PCYC to try and attract this funding.
67,000
‐67,000
‐67,000
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be L4. We collaborate to achieve outcomes S2. Our community is inclusive, connected and collaborative
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
217 of 267
CAPITAL PROJECT ‐ RECREATION & CULTURE Project Title: Sports Fields ‐ Additional sports field oval Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2016/17 350,000
Council has previously identified the need for an additional sports field. Ron Harborne Oval, the home of Cricket, Junior Soccer, AFL, Netball and Hockey has very poorly maintained fields due to the fields being used all year round. The additional oval will allow some yearly maintenace to occur once every five years on each field plus provide a premier Cricket Oval with the future potential for a western orientated Grand stand, picket fence for sponsors signage, playground and toilets for the oval users as well as the passing Gwydir Highway traffic. The additional oval will be a second turf wicket which will increase the cricket clubs' ability to host 'rep' games. Council will work with the clubs to source funding.
‐50,000
‐300,000 ‐350,000
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be L4. We collaborate to achieve outcomes E1. The diversity of the natural environment is protected and supported
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
218 of 267
CAPITAL PROJECT ‐ RECREATION & CULTURE Project Title: South Moree Sports Facility
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
1,665,000
Budget 2016/17
Advancing Regional Sporting Opportunities through Community and Aboriginal Partnerships. The South Moree Sports Facility Project is a partnership between Council and the Moree Boomerangs Rugby League Football Club to provide a multi‐purpose sports and recreation facility in South Moree. The Project includes: • Development of a second sporting field • Construction of new change rooms, a multi‐purpose indoor training area, canteen and public amenities • New fencing of the facility • New lights installed on both sport fields • Installation of irrigation and ancillary works. The Project is designed to improve community participation by providing access to a range of sport, recreational and cultural activities.
‐894,000 ‐771,000
‐1,665,000
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents S4. Our health and wellbeing provide for a satisfying and productive life Ec2. Our Shire has the infrastructure we need to support our economy
Department: Governance Responsible Officer: Executive Projects Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
219 of 267
CAPITAL PROJECT ‐ SEWER Project Title: Sewer Manhole Relining
Budget 2015/16
Budget 2016/17
Project Budget:
410,000
421,480
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐410,000 ‐410,000
‐421,480 ‐421,480
This project is to ensure that the sewer manholes are maintained to a satisfactory condition. The current inventory of sewer manholes totals 2087. Assuming a 50 year life means that an average of 2% of the inventory requires relining annually. The budget provision allows for 41 items per annum to be relined.
Community Strategic Plan Outcome/s: L5. We manage our finances, assets and services effectively
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
220 of 267
CAPITAL PROJECT ‐ SEWER Project Title: Elecrical Switchboard and Telemetry Renewals Budget 2015/16 Project Budget:
1,253,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐1,253,000
A Moree Plains Shire Switch Board and Telemetry Audit was undertaken during the 2013/14. Several of the electrical switch boards servicing our existing sewer pump stations, and telemetry system used to control and monitor our systems are past their useful lives. The telemetry system backbone was renewed in 2014/15 and the remaining switchboards are planned to be renewed during 2015/16. The improved technology will enhance electrical safety and will allow council staff to more effectively manage and optimize our sewerage system networks. This project is being undertaken in conjunction with the Water Fund. The consequence of not proceeding is that our sewer systems will become unreliable and our operational costs will increase.
Budget 2016/17
‐1,253,000
Community Strategic Plan Outcome/s: L5. We manage our finances, assets and services effectively
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
221 of 267
CAPITAL PROJECT ‐ SEWER Project Title: Sewer Pump Station Repair
Budget 2015/16
Budget 2016/17
Project Budget:
300,000
308,400
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐300,000 ‐300,000
‐308,400 ‐308,400
This project is to ensure that the sewer pump stations are maintained to a satisfactory condition. The current inventory of sewer pump stations totals 30. Assuming a 80 year life means that an average of 0.4 pump stations requires repairing annually. The budget provision allows for 0.4 items per annum to be repaired.
Community Strategic Plan Outcome/s: L5. We manage our finances, assets and services effectively
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
222 of 267
CAPITAL PROJECT ‐ SEWER Project Title: Moree Gateway Stage 3 Sewer Extension Budget 2015/16
It is expected that Moree Gateway Stage 3 will require connection to the Moree Sewer. The budget allowance provides for an additional sewer pump station and a sewer rising main.
Budget 2016/17
Project Budget:
410,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐410,000 ‐410,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
223 of 267
CAPITAL PROJECT ‐ SEWER Project Title: Trade waste recieval and treatment facility Budget 2015/16 Project Budget:
75,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐75,000 ‐75,000
The current trade waste and septage receival facility at the Moree Sewarage Treatment Works urgently requires updating. It is proposed to construct a new facility and decommission the existing facility to meet our EPA licencing requirements.
Budget 2016/17
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
224 of 267
CAPITAL PROJECT ‐ SEWER Project Title: Moree Sewerage Treatment Works ‐ Extended Aeration Tank (EAT) Aerators Budget 2015/16 Project Budget:
100,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐100,000 ‐100,000
Budget 2016/17
Community Strategic Plan Outcome/s: L5. We manage our finances, assets and services effectively
At the Moree Sewerage Treatment Works large aerators are currently used to add oxygen to the sewerage treatment process. These current units consume a large quantity of electricty on a daily basis. It is proposed to supplement these units with low energy units based upon a venturi system. The pay back period on electricity savings is expected to be less than 2 years.
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
225 of 267
CAPITAL PROJECT ‐ SEWER Project Title: Sewer Main Relining
Budget 2015/16
Budget 2016/17
Project Budget:
224,000
230,272
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐224,000 ‐224,000
‐230,272 ‐230,272
Council has many kilometres of sewer mains that require the sacrificial lining to be renewed on a periodic basis. There are several mains to be relined in Moree to bring the current reticulation network to a satisfactory standard. A contract has been let for relining work at Mungindi and the work commenced in 2014/15. The additional work budgeted below will allow the contract to be extended to provided relining work for Moree.
Community Strategic Plan Outcome/s: L5. We manage our finances, assets and services effectively
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
226 of 267
CAPITAL PROJECT ‐ SEWER Project Title: Gwydirville Sewer Rising Main.
Budget 2015/16
This project is to provide for connection of Gwydirville to the Moree Sewerage System and is planned to cater for future growth in the area.
Budget 2016/17
Project Budget:
450,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐450,000 ‐450,000
Community Strategic Plan Outcome/s: Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
227 of 267
NON‐CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATIONS Project Title: Pedestrian Access Mobility Plan
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
30,300
Budget 2016/17
The Pedestrian Access Mobility Plan (PAMP) compliments the Shared Pathway Plan, in that it identifies works and projects that improve pedestrian safety across the Shire. The PAMP will open up more opportunities for funding of traffic calming and pedestrian access works, such as roundabouts, pedestrian refuge islands, blisters and wombat crossings (raised road crossing/long speed humps) to name a few. The RMS have already approved their funding commitment as they are very keen to see this project progress, they are aware of pedestrian safety projects within Moree Shire that would benefit from greater funding opportunties. The PAMP would also improve the awarness of issues such as ageing pedestrians, mobility scooters and school zone issues.
‐15,150
‐15,150 ‐30,300
Community Strategic Plan Outcome/s: S1. Our community is a safe place S4. Our health and wellbeing provide for a satisfying and productive life E3. Our built environment ‐ our town and villages ‐ are desirable places to be
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
228 of 267
NON‐CAPITAL PROJECT ‐ OTHER ENVIRONMENTAL PROTECTION Project Title: Airport Evaporation Pond
Budget 2015/16 Project Budget:
35,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐35,000
Budget 2016/17
Remediation of evaporation pond and classification as a contaminated site. Currently the project has been submitted as a development application and a request from EPA has stipulated that a qualified site auditor is to be appointed to oversee the remediation. It is hoped that this project will be completed in the 2014/15 year, however if not, an allowance to complete it is requested for the 2015/16 financial year.
‐35,000
Community Strategic Plan Outcome/s: S1. Our community is a safe place E1. The diversity of the natural environment is protected and supported
Department: Engineering Responsible Officer: Engineering Support Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
229 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATIONS Project Title: Reseal GA Apron
Budget 2015/16 Project Budget:
15,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐15,000
This work commenced in the 2014/15 financial year, however inadequate funds were allocated and the time frames of undertaking the work is scheduled around the availability of contractors being in Moree undertaking other works, to keep costs down. Budget 2016/17
‐15,000
Community Strategic Plan Outcome/s: S1. Our community is a safe place L5. We manage our finances, assets and services effectively
Department: Engineering Responsible Officer: Engineering Support Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
230 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Extension of runway 01/19 and full lighting upgrade Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2016/17
An opportunity has arisen where funding may be available to improve airport infrastructure, if our submission is successful. Expressions of interest have been called and close on 31 March. Notification of success will not be known until May 2015. This project is to extend the runway by approximately 387metres (this length does not include the shoulders and transition area) and replacement of the existing lighting, which will then comply with CASA's standards for runway lighting.
2,000,000
‐1,500,000
‐500,000 ‐2,000,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy Ec1. Our Shire is a place that attracts and retains new business and residents L5. We manage our finances, assets and services effectively
Department: Engineering Responsible Officer: Engineering Support Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
231 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATIONS Project Title: Town Entrance/Areas
Budget 2015/16
Budget 2016/17
Project Budget:
250,000
250,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐250,000 ‐250,000
‐250,000 ‐250,000
The project for the first years has been identified by a recent walk through of Frome Street by the RMS and Council Staff. RMS will be handing back Frome Street to Council and have agreed to repair some issues between the fog lines (RMS responsibility). Road shoulders are Council's responsibility and therefore need to use its own finances to rehabilitate Frome Street to an acceptable standard, as the entrance way to our town, creating an inviting attractive statement with this southern entrance. Projects for future years budget are not specifically defined however the Western Connector Investigation and design is part of the scope for this budget item as well as potential upgrading of other town entrances.
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents S1. Our community is a safe place E3. Our built environment ‐ our town and villages ‐ are desirable places to be
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
232 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATIONS Project Title: Shared Pathway ‐ Gwydir Highway East Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2016/17
Installation of a 2.5m wide concrete shared pathway from Stanley Village to Tycannah Street. This will extend an existing cyclepath from Dover Street all the way to Stanley Village. It also connects Stanley Village, and the eastern portion of Moree to the CBD and most schools via the river corridor and Edward Street shared pathways. This eastern area of Moree has been identified as having a significantly higher portion of walkers and low car ownership.
315,000
‐315,000
‐315,000
Community Strategic Plan Outcome/s: S1. Our community is a safe place S4. Our health and wellbeing provide for a satisfying and productive life E3. Our built environment ‐ our town and villages ‐ are desirable places to be
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
233 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATIONS Project Title: Shared Pathway ‐ Adelaide Street between Edward & Chester Streets Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2016/17
This is 130m of the 260m that is a missing link in South Moree. The completion of this path and the future Chester to Boston Street section will complete a large network of shared paths that connect Pius X, to the Hospital, the PCYC, the Carol Avenue Campus and East Moree Public School and the Amaroo Shops.
39,396
‐19,698
‐19,698 ‐39,396
Community Strategic Plan Outcome/s: S1. Our community is a safe place S4. Our health and wellbeing provide for a satisfying and productive life E3. Our built environment ‐ our town and villages ‐ are desirable places to be
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
234 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATIONS Project Title: Shared Pathway ‐ Amaroo Drive ‐ Bus Shelter to Boston Street Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2016/17
Stage 1 of this shared pathway is from the Bus Shelter to Bottlebrush Drive. This section of Amaroo Drive has been identified as a significant safety requirement as there is no pathway for the users of the Tavern and the Caravan Park to safely walk between the two locations. The area is also very popular with fitness enthusiast who walk and cycle around South Moree. The figures for the subsequent years are for the shared pathway link from Bottlebrush Drive to Boston Street ( Amaroo Shops).
135,000
‐67,500
‐67,500 ‐135,000
Community Strategic Plan Outcome/s: S1. Our community is a safe place S4. Our health and wellbeing provide for a satisfying and productive life E3. Our built environment ‐ our town and villages ‐ are desirable places to be
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
235 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Specialist Access Improvement Projects Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2016/17 30,000
These projects are those that are too costly for the Disabled Access Improvement funding to cover and have been identified through the PAMP. The PAMP will be completed in the first half of 2015/2016 to allow Council to apply for funding in the November round of applications. Without predicting the results of the PAMP there are some pedestrian safety issues that have been identified through the Local Traffic Committe and Road Safety Steering Committee. The first is further upgrades between Woolworths and Anne Street, Moree following on from the Road Safety Officers Work, the second stage is traffic calming in St George Street, Mungindi and the third is Auburn Street and Heber Street traffic calming.
‐10,000
‐20,000 ‐30,000
Community Strategic Plan Outcome/s: S1. Our community is a safe place S4. Our health and wellbeing provide for a satisfying and productive life E3. Our built environment ‐ our town and villages ‐ are desirable places to be
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
236 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Carpark ‐ Criterion
Budget 2015/16 Project Budget:
100,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐90,000
Budget 2016/17
This is a carry over from the 2014/15 budget that allocated $100,000 for the upgrade of this carpark, if all funds are not spent in the 2014/15 year this needs to be carried over. New lighting was provided through grant funding and the design of the carpark has been modified to suit the sale of the adjoining vacant lot. The work is to remove some of the kerb that restricts parking and is also affecting drainage, removal of excess trees, and plant new trees in the vacant blisters as per the design. The additional funds for 2015/16 are from the land sale and will be used to reseal the car park.
‐10,000 ‐100,000
Community Strategic Plan Outcome/s: Ec3. Our Shire supports existing business Ec1. Our Shire is a place that attracts and retains new business and residents
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
237 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Carpark ‐ Railway Station and walkway to Gosport St Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Community Strategic Plan Outcome/s: S1. Our community is a safe place Ec3. Our Shire supports existing business L4. We collaborate to achieve outcomes
Budget 2016/17
This area is a hot spot for criminal activity and requires additional lighting and CCTV to provide a safe place for tourists and residents alike. The Newell Highway bypass has provided for additional lighting in the area but CCTV was not part of their scope of works. Council staff have worked closely with RMS to ensure that the new infrastructure complies with the principles of 'Safer by Design' and the Contractor has placed a conduit for CCTV under the bypass at no expense to Council.
100,000
‐75,000
‐25,000 ‐100,000
Department: Engineering Responsible Officer: Project and Development Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
238 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: SR 101 ‐ Terry Hie Hie Road
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 45.39 ‐ 46.35 Datum SH12 East. This section of road is suffering from bad pavement failure, cracking, and shoving. A full reconstruction to be carried out. This project is funded by Roads to Recovery.
Budget 2016/17
192,000
‐192,000
‐192,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
239 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: SR 9 ‐Bronte Road
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0.0 ‐ 2.150 Datum: SH 12. This section of road is suffering from bad pavement failure, cracking, shoving and drainage issues. A full reconstruction to be carried out. This project is funded by Roads to Recovery. Budget 2016/17
430,000
‐430,000
‐430,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
240 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: SR 101 ‐Terry Hie Hie Road
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 46.41 ‐ 47.01 Datum: SH12. This section of road is suffering from bad pavement failure, cracking, and shoving. A full reconstruction to be carried out. This project is funded by Roads to Recovery.
Budget 2016/17 120,000
‐120,000
‐120,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
241 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: SR 15 ‐ Morialta Road
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 31.31‐32.80 Datum: SH12. This section of road is suffering from bad pavement failure, cracking, shoving and drainage issues. A full reconstruction to be carried out. This project is funded by Roads to Recovery. Budget 2016/17 298,000
‐298,000
‐298,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
242 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: SR 12 ‐Talmoi Road
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 4.27 ‐ 7.92 Datum: SH 28. This section of road is suffering from bad pavement failure, cracking, shoving and drainage issues. A full reconstruction to be carried out. This project is funded by Roads to Recovery. Budget 2016/17 730,000
‐730,000
‐730,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
243 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Chester Street Moree Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0.00 ‐ CH 0.360 Datum: Jones to Adelaide. Project required to address drainage issues, pavement failure, cracking. A full reconstruction is to be undertaken, including Kerb and Gutter replacement Budget 2016/17
374,400
‐236,624
‐137,776 ‐374,400
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
244 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Warialda Street Moree Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0.00 ‐CH0.190 Datum: Adelaide to Thompson. Project requires to address drainage issues, pavement failure, cracking. A full reconstruction is to be undertaken, including Kerb and Gutter replacement. This project is funded by Roads to Recovery. Budget 2016/17
300,000
‐300,000
‐300,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
245 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Wales Street Moree Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0.00 ‐ 0.95 Datum: Tawarri to Barwon Ave. Project required to address drainage issues, pavement failure, cracking. A full reconstruction is to be undertaken, including Kerb and Gutter replacement. This project is funded by Roads to Recovery. Budget 2016/17
160,000
‐160,000
‐160,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
246 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Barwon Avenue Moree Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0.00 ‐0.365 Datum: Jones and Adelaide Street. Project required to address drainage issues, pavement failure, cracking. A full reconstruction is to be undertaken, including Kerb and Gutter replacement. This project is funded by Roads to Recovery. Budget 2016/17
350,000
‐350,000
‐350,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
247 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Dover Street Moree Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0.00 ‐ 0.275 Datum: Anne and Adelaide Streets. Project required to address drainage issues, pavement failure and cracking. A full reconstruction is to be undertaken, including Kerb and Gutter replacement. This project is funded by Roads to Recovery. Budget 2016/17
330,000
‐330,000
‐330,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
248 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Cemetery Road Pallamallawa Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0 ‐ 0.700 Datum: Paramellowa Street. This section of road is suffering from bad pavement failure, cracking, and shoving. A full reconstruction to be carried out. This project is funded by Roads to Recovery. Budget 2016/17
140,000
‐140,000
‐140,000
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
249 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Gurley Street Gurley Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0 ‐ 0.215 Datum: Between Glenroy and Millie Street. Shoulder Upgrade, full reconstruction and sealing. This project is funded by Roads to Recovery. Budget 2016/17
65,000
‐65,000
‐65,000
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
250 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Locke Street Ashley Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0 ‐ 0.200 Datum: End of bitumen. This is a gravel section of road to be reconstructed and sealed, due to economic growth. This is the last gravel street in Ashley. This project is funded by Roads to Recovery. Budget 2016/17
70,000
‐70,000
‐70,000
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
251 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Noad Street Weemelah Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0.00 ‐ 0.160 Datum: Link Road. This section of road is part sealed and unsealed, the works to be carried out are on the unsealed section. This section has drainage issues. A full reconstruction will be carried out. This project is funded by Roads to Recovery. Budget 2016/17
70,000
‐70,000
‐70,000
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
252 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Gineroi Street Pallamallawa Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainge 0.0 ‐ 0.150 Datum: North Street. This section of road is suffering from bad pavement failure and cracking. Heavy Patching works to be carried out. This project is funded by Roads to Recovery. Budget 2016/17
30,000
‐30,000
‐30,000
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
253 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: St George Street Mungindi Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0.00 ‐CH0.270 Datum: Yarouah ‐ Barwon Street. Full shoulder upgrade on the north side of the street. This project is funded by Roads to Recovery. Budget 2016/17
61,500
‐61,500
‐61,500
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
254 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Fox Street Boggabilla Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2016/17
Chainage 0.00 ‐CH 0.140 Datum: Merriwa to Yeoman Street. Reconstruction of unsealed shoulders both sides of the street.Project required to address drainage issues, pavement failure, cracking. A full reconstruction is to be undertaken, including Kerb and Gutter replacement. This project is funded by Roads to Recovery.
66,500
‐66,500
‐66,500
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
255 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Merriwa Street Boggabilla Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0.00 CH 0.230 Datum: McIntyre to Boggabilla Street. Upgrade and seal of gravel shoulders. This project is funded by Roads to Recovery. Budget 2016/17
57,000
‐57,000
‐57,000
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
256 of 267
CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: St George Street Mungindi Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0.00 ‐ 0.130 Datum: Narrabri Street to Police Station. Full construction of footpath on south side of Mungindi main street. 130 x 2.5m. This area is a high pedestrian area. Budget 2016/17 35,000
‐35,000
‐35,000
Community Strategic Plan Outcome/s: Ec2. Our Shire has the infrastructure we need to support our economy S4. Our health and wellbeing provide for a satisfying and productive life E3. Our built environment ‐ our town and villages ‐ are desirable places to be
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
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CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: Millie Street Gurley Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0.00 ‐ CH 0.470 Datum: SH17. This section of road is suffering from bad pavement failure, cracking, and drainage issues. A full reconstruction to be carried out. This project is funded by Roads to Recovery. Budget 2016/17 94,000
‐39,312
‐54,688 ‐94,000
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
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CAPITAL PROJECT ‐ TRANSPORT & COMMUNICATION Project Title: St George Street Mungindi Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Chainage 0.0 ‐ CH0.250 Datum: Wirrah to Moree Streets. Full shoulder upgrade on the north side of the street. This project is funded by Roads to Recovery. Budget 2016/17 57,000
‐57,000
‐57,000
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be Ec2. Our Shire has the infrastructure we need to support our economy
Department: Engineering Responsible Officer: Director of Engineering Services
Delivery Program 2014-2017 and Operational Plan 2015-2016
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CAPITAL PROJECT ‐ WATER Project Title: Water Main Renewal Program
Budget 2015/16
The number of water main breaks we experience is seven (7) times the state average. During 2013/14 resources have been applied to assessing the capacity and condition of the existing water supply reticulation network to adequately deliver water to our community into the future. There is sufficient information to indicate that a water mains renewals program is required to be implemented. The consequences of not funding this program is that water pressures in some areas will be compromised into the future and maintenance costs will escalate as the frequency of water main breaks increase due to increasing pipe age.
Budget 2016/17
Project Budget:
732,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐732,000 ‐732,000
Community Strategic Plan Outcome/s: L5. We manage our finances, assets and services effectively
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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CAPITAL PROJECT ‐ WATER Project Title: Water Main Upgrade Program
Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
Budget 2015/16
Budget 2016/17
184,000
363,000
The number of water main breaks we experience is seven (7) times the state average. During 2013/14 resources have been applied to assessing the capacity and condition of the existing water supply reticulation network to adequately deliver water to our community into the future. There is sufficient information to indicate that a water mains renewals program is required to be implemented. The consequences of not funding this program is that water pressures in some areas will be compromised into the future and maintenance costs will escalate as the frequency of water main breaks increase due to increasing pipe age.
‐184,000 ‐184,000
‐363,000 ‐363,000
Community Strategic Plan Outcome/s: L5. We manage our finances, assets and services effectively
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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CAPITAL PROJECT ‐ WATER Project Title: Toomelah Pipeline
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
4,570,000
Budget 2016/17
Council maintains the water supply and sewerage system for Toomelah on a fully funded contract basis under a 25 year program. The water security at Toomelah is a concern in that the community is provided with water from one bore only. If the bore fails or water quality is compromised, it would be necessary to evacuate the community at short notice. It is proposed that a pipeline be constructed from Boggabilla to provide Toomelah community with potable water in case of emergency. Ongoing operational and maintenance costs of the pipeline will be funded under the Aboriginal Communities Water and Sewerage Program.
‐4,570,000
‐4,570,000
Community Strategic Plan Outcome/s: S4. Our health and wellbeing provide for a satisfying and productive life
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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CAPITAL PROJECT ‐ WATER Project Title: Biniguy Water Supply.
Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
1,910,000
Budget 2016/17
Biniguy does not have a public water supply and there is risk of cross contamination with septic tank discharges. It is proposed that the existing water supply facilities at Pallamallawa be upgraded and a pipeline constructed to Biniguy so that reticulated water can be provided. An application for 100% funding has been submitted under the Restart NSW Water Security for Regions Program. If council receives a grant offer, consideration will need to be given to the communities willingness and capacity to pay the associated operational, maintenance and depreciation costs.
‐1,910,000
‐1,910,000
Community Strategic Plan Outcome/s: E3. Our built environment ‐ our town and villages ‐ are desirable places to be S4. Our health and wellbeing provide for a satisfying and productive life
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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CAPITAL PROJECT ‐ WATER Project Title: Completion of Reservoir Maintenance Contract. Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
The contract for structural repairs and painting of ten (10) reservoirs was terminated in November 2014 due to unsatisfactory performance by the contractor. The matter is subject to legal proceedings. This budget provision provides for the completion of the ten (10) unfinished reservoirs.
Budget 2016/17
1,200,000
‐1,200,000
‐1,200,000
Community Strategic Plan Outcome/s: L5. We manage our finances, assets and services effectively
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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CAPITAL PROJECT ‐ WATER Project Title: Reservoir Painting Exterior
Budget 2015/16
Following on from comprehensive water reservoir maintenance works undertaken during 2014/15 , each of the same 10 town and village water supply reservoirs will undergo full external repairs and repainting for protection from external corrosion and deterioration. Ensuring the long term structural integrity of all reservoirs protecting, exteriors and allowing them to achieve their maximum useful life. Moree (Boundary, Boston and Adelaide St's, Jellico Park and Broadwater Depot), Boggabilla (Brown St.), Mungindi (Narrabri St.) and Pallamallawa (Blake St.) water reservoirs will undergo full external repainting.
Budget 2016/17
Project Budget:
1,180,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐1,180,000 ‐1,180,000
Community Strategic Plan Outcome/s: L5. We manage our finances, assets and services effectively
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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CAPITAL PROJECT ‐ WATER Project Title: Mungindi Water Treatment Plan Renewal. Budget 2015/16 Project Budget: Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
320,000
Budget 2016/17
The water treatment plant and concrete water storage reservoir is due for renewal. It is proposed that a new facility be constructed on the land to the east of the existing plant. The initial outlay funded by Council includes land procurement and the survey, investigation, design, EIS and contract documentation. The project will then be "shovel ready" should government funding become available.
4,000,000
‐4,000,000
‐320,000 ‐320,000
‐4,000,000
Community Strategic Plan Outcome/s: L5. We manage our finances, assets and services effectively
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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CAPITAL PROJECT ‐ WATER Project Title: Halls Creek Water Infrastructure
Budget 2015/16 Project Budget:
300,000
Source of funds: Loans: Grants: Reserves: Sec 94/64: Revenue: Total
‐300,000 ‐300,000
Budget 2016/17
On the basis of current and projected development including Moree Gateway, open space areas, freight interchange, commerce and industry, Moree is in need of an additional high production ground water source. A desk top study has identified the likelihood of a suitable water source on Walanol Rd. The next step is to drill test bores and if tests prove suitable, install bore casing. A draft grant submission has been prepared to seek funding should the opportunity arise. It is anticipated that the operational,maintenance and captial costs of this project will be offset by the additional developer contributions and water charges generated from new development.
Community Strategic Plan Outcome/s: Ec1. Our Shire is a place that attracts and retains new business and residents
Department: Water, Sewer & Waste Responsible Officer: Water Services Manager
Delivery Program 2014-2017 and Operational Plan 2015-2016
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