Delivery program (2014 2017) and operational plan (2013 2014) adopted 27 6 2013[1][1] by Moree Plains Shire Council

Moree Plains Delivery Program and Operational Plan

2014â&#x20AC;&#x201C;2017

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 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 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 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 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 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. 2 of 262

Contents Strategic Planning Framework

Section 1 – Introduction Our Vision, Mission and Values

Welcome

Our Council

Our Councillors

Leadership Team

Our Priorities

How the Documents Work Together

How We Measure Our Success

Section 2 – Program Area Plans and Budgets Program Areas and Responsibilities

Key to Responsible Officers

Key to Symbols

Program Areas

Section 3 – Financial Information Revenue Policy

Fees and Charges

117

Budget 2014–2017

165

Capital and Operating Projects – Summary

173

Additional Budget Information

179

– Capital and Operating Projects – Details

179

– Community Funding Summary

253

– Roads and Facilities Maintenance

257

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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 Councilâ&#x20AC;&#x2122;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 Plainsâ&#x20AC;&#x2122; 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 Shireâ&#x20AC;&#x2122;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

Depots

Budget (approx)

$56.3M

Workforce

220FTE

Community Facilities Public Halls/Community Centres

Central and Branch Libraries

Regional Art Gallery

Dhiiyaan Indigenous Centre

Public Toilets and Amenity Blocks

Airport and Airstrips

Cemeteries

Land Use Natural Areas

24,288ha

Childrenâ&#x20AC;&#x2122;s Services Day Care and Preschool

Sporting Facilities Sporting Fields

Swimming Complexes

Roads Infrastructure Road Lengths

2,893km

Footpath Lengths

31km

Kerb and Gutter Lengths

86km

Car Parks Bridges

5 49

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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

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, two Group Managers 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. David Aber General Manager

Mitchell Johnson Director Corporate Services

Ian Dinham Director Engineering Services

Lester Rodgers, Director Planning and Development

David Wolfenden Water and Waste Manager

Kerrie-Anne Hare Communications Manager

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 2010â&#x20AC;&#x201C;2013.

Not surprisingly, the communityâ&#x20AC;&#x2122;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

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6. Support for volunteer programs

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

Themes

4 years

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

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Report to Council (3 monthly) For period July – September For period October – December For period January – March

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 ABS: Australian Bureau of Statistics BOSCAR: Bureau of Crime Statistics and Research DEEWR: Department of Education, Employment and Workforce Relations 13 of 262

DET: Department of Education and Training DPI: Department of Planning and Infrastructure MPSC: Moree Plains Shire Council RDANI: Regional Development Australia, Northern Inland

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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

Key to Responsible Officers

Key to Symbols

Administration – Asset Management

Administration – Communication and Community Relations

Administration – Corporate Risk

Administration – Corporate Strategic Planning and Reporting

Administration – Corporate Support

Administration – Finance

Administration – Governance

Administration – Human Resources

Administration – Major Projects

Community Services and Education

Construction

Economic Development

Environment

Housing and Community Amenities

Public Health

Public Order and Safety

Recreation and Culture

Sewerage Services

Transport

Water Supplies

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Program Areas and Responsibilities General Manager – David Aber Directors – Lester Rogers, Ian Dinham and Mitchell Johnson Group Managers – Kerrie-Anne Hare and David Wolfenden

Unit

Program

Executive Projects Manager – John Carleton

Service

Department and Manager

ADMINISTRATION – ASSET MANAGEMENT Asset Management Light Fleet Corporate Support

Asset Management System Light Fleet Management Geographic Information Systems Property Management

Engineering Services – Asset Manager Engineering Services – Support Manager Engineering Services – Asset Manager Corporate Services – Client Services Manager Planning and Development – Economic Development Officer

ADMINISTRATION – COMMUNICATION AND COMMUNITY RELATIONS Communications

Customer Service

Media, Newsletters Facebook, Website Intranet Engagement – Meetings/Surveys etc Provision of Service and Information to Customers – Internal and External

Communications – Communications 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

Communications – Communications Manager Corporate Services – Financial Services Manager

ADMINISTRATION – CORPORATE SUPPORT Corporate Support

Information Technology Records Management Administrative Support Services

Communications – Communications Manager

Corporate Financial Management

Financial Planning and Reporting

Financial Services

Grant funding Investments Accounts Payable and Receivable Purchasing and Supply Plant Management

Corporate Services – 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 Corporate Services – Client Services Manager

ADMINISTRATION – HUMAN RESOURCES Workforce Planning and Benchmarking

Recruitment

Workforce Plan Benchmarking Regional Collaboration Manpower Budget On-line Services Promotion Community Information Sessions Aboriginal Employment Strategies Youth Career Pathways Brolga Project

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Executive – Human Resources Manager

Unit

Service

Department and Manager

Payroll

Program

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

ADMINISTRATION – EXECUTIVE PROJECTS Executive 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

Other Community Services

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

CONSTRUCTION

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Unit

Program

Service

Department and 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 Transition of Moree Artesian Aquatic Centre (MAAC) Other Economic Development Opportunities

Planning and Development – Economic Development Officer Corporate Services – Client Services Manager Executive – Executive Projects Manager

Land Use Planning

Pre-lodgement Advice Provision of Development Consent Discharge of Consent Authority Obligations

Planning and Development – Assessment Manager

Strategic Land Use Planning

Pre-lodgement Advice Local Environment Plan Development Control Plan Promotion of Local Issues Compliance

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

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 Projects Manager Planning and Development – Economic Development Officer Corporate Services – Client Services Manager

ECONOMIC DEVELOPMENT

ENVIRONMENT

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Unit

Program

Service

Department and 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 Essential 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

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

Insect/Vermin Control

Complaints Handling

Planning and Development – Assessment Manager 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

Disaster Management

Emergency Services Funding Emergency Risk Management Assessments Emergency Management Plans and Exercises Volunteering

Engineering – Support Manager

Regulatory/Compliance Services

Weight of Loads Rural Addressing Ranger Services

Engineering – Asset Manager Planning and Development – Ranger

Animal Control

Ranger Services

Planning and Development – Ranger

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

Communications – Customer Service Coordinator

PUBLIC HEALTH

PUBLIC ORDER AND SAFETY

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Unit

Program

Service

Department and Manager

Community Libraries

Library Information Access Outreach Services Local History

Corporate Services –Director of Corporate Services and Client Services Manager Executive – Aboriginal Employment and Career Pathway Coordinator Engineering – Asset Manager, Operations Manager, Project and Development Manager

Art Gallery

Exhibitions Creative Programs Public Art Program 355 Committees Moree Memorial Room Parenting Room Hall Maintenance Moree Memorial Hall – Hall Hire

Corporate Services –Director of Corporate Services and Client Services Manager

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 Communications – Communications Manager Executive – Aboriginal Employment and Career Pathway Coordinator Engineering – Operations Manager and Project and Development Manager Corporate Services – Client Services Manager

RECREATION AND CULTURE

Community Halls

Swimming Pools

Parks and Gardens

Corporate Services –Director of Corporate Services and Client Services Manager Planning and Development – Building Superintendent

Corporate Services – Client Services Manager Engineering – Operations Manager, Project and Development Manager, Asset Manager

SEWERAGE SERVICES Sewerage

Sewerage Infrastructure Maintenance and Improvements Systems, Safety and Reliability

Water and Waste – Water and Waste Manager

Heavy Vehicle Access Road Closures Safer by Design Principles Rural and Urban Roads Road Naming Maintenance Inspections Bridge Naming Safer by Design Principles Upgrades and Maintenance Grant Funding Upgrades and Maintenance Bike Plan Advice and Design Services Rural Bus Bays Management Maintenance Safety and Security Design Project Management Construction

Engineering – Asset Manager, Project and Development Manager, Operations Manager and Support Manager

Infrastructure Maintenance and Improvements Contract Service Provision Asset Management Demand Management Provision for Growth

Water and Waste – Water and Waste Manager

TRANSPORT Roads (includes Kerb and Guttering)

Bridges

Parking Areas Footpaths

Bus Shelters and Services Aerodromes

Roads and Maritime Services (RMS) Works

Engineering – Asset Manager, Operations Manager and Support Manager Engineering – Project and Development Manager and Operations Manager Engineering – Project and Development Manager and Operations Manager Engineering – Project and Development Manager and Operations Manager Engineering – Support Manager

Engineering – Project and Development Manager and Operations 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

Asset Manager

AsM

Assessment Manager

Building Superintendent

Communications Manager

Communications Officer

CSC

Customer Service Coordinator

CSM

Client Services Manager

DCS

Director of Corporate Services

DES

Director of Engineering Services

DPD

Director of Planning and Development

Executive Coordinator

EDO

Economic Development Officer

EPM

Executive Projects Manager

Financial Services Manager

General Manager

HRM

Human Resources Manager

HRO

Human Resources Officer

HRPO

Human Resources Payroll Officer

ITAO

Information Technology Application Officer

ITO

Information Technology Officer

Network Administrator

Operations Manager

PDM

Project and Development Manager

Program Engineer

Planning and Development Projects Officer

Ranger

Ranger and Stock Impounding

Records Coordinator

RSO

Road Safety Officer

RTW

Return to Work Officer

Services Engineer

Support Manager

SSDO

Senior Strategic Development Officer

Waste Officer

Web Writer

WWM

Water and Waste Manager

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Key to Symbols Activities or tasks in bold are priority service activities or tasks, and are nominated in the Priority section at the front of this document A circle ď&#x201A;˘ indicates an ongoing activity A diamond ď ľ indicates an activity or task that will be completed within a specific year or years A P indicated a project for which provision has been made in the Budget

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Program

Administration – Asset Management

Directors

Director of Corporate Services – Mitchell Johnson (DCS) Director of Engineering Services – Ian Dinham (DES)

Pr esen t at io n - David Bu r n s Links to Community Strategic Plan Community Priority/Core Service

Outcome

Council’s Strategic Responses

4. Financial management 5. Long-term planning for the Shire

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 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

Activities and Priorities Responsible 2013-2014 Officer

Asset Management Manage and maintain Council’s asset management system Review and update the Asset Management Policy

2014-2015

2015-2016

2016-2017



AM AM



   



 2014-2015

2015-2016

2016-2017



AM AM

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

Responsible 2013-2014 Officer

Light Fleet Management Manage Council’s light plant fleet to optimise financial, safety, environmental and workforce outcomes Undertake an audit of all Council plant and equipment and review the utilisation levels to ensure appropriate plant and equipment is available and superfluous items are disposed of Registration of all Council fleet in accordance with Common Expiry Date requirements Insurance obtained and maintained for all Council fleet





CSM



2014-2015

2015-2016

2016-2017



Responsible 2013-2014 Officer

Corporate Support Manage and maintain Council’s Geographical Information System (GIS) Develop and implement an Operational/Risk Management Plan for the GIS GIS flood mapping of rural areas Provide plans, maps and related documentation for reports and presentations Manage Council’s property portfolio, in accordance with statutory requirements, to contribute to the expansion of Council’s revenue base Support Council’s long term goals for the Shire’s future by 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



PDM



CSM



CSM/EDO



CSM

 



CSM

Indicators Development of Asset Management Plans for all of Council’s physical assets Conduct an annual Asset Management Maturity Assessment A minimum of 40 light vehicles are changed over each financial year Fleet registered by Common Expiry Dates (being the last day of each financial quarter)

23 of 262



� • • • •



�� 2013-2014

Administration Budget

2014-2015

2015-2016

27,953,452

28,977,994

29,986,349

Operating Expenditure

8,259,270

8,320,665

8,483,145

8,667,959

Net result

19,694,182

20,657,329

21,503,204

22,332,784

Capital expenditure

2,552,893

1,735,344

3,429,208

2,005,824

Note: 1. Administration includes all functions (governance, finance etc) 2. Administration includes General Purpose Revenues and Loss on Disposal of Assets

 = Ongoing Activity

2016-2017

Revenue

Bold = Priority

 = Activity or Task

24 of 262

P = Budgeted Project

31,000,744

Program

Administration – Communication and Community Relations

Group Manager

Communications Manager – Kerrie-Anne Hare (CM)

Presentation - David Burns Links to Community Strategic Plan Community Priority/Core Service

Outcome

Council’s Strategic Responses

12. Community input into Council decision-making

Outcome L3. We are engaged and well informed

L3.1 Target engagement activities to encourage stakeholder participation

2. Provision of information to the community

Outcome S3. Our local history, culture and diversity is valued and celebrated

S3.2 Foster a strong, positive sense of identity, place and connection to Country

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 L6. We demonstrate leadership in the face of natural disaster

L6.2 Provide effective disaster prevention/mitigation, emergency management and disaster recovery services

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 E2. We live sustainably and use our resources responsibly

E2.1 Reduce resource consumption, recycle and minimise waste

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

7. Waste management/minimisation/ recycling

Activities and Priorities Communication and Engagement 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 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 Conducting a round of ’Reporting to the Community’ meetings annually Managing and monitoring Council’s Facebook page, 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 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 Manage issues which impact upon Council, and communicate Council’s key messages consistently and effectively Develop a Moree Plains Shire Council communications strategy, policies and procedures 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

25 of 262

Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017







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 Conduct a Community Satisfaction Survey every two years to determine levels of satisfaction with Council’s services and facilities Review the Customer Service Charter and implement improvements where appropriate 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 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

Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

CSC



CSC



CSC





CSC CSC



CSC



CSC



CSC



CSC



�

Indicators • • • • •

Participation in community engagement activities (surveys, community meetings, Council Meeting Forums, Facebook) is increased by 5% 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 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 monthly audits indicate that more than 95% of the information on Council’s website is up-to-date Compliance with Customer Service Charter of 100%

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 on page 24. ��

��

 = Ongoing Activity

Bold = Priority

 = Activity or Task

26 of 262

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 5. Long-term planning for the Shire

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

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 risk management policies and plans every two years, including identification of, and documenting, risks and implementing steps to reduce these as far as practicable

Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

CSM



CSM



Responsible 2013-2014 Officer

Insurance Develop and sustain an enterprise risk management culture within the organisation Manage Council’s insurance portfolio Review insurance portfolios annually in consultation with Council's brokers for commercial, market and service delivery improvement Risk Management Committee to meet at least six times each year

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 the relevant contract Investigate implementation of an electronic contract management system �

2015-2016

2016-2017

CSM



CSM



CSM



DCS



Responsible 2013-2014 Officer

Contract Management

2014-2015

2015-2016

2016-2017

CSM



CSM



CSM



Indicators • Implementation of Business Contingency Plan • Finalisation of Risk Management Plan ��

 = Ongoing Activity

Bold = Priority

 = Activity or Task

27 of 262

P = Budgeted Project

28 of 262

Program

Administration – Corporate Strategic Planning and Reporting

Group Manager

Communications Manager – Kerrie-Anne Hare (CM)

Pr esen t at io n - David Bu r n s Links to Community Strategic Plan Community Priority/Core Service

Outcome

Council’s Strategic Responses

12. Community input into Council decision-making

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

L5.1Manage our organisational resources, systems and processes responsibly L5.2 Foster a culture of continuous improvement across our organisation

2. Provision of information to the community

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

7. Waste management/minimisation/ recycling

Outcome E2. We live sustainably and use our resources responsibly

E2.1 Reduce resource consumption, recycle and minimise waste

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

Activities and Priorities 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



Review and update Delivery Program and Operational Plan annually



Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017



Report to Council on outcomes and performance in relation to the Delivery Program and Operational Plan every six months (for periods July to December and January to June)



Publish an Annual Report by 30 September each year



Host a round of ‘Report to the Community’ meetings annually during the second quarter of each financial year

DCS



Integrated Planning

Integrated Reporting 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.

Indicators • •

Community survey results indicate high levels of approval (greater than 80%) of Community Strategic Plan vision, themes, outcomes and strategies 100% compliance with legislation related to Integrated Planning and Reporting

29 of 262

 = Ongoing Activity

Bold = Priority

 = Activity or Task

30 of 262

P = Budgeted Project

Program

Administration – Corporate Support

Group Manager

Communications Manager – Kerrie-Anne Hare (CM)

Presentation - David Burns Links to Community Strategic Plan Community Priority/Core Service

Outcome

Council’s Strategic Responses

Outcome L4. We collaborate to achieve outcomes

L4.1 Identify and take advantage of opportunities to work together L4.2 Develop and maintain relationships for the greater benefit of the community

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 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 L2.1 Base our decisions on research, evidence and our responsibility to anticipate harm before it occurs

2. Provision of information to the community

Outcome L2. We demonstrate accountability, transparency and ethical conduct

7. Waste management/minimisation/ recycling

Outcome E2. We live sustainably and use our resources responsibly

E2.1 Reduce resource consumption, recycle and minimise waste

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

Activities and Priorities Responsible 2013-2014 Officer

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 Set up and maintain a secondary small-scale server room at the Depot for use as a back-up in the event of major event that incapacitates the Max Centre Manage our telephone and electronic data accounts to achieve best value for our money

2014-2015

2015-2016

2016-2017



ITAO



ITAO



ITAO ITO



NA/ITAO



Maintain our information security systems



Implement recommendations of the Disaster Recovery Planning Audit



Revise and update Information Technology policies



Maintain compliant Closed Circuit Television (CCTV) network operations in Moree



2014-2015

2015-2016

2016-2017

Maintain the currency of our software applications and networks

Responsible 2013-2014 Officer

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

31 of 262











Responsible 2013-2014 Officer

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 Manage Council’s Meeting and Business Paper processes

2014-2015

2015-2016

2016-2017



Indicators • • •

More than 90% of program activities are completed each year Compliance of 100% 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 Communications Manager/Communications Officer

 = Ongoing Activity

Bold = Priority

 = Activity or Task

32 of 262

P = Budgeted Project

Program

Administration – Finance

Director

Director of Corporate Services – Mitchell Johnson (DCS)

Pr esen t at io n - David Bu r n s Links to Community Strategic Plan Community Priority/Core Service

4. Financial Management 5. Long-term planning for the Shire

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 L5. We manage our finances, assets and services effectively

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

Activities and Priorities Responsible 2013-2014 Officer

Financial Planning and Reporting 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

2014-2015

2015-2016

2016-2017



   

Quarterly budget reports to Council

Monthly cash and investment reports to Council

Other reports as requested by staff and/or Council

   



   



2014-2015

2015-2016

2016-2017

Ensure that all of Council’s financial statutory reporting requirements are satisfied, including but not limited to: 1. Annual Financial Statements 2.

Annual budget for inclusion in the Operational Plan

Four year budget for inclusion in the Delivery Program

Ten year budget for inclusion in the Long Term Financial Plan

   

All Division of Local Government statutory returns i.e. Statement of Compliance and Financial Data Return



Responsible 2013-2014 Officer

Financial Services Pursue and respond to grant funding opportunities 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 Oversee and manage Council’s purchasing policies, procedures and processes Ensure all Council creditors are processed and paid within agreed terms Manage Council’s heavy plant fleet, and stores operations to optimise both financial and workforce outcomes Annually review Council’s heavy plant replacement program





Construction of new machinery shed at the Moree Depot

Asset upgrades at Council depots in Moree, Boggabilla and Mungindi

�

33 of 262

Indicators • That Council achieves all nine of its performance monitoring targets as detailed in Section 6 of the Long Term Financial Plan ��

 = Ongoing Activity

Bold = Priority

 = Activity or Task

34 of 262

P = Budgeted Project

Program

Administration – Governance

Manager

General Manager – David Aber (GM)

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

L2.1. Base our decisions on research, evidence and our responsibility to anticipate harm before it occurs L2.3 Behave ethically in all our dealings

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

Outcome L4. We collaborate to achieve outcomes

L4.2. Develop and maintain relationships and partnerships for the greater benefit of the community

Activities and Priorities Responsible 2013-2014 Officer

Advocacy (Area Representation) Further pursue the sustainability of the region through: 1. The Australian Rural Road Group (of which Council is a founding member) 2. Pursuing the continuation of the Roads to Recovery Program 3. Monitoring the impact of the Murray Darling Basin Plan 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 Remain active in the state government’s Destination 2036 Program 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 Respond to key government policies within specified consultation timeframes Comply with local government reforms promoted by the NSW government

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 the region Support Councillors in meeting their statutory obligations and roles as community representatives

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 providing public access to all documentation provided to Councillors for Council meetings (save for information excluded by legislation) and minutes of meetings

Ensure Local Government Elections and By-elections (if required) are conducted in accordance with the provisions of the Local Government Act 1993 Ensure the Mayoral election is conducted in accordance with the provisions of the Local Government Act 1993

Comply with all statutory obligations Access to information is provided as per the Government Information Public Access Act 2010

35 of 262





GM GM

 



GM GM

 

2014-2015

2015-2016

2016-2017



2014-2015

2015-2016

2016-2017



2014-2015

2015-2016

2016-2017

CSM GM

 

Responsible 2013-2014 Officer

Legislative Compliance



Responsible 2013-2014 Officer

Elections

2016-2017



Responsible 2013-2014 Officer

Council and Committee Meetings

2015-2016

Responsible 2013-2014 Officer

Councillors

2014-2015



2014-2015

2015-2016

2016-2017



Responsible 2013-2014 Officer

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 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 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 Operational policies are developed in consultation with employees, opportunities are provided for consultation and finalised policies are available on the intranet �

2015-2016

2016-2017



 



  

2014-2015

2015-2016

2016-2017

GM/ Mayor GM GM GM

Responsible 2013-2014 Officer

Policies and Procedures

2014-2015



Indicators • • • •

Council responds to key government policies within specified consultation timeframes All recorded breaches to the Code of Conduct are investigated and finalised within 28 days The inland rail symposium is held in the 2014 financial year More than 90% of program activities are completed each year

��

 = Ongoing Activity

Bold = Priority

 = Activity or Task

36 of 262

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

5. Long-term planning for the Shire 9. Supporting local jobs and business

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 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

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

Activities and Priorities 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 Every six months report to ICAC in relation to Public Interest Disclosures Participate in annual HR Benchmarking Process for NSW Councils Participate in regional skill shortage projects to develop cross industry and regional solutions Complete annual market salary reviews, remuneration surveys and LG census materials to provide effective data to inform Council decision making Co-ordinate the annual review of Council’s manpower budget

Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

HRM



HRM



HRM



HRM



HRM



HRM



HRM



Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

Provide efficient recruitment services using on-line recruitment programs

HRO



Promote Council as an “employer of choice” by attending 2 career expos per year and by promoting Council through advertising at a regional level

HRM



Provide bimonthly information sessions in the community to assist a diverse range of job seekers

HRO



Promote non-traditional trades to women

HRM



Develop youth career pathways by: 1. Promoting the use of school based traineeships and apprenticeships across Council 2. Encouraging student and work experience placements

HRM



Recruitment Attract, engage, develop and retain the best and highly skilled staff to strengthen workforce capability

37 of 262

Encourage and support Aboriginal people to achieve employment with Council Develop a career pathway program for Aboriginal students from Year 8 to encourage retention at school Work with schools to develop alternative “employability skills” programs (required due to the removal of High School Certificate) which are relevant to the future work needs of Council and the community Implement Brolga Project by supporting 2 students annually within Council Investigate methods of raising awareness within the community of the opportunities available through the Brolga Project

Payroll Provide accurate payroll processing weekly Investigate implementation of changes to the superannuation scheme and provide information sessions to employees in relation to superannuation, retirement and other financial services Update organisational hierarchy in payroll system to reflect organisation

Employee Relations Implement best practice Human Resources policies and strategies

AEO



AEO

HRM AEO



HRM



HRM



Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

HRPO



HRO





HRO



Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

HRM



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 Manage employee entry and exit from the organisation through bimonthly induction, exit interviews and six monthly reports on employee exits Implement Employee Satisfaction Survey

HRM



HRM/ RTW



HRM/ HRO



Facilitate annual employee recognition program

HRM

Lead employee consultative groups (JCC and WHS Committees)

HRM

 

Work with Communications Department to investigate the provision of greater access to our electronic systems by outdoor and remote employees

HRM



Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

Implement annual performance review process working with MANEX to improve measures utilised

GM/ HRM



Implement full review of overtime management across Council to inform efficient work practices

GM/ HRM



HRM



Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

HRO



Performance Management

Investigate development of comprehensive program to strengthen employee management skills Complete six monthly performance reviews with GM and Directors through LG NSW

Training and Development Provide learning and development opportunities to employees through annual training plan 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 By 2015, move annual training plan to holistic individual plans for employees Apply annual competency assessments in accordance with the Award and research future implementation of national competency sets through ECOMP system Provide annual opportunities for leadership development Analyse return on investment from training programs

38 of 262

HRM



HRO HRO



HRM



HRM



Investigate use of WEL program to enhance literacy and numeracy levels across Council To the extent permitted by funding, participate in NSW Training Awards and other relevant opportunities for employee and organisational recognition To the extent permitted by funding, participate in the Aboriginal Community Awards, including reconciliation Awards promoting the achievements of our Aboriginal Employees Maximise utilisation of funded training opportunities (including in relation to specific target groups) and work with other agencies to provide information to businesses in relation to their ability to access similar programs

Work Health and Safety/Injury Management

HRM



HRO/ AEO



AEO



HRM/ AEO



Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

RTW



RTW



RTW



RTW



RTW



HRM







Provide a safe work environment Lead WHS Committee to complete annual audit of all work sites Implement four health and wellbeing programs annually, focussing on mental health/depression, diabetes/ weight management/fitness, flu/ infection control, smoking Provide to MANEX: 1. Quarterly report in relation to legislative changes, accident and incident analysis and provide advice to achieve on-going 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 3 years 90% of all work sites are audited for WHS each year In relation to 95% of advertised positions, interviews are conducted within 2 weeks of advertisements closing and the recruitment decision is communicated within 4 weeks of advertisements • At least 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 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 • Development by each Department of an agreed strategy (approved by the General Manager) to manage overtime use • Development of a workplace code of conduct in relation to Bullying and Workplace Harassment ��

 = Ongoing Activity

Bold = Priority

 = Activity or Task

39 of 262

P = Budgeted Project

Program

Administration – Executive 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

2. Provision of information to the community 4. Financial Management 5. Long-term planning for the Shire 12. Community input into Council decision making

Outcome Ec1. Our Shire is a place that attracts and retains people to work, live and visit

Ec1.2 Pursue new ideas and approaches for business and infrastructure investment

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

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

Activities and Priorities Responsible 2013-2014 Officer

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

2014-2015

2015-2016

2016-2017

EPM



EPM



EPM EPM



EPM



EPM



Note: The Executive Projects Manager will be responsible for co-ordinating the implementation of certain projects across the organisation. As at 30 June 2013, these include: 1. The Moree Gateway Project (refer to the Economic Development Program Area on page 46) 2. The provision of transitional services and assistance to Moree Artesian Aquatic Centre Limited (refer to the Economic Development Program Area on page 46) 3. The development of a Discount Department Store (refer to the Economic Development Program Area on page 46) 4. The management of spent artesian water generated within the Shire, including the construction of the Ski Lakes at the Evergreen Precinct (refer to the Environment Program Area on page 51)

Responsible 2013-2014 Officer

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) Provision of designs for a proposed project in accordance with current applicable standards and community expectations Provision of survey services and set out in relation to a proposed project �

2014-2015

2015-2016

2016-2017

PDM



PDM



PDM



PDM



PDM



Indicators • Refer to indicators relevant to identified projects in the Economic Development and Environment Program Areas ��

 = Ongoing Activity

Bold = Priority

 = Activity or Task

40 of 262

P = Budgeted Project

Program

Community Services and Education

Directors/Manager

Director of Planning and Development – Lester Rodgers (DPD) 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

6. Support for volunteer programs

Outcome S2. Our community is inclusive, connected and collaborative

S2.1. Build and support connections and relationships in the community

12. Community input into Council decision-making

Outcome L3. We are engaged and well informed

L3.1. Target engagement activities to encourage stakeholder participation

Outcome S2. Our community is inclusive, connected and collaborative

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 E4. Our built environment – our towns and villages – are desirable places to be

E4.3. Provide opportunities for the enjoyment of community spaces and places

Activities and Priorities Responsible 2013-2014 Officer

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

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 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 Build a preschool playroom (and associated amenities) to cater for an additional 20 children of preschool age. 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 Investigate opportunities to assist in establishing an externally operated and funded out of school hours facility

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



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

41 of 262

2014-2015

2015-2016

2016-2017

CSM



CSM



CSM



CSM



CSM



CSM

2014-2015

2015-2016

2016-2017



Responsible 2013-2014 Officer

Youth Services

2016-2017

Responsible 2013-2014 Officer

Family Services

2015-2016



Responsible 2013-2014 Officer

Children’s Services

2014-2015

2015-2016

2016-2017



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

Responsible 2013-2014 Officer

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, which also preserve Aboriginal Heritage Sites

Offer a scholarship to Australian Academy of Country Music to a finalist of the Moree Superstar as part youth development initiatives Recruit suitable candidates into Council Scholarships in skill shortage areas and review and update scholarship arrangements with partnering universities 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 local business



HRM



2014-2015

2015-2016

2016-2017



PO PO

 



AEO



HRM/ AEO



AEO



2014-2015

2015-2016

2016-2017



HRM



HRM



Responsible 2013-2014 Officer

Other Community Services

2016-2017



Responsible 2013-2014 Officer

Education

2015-2016

Responsible 2013-2014 Officer

Aboriginal Services

2014-2015

2015-2016

2016-2017

Provide annual events to the communities including: Australia Day

ANZAC Day commemorations

Christmas Lights competition

Main Street Christmas Carnival – December

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 50% of staff hold (or to be actively working towards) a diploma-level early childhood education and care qualification or above, and the remaining staff are required to have (or be actively working towards) a Certificate III level early childhood education and care qualification, or equivalent More than 90% of program activities are completed each year

��

2013-2014

Program Budget

2014-2015

2015-2016

2016-2017

Revenue

1,023,545

1,364,557

1,418,287

1,472,112

Operating Expenditure

1,700,569

2,035,192

2,135,120

2,206,978

Net result

-677,025

-670,635

-716,834

-734,866

Capital expenditure

406,000

40,000

50,000

35,000

42 of 262

Program

Construction

Directors

Director of Engineering Services – Ian Dinham (DES) Director of Planning and Development – Lester Rodgers (DPD)

Pr esen t at io n - David Bu r n s Links to Community Strategic Plan Community Priority/Core Service

Community Outcomes

Council’s Strategic Responses

5. Long term planning for the Shire

Outcome E.3 Our built environment – our towns and villages – are desirable places to be

E4.1. Enhance the character of our local area through good design

Outcome L5. We manage our finances, assets and services effectively

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 Responsible 2013-2014 Officer

Building Control 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 Taking enforcement action in relation to circumstances specified under s121B of the Environmental Planning and Assessment Act 1979

2015-2016

2016-2017

AsM AsM AsM AsM AsM AsM AsM

      

AsM



Responsible 2013-2014 Officer

Quarries and Pits

2014-2015

Maintenance of Shire Quarries and Pits

Undertake investigations into potential supply sources for further gravel �

2014-2015

2015-2016

2016-2017

 

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) �� 2013-2014

Program Budget

 = Ongoing Activity

2014-2015

2015-2016

2016-2017

Revenue

Operating Expenditure

158,678

164,265

170,052

176,047

Net result

-158,678

-164,265

-170,052

-176,047

Capital expenditure

Bold = Priority

 = Activity or Task

43 of 262

P = Budgeted Project

44 of 262

Program

Economic Development

Director/Manager

Director of Planning and Development – Lester Rodgers (DPD) Executive Projects Manager – John Carleton (EPM)

Pr esen t at io n - David Bu r n s Links to Community Strategic Plan Community Priority/Core service

Community Outcomes

Council’s Strategic Responses

5. Long-term planning for the Shire 9. Supporting local jobs and businesses

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 Ec1.4. Expand the number and variety of local jobs, including entry-level jobs

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 Ec3.4 Facilitate greater expenditure by tourists

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 partnerships for the greater benefit of the community

Outcome E1. The diversity of our 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 live sustainably and use our resources responsibly

E2.4 Minimise our contribution and exposure to the changing climate

Outcome L1. Our leaders speak out for the good of the community

L1.1. Advocate on behalf of the community to ensure the long-term sustainability of our region

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

8. Advocacy on behalf of the community

12. Community input into decisionmaking

Activities and Priorities Responsible 2013-2014 Officer

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

45 of 262

2014-2015

2015-2016

2016-2017

EDO



EDO



EDO



EDO



EDO



Engage with the Moree Chamber of Commerce by participating in meetings and other Chamber initiatives Cooperate and identify partnership opportunities with the Moree Chamber of Commerce to promote and foster economic development within the Shire Facilitate partnership program between Moree Chamber of Commerce and NSW Trade and Investment to deliver business development seminars Encourage new investment and diversification of existing industry in the Shire Provide high quality and business-focussed customer service to potential new businesses to facilitate their establishment in the Shire Provide a single point of ‘face to face’ contact for potential new businesses seeking to establish in the Shire Explore economic opportunities in new and expanding markets (such as the China market) for the residents and businesses of Moree 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

Real Estate/Industrial/Commercial Development and Promotion Economic development input into the LEP review process

EDO



EDO



EDO



EDO



EDO





2014-2015

2015-2016

2016-2017

EDO/TM EDO EDO

EPM

Responsible 2013-2014 Officer

EDO

Development of a Discount Department Store (Note: This is a project the Executive Projects Manager will be responsible for implementing and coordinating across the organisation.)

EPM/ EDO





Encourage and promote the availability of suitably serviced land to attract developers to the Shire in preference to other localities

EDO/ DPD



Investigate the acquisition of appropriate parcels of Crown Land that may be of value for development (subject to budget constraints)

EDO/ CSM



Implement the Moree Gateway Project

EPM/ EDO



(Note: This Executive Projects Manager will be responsible for co-ordinating the implementation of this project across the organisation.)

EPM/CSM



Prepare the “Old Met Station” site for future development and investigate development options

EDO



Support the development of the green industry sector with a focus on Solar Energy

EDO/EPM



2014-2015

2015-2016

2016-2017

(Note: This Executive Projects Manager will be responsible for co-ordinating the implementation of this project across the organisation.)

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 (Note: This Executive Projects Manager will be responsible for co-ordinating the implementation of this project across the organisation.)

Provide transitional services and assistance to Moree Artesian Aquatic Centre Limited

Town Hall Precinct Redevelopment Plan

EDO

Responsible 2013-2014 Officer

Land Use Planning Provide high quality development assessment services

AsM

  

AsM



AsM



AsM



AsM



AsM

Issuing s149 planning certificates

AsM

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 of commercial/industrial/rural land Comply with obligations as consent authority

46 of 262

Responsible 2013-2014 Officer

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 review local planning policies where appropriate Comply with statutory strategic land use planning legislation

Investigate opportunities for the development of further entertainment and recreation facilities within the Shire Continue to support and investigate the establishment of a Moree town cinema Establish partnerships to work towards achieving a cost effective cinema for the community Investigate the viability of, and potential options for, the establishment of a central multipurpose entertainment and conference facility Support and participate in the Foundation for Regional Development Marketing Strategy Promote Moree Plains Shire to metropolitan and regional cities as an attractive place to invest in Promote Moree Plains Shire to metropolitan and regional cities as an attractive place to visit Continue to develop and capitalise on the Shire’s Spa Capital status

2016-2017



AsM



AsM



AsM



AsM



AsM

 

AsM

EDO



EDO



EDO



EDO EDO

2014-2015

2015-2016

2016-2017



EDO



EDO/TM



EDO/EPM



Prepare Development and Marketing Plan for Shire

CSM

Update Business Plan of Tourism Moree

CSM

Provide funding for the operation of the Moree Visitors’ Information centre Regularly update descriptions of Shire activities uploaded onto the Internet and through group email

2015-2016

AsM

Responsible 2013-2014 Officer

Marketing and Promotion/Tourism activities

2014-2015

CSM/TM TM



Update Shire Image Gallery for utilisation in promotional campaigns

CSM

Update to Shire marketing materials

CSM

EDO



EDO



EDO/ TM



Tourism Moree special promotions (including utilisation of media marketing opportunities with multinational advertising companies and international, national and regional publications, participation in journalism familiarisations and Chinese partnering opportunities) Participation in regional marketing programs Joint marketing campaign with regional and state bodies and participation in the Regional Visitor Economy Fund Moree Plains and Regional iPhone and iPad application project – Stages 1 and 2 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 �

47 of 262

P 



 

Indicators •

Responses provided 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) all Chamber of Commerce meetings • Commencement of development of the Moree Gateway Project • Financial and operational independence of the MAAC • Growth of land availability • Updated ‘Facts and Figures’ every 2 years and completion of web videos • Quarterly updates of web site completed 90% of the time within 15 days of end of quarter • In relation to the provision of high quality development assessment services: o At least 85% of s149 planning certificates are issued within 7 days o At least 85% of pre-lodgement advice provided to developers within 10 business days of pre-lodgement 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 pre-lodgement meeting or written request o LEP or equivalent reviewed every 2 years o DCP or equivalent reviewed every 3 years o Council to make submissions in relation to all major legislative reforms to strategic land use 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

2015-2016

671,608

692,092

713,201

734,954

Operating Expenditure

1,674,473

1,872,161

1,900,172

1,927,587

Net result

-1,002,865

-1,180,069

-1,186,971

-1,192,633

Capital expenditure

10,002,545

2,623

2,703

2,785

� ��

 = Ongoing Activity

2016-2017

Revenue

Bold = Priority

 = Activity or Task

48 of 262

P = Budgeted Project

Program

Environment

Directors

Director of Engineering Services – Ian Dinham (DES) Director of Planning and Development – Lester Rodgers (DPD)

Pr esen t at io n - David Bu r n s Links to Community Strategic Plan Community Priority/Core service

Community Outcomes

Council’s Strategic Responses

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 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

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 for future generations

Outcome L6. We demonstrate leadership in the face of natural disasters

L6.2 Provide effective disaster prevention/mitigation, emergency management and disaster recovery services

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

Outcome E3. Our built environment – our towns 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 E3.3 Provide opportunities for the enjoyment of community spaces and places

7. Waste management/ minimisation/ recycling

Activities and Priorities Responsible 2013-2014 Officer

Noxious Plants Control of the spread of noxious weeds

CWO

   

CWO



Undertake chemical spraying of infested areas

CWO

Provision of advice to landholders and the public Liaise with other LGAs and state government agencies to promote a coordinated approach to the control of noxious weeds

Responsible 2013-2014 Officer

Implement actions as outlined in the Roadside Vegetation Plan, subject to obtaining sufficient grant funding Incorporate environmental management systems into construction projects to meet current requirements and legislation as well as community expectations Review biannually 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 State of the Environment Report Analyse and publish Pollution Monitoring Data in accordance with the Protection of the Environment Operations Act 1997

49 of 262

2016-2017

   

CWO

Prepare a Roadside Vegetation Plan for Moree Plains Shire

2015-2016

   

Undertake inspection of high risk infestation areas

Environmental Management

2014-2015

2015-2016

2016-2017







AM PDM



PDM





 





AsM AsM

2014-2015



 



Responsible 2013-2014 Officer

Solid Waste Management

2014-2015

2015-2016

2016-2017

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 Construct the second half of the waste cell at Moree Waste Management Facility Remediate closed Yarraman Landfill







Design and Construct a Transfer Station at Mungindi

Design and Construct a Transfer Station at Weemelah

Groundwater monitoring bores at Moree Waste Management Facility

Reduce waste through effective recycling, to achieve zero waste to landfill Implement a “Buy Back” centre at Moree Waste Management Facility Manage the Shire’s Regional Waste Services Contract – recycling and organics processing

P P



PE WO





Note: See Housing and Communities Amenities for details in relation to domestic waste management services

Investigate the introduction of an 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 Investigate the viability of extracting energy from waste destined for landfill Review power supply options to reduce cost of electricity



WO WWM SE

Participate in DrumMUSTER Operations



  

Responsible 2013-2014 Officer

Street Cleaning and Shire Beautification Maintain clean and attractive streets and public spaces (CBD, highway, town and village streets) Clean footpaths in CBD areas Remove litter from CBD areas and sports fields CBD Beautification upgrades

Maintain and clean stormwater drainage network (including villages) Improvement and upgrades to village drainage 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

Undertake flood study and 2D modelling in relation to Moree Update and complete current floodplain risk management studies in relation to Moree to inform land use policy for the towns and villages Develop a policy for overland flows for rural areas



OM OM PDM/OM

 

OM OM

2014-2015

2015-2016

2016-2017



PDM



PDM



PDM



2014-2015

2015-2016

2016-2017

PDM



Floodgates (on S/W drains) project

PDM

Seek funding to continue current floodplain management recommendations

PDM



50 of 262

2016-2017



Responsible 2013-2014 Officer

Flood Plain Management

2015-2016

Responsible 2013-2014 Officer

Drainage / Stormwater

2014-2015



Audit current levees and create operational management plans Prepare and review planning controls for development within the floodplain In relation to Mungindi, upgrade flood gates, operational manual and update flood study Upgrade Mungindi Levee bank

PDM



SSDO



PDM

 

PDM

In relation to Boomi, update flood study

PDM

Commence flood plain management study in relation to Ashley

PDM

Installation of additional flood gauges on key river systems

Voluntary House Raising Scheme (to raise dwellings listed as priority in the Voluntary House Raising Study)

AsM

Responsible 2013-2014 Officer

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 Design of Ski Lakes Facilitate the construction of the Ski Lakes at the Evergreen Precinct (Note: This Executive Projects Manager will be responsible for co-ordinating the implementation of this project across the organisation.)

Work with stakeholders to value add to the spent artesian waste water Work with the community, businesses and government agencies to identify alternative uses for spa water discharges �

2014-2015

2015-2016

2016-2017



CSM



EPM/PDM



EPM/ PDM

EPM



EDO



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 Biannual preparation and publication of State of the Environment Report 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 • Review of planning controls for development within the floodplain every three years • More than 90% of program activities are completed in each year �� 2013-2014

Program Budget

2015-2016

2016-2017

Revenue

3,959,629

3,734,842

4,163,264

4,208,328

Operating Expenditure

4,291,384

4,397,982

4,447,823

4,556,618

Net result

-331,756

-663,139

-284,559

-348,290

Capital expenditure

5,275,979

1,806,009

861,040

766,071

��

 = Ongoing Activity

2014-2015

Bold = Priority

 = Activity or Task

51 of 262

P = Budgeted Project

52 of 262

Program

Housing and Community Amenities

Directors

Director of Engineering Services – Ian Dinham (DES) Director of Planning and Development – Lester Rodgers (DPD)

Pr esen t at io n - David Bu r n s Links to Community Strategic Plan Community Priority/Core service

Community Outcomes

Council’s Strategic Responses

2. Provision of information to the community

Outcome S3. Our local history, culture and diversity is valued and celebrated

S3.1. Honour and celebrate Aboriginal, pioneering and multicultural heritage

5. Long-term planning for the Shire

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

Outcome E4. Our built environment – our town and villages – are desirable places to be

E4.1. Enhance the character of our local area through good design

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

7. Waste management/ minimisation/ recycling

Activities and Priorities Responsible Officer

Land use planning Provide high quality development assessment services

2013-2014

2014-2015

2015-2016

2016-2017

AsM



Provide accurate and timely pre-lodgement advice to developers

AsM



Issue development consent for improvement of existing dwellings

AsM



Issue development consent for new single dwellings

AsM



AsM



AsM



AsM



Issue development consent for new dual occupancy and multi-unit dwellings Issue development consent for subdivision of residential land Comply with obligations as consent authority

Housing Complete Housing Market Research Study to investigate demand, diversity, constraints and opportunities to expand housing availability Seek joint venture partner to undertake housing developments

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

Environmental Protection Provide environmental protection services in relation to new developments Regulate disposal of building waste for new developments Regulate the control of erosion and sediment for new developments

Responsible Officer

2013-2014

EDO



EDO Responsible Officer

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 a reasonable level of maintenance in the general and village cemeteries Investigate the implementation a long term management plan for the Shire’s cemeteries

53 of 262

2015-2016

2016-2017



2013-2014

2014-2015

2015-2016

2016-2017

PDM



PDM



Responsible Officer

2013-2014



Responsible Officer

2013-2014

2014-2015

 2014-2015

2015-2016

 2015-2016

2016-2017

 2016-2017

AsM



AsM



AsM



Responsible Officer

Public Cemeteries

2014-2015

2013-2014

2014-2015

2015-2016

2016-2017





Ongoing development of the new lawn sections, memorial and landscaped areas throughout the Moree Cemetery to maintain stock Annual asset upgrades Liaise with bereaved members of the public and funeral industry representatives Maintain accurate burial registers and electronic records 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

Public Conveniences (Toilets) Investigate development of public amenities at Moree Cemetery

Other Community Amenities Upgrades to Council buildings and facilities

SM SM

Manage erection of welcome signage – Village entrance signage Investigate projects for the Mehi River Corridor (including Botanical Gardens projects) �



CSC



CSC



Responsible Officer

2013-2014

2014-2015



Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

2015-2016

2016-2017

2013-2014

PDM/SM

Create preliminary design for Moree town entrance was in conjunction with all current plans, policies and future development Adopt design for Moree Town Entrance Plan and implement stage one works Review success of stage one works and modify (as necessary) design for stage two works Manage erection of welcome signage – Moree entrance signage



Continue development of town and village entrance ways

CSC

Responsible Officer

Open Spaces

2014-2015



2015-2016



PDM

2016-2017



PDM SM SM

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 o 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 o 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 2013-2014

Program Budget

 = Ongoing Activity

2014-2015

2015-2016

2016-2017

Revenue

689,606

556,064

573,024

590,501

Operating Expenditure

2,407,925

2,476,079

2,546,264

2,618,542

Net result

-1,718,319

-1,920,016

-1,973,241

-2,028,042

Capital expenditure

1,970,000

755,000

75,000

Bold = Priority

 = Activity or Task

54 of 262

P = Budgeted Project

Program

Public Health

Director/ Group Manager

Director, Planning and Development – Lester Rodgers (DPD) 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

E2. We live sustainably and use our resources responsibly

E2.2. 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

Activities and Priorities Responsible 2013-2014 Officer

Administration and Inspection Services Cooling towers: All cooling towers inspected twice annually (between October and March) Management of complaints in relation to cooling towers Maintenance of an accurate electronic register of premises Skin penetration premises:



AsM



AsM

         

2014-2015

2015-2016

2016-2017

  

2014-2015

2015-2016

2016-2017

AsM AsM

Management of complaints in relation to such premises

AsM

Maintenance of an accurate electronic register of premises

AsM AsM

All hairdressing premises inspected once annually

AsM

Management of complaints in relation to such premises

AsM AsM

Responsible 2013-2014 Officer

Food Control All food premises inspected once annually

AsM

Management of complaints in relation to such premises

AsM

Maintenance of an accurate electronic register of premises

AsM

  

Responsible 2013-2014 Officer

Insect/ Vermin Control Management of complaints in relation to overgrown vegetation

AsM



Responsible 2013-2014 Officer

Other Quality Controls Undertake water sampling

2016-2017



AsM

Maintenance of an accurate electronic register of premises

2015-2016

AsM

All skin penetration premises inspected once annually

Hairdressers:

2014-2015



2014-2015

2015-2016

2016-2017

AsM

 

WWM



Submit annual performance returns to NSW Office of Water



Adopt Drinking Water Quality Management Plan (DWMP)



Update DWMP



Implement DWMP Projects (35 projects)



AsM AsM AsM

AsM

Take samples of, and analyse, potable water supplies Maintain water supply infrastructure to relevant Department of Health and DPI (NSW Office of Water) Standards, and in accordance with sustainability

Develop backflow prevention program 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

55 of 262





 



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 Revenue

 = Ongoing Activity

2014-2015

2,010

2015-2016

2,071

2016-2017

2,134

2,199

Operating Expenditure

436,587

453,230

470,514

488,463

Net result

-434,577

-451,159

-468,379

-486,263

Capital expenditure

Bold = Priority

 = Activity or Task

56 of 262

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 – Lester Rodgers (DPD)

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

L3.2 Use a broad range of communication strategies and tools to inform community members and other stakeholders

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

6. Support for volunteer programs

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

S4.3. Support health, community and emergency services that meet community needs

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 benefit of the community

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

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

11. Swimming Pools

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 Facilitate appropriate emergency management training and exercises Provide emergency operations centre facilities and resources for multiagency responses Convene quarterly meetings of the Local Emergency Management Committee (LEMC) Pursue and respond to grant funding opportunities relevant to emergency management Promote volunteering opportunities within local emergency service agencies

Compliance/Regulation Enforcement Administer and participate in the North West Weight of Loads Group Organise the 2013 NSW Weight of Loads conference in Moree 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

57 of 262

Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017







Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017





SM Ranger

 

Ranger



Ranger



Ranger



 

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 Companion Animals Regulation 2008 Animal desexing program

Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

Ranger



Ranger



Ranger



Ranger

Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

PDM



PDM



PDM



Implement the “Moree Street Lighting” project in “hotspot” areas identified in the plan, as funded by the NSW Crime Prevention – Justice and Attorney General

Continue implementing the initiatives of the Moree, Mungindi and Boggabilla Crime Prevention Committees



Facilitate meetings of the Moree, Mungindi and Boggabilla Crime Prevention Committees



Regularly review the Shire’s Crime Prevention Plan to ensure continued focus on the progress of the Plan



Review the location of Alcohol Free Zones (Open Spaces and Public Streets) in Moree, Boggabilla and Mungindi in conjunction with police



Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

RSO



Crime Prevention Provide safe, well-maintained public spaces and parks Provide advice in respect to all community spaces according to “Safer by Design” principles Maintain the Closed Circuit Television (CCTV) network to improve public safety Review street lighting infrastructure as part of the “Moree Street Lighting” project with a view to balancing safety, environmental and sustainability aspects

Road Safety Manage the safety, efficiency and effectiveness of the local road network to meet the mobility needs of the community

Review Council’s Shared Path and Cycleway Network

RSO

Implement the Moree Plains and Gwydir Shire Councils’ Road Safety Strategic Plan

RSO

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

RSO

Support Road Safety Month

RSO

 

Undertake road safety programs and initiatives Conduct road safety audits as per the required guidelines

RSO

 

Continue to facilitate the road safety program through input from the Moree Plains and Gwydir Shires’ Road Safety Program Steering Committee

RSO



Continue to implement a Child Restraint Hiring Program

RSO



Provide technical advice on traffic issues and plan for the delivery of traffic, footpath, bicycle and bus shelter facilities

RSO



Provide Traffic Management advice, review applications, grant appropriate permits (where conforming) and provide assistance in relation to RMS regulations

PDM



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

PDM



Develop Traffic Control Plans and Traffic Management Plans

PDM



Provide parking enforcement services to ensure compliance with Road Rules 2008, by:

Parking Inspector



Taking enforcement action in relation to vehicle owners who fail to obey Road Rules 2008

Parking Inspector



58 of 262

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:

Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

AsM



AsM



AsM



AsM



Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

AsM

 

AsM



AsM



AsM

Taking enforcement action in relation to deficient pool fences Proactively inspecting swimming pools for compliance with pool fence requirements Maintaining an accurate swimming pool register �

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 2013 NSW Weight of Loads conference in Moree is convened 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 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 4 years • Parking enforcement patrols are undertaken at least 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

 = Ongoing Activity

2014-2015

2015-2016

2016-2017

Revenue

707,793

726,331

748,484

771,313

Operating Expenditure

1,607,106

1,626,119

1,679,451

1,724,295

Net result

-899,313

-899,788

-930,968

-952,983

Capital expenditure

Bold = Priority

 = Activity or Task

59 of 262

P = Budgeted Project

Program

Recreation and Culture

Director/ Group Manager

Director of Planning and Development – Lester Rodgers (DPD) Director of Corporate Services – Mitchell Johnson (DCS) Human Resources Manager – Debby Baxter-Tomkins (HRM)

Links to Community Strategic Plan Community Priority/Core service

Outcome

Council’s Strategic Responses

3. Parks and playgrounds 6. Support for volunteer programs 11. Swimming pools

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

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

Activities and Priorities Responsible 2013-2014 Officer

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

DCS

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 community needs and preferences Continue to develop the North-West Slopes and Plains Library Service Investigate the possibility of extended hours at the Community Library

DCS

DCS DCS DCS DCS



Continue to fund to 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 Review and renegotiate the funding agreement between Council and the Gallery to ensure it continues to meet the objectives of the community.

CSM

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 existing groups (sporting, cultural and recreational groups) to provide services and facilities by offering facilities for hire Provide access to the parenting room at the Moree Memorial Hall

Promote our heritage trails and trail booklet and continue to engage a heritage consultant, as needed Promote a focus point for the maintenance of our Murri culture by continuing to support the Dhiiyaan Indigenous Centre Investigate a governance structure and funding options to ensure the long-term sustainability of the Dhiiyaan Indigenous Unit Work with the Dhiiyaan Unit to develop an appropriate local Aboriginal

60 of 262







 



2014-2015

2015-2016

2016-2017





CSM

2014-2015

2015-2016

2016-2017

CSM



CSM



CSM



Responsible 2013-2014 Officer

History and Heritage

2016-2017



Responsible 2013-2014 Officer

Community Halls



2015-2016



Responsible 2013-2014 Officer

Art Gallery

2014-2015

2015-2016

2016-2017

CSM



DCS



DCS



AEO



Awareness and other Program to use for Council employees and to market to other businesses and community groups 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 Establish the Reconciliation Advisory Committee in accordance with the principles set forth by Reconciliation Australia Develop the Reconciliation Action Plan for the Shire Review and update MPSC Aboriginal Employment Strategy and include strategy as a key component of MPSC Reconciliation Action Plan Engage different cultural groups by inviting them to participate in civic events and commemorative services Promote awareness of Australian history through delivery of commemorative services such as Anzac Day Service





DCS/A EO



DCS



DCS



AEO



2013-2014

2014-2015

2015-2016

2016-2017

CSM



PDM PDM

 



PDM



P P

2014-2015

2015-2016

2016-2017

Responsible Officer

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 Review Draft Parks Master Plan 2011 for endorsement and adoption Adopt revised Oval Master Plan after a review of limitations and opportunities with existing facilities and community consultation Boughton Oval – Extension to Amenities Upgrade of Sports fields

OM Responsible Officer

Swimming Pools Negotiate a funding and lease agreement between Moree Plains Shire Council and the Moree Artesian Aquatic Centre Ltd for the operation of the Moree Artesian Aquatic Centre. Introduce new Life Saving initiatives, in conjunction with the Moree Artesian Aquatic Centre (MAAC) aimed at teaching children basic lifesaving skills, at all facilities. 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 Installation of roof for change facilities Additional maintenance works including sandblasting, redo expansion joints and paint, pump replacement and installation of automatic chlorine dosing system Additional upgrades to Mungindi Pool

Manage and maintain Council’s urban trees Review and update the Tree Policy

2013-2014

CSM



CSM/ MAAC



CSM



CSM



CSM CSM



 P



CSM

P P

CSM Responsible Officer

Parks and Gardens

�

DCS

OM AM

2013-2014

2014-2015

2015-2016

  



Develop and implement a Tree Management Plan for Moree Plains Shire Ongoing asset maintenance and improvements within Moree



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

PDM



 



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

61 of 262

 

Implement street tree planting

DCS

2016-2017

• 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 • Investigate opportunities to provide additional learn to swim programs at all pools. �� 2013-2014

Program Budget Revenue

 = Ongoing Activity

606,821

2014-2015 110,079

2015-2016 113,436

2016-2017 116,896

Operating Expenditure

4,440,068

4,460,934

4,543,004

4,562,444

Net result

-3,833,248

-4,350,855

-4,429,568

-4,445,548

Capital expenditure

214,432

435,482

386,565

437,680

Bold = Priority

 = Activity or Task

62 of 262

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

E1.2. Support the healthy function of our ecosystems 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 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

Activities and Priorities Responsible Officer

Statutory

2013-2014

2014-2015

2015-2016

2016-2017

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 Submit annual performance monitoring report to NSW Office of Water

Submit annual report to NSW EPA

 

Publish quarterly environmental performance monitoring reports on Council’s website



Update annually Pollution Incident Response Management Plan (PIRMP)



Investigate options to effectively manage trade waste



Upgrade trade waste disposal system



Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017



Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

Update the Sewer Asset Management Plan to ensure services are sustainable



Update Sewerage Developer Service Plan and Policy



Renew sacrificial lining of selected sewer mains

Internal rehabilitation of selected manholes

Investigate pump station safety improvements and upgrade as necessary

Renew Telemetry Communication Network

Rehabilitate Moree Sewerage Treatment Works Inlet Works and Balance Tank

Reseal bitumen sealed road surface at Moree Sewerage Treatment Works

Review power supply options to reduce the cost of electricity

Contract Service Provision Deliver culturally appropriate services that are specific to the needs of Aboriginal clients and their families Deliver contract sewer maintenance services to Mehi Crescent, Stanley Village and Toomelah

Asset Management Ensure that Council assets are well maintained for their current purpose and for future generations

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P P P

 

Development 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

�

Investigate capacity of Moree sewerage pump stations to accommodate future growth Investigate capacity of Moree sewerage reticulation to accommodate future growth

Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

PE SE

 



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

2015-2016

Revenue

2,796,666

2,881,965

2,969,865

3,060,445

Operating Expenditure

3,023,362

3,100,679

3,182,861

3,265,352

Net result

-226,696

-218,714

-212,996

-204,907

Capital expenditure

1,649,296

501,091

522,969

544,933

��

 = Ongoing Activity

2016-2017

Bold = Priority

 = Activity or Task

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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

1. Condition of local road network/ Maintaining local roads

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

5. Long-term planning for the Shire

Outcome E3. Our built environment – our town and villages – are desirable places to be

E3.1 Enhance the character of our local area though good design and protection of Aboriginal and other heritage sites

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 L5. We manage our finances, services and assets effectively

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

6. Advocacy on behalf of the community

Activities and Priorities Responsible 2013-2014 Officer

Roads (includes Kerb and Guttering)

2014-2015

2015-2016

2016-2017

Conduct roughness testing on all Council’s rural sealed roads



Improve heavy vehicle access to Council’s road network

AM AM

 







PDM



PDM PDM

 

PDM





Assess oversize/over mass applications and issues 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 Install a web-based program to record road closure information Provide temporary road closure information by a web based program 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 Construct, manage and maintain the Shire’s rural roads through implementation of the following: 1. Recurrent resealing program 2. Recurrent resealing regional roads program (Block funding) 3. Special Rate Variation resealing program 4. Gravel re-sheeting (floodways/critical access) on identified rural roads 5. Rehabilitation reseal program 6. Regional road repair program, subject to grant funding

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



Construct, manage and maintain the Shire’s urban roads through implementation of the following: 1.

Recurrent resealing program



Rehabilitation program, subject to grant funding

Village streets rehabilitation program, subject to grant funding

Kerb and gutter replacement



Ensure that roads are suitably named and gazetted in accordance with Australian Standards and Geographical Names Board Guidelines

Responsible 2013-2014 Officer

Bridges



Conduct level 2 structure inspections of 47 bridges

Conduct level 1 structure inspections of 15 bridges

Upgrade SR22 Dindierna Timber Bridge



Manage and maintain Council’s bridges and culverts

Ensure that bridges are suitably named and gazetted in accordance with Australian Standards and Geographical Names Board Guidelines

Provide designs and advice for parking areas including restrictions, signage, minimum standards and disabled access standards compliance



2015-2016



2016-2017



Responsible 2013-2014 Officer

Parking areas

2014-2015

 2014-2015

 2015-2016

 2016-2017

PDM



Apply “Safer By Design” principles to new and existing areas

PDM



Provide set-out and project management for projects (as required)

PDM



Construct and manage CBD car park upgrades in accordance with designs

Responsible 2013-2014 Officer

Footpaths and Cycleways Provide designs and set-out services for new and existing footpaths/cycleways in accordance with current requirements and community expectations

2014-2015

2015-2016

2016-2017

PDM



Construct footpaths/cycleways in accordance with designs

Improvements to walkways/cycleways in conjunction with Roads and Maritime Services (RMS)

Apply for grant funding from RMS for shared pathways

PDM



Design and upgrade existing ramps throughout the Shire to improve accessibility of the town centre for seniors, people with a disability and parents

PDM



PDM

Construct and manage ramp upgrades in accordance with designs and subject to grant funding Review and endorse the Current Bike Plan in relation to the next 10 years

Responsible 2013-2014 Officer

Bus Shelters and Services



2014-2015

2015-2016

2016-2017

Provide advice and designs for public transport facilities including bus routes, bus zones, shelters and bus bays

PDM



Work with local community to facilitate the construction of safe rural bus bays



Responsible 2013-2014 Officer

Aerodromes

2014-2015

2015-2016

2016-2017

Manage, maintain, improve and develop Moree Regional Airport facilities and grounds to meet current and anticipated standards



Comply with current safety and security regulations to ensure the continuation of RPT services between Moree and Sydney



Ensure the Aerodrome Manual is accurately maintained



Review of Airport Master Plan



Investigation and Remediation of airport evaporation pond



Refurbishment of Terminal and secure long-term parking

Security camera and automatic gate upgrades



Manage and maintain airstrips at Boomi and Mungindi

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

Responsible 2013-2014 Officer

Roads and Maritime Services (RMS) Works

2014-2015

2015-2016

2016-2017

Provide designs and project management for RMS works in accordance with current applicable standards and community expectations

PDM



Provide set-out and project management for projects (as required)

PDM



Construct RMS works in accordance with designs



�

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 Web-based program to record road closure information installed Minimum length of pathways constructed each year Minimum length of grading carried out each year The Shire’s Bike Plan is endorsed Level 2 structure inspections of 47 bridges completed 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

Revenue

18,847,604

6,564,475

6,788,193

6,909,624

Operating Expenditure

26,331,631

14,467,465

14,917,596

15,382,521

Net result

-7,484,027

-7,902,990

-8,129,403

-8,472,897

Capital expenditure

8,636,918

8,875,940

9,375,261

9,245,196

��

 = Ongoing Activity

2016-2017

Bold = Priority

 = Activity or Task

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P = Budgeted Project

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 range of sustainable services, facilities and amenities

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 E2.2 Encourage sustainable production and technologies E2.3 Secure sustainable water supplies E2.4 Minimise our contribution and exposure to the changing climate

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 for future generations

Activities and Priorities Legislative Requirements Maintain water supply infrastructure to relevant Department of Health and DPI (NSW Office of Water) Standards, and in accordance with sustainability Upgrade water meter reading and data management system

Contract Service Provision Deliver culturally appropriate services that are specific to the needs of Aboriginal Clients and their families Deliver contract water supply maintenance services to Mehi Crescent, Stanley Village and Toomelah

Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

WWM





Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

WWM



Responsible 2013-2014 Officer

Asset Management Ensure that water supply infrastructure is well maintained for current and future purposes Update the water supply Asset Management Plan to ensure services are sustainable Update Water Supply Developer Service Plan and Policy Rehabilitate internal surfaces and roof renewal of Moree and village water reservoir towers Renew Telemetry Communication Network Maintain external surfaces of Boston and Broadwater water reservoir towers Maintain external surfaces of Boggabilla water reservoir towers 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 Maintain external surfaces of Brown St, Boggabilla water reservoir tower Review Moree Bore Field Strategy to ensure long-term reliability of raw water supply Undertake testing of groundwater availability in Moree Bore Fields for potential expansion options Review options for a new bore at Yarraman

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WWM



PE PE



2014-2015

2015-2016



SE P

SE PE PE PE

2016-2017

P P

Review power supply options to reduce cost of electricity



Replace stop valves and water mains - Mungindi

Demand Management and Provision for Growth

Responsible Officer

2013-2014

2014-2015

2015-2016

2016-2017

 





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 �

Indicators • Acceptable results from NSW Office of Water Annual Reports for Moree Shire • Compliance with legislative health requirements �� 2013-2014

Program Budget

 = Ongoing Activity

2014-2015

2015-2016

2016-2017

Revenue

4,415,385

4,550,054

4,688,831

4,831,840

Operating Expenditure

4,524,579

4,806,568

4,817,825

4,931,065

Net result

-109,195

-256,514

-128,994

-99,225

Capital expenditure

3,533,265

412,510

422,064

232,050

Bold = Priority

 = Activity or Task

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P = Budgeted Project

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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 long-term 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. 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. In 2013/2014 Moree Plains Shire Council continues to manage the impacts of the Water Management Act 2000 on our rate structure. In 2008 the Minister for Local Government provided an amendment to the Local Government General Regulation that allows our Council to gradually implement a new rate structure that takes into account the full impact of the removal of water entitlements from farmland property values. The proposal for 2013/2014 is to continue with the two Farmland categories currently being levied, with the view to only having one Farmland category by 2014/2015. This will be explained further in the sub-section headed ‘Farmland Rates’. Also, we have now completed our final year of the Special Rate Variation of 9.25% per annum, which Council had successfully applied for, for a 3 year period, commencing in 2010/2011. As such Council’s rate income will be raised by the figure determined by IPART for this rating year.

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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, such as a church, school or similar institution. Moree Plains Shire Council will be utilising seven (7) rate categories for the 2013/2014 rating year: • • • •

Residential o Residential o Residential Rural Farmland o Farmland General o Farmland Irrigable Business o Business o Business Moree 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.

Residential 1)

Overview

For the 2013/2014 rating year Council will maintain one rate for all Residential assessments and another for Residential Rural. However by 2014/2015 the intent is to move to the same ad valorem. As such, these two Residential categories have had the 3.4% increase applied in total. The Residential category has had a 2.66% increase applied and the Residential Rural a 10.00% increase. Due to relative movements in property valuations individual rates may increase by more or less than this average.

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, or (c) It is rural residential land.” 3)

Number of Assessments/Valuations

There are approximately 4040 residential assessments in the Moree Plains Shire Council region. There was no revaluation of properties undertaken in the Shire this year. The valuation total as at 1st July 2011 was $166,183,105. Valuation as at 1st July 2012 is $165,261,675. This is a decrease of $921,430 or 0.55%, which can be attributed to individual revaluations in the Shire.

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Levy Amount

Residential rates levied in 2012/2013 came to a value of approximately $3,560,806. In 2013/2014 they will be approximately $3,655,577 (a total increase of $94,771) applying the 3.4% IPART increase over the total Residential Category, which includes the 0.1% deduction that has been allowed for Carbon Tax. 5)

Percent Revenue

Residential rates contribute to approximately 17.8% of Councilâ&#x20AC;&#x2122;s total rates revenue. 6)

Base Rate and Ad Valorem

As per the 2011/2014 Delivery Program the Base Rate for residential has been increased from $410 to $425. The Ad Valorem Rate was 0.01151174 in 2013, and is set at 0.0117262 for 2014.

Summary

Category

Assessment Count

Land Value 2013

Land Value 2014

Residential

4040

$166,183,105

$165,261,675

Ad Valorem 2013

Ad Valorem 2014

0.01151174

0.0117262

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Revenue 2013

$3,560,806

Revenue 2014

$3,655,577

Residential Rural 1)

Overview

For the 2013/2014 rating year Council will maintain one rate for all Residential assessments and another for Residential Rural. However, by 2014/2015 the intent is to move to the same ad valorem. As such, these two Residential categories have had the 3.4% increase applied in total. The Residential category has had a 2.66% increase applied and the Residential Rural a 10.00% increase. 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, or (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 subcategorised rate to some parcels of rural residential land and not others.” 3)

Number of Assessments/Valuations

There are approximately 292 Residential Rural assessments in the Moree Plains Shire Council region. There was no revaluation of properties undertaken in the Shire this year. The valuation total as at 1st July 2011 was $29,429,570. Valuation as at 1st July 2012 is $29,483,170. This is an increase of $53,600 or 0.18%, which can be attributed to individual revaluations in the Shire.

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Levy Amount

Residential Rural rates levied in 2012/2013 came to a value of approximately $398,420. In 2013/2014 they will be approximately $438,262 (a total increase of $389,842), applying the 3.4% IPART increase over the total Residential category, which includes the 0.1% deduction that has been allowed for Carbon Tax. 5)

Percent Revenue

Residential Rural rates contribute approximately 2.02% of Councilâ&#x20AC;&#x2122;s total rates revenue. 6)

Base Rate and Ad Valorem

As per the 2012/2013 Delivery Program the Base Rate for Residential Rural has been increased from $410 to $425. The Ad Valorem Rate was 0.0096110 in 2012, and is set at 0.0108577 for 2014.

Summary

Category

Assessment Count

Land Value 2013

Land Value 2014

Ad Valorem 2013

Ad Valorem 2014

Revenue 2013

Revenue 2014

Rural Residential

292

$29,429,570

$29,483,170

0.0096110

0.0108577

$398,420

$438,262

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Farmland General 1)

Overview

For the 2013/2014 rating year Council will continue with two Farmland rates categories; one called Farmland General (“Dryland” properties) and one called Farmland Irrigable. These two Farmland categories have had the 3.4% increase applied in total. The Farmland General category has had a 7.25% increase applied and the Farmland Irrigable a 3.5% decrease. 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 1297 Farmland General assessments. There was no revaluation of properties undertaken in the Shire this year. The valuation total as at 1st July 2011was $2,088,495,410. Valuation as at 1st July 2012 is $2,066,732,160. This is a decrease of $21,763,250 or -1.04%, which can be attributed to individual revaluations in the Shire. 4)

Levy Amount

Farmland General rates in 2012/2013 were approximately $8,619,567. In 2013/2014 they will be approximately $9,244,487 (a total increase of $624,920.26 or 7.25%) as per Council’s plan to go to one Farmland rate in 2014/2015.

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Percent Revenue

The intent is to maintain ordinary rate revenue distributions constant. This means that Farmland General rates contribute approximately 44.78% of total rates revenue. 6) Base Rate and Ad Valorem As per the 2011/2014 Delivery Program the Base Rate for Farmland General has been increased from $750 to $775. The Ad Valorem Rate for 2013 was 0.0036614, and is set at 0.0039866 for 2014.

Summary

Category

Farmland General

Assessment Count

Land Value 2013

Land Value 2014

Ad Valorem 2013 (2 rates)

Ad Valorem 2014 (2 rates)

Revenue 2013

Revenue 2014

1297

$2,088,495,410

$2,066,732,160

0.0036614

0.0039866

$8,619,567

$9,244,487

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Farmland Irrigable 1)

Overview

For the 2013/2014 rating year Council will continue with two Farmland rates categories; one called Farmland General (“Dryland” properties) and one called Farmland Irrigable. These two Farmland categories have had the 3.4% increase applied in total. The Farmland General category has had a 7.25% increase applied and the Farmland Irrigable a 3.51% decrease. Due to relative movements in property valuations individual rates may increase by more or less than this average. Farmland becomes Irrigable if it has attached to it, one or more of the following three separate licences or approvals: • • •

An access licence. This effectively entitles the holder to a share of a water resource as specified in a water sharing plan and does not relate to any particular parcel of land or property on which that water may be used; A water use approval. This attaches to a specific piece of land and confers the right to use water for a particular purpose according to specific conditions; and A water supply work approval. This also attaches to a specific piece of land. It confers to the right to construct or use a water supply work for the purposes of bringing water to a specified property.

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: (c) has a significant and substantial commercial purpose or character, and (d) 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. “

Number of Assessments/Valuations

There are approximately 326 Farmland Irrigable assessments. There was no revaluation of properties undertaken in the Shire this year. The valuation total as at 1st July 2011 was $974,799,610. Valuation as at 1st July 2012 is $975,519,610. This is an increase of $720,000 or 0.07%, which can be attributed to individual revaluations in the Shire.

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Levy Amount

Farmland Irrigable rates in 2012/2013 were approximately $4,799,560. In 2013/2014 they will be approximately $4,630,903 (a total decrease of $168,656 or 3.51% as per Councilâ&#x20AC;&#x2122;s plan to go to one Farmland rate in 2014/2015 5)

Percent Revenue

The intent is to maintain ordinary rate revenue distributions as constant. This means that farmland rates contribute approximately 22.43% of total rates revenue. 6)

Base Rate and Ad Valorem

As per the 2011/2014 Delivery Program the Base Rate for farmland has been increased from $750 to $775. The Ad Valorem Rate for 2013 was 0.0047180, and is set at 0.0045112 for 2014.

Summary

Category

Farmland Irrigable

Assessment Count

294

Land Value 2013

Land Value 2014

$974,799,610

$975,519,610

Ad Valorem 2013 2 rates)

Ad Valorem 2014 (2 rates)

Revenue 2013

Revenue 2014

0.0047180

0.0045112

$4,799,560

$4,630,903

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Business Moree 1)

Overview

For the 2013/2014 rating year Council will maintain two rate categories for all business assessments; one for Business Moree assessments and one for all other Business assessments. The Business Moree category has had the 3.4% 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 469 Business Moree assessments in the Moree Plains Shire Council region. There was no revaluation of properties undertaken in the Shire this year. The valuation total as at 1st July 2011 for Business Moree is $66,075,335. Valuation as at 1st July 2012 is $66,038,335. This is a decrease of $39,997 or -0.06%, which can be attributed to individual revaluations in the Shire. 4)

Levy Amount

Business Moree rates levied in 2012/2013 came to a value of approximately $2,145,993. In 2013/2014 they will be approximately $2,218,959 (an increase of $72,966), applying the 3.4% IPART increase, which includes the 0.1% deduction that has been allowed for Carbon Tax. 5)

Percent Revenue

Business Moree rates contribute to approximately 10.75% of Council’s total rates revenue.

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Base Rate and Ad Valorem

As per the 2011/2014 Delivery Program the Base Rate has been increased from $400 to $415, The Ad Valorem Rate for 2013 was 0.0296388, and is set for 0.0306538 for 2014.

Summary

Category

Business Moree

Assessment Count

Land Value 2013

Land Value 2014

469

$66,075,335

$66,038,335

Ad Valorem 2013

Ad Valorem 2014

Revenue 2013

Revenue 2014

0.0296388

0.0306538

$2,145,993

$2,218,959

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Business 1)

Overview

For the 2013/2014 rating year Council will maintain two rate categories for all business assessments; one for Business Moree assessments and one for all other Business assessments. The Business category has had the 3.4% 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 155 Business assessments in the Moree Plains Shire Council region. There was no revaluation of properties undertaken in the Shire this year The valuation total as at 1st July 2011 for Business was $9,549,860. Valuation as at 1st July 2012 is $9,350,630. This is a decrease of $199,230 or -0.21%, which can be attributed to individual revaluations in the Shire. 4)

Levy Amount

Business rates levied in 2012/2013 came to a value of approximately $153,385. In 2013/2014 they will be approximately $158,600 (an increase of $5,215), applying the 3.4% IPART increase, which includes the 0.1% deduction that has been allowed for Carbon Tax. 5)

Percent Revenue

Business rates contribute to approximately 0.77% of Council’s total rates revenue.

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Base Rate and Ad Valorem

As per the 2011/2014 Delivery Program the Base Rate has been increased from $425 to $440. The Ad Valorem Rate for 2013 was 0.0093054, and is set at 0.0096657 for 2014.

Summary

Category

Business

Assessment Count

155

Land Value 2013

Land Value 2014

Ad Valorem 2013

Ad Valorem 2014

$9,549,860

$9,350,630

0.0093054

0.0096657

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Revenue 2013

$153,385

Revenue 2014

$158,600

Mining 1)

Overview

For the 2013/2014 rating year Council will not 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.

Summary

Category

Mining

Assessment Count

Land Value 2013

Land Value 2014

Ad Valorem 2013

Ad Valorem 2014

Revenue 2013

Revenue 2014

2.8437

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Special Rate - Business Intensive 1)

Overview

For the 2013/2014 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 3.4% 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

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 27 Business Intensive assessments (as detailed in the map on page 18). The valuation total as at 1st July 2011 was $6,787,550. Valuation as at 1st July 2012 is $6,787,550. There has been no change in valuations from 2013 to 2014. 4)

Levy Amount

Special rates levied in 2012/2013 came to a combined value of approximately $245,580. In 2013/2014 they will be approximately $253,930 (a total increase of $8,350), applying the 3.4% IPART increase, which includes the 0.1% deduction that has been allowed for Carbon Tax. 5)

Percent Revenue

Special Rate Gins/Receivals rates contribute to approximately 1.22% of Councilâ&#x20AC;&#x2122;s total rates revenue. 6)

Base Rate and Ad Valorem

As per the 2011/2014 Delivery Program the Base Rate has been increased from $1,250 to $1,290. The Ad Valorem Rate for 2013 was 0.0322863, and is set at 0.0323144 for 2014.

Summary

Category

Assessment Count

Special Rate Gins/Receivals

Land Value 2013

Land Value 2014

$6,787,550

Ad Valorem 2013

Ad Valorem 2014

Revenue 2013

Revenue 2014

0.0322863

0.0323144

$245,580

$253,930

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Special Rate - Industrial Drive 1)

Overview

For the 2013/2014 rating year Council will maintain one special rate for Industrial Drive assessments. These assessments include 42 assessments in the Industrial Drive area of Moree. The Industrial Drive special rate has had the 3.4% 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 fund new road and drainage infrastructure in the industrial drive complex of Moree. 3)

Number of Assessments/Valuations

There are approximately 42 assessments for Industrial Drive within the area shown on the map below. The valuation total as at 1st July 2011 was $4,550,300. Valuation as at 1st July 2012 is $4,550,300. There has been no change to valuations. 4)

Levy Amount

Industrial Drive rates levied in 2012/2013 came to a value of approximately $37,000. The levy will remain the same for 2013/2014 as per the 2011/2014 Delivery Program. 5)

Percent Revenue

Industrial Drive Rates contribute to approximately 0.18% of Councilâ&#x20AC;&#x2122;s total rates revenue. 6)

Base Rate and Ad Valorem

As per the 2011/2014 Delivery Program the Base Rate for Industrial Drive will remain the same as 2012/2013 at $200. The Ad Valorem Rate was 0.0064454 in 2013, and is set at 0.0064454 for 2014.

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Summary

Category

Industrial Drive

Assessment Count

Land Value 2013

Land Value 2014

$4,550,300

Ad Valorem 2013

Ad Valorem 2014

Revenue 2013

Revenue 2014

0.0064454

$37,400

Industrial Drive Special Rate Levy Locality Map (Moree)

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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 Tourism and Economic Development/Industrial Drive

The previous rating year (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.

Road Sustainability Summary Moree Plains Shire’s local economy is heavily dependent on the grain and cotton industries. These industries are estimated to contribute in excess of $530 million per annum to the national economy. Moree Plains Shire is one of the most productive ‘food bowl’ shires in the Country and while this has very positive impacts for the community, there is a detrimental component as well. The Shire contains an extensive water-based intensive cropping industry which results in high demands on the road network. Current maintenance and renewal expenditure is not keeping pace with road deformation. Freight haulage involving heavy and oversized vehicles is a major contributor to road degradation throughout the Shire. Rough pavements, including the lack of sealed shoulders, impose excessive wear on vehicles. The community as a whole requires a safe and readily useable road network for freight transport, school bus routes, general use and commuting for employment. The extensive use of Council road infrastructure has increased deformation and deterioration to a level that requires maintenance and renewal programs currently beyond our financial capability. To put it in simple terms, Council’s road assets are being consumed at a rate greater than they are being replaced and the funding gap is significant and increasing exponentially.

Maintain the sealed network and gravel re-sheet critical access routes In the short term, the paramount concern for our Council is to prevent a complete collapse of our local road infrastructure. Council will be focused on maintaining the sealed road network that is currently in place and reaching a level of network sustainability.

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In addition to the proposed works listed below, Council will be able to implement a broader program that includes the following initiatives: • Enable a more rigorous rural heavy patching and rehabilitation program that will include vital causeways. • In addition to table drain re-shaping, vital maintenance will be performed on culverts to limit the impact significant rain events have on the road network. • Enable an urban heavy patching and rehabilitation program that will focus on failed pavement in critical areas of the network. • Improved urban drainage repair and renewal. • Deliver comprehensive and sustainable planned works through a maintenance management system (MMS) pursuant to a long term asset plan. These works include: inspection, condition assessment, prioritising, scheduling, actioning and reporting. • Deliver comprehensive and sustainable cyclic works pursuant to a long term asset plan. These works do not increase the asset’s design capacity but restores, rehabilitates, replaces or renews an existing asset to its original service potential. Council’s Asset Management Plan has identified key maintenance shortfalls in our local road network. Additional revenue is required to mitigate further deterioration and close the current funding gap. Protection of the existing bitumen seal through a heavy patching, drainage maintenance and bitumen sealing program would be implemented on strategic local road routes to support continuing growth in our community and agricultural industry. The success of the special variation in overall terms will allow Council to work towards maintaining the current seal network of 785km. At previous funding levels any portion of the network that fails could not be replaced and in the short term Council would have only been able to sustain approximately 55% of the current network. This figure would have continued to reduce without intervention. Projections indicate that Council would have only had the resources available to maintain approximately 40% of the sealed local road network by the year 2016. This had the potential to have a significant impact on the local grain and fibre industries and severely detriment the Shires school bus routes, general commuting and transport. The additional revenue will supplement Council’s current Shire road maintenance budget to bolster much needed maintenance programs. As the revenue is utilised towards capital maintenance programs on road infrastructure a degree of flexibility exists in determining where the funds will be spent.

Table 1, outlines Council’s proposed Shire road maintenance budget and program of works for the 2011/2012, 2012/2013 and 2013/2014 financial year (over page).

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Maintenance Priorities Map The method of prioritising road maintenance programs based on the importance of certain roads within the Shire eg arterials to significant on-farm grain storages, feedlots, cotton gins. In determining the priority of completion the freight movements including agriculture produce transport, school bus routes, community links, traffic movement for machinery and access to major employment centres have all been taken into account.

Below: The current maintenance priorities are illustrated by the Shire map.

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Table 1: Program of Road Maintenance Works 2011/12

Program Year Road Asset Management Funds Base (Increases assume 3% annual rate pegging limit) SRV 508(2) (Increases assume 3% annual rate pegging limit) SRV 508A (Assume 9.25% annual SV Increase) Revenue Total

2012/13

6,768,049 928,161 2,036,000

6,444,536 957,955 3,185,000

10,981,619 0 0

9,732,210

10,587,491

10,981,619

1,081,110 1,648,683 1,008,804

1,122,826 1,660,063 1,047,239

Works Program Sealed Rural Road Maintenance 1,040,955 Unsealed Rural Road Maintenance 2,068,236 Urban Rd Maintenance 971,792 Renewal Program - Unsealed Roads (12km gravel resheeting pa i.e.0.6% of unsealed road network) Ring Road - SR6 Tellegara Rd Ring Road - SR24 Sandholes Rd Ring Road - SR15 Morialta Rd 402,000 Ring Road - SR102 Dolgelly Rd SR7 Poison Gate Renewal Program - Sealed Rural Roads SR101 Terry Hie Hie Rd (Reconstruct Seg15) SR131 Croppa Moree (Rehab Seg15) SR101 Terry Hie Hie Rd (Reconstruct Part Seg 150) 500,000 SR 110 Berrigal Ck Rd (Rehab various locations) 180,000 SR120 Rosedale Rd (Reconstruct Seal Seg70) 200,000 SR12 Talmoi Rd (Rehab seal various locations) SR101 Terry Hie Hie Rd (Reconstruct Seg 200) SR101 Terry Hie Hie Rd (Reconstruct Seg 170) Renewal Program - Urban Roads Gosport St Balo St (Adelaide to Thompson) Boston St (Gwydir to Heber) Dover St (Thompson to Jones) Karingal Place (Rehab Cul-De-Sac) Rosyln Ln (Heber to Albert) 220,000 Roslyn Ln (Coles/Auburn to Heber) 200,000 Dover St (Adelaide to Thompson) Wesley Lane (Gwydir to Heber) 318,425 Edward St (Iris to Drummond) Morton St (Adelaide to Alice) Thompson St (Frome to Balo) 200,000 Warialda St (Anne to Adelaide) Mungindi Streets (Sealing unsealed shoulders) Mungindi Streets (Walkway between bridges) Boggabilla Streets (Sealing unsealed shoulders) Welbon St Ashley Medgum St Ashley Reseals Reseals Urban 217,904 Reseals Rural 1,176,898 SRV 508A Reseals Urban 500,000 SRV 508A Reseals Rural 1,536,000 Total Lifecycle cost expenditure

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2013/14

414,000 350,000

100,000

200,000 500,000 100,000

435,000 270,000 250,000 60,000

471,000 460,000 430,000 100,000 100,000 120,000

25,000 10,000 40,000

227,448 1,228,446 680,000 2,504,000

943,746 3,881,744

10,587,491

10,981,619

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. The proposed rate increases are detailed within this Revenue Policy. The proposal would see a total of $32.5 million spent on local roads over the next 3 years.

Table 2: Proposed Special Rate Variation Increases Rating Year 2011

Annual SRV Increase %

Total Ordinary Rate Revenue

Special Rate Variation Component

9.25%

16,639,245

1,012,824

2012

9.25%

18,178,375

2,036,282

2013

9.25%

19,859,874

3,185,092

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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: â&#x20AC;˘ $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. â&#x20AC;˘ $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. 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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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 2013/14, IPART have set the rate peg at 3.4%.

IPART – Carbon Tax In 2012/13, we included a 0.4% advance in the Special Rate Variation of 9.25% (making a total of 9.65% increase). This was included by IPART (Independent Pricing and Regulatory Tribunal) to assist councils to meet higher prices arising from the introduction of carbon prices from 1 July 2012. At the time last year’s rate peg was set, IPART announced that it would withdraw the carbon price advance over the next two years, with 0.1% to be deducted from the rate peg for 2013/2014 and 0.3% to be deducted from rate peg for 2014/2015. The withdrawal of the advance is necessary to avoid double counting the impact of the carbon price.

Interest on Outstanding Rates and Charges The interest rate applied on all outstanding rates and charges for the 2013/2014 year will be the RBA Cash Rate (currently 3%) plus 6% as per the DLG guidelines, which is 9%.

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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Community Engagement Program This year, in lieu of Community Meetings, Council implemented a Community Strategic Plan (CSP) Review Community Engagement Program. This involved the following:1. Randomly contacting and recruiting 600 residents and asking them to participate in a research program. This was conducted on our behalf by Micromex. 2. Mailing out information packs to participating residents to allow them to familiarise themselves with the existing Community Strategic Plan. 3. Recontacting and interviewing 400 residents and conducting a survey that identifies relative support for the different options. 4. Conducting work shopping sessions with any minority groups not adequately represented in the survey. 5. Revising the Community Strategic Plan (Moree Plains 2035) based on the results of the research. 6. Publicly exhibiting the revised draft Community Strategic Plan. 7. Developing the plans and documents required to achieve the goals outlined in the Community Strategic Plan: the Delivery Program and Operational Plan, the Long Term Financial Plan, the Workforce Plan and the Strategic Asset Management Plan. Copies of all plans are available on our website www.mpsc.nsw.gov.au.

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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 repay 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 2013/2014 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 $269.50 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 the following table.



A property with no connection will receive the minimum $269.50 charge as an availability fee.

Each parcel of separately valued vacant land is to be levied one availability charge of $269.50 (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 131 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 169 cents per kilolitre. Nonpotable water will be charged at the rate of 87 cents up to 750 KL per annum and at 143 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 2013/14 Charge Category

No. of Aâ&#x20AC;&#x2122;ments

Charge for 2012/13

Proposed Charge for 2013/14

Difference ($)

Total Yield for 2013/14

Consumption Charge Moree Shire Potable up to 750 Kl per annum

$1.16\KL

$1.31\KL

$0.15

$1,777,834.17

Moree Shire Potable in excess of 750 Kl per annum

$1.50\KL

$1.69\KL

$0.19

$985,252.93

Moree Shire Non-Potable up to 750 Kl per annum

$0.79\KL

$0.87\KL

$0.08

$61,151.06

Moree Shire Non-Potable in excess of 750 Kl per annum

$1.30\KL

$1.43\KL

$0.13

$43,126.43

Estimated Sub Total Consumption

$2,867,364.59

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Water Charges 2013/14 No. of Aâ&#x20AC;&#x2122;ments

Charge Category

Residential Water Availability Charge

Charge for 2012/13

Proposed Charge for 2013/14

Difference ($)

Total Yield for 2013/14

3914

$245.00

$269.50

$24.50

$1,054,823.00

Availability

385

$245.00

$269.50

$24.50

$103,757.50

Availability

$382.81

$421.09

$38.28

$25,686.72

Availability

$627.20

$689.92

$62.72

$28,976.64

Residential and Non Residential Combined Water Availability Charge

$980.00

$1,078.00

$98.00

$62,524.00

$1,531.25

$1,684.38

$31.25

$75,796.88

$2,540.00

$3,000.00

$460.00

$27,000.00

$3,250.00

$3,500.00

$250.00

$24,500.00

$4,300.00

$7,428.09

$3,128.09

$6,650.00

$7,100.00

$450.00

$21,300.00

$24,500.00

$26,950.00

$2,450.00

$26,950.00

20mm to 32mm Non Residential Charge

Water

20 Millimetre Connection Non Residential Charge

Water

25 Millimetre Connection Non Residential Charge

Water

32 Millimetre Connection

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 105 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

4525

Estimated Total

$1,451,314.73 $4,318,679.32

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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 $565.20.

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 listed below. To calculate sewerage disposal fees, water consumption is multiplied by the discharge factor of those particular premises then charged at a rate of $1.52 per kilolitre. The access charges will be as provided in the following tables.

Note: A non-residential premises will pay the minimum of $565.20. For example, if the discharge factor of a business etc, causes the access charge to be less than $565.20, that premises will pay the minimum of $565.20.

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Sewer Charges 2013/14 Non Residential Charges

No. of Aâ&#x20AC;&#x2122;ments

20 Millimetre Water Connection

327

25 Millimetre Water Connection

32 Millimetre Water Connection

40 Millimetre Water Connection

50 Millimetre Water Connection

80 Millimetre Water Connection

100 Millimetre Water Connection

105 Millimetre Water Connection

150 Millimetre Water Connection

200 Millimetre Water Connection

Non-Residential No Water Connection

135

Estimated Sub Total

727

Charge 2012/13

Multiplied by SDF

Proposed 2013/14

(Ave 0.78)

Multiplie d by SDF (Ave.0.78 )

Diff ($)

Total Yield for 2013/14

$628.00

$565.20

-$62.80

$184,820.40

$628.00

$565.20

$62.80

$33,912.00

$985.60

$768.77

$700.88

$546.69

-$284.72

$50,463.13

$1,540.00

$1,201.20

$1,095.12

$854.19

-$444.88

$40,519.44

$2,406.26

$1,876.88

$1,711.13

$1,334.68

-$695.13

$54,756.00

$6,160.00

$4,804.80

$4,380.48

$3,416.77

-$1,779.52

$26,282.88

$9,625.00

$7,507.50

$6,844. 50

$5,338.71

-$2,780.50

$6,844.50

$10,611.56

$8,277.02

$7,546.50

$5,886.27

-$3,065.06

$21,656.26

$16,891.88

$15,400.13

$12,012.10

-$6,256.13

$38,500.00

$30,030.00

$27,378.00

$21,354.84

-$11,122.00

$628.00

$565.20

-$62.80

$72,910.80 $470,509.15

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Sewer Charges 2013/14 Charge Category

No. of Aâ&#x20AC;&#x2122;ments

Charge 2012/13

Proposed 2013/14

Difference ($)

Total Yield for 2013/14

Other Charges Sewer Balonne Shire

$1,878.00

$1,690.20

-$187.80

$1,690.20

Gurley Common Effluent

$440.00

$396.00

$44.00

$1,584.00

Sewer Discharge (SD)

369

$1.15 per KL

$1.04 per KL

-$0.46

$274,258.75

Residential Sewer Availability Charge

3487

$628.00

$565.20

-$62.80

$1,970,852.40

Estimated Sub Total

3861

$2,248,385.35

Estimated Total Sewer Revenue

4588

$2,718,894.50

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Sewer and Trade Waste Discharge Factor Examples For a comprehensive list and notation comments, refer to NSW Department of Water and Energy Liquor Trade Waste Regulation Guidelines. 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 (Discharge Factor Table listed on the previous page) and then multiplied by the applicable trade waste usage charge listed below. Council staff proposed to bring these charges in over a three year period with 33% of the recommend charge introduced in the first year and 66% of the charge introduced in the second year and 100% of the charge introduced in the third year.

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 2013/2014. 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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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:

Land Type

Charge

Urban Residential

$25.00

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. 107 of 262

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 $349.20 for a 140L 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 $349.20 being charged for each additional service. This service includes a fortnightly recycling collection service that is provided by the collection of one 240L yellow recycle bin. Nonstrata titled residential units/flats and rural multiple occupancy urban properties that have the recycling collection service available will be levied an annual charge of $349.20 dependent upon the number of units/flats or rural dwellings contained upon the property. Moree 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 + Green Waste (Moree Only) This year Council is introducing Green Waste bins, which will be used for organics, such as leaves, kitchen scraps and lawn clippings. All residential properties within the Moree township only (but excluding properties classified as Rural Residential) will be issued with a 240L Green Waste bin. A fortnightly service is available and the full annual charge is payable whether or not the service is used each fortnight. Ratepayers will be levied an annual charge of $401.20 for the combined Domestic Waste Management Service and Green Waste Bin. There are no plans to include Mungindi, Boggabilla, Ashley, Gurley, Garah, Boomi, Weemelah, Biniguy, Yarraman and Pallamallawa, or other outlying areas at this stage, however this will be assessed in future. For more information please contact Moree Plains Shire Council’s Water and Waste Department.

Domestic Waste Management Service Option 2 (240L 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 240L red waste bin, instead of the smaller 140L red bin, will pay an additional $66. 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 $415.20, for all Moree Shire Plains Council ratepayers, except Moree residential ratepayers who will be charged $467.20 for the combined large 240L red waste bin and green waste option.

Domestic Waste Management Charge – Vacant This charge is applicable for each parcel of valued vacant ratable land for which the service is available. In 2013/2014 this will be $87.30.

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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 $416.40 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 $416.40 being charged for each additional service. This service will be the same as the ‘option 2’ domestic waste service. The business will be provided with one 240L red bin for garbage and one 240L yellow bin for recycling

Additional Recycling Service Charge Additional 240L recycling services will be charged $123.30 per additional bin service.

Additional Green Bin Service Charge Additional organics services will be charged $52.00 per additional bin service.

360 Litre Recycle Bin Upgrade A larger 360 litre recycle bin may be substituted for the 240 litre standard recycling bin at additional charge of $50.00. This replacement makes the total charge for Domestic Waste Collection $399.20 or $451.20 for Domestic Waste Collection + Green.

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 the new waste management facility in the 2013/2014 year. The waste management levy includes: •

•

A charge of $138.60 to rural and urban ratepayers. Total yield from the Waste Management levy is estimated to be $931,114.80 for 2013/14.

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Waste Collection Charges 2013/14 Waste Charge

No. of Services/ Aâ&#x20AC;&#x2122;ments

Charge 2012/13

Proposed 2013/14

Total Yield for 2013/14

Domestic Waste Collection Town and Villages Domestic Waste Collection

1,315

$291.00

$349.20

$459,198.00

Domestic Waste Collection +Green

3,314

N/A

$401.20

$1,329,576.80

Domestic Large Bin Option (240L)

1,241

$55.00

$66.00

$81,906.00

Recycle Bin Upgrade (from 240L to 360L)

N/A

$50.00

Additional Green Bin Service (240L)

N/A

$52.00

$102.75

$123.30

N/A

$173.30

Additional Recycle Service (240L)

Additional Recycle Service (360L)

$4,315.50

Commercial Waste Collection

858

$347.00

$416.40

$357,271.20

Vacant Waste Charge

301

$72.75

$87.30

$26,277.30

Waste Management Levy Urban

4,681

$115.50

$138.60

$648,786.60

Waste Management Levy Rural

2,037

$115.50

$138.60

$282,328.20

Total Yield

13,782

$3,189,659.60

Note: The Domestic Waste Collection Charge includes the standard 160L red waste bin and a standard 240L yellow recycling bin. Changes to this combination will result in additional charges to this base charge as detailed in the above table.

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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.

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.

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•

• •

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.

Developer Charges 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.

Footnote: 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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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 Grant Title

Grant Description

Grant for 2013/2014

Tied Grants Roads to Recovery

State government grant that provides funding for road repair and maintenance.

$1,292,000

RMS – Regional Road Funding

State government grant that provides funding for road repair and maintenance.

$1,420,000 (Est)

General grant that council has complete discretion to utilise for any purpose within the Local Government Act 1993.

$5,946,837 (Est)

United Grants General Financial Assistance Grant

Further details are provided in the Long Term Financial Plan, Section 3.3.

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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. Investments are to be made with the major four banks, with the amount invested with any one deposit taking institution (ADI) not exceeding 40% of Councilâ&#x20AC;&#x2122;s total funds invested. FINANCIAL YEAR

INTEREST

2002

$307,000

2003

$337,000

2004

$383,000

2005

$715,000

2006

$1,078,000

2007

$1,634,000

2008

$1,703,000

2009

$794,000

2010

$608,000

2011

$874,000

2012

$908,000

2013 (estimated)

$720,000

2014 (estimated)

$830,000

Further details are provided in the Long Term Financial Plan, Section 3.4

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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. Fund Item

Amount $

General Fund Waste Water Holding Ponds

$2,000,000

Gateway Project

$11,000,000

Waste Fund Remediation Yarraman Landfill

$2,200,000

New Cell at Current Waste Management Facility

$3,900,000

Gwydir Day Care Room Extension

$450,000

Internal Loan Loan From Sewer Fund to General Fund â&#x20AC;&#x201C; Gateway Project

$3,000,000

Total

$22,550,000

Further details are provided in the Long Term Financial Plan, Section 3.5 and 4.2. Please Note: Council is currently reviewing options in relation to the internal loan listed above. Whether the drawdown of this loan is required will be determined upon finalisation of funding requirements for the Gateway Project. As per Section 410 of the Local Government Act 1993, Council is required to get Ministerial approval for internal loans to the General Fund from either the Water or Sewer funds.

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 2012/2013 listed on previous page. The calculations for the following ratios assume no additional income from the Special Rate Variation. FUND

2010

2011

2012

2013 (EST)

2014 (EST)

General Fund

5.54%

5.27%

6.18%

5.99%

7.65%

Sewer Fund

11.20%

10.96%

10.56%

10.27%

9.96%

Water Fund

13.78%

15.33%

18.94%

18.31%

19.44%

Consolidated

6.89%

6.65%

7.62%

7.39%

8.85%

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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 2013/2014 ADMINISTRATION - COUNCIL DOCUMENTS •Page 120

ADMIN - GOVERNMENT INFORMATION PUBLIC ACCESS ACT (GIPA) •Page 121

ADMINISTRATION - PRINTING AND STATIONERY •Page 122

ADMINISTRATION - RATES •Page 123

AERODROME •Page 124

CEMETERIES •Page 125

CHILD RESTRAINT HIRING •Pages 126-127

ENTERTAINMENT AND EVENTS •Page 128

GWYDIR DAY CARE AND LONG DAY CARE •Page 129

HALL HIRE - MOREE •Pages 130-131

HALL HIRE - MUNGINDI •Page 132

HALL HIRE - VILLAGES •Pages 133-134

LANDFILL •Page 135

LIBRARY - MOREE COMMUNITY •Pages 137-138

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MOREE PLAINS SHIRE 63 COUNCIL - FEES AND 1036 CHARGES 2013/2014

New System/Connection/Discharge

MISCELLANEOUS FEES AND SALES •Page 139

NORTHERN AREA OFFICE, BOGGABILLA •Page 140

PLANNING AND DEVELOPMENT - CERTIFICATES AND OTHER •Pages 142

PLANNING AND DEVELOPMENT - DEVELOPMENT APPLICATIONS •Pages 143-146

RANGER SERVICES - ANIMAL CONTROL •Page 147

RANGER SERVICES - OTHER •Page 148

SECTION 64 AND SECTION 94 CONTRIBUTIONS •Page 149

SPORTSFIELDS, OVALS AND PARKS •Pages 150-151

SEWERAGE SUPPLY •Page 152

SWIMMING POOL - BOOMI •Page 153

SWIMMING POOL - MOREE (MAAC) •Pages 154-157

SWIMMING POOL - MUNGINDI •Page 158

TRADE WASTE •Pages 159-161

WATER SUPPLY •Pages 162-163

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MOREE PLAINS SHIRE COUNCIL - FEES AND CHARGES 2013/2014 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

2012/2013 (Inc GST)

Fee Description Business Papers and Minutes Email - PDF format

2013/2014 (Inc GST)

Free

Maps Map (Shire/Council) - A1 Map (Shire/Council) - A3 Map (Shire/Council) - A4 Preparation of new map / layer in GIS for external customer

Unit Rate

GST

Per year

N/A

$1.36 $0.91 $0.55 $2.73

$14.00 $9.00 $5.00 N/A

$15.00 $10.00 $6.00 $30.00

Per map Per map Per map per hour

Tender Documents Tender Document Fee - (Document <50 Pages) Tender Document Fee - (Document >50 & <100 Pages) Tender Document Fee - (Document >100 Pages)

$68.00 $134.00 $200.00

$71.00 $139.00 $207.00

Per document Per document Per document

Exempt Exempt Exempt

Planning and Development Certified Copy of Document, Map or Plan Copies of documents from DA's files - A4 Copies of documents from DA's files - A3 Copies of documents from DA's files - greater than A3 LEP Copy - Current (doc & maps) LEP Copy - 1995 (document only) LEP Copy - 1995 (maps -AO size - black and white) DCP Copy - (document)

$55.00 $0.40 $0.50 $3.00 $203.00 $10.00 $9.00 $8.00

$57.00 Per copy $0.50 Per sheet $0.50 Per sheet $4.00 Per sheet $210.00 Per package $11.00 Per application $10.00 Per sheet $9.00 Per application

Exempt Exempt Exempt Exempt $19.09 $1.00 $0.91 $0.82

Other Archival Research - search and supply

$38.00

$40.00

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

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$3.64

Admin - Government Information (Public Access) Act 2009 Page 1 of 1

2012/2013 (Inc GST)

Fee Description

2013/2014 (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

$30.00 Per application Free

Exempt N/A

Notes: - GIPA previously known as Freedom of Information Act (FOI) - Application fees counts as payment towards any processing charges payable - S64(1) GIPA Act - Applications may be eligible for a 50% reduction for financial hardship or special public benefit - S64(3), S65 & S66

Fee Methodology: - All fees marked with S are statutorily mandated

Section: Communications Responsible Officer: Communications Manager

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Admin - Printing and Stationery

Page 1 of 1

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$2.00 $5.00

Unit Rate

GST

$3.00 $5.00

Per sheet Per sheet

$0.27 $0.45

$11.00 $6.00 $41.00 $35.00 $27.00 $15.00 $8.00 $41.00

$12.00 $7.00 $43.00 $37.00 $28.00 $16.00 $9.00 $43.00

Per plan Per plan Per plan Per plan Per plan Per plan Per plan Per metre

$1.09 $0.64 $3.91 $3.36 $2.55 $1.45 $0.82 $3.91

Binding Binding - spiral bound Binding - heat bound

$5.00 $5.00

Each Each

$0.45 $0.45

Other Laminating Folding

$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 - Colour Plans - Size A1 - Colour Plans - Size A2 - Colour Plans - Size A3 - Colour Plans - Size A4 - Colour Plans - Size Other - Colour

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: Communications Responsible Officer: Records Coordinator

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Administration - Rates Page 1 of 1

2012/2013 (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)

2013/2014 (Inc GST)

GST

Unit Rate

$65.00 $91.00

$70.00 Per application $97.00 Per application

Exempt Exempt

N/A

$55.00 Per application

$5.00

Valuations Valuation Extract - written Valuation, Ownership search and supply

$27.00 $19.00

$28.00 Per application $20.00 Per application

Exempt Exempt

Other Accrual of interest on Rates, Charges & Debtors (S566 LGA) 2 or more reprints of Rates & Water Notices Dishonoured fee - cheque Dishonoured fee - direct debit

10.00% $15.00 $42.00 N/A

10.00% $16.00 $44.00 $12.00

Per notice Per cheque Per debit

Exempt Input Tax Input Tax

Additional Urgency Fee (issued within 48hrs of receiving

Notes: - Section 603 - residential properties require a water meter reading in addition to the Sec 603 fee. This fee to be updated upon receipt of information from the Department of Local government. - Section 603 Certificate within water supply area - S603 is statutory and the water meter charge is obtained from water supply charges on page F43 - Valuation Extract sourced from Crown Land Titles - Reserve bank cash rate + 6.00% - Reserve bank cash rate as at 6 Feb 2013 - 3.00%

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

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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

2012/2013 (Inc GST)

2013/2014 (Inc GST)

Unit Rate

GST

$11.00 $5.50 $673.00 $1,077.00

$12.00 $6.00 $694.00 $1,110.00

Per tonne Per tonne Per tonne Per year

$1.09 $0.55 $63.09 $100.91

$299.00 $309.00 Per eng/Per yr $26.00 $27.00 Per eng/Per wk Daily fee pro rata based on above annual fee.

$28.09 $2.45 Taxable

$339.00 $7.00

$350.00 $8.00

Per year Per day

$31.82 $0.73

Hire Space - Counter RPT Airline Car Rental Companies

$6,422.00 $739.00

$6,618.00 $762.00

Per space Per space

$601.64 $69.27

Other Advertising Structure Moree

$1,596.00

$1,645.00

Per year

$149.55

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: Support Manager

124 of 262

Cemeteries Page 1 of 1

Fee Description

2012/2013 (Inc GST)

2013/2014 (Inc GST)

Interment - Burial 1st Interment 2nd Interment 3rd Interment

$2,234.00 $1,151.00 $1,151.00

$2,303.00 $1,187.00 $1,187.00

Each Each Each

$209.36 $107.91 $107.91

Interment - Ashes 1st Interment 2nd Interment 3rd Interment Reception of Ashes for Wall/Rose Garden

$1,664.00 $639.00 $639.00 $810.00

$1,715.00 $659.00 $659.00 $835.00

Each Each Each Each

$155.91 $59.91 $59.91 $75.91

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 Supply of Concrete Plinth Provision of Additional or Replacement Plaque Travelling Costs

$37.00 $118.00 $42.00 $71.00 $618.00 $175.00 $21.00 $34.00 $120.00

Unit Rate

$39.00 Per hour $122.00 Each $44.00 Each $74.00 Each $637.00 Per interment $175.00 Each $22.00 Each $36.00 Each $120.00 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 (0% cost recovery of mtce costs).

Section: Engineering Responsible Officer: Support Manager

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GST

Exempt Exempt $4.00 Exempt Exempt $15.91 $2.00 $3.27 $10.91 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) 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) 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)

126 of 262

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$21.00 $21.00 $21.00 $21.00

Unit Rate

GST

$22.00 $22.00 $22.00 $22.00

Each Each Each Each

$2.00 $2.00 $2.00 $2.00

$37.00 $37.00 $37.00 $36.00

$39.00 $39.00 $39.00 $39.00

Each Each Each Each

$3.55 $3.55 $3.55 $3.55

$47.00 $47.00 $47.00 $47.00

$49.00 $49.00 $49.00 $49.00

Each Each Each Each

$4.45 $4.45 $4.45 $4.45

$63.00 $63.00 $63.00 $62.00

$65.00 $65.00 $65.00 $65.00

Each Each Each Each

$5.91 $5.91 $5.91 $5.91

$6.00 $6.00 $6.00 $5.50

$7.00 $7.00 $7.00 $7.00

Each Each Each Each

$0.64 $0.64 $0.64 $0.64

$21.00 $21.00 $21.00 $21.00

$22.00 $22.00 $22.00 $22.00

Each Each Each Each

$2.00 $2.00 $2.00 $2.00

Child Restraint - Hiring Page 2 of 2

Fee Description Other Child Restraint Gate Buckle Refundable Security Deposit

2011/2012 (Inc GST)

2012/2013 (Inc GST)

$6.00 $50.00

$7.00 $52.00

Unit Rate

GST

Per hire Per hire

$0.64 $4.73

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

127 of 262

Entertainment and Events Page 1 of 1

2012/2013 (Inc GST)

Fee Description

2013/2014 (Inc GST)

Unit Rate

GST

Travelling & Itinerant Vendors Inspection of Amusement Equipment - large Inspection of Amusement Equipment - small Inspection of Food Vendors

$25.00 $11.00 $32.00

$26.00 Per application $12.00 Per application $33.00 Per application

$2.36 $1.09 $3.00

Events Temporary Road Closure Application Fee Display of Overhead Street Banners - Balo St Display of Pole Flags + Banners

$134.00 $1,262.00 $65.00

$139.00 Per application $1,301.00 Per display $67.00 Per pole

Exempt Exempt Exempt

Jellicoe Park Markets Stall Area Boggabilla Markets Stall Area Go Kart Track Hire of Track for events/organisations

$26.00

$27.00

Per stall

$2.45

Free

Per stall

N/A

$20.00

$300.00

Per day

$27.27

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 chaged the Jellicoe Park stall holders fee - Hire of Go Kart Track is not available for private hire.

Fee Methodology: - Full cost recovery. - Increased by CPI annually (Rounded up to nearest dollar)

Section: Engineering Responsible Officer: Support Manager

128 of 262

Gwydir Day Care and Long Day Care 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

Page 1 of 1

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$60.00 $64.00 $69.00 $18.00 $2.00

$66.00 $70.00 $75.00 $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

129 of 262

130 of 262

131 of 262

Hall Hire - Mungindi Page 1 of 1

2012/2013 (Inc GST)

Fee Description Annual Hire School Fee for Student activities Regular Users - eg Blue Light Disco, Band, Choir

$1,500.00 $500.00

2013/2014 (Inc GST)

Unit Rate

$1,500.00 Per school/year $500.00 Per year Per year

GST

$136.36 $45.45

Casual Hire Non Sporting Groups Sporting Groups Sport Membership Fee - maximum of $200.00 per family Sport Membership Fee

$2.00 $2.00 $40.00 N/A

$3.00 Per person $3.00 Per day N/APer person/annum $20.00 Per team/season

$0.27 $0.27 N/A $1.82

Kitchen Hire - Casual Kitchen Hire - Regular

$70.00 $10.00

$75.00 $11.00

Per function Per use

$6.82 $1.00

Hire of old chairs Hire of old tables

$2.00 $10.00

Per chair Per table

$0.18 $0.91

$500.00 $150.00

Per function Per function

N/A $13.64

Refundable Security Bond (conditions apply for refund) Cleaning Fee - if not cleaned by group/user

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. - Guidence in safe and correct use of equipment and facilities. - 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. - Groups to ensure that users respect the facility and do not cause undue damage. - Groups to ensure that activities are supervised by a suitably qualified person. - Group to ensure complex is clean and rubbish removed upon completion of activity. - Groups are to secure public liability insurance. - Stage and bio box are strictly off limits unless authorised. Fee Methodology: - to be set by Management Committee annually.

Section: Corporate Services Responsible Officer: Client Services Manager

132 of 262

F 14

Hall Hire - Villages Page 1 of 2

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$104.00 $6.00 $2.00

$108.00 $7.00 $3.00

Boomi Hall only Hall only after midnight Hall & super room Supper room only evening Afternoon tea 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

$42.00 $6.00 $94.00 $32.00 $21.00 $26.00 $11.00 $21.00 $11.00 $21.00 $11.00 $6.00 $2.00 $1.00 $6.00

$42.00 $6.00 $94.00 $32.00 $21.00 $26.00 $26.00 $21.00 $11.00 $21.00 $11.00 $6.00 $2.00 $1.00 $6.00

Garah Hall for Private Parties Hall for Meetings

$52.00 $26.00

$54.00 $27.00

Fee Description Ashley Hall Tables Chairs

Gurley To be advised

133 of 262

Unit Rate

GST

Per day Per table Per table

N/A N/A N/A

Per hour

Per function Per hour

Per function Per table Per chair Per chair Per hour

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

N/A N/A

Hall Hire - Villages Page 2 of 2

Fee Description 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 Weemelah Hall - for travelling shows & outsiders Hall - for locals for night function Hall - for locals for day function Supper room - day or night meetings Chairs

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$40.00 $60.00 $2.00 $1,000.00 $20.00 $20.00 $40.00

$42.00 $62.00 $3.00 $1,031.00 $21.00 $21.00 $42.00

$50.00 $40.00 $20.00 $15.00 $0.50

$52.00 $42.00 $21.00 $16.00 $1.00

Unit Rate

GST

N/A N/A N/A N/A N/A N/A N/A

Per night Per day Per day Per meeting Per chair

N/A N/A N/A N/A N/A

Notes:

Fee Methodology: - Fees set by 355 committees individually for each hall

Section: Communications Responsible Officer: Communications Manager

134 of 262

Moree Landfill Page 1 of 2

2012/2013 (Inc GST)

2013/2014 (Inc GST)

Unit Rate

GST

$16.00 N/A $85.00 $85.00 $15.00 N/A N/A $84.00

$17.00 $110.00 $110.00 $180.00 $20.00 $90.00 $90.00 $90.00

Per tonne Per tonne Per tonne Per tonne Per tonne Per Tonne Per tonne Per tonne

$1.55 $10.00 $10.00 $16.36 $1.82 $8.18 $8.18 $8.18

$16.00 $15.00 $170.00 $42.00 $25.00 $16.00 $107.00 Free Free

$17.00 $17.00 $180.00 $90.00 $26.00 $17.00 $111.00 Free $5.00

Per tonne Per tonne Per tonne Per tonne Per tonne Per tonne Per tonne Per tonne Per tonne

$1.55 $1.55 $16.36 $8.18 $2.36 $1.55 $10.09 N/A $0.45

$151.00

$180.00

Per tonne

$16.36

Dead Animals Small - e.g. dog/cat Medium - e.g. sheep/goats Large - e.g. cattle/horse

$6.00 $9.00 $37.00

$7.00 $10.00 $39.00

Per animal Per animal Per animal

$0.64 $0.91 $3.55

Domestic Waste 1 x 240 litre wheelie bin 1 x 140 litre wheelie bin Car, wagon - minimum fee $4.00 Standard ute, box trailer - minimum fee $5.00 Dual axle trailer, light truck - minimum fee $20 Domestic green waste - small (car, wagon, small ute)

Free N/A $5.00 $10.00 $23.00 Free

$5.00 $3.00 $9.00 $9.00 $9.00 Free

Per bin Per bin Per 100kg Per 100kg Per 100kg

$0.45 $0.27 $0.82 $0.82 $0.82 N/A

Free N/A N/A

Free $5.00 $5.00

Fee Description Commercial/Industrial Sorted waste only - minimum fee $10.00 Sorted waste ( Industrial Skip Bin)s - min fee $40 Unsorted waste (Indust Skip Bins)-min fee $40.00 to 31/03/14 Unsorted waste (Indust Skip Bins)-min fee $40.00 from 1/04/14 Commercial green waste - min fee $10.00 Cardboard - minimum fee $10.00 Plastic Wrap - minimum fee $10.00 Agricultural waste e.g. grain, tarps - min charge $20.00 Construction/Demolition Sorted waste only - minimum fee $10.00 Sorted clean timber waste only - minimum fee $10.00 Unsorted waste (timber/green) - min fee $70.00 Unsortable waste (builders rubble) - min fee $22.00 Uncrushed concrete with reo - min fee $12.00 Uncrushed concrete without reo - min fee $10.00 Fibrous material - asbestos, fibreglass - min fee $20.00 Metal waste Soils - uncontaminated and clean (VENM) Soils - contaminated - containing petrochemicals or similar - minimum fee $60.00

Recyclable Waste Recyclable Material includes glass, plastic (must be sorted into bins) Batteries Gas Bottles

135 of 262

Per unit Per unit

N/A $0.45 N/A

Moree Landfill Page 2 of 2

2012/2013 (Inc GST)

2013/2014 (Inc GST)

Replacement Receptables 140 litre Bin 240 litre Bin 360 litre Bin 7 litre Kitchen Tidy

$72.00 $101.00 N/A N/A

$75.00 $105.00 $160.00 $10.00

Per bin Per bin Per Bin Per unit

$6.82 $9.55 $14.55 $0.91

Tyres Motorcycle, Quad runner Car, Ute (Not 4WD) 4WD Truck - less than 16 inch Truck - 16 inch or more Truck, Tractor - less than 1.5 metre width Truck, Tractor - 1.5 metre or more Commercial rubber

$3.00 $5.00 $7.00 $15.00 $50.00 $90.00 $150.00 $72.00

Per Tyre Per Tyre Per Tyre Per Tyre Per Tyre Per Tyre Per Tyre Per tonne

$0.27 $0.45 $0.64 $1.36 $4.55 $8.18 $13.64 $6.55

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 $30.00 $3.00 N/A

Free Free $31.00 $4.00 $180.00

Sales Green mulch Crushed concrete sales Clean fill

$11.00 $13.00 N/A

Fee Description

Unit Rate

Per unit Per unit Per tonne

Free Per cubic mtre $14.00 Per tonne Free

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

Fee Methodology: - Full cost recovery. - Increased by CPI annually (Rounded up to nearest dollar) Section: Water and Waste Responsible Officer: Waste Officer

136 of 262

GST

N/A N/A $2.82 $0.36

N/A $1.27 N/A

Moree Community Library Page 1 of 2

2012/2013 (Inc GST)

2013/2014 (Inc GST)

Fax Receive Send - Australia wide - 1st page Send - Australia wide - consecutive pages Send - International - 1st page Send - International - consecutive pages

$1.00 $2.00 $1.00 $8.50 $4.00

Laminating A4 A3 Business card

Unit Rate

GST

$1.00 $2.00 $0.50 $5.00 $1.00

Per page Per page Per page Per page Per page

$0.09 $0.18 $0.05 $0.45 $0.09

$2.00 $3.00 $1.00

$2.00 $3.00 $3.00

Per page Per page Per page

$0.18 $0.27 $0.27

Photocopying A4 black & white A3 black & white A4 B & W double sided A3 B & W double sided A4 Colour A3 Colour

$0.40 $0.60 N/A N/A $1.00 $2.00

$0.30 $0.60 $0.40 $0.60 $1.00 $2.00

Per page Per page Per page Per page Per page Per page

$0.03 $0.05 $0.04 $0.05 $0.09 $0.18

Misc Computer, Printing, Scanning & eMail etc Computer Microfiche reader Scanning - base charge for simple scans. Extra for complex jobs e-mail

$0.30 $0.30 $1.00 $1.00

$0.50 $0.50 $1.00 $2.00

Per page Per page Per job Per job

$0.05 $0.05 $0.09 N/A

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

$0.10 $0.70 $0.70

$0.10 $5.00 $10.00

Per day Junior Adult

Exempt Exempt Exempt

Fee Description Administration

Replacement of Damaged and Lost Items Fee Schedule

Cost of item + processing fee at the discretion of staff N/A $4.00 Per Item

Processing Fee

137 of 262

Exempt

Moree Community Library Page 2 of 2

2012/2013 (Inc GST)

2013/2014 (Inc GST)

Hire Meeting Rooms Small Rooms - commercial rate Small Rooms - commercial rate after hours Small Rooms - community 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

$11.00 $32.00 Free $21.00 $52.00 Free $21.00 $52.00 Free

$12.00 $33.00 Free $22.00 $54.00 Free $22.00 $54.00 Free

Other Visitor Membership (refundable on conditions) Replacement Library Cards Inter Library Loan - Public Libraries Inter Library Loan - Institution/University Libraries Inter Library Loan - Corporate Libraries

$11.00 $3.00 $5.00 N/A N/A

Fee Description

Toy Library Fees

Unit Rate

GST

Per hour Per hour

$1.09 $3.00 Free $2.00 $4.91 Free $2.00 $4.91 Free

Per hour Per hour Per hour Per hour

$12.00 Per person $3.00 Per card $4.50 Per item $16.50 Per item Actual Cost + 10% + GST

$1.09 Exempt $0.41 $1.50

As per service agreement

Programs Local / Family History Research - first 15 minutes free Holiday Activities

N/A N/A

$35.00 Per hour $5.00 Per child

$3.18 $0.45

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: Planning and Development Responsible Officer: Library Manager

138 of 262

Miscellaneous Fees and Sales Page 1 of 1

2012/2013 (Inc GST)

Fee Description Miscellaneous Fees Permanent Road Closure Application Fee Road Opening Permit & Pre-Commencement Inspection Road Opening Restoration Bond High Productive Vehicles - Upgrade of infrastructure

2013/2014 (Inc GST)

Unit Rate

GST

$268.00 $134.00 $312.00 N/A

$277.00 Per application Exempt $94.00 Per opening Exempt $300.00 Per opening Exempt Actual Cost + GST per application

Miscellaneous Sales Rural Addressing - Supply of new and replacement posts Gravel (inclusive of royalty forwarded to landholder) Signage - PCA signs Sale of other stock items e.g. emulsion, guide posts

$40.00 $19.00 $15.00

$42.00 Per post $3.82 $20.00 Per cubic metre $1.82 $16.00 Per sign Exempt Actual Cost + 20% + GST

Culverts Access Culvert - Application Fee Access Culvert - Installation

$55.00

$57.00 Per application via Quotation +10% +GST

Property Signs Supply sign only Supply & Erect sign (Within 25km of Moree) Supply & Erect sign (Outside 25km of Moree)

$130.00 $335.00 $410.00

Private Works and Plant Hire Private Works (Including plant hire) Plant Hire only (No dry hire available) Minor Plant Hire (pumps, generators, mixers, line markers etc)

$134.00 $346.00 $423.00

Per sign Per sign Per sign

Actual Cost + 20% + GST or As Per Quote Actual Cost + 20% + GST 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

139 of 262

$5.18

$12.18 $31.45 $38.45

Northern Area Office Page 1 of 1

2012/2013 (Inc GST)

Fee Description

2013/2014 (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

$17.00 $18.00 up to 4 hours $27.00 $28.00 Per day N/A $14.00 up to 4 hours N/A $24.00 Per day Cost of product + 20% surcharge

$1.64 $2.55 $1.27 $2.18

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

$22.00 $23.00 up to 4 hours $44.00 $46.00 Per day Cost of product + 20% surcharge

$2.09 $4.18

Administration (if available) Typing, stationery, resumes, brochures, posters, business cards Printing Business Cards

$44.00 $22.00

$46.00 $23.00

Per hour Per 100

$4.18 $2.09

Printing/Photocopying Black and white Colour Photocopying from bound original will attract extra charge

$0.50 $2.00 $0.50

$1.00 $2.50 $1.00

Per sheet Per sheet Per sheet

$0.09 $0.23 $0.09

Other Laminating Binding Scanning Sending fax Receiving fax Phone Calls - Local call Phone Calls - STD and calls to mobiles

$2.50 $4.50 $1.00 $2.00 $0.50 $0.50 $2.00

$3.00 $5.00 $2.00 $2.00 $2.00 $0.50 $2.00

Per page Per document Per scan Per 5 sheets Per 5 sheets Per call Per call

$0.27 $0.45 $0.18 $0.18 $0.18 $0.05 $0.18

Notes: - If own paper is supplied all copying is the same price as per the list above.

Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)

Section: Planning & Development Responsible Officer: NAO Coordinator

140 of 262

F 22

Planning and Development Certificates and Other

Page 1 of 2

2012/2013 (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). Building Certificate - Copy Fast track Building Certificate (received within 48hrs of appl)

2013/2014 (Inc GST)

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

$99.00 $13.00 $87.00

$103.00 Per hour $14.00 Per copy $90.00 Per application

Exempt Exempt Exempt

$53.00 $133.00 $87.00

$53.00 Per application $133.00 Per application $87.00 Per application

Exempt Exempt Exempt

Footpath Leases DCP No. 12 - Footpath Lease DCP No. 12 - Footpath Lease - Annual Permit Renewal

$48.00 $104.00

$50.00 Per sq m $108.00 Per application

Exempt Exempt

Regulated Premises Food Act Improvement Notice Inspection - Fire safety compliance (Including written advice) Inspection - Food Premises Inspection - Legionella Inspection - Hair Dresser Inspection - Beauty Salon Inspection - Skin Penetration Premises Inspection - Public Swimming Pool Inspection - Boarding House

$330.00 $335.00 $99.00 $99.00 $99.00 $99.00 $99.00 N/A N/A

$341.00 $346.00 $103.00 $103.00 $103.00 $103.00 $103.00 $103.00 $103.00

Per notice Per inspection Per inspection Per inspection Per inspection Per inspection Per inspection Per inspection Per inspection

Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt

N/A

$20.00

Per Month

Planning Certificates S Under Section 149(2) S Under Section 149(2) & 149(5) S Additional Urgency Fee (issued within 48hrs of receiving application)

Busking Permit - (per Busker)

141 of 262

$1.82

Planning and Development Certificates and Other

Page 2 of 2

2012/2013 (Inc GST)

Fee Description 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 Advice / Professional Consultation S DA Pre-Lodgement - verbal (first 30 mins free) Advice - search and supply written S Professional Consultation -(incl. Planning, Building & Health) - First 30 mins free Other Outstanding Notice - Sec 735A Cert & Sec 121ZP Cert Drainage diagram associated with property transfer Noxious weeds certificate Site Compatibility Certificate (Senior Housing) Plus $40.00 per dwelling or bed (Residential Care) Notice - Clean up order / noise control DCP - application to amend Water Sampling Assesment of Alternative solution Class 10 Class 1A Class 1B, 2-9

2013/2014 (Inc GST)

Unit Rate

GST

$123.00 $7.00

$127.00 Per application $8.00 Per site

$11.55 $0.73

$250.00

$258.00

$23.45

$48.00 $335.00

$48.00 Per application $346.00 Per hour

$99.00

$103.00

Per report

Per hour

$4.36 Exempt $9.36

$82.00 $20.00 $123.00

$85.00 Per application $21.00 Per application $127.00 Per application

Exempt Exempt $11.55

$273.00 $392.00 $1,220.00 N/A

$282.00 Per certificate $404.00 Per notice $1,258.00 Per application $120.00 Per sample

$25.64 $36.73 $114.36 $10.91

$165.00 $250.00 $500.00

$171.00 $258.00 $516.00

Per clause Per clause Per clause

$15.55 $23.45 $46.91

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

142 of 262

Planning and Development Applications 2012/2013 (Inc GST)

Fee Description

S S S S S S S S S S S

S S S S S

Page 1 of 4

DA FEE Class 1 (Dwelling) Class 2-9 - Works Valued $5,000 or less Class 2-9 - Works Valued $5,001 to $250,000 (Plus $3 per $1,000 of estimated cost) Class 2-9 - Works Valued $250,001 to $500,000 (Plus $1.70 per $1,000 of estimated cost over $250,00 Class 2-9 - Works Valued $500,001 to $1million (Plus $1.00 per $1,000 of estimated cost over $500,000 Class 2-9 - Works Valued $1million to $10 million (Plus $0.80 per 1,000 of estimated cost over $1mil Class 2-9 - Works Valued more $10 million (Plus 0.55 per 1,000 of estimated cist over $10,000,000 Class 10 (Structure associated with a residential dwelling) Designated Development- Fee plus standard DA Fee Integrated Development Fee (plus standard DA fee) Integrated Development Fee (referrals under S62 & S63) ( to be paid to appropriate Govt Department)

$391.00 $110.00

DA FEE - OTHER Advertising Structure - Blackboard (Under set regulation fee) Advertising Structure - New ($50 per additional sign) Advertising Structure - Under awning Change of Use + Occupation Certificate Change of Use Demolition - building 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) Use of Council Footpath Developments - Other (Not involving erection of building, subdivision, change of use/classification)

143 of 262

2013/2014 (Inc GST)

Unit Rate

GST

Exempt Exempt

$170.00

$391.00 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

Per application Per application Per application Per application

Exempt Exempt Exempt Exempt

$320.00

$320.00 Per application

Exempt

$98.00 $182.00 $98.00 N/A $79.00 $200.00 $609.00 $82.00

$101.00 $188.00 $101.00 $285.00 $79.00 $207.00 $628.00 $85.00

Per sign Per application Per sign Per application Per application Per application Per application Per application

$9.18 $17.09 $9.18 $25.91 Exempt Exempt Exempt $7.73

$760.00 $655.00 $330.00 $330.00 $209.00

$760.00 $655.00 $330.00 $330.00 $216.00

Per application Per subdivision Per subdivision Per subdivision Per subdivision

$69.09 Exempt Exempt Exempt Exempt

$285.00

$285.00 Per application

Exempt

Planning and Development Applications Fee Description Section 68 New System/Connection/Discharge Septic - Approval to Operate Sewerage Connections - Fee to Connect Sewerage Connections - Approval to Connect 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) 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 .10% of construction value) Minor modification of CC Major modification of CC Staged Construction Certificate 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

Page 2 of 4

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$134.00 N/A $79.00 $134.00

$139.00 $82.00 $82.00 $139.00

Per application Per application Per application Per application

Exempt Exempt Exempt Exempt

$326.00

$336.00 Per application

Exempt

$544.00

$561.00 Per application

Exempt

$870.00

$897.00 Per application

Exempt

$67.00 $70.00 Per application $100.00 $104.00 Per application $546.00 $563.00 Per application $949.00 $978.00 Per application Lessor of 25% of original fee or $67 50% of original fee $120.00 Per certificate

$6.36 $9.45 $51.18 $88.91 Exempt Exempt $10.91

$220.00 $240.00 $400.00 $600.00 $900.00 $1,200.00 $1,600.00 $1,800.00 N/A

Document search and supply Search and supply (more than 10 years old) Search and supply (less than 10 years old)

$123.00 $73.00

144 of 262

$227.00 $248.00 $413.00 $619.00 $928.00 $1,237.00 $1,649.00 $1,855.00

Unit Rate

GST

Per application Per application Per application Per application Per application Per application Per application Per application By quotation

$20.64 $22.55 $37.55 $56.27 $84.36 $112.45 $149.91 $168.64

$127.00 Per application $76.00 Per application

Exempt Exempt

Planning and Development Applications

Page 3 of 4

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$67.00

Unit Rate

GST

$70.00

Per inspection

$6.36

$100.00 N/A

$104.00 $500.00

Per inspection Per inspection

$9.45 $45.45

Inspection of Building - Occupied for more than 6 months Re-inspection - when work not ready for booked inspection Reg of Certificates issued by Private Certifier (Class 1 & 10) Reg of Certificates issued by Private Certifier (Class 2 - 9)

N/A $200.00 $100.00 $36.00 $36.00

$750.00 Per inspection $207.00 Per inspection $104.00 Per inspection $38.00 Per application $38.00 Per application

$68.18 $18.82 $9.45 Exempt Exempt

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

$122.00 $305.00 $609.00

$126.00 Per application $315.00 Per application $628.00 Per application

Exempt Exempt Exempt

$120.00 $120.00 $70.00

$124.00 Per application $11.27 $124.00 Per application $11.27 $70.00 Per application Exempt

Fee Description Inspection PCA Inspection - Residential (Where Council issues CC) PCA Inspection - Commercial or Industrial (Where Council issues CCC) PCA Inspection - residential (where private certifier issues CC) PCA Inspection - Commercial (where private certifier issues CC)

Occupation and Compliance Certificates Occupation Certificate - for work over $50,000 in value & change of use Compliance Certificate S Compliance Certificate - Swimming Pool 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

450.00 $464.00 Per application 525.00 $542.00 Per application 780.00 $804.00 Per application 1,050.00 $1,083.00 Per application 1,520.00 $1,567.00 Per application 1,760.00 $1,814.00 Per application 0.6% of contract price per application

$42.18 $49.27 $73.09 $98.45 $142.45 $164.91

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

201.00 $208.00 Per application 226.00 $233.00 Per application 251.00 $259.00 Per application 350.00 $361.00 Per application 440.00 $454.00 Per application 520.00 $536.00 Per application 0.2% of contract price per application

$18.91 $21.18 $23.55 $32.82 $41.27 $48.73

145 of 262

Planning and Development Applications

Page 4 of 4

2012/2013 (Inc GST)

Fee Description Principal Certifying Authority (PCA) Services (Class 2 & 9) - 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

Modification of Consent - Section 96 Minor Modification of Consent S96(1) Modification of Consent S96(1A) Modification of Consent S96(2) class 1 & 10 Buildings Modification of Consent S96(2) Class 2 - 9 Buildings Modification of S68 Application - Minor Modification of S68 Application - Other S Review of determination - S82A3 (not more than $620.00) S S S S

Modification of Development Application prior to Determination Re-notification of application Re-advertising of DA - as stated in DCP 14 or LEP Re-advertising of DA - designated development Other Cultural Heritage Assessment (plus actual costs) LEP - amendment Advertising of DA - as stated in DCP 14 or LEP Advertising of DA - designated development Subdivision Certificate - Linen Release & Certificate + $40 per additional lot created

2013/2014 (Inc GST)

Unit Rate

GST

$301.00 $311.00 Per application $326.00 $336.00 Per application $351.00 $362.00 Per application $450.00 $464.00 Per application $560.00 $578.00 Per application $640.00 $660.00 Per application 0.2% of contract price per application

$28.27 $30.55 $32.91 $42.18 $52.55 $60.00

$71.00 $71.00 Per application Lessor of $150 or 50% of original fee 50% of original application fee 50% of original application fee $60.00 $62.00 Per application Lessor of $164 or 50% of original fee 50% of original application fee

Exempt Exempt Exempt Exempt Exempt Exempt Exempt

$61.00 $200.00 $564.00

$61.00 $3,657.00 $200.00 $564.00 $186.00

$63.00 Per application $207.00 Per application $582.00 Per application

$63.00 $3,769.00 $207.00 $582.00

$5.73 $18.82 $52.91

Per application Per application Per application Per application

Exempt Exempt $18.82 $52.91

$192.00 Per application

Exempt

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

146 of 262

Ranger Services - Animal Control Fee Description

S S S S S S

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 Companion Animals - Release Fee From Pound 1st offence 2nd offence After hours (plus normal release fees - 1st & 2nd release) Companion Animals - Other Microchipping Microchipping - out of pound Daily Sustenance Destroy animal - at owners request Stock - General Advertising and notification fee Release fee from pound for all stock Transportation fee (Actual cost will be charged in addition to above transport fee) Stock - Sustenance Cattle Goat Horse Sheep Other

Page 1 of 1

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$40.00 $40.00 $150.00 $15.00 Free Free

Unit Rate

GST

$40.00 $40.00 $150.00 $15.00 Free Free

Per animal Per animal Per animal Per animal

Exempt Exempt Exempt Exempt N/A N/A

$20.00 $30.00 $45.00

$21.00 $31.00 $47.00

Per animal Per animal Per animal

Exempt Exempt Exempt

$10.00 $45.00 $20.00 $65.00

$15.00 $47.00 $21.00 $67.00

Per animal Per animal Per animal Per animal

Exempt Exempt Exempt Exempt

$84.00 $25.00 $38.00

$87.00 Per advertising $26.00 Each $40.00 Per load

Exempt Exempt Exempt

$25.00 $8.00 $25.00 $8.00 $8.00

$26.00 $9.00 $26.00 $9.00 $9.00

Exempt Exempt Exempt Exempt Exempt

Per day Per day Per day Per day Per day

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: Rangers

147 of 262

Ranger Services - Other Page 1 of 1

Fee Description Vehicles Impounding fees - rural (excludes towing costs) Impounding fees - urban (excludes towing costs) Removal of vehicle bodies (excludes towing costs) Impounding Release fee - shopping trolley (Impounding Act 1993) Release fee - billboards Release fee - other items found on footpaths & roads

2012/2013 (Inc GST)

2013/2014 (Inc GST)

Unit Rate

GST

$36.00 $36.00 $117.00

$38.00 $38.00 $121.00

Per vehicle Per vehicle Per vehicle

Exempt Exempt Exempt

$60.00 $46.00 $46.00

$62.00 $48.00 $48.00

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: Rangers

148 of 262

Sec 64 and Sec 94A Contributions 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

Page 1 of 1

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$4,530.00 $6,486.00

$4,669.00 $6,650.00

Unit Rate

0.5% of the value 1.0% of the value

Notes:

Fee Methodology: - All fees marked with S are statutorily mandated - Increased by CPI annually (Rounded up to nearest dollar)

Section: Various Responsible Officer: Various

149 of 262

GST

Exempt Exempt

Sportsfields, Ovals and Parks Hire

Page 1 of 2

2012/2013 (Inc GST)

Fee Description All Sportsfields Season Hire Security Bond Deposit (refundable on conditions) School Sports - no bond required

$622.00 Free

2013/2014 (Inc GST)

Unit Rate

$641.00 Per application Free

GST

$58.27 N/A

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

$1,463.00 $7.00 $335.00

$1,508.00 $8.00 $346.00

Per season Per season Per season

$137.09 $0.73 $31.45

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. Extra lighting

$4,024.00 $7.00 $1,744.00 $114.00

$4,147.00 $8.00 $1,798.00 $118.00

Per season Per season Per season Per hour

$377.00 $0.73 $163.45 $10.73

Casual Day Hire - All Ovals 1st field full day (daylight) Additional Field at same venue to 1st (daylight) Night Hire

$738.00 $336.00 $101.00

$761.00 $347.00 $105.00

Per applicant Per day/field Per hour

$69.18 $31.55 $9.55

Field Preparation Ovals with turf wickets - Cricket Pitch - per pitch

$134.00

$139.00

Per week

$12.64

Line Marking Touch Football Field/Netball Court/Cricket Pitch Football Field/ Soccer Field/ Hockey Field/Athletics Track

$148.00 $229.00

$153.00 Per field/Per use $236.00 Per field/Per use

Key Replacement Fee Bond for signing out keys where no hire fee applies

N/A

150 of 262

$250.00

Per key

$13.91 $21.45

N/A

Sportsfields, Ovals and Parks Hire Fee Description Parks Security bond (refundable on conditions) Reservation of an area of parkland for non profit private use Grandstand Hire 40 seat 40 seat 40 seat

Page 2 of 2

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$249.00 $201.00

$257.00 $208.00

$389.00 $444.00 $2,421.00

$401.00 $458.00 $2,495.00

Unit Rate

Per area

N/A $18.91

Per day Per week Per season

$36.45 $41.64 $226.82

Notes: - All users must have a $10m 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 include oval use on Saturday & Sunday and 2 x training days per week. - Sportsfields include toilets + change rooms + canteen (if available) + setout of fields and 1 line marking per field. - Night use includes 4 hours lighting. - Cricket pitch preparation includes rolling + mowing + marking of crease. - Field preparation & line marking fee must be paid prior to works being completed. - Parkland fee includes exclusive use + site clean. - Grandstand hire includes delivery + erection + dismantling. - Refundable bond for key replacement subject to meeting conditions

Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)

Section: Engineering Responsible Officer: Open Space Super

151 of 262

GST

Sewerage Supply Page 1 of 1

2012/2013 (Inc GST)

Fee Description Junction Cut-Ins Junction cut-ins - less than 2.0m deep Junction cut-ins - between 2m & 3.5m deep Junction cut-ins - more that 3.5m deep

2013/2014 (Inc GST)

Unit Rate

$1,079.00 $1,112.00 Per application $1,942.00 $2,002.00 Per application Negotiated actual cost + 15% + GST

Other Liquid Waste Disposal Sewerage Discharge Inspection Disconnection - for house removal or demolition

$13.00 $34.00 $614.00

$14.00 Per kl $36.00 Per connection $633.00 Per application

GST

Exempt Exempt

$1.27 Exempt Exempt

Notes:

Fee Methodology: - Full cost recovery. - Increased by CPI annually (Rounded up to nearest dollar)

Section: Water and Waste Responsible Officer: Water and Waste Manager

152 of 262

Swimming Pool - Boomi Page 1 of 1

Fee Description BOOMI BORE BATHS Family season ticket (9 months) Adult season ticket (9 months) Child season ticket (9 months) Adult single Child single Infant/toddler single

2012/2013 (Inc GST)

2013/2014 (Inc GST)

Unit Rate

GST

$109.00 $61.00 $39.00

$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: - Increased by CPI annually (Rounded down to nearest dollar)

Section: Water and Waste Responsible Officer: Water and Waste Manager

153 of 262

F 35

Moree Artesian Aquatic Centre Page 1 of 4

2012/2013 (Inc GST)

Fee Description

2013/2014 (Inc GST)

Unit Rate

Please Note: The Fees & Charges as detailed in the 2014 Draft Operational Plan/Delivery Program have been removed. The MAAC Board will determine Fees & Charges to be charged, until this process is completed the Fees & Charges as detailed in the 2013 Operation Plan/Delivery Program will continue to be appliable. Council has forwarded onto the MAAC Board its recommendations for the fee structure and all public submissions received.

154 of 262

GST

Moree Artesian Aquatic Centre Page 2 of 4

2012/2013 (Inc GST)

Fee Description

2013/2014 (Inc GST)

Unit Rate

155 of 262

GST

Moree Artesian Aquatic Centre Page 3 of 4

2012/2013 (Inc GST)

Fee Description

2013/2014 (Inc GST)

Unit Rate

156 of 262

GST

Moree Artesian Aquatic Centre Page 4 of 4

2012/2013 (Inc GST)

Fee Description

2013/2014 (Inc GST)

Unit Rate

GST

Notes: - Family consists 2 adults & all children living at the one address. Proof of address may be required. - Memberships exclude the use of the Wellness pool and sauna. - Gold Membership includes, Gym, programs & pools. - Wellness, Programs & Gym users must be 16 years and over. - Adult is anyone 16 years and over. - Concession is 3 - 15 years old, 16-17 years with a valid student card or photo ID and anyone with a valid pension card. - The complex accepts aged and disability pension cards. - Carers accompanying a person with a 'Companion Card' are admitted free, one carer per card. - MAAC has a policy of no refunds. - Conditions apply for private swimming coaches, learn to swim teachers and professionals undertaking hydrotherapy. - School groups must be accompanied by a teacher - Tables, chairs, other equipment hire for the multipurpose room will be charged at cost plus 10% admin fee. - All groups must be pre-booked and pre-approved. - Conditions apply for marketing rates. Must be negotiated with Council.

Fee Methodology: - Full cost recovery. - Increased by CPI annually (Rounded up to nearest dollar)

Section: Corporate Responsible Officer: Client Services Manager

157 of 262

Swimming Pool - Mungindi Page 1 of 1

Page 1 of 1

2012/2013 (Inc GST)

2013/2014 (Inc GST)

Unit Rate

GST

$237.00 $125.00 $112.00 $100.00 $100.00

$245.00 $130.00 $115.00 $105.00 $105.00

Per family Per person Per person Per person Per person

$22.27 $11.82 $10.45 $9.55 $9.55

Single Entry Adult - Local Adult - Visitor Child Infant/Toddler - under 3 years of age

$5.00 $7.00 $4.00 Free

$5.00 $8.00 $4.00 Free

Per person Per person Per person

$0.45 $0.73 $0.36 N/A

Groups Entry Groups entry - non profit/ School/ Sport/ Community

$3.00

Per person

$0.27

Fee Description Season Entry Family Adult Pensioner Child Winter Season Pass

Notes: - A local is any person living in the Moree Plains Shire or within a 75km radius of Mungindi on the Queensland side of the border - Family consists 2 adults & all children living at the one address. Proof of address may be required. - Aged, disability pension and seniors cards are accepted. Proof of address and residency may be required. - School groups must be accompanied by teacher. - All groups must be pre-booked and pre-approved. - No further discounts.

Fee Methodology - Increased by CPI annually (Rounded up to nearest dollar)

Section: Corporate Responsible Officer: Client Services Manager

158 of 262

F 40

Trade Waste Page 1 of 3

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$110.26 $165.39 $551.30 $55.13 $165.39

$114.00 $171.00 $569.00 $57.00 $171.00

Per application Per application Per application Per application Per application

Exempt Exempt Exempt Exempt Exempt

$85.00 $170.00 $568.00 $50.00 $170.00

$88.00 $176.00 $586.00 $90.00 $176.00

Per year Per year Per year Per year Per year

Exempt Exempt Exempt Exempt Exempt

* Re-inspection Fee

$79.00

$82.00

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 $1.58 $1.58 $14.52

Free $1.63 $1.63 $14.96

Per kL Per kL Per kL

N/A Exempt Exempt Exempt

* Food Waste Disposal Charge

$26.35

$27.15

Per bed

Exempt

$0.40

$0.41

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

159 of 262

GST

Trade Waste Page 2 of 3

Fee Description

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$0.71 $2.11 $71.33 $35.67 $0.71 $0.71 $14.26 $329.96 Free $35.67 $1,426.40 $1.46 $23.77 $14.53 $14.53 $71.33 $3.56 $1.46 $1.28 $713.77 $1.46 $35.67 $7.14 $7.14 $71.33 $2,377.33 $0.71 $0.71 $23.77 $0.18 $713.77 $713.77 $2.38 $7.14 $1.46 $14.53 $50.19

$1.00 $2.17 $74.00 $36.75 $0.74 $0.74 $14.70 $340.03 Free $36.75 $1,469.90 $1.50 $24.50 $14.97 $14.97 $73.51 $3.67 $1.50 $1.32 $735.54 $1.50 $36.75 $7.36 $7.36 $73.51 $2,449.84 $0.74 $0.74 $24.50 $0.19 $735.54 $735.54 $2.46 $7.36 $1.50 $14.97 $51.72

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) 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) Phenolic compounds (non-chlorinated) * Phosphorous* (Total P) Polynuclear aromatic hydrocarbons Selenium

160 of 262

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 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

Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt N/A Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt

Trade Waste Page 3 of 3

2012/2013 (Inc GST)

2013/2014 (Inc GST)

$1.32 $0.15 $1.46 $1.58 $0.92 $0.25 $7.14 $0.06 $7.14 $14.53

$1.36 $0.15 $1.50 $1.63 $0.94 $0.26 $7.36 $0.06 $7.36 $14.97

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

Chemical Toilet

$15.86

$16.34

Per kL

Exempt

Septic Tank Waste Effluent Septage

$2.11 $21.14

$2.17 $21.78

Per kL Per kL

Exempt Exempt

Fee Description Silver * Sulphate* (SO4) Sulphide Sulphite * Suspended Solids* (SS) Thiosulphate Tin * Total dissolved solids* (TDS) Uranium Zinc

Unit Rate

GST

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: Services Engineer

161 of 262

Water Supply Page 1 of 2

2012/2013 (Inc GST)

Fee Description New Connection - Installation & Service 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

$1,200.00 $1,435.00 $3,082.00 $4,543.00 $7,575.00 $10,766.00 N/A N/A

Reading Interim/Additional Water Meter Read Pressure & Flow - Report for fire services

$26.00 $196.00

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 capsule only Replace cover only Water Meter Test (20mm, 25mm, 32mm) Water Meter Test (40mm and above) Install Plastic Water Meter Clamps - 20mm or 25mm

$467.00 $175.00 $106.00 $122.00 $88.00 N/A N/A

Disconnections Pipe Disconnections (20mm, 25mm, 32mm) Pipe Disconnections (40mm and above)

$383.00

Water Flow Restrictors Placement of Water Flow Restrictors

$450.00

162 of 262

2013/2014 (Inc GST)

Unit Rate

$1,237.00 Per connection $1,479.00 Per connection $3,177.00 Per connection $4,682.00 Per connection $7,807.00 Per connection $11,095.00 Per connection Actual cost + 15% +GST $150.00 + 15% + GST Actual cost + 15% + GST

$27.00 $202.00

GST

Exempt Exempt Exempt Exempt Exempt Exempt

Per read Per report

Exempt Exempt

$482.00 Per unit Actual cost + 15% +GST $181.00 Per unit Actual cost + 15% +GST $110.00 Per unit $126.00 Per unit $91.00 Per test $210.00 Per test Free Per clamp

$43.82

$395.00 Per unit Actual cost + 15% +GST

Exempt

$464.00

Per restrictor

$16.45 $10.00 $11.45 $8.27 $19.09 N/A

$42.18

Water Supply Page 2 of 2

2012/2013 (Inc GST)

Fee Description Water Supplied From Potable Stand Pipe - plus charge per kilolitre From Overhead Filler - plus charge per kilolitre Parks

2013/2014 (Inc GST)

Unit Rate

$221.00 $228.00 Per week $2.00 $3.00 Per KL $91.00 $94.00 Per container $2.00 $3.00 Per KL 75% of town water supply charge

Effluent Water Supply Charges (New agreements)

GST

Exempt Exempt Exempt Exempt

20% of town water supply charge

Notes: - Dual service new connections - installations of service at Boggabilla charged at twice amounts listed above

Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)

Section: Water and Waste Responsible Officer: Water and Waste Manager

163 of 262

164 of 262

Moree Plains Shire Council Income & Expenses Budget Review Statement - Consolidated

for the period 2014 - 2017

Original Budget 2013/2014

Original Budget 2014/2015

Original Budget 2015/2016

Original Budget 2016/2017

Income from Continuing Operations Revenue: Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Other Revenues Grants & Contributions provided for Operating Purposes

26,261,184 9,464,718 1,025,031 1,047,508 21,073,183

27,102,808 9,974,886 1,156,479 1,079,365 8,763,737

27,971,421 10,277,355 1,242,066 1,112,192 9,065,033

28,867,892 10,587,891 1,303,032 1,146,025 9,376,283

58,871,624

48,077,275

49,668,067

51,281,123

Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Impairment Other Expenses Interest & Investment Losses Net Losses from the Disposal of Assets

18,682,100 2,992,434 21,473,801 10,724,000 3,483,299 1,500,000

19,476,931 3,410,007 9,289,549 10,938,480 3,566,372 1,500,000

20,123,787 3,319,780 9,507,464 11,167,250 3,675,548 1,500,000

20,819,031 3,212,545 9,797,635 11,390,595 3,788,066 1,500,000

Total Expenses from Continuing Operations

58,855,634

48,181,339

49,293,829

50,507,872

15,990

(104,064)

374,238

773,251

2,617,500

2,083,250

2,496,999

2,417,833

2,633,490

1,979,186

2,871,237

3,191,084

Total Income from Continuing Operations excluding Capital Grants and Contributions Expenses from Continuing Operations

Net Operating Result for the year before Grants and Contributions provided for Capital Purposes Grants & Contributions provided for Capital Purposes

Net Operating Result for the Year

165 of 262

Moree Plains Shire Council Income and Expenses Budget Review Statement - Consolidated - Detailed for the period 2014 - 2017 Original Budget 2013/2014

Original Budget 2014/2015

Original Budget 2015/2016

Original 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

1,780,290 376,726 2,377,775 1,398,015 13,935,576 2,012,220 259,671 4,120,911 26,261,184

1,834,589 388,216 2,450,297 1,440,654 14,388,482 2,077,618 268,111 4,254,841 27,102,808

1,890,543 400,057 2,525,031 1,484,594 14,856,108 2,145,140 276,825 4,393,123 27,971,421

1,948,205 412,259 2,602,044 1,529,874 15,338,932 2,214,857 285,821 4,535,900 28,867,892

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

2,620,405 614,426 379,098 64,100 78,384 254,248 159,704 648,375 209,023 457,326 36,068 999,708 4,058 216,700 2,723,095 9,464,718

2,688,128 633,166 390,660 66,055 80,774 262,003 164,575 901,847 215,398 471,274 37,168 1,030,199 4,181 223,309 2,806,149 9,974,886

2,757,916 652,478 402,575 68,069 83,238 269,994 169,594 939,788 221,968 485,648 38,301 1,061,620 4,309 230,120 2,891,737 10,277,355

2,829,832 672,378 414,854 70,146 85,777 278,229 174,767 977,728 228,738 500,460 39,469 1,093,999 4,440 237,139 2,979,935 10,587,891

Interest and Investment Revenue Interest - User Charges and Fees Interest Rates and Annual Charges Interest-Fair Value Adjustment Interest-Other Interest-Other Investments Total Interest and Investment Revenue

53,599 136,766 (20,098) 22,209 832,555 1,025,031

55,234 141,079 (20,711) 22,886 957,991 1,156,479

56,919 145,529 (21,343) 23,584 1,037,377 1,242,066

58,655 150,120 (21,994) 24,303 1,091,948 1,303,032

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

210,709 68,528 137,057 219,652 149,069 47,024 125,248 90,221 1,047,508

217,135 70,618 141,237 226,260 153,615 48,459 129,068 92,973 1,079,365

223,758 72,772 145,544 233,069 158,300 49,937 133,004 95,808 1,112,192

230,583 74,992 149,984 240,086 163,129 51,460 137,061 98,730 1,146,025

21,641 100,000 14,685 20,000 13,605 3,234,236 2,612,857 140,325 223,102 257,191 10,552 32,976 76,374 472,314 12,244,971 1,598,354 21,073,183

22,301 103,050 15,133 20,610 14,019 3,350,021 2,706,398 144,734 226,857 341,682 10,873 33,982 78,703 105,435 251,985 1,337,954 8,763,737

22,981 106,193 15,594 21,239 14,447 3,469,952 2,803,287 149,283 233,776 354,329 11,205 35,018 81,104 108,651 259,213 1,378,761 9,065,033

23,682 109,432 16,070 21,886 14,888 3,594,176 2,903,644 153,975 240,906 366,975 11,547 36,086 83,577 111,964 266,662 1,420,813 9,376,283

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

166 of 262

Original Budget 2013/2014

Grants and Contributions Provided for Capital Purposes Capital Contr-SP-Other Capital Contr-SP-RTA Capital Contr-SP-Roads Capital Grants-SP-Other Total Grants and Contributions Provided for Capital Purposes

Original Budget 2014/2015

Original Budget 2015/2016

Original Budget 2016/2017

162,500 1,850,000 605,000 2,617,500

56,250 1,847,000 180,000 2,083,250

150,000 1,847,000 499,999 2,496,999

137,500 1,847,000 433,333 2,417,833

61,489,124

50,160,525

52,165,066

53,698,956

56,138 2,576,705 316,646 43,211 12,936,783 1,387,032 665,585 700,000 18,682,100

57,850 2,655,295 326,303 44,529 13,503,585 1,481,500 686,519 721,350 19,476,931

59,614 2,736,281 336,256 45,888 13,883,388 1,621,853 697,156 743,351 20,123,787

61,433 2,819,738 346,512 47,287 14,278,553 1,771,063 728,422 766,023 20,819,031

2,992,434 2,992,434

3,410,007 3,410,007

3,319,780 3,319,780

3,212,545 3,212,545

Other Operating Expenses Total Materials and Contracts

21,473,801 21,473,801

9,289,549 9,289,549

9,507,464 9,507,464

9,797,635 9,797,635

Depreciation and Amortisation Depreciation-Buildings Depreciation-Other Depreciation-Furniture & Fittings Depreciation-Plant & Equipment Depreciation-Infrastructure Depreciation-Office Equipment Depreciation-Reinstatement Total Depreciation and Amortisation

1,455,000 63,000 38,000 1,250,000 7,640,000 260,000 18,000 10,724,000

1,484,100 64,260 38,760 1,275,000 7,793,160 265,200 18,000 10,938,480

1,513,782 65,545 39,535 1,300,500 7,959,383 270,504 18,000 11,167,250

1,544,058 66,856 40,326 1,326,510 8,118,931 275,914 18,000 11,390,595

Other Expenses Other-Auditor Other-Auditor-Other Services Other-Bad Debts Other-Consultancies Other-Donations & Contributions 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-Other Other-Street Lighting Other-Telephones Total Other Expenses

49,448 24,474 20,098 64,474 524,697 551,590 214,980 30,148 818,085 19,887 153,277 122,548 172,952 878 378,742 337,021 3,483,299

50,956 25,221 20,711 66,821 517,148 568,413 221,537 31,067 843,036 20,494 157,952 126,286 178,227 904 390,293 347,306 3,566,372

52,510 25,990 21,343 69,254 532,921 585,750 228,294 32,015 868,749 21,119 162,769 130,138 183,663 932 402,197 357,904 3,675,548

54,112 26,783 21,994 71,777 549,175 603,615 235,256 32,991 895,246 21,763 167,733 134,107 189,265 960 414,464 368,825 3,788,066

Net Losses from the Disposal of Assets Net Losses from the Disposal of Assets Total Net Losses from the Disposal of Assets

1,500,000 1,500,000

58,855,634

48,181,339

49,293,829

50,507,872

2,633,490

1,979,186

2,871,237

3,191,084

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 Materials and Contracts

Total Expenses from Continuing Operations

Net Opearting Result for the Year

167 of 262

Moree Plains Shire Council Income Statement by Function

for the period ended 30 June 2014

ORIGINAL BUDGET Function or Activity

Expenses from continuing operations

Income from continuing operations Non Capital

Net Cost of Services Capital

690,865

(690,865)

Administration

6,068,404

424,058

(5,644,346)

Public Order and Safety Fire Service Levy, Fire Protection Emergency Services Enforcement of Local Govt Regs Animal Control Other Total Public Order & Safety

589,562 240,900 477,379 244,684 54,580 1,607,105

223,102 468,691 16,000 707,793

(366,460) (240,900) (8,688) (228,684) (54,580) (899,312)

436,587

2,010

(434,577)

Environment Noxious Plants and Insect/Vermin Control Other Environmental Protection Solid Waste Management Stormwater Management Total Environment

230,825 492,340 3,398,742 169,477 4,291,384

114,058 271,005 3,334,566 3,719,629

240,000 240,000

(116,767) 18,665 (64,176) (169,477) (331,755)

Community Services and Education Administration & Education Social Protection (Welfare) Aged Persons and Disabled Childrens Services Total Community Services & Education

755,882 53,531 12,695 878,460 1,700,568

112,311 3,607 907,627 1,023,545

(643,571) (49,924) (12,695) 29,167 (677,023)

Total Housing and Community Amenities

338,589 40,640 378,742 386,065 1,263,889 2,407,925

100,000 164,208 75,369 300,029 639,606

50,000 50,000

100,000 (174,381) (40,640) (303,373) (86,036) (1,213,889) (1,718,319)

Water Supplies

4,524,579

4,415,385

(109,194)

Sewerage Services

3,023,362

2,796,666

Governance

Health

Housing and Community Amenities Environmental Protection Public Cemeteries Public Conveniences Street Lighting Town Panning Other Community Amenities

(226,696) -

168 of 262

ORIGINAL BUDGET Expenses from continuing operations

Function or Activity

Recreation and Culture Public Libraries Art Galleries Community Centres and Halls Other Cultural Services Sporting Grounds and Venues Swimming Pools Parks & Gardens (Lakes) Other Sport and Recreation Total Recreation and Culture

Income from continuing operations Non Capital

Net Cost of Services Capital

736,728 188,477 308,793 90,420 116,119 798,268 2,093,138 108,126 4,440,069

12,059 13,064 21,644 36,068 23,986 106,821

315,000 315,000

(724,669) (188,477) (295,729) (68,776) (116,119) (762,200) (2,069,152) 206,874 (4,018,248)

156,646 2,032 158,678

(156,646) (2,032) (158,678)

2,077,928 2,882 17,174,804 1,264,657 2,147,615 34,520 23,514 705 218,614 297,675 3,088,717 26,331,631

12,000,000 1,598,354 616,345 2,620,405 16,835,104

740,000 710,000 400,000 162,500 2,012,500

(1,337,928) (2,882) (4,464,804) 733,697 (2,147,615) (34,520) (23,514) (705) (56,114) 318,670 (468,312) (7,484,027)

40,749 1,633,723 1,674,472

671,608 671,608

(40,749) (962,115) (1,002,864)

57,355,629

31,342,225

2,617,500

(23,395,904)

27,529,394

1,500,000

58,855,629

58,871,619

2,617,500

Mining, Manufacturing and Construction

Building Control Other Mining, Manufacturing & Construction Total Mining, Manufacturing and Const. Transport and Communication Urban Roads (UR) - Local Urban Roads - Regional Sealed Rural Roads (SRR) - Local Sealed Rural Roads - Regional Unsealed Rural Roads (URR) - Local Bridges on SRR - Local Bridges on Regional Roads Parking Areas Footpaths Aerodromes Other Transport & Communication Total Transport and Communication Economic Affairs Camping Areas & Caravan Parks Other Economic Affairs Total Economic Affairs

Totals â&#x20AC;&#x201C; Functions (1)

General Purpose Revenues Loss on Disposal of Assets

NET OPERATING RESULT FOR YEAR

(1) Includes: Rates & Annual Charges (incl. Ex Gratia), Untied General Purpose Grants & Interest on Investments (excl. Restricted Assets)

169 of 262

27,529,394 (1,500,000)

2,633,490

Moree Plains Shire Council Budgeted Statement of Cash Flows

for the period 2014 - 2017

$ '000

Budget

2014

2015

2016

2017

26,261,184 9,464,718 1,025,031 1,047,508 23,690,683

27,102,808 9,974,886 1,156,479 1,079,365 10,846,987

27,971,421 10,277,355 1,242,066 1,112,192 11,562,032

28,867,892 10,587,891 1,303,032 1,146,025 11,794,116

(18,682,100) (2,992,434) (21,473,801) (3,483,299)

(19,476,931) (3,410,007) (9,289,549) (3,566,372)

(20,123,787) (3,319,780) (9,507,464) (3,675,548)

(20,819,031) (3,212,545) (9,797,635) (3,788,066)

14,857,490

14,417,666

15,538,487

16,081,679

780,458

629,480

1,003,445

706,668

Cash Flows from Operating Activities Receipts:

Rates & Annual Charges User Charges & Fees Investment & Interest Revenue Received Other Grants & Contributions Payments:

Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Other Net Cash provided (or used in) Operating Activities 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

(34,001,328)

(14,563,999)

(15,109,810)

(13,344,540)

(33,220,870)

(13,934,519)

(14,106,365)

(12,637,872)

Cash Flows from Financing Activities Receipts:

Proceeds from Borrowings & Advances

19,255,000

2,045,000

(1,133,998)

(1,380,302)

(1,470,529)

(1,502,335)

664,698

(1,470,529)

(1,502,335)

Payments:

Repayment of Borrowings & Advances Net Cash Flow provided (used in) Financing Activities

18,121,002

Net Increase/(Decrease) in Cash & Cash Equivalents

(242,377)

1,147,845

(38,407)

1,941,472

Net Increase/(Decrease) in Restrictions

(223,904)

1,382,996

(79,586)

1,326,937

Net Increase/(Decrease) in Unrestricted Cash

(18,473) 170 of 262

(235,151)

41,179

614,535

Moree Plains Shire Council Capital Budget

for the period 2014 - 2017 Original Budget 2013/2014

Original Budget 2014/2015

Original Budget 2015/2016

Original Budget 2016/2017

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

2,253,025 14,965,000 357,500 60,665 24,257 173,874 17,834,320

1,561,820 2,670,000 262,500 263,437 25,365 212,994 4,996,116

3,151,917 665,000 360,000 266,336 26,524 218,270 4,688,048

1,824,650 565,000 370,000 69,368 27,737 188,707 3,045,462

Renewal - Plant and Equipment Renewal - Land, Building and Other Structures Renewal - Roads, Bridges Footpaths Renewal - Water Infrastructure Renewal - Sewer Infrastructure Renewal - Other Equipment

2,450,000 8,629,418 3,462,551 1,625,039 16,167,008

460,000 8,493,440 138,717 475,726 9,567,883

1,230,000 8,550,261 145,056 496,445 10,421,763

890,000 8,740,196 151,686 517,197 10,299,078

Total Capital Expenditure

34,001,328

14,563,999

15,109,810

13,344,540

9,182,240 2,617,500 2,166,130 19,255,000 780,458 34,001,328

8,929,139 2,083,250 877,130 2,045,000 629,480 14,563,999

10,402,236 2,496,999 1,207,130 1,003,445 15,109,810

9,302,909 2,417,833 917,130 706,668 13,344,540

Capital Funding Sources Rates and Other Untied Funding Capital Grants and Contributions Internal Restrictions External Restrictions Sale of Assets Total Capital Funding

171 of 262

172 of 262

Project List 2014 -2017

Funding Source

Budget

Project Description

2013/14

Revenue

Funding Source

Budget

Other

2014/15

Revenue

Funding Source

Budget

Other

2015/16

Revenue

Funding Source

Budget

Other

2016/17

Revenue

Other

GENERAL FUND GOVERNANCE EXECUTIVE Surgeon's Residence

30,000

8,000

5,000

3,000

8,000

5,000

3,000

8,000

5,000

3,000

8,000

5,000

3,000

12,000

Total

8,000

5,000

3,000

8,000

5,000

3,000

20,000

17,000

3,000

8,000

5,000

3,000

GOVERNANCE TOTAL

38,000

35,000

3,000

38,000

35,000

3,000

50,000

47,000

3,000

38,000

35,000

3,000

30,000

Total

30,000

COMMUNICATIONS TOTAL

30,000

Total HUMAN RESOURCES Aboriginal Employment Strategies: - Schools Engagement Develop Career Paths Staff Climate Survey

COMMUNICATIONS INFORMATION TECHNOLOGY Disaster Recovery Plan

CORPORATE SERVICES RISK MANAGEMENT Risk Management Plan Business Contingency Plan

Total

4,000

10,000

14,000

MPSC POOLS Shire Pools - Other 0

50,000

Mungindi Pool - Surface restoration/repair

Mungindi Pool - Change Facilities Roof

30,000

Mungindi Pool - Automate Dosing System & replace main pump

20,000

50,000

Mungindi Pool - Additional Upgrades

Total DEPOTS Moree Depot Asset Maintenance Upgrades

50,000

30,000

50,000

3,000

Special Promotion

10,000

15,000

Regional Advertising

10,000

5,000

10,000

Machinery Shed

Total TOURISM Image Gallery

Tourism NSW/RTO campaigns Tourism Development & Marketing Plan

5,000

Marketing Collateral (Tautliner, banners etc)

Tourism Business Plan

10,000

12,000

Digital Media

15,000

Total

50,000

CORPORATE TOTAL

144,000

50,000

94,000

150,000

50,000

100,000

150,000

50,000

100,000

173 of 262

Project List 2014 -2017

Funding Source

Budget

Project Description

2013/14

Revenue

Funding Source

Budget

Other

2014/15

Revenue

Funding Source

Budget

Other

2015/16

Revenue

Funding Source

Budget

Other

2016/17

Revenue

Other

PLANNING AND DEVELOPMENT ENVIRONMENTAL PLANNING & ASSESSMENT Voluntary House Raising

Total

270,000

20,000

ECONOMIC DEVELOPMENT Strategic Economic Development Planning

20,000

Southern Gateway Economic Development Strategy Business Development Seminars/Toolkit Sessions Town Hall Precinct Redevelopment Plan

20,000

10,000,000

45,000

8,000

25,000

Total

10,098,000

28,000

80,000

Total

80,000

5,000

Total

5,000

PLANNING & DEVELOPMENT TOTAL

10,453,000

85,000

10,368,000

108,000

80,000

28,000

113,000

85,000

28,000

108,000

80,000

28,000

PROPERTY AND BUILDINGS Asset Maintenance Upgrades

ORDINANCE Companion Animal De-Sexing Program

ENGINEERING RURAL ROADS - LOCAL Rural Resealing Program Resealing Program - Recurrent

1,277,830

Regional Roads - Recurrent Additional Resealing Program - Special Variation

1,382,632

1,438,214

350,000

2,604,661

1,277,830

2,709,368

1,329,198

2,709,368

1,329,198

2,818,285

1,382,632

2,818,285

2,931,580

1,438,214

2,931,580

Gravel Resheeting (Floodways/Critical Access) Asset Maintenance Upgrades SR7 Poison Gate

927,070

926,706

919,706

7,000

926,930

904,930

22,000

350,000

SR4 Combadello-Poison Gate Rd (Sub Art) - Datum SH12 Rehab seal 0.6 to 3 km

660,000

100,000

8,000

92,000

100,000

SR12 Talmoi Rd (Sub Art) - Datum SH28 Rehab seal various locations SR15 Morialta Rd (Sub Art) - Datum SH12 0

120,000

Reconst seal Seg 200 Ch 38.50 to 40.72 km

Rehab seal various locations

500,000

Reconst seal Seg 170 Ch 25.90 to 26.20 km

100,000

110,000

150,000

775,000

SR101 Moree-Terry Hie Hie Rd (Sub Art) - Datum SH12

SR110 Berrigal Ck - Bellata Rd (Sub Art) - Datum SR111 Rehab seal Ch 15.08 to 16.34 km SR131 Terling Park - Yallaroi (Sub Art) - Datum Sh17 Rehab seal Ch 12.3 to 15.09 Rehab seal Ch 15.09 to 16.26

300,000

Rehab seal Seg 150 Ch 20.18 to 20.95

215,000

800,000

6,092,491

4,582,491

1,510,000

7,000,636

5,323,636

1,677,000

7,037,623

5,470,623

1,567,000

7,221,724

5,624,724

1,597,000

RURAL ROADS - REPAIR PROGRAM MR507 Rehab seal - Location TBA

Total

174 of 262

Project List 2014 -2017

Funding Source

Budget

Project Description

2013/14

Revenue

Funding Source

Budget

Other

2014/15

Revenue

Funding Source

Budget

Other

2015/16

Revenue

Funding Source

Budget

Other

2016/17

Revenue

Other

URBAN ROADS Urban Resealing Program 142,973

142,973

148,721

154,700

160,918

Resealing Program Recurrent - Boggabilla

Resealing Program Recurrent - Moree

29,126

30,296

31,514

32,781

Resealing Program Recurrent - Mungindi

29,126

30,296

31,514

32,781

Resealing Program Recurrent - Villages

35,367

36,789

38,267

39,806

Resealing Program - Special Variation

707,336

735,771

765,349

796,116

Adelaide Street Rehab between Tycannah & Rail Line ( 330m)

500,000

Rehab between Balo & Auburn St (140m)

10,000

400,000

Rehab between Gwydir & Heber St (260m)

480,000

Rehab between Anne & end Cul-de-sac (260m)

450,000

470,000

60,000

460,000

160,000

300,000

40,000

Boomi - Rehab Duff St - Full Length (0.0 to 260m)

200,000

Garah - Rehab Boomi St full length (400m)

200,000

120,000

125,000

135,000

145,000

Boston Street Rehab between Heber & Gwydir St (630m to 970m) Chester Street

Edward Street Rehab between Iris & Drummond St (0m to 300m) Karingal Place Rehab Cul-De-Sac Morton Street Rehab between Alice & Adelaide St (0m to 540m) Village Streets Ashley - Const Medgum St (220m)

Kerb & Gutter Replacement Footpaths Replacement

68,000

75,000

80,000

85,000

Total

2,501,928

1,761,928

740,000

1,751,873

1,181,873

570,000

1,916,344

1,236,344

680,000

1,942,402

1,292,402

650,000

10,000

100,000

Total

10,000

100,000

250,000

CAR PARKING AREAS CBD Carparks

AERODROMES Building Improvements Refurbish Terminal Grounds Improvements Provide Secure Long Term Parking Security Upgrade

Total

60,000

10,000

310,000

CEMETERIES Asset Upgrades

45,000

30,000

75,000

15,000

5,000

15,000

5,000

2,500

20,000

5,000

15,000

35,000

20,000

15,000

32,500

17,500

15,000

30,000

15,000

Moree Cemetery Develop New Lawn Section Extension (East and South)

Total ROAD SAFETY Road Safety Program Campaigns Road Safety Month Shared Pathway Education

Total

175 of 262

Project List 2014 -2017

Funding Source

Budget

Project Description

2013/14

Revenue

Funding Source

Budget

Other

2014/15

Revenue

Funding Source

Budget

Other

2015/16

Revenue

Funding Source

Budget

Other

2016/17

Revenue

Other

ARTESIAN WATER TREATMENT Artesian Water Treatment - Pond Construction

1,670,000

645,000

Total

1,670,000

645,000

105,000

110,000

115,000

Total

105,000

110,000

115,000

85,000

35,000

50,000

35,000

Total

85,000

35,000

50,000

35,000

250,000

83,333

166,667

20,000

6,667

13,333

20,000

6,667

13,333

100,000

33,333

66,667

100,000

33,333

66,667

40,000

13,333

26,667

650,000

216,667

433,333

650,000

216,667

433,333

DRAINAGE IMPROVEMENTS Non - Specific Projects Asset Maintenance Upgrades

STREET LIGHTING Additional Lighting & CCTV

FLOODPLAIN MANAGEMENT Moree Flood Study - 2D modelling Flood gates on stormwater drains Update FRMP

Mungindi Levee Redo Flood Study without levee Levee Upgrade - Physical Works Boomi Levee Floodplain Management Study/Design

150,000

50,000

100,000

50,000

16,667

33,333

Total

360,000

120,000

240,000

270,000

90,000

180,000

750,000

250,000

500,000

650,000

216,667

433,333

250,000

Total

250,000

Ashley Levee Flood Study

MOREE TOWN ENTRANCE IMPROVEMENTS Town Entrance Improvements Physical works

MANAGEMENT AND ADMINISTRATION Welcome Signage Shire Welcome Signage

100,000

150,000

50,000

100,000

150,000

50,000

100,000

55,000

15,000

55,000

15,000

Asset Management Installation of Flood Warning Devices

Total ASSET MANAGEMENT Bridge Inspection Report

Total WALKWAYS AND CYCLEWAYS Cycleways Heber St from Edward to McKenzie (450m)

112,500

Edward St - Albert to Victoria Tce (400m)

100,000

50,000

112,500

56,250

Edward St - Gwydir to Iris (300m)

75,000

37,500

Brigalow Dr - Amaroo to Bohenia (100m)

25,000

12,500

Amaroo Dr - 500m from Boston

125,000

62,500

Gwydir Highway - Morton to Anne (400m)

100,000

Chester St - Albert & Heber (450m)

Gwydir Highway - Anne to James (300m)

75,000

25,000

237,500

75,000

162,500

137,500

81,250

56,250

225,000

75,000

150,000

225,000

87,500

137,500

Walkways Disabled Access Improvements

Total

176 of 262

Project List 2014 -2017

Funding Source

Budget

Project Description

2013/14

Revenue

Funding Source

Budget

Other

2014/15

Revenue

Funding Source

Budget

Other

2015/16

Revenue

Funding Source

Budget

Other

2016/17

Revenue

Other

BRIDGES Timber Bridge Replacement Program SR22 - Dindierna Timber Bridge

Total

80,000

200,000

SPORTSFIELDS Non - Specific Projects Asset Maintenance Upgrades

BOUGHTON OVAL Development of Boughton No 1 Field - West Extension to Amenities

50,000

200,000

70,000

50,000

5,000

22,000

Total

55,000

120,000

142,000

120,000

ENGINEERING TOTAL

11,511,919

6,879,419

4,632,500

10,730,009

7,586,759

3,143,250

11,163,467

7,941,467

3,222,000

10,829,126

7,996,293

2,832,833

GENERAL FUND TOTAL

22,176,919

7,079,419

15,097,500

11,026,009

7,751,759

3,274,250

11,426,467

8,073,467

3,353,000

11,125,126

8,161,293

2,963,833

Total PARKS & GARDENS Non - Specific Projects Asset Maintenance Upgrades Moree Other Beautify CBD and Anne Street Street Tree Planting Moree Streets

OTHER FUNDS GWYDIR DAY CARE GWYDIR DAY CARE 400,000

400,000

Softfall Renewal

10,000

Shadecover

Additional Playroom

30,000

Playground Equipment

25,000

Total

400,000

25,000

35,000

30,000

GWYDIR DAY CARE TOTAL

400,000

25,000

35,000

30,000

177 of 262

Project List 2014 -2017

Funding Source

Budget

Project Description

2013/14

Revenue

Funding Source

Budget

Other

2014/15

Revenue

Funding Source

Budget

Other

2015/16

Revenue

Funding Source

Budget

Other

2016/17

Revenue

Other

WATER, SEWER AND WASTE WATER Reservoirs Maintenance

3,000,000

- Narrabri St & Boundary St

30,000

- Boston & Jellicoe

60,000

30,000

- Broadwater

50,000

35,000

Painting of Reservoirs

- Boggabilla x 2

60,000

- Mungindi

- Adelaide St

30,000

200,000

New Bore - Yarraman

Moree Bore Field Strategy Development

55,000

Telemetry Upgrades

100,000

Mungindi - Stop valves and mains replacement

130,000

3,285,000

285,000

3,000,000

370,000

265,000

60,000

1,400,000

200,000

1,200,000

460,000

200,000

260,000

480,000

200,000

280,000

500,000

200,000

300,000

100,000

Total SEWER Sewer Main, Junctions, Manholes Relining or Replacement Pump Station Safety Improvements

100,000

Moree STP Communications Renewal

60,000

Moree STP, Inlet Works, Balance Tank Rehabilitation

50,000

1,610,000

200,000

1,410,000

460,000

200,000

260,000

480,000

200,000

280,000

500,000

200,000

300,000

2,200,000

30,000

Total Waste Remediate Yarraman Transfer Station Mungindi Transfer Station Weemelah

WMF - New Cell Ground water monitoring bores

TOTAL ALL FUNDS

25,000

2,500,000

1,400,000

80,000

Total

4,810,000

110,000

4,700,000

1,425,000

25,000

1,400,000

WATER, SEWER & WASTE TOTAL

9,705,000

595,000

9,110,000

2,255,000

595,000

1,660,000

745,000

465,000

280,000

560,000

260,000

300,000

TOTAL OTHER FUNDS

10,105,000

595,000

9,510,000

2,280,000

620,000

1,660,000

780,000

500,000

280,000

590,000

290,000

300,000

32,281,919

7,674,419

24,607,500

13,306,009

8,371,759

4,934,250

12,206,467

8,573,467

3,633,000

11,715,126

8,451,293

3,263,833

178 of 262

179 of 262

180 of 262

181 of 262

PROJECT LIST - 2014-2023 ABORIGINAL EMPLOYMENT STRATEGIES PROJECT(S) DESCRIPTION:

Moree Plains Shire Council aims to continue to increase the participation of Aboriginal people as employees with the Shire being represented by 19.4% Aboriginal people/workforce is currently 13%. MPSC aims to achieve this increase by creating pathways to employment and pathways to encourage upward mobility internally, as well as sound retention of Aboriginal employees. These funds are flagged to allow MPSC to look at Grants each year which fit with this strategy. MPSC funds are only utilised if Grants to at least the value below are achieved.

Est. to 30/06/13 PROJECT COST: Develop Career Paths

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

8,000

40,000

-3,000

-15,000

5,000

25,000

TOTAL COST TO COUNCIL 50,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: Ec.4 - We have the skills and knowledge to undertake the work available.

COUNCIL'S STRATEGIC RESPONSE: Ec4.1 - Increase and broaden access to a range of education pathways.

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Governance Cost Centre: Human Resources Responsible Officer: AEO 182 of 262

PROJECT LIST - 2014-2023 STAFF CLIMATE SURVEY PROJECT(S) DESCRIPTION:

Undertake employee satisfaction survey in 2016 financial year to gauge employee satisfaction with the organisation.

Est. to 30/06/13

Budget 2013/14

Budget 2014/15

PROJECT COST: Staff Climate Survey

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

12,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

12,000

TOTAL COST TO COUNCIL 12,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: L5 -We manage our finances, services and assets effectively.

COUNCIL'S STRATEGIC RESPONSE: L5.2 Foster a culture of continous improvement across our organisation.

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Governance Cost Centre: Human Resources Responsible Officer: HRM 183 of 262

PROJECT LIST - 2014-2023 DISASTER RECOVERY PROJECT(S) DESCRIPTION: Build and maintain a secondary small-scale server room at Depot. Fitout room with airconditioning and cabling required. Relocate usable servers. Purchase new server and racking equipment. This secondary site will be used as a failsafe in the event of major event that incapacitates the Max Centre.

Est. to 30/06/13 PROJECT COST: Disaster Recovery

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

30,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

30,000

TOTAL COST TO COUNCIL 30,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L6 - We demonstrate leadership in the face of natural disaster. COUNCIL'S STRATEGIC RESPONSE: L6.2 - Provide effective disaster prevention/mitigation, emergency management and disaster recovery services.

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Communications Cost Centre: Information Technology Responsible Officer: CM

184 of 262

PROJECT LIST - 2014-2023 RISK ASSESSMENT PROJECT(S) DESCRIPTION: Update Council's Risk Management Plan - which sets the risk management direction for all services operating within Council. The management of risk is integral to achieving good corporate governance within Council and supports our Community Strategic Plan. Implement a Business Continuity and Resilience Plan for Council - which identifies Council's exposure to internal and external threats. It is a roadmap for continuing operations under adverse conditions such as a storm, fire or a crime.

Est. to 30/06/13 PROJECT COST: Risk Management Plan Business Contingency Plan

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

-14,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5 - We manage our finances, assets and services effectively. COUNCIL'S STRATEGIC RESPONSE: L5.1 - Manage our organisational resources, systems and processes responsibly.

Approved by Director: Approved by Manex:

Budget > 2017/18

4,000 10,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

30/06/13 30/06/13

Section: Corporate Cost Centre: Risk Responsible Officer: CSM

185 of 262

PROJECT LIST - 2014-2023 MUNGINDI POOL PROJECT(S) DESCRIPTION: Currently the change areas do not have a roof. With the facility to be opened year round a roof is required to provide patrons with protection from the elements.

Est. to 30/06/13

Budget 2013/14

PROJECT COST: Change Facilities roof Additional Upgrades

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

50,000 50,000

50,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

50,000

TOTAL COST TO COUNCIL 150,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: S4. - Our health and wellbeing provide for a satisfying and productive life

COUNCIL'S STRATEGIC RESPONSE: S4.2 - Provide our communities with a range of sustainable services, faciliites and amenities

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Corporate Cost Centre: Moree Shire Pools Responsible Officer: CSM

186 of 262

PROJECT LIST - 2014-2023 MUNGINDI POOL PROJECT(S) DESCRIPTION: Sandblast the 33m pool, patch, redo the expansion joints and paint. Replace the main pool pump and install chlorine dosing system on hot pool.

Est. to 30/06/13 PROJECT COST: Sandblast 33m pool Patch, Paint & reinstate expansion Joints Main Pool Pump Automatic chlorine dosing system Electricity upgrades

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

20,000 10,000 10,000 5,000 5,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

50,000

TOTAL COST TO COUNCIL 50,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: : S4. - Our health and wellbeing provide for a satisfying and productive life

COUNCIL'S STRATEGIC RESPONSE: S4.2 - Provide our communities with a range of sustainable services, faciliites and amenities

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Corporate Cost Centre: Moree Shire Pools Responsible Officer: CSM

187 of 262

PROJECT LIST - 2014-2023 MOREE DEPOT PROJECT(S) DESCRIPTION: Machinery shed to be built for small plant (mowers etc) Repairs required for the main plant workshop. Due to movement of walls currently unable to utilise overhead crane, problems with closing doors etc. Deferred from 2011/2012 - awaiting completion of new truck wash down bay which is to be completed by June 2012. Funded from the Plant Reserve, as per previous resolution of Council. Bunding required to water truck fill area to prevent pooling of water to reduce future maintenance costs and to

Est. to 30/06/13 PROJECT COST: Asset Maintenance Upgrades Bunding Machinery Shed Structural Repairs

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

50,000

250,000

50,000

250,000

30,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

30,000

TOTAL COST TO COUNCIL 480,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5 - We manage our finances, assets and services effectively COUNCIL'S STRATEGIC RESPONSE: L5.4 - Maintain assets for their current purpose and for future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Corporate Cost Centre: Depots Responsible Officer: FM

188 of 262

PROJECT LIST - 2014-2023 TOURISM - IMAGE GALLERY PROJECT(S) DESCRIPTION: 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 cross section of groups on a regular basis including the Council, State and Federal Members, community groups, and businesses for the promotions of the Shire. For the Moree Plains Shire to stay abreast of our competitors and as a demanding request 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.

Est. to 30/06/13

Budget 2013/14

Budget 2014/15

PROJECT COST: Shire Photo Shoot

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2015/16

Budget 2016/17

Budget 2017/18

3,000

6,000

-3,000

-6,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: Ec3 - Our Shire supports existing businesses.

COUNCIL'S STRATEGIC RESPONSE: Ec3.3 - Promote tourism in the region.

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Corporate Cost Centre: Tourism Responsible Officer: CSM

189 of 262

Budget > 2017/18

PROJECT LIST - 2014-2023 TOURISM - SPECIAL PROMOTION PROJECT(S) DESCRIPTION: Tourism Moree will partner and buy into various advertising opportunities and programs thoughout the year as opportunities arise. These include direct advertising in major media publications, for example, NRMA, RACQ, RM Williams, Daily Telegraph, Sydney Weekender, and the Great Outdoors etc 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 within the Moree Plains Shire. Tourism Moree will also assist and partner Moree Plains Shire Council with the ongoing Domestic and International relationship including China for product and market readiness , marketing collateral and general negotiations. Assisting with attracting Footloose regional events such as Inland Tourism Awards, Regional swimming carnivals, key events, and

Est. to 30/06/13 PROJECT COST: Special Promotion

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

10,000

15,000

20,000

90,000

-10,000

-15,000

-20,000

-90,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: Ec3. - Our Shire supports existing businesses

COUNCIL'S STRATEGIC RESPONSE: Ec3.3 - Promote tourism in the region

Approved by Director: Approved by Manex:

Budget > 2017/18

30/06/13 30/06/13

Section: Corporate Cost Centre: Tourism Responsible Officer: CSM

190 of 262

PROJECT LIST - 2014-2023 TOURISM - REGIONAL ADVERTISING PROJECT(S) DESCRIPTION: Participate in major marketing opportunities to promote and advertise the Moree Plains Shire as a region to visit, relocate and invest in. Royal Easter Show - where we have a commercial opportunity to promote the Moree Plains Shire at Australia's largest annual event attracting nearly 900,000 people each year. Our investment will give us the perfect platform to continue to promote the Moree Plains and our new products including, but not limited to, the Moree Artesian Aquatic Centre. It will also create new customer relationships, entice business development and residental relocation. The investment will also allow us to form part of the $2 million marketing campaign that promotes the event to national and international audiences. 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

Est. to 30/06/13 PROJECT COST: Regional Advertising

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

10,000

64,000

-10,000

-64,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: Ec3. - Our Shire supports existing businesses

COUNCIL'S STRATEGIC RESPONSE: Ec3.4 - Facilitate greater expenditure by tourists.

Approved by Director: Approved by Manex:

Budget > 2017/18

30/06/13 30/06/13

Section: Corporate Cost Centre: Tourism Responsible Officer: CSM

191 of 262

PROJECT LIST - 2014-2023 TOURISM - TOURISM NSW/RTO CAMPAIGN PROJECT(S) DESCRIPTION: Moree in partnership with Regional and State bodies such as DNSW, Inland Tourism, New England North West, Newell Highway Promotions Committee and Kamilaroi Highway Committees; participating in various projects such as a Drive campaign. The campaign tag line is “Enjoy the journey as well as the destination”. The campaign will include Metropolitan markets in both Sydney and Brisbane. The campaign strategy has three main elements; 1. Increase awareness of what the region has to offer; 2. Build consideration of a holiday; 3. Drive conversion. Funding will also enable Tourism Moree to participate in applying for the Regional Visitor Economy Fund (RVEF) with Destination NSW $ for $ funding which will provide invesment into regional visitor economy to deliver projects that work towards achieving increasing the overnight visitor expenditure for NSW.

Est. to 30/06/13 PROJECT COST: Tourism NSW/RTO Campaigns

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

5,000

10,000

45,000

-5,000

-10,000

-45,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: Ec3. - Our Shire supports existing businesses

COUNCIL'S STRATEGIC RESPONSE: Ec3.3 - Promote tourism in the region

Approved by Director: Approved by Manex:

Budget > 2017/18

30/06/13 30/06/13

Section: Corporate Cost Centre: Tourism Responsible Officer: CSM 192 of 262

PROJECT LIST - 2014-2023 TOURISM - DEVELOPMENT and MARKETING PLAN PROJECT(S) DESCRIPTION: Development and Destination Marketing Plan for the Shire. 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 Marketing Plan works parallel with State and Regional Destination Plans and Councils 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 Tourism Moree and the Moree Plains Shire Marketing Plan to access funding.

Est. to 30/06/13

Budget 2013/14

PROJECT COST: Development and Marketing Plan

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

10,000

-10,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: Ec3. - Our Shire supports existing businesses

COUNCIL'S STRATEGIC RESPONSE: Ec3.3 - Promote tourism in the region

Approved by Director: Approved by Manex:

Budget > 2017/18

30/06/13 30/06/13

Section: Corporate Cost Centre: Tourism Responsible Officer: CSM

193 of 262

PROJECT LIST - 2014-2023 TOURISM - BUSINESS PLAN PROJECT(S) DESCRIPTION: The organisational business plan of Tourism Moree requires updating in 2014/2015.

Est. to 30/06/13

Budget 2013/14

Budget 2014/15

PROJECT COST: Business Plan

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2015/16

Budget 2016/17

Budget 2017/18

5,000

-5,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: Ec3. - Our Shire supports existing businesses

COUNCIL'S STRATEGIC RESPONSE: Ec3.3 - Promote tourism in the region

Approved by Director: Approved by Manex:

Budget > 2017/18

30/06/13 30/06/13

Section: Corporate Cost Centre: Tourism Responsible Officer: CSM

194 of 262

PROJECT LIST - 2014-2023 TOURISM - MARKETING COLLATERAL PROJECT(S) DESCRIPTION: Updating of Moree Plains Shire marketing collateral including: skins, banners for exhibitions, tradeshows events and presentation folders.

Est. to 30/06/13 PROJECT COST: Marketing Collateral

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

10,000

12,000

10,000

50,000

-10,000

-12,000

-10,000

-50,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: Ec3. - Our Shire supports existing businesses

COUNCIL'S STRATEGIC RESPONSE: Ec3.3 - Promote tourism in the region

Approved by Director: Approved by Manex:

Budget > 2017/18

30/06/13 30/06/13

Section: Corporate Cost Centre: Tourism Responsible Officer: CSM

195 of 262

PROJECT LIST - 2014-2023 TOURISM - DIGITAL MEDIA MARKETING PROJECT(S) DESCRIPTION: This funding will be stage 2 of Tourism Moree's digital marketing project in ensuring that the newly developed Moree Plains mobile app is an essential digital one-stop App for visitor information. This will be an effective tool , providing up-to-date information on the Moree Plains at visitors' fingertips 24/7. These highly-functional, portable guides categorise information in real-time; using user-friendly browsing, graphics and dynamic content on events, promotions, locations, attractions, businesses, products and so much more. Information in App format is easily downloadable around the world increasing market reach. Similar Apps have been adopted by Councils and Visitor Centres, together with organisations in a variety of industries including caravanning and camping, arts, the wine industry and many others ready to give their customers what they want - a quick fix of real-time information directly to their customers and potential customers.

Est. to 30/06/13 PROJECT COST: Digital Media

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

15,000

5,000

-15,000

-5,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: Ec3. - Our Shire supports existing businesses

COUNCIL'S STRATEGIC RESPONSE: Ec3.3 - Promote tourism in the region

Approved by Director: Approved by Manex:

Budget > 2017/18

30/06/13 30/06/13

Section: Corporate Cost Centre: Tourism Responsible Officer: CSM

196 of 262

PROJECT LIST - 2014-2023 VOLUNTARY HOUSE RAISING PROJECT(S) DESCRIPTION:

Voluntary House Raising Scheme Funding has been applied for through OEH for a 2:1 ratio grant for costs to raise dwellings listed as priority in the Voluntary House Raising Study / Policy( due to be finished in June). Council will be the controlling body for this, where the home owner pays 1 third and the grant covers the other 2 thirds.

Est. to 30/06/13 PROJECT COST: Voluntary House Raising

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

-270,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: L6 - We demonstrate leadership in the face of natural disaster

COUNCIL'S STRATEGIC RESPONSE: L6.2 Provide effective disaster prevention/mitigation, emergency management and disaster recovery services

Approved by Director: Approved by Manex:

Budget > 2017/18

270,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

30/06/12 30/06/12

Section: P&D Cost Centre: Assessment Responsible Officer: AsM 197 of 262

PROJECT LIST - 2014-2023 STRATEGIC ECONOMIC DEVELOPMENT PLANNING PROJECT(S) DESCRIPTION: Budget for utilisation on projects as required during the year. Includes prepartion of reports, hiring of consultants, marketing initiatives, actioning of recommendations etc. To be utilised as required. Funded from TED.

Est. to 30/06/13 PROJECT COST: Strategic Economic Development Planning

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

20,000

100,000

-20,000

-100,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L4 - We collaborate to achieve outcomes.

COUNCIL'S STRATEGIC RESPONSE: : L4.2 - Develop and maintain relationships and partnerships for the greater benefit of the community.

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Planning & Development Cost Centre: Economic Development Responsible Officer: EDO 198 of 262

PROJECT LIST - 2014-2023 ECONOMIC DEVELOPMENT STRATEGY PROJECT(S) DESCRIPTION: Initially to develop a Council Economic Development Strategy ($30,000). Subsequent years to further develop and implement actions detailed in the original strategy. Funded from TED.

Est. to 30/06/13 PROJECT COST: Economic Development Strategy

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

45,000

30,000

-45,000

-30,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: Ec1 - Our Shire is a place that attracts and retains new businesses and residents; Ec3 - Our Shire supports existing businesses COUNCIL'S STRATEGIC RESPONSE: Ec1.3 - Pursue new ideas and approaches for business and infrastructure development; Ec3.1 - Provide the framework for business growth

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Planning & Development Cost Centre: Economic Development Responsible Officer: EDO 199 of 262

PROJECT LIST - 2014-2023 BUSINESS DEVELOPMENT SEMINARS PROJECT(S) DESCRIPTION: Partnership program with Moree Chamber of Commerce and NSW Trade and Investment to deliver and facilitate business development seminars and toolkit sessions for the local business community. Seminars/sessions organised to meet community demand; some examples may include: improved customer service, financial management skills, business planning and development etc. Funded from TED.

Est. to 30/06/13 PROJECT COST: Business Development Seminars

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

8,000

-8,000

Budget 2017/18

Budget > 2017/18

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: Ec3. - Our Shire supports exisiting businesses

COUNCIL'S STRATEGIC RESPONSE: Ec3.1 - Provide the framework for business growth

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Planning & Development Cost Centre: Economic Development Responsible Officer: EDO 200 of 262

PROJECT LIST - 2014-2023 GATEWAY PROJECT PROJECT(S) DESCRIPTION: The Gateway Project will develop a contemporary and attractive commercial and transport precinct at the entrance of Moree that offers direct highway and airport access and is adjacent to the Moree railway line. The precinct will generate over $60 million in regional economic development, create new employment and skills development and increase business opportunities through private and public investment. Funding is required to progress the construction of subdivision infrastructure including; roads, water, sewer, drainage, landscaping and various site preparations.

Est. to 30/06/13

Budget 2013/14

Budget 2014/15

1,000,000

10,000,000

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

PROJECT COST:

PROJECT FUNDING: - Loans - Grants/Other - Internal Reserves - Sec 94

COST TO COUNCIL:

-1,000,000 -10,000,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: Ec1 - Our Shire is a place that attracts and retains people to work, live and visit; L2 - We demonstrate accountability, transparency and ethical conduct; L3 - We are engaged and well informed

COUNCIL'S STRATEGIC RESPONSE: Ec1.3 - Pursue new ideas and approaches for business and infrastructure investment; 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; 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 Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Governance Cost Centre: Executive Responsible Officer: EPM

201 of 262

PROJECT LIST - 2014-2023 TOWN HALL PRECINCT REDEVELOPMENT PLAN PROJECT(S) DESCRIPTION: There are numerous quality function spaces in the township of Moree but it is evident that these spaces are severely underutilised. Many stand vacant for all but a fraction of their functional service ability. It is proposed to conduct a Town Hall Precinct Redevelopment Plan with the aim of developing a strategy to maximise the return on investment of this particular public space/precinct and improve the amenity and use of the area.

Est. to 30/06/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

PROJECT COST: 25,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

-25,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: S4 - Our health and wellbeing provide for a satisfying and productive life

COUNCIL'S STRATEGIC RESPONSE: S4.1 - Provide access to diverse recreational and cultural opportunities

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: P&D Cost Centre: Economic Developmnet Responsible Officer: EDO

202 of 262

PROJECT LIST - 2014-2023 COUNCIL PROPERTY - ASSET UPGRADES

PROJECT(S) DESCRIPTION: Upgrades to council buildings and facilities. To be prioritised in the year prior to the project.

Est. to 30/06/13 PROJECT COST: Asset Upgrades Paint Art Gallery

Budget 2013/14

80,000

Budget 2014/15

80,000

Budget 2015/16

80,000

Budget 2016/17

Budget 2017/18

80,000

Budget > 2017/18

320,000 82,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

80,000

82,000

320,000

TOTAL COST TO COUNCIL 722,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: E3 - Our built environment - our town and villages - are desirable places to live.

COUNCIL'S STRATEGIC RESPONSE: E3.1 - Enhance the character of our local area through good design and protection of Aboriginal and other heritage sites

Approved by Director: Approved by Manex:

30/06/11 30/06/11

Section: Planning & Development Cost Centre: Council Property & Build Responsible Officer: AsM

203 of 262

PROJECT LIST - 2014-2023 COMPANION ANIMAL DESEXING PROGRAMME PROJECT(S) DESCRIPTION:

Subsidised desexing programme for companion animals for eligible residents with Pension or Health cards. Programme is run once every two years in conjunction with the RSPCA. Eligible residents pay $30 of the approximate $250 cost, the balance is paid equally between Council and the RSCPA.

Est. to 30/06/13 PROJECT COST: Animal Desexing

Budget 2013/14

Budget 2014/15

5,000

Budget 2015/16

Budget 2016/17

5,000

Budget 2017/18

Budget > 2017/18

5,000

10,000

5,000

10,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

5,000

TOTAL COST TO COUNCIL 25,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: L4 - We collaborate to achieve outcomes

COUNCIL'S STRATEGIC RESPONSE: L4.2 - Develop and maintain relationships and partnership for the benefit of the community

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Planning & Development Cost Centre: Ordinance & Ranger Serv Responsible Officer: Ranger 204 of 262

PROJECT LIST - 2014-2023 SR101 - TERRY HIE HIE PROJECT(S) DESCRIPTION:

Chainage: 38.5km - 40.72 (Datum is the Gwydir Hwy) Due to severe cracking and rutting of the section of road full reconstruction of the road is to be undertaken. In addition the road is to be widened. Chainage: 25.9km - 26.20 (Datum is the Gwydir Hwy) Due to severe cracking and rutting of the section of road full reconstruction of the road is to be undertaken. In addition the road is to be widened. Funding: These two projects are fully funded by Roads to Recovery

Est. to 30/06/13 PROJECT COST: Chainage 38.5 - 40.72 Chainage 25.9 - 26.20

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

500,000 100,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-600,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: Ec2. - Our Shire has the infrastructure we need to support our economy; L5. We manage our

COUNCIL'S STRATEGIC RESPONSE: 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 regional infrastructure projects; L5.4 Maintain our assets for their current purpose and for future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Rural Road Rehabilitation Responsible Officer: OM 205 of 262

PROJECT LIST - 2014-2023 SR110 - BERRIGAL CREEK PROJECT(S) DESCRIPTION:

Chainage: 15.08 - 16.34 This section of road is suffering from rutting, cracking and drainage issues. A full reconstruction is to be undertaken. Funding: This project is fully funded by Roads to Recovery

Est. to 30/06/13 PROJECT COST: Chainage 15.08-16.34

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

110,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-110,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: Ec2. - Our Shire has the infrastructure we need to support our economy; L5. We manage our COUNCIL'S STRATEGIC RESPONSE: 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 regional infrastructure projects; L5.4 Maintain our assets for their current purpose and for future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Rural Road Rehabilitation Responsible Officer: OM 206 of 262

PROJECT LIST - 2014-2023 BOSTON STREET PROJECT(S) DESCRIPTION:

Location: Heber - Gwydir Chainage: 0.63 - 0.89 (Datum is Drummond Street) Project required to address drainage issues and unsealed shoulders. A full reconstruction is to be undertaken, including shoulders and K&G. Funding: This project is fully funded by Roads to Recovery

Est. to 30/06/13 PROJECT COST: Heber - Gwydir

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

400,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-400,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: Ec2. - Our Shire has the infrastructure we need to support our economy; L5. We manage our finances, assets and services effectively COUNCIL'S STRATEGIC RESPONSE: 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 regional infrastructure projects; L5.4 Maintain our assets for their current purpose and for future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Urban Road Rehabilitation Responsible Officer: OM 207 of 262

PROJECT LIST - 2014-2023 EDWARD STREET PROJECT(S) DESCRIPTION:

Location: Iris - Drummond Chainage: 0.0 - 0.30 (Datum is Drummond Street) Project required to address drainage issues and unsealed shoulders. A full reconstruction is to be undertaken, including shoulders and K&G. Funding: This project is revenue funded

Est. to 30/06/13 PROJECT COST: Iris - Drummond

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

470,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

470,000

TOTAL COST TO COUNCIL 470,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Urban Road Rehabilitation Responsible Officer: OM 208 of 262

PROJECT LIST - 2014-2023 MORTON STREET PROJECT(S) DESCRIPTION:

Location: Alice - Adelaide Chainage: 0.0 - 0.54 (Datum is Alice Street) Project required to address pavement damage. A full reconstruction is to be undertaken, including K&G on one side only. Funding: This project is jointly revenue and Roads to Recovery funded.

Est. to 30/06/13 PROJECT COST: Alice - Adelaide

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

460,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-300,000

160,000

TOTAL COST TO COUNCIL 160,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: Ec2. - Our Shire has the infrastructure we need to support our economy; L5. We manage our finances, assets and services effectively

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Urban Road Rehabilitation Responsible Officer: OM 209 of 262

PROJECT LIST - 2014-2023 ASHLEY - MEDGUM SREET PROJECT(S) DESCRIPTION:

Location: To be identified Chainage: TBA Pavement upgrade to one block. Funding: This project is Roads to Recovery funded.

Est. to 30/06/13 PROJECT COST: Medgum St - TBA

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

40,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-40,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Urban Road Rehabilitation Responsible Officer: OM 210 of 262

PROJECT LIST - 2014-2023 CBD CARPARK UPGRADES PROJECT(S) DESCRIPTION:

Designs for Criterion carpark to be finalised in 2013 with community and UAC consultation (designs being undertaken internally). Works to upgrade and extend carparking are to be undertaken in 2014 and 2015.

Est. to 30/06/13 PROJECT COST: CBD Carpark Upgrades

Budget 2013/14

Budget 2014/15

10,000

100,000

10,000

100,000

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

TOTAL COST TO COUNCIL 110,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: L5 - We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: L5.4 - Maintain assets for their current purpose and future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Works Responsible Officer: OM 211 of 262

PROJECT LIST - 2014-2023 MOREE AIRPORT - TERMINAL IMPROVEMENTS

PROJECT(S) DESCRIPTION: Refurbishment includes toilets, baggage handling, carpet and furnishings, extend terminal. Funded from Airport Reserve.

Est. to 30/06/13

Budget 2013/14

Budget 2014/15

PROJECT COST: Refurbish Terminal Secure Long Term Parking Security Upgrade

Budget 2016/17

Budget 2017/18

Budget > 2017/18

250,000 60,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2015/16

-310,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5 - We manage our finances, assets and services effectively

COUNCIL'S STRATEGIC RESPONSE: L5.3 - Implement good practice in planning for future infrastructure needs ; L5.4 - Maintain assets for their current purpose and for future generations.

Approved by Director: Approved by Manex:

30/06/11 30/06/11

Section: Engineering Cost Centre: Airports Responsible Officer: SM

PROJECT LIST - 2014-2023 212 of 262

PROJECT LIST - 2014-2023 MOREE AIRPORT - SECURITY CAMERAS & AUTOMATIC GATE UPGRADE PROJECT(S) DESCRIPTION: Additional cameras to be located in the waiting area outside the terminal building, overlooking the pedestrian walkway to aircraft, north of the terminal building and the car park to assist with security of the building s and vehicles. Automatic gate to apron requires upgrading.

Funded from Airport Reserve.

Est. to 30/06/13 PROJECT COST: Security cameras & gate

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

10,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-10,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: S1 - Our community is a safe place; L5 - We manage our finances, assets and services effectively

COUNCIL'S STRATEGIC RESPONSE: S1.1 - Take advantage of opportunities to increase safety in public places and on public roads; L5.4 - Maintain assets for their current purpose and for future generations.

Approved by Director: Approved by Manex:

30/06/11 30/06/11

Section: Engineering Cost Centre: Airports Responsible Officer: SM

213 of 262

PROJECT LIST - 2014-2023 CEMETERIES PROJECT(S) DESCRIPTION: Extension of cemetery, eastern and southern sections of the Moree Cemetery. This will be a staged project with extensions to be carried out as required. Asset upgrades - specific projects to be identified.

Est. to 30/06/13 PROJECT COST: New Lawn Sections (Sth & East) Asset Upgrades

Budget 2013/14

30,000

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

30,000 45,000

420,000

75,000

420,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

30,000

TOTAL COST TO COUNCIL 750,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5 - We manage our finances, assets and services effectively COUNCIL'S STRATEGIC RESPONSE: L5.4 - Maintain assets for their current purpose and for future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Cemeteries Responsible Officer: SM

214 of 262

PROJECT LIST - 2014-2023 ROAD SAFETY CAMPAIGNS PROJECT(S) DESCRIPTION: Campaigns as per needs identified in yearly action plan and negotiations with RMS and Road Safety Steering Committee Road Safety Month is a unique program to Moree Plains and Gwydir Shires that consists of a Youth Road Safety Expo for year 10 and 11 students, educational workshops for "L" and "P" plate drivers and numerous other events. It is supported by local community organisations such as schools, NSW Police Force and community service groups. Road Safety Month is held in August each year.

Est. to 30/06/13 PROJECT COST: Road Safety Campaigns Road Safety Month

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

15,000 5,000

15,000 15,000

75,000 75,000

-15,000

-75,000

5,000

15,000

75,000

TOTAL COST TO COUNCIL 140,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: S1 - Our community is a safe place; L3 - We are engaged and well informed

COUNCIL'S STRATEGIC RESPONSE: : S1.1 Take advantage of opportunities to increase safety in public places and on public roads; L3.2 - Use a broad range of communication strategies and tools to inform community members and other stakeholders

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Road Safety Responsible Officer: RSO

215 of 262

PROJECT LIST - 2014-2023 ROAD SAFETY PROJECT(S) DESCRIPTION: Shared Pathway - This project is to support the implementation of the Moree Bike Plan by providing education in the community about bicycle and pedestrian safety and the need to share the paths. It also includes the development and distribution of a shared pathway map for the town of Moree.

Est. to 30/06/13

Budget 2013/14

PROJECT COST: Shared Pathway Education

Budget 2014/15

Budget 2015/16

5,000

2,500

5,000

2,500

Budget 2016/17

Budget 2017/18

Budget > 2017/18

10,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

10,000

TOTAL COST TO COUNCIL 17,500 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: S1 - Our community is a safe place; L3 - We are engaged and well informed COUNCIL'S STRATEGIC RESPONSE: S1.1 Take advantage of opportunities to increase safety in public places and on public roads; L3.2 - Use a broad range of communication strategies and tools to inform community members and other stakeholders

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Road Safety Responsible Officer: RSO

216 of 262

PROJECT LIST - 2014-2023 WASTE WATER HOLDING PONDS PROJECT(S) DESCRIPTION: Construction of ponds 1, 2 and 3.

Est. to 30/06/13 PROJECT COST: Pond construction

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

1,670,000

645,000

-1,355,000 -315,000

-645,000

Budget 2015/16

Budget 2016/17

Budget 2017/18

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: E1. - The diversity of the natural environment is protected and supported

COUNCIL'S STRATEGIC RESPONSE: E1.1.- Identify and manage threats to our native flora and fauna E1.2 - Support the healthy function of our ecosystems and waterways.

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Design Responsible Officer: PDM

217 of 262

Budget > 2017/18

PROJECT LIST - 2014-2023 SES

PROJECT(S) DESCRIPTION: Contribution to Capital.

Est. to 30/06/13 PROJECT COST: Contribution to Capital

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

50,000

Budget > 2017/18

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

TOTAL COST TO COUNCIL 250,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L6 - We demonstrate leadership in the face of natural disaster

COUNCIL'S STRATEGIC RESPONSE: L6.2 - Provide effective disaster prevention/mitigation, emergency management and disaster recovery services

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: SES Responsible Officer: SM

218 of 262

PROJECT LIST - 2014-2023 STREET LIGHTING - ADDITIONAL LIGHTING PROJECT(S) DESCRIPTION:

Install flood lighting in crime hot spots as identified in the 2011 Safer by Design Police audit report. Locations include, pool precinct (railway station), Tourist Information Centre area, Jellicoe Park and Auburn Street adjacent to CBD.

Est. to 30/06/13 PROJECT COST: Additional Lighting/CCTV

85,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

35,000

-50,000

35,000

TOTAL COST TO COUNCIL 70,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: S1. - Our community is a safe place

COUNCIL'S STRATEGIC RESPONSE: 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

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Design Responsible Officer: PDM 219 of 262

PROJECT LIST - 2014-2023 DRAINAGE IMPROVEMENTS PROJECT(S) DESCRIPTION: Improvement and upgrades to village drainage. Work completed in Garah with assistance of RLCIP grant funds. Work to be completed in Pallamallawa 2013 and Boggabilla scheduled for completion in 2014.

Est. to 30/06/13 PROJECT COST: Asset Maintenance Upgrades

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

105,000

110,000

115,000

655,000

105,000

110,000

115,000

655,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

TOTAL COST TO COUNCIL 1,210,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5 - We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: L5.1 Manage our organisational resources, systems and processes responsibly; L5.4 Maintain assets for their current purpose and for future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Design/Works Responsible Officer: PDM

220 of 262

PROJECT LIST - 2014-2023 FLOODPLAIN MANAGEMENT - MOREE PROJECT(S) DESCRIPTION:

Flood study and 2D modelling is required to assist with planning of high hazard flood areas within Moree township. Flood gates on stormwater drains to reduce infiltration from the lesser events (November 2011) by preventing backflow into Iris Street south. Update Floodplain Risk Management Plan with results from Flood study.

Est. to 30/06/13 PROJECT COST: Study & 2D modelling Flood gates on s/w drains Update FRMP

250,000 20,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

Budget 2015/16

20,000 100,000

100,000

-180,000

-80,000

-66,667

90,000

40,000

33,333

Budget 2016/17

Budget 2017/18

TOTAL COST TO COUNCIL 163,333 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: L6 - We demonstrate leadership in the face of natural disaster

COUNCIL'S STRATEGIC RESPONSE: E6.2 Provide effective disaster prevention/mitigation, emergency management and disaster recovery services

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Design Responsible Officer: PDM 221 of 262

Budget > 2017/18

PROJECT LIST - 2014-2023 FLOODPLAIN MANAGEMENT - MUNGINDI PROJECT(S) DESCRIPTION:

Interpretive signage of river levels within the township, improved community flood preparation education, development of levee bank operational manual and upgrade of flood gates to be undertaken in 2013. Redo flood study without levee bank to determine extent of inundation. Upgrade the levee bank to the 1% AEP plus 1 metre in 2014.

Est. to 30/06/13 PROJECT COST: Upgrade Flood Gates and Operational Manual Redo Flood Study Mungindi Levee Upgrade

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

-26,667

13,333

650,000

-433,333

216,667

TOTAL COST TO COUNCIL 446,667 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: L6 - We demonstrate leadership in the face of natural disaster

COUNCIL'S STRATEGIC RESPONSE: E6.2 Provide effective disaster prevention/mitigation, emergency management and disaster recovery services

Approved by Director: Approved by Manex:

Budget > 2017/18

40,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

30/06/13 30/06/13

Section: Engineering Cost Centre: Design Responsible Officer: PDM 222 of 262

PROJECT LIST - 2014-2023 FLOODPLAIN MANAGEMENT - BOOMI PROJECT(S) DESCRIPTION:

Boomi - revise the flood study without the levee to determine the level of inundation in the township. Works required to be determined from study.

Est. to 30/06/13

Budget 2013/14

PROJECT COST: Boomi Levee Investigation

Budget 2015/16

Budget 2016/17

Budget 2017/18

-100,000

50,000

TOTAL COST TO COUNCIL 50,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: L6 - We demonstrate leadership in the face of natural disaster

COUNCIL'S STRATEGIC RESPONSE: E6.2 Provide effective disaster prevention/mitigation, emergency management and disaster recovery services

Approved by Director: Approved by Manex:

Budget > 2017/18

150,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2014/15

30/06/13 30/06/13

Section: Engineering Cost Centre: Design Responsible Officer: PDM 223 of 262

PROJECT LIST - 2014-2023 FLOODPLAIN MANAGEMENT - ASHLEY PROJECT(S) DESCRIPTION:

Commence a flood plain management study of Ashley in light of the November flood event.

Est. to 30/06/13 PROJECT COST: Ashley Flood Study

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

-33,333

16,667

TOTAL COST TO COUNCIL 16,667 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: L6 - We demonstrate leadership in the face of natural disaster

COUNCIL'S STRATEGIC RESPONSE: E6.2 Provide effective disaster prevention/mitigation, emergency management and disaster recovery services

Approved by Director: Approved by Manex:

Budget > 2017/18

50,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

30/06/13 30/06/13

Section: Engineering Cost Centre: Design Responsible Officer: PDM 224 of 262

PROJECT LIST - 2014-2023 TOWN ENTRANCE IMPROVEMENTS PROJECT(S) DESCRIPTION:

Create attractive and positive entry statements into Moree. This will include the North and South bypass entry routes and will create an eyeline to attract the appropriate through traffic into Moree.

Est. to 30/06/13

Budget 2013/14

PROJECT COST: Town Entrances

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

250,000

250,000 1,250,000

250,000

250,000 1,250,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

TOTAL COST TO COUNCIL 2,250,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: E3. - Our built environment - our towns and villages - are desirable places to be

COUNCIL'S STRATEGIC RESPONSE: E3.2 Improve the appearance of our town and villages

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Economic Development Responsible Officer: EDO 225 of 262

PROJECT LIST - 2014-2023 SHIRE WELCOME SIGNAGE PROJECT(S) DESCRIPTION:

Moree - Entrance signs for the five main entrance ways into Moree. Village - Entrance signs for Terry Hie Hie (x2), Boomi (x4), Mungindi (x1), Boggabilla (x1)

Est. to 30/06/13

Budget 2013/14

Budget 2014/15

PROJECT COST: Welcome Signage - Moree Welcome Signage - Villages Welcome Signs - Other

Budget 2015/16

Budget 2016/17

100,000

Budget 2017/18

Budget > 2017/18

75,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

100,000

75,000

TOTAL COST TO COUNCIL 175,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: E3. - Our built environment - our town and villages - are desirable places to be

COUNCIL'S STRATEGIC RESPONSE: E3.2 Improve the appearance of our town and villages

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Management & Admin Responsible Officer: SM 226 of 262

PROJECT LIST - 2014-2023 INSTALLATION OF FLOOD GAUGES PROJECT(S) DESCRIPTION:

During the last two (2) major flood events in November 2011 and February 2012, it was identified that it would be beneficial to have additional gauges installed on key river systems upstream to improve the level of river height information. This would mean that the residents of Moree, Mungindi, Pallamallawa, Terry Hie Hie, Biniguy and Yarraman, as well as rural property owners, would have more accurate information available to plan ahead when a major flood event is predicted.

Est. to 30/06/13 PROJECT COST: Flood Warning Devices

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

150,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-100,000

50,000

TOTAL COST TO COUNCIL 50,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: L6 - We demonstrate leadership in the face of natural disaster

COUNCIL'S STRATEGIC RESPONSE: L6.2 - Provide effective disaster prevention/mitigation, emergency management and disaster recovery services

Approved by Director: Approved by Manex:

21/03/12 30/06/12

Section: Engineering Cost Centre: Management & Admin Responsible Officer: SM 227 of 262

PROJECT LIST - 2014-2023 ASSET MANAGEMENT- BRIDGE INSPECTIONS PROJECT(S) DESCRIPTION:

2013/2014 & 2017/2018 - Conduct level 2 bridge inspections including a full condition assessment report that includes recommendations of repair and timeframe for completion on 47 bridge structures in Moree Plains Shire. Inspections would involve assessing the underdeck, bearings, piers at water line or ground level to ensure the structure and components are performing as designed. 2015/2016 - Conduct level 1 visual strucutrual inspections on 15 bridges which includes a condition assessment report for each bridge.

Est. to 30/06/13 PROJECT COST: Level 2 Bridge Inspections Level 1 Bridge Inspections

Budget 2014/15

Budget 2015/16

Budget 2016/17

55,000

Budget 2017/18

Budget > 2017/18

55,000 15,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-55,000

15,000

55,000

TOTAL COST TO COUNCIL 70,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: Ec2 - Our Shire has the infrastructure we need to support our economy; L5. We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: Ec2.1 - Provide a local road network that meets the Shireâ&#x20AC;&#x2122;s transport needs; L5.3 - Implement good practice in planning for future infrastructure needs; L5.4 Maintain assets for their current purpose and future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Asset Management Responsible Officer: AM 228 of 262

PROJECT LIST - 2014-2023 WALKWAYS AND CYCLEWAYS PROJECT(S) DESCRIPTION: Installation of a 2 meter wide concrete footpath/cycleway.

Est. to 30/06/13 PROJECT COST: Edward St-Heber-Albert Edward St-Anne-Adelaide Edward St-Albert-Victoria Edward St-Gwydir-Iris Edward St-Heber-Gwydir

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

100,000 75,000 75,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-50,000

50,000

-37,500

37,500

-37,500

37,500

TOTAL COST TO COUNCIL 125,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: 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 COUNCIL'S STRATEGIC RESPONSE: S1.1 - Take advantage of opportunities to increase safety in public places and on public roads; S4.1 - Provide access to diverse recreational and cultural opportunities; E3.1 - Enhance the character of our local area through good design and protection of Aboriginal and other heritage sites

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Design Responsible Officer: PDM

229 of 262

PROJECT LIST - 2014-2023 WALKWAYS AND CYCLEWAYS PROJECT(S) DESCRIPTION: Ongoing walkway/cycleway improvements conducted in conjunction with RMS as per the bike plan.

Est. to 30/06/13 PROJECT COST: Heber St-Edward-McKenzie Chester St-Albert-Heber Jellicoe Park-extend to Albert Albert St - Edward-Balo

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

112,500 112,500 50,000 125,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-56,250

56,250

-87,500

87,500

TOTAL COST TO COUNCIL 200,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: 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 COUNCIL'S STRATEGIC RESPONSE: S1.1 - Take advantage of opportunities to increase safety in public places and on public roads; S4.1 - Provide access to diverse recreational and cultural opportunities; E3.1 - Enhance the character of our local area through good design and protection of Aboriginal and other heritage sites

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Design Responsible Officer: PDM

230 of 262

PROJECT LIST - 2014-2023 WALKWAYS AND CYCLEWAYS PROJECT(S) DESCRIPTION: Ongoing walkway/cycleway improvements conducted in conjunction with RMS as per the bike plan.

Est. to 30/06/13

Budget 2013/14

Budget 2014/15

PROJECT COST: Brigalow Dr - Amaroo-Bohenia Amaroo Dr - 500m from Boston Amaroo Dr - 500m Sth Boston

Budget 2016/17

Budget 2017/18

Budget > 2017/18

25,000 125,000 125,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2015/16

-12,500

-62,500

12,500

62,500

TOTAL COST TO COUNCIL 137,500 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: 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 COUNCIL'S STRATEGIC RESPONSE: S1.1 - Take advantage of opportunities to increase safety in public places and on public roads; S4.1 - Provide access to diverse recreational and cultural opportunities; E3.1 - Enhance the character of our local area through good design and protection of Aboriginal and other heritage sites

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Design Responsible Officer: PDM

231 of 262

PROJECT LIST - 2014-2023 WALKWAYS AND CYCLEWAYS PROJECT(S) DESCRIPTION: Ongoing walkway/cycleway improvements conducted in conjunction with RMS as per the bike plan.

Est. to 30/06/13

Budget 2013/14

Budget 2014/15

PROJECT COST: Gwydir Hwy-Morton-Anne Gwydir Hwy-Anne-James Gwydir Hwy-James-causeway Gwydir Hwy- Causeway Anne-Adelaide Gwydir Hwy- Causeway to Yulunga

Budget 2016/17

Budget 2017/18

Budget > 2017/18

100,000 75,000 87,500 75,000 75,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2015/16

-100,000

-75,000

-87,500

-150,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: 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 COUNCIL'S STRATEGIC RESPONSE: S1.1 - Take advantage of opportunities to increase safety in public places and on public roads; S4.1 - Provide access to diverse recreational and cultural opportunities; E3.1 - Enhance the character of our local area through good design and protection of Aboriginal and other heritage sites

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Works Responsible Officer: PDM

232 of 262

PROJECT LIST - 2014-2023 DISABLED ACCESS IMPROVEMENTS

PROJECT(S) DESCRIPTION: Improvements to disabled access facilities within the shire.

Est. to 30/06/13 PROJECT COST: Disabled Access Improvements

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

25,000

125,000

25,000

125,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

TOTAL COST TO COUNCIL 250,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: 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

COUNCIL'S STRATEGIC RESPONSE: S1.1 - Take advantage of opportunities to increase safety in public places and on public roads; S4.1 - Provide access to diverse recreational and cultural opportunities; E3.1 - Enhance the character of our local area through good design and protection of Aboriginal and other heritage sites

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Works Responsible Officer: PDM

233 of 262

PROJECT LIST - 2014-2023 TIMBER BRIDGES - SR22 DINDIERNA PROJECT(S) DESCRIPTION: Negotiation a right of carriageway commencing approximately 8km from the intersection of SH28. In negotiating such arrangement Council could replace the timber bridge with a gravel causeway and pipe culvert (twin 600mm) and straighten up the road transfer all assets to the right carriageway. Council Res. 11/08/28. SR57 Stock Route- Dismantle and stack on site. SR137-Gurley Creek-Box Culvert Installed, works completed in June 2012. Mungindi Pedestrian Bridge- Remove exisitng deck to block off pedestrian traffic.

Est. to 30/06/13 PROJECT COST: SR 22 Dindierna SR57-Stock Route SR137-Gurley Creek

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

80,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-80,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: Ec2 - Our shire has the infrastucture we need to support our economy; L5 - We manage our finances, assets and services effectively. COUNCIL'S STRATEGIC RESPONSE: Ec2.1 - Provide a local road network that meets the Shire's transport needs; L5.4 - Maintain assets for their current purpose and for future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Works Responsible Officer: OM

234 of 262

PROJECT LIST - 2014-2023 SPORTSFIELDS PROJECT(S) DESCRIPTION: Extension to amenities at Boughton Oval. Asset upgrades - specific projects to be identified.

Est. to 30/06/13 PROJECT COST: Extension to amenties Asset Upgrades

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

50,000 200,000

200,000

200,000 1,200,000

200,000

200,000 1,200,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

50,000

TOTAL COST TO COUNCIL 2,050,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: 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 COUNCIL'S STRATEGIC RESPONSE: S4.1 Provide our communities with a range of sustainable services, facilities and amenities; E3.3 - Provide opportunities for the enjoyment of community spaces and places

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Design/Works Responsible Officer: OM

235 of 262

PROJECT LIST - 2014-2023 PARKS & GARDENS PROJECT(S) DESCRIPTION: Beautification of verges in the Moree business district. Asset upgrades - specific projects to be identified.

Est. to 30/06/13 PROJECT COST: Asset Maintenance Upgrades Town Beautification Tree Planting

Budget 2013/14

50,000 5,000

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

70,000 50,000

70,000 50,000 22,000

70,000 50,000

420,000 250,000

120,000

142,000

120,000

670,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

55,000

TOTAL COST TO COUNCIL 1,227,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: S4 - Our health and wellbeing provide for a satisfying and productive life; E3. Our built environment

COUNCIL'S STRATEGIC RESPONSE: S4.1 Provide our communities with a range of sustainable services, facilities and amenities; E3.3 - Provide opportunities for the enjoyment of community spaces and places

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Engineering Cost Centre: Design/ Works Responsible Officer: OM

236 of 262

PROJECT LIST - 2014-2023 GWYDIR DAY CARE PROJECT(S) DESCRIPTION:

- Build an additional playroom and associated amenities to cater for 20 preschool children and 2 staff. - Reseal of daycare carpark every 10 years, with linemarking required every 5 years. - Softfall replaced in playground on a 10 year cycle. Softfall in the babies' room replaced on a 5 year cycle. - Review playground to ensure it meets children developmental needs, upgrade playground equipment. - Shade reviewed every 10 years, replace/upgrade as necessary.

Est. to 30/06/13 PROJECT COST: New room Reseal Carpark & linemarking Softfall Renewal Playground upgrades Shade

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2018/19

400,000

25,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

3,000 10,000

10,000 25,000 30,000

30,000

-400,000

25,000

35,000

TOTAL COST TO GWYDIR DAY CARE 133,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES:

OUTCOME: S4 - Our health and wellbeing provide for a satisfying and productive life.

COUNCIL'S STRATEGIC RESPONSE: S4.2 - Provide our communities with a range of sustainable services, facilities and amenities.

Approved by Director: Approved by Manex:

30/06/11 30/06/11

Section: GDC Cost Centre: GDC Responsible Officer: CSM 237 of 262

13,000

PROJECT LIST - 2014-2023 STOP VALVE & WATER MAINS REPLACEMENT MUNGINDI PROJECT(S) DESCRIPTION: Mungindi township is in need of full replacement of all existing town water supply Stop Valves. The existing Stop Valves are in a deteriorated condition and their servicable life has exceeded their expected operating life. It is recommended that the town's Stop Valves are replaced on a staged basis over a six month period ensuring all Stop Valves are replaced in a timely and prioritised manner with as little disruption to customers as possible . In addition, existing Water Mains within Mungindi, specifically along the laneway between and parrallel to St Geroge St. and Walker St. (Crossing Narrabri, Wirrah and Bawon Sts.) are in need of replacement having reached their expected operational life. This Water Main is failing regularly requiring frequent and ongoing maintenance. Complete excavation, removal and replacement of all Water Main piping and fittings is requred .

Est. to 30/06/13 PROJECT COST: Stop valve and water main replacement works

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

130,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

130,000

TOTAL COST TO WATER FUND 130,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5. - We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: L5.4. - Maintain assets for their current purpose and for future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Water Cost Centre: Water Other Responsible Officer: WWM

238 of 262

PROJECT LIST - 2014-2023 MOREE BORE FIELD STRATEGY PROJECT(S) DESCRIPTION: Moree's town water supply is drawn from bores accessing the highest quality aquifers occurring in the alluvial sediments of the Lower Gwydir Groundwater Source. These bores are located immediately North West of Moree; with all bores varying in age, productive capacity, construction and condition. Reliable drinking water supply and quality is vital to the future expansion of Moree. In light of future climatic variablity and forecast future population growth, it is now thought prudent to undertake a comprehenisve investigation of the current condition of all bores and the capacity of these bores and the greater bore field to supply relaiable and good quality water to meet future town water needs.

Est. to 30/06/13 PROJECT COST: Strategy Delivery

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

55,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

55,000

TOTAL COST TO WATER FUND 55,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5. - We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: L5.3 - Implement good practice in planning for future infrastructure needs

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Water Cost Centre: Water Other Responsible Officer: WWM

239 of 262

PROJECT LIST - 2014-2023 MOREE BORE FIELD REHABILITATION & EXPANSION PROJECT(S) DESCRIPTION: As an output of the completion of the Moree Bore Field Strategy a range of findings related to the existing condition of the Moree bore field whole from a hydrogeological basis , the condition of individual bores within the Moree bore field and the need for additional bores to accommodate future growth in drinking water demand will be identified and actions addressed to ensure the ongoing sustainability of the Moree bore field. It is anticapated these finding s will be potentially inclusive of issues; firstly, related to bore maintenance (intended to preserve performance of bores and their component parts in good repair); secondly, bore rehabilitation (intended to repair a bore that has failed or is likely to fail) and thirdly, identification of suitable sites for expansion and installation of additional new bores to increase supply ensuring relaible longer-term town supply.

Est. to 30/06/13

Budget 2013/14

PROJECT COST: Bore Field Works

Budget 2014/15

Budget 2015/16

200,000

Budget 2016/17

Budget 2017/18

Budget > 2017/18

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

TOTAL COST TO WATER FUND 400,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5. - We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: L5.3 - Implement good practice in planning for future infrastructure needs

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Water Cost Centre: Water Other Responsible Officer: WWM

240 of 262

PROJECT LIST - 2014-2023 WATER - RESERVOIR MAINTENANCE PROJECT(S) DESCRIPTION: Comprehensive water reservoir maintenance works are to be undertaken and completed to protect and ensure the ongoing and reli able water supply from 10 town and village water supply resevoirs (Steel and Conrete). Water reservoir reservoirs included in the se works are Moree (Narrabri, Boundary, Boston and Adelaide St's, Jellicoe Park and Boradwater Depot), Boggabilla (Brown St.), Mungindi (Y arouah St.) and Pallamallawa (Blake St.).

The scope of works in this project includes reservoir internal repairs, internal protective coatings , roof replacements, ladder replacements, fencing, footpaving, hatch & davit upgrades, bird proofing, overflow pipe work and air venting as required on a case by case basis. completion of these works will ensure the reservoirs maintatin operational serviciability. Subject to regular mai ntenance these reservoirs can maintain operations for another 20 to 30 years.

Est. to 30/06/13 PROJECT COST: Reservoir Maintenance Mungindi reservoir Water Loss Mgmt

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

3,000,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-3,000,000

TOTAL COST TO WATER FUND 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5. - We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: L5.4 - Maintain assets for their current purpose and for future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Water Cost Centre: Water Reservoirs Responsible Officer: WWM

241 of 262

PROJECT LIST - 2014-2023 WATER - RESERVOIR PAINTING

PROJECT(S) DESCRIPTION: Following on from comprehensive water reservoir maintenance works undertaken during 2013/14, each of the same 10 town and village water supply reservoirs with undergo full external repairs and repainting for protection from external corrision and deterioration ensuring the long term structural integrity of all reservoirs protecting exteriors allowing them to acheive their maximum useful life . Moree (Narrabri, Boundary, Boston and Adelaide St's, Jellicoe Park and Broadwater Depot), Boggabilla (Brown St.), Mungindi (Yarouah St.) and Pallamallawa (Blake St.) water reservoirs will undergo full external repainting.

Est. to 30/06/13

Budget 2013/14

PROJECT COST: Narrabri St & Boundary St Boston & Jellicoe Broadwater Adelaide St

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

30,000 60,000 50,000

30,000 35,000

60,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

110,000

65,000

30,000

60,000

TOTAL COST TO WATER FUND 265,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5 - We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: L5.4 - Maintain assets for their current purpose and for future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Water Cost Centre: Water Reservoirs Responsible Officer: WWM

242 of 262

PROJECT LIST - 2014-2023 WATER - RESERVOIR PAINTING

PROJECT(S) DESCRIPTION: Following on from comprehensive water reservoir maintenance works undertaken during 2013/14, each of the same 10 town and village water supply reservoirs with undergo full external repairs and repainting for protection from external corrision and deterioration ensuring the long term structural integrity of all reservoirs protecting exteriors allowing them to acheive their maximum useful life . Moree (Narrabri, Boundary, Boston and Adelaide St's, Jellicoe Park and Boradwater Depot), Boggabilla (Brown St.), Mungindi (Yarouah St.) and Pallamallawa (Blake St.) water reservoirs will undergo full external repainting. .

Est. to 30/06/13

Budget 2013/14

PROJECT COST: Mungindi Boggabilla x 2 Pallamallawa

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

30,000 60,000 30,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

60,000

30,000

TOTAL COST TO WATER FUND 120,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5. - We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: L5.4 - Maintain assets for their current purpose and for future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Water Cost Centre: Water Reservoirs Responsible Officer: WWM

PROJECT LIST - 2014-2023 243 of 262

PROJECT LIST - 2014-2023 W&W TELEMETRY COMMUNICATION NETWORK RENEWAL PROJECT(S) DESCRIPTION: The existing telemetry system was originally installed within the Sewer Treatment Plant in 2000 and in the Water Treatment Plants in 2006. The telemetry sytem is currently faultering and experienceing many issues relating to reliable communications back to base (alerting problems within the water or sewer system), leaving MPSC vulnerable and potentially exposed to major health incidents. The main issue with the telemetry system is the repeating "Communications" error message which is likely an expression of one of potentially multiple issues eg aging telemetry equipement, lack of premeptive and regular maintenance, adverse climatic conditions and changing technology . The existing telemetry system requires a complete system benchmark, replace/renew program.

Est. to 30/06/13 PROJECT COST: Network Renewal

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

100,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

100,000

TOTAL COST TO WATER FUND 100,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5 - We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: L5.4 - Maintain assets for their current purpose and for future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Water Cost Centre: Water Other Responsible Officer: WWM

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PROJECT LIST - 2014-2023 SEWER - MAINS PROJECT(S) DESCRIPTION: It is planned to complete 15Km's of sewer main relining throughout various streets in both Moree (7.5kms) and Mungindi (7.5kms). This sewer relining work was delayed during the current financial year due to earlier flooding and the follow on impact on the workload for the MPSC Sewer Crew, as a consequence initial scheduled video exploratory work for the sewer mains did not occur. The current plan is to call in quotations/tenders for all sewer main video work and condition assessment both at Moree and Mungindi. Once the video work and condition assessment is complete tenders will be called for sewer main relining works to undertaken and completed, this will occur in a prioritised works schedule. Video work and condition assessment will commence immediately in July 2013. These works are funded from the Sewer Asset Replacement Reserve.

Est. to 30/06/13

Budget 2013/14

PROJECT COST: Relining

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

520,000

Budget > 2017/18

1,400,000

460,000

480,000

500,000

2,900,000

-1,200,000

-260,000

-280,000

-300,000

-320,000 -1,900,000

200,000

1,000,000

TOTAL COST TO SEWER FUND 2,000,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5 - We manage our finances, assets and services effectively

COUNCIL'S STRATEGIC RESPONSE: L5.4 - Maintain assets for their current purpose and future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Sewer Cost Centre: Sewer Mains Responsible Officer: WWM

PROJECT LIST - 2014-2023 245 of 262

PROJECT LIST - 2014-2023 PUMP STATION WH&S INVESTIGATION & IMPROVEMENT PROJECT(S) DESCRIPTION: There are existing WH&S concerns in relation to Sewer Pump Stations within and surrounding Moree. There are 3 larger pump stations (Anne, Gwydir and Warialda Sts.) and 6 smaller pump stations (Tycannah and Hassell St's., Downer Av., Jacaranda Dr. and Mehi and Stanley). Five of these pump stations have been identified as requiring immediate attention, with others requiring follow on prioritised works. The pump stations require the fixing of a range of structural and equipment issues (eg fixing the points on the davit arms). 3 specialists companies with expertise in sewerage pump station safety design have been invited to to Moree to inspect the above listed pump stations in lieu of submitting final quotiatons to undertake full WH&S repairs ensuring future compliance at all pump station sites.

Est. to 30/06/13 PROJECT COST: Pump Station WH&S investigation and works

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

100,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

100,000

TOTAL COST TO SEWER FUND 100,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5 - We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: L5.4 - Maintain assets for their current purpose and future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Sewer Cost Centre: Sewer Mains Responsible Officer: WWM

246 of 262

PROJECT LIST - 2014-2023 MOREE STP COMMUNICATIONS RENEWAL PROJECT(S) DESCRIPTION: The existing Moree STP Communications system for the operations and control of STP infrastrucutre is operating past its useable and expected life . The existing communications software requires replacement and the new installed software programmed by a specialist programmer. Software, product components, electrical installations and pre-installation programming will be undertaken in a scheduled manner to reinstate reliable communications and subsequent reliable daily operations of the STP infrastructure.

Est. to 30/06/13 PROJECT COST: Preplacement and programming of new software

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

60,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

60,000

TOTAL COST TO SEWER FUND 60,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5 - We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: L5.4 - Maintain assets for their current purpose and future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Sewer Cost Centre: Sewer Mains Responsible Officer: WWM

PROJECT LIST - 2014-2023 247 of 262

PROJECT LIST - 2014-2023 MOREE STP, INLET WORKS, BALANCE TANK REHABILITATION PROJECT(S) DESCRIPTION: The Inlet Works to the Moree Sewerage Treatment Plant (STP) was constructed in 1998 as part of the Moree STP augmentation. Sewerage collected in the reticulation system is pumped to the STP through pump stations and discharged into the Inflow Collection Chamber (Balance Tank) of the inlet works. The Balance Tank ensures that inflows into the inlet works builds up steadily and not in a wave when pump stations are pumping in unison. The inlet works comprises several components, the Inflow Collection Chamber (Balance Tank), Screens, Grit Removal facilities, Flow Measurement Installation and Bypass Channels and Overflows. Since the augmentation continious raw sewer flows into the inlet works have corroded the surface of the fully enclosed concrete Balance Tank which now requires rehabiliation works to reinstate the internal concrete surface of the Balance Tank to its original condition, ensuring the ongoing long term operation of this integral component with the STP inlet works.

Est. to 30/06/13 PROJECT COST: Rehabilitation works to Balance Tank

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

50,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-50,000

TOTAL COST TO SEWER FUND 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: L5 - We manage our finances, services and assets effectively

COUNCIL'S STRATEGIC RESPONSE: L5.4 - Maintain assets for their current purpose and future generations

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Sewer Cost Centre: Sewer Mains Responsible Officer: WWM

248 of 262

PROJECT LIST - 2014-2023 WASTE - REMEDIATE YARRAMAN LANDFILL PROJECT(S) DESCRIPTION: 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

Est. to 30/06/13 PROJECT COST: Yarraman Landfill

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

2,200,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

-2,200,000

TOTAL COST TO WASTE FUND 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: E1 - The diversity of the natural environment is protected and supported COUNCIL'S STRATEGIC RESPONSE: E1.1 - Identify and manage threats to our native flora and fauna

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Waste Cost Centre: Waste Disposal Responsible Officer: WO

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PROJECT LIST - 2014-2023 WASTE - TRANSFER STATIONS PROJECT(S) DESCRIPTION: Some rural (village) landfills are reaching capacity and an alternate disposal arrangement is needed - such as the construction of a waste transfer station (to replace existing disposal on site landfill) Locations of transfer stations will be determined by the outcome of the development of the Waste Strategy during 2013/14

Est. to 30/06/13 PROJECT COST: Mungindi Weemalah

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

30,000 25,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

30,000

25,000

TOTAL COST TO COUNCIL 55,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: S4 - Our health and wellbeing provide for a satisfying and productive life COUNCIL'S STRATEGIC RESPONSE: S4.2 - Provide our communities with a range of sustainable services, facilities and amenities.

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Waste Cost Centre: Waste Disposal Responsible Officer: WO

250 of 262

PROJECT LIST - 2014-2023 WASTE - WMF NEW CELL PROJECT(S) DESCRIPTION: Construct the second half of the waste cell at Moree Landfill. Time frame is based on original site design and "possibly" could be deferred for another year, pending review of management and future design which will be carried out during 2013/14.

Est. to 30/06/13 PROJECT COST: New Cell

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

Budget 2013/14

Budget 2014/15

2,500,000

1,400,000

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

-2,500,000 -1,400,000

TOTAL COST TO COUNCIL 0 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: S4 - Our health and wellbeing provide for a satisfying and productive life

COUNCIL'S STRATEGIC RESPONSE: S4.2 - Provide our communities with a range of sustainable services, facilities and amenities.

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Waste Cost Centre: Waste Disposal Responsible Officer: WO

251 of 262

PROJECT LIST - 2014-2023 MOREE WMF - GROUNDWATER MONITORING BORES PROJECT(S) DESCRIPTION: As part of Moree's Waste Management Facility (WMF) operations, MPSC is required to ensure they meet and adhere to all EPA Lic ensing requirements, this includes groundwater assessment monitoring requirements. The aim of landfill groundwater monitoring is to assess present environmental risk due to landfill leachate contamination of groundwater and surface water. Three distinct phases of groundwater monitoring for landfills are commonly recognised; site characterisation, detection monitoring and assessment monitoring. This project seeks to continue our program of WMF groundwater monitoring to ensure compliance with our EPA Licence. As reque sted by the EPA, drywater monitoring bores must be decommissioned, new groundwater monitoring bores installed extending the current n etwork of bores, existing water bearing bores continued to be monitored and bore logs submitted as part of our ongoing robust monito ring program which is currently in place for protection of groundwater.

Est. to 30/06/13 PROJECT COST: Monitoring of groundwater

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget > 2017/18

80,000

PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94

COST TO COUNCIL:

80,000

TOTAL COST TO WASTE FUND 80,000 DELIVERY PROGRAM / OPERATIONAL PLAN OUTCOMES & STRATEGIC RESPONSES: OUTCOME: S4 - Our health and wellbeing provide for a satisfying and productive life COUNCIL'S STRATEGIC RESPONSE: S4.2 - Provide our communities with a range of sustainable services, facilities and amenities

Approved by Director: Approved by Manex:

30/06/13 30/06/13

Section: Waste Cost Centre: Waste Disposal Responsible Officer: WO

252 of 262

Community Funding - Summary The Community Funding area of Council's budget comprises Council Events, Donations, Sponsorships and Community Programs. An annual budget allocation is made to this area in total and subsequently split amongst the different areas. Council will allocate most of this funding during the budget process prior to the start of the financial year. However there will be a balance available for Council to allocate during the course of the year (previously known as Council Various Projects Fund), based on Councillor recommendations, requests from the public etc. 234.04

BUDGET 2012/2013

PROPOSED BUDGET 2013/2014

522,000.00

348,000.00

207,000.00 29,080.00 25,000.00 168,900.00

87,700.00 47,780.00 25,000.00 107,500.00

429,980.00

267,980.00

BUDGET 2012/2013

PROPOSED BUDGET 2013/2014

UNALLOCATED Available for Allocation Allocated

92,020.00

80,020.00

Balance available for allocation

92,020.00

80,020.00

Description TOTAL AVAILABLE BUDGET AT START OF YEAR

ORIGINAL BUDGET Events Donations Sponsorships Community Programs

Description

SECTION 356 OF THE LOCAL GOVERNMENT ACT 1993 STATES: (1) A council may, in accordance with a resolution of the council, contribute money or otherwise grant financial assistance to persons for the purpose of exercising its functions. (2) A proposed recipient who acts for private gain is not ineligible to be granted financial assistance but must not receive any benefit under this section until at least 28 days' public notice of the council's proposal to pass the necessary resolution has been given.

253 of 262

Community Funding - Events

Donation Description ORIGINAL BUDGET Development of Multicultural Initiatives Highlight Disability Awareness Week Develop Main Street Christmas Festival NAIDOC Week Seniors Week Volunteer of the Year Awards Australia Day ANZAC Day Carols by Candlelight Main Street Banners New Years Eve Fireworks Display Pool Promotions (Previous Year - Country Week) Christmas Light Competition Movies in the Park Harmony Day Town Crier Welcome to Moree - Morning Tea Vibe Alive Festival Healing Waters Festival

BUDGET 2012/2013

PROPOSED BUDGET 2013/2014

5,000.00 1,500.00 26,500.00 4,100.00 4,100.00 3,000.00 10,000.00 2,500.00 5,000.00 15,600.00 20,000.00 30,000.00 3,000.00 2,000.00 8,700.00 2,000.00 2,000.00 7,000.00 55,000.00

5,000.00 1,500.00 26,500.00 4,100.00 4,100.00 2,000.00 6,000.00 2,500.00 6,000.00 10,000.00 10,000.00

207,000.00

87,700.00

0.00

1,000.00 2,000.00 5,000.00 2,000.00 -

FUNDED FROM UNALLOCATED

254 of 262

Community Funding - Donations

Donation Description ORIGINAL BUDGET Arts North West Indigenous Ball Cotton Trade Show Donation Pallamallawa School of Arts and War Memorial hall Educational Facilities - Award Nights Berrigill Creek Sporting Club Royal Far West Mungindi Border Rifle Club Moree Caledonian Society (Pipe band) Westpac Rescue Helicopter Stewart House Moree Aero Club Lions Ladies Moree Botanic Gardens Society

FUNDED FROM UNALLOCATED C Hammond - from previous year Gwydir Mobile Children's Services - Boomi Moree Domestic Violence Action Team - Expo Pallamallawa Sport & Rec Reserve Trust Mungindi Central School Murri Gaba Nginda Corroboree Awards Bread of Life Fellowship Relay for Life 2013 - gift vouchers Toomelah Public School -Centenary Day Celebrations Banner - St Philomena's Spring Fair Northcott Disability Service - Walk With Me Moree Lions Ladies Moree & District Band Incorporated - Hall Hire Country Women's Association - Hall Hire Moree Junior Rugby League Blazeaid Coonabarraban Appeal Mungindi Truck Pull Reunion Moree Hospital Oncology Clinic Northern Alliance Group Moree Better Access Program

BUDGET 2012/2013

PROPOSED BUDGET 2013/2014

7,800.00 2,000.00 1,000.00 2,700.00 2,000.00 850.00 2,500.00 730.00 2,000.00 5,000.00 2,500.00

7,800.00 2,000.00 2,700.00 2,000.00 850.00 2,500.00 730.00 3,000.00 5,000.00 2,500.00 3,000.00 700.00 15,000.00

29,080.00

47,780.00

1,000.00 2,000.00 2,000.00 5,000.00 200.00 1,500.00 100.00 60.00 1,065.48 3,753.00 194.00 618.00 618.00 1,000.00 1,500.00 5,000.00 500.00 5,000.00 326.00 804.00 32,238.48

255 of 262

0.00

Community Funding Sponsorships Donation Description ORIGINAL BUDGET Moree Town Band Donation

FUNDED FROM UNALLOCATED Moree Relay for Life Friendly Faces Helping Hands NSW Rural Doctors Network Bush Bursary(CWA) Mungindi Matters Domestic Violence Cup Carnival Moree Show Society

BUDGET 2012/2013

PROPOSED BUDGET 2013/2014

25,000.00

10,000.00 2,000.00 3,300.00 3,300.00 2,500.00 5,000.00 26,100.00

0.00

Community Funding Community Programs Donation Description ORIGINAL BUDGET Youth Council (Includes Moree Superstar) Crime Prevention Committee Disabled Access Committee Border Towns Crime Prevention Social Plan Young Endeavour Community Development Fund Provision of Surgeons Services to Moree

BUDGET 2012/2013

1ST QUARTER

42,000.00 10,000.00 3,100.00 10,000.00 5,000.00 6,300.00 25,000.00 67,500.00

42,000.00 10,000.00 500.00 10,000.00 45,000.00

168,900.00

107,500.00

0.00

FUNDED FROM UNALLOCATED

256 of 262

2ND QUARTER

3RD QUARTER

4th QUARTER

Roads & Facilities Maintenance With the continuing focus on sustainable management of Council assets we are changing the way we capture expenditure on our assets. This is via the use of Work Orders. Work Orders allow for expenditure to be linked to our ledger as well as our asset register, giving an additional level of reporting. Going forward this will allow managers to drill down to find the expenditure incurred on a particular asset (e.g a road, street, bridge) in any given year, both in maintenance and capital. From a budget point of view, the categorisation of expenditure has changed to align with the tasks carried out on each of the asset categories.

2011/2012

2012/2013

2013/2014

2014/2015

Total Allocated

45,495 321,296 47,886 141,122 356,551 54,278 94,536 10,856 0 0 1,072,018

37,334 344,273 53,543 146,936 358,970 56,514 75,651 20,000 0 0 1,093,222

38,835 358,112 55,696 152,843 373,401 58,786 78,692 20,804 0 0 1,137,169

40,396 372,509 57,935 158,987 388,412 61,149 81,856 21,640 0 0 1,182,884

Total Allocated

12,167 23,882 39,799 9,227 60,000 0 17,369 0 0 0 162,445

11,051 25,651 47,260 9,607 65,000 0 18,084 0 0 0 176,655

11,495 50,000 49,160 9,994 67,613 0 18,811 0 0 0 207,073

11,958 52,010 51,136 10,395 70,331 0 19,568 0 0 0 215,398

Description URBAN - MOREE Asset Management Road Surface Repairs Shoulder Maintenance Markings & Furnishings Cleaning & Litter Collection Kerb & Gutter Footpaths Traffic Islands Vandalism Emergency

URBAN - MUNGINDI Asset Management Road Surface Repairs Shoulder Maintenance Markings & Furnishings Cleaning & Litter Collection Kerb & Gutter Footpaths Traffic Islands Vandalism Emergency

257 of 262

Roads & Facilities Maintenance cont.

2011/2012

2012/2013

2013/2014

2014/2015

Total Allocated

11,638 25,511 30,195 6,513 53,000 2,171 16,283 0 0 0 145,311

10,522 26,217 40,811 6,782 58,000 2,261 16,954 0 0 0 161,546

10,945 37,000 42,452 7,054 60,332 2,351 17,636 0 0 0 177,770

11,385 38,487 44,159 7,338 62,757 2,446 18,345 0 0 0 184,917

Total Allocated

14,812 28,767 21,298 9,227 0 0 5,428 0 0 0 79,532

12,464 29,347 17,651 9,607 0 0 5,651 0 0 0 74,721

12,965 30,526 18,361 9,994 0 0 5,879 0 0 0 77,725

13,486 31,754 19,099 10,395 0 0 6,115 0 0 0 80,849

1,459,306 $

1,506,144 $

1,599,737 $

Description URBAN - BOGGABILLA Asset Management Road Surface Repairs Shoulder Maintenance Markings & Furnishings Cleaning & Litter Collection Kerb & Gutter Footpaths Traffic Islands Vandalism Emergency

URBAN - VILLAGES Asset Management Road Surface Repairs Shoulder Maintenance Markings & Furnishings Cleaning & Litter Collection Kerb & Gutter Footpaths Traffic Islands Vandalism Emergency

TOTAL ALLOCATION - URBAN ROADS

258 of 262

1,664,048

Roads & Facilities Maintenance cont.

2011/2012

2012/2013

2013/2014

2014/2015

Total Allocated

59,249 224,709 492,841 181,655 82,502 0 0 1,040,955

68,834 196,954 500,000 205,351 73,039 0 0 1,044,178

71,601 204,872 520,100 213,606 75,975 0 0 1,086,154

74,480 213,108 541,008 222,193 79,029 0 0 1,129,818

Total Allocated

37,030 266,813 402,000 1,531,274 184,268 48,850 0 0 2,470,236

54,580 260,211 466,029 1,039,855 170,580 50,862 0 0 2,042,117

56,774 270,672 350,000 1,081,657 177,437 52,907 0 0 1,989,447

59,057 281,553 364,070 1,125,139 184,570 55,034 0 0 2,069,423

Description RURAL - SEALED Asset Management Drainage Road Surface Repairs Shoulder Maintenance Markings & Furnishings Vandalism Emergency

RURAL - UNSEALED Asset Management Drainage Gravel Resheeting Road Surface Repairs Shoulder Maintenance Markings & Furnishings Vandalism Emergency

TOTAL ALLOCATION - RURAL ROADS

$ 3,511,191.39 $ 3,086,295.33 $ 3,075,601.00 $ 3,199,241.00

259 of 262

Roads & Facilities Maintenance cont.

2011/2012

2012/2013

2013/2014

2014/2015

Total Allocated

95,191 19,986 13,381 10,271 138,830

116,111 26,116 11,735 10,500 164,461

119,652 26,913 12,093 10,820 169,478

123,301 27,733 12,461 11,150 174,645

Total Allocated

669,997 288,222 423,202 100,418 51,327 43,963 342,796 1,919,926

658,637 370,288 423,825 114,272 46,805 52,602 342,448 2,008,878

678,725 381,582 436,752 117,757 48,233 54,206 352,893 2,070,148

699,426 393,220 450,073 121,349 49,704 55,859 363,656 2,133,287

Total Allocated

54,002 54,002

55,791 55,791

58,034 58,034

60,367 60,367

Total Allocated

60,380 60,380

657,635 657,635

622,350 622,350

584,287 584,287

Description STORMWATER Moree Mungindi Boggabilla Villages

OPEN SPACES Moree Moree Sportsfields Moree Parks Vacant Land Mungindi Boggabilla Villages

BRIDGES

OTHER (LOAN REPAYMENTS, RESERVES)

TOTAL ALLOCATION - ROADS & FACILITIES

$ 7,143,635.23 $ 7,479,204.14 $ 7,595,348.00 $ 7,815,875.00 7,083,255

260 of 262

6,821,569

6,972,998

7,231,588

Moree Plains Shire Council Level 2 Max Centre Arcade 30 Heber Street Moree NSW 2400

Telephone: (02) 6757 3222 Fax: (02) 6752 3934 Email: council@mpsc.nsw.gov.au

Postal Address: PO Box 420 Moree NSW 2400

Web: www.mpsc.nsw.gov.au Facebook: www.facebook.com/MoreePlainsShireCouncil Twitter: https://twitter.com/moreeshire

Adopted by Council on 27 June 2013