Moree Plains Delivery Program and Operational Plan
Delivery Program 2014–2017 Operational Plan 2014- 2015 1 of 256
Strategic Planning Framework The Community Strategic Plan identifies the long term aspirations our communities want to see delivered in Moree Plains Shire. The Strategic Plan stretches beyond the next ten years, identifying the outcomes and long term strategic responses needed to achieve the agreed directions. It demands strong leadership from Council in working with others to grow our Shire into the future.
The Resourcing Strategy outlines Council’s capacity to manage assets and deliver services over the next ten years. The Resourcing Strategy includes three key elements – a Workforce Plan, an Asset Management Strategy, and a Long Term Financial Plan.
The Long Term Financial Plan provides a framework within which we can assess our revenue building capacity to meet the activities and level of services outlined in our Community Strategic Plan. It provides an opportunity for early identification of financial issues and any likely impacts in the longer term. It also confirms that we can remain financially sustainable into the future.
The Delivery Program and Operational Plan is the document that guides the organisation’s work program over the Council’s four-year term. The document sets out clear priorities, ongoing activities and specific actions Council will undertake to achieve the community’s outcomes.
The Asset Management Strategy is a key element of the Resourcing Strategy. The strategy provides a better understanding of how to align the asset portfolio so that it best meets the service delivery needs of the local community, both now and in the Future.
The Community Engagement Strategy outlines how Council engages with its communities and relevant stakeholders in order to develop and finalise the Community Strategic Plan. Over time the Community Engagement Strategy will be reviewed to outline how Council will ensure regular engagement and discussion with our communities about their needs and aspirations for Moree Plains Shire.
The Workforce Plan helps Council meet the community’s priorities and aspirations, as expressed in the Community Strategic Plan, by ensuring the right people are in the right places with the right skills doing the right jobs at the right time. The Workforce plan enables us to plan our future workforce needs to deliver the goals we, and the community, have set for us.
There is more information on how the documents work together, and how we will measure our success, on pages 10–13 of this Delivery Program and Operational Plan. 2 of 256
Contents Strategic Planning Framework
2
Section 1 – Introduction Our Vision, Mission and Values
4
Welcome
5
Our Council
6
Our Councillors
7
Leadership Team
8
Our Priorities
9
How the Documents Work Together
10
How We Measure Our Success
12
Section 2 – Program Area Plans and Budgets Program Areas and Responsibilities
16
Key to Responsible Officers
21
Program Areas
22
Section 3 – Financial Information Revenue Policy
76
Fees and Charges
117
Budget 2015–2017
159
Capital and Operating Projects – Summary
164
Additional Budget Information
165
– Capital and Operating Projects – Details
170
– Community Funding Summary
250
– Roads and Facilities Maintenance
254
3 of 256
Vision, Mission and Values Our Organisational Vision Moree Plains Shire is a strong, robust community that provides a relaxed, healthy and harmonious lifestyle with an economy that supports the local region and preserves the important environmental qualities of our area.
Our Organisational Mission Moree Plains Shire Council’s mission is to lead the way in fostering a healthy, positive and well-resourced community.
Our Organisational Values Commitment: working hard to get the job done. Integrity: being open and honest in our dealings. Partnerships: working together with the community. Protection: ensuring our activities do not impact on the health, safety or welfare of our stakeholders. Respect: valuing the feelings, opinions and needs of others. Service: giving our best to the community.
Our Community Vision Blessed by the Plains’ rich black soils and artesian waters, Shire residents enjoy a vibrant rural economy, have a deep cultural connection to Country, and harbour a deep respect for their place and each other in such a way as to impress newcomers.
Our Community Values Celebrate our cultural diversity: Moree Plains gains so much from the diversity of its people. Celebrate and embrace our differences by working together: a real sense of opportunity is evident within the Shire and residents work together to improve their quality of life. A country lifestyle: residents have a commitment to maintaining a relaxed and tranquil community, ensuring that the Shire is a great place to raise a family. An engaged community: there is an understanding that our vision cannot be achieved without involvement and contribution from the entire community.
Statement of Recognition of Moree Plains Shire’s Aboriginal Cultural Heritage
Council values the unique status of Aboriginal people as the original custodians of lands and waters, including the land and waters of Moree Plains Shire. We work together for a united Australia and Shire that respects this land of ours, that values the diversity of Aboriginal cultural heritage, and provides justice and equity for all.
4 of 256
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.
5 of 256
Our Council Scale of Moree Plains Shire Council Customer Service Centres
3
Depots
4
Budget (approx)
$56.3M
Workforce
220FTE
Community Facilities Public Halls/Community Centres
14
Central and Branch Libraries
3
Regional Art Gallery
1
Dhiiyaan Indigenous Centre
1
Public Toilets and Amenity Blocks
15
Airport and Airstrips
3
Cemeteries
5
Land Use Natural Areas
24,288ha
Children’s Services Day Care and Preschool
1
Sporting Facilities Sporting Fields
8
Swimming Complexes
3
Roads Infrastructure Road Lengths
2,893km
Footpath Lengths
31km
Kerb and Gutter Lengths
86km
Car Parks Bridges
5 49
6 of 256
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
7 of 256
Leadership Team .
The General Manager is supported by a Management Executive Team (MANEX) made up of three Directors, one Group Manager and the Executive Projects Manager. MANEX, which focusses on longer term planning for Moree Plains Shire, is backed up by a group of capable Managers and staff. As each local government is forced to compete with more than 500 councils across Australia for funding and resources, it is vital that Moree Plains Shire Council proactively seeks opportunities as well as establishing networks and connections that will ensure the Shire is strongly positioned to receive infrastructure and services our residents need and deserve. David Aber General Manager
Mitchell Johnson Director Corporate Services
Ian Dinham Director Engineering Services
David Wolfenden Water and Waste Manager
Lester Rodgers, Director Planning and Development
John Carleton Executive Projects Manager
8 of 256
Moree Plains Shire Council
Executive Projects
Water and Waste Business Unit
Waste Operations
Planning and Development Services
Engineering Services
Water and Sewer Operations
Works Management
Engineering Support
Asset Management
Integrated Planning and Reporting
Corporate Services
Human Resources
Payroll
Library Services
Financial Services
Information Services
Stores
Workshop
Customer Service
Dhiyaan Unit
Return to Work and WH&S
Client Services and Risk
Project and Development Management
Gwydir Day Care & Preschool
Shire Pools
Contracts, Land, Leases, Licences and S. 355 Committee’s
North West Weight of Loads Cemeteries
Urban Areas
Unsealed Roads
Airports
Sealed Roads
Environmental Planning and Building Control
Construction
Noxious Weeds
Ranger Services
Community Development
Building Maintenance Services
Open Space
Artesian Water Country
Our Priorities As part of our commitment to continual improvement, in 2011 Council engaged independent consultants to undertake a Community Satisfaction survey. We wanted to make sure our reporting focused on those issues that are of the greatest concern to our community. The process was also a timely opportunity to verify the outcomes of the extensive community and stakeholder engagement we undertook in preparing our Moree Plains 2030 Community Strategic Plan and Delivery Program 2010–2013.
Not surprisingly, the community’s highest priority is the condition of the local road network. Roads are important, not only economically but also socially; they are the means by which our geographically separated community members are connected.
The Shire has a network of 2,893km of roads and does not have the population/rate base to generate sufficient revenue to maintain them to a standard that satisfies our community. Nevertheless, we have invested considerable resources into The review identified 12 high priority issues as detailed in the road maintenance over the past few years and will continue diagram below. These were consistent with the priorities to do so into the foreseeable future. raised during the development of the Moree Plains 2030 Community Strategic Plan, and will continue to guide our Our efforts over the next four years will also be directed strategic planning directions. towards the other priorities highlighted by our community.
12. Community input into Council decisionmaking
1. Condition of local road network/ Maintaining local roads
2. Provision of information to the community
3. Parks and playgrounds
11. Swimming pools
10. Flood protection and preparedness
4. Financial management
Shared Priorities
5. Long-term planning for the Shire
9. Supporting local jobs and businesses
8. Advocacy on behalf of the community
7. Waste management/ minimisation/ recycling
9 of 256
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
10 of 256
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.
11 of 256
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
12 of 256
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 256
DET: Department of Education and Training DPI: Department of Planning and Infrastructure MPSC: Moree Plains Shire Council RDANI: Regional Development Australia, Northern Inland
14 of 256
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
16
Key to Responsible Officers
21
Administration – Asset Management Administration – Communication and Community Relations
22 24
Administration – Corporate Risk
26
Administration – Corporate Strategic Planning and Reporting
28
Administration – Corporate Support
30
Administration – Finance
32
Administration – Governance
34
Administration – Human Resources
36
Administration – Major Projects
39
Community Services and Education
40
Construction
43
Economic Development
45
Environment
50
Housing and Community Amenities
55
Public Health
58
Public Order and Safety
60
Recreation and Culture
64
Sewerage Services
67
Transport
69
Water Supplies
73
15 of 256
Program Areas and Responsibilities General Manager – David Aber Directors – Lester Rogers, Ian Dinham and Mitchell Johnson Group Managers – 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
Integrated Planning & Reporting Manager
Corporate Services – Financial Services 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
Integrated Planning & Reporting Manager Corporate Services – Financial Services Manager
ADMINISTRATION – CORPORATE SUPPORT Corporate Support
Information Technology Records Management Administrative Support Services
Information Services 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
16 of 256
Executive – Human Resources Manager
Executive – Human Resources Manager Executive – Aboriginal Employment and Career Pathway Coordinator
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
17 of 256
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
Monitoring and Control Advice to Landholders Cross Border Liaison Roadside Vegetation Management Systems Gravel Pits Reporting Pollution Monitoring
Planning and Development – Chief Weeds Officer
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 Noxious Plants
Environmental Management
18 of 256
Engineering – Asset Manager, Project and Development Manager and Operations Manager Planning and Development – Assessment Manager
Unit
Program
Service
Department and Manager
HOUSING AND COMMUNITY AMENITIES Land Use 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
PUBLIC HEALTH
PUBLIC ORDER AND SAFETY
19 of 256
Unit
Program
Service
Department and Manager
Community Libraries
Library Information Access Outreach Services Local History
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 Executive – Aboriginal Employment and Career Pathway Coordinator Engineering – Asset Manager, Operations Manager, Project and Development Manager Corporate Services –Director of Corporate Services and Client Services Manager
RECREATION AND CULTURE
Community Halls
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
Swimming Pools Parks and Gardens
Corporate Services –Director of Corporate Services and Client Services Manager Planning and Development – Building Superintendent Corporate Services –Director of Corporate Services and Client Services Manager Executive – Integrated Planning & Reporting Manager Executive – Aboriginal Employment and Career Pathway Coordinator Engineering – Operations Manager and Project and Development Manager Corporate Services – Client Services Manager 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
20 of 256
Key to Responsible Officers Abbreviation
Responsible Officers within Council
AEO
Aboriginal Employment and Careers Pathway Coordinator
AssetM
Asset Manager
AssessmentM
Assessment Manager
BS
Building Superintendent
CommO IPRM
Communications Officer Integrated Planning & Reporting Manager
CSM
Client Services Manager
DCS
Director of Corporate Services
DES
Director of Engineering Services
DP&D
Director of Planning and Development
ExecCo
Executive Coordinator
EDO
Economic Development Officer
EPM
Executive Projects Manager
FM
Financial Services Manager
GM
General Manager
HRM
Human Resources Manager
HRO
Human Resources Officer
PAYO
Human Resources Payroll Officer
IT-AO
Information Technology Application Officer
ISM
Information Services Manager
NA
Network Administrator
OM
Operations Manager
ProjDevM
Project and Development Manager
PE
Program Engineer
PO
Planning and Development Projects Officer
Ranger
Ranger and Stock Impounding
RA RecC
Revenue Accountant Records Coordinator
RSO
Road Safety Officer
RTWO
Return to Work Officer
SE
Services Engineer
ESM
Engineering Support Manager
SSDO
Senior Strategic Development Officer
WO WSM WSE
Waste Officer Water Services Manager Water Service Engineer
CO/WW
Web Writer
WWM
Water and Waste Manager
21 of 256
Program
Administration – Asset Management
Directors
Director of Corporate Services – Mitchell Johnson (DCS) Director of Engineering Services – Ian Dinham (DES)
Presentation - David Burns Links to Com m unity Strategic Plan Com munity Priority/Core Service
Outcom e
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 Asset Managem ent
Responsible 2013-2014 Officer
Manage and maintain Council’s asset management system Review and update the Asset Management Policy Review and update the Asset Management Strategy Implement strategies outlined in the Asset Management Strategy Prepare Asset Management Plans for all of Council’s physical assets Upgrade the data collection process to an electronic mobile system Light Fleet Managem ent
2014-2015
2015-2016
2016-2017
AssetM
TO
2014-2015
2015-2016
2016-2017
AssetM AssetM AssetM AssetM
Responsible 2013-2014 Officer
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 Corporate Support
ESM
FM/ESM
ESM
CSM
2014-2015
2015-2016
2016-2017
Responsible 2013-2014 Officer
Manage and maintain Council’s Geographical Information System (GIS) Develop and implement an Operational/Risk Management Plan for the GIS Develop 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 �
AssetM
GISO
GISO
ProjDevM
CSM
CSM/EDO
CSM
CSM
Indicators • • • •
Completion of Asset Management Plans for all of Council’s physical assets Completion of an annual Asset Management Maturity Assessment 40 light vehicles are changed over each financial year 100% of the fleet registered by Common Expiry Dates (being the last day of each financial quarter)
22 of 256
�������� ��������� ��������� Adm inistration Budget
2013-2014
2014-2015
2015-2016
27,953,452 8,259,270
8,,491,497
8,528,290
8,751,113
Net result
19,694,182
19,830,656
20,296,349
20,741,237
Capital expenditure
2,552,893
1,765,046
3,333,276
2,009,752
28,322,152
28,824,639
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 Operating Expenditure
Bold = Priority
= Activity or Task
23 of 256
P = Budgeted Project
29,492,350
Program
Administration – Communication and Community Relations
Group Manager
Integrated Planning & Reporting Manager
Presentation - David Burns Links to Com m unity Strategic Plan Com munity Priority/Core Service
Outcom e
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 Com m unication and Engagem ent 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
24 of 256
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
IPRM
CommO
IPRM
CommO
CO/WW CommO
IPRM
CO/WW
IPRM
IPRM
IPRM
IPRM CommO
Custom er 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
RA
RA
RA
RA
RA
IPRM
RA
RA
ESM
� Indicators • 5% increase in community engagement activities (surveys, community meetings, Council Meeting Forums, Facebook) annually. • Each time the Community Satisfaction Surveys are conducted, levels of overall satisfaction increase by a minimum of 2%, along with 2% increases in at least 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 • 100% compliance with Customer Service Charter 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 23. ���
25 of 256
= Ongoing Activity
= Activity or Task
Bold = Priority
P = Budgeted Project
Program
Administration – Corporate Risk
Director
Director of Corporate Services – Mitchell Johnson (DCS)
Presentation - David Burns Links to Com m unity Strategic Plan Com munity Priority/Core Service
Outcom e
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 Managem ent 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 Insurance
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
CSM
CSM
P
CSM
P
CSM
Responsible 2013-2014 Officer
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 Contract Managem ent
2015-2016
2016-2017
CSM
CSM
CSM
DCS
Responsible 2013-2014 Officer
Maintain register of material Council contracts Investigate all third party contractors to ensure appropriate licences, tickets, certificates and qualifications are held and maintained in respect to the relevant contract Investigate implementation of an electronic contract management system �
2014-2015
2014-2015
2015-2016
2016-2017
CSM
CSM
CSM
Indicators • 1% reduction in Council insurance claims. ���� Program Budget The budget for Administration covers all administration functions, including this Program Area. Please refer to the Administration Budget contained in the Administration – Asset Management Program Area on page 23. ���
26 of 256
= Ongoing Activity
= Activity or Task
Bold = Priority
P = Budgeted Project
27 of 256
Program
Administration – Corporate Strategic Planning and Reporting
Group Manager
Integrated Planning & Reporting Manager
Presentation - David Burns Links to Com m unity Strategic Plan Com munity Priority/Core Service
Outcom e
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 Integrated Planning In accordance with obligations as outlined in the Local Government Act 1993, and in consultation with stakeholders, develop and im plement the: 1. Com munity Strategic Plan 2. Com munity 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 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. Hold a minimum of two Council meetings each year, externally at either of Mungindi, Boomi, Boggabilla and Moree.
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
IPRM
IPRM
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
IPRM
IPRM
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)
IPRM
Publish an Annual Report by 30 September each year
IPRM
Host a round of ‘Report to the Community’ meetings annually during the second quarter of each financial year
DCS
28 of 256
Indicators • •
80% approval rating for community survey results of Community Strategic Plan vision, themes, outcomes and strategies 100% compliance with legislation related to Integrated Planning and Reporting
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 23. ��� ������ ���������
= Ongoing Activity
= Activity or Task
29 of 256
Bold = Priority
P = Budgeted Project
Program
Administration – Corporate Support
Group Manager
Integrated Planning & Reporting Manager
Presentation - David Burns Links to Com m unity Strategic Plan Com munity Priority/Core Service
Outcom e
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 Inform ation Technology
Responsible 2013-2014 Officer
Provide technology and support to improve the organisation’s effectiveness and efficiency Investigate and incorporate, where appropriate, new technology – including green technology Work with Planning and Development to enable electronic lodgement of development applications subject to customer requirements Manage our telephone and electronic data accounts to achieve best value for our money
2014-2015
2015-2016
2016-2017
DCS
IT-AO
IT-AO
DCS
NA/IT-AO
Maintain our information security systems
DCS
Implement recommendations of the Disaster Recovery Planning Audit
DCS
Revise and update Information Technology policies
DCS
Maintain compliant Closed Circuit Television (CCTV) network operations in Moree
DCS
2014-2015
2015-2016
2016-2017
Maintain the currency of our software applications and networks
Records Managem ent
Responsible 2013-2014 Officer
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 Adm inistrative Support Services
RecC
RecC
RecC
RecC
RecC
Responsible 2013-2014 Officer
Provide high quality administrative support to Councillors, the General Manager, Directors and other staff as required to ensure cost effective
30 of 256
IPRM
2014-2015
2015-2016
2016-2017
and efficient operation of the organisation Manage Council’s Meeting and Business Paper processes
EA-EXEC
Indicators • • •
More than 90% of program activities are completed each year 100% compliance with Council’s Customer Service Charter Greater than 90% of documents provided to external customers assessed as being of high quality (correct grammar, punctuation, spelling, clarity of message, adherence to organisational templates and style manual) – spot check audits by Integrated Planning & Reporting Manager/Communications Officer
Program Budget The budget for Administration covers all administration functions, including this Program Area. Please refer to the Administration Budget contained in the Administration – Asset Management Program Area on page 23. ���
31 of 256
= Ongoing Activity
= Activity or Task
Bold = Priority
P = Budgeted Project
Program
Administration – Finance
Director
Director of Corporate Services – Mitchell Johnson (DCS)
Presentation - David Burns Links to Com m unity Strategic Plan Com munity Priority/Core Service
4. Financial Management 5. Long-term planning for the Shire
Outcom e
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
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
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 2. Quarterly budget reports to Council
2015-2016
2016-2017
3.
Monthly cash and investment reports to Council
BCA BCA
4.
Other reports as requested by staff and/or Council
BCA
Ensure that all of Council’s financial statutory reporting requirements are satisfied, including but not limited to: 1. Annual Financial Statements
FM
2.
Annual budget for inclusion in the Operational Plan
FM
3.
Four year budget for inclusion in the Delivery Program
FM
4.
Ten year budget for inclusion in the Long Term Financial Plan
FM
5.
All Division of Local Government statutory returns i.e. Statement of Compliance and Financial Data Return
FM
2014-2015
2015-2016
2016-2017
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
�
BCA
2014-2015
FM
FM
RA
RA
FM
AO
FM
WS
Construction of new machinery shed at the Moree Depot
SS
P
Asset upgrades at Council depots in Moree, Boggabilla and Mungindi
SS
P
P
P
P
P
P
P
Replacement of chain fence at Moree Depot with security fencing along James Street, Maude Street and Tycannah Street
32 of 256
Indicators • That Council achieves all nine of its performance monitoring targets as detailed in Section 6 of the Long Term Financial Plan �������� � 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 23. ���
33 of 256
Program
Administration – Governance
Manager
General Manager – David Aber (GM)
Presentation – David Burns Links to Com m unity Strategic Plan Com munity Priority/Core service
Outcom e
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 upon 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
34 of 256
GM GM
GM
GM
GM GM
2014-2015
2015-2016
2016-2017
GM
GM
GM
2014-2015
2015-2016
2016-2017
GM
GM
GM
GM
2014-2015
2015-2016
2016-2017
CSM GM
Responsible 2013-2014 Officer
Legislative Com pliance
GM
Responsible 2013-2014 Officer
Elections
2016-2017
Responsible 2013-2014 Officer
Council and Com m ittee Meetings
2015-2016
GM
Responsible 2013-2014 Officer
Councillors
2014-2015
2014-2015
2015-2016
2016-2017
GM
IPRM
Responsible 2013-2014 Officer
Local Authority Association Mem bership 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 within the TRIM Records Management System 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
GM
GM
GM
2014-2015
2015-2016
2016-2017
GM/ Mayor GM GM GM
Responsible 2013-2014 Officer
Policies and Procedures
2014-2015
GM
GM
GM
GM
Indicators • • • •
Key government policies are responded to 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
��� � � 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 23. ���
= Ongoing Activity
Bold = Priority
= Activity or Task
35 of 256
P = Budgeted Project
`Program
Administration – Human Resources
Manager
Hum an Resources Manager – Debby Baxter-Tom kins (HRM)
Presentation – Links to Com m unity Strategic Plan Com munity Priority/Core Service
Com munity 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 Benchm arking Develop and implement a workforce plan and report quarterly on its implementation to MANEX Biannually update Equal Employment Opportunity Management Plan to reflect key targets for inclusive work practices established by legislation and Council Report every six 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
Provide efficient recruitment services using on-line recruitment programs
HROR
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
HROR
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
Recruitm ent
2015-2016 2016-2017
Attract, engage, develop and retain the best and highly skilled staff to strengthen workforce capability
36 of 256
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 Em ployee Relations Implement best practice Human Resources policies and strategies Respond to contemporary and emerging workforce and workplace issues through strategy formulation, policy development (including a workplace code of conduct in relation to Bullying and Workplace Harassment) and policy updating Ensure the organisation satisfies all statutory requirements for employee-related matters including: 1. under the Award (as amended from time to time) 2. in the areas of EEO, WHS and injury management and workers’ compensation 3. under the Carers (Recognition) Act 4. the Working with Children requirements 5. gender equity reporting Manage employee entry and exit from the organisation through bimonthly induction, exit interviews and six monthly reports on employee exits Implement Employee Satisfaction Survey
AEO
AEO
P
HRM/ AEO
HRM
HRM
Responsible Officer
2013-2014
2014-2015
PAYO
PAYO
PAYO
Responsible Officer
2013-2014
2014-2015
HRM
HRM
HRM/ RTW
HRM/ HROR
2015-2016 2016-2017
2015-2016 2016-2017
P
HRM
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
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
GM
Responsible Officer
2013-2014
2014-2015
HROT
Perform ance Managem ent
Investigate development of comprehensive program to strengthen employee management skills Complete six monthly performance reviews with GM and Directors through LG NSW Training and Developm ent 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
37 of 256
HROT
2015-2016 2016-2017
2015-2016 2016-2017
HROT
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 Managem ent
HRM
HROT/ AEO
AEO
HRM/ AEO
Responsible Officer
2013-2014
2014-2015
RTW
RTW
RTW
RTW
RTW
HRM
2015-2016 2016-2017
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 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 ��� � � 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 23. ��� ���������
38 of 256
= Ongoing Activity
= Activity or Task
Bold = Priority
P = Budgeted Project
Program
Administration – Major Projects
Manager Executive Projects Manager – John Carleton (EPM) Presentation - David Burns Links to Com m unity Strategic Plan Com munity Priority/Core Service
Outcom e
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 Executive Project Managem ent
Responsible 2013-2014 Officer
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 major 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 45) 2. The development of a Discount Department Store (refer to the Economic Development Program Area on page 45) 3. The management of spent artesian water generated within the Shire, including the construction of the Water Ski Lakes at the Evergreen Precinct (refer to the Environment Program Area on page 51)
Design and Project Managem ent
Responsible 2013-2014 Officer
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
ProjDevM
ProjDevM
ProjDevM
ProjDevM
Indicators • Refer to indicators relevant to identified projects in the Economic Development and Environment Program Areas �������� ��������� �� � � Program Budget The budget for Administration covers all administration functions, including this Program Area. Please refer to the Administration Budget contained in the Administration – Asset Management Program Area on page 23.
39 of 256
= Ongoing Activity
= Activity or Task
Bold = Priority
P = Budgeted Project
Program
Community Services and Education
Directors/Manager
Director of Planning and Developm ent – Lester Rodgers (DPD) Director of Corporate Services – Mitchell Johnson (DCS) Hum an Resources Manager – Debby Baxter-Tom kins (HRM)
Links to Com m unity Strategic Plan Com munity Priority/Core Service
Com munity 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 Outcome S2. Our community is inclusive, connected and collaborative
L3.1. Target engagement activities to encourage stakeholder participation 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 Implement improvements to disabled access facilities within the Shire
PO
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. Extend concrete footpath on the southern end of Gwydir Daycare car park Re-seal car-park and install additional footpath to continue to meet National Quality Standard 2.3.2 Upgrade the playground to continue to meet National Quality Standard 3.2.1 and 3.3.1 Evaluate and upgrade soft fall if required, to continue to meet National Quality Standard 3.1.1 Evaluate and upgrade shade structures if required, to continue to meet National Quality Standard 3.1.1 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
PO
2014-2015
2015-2016
2016-2017
CSM
CSM
CSM
CSM
P
P
CSM
P
CSM
P
CSM
P
P P
CSM
P
CSM PO
2014-2015
2015-2016
2016-2017
PO
PO
2014-2015
2015-2016
2016-2017
Responsible 2013-2014 Officer
Youth Services
2016-2017
PO
Responsible 2013-2014 Officer
Fam ily Services
2015-2016
Responsible 2013-2014 Officer
Children’s Services
2014-2015
Facilitate the Moree Youth Council meetings and youth activities
PO
Work in collaboration with Moree PCYC in developing and implementing youth activities for Moree, Boggabilla, Toomelah and Mungindi
PO
40 of 256
Attend Youth Interagency monthly meetings
PO
Facilitate the annual and regional youth activities such as Moree Superstar, Youth Week, Youth Forum
PO
2014-2015
2015-2016
2016-2017
Migrant Services and Other New Com m unity Mem bers 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
PO
PO
PO
HRM
2014-2015
2015-2016
2016-2017
Responsible 2013-2014 Officer
Aboriginal Services Provide annual financial support to NAIDOC Working Groups to put towards NAIDOC Week activities for Moree, Boggabilla and Mungindi Attend and support the Police Aboriginal Consultative Committee - Moree Attend Community Links monthly meetings Support NSW Government efforts to improve education and employment opportunities for Aboriginal residents and implement Northern Regional Partnership Agreements Participate in monthly interagency meetings to link Council with external agencies working within the community Continue to support the development of interagency services which utilise the skills of Council employees including Aboriginal mentoring, translation services by CALD employees and volunteering Complete community consultation and interagency work in relation to the development of programs which provide for skill development and employment, which also preserve Aboriginal Heritage Sites
PO
PO
PO
GM
AEO
HRM/ AEO
AEO
2014-2015
2015-2016
2016-2017
Responsible 2013-2014 Officer
Education 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
PO
HRM
PO
HRM
2014-2015
2015-2016
2016-2017
Responsible 2013-2014 Officer
Other Com m unity Services Provide annual events to the communities including: Australia Day
PO
ANZAC Day commemorations
PO PO
Christmas Lights competition
Main Street Christmas Carnival – December Support and grow monthly Jellicoe markets
PO PO
�
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 ��������
41 of 256
��������� ���������
Program Budget
2013-2014
2014-2015
2015-2016
2016-2017
Revenue
1,023,545
1,299,076
1,374,827
1,466,525
Operating Expenditure
1,700,569
1,887,644
2,019,229
1,995,119
Net result
-677,025
-588,568
-644,402
-528,594
Capital expenditure
406,000
520,000
75,000
60,000
42 of 256
Program
Construction
Directors
Director of Engineering Services – Ian Dinham (DES) Director of Planning and Developm ent – Lester Rodgers (DPD)
Presentation - David Burns Links to Com m unity Strategic Plan Com munity Priority/Core Service
Com munity 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 Building Control
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
Issuing construction certificates on all classes of buildings AssessmentM Issuing complying development certificates on all classes of buildings AssessmentM Acting as principal certifying authority on all classes of buildings AssessmentM Provide regulatory enforcement services, where necessary, by:
Taking enforcement action in relation to unauthorised building work AssessmentM Taking enforcement action in relation to dilapidated buildings AssessmentM Taking enforcement action in relation to circumstances specified under s121B of the Environmental Planning and Assessment Act AssessmentM 1979
2013-2014
2014-2015
2015-2016
2016-2017
Provide building certification services to A1 accreditation level by:
Quarries and Pits
Responsible Officer
Maintenance of Shire Quarries and Pits
OM
Undertake investigations into potential supply sources for further gravel �
OM
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) �������� ��������� ��������� Program Budget
2013-2014
2015-2016
2016-2017
Revenue
0
0
0
0
Operating Expenditure Net result
158,678
169,736
176,006
182,078
-158,678
-169,736
-176,006
-182,078.38
Capital expenditure
= Ongoing Activity
2014-2015
0
Bold = Priority
= Activity or Task
43 of 256
0
0
P = Budgeted Project
0
44 of 256
Program
Economic Development
Director/Manager
Director of Planning and Developm ent – Lester Rodgers (DPD) Executive Projects Manager – John Carleton (EPM)
Presentation - David Burns Links to Com m unity Strategic Plan Com munity Priority/Core service
Com munity 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 Econom ic Developm ent 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 256
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
EDO
EDO
P
P
P
P
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 Develop an online and limited print business directory 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 Develop a Conceptual Business Case to continue work with delegations to and from China. 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 Funding to support the implementation of the actions identified within the Economic Development Strategy. Real Estate/Industrial/Com m ercial Developm ent and Prom otion Economic development input into the LEP review process Development of a Discount Department Store
EDO
EDO
EDO
P P
EDO EDO
EDO
EDO
P
P
P
EDO/EO-TM DP&D/EDO EDO EDO
EPM
EDO
P
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
EDO
EPM/ EDO
Encourage and promote the availability of suitably serviced land to attract developers to the Shire in preference to other localities
EDO/ DP&D
Investigate the acquisition of appropriate parcels of Crown Land that may be of value for development (subject to budget constraints)
EDO/ CSM
Continue with purchase of Taylor Oval
P
GM/EDO
Implement the Moree Gateway Project Promote the Moree Gateway Project within the wider region and across NSW and Australia, focussing on its location on the Newell Highway, its integration with the Airport and provision of large commercial footprints
Provide transitional services and assistance to Moree Artesian Aquatic Centre Limited
Prepare the “Old Met Station” site for future development and investigate development options Develop Implementation Development (NRAS) Old Met Station site preliminary development
EPM
P
P
P
P
EPM/ EDO
EPM/CSM
EDO
P
P
P
P
P
46 of 256
Develop conceptual business plan/promotion for China Investment Expansion of industrial lands Relocation promotion Update costs
P
P
P
P
P
P
P
Support the development of the green industry sector with a focus on Solar Energy
EDO/EPM
Town Hall Precinct Redevelopment Plan
EDO
Provide for the development of the future strategic direction of the Moree Showground and related lands.
EDO
Land Use Planning
Responsible Officer
Provide high quality development assessment services Issuing s149 planning certificates 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
P P 2013-2014
2014-2015
2015-2016
2016-2017
AssessmentM AssessmentM
AssessmentM
AssessmentM
AssessmentM
AssessmentM
AssessmentM
2013-2014
2014-2015
2015-2016
2016-2017
Strategic Land Use Planning
Responsible
Provide high quality strategic land use planning services
AssessmentM
AssessmentM
AssessmentM
AssessmentM
AssessmentM
AssessmentM
AssessmentM
2013-2014
2014-2015
2015-2016
2016-2017
EDO
EDO
EDO
Officer
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 Marketing and Prom otion/Tourism activities
Responsible Officer
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 Prepare Destination (Marketing) Plan for Shire Update Business Plan of Tourism Moree
47 of 256
EDO EDO
EDO
EDO/EO-TM
EDO/EPM
CSM/EO-TM
P
EO-TM
P
P
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
CSM EO-TM
Update Shire Image Gallery for utilisation in promotional campaigns
EO-TM
Update to Shire marketing materials
EO-TM
P
P
P
P
EO-TM
P
P
P
P
EO-TM
P
P
P
P
EO-TM
P
P
P
P
EO-TM
P
P
EDO
EDO
EDO/ EO-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
P
Tourism Moree Projects Image Gallery Special Promotions Regional Advertising Tourism NSW/RTO Campaign Marketing collateral Digital Media Marketing
CSM
P
CSM
P
P
CSM
P
P
CSM
P
P
CSM
P
CSM
P
� Indicators •
Respond to at least 90% of economic development customer service requests within 10 business days of meeting or written request • Attend (in person or by alternate) 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 �������� ���������
48 of 256
Program Budget
2013-2014
2014-2015
2015-2016
Revenue
671,608
586,304
603,292
620,786
Operating Expenditure Net result
1,674,473
1,887,132
1,932,203
1,961,077
-1,002,865
-1,300,828
-1,328,911
-1,340,291
Capital expenditure
10,002,545
8,842,623
2,701
2,782
� ��������
49 of 256
= Ongoing Activity
2016-2017
= Activity or Task
Bold = Priority
P = Budgeted Project
Program
Environment
Directors
Director of Engineering Services – Ian Dinham (DES) Director of Planning and Developm ent – Lester Rodgers (DPD)
Presentation - David Burns Links to Com m unity Strategic Plan Com munity Priority/Core service
Com munity 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 Noxious Plants Control of the spread of noxious weeds
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
CWO
Undertake inspection of high risk infestation areas
CWO
Undertake chemical spraying of infested areas
CWO
Provision of advice to landholders and the public
CWO
Liaise with other LGAs and state government agencies to promote a coordinated approach to the control of noxious weeds
CWO
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
AssetM
Environm ental Managem ent Prepare a Roadside Vegetation Plan for Moree Plains Shire
Implement actions as outlined in the Roadside Vegetation Plan, AssetM subject to obtaining sufficient grant funding Incorporate environmental management systems into construction projects to meet current requirements and legislation as well as ProjDevM community expectations Biannual review of new and current environmental legislation and other requirements pertaining to gravel pit excavation to ensure the ProjDevM compliance of gravel pits utilised within the Shire Ensure all active gravel pit operations comply with current management OM plans, including environmental considerations Prepare and publish State of the Environment Report AssessmentM Analyse and publish Pollution Monitoring Data in accordance with the Protection of the Environment Operations Act 1997
50 of 256
AssessmentM
Solid Waste Managem ent
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
WO
WO
WO
WO
WO
WSM
P
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 to EPA standard
P
WSM
P
Design and Construct a Transfer Station at Mungindi
WO
P
Design and Construct a Transfer Station at Weemelah
WO
Groundwater monitoring bores at Moree Waste Management Facility
WO
Reduce waste through effective recycling, to achieve zero waste to landfill Investigate the implementation of a “Buy Back” centre at Moree Waste Management Facility Manage the Shire’s Regional Waste Services Contract – recycling and organics processing
WO WO
P P
Note: See Housing and Communities Amenities for details in relation to domestic waste management services
Introduce organic waste collection service to village areas Conduct community education programs promoting the benefits of recycling and education on categorisation of items for landfill, organic collections and recycling Continue the provision of recycling, reuse, reprocessing and resource recovery programs to minimise waste to landfill Update the Waste Asset Management Plan to ensure services are sustainable Investigate the viability of extracting energy from waste destined for landfill and take appropriate action Review power supply options to reduce cost of electricity Upgrade computer and electronic surveillance system at Moree Waste Management Facility. Upgrade the existing Leachate pumpstation infrastructure and install a telemetry system Upgrade computer weighbridge software system to improve reporting efficiencies and accountabilities Participate in DrumMUSTER Operations Street Cleaning and Shire Beautification Maintain clean and attractive streets and public spaces (CBD, highway, town and village streets) Clean footpaths in CBD areas Remove litter from CBD areas and sports fields CBD Beautification upgrades where identified in Operational Plan Implement Moree Town Centre Beautification Masterplan Stage 2, subject to funding Drainage / Storm w ater Maintain and clean stormwater drainage network (including villages) Improvement and upgrades to drainage at Yarraman Improvement and upgrades to Moree Urban 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
51 of 256
WO
WO
WO
WO WWM
SE
P
WO
WO
P
WO
P
WO
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
OM
OM OM ProjDevM/OM
P
ProjDevM/OM
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
OM OM
P
P
P
P
ProjDevM
ProjDevM
ProjDevM
Flood Plain Managem ent Undertake flood study and 2D modelling in relation to Moree
Responsible Officer
2013-2014
2014-2015
2015-2016
ProjDevM
P
P
P
Develop a policy for overland flows for rural areas
ProjDevM
Floodgates (on S/W drains) project
ProjDevM
P
P
ProjDevM
ProjDevM
SSDO
ProjDevM
P
Seek funding to continue current floodplain management recommendations Audit current levees and create operational management plans Prepare and review planning controls for development within the floodplain In relation to Mungindi, upgrade flood gates, operational manual and update flood study In relation to Mungindi undertake a levee stability study
ProjDevM
Commence flood plain management study in relation to Ashley
ProjDevM
P
ESM
P
AssessmentM
P
Voluntary House Raising Scheme (to raise dwellings listed as priority in the Voluntary House Raising Study) In relation to Pallamallawa continue to work through Pallamallawa Easement Acquisition for 1 in 20 year levee bank design Easement acquisition Plan recommendations
P
Implement, monitor and audit the Desmodium Plan of Management for the Evergreen Precinct to ensure the protection of this plant species and the successful operation of the Water Park and associated Council land Construction of Evergreen Precinct Water Ski Lakes Facilitate the construction of the Ski Lakes at the Evergreen Precinct 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 �
P
P
P P
ProjDevM
P
ProjDevM ProjDevM
Spent Artesian Water Managem ent
P
ProjDevM
Upgrade Mungindi Levee bank Installation of additional flood gauges on key river systems
2016-2017
P
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
EPM
EPM/ProjDevM EPM/ ProjDevM
P
P
P
P
P
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 Completion of a review of planning controls for development within the floodplain every three years More than 90% of program activities are completed in each year
52 of 256
������� ��������� ��� Program Budget
2013-2014
2015-2016
2016-2017
Revenue
3,959,629
4,424,852
4,633,527
4,474,968
Operating Expenditure
4,291,384
4,709,190
4,723,476
4,446,926
Net result
-331,756
-284,337
-89,949
28,042
Capital expenditure
5,275,979
8,455,000
905,780
475,000
������
= Ongoing Activity
2014-2015
Bold = Priority
= Activity or Task
53 of 256
P = Budgeted Project
54 of 256
Program
Housing and Community Amenities
Directors
Director of Engineering Services – Ian Dinham (DES) Director of Planning and Developm ent – Lester Rodgers (DPD)
Presentation - David Burns
Links to Com m unity Strategic Plan Com munity Priority/Core service
Com munity 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 Land use planning
Responsible 2013-2014 Officer
Provide high quality development assessment services
2014-2015
2015-2016
2016-2017
AssessmentM
Provide accurate and timely pre-lodgement advice to developers
AssessmentM
Issue development consent for improvement of existing dwellings
AssessmentM
Issue development consent for new single dwellings
AssessmentM
AssessmentM
AssessmentM
AssessmentM
2014-2015
2015-2016
2016-2017
2014-2015
2015-2016
2016-2017
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
Responsible 2013-2014 Officer
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
EDO
EDO
Responsible 2013-2014 Officer
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 Dom estic Waste Managem ent Services
ProjDevM
ProjDevM
2014-2015
2015-2016
2016-2017
2014-2015
2015-2016
2016-2017
Responsible 2013-2014 Officer
Manage the Shire’s Regional Waste Services Contract – kerbside collection Environm ental Protection
WO
Responsible 2013-2014 Officer
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 Public Cem eteries
AssessmentM
AssessmentM
AssessmentM
2014-2015
2015-2016
2016-2017
Responsible 2013-2014 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 maintenance in the general and village cemeteries Investigate the implementation of a long term management plan for the Shire’s cemeteries
55 of 256
ESM
ESM
ESM
Ongoing development of the new lawn sections, memorial and landscaped areas throughout the Moree Cemetery Provision of a landscaped garden, including rockery for the recording of details of persons whose graves are unidentifiable 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 Replace irrigation system at Moree Cemetery
ESM
P
P P
ESM RA
RA
RA
ESM
P
Develop family cremation plots
P
Develop crematorium wall at Mungindi Lawn Cemetery
P
Develop eastern section of Mungindi Lawn Cemetery
P
Improvements to Moree Lawn Cemetery
P
Public Conveniences (Toilets)
Responsible 2013-2014 Officer
Investigate development of public amenities at Moree Cemetery Other Com m unity Am enities
BS
Responsible 2013-2014 Officer
Upgrades to Council buildings and facilities
BS
P
Open Spaces
Responsible 2013-2014 Officer
Continue development of town and village entrance ways Adopt design for Moree Town Entrance Plan and implementation of works Manage erection of welcome signage – Village entrance signage Investigate projects for the Mehi River Corridor (including Botanical Gardens projects) �
ProjDevM/ESM
ProjDevM
2014-2015
2015-2016
2016-2017
2014-2015
2015-2016
2016-2017
P
P
P
2014-2015
2015-2016
2016-2017
P
P
P
P
P
ESM GM
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
56 of 256
Program Budget
 = Ongoing Activity
2013-2014
2014-2015
Revenue
689,606
Operating Expenditure Net result
2,407,925 -1,718,319
Capital expenditure
1,970,000
1,135,000
Bold = Priority
ď ľ = Activity or Task
57 of 256
633,854
2015-2016
2016-2017
549,818
646,258
3,107,999
3,193,473
3,250,278
-2,474,145
-2,643,655
2,604,021
375,000
365,000
P = Budgeted Project
Program
Public Health
Director/ Group Manager
Director, Planning and Developm ent – Lester Rodgers (DPD) Water and Waste Manager – David Wolfenden (WWM)
Presentation - David Burns Links to Com m unity Strategic Plan Com munity Priority / Core Service
Com munity 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 Adm inistration and Inspection Services
Responsible Officer
2013-2014 2014-2015
2015-2016 2016-2017
Cooling towers: All cooling towers inspected twice annually (between October and March) Management of complaints in relation to cooling towers
AssessmentM
AssessmentM
AssessmentM
All skin penetration premises inspected once annually
AssessmentM
Management of complaints in relation to such premises
AssessmentM
Maintenance of an accurate electronic register of premises
AssessmentM
All hairdressing premises inspected once annually
AssessmentM
Management of complaints in relation to such premises
AssessmentM
Maintenance of an accurate electronic register of premises
AssessmentM
Maintenance of an accurate electronic register of premises Skin penetration premises:
Hairdressers:
Food Control
Responsible Officer
All food premises inspected once annually
AssessmentM
Management of complaints in relation to such premises
AssessmentM
Maintenance of an accurate electronic register of premises
AssessmentM
Insect/ Verm in Control
Responsible Officer
Management of complaints in relation to overgrown vegetation
AssessmentM
Other Quality Controls
Responsible Officer
2013-2014 2014-2015
2013-2014 2014-2015
2013-2014 2014-2015
2015-2016 2016-2017
2015-2016 2016-2017
2015-2016 2016-2017
Undertake water sampling 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 Submit annual performance returns to NSW Office of Water Finalise Drinking Water Quality Management Plan (DWMP)
AssessmentM
WWM
SE
WSM
Update DWMP
SE
Implement DWMP Projects (35 projects)
SE
Develop backflow prevention program
SE
AssessmentM
Comply with NSW Health Regulations and Guidelines in relation to AssessmentM maintenance of pool water quality at Council pools
On-site sewage management systems Issue approvals for the operation of OSSM systems
58 of 256
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 �������� ��������� ��������� Program Budget
= Ongoing Activity
2013-2014
2014-2015
2015-2016
2016-2017
Revenue
2,010
Operating Expenditure Net result
436,587
279,124
185,071
191,386
-434,577
-268,947
-174,589
-180,590
Capital expenditure
0
0
0
0
Bold = Priority
= Activity or Task
59 of 256
10,178
10,482
P = Budgeted Project
10,795
Program
Public Order and Safety
Directors
Director of Corporate Services – Mitchell Johnson (DCS) Director of Engineering Services – Ian Dinham (DES) Director of Planning and Developm ent – Lester Rodgers (DPD)
Links to Com m unity Strategic Plan Com munity Priority/Core service
Com munity 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 Managem ent 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 as required Com pliance/Regulation Enforcem ent 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
60 of 256
Responsible Officer
2013-2014
ESM
P
ESM
ESM
ESM
ESM
ESM
ESM
Responsible Officer
2013-2014
TO
TO
GISO
2014-2015 2015-2016 2016-2017
2014-2015 2015-2016 2016-2017
Ranger
Ranger
Taking enforcement action in relation to any other circumstances specified under the Impounding Act 1993
Ranger
Responsible Officer
2013-2014
Ranger
Ranger
Ranger
P
Responsible Officer
2013-2014
ProjDevM
ProjDevM
NA
ProjDevM
PO
P
P
PO
PO
Regularly review the Shire’s Crime Prevention Plan to ensure continued focus on the progress of the Plan
PO
Review the location of Alcohol Free Zones (Open Spaces and Public Streets) in Moree, Boggabilla and Mungindi in conjunction with police
PO
P
Anim al Control
2014-2015 2015-2016 2016-2017
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 Crim e 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 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
Provide CCTV and street lighting in Boggabilla
2014-2015 2015-2016 2016-2017
Provide CCTV and street lighting at Moree Tourism
P
Provide CCTV and railway lights with the Bypass
P
Road Safety Manage the safety, efficiency and effectiveness of the local road network to meet the mobility needs of the community
Responsible Officer
2013-2014
RSO
2014-2015 2015-2016 2016-2017
Review Council’s Shared Path and Cycleway Network
RSO
Implement the Moree Plains and Gwydir Shire Councils’ Road Safety Strategic Plan
RSO
P
RSO
P
RSO
P
P
P
P
P P
P P
P P
P
P
P
Develop an annual Action Plan for the implementation of the Moree Plains and Gwydir Shire Council Road Safety Strategic Plan and identified local road safety issues Support Road Safety Month Implement Frome Street Pedestrian Safety campaign
RSO
Participate in the Free Cuppa for the Driver Scheme
RSO RSO
Participate in the Heavy Vehicle Slow Down Campaign Participate in “Bike Day Out” to encourage safe use of Moree Bike Path Prepare Pedestrian Access Mobility Plans (PAMP) Implement the Caravan-Campervan Safety Campaign
P
RSO
P P
PDM
P
RSO RSO
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
Undertake road safety programs and initiatives Conduct road safety audits as per the required guidelines
61 of 256
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
ProjDevM
Provide Traffic Management Design and advice including in relation to pedestrian safety refuges and crossings; parking; warning, regulatory and advisory signage; line markings and other traffic control devices
ProjDevM
ProjDevM Parking Inspector
Parking Inspector
Responsible Officer
2013-2014
Develop Traffic Control Plans and Traffic Management Plans Provide parking enforcement services to ensure compliance with Road Rules 2008, by: Taking enforcement action in relation to vehicle owners who fail to obey Road Rules 2008 Fire Protection
2014-2015 2015-2016 2016-2017
Provide building fire safety compliance services by: Taking enforcement action in relation to buildings that are deficient in AssessmentM fire safety Proactively inspecting high risk buildings for compliance with fire AssessmentM safety requirements Maintaining an accurate building fire safety register AssessmentM Responsible Officer
Sw im m ing Pool Safety
2013-2014
2014-2015 2015-2016 2016-2017
Provide swimming pool safety compliance services by: Taking enforcement action in relation to deficient pool fences
�
AssessmentM Proactively inspecting swimming pools for compliance with pool fence AssessmentM requirements Maintaining an accurate swimming pool register AssessmentM
Indicators • • • • •
•
• • • • • • • • ��
LEMC meetings are held quarterly Emergency plans are annually reviewed by the LEMC and updated as required Training programs are circulated to LEMC members Funding opportunities in relation to emergency management are identified and applications made where appropriate In relation to abandoned article or unattended animal control services: o At least 85% of complaints in relation to abandoned vehicles or abandoned articles are investigated within 10 business days and enforcement action taken (where appropriate) o At least 85% of complaints in relation to animals unattended in a public place are investigated within 24 hours and enforcement action taken (where appropriate o At least 85% of complaints in relation to any other circumstances specified under the Impounding Act 1993 are investigated within 10 business days and enforcement action taken (where appropriate) In relation to companion animal control services: o At least 85% of complaints in relation to nuisance, dangerous, or restricted dogs; unregistered companion animals or dogs uncontrolled in a public place are investigated 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
62 of 256
������ �������� Program Budget
= Ongoing Activity
2013-2014
2014-2015
2015-2016
2016-2017
Revenue
707,793
720,344
741,882
764,064
Operating Expenditure
1,607,106
1,526,225
1,568,205
1,611,509
Net result
-899,313
-805,880
-826,323
-847,444
Capital expenditure
0
57,000
63,090
123,182
Bold = Priority
= Activity or Task
63 of 256
P = Budgeted Project
Program
Recreation and Culture
Director/ Group Manager
Director of Planning and Developm ent – Lester Rodgers (DPD) Director of Corporate Services – Mitchell Johnson (DCS) Hum an Resources Manager – Debby Baxter-Tom kins (HRM)
Links to Com m unity Strategic Plan Com munity Priority/Core service
Outcom e
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
Com m unity 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 DCS
Continue to fund the Moree Plains Gallery to provide cultural programs and raise the standard of artistic appreciation and practice of the arts at all levels in the community 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
2014-2015
2015-2016
2016-2017
2014-2015
2015-2016
2016-2017
CSM
CSM
CSM
DP&D
2014-2015
2015-2016
2016-2017
Promote our heritage trails and trail booklet and continue to engage a AssessmentM heritage consultant, as needed Promote a focus point for the maintenance of our Murri culture by DCS continuing to support the Dhiiyaan Indigenous Centre Investigate a governance structure and funding options to ensure the DCS long-term sustainability of the Dhiiyaan Indigenous Unit Work with the Dhiiyaan Unit to develop an appropriate local Aboriginal AEO
64 of 256
Responsible 2013-2014 Officer
History and Heritage
2016-2017
Responsible 2013-2014 Officer
Comm unity Halls
2015-2016
Responsible 2013-2014 Officer
Art Gallery
2014-2015
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 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 Engage a designer to work with the Boughton Oval User Group to create an amenities/grandstand that is practical and usable. Upgrade of Sports fields Upgrade asphalt netball courts Install lights on field 3 cricket/turf wicket Engage consultant to undertake Review of Environmental Factors for Ron Harborne Oval extension Installation of lights at Moree Lifestyle Academy Sw im m ing 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 Replacement of shade sail Re-tiling of pool Install BBQ Area Additional maintenance works including sandblasting, redo expansion joints and paint, pump replacement and installation of automatic chlorine dosing system Additional upgrades to Mungindi Pool Refurbishment and upgrade to the Moree Artesian Aquatic Centre
DCS
IPRM
DCS/ AEO
DCS
DCS
AEO
P
PO
PO
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
CSM
ProjDevM ProjDevM
ProjDevM
OM
P
P P
P
OM
Manage and maintain Council’s urban trees Review and update the Tree Policy
P PDM
P
PDM
P
Responsible Officer
2013-2014
2014-2015
GM
CSM/ MAAC
CSM
2015-2016
2016-2017
CSM
CSM
P
P P CSM
P P
P
2013-2014
2014-2015
2015-2016
2016-2017
CSM MAAC OM AssetM
Implement street tree planting Gwydir Highway Tree Planting
OM OM
Develop and implement a Tree Management Plan for Moree Plains Shire Develop and distribute Town Planting Brochure
OM
65 of 256
P
ProjDevM
Responsible Officer
Parks and Gardens
P
AssetM
P
P
P
�
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
OM ProjDevM DCS
Indicators • More people utilise the library services each year • Membership of the Community Library increases • Ensure the Gallery and Council meet the requirements of their funding agreement • All community facilities are regularly assessed to establish appropriateness for contemporary community needs • Ensure Committees managing Council facilities meet the requirement of their constitutions and funding agreements • Increase attendance at community events • More than 90% of program activities are completed each year • Investigate opportunities to provide additional learn to swim programs at all pools. �������� ��������� ��������� Program Budget
2013-2014
Revenue
606,821
2014-2015 1,889,184
2015-2016 105,238
108,385
Operating Expenditure
4,440,068
4,586,026
4,621,271
4,697,420
Net result
-3,833,248
-2,696,842
-4,516,033
-4,589,036
Capital expenditure
214,432
2,415,863
335,606
296,372
66 of 256
= Ongoing Activity
2016-2017
= Activity or Task
Bold = Priority
P = Budgeted Project
Program
Sewerage Services
Group Manager
Water and Waste Manager – David Wolfenden (WWM)
Links to Com m unity Strategic Plan Com munity Priority / Core Service
Com munity 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
2013-2014
2014-2015
2015-2016
2016-2017
Submit annual performance monitoring report to NSW Office of Water
SE
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
SE
SE
SE
WSM
Statutory Maintain all sewer infrastructure in accordance with NSW Office of Water regulations and standards, EPA Licence conditions and with continual improvement having regard to environmental sustainability
Upgrade trade waste disposal system
SE
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 Managem ent Ensure that Council assets are well maintained for their current purpose and for future generations Review and update Council’s Integrated Water Cycle Management Strategy.
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
SE
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
WSM
Review and update Council’s 2005/06 Strategic Business for Plan for Sewerage Schemes.
WWM
Update the Sewer Asset Management Plan to ensure services are sustainable
WSM
Update Sewerage Developer Service Plan and Policy
WSM
Renew sacrificial lining of selected sewer mains
SE
Internal rehabilitation of selected manholes
SE
Investigate pump station safety improvements and upgrade as necessary
SE
Renew Telemetry Communication Network and sewer pump station electrical switchboards.
SE
67 of 256
P
P
P
P
P
P
P
P
P P
P P
P
Rehabilitate Moree Sewerage Treatment Works Inlet Works and Balance Tank
SE
Reseal bitumen sealed road surface at Moree Sewerage Treatment Works
SE
Review power supply options to reduce the cost of electricity
SE
Renew electronic communications equipment at Moree Treatment Works
P
P
MWW Responsible Officer
Developm ent 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 �
2013-2014
2014-2015
2015-2016
2016-2017
WSM SE
SE
WSM
Indicators • • �
Acceptable results from NSW Office of Water Annual Reports for Moree Plains Shire Compliance with legislative environmental requirements.
Program Budget
2013-2014
2014-2015
2015-2016
2,796,666
3,478,449
3,545,122
3,713,675
Operating Expenditure Net result
3,023,362
3,026,911
3,152,700
3,291,310
-226,696
451,538
392,422
422,366
Capital expenditure
1,649,296
1,751,365
2,158,648
581,000
������� ��������� ���������
68 of 256
= Ongoing Activity
2016-2017
Revenue
= Activity or Task
Bold = Priority
P = Budgeted Project
Program
Transport
Director
Director of Engineering Services – Ian Dinham (DES)
Presentation - David Burns Links to Com m unity Strategic Plan Com munity Priority/Core service
Com munity 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 through 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
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 future generations
Outcome Ec2. Our Shire has the infrastructure we need to support our economy
Ec2.2 Seek financial assistance to redress the current infrastructure backlog and provide funding for key regional projects
6. Advocacy on behalf of the community
Activities and Priorities Responsible 2013-2014 Officer
Roads (includes Kerb and Guttering) Prepare a Strategic Transport Plan Prepare submission to Infrastructure Australia, in conjunction with the ARRG, for consideration in the 2015/2016 year Conduct roughness testing on all Council’s rural sealed roads Improve heavy vehicle access to Council’s road network Assess oversize/over mass applications and issue permits as required Assess restricted access vehicle applications for up to AB-triples and higher mass limits (HML) Provide up-to-date information about the status (eg. closed or open) of local roads during times of adverse weather conditions 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
69 of 256
2014-2015
GM
P
AssetM
P
2015-2016
2016-2017
AssetM
AssetM
AssetM
AssetM
GISO
GISO
GISO
ProjDevM
ProjDevM
ProjDevM
ProjDevM
OM
OM
OM
P
P
P
P
4. 5. 6.
Gravel re-sheeting (floodways/critical access) on identified rural roads Regional road repair program, subject to grant funding Maintain unsesaled roads according to the road grading schedule
OM
P
OM
OM
Construct, manage and maintain the Shire’s urban roads through implementation of the following: 1.
Recurrent resealing program
OM
2.
Rehabilitation program, subject to grant funding
OM
P
P
P
P
3.
Village streets rehabilitation program, subject to grant funding
OM
P
P
P
P
4.
Kerb and gutter replacement
OM
ESM
P
P
Ensure that roads are suitably named and gazetted in accordance with Australian Standards and Geographical Names Board Guidelines Design and install entrance signage for Terry Hie Hie and Boomi Rehabilitation Rural Sealed Roads Moree SR12 Talmoi Road
P
SR101 Terry Hie Hie Road
P P
SR9 Bronte Road Rehabilitation Urban Sealed Roads Moree Chester Street to Jones Avenue to Adelaide Street
OM
P
Warialda Street to Adelaide Street to Thompson Avenue
OM
P
Barwon Avenue to Jones Avenue to Adelaide Street
OM
P
Dover Street to Anne Street to Adelaide Street
OM
P
Wales Street to Tawarri Street and Barwon Avenue
OM
P
Rehabilitation of Urban Sealed Roads - Villages Paramellowa Street to Pallamallawa Cemetery
OM
P
Gurley Street (Newell Highway)
OM
P
Locke Street
OM
P
Benarba Street to Railway Parade
OM
P
Gineroi Street to North Street to River Street
OM
P
Rehabilitation Urban Sealed Roads Boggabilla P
Fox Street to Merriwa Street to Yeoman Street
OM
Merriwa Street to McIntyre Street to Boggabilla Street
OM
P
OM
P
Rehabilitation Urban Sealed Roads Mungindi St George Street to Yarouah Street to Barwan Street
Responsible 2013-2014 Officer
Bridges
OM
Manage and maintain Council’s bridges and culverts Conduct load testing on bridges
AssetM
Upgrade SR22 Dindierna Timber Bridge 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
2014-2015
2015-2016
2016-2017
P
OM
P
ESM
Responsible 2013-2014 Officer
Parking areas
2014-2015
ProjDevM
Apply “Safer By Design” principles to new and existing areas
ProjDevM
Provide set-out and project management for projects (as required)
ProjDevM
OM
P
P
Construct and manage CBD car park upgrades in accordance with designs
ProjDevM
Upgrade Criterion car park
70 of 256
P
P
Responsible 2013-2014 Officer
Footpaths and Cyclew ays Provide designs and set-out services for new and existing footpaths/cycleways in accordance with current requirements and community expectations Construct footpaths/cycleways in accordance with designs Apply for grant funding from RMS for shared pathways
2014-2015
2015-2016
2016-2017
OM
P
ProjDevM
ProjDevM
Design and construct 2.5 metre wide concrete Shared Path adjacent to ProjDevM the Gwydir Highway from Morton Street to Anne Street
P
Design and construct a 2.5 metre wide concrete Shared Path linking Amaroo bus shelter for 200m west
P
ProjDevM
Installation of a 2.5 metre wide concrete Shared Path linking Amaroo Area and Eastern Moree with the Central Business District and Tourism Precincts Brigalow Drive to Bohenia Crescent
P
Amaroo Drive
P
P
Gwydir Highway
P
P
Frome Street to Thompson Avenue to Carol Avenue
P
Installation of a 2.5 metre wide concrete shared path linking the western side of Moree and the Central Business District P
Chester Street to Albert Street to Heber Street Design and upgrade existing ramps throughout the Shire to improve accessibility of the town centre for seniors, people with a disability and ProjDevM parents 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
P
P
P
P
OM
ProjDevM
P
2014-2015
2015-2016
2016-2017
Responsible 2013-2014 Officer
Bus Shelters and Services Provide advice and designs for public transport facilities including bus routes, bus zones, shelters and bus bays Work with local community to facilitate the construction of safe rural bus bays
ProjDevM
RSO
2014-2015
2015-2016
2016-2017
Responsible 2013-2014 Officer
Aerodrom es Manage, maintain, improve and develop Moree Regional Airport facilities and grounds to meet current and future standards
ESM
Maintain regular 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 Security camera and automatic gate upgrades Manage and maintain airstrips at Boomi and Mungindi
ESM
P
Reseal Taxiway B at Moree Regional Airport
ESM
ESM ESM ESM ESM ESM
P
Reseal Taxiway C at Moree Regional Airport
P
Conduct heavy patching repairs to Runway 01/19 at Moree Regional Airport
ESM
P
P
Asphalt overlay of Runway 01/19
P
Provide Works Program to be supplied to CASA in relation to annual lighting technical inspection Lighting improvements at Moree Regional Airport
ESM
P P
71 of 256
P
Reseal of the General Aviation Apron at Moree Regional Airport
ESM
P
Clean up and safe disposal of chemicals and chemical drums to comply with CASA requirements
ESM
P
Responsible 2013-2014 Officer
Roads and Maritim e Services (RMS) Works Provide designs and project management for RMS works in accordance with current applicable standards and community expectations Provide set-out and project management for projects (as required) Construct RMS works in accordance with designs
2014-2015
2015-2016
2016-2017
ProjDevM
ProjDevM
OM
� 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
� Program Budget
2013-2014
2014-2015
2015-2016
18,847,604
6,784,325
6,959,902
6,969,975
Operating Expenditure Net result
26,331,631
14,780,365
15,081,587
15,440,958
-7,484,027
-7,996,040
-8,121,685
-8,470,983
Capital expenditure
8,636,918
8,644,723
9,080,480
9,700,513
������� ��������� ���������
= Ongoing Activity
2016-2017
Revenue
= Activity or Task
72 of 256 Bold = Priority
P = Budgeted Project
Program
Water Supplies
Group Manager
Water and Waste Manager – David Wolfenden (WWM)
Links to Com m unity Strategic Plan Com munity Priority / Core Service
Com munity 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 Requirem ents 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
WSM
Responsible Officer
2013-2014
2014-2015
2015-2016
2016-2017
WWM
SE
2014-2015
2015-2016
2016-2017
Responsible 2013-2014 Officer
Asset Managem ent Ensure that water supply infrastructure is well maintained for current and future purposes Review and update of Council’s Integrated Water Cycle Management Strategy. Review and update Council’s 2015/16 Strategic Business Plan for Water Schemes. 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 and water infrastructure electrical switchboards 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
73 of 256
WWM
WSM
WWM
WSM
WSM
SE
P
P
SE
P
P
P
SE SE
P
SE
P
SE
P
SE P
SE WSM
P
P
water supply Review options for a new bore at Yarraman
WSM
Review power supply options to reduce cost of electricity
SE
Replace stop valves and water mains - Mungindi
SE
P
Construct and relocate new river intake pump station atBoggabilla
P
P
P
P
P
Undertake a comprehensive investigation on the current condition of Moree bores, and the capacity of these bores to supply reliable and good quality drinking water to meet future town water needs Renew telemetry system
Renew selected water mains in Moree to reduce water main repair costs and improve system reliability and to improve pressure at South Moree.
Responsible Officer
Dem and Managem ent and Provision for Grow th Promote use of sustainable water supplies
2013-2014
2014-2015
2015-2016
2016-2017
WSM
WSM
WSM
WSM
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 �������� ��������� ��������� Program Budget
2013-2014
2014-2015
2015-2016
4,415,385
4,835,367
4,890.887
5,042,136
4,524,579
4,732,733
4,767,983
4,900,548
Net result
-109,195
102,634
122,904
141,588
Capital expenditure
3,533,265
3,375,002
851,511
881,927
74 of 256
= Ongoing Activity
2016-2017
Revenue Operating Expenditure
= Activity or Task
Bold = Priority
P = Budgeted Project
75 of 256
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 2014/2015 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 2014/2015 is to have only one Farmland category. This will be explained further in the sub-section headed ‘Farmland Rates’.
76 of 256
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 2014/2015 rating year: • • •
•
Residential o Residential o Residential Rural Farmland Business o Business o Business Moree o Business Gateway Mining o Mining
General Rates are levied using a ‘rate in the dollar’ (ad valorem) amount applied to each property’s Land Value in addition to a base amount payable for each property. The Land Value information for each property is supplied by the Valuer-General. In using a ‘base rate’ Council is able to reduce the spread between the higher and lower land values and distribute the cost more evenly across in the Shire. All properties in the Shire are categorised based upon the use of the land and determined as Residential, Business, Farmland or Mining. There is detailed information on each of these categories in this Revenue Policy.
77 of 256
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.
78 of 256
Residential 1)
Ove rvie w
For the 2014/2015 rating year Council has adopted two separate Residential rating categories - Residential and Residential Rural, however this year the ad valorem is the same. As such, these two Residential categories have had the 2.3% increase applied in total. The Residential category has had a 2.42% increase applied and the Residential Rural a 7.5% increase. Due to relative movements in property valuations individual rates may increase by more or less than this average.
2)
Local Gove rnm e nt Act De finition
Local Government Act 1993 (Chapter 15 Section 516)
“Land is categorised as “residential” if it is a parcel of rateable land valued as one assessment and: (a) It’s dominant use is for residential accommodation (otherwise than as a hotel, motel, guest house, backpacker hostel or nursing home or any other form of residential accommodation (not being a boarding house or a lodging house) prescribed by the regulations), or (b) In the case of vacant land, it is zoned or otherwise designated for use under an environmental planning instrument (with or without development consent) for residential purposes” 3)
Num be r of Asse ssm e nts/Valuations
There are approximately 4059 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. 4)
Le vy Am ount
Residential rates levied in 2013/2014 came to a value of approximately $3,661,931. In 2014/2015 they will be approximately $3,723,040 (a total increase of $61,109) applying the 2.3% IPART increase over the total Residential Category, which includes the 0.1% deduction that has been allowed for Carbon Tax. 5)
Pe rce nt Re ve nue
Residential rates contribute to approximately 17.76% of Council’s total rates revenue. 6)
Base Rate and Ad Valore m
The Base Rate for residential has been increased from $425 to $435. The Ad Valorem Rate was 0.01172620 in 2014, and is set at 0.0118279 for 2015.
79 of 256
Residential Rural 1)
Ove rvie w
For the 2014/2015 rating year Council has adopted two separate Residential rating categories - Residential and Residential Rural, however this year the ad valorem is the same. As such, these two Residential categories have had the 2.3% increase applied in total. The Residential category has had a 2.42% increase applied and the Residential Rural a 7.5% increase. Due to relative movements in property valuations individual rates may increase by more or less than this average. 2)
Local Gove rnm e nt Act De finition
Local Government Act 1993 (Chapter 15 Section 516)
“Land is categorised as “residential if it is a parcel of rateable land valued as one assessment and: (c) It is rural residential land.” “Rural Residential land is defined in the Dictionary at the end of the Act to mean land that: •
•
is the site of a dwelling and is not less than 2 hectares and not more than 40 hectares in area; and is either: o not zoned or otherwise designated for use under an environmental planning instrument; or o zoned or otherwise designated for use under such an instrument for non-urban purposes; and does not have a significant and substantial commercial purpose or character
If a council sub-categorises and ordinary residential rate to apply to “rural residential land” that rate must be applied to all land throughout the area that qualifies under than definition. There is no authority for the Council to apply the subcategorised rate to some parcels of rural residential land and not others.” 3)
Num be r of Asse ssm e nts/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. 4)
Le vy Am ount
Residential Rural rates levied in 2013/2014 came to a value of approximately $444,707. In 2014/2015 they will be approximately $478,050 (a total increase of $33,343), applying the 2.3% IPART increase over the total Residential category, which includes the 0.1% deduction that has been allowed for Carbon Tax. 5)
Pe rce nt Re ve nue
Residential Rural rates contribute approximately 2.28% of Council’s total rates revenue. 6)
Base Rate and Ad Valore m
The Base Rate for Residential Rural has been increased from $425 to $435. The Ad Valorem Rate was 0.01085770 in 2014, and is set at 0.0110491 for 2015.
80 of 256
Farmland 1)
Ove rvie w
For the 2014/2015 rating year Council have combined the two Farmland rates categories (formally known as Farmland General (Dryland) and Farmland Irrigable) into one Farmland category. The new combined Farmland category has had an overall increase of 2.3%. Due to relative movements in property valuations individual rates may increase by more or less than this average. 2)
Local Gove rnm e nt Act De finition
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)
Num be r of Asse ssm e nts/Valuations
There are approximately 1,515 Farmland assessments. There was no revaluation of properties undertaken in the Shire this year. The valuation total as at 1st July 2011was $3,023,738,210. Valuation as at 1st July 2012 is $3,034,131,310. This is a increase of $10,393,100 or 0.34%, which can be attributed to individual revaluations in the Shire. 4)
Le vy Am ount
Farmland rates in 2013/2014 were approximately $13,726,210. In 2014/2015 they will be approximately $14,041,898 (a total increase of $315,655 or 2.30%).
5)
Pe rce nt Re ve nue
The intent is to maintain ordinary rate revenue distributions constant. This means that Farmland General rates contribute approximately 67.00% of total rates revenue. 6)
Base Rate and Ad Valore m
The Base Rate for Farmland General has been increased from $775 to $795. The Ad Valorem Rate for 2014 was 0.0039866 for Farmland General and 0.0045112 for Farmland Irrigable, the single Farmland rate for 2015 is set at 0.0042310.
81 of 256
Business Moree 1)
Ove rvie w
For the 2014/15 rating year Council will maintain three rate categories for all business assessments; one for Business Moree assessments, one for Business Gateway assessments and one for all other Business assessments. The Business Moree category has had the 2.3% 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 Gove rnm e nt Act De finition
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)
Num be r of Asse ssm e nts/Valuations
There are approximately 472 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)
Le vy Am ount
Business Moree rates levied in 2013/2014 came to a value of approximately $2,217,536. In 2014/2015 they will be approximately $2,268,539 (an increase of $51,003), applying the 2.3% IPART increase, which includes the 0.1% deduction that has been allowed for Carbon Tax. 5)
Pe rce nt Re ve nue
Business Moree rates contribute to approximately 10.82% of Council’s total rates revenue. 6)
Base Rate and Ad Valore m
The Base Rate has been increased from $415 to $425, The Ad Valorem Rate for 2014 was 0.0306538, and is set for 0.0310765 for 2015.
82 of 256
83 of 256
Business 1)
Ove rvie w
For the 2014/2015 rating year Council will maintain three rate categories for all business assessments; one for Business Moree assessments, one for Business Gateway assessments and one for all other Business assessments. The Business category has had the 2.3% 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 Gove rnm e nt Act De finition
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)
Num be r of Asse ssm e nts/Valuations
There are approximately 147 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)
Le vy Am ount
Business rates levied in 2013/2014 came to a value of approximately $147,496.46. In 2014/2015 they will be approximately $150,889.39 (an increase of $3,393), applying the 2.3% IPART increase, which includes the 0.1% deduction that has been allowed for Carbon Tax. 5)
Pe rce nt Re ve nue
Business rates contribute to approximately 0.72% of Council’s total rates revenue. 6)
Base Rate and Ad Valore m
The Base Rate has been increased from $440 to $450. The Ad Valorem Rate for 2014 was 0.00966570, and is set at 0.0101229 for 2015.
84 of 256
Business Gateway 1)
Ove rvie w
For the 2014/2015 rating year Council will maintain three rate categories for all business assessments; one for Business Moree assessments, one for Business Gateway assessments and one for all other Business assessments. The Business Gateway category has not been levied previously. Due to relative movements in property valuations individual rates may increase by more or less than this average. 2)
Local Gove rnm e nt Act De finition
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)
Num be r of Asse ssm e nts/Valuations
There are currently no assessments for this category. 4)
Le vy Am ount
Business Gateway assessments do not have an existing levy amount. 5)
Pe rce nt Re ve nue
Business Gateway assessments currently do not contribute to Council’s revenue. 6)
Base Rate and Ad Valore m
The Base Rate will be the same as the current business Moree Base Rate and the ad valorem will progressively increase over five years until it equals the Business Moree category as detailed below: Financial Year
Percentage of Ad Valorem Business Moree
2014/2015
50%
2015/2016
50%
2016/2017
50%
2017/2018
65%
2018/2019
80%
2019/2020
100% 85 of 256
86 of 256
Mining 1)
Overview
For the 2014/2015 rating year Council does not expect to have any mining assessments to levy rates against. 2)
Local Government Act Definition
Local Government Act (Chapter 15 Section 517)
“(1) Land is to be categorised as “mining” if it is a parcel of rateable land valued as one assessment and it’s dominant use is for a coal mine or metalliferous mine. (2) The regulations may prescribe circumstances in which land is or is not to be categorised as mining. 3)
Number of Assessments/Valuations
There are no assessments for this category. 4)
Levy Amount
Mining assessments do not have an existing levy amount. 5)
Percent Revenue
Mining assessments currently do not contribute to Council’s revenue. 6)
Base Rate and Ad Valorem
As Council do not currently levy for Mining Rates, Council has used information from neighbouring shires to estimate what could potentially be charged. The Base Rate would be $20,000 and the Ad Valorem would be approximately 2.8437.
87 of 256
Special Rate - Business Intensive 1)
Ove rvie w
For the 2014/2015 rating year Council will maintain one special rate for Business intensive assessments. These assessments include cotton gins and commercial grain facilities The Business Intensive special rate has had the 2.3% 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 Gove rnm e nt 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)
Le vy Am ount
Special rates levied in 2013/2014 came to a combined value of approximately $252,550. In 2014/2015 they will be approximately $258,359 (a total increase of $5,809), applying the 3.4% IPART increase, which includes the 0.1% deduction that has been allowed for Carbon Tax. 5)
Pe rce nt Re ve nue
Special Rate Gins/Receivals rates contribute to approximately 1.23% of Council’s total rates revenue. 6)
Base Rate and Ad Valore m
The Base Rate has been increased from $1,290 to $1,320. The Ad Valorem Rate for 2014 was 0.0231440, and is set at 0.0346938 for 2015.
88 of 256
Special Rate - Industrial Drive 1)
Overview
For the 2014/2015 rating year Council will maintain one special rate for Industrial Drive assessments. These assessments include 43 assessments in the Industrial Drive area of Moree. The Industrial Drive special rate has had the 2.3% 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 43 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 2013/2014 came to a value of approximately $37,000. The levy will remain the same for 2014/2015. 5)
Percent Revenue
Industrial Drive Rates contribute to approximately 0.18% of Council’s total rates revenue. 6)
Base Rate and Ad Valorem
The Base Rate for Industrial Drive will remain the same as 2013/2014 at $200. The Ad Valorem Rate was 0.0064454 in 2014, and is set at 0.0061829 for 2015.
89 of 256
Industrial Drive Special Rate Levy Locality Map (Moree)
90 of 256
Rate Summary Category
Residential Rural Residential Farmland
Number of Assess
Land Value 2014
Land Value 2015
Ad Valorem 2014
Ad Valorem 2015
Revenue 2014
Revenue 2015
% of Revenue
4,059
$165,173,445
$165,487,425
0.0117262
0.0118279
$3,661,931
$3,723,040
17.76%
292
$29,528,110
$29,678,110
0.0108577
0.0118279
$444,707
$478,050
2.28%
$3,023,738,210
$3,034,131,310
0.0039866 & 0.0045112
0.0042310
$13,726,210
$14,041,898
67.00%
1,515
Business Moree
415
$65,989,175
$66,543,476
0.0306538
0.0310765
$2,217,536
$2,268,539
10.82%
Business
147
$8,689,080
$8,371,080
0.0096657
0.0101229
$147,496
$150,889
0.72%
Business Gateway
0
0
0
0
0.0155382
0
0
0%
Mining
0
0
0
2.8437
2.8437
0
0
0%
Special Rate Gins/Receivals
27
$6,737,550
$6,419,550
0.0231440
0.0346938
$252,550
$258,359
1.23%
Industrial Drive
43
$4,550,300
$4,690,300
0.0064454
0.0061829
$37,500
$37,400
0.18%
$3,304,405,870
$3,315,321,251
$20,487,930
$20,958,175
100%
Total
6,498
91 of 256
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
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.
92 of 256
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).
93 of 256
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.
94 of 256
2010 to 2013 Multiple Year Special Rate Variation Moree Plains Shire Council was successful in its special rate variation application over a three year period between 2010 to 2013. The special rates variation component detailed below equates to the additional expenditure on road networks.
Special Rate Variation Expenditure Rating Year 2011
Annual SRV Increase Percentage 9.25%
Rate Peg Increase Percentage
Special Rate Variation Component
2012
9.25%
2,036,282
2013
9.25%
3,185,092
1,012,824
2014
3.40%
3,293,385
2015
2.30%
3,369,133
2016
3.20%
3,446,623
2017
3.20%
3,525,895
2018
3.20%
3,606,991
2019
3.20%
3,689,952
2020
3.20%
3,774,821
95 of 256
Tourism, Economic Development and the Industrial Drive Upgrade In 2005/2006 Council was granted a general rate increase by the Minister for Local Government for a total of $270,000. This increase was permanent and will be used to fund the following initiatives: • $117,130 to fund the loan repayments for the Industrial Drive upgrade. o As the loan to fund the Industrial Drive upgrades is a fixed loan this amount is annual amount is set for the life of the loan. • $152,870 to fund various tourism initiatives, festivals, events and promote economic development in the shire of Moree Plains. o From the 2009/2010 Financial Year, this amount will be increased by CPI. 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.
96 of 256
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 2014/15, IPART have set the rate peg at 2.3%.
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. Two year’s ago when the 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 0.1% 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 2014/2015 year will be the RBA Cash Rate (currently 2.5%) plus 6% as per the DLG guidelines, which is 8.5%.
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.
97 of 256
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 2014/2015 the consumption charge will again consist of a two tier pricing structure.
(a) Wate r Availability Charge Under section 501 of the Local Government Act 1993, Council levies the following charges:
One availability charge per annum of $270.00 for each Council connected water meter for residential customers that have a 20mm, 25mm or 32mm connection. Residents with a larger connection will pay an access charge based on the following commercial charges.
Commercial premises will be subject to an availability charge based on connection size. The charges are detailed in the following table.
A property with no connection will receive the minimum $270.00 charge as an availability fee.
Each parcel of separately valued vacant land is to be levied one availability charge of $270.00 (Section 501(3) Local
Government Act 1993).
98 of 256
Non-Ratable land (pursuant to Sections 555 Local Government Act 1993) is NOT exempt of this charge as the charge is limited to the cost of providing the service to the land (Section 503 (2) of the Local Government Act 1993). Land unable to be connected to a Council water pipe or land further than 225 metres from a Council water pipe will not be subject to a water availability charge.
Note : Land outside the 225 metre radius that requires water connection will have to pay the full cost for that connection. This fee is calculated on a case-by-case basis. (b) Consumption Charges Under section 501 of the Local government Act 1993 NSW Council levies the following water consumption charges: Water consumed and recorded through the meter will be charged at 144 cents per kilolitre for potable water up to 750 KL per annum. Consumption exceeding 750 KL per annum will be charged at the next tier of pricing at 186 cents per kilolitre. Nonpotable water will be charged at the rate of 96 cents up to 750 KL per annum and at 157 cents per kilolitre thereafter. In conforming to Best Practice Pricing no water allowance will be in place. Charges are levied on the properties total consumption during the billing period, which will be conducted on a quarterly basis.
99 of 256
Water Charges 2014/15 Charge Category
Charge for 2013/14
Proposed Charge for 2014/15
($)
Total Yield for
Difference
2014/15
Consumption Charge Moree Shire Potable up to 750 Kl per annum
$1.31\KL
$1.44\KL
$0.13
$1,955,203.69
Moree Shire Potable in excess of 750 Kl per annum
$1.69\KL
$1.86\KL
$0.17
$1,081,012.29
Moree Shire Non-Potable up to 750 Kl per annum
$0.87\KL
$0.96\KL
$0.09
$72,943.16
Moree Shire Non-Potable in excess of 750 Kl per annum
$1.43\KL
$1.57\KL
$0.14
$51,383.60
Estimated Sub Total Consumption
$3,160,542.74
100 of 256
Water Charges 2014/15 No of A’ments
Charge Category
Residential Water Availability Charge
Charge for 2013/14
Proposed Charge for 2014/15
Difference ($)
Total Yield for 2014/15
3899
$269.50
$270.00
$0.50
$1,052,730.00
Availability
517
$269.50
$270.00
$0.50
$139,590.00
Availability
79
$421.09
$421.90
$0.81
$33,330.01
Availability
65
$689.92
$619.20
$1.28
$44,298.00
Residential and Non Residential Combined Water Availability Charge
77
$1,078.00
$1,080.00
$2.00
$83,160.00
61
$1,684.38
$1,687.50
$3.12
$102,937.50
17
$3,000.00
$3,500.00
$500.00
$59,500.00
23
$3,500.00
$4,000.00
$500.00
$92,000.00
3
$7,100.00
$7,600.00
$500.00
$22,800.00
1
$26,950.00
$27,000.00
$50.00
$27,000.00
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 150 Millimetre Connection Residential and Non Residential Combined Water Availability Charge 200 Millimetre Connection Total
4742
Estimated Total
$1,657,345.51 $4,817,888.25
101 of 256
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 $630.00.
Non-Residential All non-residential properties will be charged based on a two-tier pricing system. Sewer charges will be in accordance with Best Practice Pricing guidelines, which prescribes an availability charge based upon the corresponding water meter connection size multiplied by the Sewerage Discharge Factor and per kilolitre usage charges based on water usage and disposal estimates. Disposal estimates will be based on the type of business and an estimated discharge factor that is 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 $1.16 per kilolitre. The access charges will be as provided in the following tables.
Note : A non-residential premises will pay the minimum of $630.00. For example, if the discharge factor of a business etc, causes the access charge to be less than $630.00, that premises will pay the minimum of $630.00.
102 of 256
Sewer Charges 2014/15 Non Residential Charges
No of A’ments
20 Millimetre Water Connection
361
25 Millimetre Water Connection
61
32 Millimetre Water Connection
69
40 Millimetre Water Connection
37
50 Millimetre Water Connection
34
80 Millimetre Water Connection
6
100 Millimetre Water Connection
2
150 Millimetre Water Connection
0
200 Millimetre Water Connection
0
Non-Residential No Water Connection
133
Estimated Sub Total
703
Charge 2013/14
Multiplied by SDF
Proposed 2014/15
(Ave 0.78)
Multiplied by SDF (Ave.0.78)
Diff ($)
Total Yield for 2014/15
$565.20
$565.20
$630.00
$630.00
$64.80
$227,430.00
$565.20
$565.20
$630.00
$630.00
$64.80
$38,430.00
$700.88
$546.69
$781.23
$609.36
$80.35
$53,905.02
$1,095.12
$854.19
$1,220.68
$952.13
$125.56
$45,164.98
$1,711.13
$1,334.68
$1,907.30
$1,487.69
$196.17
$64,848.37
$4,380.48
$3,416.77
$4,882.70
$3,808.51
$502.22
$29,296.20
$6,844.50
$5,338.71
$7,629.22
$5,950.79
$784.72
$15,258.44
$15,400.13
$12,012.10
$17,165.74
$13,389.28
$1,765.61
$0.00
$27,378.00
$21,354.84
$30,516.88
$23,803.17
$1,138.88
$0.00
$565.20
$565.20
$630.00
$630.00
$64.80
$83,790.00 $558,123.01
103 of 256
Sewer Charges 2014/15 Charge Category
No of Assessments
Charge 2013/14
Proposed 2014/15
Difference ($)
Total Yield for 2014/15
Other Charges Sewer Balonne Shire
1
$1,690.20
$1,883.75
$193.75
$1,765.61
Gurley Common Effluent
4
$396.00
$441.00
$45.40
$1,883.76
$1.04 per KL
$1.16 per KL
$0.12
$345,593.07
$565.20
$630.00
$64.80
$2,202,480.00
Sewer Discharge (SD)
570
Residential Sewer Availability Charge
3496
Estimated Sub Total
4199
$2,551,722.44
Estimated Total Sewer Revenue
4902
$3,109,845.45
104 of 256
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
105 of 256
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 2014/2015. 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.
106 of 256
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 350m 2, 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 256
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 $359.70 for a 140lt bin. A weekly service is available and the full annual charge is payable whether or not the service is used each week. Additional weekly services will result in an additional $359.70 being charged for each additional service. This service includes a fortnightly recycling collection service that is provided by the collection of one 240lt yellow recycle bin. 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 $359.70 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 Green Waste bins, which will be used for organics, such as leaves, kitchen scraps and lawn clippings. All residential properties within the Moree township received these bins last year and the intention is to roll out the 240lt Green Waste bins to the remaining villages and other outlying areas this year. 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 $413.25 for the combined Domestic Waste Management Service and Green Waste Bin. The intention is to roll out the Green Waste bins to the remaining villages and other outlying areas this year. For more information please contact Moree Plains Shire Council’s Water and Waste Department.
Domestic Waste Management Service Option 2 (240lt Red Bin) All urban residential properties containing a single dwelling or strata unit/flat within the collection service areas that have elected or wish to elect to have a large 240lt red waste bin, instead of the smaller 140lt red bin, will pay an additional $67.95. 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 $428.90, for all Moree Shire Plains Council ratepayers, except Moree residential ratepayers who will be charged $481.20 for the combined large 240lt 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 2014/2015 this will be $89.90.
108 of 256
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 $428.90 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 $428.90 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 240lt red bin for garbage and one 240lt yellow bin for recycling
Additional Recycling Service Charge Additional 240lt recycling services will be charged $127.00 per additional bin service.
Additional Green Bin Service Charge Additional organics services will be charged $53.55 per additional bin service.
360 Litre Recycle Bin Upgrade A larger 360lt recycle bin may be substituted for the 240lt standard recycling bin at additional charge of $50.00. This replacement makes the total charge for Domestic Waste Collection $409.70 or $463.25 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 2014/2015 year. The waste management levy includes: •
•
A charge of $142.75 to rural and urban ratepayers. Total yield from the Waste Management levy is estimated to be $974,554.25 for 2014/15.
109 of 256
Waste Collection Charges 2014/15 Waste Charge
No of Services/ Assessments
Charge 2013/2014
Proposed 2014/15
Difference
Total Yield for
($)
2014/15
Domestic Waste Domestic Waste Collection
1,351
$349.20
$359.70
$10.50
$485,954.70
Domestic Waste Collection +Green
3,379
$401.20
$413.25
$12.05
$1,396,371.75
1,273
$66.00
$67.95
$1.95
$86,500.35
Upgrade - Recycle Bin (360L)
10
$50.00
$50.00
$0.00
$500.00
Additional Service - Green Bin (240L)
10
$52.00
$53.55
$1.55
$535.50
8
$123.30
$127.00
$3.70
$1,016.00
10
$173.30
$178.50
$5.20
$1,785.00
871
$416.40
$428.90
$12.50
$373,571.90
355
$87.30
$89.90
$2.60
$31,924.50
6,827
$138.60
$142.75
$4.15
$974,554.25
Domestic Waste – Additional Services Upgrade - Domestic Large Bin (240L)
Additional Service - Recycle (240L) Additional Service - Recycle - (360L) Non Domestic Waste Commercial Waste Collection Other Waste Charges Vacant Waste Charge Waste Management Levy Total Yield
$3,352,713.95
13,782
Note: The Domestic Waste Collection Charge includes the standard 160lt red waste bin and a standard 240lt yellow recycling bin. The Domestic Waste Collection Charge + Green includes the standard 160lt red waste bin, a standard 240lt yellow recycling bin and a standard 240lt Green Organics bin. Changes to this combination will result in additional charges to this base charge as detailed in the above table. Rollout of Green Waste Collection to all villages is expected to commence during the first week of October 2014. The cost will be apportioned to the applicable ratable assessments for the nine months of service at a total charge of $399.85.
110 of 256
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.
111 of 256
•
• •
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.
112 of 256
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 2014/2015
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.
$1,523,000 (Est)
General grant that council has complete discretion to utilise for any purpose within the Local Government Act 1993.
$6,245,000 (Est)
United Grants General Financial Assistance Grant
Further details are provided in the Long Term Financial Plan, Section 3.3.
113 of 256
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 Council’s total funds invested. FINANCIAL YEAR
INTEREST
2010
$608,000
2011
$874,000
2012
$867,000
2013
$620,000
2014 (estimated)
$600,000
2015 (estimated)
$650,000
2016 (estimated)
$580,000
2017 (estimated)
$580,000
2018 (estimated)
$480,000
Further details are provided in the Long Term Financial Plan, Section 3.4
114 of 256
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 $
Water Fund Boggabilla Pump
$650,000
Water Telemetry
$1,000,000
Waste Fund Remediation Yarraman Landfill
$2,200,000
New Cell at Current Waste Management Facility
$3,900,000
General Fund Waste Water Holding Ponds
$2,000,000
DCI Digital Cinema Compliance
$250,000
Internal Loan Loan from Sewer Fund to General Fund – Gateway Project
$3,000,000
Total
$13,000,000
Further details are provided in the Long Term Financial Plan, Section 3.5 and 4.2.
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 2014/2015 listed on previous page. The calculations for the following ratios assume no additional income from the Special Rate Variation. FUND
2013
2014 (Est)
2015 (Est)
2016(Est)
2017(Est)
5.74%
7.00%
9.46%
9.78%
9.30%
Sewer Fund
10.69%
10.43%
10.12%
11.09%
12.50%
Water Fund
15.06%
15.37%
17.91%
18.72%
18.17%
7.95%
9.22%
10.34%
10.83%
10.53%
General Fund
Consolidated
115 of 256
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.
116 of 256
MOREE PLAINS SHIRE COUNCIL - FEES AND CHARGES 2014/2015 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.
117 of 256
Admin - Council Documents Page 1 of 1
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Free
Maps Shire Map Map (Shire/Council) - A3 Map (Shire/Council) - A4 Preparation of new map / layer in GIS for external customer Tender Documents Tender Document Fee - (Document <50 Pages)
Fee Description Business Papers and Minutes Email - PDF format
Planning and Development Certified Copy of Document, Map or Plan Copies of documents from DA's files - A4 Copies of documents from DA files - greater than A4 LEP Copy - Current (doc & maps) DCP Copy - (document)
Unit Rate
GST
Free
Per year
N/A
$15.00 $10.00 $6.00 $30.00
$15.00 $10.00 $6.00 $31.00
Per map Per map Per map per hour
$1.36 $0.91 $0.55 $2.82
$71.00
$73.00
Per document
$6.64
$53.00 Per copy $1.00 Per sheet $4.00 Per sheet $250.00 Per package $9.30 Per application
Exempt Exempt Exempt $22.73 $0.85
$57.00 $0.50 N/A $210.00 $9.00
Other Archival Research - search and supply
$40.00
$42.00
Per hour
Notes: - All copies of Business Papers to electronic and print media outlets are provided at no cost.
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)
Section: Various Responsible Officer: Various
118 of 256
$3.82
Admin - Government Information (Public Access) Act 2009 2013/2014 (Inc GST)
Fee Description
Page 1 of 1
2014/2015 (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
$30.00 Free
$40.00 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: Corporate Services Responsible Officer: IPR Manager
119 of 256
Admin - Printing and Stationery
Page 1 of 1
2013/2014 (Inc GST)
2014/2015 (Inc GST)
$3.00 $5.00
Unit Rate
GST
$3.00 $5.00
Per sheet Per sheet
$0.27 $0.45
$12.00 $7.00 $43.00 $37.00 $28.00 $16.00 $9.00 $43.00
$12.00 $7.00 $44.00 $38.00 $29.00 $16.00 $9.00 $44.00
Per plan Per plan Per plan Per plan Per plan Per plan Per plan Per metre
$1.09 $0.64 $4.00 $3.45 $2.64 $1.45 $0.82 $4.00
Binding Binding - spiral bound Binding - heat bound
$5.00 $5.00
$5.00 $5.00
Each Each
$0.45 $0.45
Other Laminating Folding
$5.00 $7.00
$5.00 $7.00
Per page Per hundred
$0.45 $0.64
Fee Description Photocopying Photocopying - Black & White Photocopying - Colour Plan copying / printing Plans - Size A0 & Other - Black & White Plans - Size A1 & A2 - Black & White Plans - Size AO - Design Plotter Plans - Size A1 - Design Plotter Plans - Size A2 - Design Plotter Plans - Size A3 Plans - Size A4 - Colour Plans - Larger than A0 Design Plotter
Notes: - If own paper is supplied all copying is the same price as listed above. - Plans that are not standard size should be charged at the next standard size up.
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar)
Section: Corporate Services Responsible Officer: Records Coordinator
120 of 256
Administration - Rates Page 1 of 1
2013/2014 (Inc GST)
Fee Description Section 603's S Section 603 Certificate - outside water supply area S Section 603 Certificate - within water supply area Section 603 Certificate - Urgency Fee (Issued within 1 business day of receiving application) Valuations Valuation Extract - written Valuation, Ownership search and supply Other S Accrual of interest on Rates, Charges & Debtors (S566 LGA) 2 or more reprints of Rates & Water Notices Dishonoured fee - cheque Dishonoured fee - cheque water billing Dishonoured fee - direct debit Dishonoured fee - direct debit water billing
2014/2015 (Inc GST)
GST
Unit Rate
$70.00 $97.00
$70.00 Per application $98.00 Per application
Exempt Exempt
$55.00
$55.00 Per application
$5.00
$28.00 $20.00
$29.00 Per application $21.00 Per application
Exempt Exempt
10.00% $16.00 $44.00 N/A $12.00 N/A
8.50% $17.00 $46.00 $13.00 $13.00 $13.00
Per notice Per cheque Per cheque Per debit Per debit
Exempt Input Tax Input Tax 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. - 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
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
121 of 256
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
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Unit Rate
GST
$12.00 $6.00 $694.00 $1,110.00
$12.00 $6.00 $715.00 $1,143.00
Per tonne Per tonne Per tonne Per year
$1.09 $0.55 $65.00 $103.91
$309.00 $318.00 Per eng/Per yr $27.00 $28.00 Per eng/Per wk Daily fee pro rata based on above annual fee.
$28.91 $2.55 Taxable
$350.00 $8.00
$360.00 $8.00
Per year Per day
$32.73 $0.73
Hire Space - Counter RPT Airline Car Rental Companies
$6,618.00 $762.00
$6,815.00 $785.00
Per space Per space
$619.55 $71.36
Other Advertising Structure Moree
$1,645.00
$1,694.00
Per year
$154.00
Notes: - Fees for charter flights>18 seats, all military and RPT fees are by negotiation (including landing, head tax and additional fees). - All Child Flight, Angel Flight (and similar) are exempt from fees and charges. - Private aircraft exempt from fees and charges during a declared natural disaster upon application. - Airport landing fees for local aircraft is an annual fee for unlimited landings & tie down (may be paid in lieu of the GA landing charge). - Counter space hire fees are for new lease agreements only. - Reduced landing fees for local operators of multiple aircraft are by negotiation
Fee Methodology: - Full cost recovery. - Increased by CPI annually (Rounded up to nearest dollar)
Section: Engineering Responsible Officer: Eng Support Manager
122 of 256
Cemeteries Page 1 of 1
Fee Description
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Interment - Burial 1st Interment 2nd Interment 3rd Interment
$2,303.00 $1,187.00 $1,187.00
$2,374.00 $1,224.00 $1,224.00
Each Each Each
$215.82 $111.27 $111.27
Interment - Ashes 1st Interment 2nd Interment 3rd Interment Reception of Ashes for Wall/Rose Garden
$1,715.00 $659.00 $659.00 $835.00
$1,768.00 $680.00 $680.00 $861.00
Each Each Each Each
$160.73 $61.82 $61.82 $78.27
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
$39.00 $122.00 $44.00 $74.00 $637.00 $175.00 $22.00 $36.00 $120.00
GST
Unit Rate
$41.00 Per hour $126.00 Each $46.00 Each $77.00 Each $657.00 Per interment $175.00 Each $23.00 Each $38.00 Each $120.00 Each By Quotation At Cost
Exempt Exempt $4.18 Exempt Exempt $15.91 $2.09 $3.45 $10.91 Taxable Taxable
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: Eng Support Manager
123 of 256
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)
124 of 256
2013/2014 (Inc GST)
2014/2015 (Inc GST)
$22.00 $22.00 $22.00 $22.00
Unit Rate
GST
$23.00 $23.00 $23.00 $23.00
Each Each Each Each
$2.09 $2.09 $2.09 $2.09
$39.00 $39.00 $39.00 $39.00
$40.00 $40.00 $40.00 $40.00
Each Each Each Each
$3.64 $3.64 $3.64 $3.64
$49.00 $49.00 $49.00 $49.00
$50.00 $50.00 $50.00 $50.00
Each Each Each Each
$4.55 $4.55 $4.55 $4.55
$65.00 $65.00 $65.00 $65.00
$67.00 $67.00 $67.00 $67.00
Each Each Each Each
$6.09 $6.09 $6.09 $6.09
$7.00 $7.00 $7.00 $7.00
$8.00 $8.00 $8.00 $8.00
Each Each Each Each
$0.73 $0.73 $0.73 $0.73
$22.00 $22.00 $22.00 $22.00
$23.00 $23.00 $23.00 $23.00
Each Each Each Each
$2.09 $2.09 $2.09 $2.09
Child Restraint - Hiring Page 2 of 2
Fee Description Other Child Restraint Gate Buckle Refundable Security Deposit
2013/2014 (Inc GST)
2014/2015 (Inc GST)
$7.00 $52.00
$8.00 $52.00
Unit Rate
GST
Per hire Per hire
$0.73 $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
125 of 256
Entertainment and Events Page 1 of 1
2013/2014 (Inc GST)
Fee Description
2014/2015 (Inc GST)
Unit Rate
GST
Travelling & Itinerant Vendors Inspection of Amusement Equipment - large Inspection of Amusement Equipment - small Inspection of Food Vendors
$26.00 $12.00 $33.00
$25.00 Per application $10.00 Per application $30.00 Per application
$2.27 $0.91 $2.73
Events Temporary Road Closure Application Fee Display of Overhead Street Banners - Balo St Display of Pole Flags + Banners
$139.00 $1,301.00 $67.00
$143.00 Per application $1,340.00 Per display $69.00 Per pole
Exempt Exempt Exempt
Jellicoe Park Markets Stall Area Boggabilla Markets Stall Area
$27.00
$28.00
Per stall
$2.55
Free
Free
Per stall
N/A
Notes: - In addition to Temporary Road Closure Application Fee applicants will be charged actual cost for road closure - In addition to above fees, all travelling and itinerant vendors to pay any applicable hall, parks, sportsfields etc fees. - Balo Street overhead street banners- between Max & Imperial Hotels. Maximum timeframe of 3 weeks. - Banner pole advertising in Balo Street. - Jellicoe Park stall holders must have a $10 million public liability insurance cover. - Not for Profit shire based charitable organisations will not be charged the Jellicoe Park stall holders fee Fee Methodology: - Full cost recovery. - Increased by CPI annually (Rounded up to nearest dollar)
Section: Engineering Responsible Officer: Support Manager
126 of 256
Gwydir Day Care and Preschool 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
2013/2014 (Inc GST)
2014/2015 (Inc GST)
$66.00 $70.00 $75.00 $20.00 $5.00
$69.00 $73.00 $78.00 $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
127 of 256
Hall Hire - Moree Page 1 of 2
Fee Description Single Hall Hire - Banquet or Memorial Compulsory Fees Booking Fee - Private, Community & Corporate Hire Fee - Memorial Hall Private or Community Organisation Hire Fee - Banquet Hall Private or Community Organisation Hire Fee - Corporate Day Hire Refundable Security Bond (conditions apply for refund) Refundable Security Bond (conditions apply for refund) Elective/Other Fees Cleaning (if determined that extra cleaning is required) Kitchen/ Bar & Equip - Private or Community Organisations Kitchen/ Bar & Equip - Corporate rate Table Cloth Hire Black/White (oval or rectangle) Napkin - White/Black (linen) Chair Cover - White/Black (spandex) Cocktail Table Cover - White/Black (spandex) Table Skirting - White/Black (polyester) Additional Day(s) Hire Rates First additional day (hire fee and kitchen/bar if required) Each additional day thereafter Additional Preparation day prior to event
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Unit Rate
GST
$77.00 $380.00 $340.00 $692.00 $600.00 $1,200.00
$79.00 $391.00 $350.00 $713.00 $600.00 $1,200.00
Per Booking Per day Per day Per day Per hire Per hire
$7.18 $35.55 $31.82 $64.82 N/A N/A
As per actual cost - minimum at $235.00 $188.00 $194.00 Per day $315.00 $324.00 Per day $10.00 $10.00 per tablecloth N/A $1.00 per napkin N/A $1.00 per cover N/A $1.00 per cover N/A $1.00 per skirting
$62.00 $62.00
Hourly Hall Hire - Banquet or Memorial Hire Fee - Private or Community Organisation Hire Fee - Corporate Kitchen/ Bar & Equip - Private or community organisations Kitchen/ Bar & Equip - Corporate rate All other fees are as per above
128 of 256
$48.00 $87.00 $24.00 $41.00
Same as Above $64.00 Per day $64.00 Per day
$49.00 $90.00 $25.00 $42.00
Per hour Per hour Per hour Per hour
$17.64 $29.45 $0.91 $0.09 $0.09 $0.09 $0.09
$5.82 $5.82
$4.45 $8.18 $2.27 $3.82
Hall Hire - Moree Page 2 of 2
Fee Description Combined Hall Hire - Banquet & Memorial Compulsory Fees Booking Fee - Private, Community & Corporate Hire Fee - Private or Community Organisation Hire Fee - Corporate Day Hire Refundable Security Bond (conditions apply for refund) Refundable Security Bond (conditions apply for refund) Elective/Other Fees Cleaning (if determined that extra cleaning is required) Kitchen/ Bar & Equip - Private or Community Organisations Kitchen/ Bar & Equip - Corporate rate Table Cloth Hire for all users Napkin - White/Black (linen) Chair Cover - White/Black (spandex) Cocktail Table Cover - White/Black (spandex) Table Skirting - White/Black (polyester) Additional Day(s) Hire Rates First additional day (hire fee and kitchen/bar if required) Each additional day thereafter Additional Preparation Day prior to event
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Unit Rate
GST
$77.00 $565.00 $881.00 $600.00 $1,200.00
$79.00 $582.00 $907.00 $600.00 $1,200.00
Per booking Per day Per day Per day Per hire
$7.18 $52.91 $82.45 N/A N/A
As per actual cost - minimum at $235.00 $188.00 $194.00 Per day $315.00 $324.00 Per day $10.00 $10.00 per tablecloth N/A $1.00 per napkin N/A $1.00 per cover N/A $1.00 per cover N/A $1.00 per skirting
$93.00 $93.00
Hourly Combined Hall Hire - Banquet & Memorial Hire Fee - Private or Community Organisation Hire Fee - Corporate Kitchen/ Bar & Equip - Private or Community Organisations Kitchen/ Bar & Equip - Corporate rate All other fees are as per above
$72.00 $111.00 $24.00 $41.00
Same as Above $96.00 Per day $96.00 Per day
$75.00 $114.00 $25.00 $42.00
Per hour Per hour Per hour Per hour
$17.64 $29.45 $0.91 $0.09 $0.09 $0.09 $0.09
$8.73 $8.73
$6.82 $10.36 $2.27 $3.82
Notes: - Cleaning fee will be taken from the security bond if the hall/s are not left in a reasonable condition. - Security bond will be refunded after inspection of facility and conditions have been met. - Bookings must be made 14 days prior to the event. - Day Hire is from 6am to 9pm - Sporting bodies, clubs, associations, corporations, incorporated bodies or persons hiring the facility for commercial or profit making purposes must have their own liability insurance. - Casual hirers (excluding above) are only covered by council's insurance for up to 12 events in any 12 month period. Fee Methodology: - Increased by CPI annually.
Section: Planning & Development Responsible Officer: Director P & D
129 of 256
Hall Hire - Mungindi Page 1 of 1
2013/2014 (Inc GST)
Fee Description
C C
Annual Hire School Fee for Student activities Regular Users - eg Blue Light Disco, Band, Choir
C C C
2014/2015 (Inc GST)
Unit Rate
GST
$1,500.00 $500.00
$1,500.00 Per school/year $500.00 Per year Per year
$136.36 $45.45
Casual Hire Non Sporting Groups Sporting Groups Sport Membership Fee
$3.00 $3.00 $20.00
$3.00 Per person $3.00 Per person $20.00 Per team/season
$0.27 $0.27 $1.82
C C
Kitchen Hire - Casual Kitchen Hire - Regular
$75.00 $11.00
$75.00 $11.00
Per function Per use
$6.82 $1.00
C C
Hire of old chairs Hire of old tables
$2.00 $10.00
$2.00 $10.00
Per chair Per table
$0.18 $0.91
C C
Refundable Security Bond (conditions apply for refund) Cleaning Fee - if not cleaned by group/user
$500.00 $150.00
$500.00 $150.00
Per function Per function
Exempt $13.64
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. - Corporate and Public Entities are to secure public liability insurance. - Stage and bio box are strictly off limits unless authorised. Fee Methodology: - to be set by 355 Committee annually.
Section: Corporate Services Responsible Officer: Client Services Manager
130 of 256
F 14
Hall Hire - Villages Page 1 of 2
Fee Description
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Unit Rate
GST
$108.00 $7.00 $3.00 N/A N/A
$180.00 $7.00 $3.00 $50.00 $20.00
Per day Per table Per chair Per booking Per hire
N/A N/A N/A N/A N/A
C C C C C
Ashley Hall Tables Chairs Security Deposit Playgroups
C C C C C C C C C C C C C C C
Boomi Hall only Hall 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 $26.00 $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
C C
Garah Hall for Private Parties Hall for Meetings
$54.00 $27.00
$54.00 $27.00
C C C C
Gurley Casual/Non Business hire (up to 4 hours) Casual/Non Business hire (extended hours) Business hire (non retail) Retail/Markets
N/A N/A N/A N/A
$20.00 $60.00 $100.00 $200.00
131 of 256
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
Per booking Per booking Per booking Per booking
N/A N/A N/A N/A
Hall Hire - Villages Page 2 of 2
Fee Description
C C C C C C C
Mallawa Hall for Private Parties Hall for public seminars/meetings Hall for Major Events Hall extended per week Hall for Local meetings Tables & chairs - up to 5 tables & 20 chairs Tables & chairs - over 5 tables & 20 chairs
C C C C C
Weemelah Hall - non-residents Hall - for locals for night function Hall - for locals for day function Supper room - day or night meetings Chairs
C C C C C C C C C C
Pallamallawa Whole hall Supper Room Licenced Function Short Meeting Table hire Chairs Funerals Booking Fee (in advance) Unlicenced Function Bond Licenced Function Bond
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Unit Rate
GST
$42.00 $62.00 $3.00 $1,031.00 $21.00 $21.00 $42.00
$42.00 $62.00 $3.00 $1,031.00 $21.00 $21.00 $42.00
Per booking Per booking Per booking Per booking Per booking Per booking Per booking
N/A N/A N/A N/A N/A N/A N/A
$52.00 $42.00 $21.00 $16.00 $1.00
$52.00 $42.00 $21.00 $16.00 $1.00
Per night Per night Per day Per meeting Per chair
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
$250.00 $200.00 $450.00 $30.00 $10.00 $1.00 $55.00 $55.00 $200.00 $1,000.00
Per booking Per booking Per booking Per meeting Per table Per chair Per Booking Per Booking Per booking Per booking
N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
Notes: - Ashley - Playgroups must be organised by an incorporated body - Gurley - A $300 deposit is required for events involving alcohol - Pallamallawa - All licenced functions must have all relevant paperwork RSA, etc in accordance with - Moree Police etc and be willing to abide by the requirements - Sporting bodies, clubs, associations, corporations, incorporated bodies or persons hiring the facility for commercial or profit making purposes must thave their own liability insurance. - Casual hirers (excluding above) are only covered by council's insurance for up to 12 events in any 12 month period.
Fee Methodology: - Fees set by 355 committees individually for each hall
Section: Corporate Services Responsible Officer: Client Services Manager
132 of 256
Moree Landfill Page 1 of 3
Fee Description Commercial/Industrial Sorted waste only - minimum fee $10.00 Sorted waste ( Industrial Skip Bin)s - min fee $45 Unsorted waste (Indust Skip Bins)-min fee $90.00 Commercial green waste - min fee $10.00 Cardboard - minimum fee $10.00 Agricultural waste e.g. grain, tarps - min charge $46.00 Construction/Demolition Sorted waste only - minimum fee $10.00 Sorted clean timber waste only - minimum fee $12.00 Unsorted waste (timber/green) - min fee $90.00 Unsortable waste (builders rubble) - min fee $30.00 Uncrushed concrete with reo - min fee $13.00 Uncrushed concrete without reo - min fee $10.00 Fibrous material - asbestos, fibreglass - min fee $25.00 Metal waste Soils - uncontaminated and clean (VENM) Soils - contaminated - containing petrochemicals or similar - minimum fee $90.00 Dead Animals Small - e.g. dog/cat Medium - e.g. sheep/goats Large - e.g. cattle/horse
133 of 256
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Unit Rate
GST
$17.00 $110.00 $180.00 $20.00 $90.00 $90.00
$18.00 $90.00 $180.00 $20.00 Free $93.00
Per tonne Per tonne Per tonne Per tonne Per Tonne Per tonne
$1.64 $8.18 $16.36 $1.82 N/A $8.45
$17.00 $17.00 $180.00 $90.00 $26.00 $17.00 $111.00 Free $5.00
$18.00 $25.00 $180.00 $68.00 $27.00 $18.00 $111.00 Free $5.00
Per tonne Per tonne Per tonne Per tonne Per tonne Per tonne Per tonne Per tonne Per tonne
$1.64 $2.27 $16.36 $6.18 $2.45 $1.64 $10.09 N/A $0.45
$180.00
$180.00
Per tonne
$16.36
$7.00 $10.00 $39.00
$7.00 $10.00 $40.00
Per animal Per animal Per animal
$0.64 $0.91 $3.64
Moree Landfill Page 2 of 3
Fee Description Domestic Waste 1 x 240 litre wheelie bin 1 x 140 litre wheelie bin Domestic Waste (Mixed) Domestic Waste Mixed > 1/2 load contains clean recylables and sorted by disposer Domestic green waste - small (car, wagon, small ute) Recyclable Waste Recyclable Material includes glass, plastic (must be sorted into bins) Batteries Gas Bottles (Up to 9kg) Gas Bottles/cylinders >9kg Replacement Receptables 140 litre Bin 240 litre Bin 360 litre Bin 7 litre Kitchen Tidy Roll of compostible bags - after the third request per year Bin hitch
134 of 256
2013/2014 (Inc GST)
2014/2015 (Inc GST)
$5.00 $3.00
Free Free $9.00/100kg
Free
Unit Rate
GST
Per bin Per bin
N/A N/A
$4.50/100kg Free
Free $5.00 $5.00
Free Free $5.00 $12.00
$75.00 $105.00 $160.00 $10.00 N/A N/A
$55.00 $63.00 $138.00 $11.00 $11.00 $18.00
N/A
Per unit Per unit
Per bin Per bin Per Bin Per unit
N/A N/A $0.45 $1.09
$5.00 $5.73 $12.55 $1.00 $1.00 $1.64
Moree Landfill Page 3 of 3
Fee Description
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Unit Rate
GST
$3.00 $5.00 $7.00 $15.00 $50.00 $90.00 $150.00 $72.00
$4.00 $6.00 $8.00 $16.00 $52.00 $93.00 $155.00 $600.00
Per Tyre Per Tyre Per Tyre Per Tyre Per Tyre Per Tyre Per Tyre Per tonne
$0.36 $0.55 $0.73 $1.45 $4.73 $8.45 $14.09 $54.55
Free Free $31.00 $4.00 $180.00
Free Free $32.00 Free $185.00
Per unit Per unit Per tonne
N/A N/A $2.91 N/A $16.82
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 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 Sales Green mulch Crushed concrete sales Clean fill
Free $14.00 Free
Free Per cubic mtre $7.00 Per tonne Free
N/A $0.64 N/A
Commercial Recycling Services (agreement) Boggabilla Commercial Recycling Service (skip bin) Villages Commercial Recycling Service (skip bin excl Boggabilla)
N/A N/A
$68.00 $45.00
$6.18 $4.09
Special Event Bin Charge Service fee for special event bins Delivery and removal - per event
N/A N/A
$5.00 $200.00
$0.45 $18.18
Notes: - All waste generated externally to the Moree Plains Shire to be charged at double the rates listed (Limited to 5 tonne). - No charge for replacement receptables if receptable is returned. (Damaged, burnt etc) - Restricted Solid Waste (RSW) not accepted - VENM - Virgin Excavated Natural Materials - Not for profit and non-government organisations registered as a charitable organisation can apply for exemption from landfill charges Fee Methodology: - Full cost recovery. - Increased by CPI annually (Rounded up to nearest dollar) Section: Water and Waste Responsible Officer: Waste Officer
135 of 256
Moree Community Library Page 1 of 2
2013/2014 (Inc GST)
2014/2015 (Inc GST)
N/A N/A
Laminating A4 A3 Business card Photocopying and Printing A4 black & white A3 black & white A4 B & W double sided A3 B & W double sided A4 Colour A3 Colour A4 Colour double sided A3 Colour double sided
Fee Description
Unit Rate
GST
$1.00 $7.00
Per page Per page
$0.09 $0.64
$2.00 $3.00 $3.00
$2.00 $3.00 $3.00
Per page Per page Per page
$0.18 $0.27 $0.27
$0.30 $0.60 $0.40 $0.60 $1.00 $2.00 N/A N/A
$0.30 $0.60 $0.40 $0.90 $1.00 $2.00 $1.50 $3.00
Per page Per page Per page Per page Per page Per page Per page Per page
$0.03 $0.05 $0.04 $0.08 $0.09 $0.18 $0.14 $0.27
N/A
$1.00
Per scan
$0.09
$0.50
$0.30
Per page
$0.03
$0.10 $5.00 $10.00
$0.10 $5.00 $10.00
Per day Junior Adult
Exempt Exempt Exempt
Administration Fax Send and Receive Domestic Send and receive International
Scanning Microfiche Printing A4 Black and White 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
136 of 256
Moree Community Library Page 2 of 2
2013/2014 (Inc GST)
Fee Description Replacement of Damaged and Lost Items Fee Schedule
2014/2015 (Inc GST)
GST
Unit Rate
Cost of item + processing fee
Processing Fee
$4.00
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 Water bottles
$12.00 $33.00 Free $22.00 $54.00 Free $22.00 $54.00 Free N/A
Other Visitor Membership ($20 refundable on conditions) Replacement Library Cards Inter Library Loan - Public Libraries Inter Library Loan - Institution/University Libraries Library Loans - Special Libraries
$12.00 $3.00 $4.50 $16.50 N/A
$4.00 Per Item
$12.00 $34.00 Free $23.00 $56.00 Free $23.00 $56.00 Free $1.00
Exempt
Per hour Per hour Per hour Per hour Per hour Per hour Per bottle
$25.00 Per person $2.27 $3.00 Per card Exempt $5.00 Per item $0.45 $21.50 Per item $1.95 $5.00 + any additional charge per lending library policy
Notes: - community rates apply to not-for-profit organisations only. - after hours rates apply after 5pm Fee Methodology: - Full cost recovery. - Increased by CPI annually (Rounded up to nearest dollar) Section: Corporate Services Responsible Officer: Library Manager
137 of 256
$1.09 $3.09 Free $2.09 $5.09 Free $2.09 $5.09 Free N/A
Miscellaneous Fees and Sales Page 1 of 1
2013/2014 (Inc GST)
Fee Description Miscellaneous Fees Road Opening Permit & Pre-Commencement Inspection Road Opening Restoration Bond High Productive Vehicles - Upgrade of infrastructure
2014/2015 (Inc GST)
Unit Rate
GST
$94.00 $97.00 Per opening $300.00 $300.00 Per opening Actual Cost + GST per application
Exempt Exempt
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
$44.00 $21.00 $25.00
$44.00 Per post $21.00 Per cubic metre $25.00 Per sign Actual Cost + 20% + GST
$4.00 $1.91 $2.27
Culverts Access Culvert - Application Fee Access Culvert - Installation
$57.00
$60.00 Per application via Quotation +20% +GST
$5.45
Property Signs Supply sign only Supply & Erect sign (Within 25km of Moree) Supply & Erect sign (Outside 25km of Moree)
$134.00 $346.00 $423.00
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)
$138.00 $357.00 $436.00
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
138 of 256
$12.55 $32.45 $39.64
Northern Area Office Page 1 of 1
2013/2014 (Inc GST)
Fee Description
2014/2015 (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
$18.00 $19.00 up to 4 hours $28.00 $29.00 Per day $14.00 $15.00 up to 4 hours $24.00 $25.00 Per day Cost of product + 20% surcharge
$1.73 $2.64 $1.36 $2.27
Room Hire - Training Room Use of facility up to a period of four hours Use of facility for a period greater than four hours Catering
$23.00 $24.00 up to 4 hours $46.00 $48.00 Per day Cost of product + 20% surcharge
$2.18 $4.36
Administration (if available) Typing, stationery, resumes, brochures, posters
$46.00
$48.00
Per hour
$4.36
$1.00 $2.50 $1.00 N/A N/A
$1.00 $3.00 $1.00 $2.00 $3.50
Per sheet Per sheet Per sheet Per sheet Per sheet
$0.09 $0.27 $0.09 $0.18 $0.32
$3.00 N/A $5.00 $2.00 N/A $2.00 $2.00 N/A $0.50 $2.00
$3.00 $4.00 $5.00 $2.00 $3.00 $2.00 $2.00 $1.00 $0.50 $2.00
Per page Per page Per document Per scan Per scan Per 5 sheets Per 5 sheets Per document Per call Per call
$0.27 $0.36 $0.45 $0.18 $0.27 $0.18 $0.18 $0.09 $0.05 $0.18
Printing/Photocopying A4 Black and white (single and double sided) A4 Colour (single and double sided) Photocopying from bound original will attract extra charge A3 Black and white (single and double sided) A3 Colour (single and double sided) Other Laminating - A4 Laminating - A3 Binding A4 documents Scanning black and white documents (up to A3) Scanning colour documents (up to A3) Sending fax Receiving fax Email black and white/colour Phone Calls - Local call Phone Calls - STD and calls to mobiles 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: Corporate Services Responsible Officer: NAO Coordinator
139 of 256
F 23
Planning and Development Certificates and Other
Page 1 of 2
2013/2014 (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) Planning Certificates S Under Section 149(2) S Under Section 149(2) & 149(5) S Additional Urgency Fee (issued within 48hrs of receiving application) S Additional Urgency Fee (issued within 24 hours of receiving application)
2014/2015 (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
$103.00 $14.00 $90.00
$106.00 Per hour $13.00 Per copy $100.00 Per application
Exempt Exempt Exempt
$53.00 $133.00 $87.00
$53.00 Per application $133.00 Per application $100.00 Per application
Exempt Exempt Exempt
$150.00 Per application
Exempt
N/A
Footpath Leases DCP No. 12 - Footpath Lease DCP No. 12 - Footpath Lease - Annual Permit Renewal
$50.00 $108.00
$50.00 Per sq m $110.00 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
$341.00 $346.00 $103.00 $103.00 $103.00 $103.00 $103.00 $103.00 $103.00
$330.00 $500.00 $121.00 $121.00 $106.00 $106.00 $106.00 $121.00 $121.00
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
20
$20.00
Per Month
Busking Permit - (per Busker)
140 of 256
$1.82
Planning and Development Certificates and Other
Page 2 of 2
2013/2014 (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 Registration of annual Fire Safety Statement 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, prevention and noise control DCP - application to amend DCP - Variation to acceptable solutions Water Sampling Water Sampling per hour Assesment of Alternative solution Class 10 Class 1A Class 1B, 2-9
2014/2015 (Inc GST)
Unit Rate
GST
$127.00 $8.00
$130.00 Per application $8.00 Per site
$258.00 N/A
$265.00 $121.00
$48.00 $346.00
$48.00 Per application $356.00 Per hour
$4.36 Exempt
$103.00
$250.00
$22.73
$85.00 $21.00 $127.00
$87.00 Per application $21.00 Per application $130.00 Per application
Exempt Exempt $11.82
$282.00 $404.00 $1,258.00 N/A $120.00 N/A
$291.00 Per certificate $492.00 Per notice $1,295.00 Per application $242.00 $123.00 Per sample $150.00 Per hour
$26.45 $44.73 $117.73 $22.00 $11.18 $13.64
$171.00 $258.00 $516.00
$250.00 $500.01 $999.00
Per report
Per hour
Per clause Per clause Per clause
$11.82 $0.73 $24.09 Exempt
$22.73 $45.46 $90.82
Notes: - If building constructed without consent an additional fee for DA construction certificate will be charged. Fee Methodology: - Increased by CPI annually (Rounded to nearest dollar) - All fees marked with S are statutorily mandated Section: Planning and Development Responsible Officer: Assessment Manager
141 of 256
Planning and Development Applications 2013/2014 (Inc GST)
Fee Description DA FEE S Class 1 (Dwelling) S Class 2-9 - Works Valued $5,000 or less S Class 2-9 - Works Valued $5,001 to $250,000 (Plus $3 per $1,000 of estimated cost) S Class 2-9 - Works Valued $250,001 to $500,000 (Plus $1.70 per $1,000 of estimated cost over $250,00 S Class 2-9 - Works Valued $500,001 to $1million (Plus $1.00 per $1,000 of estimated cost over $500,000 S Class 2-9 - Works Valued $1million to $10 million (Plus $0.80 per 1,000 of estimated cost over $1mil S Class 2-9 - Works Valued more $10 million (Plus 0.55 per 1,000 of estimated cist over $10,000,000 S Class 10 (Structure associated with a residential dwelling) S Designated Development- Fee plus standard DA Fee S Integrated Development Fee (plus standard DA fee) S Integrated Development Fee (referrals under S62 & S63) ( to be paid to appropriate Govt Department) DA FEE - OTHER Advertising Structure - Blackboard (Under set regulation fee) Advertising Structure - New ($50 per additional sign) Advertising Structure - Under awning S Change of Use Demolition - building Demolition - building (heritage listed) Fence - Plus 1 inspection S Residential Flat Development - Under SEPP 65 (Plus $600 in addition to normal fee) S Subdivision - With New road (Plus $65 per new lot) S Subdivision - With No New Road (Plus $53 per new lot) S Subdivision - Strata (Plus $65 per new lot) Use of Council Footpath S Developments - Other (Not involving erection of building, subdivision, change of use/classification)
142 of 256
$391.00 $110.00
Page 1 of 4
2014/2015 (Inc GST)
Unit Rate
GST Exempt Exempt
$170.00
$455.00 Per application $110.00 Per application Per application $170.00 Per application
$1,036.00
$1,036.00 Per application
Exempt
$1,476.00
$1,476.00 Per application
Exempt
$2,046.00
$2,046.00 Per application
Exempt
$9,816.00 $75.00 $920.00 $140.00
$9,816.00 $75.00 $920.00 $140.00
Per application Per application Per application Per application
Exempt Exempt Exempt Exempt
$320.00
$320.00 Per application
Exempt
$101.00 $188.00 $101.00 $79.00 $207.00 $628.00 $85.00
$104.00 $195.00 $104.00 $285.00 $213.00 $646.00 $87.00
Per sign Per application Per sign Per application Per application Per application Per application
$9.45 $17.73 $9.45 Exempt Exempt Exempt $7.91
$760.00 $655.00 $330.00 $330.00 $216.00
$760.00 $665.00 $330.00 $330.00 $222.00
Per application Per subdivision Per subdivision Per subdivision Per subdivision
$69.09 Exempt Exempt Exempt Exempt
$285.00
$285.00 Per application
Exempt
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 Document search and supply Search and supply (more than 10 years old) Search and supply (less than 10 years old)
143 of 256
Page 2 of 4
2013/2014 (Inc GST)
2014/2015 (Inc GST)
$139.00 $82.00 $82.00 $139.00
$200.00 $200.00 N/A $200.00
Per application Per application Per application Per application
Exempt Exempt Exempt Exempt
$336.00
$346.00 Per application
Exempt
$561.00
$577.00 Per application
Exempt
$897.00
$923.00 Per application
Exempt
$70.00 $72.00 Per application $104.00 $107.00 Per application $563.00 $580.00 Per application $978.00 $1,007.00 Per application Lessor of 25% of original fee or $67 50% of original fee $120.00 $124.00 Per certificate
$6.55 $9.73 $52.73 $91.55 Exempt Exempt $11.27
$227.00 $248.00 $413.00 $619.00 $928.00 $1,237.00 $1,649.00 $1,855.00 N/A $127.00 $76.00
$234.00 $255.00 $425.00 $637.00 $955.00 $1,274.00 $1,698.00 $1,910.00
Unit Rate
GST
Per application Per application Per application Per application Per application Per application Per application Per application By quotation
$21.27 $23.18 $38.64 $57.91 $86.82 $115.82 $154.36 $173.64
$131.00 Per application $78.00 Per application
Exempt Exempt
Planning and Development Applications 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) 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) Withdrawal of Application before determination Refund of DA fee less the following admin charges: Value of DA under $100,000 Value of DA between $100,001 and $250,000 Value of DA greater than $250,000 Occupation and Compliance Certificates Occupation Certificate - for work over $50,000 in value & change of use Compliance Certificate S Compliance Certificate - Swimming Pool S Compliance Certificate - Swimming Pool Re-inspection Principal Certifying Authority (PCA) Services - Where CC or CDC issued by a private certifier Valued less than $5,000 Valued $5,001 - $10,000 Valued $10,001 - $50,000 Valued $50,001 - $100,000 Valued $100,001 - $200,000 Valued $200,001 - $400,000 Valued more than $400,000 Principal Certifying Authority (PCA) Services (Class 1 & 10) - Where CC issued by Council Valued less than $5,000 Valued $5,001 - $10,000 Valued $10,001 - $50,000 Valued $50,001 - $100,000 Valued $100,001 - $200,000 Valued $200,001 - $400,000 Valued more than $400,000
144 of 256
Page 3 of 4
2013/2014 (Inc GST)
2014/2015 (Inc GST)
$70.00
$121.00
Per inspection
$11.00
$104.00 $500.00
$250.00 $515.00
Per inspection Per inspection
$22.73 $46.82
$750.00 $207.00 $104.00 $38.00 $38.00
$1,000.00 Per inspection $213.00 Per inspection $121.00 Per inspection $36.00 Per application $36.00 Per application
$90.91 $19.36 $11.00 Exempt Exempt
$126.00 $315.00 $628.00
$130.00 Per application $325.00 Per application $647.00 Per application
Exempt Exempt Exempt
$124.00 $124.00 $70.00 N/A
$128.00 $128.00 $150.00 $100.00
Per application Per application Per application Per application
$11.64 $11.64 $13.64 $9.09
$464.00 $478.00 Per application $542.00 $558.00 Per application $804.00 $828.00 Per application $1,083.00 $1,115.00 Per application $1,567.00 $1,614.00 Per application $1,814.00 $1,868.00 Per application 0.6% of contract price per application
$43.45 $50.73 $75.27 $101.36 $146.73 $169.82
$208.00 $214.00 Per application $233.00 $240.00 Per application $259.00 $267.00 Per application $361.00 $372.00 Per application $454.00 $468.00 Per application $536.00 $552.00 Per application 0.2% of contract price per application
$19.45 $21.82 $24.27 $33.82 $42.55 $50.18
Unit Rate
GST
Planning and Development Applications
Page 4 of 4
2013/2014 (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) Application to amend LEP (minor) Application to amend LEP (major) 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
2014/2015 (Inc GST)
Unit Rate
GST
$311.00 $320.00 Per application $336.00 $346.00 Per application $362.00 $373.00 Per application $464.00 $478.00 Per application $578.00 $595.00 Per application $660.00 $680.00 Per application 0.2% of contract price per application
$29.09 $31.45 $33.91 $43.45 $54.09 $61.82
$71.00 $71.00 Per application Lessor of $150 or 50% of original fee 50% of original application fee 50% of original application fee $62.00 $64.00 Per application Lessor of $164 or 50% of original fee 50% of original application fee
Exempt Exempt Exempt Exempt Exempt Exempt Exempt
$63.00 $207.00 $582.00 $63.00 $3,769.00 N/A $207.00 $582.00 $192.00
$65.00 Per application $213.00 Per application $1,550.00 Per application $65.00 $5,000.00 $10,000.00 $213.00 $1,550.00
$5.91 $19.36 $140.91
Per application Per application per application Per application Per application
Exempt Exempt Exempt $19.36 $140.91
$198.00 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
145 of 256
Ranger Services - Animal Control Page 1 of 1
Fee Description
S S 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 Surrender by owner - 7 day sustenance Hire cat trap - $15.00 per week 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
2013/2014 (Inc GST)
2014/2015 (Inc GST)
$40.00 $40.00 $150.00 $15.00 Free Free N/A N/A
Unit Rate
GST
$49.00 $49.00 $182.00 $19.00 Free Free $147.00 $15.00
Per animal Per animal Per animal Per animal
Per week
Exempt Exempt Exempt Exempt N/A N/A $13.36 $1.36
$21.00 $31.00 $47.00
$51.00 $57.00 $152.00
Per animal Per animal Per animal
Exempt Exempt Exempt
$15.00 $47.00 $21.00 $67.00
$15.00 $47.00 $21.00 $70.00
Per animal Per animal Per animal Per animal
Exempt Exempt Exempt Exempt
$87.00 $26.00 $40.00
$90.00 Per advertising $27.00 Each $41.00 Per load
Exempt Exempt Exempt
$26.00 $9.00 $26.00 $9.00 $9.00
$27.00 $10.00 $27.00 $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: Ranger and Stock Impounding
146 of 256
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
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Unit Rate
GST
$38.00 $38.00 $121.00
$39.00 $39.00 $125.00
Per vehicle Per vehicle Per vehicle
Exempt Exempt Exempt
$62.00 $48.00 $48.00
$64.00 $49.00 $49.00
Per trolley Per billboard Per item
Exempt Exempt Exempt
Notes:
Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar) Section: Planning & Development Responsible Officer: Ranger and Stock Impounding
147 of 256
Sec 64 and Sec 94A Contributions Fee Description Section 64 Contributions Moree Township & Villages - Sewerage Moree Township & Villages - Water Supply Section 64 Contributions will be subject to a separate report May 2014.
S S
Section 94A Contributions Value $100,001 to $200,000 Value greater than $200,000
Page 1 of 1
2013/2014 (Inc GST)
2014/2015 (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
148 of 256
GST
Exempt Exempt
Exempt Exempt
Sportsfields, Ovals and Parks Hire
Page 1 of 2
2013/2014 (Inc GST)
Fee Description All Sportsfields Season Hire Security Bond Deposit (refundable on conditions) School Sports - no bond required
$641.00 Free
2014/2015 (Inc GST)
Unit Rate
$600.00 Per application Free
GST
Exempt 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
$1,508.00 $8.00 $346.00
$1,553.00 $9.00 $356.00
Per season Per season Per season
$141.18 $0.82 $32.36
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
$4,147.00 $8.00 $1,798.00 $118.00
$4,271.00 $9.00 $1,852.00 $122.00
Per season Per season Per season Per hour
$388.27 $0.82 $168.36 $11.09
Casual Day Hire - All Ovals 1st field full day (daylight) Additional Field at same venue to 1st (daylight) Night Hire
$761.00 $347.00 $105.00
$784.00 $358.00 $109.00
Per applicant Per day/field Per hour
$71.27 $32.55 $9.91
Field Preparation Ovals with turf wickets - Cricket Pitch - per pitch
$139.00
$144.00
Per week
$13.09
Line Marking Touch Football Field/Netball Court/Cricket Pitch Football Field/ Soccer Field/ Hockey Field/Athletics Track
$153.00 $236.00
$158.00 Per field/Per use $243.00 Per field/Per use
$14.36 $22.09
Key Replacement Fee Bond for signing out keys where no hire fee applies
$250.00
$250.00
Exempt
149 of 256
Per key
Sportsfields, Ovals and Parks Hire Fee Description Grandstand Hire 40 seat 40 seat 40 seat
Page 2 of 2
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Unit Rate
GST
$401.00 $458.00 $2,495.00
$413.00 $472.00 $2,570.00
Per day Per week Per season
$37.55 $42.91 $233.64
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. - Canteen is not available for exclusive use for a season. - Canteen use includes day before for set up. Clubs booking for a season will need to provide seasonal draw when it becomes available to ensure that fields/canteen are not double booked. - Night use includes 4 hours lighting. - Cricket pitch preparation includes rolling + mowing + marking of crease. - Field preparation & line marking fee must be paid prior to works being completed. - Grandstand hire includes delivery + erection + dismantling. - Refundable bond for key replacement subject to meeting conditions - Casual Hourly Hire is charged at pro rata of the casual day hire rate. Fee Methodology: - Increased by CPI annually (Rounded up to nearest dollar) Section: Engineering Responsible Officer: Open Space Super
150 of 256
Sewerage Supply Page 1 of 1
2013/2014 (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
2014/2015 (Inc GST)
Unit Rate
$1,112.00 $1,145.00 Per application $2,002.00 $2,062.00 Per application Negotiated actual cost + 20% + GST
Other Liquid Waste Disposal Sewerage Discharge Inspection Disconnection - for house removal or demolition
$14.00 $36.00 $633.00
$14.00 Per kl $37.00 Per connection $652.00 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
151 of 256
Swimming Pool - Boomi Page 1 of 1
Fee Description
C C C
BOOMI BORE BATHS Family season ticket (9 months) Adult season ticket (9 months) Child season ticket (9 months)
C C C
Adult single Child single Infant/toddler single
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Unit Rate
GST
$110.00 $60.00 $40.00
$110.00 $60.00 $40.00
Per family Per person Per person
$10.00 $5.45 $3.64
$5.00 $3.00 Free
$5.00 Per application $3.00 Per application Free
$0.45 $0.27 N/A
Notes:
Fee Methodology: - Increased by CPI annually (Rounded down to nearest dollar) - Fees set by 355 committee
Section: Corporate Responsible Officer: Client Services Manager
152 of 256
F 36
Swimming Pool - Mungindi Page 1 of 1
Page 1 of 1
2013/2014 (Inc GST)
2014/2015 (Inc GST)
Unit Rate
GST
$230.00 $125.00 $105.00 $105.00 $0.00 $0.00 $0.00
$230.00 $125.00 $105.00 $105.00 $450.00 $200.00 $185.00
Per family Per person Per person Per person Per person Per person Per person
$20.91 $11.36 $9.55 $9.55 $40.91 $18.18 $16.82
Single Entry Adult - Local Child Infant/Toddler - under 3 years of age
$4.50 $3.50 Free
$4.50 $3.50 Free
Per person Per person
$0.41 $0.32 N/A
Groups Entry Groups entry - non profit/ School/ Sport/ Community
$2.50
$2.50
Per person
$0.23
Fee Description Season Entry Family Adult Concession Winter Season Pass Annual Family Pass Annual Adult Pass Annual Concession Pass
Notes: - Family consists 2 adults & all children living at the one address. - Concession is pensioners and children - Aged, disability pension and seniors cards are accepted. - School groups must be accompanied by teacher. - All groups must be pre-booked and pre-approved. - No further discounts. - Summer season commences on the 2nd last Sunday of September and finishes on the last Friday of April each year. Fee Methodology - Increased by CPI annually (Rounded up to nearest dollar)
Section: Corporate Responsible Officer: Client Services Manager
153 of 256
F 37
Trade Waste Page 1 of 3
2013/2014 (Inc GST)
2014/2015 (Inc GST)
$114.00 $171.00 $569.00 $57.00 $171.00
$118.00 $176.00 $586.00 $59.00 $176.00
Per application Per application Per application Per application Per application
Exempt Exempt Exempt Exempt Exempt
$88.00 $176.00 $586.00 $90.00 $176.00
$91.00 $181.00 $604.00 $93.00 $181.00
Per year Per year Per year Per year Per year
Exempt Exempt Exempt Exempt Exempt
* Re-inspection Fee
$82.00
$84.00
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 $1.63 $1.63 $14.96
Free $1.68 $1.68 $15.41
Per kL Per kL Per kL
N/A Exempt Exempt Exempt
* Food Waste Disposal Charge
$27.15
$27.96
Per bed
Exempt
$0.41
$0.42
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
154 of 256
GST
Trade Waste Page 2 of 3
Fee Description
2013/2014 (Inc GST)
2014/2015 (Inc GST)
$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
$1.03 $2.24 $76.21 $37.85 $0.76 $0.76 $15.14 $350.20 Free $37.85 $1,513.85 $1.54 $25.23 $15.42 $15.42 $75.71 $3.78 $1.54 $1.36 $757.53 $1.54 $37.85 $7.58 $7.58 $75.71 $2,523.09 $0.76 $0.76 $25.23 $0.20 $757.53 $757.53 $2.53 $7.58 $1.54 $15.42 $53.27
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
155 of 256
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
2013/2014 (Inc GST)
2014/2015 (Inc GST)
$1.36 $0.15 $1.50 $1.63 $0.94 $0.26 $7.36 $0.06 $7.36 $14.97
$1.40 $0.15 $1.54 $1.68 $0.97 $0.27 $7.58 $0.06 $7.58 $15.42
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
$16.34
$16.83
Per kL
Exempt
Septic Tank Waste Effluent Septage Septic Waste (20% Septage and 80% Effulent) Grease Trap Waste Additional charge after hours disposal
$2.17 $21.78 N/A N/A N/A
$2.24 $22.43 6.27 22.43 $150.00
Per kL Per kL Per kL Per kL
Exempt Exempt Exempt 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: Water Services Engineer
156 of 256
Water Supply Page 1 of 2
2013/2014 (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
$1,237.00 $1,479.00 $3,177.00 $4,682.00 $7,807.00 $11,095.00 N/A N/A
Reading Interim/Additional Water Meter Read Pressure & Flow - Report for fire services
$27.00 $202.00
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
$482.00 $181.00 $110.00 $126.00 $91.00 $210.00 Free
Disconnections Pipe Disconnections (20mm, 25mm, 32mm) Pipe Disconnections (40mm and above)
$395.00
Water Flow Restrictors Placement of Water Flow Restrictors
$464.00
157 of 256
2014/2015 (Inc GST)
Unit Rate
GST
$1,274.00 Per connection Exempt $1,523.00 Per connection Exempt $3,272.00 Per connection Exempt $4,822.00 Per connection Exempt $8,040.00 Per connection Exempt $11,427.00 Per connection Exempt Actual cost + 20% +GST $196.00 Per connection Exempt Actual cost + 20% + GST
$28.00 $208.00
Per read Per report
Exempt Exempt
$496.00 Per unit Actual cost + 20% +GST $186.00 Per unit Actual cost + 20% +GST $113.00 Per unit $130.00 Per unit $94.00 Per test $216.00 Per test Free Per clamp
$45.09
$407.00 Per unit Actual cost + 20% +GST
Exempt
$478.00
Per restrictor
$16.91 $10.27 $11.82 $8.55 $19.64 N/A
$43.45
Water Supply Page 2 of 2
2013/2014 (Inc GST)
Fee Description Water Supplied From Potable Stand Pipe - plus charge per kilolitre From Overhead Filler - plus charge per kilolitre Parks
2014/2015 (Inc GST)
Unit Rate
$228.00 $235.00 Per week $3.00 $3.00 Per KL $94.00 $97.00 Per container $3.00 $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
158 of 256
Moree Plains Shire Council Income and Expenses Budget 2015 - 2017 - Consolidated Budget 2013/2014
Budget 2014/2015
Budget 2015/2016
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
27,208,779 10,253,830 944,165 1,079,225 9,717,854
28,186,463 10,461,515 813,829 1,111,512 9,768,066
29,082,465 10,810,344 817,225 1,144,765 9,350,137
Total Income from Continuing Operations
58,871,624
49,203,854
50,341,385
51,204,936
Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses 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
17,772,729 3,546,013 12,462,571 10,936,475 3,466,793 1,000,000
18,386,932 3,698,544 12,283,872 10,936,475 3,643,671 1,000,000
18,944,322 3,653,271 12,239,211 10,936,475 3,946,444 1,000,000
Total Expenses from Continuing Operations
58,855,634
49,184,581
49,949,494
50,719,723
Net Operating Result for the year before Grants and Contributions for Capital Purposes
15,990
19,273
391,891
485,213
Grants & Contributions provided for Capital Purposes
2,617,500
3,780,232
1,898,231
2,104,982
Net Operating Result for the Year
2,633,490
3,799,505
2,290,122
2,590,195
9.22%
10.34%
10.83%
10.53%
Expenses from Continuing Operations
Debt Service Ratio
159 of 256
Moree Plains Shire Council Income and Expenses Budget 2015 - 2017 - Consolidated Detailed
Budget 2013/2014
Budget 2014/2015
Budget 2015/2016
Budget 2016/2017
Income from Continuing Operations Rates and Annual Charges Annual Charge-Domestic Waste Management Annual Charge-Other Wastes Management Annual Charge-Sewer Annual Charges-Water Supply Farmland Rates Rate Business Special Rate Business Rates Residential Total Rates and Annual Charges
1,780,290 376,726 2,377,775 1,398,015 13,935,576 2,012,220 259,671 4,120,911 26,261,184
1,984,174 365,666 2,663,447 1,427,164 14,062,046 2,163,221 258,359 4,284,703 27,208,779
2,033,780 374,806 2,876,358 1,470,679 14,510,625 2,232,228 266,601 4,421,386 28,186,463
2,054,118 378,554 3,019,786 1,515,523 14,973,514 2,303,436 275,106 4,562,428 29,082,465
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
2,688,128 633,166 284,872 66,603 80,774 262,003 192,000 884,213 149,657 534,300 15,000 955,478 4,181 456,644 3,046,809 10,253,830
2,756,543 652,099 292,847 68,595 83,190 269,837 197,741 939,253 154,133 550,276 15,448 984,047 4,286 352,702 3,140,518 10,461,515
2,827,003 671,597 301,059 70,646 85,677 277,905 203,653 1,006,200 158,742 566,729 15,910 1,013,470 4,329 370,307 3,237,117 10,810,344
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 22,886 724,966 944,165
57,858 146,066 23,971 585,934 813,829
60,751 150,968 25,170 580,336 817,225
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
104,507 35,000 141,237 309,352 131,603 48,459 129,068 180,000 1,079,225
107,631 36,047 145,460 318,602 135,555 49,908 132,927 185,382 1,111,512
110,849 37,125 149,809 328,128 139,627 51,400 136,902 190,925 1,144,765
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
100,000 15,132 20,610 14,019 3,563,054 2,682,613 144,734 226,857 335,804 10,873 30,000 78,703 631,835 306,000 1,557,619 9,717,854
102,990 15,585 21,226 14,438 3,563,054 2,682,613 149,991 233,640 354,150 11,199 30,897 81,056 593,792 316,967 1,596,468 9,768,066
106,069 16,051 21,861 14,870 3,563,054 2,682,613 154,423 240,626 376,466 11,534 31,821 83,480 130,926 272,142 1,644,202 9,350,137
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
160 of 256
Budget 2013/2014
Grants and Contributions Provided for Capital Purposes Capital Contr-SP-RTA Capital Contr-SP-Roads Capital Grants-SP-Water Capital Grants-SP-Other Total Grants and Contributions Provided for Capital Purposes
Budget 2014/2015
Budget 2015/2016
Budget 2016/2017
162,500 1,850,000 605,000 2,617,500
140,250 1,691,982 91,000 1,857,000 3,780,232
185,625 1,691,982 20,624 1,898,231
110,000 1,691,982 303,000 2,104,982
61,489,124
52,984,086
52,239,616
53,309,918
56,138 2,576,705 316,646 43,211 12,936,783 1,387,032 665,585 700,000 18,682,100
92,591 2,279,535 258,836 44,529 12,464,391 1,500,320 482,526 650,000 17,772,729
95,361 2,347,694 266,579 45,861 12,918,216 1,546,829 496,957 669,435 18,386,932
98,212 2,417,890 274,550 47,232 13,296,468 1,608,702 511,816 689,451 18,944,322
2,992,434 2,992,434
3,546,013 3,546,013
3,698,544 3,698,544
3,653,271 3,653,271
Materials and Contracts Other Operating Expenses Total Materials and Contracts
21,473,801 21,473,801
12,462,571 12,462,571
12,283,872 12,283,872
12,239,211 12,239,211
Depreciation and Amortisation Depreciation-Land & Buildings Depreciation-Plant & Equipment Depreciation-Other Depreciation-Infrastructure Depreciation-Reinstatement Depreciation-Furniture & Fittings Depreciation-Office equipment Total Depreciation and Amortisation
1,455,000 63,000 38,000 1,250,000 7,640,000 260,000 18,000 10,724,000
1,483,828 64,248 38,753 1,274,766 7,791,372 265,151 18,357 10,936,475
1,483,828 64,248 38,753 1,274,766 7,791,372 265,151 18,357 10,936,475
1,483,828 64,248 38,753 1,274,766 7,791,372 265,151 18,357 10,936,475
Other Expenses Other-Auditor Other-Auditor-Other Services Other-Bad Debts Other-Consultancies Other-Donations & Contributions Other-Election Expenses Other-Insurances Other-Legal Expenses General Other-Legal Expenses-Development Other-Light Power & Heating Other-Mayoral Allowance Other-Members Expenses Other-Members Fees Other-Operating Lease Rentals Other-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
60,000 25,000 20,000 40,000 358,554 568,504 204,087 60,000 985,562 23,450 147,089 96,680 132,562 404,523 340,782 3,466,793
52,510 25,748 20,598 41,196 371,069 585,505 210,191 61,794 1,095,735 24,151 151,487 99,571 136,526 416,619 350,971 3,643,671
54,112 26,518 21,214 42,428 383,958 100,000 603,012 216,476 63,642 1,220,499 24,873 156,016 102,548 140,608 429,076 361,465 3,946,444
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
1,000,000 1,000,000
1,000,000 1,000,000
1,000,000 1,000,000
58,855,634
49,184,581
49,949,494
50,719,723
2,633,490
3,799,505
2,290,122
2,590,195
Total Income from Continuing Operations
Expenses from Continuing Operations Employee Benefits and On-Costs Emp Costs-FBT Emp Costs-Leave Emp Costs-Other Emp Costs-Payroll Tax Emp Costs-Salaries & Wages Emp Costs-Superannuation Emp Costs-Training Emp Costs-W/Comp Insurance Total Employee Benefits and On-Costs Borrowing Costs Interest on Loans Total Borrowing Costs
Total Expenses from Continuing Operations
Net Opearting Result for the Year
161 of 256
Moree Plains Shire Council Income Statement Budget by Function
for the period ended 30 June 2015
ORIGINAL BUDGET Function or Activity
Expenses from continuing operations
Income from continuing operations Non Capital
Net Cost of Services Capital
953,743
-
-
(953,743)
Administration
6,537,754
570,173
-
(5,967,581)
Public Order and Safety Fire Service Levy, Fire Protection Emergency Services Enforcement of Local Govt Regs Animal Control Other Total Public Order & Safety
583,010 153,050 494,639 238,915 56,610 1,526,225
226,857 477,000 16,488 720,344
-
(356,154) (153,050) (17,639) (222,427) (56,610) (805,880)
279,124
10,178
-
(268,947)
Environment Noxious Plants and Insect/Vermin Control Other Environmental Protection Solid Waste Management Stormwater Management Total Environment
237,865 772,928 3,487,051 211,345 4,709,190
117,537 340,470 3,946,845 4,404,852
20,000 20,000
(120,328) (412,458) 459,794 (211,345) (284,337)
Community Services and Education Administration & Education Social Protection (Welfare) Aged Persons and Disabled Childrens Services Total Community Services & Education
721,791 61,664 14,939 1,089,249 1,887,644
73,218 3,717 1,222,141 1,299,076
-
(648,574) (57,947) (14,939) 132,892 (588,568)
Total Housing and Community Amenities
411,252 41,453 404,523 737,039 1,513,732 3,107,999
50,000 202,000 63,000 268,854 583,854
50,000 50,000
50,000 (209,252) (41,453) (341,523) (468,185) (1,463,732) (2,474,145)
Water Supplies
4,732,733
4,744,367
91,000
Sewerage Services
3,026,911
3,478,449
Governance
Health
Housing and Community Amenities Environmental Protection Public Cemeteries Public Conveniences Street Lighting Town Panning Other Community Amenities
451,538 -
162 of 256
102,634
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 MAAC Ltd Parks & Gardens (Lakes) Other Sport and Recreation Total Recreation and Culture
Income from continuing operations Non Capital
Net Cost of Services Capital
699,587 172,194 261,857 91,956 158,442 566,037 330,000 2,180,728 125,226 4,586,026
26,700 13,462 22,304 15,000 24,718 102,184
1,787,000 1,787,000
(672,887) (172,194) (248,394) (69,652) (158,442) (551,037) (330,000) (2,156,010) 1,661,774 (2,696,842)
168,069 1,668 169,736
-
-
(168,069) (1,668) (169,736)
1,792,632 2,940 5,300,240 1,200,119 2,587,754 35,907 24,460 719 225,430 388,923 3,221,240 14,780,365
1,550,119 7,500 633,346 2,761,128 4,952,093
414,982 877,000 400,000 140,250 1,832,232
(1,377,650) (2,940) (4,423,240) 750,000 (2,587,754) (35,907) (24,460) (719) (77,680) 244,423 (460,112) (7,996,040)
41,563 1,845,568 1,887,131
586,304 586,304
-
(41,563) (1,259,264) (1,300,827)
48,184,581
21,451,875
3,780,232
(22,952,475)
27,751,979
-
1,000,000
-
-
49,184,581
49,203,854
3,780,232
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 General Purpose Revenues Loss on Disposal of Assets
NET OPERATING RESULT FOR YEAR
(1)
(1) Includes: Rates & Annual Charges (incl. Ex Gratia), Untied General Purpose Grants & Interest on Investments (excl. Restricted Assets)
163 of 256
27,751,979 (1,000,000)
3,799,505
Moree Plains Shire Council Capital Budget Review Statement
for the period ended 30 June 2015
Original Budget 2014/2015
Capital Expenditure New Asset - Plant and Equipment New Asset - Land, Building and Other Structures New Asset - Roads, Bridges Footpaths New Asset - Water Infrastructure New Asset - Sewer Infrastructure New Asset - Other Equipment
1,577,749 18,381,500 170,500 502,441 20,632,190
Renewal - Plant and Equipment Renewal - Land, Building and Other Structures Renewal - Roads, Bridges Footpaths Renewal - Water Infrastructure Renewal - Sewer Infrastructure Renewal - Other Equipment
2,367,000 8,806,422 3,364,646 1,751,365 40,000 16,329,433
Total Capital Expenditure
36,961,622
Capital Funding Sources Rates and Other Untied Funding Capital Grants and Contributions Internal Restrictions External Restrictions Sale of Assets
(9,297,911) (3,780,232) (2,211,000) (21,043,000) (629,480)
Total Capital Funding
(36,961,622)
164 of 256
Moree Plains Shire Council Budgeted Statement of Cash Flows 2015 - 2017 - Consolidated Budget 2014/2015
Budget 2015/2016
Budget 2016/2017
Cash Flows from Operating Activities Receipts:
Rates & Annual Charges User Charges & Fees Investment & Interest Revenue Received Other Grants & Contributions
27,208,779 10,253,830 944,165 1,079,225 13,498,086
28,186,463 10,461,515 813,829 1,111,512 11,666,297
29,082,465 10,810,344 817,225 1,144,765 11,455,119
(17,772,729) (3,546,013) (12,462,571) (3,466,793)
(18,386,932) (3,698,544) (12,283,872) (3,643,671)
(18,944,322) (3,653,271) (12,239,211) (3,946,444)
15,735,980
14,226,597
14,526,670
629,480
1,003,445
706,668
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
(36,961,622)
(17,181,092)
(14,495,528)
(36,332,143)
(16,177,647)
(13,788,860)
Cash Flows from Financing Activities Receipts:
Proceeds from Borrowings & Advances
18,500,000
2,300,000
(1,197,375)
(1,389,091)
Payments:
Repayment of Borrowings & Advances Net Cash Flow provided (used in) Financing Activities
17,302,625
Net Increase/(Decrease) in Cash & Cash Equivalents
(3,293,538)
(1,040,140)
20,475,000
17,181,462
16,141,323
17,181,462
16,141,323
15,452,495
3,015,706
1,870,244
1,829,905
plus:
Cash & Cash Equivalents - beginning of year
Total Budgeted Cash, Cash Equivalents & Investments - end of year Budgeted Unrestricted Cash N.B The above figures are based on the projected year end result as shown in the quarterly review docoment
165 of 256
910,909
(1,426,638)
(1,426,638) (688,828)
Moree Plains Shire Council Income and Expenses Budget 2015 - 2017 - Water Budget 2014/2015
Budget 2015/2016
Budget 2016/17
Income from Continuing Operations Revenue: Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Other Revenues Grants & Contributions provided for Operating Purposes
1,602,958 3,259,388 66,328 129,571 44,495
1,652,080 3,359,838 69,476 133,455 45,844
1,702,708 3,463,392 72,950 137,456 47,233
Total Income from Continuing Operations
5,102,741
5,260,693
5,423,739
Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation
890,755 710,367 2,203,193 939,382
913,179 755,673 2,227,818 939,382
926,819 740,781 2,363,807 939,382
Total Expenses from Continuing Operations
4,743,697
4,836,052
4,970,789
Net Operating Result for the year before Grants and Contributions for Capital Purposes
359,044
424,641
452,950
91,000
-
-
450,044
424,641
452,950
(135,013) (142,260)
(127,392) (142,260)
(135,885) (142,260)
172,771
154,989
174,805
2.69%
2.83%
2.89%
16.82%
18.20%
17.65%
Expenses from Continuing Operations
Grants & Contributions provided for Capital Purposes Net Operating Result for the Year less: - Corporate Taxation Equivalent (30%) [based on result before capital] - Surplus dividend paid
SURPLUS/(DEFICIT) AFTER TAX & DVIDENDS Return on Capital
Debt Service Ratio
166 of 256
Moree Plains Shire Council Budgeted Statement of Cash Flows 2015 - 2017 - Water
Budget 2014/2015
Budget 2015/2016
Budget 2016/2017
Cash Flows from Operating Activities Receipts:
Rates & Annual Charges User Charges & Fees Investment & Interest Revenue Received Other Grants & Contributions
1,602,958 3,259,388 66,328 129,571 135,495
1,652,080 3,359,838 69,476 133,455 45,844
1,702,708 3,463,392 72,950 137,456 47,233
Employee Benefits & On-Costs Borrowing Costs Materials & Contracts
(890,755) (710,367) (2,203,193)
(913,179) (755,673) (2,227,818)
(926,819) (740,781) (2,363,807)
Net Cash provided (or used in) Operating Activities
1,389,426
1,364,023
1,392,332
-
-
-
Payments:
Cash Flows from Investing Activities Receipts:
Sale of Infrastructure, Property, Plant & Equipment Payments:
Purchase of Infrastructure, Property, Plant & Equipment Net Cash provided (or used in) Investing Activities
(2,725,002)
(851,511)
(881,927)
(2,725,002)
(851,511)
(881,927)
Cash Flows from Financing Activities Receipts:
Proceeds from Borrowings & Advances
1,650,000
-
-
Payments:
Repayment of Borrowings & Advances
(186,142)
1,463,858
Net Cash Flow provided (used in) Financing Activities
128,282
Net Increase/(Decrease) in Cash & Cash Equivalents
167 of 256
(209,863)
(224,756)
(209,863)
(224,756)
302,649
285,649
Moree Plains Shire Council Income and Expenses Budget 2015 - 2017 - Sewer Budget 2014/2015
Budget 2015/2016
Budget 2016/17
Income from Continuing Operations Revenue: Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Other Revenues Grants & Contributions provided for Operating Purposes
2,707,178 478,529 181,353 130,000 39,024
2,921,485 509,825 132,841 41,114
3,066,353 532,430 134,483 42,743
Total Income from Continuing Operations
3,536,084
3,605,265
3,776,009
Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation
507,940 233,996 1,311,990 992,468
524,261 265,905 1,390,171 992,468
539,977 310,053 1,469,559 992,468
Total Expenses from Continuing Operations
3,046,394
3,172,805
3,312,056
Net Operating Result for the year before Grants and Contributions for Capital Purposes
489,690
432,460
463,953
-
-
-
489,690
432,460
463,953
(146,907) (126,000)
(129,738) (126,000)
(139,186) (126,000)
216,783
176,722
198,767
2.55%
2.37%
2.66%
10.55%
11.69%
12.95%
Expenses from Continuing Operations
Grants & Contributions provided for Capital Purposes Net Operating Result for the Year less: - Corporate Taxation Equivalent (30%) [based on result before capital] - Surplus dividend paid
SURPLUS/(DEFICIT) AFTER TAX & DVIDENDS Return on Capital
Debt Service Ratio
168 of 256
Moree Plains Shire Council Budgeted Statement of Cash Flows 2015 - 2017 - Sewer
Budget 2014/2015
Budget 2015/2016
Budget 2016/2017
Cash Flows from Operating Activities Receipts:
Rates & Annual Charges User Charges & Fees Investment & Interest Revenue Received Other Grants & Contributions
2,707,178 478,529 181,353 130,000 39,024
2,921,485 509,825 132,841 41,114
3,066,353 532,430 134,483 42,743
Employee Benefits & On-Costs Borrowing Costs Materials & Contracts
(507,940) (233,996) (1,311,990)
(524,261) (265,905) (1,390,171)
(539,977) (310,053) (1,469,559)
Net Cash provided (or used in) Operating Activities
1,482,158
1,424,928
1,456,421
-
-
-
Payments:
Cash Flows from Investing Activities Receipts:
Sale of Infrastructure, Property, Plant & Equipment Payments:
Purchase of Infrastructure, Property, Plant & Equipment Net Cash provided (or used in) Investing Activities
(1,751,365)
(2,158,648)
(581,000)
(1,751,365)
(2,158,648)
(581,000)
Cash Flows from Financing Activities Receipts:
Proceeds from Borrowings & Advances
-
1,600,000
-
Payments:
Repayment of Borrowings & Advances
(134,855)
(150,756)
Net Cash Flow provided (used in) Financing Activities
(134,855)
1,449,244
Net Increase/(Decrease) in Cash & Cash Equivalents
(404,062)
715,524
169 of 256
(173,542)
(173,542) 701,879
PROJECT LIST 2014-2015 GOVERNANCE - Water Ski Lakes •Page 173
GOVERNANCE- Gateway •Page
174
CORPORATE SERVICES - Depot Fencing •Page 175
CORPORATE SERVICES - Machinery Storage Shed •Page 176
CORPORATE SERVICES - MPSC Pools •Page177
CORPORATE SERVICES - Tourism •Page 179
PLANNING & DEVELOPMENT - Economic Development •Page 184
PLANNING & DEVELOPMENT - Voluntary House Raising Scheme •Page 191
PLANNING & DEVELOPMENT- Flood Management •Page 192
ENGINEERING -Asset Management •Page193
ENGINEERING - Town Planting Brochure •Page 194
ENGINEERING - ARRG Regional Infrastructural Project •Page195
ENGINEERING - Airport •Page 196
170 of 256
PROJECT LIST 2014-2015 ENGINEERING - Improvements to Boggabilla Cemetery •Page 201
ENGINEERING Boggabilla Lighting and CCTV •Page 202
ENGINEERING - Amaroo Drive -- Shared Path •Page 203
ENGINEERING - Disability Improvements •Page 204
ENGINEERING Gwydir Highway - Shared Path •Page 205
ENGINEERING - Pedestrian Access Mobility Plan (PAMP) •Page 206
ENGINEERING - Drainage Improvements •Page 207
ENGINEERING - Floodgates Moree •Pages 208
ENGINEERING - Floodplain Management •Pages 209
ENGINEERING- Sportsfields •Pages 212
ENGINEERING - Criterion Carpark •Pages 215
171 of 256
PROJECT LIST 2014-2015 ENGINEERING - Town Entrance Improvements •Page 216
ENGINEERING - Road Safety •Page 217
ENGINEERING - Rehabilitation Urban Sealed Roads •Page 223
ENGINEERING - Rehabilitation Rural Sealed Roads •Page 225
GWYDIR DAY CARE - Upgrades •Page 231
SEWER •Page 234
WASTE •Page 240
WATER •Page 246
172 of 256
PROJECT LIST - OPERATIONAL PLAN WATER SKI LAKES PROJECT DESCRIPTION: Construction of the Evergreen Precinct - Water Ski Lakes
CAPITAL
Budget 2014/15
Resource Breakdown Payroll Plant Hire Contractors Stores Other
2,055,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Quote
Estimate
-2,055,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: 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 ecosystem and waterways.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Governance Cost Centre: Executive Responsible Officer: EPM
173 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN GATEWAY PROJECT PROJECT 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.
CAPITAL
Budget 2014/15
Resource Breakdown Payroll Plant Hire Contractors Stores Other
8,500,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Quote
Estimate
-8,500,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: Outcome: E1 - The diversity of the natural environment is protected and supported. 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 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 other stakeholders Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Governance Cost Centre: Executive Responsible Officer: EPM
174 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN DEPOT FENCING PROJECT DESCRIPTION:
Replace chain fence with security fencing along James Avenue, Maude Street and Tycannah Street. This project will be over a period of 4 years This extra security is needed due to the increased break-ins at the depot .
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
56,500
Quote
Estimate
Workings Attached
56,500
-56,500
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Corporate Services Cost Centre: Depot Operations Responsible Officer: FM 175 of 256
PROJECT LIST - OPERATIONAL PLAN MACHINERY STORAGE SHED PROJECT DESCRIPTION:
Security storage shed for ride on mowers, tracters, slashers and water pumps. This extra security is due to the increased break-ins at the depot .
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
25,500
Quote
Estimate
Workings Attached
25,500
-25,500
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Corporate Services Cost Centre: Depot Operations Responsible Officer: FM 176 of 256
PROJECT LIST - OPERATIONAL PLAN MUNGINDI POOL- SHADE SAIL REPLACEMENT PROJECT DESCRIPTION:
The previous shade sail was damaged in a storm it has not been replaced the money from the insurance claim plus the funds requested will replace this shade with a hard structure.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
11,000
Workings Attached
11,000
-6,000
5,000
COST TO COUNCIL for 2014/15 5,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: S4. Our Our health and wellbeingprovide for a satisfying andproductive life S4.2 Provide our communities with a range of sustainable services, faciliites and amenities
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Corporate Services Cost Centre: Moree Shire Pools Responsible Officer: CSM 177 of 256
PROJECT LIST - OPERATIONAL PLAN MAAC REFURBISHMENT AND UPGRADES PROJECT DESCRIPTION:
Refurbishment and upgrades to the MAAC as per Council resolution 14/05/27
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
Workings Attached
250,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
250,000
COST TO COUNCIL for 2014/15 250,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: S4. Our Our health and wellbeingprovide for a satisfying andproductive life S4.2 Provide our communities with a range of sustainable services, faciliites and amenities
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Corporate Services Cost Centre: Moree Shire Pools Responsible Officer: CSM 178 of 256
PROJECT LIST - OPERATIONAL PLAN TOURISM - SPECIAL PROJECTS PROJECT DESCRIPTION:
Tourism Moree will partner and buy into various advertising opportunities and programs throughout the year as opportunities arise. These include direct advertising in major media publications, for example, Qantas 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 conferences.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
10,000
Workings Attached
10,000
-10,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: Ec3 - Our Shire supports existing businesses. Ec3.3 - Promote tourism in the region. Ec3.4 - Facilitate greater expenditure by tourists.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Corporate Services Cost Centre: Tourism Responsible Officer: CSM 179 of 256
PROJECT LIST - OPERATIONAL PLAN TOURISM - REGIONAL ADVERTISING PROJECT 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 residential 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 showcase their products, meet with overseas contacts and negotiate deals.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
15,000
Workings Attached
10,000
-15,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: Ec3 - Our Shire supports existing businesses. Ec3.3 - Promote tourism in the region. Ec3.4 - Facilitate greater expenditure by tourists.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Corporate Services Cost Centre: Tourism Responsible Officer: CSM 180 of 256
PROJECT LIST - OPERATIONAL PLAN TOURISM - TOURISM NSW/RTO CAMPAIGNS PROJECT DESCRIPTION: Moree in partnership with Regional and State bodies such as Destination NSW, Inland Tourism, New England North West, Newell Highway Promotions Committee and Kamilaroi Highway Committees; participating in various projects 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 investment into regional visitor economy to deliver projects that
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
5,000
Workings Attached
5,000
-5,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: Ec3 - Our Shire supports existing businesses. Ec3.3 - Promote tourism in the region. Ec3.4 - Facilitate greater expenditure by tourists.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Corporate Services Cost Centre: Tourism Responsible Officer: CSM 181 of 256
PROJECT LIST - OPERATIONAL PLAN TOURISM - DIGITAL MEDIA MARKETING PROJECT DESCRIPTION:
Enhancing and developing digital media marketing products including the Moree Plains and regional iPhone, iPad apps and mobile website.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
10,000
Workings Attached
10,000
-10,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: Ec3 - Our Shire supports existing businesses. Ec3.3 - Promote tourism in the region. Ec3.4 - Facilitate greater expenditure by tourists.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Corporate Services Cost Centre: Tourism Responsible Officer: CSM 182 of 256
PROJECT LIST - OPERATIONAL PLAN TOURISM - MARKETING COLLATERAL PROJECT DESCRIPTION:
Updating of Moree Plains Shire marketing collateral including: skins, banners for exhibitions, tradeshows events and presentation folders.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
10,000
Workings Attached
10,000
-10,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: Ec3 - Our Shire supports existing businesses. Ec3.3 - Promote tourism in the region. Ec3.4 - Facilitate greater expenditure by tourists.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Corporate Services Cost Centre: Tourism Responsible Officer: CSM 183 of 256
PROJECT LIST - OPERATIONAL PLAN ECONOMIC DEVELOPMENT STRATEGY
PROJECT(S) DESCRIPTION:
Initially to develop a Moree Plains Shire Economic Development Strategy ($75,000). This strategy will capture all current strategic documents to date, provide a full economic profile of the Moree Plains Shire and recommend strategic actions/projects to encourage, improve and attract increased economic development activity within the Shire. This project commenced in May 2014 and a call for quotations has been undertaken in line with a Terms of Reference document. The project pools the Strategic Economic Development and the Economic Development Strategy project budgets to deliver a more comprehensive document. The project has had delays but will now be able to encompass the Moree Bypass, the Gateway Project, the Moree Solar Farm, the Ski Lakes and the Inland Rail.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves (TED) - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
Workings Attached
75,000
-75,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME Ec1: Our Shire is a place that attracts and retains new businesses and residents
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:
Apr-14 Apr-14
Section: Planning and Development Cost Centre: Economic Development Responsible Officer: EPM/EDO 184 of 256
PROJECT LIST - OPERATIONAL PLAN STRATEGIC ECONOMIC DEVELOPMENT IMPLEMENTATION
PROJECT(S) DESCRIPTION:
Budget for utilisation on projects as required during the year. Includes preparation of reports, hiring of consultants, marketing initiatives, actioning of recommendations etc. To be utilised as required. Past utilisation examples includes the Moree Bulky Goods Study, the Housing Study, Draft Sub-division Plans to support NBN Development and contribution towards the new Moree Promotional DVD, a project that is currently underway.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves (TED) - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
Workings Attached
10,000
-10,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
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:
Apr-14 Apr-14
Section: Planning and Development Cost Centre: Economic Development Responsible Officer: EDO 185 of 256
PROJECT LIST - OPERATIONAL PLAN MOREE SHOWGROUND (and related lands)
PROJECT(S) DESCRIPTION:
Allocation of funding should be anticipated for development of the future strategic direction for the Moree Showground. Although the showground is not currently under Councilâ&#x20AC;&#x2122;s management, its location and future potential are strategic to realising potential commercial opportunities and ensuring sustainability for public recreation/showground facilities. The showgroundâ&#x20AC;&#x2122;s future is intertwined with the Moree Racecourse, adjoining Council managed Crown reserves and also potentially relates to expenditure of funds pursuant to the Deed of Expenditure related to the Taylor Oval purchase. The appointment of a new management Trust to the Moree Racecourse Reserve in 2014 may invigorate development proposals and the relativity of this to the showground needs to be monitored. Council has previously invested, together with Crown Lands, in studies of the Mehi Corridor and the Moree Township Strategic Lands. This investment remains unrealised, and without follow through, no direction or strategic advantage can be gained from the work already done. Allowance should be provided for expenditure amounting up to $20,000. Council officers will continue to press Crown Lands for matched (or proportionate) funding in order to assist this project.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other PROJECT FUNDING: - Loans - Grants - Internal Reserves (TED) - Sec 94 COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
Workings Attached
15,000
-15,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
OUTCOME: S4 - Our health and wellbeing provide for a satisfying and productive life; Ec1 - Our Shire is a place that attracts and retains new businesses and residents; Ec2 - Our Shire has the infrastructure we need to support our economy COUNCIL'S STRATEGIC RESPONSE: S4.1 - Provide access to diverse recreational and cultural opportunities; Ec1.2 Broaden the range of business and industry sectors; Ec1.3 Pursue new ideas and approaches for business and
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Planning and Development Cost Centre: Economic Development Responsible Officer: EPM/EDO 186 of 256
PROJECT LIST - OPERATIONAL PLAN CHINA INVESTMENT - CONCEPTUAL BUSINESS CASE DEVELOPMENT PROJECT(S) DESCRIPTION:
Council has been exploring investment attract from the growing China market. The primary aim being to value add to our existing industry and create employment opportunities. On 27/03/14 Council resolved (RES: 14/03/44):
1. That Moree Plains Shire Council consider allocating sufficient funds in the 2014/15 financial year to continue the good work done with delegations to and from China. 2. That if sufficient funds are not available, then Council consider the funds allocated in the Economic Development and Other in the TED Fund be allocated in total. 3. That the remaining unallocated funds in the TED Fund for the 2013/14 financial year form part of this funding
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
Workings Attached
36,000
-36,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
OUTCOME: Ec1 - Our Shire is a place that attracts and retains new businesses and residents
COUNCIL'S STRATEGIC RESPONSE: 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
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Planning and Development Cost Centre: Economic Development Responsible Officer: Director of Planning/EDO 187 of 256
PROJECT LIST - OPERATIONAL PLAN BUSINESS PORTAL AND BUSINESS DIRECTORY (Partnership with Moree Tourism/Chamber of Commerce)
PROJECT(S) DESCRIPTION:
An amount of $5,000 has been allocated for the Moree Business Portal for some time. The intention is to utilise this funding in 2014/15 for development of an online and limited print business directory and to improve the MPSC Economic Development web presence.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
Workings Attached
5,000
-5,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
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: L3.2. Use a broad range of communication strategies and tools to inform community members and other stakeholders; L4.2 Develop and maintain partnerships for the greater benefit of
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Planning and Development Cost Centre: Economic Development Responsible Officer: EDO/Grants Officer
188 of 256
PROJECT LIST - OPERATIONAL PLAN STRATEGIC TRANSPORT PLAN PROJECT(S) DESCRIPTION:
Prepare a strategic transport plan which is a multidimensional plan that incorporates a wide range of professions who are involved with: 1. The identification of desirable transport outcomes and accessibility needs 2. The planning for and delivery of different transport modes (including infrastructure and services) 3. The integration of transport planning with other community plans, services and initiatives 4. Accommodating private and public interests 5. Considering national, state, regional and local transport needs 6. Strengthens links between land-use and transport planning. Maximise the advantage of the Inland Rail Project.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
Workings Attached
60,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
60,000
COST TO COUNCIL for 2014/15 60,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
OUTCOME: Ec1 - Our Shire is a place that attracts and retains new businesses and residents; Ec3. Our Shire supports existing businesses; Ec2 - Our Shire has the infrastructure we need to support our economy COUNCIL'S STRATEGIC RESPONSE: Ec3.1 Provide the framework for business growth
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Planning & Development Cost Centre: Economic Development Responsible Officer: EDO 189 of 256
PROJECT LIST - OPERATIONAL PLAN STRATEGIC LAND PURCHASE
PROJECT(S) DESCRIPTION:
In 2013/14 Council resolved to purchase Taylor Oval Moree. Due to the extended period to conduct the sale process, settlement is likely to occur in the 2014/15 year. The funds allocated for 2013/14 will need to be reallocated in 2014/15. It is also recommended that additional resources be allocated for legal costs in order to complete the sale in a timely manner.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserve - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
Workings Attached
340,000
-300,000
40,000
COST TO COUNCIL for 2014/15 40,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME Ec1: Our Shire is a place that attracts and retains new businesses and residents
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:
Apr-14 Apr-14
Section: Planning and Development Cost Centre: Economic Development Responsible Officer: GM/EDO
190 of 256
PROJECT LIST - OPERATIONAL PLAN VOLUNTARY HOUSE RAISING SCHEME
PROJECT(S) DESCRIPTION:
Access to the Voluntary House Raising Scheme Pool through OEH has been granted for a 6:1 ratio grant for costs to raise dwellings which are listed as priority in the Voluntary House Raising Study / Policy. Council will be the controlling body for this scheme, where the home owner pays 1 seventh of eligible costs and the State Government covers 6 sevenths.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
Workings Attached
270,000
PROJECT FUNDING: - Loans - Grants - Internal Reserve - Sec 94
-270,000
COST TO COUNCIL:
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME Ec1: Our Shire is a place that attracts and retains new businesses and residents
COUNCIL'S STRATEGIC RESPONSE: L6.2 Provide effective disaster prevention/mitigation, emergency management and disaster recovery services
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Planning and Development Cost Centre: Environmental Planning Responsible Officer: APO
191 of 256
PROJECT LIST - OPERATIONAL PLAN IMPROVEMENTS TO FLOOD WARNING DATA - MOREE AND MUNGINDI PROJECT DESCRIPTION:
During the last two (2) major flood events in November 2011 and February 2012, and the flood event in January 2013, 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 and Yarraman, as well as rural property owners, would have more accurate information available to plan ahead when a major flood event is predicted.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
75,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
-50,000
COST TO COUNCIL:
25,000
Quote
Estimate
Workings Attached
Yes
COST TO COUNCIL for 2014/15 25,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L6 - We demonstrate leadership in the face of natural disaster. STRATEGIC RESPONSE: L6.2 - Provide effective disaster prevention/mitigation, emergency management and disaster recovery services.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Management & Admin Responsible Officer: SM 192 of 256
PROJECT LIST - OPERATIONAL PLAN BRIDGE INSPECTIONS PROJECT DESCRIPTION:
2014/2015 - Conduct loading testing on all bridges (15 bridges) that have not been strucuturally assessed for restricted access vehicles (road trains). This would involve physically load testing each of the bridges to determine their suitability. Currently these bridges are excluded from AB-triple, B-triple and Livestock Loading access. 2017/2018 - Conduct level 2 bridge inspections including a full condition assessment report that includes recommendations of repair and timeframe for completion on all bridge structures in Moree Plains Shire. Inspections would involve assessing the underdeck, bearings, piers at water line or ground level to ensure the
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
70,000
Yes
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
70,000
COST TO COUNCIL for 2014/15 70,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: Improve heavy vehicle access to Council’s road network Manage and maintain Council’s bridges and culverts
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Assets Responsible Officer: AssetM 193 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN TOWN PLANTING BROCHURE PROJECT DESCRIPTION:
Council resolution 14/02/28 item 7 - That a budget consideration be made for funding for a brochure to encourage town plantings within the guidelines of the Urban Forest Management Policy. Brochure developed and printed in the first year and then reprinted only for the following 4 years. On the sixth year the brochure to be redesigned and reprinted. Reprinting only for the seventh to tenth year.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
5,000
Yes
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
5,000
COST TO COUNCIL for 2014/15 5,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: No direct link to the Delivery Plan
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Assets Responsible Officer: AssetM 194 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN ARRG - REGIONAL INFRASTRUCTURAL PROJECT PROJECT DESCRIPTION:
Following the success of the joint project between Infrastructure Australia and the Australian Rural Roads Group (ARRG) in formulating and compiling the ‘National Road Asset Reporting Pilot’ report, the ARRG is compiling a submission to Infrastructure Australia for consideration by the Federal Government for the 2015/2016 budget. The submission will centre on the regional development of road infrastructure through road renewels and upgrades. The value of this regional project is expected to be in excess of $100 million dollars across five local government areas, funded over a 4-5 year period. This funding will be put towards the preparation of the submissions and any other tasks required to get this submission over the line.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
13,000
Quote
Estimate
Yes
7,000
Yes
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
20,000
COST TO COUNCIL for 2014/15 20,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: Further purse the sustainability of the region through the ARRG
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Assets Responsible Officer: AssetM 195 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN AIRPORT - CHEMICAL CLEANUP PROJECT DESCRIPTION:
Allocation to clean up and safely dispose of chemicals and chemical drums from lessee site to comply with legislation and Civil Aviation Safety Authority safety requirements.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
50,000
-50,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 -We manage our finances, assets and services effectively COUNCIL'S STRATEGIC RESPONSE: L5.3 - Implement good practice in planning for future instructure needs; and L5.4 - Maintain assets for their current purpose and for future generations.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Airports Responsible Officer: ESM 196 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN MOREE REGIONAL AIRPORT PROJECT DESCRIPTION:
Resealing of the General Aviation (GA) Apron at Moree Regional Airport. This apron was last sealed in 2007 and is scheduled for a reseal every seven (7) years to continue to comply with Civil Aviation Safety Authority safety requirements.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
38,000
Yes
-38,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 -We manage our finances, assets and services effectively COUNCIL'S STRATEGIC RESPONSE: L5.3 - Implement good practice in planning for future instructure needs; and L5.4 - Maintain assets for their current purpose and for future generations.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Airports Responsible Officer: ESM 197 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN MOREE REGIONAL AIRPORT PROJECT DESCRIPTION:
In October 2013, the Civil Aviation Safety Authority issued a non conformance on Council for not arranging for an annual lighting technical inspection to be undertaken by a qualified electrician. The inspection was carried out in January 2014 and a number of 29 observations were made which require corrective action and a Works Program to be supplied to CASA on how and when the items are to be rectified. No priorities or estimated cost of works were provided in the report received and this information is currently being sourced, however it would be prudent to make an allowance in the budget for works to be scheduled to begin repairs.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
50,000
Yes
-50,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 -We manage our finances, assets and services effectively COUNCIL'S STRATEGIC RESPONSE: L5.3 - Implement good practice in planning for future instructure needs; and L5.4 - Maintain assets for their current purpose and for future generations.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Airports Responsible Officer: ESM 198 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN MOREE REGIONAL AIRPORT PROJECT DESCRIPTION:
Heavy patching Repairs to Runway 01/19. Runway 01/19 is the main runway at the airport . It is recommended that funding be allocated every year for heavy patching to be undertaken , to ensure the asset life is maintained between resealing which is undertaken every 20 years. This will ensure that the asset remains protected and we continue to comply with Civil Aviation Safety Authority safety requirements.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
30,000
-30,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 -We manage our finances, assets and services effectively COUNCIL'S STRATEGIC RESPONSE: L5.3 - Implement good practice in planning for future instructure needs; and L5.4 - Maintain assets for their current purpose and for future generations.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Airports Responsible Officer: ESM 199 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN MOREE REGIONAL AIRPORT PROJECT DESCRIPTION:
Resealing of Taxiway B at Moree Regional Airport. Taxiway B is the northernmost taxiway at the airport and was last sealed in 2000 and is scheduled for a reseal every seven (7) years so it is currently overdue. It is necessary to maintain the se assets to ensure that we continue to comply with Civil Aviation Safety Authority safety requirements.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
15,000
-15,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 -We manage our finances, assets and services effectively COUNCIL'S STRATEGIC RESPONSE: L5.3 - Implement good practice in planning for future instructure needs; and L5.4 - Maintain assets for their current purpose and for future generations.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Airports Responsible Officer: ESM 200 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN IMPROVEMENTS TO BOGGABILLA CEMETERY PROJECT DESCRIPTION:
Provision of a landscaped garden, including rockery for the purposes of recording details of persons whose graves are unidentifiable. This was a request made last year which was not included in the 2013/14 projects. The proponent is still requesting that a memorial area be provided as there are unmarked graves in the Boggabilla Cemetery.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
10,000
Yes
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
10,000
COST TO COUNCIL for 2014/15 10,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: S3 - Our local history, culture and diversity is valued and celebrated STRATEGIC RESPONSE: S3.1 - Honour and celebrate Aboriginal, pioneering and multicultural heritage
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Cemeteries Responsible Officer: ESM 201 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN BOGGABILLA LIGHTING AND CCTV PROJECT DESCRIPTION:
As per the Recommendation from the Boggabilla Crime Prevention Committee and endorse d in the Moree and Mugindi Crime Prevention Plans the need for lights and CCTV in Boggabilla is our Shire's number one priority. The poor lighting in the Park adjacent to the Newell Highway and the adjacent laneways and streets provide refuge and concealment for opportunists to harass and intimidate passing motorists and pedestrians, including targeted rock throwing at trucks and other anti social behaviour. The CCTV will assist with the identification of offenders and also the live feed at the police station can help with prevention of incidents.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
54,000
-50,000
4,000
COST TO COUNCIL for 2014/15 4,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 202 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN AMAROO DR- SHARED PATH PROJECT DESCRIPTION:
Design and Construction of a 2.5 metre wide concrete Shared Path linking Amaroo bus shelter for 220m west. This is the first link of a shared path from Amaroo Drive to Boston St. This path when completed will link the caravan park, bus shelter, Tavern and corner shops. This area has had numerous complaints/concerns raised as people walk on the road shoulder as the verge is undulating and vegetated. During wet weather the problem is exacerbated when trucks are parked on the road shoulder and the pedestrians move into the road travelling lanes.
CAPITAL
Budget 2014/15
Resource Breakdown Payroll Plant Hire Contractors Stores Other
20,000 9,680 10,890 19,930
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
-30,250
COST TO COUNCIL:
30,250
Quote
Estimate
COST TO COUNCIL for 2014/15 30,250 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 203 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN DISABILITY IMPROVEMENTS PROJECT DESCRIPTION:
Improvements to disabled access facilities within the shire.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
8,500 4,000 4,500 8,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
25,000
COST TO COUNCIL for 2014/15 25,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 204 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN GWYDIR HWY - SHARED PATH PROJECT DESCRIPTION:
Design and Construction of a 2.5 metre wide concrete Shared Path adjacent to the Gwydir Highway from Morton St to Anne Street. This is the first section in a plan to link the Shared pathway network from the railway line and Newell Highway to Stanley Village. This path provides a suitable shared path to an already well used passageway for the Aboriginal Community to the Railway Station, CBD , shops and town pool. Council has asked for 100% funding as this path provides a link to the disadvantaged aboriginal community.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
36,200 17,600 19,800 36,400
-110,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 205 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN PEDESTRIAN ACCESS MOBILITY PLAN - RMS PROJECT DESCRIPTION:
The Roads and Maritime Services encourages Councils to complete Pedestrian Access Mobility Plans (PAMP) and provides 50% funding to undertake this work. The plan is similar to the Shared Path Bike Plan and identifies the connectivity and suitability of the existing paths and the deficiencies across the Towns within the Shire. This work can be undertaken in-House with a consultant undertaking a peer review. The outcome of such a plan will assist with future grant applications and better allocation of existing budgets.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
7,000 8,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
-7,500
COST TO COUNCIL:
7,500
COST TO COUNCIL for 2014/15 7,500 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 206 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN DRAINAGE IMPROVEMENTS PROJECT DESCRIPTION:
Improvement and upgrades to village drainage. Continue works in Yarraman from 2013/14.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
110,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
110,000
COST TO COUNCIL for 2014/15 110,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 207 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN FLOODGATES - MOREE PROJECT DESCRIPTION:
Flood gates on stormwater drains to reduce infiltration from the lesser events (November 2011) by preventing backflow into Streets.
CAPITAL Resource Breakdown Payroll Plant Hire Stores Other
Budget 2014/15
Quote
Estimate
10,000 10,000 20,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
-20,000
COST TO COUNCIL:
20,000
COST TO COUNCIL for 2014/15 20,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 208 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN FLOODPLAIN MANAGEMENT - MOREE PROJECT DESCRIPTION:
Flood study and 2D modelling is required to assist with planning of high hazard flood areas within Moree township. Update Moree's Floodplain Risk Management Plan with results from Flood study.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
Workings Attached
105,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
105,000
COST TO COUNCIL for 2014/15 105,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineeering Cost Centre: Design Responsible Officer: ProjDevM 209 of 256
PROJECT LIST - OPERATIONAL PLAN FLOODPLAIN MANAGEMENT - MUNGINDI PROJECT DESCRIPTION:
Undertake a Mungindi levee stability study with recommendations for immediate remedial actions and long term rectifications and improvements.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
60,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
-50,000
COST TO COUNCIL:
10,000
COST TO COUNCIL for 2014/15 10,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 210 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN FLOODPLAIN MANAGEMENT - PALLAMALLAWA PROJECT DESCRIPTION:
Continue working through the current project being, Pallamallawa Easement Acquisition for 1 in 20 year levee bank design. The Survey and pegging has been completed and the plans have been handed to Council's Solicitors to work through the easement acquisitions.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
23,000
-18,400
4,600
COST TO COUNCIL for 2014/15 4,600 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 211 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN BOUGHTON AMENITIES DESIGN & RON HARBORNE REF
PROJECT DESCRIPTION:
Engage Designer to work with the Boughton Oval user group to create an amenities/Grandstand design that is practical, usable and affordable.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
25,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
25,000
COST TO COUNCIL for 2014/15 25,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 212 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN LIFE STYLE ACADEMY LIGHTS PROJECT DESCRIPTION:
The primary reason for lights at the Life Style Academy is the need to rest Boughton Oval to allow watering and minor maintenance during the season. With three clubs, Senior Boars, Junior Boars and Boomerangs all using the oval for training the opportunity for the watering schedule is limited as is the ability to rest the oval between matches. Lights for the Lifestyle Academy could also allow more flexible match time for the Senior Football. The Country Rugby League is struggling with keeping qualified referees and if a town could offer night time games then the level 1 Umpires could make themselves available by covering two matches in the one day.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
150,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
-75,000
COST TO COUNCIL:
75,000
COST TO COUNCIL for 2014/15 75,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 213 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN RON HARBORNE REF
PROJECT DESCRIPTION:
Engage consultant to undertake Review of Environmental Factors (REF) for Oval extension at Ron Harborne Oval to provide an on-the -shelf project, ready for future funding options. Council staff are to undertake the detailed concept design required for the REF in conjunction with their continuing work of identifying the needs of all of the sporting clubs and review of the various Strategic documents for sporting facilities to serve Moree Shire.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
40,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
40,000
COST TO COUNCIL for 2014/15 40,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 214 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN CRITERION CARPARK PROJECT DESCRIPTION:
Upgrade of Carpark - Criterion Carpark
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
30,000 30,000 40,000
30,000 30,000 40,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
100,000
COST TO COUNCIL for 2014/15 100,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Design Responsible Officer: ProjDevM 215 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN TOWN ENTRANCE IMPROVEMENTS PROJECT 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
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
250,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
250,000
COST TO COUNCIL for 2014/15 250,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
OUTCOME: E3- Our Built environment- our towns and villages- are desirable palces to be Council Strategic Response: E3.2 Improve the appearance of our town and villages
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Works Responsible Officer: OM 216 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN HEAVY VEHICLE SLOW DOWN PROJECT DESCRIPTION:
The 'Heavy Vehicle Slow Down' campaign has been developed to encourage truck drivers to slow down when travelling around the shire. Working with Police 4 key locations will be identified to target speeding trucks. Information for truck drivers and the general public about the safe and correct transportation of harvest machinery and how to safely share the road safely during the harvest season will also be distributed as part of this campaign. The North West Heavy Vehicle Breakfast Forum forms part of this campaign. The forum is for truck drivers and the heavy vehicle industry to discuss issues relating to truck speeds and other road safety issues.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
10,500
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
-9,000
COST TO COUNCIL:
1,500
Workings Attached
Yes
COST TO COUNCIL for 2014/15 1,500 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
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:
Apr-14 Apr-14
Section: Engineering Cost Centre: Road Safety Responsible Officer: RSO 217 of 256
PROJECT LIST - OPERATIONAL PLAN FREE CUPPA FOR THE DRIVER PROJECT DESCRIPTION:
The Free Cuppa for the Driver scheme has been developed to complement the wonderful work performed by local driver reviver sites who, due to volunteer numbers, are not always able to open for the full school holiday period. This project will see partnerships formed with local businesses who sell tea/coffee and are open a variety of different trading hours.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
3,000
Workings Attached
Yes
-3,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
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:
Apr-14 Apr-14
Section: Engineering Cost Centre: Road Safety Responsible Officer: RSO 218 of 256
PROJECT LIST - OPERATIONAL PLAN FROME STREET PEDESTRIAN SAFETY PROJECT DESCRIPTION:
This campaign targets pedestrian safety between Woolworths and Anne Street Moree. The campaign will employ a number of different strategies education, physical engineering works and a Road Safety Audit of the area. This will be a phased project over a three (3) year period.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
1,500
Yes
51,500
Yes
Workings Attached
-53,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
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:
Apr-14 Apr-14
Section: Engineering Cost Centre: Road Safety Responsible Officer: RSO 219 of 256
PROJECT LIST - OPERATIONAL PLAN ROAD SAFETY MONTH PROJECT DESCRIPTION:
Road Safety Month is a unique program to Moree Plains Shire that consists of a Youth Road Safety Expo or Mock Crash 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.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
15,000
Workings Attached
Yes
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
15,000
COST TO COUNCIL for 2014/15 15,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
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:
Apr-14 Apr-14
Section: Engineering Cost Centre: Road Safety Responsible Officer: RSO 220 of 256
PROJECT LIST - OPERATIONAL PLAN CARAVAN-CAMPERVAN SAFETY PROJECT DESCRIPTION:
This campaign will target caravan/campervan drivers. It will target drivers aged 55-70 years however will also benefit the general community. Education will be aimed at securing goods being carried in and around vehicles and caravans/campervans. Tips in relation to sharing the road safely with other road users will also be provided.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
5,000
Workings Attached
Yes
-5,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
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:
Apr-14 Apr-14
Section: Engineering Cost Centre: Road Safety Responsible Officer: RSO
221 of 256
PROJECT LIST - OPERATIONAL PLAN BIKE WEEK PROJECT DESCRIPTION:
The “Bike Day Out” event is being organised to promote bicycle safety in Moree Plains Shire and the use of the Moree Bike Path. The idea behind "Bike Day Out" is to encourage people between the ages of 5 and 25 years to use the local road system safely while cycling while increasing the cycle safety knowledge and skills of the youth of Moree.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
5,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
-3,000
COST TO COUNCIL:
2,000
Workings Attached
Yes
COST TO COUNCIL for 2014/15 2,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
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:
Apr-14 Apr-14
Section: Engineering Cost Centre: Road Safety Responsible Officer: RSO 222 of 256
PROJECT LIST - OPERATIONAL PLAN REHABILITATION URBAN SEALED ROADS ADELAIDE STREET MOREE PROJECT DESCRIPTION:
Location : TYCANNAH STREET - MORTON STREET Chainage : 0.00 - 0.350 ( Datum is Tycannah 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 funded by Roads to Recovery
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
520,000
-520,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: STRATEGY - L5.4 Maintain assets for their current purpose and for future generations.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Works Responsible Officer: OM 223 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN REHABILITATION URBAN SEALED ROADS DES YOUNG DRIVE MOREE PROJECT DESCRIPTION:
Location : DES YOUNG DRIVE Chainage : 0.200 - 0.400 ( Datum is Blue Berry Road ) 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 funded by Roads to Recovery
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
200,000
-200,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: STRATEGY - VE3.1 To ensure that Council assets are well maintained for their current purpose and for future generations
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Works Responsible Officer: OM 224 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN REHABILITATION RURAL SEALED ROADS SR12 TALMOI ROAD PROJECT DESCRIPTION:
Chainage : 10.670 - 11.470 Datum : SH 28 This section of road is suffering from bad pavement failures , cracking and drainage issues . A full reconstruction to be under taken . Funding : This project is funded by Roads to Recovery
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
100,000
-100,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Works Responsible Officer: OM 225 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN REHABILITATION RURAL SEALED ROADS SR15 MORIALTA ROAD PROJECT DESCRIPTION:
Chainage : 28.530 - 29.110 Datum : SH 12 This section of road is suffering from bad pavement failures , cracking and drainage issues . A full reconstruction to be under taken . Funding : This project is funded by Roads to Recovery
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
120,000
-120,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: STRATEGY - L5-4 Maintain assets for their current purpose and for future generations.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Works Responsible Officer: OM 226 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN REHABILITATION RURAL SEALED ROADS SR131 CROPPA MOREE ROAD PROJECT DESCRIPTION:
Chainage : 12.300 - 12.510 Datum : SH 17 This section of road is a concrete causeway suffering from extensive bad cracking and drainage issues. A full reconstruction to be under taken .
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
200,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
200,000
COST TO COUNCIL for 2014/15 200,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: STRATEGY - L5-4 Maintain assets for their current purpose and for future generations.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Works Responsible Officer: OM 227 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN REHABILITATION RURAL SEALED ROADS SR131 CROPPA MOREE ROAD PROJECT DESCRIPTION:
Chainage : 20.780 - 20.950 Datum : SH 17 This section of road is a concrete causeway suffering from extensive bad cracking and drainage issues . A full reconstruction to be under taken .
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
207,982
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
207,982
COST TO COUNCIL for 2014/15 207,982 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: STRATEGY - L5-4 Maintain assets for their current purpose and for future generations.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Works Responsible Officer: OM 228 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN REHABILITATION RURAL SEALED ROADS SR131 CROPPA MOREE ROAD PROJECT DESCRIPTION:
Chainage : 22.450 - 22.680 Datum : SH 17 This section of road is suffering from bad pavement failures , cracking and drainage issues . A full reconstruction to be under taken . Funding : This project is funded by Roads to Recovery
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
215,000
-215,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: STRATEGY - L5-4 Maintain assets for their current purpose and for future generations.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Works Responsible Officer: OM 229 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN REHABILITATION RURAL SEALED ROADS SR131.2 CROPPA MOREE ROAD PROJECT DESCRIPTION:
Chainage : 4.380 - 6.150 Datum : SH 17 This section of road is suffering from bad pavement failures , cracking and drainage issues . A full reconstruction to be under taken . Funding : This project is funded by Roads to Recovery
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
300,000
-300,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: STRATEGY - L5-4 Maintain assets for their current purpose and for future generations.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Engineering Cost Centre: Works Responsible Officer: OM 230 of 256
Workings Attached
PROJECT LIST - OPERATIONAL PLAN GWYDIR DAY CARE - ADDITIONAL PLAYROOM PROJECT DESCRIPTION:
Build an additional playroom and associated amenities to cater for 20 preschool children and 2 staff.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
450,000
Workings Attached
450,000
-450,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Gwydir Day Care Cost Centre: Gwydir Day Care Responsible Officer: CSM 231 of 256
PROJECT LIST - OPERATIONAL PLAN GWYDIR DAY CARE - PLAYGROUND EXTENSION PROJECT DESCRIPTION:
Review playground to ensure it meets the National Quality Framework requirements, childrens developmental needs, including upgrading playground equipment.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
25,000
Workings Attached
25,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
25,000
COST TO COUNCIL for 2014/15 25,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Gwydir Day Care Cost Centre: Gwydir Day Care Responsible Officer: CSM 232 of 256
PROJECT LIST - OPERATIONAL PLAN GWYDIR DAY CARE - FOOTPATH EXTENSION PROJECT DESCRIPTION:
Extend the concrete footpath on the southern end of the carpark, the ground is uneven creating a trip hazard for parents walking their children into the Centre.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
5,000
Workings Attached
5,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
5,000
COST TO COUNCIL for 2014/15 5,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS:
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Gwydir Day Care Cost Centre: Gwydir Day Care Responsible Officer: CSM 233 of 256
PROJECT LIST - OPERATIONAL PLAN SEWER MAIN RELINING PROJECT DESCRIPTION:
Council has many kilometres of sewer mains that require their sacrificial lining to be renewed on a periodic basis. There are several mains to be relined in Moree to bring the current reticulation net work to a satisfactory standard. A contract has been let for relining work at Mungindi and the work will commence in 2014/15. The additional work budgeted below will allow the contract to be extended to provide relining work for Moree.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
Workings Attached
850,000
-850,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 We manage our finances , services and assets effectively COUNCILS STRATEGIC RESPONSE: L5.4 Maintain assets for their current purpose and future generations. ACTIONS: Rehabilitate sewer mains on a programmed basis. Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Water and Waste Cost Centre: Sewer Responsible Officer: WWM 234 of 256
PROJECT LIST - OPERATIONAL PLAN MOREE SEWER TREATMENT WORKS COMMUNICATIONS RENEWAL
PROJECT DESCRIPTION:
The existing electronic communications equipment at the Moree Treatment Works is at the end of its useful life and is due for renewal. In technical terms the SCADA (supervisory control and data acquisition) system and the Programmable Logic Controllers, (PLC's) are not providing for efficient operation of the treatment processes. These items require replacement with current technology and new computer programs developed to operate the system in a reliable and safe manner. The consequences of not replacing these components in a timely manner would be that the effective operation of the treatment processes will be placed at considerable risk.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
Workings Attached
150,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
150,000
COST TO COUNCIL for 2014/15 150,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 We manage our finances , services and assets effectively COUNCILS STRATEGIC RESPONSE: L5.4 Maintain assets for their current purpose and future generations. ACTIONS: Renew Moree Sewerage Treatment Works communications systems - SCADA and PLC's Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Water and Waste Cost Centre: Sewer Responsible Officer: WWM 235 of 256
PROJECT LIST - OPERATIONAL PLAN SEWER - N.O.W. PUMP STATION ELECTRICAL & SAFETY UPGRADES
PROJECT DESCRIPTION:
The sewer pump stations at Mehi Cresent, Stanley Village and Toomelah have been identified as requiring high priority safety upgrades. This budget provides allowance to improve both electrical and access arrangements. These projects are funded through the New South Wales Office of Water and are subject to N.O.W. funding approval.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
Workings Attached
130,000
-130,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 We manage our finances , services and assets effectively COUNCILS STRATEGIC RESPONSE: L5.4 Maintain assets for their current purpose and future generations. ACTIONS: Improve pump station electrical safety. Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Water and Waste Cost Centre: Sewer Responsible Officer: WWM 236 of 256
PROJECT LIST - OPERATIONAL PLAN SEWER - PUMP STATION ELECTRICAL & SAFETY UPGRADES
PROJECT DESCRIPTION:
The sewer pump stations at Webb Avenue, Cooee St, Tycannah St and Kamilaroi have been identified as requiring high priority safety upgrades. This budget provides allowance to improve both electrical and access arrangements.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
Workings Attached
170,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
170,000
COST TO COUNCIL for 2014/15 170,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 We manage our finances , services and assets effectively COUNCILS STRATEGIC RESPONSE: L5.4 Maintain assets for their current purpose and future generations. ACTIONS: Improve pump station electrical saftey and access arrangements. Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Water and Waste Cost Centre: Sewer Responsible Officer: WWM 237 of 256
PROJECT LIST - OPERATIONAL PLAN PUMP STATION SAFETY IMPROVEMENTS AND UPGRADE PROJECT DESCRIPTION:
Council's main sewer pump stations located in Moree at Anne, Gwydir and Warialda streets show obvious signs of deterioration and require safety updgrades. Arrangements are in place to undertake detailed internal condition assessments in June 2014. Considerable internal repair work is expected to ensure that these infrastructure items remain serviceable into the future. Work scope includes safety lid upgrades and internal repairs.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
Workings Attached
260,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
260,000
COST TO COUNCIL for 2014/15 260,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 We manage our finances , services and assets effectively COUNCILS STRATEGIC RESPONSE: L5.4 Maintain assets for their current purpose and future generations. ACTIONS: Rehabilitate sewer pump stations and provide safety improvements. Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Water and Waste Cost Centre: Sewer Responsible Officer: WWM 238 of 256
PROJECT LIST - OPERATIONAL PLAN MOREE SEWER - ELECTRICAL SWITCHBOARD AND TELEMETRY RENEWALS
PROJECT DESCRIPTION:
Moree Sewer - Electrical Switchboard and Telemetry Renewals. A Moree Plains Shire Switch Board and Telemetry Audit was undertaken during the 2013/14 Financial year. Several of the electrical switch boards servicing our existing sewer pump stations, and Council's existing telemetry system that is used to control and monitor our systems are past their useful lives. It is planned to renew the telemetry backbone system in 2014/15 and progressively replace the switchboards over a five year period. The improved technology will enhance electrical safety and will allow council staff to more effectively manage and optimize our sewerage system networks. This is a project that is being undertaken concurrently with the Water Fund. The consequence of not proceeding is that our sewer systems will become unreliable and our operational costs will increase.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
115,000
Quote
Estimate
Yes
Yes
Workings Attached
No
-115,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 We manage our finances , services and assets effectively COUNCILS STRATEGIC RESPONSE: L5.4 Maintain assets for their current purpose and future generations. ACTIONS: Renew telemetry communication networks and sewer pump station electrical switchboards. Approved by Manager: Approved by Manex:
Apr-14 Apr-14
Section: Water and Waste Cost Centre: Sewer Responsible Officer: WWM 239 of 256
PROJECT LIST - OPERATIONAL PLAN WASTE - NEW CELL PROJECT 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 2014/15.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
Workings Attached
3,900,000
-3,900,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: 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 amenitieis.
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Waste Cost Centre: Waste Disposal Responsible Officer: WWM 240 of 256
PROJECT LIST - OPERATIONAL PLAN ESTABLISH TRANSFERSTATIONS PROJECT 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 2014/15 Mungindi $30 000 Weemelah $25 000
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
Workings Attached
30,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
30,000
COST TO COUNCIL for 2014/15 30,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: 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:
Apr-14 Apr-14
Section: Waste Cost Centre: Waste Disposal Responsible Officer: WO 241 of 256
PROJECT LIST - OPERATIONAL PLAN UPGRADE COMPUTER WEIGHBRIDGE SYSTEM PROJECT DESCRIPTION:
Purchase a new computer weighbridge software system to improve reporting efficiencies and accountabilities.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
Workings Attached
40,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
40,000
COST TO COUNCIL for 2014/15 40,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: 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:
Apr-14 Apr-14
Section: Waste Cost Centre: Waste Disposal Responsible Officer: WO 242 of 256
PROJECT LIST - OPERATIONAL PLAN UPGRADE WMF LEACHATE PUMPSTATION PROJECT DESCRIPTION:
Upgrade the existing leachate pumpstation infrastructure and install a telemetry system.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
Workings Attached
45,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
45,000
COST TO COUNCIL for 2014/15 45,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: 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:
Apr-14 Apr-14
Section: Waste Cost Centre: Waste Disposal Responsible Officer: WO 243 of 256
PROJECT LIST - OPERATIONAL PLAN REMEDIATE YARRAMAN LANDFILL PROJECT 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
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
Workings Attached
2,200,000
-2,200,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: 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:
Apr-14 Apr-14
Section: Waste Cost Centre: Waste Disposal Responsible Officer: WWM 244 of 256
PROJECT LIST - OPERATIONAL PLAN ENVIRONMENT - ENERGY FROM WASTE INVESTIGATION
PROJECT DESCRIPTION:
The processes of extracting energy from waste is well established internationally. The NSW Energy from Waste Policy Statement published by the Environment Protection Authority recognises that the recovery of energy and resources from the thermal processing of waste has the potential, as part of an integrated waste management strategy, to deliver positive outcomes for the community and the environment. During 2013, council invited Expressions of Interest for new technologies to reduce waste going to landfill. It is expected that the contiuning assessment of the most appropriate option for reducing the quantity of waste going to landfill will carry over into the 2014/15 financial year.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
Workings Attached
50,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
50,000
COST TO COUNCIL for 2014/15 50,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: E2 We live sustainably and use our resources responsibly COUNCILS STRATEGIC RESPONSE: E2.1 Reduce resouce consumption, recycle and minimise waste E2.4 Minimise our contribution and exposure to the changing climate ACTIONS: Investigate viability of extracting energy from waste and take appropiate action Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Water and Waste Cost Centre: Waste Responsible Officer: WWM 245 of 256
PROJECT LIST - OPERATIONAL PLAN BOGGABILLA WATER SUPPLY - RELOCATION OF RIVER INTAKE PUMP STATION PROJECT DESCRIPTION: The current Boggabilla water supply river intake pump station was originally constructed for the now defunct government steam railway system. The changing river system has made the current location unsuitable due to constant siltation. In order to reduce ongoing maintenance costs and improve the reliabilty of Boggabilla's water supply, it is proposed to construct a new river intake pump station approximately 300 metres upstream of the Boggabilla weir. The planned works involve the provision of a new inlet works including an electricity supply and the construction of a 1.8km rising main to the Boggabilla Water Treatment Plant. The consequence of not undertaking this work is that the town could be without a water supply for an extended period of time if the next flood transports additional silt into the existing intake site.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
Estimate
650,000
Estimate
Workings Attached
No
-650,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: We manage our finances, services and assets effectively COUNCILS 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 ACTIONS: Relocate river inlet pump and construct new rising main to water treatment plant
Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Water and Waste Cost Centre: Water Responsible Officer: WWM 246 of 256
PROJECT LIST - OPERATIONAL PLAN WATER - MOREE BOREFIELD STRATEGY PROJECT 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 variability and forecast future population growth, it is now thought prudent to undertake a comprehensive investigation on the current condition of all bores and the capacity of these bores and the greater bore field to supply reliable and good quality drinking water to meet future town water needs.
OPERATIONAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
Budget 2014/15
Quote
Estimate
Workings Attached
55,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
55,000
COST TO COUNCIL for 2014/15 55,000 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: We manage our finances, services and assets effectively COUNCILS STRATEGIC RESPONSE: L5.4 Maintain assets for their current purpose and for future generations ACTIONS: Assess all Moree Bores to determine current condition and capacity. Approved by Director: Approved by Manex:
Apr-14 Apr-14
Section: Water and Waste Cost Centre: Water Responsible Officer: WWM 247 of 256
PROJECT LIST - OPERATIONAL PLAN MOREE WATER - ELECTRICAL SWITCHBOARD AND TELEMETRY RENEWALS
PROJECT DESCRIPTION:
Moree Water - Electrical Switchboard and Telemetry Renewals. A Moree Plains Shire Switch Board and Telemetry Audit was undertaken during the 2013/14 Financial year. Several of the electrical switch boards servicing our existing water bores and pump stations, and Council's existing telemetry system that is used to control and monitor our systems are past their useful lives. It is planned to renew the telemetry backbone system in 2014/15 and progressively replace the switchboards over a five year period. The improved technology will enhance electrical safety and will allow council staff to more effectively manage and optimize our water system networks. This is a project that is being undertaken concurrently with the Sewer Fund. The consequence of not proceeding is that our water systems will be come unreliable and our operational costs will increase.
CAPITAL Resource Breakdown Payroll Plant Hire Contractors Stores Other
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Budget 2014/15
Quote
1,045,000
Workings Attached
Estimate
Yes
Yes
No
-1,000,000 -45,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 We manage our finances , services and assets effectively COUNCILS STRATEGIC RESPONSE: L5.4 Maintain assets for their current purpose and future generations. ACTIONS: Renew telemetry communication networks and water system electrical switchboards. Approved by Manager: Approved by Manex:
Apr-14 Apr-14
Section: Water and Waste Cost Centre: Sewer Responsible Officer: WSM 248 of 256
PROJECT LIST - OPERATIONAL PLAN WATER-RESERVOIR MAINTENANCE
PROJECT DESCRIPTION:
Comprehensive water reservoir maintenance works are to be undertaken and completed to protect and ensure the ongoing and reliable water supply from 10 town and village water supply resevoirs (Steel and Conrete). Water reservoir reservoirs included in these works are Moree (Narrabri, Boundary, Boston and Adelaide St's, Jellicoe Park and Boradwater Depot), Boggabilla (Brown St.), Mungindi (Yarouah 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 maintenance these reservoirs can maintain operations for another 20 to 30 years. CAPITAL
Budget 2014/15
Resource Breakdown Payroll Plant Hire Contractors Stores Other
1,500,000
PROJECT FUNDING: - Loans - Grants - Internal Reserves - Sec 94
COST TO COUNCIL:
Quote
Estimate
Workings Attached
-1,500,000
0
COST TO COUNCIL for 2014/15 0 DELIVERY PROGRAM / OPERATIONAL PLAN STRATEGIES AND ACTIONS: OUTCOME: L5 We manage our finances , services and assets effectively COUNCILS STRATEGIC RESPONSE: L5.4 Maintain assets for their current purpose and future generations.
Approved by Manager: Approved by Manex:
Apr-14 Apr-14
Section: Water Cost Centre: Water Reservoirs Responsible Officer: WWM 249 of 256
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.
BUDGET BUDGET BUDGET BUDGET 2013/2014 2014/2015 2015/2016 2016/2017
Description TOTAL AVAILABLE BUDGET AT START OF YEAR
348,000
309,379
318,629
328,156
87,700 47,780 25,000 107,500
73,600 31,080 25,000 119,699
75,801 15,093 25,000 122,232
78,067 10,395 25,000 124,840
267,980
249,379
238,125
238,302
UNALLOCATED Available for Allocation
80,020
60,000
80,504
89,855
Balance available for allocation
80,020
60,000
80,504
89,855
ORIGINAL BUDGET Events Donations Sponsorships Community Programs
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
250 of 256
Community Funding - Events
Donation Description
PROPOSED BUDGET BUDGET BUDGET BUDGET 2013/2014 2014/2015 2015/2016 2016/2017
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 Christmas Light Competition Movies in the Park Harmony Day Welcome to Moree - Morning Tea
251 of 256
5,000 1,500 26,500 4,100 4,100 2,000 6,000 2,500 6,000 10,000 10,000 1,000 2,000 5,000 2,000
5,000 1,000 26,500 4,100 2,000 2,000 4,000 2,500 5,000 10,000 7,000 500 2,000 2,000 -
5,150 1,030 27,292 4,223 2,060 2,060 4,120 2,575 5,150 10,299 7,209 515 2,060 2,060 -
5,303 1,061 28,108 4,349 2,121 2,121 4,243 2,652 5,303 10,607 7,425 530 2,121 2,121 -
87,700
73,600
75,801
78,067
Community Funding Donations PROPOSED BUDGET BUDGET BUDGET BUDGET 2013/2014 2014/2015 2015/2016 2016/2017
Donation Description ORIGINAL BUDGET Pallamallawa School of Arts and War Memorial hall Educational Facilities - Award Nights Berrigill Creek Sporting Club Arts North West Indigenous Ball Royal Far West Mungindi Border Rifle Club (Rates) Moree Caledonian Society (Pipe band) Westpac Rescue Helicopter Stewart House Moree Aero Club Lions Ladies - Hall Hire Moree Botanic Gardens Society
252 of 256
2,700 2,000 850 7,800 2,000 2,500 730 3,000 5,000 2,500 3,000 700 15,000
2,700 2,000 850 7,800 2,000 2,500 730 5,000 5,000 2,500 -
47,780
31,080
8,033 2,060
8,273 2,121
5,000
15,093
10,395
Community Funding Sponsorships Donation Description
BUDGET BUDGET BUDGET BUDGET 2013/2014 2014/2015 2015/2016 2016/2017
ORIGINAL BUDGET Moree Town Band Donation
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
Community Funding Community Programs Donation Description
BUDGET BUDGET BUDGET BUDGET 2013/2014 2014/2015 2015/2016 2016/2017
ORIGINAL BUDGET Youth Activities (Includes Moree Superstar) Crime Prevention Committee Disabled Access Committee Border Towns Crime Prevention Provision of Surgeons Services to Moree
253 of 256
42,000 10,000 500 10,000 45,000
61,664 12,230 500 10,305 35,000
63,508 12,596 515 10,613 35,000
65,407 12,972 530 10,930 35,000
107,500
119,699
122,232
124,840
Roads & Facilities Maintenance
2013/2014
2014/2015
2015/16
2016/17
Total Allocated
38,835 358,112 55,696 152,843 373,401 58,786 78,692 20,804 1,137,169
40,396 372,509 57,935 158,987 388,412 61,149 81,856 21,640 1,182,883
42,004 387,334 60,240 165,315 403,871 63,583 85,114 22,502 1,229,963
43,676 402,750 62,638 171,895 419,945 66,114 88,502 23,398 1,278,916
Total Allocated
11,495 50,000 49,160 9,994 67,613 18,811 207,073
11,958 52,010 51,136 10,395 70,331 19,568 215,398
12,433 54,080 53,172 10,809 73,130 20,346 223,970
12,928 56,232 55,288 11,239 76,041 21,156 232,884
Total Allocated
10,945 37,000 42,452 7,054 60,332 2,351 17,636 177,770
11,385 38,487 44,159 7,338 62,757 2,446 18,345 184,917
11,838 40,019 45,916 7,630 65,255 2,543 19,075 192,276
12,309 41,612 47,743 7,934 67,852 2,644 19,834 199,928
Total Allocated
12,965 30,526 18,361 9,994 6,115 77,961
13,486 31,754 19,099 10,395 6,115 80,849
14,023 33,017 19,859 10,809 6,358 84,066
14,581 34,331 20,649 11,239 6,611 87,411
1,599,973 $
1,664,047 $
1,730,275 $
Description URBAN - MOREE Asset Management Road Surface Repairs Shoulder Maintenance Markings & Furnishings Cleaning & Litter Collection Kerb & Gutter Footpaths Traffic Islands
URBAN - MUNGINDI Asset Management Road Surface Repairs Shoulder Maintenance Markings & Furnishings Cleaning & Litter Collection Footpaths
URBAN - BOGGABILLA Asset Management Road Surface Repairs Shoulder Maintenance Markings & Furnishings Cleaning & Litter Collection Kerb & Gutter Footpaths
URBAN - VILLAGES Asset Management Road Surface Repairs Shoulder Maintenance Markings & Furnishings Footpaths
TOTAL ALLOCATION - URBAN ROADS
$
254 of 256
1,799,139
Roads & Facilities Maintenance cont.
2013/2014
2014/2015
2015/16
2016/17
Total Allocated
71,601 204,872 520,100 213,606 75,975 1,086,154
74,480 213,108 541,008 222,193 79,029 1,129,818
77,444 221,589 562,540 231,036 82,174 1,174,783
80,526 230,408 584,929 240,231 85,445 1,221,539
Total Allocated
56,774 270,672 1,081,657 350,000 177,437 52,907 1,989,447
59,057 281,553 1,125,139 364,070 184,570 55,034 2,069,423
61,407 292,758 1,169,920 378,560 191,916 57,224 2,151,785
63,851 304,410 1,216,483 393,627 199,554 59,502 2,237,427
Description
RURAL - SEALED Asset Management Drainage Road Surface Repairs Shoulder Maintenance Markings & Furnishings
RURAL - UNSEALED Asset Management Drainage Road Surface Repairs Gravel Resheeting Shoulder Maintenance Markings & Furnishings
TOTAL ALLOCATION - RURAL ROADS
$ 3,075,601.00 $ 3,199,241.00 $ 3,326,568.00 $ 3,458,966.00
255 of 256
Roads & Facilities Maintenance cont.
2013/2014
2014/2015
2015/16
2016/17
Total Allocated
119,652 26,913 12,093 10,820 169,478
160,000 12,461 27,733 11,150 211,344
164,784 12,834 28,563 11,484 217,665
169,711 13,218 29,417 11,827 224,173
Total Allocated
678,725 381,582 436,752 117,757 48,233 54,206 352,893 2,070,148
750,000 460,000 450,073 121,349 49,704 55,859 363,656 2,250,641
772,425 473,754 463,530 124,977 51,190 57,530 374,529 2,317,935
795,521 487,919 477,390 128,714 52,721 59,250 385,727 2,387,242
Total Allocated
58,034 58,034
60,367 60,367
62,770 62,770
65,268 65,268
Description STORMWATER Moree Mungindi Boggabilla Villages
OPEN SPACES Moree Moree Sportsfields Moree Parks Vacant Land Mungindi Boggabilla Villages
BRIDGES
TOTAL ALLOCATION - ROADS & FACILITIES
$ 6,973,234.00 $ 7,385,640.24 $ 7,655,213.00 $ 7,934,787.58
256 of 256