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ANNUAL PLAN

2017/2018

AUGUST 2017

2

Contents

Achieving the Vision: .............................................................................................................................................................................. 3

Goal: Community .................................................................................................................................................................................. 5

Goal: Economy ..................................................................................................................................................................................... 8

Goal: Environment .............................................................................................................................................................................. 11

Goal: Infrastructure ............................................................................................................................................................................ 15

Goal: Services ..................................................................................................................................................................................... 20

Corporate Planning Activities ................................................................................................................................................................ 23

Significant Influences ........................................................................................................................................................................... 29

Measuring Performance ....................................................................................................................................................................... 31

Funding the Annual Plan ...................................................................................................................................................................... 35

Public Health Goals and Objectives ........................................................................................................................................................ 36

3

ACHIEVING THE VISION:

COUNCIL ROLE COMMUNITY ROLE

Leadership/Ownership We will….

…be visionary and accountable leaders who advocate and represent the views of our community in a transparent way. …make decisions for the greater good of Break O’Day by being accessible and listening to our community.

…consider the bigger picture and be open-minded in our views and actions. …advocate for things that are important to us. …lead by example, use our initiative and take responsibility for the things we can influence.

Great Communication We will…

….listen, consult and engage with the community and individuals. …be open, honest and proactive in our communication. …keep people informed about the things that matter to them.

…engage and speak up about issues of concern. …seek and share information with the council, community groups and each other.

Infrastructure and services We will...

…plan, deliver and maintain quality infrastructure and services. … strive to deliver excellent customer service and promote Break O’Day as a desired destination.

…plan and provide community facilities and services in partnership with Council for our community.

Working together We will…

…build and maintain strong relationships and partnerships through consultation, engagement and collaboration. …support and facilitate our community.

…be an active and engaged community participant through contribution and collaboration. …support the contribution of community groups.

COUNCIL ROLE COMMUNITY ROLE

Stewardship/Custodian We will…

…be responsible in planning and management of the Break O’Day area. …make good decisions about our environment and resources. …balance competing needs and demands while keeping a sustainable future in mind.

…nurture and support a sense of community through our actions. …respect and value our environment and act with the future in mind.

Fiscal Responsibility We will…

…work within a culture of financial sustainability focusing on securing outside funding, spending wisely and being fair to all. …recognise the limitations of resources and the community’s capacity to pay.

…be mindful that every request has an impact on finances and that difficult decisions need to be made to ensure the best outcome for all. …be prepared to pay for additional services and infrastructure that are requested.

4

Key for Responsibility: GM – General Manager MCtyS – Manager Community Services CC – Communications Coordinator EDO – Economic Development Officer BSC – Building Services Coordinator PC – Planning Coordinator MCS – Manager Corporate Services NRM – Natural Resources Management Facilitator WM – Works Manager TPM – Trails Project Manager HRM – Human Resources Manager WHSC – Work Health & Safety Coordinator MT – Management Team

5

GOAL: COMMUNITY

To strengthen our sense of community and lifestyle through opportunities for people to connect and feel valued.

Strategies – 1. Create an informed and involved community by developing channels of communication. 2. Build community capacity by creating opportunities for involvement or enjoyment that enable people to share their skills and knowledge. 3. Foster and support leadership within the community to share the responsibility for securing the future we desire. 4. Foster a range of community facilities and programs which strengthen the capacity, wellbeing and cultural identity of our community.

Key Focus Area Assessing Progress Resp Review

Communication Improve and develop communication processes that lead to the community feeling more informed and involved.

Re develop Council’s website to allow easier navigation and include information that is in line with being an open and transparent Council.

Improvements to communication processes – new website.

CC

Publish online surveys more often to gauge community sentiment on issues.

Participation through surveys. CC

Develop FAQ sheets for Development Services that explain the process and requirements in plain English.

Improvements to communication processes – FAQ sheets published.

CC

Build an email database for newsletters to increase the community’s access to information.

Improvements to communication processes – combined email database created

CC

6


Promote Council’s Facebook page more to grow our following and thereby increasing the community’s access to information.

Improvements to communication processes. CC

Events and Activities Create a culture of volunteering and support to enable vibrant and sustainable events, activities and community groups.

Work with community groups, activities and events to encourage members of the community to become part of groups and activities by raising the awareness of the benefits of volunteering and the need for volunteers to enable events, activities and groups to continue.

Participation in voluntary groups and activities - 20 new volunteers recruited into local community groups and events who are not currently actively involved.

MCtyS

Liaise with local organisations to facilitate community events

Athletics Carnival

Triathlon

St Helens Car Show

Fingal Valley Festival Australia Day Event

Number of local events and attendance levels. MCtyS

Identify potential events and activities that could be attracted to Break O’Day.

Number of local events and attendance levels. EDO

7


Community and Council Collaboration Work within a community engagement framework which defines the relationship between the community and Council in decision making and project delivery.

Work with local organisations to access funding to undertake programs and build infrastructure.

New and upgraded community facilities. New and expanded programs within the community - Assisting community groups to identify required infrastructure and lodge funding applications – 2.

MCtyS

Work with local organisations to complete the Community Engagement Framework.

Leadership demonstrated by the community - Test the Community Engagement Framework with 2 identified projects.

MCtyS

Form an Arts & Cultural Group to implement strategies as identified in the Arts & Cultural Strategy.

Leadership demonstrated by the community - Arts & Cultural group formed.

MCtyS

8

GOAL: ECONOMY

To foster innovation and develop vibrant and growing local economies which offer opportunities for employment and development

of businesses across a range of industry sectors.

Strategies –

1. Develop and highlight opportunities which exist and can be realized in a manner that respects the natural environment and lifestyle of the BOD area.

2. Provision of relevant training and skills development programs to create a workforce for the future that meets the changing needs of business.

3. Create a positive brand which draws on the attractiveness of the area and lifestyle to entice people and businesses to live and work in BOD.

4. Support and encourage innovation and growth in the economy through local leadership; infrastructure provision; support services and customer focused service delivery.


Support Integrate and simplify processes and services to facilitate the development and growth of businesses.

Integrate with the State Government I-PLAN technology to enable online development query and online submission of development applications.

Simplified Council processes – Integration with I-PLAN. BSC

Develop a simplified flow chart style facility for navigation through Council’s development application process.

Simplified Council processes – Flowchart explaining process.

EDO/BSC/ PC

Provide a first point of contact at Council for businesses/developers.

Simplified Council processes. EDO

9

Key Focus Area Assessing Progress Resp Review Opportunities Prepare and maintain an economic prospectus which details opportunities; infrastructure and land availability; and local resources.

Identify opportunities within the region and promote to businesses and potential developers.

Publication and maintenance of a Break O’Day Prospectus.

EDO

Develop, publish and maintain a Break O’Day Prospectus.

Publication and maintenance of a Break O’Day Prospectus.

EDO

Tourism Broadening, lengthening and improving the visitor experience through development of attractions and activities; promotion and signage; and great customer service.

Partner with East Coast Tourism and State Agencies to develop information which supports the improvement of the visitor experience.

Visitor statistics. GM

Examine signage in the area and ensure it is portraying the right image and information as well as look at further development of interpretive signage for townships.

Visitor statistics – Signage improvements. EDO/CC

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Work with local business and industry groups to improve the visitor experience within the Break O’Day area.

Visitor statistics. EDO

Assess and improve the customer experience delivered through the St Helens Visitor Information Centre.

Visitor statistics - At least 50 2018 VIC customer surveys returned with > 70% very satisfied and >95% satisfied.

MCS

Employment Create a variety of jobs that will reduce the seasonality of the local economy and provide ample opportunities for youth to remain in the area.

Work with local businesses and industry organisations to ensure that they are positioned to take advantage of the MTB trail project.

Reduction in unemployment, Youth employment opportunities – number of jobs created.

EDO

Innovation & Growth Encourage and support the establishment and operation of an Economic Development Steering group.

Group established. EDO

Develop a positive brand for Break O’Day that reflects the values and vision of Council.

Establish Brand Break O’Day. EDO/CC

Facilitate business growth by supporting the BEC in its focus on establishing new businesses or developing existing businesses.

Number of new businesses established. EDO

11

GOAL: ENVIRONMENT

To balance our use of the natural environment to ensure that it is available for future generations to enjoy as we do.

Strategies – 1. Ensure the necessary regulations and information is in place to enable appropriate use and address inappropriate actions. 2. Increase the community’s awareness of the natural environment; the pressures it faces; and actions we can take to sustain it and what it

provides. 3. Undertake and support activities which restore, protect and access the natural environment which enables us to care for, celebrate and

enjoy it. 4. Recognise and alleviate the issues and risks to the environment form our use, and the risk to us from a changing environment (for example

flood and fire).


Land Management Develop the financial and human resources to undertake projects and activities which address environmental issues such as weeds and land degradation.

Land owners and managers undertake land protection activities with funding from Agricultural Landscape Rehabilitation Scheme, NRM North and Green Army.

Land management projects and activities undertaken. Grant funding. Landholder investment.

NRM

Weed Action Plan updated by Council and implemented by Break O’Day land owners and managers to control priority weed threats.

Land management projects and activities undertaken - Increased weed control. Priority weed zones identified in Council Weed Action Plan.

NRM

Council controls priority weed infestations on its properties.

Land management projects and activities undertaken - Weed species and sites treated and area protected.

NRM/ WM

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Key Focus Area Assessing Progress Resp Review Participate in Cat Tracker program to map how domestic cats roam and promote keeping them at home and de-sexing to reduce impacts on wildlife and agriculture.

Community awareness activities - Number of people and cats participating in Cat Tracker Program.

NRM

Review the Dog Management Policy to ensure people are safe, dogs are content and wildlife aren’t lost.

Community awareness activities - Revised Dog Policy adopted and changes to access zones implemented.

NRM

Council’s NRM Committee reviews the Break O’Day NRM Strategy progress and to identify future priorities.

Sustainable land use strategies - Draft Break O’Day NRM Strategy released for community comment.

NRM

Water Develop and implement strategies and activities to reduce the risk of flooding, inundation and erosion within our rivers, estuaries and coastal areas.

Flood risk modeling for the St Marys Rivulet Flood Risk Management Project identifies priority mitigation activities and works implemented.

Flood mitigation projects and activities undertaken - Final Floodplain Risk and Management report adopted. Council implementing flood risk mitigation works. 20 community members engaged and 8 household or community flood plans.

NRM

Improve awareness, skills and capacity of land owners and managers to care for water quality and health of our rivers, estuaries and coastal areas.

Community awareness activities -Number of people with new awareness, skills and capacity to care for waterways and the coastline. River management best practice activity held in the George River catchment.

NRM

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Appropriate development Encourage sensible and sustainable development through sound land use planning, building and design.

Develop Local Area Provisions for inclusion in the new Statewide Planning Scheme.

Sustainable land use strategies – Local Area Provisions developed and adopted.

PC

Develop land use strategy to address industrial land requirements in the medium to long term.

Sustainable land use strategies – Industrial land requirements addressed.

PC

Facilitate discussions within the community to examine opportunities to address the shortage of commercial premise locations, parking; pedestrian linkages and related issues in the Binalong Bay area.

Sustainable land use strategies - solutions and preferred options identified.

PC

Develop and provide information on guidance for sustainable use, development and works; such as managing biodiversity, soil, and water values and pests and diseases.

Sustainable land use strategies – guidance documents published.

NRM/ CC

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Enjoying our environment Provide opportunities to access and learn more about our environment and the ways it can be enjoyed in a sustainable manner.

Publish stories in Council’s newsletter and send out Media Releases promoting our environment and events.

Number of community events and activities. Community awareness activities.

CC

Develop a MTB Trail Management Plan which includes monitoring; awareness; MTB hygiene and weed management activities.

Sustainable land use strategies. Community awareness activities - Draft prepared.

MCtyS

Organise activities and events for and with the community, landholders and visitors, to increase awareness and appreciation of Break O’Day’s natural environment.

Number of community events and activities - 4 events/activities held with 100 people attending.

NRM

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GOAL: INFRASTRUCTURE

To provide quality infrastructure which enhances the liveability and viability of our communities for residents and visitors.

Strategies –

1. Be proactive infrastructure managers by anticipating and responding to the growing and changing needs of the community and the area. 2. Work with stakeholders to ensure the community can access the infrastructure necessary to maintain their lifestyle. 3. Develop and maintain infrastructure assets in line with affordable long-term strategies.


Towns Create townships that are vibrant and welcoming through improvements to infrastructure such as, streetscapes, parking, safety and signage.

Undertake construction works for Stage 2 of the St Marys Streetscape project.

Streetscape upgrades – St Marys Stage 2 completed. WM

Commence design works for the next stages of the St Helens and Fingal Streetscape projects.

Streetscape upgrades – design work completed. WM

Design and undertake construction works to enhance the northern entrance of Scamander at Wrinklers Lagoon bridge.

Streetscape upgrades – works completed.

WM

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Waste Management Provide access to services and facilities which support a sustainable lifestyle.

Successful implementation of kerbside recycling and reporting of collection service KPI’s.

Landfill usage levels. WM

Undertake major upgrades of Waste Transfer Station facilities at St Marys and Fingal.

Community facility improvements. WM

Opportunities to upgrade and encourage recycling and reuse at Waste Transfer Stations are identified and implemented.

Landfill usage levels - Reduction in waste tonnage to landfill evidenced by comparison against 2016/2017 figures supplied by Southern Waste Solutions.

WM

Community participation in The Garage Sale Trail weekend promoted to encourage reuse rather than disposal.

CC

Examine opportunities for operational cost reductions resulting in reduced waste management cost based on $/t to landfill.

Landfill usage levels. WM

Roads and Streets Develop a well maintained road network that recognizes the changing demands and requirements of residents and visitors.

Re-sheeting and resealing programs completed as per budget allocations.

Asset renewal levels. Road network quality.

WM

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Asset condition assessments undertaken as per policy and any defects identified are repaired or listed for future funding.

Asset renewal levels. Asset condition assessments - completed.

WM

Pursue upgrades to State Government road infrastructure assets to improve safety and reliability.

Road network quality. WM

Community Facilities Provide community facilities that encourage participation and supports the lifestyle of residents and growing visitor numbers.

Progress stage 2 works at the Bendigo BOCS in line with the adopted budget and taking advantage of external funding opportunities.

Community facility improvements – stage 2 completed.

BSC

Upgrade or provide public toilet at St Marys, Scamander (Wrinklers Lagoon), Beaumaris, and Weldborough.

Community facility improvements – capital works completed.

BSC

Support the ongoing major upgrade of the Old Tasmanian Hotel in partnership with the Fingal Valley Neighbourhood House.

Community facility improvements – capital works completed.

BSC

Dog Exercise Areas. Community facility improvements - 1 new Dog Exercise area established and others planned.

NRM

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Telecommunications Ensure residents and visitors can access telecommunication services such as NBN and mobile phone coverage where they are living and visiting.

Address mobile phone black spots affecting the small population centres of Weldborough and Ansons Bay through lobbying Telstra and accessing Federal Programs.

Mobile phone coverage Coverage established for Weldborough. Coverage issues at Ansons Bay overcome through infrastructure improvements.

GM

Recreational Facilities Support an outdoor, active and healthy lifestyle for residents and visitors through a range of recreational facilities including walking trails, bike trails and other identified infrastructure.

Explore the opportunities of developing and constructing the Great Eastern Walk from Musselroe to Coles Bay.

Provision of walking and bike trails.

MCtyS

St Helens MTB project progressed through the approvals processes and construction commenced.

Provision of walking and bike trails - Approvals secured, construction commenced.

MCtyS/ TPM

Bay of Fires Descent MTB project progressed through the approvals process and construction commenced.

Provision of walking and bike trails - Approvals secured, construction commenced.

MCtyS/ TPM

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MTB Trail network governance and project management arrangements established and operating to support the delivery of trail projects.

Provision of walking and bike trails – governance and project management established and operating.

MCtyS/ TPM

Commence examination of trail opportunities by reviewing existing documents and proposals assessing within a framework the potential for delivery.

Provision of walking and bike trails. MCtyS/ TPM

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GOAL: SERVICES

To have access to quality services that are responsive to the changing needs of the community and lead to improved health,

education and employment outcomes.

Strategies – 1. Improve accessibility to a range of quality services and programs by advocating and pursuing for local delivery. 2. Work collaboratively to ensure services and service providers are coordinated and meeting the actual and changing needs of the

community. 3. Ensure Council services support the betterment of the community while balancing statutory requirements with community and customer

needs.


Health Retain and expand local provision of disability, preventative, chronic and acute health care services including pursuing innovative healthcare service delivery options.

Work with the Royal Flying Doctor Service through the existing arrangements to secure additional services delivered in the local area.

Population health statistics. Effectiveness of health service delivery.

MCtyS

Support and partner with local organisations to provide activities and services focused on preventative healthcare outcomes.

Population health statistics. Effectiveness of health service delivery.

MCtyS

Complete the examination of NDIS service delivery in the Break O’Day area with further actions determined from the review process.

Effectiveness of health service delivery. EDO

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Work with Department of Health and Human Services to ensure the best community outcomes are achieved through the new St Helens hospital.

Effectiveness of health service delivery. MCtyS

Mental Health Improve the mental health of our community through stability in service delivery and a holistic approach to the provision of services locally.

Support the activities of the Mental Health Action group to secure improved services to the Break O’Day area.

Mental health services. Effectiveness of health servce delivery.

MCtyS

THRIVE – continue to address social determinants of health working in partnership with external agencies through the development of programs.

Skills development and training program participation.

MCtyS

Education and Skills Training Improve employment pathways and outcomes and greater personal development through delivery of programs locally which meet the needs of industry and the community.

Develop a regional strategy which identifies current and future employment opportunities and the skills training which needs to be delivered to take advantage of these opportunities.

Skills development and training program participation - Strategy completed and endorsed by stakeholders.

EDO

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Key Focus Area Assessing Progress Resp Review Transport Facilitate a range of transport options that support movement within and outside the Break O’Day area.

Improve awareness of the current community transport options and seek to identify any perceived gaps.

Community and public transport availability. MCtyS

Improve the success and sustainability of the Learner Driver Program by increasing the size of the mentee base.

Community and public transport availability - 5 new mentees join the program. 10 people to gain their full licence with at least 3 from outside of St Helens.

MCtyS

Service Delivery

Improve customer understanding of requirements through clear and plain english communication through written material and correspondence.

Written material reviewed. CC

Increase the resolution of planning and building queries and contacts at the first point of contact.

Level of resolution of minor queries and contacts at reception.

BSC/PC

Integrate customer service delivery of the planning and building functions as developed through continuous improvement.

Identified strategies and activities implemented. BSC/PC

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CORPORATE PLANNING ACTIVITIES


Local Government Reform

Northern Region - consider the KPMG report and participate actively in the implementation of recommendations in line with Council’s adopted position.

Report considered and progressed in line with Council’s adopted position.

GM

GSBC Boundary – finalise the investigation and consider the KPMG report to enable Council to formally adopt a position.

Report considered and progressed in line with Council’s adopted position.

GM

Break O’Day Culture

Develop the values of the organisation and imbed them within the everyday approach to the way we do business.

Agreed values of the organisation developed with employees.

GM

Focus on development of inter and intra team work to strengthen the overall customer service and performance of the organisation.

Customer Service Charter amended to reflect values.

GM

Strategic Plan

Finalise and adopt the new Strategic Plan for the Break O’Day area; communicate the new Plan.

Strategic Plan adopted. GM

Develop Local Area Plans for townships using information generated through the strategic planning process and further community discussions.

Local Area Plans finalised for 5 towns. MCtyS

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Financial Sustainability

Undertake ‘value for money’ reviews of contracted activities; service delivery and procurement, including:

Animal Control

Development Services

Ongoing annual savings of $75,000 identified and achieved.

MT

Examine the service delivery approaches within Council Departments to identify and implement efficiencies.

Labour efficiencies of 500 identified and secured.

MT

Examine the potential for a ‘lean thinking’ program within BODC potentially in partnership with another similarly minded Council.

Decision made. GM

Actively seek and apply for grant funding opportunities which assist Council to achieve its identified priorities.

Overall success rate of 75%.

MT

Funding received for 3 identified priorities.

MT

Grant funding of $250,000 secured.

MT

Review the ‘core business’ of Council to maintain focus on developing the financial sustainability of BODC.

Review completed. GM

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Financial Management

Fulfil legislative and governance responsibilities and its decision making supported by sustainable policies and procedures.

Annual external audit complete without qualification.

MCS

Audit Panel meetings facilitated in accordance with legislative requirements, responding to all recommendations of the Panel.

MCS

Maintain financial viability and accountability in budgeting and administration.

Meet or exceed Long Term Financial Plan forecasts for operational results.

MCS

Human Resources

Prepare a Workforce Development Plan which meets the foreseeable needs of Council and addresses succession, skills and ageing.

Potential requirements identified and succession plans developed and implemented.

HRM

Complete and implement a new Enterprise agreement for the organisation.

Enterprise Agreement is agreed upon. GM

Provide training and opportunities for employees which enhances their capacity to meet expectations in relation to service delivery.

Skills gaps identified and addressed. MT

Management Systems

Source and implement software which provides an integrated planning and reporting system for Council’s management planning documents.

Complete assessment and implement outcomes.

MT

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Elected Members

Facilitate participation of Councillors in professional development.

Councillors participate in professional development activities.

GM

Conduct facilitated workshops which provide Councillors with the opportunity to develop strategies in relation to major challenges facing Break O’Day.

2 workshops conducted on key issues/ strategies.

GM

Council Advocacy

Take a proactive approach with Government agencies by ensuring potential projects are adequately researched and outlined for ministers consideration.

Extent of government support secured for priority projects.

MT

Lobby to ensure that the community’s best interests are protected through the proposed takeover of TasWater by the State Government.

Extent of lobbying activities. Communication with community.

GM

Pursue identified priority projects through the State Election process.

Commitments secured for priority projects. GM

Customer Service

Redefine the customer service approach of the organisation to reflect the agreed values which have been developed.

Changes to customer service approach. MT

Encourage high quality and simple communication in internal and external communications.

Communication improvements. MT

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Key Focus Area Assessing Progress Resp Review Asset Management

Examine opportunities to work with another Council to provide asset management and GIS software systems which meets BODC needs.

Opportunities assessed and decision made. WM

Implement integrated software to manage Council Asset Management data including incorporation with Councils financial software for Asset Renewal, Replacement and New Capital Projects.

Solution which meets needs of BODC identified and progress towards implementation.

MCS

Review existing asset information and prepare an updated Bridge Asset Management Plan.

Review completed. Bridge Asset Management Plan updated.

WM

Review the performance of bridge and unsealed road assets, ensuring asset management in alignment with service delivery objectives, where service delivery and risk mitigation requirements are met.

Review completed. WM

Review Council’s Sealed Road Asset register to ensure that these road assets are accounted for and depreciated correctly.

Review completed and financial records updated.

WM

Introduce processes to ensure that Councils asset registers can be readily cross referenced and retrieved across the organisation.

Processes developed and implemented. WM

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Improve the integration of Asset Management systems and processes in capital planning and implementation, ensuring that new, upgraded and renewed assets are appropriately documented and financially valued.

Processes upgraded and implemented. Quality and timeliness of information.

MCS

Stormwater Management Plan

Develop a strategy to guide the development of a Stormwater Management Plan in accordance with Council obligations under the Urban Drainage Act 2013.

Strategy endorsed by Council.

PO

Collect Data relating to the capacity of Council’s drainage system as a basis for modelling.

Data collection 50% complete. PO

Work Health & Safety

Maintain workforce standards and procedures that ensure that the occupational health and safety and welfare of employees, contractors and public is protected and enhanced

Recommendations of the Workplace Health & Safety Committee implemented.

WHSC

Undertake 5 contractor audits and 6 outdoor team audits.

WHSC

Undertake 8 contractor inductions. WHSC Undertake WH&S training:

CPR refresher

Stress elimination

Fire warden update

Communication for team leaders

Cancer Council awareness sessions

WHSC

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SIGNIFICANT INFLUENCES

External Influences In preparing the 2017/2018 Annual Plan a number of external influences have been taken into account because they are likely to impact significantly on the cost of services delivered by Council in the budget period. These include:

Inflation index increases on relevant goods and services for the year. o The Consumer Price Index for Hobart was 2.3% for the year ended 31 March 2017. o Local Government Association of Tasmania advise that the Council Cost Index was 1.50% for 2017.

Freeze in the indexation of Financial Assistance Grants by the Federal Government.

Potential freeze, reduction or loss of Dividends from TasWater for the water and sewerage asset investment.

Local Government Reform process of the State Government with a particular focus on driving efficiencies and improving Council sustainability.

Reductions in the maintenance of state owned and controlled assets such as reserves and roads.

Growth in the number of properties within the district and the resultant demand for services.

Requirements to maintain and improve infrastructure assets to acceptable standards including roads, footpaths, lighting, street trees and plantings, open space and Council properties.

Maintaining essential services such as waste management and discretionary services such as community events, youth services, tourism and community development.

Commitments to continuing projects and partnership initiatives over more than one year, including Economic Development, Tourism, Stormwater Management.

New fees/charges imposed by other levels of government.

Ongoing action to address stormwater drainage hotspots as identified from previous years declared disaster events.

Specific action to address reduced service level of bridges (load limits).

Projects receiving external subsidies.

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Internal Influences In addition to the external influences there were a number of internal influences which had a significant impact on the setting of the operating budget. These include:

Increasing costs in key areas such as Waste Management and cleaning of Council facilities.

Impact of capital works decisions on ongoing operating costs.

Enterprise bargaining agreement for the period 2011/2012 – 2013/2014 and estimates for the new agreement.

Increasing regulatory standards (eg development compliance, risk management and occupational health and safety compliance).

Funded projects. Annual Plan Guidelines In response to these factors, and to minimise the burden on ratepayers, the annual plan has been prepared within the following guidelines:

Focus on key areas of improving sustainability; leadership; organisational innovation; managing the organisation; Municipal Management Plan implementation; and partnering in service delivery and projects.

The annual plan will result in the total revenue raised through general rates increasing by 3.0%.

Total operating expenses to be held within previous year’s levels wherever possible.

A commitment to pursue external funding to implement major projects where possible in partnership with other entities.

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MEASURING PERFORMANCE

Financial Measures The following financial indicators have been utilised to analyse the past performance and project the future impact of proposed budget allocations for the upcoming financial year. Financial results expressed within the context of performance measures delivers much more meaning if there are targets or goals of each indicator adopted by the Council. Indicator 1 – Operating Surplus (the difference between day to day income and expenses for the period)

An operating surplus (deficit) arises when operating revenue exceeds (or is less than) operating expenses for a period. A Council’s long term financial sustainability is dependent upon ensuring that, on average, its expenses are less than its revenues. If a Council is not generating an operating surplus in most periods then it is effectively living beyond its means and is unsustainable. It will be inevitable the Council will be faced with a financial shock at some stage and be forced to either substantially raise its rates or not replace its assets and thus provide the community with a lower standard of service.

Council’s Target – to make a surplus or $nil (ie break even)

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Indicator 2 – Underlying Surplus or Deficit Ratio (by what percentage does the major controllable income source vary from day to day expenses) The operating surplus ratio is the operating surplus (or deficit) expressed as a percentage of general and other rates net of rate rebates and revenues from the Fire Levy. A positive ratio indicates the percentage of rates available to fund capital expenditure. A negative ratio indicates the percentage increase required in rates to achieve a break even operating result. If in the event of a positive ratio and that amount is not being required for that particular year, it can be held over for future capital works or can be used to reduce existing debt.

Council’s Target – to achieve a ratio of 0%

2013/14 2014/15 2015/16 Actual to Date 2017/18 Budget

Underlying Surplus or Deficit

Recurrent income* less 12,274,000 13,424,963 13,506,297 12,209,762 13,316,917

Recurrent expenditure 12,196,230 12,627,570 13,761,795 10,483,865 13,158,082

Underlying Surplus/Deficit 77,770 797,393 (255,498) 1,725,897 158,835

*Recurrent income excludes income received specifically for new or upgraded assets, physical resources received free of charge or other income of a capital nature.

Underlying Surplus Ratio

Operating Surplus or Deficit 77,770 797,393 (255,498) 1,725,897 158,835

Recurrent Income* 12,274,000 13,424,963 13,506,297 12,209,762 13,316,917

Underlying Surplus Ratio 0.6% 5.9% (1.9%) 14.1% 1.2%

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Indicator 3 – Net Financial Liabilities (what is owed to others less money you already have or is owed to you)

Net financial liabilities are total liabilities less financial assets. Net financial liabilities is a broader and more appropriate measure of indebtedness than the level of borrowings as it includes all of Council’s financial assets and obligations including employee entitlements and creditors. Often too much focus is placed on the level of a Council’s borrowings without also considering the available financial assets (ie money in the bank). However, before considering an increase in its net debt a Council must recognize that interest associated with the debt will impact negatively on its operating result. A Council’s indebtedness should be managed to ensure its liabilities and associated costs can be met comfortably from operating revenues.

Council’s Target is 50% of total annual revenue


Liquid assets less 7,665,937 7,774,621 7,472,837 9,221,654 2,605,551

Total Liabilities 6,218,891 9,882,738 10,220,119 10,157,754 11,295,641

Net Financial Liabilities 1,447,046 (2,108,117) (2,747,282) (936,100) (8,690,090)

Indicator 4 – Net Financial Liabilities Ratio (how significant is the net amount owed compared with income)

This ratio indicates the extent to which net financial liabilities of a Council could be met by its operating revenue. Where the ratio is falling over time indicates that the Council’s capacity to meet its financial obligations from operating revenue is strengthening. However a Council with a healthy operating surplus may decide to allow its net liabilities ration to increase in order to provide additional services to its community through the acquisition of additional assets without detracting from its financial sustainability.

Council’s Target is 50%


Net Financial Liabilities 1,447,046 (2,108,117) (2,747,282) (936,100) (8,690,090)

Operating Revenue 12,274,000 13,424,963 12,208,371 12,209,762 13,316,917

Net Financial Liabilities Ratio 11.8% (15.7%) (23%) (8%) (65%)

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Indicator 5 – Asset Sustainability Ratio (are assets being replaced at the rate they are wearing out) This ratio indicates whether Council is renewing or replacing existing non-financial assets at the same rate the assets are wearing out. It is calculated by measuring capital expenditure on renewal or replacement of assets relative to the recorded rate of depreciation of assets for the same period. If capital expenditure on renewing or replacing existing assets is at least equal to depreciation on average over time then a Council is ensuring the value of its assets is maintained. If capital expenditure on existing assets is less than depreciation it is likely it is under spending on renewal and replacement of assets and will eventually be confronted with failed assets and a significant renewal and replacement costs that cannot be accommodated for within a short period.

Council’s Target – is 100%. That is Council spending an amount each year equivalent to the depreciation expenses on asset renewal.


Capex on Replacement/Renewal of Existing Assets 3,272,248 3,471,761 2,799,848 1,889,723 3,692,500

Annual Depreciation Expense 3,361,372 3,531,188 3,613,869 2,696,449 3,405,211

Asset Sustainability Ratio 97% 98% 77% 70% 108%

Indicator 6 – Asset Consumption Ratio (the average proportion of “as new condition” left in assets)

This ratio shows the written down current value of Council’s depreciable assets relative to their “as new” value in up to date prices.

This ratio highlights the aged condition of Council’s assets. If a Council is responsibly maintaining and renewing and replacing its assets then the ratio would be relatively high. However, it makes no sense financially to replace perfectly serviceable assets just because they are old. Providing a Council is operating sustainably it will be in a strong financial position to be able to fund the future renewal or replacement of assets when necessary.

Council’s Target – between 40% and 80%. That is Council’s assets have between 80% and 40% of their useful life left.


Depreciated Replacement Cost 114,675,588 123,081,631 127,670,268 129,436,068 137,332,754

Current Replacement Cost 175,160,467 183,582,228 184,094,872 184,094,872 190,501,690

Asset Consumption Ratio 65.47% 67.04% 69.35% 70.31% 72.09%

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FUNDING THE ANNUAL PLAN

Revenue Sources The 2017-2018 operating result is expected to be a surplus of $158,835. The operating result measures the difference between operating revenue and expenses for the period. The Council’s long-term financial sustainability is dependent on ensuring that, on average over time, its expenses are less than its revenue. The Council’s estimated revenue in 2017-2018 is $16,438,950 which includes $8,735,659 proposed to be raised from general rates and charges. Other sources of revenue for Council are:

User Pay Charges set by Council. These comprise charges for the Council’s fee-based facilities such as tips and transfer stations, block slashing, room hire, cemetery.

Statutory Charges set by the State Government. These are fees and charges set by regulation and collected by Council for regulatory functions such as assessment of development applications and dog registrations. Revenues generally offset the cost of the service.

Grants, Subsidies and Contributions. The Council normally seeks to attract as much grant funding as possible from other levels of government and major projects of wider State benefit are usually joint funded in partnership with the State Government and other relevant parties.

Commercial Activities. Income derived from commercial activities is income from activities carried out solely to generate revenue. Traditionally, it is not Council’s intention to carry out activities solely to generate revenue however, activities such as the operation of the Visitor Information Centre generates a proportion of revenue from commercial activities.

Investment Income. Investment income is revenue from financial investments, such as Term Deposits.

Reimbursements. Reimbursements are amounts received as payment for work done, or expenses incurred, by the Council acting on behalf of other government bodies, property owners, organisations or individuals.

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PUBLIC HEALTH GOALS AND OBJECTIVES

Protecting and enhancing the quality of life of the residents of the communities of Break O’Day are key roles of the Council. The provision of quality services promotes health and well-being, education and learning. The Development Services Department is responsible for ensuring Council meets its health and environmental obligations under the Public Health Act 1997, the Food Act 2003, the Environment Management and Pollution Control Act 1994 and the Local Government Act 1993. The Works & Infrastructure Department is responsible for ensuring that the waste management activities of the Council meet the needs of the Break O’Day community. The key Public Health objectives are:

Regulate Public Health Risk Activities.

Regulate a range of activities in accordance with the legislative requirements, including Food Businesses, Skin Penetration Businesses, Places of Assembly and Regulated Systems (e.g. cooling towers).

Provide Immunisation Services.

Deliver an approved program in secondary schools.

Provide Waste Management Services.

Provide an appropriate waste management system.

Assess On Site Waste Water Disposal systems.

Regulate the installation of on site waste water disposal systems (e.g. septic tanks).

Undertake nuisance abatement and incident investigation.

Investigate various public and environmental health incidents and nuisances.

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