annual review - glen innes severn
TRANSCRIPT
GLEN INNES SEVERN COUNCIL
Annual Review of the
2018/19 Operational Plan
Annual Review of the 2018/19 Operational Plan
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Community Services
OBJECTIVE: CREATE A GROWING COMMUNITY WITH OPTIMAL ACCESS TO COMMUNITY SERVICES AND
FACILITIES
CS 1:Grow the population to 10,000 residents over the next 10 years
CS 1.1 Engage and encourage young people to later return to the LGA to raise their
families, work in the area, work remotely from this area or establish their own business and
or industries in the area
CS 1.1.2 Develop a fund to potentially offer assistance with relocation costs for young professional or
specialist positions, where there is an identified gap, so as to encourage young people to relocate to the
LGA.
Action: CS 1.1.2.1 1. Identify suitable professionals and specialist positions
that Council wishes to attract to the Glen Innes Severn LGA.
2. Undertake a review of the existing Incentives for Attracting General
Practitioners to the Glen Innes Severn LGA Policy so as to establish criteria
and expand the Policy to include young professionals or specials.
3. Provide a budget allocation in the 2018-19 Operational Plan fore financial
incentives to attract for young professionals or specialists to the Glen
Innes Severn LGA.
Completed 100%
Annual Comment
The Incentive Policy was merged into the Business Incentive Fund and the $10,000 allocation was transferred.
CS 1.1.3 Provide an annual budget allocation to offer incentives for businesses to relocate to or establish
themselves in the LGA.
Action: CS 1.1.3.2 Provide an annual budget allocation to offer incentives
for business to relocate or establish themselves in the LGA.
Completed 100%
Annual Comment
The Business Incentive Fund now covers Professionals and General Practitioners.
CS 1.1.4 Send out an annual letter from the Mayor and General Manager to high school leavers,
encouraging them to move back to the Glen Innes Highland community later in their lives.
Action: CS 1.1.4.2 Send out a friendly letter annually to all school leavers;
inviting them to return to the Glen Innes Highlands community later in their
lives to establish businesses or industries, or to work and raise their
families in the LGA.
Completed 100%
Annual Comment
A letter was sent out to all school leavers in September 2018.
CS 1.2 Attract the population segment looking for a lifestyle change (branding for tree
changers).
CS 1.2.1 Assist the Glen Innes Art Gallery Committee so that they can have access to a larger
gallery/exhibition space in time.
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Action: CS 1.2.1.2 Assist the Glen Innes Art Gallery (GIAG) Committee by
attending Committee meetings and offering / providing advice when
needed.
Completed 100%
Annual Comment
The Manager of the Library and Learning Centre attended the Annual General Meeting. The new Committee members
were elected for 2019-20.
CS 1.2.2 Implement Council's adopted Open Spaces Hierarchy through the Open Spaces and Recreation
team.
Action: CS 1.2.2.2 Maintain Council's Open Spaces in accordance with the
standards as specified by the adopted Open Spaces Hierarchy.
Progressing 95%
Annual Comment
Areas are being maintained as per Open Spaces Hierarchy. Watering of gardens and tree plantings are ongoing with the
current drought conditions. Council has held off ordering and planting trees this season due to the dry conditions.
Automatic watering systems have been installed where possible adhering to any water restrictions that may be in place.
Mowing and weed spraying in Recreation areas is all up to date.
CS 1.2.3 Implement Council's four (4) year Street Tree Replacement Program through the Open Spaces and
Recreation team.
Action: CS 1.2.3.2 Implement Councils 2018- 19 Tree Replacement Program
as adopted by Councils Open Spaces Committee.
Progressing 30%
Annual Comment
Tree orders and plantings have been deferred due to the current drought conditions. Trees for this year have been
purchased and are being held in the nursery awaiting for better planting conditions.
CS 1.2.4 Provide an annual Public Art budget allocation in the Operational Plan to promote public art in the
LGA and encourage participation by local artists.
Action: CS 1.2.4.2 Provide an annual Public Art budget allocation in the
Operational Plan to promote public art in the LGA and encourage
participation by local artists.
Completed 100%
Annual Comment
An allocation of $50,000 has been made in the 2018-19 Operational Plan and unspent funds from 2017-18 have been
reserved for future projects.
Action: CS 1.2.4.3 Undertake one (1) of the five (5) public art projects
identified in 2017-18 Operational Plan.
Completed 100%
Annual Comment
Successful Expression of Interest (EOI) identified at Council meeting 20 December 2018 for the roundabout in Meade
and Church Street. A draft contract was provided to the artist following Roads and Maritime Services approving the
project. The Deepwater public art project was completed and the project in Meade and Church Streets roundabout
commenced.
CS 1.2.6 Investigate and develop walking and cycling tracks in and around Glen Innes.
Action: CS 1.2.6.2 Investigate and develop walking and cycling tracks in
and around Glen Innes.
Completed 100%
Annual Comment
A shared path has been constructed across the rail lands connecting Melling Park to Lambeth Street.
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CS 1.2.7 Engage the community by delivering on the actions within the Glen Innes Severn Library Centre
Marketing Plan.
Action: CS 1.2.7.2 Seek author events, travelling exhibitions and provide a
fun, stimulating and informative program at the Library.
Completed 100%
Annual Comment
The 2018-19 Annual Library Program achieved more collaboration with Council's Community Services and helped to
deliver the 'Drumbeat' program, visits from OOSH for organised school holiday activities, hosted the International
Women's Day event and a joint National Simultaneous Storytime event with three (3) baby Alpacas.
The Library Team organised a diverse and stimulating program with 'Yoga with Suzie', lego Tuesday's, tie dye and
knitting workshops for children and LIVE @ the Library for local youth, while adults and seniors could participate in
Mahjong Thursday's, book clubs, history groups and classic movie nights.
CS 1.3 Ensure there are adequate facilities for the ageing population.
CS 1.3.1 Advocate for new, expanded, or additional aged care facilities.
Action: CS 1.3.1.2 Collaborate with the Management of Glenwood Gardens
and Roseneath regarding the expansion of their facilities.
Completed 100%
Annual Comment
A letter of funding support has been provided to Glenwood Gardens. Both facilities now have plans for major
improvements and some expansion, and building work has now commenced at Glenwood Gardens and Roseneath.
CS 1.3.3 Facilitate a community engagement forum for people who are older, for them to identify any
service gaps or preferences.
Action: CS 1.3.3.2 Plan and facilitate a Life Choices - Support Services
consumer survey for people who are older, giving them the opportunity to
raise service gaps, express satisfaction and suggest
improvements/innovations.
Completed 100%
Annual Comment
There were 116 responses to the survey questions and were mostly positive. However, there were a few comments that
will be discussed with consumers/participants that identified themselves and a continuous improvement opportunity to
make sure that the consumers/participants are always aware of their options for service delivery and that staff do remind
them of their ability and right to enact those choices.
CS 1.3.4 Implement an appropriate Pedestrian Access Mobility Plan.
Action: CS 1.3.4.2 Apply for all available RMS contributions to implement
the actions set out in the Work Schedule of Council's adopted Pedestrian
Access and Mobility Plan (PAMP).
Completed 100%
Annual Comment
Pedestrian Access and Mobility Plan (PAMP) works have been included in the footpath and cycle-ways program for
2018-19.
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CS 2:Ensure that land use planning supports the vision and role of
each village and town.
CS 2.1 Review and update the existing Land Use Strategy and implement any changes
through the Local Environmental Plan.
CS 2.1.1 Review the Glen Innes Severn LEP 2012 so as to ensure that minimum lot sizes meet the needs of
the incoming population, including lifestyle changers, but do not impact on the productivity of agricultural
land.
Action: CS 2.1.1.1 Undertake a review of lot sizes in the Residential R1
Zone, the Rural RU1 zone and the Village R5 zones to determine the
suitability of the existing minimum lot sizes in each of these zone.
Progressing 95%
Annual Comment
Work is on-track and will continue to progress into the next financial year, when Council expects to receive Gateway
Determination from the Minister for Planning Proposal Four (4) prior to undertaking the Community Consultation phase
before obtaining Final Determination (sign-off) from the Minister.
CS 2.1.2 Review the existing B2 Local Centre Zone (Glen Innes CBD) to potentially allow for greater
flexibility to facilitate residential development behind the Grey Street frontage.
Action: CS 2.1.2.1 Undertake a review, in consultation with the Department
of Planning, of the permitted uses in the B2 Local Centre Zone with a view
of allowing greater residential use in the zone whilst retaining the business
facade of Grey Street.
Completed 100%
Annual Comment
B2 zone permitted use has been examined and determined there is enough flexibility within the existing definitions to
permit residential developments.
CS 3:Ensure community service levels meet the need of a diverse
community with a focus on inclusion of youth, children and families,
people who are older and people with a disability.
CS 3.1 Advocate for family violence support including a women’s refuge service.
CS 3.1.1 Advocate to the State Government for funding for a women's refuge to be established within the
LGA.
Action: CS 3.1.1.2 Lobby the local State MP for the allocation of the
necessary funding for a women's refuge to be established within the LGA.
Not Progressing 0%
Annual Comment
This item is yet to be actioned, as it is unclear whether a women's refuge within Glen Innes will actually benefit our
community as it is understood to be the practice to remove victims from their hometowns to other areas.
CS 3.1.2 Maintain support for local initiatives relating to domestic violence.
Action: CS 3.1.2.3 Maintain support for local initiatives relating to domestic
violence.
Completed 100%
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Annual Comment
Council continues to add Safe in Our Town (SiOT) information to the information packs for new residents. The Manager
of Community Services regularly attends meetings and promotes the initiative.
CS 3.2 Advocate for the retention and upgrading of existing health facilities and new health
services across the LGA.
CS 3.2.1 Advocate for mental health support within the LGA.
Action: CS 3.2.1.2 Lobby the local State MP for additional mental health
support services to be readily available within the Glen Innes Highlands
community.
Not Progressing 0%
Annual Comment
This item is yet to be actioned.
CS 3.2.2 Advocate for the Glen Innes Hospital to be maintained as an acute hospital with the retention of
current services.
Action: CS 3.2.2.2 Lobby the local State MP for the Glen Innes Hospital to
be maintained as an acute hospital with the retention of all current services
and the upgrade of health services across the LGA.
Completed 100%
Annual Comment
Discussions have been held with the Member for Northern Tablelands regarding Hospital services. Ongoing discussions
are being held with the Glen Innes Local Health Committee.
CS 3.2.3 Advocate for a new acute hospital for Glen Innes with the retention and enhancement of all
existing services.
Action: CS 3.2.3.2 Lobby the State MP for funding for a new acute hospital
for Glen Innes to be constructed - with the retention and enhancement of all
current services.
Completed 100%
Annual Comment
Lobbying undertaken with the State Government announcing a $20 million upgrade for the Glen Innes Hospital in its
2020/2021 State Budget.
CS 3.2.4 Advocate for the Vegetable Creek Multi-Purpose Services Centre at Emmaville to be maintained
with the retention of current services.
Action: CS 3.2.4.2 Advocate and get the assurance from the local State MP
that all current medical and associated services provided at the Vegetable
Creek Multi Purpose Service centre will be maintained into the future.
Completed 100%
Annual Comment
Discussions have been held with Hunter New England Health and local doctors regarding medical services to the
Vegetable Creek Multi Purpose Service. Although the current doctor shortage in Glen Innes has impacted on services
provided by the Multi Purpose Service, there are no plans to scale the services down.
CS 3.2.5 Advocate for a Financial Counsellor and associated services to be available in our LGA.
Action: CS 3.2.5.2 Advocate for and lobby the local State MP for a Financial
Counsellor to be available to the Glen Innes Highlands community through
the services provided at the Community Centre.
Not Progressing 0%
Annual Comment
This item is yet to be actioned.
CS 3.2.6 Advocate for an Intervention Counsellor and associated services to be available in our LGA.
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Action: CS 3.2.6.2 Advocate for and lobby the local State MP for an
Intervention Counsellor to be available in the LGA through the services
provided at the Community Centre.
Not Progressing 0%
Annual Comment
This item is yet to be actioned.
CS 3.3 Advocate for and continue to develop a network of youth facilities across the
community.
CS 3.3.1 Work with young people and Council's Youth Worker to develop a program and ideas to address
youth needs and issues in the LGA.
Action: CS 3.3.1.2 Collaborate with all youth network partners to explore
opportunities to collaboratively engage youth in new activities of their
choice, to enhance resilience, respect, team spirit, inclusion, social
interaction and friendships.
Completed 100%
Annual Comment
Youth Week activities in April were well received by young people. Ten young people were involved in the organisation of
youth week by suggesting ideas of activities to run via our Facebook page and by helping out with different activities on
the day. The Youth Week activities engaged many community member volunteers to help out at the events. These
people had plenty of opportunities to engage and communicate with the youth and offered some interesting insights at
the end of the day into what the youth want and how they feel about different issues.
A competition commenced to name the Youth Centre and several great entries were received and voted on by youth.
The new Youth Centre was set up in June ready for the grand opening by Justice Crew on 10 July.
CS 3.3.2 Lobby for and support the establishment of a PCYC in Glen Innes.
Action: CS 3.3.2.2 Advocate for and lobby the local State MP for the
establishment of a PCYC in Glen Innes.
Completed 100%
Annual Comment
The establishment of a PCYC in Glen Innes continues to be pursued.
Action: CS 3.3.2.3 Use the local Community Safety Precinct Committee
(CSPC) with the NSW Police New England Local Area Command to pursue
the establishment of a PCYC in Glen Innes.
Completed 100%
Annual Comment
The establishment of a PCYC in Glen Innes continues to be pursued.
CS 3.4 Develop Master Plan/s for all sporting grounds.
CS 3.4.3 Lodge grant funding applications for the upgrade of sporting fields within the LGA in accordance
with the newly developed Master Plan.
Action: CS 3.4.3.1 Lodge a Grant Application for funding under the NSW
Governments Stronger Communities Fund for the development of Wilson
park complex in accordance with the adopted Master Plan.
Completed 100%
Annual Comment
Round One (1) Stronger Country Communities Fund (SCCF) grant was for the Melling Park upgrade.
Round Two (2) SCCF saw eight (8) projects being approved including:
1. Glen Innes Tennis resurface two (2) courts - $56,530;
2. Dance Group - upgrade the community hall at 33 East Avenue - $54,500;
3. Glen Innes Bowling Club upgrade - $77,589;
4. Anglican Church mobility access to the hall - $108,995;
5. Upgrade sporting infrastructure at Kerry Mead Park - $471,770;
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6. Street beautification and upgrades on Grey Street, Glen Innes - $452,586;
7. Upgrade courts at Deepwater Tennis Club - $138,000;
8. Upgrade sporting infrastructure at Wilson Park $512,443.
Total Funding received $1,872,413 with projects one (1) to four (4) being community driven and the remaining were
Council driven and are in progress.
CS 3.5 Advocate for the extension and improvement of Children and Family Services,
including early intervention programs and coordination between Council, school run
services and parenting programs.
CS 3.5.1 Deliver Literacy Programs within the community through the Glen Innes Severn Library Learning
Centre.
Action: CS 3.5.1.2 Participate in national and state-wide reading programs. Completed 100%
Annual Comment
The promotion and support of the Children's Book Council of Australia, the Premier's Reading Challenge and the
National Simultaneous Storytime, each year, encourages reading skills and the love of reading in local children. This
year there was an emphasis on keeping the reading level resources and the children's resources updated and renewed.
CS 3.5.2 Hold a free annual Family Picnic Day which delivers a day of fun, education, food, information,
inclusion, equality and healthy activities through collaborative partnerships - to promote family
participation and social interactions to all community members.
Action: CS 3.5.2.2 Plan, coordinate and facilitate the Family Picnic Day
during 2018 through collaborative partnerships - to promote family
participation and social interactions to all community members.
Completed 100%
Annual Comment
A successful Family Picnic Day was held on 22 September 2018. Information stands from the Rural Fire Service, the
town brigade, scouts, Centacare and local schools were crowded with people.
The event was organised by Council's Children and Family Services, with fun for all ages, including face painting and a
jumping castle. There was entertainment by local musicians and food and drinks provided. Council staff paid tribute to
the many volunteers generosity of spirit and time allowed for the day to be a free fun day for the whole family with three
(3) and four (4) generations of some families in attendance.
CS 3.5.3 Advocate for and collaborate with other community organisations to encourage attendance at
parenting programs to improve skills and resilience, potentially offering a trial session at the Pool House.
Action: CS 3.5.3.2 Work with Glen Innes Family and Youth Support and the
Benevolent Society to gauge skills required and arrange and promote a
parenting program at the Pool House to be delivered by Centacare.
Completed 100%
Annual Comment
New programs were conducted in May with Centacare and NSW Health with very positive outcomes and the new
partnership with the Early Childhood Nurse will be ongoing.
CS 3.5.4 Participate and support the Northern Tableland Cooperative Library Services Agreement on an
ongoing basis.
Action: CS 3.5.4.2 Support Northern Tableland Cooperative Library
Services (NTCLS) network through their meetings, initiatives, resource
transfers and staff training.
Completed 100%
Annual Comment
As reported in the Library/Learning Centre's Annual Reports, the long association with the Northern Tablelands
Cooperative Library Service (NTCLS), which includes Armidale, Inverell, Guyra and Tenterfield Libraries, is an important
ongoing strategy. Small Libraries can improve networking, share resources, build skills and foster technology advances
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in these Cooperatives. Through this Cooperative the Glen Innes Severn Library members receive access to Bolinda
eBook and eAudio services which includes IndieFlix Online Movies, and Zinio Digital Magazines.
CS 3.5.6 Create and build a special Collection Development Policy to support Domestic Violence
information, resources and support materials.
Action: CS 3.5.6.1 Create a Domestic Violence Collection using funds and
resource suggestions received from the Safe In Our Town Committee.
Completed 100%
Annual Comment
The Domestic Violence Collection has been purchased with a generous donation of $1,000 from the Safe in Our Town
Committee and Glen Innes Family and Youth Services. This collection is currently being promoted to the community.
CS 3.6 Advocate for increased and improved medical services in Glen Innes.
CS 3.6.1 Lobby and support the attraction and retention of additional General Practitioners and associated
medical staff, especially midwives, to the LGA.
Action: CS 3.6.1.5 Advocate for and lobby the local State MP for the
attraction of more General Practitioners (GPs) and other medical staff to the
area.
Completed 100%
Annual Comment
Ongoing discussions are being held with the Member for Northern Tablelands regarding medical services, as well as
Hunter New England Health Service through the local Hospital Advisory Board. There is potential interest from a further
medical doctor who may want to establish a surgery in Glen Innes, Council's Significant Development Committee is busy
working with a developer in this regard.
Action: CS 3.6.1.6 Use the local Hospital Health Advisory Committee as an
avenue to advocate for and lobby for an increased number of General
Practitioners (GPs) to be recruited for the area.
Completed 100%
Annual Comment
One (1) new doctor has recently commenced in Glen Innes.
Action: CS 3.6.1.7 Revisit Council's existing policy on providing assistance
to General Practitioners (GP's) to relocate to the LGA with the view of
potentially increasing its annual financial contribution as an incentive for
GPs to consider this action.
Completed 100%
Annual Comment
The Business Incentives Fund Guidelines were reviewed and adopted in February 2019, to include provision for
providing assistance to attract professionals to the Local Government Area, including medical practitioners, and the
incentive amount was increased.
Action: CS 3.6.1.8 Advocate and lobby for the period of time that medical
doctor students have to spend in rural and regional areas to be increased
to a period of time that is adequate for those students to form relationships
and links with and the desire to return to those communities once they
have finished their studies.
Completed 100%
Annual Comment
Council passed a resolution to present a motion in this regard at the National Local Government Conference in Canberra
in June 2018, with the motion being carried.
CS 3.6.2 Advocate for General Practitioner and after hours doctor services to the hospital to be consistently
available for 24 hours per day.
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Action: CS 3.6.2.2 Advocate for and lobby the local State MP for all medical
services and General Practitioner (GP) availability at the Glen Innes
Hospital to be consistently available for 24 hours per day.
Completed 100%
Annual Comment
Ongoing discussions are being held with the Member for Northern Tablelands regarding medical services, as well as with
the Hunter New England Health Service through the local Hospital Advisory Board.
CS 3.6.3 Advocate for more "tele health" hook ups enabling more online medical services such that patients
can stay locally and receive specialist advice.
Action: CS 3.6.3.3 Advocate and lobby the Hunter New England Health
Service for increased "tele health" online specialist medical services to be
locally available to patients through the local Hospital Health Advisory
Committee.
Not Progressing 0%
Annual Comment
This item is to be discussed in the first instance, as it is unknown to what level the Hunter New England Health Service is
already pursuing this initiative.
Action: CS 3.6.3.4 Takes the availability of more "tele health" specialist
medical services for local patients up in writing with the Hunter New
England Health Service.
Not Progressing 0%
Annual Comment
This item is to be discussed in the first instance, as it is unknown to what level the Hunter New England Health Service is
already pursuing this initiative.
CS 3.6.4 Advocate for the old nurses home at the hospital to be demolished.
Action: CS 3.6.4.2 Advocate and lobby for the demolition of the old nurses
home through the local Hospital Health Advisory Committee.
Completed 100%
Annual Comment
The Chief Executive Officer of Hunter New England Health has given assurance that a quote will be obtained for the cost
of the demolition of the old nurses home and will be included as part of the $20 million redevelopment of the Hospital.
CS 3.7 Complete actions within the Disability Inclusion Action Plan 2017/21
CS 3.7.01 Promote a welcoming and inclusive community that strengthens positive attitudes and
behaviours towards people of all abilities.
Action: CS 3.7.1.3 Continue to support the Community Access Committee
and promote positive outcomes on Council’s website, social media, and in
person.
Completed 100%
Annual Comment
A survey in May resulted in a decision to hold an accessibility expo again this year. This is planned for the second
quarter of the 2019-20 financial year. The committee remains strong and committed to improved access for people of all
abilities and Council staff continue to provide significant support across all directorates.
Action: CS 3.7.1.4 Maintain Council’s mobility brochure to assist with
information about accessibility to venues in Glen Innes.
Completed 100%
Annual Comment
The mobility brochure remains current and is added to the new resident’s packs, as well as being available on the
website, and at various locations throughout the LGA. In addition, a secondary document outlining accessible places to
visit has now been made available to assist visitors to Glen Innes.
CS 3.7.02 Advocate for law enforcement staff to police community areas to ensure disability parking and
bus zones are being used appropriately.
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Action: CS 3.7.2.2 Have regular contact with law enforcement staff to police
community areas to ensure disability parking and bus zones are being used
appropriately.
Completed 100%
Annual Comment
Regular contact has been maintained with local police and no complaints of breaches of the accessible parking zones
have been received by the Committee.
CS 3.7.05 Provide left and right hand unisex toilets with access to people of all abilities.
Action: CS 3.7.5.2 Ensure that new ablution facilities that are erected within
the LGA make provision for left and right hand unisex toilets to cater for
people of all abilities.
Not Progressing 0%
Annual Comment
No new ablution facilities have been erected within the LGA.
CS 3.7.08 Advocate for a supportive community that creates opportunities for learning and employment for
people of all abilities.
Action: CS 3.7.8.2 Promote and advocate for the employment of people of
all abilities throughout the community.
Completed 100%
Annual Comment
An employment skills and tips session was conducted and Aimbig (a Disability Employment Services provider) took part
in this initiative.
CS 3.7.09 Explore and promote opportunities for an informed and engaged community, where people of all
abilities can keep abreast of electronic information, share their opinion and participate in community and
democratic processes.
Action: CS 3.7.9.2 Purchase an electronic system that will enable printed
information on Council’s website to be spoken aloud.
Completed 100%
Annual Comment
Council's website and the new Community Services website are both set up to assist in navigation by people that are
blind. Using their own familiar software a blind person can click on an article and it will be read aloud. This makes the
purchase of new software redundant.
CS 3.7.11 Facilitate and/or identify a diverse range of activities that are inclusive of people who are older
and people who have a disability.
Action: CS 3.7.11.2 Research and compile a list of diverse activities
available locally for people of all abilities.
Completed 100%
Annual Comment
A resource was developed late last year with a list of venues with suitable activities for people of all abilities and was
placed on Council's website this quarter. This has recently been reviewed and no updates were required.
CS 3.7.12 Support people who are older, people who have a disability and children and families receiving
services from Council to maintain independence and choice within budgetary limits, whilst achieving their
goals.
Action: CS 3.7.12.2 Audit budgets regularly and obtain feedback from
consumers about their experiences, goal achievements and the degree of
choice available to them.
Completed 100%
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Annual Comment
Budget audits are regularly conducted and the outcomes are very good. Formal feedback for consumers and
participants was sought in the last quarter of the 2018-19 financial year and was largely positive in relation to choice.
CS 3.8 Work with the community to address drug and alcohol issues.
CS 3.8.1 Play a more proactive role in the Community Drug Action Team (CDAT), including promotion to
increase membership, whilst continuing to add and review relevant information on Council's website and
have more local activities.
Action: CS 3.8.1.2 Two (2) or more community services staff regularly
attend CDAT meetings and request funding for local activities to increase
awareness and prevention of drug and alcohol use in Glen Innes.
Completed 100%
Annual Comment
The Community Drug Action Team (CDAT) Regional Forum was held in Glen Innes in May with very pleasing feedback
in particular on the value of including members of the Student Representative Council in the presentations and hearing
their perspective. This may well become a feature of future CDAT forums. Coasters have been designed and obtained
for the 'Drink Right' initiative planned for Glen Innes in collaboration with local hotels and clubs in the 2019-20 financial
year.
CS 4:Promote transport accessibility, between villages and towns,
particularly for vulnerable groups.
CS 4.1 Advocate for increased transport services within the LGA.
CS 4.1.1 Advocate for transport services with a focus on accessibility for village residents and linkage to
major towns.
Action: CS 4.1.1.1 Advocate for transport services with a focus on
accessibility for village residents and linkage to major towns.
Completed 100%
Annual Comment
Fifty surveys were sent out to residents of Glencoe and surrounds, seven (7) surveys were returned. One (1) survey
stated that they required assistance with transport, preferably on a Thursday for shopping, medical appointments and
social.
Fifty surveys were sent out to residents of Deepwater and surrounds, with no surveys being received back from this area.
Fifty surveys were sent out to residents of Red Range and surrounds. Five (5) surveys were returned with one (1) person
mentioning they required assistance, mainly on a Wednesday but it could be any day for such things as shopping,
medical appointments and reablement. This participant thought that more Community transport vehicles in the area
would meet their requirements. The other four (4) surveys received did not require assistance.
It is now apparent that the perceived need at the time of the community consultations 2016-17 was either overstated at
the time or is no longer evident.
CS 4.1.2 Investigate options for improved access to public transport services and infrastructure funding.
Action: CS 4.1.2.1 Investigate options for improved access to public
transport services and infrastructure funding.
Completed 100%
Annual Comment
Based on community consultation there is no current need for improved access to public transport services in the Local
Government Area (LGA) at this time.
CS 4.1.3 Provide information to the community on the transport services available.
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Action: CS 4.1.3.2 Review transport options between villages and towns
and ensure that this transport is accessible and promoted to vulnerable
groups.
Completed 100%
Annual Comment
As reported last year Emmaville has a weekly bus service into Glen Innes. There is no regular transport service available
for the other villages.
Live Better Community Transport can take people from Glencoe to Guyra or Armidale or back into Glen Innes at quite a
cheap rate and this has been communicated to all residents of Glencoe and surrounds. There was no need identified in
Deepwater, but they too were advised of Live Better's capacity.
Red Range residents had one (1) person who didn't identify as a vulnerable person and was under 65 years of age, that
would like transport on a Wednesday for various reasons. All Red Range residents were advised about Live Better. Life
Choices - Support Services contact numbers were supplied to all residents in the villages to make contact for assistance
or information.
CS 4.1.4 Assist with the dissemination of community information and services available through the Branch
Libraries.
Action: CS 4.1.4.2 Review the Action Plan of the Strategic Plan for Branch
Libraries 2016 -2021, and include an action to assist with dissemination
strategies of community information which includes transport options.
Completed 100%
Annual Comment
Senior's diaries, calendars and card directory booklets were distributed to villages and the Glen Innes community over
December and January 2019.
Council's draft documents for public comment are placed on display at the branch libraries along with Community
Services monthly programs. Council's Operational Plan and Budget are circulated to the village libraries for viewing and
comments.
CS 4.1.5 Pursue the possibility of creating an adequate and safe pedestrian path across the railway line to
link either side of Bourke Street.
Action: CS 4.1.5.2 Construct a shared path across the railway corridor
linking either sides of Bourke Street.
Completed 100%
Annual Comment
Construction of a shared path between Lambeth Street and Melling Park is complete.
CS 4.1.6 Advocate for continued Country Link bus and rail services to Sydney.
Action: CS 4.1.6.2 Advocate for and lobby the local State MP for continued
Country Link bus and rail services to Sydney.
Completed 100%
Annual Comment
The Country Link to Sydney is in existence and is working well. A bus provides transport from Glen Innes to Armidale
Station and a train is available from there to Brisbane. A return journey is also catered for.
CS 4.1.7 Provide a Country Link Booking Service for residents of the LGA through the Visitor Information
Centre.
Action: CS 4.1.7.2 Continue to provide a TrainLink Booking Service for
residents of the LGA through the Visitor Information Centre.
Completed 100%
Annual Comment
Trainlink will continue to operate in the next financial year
CS 4.1.8 Advocate for Greyhound bus service to reinstate their New England Highway route.
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Action: CS 4.1.8.2 Advocate for and lobby the local State MP for Greyhound
bus service to reinstate their New England Highway route.
Completed 100%
Annual Comment
A local bus provider has filled part of the gap allowing more local businesses to participate. The follow up with the
Greyhound Bus Service is yet to be actioned, although it is potentially not a good strategy for Council to pursue if it is
going to impact negatively on a local service provider.
CS 5:Celebrate and encourage community committees (volunteerism).
CS 5.1 Promote partnerships between the community and Council in achieving this
objective.
CS 5.1.1 Provide annual training workshops for volunteers on Council Community Committees and where
possible extend invitations to other Non-Council Community Committees.
Action: CS 5.1.1.2 Provide annual training workshops for volunteers on
Council Community Committees and where possible extend invitations to
other Non-Council Community Committees.
Completed 100%
Annual Comment
A combined training workshop was organised with GLENRAC to deliver sessions in partnership, as per previous years.
Two (2) sessions of "Committees with Confidence - Effective meeting management" were held on 13 June 2019.
CS 5.1.2 Provide a Grants Officer on a permanent part-time basis.
Action: CS 5.1.2.4 Provide a Permanent Part Time Grants Officer. Completed 100%
Annual Comment
Applications were called for a replacement Grants Officer and appointment of the position was made.
Action: CS 5.1.2.5 A monthly report is provided to Council so as to inform
Council of the progress of grants applied for and the success of such
applications.
Completed 100%
Annual Comment
Statistics regarding grant applications are provided to Council in the monthly business paper.
CS 5.1.3 Identify and communicate opportunities for grants by providing a regular grants newsletter to
Community Groups.
Action: CS 5.1.3.2 Identify and communicate opportunities for grant
opportunities by providing regular grant newsletters to community groups.
Completed 100%
Annual Comment
A November, December, March, April and May Bid blast has been sent out since filling the Grant Officer position in
October.
Various opportunities have been directed to relevant community organisations. Assistance in the form of
coaching/feedback has been provided to various community organisations to assist in their grant application process.
CS 6:Promote community spirit and foster pride.
CS 6.1 Promote community events, including family oriented entertainment, culture and
arts.
CS 6.1.1 Promote family oriented and youth activities through the Glen Innes Severn Library Centre
Marketing Plan action plan.
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Action: CS 6.1.1.2 Seek author events, travelling exhibitions, and provide a
fun, stimulating and informative program at the Library.
Completed 100%
Annual Comment
The Annual Library's Program 2018-2019 contained events, activities and commencement of new services for the Glen
Innes Severn community. The Library team has delivered a diverse program for all age groups this year, with a
particular emphasis on youth (LIVE @ the Library) and seniors (Technology Assistance).
CS 6.1.2 Support lobbying for assistance (grants) for local radio transmitter improvements for the LGA
including Glen Innes, Emmaville and Deepwater.
Action: CS 6.1.2.2 Support and lobby for assistance grants for local radio
transmitter improvements for the LGA.
Completed 100%
Annual Comment
Advice was provided to 2CBD regarding grant funding as appropriate, with this matter raised again as part of Council's
adoption of its 2019/20 Operational Plan.
CS 6.1.3 Provide a dedicated Christmas tree for Grey Street, Glen Innes and undertake a review of the
purchase of suitable, cost effective other Christmas decorations.
Action: CS 6.1.3.2 Provide a dedicated Christmas tree for Grey Street, Glen
Innes and undertake a review of the purchase of suitable, cost effective
other Christmas decorations.
Completed 100%
Annual Comment
The Christmas decoration allocation will continue into the next financial year.
CS 7:To have a safe community.
CS 7.1 Provide safe community spaces.
CS 7.1.4 Provide an effective regulatory service by way of suitably qualified and trained staff.
Action: CS 7.1.4.2 Provide an effective regulatory service by way of suitably
qualified and trained staff.
Completed 100%
Annual Comment
Council has successfully provided an effective regulatory service by way of suitably qualified and trained staff throughout
the 2018/19 financial year.
CS 7.1.5 Provide a Category Two (2) service in accordance with the NSW Food Authorities Food Regulation
Partnership.
Action: CS 7.1.5.3 Council continues to provide a Category Two (2) service
in accordance with the NSW Food Authorities Food Regulation Partnership.
Completed 100%
Annual Comment
Council successfully provided a category two (2) service in accordance with the NSW Food Authorities Food Regulation
Partnership through-out the 2018/19 financial year.
Action: CS 7.1.5.4 Continue to implement the Scores on Doors Program for
all relevant food premises in the Glen Innes Severn LGA.
Completed 100%
Annual Comment
With the successful completion of food shop inspections, Council was able to continue to implement the scores on doors
program for all relevant food premises in the Glen Innes Severn Local Government Area (LGA).
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CS 7.2 Lobby for adequate Police services.
CS 7.2.1 Lobby for an upgrade of the Glen Innes Police Station.
Action: CS 7.2.1.2 Lobby the local State MP and the New England Police
Commander for an upgrade of the Glen Innes Police Station.
Completed 100%
Annual Comment
The Mayor has written to the Member for the Northern Tablelands in December regarding the condition of the Glen Innes
Police Station and the need for renovation of the building.
CS 7.2.2 Lobby for a 24 hour manned Police Station in Glen Innes.
Action: CS 7.2.2.2 Lobby the local State MP and the New England Police
Commander for a 24 hour manned Police Station in Glen Innes.
Completed 100%
Annual Comment
The Station is still not a 24 hour operation. The matter was raised with the Local Member in correspondence dated 11
June 2019.
CS 7.2.3 Lobby for the subdivision and sale of the old Emmaville Police house.
Action: CS 7.2.3.2 Lobby the local State MP and the New England Police
Commander for the subdivision and sale of the old Emmaville Police house.
Completed 100%
Annual Comment
Discussions have been held regarding this matter. A formal request is yet to be actioned.
CS 7.2.4 Cooperate with and support the Police in their objectives and activities.
Action: CS 7.2.4.2 Reassure the New England Police Commander through
the Local Community Safety Precinct Committee (CSPC) of Council's
support and cooperation in achieving their objectives and activities.
Completed 100%
Annual Comment
Commencing June 2019, monthly meetings have been held with Inspector Hemsworth of Glen Innes Police. The
relationship with the Police is strong.
CS 8:To have a healthy community.
CS 8.1 Encourage the community to be more physically active.
CS 8.1.1 Encourage local gyms / fitness providers to promote better health / fitness initiatives.
Action: CS 8.1.1.2 Approach local gyms / fitness providers asking to
collaborate with Council in providing regular information about health and
fitness initiatives to the community,
Progressing 25%
Annual Comment
A health expo was planned for the latter half of the year. However, due to staff changes the project was unfortunately
delayed. A revised date has been set for 7 September.
CS 8.1.3 Upgrade Mellings Park to include new exercise and playground equipment.
Action: CS 8.1.3.1 Upgrade Melling Park to include new exercise and
playground equipment.
Completed 100%
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Annual Comment
Playground and exercise equipment, shelter, BBQ, lights and CCTV have all been installed. A Fence has been installed
around the playground and the footpath with landscaping now complete. Other works include the Melling Park sign,
which is in place with a garden around it and irrigation has been installed on timers in all the garden areas.
CS 8.1.4 Encourage, assist and work with community groups to increase awareness of childhood obesity.
Action: CS 8.1.4.2 Approach and collaborate with external groups to
increase the awareness of healthy food and fitness options for children.
Progressing 25%
Annual Comment
A health expo was planned for the latter half of the year. However, due to staff changes the project was unfortunately
delayed. A revised date has been set for 7 September.
CS 8.1.5 Promote regular messages regarding the value of team sports within the community.
Action: CS 8.1.5.2 Promote regular messages regarding the value of team
sports within the community.
Progressing 60%
Annual Comment
Only one (1) media release was done with plans for the next year to promote participation and fairness by all in sports.
CS 8.1.6 Support and provide Life Choices - Support Services' current healthy lifestyle programs.
Action: CS 8.1.6.2 Continue to offer the same level of healthy lifestyle
programs in 2018/19.
Completed 100%
Annual Comment
The contractor continues to provide the same level of healthy lifestyle programs with positive feedback. New locations
have been trialled for some programs with a resulting decrease in rental and hire costs.
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Economic Development
OBJECTIVE: FACILITATE A GROWING LOCAL ECONOMY BY CONTINUING TO SUPPORT AN ATTRACTIVE
BUSINESS CLIMATE.
ED 1:Facilitate market and business opportunities.
ED 1.2 Maintain the Significant Development Committee as an important gateway to listen
to and welcome new business proposals.
ED 1.2.1 Provide an internal development pathway to facilitate development.
Action: ED 1.2.1.2 Provide an internal development pathway to facilitate
development.
Completed 100%
Annual Comment
A Significant Development Committee was established and is available as required.
ED 1.3 Review tourism opportunities and promotion with a particular focus on
strengthening accessibility and providing incentives to draw visitors into the Glen Innes
Highlands.
ED 1.3.1 Provide a well resourced Tourism and Events section, acknowledging the Visitor Information
Centre as the vital hub for tourism.
Action: ED 1.3.1.6 Provide a well resourced Tourism and Events section,
acknowledging the Visitor Information Centre as the vital hub for tourism.
Completed 100%
Annual Comment
The Grants officer will continue into the next financial year and is now also facilitating the acquittals.
Action: ED 1.3.1.7 Maintain a clean and pleasant atmosphere at the Visitor
Information Centre by ensuring that the washrooms, toilets, building and
garden are maintained to a high standard.
Completed 100%
Annual Comment
The request to address maintenance issues at the Visitor Center has not yet been addresses. There is a need to refresh
the building and surrounds as it is looking tired, worn and dirty.
Action: ED 1.3.1.8 Increase VIC merchandise sales by 15% annually to
$150,000 by 2021 (using the 2016/17 of $90,000 as a base) ensuring that
local product producers, suppliers and artisans are included in the
merchandise.
Completed 100%
Annual Comment
A total of 103% of the projected income budget for merchandise was achieved for the year 2018-19.
Action: ED 1.3.1.9 Continue to utilise volunteers to assist with staffing of
the Visitor Information Centre.
Completed 100%
Annual Comment
The Visitor Information Center will continue to utilise volunteers into the next financial year.
Action: ED 1.3.1.10 Engage in a highly effective working relationship with
both GISTA and BIG, the business and community stakeholders.
Completed 100%
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Annual Comment
Glen Innes Highlands Visitor Association (GIHVA) have financially contributed to some Council event initiatives
throughout the year. The Destination Glen Innes Brand is now defunct and GIHVA are renewing their focus on member
benefits and helping local businesses leverage the visitor economy.
ED 1.3.2 Provide an annual budget allocation to promote the visitor economy to the LGA.
Action: ED 1.3.2.3 Provide an annual budget allocation of $75,000 in the
2018-19 Operational Plan to promote the visitor economy to the LGA.
Completed 100%
Annual Comment
A lot of re-branding and promotion of Glen Innes Highlands has occurred throughout the year. The new creative
campaign will be launched in the new year alongside the new website.
Action: ED 1.3.2.4 Define and develop product, themes, campaigns and
packages that will drive the visitor economy under the new Glen Innes
Highlands brand.
Completed 100%
Annual Comment
Glen Innes Highlands will continue to participate and contribute to funding and campaign delivery of the New England
High Country regional destination brand.
ED 1.3.5 Optimise the number of travellers on the New England Highway turning into the Glen Innes CBD by
pursuing the establishment of a roundabout at the intersection of Church and Bourke Streets.
Action: ED 1.3.5.2 Apply to NSW RMS for a works authorisation deed for
safety upgrades at Bourke and Church Streets.
Progressing 50%
Annual Comment
This project has been flagged for reconsideration by the Access Committee with regard to installing traffic lights to assist
with inclusive pedestrian access. A formal road safety audit has been arranged to inform the process into 2019/20.
ED 1.3.6 Undertake an investigation to consider the options for locating electric car charging stations on the
New England Highway.
Action: ED 1.3.6.1 Undertake an investigation for suitable options for
locating electric car charging stations on the New England Highway.
Completed 100%
Annual Comment
A two (2) bay electric car charging station was established at the Visitor Information Centre. An additional site has been
identified in the Town Hall Car Park for the installation of a NRMA electric vehicle fast charger.
ED 1.3.7 Monitor the New England and Gwydir Highway traffic numbers to provide perspective regarding
the potential business flow.
Action: ED 1.3.7.2 Arrange collection of traffic counts on the Gwydir
Highway and New England Highway at fixed locations, to supplement
periodic vehicle counts published on the RMS online Traffic Volume
Viewer.
Completed 100%
Annual Comment
Counter tubes have been installed between January and March 2019 following discussion at the Local Traffic
Committee.
ED 1.4 Advocate for the decentralisation of State Government agencies including the Roads
and Maritime Services and Department of Primary Industries.
ED 1.4.1 Advocate to the State and Federal Members of Parliament for further decentralisation of
Government departments.
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Action: ED 1.4.1.2 Advocate and lobby the local State and Federal Members
of Parliament for the decentralisation of Government departments to the
LGA.
Progressing 0%
Annual Comment
This item is yet to be actioned.
ED 1.5 Actively support the establishment of a Flight School at the Glen Innes Airport.
ED 1.5.1 Actively support the establishment of a Flight School at the Glen Innes Airport.
Action: ED 1.5.1.2 Actively support the establishment of a Flight School at
the Glen Innes Airport by working in close collaboration with an external
organisation.
Completed 100%
Annual Comment
Discussions with the developer of the proposed flight school are ongoing.
ED 2:Develop a strong brand for Glen Innes Severn Highlands.
ED 2.1 Support and promote the new Glen Innes Highlands destination branding.
ED 2.1.3 Prepare a Centennial Parklands Master Plan to facilitate the future orderly development of the
Standing Stones site.
Action: ED 2.1.3.2 Prepare a Centennial Parklands Master Plan to facilitate
the future orderly development of the Standing Stones site.
Completed 100%
Annual Comment
This project is carried over to the new financial year for Council adoption and community consultation.
ED 3:Facilitate growth and support business development.
ED 3.1 Be responsive and proactive to business interest/receptive to innovation and
relocation.
ED 3.1.1 Support "Business in Glen" and the "Glen Innes Severn Tourist Association" to ensure a consistent
approach to encouraging development within the LGA, and to provide for a regular discussion opportunity
with Council staff.
Action: ED 3.1.1.3 Provide an annual financial allocation to support BIG and
GISTA to encourage development within the LGA.
Completed 100%
Annual Comment
Allocations made in the 2018-19 Operational Plan for financial assistance for both Business in Glen (BIG) and Glen
Innes Highlands Visitor Association (GIHVA) with payments made. Assistance to BIG for a Buy Local Campaign is
pending advice from BIG on how the program is to be developed. BIG provided an outline of their proposed Buy Local
Campaign.
Action: ED 3.1.1.4 Facilitate and attend meetings with BIG and GISTA
executive to ensure a consistent approach to encouraging development in
the LGA.
Completed 100%
Annual Comment
The Manager of Economic Development will continue to support the Buy-Local sub-committee.
ED 3.1.2 Provide incentives to encourage new business to the LGA and assist existing business to expand.
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Action: ED 3.1.2.2 Provide incentives to encourage new business to the
LGA and assist existing business to expand.
Completed 100%
Annual Comment
The Business Incentive Fund allocation will continue into the new year and the panel will continue to review applications
as they are submitted.
ED 3.1.4 Hold "Development Assessment Unit" meetings with developers to provide them with an
opportunity to discuss their developments with key Council staff before the actual Development
Applications are lodged.
Action: ED 3.1.4.3 Provide the opportunity for a weekly Development
Assessment Unit meeting to provide developers with the opportunity to
discuss proposed developments prior to the lodgement of a Development
Application.
Completed 100%
Annual Comment
Council has successfully provided opportunities for customers to attend weekly Development Assessment Unit (DAU)
meetings throughout the 2018/19 financial year.
Action: ED 3.1.4.4 Promote Council's Development Assessment Unit as an
opportunity for applicants to discuss proposed developments prior to the
lodgement of a Development Application.
Completed 100%
Annual Comment
Council has successfully promoted the Development Assessment Unit Meetings to the public throughout 2018/19. It is
intended to continue using the flyer and social media channels to promote the meetings in future years.
ED 3.1.5 Provide a Planning and Accreditation Service.
Action: ED 3.1.5.2 Maintain a minimum service level of 2.5 FTE Accredited
Building Surveyors and 1 FTE Town Planner within the organisational
structure.
Completed 100%
Annual Comment
Council has exceeded the minimum service level throughout 2018/19, possessing three (3) Full Time Equivalent (FTE)
Accredited Building Surveyors and one (1) FTE Town Planner.
ED 3.1.6 Advocate for a passenger air service, including charter flights, to bigger centres from the Glen
Innes airport.
Action: ED 3.1.6.2 Advocate for a passenger air service, also including the
possibility of charter flights, to bigger centres from the Glen Innes Airport.
Completed 100%
Annual Comment
There might be the possibility of a charter flight service being available if a Flight School is established at the Glen Innes
Airport. With the original proponents not pursuing this project, it is a highly unlikely probability. A full functioning
passenger air service, with an upgraded Armidale Regional Airport available within a reasonable short distance via an
excellent road, should in all probability be viewed as not being a rational expectation.
ED 4:Recognise and support the agricultural sector as the most
significant local industry within the LGA.
ED 4.1 Have a particular focus on the maintenance and renewal of Council's rural local
roads network.
ED 4.1.1 Develop and maintain advanced Asset Management Plans for the local road network.
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Action: ED 4.1.1.2 Develop and maintain advanced Asset Management
Plans for public transport infrastructure, integrated with Council's Long
Term Financial Plan.
Completed 100%
Annual Comment
A large amount of work has gone into reviewing and updating asset registers of all asset classes, including roads and
bridges. This, combined with yearly road roughness data collected on sealed roads and unsealed roads maintenance
records, allows for efficient and effective planning for management of these assets. For example, current work
scheduling and forecasts for future financial years.
A road infrastructure backlog plan has been developed to coincide with the general asset management plan.
New software systems have also been set up to allow for more accurate and in depth reporting.
ED 4.1.2 Maintain a routine inspections program for the road network.
Action: ED 4.1.2.2 Coordinate periodic inspections of Council's road
network to identify defects and prioritise repairs using a risk management
approach, and for the purpose of monitoring changes in the condition of
network assets.
Completed 100%
Annual Comment
A relationship with a new contractor, Australian Road Research Board (ARRB), was developed in the previous financial
year as the previous supplier was not providing a satisfactory service. Collaboration with the University of New England
has also commenced with a view to developing a model system of sealed road deterioration analysis and reporting.
ARRB have conducted the annual analysis during June 2019 to provide updated sealed road surface data.
ED 4.1.3 Manage the maintenance and renewal of the rural sealed road network according to adopted
service levels.
Action: ED 4.1.3.3 Organise and implement the re-sealing and heavy patch
program for Council's sealed road assets.
Completed 100%
Annual Comment
Major funding was redirected into resheeting Pinkett Road, with the purchase of an Asphalt Zipper which will enable
large scale works to be completed in 2019-20.
Action: ED 4.1.3.4 Organise and implement a rehabilitation program for
Council's road infrastructure to maintain and improve the road user's
experience.
Completed 100%
Annual Comment
Unsealed road gravel resheeting is complete on Yarraford Road, Strathbogie Road and Glen Elgin Road. Sealed road
rehabilitation projects on Glen Legh Road and Rodgers Road are complete. Ranger's Valley Road and Gulf Road works
are complete and Wellington Vale is underway. Old Grafton Road and Glen Legh Road re-sheeting has been completed
in quarter four (4) of the 2018-19 financial year. Some additional projects were added during the year through drought
related grant funding and have also been completed, while the commencement of Pinkett Road gravel re-sheeting has
been delayed to 2019-20 financial year due to contractor unavailability.
ED 4.1.4 Manage the maintenance and renewal of the rural unsealed road network according to adopted
service levels.
Action: ED 4.1.4.2 Maintain a network of roads that provide optimum access
for livestock freight movements
Completed 100%
Annual Comment
Gravel re-sheeting on Strathbogie Road, Glen Elgin Road, Yarraford Road, Glen Legh Road, Shannon Vale Road and
Old Grafton Road has been undertaken. National Heavy Vehicle Regulator (NHVR) approvals have been issued as
applications were received through the NHVR portal. Grant funding applications have been successful for Shannon Vale
Road and Ten Mile Road bridges improving heavy vehicle access for local roads, while bridge upgrades have been
completed on Brown's Road, Six Mile Road and Tablelands Road.
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ED 4.1.5 Manage the maintenance and renewal of the rural road drainage network according to adopted
service levels.
Action: ED 4.1.5.3 Maintain rural drainage network using two dedicated
teams each comprising two staff, a backhoe and tip truck.
Completed 100%
Annual Comment
The two (2) team format has been improved to utilise two (2) backhoes and a single truck with three (3) men, currently
this seems to be working well. The purchase of a larger jetting truck and CCTV camera has also assisted with drainage
structures under roads.
ED 4.3 Based on the outcome of ED 4.2 above, develop a capital works masterplan for the
Saleyards.
ED 4.3.1 Consider the cost and benefit of sealing the current carpark at the Saleyards to determine if it is
viable to undertake.
Action: ED 4.3.1.2 Consider the cost and benefit of sealing the current
carpark at the Saleyards to determine if it is viable to undertake.
Completed 100%
Annual Comment
Partial sealing was included in a grant application that is pending approval. A portion of the car park is to be sealed and
will be completed subject to grant spending in 2019-20 financial year.
ED 4.3.3 Investigate the cost of fencing and restricting access to the Saleyards to address potential lost
revenue from the trans-shipment of stock.
Action: ED 4.3.3.1 Investigate the cost of fencing and restricting access to
the Saleyards to address potential lost revenue from the trans-shipment of
stock.
Not Due To Start 0%
Annual Comment
This action is subject to receiving a Growing Local Economies Grant application.
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Infrastructure Management
OBJECTIVE: AS A PRIORITY, PROVIDE ADEQUATE INFRASTRUCTURE AND FACILITIES FOR THE EXISTING AND
FUTURE POPULATION.
IM 1:Ensure there are optimal services.
IM 1.1 Continue to engage with the community through established Community Committees
to ensure their needs are understood.
IM 1.1.1 Support the existing Roads Committee and Access Committee.
Action: IM 1.1.1.2 Facilitate the function of the Roads Consultative
Committee.
Completed 100%
Annual Comment
The Roads Consultative Committee is held according to the adopted meeting schedule with appropriate information
supplied via staff reports and previous minutes of meetings.
IM 1.1.2 Support the existing Open Spaces Committee, Glen Innes and District Sports Council, Cemetery
Committee, Australian Standing Stones Management Board, Emmaville and Deepwater Village
Beautification Committees, and Emmaville Mining Museum committees.
Action: IM 1.1.2.3 Attend the monthly Australian Stones Management Board
meetings.
Completed 100%
Annual Comment
The Australian Standing Stones Management Board monthly meetings are attended by the General Manager and/or the
Director of Development, Planning and Regulatory Services.
Action: IM 1.1.2.4 Council's delegate attends the Open Spaces, Glen Innes
and District Sports Council, Cemetery Committee, Emmaville & Deepwater
Beautification Committee Meetings.
Completed 100%
Annual Comment
Support and attendance at meetings have been carried out as required. All treasurer support duties are being done for
the Glen Innes and District Sports Council.
IM 1.2 Ensure there is timely response and clear communication regarding infrastructure
customer service requests.
IM 1.2.1 Maintain an up to date register of customer requests.
Action: IM 1.2.1.2 Maintain customer requests for infrastructure issues in a
managed register and respond in a timely manner.
Completed 100%
Annual Comment
Customer requests are maintained in a database, with response rates reported monthly to the Council meeting. Greater
than 90% of requests are being completed within target time frames.
IM 1.3 Maintain appropriate levels of service across the LGA.
IM 1.3.01 Implement Capital Roads infrastructure works according to adopted service levels.
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Action: IM 1.3.1.2 Implement and complete the Capital Works Program for
the 2018/19 financial year.
Progressing 90%
Annual Comment
Work has been undertaken on the majority of infrastructure capital projects as adopted by Council, acknowledging some
changes made by resolution of Council though the year that has extended the program beyond the capacity of staff to
deliver before the end of financial year. These changes included the addition of seven (7) projects funded by the State
Government.
Major sealed road construction projects are complete. Major gravel re-sheeting projects on Glen Elgin Road, Strathbogie
Road, Glen Legh Road and Yarraford Road have also been completed, while the remaining gravel re-sheet projects are
underway.
A new shared path has been constructed linking the Western side of Glen Innes to the CBD over the Great Northern Rail
line, replacing a dangerous informal pedestrian walkway.
Stage four (4) of the CBD upgrade has also been undertaken.
Due to the extent of the capital works program a number of the additional projects remain underway at the end of year
and will be carried forward.
IM 1.3.02 Implement Capital Bridge infrastructure works according to adopted service levels.
Action: IM 1.3.2.2 Implement and complete all planned Capital Bridge
Infrastructure works for the 2018/19 financial year.
Progressing 75%
Annual Comment
Work is complete on Sheep Station Bridge on Tablelands Road. Ten Mile Road Bridge is ready for tender, Six Mile
Bridge and Browns Road Bridge were both bought forward into this year and have been fully rehabilitated. Polhill Road
Bridge is under construction off site utilising the NSW RMS Country Bridge Solutions approach. This project has suffered
delays due to external factors and is now back on track.
IM 1.3.03 Implement maintenance infrastructure works according to adopted service levels.
Action: IM 1.3.3.2 Review the performance of maintenance works against
the adopted levels of service and identify areas for improvement. Monitor
and track progress of maintenance works.
Completed 100%
Annual Comment
Maintenance works are currently being reviewed through the use of the maintenance request register, and Council is
meeting the level of service adopted being 90% of issues dealt with in the adopted priority time frame.
IM 1.3.04 Manage water functions according to adopted service levels.
Action: IM 1.3.4.2 Manage water functions according to adopted service
levels.
Completed 100%
Annual Comment
The water business unit is functioning to a high standard, maintaining 100% compliance with Australian Drinking Water
Guidelines.
IM 1.3.05 Manage wastewater functions according to adopted service levels.
Action: IM 1.3.5.2 Operate the Glen Innes Sewer system in accordance with
EPA licence conditions.
Completed 100%
Annual Comment
The wastewater system is functioning appropriately with 100% compliance with Environment Protection Authority (EPA)
licence conditions.
IM 1.3.06 Provide adequate plant and fleet levels for excellence in service delivery.
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Action: IM 1.3.6.2 Manage the acquisition, maintenance and disposal of
plant and fleet assets in accordance with Council policies and procedures,
and adopted capital and operational budgets.
Completed 100%
Annual Comment
The heavy plant replacement schedule has been completed, and significant preparations have been made in readiness
for the 2019/20 procurement program of light fleet.
IM 1.3.07 Maintain an engineering oversight and customer service delivery function.
Action: IM 1.3.7.2 Maintain a full complement of staff in the Department of
Infrastructure Services' adopted structure.
Completed 100%
Annual Comment
The infrastructure department remains well staffed with regular recruitment of quality staff being demonstrated.
IM 1.3.08 Oversee Emergency Services within the LGA.
Action: IM 1.3.8.4 Coordinate and provide administrative support for three
(3) Local Emergency Management Committee meetings each year.
Completed 100%
Annual Comment
Three (3) Local Emergency Management Committee (LEMC) meetings have been held, and Council's Technical
Services Officer has taken on the role of Local Emergency Management Officer, chairing the meetings. The meetings are
also attended by the Personal Assistant to the Director of Infrastructure Services to take the minutes and organise the
meeting.
Action: IM 1.3.8.5 Provide support for the NSW Rural Fire Service (RFS) and
State Emergency Service (SES) in accordance with legislative requirements
and service level agreements.
Completed 100%
Annual Comment
Support is given as and when required, in accordance with Service Level Agreement (SLA). Rural Fire Service (RFS)
buildings are now fully operational in the new Fire Control Centre.
IM 1.3.09 Advocate for the maintenance of the lookout at the Emmaville village to improve access, visibility
and basic facilities.
Action: IM 1.3.9.2 Advocate for and lobby the local State MP for the
maintenance of the lookout above Emmaville to improve access, visibility
and basic facilities.
Completed 100%
Annual Comment
Some work has occurred at this site, and is in the process of being pursued.
IM 1.3.11 Deliver on the action plan of the Strategic Marketing Plan for branch libraries at Deepwater,
Emmaville and Glencoe.
Action: IM 1.3.11.2 Survey the community for feedback on current and
future service needs and satisfaction levels.
Completed 100%
Annual Comment
The Library team monitors community feedback through a wide spectrum of avenues such as surveys, social media,
conversations (phone/face to face), monthly statistics, meetings (Friends of the Library and Library Committee), Public
Library networks and during our events. This strategy enables the Library to keep abreast of community changes and
needs, industry trends and technology advances.
IM 1.3.12 Maintain and/or further develop advanced Asset Management Plans across all asset classes.
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Action: IM 1.3.12.2 Develop and maintain advanced Asset Management
Plans across all asset classes, integrated with Council's Long Term
Financial Plan.
Progressing 75%
Annual Comment
A large amount of work has gone into reviewing and updating asset registers of all asset classes. Re-valuations have
taken place for land and building assets, water and sewer assets, and office furniture.
Updated financials have been migrated into the new asset software and will be utilised to manage and review asset
management plans early in the new financial year.
IM 1.4 Advocate for reliable telecommunications infrastructure across the LGA.
IM 1.4.1 Submit mobile black spot funding applications when the opportunity arises.
Action: IM 1.4.1.2 Review mobile telephone coverage and competition
within the local government area, develop proposals, and submit
applications for telecommunications infrastructure funding under the
Australian Government's Mobile Black Spots Program.
Completed 100%
Annual Comment
No submissions for mobile blackspot funding have been lodged.
IM 1.4.2 Advocate for increased NBN Fixed Wireless coverage in the LGA.
Action: IM 1.4.2.2 Advocates and lobby the local Federal MP for increased
NBN fixed wireless coverage in the LGA.
Completed 100%
Annual Comment
The NBN roll-out in the Local Government Area is underway, and the planning and some work is at an advanced stage
for the project to be completed in the second half of 2019. All residences have to meet a required internet speed and the
design facilitates this requirement; whether fibre to the node, fibre to the kerb, fixed wireless or satellite.
IM 2:Continue to systematically reduce the infrastructure backlog.
IM 2.1 Pursue and deliver the Fit for the Future Action Plan.
IM 2.1.1 Identify further efficiencies and savings so that Council can continue to be sustainable and where
possible divert funds to reduce the infrastructure backlog.
Action: IM 2.1.1.3 Investigate if Rates and Water invoices can be distributed
via Council's distribution partner in the same envelope for greater
efficiency and savings in postage costs.
Completed 100%
Annual Comment
This has been implemented through e-Notices, with water and rates notices going out together on the second and third
instalments. It was not possible to combine notices for the other instalments due to timing of reads.
Action: IM 2.1.1.4 Investigate whether it would be possible to distribute
Rates and Water invoices electronically to customers who would be willing
to participate in the scheme.
Completed 100%
Annual Comment
This was implemented in October for the second instalment.
IM 2.1.2 Identify and investigate opportunities for Council to supplement its Own Source Revenue.
Action: IM 2.1.2.2 Identify and investigate opportunities for Council to
extend its Own Source Revenue when preparing the 2019/20 Annual Fees
Completed 100%
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and Charges as part of the Annual Operational Plan and Budgeting
process.
Annual Comment
Various options were assessed during the compilation of the 2019/20 Fees and Charges for the Operational Plan and
Budget. Small opportunities were identified and implemented.
IM 2.1.3 Target annual asset renewal expenditure to ensure the infrastructure backlog is addressed within
the next 10 to 15 years.
Action: IM 2.1.3.3 Target annual asset renewal expenditure to ensure the
infrastructure backlog is addressed within the next 10 to 15 years.
Completed 100%
Annual Comment
This will be an ongoing process in conjunction with the Director of Infrastructure Services.
This has been factored into the 2019/20 Operational Plan and the Long Term Financial Plan, so that at the end of 10
years the Infrastructure backlog is just over two percent (2%).
Action: IM 2.1.3.4 Ensure Operating Surpluses are sufficient to address
infrastructure backlog requirements.
Completed 100%
Annual Comment
This action is on-going and will be incorporated into the Budget Plan.
This will be implemented in the 2019/20 Operational Plan.
IM 2.2 Set and communicate the delivery of annual infrastructure backlog targets.
IM 2.2.1 Develop and implement an Infrastructure Backlog Management Plan.
Action: IM 2.2.1.2 Develop and implement an 'Infrastructure Backlog
Management Plan'.
Completed 100%
Annual Comment
The infrastructure Backlog Management Plan has been adopted.
IM 2.2.2 Continue to achieve annual operating surpluses sufficient to meet the reduction in infrastructure
backlog targets.
Action: IM 2.2.2.2 Continue to achieve annual operating surpluses sufficient
to meet the reduction in infrastructure backlog targets, as determined by
the Infrastructure Backlog Management Plan.
Completed 100%
Annual Comment
The 2019/20 Operational Plan and Budget shows an operating surplus of $4,988,837, which is due to the extraordinarily
large amount of grant funding income to be received, which will then be spent on capital projects that are accounted for
in the balance sheet. Therefore, the figure looks better than it really is, as the capital budget incorporates a number of
projects to the amount of $3,779,144 that will be funded from these grants, leaving only a surplus of $1,209,693.
IM 3:Ensure proper management of infrastructure and assets.
IM 3.1 Optimise the management of assets, with a focus on Council’s road network and
drainage.
IM 3.1.1 Investigate the potential co-location of the Church Street and Town Hall offices to permit the
disposal of one (1) of these sites and the improved and efficient management of the remaining site (being
able to eliminate duplicated services, achieve efficiencies and save costs).
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Action: IM 3.1.1.3 Investigate the potential co-location of the Church Street
and Town Hall offices to permit the disposal of one (1) of these sites and
the improved and efficient management of the remaining site (being able to
eliminate duplicated services, achieve efficiencies and save costs).
Completed 100%
Annual Comment
This action was completed in February 2018 and endorsed by Council.
IM 3.1.2 Provide a supply of affordable and optimal gravel for the sheeting of unsealed roads.
Action: IM 3.1.2.2 Maintain adequate supplies of unsealed road gravel at
various locations around the local government area to facilitate gravel road
re-sheeting.
Completed 100%
Annual Comment
Gravel processing has been conducted as follows:
McCoskers Pit crushing campaign number two (2) 30,000 tonne delivered to the following: Strathbogie Road (16,015
tonne), Gordon's Road (1,765 tonne) and stockpile at Glen Innes Aggregates (1,207 tonne) which leaves 11,013 tonne in
the pit.
Hartmanns Pit crushing campaign number one (1) 30,000 tonne delivered to the following: Glen Elgin Road (23,796
tonne), Yarraford Road (2,820 tonne) and Shannon Vale stockpile (1,071 tonne) which leaves 2,313 tonne in the pit.
Lockwod's Pit campaign number one (1) 9,100 tonnes delivered to Yarrowford Road, Glen Elgin Road and Shannon Vale
Road. Campaign number two (2) 11,500 tonnes of with 6,500 tonnes delivered to Wellington Vale Road and 5,000
tonnes remaining in the pit.
Crosby’s pit South of Glen Innes has seen 4,500 tonnes delivered to Glen Legh project, while a new quarry at Yarraford
has been opened with 30,000 tonnes produced for local re-sheet projects.
IM 3.1.3 Return an annual profit from Glen Innes Aggregates to provide additional funding for the ongoing
management of the local road network.
Action: IM 3.1.3.2 Return a profit of at least $500,000 from the Glen Innes
Aggregates business unit to provide funding for ongoing management of
the road network.
Completed 100%
Annual Comment
The business unit is on track to deliver this result again in 2018/19.
IM 3.2 Develop and implement best operational practices, including the empowerment of
staff to take ownership of outcomes.
IM 3.2.1 Develop and maintain a culture of community stewardship among field staff.
Action: IM 3.2.1.2 Maintain regular meetings with team leaders to discuss
working standards and expectations.
Completed 100%
Annual Comment
Monthly Team Leader meetings have been held, discussing best practices and any policy updates that may arise as well
as upcoming works and any problems the teams may be facing.
IM 3.2.2 Implement best practice techniques for road management.
Action: IM 3.2.2.3 Unsealed roads that are not remaining in a satisfactory
condition between grades are prioritised for gravel re-sheeting.
Completed 100%
Annual Comment
Roads that have not maintained satisfactory condition have been captured for future re-sheeting in the Infrastructure
Backlog Management Plan. Patch re-sheeting has been performed as necessary to deal with minor sections that are in
urgent need of gravel to be made safe.
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Action: IM 3.2.2.4 The quality standards for maintenance staff are internally
audited and maintained at best practice.
Completed 100%
Annual Comment
Staff goals have been set around maintaining high standards of work and will be monitored by the Works Coordinator.
Appropriate disciplinary actions have been implemented in a small number of cases, while teams displaying excellent
work have been acknowledged.
IM 3.2.3 Implement a street lighting maintenance program within Glen Innes and the villages.
Action: IM 3.2.3.2 Manage the maintenance, renewal and upgrade of street
lighting assets in accordance with service level agreements and
operational plan budgets.
Completed 100%
Annual Comment
Street lighting activities are undertaken by Essential Energy in most locations. New street lighting has been installed as a
Council asset in the Grey Street upgrade between Meade and Ferguson Streets.
IM 3.2.4 Implement the Asset Management Plan for carparks.
Action: IM 3.2.4.2 Complete planned maintenance on car parks for the
2018/19 financial year.
Completed 100%
Annual Comment
The car park adjacent to the Church Street office has been resurfaced using a trial technique involving the jetpatcher and
large (14 tonne) smooth drum roller. The project has been very successful and restored the surface to a safe and
satisfactory condition at minimal cost.
IM 3.2.5 Implement the Asset Management Plan for footpaths.
Action: IM 3.2.5.2 Complete all planned maintenance and capital works
involving footpaths for the 2018/19 financial year.
Completed 100%
Annual Comment
The Jorgen Le Cour Way shared path has been constructed.
IM 3.2.6 Implement the Asset Management Plan for bridges.
Action: IM 3.2.6.2 Complete all works identified in the asset management
plan for bridges in the 2018/19 financial year.
Progressing 75%
Annual Comment
Sheep Station Creek bridge on Tablelands Road, Six (6) Mile Road bridge and Brown's Road bridge have all been fully
rehabilitated by Council's bridge team. Polhill bridge is under construction off site by Weirbuilt Pty Ltd.
IM 3.3 Focus on the renewal and proper maintenance of building assets.
IM 3.3.1 Develop and implement an advanced Building Asset Maintenance Program.
Action: IM 3.3.1.2 Develop and implement an advanced Asset Management
Plan for building assets, including Work Schedules for building
maintenance, renewals, and upgrades.
Progressing 75%
Annual Comment
The building register has been thoroughly reviewed and updated. Buildings have been re-valued by external valuers. A
Building Maintenance Officer has been appointed and is currently working through a building maintenance backlog
register.
IM 3.4 Complete the upgrade of Grey Street between Meade and Ferguson Streets.
IM 3.4.1 Complete the refurbishment of Grey Street between Meade Street and Ferguson Street.
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Action: IM 3.4.1.1 Complete the refurbishment of Grey Street between
Meade and Ferguson Streets.
Completed 100%
Annual Comment
The renewal of Grey Street between Meade and Ferguson Streets has been completed with renewal of electricity, water,
road pavement, street tree and street light assets.
IM 3.4.2 Complete the refurbishment of all Grey Street roundabouts.
Action: IM 3.4.2.2 Complete the aesthetic refurbishment of the interior of
the Bourke and Grey Streets roundabout.
Completed 100%
Annual Comment
The old fence around the Bourke and Grey Street roundabout has been removed.
IM 4:Strive for adequate funding for infrastructure and assets.
IM 4.1 Optimise funding and service delivery.
IM 4.1.1 Build on being "Fit for the Future" potentially through Special Infrastructure Levies (SIL).
Action: IM 4.1.1.2 Investigate and report to Council on the possible levying
of special infrastructure contributions for funding the development of
public infrastructure.
Progressing 10%
Annual Comment
Further discussion is needed to understand the scope of this task. A plan to investigate occurred in November 2018.
Any further contributions from the community is being looked at very unfavourably during this time of drought. Therefore,
this is not going ahead at this stage.
IM 4.1.2 Consider implementing a "Special Rate Variation" if surpluses generated do not provide sufficient
funds to meet the community’s expectations.
Action: IM 4.1.2.2 Determine the ability of Council to meet service levels
expected of the community particularly in the area of roads maintenance
and renewal.
Completed 100%
Annual Comment
This action was looked at in collaboration with the Director of Infrastructure Services, as part of the 2019/20 Operational
Plan. Expenditure for capital and maintenance of roads has been factored into the Operational Plan and Long Term
Financial Plan. The expenditure is in-line with the requirements to bring the road network up to a satisfactory standard
and maintain it.
IM 4.2 Advocate for more external funding from both State and Federal Governments.
IM 4.2.1 Pursue grant funding opportunities as they become available.
Action: IM 4.2.1.2 Council's Grants officer pursues grant funding
opportunities as they become available.
Completed 100%
Annual Comment
This action item is ongoing as grant opportunities become available. Council has received over $12 million in grants
during 2018-19.
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IM 5:Ensure proper freight transport planning.
IM 5.1 Optimise the road network for freight access to adopted service levels.
IM 5.1.1 Identify key heavy transport routes within the LGA and also those connecting the area externally,
including key works and pinch points that need to be addressed.
Action: IM 5.1.1.1 National Heavy Vehicle Regulator requests for approval of
over-mass and over-dimension vehicles are processed in a timely manner.
Completed 100%
Annual Comment
Requests have been addressed as and when required within the timeline provided by the National Heavy Vehicle
Regulator (NHVR).
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Environment Heritage
OBJECTIVE: MANAGE THE NATURAL VALUES OF OUR LOCAL AREA AND CONSERVE OUR HERITAGE TO
ENSURE THAT IT IS ENJOYED BY THE COMMUNITY, VISITORS AND FUTURE GENERATIONS.
EH 1:Continue to be a leader in environmental sustainability.
EH 1.1 Maintain road side environmental areas.
EH 1.1.2 Continue to maintain environmental weed control on "High Conservation Value" roadsides.
Action: EH 1.1.2.2 Maintain environmental weed control on 10 kilometres of
"High Conservation Value" roadsides.
Completed 100%
Annual Comment
This project was completed in 2017-18 with funding from Northern Tablelands Local Services.
EH 1.1.3 Apply for funding to extend biodiversity corridors to identified roadside areas in the LGA.
Action: EH 1.1.3.2 Apply for funding to extend biodiversity corridors to
identified roadside areas in the LGA.
Completed 100%
Annual Comment
Stringybark Ecological have been employed to undertake a survey of High Conservation Value roadsides to determine
areas which may be extended. Survey work has been completed and pending a final report. The final report was
presented to Council at the March Council meeting.
EH 1.1.4 Apply for funding to provide an update on the condition of the existing "High Conservation Value"
roadsides.
Action: EH 1.1.4.2 Monitor funding opportunities and lodge funding
applications for projects that will enhance important roadside conservation
sites.
Completed 100%
Annual Comment
This action is on-going.
EH 1.2 Develop a Waste Management Strategy with a particular focus on green waste and
promoting industry accepted best recycling practices.
EH 1.2.3 Decrease contamination levels in existing recycling to an acceptable industry standard.
Action: EH 1.2.3.3 Decrease contamination levels in existing recycling to an
acceptable industry standard of 8% by 30 June 2021.
Completed 100%
Annual Comment
Contamination levels in bins are being monitored by JR Richards and staff.
Action: EH 1.2.3.4 Collaborate with JR Richards & Sons to identify areas
within the Local Government Area where high levels of recycling
contamination exists and provide a stronger education and enforcement
presence within these areas.
Completed 100%
Annual Comment
A monthly report is provided by the contractor, JR Richards.
EH 1.2.4 Develop and promote a waste education and a recycling program within the LGA.
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Action: EH 1.2.4.1 A waste education and recycling program is developed
and adopted by Council 31 December 2018.
Completed 100%
Annual Comment
With the roll out of the new recycling bins residents were provided with options to convert their old bins to compost bins.
EH 1.2.5 Implement the extension of the Glen Innes Landfill.
Action: EH 1.2.5.3 Undertake investigation for the requirements of an
Environmental Impact Statement (EIS) to lodge a development application
for the extension of the existing landfill into the adjoining quarry.
Completed 100%
Annual Comment
Investigation into the requirements of an Environmental Impact Statement (EIS) is now complete. Lodgement of a
development application for the extension of the existing landfill into the adjoining quarry is now complete. Investigation
revealed that the existing landfill has an estimated 25 year lifespan before extension into the quarry would be required
and as such an EIS is not required until then. This information was detailed in a report to Council's Ordinary Meeting
held on 24 May 2018 where Council also resolved to commence negotiations for the acquisition of the quarry to ensure
the expansion of the landfill in the future.
EH 1.4 Promote energy efficiency and the use of renewable resources across Council
facilities and assets.
EH 1.4.2 Investigate Council fleet vehicles that are suitable for replacement with hybrid and/or electric
vehicles.
Action: EH 1.4.2.3 Consider the acquisition of hybrid and/or electric
vehicles for Council’s vehicle fleet, subject to effectiveness and a review of
life-cycle costs, and within available resources.
Completed 100%
Annual Comment
General knowledge around electrical and hybrid vehicles has increased within the Infrastructure team.
A decision has been made to carry out bulk light vehicle replacement, focusing on cost/quality ratio and common spare
parts. The Plant and Fleet policy has been updated to include the consideration of electric vehicles at each time of
purchase.
Action: EH 1.4.2.4 Investigate Council fleet vehicles that are suitable for
replacement with hybrid and/or electric vehicles.
Completed 100%
Annual Comment
General knowledge around electrical and hybrid vehicles has increased within the Infrastructure team.
A decision has been made to carry out bulk light vehicle replacement, focusing on cost/quality ratio and common spare
parts. Hybrid vehicles were analysed during this process but found not to be appropriate at this point in time.
EH 1.4.3 Install suitable renewable systems to identified Council buildings.
Action: EH 1.4.3.1 Install a 15 k VA solar system to the Glen Innes Town
Hall complex by 30 June 2019.
Completed 100%
Annual Comment
This action has been deferred and to be included as part of the Town Hall co-location and refurbishment.
EH 1.4.4 Continue to monitor and audit energy use across Council facilities.
Action: EH 1.4.4.2 Monitor the energy consumption of all Council's major
buildings and facilities so as to report the cost benefit of renewable energy
installed on Council facilities.
Completed 100%
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Annual Comment
Council facilities and buildings are monitored on an on-going basis. Quotes were received to undertake a Renewable
Energy Action Plan to review renewable energy options for Council.
EH 1.4.5 Investigate options for a solar and pumped Hydro Electricity scheme.
Action: EH 1.4.5.2 Investigate options for a combined solar and pumped
Hydro Electricity scheme at Wattle Vale.
Completed 100%
Annual Comment
A report has been put to Council resulting in a resolution to defer this project until such time as the Glen Innes Wind
Farm is under construction.
EH 2:Support conservation efforts in relation to heritage.
EH 2.1 Maintain heritage values.
EH 2.1.1 Ensure heritage planning controls are included in the Glen Innes Severn LEP 2012 and they are
adequate to maintain the heritage values of the LGA.
Action: EH 2.1.1.2 Ensure heritage planning controls are included in the
Glen Innes Severn LEP 2012 and they are adequate to maintain the heritage
values of the LGA.
Progressing 95%
Annual Comment
Work is on-track and will continue to progress into the next financial year, when Council expects to receive Gateway
Determination from the Minister for Planning Proposal Four (4) prior to undertaking the Community Consultation phase
before obtaining Final Determination (sign-off) from the Minister.
EH 2.2 Better utilise existing heritage grant budget provisions and advocate for additional
funding and/or supplement funding from Council's funds.
EH 2.2.1 Provide/lobby for additional heritage funding for the upgrade of heritage facades in the Glen Innes
CBD.
Action: EH 2.2.1.3 Continue to provide heritage funding for the upgrade of
heritage facades in the Glen Innes CBD.
Completed 100%
Annual Comment
Applications were called for projects for 2018-19 with five (5) applications received. Projects were completed in
accordance with grant applications.
Action: EH 2.2.1.4 Lobby the local State MP for increased heritage grant
funding.
Not Progressing 0%
Annual Comment
This item is yet to be actioned, but will probably have to be backed up by a particular project where Council pursues the
painting/upgrading of all the historic facades in the Main Street.
EH 2.3 Monitor the built environment around existing heritage places.
EH 2.3.1 Ensure that an adequate number of planning and compliance staff are employed by Council.
Action: EH 2.3.1.2 Ensure all works undertaken on heritage items are
carried out in accordance with the provisions of the NSW Planning
Legislation and the Glen Innes Severn Local Environmental Plan 2012.
Completed 100%
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Annual Comment
Council successfully ensured all works undertaken on heritage items were carried out in accordance with the provisions
of the NSW Planning Legislation and the Glen Innes Severn Local Environmental Plan 2012 throughout the 2018/2019
financial year.
EH 3:Improve opportunities for passive recreation around our natural
and heritage assets.
EH 3.1 Improve signage for the benefit of the local community and visitors.
EH 3.1.1 Develop a five (5) year strategy to ensure that all signage is appropriate to promote the visitor
economy.
Action: EH 3.1.1.2 Implement Council's adopted five (5) year signage
strategy so as to ensure that all signage in the LGA is appropriate to
promote the visitor economy.
Completed 100%
Annual Comment
The final year of the five (5) year strategy will be completed in 2019-20.
EH 3.2 Advocate for the development of a rail trail to promote pedestrian and cycle
connectivity.
EH 3.2.1 Engage with the community and the New England Rail Trail Group (Guyra) to undertake a review
of the feasibility, cost and economic benefit to develop a rail trail in the LGA.
Action: EH 3.2.1.2 Engage with the community and the New England Rail
Trail Group (Guyra) to undertake a review of the feasibility, cost and
economic benefit to develop a rail trail in the LGA.
Completed 100%
Annual Comment
The Rail Trail Group will be appointing a consultant to undertake the Business Case which Council have contributed to
funding.
EH 4:Work with existing organisations to enhance the environment.
EH 4.1 Identify opportunities to collaborate with local and regional environmentally
focussed organisations.
EH 4.1.1 Maintain membership of GLENRAC.
Action: EH 4.1.1.1 Council maintains suitable representation on Glenrac so
as to ensure Council has input into environmental initiatives in the LGA.
Completed 100%
Annual Comment
Council's Environmental Officer attends monthly meeting on a regular basis.
EH 4.1.2 Maintain membership of Northern Tablelands Regional Weed Committee.
Action: EH 4.1.2.1 Council undertakes the necessary measures to formally
join the New England Weeds County Council, trading as New England
Weeds Authority.
Progressing 85%
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Annual Comment
Request to join the New England Weeds County Council has been endorsed by both organisations and now pending
approval by the Office of Local Government (OLG). The OLG has requested further information which is currently being
pursued.
EH 5:Further pursue the creation of innovative public art attractions
and the establishment of an artistic culture and ambiance within Glen
Innes.
EH 5.1 Liaise and work with the Glen Innes arts community to establish a Master Plan for
future public art locations and themes.
EH 5.1.1 Continue membership and support of Arts North West.
Action: EH 5.1.1.2 Continue financial membership and support of Arts
North West, ensuring that Council continues to be represented on the
Board of Arts North West.
Completed 100%
Annual Comment
Director of Corporate and Community Services, Anna Watt is Council's representative for Arts North West (ANW). Anna
was re-elected as Chairperson of the ANW Board at its Annual General Meeting in May 2019. Council has paid its
financial contribution for membership for the current financial year.
EH 5.1.2 Provide annual monetary provisions for public art projects.
Action: EH 5.1.2.2 Provide an annual allocation for public art projects in the
2018-19 Operational Plan.
Completed 100%
Annual Comment
An amount of $50,000 was allocated to public art in the 2018-19 Operational Plan.
EH 6:Improve the entrances to Glen Innes and villages that are
representative of its proud and environmentally conscious
community.
EH 6.1 Provide for the necessary budgetary provisions to upgrade and maintain all the
entrances to Glen Innes and for villages beautification.
EH 6.1.1 Develop entrance landscape plans for the four (4) main approaches to Glen Innes.
Action: EH 6.1.1.2 Develop entrance landscape and maintenance plans for
the four (4) main approaches to Glen Innes.
Progressing 80%
Annual Comment
Entrances on the New England highway to the north and south where staff are able to access are being mowed as
required. Racecourse regrowth has been sprayed by the contractors. A contractor has been organised for the beginning
of February to maintain the mowing at the north and south entrances to Glen Innes. The fence has been reinstated by
the Jockey club and Council is slashing the area in preparation for the placement of the wind blade. Funding is being
sought for the landscaping and carpark development where the wind blade is being placed. Tree planting has been
postponed with the current drought conditions.
EH 6.1.2 Further develop the beautification plans for Emmaville and Deepwater.
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Action: EH 6.1.2.4 Further develop and implement the Emmaville and
Deepwater Beautification Plans.
Progressing 85%
Annual Comment
Installation of the new playground has been completed in Apex Park at Deepwater. Council has installed the Danthonia
'Welcome to Deepwater" signs. Works at Deepwater Oval included new discus and shotput areas, the pruning of trees
and removal of the dead trees, along with top soiling the old cricket pitch area. Three (3) new bin surrounds have been
placed in Deepwater with plans to do more in this upcoming year. Clean up of vegetation and minor landscaping works
have been done at Emmaville Lookout, next step is to upgrade the existing shelter and placement of a new shelter.
Action: EH 6.1.2.5 Implement 2018-19 Beautification Program as adopted by
the Emmaville Beautification Committee.
Progressing 50%
Annual Comment
The shelter has been manufactured and when resources allow will be installed at Emmaville Lookout. The existing
shelter will now be renovated as the landscaping works have been completed around the picnic area at Emmaville
Lookout.
Action: EH 6.1.2.6 Implement the 2018-19 Beautification Program as
adopted by the Deepwater Beautification Committee.
Progressing 90%
Annual Comment
Playground installation has been completed at Apex Park, Deepwater and the Danthonia 'Welcome to Deepwater" signs
have been installed. Works at Deepwater Oval included new discus and shotput areas. There has been pruning of trees
and minor landscape works including top soiling of the old cricket pitch area. Three (3) new garbage bin surrounds have
been installed along Tenterfield Street in Deepwater.
EH 6.1.3 Implement the adopted entrance landscape and beautification plans.
Action: EH 6.1.3.2 Implement the adopted entrance landscape plan and
maintenance schedules for Glen Innes and the 2018-21 beautification plans
for Deepwater and Emmaville.
Progressing 75%
Annual Comment
Installation of the new playground has been completed in Apex Park at Deepwater. Council has installed the Danthonia
'Welcome to Deepwater" signs. Works at Deepwater Oval included new discus and shotput areas, pruning and removal
of the dead trees, along with top soiling the old cricket pitch area. Three (3) new bin surrounds have been placed in
Deepwater. Clean up of vegetation and minor landscaping works have been done at Emmaville Lookout, with the next
step to upgrade the existing shelter and placement of a new shelter. Entrances on the New England highway to the north
and south where staff are able to access are being mowed as required. Racecourse regrowth has been sprayed by the
contractors. A contractor has been organised for the beginning of February to maintain the mowing at the north and
south entrances to Glen Innes. Council is slashing an area adjacent to the racecourse for placement of the wind blade.
Tree planting has been postponed with the current drought conditions.
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Council Sustainability, Transparency and Communication
OBJECTIVE: CONTINUE TO BE A SUSTAINABLE AND INDEPENDENT COUNCIL, AND FOSTER TRANSPARENCY
THROUGH CLEAR COMMUNICATION WITH BOTH INTERNAL AND EXTERNAL CUSTOMERS.
STC 1:Continue to improve Council communication with the
community, including celebrating successes and achievements.
STC 1.1 Consistently communicate the role of Council to the community (i.e. what Council
does and does not do).
STC 1.1.1 Provide regular, timely media releases on topical issues as they arise to ensure the community is
informed.
Action: STC 1.1.1.2 Provide regular, timely media releases on topical issues
as they arise to ensure the community is well informed.
Completed 100%
Annual Comment
Council's Media and Communications Officer is regularly writing timely media releases, on topical issues for distribution
to the various media outlets. Detailed information about the number of media releases completed each month can be
found within the Department of Corporate and Community Services: Monthly Report to Council, in the Business Paper
(which are accessible via Council's website).
STC 1.1.2 Provide four (4) quarterly resident newsletters per year.
Action: STC 1.1.2.2 Provide four (4) quarterly resident newsletters during
the year.
Completed 100%
Annual Comment
Resident Newsletters were distributed in August 2018, October 2018, December 2018, February 2019, May 2019 and
June 2019.
STC 1.2 Provide clear messaging of Council's achievements, strategic objectives and
actions.
STC 1.2.1 Provide access to the Community Strategic Plan, Delivery Program, Annual Operational Plan and
Budget (along with associated resourcing documents) on Council's website for viewing or downloading by
the public.
Action: STC 1.2.1.2 Provide access to the Community Strategic Plan,
Delivery Program and Annual Operational Plan and Budget (along with
associated resourcing documents) on Council's website for viewing or
downloading by the public.
Completed 100%
Annual Comment
Council's Integrated Planning and Reporting Framework documents are available on Council's website.
STC 1.2.2 Provide quarterly updates to the community on progress against the Delivery Program and
Annual Operational Plan objectives and actions, and report on Council’s achievements.
Action: STC 1.2.2.2 Provide quarterly updates to the community on its
progress against the Delivery Program and annual Operational Plan
objectives and actions, as well as report on Council’s achievements.
Completed 100%
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Annual Comment
Reports were presented to Council at its Ordinary Meeting in November, February and May as well as this report in
August providing progress updates on both of these Plans objectives and actions that occurred during quarter one (1)
(July - September), quarter two (2) (October - December), quarter three (3) (January - March) and quarter four (4) (April -
June).
STC 1.3 Further develop social media as a key messaging platform, supported by Council's
website.
STC 1.3.1 Focus increasingly on using social media as a communication tool with the community for Council
announcements.
Action: STC 1.3.1.2 Focus on using Council's Facebook site as a
communication tool to update the community.
Completed 100%
Annual Comment
Council staff are regularly using Facebook to distribute information to the community. Detailed information about the
number of 'Page Likes', number of posts made per month and which are the 'most popular' posts each month can be
found within the Department of Corporate and Community Services: Monthly Report to Council, in the Business Paper
(which are accessible via Council's website).
STC 1.4 Provide greater transparency around rates, revenue and expenditure including
detail on where the funds are spent (urban, village and rural).
STC 1.4.1 Mail an information pamphlet to residents as part of the annual Operational Plan development
process.
Action: STC 1.4.1.2 Mail an information pamphlet to residents as part of the
annual Operational Plan process, communicating points of interest from
the 2019/20 Operational Plan and Budget.
Completed 100%
Annual Comment
An information pamphlet regarding the 2019/20 draft Operational Plan and Budget was distributed to all residents in May
when the Operational Plan and Budget documents were on public exhibition.
STC 1.4.2 Provide information about Council's revenue raised and expenses made in urban, rural and village
areas as part of a quarterly resident newsletter.
Action: STC 1.4.2.2 Provide information about Council's 2018/19 revenue
raised and expenses made in urban, rural and village areas as part of a
quarterly resident newsletter.
Not Progressing 0%
Annual Comment
Manex decided not to complete this action, as it was done in a previous year and there has not been a substantial
change to report.
STC 1.5 Communicate funding (grant) opportunities with/for community organisations.
STC 1.5.1 Prepare a regular grants newsletter which is sent to Council's Community Committees and other
structured groups in the LGA.
Action: STC 1.5.1.2 Council's Grants officer distributes a bi-monthly
newsletter to s.355 committees and community groups advising of
upcoming community grant opportunities.
Completed 100%
Annual Comment
This action is completed in the form of the monthly Bid Blast.
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STC 1.6 Liaise with village community bodies.
STC 1.6.1 Attend village Progress Association meetings to provide updates of Council activities or to discuss
a topic as requested.
Action: STC 1.6.1.2 Regularly attend Community Committee and Progress
Association Meetings throughout the LGA in accordance with their annual
September nominations onto those Committees, and/or in response to a
request from organised community groups to discuss a particular topic.
Completed 100%
Annual Comment
Council continues to be represented by Councillor Delegates on 20 Section 355 Committees for 2018-19. Reports of
meetings held continue to be reported to Council with nominations of representatives on Committees also reported to
Council as required.
STC 1.7 Strive for excellence in all customer service areas.
STC 1.7.1 Improve financial systems and associated procedures to streamline and further improve internal
and external customer service.
Action: STC 1.7.1.1 A review is undertaken of current financial systems and
associated procedures to further streamline and improve systems or
increase productivity.
Completed 100%
Annual Comment
Key staff are currently in the process of investigating new Financial/Organisation Wide Computer Systems to streamline
and improve business processes.
Finance have performed a huge clean-up of our general ledger and project costing ledgers. All of the Balance Sheet
Accounts have been revisited and cleared out, if needed, and others adjusted to reflect the proper treatment in-line with
the Australian Accounting Standards Board (AASB).
Tasks have been modified and processes restructured to bring about more streamlined and structured operations.
New processes have been introduced in the Accounts Payable and Rates and Water to eliminate payment errors
(EFTSure) and Billing electronically (Forms Express), with electronic payments as an offshoot.
Any areas of concern highlighted to us are now being reported to Manex Meetings on a monthly basis (phone usage,
Credit Card purchases, garbage bin repairs, operational budget variances and non-compliant Vendor Panel suppliers
usage).
STC 1.7.2 Upgrade ICT systems and associated procedures to streamline and further improve internal and
external customer service, in accordance with actions set out in Council's ICT Strategic Plan.
Action: STC 1.7.2.2 Upgrade / replace all desktop computers, mobile ICT
devices and associated equipment in accordance with identified needs.
(ICT Strategic Plan)
Completed 100%
Annual Comment
Council completed the purchase and deployment of 66 new computers, finalising the major computer order for 2018/19.
Action: STC 1.7.2.10 Maintain an ICT helpdesk support service that is
responsive to Council's and employees' needs. (ICT Strategic Plan)
Completed 100%
Annual Comment
The Information and Communications Technology (ICT) help desk service provided by Roberts and Morrow Technology
(RMT) continues to operate effectively. All support service objectives have been met for 2018/19.
Action: STC 1.7.2.12 Engage an independent consultant to conduct
penetration testing of Council's ICT systems to identify security
vulnerabilities. (ICT Strategic Plan / Enterprise Risk Management)
Completed 100%
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Annual Comment
Council engaged an independent consultant to conduct a data breach risk assessment and security testing, which have
been completed. The vendor has provided Council with reports on vulnerabilities and possible strategies to mitigate
risks. This will be followed with a presentation to key staff and further staff training early in 2019-2020.
Action: STC 1.7.2.13 Review and update Council's ICT User Manual to
reflect recent changes in the use of ICT equipment and services. (ICT
Strategic Plan)
Progressing 80%
Annual Comment
Draft frequently asked questions (FAQ's) sheets and instructions have been produced for a number of key ICT user
issues; however, these require final review and uploading to Council's Intranet, which will occur early in the new financial
year.
Action: STC 1.7.2.14 Complete the final testing of Council's ICT Disaster
Recovery (DR) Plan and associated DR recovery infrastructure (including
fibre optic links) to enable full operation of all major ICT systems from the
standby site at the Library and Learning Centre in the event of a disaster.
(ICT Strategic Plan / Enterprise Risk Management)
Progressing 75%
Annual Comment
Council's ICT Disaster Recovery (DR) Plan has been reviewed and updated and all necessary DR equipment is in place;
however, testing of the system has been delayed due to other priorities. This item will be rolled over to 2019-2020 and
will be completed then.
Action: STC 1.7.2.15 Organise and deliver end user security training to all
staff who use computers and mobile ICT equipment, as part of Council's
annual Corporate Training Plan. (Enterprise Risk Management)
Progressing 50%
Annual Comment
Council has received two (2) written quotations from potential vendors to provide ICT security training for staff; however,
finalisation of the current security testing has taken longer than expected, delaying the delivery of training. Provision has
been made in Council's 2019-2020 Training Plan for this training to occur in the new financial year.
Action: STC 1.7.2.16 Purchase Office 365 E3 (Office Online) licences for 125
users plus Exchange Online and deploy the software to all users. (ICT
Strategic Plan)
Completed 100%
Annual Comment
All Office 365 licences have been purchased and the software has been deployed. The initial migration of all email
accounts to Office 365 has been completed.
STC 2:Ensure ongoing organisational sustainability.
STC 2.1 Continue to be a financially sustainable and independent Council.
STC 2.1.01 Ensure that the Long Term Financial Plan includes all identified savings and revenue and
expenditure increases and identifies a profit before and after capital items.
Action: STC 2.1.1.3 Ensure that the Long Term Financial Plan (LTFP) is
annually reviewed and updated to include all identified savings and
revenue increases and has an operating profit before and after capital
items.
Completed 100%
Annual Comment
The Long Term Financial Plan (LTFP) was reviewed as part of the draft 2019/20 Operational Plan and Budget
preparation. A councillor workshop was held to review the various scenario options. The LTFP with various modelling
scenarios and a detailed report were presented to Council at the Ordinary Council Meeting in May. With the resolution
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being to adopt scenario two (2) which was then placed on public exhibition, during which time no comments were
received.
Action: STC 2.1.1.4 Review the Long Term Financial Plan to include all
identified savings and revenue increases and identifies an operating profit
before and after capital items for each year.
Completed 100%
Annual Comment
This action is on-going and will start the review process in February 2019.
The LTFP review is going to the May Council Meeting.
STC 2.1.02 Pay Water and Sewer Dividends to the General Fund through increased Water and Sewer
charges (by approximately 5% per annum) and in accordance with Best Practice Guidelines.
Action: STC 2.1.2.2 Review the Integrated Water Cycle Management Plan
according to the NSW Best Practice guidelines for water utilities.
Completed 100%
Annual Comment
A gap analysis has been prepared by GHD as the first phase of the requirements of a full Integrated Water Cycle
Management (IWCM) plan. A report will be provided to determine the cost benefit of complying with this aspect of State
Government Best Practice Guidelines. This item has been budgeted for full completion in the 2019/2020 financial year.
STC 2.1.03 Pay Debt Guarantee Fees from the Water, Sewer and Quarry Funds to the General Fund in
accordance with National Competition Principles and best practise guidelines.
Action: STC 2.1.3.2 Ensure maximum allowable water and sewer dividends
are transferred to the General Fund and that IWCM and Best Practice
Requirements are completed.
Progressing 60%
Annual Comment
Council have been advised by the relevant authority that it needs a special report written to be able to recoup past
dividends not taken up. This report will cost us a significant amount of money. Keith has now tasked this process to
Scott Ross to write the necessary reports.
STC 2.1.04 Ensure that fees and charges are set based on cost recovery where allowable and reasonably
affordable.
Action: STC 2.1.4.2 Review fees and charges annually as part of the
Operational Plan and Budget process to ensure that they are set based on
cost recovery where allowable and reasonably affordable.
Completed 100%
Annual Comment
Completed as part of the 2019/20 Annual Budget and Operational Plan preparation.
STC 2.1.05 Budget for ongoing capital expenditure over and above the required amount to continue
addressing the infrastructure backlog.
Action: STC 2.1.5.2 Ensure that the amount budgeted each year for capital
expenditure is such that it addresses the infrastructure backlog.
Completed 100%
Annual Comment
This action is ongoing as part of the Annual Budget and Operational Plan preparation. The 2019/20 budget has
addressed the Asset Management Plan for Capital Infrastructure spend.
STC 2.1.06 Use the Local Infrastructure Renewal Scheme funding of $5million to address the entire bridge
infrastructure backlog and $1million in road infrastructure backlog.
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Action: STC 2.1.6.2 Allocate the budget for future bridge capital works in
accordance with the funding guidelines for the Local Infrastructure
Renewals Scheme (LIRS).
Completed 100%
Annual Comment
The Local Infrastructure Renewal Scheme (LIRS) for bridges renewal program has been fully allocated in Council's long
term financial plan.
STC 2.1.09 Investigate the potential of wind tower placement on the "Wattle Vale" property.
Action: STC 2.1.9.1 Investigation is completed to determine if wind towers
can be erected at Wattle Vale.
Completed 100%
Annual Comment
This action has been investigated and found to not be viable.
STC 2.1.10 Strengthen working relationships and cooperation with neighbouring councils by understanding
opportunities associated with the proposed New England Joint Organisation (NEJO) in terms of (1) Regional
Strategic Planning and Priority Setting, (2) Intergovernmental Collaboration, and (3) Regional Leadership,
and potentially (4) Strategic Capacity Building, (5) Shared Service Delivery and (6) Other Functions.
Action: STC 2.1.10.2 Regularly attend meetings of and participate in the
New England Joint Organisation's functions with the view of identifying
opportunities for potential cost savings for Council and better regional
collaboration and advocacy.
Completed 100%
Annual Comment
Meetings have been attended and the value of the Joint Organisation is recognised.
STC 2.1.11 Strengthen working relationships and cooperation with neighbouring councils by maintaining
and nurturing relationships with State and Federal Government agencies, NEGOC/NEJO member councils,
and Northern Inland Regional Development Australia (RDANI).
Action: STC 2.1.11.2 Attend meetings of and participate in the activities of
the New England Joint Organisation on a regular basis; through which
contact with Government Agencies and Regional Development Australia
within the regional context will be maintained.
Completed 100%
Annual Comment
Meetings have been held and the activities of Regional Development Australia / Government are supported.
STC 2.1.12 Be a leading NSW Council with regard to procurement strategies and processes.
Action: STC 2.1.12.2 Ensure that Council and the Procurement Committee
are well informed of Local Government Procurement (LGP) initiatives and
maintain close relationships with Local Government Procurement staff.
Completed 100%
Annual Comment
Council's Finance team continues to maintain a strong relationship with Local Government Procurement (LGP) and
provides updates as required to Manex on a monthly basis.
STC 2.1.13 Implement Council's Enterprise Risk Management System.
Action: STC 2.1.13.2 Provide ongoing training and support to staff in the
use of the Pulse Enterprise Risk Management system to promote the
effective use of the system.
Completed 100%
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Annual Comment
The Enterprise Risk Management System has been continually used in most areas across Council. The Risk and
Compliance Coordinator's role was vacant for the majority of the year and filled on a casual part time basis during June,
since this time training has started for new staff.
STC 2.1.14 Ensure the External Audit mechanism is ready for implementation when made compulsory.
Action: STC 2.1.14.2 Complete all documentation as required by the Office
of Local Government to establish an internal audit function.
Completed 100%
Annual Comment
Some Internal Audit function documentation has been drafted. Guidance in the form of a discussion paper around
establishing an Audit, Risk and Improvement Committee is expected from the Office of Local Government which will
provide further direction. It needs to be noted that establishing an Audit, Risk and Improvement Committee is not
compulsory for Councils until six (6) months after their next Ordinary Council Election.
STC 2.1.15 Pursue the strategic and operational actions within the Work Health and Safety Plan to further
improve Council's WHS standards and ensure a safe and productive work environment.
Action: STC 2.1.15.6 Review and update Council’s site specific risk
assessment processes / site safety management forms to ensure that they
adequately identify and address all potential risks and that they include:
• Use of the Hierarchy of Controls.
• Risk descriptor tables for staff to better assess risks.
• The requirement for site supervisors to refer risks that they cannot
address up the line of reporting.
• Identification of all hazardous substances that are on site. (WHS
Management Plan)
Progressing 70%
Annual Comment
A draft risk assessment form has been developed and sent to relevant staff for review. Council's SafeHold risk
assessment system is being use to capture and monitor all identified hazards. Despite progress in some areas, this item
has not been completed and therefore has been rolled over for completion in Council's Operational Plan 2019-2020.
Action: STC 2.1.15.7 Assess and implement controls to address risks
associated with working in extreme hot or cold temperatures, in
accordance with the SafeWork Code of Practice “Work in Hot and Cold
Environments”. Controls may include:
• Policies / procedures for working in hot or cold conditions.
• Site specific Safety Management plans or the equivalent. (WHS
Management Plan)
Completed 100%
Annual Comment
Environmental Hazard Guidelines and associated risk assessment tools have been completed, consulted on and
approved, and will be implemented during the next few months.
Action: STC 2.1.15.8 Develop a comprehensive procedure that specifies
when employee health monitoring is required and the monitoring measures
to be taken, considering exposure to hazardous noise levels, infectious
diseases, etc., in addition to chemicals listed in Schedule 14 of the WHS
Regulations. (WHS Management Plan)
Completed 100%
Annual Comment
A Work Health and Safety (WHS) Health Monitoring Procedure has been developed, consulted on and approved, and
will be implemented in the coming months. Regular health monitoring is already being conducted for most at risk
employee groups, including dust disease checks, skin checks, functional assessments, hearing checks and occupational
vaccinations.
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Action: STC 2.1.15.9 Prepare specifications and request quotations for the
completion of a legal compliance review by external WHS legal experts, to
assess the compliance of Glen Innes Severn Council's WHS management
systems against WHS laws (including a review of the Due Diligence
Framework). (WHS Management Plan)
Completed 100%
Annual Comment
A consultant has been engaged to conduct the audit, which has been completed. Council is currently waiting on the final
report.
Action: STC 2.1.15.10 Review Council's Emergency Management Plan(s) in
accordance with AS 3745 “Planning for Emergencies in Facilities” to
ensure that all potential emergency situations throughout Council are
identified and have procedures, equipment, training and other relevant
information in place. (WHS Management Plan)
Completed 100%
Annual Comment
An Emergency Preparedness Plan has been completed, consulted on, approved and distributed, and will be
implemented over the coming months.
STC 2.1.16 Pursue the strategic and operational actions within the Records Strategic / Operational Plan to
further improve Council's record keeping procedures and achieve compliance with required standards.
Action: STC 2.1.16.4 Develop a procedure that specifies document control
requirements including the document identification structure, review
process and timeframes, removal of obsolete documentation from
circulation, etc. Implement a process to ensure all documents are clearly
identified in a consistent manner, routinely reviewed at specified times and
removed from circulation when obsolete. (WHS Management Plan)
Progressing 75%
Annual Comment
Most Work Health and Safety (WHS) documents have been identified and included in a central register and a draft
document control policy has been developed. This item needs further development and has been carried over to
Council's 2019-2020 Operational Plan for completion.
Action: STC 2.1.16.5 Provide an effective records management service,
including the effective management of electronic and hard copy records
and the provision of timely and knowledgeable service to customers.
(Records Strategic / Operational Plan)
Completed 100%
Annual Comment
All regular records management actions are being met. Additional training has also been organised for staff to improve
their record keeping skills.
STC 2.1.17 Consider a "Special Rate Variation" if surpluses generated do not provide sufficient funds to
meet the community’s expectations.
Action: STC 2.1.17.1 That the Chief Financial Officer and Manex Team
consider a "Special Rate Variation" when reviewing the Long Term
Financial Plan (LTFP) as part of the 2019/20 budget process if surpluses
generated do not provide sufficient funds to meet the community's
expectations.
Completed 100%
Annual Comment
This will be discussed as part of the Operational Plan and Budget preparation in February, when the LTFP is reviewed.
It was decided by Manex at one of the Budget Meetings not to persue a Special Rate Variation in the near future.
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STC 2.2 Pursue the attraction of external grants (in addition to FAGs, R2R or block grant
funding) in order to improve services, infrastructure and initiatives otherwise not attainable.
STC 2.2.1 Seek funding opportunities to assist in offsetting annual Operational Plan expenditure.
Action: STC 2.2.1.2 Council's Grants officer seeks funding opportunities to
assist in offsetting annual Operational Plan expenditure.
Completed 100%
Annual Comment
Detailed reporting of successful grant funding is provided to Council monthly. In the 2018/19 period Council has been
successful in achieving $9,732,216 in Grant Funding of which $3,561,311 has been achieved since Dennis McIntyre
became Grants Officer in October 2018.
STC 3 :Attract, retain and value a highly skilled and committed
workforce.
STC 3.1 Engage and empower staff to develop ownership and responsibility for outcomes
with a 'can do' attitude.
STC 3.1.1 Undertake two (2) "all of staff" meetings annually where information from Manex members can
be relayed to the full staff complement.
Action: STC 3.1.1.2 Undertake two (2) "all of staff" meetings during the
year, where information from Manex members is relayed to the full staff
complement.
Completed 100%
Annual Comment
Two (2) all of staff meetings have been held. One (1) to celebrate 365 days with no lost time injury (LTI) the Manex
Team arranged for an informal staff function at Eerindi Ponds in October. The other an informal afternoon get to together
for everyone to meet and chat with the Interim General Manager, Mark Riley.
STC 3.1.2 Distribute six (6) bi-monthly staff newsletters each year with topical information about current
projects and new/departing staff members.
Action: STC 3.1.2.2 Distribute six (6) informative bi-monthly staff
newsletters each with topical information about current / upcoming
projects and new or departing staff members.
Completed 100%
Annual Comment
Four (4) staff newsletters were distributed throughout the year.
STC 3.1.3 Pursue the strategic and operational actions within the Workforce Plan to further establish
Council as an employer of choice.
Action: STC 3.1.3.10 Implement succession planning strategies to ensure
that relief staff have been trained up to fill the critical position of Human
Resources Officer (Payroll) in the event that the position is vacated.
(Enterprise Risk Management)
Completed 100%
Annual Comment
A staff member has been appointed and trained to act in the role of HRO (Payroll) during times when the usual
incumbent is absent. An additional casual staff member has also been trained to act in the position in the event of a
vacancy or absence occurring.
Action: STC 3.1.3.11 Conduct a review of the outcomes from the 2018
StateCover Work Health and Safety (WHS) Self-Audit and Council's WHS
Completed 100%
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Management Plan, to ensure that they align with each other and that there
are no discrepancies between the two (2) documents. (Workforce Plan)
Annual Comment
The WHS Self-Audit has been completed and verified by StateCover. Council has compared the action plan generated
by the audit with the actions already included in Council's WHS Management Plan. Any required adjustments or updates
will be included in the scheduled review of the Plan occurring in early 2019-2020.
Action: STC 3.1.3.12 Complete a group and departmental structure review,
update the organisation structure and develop an organisation profile.
Develop annual departmental work plans (operational plans) to inform the
priorities, work and effort. (Workforce Plan)
Completed 100%
Annual Comment
This action item has been completed on an as needed basis, with periodic reviews completed to ensure that the
organisation structure aligns with the Workforce Plan and Council's operational requirements. Full departmental work
plans are developed annually and included in each year's Operational Plan.
Action: STC 3.1.3.13 Engage an external provider to conduct an employee
engagement survey, using survey data to measure the effectiveness of
workforce planning and HR programs and initiatives and incorporating
subsequent actions into future programs. (Workforce Plan)
Progressing 50%
Annual Comment
A consultant has been engaged to complete the survey, with it originally scheduled to occur in late May. However, on
the consultant's advice, the survey has been carried over to 2019-2020, allowing time for Council to recruit a new
General Manager and have this major change in place and settled down before surveying staff.
Action: STC 3.1.3.14 Conduct a change readiness audit and develop a
change management plan to integrate local government reform and change
priorities into key strategic, operational and organisation plans, developing
partnerships with key stakeholders to support the organisation and
workforce in dealing with changes within the local government sector.
(Workforce Plan)
Not Progressing 0%
Annual Comment
Due to the time constraints imposed by a number of other large projects, this action was not completed. It has been
carried forward for completion in Council's Operational Plan 2019-2020.
Action: STC 3.1.3.15 Monitor and account for material changes to the Long
Term Financial Plan, Asset Management Plan and other elements of the
Delivery Program and adjust workforce planning and management actions
accordingly. (Workforce Plan)
Progressing 0%
Annual Comment
Council's Long Term Financial Plan was revised and distributed for public comment at the end of May 2019. No changes
have occurred with the Asset Management Plans. Accordingly, it was not necessary or possible to adjust workforce
planning requirements in 2018-2019 and this item will be carried forward to be completed when required.
Action: STC 3.1.3.16 Develop and introduce specific plans, systems and
procedures for transferring the knowledge and experience of older workers
to other employees before they fully retire from the workforce. (Workforce
Plan / Mature Age Workforce Program)
Progressing 50%
Annual Comment
Council already has some procedures in place to assist with the achievement of this objective; however, further work is
required. Other large projects during the year prevented the finalisation of this item, with further work to be carried out in
2019-2020.
Action: STC 3.1.3.17 Implement a formal succession planning process for
mature age workers based on the information acquired from the 2017/2018
Progressing 30%
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skills audit and review the future skill requirements of Council on a regular
basis, engaging senior management in this process. (Workforce Plan /
Mature Age Workforce Program)
Annual Comment
Other work commitments prevented this item from being completed, although some policies and procedures have been
developed. It will be completed in the new financial year.
Action: STC 3.1.3.18 Develop a Part-Time Work Policy and Part-Time Work
Procedures for retirees that include all relevant information about
opportunities for part-time work and how to apply for such work, as set out
in Council's Mature Age Workforce Program. (Workforce Plan / Mature Age
Workforce Program)
Progressing 30%
Annual Comment
As with most other actions relating to the mature age workforce, this item requires further work but did not reach
completion during the year due to unexpected work commitments in other areas. It will be reviewed and completed in
the new financial year.
Action: STC 3.1.3.19 Review Council’s Working from Home Policy to ensure
that it meets the needs of older workers or potential retirees who may be
experiencing difficulties starting or finishing work at a particular time
because of family care commitments, excessive travel times or other
obstacles. (Workforce Plan / Mature Age Workforce Program)
Completed 100%
Annual Comment
The Working from Home Policy and Working from Home Agreement were reviewed in consultation with relevant staff and
adopted by Council at its Ordinary Meeting in October 2018.
Action: STC 3.1.3.20 Investigate the potential and options for Part-Year
Work Agreements, Purchased Leave Agreements or Special Leave Without
Pay Arrangements as possible options for designated employees to
prepare for their transition to retirement. (Workforce Plan / Mature Age
Workforce Program)
Progressing 60%
Annual Comment
A considerable number of policies and procedures are in place to support these objectives; however, further work is
required to ensure that the needs of potential retirees are met. Further review and updating of policies and procedures
will occur in 2019-2020.
Action: STC 3.1.3.21 Liaise with local Aboriginal community members /
organisations and deliver training to assist Aboriginal candidates to
prepare quality applications for job vacancies with Council. (EEO
Management Plan / Aboriginal Employment Strategy)
Completed 100%
Annual Comment
Council's Aboriginal Employment Strategy (AES) has been updated in consultation with members of the local Aboriginal
community. Training is available as required, on an ongoing basis.
STC 3.1.4 Implement the new staff performance management system with an emphasis on achieving
Council's strategic and operational goals, and achieving excellence in customer service.
Action: STC 3.1.4.3 Implement Council's new staff performance
management system by: completing annual performance appraisals,
matching skills to job requirements for new employees, training staff in the
correct design and implementation of appraisal and assessment systems,
ensuring appraisal systems match Council's strategic vision and goals.
(Workforce Plan)
Completed 100%
Annual Review of the 2018/19 Operational Plan
50 | P a g e
Annual Comment
The staff performance management system has been implemented; however, further ongoing work is required on the
development of the skills component and additional training and / or assistance for managers and other staff is required.
A considerable amount of work has been completed on the skills mapping at the conclusion of the year.
STC 3.2 Instill with staff the culture to deliver quality work the first time; for things to be
done once and done right – acknowledging the impact of budgetary constraints on this
policy direction.
STC 3.2.1 Provide ample professional development opportunities for staff to further develop into a
competent and dynamic workforce with career path opportunities.
Action: STC 3.2.1.2 Develop and implement an integrated capability
program that concentrates efforts on up-skilling, cross-skilling, multi-
skilling and retraining the workforce. Develop and implement a future
capability program that concentrates effort on critical knowledge, skills and
attributes that will be required over the next five years. (Workforce Plan)
Progressing 50%
Annual Comment
Council has some policies and procedures in place to assist in achieving this objective; however, an across-the-board
review is still required. This was not completed within the deadline due to other unexpected projects taking up time. This
action has been included for completion in Council's Operational Plan 2019-2020.
STC 3.2.2 Introduce regular Quality Audits across community services to ensure compliance with all
standards in order to meet funding and support requirements.
Action: STC 3.2.2.2 Conduct audits regularly to ensure compliance with all
standards, funding and support requirements are being met.
Completed 100%
Annual Comment
A new Policy Statement Register was completed in June to comply with the new Aged Care Quality Standards and an
audit will occur at a time convenient to the Aged Care Quality and Safety Commission. Many practical exercises have
taken place in the Life Choices - Support Services team with the Direct Support Team performing particularly well and
demonstrating a strong understanding of the new Standards and their implementation.
Third Party Verification took place against the National Disability Insurance Scheme (NDIS) Practice Standards and
some corrective actions are required to meet these standards. These actions are being worked on by a small working
party and good progress is being made.
STC 3.2.3 Improve the quality and quantity of work completed by the Directorate of Infrastructure Services
teams by holding them accountable.
Action: STC 3.2.3.2 Improve the quality and quantity of work being
completed by the Infrastructure Services department by holding work
teams accountable for their actions and including a new quality control
position within the Infrastructure Services staffing structure.
Completed 100%
Annual Comment
Staff non-performance is routinely addressed by appropriate disciplinary action. Resources have been allocated to allow
staff to use initiative to complete projects in a proper manner, and staff are commended for quality workmanship as
appropriate.
Action: STC 3.2.3.3 The operations of council plant and fleet is monitored
using GPS enabled vehicle tracking equipment.
Not Progressing 0%
Annual Comment
This initiative was not implemented due to workload resulting from staff changeover.
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STC 4:Improve communication within the organisation.
STC 4.1 Promote effective interdepartmental communication.
STC 4.1.1 Improve ICT services with a focus on effective communication, e.g. new Intranet, IP telephone
system, etc.
Action: STC 4.1.1.2 Finalise the purchase and deployment of Council's new
IP telephone / communications system. (ICT Strategic Plan)
Completed 100%
Annual Comment
Council has purchased all required licencing for the new Internet Protocol (IP) telephone system. Handsets have been
purchased and installed at all worksites. The migration of all existing Telstra CustomNet services has been completed,
initially to a temporary diversion platform and then to the Microsoft Calling for Office 365 platform. Testing and
troubleshooting have been completed and the system is working. Further refinements will be made in the coming year.
STC 4.1.2 Ensure that adequate emphasis is placed on communication skills when recruiting for new staff.
Action: STC 4.1.2.2 Align communication skills / behaviours with
recruitment and selection processes to support the selection of new staff
who have communication skills that meet or exceed requirements for the
positions applied for. Implement those actions from the Workforce Plan
that enhance effective communication. (Workforce Plan)
Completed 100%
Annual Comment
Council's recruitment program has been progressively updated and continues to be updated to address this item, taking
advantage of new technology as it becomes available, for example, online skill assessments to ensure a good job match.
Council has also purchased the Scout Talent cloud-based recruitment system, which will be implemented from July 2019
onward, bringing further improvements to the recruitment process.
STC 5:Optimise the use of Council’s main administrative buildings.
STC 5.1 Explore options relating to the potential consolidation of the administration offices
and the redevelopment of the Town Hall.
STC 5.1.1 Investigate the upgrade and refurbishment of the Town Hall, maximising the existing office space
and the potential of co-locating the Church Street Office to the Town Hall Office.
Action: STC 5.1.1.2 Engage external consultants to formalise detailed Plans
to refurbish the Town Hall Offices to enable co-location of the Church
Street Office staff within Town Hall, in conjunction with STC 5.1.4.2 below.
Completed 100%
Annual Comment
Tender documentation has been completed for the refurbishment of the Town Hall. A report will be prepared to go to
Council meeting in April. This project was deferred by Council subject to other alternative office spaces being available.