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DRAFT ANNUAL BUSINESS PLAN

2008/2009

To be read in conjunction with draft 2008/2009 Budget

And Volume 2 – Draft Annual Business Plan 2008/2009

DRAFT _ Annual Business Plan2008/2009

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INDEX

Page

1. Introduction 4

2. Rural City of Murray Bridge in Context 10

3. Our Future – Rural City of Murray Bridge Strategic 11Management Plan 2005-2010Community VisionCommunity ValuesCouncil’s Corporate ValuesCouncil DeliverablesBroader Indicators of Well Being

4. Significant Influences & Priorities 18External InfluencesInternal Influences

5. Continuing Services 20

6. Project Priorities for the Year 22

7. Measuring Performance 24Growth ManagementInfrastructure ProvisionCommunity Planning & FacilitiesEnvironmental ImprovementsIncome Generation

8. Funding of Business Plan & What it means for Rates 26Outcomes & Financial ImpactsOverall Cash flow SummaryOther sources of revenue for the CouncilImpact on Council’s financial positionSummary of Rating ImpactBorrowings & Other Generating Strategies

9. Financial Plan 34


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10. Council’s Rating Structure 35Valuation MethodDifferential General Rates & Community Equity IssuesSeparate Rates, Service Charges & Service RatesMinimum AmountSeparate Rates – Town Centre Including Central Business AreaPensioner Concessions/State Senior Concessions/Other ConcessionsLate Payment of RatesRemission and Postponement of RatesRebate of RatesSale of Land for Non Payment of RatesRate Capping – General & PensionerPostponement of rates - Seniors

PLEASE REFER TO VOLUME 2 for

Glossary

Appendices

A Kerb side recycling proposal from 2008/2009. Council report 133.2.1 to Council meeting 14 May 2007

B Rubbish Bin Allocation and Charges – report 349.2.6 to Council 29 January 2008

C Strategic Management Plan – update December 2007


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1. INTRODUCTION

The Draft Annual Business Plan is to be read in conjunction with the draft 2008/2009 budget.

The Rural City of Murray Bridge

welcomes community input and comment

by 5 pm Friday, 23 May 2008

and

Attendance at a Public Hearing at

7 pm Monday, 2 June 2008

(please register your interest to be heard

with our Customer Service team on 85391100

or in writing by 23 May 2008)

The Annual Business Plan sets out the Council’s proposed services, programs and projects for

2008-2009. It aims to maintain efficient services for the community and continue progress

towards the longer term objectives for the Rural City of Murray Bridge set out in the Rural City of

Murray Bridge Strategic Management Plan 2005/2010. This Plan was adopted by Council at its

Council meeting on 26 September, 2005 following extensive community consultation.

Specific objectives for the year are proposed which are consistent with Council’s draft Long Term

Financial Plan and draft Asset & Infrastructure Management Plan to ensure the long term

sustainability of Council’s financial performance and position. Council’s 10 year draft financial plan

will be completed by August 2008, upon subsequent completion of its 10 year Asset &

Infrastructure Maintenance Plan.

The Rural City of Murray Bridge’s Strategic Management Plan 2005/2010 provides the context for

Council in delivering outcomes to the community over the coming years. Achieving the Community

Vision is an exciting challenge and with the Council and community working together, we have the

power to create our future and continue to build a vibrant, healthy, sustainable and enterprising

community.


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In February 2005, following consultation with the public and State Government, feedback received

saw the Local Government Association commission an Independent Inquiry into the Financial

Sustainability of Local Government. The Inquiry’s independent advisers, using Grants

Commission data, rated the Rural City of Murray Bridge in Category 3 – sustainable with a very

moderate margin of comfort.

Council’s annual business planning process is an opportunity for Council to reassess its position

relative to the needs of present and future communities within the Council area. These needs

include: maintaining and improving the management of major infrastructure assets; providing

community support programs; maintaining and improving open space; improving the community’s

access to information; building a strong economy and maintaining our natural resources.

A balance is required between

delivering community outcomes

and maintaining financial sustainability.

Council wishes to engage and build a future with the Community that meets the aspirations

expressed in the Strategic Management Plan. To advance this aim Council is seeking the

community’s view on its rating proposal and level of service improvements to be incorporated into

the Annual Business Plan for 2008/2009.

The Rating proposal is:

1. As published last year, Council proposes over a 10 year period an increase (each year) in

rates across all land use categories of CPI + 2%, ie for 2008/2009 a 5.5% rate increment on

average (note this will vary from property to property depending on fluctuation in valuations).

The 2008/2009 budget has assumed CPI of 3.5%. Given recent rises in CPI Council will

need to monitor any further increases in coming months possibly leading to an increment on

the 5.5% rate proposal – when the final budget is adopted.


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2. Additional rate revenue via economic growth, predicted for 2008/09 at 2%.

3. Maintenance of a differential rating system, based on Council’s Rate Review in 2005,

The rating proposal which was adopted after Community Consultation in 2005 amended the

differentials by land use category as below:

a. Residential 0 (base)

b. Commercial +60%

c. Industrial +40%

d. Primary Production -16%

e. Vacant Land +30%

The major change in the above was Commercial being reduced from +72% to +60%

with the other sectors intended to accommodate the difference in proportion.

As the various categories of land use have moved in different proportions the

differentials have marginally changed.

It is Council’s intention to rate according to the above differentials in 2008/2009 and

beyond.

4. A minimum rate of $633 (5.5% increment)

5. Service rates and service charges for Riverglen and Woodlane septic tanks effluent disposal

and water supply to be set at a ‘sustainable rate’ to provide and maintain this service. The

new structure has a fixed rate for each property that allows for the renewal or replacement of

infrastructure over the life of the scheme plus a service charge that distributes the operational

costs proportionately based on Valuation SA capital valuations, which on an average value of

$225,000 means:

an increase of $350 for Woodlane properties, plus SA Water consumption rates

expected to be $1.65/kl (as discussed with ratepayers at a recent public meeting in

March 2008 with Council accessing water from the SA Water network instead of the

current method)

an increase of $495 for Riverglen properties


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an increase of $250 for marina berths

to ensure the continued servicing of the properties. The new sustainable charges are based

on thorough research including a state wide audit of STEDS and a detailed report from

Council’s specialist consultants. Improved maintenance procedures will ensure a quality

service to users.

6. Separate levy for Natural Resource Management Levy – collection of Levy for State

Government – this is not a Local Government levy.

7. Service charge of $50 per new bin for properties needing a new bin.

8. Introduction of a service charge and/or service rate for a fortnightly kerb side recycling

program during 2008/2009 (possibly as of 1 January 2009) at an estimated cost between $55

to $65 per annum - as was indicated during Council wide public consultation in January 2007

(see Council report 133.2.1 to Council meeting of 14 May, 2007, attached as appendix A –

refer Volume 2). We envisage a lower cost will be achievable by identifying and factoring in

savings to the cost of land filling these recyclables which is a cost that has been borne by the

ratepayer in the past. The charge for the first year (2008/09) will be half the expected annual

charge due to the service coming into effect half way through the financial year. To maximise

the effectiveness of the communities waste recycling efforts, Council also wishes to explore

the introduction of a third green waste bin service. The third bin will allow residents to

dispose of green waste such as prunings, lawn clippings and even potentially food scraps

that will be then composted. This service will also be provided on a fortnightly basis and will

cost between an additional $35 - $45. Again Council has identified savings to landfill costs

as a result of diverting green waste from this stream and factored them into the service

charge proposed.

9. Introduction of a new policy for those properties that wish to have additional bins eg for larger

families or businesses. A policy of Council was adopted on 29 January, 2008 and set in

place a ‘fee for service’ approach allowing additional bins to be provided for an annual fee

(see Appendix B – refer Volume 2)

Based on Council’s draft 10 year Financial Plan it is proposed to introduce a rating policy that

enables increased rates each year for 10 years based on the CPI + 2% growth model in order for


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Council to continue to deliver it services in line with its Strategic Management Plan and to manage

Council debt policy (see section 8 of this Plan).

Residential Rates Estimations to 2017/2018

Capital Financial Year

Value 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

150,000 779 822 867 915 966 1,019 1,075 1,134 1,196 1,262 1,331

200,000 1,039 1,096 1,157 1,220 1,287 1,358 1,433 1,512 1,595 1,683 1,775

250,000 1,299 1,370 1,446 1,525 1,609 1,698 1,791 1,890 1,994 2,103 2,219

300,000 1,559 1,645 1,735 1,830 1,931 2,037 2,149 2,268 2,392 2,524 2,663

350,000 1,819 1,919 2,024 2,135 2,253 2,377 2,508 2,645 2,791 2,944 3,106

400,000 2,078 2,193 2,313 2,441 2,575 2,716 2,866 3,023 3,190 3,365 3,550

450,000 2,338 2,467 2,602 2,746 2,897 3,056 3,224 3,401 3,588 3,786 3,994

500,000 2,598 2,741 2,892 3,051 3,218 3,395 3,582 3,779 3,987 4,206 4,438

550,000 2,858 3,015 3,181 3,356 3,540 3,735 3,940 4,157 4,386 4,627 4,882

600,000 3,118 3,289 3,470 3,661 3,862 4,075 4,299 4,535 4,785 5,048 5,325

650,000 3,377 3,563 3,759 3,966 4,184 4,414 4,657 4,913 5,183 5,468 5,769

700,000 3,637 3,837 4,048 4,271 4,506 4,754 5,015 5,291 5,582 5,889 6,213

750,000 3,897 4,111 4,337 4,576 4,828 5,093 5,373 5,669 5,981 6,310 6,657

800,000 4,157 4,385 4,627 4,881 5,150 5,433 5,732 6,047 6,379 6,730 7,100

The rating options reflect the cost pressures that the Rural City of Murray Bridge faces as

evidenced by a Local Government Price Index (LGPI) from December 2005 to December 2006 of

4% compared to an Adelaide CPI of 3.5% for the corresponding period. The index is a measure of

the inflationary effect of price changes in the Local Government.

With changing community needs and other external influences impacting on the community there

is a need for Council to consider how to plan for the longer term. These rate increases will enable


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further progress towards the achievement of the objectives set out in Council’s Strategic

Management Plan whilst maintaining service levels and a significant capital expenditure program.

Council cannot reach the goals in isolation. We will also use our resources efficiently by

collaborating with other sectors of the community and spheres of government to maximise benefits

for our communities. We must find a balance in our decision making between social, cultural,

economic and environmental issues to ensure our Rural City and district are healthy, now and in

the future.


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2. RURAL CITY OF MURRAY BRIDGE IN CONTEXT

The Council area is extensive, yet strategically located east of the Adelaide Hills with ready access

to Adelaide via the South Eastern Freeway. A key feature of the Council area is the River Murray

Valley, which divides the area in two.

As a major agricultural district, the Council area supports irrigated horticulture and dairying along

the River Murray and cropping and intensive animal keeping throughout the rural areas. Industry

including a range of primary and secondary industries is clustered around Murray Bridge and

Monarto and significant opportunity exists for the area to expand outside of metropolitan Adelaide.

The City of Murray Bridge is the Regional Centre of the Murraylands Region. In addition Murray

Bridge services parts of the Adelaide Hills and Fleurieu Regions. A bustling vibrant regional

centre, Murray Bridge offers a wide range of facilities and services to the local and regional

community.

The townships of Callington, Jervois, Monarto, Mypolonga and Wellington provide for a diversity of

housing and community support services. The Council area has a rich heritage and has excellent

National transport infrastructure with respect to road and rail access to the eastern states. The

Monarto Zoological Park is a key tourist attraction, whilst water based activities and house boating

on the River Murray are key attractions for locals and visitors to the area.

Strong economic growth, low unemployment levels, high levels of accessibility, together with

heritage character and amenity continue to drive population growth of around 3% per annum.


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3. OUR FUTURE – RURAL CITY OF MURRAY BRIDGE STRATEGIC MANAGEMENT

PLAN 2005/2010

Many of the challenges in the future are not readily foreseen today. How will the Council and the

community support an ageing population, support the creation of new job opportunities, prepare for

the impacts of climate change, and ensure that our drainage, footpath and road infrastructure

meets the needs of the community for the future?

These questions and others are important to ask and to consider how Council will provide for the

range of services the community will need into the future. Continuing a commitment to taking a

longer-term approach to strategic and financial planning will assist in the achievement of the

Community Vision.

The Rural City of Murray Bridge Strategic Management Plan 2005/2010 provides the context for

delivering outcomes to the community over the coming years. It is the key document for

articulating Council’s contribution to the Community Vision, identifying Council’s Corporate Vision

and setting out the high level direction of the Rural City of Murray Bridge over the years ahead.

Supported by other major management plans (including the draft Asset and Financial Management

Plan and the draft Long Term Financial Plan), Stormwater Management Plan 2007, Urban Growth

& Riverfront Reserve Management Plan 2007, Infrastructure Master Plan 2000 and Murraylands

Regional Development Board Strategic Plan 2006, provides the blue print for addressing our long

term objectives.

Community Vision

The Community Vision statement within the Rural City of Murray Bridge 2005/2010 has been

formed from extensive consultation with the community, the private and public partners, elected

members and staff and reflects the essence of what people’s aspirations are for the future of the

district.

Underpinning Council’s Strategic Management Plan is the ambition to continue to provide the full

range of current functions and services:


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‘BRIDGE TO OPPORTUNITY’

‘A great place to live, work and enjoy, featuring:

A strong community pride and a welcoming community;

Enhanced natural environments, conserved heritage and cultural diversity;

Thriving and quality rural, industry, business and tourism sectors;

Well planned opportunities for growth, employment and quality of life;

and

Strong levels of interdependence and interaction with the broader Murraylands community.’

Council’s 20 year vision is derived from discussions with the local community about what the

community values and comprehension of the exciting growth opportunities that lie ahead.

Having listened to the local community, Council sees its role as a significant driver of opportunities

that enhance quality of life and deliver community aspirations.

Council’s Strategic Management Plan has been prepared with commitment to the following values.

Community Values

The River, wildlife and the natural features;

Rural lifestyle and rural setting;

Open space and room to move;

Climate, good weather and clean air;

Choice and diversity of the area;

Community pride and supportive community life;

Friendly, positive and welcoming people;

Economic diversity and employment opportunities;

Fairness, safety, access and equity;

Community facilities - parks, sportsgrounds and shopping;

Murray Bridge, the hub of the Murraylands Region; and

Accessibility to Adelaide & the River


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Council’s Corporate Values

Forward thinking, well considered and planned approach;

Open, accountable and responsive to community aspirations;

Integrated communication and consultation processes;

Partnership with residents, business people, community groups and other levels of

government;

Respecting it’s indigenous and multicultural heritage;

Fostering the work of volunteers;

Respecting and valuing the roles of Elected Members and Council staff;

Being an employer of choice;

Commitment to continual improvement and making things happen; and

Providing a safe and appropriate work environment.

Employees involved in the Local Government Management Challenge

These values are best maintained and enhanced through Council and State leadership and active

engagement with the private sector and community. The Strategic Management Plan is not written

in stone but is an evolutionary document that will be regularly reviewed and measured by Council

in consultation with the community. The strategic priorities and actions that follow respect these

values and will, in time, deliver Council’s vision. The Strategic Management Plan will be regularly

reviewed.


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The five (5) key strategic priorities include:

Growth management

Infrastructure Provision

Community Planning & Facilities

Environmental Improvements

Income Generation

Key activities are outlined for each of the 5 Strategic priorities. Further to the key actions of the

Strategic Management Plan established “Measures of Performance” for 2005-2010. The actions

and performance are outlined in Section 7 of the Plan.

Council will annually review the strategic priorities and actions to monitor performance against

internal and external measures. In addition, a range of internal measures will monitor the 5-year

Financial Plan. The following represent key measures of performance to the Year 2010.

Council Deliverables

A Growth Plan and Plan Amendment Reports which are in place and form the basis of all

major urban growth and key infrastructure decisions – Urban Growth Plan adopted by

Council on 13 August 2007 (report no 219.4.3)

Primary Industries PAR authorized on and now being implemented via a series of

Development Plan amendments and facilitating quality development.

Resolution of Aboriginal Heritage negotiations between Council and Ngarrindjeri

Community (key partnerships and programs developed and formal legal agreement at

execution stage);

Optimisation of waste resource recovery at the Brinkley landfill site realized (to seek

commercial expressions of interest process commenced to identify best options for

provision of this service);


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Facilitation of development of Murray Bridge Railway Precinct (Council and Minister have

agreed to take land to the market place to seek private investor for tourism accommodation,

conference facilities and cultural and community development. Minister has engaged Land

Management Corporation to sell the land);

Three wetlands / storm water projects planned and completed along the River (Narooma

wetland proposed, Christian Road wetland completed, and others pending – budget

allocations/funding);

Facilitation of additional income generated by asset rationalization. Approximately $2.2

million dollars will be available in the Strategic Development Fund once all planned

settlements have occurred.

Continued access to the proportion of grants currently received (Sourced Ferries McDonald

Road $1.4m funding, CCTV $150,000, major storm water grants, Youth Centre $1 million;

Skate Park $150,000 with total grants for 07/08 at approximately $7.2 m and a budget in

2008/2009 of $9.3m.

Improved community library facility with increased membership (plans for new library

pending new South Terrace retail development for which tender process closed on 11 April

2008);

Active involvement in LGA forums, continued round table discussions and community

consultation (completed and ongoing);

A Website as a resource for the community (completed and ongoing);

Murray Bridge Stormwater Management Plan endorsed and implemented (10 year Plan to

complete $7m worth of priority 1 works forms part of this Plan – major investment with

grants sourced and borrowings used).

Drought Policy adopted – “Water We Care” and commencement of Murray Bridge

Integrated Water Management Plan to address ways of water recycling and water re-use.


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Major projects – working with Correctional Services Department on Prison Precinct

Development and Murray Bridge Racing Club on Equine Development Plan Amendment.

Broader Indicators of Well Being

Growth in resident numbers to 21,000 by 2010 (on target);

Construction of up to 1000 new dwellings by 2010, including a range of housing choices (on

target);

Affordable housing and short term rental accommodation (market driven, but council

working with private sector and Affordable Housing Unit re opportunities);

New visible investment in retail, commercial and industry (Rural Press site completed,

Adelaide Mushrooms at proposed grow out room stage, Australian Portable Camps,

Inghams Hatchery, AV Jennings at Stage 2 phase, Childcare, Murray Bridge Hospital,

South Terrace Retail Development; Tender process closed on 11 April 2008, Prison

precinct redevelopment at tender stage; Murray Bridge Racing Club Development Plan

Amendment underway, NRM Board offices complete; T&R Lagoon Road road closure and

cool rooms redevelopment process commenced; LMC engaged to sell Railway precinct for

5 star tourism accommodation, conference facilities and cultural and community

development. (refer Murraylands Regional Development Board Annual report at

www.murraylands.org.au for more details);

Growth in the number of small businesses in the Council area (refer above);

Unemployment maintained below National average.

Diverse opportunities for employment and training offered locally (via service providers,

business sector, job employment agencies, Murraylands Regional Development Board and

TAFE);


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Continued expansion of T&R Pastoral. (business plan & road closure options being

considered)

Commencement of a River corridor walking trail (long term target and further identified in

Dairy and Urban Growth Management Study);

Increased tourism visitation to the region (Murraylands now in Hall of Fame for major

tourism awards and high level of day trips as a destination); and

Heightened awareness and support for best practice water management (Drought strategy

adopted – see www.murraybridge.sa.gov.au and progressed plans with SA Water for new

waste treatment plant for Murray Bridge as part of their 5 year strategy and Council has

commenced its Integrated Waste Management Plan.

As part of these key goals and visions,

the Rural City of Murray Bridge

will continue to foster and promote the district as:

City Of Opportunity

Clean Green City

Innovative City

Multicultural City

Waterwise City


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4. SIGNIFICANT INFLUENCES AND PRIORITIES

EXTERNAL INFLUENCES

In preparing the Annual Business Plan 2008/2009 a number of external influences have been

taken into consideration as they are likely to impact on the services delivered by Council. These

include:

Local Government Price Index (4%)

Major increase in EPA Levy.

South Australia Strategic Plan – Creating Opportunity

Inter Government Agreements (eg Stormwater and Council 10 year stormwater priorities)

Interest Rate changes

Enterprise bargaining agreements which provides for wages and salary increments, both

budgeted increments.

Growth of the district and additional costs to service that growth

Regional Waste Management Plan

Increase in public liability insurance premiums

Fuel and Oil costs subject to fluctuation

Cost shifting of other levels of Government.

INTERNAL INFLUENCES

As well as external influences, there were also a number of internal influences that will impact on

the setting of the Annual Business Plan for 2008/2009.

These include:

Commitment to Major Partnership projects, such as sealing of Ferries McDonald Road

Infrastructure backlog (including roads, footpaths, stormwater, open space) identified and being

addressed.


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Asset Renewal Plan to upgrade Community Buildings – Disability and Disabled Access,

Asbestos Removal and Public Conveniences.

Community Grants Program expanded

Increased support for Volunteer program

Youth & Indigenous Program including a Youth Centre, Reconciliation Week and other

indigenous programs.

Strong push for Council to deliver on environmentally responsible and best practice waste

management and recycling services. Council has spent considerable time and effort with an

endeavour to provide a new kerbside recycling service at no additional cost to the Community.

However it is impossible to achieve this due to the sheer cost of setting up and running the

service and the limited cost offsets that are available (e.g. diversions from landfill).

Nevertheless, Council has factored in these savings and built them into the proposed charge

between $55 to $65 for the kerbside recycling. The service remains an important objective in

Councils plans to deliver environmentally responsible waste management services and to

introduce the service will come at an additional cost to the ratepayer or alternatively a cut in

other services within a community which in itself is growing and demanding growth in ‘existing’

services. Simply, a major new Kerbside Recycling Service must come at a cost and cannot be

provided free of charge if we are to take responsibility as a community for the future of our

environment and the future of the planet.


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5. CONTINUING SERVICES

All Councils have basic responsibilities under the Local Government Act (1999) and other relevant

legislation. These include:

Regulatory activities eg supporting the elected Council.

Determining long term strategic management plans for the Rural City, preparing annual

business plans and budgets and setting rates;

Management of basic infrastructure including roads, footpaths, parks, public open space, street

lighting and stormwater drainage;

Street cleaning and rubbish collection;

Development planning and control, including building safety assessment

Various environmental health services

Inspectorial services (eg parking control, animal management)

The full range of Council services includes:

CHIEF EXECUTIVE OFFICER – David Altmann

Governance

Public functions

Elected Members

Human Resources

Strategic Planning

Economic Development

Lerwin Manager – Reg Budarick

Lerwin Nursing Home

Aged Care/HACC

Commonwealth respite care

Veterans Home Care

Murray Mallee Aged Care


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Corporate & Community Services – Manager - Kym Miller

Finance/Rates & Property

Information Technology

Customer service

Asset Management

Swimming Pool

Community & Cultural Development

Youth & Indigenous

Accessibility Projects

Crime Prevention

Town Hall & other halls

Regional Art Gallery

Library

Tourism & Marketing

Visitor Information Centre

Development & Environment Services Manager – Gloria Booker

Dog control

By-law management

Public & Environment Health

Immunization

Planning

Building Services Parking Management

Infrastructure & Technical Services Manager – Martin Waddington

Cemeteries

Public Conveniences

Street cleaning

Street lighting

Murray Darling Officer

Environmental projects

Parks & Gardens

Sport & Recreation

Road construction

Road maintenance

Stormwater drainage

Plant operations

Depot operations

Engineering

Vandalism control

STEDs/CWMS

Garbage Collection

Landfill

GIS


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6. PROJECT PRIORITIES FOR THE YEAR

The Annual Business Plan 2008/2009 comprises a number of proposed projects to contribute to

the achievement of the Rural City of Murray Bridge Strategic Management Plan 2005/2010. These

include major infrastructure projects, community projects and service improvements.

The development and delivery of the projects is continued through the

Finalisation of Adelaide Road beautification

Youth Centre

Further infrastructure upgrading of Sturt Reserve

10 year stormwater management program

Increase of funding to rural roads, general road maintenance and reconstructions.

Increase of funding for Council building maintenance.

Major events

The renewal of Council’s assets continues to be a focus, with a forecast spend of $7.1m on capital

items in 2008/2009 compared to depreciation of $4.3m. The draft Long Term Financial Plan also

provides for significant renewals in future years to ensure Council is maintaining its asset base.

This is however reliant on rate increments, as detailed in section 8 of this Plan and Council long

term borrowing program detailed in section 8 of this Plan.

A number of further service improvements are proposed for 2008/2009 under the headings of:

New kerbside recycling program – a 3 bin service

Smaller townships community consultation and community plan project.

Ongoing delivery of Nursing Home and Home and Community Care programs.

Ongoing delivery of Crime Prevention programs, pending success of grants.

CCTV security camera project, Sturt Reserve, following success of grant.

Urban Growth, Riverfront Reserve, Mobilong Prison, Dairy land use studies – long term

strategic planning.

Promotion of economic growth, such as Murray Bridge Race Course redevelopment project.

Town hall and Sixth Street upgrading following feasibility study – to adopt and look for funding

opportunities.

New Community library fit out


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Four strategic projects have been identified for achievement over the next ten years, in addition to

a suite of smaller projects. Each of the four projects has been identified in Council’s Strategic

Management Plan 2005-2010 as a high priority.

The four projects identified include:

Library Project- development of a new library complex. Pending redevelopment of South

Terrace precinct and private sector investment. Estimated cost $4m. Tender process closed

on 4 April 2008. Decision imminent.

Town Hall Project- refurbishment of the Town Hall to provide community and civic functions

and allowing for integration with the Regional Art Gallery to provide a civic and tourist hub.

This project is likely to cost in excess of $6 million and is pending the outcome of the Town

Hall feasibility and business plan being public consultation being undertaken between 7 April

and 30 May 2008

Railway Land Project – Council and Minister have agreed to take land to the market place

to seek private investor for tourism accommodation, conference facilities and cultural and

community development; Land Management Corporation engaged.

Recreational and Sporting Hub- development of a regional recreational and sporting

complex providing shared facilities across a wide range of community sports and activities

and seeking private sector interest. Council resolved on 25 February 2008 (item 377.6) to

undertake a full business case of potential need for open space and recreational need for its

growing community (that is, does enough open space exist to cater for our future needs). It

is likely that such a study will cost up to $90K and is contingent on Council sourcing grant

funds for such, as sufficient funds are not available in the proposed budgets.

Funding of the four projects will be dependant on several factors including:

Success securing partial funding from external sources;

Ability to restructure selected assets

Ability to access the strategic development fund or other funding options.

Opportunities for joint ventures, Public Private Partnerships and naming rights (where

appropriate).


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7. MEASURING PERFORMANCE

Measuring performance is critical to ensuring that Council is contributing to the achievement of the

Strategic Management Plan. This measurement was undertaken by Council at its 23 January,

2006 meeting

1 – GROWTH MANAGEMENT

The population of the Council area in 2005 was 18,000; this is expected to increase to more than

30,000 by 2025. Council proposes an era of planned and coordinated development that supports

existing and new businesses, creates employment opportunities, protects rural production areas

and provides for residential and industrial growth in response to this growth pressure. Council

considers that economic growth and urban growth within Murray Bridge and other townships, will

assist and provide, overtime, the base and financial capacity needed to sustain essential

infrastructure, environmental programs, commercial development, and community services and

facilities.

2 – INFRASTRUCTURE PROVISION

Council acknowledges the need to provide the necessary infrastructure to achieve urban growth

within Murray Bridge and other townships. Council will be a party to the planning and staging of

most infrastructure works, as growth will be adversely affected unless appropriate infrastructure

is in place.

3 – COMMUNITY PLANNING & FACILITIES

Council endeavours to provide services and facilities that support the civic, cultural, recreational,

business and social aspirations of the community. These aspirations include providing for the

disabled, ageing, youth, cultural needs, and other social planning matters.

4 – ENVIRONMENTAL IMPROVEMENTS

Council endeavours to provide for the needs of communities within Murray Bridge and other

townships and settlements within the Council area. A range of programs are planned to improve

and enhance the character and amenity of townships within the Council area.


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5 – INCOME GENERATION

Rate revenue alone cannot fund the strategic priorities and other methods of generating income

will need to be found. Income can be generated a number of ways including through growth,

asset restructuring, joint ventures, public private partnerships and naming rights (where

appropriate), funds generation, grants and debt funding.

Council will investigate the most appropriate funding options to assist in the delivery of the

desired actions and vision in line with Council’s Consultation Policy.

The table annexed as part of Appendix C (refer volume 2) highlights the level of performance, and

generally shows an accelerated level of achievement against the targets set.


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8. FUNDING OF BUSINESS PLAN & WHAT IT MEANS FOR RATES

Council resolved at its meeting on 28 April 2008 to set a framework for the Annual Business Plan

2008-2009 to ensure a balance is achieved between the provision of services to the community

and the long term financial sustainability of the Council.

The framework adopted by Council for preparing the Budget and Annual Business Plan 2008-2009

includes the following guidelines:

a. Supports the achievement of Murray Bridge Strategic Management Plan.

b. Continue to improve the maintenance of assets.

c. Maintain existing services

d. Ensure Council has the capacity to fund identified major projects.

e. Review efficiency of service delivery and identified cost savings and efficiency and productivity

gains.

f. Rating Policy regarding rate increments of CPI +2% plus growth to maintain current services

and continue to improve assets.

g. Reduce its operating deficit and better fund depreciation.

h. Borrow $2.0m dollars and to allocate funds from land sales, decision to use Strategic

Development Fund and accumulated reserves on a needs basis.

i. Continue to source grants where possible for new projects.

j. Continue initiatives to oppose the “State Government” in cost shifting services to Local

Government.

The Annual Business Plan is based on a 5.5% (CPI +2%) average rate increment, plus growth of

2%). Given recent rises in CPI Council will need to monitor any further increases in coming

months possibly leading to an increment in the 5.5% rate proposal – when the final budget is

adopted.

Whilst the 2008/09 Annual Business Plan has been prepared on the basis of constraint, it is

acknowledged that the Council still needs to fund community and organisational initiatives if it is to

meet the objectives contained in the Strategic Management Plan and draft Asset Management

Plan. Recent years have focussed on achieving balanced cash but this has led to an operating

deficit in the past and it is a key goal to reduce this in 2008/2009 and beyond.


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The following is a summary of the key Annual Business Plan outcomes and financial impacts for

2008/09:-

RURAL CITY OF MURRAY BRIDGE

DRAFT BUDGET 2008/2009

Reconciliation of Cashflow to Operational Summary

Orig Budget

2007/2008

Draft Budget

2008/2009

“Cash” Surplus/(Deficit) 79,535 20,193

Add:

Capital Purchases 5,740,936 8,426,664

Principal Repayments 762,687 854,300

6,503,623 9,280,964

Less:

Loan Drawdowns 1,750,000 2,000,000

Transfers from Reserves 1,107,300 84,450

Sale of Plant & Equipment – Book Value 0 350,000

Capital Grants 843,473 2,432,196

Other Capital Inflows 55,392 60,000

3,756,165 4,926,646

Net Operating Surplus/(Deficit) before Depreciation 2,826,993 4,374,511

Less:

Depreciation 3,569,000 4,250,000

Net Operating Surplus/(Deficit) (742,007) 124,511

Provision for kerbside recycling (3 bin proposal) as a service charge as of 1 January 2009, cost

depending on final tender contract price but in the vicinity of $55-$65 for the recyclable service and

$35 - $45 for the Green waste service

Continuation of a long term Community Facilities Renewal Program incorporating asbestos

removal, disability and disabled access facilities and upgrade of Council’s public toilet facilities.


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The Council’s revenue in 2008/2009 includes $12,483,300 proposed to be raised in general rates.

A growth rate of 2% is forecast for 2008/2009 and has been applied to rate revenue estimates.

Growth is predominantly the result of new housing industry, commercial, retail, service sector and

agricultural growth.

Other sources of revenue for the Council include:

User pay charges set by Council – Relate mainly to the recovery of service delivery costs through

the charging of fees to users of Council’s services. These include charges for the use of Council’s

community facilities, swimming pool admission and the like.

Statutory charges set by State Government – relate mainly to fees and fines levied in accordance

with legislation and include development application fees, health and registrations and parking

fines.

Grants and Subsidies – grants include all monies received from State and Federal sources for the

purpose of funding the delivery of Council’s services to ratepayers and for the funding of the capital

works program.

Impact on Council’s Financial Position

In order to address the backlog of identified expenditure required to adequately maintain and

upgrade existing infrastructure and other community assets, the 2008/2009 financial year is the

first in a structured 10 year plan.

After taking into account ongoing operational activities it is envisaged that capital expenditure of

$7.1 will be undertaken.

This expenditure will predominantly be funded through operational revenues as well as $2m in

borrowings and potential options to allocate accumulated reserves.


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Council is also proposing a Rate model to further support projects that will advance the delivery of

the Strategic Management Plan including:

1. An increase in rates across all land use categories of CPI + 2%, ie for 2008/2009 a 5.5% rate

increment on average (note this will vary from property to property depending on fluctuation

in valuations). The 2008/2009 budget has assumed CPI of 3.5%. Given recent rises in CPI

Council will need to monitor any further increases in coming months possibly leading to an

increment on the 5.5% rate proposal – when the final budget is adopted

2. Additional rate revenue via economic growth, predicted for 2008/2009 at 2%.

3. Maintenance of a differential rating system, based on Council’s Rate Review in 2005.

a. The rating proposal which was adopted after Community Consultation in 2005

amended the differentials by land use category as below:

a. Residential 0 (base)

b. Commercial +60%

c. Industrial +40%

d. Primary Production -16%

e. Vacant Land +30%

b. The major change in the above was Commercial being reduced from +72% to +60%

with the other sectors intended to accommodate the difference in proportion.

c. As the various categories of land use have moved in different proportions the

differentials have marginally changed.

d. It is Council’s intention to rate according to the above differentials in 2008/2009 and

beyond.

4. A minimum rate of $633 (5.5% increment)

10. Service rates and service charges for Riverglen and Woodlane septic tanks effluent disposal

and water supply to be set at a ‘sustainable rate’ to provide and maintain this service. The


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new structure has a fixed rate for each property that allows for the renewal or replacement of

infrastructure over the life of the scheme plus a service charge that distributes the operational

costs proportionately based on Valuation SA capital valuations, which on an average value of

$225,000 means:

an increase of $350 for Woodlane properties, plus SA Water consumption rates

expected to be $1.65/kl (as discussed with ratepayers at a recent public meeting in

March 2008 with Council accessing water from the SA Water network instead of the

current method)

an increase of $495 for Riverglen properties

an increase of $250 for marina berths

to ensure the continued servicing of the properties. The new sustainable charges are based

on thorough research including a state wide audit of STEDS and a detailed report from

Council’s specialist consultants. Improved maintenance procedures will ensure a quality

service to users.

5. Separate levy for Natural Resource Management Levy – collection of Levy for State

Government – this is not a Local Government levy.

6. Service change of $50 per new bin for properties needing a new bin.

7. Introduction of a service charge for a fortnightly kerb side recycling program during

2008/2009 (possibly as of 1 January 2009) at an estimated cost between $55 to $65 per

annum - as was indicated during Council wide public consultation in January 2007 (see

Council report 133.2.1 to Council meeting of 14 May, 2007, attached as appendix A – refer

Volume 2). We envisage a lower cost will be achievable by identifying and factoring in

savings to the cost of land filling these recyclables which is a cost that has been borne by

the ratepayer in the past. The charge for the first year (2008/09) will be half the expected

annual charge due to the service coming into effect half way through the financial year. To

maximise the effectiveness of the communities waste recycling efforts, Council also wishes

to explore the introduction of a third green waste bin service. The third bin will allow

residents to dispose of green waste such as prunings, lawn clippings and even potentially

food scraps that will be then composted. This service will also be provided on a fortnightly

basis and will cost between an additional $35 - $45. Again Council has identified savings


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to landfill costs as a result of diverting green waste from this stream and factored them into

the service charge proposed.

8. Introduction of a new policy for those properties that wish to have additional bins eg for

larger families or businesses. A policy of Council was adopted on 29 January, 2008 and

set in place a ‘fee for service’ approach allowing additional bins to be provided for an

annual fee (see Appendix B – refer Volume 2)

Summary of rating impact

Residential Rates Estimations to 2017/2018

Capital Financial Year

Value 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

150,000 779 822 867 915 966 1,019 1,075 1,134 1,196 1,262 1,331

200,000 1,039 1,096 1,157 1,220 1,287 1,358 1,433 1,512 1,595 1,683 1,775

250,000 1,299 1,370 1,446 1,525 1,609 1,698 1,791 1,890 1,994 2,103 2,219

300,000 1,559 1,645 1,735 1,830 1,931 2,037 2,149 2,268 2,392 2,524 2,663

350,000 1,819 1,919 2,024 2,135 2,253 2,377 2,508 2,645 2,791 2,944 3,106

400,000 2,078 2,193 2,313 2,441 2,575 2,716 2,866 3,023 3,190 3,365 3,550

450,000 2,338 2,467 2,602 2,746 2,897 3,056 3,224 3,401 3,588 3,786 3,994

500,000 2,598 2,741 2,892 3,051 3,218 3,395 3,582 3,779 3,987 4,206 4,438

550,000 2,858 3,015 3,181 3,356 3,540 3,735 3,940 4,157 4,386 4,627 4,882

600,000 3,118 3,289 3,470 3,661 3,862 4,075 4,299 4,535 4,785 5,048 5,325

650,000 3,377 3,563 3,759 3,966 4,184 4,414 4,657 4,913 5,183 5,468 5,769

700,000 3,637 3,837 4,048 4,271 4,506 4,754 5,015 5,291 5,582 5,889 6,213

750,000 3,897 4,111 4,337 4,576 4,828 5,093 5,373 5,669 5,981 6,310 6,657

800,000 4,157 4,385 4,627 4,881 5,150 5,433 5,732 6,047 6,379 6,730 7,100


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BORROWINGS AND OTHER INCOME GENERATING STRATEGIES

As part of Council’s goal to fund asset renewal large backlog of asset renewal projects, there is the

need to utilise borrowings and savings, as follows, as to avoid an operating deficit:

It is proposed to borrow up to $2m (indexed) each year for 10 years. The debt servicing

ratio (interest and principal/net rate revenue) will remain within the 15%-20% range and is

considered to be a suitable level of borrowing for this period, provided other income and

cost efficiency strategies are also completed, which includes rates increments outlined,

growth and grants.

Use of Council’s Strategic Development Fund (savings) generated via Asset rationalisation.

It is acknowledged that, rate revenue alone cannot fund the strategic priorities and other methods

of generating income will need to be found.

Income can be generated a number of ways including through growth, asset restructuring, joint

ventures, public private partnerships and naming rights (where appropriate), funds generation,

grants and debt funding and fees & charges being increased.

Council has developed a number of long term strategies and policies to ensure the long-term

outlook to 2015/2016 is set in the context of a sound financial management framework.

For the years 2008/2009 to 2015/2016 these strategies and policies include:

Forward financial estimates;

Rating policy;

Borrowing policy

Repayments policy

Infrastructure strategy

Asset management strategy; and

Strategic development fund


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The long term strategies and policies have a strong alignment with Council’s strategic directions

and commitment to continue to provide the current range of core and non-core services to the

community.

The draft Financial Plan is based on the following directions:

Maintain core and non-core community services;

Reduce expenditure where possible;

Allocate money to match grants;

Factor in wages, salaries and staff resource levels

Factor in strategic projects

Restructure assets to align and achieve a series of strategic projects

Factor in a rate increase of CPI + 2% growth per annum

Factor in debt against infrastructure projects; and

Assume loan repayments being between 15% to 25% of net rate revenue and only used for

capital works not recurrent expenditure, with a maximum of 25% allowed if borrowed for a

suitability important project and where the project is expected to bring in an income stream

or be self funded.


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9. FINANCIAL PLAN

The following table provides a summary of net loan borrowings; total annual repayments and

percentage of net rate income used taken over a period of 20 years.

The anticipated growth in economic activity, development and population will result in a

significant increase in revenue and expenditure over the next ten years.

Clearly adjustments to the ten-year Financial Plan will be required over time with a rolling

review planned every 12 months.

BORROWING SUMMARY TO 2017/2018

Financial Year

2007/08 2008/09 2009/10 2010/11 2011/12

Interest Payments 1,084,739 854,300 964,718 1,066,228 1,157,760

Principal Repayments 762,687 705,541 817,904 947,714 1,087,503

Total Repayments 1,847,426 1,559,842 1,782,622 2,013,942 2,245,263

Net Rate Income 10,625,900 11,639,000 12,512,000 13,450,400 14,459,200

Percentage of Net Rate Income Used 17% 13% 14% 15% 16%

Interest Cost as a Percentage of Net Rate

Income

10% 7% 8% 8% 8%

Financial Year

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Interest Payments 1,239,025 1,311,461 1,375,369 1,426,257 1,463,657 1,491,035

Principal Repayments 1,209,477 1,281,806 1,449,219 1,629,651 1,756,463 1,926,318

Total Repayments 2,448,502 2,593,267 2,824,587 3,055,908 3,220,121 3,417,353

Net Rate Income 15,543,700 16,709,500 17,962,800 19,310,100 20,758,400 22,315,300

Percentage of Net Rate Income

Used

16% 16% 16% 16% 16% 15%

Interest Cost as a Percentage of Net

Rate Income

8% 8% 8% 7% 7% 7%


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10. COUNCIL’S RATING STRUCTURE

Valuation method

The Council may adopt one of three valuation methodologies to value the properties in its area.

They are:

Capital Value – the value of the land and all of the improvements on the land.

Site Value – the value of the land and any improvements which permanently affect the

amenity of use of the land, such as drainage works, but excluding the value of buildings

and other improvements.

Annual Value – a valuation of the rental potential of the property.

The Council has decided to continue to use capital value as the basis for valuing properties within

its Council area. The Council considers that this method of valuation provides the fairest method

of distributing the rate responsibility across all ratepayers on the following basis:

The equity principle of taxation requires that ratepayers of similar wealth pay similar taxes

and ratepayers of greater wealth pay more tax than ratepayers of lesser wealth.

Property value is a relatively good indicator of wealth and capital value, which closely

approximates the market value of a property, provides the best indicator of overall property

value’

The distribution of property values through the Council area is such that few residential

ratepayers will pay significantly more than the average rate per property.

Differential general rates and community equity issues

All land within a Council area, except for land specifically exempt (eg crown land, council occupied

and other land prescribed in the Local Government Act – refer Section 147 of the Act) is rateable.

The Local Government Act provides for a Council to raise revenue for the broad purposes of the

Council through the imposition of a single general rate or through differential general rates that

apply to all rateable properties within the Council area.

The Council has decided to continue to use a differential rating system this financial year, using

land use as the factor to apply differential rates. Council undertook a review of rating operations

available under the Local Government Act 1999 during the 2005 year and consulted extensively


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with the community on this issue and concluded that a differential rating system would improve the

equity in rate distribution across the community. The review included a comparison or rating

methods and rates by land use within the State.

Property values will increase or decrease over the district via Valuation SA’s annual valuation. The

values will also change when properties have been improved/redeveloped or where the land use

has changed (eg from residential to commercial). Valuations will be released in May 2008 and

will become effective on 1 July 2008. Council will establish the ‘rate in the dollar’ applicable to the

source rate income which is in line with the budget and the differential rating system outlined

earlier. In other words, Council will not generate any ‘windfall’ in rate income from any ‘overall’

property valuation increase. It is currently estimated that the income required from rates will be

$12,483,300 in 2008/2009. Growth of 2% for new economic development has been factored into

this rate estimate.

Separate Rates; Service Charges and Service Rates

The Council is required under the Natural Resources Management Act 2004 to fund the operations

of the Board. It does so by imposing a separate rate for all properties within the Council. The

Council is operating as a revenue collector for the Natural Resources Management Board in this

regard. It does not retain this revenue or determine how the revenue is spent. (refer item 6 pg 7)

A service rate and/or service charge is likely to be applied as of 1 January 2009 for the new

kerbside recycling program and green waste collection in three bin system. (refer item 8 pg 6)

Council will continue to provide a prescribed service for a single fee of $50 for a garbage collection

bin (refer item 7 pg 7) and provide an opportunity to access additional bins at an additional cost

(refer item 9 pg 7) – refer appendix B Volume 2.

A service rate/service charges for Riverglen and Woodlane septic tanks effluent disposal and water

supply to be set at a ‘sustainable rate’ to provide and maintain this service. (refer item 5 pg 5)


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Minimum amount

Where Council imposes a minimum rate (provided that it has not imposed a fixed charge), it must

not be applied to more than 35% of properties in the Council area. In 2006/2007 the minimum rate

was $572, in 2007/2008 it was $600 and in 2008/2009 it is will be $633. Where 2 or more

adjoining properties have the same owner and are occupied by the same occupier, only one

minimum rate is payable by the ratepayer.

Council imposes a minimum rate as it considered it is appropriate that all rateable properties make

a base level contribution to the cost of administering the Council’s activities and to the cost of

creating and maintaining the physical infrastructure that supports each property.

Separate Rates – Town Centre including Central Business Area

The Local Government Act provides that the revenue raised from a separate rate can only be

expended for the purposes for which it is raised. Council has established a separate rate for the

development and beautification of the Town Centre & Central Business defined areas and for

2008/2009 Council has set this rate at zero in its Annual Business Plan and Rating policy.

Pensioner Concessions/State Seniors Concessions/Other Concessions

An eligible pensioner may be entitled to a concession on their principal place of residence.

All pensioner concession applications are administered by the State Government.

Late Payment of Rates

The Local Government Act provides that Councils may impose a penalty of 2% by way of a fine on

any overdue liability for rates, whether payable by instalment or otherwise. A payment that

continues to be late is then charged a fine, per month, at the prescribed percentage of the amount

in arrears on the expiration of each month that it continues to be late. The prescribed percentage

is set by the Local Government Finance Authority.


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The purpose of this penalty is to act as a genuine deterrent to ratepayers who might otherwise fail

to pay their rates on time, to allow Councils to recover the administrative cost of following up

unpaid rates and to cover any interest costs the Council may incur as a result of the late payment.

Remission and Postponement of Rates

Section 182 of the Local Government Act permits the Council, on the application of a ratepayer, to

partially or wholly remit rates or to postpone rates, on the basis of hardship. Where Council is

satisfied that payment will cause hardship then appropriate arrangements will be made with the

ratepayer, ie, deferring or postponing of rates under strict criteria. Postponement of rates will be

granted only on the ratepayer’s principal place of residence.

Rebate of Rates

The Local Government Act 1999 requires Councils to rebate the rates payable on some land and

gives Council discretion to rebate rates in respect of Chapter 10 Division 5 (Sections 159 to 166)

for land used for certain purposes. This rebate will be available only when the applicant satisfies

the requirements of the Local Government Act. Specific provisions are made for land used for

health services, community services, religious purposes, public cemeteries, the Royal Zoological

Society and educational institutions. Rate rebates may be granted to various community groups or

organisations’ under Sections 161 & 166 of the Local Government Act 1999.

Sale of Land for Non Payment of Rates

Section 184 of the Local Government Act 1999 provides that a Council may sell any property

where the rates have been in arrears for three years or more, unless alternative arrangements

have been made with the ratepayer

Rate Capping - General & Pensioner

Council has introduced rate capping, obtainable by written application, under Section 166(1) of the

Local Government Act 1999–Discretionary Rebates of rates – which states that “A council may

grant a rebate of rates or service charges in any of the following cases (not being cases that fall

within a preceding provision of this Division) –


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(l) where the rebate is considered by council to be appropriate to provide relief against what

would otherwise amount to a substantial change in rates payable by a ratepayer due to a

change in the basis of valuation used for the purposes of rating, rapid changes in valuations,

or anomalies in valuations.”

This rebate may be granted for a period exceeding one year but not exceeding three years. Upon

written application, a ratepayer may be granted a rebate of the difference where the amount of

general rates imposed for the 2008/2009 financial year is greater than 25% (or if a pensioner

12.5%) over the amount of general rates payable for the 2007/2008 financial year.

Postponement of rates – Seniors

Application may be made to Council for a postponement of the payment of any amount or rates in

excess of $500.00, for the current or a future financial year by:

A ratepayer who holds a current State Seniors Card issued by the State Government,

(prescribed ratepayer) or the spouse of a prescribed ratepayer;

The rates are payable on the principal place of residence;

The land is owned by the prescribed ratepayer, or the prescribed ratepayer and his or her

spouse, and no other person has an interest, as owner, in the land.

Any rates which are postponed will become due and payable;

When the title to the land is transferred to another person; or

Failure to comply with a condition of postponement.

Interest will accrue on the amount postponed at the prescribed rate per month until the amount is

paid.

Postponement is available as a right and can only be refused when the applicant/s have less than

50% equity in the property.

Please refer to Volume 2 for the Glossary and the Appendices referred to in this document.

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