9.1 corporate management: integrated planning and reporting - presentation … · 2016. 11. 18. ·...

Glen Innes Severn Council – Open Ordinary Meeting – 25 August 2016

9.1 Corporate Management: Integrated Planning and Reporting - Presentation of End-of-Term Report

REPORT FROM: GENERAL MANAGER’S OFFICE Authors: Hein Basson - General Manager

Keith Appleby - Director of Infrastructure Services Graham Price - Director of Development, Planning and Regulatory Services Anna Watt - Director of Corporate and Community Services

ANNEXURES Annexure A Summary of the Progress against the four (4) year 2013-2017 Delivery

Program Annexure B Community Engagement Strategy

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Integrated Planning and

Reporting PURPOSE The purpose of this report is for Council to provide a progress report at the end of its term of office; outlining Council’s advancement in implementing its four (4) year Delivery Program as derived from the Community Strategic Plan 2013 – 2023. EXECUTIVE SUMMARY Council has made good progress with the implementation of the Integrated Planning and Reporting Framework (IPRF), and more specifically it’s Community Strategic Plan. It has been very effective in achieving the Social, Environmental, Economic and Civic Leadership objectives over the past four (4) years, not forgetting its achievement of being assessed as Fit For the Future by the Independent Pricing and Regulatory Tribunal (IPART). After the election in September 2012, the new Council revisited the Community Strategic Plan that was developed in 2011. This resulted in Council largely adopting the original Plan unchanged – because of the short timeframe since it had been developed, the thoroughness of the Plan, and the extent of community consultation that had been undertaken as part of its development. Council’s Delivery Program was then developed, based on the strategic objectives identified within the Community Strategic Plan. The key issues that were raised during the community engagement sessions were economic development, water security, roads improvement, environmental sustainability, swimming pool renewal, maintaining own autonomy/identity and continuous learning within the community. What has been achieved in regard to these issues, during the current term of Council, as well as other additional major achievements are discussed within the body of this report.

Council’s Community Engagement Strategy is a well developed, current document that was reviewed in March 2015. This has provided direction for Council with regards to appropriate and effective community engagement options in relation to the objectives of the Delivery Program.


Council has either fully addressed or set long term programs in place to meet each of these issues identified by the community. Water security, for example, has increased from a situation of being very exposed to drought, with just five (5) months of water supply in storage, to the present day drought-proof supply of 30 months after flow ceases in the Beardy Waters. BACKGROUND The Planning and Reporting Guidelines developed by the NSW Office of Local Government (OLG) makes provision for a report to be presented at the final meeting of an outgoing Council; dealing with the Council’s progress on the implementation of the Community Strategic Plan. This review needs to include the following:

A report from the outgoing Council on the implementation and effectiveness of the Community Strategic Plan in achieving its Social, Environmental, Economic and Civic Leadership objectives over the past four (4) years;

A review of the information that informed the original Community Strategic Plan;

A Community Engagement Strategy, as prescribed by the Local Government Act 1993.

The three (3) above-mentioned requirements will be addressed within this report. Council developed its first Community Strategic Plan in 2011 shortly after the introduction of the IPRF. The implementation of this Framework became mandatory for all NSW Councils in 2012. Council developed this Plan through extensive community consultation. It was conducted by means of surveys and engagement sessions; resulting in 772 people, or 8.8% of the population at the time, being involved. After this current Council had been elected in September 2012, it revisited the Community Strategic Plan. This resulted in Council largely adopting the original Plan unchanged – because of the short timeframe since it had been developed, the thoroughness of the Plan, and the extent of community consultation that had been undertaken as part of its development. Council’s Delivery Program was then developed, based on the strategic objectives identified within the Community Strategic Plan. As part of the community consultation that had been done, the following improvements were identified as being important (attracting a score of 10 or more): Community Living:

Bigger pool/indoor heated pool with gym and coffee shop (36);

Updated/new hospital (24);

More for young people to do (19);

Bigger skate park (13);

Train line (12);

Improved theatre/cinema (3D) (11). Environmental Stewardship:

Improved roads (84);

Water supply (35);


More parking in CBD (19);

Bigger and better parks/gardens (10). Prospering Community:

Shopping mall (81);

Subway (18);

More job opportunities (18);

Big W (17);

More health services (15);

Planning and encouragement for business (10). The Action Plan developed from the Community Strategic Plan addressed the quadruple bottom line considerations of Social, Environmental, Economic and Governance through the four (4) Strategic Outcome areas, i.e. Prospering Community, Community Living, Environmental Stewardship and Governance and Civic Leadership. It needs to be mentioned that a fifth Strategic Outcome area of Fit For the Future was added in 2015/16 to reflect and accommodate the array of financial indicators and benchmarks that Local Councils are expected to meet in order to be assessed as being financial sustainable. The key issues that the community raised during the community engagement sessions were economic development, water security, roads improvement, environmental sustainability, swimming pool renewal, maintaining own autonomy/identity, and continuous learning within the community. Economic Development was suggested to be improved by encouraging more businesses and industry to the area, encouraging increased participation in the workforce and building on what we already had. It was also identified that the implementation of the Glen Innes Central Business District (CBD) Master Plan would be a key step in enhancing our township and therefore its capability to attract more business and visitors. In response, Council would implement the Glen Innes CBD Master Plan, implement key areas of the Economic Development Strategy and proactively encourage new business, employment, tourism, and industry development. Water Security was suggested to be improved by looking at water conservation, total water management, storage, storm water and waste water. In response, Council would secure a long term water supply for Glen Innes and finalise the water supply upgrades at Deepwater, and has reviewed storm water drainage and total water and waste reticulation management through its Integrated Water Cycle Management Plan. Environmental Sustainability was suggested to be improved by continuing to maintain and look after our parks and open spaces, foster alternative energy sources, and encourage recycling and minimum waste to landfill. In response, Council would maintain its parks to set standards and conduct regular upgrades of parks infrastructure in a planned fashion. A new position of Environmental Officer was created. That role has seen an expansion of environmental projects across


the Local Government Area, increased participation with other organisations (such as Glenrac) and is increasing environmental awareness among Council staff. Roads Infrastructure Improvement was suggested to be improved through refined Asset Management Plans and planned programs for each financial year, with the aim to secure funding from the Federal Government to address some of the back log. In response, Council would implement the 10 year Asset Management Plan for capital works and proactively seek external funding. Recreation / Swimming Pool was suggested to be improved by investigating options that will meet with community concerns and budget constraints. In response, Council would review and develop a business case for the upgrade, or renewal and management, of Council’s pools. Continuous Learning was suggested to be improved by having accessible educational institutions and fostering a heritage and culturally rich community. In response, Council’s Library Learning Centre, TAFE, UNE and schools in the area would work in partnership with Council and the community to foster a learning community. Governance and Civic Leadership was suggested to be improved by lobbying to improved health services (hospital and mental health) and public transport, by providing transparent Government, and through the building of trust and communication. In response, Council would lobby other tiers of Government for a new or upgraded hospital and increased mental health services and public transport, and undertake a review of its services and functions as part of an overall approach to financial sustainability. The following organisational priorities are noted in the Community Strategic Plan 2013 - 2023: Maintaining financial sustainability This was achieved in a four (4) step process. Firstly, by implementing the 29 recommendations that came from the 2013 Promoting Better Practice Review conducted by the (then) Division of Local Government, now the OLG. The review had the intent of improving the viability and sustainability of Councils. Secondly, successful Financial Assessment review conducted by New South Wales Treasury Corporation (TCORP) allowing access to the Local Infrastructure Renewal Scheme (LIRS). Thirdly, as per the recommendation from TCORP, Council applied and was successful for a Special Rate Variation (SRV) that was implemented from 1 July 2014. Lastly, Council was declared Fit for the Future (FFF) in October 2015 by IPART. Council being declared financially sustainable also meant that it was a ‘stand-alone Council’ into the future, and avoiding amalgamation; ensuring Council could maintain its own autonomy/identity.


Reviewing services and functions Each year as part of the annual process of putting together the Operational Plan and Budget Council reviews all services and functions, as well as the organisational structure, and fees and charges, to ensure cost recovery; all of which are to ensure maximum value is received and working towards the goal of financial sustainability. Administration, Finance, Risk Management, Development and Planning, and Regulatory Services – Continuous Improvement Philosophy Continuous Improvement is the ongoing effort by Council to improve products, services and processes to provide excellence and added value to Council’s customers, staff and community. Council formalised its commitment to this by adopting a Continuous Improvement Policy and Continuous Improvement Plan in June 2016. Being an Employer of Choice – Attracting and Retaining Staff Council achieved this by growing Council’s capacity to deliver existing and future activities and functions, while also creating a welcoming, inclusive and engaged workplace that provides opportunities for up-skilling, cross-skilling, multi-skilling and retraining. Further, Council focuses on employee health and wellbeing and additional education. It is important to note that the Co-location of Council’s Administration Staff and Services – a major capital project was not carried over from the 2011-2021 Community Strategic Plan to the revised 2013-2023 Community Strategic Plan as Council realised that it did not have the financial resources in the short to medium term to finance the project; and the project was superseded by the organisational priorities of Maintaining Financial Sustainability and Reviewing Services and Functions. The Community Strategic Plan – Action Plan involves the community directly by illustrating ways that the community can participate in meeting the four (4) outcomes areas. For example, in the Prospering Community section the community is invited to participate in achieving our desired outcomes by:

Having a positive attitude towards change;

Contributing to proposals for CBD beautification;

Supporting local agricultural industries;

Encouraging young people and Aboriginal people to apply for jobs;

If you run a business, thinking about how you could employ more young people and Aboriginal people;

Welcoming new migrants to the area;

Taking up learning opportunities and encouraging others to do so. (a) Relevance to Integrated Planning and Reporting Framework

This report deals with the whole suite of IPRF documents, as a requirement of the applicable guidelines developed by the OLG.

(b) Financial Considerations

Council’s Community Strategic Plan contains a large number of strategic objectives, the vast majority of which have financial implications (whether of an operational or capital nature) which have to be considered as part of Council’s four (4) yearly Delivery Programs, annual Operational Plans and Long Term Financial Plan (LTFP).


COMMENTARY The vast majority of the items identified by the community during the consultation period have been successfully dealt with during the term; at least those matters that were within Council’s control and financially affordable. Short comments are provided for each of these identified items, as follows: Bigger pool/indoor heated pool with gym and coffee shop – Although an indoor heated pool was unaffordable both capital wise and operationally, the changed and upgraded 25 metre swimming pool at Glen Innes with its shallow wade pool area has been very well received by the public. The upgraded toddlers’ pools (both GI and Emmaville) have also positively been received by the community and have proven to be a popular “meeting” place for mothers and their little ones. The Glen Innes community has been well serviced with gyms over the last three (3) to four (4) years; which was not the case when the Plan was originally developed. Therefore, this “gap” that existed has been successfully filled by private enterprise. It is envisaged for the canteen area at the Glen Innes pool to be upgraded in the foreseeable future.

Image: Glen Innes Swim Centre 25 metre pool


Image: Glen Innes Swim Centre toddlers’ pool

Updated/new hospital – Although health as a function is not the responsibility of Local Government, the Mayor and General Manager used every opportunity available to lobby the idea with politicians and Government officials that district hospitals like the Glen Innes Hospital should be viewed as an important category sitting between small multi-purpose centres and larger regional hospitals, and that these hospitals should attract adequate funding on a continuous basis to ensure that they remain fit for purpose. Although the Glen Innes District Hospital is ageing, money has been spent on it on a fairly continuous basis over the last decade or so in order to upgrade it. Therefore, it could still be argued to be fit for purpose, although some will certainly have the view that it should in time be replaced by a new facility. More for young people to do – Council’s Youth Officer has certainly over the last 18 months greatly assisted in providing more choices for young people to keep themselves busy. This has been achieved by collaboration across Council, with schools, various local youth agencies and of course the young people themselves. All events for the youth have been well supported by a broad cross-section of the community, with wonderful outcomes achieved. A professional artist was involved to design a picture for the graffiti wall and then supervise young people to add a section each to the wall. Games tournaments were held with players from many sports competing for trophies. Nutritional and beauty advice was made available to young ladies where they were given a safe environment to express, try and create while receiving positive re-enforcement about healthy body, mind and soul. Live @ the Library was the highlight of the 2016 Youth Week and the best outlet for every young person to express themselves in all types of media art, music, dance, dress and more. Council was a finalist in the Best Small Council with the Most Outstanding Youth Week Program in 2016.


Image: Graffiti Wall

Bigger Skate Park – The Skate Park has been successfully extended since the development of the Community Strategic Plan. This project was implemented following a survey of local youth in 2015. The facility now sports a very popular half-bowl and is used much more by the older youth in the community. Train line – Rail transport falls outside the parameters of Local Government’s functions or influence sphere. However, Council has, during a previous term, tried to argue for the resurrection of the New England railway line. Unfortunately, Council was not successful with its attempt. The decision has since been adopted for a railway line to be developed further out west, bypassing the higher elevated New England Region. Improved theatre/cinema (3D) – Although this item is not a Council function, the community is blessed with a very progressive and innovative Arts Council. This body was successful in obtaining grant funding to upgrade the cinema at the Chapel Theatre to be fully digitalised – with the ability to screen 3D movies. This is indeed a fantastic community facility. Improved roads – Council has made huge progress with the upgrade of its local road network over the past three (3) years. The Main Street service infrastructure has been upgraded, including the road surfaces. Numerous sealed roads have been resealed, timber bridges are in the process of being properly maintained and upgraded through subsidised LIRS loans and Council has made provision in its 2016-17 Operational Plan for a dedicated third grading team to be established in order to progress the maintenance of the unsealed road network. This last-mentioned step would not have been possible without Council’s successful SRV Application three (3) years ago.

Image: Watsons Drive


Water Supply / Off-stream Storage Project – In August 2011, Council purchased the basalt hard rock quarry business now known as Glen Innes Aggregates. The excavated pits form the basis of Council’s long term water storage solution, while a newly opened pit remains operational as a hard rock quarry. Funding was secured from Infrastructure NSW under the Restart NSW “Water Security for Regions” Program in 2014 to complete Stage 2 of the Off-stream Water Storage. The pits combined have a 565 megalitre capacity. The previous Beardy Waters supply had the capacity to last just five (5) months after flow ceased. The combination of the existing weir, the Off-stream Storage volume, and the Red Range Road bores extend the ability of Glen Innes to now survive 30 months of drought. Additional groundwater supplies have been identified at the Off-stream Storage, and an additional bore is also designed and ready if ever required in the future. A 90kw solar system has also been installed at the site by a local supplier which is providing an estimated annual energy cost saving of $60,000.

Image: Off-stream Storage

More parking in CBD – While 19 car parking spaces have been lost with the CBD upgrade, another 50 car parking spaces have been gained in the adjacent Town Hall car park development. The car park development is a huge success and is being used by staff from businesses in the Main Street – freeing up parking in Grey Street. Bigger and better parks/gardens – Council staff have completed an audit of all street trees in Glen Innes. This will assist in developing an on-going street tree replacement and enhancement program. With the assistance of Council’s Open Spaces Committee a comprehensive list of suitable street trees has been prepared and will lay the foundation for future street tree plantings. Council’s garden network has been significantly expanded with the completion of the garden beds in the CBD which has made a significant improvement to the main street whilst maintaining the significant heritage streetscape.


Other significant upgrades in regard to the parks have been the completion of the footpath through Veness Park, upgrade of toilet facilities in Anzac Park, upgrade of soft fall in Anzac Park, and the installation of outdoor exercise equipment in King Edward Park. In addition, in 2016-17 the following upgrades are proposed: new toilet facilities for King George oval, new soft fall and play equipment for King Edward Park, and the upgrade of the garden beds in King Edward Park.

Image: Toilet facilities, Anzac Park

Shopping mall – A shopping mall in Glen Innes was identified as something for Council and the community to aspire to during the consultation phase of the development of the 2013-2023 Community Strategic Plan. However, the fact of the matter is that a full blown shopping mall in Glen Innes will be counterproductive for the retention of retail businesses within the Main Street. Grey Street as the main artery of the CBD should be seen as Glen Innes’ shopping mall; an exquisite mall with trees, flower boxes and attractive sidewalk areas set within a unique historic streetscape. Subway – This item refers to the popular fast food outlet currently not present in Glen Innes. The community is relatively well serviced with fast food outlets, with some of the “big” names like KFC and McDonalds having a presence in town, as well as a large number of others, being run as small business enterprises. Whether the community really needs another fast food outlet could be argued to be questionable; especially if viewed from an angle where one would encourage the community to engage in healthy eating. However, it is a relatively well known fact that a particular prominent developer has been in negotiations with Subway for a while, trying to pursue them to open an outlet in Glen Innes. More job opportunities – Council currently employs approximately 130 full time equivalent staff with an annual wages bill of about $8.5 million. A significant portion of Council’s employees are involved in the delivery of Life Choices – Support Services, a community service not normally provided by Local Government. Using the NSW Trade and Investment multiplier of 3.5 this accounts for a total flow on affect from Council wages of $30 million/year being circulated in the local economy. In addition, Council has endeavoured to utilise local contractors for a number of innovative local asset renewal and replacement projects. These projects help create extra jobs and keep money in town. These projects have included:


Weirbuilt Constructions custom made pre-coat machine at Glen Innes Aggregates. This resulted in a $30,000 saving to Council, and a much improved design, compared to “off the shelf” products;

DeJong Electronics solar panels at the Off-stream Storage resulting in an annual electricity saving of approximately $60,000; and

Weirbuilt Constructions laminated bridge on the Nine Mile Road, Dundee which was constructed locally for a fraction of the cost of a concrete replacement bridge.

Irrigation Warehouse supplied and equipped the pumps for the Red Range Road bore and Off-stream Storage

New England Hardwoods provide a significant proportion of timber for Council bridges, including the newly constructed and innovative Nine Mile Bridge at Dundee.

Rohan Ferguson Plumbing supplied major water reservoirs at Deepwater and the Glen Innes airport.

A number of developments in the Local Government Area (LGA) will also create additional jobs. These include White Rock Wind Farm (10 permanent jobs), new Rural Fire Service Fire Control Centre (4 new jobs) and Dimmeys (6 new jobs). Council also approved accommodation for Mulgowie Farms at Rangers Valley which allows for increased employment during the harvest time. Council continues to remain optimistic about the proposed Flying School which will create an additional 138 full time equivalent jobs with a direct wages impact of $8.4 million/year into the local economy and $29.4 million flow on affect (2012 figures) into the local economy on the commencement of Stage 1 of the development. Big W – Unfortunately, the community has not gained a Big W, but has lost the Country Target store a couple of years ago. It is doubtful whether Glen Innes will be able to attract a Big W in the short to medium term. However, at the time of writing this report, Dimmeys are planning to open a store in the McKenzie Building. If this business establishment realises, it should largely fill the gap that had been left in the community pertaining to its choice of clothing retail commodities. Further, it should assist in the creation of job opportunities and curb the leakage of buyers driving to Inverell and Armidale to do their shopping for clothing (and other commodities) as an additional option and selection would be available within the town. More health services – Prior to this term; Council had been supporting the ‘Bush Bursary Sponsorship’ through the NSW Rural Doctors Network (RDN). Bush Bursaries are allocated to selected (by RDN) medical students in NSW and the ACT, and are financially supported by rural Councils, the Country Women’s Association, and the RDN. The aim of these placements is to introduce the student to the lifestyle, health professionals, and facilities within the local community. However, this sponsorship did not guarantee that Glen Innes received a student; furthermore, from past trends the students who did come to Glen Innes almost never returned for long term employment after completing their studies. To address the community’s needs in this area Council acknowledged the difficulty in attracting General Practitioners to the LGA and facilitated a meeting with local health care services and medical practices to discuss various pathways to recruiting new doctors. The outcome was for Council to write a Policy “Incentives for Attracting


General Practitioners to Glen Innes Severn LGA”. Under this Policy, Council sets aside funding of $5,000 each financial year to support medical practices and/or health facilities who have recruited successfully, through a contribution towards re-location expenses for the newly appointed doctor/general practitioner. If this funding is not allocated during a financial year it is placed into a reserve, which is allowed to build to a maximum of $15,000. Since 2012 local medical practices have obtained the services of additional doctors/general practitioners, resulting in the community (including Emmaville, now being regularly serviced by a local Glen Innes practice) now having much better access to doctors and health services. Further, Armajun Aboriginal Health Service Incorporated (a community-based not-for-profit health service based in Inverell) has opened a general practitioner outreach clinic offering health services to people of Aboriginal and Torres Islander descent and their families at Council’s Baby Health Clinic in King Edward Park. It is understood that Armajun are planning to relocate to the Local Aboriginal Lands Council building in the near future; the relocation will provide more space as well as being in a location that is more culturally comfortable for the users of the service. Planning and encouragement for business – Following the adoption of the Glen Innes Severn Local Environmental Plan (GISLEP) in 2012, Council has undertaken a Development Control Plan (DCP) for the extension of the residential area in Hunter Street. The DCP lays the foundation for the development of a further 100 residential lots, in a staged and orderly manner. Council also approved a 55 lot residential subdivision on the corner of Taylor and Hunter Streets. The GISLEP also provides minimum agricultural lot sizes to avoid the fragmentation of agricultural land, an important strategic planning requirement to ensure the viability of agricultural land in the LGA. Council has made provision for $50,000 in its 2016-17 Budget for the encouragement of further business development. In addition, Council has supported the development of Business in Glen (BIG) so as to provide valuable support to local business. Council provides financial support to both BIG and the Glen Innes Severn Tourist Association (GISTA). Additional Major Achievements also include the following: Upgrade and beautification of Grey Street and Town Hall car park - Council has completed the upgrade of the CBD precinct comprising Grey Street between Meade Street and Lang Street. The project was driven by the need to renew aging road and underground infrastructure, improve drainage to prevent localised flooding and increase the aesthetic quality of the precinct to enhance the local experience. The project included a new walkway, connecting the upgraded Town Hall car park to the CBD, adjacent to the renovated Town Hall Tea and Coffee Shop. New public toilets were also constructed in the area, and lighting upgrades and fresh landscaping put in place throughout the project. The historic concrete pavement has been retained in the new works where possible, and the history of the original pavement has been retold in signage.


Image: Town Square

Villages Beautification - The villages of Emmaville and Deepwater have had Master Plans created with an annual budget allocation for beautification projects. These Master Plans have been developed and overseen by community committees. Upgrades to local parks facilities, bus shelters and tourist signage have been implemented. Progress with Council’s road infrastructure - Council has completed a significant amount of road works in the last four (4) years. In recent times Council has changed the way it performs sealed road rehabilitation, with a dramatic reduction in cost of works combined with less disruption to traffic. The new method has allowed Council to invest more funds into unsealed road maintenance in future budgets through a reduction in depreciation costs. Council has renewed 70 km of bitumen seal (17%), and 34 km of unsealed gravel roads (4%) in the four (4) year term of the Delivery Plan. The inclusion of a Special Rate Variation, combined with additional Roads to Recovery funding, has resulted in an increasing trend in the volume of works completed through the term. Council has turned the corner and is now making significant progress in addressing the backlog of works required to bring the network to a satisfactory standard. Achieving Fit For the Future status / Council Financially Sustainable - Council was declared FFF in October 2015 by IPART. Council being declared financially sustainable also meant that it was a ‘stand-alone Council’ into the future, and avoiding amalgamation; ensuring Council could maintain its own autonomy/identity. This was an outstanding achievement and was the result of a committed Council with strong Councillors who were able to see the “big picture” and make some tough decisions over the last few years including applying for, and having approved, an SRV that was implemented by Council from 1 July 2014. Council is on track to meeting the majority of the Fit For the Future Financial benchmarks and the challenge going forward is to build on this excellent achievement.


Local Infrastructure Renewal Scheme (LIRS) Loans - Council has four (4) loans which were taken out specifically to fund Infrastructure backlog projects in the key areas of CBD Revitalisation, Bridges, and Roads. The loans taken out were:

$1M Accelerated Road Program;

$1M Transport infrastructure Renewal;

$1.8M CBD revitalisation project – interest rates accessed;

$4M Accelerated Bridge Program. While Council pays commercial interest rates on these loans, a subsidy is provided by the NSW State Government up to three percent (3%) of the commercial rate, resulting in significant savings. For example, the interest rate paid on the $4M Accelerated Bridge Program is 3.82%, less the subsidy of 3%, means that Council is effectively paying 0.82% interest, which is a significant saving. Public Art - As part of the CBD revitalisation Council commissioned several public art works. These included:

Glen Innes Men’s Shed upgrade of street bins with specific tartan designs;

“Balancing Rock” sculpture by local artist Carl Cree, due for commissioning in the Grey and Wentworth Street roundabout in 2016; and

“Heart of Glen” mural by the Glen Innes Pottery Club, a 26 panel mural to be erected on the northern wall of the Coles building, and due for commissioning in 2016.

Public art is important as it enriches and enhances our lives in a number of ways as it can create a sense of place and enhance our experience of being in a public space. It also can celebrate community values, diversity, and build civic pride through visual means. Waste Management - Council, following a successful grant application with the NSW Environment Protection Authority constructed a Community Recycling Centre (CRC) at the Glen Innes Landfill. Council received a grant of $238,300 and Council provided a further $254,000 towards the project. The objective of the CRC was to provide a facility that can be used by residents to safely dispose of problem wastes and to foster a culture of environmental sustainability for the local community. Through the construction and promotion of the CRC, Council is able to promote the recycling of problem wastes in addition to the already operating Material Recovery Facility that is located on the site. Council has been one of the founding members of Northern Inland Regional Waste since its inception in 1996 and continues to actively support this regional initiative. Council aligns its waste management operations with the Regional Waste Strategy and Action Plan that was developed through Northern Inland Regional Waste and member Councils. Work has also commenced on investigation on the viability of the adjoining quarry for the purpose of future landfill. If this can be achieved it will secure long term landfill for residents within close proximity of Glen Innes.


Image: Community Recycling Centre

Visitor Economy - Council adopted a new Tourism Destination Management Plan (DMP) 2016 – 2020 in May 2015. The new DMP places an emphasis on service quality, closer reliance on industry cooperation and building and strengthening the “Celtic Country” brand. It also defines how Council will guide and evolve our local tourism industry to achieve further economic benefit for our community. It is intended that the Plan will build on the economic value that tourism can potentially provide our community for both current and future generations. The plan has three (3) strategic goals which are:

Improve and maintain the visitor experience;

Cooperative engagement with industry and community; and

Promote Glen Innes Celtic Country as a nationally recognised destination. The Visitor Information Centre was also refurbished during the period so as to enhance the visitor experience to our area. Public Health - Council continues to partner with the NSW Food Authority so as to ensure we have a safe and inclusive environment. In this regard, Council adopted the NSW Food Authorities ‘Scores on Doors’ Program. ‘Scores on Doors’ is the NSW hygiene and food safety scoring program that displays the results of regular inspections of food premises. It lets the public know how well local restaurants, take-away shops, bakeries, pub bistros and cafes are complying with NSW hygiene and food safety requirements. The first inspections under the program were undertaken in early 2016. All food businesses were inspected and of the 42 premises which ‘Scores on Doors’ apply, 32 received an excellent score, 10 very good, two (2) good and only one (1) premises did not achieve a rating.


Establishment of Risk and Compliance Function - In 2013 Council appointed a Manager of Risk and Compliance in line with a recommendation from the Promoting Better Practice Review conducted by the (then) Division of Local Government, now the OLG. The review had the intent of improving the viability and sustainability of Councils. The review acted as a health check for Councils, helping them to focus attention on key priorities. The process is intended to create a culture of continuous improvement and greater compliance across Local Government, provide early intervention for those Councils that are experiencing problems, promote good governance and ethical conduct, identify and share innovation and good practice, and provide the OLG with information to assist in identifying necessary legislative and policy work for the Local Government sector. Council performed well in the review, receiving 29 recommendations that were ranked either low or medium risk. Recommendation six (6) identified the need for Council to develop an Enterprise-Wide Risk Management System (ERMS) to guide future risk responses. An ERMS has been developed and software has been purchased. Recommendation nine (9) identified the need for Council to develop a Business Continuity Plan (BCP) to identify the processes for protecting Council’s information and records base, and to ensure its ongoing operations. A BCP has been completed, implemented, and tested both internally and externally. Recommendation ten (10) identified the need for Council to establish an internal Audit Review Committee; which has been named and is referred to as the Risk and Compliance Committee. This Committee is comprised of members across all Council areas and meets on a monthly basis. Co-location of Aged and Disability Services - Council’s Aged Services, previously named / located at Northern Community Care, and Council’s Disability Services, previously named / located at Garden Court, were co-located to the building previously known as Gum Tree Glen. The service was then renamed by Council to ‘Life Choices – Support Services’. As a result Council’s services are now collaborating and working together as one (1) service which has also resulted in financial savings from working from the same location. Work Health and Safety Improvements - Of particular note, the past 12 months has seen some outstanding achievements in Work Health and Safety (WHS). Council is moving to new, online induction systems for all paid staff, contractors, and volunteers, with the contractor system already in place and working well. Councillors will note that 90 contractors have completed online inductions to date, representing approximately 75% of all contractors regularly engaged by Council. This process ensures that contractors receive essential information about Council’s WHS systems and expectations, meeting due diligence requirements. Council has also developed and implemented a Due Diligence Framework to assist the Officers of Due Diligence to meet their obligations. This is being rolled out across the organisation and will be reflected in Council’s reviewed WHS Plan when it has been finalised in the next month or so. Actions will then be added to each year’s Operational Plan to ensure that all Due Diligence requirements are met.


During the year, Council also conducted a Staff Safety Culture Survey, which was provided free of charge by StateCover. The survey, completed by 73% of staff, produced an overall positive rating of 3.7 out of a possible five (5), demonstrating that employees believe that Council is committed to improving health and safety. A number of actions were highlighted to improve Council’s safety culture further. These have also been transferred to the draft WHS Plan and from there will make their way into the annual Operational Plans over the next few years. Council’s Section 355 Community Committees - The Manual for Community Committees of Council was reviewed and substantially revised in 2015/16. Four training workshops were held with committee representatives to go over the roles and responsibilities that are expected of each member, and to outline highlights of the revised manual. During 2015 Council appointed a Communications and Committee Liaison Officer which has resulted in a central communication point / person for Committees to liaise with directly. Annexure A, relating to this report provides an overall summary of the progress against the four (4) year 2013 – 2017 Delivery Program. It must be noted that the current Council’s first year of office (2012/13) saw the completion of the final year of the prior Delivery Program; followed by three (3) years of the current 2013 – 2017 Delivery Program. The final year remaining of the Delivery Program (2016/17) will be completed by the newly elected Council of September 2016. The Original 2013 – 2017 Delivery Program did not include the strategic outcome of “Fit For the Future”. This fifth area was added and adopted by Council as part of the 2015/16 Operational Plan and incorporated Council’s Action Plan, developed as part of its FFF proposal. In total (including the FFF) there are 55 Objectives in the 2013 – 2017 Delivery Program. Seven have been completed, 44 are on target to be completed in the final year of the Program (being 2016/17 and hence progressing at 75%), one (1) has been resolved by Council not to be pursued (E.S. 5.3) and three (3) are tracking behind target at 25%. Commentary for each Objective can be found in Annexure A relating to this report. (a) Governance/Policy Implications

A requirement of the Integrated Planning and Reporting Guidelines, issued by the OLG, is for New South Wales Local Councils to produce a report at the end of each term of office, outlining the Council’s progress on implementing its Community Strategic Plan over the preceding four (4) year period. The guidelines also require this report be presented at the final meeting of an outgoing Council, i.e. the August Meeting before the September Local Government elections. Circular 12-20 from the OLG provides a reminder to Council of the obligations of Council officials in relation to the use of use of Council resources, and the potential for Council publications to be considered ‘electoral material’. Specifically:


Councillors should not seek or obtain, either directly or indirectly, any benefit or other improper advantage for themselves, or any other person or body, from the use of council information;

Councils should also be aware that publications that promote the current elected Council’s policies or emphasises the achievements of an elected member or group may potentially fall within the definition of ‘electoral matter’ and thereby constitute ‘electoral material’ under clause 356A if the Local Government (General) Regulation. ‘Electoral material’ is subject to certain regulatory requirements during the 40 days preceding the election.

(b) Legal Implications

By considering and adopting this report, Council will comply with the expectations of the OLG.

(c) Social Implications Council’s Community Strategic Plan deals extensively with social considerations and concerns raised by the community. Pursuing the strategic objectives and actions within this Plan and the Delivery Program, have significantly improved the social conditions and fabric of our community.

(d) Environmental Implications Similarly, Council’s Community Strategic Plan deals extensively with environmental considerations and concerns. Having pursued the strategic objectives and actions within this Plan and the Delivery Program, have had positive effects on the environment within our area.

(e) Economic/Asset Management Implications The suite of documents pertaining to the IPRF, specifically the Asset Management Plans, provide for short, medium and longer term analyses of what scenarios/options would constitute sound infrastructure and asset management decisions, as well as the effect of such decisions on the financial sustainability of Council.

CONCLUSION Council has made exceptional progress with the implementation of the IPRF, and more specifically it’s Community Strategic Plan. It has been very effective in achieving its Social, Environmental, Economic and Civic Leadership objectives over the past four (4) years, not forgetting about its achievement of being assessed as Fit For the Future by IPART. As discussed in the body of the report, the main achievements of the last four (4) years include:

Achieving Fit For the Future status;

Being declared Financially Sustainable and a ‘stand-alone Council’;

Renewal of 70 km of bitumen seal, and 34 km of unsealed gravel roads;

The co-location of Aged and Disability Services to Life Choices – Support Services;

The upgrade of the CBD infrastructure and beautification of precinct;

The upgrade of the Town Hall car park;

The drought proofing of Glen Innes through the Off-stream Storage Project;


The upgraded 25 metre swimming pool with its shallow wade pool;

The upgraded toddlers’ pools at both Glen Innes and Emmaville Swim Centres;

The extension of the Skate Park;

Accessing four (4) Local Infrastructure Renewal Scheme Loans;

The establishment of Risk and Compliance function;

The installation of outdoor exercise equipment in King Edward Park;

The construction of the Community Recycling Centre;

The adoption of a new Tourism Destination Management Plan. In reviewing the information that informed the development of this Plan, it is clear that extensive community engagement had taken place and a huge amount of time and energy had been spent in preparing the whole suite of documents pertaining to the IPRF. Although the Community Strategic Plan had been developed for a period of 10 years (2013 to 2023) the majority of community needs/wants have been achieved, and it is suggested for the newly elected Council (2016) to consider developing a new Plan. Council’s current Community Engagement Strategy is a well developed document that was reviewed in March 2015, which should provide for good direction for a new Council with regards to appropriate and effective community engagement options and strategies. The current Community Engagement Strategy is attached to this report as Annexure B.

Moved Cr G Quinn Seconded Cr M Scherf

2.08/16 RESOLUTION

1. That Council notes the information contained in this report.

2. That this “Integrated Planning and Reporting End-of-Term-Report” be included as part of Council’s 2015/16 Annual Report.

CARRIED

1

GLEN INNES SEVERN COUNCIL

End of Term

Report

2

1 Prospering Community

1.1 To build on and expand businesses/ industry across the LGA and specifically in the Glen Innes CBD.

Implementation of the CBD Master Plan.

Develop and implement Development Control Plans for the Glen Innes CBD precinct. Implement stage 1 of the CBD Master Plan.

Measure

100% completion of CBD Master Plan works. Community satisfaction with the CBD improvements expressed through the Community Survey. Retail shops in the main street fully occupied.

A Development Control Plan was adopted by Council on the 2 October 2014 which incorporated development controls for the Glen Innes CBD precinct. The CBD Master Plan works have been completed. The community is mostly satisfied with the CBD improvements. Vacant retail shops continue to provide a challenge for Council and all small rural areas. Economic development and attracting new investment will be a continued focus of Council. However Council has completed all actions possible.

Completed 100%

3

1.2 To build on and expand businesses/ industry across the LGA and specifically in the Glen Innes CBD.

Implementation and review of the Economic Development Strategy.

Actions set out in the new Economic Development Strategy 2012-2015.

Measure

Achieve measures set out in new Economic Development Strategy 2012-2015.

The Economic Development Strategy was reviewed in May 2015 and Council resolved to continue to undertake the following initiatives. Continue to provide an investment pathway for development through Council’s Significant Development Committee and Development Assessment Unit. Develop a town marketing plan that involves a distinctive positioning for Glen Innes Town in terms of its retail and services offering. Continue to have a focus on developing core tourism products that will promote Glen Innes and district as a tourism destination. Continue to upgrade infrastructure such as the Standing Stones site, parklands and public amenities so as to provide a positive visitor experience to Glen Innes and District. Continue to work closely with Business in Glen and the Glen Innes Severn Tourist Association so as to promote positive economic benefit for the Glen Innes LGA.

Ongoing 75%

4

2.1 Beautification Emmaville and Deepwater main streets.

Implement the beautification program for Deepwater and Emmaville and review the program.

Implementation of beautification programs for Deepwater and Emmaville.

Measure

40% completion of beautification Programs for Deepwater and Emmaville. Community satisfaction with the Emmaville and Deepwater improvements expressed through the Community Survey.

Beautification of Deepwater and Emmaville is progressing according to the Master Plans that have been developed with the assistance of community representatives. Customer satisfaction has been demonstrated in the recent Community Survey.

Ongoing 75%

2.2 To have a network of accessible footpaths.

Implement and review the Pedestrian Access and Mobility Plan.

Pedestrian Access and Mobility Plan to be developed with actions for 4 years 2013–2017 and synchronised with implementation of CBD Master Plan and other programs.

Measure

Complete actions detailed for each year of the Pedestrian Access and Mobility Plan synchronised with works to implement the CBD Master Plan. Zero trip and fall incidents in the CBD by 2017.

5

Pedestrian Access and Mobility Plan projects have been completed according to relevant Council resolutions including all works in the CBD upgrade.

Ongoing 75%

3.1 The numbers of visitors to the area and tourism spending increases each year.

Implement and review Council’s Tourism Development and Marketing Plan. Implement and review the Australian Celtic Festival Strategic Plan 2010-2020.

Deliver identified strategies from the Plans.

Measure

Implement strategies as identified in the Tourism Development and Marketing Plan as identified for the period 2013-2017. 15% increase in tourist/ visitor spending by 2017. 5% increase in tourist numbers p.a.

6

The Tourism Destination Management Plan was reviewed and a new plan adopted by Council in May 2015. Three strategic goals were identified: Strategic Goal One - Improve and maintain the visitor experience. Council continues to upgrade infrastructure such as the Standing Stones site, parklands and public amenities so as to provide a positive visitor experience to Glen Innes and District. Anzac Park and Parker Place toilets were upgraded, new outdoor exercise equipment was installed in King Edward Park, new soft fall was installed for the Anzac Park playground equipment and a new footpath constructed through Veness Park. The upgrade of the Visitor Information Centre was completed. New information signage was installed at the Standing Stones and the upgrade of the kitchen at Crofters Cottage was completed. Strategic Goal Two - Cooperative engagement with industry and community. A key challenge is to encourage the business community and local residents to embrace the Glen Innes Celtic Country branding. This is being achieved by working with Business in Glen and the Glen Innes Severn Tourist Association. In addition a branding workshop is to be conducted in October to review the effectiveness of the Celtic Country brand. Strategic Goal Three - Promote Glen Innes Celtic Country as a nationally recognised destination. A continued focus on core visitation products, that promote Glen Innes and District as a visitor destination, was achieved through the reporting period. This was through a number of initiatives including joint programs with New England High Country Councils to promote motorcycle touring including My Favourite Corner and Touring New England High Country marketing campaigns. Other events have been supported including events such as the Australian Celtic Festival, Minerama, Glen Innes Show, Glen on Wheels, Glen Innes and Deepwater Races, Emmaville Sheep Races, New England Car Rally, Glencoe Dog Trials and Australia Day. Key actions from the Australian Celtic Festival (ACF) Strategic Plan have been discussed at monthly ACF meetings and the following actions have been completed: A review of the event schedule to ensure a full program of entertainment is provided; this was assisted by Council providing an additional $20,000 for entertainment at the 2016 festival; Site layout has been reviewed to ensure that the Standing Stones are maximised during the festival; More onsite entertainment has been provided on both Friday and Saturday night with increased numbers due to the high standard of entertainers provided; Expenditure has been minimised by entering into three (3) year service level agreements with Sound and Site facility providers; A younger demographic has been identified through the use of a more varied entertainment package; Friends of the Celtic Festival program has been launched; Site infrastructure has been upgraded with new signage and underground power to be provided in 2016/17.

Ongoing 75%

7

4.1 Encourage higher returns from agriculture.

Advocate for local agricultural industries and research. Implement and review the Regional Saleyards Strategic Plan.

Advocate for local agricultural industries and research. Implement the Regional Saleyards Strategy.

Measure

Relationship developed with NSW Farmers’ Association. Progress made in achievement of LEP objectives. Funding secured for implementation of Regional Saleyards Strategy.

Council has resolved not to proceed with the re-development of the sheep selling complex until such time as numbers reach 130,000. Numbers continue to be well under 100,000 per year. Council continues to provide capital expenditure to maintain and upgrade the saleyards complex, with new cattle loading ramps having been constructed, watering systems upgraded and internal fencing renewed. Council and the community successfully lobbied the NSW Government to ensure the ongoing operation of the Glen Innes Agricultural Research Station. Council also enforces minimum subdivision size for rural areas in accordance with the LEP so as to minimise land fragmentation therefore preserving long term agriculture viability.

Ongoing 75%

8

5.1 Employment opportunities are available particularly for young people, and Aboriginal people, and to attract people to come to live in the LGA.

Implement and review the Economic Development Strategy.

Actions set out in the Economic Development Strategy for 2012-2015.

Measure

Increase in the proportion of young people aged 15-24 staying in Glen Innes.

Council continues to advocate for new developments in the LGA such as the proposed Flying School, Dimmy's and Wind Farms which will provide increased employment opportunities for young people.

Ongoing 75%


Continue to implement and review the Aboriginal Employment Strategy.

Continue to implement and review the Aboriginal Employment Strategy.

Measure

Reduce the gap by 0.5% between unemployed indigenous people compared to the rest of the population in each ABS age group.

9

Council's Aboriginal Employment Strategy was reviewed in September 2013. Success of the Strategy is difficult to measure due to the lack of statistics. Council facilitates the Aboriginal Consultative Committee Meetings, an agenda item is the current vacant positions at Council. During Youth Week 2016 Council facilitated a 'try a trade' expo, where young people were able to interact with various professionals and have discussions with them about their occupation and how to develop the skills necessary to enter that occupation.

Ongoing 75%


Promote the use of the Glen Innes Airport for air services related industry.

Facilitate opportunities for better utilisation of the Glen Innes Airport.

Measure

Targets set in Community Strategic Plan achieved.

Council continues to support the development of the Glen Innes Airport for the purpose of a Flying School. This project has not yet commenced due to the proponents continuing to attempt to secure finance.

Ongoing 75%

10

6.1 Technology and lifestyle businesses are attracted to set up in the LGA.

Implement and review the Economic Development Strategy.

Actions set out in the Economic Development Strategy for 2013-2017.

Measure

15% increase in the number of lifestyle and technology businesses.

Council is unable to measure the success of this particular strategy. The promotion of the NBN roll out has been ongoing during the reporting term.

Ongoing 75%

7.1 To encourage local people to stay in the LGA to train and study, and improve the quality of the local workforce.

Advocacy to maintain and increase TAFE and other courses available in Glen Innes.

Advocate for localised training opportunities through partnerships.

Measure

Increased localised training opportunities.

11

Council continues to provide traineeships within the workforce. A number of traineeships have been offered with a large number of staff, now full time employed within the organisation. Council continues to collaborate with TAFE NSW to increase the number of course opportunities available.

Completed 100%

7.2 To encourage local people to stay in the LGA to train and study, and improve the quality of the local workforce.

Implementation of the Library Learning Centre Marketing Plan.

Actions set out in the Library Learning Centre Marketing Plan for 2013-2017.

Measure

Targets in the Library Learning Centre Marketing Plan for 2013-2017 achieved.

Targets in the Library Learning Centre Marketing Plan for 2013-2017 were either achieved or carried forward to the 2014-2018 Strategic Marketing Plan; which are on track to be completed by the end of this Plan.

Ongoing 75%

8.1 Roads and drainage assets are fit for purpose within the financial context.

Council has a road hierarchy system; implement and review the Asset Management Program for roads and drainage.

Implement and review the Asset Management Program for roads infrastructure that sets out maintenance and renewal program to maximise the use of available funding.

12

Measure

Increasing community satisfaction with the condition of road infrastructure expressed through the community survey. Smoothness of roads improved by 20% by 2017.

Road asset management practices have been substantially revised with significant savings in road renewal costs. The impact of these changes will not be fully realised in the life of this Plan.

Ongoing 25%

9.1 To have a reliable water supply and sewerage treatment that is sufficient for our population growth aspirations.

Review and implement Council’s Integrated Water Cycle Management Strategy.

Develop and implement an asset management program for water supply and sewerage treatment maintenance and renewal to maximise the use of available funding.

Measure

Increasing community satisfaction with the reliability of the water supply and sewage treatment.

13

Identified as one of the key concerns in community consultation at the start of this term Council has now fully achieved community aspirations including drought proofing Glen Innes water supply. Asset management has involved relining of sewer mains, water main replacement, water reservoir rehabilitation and water treatment plant renewals. Each year the asset renewal ratio has been greater than 1; indicating that assets are being renewed faster than they are being consumed. The amount of water leakage from the system has been significantly reduced from 30% unbilled water to just 8%, which is now in line with industry standards.

Completed 100%

14

2 Community Living

1.1 Recreational open spaces, swimming pool, sports facilities and playgrounds readily available and safe for the community to use.

Review and implement master plans for open space and recreational areas to address community needs.

Review and implement the Recreational and Open Spaces Management Plan 2009-2019. Develop a Concept Plan for Wilson Park.

Measure

Embellishment standards for regional classified open spaces are met. Every four year community surveys show high and continuing community appreciation of parklands and amenities and increasing levels of quality of life and well-being.

Master Plan for Wilson Park has been developed. The community appreciation levels were high in the recent Community Survey. Recreational and Open Spaces Management Plan was reviewed and a new Policy adopted by Council.

Ongoing 75%


Plan for improvement and management of Council pools.

Review the use of Council pools and identify opportunities for improvement and management.

Measure

Service and asset management review undertaken.

15

The Glen Innes Swim Centre has undergone major refurbishment and the Emmaville Swim Centre operations are under review having completed the new toddlers pool.

Ongoing 75%


Work with young people to identify opportunities to address their needs.

Work with Council’s Youth Committee and Youth Officer to develop a program and ideas to address youth issues.

Measure

4 year outputs from Youth Program achieved.

Council's Youth Committee was disbanded as it was difficult to get attendance at meetings due to either paid work, unable to get transport or studying for exams. However, Council’s Youth Officer and the Library Learning Centre have certainly greatly assisted in providing more choices for young people to keep themselves busy. This has been achieved by collaboration across Council, with schools, various local youth agencies and of course the young people themselves. Council was a finalist in the Best Small Council with the Most Outstanding Youth Week Program in 2016.

Ongoing 75%

16

2.1 To have a hospital that is adequate and fit-for-purpose; that is a training centre; has a diversity of specialists, including mental health facilities; and we have good G.P. services available throughout the LGA.

Lobbying Federal and State Governments for improved health services.

Participate in the initial consultation and planning stages for the future of the hospital and give active support for delivery of an adequate and fit-for-purpose hospital.

Measure

An upgraded and fit-for-purpose hospital on the NSW capital list by 2017. There are measurable improvements in the availability of health services in the LGA.

Although health as a function is not the responsibility of Local Government, the Mayor and General Manager used every opportunity available to lobby the idea with politicians and Government officials that district hospitals like the Glen Innes Hospital should be viewed as an important category sitting between small multi-purpose centres and larger regional hospitals, and that these hospitals should attract adequate funding on a continuous basis to ensure that they remain fit for purpose. Although the Glen Innes District Hospital is ageing, money has been spent on it on a fairly continuous basis over the last decade or so in order to upgrade it. Therefore, it could still be argued to be fit for purpose, although some will certainly have the view that it should in time be replaced by a new facility. Mr Michael DiRienzo, Chief Executive of Hunter New England Local Health District, expects that capital work will be happen for the Glen Innes Health Service in the next 12 years. Following community feedback to Hunter New England Health they now plan to fully fund the installation of piped medical gases to the general wards and the installation of reverse cycle air conditioning, commencing prior to the end of 2016.

Ongoing 75%

17

3.1 To have a safe and inclusive environment, with good services for homeless people, older people, people with disabilities, and families.

Continue working collaboratively with the police to address community safety issues.

Undertake actions collaboratively with the police via the community safety committee. Implement Safety by Design principles.

Measure

5% reduction in crimes targeted in the Strategy.

Council continues to work collaboratively with the Police and other community groups on safety issues. Community Safety Forums have been facilitated by Council during the last four (4) years. All relevant Development Applications are referred to the Police for comment based on safety by design principles where appropriate. Statistical data regarding crime reduction is unavailable. The Mayor is also a representative on the Police Advisory Committee.

Ongoing 75%


Continue working with Agencies that provide housing and support in our community.

Develop community housing partnerships to pursue affordable housing. Facilitate and coordinate agencies providing assistance and support services for homeless people.

18

Measure

A 10% reduction in the requests for emergency accommodation in our LGA. A 10% reduction in the number of people on housing waiting lists in our LGA.

Council continues to collaborate with other community agencies by having representation at Interagency Meetings and Homeless Action Team Meetings along with any others that arise; ensuring that Homelessness and Housing are on the agenda's at these meetings. Statistical data is unavailable.

Ongoing 75%


Promote and increase awareness of services available for people with disabilities and older people and their families.

Continue to implement the Community Services Plan to improve services to older people, people with disabilities and families.

Measure

Four year measures in the Community Services Plan achieved.

19

Council is a conduit for sharing, advertising and distributing information in the community about events as well promoting and ensuring increased awareness of services available for people with a disability and older people and their families. Council continues to distribute Resident Packs which are very well received by new members to the LGA. Council also works very closely with the Access Committee and community members to ensure advocacy for them. Children and Family Services continue to provide family engagement events and activities such as the Annual Family Picnic Day that promote community connection. New brochures and new signage has been implemented, together with entries in regional publication; My Journey, My Choice, My Life and local advertisements.

Ongoing 75%


Promote the inclusion of people with disabilities into the community and workforce.

Implement actions from the Economic Development Strategy promoting the employment of people with a disability; continue to implement the Aged and Disability Strategic Plan 2008-2018.

Measure

Close the gap in the local unemployment rate between people with a disability and the overall community by 40% by 2017.

Council continues its liaison with agencies promoting employment of people with a disability across the LGA. Council also actively encourages people whom have a disability to apply for council positions. No statistics are available.

Ongoing 75%

20


Provide a range of regulatory services and partnerships to ensure the community lives and works in a safe and healthy environment.

Continue to implement regulatory services.

Measure

Council complies with legislative requirements.

Council provides a wide range of Regulatory Services and actions and outcomes are reported to Council on a monthly basis. As an example Council has an MOU with the NSW Food Authority to inspect all food businesses on their behalf in the LGA.

Ongoing 75%

4.1 To continue the reconciliation process on both sides; encouraging people to the area that have skills in the areas we have a shortage.

Take actions to have visual representation of Aboriginal people and their culture.

Implement the Aboriginal Employment Strategy and work with the Aboriginal Consultative Committee to develop a Public Art and Signage Policy to increase the visual representation of Aboriginal people and their culture.

Measure

Reduce the gap by 0.5% between unemployed indigenous people compared to the rest of the population in each ABS age group.

21

Aboriginal people are encouraged to apply for Council roles and assistance is available to applicants with completing applications. Council has Aboriginal employees. Council facilitates the Aboriginal Consultative Committee Meeting; an agenda item is the current vacant positions at Council. Statistical data is unavailable. Council's Community Services arranges events each year for NAIDOC week. As part of the CBD revitalisation Council commissioned several public art works. The “Heart of Glen” mural by the Glen Innes Pottery Club will include representation of Aboriginal Plan which was done in collaboration with the local Aboriginal community regarding content and suitability; the mural is due for commissioning in 2016. Council hosted a RECOGNISE event in Glen Innes in March 2015 to aid in the people’s movement to recognise Aboriginal and Torres Strait Islander peoples in the Australian Constitution and ensure there is no place in it for racial discrimination.

Ongoing 75%

4.2 To continue the reconciliation process on both sides; encouraging people to the area that have skills in the areas we have a shortage.

Implement and review the Glen Innes Cultural Plan.

Promote the contents of the Glen Innes Cultural Plan within Council and with partners.

Measure

Achieve State and Federal Government assistance in delivering the measures in the Glen Innes Cultural Plan.

22

Council works closely with Arts North West to partner in Cultural Activities across our LGA. Arts North West facilitated a Community Arts and Culture Information Forum with Council to gather information for the reviewed Cultural Plan which will be presented to Council before the end of this Plan.

Ongoing 75%

5.1 To have a good quality of life and well-being.

Develop a sustainable business model to deliver Council’s Aged and Disability Services.

Undertake a review of Community Services and develop a business model for sustainability.

Measure

Attract available funds to expand Community Services to meet community needs.

Council has had continuous current ISO Certification and National Quality Framework Rating. Council's Services for people who are older and people who have a disability maintain a continuous improvement focus. Council has also co-located its Aged and Disability Services, now under the name of 'Life Choices - Support Services'.

Ongoing 75%


Review and implement the Library Learning Centre Marketing Plan and associated strategies.

Review, update and implement the Library Learning Centre Marketing Plan and associated strategies.

23

Measure

Meet 4 year targets in the Library Learning Centre Marketing Plan.

Targets in the Library Learning Centre Marketing Plan are on track for completion. Each year there has been several travelling exhibitions; activities held for all genres and age groups. Marketing via Facebook has been very successful. Changing the external signage of the building has been a long term goal which is now complete.

Ongoing 75%


Implement and review Council’s Aged and Disability Services Strategy and Community Services Strategy.

Review and implement actions in Council’s Aged and Disability Services Strategy and Community Services Strategy.

Measure

Four year measures in Council’s Aged and Disability Services Strategy and Community Services Strategy achieved.

Co-location of Council's Aged and Disability Teams has been achieved which resulted in greater collaboration and financial savings. Council supports many Healthy Ageing programs; the most popular being Tai Chi for people of all ages and abilities. Council has also collaborated with Glen Innes Family and Youth Support in their successful application to address Domestic Violence. Council continues to work on access issues for people who are vision impaired and other agencies for the Access Committee.

Ongoing 75%

24

6.1 Cycle ways and walking tracks/trails provide links between areas of high use and recreational areas.

Complete shared pathways through parklands.

Implement shared pathways based on resources available.

Measure

Shared pathways constructed within available budgets.

Capital projects have been completed in accordance with Annual Operational Plans and Works Programs, including the installation of new pathways in the Glen Innes parklands.

Ongoing 75%

7.1 Increase participation in the arts and cultural activities.

To continue to provide community access to regional arts and cultural support services and programs.

Continued membership of Arts North West. Arts North West to assist Council and community with funding for local arts initiatives.

Measure

Achieve the arts measures in the Cultural Plan.

25

Council works closely with Arts North West to partner in Cultural Activities across our LGA. As part of the CBD revitalisation Council commissioned several public art works. These included: Glen Innes Men’s Shed upgrade of street bins with specific tartan designs; “Balancing Rock” sculpture by local artist Carl Cree, due for commissioning in the Grey and Wentworth Street roundabout in 2016; and “Heart of Glen” mural by the Glen Innes Pottery Club, a 26 panel mural to be erected on the northern wall of the Coles building, and due for commissioning in 2016.

Ongoing 75%

7.2 Increase participation in the arts and cultural activities.

Protect our built heritage and value our natural environment.

Employ a Heritage Advisor to assist owners of heritage listed buildings maintain and improve their asset; Provide Local Heritage Assistance Fund.

Measure

Community uptake of funding and community survey demonstrates increasing community satisfaction with the protection and enhancement of Built Heritage.

Heritage Advisor funded by Council and available on a monthly basis to community residents for heritage advice. Funding is provided annually for a local Heritage Assistance Fund.

Ongoing 75%

26

8.1 To have a public transport service that meets our needs.

To lobby for improved public transport services.

Lobbying program to State Government and Transport providers developed and implemented.

Measure

Public transport increased by 10%.

Council liaises with Transport NSW as required. Council now has two (2) buses and there are also two (2) taxis in Glen Innes all of which can be used by people who require wheelchair accessibility. Council facilitates Transport Forums for local agencies to collaborate and work together. Rail bus now has wheelchair access.

Ongoing 75%

27

3 Environmental Stewardship

1.1 Waste minimisation and avoidance is promoted and recycling is readily available.

Develop and implement a Waste Management Strategy.

Implement education programmes, an Effective Pricing Strategy and a Waste Diversion Strategy.

Measure

Achieve the State targets for year 2016-2017 for waste minimisation and resource recovery.

Council has achieved the State targets for waste minimisation and resource recovery in each of the first three years of this term. Council following a successful grant application with the NSW Environment Protection Authority constructed a Community Recycling Centre at the Glen Innes Landfill. The Objective of the Community Recycling Centre was to provide a facility that can be used by residents to safely dispose of problem wastes and to foster a culture of environmental sustainability for the local community. Through the construction and promotion of the Community Recycling Centre, Council is able to promote the recycling of problem wastes in addition to the already operating Municipal Recovery Facility that is located on the site. Council has been one of the founding members of Northern Inland Regional Waste since its inception in 1996 and continues to support. Council aligns its waste management operations with the Regional Waste Strategy and Action Plan that was developed through Northern Inland Regional Waste and member Councils.

Ongoing 75%

28

2.1 To encourage alternative energy opportunities.

Support the NSW Energy Efficiency Skills Programs State Plan and advocate for local businesses to access grant funding, such as the Climate Change Fund, to stimulate growth in the clean-energy industry.

Actions in the Economic Development Strategy to encourage alternative energy suppliers, particularly wind farms to establish themselves in Glen Innes. Promote the availability of grant funding to local businesses to stimulate growth in the clean-energy industry. Advocate for local businesses to access grant funding.

Measure

Feedback from community survey demonstrates increase in take up of energy efficiency measures by the community and businesses.

29

Council staff participated in some of the available training provided by NSW Energy Efficiency Skills program and Office of Environment and Heritage. This was primarily to do with energy efficient lighting and air conditioning where Council can replace lights with LED’s and regular maintenance of air conditioning units in Council buildings. Glen Innes Severn region is becoming a Renewable Energy Hub with White Rock Wind farm under construction currently with NSW Government approval granted for up to 119 wind turbines which will result in up to 300MW of renewable electricity being generated. This project will also include 20 MW solar photovoltaic system being installed to work in conjunction with wind turbines. There are another two (2) major wind farm developments also proposed and NSW Government approved for the Glen Innes Severn district, being the Sapphire Wind Farm and the Glen Innes Wind Farm. Council has engaged with local wind farm proponents to assist in areas where Council has interaction with the projects including road dilapidation agreements, new road infrastructure and resourcing of gravel and water for construction. Council has purchased a major quarry site to ensure that resource is available in the volumes required.

Ongoing 75%

2.2 To encourage alternative energy opportunities.

Investigate renewable energy sources for Council infrastructure.

Investigate renewable energy sources for Council infrastructure through Asset Management Planning and Implementation.

Measure

Feedback from community survey demonstrates increase in take up of energy efficiency measures by the community and businesses.

30

Council have actively participated in alternative energy supplies for Council infrastructure and assets. Council have undertaken alternate energy installations being Photovoltaic on several of Council buildings which have made significant energy savings and cost savings. This is making an energy saving to Council of 227,906kw/h annually, which equates to approximately $82,046 in cost savings annually while reducing Councils carbon emissions by approximately 214 tonnes annually. There is another two (2) solar systems being installed on council buildings in the 2016/17 year. These buildings are Council workshop and the Material Recycling Facility at the landfill.

Ongoing 75%

3.1 To grow the population of the LGA to 10,000 by 2021 with an LEP that ensures the growth is sustainable, and community spirit is maintained.

Council has an up to date relevant LEP.

Implement the LEP.

Measure

Population decline has been reversed.

31

The Glen Innes Severn Local Environmental Plan 2012 was reviewed in 2014 and again in 2015 with a Planning proposal being approved by NSW Planning for amendments to the LEP to be made. Amendments included: Minor mapping amendments and corrections; Amendment top land use tables for “Farm buildings” – to be permitted with consent in the RU1 Primary Production Zone. ‘Farm buildings’ were permitted without consent, however there were no standards which related to size, location or height of any such structure; Modify the Dwelling Opportunity Maps as additional parcels of land had been identified as having a dwelling opportunity. Changes to the Land Use table for Village RU5 zone to prohibit animal boarding and breeding establishments. Changes to provide greater flexibility in relation to the subdivision of land zoned RU1 through permitting boundary adjustment subdivisions where one (1) or more allotments involved do not meet the minimum lot size specified for the subdivision of the land; and the rezoning of land from General Residential to General Industrial land.

Ongoing 75%

4.1 To involve members of the community in caring for the natural environment.

Prevent the spread of noxious and environmental weeds.

Develop and implement a program to involve volunteers in restoring environmentally sensitive areas.

Measure

Volunteer program developed.

32

Council has created a position of Environmental Officer to facilitate engagement with volunteer based environmental organisations such as Land for Wildlife. Council secured funding from LGNSW and was the amount of $50,000 which was primarily used for the control of environmental woody weeds. The second component of this project was to undertake a small planting to form a biolink between two large areas of natural, privately owned vegetation in the Wellingrove, Kings Plains area. This planting has been incredibly successful with a 600 meter strip planted along the Kings Plains road and the seedlings have flourished. Council received and award and recognition for this project from LGNSW for Roadside Environment Management.

Ongoing 25%

4.2 To involve members of the community in caring for the natural environment.

Continue to liaise with Glenrac for delivery of community environmental projects.

Community education program undertaken to prevent the spread of noxious weeds.

Measure

Outcomes from the Glenrac Strategic Plan 2010-15 are achieved.

33

Council actively participate with GLENRAC by having representatives attend GLENRAC board meetings, participating in the development of the Glenrac 5 year Strategic Plan, partnering with Glenrac in running training programs such as Indian Myna Bird control program in 2014 and the Feral Cat reduction program which is running currently with Councils rangers providing training at workshops held by Glenrac. Plus also providing some funding from the Northern Tablelands Local Land Service funding that Council received in 2014.

Ongoing 75%

5.1 To monitor emerging climate change trends that may shape our long term planning.

Implement and review the Climate Change and Risk Adaptation Plan.

Undertake actions contained within the Climate Change and Risk Adaption Plan.

Measure

Once a plan has been finalised, actions will be developed.

34

Council has participated in numerous climate change works shops which were used to inform Council staff about the modelling which is being used to predict any impacts that may affect Council operations. One of these workshops was provided by Council Insurance Company State cover and was held at Glen Innes for senior council staff. Four staff members from Council travelled to Inverell to attend a Climate change workshop provided by OEH staff members. This workshop was primarily to provide training to understand the modelling and predictions for climate change in our region. The third training that Council participated in was the New England North West, Enabling Regional Adaption workshop which was provided by the Northern Tablelands Local Land Service. Council has incorporated some climate change risk assessment into Operational Plans such as the Drinking Water Quality Management Plan.

Ongoing 25%

5.2 To be a community leader in sustainability.

To implement recycling and energy efficiency strategies, that are cost effective, and reduce Council’s environmental impact.

Council staff develop and implement a project plan for recycling and energy efficiency actions that are cost effective and reduce Council’s environmental impact.

Measure

Implementation of plan makes measurable cost effective improvements to Council’s impact on the environment.

35

Council has provided leadership for Sustainability within the Glen Innes Severn in a number of ways, including the installation of five (5) Photovoltaic systems on Council buildings adding up to a total of 165.75kw , installation of LED lights when the old fluorescent lights need to be replaced, but the most significant was the implementation of the Off Stream Water Securities project during 2015, which involved the development of the two (2) dams at Glen Innes Aggregates site, the installation of four (4) pumps to deliver the water to the water treatment plant and 90kw solar system to help reduce the costs of running the pumps. Council received an award for this project in Environmental Sustainability from LGNSW in 2016. Council has constructed a new Community Recycling Facility attracting grant funding of $238,000. Council's Environmental Officer assists with community education of recycling opportunities.

Ongoing 75%

5.3 To have a Stormwater Management Plan.

Review and implement Stormwater Management Plan.

Stormwater Management Plan reviewed and implemented.

Measure

4 year measures in the Stormwater Management Plan are achieved.

Council resolved not to have a Storm Water Management Plan, but instead pursued a drainage charge which is included on the annual rates notice of residential residences.

Deferred 0%

36

5.4 To have a Floodplain Management Plan.

Implement and review the Floodplain Management Plan.

Floodplain Management Plan developed, adopted and implemented.

Measure

Four (4) year measures in the Floodplain Management Plan are achieved.

Council is expecting to receive the draft of this Flood Plain Management Plan in 2016-17. Council has been waiting approximately 18 months for the Consultant to provide this draft. This project is funded largely by the NSW Government.

Ongoing 75%

37

4 Governance and Civic Leadership

1.1 Community members are informed and engaged in Council activities and Council listens and responds to the community.

Council is proactive in its open communications with the local community via Community Committees of Council.

Council reviews and implements its Community Engagement Policy to keep community members informed and engaged in Council activities, and Council listens and responds to the community and works proactively with its committees.

Measure

Our four yearly customer survey shows that the community increasingly trusts its Council (baseline set in 2013) with a 5% increase in the first four (4) years.

Council's Community Engagement is a well developed document that was reviewed in March 2015, which provides appropriate and effective community engagement options and strategies. As requested by the community, Council is providing more information and engaging with the Community by distributing regular Quarterly Resident Newsletters and an increased number of media releases in the Glen Innes Examiner. During 2015 Council appointed a Communications and Committee Liaison Officer which has resulted in a central communication point / person for 335 Committees of Council to liaise with directly.

Ongoing 75%

38

2.1 Glen Innes Severn LGA will keep its local autonomy and Local Government has achieved Constitutional Recognition.

Council demonstrates good governance and strong leadership and promotes the value of our local autonomy.

Council promotes the value of our local autonomy based on the clearly defined community of interest of the Glen Innes Severn area and it’s Council. Council advocates for increased funding from Federal and State Governments.

Measure

Glen Innes Severn Council is autonomous and sustainable.

Council is now autonomous and sustainable, this was achieved in a four (4) step process. Firstly by implementing the 29 recommendations that came from the 2013 Promoting Better Practice Review. The review had the intent of improving the viability and sustainability of Councils. Secondly successful Financial Assessment review conducted by New South Wales Treasury Corporation (TCORP) allowing access to the Local Infrastructure Renewal Scheme (LIRS). Then as per the recommendation from TCORP Council applied and was successful for a Special Rate Variation (SRV) that was implemented from 1 July 2014. Lastly Council was declared Fit for the Future (FFF) in October 2015 by IPART. Council being declared financially sustainable also meant that it was a ‘stand-alone Council’ into the future, and avoiding amalgamation; ensuring Council could maintain its own autonomy/identity.

Completed 100%

39

2.2 Glen Innes Severn LGA will keep its identity and Local Government has achieved Constitutional Recognition.

Promote the pending referendum to the community.

Use materials provided by local government bodies and promote the 2013 referendum to the local community, and make the case for Local Government achieving Constitutional Recognition. Promote a school debating competition on the topic.

Measure

Local Government is recognised in the Constitution in 2013.

Council advocated that Local Government be recognised in the Constitution however, the Federal Government did not pursue the Referendum in conjunction with the 2016 Election.

Completed 100%

2.3 Glen Innes Severn LGA will keep its identity and Local Government has achieved Constitutional Recognition

Investigate a special rates variation.

Council investigates a special rates variation and implements if necessary to improve financial position of Council and reverse the trend of the infrastructure backlog growth.

Measure

Special rates variation investigated, extensive community consultation communicating outcomes of investigation.

40

Council applied and was successful for a Special Rate Variation (SRV) after extensive community consultation that was implemented from 1 July 2014. This has enabled Council to make progress with the upgrade of its local road network over the past three (3) years.

Ongoing 75%

2.4 Glen Innes Severn LGA will keep its identity and Local Government has achieved Constitutional Recognition

Identify and make operational savings which will be rediverted to infrastructure maintenance and renewals.

Council staff to review operations and processes for savings initiatives that could be implemented.

Measure

Savings Initiatives Report 2013-2017 accumulated total over $3M. These funds then rediverted to infrastructure maintenance and renewals.

Council has identified a number of saving initiatives in its annual Operational Plans which have been implemented. Savings during the term have been diverted to infrastructure maintenance and renewals.

Ongoing 75%

3.1 To be recognised as a well managed Council and an 'Employer of Choice'.

Investigate opportunities to retain financial sustainability including a review of Council services and functions

Review and update the Long Term Financial Strategy. Develop and implement a services review framework, Investigate opportunities to increase funding opportunities for Council.

41

Measure

Auditors report that Council is financially sustainable with improving ratios. Service review framework developed and commenced implementation.

Council has investigated and sourced increased funding via the approved Special Rate Variation (SRV) implemented in 2014. Then as a result of having a successful Financial Assessment review conducted by New South Wales Treasury Corporation (TCORP) allowed access to the Local Infrastructure Renewal Scheme (LIRS). Further, each year as part of the development of the Annual Operational Plan Council has done a full review of Fees and Charges to ensure cost recovery. Council has either met or is improving the industry (specifically TCORP and FFF) benchmarks, demonstrating its financial sustainability. Council was declared Fit for the Future (financially sustainable) in October 2015 by IPART.

Completed 100%


To be an 'Employer of Choice' through the review and implementation of relevant policy and practice.

Include and implement actions to become an 'Employer of Choice' in the Workforce Management Plan 2013-2017, including the creation of a welcoming and inclusive workplace and the provision of innovative employee attraction and retention benefits. Set baselines in 2013.

Measure

Glen Innes Council recognised in regional surveys as an 'Employer of Choice'.

42

Approximately 75% of all actions were completed in the Workforce Plan 2013-2017 before its review in early 2015 by Winton Consulting. Incomplete actions from the original Plan were carried over to the revised Workforce Plan 2015-2019. Notable achievements were the complete review of Council’s salary system and performance management systems, a review of staff remuneration and benefits, implementation of a new employee wellness program, and a review of recruitment procedures.

Ongoing 75%


Council implements the Procurement Roadmap Program.

Engage in efficient and cost purchasing and procurement processes.

Measure

Council achieves better value for money in purchasing and procurement.

Council staff have received training on Contract Management, Contract Specification Writing and Tendering Requirements. Council's Procurement Steering Committee has developed many Policies that have been adopted by Council, the most notable being the Local Business and Industry Policy. The purpose of this Policy is to purse benefit to local business as part of Council's Procurement Activities by applying a 10% reduction on price to local purchases to ensure that they can effectively complete with suppliers from out of town.

Ongoing 75%

43


To have a continuous improvement philosophy for the delivery of all Council services.

Action and review of Council’s IT Strategic Plan. Action and review Council’s Records Management Operational Plan. To make any necessary changes in relation to Industrial Relations legislation and associated trends. Finalise and implement the Continuous Improvement Plan and Internal Audit mechanism. Action and review Council’s WH and S Management Plan and Public Liability Action Plans. Update and monitor Property register including Crown Land.

Measure

Council has a more stream lined administration and solid Risk Management systems in Place.

All action items from Council’s IT Strategic Plan have been implemented and the Plan will be reviewed and updated in the last half of 2016. All actions from Council’s Records Management Plan have been implemented. The plan will be reviewed and updated in line with new Records Management Standards before the end of 2016. All industrial relations matters have been dealt with satisfactorily and no disputes have proceeded to arbitration. The Continuous Improvement Policy and Plan have been finalised and implemented. Council has an internal 'Risk and Compliance Committee' which meets monthly. Council’s WHS Management Plan has undergone extensive consultation and review and is expected to be ready for Council to adopt in September 2016. The Finance Team updates and monitors the Property Register, which includes Crown Land.

Ongoing 75%

44


To manage community infrastructure effectively.

Implement and review the Asset Management Strategy and Asset Management Plans for all classes of assets.

Measure

Achieve four year targets and Asset Management Plans.

Asset Management Plans are reviewed on a continual basis to optimise the management of all classes of assets. Particular improvements have been achieved in the management of road assets and water assets during this term.

Ongoing 75%

4.1 To provide community leadership by being aware of and appropriately responding to broader community issues of a more political nature.

Councillors to act together as community leaders on appropriate matters, advocating for the local community.

Councillors respond to community engagement together advocating for appropriate matters on behalf of the local community.

Measure

Glen Innes Severn Council successfully advocates for community needs and makes significant progress in achieving some of the outcomes it advocates for in the Community Strategic Plan by 2017. Glen Innes Severn Councillors are recognised for their success in advocating together for the local community.

45

The Mayor and General Manager used every opportunity available to lobby the idea with politicians and Government officials that district hospitals like the Glen Innes Hospital should be viewed as an important category sitting between small multi-purpose centres and larger regional hospitals, and that these hospitals should attract adequate funding on a continuous basis to ensure that they remain fit for purpose. Council and the community successfully lobbied the NSW Government to ensure the ongoing operation of the Glen Innes Agricultural Research Station.

Completed 100%

5.1 To have effective networks between Council and State, Federal and Local Government bodies.

Work closely with state agencies, neighbouring Councils, community groups and residents to harness local knowledge and develop local solutions including resource sharing.

Councillors and senior staff take every opportunity to establish relationships and networks with neighbouring Councils, State and Federal Government bodies. Local solutions are sought to enhance social inclusion.

Measure

Council is successful in putting the Glen Innes Severn area into the investment plans of State and Federal bodies, and achieves additional resources. Good relationships and networks in place with neighbouring Councils, State agencies and Federal Government bodies.

Council has engaged with State and Federal bodies in the implementation of innovative capital works ventures for example achieving the Local Government Award for Excellence for the Off Stream Water Project.

Ongoing 75%

46

5 Fit For the Future

1.1 Council to be assessed as “Fit For the Future” by the Independent Pricing and Regulatory Tribunal (IPART).

Develop an action plan so as to ensure Council is financially sustainable and therefore continues to maintain its own autonomy and identity.

Implement the Fit for the Future Action Plan as adopted by Council. Such a plan is to reflect and accommodate the array of financial indicators and benchmarks that Local Councils are expected to meet in order to be assessed as being financial sustainable by IPART.

Measure

Achieve actions set out in the Fit For the Future Action Plan. Council declared as Fit For the Future by IPART.

Council was declared FFF in October 2015 by IPART. Council

being declared financially sustainable also meant that it was a

‘stand-alone Council’ into the future, and avoiding amalgamation;

ensuring Council could maintain its own autonomy/identity. This

was an outstanding achievement and was the result of a

committed Council with strong Councillors who were able to see

the “big picture” and make some tough decisions over the last few

years including applying for, and having approved, an SRV that

was implemented by Council from 1 July 2014. Council is on track

to meeting the majority of the Fit For the Future Financial

benchmarks and the challenge going forward is to build on this

excellent achievement.

Ongoing 75%

9.1 corporate management: integrated planning and reporting - presentation … · 2016. 11. 18. ·...

Documents