Derwent Valley Council

Annual Report 2018/2019

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Contact Information

Council Administration Office Circle Street New Norfolk, TAS 7140 Office Hours 8:15am – 5:00pm, Mon - Fri Postal Address PO Box 595 New Norfolk, TAS 7140 Phone number (03) 6261 8500 Email [email protected] Website www.derwentvalley.tas.gov.au Facebook Derwent Valley Council After Hours Emergency Number (03) 6261 8500

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TABLE OF CONTENTS

INTRODUCTION ...... 5

MESSAGE FROM THE MAYOR ...... 7

MESSAGE FROM THE GENERAL MANAGER ...... 9

COUNCIL IN FOCUS ...... 10

OUR VALLEY ...... 11

COUNCIL PROFILE ...... 13

MAYOR AND COUNCILLORS ...... 13 RECORD OF COUNCIL MEETING ATTENDANCE ...... 17 COUNCILLOR ALLOWANCES AND EXPENSES STATEMENT ...... 18 COUNCIL VALUES ...... 19 COUNCIL ORGANISATIONAL CHART ...... 20 COMMITTEES OF COUNCIL ...... 21

FINANCIALS ...... 23

SOURCES OF INCOME ...... 23 SOURCES OF EXPENDITURE ...... 24 SENIOR EMPLOYEE TOTAL REMUNERATION STATEMENT ...... 25 GRANT ASSISTANCE AND BENEFITS...... 25 COMMUNITY GRANTS PROGRAM ...... 26 CONTRACTS FOR SUPPLY OF GOODS AND SERVICES ...... 27 AUDIT PANEL ...... 29

OUR VALLEY 2030 STRATEGIC PLAN ...... 34

STRATEGIC ACTION 1 – A REGIONALLY DIVERSE, COMPETITIVE AND INNOVATIVE VALLEY THAT IS ATTRACTIVE TO ALL...... 34 STRATEGIC ACTION 2 – A WELL-PLANNED AND SUPPORTED INFRASTRUCTURE TO MEET THE GROWING DEMANDS OF THE REGION...... 36 STRATEGIC ACTION 3 – WE PRESERVE, PROTECT AND PROMOTE OUR LIVED, BUILT AND NATURAL ENVIRONMENT FOR THE NEXT GENERATION...... 38 STRATEGIC ACTION 4 – SERVICES ARE INTEGRATED TO MAXIMISE OPPORTUNITIES AND PARTICIPATION ...... 39 STRATEGIC ACTION 5 – THE VALLEY HAS A RANGE OF ACTIVITIES TO IMPROVE PHYSICAL OR MENTAL WELLBEING ...... 41 STRATEGIC ACTION 6 – THE VALLEY HAS HIGHLY LIVEABLE AND ENGAGED COMMUNITIES, SUPPORTED BY ACCESS TO ITS NEEDS...... 43 STRATEGIC ACTION 7 – THE DERWENT VALLEY BRAND SHAPES OUR STORY AND REPUTATION ...... 45 STRATEGIC ACTION 8 – THE PLAN IS IMPLEMENTED THROUGH EFFECTIVE AND TRANSPARENT GOVERNANCE AND PARTNERSHIPS...... 46

2018/2019 HIGHLIGHTS ...... 48

COMMUNITY STRATEGIC PLAN, OUR VALLEY 2030 ...... 48 EXTREME WEATHER EVENT ...... 49 CAPITAL WORKS ...... 51 CORPORATE & COMMUNITY SERVICES ...... 55 COMMUNITY DEVELOPMENT ...... 55 INFRASTRUCTURE SERVICES ...... 62 DEVELOPMENT AND ENVIRONMENTAL SERVICES ...... 64 ENVIRONMENTAL PLANNING AND MANAGEMENT ...... 67

STATUTORY OBLIGATIONS ...... 69

PUBLIC INTEREST DISCLOSURE STATEMENT ...... 69

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RIGHT TO INFORMATION ...... 69 COMPLAINTS ...... 70 CODE OF CONDUCT ...... 70 ENTERPRISE POWERS STATEMENT ...... 70 DONATED LAND STATEMENT ...... 70 PUBLIC HEALTH STATEMENT ...... 70

APPENDIX – FINANCIAL REPORT 2018/2019

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Introduction The Local Government Act 1993 requires every Council in Tasmania to produce an Annual Report. This gives an opportunity for the Council to inform the community of achievements and challenges in the last year, and review areas to be improved upon. This includes the annual corporate planning and reporting cycle of the Derwent Valley Council each year. This report covers the period of the 2018/2019 financial year.

The Council is required under Section 72 of the Local Government Act 1993 to prepare a report that contains: (1) A council must prepare an annual report containing all of the following: (a) a summary of the annual plan for the preceding financial year; (ab) a statement of its goals and objectives in relation to public health for the preceding financial year; (b) a statement of the council's activities and its performance in respect of goals and objectives set for the preceding financial year; (ba) a statement of the number of code of conduct complaints that were received and the number that were upheld either wholly or in part during the preceding financial year; (bb) the total costs met by the council during the preceding financial year in respect of all code of conduct complaints dealt with under Division 3A of Part 3 during the preceding financial year; (c) the financial statements for the preceding financial year; (caa) a statement of the operating, capital and competitive neutrality costs in respect of each significant business activity undertaken by the council during the preceding financial year together with a statement of the revenue associated with that activity; (ca) a statement of the activities and performance of the council in relation to any activity undertaken pursuant to section 21 as compared with its objectives for the preceding financial year; (cb) a statement of the total allowances and expenses paid to the mayor, deputy mayor and councillors; (cc) a statement detailing the attendance of each councillor at meetings of the council or any council committee during the preceding financial year; (cd) a statement in accordance with subsection (4) relating to the total annual remuneration paid to employees of the council who are key management personnel, within the meaning of the Compiled Accounting Standard AASB 124, as amended or substituted from time to time, issued by the Australian Accounting Standards Board under the Australian Securities and Investments Commission Act 2001 of the Commonwealth; (d) a copy of the audit opinion for the preceding financial year; (da) a statement specifying details of any land donated by the council under section 177 , including the name of the recipient, the reasons for the donation and the value of the land; (e) any other prescribed matter.

This report contains a series of chapters, each devoted to a function of Council, and an explanation of how these functions interact within the Derwent Valley Council structure.

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The report also contains audited standard, financial, and performance statements. This shows how monies raised via rates, charges, fees and grants received have been expended.

Each year the Council, in consultation with the community, prepares an Annual Budget within the context of the actions identified in the Strategic Plan – Our Valley 2030. The Strategic Plan and Budget are used to inform the decisions and actions of Council for the coming year.

Derwent Valley Council values the input of the community. Members of the community are invited to make submissions on the Annual Report for discussion at Council’s Annual General Meeting, which will be held at 5:30pm on Thursday 12 December 2019.

Tynwald Park Footbridge

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Message from the Mayor Barry and his family for the years of service and wonderful memories. Having been voted in as Mayor at the 2018 In October 2018,Council endorsed its Community October election it is my pleasure to present the Strategic Plan - Our Valley 2030. The Derwent Valley Council’s Annual Report for development of this plan included consultation 2018/2019. This report provides insight into the with the community through workshops, Council’s achievements for the year ending 30 listening posts, community meetings, forums and June 2019, as well as outlining future plans and written submissions. The plan provides strategic information on the Council’s current financial direction and guidance for the Council in the position. allocation of its resources and priorities for the 2018/2019 was another busy year for Council, next 12 years. It works in conjunction with the with our region continuing to experience growth Council Annual Plan, Long Term Financial Plan, with an increase in the value of permits to Asset Management Plan and a range of other $19,816,727 issued by the Council. This ongoing strategies and programs. growth highlights the need to continue to invest Our ongoing tourism and economic growth in our infrastructure. continues to provide opportunity to showcase The October 2018 Local Government elections what our region has to offer. saw three newly elected Councillors as well as the Council commenced work on our Branding re-election of five existing Councillors. I would Strategy and Open Space Strategy post the like to take his opportunity to thank the late Barry adoption of our Strategic Plan. As key action Lathey and James Graham for their contribution items in our Strategic Plan, the branding strategy to the Council. will promote awareness of our region as well as In June 2019, Anne Salt resigned as a Councillor, ultimately defining a consistent approach to the triggering a countback and Natasha Woods was marketing of our region. elected to fill her vacancy. Additionally Councillor This year we have continued on the journey to Rachel Power resigned in October, returning activate the Council owned portion of the Willow Frank Pearce to serve until the 2022 ordinary Court Precinct. While at times controversial, I election. believe the activation of the site will provide I would like to acknowledge Martyn Evans for his positive economic benefits for our region. significant contribution to the municipality over Complimentary to the Agrarian Kitchen, the his nine years as Mayor and look forward to proposed New Norfolk Distillery will be continuing to work with him as a Councillor. Tasmania’s first bespoke rum distillery in over 150 years. In January we were saddened by the loss of Barry Lathey, a long standing member of Council in his Council’s lobbying of the State Government was capacity as Deputy Mayor and a Councillor. Barry fruitful with the $2.5 Million contribution to the served this community as an elected upgrade of Glenora Road. While this will not representative for almost 20 years. He was an achieve a major upgrade of the entire road, it will advocate for this community, his passion and ensure that the key areas identified are dedication to the special committees that he rehabilitated for our residents and tourists. represented, as well as this Council as a whole has been outstanding. As an elected group we thank

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This year Council embarked on our largest capital In closing, I would like to acknowledge the work works program. The $5 Million worth of projects of our staff, volunteers and contractors. included the replacement of $2.3 Million worth of bridge, road, stormwater and playground infrastructure lost or damaged in the extreme weather event in May 2018; infrastructure upgrades; a playground upgrade at Maydena; the fenced dog exercise area; the feasibility study into the Derwent Valley Railway as well as works with the Derwent Catchment Project on our NRM programs.

Roads to Recovery funding assisted the Council in the delivery of upgrades to Blair and Grey Street. This funding assisted the Council to deliver on infrastructure renewals identified from our Asset Management Plan.

Community celebrations and events supported by the Council this year included the Derwent Valley Autumn Festival, Youth Week, Australia Day Colour Run, Carols by Candlelight, Relay for Life and the Christmas Parade. These events Ben Shaw bring our people together and provide an Mayor opportunity for our Council to give back to the community.

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Message from the General Manager

Each year I reflect on the year that was when replacement of bridges, road segments, preparing my message for the Annual Report. playground equipment and the footbridge at This provides an opportunity to celebrate our Tynwald Park at a cost of $2.3M was achieved in successes and note our opportunities for addition to a steady increase in the improvement. annual Capital Works program. The improvements to the Esplanade area in New The following pages attempt to summarise the Norfolk also continued to progress, the achievements of Council for the 2018/2019 year: popularity most evident on any warm sunny day. a year of significant progress towards a goal of The relocation of the New Norfolk Rowing Club continuous improvement. shortly will further enhance the activation and The October 2018 election cycle provided an vibrancy of the locale. opportunity for the community to reflect upon In closing, I thank the Councillors and staff that the work of the Council over the previous four have allowed the organisation to continue to year period. The electors spoke resulting in an progress. It is only with combined efforts that the equal blend of existing and new Councillors essence of local government, being the closest elected to be trustees of the communities’ assets and most responsive to the people, can be and oversee future directions. The past period realised and the community hence be best served saw the introduction of a Strategic Plan, further increased Asset Management Planning, together with the implementation of good governance practices that provide solid foundations necessary for a contemporary local government to succeed.

This year’s focus has been the successful development of the Councils Strategic Plan ‘Our Valley 2030’. This comprehensive process allowed for any member of the community to provide valuable input into the direction of the Council for the next 12 years. The community consultation and engagement undertaken as part of this project was I understand the most significant the Council has broadly fostered in many years. Receiving Council endorsement in October 2018, the challenge now is to meaningfully address the delivery of the Strategic Actions outlined.

I also choose to note the replacement of Council Greg Winton infrastructure lost in the extreme weather event General Manager provided an additional challenge this year. The

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Council in Focus Working together, the Derwent Valley will become known for the beauty of its preserved natural environment and the produce and lifestyle it provides for a prosperous and proud community. The Valley will be inviting for visitors, investors and families alike, while remaining very much local as growth is balanced against preserving what is special about what we have already. We celebrate our history and our successes as we unite to deliver a sustainable future for the next generation.

Natural. Inviting. Local. Natural Inviting Local By 2030, we have retained our We are seen as a very inviting The people of the Valley value sense of space and the peace place to work, live and visit what we have here – the that comes with that. While due to our unique blend of sense of community. close to Hobart, we will never friendliness, space, natural With steady growth in New cease to be amazed at how beauty and vibrancy. Norfolk and ongoing that sense of space makes us Farming, tourism and improvements to the look and feel like we are “a world sustainable industry remain as feel of the central business away”. large employers of local district, the town is vibrant. The Valley will continue to be people. This attracts locals and visitors known for its stunning alike. New businesses – and landscape. But, we won’t rest on that achievement; subsequently contributing The smaller towns of collaborations will have residents - are being attracted Westerway, Glenora, Bushy furthered real improvements particularly to New Norfolk, Park, Molesworth, Lachlan in the “health” of the which will grow. and Maydena are lively centres contributing to the environment. As leaders in Businesses will be attracted to environmental management, lifestyle and services in the the collective “sense of valley. Our community spirit is water quality of the Derwent purpose” that existing and still strong and our towns feel will be good and weeds will be diverse businesses have peaceful. In these much less of a problem. created as they too, have a communities, access to Our community understands real desire to contribute to transport is easy, with good the future of the community. that our natural environment links to Hobart and beyond. This collective way of thinking is an important part of our and doing will lead to new Across the valley educational identity as is our link to our past. But it is also our future as ideas and create facilities and after hours we and others value our opportunities for the next medical services are readily preserved natural history and generation. available as well as shops and entertainment. beauty. Improvements sought by the community are now visible

and seen with much pleasure and pride

We understand that our history is something that we

should own. We should be

proud of who we are – put

simply, a community that cares.

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Our Valley

4,103 km2 333 km MUNICIPAL AREA TOTAL LENGTH OF COUNCIL MAINTAINED ROADS Area of world heritage area 2,789 sq km Sealed roads 97 km Total area of Public Reserves 3,266 sq km Unsealed roads 236 km

10,290 TOTAL POPULATION OF THE MUNICIPALITY1

5,069 25.2% RATEABLE PROPERTIES HOUSEHOLDS WITHOUT

INTERNET CONNECTION

$13.9M $346M COUNCIL ANNUAL OPERATING GROSS REGIONAL PRODUCT2 BUDGET INCOME

2,881 431 JOBS IN THE VALLEY3 LOCAL BUSINESSES

NB: Gross Regional Product (as of 30 June, 2018). GRP is the amount of the nation’s wealth, which is generated by businesses, organisations and individuals working in the Derwent Valley.

1 https://profile.id.com.au/derwent-valley 2 https://economy.id.com.au/derwent-valley/population 3 https://economy.id.com.au/derwent-valley

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This year Last year Did you know…? 2018/2019 2017/2018

Building Permits issued* 58 70 Development Applications 189 181 Planning Permits issued 118 123

(*Building Act 2016 - effective 1 January 2017)

Below is the breakdown in planning permits issued for the 2018/2019 financial year. 2018/2019 2018/2019 2017/2018 2017/2018 Category Amount Value Amount Value Residential 81 $14,330,977 76 $6,526,302 Commercial 13 $5,047,750 21 $4,052,000 Industrial & Utilities 2 $20,000 2 $4,179,174 Tourism 6 $285,000 5 $0.00 Subdivision 8 $0.00 5 $0.00 Other 8 $133,000 14 $1,137,200 Total 118 $19,816,727 123 $15,894,676

The below provides a graphical representation of the permits that have been issued for the 2018/2019 financial year in comparison to the previous four financial years.

100 90 80 70 60 50 40 30 20 10 0 Residential Commercial Industrial & Tourism Subdivision Other Utilities

2014/2015 2015/2016 2016/2017 2017/2018 2018/2019

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Council Profile

The Derwent Valley Council is established under the provisions of the Local Government Act 1993. Council is made up of eight Councillors who each serve a four year term, with elections held on an ‘all in all out’ basis. The term for elected Mayor and Deputy Mayor is also four years.

Mayor and Councillors

For the period July 2018 - October 2018, the elected members were:

 Mayor Martyn Evans  Deputy Mayor Ben Shaw  Councillor Paul Belcher (resigned 27 July 2018)  Councillor James Graham  Councillor Barry Lathey  Councillor Frank Pearce  Councillor Anne Salt  Councillor Julie Triffett

Local Government elections were held in October 2018, with the following elected to office:

 Mayor Ben Shaw  Deputy Mayor Jessica Cosgrove  Councillor Paul Belcher  Councillor Luke Browning  Councillor Martyn Evans  Councillor Rachel Power (resigned 1 October 2019)  Councillor Anne Salt (resigned 21 June 2019)  Councillor Julie Triffett  Councillor Natasha Woods (elected following the resignation of Councillor Salt)  Councillor Frank Pearce (elected following the resignation of Councillor Power)

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Mayor Deputy Mayor Ben Shaw Jessica Cosgrove

Councillor Councillor Luke Browning Martyn Evans

Councillor Councillor Anne Salt Julie Triffett (Resigned from Council 21 June 2019)

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Councillor Councillor Natasha Woods Frank Pearce

Note – Councillor Paul Belcher and Councillor Rachel Power were unavailable for individual photos.

Back Row – Councillor Rachel Power, Councillor Martyn Evans, Councillor Luke Browning, Councillor Paul Belcher, Front Row - Councillor Julie Triffett, Mayor Ben Shaw, Deputy Mayor Jessica Cosgrove. Absent – Councillor Anne Salt

Councillor Barry Lathey

We were saddened during the year when we lost one of our long-term Councillors Barry Lathey. Barry served as a Derwent Valley Councillor for 19 years. At the 2011 Local Government election, Barry was elected to serve as Deputy Mayor.

Barry was a member of the New Norfolk urban volunteer brigade. In 1994 was named Citizen of the Year. His work and passion for the community was valued. Barry sat as a member a number of Council special committees including; Access Advisory, Boyer Oval Management Committee, Derwent Valley Youth Future Action Team, Esplanade Special Committee, Friends of Frascati, Willow Court and Barracks Working Group, Willow Court Conservation Special Committee and William Hazelwood Reserve.

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Decision making Structures of Council

The Council makes decisions based on a majority Council is further supported by an Audit Panel. decision by the Councillors present at monthly The Audit Panel is an independent advisory meetings. Council meetings are held on the third Committee to the Council, established in Thursday of the each month. compliance with Part 8 of Division 4 of the Local Government Act 1993 and the Local Government Council meetings are open to the public (except (Audit Panels) Order 2014. The Audit Panel’s where an item is considered to be of a objective is to review the Council’s performance confidential nature in accordance with the Local under section 85A of the Act and report to the Government (Meeting Procedures) Regulations Council its conclusions and recommendations. 2015). Meeting schedules are available on Councils’ website and at the Council Members of the community have the opportunity Administration Office. to influence Council decision making through avenues such as community consultation and Agendas and attachments are available from engagement, tabling of petitions and public Council Administration Office on the Friday prior question time at Council meetings. to meetings or on Council’s website www.derwentvalley.tas.gov.au. Operational decisions are made by the General Manager and Council Officers through delegated Council’s website also contains confirmed authority under Section 22 of the Local minutes and audio recordings from previous Government Act 1993. Delegations allow for Council Meetings timely and efficient decision making at an operational level. Council puts in place controls This year the Council hosted Community forums such as policies, procedures, supervision and prior to Council meetings at Maydena, Lachlan audits to ensure authority is exercised and Bushy Park. appropriately. Councillors cannot make decisions individually. It is the role of Councillors to provide strategic leadership for the community and set the policy direction for the Council. Council makes decisions about the budget and determines planning applications under state legislation.

Councillors are also required to effectively represent and act in the best interests of their community. Councillors also facilitate communication between Council and members of the community.

Council recognises that its community will only continue to support its policies and actions if they are transparent and accountable.

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Councillor Meeting Attendance

There were a total of 28 Council Meetings. Included in this total are three meetings held away from New Norfolk (Bushy Park, Maydena and Lachlan) these meetings included a community forum.

Meeting No. of Open Closed Total % Items dealt Meetings Session Session Items with in Closed Items Items Session Council 24 168 47 215 28%

Special Meetings 3 4 0 4 Annual General Meeting 1 2 0 2 Total 28 174 47 221

Record of Council Meeting attendance

The below table provides the attendance of Councillors at the Council meetings and Audit Panel meetings for the 2018/2019 financial year. Where a Councillor was not in attendance at a particular meeting, a leave of absence for a specific purpose may have been granted by Council pursuant to Section 39 of the Local Government (Meeting Procedures) Regulations 2015. Councillor Ordinary Closed Special Special AGM Audit Total Meeting Meeting Ordinary Closed Panel

Martyn Evans* 10 11 3 0 0 24

Ben Shaw* 11 11 2 0 1 25

Paul Belcher* 5 3 2 0 1 11

James Graham 4 4 1 0 1 2 12

Barry Lathey 4 4 1 0 0 9

Frank Pearce 3 3 1 0 0 7

Anne Salt* 11 10 3 0 1 1 26

Julie Triffett* 12 12 3 0 1 2 30

Jessica Cosgrove* 7 7 2 0 1 17

Luke Browning* 7 7 2 0 1 2 19

Rachel Power* 7 7 2 0 1 17 Councillor Belcher was granted a Leave of absence from 21 February 2019 – 30 June 2019. *Elected 2 November 2018

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Councillor Allowances and Expenses Statement

Statement of Allowances and expenses paid to elected members Section 72 (1)(cb) of the Local Government Act 1993:- • Total allowances paid to the Mayor, Deputy Mayor and Councillors: • Total expenses paid to all Councillors:

Allowances, telephone and travel paid to elected members for 2018/2019 were as follows:-

Councillor Allowance Telephone Travel

Ben Shaw* $ 37,580.96 $ 261.15 $2,390.28

Jessica Cosgrove* $ 16,506.64 - -

Martyn Evans* $ 22,850.68 $ 750.00 $1,703.65

Julie Triffett* $ 12,553.00 - -

Anne Salt* $ 12,553.00 - -

Paul Belcher* $ 9,463.78 - -

Rachel Power* $ 8,434.00 - -

Luke Browning* $ 8,434.00 - $ 481.60

Barry Lathey $ 4,119.00 - -

James Graham $ 4,119.00 - -

Frank Pearce $ 4,119.00 - -

Total $ 140,733.06 $1,011.15 $4,575.53 *Elected 2 November 2018

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Council Values

We recognise that the best way to deliver service as a Council is through valuing our people and intentionally developing a positive workplace culture. Accordingly our staff is the driving force for excellence and assisting the organisation to achieve its strategic goals.

Our values have been created collaboratively with Staff and Councillors, they are what is most important to us and are the common touchstones for those that represent Derwent Valley Council.

Quality Service: We work to serve our community, to make a difference in what we do every day.

Collaboration: We listen to and respect each other, we are supportive and work co- operatively and inclusively to achieve great results.

Growth: We grow and succeed through learning. We foster an environment that values the individual contribution of our people by providing them with opportunities to develop and grow their skills and knowledge to reach their potential.

Integrity: We strive to be valued and trusted by our community by being accountable and objective in our role as a local government.

Wellbeing: We demonstrate duty of care for ourselves, our team mates and our community in all that we do. We value the health and wellbeing of our staff and community.

Arthur Square

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Council Organisational Chart

Council’s Workforce Profile for 2018/2019 is as follows:

Full-Time Part-Time Casual Total Indoor (Admin Office) 15 9 5 29 Outdoor (Operations) 20 1 21 Children’s Services 12 8 20 Total 35 22 13 70

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Committees of Council

The Local Government Act 1993, provides Council with the authority to create Committees made up of only Councillors or Special Committees made up of Councillors and members of the community. At Derwent Valley Council Special Committees are mainly comprised of members of the community with an interest in the objectives of that committee.

Derwent Valley Council has standard ‘Terms of Reference for Special Committees’ of the Council. Copies of these can be provided to the public on request.

From time to time Council may also create working groups. These groups are generally run less formally than Special Committees and are usually created for a specific project.

The below table provides an overview of the Councils Special Committees and the minutes received by the Council for the 2018/2019 Financial Year. A list of the Councillor Representative on each of the Special Committees is available via Councils website.

Special Committee Purpose Minutes Noted by Council in 2018/2019 Access Advisory Committee Advises Council on access issues, 3 particularly in relation to those people with a disability. Boyer Oval Management Committee Assists in the management and 7 upgrading of Boyer Oval. Bushy Park War Memorial Swimming Assists in the safe and efficient operation 3 Pool of the Bushy Park Swimming Pool.

Derwent Valley Youth Future Action Derwent Valley Council’s youth advisory 17 Team (D’FAT) committee.

Economic Development and Growth To aid in the implementation of the 5 Special Committee STEP’s Plan

Friends of Frascati Community Garden Aides in the restoration of the gardens at 5 Frascati House. Friends of Willow Court Committee Has a special interest in the restoration 6 of Willow Court Historical Information Centre Operates the Historical Information 9 Committee Centre.

Molesworth Recreation Reserve Assists in the management of the 0 Committee Molesworth Reserve.

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Special Committee Purpose Minutes Noted by Council in 2018/2019 New Norfolk Business Alliance Assists in the promotion of the central 6 business district. New Norfolk Swimming Pool Assists in the safe and efficient operation 7 Committee of the New Norfolk Swimming Pool.

Tidy Town Committee Undertakes projects to help beautify and 1 keep the municipal area tidy. Tynwald Park Development Committee Advises on the development of Tynwald 2 Park.

Authorities and Associations Purpose

TasWater Authority Water supply related issues in regards to TasWater.

Southern Tasmania Council Authority (STCA) A grouping of 12 Southern Councils.

Local Government Association of Tasmania Tasmania’s peak Local Government body. (LGAT)

Other Committees and Organisations Purpose

Australia Day Plans community activities for Australia Day each year. Community Grants Administers and assesses applications to Council’s Community Grants program. Derwent Catchment Natural Resource Monitors environment within the Derwent Catchment area. Management Derwent Valley Autumn Festival Plans the annual Autumn Festival. Derwent Valley Council Audit Panel The objective of the Panel is to assist Council and the General Manager in providing an independent process in its financial and risk management practices to ensure accountability to the community in the governance, management and allocation of resources. Derwent Valley Visitor Information Provides volunteers for the running of the Council funded Centre Visitor Information Centre. Maydena Community Association An association of members of the Maydena Community that has the support of Council.

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Financials

The Annual Financial Report, including notes to the accounts is provided as an Appendix to this Annual Report. The Annual Financial Report meets the requirements of the Local Government Act 1993 and Australian Accounting Standards and has been audited by the Tasmanian Audit Office.

The following information aims to provide a brief summary of Council’s 2018/2019 financial result.

Sources of Income

The Council receives revenue from a wide range of sources, including rates, user fees, fines, grants, contributions and other income. The total income for 2018/2019 was $13.9M. The main source of revenue for the Council comes from rates and charges, which represents 54.51% of the Council’s income.

The below table provides a summary of operating revenue for 2018/2019 and the comparison as a percentage of total operating revenue over the last four financial years.

Revenue Comparison 2015 2016 2017 2018 2018 % % % % $ Rates and Charges 52.71 48.13 53.03 54.51 7,587,332 Statutory Fees and Fines 2.08 2.18 2.60 3.05 424,043 User Fees 12.31 10.16 11.65 10.98 1,528,417 Grants 26.43 32.99 27.17 18.06 2,514,270 Contributions - Cash 0.02 0.18 0.00 0.09 12,291 Interest 0.55 0.81 1.17 1.23 171,572 Reimbursements 1.30 1.22 0.80 0.00 0.00 Investment Revenue - TasWater 3.37 2.89 3.10 1.95 272,000 Other Income 1.23 1.44 0.48 10.13 1,410,360

Where the Funds came from: Total income from continuing operations $13,920,285.

54.51% - Rates and Charges

3.05% - Statutory Fees and Fines

10.98% - User Fees

18.06% - Grants

0.09% - Contributions Cash

1.23% - Interest

1.95% - Investment TasWater

10.13% - Other Income

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Sources of Expenditure

The Council’s total expenditure for 2018/2019, including depreciation, was $13.2M. The majority of the Council’s expenditure relates to delivering services that benefit the community. Other expenditure categories include employee costs, depreciation, and other expenses.

The below table provides a summary of operating expenditure for 2018/2019 and the comparison as a percentage of total operating expenditure over the last four financial years.

Expenditure Comparison 2015 2016 2017 2018 2018 % % % % $ Employee Benefits 33.62 32.45 32.80 33.12 4,386,382 Materials and Services 36.30 35.23 38.15 35.73 4,731,738 Impairment of Receivables 0.00 0.00 0.00 1.59 211,128 Depreciation 20.02 21.27 19.16 18.86 2,497,532 Finance Costs 1.36 1.44 1.28 1.34 177,790 Plant and Vehicle Running 2.91 3.26 2.81 2.78 367,635 State Taxes 2.11 2.35 2.19 2.25 297,403 Other Expenses 3.38 4.00 3.61 4.33 573,905

Where the Funds were spent: Total expenses from continuing operations $13,243,513.

33.12% - Employee Benefits

35.73% - Materials and Services

1.59% - Impairment of Receivables

18.86% - Depreciation

1.34% - Finance Costs

2.78% -Plant & Vehicle Running

2.25% - State Taxes

4.33% - Other Expenses

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Senior Employee Total Remuneration Statement

This statement is in accordance with Section 72 (1)(cd) of the Local Government Act 1993. The Council is required to report on the total annual remuneration paid to employees who hold senior positions. Total Remuneration including salary, superannuation and private use of any motor vehicle as required under the Local Government Act 1993 is below, further information is outlined in the Financial Report.

Salary Band Number of Employees

$20,001- $40,000 1 $40,001 - $60,000 1 $140,001 - $160,000 2 $220,001 - $240,000 1

Grant Assistance and Benefits

This statement is in accordance with Section 77(1) of the Local Government Act 1993. A total of $ 51,529.28 was granted/donated during the 2018/2019 financial year. Description Amount Community Donation $ 2,002.14 Community Grants Program $ 16,476.50 Youth Support $ 172.73 DV Sport and Recreation Centre $ 32,877.91 Tourism Support Total $ 51,529.28

This is expanded upon below.

Donations

Derwent Valley Council made the following donations to individuals and organisations in the 2018/2019 financial year:- Organisation Funds Allocated J Price - International Trip $ 300.00 New Norfolk Fire Brigade - State Championships 2018 $ 100.00 Magra Fire Brigade - Quiz Night $ 100.00 M Riley - U15 Girls Rugby Union State Selection $ 270.00 New Norfolk Junior Football Club - Trip to Melbourne $ 100.00 K Smith - LA trip C'mount College $ 200.00 New Norfolk High School - State Futsal Tournament Team $ 500.00 Lions Club of Hobart - Circus Quirkus Sponsorship $ 109.09 Rotary Club of Claremont - Derwent Cycle Challenge $ 220.46 New Norfolk Primary School - raffle sponsorship $ 102.59 Total $ 2,002.14

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Photocopying Services - Community Groups The Council maintains a register of the photocopying undertaken by community groups and special committees. The cost to the Council for the period 2018/2019 was $1,646.01.

Community Grants Program

This statement is in accordance with Section 77(1) of the Local Government Act 1993. A total of $16,476.50 was granted/donated during the 2018/2019 financial year. Under Council’s Grants Program, all amounts are GST exclusive:- Organisation Funds Utilised for Funds Allocated

IOOF Lodge Hire of Social Room $ 2,770.00 The Salvation Army Fab Fix A Bike Program $ 2,199.50 New Norfolk Cricket Club Upgrade facilities Tynwald Park $ 880.00 New Norfolk Basketball Assoc. Purchase New Uniform $ 4,200.00 Derwent Valley SES Purchase new laptops and projector $ 1,897.00 Southern Tasmanian Axemen's Reintroduce the sport of wood chopping to $ 1,500.00 Association Derwent Valley Autumn Festival New Norfolk Eagles Women's Purchase new equipment for training $ 1,100.00 Football Team sessions Westerway Wilds'cool Environmental initiatives and projects in the $ 1,000.00 local community Westerway Bush Watch Running costs and maintenance of trailer $ 930.00 Total $ 16,476.50

Willow Court - Barracks Building

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Contracts for Supply of Goods and Services

For the purposes of compliance with the Local Government Act 1993, the following contracts for the supply or provision of goods or services valued at or exceeding $100,000 that has been entered into or extended during this financial year.

The following statement is made in accordance with Section 29 of the Local Government (General) Regulations 2015. Contract Contract Extension Contract Sum Period Option (inc. extension options) 2017/006 - Town Maintenance Maydena & 06/11/2017- + 5 years $222,960.00 Westerway 06/11/2022 Stornoway Maintenance 1/37 Tasma Street North Hobart TAS 7000 2017/010 – Waste Management & Resource 01/04/2018- + up to 5y $222,100.00/yr Recovery 30/03/2023 Bennetts Mowing Services 9 Moores Road, Lachlan TAS 7140 2018/001 – Kerbside Waste Services 01/07/2018- +1 +1 $284,628 /yr Veolia Environmental Services (Australia) Pty Ltd 30/06/2023 95 Kennedy Drive Cambridge TAS 7170 2018/006 Bridge Replacement 30/11/2018- NA $1,516,677.69 TasSpan 21/06/2019 27-28 Faulkner Drive Latrobe, TAS 7307 2018/007 - Road Design Services 02/11/2018- NA $220,000.00 Cardno 28/03/2019 16 Burelli Street, Wollongong, NSW 2500 2018/008 - Road Rehabilitation FY19 16/11/2018- NA $480,746.00 Stabilised Pavement Australia 30/06/2019 59 Yellowbox Drive, Craigieburn VIC 3064 2018/013 - Supply & Delivery of Gravel for the 30/10/2018- NA $113,040.00 Peppermint Hill Landfill Site 30/06/2020 (based on 6000T) MSD Construction 1 Daniels Road, Magra TAS 7140

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Contract Contract Extension Contract Sum Period Option (inc. extension options) 2018/014 Green Waste Management 01/03/2019– NA $180,000.00 BG & JM Barwick Pty Ltd 28/02/2022 (based on 18000m3) Lyell Hwy Granton, TAS 7030 2018/020 Road Rehabilitation FY19 14/02/2019- NA $586,990.54 Stabilised Pavement Australia 30/06/2019 59 Yellowbox Drive, Craigieburn VIC 3064 2019/196 Road Design – Glenora Road 31/03/2019- NA $367,885.00 Improvements 30/06/2019 Cardno 16 Burelli Street, Wollongong, NSW 2500 2019/001 Internal Cleaning Services – Council 01/07/2019- +2 $209,510.70 Buildings 30/06/2022 Cleaning Wizard Australia Pty Ltd 8/27 Swift Way, Dandenong South, VIC Branding Strategy 27/09/2019- NA $130,130.00 For the People 30/04/2020 Ground Floor, 30 O’Conner Street Chippendale NSW 2008

New Norfolk Esplanade

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Audit Panel

Derwent Valley Council’s Audit Panel was formally established by Council in February 2016. The Charter for the Panel is based on the requirements of the Local Government (Audit Panels) Order 2014 issued by the Minister for Local Government under Section 85B(1) of the Local Government Act 1993. The Audit Panel Charter sets out the roles and responsibilities of the Panel, its authority, membership and the tenure of its members, the operation of its meetings, how decisions are made and its reporting responsibilities.

Report dated 1 September 2019 from the Co-Chairpersons, Derwent Valley Council Audit Panel on the operations of the Panel for the period July 2018 to June 2019, as required under the Derwent Valley Audit Panel Charter.

Purpose of Report The Audit Panel Charter adopted by Council requires that the Panel through the Chairperson report annually on its operations and activities. This report covers the period July 2018 to June 2019. The report provides a background to the establishment of the Audit Panel, its membership, operation during the last year and areas for attention in 2019/2020. Prior to its presentation to Council the report was reviewed and endorsed by the members of the Audit Panel.

Background / Introduction Derwent Valley Council’s Audit Panel was formally established by Council in February 2016. The Charter for the Panel is based on the requirements of the Local Government (Audit Panels) Order issued by the Minister for Local Government under section 85B(1) of the Local Government Act 1993. The Audit Panel Charter sets out the roles and responsibilities of the Panel, its authority, membership and the tenure of its members, the operation of its meetings, how decisions are made and its reporting responsibilities.

Membership of the Audit Panel comprises two Councillors and two independent members. The independent members of the Panel were originally selected following an expression of interest process and were subsequently reappointed by Council in May 2019.

Audit Panel Membership and Meetings During 2018/2019 the Panel was made up of the following members: Councillor members: • Councillor Triffett until October 2018 • Councillor Graham until October 2018 • Councillor Browning from October 2018 • Councillor Salt from October 2018 Independent members: • Mr Gary McCarty • Mr Robert Hogan

During 2018/2019 the Audit Panel was attended by and received support from Council’s General Manager, Executive Manager of Corporate and Community Services, Accountant and Senior Financial Officer as well as administrative and secretarial support from other Council staff.

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A list of Panel meeting dates and attendances by Panel members in 2018/2019 is set out in Table 1 below.

Meeting Date Councillor Councillor Councillor Councillor Mr Gary Mr Robert Triffett Graham Browning Salt McCarty Hogan 18 September 2018     30 October 2018     19 December 2018     19 March 2019    Meetings Attended 2 2 2 1 4 4 Table 1 Summary of Panel Meetings and Member Attendance

Role of the Panel The role of the Audit Panel is to support the elected Council by providing independent assurance and advice in relation to Council’s financial reporting and controls, risk management framework and practices, internal controls, legislative compliance, long term planning, fraud control and corruption prevention. Its role is complemented by both internal and external auditors.

The main responsibilities of the Audit Panel include: • whether the annual financial statements of the council accurately represent the state of affairs of the council; • whether and how the Part 7 plans (these include the Strategic Plan, Long Term Financial Plan and Strategic Asset Management Plan) are integrated and the processes by which, and assumptions under which, those plans were prepared; • the accounting, internal control, anti-fraud, anti-corruption and risk management policies, systems and controls that the council has in relation to safeguarding its long-term financial position; • whether the council is complying with the provisions of the Act and any other relevant legislation; • whether the council has taken any action in relation to previous recommendations provided by the audit panel to the council and, if it has so taken action, what that action was and its effectiveness.

External Audit As legislated, Council’s external audit service is provided by the Tasmanian Audit Office (TAO). Staff from the TAO attended three Audit Panel meetings during the year.

During these meetings the Audit Panel and TAO officers reviewed and discussed Council’s interim and final Financial Report for 2017/2018 including the TAO completion report.

The Panel also discussed the 2018/2019 financial year audit strategy and plan with TAO staff, this included a review of key audit areas identified for the year. In addition, outstanding recommendations from previous TAO audits were reviewed. Including findings from the 2017/2018 audit there were nine findings that needed to be addressed by Council. The Audit Panel has followed up progress on these matters during 2018/2019. It is clear that some issues can only be addressed with the purchase of new software program and an upgrade of Council’s IT system.

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Panel Activities during the Reporting Period In its 2017/2018 Annual Report the Audit Panel identified a range of issues it aimed to addressed in 2018/2019. These issues included:

• Overseeing the 2018/2019 External Audit planning process; • Continuing to monitor outstanding audit recommendations as well as progress with recommendations from the Division of Local Government report; • Reviewing the Panel’s Charter to ensure compliance; • Monitoring progress with the development of a risk management framework; • Working with council staff to develop an agreed legislative compliance process. The Panel were able to achieve a number of these objectives but were unable to adequately address the issues of assurance in relation to internal controls and legislative compliance and the development of a risk management framework. Action has commenced in relation to the development of a strategic risk framework.

In addition, during the year the Audit Panel: • Met with TAO staff to discuss the 2017/2018 audit and issues that arose and recommendations made; • Were briefed by the TAO on the 2018/2019 external audit process; • Reviewed Council’s response to and progress with previous external audit recommendations; • Reviewed and where appropriate made recommendations in relation to Council’s Credit Card Policy, Code for Procurement and Tendering and Statement of Business Ethics; • Reviewed Council’s Gifts and Benefits Policy and the associated register; • Discussed Council’s insurance and insurance policy renewals; • As required by the Audit Panel Charter, undertook a survey reviewing the Panel’s operations and performance and discussed areas for improvement on the basis of the results obtained; • Reviewed the Audit Panel Charter and recommended changes to the Charter to Council for adoption. The Panel also discussed how the Panel could meet the requirements of the Charter; • As required by the charter, developed and implemented a comprehensive workplan for 2018/2019; • Reviewed expenditure on the credit card held by Council’s General Manager and examined expense claims submitted by the Mayor; • Received briefings by Council management on key issues raised by Council; • Attended training sessions provide by LGAT and the TAO.

Future Directions The Audit Panel Charter requires that the Panel provide assurance and advice in a range of areas including risk management framework and practices, internal controls, legislative compliance, long term planning, fraud control and corruption prevention. As indicated previously, this can be difficult without an internal audit/review function and the lack of some relevant policies and plans.

In addition, the Panel has noted previous delays in addressing recommendations from external audits including recommendations in relation to asset management, Council’s waste management facility and staff leave.

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These issues have been discussed with Council management and progress in being made to address both outstanding audit recommendations and necessary plans and policies. On the positive side, 2018/2019 has seen the appointment of additional senior staff; the completion and adoption of a new and well developed Strategic Plan; the adoption of a new enterprise agreement, which will assist in addressing excessive staff leave balances; the development of a number of policies that will improve governance; the commencement of action on strategic risk and the work on documenting necessary software and hardware improvements in the ICT area.

During 2019/2020 the Audit Panel will; • Review the 2018/2019 financial report and meet with TAO staff to discuss the 2018/2019 audit and any issues that arose and recommendations made; • Oversee the 2019/2020 External Audit planning process; • Continue to monitor outstanding audit recommendations as well as any outstanding recommendations from the Division of Local Government report; • Monitor progress with the development of a risk management framework following the work that has commenced in 2018/2019; • Discuss with Council staff the development of a long term financial plan and its integration with Council’s asset management plans; • Discuss and agree how the Panel can gain the necessary assurance in relation to internal controls; • Review and provide comment on relevant new or amended Council policies; • Work with council staff to develop an agreed legislative compliance process. The Audit Panel would like to thank Council management and staff for their support, advice and assistance.

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PART II REPORTING PERFORMANCE

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Our Valley 2030 Strategic Plan Strategic Action 1 – A regionally diverse, competitive and innovative Valley that is attractive to all.

Educational support for our local workforce needs

Action Results 1.1 Facilitate partnerships and discussions to Council is a member of the Journey to Jobs Local Action identify education and training Group. A project which is jointly funded through the opportunities required to meet the valley's State Government in partnership with TasCOSS. future economic needs.

1.2 Advocate for affordable education or Advocacy for affordable education or learning facilities learning facilities to be based in the Valley. based in the Derwent Valley is an ongoing process with stakeholders. 1.3 Facilitate business development Through Business Tasmania council continues to work to workshops for our small businesses. promote our small businesses.

1.4 Facilitate development sessions suitable At present, funding has not been allocated for this for the Valley's tourism professionals. action item.

Turning Willow Court into something even more special

Action Results 1.5 Facilitate a viable adaptive reuse for The process of leasing some of the buildings in Willow Willow Court. Court to the New Norfolk Distillery has been the culmination of much hard work by both the Council and proponents. Although at times controversial, as the proposal utilises some of the area’s most prominent publicly owned heritage buildings, the development has been approved. This will allow for the establishment of Tasmania’s first bespoke rum distillery in over 150 years, complementing the Agrarian Kitchen which is already established on the site. These two high quality businesses will set the standard for the future development of the site. The establishment of the distillery is the first stage of a multi stage development for that part of the site, which is planned to ultimately lead to increased visitation to the area and a better visitor experience. This includes potential use by a number of arts groups.

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Action Results 1.6 Develop and implement a masterplan for At present, no funding has been allocated to develop and the Willow Court precinct. implement a masterplan.

Allowing Social Enterprises, Artist and Performers to contribute to the valley

Action Results 1.7 Facilitate the instigation of a social The timeline for completion of this action is 2023, subject enterprise forum for local businesses. to budget allocations.

1.8 Investigate opportunities to provide Council is working to progress a proposal from the spaces for artists, performers and social Salamanca Arts Centre to lease part of Willow Court. enterprises.

Making the valley an inviting place to visit

Action Results 1.9 Develop and implement a masterplan for The development of a masterplan for High Street is High Street's future (including improved underway. lighting).

1.10 Enhance the physical appearance of This action will be driven by Council’s branding the gateways to our Valley. strategy. The timeline for completion of this action is 2020, subject to budget allocations.

1.11 Improve directional signage to the This action will be driven by Council’s branding New Norfolk Town Centre. strategy. The timeline for completion of this action is 2020, subject to budget allocations.

1.12 Improve tourism signage within each This action will be driven by Council’s branding town, highlighting the popular destinations strategy. The timeline for completion of this action is (food, wine, heritage, environment). 2021, subject to budget allocations.

1.13 Enhance visitor services to become a The timeline for completion of this action is 2022, key asset in the Derwent Valley that subject to budget allocations. provides quality information on passive (including self-guided) and active touring activities and our food, heritage and environment assets.

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Action Results 1.14 Advocate for increased private Advocacy for improved private transport options is an transport options to major tourism ongoing process. attractions during peak tourism season.

1.15 Improve signage and access to This action will be driven by Council’s branding Peppermint Hill and Pulpit Rock lookouts. strategy. The timeline for completion of this action is 2021, subject to budget allocations.

1.16 Investigate demand for food caravans The timeline for completion of this action is 2019, at key Valley destinations during peak subject to budget allocations. seasons.

1.17 Support the implementation of the The Western Wilds project, funded by the State Western Wilds Tourism Journey. Government has continued to develop this year, helping to promote the Derwent Valley as part of a journey of discovery for visitors to move through towards the west of the State. Although there is no budget allocation for this project, a Council Officer is a member of the Western Wilds Working group set up by the Department of State Growth. 1.18 Develop and implement a master plan The timeline for completion of this action is 2026, to improve access to the Derwent and subject to budget allocations. Tyenna Rivers (at The Esplanade and Westerway, for example) for recreation and tourism.

Strategic Action 2 – A well-planned and supported infrastructure to meet the growing demands of the region.

Improving the quality of our telecommunications

Action Results 2.1 Advocate on behalf of the community for NBN Co. information and drop-in sessions were access to new and existing phone and internet held within the Derwent Valley to assist residents technologies for the entire Valley. learn more about the nbn access network.

2.2 Promote community response to Federal The last Black Spot program was promoted through Black Spot Eradication Programs as they Council. Council’s Communication Strategy action become available. 1.6 provides a mechanism to promote and provide updates via Councils Facebook page.

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Improving our infrastructure

Action Results 2.3 Advocate for sealed road access to connect The project will be managed jointly by the Huon us to the Huon Valley Valley and Derwent Valley Councils in consultation with other road owners. The initial project has two stages which involve upgrading the road to allow improved access as a fire trail and for qualified technical experts to complete a feasibility study. Initial consultation has been undertaken with elected members of State and Federal Governments, Wellington Park Trust, Norske Skog, Parks and Wildlife, Derwent Valley Council. Further consultation will be taking place with the private land owners. The Expression of Interest for the feasibility study has commenced. 2.4 Advocate for improved tourist road quality, Advocacy for this is an ongoing process reliant upon especially sealed all-year roads, e.g. Lake stakeholder input. Dobson Road

2.5 Promote community understanding of Council continues to progress works on its Asset infrastructure needs and priorities Management Plan.

Improving access to public toilets

Action Results 2.6 Install public toilets in the Upper Derwent Council has been successful in a grant through the Valley. Building Better Regions fund and is working with the Westerway Hall committee to install toilets and other improvements to the hall. This project will be completed as part of the 2019/2020 Capital Works program.

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Strategic Action 3 – We preserve, protect and promote our lived, built and natural environment for the next generation.

Promoting and preserving our lived, built and natural environment

Action Results 3.1 Promote community understanding of the Landholder visits and support for flood recovery benefits of environmental activities. along the Lachlan River and Glen Dhu Rivulet – landholder information and education package. 3.2 Develop a sustainable land use strategy that Received funding to develop a Strategic plan for the facilitates considered growth and tourism sustainable growth of tourism and agriculture in the while preserving and protecting our natural Derwent Valley by June 2020. and built environment and strategic farming land.

Reducing our rubbish going to the tip

Action Results 3.3 Develop and manage a Waste Management An Expression of Interest to develop the Waste Strategy that considers increased recycling Management Strategy will be released in late 2019. and reuse opportunities, the reduction of The timeline for completion of this action is 2024, single use plastics and an improved tip shop. subject to budget allocations.

Continuing the management of weeds, willow and biosecurity

Action Results 3.4 Build on the outcomes achieved from the Undertaken a Willow Warriors working bee and Willow Warriors Willow Control Program. received $60,000 of funding to develop a plan for willow eradication from the Tyenna over a 10-year timeframe and undertake primary willow control of priority infestation in the upper reaches. 3.5 Continue the efforts of the Weed Planned works undertaken and completed with Management Plans to eradicate priority additional resources allocated by State Growth to weeds through best practice weed the Lyell Highway. Applications to the weed action management. fund to support activities in the Derwent.

3.6 Encourage Biosecurity Tasmania to Initial discussions with stakeholders and Bio Security implement strategies as required, ensuring Tasmania have been fruitful. It is anticipated that a our agricultural sector is protected. forum/workshop will be undertaken in early 2020 subject to participant availability. The timeline for completion of this action is 2020, subject to budget allocations.

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Improving water quality within our rivers

Action Results 3.7 Support and encourage sustainable Implementing Dairy Cares for the Derwent, regular agricultural programs. farmer information sessions, pasture hub and information services; shelter belts and planting support, farm planning and targeted grant applications.

Expanding our native vegetation and animal habitat

Action Results 3.8 Collaborate to connect remnant vegetation The timeline for completion of this action is 2020, patches to create green corridors. subject to budget allocations.

Strategic Action 4 – Services are integrated to maximise opportunities and participation

Helping the Disadvantaged and Marginalised

Action Results 4.1 Facilitate and coordinate efforts to assist Council Officers are members a number of disadvantaged and marginalised members networking groups and are assisting in creating a of our community collaborative cross-agency approach too many projects. The timeline for completion of this action is 2022, subject to budget allocations. 4.2 Promote awareness within the community This action is subject to the availability of schemes. of external funding opportunities for home energy efficiency schemes

4.3 Facilitate the holding of financial literacy The timeline for completion of this action is 2021, workshops through the valley and increase subject to budget allocations. coordination of provision of literacy and numeracy services

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Providing the Best Medical, Health and State Government Services Possible

Action Results 4.4 Facilitate increased coordination of effort to The timeline for completion of this action is 2022, provide collaborative and improved health subject to budget allocations. services, allied health services, mental health services, aged and palliative care services

4.5 Advocate for health, allied health, mental health, aged and palliative care services required and access to 24/7 services

4.6 Advocate for a one-stop shop for State Service Tasmania has been retained in the Derwent government services Valley. Further activities will be undertaken over the life of the plan. The timeline for completion of this action is 2025, subject to budget allocations.

Providing the Best Sports, Recreation, Arts and Cultural Services Possible

Action Results 4.7 Facilitate the establishment of a Derwent Council Officers are commencing work to hold initial Valley arts and culture body to more discussions with stakeholders. This will be an effectively coordinate offerings ongoing process to some extent dependent upon action 8.6. 4.8 Facilitate the establishment of a Derwent Council Officers are commencing work to hold initial Valley sports and recreation body discussions with stakeholders. This will be an ongoing process to some extent dependent upon action 8.6.

Empowering Our Younger People to be All They Wish to Be

Action Results 4.9 Facilitate the establishment of a Derwent Council Officers are commencing work to hold initial Valley youth and family services body discussions with stakeholders. This will be an ongoing process to some extent dependent upon action 8.6. 4.10 Increase connections between schools The timeline for completion of this action is 2023, and local services/businesses to support the subject to budget allocations. Children's University project

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Improving Management of the Valley’s Built and Community Heritage

Action Results 4.11 Facilitate the establishment of a Council Officers are commencing work to hold initial Derwent Valley heritage body discussions with stakeholders. This will be an ongoing process to some extent dependent upon action 8.6. 4.12 Explore the feasibility of locating the The timeline for completion of this action in 2024, Historical Information Centre with the subject to budget allocations. Visitor Information Centre

Growing Our Volunteer Pool

Action Results 4.13 Facilitate events, activities and forums The timeline for completion of this action is 2023, requiring collaboration between older and subject to budget allocations. younger generations to connect and work together

4.14 Explore the expansion of a community The timeline for completion of this action is 2021, learn to drive program utilising community subject to budget allocations. mentors

4.15 Partner with schools to mentor and The timeline for completion of this action is 2020, build resilience within our younger people subject to budget allocations.

Strategic Action 5 – The Valley has a range of activities to improve physical or mental wellbeing

Increasing the Number of Tracks and Trails Available

Action Results 5.1 Investigate feasibility of a walking/cycling The timeline for completion of this action is 2025, path between the school and shop at Bushy subject to budget allocations. Park

5.2 Investigate the feasibility of walking tracks Preliminary work commenced on clearing a Council that allow dogs, e.g. The Esplanade, Tynwald owned section of Tyenna bank. This work is being Park, New Norfolk Bicentennial Track, The undertaken by a group of volunteers. Wetlands, around Molesworth and along The timeline for completion of this action is 2026, the Tyenna at Westerway subject to budget allocations.

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Action Results 5.3 Based on an outcome of engineering Engineering report presented to Council June 2019. assessment, create a future strategy for the Council endorsed a proposal to consider in-kind use of the Derwent Valley Line corridor support to Derwent Valley Railway.

5.4 Investigate feasibility of a walking/cycling The timeline for completion of this action is 2026, path between Lachlan and New Norfolk subject to budget allocations.

Keeping People of all ages Stimulated throughout the year

Action Results 5.5 Collaborate with relevant organisations to Council Officers continue to work with stakeholders establish a range of activities or events for to facilitate events where possible. The timeline for all of the community to participate in completion of this action is 2026, subject to budget throughout the year allocations.

5.6 Investigate feasibility of establishing The timeline for completion of this action is 2025, community gardens throughout the valley subject to budget allocations.

5.7 Develop secure playground areas in each The timeline for completion of this action is 2024, town subject to budget allocations.

5.8 Support the community to identify ways to Council has been successful in a grant through the increase the use of community halls and Building Better Regions fund and is working with the activities for all Westerway Hall committee to install toilets and other improvements to the hall. Additionally, Council provides support to community halls by assisting with the costs associated with annual insurance. 5.9 Sporting infrastructure encourages Council has been successful in obtaining grant community wellbeing and participation funding to assist with the improvement of facilities at Boyer Oval, Tynwald Park and PCYC. The timeline for completion of this action is 2024, subject to budget allocations.

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Strategic Action 6 – The Valley has highly liveable and engaged communities, supported by access to its needs.

Increasing Our Community Assets

Action Results 6.1 Investigate the development of year round, The timeline for completion of this action is 2027, multi-purpose sporting facility subject to budget allocations.

6.2 Explore feasibility of developing a centre for The timeline for completion of this action is 2028, arts and performances subject to budget allocations.

6.3 Investigate the establishment of a suitable The timeline for completion of this action is 2025, community meeting space at Maydena subject to budget allocations.

6.4 Install a community noticeboard in A community notice board has been installed at the Molesworth. Molesworth Community Hall.

6.5 Facilitate the development of an action plan The timeline for completion of this action is 2020, for Maydena subject to budget allocations.

Enhancing Access for People

Action Results 6.6 Develop and implement a targeted Council continues to work to develop its Asset approach to the creation of footpaths in the Management system with the identification of Derwent Valley existing and potential assets.

6.7 Facilitate conversations with the community In recognition of lobbying by Derwent Valley Council to establish the case for increased public stakeholders, Department of State Growth has transport and advocate for increased increased and rescheduled some bus services. funding for public transport to employment Community Transport Services Tasmania introduction and educational opportunities and of community connect services to help with community services and events employment.

Improving the Appearance of Our Communities

Action Results 6.8 Develop and publish a program to regularly A program of when Council will mow the roadside mow our roadside verges verges has been published on the Councils website.

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Action Results 6.9 Educate the community about roadside This action item is ongoing. littering

Improving Housing Opportunities for Diverse Needs

Action Results 6.10 Facilitate partnerships with private and The timeline for completion of this action is 2021, NGO housing providers to understand subject to budget allocations. housing and rental needs of our community

6.11 Develop and implement a sustainable The timeline for completion of this action is 2024, housing strategy which considers housing subject to budget allocations. and rental options (including cooperative housing)

Supporting Opportunities for Businesses in Our Smaller Towns

Action Results 6.12 Assist the community to investigate the This action is ongoing and will require significant viability of re-opening of the shops at stakeholder consultation. Molesworth and Lachlan

Changing Perspectives of Community Safety

Action Results 6.13 Collaboratively communicate accurate Article in December 2018 newsletter and discussions crime statistics to inform and engage the currently underway with New Norfolk community Neighbourhood Watch to publish news item, Facebook posts and possibly Gazette article giving context to the stats reporting 6.14 Ensure that master plans for public The timeline for completion of this action is 2022, areas contribute to the community feeling subject to budget allocations. of safety

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Strategic Action 7 – The Derwent Valley brand shapes our story and reputation

Educational Support for Our Local Workforce Needs

Action Results 7.1 Facilitate the development of a Derwent Consultations have commenced with expectation that Valley brand strategy reflecting who we are work will be completed in 2020. (green, organic and our heritage)

7.2 Implement the Derwent Valley brand Implementation of the branding strategy is set to strategy commence in 2020.

7.3 Work in partnership with artists, social The timeline for completion of this action is 2020, enterprises and others to innovatively subject to budget allocations. explore our story to establish events and media coverage that celebrate us and our diversity

7.4 Champion stories that celebrate our young Through Councils Australia Day Awards, school prizes people's achievements and donations program, the Council is able to recognise our young people achievements.

Increasing Pride in What the Community Offers

Action Results 7.5 Champion stories of the community's The timeline for completion of this action is 2021, talents and how they are being used to subject to budget allocations. promote pride in the valley

7.6 Facilitate tourism events in High Street, The The timeline for completion of this action is 2024, Esplanade and Willow Court that showcase subject to budget allocations. local produce, fashion, arts, musicians, photography, patchwork quilts, artisan furniture and social enterprises

7.7 Host a forum to explore how the talents The timeline for completion of this action is 2021, within our community can be used to subject to budget allocations. contribute to the economy or community, e.g. amateur beekeepers who would love to share their skills or produce with the community

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Increasing the Value We Place on Education

Action Results 7.8 Pilot events and festivals that celebrate The timeline for completion of this action is 2024, learning and education such as writers' subject to budget allocations. festivals, school students' achievements

Strategic Action 8 – The Plan is implemented through effective and transparent governance and partnerships.

Ensuring Council effectively delivers on Plan and Business as Usual

Action Results 8.1 Integrate monitoring of the plan's progress Monitoring of Council’s Strategic Plan actions and into Council's governance processes results is incorporated into Council’s governance process with reporting to occur through the Annual Plan, Annual Report and progress updates as required.

8.2 Communicate 12-monthly, easy to read This report provides Council a mechanism to provide monitoring reports to the community the community with updates on the strategic actions. Additionally Councils Communications Strategy provides opportunities to update the community.

8.3 Develop a Plan Delivery Communications The Communications plan was adopted by Council Strategy which considers media and face- in December 2018. The implementation is currently face options to communicate how the Plan underway. is being progressed

8.4 Explore the feasibility of establishing Council’s communication strategy action item 2.1 portfolios for councillors provides a mechanism for the development of Councillor profiles.

8.5 Ensure that Council takes a prudent A review of the Councils Long Term Financial approach to budget development and Management Strategy to align with the Strategic delivery Plan is to be undertaken.

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Identifying Partnerships to Deliver Parts of the Plan

Action Results 8.6 Review the structure and effectiveness of A review of the structure and scope of Councils Council’s Special Committees in Special Committees will be undertaken. consideration of the Plan’s future delivery

8.7 Facilitate the development of a committee, with State involvement, to take us beyond 2030

8.8 Explore the benefits of diverse citizen juries The timeline for completion of this action is 2021, when implementing strategies and plans of subject to budget allocations. a complex nature

8.9 Council will partner with other government Council partners with a number of organisations on organisations and the community to deliver an ad hoc and ongoing basis to deliver support benefits to the community programs.

8.10 Continually improve whole-of- government communications with the community

8.11 Develop and implement a roads Communications have focus on increasing visibility hierarchy that is communicated to the of upcoming capital works in advance. An public Infrastructure and Development Projects Map has been developed and published on Council’s website showing projects mapped across the Derwent Valley. Individual project updates are provided on Council’s website and Facebook page. In addition, the use of a roadside Variable Message Board has increased community visibility to road users on upcoming works.

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2018/2019 Highlights The 2018/2019 Annual Plan provided an appraisal of the current issues and identified key areas of focus for the financial year. These areas included monies allocated in the budget to address some long term projects including:

Community Strategic Plan, Our Valley 2030

Much of the focus of the last year’s work has been around the development and commencing implementation of the Community Strategic Plan, Our Valley 2030.

The Plan provides direction and guidance to the Council in the allocation of resources and priority actions for the next 12 years, and will work in conjunction with the Council’s Annual Plan, Long-Term Financial Plan, Asset Management Plan and a range of other strategies and programs that are the result of project implementation and development.

Our Valley 2030 includes a number of actions across eight (8) strategy streams that reflect the values of Natural, Inviting and Local.

The development of Our Valley 2030 took many months of solid work, consulting with the community and then working with the consultant to develop the extensive community feedback into a workable document that will provide a ‘compass’ for the Council until 2030. Individuals and groups across the Valley were invited to participate in this project, providing a wealth of information to help develop actions and strategies for the coming years.

The Plan includes timelines for delivery of actions as well as lead organisations and stakeholders who will be involved in the delivery of actions.

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Extreme Weather Event

The flood event that occurred in May 2018 significantly impacted areas of Molesworth, Lachlan, Sorell Creek and New Norfolk. This event damaged Councils bridge, road and reserve infrastructure. Council crews have worked to rectify and reopen footpaths, Tynwald Park, roads and some bridges however there was some infrastructure that still requires replacement.

This year included a significant Capital Works program for bridges, with six being identified for redecking and abutment repairs through AusSpan’s inspection reports on Lachlan Road, Glenfern Road, Douglas Road, Sharpes Road and Moogara Road. A further five timber bridges on Glen Dhu Road and Hansons Road and the Tynwald Park footbridge required full replacement following the May 2018 storm event.

The most activity undoubtedly this year occurred on Glen Dhu Road where a total of four bridges alone needed replacement.

Due to a number of contributing factors for such an ambitious program, some delays were encountered meaning that the last of the bridges, #39 on Glen Dhu will not be fully completed until early in 2019/2020. All timber bridges lost in the floods are now all upgraded to concrete structures meeting the most up to date SM1600 standard.

This made the completion of the bridge a very significant and anticipated event. Another long awaited bridge replacement was the Tynwald Park footbridge which was also completely washed away during the flood with the new and improved replacement completed in June 2019.

Glen Dhu Road Bridge #31 before and after

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Before and After of Hanson’s Road Bridge

One of the other priorities for Derwent Valley Council following the May 2018 storm event was to prevent further movement of the Lachlan Road landslip which released mud and large boulders across the road.

After much investigation and discussion the most effective and more importantly cost-efficient solution, it was decided that a wire netting drapery system was the best option. Rather than capturing material behind the mesh which has its own maintenance issues, the chosen method funnels any debris down into the existing table drain. Once works began just after the Easter break, this job moved very swiftly with the contractor completing the job in three weeks which was well ahead of the expected timeframe. Sections of the netting were even upgraded and extended by the contractor based on observations they made during the works at no extra cost to Council and the community.

Before and After View of Lachlan Road Landslip

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Capital Works

Key Achievements

• Third Avenue – 300 l/m pavement renewal and reseal, reconstruction of kerb & channel and footpaths and upgrades to stormwater infrastructure. • Sixth Avenue – 350 l/m pavement renewal and reseal, construction of new traffic island and upgrades to stormwater infrastructure. • Glenfern Road – 600 l/m reseal at location approximately 300m from Glenora Road intersection. • Grey Street and section of Blair Street – pavement renewal and reseal, reconstruction of kerb & channel and footpaths and upgrades to stormwater infrastructure. • Resurfacing of flood damaged road and car park at Tynwald Park. • Relocation and construction of new entrance to New Norfolk Caravan Park • Richmond Street – construction of new footpath, kerb and channel. • Security improvements to Council Chambers and Depot and installation of network of CCTV cameras at various Council properties. • Replacement of bridges #7, #19, #31 and #39 on Glen Dhu Road, #21 on Hanson’s Road and Tynwald Park footbridge following May 2018 Severe Weather Event. • Redecking of bridges #10 Lachlan Road, #18 Glenfern Road, #60 Douglas Road and #5 Sharpes Road • Major rehabilitation of bridges #50 Glenfern Road, Sharpes Road and #65 Moogara Road • Replacement of gas chlorine facility with granular system at New Norfolk Pool. • Establishment of new public unisex DDA toilet facility at Council Chambers. • Construction of ash internment wall at Tyenna Cemetery. • Installation of retractable bollards on High Street. • Stormwater upgrades including 75m rock pitch drain and new culvert installation at Oakley Lane • Wire net drapery system installed at Lachlan Road slip.

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Road Rehabilitation Program

Within New Norfolk, major reconstruction works were undertaken on Third Avenue, Sixth Avenue, Richmond, Blair and Grey Streets. The scope of these works included pavement renewal and stabilisation, resealing, reconstruction of kerb, channel and footpaths and upgrade and installation of new stormwater infrastructure.

Third Avenue Before and After

Full design and drawings sets were also completed for Britten Street, Malbina Cemetery improvements and sections of Molesworth and Black Hills Roads ready for future construction works.

In addition to the kerbing and stormwater network, due to the high water table in New Norfolk it has almost become standard that subsoil drains are installed on all road remediation projects to assist with keeping pavements dry.

Blair Street Resealing

Resealing works were completed to a 600m section of Glenfern Road and also to sections of the access road and car park at Tynwald Park damaged during the severe weather event in May 2018.

Esplanade Works

Following on from the success and popularity of the new marina pontoon for both swimmers and rowers, Council continued to promote the development of the Esplanade precinct. One of the projects included

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facilitating relocation of the New Norfolk Rowing Club with the demolition of the existing structure on the corner of the Esplanade and Ferry Street leading to a New Rowing Club building commencement.

In conjunction with this, Council constructed a new road and footpath entrance to the Caravan Park on the corner of Page Avenue and Alfred Street. This new location is easier to find for park visitors and separates vehicle traffic away from people utilising the Esplanade.

New Main Entrance to New Norfolk Caravan Park

A new Caravan Park entrance was constructed during February including additional pavement and installation of a controlled boom gate being carried out since then. The relocation of the entrance from The Esplanade to Page Ave enabled the closure of the Esplanade to vehicles, allowing construction to commence on the New Norfolk Rowing Club site on the corner of Ferry Street and The Esplanade.

Further electrical upgrade works on the Esplanade included the switch to underground power lines. Access and safety improvements at the New Norfolk Pool Car Park were undertaken to complete the joint Commmunity Infrustructure Fund (CIF) and Council reviatlisation project.

Extension of Esplanade walking path to New Norfolk Pool

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Security Improvements

Council implemented a series of measures to increase both the personal safety of staff as well as the security of its buildings and property located at the Administration Office and Works Depot.

The Administration Office alarm system was upgraded and expanded to cover the three other Council buildings in Circle Street, new security doors and an electronic access system was also installed. The Works Depot had a new integrated security system installed. A comprehensive ‘Closed Circuit Television system’ (CCTV) has now also been installed.

New Security Gate at Council Depot

Public Toilet Upgrade

A refurbishment of the existing female public toilets located on the exterior of the Council Administration Building was undertaken which has now converted into a DDA compliant unisex facility including baby change facilities.

Tyenna Cemetery

A new ash internment wall was also constructed at the Tyenna Cemetery and retractable bollards have been put in place on High Street to safely close off the road during market days and other events.

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Corporate & Community Services

Community Development

Council provides financial and in-kind assistance to a variety of organisations including

Group/Event Amount Derwent Valley Community House $ 1,455.32 New Norfolk High School 'mood piece' event $ 130.12 Your Valley Your Voice $ 648.17 Friends of Willow Court Open Day $ 2,008.96 Light the night $ 369.09 Remembrance Day $ 734.46 Christmas Parade $ 1,386.03 Christmas Carols $ 281.45 Relay for Life $ 1,087.93 Obstasplash $ 1,367.08 Emergency Management due to Extreme Weather event $ 771.43 ANZAC Day $ 1,715.20 Suicide Awareness $ 195.00 Seventh Day Adventists $ 267.65 DV Community Radio $ 563.00 High Street Market $ 18,590.88 Total $ 31,571.77

As part of the community development for 2018/2019 the Council contributed to the below events.

Australia Day $ 7,478.35 Autumn Festival $ 32,455.29 Christmas Parade $ 1,471.68 Seniors Week $ 2,068.50 Contribution to CWA learn to swim program $ 1,000.00 Contribution to insurance for local halls $ 4,807.97 Contribution to prizes at end of year award ceremonies for local schools $ 800.00

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Australia Day

Council celebrated Australia Day at the Esplanade on 26 January 2019 with the very popular inaugural colour run. Other activities on the day included the Tasmanian Road Runners 10km and 5km fun run and walk, musical entertainment, displays, family activities and a sausage sizzle.

This year’s Australia Day Ambassador was Ms Diana Butler. Whilst working as an Emergency Nurse in Launceston, a chance conversation with a colleague about extreme poverty in Africa, motivated, Diana Butler to embark on a journey of intense learning and fulfillment. Diana’s inspiration and foresight led her to form the Care for Africa Foundation. The not for profit organization addresses issues around poverty, gender inequality, lack of clean water, health and educational services in northern Tanzania's Tarime district.

Each year the Council seeks nominations for Australia Day Awards. The recipients of 2019 Australia Day Awards: Derwent Valley Citizen of the Year: Martyn Evans - Services to the community as citizen and Councillor Derwent Valley Young Citizen of the Year: Alesha Moles - Derwent Valley Concert Band Derwent Valley Sports Team of the Year: New Norfolk Cricket Club - The Club offers 3 senior men's teams, 2 junior sides co-ordinate the Milo T20 Blast for the whole Derwent Valley and last year added the first Derwent Valley Women's Cricket Team. Derwent Valley Junior Sportsperson of the Year: Lauren Banks - Tasmanian Junior Lawn Bowls Singles winner Derwent Valley Community Event of the Year: New Norfolk Christmas Group - For 3 Christmas periods in a row New Norfolk town centre has been magically transformed by this group of 3 dedicated ladies.

Autumn Festival

At the 2019 Autumn Festival, held on 14 April, there were 123 stalls, with 37 new stalls to the festival. There were 26 stalls from the Derwent Valley area, with fundraising from Glenora District School Cultural Exchange Program, St Brigids Primary School Choc-A-Block, and Industrie Performing Arts fundraising to attend a workshop in Sydney. Broadcast onsite 7HOFM promoted the Autumn Festival.

A great range of multicultural food options, children’s activities, and all day entertainment, on top of the great range of craft and alcohol stalls were available.

Some of the biggest highlights of the day was the Wood Chopping Competition, which drew a crowd throughout the day, and the new installation of the children's play area towards the Bowls Club. There was approximately 5,000-8,000 patrons throughout the day. Wood Chopping Competition

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Christmas Parade & Rotary Fair

The Rotary Club of the Derwent Valley was again successful in organising and running the Christmas parade and fair in Arthur Square. The fair was an initiative of the Rotary Club, and although run in conjunction with the Parade was a separate event.

The Christmas Fair and Parade are major annual events for the Derwent Valley, and the Rotary Club of Derwent Valley provides significant volunteer time to organise and deliver the event. The event brings social and economic benefits to the region, with all proceeds from the event spent in helping the Derwent Valley community.

Relay for Life

The Relay For Life is Cancer Council Tasmania’s single largest fundraiser for cancer support and research. Relay For Life events are held across Australia with all funds staying within Tasmania to support Tasmanian cancer patients and their families. The 2019 Relay held on the weekend of 23/24 February at Tynwald Park, New Norfolk was again supported by Council.

Youth Week Tasmania 2019

D’FAT was successful in Youth Week Tasmania 2019 grant funding and held the following Youth Week Tasmania 2019 (10 until 17 April) activities;

• Market in the Carpark, Twilight Festival (joint Youth Week Tasmania 2019 activity) on 12 April at the Glenorchy City Council Chambers carpark • The Event activity at Ellis Dean Reserve on 13 April with Funny Face, Face Painting and Balloons Hobart, Tas Laser Skirmish, Mission Australia Youth Beat Program, BBQ, coffee van and The Salvation Army, Derwent Valley Corps jumping castle • Outdoor movie night at Arthur Square on 13 April with BBQ and the showing of Incredibles 2 film by Tassie Open Air Cinemas • Robotics and programming activities at Glenora District School and The Salvation Army, Derwent Valley Corps on 17 April in-partnership with CU Tasmania

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Governance This year the Council continued reviewing policies. As part of this process the public are encouraged to provide feedback by way of a written submission within the 42 day consultation period.

Internal reviews of the way in which Council services are delivered for the community continues to be undertaken. The intent of the reviews is to identify areas of improvement and to ensure that the services provided are consistent and transparent. As part of this review a number of policy changes have been made. These policy changes include; Asset Management Policy, Councillor Code of Conduct, Work Health and Safety, Use of the Council Seal, Credit Card Usage Policy, Community Grants Policy, Social Media Policy and Rates and Charges Policy.

The Council is welcoming of community input and encourages the public to contribute through active involvement in Special Committees of Council and making submissions to the budget process and other public documents.

A key part of 2018/2019 was the development of a Risk Management Framework with a Strategic and Operational Risk Register. Additionally work continues on Councils Asset Management Plan with the collection of data for a revaluation of Councils stormwater assets.

Assets provide important services to the community. These assets, which are used by the community daily, deteriorate over time and require ongoing maintenance or replacement. A key issue facing Council is the management of aging assets in need of renewal or replacement.

Improvements to the process of Council information technology network have also been a focus to ensure ongoing reliability of data. A review into Council’s systems has provided that an under investment in Information Technology has left the Council in a catch up phase. Scoping of Councils Integrated Business System and Electronic Records Management System has been undertaken with the timeframe for commencement of the migration process to occur in 2020.

Site of Reflection at Frascati House

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Waste Management Strategy Council instigated a Waste Management Taskforce in early 2019, including representatives from the current waste contractors, special committees of Council, Council officers, and Councillors. The Waste Management Taskforce was created to address the issues of waste management and look at creating an overall Derwent Valley Council Waste Management Strategy in accordance with the Our Valley, Our Vision Derwent Valley Community Strategic Plan 2030.

The outcome of the taskforce was the requirement for further progression of ideas, creation of a roadmap for council and the community to follow, and greater progression towards reduce, reuse and recycle of waste. The roadmap could potentially deliver Peppermint Hill waste refuse site a lengthened lifespan, reducing the increasing impact of waste charges should transfer to a State-wide facility be required.

Regional Development Many of the activities undertaken through this role are longer term projects, the details of the Journey to Jobs project have been finalised, and a project manager appointed. The Council, through the regional development function supports this project as a member of the Local Action Group which manages the project overall. The aim of this project is to align local positions vacant with long term unemployed people looking for work and provide them with the support needed to enter the workforce in meaningful roles. This project is funded through the Tasmanian government for a period of time, with hopes that it will become self-sustaining in the future. The project aligns with a number of actions in Our Valley 2030.

This role continues to be involved in the disposal of land to the New Norfolk Rowing Club to facilitate their move from their current location to the Esplanade. This project, once complete, will see the New Norfolk Rowing Club commence operations from a new club house with improved facilities. The project is funded by the New Norfolk Rowing Club, Australian and Tasmanian Governments and with significant in-kind and financial assistance from the Council.

The past year has also seen this role heavily involved in the design and implementation of a 26TEN community project aimed at lifting the community’s awareness of low literacy and numeracy and encouraging people to either seek help or offer their assistance as a literacy or numeracy tutor. A number of events were held across the Derwent Valley, thanks to a successful grant application prepared by the Regional Development Officer with assistance from the 26TEN Derwent Valley Action Group. As part of this project the Council provided significant staff time to assist in the design and implementation of the project.

This function also led the Councils consultation and development of Our Valley 2030.

Communications Overarching all of the communications activities for Council, sits the Strategic Communications Plan, endorsed by Council in December 2018. The Communications Plan considers digital media and face-to-face options to communicate how the Plan is progressing and the actions being taken.

Directed by themes and strategies outlined in Our Valley 2030, the key objectives are:

1. To proactively communicate Council activity with transparency and foresight, in a way that meets a diverse community’s needs.

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2. To improve Council’s relationship with the community and encourage greater community engagement 3. To develop and communicate Council’s brand, functions and identity 4. To champion the local community’s stories, achievements and facilitate a sense of pride in community 5. To promote the Derwent Valley to visitors and new residents and businesses 6. To deliver improved, effective internal communication between staff.

Council communications have increased, providing a mix of project-based, council and broader community- based content. Communications support has been provided to a number of community organisations and Special Committees of Council, including Corumbene Care, Derwent Valley Children’s Centre, D’FAT and Friends of Willow Court. This consists of the promotion of community events and activities via Council’s Facebook page, creation of content for newsletters, and news article support for the Derwent Valley Gazette.

With the increase in Council’s use of Social Media to communicate with the community, House Rules and an accompanying Social Media Policy was endorsed by the Council for implementation. The House Rules set guidelines and expectations for use of Council’s Facebook page and cover aspects such as appropriate behaviour by users, use of the page to promote activities for profit and Council’s rules of engagement.

The use of video has commenced with the establishment of a monthly Mayor’s Message. These videos have proven popular with the Derwent Valley community and are seen as an easily accessible and easy-to- understand method of delivering a variety of information. Earlier in the year, Council implemented its new Community Forums Schedule, discontinuing the 30 minute community forum at the start of Ordinary Council Meetings in New Norfolk. The new schedule includes Council Listening Posts, General Manager face-to-face sessions and Regional Community Forums. The schedule increases the community’s access to Council from 6 to 25 hours, spread across different times and days to better suit the community’s needs.

Content and outcomes of discussions from Listening Posts and GM sessions have the ability to be published without identifying features, for transparency and communications purposes. Content can also be developed into possible FAQs to be published on DVC website. The effectiveness of this schedule continues to be assessed and adjusted to suit the needs of the community.

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Valley Children’s Centre 2019 saw the start of the WT3 pilot program. This is a government initiative recognising the importance of early play-based learning for improved lifelong outcomes for children and focuses on removing barriers to participating in quality early learning for Tasmanian three-year-old children and the wrap around supports services to support each child and their family. The WT3 is piloted with 11 service partners and families who are involved in a facilitated co-design process with the aim to test a range of conditions. Findings will support the design of the broader roll-out of the 2020 initiative. The uniqueness for the WT3 pilot in Derwent Valley is where the Valley Children’s Centre and Ptunarra (Child and Family Service) work together to support the families and children engaged within the pilot programme collaboratively.

The WT3 children joined the Willow Room (School Readiness and School Age Program). As time moved on and utilisation of the Willow room grew, there became a need to critically reflect on the age group, size of equipment and suitability of the room and facilities for the age of the children engaging in the Willow program. As a result and through collaboration with educators, management, the education department and other external early childhood professionals it was identified that changes were required. Discussions took place and with a variety of options discussed a collaborative decision was made to adjust the ages within the programmes and to switch two rooms to improve the quality of the education and care being offered across the service.

The service continues to work toward goals set within the QIP (Quality Improvement Plan). New shade sails were purchased to ensure the service was meeting regulation 114. Sustainable resources were made from pallets designed to promote learning in spaces that are designed for imagination, creativity and provision of quiet spaces. The physical environment continues as part of the QIP with a future focus on how to set up environments for improved learning outcomes and upgrading the outdoor environments to improve engagement in creative, imaginative play, to foster physical development, support children’s learning about our first peoples through authentic learning opportunities and to improve children’s learning about our environmental responsibilities.

Children continue to have opportunities to venture into the local community and on planned excursions to places in the wider community. There have been a number of visitors to the service providing educational activities for children to engage with. The Early Years Learning Framework and My Time Our Place are the curriculum documents that guide educators to make informed decisions to promote the children’s cycle of learning, ensuring a play based programme that reflects children’s interests and promotes curiosity, creativity, discovery and investigation through spontaneous and intentional teaching opportunities.

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Infrastructure Services

This Department manages a vast range of assets including Parks and Reserves, Swimming Pools, Roads and Footpaths, Stormwater, Bridges, Plant, Buildings and Property, Cemeteries and a Landfill. Operational activities incorporate the external workforce and extend from maintenance of the above assets to operation of the Landfill and a Quarry.

Improvements to Council’s information technology network have also been a focus to ensure ongoing reliability of data. A review into Council’s systems has provided that an under investment in Information Technology has left the Council in a catch up phase in key areas such as records management.

Derwent Valley Dog Exercise Area After consultation with stakeholders and the general public, a location at Humphrey Street Reserve was approved to install a fenced area including necessary core infrastructure elements; ‘air lock’ access gates, service gates, pathways leading to the site, and landscaping. The available budget permitted a small area to be fenced and opened, with the ability for future expansion, subject to additional funding.

Council's Road Network

Council's Road Network is managed on a routine maintenance program which includes: major patching and potholing; drainage; gravel grading/re-sheeting and shouldering; slashing of the road verges; and replacement of signage and guideposts.

Staff carrying out grading operations

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Stormwater Management Stormwater management is an ongoing challenge for the Derwent Valley Council works team. In addition to ongoing drain clearing and maintenance some major projects have been undertaken on Glen Dhu and Back River Roads including widening table drains and installing new culverts.

Maydena Community playground Installation of new playground equipment at Maydena Community Children’s Park commenced around Easter. The Maydena Community Association assisted council to remove the old, non-compliant equipment and chose the type of equipment for the playground.

Molesworth and Lachlan Community Notice Boards Council was successful in obtaining a Flood Recovery Grant, enabling Council to purchase and install two new Community Notice Boards to be located at Gleeson Park, Lachlan and outside the Molesworth Community Hall.

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Development and Environmental Services

Much of the work undertaken by this department is governed by the legislative requirements of Council; this is detailed in this report. This department is divided into several discrete areas, with information on each contained below.

Building and Plumbing Control The following 2 graphs illustrate the extent of ‘Notifiable Building Work’ compared to ‘Permit Building Work’. Notifiable Building Work took effect in January 2017 with the introduction of the Building Act 2016. The combined value of Building Permit and Notifiable works $14,093,829.

Notifiable Works $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $-

2017/18 2018/19

Building Permits $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $-

2017/2018 2018/2019

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Planning Control Planning control provides strategic and statutory planning in accordance with the requirements of various pieces of State legislation.

Council receives and determines applications for development or land use in accordance with the Derwent Valley Interim Planning Scheme 2015 (the Scheme) and the Land Use and Planning Approvals Act 1993.

Types of Planning Applications

No Permit Required (NPR):

An NPR use or development means that the use or development applied for complies with the relevant Acceptable Solutions of the Planning Scheme and does not require a Planning Permit.

There were 22 applications assessed with No Permit Required (NPR).

Permitted (no public notification):

A permitted application means that Council must grant approval if all provisions of the Scheme are complied with however, may impose conditions on the permit.

Council has 14 days to request additional information that may be required to make a determination and 28 days to determine an application. Any additional information request will stop the assessment timeframe.

Discretionary (public notification required):

A Discretionary application can either be approved with or without conditions or alternatively refused by Council. Council has 21 days to request additional information that may be required to make a determination and 42 days to determine an application. Any additional information request will stop the assessment timeframe.

A discretionary application requires a 14 day public notification period during which any person may make a written representation to Council in support or opposition of your proposal.

Of the 189 permit applications submitted to Council, 118 were approved. No applications were refused and applicants withdrew a total of three (3) applications. At 30 June 2019 there were 71 applications pending a decision (this number does not include applications not determined from previous years).

There were 17 subdivision applications submitted of which eight (8) were approved.

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Animal Control Council has legislative requirements under the Dog Control Act 2000 to ensure that all dogs within the municipality are registered, microchipped and managed in a responsible manner. Council employs a Municipal Inspector to undertake various roles such as but not limited to: patrols, responding to animal complaints, dog attacks, collection of stray animals, obtaining microchip numbers, issuing kennel licenses, attending to calls regarding stray stock on the road, complaints, impounding dogs, and issuing caution notices and infringements for non-compliance, as well as undertaking education to promote responsible ownership to the wider community.

Council developed the first stage of the Dog Park and held an official opening to celebrate this achievement earlier in the year.

The following table summarises of Council’s ongoing Animal Control Program:-

2018/2019 2017/2018 Registered dogs 2,567 2,554 Kennel Licences 66 63 Impounded dogs 76 108 Impounded dogs reclaimed 53 60 Unclaimed dogs transferred to the Tasmanian Dogs Home 23 18 Caution Notices issued 275 189 Infringement notices issued 130 119

Emergency Management

In accordance to the Emergency Management Act 2006 and the Local Government Act 1993, Council has a responsibility to provide resources and facilities for the management of emergencies in our municipal area. This includes the provision of facilities and resources for the municipal SES unit as well as the storage and maintenance of the equipment used by the unit and areas of training in conjunction with the Director State Emergency Services. Council has a Derwent Valley Emergency Management Plan that adopts an all hazard approach to emergencies in the Derwent Valley Municipality.

On December 27 2018, a lighting strike started the Gell River Bushfires that lasted for almost 100 days. The fire burnt through 35,000 hectares of some of the state’s most rugged areas. The Derwent Valley Council, in conjunction with the New Norfolk Salvation Army were on standby to open an evacuation centre, if required. The Derwent Valley Council provided support to the firefighting air base at Fenton Forest and participated in community meetings for the Gell River Bushfires.

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Environmental Planning and Management

New Norfolk Riparian Natural Area Plan This plan was prepared in 2017 on the request of Derwent Valley Council to provide guidance for restoration of the natural riparian areas around the township of New Norfolk. The plan consists of a guide to target areas for weed control to improve the amenity of the area for residents and visitors, and to work in a more planned way to improve the natural values. The focus of the proposed works is adjacent to the walking track network along both the Lachlan and Derwent Rivers. Revegetation along the banks of the Lachlan River in Tynwald Park has been undertaken to help improve bank stability and resilience in future flood events.

Derwent Valley Weed Management Program The Derwent Catchment Project has been implemented the Derwent Valley Municipality Roadside Weed Management Plan prepared for Council four years ago. This is the third year of implementation. This structured approach to weed management along with highly accurate data recording (see Figure below) is allowing us to see a marked and measurable reduction in weed species in all our target areas and bodes well for the environmental health of the valley. This year we were very successful in treating priority sites which are outliers highlighted in the Weed Management Plan for control and all eradication zone areas. We have also been working with the Department of State Growth in sections of the Lyell highway between Granton and Sorell Creek with a focus on the Murphys flat conservation area.

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Karamu A Weed Management Plan has been developed to provide a strategic and long-term approach to the management of the declared weed Karamu in the Derwent. Karamu is a priority weed and the most significant infestation in Tasmania (there is considerably smaller patches in the Huon and Fern Tree) and inhabits the inundation zone along the banks of the Derwent throughout New Norfolk. We are currently undertaking the second season as part of the 7-year plan. The work is challenging due to the flow of the river and semi-aquatic nature of the weed. Also, dense willows and blackberry make it difficult to access the lower stems of the Karamu for cutting and pasting. We have completed control works on the esplanade, below the cliffs between the Esplanade and Tynwald and downstream to Millbrook Rise. This program is on-going and control is opportunistic being tailored to times of lower river flow.

Building Better Regions Grant We have received funding under the Building Better Regions Grant to develop a strategic plan for growth in the agricultural and tourism sectors in the Derwent Valley. The Derwent Valley community have developed a shared vision of sustainable growth to build jobs and business opportunities while maintaining the liveability of the remote, clean and green area in which they live. The Our Valley 2030: Derwent Valley Community Strategic Plan developed a shared vision for the future of the Valley in which sustainable development tourism and agriculture play key roles. The Valley’s tourism and agricultural sectors have opportunities in common through cultivating shared markets, though they can also indirectly threaten one another with concerns identified for biosecurity, land degradation and river health. Through collaborative action planning in a series of workshops focused on opportunities and threats shared by these sectors we will investigate how to best ensure a well-supported growth strategy for long term resilience in the Valley’s community, environment and economy.

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STATUTORY OBLIGATIONS

Public Interest Disclosure Statement

Section 86 of the Public Interest Disclosures Act 2002 requires a public body to report on the following for the period covered by this Annual Report:- Reporting Requirement Outcome How persons may obtain or access copies of the Procedures may be obtained through the current procedures established under the Act. Council website or by request at the Council office. Number and types of disclosures made to the No disclosure was made and determined to be a Derwent Valley Council and number of disclosures public interest disclosure. determined to be a public interest disclosure. Number of disclosures determined by the Derwent No public interest disclosure was investigated by Valley Council to be public interest disclosures that the Council. the Council investigated. Number and type of disclosed matters referred to No public interest disclosure made by a public the Derwent Valley Council by the Ombudsman. officer was referred to the Ombudsman. Number and types of disclosed matter referred No public interest disclosure made by a public during the year by the Derwent Valley Council to the officer was referred to the Ombudsman Ombudsman to investigate. The number and types of disclosed matters taken No public interest disclosures were taken over over by the Ombudsman from the Derwent Valley by the Ombudsman during the year Council during the year. The number and types of disclosed matters that the No public interest disclosures were declined by Derwent Valley Council declined to investigate the Derwent Valley Council. during the year. The number and type of disclosed matters that Not applicable were substantiated upon investigation and action taken on completion of the investigation. Any recommendations made by the Ombudsman Not applicable. that relate to the Derwent Valley Council.

Right to Information

The Council has a statutory responsibility to provide the public with access to Right to Information applications and to have a resource available to process those applications. In the 2018/2019 financial year 4 applications were accepted for determination under the Right to Information Act 2009, numerous other enquiries were resolved without the need for an application. The processing of these applications, gathering of information to respond to queries and providing a response requires a significant use of Council resources.

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Complaints

Customer Service Charter

In accordance with Section 339F of the Local Government Act 1993, Council is required to disclose the number of complaints it received under the provisions of the Customer Service Charter.

In 2018/2019 no complaints were received. Councils Customer Service Charter will be updated in the 2019/2020 financial year.

Integrity Commission

There were three complaints relating to Derwent Valley Council received by the Integrity Commission for the 2018/2019 Financial Year. Information received from the Integrity Commission notes that these complaints were dismissed.

Code of Conduct

The Council is required to report the number of code of conduct complaints that were upheld either wholly or in part, by the Code of Conduct Panel during the preceding financial year and the total costs met by the council during the preceding financial year in respect to all code of conduct complaints.

In accordance with Section 72(1)(ba) of the Local Government Act 1993, it is reported that two Code of Conduct complaints were partly upheld against Councillors of the Derwent Valley Council during the 2018/2019 financial year.

In accordance with Section 72(1)(bb) of the Local Government Act 1993, it is reported that the total cost met by the Council in respect to the code of conduct complaints was $4,566.48.

Enterprise Powers Statement

This report is made pursuant to Section 72 of the Local Government Act 1993. Council has not resolved to exercise any powers or undertaken any activities in accordance with Section 21 of the Local Government Act 1993 during the 2018/2019 year.

Donated Land Statement

Derwent Valley Council has not resolved to donate any lands in accordance with Section 177 of the Local Government Act 1993.

Public Health Statement

From 1 July 2018 until 30 June 2019, the Council’s Environmental Health Department contracted an Environmental Health Officer for four (4) days a week. Council fulfilled all its obligations under the Environmental Management and Pollution Control Act 1994, Food Act 2003, Public Health Act 1997 and the Local Government Act 1993.

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One of the roles of the Environmental Health Department and an objective of Council is to protect public health and safety and to ensure food prepared and sold within the municipal area is safe for human consumption and complies with relevant legislation, in particular the Australian New Zealand Food Standards Code. This objective is achieved through educational programs and regular food inspections of food premises. There were 115 food premises and 31 mobile state-wide annual food licences registered in the municipal area during 2018/2019 financial year.

Approximately 121 food inspections and 24 mobile state-wide annual food inspections were conducted. Council’s Environmental Health Officer attended and regulated large public events including the Autumn Festival, Bushy Park Show, Granton Boats Racing, and Hobart Speedway.

Council has an obligation to provide food education/awareness training to members of the community, who work with food in various capacities. The goal of food education/awareness training is to ensure persons undertaking or supervising food handling operations have the appropriate skills and knowledge in food safety and food hygiene matters, so as to protect public health and safety.

In accordance with the Building Act 2016, the Environmental Health Department is also responsible for assessing on-site wastewater systems and to issue certificates of likely compliance, for the installation of any new/amended on-site wastewater systems. A total of 23 Certificate of Likely Compliance Plumbing Permits were issued during the financial year.

Under the Public Health Act 1997 – Recreational Water Quality Guidelines 2007, Council has a responsibility to monitor its recreational and public pools. The recreational water sampling site was the Derwent River, near Fitzgerald Jetty. Monitoring of recreational waters was conducted by the Derwent Valley Council, principally on a weekly basis, through the months of December 2018 to March 2019. Samples were analysed for the microbiological indicator of Enterococci bacteria. A total of 16 recreational samples were taken.

The water quality conditions at Fitzgerald Park Jetty were generally similar to those sampled the previous year. The quality of the water at the Fitzgerald Park Jetty is rated as ‘Good’ and the five year 95Hazen percentile Enterococci is 127. Samples between 140 and 280 is one. Samples >280 is one and total number of samples is 78. The water sample results indicate that the quality of the water at Fitzgerald Park Jetty is safe for both primary and secondary contact.

There are two public pools owned by the Council in the Derwent Valley municipality. They include:-

• New Norfolk Main Swimming Pool and New Norfolk Baby Swimming Pool, situated at the Esplanade, New Norfolk; and • Bushy Park Swimming Pool, situated at 601 Gordon River Road, Glenora.

Pool samples were analysed for Heterotrophic Plate Count 36°cfu/mL; E. Coli cfu/100mL and Pseudomonas aeruginosacfu/100mL. A total of 13 pool samples were taken. The results of the recreational and pool samples are included in a report required by the Director of Public Health.

In accordance with the Drinking Water Quality Guidelines under the Public Health Act 1997, Council is required to keep a register of private water suppliers and water carriers in the municipal area. There are currently two (2) private water suppliers and one (1) water carter operating in the municipal area. The

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details of the private water suppliers and water carter are compiled in a report as required by the Director of Public Health.

Public Health Act 1997

The below table provides a summary of the activity undertaken by the Council in relation to the Public Health Act 1997.

Type Premises Inspections Premises Inspections 2018/2019 2018/2019 2017/2018 2017/2018

Places of Assembly for Specific Events 2 2 2 2

Pool Water Samples 2 13 2 9

Recreational Water Samples 1 13 1 14

Regulated Systems 0 0 0 0

Commercial Water Carters 1 1 1 1

Public Health Risks 0 0 1 1

Unhealthy Housing 0 0 1 1

Notifiable Disease Investigations 3 3 3 3

Private Burial Permits 0 0 0 0

Private Water Suppliers 2 0 2 1

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Food Act 2003

The below table provides a summary of the activity undertaken by the Council in relation to the Food Act 2003.

Type of Premises Premises Inspections Premises Inspections 2018/2019 2018/2019 2017/2018 2017/2018

Registered food businesses 115 121 111 116

Food Notification 5 5 17 4

Registered Mobile state wide (Annual) 31 24 23 23

Registered Mobile (Once off) 12 3 13 5

Seizure of food items 0 0 0 0

Approval of plans for new or alterations to 5 5 5 5 existing food premises

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Derwent Valley Council - Annual Report 2018/2019

Independent Auditor’s Report

To the Councillors of Derwent Valley Council

Report on the Audit of the Financial Report

Opinion

I have audited the financial report of Derwent Valley Council (Council), which comprises the statement of financial position as at 30 June 2019 and statements of comprehensive income, changes in equity and cash flows for the year then ended, notes to the financial statements, including a summary of significant accounting policies, other explanatory notes and the statement of certification by the General Manager.

In my opinion the accompanying financial report: (a) presents fairly, in all material respects, Council’s financial position as at 30 June 2019 and its financial performance and its cash flows for the year then ended (b) is in accordance with the Local Government Act 1993 and Australian Accounting Standards.

Basis for Opinion

I conducted the audit in accordance with Australian Auditing Standards. My responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of my report. I am independent of Council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the financial report in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code.

The Audit Act 2008 further promotes the independence of the Auditor-General. The Auditor- General is the auditor of all Tasmanian public sector entities and can only be removed by Parliament. The Auditor-General may conduct an audit in any way considered appropriate and is not subject to direction by any person about the way in which audit powers are to be exercised. The Auditor- General has for the purposes of conducting an audit, access to all documents and property and can report to Parliament matters which in the Auditor-General’s opinion are significant.

My audit responsibility does not extend to the budget figures included in the financial report and the asset renewal funding ratio disclosed in note 10.5(f) to the financial report and accordingly, I express no opinion on them. Furthermore, I express no opinion on the General Manager’s determination that Council did not have any Significant Business Activities for inclusion in the financial report as required by Section 84(2)(da) of the Local Government Act 1993. …1 of 4

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Key Audit Matters

Key audit matters are those matters that, in my professional judgement, were of most significance in my audit of the financial report of the current period. These matters were addressed in the context of my audit of the financial report as a whole, and in forming my opinion thereon, and I do not provide a separate opinion on these matters.

Why this matter is considered to be one of the Audit procedures to address the matter most significant matters in the audit included Property and Infrastructure Refer to notes 3.4, 6.1 and 9.10 Property and infrastructure at 30 June 2019  Assessing the scope, expertise and includes land, buildings and material long-life independence of experts involved to assist in infrastructure assets, such as roads, bridges and the valuations. drainage totalling a fair value of $111.95m. The  Evaluating the appropriateness of the fair values of land is derived from observable valuation methodology applied to determine market information with the fair values of fair values. buildings and other infrastructure assets are based on current replacement cost.  Critically assessing assumptions and other key inputs in the valuation model, including Council undertakes formal revaluations on a corroboration of assumptions to external regular basis to ensure valuations represent fair data and application of indexation. value. The valuations are highly dependent upon a range of assumptions and estimated unit rates.  Testing, on a sample basis, the mathematical Indexation is applied to fair values between accuracy of the indexation calculations. formal valuations where considered necessary.  Assessing the calculation of the provision for In 2018-19 Council undertook a full revaluation landfill restoration liability to ensure the of bridges and drainage assets. The values for equivalent asset was appropriately valued. land, buildings and recreation facilities were  Evaluating management’s assessment of the revalued by applying appropriate indexation. useful lives. Council recognised a waste management asset  Performing substantive analytical procedures of $5.06m, equal the value of the provision for on depreciation expenses. landfill restoration as at 30 June 2019. The calculation of depreciation requires  Testing, on a sample basis, significant estimation of asset useful lives, which involves a expenditure on maintenance and capital high degree of subjectivity. Changes in works to corroborate appropriate treatment. assumptions and depreciation policies can  Testing, on a sample basis, capital work-in- significantly impact the depreciation charged. progress to ensure that active projects will Capital payments in 2018–19 totalled $4.68m on result in usable assets and that assets a number of significant programs to upgrade commissioned are transferred in a timely and maintain assets. Capital projects can contain manner. a combination of enhancement and maintenance activity which are not distinct and

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Why this matter is considered to be one of the Audit procedures to address the matter most significant matters in the audit included therefore the allocation of costs between capital  Evaluating the adequacy of disclosures made and operating expenditure is inherently in the financial report, including those judgemental. regarding key assumptions used.

Responsibilities of the General Manager for the Financial Report

The General Manager is responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards and the Local Government Act 1993 and for such internal control as determined necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error.

In preparing the financial report, the General Manager is responsible for assessing Council’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless Council is to be dissolved by an Act of Parliament or the Councillors intend to cease operations, or have no realistic alternative but to do so.

Auditor’s Responsibilities for the Audit of the Financial Report

My objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.

As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also: • Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of Council’s internal control. • Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the General Manager. • Conclude on the appropriateness of the General Manager’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Council’s ability

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to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify my opinion. My conclusion is based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause Council to cease to continue as a going concern. • Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation.

I communicate with the General Manager regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

From the matters communicated with the General Manager, I determine those matters that were of most significance in the audit of the financial report of the current period and are therefore the key audit matters. I describe these matters in my auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, I determine that a matter should not be communicated in my report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.

Stephen Morrison Assistant Auditor-General Financial Audit Services Delegate of the Auditor-General

Tasmanian Audit Office

14 November 2019 Hobart

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