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Greater Hume Shire Council

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Greater Hume Shire Council Greater Hume Shire 2017-2021 Delivery Program 2017-2018 Operational Plan Contents Section Page No Section Page No Section Page No Section Page No DELIVERY PROGRAM 2017/2021 OPERATION PLAN 1July 2017 to 30 June 2018 About this plan 4 A Snapshot of 2017/2018 Estimates of Income and Expenditure 74 Message from the Mayor and General Manager 5 Highlights of Functional Areas 77 Integrated Planning & Reporting Framework 6 Statement of Revenue Policy 79 Our Community Profile 8 Greater Hume Shire Council Rates Budget 2017/2018 81 Our Vision for the future 9 Definition of Rating Categories 82 Our Guiding Principles 9 Greater Hume Shire Council Rates Categories in each township 83 Our Councillors 10 Waste Charges - Annual Charges 2017/2018 94 Ward Boundaries 11 Water Annual Charges 2017/2018 94 Vital Statistics 12 Sewerage and Trade Waste Charges 2017/2018 95 Organisation Structure 13 Non Residential Sewer and Liquid Trade Waste Discharge Factors 96 Live A Greater Life Strategic Directions 14 Pricing Methodology and GST Disclaimer 99 Delivery Plan Program and Operational Plan Actions, Responsibilities and Measures 15 Statement of Fees and Charges 2017/2018 100 - Leadership and Communication 15 Statement of Private Plant Hire Charges 2017/2018 143 - Healthy Lifestyle 22 Riverina Regional Library 2017/2018 Fees & Charges 145 - Growth and Sustainability 30 Notes 147 - Good Infrastructure and Facilities 36 Abbreviations 42 Capital Works and Forward Programs 2017/2018 to 2020/2021 43 Business Commercial Activities 70 Plant Replacement Program 2017/2018 to 2020/2021 71 About this plan This document combines Council’s Delivery Program, Operational Plan and Budget. Together they show how Council will contribute to delivering on community aims and strategies outlined in the Live A Greater Life Community Strategic Plan 2017- 30. We have used the four focus areas of the Community Strategic Plan – Leadership and Communication, Healthy Lifestyle, Growth and Sustainability and Good Infrastructure and Facilities to structure the Delivery Program. The Delivery Program sets out the activities that Council will complete in a four year period which is aligned to a Council term, along with measures we will use to track our progress in achieving the activities. The Operational Plan shows services, key projects and capital works that Council will deliver in the coming year. The Budget shows our income, expenditure and capital programs for the year ahead as well as Council’s Revenue Policy. 4 Greater Hume Shire Council Delivery Program 2017-2021 and Operational Plan 2017-2018 Message from the Mayor and General Manager The local government elections in September 2016 saw the retirement of long serving • Lobbying for funding for the relocation of the dangerous rail crossing north of Henty. Councillor John McInerney and Councillors Stuart Heriot and Karen Schoff leaving Council after one term. The three newly elected Councillors - Matthew Hicks, Kim Stewart and Terry Despite significant funding constraints from other levels of government, Council is committed Weston are very enthusiastic and along with returning councillors form a very strong and to living within our means to ensure a sustainable future for our many towns and villages and diverse team. the farming communities they support. As required under the Local Government Act 1993, Council has reviewed the Community The Delivery Program and Operational Plan includes Council’s Annual Budget for the Strategic Plan to be known as Live A Greater Life 2017 – 2030. Whilst the Community 2017/2018 financial year and forward estimates for the 2018/2019, 2019/2020 and Strategic Plan has been completely rewritten, many of the strategies and outcomes are 2020/2021 financial years. similar to the previous plan adopted in 2012. Council firmly believes the strategies implemented over the past few years along a In developing the Community Strategic Plan, Council has completed a number of sub plans preparedness to continually reform the organisation will provide long term sustainability for developed over the last three years along with the Community Survey undertaken in 2016. your council. The actions from these plans along with the issues identified as the most important to residents in the survey have driven the development of the Community Strategic Plan, the This Plan is commended to you. four year Delivery Plan and the one year Operational Plan. The 2017/2018 Financial Year will be the final year of the implementation of the Special Rating Variation which will result in an additional $1 million invested in the road network this year. The condition of the road network was the number one issue identified in the both the 2012 and 2016 Community Surveys. Along with the many vital programs and services identified in the 2017 – 2021 Delivery Plan, next year’s Operational Plan Council will also be focusing on: • Replacement of Council’s ageing infrastructure (e.g. completion of the Henty and Holbrook Swimming Pool projects). • Projects to provide growth opportunities (e.g. Jindera Industrial Estate, Buy Local Campaign) • Developing and implementing a wide ranging Communications Plan to ensure effective two way communication with communities and residents. • Commence implementation of Council’s first Disability Inclusion Action Plan, and Mayor General Manager Cr Heather Wilton Steven Pinnuck Greater Hume Shire Council Delivery Program 2017-2021 and Operational Plan 2017-2018 5 Local councils in NSW are required to undertake their planning and reporting activities in accordance with the Local Government Act 1993 and the Local Government (General) integrated planning & reporting Regulation 2005. The Integrated Planning & Reporting (IP&R) framework enables councils to integrate their various plans together, understand how they interact and get the maximum framework leverage from their efforts by planning holistically for the future. Under the IP&R framework Council is required to prepare the following documents: Live A Greater Life Community Strategic Plan 2017 - 2030 The purpose of the Community Strategic Plan is to identify the community’s main priorities and aspirations for the future and to plan strategies for achieving these goals. While Council has a custodial role in initiating, preparing and maintaining the Community Strategic Plan, it is not wholly responsible for its implementation. Other partners such as State agencies and community groups may also be engaged in delivering the long term objectives of the plan. Delivery Program (this document) The Delivery Program is a statement of commitment to the community from each newly elected council. The Delivery Program outlines the principal activities to be undertaken by Council to implement the strategies established by the Community Strategic Plan within the resources available under the Resourcing Strategy over the four year term of Council. Essential elements for the Delivery Program include: • The Delivery Program directly addresses the objectives and strategies of the Community Strategic Plan and identifies principal activities that Council will undertake: • The Delivery Program must inform and be informed by the Resourcing Strategy • The Delivery Program must address the full range of Council operations • The Delivery Program must allocate high level responsibilities for each action or set of actions • Financial estimates for the four year period must be included in the Delivery Program. Operational Plan (this document) The Operational Plan has been prepared as a sub-plan of the Delivery Program. It directly addresses the actions outlined in the Delivery Program and identifies projects, programs or activities that Council will undertake within the financial year towards addressing these actions. Essential elements for the Operational Plan include: • It must directly address the actions outlined in the Delivery Program • It must identify projects, programs or activities that Council will undertake within the financial year towards addressing these actions 6 Greater Hume Shire Council Delivery Program 2017-2021 and Operational Plan 2017-2018 • The Operational Plan must allocate responsibilities for each project, program or activity • It must identify suitable measures to determine the effectiveness of the projects, programs and activities undertaken • The Operational Plan must include a detailed budget for the activities to be undertaken in that year. Fit For The Community Future Survey Plan 2016 Resourcing Strategy The Community Strategic Plan, the Delivery Program and Operational Plan must be supported by a Resourcing Strategy. The Long Term Financial Plan, Workforce Management Plan and Community Visitor Waste Asset Management Plan combine to form Council’s Resourcing Strategy. Health & Roads Experience Management Wellbeing Strategy Plan Plan The Long Term Financial Plan provides information about the financial sustainability of Plan Council to address its current and future needs. The Long Term Financial Plan is used to inform decision making during the development of the Delivery Program and must be for a Greater Economic Disability Strategic Hume Asset minimum of ten years. Development Inclusion Land Use Children Management & Action Plan Plan Services Plans The Workforce Management Plan must address the human resourcing requirements of Social Plan Strategic Plan Council’s Delivery Program for a minimum timeframe of four years. The Asset Management Plan informs on the current condition and ability of the community assets that exist for delivery of services
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