MANSFIELD SHIRE COUNCIL
MANSFIELD SHIRE Special Meeting of Council
TUESDAY, 17 APRIL 2018 MANSFIELD SHIRE OFFICE 33 Highett Street, Mansfield MINUTES 4.00PM
CONTENTS
1. OPENING OF THE MEETING...... 2 2. STATEMENT OF COMMITMENT ...... 2 3. ACKNOWLEDGEMENT OF COUNTRY ...... 2 4. APOLOGIES...... 2 5. DISCLOSURE OF CONFLICT OF INTERESTS ...... 2 6. DEPUTATIONS ...... 2 7. PRESENTATION OF REPORTS ...... 3 7.1 Exhibition of the Revised Draft Mansfield Shire Council Plan 2017-21 and updated Draft Strategic Resource Plan 2018-22 ...... 3 Attachment 7.1 ...... 8 7.2 Consideration of Mansfield Shire Council Draft Budget 2018-19 ...... 96 Attachment 7.2 ...... 100 7.3 Such Other Business Admitted by the Unanimous Resolution of the Council ...... 178 8. MEETING CLOSURE ...... 178
1 1. Mansfield Shire Council – Special Meeting of Council: 17 April 2018
TUESDAY, 17 APRIL 2018 MANSFIELD SHIRE OFFICE 33 Highett Street, Mansfield MINUTES 4.00PM
1. OPENING OF THE MEETING
The Mayor, Cr Volkering, opened the meeting at 4.01 pm
Councillors: Marg Attley Tolmie Ward Peter Olver Mansfield Ward Paul Sladdin Bonnie Doon Ward Paul Volkering Mansfield Ward Harry Westendorp Bonnie Doon Ward
Chief Executive Officer: Alex Green Finance Manager: Mandy Kynnersley Community Services Manager: Melanie Hotton Acting Development Services Manager: Dawn Bray
2. STATEMENT OF COMMITMENT
The Councillors affirmed the following Statement of Commitment:
“As Councillors of Mansfield Shire we are committed to ensuring our behaviour meets the standards set by the Mansfield Shire Councillor Code of Conduct and Councillor Charter. We will, at all times, faithfully represent and uphold the trust placed in us by the community.”
3. ACKNOWLEDGEMENT OF COUNTRY
The Councillors affirmed the “Acknowledgement of Country” for the Mansfield Shire Council:
“Mansfield Shire Council recognises that indigenous people have been custodians of this area for generations. We acknowledge the living culture and unique role of Taungurung people in our region.”
4. APOLOGIES
Nil
5. DISCLOSURE OF CONFLICT OF INTERESTS
Nil
6. DEPUTATIONS
Nil
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2 Mansfield Shire Council – Special Meeting of Council: 17 April 2018
7. PRESENTATION OF REPORTS
7.1 Exhibition of the Revised Draft Mansfield Shire Council Plan 2017-21 and updated Draft Strategic Resource Plan 2018-22
File Number: E4397 Responsible Officer: Acting Governance & Development Services Manager, Dawn Bray
Disclosure of Conflicts of Interest
The author of this report has no direct or indirect conflict of interest in relation to this item as defined by the Local Government Act 1989.
Introduction
This report requests Council to endorse the public exhibition of the revised draft Mansfield Shire Council Plan 2017-21, which includes the updated draft Mansfield Shire Strategic Resource Plan 2018-22, for a period of 28 days in accordance with Sections 126, 126 and 223 of the Local Government Act 1989 (the Act).
Minor changes have been made to the draft Plan to update population statistics and the organisational structure, as well as minor amendments to the strategies to be employed to deliver the strategic objectives of the Plan. Responsibilities for the delivery of the strategies have also been made to reflect the new organisational structure.
The updated draft Strategic Resource Plan 2018-22 outlines the allocation of financial and non-financial resources over the next four years, as required by Section 126 of the Act, to support the implementation of the revised Council Plan.
In accordance with sections 125(3) and 223 of the Act, members of the public have an opportunity to review the revised draft Council Plan and draft Strategic Resource Plan and make a written submission to Council prior to its adoption. Submitters may also request an opportunity to make a verbal submission to Council prior to the adoption of the Council Plan.
Background
The Act requires Council to review the current Council Plan at least once during each financial year.
This process is commonly undertaken at the time the next financial year’s budget is being prepared, so that amendments to the Strategic Resource Plan (SRP) can be made and to ensure the initiatives to be delivered by Council in the forthcoming year are relevant and current.
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3 Mansfield Shire Council – Special Meeting of Council: 17 April 2018
7.1 Exhibition of the Revised Draft Mansfield Shire Council Plan 2017-21 and updated Draft Strategic Resource Plan 2018-22 cont.
The original Mansfield Shire Council Plan 2017-21 was adopted at a Special meeting of Council on 27 June 2017. Section 125 of the Act states that a Council Plan must include:
(a) the strategic objectives of the Council; (b) strategies for achieving the objectives for at least the next 4 years; (c) strategic indicators for monitoring the achievement of the objectives; (d) a Strategic Resource Plan containing the matters specified in Section 126; (e) any other matters which are prescribed by the regulations.
Section 126 of the Act outlines the requirements for a SRP. The SRP must include financial statements describing the financial and non-financial resources, including human resources, required to achieve the Council Plan’s strategic objectives.
When the Council Plan and SRP are updated through the annual review process, the draft amended Plans must be publically advertised for a period not less than 28 days and comment sought in accordance with the requirements of section 223 of the Act. This means submitters can request the opportunity to make a verbal presentation to Council in support of their written submission.
Once this process has been undertaken, Council is then required to advise the Minister for Local Government that adjustments have been made to the Council Plan and SRP.
Council Plan
The Council Plan is the key strategic document that outlines the agenda for the term of this Council. It is a four year strategic document which outlines how Council will deliver initiatives that address issues facing the municipality and respond to community priorities.
Five Strategic Directions underpin the Plan, which are:
Strategic Direction One: Participation and Partnerships Strategic Direction Two: Financial Sustainability Strategic Direction Three: Community Resilience & Connectivity Strategic Direction Four: Enhanced Livability Strategic Direction Five: Responsible Leadership.
Financial
The SRP drives the allocation of resources and development of both short and medium term financial strategies. The SRP outlines how resources will be allocated over a four year period, whilst the supporting annual budget provides much greater detail as to how resources will be used to deliver the Council Plan over the next twelve month period.
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4 Mansfield Shire Council – Special Meeting of Council: 17 April 2018
7.1 Exhibition of the Revised Draft Mansfield Shire Council Plan 2017-21 and updated Draft Strategic Resource Plan 2018-22 cont.
The Council Plan provides for a range of Strategic Objectives and Strategies relating to sound financial management such as the preparation of a long term financial plan, completion of service reviews across the organisation, review of asset management practices and maximising the use of shared services with other councils of a similar profile to reduce recurrent expenditure. These strategies are all addressed in the 2018-2022 draft SRP.
The draft SRP consolidates on the service reviews and organisational restructure undertaken in 2017-18 that identified operational savings of $694,000. These recurrent savings have been re-directed toward asset renewal, and projects to improve service delivery to the community.
The SRP predicts that by the end of 2021-22 Council will have closed the renewal gap, maintained cash reserves above the determined floor of $3 million, and returned consistent operating surpluses.
Social
The Council Plan is one of the key means through which Council is able to identify community issues and aspirations and outlines how Council will work in partnership with the community to achieve its goals.
Strategic Direction One relates to Participation and Partnerships, while Strategic Direction Three relates to Community Resilience and Connectivity. Under both of these key themes sit a number of Strategic Objectives and strategies to support the participation and inclusion of all our community in decision making, improved community resilience and connections. Several strategies relate to the development of strategic plans relating to active ageing and youth, supported by the provision of infrastructure to reflect changing community needs.
Environmental
Strategic Direction One relates to Participation and Partnerships and includes a Strategy relating to supporting the work undertaken by local environmental groups as well as advocating to other levels of government on environment related issues that relate to our community.
Strategic Direction Four relates to Enhanced Livability and outlines strategies to support the protection and enhancement of our environment, including the preparation of a Waste Management Strategy and review of the Environment Strategy in partnership with the community. Supporting the work of Landcare is another important strategy included within the Plan.
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5 Mansfield Shire Council – Special Meeting of Council: 17 April 2018
7.1 Exhibition of the Revised Draft Mansfield Shire Council Plan 2017-21 and updated Draft Strategic Resource Plan 2018-22 cont.
Risk Management
The draft updated Council Plan meets all statutory requirements.
Strategic Direction Five relates to Responsible Leadership and outlines strategies relating to risk management including the completion of three internal audits per year, provision of quarterly updates on the progress of the Council Plan, undertaking an annual review of the Corporate Risk Register and ensuring the Audit and Risk Advisory Committee oversees the implementation of Council’s risk management strategy and corporate risk register.
Community Engagement
The original Council Plan adopted in 2017 was shaped by community input and consultation including a community survey, discussions at a series of community discussions and through written and verbal submissions to Council.
The Council Plan is reviewed each year by Councillors and senior officers prior to being placed on public exhibition for a period of 28 days. During this time members of the community can make a written submission and also request an opportunity to make a verbal presentation to a committee of Council.
Officer’s Comments
Minor amendments have been made to the Council Plan to:
• Reflect the new organisational structure implemented on 2 April 2018, including updating the department to be the key driver for the strategies; • Insertion of strategies around the implementation of the Domestic Wastewater Management Plan and preparation of an Integrated Water Management Plan for the Mansfield township; and, • Deletion of the action relating to the implementation of the Lake Eildon Recreational Boating Facilities Improvement Plan.
The updated SRP for 2018-22 has been prepared in parallel with the 2018-19 budget and preparation of the ten year Long Term Financial Plan. The plan articulates Council’s sensitivity to various key financial indicators, as a positive shift in estimates for 2018-19 has led to a much improved financial outlook.
The service reviews and organisational restructure performed in 2017-18 identified $694,000 in recurrent operational savings, and these funds have been diverted to boost capital renewal, and to fund one-off operational projects to improve service delivery to the community. Key new initiatives funded in the SRP include:
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6 Mansfield Shire Council – Special Meeting of Council: 17 April 2018
7.1 Exhibition of the Revised Draft Mansfield Shire Council Plan 2017-21 and updated Draft Strategic Resource Plan 2018-22 cont.
• Continuation of the Station Precinct master plan • Upgrade of Council’s website • Feasibility study for a dual court basketball stadium • A new asset management system and bureau service • Building strategic capacity within a relevant organisational structure
The capital works program totals $31.3 million across the four years of the SRP. Of this, $15.8 million (50%) relates to renewal, $7.8 million (25%) to upgrades of existing infrastructure and $7.7 million (25%) to new infrastructure projects including:
• Pavilion at Lords Oval • Station precinct development (pending outcomes of the master plan) • Streetscape development • Footpath network development program
Cr. Attley/Cr. Westendorp:
That Council:
1. Endorse the public exhibition of the revised Mansfield Shire Council Plan 2017- 21, including the updated Strategic Resource Plan 2018-22, for a period of 28 days, to commence after the publication of the required notice in the Mansfield Courier, in accordance with the requirements of Section 223 of the Local Government Act 1989.
2. Notify the community of their ability to make written comment and a verbal presentation to Council on the Draft Council Plan through:
a) notices in the Mansfield Courier; b) a notice in the 'What's New' section on the Shire's website; and, c) posts on the Shire’s social media page.
3. Appoint all Councillors to form the Committee of Council to consider verbal and written submissions relating to the revised Council Plan and updated Strategic Resource Plan at a meeting to be held on 29 May 2018 at the Shire Office, 33 Highett Street, Mansfield.
Carried
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7 Mansfield Shire Council – Special Meeting of Council: 17 April 2018
ATTACHMENT 7.1
CONSIDERATION OF DRAFT COUNCIL PLAN 2017-21 AND STRATEGIC RESOURCE PLAN
(87 PAGES)
8.
8 Mansfield Shire Council
2017-2021 Council Plan
Draft 2018-19
MANSFIELD SHIRE COUNCIL 9 First adopted by Council - 27 June 2017 and updated ?? June 2018 Contents
About this Council Plan ...... 2 A message from your Council ...... 3 Our aspiration for the Shire ...... 5 Our core values...... 6 Our Shire and its people ...... 7 Our towns ...... 8 An overview of our Shire...... 14 Our Councillors ...... 15 Our leadership team ...... 18 The home of champions ...... 19 Another piece of the strategic puzzle ...... 21 Measuring our success ...... 22 Our strategic direction ...... 23 Strategic Direction One: Participation and partnerships ...... 25 Strategic Direction Two: Financial sustainability ...... 30 Strategic Direction Three: Community resilience and connectivity ..... 37 Strategic Direction Four: Enhanced liveability ...... 41 Strategic Direction Five: Responsible Leadership...... 45
Strategic Resource Plan ...... 50 Executive Summary ...... 52 Link to Council Plan ...... 54 Appraisal of Current Position ...... 55 Addressing the Challenges ...... 56 Targets/Project Outcomes ...... 69 Other information ...... 79 How you can contribute to your community ...... 81 Your feedback (comments for Council) ...... 82
Mansfield Shire Council: 2017-2021 Council Plan 1. 10 About this Council Plan
This Council Plan has been prepared in accordance with the requirements of the Local Government Act 1989 (the Act), which is the primary piece of legislation that outlines Council’s powers and responsibilities. The Act mandates that all newly elected councils must develop a forward looking plan detailing Council’s strategic directions and objectives for the next four years.
Our Plan has been informed by collaborating with our community through a variety of means. We believe it is essential for our community to be connected to the Council Plan as we cannot deliver our aspiration for the Shire, or our strategic objectives on our own.
A key component of the Council Plan is the Strategic Resource Plan (SRP), which outlines how financial and human resources will be allocated to deliver this Plan.
Both the Council Plan and Strategic Resource Plan are reviewed by Council on an annual basis to ensure they remain relevant and have the ability to respond to emerging issues and trends.
Readership The Council Plan has been written to cater for a wide readership including the general community, ratepayers, local businesses, visitors, investors, government agencies and other interested parties.
This document also provides Council staff with strategic direction for day to day activities and the actions included in this document will form the work plan for the Administration over the next four years.
This Plan is available online at www.mansfield.vic.gov.au or by request. Display copies of this report are available from the Mansfield municipal office and the Mansfield Library. Hard copies can be requested by telephoning 5775 8555.
Mansfield Shire Council: 2017-2021 Council Plan 11 2. A message from your Council
Welcome to our 2017-2021 Council Plan.
Our sense of community is strong. Our people are active and committed to public service, working for the good of others. The Shire is in the fortunate posi- tion of sustained population growth and high employ- ment levels. This progress is not only driven by the trade and tourism sectors, but also by a large and diverse range of education and health services, which are in- tegral to our quality of life and future growth.
Council will support the community in doing what it does best to ensure that, over the next four years, we capitalise on our competitive strengths and address tough issues together as a united team.
The introduction of rate capping in 2015 is starting to impact our financial position. Federal funding for all councils has also been progressively cut in recent years. Major changes planned by the State government to the Local Government Act 1989, have the potential to significantly affect how we operate.
Other changes to State legislation and increased reporting requirements are also tying up our resources; these may introduce additional mandatory processes and requirements which will place more demands on our limited resources.
This means that tough decisions must be made during the term of this Council. We cannot provide new services and take on new functions when our resources are shrinking. We promise that, in making these de- cisions, we will seek the views of all parts of our diverse Shire so that we make informed decisions.
Recognising the valuable diversity of our community, we know that we will never do all that everyone wants us to do. We will take on board your views and think very seriously about how to achieve balanced and sustainable outcomes that provide benefits for all.
Mansfield Shire Council: 2017-2021 Council Plan 3. 12
Following the 2016 election, your new Council is energised and motivated to represent the community. This document outlines Council’s vision and strategic program for the next four years.
These are tough times for Council in terms of providing services and facilities for our growing community. We are being asked to do more by the State and Federal Governments, and our community, but with less resources. This means that, more than ever, our partnerships with the community and other key players are vital to deliver on this Plan.
We have listened to our community’s views, goals and vision for the Shire in preparing this Plan and, where we have to balance competing needs and sometimes conflicting objectives, the Council believes that the Plan represents a sound and achievable path forward for the organisation and the community.
We look forward to working with you to make this Shire a very special place - even more liveable and prosperous.
Cr Paul Volkering Cr Peter Olver (Mayor) (Deputy Mayor) Mansfield Ward Mansfield Ward
Cr Marg Attley Cr Paul Sladdin Cr Harry Westendorp Tolmie Ward Bonnie Doon Ward Jamieson Ward
Mansfield Shire Council: 2017-2021 Council Plan 13 4. Our aspiration for the Shire
Our aspiration for our Shire and its community We live, work and play in an inclusive, dynamic and prosperous place where community spirit is strong and people are empowered to engage in issues that affect their lives.
Our role in realising this aspiration A recurring theme throughout this document is the fact that we cannot achieve our aspiration for the Shire alone. Everyone who lives, works and has a role to play in the services and facilities available to us must work constructively together to achieve our common goals.
Council’s role within the community and as a third tier of government has changed significantly in recent times.
With this in mind, we feel it is important to explain what our role now looks like so that our community has a good understanding of the things we can control and influence on their behalf and those that we cannot.
This Council Plan is written in a way that identifies:
• The things which we can control (eg, by direct provision of services and facilities)
• The things we can influence and where we can play a leadership role (eg, through lobbying for infrastructure funding or helping to shape the policies of other levels of government)
• The things which are of interest to Council and its community but over which we have marginal control or influence (eg, educational opportunities, socio economic wellbeing of our population).
Mansfield Shire Council: 2017-2021 Council Plan 5. 14 Our core values
Our Core Values The values that drive our Council and Administration in the day to day delivery of our services and functions are: • Leadership – addressing tough issues head on, being accountable for the decisions we make and planning for the long term future and prosperity of this Shire. We take our role as advocates on behalf of the community very seriously and will work tirelessly to ensure our collective voice is heard. • Collaboration – working with our community and other key stakeholders to achieve the best possible outcome. Council cannot deliver this Council Plan without strong and productive partnerships with our community, local businesses, other levels of government and key service providers operating in our municipality. • Integrity – achieving the highest standards of good governance, transparency and accountability, driven by our Councillor Code of Conduct and Councillor Charter. We will keep an open mind on all issues until the time comes to make a decision. Conflicts of interest will be openly declared and we will always follow the letter of the law in relation to this issue. • Respect – recognising and valuing the diversity of views and needs within our community. We believe it is important to create a respectful, supportive and fair environment where differences are valued and encouraged to support good decision making. Increased understanding and trust between Council and the community is an important way we can foster an inclusive, respectful society. • Innovation – exploring and embracing smarter ways to deliver our services. This includes looking at all options for new ways of working, embracing new technology and exploring shared services with other councils and service providers.
Our commitment to human rights We are committed to considering and respecting human rights when making decisions that impact on people and our community. We are required to act in a way that is compatible with the Victorian Charter of Human Rights and Responsibilities Act 2006 and to give consideration to the Charter when formulating a local law or policy, or in planning service delivery. Our approach to human rights is to encourage participation, access, development and opportunity not just across our community, across our organisation.
Mansfield Shire Council: 2017-2021 Council Plan 15 6. Our Shire and its people
Our picturesque Shire is located in Victoria’s High Country just 2 hours north east of Melbourne. The landscape is dominated by the Great Dividing Range and includes the alpine resorts of Mt Buller and Mt Stirling. Our Shire boasts major river systems, lakes, mountains, vast tracts of what is referred to as ‘High Country’ and broad, productive valleys where agriculture and rural living integrate. Australia’s second largest in-land water system, Lake Eildon, is a dominant feature in the southern half of our municipality.
Mansfield Shire has been recognised as one of Victoria’s fastest growing municipalities for more than a decade. The combination of lifestyle and proximity to Melbourne has seen the permanent population grow at around 2% each year, from 6,631 in 2001 to an estimated 8,474 in 2016. Forecasts indicate that by 2031, our population will have grown to around 9,595 (Victoria in Future 2016).
In the North East Victoria this level of growth is only surpassed by the Rural City of Wodonga. Our increasing population has also been a major driver of Mansfield having the lowest unemployment rate of any municipality in the North East. These achievements are to be celebrated but at the same time, we must ensure this momentum continues in a manner that respects our unique ‘small town’ character and quality of life.
Our residents live primarily within the townships scattered across the municipality. Each has its own history, distinct character and sense of identity. Tolmie and Sawmill Settlement are former timber towns, while Kevington, Jamieson and Woods Point grew out of the gold rush in the 1800’s. Merrijig, Maindample, Ancona and Merton are old farming towns, reflecting the key role agriculture plays in our Shire’s history and current day economy. Mansfield township is an old farming and timber town, originally formed at the point where four large farms met. It has always been the major service and commercial centre for the municipality.
Lakeside towns such as Barjarg, Goughs Bay, Bonnie Doon, Macs Cove and Howqua grew in the mid 20th century because Melbournians wanted to escape the city to a weekend retreat, a trend which continues as around 50% of our ratepayers do not live here permanently.
Acknowledgement of traditional owners Mansfield Shire sits in Taungurung country. The lineage of the area’s first inhabitants stretches back tens of thousands of years. We acknowledge the living culture and unique role of Taungurung people in our region.
Our more recent history White settlement started in the 1840’s in the area west of Mansfield township. By the end of that decade, occupation had spread eastwards and new settlements were established.
The Mansfield Shire was proclaimed on 31 December 1866 when the township had two schools, two hotels, a court house, a steam flour mill and a hospital. The area also successfully cultivated fruit, potatoes and oats, in addition to sheep grazing and dairying. Mining areas and large forest areas were added to our Shire in 1919 when part of the Howqua Shire was added to the Mansfield Shire. Mansfield Shire Council: 2017-2021 Council Plan 7. 16 Our towns
All of our townships have a strong sense of community and come together not only to celebrate the place in which they live, but help each other out in times of need and when natural disasters strike.
Our population can grow considerably, sometimes up to four-fold, during holiday periods as people escape their busy lives to enjoy the abundance of activities Mansfield Shire provides, whether it be water based recreation, horse riding, wineries, hiking, mountain biking on the Mount Buller Epic Trail or a leisurely ride or stroll along the Great Victorian Rail Trail.
To inform the development of this Plan, we recently asked our community to identify the two key reasons why they lived here. The top answers were because of the sense of community, our great lifestyle, family connections, the beautiful countryside and the high levels of amenity we enjoy.
But there’s much more to us than just natural beauty and a wonderful lifestyle. We are fortunate to have thriving performing arts, fine arts and musical communities. Hardly a weekend goes by without some form of event, festival or activity to enjoy.
Our Shire is lucky to have such a dynamic, hardworking, creative and caring community. The focus of this Council Plan is to support these communities in their daily lives and to ensure that we do all we can to influence the continued economic prosperity of our Shire.
One of the ways we can do this is by ensuring Council’s priorities for the next four years are informed by the Community Plans many of our township communities have developed in partnership with Council. Through this process local communities have identified who they are, the things that are important to them and where they want to head in the future. These plans belong to the people; it is up to the community to decide which projects to work on and when. Here’s an overview of what the Community Plans say, along with a description of what makes each town special in the words of people who live there:
Ancona is a quiet place and set in a pretty Community Priorities: landscape dominated by trees and creeks. • seal Ancona Road Locals are welcoming and there’s lots to do in • upgrade the Ancona Hall, eg, lighting, floor, both winter and summer. It’s also a great place furniture for kids to live and play. • build a permanent barbecue and shelter at the Ancona hall • organise more community get-togethers
Mansfield Shire Council: 2017-2021 Council Plan 17 8. Our towns
Barjarg locals are passionate about protecting Community Priorities: the beautiful, rural aspects of the area. The • working with relevant authorities to improve proximity to the towns of Mansfield and Benalla local roads are a major attraction. • making sure planning policy strikes the right balance between preserving the rural feel of the place with future growth • construction of trails to allow cyclists and walkers to explore Barjarg
Bonnie Doon is the gateway to the high country Community Priorities: and an off-beat public image, Bonnie Doon • developing outdoor spaces at the has a rich and historic pioneering past and a Community Centre to encourage social true survivalist spirit despite the fact that the gatherings and interactions between all age entire town was moved 60 years ago when groups Lake Eildon was enlarged. • more community events that celebrate the area’s history and boost tourism • improved facilities and amenities around the Lake Eildon foreshore • completion of the ‘Walking Down Memory Lane’ project
Goughs Bay is a beautiful village nestled in hills Community Priorities: on the edge of Lake Eildon and bordering a • ongoing community clean up days to National Park. It offers great views, swimming, address the litter problem, particularly around fishing, water sports, walking, bush walking, Lake Eildon cycling and spotting the abundant wildlife. • installation of interpretive and directional signage to guide visitors around the area and The community is strong, active, friendly and educate them about the town’s heritage, very supportive, loving the peace and beauty. environment and sense of community
The many visitors in holiday periods are welcomed for the vibrancy, opportunity and entertainment they bring.
Mansfield Shire Council: 2017-2021 Council Plan 9. 18
Howqua/Macs Cove are to distinct Community Priorities: communities situated in the Howqua River • creation of a walking track around the valley. Although there is a high proportion of townships holiday homes, everyone is passionate about its • installation of a map and information about unspoilt natural environment and the serenity it the townships to guide visitors around the provides. area • creation of a village ‘hub’ by moving the post boxes, bus stop and notice board to the one place • installation of a boat ramp at Macs Cove, which could then be used to springboard improvements to the foreshore park • installation of a noticeboard in Howqua to share information and enhance social interaction
Jamieson, with history and natural beauty, is Community Priorities: nestled in a valley at the confluence of two • map existing tracks and trails while rivers surrounded by mountains and close to developing a plan to extend this network Lake Eildon. The area offers many types of over time outdoor recreational activities. • acquire guardianship for the Historical Society of the Police Stables to facilitate their restoration and securing abutting vacant land for community use • plan, design and construct a ‘heritage’ pavilion for community use
Kevington and Gaffneys Creek are small Community Priorities: communities in the south of the Shire that have • Advocacy to improve telecommunications a deep sense of history and community; locals • Improved transport alternatives, particularly always support each other in times of adversity to Benalla and help is always at hand when needed. • Sealing of Jamieson-Woods Point Road Locals love the beauty of the surrounding hills, the Goulburn River and the abundance.
Mansfield Shire Council: 2017-2021 Council Plan 19 10. Our towns
Maindample is a quiet, family friendly and Priorities: relaxed hamlet within easy reach of Mansfield • construction of a community ‘hub’ or hall to with a growing community where kids can provide a gathering place for locals for a roam freely and play in the park. Residents love variety of social activities and appreciate our rural background and • creation of a suite of communication tools beautiful environment. including a Facebook page, community letter and noticeboard • actively preserving, displaying and sharing the town’s history and heritage places • advocate for lower speed limits to address resident concerns about traffic safety • to better control issues such as litter and trespassing
Merrijig is proud of its farming and high country Priorities: cattlemen history and there’s a strong sense of • creation of a master plan to co-ordinate the community. Locals are keen to preserve the development of recreation facilities such as natural environment, the peace and tranquillity walking tracks, picnic and playground the river and open spaces provide. facilities and a look out • build on existing communications by creating a volunteer/skills database, erecting a community noticeboard and increase usage of their website • finding a means to address the lack of public transport between Merrijig and Mansfield, possibly by adopting something similar to Tolmie’s TOAST initiative
Mansfield Shire Council: 2017-2021 Council Plan 11. 20
Merton is a vibrant, inclusive and socially active Priorities: community known for its sustainable way of life • adoption of improved water management and its peaceful, attractive environment. practices across the township, improved recycling services and future input into planning policy • promotion of local businesses • preserving local history • improving communication and collaboration across the community • renovation of the tennis courts • Merton Common upgrade
Tolmie first came into being in 1879 as a vibrant Priorities: farming and timber cutting community and • improving the natural environment through today its small population remains passionate improved weed control and replanting of about its historic past. Close knit, supportive of native vegetation each other and hard working, we pull together • ensuring the annual Tolmie Sports Day is to make Tolmie a special place to live, and sustainable and successful in the long term value the natural environment and relaxed • ensuring the TOAST (Tolmie Offers A Seat to lifestyle the township offers. Town) initiative is sustainable and successful in the long term
Mansfield Shire Council: 2017-2021 Council Plan 21 12. Our towns
Upper Delatite (Alpine Ridge, Mirimbah, Priorities: Pinnacle Valley and Sawmill Settlement) is • lobby for sealed shoulders along the road comprised of several small communities nestled between Merrijig and Sawmill Settlement, in the foothills of Mount Buller and populated with increased road signage to improved predominantly by non-permanent residents. road safety for vehicles, cyclists and The magnificent mountains, flora, fauna, pedestrians Delatite River and snowfields offer passive • lobby for improved internet access recreational opportunities for all to enjoy. • improve bushfire preparedness through maintenance of the Sawmill Settlement fire track, community education and the declaration of a Neighbourhood Safer Place • construction of a playground and barbecue area to improve community connectedness
Woods Point is a resilient, strongly connected Priorities: community in the far south of the Shire. Gold • creation of a master plan for public land mining is its past, present and future, but its in Woods Point to co-ordinate efforts to unique character, tranquillity and natural improve the streetscape and public places environment is also a drawcard for tourists. • improve community connectedness by
holding regular meetings of all local community groups and revamping the Woods Point website • build upon tourism opportunities through the development of a strong relationship with Council and identify opportunities for the promotion of Woods Point
Mansfield Shire Council: 2017-2021 Council Plan 13. 22 An overview of our Shire
Mansfield Shire Population 8,584* Tolmie Ward Bonnie Doon Ward Area 3,843km2
Mansfield Ward
Mt Buller and Mt Stirling Alpine Resorts (managed by Mt Buller Mt Stirling Alpine State forest and Resort Management Board) national park 2,194km2 Rates and charges revenue $12.659m
Total length of sealed road network Operating revenue 244kms Jamieson Ward (including grants revenue) $16.2m Total length of unsealed road network 584kms Operating expenditure $17.9m
Average household 2.3* Annual average population growth rate 1.4% * Dwellings (est.) 5,919*
*2016 Australian Bureau of Statistics
Mansfield Shire Council: 2017-2021 Council Plan 23 14. Our Councillors
Our Shire is divided into four wards. The central Mansfield Ward is represented by two Councillors, while the Tolmie, Jamieson and Bonnie Doon Wards elect one Councillor each. This spread of wards ensures that our Councillors come from a diversity of backgrounds, expertise and locations.
The Council is responsible for setting our strategic direction for the Administration through this Council Plan, monitoring the organisation’s performance in its delivery, making key decisions and recruiting the Council’s Chief Executive Officer.
Mansfield Shire Council: 2017-2021 Council Plan 15. 24 Mayor, Cr Paul Volkering (Mansfield Ward) This is Cr Volkering's first term as a Councillor. Paul has a long and distinguished career in public education. He is the recipient of the Prime Minister’s Centenary Medal for Services to Education and has worked throughout Victoria as both a teacher, Principal and mentor. He has also spent a lot of his spare time working over many years in a honorary capacity for the North Melbourne Kangaroos Football Club (AFL).
Paul came to Council passionate about the capacity of the Mansfield community as a whole. He understands the importance of a healthy community and is prepared to work hard to ensure the community feels valued and properly supported. His core values are built around equity and fairness for all. He is also deeply committed to ensuring Mansfield doesn’t lose its culture and natural beauty, which is why he is devoted to ensuring a healthy, sustainable environment for everyone to live in and enjoy.
Deputy Mayor, Cr Peter Olver (Mansfield Ward) This is Cr Olver's first term as a Councillor. Peter was formerly employed by NETracks Local Learning and Employment Network (LLEN) as a Partnership Broker working in the Mansfield Community.
Peter grew up in Mansfield and attended the Mansfield Secondary College. After qualifying as a Mechanical Engineer in Melbourne he worked there, and in Canberra, as an Engineer.
Some years later, after more tertiary study, Peter returned to Mansfield where he taught for many years at Mansfield Secondary College as well as owning several businesses and a cattle farm. He has always been passionate about social justice and consequently has been involved in many associated community groups.
Cr Marg Attley (Tolmie Ward) Cr Attley is in her fourth consecutive term as Councillor, being first elected in 2005. Marg has had the honour of serving two terms as Mayor.
Marg is a qualified Primary School teacher and is a trained mediator. She more recently has worked as a Project Manager on projects for young people and continues supporting our youth through representation on various Council committees and programs for young people.
Having strong commitment to and passion for social justice and inclusive communities, Marg is currently President of the Victorian Local Governance Association, which allows her to continue to represent the issues of regional and rural councils. She is also on the Executive of the Australian Local Government Women's Association (Vic.)
Marg believes that we will need to engage more strongly with our communities, listen to our inspired community leaders and develop strategic partners for future sustainability.
Mansfield Shire Council: 2017-2021 Council Plan 25 16. Our Councillors
Cr Paul Sladdin (Bonnie Doon Ward) This is Cr Sladdin's second term as Councillor for Mansfield Shire being first elected in 2012. He served as Mayor in 2016.
A ratepayer for 23 years, Paul and his wife Rowena moved permanently to Mansfield in 2000 to raise their family of three children. Paul's background and qualifications are in community education and community development, and he is currently the Networker for the Goulburn North East Association of Community Centres.
Paul has been involved in numerous local community and sporting groups and is a current member of the Bonnie Doon CFA and Bonnie Doon Community Group.
He is actively involved in the Men's Shed movement being a past President of the Victorian Men's Shed Association and currently Vice President of the Australian Men's Shed Association.
Cr Harry Westendorp (Jamieson Ward) This is Cr Westendorp's first term as a Councillor. Harry completed most of his primary education in Bonnie Doon in the 1950s before his family moved closer to Melbourne. He returned to Mansfield as a non-resident ratepayer in 2001, and now resides here permanently.
Harry spent more than 45 years in large and small businesses in technical, sales and executive roles, managing large teams and gaining broad experience in operational areas.
He has governance experience through serving on boards, including Director and Chairman of a School Board for 12 years, Director of Co-operative Research Centre for Southern Hemisphere Meteorology, Chairman of Church Councils for multiple tenures and is currently Deputy Board Chairman of Reformed Theological College in Geelong.
Mansfield Shire Council: 2017-2021 Council Plan 17. 26 Our leadership team
The Chief Executive Officer is responsible for the day to day management of operations and for overseeing the implementation of the Council Plan. Our CEO and five managers form the Executive Management Team (EMT).
EMT meet regularly to oversee and manage the operations of Council. The Team also provides information and independent, professional advice to support the Council in its responsibilities and decision making.
Alex Green – Chief Executive Officer Alex joined Mansfield Shire Council in July 2015. He holds a Master of Business Administration and Bachelor of Science.
His previous roles include eight years with Corangamite Shire as Director Works and Services, and Ranger in Charge with Parks Victoria, Port Campbell. He has also held other management roles in the natural resource management sector.
Council
Alex Green Chief Executive Officer Executive Services
General Manager - Unfunded General Manager—Unfunded
Finance - Mandy Kynnersley (Manager) Community Services - Melanie Hotton (Manager)
Corporate & Organisational Infrastructure - Neil Ogilvie (Manager) Development - Sharon Scott (Manager)
Governance & Strategy - Dawn Bray (Coordinator)
Development Services - Dawn Bray (Acting Manager) Mansfield Shire Council: 2017-2021 Council Plan 27 18. The home of champions
Despite only having just over 8,000 residents our Shire has a surprisingly high proportion of past and present world champions across a range of sporting pursuits. In fact, we reckon that if you calculated the number of World and National Champions per 1,000 people, we’d top the list!
Celebrating our sportspeople’s successes over recent years enables us to highlight the wonderful lifestyle and range of recreational opportunities that make our Shire a great place to live and play. We love the outdoors and we love our sport. We love our arts and culture too but for now, let’s focus on the Shire’s active part of its personality.
In doing so, we also wish to underline the strong sense of community and support for our young people as none of this success would have been possible without the support and financial backing from family, friends, the broader Mansfield community and local businesses.
Importantly, our Champions return home on a regular basis, as do many of our young people that leave the area for education, travel and their careers. This is one reason why the Mansfield Shire community is a truly special one.
Catherine Skinner OAM - Trap Shooting
Catherine came to national and international attention when she won the Women’s Trap gold medal at the 2016 Rio Olympics. A Mansfield girl, Catherine learned her craft at the Mansfield Clay Target Club.
Over recent years Catherine has placed well at various world championships, as well as the Glasgow Commonwealth Games.
Her wonderful speech to a large crowd of young Mansfieldians upon her return from the Olympics is likely to inspire many more people to aim high in their chosen field.
Mansfield Shire Council: 2017-2021 Council Plan 19. 28
Max Fricke - Solo Speedway
Max is our most recent World Champion, winning the Under 21 World Speedway Championship in 2016. Born and bred in the Mansfield township, Max has won four Under 21 Australian titles and currently spends most of his time riding internationally and competing at the top level in numerous elite European Speedway Leagues.
Simon Gerrans – Road Cycling
Simon is from Jamieson and has had a long and illustrious cycling career, starting out in mountain biking and then progressing to road racing. One of the highlights of his career was winning his first Yellow Jersey in the 2013 Tour de France. He has won several international road races and many race stages along the way, being the only Australian to win a stage in each of the three Grand Tours. He has won the National Road Cycling Championship twice.
Alex (Chumpy) Pullin – Boarder Cross (snow sports)
Chumpy, as he is affectionately known, was born and raised in Mansfield. You may remember him as the Australian team’s flag bearer at the 2014 Sochi Winter Olympics. He won the World Cup in boarder cross in 2010 and then made his Olympic debut later that year in Vancouver. He rose to the top of his field by winning gold the World Championships in 2011-12 and 2012-13, becoming the first Australian winter athlete to defend back to back world titles. He has won a world cup title at the end of the 2016 season, and represented Australia at the 2018 Winter Olympics.
Mansfield Shire Council: 2017-2021 Council Plan 29 20. Another piece of the strategic puzzle
This Council Plan is one of a number of strategic documents that inform our day to day work and service delivery. We have a range of short to medium term plans and strategies in place, developed in consultation with our community, many of which we are required to develop under State legislation. The diagram below shows where this Plan sits in a broader strategic and reporting framework.
MEDIUM TERM LONG TERM Council Plan Community Vision* • Strategic objectives 10 Year Financial Plan • Strategies Annual Report • Performance measures ⇒ Report of operations ⇒ Major initiatives MEDIUM TERM ⇒ Service performance ⇒ Governance and Health and management Wellbeing Plan Financial statement COLLABORATION ⇒ Financial statements and ⇒ Capital works statement
COMMUNICATION Reporting Planning Planning Performance statement ⇒ Service performance MEDIUM TERM outcomes ⇒ Financial performance Mansfield Planning Scheme
MEDIUM TERM Quarterly Reports SHORT TERM Strategic Resource Annual Budget ⇒ Delivery of Council Plan Plan • strategies & performance *This Financial statements • Financial statements measures • document is to be de- Non-financial resources • Services and initiatives ⇒ Budget and forecast veloped during • Service outcome updates 2017-18. indicators
Mansfield Shire Council: 2017-2021 Council Plan 21. 30 Measuring our success
We must report on our progress in the delivery of the Council Plan through a number of means. Quarterly reports to Council on the achievement of strategies and performance measures are prepared by the Administration to enable the Councillors to track how we are performing.
The Annual Report, prepared every September for the Minister of Local Government, reflects on the previous twelve month’s achievements.
The recently introduced Local Government Performance Reporting Framework (LGPRF) tracks our performance on a variety of indicators and allows the community to benchmark our efforts against those of other like councils. This data is available on the ‘Know Your Council’ website (www.knowyourcouncil.vic.gov.au).
This reporting framework is assisted by the inclusion of key performance measures to helps us assess whether or not we are on track in terms of achieving our Strategic Directions and Strategic Objectives.
In keeping with our approach to clarify the things we can control, influence and that we have a direct interest in, but no influence over, our performance measures are split into three groups:
• Things we can control: direct measures of our own performance
• Things we can influence: indirect measures that are the result of efforts from Council, the community and other partners
• Things we are interested in: other measures which are of interest to us as they show broader trends occurring within the Shire and across the region.
The source of the performance measure and, where possible, links to external websites where the indicator was sourced from have been included.
Mansfield Shire Council: 2017-2021 Council Plan 31 22. Our strategic direction
There are a number of levels to this Council Plan that serve to articulate our aspirations and the initiatives we will undertake to realise them.
Participation Financial Community resilience Enhanced Responsible and partnerships sustainability and connectivity liveability leadership
Strategic Objectives
Strategies
Performance Measures
Interest We mentioned earlier that there are things The things that affect how we operate and Council can directly control, things that we can that impact on our community influence and things which affect us all but but over which we have little or no have little or no control over. influence or control
The Strategies we will implement to achieve our Influence Strategic Objectives have been divided into The things we can influence through the following three categories to clearly advocacy and partnerships with others articulate where each sits in terms of our level Control of control and influence. The things we have direct responsibility and accountability for
Mansfield Shire Council: 2017-2021 Council Plan 23. 32 1. Participation and partnerships We believe it is essential that people have opportunities to participate in all aspects of community life, including Council decision making. Our small community will continue to prosper and succeed if we have strong partnerships with our community, other levels of government, other key service providers and private industry.
2. Financial sustainability We are a small municipality in terms of population. Decisions by other levels of government to cut recurrent funding sources are starting to take a significant toll on our financial sustainability. Informed and decisive action is required by Council during the life of this Plan to secure Mansfield Shire’s long term financial security.
3. Community resilience & connectivity Council’s role is to assist the community in achieving its goals. It is a partnership. Neither Council nor the community can address the challenges and issues we face alone. Through collaboration with our local communities, other agencies and governments, we will assist people to work on their own solutions to the issues that are important to them.
4. Enhanced liveability We have a great quality of life but as our population and needs change, Council needs strategies in place to ensure the services and facilities we provide are responsive, sustainable and effective. Council recognises its role as an educator and facilitator around health and wellbeing issues, but we are only one of many authorities and groups that need to work in a co-ordinated and targeted fashion to improve the quality of life for all. We also understand that the protection and enhancement of the beautiful natural environment in which we live is key to our quality of life.
5. Responsible Leadership Council is dedicated to achieving the highest standards of good governance, with a focus on informed, equitable and transparent decision making. Accountability for our actions is important to us and we will report on our decisions and performance through a variety of means. We will be true to our values and create a Council and organisational culture based on inclusiveness, impartiality and integrity.
Mansfield Shire Council: 2017-2021 Council Plan 33 24. Strategic Direction One Participation and partnerships
We believe it is essential that people have opportunities to participate in all aspects of community life, including Council decision making. Our small community will continue to prosper and succeed if we have strong partnerships with our community, other levels of government, other key service providers and private industry. We are a diverse municipality and so it is essential that, through public participation in decision making processes, the broad spectrum of opinions, aspirations and needs are considered in deciding what actions will deliver the greatest net community benefit.
Mansfield Shire Council: 2017-2021 Council Plan 25. 34 Participation and partnerships
Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21 Strategic Objective 1.1 Our community has a say in matters of interest to them.
Reflect community expectations for communication and collaboration by Community developing and implementing a Community Services Engagement Strategy.
Schedule Ordinary Council meetings in townships across the municipality to Executive encourage local participation and to Services provide high levels of access to Councillors.
Strategic Objective 1.2 Council is an effective advocate on behalf of its community.
Develop a Community Vision in partnership Executive with the community to help articulate long Services term goals for our Shire.
Develop a Stakeholder Engagement Plan to Executive identify key partnerships that can assist the Services Council in achieving its goals.
Articulate Council and community views on major Federal and State government initiatives including: • telecommunications Black Spot funding • sustainable funding for small regional Executive councils Services • legislative reviews • protection and enhancement of the environment in partnership with local environmental groups.
Mansfield Shire Council: 2017-2021 Council Plan 35 26. Participation and partnerships
Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21 Strategic Objective 1.3 Partnerships are strong between key service providers and authorities across the municipality.
Explore opportunities for integrated and shared service delivery with other local service providers, including Executive
Mansfield District Hospital and the Mt Services Buller/Mt Stirling Resort Management Board.
Engage with regional partners, including the Hume Regional Road Group, to deliver regional Infrastructure infrastructure planning and works that will benefit our municipality.
Co-ordinate an events management plan process involving internal and Community external stakeholders to streamline Services event organisation and deliver quality events for our community and visitors.
Co-operate with Tourism North East, Mt Buller/Mt Stirling Resort Management, Goulburn Murray Water Community and other key industry stakeholders to Services deliver a range of tourism and visitor services.
Mansfield Shire Council: 2017-2021 Council Plan 27. 36 Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21 Strategic Objective 1.4 We have high levels of community participation, with growing levels of engagement from our senior citizens and people of all abilities.
Develop and implement an Active Community Ageing Strategy. Services
Actively communicate volunteering opportunities and benefits through the Community Shire’s website, Facebook page and Services the media.
Ensure the needs of senior citizens and people of all abilities are catered for during the development of the Community Mansfield Streetscape Rejuvenation Services Project and the preparation of the Housing Strategy.
Develop and implement an Access Community and Inclusion Plan which aligns with Services the State Disability Plan.
Deliver and support a diverse events program that offers numerous Community accessible and affordable Services opportunities for participation.
Mansfield Shire Council: 2017-2021 Council Plan 37 28. Participation and partnerships
Performance measures
Measure Information source 2017-18 Target
Number of Council meetings held in outlying townships Council minutes 4 meetings per annum
Community satisfaction rating for Council decisions made in the interest Annual Community >60 of the community Satisfaction Survey
Community satisfaction rating for community consultation and Annual Community >61 engagement Satisfaction Survey
Annual Community Community satisfaction rating for Council’s advocacy efforts >59 Satisfaction Survey
Tourism and Economic Percentage of event applications that receive approval via the Event Development Event >95% Management Plan process Register
Community Indicators Victoria % of persons who help out as a volunteer www.communityindicators.net.au/ >30% wellbeing_reports/mansfield
Control
Influence
Interest
Mansfield Shire Council: 2017-2021 Council Plan 29. 38 Strategic Direction Two Financial sustainability
We are a small municipality in terms of population. Decisions by other levels of government to cut recurrent grants and place a cap on rate revenue are starting to take a significant toll on our financial sustainability. Informed and decisive action is required by Council during the life of this Plan to secure Mansfield Shire’s long term financial viability.
Mansfield Shire Council: 2017-2021 Council Plan 39 30. Financial sustainability
Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21
Strategic Objective 2.1 Council has a strategic, long term financial plan to secure its ongoing financial sustainability.
Develop a Long Term Financial Plan. Finance
Complete service reviews across all departments in response to the findings of the Long Term Financial Executive Services Plan.
Hold discussions with the community around the findings of the Long Term Financial Plan and Executive departmental service review findings to identify Services service and infrastructure priorities.
Strategic Objective 2.2 We embrace innovation to maximise service efficiency and reduce costs.
Identify opportunities for streamlining processes, Executive data collection and in the field connectivity using Services mobile technology to maximise service efficiency.
Mansfield Shire Council: 2017-2021 Council Plan 31. 40 Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21 Strategic Objective 2.3 We prudently manage our asset maintenance and capital works programs in line with our long term financial plan.
Adopt a ‘whole of life costing’ approach to asset management as part of a cost benefit analysis to Infrastructure inform decisions around the creation of any new asset.
Review asset management practices and data to ensure optimal useful life and value for money Infrastructure across Council’s infrastructure and assets.
Strategic Objective 2.4 Council has secured sustainable levels of recurrent funding and ‘own source’ revenue.
Develop and implement a co-ordinated review of Council assets in consultation with the community Community focusing on whether or not the disposal of key Services assets would realise greater net community benefit.
Review the need to apply for a variation to the State’s rate capping with the Long Term Financial Finance Plan.
Articulate the outcomes of the Long Term Financial Plan and key challenges to our ongoing financial sustainability to State and Federal governments with Executive the view of changing policy around recurrent Services grants and our ability to increase ‘own source’ revenue.
Mansfield Shire Council: 2017-2021 Council Plan 41 32. Financial sustainability
Control Year 1 Year 2 Year 3 Year 4 Influence Key Driver Interest 2017-18 2018-19 2019-20 2020-21 Strategic Objective 2.5 Council has maximised shared services with other councils and authorities to minimise service costs.
Actively seek shared service opportunities with other Executive councils of a similar profile to reduce recurrent Services expenditure.
Strategic Objective 2.6 Our population continues to steadily grow, supported by the provision of sustainable community infrastructure and services.
Develop and implement a local policy on housing provision covering issues such as type, mix, Governance & subdivision design and best practice environmental Strategy outcomes.
Develop and implement the Streetscape Rejuvenation Project for the Mansfield township to Governance & promote growth that respects and enhances the Strategy amenity and character of the town.
Prepare and implement an Integrated Water Management Plan for the Mansfield Township in Infrastructure partnership with DELWP and Goulburn Valley Water.
Mansfield Shire Council: 2017-2021 Council Plan 33. 42 Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21 Strategic Objective 2.7 Mansfield’s economy is diverse, with the agility to respond to changing consumer demands.
Develop a strategic plan to optimise economic benefits from cycling based tourism in partnership Governance & with businesses operating within this sector and our Strategy tourism partners such as Tourism North East and the Great Victorian Rail Trail.
Implement the Lake Eildon Land and On-Water Community Management Plan in partnership with Goulburn Services Murray Water and other key agencies.
Develop a Paddock to Plate Agri-tourism Alliance Governance & Growth Plan in partnership with key stakeholders Strategy across the Shire.
Facilitate and support existing and new events to Community build on our strengths and increase economic Services returns across the Shire.
Investigate options for delivery of a Business Hub to Governance & support new and expanding businesses. Strategy
Mansfield Shire Council: 2017-2021 Council Plan 43 34. Financial sustainability
Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21 Strategic Objective 2.7 Mansfield’s economy is diverse, with the agility to respond to changing consumer (cont’d) demands.
Investigate a new visitor servicing model for Community Mansfield Shire taking account of visitor and Services business needs.
Develop a master plan for the Station Precinct in Governance & partnership with key stakeholders. Strategy
Update the Mansfield Shire Economic Profile using Governance & 2016 Census data. Strategy
Review Council’s Economic Development Strategy in partnership with the business community to ensure Governance & a medium term plan is in place to support ongoing Strategy economic growth.
Encourage local businesses to increase productivity Governance & through energy efficiency. Strategy
Mansfield Shire Council: 2017-2021 Council Plan 35. 44 Performance measures
Measure Information source 2017-18 Target
Expenses per property assessment (i.e. the number of rateable Know Your Council website $2,460 properties) www.knowyourcouncil.vic.gov.au
Time taken to decide planning applications (median number of days) Know Your Council website <60 days www.knowyourcouncil.vic.gov.au Community satisfaction rating for business & community development Annual Community >65 performance Satisfaction Survey Annual Community Community satisfaction for tourism development performance >75 Satisfaction Survey
Adjusted underlying surplus (or deficit) as a % of underlying revenue Know Your Council website 2% www.knowyourcouncil.vic.gov.au
Renewal/replacement of assets as a % of depreciation Know Your Council website 70% www.knowyourcouncil.vic.gov.au
Loans and borrowing as a % of rate revenue Know Your Council website 20% www.knowyourcouncil.vic.gov.au
Rates as a % of adjusted underlying revenue Know Your Council website 68% www.knowyourcouncil.vic.gov.au
Own source revenue per head of population Know Your Council website $1,674 www.knowyourcouncil.vic.gov.au
Recurrent grants per head of population Know Your Council website $515 www.knowyourcouncil.vic.gov.au Australian Bureau of Resident population 8,474 Statistics 2016 projection data Australian Bureau of Percentage of people aged >15 in part or full time employment 97% Statistics 2011 Census data Control
Influence
Interest Mansfield Shire Council: 2017-2021 Council Plan 45 36. Strategic Direction Three Community resilience and connectivity
Council’s role is to assist the community in achieving its goals. It is a partnership. Neither Council nor the community can address the challenges and issues we face alone. Through collaboration with our local communities, other agencies and governments, we will assist people to work on their own solutions to the issues that are important to them.
Mansfield Shire Council: 2017-2021 Council Plan 37. 46 Community resilience and connectivity
Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21
Strategic Objective 3.1 Our website and social media outlets are responsive, effective information portals for our community.
Develop and implement an Information Strategy with an immediate focus on improving the Executive capabilities of our website as an interactive Services information portal for the community.
Strategic Objective 3.2: We support our communities in meeting their own needs.
Support local businesses through the provision of Governance & training and information, including the Business 2 Strategy Business workshops.
Assist communities to implement and review priorities listed in their Community Plans while Community supporting and building capacity within the Services Community Groups to achieve their objectives independent of Council.
Provide advice to support local community events, including assistance with sourcing funding Community opportunities and event management plan Services co-ordination.
Mansfield Shire Council: 2017-2021 Council Plan 47 38. Community resilience and connectivity
Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21
Strategic Objective 3.3 Mansfield Shire is a welcoming, supportive and inclusive place to be.
Develop a youth strategy and action plan to guide Council’s role within the youth sector, focusing on Community developing partnerships and collaborative Services approaches to deliver responsive and co-ordinated services. Facilitate stronger communities and foster intergenerational engagement by developing and Community implementing the Active Ageing Strategy, incorporat- Services ing the Diversity Plan and the Active Service Model Plan.
Facilitate social inclusion and participation of both Community residents in remote townships, and our senior citizens, Services through the provision of visiting library services.
Promote volunteering opportunities across the Shire Community and develop a process to increase opportunities for Services residents to contribute to community life. Strategic Objective 3.4 Our community and emergency responders work together to ensure we are prepared for emergencies and natural disasters.
Review Council’s Emergency Management Plan to ensure it responds to legislative change, process Community improvements following incident reviews and changing Services community expectations.
Participate in a State-wide review of Emergency Community Management practices, processes, progressively Services implementing relevant outcomes.
Mansfield Shire Council: 2017-2021 Council Plan 39. 48 Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21 Strategic Objective 3.5 Council supports the community in its efforts to lobby for the infrastructure it needs to be connected and progressive.
Continue to work in partnership with the community Community to prioritise and apply for Federal government Services Telecommunication Black Spot funding.
Performance measures
Measure Information source 2017-18 Target
Annual Community Community satisfaction rating for informing the community >63 Satisfaction Survey Community satisfaction rating for emergency and disaster management Annual Community >74 performance Satisfaction Survey Annual Community Community satisfaction rating for elderly support services >77 Satisfaction Survey % of the population who are members of the Mansfield Library and who Know Your Council website >18% have borrowed in the past 12 months www.knowyourcouncil.vic.gov.au % of infants enrolled in the Maternal and Child Health service who Know Your Council website =100% receive the first Maternal and Child Health Home Visit www.knowyourcouncil.vic.gov.au
% of children enrolled who use the Maternal and Child Health service Know Your Council website >72% www.knowyourcouncil.vic.gov.au Community Indicators Victoria Rating for feeling part of the community www.communityindicators.net.au/ >82 wellbeing_reports/mansfield Rating for perception of connectedness - % of those who agree others Community Indicators Victoria www.communityindicators.net.au/ >95 are willing to help each other wellbeing_reports/mansfield
Mansfield Shire Council: 2017-2021 Council Plan 49 40. Strategic Direction Four Enhanced liveability
We have a great quality of life but, as our population and needs change, Council services and facilities must be responsive, sustainable and effective. We recognise our role as an educator and facilitator around health and wellbeing issues but we are only one of a number of service providers and change agents operating within our community. Collaboration is the key to making sure our collective resources provide maximum impact and positive outcomes for people of all ages. Population growth also means a sustained demand for development. We believe it is essential that a sound policy framework is in place to help us to balance growth with enhancing our amenity and natural environment for current and future generations.
Mansfield Shire Council: 2017-2021 Council Plan 41. 50 Enhanced liveability
Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21
Strategic Objective 4.1 We have long term strategies and capital works programs in place to respond to changing community needs.
Plan a rolling program of streetscape improvements Governance & and ‘place making’ projects for the Mansfield Strategy township and smaller settlements.
Develop and implement a new Sports Facility Community Strategy in consultation with sporting groups Services and funding bodies.
Advocate for and, where possible, implement the recommendations of the Lake Eildon Land and Executive On-Water Management Plan and the Lake Eildon Services Recreational Boating Facilities Improvement Plan. Strategic Objective 4.2 We are a community that is passionate about arts, culture, heritage and the environment.
Provide advice and expertise to community groups Community around event organisation and management. Services
Promote community awareness of, and Community participation in, Arts and Cultural services, programs Services and facilities.
Support the work of key environmental groups and Development organisations, including Landcare. Services
Mansfield Shire Council: 2017-2021 Council Plan 51 42. Enhanced liveability
Control Year 1 Year 2 Year 3 Year 4 Influence Key Driver Interest 2017-18 2018-19 2019-20 2020-21
Strategic Objective 4.3 Our community proactively manages its health and wellbeing.
Establish a database of physical activity opportunities for senior citizens, distributing this Community information through a range of channels tailored to Services their preferred method of communication.
Prepare and implement a new Municipal Public Health and Wellbeing Plan in partnership with key Community players across the Shire and informed by Services collaborative community consultation.
Build on the Active Mansfield initiative and Community campaign to promote healthy, active lifestyles and Services increasing the use of Council’s leisure facilities. Strategic Objective 4.4 We have strong policy and decision making frameworks in place to protect and enhance the unique character of our Shire for future generations.
Progressively undertake the further strategic work Governance & outlined in the Local Planning Policy Framework of Strategy Mansfield Planning Scheme.
Review the Mansfield Shire Environment Strategy to Development ensure its ongoing relevance and identify actions for Services implementation.
Review and progressively implement the Mansfield Development Shire Waste Management Strategy. Services
Progressively implement the Domestic Wastewater Development Management Plan Action Plan in partnership with Services water corporations. Mansfield Shire Council: 2017-2021 Council Plan 43. 52 Performance measures Measure Information source 2017-18 Target
Annual Community Community satisfaction rating for customer service >70 Satisfaction Survey Community satisfaction rating for family support services Annual Community >73 performance Satisfaction Survey Community satisfaction rating for recreational facilities Annual Community >74 performance Satisfaction Survey Annual Community Community satisfaction rating for planning permit performance >45 Satisfaction Survey Community satisfaction rating for waste management Annual Community >70 performance Satisfaction Survey Know Your Council website Number of visits to aquatic facilities per head of population >2.43 www.knowyourcouncil.vic.gov.au Know Your Council website Kerbside collection waste diverted from landfill >34% www.knowyourcouncil.vic.gov.au
Shire rating - SEIFA (Socio Economic Indexes for Areas) Index of SEIFA Economic Disadvantage Index http://stat.data.abs.gov.au/Index.aspx? = or >8 Relative Socio Economic Disadvantage Index by percentile DataSetCode=ABS_SEIFA_LGA
Rating for perceptions of safety - when walking alone during the Community Indicators Victoria > or = 97.8% during day www.communityindicators.net.au/ > or = 92% at night day or at night wellbeing_reports/mansfield Community Indicators Victoria % of people self rating their health as excellent or good www.communityindicators.net.au/ >53% wellbeing_reports/mansfield
Control
Influence
Interest
Mansfield Shire Council: 2017-2021 Council Plan 53 44. Strategic Direction Five Responsible leadership
Council is dedicated to achieving the highest standards of good governance, with a focus on informed, equitable and transparent decision making. Accountability for our actions is important to us and we will report on our decisions and performance through a variety of means. We will be true to our values and create a Council and organisational culture based on inclusiveness, impartiality and integrity.
Mansfield Shire Council: 2017-2021 Council Plan 45. 54 Responsible leadership
Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21 Strategic Objective 5.1 We achieve the highest standards of good governance.
Complete a good governance audit with progressive implementation of its Executive recommendations, using the Commission of Inquiry Services into the Greater City of Geelong as a guide.
Develop and implement an annual Good Executive Governance Training Program for Councillors, Services including a self-evaluation of performance.
Strategic Objective 5.2 Our organisation is driven by a positive culture.
Develop and implement a Human Resource Strategy, including the adoption of a succession Corporate & management approach and rewarding high Organisational performance employees with development Development opportunities.
Deliver an annual corporate training program Corporate & focussing on leadership and performance Organisational management skills. Development
Corporate & Complete a biennial employee culture survey to Organisational assess the ‘health’ of the organisation. Development Develop and implement a policy to meet our Corporate & obligations under the Child Safe Standards, Organisational enhancing our culture around child safety practices Development across the organisation.
Mansfield Shire Council: 2017-2021 Council Plan 55 46. Responsible leadership
Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21
Strategic Objective 5.3 Our organisation transparently reports on its performance through a comprehensive reporting and audit framework.
Complete three independent internal audits per annum, with the findings and management Executive responses reported to both Council and the Audit Services and Risk Advisory Committee.
Provide quarterly updates on the delivery of the Governance & Council Plan and its performance measures. Strategy
Strategic Objective 5.4 We make transparent decisions facilitated by community participation at Council meetings.
Investigate options for the audio recording and online streaming of Council meetings to allow Governance & greater community access to decision making Strategy processes.
Conduct a review of Council’s Advisory Committee system, informed by the Community Engagement Executive Strategy, to ensure they provide the most Services meaningful and efficient means of strengthening Council-community collaboration.
Mansfield Shire Council: 2017-2021 Council Plan 47. 56 Control
Influence Year 1 Year 2 Year 3 Year 4 Key Driver Interest 2017-18 2018-19 2019-20 2020-21
Strategic Objective 5.5 We have a strong framework in place to proactively mitigate risk.
Review the Corporate Risk Register through the Corporate & configuration of the Omni performance Organisational management system’s risk register to track and Development report on mitigation initiatives.
Oversight of Council’s Risk Management Strategy Corporate & and corporate risk register by the Audit and Risk Organisational Advisory Committee through the introduction of a Development bimonthly risk management report.
Mansfield Shire Council: 2017-2021 Council Plan 57 48. Responsible leadership
Performance measures
Measure Information source 2017-18 Target
% of Council decisions made in meetings closed to the public Know Your Council website <8% www.knowyourcouncil.vic.gov.au
% of Councillor attendance at Council meetings Know Your Council website 90% www.knowyourcouncil.vic.gov.au
Annual Community Community satisfaction rating for Council’s customer service >70 Satisfaction Survey
Annual Community Community satisfaction rating for Council’s overall performance >64 Satisfaction Survey
Annual Community Community satisfaction rating for Council’s direction >55 Satisfaction Survey
Bi-annual Mansfield Shire % Shire employees who feel valued for their work Council Employee >70% Culture Survey
Control
Influence
Interest
Mansfield Shire Council: 2017-2021 Council Plan 49. 58 See separate document for Strategic Resource Plan
Mansfield Shire Council: Strategic Resource Plan 2017-2021 59 50. Strategic Resource Plan 2018-2022
MANSFIELD SHIRE COUNCIL
Draft 2018-19
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 60 50. Table of Contents
EXECUTIVE SUMMARY ...... 52
LINK TO THE COUNCIL PLAN ...... 54 Method of Preparation ...... 54 Relationship to the Council Plan framework ...... 55 Consistency with Local Government Act 1989 Principles ...... 55
APPRAISAL OF CURRENT POSITION ...... 55
ADDRESSING THE CHALLENGES ...... 56 Sensitivity Analysis ...... 57 Human Resources ...... 59 Service Delivery ...... 62 Rating Strategy ...... 63 Borrowing Strategy ...... 65 Infrastructure Strategy ...... 66 Capital Works Program ...... 67 Information Technology Strategy ...... 67
TARGETS/PROJECT OUTCOMES ...... 69 Comprehensive Income Statement (for the four years ending 30 June 2022) ...... 70 Balance Sheet (for the four years ending 30 June 2022) ...... 71 Statement of Changes in Equity (for the four years ending 30 June 2022) ...... 72 Statement of Cash Flows (for the four years ending 30 June 2022) ...... 73 Statement of Capital Works (for the four years ending 30 June 2022) ...... 74 Capital Works Program for the year ended 30 June 2019 ...... 75 Capital Works Program for the year ended 30 June 2020 ...... 76 Capital Works Program for the year ended 30 June 2021 ...... 77 Capital Works Program for the year ended 30 June 2022 ...... 78
OTHER INFORMATION ...... 79 Summary of Human Resources Expenditure (for the four years ending 30 June 2022) ...... 79
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 51. 61 Executive Summary
The Strategic Resource Plan (SRP) is a requirement of section 126 of the Local Government Act 1989 and is a plan for the resources, financial and non-financial, required over a four year period to achieve our Strategic Directions and Strategic Objectives as detailed by the Council Plan 2017-21, which are:
Strategic Direction One—Participation and Partnerships
Strategic Objectives: 1.1 Our community has a say in matters of interest to them. 1.2 Council is an effective advocate on behalf of its community. 1.3 Partnerships are strong between key service providers and authorities across the municipality. 1.4 We have high levels of community participation, with growing levels of engagement from our senior citizens and people of all abilities.
Strategic Direction Two—Financial Sustainability
Strategic Objectives: 2.1 Council has a strategic, long term financial plan to secure its ongoing financial sustainability. 2.2 We embrace innovation to maximise service efficiency and reduce costs. 2.3 We prudently manage our asset maintenance and capital works programs in line with our long term financial plan. 2.4 Council has secured sustainable levels of recurrent funding and ‘own source’ revenue. 2.5 Council has maximised shared services with other councils and authorities to minimise service costs. 2.6 Our population continues to steadily grow, supported by the provision of sustainable community infrastructure and services. 2.7 Mansfield’s economy is diverse, with the agility to respond to changing consumer demands.
Strategic Direction Three—Community Resilience and Connectivity
Strategic Objectives: 3.1 Our website and social media outlets are responsive, effective information portals for our community. 3.2 We support our communities in meeting their own needs. 3.3 Mansfield shire is a welcoming, supportive and inclusive place to be. 3.4 Our community and emergency responders work together to ensure we are prepared for emergencies and natural disasters. 3.5 Council supports the community in its efforts to lobby for the infrastructure it needs to be connected and progressive.
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 62 52. Executive Summary continued
Strategic Direction Four—Enhanced Liveability
Strategic Objectives: 4.1 We have long term strategies and capital works programs in place to respond to changing community needs. 4.2 We are a community that is passionate about arts, culture, heritage and the environment. 4.3 Our community proactively manages its health and wellbeing. 4.4 We have strong policy and decision making frameworks in place to protect and enhance the unique character of our Shire for future generations.
Strategic Direction Five—Responsible Leadership
Strategic Objectives: 5.1 We achieve the highest standards of good governance. 5.2 Our organisation is driven by a positive culture. 5.3 Our organisation transparently reports on its performance through a comprehensive reporting and audit framework. 5.4 We make transparent decisions facilitated by community participation at Council meetings. 5.5 We have a strong framework in place to proactively mitigate risk.
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 53. 63 Link to Council Plan
Council is required under the Local Government Act 1989 Section 126, to prepare a Council Plan and a Strategic Resource Plan.
The Strategic Resource Plan (SRP) is a plan of the resources required to achieve the Council’s strategic objectives, services and initiatives outlined in the Council Plan.
The SRP must include in respect of at least the next four financial years:
Details of financial resources (financial statements) Details of non-financial resources, including human resources
This information must be presented in the form and contain information as required by the regulations.
Council must adopt its SRP by 30 June each year.
Method of Preparation
Councillors, senior staff and managers were involved in researching and evaluating:
the Council’s current service and resource levels to determine the changes needed to address the strategic objectives proposed in the Council Plan the impact which assumptions about economic and other factors may have on future projections the targets to be met in addressing the Council Plan resource needs, and the likely effectiveness of the SRP in achieving the Council’s strategic objectives
The following budgeted financial and resource statements are used as bases for providing and assessing relevant information:
Comprehensive Income Statement Balance Sheet Statement of Changes in Equity Statement of Cash Flows Statement of Capital Works Statement of Planned Human Resources
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 64 54. Link to the Council Plan
Two (2) additional documents are presented to provide further disclosure, specifically:
Capital works program for the years ended 2019 to 2022 Summary of planned human resources expenditure
Relationship to Council Plan framework
The SRP is an integral part of the Council Plan and is linked to other Council strategic documents including the Asset Management Plan and Rating Strategy.
Consistency with Local Government Act 1989 principles
It is important to ensure that the Council adheres to the principles of sound financial management required by section 136 of the Local Government Act 1989, in particular:
Manage financial risks, ensuring that decisions made and actions taken, including rating and spending policies, have due regard for the financial effects on future generations Manage risk relating to debt, assets, liabilities, commercial or entrepreneurial activities and changes to the structure of Council’s rates and charges base
Appraisal of current position
Council faces a number of challenges in achieving its strategic objectives. These include:
A large rural road network and aged drainage infrastructure Limited financial resources exacerbated by government funding not keeping pace with cost increases Increasing Community expectations for services and new facilities/works Need for adequate capital renewal expenditure investment Increasing maintenance requirements due to increasing asset base Population growth Increasing requirements of other levels of government Introduction of rate capping (Fair Go Rates) legislation
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 55. 65 Addressing the challenges
The previous (2017-2021) Strategic Resource Plan indicated that Council was facing budget restraints with the compounding effect of mandated rate capping and rising operating costs. The Long Term Financial Plan developed in 2016-17 identified that if Council were to continue to deliver the same level of services, and continue to build new capital infrastructure, we would be headed toward an unsustainable financial position. A growing infrastructure base was leading to increased annual maintenance and renewal costs, while the primary income source of rates and charges has been capped.
In response to these findings, Council issued a resolution on 27 June 2017 that the Chief Executive Officer immediately commence a comprehensive and strategic service review of all departments, services and functions to identify organisational savings of at least $500,000 per annum. The completed review has resulted in operational savings of approximately $694,000, sourced from a net reduction in staff ($394,000), and a general tightening in recurrent materials and services spend ($300,000). These recurrent savings have allowed funds to be channeled into capital renewal or one-off operational projects to improve service delivery to the community at no additional cost in the immediate future.
Council continue to address the challenges facing our community in a number of other ways including:
Maximising asset renewal and maintenance spending for each year of the SRP Reducing service levels where required to fund asset renewal Adopting a rolling four year Strategic Resource Plan and rolling ten year Long Term Financial Plan Maintaining debt management ratios at or below prudential levels Conducting periodic service reviews to continually improve efficiencies/reduce costs Progressively improving the underlying surplus Target external funding opportunities Consult with the community on a model for growth, which may include a rate variation in excess of the mandated rate cap Building a relevant organisational structure that allows for strategic capacity and efficient, cost effective service delivery
The combined result of service reviews, an organisational restructure, a shift in some of the underlying assumptions and a strategic focus on capital renewal is a much improved financial position in this Strategic Resource Plan 2018-2022. A more detailed analysis of the key service areas of Human Resources, Service Delivery, Rating Strategy, Borrowing Strategy, Infrastructure Strategy, Capital Works and Information Technology Strategy are outlined in the following sections of this SRP.
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 66 56. Addressing the challenges continued
Sensitivity analysis
Evaluation of the key assumptions underlying the ten year Long Term Financial Plan, and as a consequence the four year SRP, identified a heightened financial sensitivity to many of them. Slight changes in any of these key assumptions can have a significant financial impact on Council over a ten year period.
Financial Plans are developed using estimates and assumptions about the future, based on known information at the time of preparing the plan. However, knowing the current sensitivity to a shift in any of these assumptions, plans must also take into to account the possibility of such a shift and the potential financial impact.
The impacts of some of the key sensitivities, as shown in the table below, must be considered when preparing a Long Term Financial Plan. Whilst the impacts over this current SRP have been positive, the results of financial plans must be considered keeping in mind the potential impact of a negative shift in any of those assumptions where heightened sensitivity exists.
Indicator Sensitivity Impact 1 year Impact 10 years $’000 $’000
Rate income +/- 0.5% pa 68 3,503
Rate income +/- 0.05% pa 7 355
Supplementary assessments +/- $50,000 pa 50 2,407
Salaries & Wages +/- 0.5% pa 42 2,066
Materials & Services +/- 0.5% 28 1,536
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 57. 67 Addressing the challenges continued
The impact of a shift in assumptions has been significant on the 2018-2022 SRP. Key changes from the previous (2017-2021) SRP and their financial impact include:
Rate income
The rate cap assumption has shifted from 2% in each year of the previous SRP to 2.25% in 2018-19, 2.45% in 2019-20 and 2.5% thereafter. Further, estimated supplementary assessments (new rateable properties) have increased by $70,000 in 2018-19 compared to the same year in the previous SRP. The impact over comparable 3 years of the SRP from 1 July 2018 to 30 June 2021 is an increase in income of $2.3m.
Employee costs
The organisational restructure has reduced the salaries and oncosts base by $394,000. Further, the estimated annual percentage increase under the Enterprise Agreement has reduced from 2% in the previous SRP to 1.5%. Strategic capacity has been built in with the resourcing of 2 General Manager positions commencing in 2019-20. The net impact of all these changes over the 3 years of the SRP from 1 July 2018 to 30 June 2021 is a decrease in costs of $0.4m.
Capital works program
A significant underspend in capital works against the 2017-18 budget has led to a higher forecast opening cash balance at 1 July 2018, the beginning of this SRP period 2018-2022. The capital works program over the 4 years of the SRP has been revised resulting in an increase in capital renewal spend of approx. $2.6m and a decrease in new/upgrade spend of $0.4m using external funding levels similar to the estimates in the previous SRP. Further, a capital injection due to the proposed sale of Minerva street land and the finalisation of the Lakins Road property sale (originally budgeted for 2017-18 but carried over to 2018-19) is budgeted at $1.7m.
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 68 58. Addressing the challenges continued
Human Resources
An organisational restructure took effect on 2 April 2018. The restructure resulted in an annualised cost saving of $394,000 per year, 11 redundant positions (7.9 FTE), 3 vacant positions that will not be filled (2.6 FTE), 6 new positions (5.6 FTE), an increase of 0.6 FTE across 5 existing part time positions, and the removal of backfill positions (0.8 FTE). The restructure also resulted in a realignment of the roles and responsibilities of many existing positions.
Given the restructure took effect partway through a financial year, the financial impact is not easily identifiable when comparing annual financial results to budget or forecast.
A reconciliation of the impact of the restructure is shown in the table below, using annualised staff costs.
Annualised FTE $'000 Actual staff prior to restructure 98.1 8,624 Restructure changes Redundant positions (7.9) (713) Vacant positions not filled (2.6) (196) New positions 5.6 499 Increase/(decrease) to FTE or banding of 0.6 73 existing positions Removal of backfill (0.8) (57) Net change (5.1) (394) Total post restructure 93.0 8,230
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 59. 69 Addressing the challenges continued
The 2018-19 budget includes the following changes post restructure:
Staggered banding increases:
Staff progress through the levels A-D within their banding level (1-8). Level progressions take effect on an individuals anniversary date, and these dates are variable depending on when an individual commenced their position with Council.
Enterprise Agreement wage increases:
All banded staff are entitled to a standard % increase to their salary on the Enterprise Agreement anniversary date (7 November). The current Enterprise Agreement expires on 7 November 2018 and therefore the percentage increase is unknown until negotiations have been finalised. An estimate of 1.5% has been used from 7 November 2018 and annually thereafter for the purposes of the Budget, Strategic Resource Plan and Long Term Financial Plan.
Funded positions:
From time to time Council is provided with funding by the State or Federal governments to deliver specific projects to the community. The 2018-19 budget includes provision for an additional 4 new positions (1.3 FTE) to deliver supported playgroups, suicide prevention and Engage! programs for youth. These positions will be fully covered by the funding we anticipate receiving for these programs. If the funding is not received, the positions will not be filled and the programs not delivered. For the purposes of the budget, it is assumed that this funding is recurrent into the future.
Strategic capacity:
Mansfield Shire Council is currently the only Victorian Council that does not employ Directors or General Managers. A tier of management, reporting directly to the Chief Executive Officer (CEO), that focuses on strategic planning and development of the Shire is desirable, freeing the CEO to drive advocacy efforts, grow networks, and source government and/or private investment in our Community. Council have budgeted to resource two General Manager positions commencing July 2019 at an estimated total cost of $450,000 per annum (including salary, oncosts, vehicles and superannuation).
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 70 60. Addressing the challenges continued
Statement of Human Resources Expenditure for the four years ending 30 June 2022
Forecast Budget Strategic Resource Plan Actual Projections 2017-18 2018-19 2019-20 2020-21 2021-22 $’000 $’000 $’000 $’000 $’000 Staff expenditure
Salaries and wages 8,258 8,222 8,802 8,934 9,068
Redundancy 370 - - - -
FBT 30 31 32 32 33
Contract staff 2 68 68 70 70
Total staff expenditure 8,660 8,321 8,902 9,036 9,171
Staff numbers FTE FTE FTE FTE FTE
Fully funded externally 1.9 1.9 1.9 1.9 1.9
Council funded 92.3 92.3 94.3 94.3 94.3
Total staff numbers 94.2 94.2 96.2 96.2 96.2
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 61. 71 Addressing the challenges continued
Service Delivery
Service levels have been broadly maintained throughout the period of the SRP. Service reviews undertaken during 2017-18 identified the need for a functional realignment of officer positions to improve the efficiency of service delivery across the organisation as a whole. An organisational restructure led to a realignment of responsibilities within the organisation to allow more efficient service delivery. Further, service outsourcing was assessed as a possibility where either cost saving, improved quality of service or improved efficiency could be achieved. The following services will be outsourced in 2018-19:
Geographic Information System (GIS) management
Council will retain a 0.2 full time equivalent role internally, supported by an external contract organisation to capture, store, manipulate, manage and maintain spatial and geographic data such as property and infrastructure mapping.
Asset management
Council has appointed a third party provider to perform the regulatory asset management function. This includes the use of a world class software system that will provide improved data analysis to allow better informed planning and decision making around asset renewal levels and maintenance requirements.
Service levels which will continue to be reviewed over the next 12 months are:
Waste service Tourism initiatives and events Aged and Disability Services (to funded levels)
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 72 62. Addressing the challenges continued
Rating Strategy
Council reviewed and adopted the Rating Strategy in April 2018. The contents of the Strategy have been incorporated into the Budget.
The two key elements of the rating structure are:
Property values, which reflect capacity to pay; and User pays component to reflect usage of services provided by Council
Striking a proper balance between these elements provides equity in the distribution of the rate burden amongst ratepayers.
Council makes a further distinction within the property value component of rates based on the purpose for which the property is used, that is, whether the property is used for residential or business purposes. This distinction is based on the concept that business should pay a fair and equitable contribution to rates taking into account the benefits those businesses derive from the local community.
Council uses Capital Improved Value (CIV) as the basis for determining its rates on the grounds that it provides the most equitable distribution of rates across the municipality. Council’s rating strategy endorses the following principles:
1. That Council will continue the separate classification of Residential and Rural Residential properties, with a minimum size of 2ha applying to Rural Residential properties 2. That Council will consider the differential between Residential and Rural Residential properties each year 3. That Council will continue to offer a reduction against the Residential Rate for assessments classified as Farm Land 4. That in order to have the Farm Rate apply to a property the ratepayer will need to complete Council’s “Application for Classification of Rateable Property as Farmland“, which will need to be assessed as meeting criteria set out in the Valuation of Land Act, and which will be reassessed on change of ownership of a property
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 63. 73 Addressing the challenges continued
5. That Council will continue to rate Commercial properties in one category 6. That Council will continue to apply a rate differential greater than the Residential Rate to this category 7. That Council will continue to apply a rate differential greater than the Residential Rate to properties classified as Vacant Land 8. That for each property rated under the Cultural and Recreational Land Act 1963, Council will assess each property on its merits in accordance with the criteria outlined in the Act 9. That Council will continue to levy the Municipal Charge at 20% of total general rates
Section 185 of the Local Government Act outlines the legislative requirements in relation to setting of a capped average rate on the total annualised revenue leviable from general rates, municipal charges and any other prescribed rates or charges on rateable properties. The Act also outlines the process required for a Council to apply for an exemption of the rate cap. This process is overseen by the Essential Services Commission.
In 2018-19 provision is made for an increase in rates and municipal charges revenue of 4.17%, plus an allowance of $150,000 for new supplementary rates on new properties. The increase is a combination of both the 2.25% rate cap set by the Minister, which applies to the average cents/CIV per property, and the general increase in the number of rateable properties (due to supplementary valuations and property splits in the previous financial year). Future years have been budgeted at a 2.45% (2019-20) and 2.50% (2020-21, 2021-22) rate cap based on Department of Treasury and Finance indicators of the Consumer Price Index (CPI) and the Wage Price Index (WPI).
Waste charges per property for garbage and community waste will increase by 2.25% in line with the rate cap. Recycling charges per property will increase by 8.89% due to a significant market increase in the cost for disposal of recyclable materials. The increase has been driven by the global impact of the change in China’s recyclable import policies. Costs to properties serviced by kerbside recycling collections will increase by $15.03 per bin per year. This allows Council to continue to provide a recycling service and ensure recyclable materials are not diverted to landfill.
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 74 64. Addressing the challenges continued
Borrowing Strategy
Borrowings are an important funding source for capital works programs.
Council’s borrowing strategy is to only incur debt to finance major new capital works projects and to use the operating cash flows and grants to finance renewal capital works. Council’s focus continues to be on debt minimisation and the use of grants and operating cash flows to finance capital renewal works.
This current loan program will result in a decrease in debt servicing costs and a net decrease in debt. No new loans have been projected for the four (4) year period of this plan, nor have any significant new capital projects (that are not externally grant funded). This budget will see debt as a percentage of rate revenue reduce from 16.7% in 2018-19 to 11.6% by 2021-22.
Budget Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 $000 $000 $000 $000 Future Borrowings Borrowings at beginning of period 2,552 2,287 2,114 1,931 New Borrowings - - - - Loan Redemption 265 173 183 193 Borrowings at end of period 2,287 2,114 1,931 1,738
Council acknowledges that debt levels are low and borrowing is a potential lever to allow new and improved infrastructure development. As such Council has reserved some borrowing capacity should it decide to implement further major new projects.
The SRP also includes provision for proceeds from potential land sales. These proceeds will be quarantined for future use toward development of new capital projects.
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 65. 75 Addressing the challenges continued
Infrastructure Strategy
Asset Renewal The renewal gap is the gap (shortfall in funding) between existing renewal expenditure and recommended expenditure that is required to maintain assets in a condition capable of providing levels of service set by Council in conjunction with community expectations. These assets include but are not limited to roads, bridges, footpaths, kerb and channel, buildings and stormwater drainage.
A fundamental benefit of undertaking the process of renewal gap evaluation is the analysis of projected funding allocation versus required expenditure for long term financial planning. Projected funding is based upon existing funding allocations for asset renewal and that proposed in future years. Required expenditure is calculated on the condition of the asset and its expected lifecycle determined by Engineering and the level of service the asset is to provide, which is determined by Council and influenced by community consultation. This may not equate to the depreciation figure used in Council's accounts in any year, given peaks and troughs in the renewal cycle, but a general rule of thumb is that on average renewal approximates depreciation.
In February 2017, a report was presented to Council which included long term (10 year) financial modelling containing Council’s asset renewal estimates, forecast income and expenditure and unrestricted cash levels. The report indicated that, on average over the next 4 years, Council was unable to fund its required asset renewal by an average of $700,000 per annum and this gap would continue to grow beyond 2020-21, if left unaddressed. The accuracy of this prediction diminishes as the time of the projection increases however, and ongoing work to improve the accuracy of the modelling would be required.
Council have since appointed an external organisation to perform detailed data analysis and modelling of Council’s infrastructure assets. This process will commence as part of the Asset Management contract in 2018-19 during which it is anticipated the reliability of the asset renewal requirements will improve enabling more accurate assessment of the renewal gap by 30 June 2019.
The SRP seeks to minimise the gap through a combination of operational cost efficiencies (organisational restructure, outsourcing of services). Capital spend for 2018-19 is restricted primarily to asset renewal and limited new capital projects.
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 76 66. Addressing the challenges continued
Capital Works Program
As a general principle Council will:
Reduce the renewal gap in roads, bridges, buildings and other assets. Complete building renewal as funding becomes available. Maintain the current annual expenditure for the reseal and resheet programs in accordance with renewal gap analysis. Implement the Four Year Capital plan as created and modified as new projects are identified.
Operating surpluses are forecast each year until 2021-22 including significant capital grant revenue expected to be received to fund the capital works program. If expected capital grants are not received, the associated capital project will not go ahead.
Capital expenditure over the four year period of this Plan totals $31.3 million.
Information Technology Strategy
Council will continually review its Corporate Information System which affects Finance and Property, Payroll, Human Resources, Planning, Environmental Health, Asset Management and other systems. This is to ensure that these processes are efficient, cost effective and aid service delivery.
There are a number of IT system improvements scheduled for 2018-19:
Website redevelopment
2017-18 saw the commencement of a website redesign project. The 2018-19 budget provides for stage 2 of this project, with stage 3 following in 2019-20. The focus of the new website is to provide a broader range of online community interaction with Council, through expanded online payments, lodgment of documents, and accessibility to information.
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 67. 77 Addressing the challenges continued
Office 365
The 2018-19 budget also includes the implementation of and transition to an Office 365 platform. This will transform Council’s internal information technology network and improve efficiency, the ability to work from offsite, and the ability to easily share information within the organisation.
Assetic
Council’s asset management function has been outsourced to Assetic as a bureau service. This means Assetic will be performing our asset management function, but also implementing their world class software suite for asset management. The new web-based software system will provide detailed modeling based on assumed acceptable service levels of assets, componentisation of assets, valuation data and more. The results will ensure more accurate data to feed the long term financial plan around asset renewal gaps and allow Council to be proactive with renewal works, rather than reactive with maintenance works.
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 78 68. Targets / Project Outcomes
The key objectives, which underpin the four (4) year Strategic Resource Plan, are:
Focus on maintaining or evaluating service delivery for core services Average Rate revenue increases at 2.25% in Year 1, 2.45% in Year 2 and 2.5% in Years 3 & 4 of the Plan (excluding supplementaries) Prudent debt management that ensures adequate cash flows for future capital works, but borrowings ratios within State requirements Focus on infrastructure renewal and increased funding for capital projects Improve asset management processes Build strategic capacity within the organisation to facilitate progressive thinking
These objectives are reflected in the following tables:
Comprehensive Statement (for the four years ending 30 June 2022) Balance Sheet (for the four years ending 30 June 2022) Statement of Changes in Equity (for the four years ending 30 June 2022) Statement of Cash Flows (for the four years ending 30 June 2022) Statement of Capital Works (for the four years ending 30 June 2022) Statement of Human Resource (for the four years ending 30 June 2022)
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 69. 79 Targets / Project Outcomes continued
Comprehensive Income Statement for the four years ending 30 June 2022 2018-19 2019-20 2020-21 2021-22 $’000 $’000 $’000 $’000 Income Rates and charges 13,671 14,106 14,559 15,023 Statutory fees and fines 282 288 293 299 User fees 703 717 732 746 Grants - Operating 4,286 4,186 4,226 4,267 Grants - Capital 1,010 3,943 3,808 1,987 Contributions - monetary 863 563 108 93 Contributions - non-monetary - - - - Net gain (loss) on disposal of property, infrastructure, plant and 5 (7) (54) 8 equipment Other income 251 315 299 255 Total income 21,071 24,111 23,971 22,678
Expenses Employee costs 8,321 8,902 9,036 9,171 Materials and services 6,755 6,385 6,548 6,708 Depreciation and amortisation 3,171 3,531 3,698 3,831 Borrowing costs 169 119 110 99 Other expenses 253 242 240 239 Total expenses 18,669 19,179 19,632 20,048
Surplus (deficit) for the year 2,402 4,932 4,339 2,630
Other comprehensive income Items that will not be reclassified to surplus or deficit in future
periods Net asset revaluation increment (decrement) - - - - Total comprehensive result 2,402 4,932 4,339 2,630
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 80 70. Targets / Project Outcomes continued
Balance Sheet for the four years ending 30 June 2022 2018-19 2019-20 2020-21 2021-22 $’000 $’000 $’000 $’000 Assets Current assets Cash and cash equivalents 7,782 7,139 5,445 5,604 Trade and other receivables 1,055 1,061 1,079 1,100 Inventories 40 40 40 40 Other assets 125 125 125 125 Total current assets 9,002 8,365 6,689 6,869
Non-current assets Trade and other receivables 36 27 20 14 Property, infrastructure, plant & equipment 118,312 123,836 129,701 131,991 Total non-current assets 118,348 123,863 129,721 132,005 Total assets 127,350 132,228 136,410 138,874
Liabilities Current liabilities Trade and other payables 838 934 934 934 Trust funds and deposits 1,044 1,044 1,044 1,044 Provisions 1,741 1,773 1,808 1,858 Interest-bearing loans and borrowings 173 183 193 204 Total current liabilities 3,796 3,934 3,979 4,040
Non-current liabilities Provisions 291 282 273 250 Interest-bearing loans and borrowings 2,114 1,931 1,738 1,534 Total non-current liabilities 2,405 2,213 2,011 1,784 Total liabilities 6,201 6,147 5,990 5,824 Net assets 121,149 126,081 130,420 133,050
Equity Accumulated surplus 48,901 53,433 58,172 60,802 Reserves 72,248 72,648 72,248 72,248 Total equity 121,149 126,081 130,420 133,050
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 71. 81 Targets / Project Outcomes continued
Statement of Changes in Equity for the four years ending 30 June 2022
Total Accumulated Revaluation Other Surplus Reserve Reserves $’000 $’000 $’000 $’000 2019 Balance at beginning of the financial year 118,747 48,199 70,156 392 Surplus(deficit) for the year 2,402 2,402 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - (1,700) - 1,700 Transfer from other reserves - - - - Balance at end of the financial year 121,149 48,901 70,156 2,092
2020 Balance at beginning of the financial year 121,149 48,901 70,156 2,092 Surplus (deficit) for the year 4,932 4,932 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - (400) - 400 Transfer from other reserves - - - - Balance at end of the financial year 126,081 53,433 70,156 2,492
2021 Balance at beginning of the financial year 126,081 53,433 70,156 2,492 Surplus (deficit) for the year 4,339 4,339 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - - - - Transfer from other reserves - 400 - (400) Balance at end of the financial year 130,420 58,172 70,156 2,092
2022 Balance at beginning of the financial year 130,420 58,172 70,156 2,092 Surplus (deficit) for the year 2,630 2,630 - - Net asset revaluation increment (decrement) - - - - Transfer to other reserves - - - - Transfer from other reserves - - - - Balance at end of the financial year 133,050 60,802 70,156 2,092
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 82 72. Targets / Project Outcomes continued
Statement of Cash Flows for the four years ending 30 June 2022
2018-19 2019-20 2020-21 2020-22 $’000 $’000 $’000 $’000 Inflows Inflows Inflows Inflows (Outflows) (Outflows) (Outflows) (Outflows) Cash flows from operating activities Rates and charges 13,682 14,110 14,548 15,009 Statutory fees and fines 282 288 293 299 User fees 703 717 732 746 Grants - operating 4,286 4,186 4,226 4,267 Grants - capital 1,010 3,943 3,808 1,987 Contributions - monetary 863 563 108 93 Other receipts 251 315 299 255 Employee costs (8,284) (8,865) (8,998) (9,132) Materials and services (6,770) (6,399) (6,561) (6,721) Other payments (253) (242) (240) (239) Net cash provided by (used in) operating activities 5,770 8,616 8,215 6,564
Cash flows from investing activities Payments for property, infrastructure, plant and (6,410) (9,032) (9,669) (6,193) equipment Proceeds from sale of property, infrastructure, plant and 1,834 65 53 80 equipment Net cash provided by (used in) investing activities (4,576) (8,967) (9,616) (6,113)
Cash flows from financing activities Finance costs (169) (119) (110) (99) Repayment of borrowings (265) (173) (183) (193) Net cash provided by (used in) financing activities (434) (292) (293) (292) Net increase (decrease) in cash & cash equivalents 760 (643) (1,694) 159 Cash and cash equivalents at the beginning of the 7,022 7,782 7,139 5,445 financial year Cash and cash equivalents at the end of the financial 7,782 7,139 5,445 5,604 year
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 73. 83 Targets / Project Outcomes continued
Statement of Capital Works for the four years ending 30 June 2022
2018-19 2019-20 2020-21 2021-22 $’000 $’000 $’000 $’000 Property Land improvements - - 58 - Buildings 509 3,195 2,565 579 Total property 509 3,195 2,623 579 Plant and equipment Plant, machinery and equipment 644 379 275 397 Fixtures, fittings and furniture 19 15 15 15 Computers and telecommunications 79 180 45 61 Total plant and equipment 742 574 335 473 Infrastructure Roads 3,764 3,345 3,195 2,978 Bridges and culverts 150 - 1,415 710 Footpaths and cycleways 50 232 118 149 Drainage 10 351 11 378 Recreational, leisure and community facilities 1,155 200 420 30 Parks, open space and streetscapes 30 1,135 1,552 770 Other infrastructure - - - 126 Total infrastructure 5,159 5,263 6,711 5,141 Total capital works expenditure 6,410 9,032 9,669 6,193
Represented by: New asset expenditure 952 2,875 3,188 660 Asset renewal expenditure 3,504 4,131 4,334 3,855 Asset upgrade expenditure 1,954 2,026 2,147 1,678 Total capital works expenditure 6,410 9,032 9,669 6,193
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 84 74. Targets / Project Outcomes continued
Capital Works Program for the year ending 30 June 2019 *capital grants to be confirmed
Asset expenditure type Summary of funding sources Project Council Capital Works Area New Renewal Upgrade Expansion Grants* Contributions Borrowings cost cash $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000 PROPERTY Land ------Land Improvements ------Buildings 509 4 505 - - - - 509 - TOTAL PROPERTY 509 4 505 - - - - 509 -
PLANT AND EQUIPMENT Plant, Machinery and Equipment 644 - 644 - - - - 644 - Fixtures, Fittings and Furniture 19 4 15 - - - - 19 - Computers and Telecommunications 79 44 35 - - - - 79 - TOTAL PLANT AND EQUIPMENT 742 48 694 - - - - 742 -
INFRASTRUCTURE Roads 3,814 - 1,950 1,864 - 325 858 2,631 - Bridges & Culverts 150 - 150 - - 75 - 75 - Footpaths and Cycleways ------Drainage 10 - 10 - - - - 10 - Recreational, Leisure and Community 1,155 900 165 90 - 610 - 545 - Facilities Parks, Open Space and Streetscapes 30 - 30 - - - - 30 - TOTAL INFRASTRUCTURE 5,159 900 2,305 1,954 0 1,010 858 3,291 -
TOTAL CAPITAL WORKS EXPENDITURE 6,410 952 3,504 1,954 0 1,010 858 4,542 -
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 75. 85 Targets / Project Outcomes continued
Capital Works Program for the year ending 30 June 2020 *capital grants to be confirmed
Asset expenditure type Summary of funding sources Project Council Capital Works Area New Renewal Upgrade Expansion Grants* Contributions Borrowings cost cash $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000 PROPERTY Land ------Land Improvements ------Buildings 3,195 2,500 670 25 - 2,000 - 1,195 - TOTAL PROPERTY 3,195 2,500 670 25 - 2,000 - 1,195 -
PLANT AND EQUIPMENT Plant, Machinery and Equipment 379 - 379 - - - - 379 - Fixtures, Fittings and Furniture 15 - 15 - - - - 15 - Computers and Telecommunications 180 145 35 - - - - 180 - TOTAL PLANT AND EQUIPMENT 574 145 429 - - - - 574 -
INFRASTRUCTURE Roads 3,577 160 1,666 1,751 - 1,312 123 2,142 - Bridges & Culverts ------Footpaths and Cycleways ------Drainage 351 - 351 - - 111 - 240 - Recreational, Leisure and Community 200 - 200 - - - - 200 - Facilities Parks, Open Space and Streetscapes 1,135 70 815 250 - 520 35 580 - TOTAL INFRASTRUCTURE 5,263 230 3,032 2,001 - 1,943 158 3,162 -
TOTAL CAPITAL WORKS EXPENDITURE 9,032 2,875 4,131 2,026 - 3,943 158 4,931 -
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 86 76. Targets / Project Outcomes continued
Capital Works Program for the year ending 30 June 2021 *capital grants to be confirmed
Asset expenditure type Summary of funding sources Project Council Capital Works Area New Renewal Upgrade Expansion Grants* Contributions Borrowings cost cash $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000 PROPERTY Land ------Land Improvements 58 58 - - - - - 58 - Buildings 2,565 2,000 565 - - 1,500 - 1,065 - TOTAL PROPERTY 2,623 2,058 565 - - 1,500 - 1,123 -
PLANT AND EQUIPMENT Plant, Machinery and Equipment 275 - 275 - - - - 275 - Fixtures, Fittings and Furniture 15 - 15 - - - - 15 - Computers and Telecommunications 45 45 - - - - - 45 - TOTAL PLANT AND EQUIPMENT 335 45 290 - - - - 335 -
INFRASTRUCTURE Roads 3,313 45 1,951 1,317 - 805 23 2,488 - Bridges & Culverts 1,415 320 840 255 - 720 10 685 - Footpaths and Cycleways ------Drainage 11 - 11 - - - - 11 - Recreational, Leisure and Community 420 320 100 - - 200 20 200 - Facilities Parks, Open Space and Streetscapes 1,552 400 577 575 - 583 50 919 - TOTAL INFRASTRUCTURE 6,711 1,085 3,479 2,147 - 2,308 103 4,300 -
TOTAL CAPITAL WORKS EXPENDITURE 9,669 3,188 4,334 2,147 - 3,808 103 5,758 -
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 77. 87 Targets / Project Outcomes continued
Capital Works Program for the year ending 30 June 2022 *capital grants to be confirmed
Asset expenditure type Summary of funding sources Project Council Capital Works Area New Renewal Upgrade Expansion Grants* Contributions Borrowings cost cash $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000 PROPERTY Land ------Land Improvements ------Buildings 579 - 579 - - - - 579 - TOTAL PROPERTY 579 - 579 - - - - 579 -
PLANT AND EQUIPMENT Plant, Machinery and Equipment 397 - 397 - - - - 397 - Fixtures, Fittings and Furniture 15 - 15 - - - - 15 - Computers and Telecommunications 61 45 16 - - - - 61 -
TOTAL PLANT AND EQUIPMENT 473 45 428 - - - - 473 -
INFRASTRUCTURE Roads 3,127 75 2,000 1,052 - 968 38 2,121 - Bridges & Culverts 710 - 210 500 - 355 - 355 - Footpaths and Cycleways ------Drainage 378 140 238 - - 114 - 264 - Recreational, Leisure and Community 30 - 30 - - - - 30 - Facilities Parks, Open Space and Streetscapes 896 400 370 126 - 550 50 296 - TOTAL INFRASTRUCTURE 5,141 615 2,848 1,678 - 1,987 88 3,066 -
TOTAL CAPITAL WORKS EXPENDITURE 6,193 660 3,855 1,678 - 1,987 88 4,118 -
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 88 78. Other information
Summary of Planned Human Resources Expenditure for the four years ending 30 June 2022
Operating and Capital 2018-19 2019-20 2020-21 2021-22 Operating and Capital 2018-19 2019-20 2020-21 2021-22 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Executive Services Finance Permanent - full time 309 770 782 794 Permanent - full time 184 186 189 192 Permanent - part time - - - - Permanent - part time 555 563 571 580 Total Executive Services 309 770 782 794 Total Finance 739 749 760 772
Community Services Infrastructure Permanent - full time 792 804 816 828 Permanent - full time 2,401 2,437 2,473 2,510 Permanent - part time 1,423 1,445 1,467 1,489 Permanent - part time 88 90 91 92 Casual 15 15 15 15 Casual 32 32 33 33 Total Community Services 2,230 2,264 2,298 2,332 Total Infrastructure 2,521 2,559 2,597 2,635
Corporate and Organisational Development Governance and Strategy Permanent - full time 501 508 516 524 Permanent - full time 418 425 431 438 Permanent - part time 347 353 358 363 Permanent - part time - - - - Total Corporate and Total Strategy and Governance 418 425 431 438 848 861 874 887 Organisational Development Total staff expenditure 8,222 8,802 8,934 9,068 Development Services Permanent - full time 792 804 816 828 Permanent - part time 365 370 376 382 Total Development Services 1,157 1,174 1,192 1,210
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 79. 89 Other information continued
Summary of Planned Human Resources Expenditure for the four years ending 30 June 2022 continued
Operating and Capital 2018-19 2019-20 2020-21 2021-22 Operating and Capital 2018-19 2019-20 2020-21 2021-22 FTE FTE FTE FTE FTE FTE FTE FTE Executive Services Finance Permanent - full time 2.0 4.0 4.0 4.0 Permanent - full time 1.9 1.9 1.9 1.9 Permanent - part time - - - - Permanent - part time 5.7 5.7 5.7 5.7 Total Executive Services 2.0 4.0 4.0 4.0 Total Finance 7.6 7.6 7.6 7.6
Community Services Infrastructure Permanent - full time 8.0 8.0 8.0 8.0 Permanent - full time 30.5 30.5 30.5 30.5 Permanent - part time 18.5 18.5 18.5 18.5 Permanent - part time 1.3 1.3 1.3 1.3 Casual 0.2 0.2 0.2 0.2 Casual 0.4 0.4 0.4 0.4 Total Community Services 26.7 26.7 26.7 26.7 Total Infrastructure 32.2 32.2 32.2 32.2
Corporate and Organisational Development Governance and Strategy Permanent - full time 5.0 5.0 5.0 5.0 Permanent - full time 4.0 4.0 4.0 4.0 Permanent - part time 4.5 4.5 4.5 4.5 Permanent - part time - - - - Total Corporate and Total Strategy and Governance 4.0 4.0 4.0 4.0 9.5 9.5 9.5 9.5 Organisational Development
Total FTE staff 94.2 96.2 96.2 96.2 Development Services Permanent - full time 8.0 8.0 8.0 8.0 Permanent - part time 4.2 4.2 4.2 4.2 Total Development Services 12.2 12.2 12.2 12.2
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 90 80. How you can contribute to your community
The Strategic Plan 2017-21 expresses Council’s commitment to the community. Council however cannot achieve these aspirations alone – it needs your help! Listed below are just some of the ways each resident within the region can contribute to achieving these aspirations.
We look forward to everyone’s participation and contributions as we strive to make Mansfield Shire the best place to live.
Join a club. Our municipality has many sporting, recreation special interest and social clubs. This is a great way to connect with other people in the region who share your interests. Clubs are also a great avenue for advocating to Council on shared views. Volunteer at a Council-run facility or special event Ride your bike to work or car pool with others in your local area Walk your children to school Purchase products and services locally ‘Go Green’ – there are many ways to reduce your carbon footprint, reduce waste and save our precious resources Get active – take advantage or one of our open space areas or playgrounds Attend a community festival or major event Encourage a healthy lifestyle Take care on our roads Embrace our diverse community Visit your local library Employ locals Be ambassadors for the district – be welcoming to tourists and visitors Get to know your neighbours Value and respect our heritage Get involved in a local community project Be water wise
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 81. 91
Comments for Council
Please provide us with any feedback you may have on our 2017-2021 Council Plan. Your thoughts and ideas regarding the future of Mansfield Shire are valued by Council in moving forward together as a community.
1. Please indicate the main reason you obtained a copy of this Council Plan.
To be informed of Council activities As a reference source To support a grant application Other (please specify): ______
2. Did you find this Council Plan useful? (Please circle one)
1 2 3 4 5
Not at all Average Absolutely
3. What suggestions would you make to improve this Plan? ______
______
______
4. Do you live in Mansfield Shire?
Yes No
5. My main interest in this Council Plan is as a:
Student Resident Community organisaiton Business organisation Government organisation Other (please specify)
Please return this form to Mansfield Shire Council [email protected] or Private Bag 1000, Mansfield Vic 3722
Mansfield Shire Council: Strategic Resource Plan 2018‐2022 92 82. This page has been intentionally left blank
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94 MANSFIELD SHIRE COUNCIL
33 Highett Street Mansfield Victoria 3722 03 5775 8555 [email protected] www.mansfield.vic.gov.au
Find us on Facebook www.facebook.com/MansfieldShireCouncil www.facebook.com/NationalRelayService 95 Mansfield Shire Council – Special Meeting of Council: 17 April 2018
7. PRESENTATION OF REPORTS CONT.
7.2 Consideration of Mansfield Shire Council Draft Budget 2018-19
File Number: E5026 Responsible Officer: Finance Manager, Mandy Kynnersley
Disclosure of Conflicts of Interest
The author of this report does not have a direct or indirect Conflict of Interest in this matter, as defined by the Local Government Act 1989.
Introduction
Council officers have prepared a draft budget for the 2018-19 financial year.
The draft, once endorsed by Councillors, must be made available for public exhibition for a period of 28 days during which submissions may be received for Council consideration prior to formal adoption in June.
Background
The draft budget contains the necessary statutory information required under the Local Government Act 1989 and Local Government (Planning and Reporting) Regulations 2004.
The draft budget 2018-19 responds to the results of the Long Term Financial Plan, and seeks to achieve:
• Fully funded asset renewal • Breakeven underlying result • Breakeven or better cash result • Increasing cash reserves above $3 million • Debt below prudential level of 60% of rates
Key indicators in the 2018-19 draft budget are:
• Operating surplus $2.4 million • Underlying surplus $0.9 million • Cash inflow from operations of $5.8 million • Cash reserves of $7.8 million (include $1.7 million from proposed sale of assets) • Debt at 17% of rates, and no new borrowings forecast in the medium term • Asset renewal of $3.5 million (compared to depreciation of $3.2 million), new assets of $0.9 million and asset upgrades of $1.9 million (net cost to council of Capital Works after funding and contributions is $4.4 million)
Statutory Requirements
Local Government Act 1989, Section 127,129, 223 Local Government (Planning and Reporting) Regulations 2014
9696. Mansfield Shire Council – Special Meeting of Council: 17 April 2018
7.2 Consideration of Mansfield Shire Council Draft Budget 2018-19 cont.
Council Plan
The budget has been developed to allocate resources in order to achieve Council Plan objectives. Section 2 of the budget document presents revenue and expenditure in relation to services listed under each of the Council Plan objectives.
Financial
The 2018-19 budget is the primary financial planning document for the financial year and underpins all spending in the 2018-19 financial year.
Service reviews undertaken in 2017-18 led to identification of $694k in annual savings achieved through an organisational restructure ($394k) and general tightening in spend on materials and services ($300k).
These recurrent savings made have been redirected in the 2018-19 budget toward a number of one-off projects that will improve service delivery at no additional cost to the community. These projects include:
• Upgrade of council’s website • Implementation of the Office 365 technology platform • A feasibility study for a dual court basketball stadium • Continuation of the Station Precinct master plan • Tree audit and replacement program • An economic rejuvenation program for outlying communities • Consultants to facilitate community engagement around Council’s waste and environment strategy reviews • Restoration and mounting of an historic map • Clean out of the wetlands drainage areas
In addition to these one off projects, materials and services savings have been allocated toward the outsourcing of Council’s asset management function to Assetic who will provide a new cloud-based technology and bureau service to critically assess Council’s infrastructure renewal requirements. This is recurrent spend over a 5 year contract period.
Social
Social issues have been taken into account during the budget process. One of the most significant social impacts is the reduction staff due to the organisational restructure that took effect on 2 April 2017. The restructure resulted in $394k in annual cost savings to Council from 11 redundant positions (7.9 FTE), 3 vacant positions not being filled (2.6 FTE), 6 new positions (5.6 FTE), an increase of 0.6 FTE across 5 existing roles, and the removal of backfill positions (0.8 FTE).
97.
97 Mansfield Shire Council – Special Meeting of Council: 17 April 2018
7.2 Consideration of Mansfield Shire Council Draft Budget 2018-19 cont.
Environmental
Environmental issues have been taken into account during the budget process
Economic
Economic issues have been taken into account during the budget process and underpin many of the assumptions contained therein. An amount of $35,000 per annum has been allocated toward a rolling program to assist in the economic rejuvenation of outlying communities.
Risk Management
The draft budget has been developed primarily to address financial risk, and the risk of asset failure. The capital spend in the 2018-19 draft budget provides primarily for asset renewal ($3.5m) above new ($0.9m) and upgrade ($1.9m) projects.
Community Engagement
Upon approval by Council of this draft 2018-19 budget, the document will be placed on public exhibition for the statutory period of 28 days. It is proposed that public submissions received will be heard by Council at a Special Meeting on 29 May 2018.
Officer’s Comments
The draft 2018-19 budget has been developed in accordance with legislative and best practice requirements, based on the model provided by Local Government Victoria. It reflects the five objectives of the revised Council Plan and reports sound financial indicators as required by the Local Government (Planning and Reporting) Regulations 2014.
98.
98 Mansfield Shire Council – Special Meeting of Council: 17 April 2018
7.2 Consideration of Mansfield Shire Council Draft Budget 2018-19 cont.
Cr. Olver/Cr. Westendorp:
That Council:
1. Approve the draft Budget 2018-19 for public consultation.
2. Give notice in the Mansfield Courier, on Council’s website and Facebook page that the draft Budget 2018-19 is on public exhibition from 18 April – 15 May 2018, in accordance with section 125 3(A) of the Local Government Act 1989 and that it is seeking written submissions, which can be supported by a verbal presentation to Council by the submitter or a representative acting on their behalf, as per the provisions of section 223 of the Act.
3. Place a copy of the draft Budget 2018-19 on exhibition: - at Council’s Office at 33 Highett Street, Mansfield and the Mansfield Library, Collopy Street Mansfield - on the home page of Council’ website - through a link to a post on Council’s Facebook page.
4. Set the meeting date for Council to hear verbal submissions and consider all written submissions from 1.30pm on 29 May 2018 in the Council Chamber at 33 Highett Street, Mansfield and that the details of this meeting be included in the notice of the public consultation period.
Carried
99.
99 Mansfield Shire Council – Special Meeting of Council: 17 April 2018
ATTACHMENT 7.2
CONSIDERATION OF MANSFIELD SHIRE COUNCIL
DRAFT BUDGET 2018-19
(77 PAGES)
100.
100 Mansfield Shire MANSFIELD SHIRE COUNCIL Proposed Budget 2018-19
101
Contents Page
Mayor’s Introduction 3
Budget reports 1. Link to the Council Plan 5 2. Services and service performance indicators 8 3. Financial statements 19 4. Notes to the financial statements 26 5. Financial performance indicators 40 Appendix: Fees & Charges 42
102
Mayor’s Introduction
It gives me great pleasure to present this budget to the Mansfield community. This document outlines the broad range of services provided by council from home care for the elderly to road “Operational construction, urban planning, actions to keep our environment clean savings of and providing leisure facilities plus so much more. It also details the funding that is required to deliver these services and maintain $694,000” community infrastructure.
At the time of preparing last years budget (2017-18), long term forecasting indicated that Council was facing budget restraints with the compounding effect of mandated rate capping and rising operating costs. The Long Term Financial Plan identified that if Council were to continue to deliver the same level of services, and continue to build new capital infrastructure, we would be headed toward an unsustainable financial position. A growing infrastructure base was leading to increased annual maintenance and renewal costs, while the primary income source of rates and charges has been capped.
In response to these findings, Council issued a resolution on 27 June 2017 that the Chief Executive Officer immediately commence a comprehensive and strategic service review of all departments, services and functions to identify organisational savings of at least $500,000 per annum.
A great deal of work has been completed by council officers to find cost savings and this is reflected in the 2018-2019 annual budget. The completed review has resulted in operational savings of approximately $694,000, sourced from a net reduction in staff ($394,000), and a general tightening in recurrent materials and services spend ($300,000). These recurrent savings have allowed funds to be channeled into capital renewal or one-off operational projects to improve service delivery to the community at no additional cost in the immediate future.
Average rate increases have been capped at 2.25% in line with the Victorian Government’s Fair Go Rates System. Despite the financial challenge this poses, council is “Improved service determined to maintain and enhance its services, while delivery at no working within the cap. The majority of service charges for waste management will also increase at 2.25%, consistent additional cost to with the rate cap, however the change in China’s recyclable the community” import policies has driven the cost of disposal of recyclable materials up significantly beyond 2.25%. This is an impact that is reaching all Australian communities, and indeed having a global impact. Council have worked hard to negotiate the best service contract outcome possible for the community, limiting increases in kerbside recycling services to $15.03 per recycling bin for 2018-19.
Council will fund several new initiatives and will allocate additional funds to renew the council’s infrastructure as the 2018-19 budget follows through with competing priorities that were identified in the previous Council Plan. Some of these exciting initiatives include: • Continuation of the Station Precinct master plan • Upgrading Council’s website • A feasibility study for a dual court basketball stadium • A new asset management system and bureau service • Outlying communities economic rejuvenation program
Mansfield Shire Council Budget Report 2018-19
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The Capital Works program for 2018-19 will cost $6.4M, excluding projects that may be carried over from the 2017-18 year. Of the $6.4M in capital funding required, $4.5M will come from Council operations, and $1.9M from external grants and contributions. Some of the key infrastructure projects to be undertaken include: • A new pavilion at the Lords Oval • Increased funding for road resheeting • Special charge schemes sealing of New St (Mansfield), Church St (Mansfield), Ryan St (Mansfield, The Sideling (Jamieson) and Kitchen St (Bonnie Doon) and kerb & channel and parking lanes Highton Lane (Mansfield) • Swimming pool upgrades to the small pool and changerooms • Toilet upgrades, air conditioning / heating and an electronic entry system at the Mansfield Sporting Complex • A rolling program of public toilet infrastructure renewal throughout the Shire, starting with the facilities at Bon Crescent in Bonnie Doon • Planning for a rolling streetscape design and upgrade in major town centres
This budget is based on feedback received from our community, through various engagement and consultation processes and the resulting Strategic Resource Plan. Council plans to continue to seek community input and engage the Mansfield Shire community in the important decisions.
I look forward to working with you in the community to deliver these exciting projects throughout the coming year.
Cr Paul Volkering Mayor
Financial Snapshot 2017-18 2018-19 Key Statistics Forecast Budget $million million Total Expenditure 18.4 18.7 Comprehensive Operating Surplus 0.4 2.4 Underlying operating surplus (0.4) 0.9 Cash result 7.0 7.8
Capital Works Program 4.3 6.4 Funding the Capital Works Program Council 2.9 4.5 Contributions - 0.9 Borrowings - - Grants 1.4 1.0
Budgeted expenditure by strategic Budget Budget % objective $million Participation and partnerships 0.01 0.03% Financial sustainability 1.80 11.52% Community resilience and connectivity 3.87 24.75% Enhanced liveability 8.26 52.85% Responsible leadership 1.70 10.85%
Mansfield Shire Council Budget Report 2018-19
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1. Link to the Council Plan
This section describes how the Annual Budget links to the achievement of the Council Plan within an overall planning and reporting framework. This framework guides the Council in identifying community needs and aspirations over the long term, medium term (Council Plan) and short term (Annual Budget) and then holding itself accountable (Annual Report).
1.1 Planning and accountability framework
The Strategic Resource Plan, part of and prepared in conjunction with the Council Plan, is a rolling four-year plan that outlines the financial and non-financial resources that Council requires to achieve the strategic objectives described in the Council Plan. The Annual Budget is framed within the Strategic Resource Plan, considering the services and initiatives which contribute to achieving the strategic objectives specified in the Council Plan. The diagram below depicts the planning and accountability framework that applies to local government in Victoria.
Source: Department of Environment, Land, Water and Planning
The timing of each component of the planning framework is critical to the successful achievement of the planned outcomes.
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1.2 Our purpose
Our aspirations We aspire to live, work and play in an inclusive, dynamic and prosperous place where community spirit is strong and people are empowered to engage in issues that affect their lives.
Our principles The key principles that drive our decision making are:
• Inclusive decision making that respects diversity in opinions • Building upon the strengths of the Shire to achieve the greatest community benefit • Prudent short and long term financial management • Achievement of the highest standards of good governance and leadership • Transparency and accountability • Commitment to Human Rights
Our core values The values that drive our Council and Administration in the day to day delivery of our services and functions are: • Leadership – addressing tough issues head on and planning for the long term future and prosperity of this Shire • Collaboration – with our community and other key stakeholders to achieve the best outcomes for the community • Integrity – achieving the highest standards of good governance, transparency and accountability • Respect – recognising and valuing the diversity of views and needs within the community • Innovation – exploring and embracing smarter ways to deliver our services.
1.3 Strategic objectives
Council delivers services and initiatives under 28 major service categories. Each contributes to the achievement of one of the five Strategic Objectives as set out in the Council Plan for the 2017-2021 years. The following table lists the five Strategic Objectives as described in the Council Plan.
Strategic Objective Description
1. Participation and We believe it is essential that people have opportunities to participate in all partnerships aspects of community life, including Council decision making. Our small community will continue to prosper and succeed if we have strong partnerships with our community, other levels of government, other key service providers and private industry. 2. Financial We are a small municipality in terms of population. Decisions by other levels of sustainability government to cut recurrent funding sources and constrain our ability to raise our own revenue are starting to take a significant toll on our financial sustainability. Informed and decisive action is required by Council during the life of this Plan to secure Mansfield Shire’s long term financial security. 3. Community Council’s role is to assist the community in achieving its goals. It is a partnership. resilience and Neither Council nor the community can address the challenges and issues we connectivity face alone. Through collaboration with our local communities, other agencies and governments, we will assist people to work on their own solutions to the issues that are important to them.
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Strategic Objective Description
4. Enhanced We already have a great quality of life but as our population and needs change, liveability Council must have strategies in place to ensure the services and facilities we provide are responsive, sustainable and effective. Council recognises our role as an educator and facilitator around health and wellbeing issues but we are only one of many authorities and groups that need to work in a coordinated and targeted fashion to improve the quality of life for all. We also understand that the protection and enhancement of the beautiful natural environment in which we live is key to our quality of life. 5. Responsible Council is dedicated to achieving the highest standards of good governance, leadership with a focus on informed, equitable and transparent decision making. Accountability for our actions is important to us and we will report on our decisions and performance through a variety of means. We will be true to our values and create a Council and organisational culture based on inclusiveness, impartiality and integrity.
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2. Services and initiatives and service performance outcome indicators
This section provides a description of the services and initiatives to be funded in the Budget for the 2018-19 year and how these will contribute to achieving the strategic objectives outlined in the Council Plan. It also describes several initiatives and service performance outcome indicators for key areas of Council’s operations. Council is required by legislation to identify major initiatives and service performance outcome indicators in the Budget and report against them in their Annual Report to support transparency and accountability. The relationship between these accountability requirements in the Council Plan, the Budget and the Annual Report is shown below.
Source: Department of Environment, Land, Water and Planning
2.1 Strategic Objective 1: Participation and Partnerships
Council will encourage community participation in decision making, ensure our community has a say in matters of interest to them and that Council is an effective advocate on behalf of the community. Partnerships between key service providers and authorities across the municipality will be nurtured and strengthened.
Services
2016-17 2017-18 2018-19 Service Description of services Actual Forecast Budget area provided $'000 $'000 $'000
Local Advocacy services on behalf of Exp - 2 5 government the community (Rev) - - - partnerships NET - 2 5 Community Council contribution toward the Exp 91 100 - projects installation of additional (Rev) - - - telecommunication towers NET 91 100 -
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Major Initiatives 1) Develop and implement a Community Engagement Strategy 2) Develop a Community Vision in partnership with the community 3) Develop and implement an Active Aging Strategy
Other Initiatives
4) Schedule Ordinary Council Meetings in townships across the municipality to encourage local participation and provide the community with access to Councillors 5) Engage with regional partners, including the Hume Regional Road Group to deliver regional infrastructure planning and works that will benefit our municipality 6) Co-operate with Tourism North East, Mt Buller & Mt Stirling Resort Management Board, Goulburn Murray Water and other key industry stakeholders to deliver a range of tourism and visitor services 7) Develop and implement an Access and Inclusion Plan which aligns with the State Disability Plan
2.2 Strategic Objective 2: Financial Sustainability
Council has a strategic long term financial plan to continually assess and secure its ongoing financial sustainability, including sourcing a sustainable level of recurrent funding and own-source revenue streams, embracing innovation to maximise service efficiency and reduce costs, and prudent management of our asset maintenance and capital works program. Council will support economic development in the region to ensure Mansfield Shire’s economy remains diverse, and as our population continues to expand we must provide sustainable infrastructure development to support the growing communities.
Services
2016-17 2017-18 2018-19 Service Description of services Actual Forecast Budget area provided $'000 $'000 $'000 Economic Economic development programs Exp 272 439 342 development and projects such as (Rev) (3) (46) (20) contributions to various shows NET 268 393 322 and expos, Tourism North East (TNE), cooperative marketing, outlying community development, business sector support initiatives and product development. Events A range of community events Exp 186 110 174 including TARGA High Country, (Rev) (2) (5) (5) the High Country Festival, and NET 184 105 169 the Lake Eildon Festival Community Property management of Council Exp 24 66 70 assets and owned facilities (leasing, (Rev) (4) (6) (3) land licensing, maintenance, sale and NET 20 60 67 management acquisition of property).
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2016-17 2017-18 2018-19 Service Description of services Actual Forecast Budget area provided $'000 $'000 $'000 Financial Management of Council’s Exp 718 947 683 services investments and finances, (Rev) (3,027) (1,066) (2,061) payment of salaries and wages to NET (2,309) (119) (1,378) Council employees, payment of creditor invoices, budget preparation, quarterly finance reporting to Council, and annual statutory reporting to governing bodies. The Victorian Grants Commission distributes funding support from the Commonwealth government for the administration of Council across all services, and this income is also reported as part of the Finance service. Revenue This service raises and collects Exp 263 489 263 services property rates and charges and other sundry debtor invoices, and (Rev) - - - co-ordinates the valuation or NET 263 489 263 properties throughout the municipality. Strategic This service prepares, Exp 223 231 268 planning implements and undertakes reviews of the Mansfield Planning (Rev) (51) - (50) Scheme (as required by NET 172 231 218 legislation) by developing reports, strategic studies and other matters for presentation to Council, planning panels and other stakeholders. Review of the Planning Scheme will result in the preparation and processing of planning scheme amendments to implement the Mansfield Planning Scheme’s policy framework
Major Initiatives
1) Develop a master plan for the Station Precinct in partnerships with key stakeholders 2) Develop and implement a co-ordinated review of Council assets in consultation with the community focusing on whether or not the disposal of key assets would realise greater net community benefit. This includes the proposed sale of land at Minerva Street and Lakins Road.
Other Initiatives
3) Improve asset management practices and data reliability by outsourcing Council’s asset management function to a third party entity that will provide access to world class technology and expertise in asset and infrastructure management within local government. 4) Review Council’s Economic Development Strategy in partnership with the business community to ensure a medium term plan is in place to support ongoing economic growth 5) Identify opportunities for streamlining processes, data collection and in the field connectivity using mobile technology to maximise service efficiency. This includes the implementation of the Office 365 platform to allow efficient internal administration using modern, cloud-based technology.
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2.3 Strategic Objective 3: Community resilience and connectivity
Mansfield Shire is a welcoming, supporting and inclusive place to be, and Council will support our communities in meeting their own needs. We will provide responsive and effective information portals (website, social media etc), and continue to support the community in its efforts to lobby for the infrastructure it needs to remain connected and progressive. Council will work together with community and emergency responders to ensure the community is prepared for emergencies and natural disasters.
Services
2016-17 2017-18 2018-19 Service Description of services Actual Forecast Budget area provided $'000 $'000 $'000 Aged and Home and community care Exp 975 966 705 disability assessment and programs, the (Rev) (829) (757) (736) services community bus, meals on NET 146 209 (31) wheels, planned activity groups, senior citizens and volunteers. Community Community matching fund Exp 619 461 570 development contributions, and community (Rev) (166) (225) (115) projects including community NET 453 236 455 planning, development and resilience. Youth services including the Mansfield Youth Centre, Freeza, youth engagement program and youth development. Emergency Fire prevention and emergency Exp 150 170 169 management management. Relief and (Rev) (71) (67) (69) recovery operations with a focus NET 79 103 100 on the Municipal Emergency Resource Programme in the context of community capacity building. Family Integrated family services, the Exp 523 519 492 services & Family, Youth and Childrens (Rev) (399) (370) (408) partnerships Centre, financial counselling, NET 124 149 84 maternal & child health services. Customer This service acts as the main Exp 531 521 500 service and customer interface with the (Rev) (10) (16) (19) records community at the Municipal NET 521 505 481 Office and also the Visitor Information Centre. Services include receipting of rates and other payments, VicRoads agency services, proof of age identification cards, records and information management and providing general information and directing enquiries from the community. Information Communications and computer Exp 342 400 712 technology systems, facilities and (Rev) - (1) (2) infrastructure to enable Council NET 342 399 710 staff to deliver services efficiently. Mansfield Shire Council Budget Report 2018-19
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2016-17 2017-18 2018-19 Service Description of services Actual Forecast Budget area provided $'000 $'000 $'000
Arts, culture Mansfield Library services and Exp 260 342 333 and library the Mansfield Performing Arts (Rev) (75) (150) (132) Centre. NET 185 192 201 Other Administration and support for Exp 264 340 388 community the Community Services (Rev) (28) (21) (10) services department. NET 236 319 378
Major Initiatives
1) Redevelop Council’s website to provide improved capability and more useful online interaction between Council and the community
Other Initiatives
2) Facilitate social inclusion and participation of both residents in remote townships and our senior citizens, through the provision of visiting library services. 3) Facilitate stronger communities and foster intergenerational engagement by developing and implementing the Active Ageing Strategy, incorporating the Diversity Plan and the Active Service Model Plan. 4) Review Council’s Emergency Management Plan to ensure it responds to legislative change, process improvements following incident reviews and changing community expectations.
Service Performance Outcome Indicators
2016-17 2017-18 2018-19 Service Indicator Actual Forecast Budget Libraries* Participation 18% 18% 18% Maternal Participation in MCH service 82% 83% 85% and child Participation in MCH service by 100% 100% 100% health* Aboriginal children
*refer to table at end of section 2.5 for information on the calculation of Service Performance Outcome Indicators.
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2.4 Strategic Objective 4: Enhanced liveability
Council have long term strategies and capital works programs in place to respond to changing community needs, and will continue to be supportive of community passion around arts, culture, heritage and the environment. Council will encourage the community to proactively manage its health and wellbeing. Council will demonstrate strong policy and decision making frameworks to enhance and preserve the unique character of our Shire for future generations.
Services
2016-17 2017-18 2018-19 Description of services Service area Actual Forecast Budget provided $'000 $'000 $'000 Sport and Sports facilities including the Exp 240 324 328 recreation Mansfield pool and Mansfield (Rev) (391) (143) (626) Sporting Complex, school NET (151) 181 (298) transport, the Sport and Recreation Strategic Plan and related actions including Active Mansfield and the Sport and Recreation Advisory Committee. Building Provision of information on Exp 90 91 96 services building regulations, fencing, (Rev) (39) (46) (46) termites, relocation of dwellings, NET 51 45 50 swimming pools and spas, requirements in bushfire prone areas, and general property issues. This service also assesses applications to vary the standard provisions of the Building Regulations, undertakes inspections to finalise permits issued by Council and receives and records all building permits issued within the Shire Environment Development of environmental Exp 102 114 108 policy and Monitoring of (Rev) (23) (23) (24) compliance with environmental NET 79 91 84 regulations (eg EPA). This service also coordinates and implements environmental projects and works with other services to improve Council’s environmental performance. Health Coordination of food safety Exp 208 211 240 support programs, Tobacco Act (Rev) (157) (142) (140) activities and smoke free dining NET 51 69 100 and gaming venue issues. The service also works to rectify any public health concerns relating to unreasonable noise emissions, housing standards and pest controls.
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2016-17 2017-18 2018-19 Description of services Service area Actual Forecast Budget provided $'000 $'000 $'000 Local laws Animal management services Exp 198 198 220 including a cat trapping program, (Rev) (146) (125) (137) dog and cat collection, lost and NET 52 73 83 found notification, Council pound, registration and administration, after hours and emergency services. Local Laws also oversee parking infringements. Statutory The statutory planning service Exp 370 376 396 planning applies and enforces the (Rev) (181) (171) (171) provisions of the Mansfield NET 189 205 225 Planning Scheme through expert advice to Council, applicants and the community. The service also assesses and determines planning and subdivision applications, and defends Council decisions at VCAT. Waste Kerbside rubbish collections of Exp 2,086 2,048 2,210 management garbage and recycling waste (Rev) - - - from all households and some NET 2,086 2,048 2,210 commercial properties in the Shire. Other waste management services include the Resource Recovery Centre and a community education program. Development Administration support for the Exp 311 404 345 services development services (Rev) - - - management department. NET 311 404 345 School Supervisors at school crossings Exp 78 75 74 crossing throughout the municipality to (Rev) (12) (34) (35) supervision assist in ensuring school aged NET 66 41 39 children are able to cross the road safely enroute to and from school. Roads Ongoing maintenance of the Exp 2,120 1,779 1,797 Council’s road, footpath and (Rev) (1,356) (453) (914) drain network. NET 764 1,326 883 Field Infrastructure maintenance, Exp 286 305 406 services renewal and upgrades. (Rev) - - - NET 286 305 406 Parks and Tree pruning, planting and Exp 796 820 841 gardens removal, street tree planning and (Rev) (8) (7) (7) strategies, management of parks NET 788 813 834 and gardens.
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2016-17 2017-18 2018-19 Description of services Service area Actual Forecast Budget provided $'000 $'000 $'000 Infrastructure Capital works planning for civil Exp 697 910 1,197 management infrastructure assets facilities (Rev) (6,370) (1,416) (1,478) maintenance works, supervision NET (5,673) (506) (281) and approval of private development activities, design, tendering and contract management, and supervision of Council’s capital works program including asset management and renewal programs.
Major Initiatives
1) Implement the recommendations from the Sports Facility Strategy in consultation with sporting groups and funding bodies, including a new pavilion at the Lords Oval and a feasibility study around a dual court basketball stadium. 2) Plan a rolling program of streetscape improvements for the Mansfield township and smaller settlements.
Other Initiatives
3) Review the Environment Strategy and Waste Management Strategy in consultation with the community.
Service Performance Outcome Indicators
2016-17 2017-18 2018-19 Service Indicator Actual Forecast Budget Statutory Decision making planning* 100% 100% 100% Roads* Satisfaction 59/100 61/100 62/100 Waste Waste diversion collection * 34.79% 35.42% 36.00% Aquatic Utilisation facilities* 2.09 2.01 2.05 Animal Health and safety management* 3 2 2 Food safety* Health and safety 96% 96% 96%
*refer to table at end of section 2.5 for information on the calculation of Service Performance Outcome Indicators.
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2.5 Strategic Objective 5: Responsible leadership
Council expect to achieve the highest standards of good governance, and ensure our organisation is driven by a positive culture. Council will report transparently on its performance and decision making, and will maintain a strong framework to proactively mitigate risk.
Services
2016-17 2017-18 2018-19 Description of services Service area Actual Forecast Budget provided $'000 $'000 $'000 Governance Statutory and corporate support Exp 923 795 695 for executive management and (Rev) - - - Councillors, Freedom of NET 923 795 695 Information, and social media management. Councillors Councillor remuneration, election Exp 276 230 245 procedures and council induction (Rev) - - - and training programs. NET 276 230 245 Human Staff recruitment, resourcing, Exp 412 442 474 resources training and development, and (Rev) - - - workcover. NET 412 442 474 Risk Identification and management Exp 73 105 283 Management of key organisation risks, fraud (Rev) - - - control, general insurance, the NET 73 105 283 Audit & Risk Advisory Committee, internal audit, and occupational health and safety.
Major Initiatives
1) Conduct a review of Council’s Advisory Committee system, informed by the Community Engagement Strategy to ensure they provide the most meaningful and efficient means of strengthening Council / community collaboration. 2) Complete three independent internal audits per annum, with the findings and management responses being presented to both Council and the Audit and Risk Advisory Committee.
Other Initiatives
3) Complete a good governance audit with progressive implementation of its recommendations. 4) Develop and implement an annual Good Governance Training Program for Councillors, including a self-evaluation of performance.
Service Performance Outcome Indicators
2016-17 2017-18 2018-19 Service Indicator Actual Forecast Budget Governance* Satisfaction 60/100 65/100 67/100
*refer to table at end of section 2.5 for information on the calculation of Service Performance Outcome Indicators.
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Service Performance Outcome Indicators
Service Indicator Performance Measure Computation Governance Satisfaction Satisfaction with Council decisions Community satisfaction rating out of 100 with how Council has (Community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community performed in making decisions in the interests of the community)
Statutory planning Decision making Council planning decisions upheld at VCAT [Number of VCAT decisions that did not set aside Council’s decision in (Percentage of planning application decisions subject to review by relation to a planning application - Number of VCAT decisions in VCAT and that were not set aside) relation to planning applications] x100
Roads Satisfaction Satisfaction with sealed local roads Community satisfaction rating out of 100 with how Council has (Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads. performed on the condition of sealed local roads)
Libraries Participation Active library members [Number of active library members - municipal population] x100 (Percentage of the municipal population that are active library members)
Waste collection Waste diversion Kerbside collection waste diverted from landfill [Weight of recyclables and green organics collected from kerbside (Percentage of garbage, recyclables and green organics collected from bins - Weight of garbage, recyclables and green organics collected kerbside bins that is diverted from landfill) from kerbside bins] x100
Aquatic Facilities Utilisation Utilisation of aquatic facilities Number of visits to aquatic facilities - Municipal population (Number of visits to aquatic facilities per head of municipal population)
Animal Health and safety Animal management prosecutions Number of successful animal management prosecutions Management (Number of successful animal management prosecutions)
Food safety Health and safety Critical and major non-compliance outcome notifications [Number of critical non-compliance outcome notifications and major (Percentage of critical and major non-compliance outcome notifications non-compliance outcome notifications about a food premises followed that are followed up by Council) up - Number of critical non-compliance outcome notifications and major non-compliance outcome notifications about food premises] x100 Maternal and Participation Participation in the MCH service [Number of children who attend the MCH service at least once (in the Child Health (Percentage of children enrolled who participate in the MCH service) year) - Number of children enrolled in the MCH service] x100
Participation in MCH service by Aboriginal children [Number of Aboriginal children who attend the MCH service at least (Percentage of Aboriginal children enrolled who participate in the MCH once (in the year) - Number of Aboriginal children enrolled in the MCH service) service] x100
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2.6 Reconciliation with budgeted operating result
Net Cost Expenditure Revenue Strategic Objectives (Revenue) $’000 $’000 $’000 Participation and partnerships 5 5 - Financial sustainability (339) 1,801 (2,140) Community resilience and connectivity 2,377 3,868 (1,491) Enhanced liveability 4,682 8,260 (3,578) Responsible leadership 1,696 1,696 - Total 8,421 15,630 (7,209)
Expenses added in: Depreciation 3,171 Finance costs - Others - Deficit before funding sources 11,592 Funding sources added in: Rates & charges revenue (10,654) Waste charge revenue (3,340) Total funding sources (13,994) Operating surplus for the year (2,402) Less Capital grants 1,005 Capital contributions 863 Underlying surplus (534) Less Additional rates funded Capex beyond depreciation 1,371 Loan principal repayments 265 Proceeds from sale of assets (1,834) Cash movement in other balance sheet items (28) (Surplus) / Deficit funds (760)
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3. Financial statements
This section presents information in regard to the Financial Statements and Statement of Human Resources. The budget information for the year 2018-19 has been supplemented with projections to 2021-22 extracted from the Strategic Resource Plan.
This section includes the following financial statements prepared in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.
Comprehensive Income Statement Balance Sheet Statement of Changes in Equity Statement of Cash Flows Statement of Capital Works Statement of Human Resources
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Comprehensive Income Statement For the four years ending 30 June 2022
Forecast Strategic Resource Plan Budget Actual Projections 2017-18 2018-19 2019-20 2020-21 2021-22
NOTES $’000 $’000 $’000 $’000 $’000
Income Rates and charges 4.1.1 13,105 13,671 14,106 14,559 15,023 Statutory fees and fines 279 282 288 293 299 User fees 683 703 717 732 746 Grants – operating 4.1.2 2,795 4,286 4,186 4,226 4,267 Grants - capital 4.1.2 1,369 1,010 3,943 3,808 1,987 Contributions - monetary 4.1.3 24 863 563 108 93 Contributions – non-monetary 4.1.3 114 - - - - Net gain/(loss) on disposal of property, infrastructure, plant and 144 5 (7) (54) 8 equipment Other income 236 251 315 299 255 Total income 18,749 21,071 24,111 23,971 22,678
Expenses Employee costs 4.1.4 8,660 8,321 8,902 9,036 9,171 Materials and services 4.1.5 6,196 6,755 6,385 6,549 6,707 Depreciation and amortisation 3,055 3,171 3,531 3,698 3,831 Borrowing costs 186 169 119 110 99 Other expenses 276 253 242 240 239 Total expenses 18,373 18,669 19,179 19,632 20,048
Surplus/(deficit) for the year 376 2,402 4,932 4,339 2,630
Other comprehensive income Items that will not be reclassified to surplus or deficit in future periods Net asset revaluation increment - - - - - /(decrement) Total comprehensive result 376 2,402 4,932 4,339 2,630
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Balance Sheet For the four years ending 30 June 2022
Forecast Strategic Resource Plan Budget Actual Projections 2017-18 2018-19 2019-20 2020-21 2021-22
NOTES $’000 $’000 $’000 $’000 $’000
Assets Current assets Cash and cash equivalents 7,022 7,782 7,139 5,445 5,604 Trade and other receivables 1,042 1,055 1,061 1,079 1,100 Inventories 40 40 40 40 40 Other assets 125 125 125 125 125 Total current assets 8,229 9,002 8,365 6,689 6,869
Non-current assets Trade and other receivables 59 36 27 20 14 Property, infrastructure, plant & 116,903 118,312 123,836 129,701 131,991 equipment Total non-current assets 116,962 118,348 123,863 129,721 132,005 Total assets 125,191 127,350 132,228 136,410 138,874
Liabilities Current liabilities Trade and other payables 838 838 934 934 934 Trust funds and deposits 1,044 1,044 1,044 1,044 1,044 Provisions 1,707 1,741 1,773 1,808 1,858 Interest-bearing liabilities 4.2.1 265 173 183 193 204 Total current liabilities 3,854 3,796 3,934 3,979 4,040
Non-current liabilities Provisions 303 291 282 273 250 Interest-bearing liabilities 4.2.1 2,287 2,114 1,931 1,738 1,534 Total non-current liabilities 2,590 2,405 2,213 2,011 1,784 Total liabilities 6,444 6,201 6,147 5,990 5,824 Net assets 118,747 121,149 126,081 130,420 133,050
Equity Accumulated surplus 48,199 48,901 53,433 58,172 60,802 Reserves 70,548 72,248 72,648 72,248 72,248 Total equity 118,747 121,149 126,081 130,420 133,050
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Statement of Changes in Equity For the four years ending 30 June 2022
Accumulated Revaluation Other Total Surplus Reserve Reserves NOTES $’000 $’000 $’000 $’000 2018 Forecast Actual Balance at beginning of the financial year 118,371 47,823 70,156 392 Surplus/(deficit) for the year 376 376 - - Net asset revaluation increment/(decrement) - - - - Transfers to other reserves - - - - Transfers from other reserves - - - - Balance at end of the financial year 118,747 48,199 70,156 392
2019 Budget Balance at beginning of the financial year 118,747 48,199 70,156 392 Surplus/(deficit) for the year 2,402 2,402 - - Net asset revaluation increment/(decrement) - - - - Transfers to other reserves 4.3.1 - (1,700) - 1,700 Transfers from other reserves 4.3.1 - - - - Balance at end of the financial year 4.3.2 121,149 48,901 70,156 2,092
2020 Balance at beginning of the financial year 121,149 48,901 70,156 2,092 Surplus/(deficit) for the year 4,932 4,932 - - Net asset revaluation increment/(decrement) - - - - Transfers to other reserves - (400) - 400 Transfers from other reserves - - - - Balance at end of the financial year 126,081 53,433 70,156 2,492
2021 Balance at beginning of the financial year 126,081 53,433 70,156 2,492 Surplus/(deficit) for the year 4,339 4,339 - - Net asset revaluation increment/(decrement) - - - - Transfers to other reserves - - - - Transfers from other reserves - 400 - (400) Balance at end of the financial year 130,420 58,172 70,156 2,092
2022 Balance at beginning of the financial year 130,420 58,172 70,156 2,092 Surplus/(deficit) for the year 2,630 2,630 - - Net asset revaluation increment/(decrement) - - - - Transfers to other reserves - - - - Transfers from other reserves - - - - Balance at end of the financial year 133,050 60,802 70,156 2,092
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Statement of Cash Flows For the four years ending 30 June 2022
Forecast Strategic Resource Plan Actual Budget Projections 2017-18 2018-19 2019-20 2020-21 2021-22
$’000 $’000 $’000 $’000 $’000
Inflows Inflows Inflows Inflows Inflows
NOTES (Outflows) (Outflows) (Outflows) (Outflows) (Outflows)
Cash flows from operating activities Rates and charges 13,129 13,682 14,110 14,548 15,009 Statutory fees and fines 279 282 288 293 299 User fees 683 703 717 732 746 Grants – operating 2,795 4,286 4,186 4,226 4,267 Grants - capital 2,269 1,010 3,943 3,808 1,987 Contributions - monetary 24 863 563 108 93 Other receipts 237 251 315 299 255 Employee costs (8,624) (8,284) (8,865) (8,998) (9,132) Materials and services (6,747) (6,770) (6,399) (6,561) (6,721) Other payments (173) (253) (242) (240) (239) Net cash provided by/(used in) 4.4.1 operating activities 3,872 5,770 8,616 8,215 6,564
Cash flows from investing activities Payments for property, infrastructure, (4,276) (6,410) (9,032) (9,669) (6,193) plant and equipment Proceeds from sale of property, infrastructure, plant and equipment 144 1,834 65 53 80 Net cash provided by/(used in) 4.4.2 investing activities (4,132) (4,576) (8,967) (9,616) (6,113)
Cash flows from financing activities Finance costs (186) (169) (119) (110) (99) Repayment of borrowings (397) (265) (173) (183) (193) Net cash provided by/(used in) 4.4.3 financing activities (582) (434) (292) (293) (292) Net increase/(decrease) in cash & cash equivalents (843) 760 (643) (1,694) 159 Cash and cash equivalents at the beginning of the financial year 7,865 7,022 7,782 7,139 5,445 Cash and cash equivalents at the end of the financial year 7,022 7,782 7,139 5,445 5,604
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Statement of Capital Works For the four years ending 30 June 2022
Forecast Strategic Resource Plan Actual Budget Projections 2017-18 2018-19 2019-20 2020-21 2021-22 NOTES $’000 $’000 $’000 $’000 $’000 Property Land improvements 25 - - 58 - Total land 25 - - 58 - Buildings 80 509 3,195 2,565 579 Total buildings 80 509 3,195 2,565 579 Total property 105 509 3,195 2,623 579 Plant and equipment Plant, machinery and equipment 621 644 379 275 397 Fixtures, fittings and furniture 15 19 15 15 15 Computers and telecommunications 179 79 180 45 61 Total plant and equipment 815 742 574 335 473 Infrastructure Roads 1,824 3,764 3,345 3,195 2,978 Bridges 458 150 - 1,415 710 Footpaths and cycleways 220 50 232 118 149 Drainage 152 10 351 11 378 Recreational, leisure and community 692 1,155 200 420 30 facilities Parks, open space and streetscapes - 30 1,135 1,552 770 Off street car parks - - - - 126 Other infrastructure 10 - - - - Total infrastructure 3,356 5,159 5,263 6,711 5,141 Total capital works expenditure 4.5.1 4,276 6,410 9,032 9,669 6,193
Expenditure types represented by: New asset expenditure 25 952 2,875 3,188 660 Asset renewal expenditure 4,251 3,504 4,131 4,334 3,855 Asset upgrade expenditure - 1,954 2,026 2,147 1,678 Total capital works expenditure 4.5.1 4,276 6,410 9,032 9,669 6,193
Funding sources represented by: Grants 1,369 1,010 3,943 3,808 1,987 Contributions - 858 558 103 88 Council cash 2,907 4,542 4,531 5,758 4,118 Borrowings - - - - - Total capital works expenditure 4.5.1 4,276 6,410 9,032 9,669 6,193
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Statement of Human Resources For the four years ending 30 June 2022
Forecast Strategic Resource Plan Actual Budget Projections 2017-18 2018-19 2019-20 2020-21 2021-22
$’000 $’000 $’000 $’000 $’000
Staff expenditure Employee costs - operating 8,660 8,321 8,902 9,036 9,171 Employee costs - capital - - - - - Total staff expenditure 8,660 8,321 8,902 9,036 9,171
FTE FTE FTE FTE FTE Staff numbers Employees 94.2 94.2 96.2 96.2 96.2 Total staff numbers 94.2 94.2 96.2 96.2 96.2
A summary of human resources expenditure categorised according to the organisational structure of Council is included below:
Comprises Budget Permanent Casual Temporary 2018-19 Full time Part Time $’000 Department $’000 $’000 $’000 $’000 Executive Services 309 309 - - - Community Services 2,231 792 1,424 15 - Corporate & Organisational Development 848 501 347 - - Development Services 1,157 792 365 - - Finance 738 184 554 - - Infrastructure 2,521 2,401 88 32 - Strategy and Governance 418 418 - - - Total staff expenditure 8,222 5,397 2,778 47 - Fringe benefits tax 31 Contract staff 68 Total expenditure 8,321
A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below:
Budget Comprises Department 2018-19 Permanent Casual Temporary FTE Full time Part Time Executive Services 2.0 2.0 - - - Community Services 26.7 8.0 18.5 0.2 - Corporate & Organisational Development 9.5 5.0 4.5 - - Development Services 12.2 8.0 4.2 - - Finance 7.6 1.9 5.7 - - Infrastructure 32.2 30.5 1.3 0.4 - Strategy and Governance 4.0 4.0 - - - Total staff FTE 94.2 59.4 34.2 0.6 -
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4. Notes to the financial statements
This section presents detailed information on components of the financial statements required by the Act and the Regulations.
4.1 Comprehensive Income Statement
4.1.1 Rates and charges
Total rates and charges for 2018-19 will be $13.7 million.
In developing the Strategic Resource Plan, rates and charges were identified as an important source of revenue. Planning for future rate increases has therefore been an important component of the Strategic Resource Planning process. The Fair Go Rates System (FGRS) sets out the maximum amount councils may increase rates in a year. For 2018-19 the FGRS cap has been set at 2.25%. The cap applies to both general rates and municipal charges and is calculated on the basis of council’s average rates and charges.
The level of required rates and charges has been considered in this context, with reference to Council's other sources of income and the planned expenditure on services and works to be undertaken for the community.
To achieve these objectives while maintaining service levels and a strong capital expenditure program, the average general rate and the municipal charge will increase by 2.25% in line with the rate cap.
Waste charges per property for garbage and community waste will increase by 2.25% in line with the rate cap. Recycling charges will increase by 8.15% due to a significant market increase in the cost for disposal of recyclable materials. The increase has been driven by the global impact of the change in China’s recyclable import policies. Properties serviced by kerbside recycling collections will receive an increase to their rate notices of $15.03 per bin. This allows Council to continue to provide a recycling service and ensure recyclable materials are not diverted to landfill.
4.1.1(a) The reconciliation of the total rates and charges to the Comprehensive Income Statement is as follows:
Forecast Actual Budget Change
2017-18 2018-19 $’000 $’000 $’000 % General rates* 7,926 8,257 331 4.18% Municipal charge* 1,978 2,058 80 4.01% Waste management charge 3,036 3,196 160 5.28% Supplementary rates and rate adjustments 155 150 (5) -3.23% Revenue in lieu of rates 10 10 0 0.00% Total rates and charges 13,105 13,671 566 4.31%
*These items are subject to the rate cap established under the FGRS.
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4.1.1(b) The rate in the dollar to be levied as general rates under Section 158 of the Act for each type or class of land compared with the previous financial year
2017-18 2018-19 Type or class of land Change Cents/$CIV* Cents/$CIV* General rate for rateable residential properties 0.2723 0.2514 -7.7% General rate for rateable commercial properties 0.3827 0.3545 -7.4% General rate for rateable vacant land 0.3775 0.3494 -7.4% General rate for rateable rural residential properties 0.2534 0.2338 -7.7% General rate for rateable farmland 0.1970 0.1810 -8.1%
4.1.1(c) The estimated total amount to be raised by general rates in relation to each type or class of land, and the estimated total amount to be raised by general rates, compared with the previous financial year
2017-18 2018-19 Change Type or class of land $’000 $’000 $’000 % Residential 2,825 2,919 94 3.33% Commercial 655 709 54 8.23% Vacant land 241 279 38 15.96% Rural residential 2,676 2,783 107 4.01% Farmland 1,539 1,577 38 2.45% Total amount to be raised by general rates 7,936 8,267 331 4.17%
4.1.1(d) The number of assessments in relation to each type or class of land, and the total number of assessments, compared with the previous financial year.
2017-18 2018-19 Change Type or class of land Number Number Number % Residential 3,501 3,537 36 1.03% Commercial 348 361 13 3.74% Vacant land 542 555 13 2.40% Rural residential 2,326 2,393 67 2.88% Farmland 829 826 (3) -0.36% Total number of assessments 7,546 7,672 126 1.67%
4.1.1(e) The basis of valuation to be used is the Capital Improved Value (CIV).
4.1.1(f) The estimated total value of each type or class of land, and the estimated total value of land, compared with the previous financial year
2017-18 2018-19 Change Type or class of land $’000 $’000 $’000 % Residential 1,037,216 1,161,093 123,877 11.94% Commercial 171,137 199,969 28,832 16.85% Vacant land 63,849 79,980 16,131 25.26% Rural residential 1,056,002 1,190,391 134,389 12.73% Farmland 781,460 871,345 89,885 11.50% Total value of land 3,109,664 3,502,778 393,114 12.64%
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4.1.1(g) The municipal charge under Section 159 of the Act compared with the previous financial year
Per Rateable Per Rateable Property Property Change Type of Charge 2017-18 2018-19 $ $ $ % Municipal 270.61 276.70 6.09 2.25%
4.1.1(h) The estimated total amount to be raised by municipal charges compared with the previous financial year
2017-18 2018-19 Change Type of Charge $’000 $’000 $’000 % Municipal 1,978 2,058 80 4.03%
4.1.1(i) The rate or unit amount to be levied for each type of service rate or charge under Section 162 of the Act compared with the previous financial year
Per Rateable Per Rateable Property Property Change Type of Charge 2017-18 2018-19 $ $ $ % Kerbside rubbish collection - 80L bin 161.58 165.22 3.64 2.25% Kerbside rubbish collection - 120L bin 286.81 293.26 6.45 2.25% additional bin 286.81 293.26 6.45 2.25% Kerbside rubbish collection - 240L bin 478.66 489.43 10.77 2.25% additional bin 478.66 489.43 10.77 2.25% Kerbside recycling collection - 240L bin 184.49 199.52 15.03 8.15% additional bin 143.41 157.51 14.10 9.83% Community waste 113.46 116.01 2.55 2.25%
4.1.1(j) The estimated total amount to be raised by each type of service rate or charge, and the estimated total amount to be raised by service rates and charges, compared with the previous financial year
2017-18 2018-19 Change Type of Charge $’000 $’000 $’000 % Kerbside collection 1,751 1,801 50 2.86% Recycling 1,126 1,226 100 8.88% Community waste 159 169 10 6.29% Total 3,036 3,196 160 5.27%
4.1.1(k) Fair Go Rates System Compliance
Mansfield Shire Council is fully compliant with the State Government’s Fair Go Rates System.
2017-18 2018-19 Total Rates (prior year annualised) $ 9,720,631 $10,098,247 Number of rateable properties 7,546 7,672 Base Average Rates (prior year) $ 1,288 $ 1,316 Maximum Rate Increase (set by the State Government) 2.00% 2.25% Capped Average Rate (this year) $ 1,314 $ 1,346 Maximum General Rates and Municipal Charges Revenue $ 9,915,044 $10,325,458 Budgeted General Rates and Municipal Charges Revenue $ 9,913,882 $10,325,485
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4.1.1(l) There are no known significant changes which may affect the estimated amounts to be raised by rates and charges. However, the total amount to be raised by rates and charges may be affected by:
• The making of supplementary valuations (2018-19: estimated $150,000 and 2017-18: $155,000) • The variation of returned levels of value (e.g. valuation appeals) • Changes of use of land such that rateable land becomes non-rateable land and vice versa • Changes of use of land such that the class of land alters between residential, commercial or farmland.
4.1.1(m) Differential rates
The rate and amount of rates payable in relation to land in each category of differential are: • A general rate of 0.2514 cents in the dollar of CIV for all rateable residential properties • A general rate of 0.3545 cents in the dollar of CIV for all rateable commercial properties. • A general rate of 0.3494 cents in the dollar of CIV for all rateable vacant land • A general rate of 0.2338 cents in the dollar of CIV for all rateable rural residential properties • A general rate of 0.1810 cents in the dollar of CIV for all rateable farmland properties
Each differential rate will be determined by multiplying the Capital Improved Value of rateable land (categorised by the characteristics described below) by the relevant percentages indicated above.
Council believes each differential rate will contribute to the equitable and efficient carrying out of council functions. Details of the objectives of each differential rate, the types of classes of land which are subject to each differential rate and the uses of each differential rate are set out below.
Residential land The residential differential rate is applied to all properties that do not fall under the definition of any of the following:
• Rural residential • Farmland • Commercial • Vacant land • Cultural and recreational
The residential rate may be considered the “benchmark” rate against which all other differential rates are determined.
Rural Residential Rural residential land is defined as any land within in the municipal district and which; (a) does not have the characteristics of (i) Farmland (ii) Vacant land (iii) Cultural and recreational land (iv) Commercial land and: (b) has a minimum area of 2.0ha
Access to services and facilities is a key factor that should determine the level of rates levied and therefore Council has determined rural residential properties (that typically are located further from the town centre) should receive a reduced differential rate, being 7% less than the residential rate.
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Farmland Farmland is defined under section 2(1) of the Valuation of Land Act 1960, which states:
Farmland means any rateable land - (a) That is not less than 2 hectares in areas; and (b) That is used primarily for grazing (including agistment), dairying, pig-farming, poultry-farming, fish-farming, tree-farming, bee-keeping, viticulture, horticulture, fruit-growing or the growing of crops of any kind or for any combination of those activities; and (c) that is used by a business — i. that has a significant and substantial commercial purpose or character; and ii. that seeks to make a profit on a continuous or repetitive basis from its activities on the land; and iii. that is making a profit from its activities on the land, or that has a reasonable prospect of making a profit from its activities on the land if it continues to operate in the way that it is operating.
A differential rate being 28% less than the residential rate is applied to farmland. Property owners must complete and submit Councils’ “Application for Classification of Rateable Property as Farmland” form to be considered for the Farmland differential rate.
Commercial The commercial differential rate is 141% of the residential rate. The higher differential reflects the assumption that commerce and industry, particularly tourist related businesses, attract non-residents to the municipality and consequently result in additional costs to council.
Vacant Land Council provides an incentive to develop vacant land by applying a differential rate of 139% of the residential rate.
While vacant land attracts fewer costs due its reduced use of Council services, and arguably should therefore bear lower rates than a comparable improved property, the valuation of the property is lower (given no capital improvements) and therefore reflects this.
Cultural and Recreational Cultural and recreational land is assessed under the Cultural and Recreational Lands Act 1963.
Mansfield Shire currently has 5 properties that qualify as Cultural and Recreational land under the Act. They are: • Nillahcootie Sailing Club • Goughs Bay Boat Club • Mansfield Golf Club • Mansfield Bowls Club • Mansfield Agricultural and Pastoral Association
The rates are determined on an individual case by case basis, as required under the Act, giving consideration to: • the benefit to the community derived from the land, and • what is a reasonable amount to be charged for the services provided.
Rebates and Concessions - Not for Profit Retirement Villages Under the Local Government Act 1989 (Section 169 1(a)) Council may grant a rebate in relation to any rate or charges to assist the proper development of the municipal district.
Council has elected to provide a rebate to Beolite Village, a not-for-profit retirement village, with respect to the community benefit derived from the Community Centre facility that is available for use by members of the Mansfield Shire community. Mansfield Shire Council Budget Report 2018-19
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4.1.2 Grants
Forecast Budget Actual Change 2017-18 2018-19 $’000 $’000 $’000 % Grants were received in respect of the following:
Summary of grants
Commonwealth funded grants 2,655 3,656 1,001 38% State funded grants 1,509 1,640 131 9% Total grants received 4,164 5,296 1,132 27%
(a) Operating Grants
Recurrent - Commonwealth Government
Financial Assistance Grants 1,378 2,813 1,435 104% General home care 393 393 - 0% Recurrent - State Government Aged care 144 142 (2) -1% School crossing supervisors 34 35 1 4% Libraries 122 122 - 0% Maternal and child health 132 173 41 31% Youth 65 52 (12) -19% Family and children 173 173 - 0% Financial counselling 16 16 - 0% Environmental health 17 13 (4) -23% Rural access 20 20 - 1% Roads - VicRoads 7 7 - 0% Property valuations - State Revenue Office - 89 89 100% Total recurrent grants 2,501 4,048 1,547 62% Non-recurrent - Commonwealth Government
Planned activities 4 - (4) -100% Station Precinct Master Plan - 50 50 100% Non-recurrent - State Government End of Life project 20 - (20) -100% Municipal emergency response program 62 60 (2) -3% Roadside weed management program 21 21 - 0% State Revenue Officer - Fire Services Property Levy Collection 48 49 1 1% Sport & recreation - 10 10 100% Primary care partnerships 21 10 (11) -51% Youth 114 38 (76) -67% Family and children 4 - (4) -100% Total non-recurrent grants 294 238 (56) -19% Total operating grants 2,795 4,286 1,492 53%
(b) Capital Grants
Recurrent - Commonwealth Government
Roads to recovery 714 325 (389) -54% Total recurrent grants 714 325 (389) -54% Non-recurrent - Commonwealth Government
Sport & recreation 40 - (40) -100% Bridge renewal program 125 75 (50) -40% Non-recurrent - State Government
Sport & recreation 57 610 553 972% Roads - VicRoads 153 - (153) -100% Heavy vehicle safety productivity program 280 - (280) -100% Total non-recurrent grants 655 685 30 5% Total capital grants 1,369 1,010 (359) -26% Total Grants 4,164 5,296 1,132 27%
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Operating grants include all monies received from State and Federal sources for the purposes of funding the delivery of Council’s services to ratepayers. Operating grants are expected to increase by $1.5m to $4.3m in 2018-19. Much of this increase ($1.4m) relates to the timing of the Financial Assistance Grants (FAGs) received from the Victorian Grants Commission. Approximately 50% of the 2017-18 FAGs allocation was received early in the previous financial year. Council have also secured a new $50,000 grant from the federal government toward the development of the Station Precinct Master Plan in 2018-19.
Capital grants include all monies received from State, Federal and community sources for the purposes of funding the capital works program. These are expected to decrease slightly by $0.4m to $1m in 2018-19. The 2018-19 program includes Sport & Recreation funding for a new pavilion at the Lords Oval in Mansfield, the upgrade of toilets at the Mansfield Sports Complex, and renewal of changerooms at the Mansfield Swimming Pool, Bridge renewal funding for the Lakins Rd bridge renewal project, and Roads to Recovery funding for sealed pavement reconstruction on Barwite Road.
4.1.3 Contributions
Forecast Budget Actual 2018-19 Change 2017-18 $’000 $’000 $’000 % Contributions – monetary 24 863 839 3495% Contributions – non-monetary 114 - (114) -100% Total contributions 138 863 725 5253%
Monetary contributions in 2018-19 relate to special charge schemes planned for various road sealing projects (New Street, Church Street and Ryan Street in Mansfield, Kitchen Street in Bonnie Doon and The Sideling in Jamieson), as well as kerb & channel and parking lane development along Highton Lane in Mansfield.
Special charge schemes (projects where Council requires property owners that will specifically benefit from the project to contribute financially) may be declared by Council under S163 of the Local Government Act 1989. A public consultation process must be undertaken in accordance with the Act before a scheme can be levied. If the schemes anticipated in the budget are not supported by the consultation process in accordance with the requirements of the Act, the contributions will not be levied and the projects will not go ahead.
Non-monetary contributions forecast for 2017-18 are the library books received by the Mansfield Library on wind-up of the High Country Library Corporation (HCLC) in November 2017.
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4.1.4 Employee costs
An organisational restructure was undertaken in 2017-18, effective 2 April 2018, resulting in a reduction in annualised employee costs of $394,000 per annum and a net reduction of 5.1 full time equivalent staff (FTE).
Annualised FTE $'000 Actual staff prior to restructure 98.1 8,624 Restructure changes
Redundant positions (7.9) (713) Vacant positions not filled (2.6) (197) New positions 5.6 499 Increase/(decrease) to FTE or banding 0.6 73 of existing positions Removal of backfill (0.8) (57) Net change (5.1) (394) Total post restructure 93.0 8,230
The Forecast Actual 2017-18 employee costs reflect the change to the new structure from 2 April 2018.
Forecast Budget Actual 2018-19 Change 2017-18 $’000 $’000 $’000 % Salaries and wages 8,258 8,222 (36) -1% Redundancy costs 370 - (370) -100% Fringe benefits tax 30 31 1 3% Contract staff 2 68 66 3300% Total employee costs 8,660 8,321 (339) -4%
FTE FTE FTE % Fully funded externally 1.9 1.9 - - Council funded 92.3 92.3 - - Total staff numbers 94.2 94.2 - -
The budget 2018-19 includes the following changes assumed post restructure, from 1 July 2018: • staggered banding increases as staff progress through the levels within their positions banding. • Enterprise Agreement (EA) annual wage increases of 1.5% on 7 November each year. Note this is an estimate only as the current EA expires in November 2018 and the revised annual increase is yet to be negotiated. • new, fully funded positions (1.3 FTE) for new government funded programs in the fields on suicide prevention, supported playgroups and the youth Engage! program. These positions will be employed just prior to 30 June 2018. • outsourcing of geographic information services (GIS) to a third party contractor.
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4.1.5 Materials and services
Forecast Budget Actual 2018-19 Change 2017-18 $’000 $’000 $’000 % Materials and services 6,196 6,755 559 9
Service reviews undertaken in 2017-18 identified cost savings in recurrent materials and services expenditure of $300,000 to be implemented in 2018-19. The savings in recurrent costs have been redirected towards one-off operating projects to be undertaken in 2018-19 including: • Redevelopment of Councils website - the upgrade will provide improved capability and more useful online interaction between Council and the community. • Implementation of and transition to an Office 365 information technology platform. • A feasibility study for a dual court basketball stadium (recommended by the Sports Facilities Strategy developed in 2017-18). • Additional funding to continue the Station Precinct master planning process, now with matching funding committed by the federal government for 2018-19. • A tree audit and replacement program.
Recurrent spend to outsource Council’s asset management procedures for the next 5 years will commence in 2018-19. The outsourced bureau service and modern cloud-based technology will provide greater scrutiny and accuracy around Council’s asset renewal requirements and the resulting capital expenditure forecasts, facilitating improved long term financial and infrastructure planning.
4.2 Balance Sheet
4.2.1 Borrowings
The table below shows information on borrowings specifically required by the Regulations.
2017-18 2018-19 $’000 $’000 Amount borrowed as at 30 June of the prior year 2,949 2,552 Amount proposed to be borrowed - - Amount projected to be redeemed (397) (265) Amount of borrowings as at 30 June 2,552 2,287
4.3 Statement of Changes in Equity
Total equity always equals net assets and is made up of the following components: • Asset revaluation reserve which represents the difference between the previously recorded value of assets and their current valuations • Other reserves that are funds that Council wishes to separately identify as being set aside to meet a specific purpose in the future and to which there is no existing liability. These amounts are transferred from the Accumulated Surplus of the Council to be separately disclosed. • Accumulated surplus which is the value of all net assets less Reserves that have accumulated over time.
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4.3.1 Reserves
Council revalues its major asset classes of Bridges, Drainage, Roads, Land, Land improvements and Buildings on a rolling 2-3 year cycle. Any resulting change in value will increase or decrease the asset class (Property, Plant, Equipment and Infrastructure on the Balance Sheet) and a corresponding increase or decrease will be reflected in the Asset Revaluation Reserve. While it is likely that each year the revaluation process will require a change in the value of the reserve, the quantity is unknown and unable to be estimated with any level of accuracy. For this reason, and given the change is purely non-cash (and therefore cannot impact the level of spend on services and infrastructure) the budget does not make provision for any estimated change in the asset revaluation reserve.
Council’s Other Reserves shown in the Statement of Changes in Equity relate primarily to developer contributions. These represent cash contributions provided to Council by property developers that are earmarked to go toward new or upgraded community infrastructure such as open space, carparks and roads. Council have budgeted to place the indicative proceeds from sale of land in 2018-19 ($1.7m) into a non-statutory reserve to be spent on a future capital project yet to be determined.
4.3.2 Accumulated surplus
The movement in the accumulated surplus is the equivalent of the annual surplus for the year.
4.4 Statement of Cash Flows
4.4.1 Net cash flows provided by operating activities
Cashflows provided by operating activities are reconciled to the surplus for the year on the Income Statement as shown in the table below.
Forecast Actual Budget Variance 2017-18 2018-19 $’000 $’000 $’000 Surplus (deficit) for the year 376 2,402 2,026 Depreciation 3,055 3,171 116 Loss (gain) on disposal of property, infrastructure, plant and equipment (144) (5) 139 Non-monetary contributions (114) - 114 Finance costs 186 169 (17) Net movement in current assets and liabilities 513 33 (480) Cash flows available from operating activities 3,872 5,770 1,898
4.4.2 Net cash flows used in investing activities
Investing cashflows relate to the cost of the capital works program for the year, offset by any proceeds from sale of assets. The 2018-19 budget includes an indicative only amount of $1.7m for the sale of land at Lakins Rd (originally budgeted for 2017-18 but carried over to 2018-19) and Minerva Street. These proceeds will be quarantined for spend only on future capital projects, yet to be determined.
4.4.3 Net cash flows provided used in financing activities
Financing cashflows relate to the repayment of borrowings (principal and interest). Council currently have four separate borrowing arrangements. One of these will be completely repaid by the end of 2017-18, and a second will be completely repaid by the end of 2018-19. As each loan is fully repaid, the financing cashflow reduces. The remaining two loans have 9 and 10 years left to run respectively. Mansfield Shire Council Budget Report 2018-19
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4.5 Capital works program
This section presents a listing of the capital works projects that will be undertaken for the 2018-19 year, classified by expenditure type and funding source. Works are also disclosed as current budget or carried forward from prior year.
4.5.1 Summary
Forecast Budget Actual Change 2018-19 2017-18 $’000 $’000 $’000 % Property 105 509 404 386% Plant and equipment 815 742 (73) -9% Infrastructure 3,356 5,159 1,803 54% Total 4,276 6,410 2,134 50%
Project Asset expenditure types Summary of Funding Sources Cost New Renewal Upgrade Expansion Grants Contributions Council Cash Borrowings $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000
Property 509 4 505 - - - - 509 - Plant and equipment 742 48 694 - - - - 742 - Infrastructure 5,159 900 2,305 1,954 - 1,010 858 3,291 - Total 6,410 952 3,504 1,954 - 1,010 858 4,542 -
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4.5.2 Current Budget
Project Asset expenditure types Summary of Funding sources Capital Works Area Cost New Renewal Upgrade Expansion Grants Contributions Council Cash Borrowings $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000 PROPERTY
Buildings Duress system at the library 4 4 - - - - - 4 - Mansfield Community Centre renewal 20 - 20 - - - - 20 - Other Council buildings renewal 100 - 100 - - - - 100 - Municipal office refurbishment - 100 - 100 - - - - 100 - carpets Public toilet renewal program - Bon 250 - 250 - - - - 250 - Crescent, Bonnie Doon Building Improvements Roundabout toilets - service line 35 - 35 - - - - 35 - renewal TOTAL PROPERTY 509 4 505 - - - - 509 -
PLANT AND EQUIPMENT
Plant, Machinery and Equipment Heavy fleet - renewal program 295 - 295 - - - - 295 - Light fleet - renewal program 349 - 349 - - - - 349 - Fixtures, Fittings and Furniture Folding tables at the library 4 4 - - - - - 4 - Furniture replacement 15 15 15 Computers and Telecommunications IT hardware 44 44 - - - - - 44 - Storage area network (SAN) 35 - 35 - - - - 35 - replacement – Municipal office TOTAL PLANT AND EQUIPMENT 742 48 694 - - - - 742 -
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Project Asset expenditure types Summary of Funding sources Capital Works Area Cost New Renewal Upgrade Expansion Grants Contributions Council Cash Borrowings $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000
INFRASTRUCTURE
Roads Kerb and channel renewal program 75 - 75 - - - - 75 - Pavement patching program 100 - 100 - - - - 100 - Reseal program 450 - 450 - - - - 450 - Sealed pavement reconstruction 650 - 650 - - 325 - 325 - program - Barwite Rd Resheet program 600 - 600 - - - - 600 - Unsealed road intersection sealing 100 - - 100 - - - 100 - program - Paradise Point Road/Tolmie- Mahaikah Road Highton Lane – Kerb & channel, 1,244 - - 1,244 - - 622 622 - parking lanes Heavy Vehicle Bypass: Mt. Battery 44 - - 44 - - - 44 - Road/Greenvale Lane widening - planning & design Malcolm Street - design & construct 25 - 25 - - - - 25 - rehabilitation - planning New Street (Special Charge Scheme) 220 - - 220 - - 110 110 - Seal Kitchen Street - Bonnie Doon 60 - - 60 - - 30 30 - Urban unsealed road sealing program 192 - - 192 - - 96 96 - - New St, Church St, Ryan St (Mansfield), The Sideling (Jamieson) Signage 4 - - 4 - - - 4 -
Bridges Lakins Road bridge 150 - 150 - - 75 - 75 -
Footpaths and Cycleways Footpath renewal program 50 - 50 - - - - 50 -
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Project Asset expenditure types Summary of Funding sources Capital Works Area Cost New Renewal Upgrade Expansion Grants Contributions Council Cash Borrowings $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000 Drainage Pit lid replacement program 10 - 10 - - - - 10 -
Recreational, Leisure & Community Facilities Mansfield Sports Complex - upgrade 60 - - 60 - 40 - 20 - toilets Mansfield Swimming Pool - concourse 20 - 20 - - - - 20 - rendering Pavilion at Lords Oval (Sport & Rec 750 750 - - - 500 - 250 - Facilities Plan) Swimming Pool - liner for the learner 45 - 45 - - - - 45 - pool Swimming Pool - renew changerooms 100 - 100 - - 70 - 30 - Mansfield Sports Complex climate 150 150 - - - - - 150 - proofing project Sports Complex electronic entry 30 - - 30 - - - 30 - system Parks, Open Space and Streetscapes Mansfield High Street - West 30 - 30 - - - - 30 - (planning) TOTAL INFRASTRUCTURE 5,159 900 2,305 1,954 - 1,010 858 3,291 -
TOTAL CAPITAL WORKS 6,410 952 3,504 1,954 - 1,010 858 4,542 -
4.5.3 Works carried forward from the 2017-18 year
There are no works expected to be carried forward from the 2017-18 year.
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5. Financial performance indicators
The following table highlights Council’s current and projected performance across a range of key financial performance indicators. These indicators provide a useful analysis of Council’s financial position and performance and should be interpreted in the context of the organisation’s objectives.
Actual Forecast Budget Strategic Resource Plan Indicator Measure Projections Trend
Notes 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 +/o/- Operating position Adjusted underlying result Adjusted underlying surplus (deficit) - Adjusted 1 15% 6% 20% 42% 38% 19% + underlying revenue
Liquidity Working Capital 2 - Current assets - current liabilities 215% 214% 237% 213% 168% 170% Unrestricted cash 3 - Unrestricted cash - current liabilities 147% 176% 198% 175% 130% 132%
Obligations Loans and borrowings Interest bearing loans and borrowings - rate 4 23% 25% 22% 20% 17% 15% - revenue
Loans and borrowings Interest and principal repayments on interest 5% 4% 3% 2% 2% 2% - bearing loans and borrowings - rate revenue
Indebtedness Non-current liabilities - own source revenue 20% 18% 16% 14% 13% 11% -
Asset renewal Asset renewal expenses - Asset depreciation 5 61% 139% 111% 117% 117% 101% -
Stability Rates concentration Rate revenue - adjusted underlying revenue 6 60% 56% 54% 53% 55% 55% o
Rates effort Rate revenue - CIV of rateable properties in the 0.4% 0.4% 0.4% 0.4% 0.4% 0.4% o municipality
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Actual Forecast Budget Strategic Resource Plan Indicator Measure Projections Trend
Notes 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 +/o/- Efficiency Expenditure level Total expenses- no. of property assessments $2,369 $2,435 $2,433 $2,468 $2,500 $2,527 +
Revenue level Residential rate revenue - no. of residential $1,507 $1,332 $1,365 $1,398 $1,433 $1,469 + property assessments
Workforce turnover No. of permanent staff resignations & 11% 15% 4% 4% 2% 2% - terminations - average no. of permanent staff for the financial year
Key to Forecast Trend: + Forecasts improvement in Council's financial performance-financial position indicator o Forecasts that Council's financial performance-financial position indicator will be steady - Forecasts deterioration in Council's financial performance-financial position indicator
Notes to indicators
1. Adjusted underlying result An indicator of the sustainable operating result required to enable Council to continue to provide core services and meet its objectives. Steady surpluses are expected over the period allowing Council to continue to invest in capital renewal projects. 2. Working Capital The proportion of current liabilities represented by current assets. Working capital is forecast to decline slightly over the four year period. 3. Unrestricted Cash The declining trend reflects the decline in Council’s cash balances over the four year period, however cash remains above the targeted “floor” of $3 million. 4. Debt compared to rates The downward trend reflects Council’s continued redemption of long term debt. 5. Asset renewal This percentage indicates the extent of Council's renewal of assets against its depreciation charge (an indication of the decline in value of its existing capital assets). A percentage greater than 100 indicates Council is maintaining its existing assets, while a percentage less than 100 means its assets are deteriorating faster than they are being renewed and future capital expenditure will be required to renew assets. Council’s new asset management service provider will perform extensive work over our renewal estimates during 2018-19 that will provide more detailed and accurate forecasts by the end of the financial year, which may lead to a shift in the asset renewal indicator in future budgets. 6. Rates concentration Reflects the extent of reliance on rate revenues to fund all of Council's on-going services. This indicator remains steady throughout the four year period.
Mansfield Shire Council Budget Report 2018-19 41 141 Fees & Charges Mansfield Shire Council
142 Table Of Contents Mansfield Shire Council 46
Council Offices 46 Freedom of Information Request 46 Revenue Services – Rates & Debtors 46 Letters on behalf of other organisations 46 Records 46 Local Laws 46 Infringements 46 Dog & Cat Registration 47 Pound 47 Sustenance 47 Animal Surrender 47 Release Fees 48 Impounding Vehicle 48 Permits 48 Emergency Management 49 Fire Hazard Management 49 Road Infrastructure Service 49 Works within a Road Reserve Permit 49 Damage to Council Assets – Reinstatement works 49 Sundry Works 49 Waste Management 50 Resource Recovery Centre 50 Commercial / Bulk Garbage Charges 50 Community Services 50 Aged and Disability Services 51
Domestic Assistance 51 Personal Care 51 Respite 51 Home Maintenance / Gardening 51 Delivered Meals 51 Community Shopping Bus 52 Volunteer Transport 52 Brokerage Transport 53 Brokerage Services 53 Planned Activity Groups (PAG) 53 Veterans Homecare (as per Department of Veterans' Affairs agreement) 54 Mansfield Library 54 Meeting Rooms 54
Not for Profit Groups 54
Commercial Operators 54 Overdue Fines 54 Damage Fees 54
143Page 43 of 77 Penalty Replacement Costs 55 Inter Library Fees and Charges 55 Printing 55 Photocopying 55 Telephone & Fax (Australia only) 55 Playaways 56 Miscellaneous Library Charges 56 Building & Sporting Facilities 56 Facility Hire Rates 56 Mansfield Community Centre 56
Not for Profit / Community Organisations 56
Commercial Operator 56
Key Replacement 56
Cleaning 56 Mansfield Family and Children's Centre 57
Room Hire 57
Key Replacement 57
Cleaning 57 Mansfield Swimming Pool 57 Mansfield Sporting Complex 57
Main Stadium 57
Drama Room 58
Store Rooms / Cupboards 58
Seasonal Usage 58
Key Replacement 59
Cleaning 59 Building Fees 59 Building Permits – Dwellings & Out Buildings 59 Property Information 59 Planning Fees 59 Request for Information 59 Advertising Fee 59 Applications for Planning Permits 59 New Use 59 Single Dwelling 60 VicSmart 60 All Other Development 60 Subdivision 60 Applications to Amend Planning Permits 60 New Use 60 Single Dwelling 61 VicSmart 61 All Other Development 61 Subdivision 61 Combined Planning Permit Applications 61 Permit Applications for more than one class 62 Amending an application after notice has been given 62 Subdivision Certification & Engineering Fees 62
144Page 44 of 77 Planning – Other Matters 62 Amendments to Planning Schemes 63 Development Plans 63 Forestry 63 Environmental Health Service 63 Septic Systems 63 Environmental Health Registrations 64 Food Act 64 Public Health & Wellbeing Act 64 Caravan Parks & Movable Dwellings 64 Environmental Health – Miscellaneous Charges 65 Transhipment Yards 65 Cemetery Trust 65 Monumental Section 65 Lawn Section 65 Cemetery – Miscellaneous Charges 65 Other Cemetery Trust Services 66
145Page 45 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Mansfield Shire Council Council Offices Freedom of Information Request
Application Fee N $28.40 $28.90 Revenue Services – Rates & Debtors
Copy of Rates Notice per notice N $6.50 $6.50 Land information Certificates per certificate N $25.40 $25.40 Land information Certificates – 24 Hour Service per certificate N $60.00 $60.00 Debt recovery per assessment N $15.00 $15.50 Printed and mailed rates notice per notice Y $0.00 $3.00 Adverse possession admin fee per claim N $0.00 $90.00 Debtor Invoices Interest on Overdue N 10% Letters on behalf of other organisations
Letter sent by Council on behalf of other person / per letter Y $0.00 $0.00 organisation 0-10 letters Letter sent by Council on behalf of other person / per letter Y $1.70 $1.70 organisation 10 plus letters Records
Records Retrieval (Non FOI) per hour Y $0.00 $90.00 $50 minimum charge
Local Laws Infringements
Traffic Regulations N As determined by legislation Other fines, including EPA, Food, Animal N As determined by legislation
146Page 46 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Dog & Cat Registration
Entire Dog or Cat per animal N $147.00 $151.00 Concession dog or cat per animal N $73.50 $76.00 Reduced Fee Dog/Cat per animal N $38.00 $39.00 Desexed; not microchipped and first registered pre April 2007; over 10 years old; part of a domestic animal business or applicable organisation; a dog that has undergone obedience training with approved organisation
Concession reduced fee (as above) per animal N $19.00 $19.50 Dog/Cat not desexed per animal N $76.00 $77.50 First registered pre April 2013
Concession dog/cat not desexed per animal N $38.00 $38.75 First registered pre April 2013
Dog kept for working stock per animal N $23.00 $24.00 Concession dog kept for working stock per animal N $11.50 $12.00 All Restricted Breed / Declared Dogs (no concession per animal N $289.00 $295.00 available) Domestic Animal Business Registration per business N $263.00 $268.00 Replacement registration tags per animal Y $0.00 $5.00 Excess Animal Permit (initial) per permit N $0.00 $70.00 Renewal of Excess Animal Permit (yearly) per permit N $0.00 $70.00 Pound Sustenance
Dogs per animal, per Y $29.50 $30.00 day Cats per animal, per Y $29.50 $30.00 day Sheep/Goats per animal, per Y $18.00 $18.50 day Cattle per animal, per Y $18.00 $18.50 day Horses per animal, per Y $18.00 $18.50 day Veterinarian Fees per animal, per Y At Cost day
Animal Surrender
Animal Surrender for Euthanasia – Cog per dog Y $0.00 $80.00 Animal Surrender for Euthanasia – Cat per cat Y $0.00 $80.00 Animal Surrender per animal Y $26.00 $26.50
147Page 47 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Release Fees
Dog/Cat – 1st offence per animal N $90.00 $91.50 Limited to office hours only
Dog/Cat per animal N $180.00 $183.00 Sheep/Goats Minimum fee (first 4 animals) per animal N $98.00 $100.00 Sheep/Goats (additional animals after first 4) per animal N $6.00 $6.10 Cattle Minimum Fee (first 3 animals) per animal N $98.00 $100.00 Cattle (additional animals after first 3) per animal N $12.75 $13.00 Horses Minimum Fee per animal N $92.50 $94.50 Weekend & afterhours additional release fee N $110.00 $112.00 Transport Fee / Advertisement Fee per event Y Cost +25% Impounding Vehicle
Recovery of towing fee per event Y At Cost Release fee (Limited to office hours only) per vehicle N $0.00 $200.00 Permits
Disabled Parking Permits per permit N $10.00 $10.00 Permits not elsewhere specified per permit N $65 – $140 Last YR Fee $60 – $135 Use of Council land or a public place for outdoor eating per permit N $0.00 $80.00 (and associated infrastructure) or display of goods or free standing advertising signs – 1 year Use of Council land or a public place for outdoor eating per permit N $0.00 $130.00 (and associated infrastructure) or display of goods or free standing advertising signs – 2 years Use of Council land or a public place for outdoor eating per permit N $0.00 $190.00 (and associated infrastructure) or display of goods or free standing advertising signs – 3 years Permits issued to Not for Profit or Community Organisations per permit N $0.00 $0.00 Busking on Council Land or in a public place per permit/annual N $0.00 $15.00 Mobile Trader – initial permit per business N $450.00 $65.00 Mobile Trader – ongoing permit per week per N $0.00 $65.00 business/week Mobile Trader Council Event, Market or Festival Day per event N $0.00 $0.00 Commercial Health & Fitness Provider – Annual Fee per business Y $265.00 $270.00 Camping & temporary accom. on Private property annual Permit N $136.50 $139.50 Livestock Grazing Permit – Council Roads (1 year) per permit N $90.00 $92.00 Livestock Grazing Permit – Council Roads (3 years) per permit N $0.00 $140.00 Livestock Grazing Permit – Council Roads (5 years) Per permit N $0.00 $200.00 Stock movement on Council controlled roads per permit N $0.00 $0.00 Events & Festivals per permit N $142.00 $145.00 Urgent consideration of application (if sought in less than 28 per application Y $57.50 $58.50 days) Roadside Firewood Collection Permit per permit N $0.00 $0.00 Market on Council Land or in a public place per permit N $0.00 $65.00
148Page 48 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Emergency Management Fire Hazard Management
Fire Direction clearing Notice – non compliance per infringement N $1,556.00 $1,586.00 Fire hazard removal per compliance Y Cost +10% failure Last YR Fee Cost +$140 Road Infrastructure Service Works within a Road Reserve Permit
Minor Works – conducted on any part of roadway, shoulder per permit N $167.90 $171.00 or pathway Minor Works – not conducted on any part of roadway, per permit N $73.00 $75.00 shoulder or pathway Works other than minor works – conducted on any part of per permit N $656.90 $670.00 roadway, shoulder or pathway (speed limit above 50kph) Works other than minor works – conducted on any part of per permit N $292.00 $298.00 roadway, shoulder or pathway (speed limit 50kph or below) Works other than minor works – not conducted on any part per permit N $365.00 $372.00 of roadway, shoulder or pathway (speed limit above 50kph) Works other than minor works – not conducted on any part per permit N $73.00 $75.00 of roadway, shoulder or pathway (speed limit 50kph or below) Legal Point of Stormwater Discharge per request N $67.40 $69.00 Damage to Council Assets – Reinstatement works
Asphalt per m2 N Cost +25% Bitumen / spray seal per m2 N Cost +25% Gravel per m2 N Cost +25% Nature strips / Road shoulders per m2 N Cost +25% Kerb & Channel per lineal m N Cost +25% Footpath per m2 N Cost +25% Driveways – concrete per m2 N Cost +25% Driveway Layback per m2 N Cost +25% Sundry Works
Sundry External Works per job Y Cost +25%
149Page 49 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Waste Management Resource Recovery Centre Fees charged by RRC Contractor. Car Batteries Y $0.00 $0.00 Car Bodies per Car Y $0.00 $0.00 Domestic Waste less than 1/2 m3 Y $6.50 $7.00 E-Waste (electronic waste) Y $6.00 $6.00 Domestic Waste in a larger vehicle or trailer per m3 Y $37.00 $38.00 Domestic Recyclables under 1m3 Y $0.00 $0.00 Domestic Recyclables over 1m3 per m3 Y $0.00 $0.00 Commercial / Industrial Waste per m3 Y $57.00 $58.00 Commercial Recyclables per m3 Y $22.00 $22.50 Domestic Cardboard per m3 Y $0.00 $0.00 Commercial Cardboard per m3 Y $0.00 $10.00 Gas Bottle each Y $7.00 $7.00 Green Waste per m3 Y $13.00 $13.00 Motor Oil Y $0.00 $1.00 Mattress – any size Y $30.00 $30.00 Bed Springs Y $16.00 $20.00 Steel & White Goods (excl refrigerated appliances) Y $0.00 $0.00 Fridges (covers cost of degassing) Y $21.00 $22.00 Tyre – Car per Tyre Y $6.00 $6.00 Tyre – 4WD per Tyre Y $12.00 $12.00 Tyre – Light Truck per Tyre Y $12.00 $12.00 Tyre – Heavy Truck per Tyre Y $28.00 $28.00 Tyre – Super Single per Tyre Y $28.00 $28.00 Tyre – Solid Forklift per Tyre Y $28.00 $28.00 Tyre – Tractor per Tyre Y $60.00 $60.00 Tyre – Earthmoving per Tyre Y $115.00 $115.00 Commercial / Bulk Garbage Charges
240 Litre mobile garbage bin collection per bin, per Y $11.30 $11.60 collection Commercial Recycling collections per bin, per Y $9.00 $9.25 collection Special Events Waste Collection – Bin delivery & collection per bin, per Y $20.00 $20.80 collection Special Events Waste Collection – Collection only per bin, per Y $17.00 $17.50 collection Additional Bins per bin Y $84.00 $86.50 Bin Lid per lid Y $15.00 $15.50 Community Services Fee waiver by application to the Community Services Manager as per applicable policy.
150Page 50 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Aged and Disability Services Criteria (as supplied by DHHS) Low Fee Range Single with before tax income < $37,405 Couple with before tax income < $57,268 Families (1 child) with before tax income < $63,463 Plus $6,195 per additional child Medium Fee Range Single with before tax income < $82,225 Couple with before tax income < $109,922 Families with before tax income (1 child) < $113,070 Plus $6,195 per additional child High Fee Range Single with before tax income > $82,225 Couple with before tax income > $109,922 Families with before tax income (1 child) > $113,070 Plus $6,195 per additional child Domestic Assistance
HACC Low Fee Range per hour N $8.40 $9.00 HACC Medium Fee Range per hour N $16.80 $18.00 HACC High Fee Range per hour N $39.40 $42.00
Personal Care
HACC Low Fee Range per hour N $5.80 $7.00 HACC Medium Fee Range per hour N $10.50 $18.00 HACC High Fee Range per hour N $39.40 $42.00
Respite
HACC Low Fee Range per hour N $4.00 $7.00 HACC Medium Fee Range per hour N $6.00 $18.00 HACC High Fee Range per hour N $33.60 $42.00
Home Maintenance / Gardening
HACC Low Fee Range per hour N $14.70 $16.00 HACC Medium Fee Range per hour N $19.90 $25.00 HACC High Fee Range – Maintenance per hour N $39.40 $50.00 HACC High Fee Range – Modifications per hour N $39.40 $50.00 Smoke Alarm check per check Y $0.00 $15.00
Delivered Meals
Client – Delivered Meals per meal N $10.50 $12.00
151Page 51 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Community Shopping Bus Charges are for return trip from Mansfield. Pick up from outside of Mansfield may incur an additional charge. Client – Community Shopping Bus per trip Y $6.00 $6.00
Volunteer Transport Charges are for return trip from Mansfield. Pick up from outside of Mansfield may incur an additional charge. Albury Wodonga per trip N $174.00 $277.20 Alexandra per trip N $68.00 $91.08 Barjarg per trip N $12.00 $25.08 Benalla per trip N $62.00 $81.84 Bonnie Doon per trip N $14.00 $39.60 Goughs Bay per trip N $14.00 $26.40 Howqua per trip N $24.00 $36.96 Jamieson per trip N $26.00 $52.80 Kevington per trip N $28.00 $58.08 Macs Cove per trip N $18.00 $26.40 Maindample per trip N $12.00 $17.16 Merrijig per trip N $16.00 $26.40 Merton per trip N $18.00 $47.52 Sawmill Settlement per trip N $22.00 $42.24 Shepparton per trip N $118.00 $162.36 Tolmie per trip N $18.00 $121.44 Wangaratta per trip N $100.00 $30.36 Woods Point per trip N $58.00 $139.92 Other Locations per trip N Price on Application
152Page 52 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Brokerage Transport
Albury Wodonga per trip Y $0.00 $304.92 Alexandra per trip Y $0.00 $100.19 Barjarg per trip Y $0.00 $27.59 Benalla per trip Y $0.00 $90.02 Bonnie Doon per trip Y $0.00 $43.56 Goughs Bay per trip Y $0.00 $29.04 Howqua per trip Y $0.00 $40.66 Jamieson per trip Y $0.00 $58.08 Kevington per trip Y $0.00 $63.89 Macs Cove per trip Y $0.00 $29.04 Maindample per trip Y $0.00 $18.88 Merrijig per trip Y $0.00 $29.04 Merton per trip Y $0.00 $52.27 Sawmill Settlement per trip Y $0.00 $46.46 Shepparton per trip Y $0.00 $178.60 Tolmie per trip Y $0.00 $133.58 Wangaratta per trip Y $0.00 $33.40 Woods Point per trip Y $0.00 $153.91 Other Locations per trip Y Price on Application
Brokerage Services
Meals on Wheels per meal Y $15.50 $16.50 Domestic Assistance per hour Y $47.40 $55.00 Personal Care per hour Y $49.10 $55.00 Personal Care Out of Hours per hour Y Price on Application Respite per hour Y $47.40 $55.00 Overnight Care – charged to Brokerage Agencies per session Y Price on Application Home Maintenance per hour Y $58.85 $70.00 PAG (one session per week) Brokerage Client plus client per session Y $29.40 $32.00 meal PAG (two or more sessions per week) Brokerage Client per week Y $56.20 $60.00 PAG travel Brokerage Client per km Y $0.00 $1.43 External activities per session Y Price on Application
Planned Activity Groups (PAG)
PAG (one session per week) per session N $15.20 $16.00 PAG transport Client after first 5km per km N $0.00 $1.30 PAG transport within Mansfield township return trip N $0.00 $0.00 PAG transport Stewart's bus return trip per Y $3.00 $4.00 person PAG transport Aqua Movers (Benalla) includes entry to pool return trip per Y $11.00 $20.00 & activity person
153Page 53 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Veterans Homecare (as per Department of Veterans' Affairs agreement)
Home and Garden Maintenance (co-payment inclusive) per hour Y $59.60 $67.54 Domestic Assistance (co-payment inclusive) per hour Y $56.90 $64.79 Social Assistance (co-payment applicable) per hour Y $57.50 $65.45 Personal Care – Weekdays (co-payment inclusive) per hour Y $69.60 $78.89 Personal Care Exceptional – Weekends and Public holidays per hour Y $84.70 $96.25 (co-payment inclusive) Respite in home – Weekdays including overnight (co- per hour Y $48.20 $55.38 payment inclusive) Respite in home exceptional – Weekends and public per hour Y $64.30 $73.65 holidays including overnight (nil co-payment) Emergency Respite (Emergency Short Term Home Relief per hour Y $51.55 $59.18 (ESTHR)) – Weekdays and public holidays including overnight (co-payment applicable) Emergency Respite (Emergency Short Term Home Relief per hour Y $58.40 $66.94 (ESTHR)) – Weekdays inclusive of a Saturday and/or Sunday, weekends and public holidays, including overnight (co-payment applicable) DVA Client Co-payment per hour Y $5.00 $5.50 Mansfield Library Meeting Rooms Not for Profit Groups
Hourly Y $5.60 $6.00 Half Day Y $0.00 $20.00 Full Day Y $0.00 $40.00
Commercial Operators
Hourly Y $30.00 $35.00 Half Day Y $0.00 $70.00 Full Day Y $0.00 $140.00
Overdue Fines
Adult per day Y $0.20 $0.25 Junior per day Y $0.10 $0.15 Fine for Inter Library Loan item per day Y $0.50 $0.60 Fine for book club item per day Y $0.00 $1.00 Fines for returned items with Lost status per item Y $5.30 $6.00
Damage Fees
Minor damage to an item or barcode per item Y $2.40 $2.20 DVD or CD Rom replacement cover per item Y $2.40 $3.00 CDB Covers per item Y $11.00 $10.00 Playaway per item Y $0.00 $100.00
154Page 54 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Penalty Replacement Costs
Adult Book Purchase value Y $28.50 $26.00 and if not known default fee Junior Book Purchase value Y $15.50 $14.00 and if not known default fee Light Romance Purchase value Y $2.20 $2.00 and if not known default fee Periodical Purchase value Y $10.00 $9.00 and if not known default fee Book on disk Purchase value Y $110.00 $100.00 and if not known default fee Single disk Purchase value Y $21.00 $19.00 and if not known default fee DVD Purchase value Y $30.00 $27.00 and if not known default fee MP3 Purchase value Y $115.00 $105.00 and if not known default fee Replacement of lost or damaged library card per item Y $2.70 $3.00
Inter Library Fees and Charges
Requests for items not in stock and obtained by Inter per item Y $0.00 $16.50 Library Loan (as charged by supplier) Recoup of any Inter Library Loan postage charges per item Y $0.00 $10.50 Inter Library Loan strap / barcode per item Y $3.70 $4.00 Requests for photocopies not in stock and obtained on Inter per item Y As charged by supplier Library Loan
Printing
Black & White per page Y $0.20 $0.20 Colour per page Y $1.10 $1.10
Photocopying
Black & White Single Sided A4 per page Y $0.20 $0.20 Black & White Single Sided A3 per page Y $0.40 $0.40 Colour Single Sided A4 per page Y $1.10 $1.10 Colour Single Sided A3 per page Y $2.10 $2.10
Telephone & Fax (Australia only)
Telephone per call Y $0.50 $0.50 Fax First page per page Y $4.00 $4.00 Additional pages per page Y $1.20 $1.20
155Page 55 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Playaways
Earphones per set Y $3.00 $3.00 USB Stick (8GB) per item Y $8.50 $8.50
Miscellaneous Library Charges
Programs and Activities Y Charges may be applied on a cost recovery basis Research Fee per half hour Y $15.00 $15.00 Building & Sporting Facilities Facility Hire Rates Mansfield Community Centre Not for Profit / Community Organisations
Anderson Hall & Buckland Room Hire – Hourly Y $18.00 $20.00 Anderson Hall & Buckland Room Hire – Half Day Y $40.00 $50.00 Anderson Hall & Buckland Room Hire – Full Day Y $80.00 $100.00 Consulting Room Hire – Hourly Y $0.00 $6.00 Consulting Room Hire – Half Day Y $0.00 $20.00 Consulting Room Hire – Full Day Y $0.00 $40.00
Commercial Operator
Anderson Hall & Buckland Room Hire – Hourly Y $25.00 $30.00 Anderson Hall & Buckland Room Hire – Half Day Y $60.00 $75.00 Anderson Hall & Buckland Room Hire – Full Day Y $119.00 $150.00 Consulting Room Hire – Hourly Y $0.00 $35.00 Consulting Room Hire – Half Day Y $40.00 $70.00 Consulting Room Hire – Full Day Y $80.00 $140.00
Key Replacement
Key Replacement Fee Y $55.00 $60.00
Cleaning
Cleaning Fee Minimum Charge Y $55.00 $60.00 Additional charges on a cost recovery basis
156Page 56 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Mansfield Family and Children's Centre Room Hire
Multi Purpose Room Hire – Hourly Y $53.00 $55.00 Multi Purpose Room Hire – Half Day Y $119.00 $125.00 Multi Purpose Room Hire – Full Day Y $239.00 $250.00 Consulting Room Hire – Full Day Y $159.00 $170.00 Consulting Room Hire – Half Day Y $80.00 $85.00
Key Replacement
Key Replacement Fee Y $55.00 $60.00
Cleaning
Cleaning Fee Minimum Charge Y $55.00 $60.00 Additional charges on a cost recovery basis
Mansfield Swimming Pool Fees charged by pool contractor (YMCA). Adult swim Y $4.40 $5.00 Concession swim Y $3.40 $4.00 Child swim Y $3.00 $4.00 Spectators Y $2.00 $2.50 Adult swim season pass Y $96.00 $105.00 Child swim season pass Y $69.00 $75.00 Family swim season pass Y $165.00 $180.00 Concession swim season pass Y $77.00 $85.00 Carnival (Schools and Clubs) Y $230.00 $250.00 Pool Lane Hire private use (Plus Entry fee) Y $20.00 $22.00 Pool Lane Hire commercial use (Plus Entry fee) Y $40.00 $45.00 Student swim (School group) Y $2.60 $2.80
Mansfield Sporting Complex Main Stadium Not for Profit / Community Organisations
Casual Use – daytime up to 6.00 pm Y $28.50 $30.00 Casual Use – evening after 6.00pm Y $40.00 $42.00 Regular Use – daytime up to 6.00 pm (at least 4 week Y $23.00 $25.00 booking) Regular Use – evening after 6.00pm (at least 4 week Y $33.50 $35.00 booking) Special Events – all day Y $455.00 $480.00 Special Events – two days Y $825.00 $900.00 Refundable Bond (Special Events Only) N $165.00 $500.00 School Usage Y $23.00 $23.50
157Page 57 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Commercial Operator
Casual Use – daytime up to 6.00 pm Y $42.50 $45.00 Casual Use – evening after 6.00pm Y $59.00 $60.00 Regular Use – daytime up to 6.00 pm (at least 4 week Y $34.00 $35.00 booking) Regular Use – evening after 6.00pm (at least 4 week Y $50.50 $52.00 booking) Special Events – all day Y $680.00 $1,000.00 Special Events – two days Y $1,300.00 $1,500.00 Refundable Bond (Special Events Only) N $250.00 $500.00
Drama Room Not for Profit / Community Organisations
Casual Use – before 6pm Y $25.00 $25.00 Casual Use – after 6pm Y $35.00 $35.00 Regular (minimum 4 week booking) Y $19.00 $19.00 Special Events – all day Y $150.00 $150.00 Special Events – two days Y $220.00 $220.00 Refundable Bond (Special Events Only) N $165.00 $175.00 School Usage (applicable to Mansfield Secondary College Y $23.50 $23.50 and Mansfield Primary School only as per agreement)
Commercial Operator
Casual Use – before 6pm Y $40.00 $40.00 Casual Use – after 6pm Y $56.00 $56.00 Regular (minimum 4 week booking) Y $28.00 $28.00 Special Events – all day (10 hrs) Y $235.00 $235.00 Special Events – two days Y $350.00 $350.00 Refundable Bond (Special Events Only) N $250.00 $250.00
Store Rooms / Cupboards
Store room 1 (currently occupied by Mansfield Secondary per annum Y $175.00 $184.00 and Auskick) Classified as a SMALL storage room <5m Store room 2 (currently occupied by Mansfield Gymnastics per annum Y $175.00 $350.00 Club) Classified as a LARGE store room >10m Store room 3 (currently occupied by Mansfield Basketball per annum Y $175.00 $184.00 Club) Classified as a SMALL store room <5m Store room 4 (currently occupied by Mansfield Basketball per annum Y $175.00 $276.00 Club) Classified as a MEDIUM store room 5m-10m Store room 5 lockable cupboards (old office, currently being per month Y $0.00 $10.00 transformed into smaller space storage cupboards) Lockable cupboards in sports complex foyer per month Y $0.00 $10.00
Seasonal Usage
Mansfield Basketball Club (Stadium Hire) Y $8,000.00 $9,750.00
158Page 58 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Key Replacement
Key Replacement Fee Per Key Y $52.50 $60.00
Cleaning
Cleaning Fee Minimum Charge Y $52.50 $150.00 Additional charges on a cost recovery basis.
Building Fees Building Permits – Dwellings & Out Buildings
Building Permit has expired – per inspection Per Approval N $305.00 $310.00 Property Information
Building Permit Information (with inspection dates) per request N Fee set by Legislation Building Inspections other than Mandatory Inspections per request N Fee set by Legislation Lodgement fee legislated per permit N Fee set by Legislation Fee (Request for Variation to Building Regs.) Legislated per permit N Fee set by Legislation Demolition Section 29A Response per permit N Fee set by Legislation File Retrieval from Off Site Archive per file N $99.75 $102.00 Planning Fees Request for Information
Request for Information (Planning Scheme Interpretation in per request Y $25.00 $25.50 writing) Advertising Fee
Public Notice per application Y $165.00 $168.30 Public Notice on site per hour Y $105.00 $107.10 Per letter per letter Y $4.00 $4.08 Administration Charge per application Y $53.00 $54.06 Extension of time of Permit per permit N $138.00 $127.96 Secondary consent to plans per application Y $110.00 $112.20 Applications for Planning Permits New Use
Class 1 – Change or allow a new use of the land per application N $1,265.00 $1,265.00
159Page 59 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Single Dwelling To development land, or to use and develop land for a single dwelling per lot, or to undertake development ancillary to the use of the land for a single dwelling per lot if the estimated cost of the development is; Class 2 – Up to $10,000 per application N $192.00 $192.00 Class 3 – $10,001 to $100,000 per application N $604.40 $604.40 Class 4 – $100,001 to $500,000 per application N $1,237.10 $1,237.10 Class 5 – $500,001 to $1,000,000 per application N $1,336.70 $1,336.70 Class 6 – $1,000,000 to $2,000,000 per application N $1,436.20 $1,436.20
VicSmart A permit that is subject of a VicSmart application if the estimated cost of the development is; Class 7 – Up to $10,000 per application N $192.00 $192.00 Class 8 – More than $10,000 per application N $412.40 $412.40 Class 9 – VicSmart application to subdivide or consolidate per application N $192.00 $192.00 land
All Other Development To develop land if the estimated cost of the development is; Class 10 – Up to $100,000 per application N $1,102.10 $1,102.10 Class 11 – $100,001 to $1,000,000 per application N $1,486.00 $1,486.00 Class 12 – $1,000,001 to $5,000,000 per application N $3,277.00 $3,277.00 Class 13 – $5,000,001 to $15,000,000 per application N $8,354.30 $8,354.30 Class 14 – $15,000,001 to $50,000,000 per application N $24,636.20 $24,636.20 Class 15 – More than $50,000,000 per application N $55,372.70 $55,372.70
Subdivision
Class 16 – Subdivide an existing building per application N $1,265.60 $1,265.60 Class 17 – Subdivide land into two lots per application N $1,265.60 $1,265.60 Class 18 – Realignment of a common boundary between per application N $1,265.60 $1,265.60 two lots or to consolidate two or more lots Class 19 – To subdivide land ($1265.60 for each 100 lots per application N $1,265.60 $1,265.60 created) Class 20 – To create, vary or remove a restriction within the per application N $1,265.60 $1,265.60 meaning of the Subdivision Act 1988, or To create or remove a right of way; or To create, vary or remove an easement other that a right of way; or To vary, remove a condition in the nature of an easement other than a right of way in a Crown grant Class 21 – A permit not otherwise provided for in this per application N $1,265.60 $1,265.60 regulation Applications to Amend Planning Permits New Use
Class 1 – Change or allow a new use of the land per application N $1,265.60 $1,265.60
160Page 60 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Single Dwelling To development land, or to use and develop land for a single dwelling per lot, or to undertake development ancillary to the use of the land for a single dwelling per lot if the estimated cost of the development is; Class 2 – Up to $10,000 per application N $192.00 $192.00 Class 3 – $10,001 to $100,000 per application N $604.00 $604.00 Class 4 – $100,001 to $500,000 per application N $1,237.10 $1,237.10 Class 5 – $500,001 to $1,000,000 per application N $1,336.70 $1,336.70 Class 6 – $1,000,000 to $2,000,000 per application N $1,436.20 $1,436.20
VicSmart A permit that is subject of a VicSmart application if the estimated cost of the development is; Class 7 – Up to $10,000 per application N $192.00 $192.00 Class 8 – More than $10,000 per application N $412.00 $412.40 Class 9 – VicSmart application to subdivide or consolidate per application N $192.00 $192.00 land
All Other Development To develop land if the estimated cost of the development is; Class 10 – Up to $100,000 per application N $1,102.10 $1,102.10 Class 11 – $100,001 to $1,000,000 per application N $1,486.00 $1,486.00 Class 12 – $1,000,001 to $5,000,000 per application N $3,277.00 $3,277.00 Class 13 – $5,000,001 to $15,000,000 per application N $3,277.00 $3,277.00 Class 14 – $15,000,001 to $50,000,000 per application N $3,277.00 $3,277.00 Class 15 – More than $50,000,000 per application N $3,277.00 $3,277.00
Subdivision
Class 16 – Subdivide an existing building per application N $1,265.60 $1,265.60 Class 17 – Subdivide land into two lots per application N $1,265.60 $1,265.60 Class 18 – Realignment of a common boundary between per application N $1,265.60 $1,265.60 two lots or to consolidate two or more lots Class 19 – To subdivide land ($1,265.60 for each 100 lots per application N $1,265.60 $1,265.60 created) Class 20 – To create, vary or remove a restriction within the per application N $1,265.60 $1,265.60 meaning of the Subdivision Act 1988, or To create or remove a right of way; or To create, vary or remove an easement other that a right of way; or To vary, remove a condition in the nature of an easement other than a right of way in a Crown grant Class 21 – A permit not otherwise provided for in this per application N $1,265.60 $1,265.60 regulation Combined Planning Permit Applications
Combined Planning Scheme Amendments and Planning per application N The application fee is the highest fee Permit Applications applicable plus 50% of the lower fee. Given there are sliding scales this fee will differ for each application.
161Page 61 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Permit Applications for more than one class
Application for more than one class of permit per application N The sum of: The highest of the fees which would have applied is separate applications were made; and 50% of each of the other fees which would have applied if separate applications were made Application to amend a permit in more than one class per application N The sum of: The highest of the fees which would have applied is separate applications were made; and 50% of each of the other fees which would have applied if separate applications were made Amending an application after notice has been given
Section 57A – request to amend an application for permit per application N 40% of the application fee for that after notice has been given class of permit or amendment to permit and Where the class of the application is changing to a new class of higher application fee, the difference between the fee for the application to be amended and the fee for the new class Section 57A – Request to amend an application for an per application N 40% of the application fee for that amendment to a permit after notice has been given class of permit or amendment to permit and Where the class of the application is changing to a new class of higher application fee, the difference between the fee for the application to be amended and the fee for the new class Subdivision Certification & Engineering Fees
Reg 6; Certification of a plan of subdivision per application N $0.00 $167.80 Reg 7; Alteration of plan per application N $0.00 $106.70 Reg 8; Amendment to a certified plan per application N $0.00 $135.10 Reg 9; Checking of engineering plans per application Y 0.75% of cost of works Reg 10; Engineering plan prepared by Council per application Y 3.5% of cost of works Reg 11; Supervision of works per application Y 2.5% of cost of works Planning – Other Matters
Reg 15; Certification of compliance under Section 97N per request N $312.80 $312.80 Reg 16; Amend or end a section 173 Agreement per application N $632.80 $632.80 Reg 18; Satisfaction matters per application Y $312.80 $312.80
162Page 62 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Amendments to Planning Schemes
Stage 1 per amendment N $2,929.30 $2,929.30 a) Considering a request to amend a planning scheme; and b) Exhibition and notice of the amendment; and c) Considering any submissions which do not seek a change to the amendment; and d) if applicable, abandoning the amendment.
Stage 2 – Up tp 10 Submissions per amendment N $14,518.60 $14,518.60 Considering submissions which seek a change to an amendment, and where necessary referring the submissions to a panel; and providing assistance to a panel, making a submission to the panel, considering the panel's report, and after considering submissions and the report, if applicable abandoning the amendment.
Stage 2 – 11 to 20 Submissions per amendment N $29,008.80 $29,008.80 Considering submissions which seek a change to an amendment, and where necessary referring the submissions to a panel; and providing assistance to a panel, making a submission to the panel, considering the panel's report, and after considering submissions and the report, if applicable abandoning the amendment.
Stage 2 – More than 20 submissions per amendment N $38,778.00 $38,778.00 Considering submissions which seek a change to an amendment, and where necessary referring the submissions to a panel; and providing assistance to a panel, making a submission to the panel, considering the panel's report, and after considering submissions and the report, if applicable abandoning the amendment.
Stage 3 per amendment N $462.20 $462.20 Stage 4 per amendment N $462.20 $462.20 Development Plans
Application for Development Plan per application Y $1,265.00 base fee + $20.00 per lot Application to amend a Development Plan per application Y $639.00 $1,265.00 Forestry
Timber Harvest Plan Satisfaction Fee per plan Y $715.00 $1,000.00 submitted Environmental Health Service Septic Systems
Installations – Domestic per permit N $546.00 $557.00 Alterations – Minor per permit N $278.00 $284.00 Alterations – Substantial per permit N $442.00 $450.00 Significant Variation to proposal per event N $200.00 $205.00 Extend permit life or additional Inspections per event N $210.00 $215.00 Land Capability Assessment reviews up to 2 allotments per report Y $210.00 $215.00
163Page 63 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Environmental Health Registrations Food Act
Class 1 – Hospitals, nursing home etc per registration N $376.00 $384.00 Class 2a – Hazardous foods large scale premises as per registration N $492.00 $500.00 defined Class 2b – Hazardous foods smaller scale premises as per registration N $376.00 $384.00 assessed by Council Class 3 – Lower risk unpackaged & packaged potentially per registration N $176.00 $180.00 hazardous Charitable organisation community groups per registration N $68.00 $70.00 Transfer fee – 50% of registration fee up to maximum of per transfer N $228.00 $232.00 Single food stall application per event N $56.00 $58.00 Up to 4 food stall events per application N $95.00 $98.00 More than 4 food stall events Class 2 per application N $160.00 $162.00 More than 4 food stall events Class 3 per application N $120.00 $122.00 Failed food samples – resampling fee per sample Y Cost +10% Last YR Fee Cost Recovery Additional inspection – where 'Section 19 Notice' is issued as required based Y $160.00 $164.00 to Food Premises on assessment
Public Health & Wellbeing Act
Prescribed Accommodation fee per registration N $210.00 $214.00 Variation – School camps (non profit) per registration N $144.00 $148.00 Infectious Diseases Control Premises – per registration N $145.00 $148.00 Hairdressing/Beauty Parlour Infectious Diseases Control Premises – Mobile Hairdressing per registration N $145.00 $148.00 Infectious Diseases Control Premises – Skin Penetration per registration N $158.00 $162.00 Processes (often in addition to other services provided) Infectious Diseases Control Premises – Transfer fee per transfer N $0.00 $80.00 Not applicable to hairdressing premises.
Food/Health Late Registration Lodgement fee per premises Y $50.00 $0.00 Inspection Requests (pre-purchase of business) per premises Y $172.00 $175.00
Caravan Parks & Movable Dwellings 3 yearly registration cycle. Up to 25 sites – 17 fee units N $245.00 $250.00 26 to 50 sites – 34 fee units N $500.00 $510.00 51 to 100 sites – 68 fee units N $998.00 $1,015.00 101 to 150 sites – 100 fee units N $1,460.00 $1,485.00 151 to 200 sites – 120 fee units N $1,750.00 $1,780.00 Transfer (change of ownership, etc.) per transfer N $74.00 $71.00
164Page 64 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Environmental Health – Miscellaneous Charges
Head Lice Lotion, vaccines etc offered to assist N Cost + 10% Sharpssafe containers (diabetics) and their disposal per container N $0.00 $0.00 Transhipment Yards
Transhipment Fees Y $1,280.63 $1,280.63 Cemetery Trust Monumental Section
Land 1.2 * 1.2 (child up to 12 years) Per site N $415.00 $415.00 Land 2.4 * 1.2 Selected by Applicant Per site N $785.00 $785.00 Land 2.4 * 1.2 Selected by Trustee Per site N $785.00 $785.00 Sinking to 2.1 metres Per site Y $1,235.00 $1,235.00 Sinking to 1.2 metres (children's section) Per site Y $460.00 $460.00 Reopen for second burial Per site Y $800.00 $800.00 Extra sinking per 300mm Per site Y $150.00 $150.00 Interment fee Per site Y $110.00 $110.00 Lawn Section
Land 2.4 * 1.2 Per site N $785.00 $785.00 Sinking to 2.1 metres Per site Y $1,235.00 $1,235.00 Reopen for second burial Per site Y $800.00 $800.00 Plaque to suit mounting base Per site Y Contract price + 20% Plaque & flower container Per site Y $630.00 $630.00 Interment fee Per site Y $110.00 $110.00 Cemetery – Miscellaneous Charges
Ashes in Niche Wall – Perpetuity Per niche N $265.00 $265.00 Interment of Ashes lawn or niche wall Y $110.00 $110.00 Plaque to suit mounting base Y Contract price + 20% Additional fee for weekends or public holidays Per day Y $205.00 $205.00 Additional sinking oversize grave (1 foot) Per 300cm Y $150.00 $150.00 Interment of Ashes in Grave (per canister) – Perpetual Per item N $335.00 $335.00 Removal of Ashes-Niche Wall (when authorised) Per Grave Y $385.00 $385.00 Removal of ledger – Fee for use of Stonemason Per grave Y $770.00 $770.00 Erect monument or plaque in Monumental Section Per item N Fees as gazetted Separately Search of records Per record N $22.00 $22.00 Erect Australian War Graves Plaque Per item Y $315.00 $315.00 Cancellation of order to sink if commenced Per Order Y $155.00 $155.00 Certificate of Right of Burial issue Per item N $35.00 $35.00 Re-instatement/Restoration Works requested by person Per grave Y Fees as gazetted Separately holding 'Right of Burial' for grave in Monumental Section
165Page 65 of 77 Year 17/18 Year 18/19 Name Unit GST Last YR Fee Fee (incl. GST) (incl. GST)
Other Cemetery Trust Services
Lift and reposition Y $1,680.00 $1,680.00 Exhumation Fee Y $1,680.00 $1,680.00
166Page 66 of 77 Fee Name Parent Page
Index of all fees
1 101 to 150 sites – 100 fee units [Caravan Parks & Movable Dwellings] 64 151 to 200 sites – 120 fee units [Caravan Parks & Movable Dwellings] 64 2 240 Litre mobile garbage bin collection [Commercial / Bulk Garbage Charges] 50 26 to 50 sites – 34 fee units [Caravan Parks & Movable Dwellings] 64 5 51 to 100 sites – 68 fee units [Caravan Parks & Movable Dwellings] 64 A Additional Bins [Commercial / Bulk Garbage Charges] 50 Additional fee for weekends or public holidays [Cemetery – Miscellaneous Charges] 65 Additional inspection – where 'Section 19 [Food Act] 64 Notice' is issued to Food Premises Additional pages [Telephone & Fax (Australia only)] 55 Additional sinking oversize grave (1 foot) [Cemetery – Miscellaneous Charges] 65 Administration Charge [Advertising Fee] 59 Adult [Overdue Fines] 54 Adult Book [Penalty Replacement Costs] 55 Adult swim [Mansfield Swimming Pool] 57 Adult swim season pass [Mansfield Swimming Pool] 57 Adverse possession admin fee [Revenue Services – Rates & Debtors] 46 Albury Wodonga [Volunteer Transport] 52 Albury Wodonga [Brokerage Transport] 53 Alexandra [Volunteer Transport] 52 Alexandra [Brokerage Transport] 53 All Restricted Breed / Declared Dogs (no [Dog & Cat Registration] 47 concession available) Alterations – Minor [Septic Systems] 63 Alterations – Substantial [Septic Systems] 63 Anderson Hall & Buckland Room Hire – Full [Not for Profit / Community Organisations] 56 Day Anderson Hall & Buckland Room Hire – Full [Commercial Operator] 56 Day Anderson Hall & Buckland Room Hire – Half [Not for Profit / Community Organisations] 56 Day Anderson Hall & Buckland Room Hire – Half [Commercial Operator] 56 Day Anderson Hall & Buckland Room Hire – [Commercial Operator] 56 Hourly Anderson Hall & Buckland Room Hire – [Not for Profit / Community Organisations] 56 Hourly Animal Surrender [Animal Surrender] 47 Animal Surrender for Euthanasia – Cat [Animal Surrender] 47 Animal Surrender for Euthanasia – Cog [Animal Surrender] 47 Application Fee [Freedom of Information Request] 46 Application for Development Plan [Development Plans] 63 Application for more than one class of permit [Permit Applications for more than one class] 62 Application to amend a Development Plan [Development Plans] 63 Application to amend a permit in more than [Permit Applications for more than one class] 62 one class Ashes in Niche Wall – Perpetuity [Cemetery – Miscellaneous Charges] 65 Asphalt [Damage to Council Assets – Reinstatement works] 49
167Page 67 of 77 Fee Name Parent Page
B Barjarg [Volunteer Transport] 52 Barjarg [Brokerage Transport] 53 Bed Springs [Resource Recovery Centre] 50 Benalla [Volunteer Transport] 52 Benalla [Brokerage Transport] 53 Bin Lid [Commercial / Bulk Garbage Charges] 50 Bitumen / spray seal [Damage to Council Assets – Reinstatement works] 49 Black & White [Printing] 55 Black & White Single Sided A3 [Photocopying] 55 Black & White Single Sided A4 [Photocopying] 55 Bonnie Doon [Volunteer Transport] 52 Bonnie Doon [Brokerage Transport] 53 Book on disk [Penalty Replacement Costs] 55 Building Inspections other than Mandatory [Property Information] 59 Inspections Building Permit has expired – per inspection [Building Permits – Dwellings & Out Buildings] 59 Building Permit Information (with inspection [Property Information] 59 dates) Busking on Council Land or in a public place [Permits] 48 C Camping & temporary accom. on Private [Permits] 48 property Cancellation of order to sink if commenced [Cemetery – Miscellaneous Charges] 65 Car Batteries [Resource Recovery Centre] 50 Car Bodies [Resource Recovery Centre] 50 Carnival (Schools and Clubs) [Mansfield Swimming Pool] 57 Casual Use – after 6pm [Not for Profit / Community Organisations] 58 Casual Use – after 6pm [Commercial Operator] 58 Casual Use – before 6pm [Not for Profit / Community Organisations] 58 Casual Use – before 6pm [Commercial Operator] 58 Casual Use – daytime up to 6.00 pm [Commercial Operator] 58 Casual Use – daytime up to 6.00 pm [Not for Profit / Community Organisations] 57 Casual Use – evening after 6.00pm [Not for Profit / Community Organisations] 57 Casual Use – evening after 6.00pm [Commercial Operator] 58 Cats [Sustenance] 47 Cattle [Sustenance] 47 Cattle (additional animals after first 3) [Release Fees] 48 Cattle Minimum Fee (first 3 animals) [Release Fees] 48 CDB Covers [Damage Fees] 54 Certificate of Right of Burial issue [Cemetery – Miscellaneous Charges] 65 Charitable organisation community groups [Food Act] 64 Child swim [Mansfield Swimming Pool] 57 Child swim season pass [Mansfield Swimming Pool] 57 Class 1 – Change or allow a new use of the [New Use] 59 land Class 1 – Change or allow a new use of the [New Use] 60 land Class 1 – Hospitals, nursing home etc [Food Act] 64 Class 10 – Up to $100,000 [All Other Development] 60 Class 10 – Up to $100,000 [All Other Development] 61 Class 11 – $100,001 to $1,000,000 [All Other Development] 60 Class 11 – $100,001 to $1,000,000 [All Other Development] 61 Class 12 – $1,000,001 to $5,000,000 [All Other Development] 60 Class 12 – $1,000,001 to $5,000,000 [All Other Development] 61 Class 13 – $5,000,001 to $15,000,000 [All Other Development] 60 Class 13 – $5,000,001 to $15,000,000 [All Other Development] 61 Class 14 – $15,000,001 to $50,000,000 [All Other Development] 60 Class 14 – $15,000,001 to $50,000,000 [All Other Development] 61
168Page 68 of 77 Fee Name Parent Page
C [continued] Class 15 – More than $50,000,000 [All Other Development] 60 Class 15 – More than $50,000,000 [All Other Development] 61 Class 16 – Subdivide an existing building [Subdivision] 60 Class 16 – Subdivide an existing building [Subdivision] 61 Class 17 – Subdivide land into two lots [Subdivision] 60 Class 17 – Subdivide land into two lots [Subdivision] 61 Class 18 – Realignment of a common [Subdivision] 60 boundary between two lots or to consolidate two or more lots Class 18 – Realignment of a common [Subdivision] 61 boundary between two lots or to consolidate two or more lots Class 19 – To subdivide land ($1,265.60 for [Subdivision] 61 each 100 lots created) Class 19 – To subdivide land ($1265.60 for [Subdivision] 60 each 100 lots created) Class 2 – Up to $10,000 [Single Dwelling] 60 Class 2 – Up to $10,000 [Single Dwelling] 61 Class 20 – To create, vary or remove a [Subdivision] 60 restriction within the meaning of the Subdivision Act 1988, or To create or remove a right of way; or To create, vary or remove an easement other that a right of way; or To vary, remove a condition in the nature of an easement other than a right of way in a Crown grant Class 20 – To create, vary or remove a [Subdivision] 61 restriction within the meaning of the Subdivision Act 1988, or To create or remove a right of way; or To create, vary or remove an easement other that a right of way; or To vary, remove a condition in the nature of an easement other than a right of way in a Crown grant Class 21 – A permit not otherwise provided for [Subdivision] 60 in this regulation Class 21 – A permit not otherwise provided for [Subdivision] 61 in this regulation Class 2a – Hazardous foods large scale [Food Act] 64 premises as defined Class 2b – Hazardous foods smaller scale [Food Act] 64 premises as assessed by Council Class 3 – $10,001 to $100,000 [Single Dwelling] 60 Class 3 – $10,001 to $100,000 [Single Dwelling] 61 Class 3 – Lower risk unpackaged & packaged [Food Act] 64 potentially hazardous Class 4 – $100,001 to $500,000 [Single Dwelling] 60 Class 4 – $100,001 to $500,000 [Single Dwelling] 61 Class 5 – $500,001 to $1,000,000 [Single Dwelling] 60 Class 5 – $500,001 to $1,000,000 [Single Dwelling] 61 Class 6 – $1,000,000 to $2,000,000 [Single Dwelling] 60 Class 6 – $1,000,000 to $2,000,000 [Single Dwelling] 61 Class 7 – Up to $10,000 [VicSmart] 60 Class 7 – Up to $10,000 [VicSmart] 61 Class 8 – More than $10,000 [VicSmart] 60 Class 8 – More than $10,000 [VicSmart] 61 Class 9 – VicSmart application to subdivide or [VicSmart] 60 consolidate land Class 9 – VicSmart application to subdivide or [VicSmart] 61 consolidate land Cleaning Fee [Cleaning] 56 Cleaning Fee [Cleaning] 57
169Page 69 of 77 Fee Name Parent Page
C [continued] Cleaning Fee [Cleaning] 59 Client – Community Shopping Bus [Community Shopping Bus] 52 Client – Delivered Meals [Delivered Meals] 51 Colour [Printing] 55 Colour Single Sided A3 [Photocopying] 55 Colour Single Sided A4 [Photocopying] 55 Combined Planning Scheme Amendments [Combined Planning Permit Applications] 61 and Planning Permit Applications Commercial / Industrial Waste [Resource Recovery Centre] 50 Commercial Cardboard [Resource Recovery Centre] 50 Commercial Health & Fitness Provider – [Permits] 48 Annual Fee Commercial Recyclables [Resource Recovery Centre] 50 Commercial Recycling collections [Commercial / Bulk Garbage Charges] 50 Concession dog kept for working stock [Dog & Cat Registration] 47 Concession dog or cat [Dog & Cat Registration] 47 Concession dog/cat not desexed [Dog & Cat Registration] 47 Concession reduced fee (as above) [Dog & Cat Registration] 47 Concession swim [Mansfield Swimming Pool] 57 Concession swim season pass [Mansfield Swimming Pool] 57 Consulting Room Hire – Full Day [Not for Profit / Community Organisations] 56 Consulting Room Hire – Full Day [Commercial Operator] 56 Consulting Room Hire – Full Day [Room Hire] 57 Consulting Room Hire – Half Day [Not for Profit / Community Organisations] 56 Consulting Room Hire – Half Day [Commercial Operator] 56 Consulting Room Hire – Half Day [Room Hire] 57 Consulting Room Hire – Hourly [Not for Profit / Community Organisations] 56 Consulting Room Hire – Hourly [Commercial Operator] 56 Copy of Rates Notice [Revenue Services – Rates & Debtors] 46 D Debt recovery [Revenue Services – Rates & Debtors] 46 Debtor Invoices Interest on Overdue [Revenue Services – Rates & Debtors] 46 Demolition Section 29A Response [Property Information] 59 Disabled Parking Permits [Permits] 48 Dog kept for working stock [Dog & Cat Registration] 47 Dog/Cat [Release Fees] 48 Dog/Cat – 1st offence [Release Fees] 48 Dog/Cat not desexed [Dog & Cat Registration] 47 Dogs [Sustenance] 47 Domestic Animal Business Registration [Dog & Cat Registration] 47 Domestic Assistance [Brokerage Services] 53 Domestic Assistance (co-payment inclusive) [Veterans Homecare (as per Department of Veterans' Affairs 54 agreement)] Domestic Cardboard [Resource Recovery Centre] 50 Domestic Recyclables over 1m3 [Resource Recovery Centre] 50 Domestic Recyclables under 1m3 [Resource Recovery Centre] 50 Domestic Waste in a larger vehicle or trailer [Resource Recovery Centre] 50 Domestic Waste less than 1/2 m3 [Resource Recovery Centre] 50 Driveway Layback [Damage to Council Assets – Reinstatement works] 49 Driveways – concrete [Damage to Council Assets – Reinstatement works] 49 DVA Client Co-payment [Veterans Homecare (as per Department of Veterans' Affairs 54 agreement)] DVD [Penalty Replacement Costs] 55 DVD or CD Rom replacement cover [Damage Fees] 54 E Earphones [Playaways] 56
170Page 70 of 77 Fee Name Parent Page
E [continued] Emergency Respite (Emergency Short Term [Veterans Homecare (as per Department of Veterans' Affairs 54 Home Relief (ESTHR)) – Weekdays and agreement)] public holidays including overnight (co- payment applicable) Emergency Respite (Emergency Short Term [Veterans Homecare (as per Department of Veterans' Affairs 54 Home Relief (ESTHR)) – Weekdays inclusive agreement)] of a Saturday and/or Sunday, weekends and public holidays, including overnight (co- payment applicable) Entire Dog or Cat [Dog & Cat Registration] 47 Erect Australian War Graves Plaque [Cemetery – Miscellaneous Charges] 65 Erect monument or plaque in Monumental [Cemetery – Miscellaneous Charges] 65 Section Events & Festivals [Permits] 48 E-Waste (electronic waste) [Resource Recovery Centre] 50 Excess Animal Permit (initial) [Dog & Cat Registration] 47 Exhumation Fee [Other Cemetery Trust Services] 66 Extend permit life or additional Inspections [Septic Systems] 63 Extension of time of Permit [Advertising Fee] 59 External activities [Brokerage Services] 53 Extra sinking per 300mm [Monumental Section] 65 F Failed food samples – resampling fee [Food Act] 64 Family swim season pass [Mansfield Swimming Pool] 57 Fax First page [Telephone & Fax (Australia only)] 55 Fee (Request for Variation to Building Regs.) [Property Information] 59 Legislated File Retrieval from Off Site Archive [Property Information] 59 Fine for book club item [Overdue Fines] 54 Fine for Inter Library Loan item [Overdue Fines] 54 Fines for returned items with Lost status [Overdue Fines] 54 Fire Direction clearing Notice – non [Fire Hazard Management] 49 compliance Fire hazard removal [Fire Hazard Management] 49 Food/Health Late Registration Lodgement fee [Public Health & Wellbeing Act] 64 Footpath [Damage to Council Assets – Reinstatement works] 49 Fridges (covers cost of degassing) [Resource Recovery Centre] 50 Full Day [Not for Profit Groups] 54 Full Day [Commercial Operators] 54 G Gas Bottle [Resource Recovery Centre] 50 Goughs Bay [Volunteer Transport] 52 Goughs Bay [Brokerage Transport] 53 Gravel [Damage to Council Assets – Reinstatement works] 49 Green Waste [Resource Recovery Centre] 50 H HACC High Fee Range [Domestic Assistance] 51 HACC High Fee Range [Personal Care] 51 HACC High Fee Range [Respite] 51 HACC High Fee Range – Maintenance [Home Maintenance / Gardening] 51 HACC High Fee Range – Modifications [Home Maintenance / Gardening] 51 HACC Low Fee Range [Domestic Assistance] 51 HACC Low Fee Range [Personal Care] 51 HACC Low Fee Range [Respite] 51 HACC Low Fee Range [Home Maintenance / Gardening] 51 HACC Medium Fee Range [Domestic Assistance] 51
171Page 71 of 77 Fee Name Parent Page
H [continued] HACC Medium Fee Range [Personal Care] 51 HACC Medium Fee Range [Respite] 51 HACC Medium Fee Range [Home Maintenance / Gardening] 51 Half Day [Not for Profit Groups] 54 Half Day [Commercial Operators] 54 Head Lice Lotion, vaccines etc offered to [Environmental Health – Miscellaneous Charges] 65 assist Home and Garden Maintenance (co-payment [Veterans Homecare (as per Department of Veterans' Affairs 54 inclusive) agreement)] Home Maintenance [Brokerage Services] 53 Horses [Sustenance] 47 Horses Minimum Fee [Release Fees] 48 Hourly [Not for Profit Groups] 54 Hourly [Commercial Operators] 54 Howqua [Volunteer Transport] 52 Howqua [Brokerage Transport] 53 I Infectious Diseases Control Premises – [Public Health & Wellbeing Act] 64 Hairdressing/Beauty Parlour Infectious Diseases Control Premises – [Public Health & Wellbeing Act] 64 Mobile Hairdressing Infectious Diseases Control Premises – Skin [Public Health & Wellbeing Act] 64 Penetration Processes (often in addition to other services provided) Infectious Diseases Control Premises – [Public Health & Wellbeing Act] 64 Transfer fee Inspection Requests (pre-purchase of [Public Health & Wellbeing Act] 64 business) Installations – Domestic [Septic Systems] 63 Inter Library Loan strap / barcode [Inter Library Fees and Charges] 55 Interment fee [Monumental Section] 65 Interment fee [Lawn Section] 65 Interment of Ashes in Grave (per canister) – [Cemetery – Miscellaneous Charges] 65 Perpetual Interment of Ashes lawn or niche wall [Cemetery – Miscellaneous Charges] 65 J Jamieson [Volunteer Transport] 52 Jamieson [Brokerage Transport] 53 Junior [Overdue Fines] 54 Junior Book [Penalty Replacement Costs] 55 K Kerb & Channel [Damage to Council Assets – Reinstatement works] 49 Kevington [Volunteer Transport] 52 Kevington [Brokerage Transport] 53 Key Replacement Fee [Key Replacement] 56 Key Replacement Fee [Key Replacement] 57 Key Replacement Fee [Key Replacement] 59 L Land 1.2 * 1.2 (child up to 12 years) [Monumental Section] 65 Land 2.4 * 1.2 [Lawn Section] 65 Land 2.4 * 1.2 Selected by Applicant [Monumental Section] 65 Land 2.4 * 1.2 Selected by Trustee [Monumental Section] 65 Land Capability Assessment reviews up to 2 [Septic Systems] 63 allotments Land information Certificates [Revenue Services – Rates & Debtors] 46
172Page 72 of 77 Fee Name Parent Page
L [continued] Land information Certificates – 24 Hour [Revenue Services – Rates & Debtors] 46 Service Legal Point of Stormwater Discharge [Works within a Road Reserve Permit] 49 Letter sent by Council on behalf of other [Letters on behalf of other organisations] 46 person / organisation 0-10 letters Letter sent by Council on behalf of other [Letters on behalf of other organisations] 46 person / organisation 10 plus letters Lift and reposition [Other Cemetery Trust Services] 66 Light Romance [Penalty Replacement Costs] 55 Livestock Grazing Permit – Council Roads (1 [Permits] 48 year) Livestock Grazing Permit – Council Roads (3 [Permits] 48 years) Livestock Grazing Permit – Council Roads (5 [Permits] 48 years) Lockable cupboards in sports complex foyer [Store Rooms / Cupboards] 58 Lodgement fee legislated [Property Information] 59 M Macs Cove [Volunteer Transport] 52 Macs Cove [Brokerage Transport] 53 Maindample [Volunteer Transport] 52 Maindample [Brokerage Transport] 53 Mansfield Basketball Club (Stadium Hire) [Seasonal Usage] 58 Market on Council Land or in a public place [Permits] 48 Mattress – any size [Resource Recovery Centre] 50 Meals on Wheels [Brokerage Services] 53 Merrijig [Volunteer Transport] 52 Merrijig [Brokerage Transport] 53 Merton [Volunteer Transport] 52 Merton [Brokerage Transport] 53 Minor damage to an item or barcode [Damage Fees] 54 Minor Works – conducted on any part of [Works within a Road Reserve Permit] 49 roadway, shoulder or pathway Minor Works – not conducted on any part of [Works within a Road Reserve Permit] 49 roadway, shoulder or pathway Mobile Trader – initial permit [Permits] 48 Mobile Trader – ongoing permit per week [Permits] 48 Mobile Trader Council Event, Market or [Permits] 48 Festival Day More than 4 food stall events Class 2 [Food Act] 64 More than 4 food stall events Class 3 [Food Act] 64 Motor Oil [Resource Recovery Centre] 50 MP3 [Penalty Replacement Costs] 55 Multi Purpose Room Hire – Full Day [Room Hire] 57 Multi Purpose Room Hire – Half Day [Room Hire] 57 Multi Purpose Room Hire – Hourly [Room Hire] 57 N Nature strips / Road shoulders [Damage to Council Assets – Reinstatement works] 49 O Other fines, including EPA, Food, Animal [Infringements] 46 Other Locations [Volunteer Transport] 52 Other Locations [Brokerage Transport] 53 Overnight Care – charged to Brokerage [Brokerage Services] 53 Agencies
173Page 73 of 77 Fee Name Parent Page
P PAG (one session per week) [Planned Activity Groups (PAG)] 53 PAG (one session per week) Brokerage Client [Brokerage Services] 53 plus client meal PAG (two or more sessions per week) [Brokerage Services] 53 Brokerage Client PAG transport Aqua Movers (Benalla) [Planned Activity Groups (PAG)] 53 includes entry to pool & activity PAG transport Client after first 5km [Planned Activity Groups (PAG)] 53 PAG transport Stewart's bus [Planned Activity Groups (PAG)] 53 PAG transport within Mansfield township [Planned Activity Groups (PAG)] 53 PAG travel Brokerage Client [Brokerage Services] 53 Per letter [Advertising Fee] 59 Periodical [Penalty Replacement Costs] 55 Permits issued to Not for Profit or Community [Permits] 48 Organisations Permits not elsewhere specified [Permits] 48 Personal Care [Brokerage Services] 53 Personal Care – Weekdays (co-payment [Veterans Homecare (as per Department of Veterans' Affairs 54 inclusive) agreement)] Personal Care Exceptional – Weekends and [Veterans Homecare (as per Department of Veterans' Affairs 54 Public holidays (co-payment inclusive) agreement)] Personal Care Out of Hours [Brokerage Services] 53 Plaque & flower container [Lawn Section] 65 Plaque to suit mounting base [Lawn Section] 65 Plaque to suit mounting base [Cemetery – Miscellaneous Charges] 65 Playaway [Damage Fees] 54 Pool Lane Hire commercial use (Plus Entry [Mansfield Swimming Pool] 57 fee) Pool Lane Hire private use (Plus Entry fee) [Mansfield Swimming Pool] 57 Prescribed Accommodation fee [Public Health & Wellbeing Act] 64 Printed and mailed rates notice [Revenue Services – Rates & Debtors] 46 Programs and Activities [Miscellaneous Library Charges] 56 Public Notice [Advertising Fee] 59 Public Notice on site [Advertising Fee] 59 R Records Retrieval (Non FOI) [Records] 46 Recoup of any Inter Library Loan postage [Inter Library Fees and Charges] 55 charges Recovery of towing fee [Impounding Vehicle] 48 Reduced Fee Dog/Cat [Dog & Cat Registration] 47 Refundable Bond (Special Events Only) [Not for Profit / Community Organisations] 57 Refundable Bond (Special Events Only) [Commercial Operator] 58 Refundable Bond (Special Events Only) [Not for Profit / Community Organisations] 58 Refundable Bond (Special Events Only) [Commercial Operator] 58 Reg 10; Engineering plan prepared by Council [Subdivision Certification & Engineering Fees] 62 Reg 11; Supervision of works [Subdivision Certification & Engineering Fees] 62 Reg 15; Certification of compliance under [Planning – Other Matters] 62 Section 97N Reg 16; Amend or end a section 173 [Planning – Other Matters] 62 Agreement Reg 18; Satisfaction matters [Planning – Other Matters] 62 Reg 6; Certification of a plan of subdivision [Subdivision Certification & Engineering Fees] 62 Reg 7; Alteration of plan [Subdivision Certification & Engineering Fees] 62 Reg 8; Amendment to a certified plan [Subdivision Certification & Engineering Fees] 62 Reg 9; Checking of engineering plans [Subdivision Certification & Engineering Fees] 62 Regular (minimum 4 week booking) [Not for Profit / Community Organisations] 58 Regular (minimum 4 week booking) [Commercial Operator] 58 Regular Use – daytime up to 6.00 pm (at least [Not for Profit / Community Organisations] 57 4 week booking)
174Page 74 of 77 Fee Name Parent Page
R [continued] Regular Use – daytime up to 6.00 pm (at least [Commercial Operator] 58 4 week booking) Regular Use – evening after 6.00pm (at least [Not for Profit / Community Organisations] 57 4 week booking) Regular Use – evening after 6.00pm (at least [Commercial Operator] 58 4 week booking) Re-instatement/Restoration Works requested [Cemetery – Miscellaneous Charges] 65 by person holding 'Right of Burial' for grave in Monumental Section Release fee (Limited to office hours only) [Impounding Vehicle] 48 Removal of Ashes-Niche Wall (when [Cemetery – Miscellaneous Charges] 65 authorised) Removal of ledger – Fee for use of [Cemetery – Miscellaneous Charges] 65 Stonemason Renewal of Excess Animal Permit (yearly) [Dog & Cat Registration] 47 Reopen for second burial [Monumental Section] 65 Reopen for second burial [Lawn Section] 65 Replacement of lost or damaged library card [Penalty Replacement Costs] 55 Replacement registration tags [Dog & Cat Registration] 47 Request for Information (Planning Scheme [Request for Information] 59 Interpretation in writing) Requests for items not in stock and obtained [Inter Library Fees and Charges] 55 by Inter Library Loan (as charged by supplier) Requests for photocopies not in stock and [Inter Library Fees and Charges] 55 obtained on Inter Library Loan Research Fee [Miscellaneous Library Charges] 56 Respite [Brokerage Services] 53 Respite in home – Weekdays including [Veterans Homecare (as per Department of Veterans' Affairs 54 overnight (co-payment inclusive) agreement)] Respite in home exceptional – Weekends and [Veterans Homecare (as per Department of Veterans' Affairs 54 public holidays including overnight (nil co- agreement)] payment) Roadside Firewood Collection Permit [Permits] 48 S Sawmill Settlement [Volunteer Transport] 52 Sawmill Settlement [Brokerage Transport] 53 School Usage [Not for Profit / Community Organisations] 57 School Usage (applicable to Mansfield [Not for Profit / Community Organisations] 58 Secondary College and Mansfield Primary School only as per agreement) Search of records [Cemetery – Miscellaneous Charges] 65 Secondary consent to plans [Advertising Fee] 59 Section 57A – Request to amend an [Amending an application after notice has been given] 62 application for an amendment to a permit after notice has been given Section 57A – request to amend an [Amending an application after notice has been given] 62 application for permit after notice has been given Sharpssafe containers (diabetics) and their [Environmental Health – Miscellaneous Charges] 65 disposal Sheep/Goats [Sustenance] 47 Sheep/Goats (additional animals after first 4) [Release Fees] 48 Sheep/Goats Minimum fee (first 4 animals) [Release Fees] 48 Shepparton [Volunteer Transport] 52 Shepparton [Brokerage Transport] 53 Significant Variation to proposal [Septic Systems] 63 Single disk [Penalty Replacement Costs] 55 Single food stall application [Food Act] 64 Sinking to 1.2 metres (children's section) [Monumental Section] 65 Sinking to 2.1 metres [Monumental Section] 65
175Page 75 of 77 Fee Name Parent Page
S [continued] Sinking to 2.1 metres [Lawn Section] 65 Smoke Alarm check [Home Maintenance / Gardening] 51 Social Assistance (co-payment applicable) [Veterans Homecare (as per Department of Veterans' Affairs 54 agreement)] Special Events – all day [Not for Profit / Community Organisations] 57 Special Events – all day [Commercial Operator] 58 Special Events – all day [Not for Profit / Community Organisations] 58 Special Events – all day (10 hrs) [Commercial Operator] 58 Special Events – two days [Not for Profit / Community Organisations] 57 Special Events – two days [Commercial Operator] 58 Special Events – two days [Not for Profit / Community Organisations] 58 Special Events – two days [Commercial Operator] 58 Special Events Waste Collection – Bin [Commercial / Bulk Garbage Charges] 50 delivery & collection Special Events Waste Collection – Collection [Commercial / Bulk Garbage Charges] 50 only Spectators [Mansfield Swimming Pool] 57 Stage 1 [Amendments to Planning Schemes] 63 Stage 2 – 11 to 20 Submissions [Amendments to Planning Schemes] 63 Stage 2 – More than 20 submissions [Amendments to Planning Schemes] 63 Stage 2 – Up tp 10 Submissions [Amendments to Planning Schemes] 63 Stage 3 [Amendments to Planning Schemes] 63 Stage 4 [Amendments to Planning Schemes] 63 Steel & White Goods (excl refrigerated [Resource Recovery Centre] 50 appliances) Stock movement on Council controlled roads [Permits] 48 Store room 1 (currently occupied by Mansfield [Store Rooms / Cupboards] 58 Secondary and Auskick) Classified as a SMALL storage room <5m Store room 2 (currently occupied by Mansfield [Store Rooms / Cupboards] 58 Gymnastics Club) Classified as a LARGE store room >10m Store room 3 (currently occupied by Mansfield [Store Rooms / Cupboards] 58 Basketball Club) Classified as a SMALL store room <5m Store room 4 (currently occupied by Mansfield [Store Rooms / Cupboards] 58 Basketball Club) Classified as a MEDIUM store room 5m-10m Store room 5 lockable cupboards (old office, [Store Rooms / Cupboards] 58 currently being transformed into smaller space storage cupboards) Student swim (School group) [Mansfield Swimming Pool] 57 Sundry External Works [Sundry Works] 49 T Telephone [Telephone & Fax (Australia only)] 55 Timber Harvest Plan Satisfaction Fee [Forestry] 63 Tolmie [Volunteer Transport] 52 Tolmie [Brokerage Transport] 53 Traffic Regulations [Infringements] 46 Transfer (change of ownership, etc.) [Caravan Parks & Movable Dwellings] 64 Transfer fee – 50% of registration fee up to [Food Act] 64 maximum of Transhipment Fees [Transhipment Yards] 65 Transport Fee / Advertisement Fee [Release Fees] 48 Tyre – 4WD [Resource Recovery Centre] 50 Tyre – Car [Resource Recovery Centre] 50 Tyre – Earthmoving [Resource Recovery Centre] 50 Tyre – Heavy Truck [Resource Recovery Centre] 50 Tyre – Light Truck [Resource Recovery Centre] 50
176Page 76 of 77 Fee Name Parent Page
T [continued] Tyre – Solid Forklift [Resource Recovery Centre] 50 Tyre – Super Single [Resource Recovery Centre] 50 Tyre – Tractor [Resource Recovery Centre] 50 U Up to 25 sites – 17 fee units [Caravan Parks & Movable Dwellings] 64 Up to 4 food stall events [Food Act] 64 Urgent consideration of application (if sought [Permits] 48 in less than 28 days) USB Stick (8GB) [Playaways] 56 Use of Council land or a public place for [Permits] 48 outdoor eating (and associated infrastructure) or display of goods or free standing advertising signs – 1 year Use of Council land or a public place for [Permits] 48 outdoor eating (and associated infrastructure) or display of goods or free standing advertising signs – 2 years Use of Council land or a public place for [Permits] 48 outdoor eating (and associated infrastructure) or display of goods or free standing advertising signs – 3 years V Variation – School camps (non profit) [Public Health & Wellbeing Act] 64 Veterinarian Fees [Sustenance] 47 W Wangaratta [Volunteer Transport] 52 Wangaratta [Brokerage Transport] 53 Weekend & afterhours additional release fee [Release Fees] 48 Woods Point [Volunteer Transport] 52 Woods Point [Brokerage Transport] 53 Works other than minor works – conducted on [Works within a Road Reserve Permit] 49 any part of roadway, shoulder or pathway (speed limit 50kph or below) Works other than minor works – conducted on [Works within a Road Reserve Permit] 49 any part of roadway, shoulder or pathway (speed limit above 50kph) Works other than minor works – not [Works within a Road Reserve Permit] 49 conducted on any part of roadway, shoulder or pathway (speed limit 50kph or below) Works other than minor works – not [Works within a Road Reserve Permit] 49 conducted on any part of roadway, shoulder or pathway (speed limit above 50kph)
177Page 77 of 77 Mansfield Shire Council – Special Meeting of Council: 17 April 2018
7.3 Such Other Business Admitted by the Unanimous Resolution of the Council
Nil
8. MEETING CLOSURE
There being no further business the meeting concluded at 4.14 pm
CONFIRMED this fifteenth day of May 2018.
______Mayor
178178.