Agenda Ordinary Meeting of Council Corryong Council Office Tuesday 12 November 2019
This information is available in alternative formats on request
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
AGENDA FOR THE ORDINARY MEETING OF COUNCIL TO BE HELD AT TOWONG SHIRE COUNCIL, CORRYONG OFFICE ON TUESDAY 12 NOVEMBER 2019 COMMENCING AT 10.30 AM.
Commonly used acronyms
ABBREVIATION TITLE Council Officers CAE Civil Asset Engineer CEO Chief Executive Officer DCCS Director Community and Corporate Services DIE Director Infrastructure and Environment EA Executive Assistant MCorp Manager Corporate Services MCS Manager Community Services MED Manager Economic Development MES Manager Executive Services MF Manager Finance Government/Organisation ACSUM Alliance of Councils and Shires of the Upper Murray CHS Corryong Health Service (formerly Upper Murray Health and Community Services) DEDJTR Department of Economic Development, Jobs, Transport and Resources DELWP Department of Environment, Land, Water and Planning GMW Goulburn Murray Water HRGLN Hume Region Local Government Network MAV Municipal Association of Victoria NECMA North East Catchment Management Authority NEW North East Water NEWRRG North East Waste and Resource Recovery Group RCV Rural Councils Victoria RDA Regional Development Australia RDV Regional Development Victoria THS Tallangatta Health Service
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
TABLE OF CONTENTS
1 Election of temporary chair (07/05/0007-CEO) ...... 5 2 Opening Prayer ...... 6 3 Councillor and Officer presence at the meeting...... 6 4 Apologies and granting of leave of absence ...... 6 5 Declaration of pecuniary interest and/or conflict ...... 6 6 Address by outgoing Mayor ...... 6 7 Mayoral Term and Election of Mayor (07/05/0007-CEO) ...... 7 7.1 Mayoral term...... 7 7.2 Election of Mayor ...... 7 8 Position of Deputy Mayor (07/05/0007-CEO) ...... 8 9 Appointment to Committees and Boards (07/05/0007-CEO) ...... 9 10 Council Meeting Arrangements (07/05/0007-CEO) ...... 11 11 Confirmation of minutes ...... 13 12 Petitions, joint letters and declarations ...... 13 13 Assembly of Councillors ...... 13 14 Open Forum ...... 14 15 Organisational improvement ...... 15 15.1 Finance Report as at 30 September 2019 (06/02/0021-CEO) ...... 15 15.2 Corporate Services Report (06/01/0011-CEO) ...... 28 15.3 2018/19 Annual Report (10/13/0001-CEO) ...... 28 15.4 Occupational Health and Safety Report (06/04/0212-CEO) ...... 30 15.5 Office Closure 2019/2020 Christmas New Year Period (07/05/0007-CEO) . 30 15.6 Council Plan Priorities (07/05/0036-CEO) ...... 33 15.7 Action Sheet Report (06/05/0010-CEO) ...... 33 15.8 Performance Reporting Graphs (CEO) ...... 33 16 Community wellbeing ...... 34 16.1 Community Services Report (04/07/0055-CEO)...... 34 16.2 Towong Shire Council Youth Plan 2019 -2023 (04/07/0055-CEO) ...... 43 17 Asset management ...... 48 17.1 Asset Management Report (01/07/0004-DIE) ...... 48 17.2 Proposed deviation of Kurrajong Gap Road, Bethanga (01/01/0465-DIE) . 52 18 Land-use planning ...... 54 19 Environmental sustainability ...... 55 19.1 Environmental Sustainability Report (01/07/0004-DIE) ...... 55 19.2 Forestry Report (03/05/0000-DIE) ...... 57 20 Economic and tourism development ...... 60 20.1 Economic Development Report (05/01/0001-CEO)...... 60 21 Councillor reports ...... 67 3 S:\Organisational Improvement\Executive Services\Council Meetings\Agendas\2019\11 November\12 November 2019 - Corryong..doc
TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
22 Committee minutes ...... 67 22.1 Tourism North East (CEO) ...... 67 23 Occupational health and safety ...... 68 23.1 OHS Committee (06/04/0212-DCCS) ...... 68 24 Council policies (10/01/0007-CEO) ...... 68 25 Sealing of documents ...... 68 26 Confidential ...... 13
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
1 Election of temporary chair (07/05/0007-CEO)
At the 13 November 2018 Council meeting Cr Wortmann was elected Mayor for a term of one year. The term of one year has been served and Council is now required to elect a Mayor.
Section 71(3) (a) of the Local Government Act 1989 (the Act) provides that the Mayor is to be elected after the fourth Saturday in October but not later than 30 November in each year.
Under Section 72 of the Act the office of Mayor becomes vacant at 6am on the day of the election of the Mayor.
Section 73(3) and 73(4) of the Act provides:
(3) If there is a vacancy in the office of Mayor or the Mayor is absent, incapable of acting or refusing to act, the Council must appoint one of the Councillors to be the acting Mayor.
(4) An acting Mayor may perform any function or exercise any power conferred on the Mayor.
RECOMMENDATION:
THAT A COUNCILLOR BE APPOINTED ACTING MAYOR FOR THE PURPOSE OF DEALING WITH AGENDA ITEMS 2 TO 7.2 INCLUSIVE.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
2 Opening Prayer
“Almighty God, we ask that you be present at this meeting to assist us in our service to the Community through Local Government.
We pray that our decisions will be wise and taken with goodwill and clear conscience.
Amen.”
3 Councillor and Officer presence at the meeting
4 Apologies and granting of leave of absence
5 Declaration of pecuniary interest and/or conflict
For the purpose of this section, Councillors must disclose the nature of the conflict of interest in accordance with s79(2) of the Local Government Act.
6 Address by outgoing Mayor
It is normal practice at Towong Shire Council that the outgoing Mayor be given an opportunity to address the meeting at the conclusion of their term as Mayor.
RECOMMENDATION:
THAT THE OUTGOING MAYOR, CR WORTMANN BE INVITED TO ADDRESS THE MEETING.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
7 Mayoral Term and Election of Mayor (07/05/0007- CEO)
Under Section 71(1) of the Act the Councillors must elect a Councillor to be the Mayor of the Council, at a meeting of the Council that is open to the public.
7.1 Mayoral term
The Mayoral term may be either one (1) or two (2) years. If it is Council’s desire for the term to be two (2) years a resolution of Council must be made in this regard before a Mayor is elected (s71(2)).
As the Local Government Elections will take place in October 2020 the Mayoral term can only be one year.
RECOMMENDATION:
THAT THE MAYORAL TERM BE ONE YEAR.
7.2 Election of Mayor
Any Councillor is eligible for election or re-election to the office of Mayor (s72).
Section 73 of the Act provides that the Mayor of a Council takes precedence at all municipal proceedings within the municipal district and the Mayor must take the chair at all meetings of the Council at which he or she is present (s73(1)).
RECOMMENDATION:
THAT:
1. A MAYOR BE ELECTED IN ACCORDANCE WITH THE LOCAL GOVERNMENT ACT (1989); AND
2. THE MAYOR BE INVITED TO ADDRESS THE MEETING.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
8 Position of Deputy Mayor (07/05/0007-CEO)
The Act is silent on the matter of the election of a Deputy Mayor. The Council may however elect a Councillor to be the Deputy Mayor.
A Deputy Mayor does not have any statutory role or function under the Act. It is merely a title bestowed on the Councillor so elected and does not mean the holder of the title can automatically deputise for the Mayor with regard to the Mayoral role, function and duties.
Deputy Mayor vs. Acting Mayor
Section 73(3) of the Act provides for the appointment of an acting Mayor where there is a vacancy in the office of Mayor, or the Mayor is absent, incapable of acting or refusing to act. It must be noted that the appointment of the acting Mayor is not a permanent appointment. An acting Mayor must be appointed each time there is a vacancy in the office of Mayor or the Mayor is absent, incapable of acting or refusing to act.
Unlike the Mayor who takes precedence at all municipal proceedings within the municipal district and must take the chair at all meetings of the Council at which he or she is present (s73(1)), the Deputy Mayor does not and cannot undertake either of these roles unless he or she has been appointed acting Mayor by the Council.
Cr Whitehead was elected Deputy Mayor at the 13 November 2018 Council Meeting. At the time of the election Council resolved that the period of time for the appointment be a one year term.
RECOMMENDATION:
THAT COUNCIL DETERMINE WHETHER A DEPUTY MAYOR IS TO BE APPOINTED AND THE TERM OF SUCH AN APPOINTMENT.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
9 Appointment to Committees and Boards (07/05/0007- CEO)
Disclosure of Interests (S.80C):
This report was prepared by Mrs Diana Snaith, Executive Assistant.
At the time of preparation of the report the officer did not have a direct or indirect interest in any matter to which the report or advice relates.
Background:
There is a requirement for Council representation on a number of committees under the Local Government Act, eg; Audit Committee and Section 86 Committees of Management. In addition Council are also invited to be a part of a range of community and industry boards and committees, eg: Municipal Association Victoria and the Lake Hume Land and On-Water Management Community Reference Group. Meetings are generally conducted monthly/quarterly and the table below details where representation is required.
COMMITTEE 2019 2020 Advisory Committees Audit Committee Mayor (Substitute Cr Scales) Corryong Saleyards Cr Whitehead S86 Committees Riverview Walwa Cr Star Committee of Management External Committees Alliance of Councils and Crs Whitehead and Shires in the Upper Murray Tolsher (ACSUM) Working Party Corryong Cemeteries Trust All Emergency Management Cr Wortmann Committee (MAV) Goulburn Broken Cr Scales Greenhouse Alliance (Substitute Cr Tolsher) Hume Region Local Mayor
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
COMMITTEE 2019 2020 Government Network (HRLGN) Lake Hume Land and On- Cr Tolsher Water Management Community Reference Group Municipal Association of Cr Scales Victoria (MAV) (Substitute Cr Star) MAV Professional Cr Scales Reference group Municipal Emergency Mayor Management Planning (Substitute Cr Tolsher) Committee Municipal Fire Mayor Management Plan (Substitute Cr Committee Whitehead) Murray Arts Cr Star Murray Darling Cr Wortmann Association North East Waste and Cr Tolsher Resource Recovery Group Rural Councils Victoria Mayor Roadsafe North East Cr Scales Towong Alliance Mayor Towong Shire Plantations Cr Whitehead Committee
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
Other Committees Council have been requested to attend include:
COMMITTEE 2019 2020 Dartmouth Progress Cr Scales Association Mitta Valley Inc Cr Scales Upper Murray Business Cr Whitehead Inc (UMBI) (Substitute Cr Star) Upper Murray Cr Star Community Connections Group Upper Murray 2030 Cr Star N/A Interim Community Board (Substitute Cr Whitehead) Upper Murray N/A Incorporated
RECOMMENDATION:
THAT THE APPOINTMENTS TO COMMITTEES AND BOARDS BE DETERMINED.
10 Council Meeting Arrangements (07/05/0007-CEO)
Disclosure of Interests (S.80C):
This report was prepared by Mrs Diana Snaith, Executive Assistant.
At the time of preparation of the report the officer did not have a direct or indirect interest in any matter to which the report or advice relates.
Background:
Council needs to determine its meeting arrangements and schedule for the remainder of 2019 as well as the 2020 year.
Council’s Local Law provides that the date, time and place for all Ordinary Council meetings be fixed by Council.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
Ordinary Council meetings have been held on the first Tuesday of the month commencing at 10.30am with meeting venues alternating between the Corryong and Tallangatta Council offices.
It is also proposed that there be no Ordinary Council Meeting held in January in order to accommodate staff and Councillor leave over the Christmas and the New Year period.
RECOMMENDATION:
THAT:
1. ORDINARY COUNCIL MEETINGS BE HELD ON THE FIRST TUESDAY OF EVERY MONTH (EXCLUDING PUBLIC HOLIDAYS) COMMENCING AT 10.30AM ALTERNATING BETWEEN TALLANGATTA AND CORRYONG; AND
2. THE FOLLOWING MEETING DATES AND VENUES BE ADOPTED FOR ORDINARY COUNCIL MEETINGS FOR THE REMAINDER OF 2019 AND THE 2020 YEAR;
DATE LOCATION 3 DECEMBER 2019 TALLANGATTA COUNCIL OFFICE JANUARY 2020 NO MEETING 4 FEBRUARY 2020 CORRYONG COUNCIL OFFICE 3 MARCH 2020 TALLANGATTA COUNCIL OFFICE 7 APRIL 2020 CORRYONG COUNCIL OFFICE 5 MAY 2020 TALLANGATTA COUNCIL OFFICE 2 JUNE 2020 CORRYONG COUNCIL OFFICE 7 JULY 2020 TALLANGATTA COUNCIL OFFICE 4 AUGUST 2020 CORRYONG COUNCIL OFFICE 1 SEPTEMBER 2020 TALLANGATTA COUNCIL OFFICE 6 OCTOBER 2020 CORRYONG COUNCIL OFFICE 10 NOVEMBER 2020 TALLANGATTA COUNCIL OFFICE 1 DECEMBER 2020 CORRYONG COUNCIL OFFICE
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
11 Confirmation of minutes
Ordinary Council meeting of 1 October 2019
RECOMMENDATION:
THAT THE MINUTES OF THE MEETING HELD ON 1 OCTOBER 2019 AS CIRCULATED BE CONFIRMED.
12 Petitions, joint letters and declarations
13 Assembly of Councillors
A written record of the Assemblies of Councillors from 26 September to 6 November 2019 is included at Appendix 1.
RECOMMENDATION:
THAT THE INFORMATION BE NOTED.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
14 Open Forum
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
15 Organisational improvement 15.1 Finance Report as at 30 September 2019 (06/02/0021-CEO)
Disclosure of Interests (S.80C):
This report was prepared by Mr Blair Phillips, Manager Finance.
At the time of preparation of the report the officer did not have a direct or indirect interest in any matter to which the report or advice relates.
OPERATING RESULT
Note Sep-19 Sep-19 YTD YTD YTD YTD 2019/20 2019/20 Full Year Full Year (Actual) (Budget) (Actual) (Budget) (Variance) (Variance) (Budget) (Achieved) $’000 $’000 $’000 $’000 $’000 % $'000 % Income 1 591 511 11,015 11,058 (43) (0%) 18,718 59% Expenditure 2 959 1,092 2,934 3,354 420 13% 17,787 16% Surplus/ (Deficit) (368) (581) 8,081 7,704 377 5% 931 868% Table 1: Operating Result
Note 1: Council’s YTD income at 30 September 2019 is $11.015 million against a budget of $11.058 million. The major items contributing to the $43,000 unfavourable variance includes: Revenue received earlier than anticipated: o $500,000 in grant funding for the Upper Murray Events Centre. ($300,000 of this funding was budgeted to be received in July 2019 per the funding agreement, however was recognised in June 2019 (previous financial year) and the remaining $200,000 received in September being budgeted to be received in November 2019) Revenue recognised that was not budgeted in 2019/20: o $120,000 for contribution to road reconstruction Revenue received over budgeted levels: o $64,000 in grant funding for Financial Assistance Grants Revenue budgeted that has not yet been received: o $265,000 in grant funding for the Destination Tallangatta project o $70,000 in grant funding for the Great River Road project o $30,000 in grant funding for the Municipal Emergency Resourcing Program
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
Mth YTD Income $ 12,000 20,000,000
10,000 15,000,000 8,000 $'000 6,000 10,000,000
4,000 5,000,000 2,000
- - Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20
Mth Income - Budget Mth Income - Actual YTD Income - Budget YTD Income - Actual
Note 2: Council’s YTD expenditure at 30 September 2019 is $2.934 million against a budget of $3.354 million. The major items contributing to the $420,000 favourable variance includes: Expenses that will be incurred later than anticipated: o $241,000 for the construction of the Upper Murray Events Centre o $93,000 for employee costs o $45,000 for tree maintenance
Council is operating with 77.2 Full Time Equivalent (FTE) staff at 30 September 2019 against an annual budget of 83.8 FTE. Council has a number of vacancies.
The vacant positions at the end of September include: Director Community and Corporate Services Director Technical Services Manager Economic Development Manager Planning Manager Corporate Services Trainee Parks and Gardens Operator Communications Officer (Part-time)
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
YTD Mth Expenditure $ 6,000 15,000,000
5,000 12,000,000 4,000 9,000,000 3,000 $'000 6,000,000 2,000 1,000 3,000,000 - - Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20
Mth Expenditure - Budget Mth Expenditure - Actual YTD Expenditure - Budget YTD Expenditure - Actual
Operating Surplus 10,000
8,000
6,000 $'000 4,000
2,000
- Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 (2,000)
(4,000)
Mth Surplus - Budget Mth Surplus - Actual YTD Surplus - Budget YTD Surplus - Actual
Grant Income
Note Sep-19 YTD YTD YTD YTD 2019/20 2019/20 Full Year Full Year (Actual) (Actual) (Budget) (Variance) (Variance) (Budget) (Achieved) $’000 $’000 $’000 $’000 % $’000 % Recurrent 1 111 820 756 64 8% 5,128 16% Non-Recurrent 2 285 417 736 (319) (43%) 1,129 37% Total 396 1,237 1,492 (255) (17%) 6,257 20% Table 2: Grant Income
Note 1: Council’s YTD recurrent grant income at 30 September 2019 is $820,000 against a budget of $756,000. The major item contributing to the $64,000 favourable variance is the Financial Assistance Grants allocation being above budgeted levels.
Note 2: Council’s YTD non-recurrent grant income at 30 September 2019 is $417,000 against a budget of $736,000. The major item contributing to the $319,000 unfavourable variance is grant income received earlier than anticipated for the Upper Murray Events Centre. This income was budgeted to be received in July 2019, however was received last financial year in June 2019. 17 S:\Organisational Improvement\Executive Services\Council Meetings\Agendas\2019\11 November\12 November 2019 - Corryong..doc
TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
Grants received Year-to-Date (YTD) are listed in the following tables: $’000 Recurrent Grants Financial Assistance Grants 590 Library 56 Maternal and Child Health 53 Kindergarten - Tallangatta 41 Kindergarten - Corryong 39 School Crossing Supervisor 19 Kindergarten - Bellbridge 17 Kindergarten Cluster 5 Total Recurrent Grants 820 Table 3: Recurrent Grant Income received
$’000 Non-Recurrent Grants Upper Murray Events Centre (Commonwealth) 200 Community Child Care Fund (Sustainability Support - Walwa) 52 Weed Project 34 Towong Energy Saver 2019-20 34 Neighbourhood House - Tallangatta 21 Master Plan for Active Sportng Future 18 Flood Recovery 16 Supported Parent and Playgroup 14 Access and Inclusion 11 FReeZA 6 Kindergraten Enrolment 3 Kindergarten Inclusion 3 Health Admin (Vulnerable persons - HACC) 3 Seniors Week 2 Total Non-Recurrent Grants 417
Total Grants Received 1,237 Table 4: Non-recurrent grants
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
Unexpended Grants Where Council has received grants that are required to be expended in a specified manner, but the funds have not yet been expended, the grant is recognised as an unexpended grant. This identifies cash holdings that are required to be spent on a specified purpose and are not available for other Council priorities.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
The following table provides a listing of current unexpended grants: $'000 Unexpended Grants Fixing Country Roads Program - Hanson Street redevelopment 568 Fixing Country Roads Program - Eskdale intersection upgrade 265 Upper Murray Events Centre (State) 183 Cudgewa Netball Court upgrade 160 Access and Inclusion 152 Improved Connections Hanson Street project 141 Mitta Valley Mountain Bike Park (Pick My Project) 138 Tintaldra Boat Ramp 82 Fixing Country Roads Program - Bethanga intersection upgrade 77 Kindergraten Enrolment 70 Supported Parent and Playgroup 65 Community Systems Mapping for Violence Free Living 61 Neighbourhood House - Tallangatta 60 Strategic Planning - Tallangatta 49 New Spin for Eskdale Cricket Club 44 Granya Streetscape 40 Fixing Country Roads Program - Bethanga street sealing 35 FReeZA 34 Towong Energy Saver 2019-20 33 Local Government Business Collaboration 32 E-Waste Infrastructure upgrade - Corryong 27 E-Waste Infrastructure upgrade - Tallangatta 24 Tallangatta Reclaimed Water Reuse 20 Stronger Communities Program - Talgarno Playground upgrade 18 Master Plan for Active Sportng Future 18 Bushfire Management Overlay 13 TICC Banking On Our Solar Future 13 Weed Project 10 Improving Liveability of Older People 10 Think-Start-Grow 10 Health Promotions (Walk to School) 10 Waste Not, Want Not 7 Council Building Energy Audits 7 Victorian Junior Landcare and Biodiversity grant 5 Beat the Heat - Tree Project 4 Maternal and Child Health Enhancement 4 Drug Prevention Services - Ice 3 Community Development and Assistance 2 Respectful Relationships - Kinder 2 Family Violence Support 1 Total Unexpended Grants 2,497 Table 5: Unexpended grants
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
CASH POSITION
Cash on Hand The cash position moved during the month as detailed below: Current MonthPrior Month Variance Sep-19Aug-19 $ $ $ % Committed funds
Unexpended Grants 2,497,4362,621,865(124,429)(4.7%)
Other Provisions and Reserves 858,964858,964 -0.0%
Provision for Employee Entitlements 1,498,0161,498,016 -0.0%
Other Committed Funds 17,163,49717,039,068124,4290.7%
Total committed funds 22,017,91322,017,913 -0.0%
Other funds 1,861,423115,9701,745,4531,505.1%
Total funds 23,879,33622,133,8831,745,4537.9%
Cash holdings
Section 86 Committee Funds 164,771164,771 -0.0%
Investments/term deposits 22,973,85621,859,8951,113,9615.1%
Cash At Bank and On Hand 740,709109,217631,493578.2% Total Cash holdings 23,879,33622,133,8831,745,4537.9%
Average Interest Rate 2.07%2.10%
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Restricted Funds Unrestricted Funds Prior Year - 2019 Cash Budget 2019/20
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
Investments
Investments were made up of the following at the month end:
Date Product Institution Principal Yield Term Rating Maturity
09/04/2019 Term Deposit Bendigo & Adelaide Bank 1,000,000 2.50% 183 Days A2 09/10/2019 15/04/2019 Term Deposit Bendigo & Adelaide Bank 1,000,000 2.45% 182 Days A2 14/10/2019 20/02/2019 Term Deposit AMP 1,000,000 2.80% 240 Days A2 18/10/2019 11/03/2019 Term Deposit WAW 500,000 2.65% 245 Days 11/11/2019 14/06/2019 Term Deposit National Australia Bank 1,000,000 2.07% 150 Days A1+ 11/11/2019 18/06/2019 Term Deposit Bank of Queensland 1,000,000 2.10% 153 Days A2 18/11/2019 21/05/2019 Term Deposit Bank of Queensland 1,000,000 2.35% 184 Days A2 21/11/2019 12/06/2019 Term Deposit AMP 1,000,000 2.40% 182 Days A2 11/12/2019 17/06/2019 Term Deposit AMP 1,000,000 2.35% 183 Days A2 17/12/2019 13/06/2019 Term Deposit AMP 1,000,000 2.40% 188 Days A2 18/12/2019 09/07/2019 Term Deposit ME Bank 1,000,000 1.90% 184 Days A2 09/01/2020 10/04/2019 Term Deposit Bendigo & Adelaide Bank 1,000,000 2.50% 275 Days A2 10/01/2020 25/06/2019 Term Deposit Bank of Queensland 1,500,000 2.10% 210 Days A2 21/01/2020 25/07/2019 Term Deposit AMP 1,000,000 2.20% 180 Days A2 21/01/2020 08/08/2019 Term Deposit Bank of Queensland 1,000,000 1.85% 183 Days A2 07/02/2020 19/08/2019 Term Deposit ME Bank 1,000,000 1.73% 182 Days A2 17/02/2020 20/08/2019 Term Deposit Bank of Queensland 1,000,000 1.75% 184 Days A2 20/02/2020 09/07/2019 Term Deposit AMP 1,000,000 2.20% 273 Days A2 07/04/2020 N/A Cash Management Westpac 4,973,856 1.55% On Call A1 N/A N/A S86 Committee Various 164,771 1.60% N/A N/A Total Investments 23,138,627 Table 6: Investments at month end
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
RECEIVABLES
Rates, Municipal Charge, Waste Management Charge and Waste Collection Charge
The breakdown of rates received for the year ending 30 June 2020 as well as the rates debtors balance outstanding and a comparison to last financial year is shown below:
Rates, charges and FSPL Debtors Amount Received % Collected Received Collected Balance Sep-19 Sep-19 YTD YTD Outstanding $ $ % $ $ $ Rates and charges levied 2019/20 9,004,367 2,160,527 24.0% 2,353,958 26.1% 6,650,409 Rates and charges arrears prior to 2019/20 820,140 61,777 7.5% 182,169 22.2% 637,971 FSPL levied 2019/20 1,024,097 399,262 39.0% 403,936 39.4% 620,161 FSPL arrears prior to 2019/20 106,953 6,161 5.8% 30,266 28.3% 76,687 Total rates and charges including FSPL levied 2019/20 10,028,464 2,559,789 25.5% 2,757,893 27.5% 7,270,571 Total rates and charges including FSPL arrears prior to 2019/20 927,093 67,938 7.3% 212,435 22.9% 714,658
Total rates and charges including FSPL and arrears 2,627,728 2,970,329 7,985,229
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
Debtor Balance (Current) Debtor Balance (Arrears) 2018/19 Notes 1) Rates and charges for 2019/20 were levied in August 2019. Quarterly instalments are due at the end of September, November, February and May.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
Debt Collection
The graph below compares the arrears balances as at the end of each month for the current financial year (2019/20) and the arrears balances at the equivalent time in the previous financial year (2018/19).
Please note the graph below does not include any unpaid instalments from 2019/20, e.g. if a ratepayer has not paid Instalment 1 in 2019/20, it is not reflected in the below figures.
Arrears Rates Debtors - Prior years arrears $1,000,000 $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Prior years arrears 2019/20 Prior years arrears 2018/19
The following graph displays the number of debtors with an arrears balance greater than $200 for the current year compared to the previous financial year.
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At 30 September 2019 there were 294 rates debtors with an outstanding balance of greater than $200. All outstanding rates debtors at 30 June 2019 became arrears on 1 July 2019.
Sundry Debtors
The Sundry Debtors outstanding at month end and the movement from the prior month is shown below:
Sundry Debtors Future Due Date Current 30 Days 60 Days 90+ Days Total $ $ $ $ $ $ September 2019 150,172 254,892 13,769 186,130 2,041 607,003 August 2019 21,462 87,353 186,372 453,501 2,137 750,825 Movement 128,710 167,539 (172,603) (267,371) (96) (143,822)
$800,000$700,000
$600,000$700,000
$500,000$600,000
$400,000$500,000
$300,000$400,000 $300,000 $200,000 $200,000 $100,000 $100,000 $0 $0
Future Due Date 30+ Days 60+ Days 90+ Days Future Due Date Current 30+ Days 60+ Days 90+ Days Significant debtors (>$1,000) with ageing of greater than 90 days are as follows:
Debtor Amount Description RO Notes Nil
Table 7: Significant debtors > 90 days
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CAPITAL WORKS
The table below reports capital expenditure incurred for all capital projects with a project value greater than $100,000 for the current financial year.
Capital Works - 2019/20 Note YTD Actual YTD Budget Variance 2019/20 Budget Fixing Country Roads (Hanson Street Development) $22,938 $10,000 ($12,938)$ 2,240,790 Colac Colac Caravan Park (Amenities block upgrade) $42,490 $40,000 ($2,490) 800,000 Plant replacement 1 $540,367 $0 ($540,367) 727,000 Tallangatta Holiday Park 2 $211,914 $400,000 $188,086 649,768 Digouts/major patching 3 $0 $50,000 $50,000 600,000 Reseal program $0 $0 $0 600,000 Georges Creek Road (Stage 6) $11,000 $0 ($11,000) 500,000 Walwa streetscape (2017/18) 4 $114,131 $200,000 $85,869 500,000 Infrastructure project (NEBFCN) $0 $0 $0 300,000 Reseal - Towong Street (DT) 5 $3,975 $100,000 $96,025 282,093 Corryong Infrastructure (Connecting Corryong) $0 $0 $0 273,000 Pavement construction - Hardys Road (Tallangatta) $0 $0 $0 243,382 Town entrances (2017/18) $0 $0 $0 233,000 Fleet replacement $500 $37,000 $36,500 204,000 Blackspot program - Lake Road (Bellbridge) $840 $0 ($840) 200,000 Landfill cell #3 $16,336 $0 ($16,336) 200,000 Pavement construction - Wises Creek Road (Talgarno) $0 $0 $0 180,000 Resheeting $15,660 $0 ($15,660) 180,000 Bridge deck renewal (Callaghans Creek Bridge) $0 $15,000 $15,000 171,000 Finance System $0 $0 $0 162,500 Bethanga streetscape - Bethanga Bay Reserve $0 $0 $0 150,000 Corryong Airport $1,000 $0 ($1,000) 150,000 Solar panels and air conditioning treatments $0 $0 $0 150,000 Towong Street shopfronts/verandahs $12,535 $0 ($12,535) 150,000 Upper Murray 2030 projects (2016/17) $0 $0 $0 150,000 Tallangatta swimming pool $0 $0 $0 125,000 Mitchells Bridge (Guys Forest Road) $0 $0 $0 110,000 Shelley-Walwa Rd 6 $0 $100,000 $100,000 100,000
993,687 952,000 (41,687) 10,331,533 Table 8: Capital Works year ending 30 June 2020
Note 1: This variance is due to the purchase of a new garbage truck that was budgeted to be purchased in 2018/19. There will be a carry forward budget amount transferred after completion of the 2018/19 audit in October 2019.
Note 2: Construction is progressing per schedule however invoices have not yet been received for works carried out (timing variance)
Note 3: Invoices have not yet been received for works carried out
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Note 5: The reseal contract is awaiting Council approval before works can progress
Note 6: The contribution to the Shelley-Walwa Road was made in June 2019 after finalising the 2019/20 Budget.
Flood repairs and maintenance
The total amount spent to date on flood remediation works from the 2016 flood event is $1.2 million. The majority of flood damage works had been expected to be reimbursed through the State Government’s Natural Disaster Financial Assistance (NDFA) program.
A summary of the claims made and progress of reimbursements are provided in the following table.
Balance Total claimed Claim NDFA VicRoads VicRoads Amount outstanding Precinct $ Submitted accepted assessing Approved received from original claim
Talgarno $23,440 28/11/2017 yes in progress $8,423 $8,423 $15,018 Yabba $58,496 28/11/2017 yes in progress $32,930 $32,930 $25,566 Project Mgr $14,190 30/11/2017 yes in progress $14,190 $14,190 $0 Bullioh $6,462 30/11/2017 yes in progress $0 $0 $6,462 Cudgewa $11,718 30/11/2017 yes in progress $9,046 $9,046 $2,671 Bunroy $15,707 30/11/2017 yes in progress $9,141 $9,141 $6,566 Mount Alfred $285 30/11/2017 yes in progress $0 $0 $285 Georges Creek $20,197 30/11/2017 yes in progress $15,152 $15,152 $5,046 Mitta Valley $135,056 30/11/2017 yes in progress $32,003 $32,003 $103,053 Tallangatta Valley $38,841 30/11/2017 yes in progress $24,633 $24,633 $14,209 Granya $2,039 30/11/2017 yes in progress $0 $0 $2,039 Bethanga $36,080 30/11/2017 yes in progress $28,232 $28,232 $7,848 Fairyknowe $7,833 30/11/2017 yes in progress $2,538 $2,538 $5,296 Corryong $5,788 30/11/2017 yes in progress $0 $0 $5,788 Peninsula $57,469 15/12/2017 yes in progress $13,377 $13,377 $44,092 Project Mgr $16,493 31/07/2018 yes in progress $0 $0 $16,493 Peninsula $43,255 31/07/2018 yes in progress $19,662 $19,662 $23,592 Bullioh $8,420 31/07/2018 yes in progress $3,164 $3,164 $5,257 Bunroy $16,307 31/07/2018 yes in progress $15,700 $15,700 $608 Mount Alfred $94,848 31/07/2018 yes in progress $56,814 $56,814 $38,034 Mitta Valley $187,063 31/07/2018 yes in progress $117,411 $117,411 $69,653 Tallangatta Valley $198,776 31/07/2018 yes in progress $161,603 $161,603 $37,172 Granya $51,676 31/07/2018 yes in progress $34,713 $34,713 $16,962 Thowgla $8,995 31/07/2018 yes in progress $8,995 $8,995 $0 Yabba $147,296 31/07/2018 yes in progress $86,478 $86,478 $60,818
Total $1,206,729 $694,203 $694,203 $512,526
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Council has received advice that it will receive approximately another $15,000 in reimbursement, however will not be reimbursed for the remainder of works completed of approximately $500,000.
OTHER FINANCIAL MATTERS
There are no other financial matters to report.
RECOMMENDATION:
THAT THE FINANCE REPORT BE NOTED.
15.2 Corporate Services Report (06/01/0011-CEO)
The Corporate Services report is presented quarterly. The next report is due in January 2020. As there is no Council meeting in January the report will be provided to the January workshop.
15.3 2018/19 Annual Report (10/13/0001-CEO)
Disclosure of Interests (S.80C):
This report was prepared by Ms Georgina Curtis, Manager Executive Services
At the time of preparation of the report the officer did not have a direct or indirect interest in any matter to which the report or advice relates.
Background/History:
The 2018/19 Annual Report has been prepared and forwarded to the Minister for Local Government. The report has been prepared in accordance with Sections 131 of the Local Government Act 1989 and the requirements of the Local Government (Planning and Reporting) Regulations 2014.
The Annual Report includes a report of operations, the audited performance statement and the audited financial statements and is attached at Appendix 2.
A public notice was placed in the Corryong Courier and Tallangatta Herald advising that the Annual Report had been prepared and was available for inspection at both
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Council Offices in accordance with section 131 of the Act. The report is also available on Council’s website.
Under section 134 of the Act, Council must consider the annual report at a meeting of the Council as soon as practicable but after Council has provided the annual report to the Minister.
Impact on Council Policy:
Not applicable.
State Government Policy Impacts:
Council has complied with sections 131, 132 and 133 of the Local Government Act 1989 as well as the requirements of the Local Government (Planning and Reporting) Regulations 2014.
Section 134 of the Act requires Council to consider the Annual Report at a meeting of the Council which is to be held as soon as practicable but within the time required by the Regulations, after the Council has sent the Annual Report to the Minister. The meeting must be advertised at least 14 days before the meeting is held in a public notice that states: i. that the Annual Report will be discussed at the meeting, and ii. the place from which copies of the Annual Report can be obtained before the meeting.
Consideration of the Annual Report by the Council will ensure compliance with Section 134.
Budget Impact:
Council has continued to prepare the report in-house to minimise costs. It is available to the general public in an electronic format and only a few printed copies are produced. Other costs associated with the production of the Annual Report are the copying costs (using the in-house photocopier) and the cost of the Public Notice.
Risk Assessment:
By complying with the Act, there are no legislative risks to Council.
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Community Consultation/Responses:
Public Notice has been given and the Annual Report is now available on Council’s website.
Discussion/Officers View:
In order to comply with the provisions of section 134 of the Local Government Act Council should consider and discuss the 2018/19 Annual Report.
RECOMMENDATION:
THAT COUNCIL CONSIDER THE 2018/19 ANNUAL REPORT INCLUDING THE AUDITED FINANCIAL STATEMENTS AND PERFORMANCE STATEMENT FOR THE YEAR ENDED 30 JUNE 2019.
15.4 Occupational Health and Safety Report (06/04/0212-CEO)
The Occupational Health and Safety report is presented every second month. The next report is due in December 2019.
15.5 Office Closure 2019/2020 Christmas New Year Period (07/05/0007-CEO)
Disclosure of Interests (S.80C):
This report was prepared by Mrs Diana Snaith, Executive Assistant.
At the time of preparation and presentation of the report the officer does have a direct interest (common to all staff) to which the report or advice relates.
Background/History:
Under Section 82(3) of the Local Government Act 1989 (the Act), the Council Office must be open on the days and during the times determined by Council.
With the Christmas New Year holiday season almost upon us, it is necessary to consider staffing arrangements/office closure during that time.
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It is proposed that the Corryong and Tallangatta Council offices and depots close from 5.00 pm Monday 23 December 2019 and reopen at normal operating times on Thursday 2 January 2020.
The public holidays for the Christmas/New Year period are: Wednesday 25 December, Thursday 26 December 2019 and Wednesday 1 January 2020. Staff will be required to take annual leave/RDO's etc to cover the remaining days of leave while the offices and depots are closed.
Waste collection services will continue as scheduled (including service delivery on public holidays). The Corryong and Tallangatta Transfer Stations will continue to operate scheduled hours.
The Tallangatta Early Years Centre will close on Friday 20 December 2019 (COB) and reopen on Monday 6 January 2020.
The Tallangatta Library will operate with reduced hours during the period Friday 27 December 2019 (10.00am to 3.00pm) and Saturday 28 December 2019 (10.00am to 1.00pm).
The Corryong and Tallangatta Swimming Pools will remain open through this period, only closing on Wednesday 25 December 2019 (Christmas Day).
Council’s ‘After Hours Emergency’ service provider will take emergency calls from 5.00 pm on 23 December 2019 and refer them accordingly until the recommencement of work on 2 January 2020.
Under Section 6 of the Public Holidays Act 1993, the following public holidays are to be observed in Victoria for the remainder of 2019 and 2020:
Public Holidays 2019 Christmas Day Wednesday 25 December Boxing Day Thursday 26 December 2020 New Year’s Day Wednesday 1 January Australia Day Monday 27 January (26 January is a Sunday, the public holiday is taken on the Monday) Labour Day Monday 9 March Good Friday Friday 10 April Easter Saturday Saturday 11 April Easter Sunday Sunday 12 April
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Easter Monday Monday 13 April ANZAC Day Saturday 25 April Queen’s Birthday Monday 8 June AFL Grand Final Eve Friday 25 September TBC: subject to the AFL schedule Melbourne Cup Day Tuesday 3 November Christmas Day Friday 25 December Boxing Day Saturday 26 December
Impact on Council Policy:
Not applicable.
State Government Policy Impacts:
Nil.
Budget Impact:
Nil.
Risk Assessment:
Under Section 82(3) of the Local Government Act 1989 (the Act), the Council Office must be open on the days and during the times determined by Council.
This decision will allow the Council Offices to be closed in accordance with the requirements of the Local Government Act.
The provision of ‘After Hours’ service will ensure that any urgent matters are attended to.
Community Consultation/Responses:
The recommendation is consistent with historical arrangements for the Christmas period. To date, there has not been adverse community feedback to these arrangements.
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Discussion/Officers View:
Many Government organisations and businesses close during the Christmas/New Year period, providing limited scope for the conduct of Council business. Many staff will also request leave during this period. Because of this the proposed closure is recommended to Council.
RECOMMENDATION:
THAT:
1. COUNCIL OFFICES AND DEPOTS CLOSE FROM 5.00PM MONDAY 23 DECEMBER 2019 AND REOPEN AT NORMAL OPERATING TIMES ON THURSDAY 2 JANUARY 2020; AND
2. THE OPERATING HOURS OF OTHER COUNCIL SERVICES BE NOTED.
15.6 Council Plan Priorities (07/05/0036-CEO)
The quarterly update on the 2017-2021 Council Plan priorities will be provided under separate cover for information.
RECOMMENDATION:
THAT THE REPORT BE NOTED.
15.7 Action Sheet Report (06/05/0010-CEO)
A report showing the progress on actions from the 1 October 2019 Council Meeting is attached at Appendix 3.
RECOMMENDATION:
THAT THE REPORT BE NOTED.
15.8 Performance Reporting Graphs (CEO)
The Performance Reporting Graphs are presented quarterly. The next report is due in December 2019.
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16 Community wellbeing 16.1 Community Services Report (04/07/0055-CEO)
Disclosure of Interests (S.80C):
This report was prepared by Ms Penelope Sell, Manager Community Services.
At the time of preparation of the report the officer did not have a direct or indirect interest in any matter to which the report or advice relates.
Background/History:
This report is a quarterly report on Community Services activities throughout the Shire.
Maternal and Child Health Services
The Maternal and Child Health services review addresses strategy 2.3 of the Council Plan 2017-2021. The review aims to ensure that the service continues to meet community need while operating efficiently and effectively.
The Department of Education and Training has provided $20,000 in funding under the ‘Hard to Staff’ grant to assist Council review Maternal and Child Health services across the Shire.
The review will be delivered in two stages. Stage One is complete, Stage Two is scheduled for completion by March 2020 and will include the following:
1. Ensure funding and framework obligations are being met and delivered (including) Universal and Enhanced service requirements) 2. Data analysis: birth rates, trends, participation rates 3. Understanding implications on the service as a result of the Early Childhood Reform Plan 4. Service delivery restructure/resourcing 5. Development of MCH Nurse Manual and Recruitment package 6. Final Report
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Maternal and Child Health – Corryong
Maternal and Child Health Services in Corryong will be continue to be delivered with the appointment of an additional Maternal and Child Health Nurse to work at the Corryong Maternal and Child Health Service on a fortnightly basis.
They activities of the Maternal and Child Health Nurse including in-home visits will be also be supported by the appointment of a Family Support Officer to facilitate educational parenting programs for Corryong families. This position is fully funded by the Department of Health and Human Services.
A Supported Playgroup Facilitator will be appointed in early 2020, as in interim measure the Family Support Officer has completed the required training to enable continuous service delivery in Corryong.
Early Years Services
Three-year-old Kindergarten – Corryong and Tallangatta
The Victorian Government is investing in the delivery of a three-year-old kindergarten program, subsidising up to 15 hours of kindergarten per week for every child in the two years before school. The State Government has scheduled Towong Shire Council to deliver three-year-old Kindergarten services commencing 2021.
Children’s Week- Animals of Oz - Corryong and Tallangatta
Council secured $1000 through the Department of Education and Training’s Children’s Week Program to deliver the Animals of Oz 'Animals Galore' education program. The children will learn about a range of native animals and interact with them, getting to touch a range of animals of totally different textures including; pythons, lizards, frog, crocodile, bird, mammal and possums.
Tallangatta Early Years Learning Centre
Charles Sturt University speech Therapy students attended Tallangatta Early Years Learning Centre for one morning per week over a ten week period to observe children as part of their student placement. This was a mutually rewarding opportunity and provided Kindergarten educators with new knowledge and supported children and families in identifying potential speech needs in children.
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Tallangatta Early Years Learning Centre hosted a Picnic in the Park to encourage children and families to socialise and connect. Participants enjoyed a healthy morning tea and a range of fun activities.
The promotion of kindergarten enrolments for 2020 has commenced. Families have been invited to planned orientation activities in December.
Tallangatta Early Years Learning Centre - Enrolment Snapshot Group Weekly Weekly Weekly Variation Last Enrolments Enrolments Enrolments Month to this as at as at as at Month 1 April 2019 24 June 2019 30 September 2019 Long Day Care 59 74 80 +7.8% 3 Year Old 1 1 2 + 66.7% 4 Year Old 17 18 20 +10.5% After School Care 21 20 25 +22.2%
Long Day Care Snapshot
Long Day Care bookings remained steady during the July – September 2019 period.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
Vacation Care
In direct response to parent feedback, investigations are underway to explore potential opportunities for the provision of Vacation Care at Tallangatta Early Years Learning Centre in 2020.
Corryong Kindergarten
The Corryong Kindergarten education program continues to welcome and encourage parent involvement. Children have been actively participating in diverse community experiences; visiting local schools, parks and sporting facilities. A number of parents volunteered their time to teach children new ball handling skills on ‘Footy Colours Day’. Another parent experience enabled children to learn more about Europe and foreign languages. Children were taught how to sing ‘Frere Jacques’. Diverse community and parent experiences allow children to explore their local environment, develop personal communication skills, build relationships and gain a sense of belonging within their community and the world in which they live.
‘Brickz for Kids’ and ‘Cool Kids First Aid’ visited Corryong Kindergarten, providing rich engagement and learning in Science, Technology, Engineering and Mathematics (STEM), communication and wellbeing.
Access and Inclusion Activities
Projectura, have been appointed to develop the Access and Inclusion Plan. Projectura has diverse experience in a number of local government planning projects across the region. The Plan will align with State Government objectives and include extensive community engagement and recommendations for implementation. The plan is scheduled to be completed by early 2020.
Youth Services
Youth Services Networks - Corryong and Tallangatta
Council’s Youth Officer facilitated the re-establishment of the Corryong and Tallangatta Youth Services networks. The aim of these networks is to build effective and collaborative partnerships within and across the community to support young people. Quarterly meetings are conducted in school settings in both Corryong and Tallangatta.
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Green Bean and Pop up Café Project - Tallangatta
Year 11 students from Tallangatta Secondary College participated in a six week coffee making workshop program aimed to improve young people’s confidence, assertiveness, customer service skills and readiness for the workplace.
Young people demonstrated their new skills by hosting a local ‘Pop up Café’ on the 17 September at the Tallangatta Community Centre. The ‘Pop up Café’ was well supported by the local community. Positive student feedback was received.
The Green Bean and ‘Pop up Café’ project was coordinated by supported Wodonga TAFE, funded by Gateway Health and with support from Council.
School Holiday Program Mountain Bike Clinic - Tallangatta
In partnership with Tallangatta Neighbourhood House and Vic Health’s Council delivered a number of activities as part of the school holiday program.
Approximately 15 young people participated in a mountain bike skills and games clinic at Pelican Park, Tallangatta. The event was delivered by Juliana ‘Indi’ Boer, Albury/Wodonga’s elite Mountain Bike Champion, and Coach from Fastline Bikademy.
Approximately 20 young people a participated in a Kayaking and Flying Fox clinic the in Tallangatta Valley at the Snowy River Camp. This program promotes team work, respectful relationships and active participation.
North East Skate Park Series - Corryong
‘All Aboard’ a skateboard event including learn to ride and a skate, scoot and BMX completion will be held on 12 October 2019. This is a FReeZA funded delivered in partnership with Corryong Neighbourhood Centre, Corryong Swimming Club and Wodonga TAFE.
Walk to School – Shire-wide
Council secured $10,000 from VicHealth to deliver the annual Walk to School program. The program aims to educate and encourage young people to become more active. Local schools will participate for the chance to win sporting equipment for their school.
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Seniors
The Department of Health and Human Services provided $2200 to Council to deliver a seniors activity to celebrate Seniors Week 2019 (October). Free bus transport was provided from Corryong and Tallangatta for Towong seniors to attend the Albury Wodonga Theatre Company’s performance ‘Mamma Mia’ on 5 October 2019 at the Albury Performance Centre.
‘Free from Violence’ Primary Prevention project
Towong Healthy Communities Plan 2018-2021 identifies family violence as a priority area. It specifies measures to prevent family violence and respond to the needs of victims of family violence in the community including:
Providing community leadership to prevent violence against women and children. Supporting community led initiatives to address family violence and violence against women and children. Build the capacity of workplace to understand, identify, prevent and address family violence. Support early intervention initiatives.
Project consultants, Projectura have progressed the project with the following key objectives:
Prevent violence in our community before its starts. Produce a community driven Primary Prevention plan. Highlight behaviours and attitudes that lead to violence against women. Educate the community about how to act.
An Expression of Interest process has resulted in the establishment of a Primary Prevention Sub-group in Corryong and Tallangatta. Seven community members from Corryong have joined the group and six in Tallangatta. Sub-group members will be responsible for the development of a Shire-wide Primary Prevention Action Plan and developing community initiatives to promote and address the Primary Prevention of Violence against Women and Children.
Additional upcoming activities will include:
Gender Equity training for Councillors, Executive, and staff is scheduled for October Supporting community-led initiatives developed by the sub-groups
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
Funding Applications
Council officers continue to seek funding from a range of Government agencies to deliver Council Plan priorities.
Successful
VicHealth 2019 Walk to School Program: $10,000 to deliver healthy lifestyle health promotion.
Department of Education of Training: Children’s Week Program: $1,000 to deliver a mobile wildlife education program
Awaiting advice
Department of Education and Training: Inclusive Kindergartens Facilities Program – Buildings and Playgrounds: $120,000 to enable an inclusive outdoor play space at Tallangatta Kindergarten. Inclusive Kindergartens Facilities Program – Buildings and Playgrounds: $120,000 to enable a natural outdoor and inclusive play space at Corryong Kindergarten.
Department of Sport and Recreation Country Football and Netball Program: $100,000 to grow participation at Bullioh through new and improved facilities.
Recreation
In recent years, the recreational focus was to establish new infrastructure across the Shire. All planned recreational infrastructure strategic objectives have been completed other than the upgrade of the Tallangatta Valley (Bullioh) netball courts (currently awaiting funding advice).
In addition, strategic planning meetings with Sports North East continue to enable support and delivery of recreational activities across the Shire.
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Tallangatta Neighbourhood House
The Tallangatta Neighbourhood House delivered a variety of educational, health and social programs in Term 3. The programs continue to encourage active participation and community connectivity.
Attendance for term three in 2019 was 827, this compares to 785 for the same period in 2019.
In addition to the regular weekly and monthly programs, the following additional programs were delivered:
St Kilda Film Festival (58 attendees) Digital Tech Expo (20 attendees) Women’s ealth Breakfast (48 attendees) Art Class (11 attendees) Fruit Fly Circus (23 attendees) Basic Computers (10 attendees each week)
Impact on Council Policy:
Nil.
State Government Policy Impacts:
Activities align with key criteria of the following policies; Victorian Early Years Policy Victorian Health Policy Victorian Mental Health Policy Victorian Sport and Recreation Policy Ending Family Violence - Victoria's Plan for Change
Risk Assessment:
Nil.
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Budget Impact:
Community Consultation/Responses:
A number of community engagement activities have been undertaken to progress delivery of the 2017-2021 Council Plan. These include:
Youth Plan; Engagement campaign to support the development of the Youth Plan. Corryong Kindergarten; to develop an inclusive outdoor playground to support the State Government’s rollout of three-year-old Kindergarten in 2021 Tallangatta Health and Corryong Health Services Family Violence Networks; to support strategic planning and community-led initiatives for the ‘Prevention of Family Violence’ across the Shire Primary Prevention sub-groups established: to develop a community-led Action Plan to address the Primary Prevention of Violence Against Women and Children
Discussion/Officers View:
The Community Services team continues to make good progress in delivering the 2017-2021 Council Plan priorities.
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RECOMMENDATION:
THAT THE REPORT BE NOTED.
16.2 Towong Shire Council Youth Plan 2019 -2023 (04/07/0055- CEO)
Disclosure of Interests (S.80C):
This report was prepared by Ms Renee Carkeek, Youth Services and Inclusive Communities Engagement Officer.
At the time of preparation of the report the officer did not have a direct or indirect interest in any matter to which the report or advice relates.
Background/History:
The development of a four-year Youth Plan is one of the strategic priorities included in the 2017-2021 Council Plan (refer item 2.16).
The draft Towong Shire Council Youth Plan 2019 -2023 is attached at Appendix 4
The draft plan provides the strategic framework for the delivery of services, programs and activities to young people aged 12-25. It aims to: enhance social connectedness; support well-being; develop competence and personal skills; and improve and promote access to services.
Impact on Council Policy:
The development of a Towong Shire Council Youth Plan 2019 -2023 addresses strategy 2.16 of the Council Plan 2017-202, Develop a four-year Youth Plan and deliver FReeZA and other responsive youth programs.
It is also reflective of the 2018-2021 Towong Shire Healthy Communities Plan, Priority Area 2, seek to develop strategies to ensure that youth planning has a focus area of active lifestyle choices.
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State Government Policy Impacts:
The Towong Shire Council Youth Plan 2019 - 2023 is reflective of the Victorian Government’s commitment to build an inclusive society where young people are empowered to voice ideas and concerns, are listened to and are recognised for their valuable contributions to Victoria. Specifically, it addresses the Victorian Government’s commitment to support young people to realise their full potential and be recognised as highly valued members of their local community by providing access to programs and activities that focus on improving skills, career development and pathways into further education, training and employment.
Three key actions areas from the Youth Policy Building Stronger Youth Engagement in Victoria are:
1. Amplifying the voice of Victorian youth in government priority setting 2. Increasing youth participation in youth focused policy, program and service design 3. Empowering individual young people in their own care.
Budget Impact:
Towong Shire Council Youth Programs are funded by FReeZA. FReeZA is a Victorian State Government Initiative to support all ages drug, alcohol and smoke free entertainment for 15 to 25 year olds.
Council has received $35,235 in FReeZA funding over a three year period (2019- 2021). Council Officers will also continue to source external funding to support delivery of youth programs beyond FReeZA funding capacity.
Risk Assessment:
Appropriate Risk Management procedures will be established in the delivery of programs and events identified in the Youth Plan.
Community Consultation/Responses:
The development of the Youth Plan has been based on strong youth and stakeholder engagement. The engagement campaign designed to support the development of the Plan focused on the question, “What ONE THING would make this Shire a better place for you?
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To maximise opportunity to participate multiple methods were used to collect data: Youth and Stakeholder Feedback Post cards Video Frames at community events Focus Groups Graffiti Boards
A summary of engagement activities are detailed below:
Date Activity/Location Responses 18 -30 March Post Cards sent to 123 5/6 students across 9 59 post cards 2019 Primary Schools. returned. 25 March Chat chart Sessions Corryong and 73 suggestions and Tallangatta Secondary College provided. 2 April 2019 2 April 2019 Focus group Corryong 6 attendees 3 April 2019 Focus group Tallangatta 14 attendees 5 April 2019 Video Frames - Corryong Bush Festival 19 attendees 11 April Video Frames - Tallangatta Skate Park 16 Launch
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Five key themes were identified during the development of the plan as outlined below:
Key Theme Areas of interest Community Connectedness Social Connectedness Transport Music Art and Culture Volunteering Physical Health and Wellbeing Mental Drug and Alcohol Family Violence Respectful Relationships Recreation Club Development Infrastructure Accessibility Educational Pathways Education Career Pathways Sports Development Skill and leadership development Advocacy and Capacity Building Collaborative Partnerships Outreach Program delivery Partnerships and Linkages Service Gaps
The following table demonstrates the split of these key themes between young people and service providers. As priority, young people have requested more recreational opportunities and scope to better connect with their communities.
Community Feedback and Key Themes 100 80 60 40 20 0 Community Health and Recreation Collaborative Educational Connectedness Wellbeing Partnerships Pathways
Young People Service Providers
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The Draft Youth Plan was placed on public exhibition from 23 September to 20 October 2019. One submission was received as detailed below.
Submitter Feedback Action Taken 1 Impressed and supportive of Council’s Noted Draft Youth Plan
Discussion/Officers View:
The proposed Towong Shire Council Youth Plan 2019 -2023 has been prepared in consultation with key stakeholders to provide the strategic framework for the delivery of services, programs and activities to young people aged 12-25 across the Shire.
It is also reflective of the Victorian Government’s youth policy to build stronger youth engagement in Victoria
Consideration of the community feedback supports inclusion of the following items in the Plan:
Provide activities and entertainment through the FReeZA program. Council to support young people’s growth and development through youth leadership programs and activities. Develop a more coordinated approach of service delivery through the reestablishment of the Youth Services Networks (Corryong and Tallangatta).
In collaboration, with young people, Secondary Colleges and service providers Council, will review the strategies annually to ensure program objectives remain current and reflect the needs and aspirations of young people.
RECOMMENDATION:
THAT COUNCIL APPROVE AND ADOPT THE TOWONG SHIRE COUNCIL YOUTH PLAN 2019-2023 AS PRESENTED
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17 Asset management 17.1 Asset Management Report (01/07/0004-DIE)
Disclosure of Interests (S.80C):
This report was prepared by Ms Rachael Gadd, Director Infrastructure and Environment.
At the time of preparation of the report the officer did not have a direct or indirect interest in any matter to which the report or advice relates.
Background/History:
This report is a bi-monthly report on Asset Management activities throughout the Shire for the period of 1 August to 30 September 2019.
Hanson Street, Corryong
A series of community stakeholder engagement sessions were held in Corryong to inform the community of upcoming renewal works in Hanson Street including upgrades to the kerb, parking and footpaths from Kiell Street to Sugarloaf Road. These works are intended to improve safety, amenity and the management of the trees that are having a significant impact on the surrounding infrastructure. To satisfy the VicRoads design requirements draft streetscape plans have been developed. These were put on display at the meetings and in a shopfront in Corryong’s central business area. The consultation remains ongoing until the end of October.
Destination Tallangatta
Resealing and line marking of carparks in the Tallangatta central business area are programmed for early November 2019. Initial consultation for the redevelopment of The Triangles has been undertaken with key groups and general public survey is currently underway. Further consultation sessions will undertaken in November with feedback then to be considered for incorporation into the final design plan. Regional Design Service has been contracted to deliver a conceptual design of toilet block and pavilions. This includes an extension of the toilet block at the Northern end to incorporate at least three additional public accessible toilet facilities into the building.
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Walwa Streetscape
The Walwa Main Street works are split into six stages. These stages relate to discrete segments of the works to be completed and are not a sequential order of works. The majority of works in this project are now complete. The remaining project budget for Walwa Streetscape is $171,619. These funds will be used to complete a traffic island at the hospital parking area, tree surrounds along Shelley Walwa Road and tree planting along River Road and further works in front of Walwa Primary School.
Project Stage Planned Works Project Status Stage 1 CBD Main Street East, drainage All works complete. and kerb renewal. Stage 2 Shelley Walwa Road, tree Kerb outstands still to be plantings and kerb outstands. completed around trees. Stage 3 Main Street West, drainage Hospital island and front of and kerb renewal school remaining Stage 4 River Road, tree plantings and Path link to reserve complete path link to reserve Stage 5 Tree plantings, overall All works complete. plantings within Walwa Stage 6 Wilson Street sealing All works complete.
Eskdale Cricket
The New Spin for Eskdale Cricket Club project is funded by the Victorian Government under the Community Sports Infrastructure Fund (CSIF) - Minor Facilities 2019-2020. The upgrade works at the Eskdale Cricket Club will include renewal of practice nets and pitches, upgrade of the cricket pitch to a compliant turf surface and installation of a new watering system. These works are being co-ordinated by Cricket Albury Wodonga Events on behalf of the Eskdale Cricket Club. Recently renewal of the practice nets and pitches were undertaken as part of this project. The remaining works are programmed to commence in the last week of February 2020 and will be completed by the third week of March 2020.
Tallangatta Caravan Park Redevelopment
Construction works are continuing with all on-ground works complete and the construction of the reception kiosk building is underway. The glamping tents have been ordered and are expected to arrive in late September.
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Eskdale (Council Plan 2020/21)
The Eskdale streetscape works are well underway with the focus now on the carpark adjacent to the Eskdale Bowls Club and the upgrade of Baude Street. Recent design changes have been required to accommodate the established trees roots within the area of works.
2019/20 Reseal Program
The 2019/20 contract for reseals has been approved with the successful tender awarded. Resealing works are programmed to commence in October 2019 beginning with Towong Street in Tallangatta.
Akuna Avenue Streetscape
The streetscape works in Akuna Avenue, Tallangatta have progressed with all major kerb construction, road reinstatement and water supply upgrades now complete. Works are underway to create a path connection from the recreation reserve to the bowling club.
Upper Murray Events Centre
Works are continuing with all foundation stabilisation works now complete and the slabs for both buildings have been poured.
Georges Creek Road
The final design plans for Georges Creek Road indicate that the removal of ten medium to large trees will be required as part of this stage of the works. To complete the sealing of Georges Creek Road in the future an additional four trees will need to be removed. To undertake the planned stages in the 2019/20 capital works program a planning permit application may be required. Further investigations are underway to establish the best course of action prior to proceeding with construction.
Hardy’s Road Upgrade
The design plans for the upgrade and sealing of a section of Hardy’s Road are nearing completion. These works will be undertaken by Council’s Tallangatta Outdoor Operations Team as part of the annual capital works program and are programmed to begin in early November.
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Wises Creek Road Upgrade
The Wises Creek Road upgrade project is currently in design phase with construction expected to begin in early 2020.
Impact on Council Policy:
Nil.
State Government Policy Impacts:
Nil.
Budget Impact: Sep 2019 Sep 2019 Sep 2019 YTD Sep 2019 2019/20 Full YTD YTD YTD Year (Actual) (Budget) (Variance) (Variance) (Budget) Note $ $ $ % $
Income Engineering/Technical services 24,570 25,055 (485) (2%) 71,000 Building services 12,443 10,000 2,443 24% 55,000 Environmental health 3,352 1,050 2,302 219% 36,000 Road maintenance (including bridges) 220,343 211,793 8,550 4% 847,174 Parks and gardens - - - 0% - Total Income 260,708 247,898 12,810 5% 1,009,174
Expenditure Engineering/Technical services 362,733 372,276 9,543 3% 1,540,337 Building services 38,985 38,000 (985) (3%) 152,000 Environmental health 22,835 22,875 40 0% 91,500 Road maintenance (including bridges) 1 193,119 298,037 104,918 35% 1,288,992 Parks and gardens 137,019 153,809 16,790 11% 658,151 Plant items (fuel and maintenance) 155,781 156,000 219 0% 544,863 Total Expenditure 910,472 1,040,997 130,525 13% 4,275,843 Net Income / (Expenditure) (649,764) (793,099) 143,335 (18%) (3,266,669) Note 1: Recruitment of several outdoor casuals and a permanent position in the outdoor operations teams has delayed expenditure in this area.
Risk Assessment:
Nil.
Community Consultation/Responses:
Consultation undertaken for various project in Corryong and Tallangatta have made good progress and provided valuable information for ongoing projects in these 51 S:\Organisational Improvement\Executive Services\Council Meetings\Agendas\2019\11 November\12 November 2019 - Corryong..doc
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Discussion/Officers View:
The Asset Management team is making good progress in relation to the Council Plan.
RECOMMENDATION:
THAT THE REPORT BE NOTED.
17.2 Proposed deviation of Kurrajong Gap Road, Bethanga (01/01/0465-DIE)
Disclosure of Interests (S.80C):
This report was prepared by Mr Husham Al-Jawad, Engineer/Projects Manager.
At the time of preparation of the report the officer did not have a direct or indirect interest in any matter to which the report or advice relates.
Background/History:
The civil works component of the Bethanga Streetscape project funded under the Fixing Country Roads Program is now complete.
This project involved widening the shoulder on the Northern side of Kurrajong Gap Road from Hollow Street to the town boundary. The property boundary fence adjacent to the road in this area was in poor condition. With the land holder’s consent the fence was demolished and the location moved back to enable the design shoulder width to be achieved. The front property boundary on title now needs to be aligned with the fence.
Impact on Council Policy:
Nil.
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State Government Policy Impacts:
Nil.
Budget Impact:
Fees associated with this deviation will be accommodated in the carry forward budget of the Bethanga Streetscape works.
Risk Assessment:
Nil.
Community Consultation/Responses:
Consultation has been undertaken with the land owners through email and phone conversations.
Discussion/Officers View:
In order to address the boundary issue it is the officer’s view that a land exchange be undertaken via agreement under Council’s power to deviate roads. This power is contained in Section 206 and Schedule 10 of the Local Government Act 1989. A survey has been undertaken to define the land areas for exchange. The section of land shown in hatching on the plan in Appendix 5 will be exchanged onto the land shown in cross hatching.
An equal exchange of land will be made between Council and the property owners. Both property owners; J Hamid PN198800 and D Hirt PN198850 have consented to this process.
This process will formalise the physical location of the new property boundaries which are contained in Crown Allotment 1, 2, 3, 4, 5, 6, 7, 8 SEC 6 TSH Bethanga PSH Berringa, Crown Allotment 4, 5, 6, 7, 8, 9 SEC 2 TSH Bethanga PSH Berringa and Crown Allotment 1, 2, 3, 4, 5, 6, 7 SEC 4 TSH Bethanga PSH Berringa.
It is the officer’s recommendation that Council resolve to deviate the section of land shown in hatching on the attached plan onto the land shown as cross hatching to adjust the legal property boundaries to align with the newly constructed fence.
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RECOMMENDATION:
THAT:
1. COUNCIL RESOLVES PURSUANT TO THE PROVISIONS OF SECTION 206 AND CLAUSE 2 OF SCHEDULE 10 OF THE LOCAL GOVERNMENT ACT 1989 (THE ACT) TO DEVIATE THAT SECTION OF LAND SHOWN IN HATCHING ON THE ATTACHED PLAN (APPENDIX 5) ONTO THE LAND SHOWN IN CROSS HATCHING ON THE ATTACHED PLAN (APPENDIX 5);
2. COUNCIL RESOLVES PURSUANT TO THE PROVISIONS OF SECTION 207A OF THE ACT TO GIVE NOTICE IN LOCAL NEWSPAPERS OF ITS INTENTION TO DEVIATE THE LAND AS DESCRIBED IN 1. ABOVE AND TO INVITE SUBMISSIONS IN ACCORDANCE WITH SECTION 223 OF THE ACT; AND
3. SUBJECT TO THERE BEING NO JUSTIFIABLE ADVERSE SUBMISSIONS RECEIVED WITHIN THE TIME LIMIT SPECIFIED IN THE NOTICE IN 2. ABOVE, COUNCIL RESOLVES TO PUBLISH A NOTICE OF THE DEVIATION IN THE VICTORIAN GOVERNMENT GAZETTE.
18 Land-use planning
No Planning reports.
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19 Environmental sustainability 19.1 Environmental Sustainability Report (01/07/0004-DIE)
Disclosure of Interests (S.80C):
This report was prepared by Mr. Andrew O’Connell, Technical Officer.
At the time of preparation of the report the officer did not have a direct or indirect interest in any matter to which the report or advice relates.
Background/History:
This report is a quarterly report on Environmental Sustainability activities throughout the Shire.
E-waste
The construction of e-waste sheds are now complete at the Corryong and Tallangatta Resource Recovery Centres. Temporary storage of e-waste at both Centres has been undertaken since the ban came into effect on 1 July 2019. Signage and stillage’s will be in place by the end of October to enable public delivery of e-waste to the sheds. During hard rubbish collection the separation of e-waste will also be facilitated through a designated onsite collection area for e-waste.
Public access e-waste stillage’s will be placed in the Corryong Information Centre and the Tallangatta library. These are for residents to dispose of small e-waste items including household batteries, mobile phones and computer accessories.
Corryong Landfill Cells
The design for the next six landfill cells at the Corryong Resource Recovery Centre are complete. An application for a Works Authority from the Environmental Protection Agency (EPA) is being prepared.
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Tree Replacement Strategy
The Tree Replacement Strategy for 2019/2020 is currently being implemented and will include tree planting in most towns within the Shire. The majority of trees will be planted in Bethanga, Corryong and Tallangatta.
Budget Impact
Sep 2019 Sep 2019 Sep 2019 Sep 2019 2018/19 YTD YTD YTD YTD Full Year (Actual) (Budget) (Variance) (Variance) (Budget) Note $ $ $ % $ Income Kerbside collection 1,043,541 1,056,000 (12,459) (1%) 1,056,000 Waste facilities management 427,187 424,811 2,376 1% 595,011 Total Income 1,470,728 1,480,811 (10,083) (1%) 1,651,011 Expenditure Kerbside collection 126,529 165,474 38,945 24% 676,305 Waste facilities management 34,229 35,384 1,155 3% 289,537 Total Expenditure 160,758 200,858 40,100 20% 965,842 Net Income / (Expenditure) 1,309,970 1,279,953 30,017 2% 685,169
Impact on Council Policy:
Nil.
State Government Policy Impacts:
Nil.
Risk Assessment:
Nil.
Community Consultation/Responses:
Nil.
Discussion/Officers View:
The Environmental Sustainability team is making progress in relation to the Council Plan.
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RECOMMENDATION:
THAT THE REPORT BE NOTED.
19.2 Forestry Report (03/05/0000-DIE)
Disclosure of Interests (S.80C):
This report was prepared by Mr Ken Whitehead, Forestry Officer.
At the time of preparation of the report, the officer did not have a direct or indirect interest in any matter to which the report or advice relates.
Background/History:
Throughout Towong Shire there are significant areas of pine plantation located in state forest and on private land.
Timber production is a defined land use in the Victoria Planning Provisions and all planning schemes. Where timber harvesting operations are conducted in plantations or native forests on private land, Council has responsibilities through the Victorian Planning Provisions to ensure the harvesting operations are compliant with the Code of Practice for Timber Production 2014 (the Code). The Code outlines the environmental standards for planning and conducting commercial timber harvesting operations.
The Department of Environment, Land, Water and Planning monitor timber harvesting operations conducted on public land to ensure they are compliant with regulatory requirements.
The primary responsibility of Council’s Forestry Officer is to ensure environmental compliance with the Code in forestry operations that are occurring on private land within the Shire. This work involves inspecting and auditing forest operations and liaising with forest owners and the local community. Other duties include the control of blackberries along the Shire’s local roads and representation on the local blackberry action groups.
This report provides information on the areas of focus for the Forestry Officer, including a summary of timber harvesting that has been conducted on private land across the Shire.
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Timber harvesting
The majority of timber harvesting is in the Koetong and Shelley areas. From July 2019 to June 2020, the volumes of timber designated for harvest or thinning at Koetong and Shelley are 58,286 cubic metres and 46,098 cubic metres respectively.
For the 2019-20 year, 2,173 ha of plantation has been designated for harvest, which will produce an estimated 212,721 cubic metres of timber. The majority of this is clear fall (97%) and 3% is thinning.
To date, Council has received twelve (12) Timber Harvesting Plans for the 2019-20 year and conducted the following inspections;
Four inspections of harvest operations Five inspections post-harvest Two Timber Harvest Plans inspections.
Hancock Victorian Plantations (HVP)
HVP are conducting the majority of their harvesting operations in the Koetong/Shelley area. HVP will commence opening the Callaghan’s Road Plantation in November 2019. HVP will commence haulage operations along the Northern end of Burrowye Road in 2019/20 summer.
D&R Henderson
D&R Henderson have commenced harvesting at Granya, Bullioh, Tallangatta South and Guys Forest. One plantation at Granya has been completely cleared and management of the land handed back to Agriwealth. Harvesting of the Cook’s Road/Annandale Road plantation has been postponed with the focus of operations being on the Mt Alfred plantation. D&R Henderson are organising repairs of an unsealed section of Spring Creek Road due to damage from haulage operations. To minimise impact on Spring Creek and French Wrights Roads in the future haulage will be prohibited when the roads are wet.
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Blackberries
Blackberry roadside spraying been organised for the 2019/20 season. This year, the Roadside Weed and Pest Program also includes weed mapping and rabbit control.
Impact on Council Policy:
Nil.
State Government Policy Impacts:
Nil.
Budget Impact:
Nil.
Risk Assessment:
Nil.
Community Consultation/Responses:
The Towong Shire Plantations Committee provides a forum for the discussion of forestry related community issues. Meeting twice yearly this forum provides an opportunity for key stakeholders including land managers and owners to share knowledge and address areas of mutual interest. Key areas of discussion include; improved land management practices, timber and plantation industry trends and mechanisms to encourage stronger collaboration between community and industry. There are no current matters that have been raised by the Committee.
The M2M Blackberry Action Group and Upper Murray Blackberry Action Groups meet three times a year to discuss blackberry issues in the Shire and ensure a coordinated approach to management practices. There are no current matters that have been raised by these Committees.
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Discussion/Officers View:
In the last twelve months there has been a significant increase in the impact of haulage operations on Council’s roads. The roads adversely impacted were;
Hindleton Road French Wrights Road Spring Creek Road Tallangatta Creek Road.
To better monitor changes in road condition and the impacts of harvesting operations, inspections of Council roads prior to, during and at the completion of coupe operations are now being conducted.
RECOMMENDATION:
THAT THE REPORT BE NOTED.
20 Economic and tourism development 20.1 Economic Development Report (05/01/0001-CEO)
Disclosure of Interests (S.80C):
This report was prepared by Ms Kerissa Heritage, Economic Development Officer.
At the time of preparation of the report, the officer did not have a direct or indirect interest in any matter to which the report or advice relates.
Background/History:
This report is a quarterly report on Economic Development activities throughout the Shire.
Great River Road
The Great River Road project is now complete. Officers have compiled and lodged completion reports with both the Federal and State governments.
Whilst the structural side of the Great River Road website has been completed, officers continue to populate content. 60 S:\Organisational Improvement\Executive Services\Council Meetings\Agendas\2019\11 November\12 November 2019 - Corryong..doc
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Soon after installation, a picnic setting was stolen from the Mount Alfred site. In addition, the Eagle artwork was vandalised. Officers have consulted with police regarding the incident and lodged an insurance claim. Contractors have been engaged to replace the items.
In consultation with Upper Murray Inc., the official launch of the Great River Road has been postponed until 6 November 2019. Preparations for the launch are well underway.
Upper Murray branding
Officers continue to contribute content to the recently rebranded Upper Murray 2030 and the Upper Murray Tourism Facebook pages.
Upper Murray Inc. (UMI) is preparing to deliver the 2020-2021 Marketing Upper Murray (MUM) program. Officers have assisted the Group to produce the renewed prospectus. This year the resulting collateral (Business and Tourism Guide and Upper Murray Map) will have a two year lifespan.
A MOU which details Council’s commitment to the program is now in effect.
Upper Murray 2030 Vision Plan
Upper Murray Inc. received funding from Regional Development Victoria for the Building a Resilient Future project (BRF). The project delivered on activities identified in the Upper Murray 2030 Vision Plan, which focuses on the Upper Murray becoming a more liveable region and ultimately attracting new residents and sustaining young families.
Council contributed $20,000 in-kind towards the project. This predominantly consisted of: Securing office space Ongoing officer support and advice Preparation of funding applications for the ongoing implementation of the Upper Murray 2030 Vision plan.
LaunchVic
Council received funding of $100,000 from the Victorian Government’s LaunchVic program to deliver the ‘Think-Start-Grow’ project; a project designed to drive start- up entrepreneurial activities across Towong Shire. 61 S:\Organisational Improvement\Executive Services\Council Meetings\Agendas\2019\11 November\12 November 2019 - Corryong..doc
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To date, the program has delivered a number of workshops across the Shire to build the capacity of potential entrepreneurs. Three participants ‘pitched’ their business idea to receive six months ongoing mentoring through a globally recognised ‘Steps to Startup’ Program. In addition, participants received intensive one-on-one business coaching.
The program has been completed.
A completion report has been prepared and submitted to LaunchVic.
Dairy industry
The Economic Development Officer is an active participant with Alpine Valleys Dairy Inc. (AVD). AVD is currently reviewing the Alpine Valleys Dairy Pathways Project Strategic Plan initiated in 2013.
During August, officers assisted Alpine Valleys Dairy deliver their inaugural ‘Dare to Dairy’ Networking Dinner. The evening was a great successful with over 100 dairy farmers and industry personnel in attendance. John Mulvany was the keynote speaker of the evening providing insightful information on the future of dairying in the North East.
Council officers continue to assist AVD implement their communication activities.
Tourism North East (TNE)
Council is participating in the following 2018/2019 TNE projects: Ride High Country marketing campaigns for the High Country Rail Trail and road cycling Visit Upper Murray and Valleys Lakes and Vistas websites High Country Harvest Research into the walking and hiking markets Industry and product development Public relations and media campaigns.
The Economic Development Officer has assisted TNE: Implement the Ride High Country Signage Strategy Review and update the High Country Rail Trail map
Tourism North East has been engaged to: Deliver a digital workshop in the Upper Murray (date to be determined) 62 S:\Organisational Improvement\Executive Services\Council Meetings\Agendas\2019\11 November\12 November 2019 - Corryong..doc
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Assist Tallangatta Classics to develop a strategic plan for their 2020 Show ‘n Shine event Present a Data Smackdown workshop in the Mitta Valley.
Corryong Innovation Space
Currently all sheds at the Innovation Space are filled. Three of the four suites are now vacant following one tenant choosing not to renew their lease.
A review of ongoing tenancy rates has been undertaken. Established businesses are now charged a higher rate than start-up businesses.
Pick My Project – Mitta Valley Mountain Bike Park
Council Officers are assisting Mitta Valley residents to deliver the Mitta Mountain Bike Park project. Funded by the Victorian Government through their Pick My Project program, the project will deliver a trailhead and masterplan for the development of a Mountain Bike Park in the Mitta Valley. The potential Park development will leverage off the region's natural assets and the strong contingent of mountain bikers in North East Victoria.
The project is running to time and budget. Milestone reports are up to date. As part of the masterplan development, Terrain Trail Constructions was appointed to undertake the works.
This process includes the implementation a community engagement process. Two surveys were undertaken, one targeted at potential users of the Mountain Bike Park, the other targeted at the Mitta Valley Community. The community survey received a total of 252 responses with overwhelming support for the project. Demonstrating the support, 56% of respondents stated they would consider becoming involved in a community group that helped maintain and manage the trail network. Limited community concerns and challenges were also identified. Concerns centered around the potential use of the old DELWP site as the Trail Head. This concern has been addressed in the draft Masterplan.
In consultation with DELWP officers a draft Masterplan is now complete. The Plan identifies a social enterprise model as a means to offset the ongoing expenses associated with the potential Park.
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Tallangatta Shopfront Revitalisation Project
The Tallangatta Shopfront Revitalisation Project (TSRP) is being delivered as a component of Destination Tallangatta.
The TSRP will financially assist businesses and commercial building owners in the CBD to deliver property upgrades. Potential upgrades include refurbishment of verandahs, repairs to roof drainage, window improvements and signwriting.
Officers prepared a Request for Quotation (RFQ) to appoint a consultant to work with businesses and identify opportunities and implement the works. Regional Design Services were appointed to undertake the work.
The project commenced with a business community workshop. The workshop provided the opportunity for relevant building owners and tenants to understand the proposed project format and provide feedback.
The Tallangatta Shopfront Revitalisation Program guidelines were released with application forms to building owners and tenants.
In conjunction with the planning team, officers assessed applications received against the guidelines and responded accordingly.
A second business community workshop was held to provide an update on the project to date and gain feedback on the proposed street/mural artwork.
Works have now commenced.
Tintaldra boat ramp
Council was successful in securing $119,505 to install a boat ramp at Tintaldra through the State Government’s Boating Safety and Facilities program.
The purpose-built boat ramp will overcome many of the safety risks associated with the current ‘launch site’ and complement the Great River Road project.
Due to unexpected planning challenges, officers sought and received a variation to extend the start and completion date.
Most recently, a revised planning permit was submitted to Snowy Valleys Council. Officers are awaiting a response.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
Corryong Visitor Information Centre
Officers are exploring opportunities to extend the current volunteer pool at the Visitor Information Centre.
Corryong Airport Precinct Development Completion Report
The final report and acquittal for the Corryong Airport Precinct was previously completed and submitted. However Regional Development Victoria required further information.
To demonstrate Council’s capacity to monitor growth in airport use, officers developed a RFQ for the development of a system that captured quantitative and qualitative data of airport traffic. Digital Gold has been appointed to undertake the work.
Additionally, a RFQ was released for the development of a prospectus to encourage growth at the airport. Hamilton SierraCon Social and Economic Consulting have been appointed to deliver the project. This includes identification of potential tenants, as well as a review of Council’s current rates and conditions. Once the prospectus has been completed, the appointed consultant will approach potential tenants.
Talgarno Recreation Reserve
Officers have engaged with residents from the Talgarno community regarding the future of the Talgarno Recreation Reserve. The Reserve is in need of a large shade shelter for the use by various groups as well as the community at large. The shelter would also benefit Great River Road tourists. As Talgarno will be the only stop en- route offering a children’s playground (funded project yet to commence), use of the Reserve by tourists is expected to grow.
Officers have prepared and submitted an application for the design, fabrication and installation of a large shade shelter through the State Government’s 2019 Community Shade Grants Program.
Indi Telecommunications Advisory Group (ITAG)
Officers continue to advocate for telecommunications infrastructure as active members of ITAG.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
Officers are coordinating a telecommunications workshop in Tallangatta that will assist all Shire residents understand their telecommunications options. The workshop will particularly create clarity around the use of repeaters.
Old Tallangatta Interpretive Boards
A series of interpretive boards are proposed to be installed at the Old Tallangatta Lookout. The Boards will work in unison with interpretive information being presented at the Tallangatta Library.
Officers have held initial discussions with Stakeholders and are reviewing, researching and wordsmithing information supplied.
Davis Cottage Interpretive Information Board
Council Officers are working in conjunction with the Man from Snowy River Museum to produce an interpretive sign at Davis Cottage. Initial discussions between both parties have commenced.
Impact on Council Policy:
Nil.
State Government Policy Impacts:
Nil.
Budget Impact:
Nil.
Risk Assessment:
Nil.
Community Consultation/Responses:
Upper Murray Inc. is leading the delivery of the Upper Murray Brand projects. Terrain Trail Construction, contracted to deliver the Mitta Mountain Bike Park Masterplan, has conducted community consultation on the proposed development. The response has been predominantly positive.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
Through the provision of two workshops, community input on the Tallangatta Shopfront Revitalisation Project has been received. Various Stakeholders have been approached to deliver the interpretive signage at the Old Tallangatta Lookout and Davis Cottage. The Talgarno Recreation Reserve Committee of Management and associated stakeholders have been consulted on the shelter requirements of the Reserve.
Discussion/Officers View:
The Economic Development team is making good progress in relation to the Council Plan priorities given limited resources.
RECOMMENDATION:
THAT THE REPORT BE NOTED.
21 Councillor reports
No reports.
22 Committee minutes 22.1 Tourism North East (CEO)
The Tourism North East Activity Report is attached at Appendix 6 for information.
RECOMMENDATION:
THAT THE TOURISM NORTH EAST ACTIVITY REPORT BE NOTED.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
23 Occupational health and safety 23.1 OHS Committee (06/04/0212-DCCS)
The unconfirmed minutes of the meeting held on 17 October 2019 have been circulated to Councillors under separate cover.
RECOMMENDATION:
THAT THE UNCONFIRMED OCCUPATIONAL HEALTH AND SAFETY COMMITTEE MINUTES BE NOTED.
24 Council policies (10/01/0007-CEO)
The following policies are tabled for review (Appendix 7). Comments should be provided to the Responsible Officer by 4 December 2018.
Audit Committee Charter (DCCS) Computer and Mobile Device Use (DCCS) Councillor Correspondence (MES) OHS (DCCS) OHS Constitution (DCCS) Risk Management (DCCS)
The Climate Change policy was deferred from the October Council meeting pending further discussion. The policy will be presented at the December 2019 Council meeting.
RECOMMENDATION:
THAT THE INFORMATION BE NOTED.
25 Sealing of documents
No documents for sealing.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 12 NOVEMBER 2019
26 Confidential
In accordance with S77(2) information is ‘confidential information’ if: (a) the information was provided to the Council or a special committee in relation to a matter considered by the Council or special committee at a meeting closed to members of the public and the Council or special committee has not passed a resolution that the information is not confidential; or
(b) the information has been designated as confidential information by a resolution of the Council or a special committee which specifies the relevant ground or grounds applying under section 89(2) and the Council or special committee has not passed a resolution that the information is not confidential; or
(c) subject to sub-section (3), the information has been designated in writing as confidential information by the Chief Executive Officer specifying the relevant ground or grounds applying under section 89(2) and the Council has not passed a resolution that the information is not confidential.
In accordance with Section 89(2) and 89(3) of the Local Government Act 1989,
(2) A Council or special committee may resolve that the meeting be closed to members of the public if the meeting is discussing any of the following—
(a) personnel matters; (b) the personal hardship of any resident or ratepayer; (c) industrial matters; (d) contractual matters; (e) proposed developments; (f) legal advice; (g) matters affecting the security of Council property; (h) any other matter which the Council or special committee considers would prejudice the Council or any person; (i) a resolution to close the meeting to members of the public.
(3) If a Council or special committee resolves to close a meeting to members of the public the reason must be recorded in the minutes of the meeting
No Confidential items.
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Appendix 1 Appendix 2
ANNUAL REPORT 2018/19 1
Contents
Introduction
Welcome 4
About Towong Shire 4
Facts, statistics and characteristics 5
About our organisation 6
Acknowledgments 6
The year in review
A message from the Mayor and Chief Executive Officer 7
Financial summary 9
A snapshot 11
Major capital works 13
Challenges and future outlook 14
Our Council
Councillors 17
Our people
Management team 18
Organisational structure 19
Workforce statistics 20
Equal opportunity program 21
Our performance
Planning and accountability framework 22
Council plan 23
1. Organisational improvement 24
2. Community wellbeing 28
3. Asset management 34
4. Land-use planning 39
5. Environmental sustainability 43
6. Economic and tourism development 47
Governance, management and other information
Governance 52
ANNUAL REPORT 2018/19 2
Management 53
Governance and management checklist 58
Statutory information 63
Performance statement
Performance statement 66
Basis of preparation 75
Certification of the performance statement 77
Auditor General’s report 78
Financial statements
Comprehensive income statement 79
Balance sheet 80
Statement of changes in equity 81
Statement of cash flows 82
Statement of capital works 83
Notes to the financial statements 84
Certification of the financial statements 136
Auditor General’s report 137
Contact information Tallangatta (main office) 32 Towong Street (PO Box 55) Tallangatta VIC 3700 T 02 6071 5100
Corryong 76 Hanson Street Corryong VIC 3707 T 02 6076 2160
Online www.towong.vic.gov.au [email protected]
ANNUAL REPORT 2018/19 3
Introduction
Welcome Council is committed to transparent reporting and accountability to the community. This Annual Report provides a summary of Council’s operations and performance for 2018/19. It reports Council’s progress towards achieving the objectives, measures and priorities set out in the Council Plan 2017-21 as well as our financial performance for 2018/19.
This report also contains a snapshot of significant events, achievements and changes that occurred throughout the year together with audited financial statements and other information as prescribed by the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.
About Towong Shire Towong Shire, positioned in far north-eastern Victoria, possesses some of Australia’s most pristine environment. Unique wilderness areas, lakes, rivers and streams create diverse landscapes that are enjoyed by around 6,000 residents and many more visitors across an area of 6,600 square kilometres.
The economy of the region revolves around a rich agricultural sector, tourism and timber production and processing. Approximately two-thirds of businesses located in the Shire are in the agricultural and forestry industries.
ANNUAL REPORT 2018/19 4
Introduction
Facts, statistics and characteristics
Population (2016 census) 5,985
Area 6,635 km2
Property assessments 4,422
Roads and transport
Council roads 1,183 km
Arterial roads 483 km
Number of registered vehicles 1 7,112
People who live near public transport 2 5.3%
Economy
Businesses 1 919
Employment participation rate 1 59.4%
Median weekly household income 2 $850
Individuals and households
Median age 1 50
People born overseas 1 8.1%
Average household size 1 2.3
Access to internet at home 1 70.1%
Social, community and health
People who rated their community as a pleasant environment 2 96%
Children fully immunised between 24 and 27 months 2 100%
Kindergarten participation 2 93.6%
People who are members of a sports group 2 38.6%
Data sources: 1 Australian Bureau of Statistics (http://stat.abs.gov.au/itt/r.jsp?databyregion#/) 2 Victorian Department of Health (https://www2.health.vic.gov.au/about/publications/data/hume-region-2015) Unless otherwise indicated, statistics are taken from the latest year available. The statistics on this page are presented for information purposes and may differ from the data sources used for performance reporting purposes.
ANNUAL REPORT 2018/19 5
Introduction
About our organisation
Vision
We will be a World Class small Council and Towong Shire will be the ideal place to live
Mission
To provide leadership and service to the Towong Shire community that adds value and enhances social, economic and environmental wellbeing now and into the future
Values
Respect: We will listen and consider other perspectives and treat each other with courtesy
Integrity: We will seek the common good
Pride: We will always take care in what we do
Teamwork: We will help others to achieve by being positive, enthusiastic and confident
Acknowledgements Towong Shire Council acknowledges the support of the Australian Government and the Victorian Government.
ANNUAL REPORT 2018/19 6
The year in review
A message from the Mayor and Chief Executive Officer
It is with pleasure that we introduce this Annual Report, marking the halfway point of the 2017-2021 Council Plan. The Council Plan along with community plans; Tallangatta Tomorrow, UM2030 Vision Plan, Our Valley, Our Future and Our Bellbridge, sets out the aspirations of Towong Shire community members and guides the budgeting and decision making of Council over the four year period.
We are committed to finding the best outcome for ratepayers and residents by delivering projects that provide a high return on investment through increased amenity for our community members and as a means of building a stronger visitor economy. Priority works this year included;
Continued delivery of Destination Tallangatta with streetscape works and the redevelopment of Lakelands Caravan Park in Tallangatta The commencement of streetscape works in Eskdale, Corryong and Bethanga ahead of schedule as a result of securing $1.15 million under the Victorian Government’s Fixing Country Roads Program Securing funding through the Australian Government’s Building Better Regions Fund for the revitalisation of Colac Colac Caravan Park Council take a collaborative approach to improved health and wellbeing, we continue to seek sustainable outcomes, provide a balanced lifestyle and preserve our natural environment. The adoption of the Towong Healthy Communities Plan 2018-2021 is a result of this commitment. Developed in close consultation with the Victorian Government, Towong Alliance and key stakeholders it provides the strategic framework for ensuring we can work towards better health and wellbeing outcomes for our communities.
Our results from the 2019 Community Satisfaction Survey again showed a strong performance in key areas. In 2019 we rated significantly higher than the Small Rural group average across three key performance areas; advocacy, making community decisions and the maintenance of sealed local roads.
A state election in November 2018 and a federal election in May 2019 provided significant opportunity for Council to advocate strongly for the needs of communities across the Shire and rural communities more broadly. Council have continued to secure state and federal funding as a means of keeping rate increases to a minimum. In 2018/19 this amounted to $11.49 million, nearly 50% of total revenue.
Our shared service arrangements with Alpine and Indigo Shire Councils continued with shared services delivered in Rates, Property, Planning, Building Services and preparation for a new digital platform to support Customer Relationship Management, Environmental Health and Building Services and Planning.
We are immensely proud of what Council has achieved over the last financial year as we implement our 2017-2021 Council Plan. This report certainly reflects how we have utilised our limited resources to achieve the best possible outcomes for our communities. We thank our staff for their ongoing commitment and dedication.
Cr David Wortmann Juliana Phelps Mayor Chief Executive Officer
ANNUAL REPORT 2018/19 7
The year in review
Financial Summary
Operating result The result shown in the Comprehensive Income Statement for the period was a surplus of $8,187,000. A comparison of Council’s Operating Result from 2014/15 to 2018/19 is provided in the graph below.
Operating Result $9,000,000 $8,187,000 $8,000,000 $6,889,000 $7,000,000 $6,242,000 $6,000,000 $5,324,000 $5,000,000
$4,000,000
$3,000,000
$2,000,000 $1,538,000
$1,000,000
$0
2014/15 2015/16 2016/17 2017/18 2018/19
The operating result for 2018/19 includes a significantly higher amount of grant income compared to the previous year.
Capital grant income of $4.1 million ($1.2 million more than 2017/18) has been received to expend on capital projects including road upgrades as part of the Fixing Country Roads program, Destination Tallangatta and the Great River Road project. Operating grant income of $7.3 million ($1.6 million more than 2017/18) was also received in 2018/19.
ANNUAL REPORT 2018/19 8
The year in review
Financial Summary
Adjusted underlying result The adjusted underlying result is Council’s operating result less any capital grants. The adjusted underlying result is a measure of financial sustainability. A comparison of Council’s adjusted underlying result from 2014/15 to 2018/19 is provided in the graph below.
$5,000,000
$4,007,000 $4,000,000 $3,326,000
$3,000,000 $2,687,000 $2,389,000
$2,000,000
$1,000,000
$0
($1,000,000) ($706,000) 2014/15 2015/16 2016/17 2017/18 2018/19
The underlying operating result for 2018/19 of $4.0 million is significant. There have been a number of one-off factors that have influenced this result.
In 2018/19 additional operating income was received in the following areas: Non-recurrent operating grant funding received to deliver projects throughout the Shire (e.g. Upper Murray Events Centre, Cudgewa Netball Court upgrade, Mitta Valley Mountain Bike Park, special circumstances opportunity and sustainability funding for delivery of childcare services in Bellbridge and Walwa
There were also a number of areas of expenditure that were less than originally budgeted, including: Employee costs with Council operating with less staff than originally planned due to a number of positions remaining vacant for longer than anticipated as well as planning services and maternal and child health services operating at reduced resourcing levels. Some of these vacancies however were filled by contractors.
ANNUAL REPORT 2018/19 9
Grant income Grant income increased from the prior year by $5.0 million. The main contributors to this change were:
o The timing of payments from the Victorian Grant Commission (VGC). In June 2015 and June 2017, Council was pre-paid $1.9 million from the respective following financial year’s allocation by the VGC. This meant the 2015/16 grants would be $1.8 million lower than anticipated and the 2018/19 grant would be $1.9 million higher than anticipated. This equates to the grants having a $3.7 million variance from 2015/16 to 2018/19. o The non-recurrent capital grants were $1.0 million higher than 2015/16 due to funding received for the National Stronger Regions – Destination Tallangatta project and other infrastructure funding for the Corryong Airport upgrade and Tallangatta boat ramp and car parking upgrade.
Expenses Expenses have decreased from the prior year by $12,000.
Capital expenditure Capital works budgeted for in the 2018/19 Budget included projects that would be completed and capitalised in future years. In some instances Council’s commitment to a project is required before government funding applications are made. There are a number of projects that are considered as multi-year projects and are considered as work in progress at 30 June 2017 (refer to Note 20 of the Financial Statements).
ANNUAL REPORT 2018/19 10
The year in review
A snapshot
July 2018
Granya Streetscape As part of the 2017 – 2021 Council Plan, beautification and improvement works to the township of Granya were completed. Highlights from the project include: 82 new trees, kerb and channel placed along Carlyle Street from Webb Lane to Conness Street, a formal entry and exit point to the town and underground drainage works.
August 2018 Great River Road The Great River Road is one of five key projects identified in the Upper Murray 2030 Vision Plan, creating a touring route between Bellbridge and Khancoban. In a major coup for the region, Council announced the appointment of award-winning civic sculptor Benjamin Gilbert’s Agency of Sculpture for the delivery of the public art works along the Great River Road.
September 2018
Upper Murray Brand Launch Over 60 people attended the launch of the Upper Murray Brand in Corryong – a project 10 months in the making. Led by the Upper Murray Brand Steering Group the launch coincided with the release of the Marketing Upper Murray Program. This program will help build a sustainable model for regional promotional activities and ongoing delivery of the Upper Murray Brand.
October 2018
Deer Management Plan Following the public consultation process for the draft Hunting Tourism Action Plan Council called for a coordinated approach from all tiers of Government to address the immediate concerns felt by land owners and managers and to develop a deer management plan that mitigates against increasing environmental, social and financial costs.
November 2018
Great Victoria Bike Ride As part of the Great Victorian Bike Ride’s tour of North East Victoria 3015 riders were welcomed to The Triangles in Tallangatta with a community celebration. The Two Wheels Street Festival showcased the vibrancy of the community and local businesses to visitors and residents alike. The ride was commemorated with the unveiling of the work of local artist Simon Pankhurst’s Wheels in Motion.
December 2018
Childcare services in Bellbridge and Walwa Following the unexpected withdrawal by the Albury Wodonga Community College as a service provider Council worked closely with the Australian Government to secure funding to assist in the
ANNUAL REPORT 2018/19 11
delivery of childcare services. As a result, quality childcare delivered by Council was available to families in Bellbridge and Walwa and in Mitta Mitta delivered by Wodonga TAFE.
January 2019
E-Waste facilities Council secured 100% of the project cost in grant funding to establish e-waste recycling infrastructure at the Corryong and Tallangatta waste facilities. The facilities will provide community members with a dedicated place to dispose of e-waste and keep these items out of landfill.
February 2019
Towong Healthy Communities Plan The Towong Healthy Communities Plan 2018-2021 was formally adopted at the February Council meeting. Developed in consultation and collaboration with health services and providers across the region, feedback for the Plan was overwhelmingly positive. The adopted plan outlines a series of initiatives across five priority areas: healthier eating, active living, reducing harmful alcohol and drug use, improving mental health and reducing family violence.
March 2019
Digital books delivered Council announced Borrow Box a new free digital service for members of the Corryong and Tallangatta libraries. With a catalogue of digital books and downloadable audiobooks that can be read or listened to on a smartphone, tablet, computer or MP3 player - it’s like having a new branch of the library that’s available 24 hours a day, 7 days a week.
April 2019
Shelley-Walwa Road One of the region’s most important route for the timber and forestry industry, Shelley-Walwa Road between Guys Forest Road and the Murray Valley Highway was re-opened following 12 months of significant resealing and upgrade works. The $7.63 million project was funded by the Australian Government, Victorian Government, Council and HVP Plantations.
May 2019
Funding for Upper Murray Events Centre Securing $800,000 from the Victorian State Government was the final piece in the puzzle in ensuring construction of the $2.5 million Upper Murray Events Centre could commence. In addition to the State Government’s commitment, the Federal government contributed $800,000, with a further $600,000 in contributions from Council and $300,000 in community funds and in- kind support.
June 2019
Community Satisfaction Survey Commissioned by the Victorian State Government, the 2019 Local Government Community Satisfaction Survey assesses councils’ overall performance against State wide and council groups benchmarking. In 2019 Towong Shire Council achieved an overall satisfaction rating of 61, one point above the State average and three points above other small rural councils.
ANNUAL REPORT 2018/19 12
The year in review
Major capital works
The year in review
Destination Tallangatta $1,086,697 (in 2018/19)
Works continued on Destination Tallangatta - a $5.3 million project funded under the Australian Government’s National Stronger Regions Fund. This year works included; improved footpath links and the formalisation of paths for walkers in Queen Elizabeth Drive. The upgrade to the Lakelands Caravan Park in Tallangatta also commenced with the construction of the reception and kiosk building.
Annual Resealing Works $550,000
Council is responsible for maintaining over 1,100kms of local roads across Towong Shire. A regular program of maintenance and renewal of the Shire’s extensive road infrastructure is undertaken each year. In the most recent Community Satisfaction Survey, the maintaining of local sealed roads was one of the top three performing areas for Council. It rated 58, consistent with last year’s result and five points above the rating for similar Councils.
Great River Road $495,000
The Great River Road project has created a landmark touring route between Bellbridge and Khancoban along the Murray River. Designed to rival other iconic touring routes like the Great Ocean Road, funding for the project has been provided from the Australian and State Governments, Towong Shire Council and the Upper Murray community.
Granya Streetscape $225,000
Council completed the beautification and improvement works to the township of Granya. The works form part of the 2017-2021 Council Plan and include the planting of 82 new trees, formalised kerb and channel works through the town centre.
E-Waste Facilities $193,958
Council constructed new e-waste sheds at the waste recovery centres in Corryong and Tallangatta. The e-waste sheds enable residents to safely dispose of any item with a plug, battery or cord that is no longer working or wanted. This includes televisions, computers, mobile phones, kitchen appliances and white goods. This project was delivered as a result of funding from Sustainability Victoria.
ANNUAL REPORT 2018/19 13
The year in review
Financial summary
Challenges and future outlook Like other small Councils across rural Victoria, Towong Shire’s large geographic area and small population present significant challenges – to adequately fund the maintenance and renewal of community assets and deliver responsive services that meet the needs of the community. A declining population, vast distances between communities and an economy that largely revolves around climatic conditions (particularly agriculture, forestry and tourism) are further factors which have an impact on our financial capacity.
Addressing financial sustainability Our organisation has long recognised the risks to our long-term sustainability and sought to mitigate the underlying causes. Continued refinement of our long-term financial plan gives us a clear picture of our financial future. In the medium term, Council is aiming towards a ‘break-even’ underlying net result (i.e. this means our operating expenditure equals operating income).
Fair Go Rates Policy Adding further strain to Council’s long-term financial outlook was the introduction of the Victorian Government’s Fair Go Rates System from 1 July 2016. Whilst Council supports the principles underpinning the Fair Go Rates System, particularly to contain the cost of living for Towong Shire ratepayers, Council recognises that with no change to current funding arrangements, the new system places additional pressure on Council’s long-term financial outlook.
Unlike larger councils who can generate income through parking fees, development contributions and levies, councils like Towong Shire rely on income from rates and grants to deliver core services. Based on forecast rate caps, Council will be unable to continue to fund services, maintain and renew infrastructure at current levels and return to a break even underlying net result.
Higher rate cap variation In 2017 Council submitted an application to the Essential Services Commission (ESC) for a higher rate cap of 5.55% for the next four financial years. The ESC conducted a comprehensive review of Council’s financial data and analysis and extended the review to cover community engagement practices. On 31 July 2017, the ESC announced that Council’s application for a higher rate cap (5.55%) was approved for the 2017/18 financial year and the following three years to 2020/21.
A rate cap of 2.25% was announced by the Minister for the 2018/19 financial year. Each year when preparing the draft budget, Council’s long term financial modelling is updated to establish the rate increase required to ensure that Council can sustainably deliver services and maintain and renew infrastructure at current levels into the future. The updated modelling for 2018/19 indicated that a rate increase of 4.80% was required to be financially sustainable in accordance with Council’s Long Term Financial Plan and the Victorian Auditor General’s financial sustainability indicators. A rate increase of this magnitude would be required each year for the next ten years recognising that Council does not have approval beyond 2020/21 and will not be able to seek approval for this until 2021.
ANNUAL REPORT 2018/19 14
The budget for 2018/19 adopted by Council contained a rate increase of 4.80% (less than the 5.55% higher rate cap approved by the ESC).
Ongoing financial sustainability Council is balancing the capacity of ratepayers to pay increased rates as well as ensure that Council is able to provide services and maintain infrastructure in the longer term. The financial modelling indicates that Council requires additional revenue to fund future infrastructure and service delivery needs. Council supports the Fair Go Rates System and believes that ratepayers should not be burdened with increases to the cost of living, particularly where the responsibility lies with State and Commonwealth Governments. We believe that additional revenue should come from other levels of government rather than Towong Shire ratepayers. Alternatively, it may be appropriate for some services to be fully funded or provided by the State Government.
Council has worked closely with Rural Councils Victoria to present a case to the State Government for increased funding for services for all rural communities. The Victorian Government has established a Rural and Regional Councils Sustainability Program to review the sustainability challenges of rural councils and identify options for improving outcomes for rural communities. Council’s Chief Executive Officer has been appointed onto the working group that will drive the progress and provide direct input into the program.
Reduced cash reserves / underlying result In preparing the final Budget and Strategic Resource Plan for 2018/19, Council adopted a rate increase of 4.80% for 2018/19 and forecast a rate increase of 4.80% for each of the following three years to be financially sustainable and to have sufficient cash reserves to meet future service delivery and asset renewal needs.
Based on a rate cap of 2.25%, Towong’s financial modelling demonstrates that Council would experience increasing underlying deficits over coming years, as displayed in the following chart. Underlying deficits will erode Council’s cash reserves and impact on Council’s ability to fund Council services and recommended infrastructure renewal in the medium term, with Council’s cash reserves exhausted by 2019.
Underlying Surplus/ (Deficit)
4,000
3,000
2,000
1,000
0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (1,000)
(2,000)
(3,000)
(4,000)
(5,000) ANNUAL REPORT 2018/19 15
In order to address this deteriorating financial position, Council may need to consider short term measures to manage its liquidity by:
Reducing basic services to the community Reducing maintenance and asset renewal of its extensive infrastructure network (primarily roads and bridges)
Council’s long term response to sustainability is to increase the number of people residing in communities throughout the Towong Shire. This would support better utilisation of existing rural infrastructure and result in costs being spread over a larger ratepayer base. Council has demonstrated its commitment to this long term strategy with its continued delivery of a number of key strategic projects, including:
Master planning exercises in key communities (Tallangatta Tomorrow, Our Bellbridge, Our Valley Our Future, UM2030 Vision Plan) Construction of new recreational facilities and multi-purpose centres throughout the Shire (Cudgewa, Mitta Mitta, Tallangatta, Tallangatta Valley, Walwa) Construction of a new Library, Early Years and Community Centre in Tallangatta Progression of a Domestic Wastewater Management Plan to enable additional residential development in sought after areas of the Shire
If there is not adequate funding to provide basic services and infrastructure, people will relocate to larger shires and regional cities where they can access a level of services and infrastructure that meets their needs. A reduction in the local population becomes a downward spiral for rural towns, as there are less residents to contribute to the community and to share the cost of local services and infrastructure. This in turn places greater financial pressure on rural councils.
A short term response to addressing Council’s deteriorating financial position will compromise a longer term, more sustainable approach that will assist our rural communities to be more vibrant and our Council to be more financially sustainable into the future.
We are actively addressing our concerns by:
1. Continuing to engage with Commonwealth and Victorian Government representatives through meetings, formal submissions and collaborative campaigns 2. Exploring further opportunities to reduce the cost of doing business, especially through shared service delivery arrangements 3. Consulting with our communities about their expectations for the delivery of Council services 4. Partnering with Rural Councils Victoria to identify opportunities to improve the sustainability of rural councils and their communities.
ANNUAL REPORT 2018/19 16
Our Council
Councillors Councillors commenced their four-year term on Saturday 22 October 2016. This term will end with the Local Government Election on 24 October 2020.
Cr David Wortmann, Mayor
Cr David Wortmann was first elected to Council in November 2008, he was re- elected to the Council on 22 October 2016 and now serves his third term. Cr Wortmann served three consecutive terms as Mayor from November 2014, he is now serving his fourth term as Mayor. He has lived in Granya all his life and is married with two children. He runs a beef and sheep farm and also operates a school bus service.
Cr Andrew Whitehead, Deputy Mayor
Cr Andrew Whitehead was first elected to Council on 22 October 2016 and currently serves as the Deputy Mayor. Andrew has been a resident of Towong Shire for over 40 years and is married with 4 children. He runs a beef and sheep farm and is involved in numerous community groups.
Cr Aaron Scales
Cr Aaron Scales was first elected to Council on 27 October 2012 and served one term as Mayor (2017/18). He was raised on his family’s farm at Dartmouth and has settled in the town with his three children. Aaron studied in Law, Accounting and Hospitality/Tourism and has completed a Master in Business Administration, he is currently the owner and manager of a hotel.
Cr Jennie Star
Cr Jennie Star was elected to Council on 22 October 2016. She has called Towong Shire home for the past twenty five years and is married with four young adult children. Jennie owns and operates a mixed beef and fine wool business in the Cudgewa Valley. She has a Bachelor of Education in Environmental Studies and has completed studies in information technology.
Cr Peter Tolsher
Cr Peter Tolsher was elected to Council on 22 October 2016. He moved to Tallangatta in 1975, married a local and raised two children. Peter has been involved in the water industry for over 30 years and is currently a Director for the Water Industry Operator Association of Australia and a Senior Manager at North East Water.
ANNUAL REPORT 2018/19 17
Our people
Management team The Chief Executive Officer (CEO) is appointed by Council to oversee the operations of the organisation. The Chief Executive Officer, together with a team of Directors and Managers, ensures that the priorities identified in the Council Plan are achieved and that day-to-day responsibilities are effectively undertaken.
Juliana Phelps Chief Executive Officer
Juliana commenced with Council in April 1999 and was appointed CEO in May 2009. Prior to joining Council, Juliana held a senior management position in the manufacturing sector. She has also had experience auditing private and public organisations. Juliana is a Chartered Accountant with a Bachelor of Business Degree in Accounting and Economics. She completed her Masters of Business Administration through Charles Sturt University in 2003 and is also a graduate of the Australian Institute of Company Directors.
Jamie Heritage Director Technical Services
Jamie commenced with Council in May 2011. Jamie came to Council from Indigo Shire Council where he held the position of Capital Works Manager and later acted as the General Manager for Major Projects and Programs. Prior to this he worked in a number of roles in private industry and local government. He has a broad understanding of roads and drainage together with design and development expertise.
Jo Shannon Director Community and Corporate Services (to 12 April 2019)
With over 15 years’ experience in public sector financial and executive management, Jo commenced as Director Community and Corporate Services in December 2013. Prior to local government, her management experience was gained in the alpine sector and in the private sector in Melbourne. She has a Bachelor of Business (Accounting) and is a member of CPA Australia.
ANNUAL REPORT 2018/19 18
Our people
Organisational structure
Chief Executive Officer Juliana Phelps
Executive Services Manager – Georgina Curtis Executive and Councillor support Communications Community engagement
Technical Services Director – Jamie Heritage Works Regulatory control Infrastructure maintenance Animal control and local laws Parks and open spaces Building services Projects Environmental health Construction and development Environment Assets Waste management Asset management Wastewater and water supply Capital projects Forest industry support Emergency management
Community and Corporate Services Director – Jo Shannon (to 12 April 2019) Community Corporate Kindergartens Risk management and insurance Maternal and child health Governance Recreation Customer service Youth, family and senior programs Human resources Finance Accounting Budget Rates and property Payroll
Planning Manager – Scott Taylor (to 17 May 2019) Strategic and statutory land-use planning
Economic and Tourism Development Manager – Alicia Keogh (to 5 April 2019) Business support Agricultural diversity Visitor information services Event support
ANNUAL REPORT 2018/19 19
Our people
Workforce statistics A summary of the number of full time equivalent (FTE) council staff, as at 30 June 2019, by key result area, employment type and gender is set out below.
Full time Part time Casual Key result area Male Female Male Female Male Female Total
Organisational improvement 4.0 8.9 0 5.2 - 0.2 18.3
Community wellbeing 1.0 - 0.6 8.2 - 1.9 11.7
Asset management 29.0 1.0 0.5 2.1 0.7 2.0 35.3
Land-use planning 1.0 - - - - - 1.0
Environmental sustainability - - - 0.7 - - 0.7
Economic and tourism development - - - 1.4 - - 1.4
35.0 9.9 1.1 17.6 0.7 4.1 68.4
A summary of the number of full time equivalent (FTE) council staff, as at 30 June 2019, by employment classification and gender is set out below.
Employment classification Female Male Total
Band 1 0.3 - 0.3
Band 2 0.5 4.3 6.8
Band 3 3.0 15.0 18.0
Band 4 5.8 7.5 13.3
Band 5 3.0 4.3 7.3
Band 6 6.7 1.0 7.7
Band 7 1.0 2.0 3.0
Band 8 1.0 1.0 2.0
Band not applicable 10.0 2.0 12.0
31.3 37.1 68.4
ANNUAL REPORT 2018/19 20
Our people
Equal employment opportunity program Council has a Discrimination, Workplace and Sexual Harassment, Equal Employment Opportunity and Diversity policy that is reviewed and adopted each year.
Council’s policy is that discrimination relating to sex, marital status, parenthood, race, colour, national origin, physical or mental impairment, religious or political affiliation will not be tolerated. Selection of individuals for employment is on the basis of personal merit according to the skills, qualifications and knowledge relevant to the position involved.
The objectives of this policy are to:
Create a working environment which is free from discrimination and harassment and where all members of staff are treated with dignity, courtesy and respect. Implement training and awareness raising strategies to ensure that all employees know their rights and responsibilities. Provide an effective procedure for complaints based on the principles of natural justice. Treat all complaints in a sensitive, fair, timely and confidential manner. Guarantee protection from any victimisation or reprisals. Encourage the reporting of behaviour which breaches the discrimination and harassment. Promote appropriate standards of conduct at all times
Actions taken to implement Council’s equal employment opportunity policy include: Awareness training of equal employment opportunity principles at staff meetings. Recruitment processes that support the engagement of staff based on merit. Flexible working arrangements that support employees to balance work and family commitments / responsibilities. Expectations regarding employee conduct discussed as part of employee induction and thereafter on a quarterly basis.
Council’s policy reflects our desire to enjoy a workplace free of discrimination where each person has the opportunity to progress to the extent of their abilities.
ANNUAL REPORT 2018/19 21
Our performance
Planning and accountability framework The Planning and Accountability Framework is found in part 6 of the Local Government Act 1989 (the Act). The Act requires councils to prepare the following planning and reporting documents: A Council Plan within six months after each general election or by 30 June, whichever is later. A Strategic Resource Plan for a period of at least four years and include this in the Council Plan. A Budget for each financial year. An Annual Report in respect of each financial year.
The following diagram shows the relationships between the key planning and reporting documents that make up the planning and accountability framework for local government, as well as Council’s own long term strategic plans. It also shows that there are opportunities for community and stakeholder input and feedback at each stage of the planning and reporting cycle.
Planning Reporting
Long term Medium term Short term Annually
Long Term Financial Council Plan Annual Budget Annual Report Plan 2017 – 2021 o Report of operations Community plans: Strategic Resource o Financial o Tallangatta Plan 2017 - 2021 statements Tomorrow Healthy Communities o Performance o UM2030 Vision statement Plan Plan 2018 - 2021 o Our Valley, Our Planning Scheme Future Municipal Strategic o Our Bellbridge Statement
Incorporating input and feedback from: o Community workshops o Community surveys o Stakeholder engagement o Section 223 submissions
ANNUAL REPORT 2018/19 22
Our performance
Council Plan The Council Plan 2017 – 2021 includes strategic objectives, strategies for achieving these objectives for the four year period, strategic indicators for monitoring the achievement of the strategic objectives as well as a Strategic Resource Plan. The following are the six strategic objectives detailed in the Council Plan:
1. Organisational improvement Embed organisational excellence into our governance and management processes to deliver the best possible outcomes for our residents and ratepayers.
2. Community wellbeing Assist all residents to attain a high level of health and safety, resilience and connectedness to their communities.
3. Asset management Maintain and improve our Shire’s infrastructure to meet agreed levels of service.
4. Land-use planning Implement a strategic and sustainable long-term land-use direction for the Shire based on an integrated approach to the natural and built environment.
5. Environmental sustainability Integrate sustainable environmental management practices into all our activities.
6. Economic and tourism development Expand employment and economic opportunities whilst continuing to maintain and promote our natural environment and the lifestyle our municipality offers.
Reporting our performance Council’s performance for the 2018/19 year has been reported against the strategic objectives, strategies and indicators in the Council Plan 2017 – 2021. This report measures Council’s performance as follows: Results achieved in relation to the strategic indicators in the Council Plan. Progress in relation to the major initiatives identified in the Budget. Services funded in the Budget and the persons or sections of the community who are provided those services. Results against the prescribed service performance indicators and measures.
ANNUAL REPORT 2018/19 23
Our performance
1. Organisational improvement
It was another busy year for our teams as we welcomed Cr Wortmann to his fourth term as Mayor and Cr Whitehead to his inaugural term as Deputy Mayor. Focus remains on continuing to deliver the priorities listed in the Council Plan 2017 – 2021 while maintaining the finance, information technology, OHS and risk management systems and services that support our organisation.
In preparation for the new Local Government Act, due for introduction in late 2019, consultation for the 2019/20 Budget included community workshops in Corryong, Bellbridge, Tallangatta and Mitta Mitta. Preparation for the requirements of the new Local Government Act requiring community to play an increased role in the strategic decision making of Council.
To avoid putting ratepayers under further financial pressure Council continued to work hard to keep rate increases to a minimum. Council obtained approval from the Essential Services Commission (ESC) for a rate increase of 5.55%, in acknowledgement of the financial challenges faced by our Council. A rate increase at this level assists with the long-term financial sustainability of Council. Securing additional State and Federal Government funding as well as reducing operational costs means we have been able to accommodate a lower rate increase of 4.80% for a second consecutive year. This is 0.75% below the ESC approved 5.55% rate cap.
Our shared service arrangements with Alpine and Indigo Shire Councils continued with shared services delivered in Rates and Property, Building and Environmental Health and preparation for a new digital platform to support Customer Relationship Management, Environmental Health and Building Services and Planning.
Council continued to deliver secretariat services for Rural Councils Victoria, with highlights including the delivery of the bi-annual Mayors, Councillor’s and CEO Forum in November 2018 and April 2019. Our involvement continues to provide increased opportunity for high-level engagement and advocacy with State and Federal Ministers and their Departments ensuring that rural councils and their communities are considered.
Highlights Keeping rate increase lower than the approved cap rate. Continued savings achieved through MomentumOne Shared Services Pty Ltd for lifeguards and technology solutions Introduction of new financial management system via Approval Max, Xero and Keypay Challenges Preparing for the increase in statutory requirements in advance of the introduction of the new Local Government Act within existing resources
ANNUAL REPORT 2018/19 24
Our performance
1. Organisational improvement
Services delivered in 2018/19
Services Description
Councillors, Chief This area of governance includes the Mayor, Councillors, CEO and Senior Executive Officer and Management Group and associated support which cannot be easily Executive Team attributed to the direct service provision areas.
Executive Services This service provides Council with executive support to Council, CEO and the Senior Management Group and governance needs of the Council. The service also delivers Council’s communication and engagement services.
Corporate Services This service provides financial and corporate based services and acts as the main customer interface with the community. It includes the management of Council’s finances, payment of salaries and wages to employees, human resources, procurement and contracting of services, raising and collection of rates and charges, managing Council's records and delivering on Council's occupational health and safety responsibilities. This service also maintains reliable and cost effective communications and computing systems, facilities and infrastructure to support Council staff.
Council Plan progress report
Strategy and strategic indicator(s) Status Comments
1.1 Continue to lobby for increased ongoing Ongoing Council continues to lobby government funding support government directly and via Rural Councils Victoria.
1.2 Investigate new/additional funding Ongoing Council continue to seek streams with a view to reducing reliance funding from a range of on rate revenue (in conjunction with sources to support this other small Councils) project.
ANNUAL REPORT 2018/19 25
Strategy and strategic indicator(s) Status Comments
1.3 Improve service delivery and reduce costs Ongoing Council are working with through process improvement and shared Alpine and Indigo Shire services Councils to implement common systems across customer relationship management, planning, building and environmental health. Introduction of new financial management system via Approval Max, Xero and Keypay.
1.4 Continue to improve our Long Term Financial Ongoing Annual update completed Plan to reflect current financial environment as part of the 2019/20 Budget development process.
1.5 Deploy software that leverages improved IT Ongoing The rates and property infrastructure – finance and rates, human software review has resources, asset management, environmental progressed to a RFQ stage. sustainability The partnership has expanded to include Alpine as well as Indigo Shire Council.
1.6 Implement business improvements – OHS, Ongoing Swimming Pool Advisory outdoor pools, saleyards, landfills and transfer Group established in stations February 2019 with recommendations presented to Council in April 2019. E-waste facilities established in Corryong and Tallangatta.
1.7 Undertake a review of Local Laws Not yet started Scheduled for 2019/20
1.8 Review services provided to the community Ongoing Rate increase in 2019/20 and the cost Council (ratepayers) are willing reduced to 4.8% from to bear as part of Council Plan and Budget higher approved rate cap of preparation 5.55%
ANNUAL REPORT 2018/19 26
Strategic indicators
Result Result Result Indicator Target 18/19 19/20 20/21
Number of business improvements and shared Increase 11 services initiatives that achieve cost savings
Proportion of revenue secured from non-rates Increase $11,400,000 sources
Percentage of customer requests resolved within Increase 93.8% one month
Service performance indicators
Service Indicator Performance Measure Result Target 18/19 Achieved
Governance Satisfaction Satisfaction with Council’s 58 Yes consultation and engagement process. Community rating out of 100
ANNUAL REPORT 2018/19 27
Our performance
2. Community wellbeing
The 2018/19 year saw a continued focus on the development of partnerships with key stakeholders across government, community health, education and not for profit sectors to deliver improved health and wellbeing outcomes for our community.
The development of the Towong Healthy Communities Plan 2018-2021, adopted in February 2019 outlines the strategic direction for the health and wellbeing of our communities. It ensures that an evidenced-based approach is taken to program and service delivery across the community wellbeing portfolio.
Significant improvements were made to our Early Years services across the Shire. This has included the delivery of a Supported Playgroup in Corryong, an After School Care service at Tallangatta Early Years Learning Centre and the continuation of Child Care services in Bellbridge and Walwa. Council received a $40,000 grant from the Department of Education and Training (DET) to deliver a Central Enrolment program to support and enhance early years enrolment processes and services. Additionally, preparatory work with the Department of Education and Training (DET) has commenced in advance of the delivery of three-year-old kindergarten services in 2021.
Council worked closely with a number of local sporting clubs to secure State and Federal funding to upgrade the Cudgewa, Tallangatta and Tallangatta Valley Football Netball Clubs’ netball courts and the Eskdale Cricket Club wicket.
The Tallangatta Neighbourhood House, auspiced by Council continues supports cultural diversification, community connectivity and lifelong learning. A partnership with Wodonga TAFE enabled the delivery of a number of certificate courses to support employment opportunities for local people.
Highlights 2684 local people participated in a diverse range of community-led programs at Tallangatta Neighbourhood House, including the Jobs Victoria Employment Network training program delivered by Wodonga TAFE. Seven participants gained ongoing employment in disability services. Young people were actively engaged to deliver the Tallangatta Skate Park upgrade – the project strengthened partnerships with Victorian Police, Department of Education, our local Indigenous community, Wodonga TAFE and Sport North East. A review of immunisation services was completed with cost savings realised and partnerships with the Towong Alliance strengthened. Families will continue to be encouraged to utilise their local GP for all early years immunisation needs, while the Secondary College immunisation program will continued to be delivered by Council in partnership with Wodonga City Council. Council received a $20,000 grant from DET to support a Maternal and Child Health Services review Council secured $20,000 in funding to develop a Shire-wide recreational masterplan. Challenges The closure of early years services at Bellbridge, Walwa and Mitta Mitta by Albury Wodonga Community College put significant pressure on Council resources to secure licensing and staffing to ensure ongoing service delivery. Unsuccessful Sport and Recreation funding application for the Bullioh Football Netball Club. Council has made a second application for consideration by the State Government. ANNUAL REPORT 2018/19 28
Our performance
2. Community wellbeing
Services delivered in 2018/19
Services Description
Community services Family oriented support services including kindergartens, maternal and child health, immunisations and youth services. Community services also supports Council's commitment to improved access for all residents, delivers an annual Seniors event and is exploring opportunities to support arts and culture throughout the Shire.
Library services Public library services at two locations with a customer focus that caters for the cultural, educational and recreational needs of residents.
Swimming pools Council manages two seasonally operated swimming pools at Corryong and Tallangatta. These pools operate from November to March each year. Council also provides a financial contribution to the community operated Eskdale pool.
Community facilities This service identifies opportunities for Council or community groups to access funding to better meet community needs and delivers on key Council funding applications.
Council Plan progress report
Strategy and strategic indicator(s) Status Comments
2.1 Develop the 2017-2021 Towong Shire Complete Heathy Communities Plan Healthy Communities Plan adopted in February 2019. For completion by December 2018
2.2 Review immunisation services Complete City of Wodonga engaged to For completion by December 2018 provide school based services and local health care providers engaged to deliver early childhood services.
2.3 Review Maternal and Child Health services In progress Stage one completed and For completion by June 2020 development of stage two has commenced.
ANNUAL REPORT 2018/19 29
Strategy and strategic indicator(s) Status Comments
2.4 Review options for delivery of swimming Complete Recommendations from pool services, including consideration of a Advisory Group presented to community based model Council in April 2019. For completion by December 2018
2.5 Review library services and servicing of In progress Draft scope prepared. remote areas and where appropriate engage with other stakeholders to explore innovative solutions For completion by June 2020 2.6 Provide guidance to the Corryong Memorial Complete Council continues to provide Hall Committee to update their masterplan guidance on funding and seek funding for hall improvements opportunities to the Hall For completion by June 2020 Committee.
2.7 Establish a Tallangatta Neighbourhood Complete Tallangatta Neighbourhood House Advisory Committee to deliver an House established and annual program of activities with a view to programs delivered to over building standalone capability 2684 participants. Committee established by June 2019
2.8 Seek funding to upgrade Eskdale cricket Complete Secured $76,700 in funding facilities from Sport and Recreation Facilities upgraded by June 2019 Victoria in January 2019.
2.9 Continue to pursue extended child care On going After School Care offered at services across the Shire Tallangatta Early Years Work to continue for the life of this Council Learning Centre. Child Care Plan services in Bellbridge and Walwa provided by Council. Mother Goose to commence delivery in September 2019.
2.10 Encourage development of proactive In Progress Secured $20,000 in funding community groups to progress local from Sport and Recreation initiatives (e.g. funding for improvements at Victoria in 2019 for the Bethanga Recreation Reserve, branding of development of a recreational localities) masterplan. Work to continue for the life of this Council Plan
2.11 Seek funding to upgrade netball courts in Complete Secured over $330,000 in Tallangatta, Cudgewa and the Tallangatta funding from Sports Australia Valley and Sport and Recreation Work to continue for the life of this Council Victoria in 2019 for Cudgewa Plan and Tallangatta. Funding application submitted for Tallangatta Valley.
ANNUAL REPORT 2018/19 30
Strategy and strategic indicator(s) Status Comments
2.12 Implement improvements to early years Ongoing Towong is performing above services across the Shire the State and Nation in 3/5 Work to continue for the life of this Council Australian Early Years Plan Development Census Domains. Supported Playgroup established in Corryong with regular program service delivery achieved Funding sought for an inclusive outdoor play space at Tallangatta and Corryong.
2.13 Implement the Towong Shire Access and In Progress Draft scope of works Inclusion Plan to support people prepared and Request for experiencing a disability Quotation prepared for Work to continue for the life of this Council advertising. Plan
2.14 Seek funding for recreation facility upgrades Complete Secured over $270,000 in / renewals (e.g. netball courts and shade funding from Sports Australia sails) and Sport and Recreation Work to continue for the life of this Council Victoria in 2019 for Cudgewa Plan and Tallangatta.
2.15 Actively participate in the Towong Alliance Ongoing Work undertaken with the with the three local health services Towong Alliance to deliver Work to continue for the life of this Council initiatives of the Towong Plan Healthy Communities Plan
2.16 Develop a four-year Youth Plan and deliver Ongoing Youth Strategy developed FReeZA and other responsive youth and scheduled for adoption programs by Council in November 2019. Work to continue for the life of this Council Plan
2.17 Seek funding to renew/upgrade Ongoing Council supported community playgrounds groups seeking funding under Work to continue for the life of this Council the Victorian Governments Plan Pick My Project.
2.18 Seek funding to upgrade skate parks in Ongoing Secured $10,000 in funding to Bellbridge, Corryong and Tallangatta upgrade Tallangatta Skate Work to continue for the life of this Council Park. Continue to seek Plan funding for Bellbridge and Corryong.
2.19 Participate in community-led or In Progress Consultant Projectura government-led initiatives with the aim of engaged to deliver the reducing family violence ‘Primary Prevention of Work to continue for the life of this Council Violence Against Women and Plan Children’ project.
ANNUAL REPORT 2018/19 31
Strategy and strategic indicator(s) Status Comments
2.20 Facilitate an annual Seniors Week activity In Progress Seniors Week event was To be delivered each year for life of this delivered in October 2018. Council Plan
2.21 Advocate for appropriate transport options Ongoing No Action for community members Work to be undertaken for the life of this Council Plan
2.22 Investigate options for delivery of stage two In Progress Council continues to seek of Our Bellbridge funding to progress this For completion by June 2020 project.
2.23 Update recreation masterplans to determine In Progress Secured $20,000 in funding future recreation priorities from Sport and Recreation For completion by June 2021 Victoria in 2019 for the development of a recreational masterplan.
ANNUAL REPORT 2018/19 32
Our performance
2. Community Wellbeing Strategic Indicators
Indicators Target Result Result Result Target 18/19 19/20 20/21 Achieved
Vaccination of children Maintain 177 Yes
Participation in the Maternal and Maintain 81.3% No Child Health Service
Library collection usage Increase 1.51 Yes
Utilisation of aquatic facilities Increase 11,607 No
Level of participation in Seniors Increase 62 No Week event
Level of participation in youth Increase 421 No events
Service performance indicators
Service Indicator Performance Measure Result Target 18/19 Achieved
Maternal and Child Participation Participation in the MCH service - 81.3% Yes Health (MCH) Percentage of children enrolled who participate in the service
MCH Indigenous Participation in MCH service by 66.6% Yes Participation Aboriginal children - Percentage of Aboriginal children enrolled who participate in the service
Libraries Participation Active library members - 10.7 Yes Percentage of the municipal population that are active library members
Aquatic Facilities Utilisation Utilisation of aquatic facilities - 1.93 Yes Number of visits to aquatic facilities per head of municipal population
ANNUAL REPORT 2018/19 33
Our performance
3. Asset management
The delivery of the Destination Tallangatta project continues through 2018/19 with streetscape works and undergrounding of the electricity supply in Towong Street, Tallangatta now complete. The redevelopment of the Lakelands Caravan Park in Tallangatta was commenced with construction of the kiosk reception building and amenities block.
Council successfully attracted $2.67 million in funding through the Victorian State Government’s Fixing Country Roads program. This, combined with council contributions enabled streetscaping for Bethanga, Eskdale and Corryong planned for 2019/20 will be delivered 2018/19.
The Great River Road project delivered new wayside stops and five major sculptural artworks along the Murray River Road; Wedge-tailed Eagle at Mount Alfred Gap, Murray Cod at Tintaldra, Bogong Moth at Jim Newman Lookout, Murray Cray at Bringenbrong Reserve, and Rainbow Trout at Khancoban.
As part of the annual capital works program streetscape upgrades in Walwa were also delivered. Works included; drainage and kerb renewal, tree plantings and path link to the reserve collectively resulting in increased safety and amenity.
Following the announcement of $800,000 in State Government funding construction of the Upper Murray Events Centre in Corryong was scheduled for August 2019.
Highlights New footpaths constructed in Cudgewa and Tallangatta as part the annual Strategic Pathlinks program to improve pedestrian access and safety. Securing funding for amenity and playground upgrades to the Colac Colac Caravan Park as part of the Federal Government’s Building Better Regions Fund. Annual re-sealing program delivered resulting in significant improvements to some residential areas and major roads throughout the Shire including Bellbridge, Bethanga, Biggara, Burrowye, Corryong, Cudgewa, Shelley, Tallangatta, Thowgla and Walwa. Repairs to Tallangatta Swimming Pool as a result of wear and tear identified during routine maintenance inspections. Challenges There were some limitations to delivering a significant and high value works program due to vacancies in key positions.
ANNUAL REPORT 2018/19 34
Our performance
3. Asset management
Services delivered in 2018/19
Services Description
Engineering services This service undertakes design, tendering, contract management and supervision of various works within Council’s capital works program. This service also conducts asset renewal and maintenance planning for Council’s main infrastructure assets in an integrated and prioritised manner in order to optimise their strategic value and service potential. These include: roads, bridges, footpaths buildings drainage recreation and open spaces
Infrastructure This service maintains Council infrastructure, vehicles, plant and equipment to meet functional and safety needs.
ANNUAL REPORT 2018/19 35
Our performance
3. Asset management
Council Plan progress report
Strategy and strategic indicator(s) Status Comments
3.1 Deliver Corryong Airport upgrade Complete The project was completed in For completion by June 2020 2018.
3.2 Deliver the Corryong Swimming Pool Complete The project was completed upgrade prior to the 2018 season. For completion by December 2018
3.3 Deliver Eskdale Netball Courts upgrade Complete The project was completed in project early 2019. For completion by June 2019
3.4 Deliver the Great River Road project Complete Project completed. Official Program developed by June 2018 and opening scheduled for implemented over the life of the Council November 2019. Plan
3.5 Deliver the Destination Tallangatta In Progress Caravan Park works underway. project: foreshore upgrade, path links, CBD works continuing. playground, road improvements, retail Concept plans for The precinct upgrade Triangles developed. For completion by June 2020
3.6 Deliver town improvement and In Progress Walwa and Bethanga beautification program: Year 1 Walwa, complete. Year 2 Granya, Year 3 Bethanga, Year 4 Granya carpark, Dartmouth Mitta Valley towns and Mitta Mitta to be For completion in Walwa by December completed. 2019; Granya by June 2020; and Bethanga by December 2020
3.7 Liaise with VicRoads to consider road Ongoing We continue to liaise with safety improvements throughout the Vicroads though the Towong Shire (e.g. upgrade Y-intersections to T- Shire Traffic Liaison Group. intersections) Work commenced on Mitta Work to continue over the life of the North Road/Omeo Highway Council Plan intersection.
3.8 Deliver the adopted Capital Works In Progress 73% of the Capital Works program program has been completed Work to continue over the life of the with the remainder scheduled Council Plan for completion in 2019/20.
ANNUAL REPORT 2018/19 36
Strategy and strategic indicator(s) Status Comments
3.9 Work with VicRoads and other Ongoing Council continue to seek stakeholders to progress the funding to progress this upgrade/sealing of the Benambra- project. Corryong Road For completion by December 2018
3.10 Continue Georges Creek Road upgrade In Progress Works planned for 2019. and seek funding for improvements to the intersection with River Road Work to continue over the life of the Council Plan
3.11 Seek funding and deliver the strategic Ongoing Path links in Eskdale, path links program Tallangatta (Akuna Avenue) Work to continue over the life of the and Cudgewa complete Council Plan
3.12 Complete condition assessments for road Ongoing Completed in accordance assets and non-road assets (e.g. buildings, with the Asset Management playgrounds) plan schedules Condition assessments for road and non- road assets completed by 2021.
3.13 Pursue suitable funding to improve Lake In Progress Secured blackspot funding Road from Bellbridge to Kurrajong Gap from Australian Government. Road Work to continue over the life of the Council Plan
3.14 Improve town entrances and signage at In Progress New town entrance signage key locations throughout the Shire for Eskdale, Dartmouth and Work to continue over the life of the Mitta Mitta completed. Council Plan
3.15 Assess critical stormwater areas in In Progress Completed as part of Bethanga for low flow piping streetscape upgrade. For completion by June 2019
3.16 Investigate options for the Bethanga Bay In Progress Investigations are continuing. Recreation Reserve For completion by June 2020
ANNUAL REPORT 2018/19 37
Our performance
3. Asset management
Strategic Indicators
Indicators Target Result Result Result Target 18/19 19/20 20/21 Achieved
Sealed local roads maintained to Maintain 99.7% Yes condition standards Number of customer requests for Decrease 68 Yes unsealed roads
Condition assessments completed 100% 99.5% No in accordance with Asset Management Plan Projects scheduled in Council Plan 100% 93.7% No delivered
Service performance indicators
Service Indicator Performance Measure Result Target 18/19 Achieved
Roads Satisfaction Satisfaction with sealed local 58 Yes roads - Community rating out of 100
ANNUAL REPORT 2018/19 38
Our performance
4. Land-use planning
Statutory planning services included processing 87 planning permit applications resulting in 65 approvals. Also, 114 building permits were approved by Building Services (a shared services arrangement between Towong and Indigo Shire Councils). Compliance and enforcement activities continued with common issues relating to illegal accommodation and native vegetation removal.
Vacancies in key positions has resulted in less strategic work than was scheduled being completed. Towards the end of the financial year, issues with the proposed C25 Amendment for re-zoning agricultural land to rural living were being resolved with an outcome anticipated in 2019/20. The Tallangatta residential and industrial land study proceeded with recommendations due in 2019/20.
Implementation of a shared services arrangement with Indigo Shire Council (Planning) have commenced, with common processes being developed and senior planning advice being provided by Indigo Shire Council. In the future, more commonality and integration will result in better outcomes for both communities.
Highlights Progress on the proposed C25 Amendment Implementation and development of shared services with Indigo Planning Department Challenges Vacancies in key positions resulting in the need to defer a number of strategic items. Continuing issues with illegal accommodation and native vegetation removal
ANNUAL REPORT 2018/19 39
Our performance
4. Land-use planning
Services delivered in 2018/19
Services Description
Planning The planning service processes all planning applications, provides advice and makes decisions about development proposals, which require a planning permit, as well as representing Council at the Victorian Civil and Administrative Tribunal where necessary. It administers the Towong Planning Scheme as well as preparing major policy documents shaping the future of the Shire. It also prepares amendments to the Towong Planning Scheme and carries out research on demographic, urban development, economic and social issues affecting Council.
Building services This service provides statutory building services to the Shire community including processing of building permits, fire safety inspections, audits of swimming pool barriers and investigations of complaints and illegal work.
Environmental health This service protects the community’s health and wellbeing by coordinating food safety support programs, Tobacco Act activities and smoke free dining and gaming venue issues. The service also works to rectify any public health concerns relating to unreasonable noise emissions, housing standards and pest controls.
Council Plan progress report
Strategy and strategic indicator(s) Status Comments
4.1 Finalise the Rural Activity Zone amendment In Progress The State provided assistance For completion by June 2020 during 2018/19 to progress a modified amendment.
4.2 Analysis of the residential and industrial needs Commenced Urban Enterprise were of Tallangatta and identification of future engaged to deliver the residential and industrial development options project, with completion for the town expected in October 2019. For completion by June 2020
4.3 Section 12B Whole of Scheme Review In Progress Review is being undertaken in For completion by June 2020 conjunction with Alpine and Indigo Shire Councils.
4.4 Creation of Developer Contributions Policy Not yet For completion by December 2020 started
ANNUAL REPORT 2018/19 40
Strategy and strategic indicator(s) Status Comments
4.5 Anomalies/Corrections Amendment Not yet For completion by June 2021 started
4.6 Potable Water Supply Catchment ESO Not yet Amendment started For completion by June 2021 4.7 Roadside Vegetation ESO/VPO Amendment Deferred Recommended for Council Plan 2021-2025
4.8 Translation of Upper Murray Flood Study to Deferred Recommended for Council new Floodway Overlay and Land Subject to Plan 2021-2025 Inundation Overlay
4.9 Tallangatta CBA Mixed Use Zone Amendment Deferred Recommended for Council Plan 2021-2025
4.10 Rewrite of MSS and Local Planning Policies Not yet Recommended for Council including new ‘Extractive Industry Haulage started Plan 2021-2025 Route’ Local Planning Policy For completion by June 2021
4.11 Clause 52.17 Schedule – Nominate Blackberry Deferred as Specified Weed
4.12 Bushfire Management Overlay Schedules Not yet For completion by June 2021 started
4.13 Wastewater Treatment Plant ESO Amendment Deferred Recommended for Council (Bellbridge, Corryong and Tallangatta) Plan 2021-2025
4.14 Backzone areas of General Residential Zone at Deferred Recommended for Council Corryong to Low Density Residential Zone Plan 2021-2025
4.15 Significant Landscape Overlay Amendment (as Deferred Recommended for Council recommended by regional landscape study) Plan 2021-2025
4.16 Heritage Places Assessment and Heritage Not yet Overlay Amendment started For completion by June 2021 4.17 Tom Groggin Rezoning Deferred Recommended for Council Plan 2021-2025
ANNUAL REPORT 2018/19 41
Our performance
4. Land-use planning Strategic Indicators
Indicators Target Result Result Result Target 18/19 19/20 20/21 Achieved
Time taken to decide planning Maintain 64 days No applications
Planning applications decided Decrease 51.72% Yes within required time frames
Percentage of scheduled planning 100% N/A N/A scheme amendments completed
Service performance indicators
Service Indicator Performance Measure Target Achieved
Statutory planning Decision Council planning decisions upheld at N/A1 making VCAT - Percentage of planning application decisions subject to review by VCAT and that were not set aside
1 There was one planning decision referred to VCAT in 2018/19 as at 30 June 2019 it remained undecided. ANNUAL REPORT 2018/19 42
Our performance
5. Environmental sustainability
Street trees have been planted in Granya, Walwa, Corryong and Tallangatta in line with the Tree Management Strategy for 2018/19 and Tree Management Plan. This has improved shade and amenity in these towns and is part of Council’s investment in climate change resilience.
The finalisation of the Banking on our Solar Future project saw the installation of solar batteries at the Tallangatta Council Offices which has reduced electricity consumption and operating costs for this building.
Funded by Sustainability Victoria, Council constructed new e-waste sheds at the waste recovery centres in Corryong and Tallangatta. The e-waste sheds allow residents to safely dispose of any item with a plug, battery or cord that is no longer working or wanted. This includes televisions, computers, mobile phones, kitchen appliances and white goods.
Council also participated in regional clusters the Goulburn Broken Greenhouse Alliance to work on joint projects relating to climate change.
Successful meetings were undertaken with North East Water to address wastewater management in Tallangatta and Bellbridge.
Forestry management continues to ensure appropriate standards are maintained for commercial timber harvesting operations on private land. Fire prevention activities include attendance at training conducted by the Country Fire Authority as Council vehicles and plant can be called upon during bushfire or other emergency incidents.
Significant work was undertaken by the Municipal Emergency Management Planning Committee in reviewing and updating the Towong Shire Municipal Emergency Management Plan to support emergency planning, response, recovery and relief operations.
Highlights Construction of e-waste sheds and hardstands at the waste recovery centres in Corryong and Tallangatta. Completion of major tree planting in Tallangatta, Corryong, Walwa and Granya. Completion of tyre storage bay in Corryong to enable more efficient sorting of discarded tyres. Compliant management of the Corryong Landfill. Challenges China’s contamination threshold on recyclable materials Waste Review completion has been compromised by changes in the recycling sector
ANNUAL REPORT 2018/19 43
Our performance
5. Environmental sustainability
Services delivered in 2018/19
Services Description
Waste Services This service provides waste collection including kerbside collections of rubbish and recycling from households and commercial properties, special hard waste and green waste collections, transfer station and landfill management.
Emergency Management This service provides Council’s emergency management planning function in collaboration with the Municipal Emergency Management Planning Committee.
Animal Control Council provides animal management services including dog and cat collection, lost and found notification service, pound service, registration / administration service and an after-hours emergency service. It also provides education, regulation and enforcement of the Local Law and relevant State legislation.
Council Plan progress report
Strategy and strategic indicator(s) Status Comments
5.1 Research options for Mitta Mitta town water In Progress North East Water have with North East Water submitted options for For completion in June 2021 consideration.
5.2 Continue to explore solutions for Bellbridge In Progress North East Water are wastewater expansion (in conjunction with progressing the technical North East Water) aspects of the project. For completion in June 2020
5.3 Review waste services across the Shire In Progress Scope of works completed. (including green waste, hard waste, recycling and rubbish bin options) For completion in June 2020
5.4 Continue to lobby for the In Progress Expansion plan included in expansion/improvement of North East Water’s North East Waters new Water Tallangatta wastewater plant to accommodate Plan. Tallangatta’s future development and the elimination of odour emanating from the plant For completion in June 2020
ANNUAL REPORT 2018/19 44
Strategy and strategic indicator(s) Status Comments
5.5 Maintain current and future landfills to best Ongoing Design of cells are complete practice and investigate improvements to with approval being sought operations (e.g. covers) from the Environment Work to continue for the life of this Council Plan Protection Authority.
5.6 Continue to implement noxious weed control Ongoing Roadside blackberry spraying along roadsides with available funding and complete for 2018/19. lobby for additional funding Funding secured to deliver Work to continue for the life of this Council Plan program in 2019/20.
5.7 Encourage adjoining landowners (including Ongoing Coordinating roadside DELWP and Parks Victoria) to implement weed spraying with Parks Victoria controls on their land Good Neighbour Program. Work to continue for the life of this Council Plan
5.8 Investigate and seek funding for solar street In Progress Investigations commenced for lighting in key locations lighting at Tallangatta Work to continue for the life of this Council Plan boatramp.
5.9 Continue to look at renewable energy projects Ongoing Solar system and battery where funding is available (e.g. Banking on Our storage installation is Solar Future) complete. Work to continue for the life of this Council Plan
5.10 Deliver strategic tree plantings under the Tree In Progress Major tree planting in Management Plan as funding becomes Tallangatta, Corryong and available Walwa is complete. Work to continue for the life of this Council Plan 5.11 Encourage (and where possible deliver) Ongoing Design of the Upper Murray sustainable design for community buildings and Events Centre includes residential development sustainable design principles. Work to continue for the life of this Council Plan
5.12 Support waste initiatives in the North East Ongoing E-waste shed construction at Regional Waste Implementation Plan and Tallangatta and Corryong Regional Waste Minimisation Strategy waste facilities complete. Work to continue for the life of this Council Plan
5.13 Consider the options available for the Bethanga In Progress Council continue to work with Wastewater Project, explore preferred solutions North East Water. and seek funding to deliver a solution (if feasibility can be established) For completion in June 2020
5.14 Investigate the options for the development and In Progress Council is a participant of reporting of Environmental Performance State Government’s Local indicators Government Energy Saver For completion in December 2020 Program to deliver energy audits and upgrades.
5.15 Research options available for reticulated Not yet sewerage in Eskdale started
ANNUAL REPORT 2018/19 45
Our performance
5. Environmental sustainability Strategic Indicators
Indicators Target Result Result Result Target 18/19 19/20 20/21 Achieved
Kerbside bin collection requests Decrease 47 Yes
Kerbside collection waste diverted Increase 33.11% Yes from landfill
Service performance indicators
Service Indicator Performance Measure Result Target 18/19 Achieved
Waste collection Waste Kerbside collection waste diverted 33.11% Yes diversion from landfill - Percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill
Animal management Health and Animal management prosecutions N/A2 N/A safety - Number of successful animal management prosecutions
2 There have been no animal prosecutions in 2016/17, 2017/18 or 2018/19 ANNUAL REPORT 2018/19 46
Our performance
6. Economic and tourism development
Delivering on the Upper Murray 2030 Vision Plan was a core component of activities undertaken. The Upper Murray branding process was completed and launched in August. Thereafter, Council played an integral role in delivering the Brand Steering Group’s Marketing Upper Murray program - a self-funded venture jointly developed by the Upper Murray Brand Steering Group, Council and the Man from Snowy River Tourist Association. The program saw the new brand applied to Upper Murray community and tourism marketing material including the installation of Upper Murray gateway signage. In addition, Council’s Upper Murray website was rebranded and received considerable structural changes. Social media channels were established and/or rebranded.
Council successfully delivered the Great River Road touring route. Works undertaken in the 2018/19 year included: the design, fabrication and installation of gateway and interpretive signage, fabrication and installation of five large-scale artwork pieces, photography, landscaping, website design and development, brochure design and printing.
The community welcomed the Great Victorian Bike Ride to Tallangatta in November 2018 by hosting the Tallangatta Two Wheels Street Festival and creating a legacy artwork piece to celebrate the 2018 Great Victorian Bike Ride’s Tallangatta leg.
Think-Start-Grow, a program to build the knowledge and awareness of entrepreneurship in the community, was successfully delivered across the Shire. The Program culminated in three businesses successfully pitching to receive six months of intensive one-one-one mentoring. Additionally, the Understanding Social Enterprise program to grow awareness and understanding of social enterprise models was delivered in partnership with Rural Councils Victoria.
Council committed to auspicing the Mitta Mountain Bike Park Project which was funded through the State Government’s Pick My Project program. Council has provided the Project Steering Group with reporting and procurement assistance.
Highlights Prepared the Towong Shire Hunting Tourism Community and Stakeholder Engagement Report and submitted a response to the State Government’s Draft Deer Management Strategy. Delivered community engagement processes and developed plans for the Tintaldra Boat ramp. Supported Alpine Valleys Dairy through the development and implementation of a communications plan. Secured funding for: Building a Resilient Future (Upper Murray 2030 project), Promoting a Vibrant Tallangatta, Colac Colac Caravan Park Revitalisation Project and the Upper Murray Events Centre. Developed branded tourism signage for the Mitta Valley and delivered new signage for the Walwa Park. Sought and secured tenancy for Davis Cottage. Funding applications submitted for: Securing the Future of the Man from Snowy River Bush Festival, Tallangatta Holiday Park Transformation Project and Tallangatta Fifties Festival Rejuvenation Project. Challenges Vacancies in key positons meant not all economic development opportunities could be progressed as desired.
ANNUAL REPORT 2018/19 47
Our performance
6. Economic and tourism development
Services delivered in 2017/18
Services Description
Economic development The economic development service assists the organisation to facilitate an environment that is conducive to a sustainable and growing local business sector and provides opportunities for local residents to improve their skill levels and access employment.
Tourism This service includes the provision of a Visitor Information Centre in Corryong, support for visitor information services in Tallangatta and development of tourism websites to provide advice to visitors to the region.
Council Plan progress report
Strategy and strategic indicator(s) Status Comments
6.1 Develop and launch the Valleys Lakes and Complete Project complete. Vistas tourism website For completion by June 2018
6.2 Explore options in relation to a Centre for In Progress Options are being explored. Dairy Excellence in the Upper Murray For completion by June 2021
6.3 Develop and implement a Recreational In Progress Focus transferred from Hunting Tourism Strategy development of strategy to For completion by June 2019 advocacy.
6.4 Explore options for creating cycle product In Progress Consultant engaged to deliver within the Towong Shire and where Mitta Mountain Bike Park feasible, deliver or facilitate new product Masterplan – funded under (e.g. new cycle event linked to the the Victorian Government’s Tallangatta 50’s Festival, opportunities Pick My Project program. with the High Country Rail Trail) For completion by June 2021
6.5 Explore options to capitalise on In Progress Funding sought under Tallangatta’s Notable Town status (e.g. Australian Government’s establishment of a Museum to celebrate Building Better regions fund Tallangatta’s unique heritage) was unsuccessful. Council will For completion by June 2021 continue to explore other funding opportunities.
ANNUAL REPORT 2018/19 48
Strategy and strategic indicator(s) Status Comments
6.6 Seek further funding and deliver the In Progress Secured $800,000 in funding Upper Murray Events Centre from the Victorian For completion by June 2020 Government’s Regional Infrastructure Fund in May 2019.
6.7 Secure control of the Lakelands Holiday In Progress Council has committed to Park and seek funding to implement the engaging with Goulburn adopted recommendations from the Murray Water to achieve this Tallangatta Holiday Park Planning Study outcome. Work to continue for the life of this Council Plan
6.8 Continue to lobby for improved mobile In Progress Continued participation in phone and internet coverage across the Indi Telecommunications Shire Action Group. Work to continue for the life of this Council Plan
6.9 Seek funding for the Connecting In Progress Funding sought under Corryong project Australian Government’s Work to continue for the life of this Council Building Better regions fund Plan was unsuccessful.
6.10 Work with business operators to assist In Progress Think-Start-Grow Pitchfest them to become more profitable (e.g. delivered and three Business After Hours program, targeted entrepreneurs engaged in training, etc) mentoring program. Work to continue for the life of this Council Tallangatta Streetscape Plan Revitalisation Project commenced. 6.11 Work with UM2030 Community Board to In Progress Great River Road and Building deliver outcomes from the UM2030 Plan a Resilient Future complete. Work to continue for the life of this Council Branding of the Upper Murray Plan continues to progress. Funding has been sought to assist Upper Murray Inc deliver the UM2030 Agriculture Strategic Plan. 6.12 Advocate for houseboats on Lake Hume In Progress Continued participation in and Dartmouth Dam reference group. Work to continue for the life of this Council Plan
6.13 Work with key stakeholders, including In Progress Discussions underway. Tourism North East and Parks Victoria, to provide opportunities for ecotourism in our Shire (e.g. Pine Mountain) Work to continue for the life of this Council Plan
ANNUAL REPORT 2018/19 49
Strategy and strategic indicator(s) Status Comments
6.14 Continue to advocate for The Narrows In Progress Working with the Tallangatta project at Tallangatta Lake Community Action Work to continue for the life of this Council Group. Plan
6.15 Work with local operators to facilitate the In Progress Working with Mitta Valley Inc development of a farm gate trail in the and Tourism North East to Mitta Valley and replicate in other develop the Mitta Valley localities as appropriate Destination Plan. Work to continue for the life of this Council Plan
6.16 Support the delivery of the North East In Progress Continue to work with Alpine Regional Dairy Growth Plan and Valleys Dairy Inc including the Workforce Development Strategy through implementation of the AVD Alpine Valleys Dairy Pathways Group communications plan. Work to continue for the life of this Council Plan
6.17 Seek funding to research Indigenous In Progress Council continue seek funding history in the Towong Shire to progress this project. Work to continue for the life of this Council Plan
6.18 Promote the Omeo Highway and the In Progress Council is negotiating with Benambra-Corryong Road as touring links East Gippsland Shire Council to the Gippsland region to progress this project. Work to continue for the life of this Council Plan
6.19 Seek funding for a Dartmouth RV dump Complete Funding secured under the and water point to support RV Friendly Australian Government’s town promotion Stronger Communities Work to continue for the life of this Council Program and project Plan delivered in October 2018.
6.20 Create branding for the Great River Road In Progress Branding including gateway and the Upper Murray and deliver signage, website, touring map marketing campaign have been completed. For completion by June 2020
6.21 Leverage off Rural Councils Victoria In Progress Continued involvement in project to attract people to live in rural Rural Councils Victoria. areas / seek funding opportunity for associated study For completion by June 2020
6.22 Explore options to increase the availability In Progress Consultants engaged to of residential and industrial land across deliver study and the Shire recommendations. Work to continue for the life of this Council Plan
ANNUAL REPORT 2018/19 50
Strategy and strategic indicator(s) Status Comments
6.23 Host an economic development forum in Not yet started 2020 For completion by December 2020
6.24 Investigate options to support/promote In Progress Working with Tourism North farmgate/ agribusiness opportunities East and Mitta Valley Inc to For completion by June 2021 develop the Mitta Valley Destination Plan.
Strategic indicators
Indicators Target Result Result Result Target 18/19 19/20 20/21 Achieved
Number of businesses Increase 9083 No
Utilisation of Visit Upper Murray Increase 10291 Yes and Valleys Lakes and Vistas websites
Service performance indicators
Service Indicator Performance Measure Result Target 18/19 Achieved
Economic Economic Change in number of businesses - -0.66 % No development activity Percentage change in the number of businesses with an ABN in the municipality
3 Counts of Australian Business, June 2018, Australian Bureau of Statistics ANNUAL REPORT 2018/19 51
Governance, management and other information
Governance
Towong Shire Council was established by an Order of the Governor in Council on 24 October 1996 and is a Body Corporate. Council’s main office is located at 32 Towong Street, Tallangatta. The purpose of Council is to:
Provide for the peace, order and good government of its municipal district Facilitate and encourage appropriate development of its municipal district in the best interests of the community Provide equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively Manage, improve and develop the resources of its district efficiently and effectively Council recognises that effective governance is the key to ensuring that Council meets the community’s priorities. The community has opportunity to provide formal input into Council’s decision making processes through specific community engagement sessions, the ‘Open Forum’ held in conjunction with Council’s monthly meeting, as well as the formal submission process involved with many of Council’s key plans. Many formal decisions are made at Council Meetings; however some of Council’s powers have been delegated to Council staff. These delegations are exercised in accordance with Council policies.
Council meetings Council’s ordinary meetings are held monthly (except January where there is no meeting). These meetings are conducted in accordance with Council’s Meeting Procedures Local Law. For the 2018/19 year Council held the following meetings: Eleven (11) ordinary council meetings Four (4) special council meetings
Committees
Council has two Section 86 special committees and their purposes are as follows: Riverview Committee of Management – to provide and manage self-contained accommodation at Riverview Units, Walwa
ANNUAL REPORT 2018/19 52
Governance, management and other information
Governance
Code of conduct
The Local Government Act 1989 requires councils to develop and approve a Councillor Code of Conduct. The introduction of the Local Government Amendment (Improved Governance) Act 2015 required Council to review and amend its Councillor Code of Conduct. The revised Code of Conduct was adopted by Council on 5 July 2016. The Councillor Code of Conduct is designed to:
Provide good governance for the Towong municipality Create common understandings of the different roles of the Councillors and the administration Identify key relationships and how they can contribute to good governance Support good governance by creating a framework in which legitimate differences in opinions, beliefs and values can be discussed constructively and resolved in the interests of the Towong municipality
In addition to setting out good governance protocols, the Councillor Code of Conduct also outlines:
Councillor behaviour principles Conflict of interest procedures Dispute resolution procedures Decisions during caretaker periods, and Appropriate use of Council resources
Councillor allowances
Mayors and Councillors are entitled to receive an allowance while performing their duty as an elected official. The Victorian Government sets the upper and lower levels for allowances paid to Councillors. Councils are required to review allowance levels by 30 June in the year following a general election and the allowance level determined remains in effect for the full term of the Council. Councils are divided into three categories based on income and population. Towong Shire Council is a category 1 Council. The Minister for Local Government approved an adjustment factor increase of 2% to Mayoral and Councillor allowances, effective 1 December 2018, under section 73B(4) of the Local Government Act 1989, bringing allowances for category 1 Councils to: Mayor: $61,651 Councillors: $20,636
Council subsequently reviewed Mayoral and Councillor allowances in accordance with section 74(1) of the Act. Accordingly, at its meeting on 4 December 2018 Council endorsed a 2% increase to Mayor and Councillor allowances as required under the local Government Act 1989. Bringing Mayoral and Councillor allowances to: Mayor: $60,748 Councillors: $20,333
ANNUAL REPORT 2018/19 53
Governance, management and other information
Governance
Councillor allowances (continued)
An amount equivalent to the superannuation guarantee contribution is payable in addition to the above set allowance. The superannuation guarantee contribution percentage was 9.5% for 2018/19. Councillors may also claim a remote travel allowance of $40 per day to attend meetings held more than 50km from their place of residence.
Councillor expenses
Councillors are reimbursed for expenses incurred whilst performing his or her duties as a Councillor. Council is also required to adopt and maintain a policy in relation to the reimbursement of expenses for Councillors. The policy provides guidance for the payment of reimbursements of expenses and the provision of resources, facilities and other support to the Mayor and Councillors.
Councillor Travel^ Childcare ICT+ Conferences ×
Cr David Wortmann4 $2790 $0 $1477 $3171
Cr Andrew Whitehead $443 $0 $700 $300
Cr Aaron Scales5 $2705 $0 $354 $655
Cr Jennie Star $1034 $0 $277 $1159
Cr Peter Tolsher $0 $0 $162 $0
^Travel including mileage and accommodation +Information and communication technology ×Conferences and training
4 Cr David Wortmann was Mayor from 13 November 2018 to 30 June 2019 5 Cr Aaron Scales was Mayor from 1 July 2018 to 13 November 2018. ANNUAL REPORT 2018/19 54
Governance, management and other information
Management
Audit committee Council’s Audit Committee was established by resolution of Council on 19 January 1998. The Committee is an independent advisory committee to Council to assist in the effective conduct of its responsibilities for financial reporting, management of risk, maintaining a reliable system of internal controls and facilitating the organisation’s ethical development.
The Audit Committee meets quarterly to discuss Council’s Budget, finance reports, Council Plan priorities, external and internal audits, OHS, tendering, performance reporting, finance systems, legal compliance actions, risk management and policy development.
During 2018/19, the Audit Committee considered:
Financial management and performance reporting Annual financial statements and the external Auditor’s reports Budget development Financial and Council Plan reporting Procurement Local Government Performance Reporting Framework
Risk management Local Government Investigations and Compliance Inspectorate audit Risk management strategy and action plan OHS Safety Management System Legal updates Emergency management planning
Business continuity Human resource management
Governance Audit Committee Charter VAGO best practice reports Victorian Ombudsman reports
ANNUAL REPORT 2018/19 55
Governance, management and other information
Management
Audit committee members
The Committee is comprised of the Mayor and two or more independent external members. The external independent members of the Audit Committee are appointed for a maximum four year term.
Robert Lees (Chair) Mr Lees was appointed to the Audit Committee in March 2015. He has had a varied local and international career in commercial development, commodity trading, procurement, and operations management. Robert has significant experience in corporate governance, procurement, strategic planning, lean manufacture, and general management. He has positions on the boards of Hume Employment Services Limited, Belmere Pty Ltd and Tallangatta Health Service and is also a member of the Rotary Club of Bellbridge Lake Hume. Robert has lived in the Shire for most of his life and currently lives in Bellbridge.
Judy Charlton (to 22 April 2019) Ms Charlton was appointed to the Audit Committee in August 2017. She is an experienced local government executive with roles including Director Corporate Services at Albury City Council and Chief Executive Officer of Narrandera Shire Council. With tertiary qualifications in Human Resources, Finance, and Information Technology and a Directors Diploma from the Australian Institute of Company she now provides management consulting services to the local government sector.
Kerrie Clarke (to 17 February 2019) Ms Clarke was appointed to the Audit Committee in March 2015. She is a Certified Practicing Accountant and is the Chief Finance Officer at Corryong Health; a position she has held for over 10 years. She holds a Bachelor of Business (Accounting / Finance), is involved in the Corryong SES and resides on 6 acres at Cudgewa with her family.
ANNUAL REPORT 2018/19 56
Governance, management and other information
Management
External audit Council is externally audited by the Victorian Auditor-General’s Office (VAGO). For the 2018/19 year the annual external audit of Council’s financial statements and performance statement was conducted by VAGO’s representative, Johnsons MME. The external auditors engage with Council’s Audit Committee to present their independent audit report. The external audit management letter and responses are also provided to the Audit Committee.
Risk management Council is committed to taking a best practice approach to managing risk. We recognise that risks are inherent in all our functions and understand that all systems and processes exhibit variability, impacting on predictability and performance.
Managing risk is a conscious decision to improve Council’s systems and processes – not to finger point when things go wrong.
The objectives of our risk management policy are to: Ensure we appropriately deal with risk Safeguard our assets: people, financial and property Create an environment where all our employees will assume responsibility for managing risk Preserve our ability to deliver policy and performance objectives in a timely, efficient and effective manner Implement transparent and responsible risk management processes, which align with accepted best practice
ANNUAL REPORT 2018/19 57
Governance, management and other information
Governance and management checklist
Governance and management items Assessment Result
1 Community engagement policy Policy Yes Policy outlining Council’s commitment to Date of operation of current policy: engaging with the community on 1 December 2009 matters of public interest Community and Engagement Strategy 2018-2021 in practice.
2 Community engagement guidelines Guidelines Yes Guidelines to assist staff to determine Date of operation of guidelines: when and how to engage with the 1 December 2009 community Draft updated guidelines were prepared in March 2018 and scheduled for adoption in 2019/20.
3 Strategic Resource Plan Adopted in accordance with section 126 Yes Plan under section 126 of the Act of the Act outlining the financial and non-financial Date of adoption: 15 August 2017 resources required for at least the next 4 financial years
4 Annual budget Adopted in accordance with section 130 Yes Plan under section 130 of the Act setting of the Act out the services to be provided and Date of adoption: 26 June 2018 initiatives to be undertaken over the next 12 months and the funding and other resources required
5 Asset management plans Current plans in operation Yes Plans that set out the asset maintenance Date of operation of current plans: and renewal needs for key infrastructure Roads – October 2017 asset classes for at least the next Drainage – Draft 10 years Buildings and structures - Draft
6 Rating strategy Current strategy in operation Yes Strategy setting out the rating structure Date of operation of current strategy: of Council to levy rates and charges 15 August 2017
ANNUAL REPORT 2018/19 58
Governance, management and other information
Governance and management checklist
Governance and management items Assessment Result
7 Risk policy Current policy in operation Yes Policy outlining Council’s commitment Date of operation of current policy: and approach to minimising the risks to 5 February 2019 Council’s operations
8 Fraud policy Current policy in operation Yes Policy outlining Council’s commitment Date of operation of current policy: and approach to minimising the risk of 7 May 2019 fraud
9 Municipal emergency management Prepared and maintained in accordance Yes plan with section 20 of the Emergency Plan under section 20 of the Emergency Management Act 1986 Management Act 1986 for emergency Date of preparation: 17 July 2018 prevention, response and recovery
10 Procurement policy Prepared and approved in accordance Yes Policy under section 186A of the Local with section 186A of the Local Government Act 1989 outlining the Government Act 1989 matters, practices and procedures that Date of approval: 6 February 2018 will apply to all purchases of goods, services and works
11 Business continuity plan Current plan in operation Yes Plan setting out the actions that will be Date of issue: 30 July 2018 undertaken to ensure that key services continue to operate in the event of a disaster
12 Disaster recovery plan Current plan in operation Yes Plan setting out the actions that will be Date of audit: 13 November 2018 undertaken to recover and restore business capability in the event of a disaster
13 Risk management framework Current framework in operation Yes Framework outlining Council’s approach Date of operation of current framework: to managing risks to the Council’s 31 August 2018 operations (Integrated Management System)
ANNUAL REPORT 2018/19 59
Governance, management and other information
Governance and management checklist
Governance and management items Assessment Result
14 Audit Committee Committee established in accordance Yes Advisory committee of Council under with section 139 of the Act section 139 of the Act whose role is to Date of establishment: oversee the integrity of a Council’s 18 December 1996 financial reporting, processes to manage risks to the Council’s operations and for compliance with applicable legal, ethical, and regulatory requirements
15 Internal audit Internal auditor engaged No Independent accounting professionals Reason why no auditor engaged: engaged by the Council to provide Council has completed a strategic risk analyses and recommendations aimed at assessment and subsequently engaged improving Council’s governance, risk and relevant technical experts to conduct management controls audits of its high risk exposures.
16 Performance reporting framework Current framework in operation Yes A set of indicators measuring financial Date of operation of current framework: and non-financial performance, 1 July 2018 including the performance indicators referred to in section 131 of the Act)
17 Council Plan reporting Current report Yes Report reviewing the performance of the Dates of report: 5 February 2019 Council against the Council Plan, including the results in relation to the strategic indicators, for the first six months of the financial year)
18 Financial reporting Statements presented to Council in Yes Quarterly statements to Council under accordance with section 138(1) of the section 138 of the Act comparing Act budgeted revenue and expenditure with Dates statement presented: actual revenue and expenditure 4 September 2019, 13 November 2018, 5 February 2019 and 7 May 2019.
ANNUAL REPORT 2018/19 60
Governance, management and other information
Governance and management checklist
Governance and management items Assessment Result
19 Risk reporting Reports prepared and presented Yes Six-monthly reports of strategic risks to Date of reports: November 2018, Council’s operations, their likelihood and February 2019. consequences of occurring and risk minimisation strategies
20 Performance reporting Reports prepared and presented Yes Six-monthly reports of indicators Date of reports: 13 November 2018 and measuring the results against financial 5 May 2019. and non-financial performance, including performance indicators referred to in section 131 of the Act
21 Annual report Considered at a meeting of council in Yes Annual report under sections 131, 132 accordance with section 134 of the and 133 of the Act to the community Act containing a report of operations and Date report presented: 18 October 2018 audited financial and performance statements
22 Councillor Code of Conduct Reviewed in accordance with section 76C Yes Code under section 76C of the Act of the Act setting out the conduct principles and Date reviewed: 7 February 2017 the dispute resolution processes to be followed by Councillors
23 Delegations Reviewed in accordance with section Yes A document setting out the powers, 98(6) of the Act duties and functions of Council and the Date of review: 17 October 2017 Chief Executive Officer that have been delegated to members of staff.
24 Meeting procedures Meeting procedures local law made in Yes A local law governing the conduct of accordance with section 91(1) of the Act meetings of council and special Date local law made: 1 October 2013 committees
ANNUAL REPORT 2018/19 61
Governance, management and other information
Governance and management checklist
I certify that this information presents fairly the status of Council’s governance and management arrangements.
Juliana Phelps Cr David Wortmann Chief Executive Officer Mayor Date: 26 September 2019 Date: 26 September 2019
ANNUAL REPORT 2018/19 62
Governance, management and other information
Statutory information
Documents available for public inspection
The opportunity to access information about Council operations is a vital part of open and accountable government. The following are prescribed documents that are available for public inspection in accordance with regulation 12 of the Local Government (General) Regulations 2015:
a document containing details of overseas or interstate travel (other than interstate travel by land for less than 3 days) undertaken in an official capacity by any Councillor or member of Council staff in the previous 12 months; the agendas and minutes of ordinary and special meetings held in the previous 12 months which are kept under section 93 of the Act, other than those agendas and minutes relating to a part of a meeting which was closed to members of the public under section 89 of the Act and are confidential information within the meaning of section 77(2) of the Act; the minutes of meetings of special committees established under section 86 of the Act and held in the previous 12 months, other than those minutes relating to a part of a meeting which was closed to members of the public under section 89 of the Act and are confidential information within the meaning of section 77(2) of the Act; a register of delegations kept under sections 87(1) and 98(4) of the Act, including the date on which the last review took place under sections 86(6) and 98(6), respectively, of the Act; a document containing details of all leases involving land which were entered into by the Council as lessor, including the lessee and the terms and the value of the lease; a register maintained under section 224(1A) of the Act of authorised officers appointed under that section; a list of donations and grants made by the Council in the previous 12 months, including the names of persons who, or bodies which, have received a donation or grant and the amount of each donation or grant.
Best value
Council applies the principles of Best Value in accordance with legislative requirements. Through its commitment to providing best value to its communities Council takes a proactive and systematic approach to keeping costs as low as possible while striving to deliver services to the standard expected by the community. Council has been recognised as a leader in procurement and process efficiency in the local government sector. Council is also recognised for its innovative shared services arrangements which have resulted in improved service delivery and reduced costs through collaboration with neighbouring councils. Shared services have been established for the following services:
Building control Environmental health Rates and property Information technology support Immunisations In addition, Council has partnered with Alpine Shire Council to establish MomentumOne Shared Services Pty Ltd as a platform for other innovative shared services initiatives. MomentumOne currently provides cost-effective talent and technology solutions to its founding partners as well as other Victorian councils.
ANNUAL REPORT 2018/19 63
Governance, management and other information
Statutory information
Carers recognition
In accordance with the Carers Recognition Act 2012 Council is required to report annually on its care management obligations under Section 11 of that Act. Council has taken all practicable measures to comply with its responsibilities outlined in the Carers Recognition Act 2012. Council has promoted the principles of the Act to people in care relationships who receive council services, to people in care relationships, and to the wider community by:
distributing printed material through relevant council services providing information to organisations represented in Council/community networks Council has taken all practicable measures to ensure staff, council agents and volunteers working for Council are informed about the principles and obligations of the Act. Council has taken all practicable measures to review and modify policies, procedures and supports to include recognition of the carer relationship.
Contracts
During the year Council did not enter into any contracts valued at $150,000 or more without first engaging in a competitive process.
Disability Action Plan
In accordance with Section 38 of the Disability Act 2006, Council has prepared a Disability Action Plan (known as the Towong Shire Access and Inclusion Plan) and implemented the following actions:
promoted events such as Carers Week, the International Day of People with a Disability conducted the Speak Out Loud event to promote access to the services available to all in the community developed a Shire-wide disability profile
Domestic Animal Management Plan
In accordance with the Domestic Animals Act 1994 Council is required to prepare a Domestic Animal Management Plan at four yearly intervals and evaluate its implementation in the Annual Report. Council adopted its Domestic Animal Management Plan 2017 - 2021 in November 2017. The development of Council’s Domestic Animal Management Plan was guided by the following principles:
The belief that pets contribute to quality of life A requirement to balance the needs of those who own pets and those who do not Valuing responsible pet ownership Proactive animal management and education within the community Protection of the environment from any negative impacts of dogs and cats Working in partnership with others to achieve positive outcomes for the community Local Government plays a leadership role in animal management Council’s Domestic Animal Management Plan includes an Action Plan to assist Council to achieve the Plan’s objectives over a four year period.
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Governance, management and other information
Statutory information
Food Act Ministerial Directions
In accordance with section 7E of the Food Act 1984, Council is required to publish a summary of any ministerial directions received during the financial year in its Annual Report. No such ministerial directions were received by Council during the financial year.
Freedom of Information (FoI)
In accordance with section 7(4AA)(a) and 7(4AA)(b) of the Freedom of Information Act 1982, Council is required to publish certain statements in their Annual Report or separately (such as on its website) concerning its functions and information available. Access to documents may be obtained through written request to the Freedom of Information Officer, as detailed in Section 17 of the Freedom of Information Act 1982 and in summary as follows:
It should be in writing It should identify as clearly as possible which document is being requested It should be accompanied by the appropriate application fee (the fee may be waived in certain circumstances) Access charges may also apply once documents have been processed and a decision on access is made (e.g. photocopying, search and retrieval charges). Further information regarding FoI can be found at www.foi.vic.gov.au or on Council’s website.
Protected Disclosure Procedures
In accordance with Section 69 of the Protected Disclosure Act 2012, Council must include in their Annual Report information about how to access the procedures established by the Council under Part 9 of that Act. It is also required to provide certain information about the number and types of protected disclosures complaints investigated during the financial year. The Protected Disclosure Act 2012 aims to ensure openness and accountability in government by encouraging people to disclose improper conduct within the public sector and provide protection for people who make disclosures. Procedures on how to make a disclosure are publicly available on Council’s website. During the 2018/19 year no disclosures were notified to Council officers appointed to receive disclosures or to the Independent Broad-based Anti-corruption Commission (IBAC).
Road Management Act Ministerial Direction
In accordance with Section 22 of the Road Management Act 2004 Council must publish a copy or summary of any ministerial direction in its Annual Report. No such ministerial directions were received by Council during the financial year.
ANNUAL REPORT 2018/19 65
Performance statement
Sustainable Capacity Indicators Results Results Results Results Indicator/measure 2016 2017 2018 2019 Material Variations
Population Expenses per head of municipal population $2,241.41 $2,222.74 $2,270.84 $2,450.12 Total expenses were $14.833 million in 2019 [Total expenses / Municipal population] compared to $13.566 million in 2018, $12.903 million in 2017 and $12.915 million in 2016.
Total expenses are impacted by the level of staffing throughout the year, levels of depreciation as well as the number of significant projects that Council is project managing e.g. Upper Murray Events Centre, netball court upgrades etc. Staffing levels were higher than prior years due to additional services being provided within childcare in Bellbridge and Walwa. There was also increased employee resourcing compared to previous years.
This indicator uses Catalogue 3218.0 - Population Estimates by Local Government Area issued by the Australian Bureau of Statistics for the municipal population denominator, which estimates small increases in population each year for Towong Shire.
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Results Results Results Results Indicator/measure 2016 2017 2018 2019 Material Variations Infrastructure per head of municipal population $30,647.34 $31,147.98 $33,299.13 $30,768.09 The value of Council’s infrastructure has been
increasing over time as capital works are carried [Value of infrastructure / Municipal population] out each year renewing or upgrading Council assets.
This indicator uses Catalogue 3218.0 - Population Estimates by Local Government Area issued by the Australian Bureau of Statistics for the municipal population denominator, which estimates small increases in population each year for Towong Shire.
The result for 2018 should be $30,794.61 as there was an audit adjustment to the financial statements for infrastructure assets in 2018 that has not been reflected in the Performance Statement for 2018.
ANNUAL REPORT 2018/19 67
Results Results Results Results Indicator/measure 2016 2017 2018 2019 Material Variations Population density per length of road 4.97 4.91 5.05 5.12 This indicator uses Catalogue 3218.0 - Population
Estimates by Local Government Area issued by [Municipal population / Kilometres of local roads] the Australian Bureau of Statistics for the
municipal population numerator, which estimates small increases in population each year for
Towong Shire.
The length of road has not changed over the reporting period.
Own-source revenue Own-source revenue per head of municipal population $1,569.42 $1,633.59 $1,722.80 $1,904.53 This indicator has increased marginally year on [Own-source revenue / Municipal population] year due to the total rates and charges collected each year increasing to cover the costs of providing services and maintaining infrastructure.
In 2019 own source revenue increased more than anticipated due to Council taking over two childcare services in Bellbridge and Walwa part way through the financial year.
This indicator uses Catalogue 3218.0 - Population Estimates by Local Government Area issued by the Australian Bureau of Statistics for the municipal population denominator, which estimates small increases in population each year for Towong Shire.
ANNUAL REPORT 2018/19 68
Results Results Results Results Indicator/measure 2016 2017 2018 2019 Material Variations
Recurrent grants Recurrent grants per head of municipal population $751.48 $1,457.54 $1,101.61 $944.17 The significant increases and decreases on prior
[Recurrent grants / Municipal population] year results is due to the timing of payments of the Financial Assistance Grants.
In 2017, 2018 and 2019 payments in advance of approximately $2 million were received (approximately 50% of the following year’s allocation). These payments in advance result in significant variability in this measure over time. There was also no Roads to Recovery funding received in 2019. The funding for this program was received in the previous four financial years with the new funding program forecast to start in 2020.
This indicator uses Catalogue 3218.0 - Population Estimates by Local Government Area issued by the Australian Bureau of Statistics for the municipal population denominator, which estimates small increases in population each year for Towong Shire.
Disadvantage Relative Socio-Economic Disadvantage 6 6 6 5 This indicator uses the Catalogue 2033.0.55.001 - [Index of Relative Socio-Economic Disadvantage by decile] Local Government Area (LGA) Index of Relative Socio-economic Disadvantage issued by the Australian Bureau of Statistics.
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Performance statement
Service Performance Indicators
Results Results Results Results Service/indicator/measure 2016 2017 2018 2019 Material Variations
Aquatic Facilities
Utilisation Utilisation of aquatic facilities 2.27 2.81 1.96 1.92 Council operates two outdoor seasonal swimming pools.
[Number of visits to aquatic facilities / Municipal population] There were 11,607 visits recorded in 2019 compared to 11,708 in 2018, 16,322 in 2017 and 13,071 in 2016.
This indicator uses Catalogue 3218.0 - Population Estimates by Local Government Area issued by the Australian Bureau of Statistics for the municipal population denominator, which estimates small increases in population each year for Towong Shire.
Animal Management
Health and safety Animal management prosecutions 0 0 0 0 There have been no animal prosecutions within the reporting [Number of successful animal management prosecutions] periods of 2016 to 2019.
Food Safety
Health and safety Critical and major non-compliance outcome notifications 100.00% 100.00% 100.00% 100.00%
ANNUAL REPORT 2018/19 70
Results Results Results Results Service/indicator/measure 2016 2017 2018 2019 Material Variations
[Number of critical non-compliance outcome notifications and There were seven critical or major non-compliance outcome major non-compliance notifications about a food premises followed notifications issued in 2019. This compares to thirteen critical up / Number of critical non-compliance outcome notifications and or major non-compliance outcome notifications issued in major non-compliance notifications about a food premises] x100 2018.
All notifications were followed up.
Governance
Satisfaction Satisfaction with council decisions 51 NA 59 58 Council participated in the 2019 Community Satisfaction
Survey. [Community satisfaction rating out of 100 with how council has
performed in making decisions in the interest of the community] Council’s performance in 2019 outperformed the Small Rural Shire average of 55 as well as the State-wide average of 55 for this indicator.
Council did not participate in or conduct a Community Satisfaction survey in 2017 following a ‘value for money’ evaluation conducted as part of the 2016/17 budget development. Council was unable to justify committing significant ratepayer funds to conduct a ‘general’ satisfaction survey.
Libraries
Participation Active library members 9.25% 13.09% 12.17% 10.56% There were 639 active members in 2019 compared to 727 in
[Number of active library members / Municipal population] x100 2018, 760 in 2017 and 533 in 2016.
A new library in Tallangatta was officially opened in August 2016. Council also increased the opening hours from 15.5 to 40 hours per week in 2017.
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Results Results Results Results Service/indicator/measure 2016 2017 2018 2019 Material Variations Council provides two static libraries in its main centres of Corryong and Tallangatta. These libraries service our small dispersed population which is spread over 6,635 square kilometres.
Many residents reside outside the two main centres where the static libraries are located and may access other library services in neighbouring municipalities.
This indicator uses Catalogue 3218.0 - Population Estimates by Local Government Area issued by the Australian Bureau of Statistics for the municipal population denominator, which estimates small increases in population each year for Towong Shire.
Maternal and Child Health (MCH)
Participation Participation in the MCH service 80.24% 82.39% 71.58% 81.31% There were 181 children who attended the MCH service at
least once in 2019 compared to 168 in 2018, 204 in 2017 and [Number of children who attend the MCH service at least once (in 197 in 2016. the year) / Number of children enrolled in the MCH service] x100
There were 44 birth notifications received in 2019 compared
to 35 in 2018, 66 in 2017 and 55 in 2016.
Participation Participation in the MCH service by Aboriginal children 66.67% 100.00% 57.14% 66.67% There are three children registered with the MCH service who
identify as having an Aboriginal or Torres Strait Islander [Number of Aboriginal children who attend the MCH service at least background in 2019 compared to four in 2018 and two in once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100 2017 and 2016.
Two of the three children have actively participated in the MCH service in 2019.
ANNUAL REPORT 2018/19 72
Results Results Results Results Service/indicator/measure 2016 2017 2018 2019 Material Variations
Roads
Satisfaction Satisfaction with sealed local roads 54 NA 58 58 Council participated in the 2019 Community Satisfaction
Survey. [Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads] Council’s performance in 2019 outperformed the Small Rural
Shire average of 53 as well as the State-wide average of 56 for this indicator.
Council did not participate in or conduct a Community Satisfaction survey in 2017 following a ‘value for money’ evaluation conducted as part of the 2016/17 budget development. Council was unable to justify committing significant ratepayer funds to conduct a ‘general’ satisfaction survey.
Statutory Planning
Decision making Council planning decisions upheld at VCAT 100.00% 100.00% 100.00% NA There were no VCAT decisions in 2019.
[Number of VCAT decisions that did not set aside council's decision There was one VCAT decision in relation to planning in relation to a planning application / Number of VCAT decisions in applications in 2018, 2017 and 2016. All VCAT decisions did relation to planning applications] x100 not set aside Council’s decision in relation to the planning
application.
Waste Collection
Waste diversion Kerbside collection waste diverted from landfill 32.32% 32.74% 32.94% 14.69%
ANNUAL REPORT 2018/19 73
Results Results Results Results Service/indicator/measure 2016 2017 2018 2019 Material Variations
[Weight of recyclables and green organics collected from kerbside The assumptions of average weight of recyclables compared bins / Weight of garbage, recyclables and green organics collected to garbage and organics used for this indicator were updated from kerbside bins] x100 following the results of a kerbside bin audit report conducted in autumn 2017.
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Performance statement
Basis of preparation Council is required to prepare and include a Performance Statement within its annual report. The Performance Statement includes the results of the prescribed sustainable capacity, service performance and financial performance indicators and measures together with a description of the municipal district and an explanation of material variations in the results. This statement has been prepared to meet the requirements of the Local Government Act 1989 and Local Government (Planning and Reporting) Regulations 2014.
Where applicable the results in the Performance Statement have been prepared on accounting bases consistent with those reported in the Financial Statements. The other results are based on information drawn from Council information systems or from third parties (e.g. Australian Bureau of Statistics).
The Performance Statement presents the actual results for the current year and forecast by Council’s Strategic Resource Plan for the prescribed financial performance indicators and measures. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material variations in the results contained in the performance statement. Council has adopted materiality thresholds relevant to each indicator and measure and explanations have not been provided for variations below the materiality thresholds unless the variance is considered to be material because of its nature.
The forecast figures included in the Performance Statement are those adopted by Council in its Strategic Resource Plan on 26 June 2018 which forms part of the Council Plan. The Strategic Resource Plan includes estimates based on key assumptions about the future that were relevant at the time of adoption and aimed at achieving sustainability over the long term. Detailed information on the actual financial results is contained in the General Purpose Financial Statements. The Strategic Resource Plan can be obtained by visiting Council’s website www.towong.vic.gov.au or is available for viewing at the Tallangatta or Corryong offices.
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Performance statement
Certification of the performance statement In my opinion, the accompanying Performance Statement has been prepared in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.
Mr Blair Phillips, Certified Practicing Accountant Principal Accounting Officer Tuesday 24 September 2019
In our opinion, the accompanying Performance Statement of Towong Shire Council for the year ended 30 June 2019 presents fairly the results of Council’s performance in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.
The Performance Statement contains the relevant performance indicators, measures and results in relation to service performance, financial performance and sustainable capacity.
At the date of signing, we are not aware of any circumstances that would render any particulars in the performance statement to be misleading or inaccurate.
We have been authorised by the Council and by the Local Government (Planning and Reporting) Regulations 2014 to certify this Performance Statement in its final form.
Cr David Wortmann Mayor Tuesday 24 September 2019
Cr Andrew Whitehead Councillor Tuesday 24 September 2019
Ms Juliana Phelps, Chartered Accountant Chief Executive Officer Tuesday 24 September 2019
ANNUAL REPORT 2018/19 76
Performance statement
Auditor-General’s report
ANNUAL REPORT 2018/19 77
ANNUAL REPORT 2018/19 78
Financial Statements
Comprehensive Income Statement for the year ending 30 June 2019
Note 2019 2018 $’000 $’000
Income Rates and charges 3.1 8,820 8,344 Statutory fees and fines 3.2 229 194 User fees 3.3 853 575 Grants – operating 3.4 7,310 5,653 Grants – capital 3.4 4,180 2,935 Net gain/ (loss) on disposal of property, infrastructure, plant 3.5 57 155 and equipment Fair value adjustments for investment property 6.3 35 16 Share of net profit/(loss) of joint arrangements 6.2 - 10 Other income 3.6 1,536 1,008 Total income 23,020 18,890
Expenses Employee costs and benefits 4.1 6,177 5,566 Materials and services 4.2 4,366 4,136 Depreciation and amortisation 4.3 4,011 3,580 Bad and doubtful debts 4.4 3 - Borrowing costs 4.5 29 17 Other expenses 4.6 247 267 Total expenses 14,833 13,566
Surplus/(Deficit) 8,187 5,324
Other comprehensive income Items that will not be reclassified to surplus or deficit in
future periods Net asset revaluation increment 6.1 - 123
Comprehensive result 8,187 5,447
The above Comprehensive Income Statement should be read in conjunction with the accompanying notes.
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Balance Sheet as at 30 June 2019
Note 2019 2018 $’000 $’000
Assets Current assets Cash and cash equivalents 5.1(a) 5,119 2,752 Other financial assets 5.1(b) 18,000 15,010 Trade and other receivables 5.1(c) 2,711 1,600 Inventories 5.2(a) 234 307 Other assets 5.2(b) 151 244 Total current assets 26,215 19,913
Non-current assets Trade and other receivables 5.1(c) 87 98 Investments in joint arrangements 5.2(b) 45 45 Property, infrastructure, plant and equipment 6.1 198,297 195,994 Investment property 6.3 1,075 1,040 Intangible assets 5.2(c) 193 444 Total non-current assets 199,697 197,621 Total assets 225,912 217,534
Liabilities Current liabilities Trade and other payables 5.3(a) 973 817 Trust funds and deposits 5.3(b) 333 298 Provisions 5.5 1,429 1,224 Interest-bearing liabilities 5.4 54 52 Total current liabilities 2,789 2,391
Non-current liabilities Provisions 5.5 928 1,084 Interest-bearing liabilities 5.4 253 305 Total non-current liabilities 1,181 1,389 Total liabilities 3,970 3,780
Net Assets 221,942 213,754
Equity Accumulated surplus 106,009 97,821 Reserves 9.1 115,933 115,933
Total Equity 221,942 213,754
The above Balance Sheet should be read in conjunction with the accompanying notes.
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Statement of Changes in Equity for the year ending 30 June 2019
Note Total Accumulated Surplus Revaluation Reserve $’000 $’000 $’000 2019 Balance at beginning of the financial year 213,754 97,821 115,933 Surplus/(deficit) for the year 8,187 8,187 - Net asset revaluation increment/(decrement) 6.2 - - - Transfers to other reserves - - - Transfers from other reserves - - - Balance at end of the financial year 221,941 106,008 115,933
2018 Balance at beginning of the financial year 202,616 86,806 115,810 Adjustment for change in accounting policy – Land under roads 9.4 5,691 5,691 - Surplus/(deficit) for the year 5,324 5,324 - Net asset revaluation increment/(decrement) 6.2 123 - 123 Transfers to other reserves - - - Transfers from other reserves - - - Balance at end of the financial year 213,754 97,821 115,933
The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.
ANNUAL REPORT 2018/19 81
Statement of Cash Flows for the year ending 30 June 2019 Note 2019 2018 Inflows/ Inflows/ (Outflows) (Outflows) $’000 $’000
Cash flows from operating activities
Rates and charges 8,580 8,316 Statutory fees and fines 229 194 User fees 853 575 Grants – operating 7,310 5,653 Grants – capital 4,180 2,935 Interest 559 375 Other receipts 229 315 Trust funds and deposits 35 (26) Payments to suppliers (4,443) (4,597) Payments to employees (5,963) (5,447) Net cash provided by (used in) operating activities 9.2 11,569 8,293
Cash flows from investing activities
Payments for property, infrastructure, plant and 6.1 (6,196) (7,100) equipment Proceeds from sale of property, infrastructure, plant and 3.5 63 224 equipment Payments for investments (2,990) (3,525) Net cash provided by (used in) investing activities (9,123) (10,401)
Cash flows from financing activities
Finance costs (29) (17) Proceeds from borrowings - 391 Repayment of interest bearing loans and borrowings (50) (45) Net cash provided by (used in) financing activities (79) 329
Net increase/ (decrease) in cash and cash equivalents 2,367 (1,779) Cash and cash equivalents at the beginning of the 2,752 4,531 financial year
Cash and cash equivalents at the end of the financial 5.1(a) 5,119 2,752 year
Financing arrangements Restrictions on cash assets 5.1
The above Statement of Cash Flows should be read in conjunction with the accompanying notes.
ANNUAL REPORT 2018/19 82
Statement of Capital Works for the year ending 30 June 2019
Note 2019 2018 $’000 $’000
Property Buildings 1,563 677 Total Buildings 1,563 677 Total Property 1,563 677
Plant and equipment Plant, machinery and equipment 523 1,298 Computer equipment 14 18 Library books 23 30 Total plant and equipment 560 1,346
Infrastructure Roads 3,093 3,165 Bridges 10 268 Footpaths and cycleways 164 266 Kerb and channel 76 480 Drainage 17 26 Guardrail 60 6 Parks, open space and streetscapes 652 411 Landfill 1 219 Other infrastructure - 237 Total infrastructure 4,073 5,078
Total capital works expenditure 6,196 7,101
Represented by: New asset expenditure 212 472 Asset renewal expenditure 4,897 5,580 Asset upgrade expenditure 1,087 1,049 Asset expansion expenditure - - Total capital works expenditure 6,196 7,101
The above Statement of Capital Works should be read in conjunction with the accompanying notes.
ANNUAL REPORT 2018/19 83
Financial Statements
Notes to the financial statements
Overview
Introduction
Towong Shire Council was established by an Order of the Governor in Council on 18 November 1994 and is a body corporate.
The Council's main office is located at 32 Towong Street, Tallangatta, Victoria.
Statement of compliance These financial statements are a general purpose financial report that consists of a Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows, Statement of Capital Works and Notes accompanying these financial statements. The general purpose financial report complies with Australian Accounting Standards (AAS), other authoritative pronouncements of the Australian Accounting Standards Board (AASB), the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.
Significant accounting policies
a) Basis of accounting
The accrual basis of accounting has been used in the preparation of these financial statements, whereby assets, liabilities, equity, income and expenses are recognised in the reporting period to which they relate, regardless of when cash is received or paid.
Judgements, estimates and assumptions are required to be made about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated judgements are based on professional judgement derived from historical experience and various other factors that are believed to be reasonable under the circumstances. Actual results may differ from these estimates.
Revisions to accounting estimates are recognised in the period in which the estimate is revised and also in future periods that are affected by the revision. Judgements and assumptions made by management in the application of AAS that have significant effects on the financial statements and estimates relate to:
- the fair value of property, infrastructure, plant and equipment (refer to Note 6.1); - the determination of depreciation and amortisation of property, plant and equipment, infrastructure and other assets (refer to 6.1); - the determination of employee provisions (refer to Note 5.5); - the determination of landfill rehabilitation provisions (refer to Note 5.5); and - other areas requiring judgements.
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Financial Statements
Notes to the financial statements (continued)
Unless otherwise stated, all accounting policies are consistent with those applied in the prior year. Where appropriate, comparative figures have been amended to accord with current presentation and disclosure has been made of any material changes to comparatives.
Unless otherwise stated, amounts in the financial report have been rounded to the nearest thousand dollars. Figures in the financial statement may not equate due to rounding.
Note 1. Performance against budget
The performance against budget notes compares Council’s financial plan, expressed through its annual budget, with actual performance. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material variances. Council has adopted a materiality threshold of $100,000 or 10% where further explanation is warranted. Explanations have not been provided for variations below the materiality threshold unless the variance is considered to be material because of its nature. Positive variances are favourable to Council’s financial position whilst negative variances are unfavourable to Council’s financial position.
The budget figures detailed below are those adopted by Council on 26 June 2018. The Budget was based on assumptions that were relevant at the time of adoption of the Budget. Council sets guidelines and parameters for revenue and expense targets in this budget in order to meet Council’s planning and financial performance targets for both the short and long-term. The budget did not reflect any changes to equity resulting from asset revaluations, as their impacts were not considered predictable.
These notes are prepared to meet the requirements of the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.
ANNUAL REPORT 2018/19 85
Financial Statements
Notes to the financial statements (continued)
1.1. Income and expenditure
Actual Budget Variance 2019 2019 $’000 $’000 $’000 % Ref
Income Rates and charges 8,820 8,788 32 -% Statutory fees and fines 229 194 35 18% 1 User fees 853 582 271 47% 2 Grants – operating (recurrent) 5,716 5,214 502 10% 3 Grants – operating (non-recurrent) 1,594 266 1,328 499% 4 Grants – capital (recurrent) - - - -% Grants – capital (non-recurrent) 4,180 1,289 2,891 224% 5 Net gain/(loss) on disposal of property, infrastructure, plant and equipment 57 - 57 -% Fair value adjustments for investment property 35 - 35 -% Share of net profits/(loss) of joint arrangement - - - -% Other income 1,536 773 763 99% 6 Total income 23,020 17,106 5,914 35%
Expenses Employee costs 6,177 6,343 166 3% 7 Materials and services 4,366 4,069 (297) (7%) 8 Depreciation and amortisation 4,011 3,930 (81) (2%) Bad and doubtful debts 3 - (3) -% Borrowing costs 29 35 6 17% 9 Other expenses 247 768 521 68% 10 Total expenses 14,833 15,145 312 2%
Surplus/ (deficit) for the year 8,187 1,961 6,226 317%
ANNUAL REPORT 2018/19 86
Financial Statements
Notes to the financial statements (continued) Explanation of material variations Ref Item Explanation 1 Statutory fees and Town planning fees were above budget by $41,000 due to a fines number of large planning permits. 2 User fees Council’s received a number of user fees that were not budgeted. These included: - Childcare fees $105,000 above budgeted levels due to taking over the Bellbridge and Walwa Early Years Learning Centres from early 2019 - Redemption of a bank guarantee for $53,000 relating to the construction of the Tallangatta Library, Early Years and Community Centre.
3 Grants – operating In June 2019, Council received approximately half of the 2019/20 (recurrent) Financial Assistance Grants in advance from the Victorian Grants Commission. This amount included an increased allocation. 4 Grants – operating Council received a number of non-recurrent operating grants that (non-recurrent) were unbudgeted. These included: - $300,000 for the construction of the Upper Murray Events Centre - $261,000 in special circumstances and sustainability childcare funding for the Bellbridge and Walwa Early Years Centres - $160,000 for the Cudgewa Netball Court upgrade - $138,000 for the Mitta Valley Mountain Bike Park - $90,000 for the Think-Start-Grow entrepreneurship project - $70,000 for the Community Systems mapping for Violence Free Living. 5 Grants – capital (non- Council secured a number of significant non-recurrent capital recurrent) grants that were unbudgeted. These included: - $1.7 million from the Fixing Country Roads Program for projects in Corryong, Eskdale and Bethanga - $694,000 for reimbursement of expenditure incurred to undertake flood damage repairs - $265,000 for the Destination Tallangata received earlier than anticipated. 6 Other income Council received $245,000 of interest income above budgeted levels due to cash holdings being greater than originally anticipated. Council also received community contributions towards capital projects of $191,000 that were unbudgeted.
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Financial Statements
Notes to the financial statements (continued)
Ref Item Explanation 7 Employee costs and There were savings in employee costs and benefits due to a benefits number of factors including: - a number of positions remaining vacant for longer than anticipated - planning services and maternal and child health services operating at reduced resourcing levels Some of these vacancies were filled using contractors, which fall under the Materials and services expense category. Some of the savings however were offset by taking over the running of the Bellbridge and Walwa Early Years Learning Centres. The employee costs of running these two services were not budgeted.
8 Materials and services Council had a number of project expenses that were not budgeted in 2018/19 however grant funding was received to deliver these projects. These included: - $156,000 for the Eskdale Netball Court upgrade - $80,000 for the Think-Start-Grow entrepreneurship program. Council budgeted to enter into a second finance lease for a garbage truck purchase in 2018/19. This purchase will be carried forward into 2019/20 therefore there is a saving in interest costs. Council’s contribution of $500,000 for the Upper Murray Events Centre will be incurred later than anticipated. This expense budget will be carried forward into 2019/20
ANNUAL REPORT 2018/19 88
Financial Statements
Notes to the financial statements (continued)
1.1. Capital works Actual Budget Variance 2019 2019 $’000 $’000 $’000 % Ref
Property Buildings 1,563 2,005 442 22% 1 Total buildings 1,563 2,005 442 22% Total property 1,563 2,005 442 22%
Plant and equipment Plant, machinery and equipment 523 918 395 43% 2 Library books 23 30 7 23% 3 Computers and telecommunications 14 515 501 97% 4 Total plant and equipment 560 1,463 903 62%
Infrastructure Roads 3,093 2,235 (858) (38%) 5 Bridges 10 110 100 91% 6 Footpaths and cycleways 164 280 116 41% 7 Kerb and channel 76 545 469 86% 8 Drainage 17 98 81 83% 9 Guardrail 60 30 (30) (100%) 10 Parks, open space and streetscapes 652 1,859 1,207 65% 11 Landfill 1 - (1) -% Total infrastructure 4,073 5,157 1,084 21%
Total capital works expenditure 6,196 8,625 2,429 28%
Represented by: New asset expenditure 212 725 513 71% Asset renewal expenditure 4,897 7,650 2,753 36% Asset upgrade expenditure 1,087 250 (837) (335%) Asset expansion expenditure - - - -% Total capital works expenditure 6,196 8,625 2,429 28%
Note: the budget in the above Statement of Capital works has been adjusted from the adopted budget to reflect the accounting treatment of the actual asset expenditure capitalised per asset category. The asset categories that have been adjusted include Buildings, Parks, open space and streetscapes and Other infrastructure. The total capital works expenditure budget has not changed.
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Financial Statements
Notes to the financial statements (continued)
Explanation of material variations Ref Item Explanation 1 Buildings Capital works for the Tallangatta Caravan Park of $593,000 and the shopfronts and verandahs on Towong Street Tallangatta of $150,000 will be carried forward to 2019/20 in accordance with delivery of the Destination Tallangatta project. Works for the Infrastructure expansion in Corryong of $273,000 will also be carried forward to 2019/20. Expenditure for the Great River Road project was $331,000 higher than budget due to timing variance as $495,000 (half of the project budget) was budgeted in 2017/18. 2 Plant, machinery The garbage truck purchase of $400,000 will be carried forward to and equipment 2019/20.
3 Library resources There were a number of library resources that did not arrive until July. The balance remaining will be carried forward to 2019/20.
4 Computers and The wireless infrastructure project of $300,000 and Finance system telecommunications upgrade of $165,000 will be carried forward into 2019/20. 5 Roads There were a number of unbudgeted road projects that were undertaken under the Fixing Country Roads program in 2018/19. This funding program was launched in 2018/19 and has allowed Council to bring some funding forward from future years in its Long Term Financial Plan for roads renewal projects to start in 2018/19. There has been $767,000 spent in 2018/19 for projects in this program. Council has secured approximately $2.6 million in grant funding from the State Government going towards these projects totalling $3.7 million. It is anticipated these projects will be complete in 2020. 6 Bridges Initial designs have been completed in 2018/19 with bridge works scheduled to be carried out in 2019/20. 7 Footpaths and The $100,000 budget allocation for strategic paths to support the cycleways Building Better Regions funding application which was unsuccessful has not been spent and will therefore be carried forward to 2019/20. 8 Kerb and channel Significant kerb and channel works in Corryong were put on hold whilst awaiting the decision of the Fixing Country Roads funding application. It has since been announced that this application was successful and the planned works will now be scheduled in 2019/20. 9 Drainage Budgeted drainage works for Wise Street Bethanga of $68,000 were included as part of the larger Bethanga streetscape works carried out under the Fixing Country Roads projects. Actual expenditure has been recognised under the Roads asset category. 10 Guardrail There were guardrail works carried forward from 2017/18 of $30,000.
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Financial Statements
Notes to the financial statements (continued)
11 Parks, open space Timing of works being carried out is the main reason for this large and streetscapes variance. It is made up of the following projects: - Town entrances of $293,000 has not been spent and will be carried forward to 2019/20. - Streetscape projects have not progressed as budgeted with: o $236,000 for the Building Better Regions project in Corryong o $225,000 budgeted in 2018/19 for the Granya streetscape with majority of works carried out in 2017/18 o $161,000 to be carried forward to 2019/20 for the Akuna Avenue streetscape o $107,000 to be carried forward to 2019/20 for the Walwa streetscape - $150,000 for a project from the Upper Murray 2030 Vision Plan
Note 2. Council results by program
2.1 Analysis of Council results by program
Council delivers its functions and activities through the following programs.
Organisational improvement - Embed organisational excellence into our governance and management processes to deliver the best possible outcomes for our residents and ratepayers.
Community wellbeing - Assist all residents to attain a high level of health and safety, resilience and connectedness to their communities.
Asset management - Maintain and improve our Shire's infrastructure to meet agreed levels of service.
Land-use planning - Implement a strategic and sustainable long-term land-use direction for the Shire based on an integrated approach to the natural and built environment.
Environmental sustainability - Integrate sustainable environmental management practices into all of our activities.
Economic and tourism development - Expand employment and economic opportunities whilst continuing to maintain and promote our natural environment and the lifestyle our municipality offers.
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Financial Statements
Notes to the financial statements (continued)
Summary or revenue, expenses, assets and capital expenses by program
Income Expenses Surplus/ Grants Total assets (deficit) (included 2019 in income)
$’000 $’000 $’000 $’000 $’000 Organisational improvement 12,294 6,884 5,410 3,336 2,070 Community wellbeing 1,874 1,447 427 1,507 11,256 Asset management 5,788 4,806 982 5,392 177,844 Land-use planning 106 209 (103) - - Environmental sustainability 1,728 1,007 721 72 703 Economic and tourism development 1,230 480 750 1,183 6,424 Total 23,020 14,833 8,187 11,490 198,297
Income Expenses Surplus/ Grants Total assets (deficit) (included 2018 in income)
$’000 $’000 $’000 $’000 $’000 Organisational improvement 10,703 2,468 8,235 2,691 2,054 Community wellbeing 1,050 1,342 (292) 746 11,191 Asset management 4,338 5,840 (1,502) 4,220 176,415 Land-use planning 191 319 (128) 70 - Environmental sustainability 1,964 2,704 (740) 324 828 Economic and tourism development 644 893 (249) 537 5,506 Total 18,890 13,566 5,324 8,588 195,994
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Financial Statements
Notes to the financial statements (continued)
Note 3. Funding for the delivery of our services 3.1 Rates and charges
Council uses capital improved value (CIV) as the basis of valuation of all properties within the municipal district. The CIV of a property is the value of the land and capital improvements on the land.
The valuation base used to calculate general rates for 2018/19 was $1,546 million (2017/18 $1,387 million). The 2018/19 rate in the CIV dollar was 0.3790 cents to 1.5158 cents (2017/18 0.4017 cents to 1.6067 cents).
2019 2018 $’000 $’000 Residential general rates 1,332 1,287 Business general rates 170 163 Rural residential general rates 1,003 957 Rural general rates 3,584 3,375 Undeveloped residential general rates 113 134 Municipal charge 1,150 1,107 Kerbside collection charge 1,024 845 Waste facilities management charge 393 397 Revenue in lieu of rates 51 79 Total rates and charges 8,820 8,344
The date of the latest general revaluation of land for rating purposes within the municipal district was 1 January 2018, and the valuation was first applied in the rating year commencing 1 July 2018. Annual rates and charges are recognised as revenue when Council issues annual rates notices. Supplementary rates are recognised when a valuation and reassessment is completed and a supplementary rates notice issued.
3.2 Statutory fees and fines
2019 2018 $’000 $’000 Land information certificates 8 8 Health registration fees 30 39 Permits 110 87 Town planning fees 81 60 Total statutory fees and fines 229 194
Statutory fees and fines are recognised as revenue when the service has been provided, the payment is received or when the penalty has been applied, whichever occurs first.
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Financial Statements
Notes to the financial statements (continued)
3.3 User fees
2019 2018 $’000 $’000 Children’s program fees 356 247 External private works 12 4 Refuse disposal fees 217 186 Saleyard dues 37 13 Septic tank fees 8 5 Swimming pool fees 40 38 Other fees and charges 183 82 Total user fees 853 575 User fees are recognised as revenue when the service has been provided or Council has otherwise earned the income.
3.4 Funding from other levels of government
Grants were received in respect of the following:
2019 2018 $’000 $’000 Summary of grants Commonwealth funded grants 6,774 6,736 State funded grants 4,716 1,852 Total 11,490 8,588
a) Operating Grants Recurrent - Commonwealth Government Financial Assistance Grants – General Purpose 3,216 2,691 Financial Assistance Grants – Local Roads 1,844 1,851
Recurrent - State Government Family and children 470 456 Community 114 112 Emergency services 60 60 School crossing supervisors 12 15 Total recurrent operating grants 5,716 5,185
Non-recurrent – Commonwealth Government Family and children 242 - Recreation 160 - Non-recurrent – State Government
ANNUAL REPORT 2018/19 94
2019 2018 $’000 $’000 Community 242 122 Family and children 187 75 Infrastructure 390 101 Environment 37 37 Corporate 28 - Recreation 156 - Planning - 70 Economic development 152 63 Total non-recurrent operating grants 1,594 468
Total operating grants 7,310 5,653
2019 2018 $’000 $’000 b) Capital Grants Recurrent – Commonwealth Government Roads to Recovery - 1,396 Total recurrent capital grants - 1,396
Non-recurrent – Commonwealth Government Infrastructure - National Stronger Regions Fund 1,293 798 Infrastructure – Stronger Communities 18 -
Non-recurrent – State Government Infrastructure (buildings) 75 79 Family and children 5 - Roads – Fixing Country Roads Program 1,764 - Recreation 69 - Flood remediation works 694 - Other infrastructure 262 662 Total non-recurrent capital grants 4,180 1,539
Total capital grants 4,180 2,935
Total Grants 11,490 8,588
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Financial Statements
Notes to the financial statements (continued)
2019 2018 $’000 $’000 c) Unspent grants received on condition that they be spent in a specific manner
Balance at start of year 1,353 1,301 Received during the financial year and remained unspent at balance date 2,232 1,051 Received in prior years and spent during the financial year (800) (999)
Balance at year end 2,785 1,353
Grant income is recognised when Council obtains control of the contribution. Control is normally obtained upon receipt (or acquittal).
3.5 Net gain/(loss) on disposal of property, infrastructure, plant and equipment
2019 2018 $’000 $’000 Proceeds of sale 63 224 Written down value of assets disposed (6) (69) Total net gain/ (loss) on disposal of property, 57 155 infrastructure, plant and equipment
The profit or loss on sale of an asset is determined when control of the asset has passed to the buyer.
3.6 Other income
2019 2018 $’000 $’000 Interest 476 383 Interest on rates 63 53 Community contributions 192 10 Other rent 115 56 Shared service 126 144 Secretariat fees 155 150 Other 409 212 Total other income 1,536 1,008
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Financial Statements
Notes to the financial statements (continued)
Interest is recognised as it is earned. Other income is measured at the fair value of the consideration received or receivable and is recognised when Council gains control over the right to receive the income.
Note 4. The costs of delivering services
4.1 Employee costs and benefits
2019 2018 $’000 $’000 Wages and salaries 4,951 4,501 WorkCover 70 80 Annual leave and long service leave 574 465 Superannuation 555 488 Fringe benefits tax 27 32 Total employee benefits 6,177 5,566
Superannuation
Council made contributions to the following funds:
2019 2018 $’000 $’000 Defined benefit funds Employer contributions to Local Authorities Superannuation Fund (Vision Super) 52 52 52 52
Employer contributions payable at reporting date - -
Accumulation funds Employer contributions to Local Authorities Superannuation Fund (Vision Super) 254 182 Employer contributions to other funds 236 238 490 420
Employer contributions payable at reporting date 13 16
Total Superannuation 555 488
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Financial Statements
Notes to the financial statements (continued) Refer to Note 9.3 for further information relating to Council’s superannuation obligations.
4.2 Materials and services
2019 2018 $’000 $’000 Materials and services 2,221 2,009 Contract payments 494 359 Maintenance – buildings, towns, parks and gardens 865 1,071 Plant and equipment maintenance 599 545 Utilities 187 152 Total materials and services 4,366 4,136
4.3 Depreciation and amortisation
2019 2018 $’000 $’000 Property 670 645 Plant and equipment 534 517 Infrastructure 2,682 2,360 Landfill airspace amortisation 125 58 Total depreciation and amortisation 4,011 3,580
Refer to Note 5.2(c) and 6.1 for a more detailed breakdown of depreciation and amortisation charges and accounting policy.
4.4 Bad and doubtful debts
2019 2018 $’000 $’000 Sundry debtors 3 - Total bad and doubtful debts 3 -
Provision for doubtful debt is recognised based on expected credit loss model. This model considers both historic and forward looking information in determining the level of impairment.
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Financial Statements
Notes to the financial statements (continued) Council does not currently hold a provision for bad or doubtful debts based on its assessment of the credit loss model.
4.5 Borrowing costs
2019 2018 $’000 $’000 Bank fees 14 6 Interest - Finance leases 13 11 Interest - Loans 2 - Total borrowing costs 29 17
Borrowing costs are recognised as an expense in the period in which they are incurred, except where they are capitalised as part of a qualifying asset constructed by Council.
4.6 Other expenses
2019 2018 $’000 $’000 Auditors' remuneration – Victorian Auditor General’s Office (VAGO) – audit of Financial Statements, Performance Statement and grant acquittals 40 30 Councillors' allowances 157 156 Contributions 50 81 Total other expenses 247 267
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Financial Statements
Notes to the financial statements (continued)
Note 5. Our financial position 5.1 Financial assets
a) Cash and cash equivalents
2019 2018 $’000 $’000 Cash on hand 1 1 Cash at bank 412 262 Money market call account 4,706 2,489 Total cash and cash equivalents 5,119 2,752
b) Other financial assets
2019 2018 $’000 $’000 Term deposits (current) 18,000 15,010 Total other financial assets 18,000 15,010
Cash and cash equivalents include cash on hand, deposits at call and other highly liquid investments with original maturities of 90 days or less, net of outstanding bank overdrafts. Other financial assets are valued at fair value at balance date. Term deposits are measured at original cost. Any unrealised gains and losses on holdings at balance date are recognised as either a revenue or expense.
2019 2018 $’000 $’000 Council’s cash and cash equivalents are subject to a number of internal and external restrictions that limit amounts available for discretionary or future use. These include: - Trust funds and deposits (Note 5.3b) 333 298 Restricted Funds 333 298 Total unrestricted cash and cash equivalents 4,786 2,454 Intended allocations Although not externally restricted the following amount has been allocated for specific future purposes by Council: - Cash held to fund carried forward capital works 4,452 4,466 - Cash held to fund future defined benefits call 500 500 4,952 4,966
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Financial Statements
Notes to the financial statements (continued)
c) Trade and other receivables
2019 2018 $’000 $’000 Current Statutory receivables Rates debtors 872 645 Walwa Waste Water Supply Scheme debtors 12 31 Eskdale Water Supply Scheme debtors 4 5 Fire Services Property Levy debtors 101 88 Other debtors Sundry debtors 1,429 629 Net GST receivable 293 201 Other debtors - 1 Total current trade and other receivables 2,711 1,600
Non-current Statutory receivables Walwa Waste Water Supply Scheme debtors 84 93 Eskdale Water Supply Scheme debtors 3 5 Total non-current trade and other receivables 87 98
Total trade and other receivables 2,798 1,698
Ageing of sundry debtors
Short-term receivables are carried at invoice amount. At balance date, sundry debtors representing financial assets were past due but not impaired. These amounts relate to a number of independent customers for whom there is no recent history of default. The ageing of Council's trade receivables (excluding statutory receivables) was:
2019 2018 $’000 $’000 Current (not yet due) 1,417 609 Past due by up to 30 days 8 5 Past due between 31 and 180 days 2 9 Past due between 181 and 365 days 2 2 Past due by more than 1 year - 4 Total sundry debtors 1,429 629
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Financial Statements
Notes to the financial statements (continued)
5.2 Non-financial assets
a) Inventories
2019 2018 $’000 $’000 Inventories held for distribution 234 307 Total inventories 234 307
Inventories held for distribution are measured at cost, adjusted when applicable for any loss of service potential.
b) Other assets
2019 2018 $’000 $’000 Current Prepayments 45 39 Accrued income 106 205 Total other assets 151 244
c) Intangible assets
2019 2018 $’000 $’000 Landfill air space 193 444 Total intangible assets 193 444
Landfill $’000 Gross carrying amount Balance at 1 July 2018 928 Reclassification - Additions - Balance at 30 June 2019 928 Accumulated amortisation and impairment Balance at 1 July 2018 (484) Reclassification - Amortisation expense (251) Balance at 30 June 2019 (735) Net book value at 30 June 2018 444 Net book value at 30 June 2019 193
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Financial Statements
Notes to the financial statements (continued) Intangible assets with finite lives are amortised as an expense on a systematic basis over the asset's useful life. Amortisation is generally calculated on a straight line basis, at a rate that allocates the asset value less any estimated residual value, over its estimated useful life.
Estimates of the remaining useful lives and amortisation method are reviewed at least annually and adjustments made where appropriate.
5.3 Payables
a) Trade and other payables
2019 2018 $’000 $’000 Trade payables 735 7 Accrued wages 224 186 Prepaid income 14 57 Accrued expenses - 567 Total trade and other payables 973 817
b) Trust funds and deposits
2019 2018 $’000 $’000 Retention amounts 156 134 Fire Services Property Levy 139 128 Refundable deposits 38 36 Total trust funds and deposits 333 298
Amounts received as deposits and retention amounts controlled by Council are recognised as trust funds until they are returned, transferred in accordance with the purpose of the receipt or forfeited. Trust funds that are forfeited, resulting in Council gaining control of the funds, are to be recognised as revenue at the time of forfeit.
Purpose and nature of items
Retention amounts - Council has a contractual right to retain certain amounts until a contractor has met certain requirements or a related warranty or defect period has elapsed. Subject to the satisfactory completion of the contractual obligations or the elapsing of time, these amounts will be paid to the relevant contractor in line with Council's contractual obligations.
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Financial Statements
Notes to the financial statements (continued) Fire Services Property Levy - Council is the collection agent for the Fire Services Property Levy on behalf of the State Government. Council remits amounts received on a quarterly basis. Amounts disclosed here will be remitted to the State Government in accordance with that process.
Refundable deposits - Deposits are taken by Council as a form of surety in a number of circumstances, including in relation to building works, tender deposits, contract deposits and the use of civic facilities.
5.4 Interest-bearing liabilities
2019 2018 $’000 $’000 Current Borrowings - - Finance leases 54 52 54 52 Non-current Borrowings 11 9 Finance leases 242 296 253 305
Total interest-bearing liabilities 307 357
Borrowings are initially measured at fair value, being the cost of the interest bearing liabilities, net of transaction costs. The measurement basis subsequent to initial recognition depends on whether the Council has categorised its interest-bearing liabilities as either financial liabilities designated at fair value through the profit and loss or financial liabilities at amortised cost. Any difference between the initial recognised amount and the redemption value is recognised in net result over the period of the borrowing using the effective interest method.
The classification depends on the nature and purpose of the interest bearing liabilities. The Council determines the classification of its interest bearing liabilities at initial recognition.
2019 2018 $’000 $’000 Borrowings are secured by Council rates.
i. The maturity profile for Council’s borrowings is:
Not later than one year - - Later than one year and not later than five years 11 9
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Financial Statements
Notes to the financial statements (continued) Later than five years - - 11 9 i. The maturity profile for Council’s finance lease liabilities is:
Not later than one year 54 52 Later than one year and not later than five years 242 296 Later than five years - - 296 348
Council has a finance lease in place for a garbage truck over a five year period. Monthly instalments are payable with a residual payable at the end of the lease.
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Financial Statements
Notes to the financial statements (continued)
5.5 Provisions
Employee Landfill Total restoration $’000 $’000 $’000 2019 Balance at beginning of the financial year 1,323 985 2,308 Additional provisions 681 - 681 Amounts used (506) (126) (632) Balance at the end of the financial year 1,498 859 2,357
2018 Balance at beginning of the financial year 1,246 525 1,771 Additional provisions 521 489 1,010 Amounts used (444) (29) (473) Balance at the end of the financial year 1,323 985 2,308
2019 2018 $’000 $’000 Current provisions Employee provisions 1,429 1,224 Total current provisions 1,429 1,224
Non-current provisions Employee provisions 69 98 Landfill restoration 859 986 Total non-current provisions 928 1,084
Total provisions 2,357 2,308
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Financial Statements
Notes to the financial statements (continued) (a) Employee provisions
2019 2018 $’000 $’000 Current provisions expected to be wholly settled within 12 months Annual leave 394 312 Long service leave 101 90 Flexi time 20 10 515 412
Current provisions expected to be wholly settled after 12 months Long service leave (90% of current LSL provision) 914 812 914 812
Total current employee provisions 1,429 1,224
Non-current Long service leave 69 98 Total non-current employee provisions 69 98
Aggregate carrying amount of employee benefits: Current 1,429 1,224 Non-current 69 98 Total aggregate carrying amount of employee 1,498 1,322 provisions
The calculation of employee costs and benefits includes all relevant on-costs and are calculated at reporting date using assumptions for wage inflation and discount rates per the long service leave update issued by the Department of Treasury and Finance at 30 June 2019.
Wages and salaries and annual leave Liabilities for wages and salaries, including non-monetary benefits, annual leave and accumulated flexi time expected to be wholly settled within 12 months of the reporting date are recognised in the provision for employee benefits in respect of employee services up to the reporting date, classified as current liabilities and measured at their nominal values.
Liabilities that are not expected to be wholly settled within 12 months of the reporting date are recognised in the provision for employee benefits as non-current liabilities, measured at the present value of the amounts expected to be paid when the liabilities are settled using the remuneration rate expected to apply at the time of settlement.
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Financial Statements
Notes to the financial statements (continued)
Long service leave Liability for long service leave is recognised in the provision for employee benefits. Long service leave is measured at present value. Unconditional long service is disclosed as a current liability. Conditional long service leave that has been accrued, where an employee is yet to reach a qualifying term of employment, is disclosed as a non-current liability.
(b) Landfill restoration
2019 2018 $’000 $’000 Current - - Non-current 859 986 Total 859 986
Council is obligated to restore the Corryong Landfill site located on Sugarloaf Road Corryong to an agreed standard. The forecast life of the site is based on current estimates of remaining capacity and the forecast rate of infill. The provision for landfill restoration has been calculated based on the present value of the expected cost of works to be undertaken. The expected cost of works has been estimated based on current understanding of work required to reinstate the site to a suitable standard. Accordingly, the estimation of the provision required is dependent on the accuracy of the forecast timing of the work, work required and related costs.
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Financial Statements
Notes to the financial statements (continued) Financing arrangements
Council has the following funding arrangements in place as at 30 June.
2019 2018 $’000 $’000 Master lease 400 400 Credit card facility 25 25 Total facilities 425 425
Used facilities 303 353 Unused facilities 122 72
5.6 Commitments
Council has entered into the following commitments. Commitments are not recognised in the Balance Sheet. Commitments are disclosed at their normal value and presented inclusive of the GST payable.
Not 1 to 2 2 to 5 Later Total later years years than 5 than 1 years 2019 year
$’000 $’000 $’000 $’000 $’000 Operating - - - - - Total - - - - -
Capital Reseal program 600 600 - - 1,200 Digouts/major patching 400 - - - 400 Total 1,000 600 - - 1,600
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Financial Statements
Notes to the financial statements (continued)
Not 1 to 2 2 to 5 Later Total later years years than 5 than 1 years year 2018 $’000 $’000 $’000 $’000 $’000 Operating - - - - - Total - - - - -
Capital Reseal program 600 - - - 600 Digouts/major patching 400 - - - 400 Total 1,000 - - - 1,000
Operating lease commitments
At the reporting date, Council had the following obligations under non-cancellable operating leases for the lease of land for use within Council's activities (these obligations are not recognised as liabilities):
2019 2018 $’000 $’000 Not later than one year 23 22 Later than one year and not later than five years 24 47 Later than five years - - 47 69
Lease payments for operating leases are required by the accounting standard to be recognised on a straight-line basis, rather than expensed in the years that they are incurred.
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Financial Statements
Notes to the financial statements (continued)
Note 6. Assets we manage 6.1 Property, infrastructure, plant and equipment
Summary of property, infrastructure, plant and equipment
At fair value Acquisitions Revaluation Change in Depreciation Disposal Transfers Reclassi At fair value 30 June 2018 accounting fication 30 June policy 2019 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Property 31,492 - - - (670) (6) 1,930 - 32,746 Plant and equipment 3,093 559 - - (534) - - - 3,118 Infrastructure 158,708 - - - (2,682) - 4,496 - 160,522 Work in progress 2,701 5,637 - - - - (6,426) - 1,912 195,994 6,196 - - (3,886) (6) - - 198,298
Summary of work in progress (WIP)
Opening WIP Additions Transfers Reclassification Closing WIP $’000 $’000 $’000 $’000 $’000 Property 151 1,563 (1,930) 495 279 Plant and equipment - - - - - Infrastructure 2,550 4,074 (4,496) (495) 1,633 2,701 5,637 (6,426) - 1,912
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Financial Statements
Notes to the financial statements (continued)
a) Property
Property Land - Land – non Total Land Buildings Total land and Work in Total property specialised specialised buildings progress (WIP) including WIP $'000 $'000 $'000 $'000 $'000 $’000 $'000
At fair value 1 July 2018 7,236 4,791 12,027 31,393 43,420 151 43,571 Accumulated depreciation at 1 July 2018 - - - (11,929) (11,929) - (11,929) Written down value at 1 July 2018 7,236 4,791 12,027 19,464 31,491 151 31,642
Movements in fair value Additions - - - - - 1,563 1,563 Revaluation increments/ (decrements) ------Disposals - - - (13) (13) - (13) Transfers - - - 1,930 1,930 (1,930) - Reclassification - - - - - 495 495 Total movements in fair value - - - 1,917 1,917 128 2,045
Movements in accumulated depreciation Depreciation - - - (670) (670) - (670) Revaluation increments/ (decrements) ------Accumulated depreciation of disposals - - - 7 7 - 7 Transfers ------Reclassification ------Total movements in accumulated depreciation - - - (663) (663) - (663)
At fair value 30 June 2019 7,236 4,791 12,027 33,310 45,337 279 45,616 Accumulated depreciation at 30 June 2019 - - - (12,592) (12,592) - (12,592) Written down value at 30 June 2019 7,236 4,791 12,027 20,718 32,745 279 33,024
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Financial Statements
Notes to the financial statements (continued)
b) Plant and equipment
Plant and equipment Plant, machinery and Fixtures, fittings and Computers Library books Total plant and equipment furniture equipment $‘000 $’000 $’000 $’000 $’000 At fair value 1 July 2018 7,373 17 418 96 7,904 Accumulated depreciation at 1 July 2018 (4,405) (17) (375) (15) (4,815) Written down value at 1 July 2018 2,969 - 43 81 3,093
Movements in fair value Additions 511 12 14 23 560 Revaluation increments/ (decrements) - - - - - Disposals (306) - (23) - (329) Transfers - - - - - Total movements in fair value 205 12 (9) 23 231
Movements in accumulated depreciation Depreciation (490) (1) (31) (12) (534) Revaluation increments/ (decrements) - - - - - Accumulated depreciation of disposals 306 - 23 - 329 Transfers - - - - - Total movements in accumulated depreciation (184) (1) (8) (12) (205)
At fair value 30 June 2019 7,578 29 409 119 8,135 Accumulated depreciation at 30 June 2019 (4,589) (18) (383) (27) (5,017) Written down value at 30 June 2019 2,989 11 26 92 3,118
ANNUAL REPORT 2018/19 113
Financial Statements
Notes to the financial statements (continued)
c) Infrastructure
Infrastructure Roads Bridges Footpaths Drainage Kerb and Parks, open Landfill Other Total Work in Total channel spaces and infrastructure infrastructure progress infrastructure streetscapes including WIP $‘000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 At fair value 1 July 2018 171,137 23,188 2,652 9,224 7,722 485 323 249 214,980 2,550 217,530 Accumulated depreciation at 1 July 2018 (37,462) (9,782) (1,035) (3,808) (3,839) (52) (230) (64) (56,272) - (56,272) Written down value at 1 July 2018 133,675 13,406 1,617 5,416 3,883 433 93 185 158,708 2,550 161,258
Movements in fair value Additions ------4,074 4,074 Revaluation increments/ (decrements) ------Disposals ------Transfers 3,200 - 164 17 504 331 220 60 4,496 (4,496) - Reclassification ------(495) (495) Total movements in fair value 3,200 - 164 17 504 331 220 60 4,496 (917) 3,579
Movements in accumulated depreciation Depreciation (2,096) (196) (41) (77) (91) (41) (118) (22) (2,682) - (2,682) Revaluation increments/ (decrements) ------Accumulated depreciation of disposals ------Transfers ------Reclassification ------Total movements in accumulated (2,096) (196) (41) (77) (91) (41) (118) (22) (2,682) - (2,682) depreciation
At fair value 30 June 2019 174,337 23,188 2,816 9,241 8,226 816 543 309 219,476 1,633 221,109 Accumulated depreciation at 30 June 2019 (39,558) (9,978) (1,076) (3,885) (3,930) (93) (348) (86) (58,954) - (58,954) Written down value at 30 June 2019 134,779 13,210 1,740 5,356 4,296 723 195 223 160,522 1,633 162,155
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Financial Statements
Notes to the financial statements (continued) Acquisition The purchase method of accounting is used for all acquisitions of assets, being the fair value of assets provided as consideration at the date of acquisition plus any incidental costs attributable to the acquisition. Fair value is the price that would be received to sell an asset (or paid to transfer a liability) in an orderly transaction between market participants at the measurement date.
Where assets are constructed by Council, cost includes all materials used in construction, direct labour, borrowing costs incurred during construction, and an appropriate share of directly attributable variable and fixed overheads.
In accordance with Council's policy, the threshold limits have applied when recognising assets within an applicable asset class and unless otherwise stated are consistent with the prior year.
Asset recognition thresholds and depreciation periods 2019 2018 Buildings buildings 50 years 50 years Plant and Equipment vehicles 5 years 5 years trucks (less than 3.5 t) 12 years 12 years trucks (greater than 3.5 t) 15 years 15 years front end loaders, backhoes and tractors 9 years 9 years graders and dozers 10 years 10 years rollers 15 years 15 years mowers 5 years 5 years trailers (less than 4.5 t) 10 years 10 years trailers (greater than 4.5 t) 15 years 15 years other plant 10 years 10 years minor tools 3 years 3 years Machinery office furniture and telecommunications 3 years 3 years Infrastructure Roads sealed pavements 70 years 70 years unsealed pavements 30 years 30 years footpaths 68 years 68 years kerb and channel 90 years 90 years guardrail 40 years 40 years Bridges bridges 119 years 119 years added features 80 years 80 years Drainage underground drainage 120 years 120 years ANNUAL REPORT 2018/19
Financial Statements
Notes to the financial statements (continued)
In accordance with Council's policy, the threshold limits detailed below have applied when recognising assets within an applicable asset class and unless otherwise stated are consistent with the prior year:
Threshold limit 2019 2018 $’000 $’000 Land Nil Nil Buildings 5 5 Plant and equipment 1 1 Infrastructure 10 10
Land under roads Council recognises land under roads it controls at fair value.
Depreciation and amortisation Property, plant and equipment, infrastructure and other assets having limited useful lives are systematically depreciated over their useful lives to Council in a manner which reflects consumption of the service potential embodied in those assets. Estimates of remaining useful lives and residual values are made on a regular basis with major asset classes reassessed annually.
Depreciation rates and methods are reviewed annually.
Where assets have separate identifiable components that are subject to regular replacement, these components are assigned distinct useful lives and residual values and a separate depreciation rate is determined for each component.
Road earthworks are not depreciated on the basis that they are assessed as not having a limited useful life.
Straight line depreciation is charged based on the residual useful life as determined each year.
Finance leases Leases of assets where substantially all the risks and rewards incidental to ownership of the asset are transferred to the Council are classified as finance leases. Finance leases are capitalised, recording an asset and a liability at the lower of the fair value of the asset and the present value of the minimum lease payments, including any guaranteed residual value. Lease payments are allocated between the reduction of the lease liability and the interest expense. Leased assets are depreciated on a straight line basis over their estimated useful lives to the Council where it is likely that the Council will obtain ownership of the asset or over the term of the lease, whichever is the shorter. Leased assets are currently being amortised over a 5 year period.
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Financial Statements
Notes to the financial statements (continued) Repairs and maintenance Where the repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold the cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.
Valuation of land and buildings Valuation of land and buildings were undertaken by a qualified independent valuer (Marcus Hann, 62901, of LG Valuation Services Pty Ltd, ABN 77 095 763 625) as at 30 June 2017. The valuation of land and buildings is at fair value, being market value based on highest and best use permitted by relevant land planning provisions. Where land use is restricted through existing planning provisions the valuation is reduced to reflect this limitation. This adjustment is an unobservable input in the valuation. The adjustment has no impact on the Comprehensive Income Statement.
Valuation of specialised land was undertaken by a qualified independent valuer (Marcus Hann, 62901, of LG Valuation Services Pty Ltd, ABN 77 095 763 625) as at 1 January 2018. Specialised land is valued at fair value using site values adjusted for englobo (undeveloped and/or unserviced) characteristics, access rights and private interests of other parties and entitlements of infrastructure assets and services. This adjustment is an unobservable input in the valuation. The adjustment has no impact on the Comprehensive Income Statement.
Any significant movements in the unobservable inputs for land and land under roads will have a significant impact on the fair value of these assets.
Details of Council’s land and buildings and information about the fair value hierarchy as at 30 June 2019 are as follows: Level 1 Level 2 Level 3 Date of valuation Land - 1,011 3,780 30 June 2017 Land under roads - - 7,236 1 Jan 2018 Buildings - 2,065 17,089 30 June 2017 Total - 3,076 28,105
Valuation of infrastructure An independent valuation of Council’s roads, footpaths, bridges and kerb and channel assets was performed by Peter Moloney from Moloney Asset Management Systems. The effective date of the valuation is 1 August 2017, for all infrastructure assets other than drainage assets. The valuation is at fair value based on replacement cost less accumulated depreciation as at the date of valuation.
A valuation of Council’s drainage assets was performed by Ms Rachael Gadd (B Eng, Dip Ed), Council’s Civil Asset Engineer, effective 30 June 2016. The valuation is at fair value based on replacement cost less accumulated depreciation as at the date of valuation.
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Financial Statements
Notes to the financial statements (continued) Details of Council’s infrastructure and information about the fair value hierarchy as at 30 June 2019 are as follows: Level 1 Level 2 Level 3 Date of valuation Roads - - 134,784 1 Aug 2017 Bridges - - 13,208 1 Aug 2017 Footpaths and cycleways - - 1,739 1 Aug 2017 Drainage - - 5,356 30 Jun 2016 Parks, open space and streetscapes - - 722 30 Jun 2016 Kerb and channel - - 4,296 1 Aug 2017 Landfill - - 196 30 Jun 2019 Other infrastructure - - 225 30 Jun 2016 Total - - 160,526
Description of significant unobservable inputs into level 3 valuations
Specialised land and land under roads is valued using a market based direct comparison technique. Significant unobservable inputs include the extent and impact of restriction of use and the market cost of land per square metre. The extent and impact of restrictions on use varies and results in a reduction to surrounding land values between 75% and 95%. The market value of land varies significantly depending on the location of the land and the current market conditions. Currently land values range between $1,800 and $318,500.
Specialised buildings are valued using a depreciated replacement cost technique. Significant unobservable inputs include the current replacement cost and remaining useful lives of buildings. Current replacement cost is calculated per building and ranges from $4,000 to $3,186,000. The remaining useful lives of buildings are determined on the basis of the current condition of buildings and vary from 5 years to 50 years. Replacement cost is sensitive to changes in market conditions, with any increase or decrease in cost flowing through to the valuation. Useful lives of buildings are sensitive to changes in expectations or requirements that could either shorten or extend the useful lives of buildings.
Infrastructure assets are valued based on the depreciated replacement cost. Significant unobservable inputs include the current replacement cost and remaining useful lives of infrastructure. The remaining useful lives of infrastructure assets are determined on the basis of the current condition of the asset and vary from 11 years to 120 years. Replacement cost is sensitive to changes in market conditions, with any increase or decrease in cost flowing through to the valuation. Useful lives of infrastructure are sensitive to changes in use, expectations or requirements that could either shorten or extend the useful lives of infrastructure assets.
ANNUAL REPORT 2018/19
Financial Statements
Notes to the financial statements (continued) Reconciliation of specialised land
2019 2018 $’000 $’000 Land under roads 7,236 7,236 Total 7,236 7,236
6.2 Investments in joint arrangements
2019 2018 $’000 $’000 Investments in joint arrangements accounted for by the equity method are: - MomentumOne Shared Services Pty Ltd
A 50% interest is held in MomentumOne Shared Services Pty Ltd.
Fair value of Council’s investment in MomentumOne Shared Services Pty Ltd
Council's share of accumulated surplus/(deficit) Council's share of accumulated surplus(deficit) at start of year: Reported surplus/(deficit) for year - 10 Transfers (to) from reserves - - Distributions for the year - - Council's share of accumulated surplus(deficit) at end of year
Council's share of reserves Council's share of reserves at start of year - - Transfers (to) from reserves - - Council's share of reserves at end of year - -
Movement in carrying value of specific investment Carrying value of investment at start of year 45 35 Investment in associate (start-up capital) - - Share of surplus/(deficit) for year - 10 Share of asset revaluation - - Distributions received - - Carrying value of investment at end of year 45 45
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Council's share of expenditure commitments Operating commitments - - Capital commitments - - Council's share of expenditure commitments - -
Joint arrangements Investments in joint arrangements are classified as either joint operations or joint ventures depending on the contractual rights and obligations each investor has, rather than the legal structure of the joint arrangement.
(i) Joint ventures Interests in joint ventures are accounted for using the equity method. Under this method, the interests are initially recognised in the balance sheet at cost and adjusted thereafter to recognise Council’s share of the post-acquisition profits or losses and movements in other comprehensive income in profit or loss and other comprehensive income respectively.
MomentumOne Shared Services Pty Ltd was established on 29 October 2015 as a joint venture between Alpine Shire Council and Towong Shire Council with each Council holding a 50% share in the company and will share 50% of the post-acquisition profits or losses.
Principles of consolidation Subsidiaries are all entities over which Council has control. Council controls an entity when it is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power to direct the activities of the entity. Subsidiaries are fully consolidated from the date on which control is transferred to the Council. They are deconsolidated from the date that control ceases.
Council had no controlled entities for this reporting period.
Committees of management All entities controlled by Council that have material revenues, expenses, assets or liabilities, such as committees of management, have been included in this financial report. Council has one Section 86 Committee of Management, however the transactions are not considered material, therefore have not been included in this financial report.
6.3 Investment property
2019 2018 $’000 $’000 Balance at beginning of financial year 1,040 421 Reclassifications - 603 Additions - - Disposals - - Fair value adjustments 35 16 Balance at end of financial year 1,075 1,040
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Financial Statements
Notes to the financial statements (continued) Investment property is held to generate long-term rental yields. Investment property is measured initially at cost, including transaction costs. Costs incurred subsequent to initial acquisition are capitalised when it is probable that future economic benefit in excess of the originally assessed performance of the asset will flow to the Council. Subsequent to initial recognition at cost, investment property is carried at fair value, determined annually by independent valuers. Changes to fair value are recorded in the Comprehensive Income Statement in the period that they arise.
Valuation of investment property Valuation of investment property has been determined in accordance with an independent valuation by Marcus Hann, 62901, of LG Valuation Services Pty Ltd, ABN 77 095 763 625 who has recent experience in the location and category of the property being valued. The valuation for 2018 is at fair value, based on the market value for the property at 23 April 2018. The valuation for 2019 is at fair value, based on the market value for the property at 30 June 2019.
Note 7. People and relationships
7.1 Council and key management remuneration
a) Related parties
Parent entity Towong Shire Council is the parent entity.
Subsidiaries and Associates Interests in joint arrangements are detailed in Note 6.2.
b) Key Management Personnel
Details of persons holding the position of Councillor or other members of Key Management Personnel (KMP) at Council at any time during the year are:
Councillors . Cr David Wortmann Councillor (1 Jul 2018 to 13 Nov 2018) Mayor (13 Nov 2018 to 30 Jun 2019) . Cr Aaron Scales Mayor (1 Jul 2018 to 13 Nov 2018) Councillor (13 Nov 2018 to 30 Jun 2019) . Cr Jennie Star (1 Jul 2018 to 30 Jun 2019) . Cr Peter Tolsher (1 Jul 2018 to 30 Jun 2019) . Cr Andrew Whitehead (1 Jul 2018 to 30 Jun 2019)
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Financial Statements
Notes to the financial statements (continued)
Key Management Personnel . Juliana Phelps – Chief Executive Officer . Jamie Heritage – Director Technical Services . Jo Shannon – Director Community and Corporate Services (1 Jul 2018 to 12 Apr 2019)
2019 2018
Total number of Councillors 5 5 Chief Executive Officer and other Key Management Personnel 3 3 Total Key Management Personnel 8 8
c) Remuneration of Key Management Personnel
Total remuneration of Key Management Personnel was as follows:
2019 2018 $’000 $’000 Short-term benefits 712 728 Post-employment benefits 47 49 Long-term benefits 10 13 Termination benefits - - Total 769 790
The numbers of Key Management Personnel whose total remuneration from Council and any related entities, fall within the following bands:
2019 2018
$0 - $19,999 - - $20,000 - $29,999 3 3 $30,000 - $39,999 - 1 $40,000 - $49,999 1 - $50,000 - $59,999 1 1 $150,000 - $159,999 1 - $160,000 - $169,999 1 - $170,000 - $179,999 - 1 $180,000 - $189,999 - 1 $210,000 - $219,999 - 1 $220,000 - $229,999 1 - Total 8 8
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d) Senior officers remuneration
A Senior Officer is an officer of Council, other than Key Management Personnel, who: a) has management responsibilities and reports directly to the Chief Executive Officer; or b) whose total annual remuneration exceeds $148,000 (2017/18: $145,000).
The number of Senior Officers is shown below in their relevant income bands:
2019 2018 <$148,000 3 4 3 4 $’000 $’000 Total Remuneration for the reporting year for Senior Officers included above amounted to: 204 148
There were two positions reporting direct to the CEO in both 2018 and 2019. The incumbents resigned to pursue other opportunities and new Council officers were recruited into these vacancies. This resulted in four Senior Officers being recognised in 2018 and three Senior Officers being recognised in 2019 with reduced remuneration levels as a result of the positions being vacant whilst recruitment occurred.
7.2 Related party disclosure a. Transactions with related parties
During the period Council entered into the following transactions with related parties.
2019 2018 $’000 $’000 Income Fees and charges to entities controlled by KMP (1) 171 164 Total income 171 164
Expenses Purchases of materials or services from joint arrangements (2) 73 67 Purchases of materials or services from entities controlled by KMP (3) 115 99 Employee costs for close family members of KMP (4) 102 81 Total expenses 290 247
Total transactions 461 411
(1) Fees and charges to entities controlled by key management personnel - Fees totalling $170,594 were charged and paid by Rural Councils Victoria Incorporated (RCV). These fees were for the provision of secretariat services provided to RCV by Towong Shire Council. RCV is an incorporated association and Council’s Chief Executive Officer, Ms Juliana Phelps is the Secretary. Council successfully tendered to provide the secretariat function to RCV.
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Financial Statements
Notes to the financial statements (continued)
(2) Purchases of materials or services from joint arrangements - Labour hire fees of $72,709 have been paid to MomentumOne Shared Services Pty Ltd. Council has a 50% shareholding in the company and has appointed Chief Executive Officer, Ms Juliana Phelps as a Director. The contract was awarded to MomentumOne Shared Services Pty Ltd in accordance with Council’s Procurement Policy.
(3) Purchases of materials or services from entities controlled by key management personnel - Membership fees of $40,178 and additional tourism programs and works of $38,495 were paid to Tourism North East. The membership fee is payable by all Councils wishing to have membership of Tourism North East. Council’s Chief Executive Officer Ms Juliana Phelps is a Director. The Board comprises of CEOs of all participating Councils and a number of independent directors.
- Payments of $20,895 were paid to the Dartmouth Community Progress Association for town maintenance services, where Councillor Aaron Scales is the Council representative of the association. The contract was awarded to the Dartmouth Community Progress Association in accordance with Council’s Procurement Policy.
- Contributions to waste and recovery projects of $6,913 were made to North East Waste and Resource Recovery Group (NEWRRG). Councillor Peter Tolsher is the Chair of the group. These contributions were payable by all Councils participating in the group.
- A membership fee of $3,300 was paid to Rural Councils Victoria Incorporated. Council’s Chief Executive Officer Ms Juliana Phelps is the Secretary. This membership fee is payable by all rural Councils who wish to be members of this organisation.
- Payments amounting to $2,881 were paid to Dartmouth Pub Pty Ltd for the annual provision of public toilets. Councillor Aaron Scales is the owner of the company. Due to the lack of standalone public toilet facilities in Dartmouth a contract has been negotiated to make the external toilet facilities at the pub available for public use throughout the year.
- A payment of $2,200 was paid to the Upper Murray Business Directory for editorial work on the Great River Road project. Councillor Jennie Star is the owner of the Upper Murray Business Directory business.
(4) Employee costs for close family members of key management personnel All close family members of key management personnel were employed through an arm’s length process. They are paid in accordance with Council’s Enterprise Agreement for the job they perform. Council employs approximately 100 staff members of which 2 are close family members of key management personnel.
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Financial Statements
Notes to the financial statements (continued)
- Council’s Librarian Ms Jo Tolsher, is a close family member of Councillor Peter Tolsher. Ms Tolsher was employed by Council over eight years ago which is prior to Councillor Peter Tolsher’s election to office in 2016.
- Council’s Economic Development Officer Ms Kerissa Heritage, is a close family member of the Director Technical Services, Mr Jamie Heritage. b. Outstanding balances with related parties
There are no outstanding balances with related parties. c. Loans to/ from related parties
No loans have been made to or received from a related party. d. Commitments to/from related parties
No commitments have been made to or received from a related party.
Note 8. Managing uncertainties 8.1 Contingent assets and liabilities
a) Contingent assets
Operating lease receivables Council has entered into commercial property leases on its investment property, consisting of a surplus freehold office. This property held under an operating lease has a non-cancellable lease term of 1 year. The lease includes a CPI based revision of the rental charge annually.
Future minimum rentals receivable under non-cancellable operating leases are as follows:
2019 2018 $’000 $’000 Not later than one year 18 35 Later than one year and not later than five years - 20 Later than five years - - 18 55
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Financial Statements
Notes to the financial statements (continued)
b) Contingent liabilities
Superannuation Council has obligations under a defined benefit superannuation scheme that may result in the need to make additional contributions to the scheme. Matters relating to this potential obligation are outlined below. As a result of the volatility in financial markets the likelihood of making such contributions in future periods exists.
Future superannuation contributions The expected contribution to be paid to the Defined Benefit category of Vision Super for the year ending 30 June 2019 is $52,000.
Liability Mutual Insurance Council is a participant of the MAV Liability Mutual Insurance (LMI) Scheme. The LMI scheme provides public liability and professional indemnity insurance cover. The LMI scheme states that each participant will remain liable to make further contributions to the scheme in respect of any insurance year in which it was a participant to the extent of its participant’s share of any shortfall in the provision set aside in respect of that insurance year, and such liability will continue whether or not the participant remains a participant in future insurance years.
c) Guarantees for loans to other entities
The amount disclosed for financial guarantee in this note is the nominal amount of the underlying loan that is guaranteed by the Council, not the fair value of the financial guarantee.
Financial guarantee contracts are not recognised as a liability in the balance sheet unless the lender has exercised their right to call on the guarantee or Council has other reasons to believe that it is probable that the right will be exercised.
8.2 Changes in accounting standards
The following new Australian Accounting Standards have been issued that are not mandatory for the 30 June 2019 reporting period. Council has assessed these pending standards and has identified that the following potential impacts will flow from the application of these standards in future reporting periods.
Revenue from contracts with customers (AASB 15) (applies 2019/20 for the Local Government sector)
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Financial Statements
Notes to the financial statements (continued) This standard shifts the focus from the transaction-level to a contract-based approach. Recognition is determined based on what the customer expects to be entitled to (rights and obligations), while measurement encompasses estimation by the entity of the amount expected to be entitled for performing under the contract. The full impact of this standard is not known, however it is most likely to impact where contracts extend over time, where there are rights and obligations that may vary the timing or amount of the consideration, or where there are multiple performance elements. This has the potential to impact on the recognition of certain grant income.
Amendments to Australian Accounting Standards – Deferral of AASB 15 for Not-for-Profit Entities (AASB 2016-7) (applies 2019/20) This standard defers the mandatory effective date of AASB 15 for not-for-profit entities from 1 January 2018 to 1 January 2019.
Leases (AASB 16) (applies 2019/20) The classification of leases as either finance leases or operating leases is eliminated for lessees. Leases will be recognised in the Balance Sheet by capitalising the present value of the minimum lease payments and showing a ‘right-of-use’ asset, while future lease payments will be recognised as a financial liability. The nature of the expense recognised in the profit or loss will change. Rather than being shown as rent, or as leasing costs, it will be recognised as depreciation on the ‘right-of-use’ asset, and an interest charge on the lease liability. The interest charge will be calculated using the effective interest method, which will result in a gradual reduction of interest expense over the lease term.
Council has elected to adopt the modified retrospective approach to the transition to the new lease standard. This will mean that only existing operating leases for non-low value assets, with remaining terms greater than 12 months, will be recognised on transition (1 July 2019).
Income of Not-for-Profit Entities (AASB 1058 ) (applies 2019/20) This standard replaces AASB 1004 Contributions and establishes revenue recognition principles for transactions where the consideration to acquire an asset is significantly less than fair value to enable a not-for-profit entity to further its objectives.
8.3 Financial instruments
a) Objectives and policies Council's principal financial instruments comprise cash assets, term deposits, receivables (excluding statutory receivables), payables (excluding statutory payables) and bank borrowings. Details of the significant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement and the basis on which income and expenses are recognised, in respect of each class of financial asset, financial liability and equity instrument is disclosed in Note 1 of the financial statements. Risk management is carried out by senior management under policies approved by Council. These policies include identification and analysis of the risk exposure to Council and appropriate procedures, controls and risk minimisation.
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Financial Statements
Notes to the financial statements (continued)
b) Market risk Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate because of changes in market prices. Council's exposure to market risk is primarily through interest rate risk with only insignificant exposure to other price risks and no exposure to foreign currency risk.
Interest rate risk Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated with the instrument will fluctuate due to changes in market interest rates. Council does not hold any interest bearing financial instruments that are measured at fair value, and therefore has no exposure to fair value interest rate risk. Cash flow interest rate risk is the risk that the future cash flows of a financial instrument will fluctuate because of changes in market interest rates. Council has minimal exposure to cash flow interest rate risk through its cash and deposits that are at floating rates.
Investment of surplus funds is made with approved financial institutions under the Local Government Act 1989. Council manages interest rate risk by adopting an investment policy that ensures: - diversification of investment product; - monitoring of return on investment; and - benchmarking of returns and comparison with budget.
There has been no significant change in Council's exposure, or its objectives, policies and processes for managing interest rate risk or the methods used to measure this risk from the previous reporting period.
Interest rate movements have not been significant during the year to have an impact on Council's year end result.
c) Credit risk Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause Council to make a financial loss. Council has exposure to credit risk on some financial assets included in its balance sheet. To help manage this risk: - Council has a policy for establishing credit limits for the entities we deal with; - Council may require collateral where appropriate; and - Council only invests surplus funds with financial institutions which have a recognised credit rating specified in our investment policy.
Receivables consist of a large number of customers, spread across the ratepayer, business and government sectors. Credit risk associated with Council's financial assets is minimal because the main debtor is secured by a charge over the rateable property.
There are no material financial assets which are individually determined to be impaired.
Council may also be subject to credit risk for transactions which are not included in the balance sheet, such as when Council provides a guarantee for another party. Details of Council’s contingent liabilities are disclosed in Note 8.1 (b).
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Financial Statements
Notes to the financial statements (continued) The maximum exposure to credit risk at the reporting date to recognised financial assets is the carrying amount, net of any provisions for impairment of those assets, as disclosed in the balance sheet and notes to the financial statements. Council does not hold any collateral.
d) Liquidity risk Liquidity risk includes the risk that, as a result of Council’s operational liquidity requirements, Council will not have sufficient funds to settle a transaction when required. To help reduce these risks Council: - has a liquidity portfolio structure that requires surplus funds to be invested within various bands of liquid instruments; - monitors budget to actual performance on a regular basis.
Council's maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed in the balance sheet and is deemed insignificant based on prior periods' data and current assessment of risk.
There has been no significant change in Council's exposure, or its objectives, policies and processes for managing liquidity risk or the methods used to measure this risk from the previous reporting period.
With the exception of borrowings, all financial liabilities are expected to be settled within normal terms of trade. Details of the maturity profile for borrowings are disclosed at Note 5.4.
Unless otherwise stated, the carrying amount of financial instruments, reflect their fair value.
(e) Sensitivity disclosure analysis Taking into account past performance, future expectations, economic forecasts and management's knowledge and experience of the financial markets, Council believes the following movements are 'reasonably possible' over the next 12 months:
- A parallel shift of + 1% and -1% in market interest rates (AUD) from year-end rates.
These movements will not have a material impact on the valuation of Council's financial assets and liabilities, nor will they have a material impact on the results of Council's operations.
Fair value hierarchy Council's financial assets and liabilities are not valued in accordance with the fair value hierarchy. Council's financial assets and liabilities are measured at amortised cost.
8.4 Fair value measurement
Council measures certain assets and liabilities at fair value where required or permitted by Australian Accounting Standards. AASB 13 Fair Value Measurement aims to improve consistency and reduce complexity by providing a definition of fair value and a single source of fair value measurement and disclosure requirements for use across Australian Accounting Standards.
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Financial Statements
Notes to the financial statements (continued)
AASB 13 defines fair value as the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. Fair value under AASB 13 is an exit price regardless of whether that price is directly observable or estimated using another valuation technique.
All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within a fair value hierarchy, described as follows, based on the lowest level input that is significant to the fair value measurement as a whole:
Level 1 — Quoted (unadjusted) market prices in active markets for identical assets or liabilities;
Level 2 — Valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or indirectly observable; and
Level 3 — Valuation techniques for which the lowest level input that is significant to the fair value measurement is unobservable.
For the purpose of fair value disclosures, Council has determined classes of assets and liabilities on the basis of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy as explained above.
In addition, Council determines whether transfers have occurred between levels in the hierarchy by re-assessing categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period.
Revaluation Subsequent to the initial recognition of assets, non-current physical assets, other than plant and equipment, are measured at their fair value, being the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. At balance date, the Council reviewed the carrying value of the individual classes of assets measured at fair value to ensure that each asset materially approximated its fair value. Where the carrying value materially differed from the fair value at balance date, the class of asset was revalued.
Fair value valuations are determined in accordance with a valuation hierarchy. Changes to the valuation hierarchy will only occur if an external change in the restrictions or limitations of use on an asset result in changes to the permissible or practical highest and best use of the asset.
In addition, Council undertakes a formal revaluation of land, buildings and infrastructure assets within a five year cycle. The valuation is performed by experienced council officers or independent experts.
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Financial Statements
Notes to the financial statements (continued)
Where assets are revalued, the revaluation increments are credited directly to the asset revaluation reserve except to the extent that an increment reverses a prior year decrement for that class of asset that had been recognised as an expense in which case the increment is recognised as revenue up to the amount of the expense. Revaluation decrements are recognised as an expense except where prior increments are included in the asset revaluation reserve for that class of asset in which case the decrement is taken to the reserve to the extent of the remaining increments. Within the same class of assets, revaluation increments and decrements within the year are offset.
Impairment of assets At each reporting date, Council reviews the carrying value of its assets to determine whether there is any indication that these assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset's fair value less costs to sell and value in use, is compared to the asset’s carrying value. Any excess of the asset’s carrying value over its recoverable amount is expensed to the comprehensive income statement, unless the asset is carried at the revalued amount in which case, the impairment loss is recognised directly against the revaluation surplus in respect of the same class of asset to the extent that the impairment loss does not exceed the amount in the revaluation surplus for that same class of asset.
8.5 Events occurring after balance date
No matters have occurred after balance date that requires disclosure in the financial report. Note 9. Other matters
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Financial Statements
Notes to the financial statements (continued)
9.1 Reserves
Asset revaluation reserve
Balance at Increment Balance at end beginning of (decrement) of reporting reporting period period
$’000 $’000 $’000 2019 Property Land 9,998 - 9,998 Buildings 5,226 - 5,226 15,224 - 15,224 Infrastructure Roads 80,827 - 80,827 Bridges 10,085 - 10,085 Footpaths 944 - 944 Drainage 5,003 - 5,003 Kerb and channel 3,850 - 3,850 100,709 - 100,709 Total asset revaluation reserve 115,933 - 115,933
2018 Property Land 9,998 - 9,998 Buildings 5,226 - 5,226 15,224 - 15,224 Infrastructure Roads 80,523 304 80,827 Bridges 10,789 (704) 10,085 Footpaths 513 431 944 Drainage 5,003 - 5,003 Kerb and channel 3,758 92 3,850 100,586 123 100,709 Total asset revaluation reserve 115,810 122 115,933
The asset revaluation reserve is used to record the increased (net) value of Council's assets over time.
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Financial Statements
Notes to the financial statements (continued)
9.2 Reconciliation of cash flows from operating activities to surplus/ (deficit)
2019 2018 $’000 $’000 Surplus/ (deficit) 8,187 5,324
Depreciation/amortisation 4,011 3,580 (Profit) / loss on disposal of property, infrastructure, plant and equipment (57) (155) Financing activities included in operating result 29 17 Fair value adjustments for investment property (35) (16)
Change in assets and liabilities: (Increase)/decrease in trade and other receivables (1,100) (268) (Increase)/decrease in prepayments 93 (127) (Increase)/decrease in inventories 73 172 (Increase)/decrease in investment in associates - (10) Increase/(decrease) in trade and other payables (operating) 156 (286) Increase/(decrease) in provisions 177 88 Increase/ (decrease) in trust funds and deposits 35 (26)
Net cash provided by/(used in) operating activities 11,569 8,293
9.3 Superannuation
Council makes the majority of its employer superannuation contributions in respect of its employees to the Local Authorities Superannuation Fund (the Fund). This Fund has two categories of membership, accumulation and defined benefit, each of which is funded differently. Obligations for contributions to the Fund are recognised as an expense in the Comprehensive Income Statement when they are made or due.
Accumulation The Fund's accumulation categories, receives both employer and employee contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings (for the year ended 30 June 2019 this was 9.5% required under Superannuation Guarantee legislation).
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Financial Statements
Notes to the financial statements (continued) Defined benefit Council does not use defined benefit accounting for its defined benefit obligations under the Fund's Defined Benefit category. This is because the Fund's Defined Benefit category is a pooled multi- employer sponsored plan. Council makes employer contributions to the defined benefit category of the Fund at rates determined by the Trustee on the advice of the Fund's Actuary.
As at 30 June 2017, a full triennial actuarial investigation was completed. The Vested Benefit Index (VBI) of the defined benefit category of which Council is a contributing employer was 103.1%. To determine the VBI, the fund Actuary used the following long-term assumptions:
Net investment returns 6.5% pa Salary information 3.5% pa Price inflation (CPI) 2.5% pa.
Vision Super has advised that the estimated VBI at 30 June 2019 was 107.1%.
The VBI is to be used as the primary funding indicator. Because the VBI was above 100%, the 30 June 2017 actuarial investigation determined the Defined Benefit category was in a satisfactory financial position and that no change was necessary to the Defined Benefit category’s funding arrangements from prior years.
Defined benefit 2017 triennial actuarial investigation surplus amounts The Fund’s triennial actuarial investigation as at 30 June 2017 identified the following in the defined benefit category of which Council is a contributing employer:
A VBI surplus of $69.8 million; A total service liability surplus of $193.5 million; and A discounted accrued benefits surplus of $228.8 million.
The VBI surplus means that the market value of the fund’s assets supporting the defined benefit obligations exceed the vested benefits that the defined benefit members would have been entitled to if they had all exited on 30 June 2017. Council was notified of the 30 June 2017 VBI during August 2017.
The total service liability surplus means that the current value of the assets in the Fund’s Defined Benefit category plus expected future contributions exceeds the value of expected future benefits and expenses.
The discounted accrued benefit surplus means the current value of the assets in the Fund’s Defined Benefit category exceeds the value of benefits payable in the future but accrued in respect of service to the investigation date.
An interim actuarial investigation will be conducted for the Fund’s position as at 30 June 2019. It is anticipated that this actuarial investigation will be completed in December 2019.
ANNUAL REPORT 2018/19
Financial Statements
Notes to the financial statements (continued)
9.4 Adjustments directly to equity
Adjustment arising from the recognition of land under roads. Council fully recognised land under roads at fair value in the 2017/18 financial year. The initial full recognition of land under roads recognised as an adjustment to Council’s accumulated surplus for 2017/18.
Land under roads is valued at fair value using site values adjusted for englobo land characteristics, access rights and private interests of other parties and entitlements of infrastructure assets and services.
The effect of Council fully recognising land under roads for the first time is to increase the opening balance of accumulated surplus by $5.691 million and increase property, infrastructure, plant and equipment by the same amount.
ANNUAL REPORT 2018/19
Financial statement
Certification of the financial statement In my opinion, the accompanying financial statements have been prepared in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014. Australian Accounting Standards and other mandatory professional reporting requirements.
Mr Blair Phillips, Certified Practicing Accountant Principal Accounting Officer Tuesday 24 September 2019 Tallangatta
In our opinion, the accompanying financial statements present fairly the financial transactions of Towong Shire Council for the year ended 30 June 2019. And the financial position of Council as at that date.
At the date of signing, we are not aware of any circumstances that would render any particulars in the performance statement to be misleading or inaccurate.
We have been authorised by the Council and by the Local Government (Planning and Reporting) Regulations 2014 to certify this Performance Statement in its final form.
Cr David Wortmann Cr Andrew Whitehead Ms Juliana Phelps, Chartered Mayor Councillor Accountant Tuesday 24 September 2019 Tuesday 24 September 2019 Chief Executive Officer Tallangatta Tallangatta Tuesday 24 September 2019 Tallangatta
ANNUAL REPORT 2018/19
ANNUAL REPORT 2018/19
ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19
1. Governance
Service / Indicator / Results Comment Measure 2016 2017 2018 2019
Transparency 3.00% 4.00% 2.78% 1.19% Council is committed to Council decisions made at public decision-making at meetings closed to the open Council meetings in public (Number of Council the interest of open and resolutions made at an transparent governance. ordinary or special meeting Meetings are only closed to of Council, or at meetings of the public in accordance a special committee with s89 of the Local consisting only of Councillors, Government Act 1989 when closed to the public a matter to be decided / Number of Council relates to a personnel, resolutions made at ordinary contractual, industrial or or special meetings of other prescribed matter. Council or at meetings of a There were a total of three special committee consisting decisions made at meetings only of Councillors) x 100 closed to the public in 2018/19 compared to seven in 2017/18 and nine in 2016/17 and 2015/16. Consultation and 52 0 59 58 Council did not participate engagement in or conduct a Community Satisfaction with community Satisfaction survey in consultation and 2016/17 following a 'value engagement for money' evaluation Community satisfaction rating conducted as part of the out of 100 with how Council 2016/17 budget has development. performed on community consultation and engagement Attendance 93% 93% 88% 90.59% The result recognises Councillor Councillor attendance at attendance at Council meetings. Formal Council meetings granting of leave of (The sum of the number of absence is obtained where Councillors who attended a Councillor is unable to each ordinary and special attend. Council meeting / (Number of ordinary and special Council meetings) x (Number of Councillors elected at the last Council general election)) x 100 Service cost $36,689 $37,282 $35,440 $37,601.04 Council compares well to Cost of governance other Councils on this Direct cost of the indicator. governance service / Number of Councillors elected at the last Council general election ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19
1. Governance continued
Service / Indicator / Results Comment Measure 2016 2017 2018 2019
Satisfaction 51 0 59 58 Council participated in Satisfaction with Council the 2017/18 Community decision Satisfaction Survey. Community satisfaction rating out of 100 with the Council did not to participate performance of Council in in or conduct a Community making decisions in the Satisfaction survey in interest 2016/17 following a 'value of the community for money' evaluation conducted as part of the 2016/17 budget development.
ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19 2. Statutory Planning
Service / Indicator / Results Comment Measure 2016 2017 2018 2019
Timeliness 18 36 63 64 Council has a small Planning Time taken to decide team consisting of two staff planning members. Our performance in this area has been applications The impacted by vacancies that median number of have been difficult to fill. A days between receipt total of 83 Planning Permit of a planning applications were decided in application and a 2018/19 compared to 65 in decision on the 2017/18, 76 in 2016/17 and application 98 in 2015/16. Service standard 98% 83% 50% 56.63% Council has a small Planning Planning team consisting of two staff applications members. Our performance decided within the in this area has been impacted by vacancies that relevant required have been difficult to fill. A time (Number of total of 83 Planning Permit planning application applications were decided in decisions made 2018/19 compared to 65 in within 60 days / 2017/18, 76 in 2016/17 and Number of planning 98 in 2015/16. application decisions made) x 100 Service cost Cost $3,003 $1,694 $2,903 $2402.91 This cost is inclusive of both of statutory the strategic and statutory planning service planning services as Council has a small team that delivers Direct cost of the both functions. There were statutory planning 87 received in 2018/19 service / Number compared to 57 in 2017/18, of 80 in 2016/17 and 101 in planning 2015/16. The lower cost in applications 2016/17 compared to other received years is due to the Planning team not having two full- time staff members for the whole year with contractors used to backfill on a part- time basis. In 2015/16, $104,108 of legal fees were incurred by Council defending a planning decision at VCAT. Without this expense the cost of the total planning service per planning application would have been $1,972.47.
ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19 1. Statutory Planning continued
Decision making 100% 100% 100% 0 There were no VCAT Council planning decisions in 2018/19. decisions upheld There was one planning at VCAT decision referred to (Number of VCAT VCAT in 2017/18, decisions that did not 2016/17 and 2015/16. set aside Council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications) x 100
ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19 2. Roads
Service / Indicator / Results Comment Measure 2016 2017 2018 2019
Satisfaction of use Sealed 10.48 12.70 8.99 10.32 Towong Shire has a large local road requests local road network (1,183 (Number of sealed local kilometres of local roads) road requests / Kilometres of relative to its small sealed local roads) x 100 population base spread over 6,635 square kilometres. This includes 378 kilometres of sealed local roads. There were 39 sealed local road requests in 2018/19 compared to 34 in 2017/18, 48 in 2016/17 and 39 in 2015/16. Condition 100% 99% 99% 100% Sealed local roads below the intervention level (Number of kilometres of sealed local roads below the renewal intervention level set by Council / Kilometres of sealed local roads) x 100 Service cost 0.00 $61.45 $37.37 0 There were no road (Reconstruction) Cost reconstruction works of sealed local road conducted in 2018/19 and reconstruction 2015/16. Direct cost of sealed local road reconstruction / Square The decrease in cost per metres of sealed local roads square metre in 2017/18 compared to the 2016/17 result is due to the nature of the reconstruction required for Council's small road reconstruction program for 2017/18.
Extensive reconstruction works cost significantly more than basic works. More extensive works may involve preparation of the road base to a greater depth or sealing with alternative resources to achieve improved outcomes (e.g. longevity or safety)
ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19 3. Roads continued
Service / Indicator / Results Comment Measure 2016 2017 2018 2019
Service cost (Resealing) $4.48 $4.22 $5.95 $5.15 The increase in costs from Cost of sealed local 2016/17 is due to a more road resealing expensive seal being used. A Direct cost of sealed local rubberised seal is being used road resealing / Square to extend the life of the seal metres of sealed local roads and reduce regular resealed maintenance. Satisfaction 54 0 58 58 Council’s performance is Satisfaction with sealed consistent with the local roads previous year and Community satisfaction remains above the state rating out of 100 with how average. Council has performed on the condition of sealed local roads Council did not to participate in or conduct a Community Satisfaction survey in 2016/17 following a 'value for money' evaluation conducted as part of the 2016/17 budget development.
ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19 4. Libraries
Service / Indicator / Results Comment Measure 2016 2017 2018 2019
Utilisation 1.82 1.55 1.43 1.51 There have been 22,310 items Library collection usage loaned (with the number of Number of library collection collection items available for item loans / Number of loan equalling 14,738 items) library collection items in 2018/19. This compares to 20,514 (14,334) in 2017/18, 22,053 (14,251) in 2016/17 and 24,382 (13,368) in 2015/16. Resource standard 33% 35% 38% 38.64% Council has committed to Standard of library expanding its library collection (Number of resources available for loan library collection items over the last few years with a purchased in the last five specific allocation being years / Number of library included in each annual collection items) x 100 budget since 2015/16. Over time this is increasing the proportion of the library collection that is less than five years old. Service cost $7.12 $5.94 $6.37 $5.44 The total cost of running Cost of library service Council's libraries for 2018/19 Direct cost of library service was $134,824 with 24,781 / Number of visits visits recorded. This compares to $149,690 and 23,486 visits in 2017/18, $152,161 and 25,596 visits in 2016/17 and $134,068 and 18,835 visits in 2015/16..
ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19 Libraries continued 10.56% Council provides two static Participation 9% 13% 12% libraries in its main centres of Active library Corryong and Tallangatta. members (Number of These libraries service our active library members small dispersed population of / Municipal population) 5,974 (ABS Catalogue 3218.0) x 100 which is spread over 6,635 square kilometres. Many residents reside outside the two main centres where the static libraries are located and may access other library services in neighbouring municipalities.
There were 639 active library members in 2018/19 compared to 727 in 2017/18, 760 in 2016/17 and 533 in 2015/16. A new library in Tallangatta was officially opened in August 2016 with opening hours increasing from 15.5 to 40 hours per week. This resulted in an increase on the number of active library members from 2015/16.
ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19 5. Waste collection
Service / Indicator / Results Comment Measure 2016 2017 2018 2019
Satisfaction 90.05 105.26 123.84 111.48 There was a total of 332 Kerbside bin kerbside bin collection collection requests requests in 2018/19 (Number of kerbside compared to 360 in 2017/18, garbage and recycling bin 298 in 2016/17 and 249 in collection requests / 2015/16. There were 180 Number of kerbside bin requests regarding broken collection households) x bins in 2018/19 compared to 1000 178 in 2017/18. Service standard 1.97 2.22 2.66 1.72 There was a total of 42 bins Kerbside collection bins missed in 2017/18 missed (Number of kerbside compared to 63 in 2017/18, garbage and recycling 51 in 2016/17 and 44 in collection bins missed / 2015/16. Council's kerbside Number of scheduled collection service lifts kerbside garbage and approximately 245,000 recycling collection bin lifts) x individual bins each year. 10,000 Service cost (Garbage) $135.69 $140.04 $136.77 $199.15 Cost of kerbside garbage collection service Direct cost of the kerbside garbage bin collection service / Number of kerbside garbage collection bins
Service cost (Recycling) $71.51 $85.26 $78.72 $102.74 Cost of kerbside recycling collection service Direct cost of the kerbside recyclables bin collection service / Number of kerbside recyclables collection bins Waste diversion Kerbside 32% 33% 33% 14.69% The assumptions of average collection waste diverted weight of recyclables from landfill (Weight of compared to garbage and recyclables and green organics used for this indicator organics collected from were updated following the kerbside bins / Weight of results of a kerbside bin audit garbage, recyclables and recently conducted. green organics collected from kerbside bins) x 100
ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19 6. Aquatic facilities
Service / Indicator / Results Comment Measure 2016 2017 2018 2019
Service standard 1.00 1.00 1.00 1.0 Council operates outdoor (inspections) seasonal swimming pools in Health inspections of Corryong and in Tallangatta. aquatic facilities The swimming pool season is Number of authorised from November to March. All officer inspections of Council aquatic facilities were Council aquatic facilities / inspected once each year. Number of Council aquatic facilities) Service standard 0 0 0 0 There have been no (incidents) reportable safety incidents Reportable safety across the reporting periods incidents at aquatic of 2014/15 to 2018/19. facilities Number of WorkSafe reportable aquatic safety incidents Service cost (indoor) 0 0 0 0 Council has no indoor Cost of outdoor aquatic facilities. aquatic facilities
Service cost (outdoor) $9.58 $8.65 $14.22 $10.32 Council operates two Cost of outdoor aquatic outdoor seasonal swimming facilities pools. There were 11,607 Direct cost of outdoor visits recorded in 2018/19 aquatic facilities less income compared to 11,708 in received / Number of visits 2017/18, 16,322 in 2016/17 to outdoor aquatic facilities and 13,071 in 2015/16. There were increased costs with operating the pools in 2017/18 compared to other years with maintenance works being carried out to investigate a leak at the Tallangatta Pool and additional water and electricity costs associated with the Corryong Pool upgrade. Utilisation 2.27 2.81 1.96 1.92 There were 11,607 visits Utilisation of aquatic recorded in 2018/19 facilities Number of visits to compared to 11,708 in aquatic facilities / Municipal 2017/18, 16,322 in 2016/17 population and 13,071 in 2015/16.
ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19 7. Animal management
Service / Indicator / Results Comment Measure 2016 2017 2018 2019
Timeliness 3.64 2.38 5.53 3.37 Towong Shire Council has a Time taken to action part time Ranger (20 hours animal management per week). There were 49 requests Number of days animal requests in 2018/19 between receipt and first compared to 53 in 2017/18, response action for all 52 in 2016/17 and 47 in animal management 2015/16. The nature of a requests / Number of request and when it is animal management received will determine how requests quickly it is actioned. If a request requires immediate attention Council has an on- call contractor to respond if the part time Ranger is not available. Other requests will be actioned on the next scheduled day of work for the part time Ranger. Service standard 50% 44% 50% 22.22% There were a total of nine Animals reclaimed animals collected (two (Number of animals reclaimed) in 2018/19. This reclaimed / Number of compares to eight animals animals collected) x 100 collected (four reclaimed) in 2017/18, nine animals collected (four reclaimed) in 2016/17 and six (three reclaimed) in 2015/16. Service cost $57.51 $55.87 $58.95 $59.52 Council has a part time Cost of animal Ranger (20 hours per week) management service and a contractor on call for Direct cost of animal any animal requests that management service / require an immediate Number of registered response. The cost to animals Council over the last four years for animal management has remained consistent. The main variable has been the number of animals registered. Health and safety 0.00 0.00 0.00 0.00 There have been no animal Animal prosecutions within the management reporting periods of prosecutions 2015/16 to 2018/19. Number of successful animal management prosecutions
ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19 8. Food safety
Service / Indicator / Results Comment Measure 2016 2017 2018 2019
Timeliness 0.00 0.00 1.00 1.0 There were two food Time taken to action complaints received in food complaints 2018/19. This compares to Number of days between one food complaint receipt and first response received in 2017/18 and no action for all food food complaints received in complaints / Number of food 2016/17 and 2015/16. complaints Service standard 100% 100% 100% 100% Food safety assessments Food safety assessments have been undertaken for (Number of registered class 1 all registered premises food premises and class 2 across the reporting food premises that receive an periods. annual food safety assessment in accordance with the Food Act 1984 / Number of registered class 1 food premises and class 2 food premises that require an annual food safety assessment in accordance with the Food Act 1984) x 100 Service cost $940 $1006 $980 $1014.73 Towong Shire had 88 Cost of food safety service registered premises in Direct cost of the food safety 2018/19. This compared to service / Number of food 88 in 2017/18, 84 in premises registered or 2016/17 and 79 in 2015/16. notified in accordance with These premises are widely the Food Act 1984 dispersed throughout the Shire (over 6,635 square kilometres). As a result, significant travel costs and time are incurred to service all premises.
ANNUAL REPORT 2018/19
Performance Reporting Framework Indicators 2018/19 Food safety continued
Health and safety 100% 100% 100% 100% There were seven critical or Critical and major major non-compliance non- compliance outcome notifications outcome issued in 2018/19. This notifications compares to thirteen in (Number of critical non- 2017/18, ten in 2016/17 and compliance outcome six in 2015/16 notifications and major non- compliance outcome notifications about a food premises followed up / Number of critical non- compliance outcome notifications and major non- compliance notifications about food premises) x 100
ANNUAL REPORT 2018/19
3. Maternal and child health (MCH)
Service / Indicator / Results Comment Measure 2016 2017 2018 2019
Satisfaction 93% 95% 117% 102.27% There were 44 birth Participation in first notifications received and 45 MCH home visit first MCH home visits (Number of first MCH visits conducted in 2018/19. This / Number of birth compares to 41 (45 visits) in notifications received) x 100 2017/18, 63 (66 visits) in 2016/17 and 51 (55 visits) in 2015/16.
Service standard 93% 100% 100% 100% Infant enrolments in the MCH service (Number of infants enrolled in the MCH service (from birth notifications received) / Number of birth notifications received) x 100
Service cost $64.60 $66.12 $65.79 $57.43 Cost of the MCH service (Cost of the MCH service / Hours worked by MCH nurses) Participation (general) 80% 82% 72% 81.31% There were 181 children who Participation in the MCH attended the MCH service at service least once in 2018/19 (Number of children who compared to 158 in 2017/18, attend the MCH service at 204 in 2016/17 and 197 in least once (in the year) / 2015/16. Number of children enrolled in the MCH service) x 100
Participation (Aboriginal 67% 100% 57% 66.67% Towong Shire has a small children) Aboriginal and Torres Strait Participation in the MCH Islander community (<1%). service by Aboriginal There are three children children (Number of registered with the MCH Aboriginal children who service that identify as an attend the MCH service at Aboriginal or Torres Strait least once (in the year) / Number of Aboriginal Islander in 2018/19 compared children enrolled in the MCH to four in 2017/18 and two in service) x 100 2016/17 and 2015/16.
Two of the three children have actively participated in the MCH service in 2018/19
ANNUAL REPORT 2018/19 156
Appendix 3
Appendix 4
Towong Shire Council Youth Plan
2019-2023
Page 1 of 31
Contents Executive Summary ...... 3 Mayoral Message ...... 4 Priority Areas ...... 5 Council’s role in Youth Services ...... 6 Who are Towong Shire’s young people? ...... 6 Engagement with young people and other organisations ...... 6 What have young people said? ...... 7 What are the aims of the Youth Plan? ...... 8 Where to now? ...... 9 Priority Area 1 - Community Connectedness ...... 10 Priority Area 2 - Health and Wellbeing ...... 11 Priority Area 3 - Recreation ...... 12 Priority Area 4 - Educational Pathways ...... 13 Priority Area 5 - Collaborative Approach ...... 14 References and key documents to support the plan: ...... 15 Appendices ...... 16 Appendix A - Youth Action Plan and Project Delivery Timeline ...... 16 Appendix B - Survey Results ...... 19 Appendix C - Community Engagement Feedback ...... 22 Appendix D - Data Review ...... 30 Appendix E - The Resilience Project ...... 30
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Executive Summary
The Towong Shire Council Youth Plan 2019-2023 provides direction for positive outcomes for young people.
Young people make an important contribution to our community. As a result young people were a key element of the consultation process. It is important that all young people are empowered to have a voice, provide input and to play an active role in our community.
The plan was also developed in consultation with key stakeholders and through the examination of current data. The plan outlines how organisations and individuals will work together to better support young people who live, work, study or play in the Shire.
The following five key themes have been identified as priority areas:
1. Community Connectedness 2. Health and Wellbeing 3. Recreation 4. Educational Pathways 5. Collaborative Partnerships
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Mayoral Message
It is a pleasure to introduce Council’s Youth Plan 2019-2023.
Towong Shire is the ideal place to live. Lying in the foothills of the Snowy Mountains with easy access to National Parks, Lake Hume, beautiful valleys and a pristine environment.
Towong Shire has a population of 5,985 residents, of this 14.2% are young people aged between 10- 25 years. Young people are active contributors to our community.
Young people are the future of Towong Shire, while it will always be necessary for young people to seek specialist education and employment opportunities, we hope that the experience of being valued and respected young leaders will encourage them to return in the future.
Towong Shire Council’s role is to build capacity, to support community endeavours that directly contribute to the quality and diverse opportunities for young people to Increase their passion and desire for living in Towong Shire.
Our aim is to support a connected, healthy and vibrant environment that will enable young people to thrive. We foster and encourage creativity, diversity and inclusion and remain committed to young people by delivering responsive programs through key themes identified during the Youth Plan consultation.
We support collaboration with key stakeholders to support young people, enabling opportunities for personal growth and development.
Cr. David Wortmann Mayor, Towong Shire Council
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Priority Areas
The consultation process identified 5 priority areas and strategies in the Plan. The priority areas respond and support young people’s current ideas and needs:
Priority Area 1 - Community Connectedness
Strategy 1.1: Develop partnerships with support agencies and services to deliver inclusive activities and events.
Strategy 1.2: Provide opportunities for transport to events and programs.
Strategy 1.3 Provide social opportunities that are inclusive.
Priority Area 2 - Health and Wellbeing
Strategy 2.1: Partner with agencies to deliver physical and mental health programs.
Strategy 2.2: Continue a coordinated approach with service providers.
Priority Area 3 - Recreation
Strategy 3.1: Deliver alternate and accessible recreational opportunities.
Strategy 3.2: Investigate opportunities to improve Skate Parks across the Shire.
Priority Area 4 - Educational Pathways
Strategy 4.1: Facilitate diverse opportunities for young people to demonstrate leadership.
Strategy 4.2: Facilitate programs to enhance employability.
Priority Area 5 - Collaborative Partnerships
Strategy 5.1: Facilitate referral pathways for young people.
Strategy 5.2: Continue to facilitate agency networking and planning.
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Council’s role in Youth Services
The Council Plan 2017-2021 contains a youth priority to “Develop a four-year Youth Plan and deliver FReeZA and other responsive youth programs”.
Council employs a part-time Youth Services Officer, limiting capacity in service delivery. Therefore it is critical to work in collaboration with key stakeholders to build community capacity to further support young people’s endeavours.
Council supports young people across the Shire through facilitation of planning, advocacy and delivery of inclusive youth programs.
Council remains committed to facilitating the development of young people and believe it is important that all young people are empowered to play an active role in their community. This will be achieved by working collaboratively with young people and key stakeholders.
Who are Towong Shire’s young people?
There are 891 young people aged between 10-25 years of age live in Towong Shire. Young people make up 15 per cent of the Shire’s population. With 39% aged 10-14 years, 37% aged 15-19 years and 24% aged 20-24 years (Census 2016).
In Towong Shire 26.4% of people attend an educational institution. Age groups of Of these, 25.6% were in Primary school, 25.2% in Secondary school young people in and 9.3% in a tertiary or technical institution (Census 2016). Towong Shire
24% 10-14 years Engagement with young people and other organisations 39% 15-19 years
A number of engagement activities were undertaken in 37% 20-24 years developing the Towong Shire Youth Plan 2019-2023.
Source: Census 2016 The activities were: Online survey Community Focus group sessions Chat Chart sessions at Secondary Colleges Post card promotion and video frame activities
Local and outreach service providers met with Council to consider how everyone could work together. “Focus Group” sessions were broadly advertised and delivered in Corryong and Tallangatta to enable young people, support agencies and community members to provide input into the planning process.
Page 6 of 31
The following support agencies provided input: Corryong Health Services North East Child Adolescent Mental Victoria Police Health Service (NECAMHS) Wodonga TAFE Gateway Health Tallangatta and Corryong Secondary Sports North East Colleges Junction Support Services St Michael’s Primary School Corryong Neighbourhood Centre Corryong Primary School
Young people participated in a postcard promotion activity, including 9 local Primary Schools. This activity asked young people “What one thing would make Towong Shire a better place for you?” Corryong Primary School and St Michael’s Primary School Tallangatta participated in this activity.
COMMUNITY OF PRACTICE MODEL Young people are the central focus, supported by a number of key service providers (as illustrated below).
Council
Local Support Schools Agencies Young People
Victoria Health Police Services
Outreach Support Agencies
What have young people said?
Between March and May 2019, an extensive community engagement process was conducted across the Shire. Ideas from 212 young people were recorded. Young people were asked “What one thing would make Towong Shire a better place for you?”
Key responses included, but were not limited to the following:
Music events Motivational speakers Self Esteem workshops Improved Skate Parks Alternative workshops Activites and engagement
Page 7 of 31
PT Sessions for girls More training opportunities All abilities programs Interactive playground for all children Pathways and engagement for youth Motor cross track AFL and Netball clinics Horse ridng clinics Career Expos Book Club Film/Digital sound production Colour Run Festival workshops
In summary, young people would like to see the following:
A variety of social and recreational youth events that provide opportunity for social connectedness, leadership and skill development. Opportunity to “voice” important issues relevant to them. Improved communication through Instagram and social media e.g. text messages and posters designed in a youth friendly way. More knowledge of outreach services available. To feel connected through schools, sporting clubs and local Health Services.
What are the aims of the Youth Plan?
The Towong Shire Youth Plan 2019-2023 outlines key themes and responses to support young people. The plan provides Council with a better understanding of young people’s needs.
Council aims to:
Enhance young people’s wellbeing and social health; Provide supportive environments to enable young people to thrive; Strengthen, community, social and family support for young people; Develop competence and personal skills of young people; and Improve and promote access to services.
What we know
There are a number of significant issues affecting young rural people. The issues highlighted at a local level included, access to transport, knowledge and access to outreach services, youth activities and opportunities for diverse recreation.
There is no public transport available to young people. Most young people depend on family for transport to access activities, community services, education, employment and/or training and recreational pursuits. The 2016 Census data reflects a level of disadvantage in Towong Shire; 27.9% of people receive a gross weekly income of less than $650 per week, compared to the 20.3% of Victoria and 20.0% nation-wide. A low socio-economic status impacts the ability of young people to access outreach services and entertainment.
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The consultation feedback indicated young people from across the Shire seek more support from outreach services. A collaborative and ‘Community of Practice’ model approach to service delivery for rural young people is critical for the ongoing health and wellbeing of young people.
Young people have access to 9 primary schools and 2 secondary colleges across the Shire. Secondary Colleges provide a range of welfare services to support young people. Secondary Colleges also work closely with Council Youth Officer to respond to current needs. E.g. respectful relationship training.
Of people aged 15 and over in Towong Shire, 9.4% reported having completed year 12 as their highest level of education attainment, 21.9% had completed a Certificate III or IV and 9.0% had completed an Advanced Diploma or Diploma (Census 2016) .
The consultation feedback indicated young people seek non-traditional sporting activities (football/netball), and instead seek music, arts and cultural opportunities.
Where to now?
The following pages contain the identified Priority Areas and Actions for delivery by Council In consultation with young people and key stakeholders. All identified actions are funded by FReeZA and other external means.
Actions have been prioritised based on the level of young people’s needs and interest area. An annual Action Plan will be developed to respond to and support young people’s needs.
Council will continue to facilitate the delivery of youth programs and services to empower and encourage young people to feel supported and connected.
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Priority Area 1 - Community Connectedness
Strategies to support improvements in this priority area
Strategy How will the What Who will Council How will we What priority be activities partner with? know it is resources approached? will this happening? will be include? needed? Strategy 1.1: Council will FReeZA Gateway Health Number of External work in programs Local Schools FReeZA grant Develop partnership Sporting Clubs programs funding- delivered FReeZA partnerships with agencies Inspirational Health Services
with support and services speakers Sports North East Regular Partnership agencies and Victoria Police network funding services to Skate meetings deliver Programs inclusive activities and events
Strategy 1.2: Provision of TAC L2P Corryong L2P program External transport Neighbourhood implemented grant Provide options for Transport Centre funding opportunities young people provided to VIC Roads A record of for transport events Wodonga TAFE transport to events and provided programs
Strategy 1.3 Work with Indigenous Local Schools Number of Existing community awareness Department of identified staff and Provide social groups to Education activities resources opportunities encourage the Art and Neighbourhood delivered that are participation of Cultural Centres External inclusive. young people programs Gateway Health Support grant in local cultural Local Health network funding and inclusive All abilities Services meeting activities programs Sporting Clubs regularly Sports North East Attend Latrobe Community disability Health support network meetings
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Priority Area 2 - Health and Wellbeing
Strategies to support improvements in this priority area
Strategy How will the What Who will Council How will we What priority be activities partner with? know it is resources approached? will this happening? will be include? needed? Strategy 2.1: Implement a Anti-Bullying Gateway Health Partnerships External broad range of programs Local Schools developed grant Partner with physical and Health Services funding agencies to Awareness and mental health Self Esteem NECAMHS deliver educational promotion programs Junction Support physical and programs activities Services mental health delivered Victoria Police programs
Strategy 2.2: Continue to Respectful Local Schools Love Bites External partner with relationship Neighbourhood program grant Strengthen a local mental programs- Centres delivered funding coordinated health providers Love Bites Health Services approach to delivery Victoria Police Awareness and Existing with service programs and Drug and NECAMHS educational Staff and providers services Alcohol Gateway Health programs resources Awareness Head Space delivered Develop a Program Junction Support coordinated Services Regular approach with Facilitate network service youth meetings providers services network
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Priority Area 3 - Recreation
Strategies to support improvements in this priority area
Strategy How will the What Who will Council How will we What priority be activities will partner with? know it is resources approached? this include? happening? will be needed? Strategy 3.1: Deliver a range School Local Schools Partnerships External of accessible holiday Sport North East developed grant Deliver recreational programs VIC Health with Sport funding North East alternate and opportunities Sporting Clubs Alternative accessible Walk to Neighbourhood recreational recreational Promote School Centres programs opportunities positive Program delivered wellbeing and social connectedness
Strategy 3.2: Investigate Explore Department of External External funding funding Justice funding grant Investigate opportunities opportunities Department of applications funding opportunities to improve Education submitted to improve Skate Parks Improvement Sport North East and/or Skate Parks of skate park Sport and sourced across the facilities Recreation Victoria Shire Development of Skate Park improvements
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Priority Area 4 - Educational Pathways
Strategies to support improvements in this priority area
What is the How will the What Who will How will we What priority? priority be activities will Council partner know it is resources approached? this include? with? happening? will be needed? Strategy 4.1: Encourage Link with Local Schools Provided with Existing and provide career expo Wodonga TAFE opportunities to Staff and Facilitate opportunities opportunities Gateway Health participate in Resources alternative diverse to engage in Neighbourhood career pathway opportunities leadership Centres programs for young and training people to programs demonstrate leadership
Strategy 4.2: Facilitate the Deliver Local Schools Programs External delivery of leadership Wodonga TAFE delivered in grant Facilitate programs to and skill Gateway Health partnerships funding programs to enhance building Neighbourhood with Gateway enhance employability opportunities Centres Health and employability and life skills Wodonga TAFE
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Priority Area 5 - Collaborative Approach
Strategies to support improvements in this priority area
What is the How will the What Who will Council How will we What priority? priority be activities will partner with? know it is resources approached? this include? happening? will be needed?
Strategy 5.1: Provide Identify and Local Schools Referrals and Existing directional promote Gateway Health support to staff and Facilitate pathways for support NECAMHS outreach resources referral Junction Support agencies young people, to services pathways Services feel supported for young Neighbourhood
people Centres Health Services Victoria Police Wodonga TAFE
Strategy 5.2: Develop linkages Regular Local Schools Outreach Existing with agencies to Youth Gateway Health support staff and Continue to provide outreach Services NECAMHS agencies are resources facilitate support to Network Junction Support linking with agency services and meetings Services local service networking programs established in Neighbourhood providers and Corryong and Centres Tallangatta Health Services Attendance at planning Victoria Police Youth Services Wodonga TAFE Network meetings
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References and key documents to support the plan:
Document references:
Towong Shire Council:
- Council Plan 2017-2021 - Towong Healthy Communities Plan 2013-2017
Australian Bureau of Statistics - Census 2016 http://quickstats.censusdata.abs.gov.au/census_services/getproduct/census/2016/quickstat/LGA26670 ?opendocument
Victoria State Government Health and Human Services- Youth Policy Building Stronger Youth Engagement in Victoria, 2016.
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Appendices
Appendix A - Youth Action Plan and Project Delivery Timeline
Project Delivery Timeline - 01 July 2019 - 30 June 2020 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0
All Abilities programs Love Bites Respectful Relationships North East Skate Park Series Walk to School Green Bean Project Youth Services Network School Holiday Program School Holiday Program Resilience Project Corryong Skate Park Improvements Victorian Youth Week
01 July 2019 - 30 December 2019 Theme Project Stakeholders Dates Budget Funding Body Location
Community All abilities Young people Ongoing- $2000 Department Corryong and Connectedness programs Sports North East School Health and Human Tallangatta (Area 1) Local Schools Holidays Services (DHHS)- Sporting Clubs Access Neighbourhood Centres
Health and Love Bites- Young people August $300 FReeZA Tallangatta Wellbeing (Area 2) Respectful Corryong Secondary Relationships College Victoria Police NECAMHS
Respectful Young People September- $300 FReeZA Corryong Relationships- Corryong October Consent and the Neighbourhood Law Centre NECAMHS Corryong Police Victoria Police Corryong Health Service Recreation (Area 3) North East Skate Young people November $4000 FReeZA Corryong Park Sports North East TAFE Victorian Skateboard Association
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Walk to School Vic Health October $15,000 Vic Health Shire-wide Local Primary Schools Snowy Valley Camp Tallangatta Neighbourhood Centre Local Health Services Educational Green Bean Young people August $1500 Gateway Health Tallangatta Pathways Project Tallangatta (Area 4) Secondary College FReeZA -Self esteem Gateway health -Skill Tallangatta Development Neighbourhood Centre Victoria Police Headspace Collaborative Youth Services Local Schools Ongoing $500 FReeZA Corryong and Partnerships Network Neighbourhood Tallangatta (Area 5) Centres Meeting held Tallangatta Local Health each term Secondary College Services Victoria Police NECAMHS Gateway Health TAFE
01 January 2020 - 30 June 2020 Theme Project Stakeholders Dates Budget Funding Location Body Community School Holiday Young people January $3000 DHHS- Shire- wide Connectedness programs Neighbourhood and April Access (Area 1) Centres Sport North East Schools Health and Resilience Young people TBC $18,900 FReeZA Shire- wide Wellbeing Project Schools Subject (Area 2) Health Services to Schools Gratitude, emp Neighbourhood available athy and Centres funding mindfulness Gateway Health
Please refer to Appendix E Recreation Corryong Young People March- $50,000 Towong Corryong (Area3) Skate Park Sport North East May Shire Council Improvements Towong Shire Council Community Sport and engagement Recreation Victoria Educational Victorian Young people April $2000 DHHS Tallangatta Pathways Youth Week Tallangatta 2020 (Area 4) Neighbourhood Centre
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Collaborative Youth Services Local Schools Ongoing $500 FReeZA Corryong Partnerships Network Neighbourhood and (Area 5) Centres Meeting Tallangatta Tallangatta Local Health held each Secondary
Services term College Victoria Police NECAMHS Gateway Health TAFE
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Appendix B - Survey Results
Q1. In your opinion, are there enough services, programs and activities for young people in our Shire?
I don’t know
No
Yes
0 20 40 60 80 100
ANSWER RESPONSES IS THERE ANY COMMENT YOU WOULD LIKE YES 22.22% 2 TO MAKE? NO 77.78% 7 Youth centre to hang out in would be great I don’t know 0.00% 0 Have a look at other Shires TOTAL 9 but you could always make them better
Q2. What do you believe is the ONE thing that is most important to do to make Towong Shire a better place for you? RESPONSES 1 A pontoon on the lake to jump from and swim to 2 Not too sure, perhaps create more social events 3 More sporting choices 4 More jobs 5 Activities and facilities for young people particularly 0-4 age group 6 Do more work on the skate park, just add more and make it better, so there's more stuff for people to work on, maybe get rid of the trees that are there because they suck and get sticks and stuff all over the park 7 More things for the younger ones to get involved in 8 I believe the freedom to explore creative outlets outside of sport are extremely limited for young people in the area. If there was a way for young people to access programs around art, music, gaming, skating, etc. youth would benefit greatly from these experiences. Also I think the skate park is highly underutilised as a possible youth hub. It's a very dangerous and poorly designed skate park. Disengaged young people especially meet a lot of social needs and develop important life skills at places like skate park from an early age. Some money towards making it more user friendly e.g. safer and easier ramps, lighting, seating, water, rounded rails, could be hugely beneficial for youth in the area 9 More activities
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Q3. Which of these do you think are important to focus on over the next four years? (Tick as many as you like)
ANSWER CHOICES RESPONSES Education and study options for young people 44.44% 4 Improving transport options 22.22% 2 Giving local young people more voice in the community 22.22% 2 Making sure young people have somewhere to live 33.33% 3 Attracting more youth activities and events 77.78% 7 Improving the general health and well-being of young people 55.56% 5 Mental health supports and services 77.78% 7 Providing more social opportunities for local young people 77.78% 7 Upgrading or creating new programs, facilities and spaces for physical activity 55.56% 5 Improving access to technology for local young people 33.33% 3 Attracting a broader range of support services for local young people 44.44% 4 Helping young people feel safer within the Shire 11.11% 1 Reducing bullying 22.22% 2 Other (please specify) Some more work experience, Just upgrade the skate 22.22% 2 park TOTAL 9 RESPONSES:
Q4. Where do you live?
Other
Tallangatta/Tallangatta Valley
The Peninsula
Mitta Valley
Upper Murray
0% 10% 20% 30% 40% 50%
ANSWER CHOICES RESPONSES Upper Murray (including Corryong, Biggara, Cudgewa, Shelley, Towong Upper) 44.44% 4 Mitta Valley (including Dartmouth, Eskdale and Mitta Mitta) 22.22% 2 The Peninsula (Including Bellbridge, Bethanga, Talgarno, Walwa) 0.00% 0 Tallangatta/Tallangatta Valley 33.33% 3 Other (Please Specify) 0.00% 0 TOTAL: 9
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Q5. Are you male/female?
ANSWER RESPONSES CHOICES Male 33.33% 3 Prefer not to say Female 66.67% 6 Prefer 0.00% 0 Female not to say Male TOTAL 9 RESPONDANTS: 0% 20% 40% 60% 80%
Q6. How old are you?
ANSWER RESPONSES More than 24 CHOICES Under 10 0.00% 0 15-24 11-14 11.11% 1 15-24 55.56% 5 11-14 More than 24 33.33% 3 Under 10 TOTAL 9 RESPONDENTS: 0% 20% 40% 60%
Q7. Do you identify as any of the following (please tick)?
ANSWER CHOICES RESPONSES Aboriginal or Torres… Aboriginal or Torres Strait 0.00% 0 Islander LGBITIQ LGBITIQ 0.00% 0 Living with a disability Living with a disability 25.00% 1
Other (please tell us) Other (please specify) 75.00% 3 TOTAL 4 0% 20% 40% 60% 80% RESPONDANTS:
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Appendix C - Community Engagement Feedback
Youth Plan Review 2019
Community engagement feedback
Chat Chart #1 Date: 25 March 2019 Venue: Tallangatta Secondary College Facilitator: Penelope Sell, Manager Community Services, Towong Shire Council Renee Carkeek, Youth Services Officer, Towong Shire Council Attendees: Students from Tallangatta Secondary College Years 7-12
Stakeholders responded to the following questions: 1. What one thing would make this Shire a better place for young people? Live Music x 7 Self-love workshops Festival x 2 Alf players- clinic Sporting Clinics Weekend evets Karaoke Jumping castles Colour Festival x2 Parties x 2 (fully sick parties) Fire works Concerts Colour Run x 3 Netball workshops Friday events Movie Nights Music and art stuff More job opportunities Water park- slide at pool “Gold Coin” days- Varity of activities. Sports Facilities Coffee Making Circus Need a big event (weekend or Friday Food and Fun nights) Community Fridge Youth Education Water balloons fight Bubbler at netball courts Girls night (pamper) Make up course Parades Zumba Master chef cook-off x 2 PT sessions for girls Sports clinics for girls Alternative workshops
Stakeholder meeting #1 Date: 2 April 2019 Venue: Corryong Council Chambers Facilitator: Penelope Sell, Manager Community Services, Towong Shire Council Renee Carkeek, Youth Services Officer, Towong Shire Council Attendees: Justin Tyers Jenni Wood Victoria Police Corryong Health justine,[email protected] [email protected] Ph. 60761666 Ph. 60763236 Sara Jenkins Gemma Whitehead CNC CNC
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[email protected] [email protected] Ph. 60762176 Ph. 60762176 Errol OBran Pauline Taylor CNC/SHS Corryong College [email protected] [email protected] 0428672306
Stakeholders provided collective responses to the following questions: 1. What is working well? 2. What could we do better? 3. What is the one thing that we could do better? 4. Where to from here?
What is working well? Headspace remote- Confidential digital counselling is working well at a school level. Outreach from Junction Support services- Adolescence Support and Navigator program. Youth Centre- approx. 20 young people accessing the Youth Centre. Provides a safe space, sense of belonging and allows them to be an individual.
What could we do better? Not a great understanding of issues relating to young people. Career Pathways for young people- expand options for young people and better parent education. Difficulty getting services to come to the Upper Murray Often making referrals to Child First, but not receiving any follow up or progress. Young people experiencing family violence. No local counselling services available to refer young people. Develop a matrix of Youth Services and support available in the area. Eheadspace- wider promotion needed of these services. Activity Sharing- greater understanding of what each organisation is delivering. Programs available for young people of all abilities. Development of a Youth Services Network- hold a meeting once a term. Lack of transport for young people. Better communication/ introduction to new people in agencies.
What is the one thing that we could do better? Communication/Coordinated approach x6 More advocacy for young people. How we engage? X2
Other comments: Gateway Health used to call into the Police Station regularly when in the area, this no longer occurs. Limited school resources. No local counselling service available to young people. Junction Support Services- case manager for the Adolescence Support and Navigator program attends Corryong regularly. Case Manager has links with the CNC and School.
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Chat Chart Session #2 Date: 2 April 2019 Venue: Corryong Secondary College Facilitator: Penelope Sell, Manager Community Services, Towong Shire Council Renee Carkeek, Youth Services Officer, Towong Shire Council Attendees: Students from Corryong Secondary College Years 7-12
1. What one thing would make Towong Shire a better place for you? Cricket clinics Travel Expos/ gap year Better roads Hand ball courts More sports- volley ball camps AFL clinics Horse Clinics Netball Clinics Snow trips x2 Shooting/Archery clinics Overnight camps Disability workshops Make up workshops Self-esteem workshops Career expos Motivational speakers Festival- Music (like the Yack Disability workshops folk festival) Film/ Digital sound production Media Workshops workshops. Global opportunities Corryong cricket team Revamp the skate park
Stakeholder meeting #2 Date: 3 April 2019 Venue: Tallangatta Community Centre Facilitator: Penelope Sell, Manager Community Services, Towong Shire Council Renee Carkeek, Youth Services Officer, Towong Shire Council Attendees: Sarah McQualter Penny Townshend School Focused Youth Service Coordinator Sports North East Gateway Health [email protected] [email protected] Ph. 57210252 Ph. 0429 605 617 Jaclyn Warchow Raquel Vogel Youth Resource Officer Victoria Police Victoria Police [email protected] [email protected] Ph. 60492 600 Ph. 60492 600 Tracey Penny Jacque Owens Adolescence Support Program Junction Support Services Junction Support Services [email protected] [email protected] Ph. 60437 414 Ph.60437 483
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Joclyn Ziebell Casey Boyd Assistance Principal School Captain Tallangatta Secondary College Tallangatta Secondary College [email protected] [email protected] Ph.60715000 Jake Maddock Matilda Fraser School Captain School Captain Tallangatta Secondary College Tallangatta Secondary College [email protected] [email protected] Tom Poulton Louise Scheidl School Captain Mental Health Promotions Officer Tallangatta Secondary College NECAMHS [email protected] [email protected] Ph. 0400315206 Victoria Conlan Jenny Gordon Wodonga TAFE Wodonga TAFE [email protected] [email protected] Ph.0428 233 469 Ph. 0411 021 252
Stakeholders provided collective responses to the following questions: 1. What is working well? 2. What could we do better? 3. What is the one thing that we could do better? 4. Where to from here
What is working well? Community Focus, partnerships to work together. Try to make do attitude- especially when it comes to getting outreach services and support.
NECAMHS 0-18 years support Mental health for young people Referrals via schools, TAFE, Police, Family and Maternal Child Health.
Victoria Police Justin (specialist 14+ years old) Present Cyber Safety Programs Road Safety Programs TAFE ELS Attending community events (multicultural) Defence Force Attending the Tallangatta Skate Park Launch Participating in the Tallangatta Sustainability Expo Respectful Relationships (Love Bites Facilitators) Working relationship with young people
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Sport North East Help sporting clubs- working with sporting clubs Participation Programs- modified sports- “Girls love Ultimate” Non-competitive indoor program. Corryong School Holiday Program Child Safe Implementation ‘Rock up’ Netball Co design workshop (excluding Towong at the moment)
Junction Support Services Outreach services to Towong Shire Adolescent Support Program Mental Health Services to young people Sexual Health Services for young people Mediation 12-18 year olds Referrals ‘Finding Solutions’ via CP (10-18years old) Short term support Referrals from local schools, GP or other services Individual assessments- emotional, social or housing (assist in setting goals) Volunteer Coordinated attends local community events Offer 25 outreach programs Navigator Program (Available to support young people with less than 30% school attendance)
Wodonga TAFE Proactive Policy Young People Outreach services Good school relationship Funding available Strong sporting clubs Job Vic project Opportunity to have a “Voice” Pathways School Councillors available Strong Foundation Access to Health Nurse Good Relationships Wodonga- Headspace and Gateway Health Reconnect Program 17-24 years
What could we do better? Make services more accountable for outreach support Who is Sport North East? How do we better connect/ communicate with young people? Communication- Posters, Text Messages, Digital Platforms…. What is it that is best for young people? Instagram (Indigo Shire have a Youth Page and works great for young people Engagement- What is available? More awareness, more choices of activities- employment options. Reconnecting as services providers- better promotion Listen to young people and their needs. More community Work – Victoria Police
NECAMHS More awareness and accessibility How to reach young people? Become more involved in capacity building activities (resourcing). Education of service (mental health literacy) How to navigate Mental Health Services. Page 26 of 31
What is the one thing that we could do better? Work together better with outreach services. More promotion of programs- with young people and support networks. Central Hub of communication- social media or digital platform More collaboration- Physical presence. Relationships with young people and services Quarterly meeting- involving young people, community/business/services clubs. Review current terms of reference of current youth services network. Shire led network.
Other comments: Youth Services Committee is a great network, however needs a purpose (work on the needs and trends of young people- what can we do to support them) Also if we could set the yearly meeting dates out in advance. “What can we do as agencies to better support schools?”
Postcards Completed by 5/6 students at nine schools across the Towong Shire.
Corryong:
1. What one thing would make Towong Shire a better place for you? I was wondering if we could get some more animal shelters and vets that are open 24/7. So if there is something wrong with your pet and there’s nothing open you can’t help it and it could die. Can we get some more parks and more shelter at the park, with a public toilet? My idea is to have a Book Club for kids who love to read. Also a bigger library specially a bigger section for tweens More pet days, shade at the Corryong Pool, to have a day at school where someone come to school to talk about machinery. Class Pet, Motorbike riding at school, Home and away actors at school Get Bliss and ESO to come and sing in Corryong. Lazer tag in Corryong, Rally car track around the place, bowling place, motor jam somewhere in Towong Shire. To have a skate park bowl Make a better skate park I would like to see something that gets kids off their screens. For example, some clubs for things like poetry, singing, writing. I would love to see a book club on a day either after school or on a Saturday. Another idea is a girl guides or scouts where we get to go camping and do things outdoors More activities for people with disabilities. More share at the parks (Attree Park), can we please have another movie night at the pool. Can we do a girl guides/scouts? Please make an enduro and super cross track in Towong A dog park in Corryong, shade at the dog park Have more fresh food in stores. More shade in the park. Pet adoption. More playgrounds. Pet clinic, bigger vet clinic, dog Training Park, horse adoption, and animal training Mini golf, arcade and lolly shop A horse clinic, author visit, honour Mitchel to come talk to our school, Guy Maqueen to ride his horse in the 5/6 classroom Game night- not board games e.g. Fortnite, Minecraft, Overwatch etc. Motor Bike track, better Skate Park, laser tag, EB games Art Club- for people who want to get better at art To have a super cross track and endure track Mountain and motorbike tracks in Corryong Page 27 of 31
More shade in the park, PINK coming here and singing autograph. Harry Potter club and Petting Zoo Have a mountain bike track in Towong To build a motor cross track in Corryong A water slide, photo booth in Attree Park, Pyjama day, baking that goes towards cancer and cooking workshop I want a motor cross track, a super cross track, an enduro track and motorbike workshop at school and motorbike clubs EB games, Laser tag Motorbike track and a bike track Horse clinics, heritage days and plant workshops To build a motorbike track in Corryong Petting zoo, Duck pond at the park- I love animals. Pelican park like Tallangatta Scouts, Motorbike riding track, Bring your siblings to schools, PJ day- a day were teachers listen to us To build a motor cross track in Corryong 1) To have a red nose day at school. I think every class should come up with a different idea to raise money to prevent cot death. The class with the most money raised will be named the winner. 2) To have a war day. We get a person or descendant or a war hero to talk and promote light horseman of the Upper Murray to 5/6 students and the other year 9/10 the fallen book when it comes out A park like Pelican Park in Tallangatta, Petting zoo, duck pond, more water bubblers, more public toilets If we could have famous motorbike riders such as Graham Jarvis Build an activity centre. Famous netball people come and do clinics. Fountain in Attree Park. More Shade in parks/pools. Richmond footy team to come! Motorbike track Motor Bike track. AFL players come to Corryong College. Famous netballers to do clinics. More shade in pool/parks. Geelong Cats footy team. More netball courts Pool opening hours to be extended later at night and to be open for more weeks. More fun social night in town pool/park Have an enduro track in Towong as well Family fun days- for kids/ families with disabilities. E.g. previously held in Walwa 2018 To have a super cross track in Towong A motor bike track in Corryong Famous sports people to come and run some clinics for us A motorbike track in Corryong
Tallangatta :
1. What one thing would make Towong Shire a better place for you? Amaze in Tallangatta At the skate park, we would like to have a smaller area for the young kids, like at White box Wodonga. We would also like more things to do down there Add more to the Skate Park and make more stuff at the park (Tallangatta) Make the Tallangatta playground for older children Make a big park for the bigger kids (Tallangatta) Kids hang out in Tallangatta A better playground- Tallangatta A more interactive playground for all age children. Something like bight maybe? Playground certainly needs work please To maybe, fix more broken footpath- Tallangatta Water park- Tallangatta
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A beautiful gardens (mini botanical) full of amazing colours and fragrances for people of all ages to come and enjoy for strolls, peacefulness, solitude, picnics and fun Make the public Wi-Fi at the library work better- Tallangatta
Video Frames Pathways and engagement for youth Water Bubblers Water slide for pool or maybe inflatable Greater variety of sports offered to young people in Towong Shire. Youth who are previously inactive to participate in something they enjoy Improve swimming pool for kids and families More trees and gardens To improve Corryong Skate park Corryong Skate Park needs a do up Couple more jumps at the skate park Diving board and the swimming pool Improved skate park more jumps and ramps More water based activities Swimming pool bigger and diving board Few more jumps at the Skate Park Activities/engagement opportunities. Workshops in leadership and mentorship- all community approach when it comes to young people Be more enjoyable More variety for young people not interested in traditional sports. Creating a hub for young people to connect and create social networks More training opportunities for young people- key employable skills before they get to the workplace More school holidays to visit nana and pop More girl groups/girl scouts More footy support Love to work with young people with the boxing component to learn cognitive work, to get the brain going to build trust back into the relationships and the community Film workshops Netball clinics Love to see more sport activities Like to see more social events for youth in Corryong Women self-esteem ran in Corryong Improved Skate park for all kids to have fun on More night life Better night life The Skate Park a bit bigger and better Like the Skate Park to be better Like to see shade cloth over the playground More scholarships for young people
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Appendix D - Data Review
Community Feedback and Key Themes 100 80 60 40 20 0 Community Health and Recreation Collaborative Educational Connectedness Wellbeing Partnerships Pathways
Young People Service Providers
Appendix E - The Resilience Project
Sample Community Program 2019
The Resilience Project delivers emotionally engaging programs to schools, sports clubs and businesses, providing evidence-based, practical strategies to build resilience and become happier. The Resilience Project has delivered programs to over 650 schools around the country and worked with many elite sporting teams including the Australian cricket, netball and soccer teams, NRL and AFL clubs. Through presentations, wellbeing journals, school curriculum, teacher diaries and our app, The Resilience Project seeks to help all Australians become mentally healthy.
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Overview The Resilience Project will implement a program for the schools and the wider community that will include presentations as well as resources to support an ongoing focus on developing positive mental health strategies.
Schools program As part of the schools program, The Resilience Project delivers presentations to staff, students and parents with a focus on building a strong connection across the whole school community to developing positive mental strategies. There are a number of short and long-term benefits for all who are involved in the program including; - Assisting them to build their resilience - Helping them to feel happier and improve their overall wellbeing - Providing them with the skills and tools to help them thrive at school and in their personal lives
In terms of the presentations, they are based on three key strategies: • Gratitude (appreciating what you have, not focusing on what you don't have) • Empathy (thinking of the needs of others/kindness) and • Mindfulness (being present in the moment, not becoming distracted by unhelpful or negative thoughts) The presenter will tell stories of their own experiences to highlight these strategies and the ways that these can be used to promote positive mental health and their application in the school environment and at home. If there are topics you would like focused on for the student sessions these can be incorporated into the program.
Program Structure • Staff PD session • Student sessions that are tailored to four specific groups Primary F/1/2/3 and 4/5/6 Secondary 7/8/9 & 10/11/12 • Community & Parent night • Journals and Apps resources for wider community • Resilient Youth survey (To be completed by all students completing the program)
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Appendix 5
N
Owner 1 (Sections 2 & 4)
Road to be closed (2 parts) : 802m²
Road to be opened (2 parts) : 802m²
Owner 2 (Section 6)
Road to be closed : 569m²
Road to be opened : 569m²
Date 10/09/2019 Sheet 1 of 1 Legend Plan of Land Exchange Drawing No. 306949P01 Version 1 Kurrajong Gap Road & Harris Street CAD Ref. F:\30\306949\306949-SUB\DWG 445 Townsend Street Road to be closed Drawn By EPS Checked By PO Box 3400 Bethanga Albury NSW 2640 T 61 2 6051 1300 Road to be opened Co-ordinate Datum Scale A3 12.5 0 12.5 25 37.5 spiire.com.au
MGA55 1 :1250 Lengths are in metres REV AMENDMENT APPROVED DATE Appendix 6 TNE Activity Report – Towong Shire Council 2019-20 Q1
1. Introduction
Tourism North East (TNE) is the regional tourism board for the High Country, charged with leading strategic supply and demand driven tourism initiatives that deliver strong outcomes to the local visitor economy. It operates across the key areas of regional marketing, industry development, infrastructure and product development, strategic planning, advocacy and research, and works collaboratively with a range of stakeholders to drive visitation, yield and dispersal throughout the High Country.
At the end of each quarter, TNE produces a report that provides an overview of all the regional activities that Towong Shire Council invests in, and key deliverables within that period. Following is the report for the first quarter of the 2019/20 financial year. During this period, highlights have included the impressive results that have been associated with the finalisation of the 2018/19 Ride High Country marketing campaign, along with securing grant funding for a dedicated digital resource to work with operators to enhance their digital skill-set. Further information about these initiatives are included in the following report.
2. Ride High Country Campaign
2.1 Ride High Country 2018-19 Campaign Results
TNE manages a four year, $4.4 million Ride High Country cycle tourism strategy and marketing campaign to lead cycle tourism efforts for Victoria’s High Country. Primarily funded by the Victorian State Government, the strategy identifies two key objectives to be achieved by the end of the four-year campaign:
● To double cycle tourism to the High Country (from 103k to 206k visitors). ● To increase cycle tourism yield by an additional $37million per annum (from a baseline of $49 million).
The first year of the Ride High Country campaign was delivered in 2018/19. It focused on increasing brand awareness and positioning the High Country as ‘Australia’s premier cycling destination’. This approach has produced exceptional results with the effect of the campaign being felt immediately. Year one of the campaign has delivered an extra 40,000 cycling tourists to the High Country over the past year, producing an additional $31 million in visitor spend, immediately impacting the regional economy.
Representing a growth of 41% in terms of cycling visitor numbers and a total yield of more than $81 million, High Country cycle tourism growth has outstripped the rate of both cycle tourism across the State and visitor growth to the North East Region more generally. Equally as impressive, it has been validated that Victoria’s High Country attracted a significantly higher number of cycling visitors than any of the key cycling regions nationally, thus establishing it as ‘Australia’s premier cycling destination’.
2.2 Campaign Overview 2019-20
Building on the foundations of success in 2018/19, the second year of the campaign in 2019/20 will focus on driving brand awareness. As such, it will primarily be an above the line execution that incorporates a range of mass media channels to stimulate brand recall and recognition.
These marketing efforts will focus on the promotion of the hero products and competitive differentiators of the Ride High Country offering, showcasing the array of cycle products that establish the High Country’s ride experiences as being the best in Victoria. Telling the complete destination offering, as it relates to the cycle tourism experience, will be key in establishing the region as the leader in this space.
Key components of the 2018/19 campaign are noted in the following, primarily targeting the core metropolitan Melbourne market:
a) Above the Line Media – mass market media channels for broad engagement
● Out of Home (OOH) – Premium ‘roadside’ (large and medium format billboards), bus shelters and bus backs in high-traffic, high-impact locations that have been geotargeted for maximum reach amongst core segments. ● Melbourne Airport Domination – an activation involving linked signage and vision throughout both the Qantas and Multi Airline Terminals that will allow Ride High Country to dominate the consumer journey of domestic and international travellers. ● TV - Ride High Country TV commercial to be aired across key programming including SBS’s coverage of Le Tour de France. ● Content Sponsorships – primarily with cycling publications to reach engaged audiences with high frequency via a combination of digital advertising and editorial. ● Digital Advertising – targeted digital advertising on key cycling, news, and entertainment sites, as well as advertising via Video on Demand channels. ● Print Advertising – advertising with limited cycle titles, particularly those with leverageable PR opportunities. ● Ride High Country Managed Digital – reaching consumers through the Ride High Country website and social media platforms, and also search engine marketing. ● Ride High Country Ambassador - Mount Beauty local and Mountain Bike World Champion, Paul van der Ploeg, will be appointed as a Ride High Country Ambassador and the face of the above the line campaign.
b) Below the Line Media – targeted and personalised engagement
● Ride High Country Guide - the production of a piece of collateral that inspires visitation to the region, and assists with navigating the product once here.
● Events and Exhibitions – attending cycle events and expos enabling direct engagement with high-value visitors to promote the regional ride offering and supporting tourism experiences. ● Visitor Study - including the design and reporting of the annual cycling visitation review. ● Database Acquisition and Communication – growing current cycle tourism databases and communicating in a direct and meaningful manner with both awareness and conversion in mind. ● Public Relations – PR via targeted media channels to influence consumer opinion and travel trends, and keep the regional cycle offering front of mind. ● Strategic Marketing Alliances – with brands in the cycle space that have strong profiles and presence within the cycling community, and can add credibility and reach to the campaign.
c) Cooperative Marketing Partnership – extending campaign reach and engagement TNE will use the cooperative marketing budget to work with other entities to deliver mutually beneficial cooperative promotional activities. Primary consideration in this space will be given to opportunities that support and leverage broader State marketing initiatives delivered by Visit Victoria. Confirmed activities include:
● Ride High Country TV Report - running for 12 weeks over the summer months, on both Metropolitan Melbourne and Regional Victoria TV. ● Jayco Herald Sun Tour - advertising to drive awareness and visitation.
New Ride High Country assets will be captured to bring this campaign to life, including dedicated Ride High Country photo and vision shoots, asset development via partnerships and user generated content. ‘Australia’s premier cycling destination’ will be utilised across all creative as the campaign positioning statement while ridehighcountry.com.au will act as the primary call to action.
2.3 Ride High Country Digital Assets a) Website The Ride High Country website - ridehighcountry.com.au - is the central call to action for the cycle tourism marketing campaign.
The Ride High Country website performed very strongly in the first quarter, servicing 22.4k sessions, up 41% compared to the same time last year. Editorial content achieved 45.6k pageviews spread relatively evenly across the Road, Rail Trail and Mountain Bike disciplines.
During the quarter, Organic Search was the largest source of traffic to the Ride High Country website (54%) and continues to reinforce the benefits of multi-year marketing activities.
b) Social Channels Ride High Country continued to perform very strongly across Facebook and Instagram, with the majority of content derived from the new Ride High Country Hero Video that was featured as part of the television commercial during the SBS coverage of the Tour de France. The 6 minute video has now been repurposed for various content uses across Facebook, Instagram and Audience Network ads.
Overall engagement versus reach has increased since the first half of 2019 due to the use of Facebook's Lookalike and Retargeting audience features to target content at more engaged people across Victoria based on data collected during the 2018/19 year.
Paid content was minimal during quarter one, being the ‘off-season’ for cycling, but still achieved 143k views and resulted in over 52k engagement actions and 1723 link clicks to the website. Organic engagement this quarter had 9.9k engagements actions across 37 posts.
FACEBOOK Objectives Metric KPI ACTUAL
Brand advocacy Engagement rate 4.0% 4.7% Fan acquisition New pages likes increase 5.2% 5.2%
Instagram engagement remains high. Content activity was again targeted at strong channel growth. The aim is to achieve 10k followers in order to unlock the level of functionality (analytics, post and story links, discover channel placement, etc.) that will make Instagram a more effective marketing and engagement channel. This should now be achieved by quarter three of 2019/20, six months earlier than anticipated. In quarter one, Instagram content was seen by over 245k people and resulted in 10k engagement actions.
INSTAGRAM Objectives Metric KPI ACTUAL Brand advocacy Engagement rate 2.2% 6.3% Fan acquisition New followers 2.3% 6.3%
RIDE HIGH COUNTRY FACEBOOK PAID CONTENT HIGHLIGHTS:
Towong Shire was well represented via Ride High Country social channels during quarter one. It was featured on both the Facebook and Instagram feeds via TNE content related to the High Country Rail Trail and road cycling at Dartmouth Dam, and User Generated Content from cross country cyclists exploring the Mitta region.
Content Highlights:
3. Ride High Country Guide
December 2019 marks two years since the distribution of the first Ride High Country Guide, a fresh take on the previous North East Victoria Cycle Guide. To ensure this Guide remains timely and relevant with a rapidly evolving cycle market, the next edition of the Guide will be ready for distribution in December 2019, before this year’s busy Christmas period. Over 55,000 copies will be distributed across the region, Victoria and more widely over a two year period.
With a rich library of images on-hand, the Ride High Country Guide will have a fresh look along with new editorial and destination content produced by professional copywriters, ensuring continued appeal to target markets.
At the time of writing this report, the Guide is at artwork proofing stage and is on-track for a December delivery.
4. Feast High Country Campaigns
4.1 Feast High Country Overview
The Feast High Country brand represents the region’s food/drinks pillar, effectively unifying a strong and diverse industry. The long-term objective of the Feast High Country brand is to raise awareness of the High Country’s breadth of food and drink tourism experiences, and help position the region as a ‘must-visit’ destination for associated target segments.
The 2019/20 Feast High Country marketing will draw on the creative approach from last year’s ‘Join our table’ campaign, leveraging the brand awareness and recognition that this program generated. This concept celebrates the people that capture the essence of High Country’s food/drink offering, and conveys the welcoming feel and authentic spirit that is alive and well in the region. It features portrait-style imagery of the region’s industry personalities with copy that depicts their impressive credentials, history and connection with the region.
4.2 Brewery Campaign
TNE is currently working on a brewery tourism marketing program with the craft breweries of the High Country Brewery Trail. There are now nine breweries that make up the trail - with newcomers this year including Mitta Mitta Brewing Company, Billson’s Brewery and Malt Shed - all added to the website and collateral.
The Feast High Country brewery campaign will have a slightly different look and feel to the other Feast campaigns, reflective of its highly targeted nature. The ‘And Beer’ campaign video from last year’s campaign will be used again in relevant digital placements, whilst the breweries and brewers themselves will be highlighted in other relevant executions (e.g. content partnerships), in line with the welcoming feel and authenticity conveyed in the food/wine campaigns.
The brewery campaign will commence in late-spring, with the following planned to promote brewery tourism via the trail:
● Content partnership via Broadsheet (consisting of editorial, imagery/video, EDM inclusion, digital display and social media. ● Solus EDM to Visit Victoria’s email database of 60,000 (dedicated High Country Brewery Trail content) ● Social media campaign via the Feast High Country Facebook page.
TNE is also currently developing a new fold-out guide, which will be in-market mid-to-late October, coinciding with the launch of the group’s latest collaborative brew under the brand Rule 47. The brochure has been redesigned to be a useful map and detailed guide to the Brewery Trail and its venues, as well as highlighting a number of ‘hidden gems’ identified by the brewers themselves including things to see, do, eat and drink across the region.
4.3 Feast High Country Festival - New Strategic Approach
The Feast High Country Festival (previously High Country Harvest) has just completed its 8th year as the signature food/drinks event for the region. The first Festival took place in May 2012 and involved around 20 business curating just over a dozen events. The Festival has been successfully delivered each May since that time, growing from a 10-day offering to the current 16-day program that now involves 102 individual High Country food and wine businesses and up to 50 individual events.
When the Festival was first developed, it was contemporary and market leading, unlike anything else offered in regional Victoria. While the Festival has continued to move from strength to strength in terms of participation and broader regional visitation and spend, it is no longer driving innovation in this sector, and has become one of many food/drink festivals offered throughout regional Victoria. As a result, the food and drinks event space has become very cluttered and the 2019 Festival was plagued by later booking patterns and difficulties in achieving cut through in the over-serviced events space.
Within this context, TNE is looking to commission an events strategy that will create a new signature event for the High Country, evolving the Feast High Country Festival into a new and bold offering that may extend beyond the food/drinks space and work in a complementary way with other regional product pillars. TNE is currently liaising with Visit Victoria to understand key opportunities in this regard.
As such, the Feast High Country Festival event will not progress in 2020 while the strategy is under development. However, TNE will work with signature food/drinks events in each LGA in the High Country to provide elevated event support during this transition period, ensuring that hero experiences are still effective in driving food/drinks tourism. Additionally this process will maintain the momentum of industry development around food/drink events with operators that has been a major focus of the Feast High Country Festival to date.
4.4 Feast High Country Digital Assets
a) Website The Feast High Country website is the primary call to action for all Feast marketing campaigns.
In quarter one, the Feast High Country website saw growth in visitation compared to the same time last year, however this was off a low base given the start-up nature of the Feast High Country brand. The site saw 3,400 visitors during the quarter who viewed a total of 6,830 pages.
During the quarter, 18 new pieces of editorial content were curated with content covering each of the five sub-pillars - Food, Wine, Craft Beer, Cider and Distilled and Produce and Farm Gates. Most of these pieces were as a result of one on one interviews with growers and producers.
b) Social Channels In the last quarter (quarter four of 2018/19) there was significant paid content associated with the Feast High Country Festival. However, in quarter one of the new financial year, there were no Feast campaigns in market so no paid content. As expected, the total reach and number of engagements were down on the previous quarter, however the reach and engagement were very healthy for organic-only activity, engaging more of the audience it reached.
FEAST HIGH COUNTRY FACEBOOK Metric KPI ACTUAL Brand advocacy Engagement rate 2.4% 7.9% New pages likes Fan acquisition increase 4.0% 8.5%
FEAST HIGH COUNTRY INSTAGRAM Objectives Metric KPI ACTUAL Brand advocacy Engagement rate 2.23% 7.5% Fan acquisition New followers 2.27% 4.8%
Towong featured across 10 Feast High Country social posts this quarter, with top performing posts showcasing the Mitta Mitta Brewery. Other posts covered the High Country Brewery Trail collaborative brew day, IBAA winners, newcomers to the High Country Brewery Trail and a link to the Feast website on produce for an AFL Grand Final spread. The top performing post for Facebook was a slideshow format achieving an engagement rate of 16.44%, with the top performing post for Instagram achieving a rate of 5.49%.
5. Walk High Country Campaign
5.1 Campaign Overview
The Walk High Country brand leads regional marketing efforts in the nature-based tourism pillar, representing a product that has widespread appeal across key market segments. Walking constantly ranks as the number one ‘alternate/extra’ activity of those who have travelled to the High Country to experience other activity options (including cycling, snowsports and food & wine), and integrates well with all other products/attributes that the High Country is known for.
The first campaign execution for this pillar was successfully executed throughout summer and spring of 2019. The second year of this campaign will look to build on these foundations to raise
awareness of the High Country walk offering amongst key target markets whilst positioning the High Country as a ‘must walk’ destination.
5.2 Marketing Program The 2019/20 Walk High Country marketing campaign will be designed to target two high value priority segments: Destination Explorers and Committed Hikers, residing in Victoria. To capitalise on cooler weather and opportunity for immediate impact (with 6 x public holidays in close succession), the primary campaign activation will take place in February and March of 2020.
This campaign is still in strategic planning, but likely to include a range of high impact creative across several integrated channels including: out of home, digital advertising, content sponsorships, PR, TNE managed digital channels and Visit Victoria co-funded marketing channels.
5.3 Walk High Country Digital Assets
a) Website The Walk High Country website saw strong winter quarter visitation with 12.8k visitors, viewing a total of 35.9k pages. Comparisons to the same time last year do not yield any actionable insights given the ‘just launched’ nature of that time.
b) Social Channels Walk High Country social channels continued to experience high organic engagement (5.24%) and strong growth (+18%). While the majority of the region’s hero Walk High Country activities were dormant during this quarter due to winter, the social channels continued to perform well and above industry benchmarks.
The quarter finished with a significant spike in reach and growth due to the Festival of Short Walks paid campaign during September.
6. Industry and Product Development
While significant efforts are dedicated to driving demand for the High Country offering, it is essential that a commensurate effort is committed to diversifying and enhancing the supply side of the tourism equation. TNE delivers on this need through the provision of a broad range of industry and product development services that are focused on providing a high-quality tourism experience.
6.1 Industry Development
TNE supports existing High Country tourism operators in optimising their businesses and the experiences they offer visitors. This work includes up-skilling industry through mentoring and briefing sessions, identifying and working with businesses to fill gaps in the regional tourism offering, managing industry communication efforts, and driving ongoing industry and product innovation. It also involves facilitating relationships and tourism efforts between industry, Government organisations, tourism associations and other public and private entities to drive regional collaboration and growth.
Throughout the first quarter of 2019-20, TNE has delivered a range of initiatives in this space for Towong Shire including:
● The delivery of a Data Smackdown regional workshop that included Towong Shire operator representation. This session provided a summary of TNE’s research and top-line findings across all pillars, providing insights into many of the key market segments currently visiting the High Country.
● Facilitating or being involved in a range of meetings/sessions relevant to Towong Shire tourism experiences and opportunities:
○ Assisting in the development of the Mitta MTB Park Masterplan with consultant Terrain Trail Construction. ○ Facilitating and attending the High Country Brewery Trail’s annual collaborative brew day, this year held at Trail newcomer, the Mitta Brewing Co. ○ Meeting with GTR events to discuss the proposed route for the 2020 Jayco Herald Sun Tour and town activation opportunities. ○ Facilitating discussion with Regional Roads Victoria to develop road cycling signage across region.
○ Facilitating and presenting at quarterly Visitor Information Centre meetings.
● Strategic engagement with other associations and organisations to progress Towong Shire tourism priorities including Regional Development Australia, Regional Development Victoria, and Ovens Murray Regional Partnership.
6.2 Product Development
In the product development space, TNE works across the region to deliver tourism projects of scale, most of which are supported by grant funding. TNE is instrumental in securing this funding, leveraging its reputation with Government for developing and delivering significant and strategic projects that have the potential to be regional gamechangers.
TNE also works directly with its public and private sector partners to assist them in delivering new products and experiences that have the ability to enhance the destination offering, and diversify the broader regional landscape.
In quarter one, the projects that TNE has been working on in this space relevant to Towong Shire are as follows: a) Human Capital Review Project Attracting and retaining quality tourism staff in the High Country is increasingly one of the key challenges facing local tourism businesses. Workforce issues are impacting current tourism operations, as well as limiting the industry's ability to diversify and grow. In 2018/19, TNE initiated a Human Capital Review to define this issue, including qualifying existing staffing shortfalls and quantifying the value of future demand for services and staff.
This project was completed in quarter one, which identified the key following issues:
● Recruitment issues: 72% of businesses have faced recruitment issues, which is the most common staffing problem reported by employers. This problem is largely seen to be the result of low regional unemployment, and is exacerbated by the fact that hospitality is not seen as a profession.
● Urgent chef shortage: The most consistent and concerning issue in recruitment is the attraction, appointment and retention of chefs and other kitchen staff. The quality
and reputation of the employer is irrelevant - hatted restaurants face the same workforce challenges as non-hatted businesses. Unlike other tourism professions, most positions offered in the kitchen are full-time and offering well above award wages. The loss of the 457 visa was highlighted as a major issue in this space.
● Not a career: 66% of employees felt that their current job is not in their chosen career. This lack of personal investment in jobs is leading to high staff turnover, adding to the instability of an already fragile market.
● Poor/inadequate training: Staff training is not a priority. Most businesses deliver very little training, despite the fact that this lack of training causes other business problems. However, 46% of employees stated that training and development was highly motivating to them. Training delivered by TAFE and education providers is seen as ineffective at meeting staff and business needs.
● Workforce casualisation - Casualisation causes issues for both employers and employees. For employees, it leads to a lack of commitment to the employer as they search for higher job security and more reliable income. With lack of commitment comes less motivation to give up weekends and public holidays for work. Employers need staff to be available when they require, in particular for all the unsocial hours, however in return cannot offer reliable hours.
● Lack of suitable accommodation: While this has been a long-standing issue for snow resorts it is now prevalent across the industry. In Bright, Rutherglen and Mansfield the rise of the popularity of AirBnb over longer term rental models and increasing property prices are causing issues across the board, but in particular with lower paid staff.
● Visa issues: Over 30% of employers have employees on visas: ○ Visas for permanent staff - The removal of the 457 skilled migration visa was seen as detrimental to the industry’s capacity to deliver. In particular the lack of qualified kitchen staff is holding back the progress of the businesses and the region. ○ Visas for casual/seasonal staff - Casual staff employed on a working holiday visa are seen as a great way of finding motivated, skilled employees to assist with seasonal highs in business. As these periods often last for 3-4 months there is a desire to see the timeframe for visas extended from 88 - 120 days.
● Centrelink Benefits: Employers report that when employing staff also on Centrelink benefits, the hours staff are prepared to work is impacted by the maximum hours permitted by Centrelink before benefits are reduced. The sentiment is that this group of staff is unwilling to accept additional hours during busy periods as it detrimentally affects their Centrelink payments.
● HR Management: While not a major issue, the research also highlighted gaps in awareness of current Human Resource and Payroll best practices among small business owners, which TNE will seek to address through the annual presentation of a workshop by Human Resource professionals in the region.
TNE will now look to work with other entities on collective resolutions to these issues.
b) Ride High Country Signage Strategy TNE has secured a $50k grant from the Australian Government’s Building Better Regions Fund towards the development of a $100k regional cycle tourism signage strategy. Funding will support engaging a consultant to deliver a strategy for consistent cycle tourism signage throughout the region and across each of the High Country’s key cycle tourism disciplines.
This will ensure that cyclists engage with a common cycle experience that is easy to navigate, no matter which High Country destination they are riding in. It will address some serious gaps in the region’s cycle wayfinding signage, and also allow for a truly collaborative regional cycle tourism offering.
In the first quarter, Wayfound - part of WA-based Tangelo Creative - was appointed to deliver this project, commencing the project with an inception meeting hosted in-region in September. Wayfound plans to return to the High Country in late October to complete an audit of all cycle signage with support from asset databases provided by the respective RMB/LGA. This information will aid the creation of the draft signage strategy to be delivered early in the new year.
7. Digital
7.1 Digital Upskilling Project
In the first quarter, TNE was advised that it has been successful in securing $243k over a three- year period to appoint a full-time industry development resource, dedicated to improving the digital skill-set of industry.
The High Country aspires to achieve digital excellence, setting industry best practice for the use of digital technologies in all aspects of the region’s tourism offering. However, the current skill- set of the region’s tourism industry is poor, which is limiting opportunities to communicate, engage and transact with customers in an online space. TNE hopes to address this problem via this program, providing industry partners with personalised training supported by sustained digital assistance to ensure that they have the skills required to optimise online opportunities for both their business and the broader region. The program will encompass three key deliverables:
● Group training sessions – these will be used to teach and workshop digital fundamentals to groups of tourism operators. Some of these sessions will be theoretical, while others will be ‘hands on’. ● Individual digital upskilling sessions – the real value of this program will be the one-on- one mentoring that industry will receive. While they can learn digital fundamentals in a group environment, applying these learnings to their individual business can be challenging. The digital contractor will guide them through this process, providing them with the skills and tools they need to negotiate and leverage the digital environment. These sessions will be delivered face-to-face, and will be delivered directly in response to operator needs. ● Helpdesk service - ongoing support is critical to ensuring that this upskilling program delivers optimal outcomes. While the individual upskilling sessions will allow for a deep dive into specific digital needs, an ongoing helpdesk service will be available to manage smaller queries and tasks as they arise.
A core strength of the program is its ability to provide operators with a flexible learning offering that can be tailored to meet their specific needs, delivered at a time that suits them, which can often be challenging in the tourism industry, particularly for smaller operators. Importantly, the
contractor engaged to deliver the program will be supported by the TNE team, which will ensure that they can access information about the latest tourism trends and occurrences impacting both the digital and local tourism landscape – a knowledge that is ever-evolving and difficult to replicate amongst education entities working outside of the tourism space.
TNE is currently recruiting for the contractor who will deliver this program, which will commence in the second quarter.
7.2 Destination Websites
TNE hosts and provides technical support for the destination websites underpinned by the RDP, however the destination websites themselves are owned and managed by Council. This means that all decisions pertaining to content, imagery, site linkages and so on are controlled by Council, with the resulting performance of the site inherently linked to how they are managed. So, while TNE reports on the quarterly performance of the destination sites, it is not responsible for the results.
The easy to reference dashboard reporting for Towong Shire’s sites are as follows:
Digital Dashboard - Q1 2019-20 visituppermurray.com.au
Audience and Engagement Sessions by device type (compared to previous year) Sessions Pageviews Pages / Session 13.2%
2.9K 5.8K 2.0 desktop 156.1% 116.2% -15.6% 44.5% mobile tablet 42.3% Which channels are driving visitation? Goal: Engaged Users
Sessions Pageviews Which devices are driving visitation? Organic Search Goal: Engaged Users
Sessions Pageviews Direct
desktop Social
mobile Referral tablet 0 1K 2K 3K 4K 5K 0 1K 2K 3K 4K
Search Engine Terms Ranked 1 to 5 Page Views by page type (compared to previous year)
FY1819 - Q1 FY1819 - Q2 FY1819 - Q3 Home Listings Editorial FY1819 - Q4 FY1920 - Q1 538 1,764 3,453 62.5% 203.6% 101.1%
Upper Murray Listings: Outbound Clicks & CTR
Total Clicks CTR 0 20 40 60 80 100 4,162 5.5% 7,332.1%
Top 10 pages Top 10 listings
Page Title Pageviews ▼ Page Title Pageviews ▼
1. Homepage - new - Upper Murray 542 1. Corryong Historic Machinery Club Inc. 12th An… 180
2. Accommodation Search 267 2. Colac Colac Concert Weekend - Upper Murray 102
3. Explore - Upper Murray 259 3. Khancoban Coming Alive Festival 2019 - Upp… 97
4. Attractions - Upper Murray 246 4. Avondale Gardens - Upper Murray 69
5. Places - Upper Murray 215 5. Hotel Cudgewa BnB and Gatherings - Upper M… 64
6. The Great River Road - Upper Murray 205 6. Three Bridges at Tooma Boutique Markets - Up… 64
7. Events - Upper Murray 188 7. Neils Bend Murray River Reserve - Upper Murray 54
8. Camping - Upper Murray 186 8. The Resting Place - Poet's Paradise - Upper Mu… 50
9. Corryong Historic Machinery Club Inc. 12th An… 180 9. Corryong Visitor Information Centre - Upper M… 46
10. Shelley - Upper Murray 160 10. Cudgewa Bluff Falls - Upper Murray 43 Digital Dashboard - Q1 2019-20 valleyslakesandvistas.com.au
Audience and Engagement Sessions by device type (compared to previous year) Sessions Pageviews Pages / Session
20.4% 456.0 777.0 1.7 desktop -25.7% -35.6% -13.3% mobile tablet Which channels are driving visitation? 74.3% Goal: Engaged Users
Sessions Pageviews Which devices are driving visitation? Direct Goal: Engaged Users
Sessions Pageviews Organic Search
desktop Social
mobile Referral tablet 0 100 200 300 400 500 0 100 200 300 400 500 600
Search Engine Terms Ranked 1 to 5 Page Views by page type (compared to previous year)
FY1819 - Q1 FY1819 - Q2 FY1819 - Q3 Home Listings Editorial FY1819 - Q4 FY1920 - Q1 228 90 458 -57.4% -1.1% -21.2%
Valley… Listings: Outbound Clicks & CTR
Total Clicks CTR 0 2 4 6 8 10 12 148 6% 2,366.7%
Top 10 pages Top 10 listings
Page Title Pageviews ▼ Page Title Pageviews ▼
1. Homepage - Valleys Lakes and Vistas 231 1. Kurrajong Gap Lookout - Valleys Lakes and Vi… 16
2. TALLANGATTA - Valleys Lakes and Vistas 66 2. Dart Dam Trout Trolling Tournament - Valleys … 8
3. BETHANGA - Valleys Lakes and Vistas 49 3. Tallangatta Show n Shine & Swap Meet - Valle… 8
4. FISHING - Valleys Lakes and Vistas 46 4. Lake Hume - Valleys Lakes and Vistas 6
5. BELLBRIDGE - Valleys Lakes and Vistas 40 5. Pigs Point Streamside Reserve - Valleys Lakes … 5
6. Search Festivals and Events 34 6. Tallangatta Community Market - Valleys Lake… 4
7. EXPLORE - Valleys Lakes and Vistas 34 7. Banimboola Creek Rest Area - Valleys Lakes a… 3
8. CYCLING - Valleys Lakes and Vistas 32 8. Dartmouth Dam & Lake Dartmouth - Valleys L… 3
9. Places - Valleys Lakes and Vistas 26 9. Border Loop - Valleys Lakes and Vistas 3
10. Accommodation Search 25 10. Snowy River Camp - Valleys Lakes and Vistas 3 7.3 See High Country
Towong Shire was also well represented on the See High Country social platforms this quarter, with some key content highlights as follows:
8. PR
PR activity during quarter one focused primarily on developing seasonal publicity strategies based on new High Country tourism product and experiences across each of the region’s marketing pillars. This formed the basis of a major annual new product presentation to the communications and marketing teams at Visit Victoria
A seasonal media release highlighting new Spring tourism experiences was developed and distributed to regional, metropolitan and national media titles, both print and digital, as well as specialist lifestyle, cycle, walk, food & wine & beer and general travel editors, journalists and freelancers.
Follow up face-to-face visits were made with a number of key titles during August in Melbourne and Sydney including editors at inflight magazine, Qantas, the Weekend Australian magazine, Travel & Indulgence lift out, Cyclist magazine, Body & Soul, Good Food and Traveller.
The High Country Brewery Trail’s annual collaborative brew day, this year held at Trail newcomer the Mitta Brewing Co, resulted in extensive media coverage in regional and specialist beer publications including Essentials, The Crafty Pint and Beer and Brewer.
A famil itinerary during August by cycle writer Stuart Kent featured gravel riding and food & wine experiences in Mitta Mitta, as well as Mount Buffalo, Myrtleford and Beechworth. The story publishes in Treadlie magazine’s October/November issue.
Bicycling Australia magazine published a multi-page feature, Discovering Australia’s best road climbs in July, the result of a media famil in March 2019 and included riding around Mitta Mitta and featuring the Mitta Brewery.
Appendix 7