Attachment 7A

Attachment 7B

Attachment 7C

Attachment 7D

Attachment CEO 10

Voter participation by individual Council 1999-2006

Postal elections are highlighted in yellow.

Council 1999-2000 2000-2001 2001-2002 2002-2003 2004-2005 2005-2006 Alpine Shire Council 75.29% 77.12% 76.33% Ararat Rural City Council 79.9%* 82.90% Ballarat City Council 80.10% 78.30% Banyule City Council 60.61^% 67.01%^ 72.74% Bass Coast Shire Council 71.12% 71.69% 73.46% Baw Baw Shire Council 81.12% 81.81% 79.45% Bayside City Council 74.66% 74.45% 74.53% Benalla Rural City Council 84.18% 81.13% Brimbank City Council 68.79^% 75.27%^ 79.96% Boroondara City Council 69.40% 73.70% Buloke Shire Council 84.12% 82.53% Campaspe Shire Council 76.62% 78.70% 80.73% Cardinia Shire Council 74.50% 74.15% 75.06% Casey City Council 74.45% 74.37% 74.32% Central Goldfields Shire Council 72.44% 82.63% 79.28% Colac Otway Shire Council 77.00% 81.40% Corangamite Shire Council 81.90% 79.60% Darebin City Council 71.60% 73.00% East Gippsland Shire Council 81.00% 81.00% 78.56% Frankston City Council 70.45% 70.65% Gannawarra Shire Council 86.78% 79.50% Glen Eira City Council 65.05% 70.82% 70.83% Glenelg Shire Council 79.10% 77.10% Golden Plains Shire Council 76.30% 78.40% Greater Bendigo City Council 78.10% 77.90% Greater Dandenong City Council 72.61%^ 70.39% Greater Geelong City Council 79.30% 79.30% Greater Shepparton City Council 81.27% 81.33% 83.19% Hepburn Shire Council 74.66% 74.50% 76.20% Hindmarsh Shire Council 86.28% 84.80% Hobsons Bay City Council 74.5%^ 75.40% Horsham Rural City Council 84.76% 84.39% 83.18% Hume City Council 73.77% 75.15% 74.81% Indigo Shire Council 83.30% uncontested Kingston City Council 72.65% 75.38% 74.32% Knox City Council 62.08^% 73.55%^ 76.26% Latrobe City Council 85.68% 78.79% Loddon Shire Council 80.35% 81.60% 77.59% Macedon Ranges Shire Council 66.57^% 70.24%^ 76.79% Manningham City Council 78.14% 78.55% 78.49% Mansfield Shire Council 78.25% 78.51% Maribyrnong City Council 65.75^% 65.95%^ 65.84% Maroondah City Council 72.21% 74.95% 75.33% Melbourne City Council Conducted by AEC 65.10% Melton Shire Council 73.70% 71.20% Mitchell Shire Council 76.85% 75.92% 75.88% Mildura Rural City Council 84.18% 81.22% 79.39% Moira Shire Council 81.12% 82.57% 81.08% Monash City Council 76.81% 76.75% Attachment CEO 10

Council 1999-2000 2000-2001 2001-2002 2002-2003 2004-2005 2005-2006 Moonee Valley City Council 72.69% 68.28%^ 65.18% Moorabool Shire Council 77.80% 79.10% Moreland City Council 64.04%^ Mornington Peninsula Shire Council 69.37% 72.90% 70.95% Mount Alexander Shire Council 79.01% 78.86% 81.18% Moyne Shire Council 82.80% 84.20% Murrindindi Shire Council 76.65% 74.06% 75.66% Nillumbik Shire Council 79.70% 81.40% Northern Grampians Shire Council 83.16% 78.63% Port Phillip City Council Conducted by AEC 45.33%^ Pyrenees Shire Council Conducted by AEC 80.30% Borough of Queenscliffe Council 75.90% Uncontested South Gippsland Shire Council 87.25% 78.44% 79.09% Southern Grampians Shire Council 86.80% 87.30% Stonnington City Council 63.20% 65.30% Strathbogie Shire Council 82.15% 85.68% 84.73% Surf Coast Shire Council 72.90% 74.00% Swan Hill Rural City Council 82.14% 83.25% 78.94% Towong Shire Council 82.10% 81.31% Wangaratta Rural City Council 81.65% 82.75% 82.62% Warrnambool City Council 78.90% 83.30% Wellington Shire Council 72.16% 79.22% 69.92% West Wimmera Shire Council 82.00% uncontested Whitehorse City Council 76.37% 76.17% 76.09% Whittlesea City Council 79.14% 79.70% 78.63% Wodonga City Council 78.32% 78.32% 79.46% Wyndham City Council 75.32% 72.93% Yarra City Council 54.4%^ 52.6%^ Yarra Ranges Shire Council 74.74% 75.29% Yarriambiack Shire Council 78.00% 83.71%

Total Postal elections 5 10 9

COUNCIL PLAN 2006-2010 2008 Update

COUNCIL PLAN 2006-2010 (Update 2008)

In accordance with Section of 125 of the Local Government Act 1989, Council has decided to review and adjust its 2006-2010 Council Plan. The adjusted Council Plan is now on public exhibition in accordance with Section 223 of the Local Government Act.

Council is seeking written comment on proposed adjustments before finalising and forwarding the adjusted Council Plan to the Minister for Local Government by June 30 2007. The adjustments to the Council Plan allow inclusion of initiatives proposed since the 2006-2010 Plan was published and a number of minor amendments.

Submissions should indicate whether the person or a person acting on their behalf wishes to be heard before Council.

A further meeting of Council will be held to formally consider any submissions and to hear any submitters who wish to be heard. This meeting will be held on 11 June 2008 between 7pm and 9pm at the Castlemaine Senior Citizens Centre.

Copies of the Council Plan 2006-2010 (Update 2008) are available for inspection at Council Service Centres located at 25 Lyttleton St, Castlemaine, Halford Street, Castlemaine, Castlemaine Library, Maldon Visitors Information Centre, Newstead Rural Transaction Centre and Council’s website.

Actions due to be completed in 2006/2007 do not appear in the plan, however they will be reported against in the Annual Report.

In order to provide a comparison point for changes made to the Council Plan, a copy of the Council Plan quarterly report for the quarter March 2008 is available together with the draft Council Plan 2008 update.

Written submissions will be accepted until 5.00pm on 2 June 2007.

Submissions should be addressed to the Chief Executive Officer Mount Alexander Shire Council, PO Box 185, Castlemaine, Vic, 3450.

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C O N T E N T S

INTRODUCING COUNCIL ...... 2 MAYOR’S MESSAGE...... 3 CEO’S MESSAGE...... 4 FOREWORD ...... 5 THEME AREAS ...... 6 VISION, MISSION AND VALUES...... 7 SHIRE PROFILE...... 8 COUNCIL PLANNING FRAMEWORK...... 9 STRATEGIC RESOURCE PLAN...... 22 1. EXECUTIVE SUMMARY...... 22 Strategic Resource Plan Introduction...... 22 Strategic Resource Plan Objectives...... 23 2. LINK WITH COUNCIL PLAN...... 24 Strategic Planning Framework ...... 24 3. COUNCIL PLAN OUTCOMES...... 25 4. COUNCIL PERFORMANCE ...... 27 5. NON FINANCIAL RESOURCES...... 29 Staff Resources...... 29 Projected Staff (EFT)...... 29 Infrastructure Assets ...... 30 Major Assets as at 30 June 2005...... 30 6. LONG TERM FINANCIAL PLAN...... 30 7. BORROWINGS...... 31 8. INFRASTRUCTURE ...... 31 9. STANDARD STATEMENTS ...... 31 Standard Income Statement...... 32 Standard Balance Sheet ...... 33 Standard Cash Flow Statement ...... 34 Standard Capital Works Statement...... 35

Mount Alexander Shire Council Page 1 of 37

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INTRODUCING COUNCIL

The seven Councillors of Mount Alexander Shire Council are elected by voters in five wards. Following an Electoral Representation Review in 2004, the November 2005 Municipal Election was conducted with this new ward structure. Four wards, comprising one Councillor each, elect four of the seven Council members under the preferential voting system. These wards are Tarrengower, Coliban, Calder and Loddon wards. The Castlemaine ward elects three Councillors under the proportional representation system of voting. All Councillors are elected by voters to govern the whole Shire of Mount Alexander.

Due to the resignation of Cr Felix Cappy effective 21 February 2007, a count back of the November 2005 election results for Castlemaine Ward was undertaken by the Victorian Electoral Commission on 29 March 2007. Cr Tracey Cross was declared elected and will complete the electoral term.

(Back row - Cr Philip Schier, Cr Gary Rewell, Cr Alan Elliot and Cr David Gittus Front row - Cr Jim Norris and Cr Tracey Cross. Cr Ruth Barkla absent)

Mount Alexander Shire Council Page 2 of 37

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MAYOR’S MESSAGE

To be inserted into finalised document.

CR ALAN ELLIOT MAYOR

June 2008

Mount Alexander Shire Council Page 3 of 37

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CEO’S MESSAGE

I am pleased to join with the Mayor in presenting the 2008 update of the adjusted Mount Alexander Shire Council Plan 2006-2010.

The Council Plan is more than the fulfilment of a statutory requirement under the Local Government Act; it provides a clear direction from the elected Council around which the initiatives, priorities and actions of the organisation are focused for the coming four years. Staff look to the Council Plan to provide clarity about the policies and directions that Mount Alexander Shire’s elected representatives have established for the local government of this community. Reporting against the Council Plan then assists staff, Council and the wider community to judge our success in any year.

Provision and maintenance of infrastructure and services for this community are essential for the quality of life of all residents and for the health of local businesses.

The process of preparing a Council Plan and identifying ways to meet the current and future needs of a community as complex as Mount Alexander is a challenging exercise. Together with the staff of Council I appreciate the careful thought and consideration which Councillors have given to preparing the 2006-2010 Council Plan and this adjusted Council Plan. It will be of great assistance in determining the directions of Council and will contribute significantly to the community’s understanding of the role of the Council and its priorities.

ADRIAN ROBB CHIEF EXECUTIVE OFFICER

June 2008

Mount Alexander Shire Council Page 4 of 37

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F O R E W O R D

Council was required under the Local Government Act 1989 to prepare and approve a four year forward Council Plan by 30 June 2006. Council has chosen since that time to conduct Annual Reviews of its Council Plan. This 2008 Update reflects the Council’s assessment and review of the 2006 – 2010 Council Plan against new and emerging Council priorities and community requirements which have emerged since 2006. The Council Plan represents a response to the issues being faced in the community and provides steps to building the way to the vision outlined for the Shire. For the Council’s policy development to be relevant to the community, it is essential to have a detailed understanding of the issues being faced.

Council has emphasised sustainability in its decision making, recognising the complex interactions between policy areas in meeting the needs of the present without compromising the ability of future generations to meet their own needs.

The Council Plan continues to emphasise the importance of strategically planning our future with the development of a Mount Alexander Community Plan (MAP2020), continuing work on Land Use Planning, and major initiatives across many areas.

These strategies will guide our growth and provide the models for our future development.

The Council planning cycle guides the development and review of the Council Plan with consideration of past performance, strategic direction, expectations of our community and stakeholders and the delivery of best value.

The Council planning cycle:

• ensures consistency between the Council Plan and other key strategic documents; • enables the allocation and prioritisation of resources consistent with Council’s agreed priorities and strategic direction; and, • provides for ongoing review and monitoring of actions and reporting of progress.

The budget process accompanies the Council planning process. This helps to ensure that Council’s forward plan and budget capacity are consistent.

The current Council was elected in November 2005. The State Government resolved to bring all Council elections into line requiring a staggered approach to elections. The term of office for Mount Alexander Shire’s current Councillors is three years, expiring on the fourth Saturday in November 2008. From this date, Councillors will be elected for a term of four years.

Mount Alexander Shire Council Page 5 of 37

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THEME AREAS

This Council Plan sets the key directions and strategies that Council will pursue during its term of office. There are five theme areas:

1. COMMUNITY The Way We Want To Live Together

To promote a healthy and supportive community where appropriate services and facilities are available and accessible by all.

2. BUILT Shaping Our Surroundings ENVIRONMENT To plan for the future development of the Shire in ways that actively value the heritage and the character of our community and provide access for all.

3. NATURAL It Begins With Each Of Us ENVIRONMENT To ensure that the natural environment is protected in a way that it is not compromised for future generations and that it is managed so as to minimise our impacts on non-renewable resources.

4. ECONOMY Creating Our Future

To facilitate a vibrant local economy that enjoys sustainable business investment and the benefits of a skilled and diverse workforce.

5. ORGANISATION Developing Our Capacity

To strengthen the capacity of the Council organisation and its people to serve our community, and to pursue positive outcomes in partnership with community, business and government bodies.

Mount Alexander Shire Council Page 6 of 37

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VISION, MISSION AND VALUES

1. OUR VISION What We Are Trying To Achieve A strong, engaged community creating a dynamic future. 2. OUR MISSION Why We Are Here To meet community needs and aspirations through strong leadership and to provide infrastructure and services. 3. OUR VALUES What We Stand For A Strong Community

Council will strengthen the capacity and resilience of the Mount Alexander community through partnerships with community, business, government and non-government sector groups in pursuing positive social, economic and environmental outcomes.

Excellence

Council and staff will strive for innovation, continuous improvement and long term success in management and leadership practice, strategic planning and the performance of Council systems.

Accountability

Council is accountable to its community and will conduct its affairs openly, in consultation with its community and with integrity, while reflecting the highest level of democratic governance and public administration.

Fairness and Equity

Council recognises and values the needs of different sectors and groups within its community and works in partnership with its valued volunteers, community-based agencies and State and Commonwealth departments to ensure needs are addressed in a planned and timely manner.

Welcoming Ideas

Council will actively encourage and seek the exchange of ideas and knowledge in finding creative solutions.

Investing in the Future

Council will take the long-term view as a responsible steward of the Shire’s assets and finances.

Mount Alexander Shire Council Page 7 of 37

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SHIRE PROFILE

The Mount Alexander Shire was created on 19 The Shire is increasingly seen as accessible to January, 1995. The Shire consists of the former Melbourne and is experiencing the ‘tree change’ City of Castlemaine, the former Shire of Newstead phenomenon. People are attracted to the Shire for and the major portion of the former Shires of the variety of environmental, lifestyle and cultural Maldon and Metcalfe. experiences it has to offer.

The logo represents the highest geographical The population of the Shire has a lower percentage feature of the Shire and its namesake – Mount of younger residents between the ages of 15 and 24 Alexander, rising 746 metres above sea level. years than the rest of Victoria, (10.1% compared to Mount Alexander represented a point of orientation Victoria 13.6%) and a higher percentage of for miners heading towards the goldfields of the residents over 65 years than Victoria (18.8% 1850’s. compared to Victoria 13.3%).

Mount Alexander is close to the geographic centre The country of birth for most residents on Census of Victoria and is home to approximately 17,066 night 2001 was: people (ABS Census 2006). The Shire’s population is expected to grow to 18,792 by 2021. The Australia (84.0%) majority of residents live in Castlemaine (39.5%) England (3.8%) with the balance of residents residing across the New Zealand (1.0%) Shire. Germany (0.5%) Netherlands (0.5%) Scotland (0.4%)

Mount Alexander Shire has a substantial base of industrial and ancillary activity. The major existing Mount Alexander Shire industry sectors include meat and smallgoods Greater Melbourne processing, other food and beverage manufacture, machinery and equipment, furniture manufacturing, wood and timber processing, storage, the ‘street rodding’ sector, creative sector, transport component manufacturing, transport operations, warehousing and wholesaling.

The largest employer groups in the Shire are:

• Manufacturing (21%) • Construction (12.5%) • Retail (9.9%) • Agriculture, Forestry and Fishing (7.3%)

The Shire is well serviced by a major hospital and ancillary health services based in Castlemaine, a wide range of sporting and recreational outlets and an outstanding creative, cultural, events and tourism calendar.

Mount Alexander Shire Council Page 8 of 37

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COUNCIL PLANNING FRAMEWORK

Council’s planning process has been designed as a whole-of-council framework that includes legislative compliance, continuous improvement, community engagement and an outcome focused approach to servicing the Mount Alexander Shire community.

Community Engagement Community Consultation

Community Plans Council Strategies and Plans

Council Actions Council Actions

Council Plan - Themes - Major Strategies Reported via Annual Report Progress Reported Quarterly

Annual Budget Reported Monthly

Operational Plans Organisational KPI’s Reported Quarterly Business Excellence

Self Assessment Reported via Annual Report Best Value

Improvement Plans

Individual Work Plans

Mount Alexander Shire Council Page 9 of 37 2007 UPDATE : COUNCIL PLAN 2006 - 2 0 1 0

OBJECTIVES AND STRATEGIES FOR 2006 - 2010

COMMUNITY The Way We Want To Live Together

To promote a healthy and supportive community where appropriate services and facilities are available and accessible by all ID Objective Strategy Strategic Indicator Performance Target Target 1.1.1.1.1 To improve the sense To engage other To engage other Demonstrated 30/06/2010 of safety and community services stakeholders in the progress on all actions wellbeing within the organisations through development and for which Council is community. the development and implementation of the listed as lead agency. implementation of the Mount Alexander Mount Alexander Shire 2008 to 2010 Shire Health and Community Health Wellbeing Plan. and Wellbeing Plan.

1.1.2.1.1 To improve the sense To attract, retain and Development of an e- E-newsletter 31/12/2008 of safety and support volunteers in newsletter promoting developed and being wellbeing within the Shire services and opportunities to promoted broadly community. programs. volunteer and within the Shire by opportunities for December 2008. volunteers to participate in training.

1.1.3.1.1 To improve the sense To enable citizens to Develop a Walking 5 year plan for 30/11/2008 of safety and move easily and and Cycling Network development of wellbeing within the safely around the Strategy. walking and cycling community. Shire by walking, tracks (including list of cycling, wheelchairs priority projects) and scooters. developed November 2008.

1.1.3.2.1 To improve the sense To enable citizens to Establishment of a Committee Instrument 30/09/2008 of safety and move easily and combined walking / of Delegation wellbeing within the safely around the cycling focused developed and community. Shire by walking, Section 86 Committee adopted by Council.by cycling, wheelchairs of Council. September 2008. and scooters.

1.1.4.1.1 To improve the sense To better manage To prepare and Council to Adopt 31/03/2009 of safety and domestic animals Implement a Domestic Animal Management wellbeing within the across the Shire to Animal Management Plan by March 2009. community. improve community Plan. safety.

Mount Alexander Shire Council Page 10 of 37 ID Objective Strategy Strategic Indicator Performance Target Target 1.1.5.1.1 To improve the sense To provide community to review Council's Council to adopt 30/06/2009 of safety and guidance in regards Local Laws No. 1 and revised Local Laws 2 wellbeing within the requirements on 2. and 3 by June 2009. community. Council, property and public laws.

1.2.1.4.1 To plan for and To formulate and Community Community 30/06/2009 coordinate a range of implement an Aged Satisfaction rating. satisfaction rating of high quality services and Disability Care 76% for Health and that respond to the Plan. Human Services in needs of the 2008, 2009. community.

1.2.1.5.1 To plan for and To formulate and Compliance with Maintenance of 30/06/2011 coordinate a range of implement an Aged HACC National current rating of 'Very high quality services and Disability Care Standards Good' in 2010 that respond to the Plan. Accreditation Process. accreditation process. needs of the community.

1.2.1.5.2 To plan for and To formulate and Compliance with Completion of HACC 31/03/2009 coordinate a range of implement an Aged HACC National Policy & Procedure high quality services and Disability Care Standards manual and adoption that respond to the Plan. Accreditation Process. by Council March needs of the 2009. community.

1.2.2.1.1 To plan for and Ensure the availability The Recreation Completion of 30/06/2009 coordinate a range of and suitability of Reserve and Playing development and high quality services sports playing fields Surface Development maintenance actions that respond to the within the Shire to and Maintenance listed in the Plan for needs of the best meet current and Plan. 2009. community. future needs.

1.2.3.1.1 To plan for and Review of utilisation Improved score in Community service 30/06/2009 coordinate a range of and allocation of Recreational Facilities satisfaction rating of high quality services playing surfaces in the Rating in Community 64% for Recreational that respond to the Shire. Satisfaction Survey. Facilities in 2009. needs of the community.

1.2.4.1.1 To plan for and Implement the Aquatic Undertake a feasibility Feasibility study 30/09/2008 coordinate a range of Facilities Strategy. study into the undertaken and high quality services development of an options presented to that respond to the indoor heated Council for needs of the swimming pool / consideration by community. redevelopment of September 2008. Castlemaine Swimming Pool.

1.3.1.1.1 To provide an Create opportunities Review Council's Revised Events 31/12/2008 attractive and for the enjoyment of Events Assistance Assistance Application stimulating place with cultural and Application process. process developed a high level of cultural community events by and implemented by vibrancy in which to creators, audience, December 2008. live, work, visit and participants and invest. supporters.

Mount Alexander Shire Council Page 11 of 37 BUILT ENVIRONMENT Shaping Our Surroundings

To plan for the future development of the Shire in ways that actively value the heritage and the character of our community and provides access for all. ID Objective Strategy Strategic Indicator Performance Target Target 2.1.1.1.1 Provide and maintain Manage assets in an Asset management Road Asset 30/06/2009 infrastructure assets appropriate and strategy in place for all Management Plan including quality efficient manner. classes of assets. adopted by Council landscapes and public June 2009. spaces that meet community needs and expectations with a long- term focus.

2.1.1.1.2 Provide and maintain Manage assets in an Asset management Building Asset 30/06/2009 infrastructure assets appropriate and strategy in place for all Management Plan including quality efficient manner. classes of assets. adopted by Council landscapes and public June 2009. spaces that meet community needs and expectations with a long- term focus.

2.1.1.1.3 Provide and maintain Manage assets in an Asset management Drainage Asset 30/06/2010 infrastructure assets appropriate and strategy in place for all Management Plan including quality efficient manner. classes of assets. adopted by Council landscapes and public June 2010. spaces that meet community needs and expectations with a long- term focus.

2.1.1.1.4 Provide and maintain Manage assets in an Asset management Parks and Reserves 30/06/2011 infrastructure assets appropriate and strategy in place for all Strategy adopted by including quality efficient manner. classes of assets. Council 2010. landscapes and public spaces that meet community needs and expectations with a long- term focus.

2.1.2.4.1 Provide and maintain To provide responsive This indicator Community 30/06/2009 infrastructure assets service delivery. measures community satisfaction rating on including quality satisfaction with the local roads of 52% for landscapes and public following: Proactive 2009. spaces that meet Inspection and community needs and Maintenance program expectations with a Immediate response long- term focus. towards completion of routine works. Community satisfaction rating in regard to local roads.

Mount Alexander Shire Council Page 12 of 37 ID Objective Strategy Strategic Indicator Performance Target Target 2.1.3.1.1 Provide and maintain Ensure the annual Completion of annual 90% completion on 30/06/2009 infrastructure assets capital works program capital works program time and within including quality is accurate and timely on time according to budget. landscapes and public in accordance with the budget. spaces that meet forward program. community needs and expectations with a long- term focus.

2.2.1.1.1 To maintain the Maintain the currency Review Municipal Review completed by 31/05/2009 integrity of land use of the Mount Strategic Statement May 2009. planning within the Alexander Planning and Mount Alexander Shire and implement Scheme. Planning Scheme. the principles of the Municipal Strategic Statement (MSS) to meet the Shire's triple bottom line sustainability objectives.

2.2.1.2.1 To maintain the Maintain the currency Amend Mount Amend Planning 31/03/2009 integrity of land use of the Mount Alexander Planning Scheme by March planning within the Alexander Planning Scheme to implement 2009. Shire and implement Scheme. studies adopted in the principles of the 2005 Municipal Municipal Strategic Strategic Statement Statement (MSS) to Review. meet the Shire's triple bottom line sustainability objectives.

2.2.1.3.1 To maintain the Maintain the currency Undertake strategic 2 studies June 2009, 30/06/2009 integrity of land use of the Mount studies to manage planning within the Alexander Planning changing land use and 2 studies June 2010. Shire and implement Scheme. demand. the principles of the Municipal Strategic Statement (MSS) to meet the Shire's triple bottom line sustainability objectives.

2.2.2.2.1 To maintain the Provide a responsive Community Community 30/06/2009 integrity of land use planning and satisfaction rating for satisfaction rating on planning within the development approval Town Planning Policy Town Planning Policy Shire and implement process that is both and Approvals. and Approvals of 56% the principles of the efficient and for 2009. Municipal Strategic transparent to all Statement (MSS) to stakeholders. meet the Shire's triple bottom line sustainability objectives.

Mount Alexander Shire Council Page 13 of 37 ID Objective Strategy Strategic Indicator Performance Target Target 2.2.2.3.1 To maintain the Provide a responsive Prepare and Prepare a Compliance 30/12/2008 integrity of land use planning and Implement a Policy planning within the development approval compliance process Shire and implement process that is both and Policy. the principles of the efficient and Municipal Strategic transparent to all Statement (MSS) to stakeholders. meet the Shire's triple bottom line sustainability objectives.

2.2.2.3.2 To maintain the Provide a responsive Prepare and Implement the 31/03/2009 integrity of land use planning and Implement a Compliance Policy. planning within the development approval compliance process Shire and implement process that is both and Policy. the principles of the efficient and Municipal Strategic transparent to all Statement (MSS) to stakeholders. meet the Shire's triple bottom line sustainability objectives.

2.2.3.1.1 To maintain the Promote and foster Establish and Establish and 30/09/2008 integrity of land use good quality implement a implement recognition planning within the sustainable design recognition program program for good Shire and implement that respects heritage for good quality, quality, sustainable the principles of the and valued character. sustainable subdivision and Municipal Strategic subdivision and development Statement (MSS) to development applications. meet the Shire's triple applications. bottom line sustainability objectives.

2.2.3.1.2 To maintain the Promote and foster Establish and Implement recognition 30/06/2009 integrity of land use good quality implement a programme June planning within the sustainable design recognition program 2009. Shire and implement that respects heritage for good quality, the principles of the and valued character. sustainable Municipal Strategic subdivision and Statement (MSS) to development meet the Shire's triple applications. bottom line sustainability objectives.

Mount Alexander Shire Council Page 14 of 37 NATURAL ENVIRONMENT It Begins With Each of Us

To ensure that the natural environment is protected in a way that it is not compromised for future generations and that it is managed so as to minimise our impacts on non renewable resources. ID Objective Strategy Strategic Indicator Performance Target Target 3.1.1.2.1 To protect, enhance Promote and Evaluate the Evaluation of the Land 31/01/2009 and restore the natural encourage sustainable effectiveness of the Management Rate environment. land management on Land Management Scheme January private land. Rate Scheme. 2009.

3.1.3.1.1 To protect, enhance Provide opportunities Number of active Number of landcare 30/06/2009 and restore the natural for the community to landcare groups groups maintained. environment. participate in environmental protection, planning and natural resource management.

3.2.1.1.1 To reduce the Reduce the level of Funding of energy and Investigate retro-fitting 31/08/2008 municipality's consumption of non- water saving projects efficient waste, water ecological 'footprint'. renewable resources from Council’s Energy and energy systems by means of ongoing and Water Savings for existing Council community education Reserve and direction buildings and develop and encouragement. of financial savings to progress by August reserve. 2008.

3.2.1.2.1 To reduce the Reduce the level of Monitor average Reduce volume by 5% 30/06/2009 municipality's consumption of non- volume of kerbside June 2009. ecological 'footprint'. renewable resources waste and recyclables by means of ongoing collected per community education tenement per annum. and encouragement.

3.2.1.2.2 To reduce the Reduce the level of Monitor average In crease volume of 30/06/2009 municipality's consumption of non- volume of kerbside recyclables as a ecological 'footprint'. renewable resources waste and recyclables proportion of by means of ongoing collectedÂ per household waste by community education tenement per annum. 20%. and encouragement.

3.2.1.3.1 To reduce the Reduce the level of Reduction of waste Reduce amount of 30/06/2009 municipality's consumption of non- material to landfill. waste going into ecological 'footprint'. renewable resources landfill by 5% per by means of ongoing annum. community education and encouragement.

Mount Alexander Shire Council Page 15 of 37 ID Objective Strategy Strategic Indicator Performance Target Target 3.2.2.1.1 To reduce the Maintain ongoing Continued Achieve 30/06/2009 municipality's commitment to implementation of 15% reduction in ecological 'footprint'. reducing the effects of Local Greenhouse greenhouse gas climate change, Action Plan. emissions compared together with an to year 2000 base increased community figure, by June 2009. awareness of environmental issues and encouragement of environmentally focussed behaviour.

3.2.2.1.2 To reduce the Maintain ongoing Continued Achieve 30% 31/12/2010 municipality's commitment to implementation of reduction in ecological 'footprint'. reducing the effects of Local Greenhouse greenhouse gas climate change, Action Plan. emissions compared together with an to year 2000 base increased community figure, by December awareness of 2010. environmental issues and encouragement of environmentally focussed behaviour.

Mount Alexander Shire Council Page 16 of 37 ECONOMY Creating Our Future

To facilitate a vibrant local economy which enjoys sustainable business investment and the benefits of a skilled and diverse workforce. ID Objective Strategy Strategic Indicator Performance Target Target 4.1.1.1.1 Council's Economic Implement Economic Develop Engage business 30/06/2009 Development Development implementation plan sector in the objectives will be Framework Strategy. including priority identification of priority guided by clear actions. actions and seek strategy and purpose. funding to support implementation.

4.1.1.3.1 Council's Economic Implement Economic Improvement in Community 30/06/2009 Development Development community satisfaction rating with objectives will be Framework Strategy. satisfaction rating. Economic guided by clear Development of 62% strategy and purpose. in 2009.

4.2.1.1.1 Support existing Provision of Completion of the Stage 2 Industrial 30/09/2009 businesses and attract commercial land Wesley Hill Industrial estate redevelopment new business supply. Estate. complete September investment in the 2009. Shire.

4.2.1.2.1 Support existing Provision of Identification of Investigate potential 30/06/2009 businesses and attract commercial land commercial/industrial Industrial Land for new business supply. land in accordance rezoning by June investment in the with Municipal 2009. Shire. Strategic Statement.

4.2.1.2.2 Support existing Provision of Identification of Castlemaine Town 31/12/2008 businesses and attract commercial land commercial/industrial entrances rezoned by new business supply. land in accordance December 2008. investment in the with Municipal Shire. Strategic Statement.

4.2.2.1.1 Support existing Strengthen business Opportunities for Develop online 31/12/2008 businesses and attract growth and business promotion information for new business connectivity, by and development businesses to aid investment in the promoting networking, created. them in identifying Shire. training and opportunities. information.

4.2.2.1.2 Support existing Strengthen business Opportunities for Identify and implement 30/06/2009 businesses and attract growth and business promotion a minimum of four new business connectivity, by and development industry development investment in the promoting networking, created. opportunities. Shire. training and information.

4.2.2.1.3 Support existing Strengthen business Opportunities for Conduct two meetings 30/06/2009 businesses and attract growth and business promotion with rural/farming new business connectivity, by and development organisations June investment in the promoting networking, created. 2009. Shire. training and information.

Mount Alexander Shire Council Page 17 of 37 ID Objective Strategy Strategic Indicator Performance Target Target 4.2.2.1.4 Support existing Strengthen business Opportunities for Develop an Action 30/06/2009 businesses and attract growth and business promotion Plan to address new business connectivity, by and development impacts of the Calder investment in the promoting networking, created. Freeway extension on Shire. training and the Harcourt information. community.

4.2.4.1.1 Support existing To promote and Conduct a Rural Land Rural Land Study 30/06/2009 businesses and attract actively support the Study examining the completed by June new business development and current and potential 2009. investment in the extension of application of the Shire. horticultural and farming and rural agricultural activities activity zone within the across the farm and Shire. rural activity zones in the Shire.

4.4.1.1.1 Support the Conduct a targeted Market Building and Visitation increase by 30/06/2009 development of marketing program Maldon Visitor 5% in 2009 compared markets for existing which promotes the Information Centre to 2008. and new businesses range and quality of attendances. within the Shire. Shire products and services.

4.4.1.3.1 Support the Conduct a targeted Shire tourism website Visitation increase by 30/06/2009 development of marketing program visitation 5% in 2008/09 markets for existing which promotes the compared to 2007/08. and new businesses range and quality of within the Shire. Shire products and services.

4.4.1.4.2 Support the Conduct a targeted Industry support for e- Increase of 10% in 30/06/2009 development of marketing program marketing initiatives. website profile markets for existing which promotes the memberships in and new businesses range and quality of 2008/09 compared to within the Shire. Shire products and 2007/08. services.

4.4.1.4.3 Support the Conduct a targeted Industry support for e- Establish on-line 30/06/2009 development of marketing program marketing initiatives. accommodation markets for existing which promotes the booking service and new businesses range and quality of through co-operative within the Shire. Shire products and industry partnerships. services.

4.4.1.5.1 Support the Conduct a targeted Attraction and Guidelines for events 30/06/2009 development of marketing program maintenance of Shire in the Shire circulated markets for existing which promotes the events. to community-based and new businesses range and quality of event organisers within the Shire. Shire products and annually. services.

Mount Alexander Shire Council Page 18 of 37 ORGANISATION Developing Our Capacity

To strengthen the capacity of the Council organisation and its people to serve our community and to pursue positive outcomes in partnership with community business and government bodies. ID Objective Strategy Strategic Indicator Performance Target Target 5.1.2.1.1 To provide effective Develop and Resident satisfaction Community 30/06/2009 community leadership implement a range of with effective satisfaction rating on through sound methods by which community Community policies, strategic Councillors and staff consultation, Engagement 64% in thinking, responsive better connect with the representation and 2009. planning and community. leadership. meaningful consultation with the community.

5.1.2.1.2 To provide effective Develop and Resident satisfaction Community 30/06/2009 community leadership implement a range of with effective satisfaction rating on through sound methods by which community Advocacy and policies, strategic Councillors and staff consultation, Community thinking, responsive better connect with the representation and Representation 66% planning and community. leadership. in 2009. meaningful consultation with the community.

5.1.2.1.3 To provide effective Develop and Resident satisfaction Community 30/06/2009 community leadership implement a range of with effective satisfaction rating on through sound methods by which community Overall Performance policies, strategic Councillors and staff consultation, of Council 64% in thinking, responsive better connect with the representation and 2009. planning and community. leadership. meaningful consultation with the community.

5.1.3.1.2 To provide effective To provide effective Mechanisms to MAP 2020 Steering 31/03/2009 community leadership community leadership maintain community Committee to review through sound through sound engagement with the Action Plan and policies, strategic policies, strategic delivery of MAP 2020 develop processes for thinking, responsive thinking, responsive in place. delivery of MAP2020 . planning and planning and meaningful meaningful consultation with the consultation with the community. community.

5.2.1.1.1 To strengthen Organisational Implement a new Performance 31/12/2008 organisational culture leadership will be Performance Management and systems. strong and distributed Management Framework through the Framework for the implemented by development of an Corporate December 2008. accountable, Management Team, performance-based incorporating culture. organisational culture and values stream and operational targets.

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ID Objective Strategy Strategic Indicator Performance Target Target 5.2.1.2.1 To strengthen Organisational Complete the Complete 30/09/2008 organisational culture leadership will be implementation of implementation of CID and systems. strong and distributed Council's new by September 2008. through the performance reporting development of an system (CID). accountable, performance-based culture.

5.2.2.1.1 To strengthen Development of Civic Mutual Plus and Civic Mutual Plus 30/06/2009 organisational culture policies and Jardine Municipal audit scores and systems. supporting Assets Protection Plan management systems insurance audit 2008/09: 80 to improve operational scores. 2009/10: 85 effectiveness.

5.2.2.1.2 To strengthen Development of Civic Mutual Plus and Jardine Municipal 30/06/2009 organisational culture policies and Jardine Municipal Assets Protection Plan and systems. supporting Assets Protection Plan audit scores management systems insurance audit to improve operational scores. 2008/09: 80 effectiveness. 2009/10: 85

5.2.2.2.2 To strengthen Development of Review and Implementation of 31/12/2009 organisational culture policies and maintenance of SafetyMAP or and systems. supporting policies and policy equivalent. management systems register. to improve operational effectiveness.

5.2.2.2.3 To strengthen Development of Review and Development of 30/06/2009 organisational culture policies and maintenance of Business Continuity and systems. supporting policies and policy Plan 2007/2008 management systems register. ongoing throughout to improve operational 2008/2009. effectiveness.

5.2.2.3.1 To strengthen Development of Development of an Council adoption of 30/04/2009 organisational culture policies and Information the Information and systems. supporting Communication Communication management systems Technology Strategy. Technology Strategy to improve operational April 2009. effectiveness.

5.3.1.1.1 To ensure the long To ensure adequate Actual expenditure Operating surplus to 30/06/2009 term financial viability resources are in place compared to budget be set in line with of the organisation. to continue the Long Term Financial delivery of services in Plan. the face of increasing demands on resources and cost shifting.

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ID Objective Strategy Strategic Indicator Performance Target Target 5.3.1.1.2 To ensure the long To ensure adequate Actual expenditure Quarterly actual to 30/06/2009 term financial viability resources are in place compared to budget budget variance of the organisation. to continue the greater than 5% delivery of services in reported on an the face of increasing exception basis to demands on Council. resources and cost shifting.

5.3.1.2.1 To ensure the long To ensure adequate Progress towards Overall operating 30/06/2009 term financial viability resources are in place capital renewal results to be as of the organisation. to continue the sufficient to cover budgeted at or within delivery of services in depreciation. 5% : the face of increasing demands on 30 June 2009 resources and cost 30 June 2010 shifting.

5.3.1.3.1 To ensure the long To ensure adequate Development of a Rating Strategy 28/02/2009 term financial viability resources are in place rating strategy. approved. of the organisation. to continue the delivery of services in the face of increasing demands on resources and cost shifting.

5.3.2.2.1 To ensure the long To review and update Progress towards Improvement in 30/06/2009 term financial viability the Long Term long-term financial financial ratios of the organisation. Financial Strategy. sustainability. nominated in the long term financial strategy, ongoing 2007 to 2010.

5.3.2.2.2 To ensure the long To review and update Progress towards Review of land and 30/11/2008 term financial viability the Long Term long-term financial building holdings to of the organisation. Financial Strategy. sustainability. determine reinvestment potential, report to Council November 2008.

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STRATEGIC RESOURCE PLAN

1. EXECUTIVE SUMMARY

Strategic Resource Plan Introduction

Section 126 of the Local Government Democratic Reform Bill (2003) which became law on 1 February 2004 requires Council to have a Strategic Resource Plan as part of the Council Plan.

Mount Alexander Shire’s Strategic Resource Plan seeks to provide the following:

• The establishment of a longer term prudent financial framework integrating financial strategies to achieve Council’s planned long term outcomes. The key objective is financial sustainability in the medium to long term.

• An assessment of the resources (financial and non-financial) required to successfully achieve the objectives and strategies included in the Council Plan. Council’s Strategic Resource Plan, as required by legislation, has been prepared in conjunction with the Council Plan. Non-financial resources include human resources, plant and machinery and other assets.

• A basis for the measurement of compliance with policies and strategies. The Strategic Resource Plan should however be considered as a guide rather than a controlling document.

• Assists in ensuring that Council complies with sound financial management principles, as required by the Local Government Act (1989) and plans for the long term financial sustainability of Council. The principles of sound financial management are:

Prudently manage the financial risks faced by Council having regard to economic circumstances. The financial risks relate to:

→ The level of debt → The commercial activities of Council → The management and maintenance of assets → The management of current and future liabilities → Changes in the rates and charges revenue base

Pursue spending and rating policies that are consistent with a reasonable degree of stability in the level of total rates income.

Ensure that decisions are made and actions are taken that have regard to long-term financial sustainability and the impact on future generations.

Ensure complete, accurate and timely disclosure of financial information.

Compliance with the legislation is achieved with the construction of four year financial statements.

The 2006/2010 Council Plan emphasises sustainability in decision making whilst recognising the complex interactions of the policy areas in meeting the needs of the present without compromising the ability of future generations to meet their own needs.

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Strategic Resource Plan Objectives

The Strategic Resource Plan has been framed around the Council Plan developed by the Council elected in November 2005. The Strategic Resource Plan:

• Accommodates issues outlined in the Council Plan • Includes areas highlighted in the annual Resident Satisfaction Survey as considered important by the community • Aims to reduce the gap between asset depreciation and asset renewal works • Contains recurrent operational costs • Continues creation of meaningful reserve funds • Incorporates long term works schedules for roads, bridges, drains, footpaths, pools, etc. • Maintains borrowings below prudential guidelines

One of Council’s key objectives contained in the 2006/2010 Strategic Resource Plan is to ensure that Council is financially sustainable in the long term as schematically shown below.

Long Term Fully fund asset renewal

Medium Term Achieve an Operating Surplus Manageable debt levels Asset Management Plans

Short Te rm Increase working capital Improve cash liquidity Reduce debt levels

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2. LINK WITH COUNCIL PLAN

Strategic Planning Framework

The Strategic Resource Plan is developed within an overall planning framework which guides the Council in identifying community needs and aspirations over the long term, converting these into medium (Council Plan) and short-term (Budget) goals and objectives.

The Strategic Resource Plan summarises the financial impacts of those goals and objectives and determines whether Council can afford those plans. The annual budget is framed within the Financial Strategic Plan, taking into account the activities and initiatives of the current year that contribute to achieving the strategic objectives specified in the Council Plan. The Strategic Resource Plan is not a ‘stand alone’ document. The Strategic Resource Plan plays a key part in achieving the objectives contained in the numerous other Council strategies (eg. Playground development, Health and Wellbeing Strategy, Road Management Strategy, Municipal Strategic and Land Use Strategy)

The link between those plans is shown in the diagram below.

Community Needs

Council Plan

Five Year Budget

Strategic Resource Plan

Other Strategies eg. Asset Management

The timing of each component is critical to the successful achievement of the planned outcomes. Council municipal general elections occurred in November 2005 with a requirement to produce a new four year Council Plan. The Council Plan was completed in April 2006 allowing sufficient time to develop strategic objectives to influence the development of the budget for 2006/7. It also allows time for targets/objectives to be aligned during the financial strategic planning process in the preparation of the budget.

The Strategic Resource Plan is not about deciding on which individual projects Council will spend its funds, rather it is about the various financial strategies that in effect will determine the amount of funds that Council will have to apply at its discretion.

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3. COUNCIL PLAN OUTCOMES

The Council Plan identifies the key strategies that Council will undertake during the four year Council term to achieve the strategic objectives, which in turn achieves the Council’s vision. The annual budget documents the activities to be undertaken in the coming year in response to the key strategies, and converts these activities into financial terms to ensure that there are sufficient resources for their achievement. The strategic objectives as set out in the Council Plan and the strategies to be addressed over the next four years are set out below:

Strategic Objective Strategies

COMMUNITY • To engage other community services organisation through the The Way We Want To development and implementations of the Mount Alexander Shire Live Together Health and Wellbeing Plan. • To promote a healthy and To attract, retain and support volunteers in Shire services and supportive community programs. where appropriate • To formulate and implement an Aged and Disability Care Plan. services and facilities are • available and accessible Review of utilisation and allocation of playing surfaces in the Shire. by all. • To enable citizens to move easily and safely around the Shire by walking, cycling, wheelchairs and scooters. • Creating opportunities for the enjoyment of cultural and community events by creators, audience, participants and supporters. • Ensure the availability and suitability of sports playing fields within the Shire to best meet current and future needs. • Implement the Aquatic Facilities Strategy.

BUILT ENVIRONMENT • Manage assets in an appropriate and efficient manner. Shaping Our • To provide responsive service delivery. Surroundings • Ensure the annual capital works program is accurate and timely in To plan for the future accordance with the forward program. development of the Shire • in ways that actively value Maintain the currency of the Mount Alexander Planning Scheme. the heritage and the • Provide a responsive planning and development approval process character of our which is both efficient and transparent to all stakeholders. community and provide • Promote and foster good quality sustainable design that respects access for all. heritage and valued character.

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NATURAL • Promote and encourage sustainable land management on private ENVIRONMENT land. It Begins With Each • To increase community awareness of environmental issues and Of Us encourage environmentally focused behaviour. To ensure that the natural • Provide opportunities for the community to participate in environment is protected environmental protection, planning and natural resource in a way that is not management. compromised for future • generations and that it is Reduce the level of consumption of non-renewable resources. managed so as to • Maintain ongoing commitment to Cities for Climate Protection minimise our impacts on Program. non-renewable resources.

ECONOMY • Implement Economic Development Framework Strategy. Creating Our Future • Develop and implement an Economic Development Plan. To facilitate a vibrant local • Provision of commercial land supply. economy that enjoys • sustainable business Strengthen business growth and connectivity by promoting investment and the networking, training and information. benefits of a skilled and • Promote the Shire as a location for film and media production. diverse workforce. • To promote and actively support the development and extension of horticultural and agricultural activities across the farm and rural activity zones in the Shire. • Provision of employment and training services with a particular focus on maximising benefits to the Mount Alexander Shire community. • Support for development of education and training services. • Conduct a targeted marketing program which promotes the range and quality of Shire products and services.

ORGANISATION • Communicate Council’s activities, policies and programs to its Developing Our community in a timely and accessible manner . Capacity • Develop and implement a range of methods by which Councillors To strengthen the and staff better connect with the community. capacity of the Council • Support involvement of the community in meeting its current needs organisation and its and planning for its future. people to serve our • community, and to pursue Progress application of the Australian Business Excellence positive outcomes in Framework with staff training in continuous improvement and the partnership with selection of key improvement opportunities. community, business and • Encourage leadership and learning and support the wellbeing of government bodies. staff. • Develop policies and supporting management systems to improve operational effectiveness. • Ensure adequate resources are in place to continue the delivery of services in the face of increasing demands on resources and cost shifting. • Review and update the Long Term Financial Strategy.

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4. COUNCIL PERFORMANCE

The following key strategic activities have been selected as measuring the overall performance of Council in the 2008/2009 financial year.

Theme Area Objective Strategy Strategic Indicators Performance Target

Community To plan for and Implement the Aquatic Undertake a feasibility Feasibility study coordinate a range of Facilities Strategy. study into the undertaken and options high quality services that development of an presented to Council for respond to the needs of indoor heated swimming consideration by the community. pool / redevelopment of September 2008. Castlemaine Swimming Pool. To provide an attractive Create opportunities for Review Council’s Events Revised Events and stimulating place the enjoyment of cultural Assistance Application Assistance Application with a high level of and community events process. process developed and cultural vibrancy in which by creators, audience, implemented by to live, work, visit and participants and December 2008. invest. supporters. Built Provide and maintain Manage assets in an Asset management Road Asset Environment infrastructure assets appropriate and efficient strategy in place for all Management Plan including quality manner. classes of assets. adopted by Council June landscapes and public 2009. spaces that meet community needs and expectations with a long- term focus. To maintain the integrity Maintain the currency of Review Municipal Review completed by of land use planning the Mount Alexander Strategic Statement and May 2009. within the Shire and Planning Scheme. Mount Alexander implement the principles Planning Scheme. of the Municipal Strategic Statement (MSS) to meet the Shire's triple bottom line sustainability objectives. Natural To reduce the Reduce the level of Monitor average volume Reduce volume by 5% Environment municipality’s ecological consumption of non- of kerbside waste and June 2009. ‘footprint’. renewable resources by recyclables collected per means of ongoing tenement per annum. community education and encouragement. To reduce the Maintain ongoing Continued Achieve 15% reduction municipality’s ecological commitment to reducing implementation of Local in greenhouse gas ‘footprint’. the effects of climate Greenhouse Action Plan. emissions compared to change, together with an year 2000 base figure, increased community by June 2009. awareness of environmental issues and encouragement of environmentally focussed behaviour.

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Theme Area Objective Strategy Strategic Indicators Performance Target

Economy Support existing Provision of commercial Identification of Castlemaine Town businesses and attract land supply. commercial/industrial entrances rezoned by new business land in accordance with December 2008. investment in the Shire. Municipal Strategic Statement. Support existing To promote and actively Conduct a Rural Land Rural Land Study businesses and attract support the development Study examining the completed by June new business and extension of current and potential 2009. investment in the Shire. horticultural and application of the agricultural activities farming and rural activity across the farm and zone within the Shire. rural activity zones in the Shire. Organisation To strengthen Development of policies Civic Mutual Plus and Civic Mutual Plus audit organisational culture and supporting Jardine Municipal scores and systems. management systems to Assets Protection Plan 2008/09: 80 improve operational insurance audit scores. 2009/10: 85 effectiveness. To strengthen Development of policies Development of an Council adoption of the organisational culture and supporting Information Information and systems. management systems to Communication Communication improve operational Technology Strategy. Technology Strategy effectiveness. April 2009.

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5. NON FINANCIAL RESOURCES

The achievement of the Council Plan objectives is highly dependent on the ability of the Council to effectively manage its resources to both achieve those objectives and to ensure the sustainability of service delivery. The resources of Council can be grouped under three main areas: Staff, Assets and Financial Resources.

Staff Resources

The range of services undertaken by Council involves the abilities, efforts and competencies of a number of staff. The skill base of Council’s workforce is diverse, with staff holding qualifications in such diverse areas as aged care, nursing, accounting, engineering, health care, planning, building, valuations, information technology, environmental management and community services. Staff numbers projected to 2010 are:

Projected Staff (EFT)

2006/2007 2007/2008 2008/2009 2009/2010 Community 37.82 37.82 48.66 48.66

Natural Environment 4.72 4.72 5.20 5.20

Economy 46.93 46.93 15.75 15.75

Built Environment 30 30 32.87 32.87

Organisation 28.25 28.25 29.21 29.21

Total 147.72 147.72 131.68 131.68

The Local Authorities Award and the Mount Alexander Shire Council Enterprise Agreement 2004 (EBA) govern the employment of Council staff. The EBA encourages multi-skilling, flexibility and effective application of staff capability. EBA was certified on 22 September 2005. Council’s staff based strategies include:

• A focus on extending the skills of existing staff, to further their career options and enhance the opportunities from advances in technology to be more effective and efficient. • No significant change in staff numbers unless there are significant changes in demand or new services are introduced.

Council allocates internal charges for the recoupment of costs where equipment has been used. The costs of plant and fleet have been allocated to various jobs for some time to reflect indicative costs of various works.

Mount Alexander Shire Council relies heavily on its Information Technology infrastructure. It is important that equipment is continually upgraded to ensure efficient work practices of staff who use such equipment to carry out their work. A replacement program enables computers to be replaced on a triennial basis. Further resources are allocated to the upgrade and programmed replacement of computer servers.

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Infrastructure Assets

Many of the services delivered to our community depend on the infrastructure developed and maintained by Council. Infrastructure assets includes our roads, footpaths, storm water drainage, waste sites, swimming pools, recreation facilities, buildings, parks and various community facilities throughout the municipality. Diminishing financial support from the State and Commonwealth governments requires the effective management of our infrastructure assets.

Council’s asset management strategy includes the development of management plans for each infrastructure category that includes guaranteed service levels, replacement, appropriate rationalisation, and development of new infrastructure in line with not only community needs but also financial capability.

As the infrastructure ages, there will be an increasing need for greater funding to replace and maintain the assets we currently have. This will need to be considered in the context of infrastructure growth generated by ongoing development.

Major Assets as at 30 June 2005

Bridges 222 Kilometres of Sealed Road 734 Kilometres of Unsealed Road 773 Number of Council Buildings and Structures 154

6. LONG TERM FINANCIAL PLAN

A high level Long Term Financial Plan for the years 2008/2009 to 2009/2010 has been developed as part of Council’s ongoing financial planning to assist Council in adopting a budget within a longer term framework. The Plan takes the objectives and strategies as specified in the Council Plan and expresses them in financial terms for the next five years.

The Local Government Act requires Council to comply with the following Principles of Sound Financial Management :

• Prudently manage financial risks relating to debt, assets and liabilities; • Provide reasonable stability in the level of rate burden; • Consider the financial effects of Council decisions on future generations; and, • Provide full, accurate and timely disclosure of financial information.

The key objective that underlines the development of the Plan, is financial sustainability in the medium to long-term, whilst still achieving Council’s corporate objectives as specified in the Council Plan. The key financial objectives, which underpin the Long Term Financial Plan, are:

• Maintain existing service levels; • Achieve a breakeven operating result; • Increase the capital expenditure program to a level at least equal to depreciation costs; • Achieve a balanced budget on a rate surplus basis; • The Plan is updated annually through a rigorous process of consultation with Council service providers followed by a detailed sensitivity analysis to achieve these key financial objectives.

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7. BORROWINGS

In developing the Long Term Financial Plan, borrowings was identified as an important aspect of prudent financial management. Council implemented a debt reduction program in 2003/2004 and this has resulted in debt being now at manageable levels and reduced debt servicing costs.

The Long Term Financial Plan includes the results of an analysis of Council’s debt position against both State averages and small Council averages over a number of different indicators. It also shows the results of prudential ratios used by the Victorian State Government to assess the loan capacity of local governments. The outcome of the analysis highlighted that a debt of $1.5 million could be comfortably accommodated and allow for significant borrowings should they need to occur. Council has set a target of reaching $2.8 million by 2011/2012.

For the 2008/2009 year, Council has budgeted after making loan repayments of $543,050, and borrowing $1,000,000 to increase its total interest bearing liabilities to $2,577,170 as at 30 June 2009.

8. INFRASTRUCTURE

The Council has developed an Infrastructure Strategy which sets out the capital expenditure requirements of the Council for the next 10 years by asset type and is a key input into the 2008/2009 budget and five year financial plan.

It considers such items as usage, renewal requirements and future community expectations in evaluating future funding requirements with the objective of preserving Council’s existing assets at desired levels of condition. Failure to allocate sufficient resources to the renewal of the existing asset stock will result in a reduction in Council’s capacity to deliver services to the community.

9. STANDARD STATEMENTS

The following four Standard Statements included form a special purpose financial report prepared specifically to meet the requirements of the Local Government Act 1989 , as amended by the Local Government (Democratic Reform) Act 2003 , relating to Standard Statements.

These statements provide information in relation to an aspect of Council’s financial management. They should be read in conjunction with one another to obtain an overall understanding of Council’s financial position and management.

The Standard Statements of Income, Balance Sheet, Cash Flows and Capital Works are prepared on bases consistent with the Budget and the Financial Statements.

They are a summary of the information found in the Strategic Resource Plan and as such cannot be expected to provide as full an understanding as the complete reports from which they are derived.

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Standard Income Statement For the years ending 30 June 2007 – 2010

Budget Budget Budget Budget 06/07 07/08 08/09 09/10

Revenues from ordinary activities Revenue Grants 4,875,330 4,924,100 5,496,970 5,551,900 Capital Grants 1,479,890 540,000 2,295,050 2,363,900 Rates 8,299,200 8,803,550 9,764,800 10,594,000 User Charges 7,633,200 7,848,950 5,031,180 2,312,530 Statutory Fees & Fines 312,720 319,000 443,380 452,200 Interest Income 225,520 226,600 428,870 431,000 Total Revenues 22,825,860 22,662,200 23,460,250 21,705,530 Expenses from ordinary activities Employee Costs 8,549,180 8,891,100 8,053,950 8,376,100 Plant Hire Charges 1,014,630 1,040,000 1,107,020 1,134,700 Materials & Stocks 1,408,190 1,450,400 1,750,490 1,803,000 Contractors & Service Providers 6,338,690 5,873,360 5,835,380 5,045,350 Grants, Contributions & Other Costs 825,260 833,500 836,770 845,100 Borrowing Costs 189,630 224,680 122,430 189,700 Depreciation 3,960,570 4,000,260 4,282,780 4,373,120 Total Expenses 22,286,150 22,313,300 21,988,820 21,767,070

Net Gain on disposal of I, P&E. (276,500) (138,000) (114,200) (84,820) Net surplus (deficit) from operations 263,210 210,900 1,357,230 (146,360)

Movements in equity Net increase (decrease) in asset revaluation reserves 1,000,000 1,000,000 1,000,000 1,000,000

Increase (decrease) in accumulated surplus on adoption of new Accounting Standard 0 0 0 0

Total changes in equity 1,263,210 1,210,900 2,357,230 853,640

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Standard Balance Sheet As at 30 June 2007 – 2010

Budgeted Budgeted Budgeted Budgeted 30 June 30 June 30 June 30 June 2007 2008 2009 2010 Current Assets Cash 3,148,196 3,756,656 6,691,600 7,002,240 Receivables 1,609,035 1,634,035 1,467,180 1,967,180 Other 517,786 517,786 668,220 668,220 Total Current Assets 5,275,017 5,908,477 8,827,000 9,637,640 Current Liabilities Payables 1,344,058 1,359,058 4,218,120 4,007,090 Interest Bearing Liabilities 546,589 536,589 404,250 326,350 Trust Funds 121,278 121,278 176,960 176,960 Provisions 728,514 728,014 1,440,950 1,439,450 Total Current Liabilities 2,740,439 2,744,939 6,240,280 5,949,850 Net Current Assets 2,534,578 3,163,538 2,586,720 3,687,790

Non-Current Assets Fixed Assets 143,634,301 143,927,191 142,618,710 144,141,510 Receivables 0 0 0 0 Investments 355,421 355,421 547,010 547,010 Total Non-Current Assets 143,989,722 144,282,612 143,165,720 144,688,520 Non-Current Liabilities Interest Bearing Liabilities 2,837,258 2,547,708 1,628,390 2,082,870 Other Financing Liabilities 0 0 0 0 Provisions 1,275,753 1,276,253 1,252,660 1,254,160 Total Non-Current Liabilities 4,113,011 3,823,961 2,881,050 3,337,030 NET ASSETS 142,411,289 143,622,189 142,871,390 145,039,280

Equity Accumulated Surplus 77,371,011 77,012,751 77,691,170 78,031,190 Reserves 2,257,238 2,826,398 2,308,100 3,135,970 Asset Revaluation Reserve 62,783,040 63,783,040 62,872,120 63,872,120 Total Equity 142,411,289 143,622,189 142,871,390 145,039,280

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Standard Cash Flow Statement For the years ending 30 June 2007 – 2010

Budget Budget Budget Budget

06/07 07/08 08/09 09/10 Cash Flows from Operating Activities

Receipts from customers 16,395,120 16,946,500 16,196,960 15,341,330

Payments to suppliers (18,275,580) (18,298,040) (17,706,040) (17,393,950)

Net cash inflow from operating activities (1,880,460) (1,351,540) (1,509,079) (2,052,620)

Interest Received 225,520 226,600 428,870 431,000

Government Grants 6,355,220 5,464,100 7,792,020 7,915,800 Net cash inflow from operating activities 4,700,280 4,339,160 6,711,810 6,294,180

Cash Flows from Investing Activities

Proceeds from sale of assets 323,500 716,000 478,800 675,180

Payments for property, plant & equipment (5,281,080) (4,147,150) (10,139,990) (4,689,400)

Net cash outflow from investing activities (4,957,580) (3,431,150) (9,661,190) (4,014,220)

Cash Flows from Financing Activities

Proceeds from Borrowings 830,000 200,000 1,000,000 -

Repayment of Borrowings (552,710) (499,550) (543,050) (544,520)

Net cash outflow from financing activities 277,290 (299,550) 456,950 (544,520)

Net Increase/(Decrease) in Cash 19,990 608,460 (2,492,430) 1,735,440

Cash at beginning of the financial period 3,128,206 3,148,196 7,448,590 4,956,160 Cash at the end of year 3,148,196 3,756,656 4,956,160 6,691,600

Reconciliation of Operating Result and Net Cash Flows from Operating Activities For the year ending 30 June - Net surplus (deficit) from operations 263,210 210,900 1,357,230 84,820

Depreciation 3,960,570 4,000,260 4,282,780 4,373,120

(Profit) Loss on sale of assets 276,500 138,000 114,200 84,820 Net movement in current assets & liabilities 200,000 (10,000) 957,600 1,350,360 Net cash inflow from operating Activities 4,700,280 4,339,160 6,711,810 5,723,480

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Standard Capital Works Statement For the years ending 30 June 2007 – 2010

Budget Budget Budget Budget

06/07 07/08 08/09 09/10

Capital Works Area $ $ $ $ Works carried forward from prior - - year 790,280 5,137,400

- Roads 1,424,440 1,609,940 1,872,000 1,958,500

- Drains - 40,000 40,000 100,000

- Bridges 303,000 350,000 200,000 450,000

- Other Infrastructure 411,900 212,400 378,000 531,500

-Land - - 875,000 225,000

- Buildings 999,500 1,026,000 1,133,390 698,000

- Plant Equipment & Fittings 436,960 683,810 1,319,200 1,051,400

Total capital works 5,281,080 4,147,150 10,139,990 4,689,400

Types of Capital Works:

Renewal 3,346,800 3,826,390 5,826,090 4,114,400

Upgrade - 160,000 - -

Expansion - - - -

New Assets 1,774,280 320,760 4,313,900 575,000

Total capital works 5,281,080 4,147,150 10,139,990 4,689,400

Asset movement Reconciliation Worksheet The movement between the previous year and the current year in assets as shown in the Statement of Financial Position links to the net of the following items:

Total capital works 5,281,080 4,147,150 10,139,990 4,689,400

Asset revaluation movement 1,000,000 1,000,000 1,000,000 1,000,000

Depreciation (3,960,570) (4,000,260) (4,282,780) (4,373,120)

Written down value of assets sold (600,000) (854,000) (593,000) (760,000)

Net movement in assets 1,720,510 292,890 6,264,210 556,280

Mount Alexander Shire Council Page 35 of 37

Attachment - CEO 14