2013 - 2014 DRAFT for Community Consultation - Rural City of Murray Bridge … · 2013-07-11 ·...

DRAFT

for Community Consultation

2013 - 2014

2 RURAL CITY OF MURRAY BRIDGE ANNUAL BUSINESS PLAN 2013-14

Annual Business Plan subject to change based upon Public Consultation

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NGARRINDJERI WELCOME We acknowledge the Ngarrindjeri people as the traditional owners of this land

on which we meet and work. We respect and acknowledge their spiritual

connection as the custodians of this land and that their cultural heritage

beliefs are still important to the living people today.

We recognise the living culture and combined energies of the Ngarrindjeri

people our global pioneers and community members today for their unique

contribution to the life of our region.

HOW TO HAVE YOUR SAY Submissions and questions from the public in relation to Council’s 2013-2014 Annual Business Plan will be heard at a public meeting to be held at the Local Government Centre, 2 Seventh Street, Murray Bridge on Tuesday 9 July commencing at, 5.30pm. Submissions should be addressed to the City Manager, Rural City of Murray Bridge, PO Box 421, Murray Bridge, 5253, to be received by 5.00pm on Tuesday 22 July, 2013.



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CONTENTS

Ngarrindjeri Welcome 2

How this Plan was Prepared 4

Planning Framework 5

Welcome 6

The Rural City of Murray Bridge … at a glance 7

Achievements 2012-2013 8 - 9

Summary of the Annual Business Plan 10

Significant Influences 11 – 13

Priorities going forward 14 – 16

Delivering Our Vision 17 – 20

Capital Works 21 – 22

Key Projects 2013-14 23

Developing our Organisation 24

The Finances 25 – 26

2013-2014 Operating Income 27

2013-2014 Operating Expenditure 28

All About Rates 29-31

Measuring Our Performance 32

Performance Measures 33-34

Financial Statements 35-40



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HOW THIS PLAN WAS PREPARED

Section 122 of the Local Government Act, 1999 requires that Council develop and adopt ‘strategic

management plans' which identify:

» the Council's objectives for at least a four year period;

» how the Council intends to achieve its objectives;

» how they fit with the objectives of other levels of government;

» performance measures and estimates of revenue and expenses.

Our Strategic Planning Framework (see below) demonstrates that the Rural City of Murray Bridge has

adopted the following documents which comprise its strategic management plans:

1. Long Term Financial Plan

2. The Rural City of Murray Bridge Strategic Plan 2011-15

3. Asset Management Plan

4. Development Plans

These plans establish the context for the annual business plan which identifies the influences, priorities and

activities for the year ahead and how the Council will work towards achieving the longer term aims of the

strategic management plans. The budget funds the Council’s Annual Business Plan and is created in context

of the longer term financial policies and planning needed for responsible and sustainable management of the

Council.



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STRATEGIC PLANNING FRAMEWORK



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WELCOME

This Annual Business Plan was developed with the

following priorities in mind - financial management,

good governance, strategies for growth, service to

our community, communication, community

engagement, and the economic prosperity of the

region.

Our Community and Strategic Plans provide the

roadmap for establishing how we allocate money

and what services we will provide to ensure the

needs of our community are met. These

documents set out the broad direction and

emphasise what the Council will pursue over the

coming years. However, to ensure that we are on

track, we will review the strategic priorities and key

deliverables required by our residents during the

next financial year.

A number of projects and improvements identified

in the Community Plan feature in this plan including

the Revitalisation of Bridge and Sixth Streets, the

preparation of an Economic Development Plan and

water management initiatives.

The Council will continue to fund the Small Wins

Program to support projects and activities that

foster and build community resilience and

wellbeing through improving social, economic or

environmental outcomes.

In July 2013, the Council will commence work on

reviewing its provision of services. This review will

identify the Council's core services now and into

the future, look at which services can be improved,

which services are no longer required, how to

deliver services more efficiently and how to best

use the Council’s resources.

This formal review aims to ensure the services we

provide are relevant to our communities needs and

are financially sustainable to ensure ‘best value’ .

We aim to identify opportunities for:

» Service and activity improvements

» Cost savings and income generation

» Service level optimisation

» Improved efficiency and resource usage

We are committed to building better and stronger

relationships with our community to ensure that we

understand and support their needs. We are in the

process of developing a community engagement

strategy that will identify the when, how and why

we engage with our community. This strategy will

be implemented in 2013-14 as there is a need to

engage in conversations with our community

about:

» The design of Bridge and Sixth Streets

» The Stormwater Harvesting and Reuse

Scheme

» Service Delivery

» The Community Plan 2012-2020

» The Strategic Plan 2011-2015 (amended)

We know that it is important tounderstand the

future our community aspires to and ensure we

position ourselves to respond positively and

appropriately. This Annual Business Plan aims to

be the impetus for collaboration towards providing

a better future for us and generations to come.

It is our intention that this change in processes will

help us to develop an organisational culture, which

delivers sustainable community outcomes through

effective corporate governance and resource

capability, and which supports robust strategy

evaluation with further regular engagement and

reporting to the community.

We invite you to provide feedback on the draft

Annual Business Plan 2013-14. The plan has been

developed as a draft to enable us to integrate your

feedback before the adoption of the final plan and

budget for 2013-14.

Mayor Allan Arbon, OAM Peter Bond Rural City of Murray Bridge CEO



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THE RURAL CITY OF MURRAY BRIDGE …… at a glance Vision: The Rural City of Murray Bridge is an

enterprising and innovative community. It looks

to the future with confidence, secure in the

knowledge that decisions made today will help to

create a place of opportunities.

The Rural City of Murray Bridge is a key part of a

thriving region on the banks of the Murray River.

Just an hours drive from Adelaide, the Rural City

is well placed in terms of its geographic location.

It is well situated on the national road network

with road and rail access to the eastern states

and Adelaide. Its proximity to metropolitan

Adelaide, connection to the South Eastern

Freeway, land affordability, investment

opportunities, and river connection make the

Rural City of Murray Bridge an appealing place to

live, work and visit.

A buoyant region where industry, tourism and

agriculture are growing.

As a major agricultural district, the region

supports irrigated horticulture and dairying along

the Murray Riverand cropping and intensive

animal keeping throughout the rural areas.

Industry, including a range of primary and

secondary industries, are clustered around

Murray Bridge and Monarto. With competitively

priced industrial land, the area provides

significant opportunity for expansion outside of

metropolitan Adelaide.

A bustling vibrant regional centre, Murray Bridge

supports a wide range of services and an

expanding range of commercial, retail and

hospitality facilities to the local community and

parts of the Adelaide Hills and Fleurieu

Peninsula.

The surrounding townships, our Rural

Communities, with their strong heritage values

and enticing landscapes attracts visitors and

tourists – adding value and contributing to the

vitality of the regional economy. The idyllic

surroundings also provide a quality and way of

life that attracts people to live there.

The Council area has a rich indigenous heritage,

being situated on the traditional lands of the

Ngarrindjeri people, as well as a significant role

in the nation’s history being the location of the

first bridge to cross the Murray River(1879).

Major tourist attractions include the Monarto Zoo,

water based activities and house boating on the

Murray River, offering enjoyment to locals and

visitors alike.



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KEY ACHIEVEMENTS 2012-13

» Small Wins – community initiated activities undertaken in partnership with Council

» Upgrade of the library’s public access booking system

» Winning the Interior Design Award for the new library from the Australian Institute of Architects (South

Australia)

» The library held three author visit events

» The Murray Bridge Structure Plan, Rural Communities Study and the Murray Bridge Town Centre Master

plan and Urban Design Framework adopted by Council December, 2012

» 354 clients received 5,366 hours of community care assistance

» 139 clients were assisted with 2,490 transport trips

» Health Aging Expo held in October, 2012

» Unplugged at the Station acoustic youth music event held in August 2012

» Inaugural Rotary Youth Art Prize exhibition at the Station in October 2012

» Community Events Grants and Donations ($80,000) – OPAL Community Grants Program($23,000)

» A myriad of quality exhibitions at the Murray Bridge Regional Gallery

» Domestic Violence Action Group Community Forum

» Relocation of Close Circuit TV and upgrade of equipment

» Deadly Fun Run

» Youth events including National Youth Week, Rock the Pool and Battle of the Bands

» Parental and Community Engagement Program - Literacy and Numeracy kits and booking making projects

» Draft Environmental Management Plan - community consultation undertaken

» Integrated Water Management Plan endorsed by Council

» Draft Integrated Traffic Management plan to commence community consultation

» Asset Management Plan review commenced

» Ferries McDonald Road Stage 2 completed

» Sport and Recreation Strategy

» Open Space Strategy



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KEY ACHIEVEMENTS 2012-13 (cont’d)

» Achieved significant savings through changing the provision of Council vehicles

» Stormwater Harvesting and Reuse Scheme Commonwealth funding securedand project commenced

» Dog Door Knock

» Murray Bridge Fun Run

» Completion of maintenance period for Murray Bridge Library

» Hefford Drive Reserve Callington Community Land Management Plan released for public consultation

» Kuchel Road road closure effected to improve driver safety

» Rivervine Court walkway to Hahn Reserve upgraded to improve amenity and provide for disabled access

» Three historic timber railway buildings saved from demolition and being restored with assistance of Murray

Bridge and Districts Historical Society

» Long term licence agreements over Murray Bridge Railway Station and railway land and infrastructure

negotiated with Department of Planning, Transport and Infrastructure.

» The Gem and Mineral Clubs Association of SA held their 2nd Gemboree at the Showgrounds attracting

4,000 visitors over the Easter 2013 weekend

» Another successful Australian International Pedal Prix event was held at Sturt Reserve during September

2012 attracting 214 teams and over 23,000 visitors

» Australian Championships for Go Carts held at Monarto over the Easter 2013 weekend attractied 220 entries

and 4,600 visitors

» Volunteer Management Plan developed and commenced implementation

» Reviewed and amended the Rural City of Murray Bridge Strategic Plan 2011-2015

» Erection and fitout of the new Murraylands Community Men’s Shed at the Showgrounds by their members

following funding of the shed by Council

» Homburg Park play equipment upgraded and placed under all weather shelter



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ANNUAL BUSINESS PLAN SUMMARY

The Annual Business Plan details the programs that Council will operate and the outcomes it seeks to

achieve for the coming financial year. The Plan refers to the continuing service programs and strategic

directions within the Council’s Strategic Plan 2011-2020 and Long Term Financial Plan.

The Rural City of Murray Bridge will invest $25m on service provision, programs and assets in the 2013-14

financial year. The funds are derived from a variety of sources. These are predominantly from property

rates, but also includes grants from other parties including State and Commonwealth Governments, as well

as income from investments and statutory and user charges.

KEY FEATURES OF THE 2013-14 ANNUAL BUSINESS PLAN

» Council will spend $25m on providing services, projects and capital works to the community (not

including depreciation, and new initiatives);

» $12m will be spent on upgrading and maintaining the community’s assets;

» $707k will be spent on other key projects;

» A consolidated operating income of $28m, 61% funded by rates and operating expenditure of $32m;

» The Council will raise $18m in rate revenue, an increase of 4.2% which reflects the cost pressures

faced by Council and allows it to continue to maintain community services and assets; and

» A consolidated operating deficit of $4.4m.



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SIGNIFICANT INFLUENCES

The decisions that the Council makes and the activities it initiates are driven by a variety of factors. There are major influences in the Council’s operating environment that affect decision-making and actions taken.

Community Engagement

Imagine Your Rural City Murray Bridge 2020 is a community engagement and planning initiative, which has underpinned the development of our strategic and long term financial plans. This process is helping shape the future of Murray Bridge and surrounding Rural Communities as they approach what is anticipated to be an unprecedented period of growth.

Through a series of workshops and other consultation processes residents of the Rural City of Murray Bridge were asked to imagine what the places they live in could look like in the year 2020 and what they wanted for their communities.

Thousands of ideas, comments and other forms of feedback from these workshops, combined with previous planning studies, informed the development of Council’s strategic objectives and actions, which are outlined in the Council’s strategic management plans.

The region is poised for significant growth in the coming decades and the Council and its community partners are committed to ensuring that consultation and engagement is a continuous, vibrant and meaningful process.

Imagine Your Rural City Murray Bridge 2020 is about responding to the community’s aspirations and the growth opportunities outlined in the State Government’s 30 Year Plan for Greater Adelaide in a positive and proactive manner and connecting the region's proud past with its future.

The Council has committed to ongoing community engagement to ensure input from all stakeholders and ownership of the future of the region.

The continual building of effective, collaborative strategic partnerships by the Council will ensure we continue to use our resources and available funding efficiently.

30 Year Plan for Greater Adelaide

In February 2010 the State Government released its 30 Year Plan for Greater Adelaide, which is premised around major infrastructure commitments and investments and sets out the land-use policies required to manage the growth and change that is forecast to occur in the greater Adelaide region, including the Rural City of Murray Bridge.

The area has been earmarked for further growth under the 30 Year Plan and already the first steps in this growth are taking shape with approval of the Gifford Hill development.

The 30 Year Plan assigns Murray Bridge an additional 6,000 dwellings (equating to approximately 13,400 persons based on an average household size of 2.4 persons per dwelling). It is anticipated that 2,000 of these 6,000 dwellings will contribute to the future growth of the Murray Bridge township.

The Murray Bridge township offers major opportunities for future residential expansion. However, the projected residential and economic growth within the Rural City of Murray Bridge will place significant strains on the character and vitality of the existing town centre.

In response to this challenge Council has undertaken considerable planning, preparing the Murray Bridge Structure Plan, Rural Communities Study, Integrated Transport and Traffic Management Plan and Murray Bridge Town Centre Master Plan. These have been agreed with the State Government and were adopted late in 2012.

During 2013-14, the Council proposes to define and prioritise the key actions recommended in these plans to ensure that the region’s liveability, strong sense of community, character and environment are protected, conserved and maintained and that services and infrastructure are delivered in a timely manner.



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Water Management

The Murray River is essential to the social wellbeing and economic prosperity of Murray Bridge and the Rural Communities the primary source of water supply also a major tourist and recreational destination.

The Council aims to reduce reliance on the Murray River as the population increases, whilst keeping the city green and economically strong and being cognisant of the objectives of the Murray Darling Basin Authority’s Basin Plan.

The Murray Bridge Integrated Water Management Plan aims to provide for the sustainable, resilient development of Murray Bridge and the surrounding Rural Communities through the identification of ‘fit for purpose’ water supplies for Council, residential, commercial, agricultural and industrial uses.

A range of water management options

investigated throughout the development of the Plan and a Triple Bottom Line Assessment process was used to determine the recommended actions and prioritise them.

Cooperative partnerships between the Murray Bridge and Mt Barker Councils, together with Regional Development Australia are also working towards delivering more than 13,000 additional jobs into the Monarto corridor over the next 30 years. The initiative for a non-potable water supply scheme would connect and extend the existing and new water treatment, storage and distribution facilities enabling the delivery of treated effluent to a range of employment-generating activities in the corridor.

The Council has successfully attracted $7,1m funding for its Stormwater Management and Reuse Scheme through the Federal Government’s Stormwater Harvesting and Reuse Grant program. The funds are supported with the Council’s budget for stormwater mitigation as committed in the Long Term Financial Plan. The project involves the development of infrastructure to collect stormwater from flood mitigation basins within Murray Bridge and transfer it to a site at Gifford Hill for treatment and storage. In future it will be distributed to various locations within Murray Bridge for reuse.

Asset Management

The Council is committed to continuing its development of comprehensive asset management plans, consistent with the principles of financial sustainability.

The Council owns assets and infrastructure valued in excess of $130m. These community assets require significant resources to keep them well maintained and to enable renewal.

It is important to ensure that these assets remain relevant to the needs of the community and where assets no longer meet these needs, that they are disposed of or replaced with more appropriate resources.

The Council has implemented the Assetic Asset Management System to provide corporate visibility of the various assets under its ownership. An independent exercise to inspect the various asset classes and update the financial value of these has also commenced. This will be used to drive the Council’s Asset Management Plan and inform its Long Term Financial Plan, so that appropriate resources are made available to serve the identified maintenance and replacement needs.

Regional Development Australia Roadmap

The Rural City of Murray Bridge partners with the Regional Development Australia (RDA) to deliver economic development outcomes.

Regional priorities identified in the RDA roadmap

are:

» Sustainable environmental management;

» Innovation in food and beverage production;

» Tourism;

» Digital economy; and

» Regional health.

.



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Financial Sustainability

The Council is not immune to increasing cost

pressures. These impact on the Council as it strives to provide services that meet community expectations, comply with ever increasing legislative and compliance responsibilities and maintain its assets and infrastructure whilst operating in a financially sustainable manner.

Financial demands outside of Council’s control include:

» Regulatory and legislative requirements that

increase the compliance burden;

» Increases in utility charges for Council

activities; and

» The shift in service delivery responsibilities and costs from other tiers of government to Local Government.

Environmental Sustainability

Our community faces many challenges, including:

significant population growth;

» the impact of climate change;

» the need to enhance biodiversity;

» increasing the resilience of our landscape;

» the need to manage our water resources; and most importantly

» reduce our reliance on the Murray River.

The Rural City of Murray Bridge accepts that

climate change is a reality. In the future the

resilience of our community will be further

challenged by shifting rainfall patterns, extreme

weather events and changing climatic conditions.

With this in mind, the Council has undertaken a

series of workshops, where a framework to

translate climate impacts into identified risks to

our business operations, whilst developing

realistic short and long term adaptation measures

was developed.

The Council in partnership with other local

government, State and Federal agencies is

beginning to plan for how our organisation and the

community will adapt to these impacts.

Major influences will include:

» the requirements of the Murray Darling Basin

Plan;

» the need to undertake a Climate Change Adaption process; and

» obligations to reduce carbon emissions.



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PRIORITIES GOING FORWARD

Manage Council’s Assets

The Council is currently conducting a review of all of its physical assets including stormwater and road infrastructure, buildings and open space assets. This will allow the Council to look at what resources currently exists for the community and then to develop a planned approach to meeting the community’s needs and the required establishment and maintenance of those resources.

To ensure effective management of the Council’s assets we need to accurately record, estimate value, condition monitor, maintain, provide adequate service levels and forecast the needs of the community.

In 2013-14 it is proposed to:

» Continue to undertake a community needs study to clarify current user levels and future demand for community facilities and services (including civic buildings and sporting/recreation facilities);

» Contintue a stocktake (including condition) of assets;

» Ensure adequate maintenance of assets;

» Develop integrated asset management planning including the development of asset service levels; and

» Finish the implementation of asset management system to record, monitor and model performance of all owned assets

Manage Projects

The Council strives to ensure that major projects are delivered within a clearly defined framework to ensure the quality of the project and that it is kept on schedule and within budget.

The 2013-14 Annual Business Plan details a number of projects that began prior to 2013-14 and initiates further projects, which will help the Council achieve its objectives and improve the infrastructure and environment for the community.

Projects to be continued in 2013-14 include:

» Ferries McDonald Road;

» Imagine Your Rural City Small Wins;

» Partnership with Monarto Enterprise Group; and

» Gifford Hill Joint Venture partnership.



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PRIORITIES GOING FORWARD (cont’)

Building a Better Regional Centre

Building on the Imagine Your Rural City 2020

program undertaken in 2011 and 2012, the

Council has incorporated the community’s ideas

into a number of strategic documents to help

guide and manage growth of the Rural City and

Rural Communities into the future. These

include:

Murray Bridge Structure Plan

The Structure Plan is the Council’s primary

strategic planning document. The Structure Plan

provides an integrated and cohesive framework

which guides the future growth of Murray Bridge.

It identifies key growth areas, as well as the

infrastructure required to support this growth. In

the coming years, a number of Development

Plan Amendments and related studies will be

prepared to implement the recommendations of

the Structure Plan.

Rural Communities Study

The Council has prepared a strategic planning

study for the townships and settlements within

the council area. Known as the the Rural

Communities Study, the plan seeks to ensure

that the townships and settlements remain

functional and vibrant. The Study identifies a

number of actions for each township and

settlement that the Council can undertake to

support their ongoing sustainability. Some of

these actions will be pursued in this financial

year.

Murray Bridge Town Centre Master Plan

Murray Bridge acts as a Regional Centre

servicing the wider Murray and Mallee region.

The Town Centre Master Plan provides a guide

for the revitalisation and promotion of the Murray

Bridge Town Centre. It outlines desired land uses

and zoning, provides a range of urban design

principles to guide suitable development and

recommends a number of strategic key projects

to facilitate the Vision for the Town Centre.

In this financial year, the Council will be

preparing a detailed design and specifications for

the redevelopment of Bridge and Sixth Street.

Funding is also being sought through the

Regional Development Australia Fund to support

the delivery of this development.

The Council is currently preparing an

Engagement Strategy and Project Brief for a

consultancy to prepare detailed concept and

specifications for the redevelopment of Bridge

and Sixth Street. Funding is also being sought

through the Regional Development Australia

Fund to support the construction of this

development.

Integrated Transport and Traffic Management

Plan (ITTMP)

The Integrated Transport and Traffic

Management Plan identifies network

requirements for the community at a strategic

level, including general traffic management,

public transport activities, heavy vehicles and

improved links for cycling and walking.

Disability Action Plan

The Rural City of Murray Bridge Disability

Discrimination Action Plan aims to ensure that

people with disabilities have equal ability to

participate in the community and Council

activities and facilities. The current plan is now

due for a review and this will occur during the

next year.

Moving Forward

In 2013-14 the Council will work to progressively

implement these and other plans, ensuring that

they inform development assessment, planning

and long term infrastructure design with the

Council continuing its improvement program for

infrastructure and amenity facilities.



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PRIORITIES GOING FORWARD

Improve Community Engagement

The Council aims to build on the Imagine Your

Rural City 2020 community engagement program

and further develop communication strategies to

work with the community in a collaborative

manner to ensure better services and benefits

are delivered.

This will require the development of a number of

innovative channels to engage and speak with

our community, for example our Ambassador

and Imagine Action Groups

In 2013-14 the Council will continue to engage

the community in key decisions that will include

the Revitalisation of Bridge and Sixth Streets, the

Stormwater Harvesting and Reuse Scheme, the

Business Improvement Program and review of its

Strategic and Community Plans.

Respond To Environmental Challenges

The Council and our community recognise the need to care for our environment.

The Council is developing strategies to manage our water resources and to reduce our reliance on the Murray River and has prepared an Environmental Management Plan that articulates our environmental vision, establishes targets and actions for the region in the areas of:

» Climate change adaptation;

» Water management;

» Waste management; and

» Natural resource management.

It will include actions designed to reduce

environmental impacts associated with the

Council and our community through actions,

advocacy and partnerships.

Enhance the Organisation’s Culture

Continued improvement in service delivery is a

key goal for the Council. To that end, it will

continue to develop its culture throughout 2013-

14 by:

» Building and improving customer service

culture throughout the organisation;

» Leadership development for key staff;

» Continued training and development

programs;

» Business Improvement Program aimed at

delivering tangible improvement and the

ongoing review of policies, processes and

procedures to optimise efficiency.



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DELIVERING OUR VISION

The Council’s Strategic Plan 2011-15 outlines a

four year Vision for the Rural City and its Rural

Communities and is used as our primary

strategic planning document. It provides an

important guide for all of the Council’s plans and

shows how and where those plans have been

aligned with the South Australian Strategic Plan.

Our vision - The Rural City of Murray Bridge is

connected with and working towards the aims

and aspirations of its community

The Rural City of Murray Bridge Strategic Plan

2011-15 focuses on four key areas:

1.Social

2.Environment

3.Economic

4.Organisation

In 2013-14 Council proposes the following

program of expenditure to meet the vision and

objectives within each of the key areas:

Social

Services which promote a healthy, safe and

connected community that celebrates diversity,

heritage and culture.

Objectives:

» Provide appropriate open space for the community and visitors.

» Ensure leisure, recreation and sporting activities and facilities are available for the community and visitors.

» Improve community health, safety and well-being.

» Recognise and celebrate our culture and heritage.

» Enhance regional identity through culture and the arts.

Community Care ($500k)

Our Community Care Services aim to help

people to remain in their homes by providing

choices that enhance their quality of life and

keep them connected to their communities.

Services provided include:

» Home and Community Care (HACC) Services providing social support, gardening, cleaning, home maintenance and gutter cleaning for

the frail aged;

» Aged care planning and collaboration;

» National Respite for Carers (NRCP) In-home community respite service; and

» Community Transport.

Lerwin Nursing Home ($5.7m)

Lerwin Nursing Home is operated by the Council

and fully funded by the Federal Government and

resident contributions. A Strategic Review of

Lerwin is currently being prepared, which will

include community consultation on its future.

Lerwin provides quality residential services,

offering nursing care for residents of Lerwin.

Services available include:

» High level nursing and dementia care;

» Accommodation;

» Respite care; and

» Hospitality services.



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DELIVERING OUR VISION (cont’d)

Community Development ($2.1m)

Providing opportunities for our community to

thrive and grow, to positively and enthusiastically

support the community through participation and

engagement in a wide range of activities.

Services include:

» Sports and recreation services, including

supporting local sporting clubs and

recreational planning;

» Arts and cultural services;

» Youth events and programs;

» Parental and Community Engagement

(PaCE);

» Obesity Prevention and Lifestyle (OPAL);

» Community Safety; and

» Cultural Development.

Library Services ($471k)

Providing high quality library services including a

responsive collection, literacy programs and

technology to support our community. Services

and events include:

» Toy library;

» Community meeting rooms;

» Café;

» Information services;

» On-line and electronic collections; and

» Children and youth programs.

2013-14 will see the introduction of the One Card

System allowing our card holders access to the

collections of more than 130 public libraries

across South Australia letting users borrow and

return items to any library in the network, using

their current library card.

Regulatory Services ($920k)

Keeping our community healthy and safe with an

emphasis on compliance, equity and fairness.

Services include:

» Environmental Health Services, such as, food

premises inspection and investigating public

health risks;

» Ensuring compliance with our animal

management laws and local by-laws; and

» The monitoring and enforcement of parking

controls.

Open Space ($1.6m)

Developing open spaces and recreation facilities

that support an active community and healthy

environment.

Environment

Services which develop, protect and strengthen

our natural and built environments.

Objectives:

» Improve conservation and enhancement of

the natural environment;

» Improve the quality and diversity of the built

environment and public realm;

» Facilitate sustainable opportunities for waste

water use and reuse;

» Facilitate sustainable opportunities for energy

use and reuse; and

» Minimise the environmental impact of waste.

»



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DELIVERING OUR VISION (cont’d)

Environment

Land Use Services ($763k)

Providing advice and delivering decisions to

achieve an attractive and sustainable

environment through buildings and places, which

are sympathetic to how we want to live.

Services include:

» Development assessment;

» Policy planning;

» Environmental management; and

» Building compliance.

Waste Management ($2.1m)

Providing a safe, efficient and sustainable

service for the removal, recycling and disposal of

waste in partnership with the Adelaide Hills

Region Waste Management Authority

(AHRWMA). Services provided include:

» Domestic rubbish collection;

» Recyclables and green waste collection; and

» Hard rubbish and e-waste collection

Asset Management ($4.3m)

Planning, managing and maintaining assets and

infrastructure services in an environmentally and

financially sustainable manner for the benefit of

the community. Services include:

» Playgrounds and street furniture

maintenance;

» Footpath maintenance;

» Road and kerb maintenance;

» Stormwater drainage maintenance;

» Special Local Roads Projects;

» Council building maintenance; and

» Cemetery management.

The Council owns a number of parcels of land,

including some that are not currently serving any

useful or specific community service. Council

will review all such parcels and provide

recommendations to the Elected Members that

may result in development or potentially disposal

of some of these parcels.

Environmental Management ($239k)

To commence work identified in Council’s

Environmental Management Plan. This Plan has

been developed to guide the Council in the

management of its natural resources in a

sustainable manner, focusing on meeting present

community needs without compromising the needs

of future generations.

Economic (120k)

In partnership with Regional Development Australia

(Murraylands and Riverland), the Council aims to

deliver, initiate and/or facilitate strategic economic

outcomes for the Rural City of Murray Bridge and

the wider region, through initiatives such as:

» Attracting new and increase support for existing enterprises through leadership and development

of key partnerships;

» Improving regional and local infrastructure; and

» Developing a vibrant and sustainable education precinct.

Monarto Enterprise Zone ($40k)

The Council is working with regional partners to

facilitate the development of Monarto as a major

regional employment hub.

Tourism ($409k)

Promoting the Rural City of Murray Bridge and the

region as a fun, family friendly holiday destination.

Services and initiatives include:

» Visitor Information Centre;

» Tourism promotion;

» Improving access to and within the region

(signs);

» Enhance distribution and build industry

capability;

» Attracting events and festivals;

» Encourage infrastructure development; and

» Better communication to our target markets.



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DELIVERING OUR VISION

Organisation

Corporate Activities ($7.5m)

Funds the organisation to enable Council to

deliver its services to the community in a manner

that is accountable, meets legislative

requirements and provides the best value for

money and includes internal activities such as:

» Customer Services

» Information Technology

» Governance

» Human Resources

» Risk Management

» Work, Health, and Safety

» Internal Audit

» Property management

» Contracts and leases

» Financial services, including rating and grants administration

» Elected Member and CEO support

» Records management

» Volunteer management

» Corporate communications

» Strategic and Business Planning

Total Operating Expenditure on Service Delivery

$26.3m (not including depreciation, and new

initiatives)

Organisational Structure



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CAPITAL WORKS

The Capital Works Program is prepared with projects allocated in the particular asset class to which they

belong. The Council will spend $7.9m on capital works to update and maintain the community’s assets in

2013-14. $3.2m will also be received in Federal and State Government Grants, resulting in a net capital

expenditure of $4.7m.

Summary

Asset Category Expenditure Income

Roads/Footpaths $3,694,300 $836,700

Stormwater $3,828,000 $2,273,000

Buildings $180,000

Open Space $111,000 $43,100

Lerwin Nursing Home $60,000

Total Capital Works $7,873,300 $3,152,800

Roads/Footpaths

Roads $3.6m

Projects that provide and maintain a network of roads throughout the council area. In 2013-14 the Council

will:

» Finalise the construction of Ferries McDonald Road;

» Undertake a Road Reconstruction program;

» Undertake a Road Resealing program;

» Undertake a Road Resheeting program;

» Undertake the design of Bridge and Sixth Streets;

» Commence construction Bridge and Sixth Streets (subject to success of funding application).

Footpaths $75k

In 2013-14 the Council will undertake a footpath construction program for the provision and maintenance of

a network of footpaths and trails.



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CAPITAL WORKS (cont’d)

Stormwater $3.8m

Projects that improve flood protection, improved stormwater management including provision of drainage

systems, flood mitigation systems and water course protection and improvement. In 2013-14 the Council

will:

Commence work on the Stormwater Harvesting and Reuse Scheme supported with funding from the

Federal Government.

Buildings $180k

To provide and maintain those buildings under our care and control, including sports, recreational,

municipal, heritage buildings, halls and public toilets. In 2013-14 the Council will:

Upgrade the Council Depot main shed to comply with fire safety requirements

Open Space $70k

To provide non-structured open space development for residents and visitors. In 2013-14 the Council will:

Undertake infrastructure upgrades to various parks and reserves.

Lerwin Nursing Home $60k

To provide for replacement and upgrade of buildings and equipment at Lerwin aged care facility.



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KEY PROJECTS 2013-14

A number of new programs and activities will be

introduced in 2013-14. These initiatives include:

Small Wins Rural Communities $80k

Allocated funding for projects identified by the

Rural Communities to be developed and initiated

through collaboration between community

members or groups, businesses and Council.

Small Wins Murray Bridge $80k

Allocated funding for projects identified by the

Murray Bridge community to be developed and

initiated through collaboration between

community members or groups, businesses and

Council.

Railway Precinct $50k

To investigate opportunities and potential uses

for the railway precinct.

Library One Card System $62k

This new system will allow members of the

library access to more than 130 public libraries

across South Australia letting users borrow and

return items to any library in the network, using

their current library card.

Environmental Management $55k

To commence works on prioritised actions

identified in the Rural City of Murray Bridge

Environmental Management Plan.

Economic Development Plan $30k

To developan Economic Development Plan that

addresses the Council’s role in economic

development in the region. The importance of

economic diversification is identified in the Rural

City of Murray Bridge Community Plan.

Development Plan Amendments $192k

To amend the Council’s Development Plan which

contains the zones, maps and written rules

('policies') which guide development and

implemements the Council’s strategic directions.

Development Plan Amendments are planned for

the town centre, Monarto, residential growth

areas and to address environmental issues such

as stormwater and flooding.

Environmental Investigations $78k

Landfill management plans for Sturt Reserve and

Brinkley are to be developed to ensure that all

necessary measures are identified and

implemented in order to protect the environment

and comply with environmental legislation.

Regional Cities Pilot Program $50k

The purpose of the Murray Bridge Regional City

Pilot Program is to deliver a range of programs

and services that will drive growth in

employment, population and investment in the

towns and rural areas of the Rural City of Murray

Bridge.

Business Improvement Program $30k

The Business Improvement Program aims to

develop a culture of excellence. It will include a

critical review of the Council’s business

processes and service delivery.

The program aspires to improve quality, reduce

costs and increase public value to ensure the

organisation not only continues to be viable into

the future, but will be better placed to meet community expectations. The Program will

include:

» A review of Council’s Strategic Plan;

» Development of a Corporate Governance Framework;

» Development of an Opportunity and Risk Management Framework; and

» A comprehensive review of the way Council

delivers services to the community.



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DEVELOPING OUR ORGANISATION

We aim to serve our community through services

and programs that meet and exceed its needs

» by doing things right the first time;

» by doing them well;

» by having the right people with the right skills; and

» by managing our resources to meet the expectations of our community.

As an organisation we will:

be Accountable – effective, equitable, open and

honest;

be Respectful – respect and support the diversity

of our ideas and culture;

be Innovative – strong commitment to continuous

improvement in all business processes;

be Collaborative – focus on teamwork within our

organisation and create external partnerships to

achieve our vision;

be Inclusive – value and incorporate local

knowledge and viewpoints through effective

community engagement; and

have Integrity- be open and honest in all our

dealings and maintain the highest ethical

standards at all times.

The Council’s objectives aim to provide the best

value for the community whilst ensuring

procedural fairness and delivering outcomes in a

transparent manner.

Finance – Maintain and regularly update a Long

Term Financial Plan to maintain the Council’s

financial health and sustainability.

Assets – Drive a systematic approach to the

development, maintenance, replacement and

disposal of the Council’s assets and ensure that

these assets meet the needs of the community.

People – Attract and maintain the right mix of

people with the skills and experience to deliver

the Council’s services and achieve its goals.

Systems and Processes – Use the right systems

and processes so that the organisation is

appropriately governed, operates in a planned

environment and continually works to improve

services and programs in an efficient manner.

Service Delivery – Maintain and improve our

current service delivery, quality, efficiency and

cost effectiveness.

Collaboration – explore opportunities to work

synergistically with other councils to achieve

more efficient service delivery outcomes, share

costs and improve asset utilisation.



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THE FINANCES

The Rural City of Murray Bridge will invest

significantly in services, programs and assets for

the community in the 2013-14 financial year. The

funds come from a variety of sources,

predominantly rates, grants from other partners

including State and Federal Governments and

income from statutory and user charges.

A summary of Council’s projected financial

statements for the 2013-14 financial year are

included on pages 35-40 of this Plan.

Although Lerwin Nursing Home is operated

separately as a self contained component of

Council’s service delivery, it is part of Council,

so, in accordance with the requirements of the

Local Government Act it is incorporated into the

Annual Business Plan and consolidated financial

statements.

Operating Result

Council’s budget predicts an operating deficit of

$4.4m in 2013-14 (excluding capital revenues)

that includes an operating surplus for Lerwin

Nursing Home of $88k (to be re-invested back

into its operations and used for capital

expenditure).

The current financial position of Council is not

sustainable and as per the Annual Business Plan

for 2012-13, Council is currently reviewing its

financial governance policies and practices to

deliver cost effective services to our community.

In the 2012-13 Annual Business Plan, Council

committed to a cost recovery program to reduce

operating expenditure over the next three years

to help achieve a balanced budget:

Year One (2013) 5% (approx. $1.6m)

Year Two (2014) 4% (approx. $1.2m)

Year Three (2015) 3% (approx. $1m)

Currently Council is on track to achieve the Year

One target. Further to last year’s plan, in July

2012 Council endorsed a Financial Sustainability

Policy CP-012, to establish the following strategic

financial sustainability principles:

» Balanced Budget;

» Funded Asset and Service Provision Costs;

» Review of Assets;

» Debt Limitations; and

» Council Rate Increases.

Balanced Budget

As per Council’s Financial Sustainability Policy,

the target is to strive for a balanced operating

budget (no surplus or deficit) by 2015-16. A

balanced budget ensures equity across current

and future users of Council’s services.

The estimated operating deficit (expenditure

exceeds income) for 2012-13 is $3.89m and the

budgeted operating deficit for 2013-14 is $4.41m.

This is an increase in the operating deficit.

The operating surplus ratio is a key measure for

financial sustainability and is calculated as the

operating surplus (deficit) as a percentage of rate

revenue. The estimated operating surplus ratio is

predicted to be -22% in 2012-13 and -24% in

2013-14. The target for Council under the

Financial Sustainability Policy is to progressively

improve and achieve a operating surplus ratio of

0% by 2015-16.*

Asset Sustainability

Council is currently in the process of doing a full

review of its assets under management to

understand the true value of the assets and the

need for maintenance/replacement. Additionally,

the Asset Management Plan, policies, processes,

and service levels are all being updated. Council

has also implemented new asset management

system which will improve the proactive

management of the asset base. This review will

also examine any assets that may be surplus to

requirement and could be disposed of.

To measure whether Council is providing

effective asset management, it uses the asset

sustainability ratio. This ratio shows the level of

Council’s capital expenditure for renewal and



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replacement of existing infrastructure and assets,

relative to its depreciation costs.

It indicates whether existing infrastructure and

assets are being renewed or replaced at the

same rate that Council’s overall asset stock is

wearing out.

An asset sustainability ratio of less than 100%

indicates that Council’s asset stock is wearing

out faster than it is being renewed or replaced.


the target is to strive for an asset sustainability

ratio of 75% by 2014-15.

The asset sustainability ratio for the 2012-13

year is estimated to be 42% and the estimated

ratio for 2013-14 is 32%.*

Debt Limitations

Council is proposing to spend a total of $8.69m

on capital projects with funding from

predominantly grants of $3.2m in 2013-14.

Council uses debt to invest in new long term

assets or to replace and renew existing assets

and thereby spread that cost over the longer

term, consistent with the typically long lives of

infrastructure assets. Council’s long term

borrowings are $10.6m and will need to borrow a

further $5m to provide for the proposed capital

works program.

Net Financial Liabilities (or net debt) are

projected to increase from $13m in June 2013 to

$16.9m by June 2014. The Net Financial

Liabilities comprises Council’s total liabilities (i.e.

what Council owes to others - $21.5m) less

financial assets (i.e. cash and what is owed to

Council by others - $4.5m).

The net financial liabilities ratio indicates how

significant the net amount of debt owed to others

(net financial liabilities) is compared with

operating revenue.


the target net financial liabilities ratio is between

0 and 75% and to work towards decreasing the

ratio over time.

Council’s net financial liabilities ratio is projected

to increase from 48% in 2012-13 to 61% in 2013-

14.*

*All ratios are interim and may be amended as a result of

the Service Level Review, Asset Management Plan and

asset revaluations.

Rates Review

An independent rates review was undertaken by

JAC Pty Ltd in early 2012 where it was deemed

that no siginifcant change in Council’s rating

policy was required. However, it was

recommended that a further review be

undertaken in 2014-15 in response to the

anticpated growth of the area.

Council Rate Increases


the revenue amount for general rates reflects the

cost to Council to continue to provide existing

services.

As per the policy, Council’s Elected Members will

determine, after consultation with the community,

whether the priority and focus of the Annual

Business Plan are appropriate or whether any

new initiatives or higher standards have sufficient

community support to justify higher rate

increases.

Operating Income and Expenditure

The following pie charts show the main sources

of Operating Revenue and Operating

Expenditure for 2013-14. The proposed budget

financial statements can be found on pages 35-

40.



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2013-14 OPERATING INCOME



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2013-14 OPERATING EXPENDITURE



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ALL ABOUT RATES

Council intends to raise a net sum of $17.433m

from rates in 2013-14 which is an average

increase of 4.2 per cent. The Rural City of

Murray Bridge owns infrastructure and assets

(such as roads, drains, footpaths and buildings

etc) with a current value of around $130m. These

assets deteriorate over time through wear and

tear, and must be replaced or renewed at

appropriate intervals in order to prolong their

useful lives and continue delivering services to

our community.

The proposed increase in rate revenue will

provide necessary funding to maintain the

infrastructure and assets and ensure existing

services are continued. Council is mindful of the

impact on ratepayers and is committed to

developing options to ease the rate burden

through increased funding from other sources

and introducing operational efficiencies.

Rate comparisons

The average (mean) residential rate for the Rural

City of Murray Bridge in 2013-14 is proposed to

be $1,253 compared to $1,201 in 2012-13 and is

represented by a rate of 0.5892 cents in the

dollar.

How are rates calculated?

The amount of rates paid is determined by the

valuation of your property, and the way the

Council will apportion the rates across the

community. Council endeavours to apportion the

rate across the community in an equitable

fashion. Based on initial property valuation

information received for 2013-14 the rate

increase for the average residential premises will

be $52 or $13 per quarter.

Rating policy

Section 147 of the Local Government Act, 1999

provides Council with the delegation to rate all

land within the Rural City of Murray Bridge,

except for land specifically exempt, such as

crown land and land occupied by Council.

Council reviews its rating policy annually and

strives to ensure that is fair and equitable to all.

Land valuation method

Council uses the capital value determined by the

State Valuation Office as the basis for valuing

land and calculating rates.

Property valuations in the Rural City of Murray

Bridge have decreased over the last year with

the average (mean) value of residential

properties decreasing from $216,288 in 2011-12

to $209,106 in 2012-13.

Differential Rate

In the 2013-14 Annual Business Plan and

financial statements, the differential rate for

residential properties (and therefore all land use

categories) is proposed to increase by an

average of 4.2% (CPI plus 2%). The differential

factor/land use categories for 2013-14 will be:

Residential 0.00589282 (base)

Commercial 0.00928474 (60% base)

Industrial 0.00820252 (40% base)

Primary Production 0.00518572 (-12% base)

Vacant Land 0.00758545 (30% base)

Other 0.00589282 (base)

Separate Rates, Services Charges and Service

Rates

Community Wastewater Management System

(CWMS) Riverglen and Woodlane.



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ALL ABOUT RATES (cont’d)

The CWMS Schemes at Riverglen and

Woodlane are funded separately from the overall

Annual Business Plan and Budget and the cost

of running these schemes has been examined in

consultation with the Riverglen Woodlane

Sustainable Rate Working Party, with the view to

arriving at an agreed sustainable charge that

when applied, not only funds the day to day

operations of the schemes but also provides the

ability to fund the whole of life costs of the

schemes.

To achieve full cost recovery Council introduced

a sustainable rate over a five year period. Now

in its fourth year the Woodlane and Riverglen

CWMS and water charges will continue for a

further year prior to review.

All residents at Woodlane have been supplied

with a new water meter and consumption will be

charged at the published SA Water price

schedule for above 130 kL annually in arrears.

New Garbage Collection Service

The supply of a mobile garbage bin to land to

which a new service is provided will incur an

estimated service charge of $68 per bin ($65 in

2012-13) in 2013-14.

Replacement Bins

Replacement of lost, damaged or stolen bins will

incur a service charge of $68 per bin in 2013-14

($65 in 2012-13).

Additional Garbage Collection Service

The supply of additional garbage bin to a

property in which a service is provided will incur

an estimated service charge of $112 per bin in

2013-14 ($108 in 2012-13).

Kerbside Recycling and Green Waste Service Murray Bridge and Rural Communities

For the provision of kerbside recycling services

to land in Murray Bridge and the Rural

Communities to which the service is provided, an

annual service charge of $118 annual service

charge in 2013-14 ($113 in 2012-13).

Kerbside Recycling Service only (Rural areas excluding rural townships)

For the provision of kerbside recycling service

only to land within the rural areas to which the

service is provided, a total service charge of $71

be applied in 2013-14 ($68 in 2012-13).

Natural Resource Management Levy

The Natural Resource Management (NRM) Levy,

set by the NRM Boards, is a State Government

tax imposed under the Natural Resources

Management Act 2004. Council is obliged to

collect the levy on behalf of the State

Government with no net gain to Council. The levy

is based on the capital value of land and is

shown as a separate line on the rates notice.

Pensioner Concessions/State Seniors

Concession/Other Concessions

Eligible pensioners may be entitled to a

concession on their principal place of residence.

All pensioner concession applications are

administered by the State Government.

Rebates

Council is required to provide mandatory rebates

under sections 160 to 165 of the Local

Government Act 1999 in relation to land used for:

» Health services

» Community services

» Religious purposes

» Public cemeteries

» Educational institutions

In addition, Council may provide discretionary

rebates under section 166.



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ALL ABOUT RATES (cont’d)

Rate Remissions, Rate Postponements (including Seniors), Rate Rebates and Rate Capping

Sections 159 to 166 and Section 182 of the Local

Government Act permits Council, upon written

application from the ratepayer and/or various

community groups, to consider rebate

remissions, rate postponements, rate rebates or

rate capping on land use for specific purposes.

Each of these are subject to specific terms and

conditions.

Minimum Rate

Council considers it appropriate that all rateable

properties make a contribution to the cost of

administering the Council’s activities and

maintaining the physical infrastructure that

supports each property.

Council proposes that for the 2013-14 financial

year that a minimum rate will continue to be

applied and will increase from $766 in 2012-13 to

$798 in 2013-14.



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MEASURING OUR PERFORMANCE

Monitoring and measuring performance is

important to ensure our objectives are achieved

and delivery of services to our community is

maintained.

We monitor our progress against outcomes

identified in our Strategic Plan 2011-15 and our

understanding of how we are progressing will

influence future planning.

We primarily measure our progress against the

plan using our quarterly progress reporting

document.

The Council has developed indicators for its

performance that are measured and reported

through:

Financial reports – monitoring financial

performance through a range of reports including

monthly financial statements, three

comprehensive budget reviews each year and

the presentation of audited financial statements

as required under the Local Government Act

Annual Report - measuring how we are

progressing towards achieving our community

objectives and reporting against the strategic

plan and annual business plan

Audit Committee – Council has appointed an

Audit Committee which includes three

independent members to ensure financial and

governance compliance.

A customer satisfaction survey is planned for

2013-14 and will be undertaken periodically with

the aim of identifying community needs and

priorities, expectations of service levels,

awareness of and satisfaction with the services

delivered.



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PERFORMANCE MEASURES

Key Focus Area Key Result Area Indicators

Social Provide appropriate open space for the

community and visitors.

Ensure leisure, recreation and sporting

activities and facilities are available for the

community and visitors.

Improve community health, safety and well-

being

Recognise and celebrate our culture and

heritage

Enhance regional identity through culture

and the arts

Community satisfaction with the

quality, accessibility and availability

of open space and recreation

facilities.

Increase in visitors to the Regional

Art Gallery and Town Hall

performances

Resources contributed to health

related programs, events and

community asset design and

constructed supported by Council.

Environment Improve conservation and enhancement of

the natural environment

Improve the quality and diversity of the built

environment and public realm

Facilitate sustainable opportunities for waste

water use and reuse.

Facilitate sustainable opportunities for

energy use and reuse.

Minimise the environmental impact of waste.

Increased Council use of

stormwater

River and wetland water quality

Completion of planning documents

with developed action plans

Reduction in waste to landfill

Increase the amount of waste

recycled.

Economic Attract new and increase support for existing

enterprises through leadership and

development of key partnerships

Improve regional and local infrastructure

Develop vibrant and sustainable education

precincts

Percentage of population in

workforce

Number of new business start-ups

Number of visitors to the Visitor

Information Centre

Where consistent with value for

money and probity requirements,

maximise local spend

Number and diversity of educational

offerings



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PERFORMANCE MEASURES

Key Focus Area Key Result Area Indicators

Organisation Provide effective and accountable

leadership and teamwork throughout the

organisation

Acknowledge the importance of our staff

and volunteers

Improve customer service

Develop a sustainable organisation

Staff and volunteer satisfaction

(survey)

Staff turnover

Customer satisfaction (survey)

Application of Rewards and

Rocognition policies

Response to community

consultation

Financial indicators within the

optimal range as per LGA

guidelines

Risk profiles (strategic and

operational) developed using

Councils Risk Management

Framework are reviewed and

updated at least once a year and

linked to business plans



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FINANCIAL STATEMENTS

RURAL CITY OF MURRAY BRIDGE

STATEMENT OF COMPREHENSIVE INCOME

for the year ended 30 June 2014

Proposed Budget

2014

Forecast Budget

Mar 2013

Original Budget 2013

$'000

$'000

$'000

INCOME

Rates 18296

17718

17611

Statutory charges 538

534

494

User charges 2129

2065

1979

Grants, subsidies and contributions 6344

6453

6649

Investment income 102

111

135

Reimbursements 204

195

110

Other income 377

461

368

Total Income 27,990 27,537 27,346

EXPENSES

Employee costs 11940

12482

12975

Materials, contracts & other expenses 12603

11269

11591

Depreciation, amortisation & impairment 6923

6923

6923

Finance costs 935

692

704

Total Expenses 32,401 31,366 32,193

OPERATING SURPLUS / (DEFICIT) (4,411)

(3,829)

(4,847)

Asset disposal & fair value adjustments 304

235

344

Amounts received specifically for new or upgraded assets 3374

1621

1619

Physical resources received free of charge 71

0

0

NET SURPLUS / (DEFICIT) (660) (1,973) (2,884)

Other Comprehensive Income

Total Other Comprehensive Income

TOTAL COMPREHENSIVE INCOME (662) (1,973) (2,884)



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STATEMENT OF CHANGES IN EQUITY


Accumulated Surplus

Asset Revaluation

Reserve TOTAL EQUITY

Proposed Budget 2014 $'000 $'000 $'000

Balance at end of previous reporting period 74,095 49,771 123,866

Net Surplus / (Deficit) (662)

(662)


Transfer to reserves

-

Transfers between reserves

-

Balance at end of period 73,433 49,771 123,204

Forecast Budget Mar 2013

Balance at end of previous reporting period 76,068 49,771 125,839

Net Surplus / (Deficit) (1,973)

(1,973)


Transfer to reserves

-

Transfers between reserves

-

Balance at end of period 74,095 49,771 123,866


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BALANCE SHEET


Proposed Budget 2014

Forecast Budget 2013

Original Budget 2013

ASSETS $'000

$'000

$'000

Current Assets

Cash and cash equivalents 1,580

1,189

1,189

Trade & other receivables 2,992

2,992

2,992

Inventories 4 4 4

4,576

4,185

4,185

Non-current Assets held for Sale -

-

-

Total Current Assets 4,576 4,185 4,185

Non-current Assets

Financial Assets -

-

-

Infrastructure, Property, Plant & Equipment 137,142

131,642

131,642

Other non current assets 1,100

1,350

1,350

Work in Progress Capital Works 1,942

3,891

7,679

Total Non-current Assets 140,184 136,883 140,671

Total Assets 144,760 141,068 144,856

LIABILITIES

Current Liabilities

Trade & Other Payables 2,284

2,284

2,284

Borrowings 1,061

1,382

1,382

Provisions 2,135

2,135

2,135

Other Current Liabilities 421

421

421

Total Current Liabilities 5,901 6,222 6,222

Non-current Liabilities

Trade & Other Payables

-

-

Borrowings 15,300

10,625

12,440

Provisions 355

355

355

Liability - Equity accounted Council businesses

-

-

Other Non-current Liabilities

-

-

Total Non-current Liabilities 15,655 10,980 12,795

Total Liabilities 21,556 17,202 19,017

NET ASSETS 123,204 123,866 125,839

EQUITY

Accumulated Surplus 73,433

74,095

76,068

Asset Revaluation Reserves 49,771

49,771

49,771

Available for sale Financial Assets -

-

-

Other Reserves -

-

-

TOTAL EQUITY 123,204 123,866 125,839


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BU

SIN

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N


CASH FLOW STATEMENT




CASH FLOWS FROM OPERATING ACTIVITIES $'000

$'000

Receipts

Operating receipts 27,889

27,425

Investment receipts 102

111

Payments

Operating payments to suppliers & employees (25,542)

(24,590)

Finance payments (935) (692)

Net Cash provided by (or used in) Operating Activities 2,514

2,254

CASH FLOWS FROM INVESTING ACTIVITIES

Receipts

Amounts specifically for new or upgraded assets 3,374

1,621

Sale of replaced assets 215

260

Sale of surplus assets 250

-

Sale of investment property -

-

Net disposal of investment securities -

-

Sale of real estate developments -

-

Repayments of loans by community groups -

-

Distributions received from associated entities -

-

Payments

Expenditure on renewal/replacement of assets (1,966)

(2,631)

Expenditure on new/upgraded assets (6,729)

(4,142)

Purchase of investment property -

-

Net purchase of investment securities -

-

Development of real estate for sale -

-

Loans made to community groups -

-

Capital contributed to associated entities -

-

Net Cash provided by (or used in) Investing Activities (4,856) (4,892)

CASH FLOWS FROM FINANCING ACTIVITIES

Receipts

Proceeds from Borrowings 5,000

3,900

Proceeds from Aged Care Facility deposits -

-

Payments

Repayments of Borrowings (2,267)

(1,539)

Repayment of Finance Lease Liabilities -

-

Repayment of Aged Care Facility deposits -

-

Net Cash provided by (or used in) Financing Activities 2,733 2,361

Net Increase (Decrease) in cash held 391

(544)

Cash & cash equivalents at beginning of period 1,189

1,733

Cash & cash equivalents at end of period 1,580 1,189


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UNIFORM PRESENTATION OF FINANCES




$'000

$'000

Income

27,990

27,537

less Expenses

32,401

31,366

Operating Surplus / (Deficit)

(4,411) (3,829)

less Net Outlays on Existing Assets

Capital Expenditure on renewal and replacement of Existing Assets 1,966

2,773

less Depreciation, Amortisation and Impairment 6,923

6,923

less Proceeds from Sale of Replaced Assets 215 235

(5,172)

(4,385)

less Net Outlays on New and Upgraded Assets

Capital Expenditure on New and Upgraded Assets

(including investment property & real estate developments) 6,729

4,537

less Amounts received specifically for New and Upgraded Assets 3,374

1,621

less Proceeds from Sale of Surplus Assets (including investment property and real estate developments) 250

3,105

2,916

Net Lending / (Borrowing) for Financial Year (2,344) (2,360)


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DRAFT Financial Indicators


Forecast Budget 2014


Operating Surplus

Operating Surplus -24%

-22%

Operating surplus before capital revenues / Total rates (Total rates excludes revenue from the NRM levy)

Net Financial Liabilities Ratio 61% 48% Net Financial Liabilities

Net financial liabilities / total operating revenue (excluding revenue from NRM levy)

Asset Sustainability Ratio 32% 42% Net Asset Renewals

Net Asset renewals expenditure is defined as net capital expenditure on the renewal and replacement of existing assets, and excludes new capital expenditure on the acquisition of additional assets.

Rural City of Murray Bridge

2 Seventh Street,Murray Bridge. SA 5048

p 08 8539 1100 f 08 8532 2766

[email protected]

Visitor Information Centre

3 South Terrace

Murray Bridge

T 08 8539 1142

Works Depot

21 Hindmarsh Road

Murray Bridge

T 08 8539 1160

Public Library

Level 2

Murray Bridge Market Place

Murray Bridge

T 08 8539 1175

Regional Gallery

27 Sixth Street

Murray Bridge

T 08 8539 1420

Lerwin Nursing Home

67 Joyce Street

Murray Bridge

T 08 8539 1185

Youth Centre

3-5 Railway Terrace

MURRAY Brdige

T 08 8531 2122

Town Hall

13-17 Bridge Street

Murray Bridge

T 08 8539 1430

2013 - 2014 DRAFT for Community Consultation - Rural City of Murray Bridge … · 2013-07-11 ·...

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Transcript of 2013 - 2014 DRAFT for Community Consultation - Rural City of Murray Bridge … · 2013-07-11 ·...