JUNEE SHIRE COUNCIL · The Council resolved at the December 2016 Ordinary meeting to proceed with...

JUNEE SHIRE COUNCIL

AGENDA AND BUSINESS PAPER

Ordinary Meeting of Council

Tuesday, 27 June 2017

@ 4.30pm

in the Council Chambers

Our Vision:

“Junee will be a great place to live, with a healthy civic pride. That will come about because the amenity of the Shire – social, recreational, cultural, environmental and visual – is the best quality possible given our circumstances. There will be an increase in population because of this, with the increase made up of people who are net contributors to the community.

“Junee will be prosperous and existing services and businesses will have been preserved and grown. The Shire will have economic development strategies recognising the different circumstances of urban and rural areas.

“Junee will be a place where innovative, responsive leadership and management occurs in all facets of community life.

“It will be an independent Local Government area with a strong sense of identity.”

Our Mission:

The community and Junee Shire Council are to Make Tracks systematically and with determination towards the Shire Vision.”

Our Community Values:

Proud and welcoming – we are proud of our Shire and as a friendly community we encourage and support new residents and business owners.

Innovative and progressive – we welcome new ideas and we seek to make changes that will improve the lifestyle of our community.

Inclusive – we have a perspective broader than the Shire boundary; our regional focus means we are tuned to the opportunities available through co-operation and partnerships.

Leadership and wisdom – we listen and act; we are prepared to take tough decisions in the best interests of the future of our people, our place and our economy.

AGENDA

APOLOGIES

MATTERS ARISING OUT OF MINUTES

DECLARATIONS OF INTEREST

MAYORAL MINUTE

GENERAL MANAGER’S REPORT 1. UPDATE - SEWAGE TREATMENT PLANT UPGRADE2. COMBINED DELIVERY PROGRAM OPERATIONAL PLAN 2017 – 2021 AND WORKFORCE PLAN

2017 -20213. LONG TERM FINANCIAL PLAN 2017 - 20274. DA 2017/9 - ELEVEN LOT SUBDIVISION

CORRESPONDENCE

COUNCIL COMMITTEE REPORTS – N/A

DELEGATES REPORTS – N/A

NOTICES OF MOTION – N/A

LATE BUSINESS (MATTERS OF URGENCY)

QUESTIONS/STATEMENTS WITH NOTICE – N/A

INFORMATION BOOKLET – N/A

GENERAL MANAGER’S CONFIDENTIAL REPORT – RECOMMENDATIONS OF COMMITTEE OF A WHOLE MEETING NIL

CLOSE

JUNEE SHIRE COUNCIL

GENERAL MANAGER’S

REPORT

GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 27 JUNE 2017.

Page 1

Report No: 1 UPDATE - SEWAGE TREATMENT PLANT UPGRADE

Reporting Officer: General Manager

Director Engineering Services

Key CSP strategic theme: Prosperous

Collaborative

Attachments: NA

RECOMMENDATION: The Council write to Justice NSW, as a matter of courtesy, to bring them up-to-date with the current status of the Junee Sewage Treatment Plant (STP) upgrade project, including the Council concerns over completing the project without the necessary financial assistance from the State Government; and that while we expect that this matter will be resolved, the uncertainty as to when that announcement may take place may delay the completion date for the STP upgrade project beyond July 2018. ________________________________________________________________________ INTRODUCTION The purpose of this report is to provide the Council with an update on the progress of the Sewage Treatment Plant (STP) Upgrade Project and to seek direction from the Council on progressing to the next stage in light of recent events relating to the funding of this project. During May and June the Council has continued its advocacy to State Government for appropriate levels of funding towards the upgrade of the Junee Sewage Treatment Plant which is needed to support accepting additional waste water from the expansion to the Junee Correctional Centre in July 2018. The Mayor and General Manager met with the Hon. Katrina Hodgkinson, Member for Cootamundra and the Hon. Niall Blair, Minister for Primary Industries, Minister for Regional Water and Minister for Trade and Industry on 31 May 2017. At the meeting assurance was provided regarding consideration for the Council’s request for State Government funding. On 15 June 2017 the Mayor and General Manager met with the Hon. Michael McCormack, Federal Member for the Riverina, Minister for Small Business and the Hon. Fiona Nash, Senator for New South Wales, Minister for Regional Development, Minister for Local Government and Minister for Regional Communications. The Council made an application to the Building Better Regions Fund for $3.5M towards the upgrade to the Sewage Treatment Plant in February this year and this meeting provided the opportunity for this project to be aired. As a result of the meeting with the Hon. Katrina Hodgkinson and the Hon. Niall Blair, a media release on 15 June announced, to the effect, that the Junee Sewage Treatment Plant project had been elevated to priority status to receive funding under the Safe and Secure Water Fund.

https://www.nsw.gov.au/your-government/ministers/minister-for-primary-industries-minister-for-regional-water-and-minister-for-trade-and-industry/


Page 2

The State Budget handed down on 20 June 2017 confirmed these arrangements, however, it did not announce a level of funding for the Junee project – rather that the project would now be assessed prior to any funding announcement. It is disappointing that a level of funding has not been announced prior to the Council adopting its forward capital works program and budgets. With all of the Council’s advocacy since September 2016, it is this point that we indicated was most important to ensure we could continue to meet the timeline that would support accepting waste water from an expanded correctional facility in July 2018. In other words, if the Council does not have financial certainty on how it is able to fund the Sewage Treatment Plant upgrade then it cannot proceed to tender for the necessary work. There are two main issues that place this project at risk: 1. The level of funding is unknown at this stage. The Council cannot afford to fund this

project from own source revenue without placing the organisation in a financially unsustainable position that would breach its previous commitments to the Office of Local Government’s Fit for the Future key performance measures and ratios.

2. Time is running out in terms of finalising tender documentation, going out to tender and

completing the project at the Junee Sewage Treatment Plant in readiness to accept waste water by July 2018

The Council had in good faith resolved to allocate $530k towards advancing Preliminaries for this project in December last year so that the Council and the Government would have certainty around this project leading into the tendering stage in August/September 2017. With no confirmation as to when the State Government may announce what level of funding the Council may receive the project timeline is now in jeopardy. Council should inform NSW Department of Justice (Justice NSW) that there is uncertainty about the financial capacity for the Council to complete the project without adequate funding from the State Government and that due to delays in any funding announcement it may no longer be able to meet its previous commitment in being ready to accept waste water by July 2018. While all stakeholders agree that it would be short sighted to have two Sewage Treatment Plants in Junee, one for the town and one at the Correctional Centre, there would be impacts to Council’s reuse irrigation scheme if that where to eventuate. The Council for example, would no longer receive waste water from the current Correctional Facility and this would reduce the capacity, in the summer months, of the reuse irrigation scheme used to water Council’s sporting fields, parks and gardens as well as providing reuse water to non-Council users. BACKGROUND The Council resolved at the December 2016 Ordinary meeting to proceed with the completion of the Preliminaries Stage of the Junee Sewage Treatment Plant Upgrade. At the same meeting an amount of $530,000 was voted for expenditure in 2016/17 to cover the cost of completing this stage. This stage would see the project progress to the point of being in position to call tenders.


Page 3

This is the first stage of three; with the remaining two being Procurement and Construction (refer to diagram following).

Progress against the above activities currently stands at:

At present, the estimated project cost stands at $8.64m including a contingency of $1.235m. The Council has submitted a formal application for $3.52m in funding through the Building Better Regions Fund grant program. Staff confidence in the success of this application is very low. Through direct representation, the Council has requested total funding of $5m from the State Government, consisting of an original request for $3.5m and a second request of $1.5m. Staff confidence in the success of these requests is high and low respectively. CONSIDERATIONS The program has experienced some delays; however we are approaching a juncture in the project’s program where a decision must be made on whether to continue to the next stage of the project, the procurement stage, or whether the project is paused. That decision will need to be made within the next two months. There will be a number of issues of consideration in making this future decision which are addressed below.


Page 4

Policy Nil policy consideration at this stage. Risk Assessment Program There has been a delay in the detailed design element of the program due to a number of small but compounding factors that have been beyond the control of the Council to influence. These have resulted in the program slipping approximately four weeks. This is not expected to result in any adverse impact. The slippage can be absorbed in the procurement stage should the Council resolve to continue; otherwise if the Council resolve to put the project on hold, it will be of no consequence. Reduction in available effluent for irrigation Should the Council resolve to put the project on hold, the NSW Department of Justice (Justice NSW) shall have to be informed of the likely outcome of such a move, being the postponement of the completion of the STP Upgrade. There is a credible risk that Justice NSW may elect to install or construct a package type sewage treatment plant on-site at the Junee Correctional Centre (JCC). Should this occur, then it is likely that all of the sewage from the JCC will be treated by such a facility and hence the Council’s STP will lose that amount of sewage that it currently receives from the JCC. Some brief analysis has been undertaken to ascertain what the impact of such a loss of available effluent would be. The analysis used historical data from the most critical period June 2004 – October 2010, this period being the period over the Millennium Drought for which the Council possesses reliable data. The period October 2010 to the present has been above average rainfall and so the impact of a loss of irrigation is not considered to be critical for this period. The analysis, summarised in the graph below, indicates that over this period, the Council would have effectively run out of treated effluent on six occasions and would have only had at its disposal what would have been received, allowing of course for the reduction in inflows from JCC. On average, the Council would have foregone 10ML per month of the irrigation season (loosely October-March of each year). It is not immediately easy to quantify the outcome of this had it eventuated or should it eventuate in the future; decisions would need to be made about which of the areas for irrigation are given priority – the Council’s sporting fields, the golf course or the Junee High School Oval – but as an indication, in the worst effected month of January 2009, if priority were given to the Council’s facilities, then no effluent could have been supplied to the Golf Course. The graph below demonstrates the actual available storage over the period (blue line) and the predicted available storage if there had been no flows incoming from the JCC (red line). The green bars indicate the difference in effluent available for irrigation.


Page 5

Reputational The Council has previously provided Justice NSW with a commitment to having the upgraded STP operational in time for the opening of the JCC expansion. Should the Council resolve to defer the next stage of the project, it is highly unlikely that the Council will meet this commitment which would result in some degree of reputational damage. Financial Building Better Regions Fund – Federal Grant The total amount sought from the Building Better Regions Fund was $3.52m; however staff have a low level of confidence in having a successful outcome. State Government Grant An initial amount of $3.5m was sought from the NSW State Government and staff have a high level of confidence in having a successful outcome, although at this stage there is no indication of when a decision may be made known to the Council. A second request for an amount of $1.5m has been made of the State Government and staff have a low level of confidence in having a successful outcome. To progress to the next stage of Procurement is not possible if the funding from either the Federal or State Government was not forthcoming. Accordingly, it is recommended that, acknowledging there remains work to complete the Preliminaries stage; the Council defer any decision to put out the construction of the STP to tender, until such time as the Council has received confirmation of either grant being awarded to the Council.


Page 6

CONCLUSION The Council should as matter of courtesy write to Justice NSW to bring them up to date with the current status of the STP upgrade project. It should include Council’s concerns over completing the project without the necessary financial assistance from the State Government and that while we expect that this matter will be resolved with a positive result, the uncertainty as to when that announcement may take place may delay the completion date for the STP upgrade project beyond July 2018.


Page 7

Report No: 2 COMBINED DELIVERY PROGRAM OPERATIONAL PLAN 2017 – 2021 AND WORKFORCE PLAN 2017 -2021

Reporting Officer: Director Finance and Administration

Key CSP strategic theme: Collaborative

Attachments: Delivery Program and Operational Plan 2017-2021

Submission received

Workforce Plan 2017/021

RECOMMENDATIONS: 1. That the Combined Delivery Program Operational Plan 2017-21, as presented, be

adopted. 2. That the Revenue Policy 2017-2018, as advertised, and after taking into consideration

all submissions made to the Plan and any amendments listed in the report to Council, be adopted;

3. That pursuant to the provisions of the Local Government (Financial Management)

Regulation 1993 expenditure required to finance works, service and activities of the Council for the financial year 2017-2018 and as detailed in the Financial Estimates section of the Council’s Combined Delivery Program Operational Plan 2017-2021 be approved and voted accordingly;

4. That whereas public notice has been given by advertisement published in the Junee

Southern Cross of the preparation of the Draft Combined Delivery Program Operational Plan 2017-2021 in relation to the Council’s activities for the 2017-2021 period and the Council’s Revenue Policy for the 2017-2018 financial year and whereas such Draft Combined Delivery Program Operational Plan 2017-2021 and Revenue Policy have been publicly exhibited for not less than 28 days and whereas Council has considered any matters concerning the Draft Combined Delivery Program Operational Plan 2017-2021 and Revenue Policy and whereas such Draft Combined Delivery Program Operational Plan 2017-2021 and Revenue Policy was amended as necessary, and adopted at a meeting held on 27 June 2017 and whereas the ordinary rates do not exceed in the aggregate the permitted increase the ordinary rates and the special rates and the charges detailed hereafter be and hereby are made for the financial year commencing 1 July 2017:

i) Make a FARMLAND rate of zero point two eight five three four six (0.285346)

cents in the dollar on the land value of all rateable land in the area which has been categorised by the Council as Farmland pursuant to Section 515 of the Local Government Act subject to a base amount of three hundred and two dollars ($302.00) in respect of each separate parcel with the base amount producing ten point nine nine percent (10.99%) of the total amount of the rate levy of the Farmland rate category, and


Page 8

ii) Make a RESIDENTIAL - TOWN rate of one point zero zero nine three two three (1.009323) cents in the dollar on the land value of all rateable land in the area which has been sub-categorised by the Council as Residential - Town pursuant to Section 516 and 529 of the Local Government Act 1993 subject to a base amount of three hundred and two dollars ($302.00) in respect of each separate parcel with the base amount producing thirty seven point zero five percent (37.05%) of the total amount of the rate levy of the Residential - Town rate sub-category, and

iii) Make a RESIDENTIAL – RURAL & VILLAGE rate of zero point four eight eight

zero zero three (0.488003) cents in the dollar on the land value of all rateable land which has been sub-categorised by the Council as Residential – Rural & Village pursuant to Sections 516 and 529 of the Local Government Act, 1993 subject to a base amount three hundred and two dollars ($302.00) in respect of each separate parcel with the base amount producing forty six point four two percent (46.42%) of the total amount of the rate levy of the Residential – Rural & Village rate sub-category, and

iv) Make a BUSINESS – TOWN rate of three point zero three eight six eight three

(3.038683) cents in dollar on the land value of all rateable land in the area which has been sub-categorised by the Council as Business – Town pursuant to Section 518 and 529 of the Local Government Act 1993 subject to a three hundred and two dollars ($302.00) in respect of each separate parcel with the base amount producing twelve point six two percent (12.62%) of the total amount of the rate levy of the Business - Town rate sub-category, and

v) Make a BUSINESS rate of one point seven three six one seven four (1.736174)

cents in dollar on the land value of all rateable land in the area which has been categorised by the Council as Business pursuant to Section 518 of the Local Government Act 1993 subject to a three hundred and two dollars ($302.00) in respect of each separate parcel with the base amount producing thirty two point two eight four percent (32.84%) of the total amount of the rate levy of the Business rate category, and

5. That pursuant to Section 558 of the Local Government Act, 1993 such lands

belonging to a public hospital, public benevolent institution or public charity and public reserves are non-rateable to an ordinary rate pursuant to Section 556/557 of the said Act.

6. That the schedule of fees and charges for 2017-2018 as outlined in the Draft

Combined Delivery Program Operational Plan 2017-2021 with the alterations as described in the report be adopted;

7. That the General Manager cause preparation and service of rate notices for the

financial year 2017-2018. 8. That the Workforce Plan 2017-2021as presented be adopted. ________________________________________________________________________________


Page 9

EXECUTIVE SUMMARY The Draft Delivery Program and Operational Plan (DPOP) have been on public exhibition for five weeks. This is the first DPOP of the newly elected Council. There are some significant financial pressures on Council and this plan takes into account those pressures however delivers the level of service expected of the Community. BACKGROUND At its Ordinary meeting held 16 May 2017, the Council resolved to advertise its Combined Delivery Program Operational Plan for 2017-2021. The advertising period closed at 4:00pm on Friday, 16 June 2017. At the time of closing, one submission was received. In line with the approval by the Independent Pricing and Regulatory Tribunal (IPART) general rates will increase by 1.50% in 2017-18. Following the submission of the draft, Management have further reviewed the plan and identified a number of adjustments/changes. Subsequent to the advertised draft being published the following adjustments have been made:

• An amended version of the Delivery Program and Operational Plan has been prepared for consideration in light of Council’s position to seek additional funding towards the Junee Treatment Plant upgrade. This raises the external funding source to $5m and lowers borrowings to $2.8m. The Council may choose to adopt the latest version or revert to the details included in the public advertised documents.

• The Federal Government announced that 50% of the 2017/2018 Federal Assistance Grant

would be paid in June 2017. The Delivery Program Operational Plan includes adjustment for this. The impact on cash is an increase in our estimated cash holdings at June 30 of $1,326,128. Correspondingly, there is a reduction for the same amount in 2018/2019.

• A reduction in the interest rates used for loan calculations. This has the impact of reducing the borrowing costs by $36,747 in 2017/2018.

• There were some minor changes to IT expenditure due to items missed on preparation of

the draft. This has impacted the budget by $8,510. • Minor adjustment to R2R funding and spending from 18/19 to reflect estimates provided.

Adjustment only amounted to $3,793 per annum. • A reduction in the level of borrowings reduced to $3.4M from $4.9M. • An increase in expected capitals grants to a total $5.116M from $3.638M.

There have also been some minor changes to the Fees and Charges schedule for 2017/2017, namely:

• Annual Sewer charge for Flats/Units was inadvertently missed from original schedule - $199.00.

• The Non-residential sewer usage charge rate per kilolitre was missed - $1.00.


Page 10

• The Council’s resolution to subsidise the impact of Non-residential sewer charges to businesses across a five year period be included.

The Workforce Plan 2017-2021 forms part of the Integrated Planning and Reporting suite of documents. At its Extraordinary meeting held 16 May 2017, the Council resolved to advertise its Workforce Plan 2017-2021 for public comment. The advertising period closed on Friday, 16 June 2017 and at that date no comments had been received. No changes are proposed to the Workforce Plan 2017-2021. Within this term of this Council the Workforce Plan will go through a substantial review process as member councils of REROC have commenced a joint initiative to undertake such work. This Workforce Plan aims to support Junee Shire Council in achieving the skilled, motivated, flexible and diverse workforce it needs, to deliver value for money services that make a difference to our local community, while at the same time maintaining our position as an employer of choice. The updated Draft Combined Delivery Program Operational Plan for 2017-2021 and Workforce Plan 2017-2021 is attached to this agenda. CONSIDERATIONS Policy – The draft documents form a critical part of Council policy development. Risk Assessment – N/A Public Exhibition The Council has received one written submission during the exhibition period. The writer glowingly supported the Council’s plans and their attempts to improve the amenity of the Shire for the enjoyment of current residents and businesses as well as the efforts made to present an attractive lifestyle for new residents that may want to move to the Shire. CONCLUSION The Shire continues to be in a tight financial position over the forecast period which will require close monitoring in terms of improving cash flow and management of expenditure.


Page 11


Page 12

JUNEE SHIRE COUNCIL

Combined Delivery Program and Operational Plan 2017-2021

Adopted: Min No:

Page 2

Our Direction and Values

Our Community Vision

“Junee will be a great place to live, with a healthy civic pride. That will come about because the

amenity of the shire – social, recreational, cultural, environmental and visual – is the best quality

possible given our circumstances. There will be an increase in population because of this, with the

increase made up of people who are net contributors to the community.”

“Junee will be prosperous and existing services and businesses will have been preserved and

grown. The Shire will have economic development strategies recognising the different

circumstances of urban and rural areas.”

“Junee will be a place where innovative, responsive leadership and management occur in all facets

of community life. It will be an independent Local Government area with a strong sense of

identity.”

Our Community Mission

“Junee Shire is to Make Tracks systematically and with determination towards it’s

Vision.”

Page 3

Our Community Values

Proud and welcoming – we are proud of our shire and as a friendly community we

encourage and support new residents and business owners.

Innovative and progressive – we welcome new ideas and we seek to make changes that

will improve the lifestyle of our community.

Inclusive – we have a perspective broader than the shire boundary; our regional focus

means we are tuned to the opportunities available through co-operation and partnerships.

Leadership and wisdom – we listen and act; we are prepared to take tough decisions in

the best interests of the future of our people, our place and our economy.

Page 4

Introduction On behalf of Junee Shire Council, we are pleased to present the Delivery Program and Operational Plan for the period 2017/21. This is the fifth Delivery Program and Operational Plan presented by Council under the Integrated Planning and Reporting Framework (IPR) mandated by the State Government. Each newly elected Council is required to prepare a new Delivery Program for a four year cycle, to align with the local councillor election cycle. This alignment will ensure that the Council of the day is accountable for its own plan. The Delivery Program and Operational Plan provides a summary of the principal activities and actions that the Council intends to undertake for the next four years. It details the newly elected Council’s response to the community engagement that occurred across the shire throughout November 2016 to February 2017 which delivered the Community’s Strategic Plan ‘Making Tracks’. Essentially, the Delivery Program is the doing document and lists the major actions and tasks that the Council can resource to give life to the expectations contained in ‘Making Tracks’. The Combined Delivery Program and Operational Plan is only part of the planning process and should be read in conjunction with the Long Term Financial Plan, Asset Management Strategy and Workforce Plan to understand what is required to achieve long term financial sustainability. We also prepare an annual report each November that provides information to the Community on how well the Council performed in the previous financial year.

Cr Neil Smith Mr James Davis MAYOR GENERAL MANAGER

Page 5

What is the Delivery Program? The Delivery Program forms part of Junee Shire Council’s Integrated Planning and Reporting (IPR) framework. This framework aims to draw our various plans together, to assist in understanding how they interact and to get maximum leverage from our efforts by planning holistically for the future.

Junee Shire Council’s Integrated Planning and Reporting framework comprises the following key elements:

Community Strategic Plan ‘Making Tracks’ – identifies the community’s main priorities and aspirations for the future and outlines strategies for achieving these goals. It has a long-term outlook of 10 to 20 years. Each newly elected Council must complete a review of its Plan by 30 June in the year following the local government elections and roll the planning forward by at least four years, that way it is always a minimum 10 year plan. Junee Shire Council’s current Community Strategic Plan was adopted on 16 May 2017.

Combined Delivery Program and Operational Plan – describes the activities and actions the Council will undertake over the next four years to achieve its long term goals and outcomes. It is accompanied by Financial Estimates to support the delivery of those services and projects. A Delivery Program must be prepared by 30 June in the year following a local government election. The Operational Plan lists the actions to be completed over the ensuing 12 month period. It is reviewed and adopted by 30 June each year. Financial information for the four year rolling cycle 2017/2021 is contained in the Junee Shire Council Financial Estimates contained in Part 2 of this document.

Annual Report – provides the community with a detailed account of what was achieved each year and the progress made towards the implementation of the Combined Delivery Program Operational Plan and Community Strategic Plan. This report must be completed within five months of the end of the financial year. It is designed to be a report card to the community on achievements.

Page 6

Local Government Charter The role of the Junee Shire Council in accordance with the Local Government Act 1993 (NSW) Section 8 is to:

Exercise of functions generally • provide strong and effective representation, leadership, planning and decision-making. • carry out functions in a way that provides the best possible value for residents and

ratepayers. • plan strategically, using the integrated planning and reporting framework, for the provision

of effective and efficient services and regulation to meet the diverse needs of the local community.

• apply the integrated planning and reporting framework in carrying out their functions so as to achieve desired outcomes and continuous improvements.

• work cooperatively with other councils and the State government to achieve desired outcomes for the local community.

• manage lands and other assets so that current and future local community needs can be met in an affordable way.

• work with others to secure appropriate services for local community needs. • act fairly, ethically and without bias in the interests of the local community. • be a responsible employer and provide a consultative and supportive working environment

for staff.

Decision-making • recognise diverse local community needs and interests. • consider social justice principles. • consider the long term and cumulative effects of actions on future generations. • consider the principles of ecologically sustainable development. • decision-making should be transparent and decision-makers are to be accountable for

decisions and omissions.

Community participation • actively engage with their local communities, through the use of the integrated planning and

reporting framework and other measures.

Apply Principles of sound financial management • spending should be responsible and sustainable, aligning general revenue and expenses. • invest in responsible and sustainable infrastructure for the benefit of the local community. • have effective financial and asset management, including sound policies and processes for the

following: - performance management and reporting, - asset maintenance and enhancement, - funding decisions, and - risk management practices.

• have regard to achieving intergenerational equity, including ensuring the following: - policy decisions are made after considering their financial effects on future generations, - the current generation funds the cost of its services.

Page 7

Integrated planning and reporting principles • identify and prioritise key local community needs and aspirations and consider regional

priorities. • identify strategic goals to meet those needs and aspirations. • develop activities, and prioritise actions, to work towards the strategic goals. • ensure that the strategic goals and activities to work towards them may be achieved within

council resources. • regularly review and evaluate progress towards achieving strategic goals. • maintain an integrated approach to planning, delivering, monitoring and reporting on

strategic goals. • collaborate with others to maximise achievement of strategic goals. • manage risks to the local community or area or to the council effectively and proactively. • make appropriate evidence-based adaptations to meet changing needs and circumstances.

Page 8

Role of Mayor, Councillors & General Manager The Local Government Act 1993 as amended provides direction on the statutory roles and

duties of the Mayor, Councillors and General Manager. The roles are as follows:

Role of Mayor

• to be the leader of the council and a leader in the local community, • to advance community cohesion and promote civic awareness, • to be the principal member and spokesperson of the governing body, including representing

the views of the council as to its local priorities, • to exercise, in cases of necessity, the policy-making functions of the governing body of the

council between meetings of the council, • to preside at meetings of the council, • to ensure that meetings of the council are conducted efficiently, effectively and in

accordance with this Act, • to ensure the timely development and adoption of the strategic plans, programs and policies

of the council, • to promote the effective and consistent implementation of the strategic plans, programs and

policies of the council, • to promote partnerships between the council and key stakeholders, • to advise, consult with and provide strategic direction to the general manager in relation to

the implementation of the strategic plans and policies of the council, • in conjunction with the general manager, to ensure adequate opportunities and mechanisms

for engagement between the council and the local community, • to carry out the civic and ceremonial functions of the mayoral office, • to represent the council on regional organisations and at inter-governmental forums at

regional, State and Commonwealth level, • in consultation with the councillors, to lead performance appraisals of the general manager, • to exercise any other functions of the council that the council determines.

Role of a Councillor As a member of the governing body of the Council: • to be an active and contributing member of the governing body, • to make considered and well informed decisions as a member of the governing body, • to participate in the development of the integrated planning and reporting framework, • to represent the collective interests of residents, ratepayers and the local community, • to facilitate communication between the local community and the governing body, • to uphold and represent accurately the policies and decisions of the governing body, • to make all reasonable efforts to acquire and maintain the skills necessary to perform the

role of a councillor. • A councillor is accountable to the local community for the performance of the council.

Page 9

Role of the General Manager

• to conduct the day-to-day management of the council in accordance with the strategic plans, programs, strategies and policies of the council,

• to implement, without undue delay, lawful decisions of the council, • to advise the mayor and the governing body on the development and implementation of the

strategic plans, programs, strategies and policies of the council, • to advise the mayor and the governing body on the appropriate form of community

consultation on the strategic plans, programs, strategies and policies of the council and other matters related to the council,

• to prepare, in consultation with the mayor and the governing body, the council’s community strategic plan, community engagement strategy, resourcing strategy, delivery program, operational plan and annual report,

• to ensure that the mayor and other councillors are given timely information and advice and the administrative and professional support necessary to effectively discharge their functions,

• to exercise any of the functions of the council that are delegated by the council to the general manager,

• to appoint staff in accordance with the organisation structure and the resources approved by the council,

• to direct and dismiss staff, • to implement the council’s workforce management strategy, • any other functions that are conferred or imposed on the general manager by or under this

or any other Act.

Page 10

Corporate Governance Corporate Governance and Councillors

Councillors are responsible for effecting corporate governance. They are required to ensure that management’s direction is aligned with the interests of the community it represents, along with the dependent organisations with which it interrelates, and with legislation under which Council is required to operate.

As elected representatives, the community relies on Councillors to lead, direct and govern the activities of Council on their behalf. This is achieved by monitoring the processes under which Council operates in order to:

• Exercise power over the direction of Council; • Exercise concern for the effect of Council decisions on other parties;

• Supervise and control executive actions;

• Ensure Council is accountable for its functions; and

• Ensure that Council activities comply with the law.

Monitoring Organisational Performance

The process of monitoring the performance of Junee Shire Council is conducted in two ways. Firstly, the General Manager must ensure that progress reports are provided to the Council on its performance with respect to the activities and actions detailed the Combined Delivery Program Operational Plan, every six months.

Secondly, a review of the Financial Estimates in the form of a Quarterly Budget Review Statement are required to be presented to Council within two months of the end of the September, December and March quarters.

Page 11

Executive Management

The Management Team consists of the General Manager and Directors who provide leadership and strategic management to the organisation while ensuring effective, efficient and accountable operations.

Their key activities are:

• Management of strategic relationships with stakeholders;

• Ensuring Council’s interests are well protected at all levels of government; • Ensuring that decisions of Council are carried out expeditiously;

• Ensuring the provision and delivery of direct services to the community are aligned to

real community needs; and • Development of financial strategies that provide options and set priorities for

service delivery.

Elected Representatives The Junee Shire Local Government Area is represented by nine elected Councillors. Councillors are elected by the community and hold office for a four year term. The next Local Government elections will be held in September 2020.

One Councillor is chosen as Mayor by the Councillors. The Mayor holds office for a two year period.

The elected Council is responsible for the direction and control of Council’s affairs in accordance with the Local Government Act and associated legislation. Councillors represent the collective interests of the residents and ratepayers; provide leadership and guidance to the community; and facilitate communication between the community whilst maintaining the broader vision, needs and aspirations of the whole Junee Shire community.

The Junee Shire Council Councillors who were elected in September 2016 are: • Cr Neil Smith (Mayor)

• Cr Matt Austin (Deputy Mayor)

• Cr Robin Asmus

• Cr David Carter

• Cr Robert Callow

Page 12

• Cr Mark Cook

• Cr Pam Halliburton

• Cr Martin Holmes

• Cr Kerri Walker

Page 13

Organisational Structure

Page 14

Community Involvement Junee Shire Council provides a number of mechanisms by which the community may be involved in terms of information sharing, active participation in committees, attendance at meetings, or other mechanisms. The following is a list of mechanisms by which residents can be involved.

Written and Electronic Correspondence All formal correspondence should be addressed to the General Manager Junee Shire Council PO Box 93 Junee NSW 2663 or [email protected]. It will be formally recorded and then redirected to the appropriate recipient, be that a Councillor or staff member for action.

Councillor Interaction

The Councillors of Junee Shire Council are there to represent the community’s collective views. They welcome the opportunity to discuss any matters of concern to residents.

Council Meetings

Council and Committee meetings are held at the Junee Shire Council Chambers, 29 Belmore Street, Junee.

Council meetings are usually held on the third Tuesday of each month commencing at 4:30pm. Council attempts to hold one Council meeting per year in a village or rural locality. Additional meetings or variations to regular meeting dates and times are advertised in the Local or Regional newspapers and displayed on Council's website.

Residents are advised that there is opportunity at the commencement of the meeting to address Council at the public forum for matters that are listed in the meeting agenda. If a resident wishes to speak at the public forum prior notice is required and details in this regard are available from the Council offices in Belmore Street or on the Council website.

Business Papers

Council business papers made are available three days prior to the scheduled meeting on its website: www.junee.nsw.gov.au

A business paper is also available for members of the public who attend the council meeting.

Page 15

mailto:[email protected]

mailto:[email protected]

http://www.junee.nsw.gov.au/

Committees

The Council has a number of Committees that meet when needed. They are:

● Australia Day Committee (S355 Committee)

● Youth Council

● Town Pride & Promotion Working Party

● Museum Working Party

● Athenium Working Party

● Junee Junction Recreation & Aquatic Centre Committee (S355 Committee)

● Junee Golf Club Working Party

● Asset Management Steering Committee

● Internal Audit Committee

● Traffic Committee Community Committees / Delegates to other organisations

Council is involved in a number of community committees or provides a delegate to other organisations. These bodies meet variably from regular monthly meetings or on an as needs basis. They are:

● District Emergency Management Committee

● Goldenfields Water County Council

● Inter-Agency Forum

● Junee Shire Arts Council

● Junee Sports Committee

● Local Emergency Management Committee

● REROC

● Riverina Regional Library

● Riverina Zone, Rural Fire Service Liaison Committee

● Riverina Zone, Rural Fire Service Bushfire Management Committee

● Senior Citizens Week Committee

● Noxious Weeds Committee

● Bethungra On the Up Committee

● Old Junee Progress Association

Page 16

Council Information Dissemination There are a number of other ways in which information is circulated across the community, including:

• Local newspaper – The Junee Southern Cross provides coverage for the entire local

government area and is used by Council to provide time sensitive information or to

advertise or give notice of activities.

• Newsletter – The Junee Shire Council Newsletter is printed quarterly and is distributed

to rate payers, major employers and schools in the Junee Shire.

• Website – The Council website www.junee.nsw.gov.au provides Council specific

information for interested parties.

• Social media – Including Facebook, Twitter, Pinterest and Instagram. Links are

available from Council’s website.

Page 17

http://www.junee.nsw.gov.au/

Community Strategic Plan In June 2009, Junee Shire Council adopted its first Community Strategic Plan; "making tracks", A Community Strategic Plan for the Junee Shire to 2020. Its adoption followed comprehensive engagement with our community over an extended period. Since that time the Plan has subsequently been reviewed and readopted in April 2013, and more recently, following the Local Government elections in September 2016 the Plan had a substantial review and was adopted in May 2017.

"making tracks" was developed in accordance with the Integrated Planning and Reporting Framework mandated by the NSW Government for all Local Government authorities. The Plan is the highest level plan that a Council prepares and identifies the Community’s aspirations for the future.

In the development of this Plan, four major themes were identified. Under each theme two Strategic Objectives were determined and Strategies developed. It is these community-based issues that form the basis of the Council’s Combined Delivery Program Operational Plan activities and actions.

How will we measure the community’s expectation identified in the Community Strategic Plan?

Under each major theme, the Community Strategic Plan identifies a number of strategies the Council will implement. Key performance measures to indicate the progress of the Council towards the achievements of these initiatives are reported periodically to the community.

Community Strategic Plan Themes

Theme 1 - Liveable – with strategies focussed on our community being healthy and active; and for our Shire being a great place to live. Strategies include catering for our ageing population; creating opportunities and valuing people with disability; and supporting our youth. Strategies to enable viable locations and villages and build on our heritage are also included within this theme.

Theme 2 - Prosperous – with strategies to grow our economy and be a resilient community able to adapt for the future. This theme and objectives recognise the strengths and opportunities for our economy to grow in particular around tourism and business sector opportunities in the region. Strategies address planning our land resources and infrastructure for a growing population. The strategies within this theme also acknowledge the need to adapt to a rapidly changing future.

Page 18

Theme 3 - Sustainable – with strategies to ensure harmony between our community, built and natural environment; and strategies that manage our human, built and financial resources wisely. The strategies talk specifically to being accountable and financially sustainable; about embracing energy efficiency; and reducing, reusing and recovering waste.

Theme 4 - Collaborative – with strategies concerned with keeping the community engaged and connected; and working together to achieve the goals and aspirations that we have planned together. The strategies involve subjects including communication and information; the importance of volunteers; and working in partnership. This theme also includes a strategy to ensure that representative, responsive and accountable community governance and leadership are forthcoming.

Hints on how to read the strategies and actions in the following tables The tables in this Combined Delivery Program Operational Plan 2017/18 have been designed to link to the four major Themes (4) and Strategic Initiatives (29) listed in the Community Strategic Plan "making tracks" 2035 - A Community Strategic Plan for the Junee Shire.

For each Strategic Initiative there are a number of Delivery Program Principal Activities (DP Activities) which describe what the Council aims to deliver over the next four years. The Principal Activities are supported by planned Operational Plan Actions (OP Actions) and corresponding Performance Measures.

The Combined Delivery Program and Operational Plan includes all the strategic initiatives in the Community Strategic Plan, some of which have shared responsibilities and rely on the goodwill of external community lead organisations and committees or indeed other government agents.

Page 19

Delivery Program & Operational Plan 2017/2018 – 2020/2021

Page 20


Theme 1: Liveable Objective 1: To be healthy and active

Strategy 1.1: Have in place the right health services

Delivery Program Activity Operational Plan Actions FY18 FY19 FY20 FY21

1.1.1 Provide facilities in Junee township for health and medical service providers to meet the community’s needs

1.1.1.1 Periodically assess the needs of the Junee community to ensure appropriate health and medical services are available

Y Y

1.1.1.2 Liaise with Junee Health Advisory Committee to assist with strategic and operational issues in preparing for the needs of the community

Y Y Y Y

1.1.1.3 Maintain Medical Centre building in accordance with lease agreement Y Y Y Y

1.1.2 Participate in the sector and advocate for appropriate facilities and services

1.1.2.1 Interact with the Junee Inter-Agency Forum, Junee Aged Hostel Community, Junee Community Centre and Lawson House

Y Y Y Y

1.1.3 Provide Community Transport to eligible persons 1.1.3.1 Provide Community Transport to eligible community members Y Y Y Y

Strategy 1.2: Encourage and enable healthy and inclusive lifestyle choices


1.2.1 Provide safe, fit for purpose active and passive recreation facilities

1.2.1.1 Maintain sports and recreation grounds Y Y Y Y

1.2.1.2 Maintain parks, gardens and open spaces Y Y Y Y

1.2.1.3 Maintain Sandy Beach & Bethungra Dam Reserves Y Y Y Y

1.2.1.4 Maintain skate park Y Y Y Y

Page 21



1.2.1.5 Deliver capital and renewal works program Y Y Y Y

1.2.1.6 Implement Bethungra Dam Reserve Improvements Y

1.2.2 Provide safe and accessible pedestrian and cycle infrastructure

1.2.2.1 Develop Pedestrian Access Mobility Plan (PAMP) Y

1.2.2.2 Improve publicly accessible mapping of path network Y

1.2.2.3 Improve community awareness of shared path network Y Y

1.2.2.4 Develop maintenance management system for the path network Y

1.2.2.5 Maintain the path network Y Y Y Y

1.2.2.6 Deliver path network capital and renewal works program Y Y Y Y

1.2.3 Assist Community Events 1.2.3.1 Advocate and support community events which provide physical and mental stimulation

Y Y Y Y

1.2.4 Provide library services 1.2.4.1 Maintain the provision of library services Y Y Y Y

Strategy 1.3: Provide the right places, spaces and activities


1.3.1 Develop, renew and maintain active and passive recreation spaces

1.3.1.1 Develop and implement four year recreation works program Y Y Y Y

1.3.1.2 Improve skate park facilities and amenities Y

1.3.1.3 Review recreational facility access Y

1.3.2 Utilise Natural Recreation Assets 1.3.2.1 Support Junee Urban Landcare Y Y Y Y

Page 22



1.3.2.2 Develop Rocky Hill Improvement Strategy Y

1.3.2.3 Develop Urban Wetland Improvement Strategy Y

1.3.3 Enable people to move around our towns and villages safely

1.3.3.1 Review public lighting Y

1.3.3.2 Provide animal control services Y Y Y Y

1.3.4 Manage the Junee Junction Recreation & Aquatic Centre

1.3.4.1 Develop a Business Plan for the Recreation Centre (including Marketing Plan)

Y

1.3.4.2 Develop and implement programs and activities that encourage young people, older people and people with a disability to attend

Y Y Y Y

1.3.4.3 Develop and implement programs to increase the use of the Stadium Y Y Y Y

1.3.4.4 Ensure that the Recreation Centre offers a range of recreational opportunities to meet the needs of its community

Y Y Y Y

1.3.4.5 Ensure that the Recreation Centre operates within its allocated budget

Y Y Y Y

1.3.4.6 Provide a recreational/leisure facility that is affordable and accessible Y Y Y Y

1.3.4.7 Provide aquatic services that are safe and adhere to health guidelines Y Y Y Y

1.3.4.8 Survey members and users for feedback leading to improvement Y Y

1.3.5 Provide Library services 1.3.5.1 Investigate the introduction of services and activities for young people Y

1.3.5.2 Maintain membership of Riverina Regional Libraries Y Y Y Y

1.3.5.3 Operate the Library and its spaces to meet the information, education, recreation and cultural needs of the community

Y Y Y Y

Page 23



1.3.5.4 Provide fax, copying, scanning, laminating services Y Y Y Y

1.3.5.5 Provide services and activities to members and patrons (e.g. Storytime, holiday activities, author visits and travelling displays)

Y Y Y Y

1.3.5.6 Provide WiFi and computers for public use Y Y Y Y

1.3.5.7 Survey members and users for feedback leading to improvement Y Y

Page 24


Objective 2: To be a great place to live

Strategy 2.1: Enable viable localities and villages


2.1.1 Facilitate growth in our localities and villages outside of Junee township

2.1.1.1 Undertake review of directional signage to/from each village and locality

Y

2.1.1.2 Improve entry signs to each village Y Y Y Y

2.1.1.3 Develop and maintain village profiles including inventory of public assets

Y Y

2.1.1.4 Develop and implement village improvement plans Y Y Y Y

2.1.1.5 Participate in community meetings Y Y Y Y

2.1.1.6 Support the development and hosting of new events and tourism activities in the villages and localities

Y Y Y Y

2.1.1.7 Maintain village parks and open spaces Y Y Y Y

2.1.1.8 Advocate for improved telecommunications and general equity in services to villages and surrounding localities

Y Y Y Y

2.1.2 Increase the profile of our localities and villages 2.1.2.1 Feature our localities and villages in the Community Newsletter Y Y Y Y

2.1.2.2 Promote activities and events outside of Junee township to the whole community

Y Y Y Y

2.1.3 Increase Council services and participation in our localities and villages outside of Junee township

2.1.3.1 Conduct Council meeting periodically in each village location Y Y Y Y

2.1.3.2 Facilitate the showing of movies in the villages utilising Council’s movie equipment

Y Y Y Y

Page 25



2.1.3.3 Investigate additional road verge maintenance in our localities and villages

Y

2.1.3.4 Investigate hosting a mobile (pop-up) Council office in locations outside of Junee township

Y

Strategy 2.2: Build on our heritage, creativity and cultural expression


2.2.1 Provide fit for purpose open spaces 2.2.1.1 Maintain heritage elements of public spaces Y Y Y Y

2.2.1.2 Review utilities/assets in our open spaces Y

2.2.2 Provide the opportunity for appropriate public art to be installed in public spaces

2.2.2.1 Investigate options to develop a Public Art Policy and Procedures document to guide Council

Y

2.2.3 Improve the public’s access to historical information held by the Council

2.2.3.1 Maintain cemetery mapping/database Y Y Y Y

2.2.3.2 Improve signage and amenity of local cemeteries Y Y

2.2.3.3 Review Council’s historical records and information management from a public access point of view

Y

2.2.3.4 Investigate the installation of a network of heritage information in public spaces, such as storyboards or heritage inspired public art

Y

2.2.4 Use the historic character of Junee in a way that promotes tourism and local celebration

2.2.4.1 Implement the Junee Tourism Development Plan Y Y Y Y

2.2.4.2 Incorporate Junee’s heritage where appropriate into entry points to make a greater impression on visitors

Y Y Y Y

Page 26



2.2.4.3 Investigate further promotion of local heritage and heritage icons by way of permanent installations (e.g. images and stories)

Y

2.2.4.4 Provide support to Junee Rhythm n Rail Festival Y Y Y Y

2.2.4.5 Support tourism activities associated with historical, creative and cultural themes across the Shire

Y Y Y Y

2.2.4.6 Support, promote and improve on the operation of the Athenium Theatre and Broadway Museum

Y Y Y Y

2.2.5 Maintain a Heritage Conservation Area 2.2.5.1 Retain and maintain in accordance with Junee Development Control Plan

Y Y Y Y

Strategy 2.3: Cater for the ageing population


2.3.1 Provide safe and accessible pedestrian and cycle infrastructure

2.3.1.1 Improve community awareness on equitable sharing of path network - pedestrians, cyclists and mobility scooters

Y Y Y Y

2.3.2 Provide Community Transport 2.3.2.1 Provide Community Transport to eligible community members Y Y Y Y

2.3.3 Provide Library services 2.3.3.1 Ensure that access to the library and its services is appropriate for older people

Y Y Y Y

2.3.3.2 Provide library services to aged living environments as required Y Y Y Y

2.3.4 Advocate for improved aged living options 2.3.4.1 Advocate and plan for improved aged living options Y Y Y Y

2.3.5 Provision of events for the aged community 2.3.5.1 Facilitate Seniors Week Y Y Y Y

2.3.5.2 Investigate options for new events and activities for older people Y Y

Page 27



2.3.6 Access for the aged community to Junee Junction Recreation & Aquatic Centre

2.3.6.1 Ensure that access to the Recreation Centre for older people is affordable

Y Y Y Y

2.3.6.2 Provide accessible and appropriate activities, events and facilities for the aged

Y Y Y Y

2.3.7 Investigate developing an Aged Community Housing Infrastructure Plan

2.3.7.1 In collaboration with other stakeholders investigate developing a housing infrastructure plan for aged living

Y

Strategy 2.4: Create opportunities for and value people with a disability


2.4.1 Implement the Junee Shire Disability Inclusion Action Plan

2.4.1.1 Implement the Junee Shire Disability Inclusion Action Plan Y Y Y Y

2.4.2 Provide Community Transport 2.4.2.1 Monitor introduction of NDIS to ensure Community Transport service provision is appropriate

Y Y

2.4.2.2 Provide Community Transport to eligible community members Y Y Y Y

2.4.3 Provide disability access to Junee Junction Recreation & Aquatic Centre

2.4.3.1 Provide accessible and appropriate activities, events and facilities for people with disability

Y Y Y Y

2.4.4 Provide Library services 2.4.4.1 Ensure that access to the library and its services is appropriate for people with disability

Y Y Y Y

2.4.4.2 Provide home-bound service (re Library Act) Y Y Y Y

Page 28


Strategy 2.5: Support and create opportunities for youth


2.5.1 Advocate for more attention on youth issues 2.5.1.1 Investigate hosting a Youth Summit or Forum to identify issues and formulate solutions (in conjunction with High School)

Y

2.5.1.2 Develop and implement a Youth Development Program (dependent on outcome of Youth Summit or Forum)

Y Y Y

2.5.2 Coordinate programs for our youth 2.5.2.1 Coordinate Youth Council (monthly meeting) & fund raising activities Y Y Y Y

2.5.2.2 Coordinate School Holiday programs (funding ends FY20) Y Y Y

2.5.2.3 Advocate for educational facilities to run courses in Junee on regular basis

Y Y

2.5.2.4 Investigate application of future Targeted Early Intervention funding to other Council functions/programs

Y

2.5.2.5 Investigate driver training opportunities Y

2.5.2.6 Investigate viability and opportunity for regular youth drop-in space Y

2.5.2.7 Work with Junee Community Centre to provide Upskillin It courses Y

2.5.2.8 Determine what assets and activities we can keep providing after funding ends

Y

2.5.3 Provide Library services 2.5.3.1 Maintain relevant collection and access to youth activities Y Y Y Y

2.5.3.2 Provide appropriate activities during school holidays Y Y Y Y

Page 29


Theme 2: Prosperous Objective 3: To grow our local economy

Strategy 3.1: Plan for, develop and maintain the right assets and infrastructure


3.1.1 Develop, renew and maintain the road network 3.1.1.1 Maintain the road network Y Y Y Y

3.1.1.2 Deliver road network capital and renewal program Y Y Y Y

3.1.1.3 Maintain function of the Local Traffic Committee Y Y Y Y

3.1.1.4 Deliver road safety programs, projects and infrastructure Y Y Y Y

3.1.2 Develop, renew and maintain the sewer network & effluent reuse scheme

3.1.2.1 Maintain the sewer network Y Y Y Y

3.1.2.2 Deliver sewer network capital and renewal program Y Y Y Y

3.1.2.3 Upgrade sewerage maintenance management system Y

3.1.2.4 Achieve Sewerage Best Practice Management Y Y

3.1.3 Develop, renew and maintain the stormwater network

3.1.3.1 Maintain the stormwater network Y Y Y Y

3.1.3.2 Deliver stormwater network capital and renewal program Y Y

3.1.4 Enabling efficient infrastructure delivery by others 3.1.4.1 Develop guideline for infrastructure development Y

3.1.5 Develop, renew and maintain Council’s Administration Building

3.1.5.1 Maintain Council’s Administration Building Y Y Y Y

Page 30


Strategy 3.2: Support our business sector


3.2.1 Provide support and assistance to existing employers to grow their businesses

3.2.1.1 Maintain financial membership of Junee Business and Trades Y Y Y Y

3.2.1.2 Council representatives attend meetings of Junee Business and Trades

Y Y Y Y

3.2.1.3 Partner with Junee Business and Trades for media in town pride and promotion activities

Y Y Y Y

3.2.1.4 Work with Junee Business and Trades to implement strategic projects/programs to support economic activity

Y Y Y Y

3.2.1.5 Work with larger businesses in Junee to support and build local economy

Y Y Y Y

3.2.1.6 Advocate for and/or provide training opportunities that assist business growth

Y Y Y Y

3.2.1.7 Encourage local businesses to provide a shopper experience for customers

Y Y Y Y

3.2.1.8 Implement “Buy Local” campaign Y Y

3.2.1.9 Investigate partnership with Junee Business & Trades for footpath cleaning and pigeon abatement program

Y

3.2.1.10 Develop greater pride in our town by working with business owners to paint, decorate and light up their shop fronts in a coordinated theme

Y

3.2.1.11 Conduct food and skin penetration premises inspections Y Y Y Y

Page 31



3.2.2 To provide and/or facilitate business and commercial expansion for the economic benefit of Junee

3.2.2.1 Provide information packs to new residents providing directory of local businesses and services

Y Y Y Y

3.2.2.2 Maintain virtual marketing material for business attraction Y Y Y Y

3.2.2.3 Build internal and external marketing/promotion collateral to promote business attraction

Y Y Y Y

3.2.2.4 Develop physical marketing materials promoting inward investment opportunities

Y Y Y Y

3.2.2.5 Monitor the availability of space in the commercial precincts of Junee and advocate/facilitate opportunities

Y Y Y Y

3.2.3 Leverage and seize the economic advantages for Junee resulting from its close proximity to Wagga Wagga, the largest inland city in NSW

3.2.3.1 Maintain currency of Junee’s published “Economic Outlook” Y Y Y Y

3.2.4 Ensure our infrastructure supports competitive business 3.2.4.1 Review the road hierarchy Y

3.2.4.2 Engage with transport and haulage industry on network challenges Y Y

3.2.5 Enhance the Rail and Agriculture sector 3.2.5.1 Explore opportunities for business development associated with the inland rail

Y

3.2.5.2 Facilitate forum on local issues with Rail sector Y Y

3.2.5.3 Facilitate forum on local issues with Agriculture sector Y Y

3.2.6 Enable and promote economic growth opportunities for the Shire

3.2.6.1 Development Application and Complying Development Certificate approval times maintained at current low levels

Y Y Y Y

Page 32


Strategy 3.3: Grow our tourism sector


3.3.1 Support and recognise tourism volunteers 3.3.1.1 Recognise individual and groups achievement to help build community pride and capacity

Y Y Y Y

3.3.1.2 Develop a volunteer attraction program Y

3.3.1.3 Implement a volunteer attraction program Y Y Y

3.3.2 Provide a Visitor Information service 3.3.2.1 Maintain the Visitor Information Centre at the Broadway Museum Y Y Y Y

3.3.2.2 Provide local visitor information at strategic locations within the Shire

Y Y Y Y

3.3.2.3 Provide tourism awareness training to Library and Council Customer Service staff

Y Y

3.3.2.4 Further develop the aesthetics and function of the Information Centre in line with other level 3 centre standards

Y

3.3.3 Promote the Athenium Theatre as a local and regional tourism and cultural facility

3.3.3.1 Seek funding opportunities for improved facilities and amenity at the Athenium Theatre

Y Y Y Y

3.3.3.2 Develop a business plan for the Athenium Theatre Y

3.3.3.3 Promote and market the use of the Athenium Theatre and the range of uses in accordance with the Business Plan

Y Y Y

3.3.4 Promote the Broadway Museum as a local and regional tourism and cultural facility

3.3.4.1 Seek funding opportunities for improved facilities and amenity for the Broadway Museum

Y Y Y Y

3.3.4.2 Work with the Junee Historical Society to promote and develop the Broadway Museum

Y Y Y Y

Page 33



3.3.5 Improve the amenity for tourism throughout the Shire 3.3.5.1 Maintain a caravan park facility in Junee Y Y Y Y

3.3.5.2 Promote the YouMeandJunee brand for all town pride and promotion activities

Y Y Y Y

3.3.5.3 Redevelop town and village entrance signs to enhance pride throughout the Shire

Y Y Y Y

3.3.5.4 Promote unique recreation areas such as Bethungra Dam and Sandy Beach Reserve as destinations for visitors and residents with signage and marketing material

Y Y Y Y

3.3.5.5 Review Junee Tourism Development Plan Y

3.3.5.6 Renew signage to Bethungra Dam and Sandy Beach Reserves Y Y

3.3.5.7 Develop a strategy for managing RV visitors to Junee Shire (e.g. parking and dump points)

Y

3.3.5.8 Implement recommendations contained in Junee Tourism Development Plan

Y Y Y

3.3.6 Support local tourism businesses 3.3.6.1 Support Junee tourism operators group through regular meetings and program development

Y Y Y Y

3.3.6.2 Work with tourism operators and proprietors to identify and develop products and services that appeal to visitors to the shire, and to co-ordinate the promotion of our attractions

Y Y Y Y

3.3.6.3 Support tourism activities associated with historical themes across the Local Government Area

Y Y Y Y

Page 34


Strategy 3.4: Promote our community as a place to visit and stay for longer


3.4.1 To foster and promote Junee as a destination for visitors 3.4.1.1 Maintain Junee Visitor Information Centre Y Y Y Y

3.4.1.2 Support major tourism and community events Y Y Y Y

3.4.1.3 Work with neighbouring shires to promote regional tourism Y Y Y Y

3.4.2 Market Junee as a destination for visitors 3.4.2.1 Improve entry points to the town and the shire to make a greater impression on visitors – to encourage visitors to stop and stay

Y Y Y Y

3.4.2.2 Maintain contemporary tourism webpages and social media platforms

Y Y Y Y

3.4.2.3 Review fleet and plant signage for opportunities to enhance visitor experiences

Y

3.4.2.4 Update Junee Visitor Guide Y Y

Strategy 3.5: Plan our land resources for the future


3.5.1 Provide advice and information to applicants and industry

3.5.1.1 Distribute information to developers and builders relating to changes in legislation and guidelines

Y Y Y Y

3.5.1.2 Provide pre-lodgement advice and assistance to applicants Y Y Y Y

3.5.1.3 Improve public access to planning information and streamline application process

Y

Page 35



3.5.1.4 Review public access to spatial information with a view to providing maximum public benefit

Y

3.5.2 Provide development assessment services 3.5.2.1 Assess and determine complying development applications, development applications, and construction certificates in line with legislation and Council policy

Y Y Y Y

3.5.2.2 Provide certification inspection services Y Y Y Y

3.5.2.3 Undertake swimming pool compliance program Y Y Y Y

3.5.2.4 Assist business and community to transition to Department of Planning on-line lodgement of development applications

Y

3.5.3 Maintain contemporary development controls 3.5.3.1 Review Junee Development Control Plan Y

3.5.3.2 Undertake a housekeeping review of Junee Local Environmental Plan

Y

3.5.4 Plan for future growth 3.5.4.1 Review and update Residential Land Strategy Y

Strategy 3.6: Grow our population throughout the Shire


3.6.1 Facilitate population growth outside of Junee township 3.6.1.1 Assess residential development potential in villages Y Y

3.6.1.2 Identify infrastructure needs and plan accordingly Y Y Y

3.6.2 Provide appropriate land for residential development to 3.6.2.1 Actively market residential land availability Y Y Y Y

Page 36



facility population growth in Junee. 3.6.2.2 Subdivide and construct residential estates in accordance with the

Long Term Financial Plan for land development, including purchase of land for future development

Y Y Y Y

3.6.2.3 Develop guideline for infrastructure development Y

3.6.2.4 Develop Council owned land in Cassia Way Y Y

3.6.2.5 Construct John Potts Drive Estate Stage 7 Y Y

3.6.3 Facilitate Family Day Care services 3.6.3.1 Provide the administrative framework and processes for a network of registered educators

Y Y Y Y

3.6.3.2 Coordinate, support and increase the number of Family Day Care educators

Y Y Y Y

3.6.3.3 Monitor and evaluate educators to ensure the National Quality Framework requirements are met

Y Y Y Y

Page 37


Objective 4: To be a resilient community ready to adapt for the future

Strategy 4.1: Build the capacity and skills of our community to meet, innovate and lead change


4.1.1 The Council is a socially responsible employer 4.1.1.1 Incorporate targets in the Workforce Plan building local capability Y Y Y Y

4.1.2 Facilitate a resilient community/strengthen the community

4.1.2.1 Develop and maintain partnerships with the business community with the objective of staying on top of emerging issues and opportunities

Y Y Y Y

4.1.2.2 Support the establishment of and maintain community gardens Y Y Y Y

4.1.2.3 Develop a program of community engagement with the objective of staying on top of emerging issues and opportunities

Y

4.1.2.4 Implement a program of community engagement with the objective of staying on top of emerging issues and opportunities

Y Y Y


4.1.3 Council lead by example with innovative technologies and processes

4.1.3.1 Actively seek and educate staff on new and innovative practices/processes including new technologies

Y Y Y Y

4.1.3.2 Run education sessions with the community around new technologies and change (e.g. energy efficiency, environmental sustainability)

Y Y Y Y

Page 38


Strategy 4.2: Prepare and transition to the economy of the future


4.2.1 Our community has ready access to local, regional, national and global information

4.2.1.1 Advocate for access to high speed broadband services throughout the Shire

Y Y Y Y

4.2.1.2 Advocate for mobile reception throughout the Shire Y Y Y Y

4.2.1.3 Deliver education campaigns in readiness for digital economy Y Y Y Y

4.2.2 Seek out business opportunities to support our economy into the future

4.2.2.1 Advocate for enhanced Rail sector presence in Junee Y Y Y Y

4.2.2.2 Continue to support and advocate for the national Melbourne to Brisbane Inland Railway through Junee

Y Y Y Y

4.2.2.3 Implement visitor economy programs that grow the tourism potential within the Shire

Y Y Y Y

4.2.2.4 Provide support to the Agriculture sector to expand markets and embrace technological improvement

Y Y Y Y

4.2.2.5 Work with local businesses to support new sector based initiative that grow the local economy

Y Y Y Y

4.2.3 Provide employment opportunities for young people 4.2.3.1 Continue to support and employ School based trainees within Council

Y Y Y Y

4.2.3.2 Work with local business and industry to grow opportunities for employment opportunities for younger people

Y Y Y Y

4.2.4 Maintain community values and interests as we transition towards a digital economy

4.2.4.1 Advocate for social and medical service provision to allow for local people to continue to live and age in place

Y Y Y Y

4.2.4.2 Promote Junee as an attractive and desirable community to live in Y Y Y Y

Page 39


Theme 3: Sustainable Objective 5: For our community to be in harmony with its built and natural environment

Strategy 5.1: Encourage respectful planning, balanced growth and good design


5.1.1 Protect the natural environment through appropriate regulation and policy

5.1.1.1 Encourage the revitalisation of landcare groups within the town/villages

Y Y Y Y

5.1.1.2 Ensure the Council discharges its regulatory obligations Y Y Y Y

5.1.2 Integrate vegetation into the urban landscape 5.1.2.1 Establish a strategy for increasing the urban canopy cover Y

5.1.2.2 Review wildlife corridors Y

5.1.3 Encourage and support community sustainability and environmental projects

5.1.3.1 Provide environmental and sustainability advice and education Y Y Y Y

5.1.3.2 Support community activities such as Landcare and community gardens

Y Y Y Y

Strategy 5.2: Plan and respond to our changing environment


5.2.1 Respond to emergencies within our Shire 5.2.1.1 Maintain a local Emergency Operations Centre Y Y Y Y

5.2.1.2 Support combat agencies in response to emergencies Y Y Y Y

5.2.1.3 Support/facilitate the Local Emergency Management Committee (LEMC)

Y Y Y Y

Page 40



5.2.2 Prepare our community for a changing climate 5.2.2.1 Develop Recycled Water Management Plan Y

5.2.2.2 Develop appropriate measures to monitor a changing environment

Y

5.2.2.3 Report periodically on how the environment is changing Y

5.2.2.4 Develop a Changing Environment Action Plan Y

Strategy 5.3: Protect, conserve and maintain our natural assets


5.3.1 Protect and conserve the natural environment 5.3.1.1 Maintain open spaces Y Y Y Y

5.3.1.2 Manage noxious weeds Y Y Y Y

5.3.1.3 Manage pest species Y Y Y Y

5.3.1.4 Manage roadside environments Y Y Y Y

5.3.1.5 Monitor public waterways Y Y Y Y

5.3.1.6 Operate solid waste management services Y Y Y Y

5.3.1.7 Protect and manage threatened species populations and endangered ecological communities

Y Y Y Y

5.3.1.8 Reduce littering Y Y Y Y

5.3.1.9 Review Crown Reserve Plans of Management Y Y Y Y

5.3.1.10 Improve spatial data for biodiversity Y

Page 41



5.3.1.11 Develop community awareness campaign around the importance of protecting the natural environment

Y

5.3.1.12 Review environmental protection and restoration works Y

5.3.1.13 Review Stormwater Management Plan Y

Page 42


Objective 6: To use and manage our resources wisely (human, financial and built assets)

Strategy 6.1: Council is recognised by the community as being financially responsible


6.1.1 Prepare, review and update corporate documents in consultation with the community to meet NSW Government Integrated Planning & Reporting requirements

6.1.1.1 Update the four year Delivery Program and annual Operational Plan

Y Y Y Y

6.1.1.2 Review and update the Community Engagement Strategy Y

6.1.1.3 Review and update the Community Strategic Plan Y

6.1.1.4 Review and update the Long Term Financial Plan Y Y Y Y

6.1.1.5 Review and update Asset Management Plans Y

6.1.1.6 Review and update the Workforce Plan Y

6.1.2 Complete required corporate reporting to meet NSW Government Integrated Planning & Reporting requirements

6.1.2.1 Produce the six and twelve monthly organisational performance reports

Y Y Y Y

6.1.2.2 Produce the Annual Report Y Y Y Y

6.1.2.3 Produce the End of Term Report Y


6.1.3 Operate a sustainable infrastructure portfolio 6.1.3.1 Advocate for a more sustainable infrastructure funding model for local government infrastructure

Y Y Y Y

6.1.3.2 Report annually on infrastructure portfolio Y Y Y Y

6.1.3.3 Undertake regular revaluations of all infrastructure asset classes Y Y Y Y

Page 43



6.1.3.4 Review longer term needs of Council’s administration building and depot

Y

6.1.4 Undertake entrepreneurial activities 6.1.4.1 Consider entrepreneurial opportunities as they arise Y Y Y Y

6.1.4.2 Maintain Roads Maintenance Council Contract Y Y Y Y

6.1.4.3 Undertake private works Y Y Y Y

6.1.5 Operate sewerage business unit as full cost recovery 6.1.5.1 Review pricing for sewerage services Y

6.1.6 Manage Council's finances 6.1.6.1 Provide financial management and reporting to the organisation Y Y Y Y

6.1.6.2 Provide sound financial management of Council's investments and borrowings

Y Y Y Y

6.1.6.3 Develop the annual budget within Council's Operational Plan ensuring alignment with the Long Term Financial Plan

Y Y Y Y

6.1.6.4 Prepare and report Quarterly Budget Reviews Y Y Y Y

6.1.6.5 Manage Council's rating system Y Y Y Y

Strategy 6.2: Embrace energy efficiency and industrial ecology principles


6.2.1 Reduce the Council’s Greenhouse Footprint 6.2.1.1 Identify Council’s top 5 energy consuming assets and monitor energy consumption

Y Y Y Y

6.2.1.2 For the top 5 energy consuming assets identify and implement reduction programs

Y Y Y

Page 44



6.2.1.3 Develop an Energy Efficiency Action Plan for Council Y

6.2.2 Facilitate opportunities for energy efficiency gains by community and business

6.2.2.1 Facilitate industry to look for opportunities to help each other to reduce waste

Y Y Y Y

6.2.2.2 Undertake advocacy activities to further the opportunities for the Council and community to work together on community renewable energy generation

Y Y Y Y

Strategy 6.3: Manage our built assets with asset management plans


6.3.1 Manage our assets 6.3.1.1 Implement asset management improvement actions Y Y Y Y

6.3.1.2 Review asset management plans Y Y

6.3.1.3 Engage with the community on levels of service Y

Strategy 6.4: Reduce, reuse and recover waste


6.4.1 Solid Waste Management 6.4.1.1 Maintain watching brief on waste market opportunities Y Y Y Y

6.4.1.2 Provide waste management services Y Y Y Y

6.4.1.3 Review Waste Management Service Y

6.4.2 Improve community understanding of reduce, reuse, recycle

6.4.2.1 Deliver education campaign Y Y

Page 45


Theme 4: Collaborative Objective 7: To be a socially, physically and culturally engaged and connected community

Strategy 7.1: Encourage an informed and involved community


7.1.1 Facilitate the provision of a community services directory to the community

7.1.1.1 Investigate existing directories and determine what opportunities exist for improvement

Y

7.1.2 Welcome new residents 7.1.2.1 Maintain and distribute information packs to new residents Y Y Y Y

7.1.2.2 Advocate for a regular ‘Welcome to Junee’ function for new residents

Y Y Y Y

7.1.3 Distribute a regular Community Newsletter 7.1.3.1 Produce and distribute a quarterly Community Newsletter Y Y Y Y

7.1.4 Provide access to Council information 7.1.4.1 Attend village meetings Y Y Y Y

7.1.4.2 Maintain Council websites and social media with current information

Y Y Y Y

7.1.4.3 Participate in community events (e.g. Junee Show, Farmers Markets, Illabo Show)

Y Y Y Y

7.1.4.4 Develop and maintain a suite of objective baseline measures to monitor progress of the Community Strategic Plan and other plans

Y

7.1.4.5 Investigate opportunities for drop-in space for use by Government and Non-Government Organisations

Y


Page 46



7.1.5 Provide Council Customer Service 7.1.5.1 Provide first point of customer contact - telephone, internet and in-person

Y Y Y Y

7.1.5.2 Facilitate front-line services for Council - payments, applications, enquiries

Y Y Y Y

7.1.5.3 Facilitate front-line services on behalf of other Government Agencies e.g.Service NSW, Centrelink

Y Y Y Y

Strategy 7.2: Enable broad, rich and meaningful engagement to occur


7.2.1 Develop volunteers network 7.2.1.1 Develop and maintain volunteers register Y Y Y Y

7.2.1.2 Maintain membership of Wagga Volunteers Centre Y Y Y Y

7.2.1.3 Participate in REROC’s Take Charge Forum (Youth volunteering) Y Y Y Y

7.2.1.4 Provide access to volunteer training for community members Y Y Y Y

7.2.1.5 Recognise volunteers throughout Council publications and media Y Y Y Y

7.2.1.6 Host annual celebration of volunteers (coordinate with National Volunteering Week)

Y Y Y Y

7.2.1.7 Host summit or forum focussing on volunteering (e.g. network with neighbouring Shires, risk management, insurance, expert speakers, grant funding opportunities) (Seek funding)

Y

7.2.2 Assist local community organisations to develop community capacity

7.2.2.1 Assist NFP event organisers with traffic management plans Y Y Y Y

7.2.2.2 Assist NFP organisations with regulatory approval applications Y Y Y Y

Page 47



7.2.2.3 Provide assistance to NFP organisations with funding submissions Y Y Y Y

Strategy 7.3: Build on our sense of community


7.3.1 Strengthen the networks which bind the community together

7.3.1.1 Athenium Theatre building is well maintained and used for civic and community purposes

Y Y Y Y

7.3.1.2 Conduct regular meetings of the Local Emergency Management Committee

Y Y Y Y

7.3.1.3 Junee Junction Recreation and Aquatic Centre provide contemporary leisure services to the Shire

Y Y Y Y

7.3.1.4 Library provides and/or organises recreation space for community gatherings

Y Y Y Y

7.3.1.5 Library to maintain relevant up to date resources for the public to use

Y Y Y Y

7.3.1.6 Support the Junee District Historical Society in their occupation of the Broadway Museum building

Y Y Y Y

7.3.2 Instil a sense of pride in the community by advocating for and supporting community initiatives

7.3.2.1 Council supports community initiatives and events with its available resources

Y Y Y Y

7.3.2.2 Council works within existing resources to enhance public amenity across the shire

Y Y Y Y

7.3.2.3 Facilitate local Australia Day nominations and awards Y Y Y Y

Page 48



7.3.2.4 The Mayor and Councillors makes themselves available for community and civic purposes

Y Y Y Y

Page 49


Objective 8: To work together to achieve our goals

Strategy 8.1: Build strong relationships and shared responsibilities


8.1.1 Strengthen the networks which bind the community together - to keep a cohesive community

8.1.1.1 Council meetings conducted around the Shire Y Y Y Y

8.1.1.2 Councillors or council staff attend community progress association meetings

Y Y Y Y

8.1.2 Council provides resources to support identified committees and structures

8.1.2.1 Administer the Junee Community Transport scheme Y Y Y Y

8.1.2.2 Australia Day Committee - host and provide leadership and support to the public event

Y Y Y Y

8.1.2.3 District Emergency Management Committee - advocate for local issues

Y Y Y Y

8.1.2.4 Junee Interagency Forum - Council services participate in this forum and events

Y Y Y Y

8.1.2.5 Junee Youth Council - host and provide leadership and support to promote the voice of young people via citizenship activation

Y Y Y Y

8.1.2.6 Senior Citizens Committee - the annual event to proceed and support activities for our aging residents

Y Y Y Y

8.1.2.7 Support local volunteer drivers in the Junee Community Transport scheme

Y Y Y Y

Page 50


Strategy 8.2: Work in partnership to plan for the future


8.2.1 Maintain proactive working relationship with community groups and associations

8.2.1.1 Meet with Junee Business and Trades to support business and community events

Y Y Y Y

8.2.1.2 Meet with Junee Sports Committee to improve and maintain sporting assets across the shire

Y Y Y Y

8.2.1.3 Tourism and Promotion Working Party - provide administrative support to this committee to provide opportunities for group initiatives to support our community

Y Y Y Y

8.2.1.4 Identify and map relationships between all community groups and associations

Y

8.2.2 Work in partnership with neighbouring councils and government agencies in regional promotion, policy development and service provision.

8.2.2.1 Active member of Riverina Regional Library Y Y Y Y

8.2.2.2 Active member of The Riverina Eastern Regional Organisations of Councils (REROC).

Y Y Y Y

8.2.2.3 Selectively participate in REROC projects and programs. Y Y Y Y

8.2.2.4 Work collaboratively with the NSW Roads and Maritime Services to maintain a safe and fit for purpose highway network

Y Y Y Y

8.2.2.5 Work collaboratively with the NSW Rural Fire Service to mitigate bush fire hazard across the Shire

Y Y Y Y


8.2.3 State & Federal Government relationships 8.2.3.1 Invite Local Federal Member of Parliament to meet with elected body

Y Y Y Y

Page 51



8.2.3.2 Invite Local State Member of Parliament to meet with elected body

Y Y Y Y

8.2.3.3 Meet with State and Federal Agencies to advocate for local and regional interest

Y Y Y Y

Strategy 8.3: Provide representative, responsive and accountable community governance and leadership


8.3.1 Implement the Community Strategic Plan 8.3.1.1 Develop Council’s Delivery Program and Operational Plan in response to the Community Strategic Plan

Y Y Y Y

8.3.2 Report to the community in accordance with the NSW State Government’s Integrated Planning & Reporting framework

8.3.2.1 Prepare a Quarterly Budget Review Statement within two months of the close of each quarter.

Y Y Y Y

8.3.2.2 Inform community of performance against Integrated Planning and Reporting requirements.

Y Y Y Y

8.3.2.3 Ensure Financial Statements are completed and lodged in accordance with statutory requirements.

Y Y Y Y

8.3.3 Appropriate governance and leadership is in place to ensure appropriate level of accountability and transparency

8.3.3.1 Maintain an appropriate suite of Policies to guide Council’s activities

Y Y Y Y

8.3.3.2 Review each Policy within the span of the electoral term Y Y Y Y

8.3.3.3 Maintain an Enterprise Risk Management system Y Y Y Y

8.3.3.4 Public information is readily accessible on council websites for public viewing

Y Y Y Y

Page 52



8.3.3.5 Community Survey carried out to help identify community expectations.

Y

8.3.3.6 Manage Council's Records Management systems Y Y Y Y

Page 53

JUNEE SHIRE COUNCIL

Part 2: Financial Estimates

Delivery Program 2017-2021 and Operational Plan 2017-2018

Comprising:

▪ Commentary on Delivery Program & Operational Plan

Key Features

Operating income, expenditure and capital assumptions

▪ Income Statements, Cash Flow Statements

▪ Budget Summary

▪ Capital Expenditure Plan 2017 to 2021

▪ Plant Replacement Program

▪ Proposed Borrowings

▪ Revenue Policy - Rating Structure, Fees & Charges – General, Fees & Charges –

Development, Private Works / Plant Hire Rates,

Page 54

Commentary on Delivery Program 2017-21 & Operational Plan

2017-18

In this commentary the key features of the Delivery Program 2017-2021 and Operational Plan

2017-18 are outlined. The budget is constructed on a number of assumptions and they are set out

in this section of the Delivery Program and Operational Plan.

This four year budget, in simple terms, sees the maintenance of existing service levels for Junee

Shire residents. Significant effort over the last three years has been put into making operations

more efficient. These efficiencies have reduced the impact of the loss in revenue as a result of the

freezing on indexation to the Federal Assistance Grant across 2014/16. The Government

announced the lifting of the freeze in the Budget on 9 May 2017. An adjustment has been made

but it does not make up for the losses incurred across the three year freeze.

The plan includes improved capital expenditure in the roads budgets as a result of increased

revenue from the Special Rates Variation approved by the Office of Local Government in 2014.

Page 55

Key Features

● General rates income increased by 1.5% in 2017-18 as set by the Independent Pricing and

Regulatory Tribunal (IPART).

● Residential Sewer Charges see an increase of 7% in 2017-18 and Years 2 and 3. In Year 4

and increase of 5% applies. This follows the imposed freeze to residential sewer charges by

Council to ease the initial impacts of the SRV from 2013-16.

● Waste Charges are increasing by 5.0% for 2017-18 and Years 2 and 3 and by 3% for Year 4.

● The full year charge for the new organics kerbside collection will be applied to rate notices

this year. The rate has been set at $55 per annum. In addition the 2017/18 rate notice will

include the pro-rata charge for the service that commenced early 2017. This pro-rata charge

will be based on the adopted fee of $52 for 2016/17.

● The projected results for 2016/17 from the March 2017 Quarterly Budget Review have been

used as the base for the development of this budget.

● Infrastructure & Services - Maintained with expenditure of road renewals improved. This has

the effect of reducing the asset condition backlog meaning that less road assets will be below

a satisfactory condition. The Council meets the Infrastructure Backlog Ratio Benchmark of

less than 2%.

● Organisational Staffing Levels - Maintain existing staffing levels within period of review.

Page 56

OPERATING INCOME

Rates and Annual Charges

General Rate Revenue

General rates will increase by 1.5% in 2017-18. This rate has been set by the Independent Pricing

and Regulatory Tribunal (IPART).

In the years beyond rate increases are modelled at 3.0%.

Waste Management Charges

An increase of 5.0% is planned for 2017-18 and the following two years and an increase of 3% for

year 4 of the plan.

The organics waste collection fee has been set at $55 per annum.

The LTFP models the Waste Management service area separately and shows it is financially

sustainable.

Sewer Charges

The LTFP allows for a 7% increase in charges for 17/18, 18/19 and 19/20 and then 5% for 20/21.

This will enable a catch-up of the revenue forgone in the three years of special general rate

increases and also allows for the build-up of the reserve to cover the costs of the major renewal

of the Sewer Treatment Works in 2017-18.

The LTFP models the Sewerage Fund separately and shows it is financially sustainable.

User Charges and Fees

The majority of Council’s fees and charges have been indexed by 3% in each of the next ten

financial years.

Page 57

Financial Assistance Grants

In May 2017 the Federal Government announced the lifting of the freeze on Financial Assistance

Grants (FAG) that has been in place for the past three years. For the LTFP we have assumed a 2%

increase in 2017-18 and a 2.5% per annum increase for the subsequent years. Council were

advised that 50% of the 2017/2018 FAG allocation would be received in June 2017. The financial

statements have been adjusted to reflect the early receipt of the 2017/2018 grant. Council will not

be advised the final figure until late June 2017. The timing of the receipt of this forward payment

means that Council's operating result is inflated in 2017/18 and correspondingly shows a significant

drop in 2018/19.

Operating Grants

In the majority of cases they have been kept at 2016-17 levels either because of current

information or because of a lack of information about expected increases. Those grants that we

have solid information on have been adjusted accordingly.

Interest Revenues

Interest on investments attributed to the General Fund are estimated to be $15K in 2017-18 and

then they have been fixed at $15K per year over the remaining years of the LTFP with the view

that available funds for investment will be reduced and interest will remain at their current low

levels.

Other Revenue

Other revenue sources have been individually modelled in the LTFP.

OPERATING EXPENDITURE

Employee Costs

Employee costs include salaries, wages and employee leave entitlements. The current Local

Government Award is currently being renegotiated. For the purpose of the budget salaries have

been individually modelled and allow for a 2.25% increase over the life of the plan. No increase or

decrease in staff numbers has been factored into the model.

Page 58

Materials and Contractor Costs

Generally, Materials and Contracts have been indexed by 1.5%. More specifically the following

adjustments were made:

• Rural Fire Service net cost estimated to be higher from 2017/18 onwards and following

years. Reduced in 2019/20 again to 'acceptable' levels but need to further negotiate with

the RFS.

• Due to the changing landscape for both External and Internal Audit an increase of $20,000

per annum has been factored in over previous years.

• Maintenance on unsealed rural roads has been increased by $50K per annum.

Depreciation

Depreciation expenses have been indexed upwards by 2.0% per year from 2018/19. Depreciation

expenses involve a number of considerations including acquisition of new assets versus renewal of

assets, review of remaining useful lives, residual values, and re-valuations each five years.

Other Expenses

Other Expenses have been specifically modelled in the budget. They typically have a 1.5%

indexation applied to them.

Borrowing Costs

Specific modelling for the repayment of Interest on Loans has occurred. For loans associated with

Land Development, this is based on the estimated amount of the borrowing, the year in which it

occurred and at an interest rate ranging from 4% to 6% as an average across the 10 year time

frame of the LTFP.

Council's other major loan is an Indexed Annuity Bond with a 30 year life. The interest rate used

for this form of borrowing is based on CPI movements each quarter. The annual CPI rate

assumed in this calculation is 2.5%.

In the Rural Sealed roads service area the Council acquired a subsidised interest loan of $1M in

2014 for a ten year period. The loan interest rate is 5.616% with an interest subsidy from the

State Government of 3% has been allowed for.

In 2016-17 a loan of $380K was taken out for capital works at the Recreation Centre Loan

repayments are factored in to commence from 2017-18 at an interest rate of 3.7%.

Page 59

For 2017/18 the following loans have been planned for:

• $600K for the development of Stage 7 of John Potts Drive. The loan would be an interest

only loan (allowed 4% interest rate) and will be paid down as blocks of land are sold.

• $2.8M for the upgrade of the STP. For modelling purposes we have assumed an interestrate of 4.5%. The plan allows for the loan to be paid back over 30 years. The interest ratewill likely change over the period of the loan and will be adjusted in the LTFP updates asrequired.

CAPITAL EXPENDITURE AND INCOME

A Capital Works Program has been determined with decisions made as to what are the priority

assets to renew.

Land Development

The land development section of Council’s budget has been re-modelled. It now allows for the

sale of 14 lots in 17/18, 12 lots in 18/19, 5 lots in 19/20, 5 lots in 20/21. The current plan does not

allow for any additional development of land following John Potts Stage 7. As has been the

Council’s practice, development costs are borrowed and paid off in lumps as blocks sell .

Major Projects over the span of the DPOP

• Sewerage Treatment works Upgrade - $8,220,000 (17/18)

• Athenium Theatre - Stage Lighting - $35,000 (18/19)

• Athenium Theatre - Heating/Cooling - $550,000 (19/20)

• Improvements to Laurie Daley Oval facilities - $270,000 (17/18)

• Village Amenity improvements - $60,000 (17 to 21)

• Junee Transfer Station compactus - $80,000 (18/19)

The first three items are subject to grant funding.

Page 60

Junee Shire CouncilLong Term Financial Plan for the Years ending 30 June 2027

INCOME STATEMENT - CONSOLIDATED Current YearOperational

PlanScenario: Final for Adoption 2016/17 2017/18 2018/19 2019/20 2020/21

$ $ $ $ $

Income from Continuing OperationsRevenue:Rates & Annual Charges 4,996,471 5,537,433 5,758,671 5,987,752 6,194,855 User Charges & Fees 2,724,439 2,876,393 2,939,438 3,003,847 3,069,655 Interest & Investment Revenue 77,000 34,986 33,297 32,874 35,484 Other Revenues 452,096 687,184 672,117 682,199 692,431 Grants & Contributions provided for Operating Purposes 7,348,260 3,702,010 4,674,419 4,770,704 4,828,923 Grants & Contributions provided for Capital Purposes 236,600 5,116,000 35,000 550,000 63,000 Other Income:Net gains from the disposal of assets 206,657 276,287 237,171 73,441 65,941 Total Income from Continuing Operations 16,041,523 18,230,293 14,350,113 15,100,816 14,950,289

Expenses from Continuing OperationsEmployee Benefits & On-Costs 4,667,346 3,638,062 3,755,289 3,799,556 3,881,325 Borrowing Costs 466,087 561,514 619,443 607,530 595,129 Materials & Contracts 4,074,603 5,612,711 5,591,156 5,627,219 5,762,215 Depreciation & Amortisation 2,302,741 2,631,002 2,853,326 2,899,555 2,946,710 Other Expenses 1,308,526 1,355,953 1,367,304 1,378,824 1,390,518 Total Expenses from Continuing Operations 12,819,303 13,799,242 14,186,517 14,312,685 14,575,898

Operating Result from Continuing Operations 3,222,220 4,431,050 163,596 788,131 374,392

Discontinued Operations - Profit/(Loss) - - - - - Net Profit/(Loss) from Discontinued Operations - - - - -

Net Operating Result for the Year 3,222,220 4,431,050 163,596 788,131 374,392

Less Capital Grants (236,600) (5,116,000) (35,000) (550,000) (63,000)

Net Operating Result before Grants and Contributions provided for Capital Purposes 2,985,620 (684,950) 128,596 238,131 311,392

Delivery Program

Page 61


INCOME STATEMENT - GENERAL FUND Current YearOperational


$ $ $ $ $

Income from Continuing OperationsRevenue:Rates & Annual Charges 4,392,882 4,697,390 4,819,090 4,981,126 5,133,500 User Charges & Fees 2,638,185 2,876,393 2,939,438 3,003,847 3,069,655 Interest & Investment Revenue 47,000 15,000 15,000 15,000 15,000 Other Revenues 452,096 940,164 925,097 935,179 945,411 Grants & Contributions provided for Operating Purposes 7,328,360 3,702,010 4,674,419 4,770,704 4,828,923 Grants & Contributions provided for Capital Purposes 236,600 116,000 35,000 550,000 63,000 Other Income:Net gains from the disposal of assets 206,657 276,287 237,171 73,441 65,941 Total Income from Continuing Operations 15,301,780 12,623,244 13,645,215 14,329,296 14,121,430

Expenses from Continuing OperationsEmployee Benefits & On-Costs 4,410,836 3,401,562 3,511,739 3,548,744 3,623,035 Borrowing Costs 466,087 498,639 495,225 485,433 475,249 Materials & Contracts 3,991,603 5,623,991 5,602,436 5,638,499 5,773,495 Depreciation & Amortisation 1,968,036 2,266,173 2,311,497 2,357,726 2,404,881 Other Expenses 1,174,526 1,320,553 1,331,904 1,343,424 1,355,118 Total Expenses from Continuing Operations 12,011,088 13,110,919 13,252,800 13,373,827 13,631,778

Operating Result from Continuing Operations 3,290,692 (487,675) 392,415 955,469 489,652


Net Operating Result for the Year 3,290,692 (487,675) 392,415 955,469 489,652

Less Capital Grants (236,600) (116,000) (35,000) (550,000) (63,000)

Net Operating Result before Grants and Contributions provided for Capital Purposes 3,054,092 (603,675) 357,415 405,469 426,652

Delivery Program

Page 62


INCOME STATEMENT - SEWER FUND Current YearOperational


$ $ $ $ $

Income from Continuing OperationsRevenue:Rates & Annual Charges 603,589 840,043 939,581 1,006,626 1,061,355 User Charges & Fees 86,254 - - - - Interest & Investment Revenue 30,000 19,986 18,297 17,874 20,484 Other Revenues - - - - - Grants & Contributions provided for Operating Purposes 19,900 - - - - Grants & Contributions provided for Capital Purposes - 5,000,000 - - - Other Income:Net gains from the disposal of assets - - - - - Total Income from Continuing Operations 739,743 5,860,029 957,878 1,024,500 1,081,839

Expenses from Continuing OperationsEmployee Benefits & On-Costs 256,510 236,500 243,550 250,812 258,291 Borrowing Costs - 62,875 124,218 122,097 119,880 Materials & Contracts 83,000 241,700 241,700 241,700 241,700 Depreciation & Amortisation 334,705 364,829 541,829 541,829 541,829 Other Expenses 134,000 35,400 35,400 35,400 35,400 Total Expenses from Continuing Operations 808,215 941,304 1,186,697 1,191,838 1,197,100

Operating Result from Continuing Operations (68,472) 4,918,725 (228,819) (167,338) (115,261)


Net Operating Result for the Year (68,472) 4,918,725 (228,819) (167,338) (115,261)

Less Capital Grants - (5,000,000) - - -

Net Operating Result before Grants and Contributions provided for Capital Purposes (68,472) (81,275) (228,819) (167,338) (115,261)

Delivery Program

Page 63


CASH FLOW STATEMENT - CONSOLIDATED Current YearOperational


$ $ $ $ $

Cash Flows from Operating ActivitiesReceipts:Rates & Annual Charges 4,996,471 5,400,606 5,742,458 5,976,832 6,185,941 User Charges & Fees 2,724,439 2,876,393 2,939,438 3,003,847 3,069,655 Interest & Investment Revenue Received 77,000 34,986 33,297 32,874 35,484 Grants & Contributions 7,584,860 8,818,010 4,709,419 5,320,704 4,891,923 Bonds & Deposits Received - - - - - Other 452,096 687,184 672,117 682,199 692,431 Payments:Employee Benefits & On-Costs (4,667,346) (3,638,062) (3,755,289) (3,799,556) (3,881,325) Materials & Contracts (4,074,603) (5,566,528) (5,591,156) (5,627,219) (5,762,215) Borrowing Costs (466,087) (561,514) (619,443) (607,530) (595,129) Bonds & Deposits Refunded - - - - - Other (1,308,526) (1,355,953) (1,367,304) (1,378,824) (1,390,518)

Net Cash provided (or used in) Operating Activities 5,318,304 6,695,122 2,763,538 3,603,325 3,246,247

Cash Flows from Investing ActivitiesReceipts:Sale of Real Estate Assets 723,344 979,832 885,040 318,182 318,182 Sale of Infrastructure, Property, Plant & Equipment 713,000 236,000 263,000 181,000 260,000 Payments:Purchase of Infrastructure, Property, Plant & Equipment (5,679,337) (11,947,716) (2,944,630) (3,365,651) (3,019,304) Purchase of Real Estate Assets (97,600) (782,200) (117,300) (44,500) (52,000)

Net Cash provided (or used in) Investing Activities (4,340,593) (11,514,084) (1,913,890) (2,910,969) (2,493,122)

Cash Flows from Financing ActivitiesReceipts:Proceeds from Borrowings & Advances 380,000 3,400,000 - - - Payments:Repayment of Borrowings & Advances (968,600) (799,325) (776,063) (356,297) (363,772)

Net Cash Flow provided (used in) Financing Activities (588,600) 2,600,675 (776,063) (356,297) (363,772)

Net Increase/(Decrease) in Cash & Cash Equivalents 389,111 (2,218,286) 73,585 336,059 389,353

plus: Cash, Cash Equivalents & Investments - beginning of year 2,817,000 3,206,111 987,824 1,061,410 1,397,469

Cash & Cash Equivalents - end of the year 3,206,111 987,824 1,061,410 1,397,469 1,786,822

Cash & Cash Equivalents - end of the year 3,206,111 987,824 1,061,410 1,397,469 1,786,822 Investments - end of the year - - - - - Cash, Cash Equivalents & Investments - end of the year 3,206,111 987,824 1,061,410 1,397,469 1,786,822

Delivery Program

Page 64


CASH FLOW STATEMENT - GENERAL FUND Current YearOperational


$ $ $ $ $

Cash Flows from Operating ActivitiesReceipts:Rates & Annual Charges 4,392,882 4,697,390 4,819,090 4,981,126 5,133,500 User Charges & Fees 2,638,185 2,876,393 2,939,438 3,003,847 3,069,655 Interest & Investment Revenue Received 47,000 15,000 15,000 15,000 15,000 Grants & Contributions 7,564,960 3,818,010 4,709,419 5,320,704 4,891,923 Bonds & Deposits Received - - - - - Other 452,096 940,164 925,097 935,179 945,411 Payments:Employee Benefits & On-Costs (4,410,836) (3,401,562) (3,511,739) (3,548,744) (3,623,035) Materials & Contracts (3,991,603) (5,623,991) (5,602,436) (5,638,499) (5,773,495) Borrowing Costs (466,087) (498,639) (495,225) (485,433) (475,249) Bonds & Deposits Refunded - - - - - Other (1,174,526) (1,320,553) (1,331,904) (1,343,424) (1,355,118)

Net Cash provided (or used in) Operating Activities 5,052,071 1,502,212 2,466,740 3,239,754 2,828,593

Cash Flows from Investing ActivitiesReceipts:Sale of Real Estate Assets 723,344 979,832 885,040 318,182 318,182 Sale of Infrastructure, Property, Plant & Equipment 713,000 236,000 263,000 181,000 260,000 Payments:Purchase of Infrastructure, Property, Plant & Equipment (5,069,337) (3,571,716) (2,793,130) (3,309,651) (2,967,804) Purchase of Real Estate Assets (97,600) (782,200) (117,300) (44,500) (52,000)

Net Cash provided (or used in) Investing Activities (3,730,593) (3,138,084) (1,762,390) (2,854,969) (2,441,622)

Cash Flows from Financing ActivitiesReceipts:Proceeds from Borrowings & Advances 380,000 600,000 - - - Payments:Repayment of Borrowings & Advances (968,600) (776,926) (729,733) (307,847) (313,104)

Net Cash Flow provided (used in) Financing Activities (588,600) (176,926) (729,733) (307,847) (313,104)

Net Increase/(Decrease) in Cash & Cash Equivalents 732,878 (1,812,798) (25,383) 76,939 73,866

plus: Cash, Cash Equivalents & Investments - beginning of year 1,149,000 1,881,878 69,080 43,697 120,636

Cash & Cash Equivalents - end of the year 1,881,878 69,080 43,697 120,636 194,502

Cash & Cash Equivalents - end of the year 1,881,878 69,080 43,697 120,636 194,502 Investments - end of the year - - - - - Cash, Cash Equivalents & Investments - end of the year 1,881,878 69,080 43,697 120,636 194,502

Delivery Program

Page 65


CASH FLOW STATEMENT - SEWER FUND Current YearOperational


$ $ $ $ $

Cash Flows from Operating ActivitiesReceipts:Rates & Annual Charges 603,589 703,216 923,368 995,706 1,052,441 User Charges & Fees 86,254 - - - - Interest & Investment Revenue Received 30,000 19,986 18,297 17,874 20,484 Grants & Contributions 19,900 5,000,000 - - - Bonds & Deposits Received - - - - - Other - - - - - Payments:Employee Benefits & On-Costs (256,510) (236,500) (243,550) (250,812) (258,291) Materials & Contracts (83,000) (195,517) (241,700) (241,700) (241,700) Borrowing Costs - (62,875) (124,218) (122,097) (119,880) Bonds & Deposits Refunded - - - - - Other (134,000) (35,400) (35,400) (35,400) (35,400)

Net Cash provided (or used in) Operating Activities 266,233 5,192,911 296,798 363,571 417,654

Cash Flows from Investing ActivitiesReceipts:Sale of Real Estate Assets - - - - - Sale of Infrastructure, Property, Plant & Equipment - - - - - Payments:Purchase of Infrastructure, Property, Plant & Equipment (610,000) (8,376,000) (151,500) (56,000) (51,500) Purchase of Real Estate Assets - - - - -

Net Cash provided (or used in) Investing Activities (610,000) (8,376,000) (151,500) (56,000) (51,500)

Cash Flows from Financing ActivitiesReceipts:Proceeds from Borrowings & Advances - 2,800,000 - - - Payments:Repayment of Borrowings & Advances - (22,399) (46,330) (48,450) (50,667)

Net Cash Flow provided (used in) Financing Activities - 2,777,601 (46,330) (48,450) (50,667)

Net Increase/(Decrease) in Cash & Cash Equivalents (343,767) (405,488) 98,968 259,121 315,487

plus: Cash, Cash Equivalents & Investments - beginning of year 1,667,706 1,323,939 918,451 1,017,419 1,276,540

Cash & Cash Equivalents - end of the year 1,323,939 918,451 1,017,419 1,276,540 1,592,026

Cash & Cash Equivalents - end of the year 1,323,939 918,451 1,017,419 1,276,540 1,592,026 Investments - end of the year - - - - - Cash, Cash Equivalents & Investments - end of the year 1,323,939 918,451 1,017,419 1,276,540 1,592,026

Delivery Program

Page 66

Junee Shire CouncilOperational Plan 2017/2018

BUDGET SUMMARY - CONSOLIDATED FUND

by Department

Final for Adoption

DepartmentOperating

IncomeOperating

EcxpenditureOperating

Surplus (Deficit)

$ $ $Executive Services - 352,275 (352,275) Council - 154,153 (154,153) Property Development - 61,500 (61,500) Fire Control and Emergency Services 10,000 229,305 (219,305) Town Pride and Promotion - 102,176 (102,176) Human Resources - 266,629 (266,629) Finance and Administration - 207,795 (207,795) Information Technology - 251,155 (251,155) Customer Service - 171,053 (171,053) Finance 1,752,052 481,265 1,270,787 Rates 3,917,100 149,309 3,767,791 Community and Business Administration - 70,518 (70,518) Community Services 1,113,219 1,112,038 1,181 Property Management 113,764 206,996 (93,232) Facilities and Community 474,684 1,826,164 (1,351,480) Public Relations/Marketing - - - Development and Environment Services 227,600 280,768 (53,168) Regulatory Services 6,700 47,512 (40,812) Engineering Services Administration 36,500 568,408 (531,908) Depot Operations - 129,958 (129,958) Plant and Equipment - 10,000 (10,000) Parks and Gardens 200,500 611,319 (410,819) Infrastructure 1,190,055 2,784,342 (1,594,287) Street Cleansing - - - Noxious Weeds 46,000 95,000 (49,000) Street Lighting - 68,000 (68,000) Contract Works 2,418,000 1,950,000 468,000 Waste Management Administration - 6,000 (6,000) Domestic and Commercial Waste Collection 720,290 370,260 350,030 Junee Waster and Resource Recovery Centre 83,800 202,590 (118,790) Rural Waste Services 60,000 91,450 (31,450) Sewer Management Addmistration 860,029 162,000 698,029 Sewer Network and Treatment 5,000,000 753,604 4,246,396 Effluent Reuse Scheme 25,700 (25,700)

Operating Result before Capital Amounts 18,230,293 13,799,242 4,431,050

less Capital Grants (5,116,000) - (5,116,000)

Net after Capital Grants 13,114,293 13,799,242 (684,950)

Operational Plan 2017/2018

Page 67

SERVICE AREA ITEM 2017/2018 2018/2019 2019/2020 2020/2021Proceeds from Sale

LoansGrants/

ContributionsReserve

General Revenue

Governance

Property Development John Potts Stage 6 52,000 31,200 83,200 83,200

Property Development John Potts Stage 7 600,000 44,500 44,500 52,000 741,000 600,000 141,000

Property Development Kaiser Subdivision 64,000 41,600 105,600 105,600

Property Development Casia Way 66,200 66,200 66,200

Town Pride and Promotion Village amenity upgrade 15,000 15,000 15,000 15,000 60,000 60,000

TOTALS 797,200 132,300 59,500 67,000 1,056,000

Finance & Administration

Council Buildings Office Furniture and Equipment 3,500 3,500 3,500 3,500 14,000 14,000

Information Technology Desktop computer replacement 12,000 12,000 12,000 12,000 48,000 48,000

Information Technology UPS Replacement 3,000 3,000 6,000 6,000

Information Technology Server Replacement 10,000 15,000 25,000 25,000

TOTALS 18,500 25,500 18,500 30,500 93,000

Community & Business

Library Services Materials 5,600 5,600 5,600 5,600 22,400 22,400

JJRAC Building renewal 20,000 20,000 20,000 20,000 80,000 80,000

JJRAC Pool Renewal 15,000 15,000 30,000 30,000

JJRAC Pool Covers 12,000 17,000 29,000 29,000

JJRAC Painting 20,000 20,000 40,000 40,000

JJRAC Gym equipment - annual replacement program 15,000 15,000 15,000 45,000 45,000

JJRAC Partition between Gym & Group Fitness Floor 6,500 6,500 6,500

JJRAC Kindergym equipment 5,000 5,000 5,000

JJRAC Gym equipment - spin bikes 20,000 20,000 20,000

JJRAC Re-paint Program Pool 30,000 30,000 30,000

JJRAC Resurface pool concourse 25,000 25,000 25,000

JJRAC Re-surface change room floor (pool side) 12,000 12,000 12,000

JJRAC Roof access ladder 10,000 10,000 10,000

JJRAC Shade structure water slide 12,000 12,000 12,000

Council Buildings Athenium - stage lighting 35,000 35,000 35,000

Council Buildings Athenium - repolish timber floor 5,000 5,000 5,000

Council Buildings Athenium - Master Plan and update CMP 21,000 21,000 11,000 10,000Council Buildings Athenium - Bar, HVAC 550,000 550,000 550,000Council Houses Willow Cottage - floor and window coverings 5,000 5,000 5,000Council Houses Willow Cottage - repaint 5,000 5,000 5,000

TOTALS 162,100 122,600 637,600 65,600 987,900

Totals

Funding Source

CAPITAL EXPENDITURE/ONE OFF PROJECTS 2017 to 2021

Page 68

CAPITAL EXPENDITURE/ONE OFF PROJECTS 2017 to 2021Engineering ServicesEngineering Services Capital Works Planning and Programming 34,460 36,043 37,676 39,362 147,541 147,541Parks and Gardens Bethungra Dam Reserve improvements 70,000 70,000 70,000Plant & Equipment Plant Replacement program 423,929 361,000 346,152 268,209 1,399,290 940,000 116,000 343,290Public Cemeteries Construction of Beams 5,000 5,000 10,000 10,000Waste Management Junee Transfer Station - Compactor 80,000 80,000 80,000Waste Management Purchase replacement bins 10,000 10,000 10,000Sewer Services Sewer mains 20,000 20,000 20,000 20,000 80,000 80,000Sewer Services Sewer replacement 20,000 20,000 20,000 20,000 80,000 80,000Sewer Services Plant Works 5,000 5,000 5,000 5,000 20,000 20,000Sewer Services Sewer relining 100,000 100,000 200,000 200,000Sewer Services Effluent Pumping plant replacement 6,000 6,000 12,000 12,000Sewer Services STW Upgrade 8,220,000 8,220,000 2,800,000 5,000,000 420,000Sewer Services Effluent Reuse scheme 1,500 1,500 3,000 3,000Sewer Services Manhole repair and raising 5,000 5,000 5,000 5,000 20,000 20,000Sport and Recreation Capital Works 15,000 15,000 15,000 15,000 60,000 60,000Parks and Gardens Capital Works 10,000 10,000 10,000 10,000 40,000 40,000Parks and Gardens Improvements to Laurie Daley Oval 270,000 270,000 105,000 165,000Urban Roads Junee Laneways 26,626 25,000 51,626 51,626Footpaths/Bike Paths Junee bikepath 40,000 40,000 20,000 20,000Urban Roads R2R Urban Streets 205,000 100,000 100,000 100,000 505,000 505,000Urban Roads Junee Streets 295,653 274,071 288,566 319,838 1,178,128 1,178,128Rural Sealed Roads Village Roads Upgrade 23,411 21,744 22,938 25,474 93,567 93,567Rural Sealed Roads Shire Roads 726,489 669,464 750,493 813,151 2,959,597 2,959,597Rural Sealed Roads Repair program 0 0 0 63,000 63,000 63,000Rural Sealed Roads RMS Block Grant capital - RR243 355,125 365,779 376,752 388,054 1,485,710 1,485,710Rural Sealed Roads R2R Rural Roads 614,560 305,987 305,987 305,987 1,532,521 1,532,521Rural Unsealed Roads Gravel Roads 330,863 307,306 314,987 339,900 1,293,056 1,293,056Drainage Infrastructure Drainage Upgrade 40,000 83,636 88,729 212,365 212,365

TOTALS 11,752,116 2,781,530 2,694,551 2,908,204 20,136,401 940,000 3,400,000 9,307,231 1,111,000 7,515,070

GRAND TOTALS 12,729,916 3,061,930 3,410,151 3,071,304 22,273,301

Page 69

Item being replacedItem being purchased

Purchase Price

Trade-In Nett Cost Comments

Excavator 5,780 50,000 -44,220 Purchase Nov/Dec; lease new in early 2018.

12Tonne Truck Water Tanker 5,149 5,149Purchase at Lease end - hold for 12 mths then sell

CS Solar Portable Traffic Signals - 1 Set

4,000 Purchase

3 Tonne Truck 60,000 7,000 53,000 Changeover x 1

1 Tonne Utility 34,000 10,000 24,000

1 Tonne Utility 43,000 10,000 33,000

Mower 20,000 5,000 15,000

Miscellaneous Plant 10,000 10,000

Sedan Similar 30,000 10,000 20,000 Changeover x 1

Dual Cab Utility Similar 43,000 38,000 5,000 Changeover x 1



Community Transport Large Car Similar 30,000 18,000 12,000 Changeover x 1 - to 2.5 Service Area

Community Transport Small Car 23,000 16,000 7,000 Changeover x 1 - to 2.5 Service Area

Toyota Camry Similar 32,000 12,000 20,000 Hybrid or other fuel efficient

423,929 236,000 183,929

UD Nissan 55,000 -55,000 Sell and lease new

12Tonne Truck Water Tanker 60,000 -60,000 Lease


1 Tonne Ute 40,000 8,000 32,000 Changeover x 1

Dual Cab Utility 42,000 10,000 32,000 Changeover x 1


Hustler Mower 25,000 5,000 20,000 Change over

4WD Wagon 46,000 44,000 2,000 Changeover x 1

Single Cab Utility 40,000 20,000 20,000 Changeover x 1



Vehicle Similar 45,000 20,000 25,000 Changeover x 1

361,000 263,000 98,000

Plant Replacement Program 2017 - 2021

2017/2018

2018/2019

Page 70

Item being replacedItem being purchased

Purchase Price

Trade-In Nett Cost Comments

Plant Replacement Program 2017 - 2021


1 Tonne Truck 33,000 10,000 23,000

7 Tonne Truck 6152 35000 -28,848 Lease new


Sedan Similar 30,000 10,000 20,000 Changeover x 1


4WD Wagon Similar 46,000 40,000 6,000 Changeover x 1

Community Transport Bus Similar 65,000 25,000 40,000 Changeover x 1 - to 2.5 Service Area



346,152 181,000 165,152

Hamm Roller 7,350 45,000 -37,650 Purchase at lease end, sell and lease new

John Deere Grader 6,859 90,000 -83,141 Purchase at lease end, sell and lease new



4WD Wagon 46,000 44,000 2,000 Changeover x 1

AWD Wagon 40,000 20,000 20,000 Changeover x 1



Vehicle Similar 45,000 20,000 25,000 Changeover x 1

268,209 260,000 8,209

2019/2020

2020/2021

Page 71

PROPOSED BORROWINGS

Borrowings are funds that a Council may obtain from external and internal sources either by

overdraft or loan or by other means approved by the Minister. Details of borrowings proposed

for the period 2017-2021 are as follows:-

Period

Amount to be

Borrowed

$

Purpose Source Security

2017/18 $600,000

$2,800,000

Development of John Potts Stage 7

Upgrade of Sewerage Treatment WorksBank

Income

of

Council

2018/19 NIL

2019/20 NIL

2020/21 NIL

Page 72

2017/18

Rates, Fees and Charges

Page 73

Statement of Ordinary Rates and Annual Charges

Page 74

Legend; AC – Annual Charge Reg – Regulated Disc – Discretionary PW – Private Works

Sewerage Fees and Charges

In 2017/18, Junee Shire Council will be introducing a new pricing structure for the supply of sewerage services, for non-residential properties. This new pricing structure is consistent with the NSW State Government’s Best Practice Management Framework for Water Supply and Sewerage Services and aims to introduce equity across the community.

To offset this change, for small businesses (being those with fewer than 35 employees) a five-year phase in has also been adopted. This will see a percentage of any increase in addition to that which would have ordinarily been experienced rebated back to small businesses. In 2017/18 the rebate amount is 80%.

For example: if the new pricing structure results in a $100 increase, the small business owner would receive a discount of $80.

SEWERAGE - Annual & User Charges Type Tax 2016/17 2017/18 Residential Properties

House -Connected AC N $365.40 $391.00 House - Unconnected AC N $ 179.40 $192.00 Flat/Unit - Connected AC N $185.90 $199.00

Non-residential Properties - minimum charge $391.00 Access charge - 20mm water connection AC N $340.00 Access charge - 25mm water connection AC N $440.00 Access charge - 32mm water connection AC N $790.00 Access charge - 40mm water connection AC N $1,200.00 Access charge - 50mm water connection AC N $1,900.00 Access charge - 80mm water connection AC N $4,950.00 Access charge - 100mm water connection AC N $7,730.00 Access charge - 150mm water connection AC N $10,822.00 Non-residential sewer usage charge rate per kL Disc. N $1.00 Small business rebate Disc N 80%

SEPTIC TANKS - Annual Charge Type Tax 2016/17 2017/18

Annual Charge - Operate on-site sewage management system Reg. N $ 10.00 $11.00

Page 81


WASTE MANAGEMENT - Annual Charges Type Tax 2016/17 2017/18 Domestic Waste Management Services - Section 496 LGA

Annual charge - Residential Junee Disc N $277.00 $291.00 Annual charge - Residential Junee Organics Collection Disc N $52.00 $55.00 Annual charge - Residential Vacant Land - Junee Disc N $88.00 $92.00 Annual charge - Residential Old Junee, Illabo & Bethungra Disc N $277.00 $291.00 Annual charge - Residential Vacant Land - Old Junee, Illabo & Bethungra Disc N $20.00 $21.00

Business Waste Management Services - Section 501 LGA Annual charge for 120 litre bin + 240litre recycling bin - Business per 1st bins per collection Disc N $277.00 $291.00

Annual charge 120 litre Bin - Business or Residential per 2nd and additional bin per collection

Disc N $162.00 $170.00

Annual charge 240 litre Recycling Bin - Business or Residential per 2nd and additional bin per collection Disc N $189.00 $198.00

Waste Management Services - Section 501 LGA Annual charge - Waste Management collection "By Agreement" Disc N $330.30 $347.00

Rural Waste Management Services - Section 501 LGA Annual charge - Rural Waste Management Disc N $111.00 $118.00

DRAINAGE – Annual Charges Type Tax 2016/17 2017/18 Stormwater Management Service Charge

Residential assessments - Junee Disc N $25.00 $25.00 Business assessments - Junee Urban area - $25.00 plus $12.00 for each 350 m2 of land or part thereof

Depends on area of land Depends on area of land

That pursuant to Section 558 of the Local Government Act, 1993 such lands belonging to a public hospital, public benevolent institution or public charity and public reserves are non-rateable to an ordinary rate pursuant to Section 556/557 of the said Act.

Further to the exemption of land rates, public benevolent institution or public charity and public reserves will also be exempt from other associated annual charges on a case by case basis at the discretion of Council’s General Manager for the financial year 2017-2018.

Page 82


Development Fees and Charges

Section 68 For some activities listed in section 68 of the Local Government Act, Junee Shire Council does not charge an application, however this does not also mean that no approval is required. If you are intending to undertake one of the activities listed, you must still apply for an approval to undertake that activity.

DEVELOPMENT Type Tax 2016/17 2017/18

Application for amendment to Council Environmental Planning Instrument

Application to amend LEP. Disc Y Min. of $800 + $60/hr after 10 hour work time

Min. of $2,500 + $120/hr after 10 hour work time

Application under Junee Local Environmental Plan, clause 4.6 Exemption to Development Standards. An amount of $100 will be refunded if Council does not support the application.

Disc Y $400.00 $ 450.00

Application to amend Development Control Plan. Disc Y $400 + $60/hr after 10 hours work time.

Min. of $2,500 + $120/hr after 10 hour work time

Publication

Council LEP, DCPs or public policies. Freely available on Council Website www.junee.nsw.gov.au Disc Y $20.00 At adopted per page printing

cost

Development Application Fees

D.A. Fee (estimated cost up to $5,000) (Clause 246B of EPA Regs 2000) Reg N

$110.00 $110.00

D.A. Fee (estimated cost $5,001 to $50,000) ($170 plus an additional $3 for each $1,000 (or part of $1,000) of the estimated cost) (Clause 246B of EPA Regs 2000)

Reg N $170.00+ $170.00+

D.A Fee (estimated cost $50,001 to $250,000) ($352 plus an additional $3.64 for each $1,000 (or part of $1,000) by which the estimated cost estimate exceeds $50,000) (Clause 246B of EPA Regs 2000)

Reg N

$352.00+ $352.00+

Page 83



D.A Fee (estimated cost $250,001 to $500,000) ($1,160 plus an additional $2.34 for each $1,000 (or part of $1,000) by which the estimated cost estimate exceeds $250,000) (Clause 246B of EPA Regs 2000)

Reg N $1,160.00+ $1,160.00+

D.A Fee (estimated cost $500,001 to $1,000,000) ($1,745 plus an additional $1.64 for each $1,000 (or part of $1,000) by which the estimated cost estimate exceeds $500,000) (Clause 246B of EPA Regs 2000)

Reg N $1,745.00+ $1,745.00+

D.A Fee (estimated cost $1,000,001 to $10,000,000) ($2,615 plus an additional $1.64 for each $1,000 (or part of $1,000) by which the estimated cost estimate exceeds $1,000,000) (Clause 246B of EPA Regs 2000)

Reg N $2,615.00+ $2,615.00+

D.A Fee (estimated cost of more than $10,000,000) ($15,875 plus an additional $1.19 for each $1,000 (or part of $1,000) by which the estimated cost exceeds $10,000,000) (Clause 246B of EPA Regs 2000)

Reg N $15,875.00+ $15,875.00+

D.A. Fee for Advertising Structures ($285, plus $93 for each advertisement in excess of one) (Clause 246B of EPA Regs 2000)

Reg N $285.00+ $285.00+

D.A. Fee (not involving erection of building, carrying out of work or subdivision of land) (Clause 250 of EPA Regs 2000) Reg N $285.00 $285.00

D.A. Fee (Dwelling with estimated construction cost $100,000 or less) (Clause 247 of EPA Regs 2000) Reg N $455.00 $455.00

Additional Fees – Designated Development (Clause 251 EPA Regs 2000)

Reg N $920.00 $920.00

Additional Fees – Integrated Development or development requiring concurrence (processing fee $140 plus applicable concurrence fee for payment to each authority) (Clause 252A EPA Regs 2000)

Reg N $140.00 $140.00

Additional Fees – State Government Planning Levy for development exceeding $50,000 (Clause 256A of EPA Regs 2000)

Reg N $0.64 per $1,000 development cost

$0.64 per $1,000 development cost

Page 84



Developer Contributions – s.94A Contribution Plan. Reg N

Up to 1.0% of the value of the development in

accordance with Council’s s94A contribution plan.

Up to 1.0% of the value of the development in

accordance with Council’s s94A contribution plan.

Additional fees for advertising Development (unspent fees refunded)

Designated Development (Clause 252 of EPA Regs 2000) Reg N $2,220.00 $2,220.00

Advertised Development (written notification to adjoining or adjacent owners) $1,105 maximum Reg N $165.00 $180.00 plus $93.00 for each

advert in excess of one.

Prohibited Development (Clause 252 of EPA Regs 2000) Reg N $1,105.00 $ 1,105.00

Where environmental planning instrument or development control plan requires other notice to be given or other advertised development (Clause 252 of EPA Regs 2000)

Reg N $165.00 $180.00 plus $93.00 for each advert in excess of one.

Fees applying to other Government Agencies

Integrated Development. Per approval body (Clause 253 EPA Regs 2000) Reg N As per approval body

requirements As per approval body

requirements up to $320,00

Development application that require concurrence from approval bodies. (Clause 253 EPA Regs 2000) Reg N As per approval body

requirements As per approval body

requirements up to $320,00

Initial Fire Safety Reports – from NSW Fire and Rescue. Reg N As per Schedule 2 of Fire Brigades Regulation 2008

As per Schedule 2 of Fire Brigades Regulation 2008

Inspection of Premises for Final Fire Safety Report – NSW Fire and Rescue. Reg N As per Schedule 3 of Fire

Brigades Regulation 2008 As per Schedule 3 of Fire Brigades Regulation 2008

Fire Safety Meetings Relating to a Development Proposal. Reg N As per Fire Brigades

Regulation 2008 As per Fire Brigades

Regulation 2008

Page 85



Provision of Advice, Assessment or Consultancy Services for: - Major Infrastructure Works - Designated Development, Integrated Development, etc - Any other Fire Safety Meeting Reg N As per Fire Brigades

Regulation 2008 As per Fire Brigades

Regulation 2008

Subdivision of Land (Clause 249 of EPA Regs 2000)

Land Subdivision with new Road; Reg N $665.00 $665.00

Plus for each additional lot. Reg N $65.00 $65.00

Land Subdivision with no new Road; Reg N $330.00 $330.00


Strata subdivision; Reg N $330.00 $330.00


Miscellaneous Development Related Fees

Stamping of additional plans and specification. Up to four copies - no charge. Each additional copy. Disc Y $15.00 $15.00

Refund of withdrawn Development Application prior to determination. Disc N 50% of the fee. 50% of the fee.

Refund of withdrawn Construction Certificate Application prior to determination. Disc N 50% of the fee. 50% of the fee.

Waiving of fees for Development Application and Construction Certificates for local organisations such as: schools; charitable; religious and community groups.

Disc N As per Council Policy As per Council Policy

Application to extend lapsing date of Development Consent (may not be extended beyond 5 years). Disc Y $330.00 $350.00

Page 86



Development Application and Construction Certificate Application for certain work in the Heritage Conservation area that would be Exempt Development outside the Heritage Conservation Area. This does not apply to Heritage Listed Items.

Disc N Waive fee. Waive fee.

Modification of a consent/Review of determination

Modification involving minor error/misdescription or miscalculation (Sec 96(1)) (Clause 258(1) of EPA Regs 2000) Reg N $71.00 $71.00

Minimal environmental impact: 50% of the original application or $645, whichever is the less. (Sec 96(1A)) Reg N

$645 or 50% of original DA fee whichever is the

lesser.

$645 or 50% of original DA fee whichever is the lesser.

Other modifications Cls 258(2) of the Regulation:

Is not of minimal environmental impact (Section 96(2)). Reg N Clause 258(2) EPA Regulation 2000

Clause 258(2) EPA Regulation 2000

Request to review Council's determination (Section 82A). Reg N Clause 257 EPA Regulation

2000 Clause 257 EPA Regulation

2000

Request to review decision to reject a DA. Reg N Clause 257A EPA Regulation 2000

Clause 257A EPA Regulation 2000

INSPECTIONS (other than for Building Works) Type Tax 2016/2017 2017/18

Food Premises - Inspection & Administration Charge - Annual Charge. (Mandatory 6 monthly inspection under the Food Act). 0-5 employees.

Disc N $140.00 $155.00

Food Premises - Inspection & Administration Charge - Annual Charge. >5 employees. Disc N $330.00 $350.00

Food Premises & Skin Penetration Premises- Additional inspections resulting from food or hygiene complaints or rectification instruction from original Council inspection. Each visit.

Disc N $155.00 $155.00

Page 87


INSPECTIONS (other than for Building Works) Type Tax 2016/2017 2017/18

Skin Penetration premises. Inspection & Administration Charge - Annual Charge. 0-5 employees. Disc N $77.00 $155.00

Inspection of Boarding Houses. Disc N $124.00 $155.00

Inspection of Swimming Pools and issue of Certificate of Compliance. (S.22D of Swimming Pools Act)

Disc N $103.00 $110.00

Inspection of On-Site System of Sewerage Management. Disc N $100.00 $155.00

CERTIFICATES Type Tax 2016/17 2017/18

Planning Certificates

s.149(2) Planning Certificate (Clause 259 of EPA Regs 2000):

For an assessment with up to 5 allotments. Reg N $53.00 $53.00

For an assessment with more than 5 and up to 15 allotments. Reg N $253.00 $253.00

For an assessment with more than 15 allotments. Reg N $413.00 $450.00

s.149(2) & s.149(5) Planning Certificate (Combined) (Clause 259 of EPA Regs 2000): Reg N

For an assessment with up to 5 allotments. Reg N $133.00 $133.00

For an assessment with more than 5 and up to 15 allotments. Reg N $413.00 $413.00

For an assessment with more than 15 allotments. Reg N $613.00 $613.00

s.121ZP - EPA 1979 & s.735A - LGA 1993 or Food Act.Outstanding Orders Certificate. Reg N $69.00 $69.00

Certificate under s 88G Conveyancing Act. Reg N $69.00 $69.00

Drainage Diagram. Disc N $45.00 $45.00

s.149B Building Certificate (Clause 260 of EPA Regs 2000):

Class 1 and 10 building. Reg N $250.00 $250.00

Page 88



s.149(2) Planning Certificate (Clause 259 of EPA Regs 2000) For any other class of building

Not exceeding 200m2 ; Reg N $250.00 $250.00

Exceeding 200m2 but not exceeding 2,000m2; Reg N $250 + $0.50/m2 over 200m2

$250 + $0.50/m2 over 200m2

Exceeding 2,000m ; Reg N $1,165 + $0.75/m2 over 2000m2

$1,165 + $0.75/m2 over 2000m2

Application relating to part of a building (Clause 260 of EPA Regs 2000) Reg N $250.00 $250.00

s.149G(3) Copy of building certificate (Clause 261 of EPA Regs2000) Reg N $13.00 $13.00

Certified copy of document, map or plan (Clause 262 of EPA Regs 2000) Reg N $53.00 $53.00

Request for zoning certification (Clause 262 of EPA Regs 2000) Reg N $53.00 $53.00

Request to determine existing holding status. Disc N $180.00 $180.00

Part 4A Certificates:

Compliance certificate New roads & services. Disc N $110.00 $155.00

Compliance certificate Services only. Disc N $110.00 $155.00

Compliance certificate - Strata. Disc N $110.00 $155.00

Subdivision certificate - Land or Strata. Disc N $110.00 $155.00

Occupation Certificate. Disc N $110.00 $155.00

Construction Certificates and Complying Development Certificates (CC's and CDC's):

CC or CDC Fee (estimated cost of works up to $5,000) plus an additional 0.5% of the estimated cost. Disc Y $150.00+

CC or CDC Fee (estimated cost of works $5,001 to $100,000) plus an additional 0.3% of the estimated cost. Disc Y $190.00+

Page 89



CC or CDC Fee (estimated cost of works $100,001 to $250,000) plus an additional 0.2% of the estimated cost over $100,000.

Disc Y $530.00+

CC or CDC Fee (estimated cost of works $250,001 to $1,000,000) plus an additional 0.1% of the estimated cost over $250,000.

Disc Y $880.00+

CC or CDC Fee (estimated cost of works exceeds $1,000,000) plus an additional 0.5% of the estimated cost over $100,000. Disc Y $1,690.00+

Amendment to Application for a CC or CDC after determination Disc Y 40% of original fee with

minimum of $75.00

Other:

Minor building works / additions (2 inspections) Disc Y $310.00

Minor building works / additions - with drainage (4 inspections) Disc Y $620.00

Dwelling package (up to 8 inspections) Disc Y $930.00

Building inspection fee per additional inspection (Clause 260 of EPA Regs 2000). Disc N $90.00 $155.00

Plumbing & drainage inspections - not for Alternative Solutions or Recycled Water Supply Systems. Disc N $95.00 $155.00

Pre-lodgement advice. Disc N No Charge No Charge

Registering Complying Development Certificate and Part 4A certificates (Clause 263 of EPA Regs 2000) Disc N $45.00 $50.00

Submission of plumbers Notice of Work or Certificate of Compliance for works not requiring a DA / CDC / CC. Reg N $25.00 $25.00

Page 90


SECTION 68 APPROVALS Type Tax 2016/17 2017/18

Structures and Public Entertainment Licence Part A s. 68 LGA 1993

Install a manufactured home, moveable dwelling or associated structure on land. Reg N

Requires Development Application and/or Section

68 Approval.

Requires Development Application and/or Section 68

Approval.

Install a temporary structure on land. Disc N No fee if forming part of a Development application.

Otherwise $80.00.

No fee if forming part of a Development application.

Otherwise $100.00.

Water Supply, Sewerage and stormwater drainage work. Part B s.68 LGA 1993

Carry out sewerage work or alteration to sewerage work. Disc N $113.00 $120.00

Community Land Part D s.68 LGA 1993

Engage in a trade or business.

No fee. Council approval required. Application needs to be lodged.

No fee. Council approval required. Application needs

to be lodged.

Direct or procure a theatrical, musical or other entertainment for the public.



to be lodged.

Construct a temporary enclosure for the purpose of entertainment.



to be lodged.

For fee or reward, play a musical instrument or sing (including busking).



to be lodged.

Set up, operate or use a loudspeaker or sound amplifying device.



to be lodged.

Page 91


SECTION 68 APPROVALS Type Tax 2016/17 2017/18

Deliver a public address or hold a religious service or public meeting.



to be lodged.

Public Roads Part E s.68 LGA 1993

Swing or hoist goods across or over any part of a public road by means of lift, hoist or tackle projecting over footway. Reg N

Require Development Application and/or Section

68 Approval.

Require Development Application and/or Section 68

Approval.

Expose or allow to be exposed (whether for sale or otherwise) any article in or on or so as to overhang any part of the road or outside a shop window abutting the road, or hang an article beneath an awning over a road.

Disc N No fee if complying with Exempt Development

criteria. Otherwise $67.00.

No fee if complying with Exempt Development

criteria. Otherwise $70.00.

Other Activities Part F s.68 LGA 1993

Operate a caravan park or camping ground. Reg N $175.00 $175.00

Operate a manufactured home estate. Reg N $175.00 $175.00

Install a domestic oil or solid fuel heating appliance, other than a portable appliance. Disc N

No fee if complying with exempt development criteria. Otherwise

Approval required and $118.00.

No fee if complying with exempt development criteria. Otherwise Approval required

and $120.00.

Install or operate amusement devices. (within the meaning of the Construction Safety Act 1912) Disc N No fee No fee

Use a standing vehicle or any article for the purpose of selling any article in a public place. (Fee waived for charitable organisations.)

Disc N $130 and compliance with Council's Policy

$130 and compliance with Council's Policy

Operate an Undertaker business. Disc N $160.00 $160.00

Operate a mortuary. Disc N $160.00 $160.00

Septic Tank / AWTS Applications. Disc N $165.00 $170.00

Amended Septic Tank / AWTS Applications. Disc N $41.00 $68.00

Page 92


Environmental Fees and Charges

WASTE SERVICES Type Tax 2016/17 2017/18

Ad hoc collection & disposal where 20 or more bins are located together Cost/bin/collection/week Disc Y $5.60 $6.00

Replacement Garbage Bins - 120 litre (when bin lost or stolen) Disc Y $93.00 $98.00

New bins to rural landholders - 120 litre Disc Y $108.00 $113.00

Replacement Garbage Bins - 240 litre (when bin lost or stolen) Disc Y $144.00 $151.00

New bins to rural landholders - 240 litre Disc Y $158.00 $166.00

Replacement Key for landfill sites Disc Y $30.00 $32.00

JUNEE LANDFILL FACILITY Type Tax 2016/17 2017/18

Sorted Green waste in designated area

Car or Station Wagon load Disc Y $8.00 $9.00

Utility or 6x4 box trailer load Disc Y $8.00 $9.00

10x6 trailer load Disc Y $13.00 $14.00

Fill

Clean Fill Disc Y Free Free

Fill - up to 50% concrete Disc Y Free Free

Fill - up to 20% timber Disc Y Free Free

(otherwise Demolition / Trade Waste fees apply)

Recyclables

Sorted Recyclables in designated area Disc Y Free Free

Landfill load

Page 93






Transfer station skips




Demolition / Trade Waste

Trade Waste/m3 - Not compacted Disc Y $83.00 $85.00

Car bodies Disc Y Free Free

Asbestos & other separate disposal items requiring burial /m3 - JSC to bury *Minimum Charge Disc Y $297.00 $327.00

Tyres

Small tyres Disc Y $3.00 $3.00

Car tyres Disc Y $5.00 $6.00

4WD / Light truck tyres Disc Y $8.00 $9.00

Truck tyres Disc Y $17.00 $19.00

Tractor tyres Disc Y $145.00 $152.00

Earthmoving tyres (up to 1.5m high) Disc Y $230.00 $242.00

Earthmoving tyres (1.5m to 2m high) Disc Y $430.00 $452.00

Earthmoving tyres (2m & above) Disc Y POA POA

Any tyres received with rims (add charge to cost of disposal) Disc Y $4.00

$4.00

N.B. Loads exceeding 2 tonnes require an EPA Licence for transport

Page 94



Other Waste Items

Mattresses Disc Y Free Free

Gas bottles - up to 9kg Disc Y Free Free

Gas bottles - over 9kg Disc Y Free Free

Fridges Disc Y Free Free

E-Waste (computers, IT equipment, TV's etc.) Disc Y Free Free

Paint (oil and water based) Disc Y Free

Fire extinguishers Disc Y Free

Fluoro light bulbs and tubes Disc Y Free

Household and car batteries Disc Y Free

Smoke detectors Disc Y Free

Motor and other oils Disc Y Free

LIQUID TRADE WASTE Type Tax 2016/17 2017/18

Annual Trade Waste Fee

Category 1 Discharger A.C. N $98.00

Category 2 Discharger A.C. N $194.00

Category 3 Discharger - Large Discharger (>20kL/day) A.C. N $651.00

- Industrial Discharger A.C. N $651.00

Reinspection Fee Disc. N $155.00

Trade Waste Usage Charge

Category 1 Discharger with appropriate pre-treatment Disc. N Free

Page 95



Category 1 Discharger without appropriate pre-treatment ($/kL) Disc. N

$1.73

Category 2 Discharger with appropriate pre-treatment ($/kL) Disc. N

$1.73

Category 2 Discharger without appropriate pre-treatment ($/kL) Disc. N

$15.86

Food Waste Disposal Charge (per bed) Disc. N $29.00

Excess Mass Charges ($/mass)

Aluminium Disc. N $0.78

Ammonia* (as N) Disc. N $2.30

Arsenic Disc. N $77.89

Barium Disc. N $38.94

Biochemical oxygen demand* (BOD) Disc. N $0.78

Boron Disc. N $0.78

Bromine Disc. N $15.57

Cadmium Disc. N $360.00

Chloride Disc. N Nil

Chlorinated hydrocarbons Disc. N $38.94

Chlorinated phenolics Disc. N $1,557.00

Chlorine Disc. N $1.59

Chromium Disc. N $25.96

Cobalt Disc. N $15.86

Copper Disc. N $15.86

Cyanide Disc. N $77.89

Page 96



Fluoride Disc. N $3.89

Formaldehyde Disc. N $1.59

Oil and Grease* (Total O&G) Disc. N $1.40

Herbicides/defoliants Disc. N $779.00

Iron Disc. N $1.59

Lead Disc. N $38.94

Lithium Disc. N $7.79

Manganese Disc. N $7.79

Mercaptans Disc. N $77.89

Mercury Disc. N $2,596.00

Methylene blue active substances Disc. N $0.78

Molybdenum Disc. N $0.78

Nickel Disc. N $25.96

Nitrogen* (Total Kjeldahl Nitrogen – Ammonia) as N Disc. N $0.20

Organoarsenic compounds Disc. N $779.00

Pesticides general (excludes organochlorines and organophosphates) Disc. N $779.00

Petroleum hydrocarbons (non-flammable) Disc. N $2.60

Phenolic compounds (non-chlorinated) Disc. N $7.79

Phosphorous* (Total P) Disc. N $1.59

Polynuclear aromatic hydrocarbons Disc. N $15.86

Selenium Disc. N $54.81

Silver Disc. N $1.44

Sulphate* (SO4) Disc. N $0.16

Page 97



Sulphide Disc. N $1.59

Sulphite Disc. N $1.73

Suspended Solids* (SS) Disc. N $1.00

Thiosulphate Disc. N $0.28

Tin Disc. N $7.79

Total dissolved solids* (TDS) Disc. N $0.06

Uranium Disc. N $7.79

Zinc Disc. N $15.86

Non-compliance pH charge - value of coefficient k (refer equation 3 in Liquid Trade Waste Policy) Disc. N $0.43

SUPPLY OF EFFLUENT WATER Type Tax 2016/17 2017/18

Supply of Effluent Water ($/kL) Disc. N $0.50 $0.50

COMPANION ANIMAL FEES

Type

Tax 2016/17 2017/18

Companion Animals Act 1998.

Lifetime Registration (Mandatory from 2002)

General Registration (Cats & Dogs) Reg N $192.00 $195.00

Desexed Animals (Cats & Dogs) Reg N $52.00 $53.00

Guide Dogs Reg N Nil Nil

Registered Breeders (Cats & Dogs) Reg N $52.00 $53.00

Veterinary Surgeons Reg N $40.00 $40.00

Eligible Pensioner Reg N $192.00 $195.00

Eligible Pensioner with Desexed Animal Reg N $21.00 $22.00

Page 98


COMPANION ANIMAL FEES Type Tax 2016/17 2017/18

Microchip Animal Reg N $50.00 $50.00

Cat / Possum Trap Disc Y $10.00 $15.00

Cat / Possum Trap - deposit Disc N $50.00 $100.00

Citronella Collar - per week (Bond of $50 required) Disc Y $25.00 $25.00

COMPANION ANIMAL Impoundment Type Tax 2016/17 2017/18

Prescribed first impoundment release fee Disc N $35.00 $40.00

Second or subsequent impounding within 1 year Disc N $74.00 $80.00

Daily Board Disc N $35.00 $35.00

Destruction Fee Disc N $74.00 $80.00

IMPOUNDMENT Type Tax 2016/17 2017/18

Livestock

Sustenance - per day Disc N $9.00 $10.00

Impoundment Disc N $34.00 $50.00

Driving Fees - per km Disc N $4.30 $4.40

Transport to pound Disc N At Cost - including on-cost At Cost - including on-cost

Vet Attention where required - at vet cost As per vet invoices As per Vet invoices + 20%

Motor Vehicles

Motor Vehicles - Release Fee Disc N $250.00 $250.00

Other Goods

Impoundment Release Fee Disc N $250.00

Page 99


Community, Library and Junee Junction Recreation and Aquatic Centre Junee Junction Recreation and Aquatic Centre “Concession” is defined as:

● Child 4 years to 18 years ● Pensioner with a Concession Card (on presentation of proof) ● Seniors Card holders (on presentation of proof) ● Full-time university students and TAFE students (on presentation of proof)

A child of 3 years old or under is free. From time to time promotional periods may occur during the year to grow membership of the centre and discounted fees may apply. In 2016/17, Junee Junction Recreation and Aquatic Centre discontinued Monthly Direct Debit Memberships. Those members who were on this particular membership structure at the time can remain so, thus the monthly fees are listed. Spectator fees are not payable by parents, carers or guardians of Junee Swimming Club members when attending club training and club events and parents, carers and guardians of Poynter Swimming participants when attending or assisting with learn-to-swim lessons. It is payable by these people when attending swimming carnivals and other events.

COMMUNITY TRANSPORT Type Tax 2016/17 2017/18

Around Junee (return trip) Disc Y $8.50 $8.50

Illabo and return Disc Y $15.00 $15.00

Old Junee and return Disc Y $15.00 $15.00

Bethungra and return Disc Y $19.00 $19.00

Wagga and return Disc Y $19.00 $20.00

Cootamundra and return Disc Y $28.00 $28.00

Gundagai and return Disc Y $37.00 $37.00

Young and return Disc Y $47.00 $48.00

Tumut and return Disc Y $48.00

Page 100


COMMUNITY TRANSPORT Type Tax 2016/17 2017/18

Henty and return Disc Y $48.00

Albury and return Disc Y $66.00 $66.00

Canberra and return Disc Y $76.00 POA

(voluntary fees)

JUNEE JUNCTION RECREATION & AQUATIC CENTRE Type Tax 2016/17 2017/18

Memberships - Fortnightly (Direct Debit can only take up a Fortnightly Membership)

Joining Fee Disc Y $50.00 $50.00

Swim Memberships

Adult Disc Y $12.00 $14.00

Concession Disc Y $9.00 $10.00

Couple Disc Y $21.00 $25.00

Family Disc Y $28.00 $33.00

Access All Areas Membership

Adult, or With 24/7 Gym access included

Disc Y $24.00 $27.00 $29.00

Concession, or With 24/7 Gym access included

Disc Y $20.00 $23.00 $25.00

Couple, or With 24/7 Gym access included Disc Y $42.00

$48.00 $52.00

Family, or With 24/7 Gym access included Disc Y $60.00 $67.50

$72.00

Page 101


JUNEE JUNCTION RECREATION & AQUATIC CENTRE

Type Tax 2016/17 2017/18

Memberships - 12 Months

Swim Memberships

Adult Disc Y $280.00 $315.00


Couple Disc Y $491.00 $565.00

Family Disc Y $655.00 $745.00

Access All Areas Membership

Adult, or With 24/7 Gym access included Disc Y $562.00 $610.00

$655.00

Concession, or With 24/7 Gym access included Disc Y $468.00 $520.00

$565.00

Couple, or With 24/7 Gym access included Disc Y $982.00 $1,085.00

$1,175.00

Family, or With 24/7 Gym access included Disc Y $1,404.00 $1,525.00

$1,630.00

Memberships - Monthly (Direct Debit only - Discontinued memberships; only for existing MTM Members)

Swim Memberships

Adult Disc Y $27.00 $32.00



Fitness & Aerobics Membership (Water & Land)

Adult Disc Y $54.00 $61.00


Couple Disc Y $90.00 $101.00

Page 102



Type Tax 2016/17 2017/18

Visit cards

20 Visit Cards

Swim

Adult Disc Y $88.00 $108.00


20 Access All Areas Visit Card

Adult Disc Y $180.00 $234.00


10 Visit Cards

Swim

Adult Disc Y $50.00 $54.00


10 Access All Areas Visit Card

Adult Disc Y $105.00 $117.00


HeartMoves & Gentle Aqua classes Disc Y $40.00 $40.00

Casual Entry

Swim

Adult Disc Y $6.00 $6.00


School Sport Disc Y $2.00 $2.00

Page 103



Type Tax 2016/17 2017/18


Spectator Disc Y $1.00 $1.00

Access All Areas Casual Entry

Adult Disc Y $13.00 $13.00


HeartMoves & Gentle Aqua classes Disc Y $4.00 $4.00

School Sport Disc Y $5.00 $5.00

Pool Activities

Pool Lane Hire per hour - not including admission Disc Y $17.00 $17.00

Slide Hire - private hire per hour (Available in peak season only) Disc Y

$90.00 $90.00

Water slide rides - per person per session (2 hour session) Disc Y $5.00 $5.00

Stadium Court Hire

Booking - before 5pm per court per hour Disc Y $27.00 $30.00

Booking - after 5pm per court per hour Disc Y $38.00 $40.00

Junee Shire based sporting groups per court per hour Disc Y $18.00 $27.00

Junee Shire based schools per court per hour Disc Y $11.00 $11.00

Team competition (run by JJRAC) - per team per session Disc Y $20.00 $25.00

Casual / walk in court hire - per person per hour (shoot around fee) Disc Y

$2.00 $2.00

Tai Chi classes - hire of space per class (GMAHS) Disc Y $10.00 $10.00

Seasonal Permit - Junee based sporting association (conditions apply) Disc Y

$675.00

Page 104



Type Tax 2016/17 2017/18

Personal Training ( provided by centre staff)

All ages up to two people (non-members) - per hour Disc Y $44.00 $44.00

All ages up to two people (at least 1 member) - per hour Disc Y $33.00 $33.00

All ages up to two people (non-members) - 30 minutes Disc Y $27.00 $27.00

All ages up to two people (at least 1 member) - 30 minutes Disc Y $22.00 $22.00

10 Visit (per Hour each visit) - Personal Training (Member) Disc Y $300.00 $300.00

10 Visit (per Hour each visit) - Personal Training (Non-Member) Disc Y

$360.00 $360.00

Personal Fitness Assessment

Adult Disc Y $33.00 $33.00


Child Minding

Child Minding - per child per session Disc Y $2.00 $2.00

Child Minding - 10 Visit Card Disc Y $20.00 $20.00

FAMILY DAY CARE Type Tax 2016/17 2017/18

Educator Admin Fee per fortnight Disc N $14.50 $15.00

Educator Induction fee Disc Y $110.00

Family membership fee - New member Disc Y $45.00 $50.00

Parent levy per hour per child (parent levy capped at $35 per week per family)

Disc N $0.75 $0.80

Page 105


LIBRARY Type Tax 2016/17 2017/18

Junee Shire Council

Photocopying - A4 per page (Black / white) Disc Y $0.20 $0.20

Photocopying - A4 per page (Colour) Disc Y $2.00 $2.00

Photocopying - A3 per page (Black / white) Disc Y $0.50 $0.50

Photocopying - A3 per page (Colour) Disc Y $3.00 $3.00

Printing A4 - Black / White per page Disc Y $0.30 $0.20

Printing A4 - Colour per page Disc Y $2.00 $2.00

Scanning to email per page Disc Y $1.50

Laminating - A4 Disc Y $2.50 $2.50

Laminating - A3 Disc Y $5.00 $5.00

Internet use Disc Y Free Free

Facsimile - sending per page

- Local per page Disc Y $1.50 $1.50

- STD per page - 1st page Disc Y $1.50 $1.50

- STD per page - subsequent pages Disc Y $1.50 $1.50

Facsimile - receiving per page Disc Y $0.50 $1.00

Sale of Library books Disc Y As identified As identified

Hire of meeting room for tutoring - per hour Disc Y $10.00 $10.00

Hire of meeting room for profit organisations - per half day Disc Y $70.00 $70.00

Riverina Regional Library

Reservation fee Disc N $1.00 $1.00

Inter-Library Loan search fee - Minimum fee Disc Y $4.40 $4.40

Page 106



Inter-Library Loan fee - additional fee for specialist library materials fee for loan requests from non-reciprocal libraries

Disc Y $16.50 $16.50

Inter Library Loan - Rush Fee Disc Y $33.00 $33.00

Inter Library Loan - Express Fee Disc Y $49.50 $49.50

Library Bags Disc Y $2.00

Library Backsacks Disc Y $5.00

Library Loan from overseas Disc Y Cost recovery

Overdue Item Fines - Charge per item per work day plus overdue notice fee

Disc N $0.10 per work day plus $1.00 overdue notice

fee

$0.10 per work day plus $2.00 overdue notice fee

(maximum $12.00 per item)

Programs Disc N $2 - $50 depending on content

Replacement Member Card Disc N $2.00 $2.00

Replacement Charge - Lost or Damaged Items (Item under $10 purchase cost) periodicals and articles Disc N Replacement cost +

$5.00 Replacement cost + $5.00

Replacement Charge - Lost or Damaged Items (Item over $10 purchase cost) other than periodicals and articles Disc N Replacement cost +

$9.50 Replacement cost + $10.00

Replace lost or damaged CD/DVD case (One-Time CD/DVD/MP3 cases) Disc Y

$3.30

Replace lost or damaged CD/DVD case (multi-CD sound recording cases) Disc Y

$11.00

Replacement charge for e-Readers that are lost or damaged beyond reasonable repair (repair cost more than $75) Disc Y

$165.00

Replacement charge for lost or damaged Book Club collection items Disc Y

$40.00

Replacement charge for lost or damaged e-Reader charging cords Disc Y

$36.30

Page 107



RRL Book Club Membership fee (per club of up to 10 members) Disc Y

$400.00

RRL Membership Fee for non-residents (excluding eligible reciprocal members and residents of Wahgunyah and Yarrawonga) - twelve months

Disc Y $110.00

Visitor's Fee (non-refundable) - one month Disc Y $33.00

Visitor's Fee (non-refundable) - three months Disc Y $88.00

Page 108


Engineering & Infrastructure Fees and Charges

Private Works Private Works undertaken by the Council are done so pursuant to Section 67of the Local Government Act 1993. It is the Council’s policy that all plant hired will be operated by an employee of the Council, ie. the Council will not ‘dry hire’ any item of plant.

Where works are undertaken outside of normal working hours, an overtime loading shall apply.

Similarly, where works are undertaken as a call-out (irrespective of the duration) or on short notice, a loading shall apply.

Private Works will be undertaken either as a ‘do and charge’ or on a quote basis and this applies to labour, plant and materials.

Sewerage Works This year

BLASTING Type Tax 2016/17 2017/18

Blasting Permit Disc Y $113.00 $124.00

CONTRIBUTIONS Type Tax 2016/17 2017/18

Kerb & Guttering - JSC initiated:

As resolved by Council - not to exceed 50% of the cost of the work as specified in the Roads Act - includes 1 layback Disc N POA POA

Other boundaries, provided does not exceed 25% of cost per lineal metre Disc N POA POA

Laybacks / Gutter crossings (each) Disc N POA POA

Footpaths - JSC initiated:

As resolved by Council - not to exceed 50% of the cost of the work as specified in the Roads Act Disc N POA POA

Page 109


CEMETERIES Type Tax 2016/17 2017/18

Columbarium

Wall niche (includes standard plaque) Disc Y $480.00 $494.00

Extra vase Disc Y $83.00 $85.00

Reservation Plaque only Disc Y Free Free

RESERVATION OF WALL NICHE (includes standard plaque) {Nothing more payable upon interment} Disc Y $600.00 $618.00

Exhumation POA POA

Lawn Cemetery

First interment (provision of and fixing in concrete of standard 6 line inscribed bronze plaque and perpetual maintenance)

Disc Y $2,045.00 $2,106.00

Re-opening of grave for second interment (includes new plaque) Disc Y $1,685.00 $1,736.00

Interment in children's section (provision of and fixing in concrete of standard 6 line inscribed bronze plaque) Disc Y $840.00 $865.00

Weekend Burial - additional amount to "standard" fee Disc Y $640.00 $659.00

Land Only - Standard grave site (eg. Ashes interment, no excavation) Disc Y $1,082.00 $1,114.00

Page 110


CEMETERIES Type Tax 2016/17 2017/18

RESERVATION OF LAWN CEMETERY PLOT (includes standard plaque) {Nothing more payable upon interment} Disc Y $2,287.00 $2,356.00

Ashes interment in existing grave - no excavation (includes new plaque) Disc Y $625.00 $644.00

Where a council employee dies and council staff perform excavation in their own time then a rebate may be provided to the value of $400

Monumental Cemeteries - Junee & Rural

Grave dug by backhoe - All Interments Disc Y $1,565.00 $1,612.00

Grave hand dug Disc Y $2,526.00 $2,602.00

Weekend Burial - additional amount to "standard" fee Disc Y $640.00 $659.00

Re-opened Grave dug by backhoe Disc Y $1,565.00 $1,612.00

Re-opened Grave hand dug Disc Y $2,526.00 $2,602.00

RESERVATION OF MONUMENTAL CEMETERY PLOT {Nothing more payable upon interment} Disc Y $1,805.00 $1,859.00

Permission to erect tomb or monument Disc N $119.00 $123.00

Land Only 1.2m x 2.4m ( e.g. Ashes interment, no excavation) Disc Y $662.00 $682.00

Ashes interment in existing grave - no excavation Disc Y $241.00 $248.00

Note: In regard to Grave Re-opening & ashes interment the Monument slab removal will be carried out by Council staff with all care, however, no responsibility will be accepted for breakages.

Page 111


PLANT, MATERIALS & PRIVATE WORKS Type Tax 2016/17 2017/18

Plant Hire Rates

Labour Rate for Plant hire PW Y $66.00/hr $80.00/hr

Truck D/Cab, Tipper - per hour PW Y $85.00/hr $94.00/hr

Tippers, 5m3 PW Y $103.00/hr $113.00/hr

U.D. Nissan Tipper, 8m PW Y $148.00/hr $163.00/hr

U.D. Nissan Tipper, 8m ,plus pig trailer 8m PW Y $160.00/hr $176.00/hr

Water Truck 10,000 litres PW Y $187.00/hr $206.00/hr

Street Sweeper PW Y $142.00/hr $156.00/hr

Rollers (towed by Tractor ) PW Y $35.00/hr $39.00/hr

Grader PW Y $168.00/hr $185.00/hr

Excavator - Volvo EC210B PW Y $160.00/hr $176.00/hr

Backhoe - Caterpillar 432E PW Y $123.00/hr $135.00/hr

Loader - Hitachi LX-150 PW Y $190.00/hr $209.00/hr

Self Propelled Rubber Tyred Roller - Multipac VP2400 PW Y $129.00/hr $142.00/hr

Tractors - John Deere, Chamberlain, Ford PW Y $108.00/hr $119.00/hr

Combination Roller PW Y $41.00/hr $45.00/hr

Ingersol-Rand Roller (double drum) PW Y $86.00/hr $95.00/hr

HAMM Smooth Drum Roller (self-propelled) PW Y $135.00/hr $149.00/hr

John Deere 1145 Mowers PW Y $115.00/hr $127.00/hr

Mower - Walker PW Y $10.00/hr $11.00/hr

Slashers PW Y $25.00/hr $28.00/hr

Sewer Jetter PW Y $190.00/hr $209.00/hr

Minor Plant ie: Chainsaws, mowers, compactors, pumps, slashers PW Y $73.00/hr $80.00/hr

Page 112


PLANT, MATERIALS & PRIVATE WORKS Type Tax 2016/17 2017/18

Ancillary Plant ie: P90 Cabin, small mowers, Whipper snippers etc. PW Y $73.00/hr $80.00/hr

Light Vehicles (operator to be added at hourly rate) - per km PW Y $0.90/km $1.00/km

Low Loader less than 100 KM PW Y $167.00/km $184.00/km

Low Loader greater than 100 KM add kilometre rate - per km PW Y $6.40/km $7.00/km

Overtime loading PW Y $25.00/hr $30.00/hr

Call-out/short notice loading PW Y 25% 25%

Materials

Gravel PW Y POA POA

ROAD APPROVALS Type Tax 2016/17 2017/18

s.138 Approvals

Section 138 Application - non-residential in nature (includes one inspection) Disc N $95.00 $175.00

Section 138 Inspection Fee Disc N $80.00 $155.00

Section 138 - residential Disc N Free

Assessment of design of Commercial vehicular footpath crossing (incl 2 inspections) PW Y $124.00 $155.00

Additional Inspections if required PW Y $93.00 $155.00

s.144 Special Event Approvals

Category 2 Event Disc N TBA



Page 113


ROAD APPROVALS Type Tax 2016/17 2017/18

National Heavy Vehicle Approvals

Oversize/Overmass Application Reg Y $70.00 $70.00

ROAD RENTALS Type Tax 2016/17 2017/18

Administration fee - charged at each lease commencement Disc Y $140.00 $154.00

Rental of closed roads per hectare per annum (in Ha lots) Disc Y $72.00 $76.00

Crown Land leases Disc Y As tendered As tendered

Occupation fee for hoarding length exceeding 50m or area occupied exceeding 100m2 Disc Y

POA POA

Occupation fee per m2 for hoarding less than 50m or area occupied less than 100m2: - fees apply after one week - per m2 of road reserve occupied per week or part week - minimum charge of $60/week

Disc Y $1.00 $1.50

SEWERAGE WORKS Type Tax 2016/17 2017/18

Connection Fee

Residential Land - where the Sewer Main is available to the block. NOTE: If the block is found to already have a satisfactory point of connection (junction, riser and boundary trap), the fee will be REFUNDED)

Disc N $1,854.00 $1,947.00

Commercial / Industrial Land Disc N POA POA

Extensions

To extend the Sewer Main to a block(s) Disc N POA POA

Page 114


SEWERAGE WORKS Type Tax 2016/17 2017/18

Headworks Charge

Charges set for development of residential subdivisions, strata units or flat development: Per Lot or Unit (PAYABLE ONLY WHEN NEW LOT(S) ARE CREATED OR ON SECOND AND SUBSEQUENT NEW UNITS)

Disc N $1,400.00 $1,540.00

SLASHING Type Tax 2016/17 2017/18

Clean normal urban block (after notice) ($/m² - minimum charge $110) Disc Y POA $0.11

Other/large block (by quote) Disc Y POA POA

STREET BANNER Type Tax 2016/17 2017/18

Erection of street banner for ceremonial purposes - each Disc N $375.00 $413.00

Page 115


Finance & Administration Fees and Charges Privacy & Personal Information Protection Act Enquiries made of the Council may be subject to the requirements of the Privacy & Personal Information Protection Act).

BANKING FEES Type Tax 2016/17 2017/18

Charge for dishonoured cheque Disc Y $100.00 $100.00


Section 603 Certificate Reg N $ 75.00

Section 735A Certificate - Outstanding Notices and Orders under LG Act Reg N See Development Fee

section See Development Fee

section

24 hour turnaround from time of receipt Disc N $ 108.00 $110.00

DEBTOR INTEREST Type Tax 2016/17 2017/18

Debtor Accounts, Rates Accounts etc - Rate is subject to change. Rate quoted is current at the time the schedule was prepared

Reg N 8.00% 7.50%

Page 116


ENQUIRY FEES Type Tax 2016/17 2017/18

Rate enquiry per assessment

Written Disc N $38.00 $40.70

Verbal Disc N $20.00 $22.00

By Owner (no charge) No charge No Charge

Rate Notice, duplicate copy Disc N $10.00 $11.00

Real Estate Listing, Minimum $1 per page Disc N $45.00 $47.30

Researching information for external parties

Rate per hour Disc Y $74.00 $77.00

Minimum Fee Disc Y $74.00 $77.00

GOVERNMENT INFORMATION

(PUBLIC ACCESS) ACT 2009 Type Tax 2016/17 2017/18

Application fee for requests under GIPA Reg N $30.00 $30.00

Processing fees

Non-Personal Information per hour Reg N $30.00 $30.00

Personal Information per hour after first 20 hours Reg N $30.00 $30.00

GIPA Officer - Director Finance and Administration

Page 117


HIRE OF COUNCIL BUILDINGS/OPEN SPACES Type Tax 2016/17 2017/18

Council rooms

Council Chambers or Committee Room - during office hours - per event or day Disc Y $80.00 $100.00

Council Chambers or Committee Room - outside of office hours - per hour Disc Y $35.00 $35.00

Overhead Projector (Deposit $100) Disc Y

Athenium Theatre

Weddings, 21sts, engagements - per event / day Disc Y $270.00 $300.00

Meetings - per event / day Disc Y $106.00 $130.00

Meetings - per hour (1 - 4 hours only) Disc Y $22.00 $25.00

Ecumenical Church Services - per event / day Disc Y Free $120.00

Ecumenical Church Services - per hour (1 - 4 hours only) Disc Y $20.00

Non-profit Organisations - per event / day Disc Y $106.00 $120.00

Non-profit Organisations - per hour (1 - 4 hours only) Disc Y $15.00 $20.00

Grand Piano Hire - per event / day Disc Y $30.00

Grand Piano Hire - per hour (1 - 4 hours only) Disc Y $10.00

Grand Piano Hire - key deposit Disc Y $20.00

Bond - functions with alcohol Disc N $550.00

Bond - functions without alcohol Disc N $50.00

Page 118


HIRE OF COUNCIL BUILDINGS/OPEN SPACES Type Tax 2016/17 2017/18

Council Parks & Reserves

Group Fitness Class Fee (3 or more people) - per month, Max. No. sessions 6 per week. Application required.

Disc Y $80.00 $200.00

Personal Training Fee (1 or 2 people) - per month Max. No. sessions 6 per week. Application required. Disc Y $40.00 $100.00

Use by Circus - Wright's Oval only - When available and condition do apply.

Disc Y $ 330.00 $363.00

Commercial user per day Disc Y $330.00 $363.00

Cleaning/Damage Deposit Disc N $800.00 $1,000.00

PHOTOCOPYING, PRINTING AND FACSIMILES Type Tax 2016/17 2017/18

A4 per copy Disc Y $1.60 $1.76

A3 per copy Disc Y $1.60 $ 1.98

Community Organisations, per copy (or by other arrangement with the Director Finance and Administration)

Disc Y $0.60 $ 0.62

Standard Plan Printer (Client's transparency all sizes) per metre Disc N $10.00 $ 11.00

Fax - Receiving - per page Disc Y $1.00 $ 1.10

Page 119

WORKFORCE PLAN

2017 - 2021

ADOPTED: 27 June 2013 MINUTE NO: 23.06.13 READOPTED: MINUTE NO:

Page 121

INTRODUCTION

Aim

A strong, diverse, committed and motivated workforce is at the core of any successful business. Getting the right people into the right jobs is paramount and requires a commitment to attract, develop, retain and recognise talented and motivated employees who are aligned with our Vision and Values.

Junee Shire Council is a multi-faceted organisation, with a number of functions and operations. Accordingly, we require a diverse workforce that is capable of delivering positive outcomes for the organisation and to help us grow the community. We are however faced with many challenges; including a large proportion of our existing workforce nearing retirement and recruiting the next generation of skilled specialist staff.

We need to ensure our staff are ‘fit for the future’ so that we can deliver our community’s priorities. We need to involve our staff and support them in learning new ways of working.

This Workforce Management Strategy aims to support Junee Shire Council in achieving the skilled, motivated, flexible and diverse workforce it needs, to deliver value for money services that make a difference to our local community, while at the same time maintaining our position as an employer of choice.

Workforce Planning Benefits

It is anticipated that this Strategy will deliver the following benefits:

Identification and reduction of potential skills shortages earlier than might otherwisebe the case.

Development of workforce skills that take time to grow.

Recruitment and development of staff to meet future needs

Improvement of efficiency, effectiveness and productivity.

Response to changes in the labour market.

Appropriate steps to retain and strengthen Council’s workforce for delivery ofservices.

Identification of staff development needs.

Job satisfaction.

Identification of potential problems and management of risk.

Page 122

This Workforce Management Strategy is one of the resourcing strategies that address the requirements in the Community Strategic Plan (CSP). In doing so, it is informed by the CSP especially the Council’s Vision and Values.

Vision

“Junee will be a great place to live, with a healthy civic pride. That will come about because the amenity of the shire – social, recreational, cultural, environmental and visual – is the best quality possible given our circumstances. There will be an increase in population because of this, with the increase made up of people who are net contributors to the community.”

“Junee will be prosperous and existing services and businesses will have been preserved and grown. The shire will have economic development strategies recognising the different circumstances of urban and rural areas.”

“Junee will be a place where innovative, responsive leadership and management occurs in all facets of community life.”

“It will be an independent Local Government area with a strong sense of identity.”

Values

Proud and welcoming – we are proud of our shire and as a friendly community we encourage and support new residents and business owners.

Innovative and progressive – we welcome new ideas and we seek to make changes that will improve the lifestyle of our community.

Inclusive – we have a perspective broader than the shire boundary; our regional focus means we are tuned to the opportunities available through co-operation and partnerships.

Leadership and wisdom – we listen and act; we are prepared to take tough decisions in the best interests of the future of our people, our place and our economy.

Page 123

FRAMEWORK

The Workforce Plan must complement the other resourcing strategies within the Integrated Planning and Reporting Framework.

Community Strategic Plan – identifies the community’s main priorities and aspirationsfor the future and outlines strategies for achieving these goals.

Combined Delivery Program and Operational Plan – describes the activities andoutlines the details of the specific projects we will undertake over the next four years toachieve our long term goals and outcomes.

The Workforce Management Strategy, together with the Council’s Asset Management Strategy, Asset Management Plans and Long Term Financial Plan, provide the resources necessary to achieve the Delivery Program.

The Workforce Management Strategy aligns with and supports Junee Shire Council’s other key planning documents to ensure that we have a capable, professional, engaged and sustainable workforce, in order to deliver on our commitments to the community. The Workforce Management Strategy is designed to cover a rolling four-year period, however it also focuses on specific outcomes required in the next 12 months.

Page 124

JUNEE SITUATION

Junee Shire is a rural shire of 6327 people and 2031 square kilometres on the South West Slopes of New South Wales. The township of Junee is 41 kilometres from Wagga Wagga. The Junee township has a population of 4385 including the inmate population of the Junee Correctional Centre of 750. There are four villages: Bethungra, Illabo, Old Junee and Wantabadgery.

Junee is not typical of rural shires in New South Wales. That is, because of the proximity of the Shire to Wagga Wagga, the rural sector does not rely on the township for services to the same extent as happens in shires more remote from regional centres. The notion of the “sponge centre” is very evident in our case. But the proximity also has substantial recruiting attraction and other advantages which Junee has benefited from.

Junee Shire Council must take note of the changing labour market environment, even if it has seemed remarkably immune to it up until now. There is a growing trend around us of people being more nomadic throughout their working life and the recruitment, training and most productive employment has assumed a much greater importance in the delivery of services by local government to the Community.

ORGANISATION

Junee Shire Council has four departments: Executive Services, Community and Business Services, Finance and Administration Services and Engineering Services. The General Manager and the three Directors make up the Management Team.

The Council has determined the following Service Areas within each Directorate:

Page 125

GENERAL MANAGER Executive Services Council Elected Body Property Development Fire Control and Emergency Services Town Pride and Promotion

Human ResourcesFINANCE AND ADMINISTRATION

Finance and Business Administration Information Technology Customer Service Records Management Finance Rates

COMMUNITY AND BUSINESS Community and Business Administration Community Services:

Family Day Care, Community Transport Youth Services Property Management:

Caravan Park, Medical Centre, Council buildings Facilities and Community Development:

Library, Recreation Centre, Public Halls, Community Development Public Relations/Marketing Development and Environmental Services:

Town Planning, Building Control, Public Health Regulatory Services

ENGINEERING SERVICES Engineering Services Administration Depot Operations Plant & Equipment Parks and Gardens:

Reserves, Sporting grounds, Cemeteries Infrastructure:

Roads, Bridges Footpaths and Stormwater and Drainage Street Cleansing Noxious Weeds Street Lighting Contract Works: RMS, Private Waste Management Administration Domestic and Commercial Waste Collection Junee Waste and Resource Recovery Centre Rural Waste Services Sewerage Management Administration Sewer Network and Treatment Effluent Reuse Scheme

Page 126

WORKFORCE PROFILE

Junee Shire Council employs some 75 across its diverse range of functional areas.

The status levels as at April 2017 were as follows:

Status Number of Staff Permanent Fulltime 50 Permanent Part-time 7 Apprentices/Trainees 4 Casuals 14 TOTAL 75

Notes:

Three school based trainees are currently engaged with Council and are undertakingthe following qualifications.- Cert. II - Business Administration- Cert. II – Information Technology (IT)- Cert. II – Sport and Recreation

One full time trainee - Asset Management and Financial Accountant

All but one of the casual staff are Recreation Centre staff; the other is at the library.

The part-time staff are from the Administration Office (2), Recreation Centre (2),Library (1) and Family Day Care (2).

Crude analysis indicates:

The proportion of females as part of overall workforce is relatively low at 31%.

The proportion of females as part of the full-time workforce is even lower at 20%.

All part-time positions are held by females.

The age profiles upwards to 64 for males and 62 for females; there is no bell-curveeffect as can be found in other councils. What might be seen as a predictable outflowfrom the workforce is tempered by different circumstances including superannuation.

Page 127

The full-time workforce is age-grouped as follows:

Overall Male Female

< 20 years 0 0 0

21 – 25 1 1 0

26 – 30 1 1 0

31 – 35 4 4 0

36 – 40 3 3 0

41 – 45 2 1 1

46 – 50 9 7 2

51 – 55 11 6 5

56 – 60 15 13 2

> 61 5 4 1

TOTAL 50 40 10

Page 128

ISSUES

Gender Balance

It is highly desirable to increase the proportion of women in the workforce with the full gamut of EEO characteristics, and trying to recruit for non-traditional functions. The trouble is there are very few recruiting opportunities at all, let alone opportunities for innovative recruitment.

Strategy: To recruit women to positions whenever opportunities occur, other things being equal. Specifically target female demographic by identifying specific professional areas such as finance, engineering, human resources, etc. and build into councils long term succession planning.

Longevity

The permanent full-time workforce has an average length of service of 18 years. This is relatively high and indicates a high level of stability. It fosters the virtues of institutional knowledge and job skilling through experience. It also saves on recruiting costs. It generally means that there is always someone to step up to a vacant position. However, because those vacant positions are so few and infrequent, a sense of frustration can occur.

It can be seen that the workforce is lacking young people and this is a result of the high stability; the older are crowding out the young looking for opportunities in a workplace such as ours.

Strategy: While providing the conditions for the experienced employees to maintain their productivity, take opportunities that vacancies provide to refresh the workforce from below with younger people – other things being equal. Utilise graduates, cadetships, traineeships and apprentices to their best potential to entice a younger generation of employees to the council workforce.

Critical Positions

The following may be categorised as critical positions in terms supply for recruitment purposes.

Director Engineering Services Director Community and Business Service Director Finance and Administration Financial Manager Development & Environmental Services Manager Assistant Engineer Works Engineer Waste Water Operator Grader Operators

Page 129

These are the positions where there is a shortage industry wide. Junee has not historically had too many difficulties in recruitment generally because of its inherent attractiveness and proximity to a regional centre. But shortages are shortages and they point up the desirability of ‘growing your own’. Junee Shire Council has not had a particularly consistent record in this except for parks and gardens. It has had conspicuous success with an engineering student placement and would be anxious to repeat that.

Strategies:

Wherever feasible, nurture our own talent by way of student placements(engineering), traineeships (building surveying for example) and apprenticeships(waste water operations and parks and gardens for example). Otherwise, it is amatter of continuing a successful ‘off the shelf’ policy of recruitment.

Provide study leave and financial support for career development in accordance withpolicies.

Provide structured and specialist training programs.

Retention

Retention has not generally been an issue but Junee Shire Council needs to complement its desirable location and amenities with preferred employer status and the retention of high quality employees.

Strategies:

Provide flexible working hours where necessary

Ensure that pay and conditions are competitive

Enrich and enlarge jobs wherever feasible

Transfer knowledge to appropriate staff in order to enable the Council’s successionplans.

Provide for flexible Salary Sacrifice and Salary Packaging.

Page 130

Work Health and Safety

Junee Shire Council has an enviable record compared to other council workplaces, and it wants to keep it that way.

Strategies:

Vigilant approach to workplace safety and risk management

Active WH&S Committee that works to reduce workplace hazards

Continuation of employee assistance program

Working Conditions

Junee Shire Council’s workplace is ageing and suffers by comparison with other council workplaces around the region. There can be no major improvements to this because of resource restraints, but there should be a process of continuous incremental improvements to improve the status.

Strategies:

Maintain buildings in good condition to facilitate staff working conditions

Keep abreast with modern technology to ensure high standards are retained

Regularly upgrade computer systems

Maintain a modern fleet including construction equipment, vehicles and miscellaneousplant

Gauging Success

Junee Shire Council has set a base line with a major employee attitude survey in March/April 2012. There is a need to continue that survey process and complement that with other actions.

Strategies:

Iterate the employee attitude survey where possible

Conduct and document exit interviews

Conduct regular employee appraisals

Page 131

Conclusion

This Workforce Plan should also be read in conjunction with the Council’s various staff policies which expand on its obligations towards employees. This Plan provides the opportunity to achieve its Delivery Program, to complement the other resourcing plans and to be a vital document in itself. It may be reviewed at any time but in any case at least every two years from the date of adoption.

Page 132


Page 13

Report No: 3 LONG TERM FINANCIAL PLAN 2017 - 2027

Reporting Officer: Director Finance and Administration

Key CSP strategic theme: This proposal would cover all CSP themes

Attachments: Long Term Financial Plan 2017-2027

RECOMMENDATION: That the Long Term Financial Plan 2017-2027 as presented be adopted. ________________________________________________________________________________ EXECUTIVE SUMMARY The Long Term Financial Plan (LTFP) 2017-2027 sets out the financial direction of the Council for the next 10 years. The LTFP forms the basis of the Council’s Delivery Program Operational Plan 2017-2021 BACKGROUND At its Ordinary meeting held 16 May 2017, the Council resolved to advertise its Long Term Financial Plan 2017-2027. The advertising period closed at 4:00pm on Friday, 16 June 2017. At the time of closing, one submission had been received. CONSIDERATIONS Policy – N/A Risk Assessment – N/A CONCLUSION The Shire continues to be in a tight cash position for the first five years of the plan with marked improvement over the last four years of the forecast period. Council will continue to monitor closely its cash position over the coming years with a view of further improving the position in addition to careful management of expenditure.

JUNEE SHIRE COUNCIL

Long Term Financial Plan 2017/27

Supporting the Council’s Adopted Combined Delivery Program

Operational Plan 2017/2021 and a component of Junee Shire Council's Resourcing Strategy

27 June 2017

TABLE OF CONTENTS

INTRODUCTION ...................................................................................................................................... 3

DEVELOPMENT OF THIS LTFP ............................................................................................................. 4

COMMUNITY CONSULTATION ......................................................................................................... 7

LONG TERM FINANCIAL PLAN COMMENTARY .......................................................................... 7

OPERATING INCOME ............................................................................................................................. 9

OPERATING EXPENDITURE .............................................................................................................. 10

CAPITAL EXPENDITURE AND INCOME........................................................................................ 12

DEMOGRAPHIC CHANGES ............................................................................................................... 13

PERFORMANCE MONITORING ........................................................................................................ 13

LONG TERM FINANCIAL PLAN - FOR THE FINANCIAL YEARS 2017/27 ........................... 13

BACKGROUND PREVIOUS LTFPS.................................................................................................... 14

INTRODUCTION

Junee Shire Council has prepared a number of Long Term Financial Plans (LTFP) as part of its development and implementation of the requirements of the Integrated Planning and Reporting framework.

This Long Term Financial Plan updates the plan adopted on 28 June 2016 and covers the financial period 2017-2027. It was prepared during the period February to May 2017. The Planning & Reporting Manual for Local Government, 2010 (refer page 60) produced by the Division of Local Government provides a good introduction to the role and purpose of long term financial planning:

The Long Term Financial Plan is an important part of Council’s strategic planning process. This

is the point where long-term community aspirations and goals are tested against financial

realities. It is also where Council and the community may decide what resources councils need

to influence and work with other parties so that they might deliver on responsibilities.

The Community Strategic Planning process will provide Council with valuable information about

the future. From the exercise, both Council and the community will have a better

understanding of:

▪ Expected pressures that will affect the community socially, environmentally and

economically and the drivers behind this change

▪ Expected economic growth rates

▪ The community’s aspirations and priorities for improving its economic, environmental and

social outcomes

▪ The community’s priorities in terms of expected levels of service and community projects.

The Long Term Financial Plan will seek to answer the questions:

▪ Can we survive the pressures of the future?

▪ What are the opportunities for future income and economic growth?

▪ Can we afford what the community wants?

▪ How can we go about achieving these outcomes?

The Long Term Financial Plan (LTFP) is a decision-making and problem-solving tool. It is not

intended that the LTFP is set in concrete – it is a guide for future action. The modelling that

occurs as part of the plan will help councils to weather unexpected events. It will also provide

an opportunity for Council to identify financial issues at an earlier stage and gauge the effect

of these issues in the longer term.

The longer the planning horizon, the more general the plan will be in the later years. For

example, it is not expected that the 10th year of a 10 year plan will include specific detail.

DEVELOPMENT OF THIS LTFP There are three main reasons for updating the LTFP in 2017: 1. Junee Correctional Centre Expansion 2. Residential Property Development 3. Laurie Daley Oval Upgrade – Change room upgrade

Each of these items has emerged in the last six months as priorities for the State Government or the local community, thus requiring a review of the LTFP. Junee Correctional Centre Expansion In September 2016, NSW Correctional Services informed Council of substantial expansion plans to the Junee Correctional Facility to commence in April 2017. The project has an approximate capital cost of $130M and will provide for an additional 500 inmates and 120 more staff. The Correctional Centre discharges its sewage to the Junee Sewage Plant (STP). The current STP is nearing operational volumetric capacity and with the Correctional Centre upgrade, the existing STP will need to be renewed earlier than planned. Council had planned to consider renewing the STP in 2021; the Correction Centre expansion has necessitated bringing the renewal plan forward to 2017/18. To provide some context, an additional 500 to 600 people will be introduced to Junee in one fell swoop which is equivalent to 20 years of normal organic growth of the Junee township in one year. Therefore, as Council brings forward its plan for STP renewal it needs to account for the unexpected growth from the Correctional Centre’s expansion, this has increased the size, scale and price of constructing the new STP.

The STP renewal estimate is $8.8M and is proposed to be funded by Council’s sewer reserve, borrowing and funding by the State or Federal Government: The Council is absolutely reliant on funding to complete this project and has sought State and Federal Government assistance for this. Without external funding the organisation would need to borrow more, up to S7.8M. This would tip the organisation’s cash position into negative territory in the outer years of the LTFP. In principal, Junee Shire Council is committed to playing its part in the broader system of government to achieve Regional and State outcomes, however, the Council cannot commit to an unsustainable financial position. Council requested confirmation on the amount of funding the State Government was to contribute to this project prior to the adoption of this LTFP by 30 June 2017. While the State Government has announced that the Junee project has been selected as one of eight priority projects across the State that will receive funding there has been no announcement of the level of funding. This makes it difficult for the Council to adopt a long term financial plan with financial certainty given that this project is such a large capital building project within the LTFP. An amount $5M external funding has been factored into this LTFP. And the Council will continue to work with the State Government to confirm a suitable level of funding prior to constructing this project. At the same time the Council will also need to assess the impact this project will have on the organisation’s financial and asset management performance ratios. The Fit for the Future reforms require councils to commit to meeting a number of key performance ratios which Junee Shire Council had already met in 2016. The Correctional Centre’s expansion was announced in September 2017 and therefore the decision around this project should not have a detrimental impact on the ratios. Residential Property Development Council’s residential property sales have been successful over the past three years, this combined with an extra 120 jobs resulting from the Correctional Centre expansion will only increase the demand for residential land. The development of John Potts Drive Estate Stage 7 has been brought forward from 2020 to 2018/19 FY. The property development is to be funded by a loan of $600k. As lots are sold the principal of the loan is paid down. While there are modest profits from the sale of Council land the overarching strategy has been to ensure residential land is available to facilitate population growth for Junee. The strategy has been highly successful over the past 15 to 20 years and has retained the community favour in the most recent engagement sessions.

Bringing forward the property development has a modest operational impact in the form of interest payments to service the loan of $22K/ year across the next three years. While not a substantial figure in its own right the need to consider the overall financial impacts on other capital works such as the STP brings into sharp focus the impacts on the estimated operating cash position across the 10 year LTFP. Laurie Daley Oval – Change Room Upgrade The project retains its importance and the Council will seek funding opportunities to make this worthwhile project a reality. That said, the Council has provided for the completion of Stage two improvements to the Laurie Daley Oval – change room upgrade in 2017/18. This project currently consists of financial commitment from local Sporting Bodies $35k as well as a successful grant of $70k, while the Council is pledging $165k.

COMMUNITY CONSULTATION A new Council was elected in September 2016, and collectively they are charged with reviewing the Community’s Strategic Plan (10yrs) and adopting a new Delivery Program (4yrs) by the 30 June 2017. To assist in this process extensive community engagement occurred from November 2016 and January 2017. The engagement process helped inform the Council in a variety of ways with the following four items highlighted as important for the future of our Shire: 1. Maintenance of roads and sporting fields. 2. Village as well as town beautification and appearance. 3. Maintaining high standards of parks and gardens, public buildings and facilities. 4. Economic development, town pride and promotion, and jobs growth. This LTFP supports this direction. The LTFP was available for public comment in May and June 2017 as part of the Delivery Program Operational Plan 2017/21 community consultation process.

LONG TERM FINANCIAL PLAN COMMENTARY

In this commentary the key features of the LTFP 2017-27 are outlined. This LTFP aligns with the draft Combined Delivery Program Operational Plan 2017-21. The LTFP budget is constructed on a number of assumptions and they are set out in this section of the plan. In simple terms, this LTFP still retains existing service levels for Junee Shire residents. The minor budget cuts made over the last few years have been accommodated by the significant effort that has been put into making our operations more efficient. This has been very successful and a prime example is the reduced operational deficit for the Junee Junction Recreation & Aquatic Centre.

This LTFP continues to see improved capital expenditure in the roads budgets as a result of increased revenue from the Special Rates Variation approved by the Office of Local Government in 2014.

Key Features of the LTFP 2017-27 ● Benchmarks financial and infrastructure ratios that formed part of the Fit for the

Future reform process have been amalgamated with the Office of Local Government performance measurers. In general terms the financial figures presented in the draft LTFP meets 4 of the 6 financial targets and 2 of the 3 building and infrastructure ratios.

● General rates income increases by 1.5 % in 2017-18 This rate has been set by the Independent Pricing and Regulatory Tribunal (IPART)

● The plan allows for the bringing forward of the upgrade of the STP. An amount of

$8.22M has been included in the 2017/18 LTFP for this project. It is to be funded from a combination of loans, grants and drawdown from reserves. Note, the over project cost is slightly more with some expenditure incurred in 2016/17

● Sewer Charges sees an increase of 7% in 2017-18 following the imposed freeze by

Council to ease the impact from the SRV. Increases of 7% for Years 2 and 3 an increase of 5% per annum for Years 4 to 10 of the plan. In addition, allowance has been made in the plan for increased revenue as a result of the Correctional Centre expansion and the introduction of commercial trade waste charges.

● Waste Charges are increasing by 5.0% for 2017-18 and Years 2 and 3 of the plan. From

Year 4 and beyond we have planned to increase waste charges by 3%.

● The estimated results for 2016/2017 (Based on March 2017 QBRS) was the base for the preparation of the Long Term Financial Plan.

● Infrastructure & Services - Maintained with expenditure of road renewals improved.

This has the effect of reducing the asset condition backlog meaning that less road assets will be below a satisfactory condition. The Council meets the Infrastructure Backlog Ratio Benchmark of less than 2%.

● Athenium Theatre - Have planned for a number of upgrades to the Athenium. These

include improved stage lighting and new heating and cooling systems. This project will be subject to obtaining significant grants prior to work being done.

● Organisational Staffing Levels - Maintain existing staffing levels within period of review.

OPERATING INCOME Rates And Annual Charges General Rate Revenue

General rates will increase by 1.5% in 2017-18. In the years beyond rate increases are modelled at 3%.

Waste Management Charges

An increase of 5.0% is modelled in the 2017-18, 2018-18 and 2019-20. An increase of 3% has been allowed for 2020-21 and beyond. The increase in Waste charges allows Council to build up its Waste Management reserve in line with the Waste Services Review 2016 recommendations adopted by Council.

The LTFP models the Waste Management service area separately and shows it is financially sustainable.

Sewer Charges

The LTFP allows for a 7% increase in charges for 17/18, 18/19 and 19/20 and then 5% per annum from 20/21 onwards. This will enable a catch-up of the revenue forgone in the three years of special general rate increases and also allows for the build-up of reserves to cover the costs of the major renewal of the Sewer Treatment Works in 2017-18

The LTFP models the Sewerage Fund separately and shows it is financially sustainable.

User Charges and Fees The majority of Council’s fees and charges have been indexed by 3% in each of the next ten financial years. Financial Assistance Grants In May 2017 the Federal Government announced the lifting of the freeze on Financial Assistance Grant (FAG) that has been in place for the past three years. For the LTFP we have assumed a 2% increase in 2017-18 and a 2.5% per annum increase for the subsequent years. Council were advised that 50% of the 2017/2018 FAG allocation would be received in June 2017. The financial statements have been adjusted to reflect the early receipt of the 2017/2018 grant. Council will not be advised of the final figure until late June 2017.

Operating Grants In the majority of cases they have been kept at 2016-17 levels either because of current information or because of a lack of information about expected increases. Those grants that we have solid information on have been adjusted accordingly. Interest Revenues Interest on investments attributed to the General Fund are estimated to be $15K in 2017-18 and then they have been fixed at $15K per year over the remaining years of the LTFP with the view that available funds for investment will be reduced and interest will remain at their current low levels. Other Revenue Other revenue sources have been individually modelled in the LTFP.

OPERATING EXPENDITURE Employee Costs Employee costs include salaries, wages and employee leave entitlements. The current Local Government Award is currently being renegotiated. For the purpose of the LTFP salaries have been individually modelled and allow for a 2.25% increase per year over the life of the plan. Materials and Contractor Costs Generally, Materials and Contracts have been indexed by 2.0%. More specifically the following adjustments were made: ● Rural Fire Service net cost estimated to be higher from 2017/18 onwards and

following years. Reduced in 2019/20 again to 'acceptable' levels but need to further negotiate with the RFS.

● Due to the changing landscape for both External and Internal Audit an increase of $20,000 per annum has been factored in over previous years.

● Maintenance on unsealed rural roads has been increased by $65K per annum.

Depreciation Depreciation expenses have been indexed upwards by 2.0% per year from 2018/19. Depreciation expenses involve a number of considerations including acquisition of new assets versus renewal of assets, review of remaining useful lives, residual values and re-valuations each five years. Other Expenses Other Expenses have been specifically modelled in the budget. They typically have a 1.5% indexation applied to them. Borrowing Costs Specific modelling for the repayment of Interest on Loans has occurred. For loans associated with Land Development, this is based on the estimated amount of the borrowing, the year in which it occurred and at an interest rate ranging from 4% to 6% as an average across the 10 year time frame of the LTFP. Council's other major loan is an Indexed Annuity Bond with a 30 year life. The interest rate used for this form of borrowing is based on CPI movements each quarter. The annual CPI rate assumed in this calculation is 2.5%. In the Rural Sealed roads service area the Council acquired a subsidised interest loan of $1M

in 2014 for a ten year period. The loan interest rate is 5.616% with an interest subsidy from

the State Government of 3% has been allowed for.

In 2016-17 a loan of $380K was taken out for capital works at the Recreation Centre Loan repayments are factored in to commence from 2017-18 at an interest rate of 3.7%. For 2017/18 the following loans have been planned for: ● $600K for the development of Stage 7 of John Potts Drive. The loan would be an

interest only loan (allowed 4% interest rate) and will be paid down as blocks of land are sold.

● $2.8M for the upgrade of the STP. For modelling purposes we have assumed an

interest rate of 4.5%. The plan allows for the loan to be paid back over 30 years. The interest rate will likely change over the period of the loan and will be adjusted in the LTFP updates as required.

CAPITAL EXPENDITURE AND INCOME A Capital Works Program has been determined with decisions made as to what are the priority assets to renew. Land Development

The land development section of Council’s budget has been re-modelled. It now allows for the sale of 14 lots in 17/18, 12 lots in 18/19, 5 lots in 19/20, 5 lots in 20/21, 5 lots in 21/22 and 2 lots in 22/23 which will exhaust the supply of blocks available for sale. . The current LTFP does not allow for any additional development of land following John Potts Stage 7. As has been the Council’s practice, development costs are borrowed and paid off in lumps as blocks sell. Major Projects over the span of the LTFP

● Sewerage Treatment works Upgrade - $8,220,000 (17/18)

● Athenium Theatre - Stage Lighting - $35,000 (18/19)

● Athenium Theatre - Heating/Cooling - $550,000 (19/20)

● Improvements to Laurie Daley Oval facilities - $270,000 (17/18)

● Village Amenity improvements - $60,000 (17/18 to 20/21)

● Junee Transfer Station compactus - $80,000 (18/19)

The first three items are subject to grant funding.

DEMOGRAPHIC CHANGES Junee Shire has experienced population growth over the last decade at a rate of 0.7%/year. In 2018/19 there will be spike in population growth of 500 to 600 people as a result of the Correctional Centre expanding. As the increase deals with inmate incrassation there is no revenue adjustment to the Council’s finances. Despite above average population growth generally the LTPF does not factor this into our financial calculations

PERFORMANCE MONITORING Council will review the LTFP each year as part of the development of its Integrated Planning and Reporting Framework. This review will include an assessment of the previous year’s performance in terms of the accuracy of the projections made in the LTFP compared to the actual results.

• Were the estimates accurate?

• Were the assumptions underpinning the estimates appropriate? The assumptions may need to be adjusted to improve the accuracy of the LTFP over the longer term.

Major differences between budget and actual figures in the Operational Plan will be documented with an explanation. This review process is also conducted every four years, so that it is aligned with the latest iteration of the Community Strategic Plan. The LTFP will need to be adjusted if there are any substantial changes to the Community Strategic Plan.

LONG TERM FINANCIAL PLAN - FOR THE FINANCIAL YEARS 2017/27 • Income Statement - Consolidated position, General Fund and Sewer Fund

• Cash Flow Statement - Consolidated position, General Fund and Sewer Fund

• Balance Sheet - Consolidated position, General Fund and Sewer Fund

• Restricted Asset Balances

• Key Performance Indicators

BACKGROUND PREVIOUS LTFPS A major update to the LTFP occurred in January 2014 forming part of the Council’s supporting documentation to its Section 508A Special Rates Variation Application to the Independent Pricing and Regulatory Tribunal (IPART) shortly thereafter. The previous version of the LTFP contained three scenarios, DECLINE, MAINTAIN and IMPROVE. The MAINTAIN Scenario was determined to be the preferred way forward. The Council’s SRV application was successful on this basis as it provided financial sustainability by gradually increasing the rate base rather than reducing services. These scenarios are available in previous versions of the LTFP. In preparing Council's previous Combined Delivery Program Operational Plan 2016/20 and in updating this Long Term Financial Plan the Council was mindful of the financial performance targets determined by the Office of Local Government in its’ Fit for the Future (FFTF) submission guidelines. These targets are:

SUSTAINABILITY Operating Performance Ratio (greater or equal to break-even average over 3 years)

Own Source Revenue Ratio (greater than 60% average over 3 years)

Building and Infrastructure Asset Renewal Ratio (greater than 100% average over 3 years)

EFFECTIVE INFRASTRUCTURE

Infrastructure Backlog Ratio (less than 2%)

AND SERVICE MANAGEMENT

Asset Maintenance Ratio (greater than 100% average over 3 years)

Debt Service Ratio (greater than 0 and less than or equal to 20% average over 3 years)

EFFICIENCY A decrease in Real Operating Expenditure per capita over time

During the period July 2015 to December 2015, the Council held a number of workshops to test strategies and actions in consideration of FFTF reforms. This included consideration of three financial scenarios mentioned earlier to establish the type of impact each would have on the key benchmark ratios. The Council’s LTFP was the tool to facilitate the consideration of these scenarios.

At these workshops, the information provided had the following aspects: ● Each financial planning scenario needed to meet the seven benchmark ratios. ● Each financial planning scenario would span from 2015/2025.

● A need to continue to meet the Roads to Recovery reference rate in all scenarios.

This is a particularly important aspect of the organisation’s business activity which, if not meet, could jeopardise future grant revenue.

● The purpose of creating a number of different financial planning scenarios was to

contrast different approaches to achieving the seven benchmarks.

Proposed Financial Planning Scenarios: ● Financial Planning Scenario 1 = Productivity and efficiency improvements.

● Financial Planning Scenario 2 = Reducing one or two particular service levels

dramatically. ● Financial Planning Scenario 3 = Selling off major property assets to improve cash

position. The Council provided the following information to support participants at the workshops: ● Ratio and benchmark assessment up to 2020.

● Income Statement for a 10 year period. ● Restricted Asset for a 10 year period.

Junee Shire CouncilLong Term Financial Plan for the Years ending 30 June 2027INCOME STATEMENT - CONSOLIDATED Current Year

Scenario: Final for Adoption 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27

$ $ $ $ $ $ $ $ $ $ $

Income from Continuing OperationsRevenue:Rates & Annual Charges 4,996,471 5,537,433 5,758,671 5,987,752 6,194,855 6,409,851 6,633,351 6,865,440 7,106,499 7,356,916 7,617,105 User Charges & Fees 2,724,439 2,876,393 2,939,438 3,003,847 3,069,655 3,136,902 3,205,627 3,271,901 3,339,755 3,409,234 3,480,384 Interest & Investment Revenue 77,000 34,986 33,297 32,874 35,484 36,643 38,421 43,973 50,383 55,691 61,993 Other Revenues 452,096 687,184 672,117 682,199 692,431 702,818 713,360 724,061 734,922 745,945 757,135 Grants & Contributions provided for Operating Purposes 7,348,260 3,702,010 4,674,419 4,770,704 4,828,923 4,918,775 5,021,008 5,085,325 5,171,776 5,281,941 5,355,339 Grants & Contributions provided for Capital Purposes 236,600 5,116,000 35,000 550,000 63,000 63,000 143,000 63,000 63,000 63,000 63,000 Other Income:Net gains from the disposal of assets 206,657 276,287 237,171 73,441 65,941 65,941 26,377 - - - - Total Income from Continuing Operations 16,041,523 18,230,293 14,350,113 15,100,816 14,950,289 15,333,930 15,781,145 16,053,700 16,466,334 16,912,727 17,334,956

Expenses from Continuing OperationsEmployee Benefits & On-Costs 4,667,346 3,638,062 3,755,289 3,799,556 3,881,325 3,964,991 4,050,597 4,138,188 4,227,812 4,319,515 4,413,347 Borrowing Costs 466,087 561,514 619,443 607,530 595,129 582,217 549,776 535,781 521,210 509,088 498,319 Materials & Contracts 4,074,603 5,612,711 5,591,156 5,627,219 5,762,215 5,766,572 5,809,718 5,883,478 6,007,082 6,017,158 6,098,736 Depreciation & Amortisation 2,302,741 2,631,002 2,853,326 2,899,555 2,946,710 2,994,808 3,043,867 3,093,908 3,144,950 3,197,012 3,250,116 Other Expenses 1,308,526 1,355,953 1,367,304 1,378,824 1,390,518 1,402,387 1,414,434 1,426,662 1,439,073 1,451,670 1,464,457 Total Expenses from Continuing Operations 12,819,303 13,799,242 14,186,517 14,312,685 14,575,898 14,710,976 14,868,392 15,078,017 15,340,126 15,494,444 15,724,974

Operating Result from Continuing Operations 3,222,220 4,431,050 163,596 788,131 374,392 622,954 912,753 975,683 1,126,208 1,418,283 1,609,982

Discontinued Operations - Profit/(Loss) - - - - - - - - - - - Net Profit/(Loss) from Discontinued Operations - - - - - - - - - - -

Net Operating Result for the Year 3,222,220 4,431,050 163,596 788,131 374,392 622,954 912,753 975,683 1,126,208 1,418,283 1,609,982

Less Capital Grants (236,600) (5,116,000) (35,000) (550,000) (63,000) (63,000) (143,000) (63,000) (63,000) (63,000) (63,000)

Net Operating Result before Grants and Contributions provided for Capital Purposes 2,985,620 (684,950) 128,596 238,131 311,392 559,954 769,753 912,683 1,063,208 1,355,283 1,546,982

Projected Years

Page 17

Junee Shire CouncilLong Term Financial Plan for the Years ending 30 June 2027INCOME STATEMENT - GENERAL FUND Current Year


$ $ $ $ $ $ $ $ $ $ $

Income from Continuing OperationsRevenue:Rates & Annual Charges 4,392,882 4,697,390 4,819,090 4,981,126 5,133,500 5,290,724 5,452,968 5,620,404 5,793,219 5,971,598 6,155,737 User Charges & Fees 2,638,185 2,876,393 2,939,438 3,003,847 3,069,655 3,136,902 3,205,627 3,271,901 3,339,755 3,409,234 3,480,384 Interest & Investment Revenue 47,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 Other Revenues 452,096 940,164 925,097 935,179 945,411 955,798 966,340 977,041 987,902 998,925 1,010,115 Grants & Contributions provided for Operating Purposes 7,328,360 3,702,010 4,674,419 4,770,704 4,828,923 4,918,775 5,021,008 5,085,325 5,171,776 5,281,941 5,355,339 Grants & Contributions provided for Capital Purposes 236,600 116,000 35,000 550,000 63,000 63,000 143,000 63,000 63,000 63,000 63,000 Other Income:Net gains from the disposal of assets 206,657 276,287 237,171 73,441 65,941 65,941 26,377 - - - - Total Income from Continuing Operations 15,301,780 12,623,244 13,645,215 14,329,296 14,121,430 14,446,140 14,830,321 15,032,671 15,370,651 15,739,698 16,079,575

Expenses from Continuing OperationsEmployee Benefits & On-Costs 4,410,836 3,401,562 3,511,739 3,548,744 3,623,035 3,698,996 3,776,667 3,856,086 3,937,292 4,020,324 4,105,225 Borrowing Costs 466,087 498,639 495,225 485,433 475,249 464,656 434,640 423,180 411,261 401,913 394,044 Materials & Contracts 3,991,603 5,623,991 5,602,436 5,638,499 5,773,495 5,777,852 5,820,998 5,894,758 6,018,362 6,028,438 6,110,016 Depreciation & Amortisation 1,968,036 2,266,173 2,311,497 2,357,726 2,404,881 2,452,979 2,502,038 2,552,079 2,603,121 2,655,183 2,708,287 Other Expenses 1,174,526 1,320,553 1,331,904 1,343,424 1,355,118 1,366,987 1,379,034 1,391,262 1,403,673 1,416,270 1,429,057 Total Expenses from Continuing Operations 12,011,088 13,110,919 13,252,800 13,373,827 13,631,778 13,761,471 13,913,377 14,117,365 14,373,708 14,522,129 14,746,629

Operating Result from Continuing Operations 3,290,692 (487,675) 392,415 955,469 489,652 684,669 916,944 915,306 996,943 1,217,569 1,332,947


Net Operating Result for the Year 3,290,692 (487,675) 392,415 955,469 489,652 684,669 916,944 915,306 996,943 1,217,569 1,332,947

Less Capital Grants (236,600) (116,000) (35,000) (550,000) (63,000) (63,000) (143,000) (63,000) (63,000) (63,000) (63,000)

Net Operating Result before Grants and Contributions provided for Capital Purposes 3,054,092 (603,675) 357,415 405,469 426,652 621,669 773,944 852,306 933,943 1,154,569 1,269,947

Projected Years

Page 18

Junee Shire CouncilLong Term Financial Plan for the Years ending 30 June 2027INCOME STATEMENT - SEWER FUND Current Year


$ $ $ $ $ $ $ $ $ $ $

Income from Continuing OperationsRevenue:Rates & Annual Charges 603,589 840,043 939,581 1,006,626 1,061,355 1,119,127 1,180,383 1,245,036 1,313,280 1,385,318 1,461,368 User Charges & Fees 86,254 - - - - - - - - - - Interest & Investment Revenue 30,000 19,986 18,297 17,874 20,484 21,643 23,421 28,973 35,383 40,691 46,993 Other Revenues - - - - - - - - - - - Grants & Contributions provided for Operating Purposes 19,900 - - - - - - - - - - Grants & Contributions provided for Capital Purposes - 5,000,000 - - - - - - - - - Other Income:Net gains from the disposal of assets - - - - - - - - - - - Total Income from Continuing Operations 739,743 5,860,029 957,878 1,024,500 1,081,839 1,140,770 1,203,804 1,274,009 1,348,663 1,426,009 1,508,361

Expenses from Continuing OperationsEmployee Benefits & On-Costs 256,510 236,500 243,550 250,812 258,291 265,995 273,929 282,102 290,520 299,191 308,122 Borrowing Costs - 62,875 124,218 122,097 119,880 117,561 115,136 112,600 109,948 107,175 104,275 Materials & Contracts 83,000 241,700 241,700 241,700 241,700 241,700 241,700 241,700 241,700 241,700 241,700 Depreciation & Amortisation 334,705 364,829 541,829 541,829 541,829 541,829 541,829 541,829 541,829 541,829 541,829 Other Expenses 134,000 35,400 35,400 35,400 35,400 35,400 35,400 35,400 35,400 35,400 35,400 Total Expenses from Continuing Operations 808,215 941,304 1,186,697 1,191,838 1,197,100 1,202,485 1,207,995 1,213,632 1,219,398 1,225,295 1,231,326

Operating Result from Continuing Operations (68,472) 4,918,725 (228,819) (167,338) (115,261) (61,715) (4,191) 60,377 129,265 200,714 277,035


Net Operating Result for the Year (68,472) 4,918,725 (228,819) (167,338) (115,261) (61,715) (4,191) 60,377 129,265 200,714 277,035

Less Capital Grants - (5,000,000) - - - - - - - - -

Net Operating Result before Grants and Contributions provided for Capital Purposes (68,472) (81,275) (228,819) (167,338) (115,261) (61,715) (4,191) 60,377 129,265 200,714 277,035

Projected Years

Page 19

Junee Shire CouncilLong Term Financial Plan for the Years ending 30 June 2027CASH FLOW STATEMENT - CONSOLIDATED Current Year


$ $ $ $ $ $ $ $ $ $ $

Cash Flows from Operating ActivitiesReceipts:Rates & Annual Charges 4,996,471 5,400,606 5,742,458 5,976,832 6,185,941 6,400,441 6,623,374 6,854,910 7,095,383 7,345,182 7,604,718 User Charges & Fees 2,724,439 2,876,393 2,939,438 3,003,847 3,069,655 3,136,902 3,205,627 3,271,901 3,339,755 3,409,234 3,480,384 Interest & Investment Revenue Received 77,000 34,986 33,297 32,874 35,484 36,643 38,421 43,973 50,383 55,691 61,993 Grants & Contributions 7,584,860 8,818,010 4,709,419 5,320,704 4,891,923 4,981,775 5,164,008 5,148,325 5,234,776 5,344,941 5,418,339 Bonds & Deposits Received - - - - - - - - - - - Other 452,096 687,184 672,117 682,199 692,431 702,818 713,360 724,061 734,922 745,945 757,135 Payments:Employee Benefits & On-Costs (4,667,346) (3,638,062) (3,755,289) (3,799,556) (3,881,325) (3,964,991) (4,050,597) (4,138,188) (4,227,812) (4,319,515) (4,413,347) Materials & Contracts (4,074,603) (5,566,528) (5,591,156) (5,627,219) (5,762,215) (5,766,572) (5,809,718) (5,883,478) (6,007,082) (6,017,158) (6,098,736) Borrowing Costs (466,087) (561,514) (619,443) (607,530) (595,129) (582,217) (549,776) (535,781) (521,210) (509,088) (498,319) Bonds & Deposits Refunded - - - - - - - - - - - Other (1,308,526) (1,355,953) (1,367,304) (1,378,824) (1,390,518) (1,402,387) (1,414,434) (1,426,662) (1,439,073) (1,451,670) (1,464,457)

Net Cash provided (or used in) Operating Activities 5,318,304 6,695,122 2,763,538 3,603,325 3,246,247 3,542,411 3,920,266 4,059,060 4,260,042 4,603,562 4,847,711

Cash Flows from Investing ActivitiesReceipts:Sale of Real Estate Assets 723,344 979,832 885,040 318,182 318,182 318,182 127,273 - - - - Sale of Infrastructure, Property, Plant & Equipment 713,000 236,000 263,000 181,000 260,000 235,000 235,000 235,000 235,000 235,000 235,000 Payments:Purchase of Infrastructure, Property, Plant & Equipment (5,679,337) (11,947,716) (2,944,630) (3,365,651) (3,019,304) (3,294,678) (3,565,268) (3,044,152) (3,212,402) (3,374,804) (3,385,203) Purchase of Real Estate Assets (97,600) (782,200) (117,300) (44,500) (52,000) (52,000) (20,800) - - - -

Net Cash provided (or used in) Investing Activities (4,340,593) (11,514,084) (1,913,890) (2,910,969) (2,493,122) (2,793,496) (3,223,795) (2,809,152) (2,977,402) (3,139,804) (3,150,203)

Cash Flows from Financing ActivitiesReceipts:Proceeds from Borrowings & Advances 380,000 3,400,000 - - - - - - - - - Payments:Repayment of Borrowings & Advances (968,600) (799,325) (776,063) (356,297) (363,772) (371,556) (274,373) (213,106) (191,487) (295,490) (306,710)

Net Cash Flow provided (used in) Financing Activities (588,600) 2,600,675 (776,063) (356,297) (363,772) (371,556) (274,373) (213,106) (191,487) (295,490) (306,710)

Net Increase/(Decrease) in Cash & Cash Equivalents 389,111 (2,218,286) 73,585 336,059 389,353 377,359 422,098 1,036,803 1,091,153 1,168,267 1,390,797

plus: Cash, Cash Equivalents & Investments - beginning of year 2,817,000 3,206,111 987,824 1,061,410 1,397,469 1,786,822 2,164,181 2,586,280 3,623,082 4,714,235 5,882,503

Cash & Cash Equivalents - end of the year 3,206,111 987,824 1,061,410 1,397,469 1,786,822 2,164,181 2,586,280 3,623,082 4,714,235 5,882,503 7,273,300

Cash & Cash Equivalents - end of the year 3,206,111 987,824 1,061,410 1,397,469 1,786,822 2,164,181 2,586,280 3,623,082 4,714,235 5,882,503 7,273,300 Investments - end of the year - - - - - - - - - - - Cash, Cash Equivalents & Investments - end of the year 3,206,111 987,824 1,061,410 1,397,469 1,786,822 2,164,181 2,586,280 3,623,082 4,714,235 5,882,503 7,273,300

Projected Years

Page 20

Junee Shire CouncilLong Term Financial Plan for the Years ending 30 June 2027CASH FLOW STATEMENT - GENERAL FUND Current Year


$ $ $ $ $ $ $ $ $ $ $

Cash Flows from Operating ActivitiesReceipts:Rates & Annual Charges 4,392,882 4,697,390 4,819,090 4,981,126 5,133,500 5,290,724 5,452,968 5,620,404 5,793,219 5,971,598 6,155,737 User Charges & Fees 2,638,185 2,876,393 2,939,438 3,003,847 3,069,655 3,136,902 3,205,627 3,271,901 3,339,755 3,409,234 3,480,384 Interest & Investment Revenue Received 47,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 Grants & Contributions 7,564,960 3,818,010 4,709,419 5,320,704 4,891,923 4,981,775 5,164,008 5,148,325 5,234,776 5,344,941 5,418,339 Bonds & Deposits Received - - - - - - - - - - - Other 452,096 940,164 925,097 935,179 945,411 955,798 966,340 977,041 987,902 998,925 1,010,115 Payments:Employee Benefits & On-Costs (4,410,836) (3,401,562) (3,511,739) (3,548,744) (3,623,035) (3,698,996) (3,776,667) (3,856,086) (3,937,292) (4,020,324) (4,105,225) Materials & Contracts (3,991,603) (5,623,991) (5,602,436) (5,638,499) (5,773,495) (5,777,852) (5,820,998) (5,894,758) (6,018,362) (6,028,438) (6,110,016) Borrowing Costs (466,087) (498,639) (495,225) (485,433) (475,249) (464,656) (434,640) (423,180) (411,261) (401,913) (394,044) Bonds & Deposits Refunded - - - - - - - - - - - Other (1,174,526) (1,320,553) (1,331,904) (1,343,424) (1,355,118) (1,366,987) (1,379,034) (1,391,262) (1,403,673) (1,416,270) (1,429,057)

Net Cash provided (or used in) Operating Activities 5,052,071 1,502,212 2,466,740 3,239,754 2,828,593 3,071,707 3,392,605 3,467,384 3,600,063 3,872,752 4,041,233

Cash Flows from Investing ActivitiesReceipts:Sale of Real Estate Assets 723,344 979,832 885,040 318,182 318,182 318,182 127,273 - - - - Sale of Infrastructure, Property, Plant & Equipment 713,000 236,000 263,000 181,000 260,000 235,000 235,000 235,000 235,000 235,000 235,000 Payments:Purchase of Infrastructure, Property, Plant & Equipment (5,069,337) (3,571,716) (2,793,130) (3,309,651) (2,967,804) (3,138,678) (3,413,768) (2,988,152) (3,160,902) (3,218,804) (3,233,703) Purchase of Real Estate Assets (97,600) (782,200) (117,300) (44,500) (52,000) (52,000) (20,800) - - - -

Net Cash provided (or used in) Investing Activities (3,730,593) (3,138,084) (1,762,390) (2,854,969) (2,441,622) (2,637,496) (3,072,295) (2,753,152) (2,925,902) (2,983,804) (2,998,703)

Cash Flows from Financing ActivitiesReceipts:Proceeds from Borrowings & Advances 380,000 600,000 - - - - - - - - - Payments:Repayment of Borrowings & Advances (968,600) (776,926) (729,733) (307,847) (313,104) (318,570) (218,962) (155,159) (130,888) (232,118) (240,438)

Net Cash Flow provided (used in) Financing Activities (588,600) (176,926) (729,733) (307,847) (313,104) (318,570) (218,962) (155,159) (130,888) (232,118) (240,438)

Net Increase/(Decrease) in Cash & Cash Equivalents 732,878 (1,812,798) (25,383) 76,939 73,866 115,641 101,348 559,074 543,273 656,830 802,092

plus: Cash, Cash Equivalents & Investments - beginning of year 1,149,000 1,881,878 69,080 43,697 120,636 194,502 310,143 411,491 970,565 1,513,838 2,170,669

Cash & Cash Equivalents - end of the year 1,881,878 69,080 43,697 120,636 194,502 310,143 411,491 970,565 1,513,838 2,170,669 2,972,761

Cash & Cash Equivalents - end of the year 1,881,878 69,080 43,697 120,636 194,502 310,143 411,491 970,565 1,513,838 2,170,669 2,972,761 Investments - end of the year - - - - - - - - - - - Cash, Cash Equivalents & Investments - end of the year 1,881,878 69,080 43,697 120,636 194,502 310,143 411,491 970,565 1,513,838 2,170,669 2,972,761

Projected Years

Page 21

Junee Shire CouncilLong Term Financial Plan for the Years ending 30 June 2027CASH FLOW STATEMENT - SEWER FUND Current Year


$ $ $ $ $ $ $ $ $ $ $

Cash Flows from Operating ActivitiesReceipts:Rates & Annual Charges 603,589 703,216 923,368 995,706 1,052,441 1,109,717 1,170,406 1,234,505 1,302,164 1,373,584 1,448,981 User Charges & Fees 86,254 - - - - - - - - - - Interest & Investment Revenue Received 30,000 19,986 18,297 17,874 20,484 21,643 23,421 28,973 35,383 40,691 46,993 Grants & Contributions 19,900 5,000,000 - - - - - - - - - Bonds & Deposits Received - - - - - - - - - - - Other - - - - - - - - - - - Payments:Employee Benefits & On-Costs (256,510) (236,500) (243,550) (250,812) (258,291) (265,995) (273,929) (282,102) (290,520) (299,191) (308,122) Materials & Contracts (83,000) (195,517) (241,700) (241,700) (241,700) (241,700) (241,700) (241,700) (241,700) (241,700) (241,700) Borrowing Costs - (62,875) (124,218) (122,097) (119,880) (117,561) (115,136) (112,600) (109,948) (107,175) (104,275) Bonds & Deposits Refunded - - - - - - - - - - - Other (134,000) (35,400) (35,400) (35,400) (35,400) (35,400) (35,400) (35,400) (35,400) (35,400) (35,400)

Net Cash provided (or used in) Operating Activities 266,233 5,192,911 296,798 363,571 417,654 470,704 527,661 591,676 659,979 730,809 806,477

Cash Flows from Investing ActivitiesReceipts:Sale of Real Estate Assets - - - - - - - - - - - Sale of Infrastructure, Property, Plant & Equipment - - - - - - - - - - - Payments:Purchase of Infrastructure, Property, Plant & Equipment (610,000) (8,376,000) (151,500) (56,000) (51,500) (156,000) (151,500) (56,000) (51,500) (156,000) (151,500) Purchase of Real Estate Assets - - - - - - - - - - -

Net Cash provided (or used in) Investing Activities (610,000) (8,376,000) (151,500) (56,000) (51,500) (156,000) (151,500) (56,000) (51,500) (156,000) (151,500)

Cash Flows from Financing ActivitiesReceipts:Proceeds from Borrowings & Advances - 2,800,000 - - - - - - - - - Payments:Repayment of Borrowings & Advances - (22,399) (46,330) (48,450) (50,667) (52,986) (55,411) (57,947) (60,599) (63,372) (66,272)

Net Cash Flow provided (used in) Financing Activities - 2,777,601 (46,330) (48,450) (50,667) (52,986) (55,411) (57,947) (60,599) (63,372) (66,272)

Net Increase/(Decrease) in Cash & Cash Equivalents (343,767) (405,488) 98,968 259,121 315,487 261,718 320,750 477,729 547,880 511,437 588,705

plus: Cash, Cash Equivalents & Investments - beginning of year 1,667,706 1,323,939 918,451 1,017,419 1,276,540 1,592,026 1,853,744 2,174,494 2,652,223 3,200,103 3,711,540

Cash & Cash Equivalents - end of the year 1,323,939 918,451 1,017,419 1,276,540 1,592,026 1,853,744 2,174,494 2,652,223 3,200,103 3,711,540 4,300,245

Cash & Cash Equivalents - end of the year 1,323,939 918,451 1,017,419 1,276,540 1,592,026 1,853,744 2,174,494 2,652,223 3,200,103 3,711,540 4,300,245 Investments - end of the year - - - - - - - - - - - Cash, Cash Equivalents & Investments - end of the year 1,323,939 918,451 1,017,419 1,276,540 1,592,026 1,853,744 2,174,494 2,652,223 3,200,103 3,711,540 4,300,245

Projected Years

Page 22

Junee Shire CouncilLong Term Financial Plan for the Years ending 30 June 2027BALANCE SHEET - CONSOLIDATED Current Year


$ $ $ $ $ $ $ $ $ $ $

ASSETSCurrent AssetsCash & Cash Equivalents 3,864,823 1,735,824 1,809,410 2,145,469 2,534,822 2,912,181 3,334,280 4,371,082 5,462,235 6,630,503 8,021,300 Investments - - - - - - - - - - - Receivables 89,288 136,827 153,040 163,960 172,875 182,284 192,262 202,793 213,908 225,642 238,029 Inventories - - - - - - - - - - - Other - - - - - - - - - - - Non-current assets classified as "held for sale" - - - - - - - - - - - Total Current Assets 3,954,111 1,872,652 1,962,450 2,309,429 2,707,697 3,094,466 3,526,542 4,573,875 5,676,144 6,856,145 8,259,329

Non-Current AssetsInvestments - - - - - - - - - - - Receivables 167,000 167,000 167,000 167,000 167,000 167,000 167,000 167,000 167,000 167,000 167,000 Inventories 1,250,913 1,329,568 798,999 598,758 398,517 198,276 118,180 118,180 118,180 118,180 118,180 Infrastructure, Property, Plant & Equipment 138,953,367 148,034,081 147,862,385 148,147,481 147,960,074 148,024,944 148,311,345 148,026,589 147,859,042 147,801,833 147,701,921 Other - - - - - - - - - - - Total Non-Current Assets 140,371,280 149,530,649 148,828,384 148,913,239 148,525,591 148,390,220 148,596,525 148,311,769 148,144,222 148,087,013 147,987,101 TOTAL ASSETS 144,325,391 151,403,300 150,790,834 151,222,668 151,233,288 151,484,686 152,123,067 152,885,644 153,820,365 154,943,158 156,246,430

LIABILITIESCurrent LiabilitiesBank Overdraft - - - - - - - - - - - Payables - 46,183 46,183 46,183 46,183 46,183 46,183 46,183 46,183 46,183 46,183 Borrowings 776,926 776,063 356,297 363,772 371,556 274,373 213,106 191,487 295,490 306,710 872,088 Provisions 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 Liabilities associated with assets classified as "held for sale" - - - - - - - - - - - Total Current Liabilities 2,584,722 2,630,043 2,210,277 2,217,751 2,225,536 2,128,353 2,067,086 2,045,467 2,149,470 2,160,690 2,726,068

Non-Current LiabilitiesPayables 67,000 67,000 67,000 67,000 67,000 67,000 67,000 67,000 67,000 67,000 67,000 Borrowings 6,938,474 9,540,013 9,183,716 8,819,944 8,448,388 8,174,016 7,960,910 7,769,423 7,473,933 7,167,223 6,295,134 Provisions 19,203 19,203 19,203 19,203 19,203 19,203 19,203 19,203 19,203 19,203 19,203 Investments Accounted for using the equity method - - - - - - - - - - - Liabilities associated with assets classified as "held for sale" - - - - - - - - - - - Total Non-Current Liabilities 7,024,678 9,626,216 9,269,919 8,906,148 8,534,592 8,260,219 8,047,113 7,855,627 7,560,136 7,253,426 6,381,338 TOTAL LIABILITIES 9,609,400 12,256,259 11,480,196 11,123,899 10,760,127 10,388,572 10,114,199 9,901,093 9,709,607 9,414,116 9,107,406

Net Assets 134,715,991 139,147,041 139,310,638 140,098,769 140,473,161 141,096,115 142,008,868 142,984,551 144,110,759 145,529,042 147,139,024

EQUITYRetained Earnings 82,769,991 87,201,041 87,364,638 88,152,769 88,527,161 89,150,115 90,062,868 91,038,551 92,164,759 93,583,042 95,193,024 Revaluation Reserves 51,946,000 51,946,000 51,946,000 51,946,000 51,946,000 51,946,000 51,946,000 51,946,000 51,946,000 51,946,000 51,946,000 Council Equity Interest 134,715,991 139,147,041 139,310,638 140,098,769 140,473,161 141,096,115 142,008,868 142,984,551 144,110,759 145,529,042 147,139,024 Minority Equity Interest - - - - - - - - - - - Total Equity 134,715,991 139,147,041 139,310,638 140,098,769 140,473,161 141,096,115 142,008,868 142,984,551 144,110,759 145,529,042 147,139,024

Projected Years

Page 23

Junee Shire CouncilLong Term Financial Plan for the Years ending 30 June 2027BALANCE SHEET - GENERAL FUND Current Year


$ $ $ $ $ $ $ $ $ $ $

ASSETSCurrent AssetsCash & Cash Equivalents 2,592,878 780,080 754,697 831,636 905,502 1,021,143 1,122,491 1,681,565 2,224,838 2,881,669 3,683,761 Investments - - - - - - - - - - - Receivables - - - - - - - - - - - Inventories - - - - - - - - - - - Other - - - - - - - - - - - Non-current assets classified as "held for sale" - - - - - - - - - - - Total Current Assets 2,592,878 780,080 754,697 831,636 905,502 1,021,143 1,122,491 1,681,565 2,224,838 2,881,669 3,683,761

Non-Current AssetsInvestments - - - - - - - - - - - Receivables 167,000 167,000 167,000 167,000 167,000 167,000 167,000 167,000 167,000 167,000 167,000 Inventories 1,250,913 1,329,568 798,999 598,758 398,517 198,276 118,180 118,180 118,180 118,180 118,180 Infrastructure, Property, Plant & Equipment 127,952,072 129,021,615 129,240,248 130,011,173 130,314,095 130,764,794 131,441,524 131,642,597 131,965,379 132,293,999 132,584,416 Other - - - - - - - - - - - Total Non-Current Assets 129,369,985 130,518,183 130,206,247 130,776,931 130,879,612 131,130,070 131,726,704 131,927,777 132,250,559 132,579,179 132,869,596 TOTAL ASSETS 131,962,863 131,298,262 130,960,944 131,608,566 131,785,114 132,151,213 132,849,195 133,609,342 134,475,397 135,460,848 136,553,357

LIABILITIESCurrent LiabilitiesBank Overdraft - - - - - - - - - - - Payables - - - - - - - - - - - Borrowings 776,926 729,733 307,847 313,104 318,570 218,962 155,159 130,888 232,118 240,438 802,783 Provisions 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 1,807,797 Liabilities associated with assets classified as "held for sale" - - - - - - - - - - - Total Current Liabilities 2,584,722 2,537,530 2,115,644 2,120,901 2,126,366 2,026,758 1,962,955 1,938,685 2,039,915 2,048,234 2,610,580

Non-Current LiabilitiesPayables 67,000 67,000 67,000 67,000 67,000 67,000 67,000 67,000 67,000 67,000 67,000 Borrowings 6,938,474 6,808,741 6,500,894 6,187,790 5,869,220 5,650,258 5,495,100 5,364,212 5,132,094 4,891,656 4,088,873 Provisions 19,203 19,203 19,203 19,203 19,203 19,203 19,203 19,203 19,203 19,203 19,203 Investments Accounted for using the equity method - - - - - - - - - - - Liabilities associated with assets classified as "held for sale" - - - - - - - - - - - Total Non-Current Liabilities 7,024,678 6,894,945 6,587,098 6,273,993 5,955,424 5,736,462 5,581,303 5,450,415 5,218,297 4,977,859 4,175,076 TOTAL LIABILITIES 9,609,400 9,432,474 8,702,741 8,394,894 8,081,790 7,763,220 7,544,258 7,389,100 7,258,212 7,026,094 6,785,656

Net Assets 122,353,463 121,865,788 122,258,203 123,213,672 123,703,324 124,387,993 125,304,937 126,220,243 127,217,185 128,434,754 129,767,701


Projected Years

Page 24

Junee Shire CouncilLong Term Financial Plan for the Years ending 30 June 2027BALANCE SHEET - SEWER FUND Current Year


$ $ $ $ $ $ $ $ $ $ $

ASSETSCurrent AssetsCash & Cash Equivalents 1,271,945 955,745 1,054,713 1,313,834 1,629,320 1,891,038 2,211,788 2,689,517 3,237,397 3,748,834 4,337,539 Investments - - - - - - - - - - - Receivables 89,288 136,827 153,040 163,960 172,875 182,284 192,262 202,793 213,908 225,642 238,029 Inventories - - - - - - - - - - - Other - - - - - - - - - - - Non-current assets classified as "held for sale" - - - - - - - - - - - Total Current Assets 1,361,233 1,092,572 1,207,753 1,477,794 1,802,195 2,073,323 2,404,050 2,892,310 3,451,305 3,974,476 4,575,568

Non-Current AssetsInvestments - - - - - - - - - - - Receivables - - - - - - - - - - - Inventories - - - - - - - - - - - Infrastructure, Property, Plant & Equipment 11,001,295 19,012,466 18,622,137 18,136,308 17,645,979 17,260,150 16,869,821 16,383,992 15,893,663 15,507,834 15,117,505 Other - - - - - - - - - - - Total Non-Current Assets 11,001,295 19,012,466 18,622,137 18,136,308 17,645,979 17,260,150 16,869,821 16,383,992 15,893,663 15,507,834 15,117,505 TOTAL ASSETS 12,362,528 20,105,038 19,829,890 19,614,102 19,448,174 19,333,473 19,273,871 19,276,302 19,344,968 19,482,310 19,693,073

LIABILITIESCurrent LiabilitiesBank Overdraft - - - - - - - - - - - Payables - 46,183 46,183 46,183 46,183 46,183 46,183 46,183 46,183 46,183 46,183 Borrowings - 46,330 48,450 50,667 52,986 55,411 57,947 60,599 63,372 66,272 69,305 Provisions - - - - - - - - - - - Liabilities associated with assets classified as "held for sale" - - - - - - - - - - - Total Current Liabilities - 92,513 94,633 96,851 99,169 101,594 104,130 106,782 109,555 112,456 115,489

Non-Current LiabilitiesPayables - - - - - - - - - - - Borrowings - 2,731,271 2,682,821 2,632,154 2,579,168 2,523,757 2,465,810 2,405,211 2,341,839 2,275,567 2,206,262 Provisions - - - - - - - - - - - Investments Accounted for using the equity method - - - - - - - - - - - Liabilities associated with assets classified as "held for sale" - - - - - - - - - - - Total Non-Current Liabilities - 2,731,271 2,682,821 2,632,154 2,579,168 2,523,757 2,465,810 2,405,211 2,341,839 2,275,567 2,206,262 TOTAL LIABILITIES - 2,823,784 2,777,455 2,729,005 2,678,338 2,625,351 2,569,940 2,511,994 2,451,395 2,388,023 2,321,750

Net Assets 12,362,528 17,281,253 17,052,435 16,885,097 16,769,836 16,708,122 16,703,931 16,764,308 16,893,574 17,094,287 17,371,323


Projected Years

Page 25


RESTRICTED ASSETS BALANCE - CONSOLIDATED Current YearOperational

Plan

Scenario: Final for Adoption 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27$ $ $ $ $ $ $ $ $ $ $

Internal Restricted AssetsDeposits, retentions and bonds 31,967 31,967 31,967 31,967 31,967 31,967 31,967 31,967 31,967 31,967 31,967 Employees Leave Entitlement 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 Gravel Pit Restoration 26,848 26,848 26,848 26,848 26,848 26,848 26,848 26,848 26,848 26,848 26,848 Junee Historical Society 17,217 17,217 17,217 17,217 17,217 17,217 17,217 17,217 17,217 17,217 17,217 Junee Reserves Trust 19,444 35,944 52,444 68,944 15,444 31,944 48,444 64,944 81,444 97,944 114,444 Total Internally Restricted Assets 300,476 316,976 333,476 349,976 296,476 312,976 329,476 345,976 362,476 378,976 395,476

External Restricted AssetsSpecific Purpose Unexpended Grants 1,659,514 333,386 333,385 333,385 333,385 333,385 333,385 333,386 333,385 333,385 333,385 Domestic Waste Management (156,651) (81,001) 14,906 89,906 158,255 226,604 294,953 363,302 431,651 500,000 568,349 Sewer Fund 1,271,945 955,451 1,054,419 1,313,540 1,629,026 1,890,744 2,211,494 2,689,223 3,237,103 3,748,540 4,337,245 Total Externally Restricted Assets 2,774,808 1,207,836 1,402,710 1,736,831 2,120,666 2,450,733 2,839,832 3,385,911 4,002,139 4,581,925 5,238,979

Total Restricted Assets Balance 3,075,284 1,524,812 1,736,186 2,086,807 2,417,142 2,763,709 3,169,308 3,731,887 4,364,615 4,960,901 5,634,455

Cash as per Cash Flow Statement 3,206,111 987,824 1,061,410 1,397,469 1,786,822 2,164,181 2,586,280 3,623,082 4,714,235 5,882,503 7,273,300

Delivery Plan

Page 26

Junee Shire CouncilLong Term Financial Plan for the Years ending 30 June 2027KEY PERFORMANCE INDICATORS - CONSOLIDATEDScenario: Final for Adoption

Within green benchmark (green min and/or green max) ― Within green benchmark

Within amber benchmark (amber min and/or amber max) ↗ above green maximum and below amber maximum

↘ below green minimum and above amber minimum

Not within benchmark (amber min and/or amber max) ↑ above amber maximum

↓ below amber minimum

Council's Target Benchmarks

Note 13 Ratios― ↓ ↓ ― ― ― ― ― ― ― ―

↓ ↓ ― ― ― ― ― ― ― ― ―

↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓ ― ― ―

― ― ― ― ― ― ― ― ― ― ―

― ― ― ― ― ― ― ― ― ― ―

― ↓ ↓ ↓ ↓ ↓ ― ― ― ― ―

Special Schedule 7 Ratios― ↑ ― ― ― ― ― ― ― ― ―

― ― ― ― ― ― ― ― ― ― ―

↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓Asset Maintenance Ratio

0.81 0.96 0.96 0.96 0.96 0.96 0.96 0.96 0.96 0.96 0.96

Infrastructure Backlog Ratio

0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03

Cash Expense Cover Ratio 1)

4.04 1.75 1.79 2.19 2.54 2.89 3.31 4.30 5.29 6.32 7.53

Debt Service Cover Ratio 1)

4.15 2.05 2.75 3.96 4.09 4.41 5.33 6.07 6.64 6.29 6.58

1.970.45 0.56 0.65

Own Source Operating Revenue Ratio 1)

53.32% 52.35% 67.72% 64.94% 67.42% 67.65% 67.33% 67.93% 68.21% 68.40% 68.74%

Operating Performance Ratio 1)

17.36% -7.18% -0.75% 1.13% 1.64% 3.22% 4.75% 5.71% 6.48% 8.04% 8.96%

CurrentYear

2016/17Projected Years

2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27

Building & Infrastructure Renewals Ratio

1.33 1.73

Unrestricted Current Ratio

0.67 0.33 0.44 0.44 2.41

Rates, Annual Charges, Interest & Extra Charges Outstanding Percentage 8.62% 9.04% 9.06% 9.09% 9.10% 9.12% 9.14% 9.17% 9.19% 9.21% 9.23%

117.88%119.38% 125.67% 109.90% 115.24% 118.09%199.43% 565.10% 118.10% 112.89% 116.44%

Page 27


Page 14

Report No: 4 DA 2017/9 - ELEVEN LOT SUBDIVISION

Reporting Officer: Development & Environmental Services Manager

Key CSP strategic theme: Development

Date Received: 12 April 2017

Applicant: Junee Shire Council

Owner: Junee Shire Council

Property: Lot 21 DP 1226167, known as 72 John Potts Drive, Junee

Area of Land: 4.468 ha

Proposal: Eleven lot subdivision resulting in the creation of ten lots for residential purposes and a residual lot proposed for a future Seniors Housing Development.

Attachments: Yes

RECOMMENDATION: 1. That pursuant to Section 80 and Section 80A of the Environmental Planning &

Assessment Act 1979, Development Application No. 2017/9 for the subdivision of lot 21 DP 1226167, known as 72 John Potts Drive, Junee, be approved subject to the conditions of consent included in Schedule A and B within the 79C attachment to this report.

___________________________________________________________________________ EXECUTIVE SUMMARY Council consent is sought for DA 2017/9, to undertake an eleven lot subdivision of Lot 21 DP 1226167, 72 John Potts Drive, Junee. The proposed development is permissible within the RU5 Village zone whereby the applicant has adequately demonstrated that proposed development complies with the objectives and provisions of the Junee Shire Council LEP 2012. The proposal has been assessed in accordance with the relevant planning provisions and the attached Section 79C assessment report of the proposal indicates that the development is acceptable in this instance. It is therefore recommended that DA2017/9, for an eleven lot subdivision of Lot 21 DP 1226167, 72 John Potts Drive, Junee be approved subject to the conditions set out in Schedule ‘A’ and ‘B’ to that report.


Page 15

PROPOSAL DA 2017/9 proposes a subdivision of the land to create ten residential lots and a residual lot which is proposed to be subdivided in the future for the purpose of a senior’s housing development. The land is Zoned RU5 – Village as outlined in Junee Local Environmental Plan (LEP) 2012 and the proposal is permissible with the development consent of the Council. The future subdivision of the residual lot and future senior housing development do not form part of this application and are not further considered as part of this report and s79C assessment. The subdivision would also create proposed Lots 1 to 10, between 943m2 and 1069m2 as detailed below. The minimum lot size for this area is 500m2.

Locality Plan & Current Lot Layout Proposed Eleven Lot Subdivision

It is proposed that the land be accessed by an extension of John Potts Drive across lot 72 in DP1132616, which is land owned by Junee Shire Council. At its February 2017 meeting Council resolved (13.02.17) that:

1. The Council provide its in-principle support for the future transfer and dedication of a portion of lot 72 in DP1132616, and

2. Should such a transfer eventuate that an appropriate fee be charged to reflect the value of

the land and any costs incurred by the Council. A condition of consent is proposed requiring the proponent to acquire this land for access to the proposed development. The application was notified to adjoining owners on 28 April 2017 and advertised in the Southern Cross newspaper on 4 May 2017, with a closing date of 18 May 2017. One formal submission was received.


Page 16

This submission raised the following issues: “…Whilst we are happy that the land opposite us is going to be developed we are concerned about the implications of traffic flow in the area. The map you supplied with the letter shows a lot of dwellings with no exit point to Park Lane, we are hoping that this is on the part of the map we cannot see. The lack of access to Park Lane is a huge issue for the residents of John Potts Drive, Adams Street, Loughan Road and surrounding streets. If more houses are built and there is still no way to get to north Junee than the problem just becomes bigger. What are the councils plans to provide this access? And the timeframe for this to happen.” The person making this submission attended the front counter of council and met with a council officer in relation to the development application and their submission. It was confirmed that their concern was raised based on the concept plan (shown at right) for the future senior housing development, which does not form part of this application. It was explained that the residential development component of this application relates only to that section bordered in red, which contains the proposed ten residential lots.

It was further explained that future development of the RU5 Village Zoned land to the west of this proposal may require access to Park Lane. The person making the submission was satisfied with this explanation, but insisted that council must take access to Park Lane into consideration for the future development of land in this area. It is noted that there is approximately 39ha of RU5 Zoned land, as shown at right. Development of this area will require additional strategic planning to ensure that issues such as access and infrastructure are addressed in a holistic manner. This land has the potential to yield up to 270 residential allotments. Council is in the process of undertaking strategic planning in relation to road and infrastructure layout in this area, to ensure that access and utility issues are addressed prior to any application being lodged to subdivide this land.

JUNEE SHIRE COUNCIL

ATTACHMENT TO GENERAL MANAGER’S REPORT

2017

Item No.

4[DESM]

Subject

DA 2017/9 - ELEVEN LOT SUBDIVISION

_____________________________________________________________________________________________________________________________________________________________ Page 1

Attachments to Report No:

DA 2017/9 - ELEVEN LOT SUBDIVISION

Reporting Officer: Development & Environmental Services Manager

Reference: DA No. 2017/9

Property: Lot 21 DP 1226167, known as 72 John Potts Drive, Junee

DA 2017/9 - SECTION 79C ASSESSMENT AND PROPOSED CONDITIONS Proposal It is proposed to undertake an eleven lot subdivision resulting in the creation of ten lots for residential purposes and a residual lot proposed for a future senior’s housing development. The future subdivision of the residual lot and future senior housing development do not form part of this application and are not further considered as part of this s79c assessment. Land Lot 21 DP 1226167, 72 John Potts Drive, Junee Site Inspection A site inspection undertaken on the 20/04/2017 revealed the following: • site slopes to the north east. • the site has been used for farming purposes, both cropping and grazing and is clear of

significant vegetation. • services are available to the site. • there are no physical attributes evident from the site inspection which would preclude the

proposed development. Matters for Consideration Section 79C of the Environmental Planning and Assessment Act 1979 requires Council to consider various matters, of which those pertaining to the application are listed below. DA 2017/9 - PROVISIONS OF ANY ENVIRONMENTAL PLANNING INSTRUMENT s79C (1) (a) (i) Junee Local Environmental Plan 2012 Zone RU5 - Village Objectives of zone • To provide for a range of land uses, services and facilities that are associated with a rural village. • To promote and encourage development that will strengthen the economies of Junee and the villages

of Wantabadgery, Illabo, Bethungra and Old Junee in a manner that is compatible with their urban function.

• To enable a range of housing forms and complementary business uses taking into account the distinct character of each urban area.

_____________________________________________________________________________________________________________________________________________________________ Page 2

The proposal is not contrary to the aims of the LEP or the objectives of the R5 zone. Permitted with consent The subject land is located within an area zoned RU5 Village as per Junee Local Environmental Plan 2012. The LEP lists “Child care centres; Community facilities; Dwelling houses; Neighbourhood shops; Places of public worship; Recreation areas; Recreation facilities (indoor); Recreation facilities (outdoor); Respite day care centres; Roads; Schools; Any other development not specified in item 2 (being permitted without consent) or 4 Being Prohibited)” as being permitted with consent. The proposed development being a subdivision of the land to create ten residential lots and a residual lot is permissible within this zone, subject to development consent as it is not listed as being permitted without consent or as a prohibited activity. The proposal satisfies the requirements of this part. Part 4 Principal development standards 4.1 Minimum subdivision lot size The proposed subdivision meets the minimum lot size requirements stated in the LEP. Part 5 Miscellaneous provisions There are no miscellaneous provisions applicable to the proposed development. Part 6 Additional local provisions 6.1 Earthworks Any proposed earthworks will be managed as part of the civil engineering work for the subdivision and will not have a detrimental impact on environmental functions and processes, neighbouring uses or features of the surrounding land. 6.2 Flood planning

_____________________________________________________________________________________________________________________________________________________________ Page 3

As shown above, the Flood Planning Map Sheet FLD_002A indicates the proposed ten residential lots are not within the flood planning area. 6.3 Stormwater management Intensified stormwater will be directed to the existing stormwater infrastructure in John Potts Drive. 6.4 Terrestrial biodiversity The Biodiversity Map Sheet B10_002A indicates the site is not identified as “Biodiversity” and is therefore not affected. 6.5 Groundwater vulnerability The Groundwater Vulnerability Map Sheet GRV_002A indicates the site is not identified as “Vulnerable” and is therefore not affected. 6.6 Riparian land and watercourses The Watercourse Map Sheet WCL_002 indicates the site is not “Watercourse” and is therefore not affected. 6.7 Wetlands The Wetlands Map Sheet WET_002 indicates the site is not identified as “Wetland” and is therefore not affected. 6.8 Salinity

As shown above, the Salinity Map Sheet SAL_002A indicates the proposed ten residential lots are not within the “Saline land” affected portion of the site and is therefore not affected.

_____________________________________________________________________________________________________________________________________________________________ Page 4

6.9 Essential Services Development consent must not be granted for development unless the consent authority is satisfied that any of the following services that are essential for the development are available or that adequate arrangements have been made to make them available when required” a) The supply of water, b) The supply of electricity, c) The disposal and management of sewage, d) Stormwater drainage or on-site conservation, e) Suitable vehicular access. The subject proposal is not inconsistent with this part. STATE ENVIRONMENTAL PLANNING POLICIES No SEPP’s are applicable to this application. PROVISIONS OF ANY DEVELOPMENT CONTROL PLAN s79C (1) (a) (iii) Junee Shire Development Control Plan 2015 The development meets relevant objectives of Chapter 5, John Potts Estate as follows: • provide a variety of housing opportunities and residential lifestyle choices, • promote the establishment of high quality residential environment for the implementation of

innovative design, • create an urban environment that relates to the existing and desired future neighbourhood

character responsive to the heritage of the site and that is environmentally sensitive, • promote building footprints and envelopes that are not bulky or is of a scale that impacts on

views, privacy, noise and open space enjoyment of a residential amenity, • ensure the impacts of the building form are offset by the development of open space and setbacks

for harmonious residential amenity, • promote the siting, construction, and services that are energy efficient, and sustainable,

• to ensure that the uses within the development are safe and compatible to residential amenity. The proposed subdivision will provide ten residential allotments ranging from 943m2 to 1069m2 as detailed below.

Proposed Eleven Lot Subdivision

_____________________________________________________________________________________________________________________________________________________________ Page 5

The proposed subdivision will leave a large residual lot for future development. The proposal is not inconsistent with the objectives of this part and has been designed to meet the requirements of the Junee Development Control Plan 2015. PROVISIONS PRESCRIBED BYTHE REGULATIONS s79C (1)(a)(iv) The proposal does not contravene the relevant provisions of the regulations BUILDING CODE OF AUSTRALIA (BCA) The proposed development will require civil engineering works to be undertaken in accordance with set standards. The subject proposal is not inconsistent with the BCA. THE LIKELY IMPACTS OF THE DEVELOPMENT s79C(1)(b) There are no likely known negative impacts relating to the proposed development, including environmental impacts on both the natural and built environments, and social and economic impacts in the locality, should the development be undertaken as proposed. It is expected that the proposal will provide Junee residents housing opportunities of a style and character consistent with the existing Junee residential/ lifestyle experience. It is to be expected that some increase in traffic movements will occur as new dwellings are erected on the proposed lots, as with any residential development. New traffic movements, associated with future dwellings can be catered for within the existing road network. SUITABILITY OF THE SITE s79C(1)(c) Physical Attributes and Hazards The proposed residential lots are not located within a designated bushfire area or a mapped flood prone area. The land gently slopes to the north east. DEVELOPMENT CONTRIBUTIONS Junee Shire Council has adopted a Section 94A Contribution Plan which requires a payment to be made by developers to Council in order to enable Council to construct or provide additional public amenities and services to meet the requirements of a new development. Section 94A contributions are imposed by Council as a condition of development consent and are calculated based on 1% of the agreed cost of the development.

_____________________________________________________________________________________________________________________________________________________________ Page 6

25J Section of the Environmental Planning and Assessment Regulation 2000 prescribes the determination of proposed cost of development under a 94A levy as follows: 25J Section 94A levy—determination of proposed cost of development

(1) The proposed cost of carrying out development is to be determined by the consent authority, for the purpose of a section 94A levy, by adding up all the costs and expenses that have been or are to be incurred by the applicant in carrying out the development, including the following: (a) if the development involves the erection of a building, or the carrying out of engineering or

construction work—the costs of or incidental to erecting the building, or carrying out the work, including the costs (if any) of and incidental to demolition, excavation and site preparation, decontamination or remediation,

(b) if the development involves a change of use of land—the costs of or incidental to doing anything necessary to enable the use of the land to be changed,,

(c) if the development involves the subdivision of land—the costs of or incidental to preparing, executing and registering the plan of subdivision and any related covenants, easements or other rights.

(2) For the purpose of determining the proposed cost of carrying out development, a consent authority

may have regard to an estimate of the proposed cost of carrying out the development prepared by a person, or a person of a class, approved by the consent authority to provide such estimates.

As such a condition of consent is proposed requiring s94A contributions to be paid prior to the issue of a subdivision certificate. The value of that contribution shall be calculated based on 1% of the agreed cost of the development. ANY SUBMISSIONS MADE IN ACCORDANCE WITH THE ACT s79C(1)(d) Council neighbour notification for the eleven lot subdivision proposal occurred through notification to adjoining owners on 28th April 2017 and advertised in the Southern Cross newspaper on 4 May 2017, with a closing date for submissions being 18 May 2017. On close of the submission period, one formal submission was received. This submission raised the following issues: “…Whilst we are happy that the land opposite us is going to be developed we are concerned about the implications of traffic flow in the area. The map you supplied with the letter shows a lot of dwellings with no exit point to Park Lane, we are hoping that this is on the part of the map we cannot see. The lack of access to Park Lane is a huge issue for the residents of John Potts Drive, Adams Street, Loughan Road and surrounding streets. If more houses are built and there is still no way to get to north Junee than the problem just becomes bigger. What are the councils plans to provide this access? And the timeframe for this to happen.”

_____________________________________________________________________________________________________________________________________________________________ Page 7

The person making this submission attended the front counter of council and met with a council officer in relation to the development application and their submission. It was confirmed that their concern was raised based on the concept plan (shown at right) for the future senior housing development, which does not form part of this application. It was explained that the residential development component of this application relates only to that section bordered in red, which contains the proposed ten residential lots.

It was further explained that future development of the RU5 Village Zoned land to the west of this proposal would require access to Park Lane. The person making the submission was satisfied with this explanation, but insisted that council must take access to Park Lane into consideration for the future development of land in this area. It is noted that there is approximately 39 ha of RU5 Zoned land, as shown at right. Development of this area will require additional strategic planning to ensure that issues such as access and infrastructure are addressed in a holistic manner. This land has the potential to yield up to 270 residential allotments. Council is in the process of undertaking strategic planning in relation to road and infrastructure layout in this area, to ensure that access and utility issues are addressed prior to any application being lodged to subdivide this land.

It is considered that the issues raised in this submission are addressed and no modification of the proposal is warranted. PUBLIC INTEREST s79C(1)(e) The proposed development is considered to be of minor interest to the wider public due to the relatively localised nature of potential impacts and is considered suitable in this instance. SUMMARY The proposed development is permissible within the RU5 Village zone. The applicant has adequately demonstrated that proposed development complies with the objectives and provisions of the Junee Shire Council LEP 2012 and the Junee Shire DCP 2015. A Section 79C assessment of the proposal indicates that the development is acceptable in this instance.

_____________________________________________________________________________________________________________________________________________________________ Page 8

It is therefore recommended that pursuant to Section 80 and Section 80A of the Environmental Planning & Assessment Act 1979, Development Application No. 2017/9 from for an eleven lot subdivision of Lot 21 DP 1226167, 72 John Potts Drive, Junee, be approved subject to the conditions set out in Schedule ‘A’ and ‘B’.

_____________________________________________________________________________________________________________________________________________________________ Page 9

DA2017/9 - SCHEDULE A

CONDITIONS OF CONSENT 1. Development In Accordance With Approved Plans And Documentation: The Development

is to take place in accordance with the attached stamped plans and documentation submitted with the application and subject to the conditions below, to ensure the development is consistent with Council’s consent. Reason: To confirm the details of the application as submitted by the applicant and as approved by Council. Statutory requirement and Public interest.

2. Description of Development: The subdivision comprises the division of Lot 21 DP 1226167 into eleven lots, ten residential lots, a residual development lot and roads as detailed on the stamped approved plans.

Reason: To confirm the details submitted by the applicant and as approved by the Council.

3. Construction Certificate: The person having the benefit of this consent is to ensure

application for a Construction Certificate has been applied for and issued prior to the commencement of construction / civil works.

Reason: To ensure compliance with Environmental Planning and Assessment Act 1979 as amended.

4. Sewer Headworks: Prior to the release of the Subdivision Certificate, the Sewer Headworks charge per new equivalent tenement created is to be paid to the Council. The applicable charge is as per the Operational Plan in force at the time of payment. (Ten additional headworks charge will apply for this development).

Reason: Any additional lot created to an assessment attracts Sewer Headworks charges.

5. Appointment Of Principal Certifying Authority: The person having the benefit of this consent

must appoint a Principal Certifying Authority for the development, pursuant to Section 81A of the Environmental Planning and Assessment Act 1979, as amended and advise Council in writing of that appointment BEFORE WORKS COMMENCE. The Principal Certifying Authority and any other Certifiers appointed by that Authority will be responsible for the post-consent certification of the development. Copies of all certification are to be submitted to Junee Shire Council referenced by the Development Application Number.

Reason: To ensure compliance with S81A of the Environmental Planning and Assessment Act 1979 as amended.

6. Section 94A Contribution: The payment to Council of a Section 94A contribution calculated at 1% of the agreed cost of the development, as detailed in the adopted Junee Shire Council Section 94A Contribution Plan. All monetary conditions are to be paid prior to the issuing of a subdivision certificate.

Reason: Statutory requirement and Public interest.

7. Registration of Subdivision Plans: In accordance with s.109C of the Environmental Planning & Assessment Act, the applicant is required to obtain a subdivision certificate from the consent authority that will authorise the registration of the plan of sub-division under Division 3 of

_____________________________________________________________________________________________________________________________________________________________ Page 10

Part 23 of the Conveyancing Act, 1919. The subdivision certificate is in the format supplied to the consent authority upon the plan acceptable to the Registrar General. Reason: The legal obligations of Council to administer the Environmental Planning & Assessment Act, 1979.

8. Public Land Costs: Costs attributed to all work involved on public land shall be borne by the

proponent. Reason: Need for proponents to be responsible for costs arising as a result of development work.

9. Erosion And Sediment Control: Erosion and sediment control measures are to be established prior to commencement of construction and maintained to prevent silt and sediment escaping the site or producing erosion. Reason: Statutory requirement and Public interest.

10. Engineering Plans: The applicant is to submit to Council three (3) copies of engineering plans,

specifications and calculations in relation to all road, drainage, sewer and civil works. Further, the works are to comply with the Junee Shire Engineering Guidelines, the RTA’s Road Design Guide and Austroad’s Guide to Traffic Engineering Practice for Engineering Works. Reason: Statutory requirement and Public interest.

11. Compliance Certificate – Engineering Works: The applicant is to obtain a compliance certificate pursuant to Section 109C of the Environmental Planning and Assessment Act 1979, as amended, from either Council or an accredited certifying authority, certifying that the engineering work required by conditions of this consent have been constructed in accordance with the approved plans and conditions of consent. NOTE: Where Council is the Certifying Authority in relation to engineering works fees will be payable in accordance with Council’s Revenue Policy.


12. Works As Executed: The applicant is to submit to Council an electronic copy of the works as executed plans for the works required by conditions of this consent in AutoCAD (.dwg) format. Further, the works are to comply with Junee Shire Guidelines for Engineering Works. NOTE: The provision of a table on the works as executed plan is required which details the distance from the centre of the downstream manhole/pit to each sideline, house connection, and dead end; the depths to invert; and the length of such sidelines. NOTE: The provision of information on the works executed plan which details: road levels including subgrade and individual pavement layers road crossfalls & longitudinal grades. Reason: Statutory requirement and Public interest.

13. Engineering Inspections: The applicant is to arrange an inspection of the subdivision works by Council’s Engineering Department at the following stages of the development. This condition applies notwithstanding any private certification of the engineering works.

_____________________________________________________________________________________________________________________________________________________________ Page 11

COLUMN 1 COLUMN 2 A Road Construction * Following site regrading, and prior to

installation of footway services; * Excavation and trimming of subgrade; * After compaction of sub base; * After compaction of base, and prior to sealing; * Establishment of line and level for kerb and

gutter placement; * Subsoil Drainage; * Pavement test results (compaction, strength). * Road pavement surfacing;

B Drainage * After laying of pipes and prior to backfill; * Pits after rendering openings and installation

of step irons. C Water * In accordance with the requirements of

Goldenfields Water County Council. D Sewerage * After laying of pipes and prior to backfill;

* Main - air pressure testing; * Manhole - water test for infiltration,

exfiltration. E Concrete Footway Crossings * After placing of formwork and reinforcement,

and prior to concrete placement; F Erosion and Sediment Control * At the installation of erosion measures. G All Development & or

Subdivision Works * Practical completion.

H Road Openings * Upon completion of works.


14. Road And Interallotment Drainage: All road and inter allotment drainage is to be conveyed to a legal point of discharge in accordance with Junee Shire Guidelines for Engineering Works or as directed by Council’s Director Engineering Services. Reason: Statutory requirement and Public interest.

15. Sewer Connection: The construction of sewer mains such that there is a separate and distinct sewer connection wholly within the boundary of each proposed residential lot, in accordance with the Local Government (Approvals) Regulation 1999 and in accordance with Junee Shire Guidelines for Engineering Works. NOTE: The developer is to construct a 150 mm sewer riser at each property junction; each riser is to be constructed so that riser cap finishes 150 mm above the finished surface level of each allotment created. Reason: Statutory requirement and Public interest.

16. Water Connection: The construction of water mains such that there is a separate and distinct water main connection wholly within the boundary of each proposed residential and open space lot, in accordance with the Local Government (Approvals) Regulation 1999 and in accordance with the requirements of Goldenfields Water County Council, at full cost to the applicant.


_____________________________________________________________________________________________________________________________________________________________ Page 12

17. Services: All services shall be underground including electricity, apart from road illumination

lamps, and all services shall be installed where appropriate in a common trench with the works as executed drawings being provided for Council as a permanent record of the installations.

Reason: To ensure the utility services are protected and satisfactory for the residential amenity.

18. Services Consent: The proponent shall obtain consent from the appropriate supply authority relating to water, electricity, gas and telephone. All works in the provision of services is required is to be completed by the proponent in accordance with the consent authority conditions. Reason: To ensure utility services are protected and satisfactory for the proposed development.

19. Underground Services: The applicant shall obtain advice from any relevant consent authority

as to the location of any underground services which may be in the vicinity. Reason: To ensure the utility services are protected and satisfactory for the proposed development.

20. Power Supply: Power is to be available to each allotment by payment of a standard

connection fee to Country Energy. Documentary evidence that arrangements have been made with Country Energy is to be submitted to Council prior to the release of the survey plan.

Reason: To ensure services are available to the proposed development.

21. Telephone: Connection to telephone mains is to be available to each allotment by payment

of the standard connection fee to the Supply Authority. Documentary evidence that arrangements have been made with the Supply Authority is to be submitted to Council prior to the release of the survey plan.


22. Water Provision: Potable water is to be available to each allotment by payment of a standard

connection fee to the Supply Authority. Documentary evidence that arrangements have been made with Goldenfields Water County Council for the supply of water to the subdivision is to be submitted to Council prior to the release of the survey plan.


23. Gas Provision: Natural gas is to be available to each allotment by payment of a standard

connection fee to the Supply Authority. Documentary evidence that arrangements have been made with AGL for the supply of gas to the subdivision is to be submitted to Council prior to the release of the survey plan.


24. Sewer Services: Council sewer is to be available to each allotment by payment of a standard

connection fee to the Supply Authority. Documentary evidence that arrangements have been made with Junee Shire Council for the supply of sewer to the subdivision is to be submitted to Council prior to the release of the survey plan.

Reason: To ensure the services are available to the proposed development.

_____________________________________________________________________________________________________________________________________________________________ Page 13

25. Sewer Mains Extension: The sewer main is to be extended at the applicant’s expense to

service all allotments. A suitable design for the extension requires Council approval prior to commencement of work. The sewer main is to be designed and sized to take into account potential loadings of future residential development of the adjacent residential land.

Reason: To ensure the services are available to the proposed development.

26. Footpath / Cycleway: The construction of a 2 metre wide 125 mm thick concrete footpath /

cycle way along the northern side of the proposed extension of John Potts Drive for the length of the development and linking with Junee Shire Councils existing footpath / cycle way, in accordance with Junee Shire Guidelines for Engineering Works.


27. Availability of Services: In accordance with s.109J(1)(e) of the Environmental Planning &

Assessment Act, the applicant shall obtain a certificate of compliance from the water supply authority with respect to the subdivision of the land. Reason: The legal obligations of Council to administer the Environmental Planning & Assessment Act.

28. Electricity Availability: The applicant shall obtain a Certificate of Compliance from the electricity authority with respect to the subdivision of the land. You should contact the Planning Co-ordinator at Essential Energy for assistance. Reason: To ensure that utility providers have the opportunity to comment on requirements that they may have with respect to the division of the land.

29. Service Notification: The developer is to submit written confirmation to Council that Goldenfields Water County Council, Telstra, AGL and Essential Energy have been advised of the approved subdivision. If an alternative source for electricity is to be used, e.g. Solar power, written confirmation from the supplier is to be submitted.

Reason: To reflect the relevant considerations required under the provisions of Section 79C (1) of the Environmental Planning and Assessment Act 1979 and Associated Guidelines, and to ensure the health and safety of persons accessing the site, and persons using public roads.

30. Heritage: If any relics or artefacts are unearthed during any construction work, all work is to cease and the National Parks and Wildlife Service is to be contacted. Work is not to recommence without their consent.

Reason: To ensure that the relevance of any relics or artefacts are investigated reflecting the relevant considerations required under the provisions of Section 79C (1) of the Environmental Planning and Assessment Act 1979, and the associated Guidelines.

31. Dedication Of Road Widening: The dedication as public road of that part of the subject land

so indicated on the approved plans. Reason: Statutory requirement and Public interest.

32. The development is to be accessed by an extension of John Potts Drive across lot 72 in DP1132616, which is land owned by Junee Shire Council. The proponent is to acquire this portion of lot 72 in DP1132616 and dedicate it as public road. The dedication of this section

_____________________________________________________________________________________________________________________________________________________________ Page 14

of lot 72 in DP1132616 as public road is to be at full cost to the proponent, at an appropriate rate which reflects the value of the land and any costs incurred by the Council.


33. Subdivision Plan Release – Other Authorities: The requirements of other public utility

authorities shall be satisfied prior to Council releasing the Subdivision Certificate. Reason: To ensure that the requirements of public authorities are met prior to work commencing. NOTE: Environmental Planning and Assessment Regulation 2000 Division 8A Prescribed conditions of development consent form part of this approval as Schedule B (refer to following pages).

_____________________________________________________________________________________________________________________________________________________________ Page 15

DA 2017/9 - SCHEDULE B Environmental Planning and Assessment Regulation 2000 Division 8A Prescribed conditions of development consent 98 Compliance with Building Code of Australia and insurance requirements under the Home Building Act 1989 (cf clauses 78 and 78A of EP&A Regulation 1994) (1) For the purposes of section 80A (11) of the Act, the following conditions are prescribed in

relation to development consent for development that involves any building work:

(a) that the work must be carried out in accordance with the requirements of the Building Code of Australia,

(b) in the case of residential building work for which the Home Building Act 1989 requires there to be a contract of insurance in force in accordance with Part 6 of that Act, that such a contract of insurance is in force before any building work authorised to be carried out by the consent commences.

(1A) For the purposes of section 80A (11) of the Act, it is prescribed as a condition of a

development consent for a temporary structure that is used as an entertainment venue, that the temporary structure must comply with Part B1 and NSW Part H102 of Volume One of the Building Code of Australia.

(2) This clause does not apply:

(a) to the extent to which an exemption is in force under clause 187 or 188, subject to the terms of any condition or requirement referred to in clause 187 (6) or 188 (4), or

(b) to the erection of a temporary building, other than a temporary structure to which subclause (1A) applies.

(3) In this clause, a reference to the Building Code of Australia is a reference to that Code as in

force on the date the application is made for the relevant:

(a) development consent, in the case of a temporary structure that is an entertainment venue, or

(b) construction certificate, in every other case. Note. There are no relevant provisions in the Building Code of Australia in respect of temporary structures that are not entertainment venues. 98A Erection of signs (1) For the purposes of section 80A (11) of the Act, the requirements of subclauses (2) and (3)

are prescribed as conditions of a development consent for development that involves any building work, subdivision work or demolition work.

(2) A sign must be erected in a prominent position on any site on which building work,

subdivision work or demolition work is being carried out:

(a) showing the name, address and telephone number of the principal certifying authority for the work, and

http://www.legislation.nsw.gov.au/xref/inforce/?xref=Type%3Dact%20AND%20Year%3D1989%20AND%20no%3D147&nohits=y


_____________________________________________________________________________________________________________________________________________________________ Page 16

(b) showing the name of the principal contractor (if any) for any building work and a telephone number on which that person may be contacted outside working hours, and

(c) stating that unauthorised entry to the work site is prohibited.

(3) Any such sign is to be maintained while the building work, subdivision work or demolition

work is being carried out, but must be removed when the work has been completed. (4) This clause does not apply in relation to building work, subdivision work or demolition work

that is carried out inside an existing building that does not affect the external walls of the building.

(5) This clause does not apply in relation to Crown building work that is certified, in accordance

with section 109R of the Act, to comply with the technical provisions of the State’s building laws.

(6) This clause applies to a development consent granted before 1 July 2004 only if the building

work, subdivision work or demolition work involved had not been commenced by that date. Note. Principal certifying authorities and principal contractors must also ensure that signs required by this clause are erected and maintained (see clause 227A which currently imposes a maximum penalty of $1,100). 98B Notification of Home Building Act 1989 requirements (1) For the purposes of section 80A (11) of the Act, the requirements of this clause are

prescribed as conditions of a development consent for development that involves any residential building work within the meaning of the Home Building Act 1989.

(2) Residential building work within the meaning of the Home Building Act 1989 must not be

carried out unless the principal certifying authority for the development to which the work relates (not being the council) has given the council written notice of the following information:

(a) in the case of work for which a principal contractor is required to be appointed:

(i) the name and licence number of the principal contractor, and (ii) the name of the insurer by which the work is insured under Part 6 of that Act,

(b) in the case of work to be done by an owner-builder: (i) the name of the owner-builder, and (ii) if the owner-builder is required to hold an owner-builder permit under that Act,

the number of the owner-builder permit.

(3) If arrangements for doing the residential building work are changed while the work is in progress so that the information notified under subclause (2) becomes out of date, further work must not be carried out unless the principal certifying authority for the development to which the work relates (not being the council) has given the council written notice of the updated information.

(4) This clause does not apply in relation to Crown building work that is certified, in accordance

with section 109R of the Act, to comply with the technical provisions of the State’s building laws.




_____________________________________________________________________________________________________________________________________________________________ Page 17

ADVISORY NOTE (a) Dial Before You Dig

Underground assets may exist in the area that is subject to your application. In the interests of health and safety and in order to protect damage to third party assets please contact Dial Before You Dig at www.1100.com.au or telephone 1100 before excavating or erecting structures (This is the law in NSW). If alterations are required to the configuration, size, form or design of the development upon contacting the Dial Before You Dig service, an amendment to the development consent (or a new development application) may be necessary. Individuals owe asset owners a duty of care that must be observed when working in the vicinity of plant or assets. It is the individual’s responsibility to anticipate and request the nominal location of plant or assets on the relevant property via contacting the Dial Before You Dig service in advance of any construction or planning activities.

(b) Telecommunications Act 1997 (Commonwealth) Telstra (and its authorised contractors) are the only companies that are permitted to

conduct works on Telstra’s network and assets. Any person interfering with a facility or installation owned by Telstra is committing an offence under the Criminal Code Act 1995 (Cth) and is liable for prosecution. Furthermore, damage to Telstra’s infrastructure may result in interruption to the provision of essential services and significant costs. If you are aware of any works or proposed works which may affect or impact on Telstra’s assets in any way, you are required to contact: Telstra’s Network Integrity Team by phoning 1800 810 443.

(c) If the development is likely to disturb or impact upon telecommunications infrastructure, written confirmation from the service provider that they have agreed to the proposed works must be submitted to the Principal Certifying authority prior to the issue of a Construction Certificate or any works commencing, whichever occurs first.

The arrangements and costs associated with any adjustment to telecommunications infrastructure shall be borne in full by the applicant/developer.

Reason: To prevent the possible damage to telecommunications infrastructure.

http://www.1100.com.au/

JUNEE SHIRE COUNCIL · The Council resolved at the December 2016 Ordinary meeting to proceed with...

Documents

Transcript of JUNEE SHIRE COUNCIL · The Council resolved at the December 2016 Ordinary meeting to proceed with...