Title: Infrastructure Asset Renewal Type: · PDF fileTitle: Infrastructure Asset Renewal Type:...

Responsible Officer: John Canny Manager Infrastructure Assets April 2016 TRIM Reference:16/15803

Title: Infrastructure Asset Renewal

Type: Council

Adopted: "[Insert Date]"

File No: 16/15803

Attachments:

1. Purpose To set out Council’s commitment to undertake asset renewal in a manner that provides a Level of Service (LoS) appropriate to individual communities. 2. Rationale Council faces a unique set of circumstances arising from the gifting of $33millon of new or enhanced assets following the 2009 Bushfires. The ongoing cost to renew these assets is significant. In many cases these assets are in excess of those normally required and funded for communities of the sizes in which these assets are located. As a result the future renewal obligation is in excess of what should reasonably be expected from the community. Council’s adopted policy principle is to reduce the commitment to funding renewal to an appropriate level rather than the 100% currently projecting in Council’s Asset Management Plans. This will assist markedly in reducing the financial pressure currently faced. 3. Scope This policy applies to infrastructure assets owned by Council where Council has the responsibility for renewal. 4. Definitions LEVEL OF SERVICE The defined service quality for a particular activity or service area against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental acceptability and cost. SERVICE PLAN A document that provides an outline of the services that Council provides. A service plan should aim to meet the current and future needs of the community, and provide a framework that will guide service development, facility and asset planning. SERVICE POTENTIAL The output or service capacity of an asset. Decline in service potential is usually a function of usage or time. RENEWAL Expenditure to replace existing assets or facilities with assets or facilities of equivalent capacity or performance capacity. LIFECYCLE COST The total cost of an asset throughout its life including planning, design, construction, acquisition, maintenance, operation, and rehabilitation and disposal costs.

Attachment 6.2

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Ordinary Meeting of Council22 June 2016

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http://www.lgam.info/facility-planning


5. Policy GUIDING PRINCIPLES

Assets will provide services to the community in alignment with the goals and objectives of the

Council Plan.

Council will engage with the community when determining the LoS

Council will determine appropriate LoS

Renewal expenditure for assets providing a LoS determined by Council to be higher than

required will be reduced to the appropriate level.

Assets that do not provide, or are not required to provide, a minimum LoS or are beyond

Council’s financial capacity to maintain will not be renewed.

Asset will be renewed in a cost effective manner to maintain the service they are required to

provide.

The determined LoS will be provided at the lowest long term cost to the community within the

limit of any fiscal restraints that may be imposed by Council.

LEVEL OF SERVICE The Council exists principally to supply services that meet the needs of the community. Which services are provided, and how they are provided is influenced by the LoS desired by the community and their willingness to pay for that service. The International Infrastructure Management Manual – 2015, describes the first of the key elements of infrastructure asset management as ‘providing a defined level of service and monitoring performance’. A Service Plan (SP) will determine the extent to which assets are required and subsequently the level to which they are renewed. SP will be prepared by the General Manager or Manager requiring the asset for the delivery of the service and will aim to meet the current and future service needs of the community. Service plans should consider:

the priorities determined by Council having regard for available funding, capital works evaluation systems and other factors as Council see fit

community engagement and expectations

service potential

lifecycle costs

current and anticipated use of the asset over the planning timeframe

the requirement to attract and cater for tourist /visitors to the area

attracting or supporting business

the location of the asset and possible alternatives that can provide the required service

Attachment 6.2

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legislation and statutory requirements

design standards and codes of practice

use of non-asset solutions to meet service demands. Where it is determined in a SP that the level of service currently being provided by an asset is beyond that required, Council officers will:

determine the appropriate renewal profile to match the required service level where the

renewal profile does not increase lifecycle costs and results in reduced renewal expenditure

ensure that the renewal profile does not incur unacceptable risk to Council

determine if alternatives are available for the service delivery

decommission the asset if the asset is no longer required

if appropriate, dispose of the asset in accordance with Council’s Asset Disposal Policy.

In a number of cases assets providing a LoS higher than that determined to be appropriate by the SP may be fully renewed because the asset is subject to:

a preservation order,

a planning historic precinct overlay

specific statuary requirements

being part of the cultural history and identity of the Shire,

or for any other reason as determined by Council

Assets may also be renewed following natural disasters. Grant funding may be provided in such cases, however the requirement for replacement, upgrade or expansion is to be considered along with Lifecycle Costs in these instances.

6. Supporting Documents This policy may link to various other Council and external documents. Specifically, this policy is to be read in conjunction with the following documents:

Local Government Act 1989

Road Management Act 2004

Asset Management Policy

Asset Disposal Policy

Asset Management Strategy Asset Management Plans

Road Management Plan

Long Term Financial Plan

Strategic Resource Plan

7. Council Plan The strategic objective in the Council Plan 2013-2017 for Financial Sustainability is that “we will administer sound financial management practices” and “we will apply a whole of lifeapproach to the management and maintenance of Council’s assets”

Attachment 6.2

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There is an annual action under Goals – “Our Environment” to manage and renew our existing infrastructure assets in a responsible manner 8. Management and Review This Policy will be implemented by the Manager of Infrastructure Assets and monitored by the General Manager of Infrastructure Services and Development The Policy will be reviewed by the Manager Infrastructure Assets May 2019 9. Consultation Consultation on this policy has included discussion with Executive and Senior Management 10. Human Rights Charter This policy has been developed with consideration of the requirements under the Charter of Human Rights and Responsibilities.

Attachment 6.2

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Summary Community Grants March 2016 – May 2016

No Org/Club Project Name/Brief Description Grant Type Project Value Amount Requested

Amount Allocated

Previous Grant?

Comments

1 Alexandra Combined Probus Club

To provide a portable public address system to be used at regular meetings, to ensure some members who are very hard of hearing can hear and partake in the general business of the meetings.

Community Grant

$495.00 $395.00 $395.00 No Supported, grant has been provided as it is under $1000 and can be determined by the Assessment panel.

2 Alexandra Community Christmas Tree Festival

Support to purchase electrical safety equipment and replenish decorations stock.

Community Grant

10,350.00 $3,000.00 $2,000 No Supported to the value of $2,000. The group has also been supported with a reduction of hire fees of the Shire Hall.

3 Life Saving Victoria Sink or Swim – youth aquatic safety program for the Murrindindi Shire

Community Grant

$7,730.00 $3,105.00 0 No Further information has been requested regarding project scope. The group will be invited to resubmit in the next round.

4 Alexandra Brass Band

Lifting Our Image – improving the bands presentation with new music stands and uniforms.

Community Grant

$1,790.00 $1,400.00 $1,400.00 No Supported.

5 Bandemonium – Alexandra Secondary Collage Band

Tasmania Tour – In conjunction with Euroa SC, Shepparton High and Wanganui Park SC, we are planning to undertake a 6 day tour of Tasmania.

Community Grant

$18,460.00 $4,000.00 $3,000 No Supported to the value of $3,000. Alexandra Secondary College has contributed significant in kind resources to the project but no cash contribution as the camp is additional to the budgeted camps program.

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Attachment 6.3Ordinary Meeting of Council22 June 2016

Murrindindi Shire Council Policy Enterprise Risk Management Policy

Responsible Officer: Procurement and Risk Coordinator June 2016 TRIM Reference: 16/15912

Title: Enterprise Risk Management Policy

Type: Council

Adopted: June 2016

File No: SF/103

Attachments: Nil

1. Purpose The purpose of this policy is to promote an integrated, holistic and common approach to risk management across Council so that the risks affecting the achievement of Council objectives are identified, assessed and treated to an acceptable level. 2. Rationale The Councillors, executives, managers and employees of Murrindindi Shire Council are committed to: - Maximising our capacity to achieve our strategic goals for the community by integrating risk

management into corporate and business planning processes and our day to day operations. - Creating an environment where all Council employees share responsibility for managing risk (by

developing and maintaining a strong risk management culture) - Behaving as a responsible corporate citizen protecting employees, clients, contractors, visitors

and the general public from injury and unnecessary loss or damage. 3. Scope The policy covers strategic and operational risk and its application is comprehensive, covering every employee of the organisation, councillors and contractors. 4. Definitions

Reference Term Definition

Enterprise risk management Framework

Includes the methods and processes used by Council to manage risks and seize opportunities related to the achievement of its objectives.

Operational risk Risks associated with the delivery of services and the day to day business activities of Council including the effectiveness and efficiency of its operations.

Risk Owner The Risk Owner is responsible for monitoring the risks assigned to them, updating the risk register as required and implementing assigned treatments.

Strategic risk Strategic risks are risks that could affect the achievement of Council’s vision or strategic objectives

Strategic Risk Criteria A risk will be categorised as strategic if it relates directly to the achievement of the Council Vision 2030 or Council Plan Goal or Objective and:

- Represents a significant reputational risk

- Involves a budget or financial viability risk that can’t be managed within a department and necessitates a whole of Council response

- May lead to a serious impediment to working in accordance with

Attachment 6.5a

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Council’s values of Respect, Integrity, Accountability, Innovation and Service Excellence.

- Involves a serious impediment to the achievement of a public commitment or Council Plan Objective which has a residual risk rating of high or above.

Risk The effect of uncertainty on objectives

Risk appetite The amount and type of risk an organisation is prepared to pursue or take.

5. Policy 5.1. Enterprise Risk Management Principles Council’s enterprise risk management framework will:

- Create and protect value by incorporating risk into governance and decision making processes and ensuring potential negative consequences are managed and opportunities capitalised upon

- Incorporate risk into normal work practices and embed it as part of our corporate culture

- Ensure decision making and planning processes integrate risk management

- Be systematic, structured and timely and tailored to the needs of Council

- Be consistent in the way risks are identified, assessed, rated, monitored and reported

- Be dynamic, iterative and responsive to improvement

- Facilitate continual improvement and build organisational capacity.

5.2. Organisational Culture Council is committed to an organisational culture that promotes and facilitates the proactive use of the Enterprise Risk Management Framework. Council recognises that this culture is integral to the successful integration of risk management, business planning, operations and service delivery. Council is committed to developing a positive risk culture where:

- The executive commitment is widely understood by all

- Risk management is seen as an important discipline and management tool

- A positive attitude to risk management is modelled by the executive and line managers

- There is a clear expectation that risk management is an integral part of the day to day decision making and activities

- Decisions are made with full knowledge of uncertainties and possible consequences

- Risk management is a collaborative process where people are free to challenge issues

- Risk management is the shared responsibility of all staff and where staff are supported to identify, raise and increase awareness of risks.

5.3. Roles and Responsibilities Council is responsible for ensuring that Council has a Risk Management Policy which is well communicated throughout the council and reviewed annually. The Audit Advisory Committee is responsible for reviewing the risk management framework and assessing its capability to identify, address and manage risks throughout the organisation. The Audit Advisory Committee also reviews and provides advice on the strategic risk exposure of Council.

Attachment 6.5a

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The Chief Executive Officer and General Managers are accountable for the implementation and maintenance of risk management policies and processes across the organisation. Under delegation from the Chief Executive Officer

- All employees are responsible for applying risk management practices in their area of work

- Risk owners are responsible for reviewing and updating their allocated risks

- Managers are accountable for implementing risk management practices in their area of responsibility. This includes ensuring that risks are identified, managed, reviewed and updated regularly

- The Executive Risk Management Committee is responsible for developing Council’s risk management framework and reviewing its effectiveness and monitoring Council’s risk exposure

- The Procurement and Risk Coordinator is responsible for monitoring the implementation of the risk management framework including training and awareness raising across the organisation.

5.2.1. Risk Appetite Statement As a public authority, Council has a relatively conservative appetite for risk and risks with a residual rating of Extreme will not be tolerated in any form. In addition, Council has no appetite for risks which will:

- Have a significant negative impact on Council’s long-term financial sustainability

- Result in major breaches of legislative requirements and/or significant successful legal claims against the Council

- Compromise the safety and welfare of staff, contractors and/or members of the community

- Cause significant and irreparable damage to the environment

- Result in major disruption to the delivery of key Council services

- Result in serious and ongoing damage to the Council’s reputation

- Result in significant loss of key assets and infrastructure.

5.2.2. Risk management, monitoring and performance reporting Council will maintain a risk register for all known risks affecting Council grouped by reference to the following categories: governance, planning and regulation, financial management, service delivery, asset management, business systems and processes and human resources. Risks will be identified as either strategic or operational and assessed as Extreme, High, Moderate or Low based on consequence and likelihood. The Executive Risk Management Committee (ERMC) will be responsible for managing strategic risks in consultation with subject matter experts, where required. The ERMC will report to the Executive Management Team quarterly on strategic risks, the effectiveness of controls and the implementation status of additional treatments. The ERMC will report strategic risks with a high residual risk rating to the Audit Advisory Committee biannually and Council annually. The General Managers will have ultimate responsibility for ensuring that operational risks within their areas of responsibility are managed and monitored to ensure that controls are effective. The General Managers will be responsible for escalating operational risks for management by the ERMC if they meet the strategic risk criteria. Business Units will be required to review risks as part of the annual business planning process. Risk controls and treatment plans will be embedded in business plans, where relevant, and assigned to individuals to implement. All risks with a residual rating of high will be considered a priority to address in terms of the allocation of resources through the annual business planning and budget process.

Attachment 6.5a

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6. Related Policies, Strategies and Legislation

Council Plan 2013-17

Council policies

Council’s Risk Management Framework

AS/NZS ISO 3100:2009 – Risk management principles and guidelines

Local Government Act 2009 7. Council Plan This policy is linked to the Council Plan Goal to provide strategic leadership and effective governance that supports the aspirations of our community. 8. Management and Review The Enterprise Risk Management Policy will be reviewed annually by Council. 9. Consultation Nil 10. Human Rights Charter This policy has been developed with consideration of the requirements under the Charter of Human Rights and Responsibilities.

Attachment 6.5a

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Murrindindi Shire Council Policy

Occupational Health and Safety

Responsible Officer: OHS Coordinator "[Insert Date Approved / Adopted]" TRIM Reference:15/2907

Title: Occupational Health and Safety

Type: Council

Adopted: "[Insert Date]"

File No: SF 103

Attachments: Nil

1. Purpose Murrindindi Shire Council is committed to ensuring the health, safety and well-being of employees, councillors, contractors, volunteers and the general public by providing a safe workplace, eliminating hazards that could result in injury or disease and implementing initiatives to improve employee welfare. 2. Rationale Council has a moral and legal responsibility to provide a safe and healthy work environment. Morally, Council accepts that no one should have their health, safety or welfare compromised as a result of operating within our environment and is committed to eliminating foreseeable risks to this. Legally, Council also recognises its accountability under the Occupational Health and Safety Act to provide and maintain, so far as reasonably practicable, a working environment that is safe and without risks to health and safety. 3. Scope This policy applies to all councillors, employees, committees, and volunteers engaged in Council business. Contractors are required to comply with the standards established in this policy. The general public and visitors are covered in the scope of this policy (where applicable). 4. Definitions

Reference Term Definition

Work For the purpose of this policy, work includes activities under direction or control of Council in a variety of work relationships and workplaces that contribute to the business of Council.

Workplace A workplace is a place where work is carried out for a business or undertaking and includes any place where a worker goes, or is likely to be, while at work.

5. Policy Council aims to achieve a safe work environment that eliminates unsafe work practices and conditions from the workplace. 5.1. Council will maintain an integrated OH&S Management System by:

5.1.1. Implementing and systematically reviewing Council’s Occupational Health and Safety Management System.

5.1.2. Monitoring and complying with OH&S legislation, regulations and relevant standards

5.1.3. Ensuring that Council’s services are provided in compliance with all relevant acts (particularly the OHS Act 2004), regulations, standards and codes of practice.

5.1.4. Using a proactive approach to identify, control and eliminate and/or manage hazards from Council workplaces and job sites.

5.1.5. Ensuring all incidents, injuries, hazards and near misses are reported and investigated and using these reports as a learning tool to prevent similar incidents from occurring.

Attachment 6.5b

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5.1.6. Endorsing and supporting the Risk Management Program through consultation and communication at all levels.

5.1.7. Consulting with employees to enhance the effectiveness of the OH&S Management System

5.1.8. Maintaining an active Occupational Health & Safety Committee to monitor and implement OH&S and other risk requirements.

5.2. Council will ensure all councillors, employees, contractors, and others operating under Council direction have the knowledge and capacity to comply with their obligations by:

5.2.1. Inducting new councillors, employees, contractors and volunteers in their obligations and relevant elements of the OH&S requirements.

5.2.2. Providing information, training, instruction or supervision that is necessary to protect all persons from risks to their health and safety arising from work carried out.

5.2.3. Providing all workers, employees and managers with the tools, training and on the job experience required to create a safer work environment.

5.2.4. Ensuring that remedial actions identified as a result of incident investigations are adopted and communicated to prevent recurrence.

5.2.5. Ensuring that all employees, contractors or volunteers working off-site have a means of communication (e.g. mobile phones).

5.2.6. Ensuring that all staff have access to and take leave (annual leave, sick leave and other relevant leave) to support their health and safety and that of others.

5.3. Ensuring all Council facilities, resources and assets comply with OH&S requirements by: 5.3.1. Providing adequate resources including finances, to facilitate our OH&S responsibility.

5.3.2. Ensuring all equipment and facilities used for the provision of Council services are fit for their intended use.

5.3.3. Maintaining and implementing safe systems of work.

5.3.4. Providing and maintaining safe systems for the use, handling, maintenance, storage and transportation of plant equipment and hazardous substances.

5.3.5. Ensuring that councillors, employees, contractors, committees and volunteers are accountable for the safe operation of Council’s assets in their control.

5.3.6. Providing adequate facilities for the welfare of employees and other workers in the conduct of their work, including ensuring access to those facilities.

5.3.7. Monitoring the health of employees and conditions at the workplace for the purpose of preventing illness or injury of workers arising from the conduct of their work.

5.4. Responsibilities

5.4.1. Council will as far as reasonably practicable, provide and maintain a working environment that

is safe and without risk to health. 5.4.2. Management (CEO, General Managers and Managers) are responsible for the

implementation of this policy and the Occupational Health and Safety Management System. Through this implementation, management will ensure that employees are provided with the appropriate training, equipment, supervision and resources to conduct their business in a manner that is safe and without risk.

Attachment 6.5b

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Management will consult with employees in matters relating to health and safety, and respond

to any concerns raised in a timely manner. 5.4.3. Employees (Employed, Contracted and Volunteer) must take reasonable care of their own

health and safety, and ensure that their acts or omissions do not affect the health and safety of those around them.

Employees must also comply with any reasonable instruction given by the management to comply with the relevant legislation and cooperate with any policy or procedure relating to health and safety at the workplace. Where employees identify any issues that may affect the health and safety of themselves or those around them they must notify management and may contribute to developing alternative solutions or controls. Council acknowledges the right of an employee to cease or refuse to carry out work if the employee has a reasonable concern that to carry out that work would expose the employee to a serious risk to the worker’s health and safety.

5.4.4. Other persons at the workplace must take reasonable care for their own health and safety,

ensure that their acts or omissions do not affect the health and safety of those around them and comply with any reasonable instruction given by Council to comply with the relevant legislation.

6. Related Policies, Strategies and Legislation

Occupational Health and Safety Act 2004 Occupational Health and Safety Regulations 2007 AS/NZS 4801:2001 - OH&S Management Systems AS/NZS 4804:2001 - OH&S Management Systems - Guidelines and Principles. A number of Council’s policies and procedures contribute to the maintenance of a safe and healthy workplace. Those that have a direct impact include:

Annual Leave

Asset Management

Code Red and Fire Danger Policy for Employees

Consumption of alcohol and drugs

Councillor Code of conduct

Discipline

Driver Safety

Employee conduct

Equal Employment Opportunity

Health and Well being

Induction

Murrindindi Shire Council Enterprise Agreement

Prevention of Bullying and Occupational Violence

Smoke free Workplace

Ultraviolet Radiation (UV) and Working in Seasonal Heat

Vehicle Usage

Volunteers

Attachment 6.5b

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7. Council Plan This policy supports the Strategic Objective in the Council Plan 2013-17 under Our Council - Staff to “Ensure a health and safe workplace for all staff”. 8. Management and Review The Occupational Health & Safety Committee will monitor the implementation of this policy. The Risk Management Coordinator will review this policy in June 2018. 9. Consultation Policy has been reviewed by the portfolio Councillor and all staff and Management. 10. Human Rights Charter This policy has been developed with consideration of the requirements under the Charter of Human Rights and Responsibilities.

Attachment 6.5b

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16 25562 MEMPC Minutes 19 May 2015.DOCX Page 1 of 4

Municipal Emergency Management Planning Committee Meeting

Minutes

Murrindindi Shire Council – Meeting Room 1 Thursday 19th May 2016 - 3.00pm

28 Perkins Street Alexandra

1. Welcome & Introductions

Cr John Walsh has stepped into the MEMPC Chair role due to Cr Derwent resigning his role as Councillor for Murrindindi Shire Council. Cr Walsh opened the meeting at 3:05 and thanked everyone for their attendance.

2. Present & Apologies:

Present Apologies

Andy Daly – MFPO MSC Alan Russell - VCC

Allan Layton CFA Andrew Paul - LMAR

Chris Price – MEMP EO Gary Fitzgerald - CFA

Craig Velt – Ausnet Services Jeff Bucket - AGL

Greg Paul - VicPol – D.MERC Jo Hunter – Marysville SES

John Canny – Deputy MERO Karin Morgan - DEDJTR

John Newlands - SES Lorina Gray – Yea Hospital

John Steer - DELWP Peter Weeks - SES & UGFM

Jo Wilson- Hawe – Red Cross Rebecca Clark – Alexandra Hospital

Cr John Walsh – MSC – Acting Chair Naomi McNamara – MRM

Mark Hesse – MERC Maurice Woodburn – Ambulance Victoria

Mark Leitinger –MERO, Deputy Chair Peter Bell - CFA

Mick Morely - DELWP Tony Nolan - GVW

Nick Slijkerman – Ambulance Victoria, Acting Alexandra Station Officer

Peter Rice - UGFM

Rob Van Dorsser – CFA Operations Manager

Sally McCarron - DHHS

Visitors

3. Update of MEMPC Membership – Contact List

Please forward any additional changes via email to [email protected]

4. Confirmation of previous minutes

The Minutes of the previous meeting of the Municipal Emergency Management Planning Committee held on Thursday 18th February were confirmed.


mailto:[email protected]


Moved: Andy Daly

Seconded: Sally McCarron

Carried

5. Business arising from previous minutes

Business arising from previous minutes was discussed including the motions and identified actions from the previous meeting.

6. CERA review

The CERA review was completed at the end of the MEMPC meeting so that those that

needed to leave before hand could do so.

John Newlands led the MEMPC through two new risks: ‘Transport Incident – Aircraft’ and

‘Mass Gatherings’. These were analysed and a risk rating was given to each of them

(medium in both cases). The CERA worksheet is attached.

7. Draft Municipal Flood Emergency Plan

Chris Price and John Newlands led a discussion around the draft of the Municipal Flood

Emergency Plan (MFEP) – a joint plan between SES and Murrindindi Shire Council. The

plan is operational in nature and designed to be used in a flood scenario. Currently there

are only detailed flood studies completed in Yea. There are no other flood studies in the

municipality at present. The plan will be presented to the committee for adoption at the

next meeting in August.

8. Community representation models and updated Terms of Reference

Chris Price and Mark Leitinger presented a draft Terms of Reference (ToR) to the

MEMPC. This ToR outlined the proposed community representation model. A number

of edits were proposed and questions raised in regards to the document including:

There are 5 sectors (Community Service Clubs/Groups, Industry/Production,

Business/Retail, Agriculture/Aquaculture/Viticulture, Education/School Camps)

but only 4 suggested new MEMPC positions. Chris explained that

representatives may be from any sector or we may have two representatives

from the same sector. The rules are designed to be flexible dependant on the

type of applicants received during the expression of interest phase.

A call was made to try and not make the role of community representatives too

cumbersome or people may not apply.

Community representatives need to make a valid contribution to emergency

planning and not be tokenistic in their approach.

Mansfield MEMPC was used as an example. They have a corporate risk analyst

as one of their community representatives who is a great addition to the

committee.

Councillors, as elected members, are also representing the community.



Action: Edits to be made to MEMPC Terms of Reference as discussed in the

meeting - To be forwarded out to MEMPC with minutes

Action: The process to include community representatives on the MEMPC is to

be rolled out.

9. Emergency Management Planning Amendment Bill (proposed changes) and

implementation regarding the Emergency Management Act 2013

Chris Price gave a PowerPoint presentation of proposed changes to the Emergency

Management Act 2013. There are a number of proposed changes that will take affect at

the municipal level including:

New self auditing through statements of assurance.

Council “Senior Officer” to be MEMPC chair

MEMO (Municipal Emergency Management Officer) replaces MERO.

Plan to be signed off by agency representatives and presented to Regional

Emergency Committee for final sign off (not Council)

Higher levels of accountability for agency treatments identified in the MEMP.

A number of comments were received from the floor on the proposed changes:

Peter Rice stated that there is a trend towards paid emergency management staff

rather than volunteers being represented on MEMPCs. Peter believes that we

need to ensure continued volunteer involvement into the future. The MEMPC

agreed.

Emergency agencies are all core members but what about critical service

providers (power, water etc). These are supposedly chosen by the new

MEMPCs although there is no guarantee that they will be considered.

Sally McCarron stated that the Regional Emergency Management Planning

Committee (REMPC) currently only meets twice a year. This may cause a

bottleneck with plan reviews but expectations are currently unknown.

John Newlands stated that the plan currently doesn’t meet the before, during and

after criteria outlined in the proposed Act. This may result in the plan requiring

more detailed work.

Mark Leitinger used the example of whole of landscape views of the regional and

municipal plans to highlight the benefits of interrelated planning at the regional

and municipal levels.

John Steer stated that it would be valuable to see some examples of ‘Statements

of Assurance’.

Sally McCarron stated that plan sign off may be an issue – who will sign off on

identified responsibilities in the plan? It will not be as simple as passing the plans

around the table at a meeting as many MEMPC representatives are not

authorised to sign off on agency responsibilities.



10. General Business

Ambulance Victoria Notification

Nick Slijkerman provided a handout to members regarding the importance of

notifying AV of current searches and other critical health information. For a number

of recent lost persons, AV was not informed.

Ausnet Services

Craig Velt (Regional Customer and Communication Manager) discussed the new

Outage tracker for Ausnet power outages. It can be found at:

https://www.outagetracker.com.au

Allan Layton commented that the outage tracker is a great tool and much easier to

use than the previous version.

Peter Rice also mentioned Aussie Outages (http://aussieoutages.com/) as another

potential resource which lists power, telecommunications and other outages.

Craig discussed the 11 “designated areas” in the State that are due for upgrades and

powerline replacement in the near future. 3 of the 11 designated areas are within

Murrindindi Shire (Maps emailed to MEMPC 23/5/16).

11. Confirm remaining meeting

The next MEMPC is on the 25th of August 2016 at 3pm in the Council Main Meeting

Room.

12. Close

Cr Walsh thanked everyone for their attendance and the meeting closed at 5:20pm


https://www.outagetracker.com.au/

http://aussieoutages.com/

Minutes - Murrindindi Environment Advisory Committee File: SF/1078

Date 7 June 2016 Time 1:30-3.30pm Location: Alexandra Chambers, Alexandra

Attendance:

Steve Meacher (Chair), Robert Chaffe, John Coyne, Roger Cook, Judy Watts, Ann Jelinek, Nigel Waterhouse, Mark Leitinger, Zoe Blakeney, Cr. Christine Challen

Apologies: Rita Seethaler, Christine Glassford, Ron Litjens, Cr. John Walsh

Item Description of Issue Time Action Who When

1. Conflict of Interest No Conflict of Interest declared.

1:30pm

No action required. SM

7 June 2016

2.

Previous minutes (SF/1078) Mark reported on previous minutes and actions achieved. Moved: Roger Cook Seconded: Robert Chaffe

1.30pm – 1.35pm

No action required.

ML 7June 2016

3. Matters Arising – previous minutes Resolution proposed by MEAC was considered by Council on 13 April 2016. Resolution was shared with MEAC.

1.35pm -1.50pm

No action required. ML 7 June 2016

4.

Environmental Programs: update on projects and activities. Zoe presented an update to MEAC on the below listed programs and activities. MEAC discussion resulted in a number of different actions to be followed up by Coordinator Environmental Programs (as listed).

1.50pm – 2:15pm

No action required.

ZB 7 June 2016

Historical Offsets Program: UGLN engaged as Project Manager, 11 expression of interests received, desk top assessment undertaken supported by ground truth process. UGLN currently conducting ground truth. UGLN will make a recommendation to Council on the most appropriate sites, and once approved, Council’s environmental programs unit will instigate the process for developing Section 173 agreements. It is possible that the requirement to place the revegetation area on-title may deter some of the interested parties but it is considered a necessary requirement to ensure the program is successful. Members discussed opportunities to re-engage those who may be deterred. Discussions also centred on the possibility of using

No action required.

Page 1 of 5


unused road reserves; however Department of Environment, Land, Water & Planning representatives state that the ‘government does not have an offsetting mechanisms for Crown Land, and in order for these road reserves to meet conditions, they would need to be sold privately or to the Council in order for land tenure to change.’ Ribbons of Remnant Roadsides: Four roadsides have been selected as part of the project, and botanical surveys have been conducted on all four. Night camera’s have been installed and are monitoring fauna movements. UGLN currently working with Council to investigate possibility of upgrading roadside signage to become more interpretative. A second round of funding has become available, and UGLN are investigating the possibility of expanding the project to another four roadsides.

To liaise with UGLN on next funding round

ZB 30 June 2016

Green Army: The team have been working across the Shire in a number of Council’s reserves. Green Army has also assisted the Council in the task of cleaning up the UT Creek, removing woody weeds and revegetating banks. Members commended Council, especially Environment Officer for the progress made in UT Creek to date.

No action required

Victorian Landcare Forum: Council’s Environment Officer, Sue McNair presented on Council and UGLN partnerships. The theme ‘stronger together’. Sue received very good feedback from her presentation.

No action required

Birds in Backyards (Citizen Science Project): Sue McNair has distributed the results of the ‘Birds in Backyards’ project. Birds in Backyards is a research, education and conservation program focusing on the birds that live where people live. It encourages residents to report sightings via surveys. Murrindindi Shire had very good participation and the report presents some interesting findings. Members suggested that the report be made available via Council’s website and Visitor Information Centres. Members also suggested that we revitalise the use of citizen science via Council’s ‘Flora and Fauna Sighting Report’ through the Council’s website.

Load Birds in Backyard Project Report onto Council’s website and distribute copies to the Visitor Information Centres.

SM 30 June 2016

Page 2 of 5


Policy Submissions: The organisation provided comment to the submission process for the state government’s native vegetation clearing regulations review and the release of their Biodiversity 2036 Strategy. Comment was provided to MAV as part of their submission process. MAV led the development of the submissions on behalf of local governments. The organisation also provided comment to the Goulburn Broken Local Government Biodiversity Reference Group’s submission, of which Council is a member of.

Send copies of the submissions to MEAC.

ZB 30 June 2016

5.

Environment Strategy: update and feedback sought Zoe gave a power point presentation to MEAC summarising the work done to date on the development of a new Environment Strategy for Council. MEAC provided the following comment:

When referencing the review of the old strategy, it is important to note that the only actions not completed were those that Council did not have the control over, ie. State Government responsibilities.

Evaluation should focus on what worked and what did not worked, and this should influence the development of a new action plan.

The concept of having a timeframe consistent with the Murrindindi Vision 2030 is supported overall, however it is important that there are mechanisms in place to review the strategic framework to ensure relevance and effectiveness.

The concept of rolling two year action plans against the 2030 Vision is supported.

The articulation of Council’s role should be presented earlier in the document rather than later.

It is important the strategy identifies with the opportunities and that this concept is visible in its vision, goals and objectives.

Explain more about why Council’s strategy is shifting from assets based approach, to the resilience/systems thinking approach.

Members proposed that a workshop is needed to refine the

2.15pm – 3.00pm

Develop a process and agenda for a facilitated workshop for next MEAC meeting to refine the Environment Strategy. Send a copy of the draft discussion paper to MEAC for review.

ZB 2 August 2016

Page 3 of 5


document. Members agreed that the next committee meeting should be utilised for this purpose.

6.

Round Table Update: AJ: Commends Council for endorsing a submission on the Draft National Recovery Plan for Leadbeater’s Possum. AJ suggested Council identifies ways to ensure local weed spraying contractors are supported and provided with an opportunity to tender for roadside weed control.

3.00pm – 3.30pm

Follow up tender training for local contractors.

SM To be included in project plan

2016/17

UGLN: Landcare groups (Merton, Cathedral and Strath Creek) have been involved in activities to improve waterways. UGLN also reported on success of World Environment Day event, at Yea Wetlands, and the development of the ‘Creeklinks’ project (supported by DELWP to assist Landcare groups map works on their waterways). UGLN also exploring partnerships with CEACA for ‘Australian Chemical User Course Permits’ training. UGLN also raised the idea of re-launching the ‘Learning for Landcare Forums’ to encourage greater participation and referred to the Strathbogie model as one to try and copy for Murrindindi.

Follow up on potential for supporting Learning for Landcare Forum where Council can target a specific area of the Shire through ratepayer mail out.

SM 2 August 2016

JC: Through his work assisting a landholder with tree decline on his property has discovered the main cause to be a soil pathogen. Worth sharing to note the reasons for explaining tree decline in other locations.

No action required.

NW: DELWP would like to inform the MEAC that the Flora and Fauna Guarantee Act is currently under review.

Monitor this review for outcomes and/or opportunities for submission.

ZB TBA

Cr. Challen: Reported on Section 86 Buxton Recreation Reserve’s management of ‘Meeting of the Waters’. Formation of a large community group to manage the weed problems in this area. GBCMA has indicated they will provide funding support subject to the community demonstrating its intention to sustain management.

No action required.

RobC: Noted the grader works on the Alexandra Cutting, conducted by VicRoads where no top soil or planting out of batters has occurred. Concerned about the erosion and sediment run-off into nearby catchment areas. Highlighted the importance of incorporating these conditions into tenders to avoid outcomes like this in other projects.

No action required.

Page 4 of 5


Rog C: Noted Clean Up Australia Day activities, and recent fauna surveys led by Kinglake Landcare Group. Update on Indian Mynar Trapping Project, and a ‘Focus on Fauna’ night at the Flowerdale Hall. Raised the issue of roadside spraying by private residents and the need to address this through better education and information.

No action required.

SM: Toolangi Forest Discovery Centre will be re-open by a community committee of management. The Forest Industry Taskforce’s interim statement is due by end of June. The submission process to the Draft National Recovery Plan for the Leadbeater’s Possum received over 3,000 submissions ( much higher than the 500 expected). Students also identified Leadbeater’s Possum in a logging coup, ‘Imperium’ (near Yea Link Road), the Minister has put on hold. Greater Glider has also been elevated to ‘vulnerable’ and is also a species at risk.

No action required.

Next Meeting: 9.8.2016 Location: Yea Time: 1.30pm-3.30pm

Meeting closed: 3.58pm

Page 5 of 5


MINUTES

of the

AUDIT ADVISORY COMMITTEE MEETING

held on

FRIDAY 20 MAY 2016

in the

ALEXANDRA COUNCIL CHAMBERS

commencing at

1.00 pm


Audit Advisory Committee Meeting Minutes - 1 - 20 May 2016

INDEX

1. PRESENT/APOLOGIES ............................................................................................... 2

2. DECLARATIONS OF INTEREST ................................................................................. 2

3. CONFIRMATION OF MINUTES ................................................................................... 2

4. REVIEW OF AND BUSINESS ARISING FROM PREVIOUS MINUTES ....................... 2

5. INTERNAL AUDIT COMMITTEE ANNUAL PLAN ....................................................... 2

5.1 RISK MANAGEMENT .................................................................................................. 3

5.1.1 Review Risk Register .................................................................................................... 3

5.1.1.1 Enterprise Risk Management – Status Update .............................................................. 3

5.2 AUDITS ........................................................................................................................ 5

5.2.1 Review Internal Audit Function Performance ................................................................ 5

5.2.2 Review Internal Audit Reports And Management Responses ....................................... 5

5.2.3 Follow Up Significant Issues Raised By Internal Audit .................................................. 5

5.2.4 Review External Auditors Proposed Scope And Approach ............................................ 5

5.2.5 Consider External Auditors Comments On Control Environment And Management Letters ........................................................................................................................... 6

5.3 FINANCIAL REPORT ................................................................................................... 6

5.3.1 Review Significant Accounting And Reporting Issues ................................................... 6

5.3.1.1 Rates – Receivables And Collections ............................................................................ 6

5.3.2 Review Other Compliance Issues ............................................................................... 10

5.3.3 Review Developments/Changes In Rules, Regulations And Laws Relating Generally To Council's Business Operations .................................................................................... 10

5.3.3.1 Council Election Caretaker Policy ............................................................................... 10

5.3.3.2 Councillor Code of Governance .................................................................................. 11

5.3.4 Review Quarterly Financial Statements ...................................................................... 12

5.3.4.1 Quarterly Financial Report To 31 March 2016 ............................................................. 12

5.4 MANAGEMENT REPORTING .................................................................................... 20

5.4.1 Local Government Performance Reporting Framework............................................... 20

5.5 GENERAL BUSINESS AND FUTURE PLANNING .................................................... 20

5.5.1 Review Scope of Next Audit By Crowe Horwath ......................................................... 20

5.5.2 Review of Previous Audit Actions ................................................................................ 20

5.5.3 Reports And Publications of Interest To Local Government – Paper 10 ...................... 20

6. OTHER REPORTS ..................................................................................................... 20

6.1 Status of Preparation of Annual Budget 2016/2017 ..................................................... 20

7. NEXT MEETING ......................................................................................................... 21


Audit Advisory Committee Meeting Minutes - 2 - 20 May 2016 1. PRESENT/APOLOGIES

Present:

Ian McKaskill (Chair) Michele Sheward Cr Margaret Rae (Mayor) Cr Chris Healy

Apology: Cr John Kennedy Richard Rogerson In Attendance:

Margaret Abbey, CEO Michael Chesworth, General Manager Corporate Services Andrew Bond, Manager Business Services John Gavens, Partner, Crowe Horwath Amanda Vogt, Coordinator Procurement & Risk Management

2. DECLARATIONS OF INTEREST

Nil

3. CONFIRMATION OF MINUTES

Minutes of the Audit Advisory Committee Meeting held 11 February 2016. Officer Recommendation: That the Minutes of the Audit Advisory Committee Meeting held 11 February 2016 be confirmed. RESOLUTION: M Sheward / Cr C Healy That the Minutes of the Audit Advisory Committee Meeting held 10 December 2015 be accepted with an adjustment on page 7, second last paragraph to replace ‘nothing’ with ‘noting’.

CARRIED

4. REVIEW OF AND BUSINESS ARISING FROM PREVIOUS MINUTES

Nil

5. INTERNAL AUDIT COMMITTEE ANNUAL PLAN

REF: 16/2060 Attachment: 2016 Internal Audit Committee Annual Plan (refer attachment 5 – TRIM 16/2060) The Internal Audit Committee Annual Plan is presented for review by the Committee.


Audit Advisory Committee Meeting Minutes - 3 - 20 May 2016 Noted. The Committee suggested changes to the Annual Plan, including provision for a CEO’s report. It was agreed a revised plan incorporating the changes would be circulated to the Committee for review.

5.1 RISK MANAGEMENT

5.1.1 Review Risk Register

5.1.1.1 Enterprise Risk Management – Status Update

REF: SF/1885 Attachment: Enterprise Risk Management Program update (refer Attachment 5.1.1.1a – TRIM

16/22191) Enterprise Risk Policy (Draft) (refer Attachment 5.1.1.1b – TRIM 16/22191) Risk Maturity Report (refer Attachment 5.1.1.1c – TRIM 16/22191)

Strategic Risk Register (refer Attachment 5.1.1.1d – TRIM 16/22191) Purpose: The purpose of this paper is to provide the Audit and Advisory Committee with:

- An update on the Enterprise Risk Management Project for noting - The draft Enterprise Risk Policy for discussion - The risk maturity report for endorsement - Strategic Risk Register for noting

Officer Recommendation: That the committee:

Note the Enterprise Risk Management Program update

Endorse the Draft Enterprise Risk Policy

Endorse the Risk Maturity Paper

Note the Strategic Risk Register Background: In December 2015, the committee noted Council’s approach to responding to the risk management audits undertaken by HLB Mann Judd and Crowe Horwarth and the work program to develop an Enterprise Risk Management Framework. Council Plan/Strategies: This report is consistent with the following Council Plan 2013-2017 Strategic Objectives:

Customer Service: We will deliver quality outcomes by continuing to find better ways of doing things

Financial Sustainability: We will administer sound financial management practices Legal/Policy Issues: Under the Local Government Performance Reporting Framework, Council has a statutory requirement to report on an annual basis whether it has considered six monthly reports on strategic risks concerning the Council’s operations, including their likelihood and consequences of occurring and risk minimisation strategies. Financial/Resources/Risk: This report provides information on the enterprise risk management framework being developed to identify and manage risks to Council’s overall business strategy.


Audit Advisory Committee Meeting Minutes - 4 - 20 May 2016 Discussion: Enterprise Risk Management Program – Status update (Attachment 5.1.1.1a) The Enterprise Risk Management Program noted by the committee in December 2015 is included in Attachment 5.1.1.1a with a status update for each activity. The majority of the work program is now complete. Remaining activities include: - Finalise the Enterprise Risk Management Policy and Guidelines – Consultation on the draft

Policy and Guidelines is currently underway across council. The draft policy is expected to be submitted to Council for approval in June 2016.

- Finalise updated operational risk registers for Corporate and Community Services and Infrastructure and Development.

- Develop a communications plan to support roll-out of the new Enterprise Risk Management Policy and Guidelines. Work to commence shortly.

- Develop the Enterprise Risk Management Performance Monitoring and Improvement Plan – The plan will outline how implementation of the framework will be measured and establish a three year action plan to help build Council’s enterprise risk management capability and capacity. Work to commence shortly.

Enterprise Risk Policy (Draft) (Attachment 5.1.1.1b) The draft Enterprise Risk Management Policy is included in Attachment 5.1.1.1b. The draft policy is consistent with the AS/NZ ISO 3100:2009 – Risk Management principles and guidelines and draws on best practice from other Councils, the Victorian Managed Insurance Authority and the Municipal Association of Victoria. The policy sets Council’s risk management principles, organisational culture, risk appetite, roles and responsibilities and risk reporting framework. Input/comment from the Committee will be sort at the meeting. Risk Maturity Paper (Attachment 5.1.1.1c) Council’s risk maturity has been assessed as “Developing” by Crowe Horwath. This assessment has been verified internally by the Executive Risk Management Committee. The Integrated risk maturity level is recommended as the optimal level for Council over the short to medium. This level of maturity will deliver the following improvements: - A risk framework where Council’s objectives, strategies and initiatives drive the identification

and management of risk across council - Risk identification, assessment and management processes that support business planning

and the setting of future objectives, strategies and initiatives - A risk reporting framework that informs quality risk based decision making - Pro-active and enterprise wide process for managing operational and strategic risks on an

ongoing basis To meet audit requirements, the paper is provided for endorsement by the Committee. Strategic Risk Register (Attachment 5.1.1.1d) The Executive Risk Management Committee and the Executive Management Team have had a number of strategic risk management sessions looking at Council’s identified strategic risks and reviewing risk ratings and treatments. The updated strategic risk register heat map and detailed summary report is included in Attachment 5.1.1.1d for noting. Consultation: Consultation is ongoing through the Executive Risk Management Committee, Executive Management Team and Senior Management Team.


Audit Advisory Committee Meeting Minutes - 5 - 20 May 2016 Conclusion: A significant amount of work has been undertaken to progress development of an Enterprise Risk Management Framework for Council since the project commenced in October 2015. Council is well positioned to implement its new enterprise risk management processes as part of the 2016/17 business planning cycle. RESOLUTION: M Sheward / Cr C Healy That the committee:

Note the Enterprise Risk Management Program update

Note, amend and recommend the Draft Enterprise Risk Policy

Note, amend and recommend Risk Maturity Paper

Note the Strategic Risk Register It was agreed that the Enterprise Risk Management Guidelines be circulated to the Committee for review.

CARRIED

5.2 AUDITS

5.2.1 Review Internal Audit Function Performance

Nil to report.

5.2.2 Review Internal Audit Reports and Management Responses

REF: 16/22945 Attachment: Internal Audit - Depot Operations Audit Final Report (refer attachment 5.2.2 –

TRIM 16/22945) Crowe Horwath will present the Depot Operations Audit Final Report. Noted.

5.2.3 Follow Up Significant Issues Raised By Internal Audit

Nil to report

5.2.4 Review External Auditors Proposed Scope and Approach

REF: 16/10712 Attachment: Audit Strategy for 2016-06-30 (refer attachment 5.2.4 – TRIM 16/10712) The audit strategy from Johnsons MME will be presented by Manager Business Services and is attached for review by the Committee.


Audit Advisory Committee Meeting Minutes - 6 - 20 May 2016 Noted. It was agreed that a time be arranged for the Committee to meet with the external auditors without officers present.

5.2.5 Consider External Auditors Comments on Control Environment and Management Letters

Nil to report.

5.3 FINANCIAL REPORT

5.3.1 Review Significant Accounting and Reporting Issues

5.3.1.1 Rates – Receivables and Collections

Attachment: MCMS – Procedural “Debt Recovery” Flow Chart (refer Attachment 5.3.1.1 - TRIM

16/16284) Background:

Council’s current Rating Strategy was adopted in March 2015 which set the strategic direction for Council’s rating structure over the following five (5) years. Council’s new strategy provides a clearer understanding to the community about Council’s objectives for raising revenue through rates, as well as better defining the parameters that Council will use to collect and manage its rates revenue. This ensures that Council can continue to appropriately and responsibly manage its long term financial obligations in delivering services to the Murrindindi Shire community. Legal/Policy Issues: The Local Government Act 1989 sets out the statutory requirements that Council must comply with when undertaking its rating and valuation processes.

The Local Government Act 1989 (The Act) sets out the objectives for Local Government. Part 8 – Rates and Charges on Rateable Land specifies the legislative guidelines for raising rates revenue, payment of rates and the charging of interest for non payment. A change in legislation in the way interest is calculated and charged came into effect in 2013-14. Previously interest on overdue rates was calculated back to the date the notice was issued, which in most delinquent rates matters accounted for 6 months of interest, ie. the difference between August rates notice issuance and the February annual rates payment date. The change in legislation now only allows the charging of the current year’s rates based on the amount of the instalment(s) due – back to the date of the instalment – being 30 Sept, 30 Nov, 28 Feb & 31 May. Discussion: The underpinning principles of Council’s approach to the management of rates, as outlined in the current rating strategy are as follows:

That rates will continue to be based principally on the valuation of properties that are deemed rateable in accordance with the Act;

That Council will continue to apply a service charge to fully recover the cost of the collection and disposal of garbage;

That Council will continue to apply differential rating against various property classes that considers equity across the community; and



That Council will continue to apply a municipal charge to assist in the funding of the administrative cost of Council in accordance with the Act.

The new rating strategy included the introduction of two new differential rating categories – being Commercial / Industrial properties to be rated at 125% of the general rate, and vacant Developable Land – to be rated at 150% of the general rate. To support the subdivision of vacant land for development purposes, property owners may be eligible for a Subdivided Vacant Land Differential Rate Rebate.

Exemptions from rates apply to Crown land, charitable land, land used for religious purposes, and land used exclusively for mining or forestry. Table (i) below summarises the rate categories and rates levied for the 2015-16 year prior to supplementary rates being added during the year. Table (i) – Rating Structure

Rating Categories CIV No of Rate in Annual Rates/Charges

Note (1) Properties Dollar Charge Raised

$ $ $ General residential 1,575,447,500 5,34836 0.003415 5,380,153 Commercial Note (3) 171,370,000 433 0.0042698

600 731,579

,721 Rural 1 (>=40 ha) Note (2) 1,244,106,000 1,310 0.0025614 3,186,155 Rural 2 (>=4 ha but < 40 ha) 776,573,000 1,623 0.0034153

286 2,651,9974660

Vacant Land Note (4) 123,316,000 817 0.005122 631,625 Municipal Charge 307.00 2,819,7959886 Agreement in lieu of rates 60,90320 Supplementary Rates (estimate)

142,34252,038

Total 3,890,812,500 9,531 15,604,549

1

86,030

Notes:

1. The Capital Improved Value (CIV) base, currently used by Murrindindi Shire Council, is considered to be the best valuation base for Councils to use for the following reasons:

It is the closest approximation to an equitable distribution based on capacity to pay;

It allows the ability to levy a full range of differential rates and therefore provides greater flexibility in achieving an equitable outcome; and

It has wider community acceptance and understanding due to it being applied in the majority of Victorian local governments.

2. The Rural 1 rate is a differential rate, set at a discount of 25% from the General

Rate and this relates to farmers occupying properties greater than or equal to 40 ha. 3. The Commercial rate is a differential rate, set at 125% of the General Rate for all

properties used primarily for Commercial and Industrial purposes and / or properties zoned as commercial and industrial under the planning scheme – which are not deemed to be vacant.

4. The Vacant Land rate is a differential rate, set at 150% of the General Rate for any

land located in Council’s defined residential, commercial, rural living or industrial zones for planning purposes that is currently undeveloped.


Audit Advisory Committee Meeting Minutes - 8 - 20 May 2016 It should be noted that rate revenue for the 2015/16 financial year was determined based on the 1 January 2014 re-valuation. This figure is reviewed and updated every two years in accordance with the Act, with new valuation data to be applied for the upcoming 2016/17 financial year. Supplementary Rates – is growth in the valuation database for new properties constructed within the financial year post the adoption of the Budget. On certification of completion of new building or subdivision/consolidation of existing properties, new valuations are obtained and rate notices are sent out for the additional amount of rates pro-rata from that point in time. Debt Management & Collection Following the issue of rate notices for the current year, rate payers electing to pay by instalment are sent reminder notices, as well as advertising within newspapers when instalments are due. In addition for several weeks prior to 15 February – date for Full Payment of Rates, advertising is also undertaken reminding ratepayers that rates are due. Council allows approximately two (2) weeks post 15 February – for receipt of rate payments that may be delayed in the mail, electronic payments etc, prior to commencing any formal debt collection processes. The first step taken is a “Rates Final Notice” being sent out by Council advising rates are overdue, and also advising that failure to make full payment or to contact Council within 14 days to explain the failure to pay may result in legal action to recover the full amount outstanding including interest and legal cost without further notice. As with all correspondence regarding rates, the phrase "Should you require extended time for payment of this amount, please do not hesitate to contact the Rates Department" is included in all letters and notices. In most cases this process initiates some contact with Council, resulting in either the payment of the outstanding rates, or contact is established that allows for suitable arrangements (ie. payment plans) to address the outstanding rates. Unfortunately not all rate payers respond, and following a review by Council officers, these properties are forwarded on to Council’s Debt collection Agency – Midstate Credit Management Services (“Midstate”). The first step from Midstate is to issue a letter of demand (Solicitors letter) for the outstanding rates. It is important to note that at this stage if rates are paid – there are currently no legal costs incurred by the recalcitrant ratepayer. It is only after a further 14 days without any response to this second notice of failure to pay, that Council Officers review the file with Midstate prior to providing instruction to issue a formal Complaint. If further debt recovery is required following the steps detailed above, Council’s debt management provider is engaged to solely handle the collection of the monies owed to Council from this point onwards. An important point to note is that at this stage, the ratepayer can only resolve the amount owed to Council through collaboration with Midstate, not through contact with the rates officers of Council. Legal recovery costs are also instituted from this stage in the process, with costs escalating through each stage of the process (complaint, judgement, oral examination, warrant), relative to the amount of time and resource associated with managing each action that requires debt management. As per the attached (Attachment 5.3.1.1) is a copy of Midstate’s procedural “debt Recovery Flow Chart” that details the steps that follow. Once debt recovery has reached complaint stage, timelines that can be achieved for recovery can vary greatly, depending on the response that is received from the debtor. Generally, rates are recovered relatively quickly at this stage as it is confirmed to the debtor the approach that


Audit Advisory Committee Meeting Minutes - 9 - 20 May 2016 Council is taking, and that all additional costs will be borne by them until the full debt is cleared. The table below details the current level of rate debtors as at 31 March 2016.

Rate Debtors (Arrears & Current) as at 31 March 2016 ( excluding FSPL)

Full Payers Instalments TOTAL

Number of Assessments / Ratepayers 5,541 4,072 9,613

% of ratepayers paying by instalment 42% ( 39% in 2014)

Amount of Rates Outstanding 31 March 2016 (4.20% increase from 2015) $4,068,246

Amount of Rates Outstanding 31 March 2015 $3,904,240

Number of Overdue Notices issued

Full payers overdue notices 24/02/16 1,351 $3,491,551

3rd Instalment - overdue 11/03/16 340 $194,571

Number of Ratepayers on arrangements 73

$ Value of Rates - arrangements $160,314

Current ratepayers at Debt Collection - MC Legal ( for debts pre 2015-16)

Demand 38

Complaint 28

Judgement 19

Summons Oral Examination 39

Rent Demand 3

Hold / Arrange / Warrant / Other 9

Total Number of Ratepayers at MC Legal 136 $421,113

Property Debt (2015/16) referred to Debt Collection 31/3/2016 422 $928,556 Council increased the level of debt collection commencing late May 2013, after several years of an easing in pursuit of debt post the February 2009 Bushfires. The increase in level of debt collection has also increased the related legal expenses. However, it should be noted that there is no overall net increase in costs to Council, as all debt collection expenses together with interest are a charge on the property and ultimately collectable, regardless of how long the recovery process takes, or at what stage the debt recovery process is concluded. The table below reconciles the level of rate receivables extracted from Councils’ Annual Reports for the last three financial years, as well as current forecasts for the 2015/16 financial years.



Table (ii) Debt Levels

Extracts from Annual Reports

2013 2014 2015 2016

forecast

Rate Debtors $1,016,154 $1,146,964 $1,259,037 $1,308,358

Garbage & Recycling Debtors $262,165 $255,324 $250,722 $289,775

$1,278,319 $1,402,288 $1,509,759 $1,598,133

% increase in level of debt 28.48% 9.70% 7.66% 5.85%

% collection of current rates levied 98.22% 99.27% 99.41% 99.55%

Revenue from Rates 2013 2014 2015 2016

forecast

Rates & Charges $14,614,858 $15,699,505 $16,867,705 $18,299,635

includes Rates, Municipal Charge, Garbage, Recycling & payment in lieu of rates

This table details an increase in total rate debtors, but this increase is now increasing at a rate below the annual rating increase (5.85%), a strong indication of improved performance in managing the collection of total rate revenue. Noted.

5.3.2 Review Other Compliance Issues

Nil to report. Cr C Healy left the meeting at 2.34 pm and returned at 2.35 pm.

5.3.3 Review Developments/Changes in Rules, Regulations and Laws Relating Generally To Council's Business Operations

5.3.3.1 Council Election Caretaker Policy

REF: 16/11242 Attachment: Council Election Caretaker Policy (refer Attachment 5.3.3.1 - TRIM 16/8573) Background: Council’s Election Caretaker Policy was last reviewed and adopted in June 2012. It is a new requirement under Section 93B of the Local Government Act 1989 that a Council must review and adopt an election caretaker policy prior to 31 March 2016. In accordance with State Government legislation for the 2016 general elections for Victorian Councils the caretaker period covers 32 days, from Wednesday 21 September to Saturday 22 October 2016 (election day). Discussion: The Election Caretaker Policy, detailed at Attachment 5.3.3.1 has been developed and adopted in order to ensure that the elections for Murrindindi Shire Council are conducted in a manner that is fair and equitable and are publicly transparent. It draws upon well-established democratic principles and good governance practices and ensures that there is clarity in processes for everyone.


Audit Advisory Committee Meeting Minutes - 11 - 20 May 2016 The policy governs a wide variety of issues that include: major policy decisions, public consultations processes, use of Council resources, access to information, communication including the content of media releases, content of Council publications and assistance to candidates for the forthcoming elections. The policy particularly highlights the restrictions on Council’s decision making abilities during the caretaker period and the ways that Council can engage and communicate with the community during this period. In the context of this Policy, a ‘major policy’ decision as defined as per section 93A (6) of the Act as any decision:

Relating to the employment or remuneration of a Chief Executive Officer (CEO), other than a decision to appoint an acting CEO;

To terminate the appointment of a CEO;

To enter into a contract the total value of which exceeds circa $150,000; or

To exercise any entrepreneurial powers under section 193 of the Act if the sum of the total investment involved and the total risk exposure assessed in respect of the proposal exceeds circa $150,000.

Council will avoid making significant decisions that affect the municipality and unreasonably bind the incoming Council. Examples of significant decisions of Council include the adoption of any Council strategies, policies that would bind any incoming Council to the outcomes included. Council will also avoid any public consultation processes during the caretaker period unless absolutely critical to facilitate the day to day business of Council. This will include the facilitation of any project reference groups, or advisory committees during the caretaker period. Any such public consultations will avoid express or implicit links to the election. In summary, the policy primarily restricts Murrindindi Shire Council to day-to-day normal business activities for the caretaker period of 32 days prior to the 2016 Council elections. The general election of Councils across Victoria will be held on Saturday 22 October 2016, which means that the election period commences on 21 September 2016. Consultation: Consultation has occurred with other municipalities and Local Government Victoria during development of the Caretaker Policy. The policy is required to be made publically available following adoption. Noted. As was suggested that social media be considered more fully in the policy.

5.3.3.2 Councillor Code of Governance

REF: 16/17365 Attachment: Councillor Code of Governance April 2016 (refer Attachment 5.3.3.2 - TRIM

16/15095) Background: All Councils are required to ‘develop and approve a Code of Conduct for the Council’. The Council must review, and make any necessary amendments to the Code of Conduct within four (4) months after the commencement of section 15 of the Local Government Amendment (Improved Governance) Act 2015 (“the Act”) and then within four (4) months of each Council general election.


Audit Advisory Committee Meeting Minutes - 12 - 20 May 2016 The stated purpose of the Amendment to the Act is to “enhance the governance standards of Councils”.

This Code clearly outlines the responsibilities and behaviours that are to be observed in keeping good faith and trust with fellow councillors, staff and the public. It is important that all Councillors understand and comply with the Code forming part of this Policy. Discussion: The Councillor Code of Conduct has been reviewed in line with the requirements under the Local Government Act 1989 and the Local Government Amendment (Improved Governance) Act 2015. The primary legislative changes that are required to be reflected in the revised policy include the requirements of Council to have and review such a policy and the requirement for all existing and future Councillors to declare in writing that they will abide by the adopted policy. The code also provides more clarity around the responsibility of a Councillor with regard to disclosing or using confidential information and the relevant provisions of the Privacy and Data Protection Act 2014. The revised code also provides further detail defining what constitutes the misuse of position as a Councillor, reflecting the changes to the Act. The code has also been expanded with regard to public communications undertaken by Councillors to reflect Council’s communications policy principles and best practice guidelines recommended by the Municipal Association of Victoria (MAV) and Victorian Local Governance Association (VLGA). The new code also details the revised legislation with regard to internal resolution procedures and enforcement of the Code of Conduct to ensure compliance with the amendment to the Act. Changes have only been made to reflect any alterations in legislation or Council policy principles since the adoption of the previous Councillor Code of Conduct. These include the reflection of the updated Governance Local Law 2, Risk and Safety Policy and Conflict of Interest Policy. Consultation: No external consultation was required in the review of the Code of Conduct. Whilst there is no statutory obligation to consult with the community on the Code of Conduct, there is a requirement that it be made available for public inspection. Noted.

5.3.4 Review Quarterly Financial Statements

5.3.4.1 Quarterly Financial Report To 31 March 2016

REF: 16/17983 FY1-03 Attachment: 2016-05-25 BUS SERV Qtr Report Attachment (refer Attachment 5.3.4.1- TRIM

16/17981) Purpose: The report provides the quarterly financial report for the period ending 31 March 2016. Officer Recommendation: That the Committee notes the Quarterly Financial Report to 31 March 2016.


Audit Advisory Committee Meeting Minutes - 13 - 20 May 2016 Background: Financial governance is important for a Council’s good governance because the consequences of failure can be very significant for a Council. Councillors, sitting as Council, have an overall accountability for the Council’s finances. This comes in two ways. Firstly, the Council is required to prepare and periodically review its long term financial plan. This is called the Strategic Resource Plan and forms part of the Council Plan. Secondly a Council must prepare and adopt the annual budget. The council must also receive regular financial reporting. As a minimum a Council must receive a quarterly financial report which compares actual and budget revenues and expenses. The format of the budget is prepared generally in accordance with both the financial regulations affecting local government and the best practice guide for reporting local government budgets. At the end of the financial year, the draft Annual Financial Statements, comprising the Financial Report, Standard Statements and Performance Statement, are considered by the Audit Committee and presented to Council prior to them being submitted to the Auditor General. It is important that the Annual Budget is framed within the Strategic Resource Plan and contributes to achieving the strategic objectives specified in the Council Plan. To enable the progress of each to be monitored throughout the year, Council receives quarterly reports on the Annual Budget, the Council Plan activities, and the Capital Works Program. Council Plan/Strategies: This report, in relation to the Annual Budget and quarterly financial reporting, is consistent with the Council Plan 2013-17 Our Council theme which has a strategic objective of delivering visible leadership and advocacy for the community backed by a financially strong organisation. A key strategy objective is to administer sound financial management practices. Legal/Policy Issues: The Local Government Act 1989 requires, under section 126, that a Council must prepare a Strategic Resource Plan for a period of four years. The Act also sets out in section 127 that the Council must prepare a budget for each financial year. Then, in section 138, the Act requires that quarterly financial reports must be presented to Council. Financial/Resources/Risk: The financial governance of a Council is an important role for Councillors. The risk of poor financial management can have a significant impact upon the governance of the Council. The financial implications flowing from this quarterly financial review are outlined in this report. Discussion: Annual Council Budget The Council Budget essentially comprises of four components. Firstly it provides a description of the activities and initiatives to be funded in the Annual Budget and how these will contribute to achieving the strategic objectives that are specified in the Council Plan. Secondly, it describes the various influences which have impacted upon the preparation of the annual Budget. These have included such things as Federal and State funding programs, such as Road to Recovery Allocations or costs such as the EPA levies.


Audit Advisory Committee Meeting Minutes - 14 - 20 May 2016 Thirdly, it includes an analysis of the budget including the sources of revenue such as rates, user fees and grants as well as key expenditure categories. Finally it includes an analysis of the cash flow and capital works statements along with the four Budgeted Standard Statements of:

Budgeted Comprehensive Income Statement

Budgeted Balance Sheet ( incorporating Changes in Equity)

Budgeted Statement of Cash Flow

Budgeted Statement of Capital Works These four Standard Statements are replicated in the quarterly financial report that is presented to Council (refer Attachment 5.3.4.1 - Statements A – D). It is important to note that these Standard Statements are based upon public sector financial reporting, the key principle of which is that Council is required to account for the revenue in the year that it is received rather than when it is expended. As capital works projects and grant funded programs often extend over one financial year, then another principle of public sector reporting is that carry forward adjustments need to be made. Quarterly Financial Report to 31 March 2016 These four Statements for the quarter to 31 March 2016 are included in Attachment 5.3.4.1. The table below is a reconciliation between Council’s Adopted Budget and the Revised Budget figures within the enclosed Statements which include carry forward of unexpended projects from 2014-15.

Reconciliation of Budget Adjustments - March 2016 Quarterly Review

Operating Result

Surplus / (Deficit)

Adopted Budget 2015/2016 (1,614,389)

Carry forward adjustments (2,794,973)

Other adjustments / Grant Funding Sept 2015 Report 908,315

September Revised Budget 2015/2016 (3,501,047)

Rates & Charges 79,107

User Fees (81,684)

Grants Recurrent 25,644

Grants - Non Recurrent Operating 12,500

Grants - Non Recurrent Capital - Library Generators 139,900

Contributions - Cash 1,500

Reimbursements (22,375)

Other Revenue (83,128)

Employee Benefits 44,629

Materials & Services - Operating 440,743

Depreciation - amortisation - Landfill Airspace (18,000)

Other expenses 1,141

Proceeds from Sale of Assets (203,045)

Carrying amount of assets sold 213,007

December Revised Budget 2015/2016 (2,951,108)


Audit Advisory Committee Meeting Minutes - 15 - 20 May 2016 The original budget operating deficit has been impacted by carry forward adjustments as detailed as part of the September 2015 Budget Review projecting a ($3.50m) operating deficit for 2015-16. With additional Grant Funding together with revision of all operating and capital budgets for year end 30 June 2016 results, Council’s Revised Budget for 2015-16 is now forecasting a reduced operating deficit of ($2.95m). The 2015-16 operating deficit has however been impacted significantly by $2.1m Grants Commission funding paid in advance in June 2015 as adjusted in the September 2015 Review. It should also be noted that generally Local Government Income Statements report a surplus because the statement includes all of Councils income sources, but does not include all of Councils expenditure as Capital expenditure is reported via a separate Capital works Statement D. Summary of Budget Adjustments All forecast budget adjustments were provided as part of the Quarterly Financial Report to 31 December 2015, which was presented to Council on 24 February 2016. These are also the figures used as forecast for 2015-16 within the Council 2016-17 Draft Budget. The Annual Revised Budget for 30 June 2016 incorporates all adjustments detailed above. Balance Sheet (Statement B) The Balance Sheet – Statement B as at 31 March 2016 shows a favourable variance on Cash & Cash Equivalents of $3.03m which is directly related to the year to date operating surplus variance of $1.40m as presented within the Income Statement and the Property Plant & Equipment variance of $1.50m, which is detailed in table 6 of this report with reference to Statement D Capital Works. The overall Revised Budget position maintains a higher level of cash as at 30 June 2016 of $21.3m which is $1.4m above the Original Adopted 2015/16 Budget of $19.9m. The bulk of this relates to the increased level of Reserves $0.7m plus carry forward of capital projects of $0.3m, with movements detailed in Statement E Reconciliation of Non Discretionary Cash & Reserves. Cash flow Statement (Statement C) The Cashflow statement provides a more holistic picture and reports the important information on Council’s cash inflows and outflows. The overall result is reflected in the Balance Sheet with the Annual Revised Budget for 2015-16 projecting an increase in cash of $1.4m. Major year to date variance show favourable variance of $0.9m on payment to suppliers and favourable variance of $0.5m on payments to employees – details in table 3 below, together with favourable variance $1.6m on capital expenditure – details in table 6 below. As part of Council Quarterly Reviews – an alternative view of the Income Statement – Statement A, has been provided showing Council’s “underlying result” – which is the net surplus or deficit adjusted for capital grants, contribution to capital projects, and other once off adjustments. This is a measure of financial sustainability of a Council as it is not impacted by non recurring or once off items of income or expenditure which can often mask the operating result. Non Discretionary Cash & Council Reserves (Statement E) Included as part of this report is an additional reconciliation flowing from the cash flow statement of Council’s Non Discretionary Cash Flow requirements. This reconciliation lists all Council reserves together with funds held as Deposits or Trust which are required to be refunded, and an


Audit Advisory Committee Meeting Minutes - 16 - 20 May 2016 allowance for provision of employee entitlements – being a nominal amount of 25% of Council Annual Leave Liability and 18.75% of the current Long Service Leave Liability (moving towards 25% by 30 June 2017). This is then offset against the level of projected cash at year end. Operating – Year to Date Review Overall the income statement reflects minimal variances in both operating revenue and operating expenditure, with several projects behind anticipated expenditure budgets. The Year to Date Summary of the Income Statement for the period ending 31 March 2016 is provided in Table 1 as follows: Table 1 – Summary of Income Statement

YTD YTD

Budget Actual Variance

$k $k $k

Revenue 26,805 26,900 95

Expenses 17,346 16,040 1,306

Surplus 9,459 10,860 1,401

The Year To Date (YTD) operating result at 31 March 2016 shows income up by $95k and expenditure down $1,306k generating a larger than expected YTD surplus of $1,401k or 15% better than the year to date budgeted surplus. The key components comprising both Revenue and Expenses variances are summarised by category in Tables 2 and 3 as follows: Table 2 – Key Revenue component variance

Variance

$k

95k Unfavourable to

budget Key Components Type Particulars

44 User Fees Favourable user fees for Waste Landfill $95k offset by unfavourable variance on Aged & Disability ($40k).

(35) Grants - Recurrent

Aged Care Package funding unfavourable – CACP ($28k) & EACH ($6k) – with substantial carry forward from prior year & introduction of Consumer Directed Care creating some initial vacant packages.

129 Contributions – Non

Cash Recognition of footbridge – Mareeba Ave Buxton

(53) Proceeds from Sale

of Assets Carrying value of Marysville Retirement Village units higher that sales value achieved ($51k).


Audit Advisory Committee Meeting Minutes - 17 - 20 May 2016 Table 3 – Key Expense component variance

Variance

$k

1,306 Favourable to

Budget

Key Components: Type Particulars

457 Employee Benefits

Year to date saving across organisation due to vacant positions or in the Community Services area driven by service level demand. Favourable variance relate to;

Community & Children Services $89k

Development Services $72k, and

Infrastructure Operations $265k

853 Materials &

Services

Favourable variance mainly relate to;

Community Services $84k

Development Services $39k,

Infrastructure Assets / Maintenance $263k

Infrastructure Operations $375k, plus

Numerous minor variance spread across programs It should be noted these are year to date variances to budget and not forecast savings as budgets have been revised.

Capital - Year to Date Review As at 31 March 2016, Capital Works is $1,614k below the year to date budget of $4,459k. Statement D, as attached, indicates that across the asset categories, the largest variances are $318k in Buildings, $1,042k in Roads & Paths and $181k in Footpaths & Cycleways. Table 4 – Summary of Capital Works completed (Financial)

Asset Category YTD Budget Actuals Variance Complete to

31/03/16 31/03/16 YTD YTD Budget

$'000 $'000 $'000 %

Land - - - 0%

Buildings 1,411 1,093 318 23%

Plant & Machinery 386 344 42 11%

Roads & Paths 1,600 558 1,042 65%

Bridges 292 280 12 4%

Footpaths and Cycleways 528 346 181 34%

Drainage 57 56 1 2%

Heritage Assets - - - 0%

Furniture & Equipment 104 93 11 11%

Library Bookstock 82 75 7 8%

Works in Progress - - - 0%

Total Capital Works 4,459 2,845 1,614 36%


Audit Advisory Committee Meeting Minutes - 18 - 20 May 2016 Table 5 – Key Capital component variance

Variance

$k

1,614 Favourable to

Budget Key

Components: Type Particulars

318 Buildings

Expenditure on buildings is running slightly ahead of expectations with the major item being

Yea Swimming Pool Upgrade ($29k)

The remaining variations are a combination of minor variations across several projects.

1,042

Roads & Paths

181 Footpaths & Cycleways

Variance relates to lower purchase price on several vehicles that have been changed over.

The overall budget had increased from $7.52m to $12.15m with $3.62m carry forwards from unexpended capital work projects forecast to be completed by 30 June 2015 (reported to Council 26 August 2015) and the inclusion of several new grant funded capital works projects – which were detailed separately as a part of the September Quarterly Review. As part of the December Review for 2015-16, budgets were revised with the inclusion of additional grant funded projects, and any identified savings that are forecast to be achieved by 30 June 2016 position. In addition, projects that will be required to be carried forward for completion in the 2016-17 financial year will be reflected in next year’s budget and have been identified and adjusted accordingly. These adjustments are detailed in Table 6 below.



Table 6 - Revision of 2015-16 Capital Works Program

Capital Works

Budget

Adopted Budget 2015/2016 7,516,619

Capital Works Program 2014-15 End of Year Report 26 Aug 2015

Table 1 - c/fwd with recommendations 375,608

Table 2 - carry forwards - committed works 3,240,017

Recurrent Grants - Capital ( R2R) - additional funding 684,950

Advancing Country Towns - transfer to capital projects 196,603

Yea Community House - Melbourne Water Funds 7,184

Additional Contribution - Eildon Bowling / Marysville Nets 24,750

Reserve Transfer - N&G Assets - 2 new vehicles 99,484

September Revised Budget 2015/2016 12,145,215

Library Generators - Non Recurrent Grant Funding 139,900

Advancing Country Towns - transfer to capital projects 100,000

Rails Trail surface works - transfer from operating 60,000

Library Bookstock - eBooks & magazines - transfer to operating (8,170)

Waste - Taylor bay Compound Upgrade from Reserve 55,000

Waste - Resource Recovery Centre - back to Reserve (85,000)

Marysville Caravan Park - Capital - drainage & floors works 26,035

Savings - not required Apex Park BBQ & Eildon VIC (11,400)

Projects deferred to be carried forward into 2016/17

Yea Shire Hall (27,510)

Leckie Park Pavilion (50,000)

Public Convenience Renewal - Leckie Park (88,563)

Vegetation Projects (101,000)

Flood Levee Buxton (46,800)

Annual Revised Capital Works Budget 2015/2016 12,107,707 Further details by category can be found in Statement D. Consultation: The Local Government Act requires that Councils give public notice of their annual review of the Council Plan (which includes the Strategic Resource Plan) and also its Annual Budget. All submissions received by Council must be considered, in accordance with section 223 of the Act. Conclusion: Awareness by Councillors of general budgeting and reporting requirements will facilitate the preparation of the Annual Budget and Strategic Resource Plan. Operating performance for the March 2016 quarter has been largely in line with the total budget. Council remains in a favourable cash position despite the challenges that it faces. RESOLUTION: M Sheward / Cr C Healy That the Committee receives the Quarterly Financial Report to 31 March 2016.

CARRIED


Audit Advisory Committee Meeting Minutes - 20 - 20 May 2016 5.4 MANAGEMENT REPORTING

5.4.1 Local Government Performance Reporting Framework

Nil to report.

5.5 GENERAL BUSINESS AND FUTURE PLANNING

5.5.1 Review Scope of Next Audit By Crowe Horwath

Once finalised this will be circulated to the Committee. Noted.

5.5.2 Review of Previous Audit Actions

REF: 16/22978 Attachment: Internal audit recommendations - Status of actions April 2016 (refer attachment

5.5.2 – TRIM 16/22978) The General Manager Corporate Community Services will provide a verbal update on the status of internal audit actions as contained in the attachment. Noted.

5.5.3 Reports And Publications of Interest To Local Government – Paper 10

REF: 16/21184 Attachment: Internal Audit – Paper 10 Recent Reports and Publication of Interest – Local

Councils (refer attachment 5.5.3 – TRIM 16/21184) Crowe Horwath will present the report. Noted. The CEO is to report on gifts and donations to the Committee at future meetings.

6. OTHER REPORTS

6.1 Status of Preparation Of Annual Budget 2016/2017

An update on the preparation of Annual Budget for 2016/17 will be provided by the Manager Business Services.

Dates and Timelines

ESC Update

Revised Model

Impact on LTFP and SRP Noted.


Audit Advisory Committee Meeting Minutes - 21 - 20 May 2016 7. NEXT MEETING

It was agreed that a Special Meeting of the Committee be convened to discuss the draft budget 2016/17. The next Ordinary Meeting of the Committee is to be held on Friday 16 September* at 3.00pm in the Alexandra Chambers. * To consider 2015 / 2016 Financial Statements There being no further items of Business, the Chairperson declared the meeting closed at 3.30 pm. CONFIRMED THIS ____________________________ CHAIRPERSON ____________________________


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