BREWARRINA SHIRE COUNCIL · Web viewAccordingly, this document, the 2008/2012 Management Plan of...

Brewarrina Shire Council Management Plan 2008-2012

BREWARRINA SHIRE COUNCIL

MANAGEMENT PLAN

2008-2012

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MAYORMatthew Slack-Smith

DEPUTY MAYORWulf Reichler

COUNCILLORSJenny McLellan AM

Clare KesbyMark BrownRon Mason

Stephen GordonAngus Geddes

John BurkeWayne Neale

MANAGEMENT TEAMGlenda Tasker- General Manager

Suneil Adhikari –Group Manager Engineering ServicesJohn Keenan -Group Manager Community & Corporate Services

Francois Van der Berg -Manager Environmental Health & Building Linda Hutchinson –Finance Manager

Peter Jennings - Works ManagerFran Carter- Manager Tourism & Economic Development

Lisa Marshall – Human Resources Officer

AUDITORSpencer Steer

Level 9 60-70 Elizabeth StSydney NSW 2000

COUNCIL OFFICESCouncil Chambers -57 Bathurst St, Brewarrina

Office Hours 8.30am to 5.00pm Monday to Thursday 8.30am to 4.30pm Friday

Postal Address -PO Box 125 Brewarrina NSW 2839Tel -02 6830 5100Fax-02 6839 2100

E-mail [email protected] –www.breshire.com

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mailto:[email protected]


CONTENTS

EXECUTIVE SUMMARY..................................................................................4Mayor’s Message.....................................................................................................6General Manager's Foreword...................................................................................7

PART 1 STRATEGIC DIRECTION............................................................10Introduction.............................................................................................................10Brewarrina Shire Profile.........................................................................................11Council's Charter....................................................................................................12Statement of Business Ethics.................................................................................13Corporate Governance...........................................................................................17Vision......................................................................................................................19Mission...................................................................................................................19Key Directions........................................................................................................21Organisational Structure.........................................................................................23

PART 2 PRINCIPAL ACTIVITIES, STRATEGIES & PERFORMANCE INDICATORS / ASSESSMENTS................................................25

Summary Of Principal Activities and Objectives....................................................26Services to Be Provided By Council.......................................................................27

1: Administration...............................................................................................282: Public Order and Safety...............................................................................333: Health...........................................................................................................354: Community Service and Education..............................................................375: Housing and Community Amenities.............................................................396: Water Supply Services.................................................................................427: Sewerage Services.......................................................................................438: Recreation and Culture.................................................................................449: Development Services..................................................................................4710: Transport and Communication.....................................................................4911: Economic Relations......................................................................................52

Links to Social & Community Plan 2006/10 and other Council documents............59Human Resource Activities....................................................................................60Equal Employment Opportunity Activities..............................................................63Social and Community Plan...................................................................................64Access and Equity Activities Statement.................................................................66Ecologically Sustainable Development..................................................................67Business or Commercial Activities.........................................................................68Revised 10 Year Plant Replacement Programme..................................................69Proposed Capital Works.........................................................................................71

PART 3 REVENUE POLICY......................................................................73Revenue Policy.......................................................................................................73Rates Ordinary.......................................................................................................75Rates Special.........................................................................................................75Annual Charges......................................................................................................76

Water Charges...................................................................................................76Sewerage Charges.............................................................................................76Waste Management Services.............................................................................77

Statement of Borrowings........................................................................................78Fees & Charges......................................................................................................79

PART 4 ESTIMATES AND FINANCIAL PLANS.......................................89Time Table for presentation of 2008/09 Budget.....................................................902008/09 Budget......................................................................................................91

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EXECUTIVE SUMMARY

In recent years emphasis has been placed on maintenance and renewal of infrastructure, and Councils were strongly urged within the Percy Allen Inquiry to properly fund and maintain their assets and infrastructure. Council recognises that it needs to live within its means and is unable to allocate funds to enable a ‘catch-up’ in its funding for its infrastructure. Nevertheless, it is a priority within this budget for the Council to commence a planned approach to restoring its infrastructure. Priorities have had to be determined with Council and the community and are contained within this Management Plan and associated budget document.

Council's consolidated cash position is reasonable with the General Fund having satisfactory available working funds. Some loan funding will, however, be required. Sewer and Water Funds are also in a healthy position. The Water Fund while reduced by the effects of the implementation of a user pay philosophy through best practice guidelines has stabilized and it is envisaged there will remain increasingly satisfactory levels of funds available for the future.

• GENERAL FUND

The Council is planning to include the full extent of the allowable Ministerial rate increase in this year’s budget (3.2%) which will derive a total general rate income of $738,000 for the 2008/2009 year.

The average general rate for each category of property compared to the 2007/2008 year is as follows:

Category 2007/2008 $ 2008/09 $Residential 141 146Resident Other 63 65Farmland 1998 2076Business 179 186Business Other 91 94

Capital works totalling $2,023,900 for General Funds are included in the Management Plan for 2008/2009 in the General Manager’s Foreword and the Capital Works Program.

Charges for Domestic Waste Management and for other waste management services increased by 3%.

WATER FUND

The 2008/09 year will see a consolidation in the fund position as Council reviews the long term sustainability issues in the provision of water supply.

Water charges will increase by 3% with an anticipated $188,099 should be derived for user charges for water.

Capital works totalling $170,000 for Water Funds are included in the Management Plan for 2008/2009 in the General Manager’s Foreword and the Capital Works Program.

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SEWER FUND

Sewer fund is currently in a sound position with sufficient reserves to fund known future capital works.

It is anticipated that sewer charges will yield $220,303 in 2008/09.

Capital works totalling $85,000 for Sewer Funds are included in the Management Plan for 2008/2009 in the General Manager’s Foreword and the Capital Works Program.

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Mayor’s Message

The framing of the Management Plan has been extremely difficult this year as the Council is acutely aware of the need to increase funding for the maintenance of its assets, while at the same time balancing the needs of the community in areas such as improvements to our road network, provision of services to the community and providing for the future.

I think it is fair to say that the Council is grappling with the financial implications of an aging infrastructure, and a small rate base to draw from to meet these costs as well as providing services to the community. The Council is not alone in this quest as all councils throughout the State have a large deficit in infrastructure funding. What the Council is doing is to undertake a detailed assessment of its assets, and work out a realistic plan and timeframe whereby the Council can address the funding gaps in asset maintenance.

The Council has previously resolved to reduce the number of Councillors on the Council at the September 2008 Council Elections from 12 to 9 and this will be reflected in the governance costs of administering the Council.

The last year has been a difficult one for the Council and Council staff to endure with the Second Public Inquiry into the Council’s performance. The workload connected with the Public Inquiry had an impact on the senior staff’s ability to manage and implement aspects of the previous Management Plan. I am confident that the Council has improved its managerial performance and will establish a realistic timetable for the implementation of recommendations that may emanate from the Second Public Inquiry.

It is proposed to include a specific task within the Management Plan for the implementation of recommendations that are still outstanding from the First Public Inquiry and incorporating any further recommendations that may be imposed on the Council. By incorporating this within the Management Plan the community will be able to monitor the Council’s implementation of the recommendations through regular quarterly reviews of the Management Plan that are presented to the Council.

I encourage residents and members of the community to take the opportunity to read this draft Management Plan and advise the Council if you believe that there are issues that may not be addressed in the Plan.

Finally the Council will be compiling its Strategic Plan over the next year to guide its direction over the next 5-10 years. In completing this task the Council will be seeking comments from the community on a range of issues as well as taking into consideration Guidelines that may be issued by the Department of Local Government, the findings of the Consultant who facilitated the Council in a Strategic Directions Workshop in February 2008, as well as issues that are impacting on the Region.

With best wishes

Matthew Slack-SmithMayor Brewarrina Shire Council

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General Manager's Foreword

Section 402 of the Local Government Act 1993 requires Council to prepare a Management Plan in respect of its Principal Activities for the next three years and outline its revenue policy for the ensuring year.

Accordingly, this document, the 2008/2012 Management Plan of Brewarrina Shire Council, is provided as a summary of what Council plans to do during the coming year with broad proposals for the following three years.

Understand the Management Plan

The Management Plan is divided into four parts:-

Strategic Direction Statement of Principal Activities Statement of Revenue Policy Budget

Strategic Direction identifies Council’s Vision and Mission Statements, and the outcomes considered desirable to achieve The Vision. The following seven (7) strategic issues have been identified:

Road Networks Open Space (including parks and gardens, showground, etc) Water Sewerage Governance (Policies and IT) Economic/Community Development (tourism) Building/Asset Management

Statement of Principal Activities identifies the objectives and performance targets that Council will use to measure its performance.

Statement of Revenue Policy provides details of the way in which Council proposes to raise revenue it requires to provide the various works, services and facilities detailed in the Management Plan. The major (Council controlled) source of revenue is from rates, annual and user charges and these are detailed in this section. Details of fees and charges adopted by Council are also presented in the Revenue Policy section.

The Budget details the inputs and outputs identified to deliver the required outcomes for each function. The methodology used in preparing the 2008/09 budget is similar to that used in previous years where the operational or maintenance section has been compiled using amounts considered necessary to maintain the current level of services. Projected expenditure for operational purposes is contained within the 2008/09 budget working papers. Although depreciation expenses are included as per legislative requirements, those that are not ‘cash backed’ are reversed out resulting in the following Net Operational Results before Capital transactions:-

General Fund 254,948Water Supplies 177,017Sewerage Services 66,395

Net Operating Surplus (before Capital) $ 498,360

Details of Council’s Capital Works contained within the 2008/09 budget working papers show the following budgeted expenditure for each fund:-

General Fund

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Office Equipment/Furniture 10,000IT Equipment 5,000Youth Centre Improvements 10,000TIC Office Equipment 2,000Mapping equipment 25,000 Office Equipment-photocopier 20,000 GIS Mapping 30,000 Plant replacement program 925,000 Library Special Projects 8,000Levee Remedial Works 300,000 Staff Housing 100,000 Bathurst St. Footpath 200,000 House Numbering/Rural Addressing 20,000 Remote Aerodrome Safety Program 268,900 New Tip 50,000 4 Mile Reserve camping facilities 10,000 Barwon Boat ramp facilities 10,000 General Fund Total 2,023,900

Water Supplies

Filomat PreCleaner Filter System 50,000 Strategic & Financial Plan 20,000 Valve Replacement Program 30,000 Mains Replacement Program 30,000 Replace backwash aerator pump 20,000 Fluoridation Program 20,000 Water Fund Total 170,000

Sewerage Services

Total Proposed Capital Works $ 2,789,000

The Key principals adopted when preparing the budget include:-

Council’s objective in preparing the 2008/09 budget was to keep expenditure to a minimum and avoid increases in rates and charges. Given there have been increase in costs across most expenditure items, Council considers it has no other option but to increase rates and some charges in order to maintain a reasonable level of service to ratepayers, residents and visitors. The increase to the general rate has been limited to approximately 3.2%.

To undertake an extensive program of repairs and maintenance on Council owned buildings and facilities, with many requiring considerable work to be completed.

Replace existing essential Plant and Equipment that are ageing and do not justify

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Strategic & Financial Plan 20,000 Treatment Works 35,000 Sewer cleaning equipments 30,000 Sewer Fund Total 85,000


retention as operating units for another year.

Providing increased support to the Tourism and Economic Development activities of Council, through increased staff, including an Economic Development/Grants Officer, and additional tourism staff, as well as increased funding for the promotion of Brewarrina as an attractive tourist destination.

To provide new Rubbish Tip, Dog Pound and Staff Housing as well as essential mapping and printing and other equipment, as well as other facilities and programs in the Shire.

Continued remedial works on the Levee bank.

The recurrent works programs have been generally increased by the value of the CPI, except where known or well-informed estimates have been able to be obtained or calculated.

The wages estimates have been calculated allowing for a 3.2% increase. This allows for scheduled award increase and any possible employee up-grades that may occur.

Waste Charges have been increased by 3.0%.

The Financial Assistance Grant estimate has been increased by 1.5% in this budget over and above the 2007/08 grant. Council is generally advised of the actual grant amount in August of each year and will amend the budget revenue accordingly in the first quarter Budget Review.

Council is proposing to borrow $1,432,975 to fund capital works, including plant replacement. This is one of the largest sums that Council has proposed to borrow in any year, but is considered essential to ensure that the services and facilities in the Shire are maintained and expanded, and the goals of the Council for the Shire achieved.

Water Supply- Brewarrina Shire Council as a water supply authority has an ongoing commitment to water security through its capital works program.

Glenda TaskerGeneral Manager

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PART 1 STRATEGIC DIRECTION

Introduction

Management Plan

The Management Plan is Council's key document that guides the future of the local area. It links social, economic and environmental issues that are relevant to the local community. The document links Council's operational plan with its strategic management direction for achieving sustainable maintenance of community infrastructure and service provision.

The Management Plan is divided into four parts:

1. Strategic Direction This section identifies Council's vision and mission statement, Charter, Statement of Business Ethics and Organisational Chart, as well as a Summary of the Key Directions.

2. Statement of Principal Activities This section identifies activities and performance objectives that are managed on a day to day basis by the various departmental managers. This information is reviewed on a quarterly basis to measure progress made on various issues and projects.

3. Statement of Revenue Policy This section provides details of how Council proposes to raise the revenue required to provide its works and services. It includes rate information, annual and user charges and details fees and charges for use of various Council facilities and undertakings. (Refer Appendix A)

4. Budget The budget is a detailed document containing estimates of Council's operational and capital income and expense proposals for the ensuing three years. (Refer Appendix B)

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Brewarrina Shire Profile

The Shire of Brewarrina, is located in the Outback region of NSW along the banks of the Barwon and Darling Rivers, and covers an area of 19,155 square kilometres in the north-west of New South Wales, with the northern border of the Shire also the southern border of Queensland. The Shire of Bourke lies to the west of Brewarrina, and the Shire of Walgett to the east. The nearest major population and regional centre is the city of Dubbo, approximately 400 kms southeast of Brewarrina Town. The estimated population of Brewarrina Shire in 2006 was 1944 persons (based on 2006 census)

The Town of Brewarrina, on the Barwon River, is the main population centre in the Shire, with two Aboriginal reserves, West Brewarrina and Barwon 4 situated within the Town. The population of Brewarrina Town represents about 55% of the total population of the Brewarrina Shire Local Government Area.

In addition to Brewarrina Town, there are four other population centres within the Brewarrina Shire. The largest is the Village of Goodooga in the north-east of the Shire with a population of approx. 265 (2006). Not far from Goodooga on the north-east border of the Shire is the Village of New Angledool with an estimated population of approx. 40(2006). A further community of 65 persons(2006) lives at Weilmoringle in the northwest of the Shire, whilst a small fluctuating settlement of between 10-40 persons live at the village of Gongolgon 45km south of Brewarrina Town. There is an estimated population of between 400-500 persons living on rural properties (ABS source) Brewarrina Shire covers approx. 2.4% of the total land area of NSW and contains less than 0.036% of the total population, with one person for every 8.7 sq. kms. This is compared to Sydney which covers 1.5 % (12,407 sq. kms) of the total area of NSW, and contains 62% of the total population.

The Shire has a steadily declining population over past eight Census counts, with a decline of 320 persons since 1991.The majority of the population of Brewarrina is younger than 45 years of age, with one third younger than 15 years. A greater proportion of these younger people are amongst the Indigenous population.

In 2006, the Aboriginal people constituted the majority in each population grouping within the Shire with the exception of the Rural locations, with a total population of 1279. The Aboriginal population of the Shire has increased over the past ten years, as shown in the last three Census counts, with an of increase 216 between 1991 and 2006, and represents 59.5 % of the population as at the time of the 2006 census.

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Council's Charter

The Local Government Act, 1993 provides a set of principles that are to guide Council in the carrying out of its function -Section 8 -The Council’s Charter.

The following principles are included in the Charter and highlight the interaction between Council and the local community -a major objective of the Act.

The Council’s Charter:

• To provide directly or on behalf of other levels of government, after due consultation, adequate, equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively;

• To exercise community leadership;

• To exercise its functions in a manner that is consistent with and actively promotes the principles of multiculturalism;

• To promote and to provide and plan for the needs of children;

• To properly manage, develop, protect, restore, enhance and conserve the environment of the area for which it is responsible, in a manner that is consistent with and promotes the principles of ecologically sustainable development;

• To have regard to the long term and cumulative effects of its decisions;

• To bear in mind that it is the custodian and trustee of public assets and to effectively account for and manage the assets for which it is responsible;

• To facilitate the involvement of councillors, members of the public, users of facilities and services and council staff in the development, improvement and co-ordination of local government;

• To raise funds for purposes by the fair imposition of rates, charges and fees, by income earned from investments and, when appropriate, by borrowings and grants;

• To keep the local community and the State government (and through it, the wider community) informed about its activities;

• To ensure that, in the exercise of its regulatory functions, it acts consistently and without bias, particularly where an activity of the Council is affected; and

• To be a responsible employer.

A Council, in the exercise of its function, must pursue its Charter but nothing in the Charter or this section gives rise to, or can be taken into account in, any civil cause of action.

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Statement of Business Ethics

1 Policy Statement.Brewarrina Shire Council expects all its representatives, staff and Councillors to behave ethically. They are all required to abide by Council Code of Conduct. The Council also expects private industry and its representatives to maintain similar standards of ethical conduct in their dealings with Council.

There are two main principles that form the basis of Brewarrina Shire Council’s business agreements.

Firstly, there is the need to get the best possible value for public money. Secondly, Council needs to demonstrate impartiality and fairness at all stages of

the process. These principles enable suppliers to promote their interests productively and avoid potentially questionable activity. Those providing goods and services also benefit from the assurance that their competitors are required to behave in accordance with the same guidelines.

2 Impartiality and Fairness The objective is to be impartial and deal with suppliers in a fair and even-handedly approach to achieve reasonable results for all participants.

An impartial person will try objectively to establish criteria for determining best value for money and will objectively assess each submission against set criteria.

Being impartial includes taking into account the practicalities of a given circumstance and situation.

Impartiality does not require for example inviting bids from firms which have performed poorly in the past. In some circumstances, fairness takes into account the effects of actions of others. It would be unfair to call tenders when there is no serious intent to award a contract subject to a satisfactory offer.

Fairness does not necessarily mean pleasing everyone. Some people are occasionally adversely affected by fair decisions. Council operates from a viewpoint where it wishes to be fair in all its dealings and minimise where possible, any adverse effects of its decisions.

3 Value for Money Value for Money is determined by all the factors which are relevant to a particular process. For example quality reliability timelines, service, initial and ongoing costs are all factors which can make a significant impact on benefit and costs. Value for money does not mean ‘lowest price’. However, the lowest price bid might offer best value if it meets other essentials such as quality and reliability.

4 Conflict Of Interest Conflict of interest must include pecuniary and non-pecuniary interests and is equally important.

A pecuniary interest is an interest that a person has in a matter because of the reasonable likelihood or expectation of appreciable financial gain or loss to the person or another person with whom the person is associated. Associated persons include relatives, partners and employers.

A non-pecuniary interest may include family relationships, friendships, positions in associations, or other interests that do not involve financial gain or loss.

These must be disclosed by officers and extends to all business partners, contractor and suppliers.

5 What Providers Can Expect From CouncilIn its tendering, contracting and purchasing activities, Council strives to ensure that its policies, procedures and practices are consistent with best practice and the highest standards of ethical conduct.

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When doing business with the private sector providers of goods and services including tenderers, suppliers, consultants and contractors, Council officials are accountable for their actions and are expected to:

Use public resources effectively and efficiently Be accountable and act in the public interest Deal fairly, honestly and ethically with all individuals and organisations and be

timely in paying accounts Not solicit nor accept any benefit from a provider for the discharge of official

duties Avoid situations where private interests could conflict with public duty (whether

real or perceived) Treat all potential suppliers with impartiality and fairness and give equal access to

information and opportunities Respond promptly to reasonable requests for advice and information Promote fair and open competition while seeking value for money Respect and follow Council’s policies and procedures and abide by the law Fully and clearly document all procurement activities and decisions to provide an

effective audit trail and to allow for effective performance review of contracts Purchase energy efficient equipment, products containing recycled materials and

environmentally friendly products wherever reasonably possible Not call tenders unless Council has a firm intention to proceed to contract Not disclose confidential or proprietary information Not encourage or entertain lobbying or canvassing Promote a safe and healthy working environment

6 What Council Expects From ProviderPrivate sector providers of goods and services will observe the following principles when doing business with Council:

Deliver value for money Comply with Council’s procurement policy Respect the conditions set out in documents supplied by Council Disclose beneficial interests in contracts wherever possible Provide accurate and reliable advice and information when required Declare actual or perceived conflicts of interest as soon as you become aware of

the conflict Act ethically, fairly and honestly in all dealings with Council Respect the obligation of Council officials to adhere to Council’s policies Refrain from divulging privileged or confidential information to unauthorised

persons Refrain from engaging in any form of collusive practice, including offering Council

officials inducements or incentives to improperly influence the conduct of their duties

Refrain from discussing Council business or information in the media without Council’s consent

Assist Council in providing a safe and healthy working environment Assist Council to prevent unethical practices in our business relationships Behave in an ethically, socially and economically responsible way in the conduct

of their business Refrain from lobbying or canvassing Council officials during any tender process

7 Why You Need to Comply All of Council’s providers of goods and services are required to comply with this statement. The principles of this statement are consistent with the ethical requirements of other public sector agencies. So far from being a disadvantage, compliance will in fact advance your business objectives and interests in a fair and ethical manner.

Compliance with this statement of Business ethics enables providers to establish a harmonious and ethical business relationship with the Council.

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Non compliance with the requirement of this statement resulting in demonstrated corrupt or unethical conduct could lead to:-

Termination of contracts Loss of future work Loss of reputation Investigation for corruption Matters being referred for criminal investigation Disqualification of tender

8 Secondary Employment Under the Local Government Act 1993 all Council staff must obtain the consent of the General Manager for any secondary employment that relates to business of Council or might conflict with their Council duties. The General Manager will make the final determination whether to grant or refuse consent. Secondary employment will not be approved if it has the potential to create a real or perceived conflict of interest between the staff member’s public official role and their private interest.

Private organisations shall not make offers of employment to Council’s staff that may be construed to obtain unfair advantage in the public eye.

9 Intellectual Property RightsIn business relationships with Council, parties will respect each others intellectual property rights and will formally negotiate any access, license or use of intellectual property.

10 Communication between Parties/OrganisationsCommunication should be clear, direct and accountable to minimize a risk of perception of inappropriate influence being brought to bear on any business relationship.

The private organisations are required to abide by these three general principles.

If communication needs to be confidential for commercial in confidence or other personal reasons the communication shall still abide by the principles of clear direct and accountability.

11 Contractors and Sub-ContractorsAll contracted and sub-contracted employees are to comply with the Council’s Statement of business Ethics. If you employ sub-contractors in your work for Council you must make them aware of this statement.

12 Use of Council Resources All Council resources must be used ethically, efficiently and carefully in the course of official business and must not be used for private purposes (except when supplied by part of a contract of employment) unless this lawfully authorised and proper payment is made where appropriate.

13 Gifts or Benefits Gifts or benefits must not be offered to any Council official, which is designed to gain any advantage for yourself or your organisation, or which the public could reasonably see as likely to cause that Council official to depart from his or her proper course of duty. Token gifts may be given or accepted if the gift is not likely to be seen as compromising.

Generally speaking token gifts and moderate acts of hospitality could include:

Gifts of single bottles of reasonably priced alcohol to Council officials at end of year function;

Free or subsidised meals of a modest nature and/or beverages provided infrequently that have been arranged primarily for, or in connection with discussion of official business;

Free meals of a modest nature and/or beverages provided to Council staff who formally represent their Council at work related events such as training, education sessions, workshops;

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Refreshments of a modest nature provided at conferences where the Councillor or staff may be a speaker;

Ties, scarves, coasters, pins, tiepins, diaries, chocolates, flowers and small amount of beverages.

Council staff should not accept any gifts in relation to their work at Council, which could influence, or be seen to influence, their impartiality in relation to the work or services you are providing to Council.

Cash should not be, in any circumstances, offered to a Council official.

Note: If a gift is offered to a Council official to influence the way they do their work they must report it immediately to the General Manager.

14 SponsorshipCouncil at times seeks financial and/or in kind sponsorship from time to time from organisations, bodies, companies or individuals to support specific promotions, events and other activities.

Council has a sponsorship policy to ensure probity and conflict of interest issues are recognised in the selection or appointment of sponsors and in managing these sponsors.

The Policy provides the facility for a uniform and consistent procedure acknowledging the contribution of a sponsor whilst maintaining the philosophical and aesthetic integrity and image of Council's activities, services and assets.

If sponsorship is considered, reference should be made to Council's policy.

The policy ensures transparency and accountability at all levels to ensure it does not create a perception that it could be an attempt to improperly influence the decision making process.

15 ContactsShould you require further assistance regarding this statement, please contact Council by letter, fax, email, and phone or visit the web page www.breshire.com

Report of possible breaches of this statement should be directed to:

General Manager Brewarrina Shire CouncilPO BOX 125Brewarrina NSW 2839

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Corporate Governance

Mayor and Councillors

The role of the Mayor is defined in section 226 of the Local Government Act 1993 as:

• To exercise, in cases of necessity, the policy-making functions of the governing body of the council between meetings of the council

• To exercise such other functions of the council as the council determines

• To preside at meetings of the council

• To carry out the civic and ceremonial functions of the mayoral office

The role of Councillors is defined in section 232 of the Local Government Act 1993 as:

I. The role of a councillor is, as a member of the governing body of the council:

• To direct and control the affairs of the council in accordance with this Act

• To participate in the optimum allocation of the council's resources for the benefit of the area

• To playa key role in the creation and review of the council's policies and objectives and criteria relating to the exercise of the council's regulatory functions

• To review the performance of the council and its delivery of services, and the management plans and revenue policies of the council

2. The role of a councillor is, as an elected person:

• To represent the interests of the residents and ratepayers

• To provide leadership and guidance to the community

• To facilitate communication between the community and the council

3. The role of the General Manager is defined in section 335 of the Local Government Act 1993 as:

1. The general manager is generally responsible for the efficient and effective operation of the council's organisation and for ensuring the implementation, without undue delay, of decisions of the council.

2. The general manager has the following particular functions:

• The day-to-day management of council

• To exercise such of the functions of the council as are delegated by the council to the general manager

• To appoint staff in accordance with an organization structure and

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resources approved by the council

• To direct and dismiss staff

• To implement the council's equal employment opportunity management plan

3. The general manager has such other functions as may be conferred or imposed on the general manager by or under this or any other Act.

Council's goal is to provide community leadership through good governance and sound administration ensuring an innovative customer focused organisation that enhances and promotes the unique character of Brewarrina Shire.

Council’s operating environment is continually becoming more complex and demanding. Challenges of providing services and infrastructure such as roads, water and sewerage services involve planning and involving the community in the decision making processes. The challenges faced by Brewarrina Shire cannot be met by Council acting alone, good governance requires partnerships between Council and the community, service providers, other levels of government and other stakeholders.

Improvements in the way Council communicates with the local community and involves them in decision making have been identified as an area of improvement. Council has identified several key actions to address these issues. Improvements to community consultation, capacity for youth involvement and more appropriate communication means, i.e., the internet have been included in this management plan.

Priorities for the coming year include:

• Promote the management plan as a working document and a shared strategic framework for priority setting and coordination within Council.

• Enhance the flow of information to the community on Council's activities and support community involvement in planning and decision making processes.

• Work effectively with a wide range of community representation to increase the effectiveness of Council services.

• Maintain a sound financial position and develop a total asset management plan for community infrastructure

• Improve governance policies and procedures

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Strategic Direction

Vision- “Ensuring our continued focus is to serve the Community, directed towards:

Seizing opportunities to build economic and social capital Improving the sustainability of our Community Managing infrastructure to serve the Community Preserving our heritage for our children Leading advocacy on behalf of the Community Ensuring a continuing focus on customer service.”

Mission- “We will pursue out purpose through:

The levying of an equitable rating system Providing and fostering local employment and investment opportunities Encouraging tourism through facilitating development & promotion of attractions Supporting local businesses Managing the environment wisely through appropriate regulation, and leading by

example Continuing to provide and maintain physical service infrastructure at sustainable

levels Delivering services through agency arrangements when in the best interests of our

Community Actively assisting the Community to identify and preserve components of our

indigenous and pioneering heritage Providing effective training and development opportunities to enable staff to achieve

excellence and deliver service based on ‘Best Value Principles’”.

Desired Outcomes

Safe and Secure

• Economic viability for the Shire as a whole -sustained business activity and continuing economic development

• Effective regulation and law enforcement

• Safe and trafficable road networks

• Full range of health services readily available

• Sanitation standards maintained

• Water quality assured

• Effective sewerage systems in place

• Flood protection provided

• Protection and promotion of natural and man-made environments

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Enjoyable

• Quality sporting and recreation facilities provided

• Cultural and social fabric of the community encourage and supported

• Library service catering for the broader community

• The latest communication mediums are easily accessible

• High standard of service maintained through successful management of assets

Affordable

• Lower cost of living relative to regional and capital centres of population

• Competitive and diverse commercial enterprises

• Equitable distribution of rates, fees and charges

• Efficient and effective delivery of services

Relaxed

• The more layed-back qualities associated with "country" living are not lost

• Community and social fabric promoted and supported

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Key Directions

Governance

The objective of Council’s governance program is to ensure the sound management of Council activities through the efficient use of appropriate policy, technology, financial and planning systems, and the promotion of a favourable image of Council and its staff.

Council is embarking on an extensive program to improve its governance practices, including a comprehensive review of its policies, procedures and strategies. Also included are reviews of how Council interacts with the local community and how its activities and plans are communicated to the community. Developing sustainable plans of asset management and maintaining sound financial practices are also regarded as high priority.

Functions include:

• Policy • Strategic Direction • Regulatory Activities • Community Engagement • Communication

Corporate Services

The objective of Council’s corporate services program is to provide effective administrative and financial management services to support the Council, Mayor and departments of Council.

Functions include:

• Administration • Secretariat • Financial Management • Information Technology • Risk Management

Engineering Services

The objective of the Engineering Services program is to provide for sustainability of Council’s infrastructure to ensure current and future service delivery is maintained.

Functions include:

• Roads Networks • Ancillary Services • Street & Gutter Cleaning • Cemetery • Parks, Gardens & Sporting Amenities • Aerodromes • Water Supply • Sewerage Services

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Environmental Services

The objective of the environmental services program is to provide environmentally sound planning and regulatory controls to meet the community needs through maximising the accessibility of the community to services that improve quality of life.

Functions include:

• Planning • Waste Management • Public Health • Animal Control • Litter Control• Weed Management • Management of Council Buildings

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Organisational StructureMAY 2008

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COUNCIL, MAYOR, COUNCILLORS

GENERAL MANAGER

Group Manager Engineering Services

Adopted – March 2007Notes – Administrative Changes presented to Council meeting held 25 March 2008

SIGNED: DATED: GENERAL MANAGER__

ACTING GENERAL MANAGER

Technical Officer

Works Manager Store Person

Trainee Engineer

Ranger

Group Manager Corporate & Community Services

Manager Finance Manager Tourism & Economic Development

Manager Community Services

Tourism Officer

Cleaner

Relief Youth Worker

Relief Youth Worker

Librarian/RTA Officer

Centrelink Officer – To be determined

Risk / OH&S Officer – VACANT

Rates Officer

Admin Officer – Creditors & Debtors

Administration Supervisor

Truck Driver – VACANT

Rural Supervisor

Grader Op – Heavy

Grader Op – Heavy

Grader Op – Heavy Bridge

P/L Op – Heavy

Road Labourer

Road Labourer

Truck Driver

Road Labourer

Road Labourer – VACANT

Truck Driver

Plant Op General – Heavy Plant

JP – Lead Hand Jet Patcher/Truck Driver

Goodooga – Lead

Goodooga – Labour

Grader Op – Heavy

P & G Labourer

Town Supervisor

P & G Labourer

P & G Labourer

Tradesperson

Trade Labourer –

W & S – Sewer (Labourer)

W & S - Water W&S Labourer - VACANT

Facilities Caretaker Facilities General Works Labourer

App Mechanic – Auto - VACANT

SHP Mechanic

Mechanic

App Mechanic – D/P - VACANT

Human Resources Officer

Economic Development / Grants Officer

Trainees

NB – Trainees (Currently under investigation will be determined based on funding available

Relief School Holiday Program

Administration Officer

Administration Assistant

Clerical Assistant – NEW POSITION

Environmental Health & Building Manager

Assets Clerk – NEW POSITION

Tradesperson – NEW POSITION

Tourism Officer – NEW POSITION

Labourer / Tour Guide – NEW POSITION


PRINCIPAL

ACTIVITIES

2008 -2009

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PART 2 PRINCIPAL ACTIVITIES, STRATEGIES & PERFORMANCE INDICATORS /

ASSESSMENTS

Draft Management Plan (section 402)

During each year a Council must prepare a draft management plan with respect to

(a) Councils activities for at least the next 3 years, and (b) The Councils revenue policy for the next year

Contents Draft Management Plan

A draft management plan must contain the following statements with respect to the objectives and performance targets for each of its principal activities.

(a) a statement of the principal activities the council proposes to conduct (b) a statement of the objectives and performance targets for each of its

principal activities (c) a statement of the means by which the council proposes to achieve

these targets (d) a statement of the manner in which the council proposes to assess its

performance in respect if each of its principal activities

The following functions of Council are identified as priority areas for the delivery of Council services, and more detailed information relating to the undertakings in the following statement of principal activities.

• Administration

• Public Order and Safety

• Health

• Community Services and Education

• Housing and Community Amenities

• Water Supply Services

• Sewerage Services

• Recreation and Culture

• Development Services

• Transport and Communications

• Economic Relations

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Summary Of Principal Activities and Objectives

ACTIVITY OBJECTIVES1: Administration To provide sound management of the

resources of Council, representative and responsive government, meet statutory requirements and provide services to the Council in a cost effective and timely manner.

2: Public Order and Safety To provide adequate animal control services in accordance with legislation to meet the demands of the community and improve community amenity. Support a viable well trained and equipped bush fire protection and emergency services.

3: Health To provide an attractive and healthy environment for health practitioners by providing good, efficient medical facilities commensurable with available resources and community expectations.

4: Community Services and Education To provide community services which are accessible to all and which meet the social and personal needs of residents, particularly those who are unable to meet their own needs.

5: Housing and Community Amenities To ensure that the uses of all land in the Shire are appropriate through effective growth and environmental management and adequate financial and technical resources are utilised to ensure that Council provides the community amenities and facilities to service the needs of the community.

6: Water Supply Services To provide sustainable and cost effective water supply service, that meets World Health Water Standards, to Brewarrina and Goodooga residents.

7: Sewerage Services To address sewerage collection and treatment needs of Brewarrina and Goodooga, in a congenial, cost efficient and effective manner.

8: Recreation and Culture To provide high quality library, community recreational and cultural facilities to meet the needs of the residents of Brewarrina Shire.

9: Development Services To effectively control town planning and building services responsibilities of the Council.

10: Transport and Communication To provide a sustainable, efficient and cost effective transport infrastructure which meets both the community and commercial needs of the Shire and which allows for safe and convenient pedestrian and traffic movement within the Shire.

11: Economic Relations To effectively and responsibly manage and develop Council’s business undertakings, while facilitating and building a vigorous and diverse local economy for all communities in the Shire.

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Services to Be Provided By Council

The following services will be provided by Brewarrina Shire Council during the 2008/2012 years.

Principal Activity Services Provided1: Administration 1.1 Governance

1.2 Financial Management 1.3 Human Resources 1.4 Information Technology

2: Public Order and Safety 2.1 Animal Control2.2 Litter Control2.3 Emergency Services

3: Health 3.1 Medical Centres 3.2 Noxious Weed Control

4: Community Services and Education 4.1 Youth Services 4.2 Aged and Disabled Services 4.3 Other Community Services

5: Housing and Community Amenities 5.1 Waste Management 5.2 Staff Housing5.3 Other Community Amenities

6: Water Supply Services 6.1 Water Supply

7: Sewerage Services 7.1 Sewerage Services

8: Recreation and Culture 8.1 Library Services8.2 Swimming Pools Facilities8.3 Community Centre & other Council public

buildings8.4 Parks, Gardens, Sports grounds 8.5 Other Recreational & Cultural Services

9: Development Services 9.1 Planning Services9.2 Building Services

10: Transport and Communication 10.1 Roads 10.1.1 Rural Roads 10.1.2 Urban Roads 10.1.3 State Highways 10.1.4 Regional Roads 10.1.5 Other10.2 Air Transportation 10.2.1 Maintain existing aerodromes

infrastructure

11: Economic Relations 11.1 Economic Development11.2 Tourism and Marketing 11.3 Business Support & Main Street11.4 Agriculture11.5 Infrastructure & Industry

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1: Administration

Objective: To provide sound management of the resources of Council, representative and responsive government, meet statutory requirements and provide services to the Council in a cost effective and timely manner.

Administration incorporates the following functions of Brewarrina Shire Council:

1.1. Governance –To ensure the sound management of Council activities through effective use of appropriate policy, technology, financial and planning processes and the promotion of a favourable image of Council and it’s staff.

1.2. Financial Management –To develop efficient and up to date financial management and accounting system and to ensure the processes and procedures are in place to provide best possible financial reporting to Council. Maintain a sound and secure financial structureTo develop long term financial plans to the benefit of Council and the community.

1.3. Human Resources –To develop and maintain an effective and transparent Human Resources system and policies to provide effective management of personnel, which addresses OH&S and EEO needs.

1.4. Information Technology –To ensure IT processes systems of Council meets the current and future needs of Council.

Future Strategies

1.1 Governance

• Review strategic direction of Council

• Ensure accurate and timely information for decision making and planning

• Review and improve Council as required

• Sustainability of community in the long term

Key Actions/Goals Responsibility Means/ Strategies Performance Assessment1.1.1 Governance is open and transparent

General Manager Ensure governance complies with spirit and intent of Local Government Act

• Meets with community satisfaction and Local Government requirements.

1.1.2 Appropriate policies and plans in place that are relevant and meet Council objectives

General Manager and Group Managers

Review Policies and Plans to ensure they meet current and strategic environment

• A review of the Council’s policies is undertaken every two years.

1.1.3 Community involvement in decision making


Review community communications strategy and achievement

• Regular information provided to the community• Increased community consultation and engagement.• No negative feedback received from the community and / or Government Departments about a lack of consultation.

1.1.4 Timely distribution of Council Committee

Group Manager Corporate &

Council meeting agenda, minutes and reports

• Distributed 7 days prior to meeting date • Available to community through website

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and monthly Council meeting minutes and business papers

Community Services

provided 7 days prior to meetings

and Council

1.1.5 Community involvement in decision making


Review community communications strategies.Review current Council committees to ascertain if they are effective

• Information provided and increased community engagement and consultation• s355 committees properly constituted and delegated functions

1.1.6 Adequate insurance cover provided

Group ManagerCorporate & Community Services

Cover reviewed annually with broker

• Insurances placed with appropriate risk level

1.1.7 Records compliant with State Records Act requirements.


Utilise internal/external resources to develop information management system.

• Complies with legislation• Meets requirements of Council management information system.

1.1.8Ensure that recommendations from the First Public Inquiry are implemented

General Manager,Group ManagerCorporate & Community Services

Undertake regular reviews of outstanding recommendations and provide both the Department of Local Government and the Council with regular updates.

The Department of Local Government and the Council receive regular updates on the progress made in implementing the outstanding recommendations.

1.1.7 Ensure that strategies and a timeframe are adopted to implement any recommendations from the Second Public Inquiry

General Manager,Group ManagerCorporate & Community Services

A realistic timeframe is established for implementing any recommendation emanating from the Second Public Inquiry

The timeframes for implementing recommendations is achieved.

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Future Strategies

1.2 Financial Management

• Accurate and timely reporting of financial data

• Review and improvement of financial procedures and systems

• Ensure compliance with all statutory financial obligations and requirements

• Long term financial sustainability and goals

Key Actions/ Goals Responsibility Means/ Strategies Performance Assessment1.2.1 Ensure Compliance with legislative and other requirements.


Annual statements audited Budget review completed GST Activity Statement. FBT returns completed Rates returns completed, audited

• Lodged on time• Completed within 4 weeks of quarter end• Lodged on time• Lodged on time

1.2.2 Maintain long term financial viability


Analysis of Council financial position

• Regular updates provided to Council

1.2.3Annual budget incorporated in management plan


Plan developed with Staff and Council input by May each year

• Completed and presented to May Council meeting annually

1.2.4Ongoing improvement to reporting systems


Review of reporting systems and managerial needs.Establish monthly financial reporting to the Council

• Completed each year and reported to Council• Monthly financial reports are presented to the Council.

1.2.5Pursue recovery of all revenues raised by Council


Internal and external recovery activity

• The % of outstanding debts declines each year

1.2.6Increase efficiency of financial planning


3 year financial plan prepared annually

• Prepared in required timeframe

1.2.7Prepare financial reports required by Council in accordance with statutory obligations


Required to be prepared and presented with required timeframe

• All prepared in required timeframe

1.2.8Maximum returns earned on investment portfolio


Ensure Council’s investment portfolio returns optimum yield consistent with Council’s policies

• Reviewed monthly and reported to monthly Council Finance Committee meetings

1.2.9Prepare revenue policy for inclusion in Management Plan

Group Manager Corporate & Community

Revenue policy reviewed and prepared annually

• Completed in time for inclusion in Management Plan

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Services 1.2.10Develop review and maintain Council’s management planning processes and organisational structure


• Annual and periodical plans developed as required • Organisational structure revisited annually

• All plans of Council are completed within required timeframe

• Annual review of organisational structure

Future Strategies

1.3 Human Resources

• Review of existing Human Resource procedures and policies

• Maintain council Remuneration and Personnel systems

Key Action/Goals Responsibility Means/ Strategies Performance Assessment1.3.1 Review organisation structure to ensure effectiveness of Council

General Manager

Review of organisational structure

• Organisation structure meets needs of Council• Organisation structure is understood by all staff• Staff understand where their position fits into the structure

1.3.2 HR policies meet legislative and organisational needs

General Manager,Group Manager Corporate & Community Services

Review of HR policies and procedures

• HR policies and procedures comply with legislation and meet needs of Council

1.3.3 Develop and maintain status as an EEO employer

General Manager, Human Resources Officer

Review EEO policy Develop EEO plan

• EEO policy adopted by Council• EEO plan adopted by Council

1.3.4 Maintain induction procedures and comprehensive training plan

Group Managers, Human Resources Officer

Individual development assessments performed

• Training plans developed with implementation in progress• Induction procedures maintained and developed• Staff undertake induction within specified timeframe

1.3.5 Introduce effective communications process with staff

General Manager, Group Managers, Human Resources Officer

Communicate policies and procedures to staff

• All staff included in communication process• Managers and supervisors aware of dissemination of information

1.3.6 Continue improvement to OH&S systems and safety procedures

Works Manager, Environmental Health & Building Manager

Quarterly meetings, review of existing safety procedures

• Reduction in number of lost time accidents reduced• Salary progression rules reviewed

1.3.7Current job Descriptions Maintained

Group Manager Corporate & Community Services, Human Resources

Job descriptions reviewed with annual performance appraisal

• Job descriptions current • Annual job performance appraisals completed

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Officer

Future Strategies

1.4 Information Technology

• Ensure efficient and effective outcomes for use of IT resources.

Key Actions/Goals Responsibility Means / Strategies Performance Assessment1.4.1 Establish IT requirements through an IT Resource Plan


Continued review of IT requirements

• Plan developed for annual review of IT applications

1.4.2 Investigate resource sharing resources options with other Councils


Interaction with regional Shires

• Determination of interest feasibility of sharing

1.4.3 Maximise benefits of IT resources


Provision of internal/external training in IT facilities

• Increased use of IT resources

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2: Public Order and Safety

Objective: To provide adequate animal control services in accordance with legislation to meet the demands of the community and improve community amenity. Support a viable well trained and equipped bush fire protection and emergency services.

Public Order and Safety incorporates the following functions of Brewarrina Shire Council:

2.1. Animal Control -Implement controls to ensure that levels of stray animals are being reduced

2.2. Litter Control- Continued minimising of littering in the Community

2.3. Emergency Services -Support the Local Emergency Management Committee, Rural Fire Services and State Emergency Services to ensure local emergencies are effectively managed and funding arrangements maintained to manage flood, fire and storm events

Future Strategies

2.1 Animal Control

• Continue ongoing animal control management

Key actions/ Goals Responsibility Means / Strategies Performance Assessment2.1.2 Enhance level of control of stray animals


Ranger activity is used effectively

• Stray animal complaints reduced on previous year

2.1.2Minimise public nuisance of animals


Identify areas for companion animal activity

• Companion animals plan developed and reviewed annually

2.1.3Construct and maintain complying pounding facilities


Improved pounding facilities

• Report funding requirements• Improved pounding facilities provided

2.1.4Improved education of public in animal control


Education in animal control in community improved

• Continued public animal control education

2.1.5Issue of infringement notices for offences


Increased issue of infringement notices

• Infringement complaint reaction time- Brewarrina town – one day

Goodooga – two days

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Future Strategies

2.2 Litter Control

• Continued minimising of littering in the Community

Key Action/Gaols Responsibility Means / Strategies Performance Assessment2.2.1Ensure transportation of wast complies with requirements


Public education programme on waste transportation

• Launching of public education programme developed on transportation of waste

2.2.2 Reduction in dumping of rubbish is public places


Public education programme on waste dumping

• Launching of public education programme on dumping of waste

2.2.3Issue of infringement notices for offences


Increased issue of infringement notices

• Increase in infringement reaction time

Future Strategies

2.3 Emergency Services

• Provide support to the local SES group to ensure they are capable of responding to emergency situations

• Support the Local Emergency Management Committee to ensure local emergencies are effectively managed

• Development of policies and strategies with legislation to maintain a viable well trained and equipped SES service

Key Actions/ Goals Responsibility Means / Strategies Performance Assessment2.3.1Continue existing level of contribution to SES


SES continued operation to the benefit of the local community

• Funding levels maintained, support services provided

2.3.2 Continue existing level of support to LEMC


LEMC continued operation to the benefit of the local community

• Support services provided • Active participation continued

2.3.3Participate partnership with Bourke Shire – Rural Fire Zone


Continue partnership with Bourke Shire

• Attendance of a minimum of 75% of Bourke – Brewarrina Zone meetings

2.3.4Maintain Service Level Agreement- Rural Fire Services


Continue agreement with NSW Rural Fire Service

• Attendance of a minimum of 75% of Service Level Agreement meetings

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3: Health

Objective: To provide an attractive and healthy environment for health practitioners by providing good, efficient medical facilities to commensurate with available resources and community expectations.

Health incorporates the following functions of Brewarrina Shire Council:

3.1. Medical Centres -Provide support as needed to ensure that the level of service to the community is satisfactory in the areas of health services.

3.2. Noxious Weed Control - To protect the local environment and land productivity through control

of noxious weeds.

3.3 Onsite Disposal System - Development of effective Onsite Disposal Systems.

3.4 Public Health Facilities -To ensure compliance with appropriate public health requirements.

Future Strategies

3.1 Medical Centres, Doctor’s residences and Pharmacy

• Continue timely and effective management of Medical Centres and infrastructure to assist the provision of Health Services

Key Actions/Goals Responsibility Means / Strategies Performance Assessment3.1.1 Continue existing level of assistance to medical facilities within the Shire.

Group Managers Consultation with community and health care providers

• Continued high standard of medical and pharmacy service to the Shire

3.1.2Continue routine maintenance of Medical and Pharmacy facilities

Group Managers In accordance with maintenance program developed in 2007

• Maintenance of facilities continued as per plan developed.

3.1.3Provide facilities as required for Rural Dental Program.

Group Managers In accordance with agreement with Griffith University & Ochre Health and other funding & service providers.

• Establishment in 2008/09 of suitable dental facilities & accommodation for Rural Dental Program due to commence in March 2009.

Future Strategies

3.2 Noxious Weed Control.

• Suppress noxious weeds on Crown Land.

• Provide advice, inspection and eradication of noxious weeds.

Key Actions/Goals Responsibility Means / Strategies Performance Assessment3.2.1 Ongoing program of noxious weeds control


Regular inspections carried out. Destruction of noxious weeds on public land

• Level of infestation reduced • Provide annual report to Dept of Primary Industries

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3.2.2Increase public awareness of impact of noxious weeds


Issue media / public notices as required

• Level of infestation reduced

3.2.3Seek appropriate funding to control and maintain noxious weeds


Review and follow up annual Noxious Weeds Grant Funding Application

• Funding approval in timeframe

3.2.4To comply with requirements for control of noxious weeds


Annual reporting to Dept of Primary Industries (DPI)

• Reports prepared and lodged with DPI

Future Strategies

3.3 Onsite Disposal Systems

• Registration and inspection of Onsite Disposal Systems

Key Actions/Goals Responsibility Means / Strategies Performance Assessment3.3.1 Develop register of all onsite disposal systems


Development of register for all onsite disposal systems

• Register of onsite disposal systems outside townships developed before December 2008

3.3.2Develop Onsite Disposal Systems Management policy to regulate licensing, operation and maintenance of onsite systems


Complete policy and reporting system on registrations and inspections

• Reporting system and policy developed by December 2008

Future Strategies

3.4 Public Health Compliance on Public Facilities

• To ensure compliance with Public Health Regulations.

Key Actions/Goals Responsibility Means / Strategies Performance Assessment3.4.1 Provision of appropriate Public Health Act guidelines to public


Promote safe food handling practices through media releases and advertisements

• Regular release of safe food handing information to the community

3.4.2Continued compliance of food premises with Food Act


Perform mandatory inspections for Category B Council

• Mandatory inspection completed as required by NSW Food Authority

3.4.3Continued compliance of quality potable water supplied to NSW Drinking Water Standard 3.


Ongoing monitoring potable water supples to meet NSW Drinking Water Standards

• Monitor potable water supplies in Brewarrina (1 a week) and Goodooga (1 a fortnight)

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4: Community Service and Education

Objectives: To provide community services which are accessible to all and which meet the social and personal needs of residents, particularly those who are unable to meet their own needs. Community Service and Education incorporates the following functions of Brewarrina Shire Council:

4.1. Youth Services -address requirements of youth within the Shire

4.2. Aged and Disabled Services -recognise and assist, where required, the aged and disabled within the local community

4.3. Other Community Services -address other social issues within the Shire

Future Strategies 4.1 Youth Services • To facilitate services to youth in Brewarrina.

Key Actions/Goals Responsibility Means / Strategies Performance Assessment4.1.1 Maintain and increase level of activities at Youth Centre

Group Manager Corporate & Community Services & Manager Community Services

The continual support of Dept of Community Services, SAAP & CSEP programs, to deliver youth services in Brewarrina.

• Continued development of youth activities and programs at Youth Centre and within the community

4.1.2 Consult with youth on service requirements


Youth ideas sought • Proposals considered in Management Plan 2008/2009

4.1.3Support Youth Interagency in Brewarrina


Regular meetings and consultations of youth groups and service providers and Dept of Sport & Recreation

• Reduced level of youth crime• Increased youth involvement in community youth activities

4.1.4Development of youth programs in conjunction with Dept of Sport & Recreation


Continued co-operation of youth staff with Dept of Sport & Recreation to achieve increased recreational programs

• Increased participation of young people in youth programs.

4.1.5Increase level of Parent / Community in youth activities


Increase facilities in Brewarrina for meetings of parents and families

• Increase in parent / community involvement in youth services.

Future Strategies

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4.2 Aged and Disabled Service

• Provision of Senior Citizen Centre

• Provision of Aged Care Units

Key Actions/Goals Responsibility Means / Strategies Performance Assessment4.2.1 Maintain existing level of support


Recognition of contribution of senior citizens

• Centre maintained in accordance with program

4.2.2Manage and maintain Brewarrina Aged Units


Maintenance program for maintenance of Units approved

• Units maintained in accordance with program

4.2.3Investigate needs of aged members within the Shire

Manager Community Services

Identify needs through consultation

• Provide support in meeting these needs.

Future Strategies

4.3 Other Community Services

• Maintain a social plan addressing current and future needs of the community

Key Actions/Goals Responsibility Means /Strategies Performance Assessment4.3.1 Maintain Social Plan reflecting community needs

Group Manager Corporate & Community Services and Manager Community Services

Internal/external resources.Consult with community and service providers.

• Social Plan adopted by Council • Plan identifies & provides linkages to support service agencies• Plan reviewed annually in conjunction with community

5: Housing and Community Amenities

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Objectives: To ensure that the uses of all land in the Shire are appropriate through effective growth and environmental management and adequate financial and technical resources are utilised to ensure that Council provides the community amenities and facilities to service the needs of the community.

Community Amenities and Housing incorporates the following functions of Brewarrina Shire Council:

5.1. Waste Management -To maintain a waste management service that provides a safe and environmentally sustainable method of collecting, transporting and disposing of waste.

5.2 Buildings -To ensure all buildings owned and controlled by Council are maintained in an appropriate manner and utilised for their designated and appropriate purpose.

5.3 Staff Housing - To provide and maintain acceptable housing that facilitates the hiring of appropriate staff.

5.4 Other Community Amenities -To provide quality amenities to the local community including Cemeteries, Street Cleaning, Urban Stormwater Drainage and outlying village amenities.

Future Strategies

5.1 Waste Management

• Maintain collection, transportation and disposal of waste

Key Actions/Goals Responsibility Means/Strategies Performance Assessment5.1.1Provide complying State of Environment Report


State of Environment Report review finalised September 2008

• State of Environment Report received by Department of Local Government with no qualifications

5.1.2 Effectively manage potential sources of pollution


Potential pollution effectively managed and complaints assessment procedure to be developed by December 2008.

• Ongoing• Assess compliance with complaint assessment procedure

5.1.3Provide efficient domestic waste collection service to all urban premises (except Angledool)


Weekly collection service provided

• Provided as required.• Ongoing. Funds will be allocated in 2008/09 for feasibility of a permanent tip site at existing location.• Waste Technology Park Project will address some of the issues in the interim.

5.1.4Manage waste disposal facilities in accordance with requirements of Dept of Environment & Conservation.


Council’s waste disposal facilities managed in accordance with requirements of Dept of Environment & Conservation.

• Provided as required.• Ongoing. Funds will be allocated in 2008/09 for feasibility of a permanent tip site at existing location.• Waste Technology Park Project will address some of the issues in the interim.

5.1.5Maintain waste minimisation strategies for green waste, scrap metal and tyres.


One waste minimisation initiative in operation.

• Waste minimisation initiatives introduced before 2009.

5.1.6Service all litter bins in CBD of Brewarrina daily and Goodooga twice weekly.


Level of service maintained as required.

• Ongoing

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Future Strategies

5.2 Buildings

• Buildings inspected and maintained

Key Actions/Goals Responsibility Means/Strategies Performance Assessment

5.2.1 Maintain Council buildings with a long term perspective.


Periodical inspection of buildings and maintenance to be conducted to an agreed timeframe.

• A long- term maintenance policy to be developed within 2008-9 financial year.

5.2.2Develop routine maintenance program of Buildings


Public Building maintenance program to be submitted to Council.

• A detailed Building maintenance plan for Council building to be finalised by June.2008

5.2.3Functional and operational effectiveness of buildings regularly analysed and strategically developed.


Effectiveness and suitability of use of buildings to be reviewed annually.

• Annual facility use appraisal to be undertaken by September 2008.

Future Strategies

5.3 Staff Housing

• To enable that adequate housing continues to be available for Council staff.

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Key Actions/Goals Responsibility Means/Strategies Performance Assessment5.3.1 Development of policies and procedures for Property Management


Residential Accommodation Policy to be submitted to Council be September 2008

• Accommodation Policy adopted by Council

5.3.2Develop a 10 year Maintenance Program


Maintenance Program to be finalised by November 2008.

• Maintenance Program to be adopted by Council.

5.3.3Develop a Routine Maintenance Program


Maintenance Program to be finalised by November 2008.

• Reaction time for building complaints not more than 2 days.

5.3.4Refurbish Wilson St property for dental staff


Allocation of $30,000 internal loan funds for refurbishment.

• Completion as required prior to commencement of Dental Program in Brewarrina.

Future Strategies

5.4 Other Community Amenities

• Repair of levee bank.

• Maintain cemetery

Key Actions/Goals Responsibility Means/Strategies Performance Assessment 5.4.1 Program to be developed to rehabilitate and repair levee bank.


Program adopted by Council in 2008.

• Achievement of repair on levee bank reviewed periodically.

5.4.2 Develop and cost maintenance program for cemeteries.

Manager Works Routine maintenance program developed.

• Maintenance program developed and adopted in 2008.

6: Water Supply Services

Objectives: To provide sustainable and cost effective water supply service, that meets World Water

3/01/2012 9:51 AM 41


Health Standards, to Brewarrina and Goodooga residents.

Water Infrastructure incorporates the following functions of Brewarrina Shire Council:

6.1 Water Supply -Provide high quality and cost effective water supply to the people of Brewarrina and Goodooga.

Future Strategies

6.1 Water Supply

• To provide quality and adequate cost effective water supplies to Brewarrina and Goodooga through the development of a program for renewal , upgrading and maintenance of infrastructure, and the compilation of a funding strategy for capital works, while improving efficiency and to facilitate funding of asset depreciation through savings.

Key Actions/Goals Responsibility Means/Strategies Performance Assessment6.1.1 Develop draft Strategic Water Supply Business Plan for 2008/2011 Plan


Completion of Water Supply Business Plan for 2008/2011.

• Business Plan to be completed within 2008-9 financial year.

6.1.2 Develop an infrastructure renewal, upgrading and maintenance program.


10 year infrastructure renewal program and funding strategy submitted to Council by March 2009.

• Program to be developed in conjunction with the Strategic Water Supply Business Plan.

6.1.3 Develop a funding strategy for 10 year Capital works.


10 year Funding Strategy for capital works for completion in 2008/9.

• Strategy for funding to be addressed by the business plan

6.1.4 Develop strategy for funding system depreciation.


Strategy for funding system depreciation to be finalised in 2008.

• Strategy for funding Completed in 2008/9

6.1.5 Develop and maintain Current Asset Register

Group Manager Engineering Services, Works Manager

Ensure that systems are developed for the current valuation of prescribed assets.

• Assets register completed as required

6.1.6Review options for alliances with surrounding councils for the delivery of water.


Explore available options for the delivery of water to the Shire and adjoining Shires.

• Options considered by the Council by June 2009.

7: Sewerage Services

Objectives: To address sewerage collection and treatment needs of Brewarrina and Goodooga, in a congenial, cost efficient and effective manner.

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Sewerage Infrastructure incorporates the following functions of Brewarrina Shire Council:

7.1 Sewerage Treatment -Provide cost effective and environmentally sensitive disposal of waste water within the Shire

Future Strategies

7.1 Sewerage Treatment

• To provide efficient sewerage services to Brewarrina and Goodooga whilst improving efficiency of service to address all needs of the residents. By improving efficiency of service to enable maximum contribution to funding asset depreciation through savings.

Key Actions/Goals Responsibility Means/Strategies Performance Assessment7.1.1 Develop draft Strategic Sewerage Business Plan for 2008/11.


Completion of Sewerage Business Plan for 2008/11

• Business Plan to be completed within 2008-9 financial year.

7.1.2 Develop a program for infrastructure renewal/upgrading and maintenance.


10 year Infrastructure Renewal Program and Funding Strategy submitted to Council.

• Program to be developed in conjunction with the Strategic Water Supply Business Plan

7.1.3 Develop funding strategy for 5 year capital works.


Strategy for funding completed and submitted to Council.

• Strategy for funding to be addressed by the business plan.

7.1.4Develop strategy for funding system depreciation.


Ensure that systems are developed for the current valuation of prescribed assets.

•Strategy for funding system depreciation completed.

7.1.5Develop and maintenance of Current Assets Value Register.


Develop current assets value register of current assets.

• Register completed.

8: Recreation and Culture

Objectives: To provide high quality library, community recreational and cultural facilities to meet the needs of the residents of Brewarrina Shire.

Recreation and Culture incorporates the following functions of Brewarrina Shire

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Council:

8.1 Library Services -Contribute to the cultural development of the Shire through the provision of effective library services.

8.2 Swimming Pools Facilities -Provide high quality aquatic recreation facilities that cost effectively meets the needs of a wide cross section of the community

8.3 Community Centres and other Council public buildings-to provide excellent facilities for the residents of Brewarrina to support the communities leisure, recreational and meeting needs.

8.4 Parks, Gardens and Sportsgrounds -Provide high quality open space, public gardens, active, and passive recreational areas that cost effectively meets the needs of users

8.5 Other Recreational and Cultural Services -Provide assistance to other local Recreational and Cultural pursuits to the benefit of the greater population of the Shire

Future strategies

8.1 Library Services • To continue to provide effective and cultural library services to a greater number of residents in

the Shire.

• To continue to upgrade indigenous reading and reference material in the Library.

Key Actions/Goals Responsibility Means/Strategies Performance Assessment8.1.1 Provide and maintain adequate and suitable premises for Library.


Library adequately maintained and refurbished.

· Maintenance and upgrading of facilities continued.

8.1.2 Provide the facility to satisfy the needs of the community


Undertake customer surveys and comments and assessments from Northern Library.

• Customer satisfaction of service is good, with increased library awareness and usage.

8.1.3 Maintain partnership with Northern Regional Library Service


Continued partnership with Northern Regional Library Service

• Service from Northern Regional Library Service continues to meet needs of the community

8.1.4 Install and expand public access to electronic technology


New electronic technology developed through improved internet facilities installed.

• New computers and printers installed with latest internet facilities.• Positive customer comments received.• Increased participation of facilities

8.1.5Increase utilisation of all sections of library.


Promotion of available services in community encouraging no-users to utilise service

Promotion of library services made through local newspaper, town flyers and “Library Week” in April 2009.

Future Strategies

8.2 Swimming Pool Facilities

• Ensure that the swimming pool is continued to be managed efficiently to provide a recreational facility to community needs.

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Key Actions/Goals Responsibility Means/Strategies Performance Assessment8.2.1 Operate Brewarrina Swimming Pool through Contract Management to a standard that meets health requirements and public expectations.


Undertake regular weekly Inspect ion of the swimming pool during the hours that the pool is open to verify compliance with contract requirements.

• Inspection carried out as required.• Testing meets guidelines

8.2.2Undertake maintenance to ensure pool is maintained in satisfactory condition.


Develop 10 year maintenance Program for swimming pool before Nov. 2008.

• Maintenance carried out in accordance to maintenance program.• No adverse incidents • Customer satisfaction and increased usage of facility

Future Strategies

8.3 Community Centres and other Council public buildings

• Ensure that residents of Brewarrina receive excellent facilities to support the communities leisure, recreational and meeting needs

Key Actions/Goals Responsibility Means/Strategies Performance Assessment8.3.1 Maintain all Council recreational and public buildings in good order


Ensure all Council buildings are maintained in good order

• Maintenance carried out on buildings as required with reaction time for complains on buildings to be no more than 2 days

8.3.2Functional and operational effectiveness of all buildings regularly reviewed


Review of effectiveness of buildings and improvements that may be required to maintain buildings in optimum use

• Ongoing in conjunction with usage of buildings and demand for additional facilities

Future Strategies

8.4 Parks, Gardens and Sportsgrounds

To ensure that facilities and services continue to meet recreational needs of the community through Implementation of Parks & Gardens Management Plan

Continued maintenance of other parks, gardens and sportsgrounds

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Upgrading of Showground

Key Actions/Goals Responsibility Means/Strategies Performance Assessment8.4.1 Maintain and enhance public active and passive open spaces and recreation areas.


Public active and passive open spaces and recreation areas maintained in accordance with Management Plan

• Maintenance completed on a regular basis through year.

8.4.2 Prepare and maintain sportsgrounds to cater for local sporting organisations


Continue existing maintenance of sportsgrounds to meet public requirements.

• Maintenance carried during year to customer satisfaction

8.4.3 Maintain Showground to ensure reasonable standard of facility is provided.


Grounds/buildings maintained as required during year and prior to events/show use.

• Customer satisfaction• Positive feedback received from Showground Management Committee and other users of the showground.

8.4.4 Planting and maintaining trees in open spaces areas.


Establishment of tree planting and maintenance program in 2008/9. Planting of environmental friendly trees in CBD and parks.

• Program to commence in second quarter of 2008.

8.4.5Adequately maintain shire owned public toilets in open spaces.


Shire owned public toilets maintained in accordance with maintenance program.

• Public toilets maintained as required in program.

Future Strategies

8.5 Other Recreational and Cultural Services

• Provide support to other recreational and cultural activities to the benefit of the residents of Brewarrina.

Key Actions/Goals Responsibility Means/Strategies Performance Assessment

8.5.1 Continue existing provision of other recreational andcultural services.


Continue standard of provision of other recreational and cultural services within the Shire

• Cultural events, public exhibitions, workshops and performances take place in Brewarrina and throughout the Shire.

9: Development Services

Objectives: To effectively control town planning and building services responsibilities of the Council.

Town Planning and Building Control incorporates the following functions of

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Brewarrina Shire Council:

9.1 Planning Services- To responsibly manage detailed control of land use and the design and siting of all buildings proposed to be constructed in the Council with the object of preserving or enhancing existing amenity. The Council’s Town Planning Schemes, Planning Policies, Heritage and Building Design Guidelines facilitate the achievement of this objective.

9.2 Building Services - It is the Council’s obligation to administer and control the construction standards and requirements imposed by legislation encompassed in the Local Government Act, Building Code Of Australia, Council's Policies and other regulations. These include issuing Building Licences and Demolition Licences.

Future Strategies

9.1 Planning Services

• Development of a new LEP• Development of S94A Plan• Environment Planning & Heritage Control

Key Actions/Goals Responsibility Means/Strategies Performance Assessment9.1.1 Development of a new LEP and supporting Development Control Plans

Group Manager Engineering Services, Environmental Health & Building Manager

Utilisation of State grant New LEP by 2011

9.1.2Identify opportunities to develop a long term planning strategy for the Shire.


Compilation of opportunities for Long Term Planning strategy for the Shire.

• Ongoing.

9.1.3Manage and maintain council owned land register and community Management Plan.


Council owned land register revised annually.

• Annual review of Council owned land completed.

9.1.4Development of S94A Plan


Procurement of service through Council internal recourses.

A S94A Plan by the end of 2008-09 financial year.

9.1.5Undertake Heritage Study Environmental

Health & Building Manager

Heritage study to be completed as a prerequisite to new LEP.

• Heritage study report adopted by Council in 2008.

9.1.6To establish and maintain a Local Heritage Fund


Local Heritage Fund established.

• Local Heritage Fund available for participation by residents of Brewarrina Shire.

9.1.7Co-operate with community working parties on heritage matters.


Co-operation on local heritage matters continuing

• Ongoing.

Future Strategies

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9.2 Building Services

• Effective building control to promote sustainable development of the Shire.

Key Actions/Goals Responsibility Means/Strategies Performance Assessment9.2.1 Effective building control to promote sustainable development within the Shire


Through Local Government Act, Building Code of Australia, Council’s policies and other regulations

Regulated development within the Shire.

10: Transport and CommunicationObjectives: To provide a sustainable, efficient and cost effective transport infrastructure which meets both the community and commercial needs of the Shire and which allows for safe and convenient pedestrian and traffic movement within the Shire.

Transport and Communication incorporates the following functions of Brewarrina Shire Council:

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10.1 Roads -To provide and maintain a safe and effective road infrastructure that meets the needs of the community and that establishes priorities and guidelines for the management of roads in the Shire in accordance with available resources.

10.2 Air Transportation -To provide and maintain air transport and communication infrastructure, such as aerodromes

Future Strategies

10.1 Roads

• To maintain all roads in a serviceable and safe condition using contemporary management techniques.

10.1.1 Rural Roads 10.1.2 Urban Roads 10.1.3 State Highways 10.1.4 Regional Roads 10.1.5 Other

Key Actions/Goals Responsibility Means/Strategies Performance AssessmentRural Roads10.1.1.1 Develop program for all rural sealed roads within Shire by 2008


To develop resealing program for rural regional sealed roads

• Ongoing with a medium / long term program to be developed based on strategic direction report.

10.1.1.2 Routine maintenance of rural roads in accordance with accepted standards


10 ramp approaches to be sealed on local roads

• Ongoing

10.1.1.3Develop and implement regrade program for local unsealed roads


Annual regrading program for local unsealed roads to be approved by Council by November 2008.

• Ongoing- Local roads to be included in Roads to Recovery program 2006-2014 at prioritised workshop in November 2008.

10.1.1.4Provide up to 2000 linear metres of new gravel causeways to improve drivability on existing soil roads


Routine maintenance of rural roads

• Ongoing

10.1.1.5Develop Asset Management System for rural roads in Shire


The development of an asset Management System for Shire infrastructure.

• Ongoing- preliminary work on Asset Register complete and Asset Management Policy approved in 2008.• Consultative engaged for Fair Valuation of property, plant and equipment.

Urban Roads10.1.2.1 Develop resealing program for all urban sealed roads within the Shire


Resealing program for Brewarrina Township Sealed Roads to be developed

• Ongoing- long term / medium program to be developed – based on Strategic Direction Report.

10.1.2.2 Develop Asset Management System for urban roads in the Shire


Asset Management System for Shire infrastructure developed

• Ongoing- preliminary work on Asset Register complete and Asset Management Policy approved in 2008.

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State Highways10.1.3.1 Seek special funding from RTA to improve road surfaces of State Highway MR70


Improve 5km road surface State Highway MR70

• Continue to seek additional funding from RTA.

10.1.3.2 Seek special funding from RTA to improve road surfaces of State Highway SH29


Obtain funding for State Highway SH29 improvement from RTA

• Continue to seek additional funding from RTA.

Regional Roads10.1.4.1 Extend 5 kilometres of seal on regional road from Brewarrina to Goodooga by 2008


Sealing of unsealed part of road from Brewarrina to Goodooga – minimum 2.5km

•Lobbying for Federal and State grants at Western Division Annual Conference and other stakeholders to continue.

Others10.1.5.2 Kerb and gutter maintenance program with Brewarrina township


Repair to 200 linear metres of kerb and guttering and 70 linear metres of paved footpath within Brewarrina township

•Work under review due to lack of resources and staff involvement in floor rehabilitation work and maintenance upgrading.

10.1.5.3Develop effective and efficient geographical information system


The development of a geographical information system

• Ongoing- mapping software procured and training arranged.

Future Strategies

10.2 Air Transportation

• To ensure that air transportation and communication infrastructure is maintained.

10.2.1 Maintain existing aerodrome infrastructure

Key Actions/Goals Responsibility Means/Strategies Performance AssessmentExisting Aerodrome10.2.1.1Maintain Certification of aerodrome to CASA Regulations


Brewarrina Aerodrome maintained to licence requirements

•Brewarrina Aerodrome Licence is current- works ongoing. • Funding sought for runway improvement and solar PAL lighting under Remote Aerodrome Safety Program 2008/09.

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10.2.1.2Maintain Goodooga aerodrome with certification conditions


Aerodrome maintained to certification requirements

• Certification is current- works ongoing.• Funding sought for runway improvement and solar PAL lighting under Remote Aerodrome Safety Program 2008/09.

10.2.1.3Maintain Weilmoringle aerodrome as a landing & takeoff strip


Aerodrome maintained to emergency strip requirements.

• Ongoing.• Funding sought for runway improvement and solar PAL lighting under Remote Aerodrome Safety Program 2008/09.

11: Economic Relations

Objectives: To effectively and responsibly manage and develop Council's business undertakings, whilst facilitating and building a vigorous and diverse local economy for all communities in the Shire.

11.1 Economic Development - To achieve sustainable economic development in the Shire and the creation and maintenance of jobs for current and future generations.

11.2 Tourism Development -Ensure that the tourist product and infrastructure available in the Shire is of an appropriate quality to meet the needs and expectations of visitors and to attract increased levels of tourists to the Shire.

11.3 Business Support & Main Street - To provide support to local people and community groups to develop and grow their ideas for goods & services into viable and sustainable commercial enterprises.

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11.4 Agriculture -To provide a study that supports the future of productive, profitable and diverse agricultural enterprises.

11.5 Infrastructure and Industry -To support development and infrastructure to the Shire.

Future Strategies

11.1 Economic Development

• Strengthen, diversify and develop business base in the Shire to increase economic sustainability and employment.

Key Actions/ Goals Responsibility Means/Strategies Performance Assessment11.1.1 Prepare an Economic Development Strategy in consultation with stakeholders and consistent with regional economic initiatives.

Economic Development/Grants officer

Liaise with DSRD, Orana ACC and other stakeholders for funding

• Economic Development strategy completed and approved by Council.

11.1.2 Update the Brewarrina Economic Development Profile of the Shire.

Economic Development /Grants Officer

Establish a data base of economic information including a skills audit.

Implement and maintain contemporary information.

• Skills audit undertaken

• Develop a priority plan to address the skills gap identified.

11.1.3 Participate in local, regional and state economic development bodies

Undertake regular networking with stakeholders.

Manager Tourism & Economic Development,EconomicDevelopment/GrantsOfficer

Ensure that all stakeholders have been identified.Develop and maintain a working relationship with stakeholders. Establish channels of communication for information distribution.Support relevant activities of community groups in the Shire through promotion and/or participation.

• Attend regular stakeholders meetings.

• Prepare regular reports to both stakeholders and the Council.

• No of events assisted

• Represent Brewarrina Shire at relevant conferences.

• Disseminate information to the local community through a range of mediums.

11.1.4Source grants for various economic development and tourism programs and projects.


Establish a data base of funding opportunities.

• Investigate different mediums for obtaining and accessing grant funding opportunities in consultation with other known initiatives.

11.1.5 Pro-actively facilitate investment & development opportunities for the Shire.


Facilitate and liaise investment meetings with appropriate stakeholders.

Research sustainability of proposed developments for the shire and apply for funding through various government departments

• Development proposals assessed and information distributed.

• New developments are encouraged and assistance provided to establishment phase.

11.1.6Promote business & Manager Attend relevant meetings • Statistics maintained of potential

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lifestyle advantages of the Shire.

Tourism & Economic Development,EconomicDevelopment/GrantsOfficer

and conferences and promote the shire.

Develop a package to promote the opportunities within the shire.

enquiries.

• Relevant information brochures produced for potential investors.

11.1.7 To develop and produce the Brewarrina Newspaper in the most efficient and effective manner.

Tourism Officer To increase the advertising content within the paper

To examine the feasibility of expanding the business activity of producing the newspaper.

• Newspaper produced monthly.

• A feasibility study completed and assessed of the proposed expansion of the Newspaper.

Future Strategies

11.2 Tourism Development

• Facilitate identification of new tourist products and initiatives and assist in their marketing.

• Enhance existing tourism products.

• Develop marketing strategy for Brewarrina Shire Identify and encourage sustainable high yield tourism related to the Shire’s unique environmental and cultural assets

Key Actions/Goals Responsibility Means/Strategies Performance Assessment11.2.1 Identify areas of potential tourism growth and development.

Manager Tourism & Economic Development,EconomicDevelopment/

Update and provide input into the development of Council’s Brewarrina tourism Master plan

Research trends and

• Business prospectus completed.• Analysis undertaken of the potential tourism market based on research conducted.

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GrantsOfficer

forecasts of future visitation numbers.

11.2.2Maintain and develop tourism alliances that will benefit the Shire.

Manager Tourism & Economic Development

Develop networks with appropriate stakeholders.

Maintain membership of Tourism Organisations.

Regularly attend meetings of Tourism Organisations

Actively promote local tourism at Regional & State forums.

Assist with the Goodooga VIC in the provision of brochures and promotional material.

Provide a venue to enable performances by the Outback & Regional Arts Board.

• Membership of Kamilaroi Highway, Outback Regional Tourism Organisation, Outback Arts, Darling River Run continued for the year.• Local Tourism Committee formed.• Meetings of Tourism Organisations regularly attended.• On-going assistance is provided to the Goodooga VIC.• Provide hosting facilities for Outback Arts Performances and Exhibitions.

11.2.3Implement strategic projects and events to foster tourism development.

Manager Tourism & Economic Development, Tourism Officer

Actively assist in the promotion of local events; eg Rodeo, Races, Annual Show, Farmers Markets, Christmas Promotion and Business Awards

Undertake research to revive the Festival of the Fisheries/ Outback Surfboat Classic.

Provide support to organising Committees of events within the Shire

Undertake market research for events.

To produce an annual Brewarrina Calendar.

• Number of events assisted & conducted.• Farmer’s Markets are held quarterly.• Annual Brewarrina Calendar is completed.• Research completed. • Market research completed for events

11.2.4Educate the community of the importance of tourism to the local economy.


Source funding to develop courses / information on the importance of tourism.

Work with facility providers and local experts to provide short courses on tourism and home industry products and services.

• Package tourism courses developed.• Short courses on home industry products delivered.

11.2.5Review tourism signage within the Shire and take appropriate action to ensure that it supports tourism.

Manager Tourism & Economic Development,TourismOfficer

Improve visual amenity of entry sites to the Shire.

Erect new signs to promote the Shire and provide information to visitors.

• Welcome to Shire, interpretative and boundary signs completed and installed.• Visual amenity of key entry sites to the Shire improved.

11.2.6Actively promote local tourism.


Identify, package and promote local attractions and services.

Develop Shire promotional material.

Update and maintain tourism data, and links on website.

Discuss and meet with key stakeholders and retailers on promotion of local products and services.

Discuss with regional VIC’s to

• Visitor Information merchandise purchased.• Town map completed.• Brewarrina brochure completed.• Current tourist information maintained on web page• Media kit developed.• Aboriginal Artworks displayed• Exhibitions held at VIC• Directional & interpretive signs improved.• Mud Maps completed• Attend Trade Shows• Undertake advertising initiatives through

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ensure that Brewarrina brochures are available at their VIC.

Develop promotion concepts for local aboriginal artists

Promote Barwon/ Darling River activities.

Promote the Brewarrina VIC FM radio station.

a range of advertising mediums.

11.2.7Support VIC growth & develop to tourism industry


Increase the opening times of the VIC on weekends to provide an enhanced service to visitors.

Research the acquisition of a new computer system for the VIC

Maintain current Tourism information.

Provide assistance and support to the Historical Society.

Investigate the purchase of a bus to undertake tours.

• Number of visitors collated quarterly• Flags erected.• Tourism data collated and reported.• Installed new signs with logos for Visitor Centre• New computer system installed for merchandise/till• Internet Café facility operating• Museum exhibits upgraded• Accreditation of the VIC completed.

11.2.8Explore opportunities for new tourism products & services


Promote the development of the Indigenous cultural experience in consultation with the BBC & key Indigenous bodies.

Promote the historical significance through interpretation of attractions

• Undertake guided Fish trap tours• Installation of interpretive signage is completed.

11.2.9Upgrade the Brewarrina Visitor Information & Cultural Centre.


Investigate funding sources to undertake proposed upgrade of the VIC.

• VIC upgraded.

Future Strategies

11.3 Business Support and Main Street Promotion

• Support existing businesses and industries and facilitate investment attraction.

Key Actions/Goals Responsibility Means/Strategies Performance Assessment11.3.1Work with the Brewarrina Business Enterprise Alliance (BBEA) and Peak Industry Groups to assist with the facilitation of business collaboration, promote value adding and encourage the promotion of opportunities for local businesses and industries.


Assist organisations to develop regular meetings, training, funding, attendance at trade shows and local promotional events.

• Businesses receive new business pack• Regular attendance at meetings• Facilitation of Brewarrina Business Awards• Completed Business directory.

11.3.2Advise small businesses of

EconomicDevelopment/

Develop network of businesses and agencies.

• Communication network established with BBEA and other organisations.

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developmental opportunities and provide referrals to appropriate agencies for financial and other assistance.

GrantsOfficer

11.3.3Strengthen the network of home based businesses.


Liaise with key stakeholders to strengthen home based businesses.

Establish information channels to distribute relevant information to grow home businesses.

Refer businesses to the BBEA and/or organisations if appropriate for advice and support.

• Regular liaison occurs with key stakeholders • Maintain register of home based industries.

11.3.4Ensure that local businesses and groups are kept informed of promotional opportunities.


Establish working relationships with relevant bodies.

Establish protocols to link stakeholders with Agencies.

Utilise communication channels to distribute appropriate information to businesses/groups

• Businesses and Groups are regularly informed of promotional opportunities provided by stakeholders.• Relevant information is received by businesses / groups on a timely manner.

11.3.5Provide information and referral assistance to new and existing businesses to the Shire.

EconomicDevelopment/GrantsOfficer

Obtain statistics/information to assist the development of promotional material.

Provide information and direction to business advisory services

Provide new business with information pack.

• Number of enquiries & referrals increased• An increase in new businesses established.• Facilitate the Business Outback expo to promote the Shire’s products / businesses.

11.3.6Develop the main street as a vibrant neighbourhood maintaining the history, heritage and culture of Brewarrina.


Review the Tourism Master Plan to ensure that it is still relevant and contemporary.

The Main street improvements occur in accordance with the main street landscape plan.

Provide assistance to business/build owners to upgrade appearance of the dwelling.

• Installation of business signs completed.• Improvement in building facades undertaken.• Number of applications to local heritage fund.• Tourism Master Plan reviewed• Public murals are placed at various locations throughout the Town.

11.3.7Gain an understanding of the skills of the businesses and residents within the Shire

Improve the vacant Industrial & Retail business premises


Identify potential new industries.

Conduct a skills audit

Investigate & liaise with owners of vacant properties their long term strategy for the property.

• Skills Audit completed.• Data base established of the outcomes of the skills audit.

Future Strategies

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11.4 Agriculture

• Support opportunities in sustainable agriculture and associated value adding.

Key Actions/Goals Responsibility Means/Strategies Performance Assessment11.4.1Establish and implement a Brewarrina Sustainable Agriculture Study.


Investigate possible Agricultural alternatives.

Facilitate primary industry groups in partnership with local associations and government to discuss value – adding and marketing initiatives and opportunities

• Agriculture diversity achieved.• Increase yield base on agricultural land achieved• Regular meetings are held.

11.4.2Facilitate the sale and consumption of localproduce through support for farmers markets and othercommunity infrastructure.


Facilitate the establishment of Farmers Markets and stock sales.

Identify the potential for utilising the Council’s Saleyards.

• Farmers Markets undertaken bi-monthly.

• An annual livestock sale is undertaken.

Future Strategies

11.5 Infrastructure and Industry

• Support additional accommodation within the Shire.

• Build on existing economic strengths, develop and coordinate economic development initiatives.

Key Actions/Goals Responsibility Means/Strategies Performance Assessment11.5.1Improve communications and infrastructure for the Shire.


Facilitate the introduction of broadband infrastructure across the Shire toassist businesses and the community.

• An enhanced broadband service is provided to the Shire.

11.5.2That a oral health service and facility is established at Brewarrina

General Manager,EconomicDevelopment/GrantsOfficer

To continue liaison with Griffith University, the Brewarrina Dental Management Committee and other stakeholders for the provision of a oral health service and facility.

Upgrade the Council’s house in Wilson Street to

• A oral health service and facility is operational at Brewarrina.• Council’s house in Wilson Street is re-furbished.• VIC hall alterations are completed.• Funds are received to upgrade the Council’s existing Dental Surgery.• Attend regular meetings to facilitate the on-going operation of the dental facility.

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accommodate the dental students.

To upgrade the Council’s VIC to temporarily accommodate the oral health service and facility.

To continue lobbying with the Federal Minister for Health and Ageing for funds to upgrade the Council’s existing Dental Surgery.

On-going liaison with the Brewarrina Dental Management Committee and Ochre Health.

11.5.3To re-instate a regular air service to Brewarrina.

EconomicDevelopment/GrantsOfficer

Establish a Working Party to ascertain the feasibility for a air service to Brewarrina. Liaise with air service providers to provide a regular air service to Brewarrina.

• Meetings are held with air service providers for the re-installation of air services to Brewarrina.• Meetings of the Working Party are conducted.

11.5.4To promote the Four Mile Camping and Boat Ramp Reserves as a tourism stop-over.


To promote the Reserves through a range of electronic and other promotional mediums.

• An increased patronage to the Reserves.• Signage to the Reserves is installed.

11.5.5To manage the Brewarrina Caravan Park as a commercial investment and tourist facility.


To ascertain the options available to manage and maintain the Brewarrina Caravan Park.

• A review of the options for the on-going management of the Caravan Park is considered by the Council.

Links to Social & Community Plan 2006/10 and other Council documents

PRINCIPAL ACTIVITY SOCIAL & COMMUNITY PLAN REFERENCE

Public Order and Safety General Needs & Issues by Type of Need or Issue H- Community Safety and Law & Order Needs, Issues & Recommend Actions4-Older People Aboriginal & Torres Strait Islander PeopleB- Lifestyle: 2- Safer Community

Health General Needs and Issues by Type of Need or IssueA- Health & Wellbeing Aboriginal & Torres Strait Islander PeopleC- Community Well Being

Community Services and Education

General Needs and Issues by Type of Need or IssueC- Community Facilities E- Sport & Recreation Needs, Issues & Recommend Actions1- Children

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2- Young People 4- Older People Aboriginal & Torres Strait Islander PeopleA- Culture C- Community Wellbeing

Recreation and Culture General Needs and Issues by Type of Need or IssueE- Sport & Recreation Needs, Issues & Recommend Actions1- Children 2- Young People Aboriginal & Torres Strait Islander PeopleA- Culture B- Lifestyle: 2- Safer Community

Economic Relations General Needs and Issues by Type of Need or IssueB- Economic Development and Tourism

Note:1. Needs, Issues and Actions identified in regard to the villages of Goodooga and Weilmoringle are detailed in the Social and Community Plan 2006/10 are linked to the Management Plan accordingly.

Human Resource Activities

Human Resource activities are those aimed at managing and improving the quality, performance, opportunities and safety conditions of Council employees. A well trained, skilled and dedicated workforce is an important asset to the community. The key activities of this function are:

Performance Management Change management Recruitment Policy Formation Occupational Health & Safety and Training and education

HR Activities 2008 /2009

ACTIVITIES OBJECTIVES KEY PERFORMANCE MEASURES

Performance Management / Change Management

Implementation of a new Organisational structure which requires:

Position descriptions Competencies

Development of an integrated appraisal process including:

Create performance assessments Regular feedback between management &

employees on performance

Position descriptions for all positions on the organisational structure created.

New appraisal system introduced.

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Regular review of competencies between management & employees

Implementation of OO-Soft Creation of a skill matrix Conduct a needs analysis Development & training implemented with

competencies Creation of career planning and succession

planningRecruitment Increase in staff numbers and staff retention

Fill vacant positions Concentrate on areas where skill shortages are

identified Create strategies to attract key staff Redesign the Induction program Policies & Procedures

Reduction in the number of staff vacancies.

Retention and employment of skilled staff.

Policy Formation Review current Human Resources Policies Updated policy documents.

Occupational Health & Safety / Workers Compensation

Implementation of policy and proceduresDecrease in premiums and number of workplace incidents

Regular review of all outstanding cases Quarterly reporting

Regular review of all wage and expenses claims

Reduction in the number of workplace injuries and injury costs.

Training Implementation of training plans based on skills matrix and needs analysis

65% of the workforce to attend some form of training each year

Payroll / Personnel Fortnightly processing of wages and reporting Quarterly reporting on Sick leave Monitor leave Monthly Superannuation reporting Confidentiality of all employee records Address issues when/where required

Increased reporting and more accurate reflection of details in employee records.

Trainees Implement a new trainee program commencing in late 2008.Once implemented:

Record attendance Review payment to Employer Work together with Employer to ensure training

plans are followed Aim to gain full-time employment

Focus of specific areas where the best possible outcome (full-time employment) can be achieved.

Implement one-on-one structures with trainees and mentors.

Proposed Training Budget Allocation 2008/2009

DEPARTMENTESTIMATE ACTUAL

TRAININGESTIMATE SALARIES **MIN TRAINING

REQUIRED

Indoor $10,000 $5,000 Legislative Records Basic Office Supervisory

Outdoor $30,000 $15,000

Legislative Tickets OH&S Supervisory Skilled training

Engineering $20,000 $10,000

Legislative Cert IV (Tafe) Basic Office Supervisory Engineering specific

Health & Building $10,000 $5,000

Legislative Health & Building specific

(Tafe / Uni) Animal related OH&S Risk Supervisory

Community Services Manager $2,500 $1,000

Legislative Youth related Supervisory

Youth Workers $2,500 $1,000 Legislative Youth related

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Economic Development / Grants Officer $2,500 $1,000

Legislative Skilled training

Tourism Manager $2,500 $1,000 Legislative Skilled training

Tourism Officers $2,500 $1,000 Legislative Basic Office Journalistic Skilled training

TOTALS $82,500 $40,000 $122,500** A complete list of training cannot be supplied until a full Training Needs Analysis has been completed.

Training Budget & Plan 2008/2009

The budget for 2008/2009 must allow for the recruitment of new employees and the concentration in upskilling current staff members. Once again there will be a large part of the Engineering budget solely dedicated to the study of the Certificate IV in Engineering Design by two of the current employees.

The inclusion of the costs of salaries was never previous accounted for when determining the training budget. However these costs have been included this year to reflect the true cost of training the workforce.

This years training budget is higher than previous budgets but below are some of the contributing factors:

ENGINEERINGThis expense is always relatively high but we need to ensure that our engineering employees remain up to date with current standards and practices.

HEALTH & BUILDINGThere is an increase proposed in this expense and this is a planned approach to skill and retain staff. Within this area there are a number of continuing changes to legislation which require staff to undertake a variety of training.

COMMUNITY SERVICES / YOUTH WORKERSIn previous years no expenditure was incurred within this functional area. Given the Council’s commitment to providing an increase in community services there is a corresponding need to increase the training for our staff, with a focus on supervision.

ECONOMIC DEVELOPMENT / GRANTS OFFICERThis is a new position within the Council’s Organisational Structure and we are keen to ensure that this staff member receives adequate training to ensure that the expectations of the community are realised.

TOURISM MANAGER / TOURISM OFFICERIn previous years minimal expenditure was incurred within this functional area. Given the Council’s commitment to providing an increase in tourism related activities, there is a corresponding need to increase the training for our staff in this area

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Equal Employment Opportunity Activities

The Brewarrina Shire Council recognises that Equal Employment Opportunity (EEO) is a key component of sound management. Council is committed to removing all sources of workplace discrimination and ensuring that EEO principles underpin Council activities and reinforce Councils values of honesty, fairness, integrity and the valuing of people. The key activities of the EEO function are:

EEO Awareness Promotion of EEO EEO in Council positions EEO for Career progression Awareness of Grievance & Harassment in the workplace

Activities Objectives Key Performance Measures

All employees have an awareness of an EEO

Implementation of key programs / procedures to create this environment such as: Induction Job Descriptions for all

employees Skill matrix for employees Awareness/Training Sessions Surveys developed

EEO programs/procedures developed.

Develop an EEO Survey.

Promote EEO within the workplace The creation an EEO Committee to address issues as below: Policies, principles, plans &

programs

Establishment of EEO Committee in 2008/2009.

Implementation of policies relating to

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(including family friendly/remote location policies)

Legislation Annual reports Communications within the

workplace

EEO in the workplace.

EEO report included in Council’s Annual Report.

Ensure EEO for all Council positions Implementation of employment procedures/practices Recruitment advertisements

comply with EEO principles Include EEO Statement on

advertisements Advertisements to target EEO

groups (e.g. Aboriginals, women, disability etc...)

Interview questions to reflect EEO

Availability of exit interviews

Develop and implementation of EEO employment procedures/practices.

EEO reflected in job advertisements and interview questions.

Composite selection panels for all advertised positions.

EEO for Career progression Implementation of Succession planning and Training & Development plans based on needs and skill requirements.

Establishment of skills matrix and succession plans.

Awareness of Grievance & Harassment in the workplace

Implementation of key programs/procedures to create this environment such as: Induction program Awareness/Training sessions –

employees & supervisors Training Sessions – provision

of quality customer service Review policies and

procedures by EEO Committee

Grievance procedures established.

Staff Training.

Social and Community Plan

A Social and Community Plan is strategic by nature. It describes the local community, identifies the key issues confronting the community, and recommends the strategies and actions which the Council, or support agencies and bodies could implement to address these needs. It establishes the goals and activities to meet these goals and the proposed timeframe to respond to these needs.

It incorporates a profile of the community, and summary of needs in the community, in particular emphasizing the needs of the underprivileged in the community.

Management Tool.

One of the key objectives of the Community and Social Plan is to provide an important management tool by which Council can recognize the issues in the community, and analyse the services, amenities and funding to satisfy these needs and issues. By doing so, the Plan enables Council to more effectively recognize any deficiencies or shortfalls in necessary services and facilities in the community, and to be able to address these needs and issues more timely and effectively.

Multi-functional Role.

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The role of the Social and Community Plan is in many respects, multi-functional, in that it:

Develops a greater understanding of the needs of the community, and particularly those most disadvantaged.

Identifies strategies and actions to meet these needs.

Identifies the services and facilities, and funding required to meet these needs.

Advocates the services that should be provided by other bodies and government agencies and departments.

Provide improved service and facilities to the more sensitive and targeted sectors of the community.

Achieve, in conjunction with government bodies, community groups and individuals, a cooperative relationship in the planning of services and facilities.

Addresses the issues concerning improving the quality of life, to the benefit of the whole community.

Access and Equity Activities.

As defined under the Access and Equity Activities Statement in this Plan, these activities are incorporated in the needs and actions identified for the various target groups and general issues and needs within the shire in the Social and Community Plan. These activities assist Council to provide support in the promotion of a fairer access to economic and welfare resources and services for the benefits of the whole community, and in particularly those most in need. These activities also provide increased opportunities for these people to participate in the actions and decisions in the community which affect their lives.

In particular, the Social and Community Plan assists Council to develop an understanding of the needs of the more disadvantaged members of the community, and identify the appropriate services and facilities required to address these needs, and the role Council should have in this process.

Links to other Plans, Reports and Activities of Council.

The Social and Community Plan links in with other Council activities, in several ways by:

Assisting Council to identify the needs of the community, and to provide or advocate the services and facilities to meet these needs;

Providing the demographic and statistical information on the Shire, to support strategies required to meet the identified needs of the people in the community; and

Providing the basis for the strategies for Council to satisfy these needs.

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These proposed activities are incorporated into the Management Plan of Council, and the outcomes included in the Annual Report of Council, and may have been included to some degree in the Local Environment Plan (LEP)

Summary:

The Brewarrina Social and Community Plan is a living document and should not be considered one which is final or restrictive in the issues and needs highlighted in the Plan, and the actions recommended to resolve these issues. It is structured as a passive action plan for the Shire, both the present time and for the future. It is intended to review this Plan on an going basis, with continuing consultation with the community, to ensure that it represents the needs of the community, and it is implemented to meet these needs.

Access and Equity Activities Statement

An access and equity activity is defined as one which assists Council to:

Promote fairness in the distribution of resources, particularly for those most in need

Recognise and promote people’s rights and improve the accountability of decision makers

Ensure that people have fairer access to the economic resources and services essential to meeting their basic needs and improving their quality of life

Give people better opportunities for genuine participation and consultation about decisions affecting their lives

Details of Council’s proposed activities and initiatives in relation to access and equity activities to be undertaken in 2008/2009, to assist identified persons and groups are in the Social and Community Plan 2006/2010, which was adopted last year.

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The legislation requires the Social and Community Plan to address issues for the seven target populations groups listed below, as well as other needs or issues in the community.

Children Young people Women Older people People with disabilities including those with HIV/AIDS Aboriginal people People form culturally and linguistically diverse backgrounds.

Details of these needs, strategies and actions are stated in the Social and Community Plan 2006/10. These will be updated in the current review of the Plan.

This Plan is currently under review, for updating and amending as part of the annual review carried out by Council, to take into account the needs of the community and provide or advocate for appropriate accessible services and facilities for the benefit of the community. (A copy of this Plan is available on Council’s website www.breshire.com or at the Council Offices in Brewarrina).

Council considers this Social and Community Plan as part of its Management Planning process, and draft Plan currently in review will be taken into account when formulating this Management Plan. A summary of Council’s achievements in relation to access and equity over the next twelve months against the proposed access and equity activities will be provided in Council’s 2007/8 Annual Report.

Ecologically Sustainable Development

Council’s Manager Environmental Health and Building is accountable as the custodian of the Shire’s built and natural environments and ensures application of the principles of ecologically sustainable development (ESD). This responsibility is delivered by the Environmental Services Division.

Council protects the areas identified as environmentally sensitive in the LEP through its capacity as the consent authority for development under the Environmental Planning and Assessment Act 1979. In addition, Council also possesses a broad range of powers and responsibilities to protect the environment from harm from other activities that do not necessarily require consent such as pollution control and land use management under the Local Government Act and the Protection of the Environment Operations Act.

Other Actions undertaken by Council:

The activities which Council intends to undertake to protect environmentally sensitive areas and to promote the environmental sustainability of the Shire as a whole include:

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http://www.breshire.com/


Preparation of a State of the Environment Report (SOE) by November each year. In addition, in association with the Central West Catchment Council is participating in the preparation of a Regional or Catchment SOE which will be looking at more detailed analysis and monitoring with regional issues being identified;

Development of a new Principal LEP by March 2011 under the planning reform fund program (Department of Planning) in partnership with Bourke and Central Darling Shire Councils;

Development of a new onsite disposal system register for all development outside township areas;

Undertake general environmental control activities in all areas using the Protection of the Environment Operations Act, Environmental Planning and Assessment Act, as well as the Local Government Act to protect the natural environment;

Actively participate in the Western Catchment Management Authority programs;

Implement waste education programs through the establishment of a Technology Park to minimise waste and to promote recycling in the shire area;

Provide specialised environmental advice as part of the development approvals process;

Companion animals management through the provision of ranger services and the development of new compliant pound facilities;

Development of a section 94 A Contribution Plan.

Business or Commercial Activities

Council has no activities that could be defined as business or commercial activities at this time.

Saleyards is at present not operating.

Council Plant Hire is treated on Business Principles but in fact is not carried out to compete with local businesses.

Council execute works on Scheduled of Rates for the stakeholders are considered as a service, not a business.

Statement of Private Works

The Local Government Act 1993 NSW, allows Council to carry out the following works for residents and organisations on private land:

• Paving and road making

• Kerbing and guttering

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• Demolition and excavation

• Water drainage and drainage connection

• Land clearing and tree felling

• Tree planting and maintenance

• Fencing and ditching

• Miscellaneous works and services

Council has adopted a charging policy that private works are charged at a comprehensive rate.

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Revised 10 Year Plant Replacement ProgrammePlant No. 001- Description

Purchase Date

Purchase Price

Km/Hrs @

13/02/08

Approx. Km/Hrs

P.A.Budget

2007/2008Actual

2007/2008Replace

2008/2009Replace

2009/2010Replace

2010/2011Replace

2011/2012Replace

2012/2013Replace

2013/2014Replace

2014/2015Replace

2015/2016

011 (6) Staff Vehicles - Office 70,000 45,675 63,000 15,000 45,000 85,000 30,000 30,000 80,000 35,000 (16) Utilities - Field Staff 80,000 50,595 75,000 90,000 75,000 75,000 60,000 90,000 75,000 95,000

105 Nissan UD Prime Mover 1993 110000 184079 50000 210,000

106 Nissan UD Prime Mover 1995 126720 489048 50000 210,000

108 Kenworth Prime Mover 135829 285356 60000 250,000

120 Toyota Dyna Mini-mix 8/06/1987 23750 133685

121 Diahatsu Delta Tipper - Parks 2001 37900 85663 600 30,000

122 Isuzu - Jetpatcher Truck 1993 78900 227296 12000 285,000

Jetpatcher Unit 2000 54600

125 Isuzu - Workshop 1995 55400 112710 650 70,000

128 Toyota Dyna (Sewer) 2004 32875 160175 7500 30,000

127 Isuzu - Bridge Gang 1997 94720 112710 20000 70,000

129 Toyota Dyna (Town Maintenance) 2004 32723 50860 20000 30,000

130 Mitsubishi Crew Cab Tipper 29/03/2005 129210 22681 10000

133 Ford Trader - Goodooga 1997 40825 87419 7500 60,000

205 16G Grader S/H1986 199000 3129 1500

208 140G Grader 1995 253000 12844 1600 250,000

209 140G Grader 1995 259000 12103 1600 250,000

211 14H Grader 1999 311200 7442 1300 250,000

330 Case 621B Loader 30/12/1997 173000 500 190,000

332 Cat 962 Loader 4/08/2005 330000 2688 1500 300,000

410 Haulmark Side Tipper A 15/02/2002 40000 7135 500 100,000

411 Haulmark Side Tipper B 15/02/2002 40000 4895 500 100,000

540 S/P Multipac Padfoot Roller 1997 127000 4341 600 170,000

547 S/P Rubber Tyred Roller 11/08/2005 143481 1767 500 180,000

551 Grid Roller 1979 10

552 Grid Roller 1987 7000 200 50,000

555 Drawn Vivbrating Roller 1981 16400

557 Mini Trench Roller 1987 30,000

558 Pohlner Roller attached to Grader 1993 20000

645 Case Skid Steer Loader 4/12/2000 58700 2255 300 55,000

640 Caterpillar Backhoe - Bre 2007 361 300 150,000

644 Case 580D Backhoe - Gdga 24/01/2005 127758 923 400 150,000

650 Iseki Mower 8/06/2006 41938 50,000

651 John Deere Mower 9/11/2000 28840 1178 500

652 Deutz Tractor 2000 28560 5407.69 300

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653 John Deere Tractor (Gdga) 10/10/2003 47309 759

721 Low Loader 31/12/1982 30955 90,000

722 Shanks Side Tipper 5/03/1999 62990 100,000

724 Tanker Trailer 21 000 litre 13/12/1988 13899 30,000 28,000

727 O'Phee Dolly 31/12/1987 15392 50,000

730 Tipper Trailer 15/06/1995 36000 105,000

731 Tipper Trailer 16/06/1995 36000 100,000

Portable Traffic Signals 30,000 31,904

Slasher

Ride-on Mower (John deere) 3,636

Redline Trailer(for bob cat,mowers etc) 25,000 21,950

Contingency Fund 40,000 63,240Total 275,000 245,000 913,000 410,000 370,000 1,085,000 610,000 450,000 635,000 510,000

Proposed BSC Office & Field Staff Vehicle Replacement ProgrammeCurrent Plant No.

Description Purchase MM/YY

Km at 13/02/08

Approx. Km P.A.

Vehicle Life

(months)Budget

2007/2008Actual

2007/2008Replace

2008/2009Replace

2009/2010Replace

2010/2011Replace

2011/2012Replace

2012/2013Replace

2013/2014Replace

2014/2015Replace

2015/2016

008Group Manager Engineering Operations 26/2/2007 27127 30000 12 15,000 0 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000

010 Manager Admin & Community Serv. 26/2/2007 11257 10000 42 20,000 20,000

012 General Manager 26/2/2007 32234 30000 12 15,000 0 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000

011 Manager - Finance 26/2/2007 24000 12000 36 18,000 20,000 20,000

018/065 Manager - Health & Building 25/10/07 6851 15000 48 25,000 20,875 20,000 20,000

009 Doctors Car 26/2/2007 20000 18 15,000 15,000 15,000 15,000

073 Workshop 16/12/2005 50713 25000 30 15,000 15,000 15,000

036 Technical Officer 17/11/2006 22710 12000 36 15,000 15,000 15,000

082 Works Manager 1/05 63125 22000 36 15,000 9,800 15,000 15,000 Sub-Total 70,000 30,675 78,000 15,000 45,000 85,000 30,000 30,000 80,000 35,000

030 4WD Utility Single Cab - Goodooga 17/11/2006 39468 25000 24 15,000 15,000 15,000 15,000

031 4WD Utility - Water (Fred) 17/11/2006 23405 13000 48 15,000 15,000

032 4WD Utility - Roads 17/11/2006 34426 25000 24 15,000 15,000 15,000

033 4WD Utility Single Cab - Roads 17/11/2006 43004 25000 24 15,000 15,000 15,000 15,000

034 4WD Utility Single Cab - Roads 17/11/2006 48640 40000 18 15,000 0 15,000 15,000 15,000 15,000

035 4WD Utility Single Cab - Roads 17/11/2006 42733 15000 48 15,000 15,000

0374WD Utility Crew Cab - Parks & Gardens 17/11/2006 22710 15000 48 15,000 15,000 15,000

0604WD Utility Crew Cab - Supervisor (Bob) 18/4/2007 52427 50000 12 15,000 0 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000

050/061 4WD Utility Crew Cab - Ranger 25/10/2007 8876 15000 48 20,000 19,330 15,000 15,000

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070/062 4WD Utility Crew Cab - Supervisor (Alf) 25/10/2007 14812 40000 18 15,000 16,753 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000

072/063 4WD Utility - Roads 25/10/2007 15534 40000 18 15,000 14,512 15,000 15,000 15,000 15,000

0672WD Utility - Community Centre (Steve) 09/99 58650 7000 96 20,000

Sub-Total 80,000 50,595 60,000 90,000 75,000 75,000 60,000 90,000 75,000 95,000

Total 150,000 81,270 138,000 105,000 120,000 160,000 90,000 120,000 155,000 130,000

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Proposed Capital Works

The Capital Works program contains expenditure on acquisition and construction of new infrastructure access required by Council to provide eventual services, and facilities.

The Capital Works Program for 2008/2009 totals $2,789,000

CAPITAL WORKS PROGRAM

SOURCE OF FUNDS

PROJECT 2008/2009 Budget

Restricted Assets Loans Grants Existing

LoanCouncil Revenue

GENERAL FUND:

Office Equipment/Furniture 10,000 10,000IT Equipment 5,000 5,000Youth Centre improvements 10,000 5,000 5,000TIC Office Equipment 2,000 2,000Mapping equipment 25,000 25,000 Office Equipment-photocopier 20,000 20,000 GIS Mapping 30,000 16,625 13,375 -Plant replacement program 925,000 210,000 250,000 465,000-Levee Remedial WorksLibrary Special Projects

300,0008,000

100,000 200,000 8,000

Staff Housing 100,000 100,000 -Bathurst St. Footpath 200,000 200,000 - House Numbering/Rural Addressing

20,000 20,000

Remote Aerodrome Safety Program 268,900 89,600 179,300 - New Tip 50,000 50,000 New Dog Pound 30,000 30,000 4 Mile Reserve camping facilities 10,000 10,000 -Barwon Boat ramp facilities 10,000 10,000

General Fund Total 2,023,900 236,625 667,975 587,300 - 532,000

WATER FUND: Filomat PreCleaner Filter System 50,000 35,000 15,000Strategic & Financial Plan 20,000 20,000 - Valve Replacement Program 30,000 30,000 -Mains Replacement Program 30,000 30,000 - Replace backwash aerator pump 20,000 12,000 8,000 Fluoridation Program 20,000 - 20,000 Water Fund Total 170,000 127,000 - - - 43,000 SEWER FUND: Strategic & Financial Plan 20,000 - 20,000 Treatment Works 35,000 35,000 - Sewer cleaning equipments 30,000 5,000 25,000 Sewer Fund Total 85,000 40,000 - - - 45,000

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REVENUE

POLICY

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PART 3 REVENUE POLICY

Revenue Policy

Council obtains its income from a range of sources including;

• Rates • Charges • Fees • Private Works • Grants • Contributions • Loan borrowing

Council will ensure all rates, fees and charges will be applied equitably. Council supports the user pay principle in assessing the levying of fees and charges and the amounts to which they are set, this is balanced with the needs of those in the community for whom it would impose undue hardship.

The estimated yields of rates are calculated on a 3.2% increase, this is the percentage rates increase specified by the Minister.

Rates Statement

All rateable land must be categorised as either residential, farmland, mining or business. Council may create sub categories within this classification if necessary.

Residential

Land is categorised as residential if;

• The main use is for residential accommodation (but not as a hotel, motel, guesthouse, boarding house, lodging house or nursing home).

• It is vacant land zoned for residential purposes

• It is rural residential land Residential-Brewarrina

• All residential land within the Zone 1C and 2T under the Brewarrina Local Environment Plan 2000.

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Residential-Other

• All residential land in the Shire not contained in the designated schedule area, including land categories "Rural Residential" by definition under the Local Government Act, 1993.

The definition of Rural Residential Land is reproduced below:

"rural residential land" means land that: a) Is the site of a dwelling; and b) Is not less than 2 hectares and not more than 40 hectares in area; and c) Is either:

i) not zoned or otherwise designated for use under an environmental planning instrument; or

ii) zoned or otherwise designated for use under such an instrument for non-urban purposes; and

d) Does not have a significant and substantial commercial purpose or character.

Farmland

Land is categorised as farmland if its main use is for commercial farming eg grazing, animal feedlots, dairying, pig farming, poultry farming, bee keeping, forestry, oyster or fish farming, or growing crops for profit.

Rural residential land is not categorised as farmland.

Farmland -Intensive Agriculture

• All farmland used in the pursuit of intensive agriculture including poultry farms, piggeries, cattle feedlots and commercial orchards or viticulture.

Farmland -Other

• All land used for the dominant purpose of farming excluding Intensive Agriculture.

Business

Land is categorised as business if it cannot be categorised as farmland, residential or mining. The main land uses in the business category are commercial and industrial.

Business -Brewarrina

• All land within the boundaries set out in the schedule referred to in the residential section above.

Business -Other

• All land not categorised as farmland, residential or in the above-referred Brewarrina township schedule area.

Mining

Land is categorised as mining if it is land within a parcel of rateable land valued as one assessment and its dominant use is for a coal mine or metalliferous mine.

Mining

• The whole Shire area

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Rates Ordinary - Minimum Rate and Ad Valorem

The ordinary rates for 2008/2009 are as follows:

Category Sub-CategoryAd Valorem

Amount (cents in $)

Minimum 2008/2009 Rate Yield

Farmland Dryland + Irrigable 0% 0.5521 54.00 602,407

Irrigable: 1% - 25% 0.5768 54.00 11,829

Irrigable: 26% - 50% 0.8833 54.00 7,950

Irrigable: 51% - 75% 1.6315 54.00 18,942

Irrigable: 76% - 100% 3.4657 54.00 16,947

Residential Brewarrina Township 3.3161 89.00 57,508

Goodooga Township 8.111 70.00 6,801

Angledool Township 0.6642 54.00 3,160

Angledool Rural 0.6642 54.00 1,001

Gongolgon Rural 0.6642 54.00 702

Business Brewarrina Township 3.3161 89.00 10,989

Goodooga Township 8.111 70.00 567

Interest on Overdue Rates

Council proposes to charge interest in overdue rates at a rate of 10% per annum.

Rates Special - Minimum Rate and Ad Valorem

Water and sewerage rates for Brewarrina township are levied on the same ad valorem structure, with a minimum rate applying to the sub-categories. It is proposed to increase these special rates by 3% in 2008/2009.

Category Sub-CategoryAd Valorem

Amount (cents in $)

Minimum 2008/2009 Rate Yield

Water Brewarrina – occupied or connected 14.50 829.00 338,995

Brewarrina – unoccupied or not connected 14.50 414.50 26,171

Sewer Brewarrina – occupied or connected 8.05 530.00 195,866

Brewarrina – unoccupied or not connected 8.05 265.00 15,937

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Annual Charges

Council provides a range of services on an annual basis for which it charges an annual charge.

• Water Supply • Sewerage Services • Domestic Waste • Other Waste

Water Charges

Charges for the supply of water in Brewarrina are levied on non-rateable land and on commercial consumers. Charges on non-rateable land used for residential purposes are equal to the minimum occupied rate for rateable properties. For the supply to commercial operations each enterprise is assessed on the basis of an estimated equivalent number of residential units and charged a multiple of the residential rate. Properties with additional water closets and urinals are also charged for the additional water used. The supply of all water to Goodooga is on the basis of a charge for each property connected to the water system. It is proposed to increase all charges by 3% in 2008/2009.

Category Sub-Category Charge 2008/2009 Yield

Brewarrina Water Charge – non-rateable properties 829.00 148,391

Water Charge – excess users 829.00 27,357

Excess water – to 300kl 1,244 1,244

Excess water for urinals 29.60 385

Excess water for water closets (2 – 5) 71.00 7,881

Excess water for water closets (over 5) 29.60 2,842

Goodooga Water Charge 680.00 77,520

Sewerage Charges

Charges for the provision of sewerage services in Brewarrina are levied on non-rateable land and on commercial consumers. Charges on non-rateable land used for residential purposes are equal to the minimum occupied rate for rateable properties. For other than single residential dwellings additional charges are incurred on all properties based on the additional water closets and urinals installed. The provision of sewerage services to Goodooga is on the basis of a charge for each property connected to the sewer system. It is proposed to increase these charges by 3% in 2008/2009.


Brewarrina Sewer Charge 530.00 50,880

Urinals 45.00 585

Water closets (2 – 5) 134.00 14,874

Water closets (over 5) 45.00 4,320

Goodooga Sewer Charge 230.00 25,300

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Waste Management Services

Domestic Waste Management

Domestic Waste Management (DWM) services include the collection, transportation and disposal of household waste. In accordance with Section 496 of the Local Government Act, 1993, Council proposes to levy an annual charge for the provision of Domestic Waste Management services on each parcel of land in Brewarrina, Goodooga and Gongolgon for which the service is available.

The charges are proposed to be increased by 3% in 2008/2009. These charges are the minimum charges that will recoup the perceived costs of making the Domestic Waste Management service available.


Brewarrina Domestic Waste 276.00 117,852

Goodooga Domestic Waste 235.00 22,090

Gongolgon Domestic Waste 202.00 2,222

Other Waste Management Services

Other waste management services are levied as an annual charge in accordance with Section 501 of the Local Government Act, 1993.


Brewarrina Commercial Waste 324.00 18,144

Vacant land 15.10 755

Non-collected (tip use) 45.40 454

Goodooga Commercial Waste 324.00 8,100

Vacant land 15.10 136

Angledool Tip maintenance fee 45.40 999

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Statement of Borrowings

To provide for the future needs of the community Council borrows funds to provide infrastructure requirements and community assets which are not able to be funded out of normal revenue sources. The loans are based on periods that reflect the economic life of the asset or a reasonable fixed term, whichever is the lesser.

Loans raised by Council from banks or recognised financial institutions are secured by mortgage deed over the revenue of Council.

Council proposes to borrow $667,975 during the 2008/09 year for Capital Works.

The loans funds are specifically for the following projects:

PROJECT Loans

GENERAL FUND: Office Equipment/Furniture 10,000IT Equipment 5,000Youth Centre improvements 5,000Mapping equipment 25,000Office Equipment-photocopier 20,000GIS Mapping 13,375Plant replacement program 250,000Levee Remedial Works 100,000Staff Housing 100,000 Remote Aerodrome Safety Program 89,600 New Tip 50,000

General Fund Total 667,975

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Fees & Charges

2007/2008

ITEM NO DESCRIPTION

Total Charge (including GST*

if applicable)Fee

Type2 ADMINISTRATIVE FEES

2.1 Section 149/2 Certificate 40.00 B Section 149/5 Certificate 60.00 B

Drainage Diagram 20.00 BSection 608 - Service for conveyance 20.00 ANoxious Weeds Certificate 50.00 AOutstanding Notices Certificate (735A & 121ZP) 20.00 EACH A

2.2 Section 603 Certificate 60.00 ASection 172 Certificate 50.00 A

2.3 Hire of Old Trestle - for private function 4.00 * C Pick up and delivery 40.00 * C Charitable organisations 3.00 * C Pick up and delivery 17.00 * C

Deposit 50.00 2.5

Dishonoured & present again cheques fees (includes bank fee) 50.00 * E2.6 Shire maps - A3 Printed 2.40 * D

- Small A2 Photocopy 4.75 * D - Large A1 Photocopy 7.15 * D - Large Printed 9.50 * D

2.7 Photocopies -small A4 0.25 * D - large A3 0.50 * DPhotocopies -small A4 Community groups supplying paper 0.15 * D - large A3 Community groups supplying paper 0.25 * DExceeding 30 copies A4 0.20 * D A3 0.35 * D

2.8 Fax - out going - PER MINUTE 2.50 * D - incoming - PER PAGE 1.20 * D

2.9 Copy of Rate Notice - per notice 18.00 * D2.10 ACCOMMODATION RENTALS

Council Flats furnished (not permanent staff) Per week including utilities - One bedroom 150.00 C Per week including utilities - Two bedrooms 180.00 CStaff Accommodation (permanent) - per week 128 Bathurst Street 74.00 2 Church Street 74.00 5 Bourke Street 74.00 1-3 Bourke Street 74.00 27 Bourke Street - flats 74.00 33 Bourke Street - units 74.00 132 Dooral Street 74.00 13 Wilson Street 74.00Medical - per week Cnr Barwon & King Street 120.00 32 Church Street 100.00 32 Doyle Street 78.00 47-49 Bathurst Street 220.00

3 ADVERTISING STRUCTURES (Annual Approval Fee) Illuminated Sign If exempt from

Fascia SignDevelopment

App.Fin Sign ThenRoof Sign No feesTap Hamper Sign Flush wall Sign Projecting Wall Sign Flashing Sign Floodlit Sign Pole & Pylon Sign

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Moving Sign Advertising Panel Sign Fee – If not exempt from Development Application 25.00

4 SWIMMING POOL ENTRY Single 1.50 * E

4.1 Season tickets:- Single 60.00 * EFamily 120.00 * E

5 CONSTRUCTION CERTIFICATE APPLICATION see appendix 1

5.1 Application to occupy incomplete building (includes inspection) 50.00 B

5.2 Amendment to building alignment (requires Council resolution) 50.00 B

5.3 Amendment to building application before approval is granted N/applicable5.4 Application for change of use of a building (SEPP 4) 450.00 B

5.5 Building Certificate (AS SET BY REGULATION ) see appendix 15.6 Building Inspection - Per Inspection 60.00 * B5.7 Advertising Development 75.006 CARAVAN PARK SITE CHARGES

all sites max 2 adults, 3 children 6.1 Campsite – day 8.00 * C

- week 40.00 * C - additional person per day 2.50 * C - additional person week 15.00 * C

6.2 Caravan park site only - site only day 20.00 * C - site only week 110.00 * C

6.3 Long Term Site - Own Van On-site - per week (responsible for own power) 70.00 * C

6.4 Key Deposit on Van or Amenities 10.00Cleaning and damages deposit – On site van 2 weeks rent

6.5 On Site Van storage (no occupants, no power) per week 35.00 * C7 CEMETERY FEES

Purchase of allotment - Non-denominational, (Brewarrina) 387.00 *Purchase of allotment - Beam Cemetery, (Brewarrina) 387.00 *Purchase of allotment - Non-denominational, (Goodooga) 370.00 *Opening & closing of grave – Adult 355.00 * EOpening & closing of grave – Child 325.00 * ETravel from Brewarrina (to Goodooga, Weilmoringle) quotation EWeekend Surcharge for grave opening / closing 115.00 * EApplication to exhume 600.00 * ECouncil Representative (per hour) 41.00 * EHigh Monument Fee (more than 900mm high) 64.00 EColumbarium niche 199.00 * EMemorial wall (without niche) 115.00 * EEnquiry Fee 12.00 * E

8 COMMUNITY CENTRE 8.1 DAY HIRE (up to 5pm)

Hall only - per hour 25.00 * CHall and Kitchen - per hour 30.00 * CHall and Kitchen - 4 Hours Session 125.00 * CHall Only - 4 Hours Session 100.00NIGHT HIRE (5pm to 12am) Hall and Kitchen 150.00 * CCleaning and Damages Deposit 250.00Security Key Deposit 50.00

8.2 Hire of Kitchen only 75.00 * CCleaning and Damages deposit-Kitchen only 100.00

8.3 Funeral Servcies Concessional Hire for Wakes - (up to 4 hours) 50.00 * CConcessional Hire for service - (up to 6 hours) 75.00 * C

8.4 Concessional Rates Schools - per hour 12.50 * CYouth (Circus etc) per hour 12.50 * CDepartment of Sport & Recreation - per hour 12.50 * C

8.5 Equipment hire

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P. A. System (including operator) (per hour) 50.00 * CCrockery - Per Night (5pm-12am) 200.00Dinner plates (per 100) 10.00 * CSide plates (per 100) 6.00 * CCups & saucers (per 100) 12.00 * CDesert plates (per 100) 6.00 * CTeaspoons (per 100) 4.00 * CDesert or soup spoons (per 100) 5.00 * CKnifes (per 100) 5.00 * CForks (per 100) 5.00 * CMilk jugs (per 10) 5.00 * CSugar bowls with lid (per 10) 5.00 * CTrays (per 2) 2.00 * CWater jugs (each) 2.00 * CTea pots (each) 3.00 * CCutting boards (each) 3.00 * C

8.6 Youth Centre Day Hire - (Non Sporting) 40.00Centre 45.00Centre and Kitchen Day Hire - (Sporting) Centre 30.00Centre and Kitchen 35.00Night Hire (5-12pm) Centre and Kitchen 100.00

8.7 Concessional Rates School, Youth, Sport & Recreation - Per Hour 10.00Per Day (4-5pm) 40.00

8.8 Night Hire (5pm-12am) 150.008.9 Equipment Hire (Youth Centre)

Sound Equipment Per Hour 30.00Per Day/Night 100.00Projector Per Hour 30.00Per Day/Night 100.00With Operator 200.00

9 DEVELOPMENT APPLICATION 30.00 (as set by regulation) & other planning related fees See Appendix 2

10 COMPANION ANIMALS – LIFETIME REGISTRATIONS 10.1 Intact Dog/Cat 150.00 A10.2 Working Dog – needs to meet criteria Nil A10.3 Desexed Dog/Cat 40.00 A10.4 Desexed Dog/Cat owned by eligible pensioner 15.00 A10.5 Microchipping - Carried out by Council 11.00 E11 WASTE MANAGEMENT

Annual approval to transport waste over or under a public space 103.50Collection Charges:

Domestic Waste Management Charge (Brewarrina) 268.00 EDomestic Waste Management Charge (Goodooga) 229.00 EDomestic Waste Management Charge (Gongolgon) 196.00 ECommercial Waste Management Charge (Brewarrina & Goodooga) 315.00 EVacant Land Charge (Brewarrina & Goodooga) 14.70 ENon-collected service (Brewarrina, Goodooga) 44.10 EExtra bin disposal per 55L bin – : Residential 70.00 E Commercial 65.00 E Per 240L bin -: Residential 200.00 E Commercial 145.00 E

12 IMPOUNDING FEES 12.1 Impounded small animal release fee Registered 10.00 E

Impounded small animal release fee Unregistered 50.00 ECapture with the use of the tranquilliser gun 10.00 ESustenance Fee - Per Day 10.00 E

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12.2 Release of impounded stock 40.00 E 12.3 Sustenance fee per day for horses, ass, mule, goat, pig, camel

sustenance rams, ewes, lambs, (sheep) 10.00 E each per day 2.00 ERelease of cars and other abandoned property $50 plus collection and storage

13 LOCAL GOVERNMENT ANNUAL APPROVALS 13.1 Hairdressers and Beauty salons (including inspection) 55.0013.2 Fuel pumps on council properties

Single No chargeDouble No charge

13.3 Street Trading (prior D.A. required) Monthly approval 20.00Annual approval 50.00Registered charities, churches, community organisations free

13.4 Tent erection fee per week No charge13.5 Amusement devices - large machine 20.00

small machine 10.00 additional machines - Large 10.00 additional machines - Small 5.00

13.6 Other approvals not listed 50.0013.7 To enclose public land for demolition or construction purposes 100.0013.8 To provide public entertainment -

refer to Appendix One- Development Applications Section 7- Other Fees

13.9 Food premises inspection fee - Per Hour 50.0013.10 Septic tank operation fee - Per Assessment 10.0013.11 To operate a Mortuary (includes inspection) 75.0013.12 To Operate an undertaking business (includes inspection) 75.0013.13 To Operate a Caravan Park or camping Ground (as above) 50.0013.14 Section 611 Annual Charge - Per Kilometre 275.00 *

Charge for pipe, cables & rails on a public place 13.15 Inspection fees for above approvals

Brewarrina Not applicablePast 25km radius from Brewarrina pro rata Not applicable

14 RACE COURSE FACILITIES 14.1 Jockey Club hire for weekend No charge first 2 14.2 Brewarrina Pony Club Days, then 40

14.3 Brewarrina Show and Rodeo Committee hireVolunteer hours

per Day used14.4 Hire grounds/facilities - per half day 110.00 * C

Hire grounds/facilities - per day 200.00 * CSecurity and damage deposit 200.00

16 SPORTS OVAL (Geoff New Oval) 16.1 PER YEAR /

Cricket season 470.00 *Football each code (each field) - Season 470.00 *Department of Sport & Recreation 300.00 *Little A's 470.00 *

16.2 PER DAY 95.00 *16.3 PER NIGHT (plus lighting) 95.00 *

Lights per hour 20.00 *16.4 Cleaning deposit 200.0016.6 Hire mobile grandstand per day – community sporting groups No charge

- others, Brewarrina town area 120.00 *17 SPORTS GROUND (GOODOOGA)

17.1 Football season hire 20 volunteer

hrs/day17.2 Day functions 70.00 *17.3 Cleaning deposit 100.0018 SEPTIC TANK APPLICATIONS FEE

18.1 New Works 99.00 *18.2 Amendment 33.00 *18.3 Inspection Fee

Brewarrina 55.00 *Past 25km radius from Brewarrina(pro rata) 55.00 *

18.4 Existing system registration charge 25.00

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19 SEWER 19.1 Sewerage connection fee 512.00 *19.2 On site sewerage management assessment – Local

Government (Approvals) Amendment (Sewerage Management) regulation 1998 Application to operate sewerage management system 30.00Annual renewal fee 10.00Inspection fee 35.00

20 TENNS COURTS - Brewarrina No charge 21 TOURIST INFORMATION CENTRE

Exhibition Hall - Per day 50.00 * - Night Hire 150.00 * - Bond and Cleaning deposit 150.00 - Key deposit 50.00Hairdressing room - out of town only service providers no competition per day 25.00 *

22 WATER 22.1 Connection Fees

Filtered standard 20mm 480.00 25mm 540.00 32mm 726.00 38mm 968.00 50mm 1340.00Plus road opening fee - Per Road Crossing 280.00 *Raw standard 20mm - no meter currently fitted 480.00 25mm 540.00 32mm 726.00 38mm 968.00 50mm 1340.00Plus road opening fee - Per Road Crossing 280.00 *

22.2 Effluent Water

Special charge for use of effluent water

$100.00 first five megalitres + $10.00 each

additional megalitre *

23 WESTERN LOCAL GOVERNMENT ALLIANCE STAFF SECONDMENT

23.1 Wages Actual employee

hourly rate plus 40% oncost

23.2 Travel30 cents per

kilometre (sedan/utility)

23.3 Accommodation/mealsActual costs

incurred27 PLANT HIRE RATES(PRIVATE WORKS)

27.1 Earthmoving Equipment (per hour) Graders - Cat 16G 195.00 * EGraders - Cat 140G 143.00 * ELoader - Cat 950 150.00 * ELoader – Case 130.00 * E

27.2 Large Trucks Prime Mover -& Low Loader $80.00 per hour +

$2.80 per km - each way * E

Prime mover and tipping trailer - per metre per kilometre one way 0.50 * EPrime Mover and water tanker - per hour 90.00 * EALL PRIME MOVERS INCUR $55.00 PER HOUR WAITING

27.3 Medium Trucks Rigid Truck - Isuzu (concreting) 60.00/hr + 1.10/km

each way * ERigid Truck – Isuzu (with Hi-Ab) one man crew 60.00/hr + 2.20/km

each way * ERigid Truck – Isuzu (tar truck) one man crew, materials extra 105.00/hr + 1.85/km

each way * ERigid Truck – Isuzu (workshop) Not for hire – charged as tradesman support only

25.00/hr + 1.10/km each way * E

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27.4 Small Trucks

Rigid Truck - 2 tonne tipper one man crew55.00/hr + 0.70/km

each way * E

Rigid Truck - Toyota Dyna (Concrete Truck) - one man crew60.00/hr + 1.10/km

each way * E

Rigid Truck - Ford Trader (Goodooga) - one man crew60.00/hr + 1.10/km

each way * EHilux 4WD - Not for Hire - charged as worker support only 1.00/km each way * E

27.5 Rollers (per hour) Rubber Tyred Bitelli 95.00 * EPadfoot Multipac 105.00 * EVibrating Smooth Drum – Pannell Drawn 40.00 * EGrid Roller - Hyster Drawn 25.00 * E

27.6 Backhoes/Tractors (per hour) Backhoe – Case 100.00 * ESkid Steer Loader 80.00 * ETractor -Massey Ferguson with implement 70.00 * E - Deutz with implement 85.00 * E - implement 10.00 * E

27.7 Small Plant without Operators (when approved) Cement Mixer $75.00/day plus

$200 deposit *E

4” pump $75.00/day plus $200 deposit *

E

6" pump

Air Compressor - Per Hour 30.00 * EAir compressor including jackhammer $42.00/hr plus

points *E

Wacker Packer - Per Day 75.00 * EVibrating Plate - Per Day 75.00 * E8” Hume PTO pump $100.00/day plus

$200 deposit *E

Coolroom – only to be towed on sealed roads Excluding show/rodeo Com & Jockey Club - no charge

$100.00 1st day, $20.00 day thereafter *

E

27.8 Small Plant - with Operators only (per hour) Generator - Per Day 110.00 * ESewer Cleaning equipment, two operators 100.00 * ETradesman with megajet workstation 60.00 * EChainsaw, Stihl cut-off saw, one operator 40.00 * EHand mower, brushcutter, one operator 40.00 * EJohn Deere Mower 60.00 * E

27.9 LABOUR (per hour) Tradesman with tools –Plumber, mechanic, carpenter 50.00 * EBasic sewer chokes (min - 1 hr charge) As per Council Policy No. 2/2.10/7 200.00 * ELabourer 35.00 * EOVERTIME LOADING Labourer : Additional charge per hour overtime 30.00 * E Tradesman : Additional charge per hour overtime 40.00 * E Plant Operator : Additional charge per hour overtime 40.00 * E

28 MATERIALS MATERIALS (per cubic metre) (Quantities greater than 100m3 quoted separately) Carramar sand (free for footpaths only) 40.00 * EGranite, Uncrushed 40.00 * EGranite, Crushed 40.00 * E5mm and 7mm Aggregate, crushed 105/tonne * E10mm and 14mm Aggregate, crushed 135/tonne * EConcrete Aggregate / sand mix 95.00 * ECoonamble Sand 75.00 * ECrusher Dust 45.00 * EThese prices are ex-depot delivered within 2km radius of depot. Sand, uncrushed granite or gravel loaded by Council ex-pit (when loader is on-site) ( 17.00 * ECrushed granite ex-pit (when loader is on-site) 23.00 * E

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29 NOXIOUS WEED SPRAYING Weeds Controller, vehicle & equipment, chemicals - inside 25km radius of Brewarrina - Per Hour 82.50 * E

- Outside 25km radius of Brewarrina82.50 / hr + 1.00 /

km one way * E30 Full cost of double grid replacement

Full cost of single grid replacement 31 Full cost of layback

Road Openings - Permit $? APPENDIX 1 & 2 - DEVELOPMENT & BUILDING STUFF NEEDS TO BE INCLUDEDSO ALL F&C ARE IN ONE DOCUMENT

FEE TYPES

A Fee charged under relevant legislation. Council is unable to vary amount.

GST free under Div. 81 GST Act

B Fees related to Property - GST free under Div. 81

C Fees for hire of Council premises and facilities. Generally set to gain the current market value for leased properties on the commercial market. GST inclusive

D Fess generally for documents and services. The amount is minimal and designed to cover the costs of materials etc. GST inclusive.

E Fee to try & recover full cost of goods & services provided. GST inclusive.

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Appendix One

DEVELOPMENT APPLICATIONS

SECTION 1

ALL BUILDINGS AND ACTIVITIES

(EXCEPT RESIDENTIAL WORK LESS THE $100,000 & MISCELLANEOUS ACTIVITIES)

The fee for development involving the erection of a building, the carrying out of work or the demolition of a work or a building, and having an estimated cost within the range specified in the Table to this clause is calculated in accordance with that Table.

COST FEEThat is, the contract price or if there is no contract, the cost of the proposed building as determined by the Council

Expressed as percentage of cost

Up to $5,000 $110

$5,000 - $50,000$170, plus an additional $3.00 for each $1,000 (or part of $1,000) of the estimated cost.

$50,000 - $250,000 $352, plus an additional $3.64 for each $1,000 (or part of $1,000) by which the estimated cost exceeds $50,000

$250,000-$500,000

$1,160, plus an additional $2.34 for each $1,000 or part of $1,000) by which the estimated cost exceeds $250,000.

$500,001-$1,000,000

$1,745, plus an additional $1.64 for each $1,000 (or part of $1,000) by which the estimated cost exceeds $500,000.

1,000,001-$10,000,00

$2,615, plus an additional $1.44 for each $1,000 (or part of $1,000) by which the estimated cost exceeds $1,000,000.

More than $10,000,000

$15,875, plus an additional $1.19 for each $1,000 (or part of $1,000) by which the estimated cost exceeds $10,000,000

SECTION 2

ADVERTISING

Additional fees payable for development that requires advertising

(a) $1,665, in the case of designated development,

(b) $830, in the case of advertised development,

(c) $830, in the case of prohibited development,

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(d) $830, in the case of development for which an environmental planning instrument or development control plan requires notice to be given otherwise than as referred to in paragraph (a), (b) or (c). The advertising fee payable for listed development for the purpose of one or more advertisements is $215, plus $70 for each advertisement in excess of one.

SECTION 3RESIDENTIAL LESS THAN $100,000 IN VALUE

Development involving the erection of a dwelling house with an estimated construction cost of $100,000 or less is $364.

SECTION 4HOSPITAL, SCHOOL OR POLICE STATION BY A PUBLIC AUTHORITY

Development involving the erection of a building for the purposes of a hospital, school or police station is $115.

SECTION 5SUBDIVISIONS

The fee payable for development involving the subdivision of land is calculated in accordance with the Table below.

TYPE OF WORK FEE

New road $500 plus $50 per additional lotNo new road $250 plus $40 per additional lotStrata $250 plus $50 per additional lot

A fee of $220 is payable for development that does not involve the erection of a building, the carrying out of a work, the subdivision of land or the demolition of a building or work.

Despite the provisions of this Division, a consent authority may charge a minimum fee of $555 for designated development.

Line plan release fee $150 with this application.

SECTION 6ADDITIONAL FEES FOR INTEGRATED DEVELOPMENT

Additional fees in respect of an application for integrated development are as follows:

$250 is payable to each approval body $250 is payable to each concurrency authority $110 is payable to the consent authority as a processing fee for integrated development

Strategic Planning Fee:

The fee is applicable to all development applications over $50,000 in value and is levied at a rate of 0.064 cents in every dollar of the estimated value of the development.

Council will retain $5.00 per application for the processing of the levy.

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SECTION 7OTHER FEES

1. The fee for a request for a review of a determination is $500.

2. The application fee for modification of consent for local development.

(a) if the fee for the original application was less than $100, 50% of that fee, or

(b) in all other cases, 50% of the fee for the original application or $350, whichever is the lesser.

3. The fee for the modification of development consent is:

(a) if the fee for the original application was less than $100, 50% of that fee, or

(b) in all other cases, $100 or 50% of the fee for the original application, whichever is the greater, plus an additional amount of not more than $500 if notice of the application is required to be given under section 96 (2) of the Act.

4. The fee for Public Entertainment approval0-250 persons $200251-500 persons $250501 or more persons $300

SECTION 8MISCELLANEOUS ACTIVITIES

Small developments that are not complying or exempt development such as fences, advertising sign, green house, or aviary are $50.00, which includes a Construction Certificate.

Appendix Two

CONSTRUCTION CERTIFICATES

The table below shows the fee payable for application for the erection a building or structure after the development application is approved or if compiling development.

COST FEEAPPLICATION FEE $50That is, the contract price or if there is no contract, the cost of the proposed building as determined by the Council

Expressed as percentage of cost

Not exceeding $5000.00 Plus 0.5%

Exceeding $5000.00 but notExceeding $100,000.00

Plus $75.00 , Plus .035% of the amount in excess of $5000.00

Exceeding $100,000.00 but notExceeding $250,000.00

Plus $407.50.00, Plus 0.2% of the amount in excess of $100,000.00

Exceeding $250,00.00 $707.50.00,Plus 0.1% of the amount in excess of $250,000.00

Inspection Fees:

On site inspections of building works and structures and other matters will charged at the rate of $55.

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ESTIMATES

AND

FINANCIAL

PLANS

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PART 4 ESTIMATES AND FINANCIAL PLANS

Time Table for presentation of 2008/09 Budget

It is a statutory requirement that Council give public notice of its Draft Management Plan, including Fees and Charges and Budgeted Revenue and Expenditure for not less than twenty eight days, with submissions being able to be made to the Council at any time during the period of public exhibition.

Below is a timetable for the consideration and formal adoption of the 2008/2009 Management Plan, including Fees and Charges and Budgeted Revenue and Expenditure.

Friday 23 May 2008 Presentation of Draft Management Plan, Fees and Charges and Budget to Council for endorsement to place on public exhibition for a period of twenty eight days.

Monday 26 May 2008 Publicly advertise the Management Plan, Budget, Fees & Charges for a period of twenty eight days.

Monday 23 June 2008 Closing date for public submissions for the Management Plan, Budget, Fees & Charges.

Friday 27 June 2007 Council Meeting for adoption of Management Plan, Budget, Fees & Charges.

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2008/09 Budge

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