EXTRA ORDINARY Business Paper - Narrandera Shire June...Notice is hereby given that the Extra...

EXTRA ORDINARY

Business Paper

23 June 2015

Councillors of the Narrandera Shire

Dear Councillors

Notice is hereby given that the Extra Ordinary Meeting of the Narrandera Shire Council will be held in the Council Chambers on:

Tuesday 23 July 2015 at 5pm

The purpose of the meeting is for Council to endorse the Fit For the Future (FFTF) Standalone Template 2 for Submission to Government.

Yours faithfully

Judy Charlton General Manager

of 28 Narrandera Shire Council Extra Ordinary Council Meeting Tuesday 23 June 2015

ETHICAL DECISION MAKING & CONFLICT OF INTEREST

A Guiding Checklist for Councillors, Officers & Community Committees

ETHICAL DECISION MAKING Is the decision or conduct legal? Is it consistent with Government policy, Council’s objectives and Code of Conduct? What will the outcome be for you, your colleagues, the Council, anyone else? Does it raise a conflict of Interest? Could your possible conflict of interest lead to private gain or loss at public expense? Can the decision be justified in terms of public interest? Would it withstand public scrutiny?

CONFLICT OF INTEREST A Conflict of Interest is a clash between private interests and public duty. There are two

types of conflict: Pecuniary – regulated by the Local Government Act and Department of Local Government and, Non-pecuniary – regulated by Codes of Conduct, ICAC, Ombudsman, Department of Local Government (advice only).

THE TEST FOR CONFLICT OF INTEREST Is it likely I could be influenced by personal interest in carrying out my public duty? Would a fair and reasonable person believe I could be so influenced? Conflict of interest is closely tied to the layperson’s definition of “corruption” – using public

office for private gain. Important to consider public perceptions of whether you have a conflict of interest.

IDENTIFYING PROBLEMS 1 Do I have private interest affected by a matter I am officially involved in? 2 Is my official role one of influence or perceived influence over the matter? 3 Do my private interests conflict with my official role? Whilst seeking advice is generally useful, the ultimate decision rests with the person concerned.

AGENCY ADVICE Officers of the following agencies are available during Office Hours to discuss the obligations placed on Councillors, Officers and Community Committee members by various pieces of legislation, regulation and codes.

Contact Phone Email Narrandera Shire Council 02-6959 5510 [email protected]

ICAC 02-8281 5999 [email protected],gov.au Toll Free 1800 463 909

Division of Local Government 02-4428 4100 [email protected]

NSW Ombudsman 02-9286 1000 [email protected] Toll Free 1800 451 524


COMMUNITY STRATEGIC PLAN

Key Directions

Agenda Section 4 ~ A Strong and Resilient Community and Sustainable Environment

1.1 A Positive and Supportive Community 1.2 A Community that Celebrates Together 1.3 A Community that is Engaged and Empowered 1.4 Respect and Protection of our Natural Environment

Agenda Section 5 ~ A Growing Economy

2.1 A Strong and Resilient Local Economy 2.2 A Thriving Tourism Sector 2.3 A Profitable and Growing Business and Industry Community 2.4 A Skilled and Qualified Workforce 2.5 A Sustainable and Profitable Agricultural Sector

Agenda Section 6 ~ Quality and Sustainable Infrastructure

3.1 Infrastructure that Supports our Daily Life 3.2 Well Planned and Well Maintained Community Infrastructure 3.3 Infrastructure that Supports our Community Identity 3.4 Infrastructure that Encourages Growth 3.5 A Safe and Accessible Shire to Travel

Agenda Section 7 ~ Efficient and Responsive Service

4.1 High Quality Health Services 4.2 Education for All Children and Young People 4.3 Accessible Effective and Utilised Services and Programs for Our

Community 4.4 A Safe and Well Protected Community

Agenda Section 8 ~ Trusted and Effective Government

5.1 A Community that is Passionate and Engaged in its Future 5.2 A Strong Relationship between Government and Community 5.3 Productive and Beneficial Relationships


SEATING

Cr G Eipper Cr J Sullivan Deputy Mayor Cr W Hall Cr N Kschenka Cr B Mayne Cr J Lee Cr K Morris Cr J Howard

Deputy General Manager

Infrastructure Frank Dyrssen

MAYOR Cr Jenny

Clarke

Chief Executive

Officer; Judy Charlton

Deputy General Manager Corporate &

Community Martin Hiscox

Personal Assistant to the

CEO & Mayor and Minute Taker Vicki Maher

Executive Officer Gerard

McConnell

Media

PUBLIC GALLERY

Administration Assistant Office of the CEO & Mayor

Jenny Bartley


AGENDA

Opening

Housekeeping

Disclosure of Political Donations

No Political Disclosures at time of printing

Present

Apologies

Cr Mayne

Declarations of Interest

No Declarations at time of printing

Extra Ordinary Business Paper Item:

ITEM 1 Council’s Fit for the Future Submission (FFTF) 7

Close

Persons are advised that under the Local Government Act, 1993 and Regulations a person may NOT tape record the proceeding of a meeting of a Council, Committee or Workshop without the

authority of the Council. “Tape record” includes a video camera and electronic device capable of recording speech.

Mobile phones are to be switched off so as not to disrupt the meeting.


ITEM NO: 1

REPORT FROM: Executive Services

KEY DIRECTION: Trusted and Effective Government

SUBJECT: COUNCIL’S FIT FOR THE FUTURE SUBMISSION

Submitted to Ordinary Council Meeting held on: 23 June 2015

PURPOSE: The purpose of this report is to seek Council’s acknowledgement and consideration of the public comment/s received following the public exhibition of Council’s Fit for the Future Standalone (Template 2) business case, together with endorsing a revised Template 2 submission to enable lodgement with the Independent Pricing and Regulatory Tribunal (IPART) by 30 June 2015. BACKGROUND: Council at its Extraordinary meeting held on 2 June 2015 adopted the following resolution: That Council: 1. Endorse the Draft Fit for the Future Improvement Plan Template 2 Submission. 2. Place the draft submission on public exhibition until midday Wednesday 17 June

2015. 3. Consider any public submissions before adopting the final Fit for the Future

Improvement Plan at an Extraordinary Council meeting on Tuesday 23 June to enable lodgement with IPART by 30 June 2015.

RELEVANCE TO COMMUNITY STRATEGIC PLAN AND OTHER STRATEGIES / MASTERPLANS / STUDIES:

This report aligns with the Narrandera Shire Community Strategic Plan:-

Key Direction 5.2 - A strong relationship between government and community

Objective 5.2.1 - Open, transparent and informed decision making

Action 1 - Ensure documents that are presented to the community are clear, concise, accurate and accessible

Action 2 – Actively update the community regarding significant decisions and projects

Action 3 - Seek to ensure that all appropriate information is presented as part of decision making processes

ISSUES AND IMPLICATIONS: Policy

Council resolved in November 2014 that one of its ten strategic priorities was to Face Local Government Reform.


All local government authorities that share Narrandera Shire Council’s boundary, with the exception of Griffith and Wagga Wagga Councils, were formally written to by the Mayor seeking information about their intentions for the reform process. Four Councils responded. Three suggested that further discussion occur after late January 2015 once the Rural Council Model has been announced by the State Government. No further correspondence was received from one Council. Verbal discussions were held with the second Council but this did not proceed to formal discussions. Another Council has advised they are pursuing a stand-alone Council model. Murrumbidgee Shire Council then later organised discussion with Narrandera Shire Council and Leeton Shire Council and this did not lead to further engagement. The Office of Local Government also organised a facilitated discussion involving Narrandera, Leeton, Griffith, Jerilderie, Murrumbidgee, Hay and Carrathool Councils. This discussion considered opportunities for the Councils to understand the thinking process of their nearby Councils and to also explore ideas for how a Joint Organisation might work in the Murrumbidgee area. Narrandera Shire Council has diligently followed the Fit for the Future process set out by the State Government. Collaborative discussions were held through joint facilitation workshops with Leeton Shire Council, together with the engagement of Consultants Morrison Low to explore the opportunity of a merger proposal as a preferred option following the findings of the Independent Local Government Review Panel. IAB Services was also engaged to advise Council on standalone issues.

Financial The NSW State Government has provided facilitation assistance. Assistance has also been provided for financial support to prepare a business case for mergers. No financial assistance has been provided to prepare a standalone business case. If Council is deemed Fit for the Future as a Standalone entity, then it would be anticipated that Council would be eligible to receive the financial benefits on offer (low interest rates for loans, access to funding, streamlined SVR process).

Legal/Statutory The NSW State Government has announced its intention to create a new Local Government Act as part of the reform process, with the aim of putting integrated planning at the centre of council activities. The State Government has also commissioned the Independent Pricing and Regulatory Tribunal (IPART) to conduct reviews on Rating and how to reduce the burden of red tape on Local Government.

Community Engagement / Communication Council has been proactive about informing the community of the Fit for the Future reform program. A special page was set up on Council’s website and this provides a chronology of the process so far and links to the State Government’s reform web page. The Mayor and the Chief Executive Officer have a regular slot with the local Community Radio. Regular media releases have been distributed locally and regionally and the media has published stories in response. A number of articles have been published in the Narrandera Argus.

Council resolved at the Extraordinary Meeting on 2 June 2015 to place the Draft Fit for the Future Improvement Plan Template 2 (Standalone) on public exhibition until 17 June 2015.


Human Resources / Industrial Relations (if applicable) The organisational Review Action Plan will continue to be implemented. All changes that impact staff will be conducted in accordance with the Local Government (State) Award.

Risks

The NSW Government has asked IPART to perform the role of the Expert Advisory Panel to assess how council proposals meet the Fit for the Future criteria. Councils are to prepare proposals as to how they will meet the criteria for submission to IPART by 30 June 2015. IPART will then assess these submissions and report back to the NSW State Government’s Cabinet with recommendations by the middle of October 2015. It is anticipated that the State Government will make announcement before Christmas 2015 on the position for all NSW Councils. Councils that demonstrate that they are currently Fit for the Future, or have a credible plan to achieve this goal, will have access to the Fit for the Future benefits such as: - access to a State borrowing facility to fund local infrastructure with low interest

rates; - more flexibility with procurement, - simplified reporting; and - access to a streamlined IPART process for setting rates. As previously indicated Narrandera Shire Council has diligently complied with the Fit for the Future process and has concluded with a recommendation to remain as a Standalone entity, which has also been based on Consultants Morrison Low’s findings. The risk associated with this recommendation is that it is required to pass the scrutiny of IPART.

OPTIONS AND PROPOSAL: Council at its Budget Meeting on 2 June 2015 resolved as follows: That Council: Adopt the draft budget for the financial year ending 30 June 2016 as exhibited with the following amendment. That Council increase the Narrandera Sportsground coaches boxes project to a total of $200,000, funded by a loan application up to $155,000 and that this be allowed for in the Budget. Council’s final adopted budget required a slight revision to the Fit for the Future Template 2 (Standalone). The Fit for the Future Template 2 submission has now been updated and is attached to this report.


Council now needs to consider the public submissions received and or to make any further amendments to the Template 2 submission. It is recommended that Council: 1. Acknowledge and note the public submissions received on the Fit for the Future 2. Adopt the revised Fit for the Future Template 2 (Standalone) submission, as

attached, for lodgement with the Independent Pricing and Regulatory Tribunal by 30 June 2015.

ATTACHMENTS: 1. Public submissions (attached in report)

2. Standalone Improvement Proposal Template 2 (separate enclosure)

1 Further Scale and Capacity examples (attached in report)

2 Merged Business Case Leeton Shire Council and Narrandera Shire Council (separate enclosure)

3 Strategic Priorities Action Plan Adopted by Council November 2014 (attached in report)

4 Organisational Review Action Plan Progress Audit – High, Medium, Low Priorities (separate enclosure)

5 Financial modelling (attached in report) RECOMMENDED: That Council: 1 Acknowledge and note the public submissions received on the Fit for the Future. 2 Adopt the revised Fit for the Future Template 2 (Standalone) submission, as

attached, for lodgement with the Independent Pricing and Regulatory Tribunal by 30 June 2015.

JC/gvm – CM/15-17 & 10/35/135-02


Attachment 1 Further Scale and Capacity examples

‐ More robust revenue base and increased discretionary spending

o NSC is also proceeding with investing in further economic development

resources to ensure support and resources for attracting industry to the

shire to further grow the rate base.

‐ Scope to undertake new functions and major projects

o NSC has been successful in recent times with several grant applications. This

has allowed capital projects to proceed including refurbishment of the arts

and community centre, building of toilets and bus shelter at one of the

villages, shade structures at one of the village pools, better boating

infrastructure, sewerage infrastructure at one of the villages, flood risk

management plans and RDIF at the library.

‐ Ability to employ wider range of skilled staff

o Council has reviewed its recruitment processes, position descriptions,

succession planning and advertising approach to ensure the attraction of

quality applicants

o Council is currently implementing a revised performance management, staff

development and succession planning framework to ensure the retention of

quality staff

‐ Knowledge, creativity and innovation

o NSC will further develop its networking with other Councils and special

interest groups to learn about innovations being pursued by other Councils.

‐ Advanced skills in strategic planning and policy development

o Council has had success in joint advocacy with neighbouring councils for

greater regional development activity such as leading the Food Bowl Inland

Rail advocacy alliance

‐ Effective regional collaboration

o NSC will continue to be an active participant of the Joint Organisation (JO) as

we are currently with RAMROC. For example NSC is a founding member and

host Council of the RAMROC Procurement Group.

o Council will continue to be an active member of bodies such as Riverina

Tourism where Council staff participated in development of Destination

Management Plans.

o NSC will lobby for the creation of an effective collaboration framework

within the JO

‐ Credibility for more effective advocacy


we are currently with RAMROC. NSC has been an active participant in

several RAMROC delegations to Sydney and Canberra including the Water

for Food campaign.

‐ Capable partner for state and federal agencies


we are currently with RAMROC. For example NSC pro actively participated in

the Regional Growth Plan development.


o NSC will contribute to the creation of an effective JO collaboration

framework.

o Strong collaboration between council, police and RMS for local traffic

matters

o Proactive chairing by Council of the Local Emergency Management

Committee which is a multiagency committee

o NSC has met all compliance obligations, e.g. airport security on behalf of

Transport and Communications and monitoring drinking water on behalf of

NSW Health

o NSC undertakes contract works for RMS on a regular basis on NSW state

roads

‐ Resources to cope with complex and unexpected change

o NSC is implementing the 2014 Organisational Review Action Plan which

outlines a range of initiatives and change management programs including

service reviews. This Action Plan is being implemented and regularly

monitored.

‐ High quality political and managerial leadership

o NSC will consider again in 2016 making the executive positions “senior staff”

and placing these on performance based tenured contracts. Meanwhile the

current director positions, while employed under the LG Award, are

assessed against a performance based annual plan that reflects the General

Manager’s Performance Plan.

Impact of Joint Organisations

Narrandera Shire Council can draw on the experience of the former Riverina Regional Organisation of Councils (RIVROC) whereby 6 Murrumbidgee Councils found that the overheads of only six Councils supporting a ROC was punitive and that the performance was not meeting the member Councils’ expectations. After merging with Murray ROC to form RAMROC, the critical mass of 18 Councils significantly enhanced the ROC’s performance for strategic regional planning, advocacy and collaboration with government as well as allowing for an economical annual member subscription, higher quality and more effective professional staff interest groups and the ability to afford a quality Executive Officer. Narrandera Shire Council has assumed that the Joint Organisation it is allocated to has the critical mass to replicate the success of RAMROC. This could be achieved with a single administration for a larger number of Councils and smaller sub groups of Councils could be created when addressing specific issues. A larger JO will also provide the scale and capacity to create an effective share services framework that NSC can access.


ITEM NO: 8.3

REPORT FROM: Executive Service’s Department

KEY DIRECTION: Trusted and Effective Government

SUBJECT: STRATEGIC PRIORITIES WORKSHOP - FINAL OUTCOME

Submitted to Ordinary Council Meeting held on: 18 November 2014

PURPOSE: This report is to seek Council’s endorsement of an action plan to address ten priority strategic challenges. BACKGROUND: One of the recommendations from the recent Organisational Review was for the Mayor to organise a strategic priorities workshop with the Councillors and Executive staff and for the workshop participants to agree on the strategic priorities for the Council. The workshop was conducted on 2nd September 2014, facilitated by Stephen Blackadder from Blackadder Associates. The outcomes report from the workshop is provided in Attachment 1. The workshop participants identified ten strategic challenges. The Executive staff then developed a draft action plan to commence addressing these challenges. An initial version of the draft was discussed with Councillors at the monthly Councillor Workshop. The final draft is provided in Attachment 2. The strategic challenges are: 1. To attract business and grow the local economy 2. Improve Council / community relationships and partnerships 3. Implement the organisational review action plan 4. Attract our fair share of project funding 5. Strategically manage the airport 6. Extend the high speed broadband network to Narrandera 7. Know our true financial position after assets plans are finalised 8. Face local government reform 9. Improve water quality and water security 10. Maximise our capacities and capabilities to meet our challenges RELEVANCE TO COMMUNITY STRATEGIC PLAN AND OTHER STRATEGIES / MASTERPLANS / STUDIES:

This report aligns with the Narrandera Shire Community Strategic Plan:-

Key Direction 5.2 - A strong relationship between government and community

Objective 5.2.1 - Open, transparent and informed decision making

Action 2 - Actively update the community regarding significant decisions and projects.


ISSUES AND IMPLICATIONS: Policy

There are not enough resources to do everything for everyone. Hence priorities for the Council are necessary to ensure best value for the broader community.

Financial Some of the actions will require budgetary support. Any further financial commitment will be put forward as part of the draft 2015/2016 financial plan (budget).

Legal/Statutory Council is required to give effect to the Community Strategic Plan and to provide leadership and forward thinking for the community.

Community Engagement / Communication Some of the strategic actions will require consultation in accordance with Council’s Community Engagement Policy

Human Resources / Industrial Relations (if applicable) Where Council does not have the required in house expertise, contractors / consultants may be required to assist with specific actions.

Risks There are still many competing priorities and it will be important for Council to stay focused on the strategic issues for the community rather than operational matters.

OPTIONS AND PROPOSAL: Option 1 - Adopt the Action Plan as presented Note that this is a starting point and further ideas will come forth to meet the challenge as we work through the issues. The Action Plan can then be updated. Option 2 - Amend the Action Plan Council will need to identify specific issues and note that there will be resource implications. Option 3 - Receive and Note the Report Council could defer implementing the Action Plan if there is no consensus on tackling the challenges. ATTACHMENTS: 1. Draft Action Plan 2. Final Outcomes Report from Blackadder Associates (Confidential Attachment) RECOMMENDED: That Council: 1. Receive and note the Strategic Priorities Workshop Final Outcomes Report from

Blackadder Associates. 2. Adopt the Action Plan. 3. Receive a progress report against the Action Plan at the same meetings that Council

receives its progress reports on the Organisational Review Action Plan. JC/vkm – CM/14-11 & 10/25/11-77


Challenge 1: To Attract Business and grow the local economy

Responsible: CEO with support from Executive Leadership Team, Council, Eco Dev Taskforce

Actions Timeframe Responsible person

Current Status

Define the measures of success, e.g. GDP, jobs

March 2015 Tourism & Marketing Manager (T&MM)

Identify growth sectors, e.g. nuts

May 2015 Eco Dev officer (EDO)

Investigate ‘new technology’ sector

Prepare Master plans for attracting those industries

September 2015 EDO/T&MM Seek examples from other Councils

Establish budget and resources October 2015 EDO/T&MM In line with timeframe for preparing 2015/16 budget

Recruit Eco Dev Officer Dec 2014 T&MM Option of Shared service delivery with Leeton Shire

Pro actively seek opportunities Feb 2015 EDO Conduct ‘think tank’ Develop targeted packages to sell July 2015 EDO/Andrew

Brown

Lobby for infrastructure August 2015 ELT (Executive Leadership Team) / EDO

Investigate other Council’s actions and visit

February 2015

ELT/CEO Initial discussion with Leeton & Tamworth

Review Economic Taskforce governance structure

Dec 2014 CEO Option of Shared service delivery with Leeton Shire

Delegated authorisation to act Dec 2014 CEO Identify community partners to assist Council and options on how to use their skills

Ongoing ELT / Councillors

Foster communication with existing businesses and understand their issues and their plans

Feb 2015 EDO/T&MM Previously Council held dinners with key business owners in town & guest speaker. Mayor and CEO have weekly industry visits

Foster communication with Narrandera Business Group and Narrandera Tourism, with the aim of strengthening their contribution

Nov 2014 T&MM Groups invited to Business Centre Engagement. CEO attending occasional meetings

Prepare and implement a Red Hill Industrial Estate Marketing Strategy

March 2015 DTS Research other Council tactics to determine what works and to establish competitive point of difference

Conduct community engagement and prepare Business centre Master plan, implement the plan

September 2014 DTS / Asset & Project Engineer

Progressing

Improve the website for investors March 2015 Eco Dev officer Analyse other investment based websites to determine what works


Challenge 2: Improve Council/community relationships and partnerships

Responsible: CEO with support from Executive Leadership Team, Council, Eco Dev Taskforce

Actions Timeframe Responsible person Current Status Involve skilled people in Council planning; eg group of community leaders to work on issues for the shire

March 2015 ELT / Councillors community rep on organisational review task group, Community consultation being planned re Fit for the Future

Continue to support Section 355 Committees

Ongoing ELT / Council Leeton reviewed and significantly reduced its 355 committees approximately 5 years ago.

Continue to meet with Businesses and Cultural Groups

Ongoing ELT / Councillors Mayor and CEO weekly industry visits, Proactive requests to meet with major businesses

Improve skill levels of community members

Ongoing ELT / Councillors Grants workshop available to community groups and Section 355 Committee members

Research successful community foundations

June 2015 Eco Dev Officer

Prepare a package for how a community foundation could work and boost philanthropy in the shire

September 2015 Eco Dev Officer Consider producing a professionally designed compendium of philanthropic projects. Ensure foundation enables processing of community bequests.

Promote the foundation to the community

November 2015

Eco Dev Officer

Develop policies and systems to support the philanthropy process

December 2015 Eco Dev Officer

Improve communication and education about Council’s role to the community

January 2015

CEO Communications Strategy adopted


Challenge 3: Implement the organisational review action plan

Responsible overall: CEO with support from Executive Leadership Team, HR, Council

Actions Timeframe Responsible person Current Status Advise Consultative Committee & Unions of Council’s decision

September 2014 CEO / HR Completed

Create specific timeframes for each action

September 2014 ELT / CEO Completed

Create a monitoring task force which will report quarterly to Council

October 2014 CEO / Executive Officer

Task Force to meet in November. Task Force Councillors appointed

Have a communication strategy

December 2014 CEO Draft strategy developed

Brief Council’s EAP service and promote this to staff

September 2014 HR Officer Completed

Develop a process for how Council will conduct the priority service reviews

October 2014 ELT Draft Framework developed, will be tested via 2 pilot reviews

Senior management to review each business unit of Council

December 2015 ELT 7 Service reviews to be conducted

Have a standing item on the Executive Leadership Team (ELT) weekly meeting agenda

September 2014

Executive Officer Completed

Have a standing item on the SMT monthly meeting agenda

September 2014

Executive Officer Completed

Prepare a process for how to monitor a 2.5% savings target

February 2015 DCS / Finance Manager

Provide projects to the SMT members as a skill development process

December 2014 ELT


Challenge 4: Attract our fair share of project funding

Responsible: Director Corporate Services with support from Executive Leadership Team, Grants Working Party, Council

Actions Timeframe Responsible person Notes Organise the Section 51 Grants Workshop

22/10/2014 General Manager COMPLETE: Grant application workshop delivered by Section 51 consultancy

Identify projects that can be prepared to be “shovel ready” with clear KPIs

November 2014 DCS Budget holders requested to identify “shovel ready” projects in submissions to September budget review

Fund the planning and works for those priority projects

As projects are identified

Project Manager Project Manager implements the planning and funding within the project management application

Prepare and promulgate a grants approval and monitoring workflow process to managers and key staff

November / December 2015

Records Manager Reinforce the correct procedure for Grants to ensure all documents are kept in a central location to make reporting easier. Conduct an audit for all current grant documents and ensure they are in the correct location and would also undertake quarterly auditing to pick up any new stray documents.

Have an approval template for ELT consideration

Template approval by ELT November 2014. Training of staff December 2014

Asset & Project Engineer

Grant approval template will utilise the project management software to develop a project proposal for approval prior to investing in development of a business case.

Have a standing agenda item at ELT

September 2014 Executive Officer COMPLETE:- Standing agenda item implemented.

Allocate responsibility for each grant sector

December 2014

DCS Managers will be responsible for grant proposals within their area of responsibility.

Use grants specialists within Council

December 2014

DCS Grants working party convened to work through grant administrative procedures presented by the Records


Manager & Finance Manager. Allocation of responsibility for grant sectors as above can also be confirmed.

Identify assistance or contractors available in the community for preparing grant applications

December 2014

DCS Community resources identified RDA may have reference group

Create a special projects expenditure budget

March 2015 DCS Confirm allocation of current special projects allocation voted in 2014-15 budget.


Challenge 5: Strategically manage the airport

Responsible overall: Director Technical Services with support from Executive Leadership Team, Council, Section 355 Management Committee, Eco Dev Taskforce

Actions Timeframe Responsible person Current Status Reinvigorate the Section 355 Airport Management Committee, update its Terms of Reference in conjunction with Leeton Shire Council (membership and strategic commercial focus)

Q1 2015 DTS Works Manager Traffic & Airport Officer (TAO)

Update the Airport Strategies: Regular Passenger Transport strategy and Strategic Operational Review

Q3 2015 Works Manager DTS Traffic & Airport Officer (TAO) Section 355 Airport Management Committee

Prepare a marketing plan to identify new airside customers

Q4 2015 Traffic & Airport Officer (TAO) Section 355 Airport Management Committee

Prepare an airport development strategy including the terminal

Q1 2016 Traffic & Airport Officer (TAO) Section 355 Airport Management Committee


Challenge 6: Extend the high speed broadband network to Narrandera

Responsible overall: Director Corporate Services with support from Executive Leadership Team, Eco Dev Taskforce, Council

Actions Timeframe Responsible person Notes Develop a digital strategy for the shire as a tool to influence government and gain community buy in about the benefits

December 2015 Tourism and Economic Development Manager

Digital strategy must be aligned to the objectives and strategies proposed to promote economic expansion and employment growth.

Support proponents of High Speed Broadband alternatives to the NBN

As proposals come to Councils attention.

DCS To date two operators have been supported with proposed high speed internet alternatives to the NBN utilising a combination of wireless technology and fibre trunks and wholesale pricing which can be accessed in Narrandera.

Use local community expertise to lobby government to bring the NBN to Narrandera

On going Executive Officer to Economic Taskforce

Endeavour to become aware of opportunities for political representation and utilise the availability of fibre trunks in Narrandera to leverage off any regional proposals. Include an update from NBN Co rollout as a reoccurring item on the Economic Taskforce agenda.

Get 2000 signatures from the town saying that we will sign up if NBN comes to town

April / May 2015 in conjunction with budget roadshow

Admin Manager Establish and promote a survey (paper and online) to query community demand for broadband, the perceived uses and price sensitivity of consumers.

Identify and quantify the economic setbacks for business and culture without the NBN

July/August 2015 Admin Manager From the above survey results identify bottlenecks created by lack of broadband internet. Use this to inform the Digital Strategy, identifying anchor companies and efforts to lobby government.


Work with all providers to ensure availability of high speed broadband

Ongoing as options become available

IT Manager React to actively support proposals for implementation of high speed broadband. Identify options to assist in sharing and locating infrastructure with Council assets.

Partner with business to identify anchor business companies

Throughout 2015 Executive Officer to Economic Taskforce

Quantify internet capacity requirements from potential anchor companies. Manildra, JBS and Hutchins. Can be informed by responses to above survey

Continue to partner with other Councils in RAMROC and the Murrumbidgee to advocate for economical, high speed broadband services

Continuing Council and ELT Already contributed to submissions and advocacy through DPC Regional Leadership Network and RAMROC Strategic Infrastructure Priorities


Challenge 7: Know our true financial position after assets plans are finalised

Responsible overall: Director Technical Services / Director Corporate Services with support from Executive Leadership Team, Council

Actions Timeframe Responsible person Notes Revaluation of roads in 2015

December 2014 December to February determined by completion of revaluation calculations

Project and Assets Engineer Finance Manager revaluation Journals

Upon completion of the revaluation calculation the Finance Manger will journal the revised values to the ledger.

Update Asset Management Plans for roads

April 2015 Works Manager

Finalise Asset Management Plans for Buildings

April 2015 Manager Development and Environmental Services

Identify all reasonable infrastructure needs for the next 10 years

Rolling update of those we already have

DTS & Managers

Recalculate the Long Term Financial Plan in light of updated Plans and inclusion of all key infrastructure needs

Rolling update of those we already have March April following update of asset plans

DTS & Managers Finance Manager

Changing income needs to be determined.

Analyse our key internal businesses for efficiencies

June 2016 Commence May June following draft budget

Relevant Managers Finance Manager / Works Manager

High risk of this process being set aside to deal with Fit for the Future modelling.

With clearer picture, then determine financial mitigation strategies

Review Annually Commence May June following draft budget

Directors / Finance Manager / Works Manager


Challenge 8: Face local government reform

Responsible overall: General Manager with support from Executive Leadership Team, Council

Actions Timeframe Responsible person Current Status Work with Leeton Shire for shared service delivery enhancement

October 2014 CEO / Executive Officer / ELT

Commenced. Prepared a recruitment form for vacant positions. Researching shared services contracts. The two ELTs have planned to meet regularly

Work with Leeton Shire Council when preparing the Fit for the Future Submission

November to June 2014

Council / CEO / Executive Officer

Facilitators engaged through OLG panel

Work with other Councils

September 2014 CEO Communication lines are open, meeting with Bland Shire, a meeting arranged for November with Lockhart Council

Create a Western Riverina coalition of Councils willing to work together to share service delivery

October 2014 Mayor / CEO Council supported the Murray and Murrumbidgee Regional Joint Organisation Pilot Expression of Interest

Implement the Best Value Service Review process as a matter of priority

October 2014 ELT A draft service review framework has been developed and is to be piloted with 2 service reviews (Visitor Information Services and Library service)

Embrace the Internal audit reviews and recommended improvements

December 2014 CEO / Executive Officer

Audit Committee re-established. OLG Promoting Better Practice Review completed with Action Plan prepared. Audit Committee to develop its Audit Review Plan

Communications Plan for informing and consulting with the community

November 2014 CEO / Executive Officer

Web page set up on Council’s website. Liaison with local media.


Challenge 9: Improve water quality and water security

Responsible overall: Director Technical Services with support from Executive Leadership Team, Council

Actions Timeframe Responsible person Current Status Identify all the best practice documents that need to be developed

Complete Water & Sewer Environmental Officer (WSEO)

Identify and employ the resources required to prepare the documents

Complete Director Technical Services & WSEO

Commission the aerator

Nov 2014 WSEO

Commission the 2 new bores

Nov 2014 WSEO

Commission the re-se scheme to use recycled water

Dec 2014 WEO

Construct the mains required at Red Hill Industrial Estate so further sub divisions can occur

Jan 2014 WSEO Procurement documentation has been released to suppliers

Finalise the Gillenbah water & sewer project

Nov 2014

Water & Sewer Environmental Officer

In progress

Implement Organisational Review in Water and Sewer inc. succession planning, skill development, work practices

Dec 2014

Director Technical Services & WSEO

Conducting reviews of LSL Roster, Position Descriptions and Org Structure. Seeking expertise from other Councils

Have a plan for the effluent charges and how we will bill

Nov 2014 WSEO

Leak detection strategy March 2015 WSEO Smart metres implementation

April 2015 WSEO Tender documentation prepared. Tender to proceed

Telemetry & control system completion

February 2014 WS Project Co-ordinator

Process underway


Challenge 10: Maximise our capacities and capabilities to meet our challenges

Responsible overall: General Manager with support from Executive Leadership Team, HR, Council

Actions Timeframe Responsible person Current Status Prepare Development Plan for the whole elected Council

December 2014 CEO / PA / Executive Officer

To be prepared once Councillors completed skill self assessment

Each Councillor to prepare a personal development plan

December 2014 CEO / PA / Executive Officer

Councillors completing skill self assessment, then a personal plan implemented

Each member of the Executive Leadership Team to have a personal development plan and a performance agreement

September 2014 ELT Completed

An improved Skill assessment and development plan process for managers and staff, including for succession planning

May 2015 ELT / HR Consultative Committee Working Party reviewing the Performance Appraisal and Skills Assessment process

Utilise the skills in the community on committees, through informal contact, through social contact, through mentoring

December 2014 ELT Continue to foster the Section 355 Committees, liaise with industry, liaise with ke individuals

Learn from other Councils and visit them and develop contacts

June 2015 ELT / Councillors Shared Services with Leeton; Visit other Councils as part of the Service Reviews

Work with other Councils in the Riverina

January 2015

Mayor and CEO Member of the Murray and Murrumbidgee Regional Joint Organisation Pilot.


Narrandera Shire Council10 Year Financial Plan for the Years ending 30 June 2025FINANCIAL PERFORMANCE INDICATORS - GENERAL FUND Current Year

Scenario: Draft 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

New Note 13 Ratios

Operating Performance Ratio 1) 0.66% 4.11% -0.17% 0.24% 0.99% 1.26% 1.59% 2.43% 2.77% 3.10% 3.40%

Own Source Operating Revenue Ratio 1) 87.25% 80.39% 87.50% 88.00% 88.02% 88.03% 64.29% 64.29% 64.24% 64.18% 64.13%

Unrestricted Current Ratio 6.59 4.82 5.50 7.33 3.27 3.19 3.75 3.64 4.15 4.52 5.17 5.37 5.73 6.17 7.04

Debt Service Cover Ratio 1) 64.81 151.95 67.06 78.64 83.83 84.86 86.20 89.51 91.13 92.75 94.38

Rates, Annual Charges, Interest & Extra Charges Outstanding Percentage 6.22% 6.18% 7.42% 6.78% 7.05% 7.07% 7.07% 7.07% 7.07% 7.07% 7.08% 7.08% 7.08% 7.08% 7.08%

Cash Expense Cover Ratio 1) -0.05 -0.59 0.00 -0.65 -2.30 -3.69 -5.54 -6.60 -7.92 -9.29 -11.29

1) different Calculation to TCorp's calculation for same ratio

New Special Schedule 7 Ratios

Building & Infrastructure Renewals Ratio 119.11% 69.23% 43.78% 83.56% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Infrastructure Backlog Ratio 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Asset Maintenance Ratio 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Capital Expenditure Ratio 1.28 1.19 1.51 0.91 0.67 0.73 0.59 0.83 0.74 0.71 0.49

Old Note 13 Ratios (not incl. in new Note 13 or Special Schedule 7)

Debt Service Ratio 0.01% 0.01% 0.09% 0.41% 0.21% 0.27% 0.21% 0.20% 0.19% 0.19% 0.18% 0.18% 0.17% 0.16%

Projected YearsPast Years


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