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IndIgo SHIRE Annual Report 2010Indigo Shire offices101 Ford Street, Beechworth VIC 3747 • 34 High Street, Yackandandah VIC 3749

1Indigo Shire CouncilAnnual Report 2010

Contents

Council’s Philosophy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Message from the Mayor and CEO . . . . . . . . . . . . . . . . . . . . . . . 3

About Indigo Shire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Councillors' Profiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-8

Community Engagement Structure . . . . . . . . . . . . . . . . . . . . . . 9

Our People - Organisational Structure . . . . . . . . . . . . . . . . 10-12

Department Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13-24

• CorporateServices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

• GovernanceandRisk . . . . . . . . . . . . . . . . . . . . . . . . . . 14-15

• FinancialandInformationTechnologyServices . . . . 16

• TourismandEconomicDevelopment . . . . . . . . . . 17-18

• SustainableCommunities . . . . . . . . . . . . . . . . . . . . . . . . . 19

• CommunityPlanning . . . . . . . . . . . . . . . . . . . . . . . . . . 20-21

• SustainableDevelopment . . . . . . . . . . . . . . . . . . . . . . 22-23

• MajorProjectsandPrograms . . . . . . . . . . . . . . . . . . . 24-25

MajorProjectsandCapitalWorksList2009/10 . . . . . . . . 26-28

CivilOperations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29-30

Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Strategies,ActionsandResultsfor2009/10 . . . . . . . . . . . 32-39

Statutory Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

National Competition Policy Compliance . . . . . . . . . . . . . . . 41

LocalLaws . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Best Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

VictorianLocalGovernmentIndicators . . . . . . . . . . . . . . . 44-45

Council Plan Strategic Indicators . . . . . . . . . . . . . . . . . . . . . . . . 46

FinancialOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47-49

FinancialReport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50-108

AuditorGeneral’sReport . . . . . . . . . . . . . . . . 109-110 (123-124)

Performance Statement . . . . . . . . . . . . . . . . . . . . . . . . . . 111-121

CouncilApprovalofthePerformanceStatement . . . . . . . 122


THE KEY DRIVERS OF INDIGO SHIRE COUNCIL ARE:

VISION

INDIGO:Agreatplacetolive,workandvisit

MISSION

Tosupportanddevelopasustainable,thrivingandresilient community through leadership and partnerships

VALUES

• Leadership-Wewillprovidepositiveandinnovativeleadership to staff and peers .

• Honesty and Integrity-Allouractionswillbebasedon sound information, trust, fairness and equity .

• Respect-Wewilllistento,andvaluetheideasandfeedbackfromothers.

• Community Focus -Wevalueandencourageparticipation in both council and community life .

• Professionalism and Teamwork - Councillors and employeeswillbeappropriatelyskilledandcommittedtoworkingasateam.

• Excellence and Accountability-Wewillexcelinallthatwedo.

KEY PRINCIPLES

• PreservationofheritageandhistoricalfeaturesoftheShire

• Promotionandrecognitionofinnovationandcontinuousimprovement

• Recognitionofculturaldiversityandequalityofopportunity

• ResponsiblemanagementofCouncil’sresources

• Conservationofthenaturalenvironmentinwhichwelive

• Maintenanceoftheruralidentityandatmosphereofruraltowns

• Ensureeffectiveplanningforourfuture

• Buildandmaintainpartnershipswithourcommunity

• Pursuesustainableeconomicgrowththroughsupporting agriculture, tourism and business opportunities

• Providecustomerfocusedservicedelivery

• Ensureweareleadershipandgovernanceattuned,aware,accessibleandaccountabletoourcommunity

• Promoteahealthyandsafecommunity

Council’s Philosophy

Left: Chiltern's 150th Anniversary celebrations.


A message fromthe Mayor and CEO

The2009-2010AnnualReportoutlinesCouncil’sachievementsinlinewithobjectivesofthe2009-2012CouncilPlan.ThisreportcoversthefirstfullyearforthecurrentCouncil,electedinNovember2008.

IndigoShirehashadaverybusyandsuccessful12months,increasingthecapitalworkscompletionratefrom48%in2008-09to90%in2009-10.Thisrepresentsafantasticteameffort,withaconsiderableamountofinfrastructurebeingcompleted for the community . In addition, a number of majorprojectsfundedbytheFederalGovernment’sRegionalandLocalCommunityInfrastructureProgramarealmostcomplete,includingtheYackandandahSportsPark,YackandandahHall,BeechworthBaarmuthaPark,theStanleyMemorialHallupgradeandthenewStanleyRecreationReservepavilion.

FundedbytheStateGovernmentandCouncil,theCommunityStrengtheningProjectisbeingrolledoutacrosstheShire,andsofarhasincludedthetownshipsofBruarong,Chiltern,StanleyandBeechworth.CommunityPlansoutliningtheirgoalsandaspirationshavebeencreatedbyenthusiasticresidentskeentoparticipateintheprocess.

Thisworkcontinuestobringresidentstogethertocreateastrong future for their local community .

IndigoShireanditsresidentswonthe2009LGPro(LocalGovernmentProfessionals)CorporatePlannersNetworkawardforExcellenceinLocalGovernmentCorporateandCommunityPlanning,recognisingthecommunity-drivenconsultationprocesswewentthroughinJanuaryandFebruary2009forthecreationoftheCouncilPlan2009-2012.IndigoShirehadanonlinesurvey,interviews,amediacampaign and community meetings in Rutherglen, Chiltern, Beechworth,YackandandahandKiewa/TangambalangatogainvaluablefeedbackfortheCouncilPlan.

WewouldliketothankourCouncillorsfortheirongoingcommitment,staffhereattheShireforcontinuingtostriveforahighqualityofservice,andtheIndigocommunityforsupportingShireinitiatives.

Councillor Bernard GaffneyMayor

Brendan McGrathChiefExecutiveOfficer

Message from Mayor Bernard Gaffney and Chief Executive Officer Brendan McGrath

Above: Mayor Bernard Gaffney and CEO Brendan McGrath.


About Indigo Shire

Indigo Shire is located in Victoria’s picturesque North East andborderstheMurrayRiver,theAustralianAlpsandthemunicipalitiesofWodonga,Wangaratta,Towong,AlpineandMoira.ShiretownsincludeTangambalanga,Beechworth,Stanley,Rutherglen,Wahgunyah,Chiltern,Yackandandah.

Thereareover1500separatebusinessesbasedintheShire.Twooperationseachprovidingemploymenttomorethan100peopleareMurrayGoulburnCo-operative,majorproducerofdairyproductsinKiewa,andUncleTobys,manufacturerofcerealsandhealthfoodproductsinWahgunyah.

Location 270kmnortheastofMelbourneArea 2,016sqkmPopulation 15,945Growth Rate 1.24%Voters 11,816Shire Offices BeechworthandYackandandahService Centres Chiltern and RutherglenBudget Total $29 .0MRate Revenue $9 .77MEmployees 131EFT

Industry Rural in nature, agriculture, viticulture,horticulture,tourism

Attractions Naturalbeauty,historictowns,wineries,festivals,events

Key Statistics Planning Permits 353 determined $15,336,351

Building Permits 335 issued $31,535,899

Properties (Total) 8929 $2,676,361,800 - $2 .68 billion

Properties Rateable 8023 $2,588,250,300 -$2 .59 billion

Sale

HamiltonBallarat

BendigoHorsham

Mildura

Warrnambool

Benalla

Indigo

Geelong

Melbourne

Kiewa

Kiewa Valley Highway

BucklandGap Rd

Beechworth-Wodonga Road

Beechworth-Chiltern Road

Hume Freeway

Chiltern-Howlong Rd

Murray Valley Highway

Rutherglen-Springhurst Road

Gooramadda Road

Kiewa River

Lake Kerferd

Indigo Creek

Yackandandah Creek

Lake Hume

Fede

ratio

n W

ay

Chiltern-Rutherglen Road

Dederang Road

Stanley Road

Lockharts Gap Road

Tangambalanga

Beechworth

Yackandandah

Rutherglen

Chiltern

Wahgunyah

Barnawartha

Kiewa

Kiewa Valley Highway

BucklandGap Rd

Beechworth-Wodonga Road

Beechworth-Chiltern Road

Hume Freeway

Chiltern-Howlong Rd

Murray Valley Highway

Rutherglen-Springhurst Road

Gooramadda Road

Kiewa River

Lake Kerferd

Indigo Creek

Yackandandah Creek

Lake Hume

Fede

ratio

n W

ay

Chiltern-Rutherglen Road

Dederang Road

Stanley Road

Lockharts Gap Road

Tangambalanga

Beechworth

Yackandandah

Rutherglen

Chiltern

Wahgunyah

Barnawartha


Councillors' Profiles

Cr Bernard Gaffney (Mayor)

First elected: 2008

“This Shire is heading in the right direction with a responsible infrastructure gap and low debt. There is an air of confidence in both rural and urban areas. It is important to have a holistic approach across the entire Shire.”

Committee Representation:• IndigoShireAuditCommittee

• RutherglenWineBoard

• IndigoTourismAdvisoryCommittee

• IndigoShireBaarmuthaParkCommittee

• IndigoShireFinanceCommittee

• NorthEastLocalGovernmentNetwork

• HighCountryCoalitionofCouncils

• AllianceofCouncilsandShire’softheUpperMurray

Meeting attendance: 11 out of a possible 11 Ordinary Council Meetings, 5 out of a possible 5 Special Council Meetings .

Contact Details:Phone: 03 5728 1495Mobile: 0419 181 234Email: [email protected]

Cr Alison Pockley (Deputy Mayor)

First elected: 2008

“I feel very connected to the Shire and its diverse and wonderful communities, towns, hamlets and landscapes.We have a wealth of talent in our people that it behoves us to utilise this where we can, and to listen to what our people have to say. I have enjoyed the privilege of serving them.”

Committee Representation:• IndigoShireArtsandCulturalAdvisoryCommittee

• IndigoShireEnvironmentalAdvisoryCommittee

• IndigoShireHeritageAdvisoryCommittee

• AustralianLocalGovernmentWomen’sAssociation,NEBranch – Vice President

• IndigoShireCommunicationsWorkingGroup

• AustralianLocalGovernmentWomen’sAssociationVictoria (sub)

• MAVEnvironmentAdvisoryGroup

• IndigoShireBurkeMuseumandCulturalPrecinctAdvisoryCommittee

• IndigoShireJuniorCouncil

• NorthEastMulticulturalAssociation–member


Contact Details:Mobile: 0448 803 411Email: [email protected]


Cr Peter Graham OAM

First elected: 1996Mayor: 2001-2003, 2005-2007, 2008

“I nominated to be part of the Indigo Shire Council in the belief I could assist with development and community services for the region. I strive to represent the local community of Indigo Shire to the best of my ability.”

Committee Representation:• ChairoftheAssociationofVictorianRegionalWaste

ManagementGroups

• IndigoDisabilityActionCommittee

• MurrayDarlingAssociation

• MurrayRegionalDevelopmentBoard

• CRGBioDieselForum

• ChairofNorthEastRegionalWasteManagementGroup



Cr Peter Croucher

First elected: 2008

“I am interested in the community and have been a volunteer in many organisations. I’m interested in giving a voice to people from our side of the Shire.”

Committee Representation:• IndigoTourismAdvisoryCommittee


• UpperMurrayRegionalLibrary–IndigoShire

• EastTimorS86Committee


• IndigoShireCommunityGrantsandAwardsAdvisoryCommittee



Councillors (continued)



Cr Vic Issell

First elected: 2005Mayor: 2007-2008

“I aim to continue to be accessible to the citizens of Indigo and work hard to reflect on the wide range of issues that come before council, to listen to the community and my fellow councillors. My aim is to make decisions that ensure Indigo continues to be a sustainable, beautiful and friendly place to live.”

Committee Representation:• Member,MurraytoMountainsRailTrailcommittee

• Chair,EnvironmentAdvisorycommittee

• Member,ACSUM,AllianceofCouncilsandShiresoftheUpper Murray

• RutherglenHeavyVehicleDeviationCommunityReferenceGroup

• ArtsandCultureAdvisoryCommittee

• MemberoftheMurrayArtsBoard


Contact Details:Mobile: 0417 690 836Email: [email protected]

Cr Barbara Murdoch

First elected: 2005

“I believe that if you want to make a difference or change things it’s important that you step up to the plate and have a go and try to set an example for others to follow.”

Committee Representation:• RutherglenHeavyVehicleDeviationCommunity

ReferenceGroup

• IndigoAuditcommittee


• IndigoShireRuralLandscapesCommittee

• MAVEnvironmentAdvisoryCommittee

• AustralianLocalGovernmentWomen’sAssociation

• MAVProfessionalDevelopmentCommittee

• IndigoShireCommunityResilienceCommittee

• MemberACSUM,AllianceofCouncilsandShiresoftheUpper Murray




Cr Larry Goldsworthy

First elected: 2008

“I believed it was imperative for Councillors to provide leadership, appropriate direction to the staff and to meaningfully communicate with the community. I am proud to live in the Indigo Shire and I wanted to see it continue to improve, so that everyone can enjoy all that our community has to offer.”

Committee Representation:• MunicipalAssociationofVictoria

• TimberTownsVictoria



• IndigoShireMunicipalEmergencyManagementPlanning Committee

• IndigoShireMunicipalFirePreventionCommittee

• IndigoShire,CommunicationsWorkingGroup


• BaarmuthaParkManagementCommittee


Contact Details:Phone: 03 5728 2973 Email: [email protected]


TheCouncilhasmadeaconcertedefforttoimproveitscommunityengagementprocessesanddevelopsustainable partnerships for the long-term benefit of the Shire.ThiswasacknowledgedwithanawardinNovember2009whichrecognisedanewstrategythatwasimplementedtoinvolveourresidentsinthedevelopmentofthenewCouncil Plan 2009-12 .Thisincludedcommunity-drivenconsultationmeetingsacrosstheshireandanonlinesurveytodeterminewhatourresidentswantedustodofortheminthenextfouryears . Called A Place at the Table, this process, designed byIndigoValleyresidentCathyMcGowananddeliveredbyresidentsofthefivemajortownsintheShire,withlogistical support from Council staff, shared the 2009 LGProExcellenceinLocalGovernmentCorporateandCommunityPlanningAward.

Buildingonthissuccess,thesurveyfortheinitialCouncilPlanwasagainconductedinthereportingyearandshowedapleasingincreaseinthecommunity’s

satisfactionwiththewaytheCouncilengageswithresidents.RespondentsacknowledgedtheefforttheCouncilwasmakingtoimprovecommunicationandengagementwithresidents.TheCouncil’snewCommunicationsPolicystressestheCouncil/communitypartnershipandacknowledgesthatcommunicationprocessescanalwaysbeimproved.TheCouncilwillcontinuetotakeitscuefromourcommunityinthisregard .

TheCommunicationsUnithasresponsibilitynotjustforcommunity engagement, but also strategic communications, issues management, generating media releasesandresponses,producingmajorcouncilpublications including the Indigo Informer newsletter, speeches,speakingnotesandsomeeventmanagement. Challengesforthecomingyearincludedevelopinganew websiteanddevelopingtheCouncil’scorporateidentitythroughbetterbrandingandimprovedconsistencyofstyle in Council documents and publications .

Council

General Communication& Consultation

eg. Council Plan

SpecialCommitteeseg. Environment

Committee

SpecificIssues / Public

Meetings

CommunityForums

InternalAudit

Committee

CommunityEngagement Structure



OrganisationalDevelopment

OPERATING EXPENDITURE

$423K($0.4M)

EQUIVALENT FULL-TIME POSITIONS

3.6EFT

CORE ACTIVITIES

TheOrganisationDevelopmentteamprovidesadviceandsupport to managers and employees in human resource management,traininganddevelopment,healthandsafety,injurymanagement,andorganisation-wideprojectssuchasculturechangeandorganisationalstructuredevelopment.

FUTURE CHALLENGES AND TARGETS

Ourfocusinthecomingyearincludes:

• renewalofIndigoShire’sEnterpriseAgreement

• implementationofaHealthandWellbeingprogramforall employees

• improvingonourStaffClimateSurveyresults

• increasingouruseofon-linelearning,andensuringemployees are trained in our organisational systems

• commencingthedevelopmentofaHumanResourcesStrategy-Workforceplan.

KEY ACTIVITIES

RECRUITMENT

CouncilisamajoremployerintheShireandrecruitmentcontinuestobeakeyactivity.Duringtheyear,27recruitmentcampaignswereconductedforarangeofroles including temporary and permanent positions . Our advertisementsarebrightandattractiveinordertostandoutinprintmedia.IndigoShire’sturnoverratewas10.6%fortheyear,upslightlyonthepreviousyearof10.1%.Theaverageturnoverrateforsmallruralshiresis11.66%and

Indigositswellunderthis and is the fourth lowestofthenineshiresin this category . Reasons for employee departures in the reporting year included retirement, family relocations, career opportunities, termination and completion of temporary engagements .

RECOGNISING AND REWARDING OUR EMPLOYEES

Recognitionisanimportantpartofemployeewellbeing,and it occurs both formally and informally throughout the organisation.TheRecognitionandRewardPolicywasrevisedduringtheyeartoensureitcontinuestomeetorganisational needs .

EmployeeoftheMonthcontinuedin2009/2010acknowledgingoutstandingworkpractices.EmployeesrecognisedwereNickyTate,SimonMartin,DavidKoren,JamieHeritage,KeiraSinclair,DanWilkinson,ThereseCrane,LaurenMartinandJasonMusil.

Elevenstaffachievedservicemilestonesofbetween10and35yearsandwererecognisedfortheirachievementsandcontributionstoIndigoShire.TheywereMarkGreene(35years),YvonneGriffin(30years),KayeleneWood(20years),AndreaSinclair,MargaretPyle(15years),TimothyHall,NaomiCox,GlendaCharlton,AaronWallace,DianaSeymour,DianeThomas(10years).

Top: Outdoor staff Ivan Sanders and Matt O'Keefe.Left: Mark Greene.

Fiona Shanks, Manager Organisational Development


STAFF PROFILE

Ourorganisationalstructureshowingtheleadershipgroupisasfollows:

At30June2010,ourstaffprofilebygenderwas:

Designated Group

Male(head count)

Female(head count)

Total(head count)

Full Time Equivalent

CorporateServices 16 27 43 36 .1

MajorProjectsand Programs 56 8 64 44 .7

SustainableCommunities 17 74 91 42 .5

Governance,Communications, Organisational Development

2 7 9 7 .9

Total 91 116 207 131.2

WORKFORCE DATA

Year Full Time Part Time Full Time Equivalent

2009/2010 89 118 1312008/2009 80 115 1202007/2008 75 119 118

Ourworkforcedataprofileforthepastthreeyearsindicatesanincreaseinouroverallequivalentfulltimenumbers.TheincreaseisduetonewpositionscreatedinCommunityStrengthening,BushfireYouthDevelopment,HealthandSafety,BurkeMuseum,ProjectManagement,AdministrationandHomeandCommunityCare.Fourofthesepositionshavebeenfundedbygovernmentgrants.

Top: Indigo Shire staff members TerryChubb, Grant Collie and Stuart Perry.


OrganisationalDevelopment (continued)

LEARNING AND DEVELOPMENT

IndigoShirerecognisestheimportanceofinvestinginemployeeprofessionaldevelopment;aswellithasanobligationtoensurealllicensesarerenewedasrequired.Trainingisidentifiedthroughtheannualperformancereviewprocessandalignedwithorganisationalrequirements.Inthereportingyearorganisation-widetrainingincludedCodeofConduct(workplacevalues)andTRIMrecordsmanagementtraining.Othersignificanttrainingincludedintroductiontolocalgovernment,emergency preparedness and emergency management training,firewardentraining,timemanagement,communication,reportwriting,andleadershipdevelopmentrelatedcourses.

In addition to short course training the organisation providessupporttoarangeofemployeestoundertakeTAFEandtertiaryrelatedcourses.Indigocurrentlyhasemployeesundertakingfrontlinemanagement,civilconstruction, leadership and management, and accounting relatedcourses.TheorganisationalsosupportsoneemployeeandonecommunitymembertoundertaketheregionalAlpineValleysCommunityLeadershipProgram.AliceGratton(ExecutiveAssistanttotheCEO)andMatthewCharlesJonesgraduatedinthereportingyear.

IndigoShirewasrepresentedattheLocalGovernmentManagers Australia Management Challenge in Melbourne by“TheIncredibles”(DianaHempel,MelissaHann,DonnaRupp,AdeleEarl,MeganRandallandChrisWestwood,mentorJoRiley).TheLGMAManagementChallengeisaninternationally acclaimed professional and team developmentprogramthatbringsthebestoutofpresentandpotentiallocalgovernmentleaders.Thisyear’sChallengetopicwas“WomeninLocalGovernment”.Theteamputinagreatperformanceonthedayandshowedcommitmentthroughoutthewholechallengeprocess.

HEALTH AND SAFETY

IndigoShireCouncilisbuildingastrongworkplaceculturefor the health and safety of its employees, contractors, customersandvisitors.AspartofthiscommitmentCouncilidentifiedarangeofOccupationalHealthandSafetyactionsin its 2009-2012 Council Plan, including supporting the creationoftheOHSCoordinatorrole.Thisrolehasaddedsignificantvalueinthereportingyearbyworkingwithstaff,contractorsandthecommunityonimprovinganddevelopingsafeworkpracticesandsystems.ThiswasdemonstratedinourinsurancereviewwhereinternalOHSimprovementsdirectlycontributedtoreducedinsurancepremiums for the coming year .

EQUAL EMPLOYMENT OPPORTUNITIES

TheIndigoShireiscommittedtotheprinciplesofEqualEmploymentOpportunityandacknowledgesthisinourpolicies, procedures and practices . Selection of people for employment,promotionoradvancement,trainingandstaffdevelopment,isbasedonmeritinfairandopencompetitionaccordingtotheskills,qualifications,knowledgeandefficiencyrelevanttothepositioninvolved.ThisyearallemployeescompletedCodeofConducttrainingwhichfocusedonorganisationalvaluesandappropriateworkplacebehaviours.

Far Top: Outdoor staff member Shannon Ginkel.Top: AVCLP participants Alice Gratton, Indigo Shire Council, and Matthew Charles- Jones from Yackandandah.Bottom: LGMA Management Challenge members Lto R: Chris Westwood, Donna Rupp, Megan Randall, Jo-Ann Riley, Diana Hempel, Melissa Hann and Adele Earle.


Corporate Services


$4,250K($4.25M)


GovernanceandRisk 11.4FinanceandIT 8.2TourismandEconomicDevelopment 15

CORE ACTIVITIES

• Over2009/10CorporateServicesfocusedontheareasof the Council rating strategy, the policy on long term borrowingsandacapitalworksevaluationandprioritisationframework.TheCouncilratingstrategywillbefinalisedtoformtheratingbasisoftheCouncilbudget2011/12.ImportantcommunityinputwillformakeypartofthestrategyfinalisationtoensurethestrategymeetstheneedsoftheShiregoingforward.

• 2009/10hasseendevelopmentsintheareasofCouncilcustomerserviceprovision,riskmanagementpractices,preparationofriskregisters,reviewofalllocallaws,delegationsandauthorisationsofstaff,ongoingstrengthening of the corporate records system and considerableworktowardtheestablishmentofacustomerrequestsystem.TheoperationoftheCouncilauditcommitteehasbeenreviewedandfurtherprocesses and structures established to strengthen the role and outcomes of this important committee .

• Anumberofdevelopmentshavetakenplacetoaddress the long term financial sustainability of Indigo Shire.CouncilparticipatedintheLGCredibilityinitiativepromotedbytheMunicipalAssociationofVictoria,whichdetailedtheworkcompletedbyCouncil in the areas of asset management, financial policiesandpractices,andhighlightedthemajorworksrequiredtobetterpositionCouncilgoingforward.

• LocalGovernmentVictoriaisintheprocessofestablishingalocalgovernmentperformancemonitoringframeworkwhichwillinvolveaseriesofagreedkeyperformancemeasuresacrossallVictorianCouncils.IndigoShirewillworkcloselywiththeStateGovernmentandtheVictorianEssentialServicesCommissiontoadvancetheinitiative.

Top: Indigo Shire staff members Ellen Hudson and Barbara Carne.


• Longtermfinancialsustainabilityremainsoneofthecore issues faced by many small rural Councils across Victoria . Indigo remains on a sound financial footing butrecognisestheneedtoworkwithsimilarCouncilsonacampaignthatwillreinforcetheneedforlocalgovernmentsustainabilitytootherlevelsofgovernment.

• IndigoShireseekstoworkwiththeVictorianCompetitionandEfficiencyCommissionregardingstreamliningLocalGovernmentregulation.CouncilrecognisestheneedfortheStateGovernmenttoengagewiththeLocalGovernmentsectortoensurethelevelofregulationisreducedandissuesinrelationtocostshiftingareavoided.

• Procurementisanareaoffocusin2010/11.LocalGovernmentisamajorpurchaserofgoodsandserviceswithintheeconomy.Councilaimstogainabetterappreciationofitsoverallprocurementoperations,maximisingoutputandeffectiveness.

Thebusinessunitreportsfollowingdetailtheextensiveworkundertakenover2009/10andthesubstantialachievementsmadeoverthepastyear.

Mark Crouch, General ManagerCorporate Services


CUSTOMER SERVICE

IndigoShireCounciliscommittedtoprovidingitscommunitywithahighstandardofcustomerservice.AreviewofCouncil’sCustomerServiceCharterwasundertakenandadoptedin2009-2010.TheimplementationoftheChartersetsoutthestandardsofserviceourcustomerscanexpecttoreceiveandthewayinwhichtheycanobtaininformation.

FurtherdevelopmentsinimplementingCouncil’snewCustomerRequestSystemhavebeenmadeandwehopetohavethesystemfullyoperationalbytheendof2010.

RECORD MANAGEMENT

Inthisreportingyear,significantenergyhasbeengiventoimprovingCouncil’selectronicrecordsmanagementsystem.Intensivetraininghasbeenprovidedtoallstaffandthisisreflectedintheincreasedvolumesofcorrespondenceanddocumentationnowbeingenteredintoourelectronicsystem,asshownbelow:

2009-2010 2008-2009Incoming correspondence 19,092 13,629Outgoing correspondence 4,332 2,216Totalofallitemsrecorded 27,803 17,937

Jo-Ann Riley, Manager Governance and Risk


$1,460K($1.46M)


CustomerService 7.6Corporate Information Management 2 .6GovernanceandRisk 1.2Total 11.4

CORE ACTIVITIES

• ProvidesstatutoryandcorporatesupporttoCouncil.

• Co-ordinationofCouncilElectionsinconjunctionwiththe Victorian Electoral Commission (VEC) .

• MaintainingofstatutoryregistersincludingFreedomofInformation, Documents for Public Inspection, OrdinaryandPrimaryReturns,InformationPrivacyandWhistleblowersProtectionresponsibilities.

• ManagementofcustomerserviceoperationsincludingcashieringandreceptionservicesatallfourofCouncil’sofficelocations.

• ProvidecallhandlingforallcallsmadetoCouncil’sservicecentres.

• Developandupdateauthorisationsanddelegations.

• InternalOmbudsmanresponsibilities.

• ManagementofCouncil’selectronicrecordsmanagement system .

• DocumentdisposalandretentionrequirementsinaccordancewiththePublicRecordsOfficeofVictoria.

• ManagementofCouncil’sLeaseAgreements

• ManagementofCouncil’stelephonesystems.

• ManagementofCarlylecemetary,Rutherglen.

• ManagementofCouncil’sinsuranceandinsuranceclaims .

INTERESTING FACTS AND HIGHLIGHTS

• 12FreedomofInformationrequestsprocessed.

• Approximately55,000callsreceivedbyCustomerService.

• Approximately28,000itemslodgedinCouncil’selectronic records management system .

Governance and Risk


Above: Customer Service staff members Pamela Carlton and Leanne Power.

AUDIT COMMITTEE

Audit Committee Members July 2009 – June 2010Independent MembersMrKlausBaumgartelMrFrankBurfittMr Ian Morris

Councillor MembersCrBernardGaffneyCr Barbara Murdoch

TheChiefExecutiveOfficer,GeneralManagerCorporateServices,ManagerFinanceandManagerGovernanceandRiskandCouncil’sInternalAuditorattendallmeetings,butarenotvotingmembers.

During 2009-2010, the Audit Committee met four times . Matters discussed at these meetings included internal and externalauditreports,reviewandimplementationoftheAuditCommitteeCharterandfurtherdevelopmentofCouncil’sRiskRegister.

Thefollowingfourinternalauditswerecarriedoutin2009-2010andwerereportedtotheAuditCommittee:• Procurement• FleetManagement• RiskManagement• CapitalWorks.

INTERNAL AUDIT

Council’sinternalauditservicesareprovidedbyWHKwhowereappointedin2009asaresultofacompetitivetendering process .

TheAuditCommitteeadoptsathree-yearstrategicauditplan,whichisreviewedannually.TheInternalAuditPlanisreviewedbytheAuditCommitteeandadoptedbyCouncil.ExecutionoftheplanismonitoredbytheAuditCommittee .

RISK

Councilfocussedontheminimisationandpreventionofrisksinadditiontoimprovingourinsurancebenchmarkingscores.Thisresultedinhigherscoresandwillmeanlowerpremiumsforriskinsurancein2011.

Council’s insurers conduct annual audits on operational procedures and systems to assess our ability to manage andmitigaterisks.OurperformanceisevaluatedagainstestablishedriskcriteriatoformascoreusedinformulatingCouncil’spremiumforthefollowingyear’sinsurance.

In 2009-2010 Council increased its scores for all three areas ofinsurablerisk,being:

2009-2010 2008-2009PublicLiability&ProfessionalLiability 81% 77%PropertyRiskManagement 70.7% 66.7%FidelityRiskManagement 67% 25%

ACHIEVEMENTS

• UndertakeareviewofCouncil’sstrategytoprovideShire-widecustomerserviceeffectively,focusonstafftraining .

• StrengthentheeffectivenessofCorporaterecordsandinformation systems and processes .

• ThereviewandimplementationofCouncil’sCustomerServiceCharter.

• ThereviewofallCouncil’sLocalLaws.

• 100%ofCouncil’sDeedsofDelegationandInstrumentsofAppointment&Authorisationreviewed.

• Council’sriskperformancebenchmarkingsawfurtherimprovementsmadeonthepreviousyear.


• ImplementaCustomerRequestSystemfortrackingrequestsandcomplaints,whichwillassistinprovidingbettercustomerserviceatfirstpointofcontact.

• Ensurecouncillorsandstaffareawareofandadhereto,policyandregulatoryframeworksoftheCouncilandrelevantStatelegislation.

• FurtherreviewanddevelopmentofCouncil’sRiskRegister and monitoring of recommendations identified as a result of our internal audit program .

• Co-ordinatetheVictorianElectoralCommission’sreviewofelectoralrepresentationforthemunicipalityof Indigo .

• ReviewCouncil’scurrenttelephonesystemsandimplementanewsystemthatwillassistCouncilinbettercommunicationwithitscustomers.



$1,209K($1.21M)

EquivalentFullTimePositions:8.2EFT

CORE ACTIVITIES

TheFinanceandITdepartmentprovidefinancialmanagement, budgetary and statutory reporting and cost effective,qualityinformationservicestoCouncilandCouncil departments .

TheFinancialandITDepartmentisresponsiblefor:

• Statutoryfinancialreportingobligations

• AnnualBudgetpreparationandongoingmonitoring

• MonthlyfinancialreportingtoCouncil

• Accountingandfinancialsupporttocouncildepartments

• PreparationofStrategicResourcePlan(SRP)inconjunctionwiththeCouncilPlan

• AuditCommitteesupport

• Taxationregulationsmonitoringandcompliance

• Rateadministrationandcollection

• Payrollandsuperannuation

• Accountspayableandreceivablefunctions

• Managementofcouncil’scashpositionandinvestmentportfolio

• Informationtechnologyandsystemstrategy

• Daytodaydeliveryofcosteffective,qualityITservicesto all departments and Councillors

INTERESTING FACTS AND ACHIEVEMENTS

• AllofCouncil’sstatutoryandlegalreportingobligationsweremet.

• DeliveredenhancedfinancialvariancereportingtoCouncil on a quarterly basis .

• Managedthecompletionofashirewidepropertyrevaluationthroughanexternalregisteredvaluer.

• AlongtermborrowingstrategywasadoptedbyCouncil during the year .

• SignificantworkandprogresstowardstheadoptionofanewRatingStrategyexpectedtobeadoptedduring2010/11.

• Preparatoryworktowardsthedevelopmentofa10year long term financial plan .

• Thereplacementofover80agingPCsthroughoutthevariousshiredepartments.

• CommissioningofnewITservertechnologywhichwillprovidehighlevelsofreliabilityandredundancy.

• ImplementationofanewtelecommunicationlinkbetweentheBeechworthandYackandandahofficesprovidinga10foldincreaseindatabandwidth.


• CompletionandadoptionofthenewRatingStrategy.

• Completionofthe10yearlongtermfinancialplan.

• ThedevelopmentanddeliveryofaFinanceatIndigotraining program to all budget managers .

• Inconjunctionwithneighbouringshires,conductafullreviewofallfeesandcharges.

• AreviewofCouncil’sprocurementpolicyandpractices .

• ReviewandupdatetheShire’sDisasterRecoveryandBusiness Continuity plans and procedures .

• SupportseveralkeyprojectimplementationssuchasMERITandthenewCouncilWebsite.

Frank Bonacci, Finance Manager

Financial andInformation Technology (IT) Services

Far Top: Indigo Shire’s IT Manager Jason Musil winning the ICT award from the Municipal Association of Victoria.

Tourism andEconomic Development



• BuildonthedestinationmarketingprogramandworkinpartnershipwithTourismVictoriatohighlighttheregion’sstrengthsoffoodandwine,nature-basedactivitiesanduniquevillages.

• RolloutphasetwooftheIndigoGoldTrailprojectincludinginstallationofsignageatkeysitesthroughouttheShire,developmentofawebsiteandpodcast tour .

• SupporttheShire’srichcalendaroffestivalsandeventswithcashfunding,officersupport,marketingandlogistic assistance .

• WorkwithpartnerstodeveloptheYarraValleytoHighCountrytouringroutewhichincludesthevillagesofBeechworth,Chiltern,YackandandahandRutherglen.

• RevitalisetheBeechworthHistoricandCulturalPrecinctandRobertO’HaraBurkeMuseumincludinganoverhaulofeducationprograms,collectionmanagement and research facilities .

Kate Biglin, Tourism Manager

Far Top: Yackandandah Folk Festival.


$1,580K($1.58M)


15

CORE ACTIVITIES

• Anaverageincreaseof2%invisitationthroughtheShire’svisitorinformationcentresincludingsignificantincreaseinBeechworth(8%)andRutherglen(18%).

• Morethan60successfuleventsacrosstheShireincludingtheBeechworthGoldenHorseshoesFestival,NedKellyWeekend,BeechworthHarvestCelebration,YackandandahFolkFestival,Chiltern150thCelebrations,RutherglenWineryWalkaboutandTastesof Rutherglen .

• CompletionofphaseoneoftheIndigoGoldTrailprojectincludingresearchingandmappingkeysitesacrosstheShireandproductionoftheIndigoGoldTrailbrochure .

• DevelopmentofanewIndigoEventsGuide,aquarterly publication distributed throughout Victoria andNSWpromotingthefantasticarrayofeventsonoffer in the Shire each season .

• Ongoingrolloutofdestinationmarketingsupportincludedthedevelopmentofdigitalfootageprojects,participationinaninterstatefoodandwinecampaignandparticipationinTourismVictoria’s“villages”campaign .

• DeliveredanextensivemediafamiliarisationprogramgeneratingcoverageofIndigoShire’svillagesandtourismstrengthsinawiderangeofpresspublications,televisionprogramsandonlinesites.

• TheprovisionofthreeIndustrialEstatesatKiewa-BonegillaRoad,Tangambalanga,SteelsRoad,YackandandahandRailwayAve,Yackandandah.Itisanticipatedabout85newemploymentopportunitieswillbedevelopedasaresult.

• DuringOctober-November2009businessesthroughout the Shire participated in the Indigo Shire BuyLocalprogram.Theprogramincludedaseriesofbusinessbreakfastsandworkshops,aradioandnewspapercampaignandshowbagstopromotetheadvantagesofshoppingwithlocalIndigoShirebusinesses .

FUTURE CHALLENGES AND TARGETS (continued)

• Climatechangepresentsoneofthegreatestchallenges for the future for this region and the Shire is workingcloselywithindustrysectorsincludingagriculture,viticulture,horticulture,dairyandbeeftounderstand the challenging issues to be faced .

• Withtheintroductionandroll-outoftheNationalBroadbandNetwork,theShirewillworkwithFederalandStateGovernments,thetelecommunicationindustry and local communities to ensure essential communicationservicesareprovidedtoallareas.

• Completescopingstudiestodeterminetheneedforfurther industrial land throughout the Shire to maximisethelocalservicesandemploymentopportunities .

• TheIndigoBusinessBushfirePreparednessandRecoveryProjectwillencompassaseriesofnetworkingandbusinessevents,recoveryworkshopsandbuylocalinitiativesaimedathelpingIndigoShirebusinessovercomecrisessuchasbushfires.

• TheIndigoShireBusinessAwardswillrecognisethesuccess of local business and organisations and encourageandcongratulatebothindividualsandorganisationsforthepositivecontributiontheymaketo the communities of the Shire .


• BeechworthtookoutthetitleofAustralia’sTidiestTown,attractingnationalmediaattention.

• TourismResearchAustraliaratedtheHighCountryregionasthetopdestinationinVictoriaforvisitorsatisfaction, and fourth nationally .

• Providedcashfundingto13keyeventsintheShire.

• Secureda$15,000grantfromRegionalDevelopmentVictoriatofundacampaignmarketingthefestivalsandeventsinIndigoShire.

• Someoftheresultsofthe12-monthIndigoShiresurveyofvisitorsthroughaccommodationoperatorsshowed41%ofourvisitorswerefromMelbourne,37%werevisitingforthefirsttimeand63%werereturning,andthemostpopularactivitieswererelaxing(21%),visitingrestaurants(20%),visitingwineries(19%),shopping(15%)andcartouring(13%).

• IndigoShirereceiveda$15,000grantfromRegionalDevelopmentVictoriafortheimplementationoftheBuy Local campaign .

• IndigoShirepopulationisexpectedtogrow11.8%by2025 .


Tourism andEconomic Development

Far Top: Beechworth's Historic Precinct.Top: Beechworth Harvest festival.Middle: Rutherglen luncheon.Bottom: Bambi Lees and Linda Peacockwith a Burke Museum Aboriginal artefact.


SustainableCommunities


$4,616K($4.6M)


Community Planning 25 .6PlanningandSustainableDevelopment 14.8

OVERVIEW

Sustainable Communities are those that are made up of residentswhoasacollectivearestrong,resilient,innovative,connected,andabletoaccessappropriateservices.Thesecommunitiesarewellplannedandproactiveinmeetingtheopportunitiesandchallengestheyfacetocreateliveableplaces.

CORE ACTIVITIES

• TheSustainableCommunitiesdepartmentofIndigoCouncil brings together a number of important business units to support the shire’s communities, and individualresidentsinbecomingstrongandsustainable.In2009/10theseunitsincludedCommunityServices,Recreation, Youth, Arts and Culture, Statutory and StrategicPlanning,EnvironmentalHealth,NaturalResources,LocalLaws,BuildingControl,andtheCommunityStrengtheningProject.

• TheRecreation,Youth,andArtsandCultureactivitiesco-ordinatetheprovisionofgoodqualityopenspaceareasacrosstheshire,facilitatenewandupgradedsportandrecreationfacilities,managetheShire’sswimmingpools,conductspecificeventsandprogramsforyoungpeople,andimplementarangeofactivitiesandprograms aimed at promoting the arts across the shire .

• TheadministrationofthePlanningandEnvironmentAct is an important function of Council, and the Statutory and Strategic Planning units focus on ensuring landuseanddevelopmentmeetallstatutoryrequirements,andthatfuturedevelopmentandlanduseissuesarewellunderstoodandmanaged.

• Environmentalissuesandchallengesarebecomingmore prominent in communities and the management ofnaturalresourcesiscriticaltosustainableliving.TheNatural Resources unit participates in a range of activitiesfocusedonensuringtheenvironmentalfeatures of the shire are maintained and enhanced .

• TheEnvironmentalHealth,LocalLaws,andBuildingControlunitsoverseepublichealthmattersrelatingtofood premises, and accommodation, administer and enforceLocalLaws,includinganimalcontrol,andassessandregulatebuildingdevelopmentstoensurecompliancewithappropriateregulations.

INTERESTING FACTS AND HIGHLIGHTS

• TheCommunityServicesunitco-ordinatesthetremendousworkofhomecarestaffandvolunteersandservicesprovidedtoover400residents.Theunitalso supports out of school hours care, and the provisionofearlyyearsprogramsandservices.

• TheCommunityStrengtheningProjecthasbeenfundedandsupportedbyvariousgovernmentdepartmentsasaresultofpreviouscommunityengagementundertakenbytheshire,andasaresponsetothe2009bushfires.ThisprojectfacilitatestheengagementofindividualcommunitiesinthedevelopmentofCommunityPlanswhichareownedbythecommunityandsetsoutprojectsandactivitiestofurtherstrengthentheliveabilityofthetown.

All these units play an important part in ensuring the communitiesoftheshireremainvibrantandactive,andforthelivesofresidentstobesupportedandenhanced.Thereportsofeachunithighlighttheactivitiesundertakenin2009/10andthemanyachievements.

Mark Florence, General Manager Sustainable Communities

Far Top: Community Meal volunteers Rosemary English and Kate Martin of Beechworth, Joan Smith-Allen of Stanley and Lorraine Kneebone of Beechworth.


David Koren, ManagerCommunity Planning

Community Planning


$3,020K($3.02M)


TheCommunityPlanningUnithastheequivalentof25.6full-timepositions.Thesefiguresdonotincludethepart-timeswimmingpoollifeguardpositionsapplicableoverthesummerswimmingseason.

TheCommunityPlanningUnitfacilitatesandsupportsawiderangeofservicesandactivitieswiththekeyobjectivetoimprovethehealthandwellbeingoftheIndigoShirecommunity .


• ContinuetoupgradeanddeveloptheShire’srecreational facilities to ensure current and future needs of the community are met .

• Bepartofappropriatenetworks,partnershipsandforums to ensure Council is informed about current trendsintheprovisionofhealth,educationalandcommunityservices.

• Developastrongartsstrategicplantoencouragegreater participation and opportunities for the communitytobeinvolvedinartandculturalactivities.

• Improvedopportunitiesformaternalandchildhealthservices.

• Topromoteyoungpeople’sparticipationincommunitydevelopmentandprioritisemattersrelevanttoIndigoShire’syoungpeople.

• DevelopmentofcommunitystrengtheningandcommunityresilienceinitiativestoplaceIndigoShirecommunitiesinagoodpositiontodealwithfutureissues .

• ContinuedinvolvementinTransportConnectionsinitiativestodevelopactionsandpartnershipstodealwithongoingandfuturetransportissues.

• CreationofpartnershipstodevelopinitiativesfortheimprovementofMaternalandChildHealthfacilities.


• CompletionoftheBaarmuthaParkMasterplanandBeechworthRecreationStudyinJanuary2010.

• MajorovalrenovationandinstallationofdrainageandirrigationatCoulstonParkinTangambalangacompleted in March 2010 .

• InstallationofwatercaptureandirrigationsystemattheYackandandahBowlsClubcompletedinJuly2009.

• StanleyTennisClublighting.

• CompletionofnetballandtenniscourtfacilityatBarnawarthaRecreationReserve.

• ElectricityupgradeattheWahgunyahRecreationReservecompletedinMarch2010.

• EnhancedMaternalandChildHeathservicestrialledinWahgunyahin2010.

• ContinuedsuccessofCouncil’sCommunityGrantsProgramwith$45,054givento27organisationsforcommunityprojectsinOctober2009.

Far Top: Toddlers at Beechworth Childcare Centre.


INTERESTING FACTS AND ACHIEVEMENTS (continued)

• Developmentofmajorstrategicdocumentsincludingthe Influenza Pandemic Plan and Indigo Shire HeatwavePlan.

• SuccessfulcompletionofCommunityPlansforthetownshipsofStanley,ChilternandBarnawartha.

• MajorinfrastructureupgradeswerecompletedattheStanleyHallandBruarongCommunityCentre.

• SuccessfulcompletionofeightFreezaeventsforyoungpeopleinBeechworth,Yackandandah,Chiltern,Barnawartha,TangambalangaandWahgunyah.

• SuccessfulscreeningoftheIndigo Summer Shorts programinDecember2009andJanuary,February2010 .

• FulldesignationofIndigoShireCouncilasaHomeandCommunityCareAssessmentService.

• AccreditationreceivedfortheBeechworthAfterSchoolCare Program .

• Fullimplementationofthe“KeyAgesandStages”forMaternalandChildHealth.538childrenactivelyattendedchecks.

• SuccessfuleventsconductedduringVolunteersWeekandSeniorsWeek.

• SuccessfulgrantapplicationstoconstructanewturfwicketattheBarnawarthaRecreationReserve,toconstructaskateparkinTangambalangaanddevelopMasterplansforrecreationreservesatChiltern,Wahgunyah,StanleyandCoulstonParkinTangambalanga.Theseprojectstobecompletedin2010-2011 .

• BeechworthwontheSustainabilityVictoria“StateTidyTown”andKeepAustraliaBeautiful“TidyTownoftheYear”Awards.

• Atotalof10,496hoursofHomeCaregivento393clients and 34 Veteran Affairs clients .

• 8,133MealsonWheelsdelivered.

• 1,415CommunityMealsprovided.

• 58enrolmentsintheBeechworthAfterSchoolCareProgram .

• 597DisabledParkingPermitsissuedtodate.

Far Top: Community members from Yackandandah with Cr Ali Pockley and Cr Peter Croucher.Top: Wahgunyah residents out the front of the School of the Arts.Middle: Beechworth Mum Juliette with daughter Anouk and Maternal Health Nurse Shelley Hammat.Bottom: Beechworth young people L to R: Michelle Posie, Brendan Ryder, Sally Beadle, Sam Matthews, Bertie Knight, Oliver Payne, Juanita Knight, Kirsty Lawrence and in front Bev Hoffmann and workshop facilitator Helen Cahill.


$1,596K($1.59M)


14 .8

CORE ACTIVITIES

• TheBuildingTeamissued335permitsfortheyear,161ofthemgrantedinfourdaysorless.Theteamconsistsoftwofull-timebuildingsurveyors,twofull-timebuilding inspectors (Building Commission Victoria fundedaBuildingSurveyorinternshiptotrainaBuildingInspectorfor2008-2010).TheteamcoversBuildingControloverfourmunicipalities-IndigoShire,TowongShire,FallsCreekResortManagementBoardandMountBuller and Mount Stirling Alpine Resort Management Board,andhasalsowoncontractsforexternalbuildingsurveyingworkincludingtherefurbishmentoftheCarterHoltHarveyMillinAlpineShire.

• Aswellasbuildingpermits,theteamhasalsohelpedtheAssetsTeamwithprojectmanagementofninegovernmentfundedprojects,co-ordinationof28projectsandEssentialSafetyInspectionson132IndigoShire-ownedbuildings.

• TheEnvironmentalHealthUnitmetthetargetofinspectionofover80%ofregisteredpremisesintheShire and the other municipalities under their control . TheEnvironmentalHealthTeamiscomprisedoftwofull-timeEnvironmentalHealthOfficerswhocoverfourmunicipalitiesincludingIndigoShire,TowongShire,FallsCreekResortManagementBoardandMountHothamAlpineResort.TheUnitcontinuestomonitorand respond to other health issues in the Shire such as bluegreenalgaeinourwaterways,noiseandrubbishcomplaints, food recalls and infectious diseases usually within24hoursofthenotification.

• InNovember2009CounciladoptedanEnvironmentStrategy,whichidentifiesfourkeystrategydirectionsthatdirectlyalignwithcouncil’srolesandresponsibilitiesinrelationtotheenvironment.

• TheEnvironmentAdvisoryCommitteewasformedinlate 2008 as a Section 86 Committee of Management undertheLocalGovernmentAct.Thiscommitteecontinuedtodefinetheirroleandfunction.ActivitiesincludedestablishingtheSustainabilityAwards,andenvironmentalconsiderationswithinCouncil’sdraftrating strategy .

CORE ACTIVITIES (continued)

• InpartnershipwiththeDepartmentofSustainabilityandEnvironment,IndigoShireCouncilcontinuestomaintainandsupportfourCommunityFirewoodDepotswithintheShirethatenablesalvagetimbertobe safely accessed by the community .

• Indigenousplantswerealsodonatedto10schoolswhoexpressedaninterestaspartofNationalTreeDayactivities.PartnershipswithlocalLandcaregroupsareintegralinrevegetationactivities.

• The2009springand2010autumnplantingseasonsbothreceivedsufficientrainfalltoenablesuccessfulrevegetationactivitiestooccurthroughoutthemunicipality.TheseincludedcontinuedcreeklinerestorationonSpringCreekinBeechworth,additionalnativeplantingsthroughLakeAndersonatChiltern,IsaacParkgullyinYackandandah,LakeSambellinBeechworth,andtheRiversideLoopRailTrailinWahgunyah.Asignificantplantingalsoincludedmorethan10,000wetlandplantstoestablishtheElginRoadwetlandsinBeechworth.

Planning andSustainable Development

Katie Rizutto, Manager Planning and Sustainable Development



• PrioritiesforcontrolofroadsideweedsincludedserratedtussockintheRutherglenarea,blackberry,gorseandbroomintheBeechworth,YackandandahandStanleyareas,aswellaslimitedcontrolofChileanneedlegrassintheChiltern/Rutherglenlocalities.TheseworkscomplementedIndigoShire’sannualRoadsideWeedInitiative,whichprovidesincentivesforlandholderstoactivelycontrolweedsontheirroadside.The2009program had 21 landholders participate .


• Providingstrong,pro-activesupportforthegoalsandobjectivesoftheCouncilPlanacrossalldepartmentsincludedinthePlanningandSustainableDevelopmentdivision.

• Reducingthedecisiontimesandadherencetostatutorytimeframes for planning permit applications,

• UndertakingareviewoftheMunicipalStrategicStatement and Indigo Planning Scheme and amending theIPSwhereappropriate.

• FinalisingtheRuralLandUseStrategy.

• IncreasingtheLocalGovernmentAnnualCommunitySatisfactionSurveyresultsacrossallteams.

• Continuingtosupportthecommunity-basedIndigoHeritageAdvisoryCommitteeandEnvironmentAdvisoryCommittee .

• ContinuingtosupportthefreeHeritageAdvisoryServiceto the community .

• CommittingtimeandresourcestofurtherdevelopandimproveITsystemsandtheinformationavailableonCouncil’swebsite.

• Conductingfurtherreviewsofinternalprocessestoimproveinternalperformancestandards.

• RaisinggreaterawarenessofStateGovernmentplanningchanges and decisions that impact on the community .

• Consultingwithkeystakeholderstostrengthenthequality and depth of analysis underpinning Planning and SustainableDevelopmentgoals,policiesandstrategies.

• Deepeningrelationshipswiththecommunity,internalandexternalcustomers,andimportantpartnersinStateandLocalgovernmentacrosstheDivision.

• ConductingareviewofCouncilinfrastructurewithaviewtoimprovingdisabilityaccessandcommunitysafety across the Shire .

• Deliveringahighlevelofcustomerserviceandsatisfaction to the community .


• ProposedChilternQuarry–planningprocessanticipatedto be completed late December 2010 .

• DraftRuralLandUseStrategy–SeptemberCouncilMeeting 2010 .

• OngoingworkonEssentialSafetyMeasuresincommercial and assembly buildings in the Indigo Shire, MountBullerandFallsCreek.

• CarterHoltHarveyupgrade,Myrtleford.

• SuccessfultransitionofstrayanimalsfromtheBeechworthpoundtotheWodongaCityCouncilpoundduetoweatherdamagetopound–completedJune2010 .

• InMay2009Councilcommissionedamajorexternalreviewoftownplanningandenvironmentalhealthprocessestoidentifyopportunitiestoimproveservicedelivery.Recommendationscontainedinthereportprovideabasisforimprovingfutureperformanceandoperationalefficiencies.

• InMay2010,KatieRizzutowasappointedManagerPlanningandSustainableDevelopment,providingstrong leadership to the teams of Planning, Natural ResourceManagement,BuildingServices,EnvironmentalHealth,andEnforcement(LocalLaws).Aspartofthisrestructure,fourteamleaderpositionswereannouncedasfollows:

:: TravisBasham-TeamLeaderPlanning

:: KimWarne-TeamLeaderBuildingServicesandEnvironmentalHealth

:: ShaySimpson-TeamLeaderNaturalResources

:: NickMcDonald-TeamLeaderEnforcementServices.

• 324planningpermitapplicationswerereceivedand337planningpermitapplicationsdetermined,85%ofwhichwerecompletedwithinthestatutorytimeframe.



$12,868K($12.9M)

CAPITAL EXPENDITURE

$13,101K($13.1M)


48 .4

VISION

Thisdivisionprovidesthecurrentinfrastructureneedsofthe Shire, plans for future requirements and facilitates informed and balanced strategic consideration of technicalneeds,socialneeds,environmentalandheritagesustainability.TheMajorProjectsandPrograms(MP&P)divisionwillbeknownforgettingthingsdoneandfortheincreasingly professional calibre of its people .

CORE ACTIVITIES

Thisdivisioncomprisesthreedepartments:CivilOperations,AssetsandCapitalWorks.

• Thisyearwasthefigurativeforkintheroadformanyconsultativeactivities,designandconstructionworksand strategic programs relating to engineering in the Shire.Thedivision,previouslyknownastheAssetsandOperationsdivision,wasrefreshedandrebadgedastheMajorProjectsandProgramsdivisionwitharenewedemphasisonservicedeliveryacrossthecommunity in infrastructure maintenance, assets managementandcapitalworks.

• Atthebeginningofthefinancialyear,withtheretirementandreplacementofthepreviousdivisionhead, the recruitment of a replacement Manager for CivilOperationsandtheadditionofanewManagerforProjectDelivery,cametheopportunityfordivisionconsolidation,improvedcollaborationacrossdepartmentsandexpeditedteamdelivery.

• Divisionoutputshavesignificantlyimproved,withlittlechange in staff numbers, and there has been a renewedwillingnesstolistentocommunityneedsandrequests,andtomoreactivelyfollow-upandrespondto issues .


• Togetbestvaluefrominfrastructureandservicedeliveryexpenditurethroughplanningforfutureassetmaintenance,andmanagingtherightlevelofexpenditureintherightareasattherighttime.

• Maintainlevelsofserviceinanenvironmentwherecommunityexpectationsaregrowingwhilelocal,stateandfederalwillingnesstopayappearstobediminishing .

• Continueimprovingtherateofresponsetoratepayer/customer enquiry and completion of necessary actions both in the coming year and beyond through improvedprocesses,bettertrackingofrequestsandthebatchingandprogrammingofworks.

• Beingmoreaccessibletothepublicinausefulconstructiveway,engagingcollaborativelywiththecommunitiesweserve.

• Buildingonfreshteamthinkingandcontinuingtodelivermorecost-efficientoutcomes.

• Improvingtheexpertiseoftheteamtofacilitatetimely‘right first time’ decisions .

Major Projectsand Programs

Andre Kompler, General Manager - Major Projects and Programs


Far Top: Yackandandah Hall refurbishment.

FUTURE CHALLENGES AND TARGETS (continued)

• TofacilitatebalancedconsiderationofcompetingneedsacrosstheShiretoprovidefunctionalservice(eg.betweenpreservationofthestatusquoversusthecommunitydesireforimprovingpedestrianaccess).

• Facilitateimprovedjudgementanddecisivenessflowingfrommoreinternalprojectreviews,adoptingabalancedstance in assessment of competing social, heritage and functionalinfrastructureserviceneeds,andbetterriskmanagement .

• Consolidatetheconsiderabledeliveryeffortsofthepast12 months .

• ContinuingtoworkwithexternalstakeholderslikeVicRoadsonshorttomedium-termtrafficandpedestrian safety measures in Main Street Rutherglen . And for the long term, trying to minimise impacts on landholdersalongthepotentialtownbypasscorridor.


• Inthecapitalworksarea,wehavedelivered$13.1millionoftheoriginal$14.7millioncapitalworksbudget.Indollar terms, this is close to triple the Shire’s past best effortoverthelastfouryears,andinpercentagetermscloseto90%ofprojects,againstaCouncilPlantargetof80%.Themajorityofworkwasachievedwithinbudgetandontime.Thisachievementcameaboutthroughapurposefulremixofinternalstaffallocation,externalconsultant/contractorassistanceandongoingactivemanagementofworksprogress.

• ResultsthisyearhavebeenfacilitatedthroughcollaborativeengagementwiththeShirecommunity,andmorereliableprojectscoping,costingandongoingprojectmanagement.

• TheconclusionoftrafficandroutestudiesfortheRutherglenHeavyVehicledeviationandadecisionbyCounciltoexpressitspreferencetowardaparticularoption.Thiseffectivelyprovidedcertaintyforstakeholdersonfuturetransportationdevelopmentandfacilitateslong-termtowndevelopment.

• Anumberofstrategieswereworkedon,namelythe10-yearwastemanagementplan,thecapitalappraisalfilterforfuturecapitalworks,drainagemasterplanningandimplicationsfordevelopment,andwaterreusepossibilities .

• TheMajorProjectsandProgramsdivisionincreaseditsstaffbyonepersonandstilldelivereditsworkcomplementtobudget.Amajorcontributorwasstafffocussingonwhattheydidbestandseekingassistancewiththerest.

INTERESTING FACTS AND ACHIEVEMENTS (continued)

• Projectprocessesandriskmanagementhavechangedwithmoreattentionbeingdevotedtoidentifyingandmanagingthebigticketissues.

• ReceivingfromtheStateandFederalGovernmentsadequatelong-termfundinglevels,whichwillfacilitateasustainable infrastructure asset base across the Shire .


Far Top: McSween's Bridge upgrade.Middle: Grader driver Peter Lehmann.Bottom: Beechworth Town Team's Destine Schilg.


Capital Works

CAPITAL EXPENDITURE

$13,101K($13.1M)


Theorganisationchartallows1.5peopleforthisdepartment,buttodelivertheexceptionalbudgetandthehands-onmanagementthisrequired,6EFTpositionsfromacrossthewholeMajorProjectsandProgramsdivisionwereallocatedtothetask.Thiswasnotattheexpenseofotherdivisionalresponsibilitiessuchascivilmaintenance,whichstillachievedtheirtargetsthroughappropriatecontractingoutofwork.

VISION

CouncilseekstomanagetheCapitalWorksdeliveryofusableandtangibleoutcomeswithinpre-agreedbudgetsandtimeframes,andwithinthetechnical,financialandriskmanagement constraints .

CapitalWorksincludemasterplanning,conceptdevelopment,design,projectmanagementandconstruction,contractmanagementassociatedwithinarangeofinfrastructure.Forexampleroads,bridges,buildings, surface and underground drainage, footpaths andrecreation/sportfacilities,parkupgrades,andindustriallanddevelopment.ThissectionoftheMajorProjectsandProgramsDivisioneffectivelymanagesthecompletedeliveryoftheseassetsinconjunctionwiththecommunity, committees of management and other Councildepartmentstoprovidesafeandserviceableinfrastructure across the Shire .


• UpdatingtheCapitalWorksdatabasetoassistwithmoreefficienttracking/reportingofdeliverystatus.Forinstance, dollars spent against budgets, grants reportingagainstmilestonesandtimelines,allowancesforCPIincreaseagainstinitialprojectestimationdate,andproductionofreportsdueforCouncilreview.

• CommunityacceptanceandongoingCouncilsupportoftheneedtospendmore,overtime,onexistinginfrastructureandless,overtime,onadditionalnewworkstoensureasustainableShire-wideserviceprovision.Tothisend,adraftCapitalWorksevaluation/prioritisationframeworkwillbeintroducedthisfinancialyearthateffectivelyattachesanupdatedprioritytoallpotentialcapitalworksprojects.Considerationwillbegiventofactorssuchasservicelevelcontinuation,risk,safety,communityneed,alignmentwithCouncilPlan,whethertheworkisRENEWingtheexistingsuiteorexpandingtheexistinginfrastructuresuitewithNEWwork,triggeringincreasingmaintenancebudgetrequirements.Thisframeworkwillconsiderwhole-of-lifecosts.


• Successfulcompletionthe2009/2010CapitalWorksprogramover117projectsandwellinexcessofCouncil’saimforanoutlinedminimumspendof80%against the adopted budget of $14 .7M, including $6.3Mofrolloverworksuncompletedfrom2008-2009.

• Implementationofprogresstrackingchartsforindividualprojects,whichhasallowedprojectconstructiontimelinestobemoreefficientlyimplemented and managed .

• TheFederalGovernmentRegionalandLocalCommunityInfrastructureProgramgrantreceivedinJune2009sawthecommencementofanumberoflargerprojectsincludinganewcommunityfacilityinBeechworth,upgradestocommunityfacilitiesinYackandandah,andnewandupgradedfacilitiesinStanley .

• FacilitatedbusinessopportunityintheShirewiththeconstructionofindustrialsubdivisionsitesrangingfroman8-lotindustrialsubdivisioninKiewa-BonegillaRoad,Tangambalanga,a5-lotindustrialsubdivisionthatusedanexistingportionoftheYackandandahCouncilDepotsiteanda3-lotsubdivisioninSteelRoad,Yackandandah.

Jamie Heritage, Manager Project Delivery


Major Projects Completed ActualExpenditure

OsbornesFlatRdBridgeWidening $251,276.39 RoadsMajorPatching $49,902.64 Annual Resealing Contract $797,862.24 AllansFlatRdSealing $156,118.96 Chiltern-YackandandahRdWidening $203,092.63 IndigoCreekRdwidening $88,376.39 TownTreePlantingAllTowns $29,961.60 Rutherglen Murray St schoolcrossing $3,459.68

StanleyRecReserveImprovement $93,113.92 DepotsFuelTanksDecommissioning $15,661.59 AnnualGravelResheetingRuralRoads $405,137.81 OfficeFurniturePurchases $14,407.09 YackandandahBowlsClubWaterReuseRLCIP $28,117 .31

ChilternGreeningWatercourses $15,000 .00 TangambalangaCoulstonParkBMXDrain-age $9,684 .82

RutherglenWineExpMajorRepairs $12,641 .44 FleetReplacement $210,790 .16 Plant Replacement $352,530 .50 FleetPurchasesNew $79,973 .91 MurraytoMountainsRailTrailStage3 $3,917 .83 Special Charge Schemes Design $4,036 .43 OfficesServerUpgradestoSAN $92,320 .65 OfficesMeetingRoomsComputers $8,592 .93 RutherglenFigParkToiletBlockReconstruction design and planning $12,216 .81

BeechworthElginRdandHighStUpgrade $297,017 .28 Rutherglen Ready St Drain Stage 2 $123,599 .32 Playground Equipment Replacement $9,972 .73 Dog Pound planning andprocurement $22,819 .23

PathMaintenanceManagementsoftware $6,500 .00 FootpathRenewalProgram $29,561 .80 KerbandChannelreplacement $30,000 .10 BeechworthOfficeModifications $14,733 .95 Chiltern Precinct Plan North ofConness Street -

WahgunyahDrainageImprovements $14,926 .97YackandandahWindhamStcarpark $118,192 .98


StormwaterMasterPlansUpdate $15,000 .00KergunyahHallAir-conditioning $25,768 .31BeechworthVicOfficeAirCon $2,700 .00 Aerial Photography $13,736 .36 BarnawarthaHowlongRdPavementStrengthening -

RutherglenWineExperienceExtension -

StanleySixMileRdUpgrade - BeechworthHockeyClub $290 .51 Sutherlands Road BridgeReplacement-AS $106,529 .00

Kiewa-BonegillaRdImprovements $984,081 .81 BeechworthMellishStwidening $333,122 .68 SpringSt/MulhollandDriveConstruction $80,962 .03

RLCIP-BruarongHallKitchenUpgrade $27,951 .74

RLCIP-ChilternBowlsClubroomUpgrade $21,771 .77 RLCIP-CommunityFacilityImprovements $13,720 .46

RLCIP-StanleyTennisCourts $12,000 .00 BaarmuthaParkMasterplan.(Thisprojecthasnowbeenexpandedtoincorporateothercomponents-BiggerBeechworth)

$17,056 .36

BeechworthPoolandAmenitiesUpgrade $125,786 .37 RLCIP-WahgunyahRecreationReserveElectricalUpgrade $25,000 .00

CustomerResponsesoftware(MERIT) $3,353 .45 TangambalangaOvalDrainage $16,738 .35 RLCIP-CoulstonParkOvalDrainage $30,000 .45 TangambalangaCoulstonParkOvalIrrigation $44,249 .12

Tangambalanga/CoulstonParkIrrigation Bore $6,825 .00

FleetReplacement $15,000 .00 Murray to Mountains Stage 2 $414,880 .05MurrayRiverFootpath-Wahgunyah $193,892 .17HavelockRdWaterReuseProject $14,707 .64 FinancialSystemsUpgrade-ElectronicPurchasing system $51,440 .00

Major Projects

The Major Projects and Programs Department had a 90% completion rate of capital works projects in the 2009/2010 financial year.


Major Projects (continued)


RLCIP-BarnawarthaStreetscapeImprovement $20,755 .37

Steel Rd Industrial Estate $169,763 .12 TangambalangaCommunityActivityCentre $425,457 .74

HighCountryRailTrail/Bridge - IndigoValleyConstruction05-09RTR $93,483 .00SmithLane(MinorRdUpgrade) $386 .33 GeeRoad(MinorUpgrade) $1,532 .26 BeechworthLakeSambellPlaygroundUpgrade $65,677 .25

KerbandChannelreplacement $18,000 .26 RLCIP-RutherglenLakeKingImprovements $22,525 .56

SirIsaacsParkPlayground $920 .91 BeechworthFirestationLaneConstruct $2,016 .36 BeechworthHighSt-TanswellsDrain $12,613 .90 BlackSpotFunding-YackandandahChiltern/IndigoValleyRoadIntersection -

BusStopImprovements $21,616 .85 TactileGroundSurfaceIndicators $1,663 .20 RLCIP-DroughtBoreBrownsPlainsArea $32,014 .38 ChilternUrbanRenewalProject $345,000 .00 YackandandahMuseumRebuild $11,530 .25 RLCIP-BurkeMuseumStorageShed $18,542 .67 RLCIP-BuildingFacilityImprovements $72,000 .00 Carlyle Cemetery Upgrade $7,132 .46 OsbornesFlatSchoolRoadandKerb - ChilternSeniorCitizensHallAcoustics $51 .81 BeechworthNeighbourhoodCommunityKitchen $118 .18

BruarongToiletUpgrade $15,000 .00 BushfireRecovery $3,181 .82 RutherglenHallStageUpgrade $5,908 .49 ChilternSkatePark $72 .00 Building Inspector $855 .00 Wahgunyah-MorelyDrLinkPathtoSchool $7,135 .27

HammondStreetUpgrade $832 .12 LIWPIndigoCreekParkBarnawartha $3,047 .40LakeSambellBoatRampReFurbishment $38,660 .68

RLCIP-UpgradeRutherglenMemorialHall $1,671 .00

Uncompleted Works to beCarried forward

CarryForward Amount

WahgunyahForeshoreMasterplan $12,885 .20HynesRdsealing $50,000 .00MunicipalOfficesDesignandConstruction $23,144 .08StanleyCommunityHallAthenaumUpgrade $7,613 .33

LakeAndersonRestorationandUpgrading $10,000 .00RutherglenWaterReuseScheme $129,615 .15ChilternWaterNon-potableSource $4,084 .84BeechworthSkateParkUpgrade $63,453 .98LakeSambellPathwaysandInfrastructure $156,315 .79Brimin,Cornishtown,BruarongFireTanks $14,115 .15BeechworthTransferStationDevelopment $18,564 .43

ChilternUrbanRenewalProject $120,000 .00YackandandahPublicHallUpgrade $137,728 .04Road Assessment Studies $146289 .83YackandandahSportsParkHall $134,776 .00BaarmuthaParkCombinedClubrooms $822,824 .58TangambalangaIndustrialEstate $59,433 .32ChilternHallCoolingandHeating $7,721 .90BeechworthCourthouseVentilation $41,200 .00BarnawarthaNetballandTennisCourts $59,650 .61BarnawarthaRecReserveIrrigation $25,956 .95OsbornesFlatHallUpgrade $2,132 .28MillsStWahgunyahConstruction $163,084 .32YackandandahDepotRailwayAveIndus-trial Estate electrical $36,557 .83

RLCIP-RecreationFacilitiesUpgrade $6,566 .04ChilternFloodwayImprovements $29,356 .00RutherglenHeavyVehicleDeviation $7,000 .00ChilternUrbanRenewalProjectStage2 $50,201 .89Soles/ReadyStDrainageStage1Rutherglen $11,925 .00


Civil Operations


$7,144K($7.1M)


ProjectandAdministrationStaff 9Road Maintenance Staff (including transfer stations) 17 .5TownTeamsStaff 7.5EastGippsland 5.7BullerGas .7TotalEFT 40.4

VISION

TomanageCouncil'sinfrastructureandenvironmentalservicesensuringthatmaintenanceprogramsprotectourassets,thatservicesareefficientandeffective,developmentissustainableandthatourenvironmentandheritage is appropriately considered .

CORE ACTIVITIES

• TheOperationsDepartmentisateamofdedicatedofficeandfield-basedstaffskilledatpreservingthecommunity’sassetsincludingtheremovalofhazardswhenandwheretheyappearthroughouttheShire.

• OperatingfromdepotsatYackandandah,Rutherglen,BeechworthandChiltern,theOperationsteammaintainsanetworkof440kmofsealedroadsand926kmofunsealedroads,67bridges,33parksandgardens,30.5kmfootpaths,undergroundandsurfacedrainagesystemsincludingwetlandsandlakes,andover5000streettrees.

• Thedepartmentalsomanagesthecommunity’swaste,responsestoemergenciesandtwoexternalservicesupplycontracts.ThesecontractsaretoprovidereticulatedLPGgastoMtBullerAlpineResortandfacilities and to operate 11 transfer stations for East GippslandShire.

Ron Sneddon, Manager Civil Operations

Far Top: Rutherglen's Apex Park.Bottom: Tangambalanga Community Centre.


CivilOperations (continued)


• ThedepartmentalsomanagesagravelquarrynearEvertonforthesupplyofmaterialforthere-sheetingandconstruction of Council’s roads .

• Tohelpintheworkitdoesacrosstheentiremunicipality,this department also manages numerous items of specialist plant and equipment .


Thecomingyearwillseeaconcentratedfocusonthefollowingaims:

• ContinuemeetingCouncil’sRoadManagementPlanobligations including the maintenance of all associated infrastructure .

• Completetheperiodicresurfacingoftheroadnetworkto the nominated targets .

• Wherepossible,respondandresolvecustomerenquiriesrelating to the maintenance of the community’s infrastructure .

• Continuetoreviewandimprovethelevelsofserviceforallmaintenanceactivitiesincludingexploringtheuseofnewtechnologieswhereappropriate.

• ManageCouncil’sresourcesefficientlyandeffectivelyincludingmaintainingandincreasingtheskillsandtechnicalknowledgeofstaff.

• Shiftfromareactionaryapproachformanagingmaintenance to a more planned method .

• AssistancetotheCapitalWorksDepartmentwithconstructionandimprovementworks.

• ContinuetoundertakecontractualobligationsforthetwoexternalservicecontractsatMtBullerandEastGippslandShire.

• ImplementactionsrelatingtoCouncil’srecentlyadoptedTreeManagementPlan.

• ContinuetooperateIndigoShire’stwotransferstationsatBeechworthandRutherglenincludingtheongoingchallengeofmanagingthecommunity’swasteinasustainableandcost-effectivemanner.

• Continuetomanagethemaintenanceofallparksandgardens .

• MaintainandimplementtheMunicipalFirePreventionStrategy and Municipal Emergency Management Plan including support for the four SES units and three regionalFireBrigadeGroupswithinthemunicipality.


• Completionoftheannualgravelroadre-sheetingprogramthatsawthecoverageofabout2%ofthenetworkpavementatacostof$393,559.

• Completionoftheannualresealingprogramatacostof$797,128 .

• Attentionandresponsetoover1500customerenquiries .

• CompletionofaRoadSafetyReviewofallLinkroadswithinthemunicipality.

• TheacquisitionofanewCat120Mseriesgraderatacostof $340,000 .

• AssistedwiththedeliveryofCouncil’sextensivecapitalworksprogrambyeitherin-houseconstructionorproject/contractmanagementonthefollowingprojects:ElginStreetkerbandchannel,publiccarparkinChiltern,RutherglentoWahgunyahrailtrail,WahgunyahRiversideLoopssharedpathway,co-ordinationfornewnetballcourtsatBarnawarthaandTangambalanga,refurbishmentoftheTangambalangarecreationreserveplayingsurfaceandirrigationsystem,anewdroughtreliefborewaterfacilityatGooramadda,newshadesailsandchildren’splayequipmentatBarnawartha,Chiltern,BeechworthandRutherglen,refurbishmentoftheroundaboutlandscapeatBarnawartha,refurbishmentofOsbornesFlatcommunityhall,constructedroadsanddrainageatSteelRoadindustrialestate,Yackandandah.

Far Top: Lake Sambell's canoe launch facility in Beechworth.


Assets


$5,724K($5.7M)


4 .2

VISION

Councilseekstomaintainandmanagethecommunity’sassetsinamannerthatprovidesbestpossiblelevelsofservicetoresidentsandvisitors,withinfinancialandriskmanagement parameters set by the community and Council .

CORE ACTIVITIES

• Council’sassetsincludeitsroadsandbridges,buildings, drainage infrastructure, footpaths and recreation/sportingfacilities.

• TheAssetsDepartmentseekstoeffectivelymanagetheseassetsinconjunctionwiththecommunity,committees of management and other Council departmentstoprovidesafeandserviceableinfrastructureforthecommunity.Thisdepartmentoversawanassetsbudgettotalling$5,202,936.


• ThemajorchallengeinmanagingourassetsisstillclosingthegapbetweenthefundingneededtoeffectivelyrenewandmaintainIndigo’sassetsandthefunding currently allocated in this area .

• ReviewofCouncil’sAssetManagementPolicyandformulationofanAssetManagementStrategywithcompletion of buildings, roads and bridges asset management plans in 2010-11 .

• Reviewandupdateassetdatatosupporttheformulationofastormwaterdrainageassetmanagement plan .

• WorkingaspartoftheMAV’sRegionalAssetManagementServicesProgramintheNorthEastRegiontobringIndigotoanationalframeworkcorelevelofassetmanagementcompetencyinthenexttwoyears.

• WorkingtomaintaininfrastructureatalevelofserviceacceptabletotheShirecommunityandwithinfinancial and resource constraints .

Robert Uebergang, Manager Assets


• CompletionofdatarecollectionandconditionassessmentsonallofIndigo’sbridgeandmajorculvertassets .

• TheadoptionofanamendedRoadManagementPlanin September 2009 aimed at matching Council’s resources to management practices used in inspecting andmaintainingourroadsandpathways.

• TherecentadoptionofaTreeManagementPlanthataimstoprovideeffectivemanagementandthemeplanningforstreetandparktreesinIndigotownships.

• TheFederalGovernmentRegionalandLocalCommunityInfrastructureProgramgrantreceivedinJune2009sawthecommencementofanumberoflargerprojectsincludinganewcommunityfacilityinBeechworth,upgradestocommunityfacilitiesinYackandandah,andnewandupgradedfacilitiesinStanley .

• TheCouncilbudgetprovisionofincreasedfundingforbuilding cyclic maintenance has enabled an increased levelofmaintenanceworks.Councilhasincreasedbuilding maintenance funding again in the 2010-11 financialyeartoprovidecontinuedimprovementandforwardplanninginthisarea.

Far Top: Osborne's Flat Hall upgrade.


Strategies, Actionsand Results for 2009/2010

IndigoShireCouncilhadfourstrategicobjectivesoutlinedintheCouncil Plan 2009-2012.HereareexamplesofhowCouncilmeteachoftheseobjectivesin2009/10.

1. Leadership of our People and our Community

Objective 1.1: Provide good governance

COUNCIL PLAN STRATEGY/GOALS• EnsureCouncillorsandstaffareawareof,and

adhereto,policyandregulatoryframeworksoftheCouncilandrelevantStateLegislation

• Buildaworkplaceculturethatiscommittedtohealth and safety of employees, contractors, customersandvisitors

• ToplanforthemosteffectivedeliveryofCouncilservices

• Strengthentheeffectivenessofcorporaterecords and information systems and processes

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• AdraftcodeofconductforstaffwascreatedbytheendofJune

2010 . Negotiations to establish an Enterprise Bargaining AgreementbetweenstaffandIndigoShireCouncilcommencedinJuneandareprogressingwell

• TheOccupationalHealthandSafetyOfficer,anewlycreatedposition,commenced in October 2009 and has been responsible for creating riskassessmentplansacrosstheorganisation,aswellasimplementingvarioustrainingsessionssuchasfireemergencytraining

• Office-widetrainingforstaffonrecordsmanagementsystems.

Objective 1.2: Build a positive customer service culture

COUNCIL PLAN STRATEGY/GOALS• ComplywithCouncil’scustomerserviceculture

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• PlanstoimplementMERIT,acustomerrequestsystem,are

underway.Thiswillenablestafftotrackrequestsfromcustomers

• UpdatedCustomerServicecharterandimplementedanewCommunications Policy in September 2009

Objective 1.3: Enhance our communications

COUNCIL PLAN STRATEGY/GOALS• Conductbusinessinaccordancewithcouncil’s

communications and engagement strategy

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• AspartofthenewlydevelopedCommunicationsPolicy,Indigo

ShiresignedwithawebdevelopertocreateanewwebsitetoimprovecommunicationsandconductedacustomerservicesurveyacrosstheShirewhichyieldedpositiveresultsfromcommunity members

• DevelopedabettersystemformarketingandconductingCommunityForumswhichledtoa40%increaseinnumbersofpeople participating

Objective 1.4: Foster community involvement in council decision making

COUNCIL PLAN STRATEGY/GOALS• Createopportunitiesforthecommunityto

participate in council business and decision making

• InvolvethecommunityinthedevelopmentandarticulationofthegoalsandobjectiveoftheCouncil

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• IndigoShireconductsanannualcommunitysurveytocapturefeedback

aroundspecificprojectsandimprovingwaysofdealingwiththeShire


2. Managing our built Environment

Objective 2.1: Protect the Shire’s heritage assets

COUNCIL PLAN STRATEGY/GOALS• Continuetofosterastrongcultureofsupport

for the historic assets of our communities

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• CouncilisworkingwithHeritageVictoriatoadvocateforfunding

requirements of heritage buildings

• CouncilmetwithChambersofCommerceacrosstheShiretoreinforcetheneedtoincorporateheritagevaluesintosignageguidelines

• Aheritageloansschemewasestablishedforprojectsneedingadditionalfundingtocompleteheritageworks

Objective 2.2: Improve the quality and maximise the long-term sustainability of the built environment

COUNCIL PLAN STRATEGY/GOALS• ToplanforthemosteffectivedeliveryofCouncil

services

• Implementexistingassetmanagmentplans,sealoururbanroadnetworkinaccordancewithstandards in the Road Management Plan

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• Newcapitalproposalsareputthroughacapitalfilterchecksheet

thathelpsestablishapriorityonnewworks.Thisfilteriscurrentlybeingreworkedtobettercapturethebroadsocietalconsiderationandwholeoflifeconsiderations

• TheMoloney’ssystemisbeingusedtotrackandidentifythemajorityofinfrastructureassetconditionandfuturecapitalrenewalworksneeds

• AnewprojectplanningmethodologyforprojectdeliverywastrialledontheWahgunyahforeshoremaster-planwhichinvolvedveryearly“hands-on”involvementofmajorstakeholders(internalandexternalparties)coupledwithaclearvisionofscopeandconstraints to help ensure a right first time outcome

• 1500+requestsforworksandassistancerelatingtotheShire’sinfrastructurewerereceived,prioritisedandexecutedinaccordancewiththeRoadManagementPlan.

• Amixturebetweencontractedoutconstructiondeliveryandinhouseconstructionwasemployedtodeliverbudgets

• AbuildingAssetsManagementPlanfortheShire’sassetsis80%complete

• Approximately$800,000wasspentonresealingtheshireroadnetworkwhichisconsistentwiththeplantoresealtheentireshireroadnetworkevery12years



2. Managing our built Environment (continued)

Objective 2.3: Manage and maintain, to a high standard, assets critical to our economic prosperity

COUNCIL PLAN STRATEGY/GOALS• Identifycriticalassetsandprioritiseactions

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• Theshire'sbridgeswereinspectedforconditionandthebridges

databasewasupdatedtoallowforidentifiedworksbeingprioritised .

• CouncilhasreplacedonetimberbridgeeverytwoyearsaspertheCouncilPlan-eg.SutherlandRoadBridgewasreplaced

• 110+prioritisedcapitalprojectsand90%+ofapproximately$14.5millionofcapitaldeliverywascompleted.

• Councilendeavouredtocompleteonespecialchargeschemeperyear–MellishandSpringStreetworksinBeechworthwerecompleted.MajorProjectsDivisionidentifiedalistofspecialchargeschemepossibilities.TheupgradingofMillStreetinWahgunyahisintheplanningstages,andcommunityconsultation has begun

Objective 2.4: Ensure waste Management systems are ecologically and financially sustainable

COUNCIL PLAN STRATEGY/GOALS• Toeffectivelymanageourwaste

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• 115additionalgreenwastecollectionshavebeenachieved

• CouncilisanactiveparticipantintheNevRwasteprogram

• HardwastedisposaldayswereheldacrosstheShireinNovember2009 and April 2010

• A10yearforwardwastemanagementplanwasdrafted

Objective 2.5: Provide for ecologically sustainable waste water management systems

COUNCIL PLAN STRATEGY/GOALS• Investigateoptionsformoresustainablewater

treatment of reuse schemes

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• Theshirehasrepresentationwithinagroupwhichislookingat

thepossibilitiesforwastewaterreuseinthetownshipsofChilternand Rutherglen

Objective 2.6: Maintain and enhance our parks, gardens and open spaces

COUNCIL PLAN STRATEGY/GOALS• A. Reviewdesiredresourceandservicelevelsfor

maintenanceandimprovementofpublicareasB.ReviewlongtermsuitabilityofCouncil'scurrentparksandgardensplantingsandspeciesC. Maintaina"green"parkineachofourmajorurban centres

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• ATreeManagementPlanhasbeencreatedandadoptedby

Council

• ReplantingoftheBeechworthTownHallgardenshascommenced

Objective 2.7: Build a network of Safe Roads

COUNCIL PLAN STRATEGY/GOALS• A. Adhere to Council's Road Management Plan .

B.Identifykey"GreySpot"locations

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• AlocalroadsafetycommitteeinvolvingCouncil,VicRoadsand

VictoriaPolicewasestablishedandmetinApril2010

• FundingforVicRoadsblackspotgranthasbeenappliedforandroad safety audits are being used as a basis for funding applications


2. Managing our built Environment (continued)

Objective 2.8: Expand and promote the bicycle and pedestrian network

COUNCIL PLAN STRATEGY/GOALS• PromoteanddevelopIndigoasabicycle

friendly Shire

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• CommunityconsultationhasbegunandworkwiththeCycle

TourismOfficerandRailTrailTechGrouptodiscusstheStrategicBikePathPlanandpossiblecapitalworksprojects

• TheRutherglentoWahgunyahMurraytoMountainsRailTrailopenedinNovember2009

Objective 2.9: Ensure Flood management structures and strategies minimise flooding to our residents' properties

COUNCIL PLAN STRATEGY/GOALS• Identifyfloodsitesandremedialworks

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• Remedialdrainingprioritieshavebeenestablished–construction

oftheChilternRetentionBasinis95%complete

• TheBarnawarthaStormwaterMasterPlanhasbeenfinalised

3. Growing our Economic Prosperity

Objective 3.1: Optimise our financial sustainability

COUNCIL PLAN STRATEGY/GOALS• Identifythechallenges,risksandopportunities

for financial sustainability

• Strategicallyplanforexternalgrantandrevenuesources

• Identifythechallenges,risksandopportunitiesforfinancialsustainability.Developafairandequitableratingpolicy.Ensurethatwehaveadequateincometoprovideserviceswithminimal rate increases . Strategically plan for externalgrantsandrevenuesources

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• A10YearFinancialPlanincorporatinglong-termbudgetingand

linkstotheCouncilPlanwasbegun

• Worktowardsamoreformalgrantsapplication,managementandacquittalprocesswasundertakentoimprovetheeffectivenessofcurrent grant application mechanisms

• AnupperlevelreviewofCouncilfeesandchargesinrelationtootherCouncilswasundertaken

Objective 3.2: Plan for effective minimisation of Government cost shifting

COUNCIL PLAN STRATEGY/GOALS• ThroughtheMunicipalAssociationofVictoria

workcollaborativelyasasectortoachievepositiveoutcomes

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• CounciladvocatedtoStateandFederalGovernmentthroughthe

Municipal Association of Victoria for a fairer share of funding on an ongoing basis

• TheNorthEastLocalGovernmentNetworkidentifiedalistofprioritiestoadvocateforinrelationtocostshiftingfromgovernments



3. Growing our Economic Prosperity (continued)

Objective 3.3: Encourage and facilitate appropriate economic growth and employment opportunities

COUNCIL PLAN STRATEGY/GOALS• ImplementCouncil'sEconomicDevelopment

Strategy.Encouragevalueaddedagriculture,viticultureandhorticultureactivity.

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• TheEconomicDevelopmentStrategywasadoptedinFebruary2010

• Guidelinesfornewinvestorsanddeveloperswerecreated,basedon Council’s regulations and requirements

• WorkshopswithkeyindustriesconductedtodiscussenhancingviabilityaspartoftheBusinessContinuityProgram

• TheFutureDairySupplyScopingProjectisbeingcompletedinpartnershipwiththeAlpineValleysAgribusinessForum,Wangaratta,AlpineandTowongCouncilsandMurrayGoulburntodevelopajointstrategytoassistgrowthinthedairyindustry

Objective 3.5: Encourage and facilitate the growth of the Shire’s tourism industry

COUNCIL PLAN STRATEGY/GOALS• Fosterthedevelopmentofsustainablebusiness

and tourism special interest groups

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• TheIndigoGoldTrailmapandbrochurewasdeveloped,

incorporating 39 sites telling the story of our Shire’s rich gold history

• RegularmeetingsheldwithkeystakeholderstoassistthemtoworkwithTourismVictoriaandcompletegrantapplications

• TheTourismandBusinessenewsletterwasdistributedto450businessesandorganisationseverymonthoutliningrelevantnews,developmentsandfundingopportunities

Objective 3.6: Support our Festivals and Events

COUNCIL PLAN STRATEGY/GOALS• Developandpromoteourfestivalsandevents

toincreasevisitationandenhanceeconomicprosperity

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• TheIndigoTourismAdvisoryCommitteeSponsorshipProgram

fundedfournewandsixexistingevents

• TheTourismDepartmentsecuredexternalfundingforvariousfestivalsthroughouttheyearandfundingforamarketingcampaignpromotingIndigoShire’seventsinSpringthroughoutVictoriaandNewSouthWales

• Extensivein-kindsupportsuppliedbytheTourismDepartmenttotheShire’sfestivalsandevents

• DevelopmentofaquarterlyIndigoShireFestivalsandEventsguide


4. Developing Sustainable Communities

Objective 4.1: Effective and efficient service delivery

COUNCIL PLAN STRATEGY/GOALS• EnsureallservicesinSustainableCommunities

divisionaredeliveredtoresidentsatstandardsthat are acceptable to our communities

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• AgedServicesandAfterSchoolProgramsurveydistributedin

December 2009

• AdditionalMaternalandChildHealthServicedeliveredbecauseoffeedbackfromthesurvey

• AgedServicesquarterlynewslettercreated

Objective 4.2: Provide a safe environment for our community

COUNCIL PLAN STRATEGY/GOALS• DevelopanintegratedCommunitySafetyPlan

• Maintainappropriateemergencymanagementcapabilities

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• ThedevelopmentofthePandemicPlanandHeatwaveStrategy

wascompletedandadoptedbyCouncil

• TheMunicipalEmergencyManagementPlanwasreviewedandamended

• AssessmentofreliefcentresattheYackandandahSportsPark,StanleyHallandBaarmuthaPark,Rutherglen,ChilternandTangambalanga

• Established5NeighbourhoodSaferPlaces,twoinBeechworth,twoinYackandandahandoneinChiltern,beingassessedbytheCountryFireAuthority

Objective 4.3: Protect and enhance the Shire’s natural environment

COUNCIL PLAN STRATEGY/GOALS• Promotecommunityunderstandingand

involvementinprotecting&enhancingnaturalfeaturesincludingnativevegetation,floraandfauna,air,waterandsoil

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• TheRoadsideManagementPlanhasbeenreviewed,amended

and adopted by Council

• TheRoadsideWeedInitiative,aweedcontrolprograminpartnershipwiththestategovernmentandlandholderswasdelivered

• TheIndigoSustainableWaterUseplanwasimplementedinconjunctionwithNorthEastWaterwiththeaimofreducingwaterconsumptionby20%from2001baselevelsby2015

Objective 4.4: Promote and manage sustainable development

COUNCIL PLAN STRATEGY/GOALS• Ensurekeysustainabilityprinciplesare

incorporatedacrossallCouncilactivities

• Workinpartnershipwithourcommunitiestoadopt and implement sustainable building design and lifestyle practices

• EnsureourLandUsePlanningSchememeetstheobjectivesofsustainablegrowth,protectionofourbuiltandnaturalenvironmentandreflects community aspirations

• Workinpartnershipwithourcommunitiestoadopt and implement sustainable building design and lifestyle practices

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• TheIntegratedPlanningGroupwaseducatedonSustainability

Principles

• CouncilparticipatedinregionalforumstounderstandtheimplicationsoftheHumeSustainableCommunitiesStrategy



4. Developing Sustainable Communities (continued)

Objective 4.5: Advocate for ancillary services to those provided by Council

COUNCIL PLAN STRATEGY/GOALS• Advocateforservicesforourcommunitiesthat

are not our direct responsibility

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• PartnershipsestablishedwithNorthEastVictorianShiresand

organisationsinregardstoprojectsinvolvingjointhealthpromotion, bushfire assistance, transport connections, early years andkindergartensworkinggroupsandhomeandcommunitycare

• YouthBushfireOfficerappointed,fundedbyStateGovernment’sYouthBushfireAssistanceGift,workingacrossIndigoandAlpineShire

• BeechworthtoAlburyaccessiblebuslaunchedinSeptember2009

• Communityregisterandemergencyplansdevelopedforvulnerablehealthclients

Objective 4.6: Enhance the health and wellbeing of the community

COUNCIL PLAN STRATEGY/GOALS• Facilitateandpromoteintegratedhealthservice

models

• Encouragehealthyandactivelifestylesinourcommunity through a range of strategic plans

• Facilitateandpromoteintegratedhealthservicemodels

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• Councilcontributedtoplanningandissuedevelopmentinthe

IndigoHealthConsortium,PrimaryCarePartnership,RegionalYouthAffairsNetwork,NorthEastTransportConnectionsandtheNorthEastRecreationForum

• FundingsecuredfortheTangambalangaSkateParkandtheBarnawarthaCricketclub

• TheChilternSkateParkopenedinOctober2009

• UpgradestotheYackandandahBowlsClub,theStanleyTennisClublights,theWahgunyahRecreationReserveelectrics,theBruarongCommunityCentre,theChilternHall,theCoulstonParkMultipurposeActivityCentreandtheBeechworthswimmingpoolwerecompletedandtheBeechworthSkateParkextensionbegan

• Council’sYouthStrategyandEarlyYearsPlanwasadoptedinJune2009

• Council’sMunicipalPublicHealthPlanadoptedinJune2009

• Council’squarterlyartsnewsletter–InDartzdistributedinMarchandJune2010

Objective 4.7: Recognise and plan for the effects of changing environmental conditions

COUNCIL PLAN STRATEGY/GOALS• Ensurethatouractivitiesintherecurrentand

capitalprogramreflectimprovedenvironmentaloutcomes

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• Council’sEnvironmentStrategyadoptedinDecember2009

• Council’sGreenhouseActionPlandefinesactionstoachievea20%reductionincorporateandcommunitygreenhousegasemissionsfrom2005levelsby2016distributedinJuly2009


4. Developing Sustainable Communities (continued)

Objective: 4.8 Empowering our communities

COUNCIL PLAN STRATEGY/GOALS• Supportandpromoterepresentativegroups

withinourcommunities

• Optimisetheuseofvolunteersandcommunityskillsbase

• Enhanceopportunitiesforlocalcommunitiestoguide the progress of their place

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• TheCommunityStrengtheningProjectdevelopedcommunity

plansforChiltern,Bruarong,StanleyandBarnawarthaandputinplaceimplementationplanswiththecommunitytocompleteactions in the future

• PlanningcommencedforaVolunteerExpotosupportvolunteersandprovideskillsandinformationasrequired

Objective: 4.9 Reinforcing the inherent strengths and nature of the Indigo Shire

COUNCIL PLAN STRATEGY/GOALS• Unifyourcommunitieswhilealsorecognising

theuniquecharacterofindividualtownships

EXAMPLES OF HOW WE MET THESE OBJECTIVES IN 2009/10• TheCommunityStrengtheningProjectgotunderwaywith

community plans completed for Chiltern, Bruarong, Stanley and Barnawartha

• AsaresultoftheCommunityStrengtheningProject,fundingwassecuredforseveralprojectsinparticipatingtownsincludingcommunitynewslettersandnoticeboards,hallupgradesandanemergency trailer for Stanley


FREEDOM OF INFORMATION ACT

TwelverequestsforinformationwerereceivedduringtheyearundertheFreedomofInformationAct.Elevenweregrantedinfull,andonewaspartiallydenied.AnyqueriesrelatingtoFreedomofInformationmustbedirectedtoMsJo-AnnRiley,Council’sFOIOfficer,on(03)57288000.

WHISTLEBLOWERS’ PROTECTION ACT

NodisclosuresundertheActhavebeenmadetoCouncildirectlyorreferredfromtheOmbudsmaninthetwelve-monthperiodto30June2010.AnyqueriesrelatingtoproceduresundertheWhistleBlowers’ProtectionActmustbedirectedtoBrendanMcGrathon(03)57288000.

AVAILABLE INFORMATION

Section222oftheLocalGovernmentAct(theAct)entitlesanypersontoinspectandtakecopies(subjecttoanyfee)ofprescribedinformation.Thefollowingaredeemedprescribedinformation,whichmaybeinspectedattheCounciloffices(Beechworth)duringnormalworkinghours:

a. DetailsofcurrentallowancesfixedfortheMayorandCouncillorsundersection74or74AoftheAct;

b. Detailsofseniorofficers’grosssalaries,allowancesandotherbenefitsforthecurrentandpreviousfinancialyear;

c. Detailsofoverseasorinterstatetravel,withtheexceptionofinterstatetraveltoaneighbouringmunicipality,undertakeninanofficialcapacitybyCouncillors or any member of Council staff in the previous12months;

d. NamesofCouncilofficerswhowererequiredtosubmita return of interest during the financial year and the datesthereturnsweresubmitted;

e. NamesofCouncillorswhosubmittedreturnsofinterest during the financial year and the dates the returnsweresubmitted;

f . Agendas for and minutes of ordinary and special meetingsheldintheprevious12months,keptunderSection93oftheActexceptwheresuchminutesrelatetopartsofmeetingswhichhavebeenclosedtomembersofthepublicundersection89oftheAct;

g . A list of all special committees established by Council andthepurposeforwhicheachcommitteewasestablished;

h . A list of all special committees established by Council whichwereabolishedorceasedtofunctionduringthefinancialyear;

i . Minutes of meetings of Special Committees established under section 86 of the Act and held in the previous12monthsexceptwheresuchminutesrelatetopartsofmeetingswhichhavebeenclosedtomembersofthepublicundersection89oftheAct;

j. AregisterofdelegationskeptunderSections87,88and98oftheAct,includingthedateonwhichthelastreviewunderSection98(6)oftheActtookplace;

k. SubmissionsreceivedinaccordancewithSection223oftheActduringtheprevious12months;

l . Agreements to establish regional libraries under section196oftheAct;

m. AregisterofleasesenteredintobytheCouncil;

n. Aregisterofauthorisedofficersappointedundersection224oftheAct;

o. ListingofdonationsandgrantsmadebyCouncilduringthefinancialyear;

p. ListingoforganisationsofwhichCouncilwasamemberduringtheyear,includingmembershipfees;

q. Listingofanycontractsvaluedat$100,000ormorethatCouncilhasenteredintoduringtheyearwithoutfirstengaginginacompetitivetenderingprocess.

StatutoryInformation


National Competition Policy Compliance

IndigoShireCouncilhascompliedwiththerequirementsoftheNationalCompetitionPolicy(NCP)fortheperiod1July2008to30June2009,inaccordancewiththerequirementsoutlinedinNational Competition Policy and Local Government – A Revised Statement of Victorian Government Policy December 2008 (2008 Statement)assetoutbelow:

A. Trade Practices Compliance Compliant

B. Local Laws Compliance Compliant

C. Competitive Neutrality Compliance

Therearenosignificantbusinessesthatarenon-compliant:Compliant

Icertifythat:

a) thisstatementhasbeenpreparedinaccordancewiththe2008-09NationalCompetitionPolicyreportingguidelines,whichispursuanttothe2009Statement;and

b) this statement presents fairly the Council’s implementation of the National Competition Policy .

Signed:

Brendan McGrathChiefExecutiveOfficer

Date:1July2010


Local Laws

ThefollowingLocalLawswereinforceduringthe2009/2010financialyear.

LOCAL LAW NUMBER 2 - Environmental

ThisLocalLawcoversarangeofactivitiesaffectingtheenvironmentalamenityofthemunicipality,inclusiveroads,footpaths,municipalbuildings,reserves,swimmingpools and consumption of alcohol on a public road or in a public place .

LOCAL LAW NUMBER 3 - Meeting Procedure

ThisLocalLawgovernstheprocedureatCouncilmeetings.

LOCAL LAW NUMBER 4 - Control of Livestock

ThisLocalLawregulatesandcontrolsstockthroughouttheShireincludingroadsidegrazing,drovingandstockfencing .

LOCAL LAW NUMBER 5 - Murray to Mountains Rail Trail

ThislocallawregulatesandcontrolsactivitiesandbehaviourontheRailTrail.


Best Value

POLICY AND PROGRAM APPROACH

TheIndigoShireCounciladoptedaBestValueImplementation procedure on 12 December 2000 and progressivelyconductedreviewsofCouncil’skeyservices.

FEATURES OF THE BEST VALUE PROGRAM

BenchmarkingwithotherLocalGovernmentshasenabledCounciltocomparelikeserviceswiththebestonofferandhas created an opportunity for the sharing of best practice strategies,skills,methodsandinformationacrosstheindustry .

LIAISON WITH THE COMMUNITY

Council continues to utilise a range of mechanisms to communicatewiththecommunityincludingCommunityForums,pressreleasesandregularcolumns,advertisements,quarterlynewsletterspostedtoallratepayersandaninteractivewebsite,toprovideinformation and stimulate community response .

BestValuelegislativerequirementswillbemaintainedthrough the continuing application of the Best Value PrinciplestoCouncilservices.ThisProgramwillensurethatservicesarecontinuallymonitored,andopportunitiesforimprovementareidentified.

FURTHER INFORMATION

Any queries relating to the Best Value Annual Report shouldbedirectedtotheManagerGovernance&Riskon(03)57288000attheBeechworthOffice.


Victorian Local Government Indicators

Category Indicator Definitions 2010 2009 2008

OverallPerformance

Community satisfaction ratingforoverallperformance generally of the Council

Council result from the Annual CommunitySatisfactionSurveyLocalGovernment(Chartone:SummaryofResults – result No . 1), coordinated by LocalGovernmentVictoria

58 62 60

Advocacy Community satisfaction rating for Council’s advocacyandcommunityrepresentationonkeylocalissues


61 64 61

Community Engagement

Community Satisfaction rating for Council’s engagement in decision makingonkeylocalissues


61 62 59

Customer Contact

Community Satisfaction rating for Council interaction andresponsivenessindealingwiththepublic


69 69 67

All rates Averageratesandchargesper assessment

Rates and charges declared as being receivable,incalculationsfortheadopted rates, at the beginning of the year,including:• Generalratesandchargesdeclared

under ss . 160, 161, 161A of the LocalGovernmentAct1989

• Municipalchargesandservicerates and charges (i .e . garbage services)leviedunderss.159,162respectively

Dividedbythenumberofassessmentsused in the calculation of the adopted rate(i.e.whentheratewasstruck).

$1,225 $1153 $1063

Residential rates

Averageresidentialratesandcharges per assessment

Rates and charges declared for all residential assessments (including vacantresidentialassessments)asdefinedin“allrates”,exceptforresidential assessments onlyDividedbythenumberofresidentialassessment used in the calculation of theadoptedrate(i.e.whentheratewasstruck).

$1,263 $1090 $1026


Category Indicator Definitions 2010 2009 2008

Operating costs

Averageoperatingexpenditureperassessment

Totalexpensespertheincomestatementplusnetgain/(loss)ondisposable of property, plant and equipment, infrastructure .Dividedbythenumberofassessments used in the calculation oftheadoptedrate(i.e.whentheratewasstruck).

$2,883 $2,734 $2,629

Capitalex-penditure

Averagecapitalexpenditureper assessment

Amountofcouncil’sexpenditurecapitalised to the Balance Sheet and contributionsbyalocalgovernmenttomajorassetsnotownedbylocalgovernment,includingexpenditureon:• Capitalrenewalofexistingassets

whichreturnstheservicepotentialor the life of an asset up to that whichithadoriginally

• Capitalexpansionwhichextendsanexistingassetatthesamestandardascurrentlyenjoyedbyresidentstoanewgroupofusers

• Capitalupgradewhichenhancesanexistingassettoprovideahigherlevelofserviceorexpenditurethatwillincreasethelifeofanassetbeyondthatwhichit had originally

Dividedbythenumberofassessments used in the calculation oftheadoptedrate(i.e.whentheratewasstruck).

$1,642 $621 $554

Debts Averageliabilitiesperassessment

TotalliabilitiesaspertheBalanceSheetless items held in trust (reflected in assets also held)Dividedbythenumberofassessmentsused in the calculation of the adopted rate(i.e.whentheratewasstruck).

$893 $843 $789

Operating result

Operating result per assessment

Surplus/(deficit)fortheperiodpertheIncome Statement . Dividedbythenumberofassessmentsused in the calculation of the adopted rate(i.e.whentheratewasstruck)

$680 $612 $167


Council PlanStrategic Indicators

Council Plan Strategic Indicators Actual Performance Compared to Council Plan

Actual Result 2009/10

%

Council Target2009/10

%Difference

Community satisfaction rating for appearance public places 67 73 -

Communitysatisfactionratingfortrafficmanagementandparking 59 65 - 6

Communitysatisfactionratingforeconomicdevelopment 58 62 - 4

CommunitysatisfactionratingforTownPlanning,Policy&Approvals

53 54 -1

CommunitysatisfactionratingforHealth&HumanServices 72 76 - 4

CommunitysatisfactionratingforRecreationalFacilities 66 67 - 1

CommunitysatisfactionratingforLocalRoads&FootpathsandAsset Management rating

49 52 - 3

CommunitysatisfactionratingforWasteManagement 63 70 - 7

CommunitySatisfactionratingforEnforcementofLocalLaws 60 66 - 6


Thefinancialreportspresentedlaterinthisdocumentcontaintwoseparateformsofstatements(StandardStatementsandFinancialStatements)whichpresentsimilaryetdifferentinformation.ThesedifferentStatementscansometimes be confusing to the reader as it can appear that thesameinformationisrepeated.Toassistthereader’sunderstanding,somekeypointstonoteaboutthesetworeports:

• The“StandardStatements”areaspecialpurposefinancialreportpreparedtomeettherequirementsoftheLocalGovernmentActandLocalGovernmentRegulations.ThisreportcomparestheCouncils2009/10resultsagainstthe2009/10BudgetandprovidescommentaryforsignificantvariancestoBudget.WithintheStandardStatements,CapitalGrantsandCapitalContributionsarenotshownaspartofRevenuebutdisclosedseparatelyat the bottom of the Income Statement as additional RevenueaftertheUnderlyingResultiscalculated,however,theresultingNetSurplus/(Deficit)isthesameasreportedintheFinancialStatements.Note1withintheStandardStatementisworthreadingtohelpexplainthecontextoftheStandardStatements.

• The“FinancialStatements”arepreparedinaccordancewithAustralianAccountingStandardsandotherauthoritativeprofessionalpronouncements.TheyarereferredtoasGeneralPurposeFinancialStatementsandareinlinewithwhatyouwouldexpecttoseepublishedbyanypublicallylistedcompany.TheFinancialStatementscomparethe2009/10resultwiththeprioryearsresult(2008/09)andprovidesignificantdisclosureintheaccompanyingNotes.WithintheFinancialStatements,CapitalGrantsandContributionsareconsider and disclosed as part of normal income .

ThecommentaryprovidedwithinthisFinancialOverviewcomparesthe2009/10resultstoBudgetandthereforereadersshouldrefertotheStandardStatementswhenseekingfurtherdetails.

OVERALL ANALYSIS

Council’sUnderlyingResultisaDeficitof$1.2millionwhichis$2.0millionfavourabletothebudgetunderlyingdeficitof$3.2million.AreviewoftheStandardIncomeStatementshowsthatthemajorityofthisfavourabilitycomesfromOperatingGrants.AllCouncilsinVictoriareceivedpartoftheir2010/11operatinggrantallocationinJune2010andAccounting Standards require these grants to be recognised asIncomeinthefinancialyearinwhichtheyarereceived.Whilstreceiptofthesegrantsinadvancecausesthe2009/10IncomeStatementstobefavourable,thisgrantmoneyhasbeensetasidetofundoperationalactivitiesinthe2010/11financial year .

Councilreceivedlowerthanbudgetedcapitalgrantsandcontributionsinrespectofplanned2009/10activitiesmainlyduetopaymentlateinJune2009of$1.7milliongrantfundingbudgetedforin2009/10.TheresultingNetSurplusfortheyearof$5.4millionis$1.0millionfavourableto Budget of $4 .4 million .

Councilstartedtheyearwithasignificantlevelofcarryovercapitalworksactivitywhichremainedincompleteattheendof2008/09.Themajorityofthisbacklogincapitalworkswascompleted and of the $12 .1 million in Budgeted capital works,$13.1million(whichincludescarryoverworksfromprioryears)wasdelivered.Thesmallerlevelsofundelivered2009/10capitalworksarebeingtreatedascarryforwardworksandaddedtotheplannedactivityBudgetedinthe2010/11capitalworksprogram.

Attheendof2008/09,CouncilheldanabnormallyhighlevelofcashandinvestmentsmainlyduetotheGrantsreceivedinJune2009whichweresetasideforprojectsdueinthe2009/10year.Withthedeliveryof90%ofthecapitalworksprogram,thesecashreservesweredepletedduring2009/10andreturntoamorenormalisedlevelat30June2010.ThesereducedlevelsofcashholdingsatyearendhavealsohadanormalisingeffectonCouncil’scurrentassetratio (percentage of current assets to current liabilities) at year end .

Financial Overview


Financial Overview

DEPARTMENTAL ANALYSIS

As can be seen from the Departmental Performance graph, mostdepartmentalareasshowbudgetfavourability.Reasonsforthisfavourabilityvaryandareexplainedbelow.

TheAssets&InfrastructureDepartmentwasunderbudgetby$340,000andthisismainlyduetoasavingof$257,443indepreciationfollowingareviewandupdateoftheusefullifeforroadsurfaceassets.Thebalanceofthefavourabilitycomesfromlowerthanbudgetfleetrunningcosts.

WhiletheOperationsDepartmentisfavourabletobudgetoverall,$356,369inun-budgetedVictorianGrantsCommissionfundingrelatingtothe2010/11yearwasreceivedlatein2009/10.Thisfavourabilitywasoffsetbyadditionalexpenditureonroadmaintenance($124,391),extraexpenditureonparksandgardens($31,844)andthebalance from poorer than budgeted performance from externalcontracts.

TheGovernancedepartmentcamein$128,700overBudgetwhichwasdrivenbyacombinationofgreaterfocusonthedeliveryofourcommunicationstrategy(newwebsitedevelopment,moreIndigoInformers,higherlevelsofresourcing - $81,100), higher than budgeted Mayor and Councillor costs ($22,400) and higher than budgeted recruitment costs ($25,100) .

TheSustainableCommunitiesdepartmentwas$580,000favourabletoBudget.Thegreatestcauseofthisfavourabilityis $445,800 higher than budgeted income and the main driversofthisextraincomewasapproximately$400,000inunbudgetedgrantswithinCommunityPlanningandsomesmalleramountswithinconservationandenvironment.Expensesavingsof$133,000duetolongtermvacancieswiththePlanningteamalsocontributedsignificantlytowardsthisoveralldepartmentalfavourability.

TheCorporateServicesareawas$694,000betterthanBudgetandthemainreasonforthisfavourabilitywasreceiptof$626,000ofthe2010/11VictorianGrantsCommissionGeneralfundingreceivedinJune2010andunbudgetedgrantmoneyof$108,000receivedwithintheEconomicDevelopmentarea.Additionalfavourabilitycamefrombothinterestpaidandinterestreceived($67,000)andthiswasinturnoffsetbyunbudgetedexpenditurewithinEconomicDevelopmenttoacquitmostofunbudgetedgrantfundsreceivedwithinthatarea($115,000).


Following are a number of high level financial graphs providing information on Council’s main sources of income, operating expenditure and capital works.


Indigo Shire Council

Financial Report 2009-2010

CONTENTS

STANDARD STATEMENTS

Standard Income Statement

Standard Balance Sheet

Standard Cash Flow Statement

Standard Statement of Capital Works

Notes to the Standard Statements

Certification of the Standard Statements

FINANCIAL STATEMENTS

Financial Statements

Notes to the Financial Statements

Certification of the Financial Report

Auditor General’s Report on the Standard and Financial Statements

PERFORMANCE STATEMENT

Performance Statement

Council Approval of the Performance Statement

Auditor-General’s Report on the Performance Statement

Financial Report 2009/2010



Standard Income Statement for the year ended 30 June 2010

2010 Variance

Budget Actual $’000 % Reference

$’000 $’000

Revenue

Rates 9,795 9,774 (21) -

Statutory fees and fines 645 691 46 7%

User fees 697 668 (29) (4%)

Contributions 343 313 (30) (9%)

Grants - operating 4,096 5,739 1,643 40% 1

Other revenue 5,893 4,580 (1,313) (22%) 2

Total Revenue 21,469 21,765 296 1%

Expenses

Employee benefits 8,127 8,988 (861) (11%) 3

Materials and consumables 6,069 6,576 (507) (8%) 4

Bad and doubtful debts 6 11 (5) (83%) 5

Depreciation and amortisation 5,014 4,854 160 3% 6

Other expenses 5,296 2,429 2,867 54% 7

Finance costs 165 142 23 14% 8

Total Expenses 24,677 23,000 1,677 7%

Underlying result (3,208) (1,235) 1,973 (62%)

Capital grants 7,369 6,113 (1,256) (17%) 9

Contributions 190 544 354 186% 10

Net gain on disposal of property,

infrastructure, plant and equipment 20 3 (17) (85%) 11

Net surplus/(deficit) 4,371 5,425 1,054 24%



Standard Income Statement for the year ended 30 June 2010

Variance Explanation Report

Ref 1. Grants – operating (revenue)

The majority of the $1.64M favourability in Grants – Operating is due to the Victorian Grants Commission paying

25% of the 2010/11 Grants (representing $1M) in June 2010 which is reflected as income in the 2009/10 financial

year. Other un-budgeted operating grants which contributed to this favourability include Bushfire Gift grants

($197,000), Community Strengthening Grants ($160,000), Youth & Art Service initiatives ($78,000), an extension to

the Northern Rural Skills Connect program ($50,000) and Business Continuity Planning ($30,000).

Ref 2. Other Revenue (revenue)

The budgeted forecasts for Other Revenue (and Other Expenses) contained approximately $1.7M in revenue and

expense from internal sources such as allocated fleet and business unit surcharges which should not have been

included in the budget forecasts and has been removed from the 2009/10 actual result. This is in turn offset by an

insurance claim payment received for the Beechworth pool ($230,000) that was not in the budget and $43,700 of

higher levels of interest income received versus budget (due to higher cash levels held).

Ref 3. Employee Benefits (expense)

$400,000 on Employee benefits was incorrectly classified as Other Expenses in the Budget.

An additional $227,000 of Community Strengthening employee costs was forecast in the budget as Contract

Services within Other Expenses as the project was not fully defined when the budget was prepared.

The Northern Rural Skills Connect project contained $100,000 of carryover employee costs which were not forecast

in the Budget.

Ref 4. Materials & Consumables (expense)

General cost increases in a number of areas including plant hirer for roads ($140,000), Buller Gas ($110,000), website

development ($60,000), collection costs ($50,000), utility costs ($40,000), tree management costs ($40,000) and

plant consumables account for this variance.

Ref 5. Bad and Doubtful debts (expense)

A review of outstanding Debtors was conducted during the year and a large number of very old, small value Perin

Court infringement fines were written off.

Ref 6. Depreciation and amortisation (expense)

A review of the useful life assumptions for road component assets (mainly seals) was conducted and depreciation

rates updated in accordance with those updated assumptions.

Ref 7. Other Expenses (expense)

The original budget incorrectly overstated income and expense by $1.7M relating to internal charges (see Ref 2

above) plus an additional $400,000 in from Employee Benefits (Ref 3 above) and budget forecast also included

$227,000 for Community Strengthening costs which became employee costs (see Ref 3 above). Plant lease and

repair costs were also favourable to budget by approx $115,000.




Standard Statement of Capital Works for the year ended 30 June 2010

Ref 8. Finance Costs (expense)

Budget forecast loans for both 2008/09 and 2009/10 have not been taken up and the favourability in this area

reflects interest saving on those loans not taken up.

Ref 9. Capital Grants (revenue)

The shortfall in Capital Grant funding versus budget is due to Council receiving $1.75M of 2009/10 CIP funding in

June 2009 and this was in turn offset by unbudgeted grants of $300,000 from RDV for the Yackandandah Hall /

Baarmutha Park projects and several smaller Community Strengthening & Bushfire Gift grants received during the

year.

Ref 10. Capital contributions - (revenue)

Favourability in Capital Contributions is due to an unbudgeted receipt of $200,000 from Local Road to Market

Program as a road contribution, $100,000 from a business for a car park contribution and a number of smaller

amounts including $12,500 as a contribution for Maternal & Child Health hardware and software.

Ref 11. Net gain on disposal of property, infrastructure, plant and equipment

Council received less favourable proceeds from the sale of several items of plant.



Standard Balance Sheet for the year ended 30 June 2010

2010

Variance

Budget Actual $ % Reference

$’000 $’000

Current Assets

Cash and cash equivalents 3,102 5,898 2,796 90% 12

Trade and other receivables 2,142 2,145 3 -

Other assets 200 1,101 901 451% 13

Total Current Assets 5,444 9,144 3,700 68%

Current Liabilities

Trade and other payables 1,163 3,786 2,623 226% 14

Interest-bearing loans and borrowings 268 596 328 122% 15

Provisions, Trust & Deposits 1,365 1,435 70 5% 16

Total Current Liabilities 2,796 5,817 3,021 108%

Net Current Assets 2,648 3,327 679 26%

Non Current Assets

Trade and other receivables 30 19 (11) (37%) 17

Property, infrastructure, plant and equipment 174,425 171,679 (2,746) (2%) 18

Total Non-Current Assets 174,455 171,698 (2,757) (2%)

Non-Current Liabilities

Interest-bearing loans and borrowings 2,040 1,328 (712) (35%) 15

Provisions 239 253 14 6%

Total Non-Current Liabilities 2,279 1,581 (698) (31%)

Net Assets 174,824 173,444 (1,380) (1%)

Equity

Accumulated surplus 71,359 76,238 4,879 7% 19

Asset revaluation reserve 102,405 95,961 (6,444) (6%) 20

Other reserves 1,060 1,245 185 17% 21

Total Equity 174,824 173,444 (1,380) (1%)




Standard Balance Sheet for the year ended 30 June 2010


Ref 12. Cash and cash equivalents (Current Assets)

Higher than expected cash reserves are due to a combination of $1.0 million of 2010/11 Victorian Grant Commission

(VGC) funding received late in 2009/10 and higher levels of Trade and Other Payables than expected held at balance

date.

Ref 13. Other assets (Current Assets)

The variance to budget reflects higher levels of accrued income and prepayments held at balance date versus budget.

Ref 14. Trade and other payables (Current Liabilities)

Higher than budget levels of trade and other payables at year end reflect the high degree of capital works activity that

was in progress towards balance date.

Ref 15. Interest bearing loans and borrowings (Current Liabilities & Non Current Liabilities)

The variance to budget for current interest bearing loans and borrowings is due to the budget forecast not including

repayments for license agreements and finance leases due within the current year.

The variance to budget for non current Interest bearing loans and borrowings reflects the fact that Council have not

taken up either the 2008/09 or 2009/10 budget borrowings.

Ref 16. Provision (Current Liabilities)

Provisions relate to employee leave entitlements (annual, long service and rostered days off). Variances to budget

reflect higher levels of leave entitlements at balance date than was originally budgeted.

Ref 17. Trade and other receivables (Non-Current Asset)

The total amounts are small and the favourability reflects higher than budgeted repayment of community and heritage

loans.

Ref 18. Property, infrastructure, plant & equipment (Non-current Asset)

The variance is a combination of a higher budgeted asset revaluation for 2008/09 (affecting the 2009/10 budget value)

than was posted at the end of 2008/09 offset by a higher than expected capital works completion rate for 2009/10.

Ref 19. Accumulated Surplus (Equity)

The variance is a combination of higher than budget surplus of $1.5M across both the 2008/09 and 2009/10 years and

$2.13M in assets recognised for the first time at the end of 2008/09

Ref 20. Asset Revaluation Reserve (Equity)

The budgeted revaluation in 2009 was higher than actual.

Ref 21. Other Reserves (Equity)

The variance is due to the continued use of a Plant Replacement Reserve which was budgeted to be removed.



Standard Cash Flow Statement for the year ended 30 June 2010

2010 Variance

Budget Actual $’000 % Reference

$’000 $’000

Cash flows from operating activities

Receipts

General rates and charges 9,745 9,536 (209) (2%) 22

Operating grants and contributions 4,439 5,543 1,104 25% 23

Capital grants and contributions 7,559 6,821 (738) (10%) 24

Interest 274 316 42 15% 25

User charges 697 735 38 5%

Statutory fees 645 691 46 7%

Other revenue 5,962 4,315 (1,647) (28%) 26

29,321 27,957

Payments

Employee costs (8,227) (8,974) (747) 9% 27

Materials and consumables (2,535) (2,135) 400 (16%) 28

External contracts (3,534) (3,499) 35 (1%)

Utilities (493) (531) (38) 8%

Finance costs (165) (142) 23 (14%)

Other expenses (5,011) (2,584) 2,427 (48%) 29

(19,965) (17,865)

Net Cash provided by operating activities 9,356 10,092

Cash flows from investing activities

Proceeds from sale of property, plant and

equipment

170

114

(56)

(33%)

30

Payments for property, infrastructure, plant

and equipment

(12,085)

(13,101)

(1,016)

8%

31

Repayments heritage and community loans 10 16 6 60% 32

Net Cash outflow from investing activities (11,905) (12,971)

Cash flows from financing activities

Proceeds from borrowings 115 - (115) (100%) 33

Repayment of borrowings (623) (623) - -

Net cash outflow from financing activities (508) (623)

Net increase/(decrease) in cash and cash

equivalents

(3,057)

(3,502)

Cash and cash equivalents at the beginning of

the year

6,160

9,400

Cash and cash equivalents at the end of the

year

3,103 5,898




Standard Cash Flow Statement for the year ended 30 June 2010


Ref 22. General rates and charges (Inflow)

The variance in projected cash flow from this category is due to the late submission of invoicing to DHS for the final

payment to shire of the pensioner rate rebate.

Ref 23. Operating Grants and Contributions (Inflow)

The favourable variance to budget is predominantly due to $1M of 2010/11 Victorian Grant Commission (VGC)

funding being received in June 2010.

Ref 24. Capital Grants and Contributions (Inflow)

The unfavourable variance to budget is due to $1.75M of 2009/10 capital grant being paid in June 2009 (2008/09)

and this was in turn offset in part by extra capital grants & contributions as explained in Ref. 9 and 10.

Ref 25. Interest (inflow)

The higher levels of interest income received versus budget is due to higher than budgeted levels of cash held and

available to invest throughout the year.

Ref 26. Other Revenue (inflow)

As explained at Ref. 2 of the Standard Income Statement, a number of internal income and expense transactions

which did not translate to real cash flow were incorrectly include in the budget projections.

Ref 27. Employee Costs (Outflow)

As explained at Ref. 3 of the Standard Income Statement, there were several allocation reclassifications for the

employee cost category which causes the variance to budget.

Ref 28. Materials & Consumables (Outflow)

The high level of creditors and payables at year end is the main driver for the favourability in cash outflow for

Material and Consumables versus budget.

Ref 29. Other expenses (Outflow)

As explained at Ref. 7 of the Standard Income Statement, a number of internal income and expense transactions

were incorrectly include in the budget projections which did not translate to real cash flow plus some allocation

reclassifications as explained at Ref. 3 and 27.

Ref 30. Proceed from Sale of Property, Plant & Equipment (Inflow)

Council received less favourable proceeds from the sale of replaced plant versus what was forecast in the budget.

Ref 31. Payments for property, infrastructure, plant and equipment (outflow)

Council delivered a 95% capital works completion rate in 2009/10 which is higher than anticipated or budgeted for

and this is the main driver for the cash flow variance to budget in this category.

Ref 32. Repayments of Heritage & Community loans (Inflow)

The variance reflects a higher level of heritage and community loans issued in the prior year which were not

accounted for in the budget and are now being repaid.

Ref 33. Proceeds from borrowings

Due to sufficient cash being available, Council elected not to take up budgeted new borrowings in 2009/10.





2010 Variance

Budget Actual Reference

$’000 $’000 $’000 %

Capital Works Areas

Roads 3,062 4,025 963 31% 34

Drains 175 270 95 54% 35

Open Space 624 561 (63) (10%) 36

Land & Buildings 3,961 3,859 (102) (3%) 37

Plant Equipment & Other 4,263 4,386 123 3% 38

Total Capital Works 12,085 13,101


Ref 34. Roads

Annual resealing and gravel road re-sheet activities were completed during the year along with a number of

hotspot seals, Kiewa Bonegilla Road upgrade, Spring and Mellish Street upgrade, Indigo Creek Road upgrade,

Murray to Mountain Trail stage 2 project, Elgin Road and High Street upgrade, Spring and Mulholland Drive

widening, Indigo Valley construction and the Chiltern - Yackandandah road widening.

Ref 35. Drains

Drainage works were completed along with some urban road projects for Spring and Mellish Street upgrade, the

Elgin Road and High Street upgrade and the Spring and Mulholland Drive project. The Havelock Road water reuse

project is complete and drainage improvement works were carried out in Wahgunyah along with oval drainage

work at Coulston Park and the Tangambalanga Reserve.

Drainage works that remain in progress at balance date include the Chiltern floodway and urban renewal and the

Sole / Ready Street drain.

Ref 36. Open Space

Activities completed in 2009/10 include a number of recreation reserve irrigation systems and water bore projects,

the Beechworth pool amenities upgrade, activities on several netball courts, continued street tree planting /

replanting program, a number of bus stop shelters, Barnawartha Streetscape and the Rutherglen Lake King

improvements.

Works remaining in progress at year end and causing the variance to budget include the Beechworth Skate Park,

netball, tennis court and recreation reserve irrigation at Barnawartha, Wahgunyah foreshore master plan, the

Rutherglen water re-use scheme and Lake Sambell pathways and infrastructure works.




Ref 37. Land & Buildings

Building works completed during the year include upgrades to various community centre and hall facilities such as

air conditioning, kitchens, toilets facilities, the Tangambalanga Community Centre upgrade and the Stanley

Recreation Reserve improvements.

Land & Building projects close to completion but still in progress and causing the variance to budget at balance

date include the Yackandandah Public Hall upgrade, the Yackandandah Sports Park Hall upgrade, the Stanley

Community Hall and Athenaeum, Stage 1 of the Baarmutha Park upgrade and the Osborne Flats Hall upgrade.

Ref 38. Plant, Equipment and Other

Several major pieces of previously leased plant, equipment and fleet were replaced in 2009/10. Other projects

completed during the year in this category include the Osborne Flat Road bridge widening, Sutherland Road Bridge

replacement, the replacement of aged office PC’s and upgrading of IT infrastructure and the annual upgrade of

playground equipment.

Indigo Shire Council Standard Statement of Capital Works for the year ended 30 June 2010

Note 1. Basis of Preparation of Standard Statements Council is required to prepare and include audited Standard Statements within its Annual Report. These statements and supporting notes form a special purpose �nancial report prepared to meet the requirements of the Local Government Act 1989 and Local Government (Finance and Reporting) Regulations 2004. The Standard Statements have been prepared on accounting bases consistent with those used for the General Purpose Financial Statements and the Budget. The results reported in these statements are consistent with those reported in the General Purpose Financial Statements. The Standard Statements are not a substitute for the General Purpose Financial Statements, which are included on pages 62 to 110 of the Annual Report. They have not been prepared in accordance with all Australian Accounting Standards or other authoritative professional pronouncements. The Standard Statements compare Council’s �nancial plan, expressed through its budget, with actual performance. The Local Government Act 1989 requires explanation of any material variances. The Council has adopted a materiality threshold of ten per cent or $50,000. Explanations have not been provided for variations below the materiality threshold unless the variance is considered to be material because of its nature. The budget �gures included in the statements are those adopted by Council on 28 July 2009. The budget was based on assumptions that were relevant at the time of adoption of the budget. The Council set guidelines and parameters for revenue and expense targets in this budget in order to meet Council’s business plan and �nancial performance targets for both the short and long term. The budget did not re�ect any changes to equity resulting from asset revaluations, as their impacts were not considered predictable. Detailed information on the actual �nancial results is contained in the General Purpose Financial Statements on pages 62 to 110. The detailed budget can be obtained by contacting Council or through the Council’s website. The Standard Statements must be read with reference to these documents.

Financial Pages FINAL PDF 11.pdfPage 1 22/9/10 12:53:43 PM





Certification of Standard Statements for the year ended 30 June 2010

In my opinion, the accompanying standard statements have been prepared on accounting bases consistent with

the financial statements and in accordance with the Local Government Act 1989 and the Local Government

(Finance and Reporting) Regulations 2004.

……………………………………………………..

Frank Bonacci

Principal Accounting Officer

Dated September 2010

Beechworth

In our opinion, the accompanying standard statements have been prepared on accounting bases consistent with

the financial statements and in accordance with the Local Government Act 1989 and the Local Government

(Finance and Reporting) Regulations 2004.

As at the date of signing, we are not aware of any circumstances that would render any particulars in the financial

report to be misleading or inaccurate.

We have been authorised by the Council on 14 September 2010 to certify the standard statements in their final

form.

..................................................... Councillor Bernard Gaffney


Beechworth

..................................................... Councillor Larry Goldsworthy


Beechworth

.................................................... Brendan McGrath

Chief Executive Officer


Beechworth




Comprehensive Income Statement for the year ended 30 June 2010

Note 2010 2009

$ $

Income

Rates and charges 2 9,773,859 8,997,393

Statutory fees and fines 3 691,248 600,169

User fees 4 667,813 656,763

Grants – Recurrent 5 5,722,938 7,100,365

Grants - Non Recurrent 5 6,128,157 2,977,303

Contributions 6 857,629 744,105

Reimbursements 7 314,545 187,331

Net gain/(loss) on disposal of property, plant and

equipment

3,492 53,675

Other revenue 8 4,265,319 4,942,769

Total Income 28,425,000 26,259,873

Expenses

Employee benefits 9 8,988,427 8,260,653

Materials and services 10 6,576,479 6,174,750

Bad and doubtful debts 11 11,277 1,690

Depreciation and amortisation 12 4,853,856 4,260,152

Finance costs 13 142,339 184,335

Other expenses 14 2,427,591 2,584,151

Total expenses 22,999,969 21,465,731

Profit/(Loss) 5,425,031 4,794,142

Other comprehensive income

Net asset revaluation increment/(decrement) - 23,556,076

Comprehensive Result 5,425,031 28,350,218

The above comprehensive income statement should be read with the accompanying notes.



Balance Sheet as at 30 June 2010

Note 2010 2009

$ $

Assets Current Assets Cash and cash equivalents 15 5,898,273 9,400,188

Trade and other receivables 16 2,145,081 1,121,289

Financial assets 17 7,080 7,080

Inventories 18 117,629 99,656

Other assets 19 975,683 668,710

Total Current Assets 9,143,746 11,296,923

Non-Current Assets

Trade and other receivables 16 19,324 31,778

Property, infrastructure, plant and equipment 20 171,438,848 163,221,808

Intangible assets 21 239,949 319,932

Total Non-Current Assets 171,698,121 163,573,518

Total Assets 180,841,867 174,870,441

Liabilities

Current Liabilities

Trade and other payables 22 3,513,787 2,383,382

Trust funds and deposits 23 271,962 247,299

Provisions 24 1,435,269 1,387,039

Interest bearing loans and borrowings 25 596,328 623,489

Total Current Liabilities 5,817,346 4,641,209

Non-Current Liabilities

Provisions 24 252,831 286,244

Interest-bearing loans and borrowings 25 1,327,804 1,924,133

Total Non-Current Liabilities 1,580,635 2,210,377

Total Liabilities 7,397,981 6,851,586

Net Assets 173,443,886 168,018,855

Equity

Accumulated Surplus 76,238,031 70,671,952

Reserves 26 97,205,855 97,346,903

Total Equity 173,443,886 168,018,855

The above balance sheet should be read with the accompanying notes.




Statement of Changes in Equity for the year ended 30 June 2010

2010

Note

Total

2010

$

Accumulated

Surplus

2010

$

Asset

Revaluation

Reserve

2010

$

Other

Reserves

2010

$

Balance at the beginning of the financial year 168,018,855 70,671,952 95,960,810 1,386,093

Profit/(Loss) for the year 5,425,031 5,425,031 - -

Net asset revaluation increment/(decrement) 26 - - - -

Transfers to other reserves 26 - 141,048 - (141,048)

Balance at the end of the financial year 173,443,886 76,238,031 95,960,810 1,245,045

2009

Note

Total

2009

$

Accumulated

Surplus

2009

$

Asset

Revaluation

Reserve

2009

$

Other

Reserves

2009

$

Balance at the beginning of the financial year 139,668,637 66,203,213 72,404,734 1,060,690

Profit/(Loss) for the year 4,794,142 4,794,142 - -

Net asset revaluation increment/(decrement) 26 23,556,076 - 23,556,076 -

Transfers to other reserves 26 - (325,403) - 325,403

Balance at the end of the financial year 168,018,855 70,671,952 95,960,810 1,386,093

The above statement of changes in equity should be read with the accompanying notes.



Cash Flow Statement for the year ended 30 June 2010

Note

2010

Inflows/(Outflows)

2009

Inflows/(Outflows)

$ $

Cash flows from operating activities

Rates 9,535,659 9,016,044

Statutory fees and fines 691,248 600,169

Grants (inclusive of GST) 11,777,175 10,498,456

User charges and other revenue (inclusive of GST) 3,942,048 5,759,007

Contributions (inclusive of GST) 587,193 767,698

Interest 316,389 317,711

Net GST refund/(payment) 1,107,366 595,416

Payments to employees (including redundancies) (8,973,610) (8,093,861)

Payments to suppliers (inclusive of GST) (8,749,410) (8,602,894)

Finance costs (142,339) (184,335)

Net cash provided by (used in) operating activities 27 10,091,719 10,673,411

Cash flows from investing activities

Proceeds from sale of property, plant and equipment 113,909 254,026

Payments for property, plant and equipment, infrastructure (13,101,331) (4,932,658)

Heritage restoration and community loans 17,277 (14,222)

Net cash provided by (used in) investing activities (12,970,145) (4,692,854)

Cash flows from financing activities

Proceeds from interest-bearing loans and borrowings - -

Repayment of interest-bearing loans and borrowings (623,489) (665,944)

Net cash provided by (used in) financing activities (623,489) (665,944)

Net increase/(decrease) in cash and cash equivalents (3,501,915) 5,314,613

Cash and cash equivalents at the beginning of the year 9,400,188 4,085,575

Cash and cash equivalents at the end of the year 15 5,898,273 9,400,188

Financing arrangements 28

Restrictions on cash assets 29

The above cash flow statement should be read with the accompanying notes.



Indigo Shire Council Notes to the Financial Report for the year ended 30 June 2010

Introduction

The Indigo Shire Council was established by an Order of the Governor in Council on 18 November 1994 and is a body corporate. The Council's main o�ce is located at 101 Ford Street Beechworth. The purpose of Council is to:

provide for peace, order and good governance of its municipal district; to promote the social, economic and environmental viability and sustainability of the municipal district; to ensure that resources are used e�ciently and e�ectively and services are provided in accordance with

the Best Value Principles to best meet the needs of the local community; to improve the overall quality of life of people in the local community; to promote appropriate business and employment opportunities; to ensure that services and facilities provided by the Council are accessible and equitable; to ensure the equitable imposition of rates and charges; and to ensure transparency and accountability in Council decision making.

External Auditor: Auditor General of Victoria Internal Auditor: WHK Albury Solicitors: McSwiney’s and Russell Kennedy Bankers: Commonwealth Bank Website address: www.indigoshire.vic.gov.au This �nancial report is a general purpose �nancial report that consists of a Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement, and notes accompanying these �nancial statements. The general purpose �nancial report complies with Australian Accounting Standards, other authoritative pronouncements of the Australian Accounting Standards Board, the Local Government Act 1989, and the Local Government (Finance and Reporting) Regulations 2004.

Note 1 Signi�cant Accounting Policies a. Basis of Accounting This �nancial report has been prepared on the accrual and going concern bases.

This �nancial report has been prepared under the historical cost convention, except where speci�cally stated in notes 1(g), 1(i), 1(l), 1(s), 1(v) and 1(w). Unless otherwise stated, all accounting policies are consistent with those applied in the prior year. Where appropriate, comparative �gures have been amended to accord with current presentation, and disclosure has been made of any material changes to comparatives. All entities controlled by Council that have material assets or liabilities, such as Special Committees of Management, have been included in this �nancial report. All transactions between these entities and the Council have been eliminated in full. Details of entities not included in this �nancial report based on their materiality are detailed in note 41.



Notes to the Financial Report for the year ended 30 June 2010

Note 1 Significant Accounting Policies (continued)

b. Revenue Recognition

Rates, grants and contributions

Rates, grants and contributions (including developer contributions) are recognised as revenues when the

Council obtains control over the assets comprising these receipts. Control over assets acquired from rates is

obtained at the commencement of the rating year, or where earlier, upon receipt of the rates.

A provision for doubtful debts on rates has not been established as unpaid rates represents a charge against

the rateable property that will be recovered when the property is next sold.

Control over granted assets is normally obtained upon their receipt (or acquittal) or upon earlier notification

that a grant has been secured, and are valued at their fair value at the date of transfer.

Income is recognised when the Council obtains control of the contribution or the right to receive the

contribution, it is probable that the economic benefits comprising the contribution will flow to the Council

and the amount of the contribution can be measured reliably.

Where grants and contributions are recognised as revenues during the reporting period on the condition

that they be expended in a particular manner or used over a particular period, and those conditions were

undischarged at balance date, the unused grant or contribution is disclosed in note 5. The note also discloses

the amount of unused grant or contribution from prior years that was expended on Council’s operations

during the current year.

Where assets are constructed by private developers (drainage, roads, kerbing and channelling) and these are

controlled by local government on completion, the fair value of those assets are recognised as contributions

in the Comprehensive Income Statement in the accounting period in which the works are completed.

User Fees & Fines

User fees and fines (including parking fees and fines) are recognised as revenue when the service has been

provided, the payment is received, or when the penalty has been applied, whichever first occurs.

A provision for doubtful debts is recognised when collection in full is no longer probable.

Sale of property, plant and equipment, infrastructure

The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the

buyer.

Interest & Rents

Interest and rents are recognised as revenue on a proportional basis when the payment is due, the value of

the payment is notified, or the payment is received, whichever first occurs.

Dividends

Dividend revenue is recognised when the Council's right to receive payment is established.

c. Inventories

Inventories held for distribution are measured at cost adjusted when applicable for any loss of service

potential.

Other inventories are measured at the lower of cost and net realisable value.






d. Depreciation and amortisation of property, plant and equipment, infrastructure, intangibles

Buildings, land improvements, plant and equipment, infrastructure, heritage assets, and other assets having

limited useful lives are systematically depreciated over their useful lives to the Council in a manner which

reflects consumption of the service potential embodied in those assets. Estimates of remaining useful lives

and residual values are made on a regular basis with major asset classes reassessed annually. Depreciation

rates and methods are reviewed annually.

Where assets have separate identifiable components that are subject to regular replacement, these

components are assigned distinct useful lives and residual values and a separate depreciation rate is

determined for each component.

Road earthworks are not depreciated.

Straight line depreciation is charged based on the residual useful life as determined each year.

Major depreciation periods used are listed below and are consistent with the prior year unless otherwise

stated:

Property Period

Land

Land improvements 5 – 100 years

Buildings

Buildings 20-100 years

Heritage buildings 50-100 years

Plant and Equipment

Plant, machinery and equipment 3- 20 years

Fixtures, fittings and furniture 3-10 years

Computers & telecommunications 3- 9 years

Play equipment 10 years

Infrastructure

Roads

Road pavements – formation and drainage 100 years

Road pavements – sealed 1-75 years

Road pavements – unsealed 15-100 years

Kerb & channel 25-100 years

Bridges

Timber & steel construction 80 years

Reinforced concrete construction 130 years

Full timber construction 80 years

Culverts 130 years

Footpaths and bikepaths 40 years

Drainage

Drains 50-80 years

Pipes 80 years

Manholes/Pits 20-80 years

Intangible Assets

License agreement 10 years





d. Depreciation and amortisation of property, plant and equipment, infrastructure, intangibles (Continued)

Council acquired the license to operate the Mt Buller gas network, the cost of which is being amortised on a

straight line basis over 10 years (note 21). The cost of acquisition has been deferred and the amounts payable

in the future have been discounted to their present value as at the date of acquisition. The discount rate used

is Council’s incremental borrowing rate, being the rate at which similar borrowings could be obtained from

an independent financier under comparable terms and conditions.

e. Repairs and maintenance

Routine maintenance, repair costs, and minor renewal costs are expensed as incurred. Where the repair

relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold the

cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.

f. Borrowing Costs

Borrowing costs are recognised as an expense in the period in which they are incurred, except where they

are capitalised as part of a qualifying asset constructed by Council. Except where specific borrowings are

obtained for the purpose of specific asset acquisition, the weighted average interest rate applicable to

borrowings at balance date, excluding borrowings associated with superannuation, is used to determine the

borrowing costs to be capitalised.

Borrowing costs include interest on bank overdrafts, interest on borrowings, and finance lease charges.

g. Recognition and measurement of assets

Acquisition

The purchase method of accounting is used for all acquisitions of assets, being the fair value of assets

provided as consideration at the date of acquisition plus any incidental costs attributable to the acquisition.

Fair value is the amount for which the asset could be exchanged between knowledgeable willing parties in

an arm's length transaction.

Where assets are constructed by Council, cost includes all materials used in construction, direct labour,

borrowing costs incurred during construction, and an appropriate share of directly attributable variable and

fixed overheads.

The following classes of assets have been recognised in note 20. In accordance with Council's policy, the

threshold limits detailed below have applied when recognising assets within an applicable asset class and

unless otherwise stated are consistent with the prior year:






g. Recognition and measurement of assets (continued)

Property Threshold

Land

Land $1,000

Land under roads $1,000

Land improvements $1,000

Buildings

Buildings $3,000

Heritage Buildings $3,000

Plant and Equipment

Plant, machinery and equipment $1,000

Fixtures, fittings and furniture $1,000

Computers & telecommunications $500

Play Equipment $1,000

Infrastructure

Roads $5,000

Bridges $5,000

Footpaths and bikepaths $5,000

Drainage $5,000

Intangible Assets

License Agreement $1,000

Revaluation

Subsequent to the initial recognition of assets, non-current physical assets, other than plant and equipment,

fixtures, fittings & furniture and computer equipment are measured at their fair value, being the amount for

which the assets could be exchanged between knowledgeable willing parties in an arms length transaction.

At balance date, the Council reviewed the carrying value of the individual classes of assets measured at fair

value to ensure that each asset materially approximated its fair value. Where the carrying value materially

differed from the fair value at balance date the class of asset was revalued.

In addition, Council undertakes a formal revaluation of land, buildings, and infrastructure assets on a regular

basis every 3 years. The valuation is performed either by experienced Council officers or independent

experts.

Where the assets are revalued, the revaluation increments are credited directly to the asset revaluation

reserve except to the extent that an increment reverses a prior year decrement for that class of asset that had

been recognised as an expense in which case the increment is recognised as revenue up to the amount of

the expense. Revaluation decrements are recognised as an expense except where prior increments are

included in the asset revaluation reserve for that class of asset in which case the decrement is taken to the

reserve to the extent of the remaining increments. Within the same class of assets, revaluation increments

and decrements within the year are offset.

Land under roads

Council recognised the value of land under roads it controlled as at 30 June 2008 at fair value. Land under

roads acquired after 30 June 2008 is brought to account using the fair value basis.





h. Cash and cash equivalents

For the purposes of the cash flow statement, cash and cash equivalents include cash on hand, deposits at

call, and other highly liquid investments with original maturities of three months or less, net of outstanding

bank overdrafts.

i. Financial assets

Financial assets represent shares held in the MAPS Group Ltd. Shares are held at cost. No managed funds are

held by Council.

j. Investments

Investments, other than investments in associates, are measured at cost.

k. Investments in associates

Council holds no investment in associates.

l. Tender deposits

Amounts received as tender deposits and retention amounts controlled by Council are recognised as Trust

funds until they are returned or forfeited (refer to note 23).

m. Employee benefits

Wages and Salaries

Liabilities for wages and salaries and rostered days off are recognised and are measured as the amount

unpaid at balance date and include appropriate oncosts such as workers compensation and payroll costs.

Annual Leave

Annual leave entitlements are accrued on a pro rata basis in respect of services provided by employees up to

balance date.

Annual leave expected to be paid within 12 months is measured at nominal value based on the amount,

including appropriate oncosts, expected to be paid when settled.

Annual leave expected to be paid later than one year has been measured at the present value of the

estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are

used for discounting future cash flows.

Long Service Leave

Long service leave entitlements payable are assessed at balance date having regard to expected employee

remuneration rates on settlement, employment related oncosts and other factors including accumulated

years of employment, on settlement, and experience of employee departure per year of service. Long service

leave expected to be paid within 12 months is measured at nominal value based on the amount expected to

be paid when settled. Long service leave expected to be paid later than one year has been measured at the

present value of the estimated future cash outflows to be made for these accrued entitlements.

Commonwealth bond rates are used for discounting future cash flows.






m. Employee benefits (continued)

Classification of Employee Benefits

An employee benefit liability is classified as a current liability if the Council does not have an unconditional

right to defer settlement of the liability for at least 12 months after the end of the period. This would include

all annual leave and unconditional long service leave entitlements.

Superannuation

A liability is recognised in respect of Council's present obligation to meet the unfunded obligations of

defined benefit superannuation schemes to which its employees are members. The liability is defined as the

Council's share of the scheme's unfunded position, being the difference between the present value of

employees’ accrued benefits and the net market value of the scheme’s assets at balance date. The liability

also includes applicable contributions tax of 15%.

The superannuation expense for the reporting year is the amount of the statutory contribution the Council

makes to the superannuation plan which provides benefits to its employees together with any movements

(favourable/unfavourable) in the position of any defined benefits schemes. Details of these arrangements are

recorded in note 30.

Retirement gratuities

Council has no retirement gratuities liability.

n. Leases

Finance leases

Leases of assets where substantially all the risks and benefits incidental to ownership of the asset, but not the

legal ownership, are transferred to the Council are classified as finance leases. Finance leases are capitalised,

recording an asset and a liability at the lower of fair value of the asset and the present value of the minimum

lease payments, including any guaranteed residual value. Lease payments are allocated between the

reduction of the lease liability and the interest expense. Leased assets are amortised on a straight line basis

over their estimated useful lives to the Council where it is likely that the Council will obtain ownership of the

asset or over the term of the lease, whichever is the shorter. Leased assets are currently being amortised over

a 3 to 8 year period.

Operating leases

Lease payments for operating leases are required by the accounting standard to be recognised on a straight

line basis, rather than expensed in the years in which they are incurred.

Leasehold improvements

Leasehold improvements are recognised at cost and are amortised over the unexpired period of the lease or

the estimated useful life of the improvement, whichever is the shorter. At balance date, Council has no

leasehold improvements.





o. Allocation between current and non-current

In the determination of whether an asset or liability is current or non-current, consideration is given to the

time when each asset or liability is expected to be settled. The asset or liability is classified as current if it is

expected to be settled within the next twelve months, being the Council's operational cycle, or if the Council

does not have an unconditional right to defer settlement of a liability for at least 12 months after the

reporting date.

p. Agreements equally proportionately unperformed

The Council does not recognise assets and liabilities arising from agreements that are equally

proportionately unperformed in the balance sheet. Such agreements are recognised on an 'as incurred'

basis.

q. Web site costs

Costs in relation to websites are charged as an expense in the period in which they are incurred.

r. Goods and Services Tax (GST)

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST

incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is recognised as

part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in

the balance sheet are shown inclusive of GST.

Cash flows are presented in the cash flow statement on a gross basis, except for the GST component of

investing and financing activities, which are disclosed as operating cash flows.

s. Impairment of assets

At each reporting date, the Council reviews the carrying value of its assets to determine whether there is any

indication that these assets have been impaired. If such an indication exists, the recoverable amount of the

asset, being the higher of the asset's fair value less costs to sell and value in use, is compared to the assets

carrying value. Any excess of the assets carrying value over its recoverable amount is expensed to the

Comprehensive Income Statement, unless the asset is carried at the revalued amount in which case, the

impairment loss is recognised directly against the revaluation surplus in respect of the same class of asset to

the extent that the impairment loss does not exceed the amount in the revaluation surplus for that same

class of asset.

t. Other accounting policies

No other accounting policies are considered relevant at balance date

u. Rounding

Unless otherwise stated, amounts in the financial report have been rounded to the nearest dollars.

v. Non-current assets held for sale

A non-current asset held for sale is measured at the lower of its carrying amount and fair value less costs to

sell. At balance date, Council did not hold any non-current assets for sale.






w. Financial Guarantees

Financial guarantee contracts are recognised as a liability at the time the guarantee is issued. The liability is

initially measured at fair value, and if there is material increase in the likelihood that the guarantee may have

to be exercised, at the higher of the amount determined in accordance with AASB 137 Provisions, Contingent

Liabilities and Contingent Assets and the amount initially recognised less cumulative amortisation, where

appropriate. In the determination of fair value, consideration is given to factors including the probability of

default by the guaranteed party and the likely loss to Council in the event of default.

x. Pending Accounting Standards

The following Australian Accounting Standards have been issued or amended and are applicable to the Council but

are not yet effective.

They have not been adopted in preparation of the financial statements at reporting date.

Standard / Interpretation Summary Applicable for annual

reporting periods

beginning or ending on

Impact on Local

Government financial

statements

AASB 2009-5 Further

Amendments to

Australian Accounting

Standards arising from the

Annual Improvements

Project. [AASB 5, 8, 101,

107, 117, 118, 136 & 139]

Some amendments will

result in accounting

changes for presentation,

recognition or

measurement purposes,

while other amendments

will relate to terminology

and editorial changes.

Beginning 1 Jan 2010 Terminology and editorial

changes. Impact minor.

AASB 2009-8

Amendments to


Standards – Group Cash-

settled Share-based

Payment Transactions.

[AASB 2]

The amendments clarify

the scope of AASB 2.

Beginning 1 Jan 2010 No impact. AASB 2 does

not apply to Local

Government;

consequently this

Standard does not apply.

AASB 2009-9

Amendments to


Standards – Additional

Exemptions for First-time

Adopters [AASB 1]

Applies to entities

adopting Australian

Accounting Standards for

the first time, to ensure

entities will not face

undue cost or effort in the

transition process in

particular situations.

Beginning 1 Jan 2010 No impact. Relates only to

first time adopters of


Standards.

AASB 2009-10

Amendments to


Standards – Classification

of Rights Issues [AASB

132]

The Standard makes

amendments to AASB 132,

stating that rights issues

must now be classed as

equity rather than

derivative liabilities.

Beginning 1 Feb 2010 No impact. Local

Government do not issue

rights, warrants and

options, consequently the

amendment does not

impact on the statements.





x. Pending Accounting Standards (continued)

AASB 9 Financial

Instruments

This standard simplifies

requirements for the

classification and

measurement of financial

assets resulting from

Phase 1 of the IASB’s

project to replace IAS 39

Financial Instruments:

Recognition and

Measurement (AASB 139

Financial Instruments:

Recognition and

Measurement).

Beginning 1 Jan 2013 Detail of impact is still

being assessed.

AASB 2009-11

Amendments to


Standards arising from

AASB 9 [AASB 1, 3, 4, 5, 7,

101, 102, 108, 112, 118,

121, 127, 128, 131, 132,

136, 139, 1023 & 1038 and

Interpretations 10 & 12]

This gives effect to

consequential changes

arising from the issuance

of AASB 9.

Beginning 1 Jan 2013 Detail of impact is still

being assessed.

AASB 2009-12

Amendments to


Standards [AASBs 5, 8,

108, 110, 112, 119, 133,

137, 139, 1023 & 1031 and

Interpretations 2, 4, 16,

1039 & 1052]

This Standard amends

AASB 8 to require an

entity to exercise

judgement in assessing

whether a government

and entities know to be

under the control of that

government are

considered a single

customer for purposes of

certain operating

segment disclosures .This

Standard also makes

numerous editorial

amendments to other

AASs.

Beginning 1 Jan 2011 AASB 8 does not apply to

Local Government

therefore no impact

expected. Otherwise, only

editorial changes arsing

from amendments to

other standards, no major

impact. Impacts of

editorial amendments are

not expected to be

significant.

AASB 2009-13

Amendments to


Standards arising from

Interpretation 19. [AASB 1]

Consequential

amendment to AASB 1

arising from publication of

Interpretation 19.

Beginning 1 Jul 2010 Local Governments do not

extinguish financial

liabilities with equity

instruments, therefore

requirements of

Interpretation 17 and

related amendments have

no impact.






x. Pending Accounting Standards (continued)

AASB 2009-14

Amendments to

Australian Interpretation –

Prepayments of a

Minimum Funding

Requirement [AASB

Interpretation 14]

Amendment to

Interpretation 14 arising

from the issuance of

Prepayments of a Minimum

Funding Requirement.

Beginning 1 Jan 2011 Expected to have no

significant impact.

y. Contingent assets and contingent liabilities and commitments

Contingent assets and contingent liabilities are not recognised in the Balance Sheet, but are disclosed by way of

a note and, if quantifiable, are measured at nominal value. Contingent assets and liabilities are presented

inclusive of GST receivable or payable respectively.

Commitments are not recognised in the Balance Sheet. Commitments are disclosed at their nominal value and

inclusive of the GST payable.




Note 2 Rates and charges

Council uses Capital Improved Valuation basis as the basis of valuation of all properties within the municipal district.

The capital improved value is the value of the land plus any improvements.

The Valuation Base used to calculate general rates for 2009/10 was $2,433 million (2008-2009 $2,409 million). The

2009/2010 rate in the dollar for the general residential base was 0.002888 (2008-09 - 0. 002662)

2010 2009

$ $

Residential 4,100,433 3,695,163

Commercial/Industrial 480,027 458,148

Farm/Rural 2,175,786 1,992,464

Municipal Charge 1,565,170 1,479,609

Garbage & Recycling Charges 1,452,443 1,372,009

9,773,859 8,997,393

The date of the latest general revaluation of land for rating purposes within the municipal district was 1 January

2008, and the valuation first applied to the rating period commencing 1 July 2008.

The date of the previous general revaluation of land for rating purposes within the municipal district was 1 January

2006, and the valuation first applied to the rating period commencing 1 July 2006.

The date of the next general revaluation of land for rating purposes within the municipal district is 1 January 2010,

and the valuation will be first applied in the rating year commencing 1 July 2010.

Note 3 Statutory fees and fines

Building permits and applications 238,549 170,355

Planning permits and applications 110,151 90,691

Fines 42,718 17,203

Land information certificates 12,652 10,535

Registrations 201,760 158,300

State Revenue Office – Revaluation - 72,760

Carlyle Cemetery 26,284 24,881

Subdivision supervision 12,017 14,776

Other fees 47,117 40,668

691,248 600,169

Note 4 User fees

Heritage Precinct and Burke Museum 164,627 153,366

Delivered Meals 70,318 69,785

Swimming Pools – Private 80,769 85,956

Swimming Pools – Council 82,851 84,001

Home Care 66,873 61,340

Waste Disposal Sites 44,313 45,466

Rental 72,718 74,815

Other fees 85,344 82,034

667,813 656,763





2010 2009

Note 5 Grants $ $

Grants were received in respect of the following :

Summary of grants

Federally funded grants 3,173,303 3,582,119

State funded grants 8,618,792 6,444,049

Other 59,000 51,500

Total 11,851,095 10,077,668

Recurrent

Commonwealth Government - Roads to Recovery 802,792 1,272,037

Victoria Grants Commission - Unallocated 2,413,797 2,862,663

Victoria Grants Commission - Local Roads 1,428,707 1,735,093

School crossing supervisors 5,210 5,210

Heritage advisor 14,000 14,000

After School Care 8,992 9,647

Youth Support Services 38,130 45,100

Home Care 350,767 338,058

Personal Care 44,149 42,804

Minor Works & Equipment 12,209 8,824

Maternal and Child Health 105,275 144,538

Property Maintenance 44,886 43,519

Respite (Home & Community) 19,068 18,490

Service System Resourcing 59,756 107,937

Centre Based Meals 13,340 12,936

Volunteer Co-Ordination 27,241 26,410

Assessment – Aged Services 51,025 36,342

Rural Access Initiative 97,610 94,637

Planned Activity - 13,128

Delivered Meals 18,074 17,136

Senior Citizens week - 4,700

Immunisation 3,652 10,437

Respite (Disability Services) 58,087 56,276

Freeza Events 17,505 19,450

SES Grants 35,400 21,560

National Youth Week - 4,000

DPCD – Community Strengthening Project - 85,000

Risk Management & Emergency Response - 25,000

DHS – SAMS Disaster Support 53,266 25,433

Total recurrent 5,722,938 7,100,365

Non – Recurrent

Tobacco Plan 12,411 3,927

Destination Marketing 31,932 -

Northern Rural Skills Connect 50,000 -

HACC Certificate III training - 4,545

Capital Grants – Other 64,560 146,020

Capital Grants – Buildings - 10,750

Capital Grants – Roads 603,479 -

Business Continuity Program 30,000 -

Havelock Rd Stormwater Re-use - 50,000




Note 5 Grants (continued) 2010

$

2009

$

Biodiversity Planning project - 20,000

Business Assistant 17,500 -

Other Tourist Events 37,500 53,000

Golden Horseshoes Festival - 3,000

Museums & Historical Sites 6,500 16,750

Murray to Mountains Stage 2 434,091 120,909

Other Grants 86,630 100,545

DPCD – Community Strengthening Project 71,682 80,000

Dept Infrastructure – RLCIP Funding 220,000 434,000

DPCD – Grants 569,101 142,490

Dept Infrastructure – CIP Funding 2,188,867 1,728,867

Rural City of Wangaratta – Roadside Partnership Program 10,000 27,500

DPI – BCLG Funding 25,000 35,000

VicRoads – Grants 243,894 -

Regional Development Victoria – Grants 1,042,425 -

DSE – Roadside Partnership Program 30,000 -

DPI & DHS Bushfire Recovery – Grants 352,585 -

Total non – recurrent 6,128,157 2,977,303

Total Grants 11,851,095 10,077,668

Conditions on Grants

Grants recognised as revenue during the year that were obtained on condition that

they be expended in a specified manner that had not occurred at balance date were:

Community Health 337,613 132,669

Capital Works 459,545 2,768,106

Tourism 51,500 40,000

Environmental Health 12,410 3,927

Planning - 16,830

Conservation & Natural Resources 48,190 16,595

Emergency Recovery 6,867 155,433

Operations - 5,379

916,125 3,138,939

Grants which were recognised as revenue in prior years and were expended

during the current year in the manner specified by the grantor were:

Community Health 133,110 13,507

Capital Works 2,682,555 935,067

Tourism 118,799 254,600

Planning 14,322 46,844

Conservation & Natural Resources 157,595 16,813

Operations 621 -

3,107,002 1,266,831

Net increase (decrease) in restricted assets resulting from grant revenues for the year: (2,190,877) 1,872,108





2010 2009

$ $

Note 6 Contributions

Cash

Road Contributions 204,500 47,498

Open Space Contributions 7,265 60,039

Capital Contributions 195,051 197,944

Other 450,813 395,140

857,629 700,621

Non-monetary assets

Land under Roads - 43,484

- 43,484

Total Contributions

857,629 744,105

Note 7 Reimbursements

Road Maintenance/Works 21,791 32,233

Other 292,754 155,098

314,545 187,331

Note 8 Other revenue

Interest 295,973 296,368

Interest on rates 20,416 21,343

Sale of Quarry Material 310,418 222,436

Merchandise Sales 79,977 71,692

External Services 3,080,744 3,721,359

Sale of Recyclables 56,628 48,320

Advertising 51,714 (304)

Other 369,449 561,555

4,265,319 4,942,769




2010 2009

Note 9 Employee benefits $ $

Wages and salaries 6,748,896 6,071,529

Annual leave and long service leave 747,876 699,960

Sick leave 180,920 167,808

Superannuation 560,026 509,232

Fringe benefits tax and work cover 276,626 358,230

Redundancy 17,225 1,046

Other staff costs 456,858 452,848

8,988,427 8,260,653

Note 10 Materials and services

Waste Collection 970,000 862,926

Gas purchases – Mt Buller 1,363,862 1,612,395

Utilities 531,199 505,358

Private Civil Works 2,104 3,986

Fuel 387,385 442,882

Other 3,321,929 2,747,203

6,576,479 6,174,750

Note 11 Bad and doubtful debts

Sundry debtors 11,277 1,690

11,277 1,690

Note 12 Depreciation and amortisation

Property

Land

Recreation and sporting reserves 144,270 165,725

Land improvements 13,658 40,960

Buildings

Heritage buildings 339,070 266,524

Buildings 692,432 633,113

Plant and Equipment

Plant, machinery and equipment 451,920 436,391

Leased plant and equipment 62,120 64,873

Fixtures, furniture and fittings 85,618 82,099

Computers and telecommunications 84,435 95,291

Street furniture 13,662 4,245

Playground equipment 88,810 67,032

Infrastructure

Roads 2,386,112 2,093,568

Footpaths 115,884 62,918

Bridges 134,710 101,653

Drainage & culverts 161,172 65,777

Intangible Assets

Buller Gas Licence 79,983 79,983

4,853,856 4,260,152





2010

$

2009

$

Note 13 Finance costs

Bank overdraft charges - -

Interest – borrowings 132,687 170,575

Interest – finance leases 9,652 13,760

142,339 184,335

Note 14 Other expenses

Audit fees 54,814 54,612

Councillors allowances 161,022 137,745

External plant hire 61,254 44,127

Plant and fleet repairs 137,628 224,239

Advertising 108,210 95,089

Insurances 315,203 300,367

Operating lease rentals 463,887 532,084

Bank charges 62,087 54,766

Contributions to Upper Murray Regional Library 159,008 152,560

Contributions to Community Bodies and Committees 174,794 156,368

Contributions to Tourism Bodies 192,253 184,104

Other 537,431 648,090

2,427,591 2,584,151

Note 15 Cash and cash equivalents

Cash on hand 1,560 1,461

Cash at bank 5,896,713 9,398,727

5,898,273 9,400,188

Users of the financial report should refer to Note 29 for details of restrictions

on cash assets and note 31 for details of existing Council commitments.

Note 16 Trade and other receivables

Current

Rates debtors 276,619 271,041

Special Rates 2,200 10,585

Loans and advances to community organisations 6,470 6,470

Other debtors 1,590,038 677,814

Net GST Receivable 280,947 188,461

Less: Provision for doubtful debts (11,193) (33,082)

2,145,081 1,121,289

Non-current

Special Rates 1,293 1,954

Loans and advances to community organisations 11,453 16,916

Other receivables 6,578 12,908

19,324 31,778

Note 17 Financial assets

MAPS Shares at cost 7,080 7,080

No managed funds are held by Council.




2010

$

2009

$

Note 18 Inventories

Inventories for distribution 8,130 9,011

Inventories for sale – Gas 109,499 90,645

117,629 99,656

Note 19 Other assets

Current

Prepayments 356,475 147,264

Accrued income 619,208 521,446

975,683 668,710

Note 20 Property, plant, equipment and infrastructure

Summary

At cost 21,696,928 8,806,636

At Fair Value 30 June 2009 233,713,546 233,713,546

Less accumulated depreciation (83,971,626) (79,298,374)

Total 171,438,848 163,221,808

Property

Land

At Cost 295,442


9,166,442 8,871,000

Land under roads

At Fair Value 30 June 2009 43,484 43,484

43,484 43,484

Land Improvements

At Cost 560,527 -


Less: Accumulated Depreciation (98,173) (84,515)

985,778 438,909

Buildings

At Cost 962,156 -


Less: Accumulated Depreciation (12,850,767) (12,158,335)

33,789,613 33,519,889





2010

$

2009

$

Note 20 Property, plant, equipment and infrastructure (continued)

Buildings – Heritage

At Cost 342,585 -



10,585,515 10,582,000

Recreation Grounds

At Cost 217,684 -



2,287,381 2,213,967

Total Property 56,858,213 55,669,249

Land and buildings, including land under roads, were independently revalued by A.W. Male (FAPI.Dip.AgSc) as at 30

June 2009. Recreation grounds were revalued as at 30 June 2009 by Robert Uebergang of Council using current

contract construction rates and material prices. The basis of valuation is current replacement cost less accumulated

depreciation based on condition assessment. Unit rates were reviewed at 30 June 2010 and no material change in

unit rates were noted to warrant varying valuations at 30 June 2009.

The valuation of land is at fair value, being market value based on highest and best use permitted by relevant land

planning provisions/restricted covenants. The valuation of buildings (including heritage buildings) is at fair value

based on current replacement cost less accumulated depreciation to reflect market value.

2010

$

2009

$

Plant & Equipment

Plant, machinery and equipment

At Cost 4,274,492 3,805,423


2,208,835 2,091,066

Leased plant and equipment

At Cost 601,803 601,803

Less: Accumulated Amortisation (248,479) (186,360)

353,324 415,443

Fixtures, fittings & furniture

At Cost 1,073,652 1,056,806


378,341 447,113

Computers and telecommunications

At cost 967,631 810,915


252,485 180,204




2010

$

2009

$


Playground equipment

At Cost 76,571 -



510,034 522,273

Street Furniture

At Cost 105,667 -



243,325 151,320

Total Plant & Equipment 3,946,344 3,807,419

Infrastructure

Roads

At Cost 4,256,251 -



83,847,912 81,977,773

Footpaths

At Cost 881,483 -



2,627,867 1,862,268

Bridges and Culverts

At Cost 296,434 -



10,556,782 10,395,058

Stormwater Drainage

At Cost 270,180 -



7,087,360 6,978,352

Total Infrastructure 104,119,921 101,213,451






2010

$

2009

$

Works in Progress

Buildings at Cost 2,783,462 524,655

Roads at Cost 410,078 641,163

Bridges at Cost 10,300 11,748

Other at Cost 3,310,530 1,354,123

6,514,370 2,531,689

Total property, infrastructure, plant and equipment 171,438,848 163,221,808

Valuations

Roads were revalued by Peter Maloney, Dip CE. CE. EWS. MIEAust, of Maloney Asset Management Systems as at 30

June 2009 based on then current road component constructions rates and contract prices. The basis of valuation was

current replacement cost less accumulated depreciation based on road condition assessments conducted by Peter

Maloney.

Infrastructure assets, playground equipment and street furniture were revalued as at 30 June 2009 by Robert

Uebergang of Council using current contract construction rates and material prices. The basis of valuation is current

replacement cost less accumulated depreciation based on condition assessment.





Reconciliation of the carrying amounts of each class of assets at the beginning and end of the current financial year

are set out below:

Asset Classes

2010

Carrying

amount at

1 July 2009

Additions Transfers Disposals Depreciation Carrying

amount at

30 June 2010

$ $ $ $ $ $

Property

Land 8,871,000 287,956 7,486 - - 9,166,442

Land under roads 43,484 - - - - 43,484

Land improvements 438,909 138,843 421,684 - (13,658) 985,778

Recreation grounds 2,213,967 179,962 37,722 - (144,270) 2,287,381

Total Land 11,567,360 606,761 466,892 - (157,928) 12,483,085

Buildings 33,519,889 895,284 66,872 - (692,432) 33,789,613

Historic buildings 10,582,000 39,998 302,587 - (339,070) 10,585,515

Total buildings 44,101,889 935,282 369,459 - (1,031,502) 44,375,128

Total Property 55,669,249 1,542,043 836,351 - (1,189,430) 56,858,213

Plant and Equipment

Plant, machinery and

equipment 2,091,066 680,108 - (110,416) (451,923) 2,208,835

Leased plant & equipment 415,443 - - - (62,120) 353,323

Fixtures, fittings and furniture 447,113 16,846 - - (85,618) 378,341

Computers and

telecommunications 180,204 156,716 - - (84,435) 252,485

Street furniture 151,320 21,617 84,050 - (13,662) 243,325

Playground equipment 522,273 76,571 - - (88,810) 510,034

Total Plant and Equipment 3,807,419 951,858 84,050 (110,416) (786,568) 3,946,343

Infrastructure

Roads 81,977,773 3,542,793 713,458 - (2,386,112) 83,847,912

Footpaths 1,862,268 655,887 225,596 - (115,884) 2,627,867

Bridges 10,395,058 294,986 1,448 - (134,710) 10,556,782

Drainage & Culverts 6,978,352 237,250 32,930 - (161,172) 7,087,360

Total Infrastructure 101,213,451 4,730,916 973,432 - (2,797,878) 104,119,921

Works in Progress

Buildings 524,655 2,582,372 (323,565) - - 2,783,462

Bridges 11,748 - (1,448) - - 10,300

Roads 641,163 353,270 (584,355) - - 410,078

Other 1,354,123 2,940,872 (984,465) - - 3,310,530

Total works in progress 2,531,689 5,876,514 (1,893,833) - - 6,514,370

Total 163,221,808 13,101,331 - (110,416) (4,773,876) 171,438,847






Asset Classes

2009

Carrying

amount at

1 July 2008

Additions Revaluation

Increments

(Decrements)

Recognised

first time

Transfers Disposals Depreciation Carrying

amount at

30 June

2009

$ $ $ $ $ $ $ $

Property

Land 7,105,232 - 1,590,041 - 175,727 - - 8,871,000

Land under roads - - - 43,484 - - - 43,484

Land improvements 844,197 28,172 - - (392,500) - (40,960) 438,909

Recreation grounds 2,258,962 81,326 (261,055) - 300,459 - (165,725) 2,213,967

Total Land 10,208,391 109,498 1,328,986 43,484 83,686 - (206,685) 11,567,360

Buildings 23,936,873 119,186 10,146,806 - (49,863) - (633,113) 33,519,889

Historic buildings 7,822,114 60,755 1,988,507 - 977,148 - (266,524) 10,582,000

Total buildings 31,758,987 179,941 12,135,313 - 927,285 - (899,637) 44,101,889

Total Property 41,967,378 289,439 13,464,299 43,484 1,010,971 - (1,106,322) 55,669,249

Plant and Equipment

Plant, machinery and

equipment 1,680,496 980,616 - - 64,046 (197,701) (436,391) 2,091,066

Leased plant & equipment 482,966 - - - - (2,650) (64,873) 415,443

Fixtures, fittings and furniture 364,621 70,440 - - 94,151 - (82,099) 447,113

Computers and

telecommunications 220,601 54,894 - - - - (95,291) 180,204

Street furniture 47,115 32,291 (152,705) - 228,864 - (4,245) 151,320

Playground equipment 310,852 17,995 258,311 - 2,147 - (67,032) 522,273

Total Plant and Equipment 3,106,651 1,156,236 105,606 - 389,208 (200,351) (749,931) 3,807,419

Infrastructure

Roads 78,212,778 1,291,883 4,509,067 - 57,613 - (2,093,568) 81,977,773

Footpaths 1,307,149 43,613 508,469 - 65,955 - (62,918) 1,862,268

Bridges 7,326,825 13,280 3,156,606 - - - (101,653) 10,395,058

Drainage & Culverts 5,232,100 - 1,812,029 - - - (65,777) 6,978,352

Total Infrastructure 92,078,852 1,348,776 9,986,171 - 123,568 - (2,323,916) 101,213,451

Works in Progress

Buildings 1,035,535 374,691 - - (885,571) - - 524,655

Bridges 10,300 1,448 - - - - - 11,748

Roads 98,496 619,863 - - (77,196) - - 641,163

Other 838,658 1,076,445 - - (560,980) - - 1,354,123

Total works in progress 1,982,989 2,072,447 - (1,523,747) - - 2,531,689

Total 139,135,870 4,866,898 23,556,076 43,484 - (200,351) (4,180,169) 163,221,808




2010 2009

$ $

Note 21 Intangible Assets

Licence Agreement 799,830 799,830

Less: Accumulated Amortisation (559,881) (479,898)

239,949 319,932

Note 22 Trade and other payables

Trade creditors 3,262,954 2,201,007

Net GST payable 144,744 121,584

Accrued expenses 106,089 60,791

3,513,787 2,383,382

Note 23 Trust funds and deposits

Refundable building deposits 54,404 59,403

Carlyle cemetery trust 55,316 35,921

Other refundable deposits 162,242 151,975

271,962 247,299

Note 24 Provisions

Annual

Leave

Long

Service

Leave

Roster

Days

Off

Total

$ $ $ $

2010

Balance at beginning of the financial year 648,319 953,444 71,521 1,673,284

Additional provisions 757,838 272,390 180,594 1,210,822

Amounts used 761,646 244,289 190,071 1,196,006

Balance at end of financial year 644,511 981,545 62,044 1,688,100

2009

Balance at beginning of the financial year 610,150 832,163 49,101 1,491,414

Additional provisions 669,107 237,549 149,632 1,056,288

Amounts used 630,938 116,268 127,212 874,418

Balance at end of financial year 648,319 953,444 71,521 1,673,284





2010

$

2009

$

Note 24 Provisions (continued)

Employee Benefits

Current (i)

Annual Leave 644,511 648,319

Long Service Leave 728,714 667,200

Rostered Day’s Off 62,044 71,520

1,435,269 1,387,039

Non Current (ii)

Long Service Leave 252,831 286,244

Aggregate carrying amount of provisions

Current 1,435,269 1,387,039

Non-current 252,831 286,244

1,688,100 1,673,283

The following assumptions were adopted in measuring the present value of long service leave:

Weighted average increase in employee costs 4.48% 4.45%

Weighted average discount rates 5.16% 5.48%

Weighted average settlement period (months) 13 13

(i) Current

All annual leave and the long service leave entitlements representing 10 or more

years of continuous service

• Short-term employee benefits, that fall due within 12 months after the

end of the period measured at nominal value

848,555

771,839

• Other long-term employee benefits that do not fall due within 12

months after the end of the period measured at present value

586714

615,200

1,435,269 1,387,039

(ii) Non-current

Long service leave representing less than 10 years of continuous service

measured at present value

252,831

286,244

Note 25 Interest bearing loans and borrowings

Current

Bank Loans – Secured 400,236 440,057

License Agreement 98,252 89,634

498,488 529,691

Non Current

Bank Loans – Secured 957,884 1,358,119

License Agreement 224,888 323,141

1,182,772 1,681,260

Total 1,681,260 2,210,951

The maturity profile for Council’s borrowings is:

Not later than one year 498,488 529,691

Later than one year and not later than five years 1,001,478 1,386,609

Later than five years 181,294 294,651




Note 25 Interest bearing loans and borrowings (continued)

2010

$

2009

$

Finance Leases

Council had the following obligations under finance leases for the lease of

equipment (the sum of which is recognised as a liability after deduction of future

lease finance charges included in the obligation):


Later than one year and not later than five years 155,556 263,050

Later than five years - -

Minimum lease payments 253,396 356,848

Less: Future finance charges (10,524) (20,177)

Recognised in the balance sheet as: 242,872 336,671

Current

Leases 97,840 93,798

Non Current

Leases 145,032 242,873

Total 242,872 336,671

Aggregate carrying amount of interest-bearing loans and borrowings

Current 596,328 623,489

Non-current 1,327,804 1,924,133

1,924,132 2,547,622

Note 26 Reserves

Balance at

beginning of

reporting

period

Increment/

(decrement)

Balance at end

of reporting

period

2010

Asset Revaluation Reserve 95,960,810 - 95,960,810

Quarry Restoration Reserve 80,004 20,898 100,902

Landfill Rehabilitation Reserve 285,610 69,996 355,606

Property Sales Reserve 146,871 - 146,871

Resort and Recreation Reserve* 204,756 (4,937) 199,819

Plant Replacement Reserve 524,915 (275,881) 249,034

Buller Gas Reserve 143,937 48,876 192,813

97,346,903 (141,048) 97,205,855

2009

Asset Revaluation Reserve 72,404,734 23,556,076 95,960,810

Quarry Restoration Reserve 45,000 35,004 80,004

Landfill Rehabilitation Reserve 225,610 60,000 285,610

Property Sales Reserve 146,871 - 146,871

Resort and Recreation Reserve* 144,717 60,039 204,756

Plant Replacement Reserve 405,894 119,021 524,915

Buller Gas Reserve 92,598 51,339 143,937

73,465,424 23,881,479 97,346,903





2010

$

2009

$

Note 27 (a) Reconciliation of cash flows from operating

activities to Comprehensive Result

Profit / (Loss) for year 5,425,031 4,794,142

Contribution – Non-monetary assets - (43,484)

Depreciation and Amortisation 4,853,856 4,260,152

Increase/(Decrease) in Provisions 14,817 166,792

Increase/(Decrease) in Payables and Accruals 1,130,405 1,009,007

Increase/(Decrease) in Trust Funds 24,663 22,890

(Increase)/Decrease in Receivables (1,028,615) 365,613

(Increase)/Decrease in Inventory (17,973) 46,098

(Increase)/Decrease in Other Assets (306,973) 105,876

(Profit)/Loss on sale of Property, Plant and Equipment (3,492) (53,675)

Net Cash provided by / (used in) operating activities 10,091,719 10,673,411

Note 27 (b) Reconciliation of cash and cash equivalents

Cash and cash equivalents (see note 15) 5,898,273 9,400,188

Less bank overdraft - -

5,898,273 9,400,188

Note 28 Financing arrangements

Bank overdraft 750,000 750,000

Used facilities - -

Unused facilities 750,000 750,000

Note 29 Restricted assets

Council has cash and cash equivalents (Note 15) that are subject to restrictions.

As at the reporting date, Council had legislative restrictions to employee

entitlements (Long Service Leave) and reserve funds (Recreation Land

Reserves).

Long Service Leave (note 24) 981,545 827,970

Legislative Reserve Funds (note 26) 199,819 204,757

1,181,364 1,032,727

* Restricted asset for long service leave is based on the Local Government (Long Service Leave) Regulations 2002 and does not necessarily

equate to the long service leave liability disclosed in note 24 due to a different basis of calculation prescribed by the regulation.




Note 30 Superannuation

With the exception of those employees who have exercised their “Super Choice” rights and elected to direct their

contributions to a different fund, Council makes employer superannuation contributions in respect of its employees

to the Local Authorities Superannuation Fund (the Fund). Obligations for contributions (irrespective of the fund

contributed to) are recognised as an expense in profit or loss when they are due. The Fund has two categories of

membership, accumulation and defined benefit, each of which is funded differently.

The Fund's accumulation category, Vision Super Saver, receives both employer and employee contributions on a

progressive basis. Council contributions are normally based on a fixed percentage of employee earnings (9%

required under Superannuation Guarantee Legislation). No further liability accrues to the employer as the

superannuation benefits accruing to employees are represented by their share of the net assets of the Fund.

The Fund's Defined Benefit Plan is a multi-employer sponsored plan. As the Fund's assets and liabilities are pooled

and are not allocated by employer, the actuary is unable to reliably allocate benefit liabilities, assets and costs

between employers. As provided under Paragraph 32 (b) of AASB 119, Council does not use defined benefit

accounting for these contributions.

Council makes employer contributions to the defined benefit category of the Fund at rates determined by the

Trustee on the advice of the Fund's actuary. On the basis of the results of the most recent full actuarial investigation

conducted by the Fund's actuary as at 31 December 2008, Council makes the following contributions:-

- 9.25% of members’ salaries (same as previous year);

- the difference between resignation and retrenchment benefits paid to its retrenched employees (same as

previous year);

The Fund surplus or deficit (ie the difference between fund assets and liabilities) is calculated differently for funding

purposes (ie calculating required contributions) and for the calculation of accrued benefits as required in AAS 25 to

provide the values needed for the AASB 119 disclosure in the Council's financial statements. AAS 25 requires that

the present value of the defined benefit liability to be calculated based on benefits that have accrued in respect of

membership of the plan up to the measurement date, with no allowance for future benefits that may accrue. The

actuarial investigation concluded that although the Net Market Value of Assets was in excess of Accrued Benefits at

31 December 2008, based on the assumptions adopted, there was a shortfall of $71 million when the funding of

future benefits was also considered. However, Council was advised that no additional contributions are required for

30 June 2010. The actuary has commenced undertaking the next actuarial investigation to ascertain if additional

contributions would be required. The actuarial review will be as at 30 June 2010.

The result of the actuarial review is expected to be finalised during October 2010. Should the review identify a

funding shortfall requiring additional contributions, the Council will be notified of any amount payable by

November 2010 for payment on 1 July 2011. A further actuarial review will be undertaken as at 30 June 2011. Based

on the result of this further review, a detailed funding plan will be developed and implemented to achieve the

target of fully funding the Fund by 31 December 2013.

The Fund's liability for accrued benefits was determined in the 31 December 2008 actuarial review pursuant to the

requirements of Australian Accounting Standard AAS 25 as follows:

31 December 08

$’000

Net Market Value of Assets 3,630,432

Accrued Benefits (per accounting standards) 3,616,422

Difference between Assets and Accrued Benefits 14,010

Vested Benefits 3,561,588





Note 30 Superannuation (Continued)

The financial assumptions used to calculate the Accrued Benefits for the defined benefit category of the Fund were:

Net Investment Return 8.50% p.a.

Salary Inflation 4.25% p.a.

Price Inflation 2.75% p.a.

Details of contributions to superannuation funds during the year and contributions payable at 30 June are as

follows:

2010 2009

Defined benefits fund $ $

Employer contributions to Local Authorities Superannuation Fund (Vision Super) 67,882 68,145

Employer contributions payable to Local Authorities Superannuation Fund

(Vision Super) at reporting date

2,628

2,697

Accumulation funds

Employer contributions to Local Authorities Superannuation Fund (Vision Super) 420,593 364,817

Employer contributions to other Accumulation Funds (where Super Choice has

been exercised)

184,733

155,660

Employer contributions payable to Local Authorities Superannuation Fund

(Vision Super) at reporting date

17,241

13,655

Employer contributions payable to other Accumulation Funds (where Super

Choice has been exercised)

6,770

5,720

Contingent liability

Due to fluctuations in the value of assets underlying the fund and movements in the liabilities of the fund Council

may be required to make an additional contribution to the fund. At this point in time the amount, and the

likelihood of payment is not certain. Further detail of this matter is disclosed at note 33 – Contingent liabilities and

contingent assets.

Note 31 Commitments

At the reporting date, the Council had entered into contracts for the following

Capital and other expenditure:

Property, Plant and Equipment (Capital) 1,397,065 377,650

Provision of Council Services 2,878,314 2,622,934

4,275,379 3,000,584

These expenditures are due for payment:

Not later than one year 2,800,280 1,141,228

Later than one year and not later than five years 1,475,099 1,859,356

Later than five years

4,275,379 3,000,584




2010 2009

Note 32 Operating lease commitments $ $

a. Operating lease commitments

At the reporting date, the Council had the following obligations under non-

cancellable operating leases :


Later than one year and not later than two years 236,465 148,541

587,621 420,943

Note 33 Contingent liabilities and contingent assets

Contingent liabilities

At balance date, Council has $163,907 issued in bank guarantees as a form of deposit for the completion of various

contracts undertaken by Indigo Shire Council and the former Indigo Way Services. A number of the contracts that

these guarantees relate to have long been completed and all obligations have been met so the related bank

guarantees will need to be cancelled over the coming months.

Council operates a number of landfills which are currently not operational and operates several quarries. At balance

date, Council is unable to accurately assess the financial implications of any rehabilitation works that might be

required at those sites, however, an environmental review will be conducted during 2010/11 in order to provide

Council with recommendations on timing to rehabilitate each site as well as accurate cost estimates to rehabilitate

each of the sites.

Council has obligations under a defined benefit superannuation scheme that may result in the need to make

additional contributions to the scheme to ensure that the liabilities of the fund are covered by the assets of the

fund. As a result of the increased volatility in financial markets the likelihood of making such contributions in future

periods has increased. At this point in time it is not known if additional contributions will be required, their timing

or potential amount.

Contingent assets

Developer contributions to be received in respect of estates currently under development remain unquantifiable at

balance date.





Note 34 Financial Instruments

(a) Accounting Policy, Terms and Conditions Recognised Financial

Instruments

Note Accounting Policy Terms and Conditions

Financial Assets Cash and cash equivalents 15 Cash on hand and at bank and

money market call account are

valued at face value.

Interest revenues are recognised

as they accrue.

On Call deposits returned a

floating interest rate of 2.9% to

4.40% (2.5% to 3.15% in 2008/09).

Fixed term deposits attracted

interest rates during year ranging

between 3.15% and 5.82% (2.9%

and 8.45% in 2008/2009).

Trade, other receivables

other debtors

16

Receivables are carried at nominal

amounts due less any provision for

doubtful debts. A provision for

doubtful debts is recognised when

collection in full is no longer

probable.

Collectability of overdue accounts

is assessed on an ongoing basis.

General debtors are unsecured. No

interest rate is applied, however

legal costs can be incurred

through Council’s debt collection

agency.

Financial Liabilities

Trade and other payables 22

Liabilities are recognised for

amounts to be paid in the future

for goods and services provided to

Council as at balance date whether

or not invoices have been

received.

General Creditors are unsecured,

not subject to interest charges and

are normally settled within 30 days

of invoice receipt.

Interest bearing loans and

borrowings

25

Loans are carried at their principal

amounts, which represent the

present value of future cash flows

associated with servicing the debt.

Interest is accrued over the period

it becomes due and recognised as

part of payables.

Finance leases are accounted for at

their principal amount with the

lease payments discounted to

present value using the interest

rates implicit in the leases.

Borrowings are secured by way of

mortgages over the general rates

of the Council.

The weighted average on

borrowings is 7.39% during

2009/2010 (7.24% in 2008/2009).

At balance date, the Council had

finance leases with an average

lease term of 2.5 years

The weighted average rate implicit

in the leases is 2.8% (3.73% in

2008/2009).

Bank overdraft 28 Overdrafts are recognised at the

principal amount. Interest is

charged as an expense as it

accrues.

The overdraft is subject to annual

review. It is secured by a mortgage

over Council's general rates and is

repayable on demand.




Note 34 Financial Instruments (continued)

b) Interest Rate Risk

The exposure to interest rate risk and the effective interest rates of financial assets and financial liabilities, both recognised and unrecognised, at balance date are as follows:

2010 Fixed Interest Maturing In

Floating

Interest

Rate

1 year or

less

Over 1 year

to 5 years

Over 5

years

Non Interest

Bearing

Total

$ $ $ $ $ $

Financial Assets

Cash and cash equivalents 2,594,039 3,302,674 - - 1,560 5,898,273

Other financial assets - - - - 7,080 7,080

Trade and other receivables - 11,589 18,031 - 1,584,919 1,614,539

Other assets - - - - - -

Total Financial Assets 2,594,039 3,314,263 18,031 - 1,593,559 7,519,892

Weighted average interest rate 3.76% 5.57% 3.48% - -


Trade and other payables - - - - 3,513,787 3,513,787

Trust funds and deposits - - - - 271,962 271,962

Interest-bearing loans and borrowings - 596,328 1,146,510 181,294 - 1,924,132

Total Financial Liabilities - 596,328 1,146,510 181,294 3,785,749 5,709,881

Weighted average interest rate - 6.39% 7.10% 7.70% -

Net Financial Assets/(Liabilities) 2,594,039 2,717,935 (1,128,479) (181,294) (2,192,190) 1,810,011

2009 Fixed Interest Maturing In

Floating

Interest

Rate

1 year or

less

Over 1 year

to 5 years

Over 5

years

Non Interest

Bearing

Total

$ $ $ $ $ $

Financial Assets

Cash and cash equivalents 5,934,078 3,464,650 - - 1,460 9,400,188

Other financial assets - - - - 7,080 7,080

Trade and other receivables - 16,065 29,824 - 668,220 714,109

Other assets - - - - - -

Total Financial Assets 5,934,078 3,480,715 29,824 - 676,760 10,121,377

Weighted average interest rate 2.7% 3.96% 3.48% 0%


Trade and other payables - - - - 2,383,382 2,383,382

Trust funds and deposits - - - - 247,299 247,299

Interest-bearing loans and borrowings - 623,489 1,629,482 294,651 - 2,547,622

Total Financial Liabilities - 623,489 1,629,482 294,651 2,630,681 5,178,303

Weighted average interest rate 6.12% 5.96% 6.13%

Net Financial Assets/(Liabilities) 5,934,078 2,857,226 (1,599,658) (294,651) (1,953,921) 4,943,074






c) Net Fair Value

The aggregate net fair values of financial assets and financial liabilities, both recognised and unrecognised, at

balance date are as follows:

2010 2009

Financial Assets Carrying

Amount

Net Fair

Value

Carrying

Amount

Net Fair

Value

$ $ $ $ Cash and cash equivalents 5,898,273 5,898,273 9,400,188 9,400,188

Other financial assets 7,080 7,080 7,080 7,080

Trade and other receivables 1,924,132 1,924,132 714,109 714,109

Other assets - - - -

Total Financial Assets 7,829,485 7,829,485 10,121,377 10,121,377

2010 2009

Financial Liabilities Carrying

Amount

Net Fair

Value

Carrying

Amount

Net Fair

Value

$ $ $ $ Trade and other payables 3,513,787 3,513,787 2,383,382 2,383,382

Trust funds and deposits 271,962 271,962 247,299 247,299

Interest-bearing loans

and borrowings

1,924,132 2,430,132 2,547,622 3,278,622

Total Financial Liabilities 5,709,881 6,215,881 5,178,303 5,909,303

d) Credit Risk

The maximum exposure to credit risk at balance date in relation to each class of recognised financial asset is

represented by the carrying amount of those assets as indicated in the Balance Sheet.

(e) Risk Mitigation

The risks associated with our main financial instruments and our policies for minimising these risks are detailed

below.

Market Risk

Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate because of

changes in market prices. The Council's exposures to market risk are primarily through interest rate risk with only

insignificant exposure to other price risks and no exposure to foreign currency risk. Components of market risk to

which we are exposed are discussed below.

Interest Rate Risk

Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated with the

instrument will fluctuate due to changes in market interest rates. Interest rate risk arises from interest bearing

financial assets and liabilities that we use. Non derivative interest bearing assets are predominantly short term liquid

assets. Our interest rate liability risk arises primarily from long term loans and borrowings at fixed rates which

exposes us to fair value interest rate risk.





(e) Risk Mitigation (continued)

Our loan borrowings are sourced from major Australian banks by a tender process. Finance leases are sourced from

major Australian financial institutions. Overdrafts are arranged with major Australian banks. We manage interest

rate risk on our net debt portfolio by:

- ensuring access to diverse sources of funding;

- reducing risks of refinancing by managing in accordance with target maturity profiles; and

- setting prudential limits on interest repayments as a percentage of rate revenue.

We manage the interest rate exposure on our net debt portfolio by appropriate budgeting strategies and obtaining

approval for borrowings from the Australian Loan Council each year.

Investment of surplus funds is made with approved financial institutions under the Local Government Act 1989. We

manage interest rate risk by adopting an investment policy that ensures:

- conformity with State and Federal regulations and standards;

- capital protection;

- appropriate liquidity;

- diversification by credit rating, financial institution and investment product;

- monitoring of return on investment; and

- benchmarking of returns and comparison with budget.

Maturity will be staggered to provide for interest rate variations and to minimise interest rate risk.

Credit Risk

Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and

cause us to make a financial loss. We have exposure to credit risk on all financial assets included in our balance

sheet. To help manage this risk:

- we have a policy for establishing credit limits for the entities we deal with;

- we may require collateral where appropriate; and

- we only invest surplus funds with financial institutions which have a recognised credit rating specified in our

investment policy.

Trade and other receivables consist of a large number of customers, spread across the consumer, business and

government sectors. Credit risk associated with the Council's financial assets is minimal because the main debtor is

the Victorian Government. Apart from the Victorian Government we do not have any significant credit risk exposure

to a single customer or groups of customers. Ongoing credit evaluation is performed on the financial condition of

our customers and, where appropriate, an allowance for doubtful debts is raised.

We may also be subject to credit risk for transactions which are not included in the balance sheet, such as when we

provide a guarantee for another party. Details of our contingent liabilities are disclosed in note 33.

Liquidity Risk

Liquidity risk includes the risk that, as a result of our operational liquidity requirements:

- we will not have sufficient funds to settle a transaction on the date;

- we will be forced to sell financial assets at a value which is less than what they are worth; or

- we may be unable to settle or recover financial assets at all.






(e) Risk Mitigation (continued)

To help reduce these risks we:

- have a liquidity policy which targets a minimum and average level of cash and cash equivalents to be maintained;

- have readily accessible standby facilities and other funding arrangements in place;

- have a liquidity portfolio structure that requires surplus funds to be invested within various bands of liquid

instruments;

- monitor budget to actual performance on a regular basis; and

- set limits on borrowings relating to the percentage of loans to rate revenue and percentage of loan principal

repayments to rate revenue.

The Councils exposure to liquidity risk is deemed insignificant based on prior period’s data and current assessment

of risk.

(f) Sensitivity disclosure analysis

Taking into account past performance, future expectations, economic forecasts, and management's knowledge and

experience of the financial markets, the Council believes the following movements are 'reasonably possible' over

the next 12 months (base rates are sourced from Reserve Bank of Australia):

A parallel shift of +1% and -2% in market interest rates (AUD) from year-end rates of 4.4%.

The table below discloses the impact on net operating result and equity for each category of financial instruments

held by the Council at year end, if the above movements were to occur.

Interest rate risk

Market risk exposure

-2% 1%

200 Basis

points

100 Basis

points

Carrying

amount

subject

to

interest Profit Equity Profit Equity

2010 $ $ $ $ $

Financial assets:

5,898,273 (117,965) (117,965) 58,983 58,983 Cash and cash equivalents

Other financial assets

- - - - -

Trade and other receivables - - - - -

Financial liabilities:

Interest-bearing loans and borrowings 1,924,132 38,483 38,483 (19,241) (19,241)





(f) Sensitivity disclosure analysis (continued)

Interest rate risk

Market risk exposure

-2% 1%

100 Basis

points

200 Basis

points

Carrying

amount

subject

to

interest Profit Equity Profit Equity

2009 $ $ $ $ $

Financial assets:

9,400,188 (188,004) (188,004) 94,002 94,002 Cash and cash equivalents

Other financial assets

- - - - -

Trade and other receivables - - - - -

Financial liabilities:

Interest-bearing loans and borrowings 2,547,622 50,952 50,952 (25,476) (25,476)

Movement in Provisions for Doubtful Debts 2010 2009

$ $

Balance at the beginning of the year 33,082 33,082

New Provisions recognised during the year - -

Amounts already provided for and written off as uncollectible 21,889 -

Amounts provided for but recovered during the year - -

Balance at end of year 11,193 33,082

Note 35 Auditors Remuneration

2010 2009

$ $

Audit fee to conduct external audit – Victorian Auditor General 31,300 30,050

Internal Audit fees – WHK 20,525 24,562

Other 2,989 -

54,814 54,612

Note 36 Events occurring after balance date

No material events have occurred post balance date





Note 37 Related party transactions

(i) Names of persons holding the position of a Responsible Person at the Council at any time during the year

Councillors

Bernard Gaffney (Mayor 01/12/09 to 30/6/10 & Councillor 01/07/09 to 01/12/09)

Peter Graham OAM (Mayor 01/07/09 to 01/12/09 & Councillor 01/12/09 to 30/06/10)

Peter Croucher Councillor

Larry Goldsworthy Councillor

Victor Issell Councillor

Barbara Murdoch Councillor

Ali Pockley Councillor

Chief Executive Officer Brendan McGrath

(ii) Remuneration of Responsible Persons

Income range

2010 2009

No. No.

$ 0 - $ 9,999 - 4

$10,000 - $19,999 - 5

$20,000 - $29,999 5 1

$30,000 - $39,999 - 1

$40,000 - $49,999 2 -

$70,000 - $79,999 - -

$160,000 - $169,999 - 1

$170,000 - $179,999 1 -

8 12

Total remuneration for the reporting year for Responsible

Persons included above amounted to: $390,430 $306,047

(iii) No retirement benefits have been made during the year to a Responsible Person.

(iv) No loans have been made, guaranteed or secured by the Council to a Responsible Person during the

reporting year.

(v) Other Transactions

No transactions other than remuneration payments or the reimbursement of approved expenses were

entered into by Council with Responsible Persons, or related parties of such Responsible Persons during

the reporting year.




Note 37 Related party transactions (Continued)

(vi) Senior Officers Remuneration

A Senior Officer other than a Responsible Person, is an officer of Council who has management

responsibilities and reports directly to the Chief Executive Officer or whose total annual remuneration

exceeds $120,000.

The number of senior officers, other than the Responsible Persons, are shown below in their relevant

income bands:

2010 2009

No. No.

< $120,000 4 3

$120,000 - $129,999 2 1

$130,000 - $139,999 2 -

8 4

Total remuneration for the reporting period for Senior

Officers included above, amounted to: $738,252 $308,698

Note 38 Joint venture information

Council is not involved in any joint ventures





Note 39 Income, expenses and assets by function/activity

Tourism & Economic

Development

Finance & IT

Community Planning

Planning & Sustainable

Communities

Governance

2010 2009 2010 2009 2010 2009 2010 2009 2010 2009

INCOME $ $ $ $ $ $ $ $ $ $

Grants 193,932 72,750 2,413,796 2,862,664 1,483,223 1,346,617 158,446 123,637 291 2,909

Other 431,809 357,726 8,727,645 8,170,811 688,565 1,226,927 808,268 96,012 26,094 19,351

TOTAL 625,741 430,476 11,141,441 11,033,475 2,171,788 2,573,544 966,714 219,649 26,385 22,260

EXPENSES 1,580,205 1,468,228 1,209,427 1,087,761 3,020,284 2,495,066 1,596,140 1,640,203 1,265,891 1,208,241

PROFIT/(LOSS) (954,464) (1,037,752) 9,932,014 9,945,714 (848,496) 78,478 (629,426) (1,420,554) (1,239,506) (1,185,981)

FOR THE YEAR

ASSETS ATTRIBUTED TO 465,641 450,266 359,709 347,832 845,141 817,235 428,957 414,793 278,478 269,283

FUNCTIONS/ACTIVITIES

Customer Service, Risk &

Admin Support

Civil Operations

Assets & Infrastructure

Total

2010 2009 2010 2009 2010 2009 2010 2009

INCOME $ $ $ $ $ $ $ $

Grants - - 1,488,850 1,764,016 6,112,557 3,905,075 11,851,095 10,077,668

Other 38,179 27,747 4,726,510 5,399,627 1,126,835 884,004 16,573,905 16,182,205

TOTAL 38,179 27,747 6,215,360 7,163,643 7,239,392 4,789,079 28,425,000 26,259,873

EXPENSES 1,460,494 1,233,728 7,143,916 7,131,098 5,723,612 5,201,406 22,999,969 21,465,731

PROFIT/(LOSS) (1,422,315) (1,205,981) (928,556) 32,545 1,515,780 (412,327) 5,425,031 4,794,142

FOR THE YEAR

ASSETS ATTRIBUTED TO 497,765 481,329 5,335,345 5,159,171 172,630,830 166,930,534 180,841,867 174,870,441

FUNCTIONS/ACTIVITIES




Note 39 Revenues, expenses and assets by function/activity (continued)

The activities of the Council are categorised into the following broad functions:

Tourism & Economic Development

This department has a number of roles including the promotion and marketing of tourism and events,

management of the historic precinct and Burke Museum and the development of business for the economic

advancement within the Shire.

Civil Operations

Civil Operation’s principal responsibility is the construction and maintenance of Council and main roads and

associated infrastructure within the municipality. Roles also include maintenance of parks, gardens, waste

collection, refuse sites depots, and management of plant & equipment. The Civil Operation group are also

responsible for the management and running of two major external service contract known as Buller Gas and East

Gippsland Waste.

Community Planning (formerly Sustainable Communities)

Provides a wide range of services to support the aged, disabled, families, mothers & infants and youth. The

department provides operation and maintenance of libraries, senior citizens’ and maternal & child health centres,

and after school and vacation care, meals on wheels, community meals, community transport, home and

community care services and assistance to other voluntary services. Also included are maintenance of pre school

centres, and other sporting and playground facilities as well as all swimming pools within the Shire and the external

service contract managing the Wodonga swimming pool. In previous years, this department was responsible

managing local laws, Building Control & Environmental Health which is now managed by the Planning &

Sustainable Communities department.

Customer Service, Risk and Administration Support

This department administers citizen service centres, cemeteries, Council chambers, general administration,

including risk management, competitive tendering, records management, statutory compliance, insurance and

lease services.

Governance

The Governance department is responsible for corporate planning and annual reporting, including Council agenda

and minute preparation, provision of advocacy, elections, civic functions, general public relations and support to

the Mayor and Councillors. This department is also responsible for human resource management and OH&S.

Planning & Sustainable Communities (formerly Planning & Environment)

The department administers town planning and heritage issues. Also included is the carrying out of conservation

and environmental activities. This department is now also responsibility for building control, environmental health

and local law enforcement which were formerly managed by Community Planning.

Finance & IT

This department provides financial statutory and management reporting functions to Council and external parties,

administers rates, payroll and expenditure services. The department is also responsible management and delivery

of all internal IT Services.

Assets & Infrastructure

This department is responsible for the administration of Council buildings, vehicles and other assets. This

department also overviews Council’s capital works program.





Note 40 Financial Ratios (performance indicators)

2010 2009 2008

(a) Debt Servicing Ratio

(to identify capacity of a Council to service its outstanding debt)

Debt Servicing Cost 0.50% 0.71% 1.03%

Total Revenue

Debt servicing costs refer to the payment of interest on loans

borrowings, finance leases and bank overdraft.

The ratio expresses the amount of interest paid as a percentage

of Council’s total revenue.

(b) Revenue Ratio

(to identify Council’s dependence on non-rate income)

Rate Revenue 34.4% 34.5% 38.3%

Total Revenue

The level of Council’s reliance on rate revenue is determined by

assessing rate revenue as a proportion of the total revenue of Council.

(c) Debt Exposure Ratio

(to identify a Council’s exposure to debt)

Total Indebtedness 1:10.6 1:11.1 1:5.51

Total Realisable Assets 9.46% 8.99% 18.11%

For the purpose of the calculation of financial ratios, realisable assets are those assets which can be sold and which

are not subject to any restriction on realisation or use. Any liability represented by a restricted asset is excluded

from total indebtedness.

The following assets are excluded from total assets when calculating Councils realisable assets:

Land – other controlled; buildings on other controlled land; restricted assets; heritage assets; roads and lanes;

footpaths; kerb and channel; drains and bridges.

The ratio enables assessment of Council’s solvency and exposure to debt. Total indebtedness refers to the total

liabilities of Council. Total liabilities are compared to total realisable assets which are all Council assets not subject to

any restriction and are able to be realised. The ratio expresses the percentage of total liabilities for each dollar of

realisable assets.




Note 40 Performance indicators (continued)

2010 2009 2008

(d) Working Capital Ratio

(to assess a Council’s ability to meet its current commitments)

Current Assets 1.57:1 2.43:1 1.81:1

Current Liabilities 157% 243% 181%

This ratio expresses the level of current assets the Council has

available to meet its current liabilities.

(e) Adjusted Working Capital Ratio

(to assess a Council’s ability to meet its current commitments)

Current Assets 1.80:1 2.84:1 2.15:1

Current Liabilities 180% 284% 215%

This ratio expresses the level of current assets the Council has available to meet its current liabilities. Current

liabilities have been reduced to reflect the long service leave that is shown as a current liability because Council

does not have an unconditional right to defer settlement of the liability for at least 12 months after the reporting

date, but is not likely to fall due within 12 months after the end of the end of the period.

(f ) Debt Commitment Ratio

(to identify a Council’s debt redemption strategy)

Debt Servicing and Redemption Costs 7.84% 9.45% 10.6%

Rate Revenue

The strategy involves the payment of loan principal and interest, finance lease principal and interest. The ratio

expresses the percentage of rate revenue utilised to pay interest and redeem debt principal.

Note 41 Special committees and other activities

The Rutherglen Wine Experience is a special committee of the Indigo Shire Council. For materiality reasons the

assets and liabilities have not been included in these financial statements.




Council Approval of the Financial Statement

In my opinion, the accompanying financial statements have been prepared in accordance with the Local

Government Act 1989, the Local Government (Finance & Reporting) Regulations 2004, Australian Accounting

Standards and other mandatory professional reporting requirements.

……………………………………………………..

Frank Bonacci

Principal Accounting Officer


In our opinion, the accompanying financial statements present fairly the financial transactions of the Indigo Shire

Council for the year ended 30 June 2010 and the financial position of the Council as of that date.

As at the date of signing, we are not aware of any circumstances that would render any particulars in the financial

Statements to be misleading or inaccurate.

We have been authorised by the Council on 14 September 2010 to certify the financial statements in their final form.

..................................................... Councillor Bernard Gaffney


Beechworth

..................................................... Councillor Larry Goldsworthy


.................................................... Brendan McGrath

Chief Executive Officer



Auditor General's Report



Indigo Shire Council Performance Statement for the year ended 30 June 2010

Leadership of our people and our community Strategic Activity Performance Measure Target Result Comment on Result

Undertake a review of Councils strategy to provide an agreed level and standard of effective shire wide customer service.

Time: Strategy review undertaken and considered by Council within the required timeframe. Quantity: Review actions identified, implemented or factored into the Council Budget 2010/2011

Mar 2010 75%

Achieved 100%

Review completed and adopted by Council March 9 2010.

Review the Councils Office accommodation strategy including options to provide for the short and long term needs of the community and the organisation in a timely and effective manner.

Time: Strategy review prepared considered and adopted by Council within the required timeframe.

Mar 2010

Not Achieved

Draft concepts presented to Council. Briefing booked for 29th Sept and final version of concepts expected to be finalised by October 2010.

Improve Council performance and rating in the Victorian Local Government Indicators Annual Survey 2010.

Time: Organisational changes identified and system enhancements implemented. Quality: Overall performance Advocacy and Representation Engagement in decision making Responsiveness Performance in key service delivery

Jun 2010 >65% >65% >60% >70% >65%

Not Achieved 58% 61% 61% 69% 61%

Organisational changes and system enhancements identified but not all actions achieved and others difficult to prove or substantiate. Senior Management focus group formed now to address poor results.

Review the areas of Council operations where council has performed below standard in relation to the Local Government indicators rating survey

Time: Areas of below standard performance analysed and structural changes or system enhancements identified. Quantity: Review of operations in the following areas completed. Planning. Customer service. Community engagement

Mar 2010 100% 100% 100%

Achieved Achieved Achieved

Community engagement and forums review and adopted by Council on May 12th 2009 with ongoing program of community forums continuing over 2009/10.

Review and enhance organisational and community awareness of the Indigo Shire Council Customer Service Charter

Time: Review charter, agree on required changes and promote Customer service Charter. Quality: Charter prepared in a format and structure that is easily understood and measurable.

Mar 2010 100%

Not Achieved

New Customer Service Charter adopted by Council on 13th October 2009 but difficult to measure and substantiate that the new charter is easily understood.




Leadership of our people and our community (Continued) Strategic Activity Performance Measure Target Result Comment on Result

Provide customer service training to staff in accordance with the Council staff training and professional development program

Time: Customer service training program completed Quantity: Program elements scheduled and completed in a timely manner.

Jun 2010 100%

Not Achieved

Programs not complete due to Merit system not being implemented.

Undertake regular discussions with key business and employers who have a relationship with the Shire by way of business site visits and invitations to Council briefing sessions

Time: Bi monthly visitations to business sites or attendance by persons at Council Briefings Quantity: Minimum number of visitations.

Jun 2010 >5

Achieved

Visits to / with: Uncle Tobies Murray Goulburn Co-Op STDF Projects Winemakers of Rutherglen Vintara Resort.



Managing our built environment Strategic Activity Performance Measure Target Result Comment on Result

Develop a Building Asset Management (AM) Plan

Time: Develop plan within the required timeframe. Quality: Plan prepared to recognised standard and able to drive AM decision making across Council Building infrastructure.

April 2010

Not Achieved

Review and documentation of Building AMP in draft.

Develop and implement a whole of life costing methodology and business case framework for capital works projects including reporting of final project outcomes to the community.

Time: Develop and Implement a capital works program whole of life costing and business case framework within the required timeframe Quality: Whole of life costing and business case framework prepared in accordance with industry standard

Dec 2009

Not Achieved

Draft completed and subsequent amendments being considered by the Finance Committee.

Rollout of the Council Greenhouse Waste program

Time: Implement year 1 actions within the required timeframe

June 2010

Not Achieved

Target was 150 new services. The actual result was 112 new services for the 20009/2010.

Investigate the viability of an appropriate level of service delivery for the disposal of hard waste rubbish and the implementation of the Council 10 year waste management strategy.

Time: Consider, adopt and Implement the Council Hard waste service within the required timeframe. Service provision consideration and adoption: Service implementation:

Jun 2010 Dec 2009

Achieved Achieved

Periodic hard waste collections undertaken twice during 2009/10.

Prepare designs for the Beechworth Transfer Station.

Time: Designs prepared and costed within the required timeframe

Mar 2010

Not Achieved

Preliminary design plans complete. Expected completion now Oct 2010.

Form a bicycle reference group to assist in establishing the priorities for a strategic bike path plan and the cycle tourism strategy.

Time: Formation of a bicycle reference group within the required timeframe

Mar 2010

Achieved

Reference group formed and meeting on a regular basis.




Managing our built environment (Continued) Strategic Activity Performance Measure Target Result Comment on Result

Assess feasibility of establishing one new landfill site.

Time: Undertake feasibility study within required time frame.

20011/12

Not Achieved

The target date is 2011/12 which is not yet due and therefore feasibility study not yet undertaken.

Assess feasibility of establishing a green waste disposal and reuse facility in Yackandandah and Chiltern.

Time: Undertake feasibility study within required timeframe.

June 2010

Not Achieved

No formal feasibility study undertaken.

Increase Council performance under the Local government Satisfaction Indicators Program

Time: Increase nominated rating within required timeframe. Local Roads and Footpaths Appearance of Public Places Traffic management and parking Waste Management

June 2010 >52% >75% >65% >70%

Not Achieved 49% 67% 59% 63%



Growing Our Economic Prosperity Strategic Activity Performance Measure Target Result Comment on Result

Review the effectiveness, capacity and limitations of the Council electronic records, financial management systems, customer request and other technical support systems.

Time: Strategy review received and considered by Council within the required timeframe. Quality: Review actions identified, implemented or referred to budget 2010/2011.

Feb 2010 100%

Not Achieved

Financial management reporting enhanced by monthly and quarterly reporting, including exception reporting at business unit level. Customer Request system outstanding

Implement required organisational structural changes and required training for staff in electronic records and records archival management.

Time: Organisation changes identified and system enhancement and training implemented. Time: Records archival system audit and records storage backlog rectified. Quality: Review actions identified and implemented into organisational culture

Dec 2009 Feb 2010 100%

Achieved Not Achieved Not Achieved

TRIM Structure altered, staff training provided and uptake improved 55%.

Implement the management and reporting features of the customer request system including the provision of request /complaint resolution tracking including statistical reporting.

Time: Implementing the reporting and resolution analysis features of the MERIT customer request system Quality: Management reports and analysis available to Management and Council.

Nov 2009 100%

Not Achieved Not Achieved

MERIT CRS rollout progressed during 2009/10 and will go-live by Dec 2010.

Based on the 2009 risk management audit undertaken by Civic Mutual Plus (CMP) and the internal shire risk assessment review, compile a program to address higher priority risk exposures together with risks that can be minimised with minimal resource input.

Time: 2009/2010 risk minimisation works program compiled within required timeframe. Quantity: Number of major risk exposures identified and means to minimise these risks built into the agreed works program.

Oct 2009 >8

Not Achieved Not Achieved

Draft risk management plan incorporating 2009 CMP risk audit items prepared. Audit committee and CMG review progressing during 2010/11.

Formulate a 10 year financial Plan, incorporating longer term budgeting and stronger links to the Council Plan and other strategies

Time: Consider, formulate and adopt a 10 year Financial Plan within the required timeframe. Quality: In accordance with guidelines and professional body models as available.

Mar 2010

Not Achieved

Long term financial plan held over until completion of strategic plan ( Indigo 2030 Vision).




Growing Our Economic Prosperity (Continued) Strategic Activity Performance Measure Target Result Comment on Result

Review the Council rating strategy including benchmarking of current rating capacity of Council, the use of differential rating, development contributions, and separate rate and special charge schemes.

Time: Consider, formulate and adopt a long term rating strategy within the required timeframe Quality: Rating strategy with the capacity to link with the 10 year Financial Plan.

Mar 2010

Not Achieved

Various drafts (2) of rating strategy considered by Council 2009/10. Further consideration of draft rating strategy scheduled for October 2010.

Review the Council long term borrowing policy / strategy, infrastructure development needs and the overall long term borrowing and indebtedness needs of Indigo Shire.

Time: Consider, formulate and adopt a long term borrowing policy / strategy within the required timeframe Quality: In accordance with guidelines and professional body models as available.

Mar 2010

Not Achieved

Borrowing policy / strategy adopted by Council two weeks after due date on April 13th 2010.

Develop, adopt and implement more formal and effective grant application, management and acquittal processes.

Time: Develop, adopt and implement agreed processes within the required timeframe Quality: Benchmark Council processes against targeted Council sites, consider established processes and seek to take up and implement features and processes deemed suitable to Indigo Shire business needs. Mar 2010

Mar 2010

Achieved

Grant application process adopted by Council on November 10th 2009.

Undertake a review of Council fees and charges including benchmarking analysis within the sector.

Time: Review undertaken and revised schedule of fees and charges agreed within the required timeframe

April 2010

Not Achieved

Further detailed analysis consideration scheduled for 2010/11 involving other regional Councils.

Develop guidelines for new investors and developers in relation to Council development requirements.

Time: Guidelines established and articulated within the required timeframe

Dec 2009

Not Achieved

Progressed over 2009/10 and will be finalised in 2010/11.

Establish a new information pack and a one stop shop capacity for investors and those seeking to do business in Indigo

Time: Information Pack established and implemented within the required timeframe

June 2010

Not Achieved

Progressed over 2009/10 and pack completed early July 2010. Will be fully finalised in 2010/11.




Complete the 2009/10 stage of the Council Industrial Land Strategy.

Time: Complete the 2009/10 stage works within the required timeframe

June 2010

Not Achieved

Examine the concept of a tourism contribution proposal incorporating appropriate levels of inputs from the Tourism sector in Indigo Shire.

Time: Examine the concept within required time frame.

June 2010

Not Achieved

Tourism contribution proposal by Indigo Tourism Advisory Committee not advanced during 2009/10.

Source accurate demographic Indicators and information that measure the migration movement patterns impacting Indigo Shire and adopt a strategy to address key factors that are identified as adverse to the municipality.

Time: Source accurate demographic Indicators and statistical information and adopt a strategy to address key factors within the required timeframe

June 2010

Not Achieved

Demographic data sourced in 2009/10. No strategy prepared or considered 2009/10.

Endeavour to Implement the agreed priorities 2009/10 as detailed in the Indigo Shire Economic development Strategy 2009/12.

Time: Complete 2009/10 agreed priorities within the required timeframe:

June 2010

Not Achieved

Endeavour to Implement the agreed priorities as detailed in the Indigo Shire Tourism Strategy 2009/12, including identifying other innovative forms of tourism such as education.

Time: Complete 2009/10 priorities within required timeframe

June 2010

Achieved

Advertising strategy to schools completed 2009/10.





In conjunction with the Indigo Shire Tourism Advisory Committee (ITAC) and local events committees, examine ways that local event committees can move toward greater sustainability and autonomy with regard to recognised and supported festivals and events.

Time: Undertake the review and consultation, make recommendations to Council and adopt a management strategy moving forward within the required timeframe

June 2010

Not Achieved

Work directly with existing tourism and chamber of commerce groups to strengthen their roles within their communities.

Time: Establish and negotiate various key principles to strengthen this relationship within the required timeframe:

June 2010

Not Achieved

Key stakeholders identified and regular discussions convened 2009/10. Tourism Victoria training sessions and assistance with grant applications completed over 2009/10. Economic Development Action Plan adopted by Council on 9th Feb 2010 and Buy Local campaign delivered.



Developing Sustainable Communities Strategic Activity Performance Measure Target Result Comment on Result

Survey the recipients of Indigo shire community services to establish levels of service satisfaction and identify priorities for improvement.

Time: Survey undertaken within the required timeframe.

Feb 2010

Achieved Aged Services recipients were surveyed early in 2010 including HACC, Meals on Wheels, Community Car, Property Maintenance, Home Care, Personal Care and Respite Care.

In conjunction with survey above, establish service levels reflective of community expectations, Council resources and funding agency deliverables.

Time: Agency discussions and service level provision adjustment as agreed within required timeframe.

Apr 2010

Achieved Service levels adjusted to reflect survey input particularly in areas of meal quality, staff training and responsibilities. Discussions with DHS undertaken re: funding allocations and target numbers adjustments to reflect actual service delivery.

Review and update all emergency management (EM) policies, plans, and procedures. Assess current Municipal Emergency control and relief centres to identify areas requiring improvements. Review and implement where practical the interim and final recommendations from the Victorian Bushfires Royal Commission.

Time: review of policies, plans and procedures within required timeframe.

Oct 2009

Not Achieved

The interim Royal Commission report was assessed. Neighbourhood Safer Places approved by Council on 27th January 2010. Bushfire awareness packs and programs distribution to residents undertaken and supported. The Municipal Emergency Management Plan was audited and reviewed in conjunction with SES. The location of relief centres was reviewed and confirmed.

Review and update the Indigo Shire Roadside Management Plan.

Time: Review and update of plan completed within required timeframe.

Mar 2010

Not Achieved Update of the Plan has been delayed due to need for original data relating to conservation values of various roadside vegetation sites being questioned and needing re-assessment. Council has now received funding to move to a third stage of the plan. This has commenced and the new draft plan is anticipated to be presented to Council in November




Developing Sustainable Communities (Continued) Strategic Activity Performance Measure Target Result Comment on Result

Establish and articulate a range of sustainability principles that will underpin sustainable building design and lifestyles practices appropriate to Indigo Shire.

Time: Establish and articulate a range of sustainability principles within required timeframe. Quality: Principles prepared to Australian Standards format.

Nov 2009

Not Achieved

Project was not completed and has been deferred to the 2010/11 year.

Assess the merits and possible participation by Indigo Shire in the young peoples ‘Future Leaders / Scholarship program’

Time: Program participation assessment within required timeframe.

Aug 2009

Not Achieved Project was not completed and has been deferred to the 2010/11 year.

Develop an Indigo Shire Youth Strategy.

Time: Strategy developed within required timeframe.

Aug 2009

Not Achieved The Youth Strategy was completed in May 2010 and adopted by Council on 13th July 2010

Develop and implement an updated Indigo Shire Municipal Public Health Plan (MPHP).

Time: Development of a revised Indigo Shire MPHP, together with program of actions within required timeframe.

Mar 2010

Not Achieved The Indigo Healthy Communities Plan, incorporating the MPHP was adopted by Council at the August 10th 2010 Council meeting.

In partnership with neighbouring Councils, investigate the community benefits and business case justification for the participation and roll out of alternative Solar power technology within Indigo Shire.

Time: Investigation of the community benefits and the business case justification for joint Council involvement in solar power technology.

Apr 2010

Not Achieved

A sub-regional approach between Indigo, Towong, Alpine and Wangaratta council's is being developed to explore funding opportunities through Sustainability Victoria.

Increase Council performance under the Local government Satisfaction Indicators

Time: Increase rating within required timeframe. Town Planning Policy and approvals Enforcement of By-Laws Health and Human services Recreational Facilities

June 2010 >56% >66% >75% >60%

Not Achieved 53% 60% 72% 66%

With the exception of Recreational Facilities which achieved 66% over the target of 60%, other targets were not achieved.



Developing Sustainable Communities (Continued) Strategic Activity Performance Measure Target Result Comment on Result

Undertake a needs assessment for community projects, initiatives and social facilities as part of the community planning exercise.

Time: Needs assessment completed in required timeframe.

Feb 2010

Not Achieved

While not achieved by the target date, the Community Strengthening project has established a model to work with communities to develop Community Plans that identify needs and priorities. Community Plans have been completed and endorsed at Council Briefing meeting on 1st June 2010 for Chiltern, Barnawartha, Bruarong and on 27th July 2010 for Stanley.

Investigate the potential for additional or more targeted Shire wide community events recognising the diversity of individual townships, at the same time seeking to unify them as part of Indigo Shire.

Time: Investigation completed within required timeframe.

Mar 2010

Not Achieved This project was not completed and needs considerable analysis to determine the opportunities and challenges associated with such a concept.

IndIgoA great place to live,

work and visit.

IndIgo SHIRE Annual Report 2010Indigo Shire offices101 Ford Street, Beechworth VIC 3747 • 34 High Street, Yackandandah VIC 3749

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