SECTION 01 SHIRE PROFILE SNAPSHOT - Shire of Hepburn · SHIRE PROFILE SNAPSHOT Hepburn Shire is...

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Hepburn Shire Coun-cil is committed to working with and em-powering the com-munity by taking a strategic and forward thinking approach to our future. One that is mindful of our her-itage, enhances our environment, creates economic growth and fosters a strong com-munity spirit.

ANNUAL REPORT | HEPBURN SHIRE

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SHIRE PROFILE SNAPSHOT

ANNUAL REPORT

2012 /13


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35

50

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04 Shire profile snapshot

05 At a glance

07 Did you know?

12 Our Council Purposes & values

13 Calendar of events

15 Message from the Mayor

17 Message from the CEO

FINANCIAL SNAPSHOT

COUNCILLORS

25 Our councillors

29 Our organisation

32 Planning framework

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36 Good governance

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52 A more prosperous economy

Front cover image: Villa Parma (Image courtesy of Spa Country)

All other Annual Report photography by Dale Callahan


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71

77

83

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61 Healthy, safe and vibrant communities

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73 Environmental sustainability

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79 Our people

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85 Corporate governance

FINANCIAL OVERVIEW

101 Financial performance

Image: Villa Parma


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section

01SNAPSHOT

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BIRCHWARD

COLIBANWARD

HOLCOMBEWARD

CRESWICKWARD

CAMERONWARD

HepburnSprings

Trentham

Creswick

Clunes

Daylesford

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Hepburn Shire was created in January 1995 by the amalgamation of the former Shires of Creswick, Daylesford and Glenlyon, the Clunes portion of the Shire of Talbot and the Trentham portion of the Shire of Kyneton. Hepburn Shire covers an area of 1,470 square kilometres.

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Hepburn Shire is located in the Central Highlands region of Victoria, about 110 kilometres north-west of Melbourne. Hepburn Shire shares borders with the Central Goldfields and Mount Alexander Shires in the north, Macedon Ranges Shire in the east, Moorabool Shire in the south, and the City of Ballarat and Pyrenees Shire in the west.

Hepburn Shire is a predominantly rural area, with many townships, villages and rural-residential areas. The main townships are Daylesford, Hepburn Springs, Creswick, Clunes and Trentham. Rural land is used largely for agriculture (in particular sheep and cattle grazing as well as potato and crop growing) and forestry, with some viticulture. Tourism is an important industry to the area, with the Shire containing 80% of Australia’s mineral spring reserves.

Hepburn is named after Captain John Hepburn, an overlander and pastoralist who founded the rural town of Smeaton and also established the Smeaton Hill Run on 15 April 1838.

The original inhabitants of the Hepburn area were the Jaara (Dja Dja Wurrung) Aboriginal people. European settlement dates from the late 1830s, with land used mainly for grazing and crop growing. Gold was first discovered in the area in 1851, prompting the establishment of many townships. Rapid growth took place through to the late 1800s, when gold supplies waned and many mines were closed, leading to population loss.

Land was then used mainly for forestry and grazing. The townships of Daylesford and Hepburn/Hepburn Springs benefited from tourism during the late 1800s and early 1900s, due to the attraction of the mineral springs and the areas becoming spa resorts.

Gradual growth took place during the 1970s and 1980s, due largely to a resurgence in tourism and people seeking alternative lifestyles. The population of the Shire increased marginally during the 1990s, increasing from about 13,300 in 1991 to about 13,800 in 2001. At 30 June 2012, the estimated population of the Hepburn Shire was 14,620, a 0.8% increase from 2011.

SNAPSHOT



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POPULATION

At 30 June 2012, the estimated population of the Hepburn Shire was 14,620.

Estimated Resident Population*

2010/11 – 14,506 2011/12 – 14,620

* Estimated Resident Population (ERP) figures are updated annually taking into account births, deaths, internal and overseas migration. In addition, after every Census, ERP figures for the 5 previous years are “backcast”, using information from the current Census, to ensure the most accurate figures are available.

2011 CENSUS INFORMATION

Total Population – 14,367 Male – 6,951 Female – 7,416 Median Age – 46 Families – 3,870 Average children per family – 1.8 Private dwellings – 8,051 Average people per dwelling – 2.3 Median weekly household income - $850 Median monthly mortgage repayments - $1,226 Median weekly rent - $185 Average motor vehicles per dwelling – 1.9

SNAPSHOT


1.9 AVERAGE CARS PER HOUSEHOLD

2.3 AVERAGE PEOPLEPER DWELLING

1.8 AVERAGE CHILDREN PER FAMILY

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AT A GLANCE POPULATION INFORMATION



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TOTAL POPULATION

14,367

FEMALE POPULATION

7,416

MALE POPULATION

6,951

46MEDIAN AGE

$850MEDIAN WEEKLY

HOUSEHOLD INCOME

$185MEDIAN WEEKLY

HOUSEHOLD RENT

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FEMALE MALE

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SECTION 01

DID YOU KNOW?

Creswick

People 2,942

Male 1,419

Female 1,523

Median age 43

Families 790

Average children per family 1.9

All private dwellings 1,323

Average people per household 2.3

Median weekly household income $860

Median monthly mortgage repayments $1,203

Median weekly rent $175

Average motor vehicles per dwelling 1.8

Clunes

People 1,656

Male 812

Female 844

Median age 48

Families 460


All private dwellings 878





Average motor vehicles per dwelling 2

Daylesford

People 2,565

Male 1,138

Female 1,427

Median age 49

Families 659


All private dwellings 1,815

Average people per household 2





MAIN TOWNS

The Shire’s main townships are:


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Hepburn Springs

People 459

Male 226

Female 233

Median age 41

Families 123








Trentham

People 1,411

Male 697

Female 714

Median age 48

Families 394








The remaining residents live in the many small townships and rural areas across the Shire. (Source: Australian Bureau of Statistics 2011 Census - State Suburbs Census)

Infrastructure maintenance and renewal

Hepburn Shire has 590 km of sealed roads; 835 km of gravel roads; 35 km of footpaths; 108 km of kerb and channelling; 136 bridges; 34 km of drains and a significant number of buildings that require maintenance and renewal (Moloney Asset Management System 2013 Survey).


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Daylesford encompasses a main township and surrounding rural areas. Daylesford is named after a village in Gloucestershire, England and was originally known as Wombat Flat.

Settlement of the area dates from the late 1840s. Growth took place from the 1850s into the 1870s, spurred by gold mining. Although mining waned, the township grew from the 1880s into the 1920s, largely from tourism, and the construction of the railway line. The mineral springs became a major tourist attraction, with the area developing as a spa resort. Timber milling, farming and grazing were also important industries to the area. The population declined during the mid 1900s, but increased slightly during the 1970s and 1980s, largely due to a resurgence of tourism.

The population declined slightly between 2001 and 2006, a result of only a few new dwellings being added to the area and a decline in the average number of persons living in each dwelling. Rural land is used largely for agriculture, particularly potato growing.

Daylesford and the surrounding region accounts for more than 80 per cent of Australia’s known mineral water springs. As a result, the region has a significant number of spa developments and has become a popular tourist destination and a major alternative lifestyle centre.

Hepburn encompasses the small townships of Hepburn and Hepburn Springs and surrounding rural areas.

Hepburn and Hepburn Springs are named after Captain John Hepburn, an early landholder in the area. Hepburn Springs is located between two former volcanoes, namely Mt Franklin and Wombat Hill. Hepburn Springs was originally known as “Spring Creek” and Hepburn as “Old Racecourse”. Settlement of the area dates from the late 1830s, with land used mainly for sheep and cattle grazing. Miners, predominantly from England, Ireland, Germany, Switzerland, Italy and France, settled in the area in the 1850s.

Due to a devastating bushfire in 1906, which destroyed many buildings in the settlement, Hepburn Springs is dominated by Edwardian architecture. In more recent times, Hepburn Springs has become a major tourist destination where visitors can sample the local mineral waters, spa and massage treatments, cafes, restaurants, shops, galleries and much more.

DAYLESFORD HEPBURN


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DID YOU KNOW?

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The discovery of gold in a Clunes creek in 1851 sparked the beginning of the goldrush in Victoria and Clunes quickly became the fifth largest town in the colony.

Nestled in a picturesque valley, the town’s robust history and wealthy gold fields resulted in a richness of colonial architecture still to be found set amid wide, well-planned streets.

Clunes is well known for its magnificent buildings, antique stores, vineyards and wineries, rustic bed and breakfasts and scenic walks. Clunes has become a popular weekend destination for bushwalkers, gold prospectors, treasure hunters, collectors, history enthusiasts and families seeking to escape to the country.

Clunes is also the home of Booktown, a festival that celebrates rare, out-of-print, new, small-press publications, second hand and collectable books in Australia.

Its heritage appeal has led Clunes and its surrounds to be used as the location for many films, television and advertising productions, including the feature film “Ned Kelly” with Heath Ledger and Naomi Watts.

The township of Creswick has a rich heritage and has produced some of Australia’s most influential bureaucrats, politicians and business people. In 1885 the country’s 14th Prime Minister, John Curtin, was born in the town and called it home for some years. The multi-talented Lindsay family, with artist Norman Lindsay possibly the most famous of Creswick’s artistic sons, also called Creswick home.

Creswick was also the birthplace of the first union-led push to improve working conditions in Victorian mines, at a time when its Madam Berry Mine was once thought to have been the richest gold mine in Victoria.

Its interesting streetscapes has led Creswick to become a popular film and television location. In recent times, Creswick was the location for the movie “Salem’s Lot” starring Rob Lowe and Donald Sutherland. The successful promotion of Creswick as a major film destination comes after a strong push from Council to promote the region.

Trentham was first settled by gold prospectors in the 1850s and later became established after timber resources from the surrounding Wombat State Forest provided it with its wealth. Potato growing (due to a fertile strip of red volcanic soil), grazing and tourism later became the mainstays of the town’s economy.

Trentham is home to Victoria’s highest single drop waterfall, formed from molten lava rapidly cooling as it flowed five million years ago along the Coliban River. Now the Trentham Falls plunge 32 metres over basalt columns. Best seen after heavy rain, it can be viewed from the picnic reserve and is a truly spectacular sight.

In recent times, Trentham has become home to a range of artists who pursue and share their works across many disciplines. A Sunday market is held monthly at the historic Trentham Railway Station.

CRESWICK TRENTHAMCLUNES


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Hepburn Shire Council has four fundamental commitments:

•WewilldelivergoodgovernancetotheHepburn Shire;

•Wewillhelpimproveeconomicprosperity;

•Wewillassistourresidentstoimprovethe health, safety and vibrancy of our communities; and

•WewillguideourShiretowardsenvironmental sustainability.

As an innovative and accountable organisation, Hepburn Shire Council will promote vibrant democracy and provide high-quality services.

Council has adopted five fundamental values. These are embedded in the culture of the Hepburn Shire Council:

•Accountability-Wewillberesponsibleforour choices. We will acknowledge and learn from our mistakes.

•Respect-Wewillacceptpeople’sdifferences. We will look for the best in people and value their contribution. We will treat people with respect and dignity.

•Excellence-Wewillperformtoourbestability. We will commit to learning and growing. We will strive to achieve the organisation’s long term vision.

•Trust-Wewillencouragecreativityandinnovation. We will value everyone’s contribution. We will lead by example. We will act honestly.

•Fun-Wewillacknowledgeandcelebrateour successes. We believe in getting involved. We will promote a healthy sense of humour.

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OUR COUNCIL PURPOSE & VALUES

OUR PUROSE OUR VALUES

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CALENDAR OF EVENTS 2012/2013

JULY, AUGUST, SEPTEMBER 2012

•TheHepburnShireEconomicDevelopment Strategy 2010 was endorsed by Council at its meeting on 21 August 2012.

•WordsinWintereventswereheldacross the Shire during August 2012.

•CounciladoptsrevisedTourismPolicy–Policy 12 (C) in September 2012.

•Councilresolvestoundertakeremedialworks on the Doug Lindsay Oval Surface in September 2012.

•NicholsonConstructionappointedby Council to construct the Clunes Community and Interpretive Centre, including refurbishing the Clunes Museum and construction of a new library, Visitor Information Centre, exhibition/activity space and community meeting room on 18 September 2012.

•CreswickMuseumholdstheVictorLitherland Exhibition recognising the naïve-style artist who lived and painted in Creswick from the early 1930s until his death in 1978. His vibrant paintings capture daily life in Creswick and its historic buildings and vistas.

OCTOBER, NOVEMBER, DECEMBER 2012

•TheCommunityEnergyResilienceReport was received and noted at the October 2012 Council meeting. Council resolved to support community hosted and facilitated community engagement sessions to seek broader input into options and strategies to foster local resilience and to inform the Environmental Sustainability Advisory Committee and Council.

•Councilelectionswereheldin October 2012. There were 14,680 voters and 15 candidates. The elected Councillors were:

- Birch Ward - Kate Redwood and Pierre Niclas

- Cameron Ward - Neil Newitt

- Coliban Ward - Sebastian Klein

- Creswick - Don Henderson and Greg May

- Holcombe Ward - Bill McClenaghan

•Councilresolvedtosubmitexpressionsof interest to Regional Development Australia Fund Rounds 3 and 4 for the Bullarto Railway Infrastructure Project and new Multi Purpose Facility at Victoria Park Daylesford in November 2012.

•HepburnNeighbourhoodSaferPlaceof last resort was designated at the Hepburn Football and Netball grounds following the construction of fire proof shed.

•WheelieWastewasawardedthecontract for Kerbside Collection Services for Waste Recyclables and Public Litter resulting in savings of $111,000.

•TheHepburnSpringsSwiss&ItalianFesta was held from 30 October to 4 November 2012. The six day event is a celebration of the region’s heritage, culture and lifestyle and includes music, food and wine, art, children’s events, and sport.

•BudburstWineandFoodFestival was held between 17 and 18 November 2012.

•YouthFilmFesteventswereheldthroughout December in Clunes, Creswick, Daylesford and Trentham.

JANUARY, FEBRUARY, MARCH 2013

•NewYearsEveGalawasheld in Daylesford.

•The23rdBoiteSingers’Festivalwasheld in Daylesford between 10 and 13 January 2013.

•AustraliaDayCivicEventswereheld, including a Civic Reception at Daylesford Town Hall, a Citizenship Ceremony, announcement of HepburnShireCitizen,YoungCitizenandCommunityEventoftheYearand Daylesford Rotary Awards. Flag raising ceremonies and community celebrations were held at Clunes, Creswick and Glenlyon.

•TheLindsays-CreswickCreativeFamily exhibition at Creswick Museum commenced on 26 January 2013.

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•38thannualLyonvilleWoodChopwasheld on 2 February 2013.

•TheCouncilmeetingheldon 19 February 2013 resolved to award a one year contract (with an option for a further three years) to the Daylesford Neighbourhood Centre to manage the Daylesford ARC.

•InFebruary2013CouncilendorsedtheManager Economic Development and Tourism to maintain a ‘watching brief’ on Chinese opportunities for Hepburn Shire businesses and seek advice on where more assistance might be obtained.

•ChillOutFestivalwasheldbetween 8 and 11 March 2013.

•CreswickVolunteeringExpowasheldon 14 March 2013 with the support of Volunteering Ballarat.

•TheDreamfestyouthmusiceventswere held on 16 March 2013 in Creswick and 23 March 2003 in Daylesford, giving local young performers the chance to compete in the Pushstart Battle of the Bands.

•InternationalWomensDayHonour Roll event was held on 7 March 2013 at the Daylesford Town Hall where Su Dennett and Nettya Tulku-Rose were inducted to the Women’s Honour Roll.

APRIL, MAY, JUNE 2013

•CommunityEmergencyRiskAssessment and Hepburn Shire Flood Emergency Plan were incorporated into Hepburn’s Municipal Emergency Management Plan in June 2013.

•AndersonsMillFestivalwasheldon 7 April 2013.

•DaylesfordMacedonProduceHarvestWeek Festival celebrates regional producers and eateries between 26 April 2013 and 5 May 2013.

•ClunesBooktownFestivalwasheldbetween 4 and 5 May 2013, attracting thousands of booklovers to Clunes, including representatives from international booktowns in Norway, South Korea and Scotland.

•HisExcellencytheHonourable Alex Chernov AC QC, Governor of Victoria, visits Hepburn Shire and marks officially the 150th anniversary of the Wombat Hill Botanic Gardens and opens the newly renovated Rustic Cascade in the Fernery between 10 and 11 May 2013.

•TheGreatTrenthamSpudfestenjoyedits 6th year on 18 May 2013. This event celebrates the spirit of the community and recognises Trentham’s potato-growing heritage.

•TheMulchay’sRoadTrenthamupgradeand sealing is completed in May 2013.

•TherevisedDaylesfordStreetscapeRevitalisation Strategy was adopted by Council on 21 May 2013.

•ClunesCommunityandInterpretiveCentre governance structure and fees endorsed by Council in June 2013.

•CounciladoptstheCouncilPlan2013-17, Budget 2013-14 and 10 YearFinancialPlan2013-24werealsoadopted by Council on 18 June 2013, following an extensive community engagement process.

•Plansforrebuildingtheiconic Lake Daylesford Boathouse Cafe were adopted by Council on 18 June 2013.

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SECTION 01

A MESSAGE FROM THE MAYOR

Annual Report time gives us all the opportunity to reflect on the past financial year and consider what has been accomplished. Council is especially interested in how well it has achieved its objectives in its Council Plan.

The past financial year spans a time when two successive Councils have been in office, with two Council Plans in the mix. The Council Plan we now have will be the blueprint for what happens for the next four years or so. Future Annual Reports will address our new Council Plan exclusively and objectively.

Council’s objectives, as outlined in its four year Council Plan, are pursued by allocations made in each annual Budget. Council is keen to maintain services at their current levels whilst providing facilities and opportunities for all of our various communities, be they in small rural hamlets or the larger towns of our Shire. Council is very mindful of striking a balance between the provision of services and residents capacity to pay property rates and charges. Council is committed to keeping rate rises at a low level, mindful of the difficulties to pay that exist in some sections of the community.

All Councils are faced with rising costs, in particular those associated with the main activities of “roads and rubbish”. The cost of diesel fuel, gravel, bitumen and other road making materials is rising, as are the costs associated with disposing of municipal waste. These are all beyond Council’s control.

A better way of making ends meet, rather than just increasing rates, is to make savings by reducing costs and increasing efficiencies. Council is always looking for ways to do things better and more cheaply and seeks to work smarter with what resources it has available. More efficient and cheaper street lighting is an example of reducing ongoing costs.

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In addition, Council’s new contractual arrangements for waste management and recycling have saved over $200,000 in one year. This represents a benefit equal to roughly a 1.5% rate rise.

Council is also seeking to develop a more user friendly “bottom up” approach by engaging with our communities. Rather than a “top down” approach that imposes services and programs, Council is more likely to consult and partner with the community to deliver the services that they need and are asking for. Community Planning Groups have been established in many areas across the Shire and real benefits are now flowing to the various communities and groups that have embraced the concept of community planning.

Grants are another important source of revenue for Council and amount to roughly half of the annual budget. Council has been able to make massive improvements around the Shire with grants provided to repair flood damage, and a massive program of upgrade and renewal is coming to a conclusion. A significant amount of road infrastructure and many of our buildings and sporting amenities have been repaired with grants targeting flood affected communities.

Grants from both State and Federal Governments for upgrading or renewing Council’s assets have made a great contribution to closing our infrastructure funding gap. These funds are spent on our assets to keep them functional and in a good state of repair. Opportunities to attract more like assistance are always being explored.

I am delighted to acknowledge a new terrific working relationship between Shire Officers and elected Councillors. This has translated into increased benefits flowing to our communities. My thanks go to my Councillor colleagues and to the CEO Aaron van Egmond. Aaron and his professional staff have shown a willingness to work with Councillors to deliver programs and initiatives that make the Hepburn Shire a better place to live, work and visit. Council aspires to achieving its objectives and delivering new initiatives and programs. I hope that residents of the Hepburn Shire look forward to, embrace and are part of this vision for the future.

Cr. Bill McClenaghan

Mayor

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SECTION 01

A MESSAGE FROM THE CEO

It has been a busy and productive year for Council. Since taking on the role of CEO of the Hepburn Shire Council I have been fortunate to meet and work with many members of our community. This was particularly the case during the development of the Council Plan 2013-17, when Council embarked on an ambitious community engagement program that included community workshops, the OurSay online forum, community listening posts and a Conference of Big Ideas.

The formal adoption of the Council Plan, AnnualBudgetand10YearFinancialPlanin June 2013 was a significant achievement for Council. These documents ensure that Council continues to meet the needs of the community by providing efficient services in an economically responsible and sustainable way.

While we have delivered an enormous amount against our previous Council Plan, we have lots of work to do to achieve the strategic objectives identified in the current Council Plan. These objectives are active and engaged communities, sustainable financial management and innovative corporate systems, sustainable environment and a vibrant economy, quality community infrastructure and high performing organisation.

Over the next 12 months our team will be working towards delivering on projects that align with the Council Plan and transform community ideas into outcomes for the entire municipality. Business plan reviews will also be taking place, ensuring that Council is continually improving its operations and processes.

I look forward to working with more of the community as we strive to realise our shared vision for the Hepburn Shire.

The Hepburn Shire Council is pleased with its progress throughout the year and particularly with the results achieved through the Statewide Customer Satisfaction survey. Council improved in all areas of the survey and in particular by 21% for the overall direction of Council.

Aaron van Egmond

Chief Executive Officer

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SNAPSHOT

FINANCIALsection 01

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•acomprehensivesurplusof$17.7million($16.5 million in 2012).

•anadjustedcomprehensivesurplus(excluding flood related items and revaluation) of $3.4 million ($2.1 million in 2012)

•revenue(excludingfloodrelatedrevenue)of $30.6 million ($29.3 million in 2012) with 52% coming from rates and charges (50% in 2012).

•operatingexpenditure(excludingfloodrelated operating expenditure) of $27.3 million ($27.2 million in 2012), with 39% attributable to employee benefits (42% in 2012) and 32% attributable to materials and services (33% in 2012).

•$201.2millionincapitalassets(atwrittendown value), providing community facilities, roads, bridges and other infrastructure ($188.0 million in 2012).

•cash(excludingfloodreimbursementsand Victorian Grants Commission funds received in advance) of $10.4 million ($9.2 million in 2012).

•$3.6millioninloansandborrowings ($4.2 million in 2012).

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FINANCIAL SNAPSHOT

IN BRIEF

While the flood events have impacted the financial results for the year, Council’s operating income and expenditure was generally in line with budgets. The following information relates to the ‘Financial Statements’ contained in the Annual Financial Report.

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SECTION 01



RESULT

Council achieved a comprehensive surplus of $17.7 million for the financial year ($16.5 million in 2011-12). This surplus was significantly boosted by an $11.9 million dollar surplus on flood recovery activities, which arose due to all flood recovery reimbursements being shown as income and the majority of expenditure being capitalised.

The adjusted comprehensive surplus exclusive of the net flood factors and the revaluation was $3.4 million ($2.1 million in 2011-12). This adjusted comprehensive surplus compares favorably to the budgeted result of $2.1 million ($0.3 million in 2011-12).

FINANCIAL STRENGTH

The Balance Sheet represents the overall wealth of Council. Net assets increased from $192.4 million to $210.1 million at 30 June 2013. This is as a result of Council’s $17.7 million comprehensive surplus (which includes $2.3 million gain from the revaluation of assets) for the last 12 months. Council is required to undertake regular revaluations of assets and in the 2013 revaluation, Roads, Footpaths and Kerb and Channel increased by $2.3 million (2.3%). During the year Council reinstated $9.5 million of asset damage that arose as a result of the 2011 floods. At balance date $2.2 million of flood damage to assets remains outstanding.

Flood recovery expenditure will continue over the coming year and the value of Council’s net assets will increase as a result.

CAPITAL WORKS

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ADJuSTED SuRPLuS ($ MILLIONS) NET ASSETS ($ MILLIONS)

- $0.3 - $0.4

$3.8

$2.3

$3.5

$2.1

$3.4 $176.1$173.9$164.0$149.1

$140.9

$192.4$210.1

2010/112009/102008/092007/082006/07 2011/12 2012/132010/112009/102008/092007/082006/07 2011/12 2012/13

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CAPITAL WORKS

Over the last two years Councils expenditure on capital works has been supplemented by the flood recovery program. The total expenditure on capital works for 2012-13 was $17.2 ($15.2 million in 2011-12). This was made up of $7.7 million general capital works and $9.5 million flood recovery ($6.6 million general and $8.6 million flood recovery in 2011-12).

The general capital works program is provided to enable existing assets, including buildings, roads, drains and bridges to be maintained and improved to an acceptable and safe level, and to be upgraded where appropriate. $7.7 million was spent in general capital works this financial year. Significant projects included the road reconstruction program of $2.4 million, the development of the Clunes Community and Interpretive Centre, costing $2.3 million, the road reseal program of $1.6 million, and purchases of plant and machinery at $0.7 million.

$9.5 million has been spent on restoring Council owned assets under the flood recovery program during the year. Capital expenditure in the two years since the 2011 floods has been significantly above Council’s long term average capital works spend, as a consequence of the flood damage and the accompanying grants for restoration works. Council’s capacity to delivery its general capital works budget has been adversely impacted during both these years, resulting in a backlog of capital works that will be completed in the coming years.

CASH FLOW

Council’s cash balance increased $3.3 million to $16.8 million at 30 June 2013.Yearendcashbalanceshavebeenhigh over the last two years as a result of flood recovery funds being received in advance of works being completed.

In addition, for the last four years the State Government has prepaid general grants relating to the next financial year in June, increasing the 30 June cash balance. $2.1 million was prepaid in June 2013, which represents a 50% prepayment of the 2013-14 Victoria Grants Commission allocation.

These factors, together with the carry forward of unspent capital works, resulted in a very healthy year end cash balance. However, had these factors not occurred the year end cash balance would have been approximately $5.7 million which would equate to a working capital ratio of 74%.

STRATEGIC PLANNING

Over the past twelve months, Council has revised its 10 year financial plan in conjunction with the development of a new Council Plan. The 10 year financial plan enhances strategic financial decision making and will be of great benefit to the longer term interests of the community.

CAPITAL WORKS ($ MILLIONS)

CASH BALANCE ($ MILLIONS)

$16.8

$13.5

$11.8

$7.2

$5.7

$3.0$2.9

2010/112009/102008/092007/082006/07 2011/12 2012/13

$17.2

$15.2

$8.7

$6.5$5.8

$6.4

$4.2

2010/112009/102008/092007/082006/07 2011/12 2012/13

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SNAPSHOT

ORGANISATIONsection 01

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Profession/Background

Cr Bill McClenaghan graduated from Monash university in 1974 after majoring in history, geography/environmental sciences and education. He then worked as a secondary teacher for 17 years, specialising in history and geography, careers and work education before leaving the Education Department to operate businesses in Daylesford.Today, Cr McClenaghan works in more active outdoor vocations as a self-employed contractor. He was the foundation president of the Central Highlands Tourist Railway and is a current board member and Company Secretary. Cr Bill McClenaghan also manages a weekly Sunday market, having commenced in that role in 1982.

Highlights for the year

•Gettingre-electedforathirdtermandbecoming Mayor again with a better than ever Councillor team.

•SeeingDrummondandYandoitget a new tennis court.

•WorkingwithcommunityplanninggroupsinGlenlyon,Yandoit and Clydesdale.

•Presentingthefourcommissionedlocalartworks for the “150 years of Local Government” celebrations.

•CommemorationofCaptainJohnHepburn’s arrival at Smeaton, 175 years ago to the day.

•WombatHillBotanicGardens150thcelebrations and the Victorian Governor’s two day visit.

•TheBoiteFestivalandasolorenditionof “Danny Boy”.

•BeingthefirstHepburnShireCouncilMayor to lead the Chill Out parade.

•ClimbingMt.Beckworthandcelebrations across the Shire for Australia Day.

•SupportingtheClydesdaleandYandoitcommunities to thank the local CFA Brigades for putting out the bushfire.

•BrokeringadealwiththeCFAtosavestreet trees in Glenlyon’s iconic avenue.

•Joiningthe“GlenlyonGutterGang”.


Cr Don Henderson has had a varied professional career spanning 49 years. Starting his career as a qualified carpenter and joiner, Cr Henderson is a licensed asbestos removalist and supervisor, operator of earthmoving equipment, safety and industrial relations consultant and self employed construction contractor. Cr Henderson has also held the position of Secretary of the Building Works Industrial union, and was an advisor for Australian Workers’ union. In addition to his extensive experience in the area of industrial relations, Cr Henderson was a founding Director of Tripstop group of companies that supply to councils in Australia, uSA and Canada.

SECTION 01

OUR COUNCILLORS

MAYOR CR BILL MCCLENAGHAN HOLCOMBE WARD

First Elected – November 2005

DEPUTY MAYOR CR DON HENDERSON CRESWICK WARD


MAYOR CR BILL MCCLENAGHAN HOLCOMBE WARD


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•TheelectionofanewCouncilthatworks cohesively with staff to achieve the best possible outcomes for the Shire. This has led to achieving advancement of projects, whilst keeping rate rises to one of the lowest in the State.

•InternationalWomen’sDayreachinganew high with women from all walks of life celebrating the day. Honouring just a few of the many deserving women who have worked for the betterment of women and our community.

•Councilworkingtogethertogainrecognition and give support to some of our smaller communities within the Shire.

•Theabilitytoworkdirectlywithstaff on a range of issues has led to development in team work and understanding amongst Councillors and staff.

•ThewillingnessandabilityofallCouncillors to openly speak their mind has also been a great development for us all.


Cr Sebastian Klein is in the process of completing a Bachelor of Agricultural Sciences specialising in Ecological agriculture. He has completed Permaculture and Advanced Permaculture Design Certificates, a Certificate IV in Training and Assessment and successfully completed the Building Communities Leadership Journey in 2007, a course run in partnership between the Victorian Local Governance Association, Dattner Grant and the Hepburn Shire Council. Cr Klein is also currently participating in the Australian Rural Leadership Program.

Cr Klein is also a gardener, farmhand and works for the Daylesford NeighbourhoodCentreastheYouthExtension Coordinator.


•Re-electionasCouncillorforColibanWard and the continued push for the basic needs of this area through its growth and reinvigoration.

•ElectiontotheboardoftheVictorianLocal Governance Association, allowing Cr Klein to maintain and pursue a keen interest in issues related to the wider sector.

•ParticipationintheAustralianRuralLeadership Program, most recently meeting with major supermarket representatives, animal rights campaigners and visiting Tamworth to view intensive factory farming practices as part of a case study on Ethical Food Production.

DEPUTY MAYOR CR DON HENDERSON CRESWICK WARD


CR SEBASTIAN KLEIN COLIBAN WARD


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Cr Neil Newitt and his family moved permanently to Clunes in 2006 after many years as weekend visitors. Cr Newitt is a professional photographer and operates a gallery in Fraser Street, Clunes.

Cr Newitt has thirty years experience as a professional photographer working in newspapers in Queensland and Victoria, including regional and metropolitan mastheads. Cr Newitt was Senior Photographer and Pictorial Editor with The Age until 2005 and currently is a contributor to national media magazines.

Since moving to Clunes, Cr Newitt has been involved with many community, tourism and economic development and flood recovery committees. Cr Newitt currently represents Council on the Daylesford and Macedon Ranges Regional Tourism Board and Tourism Hepburn.


•Re-electionasCameronWardcouncillor and the continuation and completion of many long term projects started during the previous term on Council.

•ThenearcompletionoftheClunesCommunity and Interpretive Centre. The project has consistently met milestone stages on or ahead of schedule, and within the project budget.

•ThesealingofBlackmoresRoadtoFairview Estate, re-construction of Glengower Road, and the continued upgrade works to the Smeaton-Clunes Road have all been implemented in response to Council’s commitment to better roads across the Shire.

•Therealisationofmajorfloodrecoverywork including Victoria Park (Clunes), the Clunes Scenic Walk, repairs to Fraser and Purcell Streets and with work commencing on the rebuilding of the tennis courts.


Cr Kate Redwood AM has had a distinguished career in the area of public welfare prior to entering local government. Cr Redwood holds a Bachelor of Arts, Bacheolor of Social Works (Hons), and Master of Business Administration studies from Melbourne Business School.

During Cr Redwood’s early career in public welfare she held the positions of Director of Inner urban Region and statewideDirectorofChildrenandYouthOut of Home Services. Cr Redwood has also held the position of Executive Director of VCOSS and was a member of ACOSS. In addition to her extensive experience in the area of public welfare, Cr Redwood has held the position of Executive Director of Australian Red Cross Victoria and CEO of the Australian Physiotherapy Association (national position).

Cr Redwood has also served two terms as a Councillor of the City of Melbourne.

CR NEIL NEWITT CAMERON WARD

First Elected – August 2011

CR KATE REDWOOD AM BIRCH WARD

First Elected – October 2012

SECTION 01

OUR COUNCILLORS

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•CohesiveCouncil–workingwellasa Councillor team with officers and looking to the best interests of the Shire not sectional interests.

•AgreatCouncilPlan,10YearFinancialPlan and Annual Budget – all responsibly framed, well supported by the community and unanimously supported by Council.

•ImprovedCounciladministrativesystems with greater accountability and transparency – risk management and audit processes are impressive.

•InternationalWomen’sDaycelebrationsheld by the Council were a great celebration of the achievements of women in the Hepburn Shire.

•150thanniversaryoftheWombatHill Botanic Gardens celebrated by the community, together with the Governor of Victoria on a wonderful autumn day. Now for our legacy of trees for the next 150 years.

Being awarded an AM in the Federal Honours List has been a highlight of Cr Redwood’s life and it has been wonderful for her to share this with many people in the Shire and beyond.


Cr Pierre Niclas is a fully qualified and indentured Fitter and Turner, specialising in the installation and maintenance of heavy Hydraulics and Pneumatics driven processing equipment. Cr Niclas has completed various business related Certificate courses at Deakin university, including Business Management, Finance, Sales and Marketing.

Cr Niclas and his wife Simone currently operate the Hepburn Springs Post Office, as well as a small web based business buying and selling antique goods and unique items of interest.


•MyfirstCouncilmeetingwhereithit home the responsibility and accountability that comes with the role.

•GettingtoknowfellowCouncillors,all the different personalities, all the different aspirations but all with the same desire to deliver positive outcomes for the Shire and their local community.

•Beinggiventheresponsibilitytorepresent the Council and the community at the Australia Day and ANZAC ceremonies.

•DeliveringtheCouncilPlan,CouncilBudgetandthe10YearFinancialPlan.


Cr May worked for many years in the telecommunications sector, but in recent years has been an organic farmer producing vegetables and wine. He has a keen interest in sport and recreation throughout the Shire and enjoys involvement with local sporting clubs and community groups.


•Thesecuringoffundingfortheupgrading of the netball court and for construction of netball change rooms at Newlyn.

•Therenewedcommunityinterestaround the use of the Dean Recreation Reserve.

•WorkingwithfellowCouncillorsand Council officers, in addition to the online ‘Oursay‘ forum in the development of the Council Plan.

CR KATE REDWOOD AM BIRCH WARD


CR PIER RE NICLAS BIRCH WARD


CR GREG MAY CRESWICK WARD


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AARON VAN EGMONDCHIEF EXECUTIVE OFFICER

Qualifications

Bachelor Business (Marketing and International Trade)

Certificate IV (Business Excellence)

Background

Aaron has 10 years of experience in local government with Towong Shire Council prior to taking up the position of CEO with Hepburn Shire Council in May 2012. While at Towong Shire Council, Aaron performed the role of Director Development Services and was responsible for economic development, tourism, local laws, planning, building, environmental health, as well as major projects.

Prior to working in the Local Government sector Aaron worked in the construction industry, both as a project manager and within his own businesses focussed on construction, maintenance and property development.

BRUCE LUCASGENERAL MANAGER INFRASTRUCTURE

Qualifications

Bachelor of Civil Engineering

Associate Diploma Civil Engineering

Background

Bruce joined Council in February 2012, having previously held the position of Manager Infrastructure with the Mount Alexander Shire Council, where he worked for 15 years. Bruce has extensive knowledge of local government engineering, asset management, emergency management, as well as effective management of operational and capital programs.

As General Manager Infrastructure, Bruce overseas infrastructure maintenance which includes all capital works undertaken in the Shire, and our parks and gardens. He is also responsible for Council’s compliance team, assets and engineering services, which include waste management, maintenance of Council buildings and assets, special projects and technical and fleet services.

SECTION 01

OUR ORGANISATION, THE EXECUTIVE MANAGEMENT TEAM

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KATHLEEN BRANNIGANGENERAL MANAGER COMMUNITY SERVICES

Qualifications

Bachelor of Arts (Honours)

Part completion Master of Social Policy

Background

Kathleen started with Council as its Community Strengthening Manager in March 2009. In March 2011 Kathleen was appointed to the position of Acting General Manger of Community Development, accepting the role on a permanent basis in September 2011.

Kathleen has a background in community development and social policy, and has worked in the social housing field in State Government and the not-for-profit sectors.

As the General Manager Community Development, Kathleen oversees the areas of aged and disability services, libraries, recreation and events, youth development, community planning, transport connections and early years planning.

EVAN KINGGENERAL MANAGER CORPORATE SERVICES

Qualifications

Bachelor of Business (Accounting)

CPA

Background

Evan joined Council in his current role in October 2010. Evan is a Certified Practising Accountant with over 20 years experience in the Manufacturing and Social Services field. Evan held roles as Finance Manager with Mars Confectionary Australia, Financial Accountant for Friction Materials Pacific (Bendix Mintex) and Business Services Accountant with Stephen Smith and Associates.

As General Manager of Corporate Services, Evan oversees the areas of finance, human resources, information technology, customer service, records management, governance, communications, risk and property.


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ORGANISATIONAL CHART

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STRATEGIC PLANNING FRAMEWORK

The Strategic Resource Plan, which flows from the Long Term Financial Plan, summarises the financial and non-financial impacts of Council objectives and strategies and determines the sustainability of these objectives and strategies. The Annual Budget is then framed within this plan, taking into account the activities and initiatives included in the Annual Budget which contribute to achieving the strategic objectives specified in the Council Plan.

PERFORMANCE AGAINST THE COUNCIL PLAN

The Council Plan contains 75 initiatives in the areas of Good Governance, A More Prosperous Economy, Healthy Safe and Vibrant Communities and Environmental Sustainability. Council has either completed or commenced 75 of the 75 initiatives.

SECTION 01

PLANNING FRAMEWORK OBJECTIVES/STRATEGIES

Fundamental Commitments Initiatives Commenced/Completed

Good Governance 25 25

A More Prosperous Economy 16 16

Healthy Safe & Vibrant Communities 17 17

Environmental Sustainability 17 17

Total 75 75

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Fundamental Commitments Initiatives

Good Governance Council believes there are several elements to deliver good governance which require immediate and sustained attention. Long term financial sustainability for the future, which includes developing asset management plans for all assets, is imperative to the delivery of good governance. Along with this, Council understands that transparent decision making is vital; this goes hand in hand with developing and maintaining sound working relationships between Councillors and Council management. Council acknowledges that advocacy on behalf of the community on important issues and committing to a better process of community engagement are two essential ingredients which will help deliver good governance to the community.

A More Prosperous Economy The economy of the Hepburn Shire relies heavily on tourism, agriculture, retail and service industries. Council is committed to encouraging the development of these industries in a way that is sustainable and takes into consideration the needs of the community. Council is committed to broader economic development, encouraging a more balanced economy.

Healthy, Safe and Vibrant Communities With a population of just under 15,000 the Hepburn Shire is made up of diverse communities. These communities are often based in town centres with a diverse range of interests in culture, heritage, the arts, the environment, sport and recreation, industry and tourism. One of Council's key roles is to work with the communities of the Hepburn Shire to improve social cohesion, mental and physical health and encourage a satisfying and meaningful lifestyle.

Environmental Sustainability Council is committed to demonstrating leadership on issues relating to environmental sustainability, particularly relating to regional planning and environmental management. Council is committed to leading our communities towards being carbon negative, and understanding and being prepared for the impacts of climate change and peak oil. Council is also committed to strong advocacy on behalf of the community in regards to securing our water supplies into the future.


PLANNING FRAMEWORK

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35


section

02GOOD

GOVERNANCE


HEPBURN SHIRE

“We will deliver Good Governance to the Hepburn Shire”

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Good Governance is the complex set of processes, protocols and behaviours which lead to good decisions. Good decisions are those which are informed by evidence and good advice, contributed to and understood by communities, underpinned by integrity and make sense in the long term interests of the community.

SECTION 02

GOOD GOVERNANCE

There are five essential elements to Good Governance.

1. A sound working relationship between Councillors and Shire management.

2. Long term financial sustainability for the future.

3. Effective community engagement.

4. Transparent decision making.

5. Strong advocacy for Hepburn Shire.

1% savings achieved across the organisation

Through Council’s annual tender program to market test typical goods and services, Council has maintained current rates for an extended period from its suppliers including quarried materials, maintenance services, tree pruning and external plant hire.

Council has also joined multi Council aggregated spend (Whole Of Government) contracts for the purchase of such items as electricity, plant and motor vehicles, through to stationary requirements.

The recent tender process to market test Council’s waste contracts has significantly reduced these costs to ratepayers with annual savings of $218,000 compared to previous costs.

Collaborative Procurement

Over the past twelve months Council’s procurement activities have included collaborative procurement through active membership of the Central Highlands - Regional Procurement Network (RPEN). Participation has provided measurable savings in the annual road reseal program across all councils involved.

Hepburn Shire Council is the lead council in a Victorian Government funded project with Golden Plains Shire Council and Pyrenees Shire Council, to undertake a feasibility study on the conversion of heavy fleet vehicles to biodiesel as their fuel source.

Social Procurement Policy

In November 2012, Council adopted a revised Procurement Policy including provisions for social and youth procurement. The provisions require consideration of the following in procurement decisions:

•Employmentofdisadvantagedgroups.

•Employmentofapprentices.

•Employmentofrecognised youth traineeships.

•Employmentofyouthlabourpermanentorpart time in relation to Council Contracts.

New internal auditors appointed and three year audit program established

In August 2012, Council sought quotes from experienced internal auditors for a three year contract. The Bendigo-based AFS & Associates was appointed and commenced with four projects in the first year. AFS & Associates brought a new perspective to identifying and undertaking internal audit projects.

HIGHLIGHTS

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By seeking to identify risk issues as well as efficiency improvements, it is expected that AFS & Associates will contribute positively to improved governance at Hepburn Shire Council over the remaining two years of their appointment.

The audit program focuses on key strategic, operational, financial and regulatory risks and processes. Projects planned include areas such as work order management, statutory planning, building asset management, procurement efficiency, grant funding management, business continuity and fraud. Through the implementation of this program, the internal auditors will work across the organisation and contribute to a positive risk, governance and compliance culture.

Internal & External Audit program for the year

Council obtains assurance that it is effectively managing key processes through management representations, as well as internal and external audits. On a quarterly basis, a summary of management sign-off on key compliance requirements is reported to our Audit and Risk Advisory Committee. In addition, the results of internal and external audits are provided to the committee. Our new internal auditors, AFS & Associates, undertook key financial controls and information privacy projects. AFS & Associates also reviewed key risks and prior findings in order to develop a program for the next three years. Council’s insurers undertook an audit of the management of property and liability risks. Council’s financial auditor completed statutory audits and reviews of financial statements and performance reporting.

Improved special committee compliance and review of arrangements

In 2012, Council undertook a review of its existing special committees to identify areas of non-compliance and opportunities for improving the management arrangements. At the end of the year, Council is continuing to work through reviewing the delegations in place to all special committees. There have been some positive changes to management arrangements that seek to improve community access to and use of community facilities. As a result of the upcoming opening of the Clunes Community and Interpretive Centre, two special committees in Clunes were discontinued and plans for new arrangements agreed. At the Dean Recreation Reserve, Council considered leasing out the facility, but renewed community enthusiasm resulted in a decision to continue the special committee. It is hoped that the renewed interest in Dean will result in positive community benefits through the use of the reserve and facilities into the future.

Contractor OHS – Induction of preferred suppliers

During 2012-2013, Council publicly advertised for and established panels of preferred maintenance contractors. This process enabled Council to agree to standard terms, conditions and pricing with suppliers, which can be used for a range of projects. The benefits of this include quicker responses to maintenance needs and certainty for all parties as to what is expected. As part of this process, Council introduced revised contractor safety requirements and developed agreed terms for managing safety at worksites.

An induction morning involving Council officers from across the organisation was held with the appointed suppliers. The induction explained the panel arrangements including types of work, invoicing and payments, safety, licensing, insurances and code of conduct.

Lease and licences reviewed and approved by Council

Council currently manages 50 leases and licences with tenants for Council owned and managed properties, ranging from childcare centres, sports clubrooms and community gardens to commercial shopfronts and cafes. These leases and licences enable community organisations and businesses to utilise Council’s managed assets, which in turn achieves positive community and economic development outcomes.

Most notably in 2013, Council renewed the lease with the current operators of the Pavilion Cafe in Hepburn Springs Mineral Reserve for a further five years, and also negotiated two new leases with the Hepburn Health Service for the caretaker’s residence and the Creswick Men’s Shed at Park Lake Reserve in Creswick. The following leases and licences were also agreed during 2012 - 2013:

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Completion of a 10 Year Financial Plan

In June 2013, Council adopted a new 10YearFinancialPlanaftera28daypublicsubmissionperiod.The10YearFinancial Plan 2013-2024, encompassing the Strategic Resource Plan, was developed in conjunction with the Council Plan 2013-2017 and the Annual Budget 2013-14. The Hepburn Shire Council’s Long Term Financial Plan 2013-24 aims to ensure Council’s future financial sustainability. This replaces the10YearFinancialPlan2007-2017.The goals of the Plan include to ensure consistency in future increases in rates and charges, work towards a working capital ratio of greater than 150% and improve the condition of Council’s infrastructure assets.

Implementation of phase 2 & 3 of OneCouncil – Assets and Property & Rating

The TechnologyOne OneCouncil implementation was completed during 2013 with the rollout of phase 2 - Assets and phase 3 - Property and Rating. The Asset and Property and Rating rollout were completed on 1 July 2012 and 21 February 2013 respectively.

The Asset module provides a complete view of the asset life-cycle, including the ability to manage community assets and improve maintenance scheduling and completion. The asset module will support the delivery of new infrastructure projects on-time and on-budget, managing project budgets and project contracts.

The Property and Rating module allows Council to manage local laws and automate the management of regulatory inspections for buildings and health and safety, capture information in one central database and match data fields against names, properties and addresses.

Council Plan 2013-17 – Community Engagement Process – “Our Say”

The Council Plan was developed following an extensive engagement process, including a series of community workshops, an online ‘OurSay’ forum, a Conference of Big Ideas, departmental business planning, staff development workshops, Statutory Submissions process and Councillor development Workshops. The engagement activities included:

•6CommunityWorkshops.

•8CommunityListeningPosts.

•93CommunityWorkshopattendees.

•53CommunityWorkshopideas.

•264BigIdeas.

•3,399Votes.

•688Comments.

•687Participants.

•6,719Uniquewebsitehits.

•10IdeasaddressedbyCouncilatthe“Conference of Big Ideas”.

•8Section223Submissions.

Lease and licences 2012/2013

Property Tennant

Allendale Recreation Reserve Creswick & District Motor Cycle Club Inc

Shed located at Park Lake Reserve Creswick Garden Club Inc

Creswick Mechanics Institute Creswick Municipal Band Inc

Food Garden at the Daylesford Community Park Daylesford Neighbourhood Centre Inc (auspicing the Daylesford Food Gardeners)

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Input from all engagement activities were considered in the development of the Council Plan.

Council identified five strategic objectives to create a strong alignment with the needs of the community and the organisation.

1. Active and Engaged Communities.

2. Quality Community Infrastructure.

3. Sustainable Environment and a Vibrant Economy.

4. Sustainable Financial Management and Innovative Corporate Systems.

5. High Performing Organisation.

Council General Election 2012

On 25 September 2012, Council entered caretaker mode in preparation for the general election to be held on the 27 October 2012. During the 2012 caretaker period, in accordance with Council’s Caretaker Policy, Council committed to good governance and to fair and democratic elections underpinned by two commitments:

1. Avoid making significant new policies or decisions that could unreasonably bind a future Council; and

2. Ensure that public resources, including staff resources, are not used in election campaigning or in a way that may improperly influence the result of an election, or improperly advantage existing Councillors as candidates in the election.

under the guidance of the Victorian Electoral Commission, the Council general election was conducted on 27 October 2012. Statistics for the 2012 election include:

•Themunicipalvotersrollcomprised14,680 voters.

•15nominationswerereceivedbycandidates wishing to stand.

•Therewasonlyone uncontested election.

•Returningofficerissued112replacement ballot packs.

•17unenrolleddeclarationvotes were issued.

•76.18%ofballotpaperswerecounted.

•312ballotpaperswerereturned in the week following the close of voting.

•Theinformalvotingratewas 2.51 percent.

Business Planning

A comprehensive Business Planning program was implemented throughout 2012-13. The program was designed to:

1. Provide input into the new Council Plan 2013-17;

2. Ensure priorities for each Department are clear and agreed; and

3. To ensure we have the resources to achieve our action plans.

Business Planning was launched on 13 September 2012 with an organisational breakfast. 17 departmental Business Plans were developed by 31 January 2013. The Business Plans provide a direct link from the Council Plan to individual work plans.

Working together workshops – Executive and Councillors

After the Council General Election in October 2012, Councillors and the Executive Management Team participated in a “‘Working Together To Deliver” program, comprising two one-day workshops over two months. The workshops were designed to provide support to Councillors and the Senior Executive Team to examine their respective roles and responsibilities within Council, thereby ensuring an effective working relationship through which community objectives can be delivered.

The workshops gave participants the opportunity to explore a range of views and perspectives on leadership and jointly plan the delivery of quality outcomes for their communities over the next four years.

The workshops focused on:

•Howtostrengthentheworkingrelationship between Councillors and Senior Managers through identifying ground rules and operating principles to maximise Council effectiveness;

•Participantslearningtoknowandunderstand each other and preferred ways of operating;

•Establishingasharedvisionforthecouncil that informs the development of the Council Plan;

•Agreeingonhowtomosteffectivelyengage with the local community;

•Agreeingonhowtoeffectively manage and monitor the council’s performance; and

•Enhancingleadershipcapabilitiestodeliver the Council Plan.

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DISAPPOINTMENTS

Policy reviews not complete

In 2010-11, Council commenced a full review of all its policies. The policy review was underpinned by the Policy Framework, developed in 2010-11 to enable staff to better understand what a policy is and how they fit into the document structure. The framework also assists our staff to improve the development, implementation and management of policies and how they link in with the Council Plan objectives. A goal was set in 2012-13 to have no Council policies outside their review date. unfortunately, due to conflicting priorities16 of the 37 Council policies were outside their review date as at 30 June 2013. A concerted effort will be made in 2013-14 to address this issue.

CHALLENGES

Fire Services Property Levy

The Fire Services Property Levy Act 2012 imposes a Fire Services Property Levy (levy) on all real property in Victoria, unless specifically exempt, to fund the Metropolitan Fire and Emergency Services Board (MFB) and the Country Fire Authority (CFA). The levy is collected by councils through rates notices, or in the case of a non-rateable property, through a separate notice. Consequently, a new fixed and/or variable charge will appear on rates notices from August 2013 which is anticipated to increase the volume of queries to Council’s Customer Service and Rates Officer. Council will pass on the levy amounts collected to the State Government on a regular basis, together with regular reporting. Council officers have worked closely with our contract valuer to ensure previously non-rateable property is correctly valued and classified, as well as contact details are accurate.

Lake Daylesford Boathouse Cafe

The Lake Daylesford Boathouse Cafe was destroyed by a fire on 8 December 2012. The damaged Boathouse was demolished in late December 2012, with only the unburnt portions of the deck and floor remaining.

Council officers have worked closely with representatives of the insurer to achieve the rebuilding of the iconic Lake Daylesford Boathouse Cafe. The insurer will make adjustments to the new building design to meet current building standards, but will have a focus on ensuring the Boathouse is rebuilt in a way that respects its history. The proposed plans for rebuilding the Lake Daylesford Boathouse Cafe were adopted by Council at the June 2013 Council meeting.

THE YEAR AHEAD

Regular risk reviews

During 2013 and 2014, Council will seek to achieve more regular updates and reporting of risk management. One initiative to achieve this goal is the implementation of a web-based risk register. The system will provide regular reminders to encourage staff and managers to regularly update risk status and report on progress. The system will also enable standard reports to be produced for the Executive Management Team to regularly review risk management.

Performance reporting by Council

The Victorian Government is working with councils to develop a performance reporting framework to ensure that all councils are measuring and reporting on their performance in a consistent way. The Local Government Performance Reporting Framework will be delivered by Local Government Victoria over the next two years in close collaboration with councils.

Develop a high performance framework to drive continuous improvement

The Hepburn Shire Council “High Performance Program” provides a structured program for continuous improvement, service reviews and process improvement ensuring the long term viability and sustainability of Council. The program encourages all staff to seek incremental and breakthrough improvements over time through continual evaluation and by seeking feedback to increase the efficiency, effectiveness and flexibility of our service provision to the community.

Implementation of the procurement efficiency program

The procurement efficiency program will be implemented in the coming year to identify potential savings and to reduce complexity in our systems and processes. The program is a five step process:

1. undertake an audit to identify expenditure by category;

2. Eliminate expenditure where possible without impacting service delivery;

3. Reduce expenditure where ever possible;

4. Implement control measures to ensure savings are delivered; and

5. Manage and monitor future expenditure.

The aim of the procurement efficiency program is to remove waste and inefficiency from Council to ensure value for money for all ratepayers.

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Project Management

During 2013-14, project management training will be undertaken by all Council staff responsible for key project. The emphasis will be on practical tools and techniques to support the delivery of key or strategic projects. The training will not adopt a theoretical approach, but will focus on real projects that will deliver tangible outcomes for Council and the community.

The training will ensure that project planning:

•Isfocusedonthe“rightprojects”to deliver against commitments in our plans, for example projects that directly support our strategy;

•Ismanagedinaconsistentmanner;

•Progresscanbeeasilycommunicatedfor each project to key stakeholders;

•Willquicklyidentifyandresolveissues,problems or blockages; and

•Enablesteamstoworktogether, share expertise and support each other as required.

KEY FUNCTIONS OF GOVERNANCE:

Hepburn Shire Council is committed to practicing good governance. In the Local Government context, good governance is a combination of democratic (Council) governance and corporate governance.

DEMOCRATIC (COUNCIL) GOVERNANCE

Democratic governance is practised with the guidance of the Councillor Code of Conduct.

CORPORATE GOVERNANCE

Council has processes and controls in place to deliver quality service, prudently manage resources and safeguard community assets.

SERVICE STATISTICS

•positionsadvertisedduring the year = 30.

•Staffturnoverduringtheyear=9.5%.

•#ofassessments=10,653.

•#ofpensionrebates=1,739.

•%ofratesoutstandingat year end = 8.3%.

•Averagerateandchargesperassessment = $1,480.92.

•AverageCapitalExpenditure per assessment $1,422.32.

•590kmofsealedroads.

•835kmofgravelroads.

•35kmoffootpaths.

•108kmofkerbandchannelling.

•136Bridges.

•34kmofdrains.

•2.5kmformedtracks.

•#ofreceiptsissuedinthelast 12 months = 41,942.

•#ofdocumentsregisteredinto the document management system = 337,987.

•customerrequestslodgedduring the year = 3,954.

•ITrequestslodged=1,490.

•Learnerspermitswereissued=53.

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Indicator Description 2012 2013 Small Rural Shire 2013

Overall performance Community satisfaction result for overall performance. 47 49 59

Community Consultation

Community satisfaction result for community consultation and engagement.

46 52 58

Advocacy Community satisfaction result for Council's advocacy and community representation on key local issues.

44 49 56

Customer Service Community satisfaction result for Council’s customers service.

61 65 70

Overall Council Direction

Community satisfaction result for Council's overall direction. 46 51 52

PROGRESS ON COUNCIL PLAN

25 of the 25 initiatives in the Council Plan under Good Governance have been completed or commenced.

Good Governance in the Hepburn Shire is delivered by:

•AuditandRiskAdvisoryCommittee.

•RiskManagement.

•HumanResources.

•Finance.

•CustomerService.

•RecordsManagement.

• InformationTechnologyandTelecommunications.

•OccupationalHealth&Safety.

•EmergencyManagement.

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HOW GOOD GOVERNANCE IS BEING ACHIEVED UNDER THE COUNCIL PLAN

Council Plan Actions Status

1 - Further participation in training and development programs for Councillors and Management aimed at enhancing our understanding of good governance and establishing a clear understanding of roles and responsibilities.

•CompletedCouncillorTransitionandInductionprogram.

•ParticipatedintheWorkingTogetherProgram.

•ParticipatedinPrivacyTraining.

Completed

2 - Rigorously complying with the ethical standards required by the Local Government Act around conflict of interest, bias in decisions and public records of assemblies of Councillors with a particular focus on reviewing Council’s “Code of Conduct” to ensure our expected standards of behaviour are those most likely to sustain effective working relationships.

•Conflictofinteresttraining.

•BriefingsontheroleoftheVictorianOmbudsman.

•WorkcoverUpdatefromQBEInsurance.

•ReviewedtheHumanRightsCharter.

Completed

3 - Investigating the use of Councillor Portfolios.

•UpdateprovidedatCouncillorBriefingsessionsinFebruary2010 and March 2010.

Completed

4 - Ensuring that the Hepburn Shire Council is an employer of choice, offering a safe and equitable workplace, also ensuring that employees are offered opportunities for professional growth.

•HumanRightsCharterreviewed.

•BusinessPlanningprocessdevelopedandrolledout.

•Thefollowingpolicieswereupdated:

- Staff Grievance Resolution Procedure.

- Working from Home Policy, Procedure & Forms.

- Staff Performance Review & Development Scheme. Policy, Procedure and Forms.

- Staff Disciplinary Policy.

- Staff Recognition Policy and Procedure.

- Contractor Management Policy and Procedure.

Completed

5 - Increasing our spending on Shire assets by a total of $2.5million over our four year term.

•ThroughacombinationofadditionalCouncilfundingandStateand Federal Government funding in excess of $2.5 million has been added to the Shires capital spend.

Completed

6 - Completing Asset Management Plans for all of the Shire’s assets and preparing aTenYearCapitalWorksProgram.

•RevisedtheAssetManagementPolicyanddeveloped a five year Capital Works Program.

•Three asset management plans have been completed.

Completed

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7 - Disposing of poorly utilised, inefficient or surplus assets in consultation with the community where appropriate.

•Propertysoldat47LeggattSt,Daylesford

•OldCluneslibraryhasbeendeclaredsurplustoneedsand is in the process of being sold.

Ongoing

8 - Reviewing all of our costs and seeking regional partnerships to produce at least 1% annual productivity improvements without reducing service quality.

•Councilhasconductedarangeofexpenditurereviews and market testing through the competitive tender quotation process.

•Specific areas of review and market testing include:

- Extensions to Council Rating and Debt collection contracts have been negotiated with no or CPI only increases to current service charge structure.

- The ongoing photocopier costs have been reviewed confirming savings of up to $100,000 per annum over the previous long term arrangement.

- Council IT purchases have been tested against unique purchase price comparisons achieving measured cost savings on like equipment of $6-8,000.

- Council stationery costs have reduced reflecting lower copy paper purchases with Council Photocopiers all defaulted to “double sided”.

- Council conducted market reviews through managed tender programs for the major waste contracts with the revised contracts commencing in April 2013 with significant savings planned without any loss of service delivery – saving estimated are in excess of $218,000 per annum.

- Council’s major plant and equipment purchase are now linked to the MAV National Plant and Equipment Contracts with significant measured $ unit price reductions achieved.

- Council is a part of the regional multi-council road resealing contract.

- Further market testing has occurred over this financial year for trades services including plumbers, carpenters and electricians where existing rates will be maintained for a further twelve months and other market tests have been carried out for quarried material, tree pruning services with similar cost management outcomes.

Completed

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9 - Attracting high levels of government grants by having at least three significant projects ready to begin.

•Grantsreceivedduringtheyear:

- Country Roads and Bridges.

- Local Government Infrastructure Fund.

- Roads to Recovery.

- Putting Locals First:

- Lindsay Arts Trail Design.

- Trentham Community Facilities Planning.

- Creswick Industrial/Residential Land Review.

- Hepburn Community Links.

- Trentham Sports Oval Lighting.

- Sport and Recreation.

- Newlyn Netball Facilities.

- Energy efficient street lighting.

- Regional living expo.

- Feasibility for Conversion of heavy fleet to biodiesel.

Ongoing

10 - Stronger residential investment in Hepburn Shire by reviewing the Hepburn Planning Scheme to create a wider, more attractive, environmentally sustainable range of property, housing and lifestyle choices that will increase our total rate revenue by more than 1% each year.

•ContributiontothedraftLoddonHighlandsWaterSupplyProtection Area Groundwater Management Plan.

•AdoptionoftheHepburnShireEconomic Development Strategy.

•HepburnPlanningScheme–ReviewoftheEnvironmentSignificance Overlay schedules 1 and 2.

•ReviewedtheTourismPolicy.

•MunicipalStrategicStatementreview.

•EndorsedtheDraftCentralHighlandsRegionalGrowthPlan.

Ongoing

11 - Overall rate and charges income increases which exceed our cost increases.

•ParticipatedinanAustraliawidefeesandchargesbenchmarking exercise that provided guidance on the level of fees and charges and identified potential new fees and charges.

•10YearFinancialPlanadoptedbyCouncilinJune2013.

Completed

12 - A rate mix between farming, business and the residential sectors which carefully evaluates the impact on each sector and which best enables each sector to fairly prosper.

•RatingStrategyadoptedbyCouncilon19April2011. Completed

13 - Lobbying the Federal Government for increased direct funding support to Local Government.

•BriefingsprovidedtoCatherineKing,FederalMP, Geoff Howard, Member Ballarat East and Joe Helper Member for Ripon.

•Mayors and CEO forum meetings on a bi-monthly basis.

Completed

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14 - Ensuring new loans are for assets which generate new revenues or enable us to relinquish old assets and are accompanied by a thorough and balanced business case.

•Nonewloanstakenoutinthe2012-13financialyear. Completed

15 - Maintaining sound risk management through an independently chaired Audit and Risk Advisory Committee and the implementation of a Strategic Risk Management Framework.

•AuditandRiskAdvisoryCommitteemeetingheldfour times during the year.

•RiskManagementPolicy,FrameworkandRiskRegisterTemplateadopted by Council June 2010.

•InternalandExternalAuditsundertakenduringtheyearwere:

INTERNAL

- Review of outstanding audit recommendations.

- Risk assessment and internal audit planning.

- Information privacy.

- Key financial controls.

EXTERNAL

- Annual Financial Statements.

- Municipal Association of Victoria – Public Liability Risks.

- JMAPP Property Insurance.

Completed

16 - Adopting the International Association of Public Participations Consultation Framework as the guiding process for community engagement and requiring Community Engagement Plans to be prepared for all issues requiring Council resolution.

•CommunityEngagementframeworkadoptedbyCouncil in August 2010 incorporating the IAPP principles.

Completed

17 - Embracing community knowledge and expertise to help guide its decision making and implementation.

•CouncilPlandevelopedutilisingtheOurSayForumgeneratinghigh levels of engagement in the process which included:

- 6 Community Workshops.

- 8 Community Listening Posts.

- 93 Community Workshop attendees.

- 53 Community Workshop ideas.

- 264 Big Ideas.

- 3,399 Votes.

- 688 Comments.

- 687 Participants.

- 6,719 unique website hits.

- 10 Ideas addressed by Council at the “ Conference of Big Ideas”.

- 8 S223 Submissions.

Completed

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18 - Operating in a way that further encourages a diverse and representative group of candidates to contest the 2012 Council elections and promoting the importance of civic leadership through sponsoring community involvement in leadership and development programs.

•Candidateinformationsessionconductedonthe 19 September 2012.

•2012CouncilGeneralElectionconductedwiththe following candidates:

- Birch Ward – 6.

- Cameron – 2.

- Creswick – 4.

- Coliban – 2.

- Holcombe - 1.

Completed

19 - Working with the community to determine the usefulness and potential benefits of developing a long term community vision for the whole of Hepburn Shire, such as a ‘Hepburn 2030 Vision’ which demonstrates aspirations and values which could be reflected in both future Council Plans and individual Community Plans.

•InformationgatheredthroughtheOurSayforumwhichcouldbeused in the preparation of a 2030 Vision.

Ongoing

20 - Only making confidential decisions when absolutely necessary and always carefully explaining the reasons necessitating confidentiality.

•AllreportsdeliveredtoCouncilina“closedtothePublic”session in 2012-13 were confined to contract management decisions.

Completed

21 - Ensuring Council’s Management prepare evidence based reports to guide decision making through the provision of training and development opportunities for Council staff with a view to improving the quality of advice provided to Council.

•Allmanagers/supervisorsandotherkeystafftrainedinCouncilReport Writing October 2010.

Completed

22 - Requiring Council Management to prepare policies and protocols which support transparent decision making.

•CouncilPoliciesreviewedduringtheyearinclude:

- Human Rights Policy.

- Procurement Policy.

- Asset Management Policy.

- Tourism Policy.

Completed

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23 - Improving citizen access to web based Council information and for Council business transactions with a view to introducing the internet broadcasting of Council Meetings if feasible.

•TrialconductedonwebcastingDelegatedPlanningCommitteeMarch 2011. Budget bid for webcasting Council meetings not successful 2012.

Completed

24 - Speaking out on issues that are important.

•CouncilAdvocacyduringthe2012-13yearincluded:

- Groundwater management & water security.

- Public safety and the smart electricity meter rollout.

- Support for community based wind farming.

- Local Authorities Superannuation Fund.

- Expression of thanks to emergency service organisations within Hepburn Shire.

Completed

25 - Researching the pertinent facts on issues to reach clear policy positions and involving our community in creating these policy positions.

•StrategiesandPlansadoptedduring2012-13:

- Daylesford Streetscape Revitalisation Master Plan.

- Hepburn Shire Economic Development Strategy.

- Freight Strategy.

- Community energy resilience report and community consultation.

- Central Springs Master Plan.

- Hepburn Mineral Springs Reserve pedestrian and traffic movement plan.

- Council Plan 2013-17.

- Budget 2013-14.

-10YearFinancialPlan.

- Daylesford Streetscape Revitalisation Master Plan Revised.

- Draft Central Highlands Regional Growth Plan.

- Municipal Emergency Management Plan – Community Emergency Risk Assessment and Hepburn Shire Flood Emergency Plan.

Completed

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section

03A MORE

PROSPEROUSECONOMY

HEPBURN SHIRE


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SECTION 03

A MORE PROSPEROUS ECONOMY

Wombat Hill Botanic Gardens 150 celebrations

Wombat Hill Botanic Gardens turned 150 this year and Council worked closely with stakeholders to ensure the occasion didn’t pass without celebration. His Excellency the Honourable Alex Chernov AC QC, Governor of Victoria, visited the Shire and was asked to mark officially the opening of the restored Rustic Cascade within the Gardens. This project was made possible by the fundraising efforts of the Wombat Hill Botanic Gardens (WHBG) Friends Group. The effort of the Friends Group and community volunteers on the WHBG Advisory Committee ensured this was an occasion enjoyed by all and a huge success.

Upgrade and sealing of Mulcahys Road by internal teams

The upgrade of Mulchays Road was a project undertaken by Council staff and was completed on time and within the allocated budget. The scope of the works were to upgrade drainage in areas where it was not working effectively and to import road base material, grade into shape, water and compact to design levels and seal the road. All of the works, apart from the final seal, were undertaken by Council staff. Feedback from residents has been extremely positive and Council staff have been complimented on the quality of the works and the professionalism of the team.

Upgrade of Luttet Street Creswick (town entrance and improve drainage and residential amenity)

The Luttet Street works included the renewal of deteriorated concrete kerb and channel, as well as extending and making improvements to the underground drainage system using Council staff. The gravel shoulders were replaced with consolidated crushed rock and are scheduled to be bitumen sealed. This will significantly improve the appearance and function of the street for the adjoining residents, along with addressing local drainage problems.

New Waste collection contracts and financial savings with improved service provision.

Council entered into new waste collection contracts for waste services, including waste and recycling kerbside collections, processing of recycled material and operation and management of the Council’s 3 transfer stations. The efficiencies contained in the new contracts have allowed Council to reduce the Waste Management Charge by 8.4% to $120 per property and the kerbside Recycling charge by 42% to $54 per property.

Freight Strategy

Council adopted a Freight Strategy in September 2012 to provide a direction to reduce the costs of freight transport for business operating in the Shire and preserve local roads and towns where freight movements are undesirable. The Strategy recommends an improved East-West route between Clunes and Smeaton and North-South local roads were identified as strategic

Council is committed to helping its citizens achieve economic prosperity. We understand how important it is for Hepburn Shire residents to access local jobs and to invest in local businesses. Economic prosperity will be achieved by supporting:

• The farming sector.

• Tourism.

• New businesses and jobs.

• Business infrastructure.

HIGHLIGHTS

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freight routes and included in the Strategy. The Freight Strategy lists a number of actions which require external grant funding to proceed, along with the cooperation of adjoining municipalities. The Strategy provides Council with a future direction on strategic freight routes and is consistent with the Regional Transport Plan.

Participation in the Regional Victoria Living Expo

The Regional Victoria Living Expo took place on the weekend of 19 - 21 April 2013 at the Melbourne Convention and Exhibition Centre. Over 8,000 Melbourne based families and individuals interested in “Living, Working or Investing” in regional Victoria attended the event.

Hepburn Shire Council attended for the second year running, along with 48 other regional Victorian councils and various businesses. Council showcased the many attractions, opportunities and benefits that Trentham, Clunes, Creswick, Hepburn Springs and Daylesford have to offer.

Council’s Economic Development and Tourism unit coordinated Council’s participation in the event. Staff from Council’s Economic Development and Tourism unit and Visitor Centre Volunteers assisted in operating the stall. Council was pleased to be able to also sponsor a display showcasing the Hepburn Springs Village. Representatives of the Hepburn Springs Village Business Group were invited to attend the Expo to help promote the region.

Contact details were collected from approximately 250 visitors to Councils stand who expressed an interest in relocating to the Hepburn Shire.

The State Government, through Regional Development Victoria, provided a grant of $10,000 to all participating local Councils to assist with the costs involved in taking part in the Expo.

Creswick NBN rollout confirmed

Council has remained well connected to the regional efforts to attract early roll-out of National Broadband Network (NBN) services. Creswick has been fortunate enough to have some Fixed Wireless facilities connected in the outer settlements during late 2012 and early 2013. The uptake of these improved services has been steady with users reporting excellent results, often at lower costs than previous services. However, there has been some community concern at the proposed location of some of the towers. Several new towers have been approved for installation in the east of the Shire, near Drummond and Tylden.

Support for local businesses

Council’s Economic Development unit has funded and coordinated a variety of business skills workshops and activities in the Shire. These include:

•TheNationalBaristaAccreditationCourse took place in April 2013. Council funded ten places at the William Angliss Institute, which were immediately filled by locals. The course provided accreditation and chance to expand skills for local business staff in the hospitality industry.

•Aseriesofbusinessskillsworkshopswith David Wilson took place in May 2013. David Wilson, who is a specialist advisor to small businesses, visited Creswick, Clunes, Trentham and Glenlyon. The sessions were well attended with many regional businesses given the opportunity to attend without having to travel far from their business.

•EconomicDevelopmentprovidesNewBusiness Kits all year round to both new and prospective businesses. These kits include contacts to many valuable services, support and amenities within the Shire.

•TheSmallBusinessVictoriaVanvisitsthe Shire annually, coordinated by the Economic Development unit of Council. The Van offers five mentoring sessions as well as “walk up” advice. The Van’s most recent visit in July 2013 saw all five session booked out and over twenty-five people seeking advice on the day.

Successful events – ChillOut, back to Booktown, Swiss Italian Festa

CHILL OuT:

The 2013 festival marked ChillOut’s 15th anniversary and this year’s festival was hailed the largest and most successful in ChillOut history.

Attendance to the event was 27,098 across the festival weekend.

The ‘worthy cause’ for the 2013 festival was the Daylesford District Food Aid and the event raised $22,284.

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BACK TO BOOKTOWN:

Back to Booktown 2013 attracted 18,000 visitors over the two days.

A visitor survey found that 40% of people attending the festival were from greater Melbourne and 56% from the rest of Victoria, with 4% from interstate. Around 20% stayed one or two nights in the area to attend the festival. More than 60% of visitors indicated they would return to Clunes to further explore it as an International Booktown prior to the next festival.

39 traders booked sites and they were joined by seven of the town’s permanent book traders, three community book stalls, two pop-up sites and four other shops that offered books in their stock mix - a total of 55 book selling sites.

SWISS ITALIAN FESTA

The20th Anniversary of the Festa was a resounding success, with very positive feedback from the community. Attendance was estimated at 13,876 across the duration of festival.

The Festa committee decided to change the duration of the Festa from 10 to 6 days and this proved to be an excellent decision. Despite this shorter time-frame, attendance exceeded previous years.

Wheelers Bridge

An onsite recognition ceremony was conducted on 15 June 2013 to acknowledge the heritage importance of Wheelers Bridge located on the Creswick-Lawrence Road just west of Smeaton.

Opened to traffic in March 1900, the double arch bridge is significant as it is one of the first bridges in Victoria to be built using the ‘Monier patent’ form of construction and its powerful association with General Sir John Monash, a noted civil engineer and military commander.

The bridge was an important addition to the development of the surrounding area and today provides an important link between farm properties and towns.

The bridge is the oldest of its type still open to traffic and Hepburn Shire is currently investigating various options for its continued operation.

DISAPPOINTMENTS

Not achieving the target for delivery of capital works (although a significant improvement on last year)

Council placed great importance on improving its ability to deliver the annual capital works program and were focussed on achieving an 80% completion target. Whilst the level of delivery did not reach the nominated target, Council experienced an improvement from prior year’s results. The overall Council completion rate was 75% compared with 57% in 2011-12.

Not completing the Waste Strategy

The Council Waste Strategy is currently in development. The first part of the strategy has been completed. This focused on the reduction of greenhouse gas emissions that could be achieved by changes to the waste stream and recycling kerbside collection system. A number of scenarios were tested, including green waste and organic material being collected in Council kerbside waste collections services.

Although the strategy was expected to be completed in 2012, Council has now appointed a consultant to complete the second stage of the strategy, which has a focus on converting waste received at transfer stations into opportunities through education, technology and innovation to reduce material going to landfill.

CHALLENGES

Resurfacing works at Doug Lindsay

Following completion of the Doug Lindsay Recreation Reserve and Community Facility in late 2011, concerns were raised regarding the oval playing surface and in particular the grass cover and coarse stone particles in the surface. After much investigation, Council agreed to invest $300,000 to upgrade the surface by spraying out the existing grass cover, placing a heavy topdressing layer and placing Santa Anna Couch Turf. Whilst the timeline was ambitious and a few hurdles were encountered along the way, the oval surface was ready for the Creswick Football Netball Club’s first home game for the year..

Strategic Planning

A number of strategic projects are ready for Council endorsement and submission to the Minister for Planning for final approval. Work has been completed on the Review of the Hepburn Planning Scheme, Restructure Plans and the Environmental Significance Overlay Amendment.

There is significant interest from members of the public to push for some amendments to business zones, particularly in Hepburn Springs. Any further work in this area will depend on funding and resource allocation.

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Revised Daylesford Streetscape Strategy Endorsed

The adoption of the Daylesford Streetscape Revitalisation Strategy provides Council with a clear action plan to improve the vitality of the Daylesford town centre. The strategy, first endorsed in September 2012, was reviewed and minor changes were made in early 2013. The updated strategy was endorsed by Council in May 2013.

Whilst an extensive consultation process was undertaken, it has been difficult to include every idea and satisfy all stakeholders. Council is working to commence the first stage of implementation in the 2013-14 year.

Progress of flood recovery works

The challenges associated with the Flood Recovery Program have continued through the year with expenditure on flood recovery works now in excess of $30 million dollars. This program is expected to be completed early in 2014. Some of the works completed over the past 12 months include the following:

GLENGOWER ROAD REHABILITATION

A highlight of the Flood Office’s Works Program during 2012 – 13 was to rehabilitate the length of road by stabilising the existing road and overlaying the surface with a layer of fine crushed rock prior to sealing.

WYUNASPRINGS,HEPBURNMINERAL SPRINGS RESERVE

New paths and retaining walls have been constructed at Wyuna Springs. The completion of the access road to the sulphur springs will also be undertaken.

YANDOITANDCLYDESDALE

RoadsintheYandoitandClydesdaleareas were graded and re-sheeted with100mm layer of gravel. Works also included table drain cleaning and shaping. Culverts were installed where required.

The roads where gravel re-sheeting works were undertaken include uniting Church Road, Glamorgan Road, Parkes Avenue and Zumpies Road and Christmas Reef Road.

PuRCELL STREET, CLuNES

Rehabilitation of the existing pavement was undertaken along Purcell Street from Service Street to Templeton Street in Clunes. The existing bluestone kerb and concrete tray on the south side was retained. The bluestone open drain on the north side from Purcell Street was also left in place.

PARK LAKE CRESWICK - PATH AND STEPS REINSTATEMENT

The works included repaving the path around the lake, improvements to drainage to prevent further scouring, erosion prevention works around the inlet pipe to the lake and asphalting of the steps to provide all weather access.

NEWLYNRECREATIONRESERVE

Works included forming and paving the access road around the oval and reinstating the pavement in the car park. Approximately 200 tonnes of crushed rock was used to reinstate the access road and car park. This was combined works undertaken by Hepburn Shire Staff.

Boathouse Cafe burnt down

The iconic Lake Daylesford Boathouse Cafe burnt down in December 2012. The resulting closure of the Cafe was felt by locals and visitors alike. As manager of the Crown land on which the Boathouse sits, Council held insurance for its replacement. As a result, Council has been working with its insurers to develop plans to replace the building and enable the iconic facility to be rebuilt.

THE YEAR AHEAD

NBN Rollout

Daylesford, Hepburn Springs, Clunes and Trentham have all been listed in the next three-year roll-out of NBN fibre services. The installation of fibre in Creswick began early in 2013 and is continuing. Hepburn Shire will have a competitive advantage with the provision of these early services and it is hoped that it will support growth of existing businesses and attract new businesses to the Shire.

Promote opportunities to take advantage of NBN – digital Local Government

The Federally funded Digital Enterprise program has been operating in the Shire throughout the year. Council joined neighbouring councils in Ballarat, Pyrenees and Golden Plains in a bid for funding to deliver an education program for businesses and community groups. This program provides some foundational information allowing participants to better understand what the new NBN facilities will be capable of offering.

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The workshops provided are usually linked to training in social media and the use of internet technologies such as development of websites. The program will continue in the coming year and Council hopes to encourage business and community to build use of the advanced speeds and improved service provided through the NBN facilities.

Visitor Information Services - Volunteer strategy

Council support the tourism industry through four Visitor Information Centres; two part-time centres and two that operate every day except Christmas Day. The Daylesford Regional Visitor Information Centre is fully accredited. Without a reliable supply of dedicated and trained volunteers, Council would be unable to provide visitor information services without employing full time staff, which would be a significant extra cost on ratepayers.

During the coming year, Council’s Economic and Tourism Development unit will initiate a new recruitment strategy to encourage more volunteers to participate in this important work for the community. The tourism industry is the largest employer group in the Shire and the second highest value in dollar output terms. As one of Victoria’s most popular tourist destinations, it is important that Hepburn Shire is able to continue to service our 800,000 visitors with the information they need for an enjoyable stay in our region. Such service, capably provided by our 160 volunteers, will encourage visitors to return and continue to support our growing economy.

Implement the Economic Development Strategy – Year 1 Action plan

Council’s Economic Development Strategy continues to roll out across the Shire in support of maximising economic growth. The Economic Development Business Plan identified 21 discrete projects for Council’s attention, almost all of which are currently being addressed. These projects are varied and range from streetscape projects, development of the Clunes Community and Interpretive Centre, implementation of priority projects in Hepburn Walking and Cycling Strategy, signage renewal, national broadband and mobile telephone services and renewable energy studies.

The year ahead will also see ongoing provision of business advisory services and support to the five business and tourism associations across the Shire. These groups are critical in their support role for individual businesses and the provision of regular networking events. They are also the ideal conduit for Council providing critical business information obtained from State and Government departments and agencies. Council will continue to promote grant funding opportunities and valuable business services, such as the annual Small Business Festival and business skills workshops.

Sporting Ground projects

Council will clarify its responsibilities in relation to the building, maintenance and support of sporting grounds. The priority for Council is to service high usage ovals to a greater degree than ovals that are less utilised. As the level of service will be documented, this will enable staff and user groups to have clear and known expectations as to the level of maintenance proposed for any oval within the Shire.

Review the Council’s Road Management Plan

Council’s road management plan provides Council and our community with details of minimum service levels relating to road maintenance and repairs. The review of the plan will enable Council to evaluate what has worked and what areas may need further clarity to ensure road safety is maximised within Council’s current resource levels and available budget. The review is scheduled to be completed by late 2013.

Development and implementation of Waste Management Strategy

With the development and implementation of the Waste Management Strategy, Council will be able to focus on converting waste into opportunities through education, technology and innovation. The new waste strategy will provide a clear direction to reduce the amount of waste going to landfill, increasing the proportion of recycling and reduce greenhouse gas emissions that derive from the waste stream. The strategy will also provide direction for the tendering of transfer station operations. This will include the receival and processing of green waste and recyclable materials to improve efficiency in waste handling and recovery.

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Implement strategy to reduce the road asset renewal gap

Council is currently responsible for managing a road asset portfolio valued at approximately $190 million. This requires significant renewal works each year to maintain the asset base in a safe and serviceable condition. Council managed to increase investment in this area over a number of years, however, there remains a backlog of deteriorated assets to address and this strategy is focussed on implementing a plan to deal with this and work to a sustainable position for asset renewal.

Develop Asset Management Plans for Buildings

Council is currently developing a Buildings Asset Management Plan which will guide the development, use, maintenance and disposal of Council’s buildings. The goal of the Asset Management Plan is to define the use and maintenance of the building assets in order to maintain their productive capacity and use.

Long term asset renewal program

The Council Plan 2013-17 contains an initiative to effectively manage and prepare a strategy to close the Asset Renewal Gap. In accordance with this, Council will place an additional $250,000 each year into maintenance and renewal of assets.


The Council Plan 2009-13 included 16 initiatives that related to a more prosperous economy. At 30 June 2012 all 16 of these initiatives have either been completed or commenced.

HOW GOOD GOVERNANCE IS BEING ACHIEVED UNDER THE COUNCIL PLAN


26 - Protecting our farms from encroaching and inappropriate development and/ or land uses and fostering agricultural diversity through the Hepburn Shire Planning Scheme.

Council has reviewed the Municipal Strategic Statement, which is strengthening local policies to protect Hepburn Shire’s agricultural land.

Ongoing

27 - Facilitating the continued growth of farm gate sales, farmers markets and organic businesses through marketing strategies and planning controls.

Council continues to promote and encourage growth in niche fresh food produce across the Shire. Individual businesses and events are advertised through the Visitor Information Centres and use of Council’s web sites, particularly the calendar of events. In addition, Council continues to champion the Hepburn Shire Council Annual Sustainability Awards at the Regional Producers Day as a way of promoting sustainable agricultural production.

Ongoing

28 - We will support Tourism Victoria and Hepburn (Shire) Regional Tourist Association, and through the implementation of Destination Daylesford Strategic Tourism Plan, we will assist with the establishment of an adequately resourced Regional Tourism Board with strong local representation and a strong local purpose for the whole of Hepburn Shire.

By supporting individual businesses, Local Tourism Associations, Tourism Hepburn and the Daylesford & Macedon Ranges Regional Tourism Board, Council has continued to recognise the fundamental value of tourism to our region. Many parts of Australia have felt the impact of the high Australian dollar and the global financial crisis; both have seen direct impact on the discretionary spending of the touring public. Our region continues to attract high levels of visitation, but the industry has become more competitive and it will require ongoing diligence on the part of all stakeholders to retain a strong market share.

Ongoing

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29 - Developing local policies which encourage new tourism infrastructure investments for new and existing businesses.

During the year Council’s Tourism Policy was revised to reflect the ongoing need to attract new tourism products of a high standard. The policy also provides greater focus on the need for triple bottom line sustainable practices for the tourism industry.

Ongoing

30 - Ensuring that Council’s heritage controls, neighbourhood character guidelines, urban design frameworks and eco tourism strategies balance the protection of the essential tourism features of the Shire with economic development.

Council has reviewed the Municipal Strategic Statement which is strengthening local policies to further protect Hepburn’s unique Heritage, along with strengthening its opportunities for economic development.

Ongoing

31 - Supporting various draw card events like Chillout and Booktown which draw large numbers of visitors to Hepburn Shire.

Council has established a Memorandum of understanding with the major draw card events in our Shire. This is necessary to give these major events an opportunity to grow from a position of strength to achieve sustainability in their own right. The 2012-13 year has seen many of our significant events record their highest attendance levels so far.

Completed

32 - Preparing main street revitalisation plans for our key towns and completing as a priority the rejuvenation of Vincent Street, Daylesford.

Daylesford Streetscape Revitalisation Strategy & Master Plan was adopted. Preliminary Streetscape reviews for Trentham, Clunes & Creswick.

Ongoing

33 - Involving our communities in creating sustainable business ventures through a community economic development model and harnessing initiatives aimed at addressing issues such as renewable energy, agriculture and recycling.

Through the provision of one-on-one business support and the operation of the Environmental Sustainability Advisory Committee, Council has continued to attract new small businesses and to promote consideration of renewable energy projects.

Ongoing

34 - Improving our responsiveness and regulatory efficiencies so that we are regarded as an attractive location for new business investment.

undertaking a review of the Shire’s industrial areas to provide for economic growth.

Ongoing

35 - Developing local policies which clearly demonstrate our commitment to supporting jobs and investment growth.

Council has a suite of policies that directly and indirectly promote business growth. Investment and job opportunities remain critical to the economic foundation for our towns and villages and these considerations will underpin policy review and development at all times.

Ongoing

36 - We will develop an Economic Development Strategy which will identify ways in which we can encourage preferred business investment opportunities and industry development throughout our Shire.

The Economic Development Strategy and subsequent business plan identified over forty activities that Council has been working on to ensure a healthy local economy for the present and the future. Many focus on supporting the ongoing growth of tourism and agriculture as our two primary employers and income generators. Council remains open and encouraging of new business and industry, particularly those that are consistent with our sustainability aspirations.

Completed

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37 - using the review of the Hepburn Planning Scheme and the Municipal Strategic Statement to explore options and business precinct opportunities which maximize infrastructure utilization and promote local resource sharing and complementary business activity.

The review has been completed and will be incorporated into the Hepburn Planning Scheme once endorsed by Council and approved by the Minister for Planning.

Completed

38 - Working with our education and training providers to address the skills needs of the Hepburn Shire.

Council, in collaboration with Tourism Hepburn, Daylesford and Macedon Ranges Regional Tourism and both State and Federal Government agencies, has remained active in promoting and providing a range of education and training opportunities for both young people and for business operators. This training has focussed on basic business skills such as business planning, marketing and merchandising, but has also included an annual training program providing National Accreditation for Baristas working in our local cafes and restaurants.

Ongoing

39 - Actively participating in the important Federal and State Government funding programs specifically aimed at helping Council build local economic infrastructure.

The successful funding of projects such as the Doug Lindsay Reserve, Clunes Community and Interpretive Centre and the Streetscape Project provide significant community facilities that promote the attractiveness of our towns to existing and potential residents, along with prospective businesses. Council has also been successful in attracting engineering focused funding, which continues to maintain road, bridge, drainage and footpath infrastructure. This ensures our towns are accessible and attractive to visitors, as well as the local community. Government support of infrastructure is critical to small rural and regional councils to ensure they remain an attractive place to live, work in and visit.

Completed

40 - Seeking to influence the timing of the high speed broadband roll out and lobbying telecommunication companies to reduce mobile telephone black spots across the Hepburn Shire.

Council officers have continued to participate in the regional promotion of our Shire as a growth hub for the roll-out of high-speed broadband services. This has been rewarded with both funding of the Digital Enterprise program, the early installation of fixed-wireless and fibre services in and around Creswick and the announcement that Clunes, Daylesford, Hepburn and Trentham are to be included in the next three-year roll-out plan.

Completed

41 - Advocating for the ongoing provision of adequate quality child care options across the Hepburn Shire.

Council has commenced the development of the Municipal Early YearsPlan.Theplanisdesignedtoprovideastrategicdirectionfor the development and coordination of early years programs, activities and other local community development processes that impact on children 0 – 8 years.

Ongoing

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section

04HEALTHY, SAFE AND VIBRANT COMMUNITY

HEPBURN SHIRE


“We will assist our residents improve the health, safety and vibrancy of our communities”

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Healthy, safe and vibrant communities will flourish in the Hepburn Shire with:

• Completed Community Plans.

• Satisfaction with Council’s health and community services.

• Revised Municipal Emergency Management Plans.

• Festivals and events celebrating cultural heritage and diversity.

• Satisfaction with Council’s leisure, recreation and library services.

• Satisfaction with Council’s Local Laws.

SECTION 04

HEALTHY, SAFE AND VIBRANT COMMUNITIES

Libraries

•At30June2013HepburnLibrarieshada15.3% increase in loans, 26.7% increase in visits and an increase in memberships of 4.6%, equating to 5,154 active members or 36% of the population.

•TheHepburnLibrariesBrandwasdeveloped to help connect the Library Services to the Council. New signage was also created to assist in promoting the services within the Libraries and also to assist people with identifying when the part time libraries were open.

•TrenthamLibraryenjoyedaverysuccessful1st year of operation with 11,958 loans, 9,119 visits and 402 members.

Hepburn Libraries have also had a strong program of events including:

•HostingtheWordsinWinterCleverTownsChallenge in August.

•Children’sFundaywithMusicforKidsperformer and a visit from Halls Gap Zoo and some of their animals for Children’s Week in October (funded by Children’s Week Grant funding).

•ThecreationoftheWombatForestChildren’s area in the Trentham Library, by local artists and a community launch in January.

•Ascienceprogramrunbyalocalscienceteacher in the April School Holidays.

•EducationWeekActivitiesattendedby all students from Trentham Primary School in May.

•TheintroductionofweeklyBabyRhymeTime and Storytime sessions in all libraries.

Community Grants Program

In 2012-13 Council provided $40,000 funding to 29 community projects through the community grants scheme. Some of the successful projects included a feasibility into a Clunes farmers market, new computer for the Creswick museum research centre, event funding for the Bullarto tractor pull and community made play sculptures at the Creswick Neighbourhood Centre.

Local Government Infrastructure Funding achievements

Netball Change Room facilities were constructed in Victoria Park, Daylesford. The facilities were completed in April 2013 and provide ‘home and away’ change rooms, including showers and toilets. Facilities also include an accessible public toilet and a covered spectator area.

Although the lighting for the football oval at the Doug Lindsay Reserve in Creswick was installed last financial year, the power to the site was recently upgraded allowing power to be available to the lights.

Significant upgrade works were also completed on the main soccer pitch at the Doug Lindsay Reserve. Works included the installation of a sub-soil drainage system, installation of an automated irrigation system, re-levelling of the pitch, heavy top dressing of the pitch with quality soil, fertilising and sowing of new turf.

An asphalt and gravel footpath was completed along the Cameron Street road reserve in Clunes between the Canterbury Street primary school and Angus Street, providing a walking link between the town centre and the school.

HIGHLIGHTS

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Swimming Pools

Due to better facilities and a great summer, the Shire’s outdoor pools saw an increased participation rate of 45% with over 17,000 visits this year.

The Outdoor Pool Renewal Project has been successfully completed with better than expected outcomes. The Clunes Pool has had a facelift inside and out with new shade sails, benches and upgrades to the change rooms. The Trentham pool has been painted and hot water is now available for showers, along with new shades and benches. The Daylesford pool is now operating with a new solar heating system. A first aid room has also been added to the facility.

Clunes Community and Interpretive Centre - on time, on budget

The Clunes Community and Interpretive Centre (CCIC) is a $3,109,000 project that will add great value to the township of Clunes, Hepburn Shire and the region. The project involves the redevelopment of the Clunes Museum, which will be expanded to create the CCIC - a multifunctional Visitor Information Centre, museum, library, Council services centre and community asset. The building will nearly triple in size from 330 square metres to over 900 square metres.

The CCIC will deliver enhanced services to the community and encourage increased economic activity in Clunes and surrounding communities. The development has been made possible through funding contributions from the Federal Government Regional Development Australia Fund, the Victorian State Government Living Libraries program, Hepburn Shire Council and the Clunes Museum.

Overseen by an internal cross-functional Project Control Group, and with input from the Clunes community through a Community Reference Group, the project is on schedule for operation by late 2013.

The project, designed by Morton Dunn Architects, is being constructed by Nicholson Construction Pty Ltd.

Trentham Community Facilities Review Commences

In partnership with the Trentham Community Groups FORuM, Council is examining current facilities, current and future use and whether facilities are ‘fit for purpose’. A Community Facilities Plan will identify the best approach to the future provision of community facilities in Trentham. The project is jointly funded by Council and the Victorian Government’s Putting Locals First Program.

Community Plans

A review of the Jim Crow Community Plan was completed in May 2013. In June 2013, draft community plans were developed for the townships of Musk and Bullarto. A number of community planning projects were completed across the year, including new signage at Lyonville and Glenlyon, funding to upgrade the Bio-link walk in Glenlyon, new seating in Newlyn and the establishment of the Daylesford and District Community Bus.

Youth Initiatives

utilising funding received through the Engage! State Government grant program, youth group activities over 2012-13 have continued to grow and strengthen in Trentham, Daylesford, Creswick and most recently Clunes. Over 100 young people are participating in Hepburn Shire youth groups each week. Our partners in this initiative include a wide range of community organisations and individuals.

Supporting the youth groups has been the establishment of the innovative youth group network, linking community members working with young people together four times over the year to build the Shire wide capacity for youth and community engagement.

The FReeZA Program experienced a restructuring over 2012-2013 with the thirdannualDreamFestYouthFestivalshifting from December to March. This madewayfortheinauguralYOUthFilmFest program, with Twilight Cinemas running in four communities around the Shire over December. DreamFest was entirely planned and delivered by a team of volunteers aged 13-17 and included two very successful events in Creswick and Daylesford.

TheregionalYouthPartnershipDemonstration Project has had a significant impact in the delivery of youth services in Hepburn Shire. Working alongside health, wellbeing andeducationagencies,theYouthPartnership Demonstration Project has set up Community Action Networks in Daylesford and Creswick to drive youth engagement and flexible community learning pathways. These shared initiatives have enabled education re-engagement programs for young people in Creswick and Daylesford, as well as driving the development of the youth hub within the ARC, co-ordinating services and employing a part time youth extension co-ordinator in partnership with the Daylesford Neighbourhood Centre.

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Council also supported a forum for youth workers through the Multi Agency Support Team (MAST). This group shares training and referral processes to increase the efficiency and effectiveness of local and outreached youth work, including the delivery of shared projects, including the Cyber Safety Forums delivered in Daylesford and Creswick and the new Health Elf vs Job Mob DaylesfordYouthInformationCard.

Youngpeoplenowhaveonlineinformation and communication channels throughtheDevelopmentoftheYouthOpportunities Hepburn Website and Facebook page. Drawing on feedback from the youth communications workshop held in 2011-2012 these new sites have shared administration options for agencies and groups to be able to promote opportunities directly to young people.

The2013YouthRecognitionAwardshighlighted once again the range of valuable work young people are doing in communities across our Shire. 23 certificates were distributed to individuals and community organisations followingNationalYouthWeekthisyear.

The Hepburn Shire Quick Response YouthGrantscontinuetoprovidevaluable support for local young people to plan and run their own projects as community leaders.

Trentham BMX Track

Hepburn Shire now has its first public BMX track, built alongside the skate park in Trentham. This initiative was originally proposed by the young people of Trentham, and accompanied the installation of shelter, seating, water, signage and bike rack at the site. The development of this initiative was supported through the donations and in kind contribution from the people of Trentham, along with funding from the Bushfire Community Recovery Support fund and Council.

Walking & Cycling

Funding for a Linking Hepburn Project was secured to enable the further implementation of Councils Walking and Cycling Strategy with the construction of improved footpath infrastructure at several locations including Trentham, Daylesford and Hepburn. Works under this funding program will continue into next year.

The Crossing Borders Tracks and Trails Project involved investigating the feasibility of three walking and cycling projects in the Hepburn Shire, including the Daylesford to Macedon Ranges Rail Trail, Cobb and Co Trail running from Maryborough through Clunes, Creswick and linking in to Ballarat, and the Creswick Trails Initiative, which includes over 60km’s of walking, cycling and mountain biking trails in Creswick.

Work on the Domino Trail from Lyonville to Trentham was completed prior to Easter in 2013. The work involved clearing the overgrowth from along the old railway formation, re-shaping the formation and re-grading the drainage, along with installing bollards at key locations. This has opened up a trail through some very appealing bushland and is being enjoyed by recreational cyclists and walkers.

The completion of a looped walking track around Calembeen Park in Creswick provides a granitic sand path that runs around the park and links the three lakes. Seating and signage have also been installed around the park.

Transport Connections project completed

Transport Connections was a State Government funded program that supported Local Governments to improve access to education, health, employment and social opportunities through transport for disadvantaged communities. The project commenced in 2007 and ended on 30 June 2013. In the final year of Transport Connections, Council was able to complete a number of significant projects, including:

•Fundingof$10,000wasdistributedto community groups through the Community Transport Grants program. Projects funded included bus driver training for the Daylesford and Hepburn united Soccer Club, portable disability inclusion ramps to assist with making shops accessible in Creswick and funding for a number of community groups to take bus trips to relevant events and development opportunities.

•ThroughacombinationoffundingfromCouncil and the Transport Connections project, a number of walking and cycling projects identified through community plans were undertaken. The projects completed included the upgrade of the bio-link walk in Glenlyon, a town signage map for Glenlyon, development of a historic town walk and signage in Lyonville and newseatinginNewlynandYandoit.

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Bushfire Memorial at Daylesford Community Park

A memorial to the 2009 Musk Vale bushfire was constructed and unveiled at the Daylesford Community Park. Following a public expression of interest process Dr Anton Hassell was commissioned to complete the project. This led to the construction of a memorial tree and fountain that will act as a reminder every fire season. This public artwork has turned the community reserve into a place to reflect, as well as being located at a site of renewal and community connection.

Implementation of Living at Home Assessments in Aged and Disability Services

Living at Home Assessments focus on supporting older people and people with disabilities to live independently in their community. During 2012- 2013 approximately 170 people were referred for a range of services, including Occupational Therapy, Physiotherapy, District Nursing Service, Podiatry and Dietician assistance to help rebuild their capacity to live independently.

To meet the new requirements under the Carers Recognition Act 2012, the Aged and Disability unit has developed a quality improvement plan to review all Policies and Procedures to comply with the new legislative requirements of the Act.

DISAPPOINTMENTS

Unsuccessful funding applications for Wombat Trail, Trentham and Victoria Park, Daylesford.

Council submitted applications seeking funding to undertake stage one of the proposed Wombat Trail in Trentham and to construct a new multi-purpose community facility at Victoria Park, Daylesford. unfortunately, both of these submissions were unsuccessful. Council is continuing to develop these projects and to seek alternative funding sources to ensure these two important community projects can be completed.

Maternal and child health key ages and stages visits down

Participation rates in Maternal and Child Health Services key ages and stages visits continued below Victorian and Grampians Region averages. Although there were improvements from 2011-12 in visits at 2 weeks and 18 months, participation rates at 8 weeks, 4, 8 and 12 months, 2 years and 3.5 years were down from 2011-12. Research and consultation to be untaken in developing theHepburnEarlyYearsPlanduring2013-14 will help Council identify the reasons for lower participation rates and actions to improve participation.

CHALLENGES

Improve immunisation rates

The strategy for the 2013-14 year is to improve the take up rates from 78% to closer to the optimum rate of 90%, through involvement and work with the various agencies that specialise in this area.

A program consultant from General Practice Victoria has offered to assist Council staff to consult with parents over the next 6 months and raise awareness regarding the importance of child immunisation.

Home and Community Care Targets

There was an improvement in achieving service delivery targets in some Home and Community Care programs with domestic assistance increasing from 10,803 hours of service in 2011-12 to 12, 448 in 2012-13 or 101% of the annual target. Personal care service delivery rates also improved. Meeting service delivery targets for respite care continues to be difficult with a decline in hours of respite service achieved in 2012-13.

There is a continued high demand for property maintenance reflecting the need for modifications to make it safer and easier for clients in their homes.

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Establishing suitable management arrangements at Doug Lindsay Reserve

Throughout 2012-13, the Doug Lindsay Reserve and Community Facility Management Advisory Committee investigated on-going management arrangements for the community facility. unfortunately, due to the complex nature of the venue and the number of varied user groups involved, management arrangements were unable to be finalised in the 2012-13 year. Significant progress was made and it is hoped that on-going management arrangements will be finalised early in the 2013-14 year.

THE YEAR AHEAD

Public Health & Wellbeing Plan

Council is required to complete a new Health and Wellbeing Plan by the end of October 2013. In partnership with Hepburn Health Service, the Central Highlands Primary Care Partnership, Womens Health Grampians and involving staff across the organisation a review of data about the health of Hepburn has been completed. This has informed key priorities for action in the Plan.

Hepburn Community and Council Services Hub

Council has committed to a major project to enhance library, early years, visitor and aged services in Hepburn Shire Council, commencing during 2013-14 and running for a number of years. At the end of the process, the new facility is envisaged to incorporate a library, visitor information centre, integrated early years centre and programmed aged services, together with consolidating Council offices. The building will be designed to be modest, sustainable and modular, enabling future changes or expansions.

The first 2 years will involve a detailed review of current services and needs and the development of plans for a new facility. This process will work closely with the community to determine what is sought after and will balance that with what can be reasonably achieved in a small municipality.

Implement successful sport & recreation grants

Council was successful in obtaining two grants from the Community Facilities Funding Program. Trentham Recreation Reserve will now have training lights. As a result of the upgrade to the power for the new lights, the facility will also have improved capacity for catering and events.

Newlyn Football Netball Club will have new change rooms for players and umpires, greatly improving their facilities and allowing for more community participation.

Clunes Recreation Facility Planning Project

Through Council’s Flood Recovery office, funding was secured to complete a recreation facilities planning project in Clunes. This project will investigate the future provision of recreation facilities required in Clunes and develop a detailed business case to support the preferred option.

Youth Strategy Review and Youth Policy review

In 2011 Council adopted both the 2011-2014‘ClosetoHome’YouthStrategyandtheYouthPolicy.Havingnowimplemented this strategy and policy for two years, in 2013-14 we will re-consult with young people and associated agencies to ensure the focus areas are still relevant.

Focus on building youth group sustainability and community engagement

At the beginning of 2012 Council received funding through the State Government Engage! project to fund and support the establishment of four

HOME & COMMUNITY CARE SERVICE DELIVERY

Service Type % of target met 2011-12

Annual target 2012-13

2012- 13 Hours delivered

% of target met

Delivered Meals 79% 23,048 19,456 84%

Domestic Assistance 85% 12,308 12,448 101%

Personal Care 54% 4,261 2,930 69%

Property Maintenance 99% 539 534 99%

Respite 63% 2,756 1,181 43%

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youth groups across Hepburn Shire. Part of this funding was the requirement that these youth groups become financially sustainable by the end of 2014.

In order to meet these Council is working with the youth groups in 2013-14 to generate ideas to ensure their ongoing sustainability. Many ideas have been generated and throughout the year there will be a number of exciting events and initiatives from the youth groups to help meet this target.

Implementation of Band Jam Spaces in Creswick and Daylesford

In 2013-14, Council is finalising the establishment of ‘Band Jam’ spaces in Creswick and Daylesford. These spaces are located at the Daylesford ARC and the Creswick Neighbourhood Centre. The spaces are being fitted out with cupboards complete with music equipment so young people have a safe and accessible place to practice their music.

Better Services for our community

HACCPAC MOBILE

In August 2013, the Aged and Disability unit will begin a quality improvement initiative with the implementation of HACCPAC Mobile. HACCPAC is the software system that the Aged and Disability Team uses for the collection of client information, rostering of HACC services to assist clients and reporting to the Department of Health. HACCPAC Mobile will replace the current paper based system of staff rosters and timesheets with electronic versions, which are stored on a mobile phone. This will improve efficiencies for both Community Care Support Workers working in the community and Aged and Disability Administration staff.

ACTIVE SERVICE MODEL

The Active Service Model is another quality improvement initiative which focuses on a restorative care approach in the delivery of HACC services, to assist individuals to live independently. The model promotes wellness and active participation of clients in their care. Assessment staff will engage with clients to set goals, improving an individual’s capacity to remain living independently in the community.

Creswick Skate Park Redesign Project

Funding has been provided in the Budget 2013-14 for a project to investigate a new site and design for the Creswick skate park. The current skate park has a number of issues with its location, in particular its proximity to a road and trees that often cause the skate park to be unusable. This project will engage with local youth to determine what they want in a skate park, where they want it and formulate plans with the aim to seek further funding in the future.

Implementation of Council’s Public Art Policy

Currently under development, the Public Art Policy is expected to be finalised in 2013. Once adopted by Council, the recommendations and objectives from the Policy will be implemented in the 2013-14 year.

First year of operation for the Daylesford and District Community Bus

The Daylesford and District Community Bus has been in operation since June 2013. The bus commenced operating along the Glenlyon route and will soon expand to service routes including Trentham,Yandoit,ClydesdaleandSailors Falls.

Review of swimming pools

In 2013 Council, will be completing a service review of the Shire’s swimming pools to determine the most cost efficient way of managing this infrastructure, while providing the best possible service to our community.

Hard Court Renewal Program

Council has introduced the Hard Court Renewal Program with the aim of resurfacing a number of tennis and netball courts across the Shire over a number of years. This year Newlyn and Hepburn Netball Courts will benefit by having their courts resurfaced. All remaining courts across the Shire will be assessed and prioritised for additional works in future years.

Library Facility and Service Improvement Plan

Council is developing a ten year Library Facility and Service Improvement Plan that focuses on infrastructure, stock and staffing levels required in Hepburn Shire. This will ensure Council’s library services continue to evolve to meet changing community needs.

Emergency management

Council is analysing and reviewing its current operating emergency management framework for preparation, response and recovery areas with a view to delivering improved outcomes for communities affected by emergencies and natural disasters.

Update Council’s domestic animal management plan

Council will complete a review of its Domestic Animal Management Plan which will provide details of our statutory requirements, existing services, domestic animal controls and provide direction on priorities for domestic animal management. This plan will be available for public comment prior to formal Council adoption.

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Complete and activate a domestic waste water management plan

The Council Plan has identified the need to complete and implement a Domestic Wastewater Management Plan (DWMP).

A DWMP affects those households in Hepburn Shire that are located in unsewered areas. The plan will analyse the risks to the environment and to public health caused by septic tanks. Council is committed to developing and implementing a monitoring program to ensure that risks posed by septic tanks are monitored. Council, in conjunction with key stakeholders, such as water authorities, the Environment Protection Authority and the relevant water catchment authority, are holding an initial meeting in September 2013 to commence development of the Plan.

Key activities

Community Services in Hepburn delivers a range of services, programs and projects:

•AgedandDisabilityServices.

•LibraryServices.

•CommunityPlanning.

•Recreationplanningand capital projects.

•Swimmingpools.

•ARCIndoorrecreation centre, Daylesford.

•Eventsupportandcoordination.

•TransportConnections.

•YouthDevelopment.

•CommunityRecovery.

•CommunityGrants.

Service statistics

SWIMMING POOLS

•3485Poolvisitsbymembers.

•Totalpoolvisits-17,078.

Maternal and Child Health

•Birthnotifications-161.

Aged and Disability Services

HOuRS OF HOME AND COMMUNITYCARE

•PersonalCare-2,930hours.

•Housekeeping-12448hours.

•Respite-1,181hours.

•Deliveredmeals-19,456.

•Assessment-1,616hours.

•Referralstootheragencies-171.

FREEZA event attendance – 2012 - 2013

•TwilightCinema,Creswick-30.

•TwilightCinema,Daylesford-155.

•CalembeenFunDay,Creswick-110.

•DreamfestDaylesford-320.

•TwilightCinema,Clunes-40.

•TwilightCinema,Trentham-25.

•$2,000ofYouthgrantsallocated to 2 youth projects.

•YouthRecognitionAwardsallocated to 25 young people.

Hepurn Library Services

Library Loans Visits Members

Clunes Library 28,324 29,874 591

Creswick Library 36,465 23,270 1,314

Daylesford Library 83,491 57,296 2,847

Trentham Library 11,958 9,119 402

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17 of the 17 initiatives in the Council Plan under Healthy Safe and Vibrant Communities have either been completed or commenced.

HOW HEALTHY SAFE AND VIBRANT COMMUNITIES IS BEING ACHIEVED UNDER THE COUNCIL PLAN


42 - Providing support to all Hepburn communities prepared to undertake a Community Plan.

In 2012-13 a new Community Plan was developed for Bullarto andMusk.TheJimCrowCommunityPlanthatcoversYandoit,Franklinford and Clydesdale was also renewed.

Completed

43 - using Community Plans as the basis for fixing priorities for Council’s Capital Works Program and developing a Community Plans Funding Program which will provide communities with assistance to implement their Community Plans.

In 2012-13 a number of priority community plan projects were completed or progressed. These included:

•upgradingtheDominoTrailbetweenLyonvilleandTrentham.

•ProvisionoftownmapsinGlenlyonandLyonville.

•NewpicnicseatinginYandoit.

•LindsayArtsTrail(Stage3).

•ClunesCommunityandInterpretiveCentre.

Completed

44 - Continuing to provide high quality, comprehensive aged and disability services to the frail aged, disabled and their carers across the Hepburn Shire.

•DevelopmentandImplementationofaDiversityPlanto assist people from diverse backgrounds to gain access to HACC Services.

•ImplementationofLivingatHomeAssessmentModel.

Ongoing

45 - Involving young people in community life through Council’s youth programs and by maintaining and developing local recreational, cultural and education, training and employment opportunities for young people.

•CouncilnowsupportsfouryouthgroupsacrosstheShireinCreswick, Clunes, Trentham and Daylesford.

•CompletionoftheTrenthamBMXtrackandamenityupgradesincluding shelter, landscaping and signage.

•SupportoftheDaylesfordandCreswickCommunity Action Networks.

•EmployedayoungpersonasFReeZAEventsCoordinator.

Ongoing

46 - Providing citizens with the information and linkages they need to make community connections through our leisure programs, libraries and neighbourhood houses.

•LaunchoftheTrenthamlibrary.

•OngoingoperationoftheDaylesford,Clunesand Creswick libraries.

•DevelopmentoftheClunesCommunityand Interpretive Centre.

•DaylesfordNeighbourhoodCentrecommencingmanagementof the Daylesford ARC.

Ongoing

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47 - Achieving high levels of social inclusion through understanding the great diversity within our Shire and making our services, programs and facilities accessible to all.

Draft Disability Access and Inclusion Plan completed. Ongoing

48 - Reviewing our Planning Scheme to provide for different housing and lifestyle choices which are more resilient, less dependent, environmentally sustainable and socially cohesive.

Review completed and will be incorporated into planning scheme.

Completed

49 - Involving communities in emergency response preparedness and ensuring our response plans are sufficiently robust to deal with not only the familiar emergencies like bushfire but possible emergency crises like fuel shortages or widespread financial distress.

Community resilience forums underway at Creswick and Trentham.

A Daylesford community resilience group being formed.

Municipal Emergency Management Plan adopted in 2012.

Ongoing

50 - Advocating for policing levels in Hepburn Shire that result in citizens feeling safe and confident in themselves and their community.

Creswick Police Sergeant invited to a briefing of Council to discuss policing levels (March 2010).

Meetings with Creswick Police regarding alcohol /Calembeen Lake.

Report to Council in December 2010 authorising Police in accordance with Local Government Act.

Ongoing

51 - Reviewing the Shire’s Local Laws to improve community safety and amenity.

Council’s General Local Law No.2 was adopted in 2009 and has a life of ten years. An annual scan is carried out where amendments are considered.

Ongoing

52 - Achieving safer roads, safer cycling infrastructure, improved pedestrian precincts and healthier communities by participating in black and grey spot funding programs to complete at least two major road projects, and through seeking the implementation of more local traffic management plans in conjunction with other authorities and our community.

Council has one confirmed Blackspot for which an unsuccessful funding application was submitted. unfortunately, there has not been any ‘grey spot’ funding opportunities available. Notwithstanding this, Council’s road renewal program and program to improve and extend its footpath network continues and contributes to achieving this objective.

Ongoing

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53 - Completing a significant tree register and enabling appropriate protection through the Hepburn Planning Scheme.

The significant Tree Register (Draft) is being added to Hepburn Heritage Policy and will continue to be developed for completion in 2014.

Ongoing

54 - Facilitating the restoration of important heritage buildings.

Heritage policies are being reviewed to provide guidance and possible assistance for the restoration of Heritage buildings.

Ongoing

55 - Introducing a Public Art Policy and incorporating a public acquisition and display policy with a particular focus on encouraging art installations in public open spaces.

A draft Public Art Policy has been developed and will be finalised in 2013.

Ongoing

56 - using the Community Grants Program to foster stronger community involvement in cultural heritage projects and specifically seek to encourage projects dealing with pre European culture.

Council allocated $39,634 to 31 projects through round one and two of the 2012-13 community grants program.

Ongoing

57 - Providing assistance to the festivals and events which celebrate the rich cultural heritage of the Shire and which further define contemporary Communities in Hepburn Shire.

Council continues to provide assistance to festivals and events, including ChillOut, Highland Gathering, Book Town, Trentham Fun Run, Glenyon Sports Day, Daylesford Agricultural Show, Creswick Forestry Fiesta, Swiss Italian Festa, Jubilee Lake Family Fishing Day.

Ongoing

58 - Expanding the terms of reference and purpose of the Recreation Advisory Committee to ensure that there is a particular focus placed on recreation facilities and infrastructure for both our youth and aged communities.

Recreation Advisory Committee Terms of Reference were reviewed and new members sought in 2011-12.

Completed

section

05ENVIRONMENTALSUSTAINABILITY

HEPBURN SHIRE


“We will guide our Shire towards environmentalsustainability”

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SECTION 05

ENVIRONMENTAL SUSTAINABILITY

In order to achieve environmental sustainability Council will:

• Demonstrate courageous leadership in responding to the challenges of climate change;

• Work collaboratively with the community to address their needs; and

• Ensure we plan for short and long term economic viability, environmental conservation, restoration and community well-being in all Council decision making, operations and services.

When Council delivers on its environmental sustainability commitments the following will happen:

•HepburnShireCouncilwillbeacarbonnegative organisation.

•Walkingandcyclingwillbeasignificantlymore popular mode for commuting and leisure purposes.

•Council’sstrategieswillrewardenvironmentally sustainable business practices.

•Councilwilluselessreticulated potable water.

•PlanningSchemecontrolsforhabitatprotection will be enhanced.

•Therewillbeincreasedparticipationratesin recycling programs and the amount of waste to landfill will have decreased.

•SatisfactionwithCouncil’swastemanagement services will have increased.

Hepburn Neighbourhood Safer Place

Council successfully completed the construction of the Hepburn Neighbourhood Safer Place with the support of funding from State Government. Whilst this facility does not ensure community safety in the event of fire, it does provide a place of last resort for the Hepburn community. The facility was officially opened by Damian Drum MLC and John Schauble Manager Policy and Planning, representing the Fire Services Commissioner on 19 December 2012.

Sustainability Grants and Award

Grants were offered to a broad spectrum of the community with innovative sustainability projects. The Sustainability Award was a success, however, Council would like to spread the eligibility for the Award to the broader business community, rather than just producers and wine growers.

Landcare Grants

15 groups operating across all parts of the Shire were awarded grants, including 3 groups not previously funded.

Sustainable Building Management Plan

Draught proofing of the Daylesford Town Hall administration building has resulted in an immediate improvement in the working conditions of Council staff and should result in reduced heating costs in winter, reducing energy consumption and green house gas emissions.

HIGHLIGHTS

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“Building a Better Community” behaviour change program

40 responses were received to the staff survey, the highest response rate of all the four Council’s participating in the survey. This was echoed in the 90 responses received from the community survey carried out at the same time. 14 staff indicated they wished to take part in the upcoming training/mentoring program relating to behavior change initiatives.

Commencement of a Bio-energy Feasibility Study

A bio-energy feasibility study was commenced, to investigate the use of existing waste streams as a fuel source for a waste to energy facility in the Shire. This study is examining the resources available, their suitability to be used to generate energy and the financial business case for the project. The study is expected to be completed in 2013.

Control of roadside weeds

The significant control of roadside weeds has been achieved in conjunction with Landcare groups, adjacent landholders and the Department of Environment and Primary Industries in Gorse and Blackberry hotspots around Glenlyon, Drummond North and Trentham. A new strategic control zone has been identified and control commenced in the Sailors Falls and Musk Vale area with plans for further works over coming years.

CHALLENGES

•LocalGovernmentEnergyEfficiencyPlan funding not applied for due to lack of business case to progress.

•Significantcommunityandgovernmentexpectations of short-term weed control with very limited funds for managing long-term weed problems.

THE YEAR AHEAD

Funding of street light replacement program

A collaborative approach through Central Victorian Greenhouse Alliance was a successful means to ensure Federal funding across 16 Councils in North West Victoria. Hepburn Shire will replace 600 street lights, saving $25,000 per year in power and maintenance charges and reducing green house gas emissions by 86 tonnes per year or 5% of Council overall emissions.

Understanding roadside vegetation

A comprehensive roadside assessment project of roadside vegetation will commence in the Shire in 2013.

Biodiesel feasibility study

Council in partnership with Golden Plains Shire Council and Ararat Rural City Council are working together to conduct a feasibility study to investigate options for implementation into the conversion of heavy fleet vehicles to biodiesel. Hepburn Shire is the lead Council to explore the feasibility of using biodiesel for Council’s heavy vehicle fleet which should result in reducing our carbon emissions from the fleet. Funding from Local Government Victoria will underwrite the feasibility study to be completed by November 2013.

Establishment of Council Resource Smart Champions

Across Council ‘resource smart champions’ will be identified to further embed sustainability in all Council operations with a focus on improving efficiency and reducing costs.

On-going strategic weed control in conjunction with DEPI and Landcare

Hepburn Shire has continued Department of Primary Industries (now Department of Environment and Primary Industries (DEPI)) funded strategic weed control on roadsides with follow-up control of priority weeds such as gorse and blackberry in areas previously treated. The Shire has produced a DEPI endorsed Roadside Weed and Rabbit Control Plan that sets strategic priorities for at least the next 2 years. In addition, many Landcare groups have undertaken strategic weed control in their area with assistance from Council Landcare grants in the last 12 months.

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Achieving ‘Environmental Sustainability’

Of the 17 ‘Environmental Sustainability’ initiatives in the 2009-2013 Council Plan, 17 have either been completed or commenced to date.

HOW ENVIRONMENTAL SUSTAINABILITY IS BEING ACHIEVED UNDER THE COUNCIL PLAN


59 - Becoming a carbon negative organisation by June 2013 and a carbon negative Community by 2025.

•Streetlightingfundingsecured.

•Bio-dieselandbio-energyfeasibility.

•Implementationofsustainablebuildingmanagementplan.

•Publishemissionsonwebsite.

•Purchaseofoff-setfromHepburnWind.

Ongoing

60 - Seeking partnership opportunities in Federal and State funded sustainability programs to continue reducing our carbon emissions.

•Sustainablebuildingmanagementplancompletedandimplemented on Daylesford Town Hall and Duke Street offices.

•Fundingsecuredforstreetlightreplacementprogram to replace 600 lights.

Completed

61 - Reviewing our fleet and motor vehicle operations to reduce fuel consumption and greenhouse emissions.

•Bio-diesel feasibility funded through Local Government Victoria. Ongoing

62 - Achieving a significant and noticeable reduction in vehicular traffic and motor transport through promotion and development of cycling and walking infrastructure in our five main communities.

•Crossing Borders Tracks and Trails project completed.

•Creswick Trails brochure developed and distributed.

Ongoing

63 - Installing energy efficient fittings and appliances in Council buildings.

•Sustainable building management plan including weather sealing, low energy heating.

•Reduction in photocopiers.

Completed

64 - Providing grants to community organisations pursuing environmental sustainability.

•Sustainability grants provided by Council in January 2013.

•Landcaregrantsprovidedequatedto$22,500.

Completed

65 - Enacting policies which encourage environmentally sustainable development, particularly measures relating to energy initiatives and transport.

•Achieved through State Government policies, however, the Municipal Strategic Statement Review will assist in developing local policies to achieve this goal.

Completed

66 - Investigate strategies to provide incentives for environmentally sustainable property improvements.

•Council supported the Good Life festival and sustainable house day events both of which promoted sustainable property improvements.

•Daylesford&DistrictCommunityBus.

Completed

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67 - Implementing Council’s Sustainable Water use Plan including drought proofing of iconic open spaces like the Wombat Hill Botanic Gardens and Queens Park in Clunes.

•Council has installed a 40,000 litre underground tank at Wombat Hill to capture stormwater for reuse and has also constructed a bore for supplementary watering in periods of water restrictions.

Ongoing

68 - Establish an effective dialogue with Government departments and local water authorities to protect our water resources from over allocation.

•Council involvement on Ground Water Management Area Committees and submissions on draft ground water management plans.

Ongoing

69 - Ensuring our community can capitalise on and enjoy the benefits of our iconic mineral water resources for generations to come by proactively advocating for the responsible management of the resource and seeking representation on the Victorian Mineral Water Committee.

•Council is to be represented on the Victorian Mineral Water Committee.

Ongoing

70 - Protecting water quality in the Shire by advocating for the use of dry treatment or otherwise proven waste water technology.

•Council continues to liaise with State Government agencies and water authorities on the protection of water quality and notes recent changes to planning approvals.

Ongoing

71 - Including new planning provisions in the Hepburn Planning Scheme to improve biodiversity and habitat preservation.

•Recently released changes to statewide biodiversity protection mechanisms will require Hepburn to re-assess these objectives and their protection through the local planning scheme.

Ongoing

72 - Pursuing appropriate revegetation and integrated weed management on roadside reserves in partnership with abutting land owners, our community and other managers.

•Strategic weed management has been the focus of action on roadsides given recent changes to State legislation in this area.

Ongoing

73 - Developing management plans for Council owned and/or controlled natural environments, such as Jubilee Lake, Lake Daylesford, Calembeen Park, Bath Street Reserve and the Hepburn Mineral Springs Reserve.

•No new management plans developed this year.

•ManagementPlanscompletedin2009-10.

Completed

74 - Reducing the waste taken to landfill by encouraging waste minimization practices and investigating options for the extension of the kerbside collection service and community recycling dropoffs.

•Council has installed public place recycling in the main street and in major recreation reserves to reduce the amount of recyclable material taken to landfill.

•WasteStrategy.

Ongoing

75 - Working with local organisations and service clubs to improve the delivery of surplus yet appropriate and useful goods to those less fortunate.

•Council is working with the Access and Opportunity network and the Neighbourhood Centres to accomplish this objective.

Ongoing

section

06HEPBURN SHIRE


OUR PEOPLE

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Service milestones are recognised on an annual basis at a staff function where long serving staff members are presented with a certificate recognising years of service along with a small gift of appreciation. Hepburn Shire Council values the importance of our long serving staff members’ contributions and their dedication and loyalty to assist Council to achieve its goals.

The following staff reached a service milestone during the 2012-2013 financial year:

William Vermeend

MAINTENANCE TEAM LEADER 30 years

Paul White

BuILDING INSPECTOR

25 years

Melanie Perks

HACC PROJECT OFFICER

15 years

Phillip Naylor

MAINTENANCE TEAM LEADER

15 years

Peter Morris

GARDENER/PLANT OPERATOR

10 years

Jason Dummelow

PLANT OPERATOR/LABOuRER

10 years

Ian Vanzetta

PLANT OPERATOR/LABOuRER

10 years

SECTION 06

OUR PEOPLE

SERVICE MILESTONES

LGPROYOUNGACHIEVERAWARD

Adam McSwain, Manager Community Development, was a finalist in the LGPro Awards for Excellence which recognises leadership qualities, individual contribution and achievement, and commitment shown to driving change.

STAFFBYBUSINESSAREA

During April 2013, the organisation staff structure changed from four departments to three departments, resulting in adjustments to the reporting lines within the staff structure. The table below reflects these changes.

STAFF BY BUSINESS AREA

total eft funded positions

Executive Services 2 -

Community Services 7.21 3

Aged & Disability Services 18.71 -

Library Services 5.16 0.32

Economic Development & Tourism 3.76 -

Corporate & Customer Services 20.31 -

Finance Services 6.62 -

Infrastructure Services 12.49 2.0

Roads Maintenance 23.0 -

Parks & Gardens 11.0 -

Planning, Building & Health 13.49 1.0

TOTAL 123.75 6.32

TOTAL 122.4

NUMBEROFSTAFFBYGENDER AND EMPLOYMENTCATEGORY

• FuLL TIME • PART TIME • CASuAL

NUMBEROFSTAFFBYEMPLOYMENTSTATUS

80


44

77

87

Casuals

Males Females Vacant

Part time Full time

100908070605040302010

0

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Learning and Development

Council staff participated in a range of learning and development opportunities during the year. These included:

•Anti-bullyingandAnti-harassment.

•EqualOpportunityContactOfficers.

•EqualOpportunityforManagers and Supervisors.

•ManagingDifficultCustomer(Negotiation and Conflict Resolution).

•ManualHandling.

•FirstAidLevel2andCPR.

•FireWarden.

•OH&SRepresentatives.

•ApprenticeshipinHorticulture.

Staff have also been given the opportunity to participate in professional development training. These courses include:

•LeadershipandSelf-Awareness.

•ManagingthePerformanceofOthers.

•LGProIgniteProgramin2012.

•StrategicProjectManagement and Reporting.

Business Planning Program

Council implemented a Business Planning program during the year to align Council’s strategic objectives and Business unit objectives to employee performance and work plans. 17 Business Plans were developed which assisted in informing the Council Plan development and budget process, andprovided4YearContinuousImprovement Plans for all service areas. Further enhancement of this program will occur during the coming year and become part of Council’s High Performance Program.

Human Resources Policies & Procedures

Operational HR policies and procedures were developed or reviewed during the year, including associated procedures, tools and templates. These include:

•EmployeeCodeofConduct.

•StaffPerformanceReview&Development Program.

•FlexibleWorkingArrangements–Working from Home.

•EmployeeDiscipline.

•StaffRecognition&Reward.

•StaffGrievancesResolution.

•ContractorEngagement.

Recruitment Success

Recruitment during 2012-13 has resulted in almost all positions filled as they became vacant, with Council attracting multiple applicants to positions. Council advertised 30 positions during the year including positions for limited tenure and casual appointments, which attracted 437 applications. Council’s permanent employee turnover rate for 2012-13 was 9.5%, a 0.7% reduction from last year.

Induction program

Council has implemented a comprehensive online induction program to provide new employees with self paced learning and access to the corporate policies and procedures from any office of Council. The online induction program complements our face-to-face corporate program, as well as site specific inductions.

CEO Awards

The CEO Awards acknowledge staff who demonstrate an action or behaviour that strongly represents one of our organisational values. Conducted on a quarterly basis, staff members are nominated by their peers for demonstrating the values of accountability, respect, excellence, trust or fun. Since its implementation in September 2011 we have recognised 21 staff members for consistently going above and beyond their day to day duties to assist their fellow team members.

CEO award recipients for the 2012/13 financial year are:

•PaulHealy

•AniaGuz

•KerrieAddison

•TaniaBeer

•AshleighMahon

•KimCook

•JenniferMurphy

•DaleCallahan

•ElizabethMatthews

•JodieConn

•ElaineAlber

Staff Performance Review and Development Program

The Council annual Staff Performance Review and Development Program provides a formal mechanism for managers and employees to identify, evaluate and develop work performance so that organisational goals and objectives are more effectively achieved.

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The Program also provides an opportunity to recognise employee performance, assess job satisfaction and identify training and development needs. The program aligns employee performance to the organisational values, leadership competencies and key performance measures.

Employee Assistance Program

Council provides access to an Employee Assistance Program for all staff as part of our health and wellbeing program. Assistance to employees through the Employee Assistance Program is provided by qualified and experienced practitioners who provide practical strategies that bridge the gap between business and life. It supports employees to balance their work and relationships, and assists in creating a positive and productive organisation.

Occupational Health and Safety

Council is committed to providing a work environment that is safe and healthy for all employees, contractors, customers, visitors and the public. Council’s Occupational Health and Safety Policy and Procedures define the approach to achieving this commitment. Council promptly investigates and responds to all incidents and accidents when they occur. This enables Council to reduce the risk of recurring incidents and makes the Shire safer for all.

Although the number of reported incidents increased over the last year, 44 of the 57 reported incidents were near misses. Through ongoing occupational health and safety processes, training and communication, Council is working with staff to raise awareness and reduce the severity of incidents, while continuing to encourage proactive reporting, investigation and response to incidents.

CHALLENGES:

•Ageingworkforce,developing robust succession planning and retirement strategies.

•Officeaccommodationandeffect on organisational culture.

•Managingstaffperformance.

•Reducedadministrationsupportfor HR department.

•Organisationalcommitmenttoacontinuous improvement program and regular performance reporting.

•Providingadequatecoachingandsupport to Business units during periods of organisational change.

THE YEAR AHEAD

(Sustainable Financial Management and Innovative Corporate Systems):

•EnterpriseBargaining Agreement re-negotiation.

•ContinuedreviewofOperationalHuman Resources Policies.

•StrategicProjectManagementdelivery.

•Strategicperformancereportinglinkedto Council Plan, Business Plans, Project Plans and KPI’s.

•DevelopaHumanResourcesStrategyand Workforce Succession Plan.

•ProfessionalDevelopment Training – Recruitment.

•StaffClimatePulseSurveys.

•DevelopingaHigh Performance Framework to drive continuous improvement.

2008-2009

2009-2010

2010-2011

2011-2012

2012-2013

37 34 39 40 57

REPORTED INCIDENTS AND HAZARDS PREMIUM AND CLAIM COSTS

$178,392

$311,383$292,981

$571,860

$939,751

$694,529

2008/09 2009/10 2010/11 2011/12 2012/13 2013/14(As at June 13)

$570,661

Total Claims Costs Premium

$371,465

$286,779$235,894

$168,082

$168,082

section

07HEPBURN SHIRE


CORPORATEGOVERNANCE

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under the Act, the main objective of councils is to endeavour to achieve the best outcomes for the local community having regard to the long term and cumulative effects of decisions.

under the Act, the role of Council includes:

•Actingasarepresentativegovernmentbytaking into account the diverse needs of the local community in decision making.

•Providingleadershipbyestablishingstrategic objectives and monitoring their achievement.

•MaintainingtheviabilityofCouncilbyensuring that resources are managed in a responsible and accountable manner.

•Advocatingtheinterestofthelocalcommunity to other communities and governments.

•Actingasaresponsiblepartneringovernment by taking into account the needs of other communities.

•Fosteringcommunitycohesionandencouraging active participation in civic life.

As local government is accountable to its community, its operations must be open and transparent. Proper process with good governance is an essential part of the way Hepburn Shire Council operates, as it gives residents the confidence that their rates are spent wisely and Council administration carries out decisions made by Councillors appropriately.

Council Plan Framework

The Council Plan is the key strategic document guiding the direction of the Council for its elected term. The Council Plan 2009-2013 was developed in consultation with the community. The 2012-13 Annual Report reviews performance against the 2009-2013 Council Plan. The Council Plan makes four fundamental commitments:

1. We will deliver good governance to the Hepburn Shire.

2. We will help improve economic prosperity.

3. We will assist our residents improve the health, safety and vibrancy of our communities.

4. We will guide our Shire towards environmental sustainability.

SECTION 07

CORPORATE GOVERNANCE

Council governs for and on behalf of the Hepburn Shire community. Good governance is accountable, transparent, responsive, effective and efficient, equitable and inclusive and law abiding. Council derives its role, powers and functions primarily from the Local Government Act 1989 which sets out a charter prescribing the purpose of councils in Victoria.

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The Plan also contains:

•Arangeofstrategiesthroughwhich we will deliver our commitments.

•Waystomeasureoursuccess or otherwise.

•AStrategicResourcePlanwhichidentifies the financial and other resources necessary for the Plan’s implementation.

The Decision Making Process

Council holds an Ordinary Council Meeting monthly. These meetings are held in various locations throughout the Shire to ensure that residents and ratepayers from various communities are able to attend. Councillors are also briefed on relevant issues during informal sessions weekly.

ATTENDANCE AT COUNCIL MEETINGS 1 JULY 2012 – 30 JUNE 2013

ORDINARY MEETINGS (12 held)

SPECIAL MEETINGS (5 held)

Cr Barrell – 1 July to 27 October 2012 4 of 4 N/A

Cr Booth – 1 July to 27 October 2012 4 of 4 N/A

Cr Rod May – 1 July 2012 to 27 October 2012 4 of 4 N/A

CrNewitt–FullYear 12 of 12 2 of 2

CrHenderson–FullYear 12 of 12 2 of 2

CrKlein–FullYear 9 of 12 2 of 2

CrMcClenaghan–FullYear 12 of 12 2 of 2

Cr Greg May - 28 October to 30 June 2013 8 of 8 2 of 2

Cr Redwood - 28 October to 30 June 2013 8 of 8 2 of 2

Cr Niclas - 28 October to 30 June 2013 8 of 8 2 of 2

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COMMITTEES OF COUNCIL

Council could not operate effectively without the assistance of the large number of volunteers represented on Council’s Special Committees (Section 86) and Advisory Committees.

MEMBERSHIP – 1 JULY 2012 TO 27 OCTOBER 2012

Organisations Councillors Representation

External Bodies

Committee of Management for DSE (26 Committees)All Councillors represent their electorate at these meetings when required

Municipal Association of Victoria Cr Bill McClenaghan

Victorian Local Governance Association Cr Sebastian Klein

Highlands Regional Waste Management Group Cr Bill McClenaghan (Director)

Trentham Neighbourhood Centre Committee Cr Sebastian Klein

Regional Library Committee Cr Janine Booth

Central Highlands Agribusiness Forum Cr Rod May

Central Victorian Greenhouse Alliance Cr Rod May

Local Government Sustainability Network (MAV) Cr Neil Newitt

Timber Towns Cr McClenaghan

Daylesford & Macedon Ranges Regional Tourism Board Cr Jon Barrell

Loddon Highlands WSPA Consultative Committee Cr Rod May

Section 86 Committees

Lee Medlyn Home of Bottles Cr Neil Newitt

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Council Advisory Committees Councillors Representation

Agricultural Advisory Cr Sebastian Klein

Audit and Risk Advisory Cr Neil Newitt & Cr McClenaghan

ARC Advisory Committee Cr Jon Barrell

Bobonaro Friendship Group Advisory Cr Sebastian Klein

Creswick Ward Community Committee Cr Janine Booth & Cr Don Henderson

Culture and Arts Advisory Cr Rod May

Environmental Sustainability Cr Sebastian Klein,

Cr Don Henderson and Cr Rod May Cr Janine Booth and Cr Don Henderson

Heritage Advisory Cr Don Henderson

International Women’s Day Organising Committee Cr Don Henderson

Hepburn Mineral Springs Reserve Advisory Cr Rod May

Municipal Emergency Management Planning Cr Bill McClenaghan

Recreation Advisory Cr Don Henderson

Wombat Hill Botanic Gardens Cr Jon Barrell

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MEMBERSHIP – 20 NOVEMBER 2012 TO 30 JUNE 2013


External Bodies

Committee of Management for DSE (26 Committees)All Councillors represent their electorate at these meetings when required

Municipal Association of Victoria Cr Bill McClenaghan

Victorian Local Governance Association Cr Sebastian Klein

Highlands Regional Waste Management Group Cr Bill McClenaghan (Director)

Trentham Neighbourhood Centre Committee Cr Sebastian Klein

Central Highlands Agribusiness Forum Cr Greg May

Central Victorian Greenhouse Alliance Cr Sebastian Klein

Local Government Sustainability Network (MAV) Cr Sebastian Klein

Timber Towns Cr Don Henderson

Daylesford & Macedon Ranges Regional Tourism Board Cr Neil Newitt

Loddon Highlands WSPA Consultative Committee Cr Greg May

Council Special Committees

Lee Medlyn Home of Bottles Cr Neil Newitt

Council Advisory Committees

Agricultural Advisory Cr Greg May

Audit and Risk Advisory (two positions) Cr Kate Redwood

Cr Pierre Niclas

ARC Advisory Committee Cr Kate Redwood

Creswick Ward Community Committee Cr Don Henderson

Cr Greg May

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Council Advisory Committees

Environmental Sustainability Cr Sebastian Klein

Cr Don Henderson

Cr Greg May

Heritage Advisory Cr Don Henderson

International Women’s Day Organising Committee Cr Kate Redwood

Hepburn Mineral Springs Reserve Advisory Cr Pierre Niclas

Municipal Emergency Management Planning Cr Bill McClenaghan

Recreation Advisory Cr Greg May

Wombat Hill Botanic Gardens Cr Kate Redwood

Waste Management Strategy Cr Sebastian Klein

Cr Don Henderson

AUDIT AND RISK ADVISORY COMMITTEE

The Audit and Risk Advisory Committee is an independent advisory committee to Council. It is comprised of three external independent members and two Councillors.

Independent Members

JIMPAULYSHYN CHAIR (INDEPENDENT)

April 2012 to present

ROBERTTAYLOR (INDEPENDENT)


CAROL PAGNON (INDEPENDENT)


Councillor Members

CR BILL MCCLENAGHAN

1 July 2012 to 19 November 2012

CR NEIL NEWITT

1 July 2012 to 19 November 2012

CR KATE REDWOOD

20 November 2012 to present

CR PIERRE NICLAS

20 November 2012 to present

The committee meets four times during the year: September, November, February and May.

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ATTENDANCE AT MEETINGS 1 JULY 2012 – 30 JUNE 2013

Attendee Meetings

Jim Paulyshyn Chair (Independent) – April 2012 to present 3 of 4

Robert Taylor (Independent) – April 2012 to present 3 of 4

Carol Pagnon (Independent) – April 2012 to present 3 of 4

Cr Bill McClenaghan - 1 July 2012 to 19 November 2012 1 of 2

Cr Neil Newitt - 1 July 2012 to 19 November 2012 2 of 2

Cr Kate Redwood - 20 November 2012 to present 2 of 2

Cr Pierre Niclas - 20 November 2012 to present 1 of 2

At these meetings the committee considers the following agenda items:

•Reviewofkeyrisksandcontrols.

•Summaryofmonthlyfinancereports.

•Mid-yearbudgetreview.

•AnnualBudgetreview.

•Internalauditreportsissued.

•Externalauditreportsandmanagement letters.

•Reviewofcomplianceobligations.

•Progressoninternalandexternal audit recommendations.

•Policyandprocedurereview.

INTERNAL AUDIT REVIEWS CONDUCTED IN 2012-13

Council has in place a program of regular internal audit projects with the aim to continually improve our systems, processes and controls. In 2012-13, four internal audit projects were conducted by AFS. They related to:

•Reviewofpastissues.

•Riskassessmentandinternal audit planning.

•Informationprivacy.

•Keyfinancialcontrols.

Action plans, together with assigned responsibilities and timeframes, are developed for all recommendations identified in internal audits.

EXTERNAL AUDIT REVIEWS CONDUCTED IN 2012-13

Council is regularly audited by external bodies, in relation to compliance with regulatory requirements and external benchmarks. Council underwent the following external audits, in year ended 30 June 2013:

•VictorianAuditorGeneral’sOffice–Annual Financial Audit and Mid-year Review.

•MAVInsurance–PublicLiabilityRisks.

•JMAPPPropertyInsurance- Property Loss Risks.

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RISK MANAGEMENT SYSTEM

Council has had a risk management policy in place since 1999. During the last year, Council further developed its approach to identifying, assessing and managing risks. Our organisation wide risk register was used as a key input in developing team business plans. In addition, our new project management processes integrate risk management. As a first step, all projects for the next financial year underwent a risk assessment as part of project management training. Council continues to monitor its key risks and controls through project managers, the executive team, and the Audit and Risk Advisory Committee.

During 2013 - 14, the focus on risk management will continue through the implementation of a web-based risk register which will enable more regular reporting and monitoring of progress.

LOCAL LAWS

The Local Government Act gives Council the power to make local laws.

Hepburn Shire Council has two local laws:

1. Local Law No 1 – Meeting Procedure and Common Seal.

2. General Local Law No 2 – Community Amenity and Municipal Places.

In particular, General Local Law No 2 covers issues such as:

•PublicStreetandRoadUsage.

•Alcoholconsumption.

•Burningofoffensivematerial.

•Keepinganimals.

Local Law Date Operational

Local Law No – 1 Meeting Procedure and Common Seal

22 April 2009

General Local Law No – 2 Community Amenity and Municipal Places

November 2009 Amended 16 August 2011

Copies of these documents are available on the Council website. Alternatively, ratepayers can contact Council offices for further information.

Policies

The following policies were reviewed and or adopted by Council during 2012/13:

Document Date Adopted

Human Rights Policy July 2012

Tourism Policy September 2012

Procurement Policy December 2012

Asset Management Policy April 2013

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CONTINUOUS IMPROVEMENT

The Best Value provisions outlined in the Local Government Act require Council to review its services against the following principles:

•Specificqualityandcoststandardsforevery council service.

•Responsivenesstocommunityneeds.

•Accessibilityandappropriatelytargeted services.

•Continuousimprovement.

•Regularcommunityconsultationonallservices and activities.

•Frequentcommunityreporting.

During 2012-13 our major focus continued on improvements to some of the larger key systems and processes that impact the functioning of the organisation.

The implementation of Phase 2 Assets and Phase 3 Property & Rating of the integrated corporate information system OneCouncil. The implementation of Phase 3 signalled the end of this project.

An extensive Business Planning program was rolled out during the year providing clear line of sight from the Council Plan to individual workplans.

The organisation commenced project management training during the year to implement standardised project management techniques and processes.

INFORMATION PRIVACY ACT 2000

Council has adopted policies relating to information privacy and health records that meet the requirements of the Information Privacy Act 2000 and the Health Records Act 2001. Both Acts include privacy principles that relate to the collection, use and disclosure of information.

Council’s Privacy Policy was reviewed in April 2011 and makes the following Commitment:

Hepburn Shire Council believes that the responsible handling of personal and health information is a key aspect of democratic governance, and is strongly committed to protecting an individual’s right to privacy. Accordingly, Council is committed to full compliance with its obligations under the Information Privacy Act 2000 (Vic) (Privacy Act) and the Health Records Act 2001 (Vic) (Health Act). In particular, Council will comply with the Information Privacy Principles and the Health Privacy Principles contained in these Acts. This Privacy Policy explains some of these Principles and how they will apply.

FREEDOM OF INFORMATION ACT 1982

The Freedom of Information Act 1982 provides all residents and ratepayers a legally enforceable right to obtain access to a document in accordance with this Act. Freedom of Information requests must be made in writing and be accompanied by an application fee. This general right of access is only limited by exceptions and exemptions, which have been prescribed to protect essential public interests and the private and business affairs of people council hold information about.

WHISTLEBLOWERS PROTECTION ACT 2001 & PROTECTED DISCLOSURES ACT 2012

From 11 February 2013, new legislation implementing recent integrity reforms in Victoria came into effect. In particular, the replacement of the Whistleblowers Protection Act 2001 with the Protected Disclosure Act 2012.

The reform includes the creation of the Independent Broad-based Anti-corruption Commission (IBAC), a body established to promote integrity and accountability across the Victorian public sector, the Victorian Inspectorate, whose role is to oversee both the IBAC and the Ombudsman, and the new Accountability and Oversight Parliamentary Committee which has oversight over the Ombudsman.

The Protected Disclosure Act 2012 enables individuals to make disclosures about improper conduct within the public sector without fear of reprisal. The Act aims to ensure openness and accountability by encouraging individuals to make disclosures and protecting them when they do.

Hepburn Shire Council does not tolerate corrupt or improper conduct by its employees, officers or members, along with the taking of reprisals against those who come forward to disclosure such conduct. Employees and members of the public are encouraged to report known or suspected incidences of corrupt or improper conduct.

Protected Disclosures may relate to corrupt or improper conduct by:

•Theorganisation.

•EmployeesofHepburnShireCouncil.

•Councillors.

FREEDOM OF INFORMATION REqUESTS

2010/112009/102008/092007/08 2011/12 2012/13

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Council can only address disclosures that relate to Hepburn Shire Council. Protected Disclosures about Councillors must be addressed by IBAC.

In accordance with Section 58 of the Act, Hepburn Shire Council’s Protected Disclosure Manual is currently in the process of being reviewed and updated to be consistent with the requirements of the Act. Once completed, the Manual will provide a full explanation of how Hepburn Shire Council will respond to ‘Protected Disclosures’. It will also provide definitions of what constitutes corrupt or improper conduct, and will outline the different roles of the various people involved in dealing with Protected Disclosures.

For the 2012-13 financial year there were no Protected Disclosures received by Council.

DOMESTIC (FERAL AND NUISANCE) ANIMALS ACT 1994

under the Act Council is required to create a Domestic Animal Management Plan and to evaluate its implementation in the Annual Report. Council is in the process of reviewing its Domestic Animal Management Plan 2008-2012.

EQUAL OPPORTUNITY

Hepburn Shire Council is committed to the principles of Equal Opportunity. Council believes that our staff, volunteers and community are entitled to be treated on the basis of merit and are able to work in an environment free from harassment and bullying. This commitment is reflected in the following Council Policies:

•Policy57-EmployeeCodeofConduct.

•Policy37-Councillor/ Staff Relationships.

•Policy4-Communication and Consultation.

•Policy47-CouncillorCode of Conduct.

•EO-101-IssueResolutionProcedure.

•OHS-142-WorkplaceBullying & Violence

•Policy33-Respectful Behaviours Policy.

HUMAN RIGHTS

Council is required to comply with the Victorian Charter of Human Rights and Responsibilities Act 2006 and have regard for human rights in its day to day operations. The purpose of the Charter is to protect and promote human rights by recognising that all people are born free and equal in dignity and rights. The Charter introduces standards to ensure that Council considers human rights when making laws and decisions and when providing services.

Council adopted Our Commitment to the Human Rights Charter in July 2012. Council is committed to the principles contained in the Charter of Human Rights and Responsibilities and will ensure these are taken into consideration when making laws, setting policies and providing services and programs to the community. Council upholds that every citizen of Hepburn Shire is free and equal in dignity and rights and is entitled to a quality of life that allows them to reach their potential. Through this commitment to the Human Rights Charter, Council affirms its obligation to respecting, protecting and promoting human rights in all its spheres of influence and will avoid complicity in abuses of human rights.

ROAD MANAGEMENT ACT 2004

Council as a road authority is required under Section 22 of the Road Management Act to publish a summary of any direction received from the Minister in its annual report. No directions were received during this year.

INSTRUMENTS OF DELEGATION

Delegating specific functions to staff members enables Council decisions to be made more speedily and ensures that Council meetings are not encumbered by procedural and every day administrative decisions. It also enables Council to utilise the technical knowledge, training and experience of staff members to provide the best possible service.

Delegations are made at a formal Council meeting and specify what an officer is empowered to do. Delegates must observe the strategies, policies and guidelines adopted by Council. Through the CEO and Senior Managers, Council can monitor the actions of staff to ensure that they exercise their delegated authority within the general framework it has already determined. In this way Council retains a measure of control over decision making.

Officers to whom delegated authority is generally given include the CEO, environmental health officers, fire prevention officers, local laws and planning officers. Many routine decisions of Council are made by members of staff as delegates. Council staff are required to act impartially, with integrity and to avoid real or apparent conflicts of interest.

Council must keep a register of all delegations and this is among the documents that must be available for public inspection. All delegations to staff must be reviewed by Council within 12 months of it being elected.

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DELEGATIONS REVIEWED DURING 2012-13

Instrument of Delegation from Council to Staff – Adopted by Council 21 May 2013.

Instrument of Delegation to the Chief Executive Officer - Adopted by Council 21 May 2013.

Instrument of Delegation Chief Executive Officer to Staff – Authorised 29 May 2013.

Instrument of Delegation Purchasing – Authorised 21 May 2013.

PETITIONS RECEIVED

•RequestforCounciltoencouragetheowner of the British Hotel Creswick to undertake renovations – July 2012.

•OppositiontoproposeduseofRuthven and Bridport Streets Daylesford as a truck route – July 2012.

•Petitionagainsttheproposedsubdivision at 10 Whyte St Clunes – August 2012.

•IntentiontoleasetheDeanRecreationReserve Building by the American Motorcycle Club – February 2013.

NATIONAL COMPETITION POLICY COMPLIANCE: 2012-13

Council has complied with the requirements of the National Competition Policy (NCP) for the period 1 July 2012 to 30 June 2013, in accordance with the requirements outlined in National Competition Policy and Local Government (Revised 2011).

STRATEGIES AND PLANS ADOPTED

Daylesford Streetscape Revitalisation Master Plan – July 2012.

Hepburn Shire Economic Development Strategy – August 2012.

Freight Strategy – September 2012.

Community energy resilience report and community consultation – October 2012.

Central Springs Master Plan – November 2012.

Hepburn Mineral Springs Reserve pedestrian and traffic movement plan – February 2013.

Council Plan 2013-17 – June 2013.

Budget 2013-14 – June 2013.

10 year financial plan – June 2013.

Daylesford Streetscape Revitalisation Master Plan Revised – May 2013.

Draft Central Highlands Regional Growth Plan – June 2013.

Municipal Emergency Management Plan – Community Emergency Risk Assessment and Hepburn Shire Flood Emergency Plan – June 2013.

COUNCIL ADVOCACY

Groundwater management & water security – August 2012.

Public safety and the smart electricity meter rollout – September 2012.

Support for community based wind farming – September 2012.

Local Authorities Superannuation Fund – September 2012.

Expression of thanks to emergency service organisations within Hepburn Shire – May 2013.

STATUTORY INFORMATION

Council is required to maintain a public register of various pieces of information in accordance with the Local Government Regulations. This information is stored in the public register. The public register is available for inspection at the Daylesford Town Hall Office at 76 Vincent St Daylesford.

The register contains the following information as prescribed by the Regulations.

VICTORIAN DISABILITY ACT 2006 (SECTION 38)

Section 38 of Victorian Disability Act 2006 makes it a legal requirement for all local councils to develop a disability action plan. The Victorian Disability Amendment Act 2012, which commenced on 1 July 2012 Council must report on the implementation of its plan in its Annual Report. Council is in the process of developing a new Disability Access and Inclusion Plan (2013-2016).

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Documents to be made available for public inspection:

(a) Details of current allowances fixed for the Mayor, Lord Mayor (if any) and Councillors under section 74 or 74A of the Act.

(b) The total annual remuneration for all senior officers in respect of the current financial year and the previous financial year, set out in a list that states—

(i) ranges of remuneration of senior officers, where the difference between the lower amount and the higher amount in each range must not exceed $10 000; and

(ii) the number of senior officers whose total annual remuneration falls within the ranges referred to in subparagraph.

(c) Details of overseas or interstate travel (with the exception of interstate travel by land for less than 3 days) undertaken in an official capacity by Councillors or any member of Council staff in the previous 12 months, including the names of the Councillors or members of Council staff and the date, destination, purpose and total cost to the Council of the overseas or interstate travel, including accommodation costs.

(d) Names of Council officers who were required to submit a return of interest during the financial year and the dates the returns were submitted.

(e) Names of Councillors who submitted returns of interest during the financial year and the dates the returns were submitted.

(f) Agendas for and minutes of ordinary and special meetings held in the previous 12 months kept under section 93 of the Act except if the minutes relate to parts of meetings which have been closed to members of the public under section 89 of the Act.

(g) A list of all special committees established by Council and the purpose for which each committee was established.

(h) A list of all special committees established by the Council which were abolished or ceased to function during the financial year.

(i) Minutes of meetings of special committees established under section 86 of the Act and held in the previous 12 months except if the minutes relate to parts of meetings which have been closed to members of the public under section 89 of the Act.

(j) A register of delegations kept under sections 87 and 98 of the Act, including the dates on which the last reviews under sections 86 (6) and 98 (6) of the Act took place.

98


Documents to be made available for public inspection:

(k) Submissions received in accordance with section 223 of the Act during the previous 12 months.

(l) Agreements to establish regional libraries under section 196 of the Act.

(m) Details of all property, finance and operating leases involving land, buildings, plant, computer equipment or vehicles entered into by the Council as lessor or lessee, including the name of the other party to the lease and the terms and the value of the lease.

(n) A register of authorised officers appointed under section 224 of the Act.

(o) A list of donations and grants made by the Council during the financial year, including the names of persons or bodies which have received a donation or grant and the amount of each donation or grant.

(p) A list of the names of the organisations of which the Council was a member during the financial year and details of all membership fees and other amounts and services provided during that year to each organisation by the Council.

(q) A list of contracts valued at $150 000 (or such higher amount as is fixed from time to time under section 186 (1) of the Act) or more—

(i) which the Council entered into during the financial year without first engaging in a competitive process; and

(ii) which are not contracts referred to in section 186 (5) or (5A) of the Act.

VICTORIAN LOCAL GOVERNMENT INDICATORS

Affordability

Average rates and charges per assessment.

Average rates and charges per residential assessment.

Sustainability

Average liabilities per assessment.

Operating result per assessment.

Services

Average operating expenditure per assessment

Community satisfaction survey for overall performance of Council.

Infrastructure

Average capital expenditure per assessment.

Renewal

Current spending on renewal to asset base consumed during the year.

Renewal & Maintenance

Current spending on renewal plus maintenance to asset base consumed during the year plus maintenance.

Governance

Community satisfaction survey for Council advocacy.

Community satisfaction survey for councils engagement.

section

08OVERVIEW


SUMMARY OF FINANCIAL

REPORT

100


101


•acomprehensivesurplusof$17.7million($16.5 million in 2012).

•anadjustedcomprehensivesurplus(excluding flood related items and revaluation) of $3.4 million ($2.1 million in 2012).

•revenue(excludingfloodrelatedrevenue)of $30.6 million ($29.3 million in 2012) with 52% coming from rates and charges (50% in 2012).

•operatingexpenditure(excludingfloodrelated operating expenditure) of $27.3 million ($27.2 million in 2012), with 39% attributable to employee benefits (42% in 2012) and 32% attributable to materials and services (33% in 2012).

•$201.2millionincapitalassets(atwrittendown value), providing community facilities, roads, bridges and other infrastructure ($188.0 million in 2012).

•cash(excludingfloodreimbursementsand Victorian Grants Commission funds received in advance) of $10.4 million ($9.2 million in 2012).

•$3.6millioninloansandborrowings ($4.2 million in 2012).

SECTION 08

FINANCIAL PERFORMANCE

IN BRIEF


Result

Council achieved a comprehensive surplus of $17.7 million for the financial year ($16.5 million in 2011-12). This surplus was significantly boosted by an $11.9 million dollar surplus on flood recovery activities, which arose due to all flood recovery reimbursements being shown as income and the majority of expenditure being capitalised.

The adjusted comprehensive surplus exclusive of the net flood factors and the revaluation was $3.4 million ($2.1 million in 2011-12). This adjusted comprehensive surplus compares favorably to the budgeted result of $2.1 million ($0.3 million in 2011-12).

Revenue

Total revenue for 2012-13 totaled $45.0 million ($37.3 Million in 2011-12). This included $14.3 million in flood related reimbursements and grants ($8.0 million in 2011-12). Excluding flood related revenue the adjusted revenue for 2012-13 was $30.6 million ($29.3 million in 2011-12). The year end revenue figure also included a $2.1 million prepayment of Victorian Grants Commission grants for the 2013-14 year ($2.0 million in 2011-12).

Rates and charges as an income source comprised 51% of total adjusted revenue (50% in 2011-12).

KEY

1 - OTHER INCOME $1,705,778

2 - RATES AND CHARGES $15,776,253

3 - uSER FEES $959,319

4 - GRANTS - RECuRRENT $6,341,190

5-STATUTORYFEESANDCHARGES$296,280

6 - GRANTS - NON-RECuRRENT $5,118,731

7 - CONTRIBuTIONS - CASH $123,177

8 - REIMBuRSEMENTS $14,633,135

2

1

3

4

5

6

7

8

2012-13 SOuRCES OF REVENuE

102

103


EXPENSES

Council incurred a total of $29.7 million in expenditure in the 2012-13 financial year ($29.3 million in 2011-12), which was $4.9 million higher than budget. Included in total expenses is $2.4 million of flood recovery office expenses and expenses relating to non-Council owned assets. These costs were not included in capital works as they didn’t relate to assets and therefore they have been treated as expenses. In addition Council incurred an additional $1.0 million in depreciation arising from the additional flood recovery capital works and the revaluation of road infrastructure.

As a service based entity, Council’s main costs are employee benefits. Employee benefits for 2012-13 were $10.7 million or 36% of total expenses ($11.4 million or 42% of total expense in 2011-12).

FINANCIAL STRENGTH

Council’s major assets comprise Cash, Property, Infrastructure and Plant and Equipment.

CASH

Council’s cash balance increased $3.3 million to $16.8 million at 30 June 2013. Yearendcashbalanceshavebeenhighover the last two years as a result of flood recovery funds being received in advance of works being completed.

In addition, for the last four years the State Government has prepaid general grants relating to the next financial year in June, increasing the 30 June balance. $2.1 million was prepaid in June 2013, a 50% prepayment of the 2013-14 Victoria Grants Commission allocation.

At 30 June 2013 Council’s working capital ratio, which represents Council’s current assets as a percentage of current liabilities, was 246% up from 230% at 30 June 2012.

This ratio is also inflated by cash remaining on hand at year end for capital works and other projects that were budgeted to be completed in the current financial year. The adjusted working capital ratio, excluding these items would be 74%.

CAPITAL WORKS

Over the last two years Councils expenditure on capital works has been supplemented by the flood recovery program. The total expenditure on capital works for 2012-13 was $17.2 ($15.2 million in 2011-12). This was made up of $7.7 million general capital works and $9.5 million flood recovery ($6.6 million general and $8.6 million flood recovery in 2011-12).

The general capital works program is provided to enable existing assets, including buildings, roads, drains and bridges to be maintained and improved to an acceptable and safe level, and to be upgraded where appropriate. $7.7 million was spent in general capital works this financial year. Significant projects included the road reconstruction program of $2.4 million, the development of the Clunes Community Interpretative Centre costing $2.3 million, the road reseal program of $1.6 million, and purchases of plant and machinery at $0.7 million.

2012-13 CATEGORIES OF EXPENDITuRE

KEY

1-EMPLOYEEBENEFITS,$10,660,606

2 - MATERIALS AND SERVICES, $11,245,854

3 - DEPRECIATION & AMORTISATION $6,167,883

4 - FINANCE COSTS, $290,245

5 - OTHER EXPENSES, $1,346,640

2

1

3

4

5

WORKING CAPITAL RATIOS

246%230%

263%

183%197%

111%

150%

2010/112009/102008/092007/082006/07 2011/12 2012/13

104


$9.5 million has been spent on restoring Council owned assets under the flood recovery program during the year. Capital expenditure in the two years since the 2011 floods has been significantly above Council’s long term average capital works spend, as a consequence of the flood damage and the accompanying grants for restoration works. Council’s capacity to deliver its general capital works budget has been adversely impacted during both these years, resulting in a backlog of capital works that will be completed in the coming years.

Of the $17.2 million capital expenditure, 81% was spent on renewal of assets (87% in 2011-12). Renewal of assets as opposed to building new assets or upgrading assets is an important focus of Council as it works towards reducing the infrastructure gap.

Council’s capital assets provide community facilities, roads, bridges and other infrastructure that are important to the everyday functioning of our community. The written down value of these assets continues to increase over time.

BORROWINGS

Council’s liabilities comprise of loans, amounts owed to suppliers and amounts owed to employees for leave entitlements. In accordance with the budget, Council did not borrow any funds during the year ($1.2 million in 2011-12). The total balance of loan borrowings at year-end is $3.64 million.

CAPITAL WORKS ($ MILLIONS)

COUNCIL’SPROPERTY,INFRASTRUCTURE,PLANT AND EQuIPMENT ($ MILLIONS)

BALANCE OF LOAN BORROWINGS ($ MILLIONS)

Detailed information is provided in Council’s Financial Statements available

at the end of the Annual Report.

$17.2

$15.2

$8.7

$6.5$5.8

$6.4

$4.2

2010/112009/102008/092007/082006/07 2011/12 2012/13

$201.2$188.6

$169.9$172.2

$163.0$150.2

$139.6

2010/112009/102008/092007/082006/07 2011/12 2012/13

$1.74

$2.53

$3.61 $3.49 $3.46

$4.19

$3.64

2010/112009/102008/092007/082006/07 2011/12 2012/13

ANNUAL REPORT 2012 : 2013

HEPBURN SHIRE COUNCILCreswick:

68 Albert StreetPhone: (03) 5345 8399Hours: 8.30am-5.00pm

Daylesford:76 Vincent Street

Phone: (03) 5348 2306 Hours: 8.30am-5.00pm

Corner Duke and Albert StreetsPhone (03) 5348 1577Hours: 8.30am-5.00pm

Postal address:PO Box 21, Daylesford Victoria 3460

Fax: (03) 5348 [email protected]

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