GGLLEENN IINNNNEESS SSEEVVEERRNN CCOOUUNNCCIILL ...

GGLLEENN IINNNNEESS SSEEVVEERRNN CCOOUUNNCCIILL

BBUUSSIINNEESSSS PPAAPPEERR

FFOORR TTHHEE CCOOUUNNCCIILL MMEEEETTIINNGG

TTOO BBEE HHEELLDD OONN

TTHHUURRSSDDAAYY,, 2277 MMAARRCCHH 22001144

COMMUNITY CONSULTATION SESSION GUIDELINES 1. A period of 15 minutes before the start of any official Open Council Meeting is

available for members of the Public to address the Council Meeting or submit questions either verbally or in writing, on matters INCLUDED in the Business Paper for the particular Meeting, or matters deemed by the Mayor or Chair to be relevant.

2. A member of the public will be permitted a maximum of five (5) minutes to address

the Council Meeting. An extension of time may be granted by the Mayor or Chair if deemed necessary.

3. Members of the public seeking to represent or speak on behalf of a third party must

satisfy the Council Meeting that he or she has the authority to represent or speak on behalf of the third party.

4. Members of the public wishing to address the Council Meetings are encouraged to

contact Council either by telephone (02) 6730 2316 or in person at the Town Hall office prior to 12 noon the day before the Council Meeting and register their intention to address the Council Meeting.

5. The Mayor or Chair will be guided by Section 10A(2)(a) – (i) of the Local

Government Act 1993, in not allowing members of the public during community consultation sessions to deal with or discuss or disclose any information with regards to the matters mentioned in this section and subsections of the Act.

Local Government Act 1993 Section 10A(2) (a) – (i) The matters and information are the following:

(a) personnel matters concerning particular individuals (other than councillors),

(b) the personal hardship of any resident or ratepayer,

(c) information that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business,

(d) commercial information of a confidential nature that would, if disclosed:

(i) prejudice the commercial position of the person who supplied it, or

(ii) confer a commercial advantage on a competitor of the council, or

(iii) reveal a trade secret,

(e) information that would, if disclosed, prejudice the maintenance of law,

(f) matters affecting the security of the council, councillors, council staff or council property,

(g) advice concerning litigation, or advice that would otherwise be privileged from production in legal proceedings on the ground of legal professional privilege,

(h) information concerning the nature and location of a place or an item of Aboriginal significance on community land,

(i) alleged contraventions of any code of conduct requirements applicable under section 440.

Glen Innes Severn Council – Open Ordinary Meeting – 27 March 2014

Page i

GLEN INNES SEVERN COUNCIL

Notice is herewith given of an

ORDINARY COUNCIL MEETING

That will be held at the Glen Innes Severn Learning Centre,

William Gardner Conference Room, Grey Street, Glen Innes on:

Thursday, 27 March 2014 at 5.15pm

ORDER OF BUSINESS

1 ACKNOWLEDGEMENT TO COUNTRY ..................................................................... 5

2 OPENING BY MINISTER FROM THE FRATERNAL ................................................. 5

3 APOLOGIES ............................................................................................................... 5

4 DISCLOSURE OF CONFLICT OF INTERESTS / PECUNIARY AND NON-PECUNIARY INTERESTS .......................................................................................... 5

5 MINUTES OF PREVIOUS ORDINARY MEETING – 27 FEBRUARY 2014 TO BE CONFIRMED .............................................................................................................. 5

6 MAYORAL MINUTE ................................................................................................... 5

7 NOTICE OF MOTIONS ............................................................................................... 5

8 NOTICE OF MOTION OF RESCISSION .................................................................... 5

9 REPORTS ................................................................................................................... 6

9.1 Corporate Management: Conferences: Annual National General Assembly of Local Government Conference in Canberra from 15 to 18 June 2014 .......................................................................................................... 6

9.2 Personnel: Organisational Structure – Rearrangement of Particular Functions .......................................................................................................... 8

9.3 Financial Management: Amalgamation and the Road to a SRV ................ 13

9.4 Community Services: Life Choices – Support Services: Marketing ......... 32

9.5 Community Services: Children and Family Services: Marketing ............. 35

9.6 Community Services: Children and Family Services: Policies ................. 38

9.7 Financial Management: Finance Report – February 2014 .......................... 40


Page ii

9.8 Rates and Valuations: Reporting – Rates and Charges Collections December 2013 and January 2014 ................................................................ 46

9.9 Rates and Valuations: Reporting – Rates and Charges Collections February 2014 ................................................................................................. 49

9.10 Work Health and Safety: General – Workplace Injury Management Report – February 2014 .................................................................................. 53

9.11 Community Services Reporting: Reporting – Library/Learning Centre Report – February 2014 .................................................................................. 55

9.12 Corporate and Community Services: Reporting – January and February 2014 .................................................................................................................. 60

9.13 Legal Services: Legal Costs: Request from Local Government NSW ..... 67

9.14 Water Supply: Glen Innes Water Supply: Monitoring ................................. 70

9.15 Laws and Enforcement: Dangerous Dogs and Menacing Dogs: Revoking Declaration Policy.......................................................................... 78

9.16 Department of Development, Regulatory and Sustainability Services: Monthly Reporting – February 2014 .............................................................. 81

9.17 Governance: Committees of Council: Infrastructure Services Committee – Adoption of Minutes ................................................................. 97

9.18 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.1 Governance: Committees of Council – Rural and Urban Roads Consultative Committee – Election of New Committee ............................... 99

9.19 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.2 Governance: Committees of Council – Glen Innes and District Sports Council Committee – Election of New Committee ..................................... 100

9.20 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.3 Governance: Committees of Council – Open Spaces Committee – Election of New Committee ......................................................................... 102

9.21 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.4 Governance: Committees of Council – Glen Innes Severn Cemetery Committee – Election of New Committee ................................................... 103

9.22 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.5 Corporate Management: Policy Register: Adoption of Policy: Signs as Remote Supervision ..................................................................................... 104

9.23 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.6 Corporate Management: Policy Register: Adoption of Policy: Public Tree Management Policy .............................................................................. 105

9.24 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.7 Corporate Management: CBD Revitalisation............................................. 106


Page iii

9.25 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.8 Department of Infrastructure Services: Monthly Reporting – February 2014 ................................................................................................................ 107

10 CORRESPONDENCE, MINUTES, PRESS RELEASES ........................................ 108

10.1 Correspondence and Press Releases ......................................................... 108

10.2 Minutes of Committee Meetings for Information ....................................... 109

10.3 Minutes of Community Meetings for Information ...................................... 109

11 REPORTS FROM DELEGATES ............................................................................ 110

12 REPORTS FROM COMMITTEES .......................................................................... 111

13 MATTERS OF AN URGENT NATURE ................................................................... 111

14 CLOSED COUNCIL REPORTS .............................................................................. 112

Hein Basson General Manager


Page iv

Council Meeting Date: 4

th Thursday of the month commencing at 5.15pm.

Matters determined by Ordinary meetings will include all those non-delegable functions identified in Section 377 of the Local Government Act as follows:

“the appointment of a general manager the making of a rate a determination under section 549 as to the levying of a rate the making of a charge the fixing of a fee the borrowing of money the voting of money for expenditure on its works, services or operations the compulsory acquisition, purchase, sale, exchange or surrender of any land or other property (but not including the sale of items of plant or equipment) the acceptance of tenders which are required under this Act to be invited by the council the adoption of a management plan under section 406 the adoption of a financial statement included in an annual financial report a decision to classify or reclassify public land under Division 1 of Part 2 of Chapter 6 the fixing of an amount or rate for the carrying out by the council of work on private land the decision to carry out work on private land for an amount that is less than the amount or rate fixed by the council for the carrying out of any such work the review of a determination made by the council, and not by a delegate of the council, of an application for approval or an application that may be reviewed under section 82A of the Environmental Planning and Assessment Act 1979 the power of the council to authorise the use of reasonable force for the purpose of gaining entry to premises under section 194 a decision under section 356 to contribute money or otherwise grant financial assistance to persons the making of an application, or the giving of a notice, to the Governor or Minister this power of delegation any function under this or any other Act that is expressly required to be exercised by resolution of the council.”

Other matters and functions determined by Ordinary Council Meetings will include:

Notices of Motion Notices of Motion of Rescission Council Elections, Polls, Constitutional Referendums and Public Hearings/Inquiries Ministerial Committees and Inquiries Mayor and Councillors Annual Fees Payment of Expenses and Provision of Facilities to Mayor and Councillors Local Government Remuneration Tribunal Local Government Boundaries NSW Ombudsman Administrative Decisions Tribunal Delegation of Functions by the Minister Delegation of Functions to General Manager and Committees Organisation Structure Code of Conduct Code of Meeting Practice Honesty and Disclosure of Interests Access to Information Protection of Privacy Enforcement Functions (statutory breaches/prosecutions/recovery of rates) Dispute Resolution Council Land and Property Development Annual Financial Reports, Auditors Reports, Annual Reports and Statement of the Environment Reports Performance of the General Manager Equal Employment Opportunity Powers of Entry Liability and Insurance Membership of Organisations Any matter or function not within the delegable function of Committees Matters referred from Committees for determination

Membership: Full Council - 7 Councillors.

Quorum: 4 members

Chairperson: The Mayor

Deputy Chairperson: The Deputy Mayor

http://www.legislation.nsw.gov.au/summarize/inforce/s/1/?xref=RecordType%3DACTTOC%20AND%20Year%3D1979%20AND%20Actno%3D203&nohits=y

http://www.legislation.nsw.gov.au/summarize/inforce/s/1/?xref=RecordType%3DACTTOC%20AND%20Year%3D1979%20AND%20Actno%3D203&nohits=y


Page 5

1 ACKNOWLEDGEMENT TO COUNTRY “I acknowledge the Ngoorabul people as the traditional custodians of our land. I give respect to past and present Elders and extend that respect to other Aboriginals present. I also recognise the role of our early settlers, Celtic and Anglo, in shaping the community that we have become.”

2 OPENING BY MINISTER FROM THE FRATERNAL

3 APOLOGIES

4 DISCLOSURE OF CONFLICT OF INTERESTS / PECUNIARY AND NON-PECUNIARY INTERESTS

5 MINUTES OF PREVIOUS ORDINARY MEETING – 27 FEBRUARY 2014 TO BE CONFIRMED

6 MAYORAL MINUTE

7 NOTICE OF MOTIONS

8 NOTICE OF MOTION OF RESCISSION


Page 6

9 REPORTS

9.1 Corporate Management: Conferences: Annual National General Assembly of Local Government Conference in Canberra from 15 to 18 June 2014

REPORT FROM: GENERAL MANAGER Author: Debbie Duffell – Executive Assistant

PURPOSE The purpose of this report is to approve the Mayor to attend the Annual National General Assembly of Local Government Conference in Canberra from 15 to 18 June 2014.

BACKGROUND The National General Assembly of Local Government (NGA) is a premiere Local Government event bringing together more than 800 mayors, councillors and senior officers from Councils across Australia to develop Local Government policy ideas, meet with key Federal politicians, and hear from renowned experts on key issues affecting Local Government in Australia. (a) Relevance to Integrated Planning and Reporting Framework

Some of the policy matters discussed at the Conference may influence Council’s future strategic planning.

(b) Financial Considerations Funding is available for the Mayor to attend this Conference in the current Operational Plan. The costs for a representative to attend the Conference are: a registration fee of $899 including GST (Early Bird Special to be registered by 28 April 2014) or $999 including GST (registration by 30 May 2014) or a late fee of $1,200 (payment received after 30 May 2014), plus accommodation (ranging from $210 to $345 per night), and travel (approximately $700 return per person). Other incidental costs will be in accordance with Council’s Policy “Payment of Expenses and Provision of Facilities to the Mayor and Councillors”.

COMMENTARY This year, the theme of the NGA Conference is “Getting Down to Business”. There is no more relevant an issue for Government across Australia at the moment. The Federal Government is working through the outcomes of its Commission of Audit and is preparing for White Papers on the Federation and our taxation system. Each of these processes will help to shape Government in Australia in the coming years and Local Government needs to be in as strong a position as possible to respond to whatever changes may emerge. Council’s involvement in the NGA is important to assist the Australian Local Government Association (ALGA) to maintain the renewed focus on Local Government and to drive improved outcomes for Local Government at the national level. A number of topical policy motions will be debated at the NGA and it is preferable that every Council is represented at these debates and is able to have its say.


Page 7

(a) Governance/Policy Implications

Nil. (b) Legal Implications

Nil. (c) Social Implications

Nil. (d) Environmental Implications

Nil. (e) Economic/Asset Management Implications

Nil.

CONCLUSION It is suggested that Council approves the Mayor to attend the Annual National General Assembly of Local Government to be held in Canberra from 15 to 18 June 2014.

RECOMMENDATION

That Council approves the Mayor to attend the Annual National General Assembly of Local Government, to be held in Canberra on 15 to 18 June 2014.


Page 8

9.2 Personnel: Organisational Structure – Rearrangement of Particular Functions

REPORT FROM: GENERAL MANAGER Author: Hein Basson – General Manager PURPOSE The purpose of this report is to keep Council informed about the rearrangement of particular functions within its organisational structure.

EXECUTIVE SUMMARY Viewed holistically, Council needs to strengthen its asset management and financial (cost control) functions in order to meet the requirements of the Integrated Planning and Reporting Framework and to become financially sustainable in the long term. Further, the Director of Infrastructure Services needs to be in a position to effectively and efficiently manage the additional revenue that will be channeled to her department as a result of the Special Rates Variation. Particular functions will be rearranged in order to achieve this outcome; a new position of Management Accountant will be created, and a position of Asset Officer (which had been frozen) will be advertised for filling. The financial impact of this strengthening and rearrangement of particular functions is expected to be in the order of $80,000 per annum. However, because of the focus of the Management Accountant position on efficiency gains, it is expected for this position to pay for itself in a couple of years’ time. A reorganisation of functions is necessary to enable Council to meet the challenges we are now facing – with the best possible chance of achieving exemplary outcomes into the future. BACKGROUND Over the last number of years, Local Government, as an industry, has been exposed to significant change, especially since the introduction of the Integrated Planning and Reporting Framework. As a result, Council’s focus on its long term financial sustainability and asset management have been important drivers towards making an application to IPART for the implementation of a Special Rate Variation. It is time again to examine our current organisation structure to ensure that it is providing us with the maximum potential and opportunity to meet the challenges that we now face. I am of the opinion that our structure needs some changes to adequately meet the challenges brought about by:

An increased emphasis on the development of (proper and advanced) asset management plans;

Achieving long term financial sustainability;

Achieving more efficiencies and associated stricter financial controls;


Page 9

Ensuring Glen Innes Aggregates is functioning well as an independent and separate business unit – in accordance with the Business Plan that had been developed for it;

Channelling more funding into our local roads and bridges network;

Clear synergies that have become apparent over the last couple of years. (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Operational Plan Objective GCL 3.4 “To be recognised as a well managed Council and an employer of choice”.

(b) Financial Considerations The proposed restructure only makes provision for the creation of one (1) new position which has not been budgeted for in the past, i.e. the Management Accountant. This additional position will add in the order of $80,000 to Council’s existing salary budget. However, because of the particular function and focus of this position, it is expected for this position to pay for itself in a couple of years’ time. The “tweaking” of other positions should not have a major impact on Council’s salary and wages budget.

COMMENTARY The proposed restructure will see the following changes: 1. Change the Manager Finance Position Title to Chief Financial Officer:

It is foreseen that this position will still manage the Finance Section. However, it will also have a direct reporting line to the General Manager (similar to the Executive Assistant’s position) and will be expected to provide the whole organisation with fiscal advice and input to help ensure this entity’s long term financial sustainability. All important, controversial and sensitive reports to Council will also be circulated to this position for financial commentary.

2. Create a new position of Management Accountant:

This new position will be responsible for assisting Infrastructure Services with cost control and the identification of efficiency gains on all capital and major maintenance projects, as well as producing and assisting with the production of broader financial management reports to Manex and managers. The objective of the creation of this position within Corporate and Community Services is to achieve and maintain strict budget and expenditure controls, with an added emphasis on identifying efficiency gains. It would be my expectation for a formal Service Level Agreement to be entered into between the Departments of Corporate and Community and Infrastructure Services with regards to the number of hours this position would be available to Infrastructure Services each day, developing a solid working relationship with staff and an intimate knowledge of the capital and maintenance projects each financial year.


Page 10

3. Create a new position of Assets Officer (already budgeted for):

This position will be responsible to assist the Manager Technical Services with the development of Advanced Asset Management Plans, take over the maintenance of Council’s Geographic Information System, and providing consent conditions (from an engineering perspective) for Development Applications to the Manager Development and Regulatory Services.

4. Move the Waste Function from Infrastructure Services to Development, Regulatory

and Sustainability Services:

Clear synergies exist between the Environmental and Waste Management Functions. Further, the work load of the Manager of Technical Services needs to be reduced in order to provide for an increased focus on the development (and ongoing maintenance) of Advanced Asset Management Plans. After discussions held with Directors and Managers, it is foreseen that the current Assets Coordinator will move over with this position to Development, Regulatory and Sustainability Services. There is also the possibility that particular Water and Wastewater inspection functions could be assigned to this position. Obviously, a new position title will have to be identified, a new position description developed and the position re-evaluated. For the record, it had been mentioned that the now defunct Aerodrome Works Operator would potentially be able to “take over” some of the functions currently performed by the Assets Coordinator. This will also mean a new position title will have to be identified, a new position description developed and the position re-evaluated.

5. Move the Procurement Function and Stores from Infrastructure Services to

Corporate and Community Services:

Clear synergies exist between the Finance and Procurement Functions. I again express my thanks and appreciation to the Director of Infrastructure Services for the progress made with the procurement function over the past few years, from a position where very little was in place. After having considering the feedback and the outcome of stakeholder discussions with regards to these two (2) mentioned functions, I have decided to transfer both to the Directorate of Corporate and Community Services – to be managed by the Finance Section. I have considered splitting these two (2) functions, but because of the interrelationship of the two (2) relevant officials (Purchasing and Supply and Stores Officers) working closely together and filling in for each other in times of leave and absence – creating desirable efficiencies – I have deemed it appropriate not to split these functions. Further, from a management perspective, it makes sense to have the locus of control of these two (2) staff members within the one (1) department.


Page 11

6. Clearly delineate the Drainage Function; which department is responsible for

which sub-function?

The following breakdown is suggested, based on integrated water management principles and local practicalities:

Asset Type Responsible Section

Kerb and Gutter Infrastructure Services

Kerb Inlet Pit Renewals Infrastructure Services

Development Assessments Infrastructure Services

Asset Management Plan Infrastructure Services

Asset Register Drainage (Pits and Pipes)

Infrastructure Services

Flood Study Integrated Water Services

Kerb Inlet Pit Cleaning Infrastructure Services

Open Drain Vegetation Control Infrastructure Services

Pipe Renewals Infrastructure Services

CCTV Infrastructure Services

Surface Inlet Pit Renewals Infrastructure Services

Surface Inlet Pit Cleaning Infrastructure Services

Stormwater Drainage Problems (Property Related)

Planning and Regulatory Services

In the above regard, it would be my expectation for drainage issues to be discussed at the Development Assessment Unit (DAU) Meeting and for actions to be coordinated, e.g. the relining of pipes (pipe renewal) needs to be done in consultation with the Integrated Water Services, and pit cleaning needs to be coordinated with Integrated Water Services to obtain access to the Vacjet at a mutually convenient time.


The proposed restructure will ensure that Council is a position to meet the challenges we are now facing – with the best possible chance of achieving exemplary outcomes into the future. This report is put to Council for its information, as the organisation structure per se is not changed; the three (3) current departments remain intact, with only particular functions which are strengthened and some others rearranged. However, I deem it important for Council to be aware of these changes.

(b) Legal Implications

In terms of Section 333 of the Local Government Act 1993, Council is at liberty to re-determine its organisational structure from time to time. In terms of Clause 28C(i)(c) of the Local Government (State) Award 2010, the Staff Consultative Committee will be consulted with regards to the proposed rearrangement of functions.

(c) Social Implications

Nil.


Page 12

(d) Environmental Implications Nil.

(e) Economic/Asset Management Implications

The proposed restructure will result in recurrent salary costs increasing by approximately $80,000 per annum (excluding on-costs). However, it is expected that efficiency gains will be identified on an ongoing basis, and for the position of Management Accountant to pay for itself in a couple of years’ time.

CONCLUSION In achieving the creation of and/or the amendment to the above-discussed positions, further work needs to be done with regards to the development and/or adjustment of position descriptions, the grading of these positions in terms of Council’s salary system and the exact budgetary implications. I have requested the Director of Corporate and Community Services to coordinate this with the Manager of Administration and Human Resources, in consultation with the relevant departmental heads. These outcomes then need to flow through into Council’s 2014/15-Operational Plan and associated Budget. The above-discussed rearrangement of functions have been thoroughly communicated with all staff affected.

I strongly believe that a reorganisation of functions is necessary to enable us to meet the challenges we are now facing – with the best possible chance of achieving exemplary outcomes into the future.

RECOMMENDATION That Council takes note of the report of the General Manager with regards to the proposed strengthening and rearrangement of particular functions within Council’s organisational structure.


Page 13

9.3 Financial Management: Amalgamation and the Road to a SRV

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Authors: Anna Watt – Director of Corporate and Community Services

Eric Brown – Manager of Finance ANNEXURES A and B

PURPOSE The purpose of this report is to illustrate the improvement in Council’s financial position after amalgamation and why a Special Rate Variation was the appropriate next step for Council to take.

EXECUTIVE SUMMARY The Glen Innes Municipal Council (GIMC) and Severn Shire Council (SSC) were amalgamated in 2004 to improve financial sustainability by amalgamating a ‘donut’ Council with a ‘town’ council. The purpose of this report is to review the financial indicators of all three (3) Councils (GIMC, SSC and Glen Innes Severn Council (GISC)) since 1999 to identify whether GISC has: 1) Benefited from this amalgamation, and 2) Whether it has been effectively managed post amalgamation. Please note that only financial indicators have been considered in this report. No non-monetary achievements have been addressed. The report then considers how the Special Rates Variation (SRV) process commenced and why it was only undertaken in this current financial year. The information provided in this report indicates the improvement in Council’s financial position (almost all financial indicators) since amalgamation, and the general improvement in Council’s asset management position across available asset management indicators, including asset expenditure, in particular road, bridges and footpaths. This stands Council in stark comparison to a number of Councils which have not benefited at all after amalgamation. The financial indicators and Key Performance Indicators (KPIs) have improved considerably from pre-amalgamation in 1999 to 2013. These indicators, along with the independent review by the Treasury Corporation of NSW (TCORP) in March 2013, confirm that GISC has been managed effectively. Particular emphasis should be placed on the additional capital expenditure (Graph 5.1 to 5.3), combined with an improvement in financial ratios (Graph 1.1, 1.2, 1.3, 3.1 and 4.1), and planning for the future through responsible borrowing (Graph 2.1, 2.2 and 2.3). The journey which has lead to applying for a SRV is complex and requires a good understanding of how Local Government in NSW works, and how the Integrated Planning and Reporting (IP&R) framework has been implemented. Further matters that need to be understood are how Council receives grants and how the Grant Commission operates. There are many events and important dates that occurred on this journey, and they are noted in detail in the body of the report. The main dates/events to note are:

The Building and Infrastructure Renewal Ratio was introduced as a KPI as part of the Audited Financial Statements for 30 June 2008;


Page 14

23 June 2011 – Council adopted the original Long Term Financial Plan (LTFP) which included additional grant revenue (Roads to Recovery (R2R) 50% increase and Financial Assistance Grants (FAGs) – roads component $700,000 increase);

30 June 2011 – Revaluation of NSW Councils’ assets to market value or replacement cost completed;

21 October 2013 – Meeting with the Grants Commission of NSW (who distribute the NSW portion of the FAGS). Council advised that Grant increases were unlikely and it was expected alternative funding sources would need to be considered, they made specific suggestion of the Local Infrastructure Renewal Scheme (LIRS) and applying for a SRV.

Based on the timeline and the overwhelming perception amongst rural council’s that an increase in the FAG roads component, and the R2R grant were likely (which was confirmed to be reasonable by TCORP in March 2013) and then the advice from the Grants Commission that we were not going to receive an increase, it is clear that this was the first significant trigger for a SRV (to make up the grant funding) in October 2013. BACKGROUND The Glen Innes Municipal Council (GIMC) and Severn Shire Council (SSC) were amalgamated in 2004 to improve financial sustainability by amalgamating a ‘donut’ Council with a ‘town’ council. The amalgamation process is a difficult one, and has with a number of Councils, resulted in significant problems which have even resulted in de-amalgamations in Queensland (Noosa, Douglas, Livingstone and Mareeba). It appears that in the majority of cases, the management before and after amalgamation has influenced whether or not an amalgamation is successful. There are also other significant factors, such as communities of interest and the tyranny of distance. The purpose of this report is to review the financial indicators of all three (3) Councils (GIMC, SSC and Glen Innes Severn Council (GISC)) from 1999 to 2013 to identify whether GISC has: 1) Benefited from this amalgamation, and 2) Whether it has been effectively managed post amalgamation. Please note that only financial indicators have been considered in this report. Please refer to Annexure A of the Business Paper for more detailed information. No non-monetary achievements have been addressed. The report then considers how the Special Rates Variation (SRV) process commenced and why it was only undertaken in this current financial year. (a) Relevance to Integrated Planning and Reporting Framework

The Integrated Planning and Reporting (IP&R) framework which includes the Long Term Financial Plan (LTFP), Asset Management Plan (AMP), Delivery Program (DP), Operational Plan (OP), Workforce Management Plan (WMP), Community Strategic Plan (CSP) and Community Engagement Strategy (CES) have all contributed to the SRV process while also providing Council with direction in respect of management decisions.

(b) Financial Considerations The information provided in this report indicates the improvement in Council’s financial position (almost all financial indicators) since amalgamation and the general improvement in Council’s asset management position across available asset management indicators, including asset expenditure, particularly road,


Page 15

bridges and footpaths. This stands Council in stark comparison to a number of Councils, which have not benefited at all after amalgamation.

COMMENTARY Council recently approved a SRV and the application for the SRV was lodged with IPART on 24 February 2014. It is expected that Council will be advised of the success of this application in early June this year. In preparation for this application, a significant amount of financial modelling and asset planning was completed to identify that Council needed an increase in its rating revenue to fund those assets the Community wanted (as identified through community consultation in the Delivery Program and Community Strategic Plan and the Road and Open Spaces Hierarchies), as well as maintaining Council’s asset base. This modelling identified that a SRV, combined with further operational savings, and a further $4 million Local Infrastructure Renewal Scheme (LIRS) loan would further improve Council’s financial and asset management ratios. In fact, the reviewed AMP (Transport) identified that by 2033 Council would have made a significant impact on the roads, bridges and footpaths infrastructure backlog (deferred renewals). Currently, given the strong arguments in respect of financial sustainability raised by the above modelling, it seems reasonable to reflect on the road to the SRV from amalgamation in 2004. Particular emphasis has been placed on whether Council has effectively managed GISC finances since amalgamation, and alternatively whether an application of this nature should have been completed earlier. Has Council been effectively managed since Amalgamation? A comparison has been prepared between financial indicators from before amalgamation, and after, based on the audited financial statements. Council has compared the SSC and GIMC from six (6) years prior to amalgamation, which should give a good indication of the financial position of those Councils prior to amalgamation. Subsequent years (2005 to 2013) have been included for GISC to provide a comprehensive comparison of financial trends for the current Council. Please note that there were minor discrepancies between some of the reported financial statements due to changes in Local Government Reporting requirements, although these will not hinder a good comparison being made. It should also be noted that no ‘time value’ has been given to money in some of these comparisons. ‘Time value’ of money is the concept that the value of a dollar to be received in the future is less than the value of a dollar on hand today. Therefore comparing a loss of $2.046 million for the combined GIMC and SSC in 1999, to a loss of $2.136 million for GISC in 2007 is not strictly correct. The loss in 1999 has not been increased proportionally with the time value of money. For this reason, the majority of comparisons have been made as a proportion of operating expenditure or revenue, as this takes into account both the time value of money and the general increase in the organisation’s size.


Page 16

Graph 1.1 The Operating Position of Council:

The combined GIMC and SSC line indicates an average combined loss of ($1,757,000) over the years 1999 to 2004. This can be compared with an average loss for GISC of ($973,000). This is a very ‘rough’ comparison of the operating performance of Council, particularly when you consider the time value of money and that only an average has been used. Therefore, the actual improvement in the GISC position of ($1,757,000 - $973,000) $784,000 per annum is actually understated by the time value of money in the interim. A more appropriate indicator of operating performance would be the operating position (profit or loss) as a proportion of total revenue. A comparison of this nature is discussed on the next page (Graph 1.2).


Page 17

Graph 1.2 Operating Position of Council as a proportion of Total Revenues:

The average combined operating position of Council (SSC and GIMC) was -12.80% with the new GISC having an average ratio of -4.72%. The GISC ratio is therefore a significant improvement on the pre-amalgamation Councils’ combined results. It should be noted that the average operating ratio of -4.72% is marginally below the TCORP benchmark of > (4.0%). Therefore Council has made a significant improvement in this regard compared to before amalgamation and is very close to on average meeting the required benchmark of TCORP. It should be noted that these figures are derived from simply adding together the profit/loss and total revenues; a full consolidation has not been prepared as it is not believed to provide any significant variation to the above results.


Page 18

Graph 1.3 Unrestricted Current Ratio:

The TCORP benchmark for this ratio is above 1.5 while the industry has generally accepted two (2) as a good position. Council is currently sitting at above 4.5 which is a strong position. There is a clear and improving trend compared with the relatively stationary positions for the GIMC and SSC. This suggests that the GISC has been able to make unrestricted cash surpluses over the period. This does not necessarily suggest Council has been spending less on infrastructure than it could have. Although Council could have spent marginally more on infrastructure, the current ratio of over 4.5 is comparable with the average for Councils DLG group, suggesting that Council has now improved to the average. Therefore, this increase was a responsible choice, balanced with an increase in capital expenditure (identified below Graph 5.1, 5.2 and 5.3). Please refer to 21 March 2013 TCORP Benchmarking report (Page 27) Figure 18 – Unrestricted Current Ratio Comparison attached to the Business Paper as Annexure B. TCORP noted that Council’s liquidity position is sound.


Page 19

Graph 2.1 Councils Borrowings and Interest payments:

The graph above indicates that the cost of borrowing has not increased significantly based on the Debt Service Ratio. This Ratio, sitting at 7.8% for GISC in 2013, identifies that Council has borrowed responsibly and in line with the growth rate of Council’s ability to pay for these borrowings. When compared with the average for Group 10 (the group GISC is ranked among by the DLG), TCORP, in Figure 19 (Page 28) attached to the Business Paper as Annexure B indicates that Council is well below the average for its Debt Service Ratio. This ratio is, however, relative. Realistically, no borrowing ratio is ‘good’ unless the net result of those borrowings provides a valuable and affordable asset needed by the community. The table below summarises Council’s borrowings since amalgamation:

Purpose of Loan Interest Rate Amount $

Library/ Learning Centre Loan 7.35% 530,000

Subsidised Sewerage Treatment Works

6.51% 2,715,000

Land Acquisition – Water Storage 7.69% 2,800,000

LIRS Loan – Accelerated Road Works Program

1.32% (5.32%) 4% subsidy

1,000,000

LIRS Loan – CBD Infrastructure Upgrade

1.46% (5.46%) 4% subsidy

1,800,000

Business Acquisition - Quarry 7.69% 1,050,000


Page 20

Council has received a significant number of assets for the loan funding incurred. Based on the Graphs (2.1, 2.2 and 2.3) it is clear that these borrowings have been made affordably. The loan funding in respect of the ‘Business Acquisition – Quarry’ went hand in hand with the purchase of the future water storage site. Graph 2.2 Affordability of Borrowings:

Based on the comparison in Graph 2.2 above it is clear that GISC has taken middle ground in respect of borrowing and borrowing costs, with borrowing costs as a proportion of total revenue remaining reasonable static during the period from 2005 -2013. This can be compared with the lower borrowing cost percentage of the SSC (combined with lower asset expenditure) and a higher borrowing cost percentage of GIMC (combined once again with lower asset expenditure). A further indicator on the next page (Graph 2.3) indicates that the increase in total liabilities as a proportion of revenue has been reasonably static, and comparable with both the GIMC and SSC. Therefore, the growth in borrowings post amalgamation has been in line with the growth in overall revenue of Council.


Page 21

Graph 2.3 Liabilities as a Proportion of Revenue:

Graph 3.1 Rates Coverage Ratio:

The Rates Coverage Ratio, shown above for GISC, is very similar to the two (2) prior Councils. All indicate that as a proportion of total expenditure, rates and annual charges comprises a relatively small proportion of revenue. This ratio is indicative of the need to raise rates and annual charges. A similar ratio comparison with neighbouring


Page 22

Councils can be seen in the TCORP report (page 26) Figure 16 – Own Source Operating Revenue Ratio Comparison attached to the Business Paper as Annexure B. Graph 4.1 Rates and Charges Outstanding Ratio:

The Rates and Charges Outstanding Ratio indicates that GISC has successfully put a lot of work and emphasis on ensuring that outstanding rates and charges are maintained at a healthy level. The trend in Graph 4.1 above is impressive, with a significant reduction in outstanding monies over the last six (6) years. The ratio of below 4% should be compared with a ratio of above 16% in 2001. This ratio, combined with the difficult economic times, suggests that GISC is operating effectively in this regard. This ratio also suggests that financial management (specifically debt recovery) procedures have improved.


Page 23

Graph 5.1 Capital Expenditure as a Proportion of Depreciation:

Graph 5.1 indicates that the GISC has been spending significantly more on Capital works as a proportion of depreciation when compared with the SSC and GIMC. As the comparison uses capital expenditure as a proportion of depreciation, the ratios are not time sensitive (therefore the time value of money can be ignored). This suggests that GISC has increased total capital expenditure well above the average spent before amalgamation. A good proportion of this expenditure is represented by large projects, which were loan funded. As indicated above, this loan funding has been taken directly in proportion to the increase in the revenue of GISC. A further method of comparison would be to equate capital expenditure as a proportion of total revenue. On this basis the following can be identified:

Council Capital Expenditure as a proportion of Total Revenue (Average)

Years measured

SSC + GIMC 18.15% 1999 to 2004

GISC 22.26% 2005 to 2013

Variance 4.11%

To put this variance into context, based on the total revenue of Council in the order of $24 million per annum, would equate to an annual variance of $986,400 on capital expenditure.


Page 24

Graph 5.2 Capital Expenditure on Roads, Bridges and Footpaths as a Proportion of Depreciation (on those assets):

Similar to Graph 5.1 above, Graph 5.2 indicates that Council’s capital expenditure on roads has improved significantly as a proportion of its depreciation. As a proportion comparison is used, the percentages in this graph are not cumulative. This therefore shows that GISC has been spending more on roads, bridges and footpaths than the SSC and GMC combined (as a proportion of depreciation).


Page 25

Graph 5.3 Capital Expenditure on Roads, Bridges and Footpaths in $(000):

Based on Graph 5.2 above the suggestion could be made that Council has simply decreased the amount of depreciation and therefore improved its ratios. This is not correct. In Graph 5.3 above, the dollar value of capital works on roads, bridges and footpaths are indicated. This suggests that there has been a steady increase in works on roads, bridges and footpaths from a combined total in 2001 of $557,000, to a total of almost $2.374 million in 2013.


Page 26

Graph 5.4 Capital Expenditure on Roads, Bridges and Footpaths in $(000) plus CPI projection for SSC and GIMC combined:

The Graph above indicates a CPI adjusted average for the four (4) years prior to amalgamation (therefore each year for the combined road works for SSC and GIMC adjusted to a net present value (NPV) with a discount rate of 4% in 2005, then averaged) projected out at a CPI increase of 4%. One could argue a rate of 5% is more appropriate, but it would not significantly impact on the comparison. A further method of comparison would be to equate capital expenditure on roads as a proportion of total revenue. On this basis the following can be identified:

Council Capital Expenditure on Roads, Bridges and Footpaths as a proportion of Total Revenue (Average)

Years measured

SSC + GIMC 4.72% 2001, 2002, 2003 and 2004

GISC 6.87% 2005 to 2013

Variance 2.15%

To put this variance into context, based on the total revenue of Council in the order of $24 million per annum, this would equate to an annual increase of $516,000 on roads, bridges and footpaths alone.


Page 27

Summary of Ratios and Financial Indicators: The financial indicators and Key Performance Indicators (KPIs) have improved considerably, from pre-amalgamation in 1999 to 2013. These indicators, along with the independent review by TCORP in March 2013, confirm that GISC has been managed effectively. Particular emphasis should be placed on the additional capital expenditure (Graph 5.1 to 5.3), combined with an improvement in financial ratios (Graph 1.1, 1.2, 1.3, 3.1 and 4.1), and planning for the future through responsible borrowing (Graph 2.1, 2.2 and 2.3). Should an SRV application have been completed earlier? This is a difficult question to answer, as it requires a good understanding of how Local Government in NSW works, and how the IP&R framework has been implemented. Further matters that need to be understood are how Council receives grants and how the Grant Commission operates. Important dates/events:

Amalgamation 2004/05;

The Building and Infrastructure Renewal Ratio was introduced as a KPI as part of the Audited Financial Statements for 30 June 2008;

30 June 2010 - Community Strategic Plan and Delivery Program (Group 1) implementation;

30 June 2011 – CSP and DP Group 2 implementation. Council volunteered to be in Group 2, one year ahead of requirements (Council was placed in Group 3);

30 June 2012 – CSP and DP Group 3 implementation;

23 June 2011 – Council adopted the original LTFP, Asset Management Plan, Delivery Program, Operational Plan, Workforce Management Plan, Community Strategic Plan and Community Engagement Strategy. Note: the LTFP included additional grant revenue (Roads to Recovery (R2R) 50% increase and Financial Assistance Grants (FAGs) – roads component $700,000 increase);

30 June 2011 – Revaluation of NSW Councils’ assets to market value or replacement cost completed;

28 June 2012 – First review of Council’s LTFP with the assumption that significant additional grant funding would be received, based on advice received from the Federal Government. This plan primarily dealt with the affordability of the status quo plus large capital works programs (e.g. swimming pool) that were identified by the Community as part of the CSP consultation;

21 March 2013 - Independent Assessment of Council Finances by TCORP in respect of the LIRS loan. This report established the TCORP benchmarks by which Councils will need to report into the future;

April 2013 – Council report adopting original 2013/14 Operational Plan (budget) includes mention of SRV and need to investigate SRV (to meet TCORP benchmarks);

21 October 2013 – Meeting with the Grants Commission of NSW (who distribute the NSW portion of the FAGS). Council was advised that Grant increases were


Page 28

unlikely and it was expected alternative funding sources would need to be considered - they made the specific suggestion of utilising the LIRS subsidy and applying for a SRV;

8 November 2013 – Senior staff meeting with IPART to discuss possibility of SRV application;

November 2013 – Revised LTFP prepared with no grant increases based on the advice received, and Councillor workshop held to discuss effects;

November 2013 – Council Meeting adopts revised LTFP including Scenario 5 with SRV;

December 2013 – revised Asset Management Plan (Transport) and Delivery Program prepared to include possible SRV;

December 2013 – Council lodges application for $4 million in LIRS loan funding;

January 2014 – Community Consultation Forums held to discuss LTFP and SRV;

20 February 2014 – Extraordinary Meeting held approving LTFP including SRV; and

24 February 2014 – Application lodged with IPART for SRV approval.

Prior to 2008, the building and infrastructure renewal ratio was not included as a key ratio in respect of Council’s operations. Even after 2008, up to 2011, including the completion of the first integrated Asset Management Plans, no emphasis was placed on this indicator nor was there any direct correlation with financial planning of the majority of Councils in NSW. The primary reason for this was the fact that Councils had not yet valued all assets at market value (or in the case of certain assets without an active market such as roads, at replacement cost). Therefore, no true estimate existed of the actual required capital works per annum. The incorporation of this revaluation into Council’s Financial Statements was only completed in June 2011 (DLG Circular to Councils – 12-09). Therefore, only after this point in time did Council receive a first draft of revaluations for all its assets, which gave a better idea of what should be spent per annum. On review of GISC Financial Statements (particularly for the 2011 financial year) it is clear that reviews of depreciation and service levels resulted in (often material) changes in Council’s operating position. The introduction of the IP&R framework including the Asset Management Plans and the LTFP, were the first real push to integrate this planning and ensure that Council could afford to maintain its asset base, as well as the lifecycle cost of the asset base it had created. The IP&R framework had not fully considered this and had not provided any benchmarks that had to be met. The main focus of the industry was therefore to meet goals set by the community in the CSP (such as upgraded Swimming Pools and the like). At this time no specific emphasis was placed on the need to meet the TCORP benchmarks for Local Government, primarily as these were only ‘released’ or perhaps more accurately emphasised after the TCORP review in March 2013. Therefore, the first real overall consideration of the need to meet the new TCORP benchmarks was in March 2013. At this point, and in the same review, TCORP noted that the increases in


Page 29

Council’s Grant revenue were reasonable and therefore Council staff believed the LTFP did not need immediate review. Subsequently, in the preparation of the annual Operational Plan (March/April), it was been identified that additional savings and revenue increases would need to be made, to improve Councils operating position and asset management ratios. This triggered the introduction of the drainage charge, the decrease in the number of vehicles, sale of properties etc, which were identified and discussed in the Operational Plan report. Moreover, in the Operational Plan and the previous LTFP additional borrowings were identified to boost capital spending (the accelerated roads project, which would equate to $1 million in borrowings for roads every second year). These were identified in the LTFP reviewed by TCORP who noted that the borrowings were affordable and that Council could borrow an additional $4.8 million on top of that identified in the LTFP. The Operational Plan report also identified the possibility of a smaller SRV of around $350,000 - primarily to boost asset spending combined with the grant increases expected at that time. However, in March 2013 it was too late to consider a SRV for the 2013/14 financial year. There are significant additional factors, which influenced the importance of various steps in the process. In particular the Independent Review Panel on Local Government in NSW and their reports (which have been communicated to Council) have played a significant role in pushing Council and Council staff to focus on the TCORP benchmarks (and financial sustainability in general) and the need to raise additional revenue, and therefore to apply for a SRV. Based on the timeline and the overwhelming perception between rural councils that an increase in the FAG roads component, and the R2R grant were likely (which was confirmed to be reasonable by TCORP in March 2013) and then the advice from the Grants Commission that we were not going to receive an increase, it is clear that this was the first significant trigger for a SRV (to make up the grant funding) in October 2013. The possibility of not increasing grants had been considered as part of the original budget. However, the aforementioned comment by TCORP served to stem these concerns. Therefore, Council and Council staff have acted very quickly thereafter to initiate, communicate and apply for a SRV. In earlier years (2011 and 2012) Council was not in the position to accurately identify the true cost of its assets, and even if it were, there were clear indications that additional grant funding would offset a good portion of this additional spending. As a result of the implementation of the IP&R framework Council has acted responsibly in: 1) waiting until an accurate indication of required capital expenditure was prepared, 2) attempting to source additional grant revenue rather than a SRV to fund this additional expenditure, and 3) implementing cost savings and other revenue increases where appropriate. The question of whether GISC acted responsibly with the information and resources available for the years from 2005 to 2011 in respect of its capital expenditure can be addressed with a comparison of Graphs 5.1, 5.2 and 5.3 and 5.4 above. These Graphs suggest that GISC increased capital expenditure as a proportion of depreciation well


Page 30

above the combined pre amalgamation Councils. The dollar value of capital expenditure has also grown well above the Consumer Price Index (CPI). Should GISC have done even more than this? Should it have spent more of its cash reserves rather than improving its liquidity? It may be argued that GISC could have marginally increased its capital expenditure at the expense of building cash reserves. However, the strategy implemented by GISC has now brought its liquidity up to the average for its group. Further, building up a cash reserve is a good financial strategy where Council is not in the position to spend enough to fully maintain assets, or where Council in the past has not spent enough. The idea is that a cash reserve acts as insurance for the breakdown of a bridge or the need for significant capital works (which unless they are funded through Natural Disaster Funding will not generally be insured). This confirms that GISC has acted appropriately in this regard, and without a SRV should not have spent more than it had. In respect of whether the cash reserves are reasonable, once one excludes the significant amounts held as restrictions (approximately $11 million) it leaves $2 million available as working capital. Council spends around $25 million per annum. This means $2 million is less than one (1) month’s working capital so, when put into context, the increase in unrestricted cash reserves should be viewed as reasonable. (a) Governance/Policy Implications

Council has been well governed and managed since its amalgamation. (b) Legal Implications


The information provided in this report demonstrates the improvement for the Glen Innes Local Government Area in having one (1) Council; the benefits both financially and with regard to asset management since amalgamation of the GIMC and the SSC are remarkable.

(d) Environmental Implications


The information provided in this report indicates the improvement in Council’s financial position (relating to almost all financial indicators) since amalgamation and the general improvement in Council’s asset management position across available asset management indicators (including asset expenditure) in particular road, bridges and footpaths.

CONCLUSION Based on the financial indicators presented within this report and on the sequence of events since amalgamation up to the application for a Special Rate Variation (SRV), it can be clearly identified that Council has been well managed in respect of its finances and has improved in respect of its asset management (which has been limited by insufficient funding).


Page 31

Specific improvements since amalgamation include an improved operating position, the quantum of capital expenditure both as a dollar amount and as a percentage of depreciation, rates and charges outstanding have reduced significantly, the unrestricted current ratio has improved significantly, and borrowings have been made responsibly. The timeline discussed in the body of the report demonstrates that in respect of applying for a SRV, Council was only really in the position to responsibly apply for a SRV in this financial year. Council is well managed, Council is spending more on assets since amalgamation and Council has been justified in applying for a SRV to ensure that asset spending can improve further. Further, financial indicators show that Council has improved after amalgamation; some of these indicators also indicate an improvement in internal processes (such as the Rates and Charges Outstanding Ratio).

RECOMMENDATION

1. That Council notes the improvement in the financial position of the Glen Innes Severn Council since the amalgamation of the former Glen Innes Municipal and Severn Shire Councils in September 2004, brought about by good internal management and strong leadership from Council.

2. That Council notes the sequence of dates and events that impacted and

influenced Council’s understanding of its own financial position and the measures and options necessary and available to it to address the shortfall in available revenue – leading to a Special Rate Variation application to IPART for the 2014/15 financial year.


Page 32

9.4 Community Services: Life Choices – Support Services: Marketing

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Author: Robyn Condon, Manager Community Services

ANNEXURE C PURPOSE The purpose of this report is to seek Council approval for the further development of marketing strategies, including a logo to be used in conjunction with the Council logo, for the promotion of Life Choices – Support Services programs. BACKGROUND Council’s former Aged and Disability Services section has recently been restructured following significant changes to the way funding is provided for the programs. Council has approved the restructured team and the new name for the team and service being “Life Choices – Support Services.” Marketing is an integral part of the delivery of Life Choices – Support Services, and as our provision of services through individualised packages increases, marketing will become even more important. As older people, people with a disability, and their carers receive individual packages, they will be able to choose which provider holds and administers their (packaged) funding. Marketing becomes a critical part of Council’s strategies, in order to maintain market share into the future. Current marketing material has become outdated and transition funding has been received to assist in marketing strategies and development of marketing material. (a) Relevance to Integrated Planning and Reporting Framework

CL 3.3.1 “Promote and increase awareness of services available for people with disabilities and older people and their families.”

(b) Financial Considerations Funding has been received for transition, and this will be utilised for design of brochures incorporating a new logo, and printing of material. An annual advertising budget is included in the Operational Plan and this will be increased for 2014-2015. Two (2) polo shirts per Direct Services Worker, per year, estimated at $40 each, will be provided through the operational marketing budget.

COMMENTARY Current material needs to be updated and the inclusion of a logo will further enhance the ‘branding’ of our Life Choices – Support Services (LC-SS). Our program structure and the emphasis placed on quality of life and individual choice will be promoted through a range of media, including brochures, radio advertising, social media, attending Expos and relevant events within the region, and the wearing of distinctive polo shirts by our Direct Services Team. It is proposed to provide polo shirts to LC-SS staff, branded with the Council logo, the newly adopted LC-SS logo, and the Christian name of the staff member. The polo shirts will stand out when the team are in the community carrying out Community Access and Social Support, across the New England region.


Page 33

The shirts will be practical, and comfortable for the work that these staff do, which includes providing personal care and domestic assistance. A sewn-on Christian name is more practical for these workers, as the magnetic badges often fall off when staff are assisting consumers or handling equipment. In addition, for security reasons, it is not always advisable for consumers to know the surnames of staff. This can generate problems with consumers contacting staff at home at irregular times. The logo needs to be clear, meaningful and suitable to sit alongside the Life Choices –Support Services name and the Council logo in a range of locations including, but not limited to:

Brochures;

Newsletters;

Mail outs;

Polo shirts;

Social Media;

Newspaper advertising;

External signage at Life Choices – Support Services. The LC-SS team has sought suggestions for a logo which will align with the new name, and presents the following options to Council, in order of recommendation (please refer to Annexure C): Logo 1 – Signpost; Logo 2 - Circle of Information; Logo 3 - Hugs. (a) Governance/Policy Implications



Promotion and awareness of Life Choices – Support Services programs will increase the use of services which benefit individuals, families and carers in the community and the wider region.



Nil.

CONCLUSION Promotion and advertising is an integral part of the delivery of Life Choices – Support Services programs. The use of a LC-SS logo, in conjunction with the Council logo, will strengthen the awareness of the programs in the service area. Provision of two (2) ‘branded’ polo shirts to each Direct Services Team staff member per year will further promote awareness of Council’s regional coverage and be practical for direct service work.


Page 34

RECOMMENDATION

1. That Council approves the use of Logo 1 – Signpost, attached as Annexure C to the Business Paper, to be used in conjunction with the Council logo, in the promotion of Life Choices – Services Programs.

2. That Council approves the branding of the Logo 1 – Signpost, attached as

Annexure C to the Business Paper, together with the Council Logo, and the Christian name of the worker, to polo shirts for Life Choices – Support Services.

3. That Council approves the purchase of two (2) polo shirts for Life Choices –

Support Services Direct Services staff annually, through the marketing budget.


Page 35

9.5 Community Services: Children and Family Services: Marketing

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Author: Robyn Condon, Manager Community Services

ANNEXURES D and E

PURPOSE The purpose of this report is to seek Council approval for the further development of marketing strategies, including a logo to be used in conjunction with the Council logo, for the promotion of Children and Family Services team and their programs.

BACKGROUND Council’s Children and Family Services (CFS) has been restructured following the closure of Gum Tree Glen Long Day Care Centre. It now includes the following programs (please refer to Annexure D for information about each program):

My Time;

Aboriginal Playgroup;

Outreach Playgroups;

Extending Early Intervention;

Early Intervention;

After School Care;

Vacation Care;

Inclusion Support Program;

Active After School Care. It is important that these services and programs are used to their full extent, and that those who benefit most from them are aware they exist and know about their availability. Current material, including brochures, has become outdated following the restructure, moving to The Pool House and other changes in funded programs. (a) Relevance to Integrated Planning and Reporting Framework

CL 3.3.1 “Promote and increase awareness of services available for people with disabilities and older people and their families.”

(b) Financial Considerations Promotion and marketing, including the development of the digital logo by a graphic designer, would be a one-off cost which has been budgeted in the 2013-2014 marketing spending. Printing of brochures would be an ongoing operational cost. Two (2) polo shirts per staff member annually (estimated at a cost of $40 each) will be provided for in the marketing budget from July 2014 onwards.

COMMENTARY Awareness of programs is developed within the service area, which includes the New England Region, in a variety of ways:

Printing of program brochures for distribution locally;

Printing and distribution of CFS Newsletter each term with upcoming activities and events;

Pull up banners to be used as a promotional tool;


Page 36

Attending local Expos and events to promote the service;

Advertising on local radio and newspapers, particularly around new and exciting programs and events.

Promotion and advertising is an integral part of the delivery of Children and Family Services, to ensure awareness among those who will benefit from the services. The material needs to be updated and the inclusion of a logo will further enhance the ‘branding’ of our Children and Family Services team. It is proposed to provide polo shirts to CFS staff, branded with the Council Logo, the newly adopted CFS Logo, and the Christian name of the staff member. The polo shirts will stand out when the team are in the community, and ‘out and about’, carrying out many of their activities. The shirts will be practical, comfortable and compliant with Work Health and Safety requirements for working outdoors. A sewn-on Christian name is more practical for CFS staff, as the magnetic badges often fall off when staff are engaging with the children, or picking up and moving equipment. The logo needs to be clear and effective in a range of locations, and suitable to sit alongside the Council logo. It is will be used in a variety of ways, which include but are not limited to:

Brochures;

Newsletters;

Mail outs;

Polo shirts;

Children’s hats;

External sign at the Pool House. In preparation of recommending a logo to Council, the CFS Team asked for suggestions and examples from staff, and children and families who currently use the services. The suggestions are presented at Annexure E. The following options are recommended in order of preference: Logo 1 - CFS Word Art; Logo 2 - Children in a circle; Logo 3 - Poppies for growth and nurturing; Logo 4 - Stylised Family. The design sketch of the approved logo will be provided to a graphic designer for artistic completion and development of a digital version. (a) Governance/Policy Implications



Promotion and awareness of Children and Family Services programs will increase the use of these services, which benefit families in the community and the wider region.


Page 37



Nil.

CONCLUSION Promotion and advertising is an integral part of the delivery of Children and Family Services programs. The use of a CFS logo in conjunction with the Council logo will strengthen the awareness of the programs offered in the community and the wider region. Provision of two (2) ‘branded’ polo shirts for each Children and Family Services permanent staff member annually will further enhance the image of CFS staff in the community.

RECOMMENDATION

1. That Council approves Logo 1 – CFS Word Art, attached as Annexure E to the Business Paper, to be the Children and Family Services Team Logo going forward, to be used in conjunction with the Council logo, in the promotion of Children and Family Services Programs.

2. That Council approves that Logo 1 – CFS Word Art, attached as Annexure E

to the Business Paper, together with the Council Logo, and the Christian name of the worker, be branded on WHS compliant polo shirts purchased for Children and Family Services Staff through the marketing budget, with two (2) such shirts provided per permanent staff member per year.


Page 38

9.6 Community Services: Children and Family Services: Policies

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Author: Robyn Condon, Manager Community Services.

ANNEXURE F PURPOSE The purpose of this report is to seek Council approval for the repeal of Gum Tree Glen Out of School Hours Care (OOSHC) Part A, Gum Tree Glen Out of School Hours Care Part B, and Out of School Hours Care Child Management Policy and request Council to adopt one (1) replacement document, being Policies and Procedures for Children and Family Services.

BACKGROUND The Gum Tree Glen Out of School Hours Policies, A and B, were written to comply with Out of School Hours Care programs only. The National Quality Framework for school aged care requires a new approach to OOSHC, and the policies need to comply with the National Quality Standards. The inclusion of disability funding within Children and Family Services in the Early Intervention programs means that there is also a requirement to meet the Disability Service Standards; hence we have combined them all into one (1) document. (a) Relevance to Integrated Planning and Reporting Framework

Nil.

(b) Financial Considerations Nil.

COMMENTARY It is proposed to repeal the current Gum Tree Glen Out of School Hours Policies A and B and the Out of School Hours Care Child Management Policy, and replace them with one (1) document, Policies and Procedures for Children and Family Services. Please refer to Annexure F. This document will ensure compliance with Disability Service Standards, the National Quality Standards for school aged care, and Council policies. (a) Governance/Policy Implications

The new Policy and Procedures for Children and Family Services will replace the repealed Gum Tree Glen OOSHC Program Policies.



Policies reflect the systems in place and the practices which promote the best service delivery for children and families.



Nil.


Page 39

CONCLUSION The adoption of the new Policies and Procedures for Children and Family Services will reflect the requirements of current programs and the needs of families, whilst also complying with the National Quality Standards and Disability Service Standards requirements.

RECOMMENDATION

1. That Council approves the repeal of the following policies:

Gum Tree Glen Out of School Hours Care Part A;

Gum Tree Glen Out of School Hours Care Part B;

Out of School Hours Care Child Management Policy.

2. That Council advertises the Policies and Procedures for Children and Family Services, attached as Annexure F to the Business Paper, for a period of 28 days to receive public comment on these documents.

3. That Council adopts the Policies and Procedures for Children and Family

Services if no relevant comments are received, and in the event that relevant comments are received, a further report be furnished to Council for consideration prior to adoption of the Policy.

4. That following the adoption of the Policies and Procedures for Children and Family Services, the Manager of Community Services communicates the Policies and Procedures for Children and Family Services to all Children and Family Services staff.


Page 40

9.7 Financial Management: Finance Report – February 2014

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Author: Eric Brown – Manager of Finance PURPOSE The purpose of this report is to provide Council with financial information as at 28 February 2014. BACKGROUND The Local Government Act 1993, states the following: Section 621 - When and for what may a Council borrow? A Council may borrow at any time for any purpose allowed under this Act. Section 622 - What form may a Council borrowing take? A Council may borrow by way of overdraft or loan or by any other means approved by the Minister. Section 624 - Are there any restrictions on a Council borrowing? The Minister, may from time to time, impose limitations or restrictions on borrowings by a particular Council or Councils generally despite the other provisions of this Part. Section 625 - How may Councils invest? (1) A Council may invest money that is not, for the time being, required by the

Council for any other purpose. (2) Money may be invested only in a form of investment notified by order of the

Minister published in the Gazette. Note: See Gazettes No. 152 of 24.11.2000, p 12041; No. 94 of 29.7.2005, p 3977; No. 97 of 15.8.2008, p 7638; No. 160 of 24.12.2008, p 13140 and No. 14 of 11.02.2011, pp 597 to 598. (3) An order of the Minister notifying a form of investment for the purposes of this

section must not be made without the approval of the Treasurer. (4) The acquisition, in accordance with section 358, of a controlling interest in a

corporation or an entity within the meaning of that section is not an investment for the purposes of this section.

(a) Relevance to Integrated Planning and Reporting Framework

Operational Plan Action Plan GCL 3.1 – provide monthly financial reporting and ensuring clear transparent financial reporting to enable Councillors to make financially sustainable and accountable decisions (page 52). Part of the information in this report is also related to Council’s Strategic Financial Objective number nine (9). Financial Objective nine (9) states the following: “To maximise returns on Council's investments, without increasing Council's investment risk above acceptable levels.


Page 41

How: Council reports to the community on a monthly basis of funds invested and what institutions are holding these investments. In addition, Council’s Investment Policy is reviewed at least every two (2) years or when required.”

(b) Financial Considerations The application of restricted funds and trust funds are limited to a particular purpose and must be set aside for that purpose. Therefore, they may not be available to meet certain obligations and this should be kept in mind when determining the short-term liquidity of Council. Investments are generally made on a three (3) monthly basis. For this reason, interest will vary in accordance with the prevailing rate. This may expose Council to fluctuations in short-term interest rates, but should improve liquidity due to the structured availability of these invested funds.

COMMENTARY MAYORAL DISCRETIONARY FUND:

Estimate Expenditure Actual Expenditure as at 1 February 2014 $ 3,000.00 $ 1,539.00 Expenditure for February 2014 $ 0.00 $ 0.00 Actual Expenditure as at 28 February 2014 3,000.00 $ 1,539.00

INVESTMENT INTEREST:

Interest received as at 28 February 2014 $ 309,449.19

Cash Book Reconciliation:

Balance as per Cash Book as at 1 February 2014 $ 1,817,096.09

Receipts for February 2014 $ 3,488,565.91

Payments for February 2014 $ (1,882,683.14)


General Fund $ 2,692,861.75

Glen Innes Aggregates $ -638,896.39

Water Supplies Local Fund $ 570,014.61

Sewerage Services Local Fund $ 667,143.99

Glen Innes Beautification Committee $ 1,747.65

Minerama Committee $ 29,177.91

Trust Fund $ 100,929.34



Page 42

RESTRICTED INVESTMENT DETAILS: General Fund – Internal Restricted Funds

Buildings and Improvements $ 0.00

Community Services $ 1,047,566.60

Employee Leave Entitlements $ 876,145.81

Waste Facility Management $ 1,073,273.90

Infrastructure Projects $ 1,439,391.99

Plant and Equipment $ 1,065,325.86

Section 355 Committees $ 30,925.56

Special Projects $ 25,178.00

Miscellaneous – Unallocated Funds $ 3,242,708.81 $ 8,800,516.53

General Fund – External Restricted Funds

Contributions – Section 94 $ 204,706.97

Unexpended Grant Funds and Subsidies:

Administration $ 1,793,033.00

Community Services – Administration $ 405.33

Youth Services $ 13,792.23

Transport and Communications $ 201,285.46

Unexpended Loan Funds (LIRS) $ 2,009,840.13 $ 4,018,356.15

Water Supplies Local Fund – External Restricted Funds


Augmentation and Infrastructure $ 631,598.46 $ 631,598.46

Sewerage Services Local Fund – External Restricted Funds


Augmentation and Infrastructure $ 2,772,507.72 $ 2,772,507.72

TOTAL COUNCIL CASH AND INVESTMENTS

$ 16,222,978.86


Page 43

FINANCIAL INSTITUTIONS INVESTMENTS:

Rating (S&P)

Mature % Institution Invested Return $

A1/AA- 30-Mar-14 3.75% National Australia Bank Ltd. 1,000,000.00 9,246.58

A2-/A- 21-Apr-14 3.40% Bendigo - Adelaide Bank 1,000,000.00 8,383.56

A1/A+ 22-Apr-14 3.40% Suncorp-Metway Ltd. 1,000,000.00 8,569.86

A1/A+ 05-May-14 3.46% Suncorp-Metway Ltd. 1,000,000.00 8,531.51

NR 07-May-14 3.55% New England Credit Union Ltd. 1,000,000.00 11,573.97

NR 07-May-14 3.48% New England Credit Union Ltd. 1,000,000.00 8,676.16

A2/BBB+ 28-May-14 3.70% ME Bank 1,000,000.00 18,449.32

A2/BBB+ 28-May-14 3.70% ME Bank 800,000.00 18,449.32

A2/A- 02-Jun-14 3.60% ING - Direct 1,000,000.00 7,101.37

A2/A- 02-Jun-14 3.60% ING - Direct 1,000,000.00 8,876.71

NR 18-Jun-14 3.55% New England Credit Union Ltd. 1,000,000.00 11,573.97

A2/BBB+ 02-Jul-14 3.50% ME Bank 1,000,000.00 11,602.74

A2/A- 11-Jul-14 3.40% Bendigo - Adelaide Bank 1,000,000.00 11,364.38

3.55% Total Investments 12,800,000.00 Average Return

3.70% Cash on Hand 3,422,978.86 Average Return YTD

Total Cash and Investments 16,222,978.86

The average return on Council investments for the 2012/13 financial year was 4.47%; therefore an average year to date (YTD) return of 3.70% is lower than last year. This should be compared with the TCORP benchmark of 3.1% for 90 day investments ($10,000 investments five (5) largest banks – February 2014). This is reasonable because of the decrease in the Reserve Bank Rates but will affect Council’s return on investments for the year. Council has acted to diversify investments and increase returns by selecting banks based on rating and return. It is expected that future investments will continue to target returns while aiming to increase the Standard and Poor’s (S&P) ratings. This can be done by rolling investments between banks that meet this criterion who have need of short term liquidity, and thereby offer better than usual rates. Council generally invests in short term (90 day or three (3) month) term deposits that roll over the year and therefore provide Council with security in respect of cash flow. Short term rates have also been competitive (compared with longer term investments). The expectation is that the market will improve; as such, investing in shorter term products will ensure Council can invest in higher interest rate products when they come available. COUNCIL’S LOAN LIABILITY: In the table on the next page, the interest rate, loan maturity date and balance as at 28 February 2014 are shown for each of Council’s financial institutions loan liabilities. The repayment of loans occurs at six (6) monthly instalment intervals, except for the Department of Environment and Climate Change Advance which occurs annually, and the Library-Learning Centre and the CPI-Indexed Bond, which occurs quarterly.


Page 44

It should be noted that the one million dollar ($1 million) loan for the Local Infrastructure Renewal Scheme (LIRS) [for road and road related infrastructure renewal] was drawn in February 2012 in accordance with Council’s agreement. The loan was drawn at 5.32% for a period of ten (10) years with quarterly repayments. A further one million and eight hundred thousand ($1.8 million) has been drawn at 5.46% in February 2013 on the same terms for the completion of the Central Business District renewal plan in accordance with the second (2nd) LIRS agreement. These funds are to be restricted for the purpose of the Local Infrastructure Renewal funding to ensure that Council obtains the four percent (4%) rebate on interest charges. Further, this four percent (4%) subsidy should be taken into account when determining the ability of Council to make repayments in respect of the particular loan. The further approved $1million dollar loan has not yet been drawn. General Fund

Loan No

Purpose

Interest Rate

Loan Completion Date

Balance

11-01 Business Acquisition – Quarry 7.69% 28/07/36 $ 945,000.00

58 Drainage System – Emmaville 6.59% 29/04/19 $ 130,463.98

60 Construction of Bridges Yarrow Creek and Wellingrove Creek

7.48% 28/06/15 $ 24,376.17

64 Department of Environment and Climate Change Loan - Saleyards

8.00% 15/06/17 $ 11,456.70

65 Learning Centre 7.35% 19/06/25 $ 432,550.84

66 Refinance CPI Indexed Bond 6.69% 01/11/27 $ 3,772,436.88

67 LIRS Loan – Road Works 5.32% 09/12/22 $ 922,042.02

68 LIRS Loan – CBD Revitalisation 5.46% 27/02/23 $ 1,660,630.68

Total General Fund Liability $ 7,898,957.96

Water Fund

Loan No

Purpose

Interest Rate


Balance

11-02 Land Acquisition – Future Storage 7.69% 28/07/36 $ 2,529,000.00

Total Water Supply Fund Liability $ 2,529,000.00

Sewer Fund

Loan No

Purpose

Interest Rate


Balance

11 Sewer Augmentation Loan 6.51% 11/05/26 $ 2,074,004.83

Total Sewer Fund Liability $ 2,074,004.83

TOTAL LOANS LIABILITY $ 12,501,962.79

Certification I, Eric Brown, Manager of Finance, do hereby certify that the above investments have been made in accordance with the requirements of the Local Government Act 1993, (Section 625) and companion Regulations and Council’s Investment Policy.


Page 45

(a) Governance/Policy Implications Monthly reporting ensures transparency of financial reporting to enable Councillors to make financially sustainable and accountable decisions.





Nil.

CONCLUSION Adequate funds remain available to ensure short-term liquidity. Funds have been restricted to ensure all areas of Council can continue to operate in accordance with both the Operational Plan and the Long Term Financial Plan. Furthermore, all investments and borrowings continue to be made in accordance with the requirements of the Local Government Act 1993, (as amended), and Council’s Investment Policy.

RECOMMENDATION

That Council notes the following information: 1. The cash book report disclosing total reconciled cash balance of

$3,422,978.86; 2. The investment report disclosing total invested funds of $12,800,000.00 with

total cash and investments of $16,222,978.86 (compared with $15,127,150.83 in February 2013); and

3. The loan liability report showing a total loan liability of $12,501,962.79

(compared with $13,218,042.75 in February 2013).


Page 46

9.8 Rates and Valuations: Reporting – Rates and Charges Collections December 2013 and January 2014

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Author: Andrea Davidson – Rates Officer PURPOSE The purpose of this report is to advise Council of the monthly collection of annual rates and charges, and to inform Council of the amount of overdue annual rates and charges. BACKGROUND (a) Relevance to Integrated Planning and Reporting Framework

The annual rate charges are set out within Council’s Operational Plan.

(b) Financial Considerations The net amount overdue for rates to 31 January 2014 is $388,094.64. The net amount overdue for water consumption accounts to 31 January 2014 is

$10,495.56.

COMMENTARY Rates and Charges Collections From 1 December 2013 to 31 January 2014, Council collected $502,911.39 in annual rates and charges. The amount collected for the same period last year was $701,637.35. Overdue/Outstanding Annual Rates and Charges Overdue annual rates and charges to 31 January 2014 totalled $388,094.64 including postponed rates of $36,039.53 resulting in a net balance of $352,054.81. This balance no longer includes unallocated receipts of $30,633.09 to 31 January 2014. The balance of $388,094.64 is represented by the following overdue amounts in each category and sub-category: Categories/Sub-Categories $ Residential – Glen Innes 138,323.81 Residential – Emmaville 12,336.87 Residential – Deepwater 15,666.20 Residential – Glencoe 5,983.71 Residential – Red Range 1,644.38 Residential – Wellingrove 937.64 Residential – Dundee 1,323.60 Residential – Non-Urban 66,862.26 Postponed 36,039.53 Business – Glen Innes 30,588.81 Business – Emmaville 9,296.56 Business – Deepwater 2,532.85 Business – Glencoe 0.00 Business – Red Range 0.00 Business – Dundee 0.00 Business – Wellingrove 0.00


Page 47

Business – Non-Urban 0.00 Farmland 34,477.74 Mining 12,623.96 Non – Rateable 19,456.72

Total Overdue $388,094.64

After excluding postponed rates, the net balance overdue is represented by 392 assessments. This represents 3.76% of all annual rates and charges collectable overdue (compared with 5.01% in January 2013). The following figures show the overdue percentage for each rating category (as a proportion of rates raised for each category for this financial year):

Residential $243,078.47 4.11 % Business $ 42,418.22 4.33 % Farmland $ 34,477.74 1.53 % Mining $ 12,623.96 96.75 % Non-Rateable $ 19,456.72 12.14 %

Annual rates and charges levied for the 2013/14 financial year totalled $9,338,927.85. This figure includes annual rates and charges arrears, interest arrears, current year’s annual rates and charges, and current interest levied. It also includes Council’s pensioner rate rebate of $383,252.28, of which a claim of 55% is available from the Government (therefore 55% is rebated to Council on the completion of a claim). Payments received include receipts for both arrears and current year’s amounts. The total receipts for the period 1 July 2013 to 31 January 2014, for all annual rates and charges is $5,334,931.98. The total monies received for the same period last financial year was $5,107,349.35. The outstanding annual rates and charges for the 2013/14 financial year is $3,620,743.59 which represents 38.77% (compared with 37.59% in January 2013) of the total annual rates and charges due to Council. Overdue/Outstanding Water Consumption Charges Overdue water consumption charges to 31 January 2014 totalled $10,495.56. This balance does not include the unallocated receipts, in an amout of $13,546.30 to 31 January 2014. The overdue balance is represented by 308 assessments, and as a percentage of the total water consumption accounts levied, 1.42% (compared with 1.40% in January 2013) are overdue. The outstanding water consumption charges for 2013/14 totals $191,123.16. Water consumption accounts levied to 31 January 2014 total $735,339.00. This figure includes water consumption arrears, interest arrears, together with the current year’s water consumption levies, non-residential sewer charges and interest. Payments received to 31 January 2014 include receipts for arrears and the current year’s water consumption accounts, the current year’s non-residential sewer charges and interest. The total monies received for the 2013/2014 financial year, to 31 January 2014, for all water consumption accounts, non-residential sewer charges and interest is $544,215.84.


Page 48

Agreements to Pay by Arrangements A ratepayer may enter into a satisfactory written arrangement with Council (where practical) to repay the debt(s) in full, within the current financial year, in which the debt(s) have been incurred. There are currently 158 ratepayers who have entered into arrangements for the payment of their accounts, totalling $220,754.34. These arrangements for payments are within Council’s Debt Recovery Policy. Debt Recovery Agency The Debt Recovery Agency, on behalf of Council, is continuing with all debt recovery for both rates and water charges. (a) Governance/Policy Implications


The collection of outstanding rates and water charges can result in potential legal cost associated with challenges in courts of appeal. However, as these charges are legislative the risk of this is minor.




The collection of rates and water charges results in improved cash flow for Council. However, it does impact on the Community. For this reason Council is always willing to negotiate payment terms with outstanding debtors. Currently there are 158 payment arrangements totaling $220,754.34.

CONCLUSION All payment arrangements are consistent with Council’s current Debt Recovery Policy. Overdue annual rates and charges are being maintained at an acceptable level through the follow-up of overdue accounts. Currently overdue rates and charges are at 3.76% with overdue water charges at 1.42%. This can be considered good, particularly considering the current economic environment.

RECOMMENDATION

That Council notes the information in this report.


Page 49

9.9 Rates and Valuations: Reporting – Rates and Charges Collections February 2014

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Author: Andrea Davidson – Rates Officer PURPOSE The purpose of this report is to advise Council of the monthly collection of annual rates and charges, and to inform Council of the amount of overdue annual rates and charges. BACKGROUND (a) Relevance to Integrated Planning and Reporting Framework

The annual rate charges are set out within Council’s Operational Plan.

(b) Financial Considerations The net amount overdue for rates to 28 February 2014 is $702,488.43. The net amount overdue for water consumption accounts to 28 February 2014 is

$54,979.28.

COMMENTARY Rates and Charges Collections From 1 February 2014 to 28 February 2014, Council collected $1,264,212.19 in annual rates and charges. The amount collected for the same period last year was $1,137,631.43. Overdue/Outstanding Annual Rates and Charges Overdue annual rates and charges to 28 February 2014 totalled $702,488.43 including postponed rates of $38,013.82 resulting in a net balance of $664,474.61. This balance no longer includes unallocated receipts of $40,207.68 to 28 February 2014. The balance of $388,094.64 is represented by the following overdue amounts in each category and sub-category: Categories/Sub-Categories $ Residential – Glen Innes 302,202.05 Residential – Emmaville 17,200.34 Residential – Deepwater 26,945.67 Residential – Glencoe 9,080.67 Residential – Red Range 3,108.98 Residential – Wellingrove 1,052.06 Residential – Dundee 1,764.55 Residential – Non-Urban 101,178.21 Postponed 38,013.82 Business – Glen Innes 62,625.20 Business – Emmaville 10,306.38 Business – Deepwater 4,271.72 Business – Glencoe 0.00 Business – Red Range 0.00 Business – Dundee 132.00 Business – Wellingrove 3.00


Page 50

Business – Non-Urban 1,511.42 Farmland 89,590.74 Mining 12,837.67 Non – Rateable 20,663.95

Total Overdue $702,488.43

After excluding postponed rates, the net balance overdue is represented by 1,021 assessments. This represents 7.10% overdue, of all annual rates and charges collectable (compared with 6.84% in February 2013). The overdue rates and charges amounts are higher than in previous periods due to timing (the due date for payments was 28 February). For this reason the amount overdue will always be higher after the end of an instalment quarter. This can be seen in the increase in overdue amounts identified for rates and charges. Considering the influence of this timing, the amounts overdue can be considered satisfactory. The following figures show the overdue percentage for each rating category (as a proportion of rates raised for each category for this financial year):

Residential $462,532.53 7.82 % Business $ 78,849.72 8.06 % Farmland $ 89,590.74 3.98 % Mining $ 12,837.67 98.10 % Non-Rateable $ 20,663.95 12.90 %

Annual rates and charges levied for the 2013/14 financial year totalled $9,347,473.97. This figure includes annual rates and charges arrears, interest arrears, current year’s annual rates and charges, and current interest levied. It also includes Council’s pensioner rate rebate of $383,739.68, of which a claim of 55% is available from the Government (therefore 55% is rebated to Council on the completion of a claim). Payments received include receipts for both arrears and current year’s amounts. The total receipts for the period 1 July 2013 to 28 February 2014, for all annual rates and charges, is $6,599,144.17. The total monies received for the same period last financial year was $6,244,980.78. The outstanding annual rates and charges for the 2013/14 financial year is $2,364,590.12, which represents 25.29% (compared with 24.69% in February 2013) of the total annual rates and charges due to Council. Overdue/Outstanding Water Consumption Charges Overdue water consumption charges to 28 February 2014 totalled $54,945.88. This balance does not include the unallocated receipts, in an amount of $17,355.14 to 28 February 2014. The overdue balance is represented by 531 assessments, and as a percentage of the total water consumption accounts levied, 7.47% (compared with 5.00% in February 2013) are overdue. The outstanding water consumption charges for 2013/14 totals $54,979.28. The outstanding water amounts are higher than in previous periods due to timing (the due date for payments was late February).


Page 51

Water consumption accounts levied to 28 February 2014 total $734,843.23. This figure includes water consumption arrears, and interest arrears, together with the current year’s water consumption levies, non-residential sewer charges and interest. Payments received to 28 February 2014 include receipts for arrears and the current year’s water consumption accounts, the current year’s non-residential sewer charges and interest. The total monies received for the 2013/2014 financial year, to 28 February 2014, for all water consumption accounts, non-residential sewer charges and interest is $679,897.35. Agreements to Pay by Arrangements A ratepayer may enter into a satisfactory written arrangement with Council (where practical) to repay the debt(s) in full, within the current financial year, in which the debt(s) have been incurred. There are currently 153 ratepayers who have entered into arrangements for the payment of their accounts, totalling $234,097.81. These arrangements for payments are within Council’s Debt Recovery Policy. Debt Recovery Agency The Debt Recovery Agency, on behalf of Council, is continuing with all debt recovery for both rates and water charges. (a) Governance/Policy Implications


The collection of outstanding rates and water charges can result in potential legal cost associated with challenges in courts of appeal. However, as these charges are legislative the risk of this is minor.




The collection of rates and water charges results in improved cash flow for Council. However, it does impact the Community. For this reason Council is always willing to negotiate payment terms with outstanding debtors. Currently there are 153 payment arrangements totaling $234,097.81.

CONCLUSION All payment arrangements are consistent with Council’s current Debt Recovery Policy. Overdue annual rates and charges are being maintained at an acceptable level through the follow-up of overdue accounts. Currently overdue rates and charges are at 7.10% with overdue water charges at 7.47%. The overdue rates and charges amounts are higher than in previous periods due to timing (the due date for payments was 28 February). For this reason the amount overdue will always be higher after the end of an instalment quarter. This can be seen in the increase in overdue amounts identified for rates and charges. The same is true for outstanding water amounts, which fell due in


Page 52

late February. Considering the influence of this timing, the amounts overdue can be considered satisfactory.

RECOMMENDATION



Page 53

9.10 Work Health and Safety: General – Workplace Injury Management Report – February 2014

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Author: Ann Blunt – Work Health and Safety Coordinator

PURPOSE The purpose of this report is to keep Council informed of significant Workers Compensation Insurance figures and trends.

BACKGROUND Information on Workers Compensation has been provided for the period 1 July 2010 to the present time. (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Operational Plan Objective GCL 3.4 “To be recognised as a well managed Council and an employer of choice”.

(b) Financial Considerations An amount of $642,727 has been allowed in Council’s Operational Plan 2013-2014 for Workers’ Compensation Insurance.

COMMENTARY This report covers Workers Compensation figures from 1 July 2010 to 28 February 2014 as follows:

Item 2010/2011 2011/2012 2012/2013 2013/2014 Total Premium

$149,693.19

$273,624.05

$371,405.32

$460,983.56 (est.)

Premium as a % of Gross Wages

1.72%

2.92%

3.86%

4.68% (est.)

New Claims (financial year, including finalised claims)

11

17

11

4

Ongoing claims (previous financial years inc disputed and former employee claims)

3

Ongoing claims (former employees)

3

Finalised Claims (this month)

0

Time Lost Due to Injury (Days)

24

460

357

68*

Total Actual Paid (excluding estimates)

$38,159.40

$104,566.83

$127,989.52

$112,278.14*

Claim Estimates (less actual paid)

$69,469.71

$24,016.69

$49,411.61

$112,620.46*

Declined / Disputed Claim Estimates

$50,196.50

$117,025.35

$44,500.00

$ 48,735.18*

Scheme Performance Rebates

$20,549.04

$21,549.04

$ 31,507.99

* 1 July 2013 to 28 February 2014 (8 months)


Page 54

This report covers the month of February 2014, with no new claims being lodged during this period. As a result of a claim being declined, the insurer has increased the estimated cost for disputed claims, which has been largely offset by a reduction in the estimates for other claims. Claim estimates are based on worst case scenarios and the actual costs may be less. Council has received an annual Work Health and Safety (WHS) Scheme Performance Rebate of $31,507.99 from StateCover, for the period 2012-2013. To be eligible to receive this payment, Council must demonstrate that it is meeting various WHS performance indicators. The rebate is intended by the insurer to be used to promote sound WHS practices within participating Councils. (a) Governance/Policy Implications


As far as is practicable, Council has a legal obligation to provide a workplace that is free from risks to health and safety, and an effective and sustainable return to work program for injured workers.




An amount of $642,727 has been allowed in Council’s Operational Plan 2013-2014 for Workers Compensation insurance. The insurer’s premium estimate for 2013-2014 now stands at $460,983.56 (excluding GST), which is likely to reduce further as a consequence of closing the Long Day Care service.

CONCLUSION Council’s claims history for the current financial year to date has been good, with four (4) new claims. This compares very favourably with the last three (3) years. However, four (4) months remain in the current financial year, which may see a further increase in claims. Council continues to liaise with the insurer, StateCover, to regularly review all claims, manage costs and achieve the maximum work capacity for injured workers.

RECOMMENDATION



Page 55

9.11 Community Services Reporting: Reporting – Library/Learning Centre Report – February 2014

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Author: Kerry Byrne – Manager Library/Learning Centre PURPOSE The purpose of this report is to keep Council up to date on the monthly statistical data and activities within the Library and Learning Centre.

BACKGROUND The Manager of the Library and Learning Centre has a monthly reporting obligation and requirement to Council and the Library Committee. This report is compiled to fulfill that obligation. (a) Relevance to Integrated Planning and Reporting Framework

This report is relevant to Operational Plan 2013-2014, A Prospering Community 7.2.

(b) Financial Considerations

The cost of delivering library services, which includes facilities and services associated with the Learning Centre, such as the William Gardner Conference Room, Art Gallery and the University of New England Study Centre, is on average $51,250.00 per month.

COMMENTARY Revitalising Libraries Grant The State Government’s $2 million Revitalising Regional Libraries Grant distributed $16,000 to each of the 111 NSW country councils to help revitalise public libraries over the life of the program. Glen Innes Severn Library received its grant in late June 2013 and commenced culling of dated non-fiction and reference resources to gain space for the re-arrangement of shelving for new social spaces. The remaining shelving was fitted with castors and moved to create casual lounge areas and sitting areas within the shelving in January 2014. New lounges and ergonomic computer chairs were purchased in February with the grant funding to refresh the public seating areas. The next stage of the project will be the investigation of new signage for the shelving and the Learning Centre. Glen Innes Show Window Display Competition The Library entered this year’s window display competition for the first time and presented a display of memorabilia from past shows, examples of items that would be seen at the show with relevant books on craft, preserves and cooking. The Library’s display received a ‘Highly Commended Award’ and encouragement to participate again next year.


Page 56

Glen Innes Show – Junior Fine Art Group Work To further support the Glen Innes Show, a craft activity was organised with the children from the Tiny Tots Storytelling group. Mem Fox’s book, ‘Where is the Green Sheep?’ was read to the children and green cotton balls were used to make a green sheep for an entry into the Junior Fine Art Group Work competition. The children received a ‘Special Award’ for their entry. GLEN INNES ART GALLERY EXHIBITION The ‘New England to the Flinders’ solo exhibition was on display from 22 February to 8 March 2014 and featured new works in oil and acrylics by Colleen Gardener. The Art Gallery’s next exhibition is the ‘2014 – Contemporary Group Exhibition’, which runs from 22 March to 11 April. LEARNING CENTRE’S CONFERENCE ROOM USAGE In February there were 40 meetings booked into the Learning Centre:

Council o Glen Innes Tourist Association; o Library History Group meets each Tuesday 10 am – 12 noon; o NENW Northern Group Taskforce Meeting; o Library Mahjong Group: four (4) meetings; o Friends of the Library Meeting and guest speaker event; o Central Business Upgrade Meeting; o Staff Consultative Committee Meeting; o Library Committee Meeting; o Councillors Workshop; o Development, Regulatory and Sustainability Services Meeting; o Extraordinary Council Meeting; o Library Yourtutor demonstration; o Council Business Meeting.

DEC/TAFE o TAFE TVET Retail Course four (4) meetings; o Distant Education Coordinator – Circus Group: two (2) bookings.

Community o Art Gallery Gala Opening – New England to the Flinders.

Commercial Organisations o Step Aerobics on Mondays and Wednesdays 6 pm – 7 pm; o Advance Personnel Management: three (3) meetings; o DOCS – Family visit: two (2) meetings; o Glen Innes Greens Meeting.

LIBRARY MONTHLY STATISTICS The Library’s total resource issues for February decreased by four percent (4%) compared to February 2013. The Public Library’s issue statistics decreased by 12 percent (12%) and TAFE issues increased by seven percent (7%).


Page 57

Branch Libraries had a 15 percent increase in overall issues compared to February 2013. Individually, Deepwater’s issues increased by 37 percent, Emmaville’s issues increased by 56 percent, and Glencoe issues decreased by 59 percent, compared to February 2013. Current Library total membership is 5,844, which is an increase of six percent (6%) compared to February 2013. TAFE memberships have increased by 112 percent. Library users outside our Local Government Area have increased by four percent (4%) compared to February 2013.

MONTHLY STATISTICS

MONTH: February ISSUES 2014 Year to Date 2013 % + -

Glen Innes Public 6,588 51,669 7,477 -12% Branch Transfers 535 3,798

TAFE 421 2,635 394 7% TOTAL 7,544 58,102 7,871 -4% Branch Library Services

Deepwater 240 1,634 175 37% Emmaville 255 1,555 163 56% Glencoe 59 701 143 -59% TOTAL 554 3,890 481 15%

INCOME Internet Printing $346.75 $1,956.65 $190.05 82%

Photocopy/Fax $148.15 $1,471.10 $46.00 222% Coffee Machine $296.00 $1,530.50 $115.30 157% Conference Room $91.00 $499.20 $52.00 75% Inter Library Loan $38.85 $116.60 $38.85 0% Other* $32.00 $348.00

TOTAL $952.75 $5,922.05 $442.20 115% *Other includes Replacement of Books and Donation

Capital Collection Expenditure

General $14,383.46 76 % completion

Members GISC 5,484

5,236 5%

Others (outside LGA) 178

171 4% TAFE 182

86 112%

TOTAL 5,844

5,493 6% People Counter 4,059 32,032 4,636 -12%

History Group 40 273 62 -35%


Page 58

Internet Usage Deepwater 10 113 10 0%

Emmaville 22 176 18 22% Public 1,881 12,888 1,594 18%

TAFE 360 1,931 428 -16% TOTAL 2,273 15,108 2,050 11%

Home Library Service Members Glen Innes 37

43 -14%

Deepwater 3

4 -25% Emmaville 5

8 -38%

45

55 -18%

Issues Glen Innes 411 3,375 741 -45%

Deepwater 29 183 44 -34% Emmaville 45 243 35 29%

485 3,801 820 -41%

Art Gallery Visitors 126 681 290 -57%

UNE/TAFE STUDY CENTRE

UNE 48

36 33% TAFE 1

1 0%

(a) Governance/Policy Implications Nil.



Monthly cultural activities and educational events support and contribute to the Glen Innes Severn community’s cultural well-being, quality of life, literacy and intellectual growth.

(d) Environmental Implications Nil.


Nil. CONCLUSION The Library and Learning Centre continues to be a well used community facility, which endeavours to offer a range of regular educational and cultural activities for our community’s quality of life and well-being.


Page 59

RECOMMENDATION



Page 60

9.12 Corporate and Community Services: Reporting – January and February 2014

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Author: Anna Watt – Director of Corporate and Community Services PURPOSE The purpose of this report is to provide statistical information of activities within Council’s Corporate and Community Services Department for the period January and February 2014.

BACKGROUND The Corporate and Community Services Department of Council is responsible for the following key functions:

Administration and Human Resources;

Finance;

Community Services;

Media and Communication;

Risk and Compliance;

Library Services (see separate report).


Actions within the Operational Plan 2013/14 include transparency (Governance and Civic Leadership) and the aim of continuous improvement. This statistics report delivers a snap shot of activities in the Corporate and Community Services Department.

(b) Financial Considerations Where there may be a budget related consideration, this will be addressed in a separate report.

COMMENTARY A report of statistical data is to be presented to Council each month for comparison purposes and for Councillors’ information.


Page 61

ADMINISTRATION AND FINANCE


Page 62

Number of applications for 603 Certificates as to Rates and Charges:

January February

16 25

Complaints – Year to Date

Month Complaints received

Complaints Outstanding

July 0 0

August 1 0

September 0 0

October 5 1

November 0 0

December 0 0

January 0 0

February 0 0

Total 6 0

Complaints range across all Departments. Human Resources – Recruitment: March 2013 to February 2014

Month Positions Advertised Filled

March Direct Support Worker No

April Debtors Officer Yes

Manager of Finance Yes

Executive Assistant No

May Executive Assistant (Readvertised) Yes

June Manager of Risk and Compliance Yes

Financial Accountant Yes

Library Assistants (2) Yes

July Youth Worker - Internal Yes

September Trainee Water and Wastewater Operator - Internal Yes

Skilled Construction Worker (Concrete) Yes

Direct Support Workers - 20 hours per week Yes

Direct Support Workers - 15 hours per week Yes

Records Supervisor Yes

October Storeperson Yes

November Team Leader Reticulation Yes

Landfill Operator No


Page 63

COMMUNITY SERVICES Council’s Community Services provide a range of service types across the New England planning area: In some instances the programs are funded jointly by the NSW Department of Family and Community Services, Ageing Disability and Home Care (ADHC) and the Commonwealth Department of Health and Ageing (DoHA), whilst some programs are wholly funded by either ADHC or DoHA. ADHC and DoHA funded, Home and Community Care (HACC), Multi Service Outlet (MSO): Provides transport, centre based day care, dementia specific centre based day care, social support and Meals on Wheels to HACC Clients within the Glen Innes Severn Local Government Area (LGA) and the Yetman locality in the Inverell LGA. ADHC and DoHA funded, Aboriginal HACC: Provides transport, centre based day care and social support to Aboriginal HACC Clients within Glen Innes Severn and Tenterfield LGAs. ADHC and DoHA funded Aboriginal and Torres Strait Islander (ATSI) Transport: Provides a range of flexible transport options for HACC eligible Aboriginal clients. ADHC funded Respite: Flexible respite including in-home, facility based, community access and recreational activities provides a break for carers, and is provided across the 13 Local Government Areas of the New England. ADHC and DoHA funded: Community Options Project (COPS): Provides complex case management for eligible HACC clients in the Local Government Areas of Gwydir, Inverell, Glen Innes Severn and Tenterfield and the township of Tingha. Home Care Packages (HCP) funded by DoHA: A range of consumer directed services are provided to enable eligible older people to remain at home: including transport, case management, domestic assistance, social support and personal care. Eligibility is determined by Aged Care Assessment Teams (ACAT) under Hunter New England Health. ADHC funded Day Options (DayOp): Provided in the Glen Innes Severn area as a direct service for people with disabilities including living skills, day activities, social activities and development of individual plans. Individual Funding: There are some individuals who have specific funding allocated usually through ADHC, generally younger people with disabilities: Post School Options is one such program. Also clients are case managed for other organisations, such as the Office of the Protective Commissioner.

December Nil No

January Town Planner N/a

February Human Resources Officer (Payroll) No

Administration Officer (Records and Technology) No


Page 64

National Respite for Carers (NRCP) funded through DoHA: Flexible Respite, with a primary focus on carers of people who are frail aged or have dementia, in the Local Government Areas of Gwydir, Tenterfield, Inverell and Glen Innes Severn, and the township of Tingha. TOTAL Number of current Aged and Disability Clients:

January February

TOTAL Current Clients 580 590

Number of Clients in each program/Local Government Area:

Number of Clients in each special needs group/Local Government Area:

CALD – Culturally and Linguistically Diverse ATSI – Aboriginal and Torres Strait Islanders

MSO Ab HACC ATSI

TRANS ADHC

Respite COPS

HCP

DayOP

Individual Funding

NRCP

Ja

n

Fe

b

Ja

n

Fe

b

Ja

n

Fe

b

Ja

n

Fe

b

Ja

n

Fe

b

Ja

n

Fe

b

Ja

n

Fe

b

Ja

n

Fe

b

Ja

n

Fe

b

Glen Innes Severn

182 184 8 6 8 8 11 11 15 15 31 32 20 20 1 1 11 11

Gwydir 1 1 1 1 3 6 13 12 0 0 2 2

Inverell 22 22 20 20 18 18 14 15 13 12 0 0 7 7

Tenterfield 14 14 5 4 3 3 7 7 14 14 0 0 2 2

Guyra 5 5 2 2 0 0 4 4 0 0 1 1

Armidale 5 6

Uralla 1 1

Walcha 1 1

Tamworth Regional

31 31

Liverpool Plains

6 6

Gunnedah 6 6

Narrabri 2 2

Moree Plains

1 1

CALD ATSI Rural and Remote

Dementia Socially and Financially Disadvantaged

Veterans

Jan

Feb

Jan

Feb

Jan

Feb

Jan

Feb

Jan

Feb

Jan

Feb

Glen Innes Severn 6 6 39 36 228 228 25 25 214 215 16 15

Guyra 8 0 8 8 6 6 0 0 7 7 0 0

Armidale 0 0 2 3 5 5 0 0 6 6 0 0

Uralla 0 0 0 0 1 1 0 0 1 1 0 0

Walcha 0 0 0 0 1 1 0 0 1 1 0 0

Tamworth Regional 0 0 2 2 25 25 0 0 23 23 0 0

Liverpool Plains 0 0 1 1 5 5 0 0 4 4 0 0

Gunnedah 0 0 2 2 4 4 0 0 6 6 0 0

Narrabri 0 0 0 0 1 1 0 0 1 1 0 0

Moree Plains 0 0 0 0 1 1 0 0 1 1 0 0

Gwydir 2 2 3 3 20 20 4 4 15 16 1 2

Inverell 1 1 27 28 47 46 11 10 64 64 5 5

Tenterfield 1 1 27 26 28 27 9 9 29 28 3 3


Page 65

Children and Family Services

January February 2013/2014

Number of booked children (average)

per day

Number of booked children (average)

per day

Budgeted number of enrolled children per

day

After School Care

9.7 14.0 8

Vacation Care

14.4 NA 15

Note: Enrolled children equals fee paying places of care. Early Intervention Services

Jan Feb Jan Feb

Program Location No. of

Families No. of

Families No. of

Children No. of

Children

Early Intervention: Disability support/therapy

Glen Innes Severn

11 14 12 15

Supported Playgroups:

Wytaliba Playgroup Wytaliba N/A 4 N/A 6

Aboriginal Playgroup Glen Innes N/A 4 N/A 5

Red Range Playgroup Red Range N/A 4 N/A 5

Total 11 26 12 31

Youth and Community Development Services

Meetings and Forums

January February

Summer Lovin’ Pool Party (Holiday Activity)

Youth Inspire Committee meetings x 2

Shake Rattle and Bowl (Holiday Activity) Glen Innes Interagency


Page 66

CORPORATE AND COMMUNITY SERVICES CAPITAL PROJECTS PROGRESS REPORT AS OF JUNE 2014 Description Budget Approved

Budget Variation

Expenditure Year to Date

Completed Comments

Upgrade of ECM records management software to current version.

$40,000 $0.00 New version of ECM is currently undergoing testing by Technology One and is not available for general release. Council’s Records Supervisor is staying in contact with the company to ascertain the release date.

Upgrade of Microsoft SharePoint, to improve Council’s Intranet site.

$18,000 $0.00 Currently discussing quotes with resellers. Will be purchased shortly.


Administrative, Financial Services and Risk and Compliance Services are provided to all areas of Council. These services are provided with an aim of transparency and continuous improvement.



Council’s community services provide a range of support services to all age groups. These services build on the social capital of the Local Government Area and the region.



The economic implications of Community Services are positive, in that these services provide employment opportunities, as well as a service to community members.

CONCLUSION The statistics provided in this report deliver information to Council on the key activities undertaken in Council’s Corporate and Community Services Directorate for the months of January and February 2014.

RECOMMENDATION



Page 67

9.13 Legal Services: Legal Costs: Request from Local Government NSW

REPORT FROM: DIRECTOR OF DEVELOPMENT, REGULATORY AND

SUSTAINABILITY SERVICES Author: Greg Doman - Manager of Regulatory and Planning Services PURPOSE The purpose of this report is to seek Council’s approval to provide financial assistance of $191.60 to legal costs for Canterbury City Council through Local Government NSW.

BACKGROUND Local Government NSW has requested assistance with legal costs for Canterbury City Council in regards to a decision that has been handed down by the Supreme Court of NSW, which could have on-going implications for Councils. Council has on two separate occasions resolved to provide financial assistance at the request of Local Government NSW:

1. Murray Shire Council in relation to Class One proceedings in the Land and Environment Court regarding a tourist development. Council resolved to support the then Local Government and Shires Association of NSW request and contributed $113.15.

2. Ballina Shire Council in relation to an appeal in the Land and Environment Court regarding the meaning of Designated Development under the Environmental Planning and Assessment Act 1979. Council resolved to support the then Local Government Association of NSW request and contributed $273.91.


Whilst the request for this type of financial assistance is not directly identified within the Integrated Planning And Reporting frame work, the decision made by the Supreme Court of NSW will set a precedent that has the potential to affect Council’s recreational open spaces, swimming pool, sports facilities and play grounds ready availability and safety for community use.

(b) Financial Considerations No money has been allocated within Council’s 2013-2014 Operational Plan for financial requests of this nature. An allocation of $15,000 was made in the 2013-14 budget for town planning legal costs and an amount of $5,196 remains unexpended.

COMMENTARY The request for legal assistance has been brought about regarding a land locked parcel of land that was purchased by a private owner with no legal access to a public road. The land was previously owned by the RTA, who informed Council of their intention to sell the land to the adjoining owners. ln 2006 the land was subject to a Local Environmental Plan (LEP) that rezoned the land as residential, and included a provision requiring the land having suitable road access before any approval could be given.


Page 68

The RTA proceeded to sell the property on the open market without consulting Council. The new owner contacted Council and sought an easement to the public road over land zoned as open space and classified as community land. Canterbury City Council informed the owner that it did not have the power to do this. The owner then made an application to the Supreme Court of NSW to impose an easement over the Council land, which was granted. Canterbury City Council has argued that, if allowed to stand, the decision will lower the bar for people seeking easements over community land, and that the decision could have major adverse implications for other councils in terms of undermining their attempts to protect public recreation land from alienation for private purposes. (a) Governance/Policy Implications

The decision of the Supreme Court of NSW will have implications in relation to provisions contained within the Glen Innes Severn LEP; in particular it will affect development that is permitted within land identified as Public Recreation Land.

The objective of Public Recreation zoned land is:

• To enable land to be used for public open space or recreational purposes;

• To provide a range of recreational settings and activities and compatible land uses;

• To protect and enhance the natural environment for recreational purposes. If the current decision is allowed to stand it will lower the bar for people seeking easements over community land, which may affect some of Council’s recreation and open spaces.

(b) Legal Implications Whilst there are minimal legal implications connected with the contributing to the legal costs of Canterbury City Council, there are significant implications associated with the current Supreme Court decision. Local Environmental Plans have, through the consultation process, been developed and adopted to provide the community with specific provisions that apply within particular zones of land, which restrict the use of the land and provide certainty to the community. The current Supreme Court decision may have the potential to impact on Council’s Public Recreation Land, whereby Council may not be able to protect community land from development. The outcome of this decision has relevance, as it may set a precedent that will have a detrimental effect on Public Recreation Land within the Local Government Area.


There are no significant social considerations in relation to contributing to the legal assistance of Canterbury City Council. However, the social implications associated with the Supreme Court decision is land that once may have been enjoyed by the public now has the potential to be affected in a negative way by development, over which Council has no control.


Page 69

(d) Environmental Implications There are no significant environmental considerations in relation to the matter.


The contribution of $191.60 would be paid from the current 2013-2014 budget allocation within the Town Planning Legal Costs budget.

CONCLUSION The outcome of the Supreme Court of NSW decision has the potential to have a major adverse implication for Council in its attempt to protect public recreation land from the alienation for private purposes.

RECOMMENDATION

That Council supports the request for assistance from Local Government NSW for legal costs incurred by Canterbury City Council, by contributing $191.60 towards the legal cost of this mentioned local government entity, as it is deemed in the interest of the broader local government industry.


Page 70

9.14 Water Supply: Glen Innes Water Supply: Monitoring

REPORT FROM: DEPARTMENT OF DEVELOPMENT, REGULATORY AND

SUSTAINABILITY SERVICES Author: Keith Appleby – Manager of Integrated Water and

Sustainability Services CONFIDENTIAL ANNEXURE J

PURPOSE The purpose of this report is to advise Council of the current status of the Glen Innes water supply system in regard to the current drought conditions. EXECUTIVE SUMMARY Glen Innes has been on level 4 water restrictions since 8 January 2014. Concern has been expressed by the proprieter of a local business, Irrigation Warehouse, in an email to Councillors regarding the limited water supply available for the town if adequate rainfall does not fall in the foreseeable future. A number of other issues were also raised in regard to the management of the water supply, including the Red Range Road bore, and are covered in more detail in the report. The southern quarry pit supply currently holds 175 megalitres or 3.8 months supply, and the Beardy Weir 220 megalitres (when 1200mm below the wall) or 4.8 months supply assuming all the supply can be utilised. It is likely that in the worst case scenario there may be a maximum of six (6) months supply at current consumption rates. Level 5 restrictions are not likely to make a significant difference in consumption rates, which currently sit between 1.2 and 1.5 megalitres, particularly entering the winter period. However, Council’s Drought Management Plan indicates that level 5 restrictions will be triggered when the weir reaches the 1200mm mark below the wall, and this may require amending if Council continues to pump from the Beardy. In the event that Council does not receive significant rain in the next six (6) months Council will need to consider what options are available. The Drought Management Plan indicates at this point water may be need to be carted to supply the towns need. This has been the default “last resort” option since the first version of the plan. It is not a satisfactory solution from an economic or practical point but the option is possible. Trucking raw water from holes in the Beardy Waters or Mann River to the treatment plant would be conducted in preference to bringing treated water from other towns, and this would commence well before the supply was exhausted to extend the storage in the quarry. The only potential source of water supply that may be economically available is additional groundwater supply. A survey is currently underway to determine existing private bore locations, water quality and flow rates with a view to entering into agreements with private bore owners to supply water into the reticulation system. Direct pumping into the mains is possible, subject to acceptable water quality and chlorine disinfection. Construction of new bores is also an option. However, bore supplies do not come without risk, as has been demonstrated by the Red Range Road project. A further report will be brought back to the April meeting of Council, regarding further options available to Council.


Page 71

BACKGROUND Water supply for Glen Innes has been limited during times of drought for many decades. Numerous options have been explored since the 1970s on ways to supplement the Beardy Waters supply. Investigations into an underground water supply, to supplement the existing supply, were undertaken in 2005 with funding assistance from the NSW Office of Water. A stage 1 assessment of potential groundwater supplies was carried out by SKM Pty Ltd, identifying four (4) areas around Glen Innes that were likely to contain sources of groundwater. In 2006, a stage 2 assessment was carried out by Parsons Brinkerhoff Pty Ltd, and four (4) test bores of 200mm diameter were drilled by Mannion Drilling. Subsequently one of those test bores (the existing Red Range Road bore) was converted as a production bore. This bore was fitted with a 150mm casing, installed with two (2) screens at separate layers of sand. A 100mm pump was installed in the bore. This project has had limited success, and further information regarding this is provided in the commentary section below. Following an investigation into additional water supply options in 2012, Council resolved to purchase and commission the Glen Innes Aggregates Off Stream storage facility. Stage 1 of that facility has proved very successful, and is currently holding 175 megalitres of deep water storage following an extremely dry summer. This augmented supply is capable of withstanding a dry period equal to the worst on record, being five (5) months of water restrictions. Glen Innes has now been on water restrictions for more than two (2) months, and is heading into the lower rainfall winter period. The quarry option has the medium to longer term possibility of storing approximately 700 megalitres of water. At the time of writing the Beardy Weir is 1,015mm below top water level. (a) Relevance to Integrated Planning and Reporting Framework

A key strategic objective of all Council’s short and long term plans is that Glen Innes has a reliable water supply that is sufficient for our population growth aspirations.

(b) Financial Considerations A further report will be presented to the April meeting of Council if proposals for new bore equipment or construction are recommended. Equipping the off stream storage and Red Range Road bore has predominantly been completed in previous financial years from budgeted allocations. Additional unallocated expenditure this financial year has been as follows:

Rebuild Mann River pump: $5,228.03;

Renew Mann River engine: $10,500; and

Suction pipework, gas connection, skid mount adjustment, other minor expenses: $6,998.

Further operational expenses such as LPG consumption may be incurred. These unallocated amounts will be funded from savings in existing budget allocations, such as the pump station electricity budget, where $4,000 per month has been saved through operational efficiencies, in addition to a similar amount through the implementation of power factor correction equipment installed last financial year.


Page 72

Water pump station electricity is on track to come in $50,000 under budget (budget is $160,000) this year.

COMMENTARY The proprietor of Irrigation Warehouse has emailed Councillors raising a number of concerns including the following:

1. Quantity of water actually remaining in the weir and sedimentation affects on the estimated quantity remaining;

2. Operation of the Red Range Road Bore and cost;

3. Pumping arrangements from the quarry supply to the Water Treatment Plant;

4. Estimated remaining water supply for the town and what arrangements are in place when the water supply is extinguished; and

5. Querying the competency of Council staff and possible breaches of Code of Conduct by Councillors and staff, and in particular senior staff.

A copy of the above-mentioned email is attached to the Business Paper as Confidential Annexure J. This annexure is confidential as a result of privacy considerations. Red Range Road Bore: Following a significant amount of work it is now apparent that there may have been significant design flaws with the Red Range Road borehole construction, resulting from the decision of the engineering consultant to construct the bore with a 150mm casing. The water flow rate through the 150mm diameter screen is causing sand ingress and rapid failure of pumps. Even before sand ingress became apparent, the size of the casing allowed for only a 100mm submersible bore pump to be installed. Most of the pump suppliers stated that they would have difficulty in meeting the design flow rate of six litres (6L) per second with a 100mm pump at the duty head required. It is noted that this project has relied on expert external advice provided by consultants Parsons Brinkerhoff, combined with the oversight of the NSW Office of Water who contributed 50% of the funding. If the expert advice of Parsons Brinkerhoff was incorrect, the opportunity for Council to seek recovery of funds through the court system may not be difficult. Advice received from the NSW Office of Water and others in the industry is that such a course of action would be strongly contested, and it will also fall outside the statute of limitations given the bore was constructed some eight (8) years ago. It is noted that this project has relied on expert external advice provided by consultants Parsons Brinkerhoff, combined with the oversight of the NSW Office of Water who contributed 50% of the funding. With the design by a highly respected firm such as Parsons Brinkerhoff, and oversight by the Office of Water, the design was expected to be satisfactory. If the expert advice of Parsons Brinkerhoff was incorrect, the opportunity for Council to seek recovery of funds through the court system may be difficult. Advice received from the NSW Office of Water and others in the industry is that such a course of action would be strongly contested, and it may fall outside the statute of limitations given the bore was constructed some eight (8) years ago. Notwithstanding this the bore


Page 73

was not equipped prior to 2011. The bore has had some commissioning problems with the sand issue only coming to light in late 2013. The bore was equipped with a two (2) stage pumping system designed and constructed by Advanced Pumping and Irrigation of Coffs Harbour following the normal procurement process. This process included a quote from one (1) local supplier (Irrigation Warehouse), who was given the benefit of the Local Procurement Policy during the assessment of quotes. The proprietor of the business has since raised a number of concerns with Council staff including allegations that the chosen supplier had provided an incompetent design. The design of the pumping system was actually provided to Advanced Pumping and Irrigation by technical staff from the pump manufacturers Franklin Pty Ltd. The system, as designed and constructed by Advanced Pumping and Irrigation Pty Ltd, has been proved to deliver five litres (5L) per second to the water treatment plant, and is only limited by the sand ingress issue. The bore pumping system has now been slowed to three litres (3L) per second in an attempt to minimize sand ingress. It is now apparent that the bulk of the problems experienced by the contractor were the result of sand ingress causing excessive pump wear, not improper design. Advanced Pumping and Irrigation showed excellent customer service, replacing no less than three (3) pumps under warranty during commissioning. Investigations and operations are continuing to optimize the output of the bore in the short term. The proprietor of Irrigation Warehouse has stated the amount of sand entering the water is not excessive, and that he could supply a system that will produce five litres (5L) per second with a “sand shield”. The offer was subsequently made for Irrigation Warehouse to install such a system at his own risk, but he is yet to take up that offer. This business has also offered to perform inspection services including borehole camera inspection and a quantitative sand infiltration test. There is merit in this proposal and this should be pursued. It is recommended that Irrigation Warehouse be requested to put a proposal to Council to equip the bore with a system that will deliver five litres (5L) per second, with full warranty to be provided by Irrigation Warehouse. The Red Range Road bore, if functioning to its design capacity, should provide one third of the supply for Glen Innes. In the medium to long term, it is not an essential component of the system, as stage 2 of the off stream storage will comfortably provide for nine (9) months of supply after the Beardy Weir is completely exhausted, providing a total reserve supply of 14 months. In the short term, however, there will become a need to have the bore fully functional if rain does not arrive within the next month. Two (2) courses of action are underway. Firstly, the existing bore will continue to be explored to maximize the yield by investigating whether different pumping equipment is capable of producing water in the presence of sand ingress. The offer to Irrigation Warehouse forms a part of this activity. If a satisfactory arrangement is not possible the proposal will be to construct a larger diameter bore within 20 metres of the existing hole. This would allow a single 150mm diameter submersible pump to operate. Various conversations with drilling contractors, consultants and NSW Office of Water have commenced. A further report will be provided at the April Council meeting that will give Council the opportunity to decide on the options available in this regard.


Page 74

Off Stream Storage: Stage 1 of the off stream storage has proved to be a huge success, and the temporary first stage is still holding 175 megalitres after the extended dry period (down from 200 megalitres). The Beardy Weir is currently at 1,015mm below the weir level, and losing 10 to 20mm per day, due mainly to evaporation. Since flow ceased in the Beardy Waters the Beardy Weir has lost 192 megalitres in evaporation, and the town has used 101 megalitres. In comparison, the off stream storage is at 800mm below top water level and has lost just 21 megalitres in evaporation, and four (4) megalitres due to a minor leak that occurs only when the pit is near full. The current drought event has brought some unprecedented results, with nearby towns such as Guyra incurring water restrictions for the first time ever. With the benefit of hindsight, commissioning stage 2 of the off stream water storage would have provided the community with a completely secure storage buffer. The Northern pit has been shown to have no sealing aggregate quality rock remaining. The dry period that Glen Innes is currently experiencing has reinforced the need to have a water supply that is well beyond the potential effect of drought. It is proposed that the Northern Pit be brought on line for water storage. This will require remaining resources to be accurately defined, and a cost benefit approach used to determine how much of that resource to extract and stockpile. The pit may then be shaped to stable grade, and either simply left to fill to its natural limit, or clay lined and pumped full when the Beardy Waters is again flowing. Off Stream Storage Pump Arrangement: Stage 1 of the Off Stream Storage is equipped with a floating electric pump connected via flexible (lay flat) hose to a connection point above the wall. This pump came with the quarry and discharges into a new five (5) megalitre staging dam on site. The purpose of this arrangement is to facilitate pumping from various levels as the storage is consumed. Lay flat hose is relatively cheap, very flexible and is working as required without problems. Unfortunately there is not a sufficiently large power supply available to run both the crushing plant and the pump at the same time, and so it is not possible to pump directly from the storage to the treatment plant while the crushing plant is operating through the day. Given that the crushing plant is planned to be decommissioned and replaced by mobile plant, there will be the possibility in the future to pump directly from the storage to the treatment plant with electric pumps. Whilst water treatment operations cannot be conducted through the night due to noise, staffing, WHS and water quality issues, pumping from the five (5) megalitre staging dam could occur. This dam level remains relatively constant, and so can be equipped by a stationary pump set. An LPG powered pump set has been selected to remove the risk of liquid fuel spill into the water supply. This pump set has experienced some problems during commissioning, and has been checked and adjusted by the supplier. It is expected to be in service by the time of this meeting and a further verbal report will be given at this time. Some concerns have been expressed regarding the choice of LPG as the power source, with diesel power being more reliable and having a greater longevity. Council


Page 75

has also put together a suitably sized diesel pump set as a backup unit using components from the previous Mann River pump. Beardy Waters Weir The Beardy Waters Weir is currently at 1,015 mm below top water level. Maintenance works to the gates and pulleys are being undertaken during the no flow conditions. The Beardy Weir was originally surveyed to hold 650 megalitres. However, this was reduced to 488 megalitres to allow for siltation. This revised survey was carried out in 1995 by NSW Public Works, and it is on this information that the drought management plan volumetric tables have been produced. It is believed that while siltation will have occurred in the weir since that time, significantly improved land use practices within the catchment are likely to have reduced the rate. Anecdotal evidence from adjoining neighbours indicates that further siltation has not been very evident, and so there is no evidence to suggest the stored volume has reduced significantly since 1995. Council’s current Drought Management Plan provides for pumping to be ceased at 1200mm below top water level, for environmental reasons. At that level the existing data shows approximately 220 megalitres remaining in the weir. Given that production from the Red Range Road bore is less than the projections in the Drought Management Plan adopted, it may be necessary to draw further water from the Beardy Weir, utilising the weir beyond the 1,200mm level. In 1998 the then Glen Innes Municipal Council investigated procedures required in gaining approval to dredge the weir. NSW Fisheries advised that these works would be classified as a designated development and therefore would require preparation of an Environmental Impact Study (EIS). Council engaged Paterson Consultants to prepare an EIS. In June 2000 Paterson Consultants issued brief “Draft EIS-Supplementary Report” (the fully completed EIS was never received). The Report assumes that “wet” dredging would be carried out. On this basis the Report viewed that there would be difficulties with settling out of suspended clay material during and after excavation. Dry dredging was not considered in that investigation. It may be possible for Council to conduct dry excavation of silt (not underlying natural material) without the need for an EIS. This would require a very dry site to allow machinery to access the silt without bogging. At this point in time the site is too wet. At least one (1) adjoining neighbour has expressed an interest in stockpiling the silt, with a view to purchasing it over time as a potential fertilizer. Forward planning The only potential source of water supply that may be economically available is additional groundwater supply. A survey is currently underway to determine existing private bore locations, water quality and flow rates with a view to entering into agreements with private bore owners to supply water into the reticulation system. Direct pumping into the mains is possible, subject to acceptable water quality and chlorine disinfection. Construction of new bores is also an option. However, bore supplies do not come without risk, as has been demonstrated by the Red Range Road project.


Page 76

The highest rated bores in Glen Innes, according to the NSW Office of Water, do not exceed 3.5 litres per second. To fully supply the town with water at least four (4) new bores (in addition to the Red range Road bore) would therefore be required. Higher flow rates have been experienced further west of Glen Innes. However, additional mains would be required. The new main to the airport provides additional scope to access areas that have been identified by existing bores as suitable for test drilling, with known production in that area similar to Glen Innes at around three litres (3L) per second. (a) Governance/Policy Implications

Council revised the Drought Management Plan after the quarry was purchased, and was adopted by Council in February 2013. Council is in drought conditions not seen in the district since the 1980s, and the Drought Management Plan will need to be amended to reflect the inclusion of additional pumping from the Beardy Weir.


Water licences and approvals are issued and governed by the NSW Office of Water. These licences and approvals need to be sought to open new bore supplies. The installation of the Red Range Road bore was approved by the NSW Office of Water and the project overseen by the Department. All procurement has been undertaken in accordance with Council’s Procurement Policy And Procedures.


If the town does run out of water it will have a significant social impact, and deter potential investors into the Local Government Area. The purchase of the quarry as a long term solution to the town’s water supply remains an excellent decision despite some sectors of the community’s derision. Without the southern quarry supply the town would be looking at an extremely dire situation. The quarry remains a very cheap alternative to other solutions explored in the past 40 odd years and remains a drought proofing mechanism, albeit in the longer term.


The effects of extreme drought on the environment are severe and generally unable to be mitigated. It is accepted practice for town water supply needs to override environmental issues in times of crisis.


The construction of any emergency water supply works will come at a cost that has not been allowed for; however, the implications if the water supply is exhausted are untenable. Additional bores will vary in cost depending on local conditions, with an absolute minimum cost of $80,000 per bore. The Red Range Road project expended approximately $220,000, but included 1.5km of rising mains. The highest rated licensed privately owned bore in Glen Innes bore is producing 3.5 litres per second, approximately 16% of the town requirement. To completely supply Glen Innes at least a further four (4) bores would be required; however early construction of any bores will extend the supply.


Page 77

CONCLUSION The current drought will place a strain on the security of the Glen Innes Water supply if it continues beyond any drought experienced before. The off stream storage facility is the ultimate answer to drought supply as additional stages are brought on line. However, it will become necessary to think about continuity solutions for this current event if it continues. Accessing further water from the Beardy Weir is an obvious solution and may provide up to three (3) months additional supply depending on evaporation rates. Further groundwater supplies are under investigation, including accessing privately owned bores and constructing new bores, including a new borehole on the Red Range Road to make use of existing electrical and pipe infrastructure. To place derision on Councillors and staff would appear to be unfair. The staff has acted in good faith, at all times operating within Council policy, and more importantly with the approval of the NSW Office of Water. The purchase of the quarry as a long term water solution remains an extremely strategic and cost effective solution. Nevertheless, it will be very important that the unfolding situation is monitored closely and action is taken in a timely manner.

RECOMMENDATION

1. That Council notes the contents of the report.

2. That pumping continues from the Beardy Waters beyond the 1200mm level until such time as the supply is effectively extinguished, prior to switching to the alternate supply.

3. That Council seeks further quotations, in accordance with Council’s Procurement Policy, to provide a proposal to equip the existing Red Range Road bore to produce a guaranteed five litres (5L) per second and that the local business trading as “Irrigation Warehouse”, also be invited to provide a quotation.

4. That preliminary investigations into additional groundwater supplies continue, and a further report with options for additional supplies be prepared by the Director of Development, Regulatory and Sustainability Services for Council’s consideration at its Ordinary Meeting that will be held on 24 April 2014.


Page 78

9.15 Laws and Enforcement: Dangerous Dogs and Menacing Dogs: Revoking Declaration Policy


SUSTAINABILITY SERVICES Author: Zac Rowe - Ranger

ANNEXURE G PURPOSE The purpose of this report is to highlight the new legislation in respect to dangerous and menacing dogs, and the need for Council to adopt a policy in relation to revoking such declarations. BACKGROUND An authorised officer of Council may declare a dog to be a dangerous dog if it:

has, without provocation, attacked or killed a person or animal (other than vermin); or

has, without provocation, repeatedly threatened to attack or repeatedly chased a person or animal (other than vermin); or

is kept or used for the purposes of hunting.

A dangerous dog declaration, once sustained, remains in place for the life of the dog unless it is revoked. The declaration stipulates onerous requirements to be undertaken by the owner of the dog. These include, but are not limited to:

Microchipping and registration;

Desexing;

Wearing the prescribed collar;

Being muzzled in public at all times;

Being kept in an enclosure of the prescribed dimensions when not under immediate supervision;

Fixing a “Dangerous Dog” sign to the front of the premises; and

Being liable for severe penalties for any breach of the declaration requirements. After a period of 12 months the owner of the dog can appeal to the Council of the area in which the dog is kept to have the declaration revoked. The declaration should only be revoked by resolution of the Council and only if the Council is satisfied that it is appropriate to do so. (a) Relevance to Integrated Planning and Reporting Framework

Council provides a range of regulatory services and partnerships to ensure the community lives and works in a safe and healthy environment.

(b) Financial Considerations Council provides an allocation for Ranger services to manage companion animal enforcement.


Page 79

COMMENTARY On 18 November 2013 the Companion Animals Amendment Act 2013 was enacted. This provided Councils with a new dog classification and subsequent order – Menacing Dog. A dog may be declared to be a menacing dog if it: “has displayed unreasonable aggression towards a person or animal (other than vermin), or has, without provocation, attacked a person or animal (other than vermin) but without causing serious injury or death.” – section 33A 1(a) and (b) Companion Animals Act 1998. This declaration facilitates Council officers with the option to implement control measures on a dog that is believed to be potentially dangerous before it has a chance to actually injure a person or animal, or that is seen to require more significant containment measures than a ‘normal’ dog. A menacing dog declaration has many of the same requirements as the dangerous dog declaration, with the exception of the enclosure. A dangerous dog enclosure is prescribed in the Companion Animals Regulation 2005 and is a specific minimum standard requiring a compliance certificate be issued for it. By comparison, the enclosure requirements for a menacing dog are stated as follows: “the dog must be enclosed in a manner that is sufficient to restrain the dog and prevent a child from having access to the dog.”- s51(1a) Companion Animals Act 1998. In either instance, both a dangerous dog declaration and menacing dog declaration place a considerable responsibility upon the owner of the dog while it is in force. Given this circumstance, it is in the person’s interest to have their dog undertake corrective behavioural training and eventually seek to have the order revoked. However, rehabilitation of such dogs is not always successful to the degree where it would be appropriate to revoke the declaration. In line with the updated legislation, the Office of Local Government (Department of Premier and Cabinet) have issued an updated Guideline on the Exercise of Functions under the Companion Animals Act. This updated guide advises that: “Councils should have a policy for assessing applications to revoke dangerous or menacing dog declarations and communicate this policy to relevant dog owners.” Consequently a draft policy has been prepared. Please refer to Annexure G to the Business Paper. (a) Governance/Policy Implications

The Office of Local Government provide a guideline to the Exercise of Functions under the Companion Animals Act, which outlines to Councils the desired process to follow when assessing a request to revoke a dangerous or menacing dog declaration. This guide specifically advises that Councils should have a policy for assessing these applications. Pursuant to the provisions of the Local Government Act 1993 section 377, Councils may delegate (by resolution) the authority to revoke an order to the


Page 80

General Manager, who in turn can sub-delegate to an appropriate Council employee.

(b) Legal Implications Councils in NSW are responsible for regulating and enforcing the Companion Animals Act 1998, now comprising the Companion Animals Amendment Act 2013, and the resultant Companion Animals Regulation 2005. Dangerous dog declarations issued under these provisions are able to be appealed to the Local Court. However, it is worth noting that: “No appeal lies to the Local Court against a declaration by an authorised officer of a Council that a dog is a menacing dog or against a refusal by a Council to revoke a declaration that the dog is a menacing dog.” – section 41 of the Companion Animals Act 1998. This leaves the balance of power to revoke a menacing dog declaration firmly with the Council of the area in which the dog lives. The Companion Animals Act 1998, section 39, confers upon Council the authority to revoke a dangerous or menacing dog declaration if it is satisfied that it is appropriate to do so.


Council has a responsibility to the community to provide regulatory services and partnerships to ensure the community lives and works in a safe and healthy environment.


There are no significant environmental considerations in relation to this matter. (e) Economic/Asset Management Implications

There are no significant economic or asset management considerations in relation to this matter.

CONCLUSION Council has a responsibility to accurately exercise its functions under the Acts and Regulations with which it is entrusted. Advice from the Department of Premier and Cabinet has indicated that Councils, to do this properly, should have a policy in place to assess requests to revoke dangerous and menacing dog declarations.

RECOMMENDATION

1. That Council adopts the Assessment Policy for Requests to Revoke Dangerous or Menacing Dog Declarations attached to the Business Paper as Annexure G.

2. That Council promotes the proposed policy on Council’s website and the Glen Innes Severn Pound Facebook page.


Page 81

9.16 Department of Development, Regulatory and Sustainability Services: Monthly Reporting – February 2014


SUSTAINABILITY SERVICES Author: Kathleen Taminiau – Administration Officer PURPOSE The purpose of this report is to identify statistical information in relation to activities of the Department of Development, Regulatory and Sustainability Services for the 12 months from 1 July 2013 to 30 June 2014. This report covers the period from 1 July 2013 to 28 February 2014. BACKGROUND The Department of Development, Regulatory and Sustainability Services division of Council is responsible for the following key functions: Regulatory and Planning Services

Planning;

Building;

Environmental Health;

Regulatory Services.

Tourism and Events

Tourism;

Events.

Integrated Water and Sustainability Services

Environmental Management;

Integrated Water and Sustainability Services. (a) Relevance to Integrated Planning and Reporting Framework The statistical information contained within this report demonstrates the work

carried out by staff in achieving the strategic objectives and delivery actions as outlined in Council’s Community Strategic Plan 2013-2023, Delivery Program 2013-2017 and Operational Plan 2013-14.

(b) Financial Considerations Provision is made in the 2013-14 Operational Plan to fund the activities and

programs as listed in this report. COMMENTARY A report of statistical data will be presented to Council each month for comparison purposes, showing the previous year’s totals, and the year-to-date figures for the current year.


Page 82

REGULATORY AND PLANNING SERVICES DEVELOPMENT APPLICATION (DA) DATA

2012 – 2013

2013 – 2014 Year to Date

Total Number of DAs 105 85

Average Determination Time (days) 21.48 19.44

Value of DAs $14,193,205 $5,968,512

Number of Single Dwellings 20 19

Urban 5 7

Village 5 3

Rural 10 9

Number of Multi - Unit Dwellings Urban 14

Village 0

Rural 0

Number of Commercial Developments 13 16

Number of Industrial Developments 2 4

Withdrawn 3 3

Refused 1 2

COMPLYING DEVELOPMENT APPLICATION (CDC) DATA

2012 – 2013

2013 – 2014 Year to Date

Total Number of CDCs 34 22

Value of CDCs $1,862,793 $1,675,054

Number of Single Dwellings 10 6

Urban 5 4

Rural 3 1

Village 2 1

DEVELOPMENT APPLICATIONS AND COMPLYING DEVELOPMENT CERTIFICATES: Determinations issued – February 2014 Section 101 of the Environmental Planning and Assessment Act 1979, as amended, precludes a challenge to the validity of consent more than three (3) months after the date of public notification of the consent. Consents are available for public inspection, free of charge, during ordinary office hours at Council’s Church Street office. In accordance with Section 101 of the Act and Clause 124 of the Environmental Planning and Assessment Regulation, 2000, the following determinations are publicly notified:

CDC 25/13-14 Residential - Shed 189 Macquarie Street, Glen Innes

DA Number

Description

61/13-14 Commercial/retail/office 17 Oliver Street, Glen Innes

64/13-14 Residential - Shed 136 Blue Hills Road, Glen Innes

70/13-14 Residential - Single new dwelling 1417 Shannonvale Road, Glen Innes

44/11-12 Amended Residential - Single new dwelling 30 Campbell Street, Glencoe

CDC Number

Description


Page 83

DECLARATION OF INTEREST BY APPLICANT OF A DEVELOPMENT APPLICATION/CONSTRUCTION CERTIFICATE/ COMPLYING DEVELOPMENT CERTIFICATE

NUMBER OF 149 (ZONING) CERTIFICATES ISSUED Section 149 Certificates are issued under the provisions of the Environmental Planning and Assessment Act 1975. It is compulsory for every property sold to be accompanied by a 149 Certificate.

2012-2013

2013-2014 Year to date

338 199

SUBDIVISIONS – NUMBER OF NEW LOTS APPROVED On 14 September 2012, the Glen Innes Severn Local Environmental Plan 2012 was gazetted. Any subdivision applications lodged after this time are assessed under the 2012 plan provisions. However, if an application was lodged prior to 14 September 2012, the provisions of the former Severn Local Environmental Plan 2002 and the Glen Innes Local Environmental Plan 1991 apply (relative to where the land is situated). For ease of interpretation, any subdivisions approved under either of the former instruments (Severn LEP 2002 or Glen Innes LEP 1991) have been combined. The tables below identify the various types of new allotments created under the respective planning instruments:

Glen Innes LEP 1991 and Severn LEP 2002 Land Use

2012-2013

Residential 6

Village 3

Rural Residential 6

Business 2

Industrial 0

Rural 14

Totals 31

Nature of Interest

No. received

YTD

Application No.

Date Received

Comment

Political Gifts and Donation

0

Applicant or owner is an employee of GISC or a Councillor

7 DA 36/13-14 11/10/2013 Considered at Development Assessment Unit and applicant/employee has no involvement in approval process.

DA 49/13-14 06/11/2013

DA 50/13-14 07/11/2013

DA 58/13-14 28/11/2013

DA 60/13-14 12/12/2013

DA 69/13-14 06/02/2014

CDC 26/13-14 12/02/2014

Applicant with any relationship to staff or Councillor

3 DA 40/13-14 23/10/2013 Relationship outside the approval process. DA 46/13-14 01/11/2013

CDC 19/13-14 05/12/2013


Page 84

Glen Innes Severn LEP 2012 2012-2013 (from 14/9/12

to 30/6/13)

Year to Date 2013-2014

RI General Residential 4 7

Strata 4 0

RU5 Village 5 0

R5 Large Lot Residential 0 0

Business Zones, B2,B4,B6 0 0

Industrial In1, In2 0 0

RU1 Primary Production 1 6

Totals 14 13

ON-SITE SEWAGE MANAGEMENT STRATEGY The table below provides Council with the progress of the inspection regime of on-site sewage management systems, in accordance with Council’s adopted On-Site Sewage Management Strategy:

Classification of On-site System

Number of Systems Registered

Number of Inspections to Date

Total Number of Systems with defects requiring rectification

Minor Defects

Major Defects

Number with Major Defects with

no response to letter requiring

repairs

Total Number Systems 1,347 1,019 241

67 174

108

Notes: All systems with defects have a letter sent to owner requiring repairs. Major defects - effluent exposed - failed trenches etc. Minor defects - effluent not exposed - not fenced, cracked lid etc.


Page 85

PENALTY NOTICES Council’s Rangers perform a number of regulatory functions, which require, at times, the issuing of Penalty Infringement Notices. The main offences include Companion Animal matters, failure to comply with the Australian Road Rules and offences such as dumping of rubbish under the Protection of the Environment Operations Act.

Penalty $

2012/

2013

2013/2014

Current Month

Number of Penalties

Current Month

Penalties $ value

Year to Date

Number of Penalties

Year to Date

Penalties $ value

Parking

Timed 101 20 0 0 18 1,818

Bus Zone 236 0 0 0 0 0

Loading Zone 169 0 0 0 0 0

Disabled Zone 506 1 0 0 0 0

Animal Control

Registration (old penalty) 165 23 0 0 6 990

Registration (01/01/2014) 275 0 5 1,375 7 1,925

Identification 165 4 0 0 1 165

Dogs not under effective control

220 1 0 0 2 440

Fail to take precautions to prevent dog escaping

220 2 0 0 1 220

Own dog that Attacks 550 3 0 0 3 1,650

Dogs Unmuzzled (Greyhounds)

165 0 0 0 0 0

Fail to comply with Nuisance Order

275 3 1 275 2 550

Other

Waste 750 0 0 0 0 0

Weeds 0 0 0 0 0

Fail to comply with Notice in a public place

110 4 0 0 5 550

Fail to comply with Order 330 0 0 0 0 0

Development without consent (individual/other)

750 1 0 0 0 0

Building without Construction Certificate

750 1 0 0 0 0

Do Plumbing and Drainage (not Authorised)

1,100 1 0 0 0 0

Development without consent (corporation)

1,500 1 0 0 0 0

Total 65 6 1,650 45 8,308


Page 86

NOTICE AND ORDER REPORT 2013/2014

Description Issued this

Period Issued

Year to Date

Overgrown Allotment (Order Number 21)

Intention 1 5

Order 3 6

Local Government Section 124 (Fencing Order Number 7)

Intention 0 1

Order 0 0

Local Government Section 124 (Number 27)

Intention 1 3

Order 0 1

Nuisance Dog Order Intention 2 8

Order 2 6

Dangerous Dog Intention 0 1

Order 0 1

Keeping of Animals (Horses) Intention 0 0

Order 0 0

Local Government Section 124 Removal of Animals (Number 18)

Intention 0 0

Order 0 0

Clean-Up Notice/Notice of Entry 0 0

Prevention Notice 0 0

Noise Abatement Direction 0 0

Noise Warning 0 0

DOG IMPOUNDMENTS

Description January 2013 January 2014 February 2013 February 2014

Start of Month 3 0 2 0

Seized 8 12 18 19

Dumped 0 0 2 0

Surrendered 12 3 7 0

Incoming Dog Total 23 15 29 19

Released 7 8 13 10

Sold 0 2 0 0

RSPCA 2 1 10 0

Died at Pound 0 0 0 0

Illness/ Disease 0 0 0 0

Euthanaised 12 4 2 1

Euthanaised DD 0 0 0 0

Outgoing Dog Totals 21 15 25 11

End of Month 2 0 4 8


Page 87

GLEN INNES SALEYARD 2013-2014 REPORT STATISTICS

Year to Date 2012-2013 2011 – 2012 2010 – 2011 2009 – 2010

Fat cattle

9,197 11,844 13,221 15,382 19,990

Cattle weighing

1,521 529 1,378 1,398 1,962

Special cattle sale

1,709 9,023 11,277 9,781 14,421

Total cattle 12,427 21,396 25,876 26,561 36,373

Cattle gross value

$4,887,800.53 $11,442,997.03 $17,522,475.65 $ 11,157,544.40 $ 17,464,952.77

Store sheep

0 0 2,777 4,182 2,059

Fat sheep

49,536 73,218 61,961 68,996 117,852

Total sheep 49,536 73,128 64,738 73,178 119,911

Sheep gross value

$2,902,386.25 $4,471,179.30 $6,161,040.80 $ 8,243,812.80 $ 9,077,914.70


Page 88

CAPITAL WORKS PROGRESS REPORT 1 March 2014

Section Description Original Budget

Approved Budget

Variation

Expenditure Year to Date

Completed Comments

Integrated Water and Sustainability Services –Water

Water Meters – New Services

$8,000 $2,902 No 20mm water services installed at 67 Derby Street and 47 Macquarie Street. New gravity service in Penzance Street. New service in Meade Street.

Flight Training School Water Services

$471,000 $365,969

No All pipe purchased. 4441/7400 metres of mains laid. Under boring of Furracabad Creek underway. Reservoir under construction.

Water Meters – Replacements

$5,000 $3,379 No Meters replaced according to program.

Mains Extensions $50,000

$35,555 No 280 metres of 100mm water main has been installed from the Blue Hills reservoir to Dumaresq Street, to remove a dead end and sustain operating pressure at high demand levels in the area. Commenced new main in Railway Street to service development.

Mains Renewals $222,000 $58,686 No Mains renewed in Oliver Street. Pipe purchased for Grey Street CBD renewal.

Service Renewals

$35,000 $19,016 No Renewal of four (4) water services has been completed in Herbert, Wilga, and Ferguson Streets and West Avenue. Services renewed in Herbert Street. Services renewed in Hunter Street and Meade Street. Eight (8) water services


Page 89

have been renewed in Grey Street, Oliver Street and Lindsay Avenue. Two (2) water services renewed in Wentworth Street.

Telemetry and Signalling Renewals

$1,000 0 No

Water Treatment Plant – Renewal

$200,000 $30,775 No Sealing of the distribution well at the Glen Innes Water Treatment Plant (WTP) has been finished to prevent loss of water. Electrical renewals undertaken. Service water pump no. 13 renewed. Backwash pump renewed.

Pressure Management Renewal

$10,000 0 No

Truck Wash upgrade $25,000 (reserved

from 2012-2013)

$19,246 Yes Handrails constructed around sump. Pipe work connected to mains. New Avdata unit purchased. Discharge pipe laid.

Integrated Water and Sustainability Services –Sewerage

Mains Extension – Glen Innes

$10,000 $11,766 No Components purchased to stores. New main constructed in Railway Street.

Sewer Services – Australia Asia Flight Training (AAFT)

$421,000

$174,472 No All pipe purchased. Air valves purchased. Mains under construction.3491//6500 metres completed.

New Services – sewerage

$10,000

$4,598 No New pressure service in Grey Street. New gravity service in Penzance Street. New service in Wentworth Street and Railway Street.


Page 90

Pump Station renewals $3,000

0 No

Sewer Treatment Plant Renewals

$10,000 $7,752 No Alarm system adjusted to incorporate UV low flow events per Environmental Protection Authority (EPA) request. Storm Bypass pump renewed and return line installed permanently underground. Electrical line to monitoring point 5 renewed. Maturation pond flow meter renewed.

Mains Renewal – Glen Innes

$361,800

$26,456 No Sewer manhole relining program commenced.

Trade Waste Receival Facility

$30,000

0 Not Required

Alternate arrangements for Liquid Trade Waste removal outside of LGA now in place - No longer required.

Power Saving Initiative

$120,000 0 Not Required

Quotes requested for solar installation. Solar Installation not viable due to the way billing is calculated under large site contract.

Saleyards Saleyard Renewal $50,000

$1,904 No Minor works commenced on sheep yard upgrade.

Animal Control

Dog Pound Upgrade $5,000

0 No

Economic Affairs

Town Hall Tea and Coffee Shop Upgrade

0 $12,564 No Plans prepared and Development Application lodged.


Page 91

TOURISM, EVENTS AND ECONOMIC DEVELOPMENT STATISTICAL INFORMATION

VISITOR CENTRE ENQUIRIES

PERIOD JUL 2012 – FEB 2013

PERIOD JUL 2013 – FEB 2014

CHANGE + - %

Front Counter Enquiries 22,918 20,124 -12.19%

Information Mailed To Visitors 756 1,998 164.29%

Bulk Visitor Guides Distributed 6,620 7,010 5.59%

Coach Groups Passengers

42 1,313

17 537

-59.52% -52.18%

www.gleninnestourism.com 34,978 34,804 -0.50%

www.australiancelticfestival.com N/A N/A New Website Launched

www.minerama.com N/A N/A New Website Launched

Overview The data for February has remained fairly consistent with the previous reporting period with the trend indicating less coach trips and presumably less people on the road. The current drought affecting Inland NSW and other parts of Australia is having a significant effect on rural destinations. However, in a movement away from this trend Minerama has just been completed, with all indications that it was one of the most successful shows held for a number of years.

The marketing strategy was positioned at television and print media only, with over 300 televeision advertisements broadcast into New England North West, Far North Coast and Mid North Coast NSW and Toowoomba Darling Downs. There was a significant increase in families and teenagers due to the focus on the family fossicking fun day and inclusion of jewellery in the advertising.

Tourism Research Australia The Australian Government recently released the Tourism Data for the 2012/13 year. The Statistics are extensive and rather than include data that would become meaningless, below is an extract relating to the Domestic Visitation only for the New England North West Region. Over the next several months the monthly reports will include summaries compared against previous years, within region and international data and the implications as they affect the New England Tablelands and Glen Innes. However, for now an understanding of the reporting format is deemed more beneficial. The statistics are also timely as Council will consider a new Tourism Marketing Strategy for 2016 – 2017 at the April Meeting.

Visitors to New England North West

Description Expend. Visitors Nights

Average

Stay

Average Trip

Expenditure

Average Nightly

Expenditure

$ million '000 '000 Nights $ $

Domestic Day 276 1,321 np* np 209 np

Domestic Overnight 483 1,330 3,984 3 363 121

http://www.gleninnestourism.com/

http://www.australiancelticfestival.com/

http://www.minerama.com/


Page 92

Domestic Overnight Visitor Profile

Top 3 Areas Visited

Visitors Nights Share of Visits

Share of Nights

Average Stay

'000 '000 % % Nights

11,203 Tamworth - North 438 1,019 33 26 2

11,186 Armidale 182 388 14 10 2

11,195 Moree 125 380 9 10 3

Purpose of Visit Visitors Nights

Share of Visits

Share of Nights

Average Stay

'000 '000 % % Nights

Holiday 469 1,630 35 41 3

Visiting Friends/Relatives 419 1,299 31 33 3

Business 301 778 23 20 3

Other 136 239 10 6 2

Top 3 Accommodation Visitors Nights

Share of Visits

Share of Nights

Average Stay

'000 '000 % % Nights

Hotel, Resort, Motel or Motor Inn

488 945 37 24 2

Home of Friend or Relative 475 1,593 36 40 3

Total Camping/Caravan 268 1,035 20 26 4

Transport Visitors Nights

Share of Visits

Share of Nights

Average Stay

'000 '000 % % Nights

Air 58 188 4 5 3

Drive 1,183 3,341 89 84 3

Other 79 418 6 10 5

Experiences Visitors Nights

Share of Visits

Share of Nights

Average Stay

'000 '000 % % Nights

Culture and Heritage 159 np 12 np np

Nature Based 203 np 15 np np

Indigenous np np np np np

Food and Wine 644 np 48 np np

Top 3 Information Sources Visitors Nights

Share of Visits

Share of Nights

Average Stay

'000 '000 % % Nights

Internet 424 1,361 32 34 3

Previous Visit 334 978 25 25 3

Friends or Relatives 193 638 15 16 3


Page 93

Top 3 Visitor Origins Visitors Nights

Share of Visits

Share of Nights

Average Stay

'000 '000 % % Nights

NSW 955 2,571 72 65 3

QLD 238 925 18 23 4

VIC 69 279 5 7 4

Travel Party Type Visitors Nights

Share of Visits

Share of Nights

Average Stay

'000 '000 % % Nights

Travelling Alone 368 1,125 28 29 3

Adult Couple 386 1,196 30 30 3

Family Group 252 683 19 17 3

Friends or Relatives 231 805 18 21 3

Business Associates 63 119 5 3 2

Other np np np np np

Total Domestic Overnight 1,300 3,928 100 100 Avg 3

*np – not produced.

INTEGRATED WATER AND SUSTAINABILITY SERVICES WATER SUPPLY Water Quantity and Quality Flow has ceased in the Beardy Waters since late December, with the weir sitting at 1,015 mm below full supply at time of writing. Level four (4) restrictions are in place. Blue green algae species are not present in the system, and manganese levels are low. Water Infrastructure National Association of Testing Authorities (NATA) accreditated laboratory test results have demonstrated that the Deepwater Treatment Facility and Glen Innes Water Treatment Facility have continued to produce water that meets all requirements of the Australian Drinking Water Guidelines. Dosing of chlorine tablets into the Blue Hills reservoir is carried out twice weekly to maintain chlorine residual in the network. Dosing of powder activated carbon into the system is occurring to reduce taste and odour. The touch screen controlling the Deepwater filtration plant failed unexpectedly on Saturday 8 February 2014. Emergency restrictions were implemented by door knock with assistance from the Deepwater SES on the Sunday morning. The operator demonstrated exceptional ability and managed to reconfigure the system to produce treated water by manually controlling dosing pumps and backwashing filters while the Dissolved Air Flocculation over Filtration (DAFF) process was inoperable. He has been nominated for an industry award for that effort. The sand filters at the Glen Innes water treatment plant have been cleaned and chlorinated to help prevent algal growth.


Page 94

Stage three (3) of the airport water and sewage is well underway with approximately 3.5 km of both water and sewer now laid. Construction is progressing at an average rate of 150 metres per day. The LPG off stream storage pump set has been dismantled and returned to the supplier to rectify a design fault under a warranty claim. A second diesel pump has been repaired to serve as a standby unit, with use of the off stream storage possibly required in a few weeks time. Burst water mains and services have been repaired in Abbott Street, Grey Street (two (2) incidents), Bourke Street and Wilga Street. New water services were connected in Railway Street and Wentworth Street. An additional 150mm stop valve has been installed in Grey Street in preparation for the CBD upgrade to minimise the number of properties that will be disrupted during those works.

SEWERAGE SYSTEM Pump stations are inspected and cleaned weekly. Routine tests, monitoring and maintenance are ongoing. Sewage pump stations have been cleaned weekly. Routine testing of water discharged to Furracabad Creek has been carried out according to Council’s Environmental Protection Authority (EPA) licence no. 576, with results published on Council’s website. Reclaimed water from the outfall is being used by Roads and Maritime Services (RMS) and Council for road works in non-urban areas. Sewage chokes have been cleared in ten (10) locations. New sewage connections have been installed in Bourke Street and Wentworth Street.


Page 95

All sewer lines at the showground were jetted prior to the Glen Innes Show. Three other sewer chokes have been cleared. Sewer mains have been extended in Railway Street to serve new development. NOXIOUS WEEDS Publicity/Weeds Awareness A very successful weeds display was prepared for the Glen Innes Agricultural Show, from 14 to 16 February 2014. Potted plants aided in the identification of noxious and environmental weeds within the Council region as well as weeds that could become new incursions within the area such as Tropical Soda Apple, Gorse and Water Hyacinth. Pamphlets, posters and weed control handbooks were also made available to assist with the identification and control of weeds in the region at the show. Partnerships 1- Local Government NSW The chemical control work associated with the funding received from Local Government NSW for the Roadside Vegetation Implementation Program (RVIP) continued during this period. The control work has taken place along High Conservation Value Roadsides (HCVR’s) and Medium Conservation Value Roadsides (MCVR’s) by Council’s spray contractors for the (RVIP). Hawthorn, Fruit Trees, Privet and Pyracantha have been the environmental weeds targeted with the funds Council has received for this project. Operational Roadside Herbicide Control During this period Council’s weed control contractors have undertaken the chemical spraying of Blackberry along Council’s rural roadsides. Although conditions have been dry there has been a window of opportunity to treat Blackberries in areas that received the long awaited rainfall. Private Property Inspections Private property inspections have taken place in the following areas of Council:

Glen Innes Town;

Pinkett;

Red Range;

Deepwater.

Private Property Inspections

Number of Inspections 149

Letters 6

Show Cause Letters 0

Notices 0

Fines 0



Nil.


Page 96


Nil (d) Environmental Implications


Nil. CONCLUSION

The statistics in this report deliver information to Council on the key activities undertaken in Council’s Department of Development, Regulatory and Sustainability Services for February 2014.

RECOMMENDATION



Page 97

9.17 Governance: Committees of Council: Infrastructure Services Committee – Adoption of Minutes

REPORT FROM: DIRECTOR OF INFRASTRUCTURE SERVICES Author: Vanessa Menzie – Director of Infrastructure Services

ANNEXURE H

PURPOSE The purpose of this report is for Council to formally adopt that the Minutes of the Infrastructure Services Committee Meeting held on 12 March 2014, copies of which were circulated, be taken as read and confirmed as a correct record of the proceedings of the Meeting. (Please refer to Annexure H to the Business Paper).

BACKGROUND The Infrastructure Services Committee was formed with the objective to consider matters referred from time to time by Council or matters considered to be of an urgent nature by the Committee Chairperson, Mayor or General Manager, as well as all other standard matters/items prepared for the Committee’s consideration by the Director of Infrastructure Services. (a) Relevance to Integrated Planning and Reporting Framework

Council’s Strategic Objective under “Governance and Civic Leadership” (GCL 1.1) states the following: “Community members are informed and engaged in Council activities and Council listens and responds to the community”, and “Council is proactive in its open communications with the local community via Community Committees of Council.” Further, another one of Council’s Strategic Objectives (GCL 3.5) states the following: “To be recognised as a well managed Council and an ‘Employer of Choice’”, and “To manage community infrastructure effectively.”

(b) Financial Considerations There are no financial implications associated with the adoption of the Minutes of the Infrastructure Services Committee.

COMMENTARY A meeting of the Infrastructure Services Committee was held on 12 March 2014. The Minutes from this meeting have been circulated and are attached as Annexure H to the Business Paper. A resolution is required to confirm that they are a correct record of the proceedings of the Meeting. Recommendations from the Minutes are included in the Business Paper as separate items for formal adoption by Council. (a) Governance/Policy Implications


Nil.


Page 98

(c) Social Implications Nil.



The Infrastructure Services Committee provides Council with a good avenue through which to monitor economic considerations pertaining to responsibilities associated with this Committee, as well as monitoring the progress with Council’s development of more advanced Asset Management Plans.

CONCLUSION Council is required to formally adopt the Minutes of the Infrastructure Services Committee, attached as Annexure H, and circulated previously, as a true and correct record of the proceedings of the Meeting.

RECOMMENDATION

That the Minutes of the Infrastructure Services Committee Meeting held on 12 March 2014, copies of which were circulated, be taken as read and confirmed as a correct record of the proceedings of the Meeting.


Page 99

9.18 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.1 Governance: Committees of Council – Rural and Urban Roads Consultative Committee – Election of New Committee

REPORT FROM: DIRECTOR OF INFRASTRUCTURE SERVICES Author: Cathi Tibbs – Personal Assistant for Infrastructure Services Moved: Cr Price Seconded: Cr Scherf ISC 4.1/03/14 RECOMMENDATION That Council endorses the following four (4) Community Representatives as the newly elected Rural and Urban Road Consultative Committee:

Colleen Heays;

Giles Wollen;

Michael Norton; and

Robert Symons. CARRIED

RECOMMENDATION

That Council endorses the following four (4) Community Representatives as the newly elected Rural and Urban Road Consultative Committee:

Colleen Heays;

Giles Wollen;

Michael Norton; and

Robert Symons.


Page 100

9.19 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.2 Governance: Committees of Council – Glen Innes and District Sports Council Committee – Election of New Committee

REPORT FROM: DIRECTOR OF INFRASTRUCTURE SERVICES Author: Cathi Tibbs – Personal Assistant for Infrastructure Services Moved: Cr Parsons Seconded: Cr Scherf ISC 4.2/03/14 RECOMMENDATION

1. That Council favourably considers all nominations received from sporting or

recreation groups for community representation on the Committee, and does not limit the number of Committee members.

2. That Council limits the right to vote to one (1) vote per sporting or recreational group which has representation on the Committee.

3. That Council endorses the following 16 Community Representatives as the newly elected Glen Innes and District Sports Council Committee:

Howard Whan – Rugby League representative;

Rosalie Whan – Basketball representative;

Norma Leamon – Glen Elgin Sports representative;

Deidre Camp – Netball representative;

Julie Fuller – Netball representative;

Tracy Larkings – Red Fins Swim Club representative;

Sandra Watt – Red Fins Swim Club representative;

Leteisha Hope – Athletics representative;

Belinda Crawford – Athletics representative;

Karen Williams – Minor League representative;

Brian Winter – Show Society representative;

Malcolm Kerr – Show Society representative;

Tracey Symons – Soccer representative;

Stewart Symons – Soccer representative;

Mavis Hazelwood – Tennis representative; and

Chris Smith – Tennis representative.

4. That Council endorses the election of Office Bearers within the newly elected Glen Innes and District Sports Council Committee:

Howard Whan elected as President;

Stewart Symons elected as Vice President;

Rosalie Whan elected as Certificate Officer;


Page 101

Julie Fuller and Deidre Camp elected as joint Secretaries; and

Leteisha Hope and Sandra Watt elected as joint Publicity Officers. CARRIED

RECOMMENDATION

1. That Council favourably considers all nominations received from sporting or recreation groups for community representation on the Committee, and does not limit the number of Committee members.

2. That Council limits the right to vote to one (1) vote per sporting or recreational group which has representation on the Committee.

3. That Council endorses the following 16 Community Representatives as the newly elected Glen Innes and District Sports Council Committee:

Howard Whan – Rugby League representative;

Rosalie Whan – Basketball representative;

Norma Leamon – Glen Elgin Sports representative;

Deidre Camp – Netball representative;

Julie Fuller – Netball representative;

Tracy Larkings – Red Fins Swim Club representative;

Sandra Watt – Red Fins Swim Club representative;

Leteisha Hope – Athletics representative;

Belinda Crawford – Athletics representative;

Karen Williams – Minor League representative;

Brian Winter – Show Society representative;

Malcolm Kerr – Show Society representative;

Tracey Symons – Soccer representative;

Stewart Symons – Soccer representative;

Mavis Hazelwood – Tennis representative; and

Chris Smith – Tennis representative.

4. That Council endorses the election of Office Bearers within the newly elected Glen Innes and District Sports Council Committee:

Howard Whan elected as President;

Stewart Symons elected as Vice President;

Rosalie Whan elected as Certificate Officer;

Julie Fuller and Deidre Camp elected as joint Secretaries; and

Leteisha Hope and Sandra Watt elected as joint Publicity Officers.


Page 102

9.20 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.3 Governance: Committees of Council – Open Spaces Committee – Election of New Committee

REPORT FROM: DIRECTOR OF INFRASTRUCTURE SERVICES Author: Cathi Tibbs – Personal Assistant for Infrastructure Services Moved: Cr Scherf Seconded: Cr Price ISC 4.3/03/14 RECOMMENDATION That Council endorses the following eight (8) Community Representatives as the newly elected Open Spaces Committee:

Lucy Faithfull – GLENRAC representative;

Peter Croft;

Geraldine Lawson;

Desmond Fitzgerald;

Margaret Leahy;

Helen Wirth;

Wendy Mather – Deepwater Representative; and

Kerrie Crothers. CARRIED

RECOMMENDATION

That Council endorses the following eight (8) Community Representatives as the newly elected Open Spaces Committee:

Lucy Faithfull – GLENRAC representative;

Peter Croft;

Geraldine Lawson;

Desmond Fitzgerald;

Margaret Leahy;

Helen Wirth;

Wendy Mather – Deepwater Representative; and

Kerrie Crothers.


Page 103

9.21 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.4 Governance: Committees of Council – Glen Innes Severn Cemetery Committee – Election of New Committee

REPORT FROM: DIRECTOR OF INFRASTRUCTURE SERVICES Author: Cathi Tibbs – Personal Assistant for Infrastructure Services Moved: Cr Price Seconded: Cr Parsons ISC 4.4/03/14 RECOMMENDATION That Council endorses the following four (4) Community Representatives as the newly elected Glen Innes Severn Cemetery Committee:

Jenny Thomas;

Eve Chappell;

Rob Chappell; and

Wendy Mather. CARRIED

RECOMMENDATION

That Council endorses the following four (4) Community Representatives as the newly elected Glen Innes Severn Cemetery Committee:

Jenny Thomas;

Eve Chappell;

Rob Chappell; and

Wendy Mather.


Page 104

9.22 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.5 Corporate Management: Policy Register: Adoption of Policy: Signs as Remote Supervision

REPORT FROM: DIRECTOR OF INFRASTRUCTURE SERVICES Author: Graham Archibald – Recreation and Open Space Coordinator Moved: Cr Parsons Seconded: Cr Price ISC 4.5/03/14 RECOMMENDATION 1. That Council adopts the reviewed Signs as Remote Supervision Policy, which is

attached to the Infrastructure Services Committee Business Paper as Annexure A.

2. That Council adopts the relevant Best Practice Manual “Signs as Remote Supervision” – Version 8 and the supplementary document “Commonly Recognised Symbols – Supplement to Signs as Remote Supervision”, which are attached to the Infrastructure Services Committee Business Paper as Annexures B and C.

3. That the Coordinator of Recreation and Open Spaces distributes and explains the adopted policy and associated documentation to the Recreation and Open Spaces staff and the Manager of Risk and Compliance.

4. That Council allocates an annual budget of $4,000 to be provided to allow ongoing implementation of the Policy, and that this budget allocation be reviewed every three (3) years.

5. That Council, as part of the implementation of this Policy, carries out an annual Audit of Signs for Remote Supervision.

CARRIED

RECOMMENDATION

1. That Council adopts the reviewed Signs as Remote Supervision Policy, attached as Annexure A to the Infrastructure Services Committee Business Paper of 12 March 2014.

2. That Council adopts the relevant Best Practice Manual “Signs as Remote Supervision” – Version 8 and the supplementary document “Commonly Recognised Symbols – Supplement to Signs as Remote Supervision”, attached as Annexures B and C to the Infrastructure Services Committee Business Paper of 12 March 2014.


4. That Council allocates an annual budget of $4,000 to be provided to allow ongoing implementation of the Policy, and that this budget allocation be reviewed every three (3) years.

5. That Council, as part of the implementation of this Policy, carries out an annual Audit of Signs for Remote Supervision.


Page 105

9.23 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.6 Corporate Management: Policy Register: Adoption of Policy: Public Tree Management Policy

REPORT FROM: DIRECTOR OF INFRASTRUCTURE SERVICES Author: Graham Archibald – Recreation and Open Space Coordinator Moved: Cr Scherf Seconded: Cr Price

ISC 4.6/03/14 RECOMMENDATION 1. That Council adopts the revised Public Tree Management Policy, which is

attached to the Infrastructure Services Committee Business Paper as Annexure D.

2. That Council adopts the Best Practice Manual, Trees and Tree Roots Version 6 – September 2011, which is attached to the Infrastructure Services Committee

Business Paper as Annexure E.


4. That the Coordinator of Recreation and Open Spaces distributes and explains the adopted policy for information to the Open Spaces Committee.

5. That Council allocates an annual budget of $69,000 to allow for the ongoing implementation of the Policy; and the budget allocation is to be reviewed every three (3) years.

CARRIED

RECOMMENDATION

1. That Council adopts the revised Public Tree Management Policy, attached as Annexure D to the Infrastructure Services Committee Business Paper of 12 March 2014.

2. That Council adopts the Best Practice Manual, Trees and Tree Roots Version 6 – September 2011, attached as Annexure E to the Infrastructure Services Committee Business Paper of 12 March 2014.


4. That the Coordinator of Recreation and Open Spaces distributes and explains the adopted policy for information to the Open Spaces Committee.

5. That Council allocates an annual budget of $69,000 to allow for the ongoing implementation of the Policy; and the budget allocation is to be reviewed every three (3) years.


Page 106

9.24 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.7 Corporate Management: CBD Revitalisation

REPORT FROM: DIRECTOR OF INFRASTRUCTURE SERVICES Authors: Vanessa Menzie – Director of Infrastructure Services David Dadley – Project Manager – CBD Revitalisation Moved: Cr Price Seconded: Cr Scherf ISC 4.7/03/14 RECOMMENDATION 1. That Council requests the Director of Infrastructure Services to provide a monthly

expenditure report based on the new ‘Staged’ budget to ensure that Council is properly informed of all expenditure to date.

2. That Council adopts the revised budget for all capital works on the CBD

infrastructure upgrade contained in Table 3 in the body of the report of the Director of Infrastructure Services.

3. That Council requests the Director of Infrastructure Services to provide a detailed

breakdown of further works in Grey Street - Bourke to Wentworth Streets prior to commencement of these works.

4. That Council formally applies to Essential Energy for a financial contribution to the Glen Innes Central Business District’s electrical infrastructure upgrade; based on Essential Energy’s initial offer to pay for the street lights.

CARRIED

RECOMMENDATION

1. That Council requests the Director of Infrastructure Services to provide a monthly expenditure report based on the new ‘staged’ budget to ensure that Council is properly informed of all expenditure to date.

2. That Council adopts the revised budget for all capital works on the CBD infrastructure upgrade contained in Table 3 in the body of the report of the Director of Infrastructure Services.

3. That Council requests the Director of Infrastructure Services to provide a detailed breakdown of further works in Grey Street - Bourke to Wentworth Streets prior to commencement of these works.

4. That Council formally applies to Essential Energy for a financial contribution to the Glen Innes Central Business District’s electrical infrastructure upgrade; based on Essential Energy’s initial offer to pay for the street lights.


Page 107

9.25 Infrastructure Services Committee Meeting Minutes 12/3/14: Item 4.8 Department of Infrastructure Services: Monthly Reporting – February 2014

REPORT FROM: DIRECTOR OF INFRASTRUCTURE SERVICES Author: Vanessa Menzie – Director of Infrastructure Services

Moved: Cr Scherf Seconded: Cr Price ISC 4.8/03/14 RECOMMENDATION That Council notes the information in this report. CARRIED

RECOMMENDATION



Page 108

10 CORRESPONDENCE, MINUTES, PRESS RELEASES

10.1 Correspondence and Press Releases

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Author: Sarah Bundy – Records Supervisor The following reports, publications and press releases have been received and are available on request: Correspondence

DLG Circulars to Councils.

Press Releases

Member for Northern Tablelands, Adam Marshall;

Federal Member for New England, Barnaby Joyce;

Local Government NSW;

Essential Energy;

Australian Logistics Council;

Nationals Senator for NSW, Senator John Williams;

New England Mutual;

Local Government Managers Australia NSW;

The Ascent Group;

Grafton to Inverell Cyclosportif;

Woolworths;

Multicultural Disability Advocacy Association of NSW;

Minister for Roads and Ports, Duncan Gay;

Deputy Premier of NSW, Andrew Stoner;

Copeton Freshwater Swim.

Publications

Deepwater Progress Association Newsletter, Number 297 – March 2014;

LG Focus, March 2014.

RECOMMENDATION

That the information be noted.


Page 109

10.2 Minutes of Committee Meetings for Information

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Author: Sarah Bundy – Records Supervisor

ANNEXURE I The following minutes have been received from Committees of Council for the information of Council:

Australia Day Committee .......................................................................................... 15/1/14

Australian Celtic Festival Committee ........................................................................ 11/2/14

Australian Celtic Festival Committee ........................................................................ 11/3/14

Australian Standing Stones Management Board ...................................................... 19/2/14

Community Access Committee ................................................................................... 3/2/14

Community Access Committee ................................................................................... 3/3/14

Emmaville Mining Museum Committee AGM ........................................................... 20/2/14

Glen Innes Severn Cemetery Committee AGM ....................................................... 20/2/14

Glen Innes Severn Cemetery Committee ................................................................. 20/2/14

Minerama Committee ............................................................................................... 12/2/14

Minerama Committee ................................................................................................. 5/3/14

Open Spaces Committee AGM ................................................................................ 19/2/14

Open Spaces Committee.......................................................................................... 19/2/14

Rural and Urban Roads Committee AGM .................................................................. 6/2/14

Rural and Urban Roads Committee ............................................................................ 6/2/14

RECOMMENDATION


10.3 Minutes of Community Meetings for Information

REPORT FROM: DIRECTOR OF CORPORATE AND COMMUNITY SERVICES Author: Sarah Bundy – Records Supervisor The following minutes have been received from Community Committees for the information of Council:

Glen Innes Community Consultation Committee ...................................................... 26/2/14

RECOMMENDATION



Page 110

11 REPORTS FROM DELEGATES The following is a list of meetings recently attended by Councillors.

Name of Councillor Name of Committee Date attended

Cr Colin Price Australian Celtic Festival Committee 14/1/14

Australian Standing Stones Management Board

15/1/14

Rural and Urban Roads Committee AGM

6/2/14

Open Spaces Committee AGM 19/2/14

GLENRAC 21/2/14

Aboriginal Consultative Committee 24/2/14

Glen Innes Wind Farm 26/2/14

Cr Michael Scherf Glen Innes Severn Tourist Association

3/2/14

Rural Fire Service 11/2/14

Emmaville Mining Museum Committee

20/2/14

Cr Malcolm Schumacher Swimming Pool Meeting 4/2/14

Rural and Urban Roads Committee AGM

6/2/14

Open Spaces Committee AGM 19/2/14

Swimming Pool Meeting 26/2/14

General Manager’s Performance Assessment

27/2/14

Saleyards Committee 27/2/14

RECOMMENDATION



Page 111

12 REPORTS FROM COMMITTEES

13 MATTERS OF AN URGENT NATURE


Page 112

14 CLOSED COUNCIL REPORTS

CLOSED COUNCIL To consider Confidential Reports

(Section 10A(2) of The Local Government Act 1993)

Where it is proposed to close part of the Meeting, the Chairperson will allow members of the public to make representations to or at the meeting, before any part of the meeting is closed to the public, as to whether or not that part of the meeting should be closed to the public.

The Chairperson will check with the General Manager whether any written public submissions or representations have been received as to whether or not that part of the meeting should be closed to the public.

The grounds on which part of the Council or Committee meeting may be closed to the public are listed in Section 10A(2) of the Local Government Act 1993 and are as follows:

(a) personnel matters concerning particular individuals other than Councillors, (b) the personal hardship of any resident or ratepayer, (c) information that would, if disclosed, confer a commercial advantage on a person with whom the

council is conducting (or proposes to conduct) business, (d) commercial information of a confidential nature that would, if disclosed:

(i) prejudice the commercial position of the person who supplied it, or (ii) confer a commercial advantage on a competitor of the council, or (iii) reveal a trade secret,

(e) information that would, if disclosed, prejudice the maintenance of law, (f) matters affecting the security of the council, councillors, council staff or council property, (g) advice concerning litigation, or advice that would otherwise be privileged from production in legal

proceedings on the ground of legal professional privilege, (h) during the receipt of information or discussion of information concerning the nature and location

of a place or an item of Aboriginal significance on community land,

(i) alleged contraventions of any code of conduct requirements applicable under section 440.

Section 10A(3) of the Act provides that Council, or a Committee of the Council of which all the members are councillors, may also close to the public so much of its meeting as comprises a motion to close another part of the meeting to the public.

Section 10B(3) of the Act provides that if a meeting is closed during discussion of a motion to close another part of the meeting to the public (as referred to in section 10A(3) of the Act), the consideration of the motion must not include any consideration of the matter or information to be discussed in that other part of the meeting (other than consideration of whether the matter concerned is a matter referred to in section 10A(2) of the Act).

Section 10B(1) of the Act provides that a meeting is not to remain closed to the public during the receipt of information or the discussion of matters referred to in section 10A(2): (a) except for so much of the discussion as is necessary to preserve the relevant confidentiality,

privilege or security, and (b) if the matter concerned is a matter other than a personnel matter concerning particular

individuals, the personal hardship of a resident or ratepayer or a trade secret - unless the Council or committee concerned is satisfied that discussion of the matter in an open meeting would, on balance, be contrary to the public interest.

For the purpose of determining whether the discussion of a matter in an open meeting would be contrary to the public interest section 10B(4) of the Act states it is irrelevant that: (a) a person may interpret or misunderstand the discussion, or (b) the discussion of the matter may:

(i) cause embarrassment to the Council or committee concerned, or to councillors or to employees of the council, or

(ii) cause a loss of confidence in the Council or committee.

GGLLEENN IINNNNEESS SSEEVVEERRNN CCOOUUNNCCIILL ...

Documents

Transcript of GGLLEENN IINNNNEESS SSEEVVEERRNN CCOOUUNNCCIILL ...