SHAPING OUR FUTURE · a strong foundation for this future work plan. Almost 10 per cent of...

SHAPING OUR FUTURE

GLENELG SHIRE COUNCIL PLAN 2017-2021

CONTENTS

Council Plan

The engagement process 1

Message from the Mayor 2

Message from the CEO 3

Governance and organisational structure 4

Our councillors 5

About this plan 6

Planning framework 7

The Glenelg Shire 8

The Glenelg Shire within the Victorian context 9

Our vision 10

Our people and why they call Glenelg home 11

Indigenous cultural heritage 12

Our focus 13

GROWING GLENELG 14

CONNECTING GLENELG 18

LIVEABLE GLENELG 20

CREATIVE GLENELG 22

LEADING GLENELG 24

Major projects and plans 27

Priority projects and plans 27

Strategic Resource Plan

Introduction 30

Comprehensive income statement 33

Balance sheet 34

Statement of changes in equity 35

Statement of cash flows 36

Statement of capital works 37

Statement of human resources 39

Summary of planned capital works expenditure 40

Statement of planned human resource expenditure 48

If you would like to receive this publication in an accessible format, Please contact Glenelg Shire Council Customer Service on (03) 5522 2200 using the National Relay Service 13 36 77 if required or email [email protected]

STAKEHOLDER INTERVIEWS

6 COMMUNITY WORKSHOPS

WRITTEN SUBMISSIONS

4LISTENING

POSTS

COMMUNITY EVENTS

TYRRENDARRA SHOWWOOD WINE AND ROSE

FESTIVAL

ONLINE ENGAGEMENT91 VISITS

38 SURVEYS15 FORUM CONTRIBUTORS

33 FORUM COMMENTS

1Glenelg Shire Council Plan | 2017-2021

THE ENGAGEMENT PROCESS

WHAT WE DIDCouncillors and staff visited all townships across the shire and talked to more than 180 people.

We met with staff, service operators, business operators, new residents and those who have lived in the shire for more than 50 years. We heard from young people, families, retired people and volunteers in our community.

WHAT WE LEARNT• Residents are proud of

their town and want to demonstrate this through improvements like new entrance signs, public art and streetscape upgrades

• People support more promotion of our natural and recreational assets

• We have a very active community who would like to see improvements to sporting facilities, tracks and trails

• We need to ensure our ageing population has continued access to quality services

• Our community has a strong connection with Aboriginal heritage and wants to recognise the significance of the Budj Bim Cultural Landscape.

2 Glenelg Shire Council Plan 2017-2021

Council is proud to deliver this four-year strategic plan, a document that has been tailored as a direct result of community consultation. This consultation highlighted residents’ expectations for the future of our shire.

This forward-thinking and action-orientated plan outlines a focused vision, detailing what Council will do to meet the community’s expectations for the short-term future to create economic stimulus, secure new jobs and further improve the liveability of our towns.

After months of community consultation it is clear that our proud community wants smart and innovative investment for our future, ensuring wise spending of funds with maximum public benefit.

This feedback helped create five key themes, which form the foundation of this plan:

GROWING GLENELG

Sustaining and growing a diverse economy and social prosperity

CONNECTING GLENELG

Connecting people, places and spaces

LIVEABLE GLENELG

Embracing inclusive, healthy, sustainable and diverse cultures

CREATIVE GLENELG

Creative, inspired, forward-thinking and action-oriented

LEADING GLENELG

Create shared visions within the community, ensuring agreed outcomes

MESSAGE FROM THE MAYOR

Our key strategic advantages include a deep sea port, rich agricultural assets and timber base and growing tourism opportunities, which provide a strong foundation for this future work plan.

Almost 10 per cent of Victoria’s exports are derived from our shire, and we are well positioned to continue to build on these outstanding results.

From big-picture export growth to smaller projects such as improvements to streetscapes and signage, to new sporting facilities, walking paths and trails – our community loves their lifestyle and want to build on these assets to ensure Glenelg Shire continues to be a great place to work, live and play.

This plan also caters for our growing ageing population, planning for the delivery of key services to meet their needs into the future.

I commend and endorse this innovative document, which will shape a vibrant future for our community.

Mayor, Anita Rank


The Glenelg Shire Council Plan 2017–2021 has been constructed as a result of extensive community consultation around our shire and provides, in detail, the areas of focus for the next four years and beyond.

Our plan is about delivering outcomes for our community – outcomes that are important and provide ongoing benefits to us all. We will strive to further develop and diversify our economic base, which will in turn provide opportunities for jobs and economic growth.

Pursuing these opportunities is of critical importance as we need to compete with other regions to earn the right to win new business. Streamlining and simplifying our regulations and policies, promoting our natural assets and infrastructure, combined with a focus on economic development gives us a head start in attracting both local and overseas visitors.

Tourism is very much part of the diversification story. Our abundant tourism assets and our unique location provides for great opportunities. When we tell our story we tell it with pride – pristine beaches and hinterland, the World Heritage-nominated Budj Bim Cultural Landscape, cruise ships, rivers and caves – all unmatched destinations. However, we need to work hard to increase our profile and attract more visitors. We cannot just assume that tourists will come – membership in Great Ocean Road Regional Tourism, our tuna festival, our kelpie festival our Wood Wine and Roses and Upwelling festivals, are all part of the mix and strategically position us to take advantage of the burgeoning tourism market.

We have an active, proud and vibrant community. We need to let others know who we are and what we do – improved marketing, new gateway signage, improved foreshore facilities, the construction of the Kelpie Interpretative Centre, our connection to Aboriginal heritage and streetscape upgrades will all contribute to developing that story.

Linking our strategic plan to budgets is vital to ensure that projects and initiatives get done. We recognise the importance of delivering on the commitments that we have made with the community, and fundamental to this is ensuring we have sufficient financial resources allocated to complete each task.

Council staff will strive to deliver the measures identified in this plan with respect, integrity, service excellence, teamwork and continued application of innovative solutions.

Sport is an important part of our community, and the development of new facilities underwrites participation. New modern facilities will attract participants and enable us to remain competitive in a range of local and regional sports competitions. Other benefits such as health and wellbeing are part of having an engaged sporting community.

We will continue to work with state and federal governments to obtain funding to support our ageing infrastructure. Recent efforts by Council have resulted in more than $80 million being allocated to the Glenelg Shire for road funding. Rebuilding our road network has commenced, and over the coming years we will seek further funding to rebuild our four major freight roads as well as the many other roads in our shire that need urgent attention. We will continue to develop strong working relationships with both federal and state governments to ensure we have the best possible opportunities to participate in shaping regional economic policy including decisions relating to investment infrastructure.

CEO, Greg Burgoyne

MESSAGE FROM THE CEO


COUNCIL

CHIEF EXECUTIVE OFFICER

LOCAL LAWS UNIT

DIRECTOR ASSETS

DIRECTOR COMMUNITY

SERVICES

ASSETS AND WORKS UNIT

OPERATIONS UNIT

LOCAL PORT OF PORTLAND BAY

PROJECT PLANNING AND FACILITIES UNIT

PLANNING UNIT

EMERGENCY AND RISK UNIT

STATUTORY BUILDING UNIT

ENVIRONMENTAL HEALTH UNIT

INFORMATION TECHNOLOGY UNIT

FINANCE UNIT

GOVERNANCE UNIT

CHILDREN SERVICES UNIT

COMMUNITY WELLBEING UNIT

AGED AND DISABILITY SERVICES UNIT

LIBRARY AND INFORMATION UNIT

TOURISM AND EVENTS UNIT

DIRECTOR CORPORATE

SERVICES

ARTS AND CULTURE UNIT

CEO DEPARTMENT

ECONOMY AND INVESTMENT,

ORGANISATIONAL DEVELOPMENT,

MEDIA AND COMMUNICATIONS

GOVERNANCE AND ORGANISATIONAL STRUCTURE


OUR COUNCILLORS

CR ROBERT HALLIDAY CR CHRISSY HAWKER

CR ALISTAIR MCDONALD CR ANITA RANK

CR KAREN STEPHENS CR GILBERT WILSON

CR GEOFF WHITE


The Glenelg Shire Council Plan 2017-2021 provides Council’s direction for the next four years. It is a medium-term strategic document required under section 125 of the Local Government Act 1989 to be prepared every four years following the election of a new Council. It provides a list of outcomes that Council will work towards over the next four years.

This Council Plan has been informed by consultation with the community. Council is committed to achieving the outcomes identified in this plan and will continue to work with the community to create a great place to live and work.

While this plan identifies works to be undertaken within the next four years, Council has also identified future work for consideration in the next Council Plan. Development of a Community Plan will be a priority under this document. A Community Plan describes the community's long-term vision and aspirations for the shire and its townships. This will also help provide direction for the next Council Plan.

This plan is closely linked to the Strategic Resource Plan. Council is required, under the Local Government Act, to prepare a Strategic Resource Plan to support the Council Plan. The Strategic Resource Plan identifies the financial and non-financial resources required to achieve the outcomes identified in the Council Plan.

ABOUT THIS PLAN


The Council Plan identifies Council’s direction for the next four years. The Strategic Resource Plan documents how we will fulfill these commitments. These plans directly influence the Annual Budget. Every year Council is required to report against the indicators and measures identified in the Council Plan in our Annual Report.

PLANNING FRAMEWORK

COMMUNITY ENGAGEMENT

COUNCIL PLAN

• Strategic objectives

• Strategies

• Strategic indicators

STRATEGIC RESOURCE PLAN

• Financial statements

• Statements of non-financial resources

FINANCIAL STATEMENTS

• Service and initiatives

• Service outcome indicators

• Major initiatives

• Financial statements

PERFORMANCE REPORTING

ANNUAL REPORT


The shire covers an area of 6,212 square kilometres and is located in the far south-west of Victoria adjoining South Australia. Of this area, 45% (2,766 square kilometres) is public land.

The traditional owners of the region comprise the Gunditjmara, Bunganditj and Jarwadjali people.

The Glenelg Shire is renowned for its cultural landscapes, which include the Budj Bim Cultural Landscape, and events such as the Australian Kelpie Muster, Upwelling Festival and Wood Wine and Roses Festival. It is also known for its recreational fishing and its manufacturing, agricultural, commercial fishing and forestry commodities.

Portland is the shire’s main regional centre, housing about 55% (10,881) of the total population in 2011. The district towns of Casterton (1,764) and Heywood (1,725) comprise 9% and 8.8% of the total population, respectively. In 2011, the remaining balance of the total population (27.2%) were housed within the settlements of Bolwarra, Cape Bridgewater, Condah, Dartmoor, Digby, Dutton Way, Merino, Narrawong, Nelson, Sandford, Tyrendarra and smaller rural communities.

Approximately 17% of the shire’s population were aged 65 years and over in 2011. This is expected to increase to 32.4% by 2031. Couples with no children comprise the largest household type within the shire, accounting for 28.7% of the population, followed by lone-person households (28.6%) and couples with children (25.9%).

In 2016 the largest employers in the shire were manufacturing (18.3%), agriculture, forestry and fishing (13.1%), health care and social assistance (13.1%), retail trade (10.4%), education and training (7.3%), accommodation and food services (7.2%), construction (5.5%), transport, postal and warehousing (5.1%) and public administration (5.1%).

Glenelg Shire is an important part of the Green Triangle economic region. The Green Triangle spans the border area between South Australia and Victoria and covers areas in south-west Victoria and the south-east of South Australia. It includes Warrnambool, Mt Gambier, Portland, Hamilton, Naracoorte, Bordertown, Millicent and Penola.

The shire is well positioned to support an economic region that is much larger than its municipal boundaries and population. It has direct road and rail transport links to the deep sea port at Portland, and is connected to the south-east of South Australia with its strong focus on plantation timber, horticulture and viticulture. The shire connects to grain and dry land products of the Wimmera and Mallee (via Hamilton) to the north via the Henty and Hamilton highways, and to the dairy-producing regions to the east via the Princes Highway.

6,212M2

Shine area

19,575Population

17% Percentage of population over 65

10%Percentage of Victorian exports through the Port of Portland

THE GLENELG SHIRE

QUICK FACTS


THE GLENELG SHIRE WITHIN THE VICTORIAN CONTEXT

GLENELG SHIRE


OUR VISION

Glenelg Shire Council is forward thinking and inclusive. We will continue to innovate and develop our diverse economy to deliver services that meet the needs of our community

Photograph by Michael Walker

OUR PEOPLE AND WHY THEY CALL GLENELG HOME


The shire is made up of townships whose residents have a strong connection with their home. During the preparation of this plan we found that Glenelg Shire’s strength comes from the resilient people who contribute to their communities. The following is a glimpse into community views shared during the preparation of the plan.

“We are on the verge of greatness and looking to hone in on tourism into the future through our cafes, art and foodies trail. We’ve got everything to offer."

— Narrawong resident, aged 45

“We are community-minded people. Our children leave for education and come back because of the pride they have for their town.”

— Portland resident, aged 62

“For what I need, everything is here, bush nursing, police, schools, kindergarten and a post office.”

— Dartmoor resident, aged 53

“Important to keep what we have. It’s rural, it’s beautiful, and we have a feeling of community in Narrawong.”

— Narrawong resident, aged 41

“There is a strong feeling of safety in the streets. I don’t think you get that in many places.”

— Dartmoor resident, aged 51

“I came here because of affordability, amenities and looking to relocate from Adelaide with my disabled son. What keeps me here is the warm community feel.”

— Casterton resident, aged 43


INDIGENOUS CULTURAL HERITAGE

The Gunditjmara, Bunganditj and Jarwadjali people have inhabited this region since the earliest of times.

Sacred to the Gunditjmara people, the Budj Bim National Heritage Landscape at Lake Condah in Victoria’s south-west is home to the remains of potentially one of Australia’s largest aquaculture systems. Dating back thousands of years, the area shows evidence of a large, settled Aboriginal community systematically farming and smoking eels for food and trade.

Evidence of the aquaculture system, including stone eel traps and channels, and the lifestyle, including stone house sites and smoking trees, are located along the Budj Bim National Heritage Landscape.

The Budj Bim National Heritage Landscape was included in the National Heritage List in 2004 and has been recommended for UNESCO Listing (2016).


Council has identified the following areas to focus on for the next four years:

Growing Glenelg

Sustain and grow a diverse economy and social prosperity

Connecting Glenelg

Connecting people, places and spaces

Liveable Glenelg

Embracing inclusive, healthy, sustainable and diverse cultures for living

Creative Glenelg

Creative, inspired, forward-thinking and action-oriented

Leading Glenelg

Create shared visions within the community, ensuring agreed outcomes

OUR FOCUS


GROWING GLENELG

SUSTAIN AND GROW A DIVERSE ECONOMY AND SOCIAL PROSPERITY

Let’s make Glenelg the most livable rural community by capitalising on what we have – coastal vantage, ocean and beaches, natural environment is beautiful.

— Narrawong resident

15Glenelg Shire Council Plan 2017-2021

FOCUS OBJECTIVESTRATEGIES/ACTIONS

INDICATORS MEASURE

Growing our economy/Economic development diversification

Ensure the resilience and sustainability of our economy into the future

Support a diverse range of employment opportunities

Investment attraction

Develop an investment prospectus for areas to address industry and agriculture to diversify our economy

Glenelg Shire is a centre for innovation and creativity to help build economic sustainability

Meet with government and industry representatives to promote investment and government funding in the shire

Create strategies to encourage new business development

Support startups

Identify a space for start-ups to use within the shire and work with emerging businesses

Support the growth of existing businesses

Business group support

Provide support to business groups in Portland, Heywood and Casterton

Growing the population/Population attraction

Encourage/promote local employment opportunities

Promote the shire to attract new residents/immigration and refugee relocation

Shire promotion Develop a value proposition for population attraction and retention

Market the shire as an attractive and appealing place to live

Number of national advertising campaigns and relevant forums



INDICATORS MEASURE

Growing tourism

Promote natural and cultural assets

Promote Budj Bim values within and outside of Glenelg Shire

Successful implementation of Stage 1 of Budj Bim Development Plan

Update visitor information material for Budj Bim

Actively participate in the Aboriginal Advisory Committee and RDV Budj Bim Project Control Group to implement Stage 1 of the Budj Bim Development Plan

Continue to partner with Great Ocean Road Regional Tourism (GORRT)

Development of Portland as a Great Ocean Road destination

Continue Council's attendance at all GORRT board meetings

Develop other townships within the shire under the destination brand as developed by GORRT

Promote natural and recreational assets

Promote iconic events and develop new and emerging opportunities throughout the shire

Growing Glenelg Develop three marketing initiatives per year to promote Growing Glenelg

Build international tourism

Continue to promote Portland as a destination for cruise ships

Increase cruise ship visitation

Meet with cruise ship operators annually to promote Portland as a cruise ship destination



INDICATORS MEASURE

Skills development

Support opportunities for life-long learning

Support re-skilling and upskilling opportunities

Training and upskilling

Continue to support Beyond the Bell program initiatives

Support higher education Create partnerships with education providers and establish a direction to support and encourage higher education and upskilling of our community

Support linkages to training and development opportunities in innovation, entrepreneurship and technology to local businesses and education providers

Support partnerships between employers and education

Pursue opportunities to develop and retain young people in local employment

Support for formal and informal learning opportunities

Meet with service providers at least annually

Develop informal learning programs and activities across the shire

Support for trainee programs

Continue to offer traineeships, work placements and scholarships

Support community engagement through volunteering/work placement opportunities for youth through various volunteering organsations and Council events

CONNECTING GLENELG

CONNECTING PEOPLE, PLACES AND SPACES

You walk down the street and people smile at you, it gives you a sense of community.

— Portland resident



INDICATORS MEASURE

Connecting places and spaces

Promote the creation of improved transport infrastructure

Advocate for improved roads and public transport across the shire

Repair and upgrade of roads

Continue to pursue funding opportunities for road repairs and upgrades

Green Triangle Freight Action Plan

Lead the Green Triangle Freight Action Plan Steering Committee – meet at least four times per year for continued advocacy

Improve connection of public places within the shire

Create places that enhance active engagement of people within community

Walking and cycling facilities

Finalise the Glenelg Shire Tracks and Trails Strategy

Finalise the Open Space Strategy

Community spaces that are multifunctional, inclusive and accessible

Redevelop Council’s public libraries through funding opportunities

Support the creation of all- abilities access in the shire

Provide opportunities for all people to connect to Council services and community information

Public access Continue to seek funding for all-abilities access to recreational and commercial services

Transform public spaces to create ‘smart’ and digitally connected spaces within the community

Digital connectivity in public spaces

Add to or create new free public wi-fi infrastructure

Increase the utilisation of our Smart Cities membership

Pursue Smart Cities funding opportunities

Connecting people

Improve connectivity and communications

Advocate for digital and e-commerce uptake

Digital connectivity

Meet with NBN company representatives to discuss service gaps within the shire

Improve digital/e-commerce uptake

Transform public spaces through smart technology

Enhance inclusive and equitable communities where people feel safe, supported and connected to others

Community safety

Maintain an above-average perception of safety within the community

Support opportunities for social connections through partnership networks

Community connections and partnerships

Seek grant/funding opportunities to enhance public safety

Continue Connect Glenelg website

Continue to promote the community events calendar

Glenelg Shire Council Plan 2017-202120

LIVEABLE GLENELG

EMBRACING INCLUSIVE, HEALTHY, SUSTAINABLE AND DIVERSE CULTURES FOR LIVING

I moved away and came back because I wanted my kids to experience the same lifestyle I grew up with.

— Dartmoor Resident


FOCUS OBJECTIVE STRATEGIES/ACTIONS

INDICATORS MEASURES

Liveability and quality of life

Promote a welcoming, caring and participative community

Improve the attractiveness and accessibility of local facilities

Parks and open spaces

Community satisfaction survey results indicate above-average satisfaction with the quality of parks and open space

Seek funding for aspects of the Civic Precinct Masterplan

Improve the appearance of public spaces and streetscapes within townships

Streetscapes Seek funding to improve and rejuvenate streetscapes

Create a range of opportunities for the community to participate in Council decision making

Community engagement

Create an ongoing online forum for community feedback

Conduct at least one listening post event per quarter

Health and wellbeing

Improve health outcomes for all ages

Support programs to improve health awareness and active communities

Community wellbeing

Residents report an above-average wellbeing score

Assist the community to promote events

Seek funding for aspects of the Civic Precinct Masterplan

Support the creation and maintenance of good-quality sport, recreational and leisure facilities

Recreational facilities

Finalise Open Space Strategy

Advocate for improved health and allied services

Health services Redevelop the user group agreement with health service providers

Develop a Municipal Health & Wellbeing Plan

Environmental sustainability

Council demonstrates leadership in environmental sustainability

Reduce Council’s carbon footprint

Reduce the impacts of climate change

Carbon footprint Continue to implement measures to reduce Council’s energy usage (carbon emission)

Reduce Council’s water usage

Council’s policies, procedures, documents and operations account for the possible impacts of climate change

Continue to implement measures to reduce Council’s water usage

Council to implement environmentally friendly energy solutions

Protect environmental assets

Actively reduce weed species


CREATIVE GLENELG

CREATIVE, INSPIRED, FORWARD-THINKING AND ACTION-ORIENTED

Innovation is so important. We must engage and harness the innovators in the community.

— Portland resident



INDICATORS MEASURES

Creative communities, places and people

Recognise and promote cultural heritage

Promote diversity; celebrate creative and cultural heritage; foster creative capacity and practice

Cultural diversity

Maintain Council's involvement in existing community, cultural and creative events across the shire

Support creative expression and engagement

Cultural heritage

Work towards the development of a space to display Council’s Cultural Collection

Create and support opportunities for cultural and tourism events and activities

Build partnerships that promote creative expression and engagement; stimulate creative practice and creative places

Support for community and creative industries

Commit resources to enhance the Partnership Agreements

Promote the community events calendar and support diverse arts and cultural programming

Promote opportunities for community events within all townships of the shire

Offer opportunities for people to participate and attend cultural, arts and literary activities

Seek funding for creative public art and place-making initiatives

Innovation Support smarter operations of Council services

Promote innovative solutions by allowing for creative input into decision making

Participation in decision making

Work with the community to develop an events calendar

Simplified and streamlined customer experience

Promote Council’s One Stop Shop service

Promote innovative thinking in the community

Create opportunities for innovation within the community

Innovation Promote an “ideas” forum in townships

Partner with other organisations to facilitate innovative solutions

Deliver opportunities for people to experience new technologies and innovative solutions

Promote our Smart Cities membership


LEADING GLENELG

CREATE SHARED VISIONS WITHIN THE COMMUNITY, ENSURING AGREED OUTCOMES



INDICATORS MEASURES

Advocacy

We will advocate on behalf of the community for better outcomes for the shire

Lead and participate in regional partnerships

Community satisfaction with Council decisions

Community satisfaction with Council decisions continues to be above average

Promote collaboration and seek joint ventures with regional, state and federal opportunities

Lobby and advocate on agreed local priorities to place Glenelg Shire at the forefront of policy and funding considerations

Lobbying for the community

Community satisfaction with lobbying on their behalf continues to be above average

Promote capacity building within the community

Contribute to policy and strategy development led by government or other agencies

Facilitate the creation of partnerships within the community and support community groups to meet the needs of the community

Accountability Compliance with legislative requirements

Apply good governance principles to guide strategic decision making

Statutory compliance

Statutory planning permits assessment time frames continues to be less than the state average

Undertake a Planning Scheme review

Financial responsibility to ensure long-term viability and sustainability

Council demonstrates leadership in its decisions to meet future needs and challenges

Financial accountability

Maintain the existing services standard

Lobby for additional funding to support asset renewal



INDICATORS MEASURES

Long-term planning and prudent financial management

Reduce expenditure level per property assessment from 2016 levels

Continuous improvement methods used to ensure excellence in service delivery

Continue to maximise grant opportunities for the shire

Transparency Community members are encouraged to take an active part in democratic engagement

Council continues to improve communications and engagement practices to support open and inclusive decision-making processes

Council reporting

Improve Council's website to be more intuitive and useable for customers

Use technologies to assist communication and service delivery

Embed the Community Engagement Framework into Council procedures

Improve the customer experience

Offer people a say in Council decisions

Participation in decision making

Endeavour to maintain the number of Council decisions made at meetings open to the public (2016 benchmark)

Staff support Long-term planning and staff capacity building to assist in the development of a resilient organisation

Ensure the organisation has the right mix of people to deliver the best outcomes for the community

Sustainability Update Organisational Development policies to be in line with best practice


Council is committed to complete the following projects over the next four years

Project Growing Liveable Connecting Creative Leading

Australian Kelpie Centre ✔ ✔ ✔ ✔ ✔

Portland Library Redevelopment ✔ ✔ ✔ ✔ ✔

Council is committed to develop the following plans over the next four years

Plan Growing Liveable Connecting Creative Leading

Portland Foreshore Masterplan ✔ ✔ ✔ ✔ ✔

Open Space Strategy ✔ ✔

Community Plan ✔ ✔ ✔ ✔ ✔

Glenelg Shire Tracks and Trails Strategy ✔ ✔ ✔ ✔

Council will seek funding to complete the following projects as a priority

Project Growing Liveable Connecting Creative Leading

Portland Foreshore Masterplan implementation ✔ ✔ ✔ ✔

Cape Bridgewater Masterplan ✔ ✔ ✔ ✔

Portland Central Business District upgrade ✔ ✔ ✔ ✔

Hanlon Park lighting ✔

Portland Civic Precinct Masterplan implementation ✔ ✔ ✔ ✔ ✔

Marine Masterplan implementation ✔ ✔ ✔ ✔

MAJOR PROJECTS AND PLANS

PRIORITY PROJECTS AND PLANS


FOR THE FOUR YEARS 2017-18 TO 2020-21

30 Glenelg Shire Strategic Resource Plan 2017-2021

INTRODUCTION

The Strategic Resource Plan (SRP) is part of, and prepared in conjunction with, the Council Plan. It is a rolling four-year plan that outlines the financial and non-financial resources that Council requires to achieve the strategic objectives described in the Council Plan. The Council Budget is framed within the SRP, taking into account the services and initiatives that contribute to achieving the strategic objectives specified in the Council Plan. The diagram below depicts the planning and accountability framework that applies to local government in Victoria.

The SRP is prepared in accordance with section 126 of the Local Government Act 1989.

The key objectives of the SRP are to:

• ensure the long-term financial sustainability of the shire by committing to prudent and sound financial management objectives and principles

• improve Glenelg Shire’s ‘underlying operating result’ through an increase in its ‘Own Source Revenue’ (OSR), in order to provide an increased ability to fund asset renewal and other asset and major project requirements

• develop a Borrowing Strategy that is affordable and flexible, ensures ongoing financial sustainability, and responds to the necessity to fund specific major projects to achieve intergenerational equity

• develop a four-year Rating Strategy that enables Glenelg Shire to meet its commitment to improving the ‘underlying operating result’ and an increase in OSR.

COUNCIL PLAN → Strategic objectives

→ Strategies

→ Strategic indicators

BUDGET → Services and initiatives

→ Service outcome indicators

→ Major initiatives

→ Financial statements

PLANNING: MEDIUM TERM

REPORTING: SHORT TERM

ANNUAL REPORT → Report of operations


→ Performance statement

STAKEHOLDER AND COMMUNITY ENGAGEMENT

Jan – Jun Feb – Jun

Jul – Sep

Mar – Jun



→ Statements of non-financial resources

31Glenelg Shire Strategic Resource Plan 2017-2021

Rating Strategy

In developing the SRP rates and charges were identified as an important source of revenue, accounting for 45.2% of the total revenue received by Council annually. Planning for future rate increases has therefore been an important component of the strategic resource planning process. The state government has introduced the Fair Go Rates System (FGRS), which sets out the maximum amount by which councils may increase rates in a financial year. For 2017-18 the FGRS cap has been set at 2.0%. The cap applies to both general rates and municipal charges and is calculated on the basis of Council’s average rates and charges.

The level of required rates and charges has been considered in this context, with reference to Council’s other sources of income and the planned expenditure on services and works to be undertaken for the Glenelg Shire community.

In order to achieve these objectives while maintaining service levels and a strong capital expenditure program, the average general rate for 2017-18 will increase by 2.0% in line with the rate cap and the kerbside collection charge also by 2.0%. This will result in total rates and charges for 2017-18 of $22.4 million.

The following table sets out future proposed increases in revenue from rates and charges and the total rates to be raised, based on the forecast financial position of Council as at 30 June 2017 and the forecast rate increase used for financial planning purposes.

Year

General Rate Increase

%

Garbage Charge Increase

$’000

Total Rates Raised

$’000

2016-17 1.06 2.50 23,391

2017-18 2.00 2.00 22,428

2018-19 2.00 2.00 22,877

2019-20 2.00 2.00 23,335

2020-21 2.00 2.00 23,801

THE FOLLOWING TABLE CONTAINS THE RATE STRUCTURE FOR THE 2017-2018 BUDGET YEAR:

Rate Category 2017-18 Rate/Charge/In Lieu of Rates 2017-18 Rebate

General land 0.5331 (cents in the dollar of CIV) less 100% (of properties specified under Dutton Way/

Henty Bay Beawch Rebate)

Commercial/Industrial land 0.5331 (cents in the dollar of CIV) Nil

Primary production land 0.5331 (cents in the dollar of CIV) less 30% rebate

Recreational land 0.5331 (cents in the dollar of CIV) less 50% rebate

Cultural and Recreational Lands Act 0.2665 (cents in the dollar of CIV) Nil

Annual service charge $269.70 Nil

RATE AGREEMENTS

Port of Portland In lieu of rates Nil

Pacific Hydro In lieu of rates Nil

Portland Aluminium In lieu of rates Nil


BORROWING STRATEGY

For a number of years, Council has focused on reducing loan principal and interest payments, resulting in a gradual reduction in outstanding loan liabilities since 1999-2000.

Council has now decided to utilise loans to fund key capital works. However, Council is conscious that the Borrowing Strategy must be affordable in the short, medium and long term; it must be flexible and ensure ongoing financial sustainability that responds to the necessity to fund specific major projects to achieve intergenerational equity.

Asset Management Strategy

The key objective of the Asset Management Strategy is to maintain Council’s assets into the future and consider potential funding options for the expenditure gaps where available.

The overall objective is to ensure that limited financial resources are properly allocated to provide the desired level of service in the most cost-effective manner, for present and future customers. This will also minimise potential risks to Council while preserving the financial position of Council in the long term.

HUMAN RESOURCES

In order to meet commitments incorporated in the Council Plan, Council relies on its staff to deliver the stated outcomes.

In April 2017, the total number of employees was 371, which comprises full-time, part-time, casual and temporary staff. This equated to 264.1 full-time equivalent staff. It is not proposed to materially alter the staff requirements over the life of this plan.

FUTURE SUSTAINABILITY

Council will ensure the financial sustainability of the shire through developing a prudent and robust Strategic Financial Plan and long-term Capital Works plan.

The SRP's impact on future councils should be seen as a guide only and considered in conjunction with potential future influences that affect Council’s sustainability, which will be subject to review and debate by the council of the day in annual revisions of the plan.


COMPREHENSIVE INCOME STATEMENT

FOR THE FOUR YEARS ENDING 30 JUNE 2021

Forecast Actual Budget

Strategic Resource Plan Projections

2016-17

$’000

2017-18

$’000

2018-19

$’0002019-20

$’0002020-21

$’000

INCOME

Rates and charges 23,391 22,428 22,877 23,335 23,801

Statutory fees and fines 611 620 632 645 658

User fees 5,334 5,247 5,352 5,459 5,568

Grants – operating 11,717 11,165 11,388 11,616 11,848

Grants – capital 5,309 8,540 8,500 8,500 8,500

Contributions – monetary 99 – – – –

Net gain/(loss) on disposal of property, infrastructure, plant and equipment (1,401) 3 – – –

Other income 1,867 1,582 1,613 1,646 1,678

Total income 46,926 49,585 50,363 51,200 52,054

EXPENSES

Employee costs 21,723 22,027 22,467 22,917 23,375

Materials and services 14,512 14,878 15,175 15,479 15,788

Depreciation and amortisation 9,026 10,548 10,759 10,975 11,194

Borrowing costs 290 338 267 232 196

Other expenses 1,350 153 156 159 162

Total expenses 46,900 47,943 48,825 49,761 50,715

Surplus/(deficit) for the year 26 1,641 1,538 1,439 1,338

OTHER COMPREHENSIVE INCOME

Net asset revaluation increment/(decrement)

–

– – – –

Total comprehensive result 26 1,641 1,538 1,439 1,338


BALANCE SHEET


Forecast Actual

2016-17 $’000

Budget 2017-18

$’000

Strategic Resource

Plan Projections

2018-19 $’000

2019-20 $’000

2020-21 $’000

ASSETS

Current assets

Cash and cash equivalents 7,628 4,452 3,749 4,047 3,850

Trade and other receivables 3,286 3,286 3,286 3,286 3,286

Other financial assets 4 4 4 4 4

Inventories 198 198 198 198 198

Non-current assets classified as held for sale 133 – – – –

Other assets 399 399 399 399 399

Total current assets 11,648 8,339 7,636 7,934 7,737

Non-current assets

Property, infrastructure, plant and equipment 443,096 447,681 447,011 444,837 439,219

Total non-current assets 443,096 447,681 447,011 444,837 439,219

Total assets 454,744 456,020 454,648 452,772 446,957

LIABILITIES

Current liabilities

Trade and other payables 3,508 3,066 3,066 3,066 3,066

Provisions 10,407 6,806 11,572 13,038 8,165

Interest-bearing loans and borrowings 445 727 783 818 855

Total current liabilities 14,359 10,598 15,421 16,922 12,086

Non-current liabilities

Provisions 20,198 20,798 14,633 10,670 9,245

Interest-bearing loans and borrowings 3,800 6,596 5,029 4,176 3,285

Total non-current liabilities 23,997 27,393 19,662 14,846 12,530

Total liabilities 38,357 37,992 35,083 31,769 24,615

Net assets 416,387 418,028 419,565 421,003 422,341

Equity

Accumulated surplus 122,624 124,238 125,775 127,213 128,551

Reserves 293,764 293,790 293,790 293,790 293,790

Total equity 416,387 418,028 419,565 421,003 422,341


STATEMENT OF CHANGES IN EQUITY


Total

$’000

Accumulated Surplus

$’000

Revaluation Reserve

$’000

Other Reserves

$’000

2016-2017 FORECAST

Balance at beginning of the financial year 416,361 122,597 293,764 –

Surplus/(deficit) for the year 26 26 – –

Balance at end of the financial year 416,387 122,624 293,764 –

2017-2018 BUDGET


Surplus/(deficit) for the year 1,641 1,641 – –


2018-2019 STRATEGIC RESOURCE PLAN













STATEMENT OF CASH FLOWS


Forecast Actual

2016-17 $’000

Budget 2017-18

$’000


2018-19 $’000

2019-20 $’000

2020-21 $’000

Inflows (Outflows)

Inflows (Outflows)

Inflows (Outflows)

Inflows (Outflows)

Inflows (Outflows)

CASH FLOWS FROM OPERATING ACTIVITIES

Rates and charges 23,391 22,428 22,877 23,335 23,801

User fees 5,945 5,867 5,984 6,104 6,226

Grants – operating 11,717 11,165 11,388 11,616 11,848

Grants – capital 5,309 8,540 8,500 8,500 8,500

Contributions – monetary 99 – – – –

Interest received 250 250 255 260 265

Other receipts 1,617 1,331 1,357 1,384 1,411

Net GST refund/payment – – – – –

Employee costs (21,723) (22,027) (22,467) (22,917) (23,375)

Materials and services (19,386) (14,878) (16,301) (17,979) (18,288)

Other payments (1,350) (153) (155) (157) (160)

Net cash provided by/(used in) operating activities 5,869 12,524 11,440 10,150 10,235

CASH FLOWS FROM INVESTING ACTIVITIES

Payments for property, infrastructure, plant and equipment (16,543) (18,498) (11,450) (9,160) (9,737)

Proceeds from sale of property, infrastructure, plant and equipment 502 363 360 360 360

Net cash provided by/(used in) investing activities (16,041) (18,135) (11,090) (8,800) (9,377)

CASH FLOWS FROM FINANCING ACTIVITIES

Finance costs (290) (338) (267) (230) (196)

Proceeds from borrowings – 3,500 – – –

Repayment of borrowings (974) (727) (783) (818) (855)

Net cash provided by/(used in) financing activities (1,264) 2,436 (1,050) (1,048) (1,050)

Net increase/(decrease) in cash and cash equivalents (11,436) (3,176) (701) 301 (193)

Cash and cash equivalents at the beginning of the financial year 19,064 7,628 4,452 3,749 4,047

Cash and cash equivalents at the end of the financial year 7,628 4,452 3,752 4,051 3,855


STATEMENT OF CAPITAL WORKS


Forecast Actual

2016-17 $’000

Budget 2017-18

$’000


2018-19 $’000

2019-20 $’000

2020-21 $’000

PROPERTY

Land – – – – –

Land improvements – – – – –

Total land – – – – –

Buildings 3,087 4,130 3,300 1,910 2,487

Heritage buildings – 100 10 10 10

Building improvements – – – – –

Leasehold improvements – – – – –

Total buildings 3,087 4,230 3,310 1,920 2,497

Total property 3,087 4,230 3,310 1,920 2,497

PLANT AND EQUIPMENT

Heritage plant and equipment 8 – – – –

Plant, machinery and equipment 1,520 1,235 1,675 1,675 1,675

Fixtures, fittings and furniture 63 10 10 10 10

Computers and telecommunications – – – – –

Library books 110 110 110 110 110

Total plant and equipment 1,701 1,355 1,795 1,795 1,795


STATEMENT OF CAPITAL WORKS (CONTINUED)

FOR THE FOUR YEARS ENDING 30 JUNE 2021 (CONTINUED)

Forecast Actual

2016-17 $’000

Budget 2017-18

$’000


2018-19 $’000

2019-20 $’000

2020-21 $’000

INFRASTRUCTURE

Roads 8,767 7,642 3,400 4,400 4,400

Bridges 538 400 290 290 290

Footpaths and cycleways 335 100 145 145 145

Drainage 157 100 250 200 200

Recreational, leisure and community facilities 1,216 1,566 990 190 190

Waste management 204 20 20 20 20

Parks, open space and streetscapes 519 2,635 1,200 150 150

Aerodromes – – – – –

Off-street car parks – 50 50 50 50

Other infrastructure 20 400 – – –

Total infrastructure 11,755 12,913 6,345 5,445 5,445

Total capital works expenditure 16,543 18,498 11,450 9,160 9,737

REPRESENTED BY:

New asset expenditure 1,950 4,675 2,420 1,320 1,020

Asset renewal expenditure 11,221 10,637 7,200 6,260 7,287

Asset expansion expenditure – – – – –

Asset upgrade expenditure 3,372 3,186 1,830 1,580 1,430

Total capital works expenditure 16,543 18,498 11,450 9,160 9,737


STATEMENT OF HUMAN RESOURCES


Forecast Actual

2016-17 $’000

Budget 2017-18

$’000

Strategic Resource Plan

Projections 2018-19

$’0002019-20

$’0002020-21

$’000

STAFF EXPENDITURE

Employee costs – operating 21,323 21,627 22,067 22,517 22,975

Employee costs – capital 400 400 400 400 400

Total staff expenditure 21,723 22,027 22,467 22,917 23,375

FTE FTE FTE FTE FTE

STAFF NUMBERS

Employees 240.1 242.2 242.2 242.2 242.2

Total staff numbers 240.1 242.2 242.2 242.2 242.2

A summary of human resources expenditure categorised according to the organisational structure of Council is included below:

Department

Budget 2017-18

$’000

Comprises Permanent

Full Time $’000

Permanent Part Time

$’000

Assets 7,693 7,058 635

Community Services 6,338 3,685 2,653

Corporate Services 4,207 2,477 1,730

Chief Executive 1,761 1,679 82

Total permanent staff expenditure 19,999 14,898 5,101

Casuals and other expenditure 2,028

Total expenditure 22,027

A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below:

DepartmentBudget

FTE

Comprises Permanent

Full TimePermanent

Part Time

Assets 88.0 80.2 7.9

Community Services 71.4 36.7 34.7

Corporate Services 42.2 20.1 22.1

Chief Executive 15.4 14.6 0.8

Total 217.1 151.6 65.4

Casuals and other 25.1

Total staff 242.2


ASSET EXPENDITURE TYPES FUNDING SOURCES

2018 Total $’000

New $’000

Renewal $’000

Expansion $’000

Upgrade $’000

Total $’000

Grants $’000

Contributions $’000

Council Cash $’000

Borrowings $’000

Land – – – – – – Land – – – –

Land improvements – – – – – – Land improvements – – – –

Total land – – – – – – Total land – – – –

Buildings 4,130 1,140 2,590 – 400 4,130 Buildings 1,698 – 1,132 1,300

Heritage buildings 100 – 100 – – 100 Heritage buildings 100 – – –

Building improvements – – – – – – Building improvements – – – –

Leasehold improvements – – – – – – Leasehold improvements – – – –

Total buildings 4,230 1,140 2,690 – 400 4,230 Total buildings 1,798 – 1,132 1,300

Total property 4,230 1,140 2,690 – 400 4,230 Total property 1,798 – 1,132 1,300

Heritage plant and equipment – – – – – – Heritage plant and equipment – – – –

Plant, machinery and equipment 1,235 – 1,235 – – 1,235 Plant, machinery and equipment – – 1,235 –

Fixtures, fittings and furniture 10 – 10 – – 10 Fixtures, fittings and furniture – – 10 –

Computers and telecommunications – – – – – – Computers and telecommunications – – – –

Library books 110 – 110 – – 110 Library books – – 110 –

Total plant and equipment 1,355 – 1,355 – – 1,355 Total plant and equipment – – 1,355 –

Roads 7,642 1,035 5,197 – 1,410 7,642 Roads 4,520 – 3,122 –

Bridges 400 – 400 – – 400 Bridges 198 – 202 –

Footpaths and cycleways 100 – 100 – – 100 Footpaths and cycleways – – 100 –

Drainage 100 – 100 – – 100 Drainage – – 100 –

Recreational, leisure and community facilities

1,566 800 190 – 576 1,566 Recreational, leisure and community facilities

824 – 242 500

Waste management 20 – 20 – – 20 Waste management – – 20 –

Parks, open space and streetscapes 2,635 1,700 135 – 800 2,635 Parks, open space and streetscapes 1,200 – 135 1,300

Aerodromes – – – – – – Aerodromes – – – –

Off-street car parks 50 – 50 – – 50 Off-street car parks – – 50 –

Other infrastructure 400 – 400 – – 400 Other infrastructure – – – 400

Total infrastructure 12,913 3,535 6,592 – 2,786 12,913 Total infrastructure 6,742 – 3,971 2,200

Total capital works expenditure 18,498 4,675 10,637 – 3,186 18,498 Total capital works expenditure 8,540 – 6,458 3,500

SUMMARY OF PLANNED CAPITAL WORKS EXPENDITURE



2018 Total $’000

New $’000

Renewal $’000

Expansion $’000

Upgrade $’000

Total $’000

Grants $’000



Borrowings $’000

Land – – – – – – Land – – – –



Buildings 4,130 1,140 2,590 – 400 4,130 Buildings 1,698 – 1,132 1,300

Heritage buildings 100 – 100 – – 100 Heritage buildings 100 – – –



Total buildings 4,230 1,140 2,690 – 400 4,230 Total buildings 1,798 – 1,132 1,300

Total property 4,230 1,140 2,690 – 400 4,230 Total property 1,798 – 1,132 1,300


Plant, machinery and equipment 1,235 – 1,235 – – 1,235 Plant, machinery and equipment – – 1,235 –




Total plant and equipment 1,355 – 1,355 – – 1,355 Total plant and equipment – – 1,355 –

Roads 7,642 1,035 5,197 – 1,410 7,642 Roads 4,520 – 3,122 –

Bridges 400 – 400 – – 400 Bridges 198 – 202 –

Footpaths and cycleways 100 – 100 – – 100 Footpaths and cycleways – – 100 –

Drainage 100 – 100 – – 100 Drainage – – 100 –


1,566 800 190 – 576 1,566 Recreational, leisure and community facilities

824 – 242 500


Parks, open space and streetscapes 2,635 1,700 135 – 800 2,635 Parks, open space and streetscapes 1,200 – 135 1,300



Other infrastructure 400 – 400 – – 400 Other infrastructure – – – 400

Total infrastructure 12,913 3,535 6,592 – 2,786 12,913 Total infrastructure 6,742 – 3,971 2,200

Total capital works expenditure 18,498 4,675 10,637 – 3,186 18,498 Total capital works expenditure 8,540 – 6,458 3,500



2019 Total $’000

New $’000

Renewal $’000

Expansion $’000

Upgrade $’000

Total $’000

Grants $’000



Borrowings $’000

Land – – – – – – Land – – – –



Buildings 3,300 2,050 1,250 – – 3,300 Buildings 1,700 – 1,600 –

Heritage buildings 10 10 – – – 10 Heritage buildings – – 10 –



Total buildings 3,310 2,060 1,250 – – 3,310 Total buildings 1,700 – 1,610 –

Total property 3,310 2,060 1,250 – – 3,310 Total property 1,700 – 1,610 –


Plant, machinery and equipment 1,675 – 1,675 – – 1,675 Plant, machinery and equipment 1,625 – 50 –




Total plant and equipment 1,795 – 1,795 – – 1,795 Total plant and equipment 1,625 – 170 –

Roads 3,400 10 1,760 – 1,630 3,400 Roads 3,400 – – –

Bridges 290 – 90 – 200 290 Bridges 290 – – –

Footpaths and cycleways 145 100 45 – – 145 Footpaths and cycleways 145 – – –

Drainage 250 – 250 – – 250 Drainage 200 – 50 –


990 50 940 – – 990 Recreational, leisure and community facilities

990 – – –


Parks, open space and streetscapes 1,200 50 1,150 – – 1,200 Parks, open space and streetscapes 150 – 1,050 –



Other infrastructure – – – – – – Other infrastructure – – – –

Total infrastructure 6,345 210 4,305 – 1,830 6,345 Total infrastructure 5,175 – 1,170 –

Total capital works expenditure 11,450 2,270 7,350 – 1,830 11,450 Total capital works expenditure 8,500 – 2,950 –



2019 Total $’000

New $’000

Renewal $’000

Expansion $’000

Upgrade $’000

Total $’000

Grants $’000



Borrowings $’000

Land – – – – – – Land – – – –



Buildings 3,300 2,050 1,250 – – 3,300 Buildings 1,700 – 1,600 –




Total buildings 3,310 2,060 1,250 – – 3,310 Total buildings 1,700 – 1,610 –

Total property 3,310 2,060 1,250 – – 3,310 Total property 1,700 – 1,610 –







Roads 3,400 10 1,760 – 1,630 3,400 Roads 3,400 – – –

Bridges 290 – 90 – 200 290 Bridges 290 – – –


Drainage 250 – 250 – – 250 Drainage 200 – 50 –



990 – – –


Parks, open space and streetscapes 1,200 50 1,150 – – 1,200 Parks, open space and streetscapes 150 – 1,050 –




Total infrastructure 6,345 210 4,305 – 1,830 6,345 Total infrastructure 5,175 – 1,170 –




2020 Total $’000

New $’000

Renewal $’000

Expansion $’000

Upgrade $’000

Total $’000

Grants $’000



Borrowings $’000

Land – – – – – – Land – – – –



Buildings 1,910 1,100 660 – 150 1,910 Buildings 1,700 – 210 –




Total buildings 1,920 1,110 660 – 150 1,920 Total buildings 1,700 – 220 –

Total property 1,920 1,110 660 – 150 1,920 Total property 1,700 – 220 –







Roads 4,400 10 3,160 – 1,230 4,400 Roads 4,200 – 200 –

Bridges 290 – 90 – 200 290 Bridges 290 – – –


Drainage 200 – 200 – – 200 Drainage 200 – – –



190 – – –


Parks, open space and streetscapes 150 50 100 – – 150 Parks, open space and streetscapes 150 – – –




Total infrastructure 5,445 210 3,805 – 1,430 5,445 Total infrastructure 5,175 – 270 –

Total capital works expenditure 9,160 1,320 6,260 – 1,580 9,160 Total capital works expenditure 8,500 – 660 –



2020 Total $’000

New $’000

Renewal $’000

Expansion $’000

Upgrade $’000

Total $’000

Grants $’000



Borrowings $’000

Land – – – – – – Land – – – –



Buildings 1,910 1,100 660 – 150 1,910 Buildings 1,700 – 210 –




Total buildings 1,920 1,110 660 – 150 1,920 Total buildings 1,700 – 220 –

Total property 1,920 1,110 660 – 150 1,920 Total property 1,700 – 220 –







Roads 4,400 10 3,160 – 1,230 4,400 Roads 4,200 – 200 –

Bridges 290 – 90 – 200 290 Bridges 290 – – –





190 – – –







Total capital works expenditure 9,160 1,320 6,260 – 1,580 9,160 Total capital works expenditure 8,500 – 660 –



2021 Total $’000

New $’000

Renewal $’000

Expansion $’000

Upgrade $’000

Total $’000

Grants $’000



Borrowings $’000

Land – – – – – – Land – – – –



Buildings 2,487 800 1,687 – – 2,487 Buildings 1,700 – 787 –




Total buildings 2,497 810 1,687 – – 2,497 Total buildings 1,700 – 797 –

Total property 2,497 810 1,687 – – 2,497 Total property 1,700 – 797 –







Roads 4,400 10 3,160 – 1,230 4,400 Roads 4,200 – 200 –

Bridges 290 – 90 – 200 290 Bridges 290 – – –





190 – – –









STATEMENT OF PLANNED HUMAN RESOURCE EXPENDITURE

SUMMARY OF PLANNED HUMAN RESOURCES EXPENDITURE

2018 $’000

2019 $’000

2020 $’000

2021 $’000

ASSETS

Permanent – full time 7,058 7,199 7,343 7,490

Permanent – part time 635 648 661 674

Total Assets 7,693 7,847 8,004 8,164

COMMUNITY SERVICES


Permanent – part time 2,653 2,706 2,760 2,815

Total Community Services 6,338 6,465 6,594 6,726

CORPORATE SERVICES


Permanent – part time 1,730 1,765 1,800 1,836

Total Corporate Services 4,207 4,291 4,377 4,465

CHIEF EXECUTIVE


Permanent – part time 82 84 85 87

Total Chief Executive 1,761 1,796 1,832 1,869

Total casuals and other 2,028 2,068 2,110 2,152

Total staff expenditure 22,027 22,467 22,917 23,375

SUMMARY OF PLANNED HUMAN RESOURCES EXPENDITURE (CONTINUED)

2018 FTE

2019 FTE

2020 FTE

2021 FTE

ASSETS

Permanent – full time 80.2 80.2 80.2 80.2

Permanent – part time 7.9 7.9 7.9 7.9

Total Assets 88.1 88.1 88.1 88.1

COMMUNITY SERVICES



Total Community Services 71.4 71.4 71.4 71.4

CORPORATE SERVICES



Total Corporate Services 42.2 42.2 42.2 42.2

CHIEF EXECUTIVE



Total Chief Executive 15.4 15.4 15.4 15.4

Total casuals and other 25.1 25.1 25.1 25.1

Total staff numbers 242.2 242.2 242.2 242.2

PORTLAND CUSTOMER SERVICE CENTRE 71 Cliff Street, Portland

CASTERTON CUSTOMER SERVICE CENTRE 67 Henty Street, Casterton

HEYWOOD CUSTOMER SERVICE CENTRE 77 Edgar Street, Heywood

PO Box 152 Portland 3305 1300 GLENELG (1300 453 635) [email protected]

www.glenelg.vic.gov.au

GLENELG SHIRE COUNCIL

SHAPING OUR FUTURE · a strong foundation for this future work plan. Almost 10 per cent of...

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