present: apologies: disclosure of interests calendar …€¦ · 19th september 2017. present:...

Balranald Shire Council Agenda – Ordinary Meeting – Tuesday 19th September 2017

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This is of the Business Paper of the Ordinary Monthly Meeting of Balranald Shire Council held in the Council Chambers, Market Street Balranald on Tuesday 19th September 2017.

PRESENT: APOLOGIES: Cr Jo Roberts DISCLOSURE OF INTERESTS

CALENDAR OF EVENTS

Calendar of Events

September - October

September

19 Council Meeting

21 LEMC Meeting @ 10.30am

October

3 Euston Beautification & Tourism Management Committee Meeting @ 9am

3 Tourism Committee Meeting @ 5pm

4 Balranald Beautification Committee Meeting @ 7pm

5 Internal Audit Committee

16 Council Meeting


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CONFIRMATION OF MINUTES

Recommendation: That: “The minutes of the Ordinary Meeting of Council held on Tuesday 15th August 2017 copies having previously been circulated to each Councillor be taken as read and confirmed.”

PRESENTATION/DELEGATIONS

MAYORAL MINUTE/REPORT

COMMITTEE REPORTS FOR ADOPTION

DELEGATES REPORTS


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NOTICES OF MOTION/RESCISSION

Notice of Rescission: That Item G-3 of Council agenda 15th August 2017 be rescinded:

1. Adopt the Master Plan and Business Plan for the Balranald Caravan park.

2. Publicly invite expressions of interest for proposals regarding the operation and management of the Caravan Park. Provided by: Cr Steve O’Halloran, Cr Trevor Jolliffe and Cr Jeff Mannix

Notice of Motion

Notice of Motion 1

That a review of the Caravan Park lease be conducted within 12 months.

Provided by: Cr Steve O’Halloran, Cr Trevor Jolliffe and Cr Jeff Mannix

Notice of Motion 2

That a Tender based on the current Caravan Park Contract is put out for expression of interest based on a 2 year Contract. Provided by: Cr Alan Purtill, Cr German Ugarte and Cr Doug Allen

A notice of motion was received that following legal advice, deemed to be unlawful and the councillors concerned have been advised in writing of the decision and the reasons.


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GENERAL MANAGER’S REPORTS

(Incorporating all Staff Reports)

PART A - ITEMS REQUIRING DECISION General Manager’s Reports Item G - 1 UPCOMING CONFERENCES File Number: 030 Reporting Officer: Aaron Drenovski, General Manager Operational Plan Objective: Pillar Six: Our Leadership – A community that values and fosters leadership, lifelong learning, innovation and good governance. Officer Recommendation: That Council determine the conferences to be represented at and the delegates who will attend.

Purpose of report To advise Council of forthcoming Conferences which Council is usually represented at. Report The LGNSW Annual Conference is schedule for 4 – 6 December 2017 and is to be held at the Hyatt Regency in Sydney. The Conference is the annual policy-making event for NSW Councils. The registration fee for the 3 day event is $899 per delegate. The Murray Darling Association 2017 73rd National Conference and Annual General meeting will be held 11th – 13th October 2017 in Renmark South Australia. The conference registration fee is $660 per person. Council has been represented at each of the mentioned conferences for the past several years. It is for Council to determine which conference is attended and those who will represent Council.

Financial Implication Councils Conference/Delegates budget is $20,500 for 2017/2018.

Legislative Implication Nil

Policy Implication In accordance with Council’s Payment of Expenses and Provision of Facilities for Mayor and Councillors

Attachments Conference programs under separate cover


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Corporate & Community Services Reports

Item C - 1 FUTURE MANAGEMENT OF BIDGEE HAVEN HOSTEL – AN UPDATE

File number: Reporting Officer: Director of Corporate & Community Development Operational Plan Objective: Pillar 6: Our Leadership – Provide good governance, prudent financial management and effective support services for all its activities. Pillar 2: Our Place – A liveable and thriving community that maintains lifestyle opportunities and addresses its disadvantages. Officer Recommendation:

1. That Council:

Ratify the actions of the Mayor and General Manager in appointing a temporary agency carer to assist with staff workloads and contract an experienced Business Manager for 3 months.

Determine its preferred approach to the future management of the Bidgee Haven Hostel.

Purpose of Report To provide Council with an update on options for the future management of the Bidgee Haven Hostel. Report Council has committed in its implementation plan submitted to the Minister to address the action: “That Council consider divesting the management and possible ownership of the Bidgee Haven Hostel in Balranald to ensure income losses do not impact on Council’s limited budget and risks to Council are minimised” The proposed outcome being: Options for the future ownership and management of the facility considered and Council decision made with a completion date of 30 September 2017. Council, at its August 2017 meeting considered an options paper for the future management of the Bidgee Haven Retirement Hostel. This paper is included as Attachment A. At that meeting Council resolved to send a delegation to meet with the Federal Minister for Aged Care & Primary Health on Friday at Broken Hill to discuss


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options to retain the bed licences in our community and requested that a report comes back to council at its next meeting. This meeting in Broken Hill was attended by The Mayor, Deputy Mayor, Cr O’Halloran and General Manager, in addition to the Federal Minister for Aged Care (Ken Wyatt), the CEO of Far West Local Health District and the CEO (Alan Carter) of Southern Cross Area Care. The Minister was concerned about our predicament and asked Council to provide him further information around the Office of Local Government recommendation in relation to the hostel and our implementation plan action addressing this recommendation. Following this meeting, a letter was sent to the Minister, on 31 August 2017, requesting a one off grant of $400,000 to help offset Council’s budgeted loss for the current financial year. This grant funding, if provided, will also be used to facilitate further discussions with both State and Federal representatives to identify ways to maximise the provision of aged care in the Shire and make this more financially sustainable in the future. Council, at a recent workshop, was advised of work health and safety concerns that had been raised by staff in relation to the large number of hours being worked by some staff. Based on discussions held in relation to how Council might minimise the financial losses and risks associated with operating the hostel, and in response to the work health and safety concerns raised, the Mayor has authorised the General Manager to employ an agency carer for a short term contract pending filling of advertised vacancies, and also to employ an experienced aged care business manager for a three month contract to review the operations of the hostel and identify ways to improve the financial outcomes. Advice received by Council from people with experience in the aged care industry suggests that while it is unlikely the hostel will generate sufficient revenues to cover all its operating costs, nevertheless the financial losses from the hostel could be substantially reduced. Employment of an experienced aged care business manager to explore this further will provide Council with additional information to help it determine the appropriate way forward for the hostel. As it is expected it will take some time to implement Council’s preferred option for the future management of the hostel, this work is not expected to significantly delay any decision Council may make. The hostel provides an important service to the Balranald shire community both in terms of being an employer for locals and also in providing a care facility for the older members of our community. However, it is important Council work to minimise the risks from the operations of the hostel both operational and financial on its core business. Grant funding from the federal government, if received, will assist in minimising the financial impact of the hostel on Council in the current financial year and provide Council will time to transition to a new management model going forward.


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To continue to progress the management of the hostel to a new management model it is suggested Council consider advertising for expressions of interest from an incorporated community group to take over the future management of the hostel. Prior to advertising Council should agree on what, if any, subsidies it is prepared to offer a community group to take on this role. It may be appropriate for Council to request its Section 355 Hostel Committee prepare a proposal on this matter for Council consideration.

Financial Implication To be determined dependent on option chosen


Policy Implication Nil

Attachments Options Paper re Future Management Options


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(Attachment A)

DISCUSSION PAPER RE FUTURE MANAGEMENT OPTIONS FOR

THE BIDGEE HAVEN RETIREMENT HOSTEL

One of the six pillars of wellbeing articulated in Council’s Community Strategic Plan is developing our Shire as ‘a liveable and thriving community that maintains lifestyle opportunities and addresses its disadvantages’. The existence and operation of a facility for those in our community who have retired and can no longer live in their own homes is an important element in meeting this wellbeing pillar. Council currently operates the Bidgee Haven Retirement Hostel in recognition of the importance of having a facility of this kind in the community. In addition members of the community have contributed funding towards the establishment of the facility in recognition of the importance of such a facility. However, operating a facility of this kind is not generally regarded as core business of Council, and as such carries a number of risks for Council. A survey of key risk areas for Council include: Financial- The hostel has sustained significant financial operating losses over the last two years (2015-16: $443,805; 2016-17: $600,000 estimate) with further losses predicted in 2017-18 ($391,574) and out years. In addition to these operating losses Council has continued to undertake capital expenditures (2015-16: $170,606; 2016-17: $37,983). The hostel is a relatively small facility (15 beds) and as such is unable to achieve economies of scale necessary to realise the associated cost savings and increased revenues that are available to larger facilities. The requirements for operating an aged care facility, and associated costs, continue to increase while the available dollars and rules around access to these continue to be tightened. To maintain the amenity of the facility and continue to attract residents Council will need to expend significant amounts on capital and building maintenance going forward, the costs of which are expected to further increase the outflows of cash from Council funds in out-years. The losses in the previous financial years have meant that Council funds have been used to subsidise the activities of the hostel, Further predicted losses will mean a continual call on Council funds to offset the operating losses and capital expenditures in out-years.


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Operational – These risks can arise where Council is involved in operating a non-core business activity. Council may have insufficient staff or skills sets to operate an aged care business that has different accreditation requirements from the traditional local government model, staff appointments are made under a different industrial award and conditions and operational aspects of the hostel may require a different level of skill sets and more immediate responses than those traditionally required in a local government environment. All of these factors pose a further risk to Council’s traditional operations as staff are diverted from core activities to manage and/or assist with the requirements of the aged care facility. A preliminary review of Councils in the Western Division indicates that Balranald is the only Council that still operates and aged care facility, noting that Broken Hill, Cobar and Lachlan Shire have recently moved from a Council operated facility to external providers. Reputational- The operation of the aged care facility may adversely impact on the community’s perception of Council if it is seen that Council is not operating this facility to the level expected by the community (whether realistic or not) or Council is not seen to be allocating enough resources to the facility. As with all health care, the care of our elderly is an emotive issue and often members of the public have unrealistic expectations of what can be provided within what is a finite level of resources. This poses significant risk to Council through its community’s perception of the work that it does and may impact on other areas of core business. Political – this risk relates to potential changes in Government legislation relating to the aged care industry and requirements to be accredited to operate an aged care facility, and receipt of government care subsidies. In recent years there has been a tightening of the requirements around receipt and availability of government care subsidies In recognition of these risks, Council has determined that it will consider options for how best to manage, and where possible mitigate, these risks while also continuing to ensure the facility remains in the community. To enable an objective assessment of each option, and after discussions with a number of key stakeholders, three key success criteria have been identified:

Continued provision of aged care facilities within the Shire to meet Council’s, and the community’s, objective of Balranald Shire as ‘a liveable and thriving community that maintains lifestyle opportunities and addresses its disadvantages’.

Provision of high quality care for those in our community that meet the criteria for admission to an aged cared facility.

Minimisation or removal of risks associated with the operation of a non-core business activity by Council.

Five options are discussed below. These are ranked in order of maintaining status quo to Council moving totally out of this area of service provision. This ranking does not reflect order of preference for the options.


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Evaluation of Options

Option 1: Council continues to manage the hostel operations, either with the existing or a revised management structure. In addition to Patient Care Assistants, responsible for assisting with the day to day care of residents, Council employs a Hostel Coordinator, a part time registered nurse and also an administration officer. Council also charges a management fee to the hostel to recognise costs associated with financial and human resource management, compliance with statutory reporting requirements and providing general assistance with other aspects of the hostel operations. This funding is used to supplement the costs associated with operating the existing finance team who also provide services to Council’s core business delivery areas. Council staff have commenced a detailed review of the hostel operations over time to identify reasons for the continued decline in financial outcomes and also identify risks that require mitigation. This review, in conjunction with the recent accreditation audit has identified that the current management structure offers high quality patient care, however it does not address many of the risks for Council associated with operating the hostel. As an example it has been identified there is a disconnect between patient care and business management at the hostel with a number of residents having been allowed to take up residency at the hostel without paying a bond or completing the necessary paperwork to enable the correct invoicing of amounts for the resident fees. As a conservative estimate initial calculations indicate there is up to $100,000 in foregone revenue through lack of bond receipts and associated interest, daily accommodation charges not being invoiced due to paperwork not being completed and incorrect charging. Council staff are continuing to work on this issue and will bring a detailed paper to Council for decision once this work is completed. This work does, however, highlight the need for improved business management within the hostel. If Council selects this option as a way forward it is recommended it change the management structure of the hostel to upgrade the current administration position to that of a business manager, and convert the hostel coordinator position to a patient care manager at an approximate cost of $50,000 per annum. This option will meet two of the three key success criteria identified above but will not meet the third criteria of effective risk minimisation. Ongoing political risks around accreditation and funding requirements; operational risks relating to Council resourcing being diverted to non-core functions and differing skill sets; financial risks as costs continue to escalate while funding sources decline and reputational risk will continue to be key concerns for Council.


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Option 2: Council delegates financial and operational responsibility for the management of the hostel to a Section 355 Committee. This option would see Council revise the terms of reference for its current Section 355 Committee to allow this Committee to assume responsibility for the financial management and operations of the hostel including indemnifying Council against significant losses from the hostel operations. This option may be difficult to implement as it will require community members with a high degree of skill in operating an aged care facility and business management and a willingness to contribute more in time and resources than is currently required of other Section 355 committees. This option, if successfully implemented, could potentially meet all of the key success criteria; although Council will retain an element of risk should the Section 355 Committee not operate successfully as a Committee of Council, or manage the hostel effectively and within available finances. Option 3: Council negotiates with an incorporated community group to take over full management of the hostel operations. This option would see Council pass full responsibility for the management of the hostel to an incorporated community group. Management by such a group would see responsibility for the day to day operations of the hostel, including maintenance of the facility, patient care, staffing, administration and statutory compliance matters passed to an incorporated community group. Council would retain ownership of the building and bed licences while making these available to the community group through a long term lease arrangement. Profits and/or losses of the hostel would be the responsibility of the community group. Council could also consider making a reducing financial commitment over the first three years to enable this group to establish itself and bring the hostel to a more financially sustainable position. Similar to establishment of a Section 355 Committee to operate the hostel this option may be difficult to implement as it will require community members with a high degree of skill in operating an aged care facility and business management to ensure the facility continues to offer a high level of care to its residents within financially sustainable constraints. This option, if successfully implemented, could meet all of the three key success criteria; though will have some ongoing financial implications for Council dependent on the structure of the lease, agreement reached re maintenance of the facility, depreciation and any financial contribution Council makes to the community group.


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Option 4: Council seeks expressions of interest from other retirement home operators to take over the management of the Bidgee Haven Hostel. This option would see Council pass full responsibility for the management of the hostel to an organisation that specialises in the management of aged care facilities. Management by such a group would see responsibility for the day to day operations of the hostel, including maintenance of the facility, patient care, staffing, administration and statutory compliance matters passed to this organisation. Council would retain ownership of the building and bed licences while making these available through a long term lease arrangement. Profits and/or losses of the hostel would be the responsibility of the aged care organisation. This option will meet two of the key success criteria of minimising risks to Council and also keeping the facility within the Shire. Once full responsibility for operating the facility is transferred to an external organisation Council will have limited, if any, input into the quality of care provided to residents (the third key success criteria). However, Council can manage this risk through careful selection of the successful external provider, provisions within the lease arrangement (which may affect the amount the external organisation will pay for the lease) and appropriately worded contract provisions. It should be noted, though that Council may have difficulty in sourcing an external provider to take over the management of the hostel, given its relatively small size and financial viability. Council may need to consider offering a subsidy for a period of time to offset these disadvantages. Option 5: Council sells the Bidgee Haven Hostel property and associated bed licences, possibly with the requirement that the bed licences and facility continue to be operated within the Shire. This option, if adopted, would mean Council would sell the hostel facility and associated bed licences to an external organisation. The benefit to Council would be that it could result in a revenue stream to assist it in addressing other priorities and would remove all risks associated with the operations of the hostel. However, as some community members have contributed funds to establish the hostel this option is likely to meet strong community resistance if adopted. Continued provision of aged facilities within the Shire and the quality of care would be dependent on the terms of sale for the hostel. Council could place restrictions such as requiring the bed licences to remain in the Shire as a condition of sale. It should be noted this could potentially result in a lower sale price or lack of a suitable purchaser if Council seeks to apply restrictive provisions to the bed licences and future use of the hostel.


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This option would meet the key success criteria of minimisation or removal of risks associated with the operation of a non-core business activity by Council. However, dependent upon the terms of sale Council once the facility and bed licences are sold Council would not be able to influence the quality of care or long term provision of aged care facilities within the Shire. Summary

This paper has examined five options for the future management of the Bidgee Haven hostel ranging from maintaining the status quo to Council selling the facility and associated bed licences. These options have been evaluated against three key success criteria of

Continued provision of aged care facilities within the Shire to meet Council’s, and the community’s, objective of Balranald Shire as ‘a liveable and thriving community that maintains lifestyle opportunities and addresses its disadvantages’.

Provision of high quality care for those in our community that meet the criteria for admission to an aged cared facility.

Minimisation or removal of risks associated with the operation of a non-core business activity by Council.

Each of these options meet these key success criteria to differing degrees. However, in evaluating these options it would seem Option 4 – seeking expressions of interest from other retirement home operators to take over the management of Bidgee Haven Hostel combined with well-defined evaluation criteria and due diligence could best meet the three key success criteria.


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Corporate and Community Development Division Item C - 2 CARRY FORWARD OF UNEXPENDED FUNDS AND RESTRICTED ASSETS File number: 085

Reporting Officer Director of Corporate and Community Development Operational Plan Objective: Pillar Six: Our Leadership – a community that values and fosters leadership, lifelong learning, innovation and good governance Officer Recommendation:

That Council:

Approve carrying forward budget of $520,883 (General

Fund $328,519, Water Fund $10,095, Sewer Fund

$181,490) to complete works budgeted in 2016-17 but

not completed in the financial year.

Approve agree to restrict cash assets of $2.621 million,

as at 30 June 2017, as detailed in this report.

Note that following these restrictions Council will have

circa $95,000 unrestricted general fund cash as at 30

June 2017.

Purpose of Report To seek Council agreement to

carry forward 2016-17 unexpended budget funds;

to restrict cash assets to reflect specific purpose grant funding received but

not yet spent, donations received for specific purposes and funding to meet

future liabilities for caravan park, plant, gravel pit rehabilitation and health.

Report As part of finalising its Draft 2016-17 financial statements, Council has reviewed actual expenditure against budgeted expenditure. This review has identified a number of budgeted items where the work has not been completed in the 2016-17 financial year or where funding has been received for a specific purpose, eg grants and this has not been fully expended in the financial year.


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To ensure Council complies with grant conditions, and is also able to complete work in accordance with its budgeted works program it is necessary to reserve cash assets for these purposes. Budgeted works which have not been completed in the 2016-17 financial year, and for which approval to carry forward funds is sought are detailed in the table below:

Details $ Reason for carry over

Temporary Advisor Costs 44,000 Invoices for work done by temporary advisor not yet received

IT Hardware 8,000 Funding required for replacement server hardware

Upgrade of Financial System 25,000 Funding required to implement improved financial management reporting tool. Work deferred due to resource constraints.

Records Management System 64,648 Funding has been committed but work not completed prior to 30 June 2017.

Long term asset management plan 87,650 Funding required to complete work in 2017-18 financial year

Turlee to Leaghur and Marma Box Creek Roads (formation and drain repair)

100,000 Funded from Flood Recovery money – Roads. Work not commenced in 2016-17

Total General Fund 329,298

CCTV Sewer Viewing and Cleaning

31,933 Work commenced in 2016-17 but not yet complete

Balranald Sewer Ponds


Total Sewerage Management 181,490

Drain Filtered Ponds


Total Water Management Fund 10,095

In addition to the carry forward works identified above, Council has received a number of specific purpose grants (or grants in advance) for which expenditure has not yet occurred. It is necessary to reserve this funding to ensure it is available as and when expenditure related to the grants occurs. Details of these grants are detailed in the table below:


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Details $

Financial Assistance Grants Received in Advance 1,870,657

Heritage Near Me Grant 58,632

National Parks/Yanga and Mungo 20,000

Roads to Recovery 235,773

Total 2,185,062

Council has also agreed, in the past, to set aside funds to meet future liabilities associated with replacement of plant, caravan park expenditures, and rehabilitation of gravel pits. It is recommended Council continue to set aside funds for these purposes. The amounts to be set aside have been calculated on depreciation charges and profits associated with relevant business units or donations made for a specific purpose. Details of these are included in the table below:

Details $

Replacement of Plant 283,196

Caravan Park 71,353

Theatre Royal Improvements 2,335

Rehabilitation of Gravel Pits 75,085

Lake Benanee Capital Improvements 1,126

Health Reserve 3,000

Total 436,095

It is recommended Council agree to restrict these funds as at 30th June 2017 and reflect these restrictions in its Draft 2016-17 Financial Statements.


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Item C - 3 2016/2017 DRAFT FINANCIAL STATEMENTS File number: AD 001 Reporting Officer: Director of Corporate & Community Development Operational Plan Objective: Pillar Six: Our Leadership – 6.3.2 Provide good governance, prudent financial management and effective support services for all its activities.

Recommendation: That

i. the Draft 2016-17 Financial Statements be received.

ii. the Draft 2016-17 Financial Statements as tabled be referred to Audit.

iii. The Council authorise the Mayor, Deputy Mayor, the General Manager and the Responsible Accounting Officer to sign the Statements in accordance with Section 413(2)(c) of the Local Government Act (1993).

Purpose of Report

To seek Council approval to refer the Draft 2016-17 Financial Statements to Audit in accordance with Section 413(2)(c) of the Local Government Act (1993). Report

Two separate financial reports are produced by Council each year to comply with State Government legislative requirements under the Local Government Act 1993 and the Public Finance and Audit Act 1983.

The reports are the:

General Purpose Financial Report

Special Purpose Financial Report

The draft reports have been completed and the primary financial statements will be tabled at the Council meeting. Section 413(2) of the Local Government Act 1993 and Section 41C of the Public Finance and Audit Act 1983 requires Council to include in the financial reports; a statement as to Council's opinion on each of the reports. The auditor requires these statements to be signed prior to the issue of the audit reports. The prescribed forms of the statements of opinion are tabled and must be signed by the Mayor, at least one other Councillor, the General Manager and the Responsible Accounting Officer of the Council.


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Following the audit of these reports, Council's Auditors, the NSW Auditor General, will be making a presentation to Councillors on the audited financial reports at the November 2017 Ordinary Council Meeting. This will provide the opportunity for an in-depth discussion on the financial results and trends.

Financial Implication Auditors fees as per budget

Legislative Implication Sec. 415 Local Government Act 1993


Attachments Nil


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Infrastructure and Development Reports Item I – 1 WHARF RESERVE LICENCE AGREEMENT File: Legal M 3.351 Reporting Officer: Director Infrastructure and Development – Andre Pretorius Operational Plan Objective: Pillar 1: Our People – 1.1.1(a) – Promote events that encourage community interaction Officer Recommendation: That Council resolve to affix the Common Seal of Council to the Licence Agreement between Council and Crown Land for use of the Wharf Reserve, Reserve No. 588029.

Purpose of Report To authorise the fixing of the Common Seal of Council to a Licence Agreement, between Council and Crown Land to permit the use of the reserve for the Red Bull Branched Out Event / 5 Rivers Festival.

Report The Wharf Reserve area between Mayall and We Streets is proposed to be used for the Red Bull Branched Out Event as part of the 5 Rivers Festival in October this year. The reserve is not under Council management, necessitating a licence agreement to be arranged with Crown Land. A no rent charge licence has been prepared by Crown Land and requires the affixing of the Common Seal of Council.

Financial Implication Nil

Legislative Implication Nil.

Policy Implication Nil.

Attachments Letter of Offer


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Attachment: Letter of Offer


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Item I - 2 LAKE BENANEE – FINANCIAL CONTRIBUTION

File: 469 Reporting Officer: Director Infrastructure and Development – Andre Pretorius Operational Plan Objective: Pillar 1: Our People - A community that is proactive, engaged, inclusive and connected. Officer Recommendation:

That Council: 1. Engage in discussion with John and Robyn Hoyle–Holdsworth and

establish a Service Level Agreement between both parties for the supply of water at the Lake Benanee camping ground.

2. Provide a $500 per year contribution at the beginning of the financial year to Mr and Mrs Hoyle-Holdsworth for operational expenses subject to the successful finalisation and agreement of the Service Level Agreement between both parties.

Purpose of Report To seek Council endorsement to commence discussions and negotiations to set up a Service Level Agreement to cover operational expenses for the provision of water supply at the Lake Benanee camping ground. Report Mr and Mrs John and Robyn Hoyle-Holdsworth have been providing water to the camp ground at Lake Benanee for the past 15 to 16 years. The water is used to flush toilets, hand basins, outdoor showers, external tap and drip irrigation system. While they are happy to continue to provide water to the existing tanks, they would like to have some financial contribution to cover day to day operational expenses in providing these services. Council would like to engage in discussion between Mr and Mrs Hoyle- Holdsworth to set up a Service Level Agreement that captures the roles and responsibilities of both parties.

Financial Implication Approximately $500 each year



Attachments Letter from John and Robyn Hoyle–Holdsworth


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Attachment: Letter from John and Robyn Hoyle-Holdsworth


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Item I - 3 EUSTON OVAL REMEDIATION WORKS BY VOLUNTEERS

File: 557 Reporting Officer: Director Infrastructure and Development – Andre Pretorius Operational Plan Objective: Pillar 1: Our People - A community that is proactive engaged, inclusive and connected. Officer Recommendation:

That Council: 1. Endorse the proposed work by the volunteers subject to;

a. The provision of a work plan and methodology b. Names of volunteers c. Names of all contractors d. Copies of requested insurances e. Copies of Safe Work Method Statements and Risk

Assessments f. Induction on to the site by Council staff.

Purpose of Report To seek Council endorsement in relation to proposed work by volunteers at the Euston Recreation Reserve. Report With the ongoing issues involving the condition of the Euston oval and facilities, some volunteers have made themselves available to get the oval and facilities up to an acceptable standard. A quotation has been obtained from KW Earthmoving and Concreting Pty Ltd for $16,500 (incl GST) to restore the oval back to its original condition by importing dirt and by building the lower areas of the oval up to one level. Funding has been sourced from the Robinvale Euston Football Netball Committee ($5,000), Euston Grounds Committee ($5,000) and from the community ($6,500). Council requested that information such as insurances, names of volunteers, work methodologies, etc. be provided to Council. This would enable Council to consider and evaluate its risks before a final decision is made.




Attachments Correspondence between Cr Roberts and Council


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Attachment: Correspondence between Cr Roberts and Council


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PART B - ITEMS FOR INFORMATION

General Manager’s Reports Item G- 2 UNION PICNIC DAY

File number: 75 Reporting Officer: Aaron Drenovski General Manager Operational Plan Objective: Pillar Six: Our Leadership Officer Recommendation: That Council receive & note the report.

Purpose of Report To invite Councillors to Union Picnic Day Report Union Delegate David Unicomb would like to invite Councillors and office staff to the Union Picnic Day on Monday November 6th 2017. The day will be held at Greenham Park Hall commencing at 11am and the cost will be $25 a head to cover food and drinks. For this week the outdoor staff rostered day off will be Tuesday 7th November 2017 instead of Friday November 3rd 2017. The Council office will be closed on Monday November 6th 2017.




Attachments Letter from Union Delegate


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ITEM G – 3 CORRESPONDENCE File Number: Reporting Officer: Aaron Drenovski, General Manager Operational Plan Objective: Pillar 1: Our People – A community that is proactive, engaged, inclusive and connected Officer Recommendation: For information. Purpose of Report To advise Council of recent correspondence of interest. Report 1. Letter from BDESM Anglers Club. 2. Letter from Art & Craft Gallery. 3. Letter from Department of Industries.


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ITEM G - 4 ACTION SHEET

Reporting Officer: Aaron Drenovski, General Manager File Number: 120 Officer Recommendation: That Council receive and note the report.

Purpose of Report To bring forward for Councillors information the Action Report with actions taken on previous council resolutions.

ACTION SHEET

AUGUST 2017

MIINUTE DIRECTOR/ FILE NO

SUBJECT DATE COMPLETED

COMMENTS CURRENT STATUS

06.16.3731 DID Apply to make Chinese Cemetery reserve Freehold.

In Progress

01.17.3920 ADID Balranald Beautification . Follow up tree planting at cemetery . Investigate trees in Presbyterian Cemetery – damaging headstones . “Friends of the Cemetery” volunteer group . Follow up dead trees in Moa Street

Ongoing

01.17.3920 ADID Euston Beautification BBQ at Anderson Park repair works. Cnr Nixon and Cowper St in need of repair works to bitumen.

Ongoing

02.17.3931 ADID Close part of McGinty Road and do all necessary documentation.

In progress

06.17.3993 DID Advise Crown Lands of council surrendering camping licence.

Ongoing

06.17.3994 GM Arrange a workshop re; special rate variation.

24th August 2017

Completed

07.17.4014 DCCD Reintroduce options paper to council outlining how committees could operate to more effectively assist council in performing its functions.

In Progress

07.17.0433 ADID Arrange for Workshop to be held in Euston to discuss Kilpatrick Road as soon as full costings area available.

1.9.2017 Workshop Held

08.17.4038 DCCD Cultural Committee – measurements for replacement Curtain @ theatre


……………………………………………………………………………………………………………


08.17.4039 GM Euston Beautification – Anderson BBQ – follow up with DID quote for new element. Arrange for inspection of Road lines & carpark spaces in Murray Terrace. Plan showing Crown land and Freehold Land in Euston. Investigate possibilities of construction of boat ramp below Lock/Weir with unspent grant monies.

7/9/2017 5/9/2017

Element Arrived Completed Completed In Progress

08.17.4040 GM Arrange for Donation cheques and letters be sent.

21.08.2017 Completed

08.17.4043 GM Forward Implementation Plan to OLG 21/08/2017 Completed

08.17.4044 GM Advertise expression of interest for operation and management of Balranald Caravan Park

No action rescission motions are lodged.

08.17.4045 DCCD Advise Ms Dianne Williams of acceptance for Tourism Committee

16/8/2017 Completed

08.17.4047 DCCD/GM Report back to Council re; hostel 20/9/2017 Report to September Meeting

08.17.4048 DID Advise Education Department of provision of Education bus program this year, and future years at their cost.

08.17.4050 DID Approve Subdivision 51/2017. 29/8/2017 Completed

08.17.4051 DID Advise applicant of variation to street front fencing – DA 05/2018.

16/8/2017 Completed

08.17.4052 DID Affix Councils seal to licence agreement between council and live better services.

In Progress

08.17.4053 DID Arrange registration of Cr O’Halloran for National Roads Congress.

30/8/2017 Completed

08.17.4054 DID Advise RMS of lease extension. In Progress

08.17.4055 DID Finalise DA 54/2017 – upgrade of pump station on southern bank of Murray River.

6/9/2017 Completed


……………………………………………………………………………………………………………


Corporate and Community Services Reports

Item C - 4 STATEMENT OF FUNDS: 31 August 2017 File number: 085

Reporting Officer Director of Corporate and Community Development Operational Plan Objective: Pillar Six: Our Leadership – a community that values and fosters leadership, lifelong learning, innovation and good governance. Officer Recommendation:

That Council receive and note the report.

Purpose of Report To advise Council of Funds and Investment held for the month ending 31st August 2017.

INVESTMENT WITH TERM START DATE

MATURITY DATE

INTEREST RATE

INVESTMENT VALUE

Term Deposits

Bendigo Bank 90 9/06/2017 7/09/2017 2.50% 500,000

Bendigo Bank 90 28/06/2017 26/09/2017 2.50% 1,000,000

NAB 90 12/07/2017 10/10/2017 2.42% 500,000

NAB 91 24/07/2017 23/10/2017 2.41% 500,000

NAB 90 9/08/2017 7/11/2017 2.44% 500,000

NAB 97 10/08/2017 15/11/2017 2.44% 500,000

NAB 97 15/08/2017 20/11/2017 2.45% 600,000

WESTPAC 90 30/08/2017 28/11/2017 2.46% 500,000

NAB 90 31/08/2017 29/11/2017 2.47% 500,000

Total term deposits 2.45% 5,100,000

At Call Accounts

Westpac Cash Reserves

AT CALL 0.60% 564,243

TCorp AT CALL 1,200,000

Cash Accounts

Westpac Bank CASH AT BANK

407,220

TOTAL BANK 2,171,462

TOTAL INVESTMENTS PORTFOLIO INCLUDING CASH 7,271,462


……………………………………………………………………………………………………………


RESTRICTED FUNDS EXTERNAL INTERNAL June 16

Total QBR1

Transfers QBR2

Transfers QBR3

Transfers Council

Decisions August 17

Total Specific Purpose Unexpended Grants 386,000 386,000 -200,000 400,000 586,000 Domestic Waste Management 67,000 67,000 67,000

Water Supplies 562,000 562,000 -214,000 348,000

Sewerage Service 1,740,000 1,740,000 -149,000 1,591,000 Plant & Vehicle Replacement 276,000 276,000 276,000

Infrastructure Replacement 656,000 656,000 -442,000 214,000 Employee Leave Entitlements 300,000 300,000 -31,000 269,000 Deposits, Retentions & Bonds 106,000 106,000 106,000

Carry Over Works 264,000 264,000 -263,221 779

Caravan Park 108,000 108,000 -11,000 97,000

Euston Cemetery 38,000 38,000 38,000

Health Reserve 3,000 3,000 3,000

Hostel Bonds 388,000 388,000 -277,040 110,960

Hostel Reserve 10,000 10,000 -10,000 0 Market Street Improvements 20,000 20,000 20,000

Town Clock 3,000 3,000 3,000

Gravel Pit Rehabilitation 170,000 170,000 170,000

Other Assets Replacement 300,000 300,000 -14,000 286,000 Other (Unexpended Cont. Euston) 94,000 94,000 94,000 TOTAL RESTRICTED FUNDS 2,849,000 2,642,000 5,491,000 -647,221 -673,000 -277,040 386,000 4,279,739

Balranald Shire Council

Agenda – Ordinary Meeting – Tuesday 19th September 2017 ……………………………………………………………………………………………………………


FUNDS HELD Investment Bank Combined Restricted August 17

Total

General Fund 3,250,000 1,369,636 4,619,636 2,273,739 2,345,897

Domestic Waste Management 0 187,589 187,589 67,000 120,589

Water Supplies 600,000 440,902 1,040,902 348,000 692,902

Sewerage Service 1,250,000 173,336 1,423,336 1,591,000 -167,664

TOTAL FUNDS HELD 5,100,000 2,171,462 7,271,462 4,279,739 2,991,723

Cashbook Summary

Opening cashbook Balance 226,299.62

Plus Receipts 6,055,283.70

Less Payments 5,874,363.58

Cashbook Balance at 31 August 2017 407,219.74

Statement Summary

Opening Statement Balance 264,834.27

Plus Receipts 6,059,814.85

Less Payments 5,882,776.79

Bank Statement Balance at 31 August 2017 441,872.33

Plus Unpresented Receipts

Less Unpresented Payments 34,652.59

Reconciliation Balance at 31 August 2017 407,219.74

Certification by the Responsible Accounting Officer: In accordance with paragraph 212(1)(b) of the Local Government (General) Regulation, the investments listed in this report have been made in accordance with:

(i) The Local Government Act,1993 (ii) The Regulations, and (iii) Councils Investment Policy

Charmaine Murfet Responsible Accounting Officer 13 September 2017




Item C- 5 OUTSTANDING COUNCIL RATES & CHARGES

File number: 130 Reporting Officer: Director Corporate & Community Development - Charmaine Murfet Operational Plan Objective: Pillar 6: Our Leadership 6.3.2 – Provide good Governance, prudent financial management and effective support services for all its activities. Officer Recommendation:

2. That the report be received.

Purpose of Report To provide Council with an update of outstanding rates & charges. Report Collection of outstanding rates & charges is an important strategy in ensuring Council has sufficient revenue to pay its debts. Council recently adopted new policies around the collection of outstanding rates & charges, which combined with an increased emphasis on collection of amounts owing has yielded positive results. Outstanding rates and charges as a percentage of total rates and charges levied has reduced from 14.8% in June 2016, to 10.58% in June 2017 and to 8.89% at the 13 September 2017.

It should be noted that the percentage will fluctuate slightly over the year as instalments become due and payable but where rates are being paid on a payment plan over the twelve months this may not see these cleared by the due date. (Council currently has 114 ratepayers on payment plans).

The Office of Local Government also monitors outstanding rates percentage as part of reviewing Council’s financial performance so it is important Council continue to focus on this ratio. A summary table of outstanding rates & charges is provided below for information.




Balance Outstanding at 1 July 2017 93,268.40 $

ADD Rates & Charges Levied 2,614,820.83 $

Supplementary Rates 1,103.38 $

LESS Rates & Charges Not Yet Due 1,336,783.97 $

(Instalment 2, 3 & 4)

Total due and payable 1,372,408.64 $

LESS Payments in total 1,248,201.26 -$

Amounts Outstanding as at 13/09/2017 232,432.55 $

8.89%

44.11%

Water Usage Arrears 102,447.79 $

at 30 June 2017

Water Usage Arrears 92,346.09 $

at 13 September 2017

10,101.70 $

Net Improvement in Outstanding water

charges

as at 13 September 2017

**This amount will progressively reduce over the financial year

as at 13 September 2017

Outstanding Rates & Charges

Outstanding Water Usage Charges

Outstanding Rates & Charges as of % due

and payable**

Outstanding Rates & Charges as % total

amounts levied




Outstanding amounts for water usage are continuing to decrease, as a more rigorous collection process is followed. There are currently 17 residents with outstanding water charges over $1,000 and a separate report will be provided to Council at its next meeting regarding these.


Legislative Implication Yes

Policy Implication Yes

Attachments Nil




Item C - 6 TOURISM REPORT – AUGUST 2017 File number: 771B Reporting Officer: Director of Corporate & Community Development Operational Plan Objective: Pillar 3: Our Economy – 3.2.1 Tourism Officer Recommendation: That Council note the August 2017 Tourism report for information.

Purpose of Report To provide Council with a progress report on Tourism activities and upcoming events. Report August 2017 has continued the trend of visitors coming to our Shire to experience the many attractions on offer. Marketing activities through social media and the website continue to produce an increased awareness of Balranald and surrounds, contributing to the number of visitors we see around the Shire. A summary of these results is provided in the attached dashboard report which provides insights to Council on the top reasons for visitors stopping in Balranald and how visitors are hearing about Balranald.

Work is continuing on the organisation for the Red Bull event to be held in October in conjunction with 5 Rivers Festival.




Attachments Tourism Monthly Reporting Dashboard




Item C - 7 DISCLOSURE OF INTEREST RETURNS

File Number: Disclosure of interest register Reporting Officer: Director of Corporate and Community Development Operational Plan Objective: Pillar 6: Our Leadership – 6.3.2 Organisational Management – Provide good governance, prudent financial management and effective support services for all its activities Officer Recommendation: That Councillors note the disclosure of interest return requirements and accept the disclosure of interest register as tabled.

Purpose of Report In accordance with Section 449 (3) of the Local Government Act 1993, to advise of the required disclosure of interest returns. Report Pecuniary interest returns for the period 1 July 2016 to 30 June 2017 are due for submission to Council by 30th September 2017 for Councillors and relevant staff who held office at 30 June 2017. All returns have been completed. The disclosure of interest register is tabled for Council’s information. Under Section 449(3) of the Local Government Act 1993 a Councillor or designated person holding that position at 30 June in any year must complete and lodge with the General Manager within 3 months after that date a return in the form prescribed by the regulations.


Legislative Implication Sec. 449 (3) Local Government Act 1993


Attachments Nil




Infrastructure and Development Reports

Item I - 4 PLANNING ADMINISTRATION

File: 600 Reporting Officer: Director Infrastructure and Development – Andre Pretorius Operational Plan Objective: Pillar 5: Our Infrastructure – A community that maintains and strengthens its natural and built environment Officer Recommendation: That the report be noted.

Purpose of Report To advise Council of activities in the Planning area. Report The following Construction Certificates, Complying Development Certificates, Section 68 Certificates and / or Notices of Determination have been issued under delegated authority since the August 2017 meeting of Council.




Application Owner/Applicant Locality Description

DA 51/2017 Price Merrett

Consulting

Meilman Road, Euston

Subdivision

DA 54/2017 Nicol Projects Southern Bank Murray River, Euston

Pump Station

Upgrade

DA 06/2018 Select Harvest ‘Mendook’ Prungle Road, Euston

Workers

Dwelling &

Septic System

DA 08/2018 Ricky Skinner 12 Cally Street, Balranald

Shed

DA 12/2018 Sam Papa 45 We Street, Balranald

Shed

The following numbers of other certificates have been issued

149(2) 149(5) 121ZP 735A Drainage Diagram

Noxious Weeds

3 1 0 0 0 0

The following are Development Activities which have been reviewed or are under review.

Exempt development, boat ramp at Boundary Bend

Mallee Catchment Management Authority

Exempt development under the Infrastructure SEPP

DA 07/2018 Pump Station Upgrade

Nicol Projects Integrated development, currently on public exhibition and agency referral.

DA 10/2018 113.41Ha gravel extraction activity

Ray Roberts Designated & Integrated Development, currently on public exhibition and agency referral.

DA 11/2018 Irrigation pump station

Sunraysia Environmental

Integrated development, on stop the clock, additional information requested

Financial Implication Nil.

Legislative Implication The approvals process.


Attachments Nil.




Item I - 5 MAINTENANCE AND CONSTRUCTION PROGRAM File: 726 Reporting Officer: Director of Infrastructure and Development – Andre Pretorius Operational Plan Objective: Pillar 5: Our Infrastructure – A community that maintains and strengthens its natural and built environment Officer Recommendation: That the report be noted and accepted.

Purpose of Report To provide Council with a progress report on works, since the August meeting. Report 1. Roads Program A rain event in the third week in August followed by minor showers at the start of this month have provided good moisture for both unscheduled maintenance and Flood Repair Capital works on our unsealed road assets. some capital works have been suspended/delayed during depot operator training sessions.

a) Works Programs Works have been undertaken in the following areas:

Weimby-Benongal Rd – Culvert installation, formation & drainage repair

Kilpatrick Rd Widening – Council site inspection

Sewerage pond 1 – construction of diversion pipework commenced

Tree planting – Bank St, Church St, Cally St

Magenta-Wampo Rd– Formation and drainage repair

b) Maintenance Maintenance grading has been completed at

Tarwong-Freshwater-Corrong,

Oxley-Clare Rd,

MR514,

Magenta-D-block, and

following recent rain.

1.1 Roads to Recovery Program




Kilpatrick Road Widening A design scope application has been submitted to Essential Energy for Level 3 ASP work to relocate one residential pole and two pole stays a safe distance away from the road extension. Response expected in October sometime. Following the site inspection meeting with Councillors, a resolution is required from Council. A summary report outlining the costs to date and recommendations moving forward will be issued

1.2 Flood Damage Grant Magenta Wampo Rd Drainage reinstatement and formation repair has progressed well. Following unscheduled maintenance, work has recommenced at the Magenta end of this road. Weimby-Benongal Drainage and formation repairs have commenced. Minor disruption due to a grader breakdown has occurred. A location has been identified for culvert construction along Weimby-Windomal section which is presently being installed.

1.3 Natural Disaster Funding There is still no resolution from the State government on approval for an exemption from the requirement to contract works (that is - permitting the use of Council day labour). Scheduled works are on hold until the Council is notified of a resolution.

2 Water Supply and Sewerage Program Sewer Pipeline Renewal A tender for the pipeline renewal based on the draft report from Interflow is nearing completion. It is intended this tender will be published this month. Sewer Pond 1 Renewal The tendering process is now closed for the removal of sludge and reinstatement of pond walls at the Balranald sewerage treatment plant. One submission has been received. Construction of the diversion pipework associated with this project is underway.




Lawn Cemetery Replaced faulty solenoids. Replaced broken sprinklers and raised sprinklers as necessary. Reticulation will then be recalibrated. 3 Miscellaneous Works

3.1 Gravel Extraction/Supply Application for two additional proposed sites (at Tarara Station and Bidura Station) under our Head Extraction Licence are well progressed and are currently with state agencies for comment and/or approval. A Gravel-to-Reserve funding process is presently being conceptualised. 3.2 Swimming Pool Complex Onsite commissioning works have commenced, pool shells have been

cleaned and degreased and fibreglass repairs commenced to prepare for

painting.

3.3 LEP Mapping review Work is ongoing. 3.4 Median Strip Tree Planting Three Council workers and two Beautification Committee members planted trees along Bank St, Church St, and Cally St. Trees were also planted in the Council Depot and at the Lion’s Park. A total of 50 trees were planted without incident. The tall elms will now be staked and strapped. 3.5 Food Inspections One inspection undertaken to assess food complaint in addition to

regular scheduled inspections which will take place in November /

December.




4 Grant Applications Below is a summary of Grant Funding opportunities either in application or under consideration. Council is yet to establish a strategy for which Funds to apply for and when.

Funding Scheme

Funding Opportunity

Funding Amount/Range

Status Comments

Regional Freight Funding

Fixing Country Truck Washes – Round Two [16/17]

$300k approved + $60k commitment from Council

Grant is Successful.

A Funding Letter from RMS was received.

Regional Freight Funding

Fixing Country Roads – Round Three [17/18]

Our share of $55.4M Project is $3.509M

Closed 1/9/17 – Wool Track Project Application submitted

Announcement of successful projects late 2017. Balranald Shire is scheduled to commence works first (~18/19 FY)

Regional Growth Fund

Stronger Country Communities Fund

Allocation = $763k; Project Application Amount = $923k

Closed 13/9/17 – Market Streetscape Revitalisation Project Application Submitted

Announcement of successful projects late 2017


Regional Sports Infrstructure Fund

>$1M Open year-round

Not commenced – likely target is Greenham Park Complex including Multi-purpose Building, Janelle Masters Pool Complex Renewal, Balranald Tennis Courts Renewal, New Sporting Stadium


Regional Cultural Fund

$60k [small]; $60k-1M [Medium]; >$1M [Large]

EOI closed on 4th September

Not Commenced


Connecting Country Communities

TBA Late 2017 Likely Target is a Communications Tower at Hatfield (mobile network)




Financial Implication As per budgeted works program.


Policy Implication Rural Roads Policy.

Attachments Letter from RMS re Truck was funding confirmation.




Tree Planting – River St




Magenta-Wampo Rd – Drainage and Formation repair




QUESTIONS ON NOTICE

CLOSED MEETING - CONFIDENTIAL MATTERS Item C I-1 CONTRACT NO 17/18-02

RESTORATION OF BANKS OF BALRANALD SEWERAGE POND 1 INCLUDING PLACEMENT OF ROCK BEACHING AND CRUSHED ROCK ACCESS ON FINISHED BANKS

File: 800 Reporting Officer: Director Infrastructure and Development – Andre Pretorius Operational Plan Objective: Pillar 5 Our Infrastructure Reason for Confidentiality This report is CONFIDENTIAL in accordance with Section 10A (2) (c) of the Local Government Act 1993, which permits the meeting to be closed to the public and press for business relating to the following: - Information that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposed to conduct) business.

present: apologies: disclosure of interests calendar …€¦ · 19th september 2017. present:...

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