minutes extraordinary meeting of council 7 november 2012 · a briefing in relation to the...

BELLINGEN SHIRE COUNCIL – MINUTES - EXTRAORDINARY MEETING OF COUNCIL 7 NOVEMBER, 2012

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BELLINGEN SHIRE COUNCIL

MINUTES

Extraordinary Meeting Wednesday 7 November, 2012

Bellingen Council Chambers Commencing 9.00am

MISSION:

To enhance our community's lifestyle and protect our unique environment through effective leadership, community involvement and commitment to service


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MINUTES: Extraordinary Meeting of Council held in the Council Chambers, Bellingen on Wednesday 7 November 2012 commencing at 9.15am. PRESENT: Councillors Garry Carter, Gordon Manning, David Scott and Mark Troy (Mayor).

IN ATTENDANCE: Liz Jeremy, General Manager, Peter Wilson, Director Corporate Services, Warwick Knight, Acting Director Engineering & Operations, Charlie Hannavy, Director Environmental Health & Planning, Symone Williams. 1. APOLOGIES 01.006/12 RESOLVED (Cr /Cr) That an apology be accepted for Cr King UNANIMOUS

2. DECLARATION OF INTEREST

02.002/12 Peter Wilson – Item 7.1 - Pecuniary - Peter was interviewed for position of Deputy General Manager – Corporate and Community.

3. CONFIRMATION OF MINUTES NIL 4. MATTERS ARISING

NIL


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TABLE OF CONTENTS

TABLE OF CONTENTS ................................................................................................................... 3

4. PUBLIC ACCESS/PRESENTATIONS .......................................................................................... 4

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

6. NOTICE OF MOTIONS................................................................................................................. 8

7. REPORTS BY GENERAL MANAGER ....................................................................................... 10 7.1 ORGANISATIONAL REVIEW – NOVEMBER 2012 PROGRESS REPORT ............................................. 11 8. REPORTS BY DIRECTOR OF ENVIRONMENTAL HEALTH AND PLANNING ......................... 20

9. REPORTS BY DIRECTOR OF CORPORATE SERVICES.......................................................... 22 9.1 BELLINGEN SHIRE COUNCIL LONG TERM FINANCIAL PLAN ............................................................. 23 10. REPORTS BY DIRECTOR OF ENGINEERING AND OPERATIONS........................................ 35

11. REPORTS FROM COUNCIL COMMITTEES ............................................................................ 37

12. MINUTES FROM ADVISORY COMMITTEES ........................................................................... 39

13. CORRESPONDENCE .............................................................................................................. 41

14. AUTHORITY TO AFFIX THE COMMON SEAL OF COUNCIL FOR ITEMS NOT INCLUDED IN REPORTS ................................................................................................................................. 43

15. ITEMS FOR INFORMATION .................................................................................................... 45

16. MATTERS OF AN URGENT NATURE ..................................................................................... 47

17. QUESTIONS WITH NOTICE .................................................................................................... 49

18. COMMITTEE OF THE WHOLE ................................................................................................ 51

19. REPORT ATTACHMENTS ....................................................................................................... 53


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4. PUBLIC ACCESS/PRESENTATIONS


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4. PUBLIC ACCESS/PRESENTATIONS NIL


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5. MAYORAL MINUTE


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5. MAYORAL MINUTE NIL


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6. NOTICE OF MOTIONS


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6. NOTICE OF MOTION NIL


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7. REPORTS BY GENERAL MANAGER


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7. REPORTS BY GENERAL MANAGER

7.1 ORGANISATIONAL REVIEW – NOVEMBER 2012 PROGRESS REPORT File/Index: Corporate Management/Organisation Review Author: Liz Jeremy, General Manager REPORT SUMMARY: This report seeks to provide Council with

1. Background information in relation to the Organisational Review process currently underway

2. A quarterly update in relation to the organisational review implementation plan 3. A briefing in relation to the recruitment to the Deputy General Manager positions

established by the organisational review

REPORT DETAIL: Background In late 2011 Bellingen Shire Council embarked on a process of organisational review and engaged the services of Blackadder Associates (BA) to carry out this work. The imperatives to conduct the organisational review related to a range of challenges facing Bellingen Shire and Local Government in the wider context. The challenges include broader economic circumstances, Destination 2036 expectations and outcomes (Future Directions process for the NSW Local Government Sector), cost shifting from other levels of Government to Local Government, the expectations contained within the Shire of Bellingen 2036 Community Strategic Plan, the need to ensure effective and efficient service delivery and within that quality and allocation of resources, as well as broader drivers around financial sustainability, asset management, community needs and customer service. The Organisational Review is being carried out in two stages. Stage 1: Reorganising for improved efficiency, team work and community service levels

as well as to support the achievement of Council’s 4 year Delivery Program. Key issues considered during this stage of the process included the following: • Overall staffing levels across the organisation • Perceived silo mentality and lack of flexibility to allocate resources to changes in

workload and priorities • Excessive overtime in some areas of the business • Span of control for Works Supervisors, Managers and Directors • Lack of project management capability • Allocation of responsibilities and removal of any duplication • Adequacy of staffing levels to address governance, corporate planning and reporting

functions • Adequacy of staffing to address information and records management functions • Structure and adequacy of staffing levels to complete administrative and customer

service functions and provide relief for staff absences • Identification of opportunities to be explored in Stage 2


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Stage 2: Establishing commercial ventures, alliances, strategic partnerships and/or outsourcing opportunities.

Some of the issues to be considered and addressed at this stage are envisaged to include the following: • Opportunities offered by other Local Government organisations for alliances and

strategic partnerships • Opportunities for shared resourcing • Opportunities for outsourcing of services • Cost/benefit analysis for those opportunities considered to offer substantive community

pay back or service improvement • Partnerships with other organisations Work to date has focussed on Stage One. Stage two is factored into the Organisational Review Implementation Plan as well as the service review process which is canvassed in another report being presented to this meeting of Council entitled Bellingen Shire Council Long Term Financial Plan. An initial workshop with Councillors held in March 2012 overviewed the Organisational Review process including an outline of the engagement and consultation that had been undertaken. The second workshop with Councillors held on 24 April 2012 provided further detail in relation to BA’s initial findings and structural options. It provided an overview of the implications of these options as well as the opportunity for further Councillor input. The outcomes of the 24 April 2012 workshop were formalised by way of a report to Council’s April Ordinary Meeting. This report set out next steps which involved providing staff with a copy of the BA Discussion Paper, and inviting comment from them in order that the consultant’s recommendations could be finalised within that context. Council received and noted the information provided. Subsequent to staff feedback on the Discussion Paper a further workshop was held with Councillors on 21 June 2012 which was followed by an Extraordinary Council meeting to consider the matter. Council’s resolution is shown at Attachment one. In August 2012 Report 7.1 entitled Organisation Review – Implementation Plan was endorsed by Council. Council’s resolution in the matter was as follows: Wed07.014/12 Resolved (Cr Braithwaite/Cr Cronin) 1 That this report be received and noted 2 That Council note the incorporation of the actions relative to the Organisational Structure

Review, Community Satisfaction Survey and DA processing Survey into one Organisational Review Implementation Plan

3 That the implementation Plan be endorsed 4 That Council further note that updates in relation to other organisational initiatives such s

the service Review Project will progressively be included in the Implementation Plan over time

5 That Council note that the content of the combined Implementation Plans will be embedded within Council’s Delivery Program and Operational Plan which is reported to Council on a quarterly basis with the next report due November 2012.

UNANIMOUS


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Quarterly Update Work is currently underway in relation to both the Community Satisfaction Survey and Planning Process Review Survey in terms of formulation of Action Plans. It is anticipated that these will be reported to Council in early 2013. The Service Delivery Review project is canvassed in a separate report to this meeting of Council. The reporting on Council’s Delivery Program and Operational Plan is being facilitated by way of corporate planning and reporting software. Work has commenced on linking the Organisational Review Action Plan to the Operational Plan, however this is not complete. It is anticipated that this will occur for the Quarter 3 update. An update to the Implementation Plan is provided at Attachment two to this report. One of the key activities in the Implementation Plan is the recruitment of the two Deputy General Managers. The next section of this report outlines progress in this regard. Recruitment to DGM positions The NSW Local Government Act 1993 makes provisions in terms of the following:

• Section 332, Determination of structure (1) A council must determine:

§ An organisation structure § Those positions within the organisation structure that are senior staff

positions • Section 333, Re-determination of structure

The organisation structure may be re-determined by council from time to time. It must be re-determined within 12 months after any ordinary election of council.

• Section 337 – Council to be consulted as to appointment and dismissal of senior staff. The following information is provided in relation to the foregoing: 1. The 2008-2012 Council made a determination in relation to the organisational structure and

the determination of senior staff positions by way of its resolution of 21 June, 2012. 2. It will be necessary for the 2012-2016 Council to re-determine the structure in terms of the

provisions of the LGA prior to June 2013. It is proposed that this occur in the context of a further report relative to the Service Reviews anticipated to be in the fourth quarter of 2012/13.

3. Section 337 of the Local Government Act provides that the General Manager may appoint or dismiss senior staff only after consultation with the Council. This report seeks to brief Council in relation to this section of the Act.

The DGM recruitment process has involved the following: 1. Advertising

1.1 In order to contain costs, and in view of the fact that a sufficient level of internal expertise

and systems exist within the Strategy and Organisational Development team, it was decided not to outsource the filling of the positions to executive search specialists. The in house process, while time consuming, represents a significant saving to Council when considering that Executive Recruitment costs are at 20% of total package.


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1.2 The positions were advertised in the media between 9 August 2012 and 7 September 2012. Based on the calibre of candidates who were attracted through the advertising it appears that the choice of media was targeted correctly.

2. Initial Shortlist

2.1 Candidates were provided with an information package outlining the recruitment process

and position description. (Attachment 3) They were required to submit a CV and accompanying document addressing the "position-specific essential selection criteria" outlined within the position description.

2.2 The General Manager and the Executive Manager, Strategy and Organisational Development assessed all the applications and compiled an initial shortlist consisting of the candidates whose applications appeared to have demonstrated their ability to meet all the advertised criteria, based on the information supplied by candidates in their CV and written application.

3. Final Shortlist

3.1 Reference checks were carried out on shortlisted candidates. 3.2 Candidates were also required to undergo occupational testing as follows:

(a) Cognitive Ability Test The Cognitive Ability Test (“OCAT”) measures verbal, numerical and abstract reasoning with the resulting score reflecting a candidate’s ability to acquire, retain, organise and apply information.

(b) Emotional Intelligence Test

This test represents an ability-based measure of emotional intelligence, which assesses an individual's capacity to understand their own and others emotions and to use emotions to enhance thought. In particular, emotional intelligence, as measured by the MSCEIT, measures a candidate's ability to: • Recognise their own and others' emotions, • Generate and use emotions in problem solving, • Understand emotions and how emotions may change, and • Manage their own and others' emotions.

3.3 Following referee checks and completion of the online assessments, the General Manager

and the Strategy and Organisational Development team did a further assessment of the applications. The top four candidates for each position were invited to the next stage of the assessment process.

4. Statistical analysis of applications

Number of candidates Position Total

applications received

Initial shortlist: Reference checking and online testing

Final Shortlist: Invited for interviews

DGM: Corporate and Community

26 6 4

DGM: Operations 29 7 4


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5. In Person Selection Process

Shortlisted candidates were invited to attend a face to face panel interview. The panel included:

• Mayor, Cr Mark Troy • Cr David Scott (Deputy Mayor) • Cr Gordon Manning • General Manager, Liz Jeremy • Executive Manager, Strategy and Organisational Development, Kerrie

Coleman

The interviews were held on 12th, 15th and 19th October, 2012. At this time candidates were also asked to make a 15 minute presentation to the panel on the following topic: “Creating a performance and service based culture – strategies, systems and motivation to enable and deliver”

6. Consultation with Council Having concluded the assessment process and after considering all available information the panel have determined a preferred candidate list. The findings of the assessment process and the rationale for the preferred candidates will be provided to Council at a briefing on 7 November, 2012. Preferred candidates will be required to:

• Attend a medical assessment. • Consent to the completion of a National Criminal History Record Check.

Summary Bellingen Shire Council, like many other local government authorities is in a process of transformation. We are actively implementing a new community and corporate planning process which is underpinned by a range of affiliated initiatives. It is a work in progress and will deepen as we refine our understanding of community need over time and enhance our organisational capacity. We are bringing to life our Integrated Planning and Reporting Framework, (which is a requirement of the NSW government and embedded in the NSW Integrated Government Amendment (Planning and Reporting) Act 2009), through a range of complimentary initiatives, some of which are canvassed in this report. These initiatives aim to

• Improve organisational efficiency and effectiveness • Respond to community needs • Provide a focus on our customers • Position Council to respond to broader economic circumstances and issues such as cost

shifting and state based programs known as Destination 2036 around sector reform


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• Contemplate resource sharing initiatives with other local government organisations • Contemplate partnering with other organisations around like minded initiatives

BUDGETARY IMPLICATIONS: Council’s report of 21 June 2012 endorsed the following funding Strategy: Recurrent costs For year one ie 2012/13 Financial Year the funding strategy for the $50 000 recurrent costs will involve realising savings from position vacancies during the recruitment phase, continued focus on the management of overtime and a reduction in the need for casual staffing. For Year two and beyond, it is proposed that annual budgets be adjusted accordingly in the sum of the additional recurrent costs. Implementation Costs It is proposed to cover implementation costs associated with Option 4 <$270,000> via:

(a) A one off unfavourable variation to the year end review of $60 000 (b) The balance funded by internal borrowings as follows:

a. $75 000 from the Employee Leave Entitlements reserve b. $100 000 from the Water and Sewer funds c. $35 000 from the Domestic Waste Reserve

This funding strategy proposes that these borrowings be repaid over time including interest, from a combination of initiatives involving the following:

1) Realising savings from position vacancies during the recruitment phase and a continued focus on overtime

2) Realising savings from a range of reviews and initiatives proposed by the organisational review

3) Realising savings from the Service Review project 4) Reviewing the use of casuals within the organisation generally and within that context

considering the implementation of a Traineeship program.” In terms of the foregoing a number of processes have been implemented as follows:

(a) Action 1 is actively being implemented with savings from a range of vacant positions being cocooned to fund the organisational review. An active review of overtime within the organisation is continuing. Additionally a review is undertaken of individual positions as they become vacant.

(b) A range of reviews are envisaged by the Organisation Review and the first review relative to Customer Service is underway.

(c) The Service Review project is underway and is canvassed in the other report to this meeting of Council entitled Bellingen Shire Council Long Term Financial Plan.

(d) The establishment of a Traineeship program is canvassed in the Implementation Plan.

However in the interviewing period Council has been in receipt of advice regarding the Financial Assistance Grants (FAGs) from the Minister for Regional Australia Regional Development and Local Government, that has indicated that this years allocation will be $137 000 less than originally anticipated. This has necessitated a review of Council’s budget in an endeavour to address this variation. It is anticipated that the outcome will be reported to Council in conjunction with the Q1 2012/13 Financial Review. Additionally it has become clear that funding from externally restricted reserves will require external approval.


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In the context of the foregoing the funding strategy for the organisational review has been reviewed and consultation undertaken with the Director of Corporate Services, Manager Finance, Manager Governance and Engagement and Council’s Auditor. As a consequence the funding strategy has been amended as follows: Recurrent costs For year one ie 2012/13 Financial Year the funding strategy for the $50 000 recurrent costs will involve realising savings from position vacancies during the recruitment phase, continued focus on the management of overtime and a reduction in the need for casual staffing. For Year two and beyond, it is proposed that annual budgets be adjusted accordingly in the sum of the additional recurrent costs. Implementation Costs Council has funds in an internally restricted reserve called the Plant Replacement Fund. The purpose of the reserve is to ensure that sufficient funds are available to replace plant and vehicles as they reach the end of their optimum life. It is proposed to fund implementation costs associated with Option 4 via an internal loan from the Plant Replacement Fund in the short term (anticipated 3 years) with repayments made on a regular basis. The Plant Replacement Fund can accommodate this arrangement SUSTAINABILITY ASSESSMENT: The Organisational Review process and the affiliated initiatives currently underway (including the implementation of Council’s Integrated Planning and Reporting Framework, Service Review Project, Community Satisfaction Survey and DA Processing Survey) seek to position Council over time to respond to a range of external influences, consider long term issues such as asset management and financial sustainability, improve customer service and refine the operations of Council to deliver efficient and effective services to an agreed standard. ENGAGEMENT: An extensive staff and Councillor engagement process has been undertaken in relation to the organisational review. It is proposed that the engagement processes undertaken to date continue via involvement in the various initiatives underway. The recruitment to the DGM positions involved the convening of an interview panel comprising of the Mayor, Deputy Mayor and 1 Councillor. Consultation regarding appointment to these positions is being undertaken by way of a briefing on 7 November and this report to Council. SHIRE OF BELLINGEN 2030 COMMUNITY STRATEGIC PLAN ALIGNMENT: This project/initiative aligns with the following strategic directions within the Shire of Bellingen 2030 Community Strategic Plan:

• Council is an organisation which embraces business excellence • Our community is informed and engaged with a strong sense of civic leadership.


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OFFICERS RECOMMENDATION: (1) That Council receive and note the Quarter 2 Implementation Plan update (2) That Council endorse the amended Funding strategy as outlined within this report (3) That Council note the DGM recruitment and selection process outlined in this report and

acknowledge the consultation undertaken with Council regarding the selection of the DGM candidates.

ATTACHMENTS: ATTACHMENT 1 Organisation Review, Extraordinary Council Meeting held on

21 June 2012 (DWS 325072) ATTACHMENT2 Implementation Plan update – November 2012 (DWS 325075) ATTACHMENT 3 DGM Candidate Information Pack (325078) Director of Corporate Services left the Chambers at 9.16am. Director of Corporate Services returned to the Chambers at 9.20am.

07.021/12 Resolved (Cr Scott/Cr Harrison) (1) That Council receive and note the Quarter 2 Implementation Plan update (2) That Council endorse the amended Funding strategy as outlined within this report (3) That Council note the DGM recruitment and selection process outlined in this report and

acknowledge the consultation undertaken with Council regarding the selection of the DGM candidates.

UNANIMOUS


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ATTACHMENT 1: Organisation Review, Extraordinary Council Meeting held on 21 June 2012

07.012/12

RESOLVED (Cr Tuohy/Cr Scott) (1) That the recommendations of the Bellingen Shire Council Organisational Review, as

outlined in Section 5 of this report, be endorsed subject to Item 15 being amended to read “That the system of processing DA’s be reviewed to further reduce the time taken to process a DA and facilitate appropriate development.

(2) That Council endorse Option 4, (as outlined in Section 3.5.4 and shown at Attachment 2(c) of this report) under Section 332 of the NSW Local Government Act 1993 – the two (2) department structure involving the organisational units being grouped into two (2) distinct areas – the main external operational service delivery roles in one area and the corporate and strategic functions in the other area.

(3) That the Deputy General Manager positions be advertised as Senior Staff positions (as outlined at Section 332 of the NSW Local Government Act 1993) and a competitive recruitment process conducted to ensure the best persons are appointed to the roles.

(4) That the General Manager explore all opportunities to laterally transfer staff into new positions based on the Award provisions where the scope of roles and seniority has not been substantially changed.

(5) That the funding option outlined in Section 6.4.2 of this report relative to Organisational Structure Option 4 be endorsed.

(6) That Council receive a report in August 2012 providing an Implementation Plan inclusive of priorities and indicative timelines, and from this date three monthly reports and 6 monthly reviews in terms of the implementation of this Organisational Review. That such updates include measures of improvement and savings realised over time as a result of the initiatives contained within the Organisational Review.

(7) That the staff engagement process undertaken as part of this organisational review continue into the implementation phase.

(8) That Unions be advised of Council’s decision. (9) That the staff be congratulated on their involvement in the process and the level of

consideration that was evident in their feedback. (10) That the staff be encouraged to continue this proactive approach and commitment to the

implementation of these changes. UNANIMOUS


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8. REPORTS BY DIRECTOR OF ENVIRONMENTAL HEALTH AND PLANNING


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8. REPORTS BY DIRECTOR OF ENVIRONMENTAL HEALTH AND PLANNING NIL


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9. REPORTS BY DIRECTOR OF CORPORATE SERVICES


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9. REPORTS BY DIRECTOR OF CORPORATE SERVICES

9.1 BELLINGEN SHIRE COUNCIL LONG TERM FINANCIAL PLAN File/Index: Corporate Management (Planning)/Long Term Financial Planning and

Applications (Rates & Valuations)/Special Rate Variation Author: Peter Wilson, Director of Corporate Services REPORT SUMMARY: The Long Term Financial Plan (LTFP) is an important part of Council’s strategic planning process. The LTFP is a decision-making and problem-solving tool. It is not intended that the LTFP is set in concrete – it is a guide for decision-making regarding future service level provision, outlays, revenue raising and borrowings. When the Plan was developed in the first half of this year, the projected financial capacity indicated that additional revenues would have to be generated through a Special Rate Variation to enable council to invest in asset infrastructure renewal. However it was also acknowledged that the financial strategy would need to be reviewed by the new incoming council following the September local government elections. Changes in the operating environment as outlined in the report also warrant a review of the strategy. REPORT DETAIL: Background: On 27 June 2012, Council adopted its first Delivery Program and Operational Plan (DP&OP) which are a statement of commitment to our community in terms of delivering on the aspirations of the Shire of Bellingen 2030 Community Strategic Plan. The Delivery Program outlines the priorities to be pursued by Council during its term in office and the Operational Plan provides details of the projects and activities being undertaken in working towards the stated aspirations of our community. These combined documents are supported by a Resourcing Strategy comprising the 10 Year Long Term Financial Plan, Workforce Management Plan (Four Year Plan) and Asset Management Strategy (Ten Year Plan). The Plans incorporate a long-term capital improvement program that sets out a plan for the ongoing improvement of council’s infrastructure into the future, however in developing the LTFP it was evident that Council would need to apply for a Special Rate Variation to finance the investment in asset renewal. Bellingen Shire Council, like many other local government authorities is in a process of transition. We are actively implementing a new community and corporate planning process which is underpinned by a range of affiliated initiatives. It is a work in progress and will deepen as we refine our understanding of community need over time and enhance organisational capacity. In conjunction with the development of our Integrated Planning and Reporting Framework, which is a requirement of the State Government and embedded in the NSW Integrated Government & Amendment (Planning and Reporting) Act 2009, we are implementing a range of complimentary initiatives.


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These initiatives aim to:

- improve organisational efficiency and effectiveness - respond to community need - position Council to respond to broader economic circumstances and issues such as cost

shifting and the state based program known as Destination 2036 around sector reform - review the services Council delivers to the community, both in terms of scope, as well

the delivery method.

Council Report Card - Council has transitioned to the new Integrated Planning & Reporting Framework

commencing 1 July 2012.

The Bellingen Integrated Planning & Reporting Framework was developed, community engagement undertaken and each of the documents adopted by Council as follows:

- Shire of Bellingen 2030 Community Strategic Plan (March 2012). - Asset Management Plan Framework and Workforce Management Plan (April 2012). - Delivery Program, Operational Plan and Long Term Financial Plan (June 2012).

The legislation however requires Council to prepare a new Delivery Program following the ordinary election to cover the principal activities of the council for the 4 year period commencing on 1 July 2013.

- Council is proactively implementing the Community Engagement Policy and Strategy (a

component of our IP&R Framework) which defines a new way of engaging with our community to incorporate community need into our processes, programs and services. The Policy and Strategy were adopted in February 2012.

- Council engaged Blackadder Associates to carry out a comprehensive organisational review to position Council to deliver upon the aspirations and goals within Council’s Integrated Planning & Reporting Framework, better meet state government requirements for the sector and to improve service delivery to the local community. The recommendations of the Organisational Review were endorsed by Council on 21 June 2012.

The review focused on the size and shape of the organisation to enable greater efficiency, team work and community service delivery. It is anticipated that the second stage, involving the service delivery review, will identify opportunities to strengthen Council’s financial sustainability. The process to date has involved extensive consultation with councillors and staff which has impacted on the implementation phase.

- An independent telephone Community Satisfaction Survey and Development Application Processing Survey were conducted in March/April 2012 to seek residents' views on the services Council provides level of customer satisfaction and preferred methods of engagement.

The survey asked residents which services and facilities they value and how satisfied they are with the levels of service Council is currently delivering. The assessment of resident satisfaction and importance ratings will enable the Council to identify priorities for improvement and to bench mark performance over time. The survey results will also play a key role in the setting of Council's future strategic direction, reshaping its services, deciding funding priorities and reviewing consultation strategies.


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At the current time Council’s Leadership Team is developing an Action Plan. The survey findings and affiliated Action Plan will inform the service delivery review and be used to initiate short term projects where appropriate.

A service Review Program has commenced with Phase One focusing on mapping the services that Council delivers to the community and Phase Two to consider future service levels and methods. This will occur in a range of ways, including internal review and reform, exploring different business models, opportunities for sharing with other Councils in our region, as well as considering the various findings from the review process associated with Destination 2036.

The objectives of the review are to define the service standards, create a culture of continuous improvement, improve the financial position of Council through additional operational efficiencies, identify potential sources of revenue and explore alternative business models.

The anticipated benefits include improved quality of services, better alignment of service delivery with community needs, better alignment of costs of delivering services with associated fees, charges and sources of revenue, improved process clarity, better knowledge management and improved community satisfaction. The service delivery review of identified priority services is anticipated to provide significant feedback to the Council and the community on service provision. This in turn will contribute to Council’s future decision making processes regarding the Long Term Financial Plan and potential Special Rate Variation.

- Council has developed an Asset Management Policy and Strategy. Asset Management Plans have also been prepared for the major asset categories of Water, Sewerage, Open Spaces, Buildings and Roads.

Planning for future infrastructure requirements is a key challenge facing all levels of government. Councils must balance competing demands for investment to renew existing infrastructure assets as well as providing expenditure for new infrastructure assets to meet growing service delivery demands. The preparation of a sound asset management framework is essential for due diligence and should enable more effective service delivery. The asset management planning process commenced with the development of the policy, strategies and plans. Concurrent to this Council identified the relevant community needs and aspirations in the Community Strategic Plan and surveyed residents for their views on which services and facilities they valued and how satisfied they were with the levels of service Council is currently delivering.

The next step in the process is to define service delivery levels in consultation with local communities and stakeholders. This information will then enable council to review and update its asset management plans and the long term financial plan.

- An audit has been carried out of Council’s current asset management systems and the

findings will assist Council to define the detailed business requirements over the next 9 months. The selection of an appropriate integrated asset management system and implementation would likely to occur in 2013/14 subject to the development of a financing strategy.

The long term financial plan will then be refined to incorporate a fully developed asset management planning regime covering all material asset classes under Council’s control.


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- Participating in a NSW Treasury Corporation (TCorp) review of Local Government Industry Financial Sustainability. This will provide an independent assessment of each council’s financial sustainability. All assessments are expected to be completed by 31 December 2012 and the information from these assessments will be collated and provided to assist the Independent Local Government Review Panel.

In March 2012, the Minister for Local Government announced the establishment of an Independent Local Government Review Panel (Review Panel) to develop options to improve the strength and effectiveness of local government in NSW. In accordance with its Terms of Reference, the Review Panel is required to consider the financial sustainability of each local government area in NSW.

To assist the Review Panel, TCorp was commissioned to prepare a report for each council which would provide an overview of the existing financial performance and position, a review of financial forecasts, future sustainability, and benchmarking and comparisons with other councils. The work includes:

- A review of the three most recent years audited consolidated annual accounts - A detailed review of the council’s 10 year financial forecasts. The review will include

assessment of key assumptions that underpin the financial forecasts, and where appropriate, scenario analysis to stress test forecasts for adverse movements in key assumptions and risks

- Identification of significant changes to future financial forecasts from existing financial performance, and highlight risks associated with such forecasts

- Discussions with council management to understand overall strategy and management experience

- Benchmarking and comparisons with other councils against its comparable peers - An analysis of each council’s financial sustainability

These reports will not only assist the Review Panel, but they will also serve as a valuable independent appraisal of council’s financial position and its future outlook. TCorp commenced working with council back in March and it was originally understood that the review would be completed by the end of May, which would have informed the Council’s decision making in relation to the Special Rate Variation. However those councils that received funding under the Government’s Local Infrastructure Renewal Scheme (LIRS) were given priority with the reports for those councils to be completed by the end of August 2012. Advice from the Division of Local Government is that reports for all other councils should be finalised by 31 December 2012.

- Undertaking continuous improvement of Council’s policies, procedures and practices at all

levels. The program has included the following initiatives: - Downsizing of the light fleet vehicles - Participation in the Procurement Excellence Program and the development of Roadmap - Development of a procurement knowledgebase portal - Retrofitting of efficient street lighting - Installation of centralised printing and use of recycled paper - Completion of an energy audit of Council buildings - Installation of solar hot water and electricity in buildings - Implementation of water and sewer electricity efficiency initiatives - Upgrade of principal works depot - Application of mulch to areas to reduce mowing - Implementation of IP&R software for better reporting - Construction of a microwave link to improve communications between administration

office and works depot


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- Development of video and teleconferencing capability - Implementation of mobile computing for staff and e-toolkit for Councillors - Automation of pension rebate calculations, debt recovery letters and s603 certificates - Introduction of Twitter and SMS alerts and myRoad website for road closures - Development of new Council website - Introduction of e-newsletters - Development of online tender process - Development of an online Careers website - Review of FBT process - Development of employee competence framework

As part of Council’s Service Review process measures will be developed in order that savings and efficiencies can be quantified. This process will also be applied to the key initiatives identified above.

10. Council has adopted its first 10 Year Long Term Financial Plan, providing details of

Council's forecast financial performance over the period from 2012/13 to 2021/2022.

The Plan provides a framework in which a council can assess its revenue building capacity to meet the activities and levels of service outlined in its Community Strategic Plan. It also: - establishes greater transparency and accountability of council to the community; - provides an opportunity for early identification of financial issues and any likely impacts

in the longer term; - provides a mechanism to solve financial problems as a whole - provides a means of measuring council’s success in implementing strategies; and, - confirms that council can remain financially sustainable in the longer term.

Financial strategies will provide guidance to councillors, council management and our community on the direction that the long term financial plan is to head. To establish the financial strategies, council should take into account a number of strategic considerations such as, but not limited to: - continuous improvement in financial position - achieving/maintaining operating surpluses - maintaining fair and equitable rating structure - maintaining/improving service level standards - progressively increasing funding for asset maintenance and renewal

Broader Reform Context • Framework for Local Government Financial Sustainability On 26 March 2007, the Local Government and Planning Ministers’ Council endorsed the National Frameworks for Local Government Financial Sustainability. The National Frameworks address three key areas:

- asset planning and management; - financial planning and reporting; and - criteria for assessing financial sustainability.

The National Frameworks promote prudent, transparent and accountable financial management by local governments. They also seek to encourage a strategic approach by local government to meet current and emerging challenges. The National Frameworks have informed the development of the asset management and long-term financial planning components of the Integrated Planning and Reporting (IP&R) Framework, which was introduced in October 2009. The IP&R framework has been developed to improve local councils' long term community planning and asset management, as well as to streamline reporting to the community. It aims to improve the sustainability of local communities


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by encouraging councils, residents, NSW Government agencies and other community organisations to work together on long-term plans to achieve community outcomes. The NSW Government has recognised that investment in infrastructure is needed across NSW, and as part of its NSW 2021 State Plan, the Government has committed to increase expenditure on critical infrastructure. To achieve this, the NSW Government has committed to implementing a Local Infrastructure Backlog Policy which comprises the following elements:

- an audit of each council’s local infrastructure backlog to provide better information on

investment needs, which is being undertaken by the Division of Local Government (DLG).

Councils Infrastructure Audit Survey 2012 was forwarded to the DLG on 11 September 2012.

- a Local Infrastructure Renewal Scheme (LIRS) to provide the opportunity for councils to

access interest subsidies for the purpose of funding legitimate infrastructure backlogs.

A Pre-notification of Council’s intention to apply for the LIRS subsidy was submitted to the DLG on 9 February 2012 for Local Roads Resurfacing and Local Roads Timber Bridges projects. However Council resolved, on 22 February 2012, not to lodge an application under the first round on the basis that a Long Term Financial Plan had not been developed. Applications for funding under the second round of the Local Infrastructure Renewal Scheme (LIRS) opened on the 1 November 2012 and the guidelines are currently being assessed to determine if the new Dorrigo Sewerage Treatment Works would be eligible for funding.

- setting up a system for financial assessment and benchmarking of council’s finances including gearing levels and investment strategies.

• NSW 2021 State Plan The 10-year State Plan, “NSW 2021 – A Plan to Make NSW Number One”, was released in September 2011 and contains 32 goals and 180 targets to drive action, based around five strategies – Rebuild the Economy, Return Quality Services, Renovate Infrastructure, Strengthen our Local environment and Communities and Restore Accountability to Government.

There is a strong alignment between the Shire of Bellingen 2030 Plan and the State Plan and the State Government has acknowledged that it will need to consult with local government and communities to develop local and regional action plans.

A Discussion Paper has been prepared to begin the conversation with the Mid North Coast community and the outcomes of that consultation will inform the final Mid North Coast Regional Action Plan.

The Discussion Paper identified the following priorities for consideration by the Mid North Coast community:

- Support new industry to grow employment - Address skills shortages to support industry - Improve the supply of affordable housing - Invest in local infrastructure - Improve roads and road safety - Improve transport options


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- Improve access to public hospital services - Build the service capacity of non-government organisations and support vulnerable

members of our community - Improve services and employment opportunities for Aboriginal communities - “Age Proof” the region - Protect biodiversity and the natural environment

• Destination 2036 In August 2011 representatives from every council in the State gathered in Dubbo to begin the process of creating a strong and viable local government sector. This was the initiation of Destination 2036.

The following summarises key issues being considered by this sector wide project:

- Establish frameworks that facilitate and encourage effective, responsive and innovative service delivery

- Enhance the governance framework to ensure community confidence in councils and to further enable Local Government to meet needs and challenges

- Ensure the financial sustainability of councils - Develop a variety of Local Government structural models to suit different environmental

contexts - Improve the relationships between State and Local Government by working as partners,

with a clear understanding of respective roles and responsibilities and for the benefit of our communities

Destination 2036 provides a process and a forum for local government to explore these issues and to consider and develop structures and approaches to local government in NSW that will allow the sector to meet the needs and expectations of our communities of the future.

Destination 2036 is the start of a new way of planning which moves local government in NSW from talking about and reacting to change, to managing change to create a preferred future. In effect, it will begin the strategic plan and delivery program for NSW local government, mirroring key elements of the integrated planning and reporting frameworks which individual councils are implementing. • Independent Local Government Review Panel The Review Panel was appointed by the NSW Local Government Minister in March 2012, following an approach from the Local Government and Shires Associations.

Over the next 12 months, the Independent Review will be looking at ways to strengthen the effectiveness of local government in NSW. The Review will include community consultation, as well as extensive research into council finances, service delivery, local government boundaries and local decision-making models. The final recommendations will be presented to the Minister for Local Government in July 2013. The Review follows the Destination 2036 event, held in Dubbo last year. Following Destination 2036, an Action Plan was developed to guide local government reform over the next few years. Some of the actions included in the Plan have also been referred to the Panel for review. In the past, one single solution or model has been applied to every council in NSW. The Independent Review will consider the possibility that different models may be applied to different councils within the State, depending on their circumstances and the needs of their communities – no more “one size fits all”. The Panel will be working with councils and their communities to develop new structures and models.


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The Review is being carried out in four stages in order to maximise opportunities for councils and local communities to have their say, and to canvass ideas and directions for change with the broadest possible range of stakeholders. The Panel is looking at all aspects of the local government system – not just councils but also their regional organisations and associations, the statutory bodies that regulate them (such as the Independent Pricing and Regulatory Tribunal and the Boundaries Commission), and the key state agencies with which they need to work to achieve desired outcomes for their local communities. As part of their review process the Panel has published submissions received during the first round of consultation including one from IPART. Some of the issues raised are as follows:

- Local Government Authorities vary widely in size, demographics, topography and economic base. This variety creates a diverse range of challenges for councils when it comes to providing infrastructure and ensuring their financial sustainability.

- Local governments are ideally placed to stay focused on local issues and to both understand and meet the needs of their communities.

- There is often a fundamental mismatch between small, usually rural, councils’ expenditure responsibilities and their revenue bases. Applying for a special variation will not usually resolve the mismatch because of the council’s limited rate base. Alternative solutions are needed if such councils are to be financially sustainable.

- NSW Treasury Corporation’s current review of every NSW council’s financial sustainability will provide an important input to the Panel’s work and will help to identify which councils are currently at risk of being unsustainable.

- The current grants system appears to be inadequate to address the long term financial sustainability of many small rural councils heavily dependent on grant income.

• Local Government Acts Taskforce The NSW Local Government Act 1993 and the City of Sydney Act 1988 are to be rewritten, with the Minister for Local Government, the Hon Don Page MP, appointing a four member Local Government Acts Taskforce to develop new, modern legislation that meets the current and future needs of the community, local government and the local government sector. In undertaking its work the Taskforce is required to consult with key stakeholders and to take into account those recommendations of the Independent Local Government Review Panel that are adopted by the Government. It is expected that the work of the Taskforce will result in the development of a modern Act for local government in New South Wales that is streamlined, written in plain language, reduces unnecessary red tape and easy to use. The Taskforce commenced work in September this year, and will report back to the Minister by September 2013. Application for Special Variation NSW Councils must seek IPART approval to increase general income above the rate peg amount by making an “Application for Ministerial Approval for a Special Variation to General Income.” In accordance with the Special Variation Guidelines, IPART must assess special variation applications against the following criteria:

- demonstrated need for the rate increase - demonstrated community support for the special variation


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- reasonable impact on ratepayers - sustainable financial strategy consistent with the principles of intergenerational equity - productivity improvements achieved and planned, and - implementation of the Integrated Planning and Reporting Framework.

The notification of our intention to apply would need to be submitted in mid-December and the application would then have to be lodged around the end of February 2013. Applications are then determined by June 2013. Council would also be required to embark on an extensive process of community engagement over the next three months to ascertain the level of community support and to provide the opportunity for the community to voice their opinions. Summary The need to provide long-term reliable funding for council is highlighted in the Long Term Financial Plan. To address this issue there will need to be an examination of rate pegging, government funding, new revenue and investment options from an industry perspective. Council has also recognised that it needs to develop the capacity to change and adapt and therefore has embarked on a significant organisational transformation as demonstrated by the number of projects outlined in this report. The development of the Community Strategic Plan has enabled Council to capture community aspirations and the Community Satisfaction Survey has enabled Council to gain an understanding of the community satisfaction levels in regard to the current services However a lot of work is still required to be done particularly in regard to the implementation of the Organisational Review, the service delivery review, asset management system development and the review of our IP&R Framework. Therefore following an analysis of where Council is at in relation to the many initiatives outlined in the Report Card and in the context of the broader industry reform process, it is considered that the making of an application for a Special Rate Variation should be deferred for 12 months at which time Councillors and the community will be better informed of its operating environment. Additionally this timeframe will afford an appropriate engagement process in the event that Council proceeds with an application for a Special Rate Variation.

BUDGETARY IMPLICATIONS: The Long Term Financial Plan includes a scenario of a Special Rate Variation which would generate an additional $5.725 million over 9 years, commencing in 2013/14, to invest on the shire road resurfacing program, bridge rehabilitation and new road pavement construction and sealing of gravel roads. The deferment of the Special Rate Variation scenario will therefore necessitate a review of the short term Road and Bridge Program, with a report to be submitted to the November Council Meeting for consideration. The 10 Year Roads Works Program and Special Rate Variation Program is attached. SUSTAINABILITY ASSESSMENT: The initiatives being undertaken seek to position council over time to respond to a range of external influences, consider long term issues such as asset management and financial sustainability, improve customer service and refine the operations of Council to deliver more efficient and effective services to an agreed standard. Asset management and improving asset performance and longevity is a key focus for the organisation. Asset management is one of the more difficult but highly beneficial aspects of


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infrastructure provision for local government and managing assets well can ensure long term benefits for our community and council. ENGAGEMENT: Councillor workshops were held in April 2012 to review the strategic directions, examine funding options and to identify budget priorities. Council adopted the Delivery Program 2012/13 – 2015/16, Operational Plan 2012/13 and Ten Year Long Term Financial Plan on 27 June 2012. However to help deliver the program of works outlined in the plans it was foreshadowed that it would be necessary for Council to apply for a Special Rate Variation of 9.50%, commencing in 2013/14. A Councillor workshop was held on 16 October 2012 to brief the new Council on the Special Rate Variation application process and the current financial position based on the draft 2011/12 Financial Statements. A progress report was also given on the various reviews being undertaken by management in order for the new Council to be informed prior to making a decision on whether to proceed with the application. SHIRE OF BELLINGEN 2030 COMMUNITY STRATEGIC PLAN ALIGNMENT: Civic Leadership – Strategic Direction 1.1 – Financial sustainability is maintained through effective short and long term management. OFFICERS RECOMMENDATION: (1) That Council defer consideration of the making of an application for a Special Rate

Variation until the second half of 2013 on the basis that it will be better informed on Council’s asset planning and management, financial sustainability and service delivery and the influences of the industry reform agenda.

(2) That a report be submitted to the November 2012 Ordinary Meeting detailing a revised short term Road and Bridge Program.

ATTACHMENTS: There are no attachments for this report

09.041/12 Resolved (Cr Scott /Cr Troy) (1) That Council defer consideration of the making of an application for a Special Rate Variation

until the second half of 2013 on the basis that it will be better informed on Council’s asset planning and management, financial sustainability and service delivery and the influences of the industry reform agenda.

(2) That a report be submitted to the November 2012 Ordinary Meeting detailing a revised short term Road and Bridge Program.

UNANIMOUS


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Bellingen Shire Council - 10 Year Road Works Program2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022

BudgetIncome SourceSpecial Rate Levy (284,780) (294,180) (303,590) (313,305) (323,330) (333,680) (344,355) (355,375) (366,750) (378,485)Financial Assistance Grant (Roads) 0 0 0 0 0 0 0 0 0 0Roads to Recovery Funding (390,400) (390,400) (390,400) (390,400) (390,400) (390,400) (390,400) (390,400) (390,400) (390,400)Roads & Maritime Service (200,000) (110,000) (290,000) 0 0 0 0 0 0 0Reserves Special Road Levy (66,687) (15,820) (19,243) 0 0 0 0 0 0 0 Financial Assistance Grant (314,000) 0 0 0 0 0 0 0 0 0 Bellingen Urban Area Improvement (79,113) 0 0 0 0 0 0 0 0 0 Urunga Urban Area Improvement (183,314) 0 0 0 0 0 0 0 0 0 Dorrigo Urban Area Improvement (265,192) 0 0 0 0 0 0 0 0 0Special Rate Variation (9.5%) 0 (558,940) (576,825) (595,285) (614,330) (633,990) (654,280) (675,215) (696,820) (719,120)Total Income Source (1,783,486) (1,369,340) (1,580,058) (1,298,990) (1,328,060) (1,358,070) (1,389,035) (1,420,990) (1,453,970) (1,488,005)

Works Expenditure ProgramAdditional Road Maintenance 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000Shire Road Resurfacing Program Church Street, Bellingen 38,780 Kalang Road Section 1 200,000 Sunny Corner Road 100,000 Darkw ood Road Section 1 160,000 Kalang Road Section 2 113,305 Darkw ood Road Section 2 140,000 Gordonville Road Section 1 30,000 Gordonville Road Section 2 270,000 Summervilles Road 200,000 Hydes Creek Road 300,000 North Bank Road Section 1 250,000 North Bank Road Section 2 50,000 South Arm Road 200,000 Yellow Rock Road 200,000 Mylestom Streets, Selected Sections 210,000 Other Selected Roads 190,400 450,000 500,000 550,000Regional Road MR 119 Old Coast Road Stage 2 220,000Regional Road MR 119 North of North Dorrgo Stage 1 180,000Regional Road MR 119 North of North Dorrgo Stage 2 180,000Regional Road MR 119 North of North Dorrgo Stage 3 220,000Regional Road MR 119 North of North Dorrgo Stage 4 220,000Regional Road MR469 South of Wild Cattle Creek 180,000Pickett Hill Creek No. 2 Bridge on Martells Road Restoration 350,000Diehappy Bridge on Darkw ood Road Reconstruction 675,000Reids Creek Bridge on Kalang Road Reconstruction 475,000Godings Bridge Reconstruction 140,000Roses Bridge on Roses Road Reconstruction 475,000Bridge Restoration Program (To Be Determined) 648,540 629,695 616,790Timboon Road (West) Stage 1 Construct & Seal 139,340Timboon Road (West) Stage 2 Construct & Seal 125,055Roses Road Stage 1 Construct & Seal 140,685Roses Road Stage 2 Construct & Seal 127,660Roses Road Stage 3 Construct & Seal 133,070Darkw ood Road Widening at "Dairy Corner" (Chn 5km) 150,400North Bank Road Reshape betw een Sections 754 to 835 100,000Kalang Road Widening at 3rd Bend West of Pearnes Bridge 140,000Vernon Place, Urunga Upgrading 110,000Hillside Drive, Urunga Retaining Wall 250,000Ford Street, Bellingen Retaining Wall Restoration Near No. 38 79,110Bailey Street, Repton Kerb & Gutter/ Seal Sholders/ Drainage 200,000Hill Street, Bellingen Kerb & Gutter/ Seal Sholders/ Drainage 400,000Kylie Street, Urunga Drainage Upgrade 250,000Dorrigo Strret, Dorrigo Drainage Upgrade 265,195Church Street, Bellingen - Cemetery Creek Culvert Upgrade Stage 1 129,035Church Street, Bellingen - Cemetery Creek Culvert Upgrade Stage 2 122,450Dudley Street, Bellingen - Road and Drainage Updgrade Stage 1 124,275


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Special Rate Variation Program

Shire Road Resurfacing Program Kalang Road Section 1 200,000 Sunny Corner Road 100,000 Darkw ood Road Section 1 119,600 Darkw ood Road Section 2 140,000 Gordonville Road Section 1 30,000 Gordonville Road Section 2 146,670 Summervilles Road 200,000 Hydes Creek Road 166,320 North Bank Road Section 1 250,000 South Arm Road 105,645 Yellow Rock Road 200,000 Mylestom Streets, Selected Sections 210,000 Other Selected Roads 294,625 333,250 371,515Diehappy Bridge on Darkw ood Road Reconstruction 451,770Godings Bridge Reconstruction 140,000Roses Bridge on Roses Road Reconstruction 84,600Reids Creek Bridge on Kalang Road Reconstruction 84,600Bridge Restoration Program (To Be Determined) 258,140 239,295 226,390Timboon Road (West) Stage 1 Construct & Seal 139,340Timboon Road (West) Stage 2 Construct & Seal 125,055Roses Road Stage 1 Construct & Seal 140,685Roses Road Stage 2 Construct & Seal 127,660Roses Road Stage 3 Construct & Seal 133,070Bailey Street, Repton Kerb & Gutter/ Seal Sholders/ Drainage 200,000Hill Street, Bellingen Kerb & Gutter/ Seal Sholders/ Drainage 9,600Church Street, Bellingen - Cemetery Creek Culvert Upgrade Stage 1 129,035Church Street, Bellingen - Cemetery Creek Culvert Upgrade Stage 2 122,450Dudley Street, Bellingen - Road and Drainage Updgrade Stage 1 124,275Dudley Street, Bellingen - Road and Drainage Updgrade Stage 2 121,215

Total Special Rate Variation Program 0 558,940 576,825 595,285 614,330 633,990 654,280 675,215 696,820 719,120


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10. REPORTS BY DIRECTOR OF ENGINEERING AND OPERATIONS


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10. REPORTS BY DIRECTOR OF ENGINEERING AND OPERATIONS NIL


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11. REPORTS FROM COUNCIL COMMITTEES


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11. REPORTS FROM COUNCIL COMMITTEES NIL


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12. MINUTES FROM ADVISORY COMMITTEES


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12. MINUTES FROM ADVISORY COMMITTEES NIL


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13. CORRESPONDENCE


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13. CORRESPONDENCE NIL


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14. AUTHORITY TO AFFIX THE COMMON SEAL OF COUNCIL FOR ITEMS NOT INCLUDED IN REPORTS


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14. AUTHORITY TO AFFIX THE COMMON SEAL OF COUNCIL FOR ITEMS NOT INCLUDED IN REPORTS NIL


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15. ITEMS FOR INFORMATION


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15. ITEMS FOR INFORMATION NIL


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16. MATTERS OF AN URGENT NATURE


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16. MATTERS OF AN URGENT NATURE NIL


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17. QUESTIONS WITH NOTICE


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17. QUESTIONS WITH NOTICE NIL


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18. COMMITTEE OF THE WHOLE


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18. COMMITTEE OF THE WHOLE NIL The meeting closed at 9.32am Signed: _________________ Cr Mark Troy, Mayor Chairperson


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19. REPORT ATTACHMENTS


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19. REPORT ATTACHMENTS

NIL

minutes extraordinary meeting of council 7 november 2012 · a briefing in relation to the...

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