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GLEN INNES SEVERN COUNCIL

BUSINESS PAPER

FOR THE COUNCIL MEETING

TO BE HELD ON THURSDAY,

25 JUNE 2020

COMMUNITY CONSULTATION SESSION GUIDELINES

Note: Due to the current COVID-19 pandemic, submissions for the Community Consultation Session are to be made in writing and approved submissions will be forwarded to Councillors prior to the commencement of the meeting.

1. The Council may hold a public forum prior to each Ordinary meeting of the Council for the purpose of hearing oral submissions from members of the public on items of business to be considered at the meeting. Public forums may also be held prior to Extraordinary Council meetings. The duration of public forums will be 15 minutes, and they will commence at 5.45pm on the day of a set Council meeting.

2. Public forums are to be chaired by the Mayor or their nominee. Only the names of speakers, the organisation that they are representing and the topic that they are speaking about will be recorded in Council’s Meeting Minutes

3. To speak at a public forum, a person must first make an application to the Council in the approved form. Applications to speak at the public forum must be received by 12 noon on the Tuesday before the meeting, and must identify the item of business on the agenda of the Council meeting the person wishes to speak on, and whether they wish to speak ‘for’ or ‘against’ the item.

4. A person may apply to speak on no more than two (2) items of business on the agenda of the Council meeting.

5. Legal representatives acting on behalf of others are not to be permitted to speak at a public forum unless they identify their status as a legal representative when applying to speak at the public forum.

6. The General Manager or their delegate may refuse an application to speak at a public forum. The General Manager or their delegate must give reasons in writing for a decision to refuse an application.

7. No more than three (3) speakers are to be permitted to speak ‘for’ or ‘against’ each item of business on the agenda for the Council meeting.

8. If more than the permitted number of speakers apply to speak ‘for’ or ‘against’ any item of business, the General Manager or their delegate may request the speakers to nominate from among themselves the persons who are to address the Council on the item of business. If the speakers are not able to agree on whom to nominate to address the Council, the General Manager or their delegate is to determine who will address the Council at the public forum.

9. If more than the permitted number of speakers apply to speak ‘for’ or ‘against’ any item of business, the General Manager or their delegate may, in consultation with the Mayor or the Mayor’s nominated Chairperson, increase the number of speakers permitted to speak on an item of business, where they are satisfied that it is necessary to do so to allow the Council to hear a fuller range of views on the relevant item of business.

10. Approved speakers at the public forum are to register with the Council any written, visual or audio material to be presented in support of their address to the Council at the public forum, and to identify any equipment needs no more than one (1) day before the public forum. The General Manager or their delegate may refuse to allow such material to be presented.

11. The General Manager or their delegate is to determine the order of speakers at the public forum.

12. Each speaker will be allowed a maximum of five (5) minutes to address the Council. This time is to be strictly enforced by the Chairperson.

13. Speakers at public forums must not digress from the item on the agenda of the Council meeting they have applied to address the Council on. If a speaker digresses to irrelevant matters, the Chairperson is to direct the speaker not to do so. If a speaker fails to observe a direction from the Chairperson, the speaker will not be further heard.

14. A Councillor (including the Chairperson) may, through the Chairperson, ask questions of a speaker following their address at a public forum. Questions put to a speaker must be direct, succinct and without argument.

15. Speakers are under no obligation to answer a question put under clause 14. Answers by the speaker, to each question are to be limited to two (2) minutes.

16. Speakers at public forums cannot ask questions of the Council, Councillors or Council staff.

17. The General Manager or their nominee may, with the concurrence of the Chairperson, address the Council for up to three (3) minutes in response to an address to the Council at a public forum after the address and any subsequent questions and answers have been finalised.

18. Where an address made at a public forum raises matters that require further consideration by Council staff, the General Manager may recommend that the Council defer consideration of the matter pending the preparation of a further report on the matters.

19. When addressing the Council, speakers at public forums must comply with this code and all other relevant Council codes, policies and procedures. Speakers must refrain from engaging in disorderly conduct, publicly alleging breaches of the Council’s Code of Conduct or making other potentially defamatory statements.

The Mayor or Chair will be guided by Section 10A(2)(a) – (i) of the Local Government Act 1993, in not allowing members of the public during community consultation sessions to deal with or discuss or disclose any information with regards to the matters mentioned in this section and subsections of the Act.

The opinions expressed by community members are not reflective or representative of the views of Council and hence Council cannot be held responsible or liable.

20. If the Chairperson considers that a speaker at a public forum has engaged in conduct of the type referred to in clause 19, the Chairperson may request the person to refrain from the inappropriate behaviour and to withdraw and unreservedly apologise for any inappropriate comments. Where the speaker fails to comply with the Chairperson’s request, the Chairperson may immediately require the person to stop speaking.

21. Clause 20 does not limit the ability of the Chairperson to deal with disorderly conduct by speakers at public forums in accordance with the provisions of Part 15 of the Code of Meeting Practice.

22. Where a speaker engages in conduct of the type referred to in clause 19, the General Manager or their delegate may refuse further applications from that person to speak at public forums for such a period as the General Manager or their delegate considers appropriate.

23. Councillors (including the Mayor) must declare and manage any conflicts of interest they may have in relation to any item of business that is the subject of an address at a public forum, in the same way that they are required to do so at a Council meeting. The Council is to maintain a written record of all conflict of interest declarations made at public forums and how the conflict of interest was managed by the Councillor who made the declaration.

Note: Public forums should not be held as part of a Council meeting. Council meetings should be reserved for decision-making by the Council. Where a public forum is held as part of a Council meeting, it must be conducted in accordance with the other requirements of the Code of Meeting Practice relating to the conduct of Council meetings.

Local Government Act 1993

Section 10A(2) (a) – (i)

The matters and information are the following:

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

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

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

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

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

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

(iii) reveal a trade secret,

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

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

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

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

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

Glen Innes Severn Council – Open Ordinary Meeting – 25 June 2020

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GLEN INNES SEVERN COUNCIL

Notice is herewith given of an

ORDINARY MEETING

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

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

Thursday, 25 June 2020 at 6.00pm

ORDER OF BUSINESS

1 ACKNOWLEDGEMENT OF COUNTRY ........................................................ 6

2 OPENING BY MINISTER FROM THE FRATERNAL .................................... 6

3 APOLOGIES AND APPLICATIONS FOR A LEAVE OF ABSENCE BY COUNCILLORS ............................................................................................. 6

4 MINUTES OF PREVIOUS ORDINARY MEETING - 28 MAY 2020 TO BE CONFIRMED ................................................................................................. 6

5 DISCLOSURE OF CONFLICT OF INTERESTS: PECUNIARY AND NON-PECUNIARY INTERESTS ............................................................................. 6

6 MAYORAL MINUTE(S) .................................................................................. 6

7 REPORTS TO COUNCIL ............................................................................... 7

7.1 Funding Agreement between the Glen Innes Severn Council and the Department of Planning, Industry and Environment (DPIE) - Office of Local Government ................................................................ 7

7.2 Strategy for Managing and Minimising Code of Conduct Complaints at Glen Innes Severn Council ....................................... 11

7.3 Adoption of the 2020/2021 Operational Plan and Budget .............. 14

7.4 Audit Risk and Improvement Committee Charter and Internal Audit Charter ................................................................................................ 33

7.5 Delay of Customer Satisfaction Survey and Appointment of Preferred Supplier to undertake the Customer Satisfaction Survey ............................................................................................................. 36

7.6 Review of Investment Policy............................................................. 39

7.7 Review of Cash Handling Policy ...................................................... 41


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7.8 Review of Debt Recovery Policy ...................................................... 43

7.9 Review of Donations Policy .............................................................. 47

7.10 Review of Human Resources Policy Statement Register .............. 49

7.11 Secondary Employment Policy ........................................................ 53

7.12 Rescindment of Salary System Progression Rules ........................ 56

7.13 Review of Complaints Management Policy ..................................... 58

7.14 Review of Continuous Improvement Policy and Continuous Improvement Plan .............................................................................. 61

7.15 Review of Gathering Information Policy and Gathering Information Guidelines, Procedures and Best Practice ...................................... 67

7.16 Review of Agency Information Guide .............................................. 73

7.17 Review of Statement of Business Ethics ......................................... 76

7.18 Review of Work Health and Safety Policy ....................................... 79

7.19 Review of Fatigue Management Policy ............................................ 81

7.20 Review of Library Users Code of Conduct Policy ........................... 84

7.21 Review of Secretarial Assistance Policy to Section 355 Committees of Council ...................................................................... 87

7.22 Investment Report - May 2020 .......................................................... 90

7.23 Borrowings Report as at May 2020 .................................................. 98

7.24 Rates and Charges - May 2020 ....................................................... 101

7.25 Capital Works Program Progress Report as at 31 May 2020 ....... 105

7.26 Workplace Injury Management Report - May 2020 ....................... 125

7.27 Corporate and Community Services: Monthly Report - May 2020 ........................................................................................................... 128

7.28 Renewable Energy Action Plan ...................................................... 137

7.29 Glen Innes Severn Local Strategic Planning Statement .............. 144

7.30 Business Incentive Fund - Applications for Assistance .............. 149

7.31 Development, Planning and Regulatory Services Directorate: Monthly Report for May 2020 .......................................................... 155

7.32 Review of Drought Management Plan ............................................ 178

7.33 Outcome of Beardy Weir Investigation by NSW Fisheries ........... 182


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7.34 Infrastructure Services: Monthly Report for May 2020 ................ 190

8 NOTICE OF MOTIONS/RESCISSION/QUESTIONS WITH NOTICE ........ 206

9 CORRESPONDENCE, MINUTES, PRESS RELEASES ........................... 207

9.1 Status Report regarding Councillor Enquiries .............................. 207

9.2 Correspondence and Press Releases ............................................ 209

9.3 Minutes of Council Community Committee Meetings for Information ....................................................................................... 210

10 REPORTS FROM DELEGATES ............................................................... 211

10.1 Reports from Delegates .................................................................. 211

11 MATTERS OF AN URGENT NATURE ...................................................... 213

12 CONFIDENTIAL MATTERS ...................................................................... 213

Craig Bennett General Manager


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Council Meeting Date: 4th Thursday of the month commencing at 6.00pm.

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

• “the appointment of a general manager • the making of a rate • a determination under section 549 as to the levying of a rate • the making of a charge • the fixing of a fee • the borrowing of money • the voting of money for expenditure on its works, services or operations • the compulsory acquisition, purchase, sale, exchange or surrender of any land or other property (but not

including the sale of items of plant or equipment) • the acceptance of tenders which are required under this Act to be invited by the council • the adoption of a management plan under section 406 • the adoption of a financial statement included in an annual financial report • a decision to classify or reclassify public land under Division 1 of Part 2 of Chapter 6 • the fixing of an amount or rate for the carrying out by the council of work on private land • the decision to carry out work on private land for an amount that is less than the amount or rate fixed by the

council for the carrying out of any such work • the review of a determination made by the council, and not by a delegate of the council, of an application for

approval or an application that may be reviewed under section 82A of the Environmental Planning and Assessment Act 1979

• the power of the council to authorise the use of reasonable force for the purpose of gaining entry to premises under section 194

• a decision under section 356 to contribute money or otherwise grant financial assistance to persons • the making of an application, or the giving of a notice, to the Governor or Minister • this power of delegation • any function under this or any other Act that is expressly required to be exercised by resolution of the council.”

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

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

Membership: Full Council - 7 Councillors.

Quorum: 4 members

Chairperson: The Mayor

Deputy Chairperson: The Deputy Mayor

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

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


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The Mayor will read the following statement: "I advise all present that tonight's meeting is being video streamed live via Council’s website and also audio recorded for the purposes of providing a record of public comment at the meeting, supporting the democratic process, broadening knowledge and participation in community affairs, and demonstrating Council’s commitment to openness and accountability. The audio and video recordings of the non-confidential parts of the meeting will also be made available on Council’s website once the Minutes have been finalised. All speakers are requested to ensure their comments are relevant to the issue at hand and to refrain from making personal comments or criticisms. No other persons are permitted to record the Meeting, unless specifically authorised by Council to do so."


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1 ACKNOWLEDGEMENT OF COUNTRY “I acknowledge the Ngoorabul people as the traditional custodians of this land and pay my respect to the Elders past, present and emerging. I also extend that respect to Aboriginal and Torres Strait Islander people here today.”

2 OPENING BY MINISTER FROM THE FRATERNAL

3 APOLOGIES AND APPLICATIONS FOR A LEAVE OF ABSENCE BY COUNCILLORS

4 MINUTES OF PREVIOUS ORDINARY MEETING - 28 MAY 2020 TO BE CONFIRMED

5 DISCLOSURE OF CONFLICT OF INTERESTS: PECUNIARY AND NON-PECUNIARY INTERESTS

PECUNIARY:

Nature of conflict:

Action to be taken:

NON-PECUNIARY:

a) Significant Non-Pecuniary

Nature of conflict:

Action to be taken:

b) Non-significant Non-Pecuniary

Nature of conflict:

Action to be taken:

6 MAYORAL MINUTE(S)


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7 REPORTS TO COUNCIL

7.1 Funding Agreement between the Glen Innes Severn Council and the Department of Planning, Industry and Environment (DPIE) - Office of Local Government

REPORT FROM: GENERAL MANAGER’S OFFICE Author: Craig Bennett - General Manager ANNEXURES Annexure A Correspondence from OLG re COVID-19 Local Government

Economic Stimulus Package Annexure B Funding Agreement ECM INDEXES Subject Index: GRANTS AND SUBSIDIES: Programs ECONOMIC DEVELOPMENT: Grants and Subsidies PUBLIC HEALTH: COVID-19 PURPOSE The purpose of this report is to for Council to authorise the use of Council’s Seal on a Funding Agreement between Glen Innes Severn Council and the Department of Planning, Industry and Environment (DPIE) - Office of Local Government and for Council to authorise for the Mayor and the General Manager to sign the Funding Agreement under the Seal of Glen Innes Severn Council. BACKGROUND The Office of Local Government (OLG) wrote to the General Manager on Friday 29 May 2020 requesting that Council sign a Funding Agreement for a COVID-19 Economic Stimulus Package. The letter requested that the funding agreement be signed and returned by close of business Wednesday 24, June 2020. An extension has been granted to Council until the end of June 2020 to enable a report to be written to the June 25, 2020 Ordinary Council Meeting. This provides Council with the opportunity to approve of the funding agreement being signed under the Seal of Council by the Mayor and General Manager and for the signed agreement to be sent to the OLG. It is important to note that Council will not be able to access any elements of the package until a signed agreement has been received and accepted by the OLG. (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective STC 2.1.1 ‘Continue to be a financially sustainable and independent Council.’


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(b) Financial Considerations

The signed and sealed funding agreement provides a mechanism for the NSW State Government to provide financial assistance to Councils.

COMMENTARY The funding agreement will enable Council to benefit from those parts of the package that are relevant to its needs. The current elements of the package are as follows:

• $32.76M to provide a grant to each Council in the 2020/2021 Financial Year to cover the cost of the increase in the Emergency Services Levy.

• $112.5M to fund a Council Job Retention Allowance Subsidy.

• Greater access to the TCorp Local Government Lending Facility.

• TCorp granting deferrals of principal and interest on existing loans upon request for six (6) months.

• The NSW Treasurer providing to any Council, conditional on Treasury’s analysis and approval upon application, a “deed of indemnity for and on behalf of the Crown in right of the State of NSW”, to assist Councils to secure a commercial bank loan.

The main benefit to Council from the Economic Stimulus Package is the grant to cover the increase in the Emergency Services Levy (ESL). It is highly unlikely that Council will benefit from any of the Job Retention Allowance Subsidy. This is only applicable where staff are being stood down. It is not my intention to stand any staff down at Glen Innes Severn Council during the COVID-19 Pandemic. Council may take up the opportunity to access the TCorp Local Government Lending Facility but is not likely to benefit from the deferral of any principal or interest on existing loans. In any case, Council is still required to sign the funding agreement as it will lose the grant covering the increase in the ESL if it does not sign the agreement. (a) Governance/Policy Implications

The Execution of Documents Matrix provides the required wording to be used in the recommendation of a Council Report where a document requires the affixing of the Council’s Seal to it.


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(b) Legal Implications Clause 400 of the Local Government (General) Regulation 2005 sets out the requirements for the use of Council’s Seal. It states the following: 400 Council Seal

(1) The seal of a council must be kept by the mayor or the general manager,

as the council determines.

(2) The seal of a council may be affixed to a document only in the presence of:

(a) the mayor and the general manager, or

(b) at least one councillor (other than the mayor) and the general

manager, or

(c) the mayor and at least one other councillor, or

(d) at least 2 councillors other than the mayor.

(3) The affixing of a council seal to a document has no effect unless the persons who were present when the seal was affixed (being persons referred to in subclause (2)) attest by their signatures that the seal was affixed in their presence.

(4) The seal of a council must not be affixed to a document unless the document relates to the business of the council and the council has resolved (by resolution specifically referring to the document) that the seal be so affixed.

(5) For the purposes of subclause (4), a document in the nature of a reference or certificate of service for an employee of the council does not relate to the business of the council.

(c) Social Implications

There are no social implications arising from this report.

(d) Environmental Implications There are no environmental implications arising from this report.

(e) Economic/Asset Management Implications There are no economic/asset management implications arising from this report.


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CONCLUSION A request has been received from the OLG for Council to sign a Funding Agreement for an Economic Stimulus Package between Glen Innes Severn Council and the Department of Planning, Industry and Environment (DPIE). This report provides the mechanism for Council to authorise the use of the seal on the funding agreement and for the Mayor and General Manager to execute the agreement.

RECOMMENDATION

THAT Council:

1. Authorises for the Seal of the Glen Innes Severn Council to be affixed to the Funding Agreement between the Glen Innes Severn Council and the Department of Planning, Industry and Environment.

2. Authorises for the Mayor and the General Manager to execute the Funding Agreement between the Glen Innes Severn Council and the Department of Planning, Industry and Environment.


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7.2 Strategy for Managing and Minimising Code of Conduct Complaints at Glen Innes Severn Council

REPORT FROM: GENERAL MANAGER’S OFFICE Author: Craig Bennett - General Manager ANNEXURES There are no annexures to this report. ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Code of Conduct Complaints PURPOSE The purpose of this report is for Council to consider the General Manager’s recommendations on how “Code of Conduct expenses may be kept to a reasonable level in the future”. BACKGROUND The following was resolved (in part) at the Ordinary Council Meeting held on Thursday 28 November 2019: That: 3. The General Manager be requested to prepare a report on how Code of Conduct expenses may be kept to a reasonable level in the future. (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective STC 1.7.1 ‘Strive for excellence in all customer service areas.’


The expected costs of running a “Values Workshop” would be in the order of 10 to 20 thousand dollars. There are sufficient funds ($25,000) allocated under the Councillor Training budget for the 2020/2021 Financial Year to cover the expected costs of the workshop.

COMMENTARY Council’s Values are:

• Respect

• Integrity

• Courage

• Honesty and

• Transparency

Or RICH to the “T”.


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It is very important that all Councillors and MANEX members live and breathe Council’s values if there are to be strengthening of the relationships at Council. These improved relationships will then in turn assist in minimising any Code of Conduct issues at Council. Undertaking a values workshop where everyone attending the workshop needs to detail what Respect, Integrity, Courage, Honesty and Transparency means to them will definitely assist in ensuring that any potential issues are avoided. The following provides some definitions of each value: RESPECT

• Allowing others to have their say without interrupting or intimidating them.

• Actively listening when others are talking.

• Involves having positive feelings or actions towards others.

• Treating others as you would like to be treated. INTEGRITY

• Always doing the right thing even when you come under fire for doing so.

• Following your moral or ethical convictions and doing the right thing in all circumstances, even when no one is watching you.

• Having integrity means that you are true to yourself and will not do anything that will demean or dishonour you.

• Having a desire to do the right thing, even if there may be personal negative consequences in doing so.

COURAGE

• Having the ability to act on your intuition, gut feelings or convictions.

• Being prepared to go out on a limb even when things are rocky.

• Having courage allows you to face extreme dangers and difficulties without fear or favour.

• Being prepared to take risks for the sake of others. HONESTY

• Being straightforward with others.

• Telling the truth, regardless of the consequences.

• Honesty involves being trustworthy, loyal, fair and sincere.

• Admitting mistakes and saying sorry. TRANSPARENCY

• Always trying to be open, honest and accountable for your actions.

• Not trying to hide things.

• The quality of being easily seen through, you have nothing to hide. Once the workshop is completed it is extremely important that each participant makes a commitment to adhere to the values. Actions speak much louder than words.


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(a) Governance/Policy Implications An Expression of Interest (EOI) process will be followed to appoint the independent facilitator for the values workshop. Council’s Procurement Policy requires three (3) quotations where the expenditure is expected to be above $20,000. Council’s Procurement Policy states that where the value of procurement (including GST) is between $20,000 and $229,999 at least three (3) written quotations are required. Due to the uncertainty of the exact amount to conduct the workshop I would recommend undertaking an EOI process. Three (3) organisations identified by the General Manager to have the capabilities of undertaking an independent values workshop will be approached to submit an EOI. A panel of three (3) will then assess the merits of each EOI based on weighted criteria identified by the General Manager.

(b) Legal Implications Section 55 of the Local Government Act 1993 and clauses 177 and 178 of the Local Government (General) Regulation 2005 are required to be adhered to when conducting a tendering process. Neither are applicable to an EOI process.

(c) Social Implications Conducting a Values Workshop would assist in Council regaining the confidence of the community. The workshop would assist in demonstrating to the Glen Innes community that all Councillors and the Management Executive Team (MANEX) want to work together as a united team for the good of the community.

(d) Environmental Implications There are no environmental implications to consider as part of the preparation of this report.

(e) Economic/Asset Management Implications There are no economic or asset management implications to consider as part of the preparation of this report.

CONCLUSION In order to strengthen the relationships between Councillors and MANEX members it is recommended that a Values Workshop be undertaken by an independent facilitator prior to the end of this calendar year. RECOMMENDATION

That the General Manager be instructed to organise a Values Workshop with all Councillors and the Management Executive Team (MANEX), to be facilitated by an Independent Facilitator within the next six (6) months.


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7.3 Adoption of the 2020/2021 Operational Plan and Budget

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Liz Alley - Chief Financial Officer ANNEXURES Annexure A Operational Plan and Budget 2020/2021 (under separate cover) Annexure B Submission 1 Annexure C Submission 2 Annexure D Submission 3 Annexure E Submission 4 Annexure F Submission 5 Annexure G Submission 6

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Planning GOVERNANCE: Planning FINANCIAL MANAGEMENT: Budgeting PURPOSE The purpose of this report is for Council to adopt the Glen Innes Severn Council’s Operational Plan and Budget for the 2020/2021 Financial Year (OP) and to make and levy rates and charges, along with other fees and charges for the 2020/2021 Financial Year (Annexure A), which is included under separate cover to this report. BACKGROUND In accordance with Council resolution 3.04/20 of the 23 April 2020 Ordinary Council Meeting, Council’s draft OP was placed on public exhibition for the required 28 days, from Friday, 1 May 2020 until close of business on Thursday, 28 May 2020, with a submission period closing on Thursday, 11 June 2020 at close of business. Six (6) submissions were received during this period and they are summarised within the commentary section of this report. There have been some minor changes to the Budget and Fees and Charges schedules as a result of new information coming to light since the adoption of the draft OP. These changes and their impact are also discussed in the commentary section of this report. (a) Financial Considerations

The OP has a significant impact on the financial position of Council as it contains the budgeted expenditure (both capital and operational) as well as revenue for the 2020/2021 Financial Year.


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COMMENTARY In line with the provisions of the Local Government Act 1993 (the Act) and requirements of the Integrated Planning and Reporting Framework (IPRF), Council is required to develop an annual OP that is derived from the four (4) year Delivery Program (DP), which in turn is developed from the 10-year Community Strategic Plan (CSP) and inconjunction with Council’s 10-year Long Term Financial Plan (LTFP). The CSP is set out in the five (5) key areas of: Community Services, Economic Development, Infrastructure Management, Environment and Heritage, and Council Sustainability, Transparency and Communication. The OP consists of a “written part” where strategies and actions have been developed for the 2020/2021 Financial Year in order to achieve the goals and objectives that are identified in the CSP. The “financial part” of the OP provides for the financial resources to enable the aforementioned strategies and actions to be implemented and pursued during the course of the 2020/2021 Financial Year. Snapshot of Council’s Financial Position and the 2020/2021 Budget: Council’s OP comprises the following:

• Operating revenue of: $35,021,519 ($36,515,412)

• Operating expenditure of: $32,743,621 ($31,526,575)

• Capital expenditure of: $12,217,780 ($14,430,014)

• Loan and lease principal repayments of: $ 2,026,345 ($ 1,611,444) The draft OP shows an operating surplus of $2,277,898. Council is expected to have a small but positive net position of $8,810.

Council’s Capital Works Program Budget of $12,217,780 is broken down into the following projects: $ Projects funded from Roads to Recovery Grants 1,308,000 Projects funded through the Bridge Renewal Program 1,400,000 Projects (roads and footpaths) funded from the General Fund 2,715,639 Projects (bridges) funded through the LIRS* loans scheme 850,000 Plant and Equipment funded from the General Fund and Restricted Funds 850,000 Projects funded from the Water Fund 801,665 Projects funded from the General Fund 981,902 Projects funded from Regional Roads Grants 728,000 Projects funded from the Sewer Fund 471,056 Projects (roads and plant) funded from the Glen Innes Aggregates surplus 407,024 Projects funded from other grants and contributions 403,000 Projects funded from the Waste Restricted Fund 284,065 COVID-19 Transport Grant 872,429 Projects funded from the Stormwater / Drainage Restricted Funds 145,000

*Local Infrastructure Renewal Scheme


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The 2020/2021 Financial Year Operating Performance Ratio forms part of the NSW Local Government’s Fit for the Future criteria. This ratio measures Council’s ability to contain operating expenditure within operating revenue. The benchmark for this ratio is 0% or better to break even average over three (3) years. The ratio excludes capital grants and contributions from Operating Revenue. Council is expected to meet this target in the 2020/2021 Financial Year. The positive ratio of 2.34% shows that Council is able to contain operating expenditure within operating revenue. The annual rate peg amount this year has been announced at 2.6%, whilst salary and wages under the award are budgeted to increase by 2.5%. As a result, Council’s revenue stream is being increased in real terms from that source of income. This OP continues to fulfil the requirement to demonstrate how Council can continue to remain a stand-alone sustainable Council, providing effective and efficient services and further developing the scale and capacity needed to meet the needs of the community into the future. Submission one (1) A submission was received from a resident (Annexure B) questioning the increase in Unsealed Rural Roads maintenance over the last seven (7) years, portrayed in the Roads, Bridges and Footpaths Maintenance by Category graph from the Budget Flyer 2020. Comment: The graph referred to indicates the increase in operational expenditure on these classes of assets over the period of time, it does not include either equipment replacement or infrastructure construction, but does include an increased allowance for depreciation, noting the actual cost that is incurred by the community in holding these assets over the whole of life. This graph highlights the reason as to why we still have an infrastructure backlog, namely that insufficient funds were allocated in the past, resulting in year on year reduction in the condition of the asset base to a point where the community identified the restoration of the road network as the issue of primary importance in the community consultation process that was conducted to inform the current strategic plan.


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Submission two (2) and Submission three (3) Two (2) submissions were received from residents (Annexure C and Annexure D) objecting to the proposed drainage charge. Comment: Council’s drainage charge has been levied on properties within the drainage basins of Emmaville, Deepwater and Glen Innes since 2013. Previously Council had a very limited source of funds for the upgrade and renewal of urban drainage structures, with just $11,000 allocated in 2012/2013. With the introduction of the drainage charge, Council has been able to allocate amounts of up to $250,000 each year, and complete major projects such as the replacement of 750mm diameter pipes under Bourke Street between Grey Street and East Avenue, upgrade of drainage under King George Oval and village works in Deepwater and Emmaville. At the time of implementation of the initial drainage charge various members of the community raised concerns at its introduction, however, the results stemming from the application of the charge have been very beneficial to the community. The proposed extension of the drainage charge to now include rural holdings has been widely promoted by Council during the OP display period. As a result of the exhibition period, two (2) formal responses have been received. One (1) submission argues that the proposal comes at a time when rural ratepayers are under financial stress due to current conditions imposed by the drought. Roads drainage is an important part of the road network, and therefore benefits every resident and business. Council has in fact increased the delivery of drainage services on rural roads through the introduction of a dedicated team with two (2) backhoes but has been funding these works from other sources. The question is whether the rural community should not also be paying a fair share and increasing the budget provision for drainage works through the extension of this charge. While it is acknowledged that times indeed remain difficult due to drought, fires and other conditions, the considered small scale of this charge spread across the rural areas of the Council area will result in some $100,000 to improve the drainage facility. The works afforded by the charge will indeed improve the conditions of the road network to significantly benefit rural landholders. Very little feedback has been received from the community with regard to the proposed extension of the current charge to include rural holdings, despite a significant effort by Council to provide information and opportunity as previously highlighted herewith.

Submission 4 A submission was received from NSW Farmers, it is believed that it is being sent to all Councils as they undertake their annual rate setting (Annexure E). The letter raises issues around rural land valuations and local government rating. Comment: that Council notes the information within the submission.


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Submission 5 A submission was received from a resident (Annexure F) requesting zoning and land use be reviewed, and appropriate development control plan applied. Comment: Council has identified two (2) key strategic objectives in the OP that address this issue, being CS 2.1.1.3 and CS 2.1.3.2. In addition, owners of land may lodge a Planning Proposal to Council at any time requesting such changes, however, these Planning Proposals must meet the Department of Planning and Industry guidelines and be at the applicants cost.

Submission 6 A submission was received from a resident (Annexure G) commenting on the road infrastructure and their concern with the proposed drainage charge on rural ratepayers, as well as asking for consideration to the water supply in Emmaville being critical. The infrastructure backlog in regard to Bald Nob Road was also a matter of importance raised by the resident. Comment: Council’s road drainage can be treated as a separate activity from other road maintenance, particularly those aspects of drainage that involve pipe culvert repairs. Council has a dedicated drainage team that performs these works separately from other works such as table drain cleaning and grading. The techniques and equipment required are quite different. The drainage charge will, like all other fees and charges, increase regularly to keep pace with inflation. Council, in implementing this levy, is fixing an equity issue whereby urban residents are currently paying a drainage charge while rural residents are not, despite Council having a dedicated drainage team that spends the majority of its time on rural roads. Where a landholder has more than one (1) assessment, the drainage charge will be levied in the same manner as normal rates. The draft OP provides that the drainage charge be levied on all land where it may be levied. Under the relevant legislation, if water runoff from land at any time passes through any drain managed by Council, the land is liable for the drainage charge. This applies whether the land has frontage or otherwise to a public road, however some properties may be located where all runoff flows directly to a natural waterway, and in these cases the drainage charge will not be levied. The provision of a potable water supply for Emmaville is a matter that Council staff have raised on many occasions with NSW DPI Water. The NSW Government has conducted a comprehensive risk assessment of all towns and villages and has a priority list for funding under the Safe and Secure water program. The provision of a potable supply for Emmaville would be driven at a State Government level, Council has no funds available for this project and it has not been raised by the Emmaville community in the development of the Community Strategic Plan. The willingness of Emmaville residents to be supplied with chlorinated town water at town water prices is not demonstrated at this time.


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Council is committed to pushing for Bald Nob Road to be classified as a Regional Road and receive the appropriate level of funding that is required to maintain it as an important linkage in the freight network. The load limit that has been imposed is recognition that this road requires urgent attention from State Government funding bodies. Changes to the draft OP since it was placed on public exhibition A number of changes have been made to the proposed OP since it was placed on public exhibition. These have been incorporated into the revised version of the Plan proposed for adoption. The changes are: Emergency Services Levy An overall increase in the 2020/2021 budget of $141,184 has been included in the OP. The increase in the emergency levy is to cover workers compensation shortfall for volunteer emergency services personnel. The State Government has, again this year, promised to provide assistance to cover this increase to the value of $148,084. The result is a net saving of $6,900 in the proposed OP. COVID-19 Transport Funding Grant The Federal Government will be providing funding of $872,429 (in the 2020/2021 Financial Year) for community infrastructure projects to help support jobs, construction businesses and the local economy. The expenditure side is also included in the proposed OP. Loan/lease Interest Payments and extra Depreciation Due to the extra borrowing for Plant in the 2020/2021 Financial Year, $396,428 worth of interest and depreciation has been included into the OP. Community Recovery Officer Funding The NSW Government has funded $220,000 for a Community Recovery Officer. This Officer will support our community to identify needs, develop local recovery programs, assist in accessing information and resources and provide leadership and community capacity building, while we recover from the 2019 Bushfires. This funding does not affect the OP bottom line due to the receipt and expenditure of the funds during the budget year. Youth Strategic Plan An amount of $80,000 is included in the proposed OP for a Youth Strategic Plan and associated expenses for outcomes.


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New Computer System Implementation An amount of $220,000 has been included in the operational portion of the proposed OP to cover additional staff, contractors and consultants for the negotiations, planning and implementation of phase one (1) of the new computer system. This has been completely offset by savings in staffing costs following a review of all positions ($235,484). Depreciation A review of the depreciation forecast has resulted in a reduction for the 2020/2021 Financial Year with an overall projected saving of $648,208. Roads to Recovery Funding The projected Roads to Recovery funding for the 2020/2021 Financial Year has been reduced by $234,987 in line with the latest notification from the Federal Government. Roads Capital Expenditure An amount of $1,029,639 of Rural Reseal and Re-sheeting was taken out of the Operational Plan and Budget for the 2019/2020 Financial Year and included in the OP. Cemetery Capital An amount of $200,000 has been included to cover the upgrade and expansion of the lawn cemetery in Glen Innes as per Resolution 16.05/20. Other Income Quarry income has been increased by $149,534 in line with expected sales for the year and the Waste Annual Collection Charge has been increased by $31,900 in line with expected income for the 2020/2021 Financial Year. Local Government NSW Subscriptions Expenditure Local Government NSW subscriptions for the Governance and Human Resources components were increased by $7,000 and $3,000 respectively. Teams Development for Directorate of Corporate and Community Services Due to COVID-19, the Director of Corporate and Community Services was unable to hold her annual team development session in May 2020. Therefore, an additional budget amount of $2,500 was added to the original budget of $2,545 making a total budge of $5,045 in the 2020/2021 Financial Year.


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Local Government NSW Remuneration Survey An amount of $2,500 has been included for the LG Remuneration Survey which provides comparative benchmarking data and reporting on council general manager and employee remuneration which is used by HR managers and general managers when developing organisational structure and negotiating pay increases. Human Resource Metric Survey An amount of $2,500 has been included for the Local Government Management Services annual HR Metrics Benchmarking Report which provides comparative data on a range of HR Metrics, from demographics to absenteeism and WHS. This is used by HR professionals to monitor organisational effectiveness including unplanned absenteeism, attrition, leave liability, WHS and learning and development. Long Term Financial Plan Software The LTFP is a focus for the 2020/2021 Financial Year. Therefore, $11,450 has been included in the OP to cover the cost of LG Solutions LTFP Software. Volunteer Rescue Association Volunteer Rescue Association expenditure of $4,650 was omitted from the draft OP. Fees and Charges There are a small number of proposed changes to the Fees and Charges, not included in the attached final OP that are requested to be adopted by Council and will need to be placed on Public Exhibition for 28 days prior to being charged. Please refer to the table below: Rates Notice Charges Reprinting of rates notices have been waivered for bushfire affected residents. Government Information (Public Access) Act Advice has been received regarding the fees for accessing information under the Government Information (Public Access) Act 2009. The relevant fees and charges have been updated in the OP accordingly.

DESCRIPTION 2019/20 2020/21

Fee Amount Incl.

GST

(where applicable)

Fee Amount Incl.

GST

(where applicable)

Pricing

Principle

GST

$ YES/NO

Rating Information

Copy of Rates for bushfire affected residents Waived D YES To assist bushfire affected residents

Government Information (Public Access) Act

Application Fee 30.00 30.00 B NO S41 Govt Information (Public Access) Act

Processing Fee – per hour 30.00 30.00 B NO S41 Govt Information (Public Access) Act

Review Fee – (internal) 40.00 40.00 B NO S41 Govt Information (Public Access) Act

FEES AND CHARGES 2020/21

REASONS FOR CHANGE


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(a) Governance/Policy Implications Once adopted by Council, the OP will set the overarching policy direction for Council for the next financial year.

(b) Legal Implications

Council has to ensure that it endorses its budget in accordance with various provisions in the Act and the Local Government (General) Regulations 2005 (the Regulation).

• Section 405 of the Act:

(1) A council must have a plan (its “operational plan”) that is adopted before the beginning of each year and details the activities to be engaged in by the council during the year as part of the delivery program covering that year.

(2) An operational plan must include a statement of the council’s revenue policy for the year covered by the operational plan. The statement of revenue policy must include the statements and particulars required by the regulations.

(3) A council must prepare a draft operational plan and give public notice of the draft indicating that submissions may be made to the council at any time during the period) not less than 28 days) that the draft is to be on public exhibition. The council must publicly exhibit the draft operational plan in accordance with the notice.

(5) In deciding on the final operational plan to be adopted, a council must consider any submissions that have been made concerning the draft plan.


(1) A council must make and levy an ordinary rate for each year on all rateable land in its area.

(2) Each category or subcategory of ordinary rate is to apply only to land of the same category or subcategory.


(1) A council must make and levy an annual charge for the provision of domestic waste management services for each parcel of rateable land for which the service is available.

• Section 496A of the Act:

(1) A council may, in accordance with the regulations, make and levy an annual charge for the provision of stormwater management services for each parcel of rateable land for which the service is available.


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(1) A council may make an annual charge for any of the following services provided, or proposed to be provided, on an annual basis by the council: Water supply services Sewerage services Drainage services Waste management services (other than domestic waste management services) Any services prescribed by the regulations.


A council may make a charge for a service referred to in section 496 or 501 according to the actual use of the service.


(1) A special rate or charge relating to water supply may be levied on:

(a) Land that is supplied with water from a water pipe of the council, and

(b) Land that is situated within 225 metres of a water pipe of the council whether the land has a frontage or not to the public road (if any) in which the water pipe is laid, and although the land is not actually suppled with water from any water pipe of the council.


This draft OP forms part of the direction that the community communicated to Council through the extensive Community Engagement that took place for the development of the current CSP and DP. This document forms an integral part in the journey to achieve the outcomes of the aforementioned documents.

(d) Environmental Implications Council’s OP identifies a number of environmental strategic objectives, strategies and actions.

(e) Economic/Asset Management Implications All Council officials have been mindful of the economic and asset management implications in the preparations of Council’s draft OP. Whole of life asset and depreciation cost considerations are important drivers in Council’s future financial direction.


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CONCLUSION Council’s OP provides a direct link to the four (4) year DP and in turn the CSP. The CSP contains five (5) strategic directions, being Community Services, Economic Development, Infrastructure Management, Environment and Heritage, and Council Sustainability, Transparency and Communication. Each of these strategic direction areas cascades to objectives, goals, strategic and specific actions and performance measures. In summary, Council’s Budget comprises the following:

• Operating revenue of: $35,021,519

• Operating expenditure of: $32,743,621

• Capital expenditure of: $12,217,780

• Loan and lease principal repayments of: $ 2,026,345 This OP demonstrates an operating surplus of $2,277,898 million. This is mainly due to the extraordinary large amount of grant funding income to be received, which will then be spent on capital projects that are accounted for in the Capital Works Program. The draft OP was placed on public exhibition for the required 28 days, with Council receiving six (6) submissions which have been discussed within the body of the report. Changes arising since the adoption of the draft OP have also been discussed in the commentary section of this report and are reflected in the final OP, which is now presented to Council for adoption.

RECOMMENDATION

THAT: 1. The expenditure amounts set out in the 2020/2021 draft Operational Plan

and Budget as exhibited and amended as per this report and attached to the Business Paper as a part of Annexure A, be confirmed and voted for the carrying out of the various works and services of the Council for the 2020/2021 Financial Year.

2. The 2020/2021 draft Operational Plan and Budget, as exhibited in

accordance with the provisions of Section 405 of the Local Government Act 1993, and amended as per this report and attached to the Business Paper as part of Annexure A, be adopted by Council as the 2020/2021 Operational Plan and Budget.

3. The Schedule of Fees and Charges exhibited as part of Council’s

2020/2021 draft Operational Plan and Budget and amended as part of this report and attached to the Business Paper as part of Annexure A, be made, fixed and charged for 2020/2021.


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4. In accordance with the provisions of Section 535 of the Local Government Act 1993 (NSW), Council makes, fixes and levies the rates for the year ending 30 June 2021 for the following rating categories:

Farmland:

A Farmland rate of 0.002730643 cents in the dollar on the current land values of all rateable land in the Local Government Area being farmland, with a base rate of $417.00 per annum (the total revenue collected from this base amount represents 13.46% of the total revenue collected from this category of land);

Residential – Non-Urban:

A Residential – Non-Urban rate of 0.007700277 cents in the dollar on the current land values of all rateable land which is not within a Centre of Population in the Local Government Area, with a minimum rate of $554.00 per annum;

Residential – Deepwater:

A Residential – Deepwater rate of 0.010046361 cents in the dollar on the current land values of all rateable land in the village of Deepwater, with a minimum rate of $554.00 per annum;

Residential – Dundee:

A Residential – Dundee rate of 0.004572312 cents in the dollar on the current land values of all rateable land in the hamlet of Dundee, with a minimum rate of $554.00 per annum;

Residential – Emmaville:

A Residential – Emmaville rate of 0.008127454 cents in the dollar on the current land values of all rateable land in the village of Emmaville, with a minimum rate of $554.00 per annum;

Residential – Glencoe:

A Residential – Glencoe rate of 0.006316691 cents in the dollar on the current land values of all rateable land in the village of Glencoe, with a minimum rate of $554.00 per annum;

Residential – Red Range:

A Residential – Red Range rate of 0.006330617 cents in the dollar on the current land values of all rateable land in the village of Red Range, with a minimum rate of $554.00 per annum;

Residential – Wellingrove:

A Residential – Wellingrove rate of 0.009199744 cents in the dollar on the current land values of all rateable land in the hamlet of Wellingrove, with a minimum rate of $554.00 per annum;

Residential – Glen Innes (including postponed rates):

A Residential – Glen Innes rate of 0.017811087 cents in the dollar on the current land values of all rateable land in the town of Glen Innes, with a minimum rate of $554.00 per annum;


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Business – Non-Urban:

A Business – Non-Urban rate of 0.017374802 cents in the dollar on the current land values of all rateable land which is not within a Centre of Population within the Local Government Area, and which cannot be categorised as either Farmland or Residential, with a minimum rate of $554.00 per annum;

Business – Deepwater:

A Business – Deepwater rate of 0.014185713 cents in the dollar on the current land values of all rateable land in the village of Deepwater, which cannot be categorised as either Farmland or Residential, with a minimum rate of $554.00 per annum;

Business – Dundee:

A Business – Dundee rate of 0.012835117 cents in the dollar on the current land values of all rateable land in the village of Dundee, which cannot be categorised as either Farmland or Residential, with a minimum rate of $554 per annum;

Business – Emmaville:

A Business – Emmaville rate of 0.015102922 cents in the dollar on the current land values of all rateable land in the village of Emmaville, which cannot be categorised as either Farmland or Residential, with a minimum rate of $554.00 per annum;

Business – Glencoe:

A Business – Glencoe rate of 0.012839085 cents in the dollar on the current land values of all rateable land in the village of Glencoe, which cannot be categorised as either Farmland or Residential, with a minimum rate of $554.00 per annum;

Business – Red Range:

A Business – Red Range rate of 0.031940258 cents in the dollar on the current land values of all rateable land in the village of Red Range, which cannot be categorised as either Farmland or Residential, with a minimum rate of $554.00 per annum;

Business – Wellingrove:

A Business – Wellingrove rate of 0.057136928 cents in the dollar on the current land values of all rateable land in the hamlet of Wellingrove, which cannot be categorised as either Farmland or Residential, with a minimum rate of $554.00 per annum;

Business – Glen Innes:

A Business – Glen Innes rate of 0.020366829 cents in the dollar on the current land values of all rateable land in the town of Glen Innes, which cannot be categorised as either Farmland or Residential, with a minimum rate of $554.00 per annum;


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Mining:

A Mining rate of 0.006815805 cents in the dollar on the current land values of all rateable land in the Local Government Area where the dominant use is for a coal mine or metalliferous mine, with a minimum rate of $323.00 per annum.

5. In accordance with the provisions of Section 552 and Section 501(1) of

the Local Government Act 1993, Council makes, fixes and levies a Water Supply Charge on all land rateable to the Water Supply Charge for the year ending June 2021 as follows:

a. Meter connection: Connected - $345.00 per annum;

b. Meter connection: Unconnected - $345.00 per annum;

c. Meter connection: 20mm - $345.00 per annum;

d. Meter connection: 25mm - $409.00 per annum;

e. Meter connection: 32mm - $477.00 per annum;

f. Meter connection: 40mm - $615.00 per annum;

g. Meter connection: 50mm - $1,023.00 per annum;

h. Meter connection: 80mm - $2,457.00 per annum;

i. Meter connection: 100mm - $4,100.00 per annum;

j. Meter connection: 150mm - $8,709.00 per annum;

k. Meter connection: 200mm - $17,420.00 per annum.

Further, that Council makes, fixes and levies a stepped charge for water consumed by residential customers in both Glen Innes and Deepwater (to be by measure of metered water consumption) at the rate of $2.59 per kilolitre for water consumption between nil (0) and 450 kilolitres, and $3.97 per kilolitre for water consumed over 450 kilolitres.

That Council makes, fixes and levies a charge on the supply of water at Emmaville to customers by measure of metered water consumption at the rate of $1.22 per kilolitre. Such rate shall only apply to those customers currently connected to the Emmaville system.

That Council makes, fixes and levies a charge on the supply of water for Council Sporting Fields by measure of metered water consumption at the rate of $0.47 per kilolitre.

That Council makes, fixes and levies a charge for water consumed by commercial, farmland and non-rateable customers by measure of metered water consumption at a rate of $2.59 per kilolitre.

That Council makes, fixes and levies a charge for water consumed from a standpipe/overhead fill point will be charged at the rate of $3.00 per kilolitre.

6. In accordance with the provisions of Section 501(1) of the Local Government Act 1993, Council makes, fixes and levies a Drainage charge of $100.00 on all land assessments on which the charge may be levied for the year ending June 2021.


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7. In accordance with the provisions of Section 501 and Section 552 of the Local Government Act 1993, Council makes, fixes and levies Sewerage Services Charges on all land rateable to the Sewerage Services Charges for the year ending June 2021, as follows:

Residential Sewerage – Glen Innes:

Sewerage availability charge of $572.00 per annum per assessment (unconnected $430.00 per annum) – intended to represent a contribution towards the cost of providing and maintaining the infrastructure.

Residential properties discharging septic tank effluent into the sewerage system will also be charged an annual sewerage availability charge of $572.00 per connection.

Residential Sewerage – Deepwater:

Sewerage availability charge of $457.00 per annum per assessment (unconnected $343.00 per annum) – intended to represent a contribution towards the cost of providing and maintaining the infrastructure.

Residential properties discharging septic tank effluent into the sewerage system will also be charged an annual sewerage availability charge of $457.00 per connection.

Commercial and Non-Rateable Sewerage – Glen Innes and Deepwater:

A Sewerage Access Charge will be incurred proportional to the customer’s water connection diameter plus a nominal charge for sewerage discharge, calculated in accordance with the following connection options and the formula following subparagraph “k” below:

a. Meter connection: Connected - $230.00 per annum;

b. Meter connection: Unconnected - $230.00 per annum;

c. Meter connection: 20mm - $230.00 per annum;

d. Meter connection: 25mm - $356.00 per annum;

e. Meter connection: 32mm - $588.00 per annum;

f. Meter connection: 40mm - $920.00 per annum;

g. Meter connection: 50mm - $1,436.00 per annum;

h. Meter connection: 80mm - $3,679.00 per annum;

i. Meter connection: 100mm - $5,737.00 per annum.

j. Meter connection: 150mm - $13,296.00 per annum;

k. Meter connection: 200mm - $23,294.00 per annum.

Annual Non-Residential Sewerage Bill * = SDF x (AC + C x UC), where:

SDF is the Sewer Discharge Factor (dependent on the type of business, assumed to be 0.95 unless stated otherwise within Council’s Trade Waste Policy. This factor may be reduced upon evidence from the customer of reduced discharge to the sewerage system.


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C is the Customer’s Annual Water Consumption.

UC is the Sewer Usage Charge ($1.21/kL).

AC is the Access Charge.

Commercial and non-rateable customers discharging septic effluent into the sewerage system will also be charged as detailed above.

Trade Waste:

The Liquid Trade Waste fees and charges are calculated in accordance with the Glen Innes Severn Council Liquid Trade Waste Regulation Policy.

The fees and charges for 2020/2021 are set out below:

Trade Waste Application Fee ($) Category 1 Discharger Nil Category 2 Discharger 118.00 Category 3 Discharger 217.00

Trade Waste Approval Renewal Fee (5 years) ($) Category 1 Discharger Nil Category 2 Discharger 62.00 Category 3 Discharger 107.00

Change of Ownership (no change to conditions of Trade Waste approval)

24.00

Reinspection Fee 92.00 Non compliance penalty

199.00

Annual Trade Waste Fee ($) Category 1 Discharger 101.00 Category 2 Discharger 200.00 Large Discharger 711.00 Industrial Discharger 711.00 Re-inspection Fee 95.00

Trade Waste Usage Charges ($) Category 1 Discharger with appropriate equipment Nil Category 1 Discharger without appropriate pre-treatment 1.85/kL Category 2 Discharger with appropriate pre-treatment 1.85/kL Category 2 Discharger without appropriate pre-treatment 17.12/kL


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Food Waste Disposal Charge 30.98 per bed Non-compliance pH charge(k value)

0.46

Value of coefficient K in equation 3 of Liquid Trade Waste Policy 0.47

Excess Mass Charges – 2020/2021 Substance Price/kg ($)

Aluminium 0.82

Ammonia* (as N) 3.35

Arsenic 84.01

Barium 42.00

Biochemical oxygen demand* (BOD) 0.82

Boron 0.82

Bromine 16.80

Cadmium 388.83

Chloride No charge

Chlorinated hydrocarbons 42.00

Chlorinated phenolics 1,680.34

Chlorine 1.71

Chromium 29.76

Cobalt 17.12

Copper 17.12

Cyanide 84.01

Fluoride 4.19

Formaldehyde 1.71

Oil and Grease* (Total O&G) 1.54

Herbicides/defoliants 840.82

Iron 1.72

Lead 42.00

Lithium 8.40

Manganese 8.40

Mercaptans 84.01

Mercury 2,800.97

Methylene blue active substances (MBAS) 0.82

Molybdenum 0.82

Nickel 28.01 Nitrogen* (Total Kjeldahl Nitrogen – Ammonia) as N 0.23

Organoarsenic compounds 841.39 Pesticides general (excludes organochlorines and organophosphates) 841.39

Petroleum hydrocarbons (non-flammable) 2.81

Phenolic compounds (non-chlorinated) 8.40

Phosphorous* (Total P) 1.71


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Polynuclear aromatic hydrocarbons 17.12

Selenium 59.13

Silver 1.56

Sulphate* (SO4) 0.20

Sulphide 1.71

Sulphite 1.84

Suspended Solids* (SS) 1.05

Thiosulphate 0.32

Tin 8.22

Total dissolved solids* (TDS) 0.07

Uranium 8.22

Zinc 16.62

*These fees and charges will increase annually according to the Consumer Price Index for Sydney for the 12 month period ending in December of the preceding year.

Council has identified its sewerage supply service as a Category Two (2) Business and operates this in accordance with the Competitive Neutrality Guidelines 1997.

Tanked Waste:

Licence to discharge trucked septic waste (via designated manhole Wilson Park) $32 per month.

8. Council, in accordance with the provisions of Section 501 of the Local

Government Act 1993, makes, fixes and levies a Waste Management Charge of $72.00 on all rateable land for the year ending 30 June 2021, to assist with the recovery of costs associated with the management of Council’s waste facilities and other environmental initiatives.

9. Council, in accordance with the provisions of Sections 496 and 502 of the

Local Government Act 1993, makes, fixes and levies waste collection service charges for the year ending 30 June 2021 as follows (with the understanding that one (1) Waste Collection Service entitles a property owner to a 240 litre fortnightly recycling service and a 140 litre weekly garbage service per assessment – unless otherwise indicated):

a. Domestic: Occupied (140l Waste, 240l Recycling) - $325.00 per annum;

b. Domestic: Additional standard waste service per assessment - $165.00 per additional standard waste service;

c. Domestic: Occupied (240l Waste, 240l Recycling) - $445.00 per annum;

d. Domestic: Additional large waste service per assessment - $240.00 per additional large waste service;

e. Domestic: Vacant land within scavenging area - $145.00 per annum;


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f. Business/Commercial: Occupied (140l Waste, 240l Recycling) - $325.00 per annum;

g. Business/Commercial: Additional standard waste service per assessment - $165 per additional waste service;

h. Business/Commercial: Occupied (240l Waste, 240l Recycling) - $445.00 per annum;

i. Business/Commercial: Additional large waste service per assessment - $240 per additional large waste service;

j. Business/Commercial: Vacant land within scavenging area - $145.00 per annum;

k. Non-rateable: Occupied (140l Waste, 240l Recycling) - $325.00 per annum;

l. Non-rateable: Additional standard waste service per assessment - $165.00 per additional standard waste service;

m. Non-rateable: Occupied (240l Waste, 240l Recycling) - $445.00 per annum;

n. Non-rateable: Additional large waste service per assessment - $240.00 per additional large waste service;

o. Non-rateable: Vacant land - $145.00 per annum. 10. Council, in accordance with the provisions of Section 566(3) of the Local

Government Act 1993, determines that the extra interest charges on overdue rates and charges will be levied at the maximum rate allowable and as advised by the Office of Local Government on a daily simple interest basis for the period 1 July 2020 to 31 December 2020 (inclusive) will be 0.0% per annum and that the maximum rate of interest payable on overdue rates and charges for the period 1 January 2021 to 30 June 2021 (inclusive) will be 7.0% per annum (7.5% for 2019/20).

11. Council requests the Director of Corporate and Community Services to

write letters of thanks to the residents who have taken the time to put in submissions pertaining to the Operational Plan and Budget for the 2020/2021 Financial Year.


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7.4 Audit Risk and Improvement Committee Charter and Internal Audit Charter

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Dennis McIntyre - Manager of Governance, Risk and

Corporate Planning ANNEXURES Annexure A Draft Audit Risk and Improvement Committee Charter Annexure B Draft Internal Audit Charter ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy RISK MANAGEMENT: Internal Audit PURPOSE The purpose of this report is to present Council with the Draft Audit Risk and Improvement Committee Charter (Annexure A) and the Draft Internal Audit Charter (Annexure B). BACKGROUND In 2016, the NSW Government made it a requirement under section 428 of the Local Government Act 1993 that each council have an Audit, Risk and Improvement Committee (ARIC). This requirement will take effect from March 2021. A discussion paper, A New Risk Management and Internal Audit Framework for Local councils in NSW, has been released, which details the proposed new framework, including the provision for an Internal Audit (IA) function and an ARIC. The Draft Audit Risk and Improvement Committee Charter and Draft Internal Audit Charter have been reviewed by Relevant Staff and Council’s Management Executive Team (MANEX). (a) Relevance to Integrated Planning and Reporting Framework

This report has no relevance to the Integrated Planning and Reporting Framework.

(b) Financial Considerations There are no financial considerations to consider in this report. It is to be noted that both the ARIC and IA function have been budgeted in the 2020/2021 Operational Plan and Budget.


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COMMENTARY Council is currently sharing an IA Function with Armidale Regional Council and Uralla Shire Council and is in the process of establishing an ARIC. The Draft ARIC Charter outlines the objectives, authority, composition, roles and responsibilities, reporting and administrative arrangements of the ARIC. The Draft IA Charter is a formal statement of purpose, authority and responsibility for an internal auditing function within Council. Once approved by Council the ARIC Charter will be used to formalise the creation of an ARIC for Council, and the IA Charter will be provided to the ARIC (at its first meeting) to approve for the formalising of the IA function within Council. (a) Governance/Policy Implications

The Draft ARIC Charter and the Draft IA Charter, when adopted and agreed by all parties, will govern the function of the ARIC and IA respectively.

(b) Legal Implications Establishing an ARIC and IA function will be required of all NSW councils under section 428a of the Local Government Act 1993 and will take effect from March 2021 (unless otherwise advised). Both the ARIC Charter and the IA Charter will obligate all parties, signatory to the Charter/s, as per the terms of the Charter/s.

(c) Social Implications An ARIC and IA function within Council aims at an oversight for good governance by providing independent, objective assurance and assistance to Council, which will have a positive effect on Council staff, Councillors and the wider community.

(d) Environmental Implications There are no environmental implications in relation to this report.

(e) Economic/Asset Management Implications There are no economic/asset implications in relation to this report.

CONCLUSION Under section 428a of the Local Government Act 1993 Council is required to establish an ARIC and an IA function within Council. The ARIC Charter and the IA Charter are essential in the formalisation of both the ARIC and the IA function. MANEX has reviewed and recommend the ARIC Charter (for adoption by Council) and the IA Charter (for noting by Council).


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RECOMMENDATION

THAT Council: 1. Adopts the Audit Risk and Improvement Committee Charter. 2. Notes the Internal Audit Charter.


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7.5 Delay of Customer Satisfaction Survey and Appointment of Preferred Supplier to undertake the Customer Satisfaction Survey

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Anna Watt - Director of Corporate and Community Services ANNEXURES Annexure A Iris Research - Expression of Interest (Confidential) Annexure B Jetty Research - Expression of Interest (Confidential) Annexure C Micromex Research - Expression of Interest (Confidential) ECM INDEXES Subject Index: COMMUNITY RELATIONS: Community Engagement PURPOSE The purpose of this report is to advise Council of the delay in completing the Customer Satisfaction Survey (CSS) and to provide the details of the organisation that won the Expression of Interest (EOI) to deliver the survey for Council. BACKGROUND Council conducted its last CSS in April 2018 and was scheduled to conduct the 2020 survey in April or May, however the COVID-19 Pandemic caused the project to be delayed for several months. On Monday, 9 March 2020, a request for quotation was sent out seeking EOIs to conduct Council’s CSS. Three (3) EOIs were received by the deadline of Friday, 20 March 2020. However, with the increasing urgency to slow the spread of the Corona Virus and protect the Glen Innes Severn Local Government area, Council’s focus was primarily on the pandemic. On Thursday, 26 March 2020, staff contacted the three (3) organisations who put in EOIs and advised them that the original timeframes would be pushed back several months so that Council could concentrate on dealing with the pandemic. (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Goal CS 1 “Grow the population to 10,000 residents over the next 10 years”.

(b) Financial Considerations The CSS run by Micromex Research will cost Council $20,500. A Budget allocation of $22,000 has been provided in the 2019/2020 Budget to complete the CSS. There are therefore sufficient funds to cover the survey.


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COMMENTARY The original deadline for the completion of the CSS was 30 June 2020. A presentation by the successful firm was originally scheduled for the 25 June 2020 Ordinary Council Meeting. The project has been pushed back approximately three (3) months. It is hoped that the presentation by Micromex Research will be conducted at the 27 August 2020 Ordinary Council Meeting. If this target is not achieved, then the presentation will be made at the 24 September 2020 Ordinary Council Meeting. A team of three (3) Management Executive members – the General Manager, the Director Corporate and Community Services and the Director Development, Planning and Regulatory Services originally assessed the three (3) EOIs on Wednesday, 27 May 2020. The following three (3) organisations were assessed:

• IRIS Research;

• Jetty Research;

• Micromex Research. All three (3) organisations were contacted by staff to check that the new timelines could be met by their respective organisations. This was one (1) of the weighted criteria used to assess the EOIs. The three (3) weighted criteria and percentages used to assess the EOIs were:

• Price and competitiveness - 40%;

• Demonstrated experience and examples of completing comprehensive Customer Satisfaction Surveys for government organisations - 30%;

• Availability and capacity to perform the work within the timeframes and attend a Council meeting to present results - 30%.

The preferred supplier of the CSS was selected by the panel on Thursday, 4 June 2020 after conducting referee checks. Micromex Research was the successful organisation. The assessment panel unanimously agreed that Micromex Research be selected to undertake the CSS for Council. The panel also agreed that all three (3) organisations could have successfully undertaken the project. All three (3) EOIs rated a top score with regards to availability and capacity and all three were close with regards to price and competitiveness. Micromex Research had the edge with regards to experience, having a large number of clients in the government field. Council staff have started to liaise with Micromex Research staff in order to finalise the survey questions.


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The research is proposed to be conducted in early July 2020 with the final report expected to be presented to Council at its Ordinary Council Meeting being held on Thursday, 27 August 2020. (a) Governance/Policy Implications

Council’s Procurement Policy requires expenditure (including GST) between $20,000 and $229,999 to have at least three (3) written quotations. This EOI process was conducted in accordance with the Procurement Policy.

(b) Legal Implications Section 55 of the Local Government Act 1993 and clauses 177 and 178 of the Local Government (General) Regulation 2005 are required to be adhered to when conducting a tendering process. Neither are applicable to an EOI process.

(c) Social Implications The CSS provides a means to gather feedback from the community. Once completed the results may highlight possible areas of improvement and assist Council when developing the 2022/2026 Delivery Program.



CONCLUSION The CSS has been delayed due to COVID-19, however the project is now underway with research scheduled to be conducted during July 2020 and a final presentation expected to be delivered to Council by Micromex Research at the August 27, 2020 Ordinary Council Meeting, on the results of the survey.

RECOMMENDATION

That Council notes the information contained in this report.


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7.6 Review of Investment Policy

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Liz Alley - Chief Financial Officer ANNEXURES Annexure A Draft Investment Policy

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy FINANCIAL MANAGEMENT: Investments

PURPOSE

The purpose of this report is to present Council with the revised Investment Policy for adoption (Annexure A).

BACKGROUND

The Investment Policy was last adopted by Council on Thursday, 24 April 2019. The document has recently been reviewed by Council’s Management Executive Team (MANEX) and recommended for adoption.

(a) Relevance to Integrated Planning and Reporting Framework



Council is able to invest as per the Credit and Maturity Risks as outlined in the Investment Policy. Introducing flexibility towards the amount that can be invested will result in improved cash management for Council.

COMMENTARY

Minor changes are proposed for the Investment Policy to modernise it in line with best practice principles based on guidelines for investing in other Local Government jurisdictions.

The aim continues to be to ensure that all surplus funds continue to be prudently invested, obtaining the best possible interest rates, whilst ensuring the least possible risk by taking into consideration the institution’s credit rating.

In essence, there are three (3) minor changes proposed in this revision of the Investment Policy:

1. Removal of any reference to Grandfather investments;

2. Minor abbreviation and formatting changes;

3. An amendment to the Variation and Review paragraph to include a statement that explains that if the policy is not reviewed by the proposed date, it will continue in force until superseded, rescinded or varied either by legislation or a new resolution of Council.


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The removal of any reference to Grandfather investments is due to this not being relevant to Council. Minor abbreviations and formatting changes have been made to make the Policy more concise and relevant. The amended Variation and Review statement covers Council for any situation that may arise due to the Policy not being reviewed within the recommended timeframe. The proposed changes to the Investment Policy are highlighted in red font within the annexure attached to this report. (a) Governance/Policy Implications

Once adopted by Council, the revised Investment Policy will become policy of Council.


The revised policy is in accordance with Section 625 of the Local Government Act 1993.


This Policy will ensure that Council attains the best possible return on Investments for future use within the Community.

(d) Environmental Implications

This revised policy maintains the ability for Council to consider sustainably ethical investments.

(e) Economic/Asset Management Implications

There are no economic / asset management implications arising from this report.

CONCLUSION Council’s Investment Policy has been revised and includes three (3) minor proposed changes which are discussed within the body of this report. These changes will modernise Council’s Investment Policy in line with best practice principals based on guidelines for investing in other Local Government jurisdictions. MANEX has reviewed and recommended the updated document, which is now presented to Council for review and adoption.

RECOMMENDATION

That Council adopts the revised Investment Policy.


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7.7 Review of Cash Handling Policy

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Liz Alley - Chief Financial Officer ANNEXURES Annexure A Draft Cash Handling Policy ECM INDEXES Subject Index: FINANCIAL MANAGEMENT: Policy CORPORATE MANAGEMENT: Policy PURPOSE The purpose of this report is to present Council with the revised Cash Handling Policy (Annexure A). BACKGROUND Council’s Cash Handling Policy was last adopted by Council on Thursday, 22 June 2017 and is due for review every three (3) years. The document has recently been reviewed in consultation with relevant staff and Council’s Management Executive Team (MANEX). (a) Relevance to Integrated Planning and Reporting Framework


(b) Financial Considerations The maximum amount of cash taken to the bank for deposit by staff has not been quantified for security and risk purposes.

COMMENTARY The Policy has recently been reviewed to include changes that have occurred since the Policy was last adopted. Changes have been relatively minor, with the most significant change being that new staff are no longer required to complete the Policy Acknowledgement Form and return to the Financial Accountant. The Cash Handling Policy will be provided to new staff at induction and cash handling procedures will be covered in the training for new employees, within relevant positions. Council has a responsibility to ensure the safety of staff and that vigorous internal controls are maintained. This Policy seeks to protect the cash and merchandise Assets of Council by ensuring that monies received are properly handled and fully accounted for within a framework that prevents misuse, fraud and corruption while providing protection for staff.


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(a) Governance/Policy Implications

Once adopted by Council, the revised Cash Handling Policy will become policy of Council.


There are no legal implications arising from this report.

(c) Social Implications There are no social implications arising from this report.


(e) Economic/Asset Management Implications There are no economic / asset implications arising from this report.

CONCLUSION Council’s Cash Handling Policy has been reviewed to include changes that have occurred since the current Policy was adopted in 22 June 2017. Changes are relatively minor with the most significant change being that new staff are no longer required to complete the Policy Acknowledgement Form and return to the Financial Accountant. MANEX has reviewed and recommended the revised Policy, which is now presented to Council for review and adoption.

RECOMMENDATION

That Council adopts the revised Cash Handling Policy.


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7.8 Review of Debt Recovery Policy

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Andrea Davidson - Rates Officer ANNEXURES Annexure A Draft Debt Recovery Policy

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy FINANCIAL MANAGEMENT: Debtors RATES AND VALUATIONS: Fees and Charges PURPOSE The purpose of this report is to present Council with the revised Debt Recovery Policy, for adoption (Annexure A). BACKGROUND The Debt Recovery Policy was last adopted by Council on Thursday, 28 March 2019 and is due for review every three (3) years. Council adopted the sustainable debt recovery initiatives on 19 December 2019 and minor changes to this policy were required. The revised policy has been reviewed by relevant staff and Council’s Management Executive Team (MANEX). (a) Relevance to Integrated Planning and Reporting Framework



Debt recovery forms an important part of Council’s cash flow management. However, the process of debt recovery must be handled with respect and consciousness of the implications of Council’s customers and the community. The process of debt recovery is directed by Council’s Debt Recovery Policy and therefore, this document forms an important part of Council’s ‘system of responsible financial management’. It is clear from recent years that the Debt Recovery Policy has operated effectively and therefore only minor adjustments and the sustainable debt recovery initiatives are suggested.

COMMENTARY The Debt Recovery Policy has been reviewed with only minor changes in reference to the Debt Collection Guidelines and new Act’s. A copy of the updated policy with all changes noted in red font is attached.


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Council adopted the sustainable debt recovery initiatives on 19 December 2019 which are incorporated into the updated policy. These initiatives are:

1. Overdue Account Contact The Debt Recovery Agency attempts to personally contact all Ratepayers / Debtors who have failed to respond to Council’s requests to pay their overdue accounts.

Using phone, SMS, and/or email, it will attempt personal contact with each Ratepayer / Debtor up to three (3) times to encourage them to pay, or to make arrangements to pay, without legal action and without legal costs.

The personal contact is a supportive endeavour to:

• Check that the Ratepayer / Debtor is aware of their account and the amount due;

• Seek payment;

• Discover whether the Ratepayer / Debtor is experiencing financial hardship or is receiving a pension;

• Encourage the Ratepayer / Debtor to contact Council to make a payment arrangement.

An Overdue Account Contact Fee, currently $15.00, will be charged to each overdue account referred to the Debt Recovery Agency to recover the cost of contact attempts. This cost will then be passed onto the Ratepayer / Debtor.

2. Compassionate Late-Stage Intervention

A small number of Ratepayers / Debtors progress to the late stages of legal action, without responding to many attempts to engage them and arrange payment. These Ratepayers / Debtors usually appear to be struggling to cope financially and often show signs of social and/or health problems.

In a highly compassionate approach, an Agent may visit each Ratepayer / Debtor to enquire whether the Ratepayer / Debtor requires any assistance and to give Council a better understanding of the Ratepayer / Debtor’s circumstances.

The approach taken in such visits is confidential, compassionate and practical.

If the Ratepayer / Debtor is willing, the Agent may be able to:

• Empathetically listen to the Ratepayer / Debtor to understand their situation;

• Explain concessions available from Council;

• Propose a payment plan to resolve the outstanding debt;


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• Introduce the Ratepayer / Debtor to a local Financial Counselling service;

• Introduce the Ratepayer / Debtor to other local professionals for additional help.

With the consent of the Ratepayer / Debtor, Council or its agent may take further actions to help the Ratepayer / Debtor to resolve the situation. An Attendance Fee is incurred per visit, according to the time taken and charged to the overdue account. This fee will then be passed onto the Ratepayer / Debtor.


Once adopted by Council, the revised Debt Recovery Policy will become policy of Council.


Council pursues outstanding debts in accordance with Sections 695 and 712-726 of the Local Government Act 1993, as amended.


There are no significant social implications associated with this matter however, the initiatives are expected to have positive social implications:

• Fewer people suffer the stress of legal action being taken against them;

• Fewer people suffer the financial pressures resulting from having to pay legal costs in addition to their rates;

• People who are suffering from chronic failure to cope, which shows-up in non-chronic non-payment of their rates, are identified and assisted.


There are no environmental implications arising from this report.


There are no economic or asset management implications arising from this report.

CONCLUSION Council’s Debt Recovery Policy has been revised to include changes that have occurred since the current Policy was adopted in 28 March 2019. Changes to the policy are relatively minor. Manex has reviewed and recommend the Debt Recovery Policy, which is now presented to Council for review and adoption.


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RECOMMENDATION

That Council adopts the revised Debt Recovery Policy.


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7.9 Review of Donations Policy

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Danielle Mepham - Personal Assistant ANNEXURES Annexure A Draft Donations Policy

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy FINANCIAL MANAGEMENT: Donations PURPOSE The purpose of this report is to present Council with the revised Donations Policy (Annexure A). BACKGROUND The Donations Policy was last adopted by Council on Thursday, 27 June 2019 and is due for review annually. The document has recently been reviewed in consultation with relevant staff and Council’s Management Executive Team (MANEX). (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Strategic Action CS 6.1 ‘Promote community events, including family orientated entertainment, culture and arts.’

(b) Financial Considerations Council’s Operational Plan and Budget for the 2020/2021 Financial Year includes adequate provisions in accordance with this Policy. The following are budgeted for:

• Pre-Approved Donations have been budgeted at $700;

• Mayoral Donations have been budgeted at $3,000;

• Non-Pre-Approved Donations have been budgeted at $28,000;

• Sapphire Wind Farm gives $5,000 to Council to distribute in addition to the Non-Pre-Approved Donations.

COMMENTARY The revised Donations Policy has been updated to reflect changes to the Pre-approved donations totalling $700. During last year’s process research was conducted to ensure the donated funds, if possible, be allocated for purposes or projects in or as close to the Glen Innes Severn Council Local Government Area. The other change is reflected in the variation and review noting that the policy does not expire on the review date but shall continue in force until superseded, rescinded or varied.


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(a) Governance/Policy Implications Once adopted by Council, the reviewed Donations Policy will become policy of Council.



(c) Social Implications Donations from Council and Sapphire Wind Farm of $5,000 provide important community support.



CONCLUSION Council’s Donations Policy has been revised to include changes that have occurred since the current Policy was adopted in June 2019. MANEX has reviewed and recommend the Donations Policy, which is now presented to Council for review and adoption.

RECOMMENDATION

THAT: 1. Council adopts the revised Donations Policy. 2. The Director of Corporate and Community Services arranges for the

processing and payment of the Pre-approved Donations listed in Section 3(a) of this Policy.

3. The Director of Corporate and Community Services communicates the

information contained within this Policy to Customer Service Officers and organisations / members of the public requesting a donation from Council.

4. The Director of Corporate and Community Services arranges for

advertisements to be placed in the Glen Innes Examiner and for information to be placed on Council’s website and Facebook Page, inviting community groups to apply for donations.


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7.10 Review of Human Resources Policy Statement Register

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Peter Sayers - Manager of Administration and Human

Resources ANNEXURES Annexure A Draft Human Resources Policy Statement Register ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy Register PURPOSE The purpose of this report is to present Council with the revised Human Resources Policy Statement Register, for adoption (Annexure A). BACKGROUND The Human Resources Policy Statement Register was last adopted by Council on Thursday, 26 April 2018. The document has recently been reviewed in consultation with Council’s Management Executive Team (MANEX) and the Staff Consultative Committee (SCC). (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective STC 3.1.3 ‘Engage and empower staff to develop ownership and responsibility for outcomes with a 'can do' attitude.’ This item also links to Council’s Delivery Program Objective STC 3.2.1 ‘Instil with staff the culture to deliver quality work the first time; for things to be done once and done right – acknowledging the impact of budgetary constraints on this policy direction.’

(b) Financial Considerations The Human Resources Policy Statement Register impacts in various ways on almost all areas of Council’s operations, with significant financial implications in areas such as staff training and development, recruitment and retention of staff, and Work Health and Safety. Provision has been made in Council’s Operational Plan and Budget for the 2019-2020 Financial Year for all costs associated with the implementation of the policies covered by the Register.


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COMMENTARY In addition to the many minor updates and changes highlighted in red throughout the document, the following major amendments are proposed: HR.1.05 Background Checks Policy

This is a new draft policy introduced primarily to ensure that Council verifies that all recommended applicants for work have Australian work rights in accordance with the Migration Act.

HR.1.11 Induction Policy and Program

The existing policy has been updated to specify the minimum information requirements for new employee inductions and which parts of the induction will be delivered centrally or at the new employee’s worksite. It also sets out record keeping requirements.

HR.1.16 Market Component Policy

This policy has been brought across from the Salary System Progression Rules and has been updated to ensure that employee earnings that form part of a market component will attract Award and Salary System pay increases.

HR.2.02 Variable Working Hours Policy

This policy has been extensively updated to include the full set of conditions applying to Council’s variable working hours schemes, what staff and / or work sections are covered by such schemes and other relevant information. In addition, details of a third scheme have been included, which is the eight-day fortnight worked by approved teams during NSW Daylight Saving Time (DST) months.

HR.3.02 Long Term Staff Recognition Policy

This policy has been updated to remove rewards for the five (5), 15, 25 and 35 year service intervals. The rewards for 10, 20, 30 and 40 year service intervals remain and have had their values increased.

HR.4.02 Staff Training and Conferences – Payment of Expenses and Wages Policy

Changes include:

• reimbursement of meal and drink expenses to be tied to the rates published by the Australian Taxation Office, updated on 1 July each year;

• clarification that unexpended cash advances and all associated expense receipts must be returned in full within one week of training; and

• clarification that payment of overtime for travelling to and from training is applicable to compulsory training only.


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HR.4.08 Higher Grade / Learning Opportunity Policy

This policy has been substantially expanded by bringing across the relevant section from the Salary System Progression Rules.

The draft policy now requires the relieving employee and his / her manager to agree in advance on the proportion of the employee’s time to be spent relieving, with the agreed proportion of relief hours to be 50%, 75% or 100%.

Except for non-supervisory positions in the Operational Band, the agreed arrangements for relieved positions must be approved in advance by the relevant Director using the appropriate form.

HR.6.02 Sick Leave

It has been made explicit that it is the responsibility of the person approving the leave to ensure that the applicant has enough leave accrued and has supplied the required proof.

HR.6.03 Long Service Leave

The following paragraph has been included:

To reduce Council’s leave liability, staff with large long service leave entitlements will be actively encouraged to take advantage of provisions in the Local Government (State) Award permitting leave to be taken at either half or double pay, or to be “cashed out” if the leave is in excess of what the employee would have accrued under the Long Service Leave Act 1955. Such arrangements are subject to the approval of the relevant Director.

HR.6.12 Executive and Managerial Leave

Managerial leave has been removed from the policy with the intention of replacing it with a monthly rostered day off (RDO) for affected employees.

Appendices The appendices relating to Variable Working Hours Arrangements are to be removed, as this detail has been moved to the draft policy instead.

The overall impact of the changes has been to produce a more up-to-date and workable set of policies and to remove, to the full extent possible, any ambiguity or areas of confusion in policy requirements or direction. All changes to the Human Resources Policy Statement Register have been extensively consulted on and recommended for adoption by the SCC. (a) Governance/Policy Implications

Once adopted by Council, the revised Human Resources Policy Statement Register will become part of the policy framework of Council.


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(b) Legal Implications Council has broad ranging legal obligations in its employment and management of staff and it is essential that its policy framework is robust and meets all legal requirements. Statutes and other legal instruments that have a particular significance include the Local Government (State) Award 2017 and NSW Local Government Act 1993, Industrial Relations Act 1996, Anti-Discrimination Act 1977 and Work Health and Safety Act 2011.

(c) Social Implications A well-managed and trained workforce will result in significant flow on benefits for the broader community through efficient service delivery and improved customer relations, assisting in building community confidence in local government.

(d) Environmental Implications There are no significant environmental implications arising from this report.

(e) Economic/Asset Management Implications There are no significant economic or asset management implications arising from this report.

CONCLUSION Council’s Human Resources Policy Statement Register has been revised to include changes that have occurred since the current document was last adopted on 26 April 2018. Changes are significant and are aimed at making the document more workable and removing any areas of confusion or potential contention. Manex and the SCC have reviewed and recommend the revised Human Resources Policy Statement Register, which is now presented to Council for review and adoption.

RECOMMENDATION

That Council adopts the revised Human Resources Policy Statement Register.


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7.11 Secondary Employment Policy


Resources ANNEXURES Annexure A Draft Secondary Employment Policy Annexure B Draft Application for Secondary Employment Form ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy PURPOSE The purpose of this report is to present Council with the new Secondary Employment Policy (Annexure A), for adoption. BACKGROUND The Secondary Employment Policy is a new policy, which has been developed in line with legislative requirements and in consultation with Council’s Management Executive Team (MANEX) and Staff Consultative Committee (SCC). (a) Relevance to Integrated Planning and Reporting Framework


(b) Financial Considerations There are no financial considerations associated with this report.

COMMENTARY The NSW Local Government Act 1993 (the Act) provides restrictions on staff employed by councils in engaging for remuneration in private employment or contract work or personal business undertakings outside the service of the council. Section 353 (Other Work) of the Act states:

(1) The general manager must not engage, for remuneration, in private employment or contract work outside the service of the council without the approval of the council.

(2) A member of staff must not engage, for remuneration, in private employment or contract work outside the service of the council that relates to the business of the council or that might conflict with the member's council duties unless he or she has notified the general manager in writing of the employment or work.


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(3) The general manager may prohibit a member of staff from engaging, for remuneration, in private employment or contract work outside the service of the council that relates to the business of the council or that might conflict with the member's council duties.

(4) A member of staff must not engage, for remuneration, in private employment or contract work outside the service of the council if prohibited from doing so under subsection (3).

Section 5 of the Code of Conduct for Council Staff also states:

5.15: The general manager must not engage, for remuneration, in private employment, contract work or other business outside the service of the council without the approval of the council.

5.16: A member of staff must not engage, for remuneration, in private employment, contract work or other business outside the service of the council that relates to the business of the council or that might conflict with the staff member's council duties unless they have notified the general manager in writing of the employment, work or business and the general manager has given their written approval for the staff member to engage in the employment, work or business.

5.17 The general manager may at any time prohibit a member of staff from engaging, for remuneration, in private employment, contract work or other business outside the service of the council that relates to the business of the council, or that might conflict with the staff member's council duties.

5.18: A member of staff must not engage, for remuneration, in private employment, contract work or other business outside the service of the council if prohibited from doing so.

5.19: Members of staff must ensure that any outside employment, work or business they engage in will not:

a) conflict with their official duties

b) involve using confidential information or council resources obtained through their work with the council including where private use is permitted

c) require them to work while on council duty

d) discredit or disadvantage the council

e) pose, due to fatigue, a risk to their health or safety, or to the health and safety of their co-workers.

The new Secondary Employment Policy and associated Application for Secondary Employment have been developed to clarify and strengthen Council’s position on secondary employment and to provide a more robust framework for identifying and managing any conflicts that might arise from such employment. It is intended that the new policy will be administrated by Council’s Manager of Governance, Risk and Corporate Planning, after the new incumbent commences in the position. Both the policy and the application form have been developed in consultation with staff and have been recommended for adoption by the SCC. The Secondary Employment Policy will assist Council to meet its obligations under the Act and Code of Conduct for Council.


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Once adopted by Council, the Secondary Employment Policy will become part of Council’s policy framework, providing an important component in Council’s overall governance functions. There is a direct link between this Policy and the Code of Conduct for Council Staff.

(b) Legal Implications Section 353 (Other Work) of the Act places restrictions on staff employed by councils in engaging for remuneration in private employment or contract work or personal business undertakings outside the service of the council.

(c) Social Implications Good governance and transparency assist in building public confidence in Local Government and the new policy will contribute to this.

(d) Environmental Implications There are no environmental implications associated with this report.

(e) Economic/Asset Management Implications There are no economic or asset management implications associated with this report.

CONCLUSION Council’s Secondary Employment Policy has been developed to assist Council to meet its obligations under the Act and to contribute to good governance and transparency in Council’s dealings with other parties. MANEX and the SCC have reviewed and recommend the new policy, which is now presented to Council for review and adoption.

RECOMMENDATION

THAT Council: 1. Adopts the Secondary Employment Policy.

2. Notes the information included in the Application for Secondary

Employment Form.


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7.12 Rescindment of Salary System Progression Rules


Resources ANNEXURES Annexure A Salary System Progression Rules ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy Register PURPOSE The purpose of this report is to seek Council’s approval to rescind the Salary System Progression Rules (Annexure A), which was last adopted by Council on 25 February 2016. BACKGROUND It has been past practice for Council to adopt the Salary System Progression Rules as a formal policy of Council, dating back to at least 16 February 2006. The Salary System Progression Rules were last adopted by Council on 25 February 2016 and are due for review every three (3) years. The document has undergone review in consultation with relevant staff, which has now raised the question as to whether it needs to be formally adopted by Council or can be approved by the Management Executive Team (MANEX) as part of his day-to-day management responsibilities. (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective STC 3.1.4 ‘Engage and empower staff to develop ownership and responsibility for outcomes with a 'can do' attitude.’


COMMENTARY

During the current review of the document, Council’s General Manager has questioned the practice of the Salary System Progression Rules being adopted by Council, as the Salary System Progression Rules are operational in nature and the General Manager has responsibility for all operational matters under Section 335 (Functions of the general manager) of the Local Government Act 1993 (the Act). It would therefore fall to the General Manager to approve the revised Salary System Progression Rules. The General Manager has determined that MANEX should be the body who reviews and adopts the Salary System Progression Rules now and into the future.


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For the past practice of Council adopting the Salary System Progression Rules to cease and to move this function to MANEX, it is necessary to rescind the current document as a policy of Council, which is the purpose of this report. (a) Governance/Policy Implications

Once rescinded by Council, the revised Salary System Progression Rules will cease to be a formally adopted policy of Council but will continue as an operational document approved by the MANEX.

(b) Legal Implications Clause 7 (Salary System) of the Local Government (State) Award 2017 (the Award) requires Council to have a salary system that determines how its employees are to be paid. The actual operation of the salary system is described in the council’s Salary System Progression Rules, which complement the Award. The Salary System Progression Rules are operational in nature and the General Manager has responsibility for all operational matters under Section 335 (Functions of the General Manager) of the Act.

(c) Social Implications There are no significant social implications arising from this report.


(e) Economic/Asset Management Implications There are no significant economic / asset management implications arising from this report.

CONCLUSION Council’s Salary System Progression Rules have undergone a review, with the final document intended to be approved by MANEX. To permit this to occur, rescindment of the current Salary System Progression Rules, adopted as a policy by Council on 25 February 2016, is recommended.

RECOMMENDATION

That Council rescinds the current Salary System Progression Rules as a policy of Council.


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7.13 Review of Complaints Management Policy

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Danielle Mepham - Personal Assistant ANNEXURES Annexure A Draft Complaints Management Policy Annexure B Draft Procedure for Customer Requests and Complaints Annexure C Draft Customer Complaints Form

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy CUSTOMER SERVICE: Complaint Register PURPOSE The purpose of this report is to present Council with the revised Complaints Management Policy (Annexure A). BACKGROUND The Complaints Policy was last adopted by Council on Thursday, 27 July 2017 and is due for review every three (3) years. The document has recently been revised in consultation with relevant staff and Council’s Management Executive Team (MANEX). In July 2019 it became apparent that staff adherence and reporting in line with the Complaints Management Policy was an area requiring improvement. In the last 12 months this has been a focus for staff with noticeable improvement. During this time the Procedure for Customer Requests and Complaints (Annexure B) was shared with relevant staff. This procedure coincides with the Complaints Management Policy and provides a clear explanation of what is deemed a customer request, what is a complaint and the correct procedure for handling each. (a) Relevance to Integrated Planning and Reporting Framework


(b) Financial Considerations There are no financial considerations arising from this report.


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COMMENTARY The revised Complaints Policy has minor changes throughout which can be seen in red font in Annexure A. These changes include:

• Changing the name from Complaints Policy to Complaints Management Policy;

• Updating the contact details for lodging a complaint as well as noting that complaints received via social media will not be accepted;

• Addition of Council’s Human Resources Policy Statement Register for dealing with serious complaints;

• Updating external agency contact information;

• Updating the reporting of complaints to occur bi-annually;

• Updating the policy variation and review details highlighting the policy will not expire until superseded, rescinded or varied by legislation or new resolution of Council.

If a customer wishes to submit a formal complaint, they should complete a customer complaint form (Annexure C). The staff member is then to submit the form to Records for action. However, if a complaint is of minor nature staff are encouraged to resolve the complaint on the spot or immediately refer to the appropriate staff member or Corporate and Community Services Customer Request Coordinator to resolve on the spot. (a) Governance/Policy Implications

Once adopted by Council, the revised Complaints Policy will become policy of Council.

(b) Legal Implications Council’s Public Officer is charged under Section 342 of the Local Government Act 1993 with the responsibility of dealing with complaints from the public and may at times be required to refer a complaint for external review.

(c) Social Implications This policy provides a framework which enables Council to receive constructive feedback from the community. While providing an opportunity to improve services and operations, strengthen public support and achieve excellence in customer service.


(e) Economic/Asset Management Implications There are no economic or asset management implications arising from this report.


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CONCLUSION Council’s Complaints Management Policy has been revised to include changes that have occurred since the current Policy was adopted in July 2017. The Procedure for Customer Requests and Complaints as well as the Customer Complaint’s form have also been revised in line with the updated Policy. MANEX has reviewed and recommended the revised Complaints Management Policy, which is now presented to Council for review and adoption.

RECOMMENDATION

That Council adopts the revised Complaints Management Policy.


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7.14 Review of Continuous Improvement Policy and Continuous Improvement Plan


Corporate Planning ANNEXURES Annexure A Draft Continuous Improvement Policy Annexure B Draft Continuous Improvement Plan

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy RISK MANAGEMENT: Continuous Improvement PURPOSE The purpose of this report is to present Council with the revised Continuous Improvement Policy (Annexure A) and Continuous Improvement Plan (Annexure B), for adoption. BACKGROUND Council’s Continuous Improvement Policy and associated Continuous Improvement Plan were last adopted by Council on Thursday, 23 June 2016 and are now due for review. The documents have recently been reviewed by relevant staff and Council’s Management Executive Team (MANEX). A Promoting Better Practice Review that was undertaken in March 2012 on behalf of the (then) Division of Local Government, Department of Premier and Cabinet as part of its Promoting Better Practice Program was aimed at assisting Council in strengthening the Local Government sector by assessing performance and promoting continuous improvement. The risk-based review identified some areas of governance that the Council needed to consider as a priority. These included risk management, an annual internal audit program, business continuity and legislative compliance. The reviewer made 29 recommendations to guide improvement in the significant areas. These were captured in an Action Plan contained in the report and prioritised from low (15) to medium (12), with none rated as high, and two (2) not rated at all. In 2019 an internal review was carried out by the acting Risk and Compliance Coordinator. In the review it was ascertained that Council had put in place 26 of the 29 recommendations and has since continued to refine and improve upon many of the implemented processes, policies and procedures.


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Council’s Statement of Business Ethics, Fraud Prevention Policy, Enterprise Risk Management project, Business Continuity Plan, Standard Rates Variation, and successful Fit for the Future proposal are all further evidence of the intent and commitment to progress on the path of continuous improvement. Council’s Fit For the Future presentation itself is a shining example of Council’s ability to stand together with its staff and community to plan for and deliver the service the community is prepared to accept while maintaining their independence and own voice as an autonomously run Council, delivering high value services to its community. More recently, amendments made to the Local Government Act 1993 (the Act) in 2016 require each council to be financially sustainable, continuously review its performance, properly exercise its regulatory functions, operate honestly, efficiently and appropriately, and have sound decision-making and risk management practices (s 8A-8C and 223). (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective STC 3.1.1 ‘Engage and empower staff to develop ownership and responsibility for outcomes with a 'can do' attitude.’ This item links to Council’s Delivery Program Objective STC 1.7.1 ‘Strive for excellence in all customer service areas.’ This item links to Council’s Delivery Program Objective STC 3.2.1 ‘Instil with staff the culture to deliver quality work the first time; for things to be done once and done right – acknowledging the impact of budgetary constraints on this policy direction.’


There are no financial considerations to consider in this report.

COMMENTARY Council is morally, practically and legislatively compelled to continue improving all aspects of its service delivery to the community. Section 428A of the Act (when proclaimed) will require each council to establish an Audit, Risk and Improvement Committee (ARIC) to continuously review and provide independent advice to the general manager and the governing body of the council about:

• Whether the council is complying with all necessary legislation;

• the adequacy and effectiveness of the council’s risk management framework, fraud and corruption prevention activities, financial management processes, and the council’s financial position and performance;

• the council’s governance arrangements;

• the achievement of the goals set out in the council’s community strategic plan, delivery program, operational plan and other strategies;


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• how the council delivers local services and how to improve the council’s performance of its functions more generally;

• the collection of performance measurement data by the council; and

• any other matters prescribed by the Local Government Regulation 47. To support compliance with the Act and Regulations, Guidelines for NSW Local Government Audit, Risk and Improvement Committees, Risk Management Frameworks and Internal Audit Functions will be issued in accordance with section 23A of the Act. These Guidelines will outline the core requirements that each council’s ARIC, risk management framework and internal audit function must have. The nine (9) core requirements required are:

1. Appoint an independent ARIC;

2. Establish a risk management framework consistent with the Australian risk management standards;

3. Establish an internal audit function mandated by an internal audit charter;

4. Appoint internal audit personnel and establish reporting lines;

5. Develop an agreed internal audit work program;

6. How to perform and report internal audits;

7. Undertake ongoing monitoring and reporting;

8. Establish a quality assurance and improvement program; and

9. Councils can establish shared internal audit arrangements. The New Risk Management and Internal Audit Framework (Discussion paper September 2019), proposes how councils should implement the functions of an ARIC, Risk Management Framework, and Internal Audit function. The definition of internal audit adopted by councils will be the same as that adopted in the International Professional Practices Framework – internal audit is “an independent, objective, assurance and consulting activity designed to add value and improve [council’s] operations. It helps [council] accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes”. It is therefore important to address risk, ensure compliance and promote best practice within Council. "Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an organisation's operations”, according to the Institute of Internal Auditors. The focus of Internal Audit is the improvement of an organisation’s operations and to add value to the organisation, and therefore its constituencies.


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Internal auditing, when effectively implemented, can arguably be considered as the most important tool in the quality system “toolbox.” The output from internal auditing is critical to the growth of the Quality Management System – identification of system ineffectiveness, corrective action and ultimately continual improvement. Internal audit can leverage existing activities to continuously monitor, manage, and improve business performance based on four key auditing principles: assurance, performance improvement, compliance, and risk identification. The goal of improvement audits is not only to root out inefficient processes and procedures but also to recommend ways to improve business practices in order to help the organisation achieve desired results and meet its commitments to the community. Council has been participating in Statewide Mutual’s Continuous Improvement Pathway Workbook and Risk Management Action Plan benchmarking annually. This self-assessment benchmarking program helps Council identify opportunities for improvement with Council’s systems and processes. Council is assessing four areas annually. These are requirements Council are committed to complying with in the need to drive and inform a culture of Continuous Improvement (CI). The NSW Office of Local Government provides Promoting Better Practice tools and checklists that Council may use to self-assess and drive further improvements. Council needs to promote and employ its CI Plan, through the planning and execution of all future programs and activities, in alignment with Council’s Strategic Outcomes in order to promote increased compliance, accountability and good governance. Council’s goal is to develop a high performing organisation that has a strong culture of working together, either in Continuous Improvement Teams or on a small team and individual basis, by doing the right thing and in the best way - being accountable to ourselves, our fellow employees, and our community. Council needs to consider methods to recognise employees for the work they do and the effort they make in applying continuous improvement in their daily tasks and planning. For example, by simply acknowledging staff members on their success and thanking them for the effort goes a long way toward providing motivation for continued engagement. Recognition makes individuals feel good about themselves and it stimulates an environment of healthy competition within a team or group. This is a topic Managers can put to good use and effect, and to the ultimate advantage of employee, Council and community. One of the roles of a leader is being part of a cohesive team focused on creating an environment that will foster and sustain continuous improvement. If team members are engaging in continuous improvement, they are making an impact on Council’s culture. Celebrate that with your employees.


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The 10 commandments of CI are:

1. Open your mind to change.

2. Think “Yes we can, if…”.

3. Always attack the processes, not people.

4. Seek simple solutions to start off, and not necessarily the “perfect” one.

5. If it’s broken, stop and fix it.

6. As far as possible, use creativity, not capital.

7. Problems/complaints/suggestions are opportunities in disguise, see them that way.

8. Fix the root cause: ask “why” five times (instead of who).

9. The wisdom of many is often better than the knowledge of one.

10. There is no final destination on the improvement journey. (a) Governance/Policy Implications

Once adopted by Council, the revised Continuous Improvement Policy will become policy of Council.


In September 2019, the NSW Government presented a discussion paper to propose how councils should implement requirements established in 2016 and likely to be proclaimed in March 2021. The requirements of the Act require councils to be financially sustainable, continuously review its performance, properly exercise its regulatory functions, operate honestly, efficiently and appropriately, and have sound decision-making and risk management practices (s 8A-8C and 223). The Act also requires each council to establish an ARIC as a third line of defence to continuously review and provide independent advice and assurance on council’s first and second lines of defence (s 428A). The first line of defence being Operational functions, the second line of defence being Managerial functions, with the third line of defence being external/independent audit functions. The Act also envisages the establishment of a risk management framework and internal audit function in each council to support the work of the Committee. To support compliance with the Act and Local Government (General) Regulation 2005 (Regulations), Guidelines for NSW Local Government Audit, Risk and Improvement Committees, Risk Management Frameworks and Internal Audit Functions will be issued in accordance with section 23A of the Act. The nine (9) core requirements of such are included in the commentary of this report and they include the establishment of a quality assurance and improvement program.


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Local councils in NSW are required to undertake their planning and reporting activities in accordance with the Act and the Regulations. Councils must comply with these Essential Elements when planning and reporting, and this improved and increased planning effort is undertaken as part of, and in fulfilment of, Council’s focus on continual improvement.

(c) Social Implications Continuous Improvement is aimed at providing better service outcomes for the community through better service delivery.

(d) Environmental Implications Continuous Improvement includes providing better outcomes for the environment.

(e) Economic/Asset Management Implications Continuous Improvement includes providing better asset management and economic outcomes. The Continuous Improvement Policy and Plan should contribute to improved asset management services.

CONCLUSION Council needs to actively embrace and promote the Continuous Improvement approach in alignment with Council’s Strategic Outcomes in order to promote increased compliance, accountability and good governance. MANEX has reviewed and recommend the revised Continuous Improvement Policy and Plan, which are now presented to Council for review and adoption.

RECOMMENDATION

That Council adopts the revised Continuous Improvement Policy and revised Continuous Improvement Plan.


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7.15 Review of Gathering Information Policy and Gathering Information Guidelines, Procedures and Best Practice


Corporate Planning ANNEXURES Annexure A Gathering Information Policy Annexure B Gathering Information Guidelines, Procedures and Best Practice

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy RISK MANAGEMENT: Claims Management PURPOSE The purpose of this report is to present Council with the revised Gathering Information Policy (Annexure A) and Gathering Information Guidelines, Procedures and Best Practice (Annexure B), for adoption. BACKGROUND Council’s Gathering Information Policy and associated Gathering Information Guidelines and Procedures were last adopted and noted, respectively, by Council on 23 June 2016 and are now due for review. The documents have recently been reviewed by relevant staff and Council’s Management Executive Team (MANEX) and are in line with Statewide Mutual’s Best Practice Manual Gathering Information for Incident Management Version 5.1. Council requires a formal policy and guidelines supporting the consistent and systematic treatment and collection of information systems and procedures. Council may be required to provide information that is to be used in the defence or resolution of potential or actual litigation against Council, as well as for insurance claims such as: public liability, professional indemnity and vehicle damage claims. (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective IM 1.3.1 ‘Maintain appropriate levels of service across the LGA.’

This item links to Council’s Delivery Program Objective STC 4.1.1 ‘Promote effective interdepartmental communication.’



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COMMENTARY Council is required to gather, process, store and provide relevant and accurate information in Council’s effort to prove due diligence in relation to its governance function and responsibility. The Gathering Information Policy and associated Guidelines, Procedures and Best Practice will assist and guide staff to achieve this. The only amendments made to the Gathering Information Policy (Annexure A), are the additions of further references to relevant legislative provisions such as the:

• Electronic Transactions Act 1999;

• Local Government Act 1993; and

• Personal Information Protection Act 1998. The Gathering Information Guidelines, Procedures and Best Practice (Annexure B), previously noted by Council, contained portions of Statewide Mutual’s Best Practice Manual Gathering Information for Incident Management V 5.1 (BPM) and definitions and procedures relating to gathering information. It did not, however, comprehensively cover all the information in Statewide Mutual’s BPM, particularly relating to records as evidence, minimum data requirements, orders of discovery, legal privilege, risk management for documents and information, detailed categories of documentation, and procedures for document and data control. These have now been included and updates have also been made to the table of information types and minimum requirements. The title of this document has also been updated. Significant inclusions cover: Due Diligence and Duty of Care - under the Local Government Act 1993 (the Act), Chapter 3, a Council has a Charter to provide “after due consultation, adequate, equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively”, often on behalf of another level of government. The Charter also details numerous other functions, none of which can be substantiated without the production of effective and detailed records, especially in the demonstration of due diligence or duty of care. Knowledge Management - is the process by which an organisation uses its intellectual and knowledge-based capital to assist in the achievement of its corporate objectives. Council relies on the individual and collective knowledge, skills, creativity, innovation and expertise of its staff members to achieve objectives, irrespective of how macro or micro the project or task might be. Council also needs to collate centralised data relating to the primary reference material that it relies on to assist staff in their day to day activities. What source documents do they refer to in their decision-making or information-giving activities? How do Council staff members keep these source documents current?


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Managing Records - AS ISO 15489.1:2002 Records Management Part 1: General 7.2 Principles of records management programmes: “records are created, received, and used in the conduct of business activities. To support the continuing conduct of business, comply with regulatory environment, and provide necessary accountability, organisations should create and maintain authentic, reliable and usable records, and protect the integrity of those records for as long as required. …”. The system should capture all information relating to the business of Council and ensure that such information is readily and easily accessible. It should also be inviolable, preventing unauthorised access, destruction, alteration or removal. Information relating to the business of Council should only be destroyed as legally authorised. The authority governing the destruction of Council documents is General retention and disposal authority: Local government records (GA39) 2011, and a record should be kept of all documents destroyed in accordance with it. Records as Evidence - Council has agreed to promote good risk management practices to minimise the occurrence and effect of claims. The implementation of policies, procedures and processes, as recommended in the Council adopted Best Practice Manuals, will assist in the minimisation of the occurrence of claims. The implementation of Council’s Gathering Information Policy, supported by procedures and processes, as recommended in the gathering Information Guidelines, Procedures and Best Practice Manual will assist Council in its ability to produce records, in any data medium that are complete, concise, accurate and acceptable to a court of law. Such procedures and processes provide clear audit trails for investigators to follow as they attempt to reconstruct Council’s response to an event or incident. Nowhere is the need for the collection and retrieval of accurate information more critical than in the defence of public liability and professional indemnity claims. In many litigated cases, it is often the objective of the Council to substantiate that it acted in a manner which was not in breach of its duty of care to the plaintiff. The only source of proof for this position is often the internal records, which Council itself maintains, of its own activities. Potential plaintiffs, when faced with a well-organised, comprehensive and well documented work management system, which clearly outlines Council’s regard for its duty of care to the public, may be less inclined to seek the intervention of the courts to resolve their disputes with Council.

(a) Governance/Policy Implications Once adopted by Council, the revised Gathering Information Policy and Gathering Information Guidelines, Procedures and Best practice will become policy of Council.


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Council must be aware of the legislative requirements to keep detailed and effective records. Council is required to observe the following:

• Section 739A of the Act requires Councils to retain, preserve and destroy records in accordance with any approved standards, including GA39;

• State Records Act 1998, various Sections impose duties on the Chief Executive of each public office to comply with the Act in regards the keeping of records;

• Privacy and Personal Information Protection Act 1988, to provide for the protection of personal information and for the protection of the privacy of individuals generally.

The Civil Liability Act 2002 (CLA) commenced on 20 March 2002 and was introduced to “make provision for the recovery of damages for death or personal injury caused by the fault of a person; to amend the Legal Profession Act 1987 in relation to costs in civil claims; and for other proposes”. The introduction of the CLA means that all public liability claims for personal injury brought against councils will be assessed under the Act. Part 5 of the CLA pertains to the liability of public and other authorities, and councils are clearly included in the definition in sections 41. In sections 42 councils are recognised as having finite limits to their financial, personnel and other resources that are available to be employed in performing their functions, and that the general allocation of those resources, by the council, is not open to challenge. This means that polices, budget allocations, works programmes, infrastructure development and other activities, suitably endorsed by council, cannot be challenged in court. Road Authorities also receive special non-feasance protection under sections 45 in relation to road work activities, provided the authority did not have knowledge of the particular risk that resulted in harm being suffered.

Division 10 of the Legal Profession Act 2004 (sections 344-349) has placed obligations on the claimant legal representation in that they must reasonably believe that they have a reasonable prospect of success, based on provable facts and a reasonable legal argument, prior to lodgement of a claim. This provision applies equally to defence legal representation. Councils need to recognise that under Practice Directions the defence usually only has 28 days to file a defence after the service of a claim. Council must provide as much documentary information as possible to their legal representatives in this short time, in order that a proper assessment of the merits of the defence case can be made.


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NSW Legal Profession Act 2004 The purpose of this Act is to provide for the regulation of legal practice in this jurisdiction in the interests of the administration of justice and for the protection of clients of law practices and the public generally and to facilitate the regulation of legal practice on a national basis across State and Territory borders.

NSW Evidence Act 1995 This Act sets out the rules of evidence. The Act applies to proceedings within NSW courts, and before persons or bodies required to apply the laws of evidence.

NSW Evidence on Commission Act 1995 This Act applies in relation to the taking of evidence outside the State for the purposes of proceedings in the State and in relation to the taking of evidence in the State for the purposes of proceedings outside the State.

Electronic Transactions Act 1999 This Act provides the regulatory framework to recognise the importance and overall use of electronic transactions in the activities of government, business and general community.

State Records Act 1998 This Act makes provision for the creation, management and protection of the records of public offices of the State and to provide for public access to those records.

Orders for Discovery is the process of identifying and disclosing to the other party to a legal action, all the documents that are relevant to the issues in the proceedings.

(c) Social Implications Good information management enables Council to better manage its assets to the benefit of community.


(e) Economic/Asset Management Implications There are no economic/asset management implications in relation to this report.


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CONCLUSION Council’s Gathering Information Policy has been reviewed to include changes that have occurred since the current Policy was adopted. Changes to the Policy are minor and the only amendments made are the additions of further references to relevant legislative provisions. Changes to the associated Guidelines and Procedures have been substantial to provide staff with more guidance of what steps are required to be taken when an incident occurs and knowledge around the importance of such steps, particularly relating to records as evidence, minimum data requirements, orders of discovery, legal privilege, risk management for documents and information, detailed categories of documentation, and procedures for document and data control. These have now been included and updates have also been made to the table of information types and minimum requirements. The title of this document has also been updated. MANEX has reviewed and recommend the revised Policy and Guidelines, which are now presented to Council for review and adoption.

RECOMMENDATION

That Council adopts the revised Gathering Information Policy and the revised Gathering Information Guidelines, Procedures and Best Practice.


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7.16 Review of Agency Information Guide

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Danielle Mepham - Personal Assistant ANNEXURES Annexure A Draft Agency Information Guide

ECM INDEXES Subject Index: INFORMATION MANAGEMENT: Government Information

(Public Access) Act (GIPA) PURPOSE The purpose of this report is to present the revised Glen Innes Severn Council Agency Information Guide to Council (Annexure A). BACKGROUND The Government Information (Public Access) Act 2009 commenced operation on 1 July 2010. Section 21 of this Act requires agencies to develop and adopt an Agency Information Guide as part of their mandatory open access information. Agencies must review their Agency Information Guide and adopt a new Agency Information Guide at intervals of not more than 12 months. The Agency Information Guide was last adopted by Council on Thursday, 27 June 2019. An Agency Information Guide is a summary of what an agency does, how it does it, and the type of information it holds and generates through the exercise of its functions, with a particular focus on how those functions affect members of the public. This Guide has been reviewed by Council’s Management Executive Team (MANEX). (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Operational Plan Objective STC 1.2.1 ‘Provide clear messaging of Council's achievements, strategic objectives and actions.



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COMMENTARY The Agency Information Guide must:

1. Describe the structure and functions of the agency.

2. Describe the way in which the functions (including, in particular, the decision-making functions) of the agency affect members of the public.

3. Specify any arrangements that exist to enable members of the public to participate in the formulation of the agency’s policy and the exercise of the agency’s functions.

4. Identify the various kinds of government information held by the agency.

5. Identify the kinds of government information held by the agency that that the agency makes (or will make) publicly available.

6. Specify the manner in which the agency makes (or will make) government information publicly available.

7. Identify the kinds of information that are (or will be) made publicly available free of charge, and those kinds for which a charge is (or will be) imposed.

Council’s revised Agency Information Guide complies with all the items listed above and contains the following amendments to the previous version:

• Advising the councillor elections were postponed for 12 months due to COVID-19.

• Organisational structure modifications Chief Financial Officer, Planning and Regulatory Officer. As well as adding the Manager of Governance, Risk and Corporate Planning position and removing the Technical Services Engineer.

• Additional information for Council meetings to include information on the introduction of live streaming and audio of all Council meetings.

• Addition of information and link to data.nsw.gov.au as per feedback form Information and Privacy Commission on 10 December 2019.


Council is required to provide access to information to members of the community. The revised version of the Agency Information Guide ensures Council’s continued compliance under Section 21 of the Government Information (Public Access) Act 2009.

(b) Legal Implications Section 20 of the Government Information (Public Access) Act 2009 refers to the publication of information concerning affairs of agencies. Under this section of the Act, Council is required to have an Agency Information Guide.


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Section 22 of the Government Information (Public Access) Act 2009 requires agencies to notify the Information and Privacy Commission before adopting or amending an Agency Information Guide and must, if requested to do so by the Information Commissioner, consult with the Information Commissioner on the proposed Agency Information Guide or amendment. Accordingly, the attached Agency Information Guide was forwarded to the Information and Privacy Commission NSW on 4 June 2020.

(c) Social Implications The Agency Information Guide provides a summary to community members of what Council does, how it does it, and the type of information it holds and generates through the exercise of its functions, with a particular focus on how those functions affect members of the public.



CONCLUSION Under Section 22 of the Government Information (Public Access) Act 2009, Council is required to update the Agency Information Guide on an annual basis, to aid members of the public in obtaining information that is held by Council and provide advice on Council’s structure, functions and services. MANEX has reviewed and recommend the revised Agency Information Guide, which is now presented to Council for review and adoption.

RECOMMENDATION

That Council adopts the revised Agency Information Guide for the Glen Innes Severn Council.


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7.17 Review of Statement of Business Ethics


Corporate Planning ANNEXURES Annexure A Draft Statement of Business Ethics

ECM INDEXES Subject Index: FINANCIAL MANAGEMENT: Policy CORPORATE MANAGEMENT: Policy PURPOSE The purpose of this report is to present Council with the revised Statement of Business Ethics (Annexure A). BACKGROUND Council’s Statement of Business Ethics was last adopted by Council on 27 July 2017 and is now due for review. The document has recently been reviewed by relevant staff and Council’s Management Executive Team (MANEX). The Statement of Business Ethics informs the private sector when conducting business with Council of Council’s key business principles, what they may expect from Council, what Council expects from them, why compliance is important from the public sector, about confidentiality, clear communication, use of Council equipment, intellectual property rights, incentives, gifts and benefits, and conflicts of interest. (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective IM 3.2.1 ‘Develop and implement best operational practices, including the empowerment of staff to take ownership of outcomes.’ This item links to Council’s Delivery Program Objective STC 1.1.1 ‘Consistently communicate the role of Council to the community (i.e. what Council does and does not do).’ This item links to Council’s Delivery Program Objective STC 2.1.1 ‘Continue to be a financially sustainable and independent Council.’


There are no financial considerations to consider in this report.


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COMMENTARY This Statement provides guidance for the private sector when conducting business with Glen Innes Severn Council (Council). The Statement outlines Council’s ethical standards and its expectation that goods and service providers and contractors will comply with these standards in all their dealings with Council. The Statement also outlines what goods and service providers and contractors can expect from Council. Council’s business dealings will be transparent and open to public scrutiny wherever possible. Council’s staff members are trained in Council’s Code of Conduct for Council Staff. When conducting business with the private sector, Council staff members are accountable for their actions and are expected to:

• Use public resources effectively and efficiently;

• Deal fairly, honestly and ethically with all individuals and organisations; and

• Avoid any conflicts of interest (whether real or perceived). In addition, all Council procurement activities are guided by the following core business principles:

• All potential suppliers will be treated with impartiality and fairness, and given equal access to information and opportunities to submit bids;

• All procurement activities and decisions will be fully and clearly documented to provide an effective audit trail and to allow for effective performance review of contracts;

• Energy-efficient equipment, products containing recycled materials, and environmentally friendly products will be purchased wherever reasonably possible;

• Tenders will not be called unless Council has a firm intention to proceed to contract;

• Council will not disclose confidential or proprietary information. The Statement clearly defines what Council expects from the private sector. Council requires all private sector providers of goods and services to observe the following principles when conducting business with Council:

• Compliance with Council procurement policies and procedures;

• Provision of accurate and reliable advice and information when required;

• Declaration of actual or perceived conflicts of interest as soon as possible;

• To act ethically, fairly and honestly in all dealings with Council;

• To take all reasonable measures to prevent the disclosure of confidential Council information;

• To refrain from engaging in any form of collusive practice, including offering Council employees’ inducements or incentives designed to improperly influence the conduct of their duties;


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• To refrain from discussing Council business or information in the media; and

• To assist Council to prevent unethical practices in Councils business relationships.

The only amendments made to the Statement of Business Ethics is the addition of wording to clarify the policies endurance beyond the review date, until superseded, rescinded or varied. The responsible officer has also changed from the Chief Financial Officer (CFO) to the Manager of Governance, Risk and Corporate Planning (MGRCP). This Statement is included in contracts / tender’s documentation where applicable. (a) Governance/Policy Implications

Once adopted by Council, the revised Statement of Business Ethics will become policy of Council.

(b) Legal Implications The procurement of goods and services by Council (by tender) must be in accordance with the provisions of Section 55 of the Local Government Act 1993 and clauses 177 and 178 of the Local Government (General) Regulation 2005.

(c) Social Implications This Statement clearly defines the expectations of Council when procuring goods and services; ensuring best practice, transparency and the highest level of public accountability.



CONCLUSION Council’s Statement of Business Ethics has been revised to include changes that have occurred since the current Statement was adopted in July 2017. Changes are minor. MANEX has reviewed and recommended the revised Statement, which is now presented to Council for review and adoption.

RECOMMENDATION

That Council adopts the revised Statement of Business Ethics.


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7.18 Review of Work Health and Safety Policy

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Ann Blunt - WHS Co-ordinator ANNEXURES Annexure A Draft Work Health and Safety Policy

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy WORK HEALTH AND SAFETY: Policies and Procedures PURPOSE The purpose of this report is to present Council with the revised Work Health and Safety Policy(Annexure A), for adoption. BACKGROUND The Work Health and Safety Policy was last adopted by Council on Thursday, 24 November 2016 and is due for review every three (3) years. The document has recently been reviewed by Council’s Management Executive Team (MANEX) and recommended for adoption by the Work Health and Safety Consultative Group (WHSCG). (a) Relevance to Integrated Planning and Reporting Framework



An amount of $182,315 has been provided in Council’s Operational Plan and Budget for the 2019/2020 Financial Year for Work Health and Safety (WHS) costs, comprising staff training costs of $94,215 and other expenses. Due to the impact of the COVID-19 pandemic, it is unlikely that the budget will be fully expended, with training unable to be provided in all instances. It is expected that there will be a savings of approximately $39,500.

COMMENTARY Changes to the Work Health and Safety Policy (WH&SP) are very minor and are limited to changes to the wording in the Variation and Review section of the Policy. All changes to the WH&SP comply with relevant legislation. The revised Policy has been recommended for adoption by the WHSCG.


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Once adopted by Council, the revised WH&SP will become part of the policy framework of Council.

(b) Legal Implications The revised WH&SP will assist Council to meet its legal obligations under the Work Health and Safety Act 2011 and Work Health and Safety Regulation 2017.

(c) Social Implications The implementation of safe and effective systems of work at all Council worksites and locations has a significant flow on effect to the broader community. This is achieved primarily by reducing the risk to community members and lowering the incidence of injuries to Council workers, benefitting both their families and the community at large.

(d) Environmental Implications There are no significant environmental implications arising from this report.

(e) Economic/Asset Management Implications There are no significant economic / asset management implications associated with this report.

CONCLUSION The WH&SP has been updated and revised in line with relevant legislation. MANEX and the WHSCG have recommended the updated document, which is now presented to Council for review and adoption.

RECOMMENDATION

That Council adopts the revised Work Health and Safety Policy.


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7.19 Review of Fatigue Management Policy

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Ann Blunt - WHS Co-ordinator ANNEXURES Annexure A Draft Fatigue Management Policy

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy WORK HEALTH AND SAFETY: Policies and Procedures PURPOSE The purpose of this report is to present Council with the revised Fatigue Management Policy (Annexure A), for adoption. BACKGROUND The Fatigue Management Policy was last adopted by Council on Thursday, 26 September 2019. It has been revised again following the recent section 44 (New South Wales) bushfire emergency, due to the impact of the emergency on the working hours of Council staff involved in the fire response. The revised policy has recently been reviewed by Council’s Management Executive Team (MANEX) and recommended for adoption by the Staff Consultative Committee (SCC). (a) Relevance to Integrated Planning and Reporting Framework



COMMENTARY Council has a legal obligation to control all risks at its places of work. The Fatigue Management Policy sets out Council’s commitment to control risk factors associated with fatigue and allocates responsibilities to staff and management for the control of such risks. It also provides general guidelines and advice on managing the different causes that contribute to fatigue in the workplace.


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During the recent bushfire emergency, members of Council’s staff were called upon to assist with the emergency response, necessitating very long work hours. A situation arose where a discrepancy between the rest periods stipulated in the Fatigue Management Policy and the Local Government (State) Award was highlighted, with the Policy requiring a minimum of 12 hours rest between consecutive shifts and the Award referring to a period of 10 hours. In fact, the 12 hours in the policy is purely a safety measure for mine sites that fall under the NSW Resources Regulator guidelines. The 10 hours set out in the Award is also safety related but has the dual purpose of determining how employees coming back to work earlier than the stipulated period is to be compensated. Despite this, the difference between the two documents was creating confusion with staff and it was agreed to amend the policy to resolve the discrepancy. To remove the confusion, the Policy has been updated to make it clear that the 12-hour break, as required by the mines regulator, will only apply to staff while engaged in quarry activities. When not engaged in such activities, the 10-hour break will apply. All changes to the Policy are in line with relevant legislation. The revised Policy has been recommended for adoption by Council’s Staff Consultative Committee. (a) Governance/Policy Implications

Once adopted by Council, the revised Fatigue Management Policy will become part of the policy framework of Council.

(b) Legal Implications The Fatigue Management Policy will assist Council to meet its legal obligations under the Work Health and Safety Act 2011 and Work Health and Safety (Mines and Petroleum Sites) Act 2013.

(c) Social Implications The provision of a fatigue management policy for staff has potential benefits for the wider community, by ensuring council workers are not fatigued while at work.



There are no economic / asset management implications associated with this report.


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CONCLUSION

The Fatigue Management Policy has been updated to ensure that fatigue related risks in the workplace are controlled and that it does not clash with the Local Government (State) Award. MANEX and the SCC have recommended the updated document, which is now presented to Council for review and adoption.

RECOMMENDATION

That Council adopts the revised Fatigue Management Policy.


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7.20 Review of Library Users Code of Conduct Policy

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Kerry Byrne - Manager of Library / Learning Centre ANNEXURES Annexure A Library Users Code of Conduct Policy ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy PURPOSE The purpose of this report is to present Council with the revised Library Users Code of Conduct Policy (Annexure A). BACKGROUND This policy was last reviewed and adopted by Council on Thursday, 19 December 2019. It has recently had a further review to include influenzas and World Health Organisation (WHO) declared Pandemics recommendations and obligations. This document was reviewed in consultation with library staff and Council’s Management Executive Team (MANEX). (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective CS 1.2.7 'Attract the population segment looking for a lifestyle change (branding for tree changers).'


COMMENTARY The policy has been reviewed to add the aims of the policy; influenzas and WHO declared Pandemics recommendations and obligations of library members, all of which have been added in red font in Annexure A. The aim of this policy is to:

• Assist Library staff to effectively manage difficult situations within the Library;

• Inform Library members of their responsibilities while using Library facilities; and

• To reinforce WHS requirements for a safe and comfortable environment for Library members.


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Following influenzas and WHO declared Pandemics advice, to keep the community, staff and volunteers healthy and safe, the Library will restrict visitors to the Library and Learning Centre who are experiencing flu or cold symptoms and will arrange a ‘no contact’ resource delivery while they are sick and experiencing symptoms. School children home from school due to sickness, should not be in the Library and should be home recovering from their sickness. The Library is not a child-minding facility and children should be cared for by an appropriate adult. Library members have an obligation to follow:

• Social distancing requirement of 1.5 square metres, visitor limitations determined on the 4 square metres by size of room;

• Using hand sanitizers and anti-bacterial wipes;

• Computer usage restrictions (social distancing, cleaning and sanitizing); and

• Social space restrictions on chairs, lounges, study desks. The policy has been reviewed and approved by both the Library staff and MANEX. (a) Governance/Policy Implications

Once adopted by Council, the Library Users Code of Conduct Policy will become policy of Council.

(b) Legal Implications This Code outlines the conduct expected from our users and conforms to the conditions contained in the Library Regulations 2010 (in force under the Library Act 1939), which gives Libraries the power to exclude Library users who interfere with any other person’s use of the Library.

(c) Social Implications The Library Users Code of Conduct reflects the current trend for safe public spaces and provides guidelines to assist staff in making the space safe and comfortable for all users.

(d) Environmental Implications There are no environment implications arising from this report. (e) Economic/Asset Management Implications

There are no economic implications arising from this report.

CONCLUSION The Library Users Code of Conduct will assist Council to fulfil its obligation under the Work Health and Safety legislation to provide a safe environment for staff, volunteers and the community visiting the Library and Learning Centre.


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Council’s Library Users Code of Conduct has been revised to include health recommendations and restrictions for influenza and pandemic risks. Library staff and MANEX have reviewed and recommend the policy, which is now presented to Council for review and adoption.

RECOMMENDATION

That Council adopts the revised Library Users Code of Conduct.


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7.21 Review of Secretarial Assistance Policy to Section 355 Committees of Council

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Danielle Mepham - Personal Assistant ANNEXURES Annexure A Draft Secretarial Assistance Policy to Section 355 Committees of

Council

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Policy GOVERNANCE: Committees of Council PURPOSE The purpose of this report is to present Council with the revised Secretarial Assistance Policy to Section 355 Committees of Council (Annexure A). BACKGROUND The Secretarial Assistance Policy to Section 355 Committees of Council was last adopted by Council on 27 July 2017 and is due for review every three (3) years. The document has recently been revised in consultation with relevant staff and Council’s Management Executive Team (MANEX). (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective IM 1.1.2 ‘Continue to engage with the community through established Community Committees to ensure their needs are understood.’

(b) Financial Considerations The provision of secretarial assistance to any Section 355 Committees of Council has a financial effect on Council, as staff members’ time is being used for servicing the particular committee(s).


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COMMENTARY Council continue to develop a good understanding with regards to the functioning of Section 355 Community Committees of Council. In 2005 it was deemed necessary and/or appropriate by the Directors / Council to provide for support to the following Community Committees:

• Aboriginal Consultative Committee;

• Annual Donations Review Committee;

• Australian Celtic Festival Committee;

• Glen Innes Saleyard Management Committee;

• Glen Innes Severn Cemetery Committee;

• Minerama Committee;

• Open Spaces Committee;

• Roads Consultative Committee.

The proposed changes to the previously adopted Policy are:

• Additions of Australia Day Committee, Community Access Committee, Glen Innes and District Sports Council, Glen Innes Severn Learning Centre Management Committee, Library Committee and Youth Advisory Committee to the list of Section 355 Committees of Council to which the policy applies;

• Removing the Australian Celtic Festival Committee which was dissolved as a Section 355 Committee in July 2018 as per Council Resolution:

18.07/18 RESOLUTION That Council disbands the current Australian Celtic Festival Committee as a Section 355 Community Committee of Council, and that it be replaced with a Celtic Festival Ambassador Volunteer Group, functioning outside the parameters of a Section 355 Committee, and under the stipulations of Council’s Volunteer Policy.

• Note the change of name of the Glen Innes Saleyard Management Committee to the Glen Innes Saleyards Advisory Committee.


Once adopted by Council, the revised Secretarial Assistance Policy to Section 355 Committees of Council will become policy of Council.

(b) Legal Implications These committees are Committees of Council under the provisions of Section 355 of the Local Government Act 1993.


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(c) Social Implications Committees of Council and the volunteers on these committees provide valuable contributions and support to functions of Council. However, without the secretarial assistance provided to these committees they may struggle to meet all the requirements necessary.



CONCLUSION Council’s Secretarial Assistance Policy to Section 355 Committees of Council has been revised to include changes that have occurred since the current Policy was adopted in July 2017. MANEX has reviewed and recommend the revised Policy, which is now presented to Council for review and adoption.

RECOMMENDATION

That Council adopts the revised Secretarial Assistance Policy to Section 355 Committees of Council.


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7.22 Investment Report - May 2020

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Sanchia Sherratt - Financial Accountant ANNEXURES There are no annexures to this report.

ECM INDEXES

Subject Index: FINANCIAL MANAGEMENT: Investments PURPOSE The purpose of this report is to provide Council with a reconciliation of Investments as at Friday, 29 May 2020. (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective STC 2.1.1 ‘Continue to be a financially sustainable and independent Council.’ Part of the information in this report is also related to Council’s Strategic Financial Objective number nine (9). Financial Objective nine (9) states the following: “To maximise returns on Council's investments, without increasing Council's investment risk above acceptable levels. How: Council reports to the community on a monthly basis of funds invested and what institutions are holding these investments. In addition, Council’s Investment Policy is reviewed at least every two (2) years or when required.”

(b) Financial Considerations The application of restricted funds and trust funds are limited to a particular purpose and must be set aside for that purpose. Therefore, they may not be available to meet certain obligations, and this should be kept in mind when determining the short-term liquidity of Council. All of Council’s Investments are currently made on terms of 12 months and under as the interest rates for short term investments are currently higher than the longer-term investments. This is due to the market not necessarily wanting long term investments at this point in time. For this reason, the interest rate will vary in accordance with the prevailing interest rate. This may expose Council to fluctuations in short-term interest rates but should improve liquidity due to the structured availability of these invested funds.


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COMMENTARY This report is required to be prepared on a monthly basis and presented to the next available Ordinary Council Meeting in accordance with Clause 212 of the Local Government (General) Regulation 2005. INVESTMENT INTEREST:

Interest received for year to 31 May 2020 $ 408,054.83

BANK STATEMENT RECONCILIATION:


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FINANCIAL INSTITUTIONS INVESTMENTS:

Rating (S&P)

Mature % Institution

Bank funds Fossil Fuels

Invested $ Return $

A1+/AA- 19/06/2020 1.50% NAB (7) Yes 1,000,000 4,972.60

A1+/AA- 29/06/2020 1.42% CBA (17) Yes 1,000,000 5,913.42

A1+/AA- 29/07/2020 1.41% CBA (15) Yes 1,000,000 7,030.68

A2/BBB 28/08/2020 1.10% ME Bank (12) No 700,000 1,919.73

A1+/AA- 25/09/2020 1.55% Westpac Banking Corporation (14)

Yes 1,000,000 15,542.47


Yes 1,000,000 11,485.48


Yes 1,000,000 8,726.03

A1+/AA- 27/12/2020 1.25% NAB (3) Yes 1,000,000 9,520.55

A1/A 27/01/2021 1.65% ING (11) Yes 1,000,000 16,500.00

A1/A 27/01/2021 1.65% ING (6) Yes 1,000,000 16,500.00

A1+/AA- 19/03/2021 1.25% NAB (18) Yes 1,000,000 12,465.75

A1/A 30/03/2021 1.70% Macquarie Bank (1) Yes 1,000,000 17,000.00

A1+/AA- 8/04/2021 1.15% NAB (9) Yes 1,000,000 11,500.00

A1/A 28/04/2021 1.40% Macquarie Bank (2) Yes 1,000,000 14,000.00


Yes * 1,000,000 7,617.81

A2/BBB 28/05/2021 1.45% AMP(10) Yes 700,000 10,150.00

Expected Average Return 19/20

1.38% Total Investments 15,400,000.00 170,844.52

Actual Average Return Received YTD

2.09% Cash on Hand 6,280,956.43

Total Cash and Investments 21,680,956.43

*Although Westpac funds fossil fuels this investment is a Green Tailored Deposit.

The table below details the monthly movements of investments for May 2020:

Investment Movements

Opening Balance as at 1 May 2020 14,000,000

Less:

Maturities (1) 1,000,000

Subtotal 13,000,000

Plus

Rollovers -

New Investments (3) 2,400,000

Current Balance as at 31 May 2020 15,400,000


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During the month of May, the NAB investment that matured was redeemed and not reinvested with the same bank as it would have been outside of policy counterparty limits. The three (3) new investments in May were with Westpac, AMP and ME Bank. The following table compares information on investment balances from this year to last year:

Investment Balances This Year Last Year

Opening Balance 1 May 2020 14,000,000 18,000,000

Closing Balance 31 May 2020 15,400,000 17,000,000

The expected average return on Council investments for the 2019/2020 financial year is 1.38%. This is a reduction on the actual average return of 2.73% for the 2018/2019 financial year, which reflects the downward trend in interest rates over the past few years. The Bloomberg Ausbond Bank Bill Index one (1) year return rate for May 2020 is 0%. Council selects banks based on rating, return and term of investment. It is expected that future investments will continue to target returns while aiming to select institutions with a high Standard and Poor’s (S&P) rating. This is done by rolling investments between banks that meet Council’s criterion and cash requirements. Where possible, Council chooses investments with banks that do not fund fossil fuels. At present all banks in this category are rated BBB. The Investment Policy limits exposure to an individual financial institution, for BBB rated category, to 5% of the total Investment portfolio. Council was able to reduce the amount invested from $1,000,000 to $700,000 based on cash requirements and the portfolio at the time of investing in May. This enabled us to select ME Bank for an investment that had the best rate and does not fund fossil fuels. Council also invested $1,000,000 with Westpac in one of their new Green Tailored Deposits. The funds invested are used to fund eligible projects and assets which meet the Climate Bonds Standard and have been certified by the Climate Bonds Initiative. The interest rate for the Green Tailored Deposit was the same as that for investments containing fossil fuels.


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CREDIT QUALITY PORTFOLIO COMPLIANCE: The portfolio is split across three (3) of the credit rating categories (AA, A and BBB). All aggregate rating categories are within the policy limits. The following table details the credit rating of each of the categories where Council has money invested. All investments are compliant with Council’s Investment Policy:

Compliant Credit Rating Invested Invested $

Policy Limit Available $

Yes AAA 0.00% - 100% $ 15,400,000

Yes AA 64.94% 10,000,760 100% $ 5,399,240

Yes A 25.97% 3,999,380 45% $ 2,930,620

Yes BBB 9.09% 1,399,860 25% $ 2,450,140

Yes Government 0.00% - 100% $ 15,400,000

100.00% 15,400,000

A credit rating is an evaluation of the credit risk of a prospective financial institution predicting their ability to pay back the investment and interest maturity and an implicit forecast of the likelihood of the institution defaulting.


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The credit ratings are an opinion based on the creditworthiness of the company issuing the security and are assigned by Australian Ratings based on publicly available information at a point in time. RISK ASSESSMENT OF INVESTMENT PORTFOLIO The following table provides information on investment types including a risk assessment and the amount and percentage invested compared to the total investment portfolio:

Investment Type

Risk Assessment

Amount $ % of Portfolio Capital Interest

Term deposits Low Low 15,400,000 100%

Total 15,400,000 100%

Certification I, Liz Alley, Chief Financial Officer, do hereby certify that the above investments have been made in accordance with the requirements of the Local Government Act 1993 (Section 625), Relevant Regulations, and Council’s Investment Policy. (a) Governance/Policy Implications

Monthly financial reporting ensures transparency of financial reporting to enable Councillors to make financially sustainable and accountable decisions. Council’s Investment Policy states that short-medium term funds can be invested for up to five (5) years. All funds are invested in accordance with Glen Innes Severn Council’s Investment Policy. Investments are to be considered in conjunction with the following key criteria:

• At the time of investment, no institution at any time shall hold more than 45% of Council’s total investments. The maximum will be determined by the long-term rating of the institution - AAA up to 45%; AA up to 35%; A up to 15% and BBB up to 5%;

• At the time of investment, the maximum portfolio limits per rating are - AAA up to 100%; AA up to 100%; A up to 45%; BBB up to 25% and Government up to 100%;

• Council’s Investments can be placed in a mixture of short (0-12 months), short-medium (1-2 years) and medium (2-5 years) term investments whilst ensuring that liquidity and income requirements are met.


All investments continue to be made in accordance with the requirements of the Local Government Act 1993 and Council’s Investment Policy.


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Section 625 of The Local Government Act 1993 states the following:

How may Councils invest? (1) A Council may invest money that is not, for the time being, required by the

Council for any other purpose.

(2) Money may be invested only in a form of investment notified by order of the Minister published in the Gazette.

(3) An order of the Minister notifying a form of investment for the purposes of this section must not be made without the approval of the Treasurer.

(4) The acquisition, in accordance with section 358, of a controlling interest in a corporation or an entity within the meaning of that section is not an investment for the purposes of this section.

Clause 212 of the Local Government (General) Regulation 2005 states the following:

Report on Council’s Investments (1) The responsible accounting officer of a council:

(a) must provide the council with a written report (setting out details of all

money that the council has invested under section 625 of the Act) to be presented:

(i) if only one ordinary meeting of the council is held in a month, at

that meeting, or (ii) if more than one such meeting is held in a month, at whichever of

those meetings the council by resolution determines, and

(b) must include in the report a certificate as to whether or not the investment has been made in accordance with the Act, the regulations and the council's investment policies.

(2) The report must be made up to the last day of the month immediately

preceding the meeting.

(c) Social Implications Council funds are used to provide services and infrastructure to the community and, as a result, well managed funds maximise the level of financial resources available to support the community.



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(e) Economic/Asset Management Implications Sound economic management includes maximising Council’s return on investments.

CONCLUSION Funds have been restricted to ensure all areas of Council can continue to operate in accordance with both the annual Operational Plan and Budget and the Long Term Financial Plan. Further, all investments continue to be made in accordance with the requirements of the Local Government Act 1993 and Council’s Investment Policy.

RECOMMENDATION



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7.23 Borrowings Report as at May 2020

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Sanchia Sherratt - Financial Accountant ANNEXURES There are no annexures to this report.

ECM INDEXES

Subject Index: FINANCIAL MANAGEMENT: Loans

PURPOSE

The purpose of this report is to provide Council with a reconciliation of borrowings as at Friday, 29 May 2020.



COMMENTARY

This report is not required to be prepared on a monthly basis. It is provided to Council for information purposes.

The following table details the interest rate, loan completion date, and balance as at Friday, 29 May 2020 for each of Council’s borrowings:

General Fund

Loan No

Purpose Interest

Rate Loan Start

Date

Loan Completion

Date Balance

1 TCORP “Wattle Vale” and RFS Loan

3.95% 12/12/2016 8/12/2036 $ 1,834,879.07

11-01 Business Acquisition: Quarry

7.69% 28/07/2011 28/07/2036 $ 682,500.00

3 Learning Centre 7.35% 19/06/2009 19/06/2025 $ 227,416.48

2 NAB Amalgamation Loan

6.69% 31/10/2002 1/11/2027 $ 2,478,378.47

12 LIRS Loan: Road Renewal

5.32%* 10/12/2012 9/12/2022 $ 329,486.66

13 LIRS Loan: CBD Revitalisation

5.46%* 27/02/2013 27/02/2023 $ 595,626.53

14 LIRS Loan: Accelerated Road Renewal

3.82%* 6/03/2015 28/05/2025 $ 547,447.52

15 LIRS Loan: Accelerated Bridge Program

3.82%* 6/03/2015 28/02/2025 $ 2,189,790.07

16 Glen Innes and Emmaville Swim Centre: Revitalisation

4.70% 6/03/2015 28/02/2035 $ 1,244,830.47

Total General Fund Liability $ 10,130,355.27

*On each of the four (4) Local Infrastructure Renewal Scheme (LIRS) loans Council pays the interest rates above; Council is then reimbursed either three percent (3%) or four percent (4%) depending on the loan, every six (6) months of interest paid on each loan under the LIRS scheme.


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Water Fund

Loan No

Purpose Interest

Rate Loan Start

Date

Loan Completion

Date Balance

11-02

Land Acquisition: Future Storage

7.69% 28/07/2011 28/07/2036 $

1,826,500.00

Total Water Supply Fund Liability $ 1,826,500.00

Sewer Fund

Loan No

Purpose Interest

Rate Loan Start

Date

Loan Completion Date

Balance

10 Sewer Augmentation Loan 6.51% 9/05/2006 11/05/2026 $

1,203,613.31

Total Sewer Fund Liability $ 1,203,613.31

TOTAL LOANS LIABILITY $ 13,160,468.58

Certification I, Liz Alley, Chief Financial Officer, do hereby certify that the above borrowings have been made in accordance with the requirements of the Local Government Act 1993 (Part 12), and Relevant Regulations. (a) Governance/Policy Implications

There are no governance or policy implications arising from this report.

(b) Legal Implications All Borrowings continue to be made in accordance with the requirements of the Local Government Act 1993 (as amended). The Local Government Act 1993 states the following:

Section 621 – When and for what may a Council borrow?

A Council may borrow at any time for any purpose allowed under this Act.

Section 622 – What form may a Council borrowing take?

A council may borrow by way of overdraft or loan or by any other means approved by the Minister.

Section 624 – Are there any restrictions on a Council borrowing?

The Minister, may from time to time, impose limitations or restrictions on borrowings by a particular Council or Councils generally despite the other provisions of this Part.


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(c) Social Implications Council funds are used to provide services and infrastructure to the community and, as a result, well managed funds maximise the level of financial resources available to support the community.


(e) Economic/Asset Management Implications Sound economic management includes maximising Council’s available funds by taking out loans in order to spread the cost of the Capital Works across the period in which the project will be available for the community’s use. This is called “Intergenerational Equity”. Each generation pays for the service or project when borrowings are used to fund the project.

CONCLUSION Council’s loans continue to be made in accordance with the requirements of the Local Government Act 1993 (as amended), and relevant Regulations.

RECOMMENDATION



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7.24 Rates and Charges - May 2020

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Andrea Davidson - Rates Officer ANNEXURES There are no annexures to this report.

ECM INDEXES Subject Index: RATES AND VALUATIONS: Reporting PURPOSE The purpose of this report is to advise Council of funds collected, amounts for outstanding rates, water and sewer charges, along with water consumption charges for the year to date, as at Sunday, 31 May 2020. (a) Relevance to Integrated Planning and Reporting Framework

Council’s adopted Operational Plan and Budget for the 2019/2020 Financial Year sets the annual Rates, Water and Sewer Charges.


Amounts outstanding as at 31 May 2020 compared to 31 May 2019 are as follows:

31 May 2020 31 May 2019

Rates and Charges $1,349,427.23 $1,133,340.96

Water Consumption Charges $109,517.84 $132,682.38

Total Outstanding $1,458,945.07 $1,266,023.34

Rates and Charges

Outstanding Rates and Charges

31 May 2020

Rates and Charges in arrears as at 30 June 2019 $899,892.08

Rates and Charges levied and adjustments for 2019/2020

$11,874,727.27

Pension Concession -$398,357.09

Amounts collected as at 31 May 2020 -$11,026,835.03

Total Outstanding Rates and Charges $1,349,427.23


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COMMENTARY The amount levied for Rates and Charges for 2019/2020 includes the current year’s annual Rates and Charges and any interest that has been added after the rates notices were issued. The amount received as at Sunday, 31 May 2020 includes receipts for both arrears and the current year’s amounts outstanding. It should be noted that the Rates and Charges for 2019/2020 levied amount is reduced by the pensioner concession of $398,357.09; reducing the amount of income derived from these Rates and Charges. Of this concession, Council’s contribution is 45%, which represents an amount of $179,260.69. The remaining 55% ($219,096.40) is reimbursed to Council by the State Government, by way of a rebate. The outstanding Rates and Charges as at Sunday, 31 May 2020 of $1,349,427.23 represents 10.90% of the total annual Rates and Charges levied and outstanding of $12,376,262.26, compared with the outstanding Rates and Charges of $1,133,340.96 at 31 May 2019. This represents 9.47% of the total annual Rates and Charges levied and outstanding of $11,963,499.34 as at 31 May 2019. The collection of outstanding rates and water charges can result in potential legal costs associated with challenges in courts of appeal. However, as these charges are legislative the risk of this action is minor. E-Notices As at Sunday, 31 May 2020 there were 504 ratepayers registered for E-Notices. These ratepayers generate 790 individual rate notices which are distributed by email. This represents 14.61% of all rate notices issued. These figures are based on the 5,406 rates and water notices issued from July 2019 to May 2020. Water Consumption Charges

Outstanding Water Consumption Charges 31 May 2020

Water Consumption Charges and arrears as at 30 June 2019 $357,809.59

Water Consumption charges and adjustments 2019/2020 year to date (YTD)*

$838,233.08

Amounts collected as at 31 May 2020 -$1,086,524.83

Outstanding Water Consumption Charges $109,517.84

The outstanding Water Consumption Charges as at Sunday, 31 May 2020 of $109,517.84 represents 9.16% of the total Water Consumption Charges levied and outstanding of $1,196,042.67, compared with the outstanding Water Consumption Charges of $132,682.38 at 31 May 2019. This represents 8.88% of the total Water Consumption Charges levied and outstanding of $1,493,771.77 as at 31 May 2019. Please note that outstanding charges are not the same as overdue charges.


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Agreements to Pay by Arrangement A ratepayer may enter into a written arrangement with Council to repay debt(s) in full, within a reasonable amount of time. A key component of the agreement is that there must be a genuine commitment by the defaulter to extinguish the debt in accordance with the agreement. There are currently 123 ratepayers who have entered into arrangements for the payment of their accounts, totalling $294,697.65. These arrangements for payments are within the requirements of Council’s Debt Recovery Policy. Debt Recovery Agency The Debt Recovery Agency that acts on behalf of Council is continuing with all debt recovery. (a) Governance/Policy Implications

There are several policies applicable to the area of rates, water and sewer charges and water consumption charges, including Council’s Debt Recovery Policy, Rates Pensioner Concession Policy, and Rates Hardship Policy.


Chapter 15 of the Local Government Act 1993 (the Act) provides direction for Council to levy rates.


The collection of rates and water charges does impact on the community. For this reason, Council is always willing to negotiate payment terms with outstanding debtors. Currently there are 123 payment arrangements totalling $294,697.65.





CONCLUSION All payment arrangements are consistent with Council’s current Debt Recovery Policy. The outstanding Rates and Charges as at Sunday, 31 May 2020 represents 10.90% of the total annual Rates and Charges levied and outstanding from previous years by Council (compared with 9.47% as at 31 May 2019).


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The outstanding Water Consumption Charges as at Sunday, 31 May 2020 represents 9.16% of the total Water Consumption Charges issued and outstanding from previous years (compared with 8.88% as at 31 May 2019).

RECOMMENDATION



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7.25 Capital Works Program Progress Report as at 31 May 2020

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Donna McAllister - Management Accountant ANNEXURES There are no annexures to this report.

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Budgeting FINANCIAL MANAGEMENT: Financial Reporting PURPOSE The purpose of this report is for Council to review the progress of its Capital Works Program for the 2019/2020 Financial Year, which was adopted as part of Council’s Operational Plan and Budget for 2019/2020 Financial Year, as well as to review the progress of the Capital Works carried over from the 2017/2018 and 2018/2019 Financial Years which were not completed. BACKGROUND Council adopts its Capital Works Program annually as part of the adoption of the Operational Plan and Budget process. (a) Relevance to Integrated Planning and Reporting Framework

Council’s Operational Plan and Budget for the 2019/2020 Financial Year sets out the Capital Works Program to be undertaken during the financial year. This item links to Council’s Delivery Program Objective IM 1.3.1 ‘Maintain appropriate levels of service across the LGA.’

(b) Financial Considerations Council’s Capital Works Program is included in the 2019/2020 Operational Plan and Budget, which was adopted by Council on Thursday, 27 June 2019. The 2017/2018 and the 2018/2019 Capital Works Programs were also adopted by Council with their respective Operational Plan and Budgets.

COMMENTARY This report has been prepared with input from the staff who have ownership of the various projects to ensure up to date commentary. The report provides a holistic overview of Council’s progress with regards to completed projects, works in progress or expected project commencement dates.


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2017-2018 ‘rolled over’ Capital Works Program as at 31 May 2020:

PROJECT WORKS COMMENTS Rolled over

amount Rolled over

Budget Actual +

Committed

LOCAL INFRASTRUCTURE RENEWAL SCHEME

Amount rolled over: $453,554 $453,554 $379,966

Local Bridges – LIRS Accelerated Bridge Program

5195 Polhill Road, Wellingrove Creek bridge

On site construction is completed, currently awaiting settlement of approaches so they can be sealed, and project will be fully completed.

$453,554 $453,554 $379,966

SUB-TOTAL $453,554 $453,554 $379,966

2018-2019 ‘rolled over’ Capital Works Program as at 31 May 2020:


amount Adjusted Budget

Actual + Committed YTD 19-20

ROADS TO RECOVERY

Amount Rolled Over $545,022 $545,022 $462,970

Gravel Re-sheet Pinkett Road This project has 2.5 kilometres remaining. The final work will be completed once the remaining gravel is screened.

$545,022 $545,022 $462,970

LOCAL INFRASTUCTURE RENEWAL SCHEME



5300 Ten Mile Road, Deepwater River bridge

Tender awarded to Weir Build. Offsite construction is currently underway. Contractor estimates on site construction will commence in late May. This onsite construction date has been delayed by COVID-19 restrictions and other issues.

$200,000 $200,000 $200,000

GLEN INNES AGGREGATES SURPLUS PROJECTS


Upgrade Grey Street Pavement

Project completed. $12,132 $12,132 $4,547

SEWER FUND RENEWALS


Sewer: Mains Renewal – Sewer Funds

TBA - SCOPE Interflow work completed with final negotiations underway.

$98,018 $98,018 $98,018


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WATER FUND RENEWALS


Water: Mains Renewal – Water Funds

Water treatment renewals (GI)

Minor works commenced. Adjustment made in the March QBRS.

$150,426 $110,426 $24,385

Water treatment new works (GI)

Acid dosing plant installed. This was required to mitigate various WHS hazards and is recorded in Safehold. Additional costs are for works required for bunding of area.

$19,034 $19,034 $45,187

Water mains renewal (DW)

Minor works commenced.

$3,862 $3,862 $120

Water treatment renewals (DW)

Not yet commenced. $9,781 $9,781 $0

Water treatment new works (DW)


PLANT AND EQUIPMENT ACQUISITION


Asphalt Zipper Received. $20,000 $20,000 $20,300

Rotating Grab (for 20 tonne excavator)

Received. $35,500 $35,500 $35,724

GENERAL FUND EXPENDITURE (GENERAL WORKS)


Public Art Projects Project continuing from the approved 2018-19 funding for the Meade and Church Street roundabout. This project will be completed by 30 June 2020.

$20,862 $20,862 $20,862

DIS: Install Walking and Cycling Tracks

Pending Grant Funding unsuccessful. Adjustment made in March QBR.

$50,000 $0 $0

Town Hall Redevelopment -Construction Plans and Specifications

Deferred, subject to consideration of other suitable alternatives. Adjustment made in December QBR.

$250,000 $0 $0


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Upgrade Signage Next Event Signage for four (4) Highway entrances completed and pending installation. Adjustment made in December QBR.

$5,722 $0 $0

LC-SS: Covered Walkway LC-SS Building

Project completed, awaiting final invoices.

$10,000 $10,000 $5,910

GENERAL FUND EXPENDITURE (OTHER GRANTS AND CONTRIBUTIONS)


Fixing Country Roads Grant

Wellington Vale Road HML assessments completed. No work required to bring the bridges along Wellington Vale up to HML levels. Project completed.

$60,000 $60,000 $16,090

Stronger Country Communities - Round 2

Sports Grounds - Deepwater Tennis Courts (not a Council Asset)

Project completed. Adjustment made in September QBR as not a Council Asset.

$138,000 $0 $0

SCC: Upgrade Mead Park

Fully Funded Project carried over to 2019-20 as per funding milestones.

$154,589 $154,589 $154,589

Drought Communities Grant (1)

Gravel Re-sheet - Haymarket Road

Project completed.

$40,109 $40,109 $45,443


Shared Footpath Upgrade

Project completed. Adjustment made in September QBR.

$47,904 $0 $0


Parks: Upgrade King George Oval


SUB-TOTAL $1,873,716 $1,342,090 $1,139,278

2019-2020 Capital Works Program as at 31 May 2020:

PROJECT WORKS COMMENTS Budget Adjusted Budget

Actual + Committed

SRV PROGRAM Budget: $2,501,545 $1,445,906 $392,660

Local Unsealed Rural Roads

West Furracabad Road (Re-sheeting and Re-alignment)

This has been delayed due to ongoing contractor commitments, both with Glen Innes Severn Council and other ongoing work. This will be added to the 2020/2021 budget as per Council Resolution 22.05/20.

$250,000 $0 $0


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Actual + Committed

Reseal Program TBA First round of Reseals is now complete. Additional budget as per Council Resolution 20.12/19. Segments along Rangers Valley and Strathbogie Road have been identified for resealing. These works will be reallocated into 2020/021 to be completed with the scheduled Reseal Program as per Council Resolution 22.05/20.

$573,539 $114,000 $111,125

Local Sealed Road TBA - heavy patching First round of heavy patching is complete. Additional heavy patching will be carried out along Strathbogie Road and Rangers Valley Road.

$247,214 $247,214 $105,515

Causeway Renewal Program

Concrete Project identified, awaiting scheduling. Work will be completed in June. Additional budget added into causeway renewal in the 2020/2021 budget.

$20,000 $20,000 $0

Footpaths Renewal Concrete Project completed. Replaced Concrete in Bourke Street, between CBD and East Avenue.

$25,000 $25,000 $26,472

Kerb and Gutter Renewal

Concrete Kerb and Gutter to be replaced along Grey Street in front of Karinya where trees have been removed. Awaiting pricing from local contractors.

$40,000 $40,000 $0

Carpark Renewal Re-sealing Budget to be held for the 2020/2021 year to allow upgrade of Life Choices carpark.

$10,000 $10,000 $0

Unallocated Not yet commenced. $1,000,000 $124,900 $0

Local Unsealed Rural Roads

Cherry Tree Road (convert to gravel)


Polhill Road (convert to gravel)


Nant Park Road (convert to gravel)

Completed, awaiting costings to be allocated.

$10,449 $10,449 $0


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Actual + Committed

Dumaresq Street Extension (road and power)

Contractor appointed to design the electricity upgrade. Road survey currently underway, design will continue once survey in completed. This project will not be completed due to ongoing delays to the 2019/2020 capital program and will be reallocated.

$160,000 $160,000 $8,767

Re-sheet Waterloo Road as per Council Resolution 13.10/19

Scheduled for completion in late June.

$0 $112,000 $0

Re-sheet Linwood Road as per Council Resolution 13.10/19

Project underway with estimated completion early June.

$0 $192,000 $14,712

Footpath Renewals as per Council Resolution 13.10/19

Footpath Upgrade completed at the Lambeth Street Bourke Street corner, at the Railway Tavern. Work has been completed at the Imperial hotel. Additional footpath replacement has commenced on Wentworth Street.

$0 $120,000 $92,167

Old Ben Lomond Causeway Renewal

Due to ongoing commitments along the Old Grafton Road, it is unlikely this will be completed this financial year. Cold weather will hamper this project and will need to be completed in December 2020.

$0 $70,000 $1,030

Veness Park Footbridge Replacement

Project completed. $0 $35,000 $32,872

ROADS TO RECOVERY (RTR)

Budget: $766,743 $1,318,643 $644,933

Gravel Re-sheeting Morven Road Project will not be completed this year, therefore budget re-allocated per Council Resolution 20.12/19.

$536,000 $0 $0

Gravel Re-sheeting Pretty Valley Road Project completed. $230,743 $230,743 $220,878

Additional Heavy Patching

As per Council Resolution 20.12/19. Adjustment made in Dec QBR. Heavy patching was carried out along 3 segments of Strathbogie Road. Remaining budget will be reallocated.

$0 $447,900 $205,000


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Actual + Committed

Waterloo Bridge Replacement

As per Council Resolution 20.12/19. Adjustment made in Dec QBR. Fisheries permit is underway, and timber has been ordered, work will commence upon completion of Browns Road Bridge. Work scheduled to commence in mid-June, Timber has been purchased.

$0 $230,000 $209,087

Wattle Vale Quarry Intersection

As per Council Resolution 20.12/19. Adjustment made in Dec QBR. Awaiting information in relation to design from LEGS. This project will not be completed. Re-budgeted for 2020/2021.

$0 $400,000 $0

Glen Legh Road Seg 6

Planning Costs for projects to be completed in future years. Adjustment made in the March QBR.

$0 $5,000 $4,986

Railway Street Planning Costs for projects to be completed in future years. Adjustment made in the March QBR.

$0 $5,000 $4,982

REGIONAL ROADS

Budget: $590,000 $605,000 $268,355

Regional Roads Block Grant

Wellington Vale Seg 70

Survey work completed. Construction underway, drainage upgrades and clearing work have commenced. Widening of road in preparation for pavement work is now complete. Due to COVID-19 this project will be placed on hold.

$387,068 $387,068 $250,075

Regional Roads Block Grant

Regional Road Bitumen Resealing Program


$100,000 $100,000 $611


Planning Costs for projects to be completed in future years. Adjustment to be made in the March QBR.

$0 $5,000 $7,697


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Actual + Committed

Emmaville Road Seg 120


$0 $5,000 $4,986

Emmaville Road Seg 180


$0 $5,000 $4,986

Regional Roads REPAIR Program


Survey work completed. Construction underway, drainage upgrades and clearing work have commenced. Widening of road in preparation for pavement work is now complete. Due to COVID-19 this project will be placed on hold.

$102,932 $102,932 $0

LOCAL INFRASTUCTURE RENEWAL SCHEME

Budget: $570,000 $892,254 $635,455


5150 Coxs Road, Deepwater River Bridge

Pre-Inspections carried out for job planning purpose. Geotechnical investigation costs have been committed. Currently reviewing options for removal of centre pier with a longer span. Project will not be completed this year. Reallocated to 2020/2021.

$150,000 $150,000 $8,774

5110 Browns Road, Unknown River Bridge


5130 Cherry Tree Road, Furracabad Creek Bridge

Pre-Inspections carried out for job planning purpose. Geotechnical investigation costs have been committed. Project will not be completed this financial year. This project will be reallocated to 2020/2021.

$100,000 $100,000 $8,678

King Edward Park Foot Bridge

Project completed. New bridge was installed in late October and footpath repaired to match up.

$30,000 $30,000 $30,465


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Actual + Committed

Wytaliba Bridge Side track has been upgraded with a temporary bridge installed and a concrete spillway to allow better access in wet times. Geotech is complete for replacement bridge. Survey is completed and design of bridge is complete, awaiting finished approach design. This project will go to tender in late May. Adjustment to be made in March QBRS. The tender is currently live, successful contractor report will go to the July Council meeting. Expended budget will be claimed with TFNSW in June.

$0 $300,000 $272,761

Rockadooie Bridge This bridge will be completed in 2020/2021, this bridge was damaged by firefighting equipment in the process of bush fire work in late 2019. Adjustment to be made in the March QBRS.

$0 $22,254 $22,254

Yarraford Road over Severn River - Timber Renewal

Geo-technical investigation performed in prior year. Work will commence upon completion of Waterloo Bridge upgrade. Timber pricing is complete. The project is unlikely to be completed due to the delays relating to fire and flood damage. Timber procurement will be completed but it is unlikely onsite construction will begin this year.

$190,000 $190,000 $165,102


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Actual + Committed

BRIDGE RENEWAL PROGRAM GRANT AND SECTION 94 CONTRIBUTIONS

Budget: $1,822,000 $2,088,502 $513,505

Local Bridges - Bridge Renewal Program

5300 Ten Mile Road, Deepwater River Bridge - Pending Grant 50% Funding

Tender awarded to Weir Built. Offsite construction is currently underway. Contractor estimates on site construction will commence in late May. This onsite construction date has been delayed by COVID 19 restrictions and other issues.

$422,000 $688,502 $448,215

Local Bridges - Bridge Renewal Program

5270 Shannon Vale Road, Mann River Bridge - Pending Grant 50% Funding

Design consultants engaged. Further geo-technical investigations are complete, but design is delayed due to Wytaliba bridge replacement.

$1,400,000 $1,400,000 $65,290

GLEN INNES AGGREGATES SURPLUS PROJECTS

Budget: $497,173 $497,173 $1,697

Gravel Re-sheeting Pinkett Road Works commenced, then ceased due to drought conditions. These works will continue once Wellington Vale is completed. This project has commenced and is being charged against 36-36-0000.

$314,352 $314,352 $1,697

Gravel Re-sheeting Tent Hill Road Not yet commenced. $30,797 $30,797 $0

Gravel Re-sheeting Nant Park Road Project to be reallocated to the 2020/2021 year.

$152,024 $152,024 $0

STORMWATER/DRAINAGE

Budget: $120,000 $120,000 $40,284

Renew Drainage – Drainage Charge Reserve

Stormwater Renewals - Glen Innes

Drainage work completed on Penzance Street and Railway Street. Additional work to be scheduled.

$120,000 $120,000 $40,284


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Actual + Committed

SEWER FUND RENEWALS

Budget: $440,000 $440,000 $329,083

Sewer: Mains Renewal – Sewer Funds

Cleaning, lining and sealing of pipes

Interflow postponed completion of sealing by six (6) weeks and are able to commence again at the end of March then again to April. The sealing work will utilise the remaining budget and is expected to be completed in this financial year. Interflow are on site and are expected to be complete/demobilise on the 12 of June.

$350,000 $350,000 $272,917

Sewer Mains Extension

102 Wentworth Street 13m of 150mm pipe completed.

$20,000 $20,000 $15,259

Sewer Mains New Service

34 Mosman Street, Melling Park, 65 Abbott Street, 67 Coronation Avenue times two (2), 40 Fraser Street, 30 Alice Street, 1 Scott Street. 17 Bourke Street, Highwoods - Wullamulla Street.

$20,000 $20,000 $22,485

Sewer Treatment Renewals

Replaced Dehydrator Pump. System Pressure pumps on order.

$0 $0 $14,296

Sewer Treatment New Works

Repaired and covered safety shower/eye wash station.

$0 $0 $2,674

Sewer Service Renewals

102 Wentworth Street. $50,000 $50,000 $1,452

WATER FUND RENEWALS

Budget: $540,000 $1,080,000 $813,149

Water Mains Renewal

Water Mains Renewals

Underbore completed in Wentworth Street (80m of 125mm pipe completed), to enable bridge repairs and fix water main leak. Lang Street 80m of 180mm pipe, Lang Street 315m of 150mm pipe. Railway Street 85m of 100mm Blue Brute. Cemetery 250m of 25mm Poly Pipe. Meade Street 96m of 200mm Poly Pipe bored under Church Street. Oliver Street 276m of 315 Poly Pipe Bored under Church

$400,000 $400,000 $417,359


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Actual + Committed

Street and Rocky Ponds Creek. Including butt welding and pressure testing on the above renewed Trunk Mains. Puddle flanges have been concreted in place ready to fit stop valves.

Water Mains Extension

Additional works over budget include construction of new 100mm diameter main 108 metres in length to service Roseneath Aged Care facility to achieve necessary pressure for firefighting. Adjustment made in March QBR.

$20,000 $40,000 $35,916

Water New Service 34 Mosman Street, 161 Church Street, Melling Park, 169 Meade Street two (2) times 200mm, 42 Walter Street, Roseneath - Hilton Street, 444 Strathbogie Rd, 76 Manns Lane, 67 Coronation Ave times two (2) and 21 Taylor Street. Over budget expenditure in this works program is matched by additional income from payment for new service connections. Adjustment made in March QBR. 10 Tenterfield Str, 195 Bourke Str, 10 Glen Leigh Road.

$20,000 $40,000 $36,013

Water Meter Renewals


$50,000 $50,000 $11,853

Water Service Renewals

28/1 and 14 William Street, 4 Lawrence Street, 248 Meade Street, 282 Bourke Street, 89 Hunter Street, 31 and 33 Macquarie Street.

$50,000 $50,000 $17,909


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Actual + Committed

Water: Emergency Water Supply

As per Council Resolution 20.06/19. Engineering consultants were engaged. Water samples sent for testing. Bore drilling has been completed, head works completed. Pipes have been laid from the bore to Holding dam and overflow installed to South Pond. Exemption 39A received for two (2) new test bores. Funding has been approved up to $500,000, which will allow for the completion of structure over the bore, test equipment testing and the exploratory work for a new bore. Additional funding as per Council Resolution 31.05/20.

$0 $500,000 $247,617

Water: Transfer Pipe Eerindii

Transfer Pipe has been installed and commissioned.

$0 $0 $38,869

Water: Dunn Ave Standpipe

Water and Power have been run to the standpipe location.

$0 $0 $7,613

WASTE RESERVE PROJECTS

Budget: $250,000 $250,000 $0

LANDFILL: Future Landfill Development

Work scheduled for drainage upgrade. Preliminary design for stabilisation of the western bank of the landfill commenced.

$250,000 $250,000 $0

PLANT AND EQUIPMENT ACQUISITION

Budget: $759,135 $798,733 $752,044

Heavy Plant Replacement Program

Jetpatcher Purchased in 2018/2019. Adjustment made in September QBR.

$344,135 $0 $0

Isuzu NPR 350 Street Sweeper

Delivered. Adjustment made in September QBR.

$0 $297,050 $298,798


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Actual + Committed

Light Vehicle Replacement Program

(Purchase $650,000 and Sales of $250,000)

Initial Purchase completed. Adjustment made in December QBR for Manager Risk Motor Vehicle. Sale proceeds to offset expense of remaining vehicles in current year light fleet replacement plan. Covid19 impacts have delayed sale of vehicles which have been re-deployed for staff distancing.

$400,000 $400,000 $397,907

Mazda CX9 Purchase completed. Adjustment made in September QBR.

$0 $46,683 $46,684

Minor Plant and Equipment

Contingency Minor items purchased. $15,000 $15,000 $8,655

GENERAL FUND EXPENDITURE (GENERAL WORKS)

Budget: $2,535,760 $1,588,760 $428,452

Finance: New Finance System and Implementation

Contract negotiation commenced. Adjustment made in September QBR.

$850,000 $768,000 $20,691

DIS: Install Walking and Cycling Tracks

Pending Grant Funding unsuccessful. Adjustment made in March QBR.

$50,000 $0 $0

Library: Library Books

Purchases completed, awaiting final invoices.

$35,000 $35,000 $34,808

Library: Armchairs New furniture has arrived in the Library, all invoices have been paid. Project complete.

$10,760 $10,760 $10,441

Public Art Projects

Deepwater Public art project completed. Meade & Church Street installation on track for commissioning prior to June 2020. this project is expected to be over budget however will be offset by additional restricted funds for this project.

$50,000 $140,000 $80,121

Saleyards: Sheep and Cattle Yard Renewal

Canteen upgrade completed. Demolition of the old sheep yards and new gravel base completed. Saleyards Amenities block is 70% completed.

$50,000 $50,000 $16,613


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Actual + Committed

Upgrade Signage Next Event Signage for four (4) Highway entrances completed and installed. Quote obtained for rebranding of Town Entrance Signs.

$50,000 $50,000 $35,712

Town Hall Office Redevelopment

Deferred subject to consideration of other suitable alternatives. Adjustment made in December QBR. Subject to a further Councillor Workshop early 2020. Pending advice from Property NSW.

$1,350,000 $0 $0

Town Hall Tempus Clock Controller and GPS Receiver

Quotes received and a report prepared for the August 2019 Council meeting. Clock face has been restored and re-installed. Clock mechanism has been upgraded and tested.

$25,000 $25,000 $25,000

Admin: ECM Upgrade from 2016 to 2018B

To be upgraded now to the latest version being the 2019B release in June. Going to the latest version has incurred additional costs which will be covered by the savings in the Zambezy project. Adjustment made in the March QBRS.

$15,000 $25,000 $22,050

Admin: Upgrade Town Hall furniture

WHS Requirement Furniture has been ordered and is expected in June.

$10,000 $10,000 $11,000


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Actual + Committed

Admin: Conversion of Town Square Wi-Fi equipment

Project completed and invoices paid. Exceptional performance from the new links installed under the awning out the front and also fully integrated with new internal and external links at the VIC. Part of a system that is now managed remotely by RMT. Also, the NBN link that runs the public wi-fi is cheaper than the old ADSL2 link. Also, the NBN link forms the backup link for the 100/100 ethernet link, so is dual purpose for disaster recover.

$5,000 $5,000 $5,027

Admin: Migration of Zambezy Intranet to the cloud

Project completed. Project came in underbudget and just in time for Covid-19 remote working. Adjustment made in the March QBRS.

$35,000 $25,000 $16,648

Quarry: New Building and Weighbridge

Council Resolution 23.04/20. Adjustment made in the March QBRS.

$0 $280,000 $660

Street Lighting – LED Upgrading

Council Resolution 19.12/19. Adjustment made in Dec QBR. Purchase order has been provided to Essential Energy for the upgrade works.

$0 $165,000 $149,681

GENERAL FUND EXPENDITURE (OTHER GRANTS AND CONTRIBUTIONS)

Budget: $3,037,658 $4,863,831 $2,112,603

Netball Stadium Full amount of grant $5,500,000 with $4,221,492 from Regional Sport Infrastructure Fund and $1,278,508 from Australian Government - Building Better Regions Fund.

Quantity surveyor costing have been received, which all three options have exceeded grant funding allocation. One of the three options provided have been selected and the architect is reviewing to reduce cost within budget. Comments from stakeholders have been received and forwarded to architect to incorporate

$1,889,254 $1,889,254 $33,150


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Actual + Committed

suggestions. Soil bearing tests are being undertaken next week to allow engineers to be designed footing for the proposed netball stadium structure. Original plans have been forwarded to local builders to ensure works can be undertaken within budget.

Melling Park Upgrade


$0 $11,504 $11,504

Upgrade Railway Crossing

Wentworth Street component of this grant now complete. Adjustment made in September QBR. The over expenditure of this project was for the cost of signage which is required to be allocated to the 2019/20 Capital Works Program budget for Signage Upgrade.

$0 $42,911 $47,748


Gravel Re-sheet - Old Ben Lomond Road


$0 $15,574 $15,574


Gravel Re-sheet - Cherry Tree Hill Road


$0 $1,088 $1,088


Gravel Re-sheet - Costello Road


$0 $75,000 $75,000


Gravel Re-sheet – Shannon Vale Road

Project completed. Adjustment made in September QBR. The overspend is being investigated.

$0 $6,183 $9,034

Bald Nob Road Seg 30


$0 $6,000 $9,404

Lang Street/Furracabad Road


$0 $10,000 $11,557

Bushfire Community Resilience and Economic Recovery Fund

BFR - Wytaliba Replanning

Adjustment made in the March QBR.

$0 $90,000 $0


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BFR - Road Upgrade Wytaliba

Adjustment made in the March QBR.

$0 $325,000 $0


Parks: Toilets Melling Park


$0 $1,500 $1,500


Parks: Toilets Apex Park


$0 $408 $408


Connectivity Airport re-design and extended runway.

$0 $100,000 $0

Library: Local Priority Grant

A new website has been designed as part of the promotional activity spend, due to COVID-19 LIVE @ Library will not be going ahead during Youth Week. The rest of the funds to be spent on new resources specifically e-resources which are being promoted heavily during the COVID-19 epidemic.

$23,000 $23,000 $15,654

SCC: Anglican Church Upgrade

Fully Funded (not Council asset)

Not a Council Asset. Adjustment made in December QBR.

$108,995 $0 $0

SCC: Upgrade Wilson Park

Fully Funded Topdressing of sporting fields completed. New outdoor netball courts completed with topsoiling to be finished. Canteen upgrade has been completed. Amenities upgrade completed. Shed extension 70% completed.

$512,443 $512,443 $417,365

SCC: Upgrade Mead Park

Fully Funded Work commenced with new playing fields levelled and filled. New amenities block 70% completed with internal fittings still to be undertaken. Budget carried forward from 2018/2019 has been fully utilised.

$316,086 $316,086 $163,578

SCC: Upgrade CBD Stage 4

Fully Funded Project completed.

$153,880 $153,880 $21,647


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Saleyard Upgrade Funding successful. Adjustment made in September QBR. Canteen upgrade 95% completed and demolition of the old sheep yards and new gravel base completed. Maybe some delays due to COVID-19 but project currently on track.

$0 $1,250,000 $1,242,599

Destination NSW: Infrastructure Project

Fully Funded Lighting for Standing Stones underway.

$34,000 $34,000 $35,793

SUB-TOTAL $14,430,014 $15,988,802 $6,932,220

TOTAL $16,757,284 $17,784,446 $8,451,464

*Figures on completed items may change due to accounting adjustments and invoices being received after the physical completion of the project.


Maintenance of Council’s infrastructure assets is in accordance with Risk Management Policies and Asset Management Plans.



(c) Social Implications Asset maintenance and renewal work is performed to manage public hazards and asset performance. Where feasible, maintenance and renewal activities are scheduled to minimise social impacts.

(d) Environmental Implications Capital works are designed, and operational staff members have received training, to assess and minimise the environmental impact of work activities.


The extent to which the capital works program is completed determines the Infrastructure Asset Renewal ratio, which is a measure of the financial sustainability of Council’s assets.

CONCLUSION Council adopts its Capital Works Program annually as part of its Operational Plan and Budget process.


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This report is updated on a monthly basis and the information is also reported to Council on a monthly basis. The information within this report is current as at 31 May 2020. This report provides updated information on the projects within the Capital Works Program, spend to date as well as updated commentary.

RECOMMENDATION



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7.26 Workplace Injury Management Report - May 2020

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Ann Blunt - WHS Co-ordinator ANNEXURES There are no annexures to this report.

ECM INDEXES Subject Index: WORK HEALTH AND SAFETY: General PURPOSE The purpose of this report is to keep Council informed of significant Workers Compensation Insurance figures and trends. BACKGROUND Information on Workers Compensation has been provided since 1 July 2016. (a) Relevance to Integrated Planning and Reporting Framework


(b) Financial Considerations Council has allowed $250,000 in its Operational Plan and Budget for the 2019/2020 Financial Year, for its Workers Compensation Insurance premium. Based on the likely premium estimate supplied by StateCover, this should be sufficient to cover the premium cost for this Financial Year. StateCover has paid Council a 2019/2020 performance rebate of $24,593.67 (excluding GST), arising from a reduction in the scheme’s prior year claims reserves.


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COMMENTARY This report covers Workers Compensation figures from 1 July 2016 to 31 May 2020, and is detailed as follows:

Item

2016/2017 2017/2018 2018/2019 2019/2020

Total Premium Paid $460,297.04 $429,980.69 $143,153.33 $153,973.51 (estimate)

Premium as a % of Gross Wages (excluding GST)

4.69% 4.25% 1.50%

1.48% (estimate)

YTD New Claims (Premium Impacting)

4 2 8 4

YTD New Claims (Non-Premium Impacting)

3 5 8 4

YTD Total New Claims 7 7 16 8

YTD Time Lost Due to Injury (LTI Days)

81 7 40 79

Open Premium Impacting Claims (Previous Years)

1

Open Non-Premium Impacting Claims (Previous Years)

0

Open Premium Impacting Claims (Current Year)

3

Open Non-Premium Impacting Claims (Current Year)

3

Total Open Claims 6

Closed Claims that are still Impacting on Council’s Premium

11

Total Cost of All Premium Impacting Claims (to date)

$89,749.00 $6,807.00 $9,585.00 $31,315.00

Scheme Performance Rebates

$27,724.40 $105,518.92 $55,620.88 $24,593.67

Note: The figures reported in this table reflect the new reporting methodology introduced on 1 July 2016. No new claims occurred during the month, with one (1) claim closed. Claims costs and time lost remain unchanged from the previous month. Council continues to work closely with StateCover to manage workers compensation claims and is continuously monitoring and reviewing its WHS and recover at work systems to reduce workplace hazards and improve outcomes for injured workers.


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(a) Governance/Policy Implications There are no governance/policy implications arising from this report.

(b) Legal Implications As far as is practicable, Council has a legal obligation to provide a workplace that is free from risks to health and safety, in accordance with the Work Health and Safety Act 2011. Council must also maintain an effective and sustainable return to work program for injured workers, in accordance with the Workers Compensation Act 1987.

(c) Social Implications There are no wider social implications arising from this report.




CONCLUSION The month of May saw no new claims and no increase in claims costs. With the end of the financial year drawing very near, both actual and estimated premiums remain low overall.

RECOMMENDATION



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7.27 Corporate and Community Services: Monthly Report - May 2020

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Danielle Mepham - Personal Assistant ANNEXURES There are no annexures to this report.

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Reporting PURPOSE The purpose of this report is to provide statistical information of activities within Council’s Corporate and Community Services Directorate for the month of May 2020. BACKGROUND The Corporate and Community Services Directorate of Council is responsible for the following key functions:

• Administration and Human Resources;

• Aged and Disability Services provided from Life Choices – Support Services;

• Children and Family Services;

• Finance;

• Information Technology and Communications;

• Library Services;

• Rates;

• Corporate Risk Management and Compliance;

• Work Health and Safety;

• Youth Services. (a) Relevance to Integrated Planning and Reporting Framework

The statistical information contained within this report demonstrates the work carried out by staff in achieving the strategic objectives and delivery actions as outlined in Council’s Community Strategic Plan 2017/2027, Delivery Program 2017/2021 and Operational Plan and Budget for the 2019/2020 Financial Year.

(b) Financial Considerations Provision is made in the 2019/2020 Operational Plan and Budget to fund the activities and programs as listed in this report.


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COMMENTARY A report of statistical data is to be presented to Council each month for comparison purposes and for Councillors’ information. MAYORAL DISCRETIONARY FUND: Budget This fund includes the original budget of $3,000 plus an additional $663 raised from the 2019 Mayoral Fundraiser Luncheon.

Funds Available as at 1 July 2019 $3,000

Income from Mayoral Fundraiser Luncheon (October 2019) $663

Actual Expenditure to 30 April 2020 $2,920

Transactions for May 2020 $0

Balance Available as at 31 May 2020 $743

COMMUNICATIONS AND MEDIA (GENERAL MANAGER’S DIRECTORATE) Facebook

May

Glen Innes Severn Council Facebook ‘Page Likes’ at the end of the month

1,287

Number of Posts 73

The Most Popular Posts for May 2020:

Reach Post Clicks

Likes / Comments

/ Shares

GLENRAC CEO in the Race for State Award 2,880 302 402

Notification of 1080 Wild Dog Baiting 1,842 149 59

Traffic Disruption on Bolivia Hill 1,739 245 107

Media activity of interest for May 2020 (not in consecutive nor priority order):

• Key media / communication: COVID-19 reopening of services / facilities; water restriction levels; feedlot development application; 2020/2021 budget; changes to Council meetings; Economic Development promotions;

• Research and writing COVID-19 summary of Council’s actions for NSW State Government;

• Preparation, organising and scripting two (2) special radio events on 2CBD – interviews on Budget and on Development Application Feedlot;

• Updating Frequently Asked Question’s (FAQ) and other information to improve accessibility of information on Council’s website.


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Live Streaming of Council Meetings Council is Live Streaming monthly Council meetings and statistics are being received from InterStream on the number of views. For the May 28, 2020 Ordinary Council Meeting, there were a total of 59 live views and 89 archive views. 603 CERTIFICATES Number of applications for 603 Certificates as to Rates and Charges During the sale of a property a 603 Certificate is usually requested to identify if there are any outstanding or payable fees to Council by way of rates, charges or otherwise in respect of a parcel of land. There were 22 applications for 603 Certificates in May 2020. Year to date, there have been 185 applications compared to 234 applications for the same period last year. HUMAN RESOURCES Recruitment: Three (3) month period from March 2020 to May 2020 There were no positions advertised in March, April or May. The following table provides an update on positions that have recently been filled or are yet to be filled.

Month Positions Advertised Filled

January Finance Officer Yes

Plant Mechanic No

Customer Service Officer (20hpw) Yes

Trainee Gardener No

Manager Governance, Risk and Corporate Planning Yes

February Waste and Environmental Management Officer No


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RISK MANAGEMENT

Description Incidents

May 2019/20 to date

2018/19 total

Public Incident Report (slip, trip and falls etc.)

1 13* 5

Public Property Damage (including roots, trees, sewers, vehicles)

1 2 3

Other: Crypto Locker Attacks etc. 0 0 1

Council Motor Vehicle / Plant Damage 1 16* 15

Council Property Damage 0 3 2

Volunteer Incidents – Personal Injury 0 1 0

*In the month of March, there was an additional one (1) Public Incident and one (1) Motor Vehicle / Plant Damage report that was not noted in the April or May report to Council. Therefore, the YTD figures have increased by two (2) despite only one (1) incident for each in May.

COMPLAINTS – 2019/2020 Complaints range across all areas of Council.

Month Complaints Received

May 2

Year to Date Total 30

Two (2) complaint was received during May bringing the total number of complaints to 30 for the 2019/2020 financial year. Currently, two (2) complaints are ongoing and yet to be resolved. COMMUNITY SERVICES Facebook – Youth Services

May

Youth Facebook ‘Page Likes’ at the end of the month 753

Number of posts 8

The Most Popular Posts for May 2020:

Reach Post Clicks

Likes / Comments

/ Shares

New art panels and bag hooks 284 48 11

Generosity rewards Youth Booth 128 16 4


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Carol Pleasant from Art on the Corner and

Liam Gabriel (Youth Worker – Maternity Relief)

The Youth Booth received a generous donation in excess of $1,000 along with a laptop and mobile phone from the local volunteer run gallery and craft shop committee “Art on the Corner” which has closed. The Youth Booth May Update The Covered Outdoor Learning Area (COLA) project is underway, completion requested by 30 June 2020. The kitchen is in design phase. During the COVID-19 restricted period, staff have been continuing with the posting of youth engagement packs. Staff have been in contact with the Youth Advisory Committee about our updated rules and procedures and have a number of potential projects being considered for further development.

Life Choices - Support Services (LC - SS) Council’s LC - SS provides a range of services across the New England North West region, mainly in the Glen Innes Severn, Inverell and Tenterfield Local Government Areas (LGAs), however, services are also provided in the Gwydir LGA.

These services are predominantly funded by the Commonwealth Department of Health (DOH) for people who are older. The heading “Private Funding Source” below, relates to any funding coming from any source other than DOH. Examples of this might be another organisation hiring our staff to provide services or an individual paying for a service from their own personal funds. Under the National Disability Insurance Scheme (NDIS) and Private Funding, Council does not hold any funding, but rather performs a fee for service.


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Number of Consumers by Local Government Area and Funding Source

Local Government Area

Total Number of Consumers

NDIS People who are Older

(DoH)

Private Funding Source

May May May May

Glen Innes Severn 347 46 289 12

Gwydir 3 0 3 0

Inverell Shire 76 0 76 0

Tenterfield 31 0 31 0

Total 457 46 399 12

The LC-SS awning has been revitalised with a fresh coat of paint and a

bench seat installed at the request of consumers.

Children and Family Services - Out of School Care

May 2019/20

Number of booked children (average) per day

Budgeted number of enrolled children per day

After School Care 22.8 23

Vacation Care Nil 23

Vacation Care – Pupil Free Day

Nil 23

After School Care enrolments have begun to rise as restrictions lift and parents return to the workplace. May does not however, reflect the return to previous occupancy prior to COVID-19.


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The “Joy wall” was created by the OOSH kids to promote colour and brighten

the day of children, staff and in particularly the community who frequently utilise the netball courts and surrounding space to exercise.

Children and Family Services – Supported Family Programs

May May

Program Location No. of Families No. of Children

My Time (for Carers) Glen Innes 5 0

Supported Playgroup

Wytaliba Wytaliba 5 6

Aboriginal Playgroup Glen Innes 4 5

CAFS Playgroup Pool House 10 18

NDIS Pool House 4 4

TOTAL 28 33

It should be noted that Supported Playgroups and MyTime Carers Group all ceased services on Monday, 23 March 2020 due to COVID-19. NDIS services recommenced in May. Playgroup statistics above reflect engagement with families through the CAFS Playgroup Facebook page as well as mailed out development packs.


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Families have been showing off their children’s completed activities from their weekly mailed packs. These packs have enabled continued focus on children’s development and learning helping families

understand the stages of learning while building precious time for family connection.

EVENTS Due to COVID-19, all events have been cancelled or postponed until further notice. SECTION 355 COMMUNITY COMMITTEES OF COUNCIL UPDATE Council continues to monitor committees that are not compliant with the Manual for Community Committees of Council. Support and assistance are continuously offered to ensure a healthy relationship between Council and the various Committees. On Monday, 1 June with the state government relaxing some COVID-19 restrictions committees were notified that Council approves them to schedule face to face meetings provided that good hand hygiene is practiced, and social distancing is adhered to. Three (3) of the committees who had not yet held their annual general meetings (AGM) for 2020 have now scheduled these for early July with notice put on Council’s website, Facebook page as well as in Our Council. There are another five (5) committees yet to hold or reschedule their AGM. (a) Governance/Policy Implications

There are no governance/policy implications arising from this report.

(b) Legal Implications There are no legal implications arising from this report.


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(c) Social Implications Council’s Community Services Department provides a range of support services to all age groups. These services build on the social capital of the Local Government Area (LGA) as well as provide employment opportunities through services to community members.



CONCLUSION The statistics provided in this report deliver information to Council on the key activities undertaken in Council’s Corporate and Community Services Directorate and the General Manager’s Directorate (Communications and Media) for the month of May 2020.

RECOMMENDATION



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7.28 Renewable Energy Action Plan

REPORT FROM: DEVELOPMENT, PLANNING AND REGULATORY SERVICES Author: Graham Price - Director of Development, Planning and

Regulatory Services ANNEXURES Annexure A Renewable Energy Action Plan ECM INDEXES Subject Index: ENVIRONMENTAL MANAGEMENT: Monitoring COUNCIL PROPERTIES: Usage PURPOSE The purpose of this report is to adopt a Renewable Energy Action Plan (Annexure A). BACKGROUND The company 100% Renewables were engaged to develop a Renewable Energy Action Plan (REAP). The aim of the REAP is to enable Council to identify and prioritise opportunities that will help it to cost-effectively increase the amount of renewable energy at its facilities and lower energy demand. The process involved the following steps:

Figure 1. Process Flow Chart


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(a) Relevance to Integrated Planning and Reporting Framework This item links to Council’s Delivery Program Objective EH 1.4.4 ‘Promote energy efficiency and the use of renewable resources across Council facilities and assets.’

(b) Financial Considerations Costed short and medium-term energy efficiency and renewable energy projects can reduce Council’s energy and emissions and be good for Council’s bottom line.

• Solar Photo Voltaic (PV) projects can potentially reduce Council’s electricity use by 322 MWh per year (plus 122 MWh exported to the grid).

This will cost Council an estimated $372,565 in upfront costs and save

Council $87,286 annually. These investments would pay for themselves in

4.27 years.

• Energy efficiency projects (including LED streetlights) can reduce Council’s electricity use by 91 MWh per year and gas by 1,288 GJ per year.

This will cost an estimated $384,659 in upfront costs and save Council

$119,576 annually. These investments would pay for themselves in 3.22

years.

• Short and medium-term efficiency and solar projects would also:

o Reduce grid electricity use by 22%;

o Reduce gas use by 86%; and

o Reduce GISC’s energy-related greenhouse gas emissions by 15%.

Council has not made any provision in the 2020-2021 Operational Plan and Budget to undertake any of the projects outlined in the REAP. It is recommended that in the first instance that Council pursue funding options to undertake the capital works for the short-term priorities. From the 2021-2022 Financial Year it is recommended that Council progressively budget and undertake the projects in order of priority as outlined in the REAP. The REAP does not include consideration of Council being an electricity retailer or Council purchasing renewable energy directly from a Wind Farm or other renewable energy utility in the short to medium term.

Under the Local Government Procurement Contract Local Government can acquire solar power installations, Power Purchase Agreements for Solar and LED lighting.


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COMMENTARY A target of the 2019-2020 Operational Plan and Budget was to undertake an energy audit of Council properties and develop a REAP, with such plan being adopted by Council by 30 June 2020. Council’s energy use and carbon footprint were assessed based on energy consumption only, and additional emissions from landfill gases, sewerage treatment emissions and other sources such as refrigerants were excluded. In the 2018-2019 Financial Year, Council’s carbon footprint was dominated by electricity consumption and diesel fuel consumption, see Table 1 below:

Table 1. Council’s Energy Use and Carbon Footprint 2018/19

The REAP comprises three main elements organised into short, medium and long term plans based around:

1. Onsite energy efficiency and renewable energy; 2. Renewable electricity purchasing; and 3. Sustainable transport energy.

Assessment of energy efficiency and renewable energy opportunities was largely based on site visits to 16 of Councils largest energy-using sites, plus street lighting. These assets account for 94% of electricity use and 86% of gas use in Council. Opportunities to continuously incrementally improve energy efficiency via sustainable procurement and incremental improvements at smaller sites were also discussed. The current and emerging market for renewable energy power purchasing, as well as emerging trends and opportunities in vehicle electrification were assessed with reference to Council’s energy use.

Activity data Units Total t CO2-e %

369 kL 1,055 t CO2-e 36%

35 kL 85 t CO2-e 3%

2 kL 0.02 t CO2-e 0%

56 kL 92.6 t CO2-e 3%

1,547,141 kWh 1,423 t CO2-e 48%

328,460 kWh 302 t CO2-e 10%

2,958 t CO2-e 100%

Emission source

Diesel for fleet

Petrol for fleet

Ethanol for fleet

Electricity used in council assets

Electricity used by streetlighting

TOTAL:

LPG


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The outcome from this assessment of opportunities includes:

• 33 actions to improve efficiency and install renewable energy (and later on battery storage) across 16 sites plus streetlights; and

• Continuous improvement actions across lighting, air conditioning and IT systems.

Identified actions are in the short, medium and long term and will assist Council to engage with, develop and implement opportunities for renewable energy purchasing and sustainable transport. As an example, the Glen Innes Swim Centre is identified as a short-term priority due to its high energy consumption with heating costs. The Swim Centre uses 86% of the Liquid Petroleum Gas (LPG) used by Council. Recommendations for this location include:

• Based on the size of energy consumption, review the costs of being on a large site contract and time-of-use network tariff, compared with the single rate offered at this time. Interval data may be needed to enable this to be assessed accurately given the likely high level of offpeak power use.

• Investigate the scope for energy savings from variable speed drive (VSD) control of the pools pumps.

• Investigate the case for replacing solar matting and gas boilers with heat pumps and roof-mounted solar PV. Include an assessment of just switching from gas boilers to heat pumps and leaving solar matting in place, with ground mount solar on the northern end of the complex.

The installation of VSD control for the main and the smaller seven (7) metre pool filter pumps and replacement of matting and boilers with heat pumps and solar PV has an estimated upfront capital cost of $165,000. However, this has potential savings to Council of approximately $67,000 per year with the repayment of the capital expense being less than three (3) years. In addition to discrete energy saving projects, Council can make further energy use savings and cost savings through its normal procurement processes, by adopting sustainable procurement guidelines for local governments.


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Recommended actions are outlined below:

End use equipment

Energy saving option

Lighting Sites will have a range of lighting, including older fluorescent lamps and halogen downlights. Council will see added savings over time as these are replaced with LED lights.

Heating, ventilation and air conditioning (HVAC)

Air conditioning at Council’s sites is generally supplied by split system AC units. Replacement is generally not justified for energy savings (even with part subsidies it is likely paybacks would be several years), and controls are generally user-managed. The opportunities for Council to improve the energy efficiency of air conditioning include review of design of replacement systems and accessing funding through the NSW Governments Climate Change Fund.

Power and appliances

Power and appliances represent a fairly modest % of Council’s electricity use, including servers that run 24/7, office equipment such as computers, copiers and printers, and appliances like fridges, boiling water units, microwaves, dishwashers and televisions. The opportunities for Council to continue to improve the energy efficiency of office equipment and appliances include:

• Implement sustainable procurement practices based on the 2017 Sustainable Procurement Guide for NSW local governments; and

• Making procurement and facilities management / maintenance staff aware of appliance replacement program incentives that may encourage them to replace old inefficient fridges and TVs (https://energysaver.nsw.gov.au/business/discounts-and-incentives)

Table 2. Continuous Improvement Measures Council Buildings and Facilities


In February 2020 Council resolved to adopt a Climate Emergency Plan comprising the following actions:

i. A review of the 2013 Risk Assessment being undertaken and included in the 2020-21 Operational Plan as a key strategic objective and funds provided accordingly.

ii. As an outcome of the review of the 2013 Risk Assessment, an Adaption

Strategy is developed and the development of such a strategy is a key strategic objective of the 2021-2025 Delivery Program.

iii. That an Emissions Reduction Plan be developed as a key strategic objective of the 2021-2025 Delivery Program.

The REAP provides a good basis to also assist Council in formulating a practical and cost-effective Emissions Reduction Plan in the future.

https://energysaver.nsw.gov.au/business/discounts-and-incentives

https://energysaver.nsw.gov.au/business/discounts-and-incentives


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(b) Legal Implications There are no legal implications with this report.

(c) Social Implications Continued falling prices for solar PV, rising electricity prices and the continued availability of financial incentives through the Renewable Energy Target (RET) has made renewable energy technologies much more affordable for many residents and businesses. The uptake of solar PV has accelerated rapidly in recent years, with around 20% of all NSW households now having solar panels on their roofs.

Some 23.8% of dwellings in the Glen Innes Severn LGA have installed solar PV as of December 2019. This places the LGA in the mid to upper end of NSW councils in terms of the number of residents taking up solar panels. In addition to 984 residential systems, there have been 65 installations of 10-100 kW in capacity, which tend to be commercial-scale systems, plus two systems greater than 100 kW in scale. Total installed capacity is 5,337 kW not including the White Rock Wind Farm.

(d) Environmental Implications Both renewable energy and carbon emissions are considered in the context of climate targets. Taking all the opportunities available to Council the following suggested targets could be considered when developing an Emissions Reduction Plan:

• By 2025, reduce grid electricity consumption by 25% through energy efficiency and onsite renewable energy;

• By 2025 source at least 50% of Council’s grid-delivered electricity from renewables, and up to 100% where cost-effective and incurring no added risk to Council;

• By 2030 source 100% of Council’s grid-delivered electricity from renewables where cost-effective and incurring no added risk to Council;

• By 2025, reduce energy-related greenhouse gas emissions by 40%, inclusive of actions by Council and decarbonisation of the electricity grid; and

• By 2030, reduce energy-related greenhouse gas emissions by 70%, inclusive of actions by Council and decarbonisation of the electricity grid.


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(e) Economic/Asset Management Implications The capital cost of installations will incur a depreciation cost to Council which will be required to be funded to cover future replacement costs. Transport emissions are the second largest GHG source for Glen Innes Severn Council, primarily from diesel used for Council’s operational vehicles. Petrol use for passenger cars is small by comparison. Given the dominance of larger diesel-fuelled vehicles and plant the opportunities for Council to transition rapidly to low and zero-emissions fleet are currently limited. Notwithstanding the above there are several tangible steps that Council can take to begin a shift of its vehicle fleet to lower emissions options. These include demand management through driving practices, selecting smaller and fuel-efficient vehicles, and including hybrid cars as options for passenger cars and utes within its current fleet. Future opportunities such as hydrogen vehicles may play a role in a wider analysis of sustainable transport opportunities for Council. Council will also need to progress towards renewable energy power purchasing and to begin to decarbonise its fleet, beginning with passenger vehicles and utes over the next decade. Decarbonising Council’s road plant and heavy fleet is more challenging, and it will be difficult to make deep cuts to diesel emissions.

CONCLUSION The REAP builds on past, and continuing work by Council to improve energy efficiency and implement renewables. It also provides a framework around future actions that can drive further improvements. Efficiency and renewables are cost-effective and deliver high returns for invested funds whilst also having a positive impact on reducing emissions to mitigate this risk of further climate change.

RECOMMENDATION

That Council adopts the attached Renewable Energy Action Plan.


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7.29 Glen Innes Severn Local Strategic Planning Statement

REPORT FROM: DEVELOPMENT, PLANNING AND REGULATORY SERVICES Author: Kathleen Taminiau - Town Planner ANNEXURES Annexure A Local Strategic Planning Statement - Final Annexure B Summary of Submissions

ECM INDEXES Subject Index: LAND USE AND PLANNING: Planning PURPOSE The purpose of this report is to recommend the adoption of the Glen Innes Severn Local Strategic Planning Statement (LSPS) (Annexure A). BACKGROUND The Draft LSPS was publicly exhibited for 28 days from 6 March 2020 to 3 April 2020. Copies of the document were available for viewing on Council’s website and at the normal locations pursuant to the Council resolution 23.02/20: That Council: 1. Advertises the Draft Glen Innes Severn Strategic Planning Statement for public

exhibition for 28 days as required under the provisions of the Environmental Planning and Assessment Act 1979 and seeks public submissions on the proposed document.

2. Displays the Draft Glen Innes Severn Strategic Planning Statement on Council’s website, and that it be made available for viewing at the following locations:

a. Council’s Town Hall Office;

b. Council’s Church Street Office;

c. The Glen Innes Severn Library Learning Centre;

d. The Village Post Offices at Deepwater, Emmaville and Glencoe.

3. Requests the Director of Development, Planning and Regulatory Services to prepare a further report to Council after the 28 days of public exhibition in the event of Council receiving submissions that require Council’s further consideration regarding the Draft Glen Innes Severn Strategic Planning Statement.

During the exhibition period, Council received seven (7) submissions from NSW State Government agencies. No community submissions were received during the exhibition period.


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(a) Relevance to Integrated Planning and Reporting Framework This item links to Council’s Delivery Program Objective CS 2.1.1 'Review and update the existing Land Use Strategy and implement any changes through the Local Environmental Plan.'

(b) Financial Considerations There are no direct financial implications involved in adoption of the LSPS. However, it should be noted that Council may incur costs into the future in undertaking a number of strategies and studies if funding cannot be found, these include:

• Reviewing the Local Environmental Plan (LEP) and associated map overlays to include additional local provisions to ensure the LEP manages riparian areas, water catchment areas and ground water sources to avoid potential development impacts;

• Reviewing the Glen Innes Severn Local Government Area (LGA) Aboriginal Heritage Study (2010);

• Develop and implement a biodiversity strategy, including a Comprehensive Koala Plan of Management;

• Facilitate a biodiversity audit of Council managed public land to identify opportunities for enhancement of biodiversity values; and

• Develop a conservation management plan for each of the Council owned heritage items.

COMMENTARY In accordance with the NSW State Government the LSPS must be finalised by Council by 1 July 2020. A Local Strategic Planning Statement must meet the following requirements:

• Be prepared and endorsed by Council;

• Should provide the basis for strategic planning in the area, having regard to economic, social and environmental;

• Be updated every seven (7) years;

• Be published on the NSW planning portal; and

• Must include (Section 3.9) of the EP&A Act:

o The planning priorities for the area, consistent with any applicable regional

plan and any applicable Community Strategic Plan;

o The actions required for achieving those priorities; and

o The basis on which Council is to monitor and report on the implementation

of those priorities.


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The recommendations provided by the state agencies have been considered and the draft LSPS reviewed and amended, where it was appropriate. As a result of the review process, twelve (12) actions have been amended throughout the strategy and four (4) additional actions have been included under Planning Priority 6. Annexure B provides a summary table of the agencies who made a submission, their recommendations and the relevant Council staff responses. The amendments have been annotated in red within the LSPS (Annexure A). Some images have also been updated which has improved clarity. A summary of the recommendations received following the exhibition of the Draft LSPS are as follows:

• The inclusion of ‘Additional local provisions’ within LEP to ensure high environmental value areas (HEVs), biodiversity corridors, riparian areas, water catchment areas and ground water sources are protected and managed appropriately;

• Hazard planning and disaster resilience and recovery in response to climate change projections;

• Consideration of land use impacts on infrastructure networks and improved transport connectivity;

• Retention and addition of shade in a range of settings; and

• Protection of Aboriginal and non- Aboriginal culture and heritage values The LSPS has four (4) related themes which make up the community’s vision for Glen Innes Severn LGA, these are:

• A renewed economy and authentic place;

• A Thriving and vibrant community;

• Strong and connected infrastructure; and

• Sustainable environment and protected heritage. These four (4) themes will be monitored against identified measures and implemented through the 10 planning priorities. The planning priorities will be delivered through strategies to guide actions and land use directions to be undertaken by Glen Innes Severn Council. The actions have each been allocated a time frame for completion, being:

• In line with Council’s Operational Plan and Budget being short term – one (1) to five (5) years;

• Council’s Delivery Program being medium term – five (5) to 10 years; and

• Council’s Community Strategic Plan for long term vision out to 20 years. (a) Governance/Policy Implications

In practice, the Statements will shape how the LEP and Development Control Plans (DCP) evolve over time.


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The planning priorities outlined in the LSPS will become embedded into future Delivery Programs to ensure outcomes are achieved in the time frames as specified.

(b) Legal Implications In March 2018, amendments to the Environmental Planning and Assessment Act 1979 (EP&A Act) introduced a new requirement for local councils to prepare and make Local Strategic Planning Statements. Section 3.9(2) of the EP&A Act requires a council’s Local Strategic Planning Statement to include or identify the planning priorities for the area that are consistent with council’s CSP and the actions required for achieving those planning priorities.

(c) Social Implications Councils, in consultation with their communities, will determine the priorities for their area, informed by, and consistent with, other applicable strategic plans, developing actions that respond to and build on the place and the community’s strengths and potential. Whilst no community comment or submissions were received during the public exhibition provision has been made for the consideration of protecting drinking water catchments and the preservation of roadside vegetation and public land under Council’s control. These provisions have been included following recent community representation and concern.

(d) Environmental Implications Our environment is changing due to variable climate, and the way in which we position ourselves to respond is a priority consideration for Council. Land use planning can help minimise and manage the impacts of climate change. Local Environment Plans can identify hazard-prone land and apply provisions to exclude these areas from development, unless hazards can be managed.

(e) Economic/Asset Management Implications As the Glen Innes Severn region continues to grow and change, it is critical that a range of infrastructure is delivered to meet the needs of the community. This includes services and facilities for transport, open space, health, education, utilities (water, energy, sewerage and telecommunications) and social and cultural development.

Over the next 20 years, changes to agricultural productivity, freight and transport connections, water availability, climate and economic conditions as well as population change will reshape our community. An aging population will also increase the demands on health and aged care services, education and training and public and community transport.

The coordination and provision of cost-effective utility and local infrastructure will support the quality and diversity of lifestyles on offer in the region.


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CONCLUSION The LSPS will inform local plans, including amendments to the Glen Innes Severn Local Environmental Plan 2012 and development standards in the DCP. The document outlines a vision for land use planning in the LGA to 2040 and details how population growth, employment, housing, the environment, heritage and other unique features of the LGA will be managed and prioritised in the future.

RECOMMENDATION

That Council adopts the Glen Innes Severn Strategic Planning Statement (as amended) as required under the provisions of the Environmental Planning and Assessment Act 1979.


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7.30 Business Incentive Fund - Applications for Assistance

REPORT FROM: DEVELOPMENT, PLANNING AND REGULATORY SERVICES Author: Margot Davis - Manager of Economic Development ANNEXURES Annexure A Countrywide Loans - Application Annexure B Deepwater Brewery - Application Annexure C Smart Trailers - Application ECM INDEXES Subject Index: ECONOMIC DEVELOPMENT: Planning CORPORATE MANAGEMENT: Policy PURPOSE The purpose of this report is for Council to endorse the Business Incentive Fund (BIF) Assessment Panel’s recommendation for financial support of three (3) business requests received through Council’s Business Incentive Fund. BACKGROUND At its Ordinary Council Meeting held in November 2017, Council resolved to establish a BIF Assessment Panel. Council also adopted Guidelines for the Assessment Panel and businesses requesting assistance. The Assessment Panel comprises Councillors Sparks and Price, the General Manager, the Director of Development Planning and Regulatory Services, the Manager of Economic Development, and one (1) community representative, Mrs Jane Newsome. Council has received requests for assistance from Countrywide Loans (Annexure A), Deepwater Brewery (Annexure B) and Smart Trailers (Annexure C). The Panel convened via email correspondence due to COVID-19 to reach their final recommendation to Council. (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective ED 3.1.2 'Be responsive and proactive to business interest/receptive to innovation and relocation.' This item also links to Council’s Delivery Program Objective CS 1.1.1 'Engage and encourage young people to later return to this LGA to raise their families, work in the area, work remotely from the area or establish their own businesses and/or industries in the area.'


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(b) Financial Considerations A provision of $61,100 has been made available in the Operational Plan and Budget (OP) for the 2019/2020 Financial Year for business incentives. Council has previously resolved to allocate $15,000, from the 2019-2020 financial year, at its July 2019 Ordinary Council meeting to support the following applications: 17.07/19 RESOLUTION

1. That Council reimburses AMH Medical Pty Ltd $5,000 for costs incurred in the recruitment of an additional doctor to the medical practice.

2. That Council reimburses East Avenue Medical Centre $5,000 for training costs incurred in the recruitment of an additional doctor to the medical practice.

3. That Council reimburses the business Breeed $5,000 to increase the businesses rate of expansion through the purchasing of tools, manufacturing equipment and extending the businesses workplace health and safety, subject to receiving receipts demonstrating that the works as proposed have been completed.

4. That the proprietors of the business Breeed be encouraged to make a further application at a time when a return on investment on the initial, and any additional, funding can be demonstrated.

The remaining available allocation for the current financial year is therefore $46,100. The total amount requested as part of this report is $58,500, which is outside Council’s remaining allocated funds. It is recommended that an amount of $35,000 be allocated, which will be a saving of $23,500 from the requested amounts and a budget saving of $11,100 for the current financial year. It is considered that the three (3) applications meet the criteria of the BIF Guidelines and it is recommended that the Panel’s recommendations be endorsed. It is a recommended that payments be made in accordance with the Guidelines, as follows:

• Countrywide Loans $5,000 for business establishment costs, and a further $5,000 after the business has been successfully operating for a further six (6) months.

• Deepwater Brewery $10,000 for the purchase of new Brite Tank with payment made subject to Council receiving a receipt for the purchase of the equipment.

• Smart Trailers $15,000 for the shed and costs associated with erecting the shed. Payments made are subject to Council receiving receipts for the purchases and the work being completed.


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COMMENTARY Council has received the following three (3) applications for funding under its BIF: 1. Countrywide Loans

The application requested financial assistance for some of the establishment costs of the new business to the value of $13,500. The applicant outlined this would include costs associated with the final accreditation stages, licencing costs and the purchase of software for the processing of loans. The new business is a service in demand within the Local Government Area (LGA) and has the potential to create business/industry networks, services, professions and partnerships that can drive economic development activities and population growth. The business also has the capacity to create local employment and a successful track record in delivering positive business outcomes for the LGA. The Assessment Panel agreed that the application meets the criteria of the Business Incentive fund and recommends an allocation of $10,000 be approved.

2. Deepwater Brewery

The application requested financial assistance for new equipment (Brite Tank) to increase production capacity and output; for building a permanent playground structure to improve family friendly appeal; expanding their food offering at the cellar door. The total requested funding across these projects is $15,000. The business intends to increase local employment with two (2) casual staff and one (1) full-time brewery assistant. The business has demonstrated the ability to deliver on their business proposals having received funding through Council’s Business Incentives Fund previously. With the additional equipment it will enable the business to increase their capacity and open up new markets. The cellar door also supports local tourism. The Assessment Panel agreed that the application meets the criteria of the Business Incentive fund and recommends an allocation of $10,000 be approved.

3. Smart Trailers

The application requested financial assistance for costs associated with erecting a new shed enabling the existing business to expand to include a new and used car sale yard. The amount requested by the business is $30,000 and would support a motor vehicle partnership with Butler Vehicles in providing a local service for both new and used cars.


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The full cost of the project is as follows:

PROJECT COMPONENT COST

Allcrete Concrete Solutions $9,435.00

Best Sheds $8,319.00

Labour to erect shed $3,000.00

Blue Dog Fencing $7,180.55

Labour to build fence $1,500.00

Security Cameras $484.00

Installing Camera’s $200.00

Earthworks & Admin $3,000.00

Total $33,118.55

The business is a service in demand within the LGA and has the potential to create business/industry networks, services, professions and partnerships that can drive economic development activities and population growth. The existing business has been established for 15 years and with the new service to the community will also enable future employment opportunities for locals. The Assessment Panel agreed that the application meets the criteria of the BIF and recommends an allocation of $15,000 be approved and payment be made for the purchase of the shed - $8,319, the shed installation labour - $3,000 and the remaining allocation to the concreting - $3,681.

Financial incentives alone are not sufficient in attracting investment and Council requires a range of strategies to promote development. These include a streamlined development assessment process (including suitably qualified and experienced staff) and a Significant Development Committee, a Development Assessment Unit.


The applications were assessed using the BIF criteria, as follows:

• The extent to which the proposal addresses the key strategic actions of Council’s Community Strategic Plan;

• The scale of the economic impact likely to be achieved (e.g. creating the conditions for business success, industry or business development, investment attraction);

• The capacity of the proposal to create local employment;

• The quality of the application (e.g. a well-developed, clear and realistic action plan, supported by research, where appropriate, and including an accurate financial plan/budget);

• The demonstrated ability of the organisation or company to deliver the business proposal;

• The potential for the project to create business / industry networks and partnerships that can drive future economic development activities; and

• The extent of Council’s budgeted funds available for disbursement.


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(c) Social Implications The aim of the Business Incentive Fund is to:

• Provide local employment opportunities and optimise job opportunities for residents;

• Assist existing businesses to grow and enhance their economic performance and employee numbers;

• Attract suitable new businesses to the LGA;

• Strengthen and further develop the local economy;

• Effectively address the weaknesses and constraints which may limit the LGA’s economic performance; and

• Create a positive, cooperative and supportive business environment.


(e) Economic/Asset Management Implications Council recognises the importance of supporting local businesses to expand and offer additional services to the local community. This approach is part of a place-based economic development strategy to grow our local economy, provide local jobs and assist business and industry to continually improve, innovate and grow.

CONCLUSION The objective of Council’s BIF is to provide financial assistance to both existing businesses wishing to expand, and new businesses wishing to establish in the Glen Innes Sever Local Government Area (LGA). The policy aims to provide local employment opportunities, assist local businesses to grow, increase local services available to our community, address the weaknesses and constraints which limit the LGA’s local economic performance and ability to grow our population. Business incentives is one of several strategies that Council is developing to attract development to its LGA and building the capacity of our own businesses is an effective tool in growing our local economy.


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RECOMMENDATION

THAT Council: 1. Reimburses Countrywide Loans $10,000 for business establishment costs.

2. Reimburses Deepwater Brewery $10,000 for the purchase of new Brite

Tank.

3. Reimburses Smart Trailers $15,000 for the purchase and costs for erecting the shed.


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7.31 Development, Planning and Regulatory Services Directorate: Monthly Report for May 2020

REPORT FROM: DEVELOPMENT, PLANNING AND REGULATORY SERVICES Author: Kimberley Wilkins - Personal Assistant ANNEXURES There are no annexures to this report.

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Reporting PURPOSE The purpose of this report is to identify statistical information in relation to activities of the Development, Planning and Regulatory Services Directorate for the month of May 2020. This report specifically covers the period from 1 May 2020 to 31 May 2020. BACKGROUND The Development, Planning and Regulatory Services Directorate of Council is responsible for the following key functions:


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(a) Relevance to Integrated Planning and Reporting Framework The statistical information contained within this report demonstrates the work carried out by staff in achieving the strategic objectives and delivery actions as outlined in Council’s Community Strategic Plan 2017-2027, Delivery Program 2017-2021 and Operational Plan and Budget for the 2019/2020 Financial Year.


COMMENTARY A report of statistical data will be presented to Council each month for comparison purposes, showing the previous year’s totals, and the year to date figures for the current year. REGULATORY AND PLANNING SERVICES

Development Application (DA) Data

2019-2020 (July 19-May 20)

Total Number of DAs Determined 82

Average Determination Time (days) – All Applications 22

Average Determination Time (days) – Minor Development* 19

Average Determination Time (days) – Major Development** 35

Value of DAs $10,520,190.59

Number of Single Dwellings 18

Urban 6

Village/ Large Lot

Residential

3

Rural 9

Number of Multi Unit Dwellings 3

Urban 2

Rural 1

Number of Subdivisions 6

Number of Commercial Developments 14

Number of Industrial Developments 3

Withdrawn 1

* Typically residential applications such as dwellings, sheds and alterations and additions that don’t meet the Complying Development Criteria.

** Commercial and industrial applications and applications requiring referral to Government

Departments.


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DEVELOPMENT APPLICATIONS AND COMPLYING DEVELOPMENT CERTIFICATES: Determinations issued – May 2020 Section 4.59 of the Environmental Planning and Assessment Act 1979, as amended, precludes a challenge to the validity of consent more than three (3) months after the date of public notification of the consent. Consents are available for public inspection, free of charge, during ordinary office hours at Council’s Church Street office. In accordance with Section 4.59 of the Act and Clause 124 of the Environmental Planning and Assessment Regulation 2000, the following determinations are publicly notified: DA/CDC Number Description Location

DA 21/2020# Erect New Shed 7 Short Street, Glen Innes

DA 5/2020 Amend* Alterations and Additions to Existing Dwelling

935 Bullock Mountain Road, Yarraford

DA 25/2020* Demolish Existing Sheds and Erect New Shed

85 Church Street, Glen Innes

DA 27/2020*

Construct New Community Facility Building

11648 Old Grafton Road, Diehard

* Unrestricted consent may affect the environmental amenity of the area and would not be in the

public interest. The development satisfies the relevant aims, objectives and provisions of both the Glen Innes Severn LEP 2012 and Glen Innes Severn DCP 2014. The application was not required to be notified in accordance with Table 2.1 of the Glen Innes Severn DCP 2014.

# Unrestricted consent may affect the environmental amenity of the area and would not be in the

public interest. The development satisfies the relevant aims, objectives and provisions of both the Glen Innes Severn LEP 2012 and Glen Innes Severn DCP 2014. The application was required to be notified in accordance with Table 2.1 of the Glen Innes Severn DCP 2014.


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Complying Development Application (CDC) Data

2019-2020 (July 2019-May 2020)

Total Number of CDCs 10

Value of CDCs $374,250.27

Number of Single Dwellings 1

Urban 0

Rural 0

Village 1

Declaration of Interest by Applicant of a Development Application/Construction Certificate/Complying Development

Nature of Interest Number Received this period (May 20)

Number Received 2019-2020

(Jul 19-April 20)

Applicant or owner is an employee of GISC or a Councillor

0 3

Applicant with any relationship to staff or Councillor

0 1

10.7 (Zoning) Certificates Issued Section 10.7 Certificates are issued under the provisions of the Environmental Planning and Assessment Act 1979. It is compulsory for every property sold to be accompanied by a Section 10.7 Certificate.

Animal Registrations

Description of Registered Animal (May 2020)

Number

Fee

TOTAL

Working Dog 7 $0.00 $0.00

Desexed 8 $58.00 $464.00

Non Desexed 4 $210.00 $840.00

Recognised Breeder 0 $58.00 $0.00

Pensioner with Desexed animal 6 $25.00 $150.00

Desexed purchase from Pound/Shelter 1 $29.00 $29.00

TOTAL MONTHLY REGISTRATION 26 $1,483.00

2019-2020 (July 19- May 20)

2018-2019 (July 18-June 19)

290 325


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Pound Facility Improvements The Minister for Local Government, the Hon Shelley Hancock, MP announced a $500,000 funding boost for council pounds. As part of this funding boost, Glen Innes Severn Council received $4,000. The funding has been used to improve the facility on measures that focus on:

• Removing trip hazards around drainage that will allow a safe and level working surface across the facility;

• Alleviates potential injuries by removing unsafe caging for Rangers and animals; and

• Improve general animal handling and welfare.

This work at the pound commenced on 27 May 2020 and in line with the spending guidelines.

Images before upgrade Old cages before upgrade

Concrete works Raised concrete area utilizing existing structures


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RECREATION AND OPEN SPACES Cemeteries A full maintenance run is being carried out through cemeteries including mowing, whipper snipping and weed spraying with a focus on the Glen Innes Cemetery. Funerals are being attended to as required in line with current COVID -19 restrictions and funeral guidelines. Seating for Glencoe cemetery has been delivered and ready for installation. This seating will provide an area for visitors to sit for quiet reflection and will plan to be installed in line with upcoming works schedules for the villages. Parks and Sporting Fields General litter clean ups are continuing weekly through the parks. The footpath edges are being whipper snipped throughout the park framework and are nearly completed. Minor vandalism has been attended to in a variety of park and open space locations. Swim Centres Glen Innes and Emmaville Swim seasons have now finished, and the facilities are closed for the winter period. The water is being treated and maintained so that it will only require being topped up leading into next season. This will ensure water conservation and responsible water use for the upcoming swim season and to reduce the risk of needing to fill facilities from a potentially low water supply if a long dry winter ensues. Other Open Spaces Trees have been planted in the street scape out the front of Karinya Home Units in replacement of those trees that were originally in that location. Gardens located on the Highway median strip have been weeded, tidied and mulched for the winter. Warwick Twigg Indoor Sports Centre – Netball Facility Costings were received for a previous plan of the netball facility, which failed to come in line with the funded amount for the project. Comments from Council were provided to Michael Davies – Architect, who has subsequently revised and redrawn the plans. These revised plans are currently being costed out to ensure that the project falls within the grant funded amount. Council will also continue to engage and consult with the stakeholder group regarding this project and provide any information to them as soon as it comes to hand. It is anticipated that plans and a Statement of Environmental Effects will be completed in the next two (2) weeks allowing the development application to be lodged. Depending on the final construction cost estimate the Northern Regional Planning panel maybe the consent authority if the cost exceeds $5 million.


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SALEYARDS Council continues to hold sheep sales in line with current COVID-19 guidelines of physical distancing and only essential people attending to minimise attendance numbers. The first store cattle sale in the district for quite some time took place at Glen Innes Saleyards on 23 May by local Agents, Elders. The next store cattle sale is scheduled for 19 June.

Description

2019-2020

(Jul 19 - May 20)

2018-2019 2017-2018 2016-2017 2015-2016

Fat cattle

1,865 11,471 7,650 8,321

10,198

Cattle weighing

4,388 7,278 8,014 7,764

5,921

Special cattle sale

1,897 9,422 10,337 7,116 7,118

Total cattle 8,150 28,171 26,001 23,201 23,237

Cattle gross value

$3,318,930.88 $12,833,446 $9,551,980

$17,322,082

$16,829,147


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The upgrade of the sheep selling facility and new toilets and agents’ room are progressing. Trades continue to work on the interior to finalise painting and building shower and toilet amenities. It is anticipated that this project will be finished at the end of the month.

New extension off Saleyard Canteen - front New Extension off Saleyard Canteen - back The new Sheep Yards continue to be installed.

Description

2019-2020

(Jul 19 - May 20)

2018-2019 2017-2018 2016-2017 2015-2016

Fat sheep

26,606 72,143 62,658 65,268 69,312

Total sheep 26, 606 72,143 62,658 65,268 69,312

Sheep gross value

$3,373,230.90 $7,685,449 $6,472,152

$6,519,268

$5,402,216


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ECONOMIC DEVELOPMENT

The four (4) Delivery Program Objectives for Economic Development are:

1. FACILITATE MARKET AND BUSINESS OPPORTUNITIES Project Name:

Project Description: Project Status:

NEW ECONOMIC DEVELOPMENT STRATEGY AND 5-YEAR ACTION PLAN

Undertake a review of the existing Economic Development Strategy and develop a ‘Whole of Place’ Economic Development Strategy and Action Plan to 2025. Phase 1: Economic Analysis and Research; Phase 2: Community and Stakeholder Consultation; Phase 3: Strategy Development and Delivery Phase 4: Action Plan Development and Delivery

Phase 1 – Completed and included in May Business Paper for Community Exhibition. Phase 2 – Plan proposed for adoption in May Business Paper. Community consultation launched Thursday 4 June. See all links https://www.gisc.nsw.gov.au/economiceevelopmen/eonomic-development-strategy-action-plan Consultation promoted through the following channels

1. Community Exhibition 2. Councillor Briefing 3. All staff email 4. Council website 5. Mailchimp Emails to

databases including a ABR Business List b Local business List c Community List

6. All 355 Committees of Council

7. Facebook 8. Local Association Members –

requested email to be sent via a Business in Glen b Glen Innes Highlands

Visitor Association

$150,000 LOCAL 'WHY LEAVE TOWN’ CARDS

Local economic stimulus project to boost local spend. Businesses will have the opportunity to sign up to accept the cards. The delivery mechanism and amount are being investigated.

Approved for funding through the Bushfire Recovery Agency at March Ordinary Council meeting. Business Registration program active and FREE business activations underway for first 50 businesses to register. Distribution of gift cards in development through Australia Post Unaddressed Mail Service. Delivery planned for July 2020.

https://www.gisc.nsw.gov.au/economiceevelopmen/eonomic-development-strategy-action-plan




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Project Name:


BUY-LOCAL CAMPAIGN

BIG ‘Totally Locally” Program from Financial Year 18-19 Council funding. Council funding allocation for Financial Year 19-20.

On hold – awaiting confirmation of program to continue. Reinstated Economic Development budget to be utilised for local business content generation.

BRAND LOCAL CRISIS MANAGEMENT COURSES - FREE TO ALL LOCAL BUSINESS

Council has funded a Crisis Management Course to assist local businesses during these difficult times. Six (6) to 12 module online crisis training program for businesses. The course is specifically designed to give businesses a plan on how they can adapt their businesses to not only survive this crisis but to thrive. It also teaches businesses what they must do right now to ensure they have a quick recovery once this crisis ends. The course was offered to Council’s and is in build stage to be ready for access April/May. It is supplied by Brand Local and is focused around digital.

Course build completed 21 April Course promoted throughout April – May 2020. Course added to original:

1. Remote working 2. Psychology of Sales 3. Call-to-Actions and Lead

Magnets 4. Hyperlogical Marketing 5. Customer Journey 6. Wrap Up

As at 1 June – 13 registrations have been received.

REMPLAN POPULATION PROJECTIONS

This project is to challenge the approach of the Population Projections provided by the NSW Government Department of Planning which have our population plummeting to 6,600 by 2041. REMPLAN have been engaged to provide an alternative view in order to counteract the negative impact that these projections can have on local growth. https://www.planning.nsw.gov.au/-/media/Files/DPE/Factsheets-and-faqs/Research-and-demography/Population-projections/2019-Glen-Innes-Severn.pdf A report to Council will be provided.

Report provided by REMPLAN. REMPLAN presented to General Manager, Director Development, Planning and Regulatory Services and Manager of Economic Development on 16 April 2020. Actions agreed to contact Department of Planning Industry and Environment (DPIE) for clarification. Manager of Economic Development contacted DPI 22 April 2020 for response. Department of Planning Industry and Environment (DPIE) and Council follow-up session held on 28 May 2020. Manager of Economic Development requested follow-up meeting – awaiting DPIE to schedule.

https://www.planning.nsw.gov.au/-/media/Files/DPE/Factsheets-and-faqs/Research-and-demography/Population-projections/2019-Glen-Innes-Severn.pdf








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Project Name:


GRANT AND FUNDING OPPORTUNITIES BID BLAST #18 APRIL 2020

Bid Blast delivered and promoted through the following channels:

1. Facebook 2. ED Newsletter 3. GIH news page 4. Business Support

Group 5. BIG & GIHVA 6. 355 Committees 7. All staff 8. Highlands Hub

View here: https://gleninneshighlands.com/grant-funding-opportunities.html

COVID-19 BUSINESS FEEDBACK SURVEY

Impacts of COVID-19 on the Northern Inland Businesses – In April 2020 RDARNI conducted a survey of almost 200 businesses in the Norther Inland region to gather cold hard facts and figures to paint a clear picture of the stark COVID-19 reality for local businesses.

Survey completed by RDANI – see overarching results here: Http://www.rdani.org.au/projects/covid19-impacts-on-businesses.php See summary of impact here: http://www.rdani.org.au/files/pages/projects/covid19-impacts-on-businesses/Impacts-of-COVID-19-on-Businesses---May-2020.pdf

RESEARCH INTO SOCIAL PROSPERITY AS A FRAMEWORK FOR LOCAL PROSPERITY (NEIGHBOURLYTICS)

Research to be conducted to understand, measure, and improve the well-being of our community in order to leverage from this and drive population growth and economic prosperity. This project will enable key outcomes including the development of a social wellbeing baseline; understanding the impact of programs and initiatives as they are implemented through cost effective and persistent measuring of change over time; provide a deeper understanding, verify assumptions, and gain new insights into our place to optimise or create new programs so as to address social wellbeing. This project is being delivered in partnership with Neighbourlytics.

Approved funding at March Council meeting under Bushfire Recovery Agency funding. To be commenced during June 2020 aligned to the Launch Cities Program.

https://gleninneshighlands.com/grant-funding-opportunities.html

https://gleninneshighlands.com/grant-funding-opportunities.html

http://www.rdani.org.au/projects/covid19-impacts-on-businesses.php

http://www.rdani.org.au/projects/covid19-impacts-on-businesses.php

http://www.rdani.org.au/files/pages/projects/covid19-impacts-on-businesses/Impacts-of-COVID-19-on-Businesses---May-2020.pdf





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Project Name:


NEHC JOINT APPLICATION – SOUNDTRAILS

Walcha Council is leading the submission of a joint application for NEHC tourism group to promote our National Parks to the nature-based market. Two projects are involved: Project 1: NEHC National Park Soundtrails Visitor Attractions - $128,689 (4 soundtrails). Project 2: NEHC Soundtrails Promotional Campaign - $120,000.

Application submitted 8 May 2020 – awaiting result from Grants Administrator.

LOCALISED PLATFORM – HIGHLANDS HUB BUSINESS

‘Localised’ builds digital communities or local businesses to promote their products, their people and services. A modern business discovery tool with social network features. Supporting how business connect and generate more local revenue. Objective – Reduce local economic leakage. Funding allocation for Business and Employ modules against updated proposal and platform capabilities. Employ modules includes:

1. Talent Map 2. Local Employer Directory 3. Local Educator Directory 4. Training Calculator 5. Jobs Board 6. Data Licence 7. Regular email digest 8. Moderated content

Approved for funding through the Bushfire Recovery Agency at March Ordinary Council meeting.

Localised kick-off session – 9 April 2020.

Platform branded and designed internally. Content developed for platform as well as activation communications.

Local Activation Coordinator commenced from 9 April 2020.

Platform built by Localised.

Soft launch, testing and amends completed.

Local business activation/recruitment commenced.

Marketing activity conducted and ongoing.

Councillors Paper sent 30 April 2020.

Internal Council demonstrations completed – MANEX and Managers. Requests for Future Procurement items.

As at June 2020 36 Businesses registered.

To be kicked off June/July. Stakeholder group to be determined and briefed for partnership and collaboration.


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2. DEVELOP A STRONG BRAND FOR GLEN INNES HIGHLANDS

Project Name

Project Description Project Status

GLEN INNES HIGHLANDS WEBSITE OPTIMISATION

Optimise the Glen Innes Highlands website for SEO and ensure site upgrades are conducted when required. Continually create and/or update content.

SEO tool developed and implemented. Updates to News and Events pages in progress. Completion touted for EOFY 20.

GLEN INNES HIGHLANDS SOCIAL AND DIGITAL CAMPAIGN

Paid digital and social media campaign to promote VISIT and LIVE in Glen Innes Highlands. Campaign ‘where you’d rather be’ utilised to inspire people to experience GIH.

Digital and social paid campaign updated and additional inclusion of SHOP to boost online sales.

GLEN INNES HIGHLANDS APRIL NEWSLETTER

Monthly newsletter to Glen Innes Highlands website subscribers.

View here: https://gleninneshighlands.com/glen-innes-highlands-newsletter-april-2020.html

DESTINATION OUTBACK AND COUNTRY JOINT APPLICATION – EVENT SUPPORT

Destination Country and Outback initiated a joint application to support various events in the region. Glen Innes has put forward Australian Celtic Festival and Minerama for $10,000 each to fund additional marketing activity. All information was provided to Destination Country and Outback to support the application.

Destination Outback and Country finalising the application due for submission by 8 May 2020 – awaiting result.

AUSTRALIAN CELTIC FESTIVAL 5-YEAR STRATEGIC PLAN

A new 5-year strategic plan is under development as the existing strategic plan only covered the period to 2020.

Tourism Events Officer and Lara Gresham have reviewed existing plan. Manager of Economic Development and Tourism Events Officer are developing a new plan for delivery to Council and for subsequent Public Exhibition.

https://gleninneshighlands.com/glen-innes-highlands-newsletter-april-2020.html




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Project Name


GLEN INNES HIGHLANDS DESTINATION MANAGEMENT PLAN

The existing Destination Management Plan is due for renewal in consideration the plan/policy completes in 2020. The existing plan has been reviewed and a recommendation provided to Council regarding a more robust approach to the next Destination Management Plan.

Manager of Economic Development writing RFQ for consultant assistance in determining the longer terms vision, strategy and the next 5 year and the next Destination Management Plan action plan.

NEW ENGLAND HIGH COUNTRY CAMPAIGN – ‘CAR CLUB STRATEGY’ MARKETING CAMPAIGN – GLEN INNES

The New England High Country (NEHC) group is a joint brand and marketing initiative between Glen Innes, Tenterfield, Inverell, Armidale, Walcha and Uralla councils. This group works closely together with partners HEMA and Emprise group to create promotional assets and market our region collectively. Each representative council in the group is responsible for leading different marketing projects. Glen Innes is responsible for the ‘Club Strategy’ which involves the development of assets specifically designed for the car club target market (Map and e-book) and a promotional campaign targeting car clubs. https://www.newenglandhighcountry.com.au/

Car Club Initiative (led by Glen Innes) – Updated mapping and design brief completed for HEMA map. Photoshoot in development. Maser timing initiated for Group to drive deadlines and launch dates. Motorcycle Initiative (led by Armidale Regional Council) – Content and timing plan in development. RV Initiative (led by Inverell Council) -Content and timing plan in development. NEHC Website Updates (led by Tenterfield Shire Council) – Glen Innes provided guidance on information Architecture.

https://www.newenglandhighcountry.com.au/

https://www.newenglandhighcountry.com.au/


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3. RECOGNISE AND SUPPORT THE AGRICULTURAL SECTOR AS THE MOST SIGNIFICANT LOCAL INDUSTRY WITHIN THE LOCAL GOVERNMENT AREA.

Project Name


DISASTER RECOVERY AND RESILIANCE PROJECT

Two projects submitted and approved under the Bushfire Community Resilience and Economic Recovery Fund (BCRERF). Project 1: Business Recovery Strategy Business Continuity Plan Business Risk Mitigation Project 2: Community Consultation on Local Disaster Recovery Plans.

GLENRAC leading Project 1 – report provided by GLENRAC. Please contact Manager of Economic Development for a copy of this report and/or link. COUNCIL reviewing Project 2 scope – potential for development of an Adverse Event Plan. In discussion with Moree Council on estimate costs and relevant consultants.

AGRICULTURAL DIVERSIFICATION

Project originally initiated via a BBRF application – cancelled. Project now funded under Bushfire Disaster Recovery Funding to the value of $84,000. Project in partnership with Regionality bespoke solution for Agricultural Diversification and Agri-food and Agri-tourism regional transformation Programs. Phase 1 – Develop an Agri Innovation Action Plan to leverage the GISC Economic Development Plan. Phase 2 – Agri-food an Agri-tourism Regional Transformation Programs. Phase 3 – Facilitate monthly agri-food cluster meetings via zoom to support.

Manager of Economic Development requested revised and detailed proposal from partner Regionality. Revised proposal received 3 June 2020. Project kick-off meeting in conjunction with Lucid Economics to be scheduled in June.

DROUGHT COMMUNITIES PROGRAM

Application submitted 1. Drought Support Officer

GLENRAC. 2. Regenerative

Agriculture GLENRAC.

Grant approval received from program administrator. Deeds received and signed. Service agreements provided, signed and counter-signed.


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4. FACILITATE GROWTH AND SUPPORT BUSINESS DEVELOPMENT

Project Name


INTEGRATION OF AUSTRALIAN TOURISM DATA WAREHOUSE (ATDW)

Integration of Australian Tourism Data Warehouse data to feed through to our events page, to ensure we are promoting all Glen Innes Highlands events and improve data input efficiencies. Addition of event pages to provide more targeted and relevant information.

Distributor Subscription agreed. Design complete. Integration in progress. Live date June 2020.

TOURISM PACKAGES PLATFORM - PROPOSAL AND BUSINESS CASE

Destination NSW has provided the direction that regional tourism needs to be able to provide online, bookable experiences in order to leverage the domestic and international package markets. Rural and Regional towns have not been able to convert the lucrative domestic and international package holiday market due to the complexities of connecting people, business or services on a local level. The logistics of creating off-the shelf online packages may be somewhat easier however we also want to be able to allow the customer to choose their experience and build their own packages. We want to have an end-to-end seamless experience for the customer and a highly intuitive supplier interface to drive the local economy and become competitive and accessible for the packaged holiday market.

Approved for funding through the Bushfire Recovery Agency at March Ordinary Council meeting. Procurement process completed and Mercer Bell appointed. Kick-off meeting 19 May – completed. Workshop session 1 =- Persona’s 26 May 2020 – completed. Workshop session 2 – Key requirements and stakeholders completed. Workshop session 3 – Platform functionality – completed. Next sessions being scheduled.


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Project Name


The outputs will be the following in preparation of applying for grant funding:

1. Proposal – Form, shape and define the solution to the problem – with input from Manager Economic Development.

2. Business Case – Provide an evidence-based business case to be utilised for grant applications.

POP-UP CONFERENCES AND CORPORATE EVENTS

Launched on the Glen Innes Highlands website to convert opportunities via the ‘Backing the Bush’ campaign by Business NSW - https://www.backingthebush.com.au/ Experience themes:

1. Celtic Culture. 2. Fossicking Experience. 3. Aboriginal Culture. 4. Heritage Town. 5. Night Sky. 6. Renewable Energy.

View themes here: https://gleninneshighlands.com/events.html

Ongoing social promotion of six (6) themes through the ‘Backing the Bush’ program. Meeting in Regional NSW Venue and Supplier Listing completed – view here: https://www.meeetinnsw.com.au/suppliers/glen-innes-conference-and-corporate-pop-experiences

CENTENNIAL PARKLANDS MASTERPLAN

Development of Plan of Management and Master Plan. Bushfire Recovery Agency Funding – allocated to develop Stage 1 of Conference Centre/Toilets and Shared Pathways. Final Plan of Management and Master Plan concepts submitted for adoption at May Ordinary Council Meeting.

Manager of Economic Development finalising RFQ for Stage 1 Extension to Crofters Cottage and toilets. Conference Centre is now not included as Council did not endorse this project as part of the Standing Stones Master Plan. 18.05/20 RESOLUTION That Council adopts the final Centennial Parklands Plan of Management and Master Plan Concepts but does not support the proposed changes to the existing car park layout and Stage 2 Conference Centre development in that proposed location, noting the Master Plan is conceptual in nature.

https://www.backingthebush.com.au/

https://www.backingthebush.com.au/

https://gleninneshighlands.com/events.html

https://gleninneshighlands.com/events.html

https://www.meeetinnsw.com.au/suppliers/glen-innes-conference-and-corporate-pop-experiences




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Project Name


NEW ENGLAND RAIL TRAIL

New England Rail trail between Armidale and Glen Innes to attract visitors, community wellbeing and use of a disused asset. Business case draft undertaken by Regional Development Australia Northern Inland (RDANI). Draft Business case & future Maintenance responsibility presented to Council March 2020 Council meeting – adopted. $25,000 allocated into Financial Year 20-21 Operation Plan for the determination of the construction costs of the Ben Lomond to Glen Innes section.

Meeting held with WRC and NERT. Revised proposal and quote sought from Halliburton and Associates regarding costings for full detailed costing of ‘bookends’. Modes of governance being further investigated. Letter to State Government agreeing corridor responsibilities in progress.

JOBS AND SKILLS GAPS RESEARCH (REGIONAL INSTITUTE AUSTRALIA / BBRF GRANT)

We need to understand why we have had consistently the highest unemployment rate of the northern inland region over the last decade. We also have stagnant growth in our population. This research project can deliver a critical assessment of the LGA’s economic performance that reports the main future growth factors which will impact our LGA’s workforce metrics. At the same time a research project will focus on understanding the workforce requirements based on immediate projections of new jobs and the requirements associated with retraining workers already in the community. This project helps the now and prepares us for the future. Regional Australia Institute will deliver two research projects to provide this much-needed insight:

Media Release from Hon. Barnaby Joyce MP, received 5 June 2020 confirming project funding approval. Manager of Economic Development to finalise grant agreement. Manager of Economic development to kick off project with an application partner Regional Institute Australia.


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Project Name


1. “Future Factors” Strategic Planning module which will lead to the identification of a small set of what we call “Future Factors,” which if acted upon can unlock a new growth pathway; and

2. Population Drivers module which will focus on understanding the workforce requirements based on immediate projections of new jobs and the requirements associated with retraining workers already in the community.

DROUGHT COMMUNITIES PROGRAM

Application submitted 1. Grey Street upgrade. 2. Mead Park Canteen

Upgrade. 3. Showground BBQ, Tea

Rooms and Camper’s Laundry.

4. Deepwater School of Arts Hall upgrade.

5. Rangers Valley Boat Ramp.

6. Showground Stables. 7. Glen Innes Pony Club

Storage Shed.

Grant approval received from program administrator. Deeds received and signed. Service Agreements provided, signed and counter-signed.

BUSHFIRE RECOVERY AGENCY FUNDING

Projects include: 1. Localised B2B

Platform. 2. Grant Officer Support. 3. Local gift cards. 4. Centennial Parklands

Master Plan projects. 5. Bushfire Recovery –

Planning support. 6. Road upgrades. 7. Connectivity – Airport

re-design and extended runway.

8. Community centre support.

9. Youth projects. 10. Arts North West and

Lioness event.

Service agreements delivered to relevant project and funds being distributed following return of agreement.


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2019-20 Grants Applications Approved

Grants Description Value of Grants

Natural Disaster Recovery Funding $1,300,000

Drought Relief Heavy Vehicle Access $50,040

Safe and Secure Water Fund – NSW Department of Industry – Two Bores

$500,000

NSW Safer Roads – Bald Knob Road Project $398,500

Stronger Country Communities Fund – Round Three (3) – Wind Turbine Park

$87,986

Round 1 of the Bushfire Community Resilience and Economic Recovery Fund (BCRERF)

$250,000

Fixing Country Roads – Truck Wash Stream – Glen Innes Truck Wash Rehabilitation

$142,000

Regional School Holiday Activities $9,645

Drought Communities Programme – Extension Round Two (2) $1,000,000

Combating Pest and Weed Impact During Drought Program – Combating Local Priority Weeds in a Collaborative Cooperative Coordinated Approach

$683,681

Building Better Regions Fund Round 2 – BBRFCIV000264 – Community Investments Stream – Future Jobs Growth and Local Skills Gap research Project

$82,400

Total Value of grants approved $4,504,252

Grants Applications Lodged and Pending Decision


NSW Safer Roads/Federal Black Spot program – three (3) projects within the Local Government Area (LGA) (Bald Knob Road Approved)

$4,715,048

Fixing Local Roads - Round 1. NSW Government. Furracabad Road Project

$900,000

Empowering Our Communities – YouthBooth Events $8,900

Fixing Country Roads – Bridges Stream – Mt Mitchell Road, Mann River Bridge

$1,400,000

Regional Tourism Bushfire Recovery Grant (RTBR) – Stream 2 – Escape Rooms

$350,000

Regional Tourism Bushfire Recovery Grant (RTBR) – Stream 2 – National Park Soundtrails – Joint application with NEHC

$248,680

Regional Tourism Bushfire Recovery Grant (RTBR) – Stream 2 – ACF and Minerama Events – Joint application with DCNO

$20,000

Bridges renewal Scheme – Round 5 – Bridge over Yarrow Creek on Mount Mitchell Road

$945,000

Regional Tourism Bushfire Recovery Grant (RTBR) – Stream 1 – Application 1012 GlenRock

$20,000

Total Value of Grants Lodged and Pending Decision $8,607,628


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Grants Applications in Progress but not Lodged

Grants Fully Acquitted 2019/2020


SCCF2 – Glen Innes Tennis Court Upgrade $56,530

DCP000319 – Drought Support Officer - GLENRAC $100,000

DCP000318 – Community Drought Relief Event (Rugged Bash)

$39,961

DCP000354 – King George Oval Grandstand Upgrade $117,918

DCP000243 – Apex Park Toilets - Deepwater $103,040

DCP000014 – AvData Stand Water Pipe Deepwater $50,003

DCP000219 – Melling Park Toilet $97,520

DCP000100 – Gravel Re-Sheet $360,000

DCP00317 – Wentworth Street Shared Pathway $120,194

SCCF2-0187 – Community Hall (Girl Guide Hall) $54,500

Restart NSW – Wellington Vale RD HML Assessment (Grant approved for $60,000 – Underspend due to all bridges being suitable for heavy loads and no design work required)

$8,045

Regional School Holiday Activities $9,645

Total Value of Grants Fully Acquitted $1,117,356

Grants Fully Acquitted 2018/2019

Number of Grants Completed and Fully Acquitted Value of Grants

5 $436,243

Previous Financial Years’ Grant Applications

Grant Description Value of

Grant

Regional Tourism Bushfire Recovery Grant (RTBR) – Stream 1 $10,000

Number of Grants Approved Value of Grants

12 - 2017/2018 $1,051,535

29 - 2018/2019 $11,005,216


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Unsuccessful Grant Applications


There are no governance or policy implications arising from this report.





CONCLUSION The statistics in this report deliver information to Council on the key activities undertaken in Council’s Development, Planning and Regulatory Services Directorate for the month of May 2020.

RECOMMENDATION


Year and number of Unsuccessful Grants Applications Value of Grants

2018-19 6 Grants $1,837,753

2019-20 3 Grants $480,691

2019-20 Unsuccessful Grants Applications Value of Grants

Commonwealth Home Support Program $61,904

Stronger Country Communities Fund – Round Three (3) – Skate Park Redevelopment

$400,000

FRRR Tacking Tough Times Together – Art Based Mental Health Workshop Project with UNE

$18,787

Total $480,691


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7.32 Review of Drought Management Plan

REPORT FROM: INFRASTRUCTURE SERVICES Author: Scott Ross - Services Engineer ANNEXURES Annexure A Drought Management Plan

ECM INDEXES Subject Index: WATER SUPPLY: Integrated Water Cycle Management PURPOSE The purpose of this report is to present Council with the revised Drought Management Plan (Annexure A) for review and adoption. BACKGROUND The Drought Management Plan (DMP) was last adopted by Council on 23 April 2020 during filling of the Eerindii Ponds following extreme drought. (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective IM 1.3.1 ‘Maintain appropriate levels of service across the LGA.’


COMMENTARY The DMP requires minor modifications as a result of the expected level of the Northern Pond not being reached before nuisance leakage was observed. The nuisance leakage is only observed at the highest levels of the North Pond. The recommended course of action is to reduce the design top water level in the North Pond by approximately two (2) metres. This reduces the effective volume of the Eerindii Ponds to a neat 500ML, down from 565ML as previously expected. This equates to an expected supply period of 29 months on level five restrictions, down from 32 months as indicated in the previous version of the plan. With the discovery of nuisance leakage at higher levels within the Northern Pond, it is not considered economical to utilise the higher levels in the Northern Pond, or to attempt to minimise the leakage. The wise course of action is to acknowledge a lower capacity and manage accordingly.


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The relevant sections of the DMP that have been modified are detailed in red in Annexure A. The modified trigger point table for Glen Innes is as follows: TABLE 5.1 (as identified in DMP) Restriction Trigger Levels for Glen Innes

Level Trigger Actions

1

Low

• Ongoing – this level will be a permanent restriction

• Increase public awareness of water saving initiatives and current restrictions;

• Monitor/minimise unaccounted for water;

2

Low - Moderate

• Beardy Weir 500mm below full (320ML)

• Eerindii Ponds, North and South Pond 100% full (500ML)

• Increase public awareness of water saving initiatives and current restrictions;

• Use alternative water sources (not reticulated) for roadworks

• Review emergency procedures.

3

Moderate



• Increase public awareness of water saving initiatives and current restrictions.

4

Moderate – High



• Community consultation and increase public awareness of water saving initiatives and current restrictions;

• Utilise accessible water to increase Eerindii Ponds to 100% full.

5

High – Extreme

• Beardy Weir 3500mm below full


• 29 Months Remaining

• Community consultation and increase public awareness of water saving initiatives and current restrictions;

• Initiate pumping from Red Range Road and Eerindii Ponds Bores;

• Implement emergency fire-fighting procedures;

• Cease weekly pumping from the Beardy Waters Weir, commence weekly pumping from North Pit to South Pit to maintain South Pit at 90% capacity (180 ML).

No changes have been made relating to the Deepwater supply. The following table (Table 2.1) outlines the progression and subsequent lifting of restrictions through the recent drought. Table 2.1 (as identified in Glen Innes DMP) – Restrictions implemented during 2019/2020 drought

Restriction

Level

Date

Initiated

Duration

(Days)

Cumulative

Total (Days)

One (1) 11-Apr-19 104 104

Two (2) 24-Jul-19 8 112

Three (3) 01-Aug-19 92 204

Four (4) 01-Nov-19 61 265

Five (5) 01-Jan-20 64 329

Four (4) 0 329

Three (3) 05-Mar-20 78 407

Two (2) 22-May-20 34 441

One (1) 25-Jun-20 Permanent

Restriction Level 2019/20


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The opportunity has also been taken to make the Restriction Strategies table 5.3 (shown below) easier to read by replacing very small icons with larger “Notes”. This table identifies the limits that are imposed under each level of restriction. Table 5.3 (as identified in DMP) Restriction Strategies for Glen Innes and Deepwater

Restriction Level

1 2 3 4 5

DOMESTIC

Garden Watering

Not during the heat of the day Note (1)

Handheld Hose or Drippers 2hrs/d Note (1)

Buckets restricted to 2hrs/d

Reused water only

Reused water only

Swimming Pools Private

No restriction Permit required for filling pools over 2,000l

No filling of pools over 2,000l. Top up only with buckets

Filling and topping up of pools prohibited

Filling and topping up of pools prohibited

Wash paved areas and roof

No restriction Buckets only except as required by law

Buckets only except as required by law

Banned only except as required by law


PUBLIC / COMMERCIAL

Public Gardens

No restriction Sprinklers 2hrs/d Note (2)

Reused water only

Reused water only

Reused water only

Sports Grounds


Reused water only

Reused water only

Reused water only

Market Gardens and Orchards

No restriction Sprinklers 6hrs/d $

Sprinklers 4hrs/d Note (3)

Sprinklers 4hrs/d Note (3)

With council permit only

Nurseries and Commercial Flower Gardens


Handheld hoses 4hrs/d Note (3)


With Council permit only

Washing Motor Vehicles

No Restrictions

No Restrictions Manual buckets only Machine recirculation only

Manual buckets only Machine recirculation only


Bowling Greens



Handheld hoses 1hr/d Note (4)

Reused water only

Fountains Not during the heat of the day Note (1)

Hose can only be used for 2hrs/d Note (2)

Banned Banned Banned

Household Water Cartage from Town Water Supply

No Restrictions

No Restrictions No Restriction No Restriction

With Council permit only

Automatic flush Toilets

No Restrictions

No Restrictions Banned Banned Banned

INDUSTRIAL

Ready Mixed Concrete

No Restrictions

No Restrictions No Restrictions With Council Permit Only

With Council Permit Only

Livestock Truck Wash

No Restrictions

No Restrictions With Council Permit Only


With Council Permit only

Others No Restrictions

No Restrictions With Council Permit Only


With Council Permit only

Note (1) not between 10am and 4pm during daylight savings Note (2) between 6-8 pm in daylight saving period, 4-6pm otherwise Note (3) between 6-8 am and 6-8 pm in daylight saving period, 4-6pm otherwise Note (4) between 6pm and 7 pm in Daylight saving, 4.30-5.30 otherwise.


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Once adopted by Council, the revised DMP will become the current plan of Council.


(c) Social Implications A clear DMP provides the community with confidence in the security of the urban water supply. The DMP also provides for a staged implementation of water restrictions to balance the desire of the community for constant access to unrestricted water supply against the need to conserve water for periods of extended drought.


The implementation of a sound DMP is not primarily aimed at providing for environmental outcomes, rather, its sole purpose is to provide for water security for urban residents and businesses in times of the most severe drought.



CONCLUSION Council’s DMP has been revised in order to include system knowledge that has been gained since the Plan was last reviewed in April 2020. The revised Plan is now presented to Council for review and adoption.

RECOMMENDATION That Council adopts the revised Drought Management Plan.


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7.33 Outcome of Beardy Weir Investigation by NSW Fisheries

REPORT FROM: INFRASTRUCTURE SERVICES Author: Keith Appleby - Director of Infrastructure Services ANNEXURES Annexure A Correspondence with NSW Fisheries Annexure B Response from NSW Fisheries ECM INDEXES Subject Index: WATER SUPPLY: Maintenance ENVIRONMENTAL MANAGEMENT: Reporting LEGAL SERVICES: Legal Advice Property Index: 10118-1 PURPOSE The purpose of this report is to provide information to Councillors and the Community regarding the outcome of an investigation by the NSW Department of Primary Industries – Fisheries Compliance Division (NSW Fisheries) into the dredging activities at the Beardy Waters Weir. BACKGROUND During the first half of 2019, significant drought caused the Beardy Waters weir area to dry out, exposing significant areas of accumulated silt. With a strong call from the Community over many years to clean out the weir area, on 28 March 2019 Council resolved as follows:


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Following investigation of the relevant legislation and discussions with various departments, it was determined by the Director of Infrastructure Services (DIS) that the works were exempt works and therefore did not require any formal approvals. De-siltation works were then carried out at various times between 3 May 2019 and 5 July 2019. Officers from NSW Fisheries did not agree with this assessment from the DIS and subsequently contacted Council and then issued a stop work order, stating that approval was in fact required under the NSW Fisheries Management Act 1994 (Fisheries Act) and had not been obtained by Council. An investigation was then conducted by NSW Fisheries and this investigation is now complete. NSW Fisheries originally wrote to the General Manager on 21 April 2020 (Annexure A). This letter was to inform the General Manager that they were fining Glen Innes Severn Council $1,000 for unauthorised dredging work undertaken on water land managed by Glen Innes Severn Council at Lot 4 DP881009 and private land at Lot 1 DP519219 adjacent Shannon Vale Road Glen Innes between 22 April and 5 July 2019. This dredging work occurred within Beardy Waters and involved de-silting above an existing weir. The Council then responded to NSW Fisheries on 4 May 2020 (Annexure A). This letter acknowledged that a far greater penalty could have been handed down on Council by NSW Fisheries. It also acknowledged that any future works would require prior approval prior to Council undertaking any similar works. Finally, NSW Fisheries responded to Council’s letter of 4 May 2020 on 28 May 2020. This letter asserted that “sediment extraction would not generally be approved by NSW Fisheries” as Beardy Waters is considered a Type 2 Class 2 Waterway (Annexure B). The letter went on to state “In addition, the impacts were not adequately mitigated as the stockpiles of spoil that had been won were stockpiled below the high-water mark and without any sediment or erosion controls. With regards rehabilitation of aquatic habitats and fish stocks, the REF does not mention or include a rehabilitation plan for the area of wetlands that had been dredged and therefore the scope of works would not have been approved by our department”. (a) Relevance to Integrated Planning and Reporting Framework

This item links to Council’s Delivery Program Objective STC 1.2.1 ‘Provide clear messaging of Council's achievements, strategic objectives and actions. This item also links to Council’s Delivery Program Objective STC 1.1.1 ‘Consistently communicate the role of Council to the community (i.e. what Council does and does not do).’


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(b) Financial Considerations A fine of $1,000 has been imposed on Council. This fine has now been paid. The maximum penalty for two offences ($220,000 each) is $440,000. In addition, legal fees of $30,152 have been incurred on behalf of Council. It is likely that the majority of these legal fees will be covered by Council’s insurance.

COMMENTARY It was noted that Council had failed to perform these works at opportune times in the past, and that Council would need to act swiftly as the opportunity would likely be short, based on historical observation. As it turned out, the extent of the drought was such that the flats were exposed for more than nine months, however the initial decisions were made in the reasonable expectation that the opportunity would be short lived. These works were authorised by the DIS following preparation of a Review of Environmental Factors (REF), that accompanied a Development Application (DA) lodged with Council on 15 April 2019. In the DIS’s opinion the REF concluded that an approval under the Fisheries Act was not required. It stated: ‘If the activity was undertaken when the sediment is underwater approval would be required under section 200 of the Fisheries Management Act 1994, however the activity will only be undertaken during drought when the sediment is dry and the activity is then not defined as dredging. The activity will only have a positive impact on fish passage by restoring the original water volume and channel capacity. Fences were submerged when the weir was constructed, and these provide a good indication of the original depth of water. In addition, the original soil is of granite origin whereas the sediment is basaltic, providing operators with a clear differential between original and sediment material.’ The REF also considered the Biodiversity Conservation Act 2016, Rural Fires Act 1997, the Environment Protection and Biodiversity Conservation Act 1999 (Cth), and Native Title implications. Furthermore, Council carried out testing to determine whether a licence was required under the Protection of the Environment Operations Act 1997. The DA was ultimately withdrawn after the DIS received advice from planning officers that all of the Project Works could be carried out without development consent under the Environmental Planning and Assessment Act 1979.


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The recommendation from Council’s planning staff to Council’s DIS was as follows: ‘Based on the provisions, the proposed extractive industry is permitted without consent on Lol 303 DP 519219 so long as the works are carried out by or on behalf of a public authority. In relation to the storing, stockpiling and processing of the extracted material, if the public authority being Glen Innes Severn Council, transfers the topsoil material directly to the existing Glen Innes Aggregates site, the activity may be undertaken as an ‘ancillary use’ within the existing consent to operate the quarry.’ The advice to the DIS included two advisory notes. Those notes were that:

i. The proposed activity is still required to obtain the necessary approvals within Part 5 of the Environmental Planning and Assessment Act 1979 and Part 7, Division 3 of the Fisheries Management Act 1994 prior to any works commencing.

ii. Dredging and/or reclamation (Part 7) Fisheries Management Act - Any

person, business, company or local government authority proposing to dredge, excavate, move or remove material (including sand, mud, large woody debris, aquatic vegetation, boulders, gravel etc.) from a waterway, or reclaim or place fill within a waterway requires a permit from the Department of Primary Industries (DPI Fisheries) unless the work has been authorised under the Crown Lands Act 1989 or Crown Lands Management Act 2016 or by a relevant public authority (not a local government authority).

The DIS considered this advice and carried out further research to determine whether an approval under the Fisheries Act was required. That research led the DIS to conclude that the project works were not to be carried out on water land and therefore, a permit was not required. (a) Governance/Policy Implications

The legal implications below required that the DIS be removed from involvement with the investigation due to the creation of a conflict of interest, given that the DIS was potentially personally liable for prosecution. The DIS was removed from any involvement in the investigation by the General Manager until the investigation was complete by NSW Fisheries.

(b) Legal Implications Local government is specifically exempted from requiring approval for various activities under legislation, for example, under the NSW Water Management Act 2000 when performing physical works within waterways.


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The State Environmental Planning Policy (Infrastructure) 2007 provides that Council is exempt from requiring development approval under the Environmental Planning and Assessment Act 1979 for the maintenance of water storage facilities such as the Beardy Waters Weir. This investigation was conducted under section 200 of the NSW Fisheries Management Act 1994. The maximum penalty for each offence is 2000 penalty units. NSW Fisheries considered that a breach of the above act had occurred for dredging and reclamation works as two separate events, and so the maximum financial penalty that could have been imposed was $440,000. As this matter comes under the criminal code (refer Crimes (Sentencing Procedure) Act 1999 No 92) legal advice was provided that Council is not able to indemnify a staff member who maliciously or negligently breaches the code. As the DIS assumed personal responsibility for the decision made to not seek approval from NSW Fisheries, the DIS was potentially liable for prosecution as an individual and was removed from involvement in the matter until the matter was finalised by way of issue of a penalty notice to Council.

(c) Social Implications There are no Social Implications arising from the preparation of this report.

(d) Environmental Implications The stop work order that was issued by NSW Fisheries, and subsequent refusal to issue an order to recommence works, delayed the physical works and created an increased risk of the displaced material being inundated by water before completion. In addition, the area where silt was removed by Council was observed to be free of weeds when rain fell in the weir area after works were complete.

Image 1 and 2: Area where works were undertaken in foreground during and after filling.


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Image 3: Area where works were not undertaken, after filling.

As observed in Image 1, the area where works were completed is almost completely free of weeds. Weed infestation is obvious in the background. The opposite side of Shannon Vale Road, as depicted in image 3 is a different story altogether. Where works were not undertaken, the residual silt contained high levels of nutrient and weed seed, resulting in a huge amount of biomass in the storage area. As a result of the decay of this mass of weed vegetation (predominantly thistle) the weir was deoxygenated, and a fish kill was observed both in the weir as per the following photographs, and immediately downstream of the weir where a significant number of larger Murray Cod expired. Furthermore, levels of dissolved manganese in the water (as a direct result of anaerobic conditions developing) became elevated to the point that Council was forced to cease pumping the town supply from the weir until the decay period was passed. This extended the period of level five water restrictions for Glen Innes by approximately one month.


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Image 3 and 4: Dead fish observed at crest of weir – nil trout observed.

Image 5 Dead Murray Cod immediately downstream of weir.


There are no Economic/Asset Management Implications arising from the preparation of this report.

CONCLUSION The excavation of silt from the Beardy Waters Weir area was halted by the application of the Fisheries Act. It is recommended that Council write to the NSW Minister for Agriculture detailing the issues raised in this report and seek an exemption generally for local government activities from this legislation.


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RECOMMENDATION

That Council instructs the General Manager to write to the Minister for Agriculture, the Hon. Adam Marshall MP, detailing the issues raised in the investigation of silt removal from the Beardy Waters weir, and requests that consideration be given to introducing an exemption into the NSW Fisheries Management Act, 1994, generally for any Local Government activities.


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7.34 Infrastructure Services: Monthly Report for May 2020

REPORT FROM: INFRASTRUCTURE SERVICES Author: Jai Brummell - Personal Assistant - Infrastructure Services ANNEXURES Annexure A Grading Accomplishment Map Annexure B Maintenance Items Reported in May 2020 Annexure C Drinking Water Monitoring Program Results for May 2020

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Reporting PURPOSE The purpose of this report is to review the progress of Council’s Infrastructure Services Directorate towards completing the works objectives which have been identified as part of the 2019/2020 Operational Plan and Budget. BACKGROUND The Infrastructure Services Directorate of Council is responsible for the following key functions:

• The construction and maintenance of Council's civil infrastructure including roads, bridges, footpaths, drainage network and aerodrome;

• The maintenance of an operational workforce;

• Maintenance, acquisition and disposal of a modern light and heavy plant fleet;

• Extensive support to emergency management facilities;

• An engineering design office;

• Operating and maintaining an Intermittently Decanted Extended Aeration (IDEA) Sewer Treatment Facility;

• Operating and maintaining extensive water infrastructure including the Glen Innes and Deepwater Water Treatment Facilities;

• Operating Glen Innes Aggregates Quarry producing basalt aggregate from fresh rock for concrete production, unsealed road constriction and bitumen road sealing;

• Assistance and support of emergency services functions including NSW Rural Fire Service, NSW Volunteer Rescue Association and NSW State Emergency Services.


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(a) Relevance to Integrated Planning and Reporting Framework The statistical information contained within this report demonstrates the work carried out by staff in achieving the strategic objectives and delivery actions as outlined in Council’s Community Strategic Plan 2017-2027, Delivery Program 2017-2021 and Operational Plan and Budget for the 2019/2020 Financial Year.


COMMENTARY 1. INFRASTRUCTURE DELIVERY 1.1 Regional Roads:

Roadside vegetation control and pothole patching are ongoing activities. As previously reported, construction work associated with the rehabilitation project on Wellington Vale Road remains on hold. Due to the implementation of controls for the COVID 19 virus, the decision was made not to bring contractors in that could potentially bring the virus into the community. Due to this as well as the cold weather setting in, this project is expected to be finalised in October with the overlay, stabilisation and sealing still to be completed.

1.2 Local Sealed Roads:

Pothole patching and vegetation control has been carried out on various roads throughout the area.

1.3 Local Unsealed Roads:

Local contractors have been engaged to assist with getting unsealed road maintenance grading back on schedule and during May Tablelands Road was graded. Roads graded since the last report Nant Park Road, Yarraford Road, Rangers Valley Road, Spicers Road, Morgans Road, Costellos Road, Pretty Valley Road, Fishers Road, Ryans Road and Tablelands Road. Please refer to Annexure A which shows grading accomplishment for unsealed roads. Re-sheeting of Pinkett Road is nearing completion with approximately two (2) kilometres remaining. This will be completed once the remaining gravel has been screened. Gravel re-sheeting of the full length of Linwood Road is currently underway and will be completed in mid-June. This project has significantly improved the safety and standard of the road and has already received positive feedback from road users. The images below show the project underway.


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Image 1: Gravel being laid along Linwood Road ready for spreading and compacting

Image 2: The Construction Team grader in action in Linwood Road.


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Repair work and drainage work are continuing along the unsealed sections of Old Grafton Road, this road will also be graded by a contractor.

1.4 Bridges and Causeways: Ongoing inspections and minor maintenance works have been carried out and preparation for the 2020/2021 capital program is underway. Designs have been received for the permanent replacement bridge over the Mann River on Old Grafton Road at Wytaliba. There are two (2) design options, one at the 1 in 10-year flood level and the other at the 1 in 50-year flood level. The approach designs are underway and once finalised, costings will be prepared, and a funding agreement will be sought. Discussions regarding funding are underway with Transport for New South Wales. This project has now gone to tender, and will close on 23 June, with a recommendation going to the 23 July Council meeting.

Contractors Weir Built, have now completed the Polhill Road bridge upgrade project. This bridge is now open to traffic, and once the approaches have settled, they will be sealed. Construction is complete on the replacement of the bridge on Browns Road. The old bridge has been removed and the redundant timber deck was sold via an open expression of interest. This job was undertaken by Council’s bridge team and included upgraded concrete abutments and a new laminated timber super structure.

Image 3: The completed Browns Road bridge replacement project


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The contract for the replacement bridge over the Deepwater River on Ten Mile Road has been awarded to local contractor Weir Built. Onsite meetings have been carried out with the contractor as well as an environmental specialist, to prepare for onsite construction. Offsite construction of modular components is well underway, with all sections of deck now poured. Weir Built have estimated that onsite construction will commence in late May. This start date is slightly delayed due to additional time taken to finalise the Polhill Road bridge project associated with the COVID 19 emergency.

1.5 Town and Village Works:

Ongoing vegetation control, street sweeping, and pot hole repairs have been completed in various locations.

Minor footpath and kerb replacements have been carried out in Glen Innes. 1.6 Sundry Debtor Works:

Minor private works are ongoing.

LOCAL ROAD AND BRIDGE MAINTENANCE EXPENDITURE

Ledger Description Budget Expenditure to the end of

May

Percent

Complete

5030-2330 Sealed Urban Road Maintenance

$340,000 $313,154 92%

5033-2330 Unsealed Urban Road Maintenance

$30,000 $9,806 33%

5070-2330 Sealed Rural Road Maintenance

$390,000 $357,627 92%

5090-2330 Unsealed Rural Road Maintenance

$1,800,000 $1,677,499 93%

5150-2330 Timber Bridge Maintenance

$60,000 $44,395 74%

TOTAL $2,620,000 $ 2,402,482 92%

Table 1.1 - Local road and bridge maintenance expenditure


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2.0 MAINTENANCE AND WORKS REQUESTS 2.1 Status Updates on Councillor Works Requests:

Councillor Enquiry Location Date

Submitted Status/Response

Frendon Re-sheeting Abbotts Road 19/10/2018 Will be completed during the next maintenance grade.

Frendon Crack sealing Emmaville Road 16/05/2019

Currently liaising with sealing contractor to organise establishment. Delayed due to ongoing commitments from contractors and the COVID 19 emergency.

Frendon Shoulder work Wellington Vale 16/10/2019

Work to take place following completion of rehabilitation project on Wellington Vale Road.

Frendon Drainage Emmaville 04/02/2020 Complete.

Frendon Clearing Rangers Valley 04/05/2020 Complete.

Frendon Grading Pattersons Road 26/05/2020

Grading is scheduled and pothole and wash out repairs will be undertaken prior to grading.

Sparks Drainage / Kerb / Guttering

Railway Street 20/07/2017

High pressure gas main has been moved; corner kerb now installed. Dish drain is now installed. Discussions with developer will now take place in relation to additional kerb and guttering.

Sparks Line marking Wellington Vale Road

03/04/2019 Capital project.

Sparks Realignment Wellington Vale Road

03/04/2019 Capital project.

Sparks Grading Morven Road 20/02/2020 Dangerous sections were repaired. Contractor will complete as available.

Sparks Grading Whitmore Road 26/05/2020 Scheduled.

Smith Drainage Kings Plain Road 21/02/2020

Contractor has cleared all pipes. Drainage team still to reshape inlets and outlets.


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Councillor Enquiry Location Date

Submitted Status/Response

Smith Heavy patching Strathbogie Road 21/02/2019

Underway. Area of concern will be completed with the new heavy patching team as a priority.

Smith Grading Tablelands Road 03/03/2020 Underway.

Newman Grading Rose Hill Road 25/05/2020 Scheduled.

Table 2.1 - Works Requests Received from Councillors

Please note that all scheduling of maintenance works is subject to weather and

varying demands of Council’s resources. Council is regularly inspecting roads at the request of residents. 3.0 MAINTENANCE ENQUIRIES AND RESPONSES 3.1 Maintenance Enquiries Received:

Please refer to Annexure B, which shows all maintenance enquiries received since the last report.

Table 3.1 - Response to Maintenance Enquiries

3.2 Response to Maintenance Enquiries:

The priority ratings, represented by P1, P2 etc. range from urgent priority (P1) to lowest priority (P6). A rating of PX represents enquiries that will not be addressed as maintenance tasks as they either require capital funding or do not fall within Council’s responsibility. Table 3.2 below provides further explanation for each priority rating, as well as the (arbitrarily set) maximum days of response for each rating.

Completed Yet to be completed Completed Yet to be completed

83 6 317 0

180 8 774 15

55 13 624 151

50 16 532 14

28 11 281 1022020 422

9% 91%

Out of Time In TimeTotal

Reports

22% 78%2016

2017

2018

406

977

843

19% 81%

8% 92%

2019 61211% 89%


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Table 3.2 – Adopted Levels of Service

4. INTEGRATED WATER AND SUSTAINABILITY SERVICES 4.1 Water Quantity and Quality:

The Beardy Weir has remained 100% full and overflowing throughout May, due to rainfall falling in the catchment on 10 and 22 May. The pumps at the weir were run constantly from Saturday 23 May to Friday 29 May to take advantage of the inflows. During this period the weir continued to overflow despite continuous pumping.

Images 1 and 2: Beardy Weir (photographed 2 June 2020)

The gravity fed transfer pipe installed between the South and North Eerindii Ponds was able to transfer the maximum capacity of inflows pumped from the Beardy Weir to the South Pond, approximately 140l/s, the effects of which can be seen on the weekly water level graphs.

Priority

Rating

Max Days

of

Response

Examples Urban Areas Examples Rural Areas

P1 1

Deep (>100mm) holes in either footpath or road; trees blocking road;

Very High Footpath Risks; flood waters……

Deep (>300mm) unavoidable holes in road; trees blocking road;

flood waters……

P2 14

Large nests of unavoidable potholes in road; fallen signage; lose

material on roads/footpath; medium to high footpath risks, blocked

drains which could lead to flooding of main area; major signage (stop

signs, culvert guide posts);

Large nests of unavoidable potholes in road; severe scour in in roads

(>50% of width lost); slippery sections of road….

P3 30

Potholes in sealed roads; damaged signs etc.; minor signage (street

signs, parking signs); scour on sealed roads at kerb edges; any areas

of water pooling in main streets of towns.

Damaged culverts on class 2-4 roads; 50% of the road surface covered

with small potholes, scour and corrugations on class 2 -4 roads; major

signage (culvert guide posts, stop signs)

P4 180

Stormwater diverting onto roads due to obstructed path; minor

surface damage (loss of seal, cracking) on sealed roads.

Damaged culverts on class 5 -7 roads; roadside drainage

obstructed/blocked culverts on class 2 -4 roads; 50% of the road

surface covered with small potholes, scour and corrugations on class

5-7 roads; low lying limbs on class 2-4 roads; minor signage (street

signs);

P5 720

Potholes in unsealed roads; stormwater “pooling” in table drains of

un-kerbed streets; low footpath risks.

Damaged culverts on class 8 roads; roadside drainage

obstructed/blocked culverts on class 5-7 roads; low lying limbs on

class 5-7 roads.

P6 1,000

Any works that will require large amounts of funds and/or detailed

planning; really low priority works that will not have any effect on

infrastructure if not completed in the next two years.

Any works that will require large amounts of funds and/or detailed

planning; really low priority works that will not have any effect on

infrastructure if not completed in the next two years.

PX N/A No Maintenance Works Required No Maintenance Works Required

ADOPTED LEVELS OF SERVICE


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Image 3: Graph showing Eerindii Ponds level at 27 May 2020

The Eerindii Ponds were 84% full on 27 May 2020, an increase of 22% or 125ML from the end of April. The pumps were switched off on Friday 29 May 2020 at this level when water was observed to be leaking above ground. The water level is at a point where it is naturally stabilising, and the last two meters of depth that was thought to be useable will not be viable due to this issue. This will result in the top water level being redefined at the present level, and the total storage volume reducing from 565Ml to 500Ml. It is our intention to maintain the ponds at around the current levels by pumping from the Beardy Weir on weekends only going forward, to take full advantage of the off-peak electricity rate. Both of these factors will be updated in the next revision of the Drought Management Plan.

Images 4 and 5: North and South Ponds (photographed 1 June 2020)

The Powder Activated Carbon (PAC) system was run throughout the month with only small traces of Blue-Green Algae remaining. Approximately 44ML of water was treated for consumption at an average of 1.42ML per day.


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The Deepwater Weir remained at 100% full and overflowing throughout the month, with approximately 1.8ML of water being treated for consumption at an average of 58kl per day.

Image 6: Deepwater Weir (photographed 2 June 2020 by Tom Macbeth)

The New South Wales (NSW) Health Drinking Water Monitoring Program Result Summary Report is included as Annexure C. This report shows that 100% of the samples provided were within the Australian Drinking Water Guidelines (ADWG) for chemistry and microbiology. On Monday, 25 May 2020, the Glen Innes Severn Local Government Area (LGA) moved to level two (2) water restrictions. This includes the use of town water from the Glen Innes and Deepwater water supply systems such as water carted to the villages. Regular messages regarding water restrictions are being communicated through local media, Council’s website and Facebook page. The Truck Wash at the Glen Innes Saleyards remains open to support local business. The funding deed documentation for the upgrade of the Truck Wash has been submitted and is expected to be finalised in late June or early July. The planning phase will commence this month.


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The Integrated Water Management Plan (IWCM) is well underway, with the Demand Assessment being completed in late 2019 and the Yield Study being received in late May 2020, from contractors Public Works Advisory. There may be several more iterations before the final report is released, depending on the availability of data.

4.2 Water:

The following works were carried out during May 2020:

• Under bore work has been completed by contractors Superior HDD at Glen

Innes Aggregates. Works included the installation of a 300mm head wall

over the end of the bore pipe and earthworks. This resulting setup allowing

gravity transfer of water from the South Pit to the North Pit, with a six

percent grade between the two (2) pits;

• New water connections have been installed at the following locations;

o Lot 10 Tenterfield Street, Deepwater;

o 195 Bourke Street; and

o 10 Glen Legh Road.

• Water services have been repaired at the following locations;

o 52 Pitt Street;

o 136 Taylor Street;

o 86 Wentworth Street;

o 84 Bradleys Lane; and

o 110 Bourke Street.

• A water service at 304 Bourke Street has been renewed with poly pipe to

replace the existing galvanised pipe.

• 12 water services in Railway Street have been connected to the new

100mm Blue Brute water main and disconnected from the asbestos water

main to eliminate water pipes underneath the road;

• Pressure testing has been completed on the under bore pipe by contractors

Abrostow 2000 Pty Limited to ensure there are no leaks.

• Water mains extensions have commenced for the Dunn Avenue Water

Stand Pipe Project with water taken across Dunn Avenue to the footpath,

ready for the construction of the stand pipe. Power for the associated

Avdata billing system has been run from the nearby bridge shed across to

the southern fence;

• Contractors Kenkar Plastics have butt welded all under road bore pipe;

• The puddle flanges on the under bore pipe have been concreted in

preparation for installation of the stop valves;


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• Contractors Fitt Resources have repaired the clear water tank at the Water

Treatment Plant to reduce leakage;

• Special water meter reads have been carried out as required;

• All customer works requests were attended to in a timely manner.

4.3 Sewer:


• Sewer chokes have been cleared at the following locations:

o 3 Gaffney Bealach;

o 3 Coronation Avenue;

o 8 Sayers Close; and

o Oasis Church Grey Street.

• Sewer services have been connected at the following locations;

o 17 Bourke Street, Deepwater; and

o ‘Highwoods’ Wullamulla Street.

• Contractors Interflow have completed the relining program for the

2019/2020 financial year with sealing of all the junctions where sewer

relining has been carried out;

• The sewer pumping stations have been cleaned on a regular basis.

5. GLEN INNES AGGREGATES The total Year to Date (YTD) revenue at 31 May 2020 is $2,708,208 (exclusive of GST). Expenditure is high due to several crushing campaigns taking place from July to September 2019 to supply Council’s gravel re-sheeting projects. Increased stock on hand values are not captured in the revenue figure, however a stocktake was undertaken during May using aerial survey that will bring this data in. A delay in receiving the data from the contractor means this information is not yet included.


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During May at Glen Innes Aggregates (GIA) sales have been consistent and road base stockpiles have increased for forecasted work. The Warrior 1800 screen has been used to blend 6,000 tonnes of Densely Graded Base (DGB)20 ready for testing and delivery to the Transport for NSW (TfNSW) project west of Glen Innes when required. A quote was submitted for a another TfNSW project north of Deepwater for 2,500 tonnes that was not scheduled but was deemed essential maintenance and will commence in June.

During May contractors BMR Quarries completed their crushing campaign at Glen Innes Aggregates and have demobilised all their equipment back to Tamworth. This establishment has seen all accessible material in the West Pit crushed. As we move into the winter months material required from Glen Innes Aggregates for Glen Innes Severn Council road construction will slow. Material will instead be sourced from borrow pits located around our unsealed road network.

Our next drill and blast operation will commence once the relocation of the site office and weighbridge occurs, and the existing site can be stripped of overburden to expose quality rock located under the structures. We will then see the entire quarry layout change to a new configuration which will start from the new office and weighbridge site on Shannon Vale Road. This new layout will allow road networks and the western working pit to be better managed, away from public crossovers and interactions.

All material from Chards Pit has been removed and delivered to Pretty Valley Road, Ryans Road, Fishers Road and Pinkett Road and has so far proven a very good unsealed road gravel. Material is still required for the southern end of Pinkett Road and will be sourced from that end once the screen becomes available and can be relocated.

At Morven Road Pit Contractors Hutchison’s Quarries have crushed 30,000 tonnes of 40mm unsealed road base for the month and have now finished a campaign which has produced 170,000 tonnes of material from seven (7) rural pits for this financial year. Truck and dogs have been working out of this pit to produce material for re-sheeting on Linwood Road and material is going down well.


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6. PLANT AND EQUIPMENT


• 2204 – John Deere: Carry out 8,750hr service;

• 2306 – John Deere: Carry out 8,750hr service;

• 1113 – Isuzu street sweeper: First service;

• 1220 – Komatsu: Carry out 7,000hr service;

• 1206 – John Deere: Finish off 4,000hr service;

• 1213 – Thomas: Replace alternator;

• 2156 – Lusty: Replace quick release valves on steering locks;

• 6204 – Komatsu: Carry out repairs to seat wiring;

• 1153 – Emulsion tank: Unblock pump and pipe work;

• 1459 – Sheppard: Replace airbag on lift axle and replace all trailing arm bushes;

• 1108 – Volvo: Replace speedometer sensor;

• 1517 – Isuzu: Fit reverse camera;

• 1210 – Komatsu WA500: Replace hydraulic hose;

• 1217 – New Holland: Carry out 4,800hr service;

• 2117 – Isuzu: Carry out service;

• 1214 – JCB: Repair hydraulic hoses on dipper arm;

• 5204 – Komatsu WA470: Replace transmission oil and park brake valve;

• 1114 – Hino: Replace hoist;

• 1121 – Hino: Carry out service;

• 1122 – Isuzu: Carry out service;

• 2101 – Volvo: Replace right hand side ABS sensor;

• 2362 – Dynapac: Replace batteries;

• Carry out June registration inspections;

• Ongoing servicing and repairs to Rural Fire Service (RFS) fleet;

• Ongoing general maintenance and servicing on light vehicles and small plant items.


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7. EMERGENCY MANAGEMENT Council staff have been diverted from regular duties to provide support services for the recovery phase of the Bushfire emergency declared under Section 44 of the Rural Fires Act 1997, the local flood damage from December and January rains, and the preparation / response phase of the COVID19 emergency. Council’s Local Emergency Management Officer (LEMO) function has been performed by Council’s Technical Support Coordinator, Cameron MacLachlan. This position supports the Local Emergency Operations Controller (LEOCON) by coordinating all supporting agency activity through the Emergency Operations Centre (EOC), Local Emergency Management Committee (LEMC), and smaller ad-hoc working groups. Council has secured funding for a temporary (12-month) position of Community Recovery Officer. This position will focus on developing GISC resilience, preparation, and recovery plans whilst ensuring integration with key organisations and community stakeholders.

Bushfire Recovery: Council’s internal Recovery Committee, under the leadership of the General Manager, was fully engaged with Regional Recovery Committees under the Disaster Recovery Office. Council Directors and key staff were members of Regional Recovery Committees which provided a higher-level view of regional and state activities and initiatives. Lang O’Rourke contractors are progressing their work in Wytaliba; the work is approximately 50% complete. LEMO and Council Finance’s focus is on recovering payments from NSW Rural Fire Service (RFS) and addressing lessons identified for both response and recovery phases through the LEMC. Flood Recovery: The heavy rains during December 2019 and January 2020 caused significant damage to the unsealed road network. Initial repairs to Old Grafton Road from the Mann River to Henry River were completed. Council staff have consulted with state recovery organisations and secured state funding for further improvements to this road. COVID19: LEMO and Manex have been tracking the developing pandemic since January. An internal working group, under the leadership of the General Manager, reviewed and activated Council’s Pandemic Business Continuity Plan (BCP). The LEMO has been supporting the LEOCON’s COVID19 working group: formed of key members from the LEMC. Formalised meetings and reporting chains have been activated. The main activity has focused on encouraging engagement and information sharing between LEMC organisations and the community as it transitions into a phase of recovery and relaxation of Public Health Orders.


Maintenance of Council’s infrastructure assets is in accordance with risk management policies, plans and procedures, including the adopted Schedule of Unsealed Maintained Roads.


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(c) Social Implications Asset maintenance and renewal work is performed to manage public hazards and asset performance. Where feasible, maintenance and renewal activities are scheduled to minimise social impacts.

(d) Environmental Implications Capital works are designed, and operational staff members have received training to assess and minimise the environmental impact of work activities.

(e) Economic/Asset Management Implications Works are scheduled to fully utilise all funds allocated to capital and maintenance projects, to maximise the value of Council’s infrastructure assets at year end.

CONCLUSION The statistics provided in this report provides information to Council on the key activities undertaken within Council’s Infrastructure Services Directorate for the month of May 2020.

RECOMMENDATION



Page 206

8 NOTICE OF MOTIONS/RESCISSION/QUESTIONS WITH NOTICE


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9 CORRESPONDENCE, MINUTES, PRESS RELEASES

9.1 Status Report regarding Councillor Enquiries REPORT FROM: GENERAL MANAGER’S OFFICE Author: Debbie Duffell - Executive Assistant

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Reporting. PURPOSE The purpose of this report is to provide an update regarding the status of Councillor enquiries. BACKGROUND Following the adoption of the Councillor Access to Staff and Premises Policy in October 2018, Councillors are required to lodge their enquiries with the General Manager on the Councillors’ Enquiry Form.


Council’s Operational Plan and Budget sets out the capital projects and maintenance works to be undertaken during the Financial Year.


Financial considerations for each enquiry will be taken into consideration during the assessment/investigation process.

COMMENTARY

Shown below is the list of outstanding Councillors’ enquiries that have been received since the implementation of this procedure up until the end of May 2020:

Date Received

Councillor Enquiry Comments / Status

29/4/20 Cr C Sparks Entrance Signs – why were Councillors not notified? Why has Glen Innes Severn been negated? Costs

The Development, Planning and Regulatory Services Directorate: Monthly Report for April 2020 (included in the Business Paper for the May 2020 Ordinary Council Meeting) included information regarding the upgraded entrance signs.

Completed.

Note: Once matters have been reported to Council as being completed, they will be

removed from this list.


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In line with the Councillor Access to Staff and Premises Policy, Councillors are required to lodge enquiries on the Councillors’ Enquiry Form or the Councillors’ Request for Maintenance Form.




(e) Economic/Asset Management Implications There are no economic and/or asset implications arising from this report.

CONCLUSION The current status of the Councillors’ enquiries is documented above.

RECOMMENDATION



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9.2 Correspondence and Press Releases

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Jeff Carroll - Records Supervisor

ECM INDEXES Subject Index: CORPORATE MANAGEMENT: Reporting. PURPOSE The following reports, publications and press releases have been received and are available on request: Correspondence

• Australian Local Government Association - newsletter;

• Australian College of Nursing – International Nurses Day;

• Business in Glen – newsletter and eNews;

• Department of Social Services – Disability Information Hotline;

• Local Government NSW – newsletters and updates;

• Member for Northern Tablelands, Minister for Agriculture and Western New South Wales, The Hon. Adam Marshall - newsletters and media alerts;

• Office of Local Government – Minister’s message, circulars and COVID-19 updates;

• Women for Election Australia – webinar information.

Press Releases

• Essential Energy;

• Federal Member for New England, The Hon. Barnaby Joyce;

• Information and Privacy Commission;

• Local Government NSW;

• Member for Northern Tablelands, Minister for Agriculture and Western New South Wales, The Hon. Adam Marshall;

• National Bushfire Recovery Agency;

• North Coast Local Land Services.

Publications

• LG Focus – May 2020

All the above reports and press releases were sent by email to each Councillor for their information as they were received.

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9.3 Minutes of Council Community Committee Meetings for Information

REPORT FROM: CORPORATE AND COMMUNITY SERVICES Author: Jeff Carroll - Records Supervisor ANNEXURES Annexure A Glen Innes and District Sports Council - 9/03/20 Annexure B Glen Innes Severn Learning Centre Management Committee -

20/03/20 ECM INDEXES Subject Index: GOVERNANCE: Committees of Council PURPOSE The minutes listed as annexures above have been received from committees of Council for the information of Council.

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10 REPORTS FROM DELEGATES

10.1 Reports from Delegates REPORT FROM: GENERAL MANAGER’S OFFICE Author: Debbie Duffell - Executive Assistant ANNEXURES There are no annexures to this report.

ECM INDEXES Subject Index: GOVERNANCE: Committees of Council PURPOSE As a result of the COVID-19 restrictions, Section 355 Community Committees of Council were requested to cancel their meetings during May 2020.

Name of Committee Councillor Delegate(s) Date

Australian Standing Stones Management Board meeting (replaced with email report and exchange)

Cr Price, Cr Toms 20/5/20

The following is a list of meetings and functions attended by Councillors during May 2020:

Name of Councillor Name of Meeting / Function Date

attended

Cr Sparks (Mayor) LEOCON Teams meeting 5/5/20

Primary Health Network (PHN) Webinar 5/5/20

Local Government NSW (LGNSW) Webinar 6/5/20

Community Drug Action Team (CDAT) Zoom meeting

6/5/20

Radio 2NZ with Monte and the General Manager 7/5/20

LGNSW Planning Webinar 11/5/20

Interview with Ellen Fanning, The Drum, ABC 11/5/20

LEOCON Teams meeting 12/5/20

LGNSW Jodie McKay 18/5/20

Meeting with the General Manager 19/5/20

Adam Marshall, MP – Saleyards, Wind Turbine Blade and Pods arrival

20/5/20

Radio 2NZ with Monte and the General Manager 21/5/20

New England Joint Organisation meeting 21/5/20


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Name of Councillor Name of Meeting / Function Date

attended

Arts North West AGM 22/5/20

Local Government Strengthening Resilience 26/5/20

Postvention Committee 26/5/20

LGNSW Webinar Rob Stokes

Office of Local Government (OLG) Webinar Matt Kean

26/5/20

OLG Webinar 27/5/20

White Rock Wind Farm Funding 28/5/20

Pre-meeting Briefing Session 28/5/20

Ordinary Council Meeting 28/5/20

Wytaliba Meeting with the Billabong Club, Tamworth Mental Health Support Group with Joe Miller and Professor Kim Usher

29/5/20

Interview with ABC regarding bushfire recovery 29/5/20

Cr Frendon Pre-meeting Briefing Session 28/5/20


Cr Price GLENRAC 15/5/20


Cr Smith Ordinary Council Meeting 28/5/20

Cr Toms Australian Standing Stones Management Board meeting (replaced with email report and exchange)

20/520

Ordinary Council meeting 28/5/20

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11 MATTERS OF AN URGENT NATURE

12 CONFIDENTIAL MATTERS