Brewarrina Shire Council

BREWARRINA SHIRE COUNCIL
2007/2011
MANAGEMENT PLAN

Updated: 3/01/2012 Page 1 of 102 Management Plan 2007-2011

BREWARRINA SHIRE COUNCIL’S VISION

INTO THE FUTURE

“ ENSURING OUR CONTINUED FOCUS IS TO SERVE THE COMMUNITY, DIRECTED TOWARDS:

SEIZING OPPORTUNITIES TO BUILD ECOMOMIC AND SOCIAL CAPITAL
IMPROVING THE SUSTAINABILITY OF OUR COMMUNITY
MANAGING INFRASTRUCTURE TO SERVE THE COMMUNITY
PRESERVING OUR HERITAGE FOR OUR CHILDREN.
LEADING ADVOCACY ON BEHALF OF THE COMMUNITY
ENSURING A CONTINUING FOCUS ON CUSTOMER SERVICE”

OUR MISSION STATEMENT

“WE WILL PURSUE OUR PURPOSE THROUGH:

THE LEVYING OF AN EQUITABLE RATING SYSTEM
PROVIDING AND FOSTERING LOCAL EMPLOYMENT AND INVESTMENT OPPORTUNITIES
ENCOURAGING TOURISM THROUGH FACILITATING DEVELOPMENT & PROMOTION OF ATTRACTIONS
SUPPORTING LOCAL BUSINESSES
LEADING THE DEVELOPMENT OF LOCAL SOCIAL INFRASTRUCTURE
MANAGING THE ENVIRONMENT WISELY THROUGH APPROPRIATE REGULATION, AND LEADING BY EXAMPLE
CONTINUING TO PROVIDE AND MAINTAIN PHYSICAL SERVICE INFRASTRUCTURE AT SUSTAINABLE LEVELS
DELIVERING SERVICES THROUGH AGENCY ARRANGEMENTS WHEN IN THE BEST INTERESTS OF OUR COMMUNITY
ACTIVELY ASSISTING THE COMMUNITY TO IDENTIFY AND PRESERVE COMPONENTS OF OUR INDIGENOUS AND PIONEERING HERITAGE
PROVIDING EFFECTIVE TRAINING AND DEVELOPMENT OPPORTUNITIES TO ENABLE STAFF TO ACHIEVE EXCELLENCE AND DELIVER SERVICE BASED ON “BEST VALUE PRINCIPLES”

MAYOR’S MESSAGE

It is again time for Council to think about future and learn from our past experience to development Plan for program which benefits our community. To do this we must work together as a united community. This year Council will move ahead with new determination after resolving major issues which have consumed alot of Council resources in the last two years. These are the Brewarrina Levee case and the Public Inquiry into Brewarrina Shire Council.

The Management Plan has considered each of our strategic aims in the light of its environmental, social, economic and governance impact. Most of the proposals combine a number of these considerations but some of them may address one only. The objective is to apply continuous improvement principals to the provision of services. However, this can only be achieved with many people who are thinking of the ways they can do things better to serve the community and working toward achieving the goals they set for the immediate future and for the longer term.

Of course, the dilemma is that Council cannot achieve all objectives at once due to funding constraints. There are priorities to be set and community expectations cannot always be met in a time frame which is acceptable to everybody. That is the main reason we need to think and act strategically. It is of the utmost importance that we all accept the reality of financial, human resource and time limitations but plan for the most practical outcomes which provide the best results for the most people.

The Management Plan is a living document which needs to be modified and changed with time. It sets out in very simple terms our strategic aspirations and pathways to achieving them.

I congratulate the Council staff members who were involved in the preparation of the Management Plan and supported the philosophy of continual improvement and total quality assurance principles in accomplishment of the satisfaction outcome for the collective community needs.

To my fellow Councillors of Brewarrina Shire Council, I extend my personal thanks for their untiring efforts to enhance the standards of community infrastructure and amenities and for their time and activities which give Brewarrina Shire its reputation as the desirable location to live and work in.

Clr. Edward Simpson

Mayor

EXECUTIVE SUMMARY

The last year has been very critical with regard to Council’s decision making which included Council’s decision not to continue with the Appeal to the High Court, but accepting the NSW Supreme Court’s judgment. To implement the recommendations of the Public Inquiry into the Brewarrina Shire Council it was necessary for Council to redirect a substantial amount of management resources. Council also adopted a much flatter Management Structure and was able to fill all senior positions.

Council is to use the Management Plan as one of the tools at its disposal, to seek clear direction from the stake holders within the Brewarrina Shire Council, to develop programs to deliver services to the community in an efficient and effective way.

The Brewarrina Shire Council Public Inquiry has placed an additional strain on staff resources especially with the high turnover of senior staff members. Council employed some Contract staff to cover this shortcoming. Council restructured its management by flattening out the management structure, implemented some major reforms in its policy development area and has re-engineered some policies and procedures.

Council Staff have worked tirelessly and smartly to complete several major projects including the sealed road from Brewarrina to Weilmoringle and the Goodooga township to the Aerodrome Road (Brenda Road). The year 2006-07 has been the year when Council refined its philosophy of community participation by encouraging community groups to provide input into Council’s decision making.

Council has laid the foundation this year to commence the process of establishing our "Brewarrina Shire Strategic Plan" for 10 years. This plan will ideally establish some long term goals and strategies to enable Council to work towards guiding the growth and development of the Brewarrina Shire Local Government area in a manner that is desired on the whole by our community. Council revisited and revised the Social Plan and State of Environments Report to comply with the Local Government Legislative requirements.

The Management Plan is required to be placed on public exhibition for at least 28 days and consideration given to any submissions received before it is adopted in its final form by Council. I invite interested residents to express their views in respect of the whole Management Plan, especially bearing in mind the nature of some of the strategic issues identified in this document.

The Management Plan includes a Revenue Policy, which comprises the annual budget, fees and charges schedules and policies concerning rates, fees and charges. As indicated in previous Management Plans, it is necessary for the Management Plan to continue to be reviewed annually, thus ensuring that the direction established by Council on behalf of the community is appropriate and is not in need of fine tuning or alteration The Management Plan is not intended to be a static statement of purpose; it is a living document, which needs to reviewed regularly depending upon the circumstances that exist from time to time.

The review of the Management Plan will allow an evaluation of progress to be made in the implementation of Action Plans and the achievement of specified performance targets. This will be undertaken as part of the Council's annual budget preparation process and the quarterly review of the implementation of the Management Plan.

Comments are sought to assist Council in finalizing the plan and should be submitted in writing to the General Manager by Thursday 22nd June 2007.

Sunil Prakash.

General Manager

Brewarrina Shire CouncilPO Box 125, Brewarrina NSW 2839

BREWARRINA SHIRE COUNCIL’S VISION

INTO THE FUTURE

OUR MISSION STATEMENT

MAYOR’S MESSAGE

EXECUTIVE SUMMARY

CONTENTS

ORGANISATIONAL STRUCTURE

COMMUNITY PROFILE

COUNCILLORS AND SENIOR STAFF

MASTER PROGRAMME FUNDING SUMMARY – GENERAL FUND

MASTER PROGRAMME FUNDING SUMMARY – WATER FUND

MASTER PROGRAMME FUNDING SUMMARY – SEWER FUND

SCHEDULE OF FEES AND CHARGES-refer to appendix

PROPOSED 10 YEAR PLANT REPLACEMENT PROGRAMME

INFRASTRUCTURE OWNERSHIP AND OPERATION

SUB - PROGRAMME: - AIR TRANSPORTATION

SUB - PROGRAMME: - LAND TRANSPORTATION RURAL

SUB - PROGRAMME: - LAND TRANSPORTATION URBAN AND DESIGN

SUB - PROGRAMME: - WATER SUPPLY to Brewarrina and Goodooga

SUB - PROGRAMME: - SEWERAGE SERVICES to Brewarrina and Goodooga

SUB-PROGRAMME:- LEVEE BANK

SUB-PROGRAMME:- Cemetery

COMMUNITY SUPPORT

INFRASTRUCTURE OWNERSHIPAND OPERATION

SUB - PROGRAMME: - Caravan Park

SUB - PROGRAMME: -Tourist Information Centre and Regional Museum

SUB - PROGRAMME: - Medical Centre, doctors house and pharmacy

SUB - PROGRAMME: - Staff Housing

NATURAL RESOURCE

AND ENVIRONMENTAL

MANAGEMENT AND PROTECTION

SUB-PROGRAMME:- Strategic Town PLANNING

SUB-PROGRAMME:- ENVIRONMENTAL PLANNING and Heritage Control

SUB-PROGRAMME:- Pollution and Waste Management.

SUB-PROGRAMME :- Storm Water Management.

SUB-PROGRAMME:- Public Health prOtection programme

SUB-PROGRAMME:- BUILDING CONTROL

SUB-PROGRAMME: ANIMAL AND LITTER CONTROL

SUB-PROGRAMME: WEED CONTROL

SUB-PROGRAMME:- EMERGENCY SERVICES

PROVISION OF COMMUNITY SERVICES

SUB-PROGRAMME; - PROVISION Indoor leisure and community facility.

SUB-PROGRAMME; - Provision of active and passive open space

SUB-PROGRAMME: - LIBRARY SERVICES

SUB-PROGRAMME: - Sister City Relationship.

SUB-PROGRAMME – SOCIAL SERVICES SPONSORSHIP AND DELIVERY

SUB-PROGRAMME – SPONSORSHIP AND DELIVERY Youth programme

SUB-PROGRAMME – SOCIAL PLAN DEVELOPMENT AND DELIVERY

FACILITATION OF ECONOMIC DEVELOPMENT

SUB-PROGRAMME – Infrastructure and Industry

SUB-PROGRAMME – Tourism Promotion

SUB-PROGRAMME – Business Support and Main Street.

BUSINESS UNDERTAKINGS

SUB-PROGRAMME: -Plant operation and Private Works.

CORPORATE SUPPORT

SUB-PROGRAMME:- FINANCIAL CONTROL

SUB-PROGRAMME:- REVENUE COLLECTION

SUB-PROGRAMME:- ADMINISTRATION INCLUDING GOVERNANCE and CIVIC ACTIVITIES

SUB-PROGRAMME:- CORPORATE PLANNING.

STATEMENT OF REVENUE POLICY & OTHER EXPLANTAORY NOTES

STATE OF ENVIRONMENT REPORT

EQUAL OPPORTUNITY PLAN (EEO)

COMMERCIAL ACTIVITIES

WORKS ON PRIVATE LAND.

PROPOSED PROPERTY DISPOSAL

Appendix

DEVELOPMENT APPLICATIONS

SECTION 1

SECTION 2

Advertising

SECTION 3

SECTION 4

SECTION 5

SECTION 6

SECTION 7

SECTION 8

CONSTRUCTION CERTIFICATES

ORGANISATIONAL STRUCTURE

30th March 2007

Updated: 3/01/2012 Page 1 of 102 Management Plan 2007-2011

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Brewarrina Shire Council

COMMUNITY PROFILE

The Shire of Brewarrina, is located in the Outback region of NSW along the banks of the Barwon and DarlingRivers, and covers an area of 19,155 square kilometres in the north-west of New South Wales, with the northern border of the Shire also the southern border of Queensland. The Shire of Bourke lies to the west of Brewarrina, and the Shire of Walgett to the east. The nearest major population and regional centre is the city of Dubbo, approximately 400 kms south-east of BrewarrinaTown. .The estimated population of Brewarrina Shire in 2001 was 2060 persons (based on 2001 census)

The Town of Brewarrina, on the BarwonRiver, is the main population centre in the Shire, with two Aboriginal reserves, West Brewarrina and Barwon 4 within the town. The population of BrewarrinaTown represents about 55% of the total population of the Brewarrina Shire Local Government Area.

In addition to BrewarrinaTown, there are four other population centres within the Brewarrina Shire. The largest is the Village of Goodooga in the north-east of the shire with a population of approx. 375 (2001). Not far from Goodooga on the north-east border of the shire is the Village of New Angledool with an estimated population of approx. 40(2001). A further community of 65 persons(2001) lives at Weilmoringle in the north-west of the shire, whilst a small fluctuating settlement of between 10-40 persons live at the village of Gongolgon 45km south of Brewarrina Town. There is an estimated population of between 400-500 persons living on rural properties (ABS source)

Brewarrina Shire covers approx. 2.4% of the total land area of NSW and contains less then 0.036% of the total population, with one person for every 8.7 sq. kms. This is compared to Sydney which covers 1.5 % (12,407 sq. kms) of the total area of NSW, and contains 62% of the total population.

The estimated population of Brewarrina, based on the latest available statistics(2001), is approx. 2060 persons, located in Brewarrina Town, Goodooga and various rural locations.(including Weilmoringle , New Angledool,Gongolgon and Barwon Aboriginal reserve).

The Shire has a steadily declining population over past seven Census counts, with a decline of 204 persons since 1991(9.0%).The majority of the population of Brewarrina is younger than 45 years of age(72.9%) , with one third younger than 15 years.

A greater proportion of these younger people are amongst the Indigenous population.

In 2001, the Aboriginal people constituted the majority in each population grouping within the Shire with the exception of the Rural locations, with a total population of 1103 .This is the same situation in 2006.The Aboriginal population of the Shire has increased over the past ten years, as shown in the last three Census counts, with an of increase 163 (17.3%) between 1991 and 2001, and represents 53.5 % of the population as at the time of the 2001 census.

COUNCILLORS AND SENIOR STAFF

Clr. Ted SIMPSON - Mayor

Clr. Matthew SLACKSMITH - Deputy Mayor

Clr. John BURKE / Clr. Mark BROWN
Clr. Angus GEDDES / Clr. Stephen GORDON
Clr. Clare KESBY / Clr. Stan KIRBY
Clr. Ron MASON / Clr Jenny McLELLAN AM
Clr. Wayne NEALE / Clr. Wulf REICHLER
General Manager / Mr Sunil PRAKASH
Group Manager Engineering Services / Mr Suneil ADHIKARI
Manager Finance / Mrs Linda HUTCHINSON
Group Manager Corporate & Community Services / Mr John KEENAN
Manager Tourism & Economic Development / Mrs Fran CARTER
Manager Public Health / Mr Francois VAN DER BERG

MASTER PROGRAMME FUNDING SUMMARY – GENERAL FUND

INCOME / 2006/07 / 2006/07 / 2007/08 / 2008/09 / 2009/10 / EXPENDITURE / 2006/07 / 2006/07 / 2007/08 / 2008/09 / 2009/10
Original / March / Estimates / Estimates / Estimates / Original / March / Estimates / Estimates / Estimates
Estimates / Review / Estimates / Review
General Purpose Revenues / 2,011,495 / 2,040,383 / 2,070,992 / 2,112,412 / 2,154,660
Governance / 500 / 1,200 / 1,000 / 1,020 / 1,040 / Governance / 385,680 / 418,744 / 390,900 / 408,691 / 397,168
Administration / 45,625 / 60,879 / 52,650 / 53,703 / 54,777 / Administration / 536,751 / 395,325 / 479,768 / 493,700 / 508,205
Public Order & Safety / 8,350 / 27,905 / 15,110 / 15,412 / 15,720 / Public Order & Safety / 172,470 / 240,664 / 202,726 / 206,781 / 210,916
Health / 62,081 / 63,332 / 62,196 / 63,440 / 64,709 / Health / 162,995 / 185,983 / 180,360 / 173,767 / 177,243
Community Services & Education / 218,849 / 240,708 / 167,119 / 148,021 / 150,982 / Community Services & Education / 272,537 / 287,559 / 212,017 / 180,965 / 184,585
Housing & Community Amenities / 325,968 / 376,923 / 376,845 / 330,832 / 337,449 / Housing & Community Amenities / 655,816 / 749,476 / 614,166 / 530,966 / 534,221
Recreation & Culture / 22,701 / 28,701 / 51,940 / 30,090 / 30,692 / Recreation & Culture / 699,595 / 702,733 / 682,603 / 617,715 / 630,069
Building Control / 8,000 / 4,000 / 3,600 / 3,672 / 3,745 / Building Control / 30,000 / 28,000 / 22,500 / 22,950 / 23,409
Transport & Communication / 3,266,915 / 5,091,995 / 3,326,269 / 3,392,794 / 3,460,650 / Transport & Communication / 3,468,670 / 5,248,155 / 3,504,313 / 3,569,405 / 3,640,558
Business Affairs / 162,500 / 99,592 / 96,500 / 98,430 / 100,399 / Business Affairs / 423,340 / 359,536 / 455,796 / 464,509 / 473,435
Sub-Total / 6,132,984 / 8,035,618 / 6,224,221 / 6,249,827 / 6,374,823 / Sub-Total / 6,807,854 / 8,616,175 / 6,745,149 / 6,669,449 / 6,779,808
Capital Income / 598,315 / 867,862 / 411,364 / 76,764 / 76,701 / Capital Expenditure / 1,195,945 / 1,489,279 / 1,103,985 / 599,971 / 607,349
TOTAL INCOME / 6,731,299 / 8,903,480 / 6,635,585 / 6,326,591 / 6,451,524 / TOTAL EXPENDITURE / 8,003,799 / 10,105,454 / 7,849,134 / 7,269,420 / 7,387,157
GENERAL FUND
Operating Result / (674,870) / (580,557) / (520,928) / (419,622) / (404,984)
Depreciation Add Back / 1,224,500 / 1,224,500 / 1,191,170 / 1,214,993 / 1,239,293
Capital Result / (597,630) / (621,417) / (692,621) / (523,207) / (530,648)
Result for Year Excluding Depreciation / (48,000) / 22,526 / (22,379) / 272,164 / 303,661
Working Funds Balance B/Fwd from previous year / (92,847) / 195,667 / 218,193 / 195,814 / 467,978
Estimated Working Funds as at 30 June / (140,847) / 218,193 / 195,814 / 467,978 / 771,639

MASTER PROGRAMME FUNDING SUMMARY – WATER FUND

MASTER PROGRAMME FUNDING SUMMARY – SEWER FUND

SCHEDULE OF FEES AND CHARGES-refer to appendix

The Schedule of Fees & Charges is attached to the back of this document.

PROPOSED 10 YEAR PLANT REPLACEMENT PROGRAMME

Plant No. / Description / Purchase Date / Purchase Price / Km/Hrs @ 29/4/07 / Approx. Km/Hrs P.A. / Replace 2007/2008 / Replace 2008/2009 / Replace 2009/2010 / Replace 2010/2011 / Replace 2011/2012 / Replace 2012/2013 / Replace 2013/2014 / Replace 2014/2015 / Replace 2015/2016
001-011 / (6) Staff Vehicles - Office / 55,000 / 45,000 / 35,000 / 65,000 / 65,000 / 50,000 / 50,000 / 65,000 / 30,000
(16) Utilities - Field Staff / 100,000 / 60,000 / 90,000 / 75,000 / 75,000 / 60,000 / 90,000 / 75,000 / 95,000
105 / Nissan UD Prime Mover / 1993 / 110000 / 662387 / 50000 / 210,000
106 / Nissan UD Prime Mover / 1995 / 126720 / 464118 / 50000 / 210,000
108 / Kenworth Prime Mover / 135829 / 258983 / 60000 / 250,000
120 / Toyota Dyna Mini-mix / 8/06/1987 / 23750 / 133558
121 / Diahatsu Delta Tipper - Parks / 2001 / 37900 / 77195 / 600 / 30,000
122 / Isuzu - Jetpatcher Truck / 1993 / 78900 / 219647 / 12000 / 284,000
Jetpatcher Unit / 2000 / 54600
125 / Isuzu - Workshop / 1995 / 55400 / 650 / 10,000 / 40,000
128 / Toyota Dyna (Sewer) / 2004 / 32875 / 33850 / 7500 / 30,000
127 / Isuzu - Bridge Gang / 1997 / 94720 / 151433 / 20000 / 70,000
129 / Toyota Dyna (Town Maintenance) / 2004 / 32723 / 45774 / 20000 / 30,000
130 / Mitsubishi Crew Cab Tipper / 29/03/2005 / 129210 / 22681 / 10000
133 / Ford Trader - Goodooga / 1997 / 40825 / 77416 / 7500 / 40,000
205 / 16G Grader / S/H1986 / 199000 / 3129 / 1500
208 / 140G Grader / 1995 / 253000 / 12844 / 1600 / 150,000
209 / 140G Grader / 1995 / 259000 / 11448 / 1600 / 150,000
211 / 14H Grader / 1999 / 311200 / 7442 / 1300 / 150,000
330 / Case 621B Loader / 30/12/1997 / 173000 / 500 / 190,000
332 / Cat 962 Loader / 4/08/2005 / 330000 / 2015 / 1500 / 300,000
410 / Haulmark Side Tipper A / 70,000
411 / Haulmark Side Tipper B / 70,000
540 / S/P Multipac Padfoot Roller / 1997 / 127000 / 600 / 150,000
547 / S/P Rubber Tyred Roller / 11/08/2005 / 143481 / 1356 / 500
551 / Grid Roller / 1979 / 10
552 / Grid Roller / 1987 / 7000 / 200 / 50,000
555 / Drawn Vivbrating Roller / 1981 / 16400
557 / Mini Trench Roller / 1987 / 30,000
558 / Pohlner Roller attached to Grader / 1993 / 20000
645 / Case Skid Steer Loader / 4/12/2000 / 58700 / 2168 / 300 / 50,000
640 / Caterpillar Backhoe - Bre / 2007 / 177 / 300 / 125,000
644 / Case 580D Backhoe - Gdga / 24/01/2005 / 127758 / 2164 / 400 / 100,000
650 / Iseki Mower / 8/06/2006 / 41938 / 45,000
651 / John Deere Mower / 9/11/2000 / 28840 / 706 ? / 500
652 / Deutz Tractor / 2000 / 28560 / 5407.69 / 300 / 50,000
653 / John Deere Tractor (Gdga) / 10/10/2003 / 47309 / 680
721 / Low Loader / 31/12/1982 / 30955 / 90,000
722 / Shanks Side Tipper / 5/03/1999 / 62990 / 50,000
724 / Tanker Trailer 21 000 litre / 13/12/1988 / 13899 / 30,000
727 / O'Phee Dolly / 31/12/1987 / 15392 / 10,000
730 / Tipper Trailer / 15/06/1995 / 36000 / 85,000
731 / Tipper Trailer / 16/06/1995 / 36000 / 90,000
Portable Traffic Signals / 30,000
Slasher / 10,000
Ingersoll Rand Compressor / $10,000
Total / 485,000 / 560,000 / 535,000 / 574,000 / 530,000 / 470,000 / 470,000 / 415,000 / 430,000

CORE SERVICE PROVISION

THROUGH

INFRASTRUCTURE OWNERSHIP AND OPERATION

CORE

SERVICE PROVISION
THROUGH
INFRASTRUCTURE
OWNERSHIP AND OPERATION / As a rurally based Council, Brewarrina Shire sees one of its major roles to be the provision of services through the ownership and efficient operation of community assets. In this relatively small economy, not only are there no local private enterprise alternatives to major service delivery functions, but maximising the circulation of community funds in the local economy through locally based labour resources is crucial to the survival of the community itself.
Council has the opportunity through contract agreements with the Roads and Traffic Authority (RTA) to secure both employment and a broader economic benefit for the local community through undertaking road maintenance and construction on behalf of the Authority. To remain in this role Council has to continue to gain efficiency within the organisation to retain a competitive advantage over private enterprise, based outside the Shire, capable of providing similar services
Benchmarking, or comparing organisational performance against industry norms and best practice methods, will be increasingly implemented to measure efficiency gains in operational and administrative functions.

PROGRAMME: - CORE SERVICE PROVISION THROUGH INFRASTRUCTURE

SUB - PROGRAMME: - AIR TRANSPORTATION

PURPOSE OF SUB-PROGRAMME: Provide effective and efficient air transportationlanding and take off facilities which meets the community based needs and commercial needs at costs which stakeholders are able to pay.

Sub-Programme Goals (Year 2007-2011) / KEY PERFORMANCE INDICATORS.2007/08
Maintain general condition of assets. Provide air transport infrastructure which cater for emergency needs of the community.

Maintain Brewarrina Aerodrome within certification conditions.
Maintain Goodooga Aerodrome within licence conditions.
Maintain Weilmoringle Aerodrome as a landing and take off strip.
Seal Brenda Road from Goodooga to Airport 2007.

The Brewarrina aerodrome is inspected twice weekly.
The Goodooga aerodrome is inspected once weekly.
The Weilmoringle aerodrome is inspected twice yearly.
Minimum of 4.5km of Brenda Road is sealed between GoodoogaVillage and Aerodrome.

HALF YEAR PROGRESS / PERFORMANCE INDICATOR ACHIEVED / GENERAL COMMENTS

SUB-PROGRAMME RESPONSIBILITY: Technical Services