Agenda Ordinary Meeting of Council

AGENDA
Ordinary Meeting of Council

_______________________________
9:30am Wednesday 24 June 2020
VENUE:
Council Chambers
Yarriambiack Shire Council
34 Lyle Street, Warracknabeal Vic 3393
Next Meeting
Wednesday 22 July 2020
Copies of the Yarriambiack Shire Council’s Agendas and Minutes
can be obtained online at www.yarriambiack.vic.gov.au
Agenda
OUR VISION:
In consultation with our community, Yarriambiack Shire Council aims to provide a viable,
sustainable and vibrant future.
OUR VALUES:
Customer Service
• treat our customers with courtesy and respect
• lead and develop leadership within our community
• constantly strive to improve our services
• forge closer relationships with customers
• investigate matters thoroughly and objectively and keep our customers informed,
in plain language, about the process and outcome
• treat people fairly, with respect and have proper regard for their rights
• make decisions lawfully, fairly, impartially and in the public interest
• we are honest, trustworthy, reliable, transparent and accountable in our dealings
• we are careful, conscientious and diligent
• use public resources economically and efficiently
• actively pursue positive outcomes for the community
CONTINUOUS IMPROVEMENT:
Continuous Improvement We drive continuous and sustainable improvement in service

provision, operational efficiency and stakeholder relations to create a leading organisation.
AGENDA Ordinary Meeting of Council

Issue Date: 24 June 2020 Page 2/ 329
Agenda
Contents
1. WELCOME .................................................................................................. 5
2. ACKNOWLEDGEMENT & PRAYER................................................................ 5
3. PRESENT ................................................................................................... 5
4. APOLOGIES OR REQUEST FOR LEAVE OF ABSENCE .................................... 5
5. CONFIRMATION OF MINUTES .................................................................... 5
6. DECLARATION OF CONFLICT OF INTEREST ............................................. 10
7. BUSINESS ARISING ................................................................................ 11
7.1 Ongoing and Pending Action List ............................................................... 11
8. PETITIONS .............................................................................................. 11
9. CORRESPONDENCE.................................................................................. 11
10. SPECIAL COMMITTEES ............................................................................ 12
10.1 Audit and Risk Committee ..................................................................... 12
10.2 Woomelang Retirement Units General Meeting Minutes ............................. 16
10.3 Murtoa Progress Association Committee Meeting Minutes .......................... 20
11. ACTIVITY REPORTS ................................................................................. 24
11.1 Mayor’s Report - Prepared by Graeme Massey ....................................... 24
11.2 Councillor’s Reports .............................................................................. 25
11.3 Chief Executive Officer Report - Prepared by Jessie Holmes ..................... 27
11.4 Director of Assets and Operations - Prepared by Mick Evans .................... 28
11.5 Director community Development and Wellbeing - Prepared by Gavin Blinman
......................................................................................................... 31
11.6 Director Business Strategy and Performance - Prepared by Tammy Smith . 37
12. REPORTS FOR DECISION ......................................................................... 39
12.1 Finance Report May - Prepared by Anita McFarlane ................................ 39
12.2 Revenue Report - Prepared by Chantelle Pitt ......................................... 49
12.3 Capital Works Program 2019/2020 (June) - Prepared by Joel Turner ........ 54
12.4 Permits issued by Council - June 2020 .................................................. 63
12.5 Adoption of 2020/2021 Budget and Declaration of Rates and Charges –
prepared by Anita McFarlane ............................................................................. 64
12.6 Affixing Council Seal to National Australia Bank Document - Prepared by Anita
McFarlane ..................................................................................................... 135
12.7 Council Expense Policy - Prepared by Tammy Smith ............................. 142
12.8 Information Communication Technology Acceptable Use Policy - Prepared by
Tammy Smith ................................................................................................ 154
12.9 Rescind Community Assets Policy 2006 - Prepared by Gavin Blinman ..... 170
12.10 Rescind Housing Policy 1998 - Prepared by Gavin Blinman .................... 177

Agenda
12.11 Recommendation to Lease Lot 40 at Woomelang, Cronomby Tanks - Prepared

by Gavin Blinman ........................................................................................... 184
12.12 Leases and Licences Policy 2020 - Prepared by Gavin Blinman .............. 188
12.13 Sport and Recreation Victoria Funding - Prepared by Gavin Blinman ....... 208
12.14 Council Plan revised 2020 and Strategic Resource Plan 2020-2024 - Prepared
by Jessie Holmes............................................................................................ 210
12.15 Local Government Inspectorate Action Plan. June Quarterly update - prepared
by Jessie Holmes............................................................................................ 252
12.16 Federal Local Roads and Community Infrastructure Program - Prepared by
Jessie Holmes ................................................................................................ 268
12.17 Customer Satisfaction Survey 2019 - Prepared by Jessie Holmes ........... 270
12.18 Permit application to keep more than the allowed number of animals (3 x dogs)
- Prepared by Craig Byron .............................................................................. 325
12.19 Proposed Parish Boundary Change - Prepared by Nathan McLean ........... 327
13. OTHER BUSINESS .................................................................................. 329
13.1 Resignation under Section 35 1 (c) of Councillor Helen Ballentine. ................ 329
14. CLOSED SESSION - Reports for Decision ............................................. 329
15. Next Meeting ......................................................................................... 329

Agenda
1. WELCOME
2. ACKNOWLEDGEMENT & PRAYER

Cr G Massey opened the meeting at 9:30am by acknowledging the Indigenous Community
and offering the opening prayer.
Acknowledging Traditional Owners

‘I would like to acknowledge that this meeting is being held on the traditional lands of the
Wotjobaluk, Jaadwa, Jadawadjali, Wergaia and Jupagulk people, and I pay respects to
their Elders, both past, present and emerging’
Prayer
Almighty God, without whom no Council can stand nor anything prosper we ask that you
be present and guide us in our deliberations today. We pray that we will be fair in our
judgements and wise in our actions and that decisions will be made with goodwill and a
clear conscience for the betterment and welfare of the people of Yarriambiack Shire.
Amen
3. PRESENT
4. APOLOGIES OR REQUEST FOR LEAVE OF ABSENCE

Nil
5. CONFIRMATION OF MINUTES
Minutes of the Ordinary Council Meeting of 27 May 2020
The following items were considered at the ordinary Council Meeting held on
Wednesday 27 May 2020
Recommendation:
That the minutes of the Ordinary Meeting of Council held on Wednesday 27 May 2020,
as circulated, be taken as read and confirmed.
13.1 Finance Report

Recommendation:
The Finance Report as at April 2020 be received. CARRIED
13.2 Revenue Report
Recommendation:
The Revenue Report as at May 2020 be received. CARRIED
13.3 Capital Works Program 2019/2020 May
Recommendation:
Agenda
The Capital Works Program 2019/2020 May 2020 be received. CARRIED

13.4 Permits Issued by Council - April
Recommendation:
The Permits issued by Council - April 2020 be received. CARRIED
13.5 Proposed Annual Budget 2020/2021

Recommendation:
That Council:
1. Accept that the proposed Annual Budget 2020/21, as presented be the proposed Budget
prepared by Council for the purposes of the Local Government Act 2020 and the Local
Government (Planning and Reporting) Regulations 2014.
2. Authorise the Chief Executive Officer to give public notice of the preparation of the
proposed Annual Budget 2020/21 in accordance with Section 94 of the Local Government
Act 2020, noting the dates for public notice are from Wednesday 27th May, 2020 to 23rd
June 2020.
3. Agree that subject to changes to the proposed Annual Budget 2020/21 after consideration
of all submissions, the proposed Annual Budget 2020/21 will be presented for adoption as
Council’s Annual Budget 2020/21, in accordance with Section 223 of the Local
Government Act 1989, at the Ordinary Council Meeting to be held on Wednesday 24th
June at 9.30am in the Council Chambers, 34 Lyle Street, Warracknabeal. CARRIED
13.6 Procurement Policy
Recommendation:
That:
a) Council adopt the revised Procurement Policy (Version 4).
b) Council note the Procurement Management Manual.
c) Council adopt the Authorised Delegations Listing as outlined in Annexure A of the
Procurement Policy as from 01 July 2020.
d) Council approve the delegation limit for Jessie Holmes, Chief Executive Officer as
$150,000 from 01 July 2020.
e) Council approve that the Director Business Strategy and Performance financial
delegation be effective immediately, as stated in Annexure A.
f) Council approve that the increased financial delegation for the Chief Executive Officer
due to COVID-19 cease as at 27 May 2020.
Section 7.3 - Threshold Margin to be removed. CARRIED
13.7 Complaints Handling Policy & Customer Service Charter
Recommendation:
That Council adopt the Complaints Handling Policy and the supporting Customer Service
Charter as attached to this report. CARRIED
13.8 Risk Reporting
Recommendation:
That Council accept the Risk Report presented as outlined in this report. CARRIED
13.9 Non Finance Performance Reporting

Agenda
Recommendation:
That Council accept the Non Finance Performance Reporting as attached. CARRIED
13.10 Rating and Revenue Strategy 2017-2021 and Supporting Policy

Recommendation:
That Council:
1. Adopt the revised Rating Strategy 2017-2021.
2. Adopt the Debt Management, Relief and Hardship Policy
3. Note the Financial Hardship Application Form and the Payment Agreement Request
Form. CARRIED
13.11 Public Interest Disclosure Policy and Procedures
Recommendation:
That Council adopt the Public Interest Disclosure Policy and Procedures as attached to this
report for recommendation with the addition of the Audit Chair as the person of contact in
section 4.3 CARRIED
13.12 Motor Vehicle Policy
Recommendation:
That Council:
a) Adopt the Motor Vehicle Policy which is to be reviewed every three years.
b) Approve the review of the Motor Vehicle Policy Appendix A by the Chief Executive
Officer annually. CARRIED
13.13 COVID-19 Hardship Policy
Recommendation:
That Council adopt the COVID-19 Financial Hardship Policy. CARRIED
13.14 S6 Delegations
Recommendation:
That Council adopt the S6 Instrument of Delegation for members of Staff as attached.
CARRIED
13.15 Return to Work Policy and Guidelines
Recommendation:
That Council adopt the revised Return to Work Policy and Guidelines as attached to this
report. CARRIED
13.16 Family Violence Management Policy
Recommendation:
That Council adopt the Family Violence Management Policy as attached to this report.
CARRIED

Agenda
13.17 Heavy Vehicle Safety and Productivity Programme (HVSPP) and Bridge
Renewal Programme (BRP) Grant Application
Recommendation:
That Council;
1. Approve the submission of an application under the Heavy Vehicle Safety and
Productivity Program and Bridge Renewal Program for projects listed in table above.
2. Approve the matching funding in the 2020/2021 Capital Works Budget for $ 644,000,
should the application be successful. CARRIED
13.18 Application for Funding 3 year old Kindergarten Program

Warracknabeal
Recommendation:
The recommendation to Council is:
1. Council notes that if successful in our application we have a potential increase in costs
in our 2020/21 budget in the Capital Program. The final costs to be worked on and
reported to council at the time of grant notification, expected to be August 2020.
2. Council works with the Department of Education and Training (DET) and the Victorian
School Building Authority (VSBA) to negotiate a reduction in costs for council where
possible. CARRIED

Agenda
Minutes of the Closed Council Meeting of 27 May 2020
The following items were considered at the Closed Council Meeting held on 27 May 2020
Recommendation:
That the minutes of the Closed Meeting of Council held on Wednesday 27 May 2020, as
circulated, be taken as read and confirmed.
15.1 Contract No C265-2020 Provision for Internal Audit Services

Recommendation:
That Council appoint RSD Audit Pty. Ltd. as our internal audit provider for a four-year
period commencing on 01 July 2020 and to conclude on 30 June 2024, with the option to
extend the contract for one year. CARRIED
15.2 Contract No C189-2015 Proposed Extension of kerbside Recyclable
Collection Service
Recommendation:
That Council extends Contract C189/2015 being the Kerbside Recyclable Collection
Service with Wimmera Mallee Waste, for a further one (1) years until 30th June 2021
under the same conditions as detailed in the original contract agreement with additional
cost associated with sorting and disposal of recyclables detailed above. CARRIED
15.3 Tenders awarded under CEO Covid financial delegations
Recommendation:
That Council note the two tenders awarded under the increased delegation limits.
CARRIED
15.4 MAV EC8310-2020 Small Tariff Sites and Public Lighting Tender
Recommendation:
That Council:
a) That Council accept the tender from ERM Power for the Supply of Unmetered
Public Lighting for the period 1st January 2021 to 1st January 2025.
b) That Council sign and seal the Contracts with Origin Energy for the Supply of
energy to small tariff sites for the period 1st January 2021 to 1st January 2024
CARRIED

Agenda
6. DECLARATION OF CONFLICT OF INTEREST

Pursuant to Sections 77, 78 and 79 of the Local Government Act 1989 direct and
indirect conflict of interest must be declared prior to debate on specific items within
the agenda; or in writing to the Chief Executive Officer before the meeting.
Declaration of indirect interests must also include the classification of the interest (in
circumstances where a Councillor has made a Declaration in writing, the classification
of the interest must still be declared at the meeting) ie;
a) Direct and indirect Interests

b) Indirect interest by close association
c) Indirect interest that is an indirect financial interest
d) Indirect interest because of conflicting duties
e) Indirect interest because of receipt of an applicable gift
f) Indirect interest as a consequence of becoming an interested party
g) Indirect interest because of an impact on residential amenity
A Councillor who has declared a conflict of interest, must leave the meeting and
remain outside the room while the matter is being considered, or any vote is taken.
Councillors are also encouraged to declare circumstances where there may be a

perceived conflict of interest.

Agenda
7. BUSINESS ARISING
7.1 Ongoing and Pending Action List
Council Recommendation Action Action Taken

meeting
27 May 2020 Advertise the Draft Budget Advertising took place
27 May 2020 HVSPP and BRP Applications to be Applications submitted.
submitted
27 May 2020 Letters of Appreciation for WEP Thank you cards sent.
8. PETITIONS
Nil
9. CORRESPONDENCE

Agenda
10. SPECIAL COMMITTEES
Recommendation:
That the minutes of the Audie and Risk Committee meeting held 25 August 2020, as
circulated, be taken as read and confirmed.
10.1 Audit and Risk Committee

MINUTES OF MEETING OF THE YARRIAMBIACK SHIRE COUNCIL AUDIT & RISK
COMMITTEE CONDUCTED AT THE MUNICIPAL OFFICE 34 LYLE STREET WARRACKNABEAL
AT 6.00PM ON MONDAY 25 MAY 2020
WELCOME – Welcome by James Gregson, Chairperson.

1) PRESENT – James Gregson, Diane Connolly, Martin Moynihan, Kylie Zanker, Jean
Wise, Jessie Holmes, Tammy Smith, Anita McFarlane, Daniel Brandon, Brad Ead
2) APOLOGIES – NIL
3) CONFLICT OF INTEREST – NIL
4) MINUTES
Minutes of previous meeting held on the 16th March 2020 confirmed.
Moved: Diane Connolly
Seconded: Martin Moynihan
5) BUSINESS ARISING FROM THE PREVIOUS MEETING
6.1 Past Issues Review – Cost Management and Heavy Vehicles
Internal audit report is attached in the Audit and Risk Committee Agenda dated 25
May 2020.
• Brad mentioned plant charge rates justification.
• Martin asked about financial reporting and if we will have the ability to report
detailed actual vs budget. Tammy described the new software packages being
implemented and the ability to create such reports in the Calxa Budget Software
package.
• Martin asked about plant list and previously reported missing equipment. All plant
is now going to be recorded in Asset Finda and the new Student Design Engineer
is assisting to undertake the reconciliation and set of up of the system.
Items to be closed. 3.3 3.9 3.8 & 3.5
Moved: Martin Moynihan
Seconded: Diane Connolly
6.2 COVID 19 - Update
• Two staff redeployed to kinder cleaning.
• Funding provided, no staff stood down.
• We estimate a savings on fuel.
• Received funding for meals on wheels. We have reduced meals rates and see
an increase in the numbers of meals provided.

Agenda
• Post COVID recovery funding opportunities available for Council – choosing

the right types of projects to ensure longevity.
• Office staff to work from home.
• Council has received six hundred thousand for the Work for Victoria funding.
Staff to be employed for 6 months’ and will undertake works in town
beautification.
• Local business have not required assistance at this stage.
5) INTERNAL AUDIT
7.1 Records Management
Records management scope is attached in the Audit and Risk Committee Agenda
dated 25 May 2020.
• Brad reported that the planning document still under review.
• Jessie mentioned, new records shed.
• EDRMS – SharePoint – policy, strategy.
• Behavioral changes required.
7.2 Past Issue Review
Refer to item 6.1.
6) ANNUAL DRAFT BUDGET 20/21
Draft Budget Financials 20/21 is attached in the Audit and Risk Committee Agenda
dated 25 May 2020.
At the time of writing the report the budget was current, but it is now outdated. The
budget will be revised as Council has been successful with additional funding that
will alter the budget report.
7) RISK REPORTING
The corporate Risk Register is attached in the Audit and Risk Committee Agenda
dated 25 May 2020.
The Report was Accepted by the Audit and Risk Committee.
11) POLICIES
11.1 Complaints Handling Policy and Customer Service Charter
Jessie sent Martin, James and Diane a copy of the Organisational Structure during
the meeting. The Councillors had previously received a copy of the Organisational
Structure.
The Report, Policy and Charter were presented as part of the Audit and Risk
Committee Agenda dated 25 May 2020.
Moved: Kylie Zanker
11.2 Motor Vehicle Policy
Diane raised a question regarding motor vehicle disposal. Disposal is contained
within the policy but will also be referenced in the Asset Lifecycle Policy.
Agenda
The Report and Policy was presented as part of the Audit and Risk Committee Agenda
dated 25 May 2020.
Seconded: Kylie Zanker
11.3 Procurement Policy
The Report, Policy and Manual was presented as part of the Audit and Risk
• Tammy and Jessie mentioned council being proactive in collective bargaining,
training, projects joint tenders.
• Going forward with new software system a purchase order will be required for
all purchases.
• The financial delegations will change with the aim for budgets to be
monitored more effectively. Greater ownership and oversight.
• Council is looking to engage a provider to create our own online procurement
training package.
• Policy item number 7.3 to be removed. Threshold to be reviewed in six
months.
Moved: Jean Wise
11.4 Rating Strategy and Supporting Policy
The Report, Strategy, Policy and Forms were presented as part of the Audit and Risk
• Section included in Strategy to address recommended Audit action.
• It is anticipated that we will have better data in the next 12 months re:
landfill / costs etc.
• New agency been appointed “Collect au” for debt recovery. Been very
proactive to date.
Moved: Diane Connolly
Seconded: Martin Moynihan
11.5 Public Interest Disclosure Policy
The Report, Policy and Procedure were presented as part of the Audit and Risk
• Martin raised the question regarding fraud. Should staff / the public be able
to approach the Audit and Risk Committee Chair to report and disclose.
The Report was Accepted by the Audit and Risk Committee with the recommendation
to include the disclosure to the Audit and Risk Committee Chairperson.
Moved: Jean Wise

Agenda
12) AUDIT RECOMMENDATION ACTIONS

The Report and Audit Action Report was presented as part of the Audit and Risk
The Report was Accepted by the Audit and Risk Committee and the recommendation
was accepted to close twelve of the identified Audit Recommendation Actions.
Moved: Kylie Zanker
INTERNAL AUDIT TENDER (Moved to end of Meeting)
Brad Eade from AFS left the meeting prior to discussion.
Report circulated as a late report to Audit and Risk Committee.
It was noted by Diane that the weighting had not been correctly applied. Whilst it
did not change the overall score, the evaluation matrix is to be updated.
The Report was Accepted by the Audit and Risk Committee and the recommendation
was accepted to appoint RSD Audit Pty. Ltd. as the Internal Audit provider as from
01 July 2020 on the provision that a revised evaluation matrix was to be circulated
to members for approval.
13) GENERAL BUSINESS
13.1 Local Government Act – Jessie provided an update on the new Act.
• First tranche to be adopted by 01 September 2020.
• Implementation to be staggered over 2-year period.
• Changes to Section 86 Committees. To be changed to Delegated Committee
or Asset Committee.
• Will be officially identified as an Audit and Risk Committee.
14) NEXT MEETING
Monday 10 Aug 2020.
15) MEETING CLOSED
The meeting closed at 7.57pm

Agenda
10.2 Woomelang Retirement Units General Meeting Minutes
Recommendation:
That the minutes of the Woomelang Retirement Unit General Meeting minutes held on
4 June 2020, as circulated, be taken as read and confirmed.
Woomelang Retirement Units

General Meeting Thursday 4 June 2020 5.30pm Woomelang Hall Supper
Room
Due to COVID 19 Social distancing regulations were put in place to ensure everyone’s
safety allowing 4mtrs per person.
Welcome – President Rick welcomed everyone and thanked them for their attendance
especially CEO YSC Jessie Holmes, Marianne Ferguson - Manager of Community
Development and Gavin Blinman Director Community Development & Wellbeing.
Present – Jessie Holmes, Marianne Ferguson, Gavin Blinman, Brydie Kelly, Hazel Boxall,
Barbara Beach, Pat Marshall, Joe Collins, Grant Alday, Sharon Gallagher, Gwen Michael,
Karen Adcock, Rick Johnson, Gwenyth Barbary, Mark Burt, Wendy Reece, Thelma Adcock,
Don Collins.
Apologies – Melanie Kelly, Grant Kelly, Monica Outen.
Moved Brydie Second Don
Minutes from previous meeting – As tabled

Moved Hazel Second Don
Business arising form minutes –
• Unit 5 curtains have been completed -Thelma is very pleased.
• Dead tree on Gloucester Ave – Rick has contacted Vic Roads several times in
various ways and has contacted them again and forwarded the OT report from
November
• last year (that we didn’t receive until February 2020) to them and they have told
him they will have a reply to him within 7 days. Jessie said YSC will contact VIC
Roads and see if they have any more luck.
Correspondence –
• Consumer Affairs report completed
• OT Report -Elysia Preston from Rural North West Health
• Invoice from BNC for Barb from Unit 2 stay while major plumbing and concreting
issue was completed in her bathroom (Barb needed accommodation while repairs
were being done so RU (Retirement Units) rented the residence at BNC at no cost
to Barb.
Agenda
Treasurers report –
WOOMELANG RETIREMENT UNITS MANAGEMENT

ACCOUNTS
1/9/19 TO 31/5/20
RECEIPTS EXPENDITURE
Opening balance $44,277.92

1/9/19
Rent - Unit 1 $4,000.00 Water Rates $2,500.95
Rent - Unit 2 $3,900.06 Bruce Heard - Maintenance $355.85
Rent - Unit 3 $3,800.00 Bruce Heard - Gardening $874.00
Rent - Unit 4 $3,900.06 Unit 5 - new lace curtains $1,181.00
Rent - Unit 5 $3,600.00 Unit 2 - unblock & repair sewer $837.50

line*
Unit 1 - new tap & tap washers $265.10
Other repairs & maintenance $11.00
Tfr to T/Dep 5004 6984 $25,000.00
Closing balance 31/5/20 $32,452.64
$63,478.04 $63,478.04
* It should be noted that the YSC assisted with

the
cost of this work by paying Col Durie

Plumbing
Term Deposit (mat $67,837.50 accounts totalling $1,282.05

28/6/20)
WOOMELANG RETIREMENT UNITS COMMITTEE

ACCOUNTS
1/9/19 TO 31/5/20
RECEIPTS EXPENDITURE
Opening balance $1,684.49

Agenda
1/9/19
Interest $1.21 Closing balance 31/5/20 $1,685.70
$1,685.70 $1,685.70
Term Deposit 30- $72,420.72

4149 (mat 16/9/20)

3652 (mat 12/9/20)

2362 (mat 16/9/20)
Darrell queried Karen about the water bill being so high. Karen said it was for the period
September 2019 to May 2020 and that it was about the usual amount.
Treasures report moved: Karen Second: Darrell
Tennant Report – Sharon reported
Unit 1 – Issue with screws on the sliding door, Rick has been looking into this and will
continue to source screws.
Unit 1 - Pump – Sharon got Stewart Crow to look at it, he said leaking tap. Sharon then
contacted Col Durie and he has replaced washers in the pump which has solved the
problem.
Unit 2 – Plans are underway to replace floor coverings in bathroom after major works and
concrete has had time to cure. Resident from Unit 2 commented on the length of time it
has
taken to get the job completed. Gwenyth explained that the plumber that was initially paid
to do the job had not completed the job correctly and could not be contacted, this was
when Col Durie Plumbing fixed the problem. Much tanks to YSC Gavin Blinman for
assistance with solving this issue.
Unit 2 – The artificial turf in the back yard of this unit is unsatisfactory and needs to be
laid properly. Brydie to contact a landscaper to quote on the area.
Unit 3 - Veranda Post repaired -Garry YSC
Unit 4 – Artificial turf is uneven and needs attention -Brydie
General maintenance – Gary YSC needs to come and complete maintenance. Gavin said
he has had surgery but will be back at work part time soon.
General Business.
1) Marianne Ferguson is now the YSC contact for anything related to the Retirement Units
2) Ben from YSC came to do an evaluation of the units
3) CEO Jessie Holmes, Yarriambiack Shire CEO brought us up to date with the latest situation
of the Units.
Initially YSC were keen to hand ownership back to the community/committee, however due
wording in the agreement YSC would have to pay back $130,000 to the Government as this

Agenda
was where the original funding for building the units came from some 30 years ago.
Jessie discussed ownership of the Units and new Government Act that has come in as of March
2020.
As the section 86 sub. Committee of council no longer exists the Retirement Units Committee
have a couple of options (a) Community Housing Co-operative or (b) Shire Council Assets
Committee – Delegated Committee of Council.
A) Community Housing Co-operative - the committee would lose control of the units -
This was discussed and is not what we want and was dismissed. It is important that the
Units Committee keep their autonomy.
B) Shire Council Assets Committee – Delegated Committee of Council. This committee

would be a delegated committee of YSC. 2 councillors would need to attend and chair
meetings to be held twice a year. The reporting that is done now as a section 86
committee would remain about the same. YSC Shire CEO can set up rules and
regulations.
A decision needs to be made by 1st September 2020. YSC are still receiving information
about Gov. changes and will keep us posted. At this stage option (b) is our preferred option.
4) Jessie spoke about the possibility building new units on Shire property at 37 Brock
Street.
Finer points of building can be discussed in due course, but we have some options. Jessie
spoke of 2x2 Bedroom units with a carport with a possibility of 1x1 bedroom if there was
room taking into the consideration of the area needed for the septic system. Tim Rose
from Shire to advise on the situation. Gavin to send some plans of units recently built in
the YSC to Brydie.
Funding options for building these units:
Grant funding -Mez is sitting in on a webinar on 5/6/20 regarding funding for public
housing. She will come back to RU Committee with the outcome from the webinar.
Borrow Funds -Money could be borrowed against assets we have. YSC could organise a
business case and would underwrite the loan.
Motion moved that the committee will come back to reconvene to discuss building 2-3 units
when YSC get more information regarding funding options.
Moved Brydie Second Mark
4) Discussion took place regarding the written report from the Occupational Therapist and
it was decided to have a landscaper look at the paving, the pathways etc in conjunction
with the report from the O.T. and to give a quote. Brydie Kelly to organize. Brydie to email
Mez the report.
5) Hazel mentioned fruit trees that need pruning. It was decided to call a Working Bee
for Friday the 12th of June at 3 pm to prune the fruit trees and cutback shrubs etc. Brydie
to send out a reminder next week, make a list of jobs that need to be attended to, print
poster for notice board and put it on WWO fb page.
6) Jessie updated committee on 26 Gloucester Av (Watts house). This has been moved
up the debt collection list and is in the next 5 properties to be attended to. Jessie has
viewed the property and is fully aware of the risk that it poses to residents in the RU.
Meeting Closed 6.35pm

Agenda
10.3 Murtoa Progress Association Committee Meeting Minutes
Recommendation:
That the minutes of the Murtoa Progress Association Committee Meeting minutes held
on 16 June 2020, as circulated, be taken as read and confirmed.
Murtoa Progress Association

Committee Meeting
Tuesday, 16 June 2020
MINUTES
1. Welcome and Apologies
President M. Keel opened the meeting with a Recognition of Country and welcomed all
present.
Present by Video/Teleconference: M. Keel, T. Tyler, G. Adams, D. Grigg and K. Clegg
In Attendance: G. Blinman (YSC), Cr. T. Hamilton (YSC), Mick Newell (Murtoa)
Apologies: R. Dumesny, P. Kosch, C. Heinz (YSC)
2. Minutes of Previous Meeting

Motion that the Minutes of the previous meeting as circulated be accepted as an accurate
record of proceedings. Moved by Terry Tyler. Seconded by Graeme Adams. Carried.
1. Issues Arising from Previous Meeting
Issue Action Responsibility

Lighting Gum in Quotes for solar lighting. Quote from 50KW G. Adams
Marma Street for $250. Low wattage for more life. Proceed
with purchase & testing.
Street YSC street maintenance required at corner of T. Hamilton
Maintenance Duncan & Breen, & move old sign. McDonald
& Degenhardt needs tiding. Shopping Centre
street sign needs to be replaced. Lodged with
Shire.
Street lighting Lighting on Tobin Street. Specific to corner of M. Keel
Tobin and Breen Streets. Require request for
PowerCor
Replacement Lake Marma & Rec Reserve. [Completed] D. Grigg
plants
Tree risk Assess &/or clean up tree on Breen Street, G. Blinman
near McClintock St. Lake Committee
assessment to clean it up – base of tree hazard
on Breen St. [Assessed on 21/05/21 and
deemed not a hazard for the road]
Advice on Swimming Pool car park area gets inundated G. Blinman
drainage during rainfall events, causing risk of funding.
[Assessed on 21/05/21 – in consultation
with YSC]
Keep Australia New dates for 2020 clean up. Link in with G. Adams
Beautiful dates School Hands On Learning. Post COVID-19
restrictions. Still in discussion.
Agenda
Community Annual Review - Encourage input via Email, K. Clegg

Action Plan Online, Advertiser and copies available at
Murtoa Post Office [Completed]
Community Table Mid Year Community Meeting for July, or All
Meeting once COVID-19 restrictions cease completely.
[Ongoing]
Regional Paper Contact Buloke Times to understand whether G. Adams
Grants effected by the print in this time. [Ongoing]
Passenger Rail Letter sent to Minister of Transport and RDV to P. Kosch
Support emphasise need for passenger rail in Murtoa
to Western Victoria.
Letters sent to Western Rail and Parliament
members.
Notice in Advertiser to encourage letters to be
sent.
[Completed]
Murtoa Units Follow up on maintenance report G. Blinman
2. Correspondence
• Inwards
o Ken Haby Thank You Letter: Response to letter of appreciation for Advertiser
volunteers. Ken Haby enjoys recording weather & rainfall, which is an important
global matter.
o Drought Funding – Round II. Financial issue for Murtoa Showyards Committee,
$6,000 underfunded. Raised to YSC, no outcome. Local follow up.
o Drought Funding – Round III with Lake Committee of Management on next
steps.
o Murtoa Website Enquiry: Family history and planned visit to Murtoa. Forwarded
to Murtoa & District Historical Society.
o Yarriambiack Weekly Updates
• Outwards
o Community Action Plan – Annual Project Review: Invitation to community clubs
via Email, Advertiser to encourage residents to provide input to projects.
o Basketball Public Half Court Project: Lake CoM, Tennis Club, YSC (GB). YSC
forwarded to Sports & Rec staff member.
o Murtoa Cabins on Lake Marma: Determination on resuming opening cabins,
cleaning requirements, safety messaging, etc. Announcements on re-open date
as of 1 June 2020.
o Murtoa Facebook Updates
3. Reports
a) Treasurer Report
Treasurer Terry Tyler reported on the financials for the Murtoa Progress Association as of
16 June 2020. Bank account balances:
 Blight Account: $ 5,191.99
 General Account: $ 1,135.70
 Murtoa Events Account: $ 16,760.78
 Advertiser: $ 7,249.59
 Online Saver: $ 2,474.13
 Community Units: $ 15,721.37. Investment Account: $ 225,277.78
Treasurer’s Report Moved by Terry Tyler and Seconded by Graeme Adams.

Agenda
b) Community Housing Sub-Committee.
c) Murtoa & District Advertiser

o NIL to report
d) Yarriambiack Shire Council

o Drought Funding [Round 3] March 2020 (Murtoa has 3 projects). Feedback
from user group on need for clear communication on approach to round funding
I.e. requested quotes initially, now have to go back to re-request quotes. Local
businesses feel messed around with the process and local committees feel
burdened by repetitive administrative processes, including the procurement
processes. Murtoa Progress Association fed back that the burden of the
committee causes volunteers to disengage, which is the opposite of what grants
and these opportunities could do to encourage engagement and innovative ideas
for the community.
o Concern was also noted about the limitation on engaging local providers or
services, with non-locals implementing the grant projects within the community.
o Drought Funding [Round 2] 2019 – Underfunding for Murtoa Showyards
Committee of Management fell through. Discussion led to decision that Progress
will seek in writing confirmation that funding will not be covered.
o Caravan park open again, with full use of facilities as of 22 June 2020.
o Cr. Hamilton briefed on the new complaint system at YSC. Complaints lodged to
YSC will receive a complaint number for YSC follow up. Email:
[email protected]
e) Murtoa Events
o Murtoa Twilight in November: Decision to continue will be made in July/August
pending COVID-19 prevention measures.
f) Community Action Plan

o McDonald Street Streetscape Plan: Letters from YSC not circulated. Cr.
Hamilton will prompt CEO YSC on this matter.
o Community Action Plan Review:
- Review of Community Action Plan: Action via Australia Post and online input
to encourage input into the annual update of the Community Action Plan.
- Correspondence with user groups and Shire on possibility of support for half
basketball court or ring in public space.
- Mid Year Community Meeting tabled for once COVID-19 restrictions ease.
o Cr. Hamilton noted that in SHARE grant application has weighting for projects
that are in the CAP
o M. Keel noted positive feedback and appreciation to letters of appreciation sent
out to MADA volunteers. Suggest we do this annually in addition to the annual
dinner.
4. General Business
 Rail Transport to Western Victoria: Pam Kosch has written several letters to
Ministers and rail representatives. A meeting on Friday, 19 June, will be with
interested parties on rail for Victoria and South Australia. Graeme Adams and
Pam Kosch will attend via video link.
 Library progress with new Facebook Page. G. Adams hoped for communication
soon on how to proceed with using the library services, including in the
Advertiser. T. Hamilton excited about library opening and encourage everyone
to get a library card to support the service.
 Murtoa community events:
Agenda
o Murtoa Big Weekend not running this year noted by T. Hamilton looking forward
to 2021.
o Murtoa Cup going ahead, which is great for community to get together.
o The Stick Shed open from 22 June 2020.
 Flags on flag polls at Lak Marma: 4 polls at Lake Marma Reserve. MPA to a
competition to create Murtoa Flag and MPA apply for flag replacements for
Australia, Victoria and Aboriginal flag - Moved by David Grigg and Seconded by
Terry Tyler. Need to determine order of how to fly them.
 Issues around town:
o Hamilton Street – west side, blue metal placed for footpath, going to be covered
with quarry dust. No high heels suitable. Suggested this be lodged with YSC
info email.
o Corner of Hamilton Street and Marma Street, ute on nature strip for 3 months
and car in front for 3v months and not moved. If registered vehicles, nothing
can be done under Local Laws. No parking regulations on timeframe.
 Murtoa Butcher, Kevin King retiring: 15 years service - great supporter of
community groups. A new butcher to commence form start of July. MPA will
present Kevin with a framed photo of Murtoa Lake and letter of appreciation.
From this point any leaving business point be presented with a small token of
appreciation - Moved by David Grigg and Seconded Graeme Adams.
 New businesses: Welcome letter to new businesses to Murtoa from the Murtoa
Progress Association.
5. Meeting Close
Meeting closed at 9:00pm. The next meeting of the Murtoa Progress Association will
be on Tuesday, 21 July in the Mechanics Hall Supper Rooms at 7:30pm.
SUMMARY OF ACTIONS
Issue Action Responsibility
Drought Round Letter K Clegg
II
Kevin King Letter of appreciation K Clegg
Framed photograph of Lake Marma M Keel
Rail meeting Attend online discussion G Adams & P Kosch
Basketball Follow up for response from YSC Sports & K Clegg
court project Rec Officer
Flags Seek flag replacements K Clegg
Competition for new Murtoa flag image

Agenda
11. ACTIVITY REPORTS

11.1 Mayor’s Report - Prepared by Graeme Massey
29 May Attended via Zoom North West Municipality Meeting
Attended via Zoom Wimmera Development Association Meeting with media

and Mayors
3 June Attended via Zoom meeting with Councillors
4 June Attended meeting with Anne Webster MP, MHR and Woodbine Board
5 June Attended via Zoom Wimmera Development Association Meeting with media
and Mayors
10 June Attended Council Forum
11 June Attended radio interview with Flow FM

Agenda
11.2 Councillor’s Reports
Cr H Ballentine
On Leave
Cr K Zanker
25 May Attended Internal Audit Committee Meeting
29 May Attended North West Municipalities Meeting
1 June Attended Share Your Care Meeting re: foster Care Champion
3 June Attended Council Discussion Meeting re: Grants
18 June Attended Rural Financial Counselling Service Project Meeting
18 June Attended Rural Financial Counselling Service General Meeting
Cr T Hamilton
3 June Attended via Zoom Council Pipeline Projects Meeting
9 June Attended via Zoom Wimmera Development Board Meeting
11 June Attended Murtoa Big Weekend Meeting in Murtoa
16 June Attended via Zoom Murtoa Progress Association Meeting
24 June Attended Council Meeting
Cr S Roberts
4 June Attended Historical Association Meeting
15 June Attended Neighbourhood House Meeting

Agenda
Cr J Wise
27 May Attended Council Meeting
3 June Attended Priority Project Briefing
15 June Attended Yarriambiack Early Years Partnership Meeting
Cr C Heintze
3 June Attended via Zoom SPAMWAG list discussion
Attended via Zoom GCWWRRC temporary EO discussion
4 June Attended GCWWRRC meeting where Rowena Morrow was appointed as

temporary EO
9 June Attended via Zoom GCWWRRC Board meeting to meet Rowena Morrow
17 June Attended Minyip Recreational Reserve Meeting
18 June Attended via Zoom GCWWRRC Implementation Committee Meeting

Agenda
11.3 Chief Executive Officer Report - Prepared by Jessie Holmes
27 May Attended Ordinary Council Meeting
28 May Attended Victoria Parliamentary Inquiry into anti vilification
29 May Attended North West Council AGM Meeting
2 June Attended Wimmera Southern Mallee Regional Partnership
3 June Attended Council Project Pipeline with Councilors
4 June Attended Hopetoun Historical Society Meeting
Attended Woomelang Housing Committee Meeting
9 June Attended Paediatric Telehealth By5 Steering Meeting
Attended WDA Board Meeting
11 June RCCC Meeting and Wimmera CEO Meeting
12 June Attended Silo Art PCG Meeting
15 June Attended Yarriambiack Early Years Partnership meeting
16 June Woodbine Working Party Meeting
Attended BY5 CLG Meeting
Attended Meeting with Nick Cave steering committee
18 June Attended Meeting with Regional Innovation Partnership Stakeholder engagement

Agenda
11.4 Director of Assets and Operations - Prepared by Mick

Evans
Council has given its approval of the Traffic Management Plan for stage two of the Murra
Warra windfarm. Works will commence in the next couple of weeks with several roads
within the stage two area to be upgraded.
Council was instructed by the Auditor-General to complete and submit a survey on sealing
and resealing roads along with planned and unplanned works with all the related costs
from 2014 to 2019. The survey was submitted on the 29th of May
Attended the Dunmunkle Creek Decommissioning Steering Committee road trip. The drive
along the creek route from south to north stopped at various locations along the
channel/creek to discuss issues.
The Western Highway Action Committee (WHAC) meeting was held on the 12th of June.
Some interesting highlights from the meeting were;
Regional Roads Victoria- Angela Daraxoglou
The additional $1.2m for maintenance in Western Region involved works at:
Road Type of work
Birchip Rainbow Shoulder top up
Jeparit Warrack Shoulder re-sheet & Polycom
Nhill-Yanac Edges
Wimmera Hwy Grade & Top up
Natimuk-Frances Top up and grade
Nhill-Harrow Top up and grade
Natimuk-Hamilton Top up and grade
Warrack Rainbow Shoulder top up
Horsham-Drung-South Top up and grade
National Highway Upgrade program- $60 million has been committed to upgrade the
Western Highway between Stawell and the South Australian border as part of the federal
Roads of Strategic Importance (ROSI) program. DoT are working on a package of upgrades
that could include additional/lengthened overtaking lanes, pavement
resurfacing/rehabilitation, wide centreline barrier, bridge strengthening and intersection
improvements.
Major Road Projects Authority – Damian Van Dyke
Section 2 - Beaufort to Ararat
Duplication from Beaufort to Buangor and Buangor Bypass
Works between Beaufort and Buangor and on the Buangor Bypass are now complete.
Beaufort Rail Bridge Strengthening
A contract for the rail bridge strengthening west of Beaufort was completed in August
2018.
Agenda
Duplication from Buangor to Ararat (Section 2b)

A contract was awarded to a joint venture between CPB and Seymour Whyte on 19th
January 2018 for the 12.5 km section, west of Buangor to Warrayatkin Road, east of
Ararat. Planning permission for Section 2 has been reinstated. A Supreme Court case was
heard in March relating to the section between Buangor and Ararat where two landowners
and a community group challenged the original decision of the Minister for Planning. A
decision was handed down on 4th June finding in favour of the Minister for Planning and
the Head of Transport for Victoria on all points raised by the plaintiffs. The Supreme Court
challenge did not delay work.
An application to protect land under the Aboriginal and Torres Strait Islander Heritage
Protection Act 1984 (ATSIHPA) was investigated by the Federal Department of
Environment and Energy. On 16 July 2019, the Federal Minister for the Environment
declined to grant an application for protection of the Section 2b alignment under the
Aboriginal and Torres Strait Islander Heritage Protection Act (ATSIHPA). This decision was
contested in the Federal Court. The hearing was heard on 20 and 23 November 2019. A
decision was handed down on 6 December setting aside the Minister for the Environment’s
decision requiring the Minister to make a new decision. MRPV is waiting for the Minister
for the Environment to make a new decision and is continuing with construction of the
duplicated carriageway on a 3.85 km section between Picnic Ground Road and Dobie Road.
Protesters are camped at three sites along the 12.5km alignment.
Section 3 - Ararat to Stawell
The Victorian Government provided $10 million in the 2016 budget to allow
preconstruction to commence. Works under this budget were completed in June 2019.
Further funding is required to complete preconstruction to a point where the project will
be shovel ready. In the Federal Budget announced in April 2019 $360M was committed to
the duplication of the Western Highway between Ararat and Stawell.
A submission to fund the completion of pre-construction works is currently being
considered by government.
The committee also presented a draft Priorities Statement outlining some of the strategic
priorities, key planning projects, key construction projects, key related projects and
specific major projects. The document was endorsed with some minor amendments to
occur.
Council has also been invited to participate in shaping a Sunraysia Highway Corridor
Strategy (Ballarat to Ouyen) in partnership with Department of Transport and other key
government and industry stakeholders. Comments are welcome up until Friday the 26th of
June.
Operations- Joel Turner
The construction company S & R Engineering commenced works on the next stage of the
Levee on Tuesday the 15th of June.
There have been some prospective locations for gravel pits within the shire as a result of
advertising and local scouting.
The final two large road rehabilitation jobs were sealed and completed last Friday thanks
to the great efforts of the operations crew from all three zones. The extra effort and time
that they all committed too, has resulted in Council being in a fantastic position to complete
the Capital Works Program on time.
Development Services – Adam Moar
The Department of Environment, Land, Water and Planning have provided funding to assist
Council in undertaking a flooding amendment to the Yarriambiack Planning Scheme. The
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$30,000 will assist in the preparation of maps, new Schedules to the Land Subject to
Inundation and Floodway Overlay for both the Dunmunkle and Yarriambiack Creeks and
to assist in any Planning Panel hearings that may be required.
The projects approved for the 2019 Drought Communities funding are on track to be
completed by their due date of 30 June 2020. Out of the 18 projects, 14 are complete, 2
are complete and waiting on handover from the contractor, and 2 are scheduled to be
complete by 30 June.
Assets- Ram Upadhyaya
Council has been in discussions with the EPA on Warracknabeal Landfill decommissioning
and are waiting for responses to some queries. After investigations into what Council has
to complete for the capping process, it is looking likely that Council will have to engage
consultants to be able to meet the EPA requirement. This will delay the project
significantly.
Council is investigating the option of engaging a consultant / company to carry out road
condition assessments. This will involve the condition assessment of entire sealed road
network along with photographic records of sealed and unsealed (gravelled) road network.
This will assist in longer term planning as well as defence to any future disaster recovery
claims. The process to claim damage to roads as a result of an incident / event has change
and a successful claim will not occur without the supporting evidence of the existing
condition data as highlighted.
Emergency management
Council, as a required member under the new Emergency Management Act, has attended
the last two meetings of the newly formed Regional Emergency Management Planning
Committee. Under the direction of Emergency Management Victoria, new Terms of
Reference for the committee have been developed and adopted.
Council’s ongoing preparation for the Municipal Emergency Management Plan (MEMP) audit
that will be carried out by the SES on the 1st of July is continuing.

Agenda
11.5 Director community Development and Wellbeing -

Prepared by Gavin Blinman
Manager Community Health - Tim Rose
Environmental Health - Tim Rose
A significant proportion of time continues to be directed towards COVID-19 related work. This has
included interpreting and disseminating information in accordance with the eased restrictions across a
variety of industries, such as health, education and hospitality. Council received a number of calls in
relation to cafes and restaurants reopening prior to the end of May, with all proprietors showing high
levels of cooperation. Council has received one food complaint over the period. This matter has been
investigated and Council has required a number of actions to prevent a reoccurrence of the matter in
the future.
Council continues to meet weekly with a regional EHO group & DHHS to ensure all COVID-19
responses and preventative actions are appropriate and consistent across the region.
Work has been undertaken in relation to three health related complaints from residential premises. The
basis of these complaints relate to noise, dust and hoarding. The noise complaint has been investigated
and resolved, with working continuing on the remaining matters of concern.
Council has conducted two inspections on wastewater system installations. These works are aiming for
completion within the next reporting period.
Local Laws - Craig Byron
Has been steady at the Pound, with 5 x dogs and 2 x cats being Impounded. Three of the dogs were
unregistered, all dogs were reclaimed after registration and impound release fees were paid
One of the cats was unregistered, both cats were reclaimed by their owners after registration and
Impound fees were paid.
Have had a couple of incidents of cats that have continually trespassed onto the same private property.
Cat owners are reminded that their cats can be seized and impounded if their cat wanders onto another
person’s property more than once.
Whilst we don’t enforce a cat curfew, we encourage owners to keep their cats contained at night.
Have received a couple of permit applications to keep more than the allowed number of animals. These
applications are currently being reviewed.
MCH - Nanette Freckleton / Michelle Schilling
Birth notices to date: 66

MCH service still limited face-to-face, resume normal function from 1 July
Participating in By Five Wimmera Southern Mallee project, going well, together Nanette
and I have completed 5 co-consults with Billy Garvey, Pediatrician. Also attending zoom
meetings fortnightly, Nanette and I both have presented case studies at these meetings.
Positive Aging - Alannah Lehmann
Meals on Wheels
May 2020 1163 Meals
May 2019 722 Meals
May 2018 657 Meals

Agenda
Centre Base Meals
May 2020 0 Meals
May 2019 209 Meals
May 2018 328 Meals
Meal Vouchers
May 2020 128 Vouchers
April 2020 116 Vouchers
March 2020 252 Vouchers
CHSP Targets
SERVICE ACTUAL TARGET
Delivered Meals 1288 1,342
Domestic Assistance 495 453
Personal Care 136 191
Respite 24 35
Regional Assessment Service - Barb Whiteford / Mandy Bryce

GENERAL
Barb has continued on to mentor Mandy and complete assessments as Hanna remains on
Study Leave till 23.06.20
Assessments have been steady and primarily face to face – with choice given to the client
during this COVID-19 period. Most prefer face to face and all COVID-19 precautions are
undertaken.
Barb has also been busy supporting Alannah in her role with phone checks to her CHSP
(Community Home Support Program) clients who enjoyed having someone to chat to in
the current isolation environment.
The Health Department has continued with ongoing support and regular updates on the
constantly shifting guidelines and expectations of RAS staff during COVID-19.
WAITLIST
• 0
ASSESSMENTS COMPLETED
• 15 Completed
• 3 Declined / Cancelled as hospitalised

Agenda
REVIEWS COMPLETED
• 11 Reviews
EDUCATION & TRAINING
• Mandy undertook 3 days of Online Compulsory Training;
• Mandy attended the Governance Training
• Mandy continues with the Statement of Attainment: Home Support Assessor
training.
MEETINGS
• Wimmera partnership Network monthly meeting is attended via Zoom
• Regional RAS Monthly Meeting via Zoom.
Kindergartens - Glenda Hewitt
With COVID-19 restrictions being gradually reduced, Kindergartens and Early Years
services are slowly returning to normal.
The State Government announcement that children could return to school signaled a
return to Kindergarten for most children as well and consequently attendance numbers at
all Kindergartens in the Shire are almost back to pre COVID-19 numbers.
By all accounts, children were all very excited to return, as indeed I believe were many
families.
Recommendations as provided by DHHS related to maintaining a safe environment are
being quite stringently followed and at this stage, efforts are being made to ensure that
children being delivered and collected are met at the gates, thus minimising the number
of adults in the services.
During the term, it has been extremely important to maintain regular communication with
the Kindergarten community, particularly staff and families and consequently we have all
become quite expert in teleconferencing via Zoom.
Staff have been attending a range of professional learning opportunities (again via Zoom)
and some of the advantages of reduced travel have somewhat negated the lack of contact
with other professionals which is certainly a disadvantage.
Warracknabeal 3-year-old Kindergarten extension
The application for the new three-year-old Kindergarten room at Warracknabeal Children’s
Centre has been completed and delivered to DET. It is anticipated that we will receive a
response to that application during August, which will make timelines for completion of
the building tight if we are successful. It would be unlikely that the room would be
completed by the start of the school year in 2021 and negotiations will have to be entered
into with Uniting Wimmera in any circumstance.
Kindergarten IT/Software
Over the last month DWM, has been busy installing new laptops and hardware at each of
the Kindergarten services which will streamline communication. Furthermore, a new
software program has been installed in all services and in council administration, which
will streamline enrolment processes and fee payment and centralise this process in line
with DET Early Years Management System preference.
When completed, these will certainly make for a more comprehensive accounting and
communication process for administration and for families. Hopefully all systems will be
fully operational from the commencement of Term 3.
In order for us to make the transition as fluid as possible, Gavin and I have been meeting
with Parent Advisory groups to communicate changes to the financing structure for
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Kindergartens and answer any questions families have. So far the response from Parent
Advisory Groups has been excellent, with most expressing a degree of relief at not having
to deal with the financial requirements that have been implicit in Kindergartens for many
years.
Early Years Engagement Officer - Melissa Evans
Melissa has continued to find ways to work and support families in the Community despite
the obvious restrictions. Together with Kathryn, both have put together some wonderful
remote resources for children aged 1-3 and have been delivering them across the Shire to
families. The response from families has been very positive.
Engaging with families in person has been challenging, however Melissa is masterful in
finding ways to contact families and offer support, through generalised social media.
Supported Playgroup - Kathryn Camilleri
With restrictions slowly lifting I am looking to start playgroups again in term 3. Currently
waiting to hear from Graham Holmes, the P-12 principle, regarding running playgroups in
the school environment amid COVID-19. We are confident by the beginning of term 3
enough restrictions would have lifted for this to happen. If we are not able to continue to
use the school, other options in Hopetoun will be sourced. I am excited to be taking
supported playgroup to Rupanyup next term and am in the process of securing a venue
and promoting the program through MCH nurses and Kindergarten. I am also hoping to
return to home visits again next term. I have three families who are waiting until we can
begin again. Children’s week $1000 grants are open and will apply again this year.
Sport and Recreation Report – Prepared by Rebecca Botheras
Over the past few weeks the easing of COVID-19 restrictions has been a welcome relief
for the Sport and Recreation space. We have seen the recommencement of some local
sporting activities including golf, bowls, tennis, non-contact football and netball training,
and the option of many recreational activities including fishing, boating, walking groups,
playgrounds, skate parks and fitness classes. Although not all organised sporting activities
are able to resume like others, and recreational activities being controlled and limited by
set guidelines, having the opportunity to resume some sporting and recreational activities
across the Council has been very well received by community members.
However, along with the COVID-19 easing of restrictions came about many sporting and
recreational protocols, rules and regulations. Initially, the variations amongst peak body
protocols did cause some confusion, raised many question, and caused some
disappointment as to the severity of the requirements and the responsibility put on club
volunteers, but clubs have adapted to their peak body protocols smartly and are doing all
they can to operate their sport in the safest way possible. Although, it is fair to say some
sports have been hit with stronger protocols than others, which has caused some
challenges.
As part of the “Return to Sport” Protocols, Council were required to grant football/ netball
clubs with written approval before any form of non-contact training could commence. In
line with the protocols, after receiving the names of the nominated COVID Safe Officers
and the Certificates to proof that the required Infection Control Training had been
completed, council granted permission to all four clubs – Southern Mallee Giants, Warrack
Eagles, Minyip Murtoa Football Netball Club and the Rupanyup Football Netball Club to
resume training. However, a part of granting the Rupanyup Netball Club permission to
train meant finding an alternative training venue due to restrictions indicating that no
indoor venues could be utilized. In line with Netball Victoria’s training checklist, an
inspection was undertaken on the adjacent tennis courts and was deemed a suitable short
term option for the club’s netball training.

Agenda
Funding News
A recent funding opportunity has become available for community sporting clubs through
the announcement of the Community Sport Sector COVID-19 Short-term Survival
Package. This short-term survival program is designed to support the ongoing operational
viability of the community sport and active recreation sector throughout the COVID-19
shutdown period and beyond, ensuring organizations are equipped to recommence the
delivery of their activities to the community following the lifting of restrictions. All clubs
across the council have been encouraged to take up this funding opportunity by applying
for the $1000 grant, with many sporting clubs already having their applications approved.
Manager Community Development - Marianne Ferguson
Wimmera Development Association (WDA) - Unearth Amazing Tourism Project
Aubrey and Areegra continue to create a Guidebook of the region. The book is based
around the Silo Art Trail and highlights local businesses and additional smaller trails and
is expected to be completed by the end of June/early July.
Additional content for the tourism website and augmented reality app have been created
by Plattar and will be released in July. Nullawil, Sea Lake, Albacutya, Goroke, Kaniva and
Serviceton Silo Art will also appear on the AR app by the end of the year (pending on when
the silos get painted). The digital content for the website will improve the Search Engine
Optimisation and user experience.
Touring Route Linkages have been developed with the Great Southern Touring Route (2yr
partnership) and an ongoing partnership with the Limestone Coast Local Government
Association. We have a two-year partnership with Trade Travel promoting our region to
Probus Groups across Australia.
A Visitor Servicing Analysis has been completed by Urban Enterprise providing
recommendations on physical and digital visitor information services across the region.
Final report to be shared in late June.
Visit Vic is hosting additional Australian Tourism Data Warehouse (ATDW) virtual workshop
for small business owners. The workshops are planned for the 7th and 14th of July.
Trading off the Tourism Trail - Building better regions fund
Wimmera Mallee Tourism are developing a tourism toolkit to provide support to small
businesses as a replacement to the Trade Fair event that was planned for 3-6th August
2020 due to COVID-19. The toolkit will include 10 videos and an information booklet plus
checklist. Industry experts will be providing this information. It will be available on the
Visit Wimmera Mallee website and digital platforms in August 2020.
Master Plans for 40 nominated towns and caravan parks are currently being completed by
TRC Tourism Consultants and Brave & Curious Urban Planners. These are due for
completion by the end of June and will enable more detailed plans/drawings/specifications
to be created.
A geo-located podcast about the towns around the Silo Art Trail is currently being created
by StoryTowns Media and will be available on multiple streaming platforms in August. You
can see a preview on their Facebook Page – Story Towns.
Yarriambiack Libraries - Whitney Kingston
Planning for the delivery of Library Services to be initiated on July 1, 2020 is continuing
with the purchase of IT/software, furniture and shelving. The Yarriambiack Libraries
Facebook Page has been created to begin promotion and awareness of the upcoming
services and also open communication with members. The Facebook Page will include
ideas for engaging young readers, story-telling sessions, general library enquiries and
book recommendations. The Facebook Page has been well received with 169 ‘Likes’. The
Library Van has arrived and will be branded in the coming weeks. A locker system will be

Agenda
installed in Lascelles, Speed and Yaapeet where customers can access their orders and
use as a drop-off point for returns.
Youth - Justin Knorpp
At the time of this report, there is a Youth Action Meeting planned for 17 of June. Agenda
items will include upcoming events, Freezer and Engage funding. There is also a VicRoads
project to deliver that will see the creation of signage and banners that will highlight safety
themes.

Agenda
11.6 Director Business Strategy and Performance - Prepared by

Tammy Smith
Directorate Functions:
Organisational Performance Corporate Services Responsibilities

Responsibilities
• Human Resources • Payroll

• Customer Service • Accounts Payable
• Executive Assistant to CEO • Procurement and Contracts
• Records (Information Management) • Debtors
• Information Communication Technology • Insurance
• Governance • Rates
• Risk • Corporate Planning (Performance
Reporting)
• Audit and Planning
• Media and Communications
• Occupational Health and Safety
• Corporate System Administration
• Corporate System Administration (Happy
(Property, Rating, Animal Management,
HR, AvePoint, RelianSys, Learning
Infringement, Financial, Happy HR Payroll,
Management System)
Website)
• Return to Work Coordinator
Directorate Summary
ICT Systems
The Council’s ICT system upgrade is progressing well. It is anticipated that the new Xero
financial accounting system, the property and animal management and infringement
system along with the human resource and payroll system will be implemented by July
2020.
The records system implementation is still in the development phase and it is envisaged
will be fully implemented by September 2020.
Staff across the directorate have been actively involved in the development, training and
implementation of the new ICT programs.
Local Government Act 2020
The directorate is working through the requirements of the new act, which are required to
be implemented by 01 September 2020.
The following documents are either complete or in development to be finalised and adopted
by 01 September 2020:
Council Expense Policy – Council is required to adopt an expense policy in accordance
with s41 of the Act. This policy is a revision of a previous Council policy and forms part of
the June Council Agenda.
Governance Rules – The Governance Rules have been developed and are in the final
review stages prior to being available for community consultation. It is envisaged the
consultation process will commence in July.
Public Transparency Policy – The policy has been drafted, and is in the final review
stage before being presented at the July Council meeting for adoption.

Agenda
Audit and Risk Committee Charter

The charter is currently being reviewed and a revised version will be presented to the Audit
and Risk Committee in August 2020 for consideration and adoption. Council had previously
rebranded the Committee and revised the charter in 2019 to include risk within its scope.
Organisational Performance Department
Council was successful in gaining funding for the Work for Victoria program. Nine people
have been recruited as at 11 June 2020 to fill the roles that have been created via the
funding. The team has been busy undertaking the recruitment and onboarding of the new
employees. The team has also been busy rolling out our new online learning management
system to meet compliance obligations.
Corporate Services Department
The Corporate Services team has been working hard to finalise the 2020-21 Annual
Budget. The team has also been focusing on preparing for the annual external audit.
The Team has been actively involved in the project management, data cleansing and
development of the new ICT systems to be rolled out across Council.
Council adopted the revised Procurement Policy and the newly developed Procurement
Management Manual in May which is the overarch governance framework that has been
adopted by Council. The Procurement and Contracts Officer has been working hard
ensuring compliance with the overarching documents.
In response to the COVID-19 pandemic, the team has increased the creditor payment
cycle to assist suppliers with cashflow during these uncertain times.

Agenda
12. REPORTS FOR DECISION
12.1 Finance Report May - Prepared by Anita McFarlane
RECOMMENDATION:
That the Finance Report as at May 2020 be received.

YARRIAMBIACK SHIRE COUNCIL
INCOME STATEMENT BY RESOURCES
FOR MAY 2020
YTD %
May Actuals 2019/2020 Budget YTD Actuals Forecast YTD Variance Variance
Income
Asset Disposal & Fair Value Adjustments $ - $ (234,120) $ (74,857) $ (234,138) $ (159,263) 68%
Contributions, Donations & Reimbursement $ (68,893) $ (170,036) $ (474,175) $ (398,200) $ 304,139 (179%)
Government Grants & Charges $ (4,774,083) $ (12,081,283) $ (11,855,551) $ (10,690,309) $ (225,732) 2%
Interest Income $ (3,049) $ (89,199) $ (65,690) $ (102,091) $ (23,509) 26%
Rates & Charges $ 570 $ (12,513,108) $ (12,646,348) $ (12,544,753) $ 133,240 (1%)
User Charges, Fees & Fines $ (97,711) $ (1,328,133) $ (979,610) $ (1,201,687) $ (348,523) 26%
Other Income $ (10,545) $ - $ (10,545) $ - $ 10,545 0%
Income Total $ (4,953,711) $ (26,415,879) $ (26,106,776) $ (25,171,178) $ (309,103) 1%
Expenditure
Asset Disposal & Fair Value Adjustments $ - $ 348,213 $ - $ 348,213 $ 348,213 0%
Bad & Doubtful Debts $ - $ 500 $ - $ 500 $ 500 0%
Contributions & Donations $ 398 $ 790,297 $ 802,772 $ 834,752 $ (12,475) (2%)
Depreciation Amortisation & Impairment $ - $ 6,195,069 $ 300 $ 5,042,069 $ 6,194,769 100%
Employee Costs $ 966,023 $ 9,133,637 $ 8,931,555 $ 9,398,985 $ 202,082 2%
Finance Costs $ 0 $ 60,010 $ 5 $ 10 $ 60,005 100%
Materials $ 245,317 $ 6,082,874 $ 5,651,178 $ 6,574,526 $ 431,696 7%
Other Expenses $ 201,105 $ 1,451,434 $ 1,605,346 $ 1,620,170 $ (153,912) (11%)
Expenditure Total $ 1,412,843 $ 24,062,034 $ 16,991,156 $ 23,819,225 $ 7,070,878 29%
Total $ (3,540,868) $ (2,353,845) $ (9,115,620) $ (1,351,953) $ 6,761,775

INCOME STATEMENT BY DEPARTMENT
FOR MAY 2020
YTD %
May Actuals 2019/2020 Budget YTD Actuals Forecast YTD Variance Variance
Income
Community Services $ (135,338) $ (2,320,948) $ (2,681,413) $ (3,707,714) $ 360,465 (16%)
Corporate Services $ (3,600,652) $ (17,164,078) $ (17,357,847) $ (14,358,996) $ 193,769 (1%)
Economic Development $ (146,453) $ (1,175,440) $ (817,928) $ (1,277,689) $ (357,512) 30%
Engineering $ (954,303) $ (3,547,395) $ (3,242,994) $ (3,575,063) $ (304,401) 9%
Governance $ (1,192) $ (3,923) $ (1,500) $ 3,923 0%
Recreation & Culture & Leisure $ 455 $ (505,260) $ (315,778) $ (474,985) $ (189,482) 38%
Regulatory Services $ (19,893) $ (193,398) $ (211,214) $ (205,013) $ 17,816 0%
Waste & Environment $ (96,335) $ (1,509,360) $ (1,475,679) $ (1,570,218) $ (33,681) 2%
Income Total $ (4,953,711) $ (26,415,879) $ (26,106,776) $ (25,171,178) $ (309,103) 1%
Expenditure
Community Services $ 337,991 $ 2,963,853 $ 2,652,730 $ 3,029,105 $ 311,123 10%
Corporate Services $ 42,910 $ 1,909,856 $ 1,625,662 $ 1,797,975 $ 284,194 0%
Economic Development $ 179,555 $ 1,486,595 $ 1,562,811 $ 1,792,787 $ (76,216) (5%)
Engineering $ 255,938 $ 11,446,465 $ 5,468,652 $ 10,290,527 $ 5,977,813 52%
Governance $ 237,499 $ 1,294,112 $ 1,401,472 $ 1,505,635 $ (107,360) (8%)
Recreation & Culture & Leisure $ 43,518 $ 1,448,330 $ 1,493,512 $ 1,895,187 $ (45,182) (3%)
Regulatory Services $ 89,297 $ 795,722 $ 687,644 $ 721,307 $ 108,078 14%
Waste & Environment $ 226,135 $ 2,717,101 $ 2,098,673 $ 2,786,702 $ 618,428 23%
Expenditure Total $ 1,412,843 $ 24,062,034 $ 16,991,156 $ 23,819,225 $ 7,070,878 29%
Total $ (3,540,868) $ (2,353,845) $ (9,115,620) $ (1,351,953) $ 6,761,775

Summary of major Income and Expenses by Resources for May
Income
Contribution & Donations Income protection insurance staff contribution $ 10,072
Income protection insurance $ 53,941
Utilities recoupment $ 2,590
Legal costs recovered $ 2,291
Government Grants & Charges DHSS - Meals on Wheels $ 25,449

DHSS - Assessment $ 7,440
Grants Commission - Local Roads $ 2,261,260
Grants Commission - Capital $ 1,321,450
Dept of Infrastructure, Transport, Regional
Development - Roads to Recovery $ 865,848
Dept of Infrastructure, Transport, Regional
Development - BBRF - Community Investment $ 74,694
Dept of Jobs, Precinct &Regions - Working for
Victoria Funding - Milestone 1 $ 30,435
Sustainability Victoria - LGESP Stream 3 upgrade
stage 3 C11429/M-02 $ 16,000
Sustainability Victoria - Warracknabeal E-waste shed
Milestone 4 $ 85,000
DE - Preschools $ 54,059
DHHS - Maternal & Child Health $ 30,720
DHHS - Senior Citizens $ 847
DHHS - Administration $ 882
Interest Income Interest on investments $ 1,056

Interest on rates $ 1,993
Rates & Charges Pensioner Concession $ (570)
Other Income Insurance Recoupment - Warracknabeal Children's $ 10,545

Centre switchboard
User Charges Caravan Park Fees $ 5,045

Leaseback $ 9,409
Planning Fees & Permits $ 3,031
Building Fees & Permits $ 10,544
Waste Disposal Fees $ 8,756
Rental Income $ 942
HACC & Brokerage Fees $ 228
Livestock Exchange Fees and Charges $ 9,733
Animal Fees & Charges $ 3,703
Sale of Garbage Bins $ 582
Rates Certificates $ 432
Road Opening/Closures Fees $ 300
Tourism Project Officer income $ 40,000
Other Income $ 2,825
Total Income for May $ 4,953,711

Summary of major Income and Expenses by Resources for May
Expenses
Contributions & Donations Community Services $ 218
Senior Citizens $ 180
Employee Costs Salaries & Wages & Oncosts (includes Annual $ 845,400
Leave, Sick Leave, Long Service Leave etc)
Workcover $ 1,626
Allowances $ 17,539
Superannuation $ 92,056
Training $ 546
Travelling $ 7,069
Other Employee Costs $ 560
Staff Clothing $ 1,227
Materials Contracts - (includes Wimmera Mallee Waste,

Civica, Simpson Personnel, Horsham Rural City
Council etc) $ 211,946
Catering $ 228
Equipment maintenance $ 1,901
Materials $ 103,441
Consultants $ 45,274
Plant Hire $ (226,436)
Power $ 9,123
Information technology $ 18,123
Tools & equipment $ 2,126
Registrations $ 134
Gas $ 178
Telephone $ 10,568
Cost of Meals $ 11,824
Meeting expenses $ 224
Property search $ 14
Fuel $ 52,750
Other $ 3,899
Other Expenses Bank Fees $ 2,570

Insurance $ 100,000
Advertising $ 6,449
Lease Expenses $ 33,195
OH & S Supplies $ 2,291
Stationery and Printing $ 5,076
Legal Services $ 1,472
Subscriptions $ 20,745
Audit Services $ 5,000
Postage $ 2,339
Water $ 21,969
Total Expenses for May $ 1,412,843

CAPITAL EXPENDITURE FOR MAY 2020
May 2019/2020 YTD %
Actuals Budget YTD Actuals Forecast YTD Variance Variance
01929 - Administration - Capital
0900 - Building Capital Works $ 52,952 $ 110,000 $ 177,852 $ 164,486 $ (67,852) (62%)
0910 - Furniture & Equipment Capital Works $ - $ 2,000 $ 1,791 $ 2,000 $ 209 10%
01959 - Tech Services - Capital

0900 - Building Capital Works $ - $ 30,000 $ 4,645 $ 30,654 $ 25,355 85%
0920 - Computer / IT Capital Works $ - $ - $ - $ - $ - 0%
01949 - Information Technology - Capital

0920 - Computer / IT Capital Works $ 16,708 $ 75,000 $ 156,872 $ 345,000 $ (81,872) (109%)
02919 - HACC Administration - Capital

0910 - Furniture & Equipment Capital Works $ - $ - $ - $ - $ - 0%
02000 - Housing
0900 - Building Capital Works $ - $ - $ - $ - $ - 0%
02929 - MECC - Capital

0910 - Furniture & Equipment Capital Works $ - $ 1,000 $ - $ - $ 1,000 100%
02939 - Senior Citizens - Capital

0900 - Building Capital Works $ - $ 5,000 $ - $ 5,000 $ 5,000 100%
02949 - Environmental Health - Capital

0910 - Furniture & Equipment Capital Works $ - $ 2,000 $ - $ - $ 2,000 100%
0930 - Animal Pound - Capital Works $ - $ - $ - $ - $ - 0%
02969 - Maternal & Child Health - Capital

0900 - Building Capital Works $ 10,318 $ - $ 21,338 $ 11,020 $ (21,338) 0%
0920 - Computer / IT Capital Works $ - $ - $ - $ - $ - 0%
02979 - Fire Hydrants - Capital

0965 - Fire Hydrants - Capital $ - $ - $ - $ - $ - 0%
02989 - Preschools - Capital

0900 - Building Capital Works $ - $ 14,000 $ 12,545 $ - $ 1,455 10%
0920 - Computer / IT Capital Works $ 13,931 $ - $ 41,165 $ 27,233 $ (41,165) 0%
03909 - Industrial Estate - Capital

0905 - Industrial Estate Capital Works $ - $ - $ - $ - $ - 0%
03919 - Caravan Parks - Capital

0910 - Furniture & Equipment Capital Works $ - $ 2,000 $ - $ 2,000 $ 2,000 100%
03929 - Public Amenities - Capital

0900 - Building Capital Works $ - $ 5,000 $ - $ 5,000 $ 5,000 100%
03939 - Information Centre Capital

0900 - Building Capital Works $ - $ - $ 3,100 $ 3,100 $ (3,100) 0%
04919 - Museum - Capital

0900 - Building Capital Works $ - $ - $ 366 $ 366 $ (366) 0%
04929 - Library - Capital

0900 - Building Capital Works $ 125 $ - $ 7,636 $ - $ (7,636) 0%
04939 - Hall - Capital

0900 - Building Capital Works $ - $ 40,000 $ 83,152 $ 84,000 $ (43,152) (108%)
05909 - Parks & Playgrounds - Capital

0975 - Playground Capital Works $ - $ 80,000 $ 27,590 $ 62,000 $ 52,410 66%
05919 - Recreation Reserve - Capital

0900 - Building Capital Works $ 103,945 $ - $ 312,530 $ 288,780 $ (312,530) 0%
05939 - Swimming Pool - Capital

0900 - Building Capital Works $ 9,330 $ 5,000 $ 9,330 $ 10,000 $ (4,330) (87%)
05949 - Sporting Complex - Capital

0910 - Furniture & Equipment Capital Works $ - $ - $ - $ - $ - 0%
05959 - Gymnasium - Capital

0910 - Furniture & Equipment Capital Works $ - $ 4,000 $ - $ 2,000 $ 4,000 100%
05969 - Bowling Clubs - Capital

0900 - Building Capital Works $ - $ 189,409 $ 208,841 $ (189,409) 0%
06909 - Local Roads - Capital

0935 - Urban Road Construction $ 30,561 $ 450,000 $ 225,009 $ 450,000 $ 224,991 50%
0940 - Rural Road Construction $ 630,554 $ 2,655,674 $ 2,899,711 $ 2,655,674 $ (244,037) (9%)
0945 - Reseals $ - $ 498,200 $ 447,535 $ 498,200 $ 50,665 10%
0950 - Resheets $ 214,433 $ 1,345,616 $ 1,093,909 $ 1,646,000 $ 251,707 19%
0955 - Shoulder Resheets $ 11,794 $ 453,050 $ 67,256 $ 733,050 $ 385,794 85%
06919 - Footpath - Capital

0980 - Footpath Construction $ - $ 120,000 $ 57,928 $ 90,000 $ 62,072 52%
06929 - Bridge - Capital

0990 - Bridge Construction $ - $ - $ - $ - $ - 0%
06939 - Kerb & Channel - Capital

0985 - Kerb & Channel Construction $ 77,677 $ 200,000 $ 249,211 $ 171,535 $ (49,211) (25%)
06959 - Aerodrome - Capital

0900 - Building Capital Works $ - $ - $ - $ - $ - 0%
0950 - Resheets $ - $ - $ - $ - $ - 0%
CAPITAL EXPENDITURE FOR MAY 2020
May 2019/2020 YTD %
06969 - Streetscape - Capital
0925 - Streetscape $ - $ - $ 3,655 $ 3,655 $ (3,655) 0%
06979 - Depot - Capital

0900 - Building Capital Works $ 9,315 $ 100,000 $ 20,840 $ 21,000 $ 79,160 79%
07909 - Drainage - Capital

0995 - Drainage Construction $ - $ 26,500 $ 38,103 $ 26,500 $ (11,603) (44%)
07929 - Transfer Stations & Landfills - Capital

0960 - Waste Site Capital Works $ - $ 180,000 $ 229,089 $ 267,376 $ (49,089) (27%)
08909 - Livestock Exchange - Capital

0900 - Building Capital Works $ 7,768 $ 265,000 $ 204,996 $ 265,000 $ 60,004 23%
69760 - Staff Vehicle Purchases

6800 - Plant Purchases $ - $ 250,000 $ 236,522 $ 310,000 $ 13,478 5%
69860 - Works Plant Purchases

6800 - Plant Purchases $ - $ 940,000 $ 634,178 $ 940,000 $ 305,822 33%
Total $ 1,189,410 $ 8,258,040 $ 7,738,482 $ 9,636,097 $ 519,558 6%

Summary of Capital Works for May
Capital Works
Administration Supply of 4 x 3 door lockers $ 2,833.00
Supply of blinds $ 2,808.00
Solar power system at Mechanics Depot at Gateway $ 14,773.00
BEET
Supply & install exposed aggregate (DF) $ 32,537.00
Information Technology Implementation of Councilwise $ 14,707

1 x Dell Mobile Precision Workstation $ 2,001
Maternal & Child Health Solar power system at Mechanics Depot at the $ 10,318
Warracknabeal Childrens Hub
Preschools 9 x Apple iPhone XR 64GB $ 5,721

Preschool refurbishment project $ 8,210
Library Art for library membership card $ 125
Recreation Reserve Rupanyup Recreation Reserve Lighting Project C249- $ 103,945

2019
Swimming Pool Hopetoun Swimming Pool - PVC Face Plumbing $ 9,330

Installation
Urban Road Construction Yarrack Lane, Hopetoun $ 8,804

Edward Street, Rupanyup $ 7,840
Cutya Lane, Hopetoun $ 7,435
McLeod Street, Minyip $ 2,620
Hamilton Street, Murtoa $ 2,072
Munro Street, Murtoa $ 1,790
Rural Road Construction Banyena Pimpinio Road $ 20,062

Burrum North Road $ 10,040
Minyip Dimboola Road $ 329,738
Hopetoun Yaapeet Road $ 202,371
Galaquil West Road $ 3,842
Yaapeet Kenmare Road $ 17,556
Lah West Road $ 33,151
Beyal Road $ 13,793
Resheets Daveys Road $ 1,443

Yaapeet West Road $ 19,397
Chivell Road $ 1,024
Sheep Hills Kellalac Road $ 1,331
Lawler Road $ 37,522
Galaquil West Road $ 14,445
Areegra Exchange Road $ 38,216
Kinkora Road $ 156
Brim East Road $ 5,760
Mellis Road $ 40,399
Centre Hill Road $ 11,438
Yarto Road $ 18,504
Quinanes Road $ 11,587
Nitschke Road $ 1,759
Power Line Road $ 2,488
Lewis Road $ 726
Perris Road $ 421
Minyip Rich Avon Road $ 706
Cummings Road $ 7,109
Shoulder Resheets Boolite Sheep Hills Road $ 1,347

Minyip Rich Avon Road $ 990
Minyip Coromby Road $ 6,752
Golf Road $ 2,706
Kerb & Channel Campbell Street, Warracknabeal $ 77,677
Depot Solar power system at Mechanics Depot $ 9,315
Livestock Exchange LED Lighting Saleyards drafting shed $ 7,768
Total Capital Works for May $ 1,189,410

BALANCE SHEET
AS AT 31st MAY 2020
May 2019/2020 YTD %
Current Assets
Cash & Cash Equivalents Investments $ 2,220,194 $ 6,109,000 $ 10,726,250 $ 6,109,000 $ (4,617,250) (76%)
Rate Debtors $ (341,060) $ 1,083,000 $ 2,348,155 $ 1,083,000 $ (1,265,155) (117%)
Debtors $ (45,468) $ 450,000 $ 384,601 $ 450,000 $ 65,399 15%
Other Financial Assets $ 78,662 $ 1,500,000 $ 303,901 $ 1,500,000 $ 1,196,099 80%
Inventory On Hand $ 37,696 $ 840,000 $ 743,639 $ 840,000 $ 96,361 11%
Assets Held for Resale $ - $ 30,000 $ 29,974 $ 30,000 $ 26 0%
Current Assets Total $ 1,950,024 $ 10,012,000 $ 14,536,520 $ 10,012,000 $ (4,524,520)
Non Current Assets

Non Current Debtors $ - $ 1,000 $ - $ 1,000 $ 1,000 100%
Other Financial Assets $ - $ 250,000 $ - $ 250,000 $ 250,000 100%
Investments $ - $ 581,000 $ 523,693 $ 581,000 $ 57,307 10%
Fixed Assets $ 1,189,410 $ 146,511,000 $ 146,899,683 $ 146,511,000 $ (388,683) (0%)
Non Current Assets Total $ 1,189,410 $ 147,343,000 $ 147,423,376 $ 147,343,000 $ (80,376)
TOTAL ASSETS $ 3,139,434 $ 157,355,000 $ 161,959,896 $ 157,355,000 $ (4,604,896)
Current Liabilities
Creditors $ (295,481) $ 1,100,000 $ 981,337 $ 1,100,000 $ 118,663 11%
Current Loans $ - $ 50,000 $ 20,870 $ 50,000 $ 29,130 58%
Short Term Provisions $ (109,982) $ 2,800,000 $ 3,400,752 $ 2,800,000 $ (600,752) (21%)
Trust & Deposits $ 5,768 $ 21,000 $ 37,493 $ 21,000 $ (16,493) (79%)
Current Liabilities Total $ (399,695) $ 3,971,000 $ 4,440,452 $ 3,971,000 $ (469,452)
Non Current Liabilities

Long Term Provisions $ - $ 450,000 $ 541,039 $ 450,000 $ (91,039) (2447%)
Long Term Loans $ (1,739) $ 58,000 $ 60,199 $ 58,000 $ (2,199) (4%)
Non Current Liabilities Total $ (1,739) $ 508,000 $ 601,238 $ 508,000 $ (93,238)
TOTAL LIABILITIES $ (401,434) $ 4,479,000 $ 5,041,690 $ 4,479,000 $ (562,690)
NET ASSETS $ 3,540,868 $ 152,876,000 $ 156,918,206 $ 152,876,000 $ (4,042,206)
Equity
Accumulated Surplus/Deficit $ 3,540,868 $ 70,126,000 $ 81,138,109 $ 70,126,000 $ (11,012,109) (16%)
Asset Revaluation Reserve $ - $ 82,750,000 $ 75,780,097 $ 82,750,000 $ 6,969,903 8%
TOTAL EQUITY $ 3,540,868 $ 152,876,000 $ 156,918,206 $ 152,876,000 $ (4,042,206)
Investments
Bendigo Bank $ 357,874.70 1.50% 1/09/2020
Commonwealth Bank $ 135,612.27 2.60% 1/10/2019
National Australia Bank $ 239,339.79 2.70% 14/07/2019
AMP (oncall) $ 420.39 Oncall
$ 733,247
Loans
Porter Plant - Street Sweeper $ 81,069 5 years
Summary of Balance Sheet as at 31st May
Assets
Current Assets YTD Actuals
Cash & Cash Equivalents The general bank account had a balance of $9.909 million $ 10,726,250
at the 31st May. Council is holding $355,857 in cash and
investments of Section 86 Committees. Council has
$718,633 invested with the NAB, CBA and Bendigo Banks.
Rate Debtors For the month of May Rate Debtors decreased by $341,060. $2,348,155
Outstanding rates are being pursued by debt collection
agencies. The 4th installment is due at the end of June.
Debtors General Debtors have decreased by $45,468. $384,601
Non Current Assets

Fixed Assets $146,899,683
Increased by $1.189 million as per the Capital Works report.
Liabilities
Current Liabilities
Creditors At the time of preparing this report all May invoices have $981,337
been processed.
Net Assets $156,918,206

Agenda
12.2 Revenue Report - Prepared by Chantelle Pitt
RECOMMENDATION:
That the Revenue Report as at June 2020 be received.

Rates Report - June 2020
Prepared by Chantelle Pitt
Outstanding Rates
Rate Classification 2018/2019 Budget 2018/2019 Actuals 2019/2020 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest Total
Commercial $ 359,251.86 $ 111,973.12 $ 357,756.79 $ (379,555.30) $ (3,103.46) $ 41,620.69 $ 33,428.32 $ 15,007.07 $ 90,056.08
Farmland $ 8,272,096.97 $ 262,863.97 $ 8,490,975.31 $ (8,236,263.79) $ (2,636.98) $ 368,529.71 $ 113,580.61 $ 16,485.05 $ 498,595.37
Residential $ 2,098,915.45 $ 641,253.65 $ 2,153,631.60 $ (1,815,752.78) $ (128,389.90) $ 333,379.50 $ 465,579.54 $ 170,324.21 $ 969,283.25
Total $ 10,730,264.28 $ 1,016,090.74 $ 11,002,363.70 $ (10,431,571.87) $ (134,130.34) $ 743,529.90 $ 612,588.47 $ 201,816.33 $ 1,557,934.70
Outstanding Rates
Rate Classification 2018/2019 Budget 2018/2019 Actuals 2019/2020 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest Total
Kerbside Garbage Charges $ 740,677.47 $ 218,663.37 $ 761,746.68 $ (670,498.28) $ (37,181.90) $ 113,260.18 $ 110,394.87 $ 46,291.91 $ 269,946.96
Kerbside Recycling Charges $ 394,258.80 $ 113,799.63 $ 415,337.56 $ (347,765.80) $ (26,911.75) $ 67,518.58 $ 65,399.18 $ 18,496.17 $ 151,413.93
Municipal Charge $ 366,685.92 $ 201,009.00 $ 375,324.92 $ (317,834.15) $ (16,201.52) $ 65,033.26 $ 135,067.66 $ 50,956.61 $ 251,057.53
Fire Services Fixed Charge $ 748,468.00 $ 231,930.12 $ 763,776.00 $ (647,329.49) $ (43,900.00) $ 110,665.57 $ 171,266.85 $ 43,344.82 $ 325,277.24
Fire Services Levy $ 363,449.08 $ 40,937.12 $ 489,135.18 $ (472,285.03) $ - $ 26,389.72 $ 11,521.26 $ 2,124.91 $ 40,035.89
Credits $ - $ - $ - $ 2,527.03 $ - $ (138,256.21) $ - $ - $ (138,256.21)
Total $ 2,613,539.27 $ 806,339.24 $ 2,805,320.34 $ (2,453,185.72) $ (124,195.17) $ 244,611.10 $ 493,649.82 $ 161,214.42 $ 899,475.34
Grand Total $ 13,343,803.55 $ 1,822,429.98 $ 13,807,684.04 $ (12,884,757.59) $ (258,325.51) $ 988,141.00 $ 1,106,238.29 $ 363,030.75 $ 2,457,410.04
Breakdown of Outstanding Rates by Ward

Dunmunkle Ward 2019/2020 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest Total
Commercial Rates $ 89,712.96 $ (135,025.45) $ (1,764.47) $ 12,028.67 $ 19,149.14 $ 8,338.89 $ 39,516.70
Farmland Rates $ 2,594,321.25 $ (2,541,383.02) $ (522.64) $ 110,626.07 $ 12,872.93 $ 2,754.37 $ 126,253.37
Residential Rates $ 657,837.15 $ (549,345.90) $ (41,386.48) $ 109,009.67 $ 153,252.16 $ 45,617.78 $ 307,879.61
Kerbside Garbage Charges $ 210,038.02 $ (196,522.55) $ (12,149.88) $ 31,129.10 $ 33,164.23 $ 11,909.80 $ 76,203.13
Kerbside Recycling Charges $ 124,818.58 $ (106,164.82) $ (8,746.90) $ 20,300.41 $ 21,998.37 $ 6,498.04 $ 48,796.82
Municipal Charge $ 109,541.72 $ (93,865.77) $ (5,450.16) $ 17,855.44 $ 31,383.01 $ 10,578.46 $ 59,816.91
Credits $ - $ 6,266.47 $ - $ (43,768.14) $ - $ - $ (43,768.14)
Fire Services Fixed Charge $ 216,418.00 $ (183,976.64) $ (14,500.00) $ 29,801.00 $ 38,157.33 $ 8,857.46 $ 76,815.79
Fire Services Levy $ 145,676.48 $ (143,103.13) $ - $ 7,986.60 $ 3,051.34 $ 648.41 $ 11,686.35
Total $ 4,148,364.16 $ (3,943,120.81) $ (84,520.53) $ 294,968.82 $ 313,028.51 $ 95,203.21 $ 703,200.54
Hopetoun Ward 2019/2020 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest Total
Commercial Rates $ 94,865.59 $ (90,703.85) $ (882.23) $ 4,275.85 $ 6,212.06 $ 5,193.04 $ 15,680.95
Farmland Rates $ 2,594,093.71 $ (2,485,105.09) $ (1,315.15) $ 120,511.50 $ 49,305.26 $ 6,402.25 $ 176,219.01
Residential Rates $ 403,444.99 $ (329,900.63) $ (30,264.32) $ 66,514.66 $ 136,210.33 $ 59,521.73 $ 262,246.72
Credits $ - $ (8,360.73) $ - $ (39,932.84) $ - $ - $ (39,932.84)
Total $ 3,858,864.93 $ (3,563,718.94) $ (68,789.05) $ 263,454.44 $ 403,136.63 $ 149,234.87 $ 815,825.94
Warracknabeal Ward 2019/2020 Budget Actual YTD Receipts Rebates Current Arrears & Legals Interest Total
Commercial Rates $ 173,178.24 $ (153,826.00) $ (456.76) $ 25,316.17 $ 8,067.12 $ 1,475.14 $ 34,858.43
Farmland Rates $ 3,302,560.35 $ (3,209,775.68) $ (799.19) $ 137,392.14 $ 51,402.42 $ 7,328.43 $ 196,122.99
Residential Rates $ 1,092,349.46 $ (936,506.25) $ (56,739.10) $ 157,855.17 $ 176,117.05 $ 65,184.70 $ 399,156.92
Credits $ - $ 4,621.29 $ - $ (54,555.23) $ - $ - $ (54,555.23)
Total $ 5,800,454.95 $ (5,377,917.84) $ (105,015.93) $ 429,717.74 $ 390,073.15 $ 118,592.67 $ 938,383.56
Grand Total $ 13,807,684.04 $ (12,884,757.59) $ (258,325.51) $ 988,141.00 $ 1,106,238.29 $ 363,030.75 $ 2,457,410.04

Breakdown of Rates Outstanding
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,457,410.04
$2,000,000
$988,141.00 $1,048,078.24
$363,030.75
$58,160.05
$-
Total Outstanding Current Arrears Interest Legal Costs
Breakdown of Rates Outstanding

$1,106,238.29 $363,030.75
$988,141.00
Current 19/20 Outstanding

Receipts
Prior Years Arrears & Legals
-$12,884,757.59
Interest
2019/20 Rebates
-$4,625.47 -$3,819.90
-$43,900.00
DHHS Rebates
Fire Services Levy Rebates
Council Rebates
-$205,980.14
New House Rebates
CollectAU Debt Collection Report Summary
$200,000
$180,000
$156,873.09
$160,000
$147,354.69
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000 $13,200.00
$3,681.60
$0
Open Amount Total Payments Total Costs Balance
CollectAU Debt Collection Account Status

$3,475.31
$17,633.09 $15,716.58
$15,700.70
Investigative Skip Trace Hold

Awaiting Client
$47,571.75
Legal - Sect 181
$47,257.26
Promise to Pay
Docs out for Service
Property Sale
Status Account ID Principal Payments Costs Balance

INVESTIGATIVE SKIP TRACE HOLD 32280 $3,475.31 $0.00 $0.00 $3,475.31
AWAITING CLIENT 32281 $15,716.58 $0.00 $0.00 $15,716.58
LEGAL - SECT 181 32282 $14,432.08 $0.00 $0.00 $14,432.08
LEGAL - SECT 181 32283 $4,621.87 $0.00 $0.00 $4,621.87
LEGAL - SECT 181 32284 $6,127.19 $0.00 $0.00 $6,127.19
LEGAL - SECT 181 32285 $22,390.61 $0.00 $0.00 $22,390.61
PROMISE TO PAY 32289 $58,276.46 $13,200.00 $2,180.80 $47,257.26
DOCS OUT FOR SERVICE 32393 $14,199.90 $0.00 $1,500.80 $15,700.70
PROPERTY SALE 32736 $17,633.09 $0.00 $0.00 $17,633.09
Grand Total $156,873.09 $13,200.00 $ 3,681.60 $147,354.69
Agenda
12.3 Capital Works Program 2019/2020 (June) - Prepared by

Joel Turner
RECOMMENDATION:
That the Capital Works Report as at June 2020 be received.
Seals - Roads & Streets
Urban Streets
Cost Start /
%
Project Budget to Completion Comments
Completed
date Date
Inroads (Contractor)
Austin St
$4,659 100% April 1 section – 52 metres
Hopetoun
Lascelles St – Chiprick Ln
6 sections – 261 metres in
Bowman St
$11,928 100% April total
Warracknabeal
Rainbow Rd – Railway
Line
Breen St 5 sections – 323 metres in
$16,376 100% November
Murtoa total
McClintock St – Gulbin Rd
Cromie St
$10,464 100% November 1 section – 202 metres
Murtoa
Munro St – Marma St
Cromie St 1 section – 99 metres
(Median) $18,919 100% April Start of Parking Area (opp
Rupanyup Emmetts) – End of Parking
Area
Degenhardt St
Murtoa
Cromie St – McDonald St
Devereux St
Warracknabeal
Kelsall St – Bowman St
Duncan St
Warracknabeal
Kelsall St – End
Edward St
Rupanyup
End of Hotmix – End
Foundry St 2 sections – 133 metres in
$9,750 100% April
Minyip total
Main St – Change
Gould St 4 sections – 358 metres in
$17,476 100% April
Warracknabeal total
Craig Ave – Cox St
Agenda
Hewitt St 2 sections – 149 metres in
$7,301 100% April
Warracknabeal total
Rose St – Gardiner St
MacKenzie St
Beulah
Phillips St – Change
McLeod St
Minyip
Market St – Petering St
Menin Ave 2 sections – 128 metres in
$6,182 100% April
Warracknabeal total
Kokoda Ave – Coral Ave
Molyneaux St
Warracknabeal
Lyle St – Woolcock St
Munro St
Murtoa
Collins St – Webb St
Phillips St
Warracknabeal
Anderson St – Scott St
Scott St
Warracknabeal
Phillips St – Kelsall St
Taverner St 2 sections – 237 metres in
$16,216 100% April
Beulah total
Hopetoun St – Deakin St
Wheatlands
1 section – 366 metres
Museum Rd $15,372 100% April
Henty Hwy – Stawell
Warracknabeal
Warracknabeal Rd
Wood St
Rupanyup
Cromie St – Stewart St
Wood St
Warracknabeal
Start – Hudgson St
Yarrack Ln
Hopetoun
Change – Austin St
Rural Roads Seals
Start /
Cost %
Project Budget Completion Comments
to Completed
Date
date
Hopetoun 1.99 kms x 6.6m Seal
$91,938 100% April
Yaapeet Rd Starting 24 kms from
Hopetoun Rainbow Rd
Patchewollock 1.26 kms x 6.6m Seal
$58,212 100% April
Tempy Rd Starting 6.4 kms from
Sunraysia Hwy
Patchewollock Inroads (Contractor)
$71,610 100% April
Tempy Rd 1.55 kms x 6.6m Seal
Agenda
Starting 15 kms from

Sunraysia Hwy
Footpaths and Kerb & Channel
Cost to Start /
%
Project Budget date Completion Comments
Completed
Date
New Kerbing –
Werrigar St
$249,750 $154,250 100% January/Feb 370 metres
Warracknabeal
Anderson St – Creek
Replacing Kerbing –
Campbell St
$72,000 100% May 125 metres
Warracknabeal
Werrigar St – Lynch st
Upgrade path to
Werrigar St $42,245 concrete –
$66,600 100% January/Feb
Warracknabeal 370 metres
Anderson St – Creek
Gravel Shoulder Resheets
Southern Zone
Cost to Start /
%
Completed
Date
1.5 kms
Gaulkies Rd – Kranzs Rd
Ailsa Rd $75,000 100% June
Funding – Roads to
Recovery
750 metres
Starting 1.5 kms from
Minyip Rich Watsons Rd heading
$37,500 100% June
Avon Rd east
Recovery
2 kms
Sheep Hills Starting from Henty Hwy
$100,000 50% May
Kellalac Rd Funding – Roads to
Recovery
Northern Zone
750 metres
Starting from Cemetery
Brim East Rd $37,500 100% May to McFarlane’s Driveway
Recovery
2 kms
Binders Rd – Lascelles
Centre Hill Rd $100,000 100% September East Rd
Recovery
1.5 kms
Starting
Galaquil West
$75,000 100% May Collins Rd
Rd
Recovery

Agenda
Gravel Re-Sheets
Southern Zone
Cost to % Start /
Project Budget date Complete Completion Comments
d Date
4.8 kms starting 8 kms
$30,360 $133,731 from Wimmera Hwy -
3LK Rd + 100% September Gellatlys Rd
$111,240 Funding – Roads to
Recovery & Council
3.2 kms starting 1.6
kms from Borung Hwy
Areegra $61,305 – Watchem
$81,972 100% November
Exchange Rd Warracknabeal Rd
Recovery
1.07 kms starting at
Bryntirion Rd $21,657 $24,411 100% February Stawell
Warracknabeal Rd
3.25 kms starting
7.8 kms from
Burrum
$40,480 $56,445 100% January Minyip Rich Avon Rd
Lawler Rd
Recovery
2.5 kms
Childs Rd $22,272 $45,194 100% April starting at Sheep Hills
Minyip Rd
1.01 kms starting
$1,443 8.7 kms from Donald
Daveys Rd $22,998 100% June
Murtoa Rd –
Yarriambiack Creek
1.33 kms
Delahuntys
$26,919 $34,778 100% February starting at Wimmera
Rd
Hwy
Donald Laen $24,667 1.2 kms starting

$20,416 100% January
Rd 1.24 kms from Flett Rd
350 metres
Jung Rec
$7,084 $2,942 100% January Starting 7.3 kms from
Reserve Rd
Donald Murtoa Rd
3 segments totalling
3.2 kms
$64,131 starting 3.6 kms from
Lawler Rd $64,870 100% May
end of seal
Recovery
1.5 kms
$50,869 starting 14.4 kms from
Mellis Rd $27,840 100% May
Stawell Warracknabeal
Rd – Rupanyup Rd
2 segments totalling
Niewands Rd $26,716 $26,912 100% February
1.415 kms

Agenda
starting 1.6 kms from

Minyip Coromby Rd –
Church Rd
1 km
Nitschke Rd $18,560 $1,759 100% June starting 1.63 kms from
Mellis Rd
500 metres
$13,877 starting from Cannum
Perris Rd $9,280 100% September
Five Chain Rd
(heading north)
730 metres
Thompsons $20,448 Starting 1.9 kms from
$13,549 100% September
Rd Areegra Exchange Rd
– Shire Boundary
2.9 kms
V Matthews
$40,480 $48,693 100% January starting at Wimmera
Rd
Hwy
1.92 kms
Buloke starting 750 metres
Watchem
$48,576 completed – 100% April from Borung Hwy
Carron Rd
Stabilise Funding – Roads to
Lawler rd Recovery
Gravel Re-sheets
Northern Zone
Cost to Start /
%
Completed
Date
420 metres
Starting 11 kms from
Centre Hill Rd $9,030 $15,048 100% August
Hopetoun Sea Lake
Rd – Hollands Rd
1.07 kms
starting at
Cummings Rd $27,606 50% May
Patchewollock Sea
Lake Rd – Baring Rd
1.12 kms
Darts Rd $20,787 $44,061 100% January
starting at Henty Hwy
1.14 kms
Starting 3.35 kms
Ellam December/D
$26,448 $17,255 100% from Warracknabeal
Willenabrina Rd ecember
Rainbow Rd –
Geodetic Rd
July /
Glenore Rd $17,200 $12,623 100% 1 km
August
1.05 kms
Goads Rd $19,488 $34,198 100% January
starting at Henty Hwy
1 km
starting 15.57 kms
Goyura East Rd $21,500 June
from Henty Hwy –
Shire Boundary
Goyura East 1 km
School Bus $17,200 June starting 14.9 kms
Route from Henty Hwy
670 metres
Hatcher
$11,524 $14,125 100% January Starting 2.13 kms
Anderson Rd
from Sunraysia Hwy
Agenda
1.8 kms
Starting 1.45 kms
from Hopetoun
Hopevale Rd $30,960 $25,257 100% January Rainbow Rd –
Gaalanungah Rd
Recovery
2.44 kms
starting 3.59 kms
from Windy Ridge Rd
Kinkora Rd $41,968 $156 50% June
– Hogans Rd
Recovery
December/D 490 metres
Langleys Rd $9,094 $10,011 100%
ecember starting at Averys Rd
2.66 kms
starting 5.52 kms
from Sea Lake
Lascelles North August /
$57,190 $28,159 100% Lascelles Rd – Gama
Rd August
Sea Lake Rd
Recovery
1.29 kms
Lewis Rd $23,942 $17,524 100% February starting 1.78 kms
from Lah Angle Rd
1.53 kms
Pearce & September/
$26,316 $20,807 100% starting at Sunraysia
Barbary Rd September
Hwy
2.02 kms
starting 2.6 kms from
September/ Hopetoun Yaapeet
Phitzner Eys Rd $34,744 $15,544 100%
September Rd – Glenore Rd
Recovery
900 metres
starting 4.06 kms
Power Line Rd $16,704 $10,350 100% January from
Jeparit
Warracknabeal Rd
1.55 kms
starting 1.31 kms
from
Patchewollock
Quinanes Rd $33,325 $11,587 50% May
Tempy Rd – View
Point Rd
Recovery
400 metres
starting 6.87 kms
from Galaquil East
Rd –
November/D Birchip Rainbow Rd
Rickards Rd $17,716 $32,125 100%
ecember &
630 metres
starting 5.11 kms
from Galaquil East
Rd

Agenda
340 metres
August/
Robins Rd $5,848 $7,003 100% starting from Henty
August
Hwy – end
830 metres
Rosebery October/ starting 28.8 kms
$17,845 $22,918 100%
Rainbow Rd October from Henty Hwy –
Sluggets Rd
540 metres
Shearing Shed starting 1.62 kms
$9,288 $11,949 100% July/July
Rd from Patchewollock
Sea Lake Rd
1.61 kms
starting 5.77 kms
from Sunraysia Hwy
Turriff East Rd $34,615 $36,618 100% July/July
– Shearing Shed Rd
Recovery
Two Mile Rd $25,800 June 1.5 kms
2.58 kms
starting 5.25 kms
from
Windy Ridge Rd $55,470 June
Henty Hwy
Recovery
1.37 kms
Wirrbibial Rd $23,564 June starting at
Cambacanya Rd
1.86 kms
$19,397 Starting 2.52 kms
Yaapeet West from
$31,992 100% June
Rd Yaapeet Kenmare
Rd – Lake Albacutya
Park
1.3 kms
$18,504 Starting 8.25 kms
Yarto Speed Rd $22,360 100% May from
Patchewollock Sea
Lake Rd
Rehabs
Southern Zone
Cost to date Start /

%
Completed
Date
1.5 kms
starting V Schultz Rd
Banyena $531,608 heading west
$483,748 100% September
Pimpinio Rd Renew 6.6m Seal
Funding - Fixing
Country Roads
1.6 kms
Burrum North 100%
$423,430 November starting 1 km from
Rd $407,239 Wimmera Hwy
Agenda
Renew 4m Seal
Funding - Fixing
Country Roads
1.5 kms
starting Huebners Rd
Minyip Dimboola $460,431 – Glovers Rd
$437,000 95% December
Rd Renew 6.6m Seal
Funding – Heavy
Vehicle Safety
Northern Zone
1.6 kms
starting 21.5 kms
Yaapeet $202,227 from Cowan St
$348,738 80% August
Kenmare Rd Renew 4m Seal
Funding - Fixing
Country Roads
1 km
Renew 6.6m Seal
Hopetoun $294,726 starting Hopevale Rd
$385,480 50% April
Yaapeet Rd towards Hopetoun
Funding - Fixing
Country Roads
1.5 kms
starting Witneys Rd
$289,537 heading east
Lah West Rd $330,338 80% November
Renew 4m Seal
Funding - Fixing
Country Roads
2 kms
starting Taylor Rd
$400,292 heading north
Beyal Rd $342,988 100% January
Renew 4m Seal
Funding - Fixing
Country Roads
Urban Construction
Southern Zone
Cost to date Start /

%
Completed
Date
Asquith Res $13,586
$10,000 100% February 60m Cul-d-Sac
Warracknabeal
250 metres
End of Seal –
Foundry St September/
$74,750 $80,034 100% Wimmera St
Minyip October
Recovery
Hamilton / Breen 20 metres
$24,000 $12,872 100% April
St Murtoa Intersection
255 metres
Taylor St
$65,750 $27,017 100% August Wood St – Walter
Rupanyup
St
Agenda
Recovery
100 metres
Henty Hwy
Grain Corp
$50,000 100% April Entrance
Warracknabeal
Recovery
Northern Zone
410 metres
in between Hopetoun
Cronomby
Sea Lake Rd –
Tanks Rd $149,500 June
Sunraysia Hwy
Woomelang
Recovery
Cutya Lane
$20,000 $7,435 100% December Rehabilitate and seal
Hopetoun
Lascelles /
10 metres
Hopetoun St $12,000 $13,845 100% April
Intersection
Beulah
Yarrack Lane $14,502

$20,000 100% December Rehabilitate and seal
Hopetoun
Other works:
• 2 rehabs need sealing then program complete

• A few resheets remain
• 4 extra R2R shoulder resheets to complete
• Town maintenance, mowing etc.

Agenda
12.4 Permits issued by Council - June 2020
RECOMMENDATION:
That Council note the permits issued by Council between 1 May 2020 and 31 May 2020.
Reference No Applicant Description Date of Issue

Building Permits
BP28-20 Craig McKenzie 393 Huebners Road 5/5/2020
BP41-20 David Drage 747 Lah East Road 13/5/2020
BP22-20 Minyip Progress 06/05/2020
Association 76 Main Street
BP37-20 Paul & Hannah Atkin 42 Craig Avenue 7/5/2020
Planning Permits
TP13-20 Trevor Muller 1986 Borung Highway 11/5/2020
TP17/20 Catherine Bradley 106 Witneys Road 11/5/2020
TP18-20 Michael Matthews 3362 Glenorchy Road 11/5/2020
TP20-20 Rikki Nitschke 21 Arnold Street 26/5/2020
Local Laws Permits
003 Rodney Holland Keep extra animals 25/5/2020
004 Terry Caldwell Keep extra animals 27/5/2020
005 Tully Gordon Street Trade Permit 1/6/2020
Road Reserve Works Permits
2020-04 Plazzers Builders Building Renovations – Main 14/5/2020
St Minyip
2020-05 Marv Duncan / Preston Driveway Replacement - 14 18/5/2020
Builders Beggs St
2020-06 Rex White Replace ceiling in shopfront 25/5/2020
verandah - 159 Scott St
Firewood collection Permits
Tony Armstrong Roadside Wood Collection 18/5/2020
Terry Smith Roadside Wood Collection 13/5/2020
Aung Latt Roadside Wood Collection 14/5/2020
Curtis Castleman Roadside Wood Collection 20/5/2020
Paul Deutsch Roadside Wood Collection 26/5/2020

Agenda
12.5 Adoption of 2020/2021 Budget and Declaration of Rates

and Charges – prepared by Anita McFarlane
SUMMARY
The 2020/21 Budget has been prepared and at the Council meeting on 27 May 2020 it was
resolved to advertise the draft 2020/21 Budget for public consultation. This has been
completed and the Budget is now tabled and presented for adoption.
RECOMMENDATION:
1. That in accordance with Section 130 of the Local Government Act 1989 (the Act)
the 2020/2021 Budget as tabled be adopted.
2. That the Chief Executive Officer be authorized to give public notice of this
decision to adopt the Budget, in accordance with Section 130 (2) of the Act
3. That a copy of the adopted Budget be forwarded to the Minister for Local
Government before 30 June, in accordance with Section 130 (4) of the Act
4. Declare the rate, municipal charge and annual service charges for 2020/21
financial year as set out within the 2020/21 Budget document on pages 26 to
30.
5. That the Chief Executive Officer be authorised to levy and recover the aforesaid
general rates and charges in accordance with the Local Government Act 1989
6. Declare the fees and charges for 2020/21 financial year as contained in the
2020/21 Budget document on pages 49 to 63 and that the Chief Executive Officer
be authorised to approve minor amendments and inclusions to the fees and
charges throughout the financial year.
ATTACHMENTS
2020/21 Budget (Draft)
DISCUSSION
In accordance with Section 130 of the Local Government Act 1989 (the Act) Council is
required to formally adopt the 2020/21 Annual Budget by 30 June 2020.
The Minister for Local Government approved an extension of the date by which Council’s
must adopt their budgets for financial year 2020-21. All Councils were provided with an
extension until the 31 August 2020. Yarriambiack Shire Council has however opted to
meet the original timeline of 30 June 2020.
Consultation
As resolved by Council on 27 May 2020, the proposed Budget was placed on public
exhibition from Wednesday 27 May 2020 to Tuesday 23 June 2020 inclusive, calling for
submissions as required under Section 223 of the Act. This was advertised in the local
newspapers.
Section 223 of the Act requires Council to follow a process of enabling submissions to be
received. There was no written submission received by 24 June 2020.
Having completed all statutory requirements, the 2020/21 Annual Budget can now be
considered for adoption.

Agenda
Rates and Charges

The proposed Budget provides an increase in general rate revenue of 1.95% for the
2020/21 year. The rate cap has been set at 2.0% by the Minister for Local Government.
Council intends to raise $12,862,000 from general rates ($11,182,000), municipal charge
($383,000) and service charges ($1,199,000).
Council believes differential rates contribute to the equitable and efficient distribution of
the rate burden to ratepayers. The differential rate ratios are as follows:
• General Land (100% of the general rate in the dollar)
• Farm Land (62% of the general rate in the dollar)
The rates in the dollar to be applied for the 2020/21 year are as follows:
Type cents/$CIV
General Land 0.60176
Farm Land 0.37610
The municipal charge will increase from $75.08 to $76.55 per rateable assessment for the
2020/21 year. A person may apply to a Council for an exemption from the payment of a
municipal charge on rateable land in accordance with Section 159 (3) of the Local
Government Act 1989.
Annual service charges for the collection and disposal of refuse and recycling will increase
by 2.0%. A waste service charge and a recycling service charge will be made on all
improved properties within Council, excluding commercial and rural properties where such
services are provided only upon request.
Interest will be charged in at the rate prescribed by Section 172(2)(a) of the Local
Government Act 1989 to rates and charges which are not paid by the dates fixed by the
Minister pursuant to Section 167(2) of the Local Government Act 1989.
Council will treat all valid pensioner rebate applications applicable for the 2019/20 financial
year as continuing applications for the 2019/20 financial year, subject to applicable
certification by the Department of Human Services.
Other rebates and concessions (subject to further resolution by Council) are as follows:
a) The rate reduction for new housing developments, in accordance with the
Yarriambiack Shire Council’s Debt Management, Relief and Hardship Policy.
b) Interest will be waived for employees using payroll deductions for the payment of
rates. This is in accordance with the Yarriambiack Shire Council Enterprise Bargaining
Agreement No. 8 – 2018.

Agenda
Capital Works Program

The proposed Budget provides the capital works projects that will be undertaken for the
2020/21 year which is classified by expenditure type and funding source. (pages 38 to
46)
Project New Renewal Upgrade Grants Community Council Asset

Cost Cash Cash Sales
$’000
$’000 $’000 $’000
$’000 $’000 $’000 $’000
Property 823 210 24 589 330 33 460 -
Plant & Equip 1,201 809 - 392 - - 914 287
Infrastructure 6,709 53 4,487 2,169 2,954 - 3,755 -
Total 8,733 1,072 4,511 3,150 3,283 33 5,129 287
Schedule of Fees and Charges

The proposed Budget presents the fees and charges of a statutory/non statutory nature
which will be charged in respect various goods and services during the 2020/21 financial
year. The fees and charges are based on information available at the time of publishing
and may vary during the financial year subject to changes in Council’s policy or legislation.
(pages 49 to 63)
RELEVANT LAW
• Section 96 – Preparation of budget or revised budget, (2) A Council may develop the
first budget under section 94 in accordance with section 223 of the Local Government
Act 1989 if the Council has not adopted its first community engagement policy at the
time that the budget is being developed.
• Section 130 Adoption of budget or revised budget
• Section 223 Right to make submission
• Section 159 Municipal charge
• Section 172 Council may charge interest on unpaid rates and charges
• Section 167 Payment of rates and charges
COUNCIL PLANS AND POLICIES
Council Plan 2017-2021
A well-managed and service focused organisation.
• Strategic Objective 1.1 Good Governance through leadership.
• Strategic Objective 1.2 Organisational Risk.
• Strategic Objective 1.4 Sustainable long term financial management.
• Strategic Objective 1.5 Effective Community Engagement and Participation.
Yarriambiack Shire Council Enterprise Bargaining Agreement No. 8.
• Clause 34 – Payroll Deductions

Agenda
Yarriambiack Shire Council Rating Strategy 2017-21 (updated)

Yarriambiack Shire Council Debt Management, Relief and Hardship Policy
RELATED COUNCIL DECISIONS
Yarriambiack Shire Council Minutes 27 May 2020
13.5 Proposed Annual Budget 2020/21
That Council:
1. Accept that the proposed Annual Budget 2020/21, as presented be the proposed
Budget prepared by Council for the purposes of the Local Government Act 2020
and the Local Government (Planning and Reporting) Regulations 2014.
2. Authorise the Chief Executive Officer to give public notice of the preparation of the
proposed Annual Budget 2020/21 in accordance with Section 94 of the Local
Government Act 2020, noting the dates for public notice are from Wednesday 27th
May, 2020 to 23rd June 2020.
3. Agree that subject to changes to the proposed Annual Budget 2020/21 after
consideration of all submissions, the proposed Annual Budget 2020/21 will be
presented for adoption as Council’s Annual Budget 2020/21, in accordance with
Section 223 of the Local Government Act 1989, at the Ordinary Council Meeting to
be held on Wednesday 24th June at 9.30am in the Council Chambers, 34 Lyle
Street, Warracknabeal.
Resolution
Moved Cr T Hamilton Seconded Cr K Zanker
That the recommendation be adopted
Carried
OPTIONS
There are no other options available
SUSTAINABILITY IMPLICATIONS
• Economic
Economic issues have been taken into account during the budget process.
• Social
Social issues have been taken into account during the budget process.
• Community Engagement
As resolved by Council on 27 May 2020, the proposed Budget was placed on public
exhibition from Wednesday 27 May 2020 to Tuesday 23 June 2020 inclusive. The
Budget was advertised in local newspapers and made available for inspection at
the Warracknabeal and Hopetoun Office and on Council’s website.
Media releases and a fact sheet were developed to highlight the main sections of
the proposed budget.
Members of the public were invited to make written submissions by 23 June 2020.
• Environmental Considerations
Environmental issues have been taken into account during the budget process.
• Climate change
There are no climate change considerations arising from this report.

Agenda
• Financial
The Budget contains financial statements including a budgeted Comprehensive
Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of
Cash Flows, Statement of Capital Works and Statement of Human Resources.
These statements have been prepared for the year ended 30 June 2021 in
accordance with the Act and Regulations. They are consistent with the annual
financial statements prepared in accord with the Australian Accounting Standards.
The 20120/21 Budget also included information about the rates and charges to be
levied, the capital works program to be undertaken, the human resources required,
and other information Council requires in order to make an informed decision about
the adoption of the Budget.
RISK
Utilising the Risk Management Framework 2019, the following assessment has been
made:
Risk Consequence Risk Description Action

Rating
Medium Major Perception of Council Community engagement

strategy in place
Resources to manage
community engagement
Agreed service levels
Promote Councils’ positive
outcomes
High Severe Council's limited ability to Review service levels to

raise funds / source reduce expenditure
revenue
Lobby State and Federal
Government for new and
increased grants
Take advantage of any grant
opportunities
Reject and lobby against cost
shifting
REGIONAL, STATE AND NATIONAL PLANS AND POLICIES

Not applicable
CONFLICTS OF INTEREST
All officers involved in the preparation of this report have declared that they do not have
a conflict of interest in the subject matter of this report.

BUDGET
2020-21
Contents
Mayor’s introduction 3
Executive Summary 5
1. Key things we are funding 5
2. Council Expenditure and Sources of Revenue 7
3. Budget Overview 8
BUDGET REPORTS
1. Link to the Council Plan 11
1.1 Legislative Planning and accountability framework 11
1.1.2 Key planning considerations 11
1.2 Our purpose 12
1.3 Strategic objectives 12
2. Services and service performance indicators
2.1 Strategic Objective 1 - Good Governance 14
2.2 Strategic Objective 2 - A place to live and grow 15
2.3 Strategic Objective 3 - A safe and active community and sustainable environment 16
2.4 Strategic Objective 4 - A planned future 17
2.5 Performance Statement 17
2.6 Performance Outcome Indicators - Definitions 18
2.7 Reconciliation with budgeted operating result 19
3. Financial statements 20
4. Notes to the financial statements 27
5. Financial performance indicators 48
6. Fees and charges schedule 50
Mayor’s Introduction
The Councillors and I are pleased to release the proposed Budget
2020/21 to the Community for comment and public submissions.
This budget builds on our Council Plan 2017-2021 vision which
focuses on the following five key areas:
Good governance; - A place to live and grow; - A safe and active
community and sustainable environment; - A planned future; -
Health and wellbeing.
The Council Plan 2017-2021, sets out our strategic plan to deliver
our vision over the full term of the Council. Each year the Council
Plan is reviewed and changes made where required.
The proposed budget details the resources required over the
next year to fund the large range of services we provide to the
community. These services range from those which are about
directly caring for people through facilities and programs including
kindergartens, the library and community care support services,
to services which maintain or enhance our environment and
surroundings, including waste collection and our roads and footpath
management schedules.
It also includes details of proposed capital expenditure allocations
to improve and renew our Council’s physical infrastructure, Cr Graeme Massey
buildings and operational assets as well as funding proposals for a
range of operating projects.
As Councillors, it is our job to listen to community sentiment and understand your priorities. We have consistently
heard that Council’s services are valued by the community, and that Council also needs to be financially responsible.
In response, Council has initiated an enterprise wide approach to identify savings that don’t impact on its services, to
provide increased value for money to ratepayers. Council will, continue to focus on identifying sustainable cost savings
that will enable it to deliver high quality, responsive and accessible services to the community.
The proposed budget proposes a rate increase of 1.95per cent. The Fair Go Rates System (FGRS) has capped rates
increases by Victorian councils to the forecast movement of 2 per cent.
In this proposed budget we have allocated funding of $ 7, 661,000 million for asset renewals and upgrades. The
proposed budget also funds $1,072,000 for new assets.
Highlights of the capital program include;
• Roads ($6.187 million) – including reconstructions, roads to recovery projects, fixing country roads, resheeting,
resealing, footpaths and kerb and channel
• Buildings ($ 823,000) – including Fire Safety Upgrades at Caravan Parks, Warracknabeal Tourist Information and
Amenity Building Upgrades, construction of a Records Shed and Hall Upgrades.
• Recreation, leisure and community facilities ($135,000) – including Warracknabeal Leisure Centre Gymnasium and
Upgrades to Tempy Recreation Reserve.
• Plant and Equipment ($1.139 million) – including information technology, furniture and equipment and scheduled
replacement of Council’s fleet and machinery.
We have also allocated funding to deliver tangible progress on other key priorities and initiatives including;
1. Implement a new finance and corporate system
2. Implement the new Local Government Act requirements
3. Continue to implement the Local Government Inspectorate Action Plan
4. Build a compliant Records storage facility
5. Develop a Customer Service Request system
6. Develop the Hopetoun Power House in to accommodation
7. Warracknabeal Tourism Information and amenities building upgrades
8. Support the development of Minyip community Fuel
9. Upgrade Patchewollock playgrounds and streetscapes
10. Install accommodation at Yaapeet Community reserve
11. Redevelop the Warracknabeal Stadium gymnasium
12. Undertake a waste strategy and trial a recycling trailer for smaller townships.
13. Development of an ANZAC Park masterplan
14. Applications for improved Early Years facilities in Warracknabeal and the southern part of the Shire
15. Implement Yarriambiack Libraries
16. Halls upgrading funding across fourteen halls
Yarriambiack Shire Council Budget 2020-2021 | Page 3

17. Fire design implementation for Warracknabeal Livestock Facility
Our focus for the next year is to continue to deliver on the projects and services that make our Council a great place to
live in and respond to the challenges we are currently facing including recovery from the impact of Covid 19.
The community strongly supports the maintenance of existing service levels and for these to be funded through a mix
of rates revenue and user charges. Council will continue to focus on the identification of sustainable cost reductions to
protect existing service levels. We will also explore new approaches for providing services to our community in a tighter
fiscal environment and ensure that we engage with you on any planned changes.
The proposed budget was developed through a rigorous process of consultation and review and Council endorses it as
financially responsible. I encourage you to read the remainder of this document, in conjunction with our revised Council
Plan 2017-2021 and I look forward to receiving your submission.
Cr Graeme Massey
Mayor

Executive Summary
Council has prepared a Budget for 2020/21 which is aligned to the vision in the Council Plan 2017/21. It
seeks to ensure our services meet the community needs and infrastructure delivers for each of our services
as well as deliver projects and services that are valued by our community, and do this within the rate increase
mandated by the State Government.
This Budget projects an operating surplus of $962,000 for 2020/21, however, it should be noted that the
adjusted underlying result is a deficit of $1.704 million after adjusting for capital grants and contributions.
1. Key things we are funding

Strategic Objective 1: Good Governance
A well-managed and service-focused organisation.
Major Initiatives:
1) Implementation of a new finance and corporate system
2) Implementation of the new Local Government Act requirements
3) Continue to implement the Local Government Inspectorate Action Plan
Minor Initiatives
1) Focus on reducing long term medium risk audit committee and I meant focus on reducing long term audit risk
recommendations
2) Continue to actively pursue the recovery on unpaid rates
3) Build a compliant records storage facility
4) Develop and implement a Customer Service Request system
Strategic Objective 2: A Place to Live and Grow

To develop partnerships and advocate for community wellbeing and economic development priorities and projects as
well as capitalising on existing and emerging opportunities in tourism and visitation.
Major Initiatives:
1) Develop the Hopetoun Power House into accommodation
2) Warracknabeal Tourist Information Centre and amenities upgrades
3) Support the development of the Minyip Community Fuel project
Minor Initiatives
1) Caravan Park master plans completed across six sites
2) Upgrade Patchewollock playgrounds and streetscapes
3) Support the completion of the eRup project
4) Install accommodation at Yaapeet Recreation Reserve
Strategic Objective 3: A safe and active community and sustainable environment

Engage and empower our community and support our volunteers.
Major Initiatives:
1) Implementation of streetscape designs across the Council
2) Redevelop the Warracknabeal Leisure Centre Gymnasium
3) Undertake the development of a waste strategy and trial a recycling trailer for smaller townships
Minor Initiatives
1) Carry out major maintenance at Minyip Swimming Pool
2) Update cricket pitch and shade area at the Tempy Recreation Reserve
3) Caravan Park fire safety upgrades at five caravan park sites
4) Develop a masterplan for ANZAC Park Warracknabeal

Strategic Objective 4: A Planned Future
To plan for future service delivery and local community support as well as secure state and federal funding to maintain
and upgrade roads, Council and community infrastructure.
Major Initiatives:
1) Applications for improved Early Years facilities in Warracknabeal and the southern part of the Shire
2) Capitalise on additional Roads to Recovery Funding
3) Implementation of Yarriambiack Libraries
4) Upgrade14 halls as part of the ‘Home is where the Hall is’ funding
Minor Initiatives
1) Increase funding for footpath, kerb and channel
2) Complete streetscape designs for four townships
3) Fire design implementation for Warracknabeal Livestock Exchange
Strategic Objective 5: Health & Safety

Through effective planning and consultation, create environments for our communities that will enable residents to
prosper and enjoy improved health and wellbeing.

2. Council Expenditure and Sources of Revenue

2020/21 Budget
At a glance....
Government &
Financing
Capital & Operational Grants < INCOME $25.522 m
$11.299 m
Victorian Grants Commission with
Financial Assistance Grants
$5.529 m
Fees and Charges
$1.153 m
------------------------- Capital Works
Ratepayers $8.733 m
Rates and Charges -------------------------

$12.862 m Property
Other Sources $640,000
$280,000 Heritage Buildings
$183,000
Plant
$1.139 m
Fixtures, Fittings & Furniture
$27,000
Computers &
$24.560 m EXPENDITURE > Telecommunications
$35,000
Infrastructure
$6.709 m
Enables the delivery of over 70

services to our community

4. Budget Overview
This section sets out the key budget influences arising from the internal andexternal environment within which the
Council operates.
Budget influences
The 2020/21 Budget has been influenced by the following external factors:
• The Victorian State Government has introduced a cap on rate increases from 2016/17. The cap for 2020/21 has been
set at 2.0% (2019/20: 2.5%) but the proposed budget allows for a 1.95% rate increase.
• CPI of 1.5% has been estimated for the 2020/21 year.
• Council will commence in 2020/21 renegotiating a new Enterprise Agreement as the current agreement expires in June
2021.
• Ongoing impacts of the COVID-19 pandemic.
• Ongoing cost shifting. This occurs where Local Government provides a service to the community on behalf of the
State and Federal Government. Over time the funds received by local governments do not increase in line with real cost
increases.
• The Fire Services Property Levy will continue to be collected by Council on behalf of the State Government with the
introduction of the Fire Services Property Levy Act 2012.
Internal Influences
As well as external influences, there are also a number of internal influences which are expected to have a significant
impact on the 2020/21 Budget:
• Excluding municipal rates and waste collection charges, Council is only able to exert some control over approximately
4% of its income. Council relies heavily on raising rates to fund its services and facilities
• As Council has limited ability to fund major capital works from its operating activities, Council relies heavily on
government grants to fund the proposed capital works over the next four years.
Budget Principles
Guidance is provided to all Council officers with budget responsibilities. These key budget principles upon which the
officers were to prepare their budgets included:
• Existing fees and charges to be increased in line with CPI or market levels.
• Grants to be based on confirmed funding levels.
• New revenue sources to be identified where possible.
• Service levels to be maintained at 2019/20 levels with the aim to use less resources with an emphasis on innovation
and efficiency.
• Contract labour to be minimised.
• New initiatives or employee proposals to be justified through a business case.
• Real savings in expenditure and increases in revenue identified in 2019/20 to be preserved
• Operating revenues and expenses arising from completed 2019/20 capital projects to be included.
Cost escalations for the preparation of the 2020/21 budget onwards include:
• Rate revenue to be projected at 1.95% - the current year rate cap is 2%.
• Waste charges to increase by 1.95% and recycling charges to increase by 1.95% to address the continued rising cost
of dealing with waste management and in particular the current cost of recycling material.
• Operating grants increasing at 2%.
• Capital grants only included where some level of surety arises and linked directly to a specific capital project.
• Continuation of the Roads to Recovery program
• User Fees and Charges increasing in line with service reviews.
• Statutory Fees and Charges only increasing where legislation is known.
• Employee’s costs increasing at 2%.
• Materials & consumables increasing at 3%.
• Utilities increasing at 5%.

The Rate Rise
a. The average rate will rise by 1.95% which is below the 2% rate cap set by the Minister for Local Government under
the Fair Go Rates System.
b. Key drivers
i. To fund ongoing service delivery – business as usual
ii. To fund renewal of infrastructure and community assets
iii. To cope with cost shifting from the State Government
c. Waste Services - the kerbside collection charge will increase by 1.95% and the recycling charge will increase by
1.95% per property.
d. Refer Section 4.1.1 for further Rates and Charges details.
Key Statistics
Forecast Actual Budget
Key Statistics
2019/20 2020/21
$’000 $’000
Total Expenditure 23,470 24,560

Total Income 24,821 25,522
Surplus/Deficit for the Year 1,351 962
Underlying Operating Deficit (1,933) (1,704)
Total Capital Works Expenditure $9,637 $8,733

Budget Reports
The following reports include all statutory disclosures of information and are supported by the analysis containd in
sections 8 to 15 of this report.
This section includes the following reports an statements inaccodance with the Local Government Act 1989 and the
Local Government Model Financial Report.
1. Link to the Council Plan

3. Financial statements
4. Notes to the financial statements
5. Financial performance indicators

1. Link to the Council P lan
This section describes how the Annual Budget links to the achievement of the Council Plan within an overall planning
and reporting framework. This framework guides the Council in identifying community needs and aspirations over the
long term, medium term (Council Plan) and short term (Annual Budget) and then holding itself accountable (Annual
Report).
1.1 Legislative Planning and accountability framework

The Strategic Resource Plan, part of and prepared in conjunction with the Council Plan, is a rolling four-year plan that
outlines the financial and non-financial resources that Council requires to achieve the strategic objectives described
in the Council Plan. The Annual Budget is framed within the Strategic Resource Plan, considering the services and
initiatives which contribute to achieving the strategic objectives specified in the Council Plan. The diagram below depicts
the planning and accountability framework that applies to local government in Victoria.
Time horizon Planning Reporting Timing
Stakeholder
& Community Jan-Jun
Council Plan Engagement
> Strategic Objectives
> Strategies Annual Report
> Strategic Indicators Report of Operations
Medium - Major Initiatives
Term - Service Performance
- Governance and Feb-Jun
Strategic Resource Plan Management
> Financial Statements
> Non-Financial Resources Financial Statements
- Financial Statements
- Capital Works Statement
- Notes
Mar-Jun
Annual Budget Performance Statement
> Financial Statements - Service Performance
> Services and Initiatives Outcomes
Short > Service Outcome Indicators - Financial Performance
Term > Major Initiatives - Sustainable Capacity
Jul-Sep
Source: Department of Environment, Land, Water and Planning
The Council Plan is prepared with reference to Council’s 10-year long term financial plan.
The timing of each component in the planning framework is critical to the successful achievement of the planned
outcomes.
1.1.2 Key planning considerations

Service Level Planning
Although councils have a legal obligation to provide some services— such as animal management, local roads,
food safety and statutory planning—most council services are not legally mandated, including some services closely
associated with councils, such as libraries, building permits and sporting facilities. Further, over time, the needs and
expectations of communities can change. Therefore councils need to have robust processes for service planning and
review to ensure all services continue to provide value for money and are in line with community expectations. In doing
so, councils should engage with communities to determine how to prioritise resources and balance service provision
against other responsibilities such as asset maintenance and capital works.

1.2 Our Purpose
The Strategic Resource Plan, part of and prepared in conjunction with the Council Plan, is a rolling four-year plan that
outlines the financial and non-financial resources that Council requires to achieve the strategic objectives described
in the Council Plan. The Annual Budget is framed within the Strategic Resource Plan, considering the services and
initiatives which contribute to achieving the strategic objectives specified in the Council Plan. The diagram below depicts
the planning and accountability framework that applies to local government in Victoria.
Our Vision
In consultation with our community, Yarriambiack Shire Council aims to provide a viable, sustainable and vibrant future.
Our Mission
Through strong leadership, transparency and strategic planning Councillors and Staff in partnership with community will
achieve our vision.
ICARE Values:
Integrity
• Make decisions lawfully, fairly, impartially, and in the public interest.
• We are honest, trustworthy, reliable, transparent and accountable in our dealings.
• Keep our customers informed, in plain language, about the process and outcome.
Community Focus
• Lead and develop leadership within our community.
• Constantly strive to improve our services.
• Forge closer relationships with customers.
Accountability
• We are careful, conscientious and diligent;
• Use public resources economically and efficiently;
• Investigate matters thoroughly and objectively;
Respect
• Treat people fairly, with respect and have proper regard for their rights.
• Treat our customers with courtesy and respect.
Excellence
• Actively pursue positive outcomes for the community.
• Investigate matters thoroughly and objectively.
1.3 Strategic objectives

Strategic Objectives Description
1. Good Governance A well-managed and service-focused organisation.
To develop partnerships and advocate for community wellbeing and economic
2. A Place to Live & Grow development priorities and projects as well as capitalising on existing and
emerging opportunities in tourism and visitation.
3. A Safe & Active Community &
Sustainable Environment
To plan for future service delivery and local community support as well as
4. A Planned Future secure state and federal funding to maintain and upgrade roads, Council and
community infrastructure.
Through effective planning and consultation, create environments for our
5. Health & Wellbeing communities that will enable residents to prosper and enjoy improved health
and wellbeing.

This section provides a description of the services and initiatives to be funded in the Budget for the 2019/20 year and how
these will contribute to achieving the strategic objectives outlined in the Council Plan. It also describes several initiatives
and service performance outcome indicators for key areas of Council’s operations. Council is required by legislation
to identify major initiatives, initiatives and service performance outcome indicators in the Budget and report against
them in their Annual Report to support transparency and accountability. The relationship between these accountability
requirements in the Council Plan, the Budget and the Annual Report is shown below
COUNCIL PLAN BUDGET ANNUAL REPORT
Strategic Objective
Services Indicators (outcome)
Initiatives Major Initiatives
Strategic Objective Report of
Operations
Strategic Objective Service indicators

Services Indicators (outcome) Major initiatives
Initiatives Major Initiatives Governance &
Strategic Objective Management Checklist
Strategic Objective Performance

Statement
Strategic Objective
Service indicators (outcome)
Financial indicators
Sustainable capacity indicators
Strategic Objective
Strategic Objective
Source: Department of Environment, Land, Water and Planning

2.1 Strategic Objective 1 - Good Governance
A well-managed and service-focused organisation.
2018/19 2019/20 2020/21
Service Area Description of services provided Actual Forecast Budget
$’000 $’000 $’000
Councillors, Chief This area of governance includes the Mayor,
Councillors, Chief Executive Officer and Executive
Exp 657 691 924
Executive and
Executive Team Management Team and associated support which Rev - - -
cannot be easily attributed to the direct service
provision areas.
NET 657 691 924
Councillor The costs collected for this service relate to the
direct costs of maintaining Councillor’s corporate
Exp 122 392 529
Expenses
responsibilities for Council. This includes the costs Rev - - -
associated with meetings, consultants, legal,
elections and internal audit.
NET 122 392 529
General Council The costs collected for this service relate to the
Expenses general costs of running the Council. This includes Exp 157 422 477
the costs associated with public liability insurance,
publications and subscriptions to Municipal
Rev - - -
Association of Victoria (MAV) and other professional NET 157 422 477
bodies.
Information Services This service provides, supports and maintains
reliable and cost effective communications and
Exp 379 428 307
computing systems, facilities and infrastructure to Rev - - -
Council staff, enabling them to deliver services in a
smart, productive and efficient way.
NET 379 428 307
Customer Service This service provides Council with strategic and

and Administration operational organisation development support. It
Staff and Municipal provides meeting rooms and function venues for Exp 814 692 761
Offices Council use. It also provides a customer interface
Rev (171) (120) (90)
for an increasing number of service units and a
wide range of transactions. The service is delivered NET 643 572 671
through two customer service centres, a free call
number and an emergency after hours service.
Director, Contracts, Exp 1,388 1,259 1,404
Design and Asset This area includes the Director and Council Officers
and associated costs of supporting these positions.
Rev (120) (114) (101)
Management
NET 1,268 1,145 1,303
Accounting and This service predominately provides financial
Finance based services to both internal and external
customers including the management of Council’s Exp 612 612 753
finances, payments of salaries and wages to
Council employees, procurement and contracting
Rev (17) (17) (9)
of services, raising and collection of rates and NET 595 595 745
charges and valuation of properties throughout the
municipality.
Financing Costs Exp 81 65 117
This service includes payment to external auditors,
interest received or paid on investments and loans.
Rev (72) (30) (30)
NET 9 35 87
Initiatives
1) Implementation of a new finance and corporate system
2) Implementation of the new Local Government Act requirements
3) Continue to implement the Local Government Inspectorate Action Plan
4) Focus on reducing long term medium risk audit committee and I meant focus on reducing long term audit risk
recommendations.
5) Continue to actively pursue the recovery on unpaid rates
6) Build a compliant records storage facility
7) Develop and implement a Customer Service Request system
Service Performance Outcome Indicators

Service Indicator Performance Measure 2018/19 2019/20 2020/21
Actual Forecast Target
Governance Satisfaction Satisfaction with Council decisions 61% 63% 70%

2.2 Strategic Objective 2 - A Place to Live and Grow
Develop partnerships and advocate for community wellbeing and economic development priorities
and projects, as well as capitalising on existing and emerging opportunities in tourism and visitation.
2018/19 2019/20 2020/21

$’000 $’000 $’000
Health, Education This service provides family oriented support Exp 1,498 1,809 1,948
and Housing services including kindergartens, maternal & child
health, counselling & support, immunisation, holiday Rev (1,390) (1,420) (1,185)
programs and health & safety. NET 108 389 763
Aged & Disability This service provides a range of home and
community care services for the aged and disabled,
Exp 1,219 1,220 1,297
Services
including home delivered meals, personal care, Rev (1,123) (1,050) (955)
transport, dementia care, home maintenance,
housing support and senior citizens.
NET 96 170 342
Library Services This service provides the contribution to a regional Exp 200 211 268
library corporation for the provision of mobile and
static services throughout the Shire. Rev - (120) (118)
NET 200 91 150
Passive Recreation This service provides for the maintenance of public Exp 122 138 139
parks and gardens.
Rev - - -
NET 122 138 139
Tourism and Area This service provides a range of services that
facilitates the tourist industry, and the cleaning and Exp 465 1,076 1,050
Promotion
maintenance of the tourist centre, caravan parks Rev (229) (743) (152)
and public amenities.
NET 236 333 898
Initiatives
1) Develop the Hopetoun Power House into accommodation
2) Warracknabeal Tourist Information Centre and amenities upgrades
3) Support the development of the Minyip Community Fuel project
4) Caravan Park master plans completed across six sites
5) Upgrade Patchewollock playgrounds and streetscapes
6) Support the completion of the eRup project
7) Install accommodation at Yaapeet Recreation Reserve

Service Indicator Performance Measure 2018/19 2019/20 2020/21
Actual Forecast Target
Maternal and Child
Participation Participation in the MCH service 93% 96% 95%
Health
Participation in the MCH service by
Aboriginal children
100% 100% 100%
Libraries Participation Active Library members 9% 7% 9%
Food Safety Critical and major non-compliance
Health and safety
notifications
100% 100% 100%

2.3 Strategic Objective 3 - A safe and active Community & Sustainable Environment
2018/19 2019/20 2020/21

$’000 $’000 $’000
Active Recreation This service provides for the contributions and Exp 557 629 526
maintenance of indoor and outdoor sporting
complex’s, clubs, amenities and recreation officer. Rev (334) (146) (38)
NET 223 483 488
Swimming Areas and This service provides for the contributions and Exp 509 1,316 474
Beaches maintenance of swimming pools as well as the
contributions to the weir pools.
Rev (233) (222) (17)
NET 276 1,094 457
Street Cleaning, This service provides for the cleaning, lighting and Exp 906 892 932
Lighting and beautification of Council’s streets.
Rev - - -
Beautification
NET 906 892 932
Waste Management This service is responsible for garbage collection, Exp 1,513 1,594 1,615
and Environment transfer stations, septic tanks, kerbside recycling
and land care operations of Council. Rev (214) (248) (110)
NET 1,299 1,346 1,505
Initiatives
1) Implementation of streetscape designs across the Council
2) Redevelop the Warracknabeal Leisure Centre Gymnasium
3) Undertake the development of a waste strategy and trial a recycling trailer for smaller townships.
4) Carry out major maintenance at Minyip Swimming Pool
5) Update cricket pitch and shade area at the Tempy Recreation Reserve
6) Caravan Park fire safety upgrades at five caravan park sites
7) Develop a masterplan for ANZAC Park Warracknabeal

Performance Measure 2018/19 2019/20 2020/21
Service Indicator Actual Forecast Target
Animal Management Health and safety Animal mangement prosecutions 0 0 0
Waste collection Kerbside collection waste diverted
Waste diversion
from landfill
25% 25% 27%

2.4 Strategic Objective 4 - A Planned Future
Plan for future service delivery and local community support, as well as secure State and Federal
funding to maintain and upgrade roads, Council and community infrastructure.
2018/19 2019/20 2020/21
$’000 $’000 $’000
Community The service provides a range of services that
and Economic facilitates an environment that is conducive to Exp 910 1,374 1,285
Development sustaining and growing local residential and
business sectors. The services include town
Rev (226) (582) (953)
planning, economic development and building NET 684 792 332
control.
Saleyards This service is responsible for the management Exp 91 110 108
and maintenance of the Warracknabeal Regional
Livestock Exchange. Rev (105) (99) (329)
NET (14) 11 (221)
Public Halls This service provides contributions towards Exp 200 285 651
insurance for public halls.
Rev (129) (133) (202)
NET 71 152 449
Other Heritage and This service provides a range of services that Exp 68 71 73
Culture facilitates the maintenance and development of
museums, other heritage buildings and cultures for Rev - - -
the enjoyment of future generations. NET 68 71 73
Roads, Streets and The service provides ongoing maintenance of the Exp 7,835 6,784 7,186
Footpaths Council’s roads, drains, bridges and footpaths.
Rev (3,603) (2,973) (2,323)
NET 4,232 3,811 4,863
Law, Order and This service provides support for services including Exp 369 377 422
Public Safety fire prevention, animal control, local laws and
emergency services. Rev (72) (60) (61)
NET 297 317 361
Other Transport This service provides for the works crew Exp 967 1,370 1,621
Services administration and plant operations, as well as any
private works. Rev (1,521) (487) (756)
NET (554) 883 865
Initiatives
1) Applications for improved Early Years facilities in Warracknabeal and the southern part of the Shire
2) Capitalise on additional Roads to Recovery Funding
3) Implementation of Yarriambiack Libraries
4) Upgrade14 halls as part of the ‘Home is where the Hall is’ funding
5) Increase funding for footpath, kerb and channel
6) Complete streetscape designs for four townships
7) Fire design implementation for Warracknabeal Livestock Exchange

Performance Measure 2018/19 2019/20 2020/21
Service Indicator Actual Forecast Target
Roads Satisfaction Satisfaction with sealed local roads 42% 38% 45%
Statutory planning Council planning decisions upheld at
Decision making
VCAT
0 0 0
2.5 Performance Statement

The service performance indicators detailed inthe preceding pages will be reported on in the Performance Statement
which is prepared at the end of the as required by Section 132 of the Act and included in the 2019/20 Annual Report.
The Performance Statement will also include reporting on prescribed iindicators of financial performance and
sustainable capacity, which are not included in this budget report. The prescribed performance indicatiors contained
inthe Performance Statement are audited each year by the Victorian Auditor General who issues and audit opinion onthe
Performance Statement.
The major initiatives detailed in the preceding pages will be reported in the Annual Report in the form of a statement of
progress inthe Report of Operations.
2.6 Performance Outcome Indicators - Definitions
Service Indicator Performance Measure Computation

Governance Satisfaction Satisfaction with Council decisions. Community satisfaction rating out of 100
(Community satisfaction rating out of with how Council has performed in making
100 with how Council has performed in decisions in the interests of the community
making decisions in the interests of the
community)
Statutory Planning Decision making Council planning decisions upheld at [Number of VCAT decisions that did not
VCAT. set aside Council’s decision in relation
(Percentage of planning application to a planning application / Number of
decisions subject to review by VCAT and VCAT decisions in relation to planning
that were not set aside) applications]
x 100
Roads Satisfaction Satisfaction with sealed local roads. Community satisfaction rating out of 100
(Community satisfaction rating out of 100 with how Council has performed on the
with how Council has performed on the condition of sealed local roads.
condition of sealed local roads)
Libraries Participation Active library members. [Number of active library members /
(Percentage of the municipal population municipal population] x 100
that are active library members)
Waste Collection Waste diversion Kerbside collection waste diverted from [Weight of recyclables and green organics
landfill. collected from kerbside bins / Weight of
(Percentage of garbage, recyclables and garbage, recyclables and green organics
green organics collected from kerbside collected from kerbside bins] x 100
bins that is diverted from landfill)
Aquatic Facilities Utilisation Utilisation of aquatic facilities. Number of visits to aquatic facilities /
(Number of visits to aquatic facilities per Municipal population
head of municipal
Animal Management Health and safety Animal management prosecutions. Number of successful animal management
(Number of successful animal prosecutions
management prosecutions)
Food Safety Health and safety Critical and major non-compliance [Number of critical non-compliance
notifications. notifications and major non-compliance
(Percentage of critical and major non- notifications about a food premises
compliance notifications that are followed followed up / Number of critical non-
up by Council) compliance notifications and major non-
compliance notifications about food
premises] x 100
Maternal and Child Participation Participation in the MCH service. [Number of children who attend the
Heath (Percentage of children enrolled who MCH service at least once (in the year) /
participate in the MCH service) Number of children enrolled in the MCH
service] x 100
Participation Participation in MCH service by Aboriginal [Number of Aboriginal children who attend
children. the MCH service at least once (in the year)
(Percentage of Aboriginal children enrolled / Number of Aboriginal children enrolled in
who participate in the MCH service) the MCH service] x 100

2.7 Reconciliation with budgeted operating result
Net Cost
(Revenue) Expenditure Revenue
$’000 $’000 $’000
Good Governance 5,034 5,272 (238)
A place to Live and Grow 2,292 4,702 (2,410)
A safe and active Community and sustainable Environment 3,382 3,547 (116)
A Planned Future 6,722 11,346 (4,624)
Health and Wellbeing - - -
Total 17,430 24,867 (7,438)
Deficit before funding sources 17,430
Funding Sources
Rates & charges revenue (12,862)
Victorian Grants Commission (5,529)
Total funding sources (18,391)
Operating surplus for the year (962)

Less
Capital grants 2,666
Underlying deficit for the year 1,704

3. Financial Statements
This section presents information in regard to the Financial Statements and Statement of Human Resources. The
budget information for the year 2020/21 has been supplemented with projections to 2023/24 extracted from the Strategic
Resource Plan.
This section includes the following financial statements prepared in accordance with the Local Government Act 1989
and the Local Government (Planning and Reporting) regulations 2014.
- Comprehensive Income Statement

- Balance Sheet
- Statement of Changes in Equity
- Statement of Cash Flows
- Statement of Capital Works
- Statement of Human Resources
Pending Accounting Standards

The 2020-21 budget has been prepared based on the accounting standards applicable at the date of preparation. It has
been updated to include the impact of AASB 16 Leases, AASB 15 Revenue from Contracts with Customers and AASB
1058 Income of Not-for-Profit Entities, but pending accounting standards that will be in effect from the 2020-21 financial
year have not been considered in the development of the budget.
Standards that are likely to impact on the 2020-21 financial statements, not considered in the preparation of the budget
include:
AASB 1059 Service Concession Arrangements: Grantors

Comprehensive Income Statement
For the four years ending 30 June 2024
Forecast Budget
Note 2019/20 2020/21 2021/22 2022/23 2023/24
$’000 $’000 $’000 $’000 $’000
Income
Rates and charges 4.1.1 12,612 12,862 13,068 13,330 13,596
Statutory fees and fines 4.1.2 169 187 183 187 190
User fees 4.1.3 1,033 966 963 981 1,000
Grants - operating 4.1.4 7,406 8,633 6,680 6,641 6,753
Grants - capital 4.1.4 3,284 2,666 2,227 2,214 2,251
Contributions - monetary 4.1.5 386 234 235 240 244
Net gain/(loss) on disposal of property,
(114) (72) (77) (82) (87)
infrastructure, plant and equipment
Other income 4.1.6 45 46 48 49 50
Total Income 24,821 25,522 23,326 23,559 23,997
Expenses
Employee costs 4.1.7 9,399 10,776 10,425 10,660 10,902
Materials and services 4.1.8 6,573 6,138 4,857 5,017 5,187
Depreciation 4.1.9 5,042 5,193 5,349 5,510 5,675
Bad and doubtful debts 1 1 1 1 1
Contributions and donations 4.1.10 835 674 669 682 695
Borrowing costs - 60 62 64 66
Finance costs - leases - - - - -
Other expenses 4.1.11 1,620 1,718 1,748 1,815 1,884
Total Expenses 23,470 24,560 23,111 23,815 24,410
Surplus/(deficit) for the year 1,351 962 215 (190) (413)
Other comprehensive income

Items that will not be reclassified to
surplus or deficit in future periods
Net asset revaluation increment/
1,000 500 500 500 500
(decrement)
Total Comprehensive Result 2,351 1,462 715 310 87

Balance Sheet
Forecast Budget
Note 2019/20 2020/21 2021/22 2022/23 2023/24
$’000 $’000 $’000 $’000 $’000
Assets
Current Assets
Cash and cash equivalents 5,534 3,133 2,618 1,871 924
Trade and other receivables 1,700 1,734 1,500 1,530 1,561
Other financial assets 750 765 780 796 812
Inventories 600 612 624 637 649
Non-current assets classified as held for sale 30 - - - -
Other assets 320 330 339 350 360
Total Current Assets 4.2.1 8,934 6,573 5,862 5,184 4,306
Non-current Assets
Other financial assets 253 258 263 268 274
Investments in associates 130 133 135 138 141
Property, infrastructure, plant and equipment 144,757 148,797 150,479 152,006 153,540
Total Non-current Assets 145,140 149,187 150,877 152,412 153,954
Total Assets 154,074 155,760 156,739 157,596 158,260
Liabilities
Current Liabilities
Trade and other payables 1,100 1,133 1,167 1,471 1,780
Trust funds and deposits 30 31 32 33 34
Provisions 2,277 2,478 2,716 2,967 3,239
Interest-bearing liabilities 21 21 21 16 -
Total Current Liabilities 3,428 3,662 3,936 4,487 5,053
Non-current liabilities
Provisions 550 561 572 584 595
Interest-bearing liabilities 58 37 16 - -
Total Non-current Liabilities 608 598 588 584 595
Total Liabilities 4,036 4,260 4,524 5,071 5,648
Net Assets 150,038 151,500 152,215 152,525 152,612
Equity
Accumulated surplus 73,264 74,226 74,441 74,251 73,838
Reserves 76,774 77,274 77,774 78,274 78,774
Total Equity 150,038 151,500 152,215 152,525 152,612

Statement of Changes in Equity
Accumulated Revaluation Other

Note Total Surplus Reserve Reserves
$’000 $’000 $’000 $’000
2020 Forecast Actual
Balance at beginning of the financial year 147,687 71,913 75,759 15
Surplus/(deficit) for the year 1,351 1,351 - -
1,000 - 1,000 -
(decrement)
Balance at end of the financial year 150,038 73,264 76,759 15
2021 Budget
Surplus/(deficit) for the year 962 962 - -
500 - 500 -
(decrement)
2022
500 - 500 -
(decrement)
2023
Surplus/(deficit) for the year (190) (190) - -
500 - 500 -
(decrement)
2024
500 - 500 -
(decrement)

Statment of Cash Flows
Forecast Budget
Note 2019/20 2020/21 2021/22 2022/23 2023/24
$’000 $’000 $’000 $’000 $’000
Inflows Inflows Inflows Inflows Inflows
(Outflows) (Outflows) (Outflows) (Outflows) (Outflows)
Cash flows from operating activities
Rates and charges 10,912 11,128 11,568 11,800 12,035
Statutory fees and fines 169 187 183 187 190
User fees 1,033 966 963 981 1,000
Grants - operating 7,406 8,633 6,680 6,641 6,753
Grants - capital 3,284 2,666 2,227 2,214 2,251
Contributions - monetary 386 234 235 240 244
Interest received 45 46 48 49 50
Net GST refund/payment 1,761 1,572 1,603 1,636 1,668
Employee costs (9,399) (10,776) (10,425) (10,660) (10,902)
Materials and services (6,573) (6,138) (4,857) (5,017) (5,187)
Other payments (2,456) (2,393) (2,418) (2,498) (2,580)
Net cash provided by/(used in) operating
6,568 6,125 5,806 5,572 5,523
activities
Cash flows from investing activities

Payments for property, infrastructure, plant
(9,637) (8,733) (6,531) (6,537) (6,709)
and equipment
Proceeds from sale of property, infrastructure,
234 287 293 299 305
plant and equipment
Net cash provided by/(used in) investing
(9,403) (8,446) (6,238) (6,238) (6,404)
activities
Cash flows from financing activities

Finance costs - (60) (62) (64) (66)
Repayment of borrowings (21) (21) (21) (16) -
Net cash provided by/(used in) financing
(21) (81) (83) (80) (66)
activities
Net increase/(decrease) in cash and cash
(2,856) (2,402) (515) (746) (947)
equivalents
Cash and cash equivalents at the beginning
8,390 5,534 3,133 2,618 1,871
of the financial year
Cash and cash equivalents at the end of
5,534 3,133 2,618 1,871 924
the financial year

Statement of Capital Works
Forecast Budget
Note 2019/20 2020/21 2021/22 2022/23 2023/24
$’000 $’000 $’000 $’000 $’000
Property
Buildings 535 640 250 110 110
Heritage buildings 84 183 5 5 5
Total Property 619 823 255 115 115
Plant and equipment

Plant, machinery and equipment 1,250 1,139 1,000 1,000 1,000
Fixtures, fittings and furniture 6 7 7 7 7
Computers and telecommunications 372 35 42 43 43
Library Books - 20 20 20 20
Total Plant and Equipment 1,628 1,201 1,069 1,070 1,070
Infrastructure
Roads 5,983 6,187 4,925 5,063 5,226
Bridges - 50 51 53 55
Footpaths 90 100 103 106 109
Kerb and channel 172 200 79 81 84
Drainage 27 27 29 29 30
Recreational, leisure and community facilities 785 135 10 10 10
Waste management 267 - - - -
Parks, open space and streetscapes 66 10 10 10 10
Total Infrastructure 7,390 6,709 5,207 5,352 5,524
Total Capital Works Expenditure 4.5.1 9,637 8,733 6,531 6,537 6,709
Represented by:
New asset expenditure 857 1,072 531 417 467
Asset renewal expenditure 5,000 4,511 4,000 4,080 4,162
Asset upgrade expenditure 3,780 3,150 2,000 2,040 2,081
Funding sources represented by:

Grants 3,284 3,283 2,227 2,214 2,251
Contributions 20 33 20 21 21
Council cash 6,333 5,416 4,284 4,303 4,437

Statment of Human Resources
Forecast Budget
Note 2019/20 2020/21 2021/22 2022/23 2023/24
$’000 $’000 $’000 $’000 $’000
Staff expenditure
Employee costs - operating 9,399 10,776 10,425 10,660 10,902
Employee costs - capital 1,813 1,521 1,411 1,440 1,469
Total Staff Expenditure 11,212 12,297 11,836 12,100 12,371
FTE FTE FTE FTE FTE

Staff Numbers
Employees 117.0 120.0 117.0 117.0 117.0
Total Staff Numbers 117.0 120.0 117.0 117.0 117.0
A summary of human resources expenditure categorised according to the organisational structure of Council is included
below:
Budget Permanent Permanent
Department 2020/21 Full Time Part Time
$’000 $’000 $’000
Community Services 2,467 451 2,016
Corporate Services 857 757 100
Economic Development 446 239 157
Engineering 3,963 3,946 24
Governance 1,322 1,197 125
Recreation, Culture and Leisure 320 180 140
Regulatory Services 605 577 71
Waste and Environment 796 796 -
Total Permanent Staff Expenditure 10,776 8,143 2,633
Capitalised Labour costs 1,521
Total Expenditure 12,297
A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included
below:
Budget Permanent Permanent
Department 2020/21 Full Time Part Time
FTE FTE FTE
Community Services 24 4 20
Corporate Services 6 5 1
Economic Development 4 2 2
Engineering 67 67 -
Governance 7 5 2
Recreation, Culture and Leisure 4 2 2
Regulatory Services 6 5 1
Waste and Environment 3 3 -
Total permanent staff FTE 120 93 27
Total FTE 120

4. Notes to the Financial Statements
Thhis section presents detailed information on material components of the financial statements. Council needs to assess
which components are material, considering the dollar amounts and nature of these components.
4.1 Comprehensive Income Statement

4.1.1 Rates and Charges
Rates and charges are required by the Act and the Regulations to be disclosed in Council’s annual budget.
In developing the Strategic Resource Plan, rates and charges were identified as an important source of revenue.
Planning for future rate increases has therefore been an important component of the Strategic Resource Planning
process. The Fair Go Rates System (FGRS) sets out the maximum amount councils may increase rates in a year.
For 2020/21 the FGRS cap has been set at 2.0%. The cap applies to both general rates and municipal charges and is
calculated on the basis of council’s average rates and charges.
The level of required rates and charges has been considered in this context, with reference to Council’s other sources
of income and the planned expenditure on services and works to be undertaken for the community.
To achieve these objectives while maintaining service levels and a strong capital expenditure program, the average
general rate and the municipal charge will increase by 1.95% which is 0.5% below the Minister’s rate cap.
This will raise total rates and charges for 2020/21 to $12.862 million.
4.1.1(a) The reconciliation of the total rates and charges to the Comprehensive Income Statement
is as follows:
2019/20 2020/21 Variance Change
$’000 $’000 $’000 %
General rates* 11,002 11,182 180 1.64%
Municipal charge* 375 383 8 2.13%
Waste management charge 1,182 1,208 26 2.20%
Supplementary rates and rate adjustments (14) (15) (1) 7.14%
Interest on rates and charges 55 54 (1) (1.82%)
Revenue in lieu of rates 12 50 38 316.67%
Total Rates and charges 12,612 12,862 250 1.98%
*These items are subject to the rate cap established under the FGRS
4.1.1(b) The rate in the dollar to be levied as general rates under section 158 of the Act for each
type or class of land compared with the previous financial year
2019/20 2020/21 Change
Type or class of land
cents/$CIV cents/$CIV %
Residential properties 0.00625760 0.00601760 (3.84%)
Commercial properties 0.00625760 0.00601760 (3.84%)
Farming properties 0.00391100 0.00376100 (3.84%)
4.1.1(c) The estimated total amount to be raised by general rates in relation to each type or class
of land, and the estimated total amount to be raised by general rates, compared with the previous
financial year
2019/20 2020/21 Variance Change
$’000 $’000 $’000 %
Residential 2,153 2,126 (27) (1.25%)
Commercial 358 351 (7) (1.96%)
Farm 8,491 8,705 214 2.52%
Total amount to be raised by general rates 11,002 11,182 180 1.64%

4.1.1(d) The number of assessments in relation to each type or class of land, and the total number
of assessments, compared with the previous financial year
2019/20 2020/21 Change
Number Number Number %
Residential 3,382 3,389 7 0.21%
Commercial 459 455 (4) (0.87%)
Farm 3,098 3,121 23 0.74%
Total amount to be raised by general rates 6,939 6,965 26 0.37%
4.1.1(e) The basis of valuation to be used is the Capital Improved Value (CIV)
4.1.1(f) The estimated total value of each type or class of land, and the estimated total value of land,
compared with the previous financial year
2019/20 2020/21 Change Change
$’000 $’000 $’000 %
Residential 343,359 353,377 10,018 2.92%
Commercial 55,010 58,287 3,277 5.96%
Farm 2,166,794 2,314,598 147,804 6.82%
Total value of land 2,565,163 2,726,262 161,099 6.28%
4.1.1(g) The municipal charge under Section 159 of the Act compared with the previous financial
year
Per Rateable Per Rateable
Property Property Change Change
2019/20 2020/21
$ $ $’000 %
Municipal 75.08 76.55 1.47 1.96%
4.1.1(h) The estimated total amount to be raised by municipal charges compared with the previous
financial year
Type of charge
$’000 $’000 $’000 %
Municipal 375 383 8 2.13%
4.1.1(i) The rate or unit amount to be levied for each type of service rate or charge under Section
162 of the Act compared with the previous financial year
Type of Charge
2019/20 2020/21
$ $ $ %
Kerbside collection
Residential - 80lt bin 139.58 142.30 2.72 1.95%
Other - 80lt bin 139.58 142.30 2.72 1.95%
Other - 120lt bin 193.78 197.55 3.77 1.95%
Other - 240lt bin 377.14 384.49 7.35 1.95%
Recycling collection
Residential 135.82 138.47 2.65 1.95%
Other 135.82 138.47 2.65 1.95%

4.1.1(j) The estimated total amount to be raised by each type of service rate or charge, and the
estimated total amount to be raised by service rates and charges, compared with the previous
financial year
Type of Charge
2019/20 2020/21
$’000 $’000 $’000 %
Kerbside collection 761 776 15 1.97%
Recycling collection 415 423 8 1.93%
Total 1,176 1,199 23 1.96%
4.1.1(k) The estimated total amount to be raised by all rates and charges compared with the previous
financial year
Type of Charge
$’000 $’000 $’000 %
Rates and charges 11,002 11,182 180 1.64%
Municipal charge 375 383 8 2.13%
Kerbside collection 761 766 15 1.97%
Recycling collection 415 423 8 1.93%
Windfarms in lieu of rates 12 50 38 316.67%
Supplementary rates and rate adjustments (14) (15) (1) 7.14%
Total Rates and charges 12,551 12,799 248 1.98%
4.1.1(l) Fair Go Rates System Compliance

Yarriambiack Shire Council is required to comply with the State Government’s Fair Go Rates System (FGRS). The table
below details the budget assumptions consistent with the requirements of the Fair Go Rates System.
2019/20 2020/21
Total Rates $11,345,842 $11,565,664
Number of rateable properties $6,939 $6,965
Base Average Rate $1,635.08 $1,660.54
Maximum Rate Increase (set by the State Government) 2.50% 2.00%
Capped Average Rate $1,638.97 $1,628.98
Maximum General Rates and Municipal Charges Revenue $11,372,799 $11,567,086
Budgeted General Rates and Municipal Charges Revenue $11,345,842 $11,565,664
Budgeted Supplementary Rates $(9,000) $(15,000)
Budgeted Total Rates and Municipal Charges Revenue $11,336,842 $11,550,664
4.1.1(m) Any significant changes that may affect the estimated amounts to be raised by rates and
charges
There are no known significant changes which may affect the estimated amounts to be raised by rates and charges.
However, the total amount to be raised by rates and charges may be affected by:
• The making of supplementary valuations (2020/21: estimated ($15,000) and 2019/20: $9,000).
• The variation of returned levels of value (e.g. valuation appeals).
• Changes of use of land such that rateable land becomes non-rateable land and vice versa.
• Changes of use of land such that residential land becomes business land and vice versa.
• Revenue in lieu of rates will be impacted by the exact timing for the commissioning of wind turbines at the Murra
Warra windfarm.
4.1.1(n) Differential rates

Rates to be levied
The rate and amount of rates payable in relation to land in each category of differential are:
• A general rate of 0.6257% (0.006257 cents in the dollar of CIV) for all rateable residential and commercial properties;

and
• A general rate of 0.3911% (0.003911 cents in the dollar of CIV) for all rateable farming properties.
Each differential rate will be determined by multiplying the Capital Improved Value of each rateable land (categorised by
the characteristics described below) by the relevant percentages indicated above.
Council considers that each differential rate will contribute to the equitable and efficient carrying out of council functions.
Details of the objectives of each differential rate, the types of classes of land, which are subject to each differential rate
and the uses of each differential rate, are set out below.
Residential and Commercial land
Residential land is any land, which is:
• Occupied for the principal purpose of physically accommodating persons; or
• Unoccupied but zoned residential under the Yarriambiack Shire Council Planning Scheme.
Commercial land is any land, which is:
• Occupied for the principal purpose of carrying out the manufacture or production of, or trade in, goods or services; or
• Unoccupied but zoned commercial or industrial under the Yarriambiack Shire Council Planning Scheme.
The objective of this differential rate is to ensure that all rateable land makes an equitable financial contribution to the
cost of carrying out the functions of Council, including (but not limited to) the:
• Construction and maintenance of infrastructure assets;
• Development and provision of health and community services; and
• Provision of general support services.
The types and classes of rateable land within this differential rate are those having the relevant characteristics described
above.
The money raised by the differential rate will be applied to the items of expenditure described in the Budget by Council.
The level of the rate for land in this category is considered to provide for an appropriate contribution to Council’s
budgeted expenditure, having regard to the characteristics of the land.
The geographic location of the land within this differential rate is wherever located within the municipal district, without
reference to ward boundaries.
The use of the land within this differential rate, in the case of improved land, is any use of land.
The characteristics of planning scheme zoning are applicable to the determination of vacant land which will be subject
to the rate applicable to commercial land. The vacant land affected by this rate is that which is zoned commercial and/
or industrial under the Yarriambiack Shire Council Planning Scheme. The classification of land which is improved will
be determined by the occupation of that land and have reference to the planning scheme zoning.
The types of buildings on the land within this differential rate are all buildings which are now constructed on the land or
which are constructed prior to the expiry of the 2019/20 financial year.
Farm land
Farm land is any rateable land:
• that is not less than 2 hectares in area; and
• that is used primarily for grazing (including agistment, dairying, pig farming, poultry farming, fish farming, tree farming,
bee keeping, viticulture, horticulture, fruit growing or the growing of crops of an kind or for any combination of those
activities; and
• that is used by a business -
- that has a significant and substantial commercial purpose of character; and
- that seeks to make a profit on a continuous or repetitive basis from its activities on the land; and
• that is making a profit from its activities on the land, or that has a reasonable prospect of making a profit from its
activities on the land if it continues to operate in the way that it is operating.
The objective of this differential rate is to ensure that all rateable land makes an equitable financial contribution to the
cost of carrying out the functions of Council, including (but not limited to) the:
• Construction and maintenance of infrastructure assets;
• Development and provision of health and community services; and
• Provision of general support services.
The types and classes of rateable land within this differential rate are those having the relevant characteristics described
above.
The money raised by the differential rate will be applied to the items of expenditure described in the Budget by Council.
The level of the rate for land in this category is considered to provide for an appropriate contribution to Council’s
budgeted expenditure, having regard to the characteristics of the land.
The geographic location of the land within this differential rate is wherever located within the municipal district, without
reference to ward boundaries.

The use of the land within this differential rate, in the case of improved land, is any use of land.
The characteristics of planning scheme zoning are applicable to the determination of vacant land which will be subject
to the rate applicable to residential land. The vacant land affected by this rate is that which is zoned residential under
the Victorian Local Council Planning Scheme. The classification of land which is improved will be determined by the
occupation of that land and have reference to the planning scheme zoning.
The types of buildings on the land within this differential rate are all buildings which are now constructed on the land or
which are constructed prior to the expiry of the 2019/20 financial year.
4.1.2 Statutory fees and fines
Forecast Budget Change Change

2019/20 2020/21
$’000 $’000 $’000 %
Animal control and fees and fines 38 40 2 5.26%
Town planning and building fees 41 40 (1) (2.44%)
Building fees 87 104 17 19.54%
Other 3 3 - 0.00%
Total Statutory fees and fines 169 187 18 10.65%
Most statutory fees and fines are levied in accordance with legislation and relate to income collect through animal
registrations, planning permits and building permits.
Statutory fees and fines revenue for 2020/21 are expected to increase by $18,000 due to an increase in building fees.
4.1.3 User fees

2019/20 2020/21
$’000 $’000 $’000 %
Aged and health services 299 305 6 2.01%
Aged and health services brokerage fees 81 88 7 8.64%
Leisure centre and recreation 11 13 2 18.18%
Caravan park fees 138 152 14 10.14%
Waste management services 94 101 7 7.45%
Rents 71 72 1 1.41%
Livestock exchange fees and charges 99 124 25 25.25%
Vic Roads charges 9 10 1 11.11%
Tourism 30 - (30) (100.00%)
Rate certificates 8 8 0 0.00%
Leases 80 71 (9) (11.25%)
Private works 40 - (40) (100.00%)
Memberships 6 8 2 33.33%
Other 67 14 (53) (79.10%)
Total User fees 1,033 966 (67) (6.49%)
User fees relate to the wide range of services Council provides across its extensive service delivery programs and
includes caravan park fees, leisure centre user charges, livestock exchange selling fees, waste management fees and
health services brokerage and client fees.
Council sets fees based on market conditions and the cost associated with running a service while giving consideration
to those who may be suffering financial hardship.
User fees are expected to decrease by (6.49%) to $966,000 due mainly to a decrease in private works and tourism fees.

4.1.4 Grants
Grants are required by the Act and the Regulations to be disclosed in Council’s annual budget.
2019/20 2020/21
$’000 $’000 $’000 %
Grants were received in respect of the following:
Summary of grants
Commonwealth funded grants 6,270 9,433 3,163 50.45%
State funded grants 4,420 1,866 (2,554) (57.78%)
Total Grants Received 10,690 11,299 609 5.70%
(a) Operating Grants
Recurrent - Commonwealth Government
Financial Assistance Grants 2,713 5,529 2,816 103.80%
Aged Care 480 422 (58) (12.08%)
Assessment 85 85 0 0.00%
Meals on Wheels 79 78 (1) (1.27%)
Senior Citizens 40 41 1 2.50%
Total Recurrent - Commonwealth Government 3,397 6,155 2,758 81.19%
Recurrent - State Government
Aged Care 31 - (31) (100.00%)
Assessment 9 - (9) (100.00%)
Meals on Wheels 3 - (3) (100.00%)
Kindergarten 853 700 (153) (17.94%)
Maternal & Child Health 339 329 (10) (2.95%)
Senior Citizens 5 - (5) (100.00%)
Environmental Strategies 80 75 (5) (6.25%)
Recycling 15 15 0 0.00%
Library 120 118 (2) (1.67%)
Youth 70 31 (39) (55.71%)
Preventive Health 5 5 0 0.00%
Other 1 9 8 800.00%
Total Recurrent - State Government 1,531 1,282 (249) (16.26%)
Total Recurrent Grants 4,928 7,437 2,509 50.91%
Non-recurrent - Commonwealth Government
Drought Funding 1,250 750 (500) 40.00%
Total Non-recurrent Grants - Commonwealth
1,250 750 (500) (40.00%)
Government
Non-recurrent - State Government
Work for Victoria 213 396 183 85.92%
Swimming Pools 25 - (25) (100.00%)
Special Projects 415 50 (365) (87.95%)
Tourism 575 - (575) (100.00%)
Total Non-recurrent Grants - State Government 1,228 446 782 (63.68%)
Total Non-recurrent Grants 2,478 1,196 (1,282) (51.74%)
Total Operating Grants 7,406 8,633 1,227 16.57%

2019/20 2020/21
$’000 $’000 $’000 %
(b) Capital Grants
Recurrent - Commonwealth Government
Roads to Recovery 1,623 2,323 700 43.13%
Total Recurrent - Commonwealth Government 1,623 2,323 700 43.13%
Recurrent - State Government
Recreation - - 0 -
Total Recurrent - State Government - - 0 -
Total Recurrent Grants 1,623 2,323 700 43.13%
Non-recurrent - Commonwealth Government

Livestock Exchange - 205 205 0.00%
Total Non-recurrent Grants - Commonwealth
- 205 205 0.00%
Government
Non-recurrent - State Government
Local Roads to Market 140 - (140) (100.00%)
Fixing Country Roads 997 - (997) (100.00%)
Warracknabeal Office 24 - (24) (100.00%)
Weir Pool 147 - (147) (100.00%)
Halls 133 138 5 3.76%
Recreation Reserves 89 - (89) (100.00%)
Waste Management 131 - (131) (100.00%)
Total Non-recurrent Grants - State Government 1,661 138 1,523 (91.69%)
Total Non-recurrent Grants 1,661 343 (1,318) (79.35%)
Total Capital Grants 3,284 2,666 (618) (18.82%)
Total Grants 10,690 11,299 609 5.70%
Operating grants include all monies received from State and Federal sources for the purposes of funding the delivery
of Council’s services to ratepayers. Overall the level of operating grants has increased by 16.57% or $1.227 million
compared to 2019/20 forecast. This is due to the expectation that the full allocation of the grants commision will be paid
in the 2020/21 year. It is not expected that the government will bring forward the payment and pay half in the 2019/20
year which occurred at the end of the 2018/19 year.
Capital grants include all monies received from State and Federal sources for the purposes of funding the capital works
program. Overall the level of capital grants has decreased by 18.82% or $618,000 compared to 2019/20.
The Roads to Recovery program will see additional funding of $700,000 being received which is an increase of 43.13%.
Council has also been successful in receiving a $438,000 grant for the upgrading of Halls throughout the shire, but this
money will be paid over 3 financial years.

4.1.5 Contributions
2019/20 2020/21
$’000 $’000 $’000 %
Monetary 386 234 (152) (39.38%)
Total Contributions 386 234 (152) (39.38%)
Monetary contributions include monies paid to Council for works on roads and also contributions by any organisation to
specific projects.
4.1.6 Other income

2019/20 2020/21
$’000 $’000 $’000 %
Interest 45 46 1 2.22%
Total Other income 45 46 1 2.22%
Other income relates to interest revenue on investments.
4.1.7 Employee costs

2019/20 2020/21
$’000 $’000 $’000 %
Wages and salaries 6,451 7,476 1,025 15.89%
WorkCover 223 202 (21) (9.42)%
Superannuation 907 1,211 304 33.52%
Councillor allowance 190 194 4 2.11%
Annual leave and long service leave 1,076 1,206 130 12.08%
Fringe benefits tax 52 60 8 15.38%
Travelling 88 94 6 6.82%
Training 229 252 23 10.04%
Redundancy 95 - (95) (100.00%)
Other 88 81 (7) (7.95%)
Total Employee costs 9,399 10,776 1,377 14.65%
Employee costs include all labour related expenditure such as wages, salaries and oncosts such as allowances, leave
entitlements and employer superannuation.
Employee costs are budgeted to increase by $1.377 million compared to the 2019/20 forecast. The major driver of
labour cost movement is Council’s Enterprise Bargaining Agreement and movement from contractors to permanent staff.
Various funded programs impact on the level of staff and staff costs from year to year. Council in 2019/20 became a pilot
Council for the provision of 3 year old kinder which has meant engaging extra educators to provide this program. Council
is also participating in the Working for Victoria program which is an additional $608,000 over the two financial years.
Superannuation has increased by $304,000 due mainly to an increase in the amount that invests for any calls made on
the defined benefits superannuation scheme. Due to the Covid-19 pandemic and a fall in the markets Council believes
that in the near future a call may be made to ensure there is not a shortfall in this scheme.

4.1.8 Materials and services
2019/20 2020/21
$’000 $’000 $’000 %
Materials and services 1,013 1,568 555 54.79%
Contractors 4,058 3,236 (822) (20.26%)
Equipment maintenance 47 16 (31) (65.96%)
Supply of meals 149 166 17 11.41%
Utilities 298 315 17 5.70%
External Plant Hire 52 72 20 38.46%
Information technology & equipment 90 82 (8) (8.89%)
Consultants 832 676 (156) (18.75%)
Other 34 7 (27) (79.41%)
Total Materials and services 6,573 6,138 (435) (6.62%)
Materials and services include the purchases of consumables, payments to contractors for the provision of services and
overhead costs including utilities.
Council’s expenditure on materials and services is budgeted to decrease in 2020/21 due mainly to the decrease in the
use of contractors for community project works. Council will also have a decrease in the use of consultants as we will be
using Xero accounting software in 2020/21 which will lead to significant savings.
Council continues to revise service delivery in the face of rising costs and in the ongoing pursuit of efficiencies in
operations.
4.1.9 Depreciation
2019/20 2020/21
$’000 $’000 $’000 %
Buildings 999 1,028 29 2.90%
Plant and equipment 899 926 27 3.00%
Infrastructure 3,144 3,239 95 3.02%
Total Depreciation 5,042 5,193 151 2.99%
Depreciation is an accounting measure which attempts to allocate the value of an asset over its useful life for Council’s
property, plant and equipment and infrastructure assets such as roads and drainage. The increase of $151,000 for
2020/21 is due to the capitalisation of new infrastructure completed in 2019/20.
4.1.10 Contributions and donations

2019/20 2020/21
$’000 $’000 $’000 %
Regional Library 167 10 (157) (94.01%)
Recreation Reserves 171 172 1 0.58%
Swimming Pools 255 258 3 1.18%
Economic Development 59 60 1 1.69%
Community Halls 39 40 1 2.56%
Consultative committees 13 14 1 7.69%
SHARE Grants 59 60 1 1.69%
Preschools 23 20 (3) (13.04)
Weir Pools 31 32 1 3.23%
Other 18 8 (10) (55.56%)
Total Contributions and donations 835 674 (161) (19.28%)
Contributions and donations include annual grants that Council gives to halls, swimming pools, recreation reserves, weir
pools and community consultative groups.
In 2019/20 Council gave notice that they would be withdrawing from the Wimmera Regional Library Corporation. As a
result the contribution to the Wimmera Regional Library Corporation has decreased by $157,000.
Council also provides money for the SHARE grant program.
4.1.11 Other expenses

2019/20 2020/21
$’000 $’000 $’000 %
Auditors’ remuneration - VAGO - audit of the
financial statements, performance statement and 33 34 1 3.03%
grant acquittals
Auditor’s remuneration - Internal 42 42 0 0.00%
Insurance 591 612 21 3.55%
Operating lease rentals 392 399 7 1.79%
Printing and stationery 73 63 (10) (13.70%)
Advertising 84 84 0 0.00%
Postage 25 28 3 12.00%
Legal costs 31 80 49 158.06%
Publications 26 29 3 11.54%
Subscriptions 125 146 21 16.80%
Water 113 115 2 1.77%
Bank fees and charges 38 38 0 0.00%
Other 47 48 1 2.13%
Total Other Expenses 1,620 1,718 98 6.05%
Other expenses relates to a range of unclassified items including audit fees, insurance, lease costs, subscriptions and
other miscellaneous items. Overall there is no significant variation expected in 2020/21.

4.2 Balance Sheet
4.2.1 Assets
Cash assets include cash and investments, such as cash held in the bank and in petty cash and the value of investments
in deposits or other highly liquid investments with short term maturities of less than 90 days. Investments exceeding 90
days are classified as financial assets. These balances are projected to remain stable during the year.
Trade and other receivables are monies owed to Council by ratepayers and others. Short term debtors are expected
to remain at similar levels to 2019/20. Other assets include items such as inventories held for sale or consumption in
Council’s services, prepayments and accrued income.
Property, infrastructure, plant and equipment is the largest component of Council’s worth and represents the value of all
the land, buildings, roads, drainage, plant and equipment, which has been built up by the Council over many years. The
increase in this balance is attributable to the net result of the capital works program ($8.733 million of new, upgraded
and renewed assets), depreciation of assets ($5.193 million) and the sale of property, plant and equipment ($287,000)
and an increase associated with the revaluation of assets.
4.2.2 Liabilities
Trade and other payables are those to whom Council owes money as at 30 June. These liabilities are budgeted to
increase slightly in 2020/21.
Provisions include accrued long service leave, annual leave, sick leave owing to employees and rehabilitation costs for
ceased landfill and gravel pit sites. The liabilities are expected to increase slightly.
4.2.3 Borrowings
The table below shows information on borrowings specifically required by the Regulations.
Forecast Budget
2019/20 2020/21
$’000 $’000
Amount borrowed as at 30 June of the prior year 100 79
Amount proposed to be borrowed 0 0
Amount projected to be redeemed (21) (21)
Amount of borrowings as at 30 June 79 58
Borrowings are liabilities of Council. The Council is budgeting to repay the loan principal of $21,000 in 2020/21 and there
will be no draw down of any new loans.

4.3 Statement of changes in Equity
4.3.1 Reserves
Reserves contain both a specific cash backed reserve and asset revaluation reserves. The cash backed reserves is a
small infrastructure fund for aerodromes. No variation is expected in 2020/21.
The asset revaluation reserve represents the difference between the previously recorded value of assets and their
current valuations. Asset valuations are required to be considered annually and formally revalued if there is a material
change.
4.3.2 Equity
Accumulated surplus in the value of all net assets less specific reserve allocation and revaluations that have built up
over financial year.
4.4 Statement of Cash Flows

Budgeting cash flows for Council is a key factor in setting the level of rates and providing a guide to the level of capital
expenditure that can be sustained with or without using existing cash reserves.
4.4.1 Net cash flows provided by/used in operating activities

Operating activities refers to the cash generated or used in the normal service delivery functions of Council. Cash
remaining after paying for the provision of services to the community may be available for investment in capital works
or repayment of debt.
The 2020/21 budget for net cash provided by operating activities is $443,000 less than forecast in 2019/20.
The net cash flows from operating activities does not equal the operating result for the year, as the expected revenues
and expenses of the Council include non-cash items which have been excluded from the Cash Flow Statement.
4.4.2 Net cash flows provided by/used in investing activities

Investing activities refers to cash generated or used in the enhancement or creation of infrastructure and other assets.
These activities also include the acquisition and sale of other assets such as vehicles, property and equipment.
The increase in payments for investing activities represents the planned increase in capital works expenditure disclosed
in Section 3 of the Budget.
4.4.3 Net cash flows provided by/used in financing activities

Financing activities refers to cash generated or used in the financing of Council’s functions and include borrowings from
financial institutions and advancing or repayable loans to other organisations. These activities also include repayment
of the principle component of loan repayments for the year.
There are no new borrowings in 2020/21.

4.5 Capital works program
This section presents a listing of the capital works projects that will be undertaken for the 2020/21 year, classified by
expenditure type and funding source. Works are also disclosed as current budget or carried forward from prior year.
4.5.1 Summary

2019/20 2020/21
$’000 $’000 $’000 %
Property 619 823 204 32.96%
Plant and equipment 1,628 1,201 (427) 26.23%
Infrastructure 7,390 6,709 (682) (9.22%)
Total 9,637 8,733 (905) (9.39%)
Project New Renewal Upgrade Grants Community Council Asset

Cost Cash Cash Sales
$’000 $‘000 $’000 $’000 $’000 $’000 $’000 $’000
Property 823 210 24 589 330 33 460 -
Plant and equipment 1,201 809 - 392 - - 914 287
Infrastructure 6,709 53 4,487 2,169 2,954 - 3,755 -
Total 8,733 1,072 4,511 3,150 3,283 33 5,129 287
Property
The property class comprises buildings and heritage buildings including community facilities and municipal offices.
The most significant projects include $200,000 for the Hopetoun Powerhouse Accommodation, Warracknabeal
Office – Records Shed $75,000, various hall projects $183,000, Warracknabeal Tourist Information Centre $75,000,
Warracknabeal Public Amenities $75,000 and Warracknabeal Livestock Exchange – Fire Equipment $75,000.
Plant and equipment

Plant and equipment includes plant, machinery and equipment, computers and telecommunications. The more significant
projects include ongoing cyclical replacement of the plant and vehicle fleet ($1.139 million) and new plant of $809,000.
IT includes renewal of computers and equipment.
Infrastructure
Infrastructure includes roads, bridges, footpaths and kerb & channel, drainage, recreation, leisure and community
facilities, parks, open space and streetscapes and waste management.
Road construction is the most significant at $6.262 million with other expenditure as follows: footpaths $102,000, kerb
& channel $210,000 and recreation $135,000.
Asset renewal ($4.511 million), new assets ($1.072 million) and upgrade ($3.150 million)
A distinction is made between expenditure on new assets, asset renewal and upgrade. Expenditure on asset renewal
is expenditure on an existing asset, that returns the service of the asset to its original capability. Expenditure on new
assets does not have any element of expansion or upgrade of existing assets but will result in an additional burden for
future operation, maintenance and capital renewal.

4.5.2 Current Budget
ASSET EXPENDITURE TYPES SUMMARY OF FUNDING SOURCES
CAPITAL WORKS AREA Project New Renewal Upgrade Grants Community Asset Council
Cost $’000 $’000 $’000 $’000 Cash Sales Cash
$’000 $’000 $’000 $’000
Property
Buildings
Warracknabel Caravan Park - Fire hydrant & reels 10 10 - - - 10
Warracknabel Caravan Park - Toilet & shower block 15 - - 15 - 15
Hopetoun Caravan Park - Fire reels & testing 5 5 - - - 5
Murtoa Caravan Park - Fire reels & testing 5 5 - - - 5
Lascelles Caravan Park - Onsite wastewater upgrade/ 40 40 - - 30 - 10
extra power sites / fire site
Warracknabeal Livestock Exchange - Fire equipment 75 75 - - - 75
Warracknabeal Depot - Office 20 - - 20 - 20
Minyip Depot - Toilet block 25 - - 25 - 25
Senior Citizens - unspecified 5 - 5 - - 5
Warracknabeal Office - Records shed 75 75 - - - 75
Warracknabeal Office - unspecified 5 - 5 - - 5
M&CH - unspecified 5 - 5 - - 5
Preschools - unspecified 5 - 5 - - 5
Hopetoun Powerhouse Accommodation 200 - - 200 180 20 - -
Warracknabeal Tourist Information Centre 75 - - 75 - 75

Warracknabeal Public Amenities 75 - - 75 - 75
Total Buildings 640 210 20 410 210 20 - 410
Heritage buildings
Warracknabeal Town Hall -Structural footings 50 - - 50 - - - 50
Brim Memorial Hall - Curtains 18 - - 18 17 1 - -
Hopetoun Memorial Hall - Kitchen access ramp 4 - - 4 3 1 - -
Hopetoun Memorial Hall - Lighting upgrade 3 - - 3 3 - - -
Sheep Hills Memorial Hall - Repair & paint exterior 4 - 4 - 3 1 - -
windows
$’000 $’000 $’000 $’000
Property
Heritage buildings continued...
Sheep Hills Memorial Hall - Window blinds x 4 5 - - 5 5 - - -
Sheep Hills Memorial Hall - Ceiling fan 2 - - 2 2 - - -
Sheep Hills Memorial Hall - Removal of piano & floor 13 - - 13 13 - - -
repairs on stage
Sheep Hills Memorial Hall - Curtain upgrade 4 - - 4 4 - - -
Warracknabeal Hall - Ramp 21 - - 21 11 10 - -
Warracknabeal Hall - Air conditioning 29 - - 29 29 - - -
Warracknabeal Hall - Curtains 30 - - 30 30 - - -
Total Heritage Buildings 183 - 4 179 120 13 - 50
TOTAL PROPERTY 823 210 24 589 330 33 - 460
Plant and Equipment

Plant
Staff Vehicles 250 - - 250 - - 160 90
Works Plant - 2nd hand Roller x 2 220 220 - - - - - 220
Works Plant - Tractor 120 120 - - - - - 120
Works Plant - Light Truck (tree lopping) 100 100 - - - - - 100
Works Plant - Digital radios 100 100 - - - - - 100

Works Plant - 2nd hand Flocon 210 210 - - - - 127 83
Works Plant - Stock trailer 12 12 - - - - - 12
Works Plant - to be allocated 100 - - 100 - - - 100
Waste - Trailer 27 27 - - - - - 27
Total Plant 1,139 789 - 350 - - 287 852
Fixtures, Fittings and Furniture
Fixtures, Fittings and Furniture 7 - - 7 - - - 7
Library - books 20 20 - - - - - 20
Total Fixtures, Fittings and Furniture 27 20 - 7 - - - 27
$’000 $’000 $’000 $’000
Plant and Equipment
Computers and Telecommunications
Hardware purchases 5 - - 5 - - - 5
Software purchases 30 - - 30 - - - 30
Total Computers & Telecommunications 35 - - 35 - - - 35
TOTAL PLANT AND EQUIPMENT 1,201 809 - 392 - - 287 914
Infrastructure
Recreation, Leisure & Community Facilities
Warracknabeal Leisure Centre - Gymnasium 100 - - 100 100 - - -
Hopetoun Swimming Pool 5 - 5 - - 5
Tempy Recreation Reserve - Shade sails & cricket 30 - - 30 30 - - -
pitch upgrade
Total Recreation, Leisure & Community Facilities 135 - 5 130 130 - - 5
Parks & Open space & Streetscapes

Brim streetscape 10 10 - - 10 - - -
Total Parks & Open space & Streetscapes 10 10 - - 10 - - -
Gravel Resheets

Southern
Rattray Road 27 - 27 - - - - 27
Ailsa Wheat Road 3 - 3 - - - - 3
Mellis Road 172 - 172 - 172 - - -
Mellis Road 152 - 152 - 152 - - -
Daveys Road 78 - 78 - 78 - - -
Longerenong Warracknabeal Road 51 - 51 - 51 - - -
Wards Road 53 - 53 - 53 - - -
Caron Road 79 - 79 - 79 - - -
Drillers Road 29 - 29 - - - - 29
$’000 $’000 $’000 $’000
Infrastructure
Gravel Resheets continued...
Southern
Nitschke Road 30 - 30 - - - - 30
Moloneys Road 31 - 31 - - - - 31
Wynne Road 36 - 36 - - - - 36
Albrechts Road 38 - 38 - - - - 38
Kewell School Road 56 - 56 - 56 - - -
Total Southern 836 - 836 - 641 - - 195
Northern
Erhardts Road 16 - 16 - - - - 16
Guleys Road 105 - 105 - 105 - - -
Kinkora Road 39 - 39 - - - - 39
Lascelles North Road 38 - 38 - - - - 38
Lascelles Street (Rosebery) 5 - 5 - 5 - - -
Maidavale Road 14 - 14 - 14 - - -
Martins Road 31 - 31 - - - - 31
McFarlanes Road 45 - 45 - - - - 45
Roberts Road 2 60 - 60 - 60 - - -
Rosebery East Road 44 - 44 - - - - 44

Two Mile Road 31 - 31 - - - - 31
Wardles Road East 41 - 41 - - - - 41
Frankel Road 40 - 40 - - - - 40
Golf Hill Road 12 - 12 - - - - 12
Golf Hill Road 52 - 52 - 52 - - -
Lascelles East Road 30 - 30 - - - - 30
Hewitts Road 56 - 56 - 56 - - -
King Road 83 - 83 - 83 - - -
Hancock Road 6 - 6 - - - - 6
Walders Road 59 - 59 - - - - 59
$’000 $’000 $’000 $’000
Infrastructure
Gravel Resheets continued...
Smiths Road 60 - 60 - - - - 60
McPhersons Road 61 - 61 - - - - 61
Total Northern 925 - 925 - 375 - - 550
TOTAL GRAVEL RESHEETS 1,761 - 1,761 - 1,016 - - 745
Hotmix
Golf Links Road 15 - - 15 - - - 15
Hopetoun West, Hopetoun Yaapeet Intersection 15 - - 15 - - - 15
Hopetoun Yaapeet - Yaapeet Kenmare Intersection 15 - - 15 - - - 15
Warracknabeal Sheep Hills / Sheep Hills Bangerang 17 - - 17 - - - 17
Intersection
R Learmonth Road 38 - - 38 - - - 38
Glenorchy Road - Warranooke Road Intersection 17 - - 17 - - - 17
Simson Street, Brim 7 - - 7 - - - 7
Total Hotmix 122 - - 122 - - - 122
Shoulder Resheet
Minyip Banyena Road 58 - 58 - 58 - - -

Boolite Sheep Hills Road 59 - 59 - 59 - - -
Aubrey Road 64 - 64 - 64 - - -
Blue Ribbon Road 112 - 112 - 112 - - -
Banyena Pimpinio Road 32 - 32 - 32 - - -
Sea Lake Lascelles Road 122 - 122 - 122 - - -
Centre Hill Road 60 - 60 - 60 - - -
Ailsa Road 80 - 80 - 80 - - -
Aubrey Road 68 - 68 - 68 - - -
Aubrey Road 101 - 101 - 101 - - -
$’000 $’000 $’000 $’000
Infrastructure
Shoulder Resheet continued...
Blue Ribbon Road 65 - 65 - 65 - - -
Blue Ribbon Road 38 - 38 - 38 - - -
Gama Sea Lake Road 57 - 57 - 57 - - -
Minyip Rich Avon Road 40 - 40 - 40 - - -
Total Shoulder Resheets 1,086 - 1,086 - 1,086 - - -
Rural Rehabilitation
Minyip Banyena Road 396 - - 396 - - - 396
Rosebery Rainbow Road 89 - - 89 89 - - -
Gama Sea Lake Road 202 - 202 - 202 - - -
Banyena Pimpinio Road 172 - - 172 172 - - -
Sea Lake Lascelles Road 396 - - 396 - - - 396
Glenorchy Road 358 - - 358 - - - 358
Hopetoun Yaapeet Road 396 - - 396 - - - 396
Total Rural Rehabilitation 2,009 - 202 1,807 462 - - 1,546
Urban Rehabilitation

Morris Street, Minyip 55 - 55 - 55 - - -
Mill Street, Minyip 194 - 194 - 194 - - -
Cemetery Road, Warracknabeal 23 - 23 - - - - 23
R Learmonth Road, Minyip 80 - 80 - - - - 80
Total Urban Rehabilitation 352 - 352 - 249 - - 103
Footpath
Dodgshun Street, Hopetoun. (Lascelles Street to School 43 43 - - - - - 43
and up to School crossing landing on School side).
Munro Street, Murtoa. (Hamilton Street to School). 60 - - 60 - - - 60
Total Footpath 102 43 - 60 - - - 102
$’000 $’000 $’000 $’000
Infrastructure
Bridge
Minyip Banyena Road 50 - - 50 - - - 50
Total Bridge 50 - - 50 - - - 50
Reseal
Nandaly Tempy Road 43 - 43 - - - - 43
Glenorchy Road 32 - 32 - - - - 32
Banyena Pimpinio Road 102 - 102 - - - - 102
Dyer Street, Rupanyup 16 - 16 - - - - 16
Dyer Street, Rupanyup 16 - 16 - - - - 16
Boolite Sheephills Road 66 - 66 - - - - 66
Duncan Street, Murtoa 21 - 21 - - - - 21
Friend Street, Murtoa 13 - 13 - - - - 13
Webb Street, Murtoa 15 - 15 - - - - 15
Taylor Street, Rupanyup 8 - 8 - - - - 8
Thomas Street, Warracknabeal 22 - 22 - - - - 22
Devereux Street, Warracknabeal 39 - 39 - - - - 39
Milbourne Street, Warracknabeal 5 - 5 - - - - 5
Gardiner Street, Warracknabeal 19 - 19 - - - - 19

Minyip Rich Avon Road 8 - 8 - - - - 8
Turriff West Road 21 - 21 - - - - 21
Horsham Lubeck Road 70 - 70 - - - - 70
Rupanyup Road 84 - 84 - - - - 84
Connolly Parade, Rupanyup 5 - 5 - - - - 5
Soldiers Avenue, Murtoa 12 - 12 - - - - 12
Walter Street, Rupanyup 3 - 3 - - - - 3
Gibson Street, Rupanyup 62 - 62 - - - - 62
Wood Street, Rupanyup 6 - 6 - - - - 6
Simpson Ave, Rupanyup 12 - 12 - - - - 12
$’000 $’000 $’000 $’000
Infrastructure
Reseal
Molyneaux Street, Warracknabeal 12 - 12 - - - - 12
McLean Street, Warracknabeal 9 - 9 - - - - 9
South Street, Minyip 6 - 6 - - - - 6
Boree Street, Lascelles 8 - 8 - - - - 8
Toole Street, Hopetoun 12 - 12 - - - - 12
Total Reseal 748 - 748 - - - - 748
Kerb & Channel

Petering Street, Minyip 32 - 32 - - - - 32
Jamouneau Street, Warracknabeal 66 - 66 - - - - 66
Devereux Street, Warracknabeal 100 - 100 - - - - 100
Bowman Street, Warracknabeal 12 - 12 - - - - 12
Total Kerb & Channel 120 - 210 - - - - 210
Stabilisation
Carroll Street, Minyip 23 - 23 - - - - 23
Ashens Jackson Road 74 - 74 - - - - 74
Total Stabilisation 97 - 97 - - - - 97

Drainage
Various 27 - 27 - - - - 27
Total Drainage 27 - 27 - - - - 27
TOTAL 6,564 43 4,482 2,039 2,814 - - 3,750
TOTAL INFRASTRUCTURE 6,709 53 4,487 2,169 2,954 - - 3,755
TOTAL NEW CAPITAL WORKS 8,733 1,072 4,511 3,150 3,283 33 287 5,129
5. Financial performance indicators
The following table highlights Council’s current and projected performance across a range of key financial performance
indicators. These indicators provide a useful analysis of Council’s financial position and performance and should be
interpreted in the context of the organisation’s objectives.
Actual Forecast Budget Trend

Indicator Measure
2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 +/o/-
Notes
Operating position
Adjusted underlying result Adjusted underlying surplus (deficit) / 1 11.00% 10.92% 6.40% 3.39% 1.45% 0.40% +
Adjusted underlying revenue
Liquidity
Working capital Current assets / current liabilities 2 266.00% 260.62% 179.48% 148.94% 115.53% 85.22%
o
Unrestricted cash Unrestricted cash / current liabilities 3 145.00% 161.44% 85.53% 66.52% 41.71% 18.29% o
Obligations
Loans and borrowings Interest bearing loans and borrowings / rate
4 0.81% 0.63% 0.45% 0.28% 0.12% 0.00% +
revenue
Loans and borrowings Interest and principal repayments on
interest bearing loans and borrowings / rate 0.17% (0.17%) (0.16%) (0.16%) (0.12%) 0.00% +
revenue
Indebtedness Non-current liabilities / own source revenue 5.00% 4.30% 4.20% 4.10% 4.00% 4.00% +
Asset renewal Asset renewal expenditure / depreciation 5 141.00% 174.14% 147.53% 112.17% 111.07% 110.00% -
Stability
Rates concentration Rate revenue / adjusted underlying revenue 6 53.00% 59.00% 57.00% 63.00% 63.00% 63.00% -
Rates effort Rate revenue / CIV of rateable properties in
0.50% 0.49% 0.49% 0.49% 0.49% 0.49% o
the municipality

Efficiency
Expenditure level Total expenditure / No. of property
$2.956 $3,382 $3,526 $3,318 $3,410 $3,505 +
assessments
Revenue level Residential rate revenue / No. of residential
$701 $637 $627 $640 $653 $666 +
property assessments
Workforce turnover No. of permanent staff resignations &
terminations / average No. of permanent 10% 11% 9% 9% 9% 9% +
staff for the financial year
Key to Forecast Trend:
+ Forecasts improvement in Council’s financial performance/financial position indicator
o Forecasts that Council’s financial performance/financial position indicator will be steady
- Forecasts deterioration in Council’s financial performance/financial position indicator
Notes to indicators
4.1 Adjusted underlying result
An indicator of the sustainable operating result required to enable Council to continue to provide core services and meet
its objectives. Improvement in financial performance should be expected over the period, although continued losses
means reliance on Council’s cash reserves or increase debt to maintain services.
4.2 Working Capital

The proportion of current liabilities represented by current assets. Working capital is slightly in decline due to less
unrestricted cash being held over the years and increasing current liabilities.
4.3 Unrestricted Cash

Unrestricted cash ratio is is slightly decreasing over the period of the SRP, as unrestircted cash is decreasing whilst
current liabilities is increasing.
4.4 Debt compared to rates

Trend indicates Council’s reducing reliance on debt against its annual rate revenue through redemption of long term
debt.
4.5 Asset renewal

The percentage indicates the extent of Council’s renewals against its depreciation charge (an indication of the decline in
value of its existing capital assets). A percentage greater than 100 indicates Council is maintaining its existing assets,
while a percentage less than 100 means its assets are deteriorating faster than they are being renewed and future
capital expenditure will be required to renew assets.
4.6 Rates concentration

Reflects extent of reliance on rate revenues to fund all of Council’s on-going services. The trend indicates that Council
will become more reliant on rate revenue compared to all other revenue sources.

2019/20 Fee 2020/21 Fee Fee Increase Fee Increase /
Description of Fees and Charges Unit of Measure GST Status Inc GST Inc GST / Decrease Decrease Basis of Fee
$ $ $ %
GOVERNANCE
Freedom of information Statutory
Application fee Per Application Non-Taxable $29.60 $29.60 Statutory
Photocopying fee - black & white Per A4 page Taxable $0.35 $0.35 Statutory
Search fees Per hour Taxable $22.20 $22.20
Hire of Function room (Warracknabeal)
Day (9am to 9pm) $100 $100
Night (after 6pm) $110 $110
Combined $200 $200
Photocopying
A4 - black & white Single sided $0.35 $0.35
Multiple copies Single sided $0.30 $0.30
A4 - black & white Double sided $0.40 $0.40
subject to any changes in Council’s policy or legislation.
Multiple copies Double sided $0.35 $0.35

various goods and services during the Financial Year 2020/21.
A3 - black & white Single sided $0.55 $0.55

Multiple copies Single sided $0.45 $0.45
A3 - black & white Double sided $0.90 $0.90
Multiple copies Double sided $0.70 $0.70
A4 - colour photocopying 1 copy $1 $1
6. Schedule of Fees and Charges
A3 - colour photocopying 1 copy $2 $2

LOCAL LAWS
Animal Registrations
Dog registration Not desexed $85 $85
Dog registration Desexed $29 $29
Dog registration - pensioner Not desexed $42.50 $42.50
Dog registration - pensioner Desexed $14.50 $14.50
Dog registration (working) $29 $29
Dog registration - VCA registered $29 $29
Cat registration Not desexed $79 $79
Cat registration Desexed $27 $27
Fees and charges are based on information available at the time of publishing and may vary during the financial year
This appendix presents the fees and charges of a statutory/non-statutory nature which will be charged in respect to
$ $ $ %
Cat registration - pensioner Not desexed $39.50 $39.50
Cat registration - pensioner Desexed $13.50 $13.50
Cat registration - FCC, CFA, DCC registered $27 $27
Replacement of lost tag Per tag $7 $7
Pound fees - Impounded animal Per animal $90 $90
Subsequent day release fee (after first day) Per day $15 $15
Animal surrender fee Per animal $30 $30
Late payment administration fee (payment not received before 30 April) Per invoice $10 $10
Domestic Animal Business – Registration flat fee - $225 $225 100% New charge
Annual Audit Reinspection Fee for Non Compliance - $100 $100 100% New charge
Application fee for Local Law Permits Per permit $50 $50
General Local Law
Impounded item release fee Per item $90 $90
Subsequent day release fee (after first day) Per item $20 $20
Fire hazard administration fee Per invoice $50 $50
Unsightly land administraion fee Per invoice $50 $50
Caravan Parks (Warracknabeal, Hopetoun & Murtoa)
Powered site Per night $25 $25
Unpowered site Per night $15 $15
Weekly rate - powered site 6 nights $150 $150
Weekly rate - unpowered site 6 nights $90 $90

Ensuites Per night $35 $35
More than 2 people accommodating, per night Per person $5 $5
COMMUNITY SERVICES
Commonwealth Home Support Program Services
Domestic Assistance Per hour $8 $8
Personal Care Per hour - $6
In-home Respite Per hour $4.50 $6
$ $ $ %
Social Support Individual Per hour - $8
Home Modification (labour only - client contributes to cost of materials
- $13.50
over $1,000)
External provider of care (includes respite, personal care, domestic
Per hour $52.80 $58.08
Assistance, home modification & social support individual)
Meals on Wheels
Delivered Meal – Client Fee Per meal $9 $9.50
Meal at Centre – Client Fee Per meal $9.50 $9.50
Delivered Meal & Meal at Centre – External Full cost
-
recovery
Disabled Parking Permits
Initial permit Per permit no charge no charge
Repalcement permit Per permit $6 $6
Gopher Hire Per term
Bond for Hire of Gopher (refundable) $300 $300
Kindergarten Fees (4 & 3 year old)
Beulah Per term $195 $195
Hopetoun Per term $195 $195
Minyip Per term $195 $195
Murtoa Per term $195 $195
Rupanyup Per term $195 $195
Warracknabeal Per term $195 $195

ENVIRONMEMENTAL HEALTH
Class 1 Food Premises - hospitals, nursing homes, childcare centres Per item $300 $300
Class 2 Food Premises - hotels, restaurants, cafes, supermarkets etc... Per item $245 $245
Class 3 Food Premises - newsagents, service stations Per item $95 $95
Non profit organisations and community groups - sporting clubs Per item $85 $85
Premises with limited operation - pool kiosks, home businesses Per item
$ $ $ %
Street Stalls / Temporary Food Vendor Registrations
Non profit and community groups - fetes, sausage sizzles, street stalls Yearly registration $20 $20
Private individuals and businesses - markets, private stalls Yearly registration $50 $50
Health Act
Hairdresser / Beauty Parlour/ Skin Penetration Yearly registration $95 $95
Hairdresser only premises Yearly registration $95 $95
Premises providing accomodation for 6 or more persons Yearly registration $95 $95
Residential Tenancies Act
Caravan Parks - total number of sites not exceeding 25
Caravan Parks - total number of sites exceeding 25 - not exceeding 50
Environment Protection Act
Septic tank - new $285 $285
Septic tank - alteration to existing $225 $225
Food Act Other Fees
Transfer/Inspection fee - pre purchase as a result of ono-compliance $200 $200
Transfer registration fee - to new proprietor for the remainder of the
registration period
Late payment penalty fee
Pro rata registraion fee - all businesses registering after 30 September
ENGINEERING
Sale Yard

Saleyard levy $1 $1
Road Reserve Works/Asset Protection Permit Fees
Road reserve works permit Per permit $100
Asset protection permit Per permit $50
Road Reserve Works - Reinstatement Fees (minimum charge of $410)
Works - kerb & Channel Per request Non-Taxable $245 m²
Works - concrete Per request Non-Taxable $155 m²
Road surface - bituminous/ashpalt Per request Non-Taxable $185 m²
$ $ $ %
Works - vehicle crossing Per request Non-Taxable $155 m²
Works - earth nature strip surface Per request Non-Taxable $155 m²
RECREATION
Leisure Centre Complex Fees
Assessments - new members $35 $35
Assessments - students $15 $15
Gym membership - 1 month Per request $50 $50
Gym membership - 3 months Per request $70 $70
Gym membership - 6 months Per request $115 $115
Gym membership - casual Per session $15 $15
Gym membership - pension concession $30 $30
Gym membership - Council staff 1 month $20 $20
Gym membership - Cuncil staff 3 months $50 $50
Gym membership - Cuncil staff casual $8 $8
Student gym membership - 1 month 1 night per week $20 $20
Student gym membership - 1 month 2 nights per week $26 $26
Student gym membership - 1 month 5 nights per week $40 $40
Student gym membership - 3 months 5 nights per week $60 $60
Student gym membership - 6 months 5 nights per week $110 $110
Student gym membership - casual aged 13-18 years $8 $8

Badminton - casual Per session $5 $5
Squash Membership - 1 month $35 $35
Squash Membership - 3 months $55 $55
Squash court hire - per court Per hour $10 $10
Boxing Gym Per week $20 $20
Table Tennis room Per hour $30 $30
Table Tennis room - casual Per table $5 $5
School groups - public Per year $8,000 $8,000
$ $ $ %
School groups - St Mary’s Per year $200 $200
User groups utilising main court area - competition per court Per hour $25 $25
User groups utilising main court area - training per court Per hour $20 $20
Small corporate rate (10 or less persons) Per year $750 $750
Large corporate rate Per year $1,150 $1,150
WASTE AND RECYCLING
Tipping Fees
General hard waste Per m3 $12 $12
Putrescibles waste Per m3 $30 $30
Household / kitchen waste 240ltr bin $10 $10
Clean green waste Per m3 $12 $12
Timber / wood Per m3 $12 $12
Builders waste / concrete Per m3 $50 $50
Clean concrete - Warracknabeal, Murtoa and Hopetoun Per m3 / ton $30 $30
Clean fill - No charge No charge
Minimum charge $10 $10
refer
Dead animals Per animal $5 $5 100%
attendant
Tyres
Light - tyre only Per item $4 $5 $1 %25
Light - with rim Per item $5 $10 $5 100%

Medium - tyre only Per item $15 $15
Medium - with rim Per item $22 $20
Heavy - tyre only Per item $35 $35
Heavy - with rim Per item $50 $50
Tractor - up to 1.5m diameter tyre only Per item $80 $90 $10 12%
Tractor - up to 1.5m diameter with rim Per item $110 $110
Tractor - over 1.5m diameter tyre only Per item $160 $190 $30 18%
Tractor - over 1.5m diameter with rim Per item $220 $220
Unit of GST
Description of Fees and Charges Inc GST Inc GST / Decrease Decrease Basis of Fee
Measure Status $ $ $ %
Recyclables
Recyclables Per load Free if sorted Free if sorted
E-Waste (Warracknabeal, Hopetoun and Murtoa) Per item $2 $2
Screens (Warracknabeal, Hopetoun and Murtoa) Per screen $5 $5
Gas cylinders Per item Free $10 $10 100%
Lead acid batteries Per item $5 $5
Grain bags Per tandem
$10 $20 $10 100%
trailer load
Grain - not accepted not accepted
Hazardous materials - not accepted not accepted
Prescribed waste - not accepted not accepted
BUILDING
Dwellings
New Dwellings up to $0 to 120,000 Per application $1,594 plus levy $1,626 $32 2.01%
New Dwellings - $120,001 to $200,000 Per application $1,860 plus levy $1,898 $38 2.04%
New Dwellings - $200,001 to $312,000 Per application $2,126 plus levy $2,169 $43 2.02%
New Dwellings - $312,001+ Per application $2,550 $2,601 $51 2.00%
Re-Erection of Dwellings - Security Deposit Per application $5,100 $5,202 $102 2.00%
Alterations/Additions/Sheds/Carports/Garages
Building Works Minor $0 to $5,000 Per application $382 $390 $8 2.09%
Building Works $5,001 to $10,000 Per application $586 $598 $12 2.05%

Building Works $10,001 to $20,000 Per application $765 plus levy $781 $16 2.09%
Building Works $20,001 to $50,000 Per application $994 plus levy $1,014 $20 2.01%
Building Works $50,001 to $100,000 Per application $1,275 plus levy $1,301 $26 2.04%
Building Works $100,001 to $250,000 Per application $1,683 plus levy $1,717 $34 2.02%
Building Works $250,001+ $value/130 plus
Per application $value/130 plus levy
levy
Swimming Pools (Construction)
Swimming Pools & Fence - above-ground pool Per application $433 $442 $9 2.08%
Swimming Pools & Fence - in-ground pool Per application $841 $858 $17 2.02%
Unit of GST
Swimming pool and spa registration
per swimming
Registration fee - 2.15 fee units New charge
pool or spa
per swimming
Information search fee - 3.19 fee units New charge
pool or spa
per swimming
Lodging a certificate of barrier compliance - 1.38 fee units New charge
pool or spa
per swimming
Lodging a certificate of barrier non-compliance - 26 fee units New charge
pool or spa
Swimming pool and spa barrier inspection Per application - $350 New charge
Follow up Swimming pool and spa barrier inspections Per application - $175 New charge
Levy Payments
State Government Levy applies to all development over $10,000. The Levy is payable directly to the Victorian Building Authority through the Building Permit process. The value of the Levy is
0.128% of the value of the development.
Commercial Building Work
Commercial $0 to $10,000 per application $586 $598 $12 2.05%
Commercial $10,001 to $20,000 per application $734 $749 $15 2.04%
Commercial $20,001 to $100,000 per application $1,428 $1,457 $29 2.03%
Commercial $100,001 to $250,000 $value x 0.44% + $value x 0.44% +
per application
$1,887 $1,925
Commercial $250,001 to $500,000 $value x 0.25% + $value x 0.25% +
per application
$2,728 $2,783
Commercial $500,001+ $value x 0.25% + $value x 0.25% +
per application
$3,264 $3,330
Commercial Building Work Multi Unit

Units $0 to $200,000 per application $1,860 $1,898 $38 2.04%
Units $200,001 to $312,000 per application $2,125 $2,168 $43 2.02%
Units $312,001+ per application $value/130
Miscellaneous Items
Fence - building permit per application $357 $365 $8 2.24%
Demolitions or Removals $0 to $10,000 per application $586 $598 $12 2.05%
Demolitions or Removals $10,001+ per application $765 $781 $16 2.09%
Re-erections of Dwellings - Security Deposit per dwelling $5,100 $5,200 $100 1.96%
Unit of GST
Extension of time to a permit - 1st request per application $153 $157 $4 2.61%
Extension of time to a permit - 2nd request per application $314 New charge
Extension of time to a permit - 3rd request per application $471 New charge
Amended Plans per application $153 $157 $4 2.61%
Information Request with Plan copies (includes 306(1)) per application $68.50 $70 $1.50 2.19%
Request for search of Building Permit Plans per property $68.50 $70 $1.50 2.19%
Amending Building Design or Plans per application $225 $230 $5 2.22%
Report & Consent (As per the Building Regulations 2018)
Maximum street setback (Regulation 73) per application 19.61 fee units 19.61 fee units Statutory fee
Minimum street setback (Regulataion 74) per application 19.61 fee units 19.61 fee units Statutory fee
Building height (Regulation 75) per application 19.61 fee units 19.61 fee units Statutory fee
Site coverage (Regulation 76) per application 19.61 fee units 19.61 fee units Statutory fee
Permeability (Regulation 77) per application 19.61 fee units 19.61 fee units Statutory fee
Car parking (Regulation 78) per application 19.61 fee units 19.61 fee units Statutory fee
Side or rear boundary setbacks (Regulation 79) per application 19.61 fee units 19.61 fee units Statutory fee
Walls and carports on boundaries (Regulation 80) per application 19.61 fee units 19.61 fee units Statutory fee
Daylight to existing habitable room windows (Regulation 81) per application 19.61 fee units 19.61 fee units Statutory fee
Solar access to existing north-facing habitable room windows
per application 19.61 fee units 19.61 fee units Statutory fee
(Regulation 82)
Overshadowing of recreational private open space (Regulation
per application 19.61 fee units 19.61 fee units Statutory fee
83)
Overlooking (Regulation 84) per application 19.61 fee units 19.61 fee units Statutory fee

Daylight to habitable room windows (Regulation 85) per application 19.61 fee units 19.61 fee units Statutory fee
Private open space (Regulation 86) per application 19.61 fee units 19.61 fee units Statutory fee
Siting of Class 10a buildings (Regulation 87) per application 19.61 fee units 19.61 fee units Statutory fee
Front fence height (Regulation 89) per application 19.61 fee units 19.61 fee units Statutory fee
Fence setbacks from side and rear boundaries (Regulation 90) per application 19.61 fee units 19.61 fee units Statutory fee
Fences on within 150 mm of side or rear boundaries (Regulation
per application nil 19.61 fee units 19.61 fee units Statutory fee
91)
Fences on intersecting street alignments (Regulation 92) per application nil 19.61 fee units 19.61 fee units Statutory fee
Fences and daylight to habitable room windows in existing
dwelling (Regulation 94)
Unit of GST
"Fences and solar access to existing north-facing
habitable room windows (Regulation 95)"
"Fences and overshadowing of recreational private
open space (Regulation 96)"
A mast, pole, aerial, antenna, chimney flue pipe or other service
pipe (Regulation 97)
Projections beyond the street alignment (Regulation 109) per application nil 19.61 fee units 19.61 fee units Statutory fee
Protection of the Public (Regulation 116) per application nil 19.9 fee units 19.9 fee units Statutory fee
Building over an easement (Regulation 130) per application nil 19.61 fee units 19.61 fee units Statutory fee
Installation or alteration of a septic tank system, or construction
of a building over an existing septic tank system (Regulation 132)
Legal Point of Discharge (Regulation 133) per application nil 9.77 fee units 9.77 fee units Statutory fee
Buildings above or below certain public facilities (Regulation 134) per application nil 19.61 fee units 19.61 fee units Statutory fee
Building in areas liable to flooding (Regulation 153) per application nil 19.61 fee units 19.61 fee units Statutory fee
Construction on designated land or designated works (Regualtion
154)
Application for building permit for demolition (Section 29A) per application nil 5.75 fee units 5.75 fee units Statutory fee
Inspections
Addition Inspection per inspection $153 $157 $4 2.61%
Contract Inspection - Foundations, Reinforcement & Finals per inspection $204 $209 $5 2.45%
Contract Inspection - Frame per inspection $306 $313 $7 2.29%
Building Notices/Orders Building Permit Fee
per notice
+ 50%
ESM Audits

per audit $255 $261 $6 2.35%
Log Books and prepare plans per hour $102 $105 $3 2.94%
Occupancy Permit/Places of Public Entertainment per application $586 $598 $12 2.05%
Siting only per application $357 $365 $8 2.24%
Pre-purchase of Dwelling Inspections per inspection $750 - $1,000 $765 - $1,020
Defect Reports per report $750 - $1,000 $765 - $1,020
Occupancy Permit (no current one) or Determinations each $510 $521 $11 2.16%
Occupancy Permit and Determinations (combined) each $663 $677 $14 2.11%
Guarantee/Bond for the relocation of a dwelling each (must not exceed the lesser of - (i) the estimated cost of the building work to which the building
permit applies; or $10,000)
Unit of GST
Demolition works Cost incurred by contractor plus 20% administration fees
Where Council is required to demolish fire damaged or unsafe buildings or works where no
New charge
action has been undertaken through Orders or Notices under the Building Act
Planning Fees
Application for a planning permit (As per the Planning and
Environment (Fees) Regulations 2016)
Class 1 A permit relating to use of land. per application 89 fee units 89 fee units Statutory fee
Class 2 A permit to— (a) develop land for a single dwelling per
lot; or (b) use and develop land for a single dwelling per lot; or (c)
undertake development ancillary to the use of land for a single per application 13·5 fee units 13·5 fee units Statutory fee
dwelling per lot— if the estimated cost of development is $10 000
or less.
Class 3 A permit to— (a)develop land for a single dwelling per lot;
or (b) use and develop land for a single dwelling per lot; or (c)
undertake development ancillary to the use of land for a single per application 42·5 fee units 42·5 fee units Statutory fee
dwelling per lot— if the estimated cost of development is more
than $10 000 but not more than $100 000.
undertake development ancillary to the use of land for a single per application 87 fee units 87 fee units Statutory fee
than $100 000 but not more than $500 000.
than $500 000 but not more than $1 000 000.

than $1 000 000 but not more than $2 000 000.
Class 7 A permit that is the subject of a VicSmart application, if
per application 13·5 fee units 13·5 fee units Statutory fee
the estimated cost of the development is $10 000 or less.
Class 8 A permit that is the subject of a VicSmart application, if
per application 29 fee units 29 fee units Statutory fee
the estimated cost of the development is more than $10 000.
Class 9 A permit that is the subject of a VicSmart application to
subdivide or consolidate land.
Class 10 A permit that is the subject of a VicSmart application
(other than a class 7, class 8 or class 9 permit).
Unit of GST
Class 11 A permit to develop land if the estimated cost of
development is not more than $100,000.
development is more than $100,000 but not more than per application 104·5 fee units 104·5 fee units Statutory fee
$1,000,000.
development is more than $1,000,000 but not more than per application 230·5 fee units 230·5 fee units Statutory fee
$5,000,000.
$15,000,000.
$50,000,000.
development is more than $50,000,000.
Class 17 A permit to subdivide an existing building. per application 89 fee units 89 fee units Statutory fee
Class 18 A permit to subdivide land into 2 lots. per application 89 fee units 89 fee units Statutory fee
Class 19 A permit to effect a realignment of a common boundary
between lots or to consolidate 2 or more lots.
Class 20 A permit to subdivide land (other than a class 9, class 89 fee units per 100 89 fee units per
per application Statutory fee
17, class 18 or class 19 permit). lots created 100 lots created
Class 21 A permit to— (a) create, vary or remove a restriction
within the meaning of the Subdivision Act 1988; or (b) create or
remove a right of way; or (c) create, vary or remove an easement
other than a right of way; or (d) vary or remove a condition in
the nature of an easement (other than a right of way) in a Crown

grant.
Class 22 A permit not otherwise provided for in this regulation. per application 89 fee units 89 fee units Statutory fee
Application to amend a permit (As per the Planning and
Statutory fee
Environment (Fees) Regulations 2016)
Class 1 An amendment to a permit to— (a) change the use of
land allowed by the permit; or (b) allow a new use of land.
Class 2 An amendment to a permit — (a) to change the
statement of what the permit allows; or (b) to change any or all of per application 89 fee units 89 fee units Statutory fee
the conditions which apply to the permit.
Class 3 An amendment to a class 2, class 3, class 4, class
5 or class 6 permit, if the estimated cost of any additional
development to be permitted by the amendment is $10 000 or
less.
Unit of GST
development to be permitted by the amendment is more than
$10 000 but not more than $100 000.
$100 000 but not more than $500 000.
$500 000.
Class 7 An amendment to a permit that is the subject of a
VicSmart application, if the estimated cost of the additional per application 13·5 fee units 13·5 fee units Statutory fee
development is $10 000 or less.
Class 8 An amendment to a permit that is the subject of a
VicSmart application, if the estimated cost of the additional per application 29 fee units 29 fee units Statutory fee
development is more than $10 000.
Class 9 An amendment to a class 9 permit. per application 13·5 fee units 13·5 fee units Statutory fee
Class 10 An amendment to a class 10 permit. per application 13·5 fee units 13·5 fee units Statutory fee
14, class 15 or class 16 permit, if the estimated cost of any
additional development to be permitted by the amendment is
$100 000 or less.

more than $100 000 but not more than $1 000 000.
more than $1 000 000.
Class 14 An amendment to a class 17 permit. per application 89 fee units 89 fee units Statutory fee
Class 17 An amendment to a class 20 permit. 89 fee units per 89 fee units per
per application every additional 100 every additional Statutory fee
lots created 100 lots created
Unit of GST
Other matters Statutory fee
The sum of: The
highest of the fees
which would have
applied if separate
applications
An application for more than one class of permit set out in the
were made; and
above table or an application to amend a permit in more than one per application Statutory fee
50% of each of
class set out in the Planning and Environment (Fees) Regulations.
the other fees
which would have
applied if separate
applications were
made.
40% of the
application fee
for that class
of permit or
amendment
to permit; and
where the class
Amending an application after notice has been given - Section 57A
of application is
- Request to amend an application for permit after notice has been per
changing to a new Statutory fee
given; or Request to amend an application for an amendment to a amendment
class of higher
permit after notice has been given:
application fee, the
difference between
the fee for the
application to be
amended and the

fee for the new
class.
Certificate of Compliance under Section 97N per certificate 22 fee units 22 fee units Statutory fee
Amend or end a Section 173 agreement per certificate 44.5 fee units 44.5 fee units Statutory fee
Satisfaction matters each 22 fee units 22 fee units Statutory fee
Secondary consent to plans per application $195.10 $199.00 $3.90 2.00% Statutory fee
Extension of time to a permit - 1st request per application $195.10 $199.00 $3.90 2.00% Statutory fee
Extension of time to a permit - 2nd request per application $390.20 $398.00 $7.80 2.00% Statutory fee
Extension of time to a permit - 3rd request per application $585.30 $598.00 $12.70 2.17% Statutory fee
Request for planning information, including written advice whether
per request $100.00 New charge
a planning permit is required
Unit of GST
Subdivision (As per the Subdivsion (Fees) Regulations 2016) Statutory fee
Fee for application to certify plan and for statement of compliance per application 11.8 fee units 11.8 fee units Statutory fee
Fee for alteration of plan per alteration 7.5 fee units 7.5 fee units Statutory fee
Fee for application to amend certified plan per application 9.5 fee units 9.5 fee units Statutory fee
0·75 per cent of 0·75 per cent of
the estimated cost the estimated cost
Fee for checking engineering plan per application of constructing the of constructing the Statutory fee
works proposed on works proposed
the plan. on the plan.
3·5 per cent of the 3·5 per cent of the
estimated cost of estimated cost of
Fee for engineering plan prepared by Council per application constructing the constructing the Statutory fee
works proposed on works proposed
the plan on the plan
2·5 per cent of the 2·5 per cent of the
estimated cost of estimated cost of
Fee for supervision of works per application Statutory fee
constructing the constructing the
works works

Agenda
12.6 Affixing Council Seal to National Australia Bank Document

- Prepared by Anita McFarlane
SUMMARY
The National Australia Bank has provided a Business Letter of Variation that requires
Council to authorise the signing and affixing of the Council seal to documents.
RECOMMENDATION:
That Council sign and affix the Council seal to the National Australia Bank Business
Letter of Variation.
ATTACHMENTS
Business Letter of Variation
DISCUSSION
Council has a National Australia Bank, Bank Guarantee Facility of $300,000. The Business
Letter of Variation states that this facility has been extended until the 30/04/2021.
The document also relates to the updating of the Business Lending General Terms and
Specific Conditions so that the bank will comply with the Banking Code of Conduct. These
changes will take effect once the NAB receives the signed and sealed document.
The National Australia Bank have prepared the document for signing and sealing
Council is required to sign and seal the documents.
RELEVANT LAW
Local Government Act 2020 (Vic)
Division 2
4 Council is a body corporate
(1) A Council—
(a) is a body corporate with perpetual succession; and
(b) must have a common seal; and
(c) may sue or be sued in its corporate name; and
(d) is capable of acquiring, holding, dealing with or disposing of property for the
purpose of performing its functions and exercising its powers; and
is capable of doing and suffering all acts and things which bodies corporate may
by law do and suffer and which are necessary or expedient for performing its
functions and exercising its powers.
(2) The common seal of a Council must—
(a) bear the name of the Council and any other word, letter, sign or device the
Council determines should be included; and
(b) be kept at the Council office; and
(c) be used in accordance with any applicable local law.

Agenda

Yarriambiack Shire Council Meeting Procedures Local Law 2019
• Part C Council’s Common Seal
12. Use of the Common Seal
12.1 The common seal may only be used on the authority of a resolution of Council
given either generally or specifically and every document to which the common
seal is affixed must be signed by the Chief Executive Officer and two Councillors.
C242/2019 Banking services
Not applicable
OPTIONS
There are no other options available
There are no general fees and charges associated with the signing of this document.
COMMUNITY ENGAGEMENT
Not applicable
RISK
made:

Rating
Medium Major Lack of Robust systems Ensuring that Council sign

and processes to prevent and seal the Business Letter
Fraud of Variation confirms an
integral process for good
governance has been
undertaken to approve the
extension of the Bank
Guarantee Facility.

Not applicable

Agenda
12.7 Council Expense Policy - Prepared by Tammy Smith
SUMMARY
Yarriambiack Shire Council’s Councillor Expense Entitlement Policy has been revised to
meet the requirements of the new Local Government Act (Vic) 2020 (The Act).
The revised policy has adopted a holistic approach to include expense reimbursements for
staff, delegated committee and audit and risk committee members.
RECOMMENDATION:
That Council adopt the Council Expense Reimbursement Policy
ATTACHMENTS
Council Expense Reimbursement Policy
DISCUSSION
The policy has been developed adopting a principles-based approach that is a requirement
of the new Act and includes the following;
• The documentary requirements for submitting a claim
• Time frames for submitting claims
• Requirements for GST invoices.
• Reporting requirements, “A council must provide details of all reimbursements under
this section to the Audit and Risk Committee” and any other reporting required by
council (s 40(2)).
• How reimbursements will be paid.
• How to submit a claim; and
• The approval processes.
The policy is intended to provide advice and a framework for operation.
Council will review the policy periodically to reflect any changes or improvement in council
practices and accountability.
RELEVANT LAW
Section 41 of the Act states a Council must adopt and maintain an expenses policy on or
by 1 September 2020. This provision came into operation on 1 May 2020.
Section 40 of the Act outlines the criteria for reimbursement of out of pocket expenses.
Section 41 outlines the requirement to reimburse the costs of the provision of childcare
and carer services for Councillors or members of delegated committees to perform their
role.
The detailed criteria of application are addressed in the policy.

Agenda

Strategic Objective 1 – Good Governance.
This policy has been developed based on best practice guidance and to manage Council’s
strategic and operational risks.
Not applicable
OPTIONS
Not applicable
The subject matter of this report does not raise any sustainability implications.
Not applicable
RISK
made:

Rating
Medium Major Reputation of Council This policy addresses the

criteria for expense
reimbursement. All expense
reimbursements must meet
the criteria which upholds
transparency.
Medium Major Lack of robust systems This policy establishes a

and processes to Prevent robust criterion for expense
Fraud reimbursement.

Not applicable

Council Expense Policy
Yarriambiack Shire Council encourages a working environment which promotes gender

equality and models non-violent and respectful relationships.
1 Objective
This policy supports Councillors, staff, members of delegated committees and the Audit
and Risk Committee to perform their role, as defined under the Local Government Act
2020, by ensuring that expenses reasonably incurred in the performance of their role are
reimbursed. The policy also provides guidance on:
 Entitlements.
 Allowances.
 Processes for reimbursement.
 Reporting requirements.
The policy is intended to ensure that Councillors, staff, members of delegated committees
and the Audit and Risk Committee are supported to perform their duties without
disadvantage.
2 Responsibility
The Mayor, Chief Executive Officer and Directors are responsible for ensuring compliance
with this Policy and Procedure.
3 Scope
This policy applies to:
 Councillors of Yarriambiack Shire Council.
 Members of delegated committees of Yarriambiack Shire Council.
 Members of the Audit and Risk Committee of Yarriambiack Shire Council.
 Staff of Yarriambiack Shire Council.
Duties are those performed by a Councillor, staff member or committee member as a
necessary part of their role, in achieving the objectives of Council.
These duties may include (but are not limited to):
 Attendance at meetings of Council and its Committees.
 Attendance at briefing sessions, workshops, civic events or functions convened by
Council.
 Attendance at conferences, workshops and training programs related to the role of
a Councillor, Mayor or Deputy Mayor, staff member or Committee member.
 Attendance at meetings, events or functions representing Council.
 Duties in relation to constituents concerning council business.
Members of delegated committees exercising powers of councillors, under delegation. This
policy also applies to those members in the course of undertaking their role as delegated
committee members.
4 Policy Statement
Councillors and Members of Delegated Committees
Councillors and members of delegated committees are entitled, under section 40 of the
Local Government Act 2020 (the Act), to reimbursement of expenses reasonably incurred
in the performance of their duties.
Council Expense Policy This Document is Uncontrolled when Printed Responsible Officer: Director Business Strategy and Performance
Version: 0.1 Issue Date: Next Review: Page 1/ 10

This policy ensures that the reimbursement of these expenses is in accordance with the
Act and meets the Act’s principles of public transparency; achieving the best outcomes for
the municipal community; and ensuring the ongoing financial viability of the Council.
Councillors and members of delegated committees will be reimbursed for out-of-pocket
expenses that are:
 Bona fide expenses and
 have been reasonably incurred in the performance of the role of Councillor and
 are reasonably necessary for the Councillor and member of a delegated committee
to perform their role.
Staff
In the ordinary course of business Yarriambiack Shire Council staff may find it necessary
to incur expenditure on behalf of the business, or incur expenditure as a result of attending
professional development and/or training away from their normal place of work.
Council will reimburse expenses reasonably incurred in the performance of their duties.
Audit and Risk Committee
As a member of the Audit and Risk Committee it may be necessary to attend training and
conferences that are specific to Local Government or travel to attend meetings.
Council will reimburse expenses reasonably incurred for travel.
Council will reimburse the cost of training and conferences as agreed by the Audit and Risk
Committee via motion recorded in the meeting minutes.
Carer and dependent-related expenses
Council will provide reimbursement of costs where the provision of childcare is reasonably
required for a Councillor or member of a delegated committee to perform their role (s
41(2)(c)).
This applies to the care of a dependent, while the Councillor or delegated committee
member is undertaking their official duties; and may include expenses such as hourly fees
and booking fees, if applicable.
Council will provide reimbursement of costs where the provision of carer services is
reasonably required when a Councillor or delegated committee member who is a carer
(see Definitions) incurs reasonable expenses in the performance of their duties.
Payments for carer and childcare services will not be made to a person who resides with
the Councillor or delegated committee member; has any financial or pecuniary interest
with the Councillor or delegated committee member; or has a relationship with the
Councillor, delegated committee member or their partner.
Allowances
Allowances paid to Mayors, Deputy Mayors and Councillors is in accordance with section
39 of the Act. The entitlement to be received is determined by the Victorian Independent
Remuneration Tribunal under the Victorian Independent Remuneration Tribunal and
Improving Parliamentary Standards Act 2019.
Council may pay a sitting fee to the Chair and Independent Members of an Audit and Risk
Committee. This fee is reviewed as part of Council’s annual budget process, will be subject
to annual CPI indexation (All groups, CPI weighted average of eight capital cities) and set
by a motion of Council annually each year.
In addition, each independent member is entitled to claim up to $500.00 per annum in
travel expenses based on the kilometre rate set by the Commissioner of Taxation.
This Policy does not include staff allowances which are paid in accordance with the
Enterprise Agreement and Council Policies.

Tools, services and facilities

Council must make available to the Mayor and the Councillors the resources and facilities
reasonably necessary to enable them to effectively perform their role (s42(1)).
Tools, services and facilities supplied by Yarriambiack Shire Council are listed in this
document under Procedure section 1.6.
Report to Audit and Risk Committee
Council must provide details of all reimbursements paid to Councillors and delegated
committee members to the Audit and Risk Committee (s40(2)).
Refer to Procedure, section 4 which outlines this process.
5 Definitions
Carer: A carer is defined under section 4 of the Carers Recognition Act 2012.
Delegated Committee: Delegated committees are defined under section 63 of the Local

Procedure
1 Expense Reimbursement
Motor Vehicle and Travel
The reimbursement rate for staff travel is in accordance with the Yarriambiack Shire
Council Enterprise Agreement. This rate is also to be applied to Councillors and committee
member reimbursement claims.
Travel reimbursed will be based on the shortest route.
Councillor Remoteness Factor
The Remoteness Factor Allowance is paid in addition to the general motor vehicle travel
allowance as follows:
Where a Councillor normally resides more than 50 kilometres by the shortest possible
practicable road distance, from the location or locations specified for the conduct of
ordinary, special or committee meetings of the council or any municipal or community
functions which have been authorised by council resolution for the Councillor to attend, he
or she shall be entitled to and shall be paid an additional allowance of $40 in respect of
each meeting or function actually attended by that Councillor, up to a maximum of $2,000
per annum.
Conferences, Meetings, Training and Seminars
Council will provide and/or reimburse Councillors, delegated committee members, staff
and the Audit and Risk Committee members to attend conferences, meetings, training or
seminars which have been authorised by Yarriambiack Shire Council or as determined by
the Chief Executive Officer and the Mayor as follows:
1.3.1 Registration fees
The payment of registration fees for attendance at approved conferences, seminars and
training sessions.
1.3.2 Conference Dinner/Meals
Payment for the main conference seminar dinner, if not covered by registration cost,
together with all meals, within reasonable limits, for the duration of the conference or
seminar.
Refer to section 1.4 of this Procedure which outlines the amount to be reimbursed in
relation to staff Meals.
1.3.3 Accommodation
The payment of accommodation costs on the following basis:
 Accommodation, dinner and breakfast costs.
 Any additional accommodation costs incurred as a result of the attendance of
partners and/or children shall be borne by the attendee.
If payment is made by the individual, then the expenses can be claimed through the
expense claim method. The accommodation reimbursement amount is capped at $200 per
night per individual, unless approved by the CEO or the Mayor in advance.
1.3.4 Car Parking Fees
Council will meet the cost of the following car parking fees:
 Hotel/motel parking - additional car parking fees not included in accommodation
cost.
 Airport parking, costs included in the parking of a private vehicle at an airport for
the duration of the conference, meeting, training or seminar.

 Commercial car parking fees associated with attending meetings or functions on

behalf of Council.
1.3.5 Toll Fees
Council will reimburse or pay the cost of toll fees when the travel relates directly to
attendance at an approved conference, training, meetings or seminar sessions.
1.3.6 Bookings via Executive Assistant to the CEO
Wherever possible; conference and seminar registrations, accommodation and car parking
should be organised and paid for directly by Council.
The Executive Assistant to the CEO is available to assist Councillors and committee
members with such bookings.
Meals
Where the employee is required to work outside the Yarriambiack Shire Council service
district, or is required to have an overnight stay in the district or outside the district, the
employee shall be entitled to reasonably incurred costs associated with meals.
Where the meals are part of the provision of accommodation then these should be included
in the hotel account. Where these are independent of the provisions of accommodation
claim, an employee is to complete the Expense Reimbursement Form and submit to the
Manager for approval, before being submitted to the Payroll / Accounts Payable Officer for
processing. The cost of meal reimbursement is capped at $25 for breakfast, $25 for lunch
and $40 for dinner.
Councillors – Mobile Phone Use
Councillors will be supplied with a mobile phone by Council to undertake Councillor duties.
Councillor Support Facilities
Council will provide support facilities to Councillors. The facilities provided is for use by the
Councillor in the conduct of his/her duties of office. All equipment provided shall remain
the property of the Council and shall be returned within two weeks of retirement or
termination of office. Councillors must abide by the Yarriambiack Shire Council
Information Technology Communication Acceptable Use Policy.
The following will be supplied:
 Ipad or Lap top computer.
 Internet data.
Out of Pocket Expenses for Staff
Reasonably incurred out of pocket expenses such as the cost of professional membership
shall be reimbursed by completing an Expense Reimbursement Claim Form. All
expenditure must be approved prior to being reimbursed. The approval method maybe
via a purchase order requisition or a Professional Development and Staff Training
Application Form.
Alcohol
Under no circumstances will the cost of alcohol be reimbursed.
Relevance to the Enterprise Agreement
For Staff related matters, to the extent that it applies; this document should be read in
conjunction with the relevant sections of the Yarriambiack Shire Council Enterprise
Agreement.
Councillor General Provisions

Only authorised Council business is to be included in the calculation of any expenses to be

paid.
2 Making a Claim for Reimbursement

All claims must be made on the approved Expense Reimbursement Form,
available from the Records Management System, Shared Drive Portal or the
Executive Assistant to the CEO.
Original receipts must be attached for all claims (credit card receipts will not be
accepted).
Where the provider of the goods or service is registered for GST a tax invoice
must be obtained and provided (without this the GST component of the cost
cannot be reimbursed).
Staff expense reimbursement claims must be approved by the applicable Manager in
accordance with financial delegation.
Committee and Councillor reimbursements must be approved by the Chief Executive
Officer and the Mayor.
Claims must be lodged with the Payroll and Accounts Payable Officer in a timely
manner. Claims more than three months old from date of purchase will not be
accepted.
Reimbursements will be processed via electronic funds transfer.
3 Making a Claim for an Allowance or Entitlement

On commencement as a Councillor, Mayor or Independent Audit and Risk Committee
Member, the incumbents will be required to complete a Commencement with Council
Form. The form will include populating personal details including bank account details for
their allowance or entitlements to be paid.
The Expense Reimbursement Claim Form is to be completed when a claim for travel or a
bona fide expense is required.
4 Monitoring, Evaluation and Review

An annual report of all Councillor and delegated committee member expenses will be
provided to Council, and the Council’s Audit and Risk Committee.
The report will include:
 Expenses incurred by Councillors during the financial year.
 Reimbursement claims made by Councillors during the financial year.
 Reimbursements made to Councillors during the year.
Council commits to monitoring processes and decision making to understand the overall
success of the policy’s implementation.
A period review of the policy will be undertaken to ensure any changes required to
strengthen or update the policy are made in a timely manner.
5 Related Policies, Procedures and Legislation

Council Policies:
 Governance Rules
 Public Transparency Policy
 Information Privacy Policy
 Motor Vehicle Policy
 Information, Communication and Technology Acceptable Usage Policy
 Human Resource Policy and Guidelines Manual

Legislation:
 Carers Recognition Act 2012
 Charter of Human Rights and Responsibilities Act 2006
 Freedom of Information Act 1982
 Local Government Act 2020
 Privacy and Data Protection Act 2014
 Equal Opportunity Act 2010
 Gender Equity Bill 2020
6 Superseded Policies
 Councillor Expense Entitlement Policy 2017
 Human Resource Policy and Guideline Manual – Guideline – Expense Reimbursement
Council Approved Policy
Policy Adopted: Ordinary Meeting Minute Book Page

[date] [number]
Policy Reviewed: Ordinary Meeting Minute Book Page

[date] [number]

Expense Reimbursement Form
Name:
Position / Role:
Date of Claim:
Expense Claim
GL Code Description Amount GST TOTAL
(Exc. GST)
TOTAL
Travel Claim
Destination (To and From) Km’s Was this the shortest and
Travelled most direct route?
YES ☐ NO ☐
YES ☐ NO ☐
YES ☐ NO ☐
TOTAL KM’s TRAVELLED
If Answering No to the shortest and most direct route, please state why the alternative route was taken:

Signature of Claimant:
Expense reimbursements will be paid by direct deposit to your nominated bank account as identified below:
Name of Account BSB Account Number
Approved:
Manager / Director Approval (Staff): Signature:
CEO Approval for Councillor / Committee Reimbursements Jessie Holmes Signature:
Mayor Approval for Councillor / Committee Reimbursements Signature:

Commencement with Council Form

To be completed by Councillors, delegated Committee members and Audit and
Risk Committee members.
Name
Position / Role:
Commencement Date:
Address:
Town:
Postcode:
Contact Phone Number:
Bank Account Details
Please nominate name of account you wish for your entitlements to be paid into:
Name of Account BSB Account Number
Asset Allocation
Asset Type Serial Number Date Issued

Agenda
12.8 Information Communication Technology Acceptable Use

Policy - Prepared by Tammy Smith
SUMMARY
An Information Communication Technology (ICT) Acceptable Use Policy has been
developed to provide Councillors, staff and contractors with guidance on the appropriate
and acceptable use of Yarriambiack Shire Council’s ICT assets.
The aim of this policy is to provide a governance framework for acceptable use, which
manages risks and ensures Council’s ICT resources are only utilised to support the
business activities and objectives of Council.
RECOMMENDATION:
That Council adopt the Information Communication Technology Acceptable Use Policy.
ATTACHMENTS
Information Communication Technology Acceptable Use Policy.
DISCUSSION
ICT is incorporated into the majority of business activities Council undertakes. Whilst ICT
can be a beneficial tool to meet business objectives in an efficient manner, there are risks
associated with its use.
Council has established protocols around acceptable use and behaviour when utilising
Council’s ICT assets. The policy aims to reduce the risk of inappropriate use of Council’s
resources.
RELEVANT LAW
The Local Government Act 2020 (Vic) requires Council’s to give effect to the overarching
Governance principles. The policy establishes aGgovernance framework in which staff,
Councillors and contractors must adhere too.
Strategic Objective 1 – Good Governance.
This policy has been developed based on best practice guidance and to manage Council’s
strategic and operational risks.
Not applicable
OPTIONS
Not applicable
The subject matter of this report does not raise any sustainability implications.

Agenda
Not applicable
RISK
made:

Rating
Medium Major Reputation of Council This policy addresses the

acceptable use and
behaviour of Councillors,
staff and contractors in
relation to the use of ICT
assets. It is anticipated that
establishing expected
guidelines of behaviour
reduces the risk of
reputational damage.
Medium Major Lack of robust systems This policy establishes

and processes to Prevent acceptable use to mitigate
Fraud the risks associated with
inappropriate use of Council
equipment and potential
reputational damage.

Not applicable

ICT Acceptable Use Policy
Information Communication Technology Acceptable Use Policy

1. Objective
Yarriambiack Shire Council’s Information, Communication and Technology (ICT) resources
are to be used in an ethical and efficient manner within a sound governance framework,
thereby enabling Council’s assets to be appropriately managed within acceptable risk
tolerances. A key underpinning goal of this approach is to ensure users of ICT resources
behave in ways that support the business activities and objectives of Council.
This policy aims to ensure that Council’s ICT resources are used:
a) Appropriately and efficiently.
b) To assist Council to effectively deliver quality, value for money services.
c) To not create or increase risk to Council, Council employees, Councillors, Contractors
and third parties.
d) In accordance with other policies, legislation, standards and best business practices.
e) Managed with sound consistent governance across Council.
2. Responsibility
This Policy applies to all Council employees, consultants, Councillors, contracted external
staff, patrons and or service providers.
It is the responsibility of the Chief Executive Officer (CEO), Directors and Managers to
ensure compliance with this Policy.
3. Policy Statement and Scope
3.1 ICT Resources
The provision of Council owned ICT resources are to be used for officially approved
purposes only. Limited personal use of ICT resources is available only in accordance with
the uses outlined in this Policy and supporting Procedures.
Council employees, consultants, contracted external service providers and Councillors are
all required to use Council ICT resources in accordance with this Policy, associated
Procedures and Employee and Councillor Code of Conduct.
All access to ICT resources is granted on the basis of business need and may be revoked
at Management discretion.
All ICT resource users must be aware of:
a) Types of ICT resources.
b) Authorised, unauthorised and unlawful/criminal use of Council resources.
c) Business rules regarding use of each resource.
Serious breaches of this Policy and associated Procedures will be referred to the applicable
Manager and/or Director for consideration and action taken in accordance with the Human
Resource Policy and Guidelines Manual.
3.2 Council Responsibilities
The provision of Council ICT resources is for officially approved purposes. When managing
and monitoring the use of ICT resources, Council must:
a) Ensure users are aware and understand Council Policies, Procedures, Practices and
their responsibilities.
Name: ICT Acceptable Use Policy This Document is Uncontrolled when Printed Responsible Officer: Director Business Strategy and Performance
b) Ensure disciplinary procedures imposed on users for breaches of use are clear,
unambiguous, proportionate to the offence and are applied in a manner which is in
accordance with the principles of natural justice.
c) Ensure that employees are aware that intentionally accessing, downloading, storing
or distributing pornography or other material which could be reasonably expected to
cause offence, or breaches the principles contained in the Employee Code of Conduct
is a matter for which disciplinary action is taken.
d) Minimise security risks including disruption to Council operations and unauthorised
use (intentional or unintentional) by employees.
e) Address issues relating to record keeping, archiving, right to information, privacy
and audit requirements.
f) Ensure any breaches discovered are thoroughly investigated and all issues identified
and addressed.
g) Develop and implement procedures for reporting potential breaches of Council policy
or the law to relevant authorities.
h) Ensure that sufficient resources are made available for the above to be carried out
effectively.
3.3 Authorised Use of ICT Resources
The Council's ICT resources are:
a) Provided to Councillors, staff and contractors to conduct official business and
professional development more effectively and efficiently.
b) To be utilised only for defined use outlined in this policy.
c) To be authorised by the relevant Director and/or CEO and used in accordance with
Council policies and procedures, applicable laws and regulations.
d) Provided to employees and Councillors and able to survive public scrutiny and/or
disclosure.
e) Not to be used to bypass established and/or official channels of communication as
defined by Council reporting relationships.
f) Monitored and logged by the ICT contractor in accordance with Council’s Policies and
Procedures and under the supervision of the Director Business Strategy and
Performance.
g) Subject to the Council's recordkeeping, archiving, right to information, information
privacy and auditing requirements.
h) Able to be restricted or revoked at any time.
Authorised Official Use
Official use of Council owned or provided ICT resources means usage undertaken for a
business need to assist in carrying out the work of Council.
Official use includes in general:
a) Conduct of work related business.
b) Access to work related information.
c) Communication with colleagues on work related matters.
d) Communication outside the work environment on work related matters.
Official use is permitted under the following conditions and limitations:
a) Usage takes place while you are either employed, contracted or are an elected official
in the service of Council.
b) Established and/or official channels of communication as defined by Council reporting

relationships are observed at all times.
c) Usage that could interfere with day-to-day operations must receive the appropriate
authorisation from the relevant Director or Manager.
Examples of Official Use include, but are not limited to:
a) Phoning other Government agencies for the purpose of acquiring or sharing
information.
b) Printing documents relating to a Council training course.
c) Using the Internet to perform Council related case/project research.
d) Using email to communicate new Council directives or policies.
e) Informing employees of new Council initiatives and/or staff movements.
Authorised Professional Use
Professional use of Council owned or provided ICT resources means permitted activities
that support professional development with authority from the relevant Director.
Professional use includes in general:
a) Professional development relating to approved study or research.
b) Approved forum, conference or seminar participation.
c) To engage with a professional or industrial organisation for membership, registration,
training/education, performance, conduct or safety.
d) Council approved or supported personal study.
Professional use is permitted under the following conditions and limitations:
a) Usage has been authorised by the relevant Director.
b) Established and/or official channels of communication as defined by Council reporting
relationships are observed at all times.
c) Use does not threaten or interfere with day-to-day operations of the Council in
accordance with ethical standards explained in Council's Code of Conduct for
employees or Councillors.
d) Unnecessary or excessive burden is not placed on Council resources, e.g., large-
scale emailing or mass storage or transmission of electronic files.
e) Access does not require modifications to existing infrastructure.
Examples of Professional Use include, but are not limited to:
a) Using the Internet/email to book and confirm a professional membership
seminar/conference.
b) Enabling staff to access information from their professional bodies website.
c) Using a facsimile to apply for professional body membership.
d) Printing and distributing information relating to professional training / conference /
seminar events.
e) Enabling third parties to call professional bodies for advice when working for Council.
Authorised Limited Personal Use
Limited use of Council owned or provided ICT resources means those activities conducted
for purposes other than official business or professional development.
Users who have been issued with a mobile device such as an iPad, mobile phone or laptop
have been allocated with that specific device and as such it is the responsibility of that
user. The user must be mindful that although some limited personal use is authorised,
such devices can be reallocated for operational purposes to another user.
Limited use is permitted under the following conditions and limitations:
a) Incurs minimal additional expense to Council.
b) Does not interfere with the operation of Council.
c) Is only permitted where it has a minimal impact upon email and internet resources.
d) Does not violate any Council policy or related State/Federal legislation.
e) Use may only occur during an employee's own time.
f) Privilege of use will be monitored and may be restricted or revoked at any time.
Directors and Managers are responsible for monitoring usage.
g) Use does not place unnecessary or excessive burden on Council resources, e.g. large
scale emailing or mass storage or transmission of electronic files.
h) Limited personal use of other ICT resources i.e. phone, mobile phone, facsimile and
SOE, is generally expected to take place during the authorised user's non-work time.
i) Personal calls are only permitted on mobile phones under emergency and/or
important family circumstances. Excluded Call Types are not permitted for personal
use under any circumstances. For users with a valid business requirement to access
excluded call types, Director’s authorisation is required. For all exemptions, the
user’s Director is responsible for monitoring usage and ensuring suitability of use
and continued business need. Directorates will also be responsible for funding all
costs incurred from these exemptions.
j) Usage of facilities which are provided by third parties at an expense to Council
(including internet, email, mobile telephones and online applications) are subject to
reporting to and monitoring by Directors and the Office of the CEO to ensure fair and
equitable usage and that additional contract costs are not incurred by Council. End
users may have their access moderated, restricted or revoked if they are deemed to
be excessively utilising services for personal use.
k) Will withstand public scrutiny and not bring an employee of the Council, a Councillor
or Council into disrepute.
l) Use does not include maintaining or supporting a private business enterprise and/or
use for personal gain or profit.
m) Any information created, transmitted or stored for personal purposes will not be the
responsibility of the Council.
n) Information resulting from personal usage will be subject to scrutiny and/or audit at
any time.
o) Any unsolicited inappropriate material from the internet or through an email is to be
deleted immediately from Council systems.
Examples of Limited Use include, but are not limited to (some activities are subject to Director
approval):
a) Completing an internal job application.
b) Using the internet to access white/yellow pages online.
c) Using the internet for personal online banking. This excludes any activities relating
to a private business enterprise and/or online share trading.
d) Conducting searches over the internet on appropriate and ethical topics that will not
cause embarrassment or harm to the Council, during own time on authorised breaks.
e) Reading personal internet based email is open to scrutiny and must not be
inappropriate, unlawful, or criminal, and must not relate to a private business
enterprise. This should be limited to authorised breaks only, during own time.
f) Printing a copy of an internet web page or email.
g) One off, local calls made from Council telephones for domestic purposes.
Unauthorised or Inappropriate Use
Unauthorised or inappropriate use of Council owned or provided ICT resources:
a) Usage which infringes copyright.
b) Involves creating, downloading, storing, viewing or distributing obscene, indecent,
offensive or sexually explicit material or material unbecoming to propriety.
c) Contains untrue information that is likely to damage the reputation of a person in
their profession or trade or by which other persons are likely to be induced to shun
or avoid or ridicule or despise the person.
d) Downloading non-business related digital music (e.g. MP3), video (e.g. MPEG) files,
applications or images using Council provided data.
e) Contains material or images that may offend the recipient or others who may view
it.
f) Bullies or harasses another person or is of a violent nature.
g) Expresses a view or commits Council to a course of action that is outside your
delegated power.
h) Discriminates against a person on the basis of the person’s age, race, gender,
religion, marital status, sexual preferences or other unlawfully discriminatory
attributes.
i) Contains Internet addresses or links to material or sites that contain any of the
unacceptable content cited above.
j) Any use that bypasses established and/or official channels of communication as
defined by Council reporting relationships including the settlement of personal
disputes.
k) Campaigning for personal gain.
l) Failing to undertake Council security procedures such as virus checking when
downloading files and/or software and sharing and/or distributing network or
application access passwords.
m) Any use that would interfere with the day-to-day operations of the Council and places
an unnecessary or excessive burden on Council resources, e.g. large-scale emailing
or mass storage or transmission of electronic files.
n) Council’s call transfer service must not be used to transfer private calls in such a way
that Council ends up paying for the cost of the private call.
o) Usage of and access to Excluded Call Types.
p) When allocated to a role (position) rather than to individuals, mobile phones are NOT
to be used for personal calls.
q) Any unauthorised use that is not lawful, criminal or unethical, including usage outside
permitted conditions and limitations for official, professional or limited personal
purposes.
Council employees, Councillors and Contractors alleged to have inappropriately used
Council ICT resources to create, download, store, view or distribute obscene, indecent,
offensive or sexually explicit material or material unbecoming to propriety, e.g.,
pornography, will be referred to Council's CEO for investigation. This may result in the
taking of disciplinary action. Any attempt to subvert existing security controls, both
internal and external to Council will be noted and included in any action taken.
Examples of Unauthorised / Inappropriate Use include, but are not limited to:
a) Viewing, creating, downloading, storing or distributing materials in the workplace
which are inappropriate, indecent, obscene or sexually explicit, e.g., pornography.
b) Taking inappropriate pictures with cameras or mobile phone cameras.
c) Using Council phones to call private mobile phone numbers where it is not an
emergency situation.
d) Any use that incurs additional data charges to Council including but not limited to
‘tethering’ of data devices and using Council-supplied mobile data as a replacement
for a private internet connection.
e) Forwarding inappropriate jokes, image/sound/movie files, e.g., .WAV and .MPG files.
f) Conducting private business enterprises for personal gain or profit.
g) Downloading, storing or distributing material such as chain letters or information
pertaining to pyramid schemes.
h) Creating and/or maintaining personal websites.
i) Knowingly downloading files from the Internet or storage media containing malicious
code, viruses, Trojan horses, worms or Spyware that may cause harm to Council.
j) Making telephone or mobile telephone calls to subscription numbers (e.g., 1900
numbers) or overseas/IDD numbers where specific exemption has not been
authorised.
k) Failing to keep Council passwords secure.
l) Expressing a view to the media outside of an authorised delegation.
m) Disrupting other ICT resources through such means as mass mailing, storage or
transmission of large files or any other unnecessary activity that may place a burden
on Council resources.
n) Sending unauthorised Global emails.
Unlawful and Criminal Use
Unlawful and/or criminal use of Council owned or provided ICT resources is use which
violates State or Federal law and/or the Criminal Code Act 1899.
Unlawful and/or criminal use of Council owned or provided ICT resources by users will be
subject to either criminal, official misconduct or other disciplinary proceedings against
them.
Criminal and/or Unlawful Use may include:
a) Publicly selling inappropriate / indecent / obscene / sexually explicit material such
as pornography.
b) Exposing any inappropriate / indecent / obscene / sexually explicit material to an
area where it may be publicly viewed.
c) Breaching copyright laws such as illegally copying movies, music, software programs
or storing any files which you do not have explicit rights to copy, modify or store on
the Council’s network or using a Council supplied device or connection such as but
not limited to music files.
d) Attempting to intercept, alter or steal data in order to harm Council or for personal
gain.
e) Leaking confidential Council information to the media.
f) Creating or assisting in creating a computer virus.
h) Sending unsolicited commercial emails (spamming).

i) Downloading and/or storing inappropriate defamatory material.
j) Committing other offences whilst using Council ICT resources such as illegal
gambling, defamation, fraud and copyright infringements.
k) Using a hand held mobile phone whilst driving.
3.4 Internet and Email
Council’s corporate internet and email systems are available only for authorised users.
Emails sent or held on the Council network is owned by Council and forms part of the
corporate memory, and must be managed and dealt with in accordance with recordkeeping
and privacy principles.
There are risks and costs associated with email and internet usage, which Council seeks
to minimise. There are also established corporate standards related to the way this aspect
of the ‘face of Council’ is portrayed to the general community.
a) Authorised officers, for reasons of performance and compliance with legal obligations,
will monitor general and personal usage of Council’s internet and corporate email to
ensure systems are appropriately used and that the system has the capacity to meet
Council's business needs. Additionally, during the course of problem resolution,
authorised officers may need to view the content of email in order to identify causes
related to performance issues.
b) Council management or its delegated officers will also regularly monitor and audit
emails stored or sent on Council's email and internet and email systems in order to
ensure that authorised users are using the service in compliance with Council policy.
c) Email coded or marked as ‘confidential’ or ‘private’ by a Council source shall be
treated the same as any other confidential document. However, users should be
aware that system monitoring and incident management may result in some
messages having to be viewed from time to time by other authorised Council staff.
User Responsibilities
All users must:
a) Comply with this policy, other relevant policies and supporting policy instruments with
particular reference to the Employee and Councillor Code of Conduct.
b) Conduct correspondence in line with all delegations and authorities. These apply
equally to email through usage of telephones, mobile devices, desktop and
laptop/notebook computers.
c) Not send electronic correspondence using the identity of another person, unless
authorised to act on the sender’s behalf.
d) Not Send ‘Chain Mail’ or forward it under any circumstances using Council’s corporate
email system, and repetitive or disruptive incidences should be reported to
management for further action.
e) Not send SPAM email or forward it under any circumstances using Council’s corporate
email system. Instances of SPAM should be reported to management for further
action.
f) Only send ‘Global’ email:
• With the prior approval of a Director and/or CEO. Approval may be given for
particular employees to send certain types of global email due to the nature of
their duties. E.g. Rates Coordinator for Rates Valuation Notices.
• Being mindful of data duplication and pointing to web site links where
appropriate as opposed to unnecessarily attaching large files.
g) Email mailboxes have a size restriction placed on them to maintain effective and
efficient mail transfer and storage of business related email. Users will manage their
individual mailboxes to maintain the size limitation as specified by authorised
officers.
3.5 Standard Operating Environment
The SOE for end-user devices is a group of configurable hardware, software and services
designed to provide Councillors, employees, contractors with a secure, functional and cost
effective platform to perform their duties.
The SOE is in place to optimise support for users to carry out their required functions for
business purposes balanced against an excessive support burden.
The SOE is implemented in accordance with Council’s ICT Strategy and Business
Transformation Strategy.
a) All users must comply with this policy, other relevant policies and supporting policy
instruments.
b) Council owned end-user and peripheral devices may only be connected to the
corporate network via access methods authorised by the Director Business Strategy
and Performance.
c) Legacy and other non-SOE equipment which is Council owned but not a current SOE
component may only be used with the prior approval of the Director Business
Strategy and Performance. Conditions may be attached to such use including an
approved expiry date and reduced support levels.
d) Any relocation of computer equipment must be advised in advance of the move and
an assigned move date set with the ICT Contractor who is tasked with the
responsibility of asset management, life-cycling, device disconnection and
reconnection. The physical moves and any ergonomic enhancements are the
responsibility of the end-user’s department.
d) Use of the SOE by third parties (e.g. community groups, outsourced service delivery
organisations, alliances, etc.) may only occur with the prior approval of the Director
Business Strategy and Performance.
e) Council supports sustainable business practices. Unless there is a valid operational
reason for the equipment remaining on, Council PCs, laptops/notebooks and other
computing devices must be powered off at close of business to minimise power usage
and to ensure daily update.
f) Council laptops/notebooks, iPads and mobile phones should be stored in a secured
location, at minimum removed from public view at the end of the business day, if
they remain overnight at a Council location.
g) Council laptops/notebooks, iPads and mobile phones used outside Council premises
are to be kept secure.
3.6 Telephones, Mobile Phones, Scanning, Photocopy Machine
Authorised users of the Council telephone, scanning, photocopy machines and mobile
phones may include employees and others engaged in activities on Council’s behalf, as
well as external business entities and their employees.
Council owned equipment means owned, leased, hired, or loaned equipment.
This acknowledges that there are risks and costs associated with telephone, scanning,
photocopying and mobile phone usage, which Council seeks to minimise, such as loss of
reputation and financial risk. They also establish corporate standards related to the way
this aspect of the ‘face of Council’ is portrayed to the general community.
Councillors’ mobile phone entitlements are described in the Council Expense Policy.
Staff Mobile Phone usage and entitlements are described in the Mobile Phone Policy and
Mobile Phone Procedure.
Telephone Features Requiring Approval:
International Direct Dialling (IDD) and ‘Voice Mail’, ‘Call Diversion to an external number’
and Mobile Extension must be approved by the requestor’s Director.
Mobile Features Requiring Approval:
IDD, mobile data services, Multimedia Message Service (MMS) and / or Global Roaming
must be approved by the requesting officer’s Director.
instruments.
b) Council owned mobile telephone SIM cards must not be removed or transferred to
other phones without authorisation from the Director Business Strategy and
Performance.
c) Any relocation of Telephone, Scanning, Photocopying equipment must be advised in
advance of the move and an assigned move date set with the ICT Contractor who is
tasked with the responsibility of asset management, life-cycling, device
disconnection and reconnection.
d) Council owned mobile phone devices are not to be left unattended in motor vehicles
unless mounted to the vehicle.
e) Users may be held personally responsible for the cost of any loss or damage of ICT
equipment when such loss or damage exceeds normal wear and tear and can be
attributed to negligence. All loss or damage to be reported to the Director Business
Strategy and Performance.
3.7 Software
Copying of any software program or data sets that are subject to a licence agreement is
prohibited, except for the purposes of backup or installation by Council authorised officers.
No user of licensed software or data sets may move beyond the provisions of the licensing
arrangement when using these software or data sets.
No software program or data set that could be subject to a licence agreement and which
exists on a device that is not owned or leased by Council may be copied to any
programmable device that is owned or leased by Council, except where this is done by
persons who have been authorised to carry out these tasks.
Software or data sets that relate to the configuration of any programmable device that is
owned or leased by Council may only be modified or in any way changed by Council officers
who have been authorised to perform these tasks. Exceptions include:
• Where the changes are authorised changes to the personalisation of the
programmable device.
• Software application within the functionality of the application and accessible to the
user.
Where software and data set configurations represent part of Council’s Corporate Memory,
those authorised to install and maintain these files must ensure that a system is in place
to preserve this Corporate Information and comply with legislative standards.
The software and data set provisions of this policy are concerned with managing copyright
and corruption and security risks to Council’s software and data, where this software and
data is operated on any Council owned or leased programmable device.
instruments.
b) No Council employee, Councillor or contractor shall knowingly breach a software
licensing agreement for any software or data that is owned or leased by Council. It
is the responsibility of the user concerned to ensure that no breach of licensing or
copyright arrangement occurs.
c) Only authorised officers can install software that is to run on any of Council’s leased
or owned programmable devices. For Council owned or leased programmable devices
that run the Standard Operating Environment for desktop or mobile communications
devices, software and data files will be installed from a central location by an
authorised person.
d) Staff may be granted special authorisation as Power Users of specific applications to
install executable files for their specific applications. Under no circumstances are
Power Users permitted to download software from external sites.
e) Council owned or licensed software or licensed data must only be stored on a
programmable device or electronic storage device that is authorised by Council.
f) Software and data can be made available on a licensed basis, for example, operating
system software or on a non-licensed basis, for example, Internet cookies.
g) All data leased, licensed or owned by Council must be backed up through a means
which complies with Council Policy.
h) Only an authorised person may make changes to the Operating Software or
Application Software configuration. No downloads of screensavers or other programs
from the Internet are permitted. No unauthorised deletions, additions or
customisations may be made to the software on programmable devices that are
owned or leased by Council.
i) The Director Business Strategy and Performance will ensure that an authorised
person is available to make any necessary changes to the configuration of any of
Council’s programmable devices that run the SOE.
3.8 Remote Access Service
Remote Access Service (RAS) is the ability to access the Council network from another
location (i.e. home or non-networked site). It is used by a number of Council staff to
access their network files, applications and email. This policy supports the delivery of
business needs covered in the ICT Strategy.
The remote access provisions of this policy set the parameters within which access to
Council’s data network via remote connection can be achieved. The purpose is to keep
operational costs to a minimum and reduce risk to council.
a) Remote access will be made available:
• On a business needs assessment basis.
• Using Council’s corporately provided remote access solutions.
b) Under no circumstances will remote access be available on a BYOD laptop / iPad or
desk top computer.
c) Remote access to Council’s individual staff email accounts will be available via a
Microsoft 365 platform. This access has the ability to be restricted at any time.
d) Staff utilising the BYOD mobile phone scheme will be required to download applicable
applications to monitor security and perform work tasks as outlined in the Mobile
Phone Procedure.
instruments.
b) All remote users are required to notify their manager and ICT Contractor, immediately
they no longer require access privileges.
c) Under no circumstances will an unauthorised user be permitted to use an authorised
user’s end-user device and authentication key/login.
d) Council laptops/notebooks should be switched off or in hibernation mode when not in
use, to prevent unauthorised access to the Council network and to support
sustainable business practices.
4. Definitions
Definitions Authorised Officers - Staff within Yarriambiack Shire Council

performing duties authorised by management.
Call Diversion - An automatic diversion of a call from the called
extension to another number.
Business Use - Council’s corporate Internet, and email systems and
associated services are established and maintained solely for Council
related business purposes.
Call Pickup - The ability to dial a number to pick up a call on another
extension.
Chain Email - An email directing recipients to send out multiple
copies of it so its circulation increases exponentially. Such messages
typically promise rewards for compliance, e.g. blessings, good luck,
money or merchandise. Some types of chain letters - specifically,
those asking people to send money to other participants - are illegal
and not in accordance with Council policy.
Corporate Information - Corporate information refers to all records
and their associated contextual information that serves to completely
depict all details of a particular business activity and its relationship to
other business activities.
Corporate Memory - A full and accurate record of all the business
activities and transactions undertaken by Council in the exercise of its
statutory, administrative or other public responsibilities or related
purposes.
Council – Yarriambiack Shire Council
Councillors - Councillors refer to all elected officials in Council
including Councillors, Mayor and Deputy Mayor.
Download - A mechanism by which a software device or program is
copied from a server site to another programmable device.
Electronic Correspondence - Any correspondence facilitated by ICT
resources.
Electronic Storage Devices - Electronic storage devices include
Personal Digital Assistants and handheld devices, USB Drive/Flash
Keys, SD Cards, Portable hard drives/CD Burners, Zip Drives, Mobile
Phones).
Email - The transmission of messages, and attachments in electronic
format to an address within an email system. Webmail unless
specifically referred to in this policy shall be covered by the term email.
Term - Meaning
Email System - A software application that provides services related
to the transmission and receipt of electronic messages.
End-user Devices - End-user devices are defined as Standard
desktop computer, Standard notebook (portable) computer, various
computer (PC) models, other mobile computing devices, printers,
smart phones etc.
Excluded Call Types - Call types which are not included in Council’s
current mobile phone contract access fee and for which additional
charges are payable.
External Entity - An independent organisation with which Council has
a contractual arrangement and which is provided with equipment that
is serviced by Council.
Global Email - Email communications that are sent out to the entire
organisation. Such email must be authorised by a Director.
ICT Contractor – DWM solutions, externally appointed contractor.
ICT Resources - ICT resources include but is not limited to:
• Computers (including laptops, notebooks, tablet PCs, Personal
Digital Assistants and handheld devices);
• Electronic storage devices;
• Telecommunications (including provisioned phone
lines/connections, telephones, mobile phones, pagers, facsimiles,
message banks, voice mail, modems, data communication devices
and data cabling);
• Radios (or any other frequency devices);
• Television sets (including LCD and plasma screens);
• Video and imaging equipment;
• Digital or analogue recording devices (including tape, DVD, video
recorders);
• Cameras (including mobile phones with cameras);
• Printers, copiers and digital scanners;
• Internet services (including http, ftp and telnet, peer to peer,
video-streaming);
• Email services;
• Web based portals; and
• Fee based services.
Internet - The worldwide loose affiliation of interconnected computer
systems, through which users can navigate to obtain services and
share information at various levels of detail with globally dispersed
organisations and individuals.
Malicious Software (Malware) - Software is considered malware
based on the perceived intent of the creator rather than any particular
features. Malware includes computer viruses, worms, most rootkits,
spyware, dishonest adware, and other malicious and unwanted
software.
Peripheral Device - A device that is optional in nature, and is

attachable to an end-user device e.g. USB Drives, external hard drives,
scanners and cameras.
Programmable Devices - Any device whose operation is controlled
by a stored program that can be changed or replaced. Information
may comprise automated software, data files and temporary work
files. Such devices would include desktop computers, mobile
communications devices etc.
SPAM - An unsolicited message that is sent indiscriminately to
multiple mailing destinations.
Standard Operating Environment (SOE) - Standard Operating
Environment (SOE) for end-user devices is a group of configurable
hardware, software and services designed to provide Councillors,
employees, contractors with a secure and functional platform to
perform their duties.
Tethering/Tethered - Connecting a data-enabled mobile telephone
or tablet device to a computer or other device via a cable or wireless
connection for the purpose of connecting to the Internet via the
phone/tablets’ data connection.
User - Any authorised Council staff member, Councillor, contractor or
third party.
Virus - A software agent that uses any programmable device that is
available to reproduce itself and spread itself to other programmable
devices.
Voice Mail - The ability to store a message for an extension that can
be replayed at a later time.
Webmail - An Internet application that allows users full access to their
corporate email using a Web Browser.
5. Supersedes
a) Mobile Phone Policy and Procedure, adopted 2017
b) Information Systems Policy 2017
c) Internet, Email, PC IPad Policy
6. References
• Mobile Phone Procedure
• Mobile Phone Policy
• Media and Communications Policy
• Information Privacy Policy
• Employee Code of Conduct
• Human Resource Policy and Guidelines Manual
• Councillor Code of Conduct
• Council Expense Policy
Policy Adopted:
Policy Reviewed:
Agenda
12.9 Rescind Community Assets Policy 2006 - Prepared by

Gavin Blinman
SUMMARY
This report to council will discuss the removal of a Community Asset policy set up in 2006
that no longer is relevant with the new Local Government Act 2020 and the introduction
of the new Leasing and Licence policy.
RECOMMENDATION:
That Council rescinds the Community Asset Policy
ATTACHMENTS
Community Asset policy 2006
DISCUSSION
In 2006 Council developed a policy for Community Assets of Council, the policy covered
legal agreements between Council and committees of Management and other aspects of
community asset management by local committees
The policy discusses transfer of title to community groups and railway stations under the
Public Transport Corporation now known as VicTrack. Council now holds leases not
community organisations as mentioned in the policy.
RELEVANT LAW
Section 65 and 115 of the Local Government Act 2020 sets out the way Council should
now manage Community Assets and Leases.
The new Leases and Licences Policy will cover this area.
Not applicable
OPTIONS
Retain and update the Community Asset Policy.
Discuss whether the subject matter of the report raises any sustainability implications.
• Economic
Management of Council assets sets up Council to meet future budget considerations
and plan for cyclical maintenance and capital replacement of those assets
• Social
All current committees will be involved in the community consultation process of
the changes under the new act and policies being developed. These changes will
assist the community to understand how council manages its assets and their roles
within the process.

Agenda
• Environmental
Nil
• Climate change
NIL
• Financial
Review of old policies and replacement of these with current policies that include
all legislative changes and relevant acts reduces financial risk to Council of poor
management of its assets.
All communities will be engaged as part of the new community assets and delegated
committee changes over the next 6 months.
RISK
Reduction in risk by removing out of date policy with current legislative and best practice
policies and procedures.
Utilising the Risk Management Framework 2019, the following assessment has been made:

Rating
Low Moderate Review of old policies that Policy removed and replaced
may expose Council to with up to date policy.
risk due to incorrect
legislative being referred
to and use of incorrect
terminology

Not Applicable.
This report has been prepared by Gavin Blinman Director of Community Assets and
Wellbeing, I declare no conflict of interest in preparation of this report.

COMMUNITY ASSETS POLICY
1 OBJECTIVES
• To determine the appropriate legal agreements between Council and

the Committees of Management of community facilities.
• To determine the conditions when Council will remain the Committee
of Management of community facilities/reserves.
• To determine the conditions under which the title for community
assets will be held by Council (both in the short term and the long
term).
2 PREAMBLE
Council is the ‘owner’ of many community assets or facilities. However

the operation and management of these assets rests with the
community committee of management. In all cases the asset is well
managed and operated by the community group to the extent that no
benefit is gained through Council retaining the ‘ownership’ of the asset.
In some situations Council is often requested to hold the title of

community assets on behalf of the community to comply with State and
Federal funding requirements.
3 ISSUES
There are costs incurred by Council as ‘owner’ of community assets.

These costs include depreciation, insurance and service charges.
In the large municipality with 13 towns it is difficult for Council to

promote or assist the development of one particular facility in
accordance with community wishes. Therefore it would be more
appropriate for ownership to rest with the community group to take
complete responsibility for the assets and develop same in accordance
with the community direction and on behalf of the community.
pp.1.policy.commassets 1
4 CATEGORIES OF ASSETS
4.1 Vacant Land

(C) – denotes Crown Land – Council Committee of Management
• Unused/non significant land :
Approaches to Lah Railway Station

Safe custody paddock Brim
Turriff vacant land
Vacant land near Audrey Street/Golf Club - Hopetoun
Vacant Land - 59 Gardiner St Warracknabeal (Wheatlands)
Munro Street – Murtoa (proposed Emma Court)
Lot 2 Henty Highway Hopetoun
Old Pound Site Hopetoun
Old Power House - Hopetoun
Strachan Street Hopetoun
Vacant Land NW of Mandeville & Austin Sts Hopetoun
Vacant Land Lascelles
Vacant Land Rosebery
Vacant Land Hopetoun
Old Showgrounds Reserve (Minyip) (C)
Former Lah Tip Site
• Former Significant Sites:
Church sites. Primary School sites

Wilkur South Primary School
Old Wallup School Plantation (C)
4.2 Facilities currently managed and operated by community groups
• Sole occupancy
• Museums
Wheatlands
81 Scott Street, Warracknabeal
Corrong Station Homestead
Water Tower Murtoa
• Tennis Courts
Areegra (no longer used)
Brim East
Lubeck
Rupanyup
Galaquil East
• Bowling Greens
Brim
Rupanyup (C)
Woomelang
• Halls
Warracknabeal
Brim
Sheep Hills
Brownies Hall Minyip
Hopetoun
Tempy
Lascelles
• Leisure Complex – Warracknabeal (C)

• Saleyards Warracknabeal
• Aerodromes
Warracknabeal
Hopetoun
Patchewollock (C)
• SES Headquarters Rupanyup (2 Wood St)
• Dunmunkle Lodge Sewerage Lagoons Minyip (C)
• Other Reserves
Minyip Manure Depot - Dunmunkle Lodge Sewerage Lagoons
Rabl Park Murtoa (C)
Tempy Memorial Park
Werrigar Native Flora Reserve Warracknabeal (Rifle Range) (C)
Rupanyup Lake Reserve (C)
• Multiple Occupancy
• Land unsubdivided and used by a number of different groups
Evelyn St Hopetoun - swimming Pool, tennis courts, Scout Hall,
bowling club
• Recreation Reserves
Willenabrina (C)
Rupanyup
Marma Lake Reserve (C)
Hopetoun
Lascelles
Beulah Camping/Recreation Reserve (C)
5 POLICY
5.1 Existing Assets
5.1.1 Vacant Land
(a) Unused/non significant land

Land to be identified and considered for future requirement by
Council.
No further requirement - SOLD
Required - RETAIN eg future industrial land (unsubdivided)
(b) Former significant sites
Closest aligned community group or responsible authority or

previous owners of land to be identified:
eg Areegra Lutheran Church - Warracknabeal Lutheran Church

Primary School - Education Department
Group to be requested to assume responsibility for land.

If group accepts responsibility - title to be transferred at no cost
to group.
If a responsible group cannot be identified or won’t be

responsible - land to be sold with covenant to retain monument
or sign if applicable.
5.1.2 Facilities currently operated and managed by community groups
(a) Sole occupancy
Council to determine if it is appropriate to transfer the title to the

responsible group. Group will then become responsible for all
costs including insurance.
Otherwise Council will enter into a lease agreement with the

group.
(b) Multiple occupancy
The community will be required to form a Committee of

Management to manage the land or facility.
Council will enter into a lease agreement with the Committee of

Management unless individual leases can be entered into with
the user groups.
5.2 New Assets
There may be circumstances when funding criteria requires Council to

hold the title of the land eg Community Support Fund - Dunmunkle
Sump Oilers.
Subject to the responsible group producing a sustainable business plan

for the project Council will agree to hold the title for a maximum period
of two years. The title will then be transferred to the community group.
5.3 Committees of Management (Crown Land Reserves)
Council is the appointed Committee of Management for a number of

Crown Land Reserves.
5.3.1 Single Occupancy Use Reserve
If the reserve is used by one group only the responsible group will
become the appointed Committee of Management.
5.3.2 Multiple Use Reserves
A community Committee of Management will be appointed for the

management of the reserve. Council will not remain the appointed
Committee of Management.
The various community groups operating from the reserve must ensure
they have adequate public liability as the Crown Public Liability may not
apply to the user group.
5.4 Leases of Community Assets by Council
Council is the lessee of a number of Railway Stations occupied by

community groups.
It will be the responsibility of community group to enter into a new lease

with the Public Transport Corporation.
Agenda
12.10 Rescind Housing Policy 1998 - Prepared by Gavin Blinman
SUMMARY
This report discusses a policy developed in 1998 by Council to set up a framework for
management of its housing developments and housing needs in the area.
The policy is out of date and will be superseded by the new Leases and Licence Policy and
the new Local Government Act 2020.
RECOMMENDATION:
That Council rescind the Housing Policy 1998
ATTACHMENTS
Housing Policy 1998
DISCUSSION
In February 1998 Council developed and adopted the Housing Policy to document its role
in public housing.
The policy was developed to provide a framework for managing the two housing unit’s
developments Council owns and to discuss housing needs in the region at that time.
A section of the policy states “Ownership of existing developments will be divested to the
community committee of management or an approved charitable/welfare organisation
within two years.”
Clearly this has not occurred and with the Local Government act 2020 the section on direct
provision of management is also redundant as it talks about the section 86 committees.
The policy also discusses rentals and management of the units.
We are about to introduce the new Leases and Licences Policy and review Council’s
committees of managements so it is time this policy was rescinded as the new policy will
cover most of the details and if Council wants a policy specifically on the future of public
housing it needs to be separate to this.
RELEVANT LAW
Section 65 and 115 of the Local Government Act 2020
Not Applicable
Nil
OPTIONS
The policy has incorrect Council actions that have not taken place. With the new Act and
policies being introduced they will cover and inform Council and the communities into the
future.

Agenda
• Economic
Nil
• Social
The communities with housing units will be consulted as part of the changes
currently being implemented so this decision will assist in this process.
• Environmental
Nil
• Climate change
Nil
• Financial
Nil
Housing committees are being consulted as part of this process currently this decision
does not require further consultation.
RISK
Assess the risk for the decision.

Rating
low Medium Removal of old policies Removal of old policy and

that potentially put replace with current policy to
council at risk is required cover legal and financial risk
before new policies can
be implemented

Not Applicable

Housing Policy
Adopted by Council 3 February 1998
pp.1.policy.housing 1
POLICY: HOUSING
Purpose
The purpose of this policy is to document Council’s role in public housing.
Rationale
Yarriambiack Shire Council is committed to the development and maintenance of

diverse, viable and sustainable communities within the municipality. Housing is an
essential component of communities and Council has a key facilitation role to play in
ensuring that appropriate housing is made available.
POLICY
Council’s role in public housing will involve participation in the following areas:-
1. AWARENESS AND IDENTIFICATION OF NEED
• Research local needs

• Advocate on behalf of target groups (Single parent, low income, Youth, Aged
and Disabled, people requiring supported accommodation) for whom housing
must be both affordable and appropriate
• Respect the right and desires of older people within the municipality to ‘Age in
Place” that is to continue their links with family and communities.
• Inform key players
• Document housing needs and establish an agreed approach amongst all
stakeholders to respond to the needs.
• Advocate for private and public sector developments to respond to this need
• Keep the community informed
2. PLANNING AND REGULATORY FUNCTION
• Investigate the availability of land or buildings (Council, private or Crown)

• Assist with design and project management
• Encourage the development of well managed housing which is energy efficient,
safe, well located, and maximises access to existing services and physical
infrastructure.
• Ensure appropriateness of site eg close to amenities, shops etc and not socially
isolated
• Examine alternative forms of accommodation eg small units that are well located
allowing occupants to be integrated into a broad range of community settings
3. FACILITATION OF HOUSING OUTCOMES
• Encourage partnerships with community organisations, regional and statewide

organisations.
• Seek out funding opportunities and assist community groups with submissions.
• Ensure that housing projects are linked to other essential services, eg. public
transport, HACC services, social security, medical and domiciliary services.
• Ensure that there is an incorporated community committee of management that
will be able to hold title (unless prevented by funding constraints).
• Liaise with committees of management on an ongoing basis.
• Facilitate public debate on housing when required.
• Lobby governments for adequate ongoing financial support for maintenance
grants and new works.
4. DIRECT PROVISION AND MANAGEMENT
Council currently holds title for two Community housing projects, at Murtoa and
Woomelang. These units are managed locally by Committees of Management that
are Section 86 Committees of Council.
• Council’s involvement in direct provision and management should be limited to

holding title on existing housing developments.
• Ownership of existing developments will be divested to the community committee
of management or an approved charitable/welfare organisation within two years.
• Until this transfer occurs Council will ensure that housing projects are managed
responsibly as set out in the terms of reference for Section 86 Housing
Committees.
SECTION 86 HOUSING COMMITTEES
Roles and responsibilities.
Tenant Management
1. Tenant selection
• All vacancies should be widely advertised within that community and district
to ensure a maximum number of people within the target group are given an
opportunity to apply.
• The process of tenant selection should be clearly stated in writing and
should be available to the public and to all applicants.
• The selection process should involve a representative from council or an
approved independent person to provide a level of public accountability.
2. Tenant Agreements
Tenant agreements should be signed with all new tenants and an

accompanying Condition Report completed for each property.
3. Rent setting and method of collection
4. Conflict Resolution
Development of a Grievance Procedure which allows opportunities for tenants

and management to discuss issues of conflict informally prior to either party
initiating formal proceedings with the Residential Tenancies Tribunal. The
grievance procedure should also encourage tenants to contact council directly
should discussions with the committee of management not resolve issues.
5. Reporting repairs and maintenance
Develop clear procedure for tenants to report breakages and maintenance

issues.
6. Communication with Tenants
Property Maintenance
The committee must have an a protocol for responding to and documenting tenant
maintenance requests and to determine the priority level of maintenance.
• Responsive Maintenance - ensuring that maintenance is carried out once

the tenant has reported the defect.
• Essential works
• Discretionary works
• Liaise with Council's Asset management staff to perform an Annual
Inspection of properties.
• Cyclical property maintenance
• Maintenance that can be predicted and incorporated into a five year budget
plan.
Budgeting and Financial Accountability
• Payment of all expenses including all rates, water rates, Property and
Public Liability Insurance.
• Providing Council with quarterly and annual financial Statements.
• Produce rolling five year budgets in line with Council’s budget preparation
program.
• Following up on rent arrears and reporting difficulties to council.
Policy Development
Develop and implement policies to ensure that community housing is managed

in accordance with the program funding guidelines.
Agenda
12.11 Recommendation to Lease Lot 40 at Woomelang, Cronomby

Tanks - Prepared by Gavin Blinman
SUMMARY
Council and the Woomelang community have been working together to improve the
Cronomby Tanks site for several years as a tourism attraction. VicTrack have asked Council
to consider leasing the top part of the tank area and adjoining bushland as a project with
Landcare.
RECOMMENDATION:
That Council approves negotiation with VicTrack for the least at LOT 40, Woomelang
ATTACHMENTS
1. Satellite image of area
2. History / Background
DISCUSSION
Council currently leases a number of VicTrack properties on behalf of community groups
across the shire.
Lot 40, Woomelang had been offered to Council by VicTrack for lease This is an area that
holds the northern dam and land to the east of Cronomby tanks that Council and the
Woomelang community currently are working on as a tourism site for development.
Landcare has offered to work with Council to maintain site and this would allow further
improvements to the site and access for the community.
RELEVANT LAW
Section 115 and 57 in the Local Government Act 2020 cover leases and public
transparency. This recommendation to Council enables us to record in the minutes for
public observation Council’s decision on to lease VicTrack land.
Council’s Strategic Plan 2017-2021 GOAL 1 Good Governance aims to provide a well-
managed and service focus organisations.
1.1 Good Governance through Leadership: Ensure policies and good governance are in
accordance with legislative requirements and best practice.
Decisions to lease VicTrack land at other locations have had Council affix seal to those
leases.
OPTIONS
As reported earlier under section 115 and 57.

Agenda
• Economic
Improving the site as a tourist location may have some positive impact for the
Woomelang community.
• Social
The Woomelang community will gain any benefits from tourism and assist in a town
that has lost other services to attract people to the area.
• Environmental
The project with Landcare will improve the environment for the future.
• Climate change
Maintaining the bushland site will reduce carbon emissions and assist to reduce
climate change.
• Financial
Council will work with VicTrack to reduce any financial costs of leasing the site for
community benefit.
The community have been working with Council on the site, leasing from VicTrack has not
been discussed with the group, however the lease will allow the community to finish work
at the site.
RISK

Rating
Medium Medium Use of public land without A formal lease with VicTrack
any agreement in place will ensure all areas of use
potentially places council and responsibility are
at risk of hidden costs covered
and public liability risk.

Not Applicable
Wellbeing, I declare no conflict of interest in preparation of this report

Agenda
Attachment 1.
Satellite Image of Lot 40, Woomelang
Attachment 2.
History / Background
Woomelang Lot 40 VicTrack

History / Background.
Woomelang was originally known as "Cronomby" after the natural waterhole that first attracted the early
settlers to this area. When the railway line arrived, the Government constructed earthen dams or
"Tanks" as they became known, where steam trains reloaded water supplies.
The Tanks/dam have been cleaned out and linked together to create a popular picnic area and free
camping. Other activities around the rugged sanctuary include fishing, bird watching around the walking
track and discovery of the iron artworks created by artist Phil Rigg.
Yarriambiack Shire Council and the community have worked together to develop the site just south of
LOT40 for community use and for a free traveller’s rest stop as part of the move to attract tourist back
to the area.
Project
The Woomelang District Development Association is the main group supporting the project but they get
assistance from the Lions Club and Landcare as well.
The plan is to further develop the area to improve it as a community recreation and tourist destination,
adding the top area of lot 40 to this would enhance the project and assist the communities vision of
improving the site.
Walking tracks and picnic / parking areas and a toilet have been added to the area council currently
manages in the lower end, we would like to work with Landcare and look at options for the Lot 40 area
to improve public access and conserve the natural bush area.
Agenda
All development so far has been funded through grants and council and local contributions engaging
with Vic Track we would not require funding through Vic Track but ask that rental be kept low to enable
the community to work towards maintaining the area and achieving the achieve the community vision.
Yarriambiack Shire Council would take up the lease and the Manager Community and Economic
Development Marianne Ferguson will assist the community to manage the site.
Council has a number of Vic Track leases at other locations it currently manages with community
support, all leases have been conducted within VicTrack rules and regulations.
The Director of Community Development and Wellbeing Gavin Blinman is the responsible for council
lease arrangements with VicTrack and would be the contact in this case.
• Council Name- Yarriambiack Shire Council

• ABN- 24640824591
• Registered address-34 Lyle st Warracknabeal 3393
• Contact Person- Gavin Blinman, Director Community Development and Wellbeing
o Phone number-53080131/ 0427680253
o Email –[email protected]
o What will the land/building be used for? - Community use
o List of the buildings and ownership of the buildings (tenant owned or VicTrack)-nil on site
• The use of the site for the permitted use in the lease- Community Recreation
• A GIS plan or google map of the area you will be using
• Plans of any new tenant buildings, if any-N/A
• Council’s execution clause
• A copy of the Power of Attorney confirming the delegate is authorised to act on behalf of the
organisation
• A certificate of currency confirming Council will be able to provide an insurance certificate for $20
Million public liability in accordance with the Lease

Agenda
12.12 Leases and Licences Policy 2020 - Prepared by Gavin

Blinman
SUMMARY
The Local Government Act 2020 Section 115 sets out Council responsibilities in managing
leases on Council property, this policy addresses all areas of Council owned assets and
RECOMMENDATION:
That Council approve the Leases and Licence Policy 2020.
ATTACHMENTS
Leases and Licence Policy 2020.
DISCUSSION
Council currently has on file 28 properties covering community and commercial use, many
have some form of agreement, MOU or lease in place. Some have only a committee of
management agreement.
To Correct this and have all properties in a common arrangement that is up to date and
meet legal requirements, we have sought legal advice and obtained a common lease that
can be used across a range of Council buildings and properties.
With the changes to the Local Government Act 2020 some of the previous arrangements
will not be carried forward and need new procedures in place.
We have done a search of Councils across the State and compiled a policy that covers all
issues that will need consideration in the future.
This policy will set out what type of arrangements will cover various property and building
types and responsibilities of council and tenants / user groups.
It is prescriptive in how Council staff manage their roles and responsibilities and includes
templates for hire agreements.
RELEVANT LAW
Section 115 of the Local Government Act 2020 sets out action required for Councils to
take in management of leases.
Councils Strategic Plan 2017-2021 GOAL 1 Good Governance aims to provide a well-
managed and service focus organisations.
1.1 Good Governance through Leadership: Ensure policies and good governance are in
accordance with legislative requirements and best practice.
Nil
OPTIONS
Nil

Agenda
• Economic
Setting up the policy will ensure Community Assets have a return on investment
of considerations for future costs.
• Social
A clear policy for community groups and agencies looking to use council facilities
in the future is set out and will be communicated through community engagement
with all groups as part of the new Local Government Act.
• Environmental
Assets are managed with environmental impact considerations as part of this
policy.
• Climate change
Reduction of any climate change impact is part of responsible environmental
management.
• Financial
The lease amounts set are to be included as part of the budget process annually.
Over the next 6 months’ extensive community engagement will be conducted to
communicate this and other policy changes under the Local Government Act 2020.
RISK

Rating
low Major No policy on leases puts Introducing a policy to cover

assets and council at risk lease and licences at all
of increased financial community assets assists
costs and public liability council to manage all aspects
risk . of risk .


Leases and Licences Policy
Version 0.1
Ratified by Council: Draft

Contents
1 Objective ................................................................................................... 3
2 Responsibility ........................................................................................... 3
3 Policy Statement and Scope ...................................................................... 4
Scope ...................................................................................................... 4
Policy Statement ....................................................................................... 4
Policy Context .......................................................................................... 4
Governance .............................................................................................. 4
Compliance with (DELWP) .......................................................................... 4
Licence of Roads, Road Reserves and Reserves ............................................. 5
Types of Agreements ................................................................................. 5
Asset Committees and Delegated Committees .............................................. 5
Expression of Interest (EOI) ....................................................................... 5
Occupancy Categories and Assessment for Rent ........................................ 6
Annual Reporting against Criteria ............................................................. 6
Terms and Conditions ............................................................................. 6
Maintenance .......................................................................................... 7
Capital Works- Improvements, Alterations and/or Additions ........................ 8
Length of Tenure ................................................................................... 8
Use of licence Rather than Lease.............................................................. 9
Use of Facility and Occasional Hire from Tenants........................................ 9
Hours of Use ......................................................................................... 9
Sub-leasing or Licensing ......................................................................... 9
Rates and Taxes .................................................................................... 9
Insurance ............................................................................................. 9
Liquor and Gaming Licence ....................................................................10
Legal Fees............................................................................................10
Keys and Locks .....................................................................................10
Planning Requirements ..........................................................................10
Removal of Assets .................................................................................10
Nuisance ..............................................................................................10
Social Media .........................................................................................10
Relocation ............................................................................................10
Waste Disposal .....................................................................................10
Occupational Health and Safety ..............................................................11
Lease and Licence Register ....................................................................11
4 Risk Management .................................................................................... 11
5 Definitions .............................................................................................. 11
Name: Leases and Licences Policy This Document is Uncontrolled when Printed Responsible: Director Community Development and Wellbeing
6 Policies Superseded ................................................................................ 12

7 References .............................................................................................. 12
Schedule 1 - Occupant Categories and Assessment of Rent ............................. 13
Schedule 2 – Servicing and Maintenance Responsibility ................................... 15

1 Objective
The Yarriambiack Shire Council manages assets on behalf of the community.
The purpose of this policy is to ensure a consistent and transparent approach to the process
of Council entering into formal agreements with community groups and other
organisations, to occupy Council managed assets.
The policy will provide guidance on what terms and conditions are offered by Council to
community groups and other organisations.
Council aims to ensure a high level of use of its managed assets for the greater benefit of
the community.
This policy aims to ensure:
a) Council assets are optimised and managed appropriately to meet best practice
standards, legislative requirements and expectations of the community.
b) Leases and licenses are accounted for in accordance with the Local Government Act
and Accounting Standards.
c) A register of leases of land where Council is the lessor is maintained and available to
the public to ensure transparency.
2 Responsibility
The Director Community Development and Wellbeing is responsible for:
a) Processing the request to enter into a lease or licence and/or renewing the lease or
licence.
b) Ensuring Lease and Licence agreements are developed in accordance with best
practice principles, seeking legal advice and guidance when required.
c) Consulting with the Extended Leadership Team and the Community (as required).
d) Seeking approval from Council to enter into leases and licences.
e) Maintaining the public register for the leases and licences.
The Director Business Strategy and Performance is responsible for:
a) Ensuring that the Leases and Licences are accounted for in accordance with AASB 16
Leases and other applicable Accounting Standards.
b) Ensuring Leases comply with the governance requirements of the Local Government
Act.
The Extended Leadership Team (includes Chief Executive Officer as Chairperson) is
responsible for:
a) Assessing each Lease or Licence application and renewal and forming a
recommendation to be presented to Council.
b) Assessing all risks associated with the Lease or Licence.
c) Ensuring the lease or licence recommendation decisions are transparent, accountable
and are made in the best interest of the Community.
3 Policy Statement and Scope

Scope
This policy applies to all:
a) Council managed assets, including Council owned buildings and land.
b) Crown Land (where Council is the appointed Committee of Management).
c) Any other land Council has control over (for example VicTrack owned land), where
an occupancy agreement is to be offered to a community group or other organisation.
Occupancy agreements covered by this policy are referred to in section 3.7.
Occupancy agreements not covered by this policy are:
a) Commercial leases; these are on commercial terms under the Retail Leases Act 2003
and managed by a Managing Agent.
b) Residential leases; these are managed by a managing agent under the Residential
Tenancy Act 1997.
Policy Statement
This policy provides a framework for entering into tenancy agreements to occupy Council
buildings and facilities.
The policy provides guidance to Council officers and tenants on the types of agreements
that can be offered and used, the applicability of the different types of agreements and the
principles upon which terms and conditions of agreements will be developed.
Council seeks to maximise the community benefits arising from the use of its land and
facilities whilst ensuring responsible management of community assets, and accountability
to ratepayers for the direct and indirect expenditure on lease and licence subsidies.
Council reserves the right to decline to hire, lease or licence a facility to a specific user
where Council has a demonstrable and well-founded concern for the safety and wellbeing
of the Yarriambiack Shire Council Community.
Policy Context
Leases and Licences are governed by the following:
a) Local Government Act 1989, sections 190 and 223.
b) Local Government Act 2020, sections 115 and 116, which will supersede the specified
sections above of the Local Government Act 1989 on 01 July 2021.
d) The Local Government (General) Regulations 2015 requires Council to have a register
of leases of land where Council is the lessor including details of the lessee, terms and
value that will be publicly available.
e) Australian Accounting Standards Board 16 Leases, effective from 01 January 2019.
Governance
Where either a new lease or licence is established or renewed, the Director Community
Development and Wellbeing will present the matter to the Extended Leadership Team for
Stakeholder consultation.
The recommendation from the Extended Leadership Team will be presented to the Council
at a Council Meeting, by the Director Community Development and Wellbeing.
Compliance with Department of Environment, land, Water and Planning (DELWP)
Council is responsible for managing selected parcels of Crown Land on behalf of the
Victorian Government as the appointed Committee of Management, in accordance with the
Crown Land (Reserves) Act 1978 (Vic).
Before Council can grant a lease or licence on Crown land, Council must first seek
Ministerial approval in-principle and final approval to lease or licence any Crown land from
DELWP. This is to ensure that the permitted use of the lease or licence is not contrary to
the ‘reserved purpose’ of the Crown land.
All leases or licenses entered into on Crown land must adhere to the:
a) Leasing Policy for Victorian Crown land May 2018.
b) Crown Land Leasing Guidelines 2012.
Both documents provide the framework and guidelines for the leasing of Crown land in
Victoria.
All agreements must be prepared on DELWP’s standard documentation.
Licence of Roads, Road Reserves and Reserves
Licence and lease applications will be individually assessed on a case by case basis, taking
into account:
a) Council’s Local Law, Management of Streets and Roads, Part 2.
b) Road Management Act 2004 (Vic); and
c) Identified risks specific to the request.
Types of Agreements
Council offers the following types of agreements to occupy Council managed facilities and
land:
a) Lease (exclusive occupation).
b) Sub-leases (exclusive occupation).
c) Licence (non-exclusive occupation).
d) Seasonal licence (non-exclusive occupation during winter season or summer season
(for example: football and cricket).
e) Casual Hire (occasional use of a facility, not regular bookings).
Asset Committees and Delegated Committees
The Asset Committees and Delegated Committees replace Section 86 Committees in the
Local Government Act 1989.
Asset Committees and Delegated Committees come into effect on 01 May 2020 in
accordance with the Local Government Act 2020, section 47 and 65.
Council may establish an Asset Committee to manage Council facilities within the Shire.
Community Groups cannot enter into leases or licences directly with an Asset Committee.
All agreements must be endorsed by Council.
Asset Committees are required to comply with and are governed by the Local Government
Act.
Expression of Interest (EOI)
Council may decide to conduct an EOI for the issue or renewal of a lease or licence that is
wholly or partly commercial in nature. The decision to conduct an EOI process for a
property will be based on factors including the following:
a) The likelihood of multiple interested applicants and users.
b) The size and location of the property.
c) The value of the property.
d) The expected rental return.
e) To ensure the tenant delivers specific services.

f) To allow for innovative or flexible solutions for the property.
Occupancy Categories and Assessment for Rent
Tenants have been grouped into categories which determine the level of financial
obligations that will be placed on the tenant when entering into a lease or licence. The
obligations include, but are not limited to:
a) Rental.
b) Utilities (electricity and water).
c) Rates and Service Charges.
d) Cleaning.
e) Consumables.
f) Maintenance responsibilities.
Categories are:
a) A Not-for-Profit / Community Group.
b) Other Community Group.
c) Other.
d) Sporting Groups - Seasonal Tenants.
e) Commercial/Private Use.
Groups or organisations wishing to occupy Council facilities and/or Land will be assessed
against the eligibility criteria contained in Schedule 1.
Annual Reporting against Criteria
To ensure tenants are sustainable and continuing to meet Council’s criteria, tenants are
required to:
a) Provide a copy of their annual general meeting minutes including a financial report
(including a statement of assets and liabilities and profit and loss statement for the
Tenant for that financial year).
b) To provide details of the activities conducted during the preceding year and the office
bearers appointed to the Tenant, their duties and the length of term of the office of
each office bearer; and
c) To provide the following information if the Tenant is permitted to hire out the facility:
(i) A list of the groups which have used the facility; and
(ii) A list of times at which the facility was used and details of expenditure from
any Hire Fees.
d) To provide a copy of the organisations Business Plan or Strategy.
Reporting criteria, including timelines for reporting, will be included in the individual lease
and licence agreements prepared consistent with the conditions of this policy.
Terms and Conditions
Standard Documents
Council has standard documents to be used for occupancy agreements under this policy.
The standard terms and conditions are set and agreements can be tailored for individual
groups through the use of specific Special Conditions which will be inserted into the
standards agreement.
Rent Appraisal
Market rent value
The market rental value of each property or licensed area will be identified and recorded
in the lease or licence documentation.
Rent subsidy
Council will subsidise rent for eligible tenants or licensees. Tenants and licensees will be
assessed against the eligibility criteria contained in Schedule 1.
Performance against these criteria and eligibility for rent subsidy will be reviewed before
the commencement of any new lease or licence. The rental categories are:
a) Peppercorn.
c) Discounted market rent.
d) Market rent.
Rent Review
Rental reviews will occur in accordance with the Agreement. This will generally occur when
a new term is entered into.
All Category A, B, C and D (as per Schedule 1) rent will be increased annually by the
Consumer Price Index – All Groups Melbourne as at 30 June each year, during the term of
a lease or licence.
All Category E (as per Schedule 1) rent will be increased annually by 3% during the term
of a Lease or Licence. On the exercise of any option for renewal the rent will be determined
by a certified practicing valuer at the current market rental.
Casual Hire Fees and Charges
Fees for Casual Hire will be charged in accordance with the fees and charges set out in
Council’s Annual Budget.
Seasonal Licence Charges
Seasonal licence fees are calculated in accordance with the rate set in Council’s Annual
Budget. Additionally, Seasonal Licensees are required to pay a contribution towards
utilities.
This contribution is calculated based on several factors including, but not limited to:
a) Size of facility;
b) Size of club; and
c) Hours of use per week.
It should be noted any group occupying a sports pavilion under a licence agreement,
except where the occupation is for short term relocation due to Council works, will be liable
for the utilities contribution applicable to the specific sports pavilion occupied regardless
of category under this policy.
Maintenance
Recreation Reserve
Ground inspections must be undertaken annually by Council’s Asset Infrastructure
Inspector.
Licensees and/or Lessees must ensure a ground inspection checklist is completed each
time prior to the grounds being used.
All defects must be reported to Council in a timely manner.
Maintenance Requirements
Occupiers of Council land and/or buildings are required to maintain the subject facility in
accordance with the Maintenance Schedule attached to their agreement. The agreement
schedule will specify the responsibilities of Council and the occupant/s in regard to
maintenance of land and/or buildings. Council reserves the right to negotiate maintenance
responsibilities and costs.
The Occupants will be responsible for keeping the land and/or buildings clean, in good
condition and perform incidental maintenance not requiring a skilled tradesperson.
Maintenance Inspection
Council reserves the right to inspect all council assets each year or more frequently as
required.
Council will conduct inspections in accordance with the asset management maintenance
program specified by the Assets and Operations Directorate.
All occupants will be required to complete an annual building assessment/ condition report
of the premises on the relevant form provided by Council. Council will undertake Essential
Safety Measure (ESM) checks on all premises in accordance with the Building Regulations
2018.
Capital Works- Improvements, Alterations and/or Additions
Occupants must not undertake construction, alteration, addition, renovation,
refurbishment or demolition to any Council owned property without obtaining written
consent of Council. Any significant alterations or additions required shall be undertaken by
Council's contractors unless otherwise agreed between the parties in writing.
A Crown land occupant must not undertake construction, alteration, addition, renovation,
refurbishment or demolition without obtaining Council and the Minister's (DELWP) prior
written consent.
If agreed, any contractors engaged by an occupant must be accredited, qualified
tradespersons with appropriate insurances and copies of trade's qualifications and
insurances must be provided to Council for information.
All improvements unless agreed otherwise between the parties will revert to Council at the
end of the occupancy agreement.
Length of Tenure
The length of each lease or licence will be negotiated taking into account the particular
circumstances of the property and tenant. As a general rule the term offered will not
exceed five (5) years however, each case will be guided by principles, including but not
limited to:
a) Capital investment by tenant.
b) Long term planning.
c) Connection between the permitted use and Council Plan.
d) The extent to which the facility is used for multi-purpose activities.
Where Council grants a lease or licence, Council is likely to renew the agreement provided
the following criteria are met:
a) Council is satisfied at the expiry of the term that there remains a strong demand for
the continuation of the occupant’s services within the community and that the
services meet identified needs.
b) The facility is not required by Council for other purposes.
c) Council is satisfied that the renewal of the agreement will continue to maximise
benefits to the community and/or Council.
d) The occupant has not been consistently in breach of its obligations under the existing
agreement.
e) The grant of any proposed lease is subject to assessment against the Act.
f) The occupant is prepared to enter into a new lease or licence on the terms required
by Council.
Use of licence Rather than Lease
Council aims to maximise access to and use of community facilities.
Where Council wishes to make a facility available to multiple users, a licence will be the
preferred form of agreement as a lease is only used where exclusive occupation is being
granted.
Use of Facility and Occasional Hire from Tenants
Leases and licenses will only be available to tenants for approved purposes. Council leases
and licenses will include a statement recognising Council’s policy of maximising community
use and a commitment by the tenant to support shared and multiple use of the facility by
community-based organisations.
Certain facilities such as recreation reserves and pavilions should also be made available
by the tenant for casual hire by other parties where appropriate and where this does not
interfere with the primary purpose of the facility or adversely affect the amenity of nearby
neighbours.
Hiring guidelines will be set out in applicable leases; fees from casual hire are generally
payable to the tenant, not to Council.
Where a tenant makes an area of a Council facility available for casual hire, the fees will
be consistent with Council’s fees and charges set out in Council’s Annual Budget.
Hours of Use
The hours of use may be prescribed for all leased or licensed premises.
Sub-leasing or Licensing
Tenants may only sub-lease with Council permission to:
a) Approved organisations for approved purposes; and
b) Subject to approved terms and conditions.
Generally, Council will use the same criteria to assess the sub-lease as are applied to the
head lease. The subsidy level of the head tenant will be reviewed when a sub-lease is
developed and may be adjusted if the rent is more than cost-recovery.
Rates and Taxes
The tenant shall pay for rates (if charged), and any applicable taxes (including GST and
stamp duty), charges and outgoings that are levied on a premises.
Insurance
All occupants are required to hold current Public Liability Insurance to a value determined
by Council as detailed in their agreement. A copy of the Public Liability Insurance is to be
provided to Council on an annual basis as evidence of cover.
All occupants must hold current insurance for contents or equipment owned or controlled
by them at the Council property. Consideration will be given to specific circumstances and
historical arrangements on a case by case scenario. Where multiple users are in occupation
of a Council asset direct consultation with groups will be undertaken to determine the
appropriate mechanisms for contents insurance.
Building Insurance for all Council assets will be paid for by Council, this includes buildings
located on Crown land where Council is the appointed committee of management.
Liquor and Gaming Licence

Lease and licence agreements can include a Special Condition allowing a user group to
apply for a liquor licence. The granting of consent by Council to obtain a liquor licence will
be subject to specific times as determined on an individual basis.
Consent for gaming licence may be granted for specific fundraising activities only. These
will be assessed on a case by case basis.
Council does not support applications for installation of Electronic Gaming Machines in its
facilities.
Legal Fees
Council will pay legal costs associated with the establishment of a new lease agreement
for community groups. Any independent legal advice and assistance sought by the tenant
is at their own cost.
Keys and Locks
All keys should be compatible with the master set held by Council’s Customer Services
Department, or otherwise be made available to enable Council access to carry out essential
maintenance and emergency services.
Planning Requirements
All leases and licenses will encompass the conditions of any issued Planning Permit.
Removal of Assets
The tenant may remove any assets that have been constructed or installed by them during
the term of the lease or licence, subject to the premises being returned to Council in its
original condition. Any improvement not able to be removed at the end of the lease or
licence shall remain in Council ownership.
Nuisance
Council requires that tenants undertake their permitted activities without adversely
impacting on the amenity of nearby neighbours. Council reserves the right to terminate
the tenancy or to restrict the use of premises by the tenant and through occasional hire
arrangements if this requirement is not adhered to.
Social Media
Council may request that tenants remove any material, considered by Council to be
misleading, derogatory or defamatory.
Relocation
Council will manage, acquire and dispose of property in the best interests of the
Yarriambiack community. Where Council proposes to dispose of, demolish, redevelop or
otherwise carry out significant alterations or additions to a property during the term of a
lease or licence, Council may terminate the lease or licence with due notice and make
available to the tenant a suitable alternative premises, if one is available.
The lease or licence for the alternative premises will be on no less favourable terms for the
duration of the unexpired portion of the current lease or licence.
Council officers will assist in facilitating the relocation for community groups.
Waste Disposal
Tenants will be provided with garbage bins in accordance with Council’s annual budget.
Any additional bins required by a tenant will be charged at the annual budgeted amount.
Occupational Health and Safety

Leases
For the purposes of the Occupational Health and Safety Act and Regulations, tenants will
be considered to have sole management and control of the facility and have sole
responsibility for ensuring the facility and the means of entering and leaving the facility
are safe and without risks to health.
Licenses
For the purposes of the Occupational Health and Safety Act and Regulations, licensees will
be considered to have sole management and control of the facility and have sole
responsibility for ensuring the facility and the means of entering and leaving the facility
are safe and without risks to health during the permitted hours of use.
Casual Hire
For the purposes of the Occupational Health and Safety Act and Regulations, hirers will be
considered to have control of the hired area whilst in occupation and have sole
responsibility for ensuring the means of entering and leaving the hired area are safe, secure
and without risks to health during the hired period.
Under any of the above arrangements, all tenants, licensees or hirers will be required to
notify Council of any observed safety issues.
Lease and Licence Register
The Director Community Development and Wellbeing will maintain the leases and licences
register and ensure it is made available to the public via Council’s website. The register
will be updated as leases and licences are approved, renewed or expired / terminated.
The Corporate Services Manager will utilise this register to ensure leases are accounted for
in accordance with AASB 16 Leases. The standard requires majority of operating leases to
be accounted for on the balance sheet.
4 Risk Management
All leases and licences will undertake a Risk Assessment process in accordance with
Council’s Risk Management Framework prior to any agreement being entered into.
5 Definitions
ABN means Australian Business Number.
ATO means Australian Taxation Office.
CPI means the Consumer Price Index – All Groups Melbourne or if this index is not
available or is discontinued or suspended, such other index that represents the rise or fall
in the cost of living in Melbourne as the Council reasonably determines.
DELWP means Department of Environment, Land, Water and Planning.
Executive Leadership Team: Chief Executive Officer, Directors and Managers of Council.
Hire Agreements is an agreement granted by the owner for casual, adhoc or a once off
occupation of a room or space as defined in the Hire Agreement.
Lease is an agreement where the owner grants the Tenant exclusive occupancy of a
defined area as set out in the Lease, which includes the whole or part of a building and/or
land.
Licence is an agreement where the owner grants the Licensee the non-exclusive right to
occupy a defined area as set out in the Licence, which includes the whole or part of a
building and/or land.
Licensee means the occupier of a facility under a Licence agreement.
Market Rental Value means the rental value of the Premises or Licensed Area as
determined by a valuer appointed by Council.
Seasonal Licence is an agreement where the owner grants the Licensee the non-
exclusive right to occupy a defined area as set out in the Seasonal Licence, which includes
the whole or part of a building and/or land, for either the summer season (October through
March) or winter season (April through August).
Tenant means the occupier of a facility under a Lease agreement.
6 Policies Superseded
Community Assets Policy 2000
Housing Policy 1998
7 References
• Occupational Health and Safety Policy and Guidelines
• Occupational Health and Safety Act (2004)
• Building Act 1993 (Vic)
• Competition and Consumer Act 2010
• Crown Land (reserves) Act 1978 (Vic)
• Equal Opportunity Act 2010
• Information Privacy Act 2000 (Vic)
• Local Government Act 1989 (Vic)
• Local Government Act 2020 (Vic)
• Planning and Environment Act 1987 (Vic)
• Privacy and Data Protection Act 2014 (Vic)
• Privacy Act 19888
• Retail Leases Act 2003 (Vic)
• Building Regulations 2018
• DELWP Crown Land Leasing Guidelines 2012
• Leasing Policy for Victoria Crown Land May 2018
• Local Government (Genera) Regulations 2015
• Retail Leases Regulations 2013
Policy Adopted: Ordinary Meeting [date] Minute Book Page [number]
Policy Reviewed: Ordinary Meeting [date] Minute Book Page [number]
Schedule 1 - Occupant Categories and Assessment of Rent

Category of Definition Rent and Cost Eligibility Rental Category
Tenant
Category A Generally The occupier is Use approved by Peppercorn Lease
accessible to all responsible for the Council.
Not for Profit / (For Land -
residents and utility charges, the
community Group Not for Profit or generally nominal
engage the wider fire services
voluntary groups payment of $1.00
community for the property levy,
that receive and for a
benefit of the waste and
minimal or no significant period
inclusion, wellbeing recycling charges
external funding to of 50 years or less
and engagement of and water charges.
operate with in accordance with
the Community.
A rental fee of limited revenue LG Act s115 2020).
Provide a service
$1.00 (one dollar) raising ability.
that is of
per year will apply.
substantial benefit Provide significant
to the overall community benefit.
outcomes for
members of the
community.
Category B Community groups The occupier is Use approved by Discounted Market

that provide a core responsible for the Council. Rate.
Community Groups
service to the local utility services,
Not for Profit or
community and water charges, the
voluntary groups
have an element of fire service levy
that receive
commercial or and any waste and
minimal or no
business operation. recycling charges.
external funding to
A rental of $## operate with
(plus GST) per limited revenue
year will apply. raising ability.
Provide significant
community benefit.
Category C Organisations or The occupier is Use approved by Discounted Market

Groups that have responsible for the Council Rate or;
Other
an element of utility services,
Groups that charge Market Rate
commercial or water charges, the
fees and have an
private operations fire service levy (will depend on
ability to raise
that may provide a and any waste and scenario).
revenue.
level of community recycling charges.
service.
The rent will be
determined on a
case by case
scenario and may
be negotiated and
discounts applied.
E.g. capital
Category of Definition Rent and Cost Eligibility Rental Category

Tenant
contribution is
made to the
improvement of
the assets.
Category D Sporting Groups The occupier is Sporting Group Discounted Market
that may or may usually responsible that is an Rate
Sporting Groups
not have an for all utility and incorporated
and Seasonal
element of water charges. association.
Tenants
commercial and
Waste and Groups that charge
private operations.
recycling will be fees that have the
supplied by ability to raise
Council. revenue.
determined on a
case by case
scenario and may
be negotiated and
discounts applied.
E.g. capital
contribution is
made to the
improvement of
the assets.
Category E This category A market rent Use approved by Market Rates
includes operation valuation Council
Commercial and
of a business or determined by an
Private Use
commercial activity independent
where income is qualified valuer or
obtained and/or competitive public
private gains from EOI process.
the use of the
premises.
Schedule 2 – Servicing and Maintenance Responsibility

Item – Servicing and Maintenance Responsibility
Air conditioning system
Alarm system
Ceiling walls and skylights
Cooking and refrigeration equipment
(if Council owned)
Curtains, drapes and blinds
Doors, including cupboards and hardware
External walls (shell of building)
Electrical wiring, switchboard, power
points, switches and light fittings
Essential Services
• Fire alarms
• Fire blankets
• Fire extinguishers
• Lighting for emergency exit
• Smoke alarms and detectors
• Fire sprinkler systems
Evacuation plans
External furniture
External security and lighting
Fences
Floor surfaces and coverings
Flyscreens
Food handling and storage areas
Glass and windows
Gutter cleaning
Grounds including landscaping
Hard waste
Keys and locks
Painted surfaces
Permanent building fixtures, e.g. toilet,
sink, taps, roof, pipes etc.
Pest control
Plumbing such as blocked sewerage and
storm water.
Roofing and roof leaks
Specialist ground surfaces.
Test and tag
Globe replacements
Item – Servicing and Maintenance Responsibility

Telecommunication systems
Trees
Water tanks/Systems
Signage
Schedule 3 – Forms
Casual Hire Agreement
Hire Agreement Terms
Agenda
12.13 Sport and Recreation Victoria Funding - Prepared by Gavin

Blinman
SUMMARY
Council has been informed of a Community Sports Infrastructure Stimulus Program
released recently and closing on19 June. Council will seek to bundle 3 projects into 1
application totalling $2.2 million dollars.
RECOMMENDATION:
That Council supports the application and commits to fund up to $150,000 from the
Federal Local Roads and Community Infrastructure Program
ATTACHMENTS
Nil
DISCUSSION
Council was informed that on 1 June 2020 that the new Community Sports Infrastructure
Stimulus Program would be released and applications closed on 19 June.
After a meeting to look at our priority project list held with the CEO, Director Community
Development and Wellbeing and Manager Community Development, Sport and Recreation
and Project officers. It was decided to approach the three communities of Brim, Beulah
and Rupanyup to bundle a netball development funding application from the 3 towns into
our proposal. The Sport and Recreation Officer has gained approval from Sport and
Recreation Victoria to make the application.
Costings are at 15 June $2.2 million dollars for the 3 projects. Council has gained support
from Brim and Beulah for a contribution of around $140,000, Rupanyup is Council owned
and a contribution of $150,00 from Council would be required if the application is
successful.
RELEVANT LAW
Section 57 of the new act sets out Public Transparency
Part 3 on Council Decision making and Part 4 Planning and Financial Management cover
this area.
Councils strategic plan 2017-21 goals 1of Good Governance, 2 a Place to Live and Grow,
3 a Safe and Active Community and Sustainable environment. Support applications like
this to improve our community infrastructure, council and public managed.
Not Applicable
OPTIONS
Council not contribute funding to the application and the community would be ineligible as
a result of not having the required 10% matching funding contribution.
Agenda
• Economic
Development at the 3 sites enables each community to continue to offer sport
programs that attract external communities into their town and support local
economies.
• Social
Keeping facilities up to date and bringing communities together staying healthy has
long term implications for the wellbeing of all Yarriambiack Shire Council residents.
• Environmental
All projects are planned to have minimal impact on the land they are developed on.
• Climate change
N/A
• Financial
The costs to Council of possibly up to $150,000 to complete a 2.2 million project
from one off funding is a minimal investment in the long term.
Community Engagement in section 55 of the new act outlines the importance of council
working with the community on projects like this. The Sport and Recreation officer has
worked with the 3 communities since we were given the guidelines by Sport and Recreation
Victoria.
RISK

Rating
Medium Major Low development in our Take advantage of one of

communities , risks poor capital funding from external
health and loss of sources to develop
population in long term infrastructure.

Sport and Recreation Victoria and Netball Australia and Victoria all have goals of
developing rural and country towns resources and keeping people active.

Agenda
12.14 Council Plan revised 2020 and Strategic Resource Plan

2020-2024 - Prepared by Jessie Holmes
SUMMARY
The Council Plan is the primary document that sets the strategic direction of a Councillor
term and sets out the Strategic Resource Plan for which the strategic objectives will be
implemented and it is required to be reviewed on an annual basis.
RECOMMENDATION:
That Council adopt the reviewed Council Plan including Strategic Resource Plan.
ATTACHMENTS
Revised Council Plan and Strategic Resource Plan.
DISCUSSION
Significant changes to the Council Plan require that the Plan be advertised to the public
and submissions invited. As per the 2019 update, no major changes to the Council Plan
are suggested for its final year of implementation, however the format for indicators of
success measures and reporting against those indicators will continue to be carried out six
monthly against a new column against each objective.
In addition, the Strategic Resource Plan now extends out for the forward four years and
shows an improved financial position in the outward years.
The need to have a set of clear objectives that can be measured against ensures that
Council will meet the obligations required under their Council Plan strategic direction
RELEVANT LAW
The annual review of the Council Plan is required under the Local Government (Planning
and Reporting) Regulations 2014. The Local Government Act 2020 does not specifically
set out the requirement to review the Council Plan on an annual basis, but it is expected
once the updated regulations are released there will be more prescription around review
of major strategic documents.
The Council Plan is the overarching strategic direction document for Council and informs
all other Plans and Policies.
The Council Plan is reviewed annually with the last review taking place at the 2019 June
Ordinary Meeting and an update on progress against the Council Plan is made each six
month period with the last progress report made at the 2020 February Ordinary Council
Meeting.
The Council Plan and Strategic Resource Plan is a statutory document required to ensure
appropriate planning and corporate direction around resources is set out and assessed by
Council.
This includes risk management, financial and resource management and clear measurable
objectives to guide Council direction.

Agenda
The original 2017-2021 Council Plan required extensive community consultation as per the
requirements set out in the previous Local Government Act 1989. Additional community
consultation through forums, drop in sessions and other strategy development has helped
to ensure the Council Plan objectives remain relevant.
Commencement on the development of the new Council Plan 2021-2025 will commence
within six months of the Council election in October.
RISK

Rating
Medium Significant Long term strategic The Annual update of the

planning Council Plan is in line with
the relevant legislation and
Councils adopted
Performance Reporting
Framework.

The Yarriambiack Council Plan has a number of links to regional bodies and plans including
in areas of health, tourism, emergency and environmental groups.

Council Plan
2017 - 2021
Revised 2020
Providing a Viable, Sustainable & Vibrant Future
Yarriambiack Shire Council 1

If you would like to receive this publication in a alternative format, please phone Our Offices:
Yarriambiack Shire Council on 5398 0100 or email [email protected] Municipal Office:
34 Lyle Street
This document is also available on the internet at www.yarriambiack.vic.gov.au Warracknabeal VIC 3393
Telephone: (03) 5398 0100
Facsimile: (03) 5398 2502
Our business hours are 8.30am to 5.00pm Monday to Friday.
Service Centre:
Gateway BEET Hopetoun
75 Lascelles Street
Hopetoun VIC 3396
Telephone: (03) 5083 3001
Facsimile: (03) 5083 3309
Website: www.yarriambiack.vic.gov.au
Email: [email protected]
Postal address: PO Box 243,

Warracknabeal VIC 3393
2 Yarriambiack Shire Council
Contents Welcome
03 Welcome Yarriambiack Shire Council is pleased to present its
04 Message from the Mayor
05 Our Councillors
2017-2021 Council Plan.
06 Our Vision, Mission, Values & Principles
The Council Plan identifies Council’s priorities for the next four
07 Our Municipality
years and defines its key strategic response.
08 If the Municipality of Yarriambiack had 100 people
09 About the Council Plan
This document sets Council’s direction for the future and
10 Guiding principles
details how Council will allocate its financial and non-financial
11 Advocacy
resources to deliver the Council Plan and all Council services,
11 External factors that inform the Council Plan
for the next four years.
12 Our commitment to Health & Wellbeing
13 STRATEGIC OBJECTIVES
The overall approach that Council decided to take in the
14 Strategic Objective 1 - Good Governance
development of the Council Plan for 2017 to 2021 was
16 Strategic Objective 2 - A place to live & grow
to progress and improve the 2013 to 2017 plan, as it was
18 Strategic Objective 3 - A safe & active Community &
Sustainable Environment considered the vision and strategic priorities remained
20 Strategic Objective 4 - A Planned Future substantially relevant and were likely to be refined rather than
22 Strategic Objective 5 - Health and Wellbeing being dramatically altered.
24 Planning and Accountability Framework
24 How will we deliver this plan This Council Plan therefore continues and improves the
25 How we will report on our performance direction set by the previous plan.
26 Organisational Structure
27 Strategic Resource Plan 2017-2021
38 Wimmera Mallee - Silo Country
Silo artwork in progress March 2017 - Rupanyup

Message...From the Mayor, Cr Graeme Massey
On behalf of Council, I am very pleased to present to the community our Council Plan which
highlights our strategic direction and what we hope to achieve in shaping the future for the
Yarriambiack Shire setting for the next four years.
The Council Plan has been developed through a collaborative process between elected
Councillors, the organisation and the Yarriambiack community. Also taken into consideration
were the results from recent surveys, focus groups and Community Consultations. The Council
Plan is our commitment to continue our pursuit of excellence, innovation, good governance
and responsible management of our community resources and assets.
This Council Plan also integrates the Public Health & Wellbeing Plan in an attempt to raise the
profile of health and wellbeing matters in our community. The integration will also significantly
strengthen monitoring, reporting and accountability.
As part of this process, Council has also adopted Recommendation 94 of the Royal Commission
into Family Violence that was undertaken in 2016. This recommendation provides Council Mayor Graeme Massey
with the opportunity to develop strategies that are focused on reducing family violence and
supporting the needs of victims.
We have set this Council Plan around five (5) Strategic Objectives, which are:
• Good Governance
• A place to Live and Grow
• A safe & active Community and Sustainable Environment
• A planned Future
• Health and Wellbeing
Details of key objectives and actions that we will undertake for each Community Outcome over the next four years are included
in this Plan, as well as the indicators and targets that will be used to monitor our progress. Supporting this document is the
Strategic Resource Plan which outlines the internal resources that will be needed to achieve these objectives.
Council is keen to continue working with partners, industry leaders and our community at a local, state and federal level to
ensure that Yarriambiack Shire will continue to prosper. Our Council Plan recognises that we cannot achieve outcomes alone,
there are different ways that Council may respond to each objective, to partner, advocate, deliver services, build or regulate
things. We will choose the approach that best suits the task at hand.
We are committed to building on our strengths to ensure that Yarriambiack Shire Council is the place where people want to
work, live, play and invest. We are positive that this Council Plan will help us achieve these goals.
Cr Graeme Massey
Yarriambiack
Long Term Community
Council Plan
Strategic Objectives,
Strategies
Legislation
Municipal Public
Health and Wellbeing
Strategic Resource Plan

Including Long Term
Regional & State Plans Financial Plan
Annual Budget Council Plans & Strategies
Stakeholder & Community

4
Engagement
Our Councillors
Yarriambiack Shire Council has seven Councillors elected every four years. On Monday 7th November 2016 the newly appointed
Councillors were sworn into Council after voting in the election was conducted via postal vote.
The Municipality is divided into three wards, represented by two Councillors in the Hopetoun and Dunmunkle wards and three
Councillors in the Warracknabeal ward.
The Mayor is elected for a one year period each November/December, voted in by the Councillors.
The seven Councillors are the elected representatives of all residents and ratepayers across the Shire.
Left: Tom Hamilton, Kylie Zanker, Corinne Heintze, Graeme Massey, Shane Roberts, Jean Wise & Helen Ballentine
The unity between them is a passion to ensure their term in office

delivers a legacy of positive change.
TEMPY
PATCHEWOLLOCK
SPEED
TURRIFF
TURRIFF
TURRIFF
TURRIFF
LASCELLES
LASCELLES
LASCELLES
HOPETOUN WARD HOPETOUN

WOOMELANG
Cr Helen Ballentine HOPETOUN
Cr Shane Roberts
YAAPEET
WARRACKNABEAL WARD
Cr Kylie Zanker
BEULAH
Cr Graeme Massey
Cr Jean Wise BRIM
LAH
LAH
DUNMUNKLE WARD WARRACKNABEAL

Cr Corinne Heintze WARRACKNABEAL
Cr Tom Hamilton
SHEEP
SHEEPHILLS
HILLS
MINYIP
DUNMUNKLE
MURTOA
RUPANYUP
LUBECK

Our VISION
In consultation with our community, Yarriambiack Shire Council
aims to provide a viable, sustainable and vibrant future.
Our mission
Through strong leadership, transparency and strategic Municipal Strategic Statement
planning, Councillors and Staff in partnership with our
community will achieve our vision. Consideration
Our values The Municipal Strategic Statement (MSS) has been a guiding
document in the development of our future goals as part of
Customer Service the Council Plan 2017-2021. Alignment with the MSS ensures
• treat our customers with courtesy and respect; a consistent approach to all future projects, initiatives and
• lead and develop leadership within our community; strategies where there are land use planning considerations.
• constantly strive to improve our services;
• forge closer relationships with customers;
• investigate matters thoroughly and objectively, and
• keep our customers informed, in plain language, about the
process and outcome;
Silo artwork in progress October 2016 - Patchewollock
• treat people fairly, with respect and have proper regard for
their rights;
• make decisions lawfully, fairly, impartially, and in the public
interest;
• we are honest, trustworthy, reliable, transparent and
accountable in our dealings;
• we are careful, conscientious and diligent;
• use public resources economically and efficiently; and
• actively pursue positive outcomes for the community.
Continuous Improvement
We drive continuous and sustainable improvement in service
provision, operational efficiency and stakeholder relations to
create a leading organisation.
PRINCIPLES
Social Justice:
We strive to make sure that every part of our core business is
accessible by and inclusive of all community members.
Best Value:
We provide services that are responsive to community
needs, meet set performance standards, provide value for
money, balance affordability and accessibility, and support
opportunities for local employment growth or retention.
Sustainability:
We manage public assets and resources in a way that supports
and balances sustainable economic, social and environmental
objectives and adheres to the principles of intergenerational
equity.

Our Municipality
Yarriambiack Shire Council covers an area of 7,158 square kilometres
with an estimated residential population of 6,892 people and includes
the townships of Warracknabeal, Murtoa, Hopetoun, Minyip,
Rupanyup, Beulah, Brim, Lah, Lascelles, Lubeck, Patchewollock,
Speed, Tempy, Woomelang, Yaapeet, Sheep Hills, Rosebery and
Turriff.
Yarriambiack Shire Council stretches Many other residents depend indirectly
from the Wimmera River just north on farming, as they are employed in
of the Grampians in the south, to the services used by the farming population.
centre of the Mallee in the north. The The population trends are remarkably
Yarriambiack Creek is the main natural similar to other areas across most of
feature traversing the Shire. The area the Wimmera/Mallee. The rural areas
is also linked by road and rail systems and small towns have tended to lose
that run in a north-south direction. The population, while the population bases
area has an almost ideal climate with a of the larger towns have shown more
short winter and delightful autumn and stability.
spring. Summer temperatures can be
hot, particularly in the north. The Shire is the heartland of grain
production and handling in the
Warracknabeal is the major service Wimmera/Mallee. The dry-land farming
centre in the region and provides a wide area produces one quarter of Victoria’s
range of services. It is complemented total production of wheat and barley
by Hopetoun in the north and Minyip, and is noted for the production of lambs
Murtoa and Rupanyup in the south, and wool. Legume and oil seed crops are
with another 13 small towns spread very important and alternative livestock
throughout the Municipality. enterprises are also well established.
The Shire is situated between the The Shire is well situated to serve
Grampians and Murray Tourist Regions the needs of local economies and
and provides a link between Horsham communities and promote and facilitate
in the south and Mildura in the increased public and private investment
northern end of that region. It is located in developing its grain and related
immediately to the east of some of industries.
Victoria’s main eco-tourist attractions, Warracknabeal is the sub-regional
including the Big Desert, Wyperfeld centre for the northern Wimmera
National Park, Lake Hindmarsh, Lake and southern Mallee, with excellent
Albacutya and the Little Desert. facilities for shopping, aged care, health,
recreation and other commercial
Of the population, almost half the activities. The saleyards are an important
workforce is employed in agriculture. selling feature.
Attractions within the Yarriambiack Shire include:

• Murtoa Stick Shed • Federation Place, Warracknabeal
• Wimmera Inland Freezing Works • Silo Art Trail
Museum • Corrong Homestead find us here
• Murtoa Water Tower Museum and • Mallee Bush Retreat
Concordia Cottage • Warracknabeal Golf Club
• Marma Lake and Rabl Park • Wood’s Museum
• Minyip Heritage Town • Wyperfeld National Park
• Yarriambiack Creek • Jack Emmett Billabong
• Warracknabeal Agricultural • Redda’s Park, and
Machinery Museum and Historical • Cronomby Tanks Reserve.
Centre
• Lake Lascelles

Demographics
28 Available Labour
force
43 Doing volunteer
work at least once a
month
28 People under 25 62Drive to work
3 Unemployed and
48 People aged looking for work
38 Other transport
between 25-64
eg walk, bus, bicycle,
24 Over 65 or motorcycle
If the
MUNICIPALITY
OF
YARRIAMBIACK 37 Eating enough fruit to benefit their
2 Speaking a language other than
English had 100 people, health
7 Were born overseas there would be: 8 Eating enough vegetables to benefit
their health
56 Households with access to the 27 Who smoke
internet
65 Family households 63 Who are overweight / obese
33 Living by themselves 46 Doing enough physical activity to
51 Men benefit their health
2 Share households 49 Women 09 Reporting they have high
depression or anxiety
Data sourced from:

Department of Health, Regional Health Status Profiles Grampians Region, 2012
Victorian Population Health Survey 2014
At a Glance:
• Yarriambiack Shire Council covers an area of 7,158sq km.
• Has an estimated residential population of 6,759 people.
• 104 staff are employed with Yarriambiack Shire Council.
• 4,892 kilometres in Road Length.
• 7 Councillors.
• Agriculture, Retail and Health Care are the major
employment sectors in the Municipality.
• There are 7,712 rateable properties in Yarriambiack Shire
Council with a total value (CIV) $1,876,652,500
Brim Silo Artwork

About the Council Plan

The Local Government Act 1989 requires all Victorian Councils to produce a four year Council Plan which must be
reviewed annually.
The Council Plan provides direction to management and includes the indicators that Council will use to deliver
key outcomes.
It sets out our plan to meet the present and future needs of our community by identifying a clear vision for
the future, our mission (the business we are in), and the values and principles that are fundamental to how we
formulate decisions.
More than ever before, the way the Yarriambiack Shire Council responds to local issues is influenced by regional,
state and federal initiatives and strategies. This continues the evolution of local government from a basic
provider of services such as roads, rates and rubbish to a more comprehensive role in building the capacity of
our community to achieve a sustainable future. The Yarriambiack Shire Council provides in excess of 80 services
to residents and visitors to the Municipality. The Council Plan reflects this broader and more comprehensive role.
The Council Plan is therefore our most important and crucial plan, from which all other plans, strategies, policies
and processes take their lead. It drives the attached four years Strategic Resource Plan and the development of
the Annual Budget.
A key component of the Council Plan is how this relates to Council’s yearly budget process. As part of that budget
process a Strategic Resource Plan has been developed, which translates the requirements of the Council Plan in
to a four year forward projection of Council’s financial position and results. The Strategic Resource Plan is included
as part of this Council Plan.
Health and Wellbeing is another important component that helps guide Council’s decision making processes. It is
a requirement under the Public Health and Wellbeing Act 2008 and outlines goals and actions that guide Council
in creating a local community in which people can achieve maximum health and wellbeing.
The Yarriambiack Shire Council Plan contains the following five goals:
1.
GOOD GOVERNANCE
2. A PLACE TO LIVE & GROW
3. A SAFE & ACTIVE COMMUNITY &

SUSTAINABLE ENVIRONMENT
4. A PLANNED FUTURE
5. HEALTH & WELLBEING

Guiding Principles
Objectives of a Council Functions of a Council

(LOCAL GOVERNMENT ACT 1989 SECTION 3C) (LOCAL GOVERNMENT ACT 1989 SECTION 3E)

1. The primary objective of a Council is to endeavour to 1. The functions of a Council include -
achieve the best outcomes for the local community having
regard to the long term and cumulative effects of decisions. a) advocating and promoting proposals which are in the best
interests of the local community;
2. In seeking to achieve its primary objective, a Council must
have regard to the following facilitating objectives: b) planning for and providing services and facilities for the
local community;
a) to promote the social, economic and environmental viability
and sustainability of the municipal district; c) providing and maintaining community infrastructure in the
municipal district;
b) to ensure that resources are used efficiently and effectively
and services are provided in accordance with the Best Value d) undertaking strategic and land use planning for the
Principles to best meet the needs of the local community; municipal district;

c) to improve the overall quality of life of people in the local e) raising revenue to enable the Council to perform its
community; functions;

d) to promote appropriate business and employment f) making and enforcing local laws;
opportunities;
g) exercising, performing and discharging the duties, functions
e) to ensure that services and facilities provided by the Council and powers of Councils under this Act and other Acts;
are accessible and equitable;
h) any other function relating to the peace, order and good
f) to ensure the equitable imposition of rates and charges; government of the municipal district.

g) to ensure transparency and accountability in Council 2. For the purpose of achieving its objectives, a Council may
decision making. perform its functions inside and outside its municipal district.
Role of a Council
(LOCAL GOVERNMENT ACT 1989 SECTION 3D)
1. A Council is elected to provide leadership for the good governance of the municipal district and the local
community.
2. The role of a Council includes -
a) acting as a representative government by taking into account the diverse needs of the local community
in decision making;
b) providing leadership by establishing strategic objectives and monitoring their achievement;
c) maintaining the viability of the Council by ensuring that resources are managed in a responsible and
accountable manner;
d) advocating the interests of the local community to other communities and governments;
e) acting as a responsible partner in government by taking into account the needs of other communities;
f) fostering community cohesion and encouraging active participation in civic life.

ADVOCACY
Advocacy on behalf of the wider community is an important role for the Yarriambiack Shire Council.
We endeavour to work hard on a wider range of supporting issues with our goal for the 2017-2021 Council Plan
to advocate for the following:
• Advocate against violence particularly in regard to women and children as per White Ribbon and Municipal Association of
Victoria (MAV) recommendations and strategies.
• Advocate for improved education and health outcomes for our community.
• Advocate for consistent services for mobile phone coverage, IT and the NBN Network across the municipality.
• Supporting community consultations and local community planning.
• Advocate for the retention of recreational lakes or other recreational water facilities with the purpose of securing water
based recreational activities in the municipality.
• Advocate for state and federal funding for roads and maintain federal funding for the Roads to Recovery program etc.
• Advocate for improved health services for the municipality.
• Supporting appropriate core services and facilities on a realistic basis.
• Advocate for alternative forms of energy (wind and solar).
• Advocate for the attraction of people to Yarriambiack and tourist visitation via tourism marketing.
• Strong and consistent advocacy, lobbying on behalf of our amazing and resilient communities.
• Advocate for the appropriate distribution of the Australian Taxation Dollar, particularly the 3% allocated to Local Government.
• Support the Wimmera Development Association and Regional Partnerships Victoria in advocating on behalf of the
Yarriambiack Shire Council and its communities.
EXTERNAL FACTORS THAT INFORM THE COUNCIL PLAN

Many small Councils across Victoria face the challenges associated with limited resources. Yarriambiack Shire Council is no
exception. Property rates and State and Federal funding contribute to over 90% of Council’s overall annual operating budget.
State Government imposed rate capping and a reduction in government funding will place additional pressures on small
Councils to prioritise all operational and community related expenditure. Council currently delivers in excess of 80 core services
to the community and continues to maintain high standards of service delivery. Additional measures developed as part of this
planning process will need to be thoroughly means-tested to ensure they are of the utmost importance to the community.
Council’s geographically remote area may also present issues in obtaining products and services that may assist in the overall
performance of the health and wellbeing strategies that are to be implemented. An ageing and declining population, together
with behavioural change being a factor in the success of many strategies in this plan, will also expose a number of challenges
for Council and the community over the next four years.
Our economy is changing:
• Changing technology will provide us with more innovative business opportunities especially around on-line retailing and
social media.
• The continued consolidation of farming enterprises to create larger farms and/or corporate entities.
• Mining in the municipality may increase, providing economic activity and employment opportunities.
Our community is changing:

• The municipality is continuing to experience some population decrease, mainly from people moving or from natural causes.
• Increase in people from diverse cultures moving to our municipality
• Our population is ageing.
• Volunteer groups need help to be sustainable.
To attract and retain people in our municipality, quality services and cultural activities are needed including:
• Opportunities for sport, recreation and physical activity.
• Facilitate the attraction of major events.
• Growth and quality of preschool, primary and secondary educational services.
• Provide support to existing businesses to grow and develop.
• Promote ‘Buy Local’ Campaign.
• Support and assist communities in the development and promotion of special events, expo’s and festivals.
For the Municipality to be a good place to live and preserve our natural environment we need to:
• Make greater use of assets such as Yarriambiack Creek, Lakes and Weir pools.
• Maintain assets that meet the community’s needs.
• Ensure that appropriate and accessible public transport services are provided across the Shire.
• Better manage our waste management to educate the community on recycling and energy efficiency.

Our Commitment to Health & Wellbeing
Health & Wellbeing However, so to has our ability to effectively implement actions
A high standard of health and wellbeing among our local across an array of these different and influential determinants.
communities is not merely in the absence of disease or illness, As a result, Council undertook an extensive consultation program
but a complex combination of a person’s physical, mental, to ensure health and wellbeing matters of only the utmost
emotional and social health factors. More specifically, ‘health’ importance to residents were selected for further consideration.
is largely determined by the overall standard of an individual’s
As an example, Council’s community survey that was sent to
physical and mental health, while one’s ‘wellbeing’ is influenced
nearly 20% of all Yarriambiack Shire households. Approximately
by factors such as, but certainly not limited to, relationships,
50% of respondents believe that Council should assist people
social networks, fulfilling careers, exercise, nutritional diet and a
achieve a healthy weight and diet, while encouraging physical
sense of belonging.¹
exercise. Statistics such as this directly influenced the selection
Municipal Public Health & Wellbeing Legislative of the final priorities implemented in this plan. In summary, the
consultations and review of applicable data culminated in the
Requirements adoption of key priority areas targeting physical activity, healthy
As Local Government is the closest tier to the community, Council eating, family violence and gender equality.
is well positioned to promote and respond to emerging issues
relating to community health and wellbeing. Integrated planning These key priorities have each been assessed and a number of
is essential and should be undertaken in partnership with other actions developed to improve service levels of associated areas
levels of government, community organisations and the wider and ultimately further the health and wellbeing status of the
local community. local community. The selection of these priorities also aligns with
the Victorian Public Health & Wellbeing Plan 2015-2019, which
The process of identifying and developing goals and strategies further reinforces Council’s decision to pursue the identified
aimed at maximising our local communities’ health and wellbeing determinants.
is governed by Legislation. Section 26 Public Health & Wellbeing
Act 2008 (the Act) prescribes the manner in which Council must Links to Key Strategic Plans & Policies
assess and develop priorities. Council must have regard to: • Victorian Health & Wellbeing Plan
• An examination of health status data, health and wellbeing • Wimmera Primary Care Partnerships
indicators and health determinants in the municipal district; • Rural Northwest Integrated Health
• Identification of goals and strategies based on local evidence Promotion Plan
in which people can achieve maximum health and wellbeing; • Women’s Health Grampians Regional Plan – CORE
• Involvement of people in the local community to develop, • Municipal Early Years Plan
implement and evaluate each Plan; • Access & Inclusion Plan
• Demonstration of how Council will work in partnership with • Sport & Recreation Strategy
the Department of Health and Human Services and other • Leadership Statement – Prevention of
agencies. Violence Against Women
The Act also reinforces the need for alignment with key areas • Community Action Plans
identified in the State Public Health & Wellbeing Plan 2015-2019. • West Wimmera Health Services
The Victorian Government has selected key priorities to improve • Wimmera Sports Assembly
the health and wellbeing of all Victorians, particularly the most
disadvantaged. The Plan specifically focuses on encouraging Health & Wellbeing Outcomes Reference Group
healthy living from early years and throughout life.² Council has Council is required under the Public Health and Wellbeing Act
aligned with State priorities in the key areas of healthy eating and 2008 to work in partnership with the Department of Health
active living, alcohol related harm and mental health. and Human Services and other agencies undertaking public
health initiatives, projects and programs to contribute to the
Planning Integration to Further Health Based achievement of the Victorian Public Health and Wellbeing Plan.
Outcomes
At a local level, Council works particularly closely with the
In previous years, Council has prepared a separate Council Plan
Department Health & Human Services, Rural Northwest Health,
and Municipal Public Health & Wellbeing Plan. The current
West Wimmera Health Service, Wimmera PCP, Womens Health
Council Plan 2017-2021 is a result of the integration of both
Grampians, Wimmera Sports Assembly and any other relevant
plans in an attempt to raise the profile of health and wellbeing
stakeholders.
matters in our municipality. The integration will also significantly
strengthen monitoring, reporting and accountability, while The Council Plan will be reviewed on an annual basis to monitor
reducing duplication of resources in developing separate plans. performance and the strategic direction of the organisation.
This approach to combine our plans has been undertaken in Council will also convene a health and wellbeing outcomes
accordance with s.27 Public Health & Wellbeing Act 2008. reference group, consisting of key stakeholders. The purpose of
this group will be to discuss the progress or potential barriers that
Selection of Priority Areas may be identified in the adopted actions. This will also provide an
There are a number of determinants that may impact on population opportunity for stakeholders to identify alternative solutions in
health and wellbeing. This has been widely recognised by Council. order to achieve a satisfactory outcome.
1. Better Health Channel. (2014). Wellbeing. Accessed 23 November 2016, https://www.betterhealth.vic.gov.au/health/healthyliving/wellbeing

2. Department of Health & Human Services. (2015). Victorian Public Health & Wellbeing Plan 2015-2019. Accessed 24 November 2016, https://www2.health.vic.gov.au/about/
health-strategies/public-health-wellbeing-plan

Strategic Objectives
THE STRATEGIC OBJECTIVES THAT SUPPORT THE VISION AND WHAT
YARRIAMBIACK SHIRE COUNCIL WILL DO TO ACHIEVE THEM:
1. A well-managed
2.
1. and service-focused A PLACE TO
organisation.
GOOD LIVE AND
GOVERNANCE GROW
2. Develop partnerships and advocate
STRATEGIC
5. Through effective planning and for community wellbeing and
consultation, create environments economic development priorities and
for our communities that will enable projects as well as capitalising on
existing and emerging opportunities in
OBJECTIVES
residents to prosper and enjoy
improved health and wellbeing. tourism and visitation.
FOR THE NEXT FOUR YEARS 3.

5. 2017-2021 A SAFE & ACTIVE
HEALTH & COMMUNITY &
SUSTAINABLE
WELLBEING ENVIRONMENT
4. Plan for future service delivery and

4.
3. Engage and empower our
local community support as well as
secure state and federal funding to A PLANNED community and support our
volunteers.
maintain and upgrade roads, council
and community infrastructure. FUTURE
Sheep Hills Silo Artwork

1
Strategic Objective 1. Good Governance
OBJECTIVE: A well-managed and service-focused organisation.
Services/Activities:
• Effective Governance/Councillors & Chief Executive

• Accounting and Finance
• Customer Service and Administration
• Engineering and Asset Management
• Information Services
Strategic Objective Current Strategies Commitments, Documents or To be delivered in 19/20

Projects
1.1 Good Governance Strengthen the role of • Councillor Code of Conduct • Development of a new Council
through Leadership Councillors by informing, • Maintain relationships with other levels Plan for the next term of Council
resourcing, skilling and of government and peak bodies including and a Community Engagement
supporting them. continued participation with Wimmera Framework.
Development Association and Rural • New Councillor Code of
Ensure policies and Conduct required for new
good governance are in Councils
Victoria. Council following October 20
accordance with legislative elections alongside Councillor
requirements and best • Continue a comprehensive and Induction Training and Programs.
practice. effective communication and community
engagement framework. • Continue to implement Local
Work with our Government Inspectorate
communities to encourage Governance report
open communication and recommendations.
participation. • Work with the Wimmera
Southern Mallee Regional
Partnership Rural Innovation
Project (RIP) to establish the new
operating framework for WDA.
1.2 Organisation Risk Plan for and manage • Demonstrate transparent and responsible • Expand Corporate Risk Register
Council’s strategic and Risk and Safety Management processes to include directorate focused
operational risks. which align to Local Government best risks.
practice and the OHS Act 2004.
Establish sound • Enhance the development and delivery of • Improved focus on risk
governance processes Council’s risk and safety programs. management in Contractor
throughout the • Encourage a proactive approach in all engagement and supervision.
organisation to ensure Managers, Supervisors and Employees to • Quarterly risk indicators and
consistent and accountable managing and solving risk and safety.
decision making. • Implement Council’s Risk Management corporate risk register reporting
Strategy and Risk Action Plan under the to Audit and Council meetings.
guidance of the OH&S/Risk • Work with new internal
Management Committee. auditors to ensure risk
• Foster improved organisation probity, management is being embedded
practises and risk management through
the effective operation of Council’s Audit in organisational process and
Committee. decision making.
• Implement Council’s Internal Audit • Focus on reducing medium risk
Program audit recommendations by half.
1.3 Professional Provide a safe and effective • Providing a safe and healthy environment • Development and
and skilled staff in a work environment. for employees, contractors and the public implementation of a new
safe and supportive with an Occupational Health & Safety Policy. Enterprise Agreement for the
Invest in our staff and • Ensuring the safety and wellbeing of our next four-year period.
environment maintain an organisation staff with a Family Violence - Management • Compliance with the
structure that meets Policy & Procedure. new Gender Equality Act
the service needs of the • Act@Work - implementing a cultural requirements.
community. change program which enables
workplaces to respond to violence against
women, gender inequality, sexism and
discrimination.

Strategic Objective Current Strategies Commitments, Documents or Projects To be delivered in 19/20
1.4 Sustainable, Develop and maintain • Review the Strategic Resource Plan. • Adopt the SRP June 2020.
long term financial a financial planning, • Review the Asset Management Policy. • Asset Lifecycle Policy to
management management and reporting • Develop a Rating Strategy.
system, that protects the • Develop Long Term Financial Plan. be adopted including the
long-term interests of the • Promote against cost and responsibility acquisition, utilisation and
municipality. shifting to Local Government. disposal of Council assets.
• Adopt a Long Term Financial
Implement financial Plan.
and risk management
processes. • Continue to actively pursue
unpaid rates through the new
debt collection agency.
• Develop a finance procedures
manual.
1.5 Effective Provide opportunities for • Continue to keep the community updated • A new Council website to
Community community members to with weekly editions of ‘Up the Creek’ be implemented including
Engagement & engage with Council. newsletter. better active participation such
• Use information technology to foster as online forms and access
Participation Maintain systems and communication and consultation with to make works requests and
processes that will allow community members. complaints.
up to date information • Demonstrate support at community • Social Media including new
about Council to be meetings and events. platforms such as Twitter
easily accessed by the • Engage in the development of the and wider engagement
community. Wimmera Health Services Plan to ensure on Facebook to be further
local community issues and needs are developed with an increase in
Work with community communicated effectively. usage.
progress associations and • Undertake analysis of annual Customer
consultative committees Satisfaction Survey and undertake actions as • Provide a leadership
and individuals to review required. scholarship to a member of the
and comment on Council • Increase usage of Yarriambiack Shire’s Yarriambiack Youth Advisory
issues. Facebook page for special events. Council through their preferred
• Maintain a user friendly and updated Leadership program.
website.
• Inspire leadership within our communities
by supporting a number of opportunities to
develop our current and future leaders.
• Investigate opportunities to attract and
support young people to live and work in our
community.
4 Year Council Plan

What we will achieve: Target Measure/Source
• Continue to actively pursue the recovery of unpaid debts. 70% Council Data
• Complete Internal Audit as per Audit schedule. 100% Council Data
• Utilise Social Media to improve community engagement. 500 Facebook likes
• Respond to all Internal Audit recommendations. 100% Council Data
• Adoption of the Long Term Financial Plan. 2017/18 Council Data

2
Strategic Objective 2. A place to live and grow
OBJECTIVE: To develop partnerships and advocate for community wellbeing and economic development
priorities and projects as well as capitalising on existing and emerging opportunities in
tourism and visitation.
• Arts and culture

• Events
• Older persons and ability support services
- Home care
- Home maintenance
- Meals on wheels
• Maternal and Child Health
• Library Facilities
• Tourism and area promotion
• Parks and Gardens
• Passive Recreation
• Health, Education & Housing
• Environmental Health activities
• Food inspections
• Immunisation

2.1 Assets and Ensure that Council’s • Encourage multi-use of facilities by Council. • Launch and implementation
facilities services and facilities are • Upgrade Council facilities to provide of new Library model.
accessible infrastructure, facilities and services that are • Warracknabeal Stadium
as accessible as possible to all members of upgrade for gym.
the community.
• Review use of Council assets provided • Repairs and upgrades to
for senior residents and ensure they meet fourteen halls across the
current and future needs. Council through the Home is
• Attracting private investment to build more Where the Halls is project.
accommodation options. • Actively seek funding and
provide assistance to expand
housing committees housing
stock.
2.2 Attractive Provide clean and • Assist with community streetscapes. • Implement streetscape
streetscapes, town functional community • Facilitate projects supporting sustainable projects across the Council
entrances, parks and facilities and public water use objectives. with Work for Victoria labour
amenities throughout the • Facilitate exercise equipment on walking resources.
gardens Shire. trails via application for grants where • Seek funding for water
community need is displayed. reuse designs across several
townships in partnership with
the CMA and GWM Water.
• Upgrade the Warracknabeal
tourism and amenity site.
• Update and improve
Boundary signage in to the
Shire.

2.3 Community Provide ways of accessing • Continue to support the elderly to remain • Continued provision of the
services that are services that meet the at home and participate in their own Commonwealth Home Supported
accessible and requirements of people of communities. Program including Regional
all abilities. • Review Community Access Plan. - Adopted Assessment Officers.
responsive to the March 2017 • Major funding applications in for
community’s needs • Improve facilities at parks and water Warracknabeal, minor for Minyip,
reserves to ensure they are accessible to all. Murtoa and Hopetoun kinders.
• Foster the growth and quality of preschool,
primary and secondary educational • Employ an Early Years
services to attract and retain families in the Engagement Officer in partnership
municipality. with Rural Northwest to delver
• Support the development of community support in the Early Years
groups that address social and recreational environment.
need for elderly groups within the community • Seek additional recurrent Youth
i.e. Men’s Sheds, mothers groups, carers Funding.
support groups, etc. • Advocate for childcare funding
• Ensure adequate HACC funding and service opportunities in Dunmunkle.
delivery.
• Continue to support the development of
youth in our communities.
2.4 Community Maintain facilities for the • Foster further development independently • Implement caravan park master
facilities that are benefit of the community and through involvement with regional plans across several sites as part
developed and within asset management industry/tourism groups. of the Wimmera Mallee Tourism
and resource constraints. • Assist with providing/improving community Trading of the Trails program
maintained infrastructure. through Great Outdoors funding
• Review facilities and services needed to and other opportunities.
support the Silo Art Trail. • Implementation of the Wimmera
• Advocate for business opportunities Mallee Silo Art Implementation
and create links within the region to assist Plan.
travellers through the Shire.
• External refurbishment of
Gateway BEET at Hopetoun.
2.5 Advocacy for Seek external support • Promote a positive image of Council and its • Work closely to deliver the
regional living and assistance for the activities. Wimmera Mallee Tourism
provision of good quality, • Provide opportunities and support Destination Management Plan and
affordable housing within initiatives that enable social connection. Wimmera Mallee Tourism Trading
communities across the • Enhance tourism sites (silos, special off the Tourism Trails Project
Shire. buildings). with a dedicated WMT Executive
• Engage with community and organisations Officer.
Create opportunities for to promote tourism. • Lobbying for increased
everyone to participate • Create links for tourism such as signage, telecommunication towers.
actively in community life. itineraries, maps, marketing and sharing
resources. • Support fixed wireless to small
Continue resourcing • Develop tourism relationships with townships and rural areas to
tourism, event and festival bordering Councils and Businesses. increase competition.
funding.
4 Year Council Plan

• Information signage located at our Art Silos. June 2019 Council Data
• Combine with the local Committee of Management and State
Government to provide an upgrade to the Warracknabeal June 2020 Council Data
Town Hall with the Council committed to contribute $70,000
to the project.
• Upgrade Caravan Parks with better facilities. June 2019 Council Data
• Increased visitor numbers to the local Caravan Parks. Number of Visitors Council Data
• Engage with community and organisations to promote Reprint of Council Data
tourism. Township Brochures

3
Strategic Objective 3. A safe and active Community

3.1 Assist
• Environmental Sustainability
- Waste Management & Environment
- Water use
- Power consumption
- Climate change
- Street lighting
- Beautification
• Active Recreation
• Law, Order & Public Safety
• Swimming areas
• Emergency Management
Strategic Objective Current Strategies

Support and engage youth
and Sustainable Environment
OBJECTIVE: Engage and empower our community and support our volunteers.
Commitments, Documents or Projects To be delivered in 19/20

• Support initiatives to enable people in rural • Seek funding for Beulah, Brim
Communities to to encourage them to be areas to come together. and Rupanyup netball surfaces
develop and prosper active in their communities • Support sporting and community to ensure compliant facilities.
and provide a future for organisations to develop and upgrade • Repairs and refurbishment at
small towns. community sport and recreation facilities Minyip Pool.
through relevant funding programs in
accordance with Council plans and strategies. • Upgrades to Tempy
• Assist swimming pool committees of recreation reserve surface.
management with upgrade requirements. • New lease and licence
• Assist community based sporting arrangements for all Council
organisations with the upgrade/renewal of sites.
sport and recreation infrastructure. • Continuation of SHARE grants
• Review contribution policies and public risk including opportunities for
issues for community committees. improved business frontage
• Support and encourage business owners to and streetscapes.
keep their business front clean.
• Improve support and funding for volunteer
and community groups.
3.2 Community safety Provide ways of accessing • Promote safe and healthy communities • Earthen levee for
services that meet the through active/proactive education programs Warracknabeal.
requirements of people of in environmental health and a strong local • Update the Community
all abilities. laws presence. Action Relief Teams (CART)
• Provide high level Municipal Emergency with a refresher course.
Support the community in Management planning and preparedness,
emergency management mitigation, response and recovery in
planning. accordance with Council’s Municipal
Emergency Management Plan.
• Enhance the development and delivery
of Councils risk and safety programs with a
priority towards public safety.

3.3 Protected and Develop Environmental • Lead the community by adopting best • New Waste Management
enhanced natural Policy for Council to apply practice waste management practices Strategy adopted by Council.
environment to all operations. through review and implementation of the • Implement a community
Regional Waste Management Strategy. trailer recycling program to
Develop and implement • Strengthen local understanding of climate reduce waste to landfill.
further strategies to change and associated risks to enable
minimise waste. communities to develop mitigation and
adaptation responses.
• Promote sustainable waste management
practices.
• Support sustainable development of the
mineral sands mining industries and the
provision of the required infrastructure.
• Review operations of Transfer Stations/
Landfills.
• Consider the impact of climate change
and provide education to the community to
ensure sound environmental practice.
• Construction of levee for flood protection.
• Upgrade of the Warracknabeal transfer
Station including the closure of the unlicensed
hard waste landfill and rehabilitation of the
site.
4 Year Council Plan

• Completion of 90% of the road projects listed in the annual 90% Council Data
adopted Council Budget.
• Increase in the number of trees planted across the Shire. Number of Council Data
trees planted
• Continue to provide funding to three SES units within the Annual Budget Council Data
Municipality.
• In partnership with Murtoa Pool Committee and the State 2019 Council Data
Government; review and upgrade the change rooms, kiosk
and first aid room at the Murtoa Swimming Pool.
• Examine the possibility of a mobile transfer station for use at Recommendation Council Data
some of the smaller transfer station sites. to Council

4Strategic Objective 4. A Planned Future
OBJECTIVE: To plan for future service delivery and local community support as well as secure state and

Strategic Objective
4.1 Economic
growth within the
federal funding to maintain and upgrade roads, Council and community infrastructure.
• Infrastructure
- Roads
- Footpaths
- Bridges
- Buildings
• Aerodromes
• Other Heritage & Culture
• Transport services
• Public Halls
• Community & Economic Development
• Saleyards
Current Strategies
Promote Yarriambiack
Shire Council as a regional
• Support and assist communities in the
development and promotion of special
• Development and adoption
of an Economic Development
municipality living destination. events, expo’s and festivals. Strategy.
• Seek funding support for lake and weir • Great Outdoors funding to be
Support and encourage pool infrastructure to enhance tourism and actively sought for improving
infrastructure, land use economic opportunities. tourism park areas.
planning, events and • Provide support to existing businesses to
services that support grow and develop. • Provision of support by Council
economic development • Foster the establishment and growth of to Yarrilinks including office
and lifestyle opportunities. business and industry groups. space, funding for trees and
• Support the provision of recreational water secretarial support.
for water bodies within the Yarriambiack • Continued financial support for
Shire Council. the Socio economic study in to
• Support improvement to the NBN and the value of recreational water.
mobile phone coverage across the region. • Support fixed wireless to small
• Explore and implement options for public townships and rural areas to
Wi-Fi access. increase competition.
4.2 A strong and Work in partnership • Promote ‘Buy Local’ Campaign. • Building Better Regions –
diverse local economy with businesses and • Support investigation of localised Trading off the Tourism Trail
organisations to develop renewable energy generation facilities. workshops and business
and promote business • Foster linkages with local business and development to be delivered.
activity. tourism associations to assist growth and
prosperity of the retail, commercial and • Participate in the Better
tourism sectors. Approvals Small Business Project
• Foster the growth opportunities for specific to facilitate council statutory
sectors including manufacturing, mineral support for new and expanding
sands, retail, agriculture and grains research. businesses.
• Actively participate in the Wimmera Mallee
Sustainability Alliance.

4.3 Long term asset Manage and deliver a • Planned improvements to local road • Develop and adopt a ten year
management long term Capital Works surfaces, edges, drains, culverts and asset management strategy and
Program to improve footpaths. an Asset Lifecycle Policy.
community infrastructure • Asset Management Plans. • Adopt three Asset
and facilities • Ensure there is at least one safe, accessible Management Plans
place to cross the main street in each town.
Prioritise risk and condition • Lobby for increased Roads to Recovery
reports for all assets. (R2R) funding for local road upgrades of an
ongoing nature.
• Prioritise community funding.
• Consult with community on buildings (etc)
no longer needed.
• Advocate for grant funding.
• Continue to source additional road funding
via alternative sources including the ‘Roads
to Market Program’ and the ‘Bridges to
Recovery Program’.
4 Year Council Plan

• Continue reconstruction of kerb and channel infrastructure 2019 Council Data

for Murtoa and Minyip.
• Continue to seek funding for the upgrade of the aerodrome 2021 Council Data
pavement in Hopetoun and Warracknabeal.
• Widening and upgrade works of Hopetoun-Yaapeet and 2019 Council Data
Dimboola-St Arnaud Roads.
• Develop and implement asset management plans for all Council Data
nominated asset groups to assist with long term financial 2018
and asset management planning and legislative requirements
- involve the community in the process.
• Advocate for improved digital connectivity (NBN & Mobile Increase in % of access Council Data
Coverage). to internet in the home ABS

5Strategic Objective 5. Health and Wellbeing
OBJECTIVE: Through effective planning and consultation, create environments for our communities that
will enable residents to prosper and enjoy improved health and wellbeing.
Strategic Objective
5.1 Physical Activity
Current Strategies
Strengthen support for
organisations or initiatives
that aim to increase levels
of physical activity.
Expand the availability of

suitable infrastructure and
equipment to encourage
physical activity.
• Provide funding or support participating
schools on a bi-annual basis to assist in
the implementation of VicHealth’s Walk to
School program.
• Assist sporting groups with their application
for VicHealth’s Active Club Grants.
• Explore potential funding opportunities to
introduce residents to new sporting activities
that are otherwise not locally available.
• Maintain and promote Council’s mobility
maps to the elderly in our communities.
• Liaise with sporting clubs to advise on
grants that would be suitable to their specific
needs.
• Publicise funding opportunities in local
media that focus on increasing physical
activity.
• Explore the possibility of making school
play areas accessible after hours.
• Investigate potential funding allocations to
weir pool committees of management.
• Continued Walk to School
annual program.
• Gymnasium upgrades at
Warracknabeal stadium.
• Work with communities, in
particular Minyip and Hopetoun
who have identified community
gyms as a priority.
• Allocate budgeted expenditure to

progressively renew/replace gym equipment
at the Warracknabeal Leisure Centre.
5.2 Healthy Eating Work with partners to • Maintain support for community garden • Seek children’s week funding
support initiatives or projects across the Shire. for supporting healthy eating
policy aims to improve • Implement a healthy eating policy by promotion.
the consumption rate of offering healthy choices for Council catered
fruit and vegetables in our functions and events.
community. • Continue to support healthy eating policies
at kindergartens and child care centres across
Work with partners to the municipality.
develop programs that • Liase with health service providers to
educate residents about deliver information sessions to new parents
healthy eating. about healthy eating for babies/children.
• Maintain a strong partnership with the
YChange program to promote healthy eating
in the community.
5.3 Family Violence & Increase support for • Collaborate with other local community • Updated HR policies and
Gender Equality initiatives that reduce thewelfare and health service organisations procedures.
rate of family violence andto support regional initiatives that aim • Appropriate training for
gender inequity. to reduce gender inequity and domestic staff around who are primary
violence. providers of direct service.
Create positive awareness • Maintain support as a signatory for
around family violence and Women’s Health Grampians initiative • Implement gender equity
gender inequity. ‘Communities of Respect & Equality’. engagement principles as
• Continue to convene the Act@Work developed by the shared
reference group to implement training and Wimmera group of Councils.
programs relating to family violence and • Implement the new Gender
gender equality. Equality Act requirements.
• Convene to review Act@Work program
with more community/business education
training programs in relation to family
violence and gender equality.
• Develop a communication strategy that
promotes respectful relationships both in the
workplace and in domestic settings.
• Progressively review workplace policies to
ensure that gender equality and respectful
relationships remains a key determinant
to a safe, healthy and enjoyable working
environment.
4 Year Council Plan
• Increase active living. Increase by 10% the proportion Victorian Population Health
of adults, adolescents & children Survey Data/ World Health
whom are sufficiently active by Organisation Target/ Wimmera
2021. PCP Data/ Victorian Public
Health & Wellbeing Outcomes
Framework
• Increase healthy eating. Increase by 16% the proportion
of adults, adolescents & children
that consume sufficient fruit and Victorian Population Health
vegetables by 2021 to align with Survey/ Wimmera PCP Data/
State average. Victorian Public Health
& Wellbeing Outcomes
Decrease by 5% the proportion Framework
of adults, adolescents & children
who consume sugar-sweetened
beverages daily.
• Participation in organised sport. Increase by 5% the proportion Victorian Population Health
of adults, adolescents & children Survey/ Wimmera PCP Data/
participating in organised sport. Victorian Public Health
& Wellbeing Outcomes
Framework
• Reduce prevalence and impact of family violence. A decrease in family violence Women’s Health Grampians/
notifications within the Shire. Victoria Police
• Increase gender equality . 70% of internal policies to have
been reviewed and amended Council Data
where relevant to increase focus on
gender equality.

LOCAL GOVERNMENT VICTORIA -
Planning and Accountability Framework
Council is committed to transparency and accountability to the community and other levels of government as
to how our rate money is being spent and the quality of services delivered.
The following diagram shows the relationship between the key statutory planning and reporting documents
that make up the planning and accountability framework.¹
Time horizon Planning Reporting Timing
Medium
Term
Stakeholder
& Community Jan-Jun
Council Plan Engagement
> Strategic Objectives
> Strategies
> Strategic Indicators
Feb-Jun
> Non-Financial Resources
Mar-Jun
Annual Budget
> Services and Initiatives
> Service Outcome Indicators
> Major Initiatives
Jul-Sep
Annual Report
Report of Operations
Short Financial Statements
Term Performance Statement
1. Adopted from the Local Government Planning and Reporting: Better Practice Guide Local Government Victoria
How we will deliver this plan

The plan’s vision is driven by our stakeholder and community’s vision for the municipality. To achieve this vision we
all need to work together.
Council will play a strong leadership role in delivering this plan. We will commit to an organisation that:
• carries out its core values and principals Role of key partners
• is committed to progressive governance The plan provides an opportunity to bring together key
• is responsive with strong leadership and finds ways to do partners into a collaborative relationship dedicated to the
more with less pursuit of achieving the vision and strategic objectives as stated
• makes the best use of its resources in the plan. Council will continue to facilitate opportunities to
• has effective business planning processes develop sustainable partnerships in the following areas:
• is working with partners and key stakeholders • planning • advocacy
• is innovative • research • programs
• fosters and delivers innovation • strategic projects • resource sharing
• communicates effectively with the community • funding opportunities • reporting on outcomes
• builds on strong partnership opportunities • setting strategic directions
• advocates strongly on a wide range of issues.

YARRIAMBIACK SHIRE COUNCIL -
How we will report on our performance
LOCAL GOVERNMENT PERFORMANCE REPORTING FRAMEWORK
The Victorian Government has been working with Councils to develop and continually review the Local Government Performance
Reporting Framework (LGPRF) which ensures that all Councils are measuring and reporting on their performance in a consistent
way.
The Local Government Amendment (Performance Reporting and Accountability) Act 2013, came into operation on 18 April
2014, and amended the Local Government Act 1989 in preparation for Victoria’s new performance reporting framework.
The new legislation and framework improves public accountability, strategic and financial planning, and reporting requirements
across local government.
From July 2014, the LGPRF became mandatory for implementation by Councils as part of the planning and reporting cycle for
the 2014-2015 financial year.
Councils report against a standard set of indicators that allow benchmarking of results. This gives the community better access
to information about how their Councils are performing across a range of areas. Results are published each year via www.
knowyourcouncil.vic.gov.au.
A comprehensive range of service areas were initially considered with the list currently refined to nine (9) common local
government services plus four (4 )optional service areas.
A Governance and Management checklist also forms part of the framework to ensure Yarriambiack Shire Council have
appropriate Policies, Plans and Frameworks in place surrounding areas such as Risk, Emergencies, Assets, Fraud, Community
Engagement and Financial Management.
WASTE COLLECTION AQUATIC CENTRES

LIBRARIES ROADS
STATUTORY PLANNING GOVERNANCE
ANIMAL MANAGEMENT FOOD SAFETY
MATERNAL AND CHILD HEALTH STREET SWEEPING (OPTIONAL)
ECONOMIC DEVELOPMENT (OPTIONAL) SPORTS GROUNDS (OPTIONAL)
IMMUNISATION (OPTIONAL)

YARRIAMBIACK SHIRE COUNCIL -
Organisational Structure
THE
COMMUNITY
MAYOR &
COUNCILLORS
CHIEF EXECUTIVE
OFFICER
GENERAL MANAGER ACTING GENERAL

GENERAL MANAGER GENERAL MANAGER
COMMUNITY SERVICES MANAGER OF
CORPORATE INFRASTRUCTURE &
& DEVELOPMENT ORGANISATIONAL
SERVICES PLANNING
PERFORMANCE
Health & Finance Information Technology Manager Assets
Payroll
Regulatory Service Accounts Payable
OH&S Operations
Risk Management
Coordinator Accounts Receivable Communications
Rates Emergency Management Technical Services
Environmental Corporate Planning Executive Assistant Sustainability
Health Insurance Human Resources & Environment
Fire Prevention Media Administration Outdoor Works
Local Laws Records Management Customer Service Town Maintenance
Animal Control Finance Reporting Governance Works Depots
Roads/Bridges
Footpaths
Early Years Drainage
Coordinator Kerb & Channel
Parks & Gardens
Engineering Design
Kindergartens Works Development
Playgroup Assets Engineer
Facilitator
Manager Assets
Maternal & Child Health Services
Aged & Disability Services
Community Care Workers
Assessment Officers Economic Technical
Community Engagement/ Development Services
Youth Livestock
Housing & Land Use Exchange
Contracts
Libraries Coordinator Procurement
Economic Development
Tourism Waste
Major Events Town Planning Management
Sport & Recreation Building Swimming Pools
SHARE Grants Surveying Caravan Parks
Leisure Centre Surveying Halls
Community Projects Building Mechanics
Infrastructure & Community Inspections Aerodromes
Grants Weir Pools
Office Cleaning
Grounds
Maintenance

Lake Lascelles - Hopetoun

STRATEGIC RESOURCE PLAN.
How Yarriambiack Shire Council will Resource their Plan
STRATEGIC RESOURCE PLAN
The Strategic Resource Plan identifies the financial and non-financial resources required over the four-year period of 2016-
2020. The purpose of the Strategic Resource Plan is to ensure adequate resources are available to maintain services at
levels established by the Council and to implement the Council Plan priorities. It also helps to establish a basis from which
to measure Council’s adherence to its policies and strategies and to plan for long term financial sustainability for the
municipality.
DEVELOPMENT OF THE PLAN

The four-year Council Financial Plan has been prepared in accordance with the requirements of the Local Government
Act 1989. The Act requires the Council to prepare and approve a four-year Council Plan, including a Strategic Resource
Plan. The Strategic Resource Plan includes a four-year financial estimate that comprises the standard statements of the
Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows, Statement
of Capital Works, Statement of Human Resources, 4-year Capital Works Expenditure and a Summary of planned Human
Resources Expenditure.
The Strategic Resource Plan is revised annually as part of the annual review of the Council Plan and is also informed through
the annual budget process. Projections are based on Council’s four year priorities and ongoing service delivery levels.
RESOURCES EXPENDITURE
The Strategic Resource Plan is revised annually as part of the annual review of the Council Plan and is also informed through
the Annual Budget process. Projections are based on Council’s four year priorities and ongoing service delivery levels.
economic environment and key financial assumptions
The Strategic Resource Plan is prepared and revised annually based on the latest economic and financial information
available at the time of its preparation. As economic and financial variables change over time, the plan is adjusted
accordingly to take account of these movements. The key financial assumptions underpinning the Strategic Resource Plan
are detailed in Table 1.
Table 1: Financial assumptions of Strategic Resource Plan
2020/21 2021/22 2022/23 2023/24

Rates Increase
CPI 1.95% 2.00% 2.00% 2.00%
Total revenue increase 2% 2% 2% 2%
Total cost increase 3% 3% 3% 3%
Investment returns 1.1% 1.1% 1.1% 1.1%
The Strategic Resource Plan was developed through a rigorous process, and is based on the following key information:
• Audited financial statements as at 30 June 2016.
• 2016-17 Council Budget.
• A range of assumptions about changes in future income and expenditure associated with meeting current levels of
services
• Economic environment - financial indicators based on external sources.
• The need to comply with the principles of sound financial management as contained in the Act:
• Prudently manage financial risks relating to debt, assets and liabilities.
• Provide reasonable stability in the level of rate burden.
• Consider the financial effects of Council decisions on future generations.
• Provide full, accurate and timely disclosure of financial information.

STRATEGIC RESOURCE PLAN.
Key objectives of the financial plan
THE KEY OBJECTIVES THAT UNDERPIN THE FINANCIAL PLAN INCLUDE:
• Maintain the existing range and level of service provision and where possible develop the capacity to grow and add new
services.
• Maintain a strong cash position, ensuring that Council remains financially sustainable in the long term
• A trend towards an underlying operating surplus.
• Maintain debt levels below prudential guidelines.
• Continue to pursue recurrent grant funding for strategic capital funds from the State and Federal Governments.
• Provide for rate increases that establish a sustainable funding level, including increasing capital funding for asset renewal.
A modest increase in rates is planned at 3.5% from 2016/17 to 2019/20, comprising annually of 2.5% for operations and
1.0% for further infrastructure renewal. This reflects expected general cost increases but does not allow for continued
growth in service demand across the municipality. Any growth will need to be met through improving efficiencies in
existing operations and services.
• Ensure critical asset renewal items are funded annually over the timeframe of the plan.
• Rating strategy that provides stability in the rate burden.
Yarriambiack Shire Council recognises the need for long-term financial planning and will embark on the development of a
10-year financial plan in future updates.
Table 2: Key financial indicators of the Strategic Resource Plan
Key Financial Indicators

Budget Strategic Resource Plan Projections
2020-21 2021-22 2022-23 2023-24
$000’s $000’s $000’s $000’s
Surplus/(deficit) for the year 962 215 (190) (413)

Adjusted underlying result 1,704 2,015 2,404 4,664
Cash and investments balance 3,133 2,618 1,871 924
Cash flows from operations 6,125 5,806 5,572 5,523
Capital works expenditure 8,733 6,531 6,537 6,709

Yarriambiack Shire Council budgeted comprehensive income statement for the four years ending 30 June 2024
.......................................................................................................................................................................
Budget Strategic Resource Plan

Projections
2020/21 2021/22 2022/23 2023/24
$’000 $’000 $’000 $’000
Income
Rates and charges 12,862 13,068 13,330 13,596
Statutory fees and fines 187 183 187 190
User fees 966 963 981 1,000
Grants - operating 8,633 6,680 6,641 6,753
Grants - capital 2,666 2,227 2,214 2,251
Contributions - monetary 234 235 240 244
Net gain/(loss) on disposal of property, infrastructure,
(72) (77) (82) (87)
plant & equipment
Other income 46 48 49 50
Total Income 25,522 23,326 23,559 23,997
Expenses
Employee costs 10,776 10,425 10,660 10,902
Materials and services 6,138 4,857 5,017 5,187
Depreciation 5,193 5,349 5,510 5,675
Bad and doubtful debts 1 1 1 1
Contributions and donations 674 669 682 695
Finance costs - leases - - - -
Borrowing costs 60 62 64 66
Other expenses 1,718 1,748 1,815 1,884
Total expenses 24,560 23,111 23,815 24,410
Surplus/(deficit) for the year 962 215 (190) (413)
Other comprehensive income
Items that will not be reclassified to surplus or deficit in

future periods
Net asset revaluation increment/(decrement) 500 500 500 500
Total comprehensive result 1,462 715 310 87
The above comprehensive income statement should be read in conjunction with the accompanying other information.

Yarriambiack Shire Council budgeted balance sheet for the four years ending 30 June 2024
.......................................................................................................................................................................

Projections
2020/21 2021/22 2022/23 2023/24
$’000 $’000 $’000 $’000
Assets
Current assets
Cash and cash equivalents 3,133 2,618 1,871 924
Trade and other receivables 1,734 1,500 1,530 1,561
Other financial assets 765 780 796 812
Inventories 612 624 637 649
Other assets 330 339 350 360
Total current assets
Non-current assets
Other financial assets 258 263 268 274
Investments in associates and joint ventures 133 135 138 141
Property, infrastructure, plant & equipment 148,797 150,479 152,006 153,540
Total non-current assets 149,187 150,877 152,412 153,954
Total assets 155,760 156,739 157,596 158,260
Liabilities
Trade and other payables 1,133 1,167 1,471 1,780
Trust funds and deposits 31 32 33 34
Provisions 2,478 2,716 2,967 3,239
Interest-bearing liabilities 21 21 16 -
Total current liabilities 3,662 3,936 4,487 5,053
Non-current liabilities
Provisions 561 572 584 595
Interest-bearing liabilities 37 16 - -
Total non-current liabilities 598 588 584 595
Total liabilities 4,260 4,524 5,071 5,648
Net assets 151,500 152,215 152,525 152,612
Equity
Accumulated surplus 74,226 74,441 74,251 73,838
Reserves 77,274 77,774 78,274 78,774
Total equity 151,500 152,215 152,525 152,612
The above balance sheet should be read in conjunction with the accompanying other information.

Yarriambiack Shire Council budgeted changes in equity for the four years ending 30 June 2024
.......................................................................................................................................................................
Accumulated Revaluation Other
Total Surplus Reserve Reserves
$’000 $’000 $’000 $’000
2019/2020 Forecast
Surplus/(deficit) for the year 1,351 1,351 - -
Net asset revaluation increment/(decrement) 1,000 - 1,000 -
2020/2021 Budget
Net asset revaluation increment/(decrement) 500 - 500 -
2021/2022 Strategic Resource Plan



The above statement of changes in equity should be read in conjunction with the accompanying other information.

Yarriambiack Shire Council budgeted statement of cash flows for the four years ending 30 June 2024
.......................................................................................................................................................................
Projections
2020/21 2021/22 2022/23 2023/24
$’000 $’000 $’000 $’000
Inflows Inflows Inflows Inflows
(Outflows) (Outflows) (Outflows) (Outflows)
Cash flows from operating activities
Rates and charges 11,128 11,568 11,800 12,035
Statutory fees and fines 187 183 187 190
User fees 966 963 981 1,000
Grants - operating 8,633 6,680 6,641 6,753
Grants - capital 2,666 2,227 2,214 2,251
Contributions - monetary 234 235 240 244
Interest received 46 48 49 50
Net GST refund/payment 1,572 1,603 1,636 1,668
Employee costs (10,776) (10,425) (10,660) (10,902)
Materials and services (6,138) (4,857) (5,017) (5,187)
Other payments (2,393) (2,418) (2,498) (2,580)
Net cash provided by/(used in) operating activities 6,125 5,806 5,572 5,523
Cash flows from investing activities

Payments for property, infrastructure, plant and equipment
(8,733) (6,531) (6,537) (6,709)
Proceeds from sale of property, infrastructure, plant and

234 293 299 305
equipment
Net cash used in investing activities (8,446) (6,238) (6,238) (6,404)
Cash flows from financing activities

Finance costs (60) (62) (64) (66)
Repayment of borrowings (21) (21) (16) -
Net cash provided by/(used in) financing activities (81) (83) (80) (66)
Net increase/(decrease) in cash & cash equivalents
(2,402) (515) (746) (947)
Cash and cash equivalents at the beginning of the financial
5,534 3,133 2,618 1,871
year
Cash and cash equivalents at the end of the financial year
3,133 2,618 1,871 924
The above statement of cash flows should be read in conjunction with the accompanying other information.

Yarriambiack Shire Council budgeted statement of capital works for the four years ending 30 June 2024
.......................................................................................................................................................................

Projections
2020/21 2021/22 2022/23 2023/24
$’000 $’000 $’000 $’000
Property
Buildings 640 250 110 110
Heritage buildings 183 5 5 5
Total property 823 255 115 115
Plant and equipment

Plant, machinery and equipment 1,139 1,000 1,000 1,000
Fixtures, fittings and furniture 7 7 7 7
Computers and telecommunications 35 42 43 43
Library Books 20 20 20 20
Total plant and equipment 1,201 1,069 1,070 1,070
Infrastructure
Roads 6,187 4,925 5,063 5,226
Bridges 50 51 53 55
Footpaths 100 103 106 109
Kerb and channel 200 79 81 84
Drainage 27 29 29 30
Recreational, leisure and community facilities 135 10 10 10
Waste management - - - -
Parks, open space and streetscapes 10 10 10 10
Total infrastructure 6,709 5,207 5,352 5,524
Total capital works expenditure 8,733 6,531 6,537 6,709
Represented by:
New asset expenditure 1,072 531 417 467
Asset renewal expenditure 4,511 4,000 4,080 4,162
Asset upgrade expenditure 3,150 2,000 2,040 2,081
Funding sources represented by:

Grants 3,283 2,227 2,214 2,251
Contributions 33 20 21 21
Council Cash 5,416 4,284 4,303 4,437
The above statement of capital works should be read in conjunction with the accompanying other information.

Yarriambiack Shire Council budgeted statement of human resources for the four years ending 30 June 2024
.......................................................................................................................................................................

Projections
2020/21 2021/22 2022/23 2023/24
$’000 $’000 $’000 $’000
Staff expenditure
Employee costs - operating 10,776 10,425 10,660 10,902
Employee costs - capital 1,521 1,411 1,440 1,469
Total staff expenditure 12,297 11,836 12,100 12,371
Staff numbers
Employees 120 117 117 117
Total staff numbers 120 117 117 117
The above statement of human resources should be read in conjunction with the accompanying notes.

Yarriambiack Shire Council budgeted statement of planned resources expenditure for the four years ending 30
June 2024
.......................................................................................................................................................................
A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below:
2020/21 2021/22 2022/23 2023/24

$’000 $’000 $’000 $’000
Community Services
- permanent full time 451 460 469 478
- permanent part time 2,016 2,055 2,095 2,136
Total Community Services 2,467 2,515 2,564 2,614
Corporate Services
- permanent part time 100 102 104 106
Total Corporate Services 857 874 891 908
Eonomic Development
Total Economic Development 446 403 410 418
Engineering
- permanent full time 3,946 4,023 4,101 4,181
Total Engineering 3,969 4,079 4,127 4,207
Governance
- permanent full time 1,197 1,220 1,244 1,268
Total Governance 1,322 1,347 1,374 1,400
Recreation & Culture & Leisure
Total Recreation & Culture & Leisure 320 326 332 339
Regulatory Services
Total Regulatory Services 605 660 674 686
Waste & Environment
- permanent part time - - - -
Total Waste & Enviroment 796 811 827 843
TOTAL STAFF EXPENDITURE 10,776 11,015 11,199 11,415

Yarriambiack Shire Council budgeted statement of planned resources expenditure for the four years ending 30
June 2024
.......................................................................................................................................................................
A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below:
STAFF NUMBERS 2020/21 2021/22 2022/23 2023/24

Community Services
Total Community Services 24 23 23 23
Corporate Services
Total Corporate Services 6 6 6 6
Eonomic Development
Total Economic Development 4 4 4 4
Engineering
Total Engineering 67 65 65 65
Governance
Total Governance 7 7 7 7
Recreation & Culture & Leisure
Total Recreation & Culture & Leisure 4 4 4 4
Regulatory Services
Total Regulatory Services 6 6 6 6
Waste & Environment
Total Waste & Enviroment 3 3 3 3
TOTAL STAFF 120 117 117 117

WIMMERA MALLEE - SILO COUNTRY
The Silo Art Trail celebrates regional Australia in a modern and accessible artistic context. The silos have been strategically
selected for maximum visual impact and to ensure visitors have the opportunity to engage with multiple communities and
outback tourism destinations in the Wimmera and Mallee region.
Historically, silos are a place for the farming communities to come together during harvest, exchange news and stories and re-
connect with old friends while the grain is unloaded. Of late, changes in the agricultural industry have led to many communities
losing active silo sites. The Silo Art Trail has provided an opportunity to reinvigorate decommissioned sites and celebrate local
communities and farming history.
BRIM PATCHEWOLLOCK
Guido Van Helten captured the imagination of Australia Fintan Magee is a Brisbane based street artist who
in December 2015 when he undertook a gigantic painted the Patchewollock Silos in October 2016. Local
painting on the Brim Silos. The Brim Silo Art generated farmer ‘Noodle Hulland’ was chosen for the inspiration
inspiration for the Silo Art Trail and Guido’s mural will of the artwork because he was slim enough to fit the
remain an iconic tribute to the farming communities two narrow silos and had “that classic farmer look”,
of the Wimmera and Mallee region. embodying the locals’ spirit.
RUPANYUP SHEEP HILLS

Russian Artist Julia Volchkova is actively involved in Adnate is an internationally renowned street artist,
the graffiti and street art movement in the places famous for his work with Aboriginal communities
she travels and has recently completed the huge across Australia and completed the mural in
metal grain storage bins in Rupanyup as part of the December 2016. The four indigenous faces now watch
Silo Art Trail. Julia’s work focuses on portraits and the over the tiny community of Sheep Hills and the starry
Rupanyup Silo Art mural is inspired by the Rupanyup background of the towering portraits has symbolic
Panthers Football & Netball Club. significance to the local people.
The Silo Art Trail will continue in 2017 with murals created in Lascelles and Rosebery.

CONTACT US
Municipal Office:
Warracknabeal
34 Lyle Street
PO Box 243 Warracknabeal 3393
P: 5398 0100
F: 5398 2502
Hopetoun Office:
Gateway BEET
75 Lascelles Street Hopetoun 3396
P: 5083 3001 Check out Yarriambiack Tourism Association & Wimmera Mallee Tourism at
www.yarriambiack.vic.gov.au and www.wimmeramalleetourism.com.au
W: www.yarriambiack.vic.gov.au
The photos within this publication have been taken from various locations across the Municipality.
E: [email protected]

Agenda
12.15 Local Government Inspectorate Action Plan. June

Quarterly update - prepared by Jessie Holmes
SUMMARY
This report sets out the June quarterly update against the adopted Yarriambiack Local
Government Inspectorate Report Action Plan. The focus over the last three months has
centred around debt collection and management.
RECOMMENDATION:
That Council:
1. Note the June quarterly update on the adopted Local Government Inspectorate
Action Plan and make them available to the public
2. That Council provide a copy to the Local Government Inspectorate Office,
external and internal auditors
ATTACHMENTS
Yarriambiack Local Government Inspectorate Action Plan – June quarterly Update.
DISCUSSION
The Local Government Inspectorate Report, “Protecting integrity Yarriambiack Shire
Council Investigation” was released in November 2019.
The Local Government Inspectorate findings highlighted a number of deficiencies in
governance practices across the Shire. As noted in the inspectorate report, many of the
issues raised have since been addressed or are in the process of rectification.
Attached is the Local Government Inspectorate Action Plan which highlights the summary
findings and the progress Council has made in addressing the outcomes noted in the
report.
The next quarter will see a number of asset management based actions realized, including
the Asset Lifecycle Policy, External Works Policy and improved management and control
of Plant within the asset management system.
RELEVANT LAW
The Inspectorate report was instigated under the previous Local Government Act 1989.
The Yarriambiack Local Government Inspectorate Action Plan was adopted at the 2019
November Ordinary Council Meeting, with a requirement for quarterly public reporting to
Council against the actions.
The Yarriambiack Local Government Inspectorate Action Plan was adopted at the 2019
November Ordinary Meeting and the first quarterly report at the 2019 March Ordinary
Meeting.
OPTIONS
Not applicable

Agenda
The financial sustainability of Council relies heavily on strong asset and financial
management both of which were highlighted in the LGI report for a lack of robustness
around process and policy.
The Action Plan adopted by Yarriambiack Council in response to the report and the
quarterly reporting on those actions is an important part of Council providing the public
with a level of assurance that the risk is being taken seriously and actioned.
As part of the Yarriambiack Local Government Inspectorate Action Plan, it was a
requirement that throughout the two years’ implementation period that quarterly reports
be made to Council and be made publically available to ensure transparent accountability.
RISK

Rating

Rating
Medium Major Lack of Robust systems Action plan highlights the

and processes to prevent measurers for preventing
Fraud fraudulent activities.
Medium Significant Governance – Policy Action plan highlights the

documents substantially number of policies that are
overdue for review and being developed, revised and
update. adopted to address key
governance findings.
Medium Major Asset Management Requirement for an Asset

Lifecycle Policy and improved
oversight of the Asset
management system
Medium Major Perception of Council Transparent Action Plan

presented to Community and
available for the General
Public which outlines key
measures Council is taking to
address findings.

Not Applicable

Yarriambiack Action Plan – Local Government Inspectorate Report
Recommendations Council Actions Timeframe and Responsible March 2020 Update on status
Officers
ASSET MANAGMENT
4.1 Private works As per the report, Staff have been advised Completed. New Manager Assets
that private works are to cease and no commencing March 2020,
a) Private works must cease. longer be provided. This has been further External Works Policy is a
reiterated in All Staff memos in August, Performance Objective.
b) Draft and implement a policy in September and October, 2019.
relation to work carried out Draft Operations Manual has
outside of normal operational A clear policy will be developed in relation Infrastructure department in been created and is with the
scope. to scope of works that occur outside of consultation with finance. Dec, Manager Operations for final
normal operations. 2020. External Works Policy. review.
c) Guidance to staff about why
such works are inappropriate. An updated Gifts, Benefits and Hospitality Completed. Staff Code of Conduct adopted
Policy was adopted at Councils September 02/10/2019 and circulated via
2019 Ordinary Council meeting and has a email and hard copy to all staff.
declare all basis which staff have been During recruitment process
consulted on. new staff receive a copy of the
Code of Conduct via email.
A new Staff Code of Conduct has been Completed.
developed and was distributed at the Council has purchased an
November All Staff meeting which further online learning management
details staff responsibilities about carrying system. The following modules
out works, conflict of interest and are included:
misconduct.  Occupational Health
and Safety
Staff training will continue to be provided Ongoing – with Governance and  Information Privacy
on adopted and newly created policies, Probity training in August 2019.  Equal Employment
procedures and general governance as per Opportunity
the consultation mechanisms in the  Workplace Bullying and
Enterprise Agreement. Harassment
Officers
 Fraud and Corruption
Awareness
 Charter of Human
Rights and
Responsibilities
 YSC Induction / Code of
Conduct
 Child Safe Standards
and Reportable
Conduct Scheme
 Manual Handling.
Training is to be conducted
every two years and new staff
are to undertake training as
part of their on boarding
process. This is anticipated to
be rolled out by 30 April 2020.
Specific additional governance

raining scheduled for all staff in
August. A catch up session for
new staff and staff who were
unavailable for first round of
governance training from 2019
will also be held.
4.2 Sale of consumables or resources Council has core business functions and Infrastructure department in New Manager Assets
from Council Depot any functions outside of that core business consultation with finance. commencing March 2020,
will need to be provided in line with a clear December 2020 external Works External Works Policy is a
Policy to be finalised. Performance Objective.
Officers
a) Council to create and enforce justification of purpose and guidelines as
guidelines on the sale of per an External Works Policy.
consumables.
b) Council to ensure tight controls

are in place to ensure any sales
undertaken do not prove anti-
competitive for local businesses.
4.3 Staff usage of Council equipment All Council staff have been advised via Completed. As part of the Annual Review
meetings and memo that plant and process staff are required to
a) The practice of allowing depot equipment can not be used for personal or sign off that they have
employees to utilise plant and private use. acknowledged and read the
equipment for personal use or Employee Code of Conduct.
private works should cease This has been reiterated in All Staff memos Completed.
immediately. distributed in August, September and The new HR system has the
October 2019. capability to send out specific
b) Make it mandatory for all depot policies to staff to have them
staff to be familiar with the A new Staff Code of Conduct has been Completed. sign off on annually. Policies
policies and have each depot developed and includes staff usage of specific to the use of Council
staff member sign off to confirm Council equipment. equipment and Council
reading and understanding on a resources will be set up in the
regular basis. Good Governance training was undertaken Ongoing – with additional HR system to be reviewed
by All Staff in June 2019 and will be Governance and Probity training annually.
c) Council should provide training followed up with a refresher in August in Aug 2020.
and guidance on why such use of 2020 which also will include Probity related The learning management
public resources after hours is training. system will also address the use
not appropriate. of Council resources and
Private Works in the Induction /
Code of Conduct training to be
undertaken every two years.
Officers
4.4 Council leasing private assets The updated Procurement Policy was The Procurement Policy will be
from staff. adopted by Council at the May 2019 Completed. revised in April 2020 as part of
Ordinary meeting. the annual review process to
a) Review and update procurement include the leasing of Private
policy as appropriate. Any consideration of leasing private assets Assets from staff.
from staff would be subject to a rigorous
b) Ensure all risk mitigation is in procurement process. The Procurement Management
place prior to hiring assets from Manual is in draft and is the
staff. The updated policy provides provision for supporting document which
aggregate spend over a two year period to outlines the procedures to
be monitored. follow to implement the
Procurement Policy. This will
be presented alongside the
Procurement Policy to Council
in April 2020.
The new finance system will

provide reporting tools to
monitor aggregate spends on
suppliers.
4.5 Unauthorised sale of plant and Council accepts that record keeping and Infrastructure department in Policy will be developed
equipment management of assets has been poor. consultation with finance. internally by August 2020 as
August 2020. Asset acquisition, the FAST grant was
a) Develop and implement a policy Investment in resources to provide utilisation and disposal Policy. unsuccessful.
for recording of assets, their improved asset management will be made
purchase, locations, status and and a policy will be developed to reflect Utilise a staff member for the The policies are to be
disposal and provide this policy improved practices developed including specific roll out of Assetfinda developed in consultation with
to the Inspectorate. the disposal of plant, equipment, land and register update and finance as the Sale / Disposal of
any other assets. maintenance. Plant, Equipment and Land
must meet the requirements of
Officers
b) Undertake a thorough Current asset management systems the Accounting Standards.
reconciliation of all council including plant assist and Assetfinda will be (Specifically AASB 116 PP&E).
equipment and other assets and better utilised and other council methods
record in a register that is such as the use of QR codes/barcodes on Student Design Engineer
updated each time plant and all plant will be investigated. These commenced and currently
equipment is purchased or sold. systems will also allow restricted asset and working on three-month
provide an audit trail when changes are project for verifying Plant in to
c) The asset register must be made. register.
updated regularly and access to
the register restricted to Buildings and Land audit and
appropriate staff. condition reports undertaken
and lodged with Assetfinda
system in May 2020.
4.6 Sale of land Whilst Council has a relatively low number Infrastructure department in Policy will be developed
of land sale transactions, the need for a consultation with finance. Aug, internally by August 2020.
a) Develop a sale of land policy and policy and procedure to reflect the sale of 2020. Asset acquisition,
formally document the sale of land is crucial to ensure the requirements utilisation and disposal Policy to
land process to assist with of the Act are met. be developed by August 2020.
adherence to the Act, promote
uniformity across the A number of other local Councils have
organisation, and mitigate key policies in place already and these will be
person risk. utilised by Yarriambiack Shire and
incorporate it in to the sale and disposal of
b) Maintain all relevant sale of land asset policy.
correspondence and
documentation on file.
c) Maintain a written record of all

key decision making rationale.
Officers
4.7 Planning for capital expenditure As per the report, the practice of a non Completed.
complete capital works program adopted
a) A full program of works should in budget has been discontinued.
be adopted for the capital works
in the annual budget. All budgets will adopt a full capital works
program and any material changes to the
capital program throughout the year will
be a decision of Council.
FINANCIAL MANAGEMENT
5.1 Procurement Council adopted an update Procurement Completed. Policy to be reviewed annually
Policy at the May 2019 Ordinary Council and presented to Council for
a) Council update its procurement meeting and has employed a full time adoption. A Procurement
policy in accordance with Procurement Officer as at September Management Manual has been
legislation and adhere to it. 2019. The updated policy is in accordance developed to support the
with best practice. Completed. implementation of the
b) Procurement staff should use the Procurement Policy. (To be
Local Government Victoria best Council has purchased and rolled out four presented at the April Council
practice procurement guidelines modules of online Procurement Training to meeting).
to assist in developing their the seven Councillors and key staff. Completed.
processes. Key staff have undertaken the
A contract manual has been developed MAV Procurement training. (30
c) Delivery of training and and templates are being created to ensure staff members).
education to all procurement compliance with the Policy.
staff and evaluation panel Procurement and Contracts
members. Officer appointed to provide
better oversight and
management of the
procurement process,
especially in relation to RFQ,
EOI and RFT.
Officers
Additional training to be rolled
out in 2020. Maddocks In Situ
program has been procured
and discussions are being held
to roll out a procurement
training to key personnel.
5.2 Recovery of outstanding rates Council is committed to recovering Completed. Rates Policy and associated
outstanding debts and a policy will be documents for debt
a) Council should develop a policy developed alongside a clear plan for management adopted at May
to govern the management and recovery. Ordinary Council Meeting.
recovery of outstanding rates.
Monthly reporting to Council as currently A new agreement with KPIs has
b) Take immediate action to occurs will also include key indicators of been entered in to for
recover outstanding rates or performance and collection success. proactive recovery of debts.
where appropriate, write off any
unrecoverable debts.
5.3 Corporate credit cards As per a number of internal audit Completed. A Credit / Debit Card Request
recommendations, a finance procedure form has been developed to
a) Council must adhere to its own manual is being developed and this will roll out across the organisation.
policy on credit card use. incorporate the procedure that Transactions cannot occur
accompanies the credit card policy will be unless approved prior to
developed. purchase.
Credit / Debit Card purchases

to be included in the
Procurement Policy, Motor
Vehicle Policy (Fleet Card) and
Finance Procedure Manual.
(Finance Procedure Manual in
Officers
Draft, to be reviewed and
adopted).
5.4 Community Grants programs A Community Grants policy and Completed.

Community Grant Guidelines were
a) Develop and document the adopted by Council at the August 2019
process, clearly outlining who Ordinary Council Meeting and were used in
has responsibility for the the most recent round of community
assessment/evaluation of SHARE grants.
applications, who is to prepare
the report to Council and who is The guidelines provide clarity around
to sign off on the report prior to separation of duties and roles.
going to Council.
b) Written assessments to be made

for each application, outlining
the reasons for approval or
decline and why applications did
not receive their full allocation.
c) Councillors to receive full report

for both recommended and not
recommended applications
c) Councillors should be removed

form the evaluation process.
5.5 Government Grants A Grant Management Policy and Grant Completed.

Management Guidelines were adopted by
a) Adopt a Grant Management Council at the August 2019 Ordinary
Policy. Council Meeting.
Officers
b) Create a comprehensive grants A Grant register has been developed but Ongoing quarterly.
register. requires additional training of staff to
ensure it captures all grants received.
c) Council to act on the
recommendations of its internal
audit consultant.
HUMAN RESOURCE MANAGEMENT

6.1 CEO/Senior Officer contract and Council acknowledges that the current To be rectified at end of current New Director Contracts based
performance reviews. Senior Officer Contracts are not in contracts. on Maddocks Template (Best
accordance with relevant legislation and Practice) as new Directors
a) Review all senior officer
will transition them to the expected appointed and previous
contracts with immediate effect
industry standard at renewal contracts are renewed.
in accordance with relevant
opportunities. This will be reflected in the
legislation.
contract terms, remuneration and
b) Align all future senior officer performance indicators.
contracts with legislative
requirements and industry
standards.
6.2 Secondary employment The guidelines around secondary Completed. Secondary Employment
employment are incorporated in to the Guideline contained in the
a) Develop and implement a Human Resources Policy. Human Resource Policy and
secondary employment policy to Guidelines Manual adopted on
ensure accountability ad The need to declare secondary 21 November 2019 and
transparency. employment is contained within the new distributed across the
Staff Code of Conduct and recent Good organisation.
Governance Training provided information
and advice to staff about the need to Secondary Employment
declare secondary employment. referenced in the Employee
Code of Conduct. (Adopted Oct
19).
Officers
Staff self declare and are provided with an A register secondary
acknowledgement letter approving or employment declarations set
declining the secondary employment up and CEO letter sent to staff
request. who register secondary
employment. The letter
addresses and conflicts of
interest that may present and
control measures to be
implemented. (Also addresses
OHS and Fatigue Management
as a standard clause).
GENERAL GOVERNANCE
7.1 Governance schedule Council purchased RelianSys in June 2019 Corporate Department. Partially RelianSys set up and all Council
and is currently rolling out the six modules Completed – fully completed by Policies included in the system.
a) Develop a whole of organisation including Compliance provides detailed June 30, 2020.
governance schedule that obligations contained in relevant Acts and Will roll out for Staff
captures each of the council’s assigns responsibilities for each of the (Administrative Policies within
statutory obligations and that statutory obligations which are escalated next 6 months).
clearly details the responsible should they not be undertaken.
staff member and function to be Dashboards allow for accountability.
carried out.
A governance schedule can then be
b) Information on progress against produced and provided to Council to
governance schedule milestone demonstrate progress and compliance,
provided to management and which will occur six monthly.
council.
7.2 Policy Framework Another of the modules in RelianSys is Corporate Department. Partially
Monitor which schedules, reminds, tracks Completed – fully completed by
June 30, 2020.
Officers
a) Ensure updated policies are in and centralises critical information in one
place for key operational issues. place.
c) Policy review should form part of This also allows for assigning
the governance schedule. responsibilities and tracking progress on
the dashboard.
c) Senior management and council
need to be accountable for the This will form part of the governance
policy review process. schedule which will be reported on six
monthly to Council.
7.3 Record Keeping Council acknowledges that the Record An external cost on converting An EDRMS has been procured
Keeping across the organisation is poor permanent records to digital and is being implemented, with
a) Records are to be kept in and requires significant investment and will be obtained and a staged expected roll out between July
accordance with the Public improvement to comply with the Public approach over several budget 1 – September 30, 2020.
Records Act. Records Act. cycles taken to digitalise.
The PROV record keeping
b) All records should be converted Council has partnered with five other rural online training will be rolled out
to electronic format. councils in a Rural Council Transformation Records Management to be across the organisation in the
Program that includes the acquisition of a procured and implemented in coming months.
c) Training should be provided to Finance, Payroll and Records Management 2020 through the RCTF.
all staff on record storage and System. A Business Case for the project is Learning Management System
their responsibilities under the being finalised and Procurement is Training to be scheduled in 2020 to include Information Privacy.
Public Records Act as a high intended to take place in 2020. once Records Management
priority. System is identified through Costs for converting files were
Training will be an important part of this Procurement. financially prohibitive.
process and budgeting in the 20/21 HR Following discussions with
Training budget will include Records PROV, quotes for a new,
Management training. compliant records storage shed
to shelve existing paper records
are being sought in lieu. Capital
Officers
budget for storage shed
proposed in 20/21 budget.
7.4 Audit Committee As per the investigative report, Council Completed.

currently has a well functioning Audit and
a) Conduct and immediate review Risk Committee.
of the charter, reference Audit
Committees – A Guide to good A new Audit Charter was adopted by
practice for local government Council at its July 2019 Ordinary Meeting
and the July 2014 gap analysis in and incorporates risk management,
conjunction with publically staggered expiry dates and annual self
available charters of similar assessment requirements.
councils.
The charter was developed with the good
b) Restructure the expiry dates of practice guide and audit
each of the independent recommendations.
members.
c) Develop a set of performance

objectives for the committee and
have them conduct an annual
self-assessment against the
objectives.
d) Ensure that at all times the quota

and membership of independent
members are in accordance with
the requirements set out in the
charter.
Officers
7.5 Special committees Council has requested legal advice in Lease and Licence policy Director working through the
relation to the two S86 housing adopted by Council at June new Local Government Act
a) Immediate review of committee committees to look at a transfer of these Ordinary Meeting. committee requirements in
instruments of delegations to assets to community management. consultation with community.
ensure compliance with the Act.
In the interim all four Committees of Legal advice on Housing S.86
b) Review of interest return Management will be reviewed to ensure committee provided and
exemptions for current appropriate delegations and oversight. housing to stay with Council.
committee members.
Council is currently recruiting a Sport and Sport and recreation officer
c) Appropriate and effective Recreation Officer who will also be appointed and working through
management oversight of special responsible for pools to provide improved agreements at sites across the
committees to ensure financial governance and oversight and support to Shire.
accountability and compliance community of management pool
with legislation. committees.
7.6 Delegations The delegations are currently up to date Designated in RelianSys – Authorisations and Delegations
and are also included as a module with completed. training to be held on 12 March
Authorisations in the RelianSys suite of 2020 for Councillors and key
a) Ensure that all delegations made
software Council has purchased and Council personnel. Training
by council are reviewed within
implemented utilising Maddocks updates facilitated by Maddocks.
the period of 12 months after a
and templates.
general election in accordance
with section 98 (6) of the Act.
b) Ensure that all staff holding a
delegated authority are trained
in regard to their obligations
under the delegations.
7.7 Local Laws A new Meeting Local Law was adopted by Completed.
Council at the September 2019 Ordinary
Officers
a ) Develop a process whereby local meeting and gazetted on October 3, 2019 To be incorporated as the next Quotes obtained for new
laws reviews commence at least and is now in operation. module is rolled out. website and proposed for
12 months prior to their expiry 20/21 budget.
date and are adopted before the Meeting and Community Local Laws are Budget for a new website
local law sunset dates. incorporated in the Governance schedule proposed in 20/21 Council
in Reliansys. Budget.
c) Include the local laws review as
part of the governance schedule. Consideration in the 20/21 Budget for an
improved website will be made. The
c) Publish all local laws on the current website is outdated, no longer fit
Council website. for purpose and difficult to keep up to date
due to onerous back end functionality.
Agenda
12.16 Federal Local Roads and Community Infrastructure

Program - Prepared by Jessie Holmes
SUMMARY
Yarriambiack Shire Council received additional federal funding of $1,322,974 through the
Local Roads and Community Infrastructure Program and must submit the priorities
through a work plan.
RECOMMENDATION:
That Council:
1. Acknowledge receipt of the additional $1,322,974 funding from the Federal
Government.
2. Propose that the funding be allocated to the following priorities
a) $1,050,000 to Capital Works Road funding
b) $150,000 to Sport and Recreation Grant funding for three new netball
focused facilities.
c) $122,974 to be spent across fourteen communities for landscaping and
beautification works to improve streetscapes
ATTACHMENTS
Nil
DISCUSSION
On 22 May 2020 the Federal Government announced additional funding for all Australian
Local Governments with allocations based on the formula used for Roads to Recovery
funding.
Eligibility for the Local Roads and Community Infrastructure Program is quite broad,
however a work plan must be submitted and approved.
It is recommended that Council utilise a significant portion of the funding on roads to offset
the lost state road funding with the end of Fixing Country Roads Program. This will enable
Council to still invest six million dollars in to road capital in 2020/21 and keep the road
asset renewal gap as small as possible.
As per the earlier Council report, it is recommended that $150,000 be used towards
contribution funding for a significant Sport and Recreation Grant.
It is also recommended that a small allocation be directed to streetscapes, allowing Council
to address many of the Community Action Plans for beautification. Staff would be able to
undertake the works and the money would be directed to the purchase of planter boxes,
plants and other forms of street furniture such as BBQ shelters.
RELEVANT LAW
Council is required to manage its assets including significant road assets and continue to
manage its fiscal and asset management responsibilities as determined in the Local
The Yarriambiack Shire Council has an Asset Management Policy and Asset Management
Implementation Strategy which were both adopted in 2019 and set out the asset
responsibilities for Council including the ongoing maintenance and improvement of our
significant road infrastructure.
Agenda

Not applicable
OPTIONS
That Council allocated all funding to road capital works or other eligible projects.
Council is measured in a variety of ways in relation to financial sustainability, with a large
portion of Councils asset base being its road network, any opportunities to invest additional
funding in to the network to maintain a small asset renewal gap should be capitalised on.
This additional funding in the Capital works program would be utilised for a number of
repair and safety upgrades on key heavy vehicle routes.
The community will be consulted with on the best way to expend the streetscape
beautification works and the additional roads funding will be directed by our relevant road
asset planning documents which are informed through condition reports as well as
community feedback.
RISK.

Rating
Major High Council's limited ability to Expenditure is aligned with

raise funds / source Councils Asset Management
revenue Strategy to prioritise funding
to road assets.

The proposed expenditure of the funding aligns with;
• Wimmera Mallee Tourism Destination Management Plan – street beautification

Agenda
12.17 Customer Satisfaction Survey 2019 - Prepared by Jessie

Holmes
SUMMARY
Victorian Local Governments undertake annual Community Satisfaction Surveys as a
requirement of performance reporting and the 2020 results have been provided to Council.
RECOMMENDATION:
That Council:
1. Acknowledge receipt of the 2019 Yarriambiack Customer Satisfaction Survey
2. Publicly release the survey results
ATTACHMENTS
2020 JWS Yarriambiack Customer Satisfaction Survey
DISCUSSION
The 2020 Customer Satisfaction Survey for Yarriambiack Council has returned average
results with overall performance two points below the state average of 58 and in line with
the small rural council average of 56.
The overall state average and rural averages for the survey have trended down between
2019 and 2020 and this has also been borne out in Yarriambiack results with a decline in
six of the categories and a slight increase in Customer service.
Yarriambiack results are still at or above the small council state average, with the
exception of sealed local roads, however the recent Local Government Inspectorate report
may have also contributed to the decline in overall performance and Council direction
results.
The next twelve months will see Council focused on elections and a new Community Vision,
Council Plan and Community Engagement Policy to ensure we can improve on satisfaction
results.
RELEVANT LAW
The Local Government (Planning and Reporting) Regulations 2014 sets out a number of
performance indicators required to be reported on by Council. The annual Customer
Satisfaction Survey is conducted annually on behalf of Council by JWS services to allow
for the required information to be collected and reported on in Councils Annual Plan.
The Yarriambiack Performance Reporting Framework sets out a number of Council
documents that are required to monitor and ensure Council is accountable for its
objectives. The Annual Customer Satisfaction Survey provides a range of measurable data
for these documents.
The 2019 Customer Satisfaction Survey was adopted for public release by Yarriambiack
Council at their 2019 June Ordinary Meeting.

Agenda
OPTIONS
That Council await the State Government release of the Community Satisfaction Survey,
due to occur on 1 July 2020.
The Customer Satisfaction Survey is an important indicator on the direction of Council.
Many of the results of the survey are indicators used in the Annual Report. It is important
that Council continue to demonstrate commitment to sustained and improved customer
satisfaction and respond to the matters raised in the survey including target groups and
areas that are below state wide trends.
The Customer Satisfaction Survey results are generated from a number of set questions
asked to a minimum of 400 Yarriambiack residents across a range of demographics
including age, gender and ward location.
RISK

Rating
Low Moderate Perception of Council Development of a

Community Engagement
Policy and new Council Plan
to ensure the community
satisfaction survey results
improve.

The Community Satisfaction Survey weights individual scores against other small rural
councils and the state average to provide comparisons for like Councils. Local Government
Victoria releases the state wide results.

2020 Local
Government
Community
Satisfaction Survey
Yarriambiack Shire
Council
Coordinated by the Department of
Environment, Land, Water and Planning
on behalf of Victorian councils
J00858 Community Satisfaction Survey 2020 – Yarriambiack Shire Council
Contents
Background and objectives 3
Key findings and recommendations 4
Detailed findings 10
Overall performance 11
Customer service 19
Council direction 25
Individual service areas 29
Community consultation and engagement 30
Lobbying on behalf of the community 32
Decisions made in the interest of the 34
community
Condition of sealed local roads 36
Detailed demographics 38
Appendix A: Index scores, margins of error 40
and significant differences
Appendix B: Further project information 45
2
Background and objectives

The Victorian Community Satisfaction Survey Serving Victoria for 21 years
(CSS) creates a vital interface between the council
and their community. Each year the CSS data is used to develop this State-
wide report which contains all of the aggregated
Held annually, the CSS asks the opinions of local results, analysis and data. Moreover, with 21 years of
people about the place they live, work and play and results, the CSS offers councils a long-term measure of
provides confidence for councils in their efforts how they are performing – essential for councils that
and abilities. work over the long term to provide valuable services
and infrastructure to their communities.
Now in its twenty-first year, this survey provides insight
into the community’s views on: Participation in the State-wide Local Government
Community Satisfaction Survey is optional.
• councils’ overall performance with benchmarking Participating councils have various choices as to the
against State-wide and council group results content of the questionnaire and the sample size to be
• community consultation and engagement surveyed, depending on their individual strategic,
financial and other considerations.
• advocacy and lobbying on behalf of the community
• customer service, local infrastructure, facilities and
• overall council direction.
When coupled with previous data, the survey provides
a reliable historical source of the community’s views
since 1998. A selection of results from the last nine
years shows that councils in Victoria continue to
provide services that meet the public’s expectations.
3
Key findings and
recommendations
4
Yarriambiack Shire Council – at a glance
Overall council performance

Results shown are index scores out of 100.
Council performance compared to
State-wide and group averages
Areas where Council Areas where Council

performance is significantly performance is significantly
higher lower
Community decisions Sealed local roads
State-wide average
Yarriambiack 56
Compared to
Lobbying
Consultation &
engagement
Community decisions Sealed local roads

group average
Compared to
State-wide 58
Lobbying
Consultation &
engagement
Small Rural 56
5
Summary of core measures

Index scores
Overall Community Lobbying Making Sealed Customer Overall

performance consultation community local service council
decisions roads direction
72 72 72 73
70 70 71
69 68
67
66 65
63 63 62 63
61 64 65 61 62
63 60
59 60 59
64 59 60 61 58
61 58
60 58
58 59 59 56
57
55 55 55 55
52 53
50
47
38 38 42
40
38
35
2012 2013 2014 2015 2016 2017 2018 2019 2020

6
Summary of core measures
Core measures summary results (%)
Overall performance 6 35 37 14 6 1
Community consultation 9 38 29 14 5 7
Lobbying 7 32 30 12 3 15
Making community decisions 9 31 40 7 5 8
Sealed local roads 5 19 27 22 24 2
Customer service 33 40 18 4 6 1
Very good Good Average Poor Very poor Can't say
Overall Council Direction 24 54 18 4
Improved Stayed the same Deteriorated Can't say
7
Summary of Yarriambiack Shire Council performance
Small
Yarriambiack Yarriambiack State-wide Highest Lowest
Services Rural
2020 2019 2020 score score
2020
Aged 50-64
Overall performance 56 62 56 58 Aged 65+ years
years
Aged 50-64
Overall council direction 53 55 50 51 Aged 65+ years
years
Warracknabeal Dunmunkle
Customer service 73 72 70 70
residents residents
Consultation & Hopetoun Aged 50-64

59 63 54 55
engagement residents years
Aged 65+ years

Aged 50-64
Lobbying 58 58 52 53 Hopetoun
years
residents
Aged 50-64
Community decisions 58 63 53 53 Aged 65+ years
years
Aged 50-64
Sealed local roads 40 42 51 54 Aged 65+ years
years
Significantly higher / lower than Yarriambiack Shire Council 2020 result at the 95% confidence interval. 8
Please see Appendix A for explanation of significant differences and index scores.
Focus areas for the next 12 months
Council’s rated performance on most service areas evaluated has declined in the past 12
months, some significantly so. This is likely to have contributed to the greatest shift in
Council’s overall performance rating to date, a significant six-point decline from 2019.
Overview
Despite this, Council is rated in line with both the Small Rural and State-wide Council
averages. Council has the capacity to improve upon this result, evidenced by its ability to
recover from the only other significant decline in overall performance, recorded in 2016.
Community decisions and consultation and engagement are areas that may warrant some
extra attention in the coming 12 months. Performance ratings in these service areas are at
their lowest level recorded having declined significantly over the past 12 months. Council
Focus areas
can be viewed more positively here, as evidenced by higher ratings in previous years. In
addition, residents aged 50 to 64 years are consistently the most critical of Council’s
performance, and so particular attention should be paid to interactions with this cohort.
Positively, in most service areas evaluated, Council is rated significantly higher than or in
Comparison to state line with the Small Rural group and State-wide average. The exception to this is sealed
and area grouping local roads, where Council is rated significantly lower than the Small Rural group and
State-wide council averages.
Council is encouraged to strengthen the gains it has made in the area of sealed roads.
Consolidate gains Council’s result this year marks the consolidation of an upward trend and thus reflective of
over time Council’s ability to strengthen its year on year improvements. Council should also look to
maintain and build upon its improved performance in customer service.
9
DETAILED
FINDINGS
10
Overall
performance
11
Overall performance
The overall performance index score of 56 for Yarriambiack
Shire Council represents a significant six-point decline on Overall performance
the 2019 result, the most significant change in overall Results shown are index scores out of 100.
perceptions recorded. This decline takes the overall

performance rating to its lowest level recorded.
Yarriambiack Shire Council’s overall performance is rated in
line with both the Small Rural group and State-wide Yarriambiack
averages for councils (index scores of 56 and 58 56
respectively).
• Perceptions among almost all demographic and
geographic cohorts have declined significantly over the
past 12 months.
• With an index score of 58, residents aged 65 years and
State-wide
over are the most positive in their views of Council's 58 Small Rural
overall performance – albeit the rating is not significantly 56
different to the Council average. As for many other
cohorts, this is their lowest rating of overall performance
to date.
• Perceptions among those aged 50 to 64 years are the
 Aged 65+ years rate overall
lowest of all cohorts (index score of 51). performance highest (58)
Just over twice as many residents rate Yarriambiack Shire  Aged 50-64 years rate overall
Council’s overall performance as ‘very good’ or ‘good’ performance lowest (51)
(41%) as those who rate it as ‘very poor’ or ‘poor’ (20%). A
further 37% sit mid-scale, rating Council’s overall
performance as ‘average’.
12
Overall performance
2020 overall performance (index scores)
2019 2018 2017 2016 2015 2014 2013 2012
65+ 58 66 67 62 62 66 67 69 62
State-wide 58 60 59 59 59 60 61 60 60
Warracknabeal 57 63 61 60 56 61 65 n/a 62
Women 57 64 62 58 60 64 64 65 61
35-49 57 59 56 58 53 59 60 60 59
Small Rural 56 58 56 58 57 59 n/a n/a n/a
Hopetoun 56 60 64 61 61 66 65 n/a 64
Yarriambiack 56 62 62 60 59 63 65 64 61
Men 54 60 62 61 57 62 66 63 62
18-34 54 63 63 61 58 65 71 66 66
Dunmunkle 54 62 61 59 61 63 64 n/a 58
50-64 51 55 58 58 59 59 62 60 59
Q3. ON BALANCE, for the last twelve months, how do you feel about the performance of Yarriambiack Shire Council, not just on one or two
issues, BUT OVERALL across all responsibility areas? Has it been very good, good, average, poor or very poor?
Base: All respondents. Councils asked state-wide: 62 Councils asked group: 18 13
Note: Please see Appendix A for explanation of significant differences.
Overall performance
2020 overall performance (%)
2020 Yarriambiack 6 35 37 14 6 1
2019 Yarriambiack 11 37 38 9 2 2
2018 Yarriambiack 9 43 37 7 3 2
2017 Yarriambiack 10 38 36 11 4 1
2016 Yarriambiack 8 36 40 10 3 3
2015 Yarriambiack 9 47 34 8 21
2014 Yarriambiack 13 46 28 7 3 2
2013 Yarriambiack 16 37 38 7 3 1
2012 Yarriambiack 10 41 35 8 4 2
State-wide 9 37 36 11 6 1
Small Rural 8 34 37 13 7 1
Hopetoun 7 33 37 17 4 3
Warracknabeal 8 34 40 12 5
Dunmunkle 3 40 34 14 9 1
Men 7 35 32 21 5
Women 5 36 42 7 6 2
18-34 7 37 33 13 10
35-49 8 34 36 15 5 3
50-64 6 25 42 19 8 1
65+ 6 40 37 12 4 1
Q3. ON BALANCE, for the last twelve months, how do you feel about the performance of Yarriambiack Shire Council, not just on one or two
issues, BUT OVERALL across all responsibility areas? Has it been very good, good, average, poor or very poor? 14
Base: All respondents. Councils asked state-wide: 62 Councils asked group: 18
Higher performing service areas
Consultation and engagement (index score of 59) is the

area where Council performed best in 2020, despite
suffering a significant four-point decline on the 2019 result.
• Rated performance in this area is now at its lowest point
to date.
• Contributing to this change are significant declines in
perceptions among women, Dunmunkle residents and
those aged 50 to 64 years.
• While Council’s rated performance is relatively lower this
year compared to other years, it is still significantly higher
than the Small Rural and State-wide group averages (54
and 55 respectively).
Lobbying is Council’s next equal highest rated service area
(index score of 58, unchanged from last year). Rated
performance in this area has remained steady over recent
years, although ratings have never fully recovered from two
years of consecutive significant declines (2015 and 2016). Consultation and engagement (index
score of 59) is the area where Council
• Here again, Council performs significantly higher than performed best in 2020, noting that
the Small Rural and State-wide group averages (index performance has decreased by four
scores of 52 and 53 respectively) in this service area. index points since 2019.
• Perceptions among residents aged 18 to 34 years are
among the most positive this year, improving significantly
in the last 12 months (index score of 59, up 12 points).
Ratings among this group have rebounded strongly,
having suffered a significant decline the previous year.
15
Lower performing service areas

Although achieving the same rating for lobbying,
Council’s performance in community decisions (also with
an index score of 58) marks a significant five-point
decline on the 2019 result.
• Contributing to this are significant declines among five
of the nine demographic and geographic cohorts.
• This change takes community decisions perceptions
to its lowest level to date, after several years of
stability and incremental improvements following the
significant decline of 2016.
• It is important to note that, on this measure, Council
still performs significantly higher than the Small Rural
and State-wide group averages.
Council is rated lowest in the service area of sealed
roads (index score of 40, down two-points from 2019).
• This is the only service area where Council performs
significantly lower than both the Small Rural and
Council rates lowest – relative to its State-wide averages.
performance in other areas – in the
areas of sealed local roads (index score • Despite this, 2020 and 2019 have seen Council’s
of 40). highest recorded ratings in this area, showing signs of
improvement and consolidating an upward trend
apparent since 2016.
For both of these service areas, residents aged 50 to 64
years rate performance significantly lower compared to
the Council average.
16
Individual service area performance
2020 individual service area performance (index scores)
2019 2018 2017 2016 2015 2014 2013 2012
Consultation & engagement 59 63 62 60 60 63 67 66 63
Community decisions 58 63 61 61 59 63 n/a n/a n/a
Lobbying 58 58 59 59 57 61 65 64 60
Sealed local roads 40 42 38 38 35 38 n/a n/a n/a
Q2. How has Council performed on [RESPONSIBILITY AREA] over the last 12 months?
Individual service area performance
2020 individual service area performance (%)
Consultation & engagement 9 38 29 14 5 7
Community decisions 9 31 40 7 5 8
Lobbying 7 32 30 12 3 15
Sealed local roads 5 19 27 22 24 2
Q2. How has Council performed on [RESPONSIBILITY AREA] over the last 12 months? 18
Customer
service
19
Contact with council and customer service
Contact with council Customer service

More than three in five Council residents (62%) have Council’s customer service index score of 73
had contact with Council in the last 12 months. represents a one-point improvement on the 2019
• Residents aged 35 to 49 years (82%) have result. Council has maintained peak performance in
significantly more contact with Council than average. this area for two years in a row. This year marks the
Conversely, residents aged 65 years and over have highest customer service rating to date.
significantly less contact with Council (50%). • Customer service is rated in line with the State-wide
• Rate of contact among 18 to 34 year olds (70%, up and Small Rural group averages (both with index
17% points) has significantly increased in the last 12 scores of 70).
months. • Perceptions of customer service are most positive
among residents of Warracknabeal (index score of
76) and Hopetoun (75). In contrast, perceptions are
least positive among residents of Dunmunkle (66).
However, these differences are not significant when
compared to the Council average.
• There are also no significant differences across the
demographic cohorts compared to last year.
Among those residents who have had

contact with Council, 73% provide a
positive customer service rating of
‘very good’ or ‘good’, including 33%
of residents who rate Council’s
customer service as ‘very good’.
20
Contact with council
2020 contact with council (%)

Have had contact
63 62
61 61
58 59
57
55
50
2012 2013 2014 2015 2016 2017 2018 2019 2020
Q5. Over the last 12 months, have you or any member of your household had any contact with Yarriambiack Shire
Council? This may have been in person, in writing, by telephone conversation, by text message, by email or via their
website or social media such as Facebook or Twitter? 21
Contact with council
2020 contact with council (%)
2019 2018 2017 2016 2015 2014 2013 2012
35-49 82p 72 66 81 69 67 66 66 69
18-34 70 53 60 55 44 45 49 63 57
Men 64 56 65 65 47 60 56 57 64
State-wide 63 61 61 58 58 60 61 60 61
Hopetoun 63 58 57 60 45 56 54 n/a 57
Yarriambiack 62 59 61 63 50 58 55 57 61
50-64 62 66 67 63 50 60 59 54 58
Women 60 61 57 61 53 55 54 57 59
Dunmunkle 55 55 64 61 57 54 54 n/a 64
65+ 50q 51 54 56 41 56 47 50 62
Q5. Over the last 12 months, have you or any member of your household had any contact with Yarriambiack Shire Council?
This may have been in person, in writing, by telephone conversation, by text message, by email or via their website or social
media such as Facebook or Twitter?
Customer service rating
2020 customer service rating (index scores)
2019 2018 2017 2016 2015 2014 2013 2012
Hopetoun 75 69 75 69 67 73 68 n/a 74
65+ 74 74 76 74 71 74 72 74 69
Men 73 71 70 73 69 72 72 67 70
35-49 73 72 70 75 67 69 67 70 68
Yarriambiack 73 72 71 72 68 72 70 70 69
18-34 73 81 67 67 50 67 71 61 73
Women 72 73 72 70 66 73 68 74 68
State-wide 70 71 70 69 69 70 72 71 71
50-64 69 64 70 68 74 76 71 74 68
Dunmunkle 66 71 68 68 73 76 69 n/a 74
Q5c. Thinking of the most recent contact, how would you rate Yarriambiack Shire Council for customer service?
Please keep in mind we do not mean the actual outcome but rather the actual service that was received.
Base: All respondents who have had contact with Council in the last 12 months.
Councils asked state-wide: 62 Councils asked group: 18 23
Customer service rating
2020 Customer service rating (%)
2020 Yarriambiack 33 40 18 4 6 1
2017 Yarriambiack 31 38 19 7 3 2
2016 Yarriambiack 28 36 18 8 7 3
2015 Yarriambiack 28 43 19 8 21
2014 Yarriambiack 32 36 19 5 7 1
2013 Yarriambiack 28 41 18 10 3
2012 Yarriambiack 26 42 20 6 6 1
State-wide 31 36 17 7 6 1
Small Rural 31 37 18 7 7 1
Hopetoun 33 47 9 2 7 2
Warracknabeal 40 29 26 3 1
Dunmunkle 22 46 16 6 10
Men 35 41 14 1 8 1
Women 30 39 22 6 3 1
18-34 33 43 10 10 5
35-49 29 44 22 5
50-64 36 30 16 3 12 2
65+ 33 40 20 3 3 1
Q5c. Thinking of the most recent contact, how would you rate Yarriambiack Shire Council for customer service? Please
keep in mind we do not mean the actual outcome but rather the actual service that was received.
Base: All respondents who have had contact with Council in the last 12 months. 24
Councils asked state-wide: 62 Councils asked group: 18
Council direction
25
Council direction
Perceptions of Council’s overall direction have declined

by two points to an index score of 53, having been able
to maintain most of the significant gains made the
previous year. This is the first time in several years that
Council’s overall direction index has not significantly
changed.
Over the last 12 months, 54% of residents believe the
direction of Council’s overall performance has stayed
the same, down 13 points on 2019. This change can
largely be attributed to shifting proportions who view
Council’s direction as improving or deteriorating.
• 24% believe the direction of Council has improved
in the last 12 months (up four points from 2019).
• The proportion of residents who believe Council’s
direction has deteriorated has increased to 18%, up
eight points on 2019.
• The most satisfied with council direction are those
aged 65 years and over.
• The least satisfied with council direction are those
aged 50 to 64 years and those aged 35 to 49
years.
26
Overall council direction last 12 months
2020 overall direction (index scores)
2019 2018 2017 2016 2015 2014 2013 2012
65+ 58 58 55 59 54 53 56 65 58
18-34 53 61 48 57 42 60 59 55 57
Hopetoun 53 52 52 58 49 56 56 n/a 59
Men 53 54 49 54 45 49 57 56 55
Yarriambiack 53 55 50 55 47 52 55 58 55
Women 53 56 50 57 50 54 53 59 55
Dunmunkle 52 59 50 54 50 52 51 n/a 54
State-wide 51 53 52 53 51 53 53 53 52
35-49 47 49 44 50 38 45 53 52 51
50-64 45 50 48 54 48 49 53 56 54
Q6. Over the last 12 months, what is your view of the direction of Yarriambiack Shire Council’s overall performance?
Overall council direction last 12 months
2020 overall council direction (%)
2020 Yarriambiack 24 54 18 4
State-wide 18 61 16 5
Small Rural 19 58 19 4
Hopetoun 25 52 19 3
Warracknabeal 25 53 19 3
Dunmunkle 20 57 16 7
Men 24 55 19 2
Women 23 53 18 6
18-34 27 53 20
35-49 22 49 27 2
50-64 17 50 26 8
65+ 26 58 11 6
Improved Stayed the same Deteriorated Can't say
Q6. Over the last 12 months, what is your view of the direction of Yarriambiack Shire Council’s overall performance? 28
Individual service
areas
29
Community consultation and engagement performance
2020 consultation and engagement performance (index scores)
2019 2018 2017 2016 2015 2014 2013 2012
Hopetoun 63 65 65 61 62 67 66 n/a 65
65+ 62 67 67 62 64 67 67 71 65
Men 59 61 62 60 58 61 68 63 63
Yarriambiack 59 63 62 60 60 63 67 66 63
18-34 59 63 61 62 54 62 75 64 68
Women 58 65 62 60 61 64 66 68 62
Dunmunkle 57 64 62 58 64 63 68 n/a 62
35-49 57 56 56 55 55 59 65 63 62
State-wide 55q 56 55 55 54 56 57 57 57
Small Rural 54q 56 54 55 55 56 n/a n/a n/a
50-64 53 61 60 59 60 60 64 63 58
Q2. How has Council performed on ‘Community consultation and engagement’ over the last 12 months?
Community consultation and engagement performance
2020 consultation and engagement performance (%)
2020 Yarriambiack 9 38 29 14 5 7
2019 Yarriambiack 13 35 30 11 2 9
2018 Yarriambiack 10 44 26 9 5 6
2017 Yarriambiack 10 38 25 13 5 9
2016 Yarriambiack 10 34 34 9 5 8
2015 Yarriambiack 12 39 27 9 3 10
2014 Yarriambiack 14 48 22 6 3 7
2013 Yarriambiack 14 40 31 6 2 6
2012 Yarriambiack 13 38 32 9 3 4
State-wide 8 30 32 15 7 8
Small Rural 9 30 31 16 8 6
Hopetoun 9 49 22 12 4 5
Warracknabeal 9 30 34 14 5 7
Dunmunkle 8 36 30 14 5 8
Men 9 41 27 13 5 6
Women 9 35 31 14 4 7
18-34 7 40 33 13 3 3
35-49 8 35 27 18 4 7
50-64 6 28 36 16 7 6
65+ 11 42 24 11 4 8
Q2. How has Council performed on ‘Community consultation and engagement’ over the last 12 months? 31
Lobbying on behalf of the community performance
2020 lobbying performance (index scores)
2019 2018 2017 2016 2015 2014 2013 2012
65+ 60 64 62 61 60 65 65 70 62
Hopetoun 60 57 65 60 59 62 64 n/a 61
18-34 59 47 63 61 53 60 71 64 63
Men 59 56 58 62 54 61 65 63 60
Yarriambiack 58 58 59 59 57 61 65 64 60
35-49 57 54 51 58 53 58 64 63 60
Women 57 59 60 57 59 62 65 65 60
Dunmunkle 56 60 56 56 58 60 63 n/a 58
50-64 54 59 58 58 58 59 62 59 56
State-wide 53q 54 54 54 53 55 56 55 55
Q2. How has Council performed on ‘Lobbying on behalf of the community’ over the last 12 months?
Lobbying on behalf of the community performance
2020 lobbying performance (%)
2020 Yarriambiack 7 32 30 12 3 15
2019 Yarriambiack 8 29 31 13 3 16
2018 Yarriambiack 7 32 33 10 3 16
2017 Yarriambiack 8 34 26 9 5 18
2016 Yarriambiack 6 31 29 11 5 18
2015 Yarriambiack 8 33 33 9 1 16
2014 Yarriambiack 12 41 27 7 3 11
2013 Yarriambiack 11 36 33 5 2 12
2012 Yarriambiack 9 36 32 10 4 8
State-wide 6 24 32 13 6 19
Small Rural 6 25 31 15 7 17
Hopetoun 9 33 27 13 3 15
Dunmunkle 5 31 29 14 4 17
Men 8 34 30 10 4 15
Women 7 31 31 15 3 14
18-34 10 33 37 17 3
35-49 7 31 31 16 3 12
50-64 5 28 33 14 5 15
65+ 7 34 26 8 4 21
Q2. How has Council performed on ‘Lobbying on behalf of the community’ over the last 12 months? 33
Decisions made in the interest of the community

performance
2020 community decisions made performance (index scores)
2019 2018 2017 2016 2015 2014 2013 2012
65+ 62 68 66 64 63 65 n/a n/a n/a
Hopetoun 61 60 64 64 60 69 n/a n/a n/a
18-34 61 64 55 59 58 64 n/a n/a n/a
Women 59 66 61 60 60 63 n/a n/a n/a
Yarriambiack 58 63 61 61 59 63 n/a n/a n/a
Men 58 60 62 61 58 63 n/a n/a n/a
Warracknabeal 57 64 60 62 56 61 n/a n/a n/a
Dunmunkle 56 66 61 56 62 61 n/a n/a n/a
35-49 56 57 59 56 56 62 n/a n/a n/a
State-wide 53q 55 54 54 54 55 57 n/a n/a
50-64 50q 60 61 61 58 59 n/a n/a n/a
Q2. How has Council performed on ‘Decisions made in the interest of the community’ over the last 12 months?
Decisions made in the interest of the community

performance
2020 community decisions made performance (%)
2020 Yarriambiack 9 31 40 7 5 8
2019 Yarriambiack 9 44 31 8 2 7
2018 Yarriambiack 9 41 31 8 4 7
2017 Yarriambiack 9 40 30 10 4 8
2016 Yarriambiack 9 35 32 11 5 9
2015 Yarriambiack 8 44 32 6 3 7
State-wide 7 29 33 14 8 9
Small Rural 7 29 33 15 9 7
Hopetoun 10 34 42 6 2 6
Dunmunkle 8 29 39 5 8 10
Men 9 30 39 7 6 8
Women 8 32 41 7 4 8
18-34 10 33 47 3 3 3
35-49 8 26 49 4 8 5
50-64 4 25 38 16 8 9
65+ 10 35 34 6 4 10
Q2. How has Council performed on ‘Decisions made in the interest of the community’ over the last 12 months? 35
The condition of sealed local roads in your area

performance
2020 sealed local roads performance (index scores)
2019 2018 2017 2016 2015 2014 2013 2012
State-wide 54p 56 53 53 54 55 55 n/a n/a
Small Rural 51p 53 49 50 52 52 n/a n/a n/a
65+ 44 51 43 42 42 46 n/a n/a n/a
Men 43 42 43 41 35 37 n/a n/a n/a
Dunmunkle 42 41 38 37 34 37 n/a n/a n/a
Hopetoun 42 42 40 43 40 46 n/a n/a n/a
35-49 40 31 35 32 29 26 n/a n/a n/a
Yarriambiack 40 42 38 38 35 38 n/a n/a n/a
18-34 37 38 37 32 29 33 n/a n/a n/a
Women 36 42 33 35 36 40 n/a n/a n/a
Warracknabeal 35 43 36 36 32 35 n/a n/a n/a
50-64 32q 38 34 40 35 40 n/a n/a n/a
Q2. How has Council performed on ‘The condition of sealed local roads in your area’ over the last 12 months?
The condition of sealed local roads in your area

performance
2020 sealed local roads performance (%)
2020 Yarriambiack 5 19 27 22 24 2
2019 Yarriambiack 6 21 29 22 21 1
2018 Yarriambiack 6 16 27 24 26 2
2017 Yarriambiack 5 18 26 26 25 1
2016 Yarriambiack 4 16 25 27 28 1
2015 Yarriambiack 3 17 32 25 21 1
State-wide 11 32 28 16 11 1
Small Rural 8 30 31 17 13 2
Hopetoun 9 20 24 19 26 2
Dunmunkle 6 22 29 18 22 3
Men 6 22 28 23 19 2
Women 4 17 26 21 30 3
18-34 7 20 20 23 30
35-49 6 20 25 25 25
50-64 2 13 21 31 29 4
65+ 5 21 34 17 19 4
Q2. How has Council performed on ‘The condition of sealed local roads in your area’ over the last 12 months? 37
Detailed
demographics
38
Gender and age profile
2020 gender
Yarriambiack Small Rural State-wide
Women Men Women Men Women Men

49% 51% 50% 50% 51% 49%
2020 age
Yarriambiack Small Rural State-wide
6% 4% 6%
12% 14%
32% 19%
44% 40%
18% 20%
23%
20% 22% 19%
18-24 25-34 35-49 50-64 65+ 18-24 25-34 35-49 50-64 65+ 18-24 25-34 35-49 50-64 65+
S3. [Record gender] / S4. To which of the following age groups do you belong?
Please note that for the reason of simplifying reporting, interlocking age and gender reporting has not been included in this report. Interlocking 39
age and gender analysis is still available in the dashboard and data tables provided alongside this report.
Appendix A:
Index scores,
margins of error
and significant
differences
40
Appendix A:
Index Scores
Index Scores
SCALE INDEX
% RESULT INDEX VALUE
Many questions ask respondents to rate council CATEGORIES FACTOR
performance on a five-point scale, for example, from
Very good 9% 100 9
‘very good’ to ‘very poor’, with ‘can’t say’ also a
possible response category. To facilitate ease of Good 40% 75 30
reporting and comparison of results over time, starting Average 37% 50 19
from the 2012 survey and measured against the state- Poor 9% 25 2
wide result and the council group, an ‘Index Score’ has
Very poor 4% 0 0
been calculated for such measures.
INDEX SCORE
Can’t say 1% --
The Index Score is calculated and represented as a 60
score out of 100 (on a 0 to 100 scale), with ‘can’t say’
responses excluded from the analysis. The ‘% SCALE INDEX
RESULT’ for each scale category is multiplied by the % RESULT INDEX VALUE
CATEGORIES FACTOR
‘INDEX FACTOR’. This produces an ‘INDEX VALUE’
Improved 36% 100 36
for each category, which are then summed to produce
the ‘INDEX SCORE’, equating to ‘60’ in the following Stayed the
40% 50 20
same
example.
Deteriorated 23% 0 0
Similarly, an Index Score has been calculated for the
INDEX SCORE
Core question ‘Performance direction in the last 12 Can’t say 1% --
56
months’, based on the following scale for each
performance measure category, with ‘Can’t say’
responses excluded from the calculation.
41
Appendix A:
Margins of error
The sample size for the 2020 State-wide Local Maximum
Actual
Government Community Satisfaction Survey for margin of error
survey Weighted
Demographic at 95%
Yarriambiack Shire Council was n=400. Unless sample base
confidence
size
otherwise noted, this is the total sample base for all interval
reported charts and tables.
Yarriambiack
400 400 +/-4.7
The maximum margin of error on a sample of Shire Council
approximately n=400 interviews is +/-4.7% at the 95% Men 183 203 +/-7.1
confidence level for results around 50%. Margins of Women 217 197 +/-6.5
error will be larger for any sub-samples. As an Hopetoun 126 129 +/-8.7
example, a result of 50% can be read confidently as Warracknabeal +/-8.1
142 145
falling midway in the range 45.3% - 54.7%.
Dunmunkle 132 125 +/-8.5
Maximum margins of error are listed in the table below,
18-34 years 30 74 +/-18.1
based on a population of 5,300 people aged 18 years
or over for Yarriambiack Shire Council, according to 35-49 years 45 72 +/-14.7
ABS estimates. 50-64 years 101 79 +/-9.7
65+ years 224 175 +/-6.4
42
Appendix A:
Significant difference reporting notation
Within tables and index score charts throughout this
report, statistically significant differences at the 95%
confidence level are represented by upward directing Overall Performance – Index Scores
green () and downward directing red arrows (). (example extract only)
Significance when noted indicates a significantly higher

or lower result for the analysis group in comparison to State-wide 67
the ‘Total’ result for the council for that survey question 18-34 66
for that year. Therefore in the example below:
Yarriambiack 60
•  The state-wide result is significantly higher than
the overall result for the council. Small Rural 58
•  The result among 50-64 year olds is significantly 35-49 57

lower than for the overall result for the council. 50-64 54
Further, results shown in green and red indicate 65+ 58
significantly higher or lower results than in 2019.
Therefore in the example below:
• The result among 35-49 year olds in the council is
significantly higher than the result achieved among
this group in 2019.
• The result among 18-34 year olds in the council is
significantly lower than the result achieved among
this group in 2019.
43
Appendix A:
Index score significant difference calculation
The test applied to the Indexes was an Independent All figures can be sourced from the detailed cross
Mean Test, as follows: tabulations.
Z Score = ($1 - $2) / Sqrt (($5^2 / $3) + ($6^2 / $4)) The test was applied at the 95% confidence interval, so
Where: if the Z Score was greater than +/- 1.954 the scores are
significantly different.
• $1 = Index Score 1
• $2 = Index Score 2
• $3 = unweighted sample count 1
• $4 = unweighted sample count 2
• $5 = standard deviation 1
• $6 = standard deviation 2
44
Appendix B:
Further project
information
45
Appendix B:
Further information
Further information about the report and explanations Contacts
about the State-wide Local Government Community
For further queries about the conduct and reporting of
Satisfaction Survey can be found in this section
the 2020 State-wide Local Government Community
including:
Satisfaction Survey, please contact JWS Research on
• Background and objectives
(03) 8685 8555 or via email:
• Analysis and reporting [email protected]
• Glossary of terms
Detailed survey tabulations
Detailed survey tabulations are available in supplied
Excel file.
46
Appendix B:
Survey methodology and sampling
The 2020 results are compared with previous years, as Any variation of +/-1% between individual results and
detailed below: net scores in this report or the detailed survey
• 2020, n=400 completed interviews, conducted in the period tabulations is due to rounding. In reporting, ‘—’ denotes
of 30th January – 22nd March. not mentioned and ‘0%’ denotes mentioned by less
• 2019, n=401 completed interviews, conducted in the period
than 1% of respondents. ‘Net’ scores refer to two or
of 1st February – 30th March. more response categories being combined into one
category for simplicity of reporting.
of 1st February – 30th March. This survey was conducted by Computer Assisted
• 2017, n=400 completed interviews, conducted in the period Telephone Interviewing (CATI) as a representative
of 1st February – 30th March. random probability survey of residents aged 18+ years
in Yarriambiack Shire Council.
of 1st February – 30th March. Survey sample matched to the demographic profile of
• 2015, n=400 completed interviews, conducted in the period Yarriambiack Shire Council as determined by the most
of 1st February – 30th March. recent ABS population estimates was purchased from
• 2014, n=400 completed interviews, conducted in the period an accredited supplier of publicly available phone
of 31st January – 11th March. records, including up to 60% mobile phone numbers to
cater to the diversity of residents within Yarriambiack
of 1st February – 24th March. Shire Council, particularly younger people.
• 2012, n=400 completed interviews, conducted in the period A total of n=400 completed interviews were achieved in
of 18th May – 30th June. Yarriambiack Shire Council. Survey fieldwork was
Minimum quotas of gender within age groups were conducted in the period of 30th January – 22nd March,
applied during the fieldwork phase. Post-survey 2020.
weighting was then conducted to ensure accurate
representation of the age and gender profile of the
Yarriambiack Shire Council area.
47
Appendix B:
Analysis and reporting
All participating councils are listed in the State-wide Wherever appropriate, results for Yarriambiack Shire
report published on the DELWP website. In 2020, 62 of Council for this 2020 State-wide Local Government
the 79 Councils throughout Victoria participated in this Community Satisfaction Survey have been compared
survey. For consistency of analysis and reporting against other participating councils in the Small Rural
across all projects, Local Government Victoria has group and on a state-wide basis. Please note that
aligned its presentation of data to use standard council council groupings changed for 2015, and as such
groupings. Accordingly, the council reports for the comparisons to council group results before that time
community satisfaction survey provide analysis using can not be made within the reported charts.
these standard council groupings. Please note that
councils participating across 2012-2020 vary slightly.
Council Groups
Yarriambiack Shire Council is classified as a Small
Rural council according to the following classification
list:
• Metropolitan, Interface, Regional Centres, Large
Rural & Small Rural.
Councils participating in the Small Rural group are:
• Alpine, Ararat, Benalla, Buloke, Central Goldfields,
Gannawarra, Hepburn, Hindmarsh, Indigo, Loddon,
Mansfield, Murrindindi, Northern Grampians,
Pyrenees, Queenscliffe, Strathbogie, West Wimmera
and Yarriambiack.
48
Appendix B:
2012 survey revision
The survey was revised in 2012. As a result: As such, the results of the 2012 State-wide Local
• The survey is now conducted as a representative Government Community Satisfaction Survey should be
random probability survey of residents aged 18 years considered as a benchmark. Please note that
or over in local councils, whereas previously it was comparisons should not be made with the State-wide
conducted as a ‘head of household’ survey. Local Government Community Satisfaction Survey
results from 2011 and prior due to the methodological
• As part of the change to a representative resident and sampling changes. Comparisons in the period
survey, results are now weighted post survey to the 2012-2020 have been made throughout this report as
known population distribution of Yarriambiack Shire appropriate.
Council according to the most recently available
Australian Bureau of Statistics population estimates,
whereas the results were previously not weighted.
• The service responsibility area performance
measures have changed significantly and the rating
scale used to assess performance has also
changed.
49
Appendix B:
Core, optional and tailored questions
Core, optional and tailored questions Reporting of results for these core questions can
Over and above necessary geographic and always be compared against other participating
demographic questions required to ensure sample councils in the council group and against all
representativeness, a base set of questions for the participating councils state-wide. Alternatively, some
2020 State-wide Local Government Community questions in the 2020 State-wide Local Government
Satisfaction Survey was designated as ‘Core’ and Community Satisfaction Survey were optional. Councils
therefore compulsory inclusions for all participating also had the ability to ask tailored questions specific
Councils. only to their council.
These core questions comprised:

• Overall performance last 12 months (Overall
performance)
• Lobbying on behalf of community (Advocacy)
• Community consultation and engagement
(Consultation)
• Decisions made in the interest of the community
(Making community decisions)
• Condition of sealed local roads (Sealed local roads)
• Contact in last 12 months (Contact)
• Rating of contact (Customer service)
• Overall council direction last 12 months (Council
direction)
50
Appendix B:
Analysis and reporting
Reporting
Every council that participated in the 2020 State-wide
Local Government Community Satisfaction Survey
receives a customised report. In addition, the State
government is supplied with this State-wide summary
report of the aggregate results of ‘Core’ and ‘Optional’
questions asked across all council areas surveyed,
which is available at:
http://www.delwp.vic.gov.au/local-
government/strengthening-councils/council-community-
satisfaction-survey.
Tailored questions commissioned by individual councils

are reported only to the commissioning council and not
otherwise shared unless by express written approval of
the commissioning council.
51
Appendix B:
Glossary of terms
Core questions: Compulsory inclusion questions for all Percentages: Also referred to as ‘detailed results’,
councils participating in the CSS. meaning the proportion of responses, expressed as a
CSS: 2020 Victorian Local Government Community percentage.
Satisfaction Survey. Sample: The number of completed interviews, e.g. for
Council group: One of five classified groups, a council or within a demographic sub-group.
comprising: metropolitan, interface, regional centres, Significantly higher / lower: The result described is
large rural and small rural. significantly higher or lower than the comparison result
Council group average: The average result for all based on a statistical significance test at the 95%
participating councils in the council group. confidence limit. If the result referenced is statistically
higher or lower then this will be specifically mentioned,
Highest / lowest: The result described is the highest or however not all significantly higher or lower results are
lowest result across a particular demographic sub- referenced in summary reporting.
group e.g. men, for the specific question being
reported. Reference to the result for a demographic Statewide average: The average result for all
sub-group being the highest or lowest does not imply participating councils in the State.
that it is significantly higher or lower, unless this is Tailored questions: Individual questions tailored by
specifically mentioned. and only reported to the commissioning council.
Index score: A score calculated and represented as a Weighting: Weighting factors are applied to the sample
score out of 100 (on a 0 to 100 scale). This score is for each council based on available age and gender
sometimes reported as a figure in brackets next to the proportions from ABS census information to ensure
category being described, e.g. men 50+ (60). reported results are proportionate to the actual
Optional questions: Questions which councils had an population of the council, rather than the achieved
option to include or not. survey sample.
52
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Agenda
12.18 Permit application to keep more than the allowed number

of animals (3 x dogs) - Prepared by Craig Byron
SUMMARY
Council received a Permit Application on the 23/04/2020 from Mitchell Daly to keep a 3rd
dog at his property at 27 Swann Street, Brim.
RECOMMENDATION:
That Council accepts the permit application which is inclusive of conditions and if the
conditions are breached the permit will be revoked.
ATTACHMENTS
Nil
DISCUSSION
On 18/050/20 the Local Laws Officer met with the applicant at his property at 27 Swann
Street, Brim and inspected his property. The property has a good sized backyard with high
fencing that can prevent the dogs from escaping. All 3 dogs have access to a couple of
sheds for protection from the weather. Currently the dogs are sleeping inside.
The applicant’s property is located on a corner block with two immediate neighbours. The
closest neighbour has not objected to the permit application.
All 3 dogs are quiet and getting older, The Border Collie and Greyhound are both around
12 years old.
The applicant has had to purchase a young Rottweiler to act as a guard dog, as he has
been having security issues and was advised by the local police to do so. The Local Laws
Officer found the Rottweiler to be quite friendly towards himself.
Council has not recorded any complaints about any of the applicant’s dogs.
The dogs are well cared for and much loved and the applicant has been quite transparent
in his reasons for wanting to keep a 3rd dog.
RELEVANT LAW
Yarriambiack General Local Law No.5 – Clause 412 – Limit to the number of animals to be
kept.
Not applicable
Not applicable
OPTIONS
Refuse the application for excess animals on the property.
Community Considerations:
Council has received one objection from a neighbour; with irrelevant objections to the
decision being considered by Council about keeping of excess animals

Agenda
Environmental Considerations
Possible excessive noise from barking.
Not applicable
RISK

Rating
Medium Major Lack of Robust systems Policy address vehicle

and processes to prevent purchasing, including
Fraud accessories, contributions,
fuel card usage and
reimbursement claims.
Medium Low Could potentially result in Complaints will be

increased complaints investigated. If conditions on
permit are breached, permit
will be revoked.

Not applicable

Agenda
12.19 Proposed Parish Boundary Change - Prepared by Nathan

McLean
SUMMARY
Council received correspondence from Matthew Webster from 161 Wathe Reserve Road
Patchewollock, proposing a town boundary change.
Council advertised the proposed changes as per the Geographic Guidelines with no
submissions received.
RECOMMENDATION:
That Council register the proposed change with Geographic Names.
ATTACHMENTS
Nil
DISCUSSION
Council received correspondence from Matthew Webster proposing a town boundary
change. Matthew and his family have recently moved to 161 Wathe Reserve Road
Patchewollock and have found the change of towns to be difficult for their mixed farming
operation.
Majority of the farm and previous address is within the Hopetoun boundary which now
they are being questioned about their locality, charged extra for freight on some occasions
and have had mail and parcels being sent to Patchewollock before being returned to their
Hopetoun PO Box.
Currently the primary house is only 200m from the current boundary and from there it is
29km to Patchewollock and 21km from Hopetoun. Hopetoun is where the children attend
school, kinder and day care and also where they do all of their shopping and participate in
sport.
To make it a great deal easier for the business operations Matthew would like to propose
to change the boundary of Hopetoun to include his block.
RELEVANT LAW
Local councils determine their locality names and boundaries in accordance with
the Naming rules for places in Victoria, Statutory requirements for naming roads, features
and localities - 2016
Not applicable
Council approved to follow due process of the Geographic guidelines and advertised the
proposed change in all relevant papers and social media platforms.
OPTIONS
Not Applicable
There are no sustainability implications.
Agenda
Council advertised the proposed change in all relevant papers and social media platforms
to reach and engage the community that would be most affected by the proposal.
RISK

Rating
Low Low Council allocates Council allocates the

resources to the proposal resources as it is an
process with the acceptable risk based on the
submission being submission received
declined by Geographic
Names

Council is following the Naming rules for places in Victoria, Statutory requirements for
naming roads, features and localities - 2016

Agenda
13. OTHER BUSINESS

13.1 Resignation under Section 35 1 (c) of Councillor Helen
Ballentine.
The Chief Executive Officer has received notice in writing from Councillor Helen Ballentine
of her intention to retire effective 24th June 2020 for personal reasons.
This will create an extraordinary vacancy under Section 258 of the Local Government Act
2020 and the Minister for Local Government and Victoria Electoral Commission will need
to be advised in writing of the vacancy within three business days.
It is recommended that the extraordinary vacancy not be filled as the General election is
within six months and the costs associated with filling an extraordinary vacancy would be
avoided without compromising the Hopetoun Ward representation for an extended period
of time.
14. CLOSED SESSION - Reports for Decision

Nil
15. Next Meeting
The next meeting of Council will be held on Wednesday, 22 July 2020 at 9:30am at
Warracknabeal.
CLOSE
___________________ Mayor


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AGENDA

Ordinary Meeting of Council

Continuous Improvement We drive continuous and sustainable improvement in service

AGENDA Ordinary Meeting of Council

AGENDA Ordinary Meeting of Council

12.11 Recommendation to Lease Lot 40 at Woomelang, Cronomby Tanks - Prepared

AGENDA Ordinary Meeting of Council

2. ACKNOWLEDGEMENT & PRAYER

Acknowledging Traditional Owners

4. APOLOGIES OR REQUEST FOR LEAVE OF ABSENCE

13.1 Finance Report

The Capital Works Program 2019/2020 May 2020 be received. CARRIED

13.5 Proposed Annual Budget 2020/2021

AGENDA Ordinary Meeting of Council

13.10 Rating and Revenue Strategy 2017-2021 and Supporting Policy

AGENDA Ordinary Meeting of Council

13.18 Application for Funding 3 year old Kindergarten Program

AGENDA Ordinary Meeting of Council

Minutes of the Closed Council Meeting of 27 May 2020

15.1 Contract No C265-2020 Provision for Internal Audit Services

AGENDA Ordinary Meeting of Council

6. DECLARATION OF CONFLICT OF INTEREST

a) Direct and indirect Interests

Councillors are also encouraged to declare circumstances where there may be a

AGENDA Ordinary Meeting of Council

Council Recommendation Action Action Taken

AGENDA Ordinary Meeting of Council

10. SPECIAL COMMITTEES

10.1 Audit and Risk Committee

WELCOME – Welcome by James Gregson, Chairperson.

AGENDA Ordinary Meeting of Council

• Post COVID recovery funding opportunities available for Council – choosing

AGENDA Ordinary Meeting of Council

12) AUDIT RECOMMENDATION ACTIONS

AGENDA Ordinary Meeting of Council

10.2 Woomelang Retirement Units General Meeting Minutes

Woomelang Retirement Units

Minutes from previous meeting – As tabled

Business arising form minutes –

• Unit 5 curtains have been completed -Thelma is very pleased.

• Consumer Affairs report completed

• OT Report -Elysia Preston from Rural North West Health

WOOMELANG RETIREMENT UNITS MANAGEMENT

Opening balance $44,277.92

Rent - Unit 1 $4,000.00 Water Rates $2,500.95

Rent - Unit 2 $3,900.06 Bruce Heard - Maintenance $355.85

Rent - Unit 3 $3,800.00 Bruce Heard - Gardening $874.00

Rent - Unit 4 $3,900.06 Unit 5 - new lace curtains $1,181.00

Rent - Unit 5 $3,600.00 Unit 2 - unblock & repair sewer $837.50

Unit 1 - new tap & tap washers $265.10

Other repairs & maintenance $11.00

Tfr to T/Dep 5004 6984 $25,000.00

Closing balance 31/5/20 $32,452.64

* It should be noted that the YSC assisted with

cost of this work by paying Col Durie

Term Deposit (mat $67,837.50 accounts totalling $1,282.05

WOOMELANG RETIREMENT UNITS COMMITTEE

Opening balance $1,684.49