2017-2021 Year 3 - ARARAT · discovery of gold in 1857 started a small gold rush and the establishment of a township. Moyston is also the birthplace of Australian Rules Football

2017-2021Year 3

3 Message from the Mayor and Councillors4 Municipal Snapshot 5 Town and Rural District Names5 Acknowledgement of Country6 Our Municipality7 Our Councillors8 Message from the Chief Executive Officer9 Our Organisation10 Our Planning Framework11 Our Vision, Mission and Values12 Our Pillars13 Strategic Objectives/Strategies - Our Community 14 Strategic Objectives/Strategies - Our Lifestyle15 Strategic Objectives/Strategies - Our Economy16 Strategic Objectives/Strategies - Our Environment17 Strategic Objectives/Strategies - Our Organisation18 2019/2020 Priorities Action Plan22 Strategic Resource Plan23 Comprehensive Income Statement24 Balance Sheet25 Statement of Changes in Equity 26 Statement of Cash Flows27 Statement of Capital Works28 Statement of Human Resources29 Financial Performance Indicators31 Funding Sources33 Summary of Capital Works

CONTENT

3ARARAT RURAL CITY COUNCIL PLAN

MESSAGE FROM THE MAYOR & COUNCILLORS

It is with great pleasure I present the reviewed and updated Ararat Rural City Council Council Plan 2017-2021. Thank you for picking up a copy and reading through – after all, this plan is for you.

The Council Plan is one of the most important documents a council develops – it is the foundation for everything we will strive to achieve over the four years of the plan and provides a solid framework to work towards as we conduct our day-to-day business. Ararat Rural City Council is committed to serving its community and the Council Plan outlines how we will do that to the best of our abilities.

After a challenging few years, Ararat Rural City wanted its new Council Plan to look to the future, providing a way forward to ensure our community is confident we can provide the very best services possible.

I strongly believe the Council has built a document that will serve us and our residents very well for the next three years.

Council has undertaken extensive community engagement around the Council Plan, ensuring we hear as many voices as possible before developing the actions and projects outlined here. The Council

Plan is also built on a strategic direction that aims to ensure the community is at the forefront of everything we do, whether it is grading a road, providing Meals on Wheels, setting your rates or building a new community facility.

Some of the new initiatives highlighted in the Council plan include:

• Develop township strategies for Willaura and Elmhurst.

• Seek sector partnership for the redevelopment of the McDonald Centre.

• Completion of the Active Links Project (Alexandra Oval and Skate Park lighting).

• Hold a cultural festival in 2019/2020.

• Advocate for Ararat Regional Park Mountain Bike Track.

Notable achievements from our Council Plan include:

• The completion and re-opening of the Ararat Arts Precinct redevelopment.

• Construction of the Ararat Men’s Shed.

• The construction of irrigation systems at Ararat’s Gordon Street Oval, the Pomonal Recreation Reserve and Lake Bolac Recreation Reserve.

• Funding received for the Ararat on the Move and Active Links Projects (Alexandra Active Corridor)

• Tatyoon Rec Reserve Change Rooms.

• Willaura Hall Redevelopment.

Once again, thank you for taking the time to read the Ararat Rural City Council Plan 2017-2021. We look forward to providing you and all our residents with the high-quality projects and services you deserve.

Cr Peter BealesMayor

Number of Councillors 7

Rate and charge revenue $16.629 (2017/18 actual)

Total Revenue $32.848m (2017/18 actual)

Length of sealed local roads 764kms

Length of unsealed local roads 1,660kms

Ararat Rural City Council is an un-subdivided municipality for electoral purposes.

MUNICIPAL SNAPSHOT

POPULATION 11,723

AREA 4,230 SQUARE

KILOMETRES

NUMBER OF EMPLOYEES

128 EFT

RATEABLE PROPERTIES

7,103

4


WILLAURA

322 ELMHURST

STREATHAM

MOYSTON

POMONAL

TATYOON

WICKLIFFELAKE BOLAC

ARMSTRONGMT COLE

WARRAK

BUANGOR

MAROONA

MININERA

WESTMERE

ARARAT

ARARAT RURAL CITY TOWN & RURAL DISTRICT NAMES

ACKNOWLEDGEMENT OF COUNTRYCouncil acknowledges the traditional owners of the land on which we meet, and pay our respects to their elders, past, present and emerging.

ARARAT RURAL CITY COUNCIL PLAN6

OUR MUNICIPALITYARARAT - located at the foothills of the Grampians and surrounded by picturesque grazing country, Ararat is the centrepiece in a region of tranquil and inspiring national attractions, including the Grampians National Park, Mount Langi Ghiran, Mount Cole, Mount Buangor, Ararat Hills Regional Park and the Pyrenees Ranges.

Ararat is also in the Grampians Wine Region, a historic and expanding wine district renowned for high quality wines and scenic vineyards.

ARMSTRONG - located on the Western Highway north of Ararat, it began as a gold-mining settlement with a Post Office in 1859.

BUANGOR - a small town on the Western Highway nestled between Mount Buangor, Mount Cole and Mount Langi Ghiran 20km west of Beaufort on the bank of the Billy Billy Creek. The Buangor name is Aboriginal for ‘Pointed Hill’, a reference to Mt Buangor.

CATHCART was the site of the earliest gold discovery (1854) in the Ararat district, and it has also been known as Old Ararat.

ELMHURST - a small village between Ararat and Avoca on the Pyrenees Highway. Elmhurst is situated at the centre of a diverse agricultural region on the upper reaches of the Wimmera River, bounded by the Pyrenees Ranges and the southern end of the Great Dividing Range.

LAKE BOLAC - a historical settlement some 30 minutes drive south of Ararat. An important service centre for the surrounding farms, the township is also an attraction in its own right. The Lake is 27 kilometres around the foreshore and covers 1460 hectares, and is popular for boating, fishing and sailing.

MAROONA was the name of an early pastoral property, and it is thought that the name was derived from an Aboriginal word describing pine-like trees.

MOYSTON - a small village, only a 15-minute drive from Ararat near the Grampians mountain range. The discovery of gold in 1857 started a small gold rush and the establishment of a township. Moyston is also the birthplace of Australian Rules Football.

POMONAL - a picturesque village set against the dramatic backdrop of the Grampians National Park, and is a 36 kilometres drive north-west of Ararat. Pomonal’s hallmark is its spectacular variety of wildflowers, with a Native Flower Show held annually in spring.

ROSSBRIDGE - established on the Ararat to coast road in the 1860s, the town gained its name from Ross's Bridge at the crossing of the Hopkins River.

STREATHAM, MININERA & WESTMERE - small communities situated in the south eastern portion of the Ararat Rural City. These 3 townships are close communities.

The communities of Streatham, Mininera and Westmere are situated within 10 kms of each other, their answer to the declining population has been to work together to maintain resources valuable to the district as a whole.

TATYOON - essentially a centre for farmers and their families, offering community and sporting facilities. The majority of residents are involved in primary production.

WARRAK/MT COLE - set in a beautiful valley, with a mountain backdrop and offers the feeling of peace in a quiet country atmosphere. It is a predominantly agricultural community.

WILLAURA – located 34 kilometres south of Ararat on the southern edge of the Grampians National Park. Willaura is supported by the local farming industry, which is mainly involved in wool and cropping.

WICKLIFFE is surrounded by agricultural land and has a strong farming community. The township is home to a mix of residents who are attracted to the area for that “quieter” lifestyle.

OUR

COUNCILLORS

MayorCr Peter Beales 0437 118 [email protected]

Deputy MayorCr Jo Armstrong 0437 132 [email protected]

Cr Gwenda Allgood 0458 583 [email protected]

Cr Bill Braithwaite0448 782 539 [email protected]

Cr Fay Hull0448 043 [email protected]

Cr Frank Deutsch0436 439 [email protected]

Cr David Pettman 0453 148 [email protected]

7


MESSAGE

FROM THE CEO

Thank you for reading the Ararat Rural City Council Plan 2017-2021. We are very pleased to present this document to the community.

As an organisation, Ararat Rural City Council is committed to ensuring the Council Plan is a living document that we as Council employees use to guide everything we do for our community.

8

The Council Plan provides the organisation with a planning framework to ensure the services we provide are delivered with a strategic purpose and offer the best possible value to the community.

This plan identifies Council’s priorities over the four-year period and defines its key strategic responses, setting our future direction and detailing how we will allocate resources – both financial and non-financial – to deliver the Council Plan and all Council services through to 2021. We also identify the key actions we will undertake during 2019/2020 to ensure Council’s strategic aims are achieved.

As Chief Executive Officer, I am committed to ensuring our organisation listens to the community, and this plan will help us do that by engaging with you better. We will build an organisation that seeks to deliver for the community, improve its public image and get things done. Since starting with Council in October 2018, I have sought to implement a structure for our organisation which aligns us to better deliver on these promises. The new structure has less layers of management, engages more staff in ‘community facing’ roles and delivers a dividend to the Council Budget.

The Council Plan seeks to ensure our available resources are used in the most effective way possible to provide quality services, deliver them in a cost-effective manner and match our commitments to the community.

It has been a pleasure leading Ararat Rural City Council since October 2018 and I look forward to continuing to build a strong, responsive organisation focussed on serving the whole community.

Dr Tim HarrisonChief Executive Officer


OUR

ORGANISATION

COMMUNITY

COUNCILLORS

CEO'S OFFICEGovernance & Administration

Executive OfficerEconomic Development

Human ResourcesCommunications

INFORMATIONTECHNOLOGY

MANAGERARTS, CULTURE

& HERITAGEArts Gallery

Town Hall/ PACAlexandra Oval Gun San & VIC

MANAGER CORPORATE SERVICES

Finance & RatingContract & ProcurementRecords management

MANAGERPLANNING,

COMMUNITY & REGULATIONPlanning & Building

Environmental HealthEarly Years & Positive AgingCommunity Development

Emergency Services & Community Safety

M&CH

MANAGERINFRASTRUCTURE

Operation servicesDesign & PM

AssetsParks & Gardens

Works

MANAGERBUSINESS

TRANSFORMATIONCustomer service

Business Improvement


OUR PLANNING FRAMEWORK

The Council Plan identifies Council’s direction for the next four years. The Strategic Resource Plan documents how we will fulfill these commitments.

These plans directly influence the Annual Budget. Every year Council is required to report against the indicators and measures identified in the Council Plan in our Annual Report.

NEEDS & ASPIRATIONS

OF THE COMMUNITY

COUNCIL'S ONGOING

SERVICE TO THE COMMUNITY

LONG-TERM VISION & PLAN

Monitored & Measured By Strategic Indicators

COUNCIL'S PLAN

COUNCIL PLAN & BUDGET

STRATEGIC OBJECTIVES

STRATEGIES & COMMITMENTS(YEARLY ACTIONS)

OUTCOME: IMPROVED COMMUNITY ENGAGEMENT & WELLBEING

Completion of commitments

measured in Annual Action Plan


Our communities, our opportunities

We will demonstrate leadership through social

responsibility, openness and transparency by actively

working with our community to achieve shared goals.

RespectExcellence

Passion

OUR VALUES OUR VISION OUR MISSION

11


Building & FacilitiesEnvironmental SustainabilityNatural & Built Environment

OUR PILLARS

OUR COMMUNITY OUR LIFESTYLE

OUR ECONOMY OUR ENVIRONMENT

Supporting these pillars is the foundation of Our Organisation

Our Council Plan is built upon four pillars

Financial SustainabilityCivic Events

Organisational Processes & SystemsLeadership & Governance

Community DevelopmentCommunity Safety

Diversity & Inclusion

Economic ActivityTourism

Digital ConnectivityMajor Events

Planning & Development

Heritage/History Arts & CultureRegional Living

Sport and RecreationPassive & Active Public Space

Community Events


Incorporating: Community Development, Community Safety and Diversity and Inclusion

We value our people and our community, their sense of place, resilience and connectedness and we target our services to meet their needs

Strategic Objective/Strategies

1.1 Work with communities to develop and prosper

1.1.1 Provide community development support and facilitate partnerships

1.1.2 Support vibrant community organisations

1.1.3 Promote the learning, literacy and information needs of the community

1.1.4 Create a culture which supports social inclusion

1.2 Accessible, responsive and inclusive community services

1.2.1 Partner to ensure that services and programs are delivered to families and children

1.2.2 Support programs and services for young people

1.2.3 Ensure Council’s services and facilities are accessible

1.2.4 Develop an effective community engagement model

1.3 A safe community

1.3.1 Implement and support effective approaches to emergency management

1.3.2 Ensure delivery of legislated public safety and health programs

1.3.3 Support community safety programs

1.3.4 Promote initiatives that prevent violence against women

1.3.5 Promote, develop and administer Council’s Local Laws and relevant legislation

OUR COMMUNITY


Incorporating: Heritage/History, Arts and Culture, Regional Living, Community Events, Sport and Recreation and Passive and Active Public Spaces

We strengthen the underlying community fabric by celebrating and nurturing the culture and heritage which defines our identity


2.1 Community and cultural connectedness

2.1.1 Recognise cultural history and heritage, including local indigenous heritage

2.1.2 Support and develop local activities which activate spaces and enhance lifestyle

2.1.3 Support community events

2.2 Promotion of regional living

2.2.1 Promote Ararat as a regional centre

2.2.1 Leverage our proximity to Melbourne and other regional centres

2.2.3 Promote regional living benefits

2.3 Strong performing and visual arts program

2.3.1 Promote the Ararat Town Hall as a significant regional Performing Arts Centre

2.3.2 Develop the profile of the Ararat Regional Art Gallery as TAMA

2.3.3 Deliver an innovative, diverse and accessible program of exhibitions and performances

2.4 Ararat Active City

2.4.1 Promote community health and wellbeing through the provision of recreation facilities and programs

2.4.2 Develop walking and cycling trails for recreation and commuter use

2.4.3 Support schools and workplaces to be health promoting environments

2.4.4 Encourage delivery of community based health and wellbeing programs

OUR LIFESTYLE


Incorporating: Economic Activity, Tourism, Major Events, Digital Connectivity and Planning and Development

We enhance our community’s prosperity through encouraging sustainable growth


3.1 A strong and diverse local economy

3.1.1 Partner with businesses and peak organisations to support strong business sectors

3.1.2 Pursue investment opportunities to diversify and strengthen the municipality’s economic base

3.1.3 Support the tourism sector, through engagement with Grampians Tourism and regional stakeholders

3.1.4 Actively support the agribusiness sector through advocacy and industry programs

3.1.5 Promote the regional wine and food sector

3.1.6 Advocate for the active use and preservation of Aradale

3.2 Effective, efficient and safe transport networks

3.2.1 Plan and develop transport networks promoting social and economic connectivity

3.2.2 Advocate for increased passenger rail services across the western region

3.2.3 Maintain and develop roads, bridges and footpaths to agreed standards

3.2.4 Plan and implement road safety and traffic control improvements

3.2.5 Develop a freight strategy

3.3 Effective and efficient land use planning and building control

3.3.1 Implement a Planning Scheme that facilitates social, economic and environmental wellbeing

3.3.2 Provide an effective development application processing system

3.3.3 Preserve local heritage through appropriate planning controls

3.3.4 Utilise integrated urban design principles in support of the existing character of townships

OUR ECONOMY


Incorporating: Buildings and Facilities, Environmental Sustainability, Natural and Built Environment

We value our natural and built environment and want to manage, enhance and protect it, now and for future generations


4.1 Attractive streetscapes, town entrances, parks and gardens

4.1.1 Develop and maintain Council owned and managed parks, gardens, playgrounds and open space

4.1.2 Develop and maintain township entrances and streetscapes

4.1.3 Provide and maintain public toilets and amenities at established standards

4.2 Effective management of municipal waste and disposal of domestic stormwater/wastewater

4.2.1 Manage and maintain stormwater infrastructure

4.2.2 Plan and regulate on-site domestic wastewater disposal

4.2.3 Continue to improve and deliver municipal waste and recycling collection services

4.2.4 Provide and effectively manage waste transfer stations

4.2.5 Promote recycling, reuse and minimisation of waste

4.3 Protected and enhanced natural environment

4.3.1 Promote Council’s environmental sustainability role across the municipality

4.3.2 Identify and pursue initiatives to reduce greenhouse gases, energy and water consumption and to conserve water

4.4 Long-term asset management

4.4.1 Develop long-term Strategic Asset Management Plans for all Council assets to manage current and future needs

4.4.2 Manage and deliver a long-term Capital Works Program to improve community infrastructure and facilities

OUR ENVIRONMENT


OUR ENVIRONMENT

The foundation of the four pillars

Incorporating: Organisational Processes and Systems, Leadership and Governance, Health and Wellbeing, Financial Sustainability and Civic Events

Our Council is open, fair and honest, engaging with the community to provide leadership and supporting our community through efficient and effective service provision

Strategic Objective/ Strategies

5.1 Good governance through leadership

5.1.1 Support the role of Councillors by informing, resourcing, skilling and supporting them

5.1.2 Ensure Council governance complies with legislative requirements and best practice

5.1.3 Support the Audit Committee to provide Council with pro-active advice on management of corporate governance

5.1.4 Work with our communities to encourage open communication and participation

5.1.5 Pursue strategic alliances and partnerships to assist Council in policy development and service delivery planning

5.2 Services and infrastructure that meets the municipality’s needs

5.2.1 Identify infrastructure and service funding gap priorities and appropriate solutions and funding options

5.2.2 Advocate for improved service provision by government, the private sector and not-for-profit providers

5.3 Organisational Risk

5.3.1 Plan for and manage Council’s strategic, reputational and operational risks

5.3.2 Develop and implement a project management framework that ensures effective project delivery

5.4 Sustainable, long-term financial management

5.4.1 Develop and maintain a strategic financial planning, management and reporting system

5.4.2 Develop and implement a balanced revenue model for funding Council’s services, assets and operations

5.4.3 Commit to an ongoing Service Delivery Review Program

OUR ORGANISATION


2019/2020 PRIORITIES

ACTION PLAN

18


OUR LIFESTYLE

Objective 2.1 Community and cultural connectedness

2.2 Promotion of regional living

2.3 Strong performing and visual arts program

2.4 Ararat Active City

Action

• Hold a cultural festival in 2019/2020

• OPAN (Opportunities Pyrenees, Ararat and Norther Grampians) project commenced

• Develop and promote the Pomonal Tunnel Track walk

• Undertake formal review of Arts, Culture and Heritage programs

• Undertake 2019/2020 Town Hall and TAMA programs

• Advocate for Ararat Regional Park Mountain Bike Track• Develop a works priority for rural recreation reserves• Develop funding application for Female Friendly change

facilities at Willaura Recreation Reserve• Seek funding for Mininera Recreation Reserve drainage• Review the Open Space and Recreation Strategy • Ararat on the Move Female Friendly Facilities – netball court

and Olver Stand • Ararat on the Move Events and Visitor Space and Pathways and

Active Links• Ararat Active Link Stage 2 – multipurpose court and bouldering wall• Implement outcomes of the Ararat Fitness Centre Access and

Improvement Plan

OUR COMMUNITY

Objective 1.1 Work with communities to develop and

prosper

1.2 Accessible, responsive and inclusive community services

1.3 A safe community

Action

• Develop township strategies for Willaura and Pomonal • Preparation work for Lake Bolac and Elmhurst township strategies

• Seek sector partners for the redevelopment of the McDonald Centre site

• Develop a Vocational Education and Training (VET) sector partnership plan

• Develop a model to expand the library further into the community education space

• Completion of the Alexandra Gardens Lighting project (Active Link)


OUR ECONOMY

Objective 3.1 A strong and diverse local economy

3.2 Effective, efficient and safe transport networks

3.3 Effective and efficient land use planning and building control

Action

• Promote the Ararat East Development Zone• Attract a 4 star tourist accommodation business to Ararat• Advocate for full East Grampians Pipeline project implementation• Support development of a business association• Conduct a wine industry conference in Ararat• Seek funding to establish a co-working space• Council to lead development of a Business Leaders Forum• Contribute to Rural Council Victoria business attraction model• Actively engage in promoting renewable energy options for the

municipality

• Implement a Rural Roads Task Group• Review the Road Management Plan• Planning for the Ararat Bypass• Continue to advocate for Western Highway duplication

• Housing strategy developed and implemented• Public Private Partnership housing model explored with potential

private sector partners

OUR ENVIRONMENTObjective 4.1 Attractive streetscapes, town entrances, parks

and gardens

4.2 Effective management of municipal waste and disposal of domestic stormwater/wastewater

4.3 Protected and enhanced natural environment

4.4 Long-term asset management

Action

• Street Tree Planting Program, including introduction of edible species

• Upgrade township and municipal welcome signage

• Develop new waste transfer station at Lake Bolac• Completion of eWaste facilities at Ararat transfer station• Completion of eWaste facilities at Lake Bolac transfer station

• Revision of Environmental Sustainability Strategy

• Capital Works Program upscaled


OUR ORGANISATION

Objective 5.1 Good governance through leadership

5.2 Services and infrastructure that meets the municipality’s needs

5.3 Organisational Risk

5.4 Sustainable, long-term financial management

Action

• Councillor training program reviewed and implemented• Implement a Customer Service Charter

• Undertake the Ararat Digital Transformation Project

• Implement the Regional Councils Transformation Project (Glenelg, Northern Grampians, Southern Grampians and Ararat Rural City)

• Establish service standards and a Council senior management reporting framework

• 4 year capital works program funding model explored by Council


Council is required under section 126 of the Local Government Act 1989 (the Act) to prepare a Strategic Resource Plan (SRP) covering both financial and non-financial resources for at least the next four financial years to support the Council Plan.

The Strategic Resource Plan expresses Council’s medium term financial and human resource planning with a focus on ensuring resource allocation to deliver Council’s strategic direction for the community.

The key resourcing objectives, which underpin the Strategic Resource Plan, are:

• ensuring recurrent expenditure is managed prudently to ensure Council’s long term financial sustainability

• rolling out a Capital Works program that meets community needs

• managing staff levels at sustainable levels

• delivering Council services effectively and efficiently within the ‘rate cap’ environment

• ensuring asset renewal at a rate which works towards closing the ‘infrastructure gap’

The Strategic Resource Plan is prepared and revised annually based on the latest financial data. It comprises a four-year financial estimate that comprises the:

• Comprehensive Income Statement

• Balance Sheet

• Statement of Changes in Equity

• Statement of Cash Flow, Statement of Capital Works

• Statement of Human Resources

Council has also been mindful of the need to comply with the following 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 impacts of Council decisions on future generations

• provide full, accurate and timely disclosure of financial information.

STRATEGIC RESOURCE PLAN


COMPREHENSIVE INCOME STATEMENT For the four years ending 30 June 2023 Forecast Budget Strategic Resource Plan Actual Projections 2018/19 2019/20 2020/21 2021/22 2022/23 $’000 $’000 $’000 $’000 $’000

Income

Rates and charges 16,978 17,480 17,830 18,187 18,551

Statutory fees and fines 234 305 311 317 323

User fees 1,199 1,014 1,044 1,075 1,107

Grants - operating 6,171 7,501 7,539 7,577 7,615

Grants - capital 4,227 4,830 1,461 1,461 1,461

Contributions - monetary 156 107 30 30 30

Net gain/(loss) on disposal of property,

infrastructure, plant and equipment 46 62 64 67 69

Other income 414 434 443 452 461

Total income 29,425 31,733 28,722 29,166 29,617

Expenses

Employee costs 12,085 11,551 11,150 11,373 11,600

Materials and services 9,062 7,890 8,000 8,068 8,515

Depreciation 8,525 8,610 7,696 7,773 7,851

Borrowing costs 112 128 118 114 17

Other expenses 341 340 350 361 372

Total expenses 30,125 28,519 27,314 27,689 28,355

Surplus/(deficit) for the year (700) 3,214 1,408 1,477 1,262

Total comprehensive result (700) 3,214 1,408 1,477 1,262


BALANCE SHEETFor the four years ending 30 June 2023 Forecast Actual Budget Strategic Resource Plan Projections 2018/19 2019/20 2020/21 2021/22 2022/23 $’000 $’000 $’000 $’000 $’000

Assets

Current assets

Cash and cash equivalents 12,365 9,588 10,243 8,898 9,267

Trade and other receivables 2,595 2,595 2,595 2,595 2,595

Inventories 112 110 108 106 104

Other assets 17 17 17 17 17

Total current assets 15,089 12,310 12,963 11,616 11,983

Non-current assets

Trade and other receivables 18 16 14 12 11

Property, infrastructure, plant & equipment 224,833 230,669 231,292 231,980 232,734

Investment property 1,306 1,306 1,306 1,306 1,306

Total non-current assets 226,157 231,991 232,612 233,298 234,051

Total assets 241,246 244,301 245,575 244,914 246,034

Liabilities

Current liabilities

Trade and other payables 908 908 908 908 908

Trust funds and deposits 366 366 366 366 366

Provisions 2,594 2,594 2,594 2,594 2,594

Interest-bearing liabilities 159 134 2,138 142 148

Total current liabilities 4,027 4,002 6,006 4,010 4,016

Non-current liabilities

Provisions 317 317 317 317 317

Interest-bearing liabilities 2,869 2,735 597 455 307

Total non-current liabilities 3,186 3,052 914 772 624

Total liabilities 7,213 7,054 6,920 4,782 4,640

Net assets 234,033 237,247 238,655 240,132 241,394

Equity

Accumulated surplus 77,226 83,225 83,978 86,800 87,693

Reserves 156,807 154,022 154,677 153,332 153,701

Total equity 234,033 237,247 238,655 240,132 241,394


STATEMENT OF CHANGES IN EQUITYFor the four years ending 30 June 2023

Accumulated Revaluation Other Total Surplus Reserve Reserves $’000 $’000 $’000 $’000

2019 Forecast Actual

Balance at beginning of the financial year 234,733 72,900 145,293 16,540

Surplus/(deficit) for the year (700) (700) - -

Transfers to other reserves - (1,455) - 1,455

Transfers from other reserves - 6,481 - (6,481)

Balance at end of the financial year 234,033 77,226 145,293 11,514

2020 Budget


Surplus/(deficit) for the year 3,214 3,214 - -

Transfers to other reserves - (655) - 655



2021




Transfers from other reserves - - - -


2022






2023




Transfers from other reserves - - - -



STATEMENT OF CASH FLOWS For the four years ending 30 June 2023 Forecast Budget Strategic Resource Plan Actual Projections 2018/19 2019/20 2020/21 2021/22 2022/23 $’000 $’000 $’000 $’000 $’000 Inflows Inflows Inflows Inflows Inflows (Outflows) (Outflows) (Outflows) (Outflows) (Outflows)

Cash flows from operating activities

Rates and charges 16,978 17,480 17,830 18,187 18,551

Statutory fees and fines 234 305 311 317 323

User fees 1,319 1,115 1,148 1,183 1,218

Grants - operating 6,171 7,501 7,539 7,577 7,615

Grants - capital 4,227 4,830 1,461 1,461 1,461

Contributions - monetary 156 107 30 30 30

Interest received 292 312 318 324 330

Rents received 122 122 125 128 131

Net GST refund / payment 786 688 696 699 741

Employee costs (12,085) (11,551) (11,150) (11,373) (11,600)

Materials and services (9,968) (8,679) (8,800) (8,875) (9,367)

Other payments (341) (340) (350) (361) (372)

Net cash provided by/(used in) operating activities 7,891 11,890 9,158 9,297 9,061

Cash flows from investing activities

Payments for property, infrastructure, (12,325) (14,689) (8,572) (8,724) (8,880)

plant and equipment

Proceeds from sale of property, 231 309 321 334 347

infrastructure, plant and equipment

Net cash provided by/ (used in) investing activities (12,094) (14,380) (8,251) (8,390) (8,533)

Cash flows from financing activities

Finance costs (112) (128) (118) (114) (17)

Proceeds from borrowings 1,000 - - - -

Repayment of borrowings (25) (159) (134) (2,138) (142)

Net cash provided by/(used in) financing activities 863 (287) (252) (2,252) (159)

Net increase/(decrease) in cash & cash equivalents (3,340) (2,777) 655 (1,345) 369

Cash and cash equivalents at the beginning of the financial year 15,705 12,365 9,588 10,243 8,898

Cash and cash equivalents at the end of the financial year 12,365 9,588 10,243 8,898 9,267


STATEMENT OF CAPITAL WORKSFor the four years ending 30 June 2023

Forecast Actual Budget Strategic Resource Plan Projections

2018/19 2019/20 2020/21 2021/22 2022/23 $’000 $’000 $’000 $’000 $’000

Property

Property

Buildings 3,191 3,753 520 530 541

Total property 3,191 3,753 520 530 541

Plant and equipment

Plant, machinery and equipment 1,150 1,192 931 931 931

Fixtures, fittings and furniture 240 25 26 27 28

Library books 58 40 40 40 40

Total plant and equipment 1,448 1,257 997 998 999

Infrastructure

Roads 7,509 8,420 6,043 6,163 6,287

Bridges - 909 655 668 681

Footpaths and cycleways - 160 163 167 170

Drainage 177 190 194 198 202

Total infrastructure 7,686 9,679 7,055 7,196 7,340

Total capital works expenditure 12,325 14,689 8,572 8,724 8,880

Represented by:

New asset expenditure 798 814 130 133 135

Asset renewal expenditure 2,748 10,191 7,124 7,246 7,373

Asset upgrade expenditure 8,779 3,684 1,318 1,345 1,372


Funding sources represented by:

Grants 4,227 4,830 1,461 1,461 1,461

Grants from prior year - 441 - - -

Council cash 8,098 9,418 7,111 7,263 7,419



STATEMENT OF HUMAN RESOURCESFor the four years ending 30 June 2023

A summary of human resources expenditure categorised according to the organisational structure of Council is included below: Forecast Actual Budget Strategic Resource Plan Projections 2018/19 2019/20 2020/21 2021/22 2022/23 $’000 $’000 $’000 $’000 $’000

Staff expenditure

Employee costs 12,085 11,551 11,150 11,373 11,600

Total staff expenditure 12,085 11,551 11,150 11,373 11,600

FTE FTE FTE FTE FTE

Staff numbers

Employees 136.3 132.1 127.2 127.2 127.2

Total staff numbers 136.3 132.1 127.2 127.2 127.2

A summary of human resources expenditure categorised according to the organisational structure of Council is included below:

Comprises Budget 2019/20 Full time Part Time Casual

Department $’000 $’000 $’000 $’000

Planning, Community & Compliance 2,823 1,535 1,084 204

Arts, Culture & Heritage 795 457 78 260

Infrastructure 4,675 4,555 34 86

Corporate Services 638 549 89 -

CEO's Office 1,557 1,300 169 88

Business Transformation 1,063 928 135 -

Total permanent staff expenditure 11,551 9,324 1,589 638

A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below:

Budget Comprises

2019/20 Full time Part Time Casual Department FTE FTE FTE FTE

Planning, Community & Compliance 31.0 15.0 13.5 2.5

Arts, Culture & Heritage 8.9 5.0 1.1 2.8

Infrastructure 59.5 58.0 0.5 1.0

Corporate Services 6.9 6.0 0.9 -

CEO's Office 14.8 12.0 2.0 0.8

Business Transformation 10.8 9.0 1.8 -

Total permanent staff expenditure 132.1 105.0 19.9 7.2


FINANCIAL PERFORMANCE INDICATORSThe 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.

Notes Actual Forecast Budget Strategic Resource Trend

Indicator Measure Plan Projections

2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 +/o/-

Operating position

Adjusted Adjusted underlying 1 -5.7% -14.8% -0.5% 4.9% 5.1% 4.3% + underlying surplus (deficit)/ result Adjusted underlying revenue

Liquidity

Working Current assets/ 2 473.4% 374.7% 307.6% 215.8% 289.7% 298.4% - Capital current liabilities

Unrestricted Unrestricted cash/ 3 394.0% 298.0% 230.4% 164.5% 212.8% 221.6% - cash current liabilities

Obligations

Loans & Interest bearing loans 4 12.3% 17.8% 16.4% 15.3% 3.3% 2.5% - borrowings and borrowings/ rate revenue

Loans & Interest and principal 0.8% 0.8% 1.6% 1.4% 12.4% 0.9% - borrowings repayments on interest bearing loans & borrowings/ rate revenue

Indebtedness Non-current liabilities/ 12.5% 16.9% 15.9% 4.7% 3.9% 3.1% - own source revenue

Asset renewal Asset renewal 5 54.8% 32.2% 118.4% 92.6% 93.2% 93.9% + expenses/ Asset depreciation

Stability

Rates Rate revenue/ 6 59.0% 64.7% 61.6% 62.5% 62.4% 62.6% o concentration adjusted underlying revenue

Rates effort Rate revenue/ 0.7% 0.6% 0.6% 0.6% 0.6% 0.6% o CIV of rateable properties in the municipality

Efficiency

Expenditure Total expenses/ no. $4,253 $4,304 $4,074 $3,902 $3,956 $4,051 o level of property assessments

Revenue level Residential rate revenue/ $1,823 $1,773 $1,818 $1,865 $1,913 $1,951 + no. of residential property assessments

Workforce No. of permanent 13.8% 10.5% 11.3% 7.7% 7.7% 7.7% + turnover staff resignations & terminations / average no. of permanent 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 INDICATORS1. Adjusted underlying result – An indicator of the sustainable operating result required to enable Council to continue to

provide core services and meet its objectives. Rate Capping will continue to have a significant impact on Council’s financial performance over the period, with continued pressure to find savings each year in order to maintain the current levels of service. The adjusted underlying result calculation includes recurrent capital funding such as Roads to Recovery funding. The 2019/20 adjusted underlying results reflects an increase of $0.407 million (38%) in Roads to Recovery Funding.

2. Working Capital – The proportion of current liabilities represented by current assets. Working capital is forecast to decrease in 2020/21 as Council transfers funds from reserves to pay for capital works.

3. Unrestricted Cash – Councils cash and cash equivalents are subject to external restrictions that limit amounts available for discretionary use, which includes trust funds and deposits. This indicator measures the proportion of current liabilities represented by unrestricted cash.

4. Debt compared to rates – Trend reflects the $1 million loan taken up in 2018/19 to complete the Ararat Performing Arts Centre and the $2 million interest only loan using the Local Government Funding Vehicle to fund the Alexandra Oval Community Centre.

5. Asset renewal – This percentage indicates the extent of Council's renewal of assets 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. The total capital works program for 2019/20 is $14.689 million compared with $12.325 million in 2017/18.

6. Rates concentration – Reflects extent of reliance on rate revenues to fund all of Council's on-going services. This indicator proves Council relies heavily on rates as a source of income. The trend indicates Council will become more reliant on rate revenue compared to all other revenue sources. Rate capping has restricted Council’s capacity to raise income at an appropriate level to fund Council’s operations.

FINANCIAL PERFORMANCE INDICATORS


LIST OF FUNDING SOURCES IN RELATION TO THE PLANNED CAPITAL WORKS EXPENDITUREA summary of the funding sources in relation to the planned capital works expenditure, classified separately as to grants, contributions, Council cash and borrowings is included below:

Capital Works Area Project Asset Expenditure Types Summary of Funding Cost Sources New Renewal Upgrade Grants Council cash $’000 $’000 $’000 $’000 $’000 $'000

PROPERTY

Buildings

Lake Bolac Resource Recovery

Centre Upgrade Project 539 108 323 108 209 330

Indoor Pool Safety Improvements 15 - - 15 - 15

Ararat Active Link Stage 2 359 359 - - 250 109

Ararat on the Move - Netball Courts 941 189 376 376 500 441

Ararat on the Move - Events/ Visitor Space 652 - 391 261 500 152

Basketball Court & Scoreboard 175 - 175 - 175 -

Multipurpose Facility Willaura 117 - 59 58 117 -

Female Friendly Facilities

Willaura Recreation Reserve 400 - 300 100 267 133

Town Hall Balcony Seating 50 - 50 - 25 25

Disability Access Program Works 25 - - 25 - 25

Structural Works - Rural Halls 40 - 40 - - 40

Ararat Fitness Centre Building

Upgrade Works 50 - 50 - - 50

Rural Building Works 40 - 40 - - 40

Elmhurst Hall Upgrade 350 - 280 70 - 350

TOTAL PROPERTY 3,753 656 2,084 1,013 2,043 1,710

PLANT AND EQUIPMENT

Plant, Machinery and Equipment

Global Vehicle Purchases 220 - 220 - - 220

Global Major Plant Purchases 972 - 972 - - 972

Fixtures, Fittings and Furniture

Server Purchases 25 - 25 - - 25

Library books

Bookstock 40 - 40 - - 40

TOTAL PLANT AND EQUIPMENT 1,257 - 1,257 - - 1,257


LIST OF FUNDING SOURCES IN RELATION TO THE PLANNED CAPITAL WORKS EXPENDITURE

Capital Works Area Project Asset Expenditure Types Summary of Funding Cost Sources New Renewal Upgrade Grants Council cash $’000 $’000 $’000 $’000 $’000 $'000

INFRASTRUCTURE

Roads

Resheeting Works 1,400 - 1,400 - - 1,400

Reseal Works 1,400 - 1,400 - - 1,400

Buangor-Ben Nevis Road 750 - 525 225 - 750

Helendoite & Tatyoon North Road 2,400 - 720 1,680 1,500 900

Willaura-Wickliffe Road 500 - 500 - - 500

Woorndoo-Streatham Road 800 - 640 160 800 -

Waratah Avenue & McNeill Street 250 - 125 125 - 250

Leatherwood Drive 300 - 150 150 266 34

Rundell Street 125 - 63 62 - 125

Old Geelong Road 395 - 316 79 395 -

Kerb & Channel Renewal Works 100 - 100 - - 100

Bridges

Bridge Guard Rail 50 40 - 10 - 50

Bridge Strengthening 75 - 75 - - 75

Major Culvert Renewal 100 - 85 15 - 100

Pollands Bridge 534 - 427 107 267 267

Excavate and Relay Culverts 150 - 150 - - 150

Footpaths and Cycleways -

Footpath Connections 60 60 - - - 60

Condition Assessment Program 100 - 80 20 - 100

Drainage -

Drainage Renewal Works 100 - 80 20 - 100

Flood Study Response 50 18 14 18 - 50

Mininera Recreation Reserve Drainage 40 40 - - ` - 40

TOTAL INFRASTRUCTURE 9,679 158 6,850 2,671 3,228 6,451

TOTAL CAPITAL WORKS 14,689 814 10,191 3,684 5,271 9,418


SUMMARY OF CAPITAL WORKS

Forecast Actual Budget Change

2018/19 2019/20

$’000 $’000 $’000 %

Property 3,191 3,753 562 17.61%

Plant and equipment 1,448 1,257 -191 -13.19%

Infrastructure 7,686 9,679 1,993 25.93%

Total 12,325 14,689 2,364 19.18%

CONTACTING COUNCILPostal Address:Ararat Rural City CouncilPO Box 246Ararat 3377Telephone: 03 5355 0200Fax: 03 5355 1695

Email:[email protected]

Website:www.ararat.vic.gov.au

Customer Centre:Municipal OfficesCnr Vincent and High StreetsArarat 3377

Documents

2017-2021 Year 3 - ARARAT · discovery of gold in 1857 started a small gold rush and the establishment of a township. Moyston is also the birthplace of Australian Rules Football