COMMUNITY & COUNCIL PLAN 2017 - 2021 2020 Update - Mildura Rural ...
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COMMUNITY
& COUNCIL
PLAN
2017 - 2021
2020 Update
53,326 51% FEMALE
POPULATION 49% MALE
We are the ninth largest city in Victoria The ratio for the State of Victoria
is the same
MORE THAN 70
39 YEARS DIFFERENT
AVERAGE AGE CULTURES
The average age of Victoria’s We have the second largest population
population is 37 years of Aboriginal and Torres Strait Islander
people in regional Victoria
9% SPEAK A
16% BORN LANGUAGE OTHER
OVERSEAS THAN ENGLISH
Majority of arrivals are from India, Italian is the second most common
Afghanistan and England language spoken
Source: Australian Bureau of Statistics, 2015 Census
$3 BILLION 22,300 SQUARE
ECONOMY KILOMETRES
Centred on our proud heritage as Mildura Rural City covers almost
a major agricultural and ten per cent of Victoria
horticultural centre
1
COMMUNITY AND COUNCIL PLAN 2017 – 2021
CONTENTS
VISION 2
WELCOME 3
DEVELOPING THE COMMUNITY AND COUNCIL PLAN 5
ABOUT COUNCIL 6
WHO WE ARE 7
COMMUNITY 9
1.1 Community Safety 10
1.2 Community Development 11
1.3 Community Health and Wellbeing 12
1.4 Community Services 13
1.5 Arts, Culture & Heritage 14
1.6 Recreation and Sport 15
ENVIRONMENT 17
2.1 Environmental Sustainability 18
2.2 Waste 19
2.3 Parks 20
2.4 Infrastructure, Assets and Facilities 21
2.5 Strategic Land Use 23
ECONOMY 25
3.1 Economic Development and Tourism 26
3.2 Events 27
COUNCIL 29
4.1 Leadership and Representation 30
4.2 Communication and Engagement 31
4.3 Customer Service 32
4.4 Financial Sustainability 33
4.5 Organisational Management 34
STRATEGIC RESOURCE PLAN 2017/18 TO 2020/21 38
GLOSSARY 48
2
COMMUNITY AND COUNCIL PLAN 2017 – 2021
VISION
The 2017–2021 Community and Council Plan
outlines what our vision of ‘Making this the most
liveable, people-friendly community in Australia’
means to our community and documents how
we will work towards it over the next four years.
COMMUNITY ENVIRONMENT ECONOMY COUNCIL
Economic
Community Environmental Leadership
Development
Safety Sustainability & Representation
& Tourism
Community Communication
Waste Events
Development & Engagement
Community Health Customer
Parks
& Wellbeing Service
Community Infrastructure Financial
Services Assets & Facilities Sustainability
Arts, Organisational
Strategic Land Use
Culture & Heritage Management
Recreation
& Sport
3
COMMUNITY AND COUNCIL PLAN 2017 – 2021
WELCOME
Welcome to the Mildura Rural City Community and For Mildura Rural City Council, the community is
Council Plan 2017-2021. at the centre of everything we do. As our region
continues to grow, with many more residents,
This is an important document as it guides businesses and visitors, it is important for Council
Council’s priorities, strategies and objectives for to balance the needs and wants of our community,
the coming four years in four broad strategic areas all while maintaining the ‘country lifestyle feel’
– Community, Environment, Economy and Council. residents have told us they value.
It also reflects the thoughts and priorities of the
community following an extensive consultation We will continue to focus on the social,
process in early 2017. environmental and economic factors which affect
the quality of life of our residents. Financial
With a population of more than 53,000 people, sustainability presents both challenges and
Council works very hard to provide the best opportunities for any council. To ensure we practice
services, infrastructure and support we can. As financial constraint, Council will continue to use
a regional city, we operate in an environment a service review process to identify priorities and
that requires strong advocacy to other levels of ensure available resources are allocated fairly
government to ensure our voice is heard and our across the entire municipality. Maintaining existing
needs are not overshadowed by those of capital infrastructure and services will be balanced against
cities. the need for new projects, particularly in our
It is our role to listen, lead and govern for all, and remote areas.
with the community’s input, the goals and actions In addition to being financially responsible,
outlined in this document will guide our decision maintaining a high level of customer service, being
making over the next four years. We are a diverse accessible to all and consulting the community in
community with many vibrant towns, cultures and our decision making wherever possible all remain
landscapes, and well planned priorities. Keeping Council’s guiding objectives going forward, and
our streets safe and clean, supporting our youth, the goals and actions outlined in this document
attracting new investment and creating jobs are will directly inform the work of our staff. We have a
just a few of the goals the community told us they record of advocacy on behalf of the community, but
would like to see shape the future of our region. an even greater focus on this will be needed in the
I thank everyone who contributed to the future to ensure the priority projects identified by
Community and Council Plan 2017-21. I feel the community remain at the fore.
very proud of what we have committed to as Council has an outstanding workforce who are
a community and look forward to what we will passionate about the area they live and work in and
achieve as we work towards our vision of ‘Making we look forward to supporting our Councillors to
this the most liveable, people-friendly community in deliver the Community and Council Plan 2017-21.
Australia’ over the next four years.
Ms Sarah Philpott
Cr Simon Clemence Chief Executive Officer
Mildura Rural City Council Mayor
COMMUNITY AND COUNCIL PLAN 2017 – 2021 4
5
COMMUNITY AND COUNCIL PLAN 2017 – 2021
DEVELOPING THE
COMMUNITY AND COUNCIL
PLAN
REPRESENTING THE
NEEDS AND VISION
OF THE COMMUNITY
The Community and Council Plan 2017–2021 was
developed with the input of everyone it affects
– Councillors, Council staff, and importantly, the
VISION
residents and ratepayers of our region.
DEVELOPED
In an extensive consultation process, we invited
CONTINUAL CONSULTATION
people from all walks of life to ‘Help Shape Our
Future’ and collated the feedback we received, COMMUNITY &
highlighting common themes and issues as they COUNCIL PLAN
emerged. Our staff then worked through this
information, honing in to pin-point the priorities of
our community for the future.
ANNUAL
BUDGET
This information was then presented to Councillors,
who reviewed it further, finalising our Strategic
Objectives, Key Result Areas, Goals, Measures
and Actions. These details were then outlined in a
Draft Community and Council Plan document. The
community was given the opportunity to review the ADMINISTRATION
BRINGING THE
Draft Community and Council Plan and share their COUNCIL’S VISION
TO LIFE
ideas on it with us before the final Community and
Council Plan 2017–2021 was officially endorsed and
adopted by Council.
VISION
The Community and Council Plan sets out how we DELIVERED
will work towards our vision of ‘Making this the most
liveable, people-friendly community in Australia’ over
the next four years.
It will be used to guide the management and delivery Strategic Objectives
of Council services and infrastructure for residents The Community and Council Plan is structured
and inform Council’s annual planning and budget around four Strategic Objectives that we will strive
processes. towards.
Key Result Areas
2,956 Residents engaged Within each Strategic Objective are a number of Key
Result Areas (KRAs) – there are 18 in total.
1,155 people completed the Each KRA includes a set of goals and the measures
Help Shape Our Future survey we will use to evaluate progress towards these goals.
131 Engagement Actions
activities and events The actions we will implement to reach the
goals within the 18 KRAs are also outlined in the
28 Drop-in stalls Community and Council Plan. Each action has a
specific timeframe against it.
6
COMMUNITY AND COUNCIL PLAN 2017 – 2021
ABOUT COUNCIL
Acknowledgment of Country Our Principles
Council acknowledges the traditional custodians Leadership - By providing clear direction through
of the land which now comprises the Mildura Rural strategies and plans Council will achieve agreed
City Council area, and to those of our neighbouring outcomes for our community
municipalities. We pay our respects to Elders
past and present; we celebrate and respect their Customers - Council is here to provide services to
continuing culture and connection to the land. the whole municipality and therefore our community
should have a say in what we do and how we do it
Our Council Systems Thinking - Council recognises that achieving
Council is made up of nine publicly elected excellent outcomes for our community is done
Councillors who each serve four year terms. The day- through all parts of the organisation working together
to-day operations of the organisation are led by the effectively and with other levels of government and
Chief Executive Officer, who is appointed by Council. the wider community
Mildura Rural City Council plays an important role in People - By involving and developing people,
helping shape the future of the region and enhancing Council enhances commitment, performance and
community wellbeing. Council delivers more working relationships to improve organisational
than 100 different services to residents across our outcomes
municipality. In addition to the three main customer Continuous Improvement - To remain relevant
service centres, Council’s workforce and services and capable of producing excellent results our
are spread across the municipality which include organisation needs to continually learn and adapt
worksites and public access points such as Libraries,
Depots, Landfills, Child Care and Maternal and Child Information & Knowledge - Council will make
Health Centres, and Swimming Pools. the best quality decisions when effort is spent to
collect and present all objective relevant data and
Our Values information
Respect - We will be respectful towards others and Variation - By addressing the underlying factors
value differences that cause our processes to deliver inconsistent
or unpredictable outcomes (variation) Council’s
Honesty - We will be ethical and open customers will receive the highest standard of service
Integrity - We will be reliable and trustworthy in all Corporate & Social Responsibility - Council will
that we do manage its operations to comply with law and ethical
Transparency - We will be objective and fair in our standards and to produce an overall positive impact
communications and decisions on our community
Accountability - We will be consistent and Sustainable Results - To deliver sustainable
responsible for our actions results Council must have a culture that promotes
accountability through all levels of the organisation
7
COMMUNITY AND COUNCIL PLAN 2017 – 2021
WHO WE ARE
The Council was elected on 22 October 2016 and comprises
nine Councillors, including Mayor and Deputy Mayor.
Cr Greg Brown Cr Anthony Cirillo Cr Simon Clemence Cr Mark Eckel Cr Helen Healy
Cr Glenn Milne Cr Jason Modica Cr Min Poole Cr Gavin Sedgmen
Cr Sedgmen was appointed in November 2018 (replaced Cr Max Thorburn) and
Cr Helen Healy was appointed in February 2019 (replaced Cr Ali Cupper)
2020 Organisation Chart
Chief Executive Officer
Sarah Pilpott
General Manager General Manager General Manager
Corporate Development Community
Chris Parham Mandy Whelan Martin Hawson
Organisational Works & Engineering Community
Development Services Care Services
Information Systems Parks & Waste Leisure &
Services Cultural Services
Financial
Services Development Community
Services Futures
Corporate
Administration Asset Services
8
COMMUNITY AND COUNCIL PLAN 2017 – 2021
WE WILL CREATE A SAFE,
SUPPORTIVE PLACE TO
LIVE, WHERE DIVERSITY
AND LIFESTYLE
OPPORTUNITIES ARE
ENHANCED9
COMMUNITY
COMMUNITY AND COUNCIL PLAN 2017 – 2021
“I WANT TO FEEL “WE NEED
SAFE IN THE BETTER ROADS
COMMUNITY AT IN REMOTE
NIGHT” AREAS”
1.1 Community Safety 1.1 Community Safety
“I WANT MY “A STRONGER
KIDS TO HAVE FOCUS ON DRUG
THE BEST & ALCOHOL
EDUCATION” ISSUES”
1.2 Community Development 1.3 Community Health and
Wellbeing
“CHILDHOOD
OBESITY IS
A MAJOR “AS A YOUNG
CONCERN PERSON I WANT
IN OUR MORE YOUTH
COMMUNITY” ACTIVITIES”
1.3 Community Health and 1.4 Community Services
Wellbeing
“OUR ARTS
AND CULTURE “WE NEED A
PROGRAM HIGH STANDARD
IS ONE OF SPORTING
THE BEST IN FACILITY IN
VICTORIA” MILDURA”
1.5 Arts, Culture & Heritage 1.6 Recreation and Sport10
COMMUNITY
COMMUNITY AND COUNCIL PLAN 2017 – 2021
1.1 Community Safety
Goals Measures
People feel safe Community perception of personal safety
People are safe Childhood accidents
Crimes against persons
Crimes against property
Road trauma
Reported public safety incidents
Number of animal attacks
Drug related crime
A community well-prepared for emergencies Community satisfaction with emergency management
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Implement Community Safety Plan 2015 to 2020
Review Community Safety Plan 2015 to 2020
Implement Community Safety Plan 2020 to 2024
Develop Public Lighting Strategy
Implement Public Lighting Strategy
Implement Road Safety Strategic Plan 2017 to 2021
Review Domestic Animal Management
Plan 2014 to 2017
Implement Domestic Animal
Management Plan 2017 to 2021
Implement Public Asset Inspection Program
Develop CCTV Governance Framework
Implement CCTV Governance Framework
Other plans and strategies that contribute to Community Safety
Fire Management Plan Risk Management Strategy
Municipal Emergency Management Plan Community Health and Wellbeing Plan
Emergency Relief Centre Plan Events Strategy
Hazardous Materials Plan Recreation Strategy11
COMMUNITY
COMMUNITY AND COUNCIL PLAN 2017 – 2021
1.2 Community Development
Goals Measures
Improved accessibility to facilities, Community satisfaction with support
services and activities for people with a disability
Community satisfaction with equitable access
for facilities, services and activities
Improved level of inclusion and active Level of Volunteering
participation in the community Community satisfaction with opportunities for people
to be involved in shaping their own community
Improved access to educational opportunities Education participation rates
Year 12 or equivalent completion rates
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Implement Community Access and
Inclusion Plan 2014 to 2018
Review Community Access and
Inclusion Plan 2014 to 2018
Review Cultural Diversity and Inclusion
Strategy 2012 to 2017
Develop Inclusion Strategy 2020 to 2024
Implement Inclusion Strategy 2020 to 2024
Implement Reconciliation Action Plan 2017 to 2019
Review Reconciliation Action Plan 2017 to 2019
Implement Reconciliation Action Plan 2021 to 2023
Support communities to implement actions
associated with community plans
Implement a program for reviewing community plans
Participate in the Northern Mallee
Community Partnership
Other plans and strategies that contribute to Community Development
Youth Engagement Strategy
Community Engagement Strategy
Hands Up Mallee12
COMMUNITY
COMMUNITY AND COUNCIL PLAN 2017 – 2021
1.3 Community Health and Wellbeing
Goals Measures
High levels of community health and wellbeing Self reported health
Subjective wellbeing
Life expectancy
Adequate physical exercise
Fruit consumption
Vegetable consumption
Obesity
Smoking status
Risky alcohol consumption
Psychological distress
Prevalence of type 2 diabetes
Birth weight
Communicable diseases
Family violence
Children in out of home care
Children on child protection orders
Community satisfaction with immunisation programs
Community satisfaction with health
education programs
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Develop Community Health and
Wellbeing Plan 2017 to 2021
Implement Community Health and
Wellbeing Plan 2017 to 2021
Develop Community Health and Well-
being Plan 2021 to 2025
Other plans and strategies that contribute to Community Health and Wellbeing
Recreation Strategy
Healthy Ageing Strategy
Municipal Early Years Plan
Community Access and Inclusion Plan
Hands Up Mallee
State Food Strategy13
COMMUNITY
COMMUNITY AND COUNCIL PLAN 2017 – 2021
1.4 Community Services
Goals Measures
Young children have opportunities Birth weight
for the best start in life Maternal and Child Health visits
Participation in the Maternal and Child
Health Service by Aboriginal children
Australian Early Development Index
Kindergarten participation rates
Number of four year old kindergarten enrolments in a
long day care or integrated children’s service setting
Community satisfaction with maternal
and child health services
Community satisfaction with support for pre schools
Community satisfaction with childcare
Youth are supported to reach their full potential Level of youth re-engagement into
education, training or employment
Incomplete education
Community satisfaction with youth programs
Older people have access to quality services Community satisfaction with home care services
People with a disability have access to quality Community satisfaction with support
services to people with a disability
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Implement Municipal Early Years Plan 2015 to 2018
Review Municipal Early Years Plan 2015 to 2018
Implement Municipal Early Years Plan 2020 to 2024
Implement Youth Engagement Strategy 2015 to 2018
Review Youth Engagement Strategy 2015 to 2018
Implement Youth Engagement Strategy 2020 to 2023
Implement Healthy Ageing Strategy 2016 to 2020
Review Healthy Ageing Strategy 2016 to 2020
Implement Healthy Ageing Strategy 2021 to 2024
Other plans and strategies that contribute to Community Services
Community Access and Inclusion Plan
Integrated Marketing and Communications Strategy
Recreation Strategy
Hands Up Mallee14
COMMUNITY
COMMUNITY AND COUNCIL PLAN 2017 – 2021
1.5 Arts, Culture & Heritage
Goals Measures
Increased access to a diverse range Community satisfaction with support
of arts and cultural experiences to arts/cultural groups
Art gallery and Rio Vista Historic
House visits (local visitors)
Art gallery and Rio Vista Historic House
visits visits (non-local visitors)
Theatre attendance
Theatre occupancy
Community satisfaction with arts and cultural facilities
Community satisfaction with arts
and cultural programs
Community satisfaction with accessibility
to arts and cultural programs
A community that values and embraces its Community satisfaction with recognition
history and diverse cultural heritage of local history and cultural heritage
The significance of our region’s Indigenous culture Community satisfaction with recognition of Indigenous
is recognised through arts and cultural experiences culture in arts and cultural experiences
Access to a diverse range of library Community satisfaction with libraries
services and programs Library usage
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Implement Arts, Culture and Heritage
Strategy 2016 to 2020
Review Arts, Culture and Heritage
Strategy 2016 to 2020
Implement Library Service Strategy 2013 to 2018
Review Library Service Strategy 2013 to 2018
Implement Library Service Strategy 2020 to 2024
Other plans and strategies that contribute to Arts, Culture & Heritage
Social Inclusion Strategy
Recreation Strategy
Reconciliation Action Plan15
COMMUNITY
COMMUNITY AND COUNCIL PLAN 2017 – 2021
1.6 Recreation and Sport
Goals Measures
Increased participation in sport and recreation Level of participation in sport and recreation activities
activities
Increased access to a diverse range of quality Community satisfaction with sporting services
sporting and recreation facilities and programs Community satisfaction with recreation facilities
Community satisfaction with Council support to clubs
Community satisfaction with ovals and grounds
Community satisfaction with swimming pools
Community satisfaction with indoor sports centres
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Implement Recreation Strategy 2008 to 2018
Review Recreation Strategy 2008 to 2018
Implement Recreation Strategy 2019 to 2029
Review Public Open Space Strategy 2004 to 2010
Implement Public Open Space Strategy 2019 to 2025
Plan and implement capital works program
to develop existing and new sport and
recreation facilities in accordance with
supporting plans and strategies
Provide financial assistance to organisations
to manage and improve sport and
recreation facilities and programs
Provide processes and systems for community
access to sport and recreation facilities
Develop partnerships to attract external
funding to develop existing and new
sport and recreation facilities
Manage processes and systems to provide
community access to public swimming pools
Other plans and strategies that contribute to Recreation and Sport
Mildura Motorsports and Community Facilities Precinct - Development Plan
Tracks and Trails Strategy
Indoor Sports Stadium Strategy
Mildura Major Sporting Reserves Master Plan
Township Recreation Reserve Master Plans
Aquatic Facilities Redevelopment Strategy
Master Plan for Mildura South Regional Sporting Precinct
Community Access and Inclusion Plan
Community Health and Wellbeing Plan16
COMMUNITY AND COUNCIL PLAN 2017 – 2021
WE WILL CREATE AND
PROMOTE SUSTAINABLE
NATURAL AND BUILT
ENVIRONMENTS17
ENVIRONMENT
COMMUNITY AND COUNCIL PLAN 2017 – 2021
“A STRONGER
FOCUS ON PEST
MANAGEMENT “CONTINUE
& PROTECTING TO DEVELOP &
OUR NATIVE IMPROVE THE
SPECIES” RIVERFRONT”
2.1 Environmental Sustainability 2.1 Environmental Sustainability
“KERBSIDE
GREEN WASTE “WE NEED TO
COLLECTION KEEP OUR PARKS
WOULD BE AND GARDENS
GREAT FOR OUR BEAUTIFUL &
REGION” CLEAN”
2.2 Waste 2.3 Parks
“WE NEED
BETTER
“WE NEED MORE DRAINAGE
WALKING PATHS TO PREVENT
& BIKE TRACKS” FLOODING”
2.4 Infrastructure, Assets and 2.4 Infrastructure, Assets and
Facilities Facilities
“WE NEED “A GREATER
TO PRESERVE FOCUS ON
OUR HERITAGE OUTDOOR
& CULTURAL ACTIVITIES FOR
LANDSCAPES” FAMILIES”
2.5 Strategic Land Use 2.5 Strategic Land Use18
ENVIRONMENT
COMMUNITY AND COUNCIL PLAN 2017 – 2021
2.1 Environmental Sustainability
Goals Measures
A healthy and sustainable environment Community satisfaction with
protection of natural bushland
Community satisfaction with management of wetlands
Conserve natural resources Energy usage (MRCC)
Energy usage (community)
Water usage (MRCC)
Recycled water usage
Total community water usage
Alternative energy generation (community)
Alternative energy generation (MRCC)
Pest plants and pest animals are managed effectively Pest plants and pest animals control
A well-educated community in regards to Community involvement in environmental
environmental sustainability education programs
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Implement Environmental Management
Strategy for Stormwater 2014 to 2018
Implement Environmental Education
Plan 2015 to 2019
Review Environmental Education Plan 2015 to 2019
Implement Environmental Education
Plan 2020 to 2024
Implement Vegetation Management
Plan 2015 to 2019
Review Vegetation Management Plan 2015 to 2019
Implement Vegetation Management
Plan 2020 to 2024
Implement Energy Management Plan 2017 to 2021
Implement Invasive Plants and
Animals Plan 2015 to 2019
Review Invasive Plants and Animals Plan 2015 to 2019
Implement Invasive Plants and
Animals Plan 2020 to 2024
Develop Urban Weed Strategy 2019 to 2024
Implement Urban Weed Strategy 2019 to 202419
ENVIRONMENT
COMMUNITY AND COUNCIL PLAN 2017 – 2021
2.2 Waste
Goals Measures
Effective and sustainable waste management services Community satisfaction with waste management
Community satisfaction with
kerbside rubbish collection
Community satisfaction with
kerbside recycling collection
Community satisfaction with landfills/
public transfer stations
Total waste generation
Waste deposited to landfill
Waste diverted from landfill
Quantity of kerbside recycling
A clean and litter free municipality Community satisfaction with litter control
Litter collected
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Develop Waste Resource and
Recovery Plan 2019 to 2024
Implement Waste Resource and
Recovery Plan 2019 to 2024
Develop a long term strategy for
the management of waste
Develop Litter Strategy 2019 to 2024
Implement Litter Strategy 2019 to 2024
Other plans and strategies that contribute to Waste
Environmental Education Plan20
ENVIRONMENT
COMMUNITY AND COUNCIL PLAN 2017 – 2021
2.3 Parks
Goals Measures
Clean, attractive and sustainable parks, gardens, Community satisfaction with playgrounds
streetscapes, reserves and wetlands Community satisfaction with
beautification of streetscapes
Community satisfaction with tree planting
Community satisfaction with tree maintenance
Community satisfaction with the
appearance of wetlands
Community satisfaction with public open space
(including parks, gardens and reserves)
Net increase in trees
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Develop Urban Tree Strategy 2019 to 2024
Implement Urban Tree Strategy 2019 to 2024
Develop Playground Strategy 2019 to 2024
Implement Playground Strategy 2019 to 2024
Develop Landscaping Plan
Implement Landscaping Plan
Other plans and strategies that contribute to Parks
Public Open Space Strategy21
ENVIRONMENT
COMMUNITY AND COUNCIL PLAN 2017 – 2021
2.4 Infrastructure, Assets and Facilities
Goals Measures
Well-maintained road networks Community satisfaction with the
condition of sealed local roads
Community satisfaction with
maintenance of unsealed roads
Well-maintained footpath networks Community satisfaction with footpaths
Effective and well-maintained drainage systems Community satisfaction with drainage
Well-planned and maintained buildings and facilities Community satisfaction with maintenance
of public buildings and facilities
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Develop Asset Management Strategy 2019 to 2023
Implement Asset Management Strategy 2019 to 2023
Implement Road Management Plan
Review Road Management Plan
Complete Annual Capital Works Program
Implement Deakin Avenue Master Plan
Develop Public Toilet Strategy 2019 to 2029
Implement Public Toilet Strategy 2019 to 2029
Develop Municipal Stormwater Drainage Strategy
Implement Municipal Stormwater Drainage Strategy
Other plans and strategies that contribute to Infrastructure, Assets and Facilities
Recreation Reserve MasterplansCOMMUNITY AND COUNCIL PLAN 2017 – 2021 22
23
ENVIRONMENT
COMMUNITY AND COUNCIL PLAN 2017 – 2021
2.5 Strategic Land Use
Goals Measures
A well-developed long-term land use vision Community satisfaction with land use planning
Percentage of strategic land use projects completed
Community satisfaction with new
residential development
Mildura’s riverfront is activated and Community satisfaction with the riverfront
integrated with the city development and accessibility
Activation of the riverfront
Safe, sustainable and healthy urban environments Community satisfaction with urban environments
that are safe, sustainable and healthy
Well-protected and enhanced local Community satisfaction with
character and heritage assets protection of local character
Community satisfaction with
protection of local heritage
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Develop a program of strategic land use projects
Implement program of strategic land use projects
Implement Mildura South Urban Design Plan
Undertake a review of the Mildura Planning Scheme
Develop Stage 1 of Mildura Heritage Study
Review Mildura Retail Strategy
Implement Mildura Retail Strategy
Implement Deakin Avenue Urban Design Guidelines
Implement Mildura Housing and Settlement Strategy
Facilitate Mildura Riverfront
Development Project - Stage 2
Review Mildura CBD Plan
Implement Mildura CBD Plan
Other plans and strategies that contribute to Strategic Land Use
Mildura CBD Plan
Cullulleraine Structure Plan
Ouyen Structure Plan
Irymple Structure Plan
Fifteenth Street and Deakin Avenue Structure Plan24
COMMUNITY AND COUNCIL PLAN 2017 – 2021
WE WILL ENCOURAGE
DIVERSE AND
SUSTAINABLE ECONOMIC
DEVELOPMENT THAT
PROVIDES GROWTH IN
JOBS, INVESTMENT AND
QUALITY OF LIFE25
ECONOMY
COMMUNITY AND COUNCIL PLAN 2017 – 2021
“MORE
OPPORTUNITIES “A THRIVING
FOR NEW TOURISM
BUSINESSES INDUSTRY
ARE VITAL TO WOULD ATTRACT
THE ECONOMIC NEW BUSINESS
GROWTH OF OUR & CREATE MORE
REGION” JOBS”
3.1 Economic Development and 3.1 Economic Development and
Tourism Tourism
“ENCOURAGE
GOVERNMENT
“SUPPORT LOCAL DEPARTMENTS
BUSINESSES & TO RELOCATE TO
PRODUCERS” OUR REGION”
3.1 Economic Development and 3.1 Economic Development and
Tourism Tourism
“CONNECT OUR
REGION TO “MORE FUNDING
THE GLOBAL FOR MAJOR
MARKETPLACE” EVENTS”
3.1 Economic Development and 3.2 Events
Tourism
“PROMOTE
MILDURA AS
“MORE SUPPORT A REGIONAL
FOR SMALL VENUE FOR
COMMUNITY SPORTS & MUSIC
EVENTS” EVENTS”
3.2 Events 3.2 Events26
ECONOMY
COMMUNITY AND COUNCIL PLAN 2017 – 2021
3.1 Economic Development and Tourism
Goals Measures
A vibrant, diverse, innovative and Community satisfaction with encouragement
sustainable economy and growth of business/industry
Building activity
Gross Regional Product
Investment attraction and job creation Jobs created
Investment achievements for region
Connectivity to the global marketplace Export data by industry
Accessible information, internet and Telecommunications uptake
telecommunications services
Support quality tourism services and experiences Yield of tourism
Industry satisfaction with services provided
by Mildura Regional Development¹
Community satisfaction with tourism services
Customer satisfaction with visitor services
Industry satisfaction with visitor services
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Develop Mildura Regional
Development Strategic Plan
Implement Mildura Regional
Development Strategic Plan
Review Digital Community Strategy
Implement Digital Community Strategy
Develop Visitor Information Strategy 2020 to 2023
Implement Visitor Information Strategy 2020 to 2023
¹Mildura Regional Development is a single entity which supersedes Mildura Development Corporation and Mildura Tourism.27
ECONOMY
COMMUNITY AND COUNCIL PLAN 2017 – 2021
3.2 Events
Goals Measures
Support quality and diverse community events Community satisfaction with small community events
Develop and support major events and Community satisfaction with
conferences to attract visitors conferences and major events
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Implement Events Strategy 2014 to 2019
Review Events Strategy 2014 to 2019
Implement Events Strategy 2020 to 202528
COMMUNITY AND COUNCIL PLAN 2017 – 2021
WE WILL MANAGE
RESOURCES IN A
SUSTAINABLE MANNER
TO PROVIDE SERVICES
THAT ARE RELEVANT, OF
A HIGH STANDARD AND
RESPOND TO IDENTIFIED
COMMUNITY NEEDS29
COUNCIL
COMMUNITY AND COUNCIL PLAN 2017 – 2021
“GREATER
ADVOCACY
FROM COUNCIL
FOR THE “IT’S REALLY
RETURN OF THE GREAT TO SEE
PASSENGER COUNCILLORS AT
TRAIN” LOCAL EVENTS”
4.1 Leadership and Representation 4.1 Leadership and Representation
“MORE
COMMUNITY
ENGAGEMENT “I WANT TO BE
TO EFFECTIVELY ABLE TO PAY
REPRESENT OUR MY ACCOUNTS
NEEDS” ONLINE”
4.2 Communication and 4.3 Customer Service
Engagement
“I WANT TO BE
ABLE TO SPEAK
TO A STAFF “GREATER
MEMBER WHO TRANSPARENCY
UNDERSTANDS OF COUNCIL
MY NEEDS” SPENDING”
4.3 Customer Service 4.4 Financial Sustainability
“PROVIDE EQUAL
OPPORTUNITIES “COUNCIL
FOR EVERYONE NEEDS TO
IN OUR LOOK AT WAYS
COMMUNITY TO DELIVER
TO GAIN SERVICES MORE
EMPLOYMENT” EFFICIENTLY”
4.5 Organisational Management 4.5 Organisational Management30
COUNCIL
COMMUNITY AND COUNCIL PLAN 2017 – 2021
4.1 Leadership and Representation
Goals Measures
Deliver results in line with community expectations Community satisfaction with overall
performance of Council
Community perception of Mildura
Rural City as a place to live
Percentage of Community and
Council Plan implemented
Effectively respond to the interests of our community Community satisfaction with advocacy
Elected members engage effectively Community satisfaction with the
with the community performance of the elected Council
Community satisfaction with Council’s
engagement in decision making
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Implement Community & Council Plan 2017 to 2021
Develop Community & Council Plan 2021 to 2025
Develop Advocacy Plan
Implement Advocacy Plan
Develop Council Engagement Guidelines
Other plans and strategies that contribute to Leadership and Representation
Community Engagement Strategy31
COUNCIL
COMMUNITY AND COUNCIL PLAN 2017 – 2021
4.2 Communication and Engagement
Goals Measures
Communicate effectively with the community Community satisfaction with Council
newsletters and publications
Community satisfaction with Council’s online presence
Community satisfaction with information
Council provides about its services
Community satisfaction with overall
communication from Council
Community satisfaction with the promotion of
Council services, facilities, events and achievements
Engage effectively with the community Community satisfaction with Council’s
engagement in decision making
Community satisfaction with community
consultation and engagement
Responsive to community input and feedback Community satisfaction with Council’s
responsiveness to community input and feedback
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Implement Integrated Marketing and
Communications Strategy 2017 to 2019
Review Integrated Marketing and
Communications Strategy 2017 to 2019
Implement Integrated Marketing and
Communications Strategy 2020 to 2022
Implement Community Engagement
Strategy 2014 to 2018
Review Community Engagement
Strategy 2014 to 2018
Implement Community Engagement
Strategy 2019 to 2023
Other plans and strategies that contribute to Communication and Engagement
Reconciliation Action Plan
State/Council Community and Customer Satisfaction Surveys
Social Inclusion Strategy
Community Access and Inclusion Plan
Community Plans32
COUNCIL
COMMUNITY AND COUNCIL PLAN 2017 – 2021
4.3 Customer Service
Goals Measures
Be accessible to all Community satisfaction with
accessibility to whole of Council
Community satisfaction with
responsiveness to complaints
Community satisfaction with
responsiveness to requests
Community satisfaction with general
courtesy of Council staff
Community satisfaction with general
effectiveness of Council staff
Provide a high level of customer focused service Community satisfaction with customer contact
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Implement Customer Service Strategy 2016 to 2019
Review Customer Service Strategy 2016 to 2019
Develop Customer Experience Strategy
Develop Digital Strategy 2019 to 2021
Implement Digital Strategy 2019 to 2021
Other plans and strategies that contribute to Customer Service
Information Systems Strategy
Integrated Marketing and Communications Strategy
State/Council Community and Customer Satisfaction Surveys33
COUNCIL
COMMUNITY AND COUNCIL PLAN 2017 – 2021
4.4 Financial Sustainability
Goals Measures
Financial sustainability Adjusted underlying position
Asset renewal gap
Level of internal financing
Level of borrowings
Liquidity
Capital replacement
Meet the community’s needs in a Community satisfaction with value for money
financially responsible manner
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Review 10-year Strategic Financial Plan
Undertake an organisational sustainability review
Review Rating Strategy 2014 to 2019
Implement Rating Strategy 2019 to 2023
Review Procurement Strategy
Implement Procurement Strategy 2018 to 2022
Develop Finance and Asset Accounting
Strategy 2020 to 2024
Implement Finance and Asset
Accounting Strategy 2020 to 202434
COUNCIL
COMMUNITY AND COUNCIL PLAN 2017 – 2021
4.5 Organisational Management
Goals Measures
A high performing organisation Community satisfaction with overall
performance of Council
Organisational score against the Australian
Business Excellence Framework
Organisational Alignment
Organisational Engagement
Effectively manage risk Percentage of Risk Audit actions completed on time
Council is an employer of choice Overall staff satisfaction
Percentage of staff who would recommend
Mildura Rural City Council as a place to work
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Review Organisational Development
Strategy 2013 to 2017
Implement Organisational Development
Strategy 2020 to 2024
Implement Information Systems
Strategy 2020 to 2022
Implement Risk Management Strategy 2017 to 2021
Review Risk Management Strategy 2017 to 2021
Complete the annual internal audit program
Develop Business Continuity and Disaster
Recovery Strategy 2019 to 2022
Implement Business Continuity and Disaster
Recovery Strategy 2019 to 2022
Review Occupational Health and
Safety Strategy 2013 to 2017
Implement Occupational Health and
Safety Strategy 2019 to 2023
Review Human Resources Strategy 2013 to 201735
COUNCIL
COMMUNITY AND COUNCIL PLAN 2017 – 2021
4.5 Organisational Management cont.
Year 1 Year 2 Year 3 Year 4
Actions
2017/18 2018/19 2019/20 2020/21
Implement Human Resources Strategy 2018 to 2022
Review Health and Wellbeing Strategy 2019 to 2023
Implement Aboriginal and Torres Strait Islander
Employment Strategy 2016 to 2018
Review Aboriginal and Torres Strait Islander
Employment Strategy 2016 to 2018
Maintain White Ribbon Accreditation
Other plans and strategies that contribute to Organisational Management
Reconciliation Action Plan36
COMMUNITY AND COUNCIL PLAN 2017 – 2021
STRATEGIC
RESOURCE PLAN
2017/18 - 2020/21COMMUNITY AND COUNCIL PLAN 2017 – 2021 37
38
COMMUNITY AND COUNCIL PLAN 2017 – 2021
STRATEGIC
RESOURCE PLAN
2017/18 TO 2020/21
What is a Strategic Resource Plan? In preparing the SRP, we have to be mindful of the
The Strategic Resource Plan (SRP) provides details need to comply with the following Principles of Sound
of the financial and non-financial resources required Financial Management, as contained in The Act:
to achieve Council’s strategic objectives, as outlined
in the Community and Council Plan. The Strategic - Prudently manage financial risks relating to debt,
Resource Plan is updated annually and is reflected in assets and liabilities
our Annual Budget. - Provide reasonable stability in the level of rate
burden
Plan development
- Consider the financial effects of Council decisions
The Local Government Act requires a SRP to be
on future generations
prepared describing both financial and non-financial
- Provide full, accurate and timely disclosure of
resources (including human resources) for at least
financial information.
the next four financial years to achieve the strategic
objectives in the Community and Council Plan.
The SRP is updated annually through a rigorous
Council has prepared a Strategic Resource Plan process of consultation with Council service
(SRP) for the four years 2017/18 - 2020/21 as part of providers, followed by a detailed sensitivity analysis
its ongoing financial planning to assist in adopting to achieve the key financial objectives.
a budget within a longer term framework. The SRP
takes the strategic objectives and strategies as Financial Resources
specified in the Community and Council Plan and We have developed a Strategic Financial Plan setting
expresses them in financial terms for the next four out the strategies to be employed to support the
years. achievement of the Community and Council Plan
objectives within a sustainable financial framework.
The key objective, which underlines the development The outcomes of this plan are reflected in the
of the SRP, is financial sustainability in the medium following Budgeted Standard Statements, and form
to long term, while still achieving our strategic part of the overall SRP.
objectives as specified in the Community and Council
Plan. The following provides a summary of the key
strategies identified in Council’s Strategic Financial
The key financial objectives, which underpin the SRP, Plan.
are:
- Existing service levels are to be maintained
- Achieve a breakeven operating result
- Continue to fund asset renewal
- Maintain a capital expenditure program at an
affordable level
- Achieve a balanced budget on a cash basis.39
COMMUNITY AND COUNCIL PLAN 2017 – 2021
Financial area Strategy
Rates Rates will be capped at a 2.0% base average increase in accordance with Victorian State
Government legislation. This increase is required to cover general cost movements,
including labour and non-labour costs, and is sufficient to fund required service levels and
capital works activities. Future rate increases are based on the December Victorian State
Government Budget CPI predictions of 2.25% 2018/19, 2.5% 2019/20, 2.5% 2020/21.
Fees and charges Fees and charges are reviewed for appropriateness annually as part of the
budget process. The review considers the cost of the service, the price
charged by comparable service providers (where applicable) and the
extent to which we are required to work within statutory limitations.
Loan borrowings Borrowings will be used to fund capital projects of a magnitude that could not otherwise
be funded from ongoing income sources. Our borrowings will be set at a financially
sustainable level and within agreed limits (no greater than 40% of rate revenue).
Borrowings may also be required in the future as a means of securing a fixed rate of
payment for other liabilities we may face, for example a future requirement to contribute
additional amounts to the local government defined benefit superannuation fund.
Any future borrowings will be considered carefully in accordance with sound
financial management principles and the ability of Council to meet the relevant
prudential requirements for borrowing set out by State Government.
Recurrent Funding for recurrent operating expenditure will be determined annually in line with
operating general cost movements and other cost drivers. Services provided by us will be reviewed
expenditure in light of the Community and Council Plan and other service specific strategic plans.
Capital works We will endeavour to dedicate sufficient resources to maintain and in
some instances, improve the existing asset base in the long term, with
remaining funds being allocated to acquire/develop new assets.
The following table summarises the key financial results for the next four years. The Standard Statements
provide a more detailed analysis of the financial resources to be used over the next four years.
Forecast Strategic Resource Plan
Actual Budget Projections Trend
2016/17 2017/18 2018/19 2019/20 2020/21 +/o/-
$’000 $’000 $’000 $’000 $’000
Surplus/(deficit) for the year 9,912 (1,720) 3,260 3,173 4,539 +
Adjusted underlying result 2,205 (6,499) 277 176 (282) o
Cash and investments balance 24,524 9,361 10,802 11,908 13,039 +
Cash flows from operations 30,959 19,879 25,448 25,943 27,917 +
Capital works expenditure 37,060 33,690 22,668 23,519 25,493 -
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
40,000
Surplus/(deficit) for the year
Capital works expenditure
30,000
Cash and investment balance
20,000 Adjusted underlying result
$’000
Cash flows from operations
10,000
0
-10,000
2016/17 2017/18 2018/19 2019/20 2020/2140
COMMUNITY AND COUNCIL PLAN 2017 – 2021
Non-financial Resources Infrastructure
Infrastructure refers to the assets we manage and
In addition to the financial resources to be consumed maintain for the community. These include:
over the planning period, we will also consume non-
financial resources, in particular human resources. - Local roads, footpaths, kerb and channel, and
A summary of our anticipated human resources drainage
requirements for the 2017/18 year is shown below.
- Buildings such as community halls, Maternal and
A statement of human resources is included in our
Child Health Centres, pre-schools, child care
Financial Statements.
centres and civic properties
Our financial projections included within the Financial - Sports reserves, bushland reserves, parks and open
Statements, allow for a consistent level of staff over space
the four-year outlook period (excluding grant funded - Street and park furniture
positions). - Waste management facilities
We are committed to managing our resources
effectively and efficiently to deliver value to the As custodians of the municipality’s physical assets, we
community and this is highlighted through our are working towards a goal of managing infrastructure
strategic objective ‘Management of Resources’. in a sustainable manner.
Through our Key Result Area ‘Organisational Our approach recognises the impact of the physical
Management’ we focus on our organisation’s environment, built and natural, on community life.
commitment to continuous improvement and to the Community health and wellbeing is enhanced when
development and wellbeing of all staff. the amenity of public space is sensitive to the built
and natural environment, and supports activity and
participation in community life.
We recognised, in our strategic planning, that strong
asset management is necessary in order to provide
appropriate types and quality of infrastructure, for
both current and future community needs.
We have allocated significant financial resources to
capital works, for the maintenance and upgrade of
existing infrastructure and the development of new
infrastructure over the next four years.
Strategic Resource Plan Projections
Forecast
Actual Budget
2016/17 2017/18 2018/19 2019/20 2020/21
$’000 $’000 $’000 $’000 $’000
Staff expenditure
Employee costs - operating 45,148 45,673 47,454 49,305 51,228
Employee costs - capital 2,044 2,118 2,194 2,273 2,355
Total staff expenditure 47,191 47,791 49,648 51,578 53,583
EFT EFT EFT EFT EFT
Staff numbers
Employees 505.5 505.5 505.5 505.5 505.5
Total staff numbers 505.5 505.5 505.5 505.5 505.541
COMMUNITY AND COUNCIL PLAN 2017 – 2021
In the next Financial Year we have allocated $33.69 Key challenges
million to capital works with a total investment over
the term of the plan of $105.37 million. Mildura Rural City Council encompasses almost
10% of the state. The vast area increases service
The following assets and buildings are maintained by delivery costs when compared to metropolitan
Council: Councils and resourcing ratios are higher as a result,
because services need to be accessible to all as far as
Sealed local roads 1,027 km practicable.
Unsealed local roads 4,065 km
The community demand and expectations on our
Kerb and channel 509 km
services is increasing. The priorities of existing
Footpaths and trails 399 km
and potential new services need to be continually
Drainage (underground) 311 km
reviewed, particularly in light of likely funding
Drainage pits 8,682
trends in future years and changes in community
Community halls 13
expectations and demographics. As a result, we are
Sporting pavilions 79
systematically reviewing the service levels currently
Swimming pools 18
provided.
Community service facilities 32
Public toilets 123 Environmental sustainability
Other buildings and structures 1,104
Sports reserves 20 We acknowledge we have a significant responsibility
Community parks 25 to future generations in contributing to the creation
Neighbourhood parks 49 and maintenance of a healthy and sustainable
Natural areas 20 environment. The challenge for us is to lead the way
Playgrounds 57 for the community through a focus on efficient use
of water, energy and the reduction of greenhouse
emissions, and support for initiatives that establish
our municipality as a “solar city”. Contributing to the
enhancement of the natural areas that connect the
municipality to the Murray River and national park
networks remains a key focus.
Recreational demands
Our Community and Council Plan reflects the strong
desire for our community, through participation in
recreational and other activities, to enhance their
physical and social wellbeing. A focus on providing
access to appropriate recreational facilities and
services that can also cater for state, national and
international events. The challenge for us into the
future is to secure the funds for the development of
other facilities, as identified in a number of master
plans and strategies, while at the same time ensuring
the lifecycle and operating costs do not overburden
our financial capacity.42
COMMUNITY AND COUNCIL PLAN 2017 – 2021
Budgeted Standard Statements
The following four statements provide information
in relation to an aspect of Council’s financial
management.
Mildura Rural City Council
Comprehensive Income Statement
until 30 June 2021
Forecast Strategic Resource Plan
Actual Budget Projections
2016/17 2017/18 2018/19 2019/20 2020/21
$‘000s $‘000s $‘000s $‘000s $‘000s
INCOME
Rates and charges $64,419 $66,550 $68,775 $71,221 $73,750
Statutory fees and fines $2,180 $2,147 $2,195 $2,250 $2,306
User fees $5,968 $6,237 $6,362 $6,489 $6,619
Grants - operating $33,743 $21,423 $20,113 $20,515 $20,925
Grants - capital $6,779 $4,254 $2,457 $2,470 $4,293
Contributions - monetary $1,181 $869 $877 $887 $897
Net gain/(loss) on disposal of property, infrastructure, $307 $310 $316 $324 $332
plant and equipment
Other revenue $4,880 $4,739 $4,796 $4,870 $4,945
Total income $119,457 $106,529 $105,891 $109,026 $114,067
EXPENSES
Employee costs $45,148 $45,673 $47,454 $49,305 $51,228
Materials and services $42,834 $40,566 $32,578 $33,364 $34,517
Bad and doubtful debts $187 $85 $87 $89 $91
Depreciation and amortisation $19,090 $19,663 $20,253 $20,858 $21,484
Borrowing costs $1,181 $1,151 $1,123 $1,073 $1,015
Other expenses $1,105 $1,111 $1,136 $1,164 $1,193
Total expenses $109,545 $108,249 $102,631 $105,853 $109,528
Surplus /(deficit) from operations $9,912 $(1,720) $3,260 $3,173 $4,539
Other comprehensive income
Items that will not be reclassified to surplus or deficit
in future periods:
Net asset revaluation increment/(decrement) $5,000 $5,000 $5,000 $5,000 $5,000
Share of net profits/(losses) of associates and joint $10,826 $8,882 $345 $356 $366
ventures accounted for by equity method
Total comprehensive result $25,738 $12,162 $8,605 $8,529 $9,90543
COMMUNITY AND COUNCIL PLAN 2017 – 2021
Mildura Rural City Council
Balance Sheet
until 30 June 2021
Forecast
Actual Budget Strategic Resource Plan Projections
2016/17 2017/18 2018/19 2019/20 2020/20
$‘000s $‘000s $‘000s $‘000s $‘000s
CURRENT ASSETS
Cash and cash equivalents $24,524 $9,361 $10,802 $11,908 $13,039
Trade and other receivables $6,291 $6,408 $6,691 $6,761 $6,830
Other financial assets $10,271 $10,271 $10,271 $10,271 $10,271
Inventories $805 $821 $839 $860 $882
Other assets $557 $568 $581 $596 $611
Total current assets $42,448 $27,429 $29,184 $30,396 $31,633
NON-CURRENT ASSETS
Trade and other receivables $5,125 $5,049 $4,739 $4,416 $4,080
Investment in subsidiary $41,782 $50,664 $51,009 $51,365 $51,731
Property, infrastructure, plant and equipment $719,710 $737,437 $743,547 $749,888 $758,682
Intangible assets $6,229 $6,229 $6,229 $6,229 $6,229
Total non-current assets $772,846 $799,379 $805,524 $811,898 $820,722
Total assets $815,294 $826,808 $834,708 $842,294 $852,355
CURRENT LIABILITIES
Trade and other payables $5,656 $5,656 $5,656 $5,656 $5,656
Trust funds and deposits $1,967 $1,967 $1,967 $1,967 $1,967
Provisions $11,182 $11,618 $12,071 $12,542 $13,031
Interest bearing liabilities $711 $813 $1,089 $1,148 $3,207
Total current liabilities $19,516 $20,054 $20,783 $21,313 $23,861
NON-CURRENT LIABILITIES
Provisions $17,868 $17,495 $17,150 $16,825 $17,640
Interest bearing liabilities $19,767 $18,954 $17,865 $16,717 $13,510
Total non-current liabilities $37,635 $36,449 $35,015 $33,542 $31,150
Total liabilities $57,151 $56,503 $55,798 $54,855 $55,011
Net assets $758,143 $770,305 $778,910 $787,439 $797,344
Equity
Accumulated surplus $305,489 $311,600 $313,871 $316,197 $321,932
Reserves $452,654 $458,705 $465,039 $471,242 $475,412
Total equity $758,143 $770,305 $778,910 $787,439 $797,34444
COMMUNITY AND COUNCIL PLAN 2017 – 2021
Mildura Rural City Council
Statement of Changes in Equity
until 30 June 2021
Total Accumulated Revaluation Other
$‘000s Surplus Reserve Reserves
$‘000s $‘000s $‘000s
2016/17 FORECAST
Balance at beginning of the Financial Year $732,405 $296,112 $410,889 $25,404
Comprehensive result $20,738 $9,912 - $10,286
Net asset revaluation increment/(decrement) $5,000 - $5,000 -
Transfer to other reserves - $(9,910) - $9,910
Transfer from other reserves - $9,375 - $(9,375)
Balance at end of Financial Year $758,143 $305,489 $415,889 $36,765
2017/18 BUDGET
Balance at beginning of Financial Year $758,143 $305,489 $415,889 $36,765
Comprehensive result $7,162 $(1,720) - $8,882
Net asset revaluation increment/(decrement) $5,000 - $5,000 -
Transfer to other reserves - $(4,098) - $4,098
Transfer from other reserves - $11,929 - $(11,929)
Balance at end of Financial Year $770,305 $311,600 $420,889 $37,816
2018/2019 STRATEGIC RESOURCE PLAN
Balance at beginning of the financial fear $770,305 $311,600 $420,889 $37,816
Comprehensive result $3,605 $3,260 - $345
Net asset revaluation increment/(decrement) $5,000 - $5,000 -
Transfer to other reserves - $(4,128) - $4,128
Transfer from other reserves - $3,3139 - $(3,139)
Balance at end of Financial Year $778,910 $313,871 $425,889 $39,150
2019/2020 STRATEGIC RESOURCE PLAN
Balance at beginning of Financial Year $778,910 $313,871 $425,889 $39,150
Comprehensive result $3,529 $3,173 - 356
Net asset revaluation increment/(decrement) $5,000 - $5,000 -
Transfer to other reserves - $(4,150) - $4,150
Transfer from other reserves - $3,303 - $(3,303)
Balance at end of Financial Year $787,439 $316,197 $430,889 $40,353
2020/2021 STRATEGIC RESOURCE PLAN
Balance at beginning of Financial Year $787,439 $316,197 $430,889 $40,353
Comprehensive result $4,905 $4,539 - 366
Net asset revaluation increment/(decrement) $5,000 - $5,000 -
Transfer to other reserves - $(4,187) - $4,187
Transfer from other reserves - $5,383 - $(5,383)
Balance at end of Financial Year $797,344 $321,932 $435,889 $39,523You can also read
