WATTLE RANGE COUNCIL STRATEGIC PLAN 2018-2021
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WATTLE RANGE COUNCIL STRATEGIC PLAN 2018-2021
CONTENTS PUBLIC
CONSULTATION
Mayors Message 1 Council welcomes feedback
and comments in relation
Elected Members 2 to the Community Strategic
Plan.
Features of Wattle Range Council 2
Council undertook three
Vision + Values 4 public meetings at Beachport
Council Strategic Plan 5 Visitor Information Centre on
26 June 2017, Penola Visitor
Council Planning Framework 5 Information Centre on 27
June 2017, Millicent Civic &
Community Engagement 6
Arts Centre on 28 June 2017.
How We Have Structured the Plan 7 Comments and feedback
were addressed to the Chief
Themes & Objectives 8
Executive Officer, Ben Gower
Theme 1 - Community Vibrancy & Presentation 10 and may be made via the
following methods:
Theme 2 - Economic Prosperity 12
• Council’s website
Theme 3 - Environmentally Sustainable 14 www.wattlerange.sa.gov.au
Theme 4 - Asset & Infrastructure Sustainability 16 • Email council@wattlerange.
sa.gov.au
Theme 5 - Organisational Excellence 18
• Facebook
Funding & Resourcing the Plan 20 • By mail to PO Box 27
Millicent SA 5280, or
• Delivered in person to
Council’s offices at Millicent,
Penola or Beachport.
Submissions closed for
Council’s Strategic Plan
on 14 July 2017.
MAYOR’S MESSAGE
On behalf of Council, I take Without question our natural
pride in presenting the assets and environment
Council’s Strategic Plan 2018- provides us with the lifestyle
2021. that so many of us enjoy
The Plan strives to represent and protecting this into the
the interests of the entire future is key to Wattle Range
Wattle Range community achieving its vision. Likewise,
and will act as a blueprint for these natural assets and
what we will aim to achieve the environment creates
in the ensuing 4 years. business, industry and job
opportunities. Council has
The development process of in recent times benefited
the Plan has been inclusive from these opportunities Peter Gandolfi
and we thank the community and I am certainly buoyant MAYOR
for their input and passion about future prospects and
in contributing to the capitalising on more of these
development of the Plan. opportunities into the future.
The Vision - Wattle Range With this said, economic 1. Community Vibrancy &
a ‘Great Place to Live and development opportunities Presentation
Work’, sums up what the will continue to be a strong
Council and community 2. Economic Prosperity
focus for the life of the
believe is the most important plan. This priority came as 3. Environmentally
aspiration for our area. We a result of the consultative Sustainable
are certainly lucky to live process, where economic 4. Asset & Infrastructure
in such a diverse area, with development and job Sustainability
coastal access to the west creation opportunities were
of the Council area, the recognised as the highest 5. Organisational Excellence
eastern area bounded by priority by the community. Supporting the themes are a
the Coonawarra wine region, list of objectives, strategies
and bountiful and prosperous After analysing the
community input into the and actions that I look
primary producing areas forward to progressing over
throughout. plan the following were
determined as the five (5) key the life of the Plan.
themes / goals for Council:
Wattle Range Council Strategic Plan 2018-2021 1
COUNCILLORS ABOUT
WATTLE RANGE
Wattle Range Council comprises a Mayor and 11 Wattle Range has been rated
Councillors representative of four Wards. The Council is as the No. 1 Net Primary
elected for a four year term and meets on a monthly basis. Producing Area in Australia*.
Strategically located
between Melbourne and
SORBY ADAMS WARD
Adelaide and situated near
to Mount Gambier.
The area is serviced by two
main highways and major
infrastructure traverses the
Council area with the main
Cr. Rob Dycer Cr. Dale Price SEGAS pipeline located in the
Deputy Mayor
east of the Council area and
a gas spur line services the
Snuggery industrial area near
KINTORE WARD
Tantanoola.
The Council area is carbon
negative with large areas of
forestry and large rainfall
supplies the plentiful
Cr. Kevin McGrath Cr. Peter Dunnicliff underground aquifers.
Bordered by the sea in the
west and the Coonawarra
RIDDOCH WARD
wine district to the east
with bountiful primary
producing land in between.
Wattle Range provides a
unique lifestyle and diverse
Cr. Dean Burrow Cr. Robert Thornett economic opportunity.
CORCORAN WARD
Cr. John Drew Cr. Glenn Brown Cr. Gwenda Lawlor
* Regional Australia
Cr. Sharon Cox Cr. Dennis Muhovics Institute 2014
Population Townships Primary Total Area
11,500 13 Production Value 394,602 Ha
$221m
Coonawarra
Furner / Hatherleigh / Penola Wine District
Rendelsham Heritage Trail Potatoes, Onions,
Beachport & Southend Cereal Crops, Wheat, Mary MacKillop Vegetables
Crayfishing Barley Canola
Recreational Fishing Seed
Coastal Drive & 4WD Beef, Lamb
Tourism Wool
Woakwine Cutting Cut Flowers
Coonawarra
Furner PENOLA
BEACHPORT
RIDDOCH
WARD
KINTORE
Hatherleigh WARD
Kalangadoo Nangwarry
Rendelsham
Canunda Mt Burr
National Park Southend SORBY
Tantanoola ADAMS
WARD
Caves MILLICENT
Windfarms Nangwarry
Tantanoola Timber, Dairy,
Millicent Glencoe Museum
Wattle Range - Principal Office
Kalangadoo
Commercial & Industrial CORCORAN Timber Mill, Cherries,
Precincts, Museum WARD
Apples, Stone Fruits
Tantanoola / Snuggery Glencoe
Mt Burr
Paper Mill, Cut Herbs, Glasshouses, Beef, Lamb, Cropping,
Nurseries, Dried Powdered Milk Factory, Forestry Broadacres, Historical
Dried Kelp Products Grazing Shearing Shed
Wattle Range Council Strategic Plan 2018-2021 3
VISION
Wattle Range a great
place to live and work.
VALUES
TRUST TEAMWORK FUN
TRUST - The glue that binds TEAMWORK - The FUN - The importance of
us together as a community. cornerstone of high enjoying what we do and
Doing what we say we are performing organisations. how we do it should never be
going to do and being honest Embracing the diversity of underestimated. Having fun
and transparent in both our thoughts and experiences at work builds stronger teams
intentions and actions, helps that exist within a team and enhances relationships.
build trusted relationships. generates a broader range Recognising and celebrating
of innovative ideas and leads our successes - no matter
to better decision making. how big or small they are
Individuals perform better - encourages the right
when they are a valued behaviours in the workplace
member of a team. They are and ultimately enhances our
more confident, they have performance.
more fun and they are more
productive. We become
more resilient when we know
someone is watching our
back, and we are more likely
to cope under stressful or
difficult circumstances.
COUNCIL COUNCIL
STRATEGIC PLANNING
PLAN FRAMEWORK
The Council Strategic The Wattle Range Council Funding the Council Strategic
Plan is a core document Strategic Plan forms an Plan is critical to its success
for guiding Council’s integral part of Council’s and the Long Term Financial
future direction. The plan ‘planning framework’. Plan provides the mechanism
takes into consideration The Council Strategic Plan to assess whether the
Council’s strategic integrates the future asset Council Strategic Plan can
planning framework and management requirements be funded. Once in place
both the communities for Council, whilst the Council Strategic Plan
priorities and external integrating external priorities in conjunction with the Long
considerations such as the recognised from community Term Financial Plan become
State Strategic Plan. engagement, local township the guiding documents for
As detailed under and state government plans. the formulation of the Annual
Section 122 of the Local Business Plan and Annual
Government Act 1999, Budget, which is ultimately
Council’s Strategic Plan reported upon in the Annual
covers a period of 4 years Report.
from 2018-2021.
Asset
Management
Plans
Government
Long Term Policy/Plans
Financial Plan & Community
Engagement
COUNCIL
STRATEGIC
PLAN
Annual Annual
Report Budget
Annual
Business
Plan
Wattle Range Council Strategic Plan 2018-2021 5
COMMUNITY
ENGAGEMENT
Public
Community
Consultation
COUNCIL Township Plans
30 days Public STRATEGIC Extensive Community Input
Consultation
including public PLAN • Penola
• Coonawarra
meetings • Millicent (in draft)
• Rendelsham (in draft)
• Beachport (pending)
Staff Youth Community
Survey Survey Survey
Survey Survey Survey
Responses: Responses: Responses:
74 255 334
The strategic planning From the consultative Overwhelmingly the
process commenced in process the highest priorities community responded that,
January 2016 and has raised were: lifestyle, the environment
had considerable direct and natural assets of the
• Increasing job opportunities
and indirect community area coupled with the
and job creation for our
input. In total Council primary producing and
youth
received 663 responses agriculture opportunities
from a combination of the • Securing businesses and were the Council’s greatest
Community, Youth and industry and developing strength. Protection of these
Staff surveys combined with opportunities to attract new natural assets was seen as
considerable involvement businesses and industry paramount to maintaining
of the community in the • Improving appearance and this advantage.
development of the township general amenities of the All information provided was
plans. towns analysed and associated
The consultation was • Council infrastructure, strategies have been
designed to reach a broad developing and or developed and incorporated
demographic and a cross maintaining our assets and within this plan, where
section of the community, to sustaining them into the practicable.
inform the planning process. future
HOW WE HAVE
STRUCTURED
THE PLAN
The Wattle Range Council THEMES SUPPORTING STRATEGIC
Strategic Plan sets out what The themes are the main DOCUMENTS
Council aims to achieve over areas of focus for the Council Many strategic documents
the next four years and gives and relate directly to the and long-term plans
directions and targets in the achievement of Council’s support each of the themes.
future management of our vision to make Wattle Range These documents provide
region. ‘A great place to live and information, direction
The plan is structured using work’. and specific actions
the following elements: OBJECTIVES for the achievement of
organisational strategies and
These are measurable steps goals.
that are used to achieve the
themes. SERVICES
STRATEGIES Council dedicates significant
resources to the provision
THEME A number of strategies are of traditional services to
listed for each theme. These the community and these
strategies are the means services are essential to meet
in which Council aims to the objectives of the plan.
achieve its objective and key
themes.
ACTIONS
The key actions identified
are instrumental to the
OBJECTIVE achievement of the strategies
within the Plan.
STRATEGY
ACTION
Wattle Range Council Strategic Plan 2018-2021 7
THEMES &
OBJECTIVES
The Wattle Range Council
Strategic Plan has five main THEME ONE
themes that cover all aspects Community Vibrancy & Presentation
of Council’s business. Objective:
Invariably the themes Generate and support community vibrancy
are interrelated and in through advocacy and maintenance of
community services and enhanced public
collaboration the five themes facilities.
will drive Council’s ability to
achieve its vision.
THEME TWO
Economic Prosperity
Objective:
A sustainable and prosperous economy that
supports local businesses and industry and
creates employment and prosperity for the
region.
THEME THREE
Environmentally Sustainable
Objective:
Protect the natural assets and infrastructure
of the region by leveraging additional
environmental programs that will protect the
environment for future generations.
THEME FOUR
Infrastructure & Asset Sustainability
Objective:
Provide functional, safe, fit for purpose
assets that meet the changing needs of the
community.
THEME FIVE
Organisational Excellence
Objective:
A great place to work where innovation and
efficiency is expected and customers are our
focus.
Wattle Range Council Strategic Plan 2018-2021 9THEME ONE:
Community Vibrancy & Presentation
OBJECTIVE ACTIONS
• Finalise the Open Space Plan for the Millicent
Generate and support community Domain and develop a hierarchy and Open
vibrancy through advocacy and Space Plan for all parks and gardens.
maintenance of community • Incrementally complete the Penola Town
services and enhanced public Square project.
facilities. • Procure, rehabilitate and develop the Millicent
Railway Lands precinct.
• Update the Community Land Register and
STRATEGIES identify opportunities to develop Crown lands.
1.1 Enhance public space areas including • Expand the existing street lighting network
parks, public places, car parking, street and retrofit existing lights with energy efficient
lighting and streetscapes to provide LED.
vibrant, attractive areas.
• Review current car parking allocations and
1.2 Through appropriate planning, identify additional requirements.
develop vibrant, presentable townships
throughout the Wattle Range area. • Develop township plans for all towns in the
Council area.
1.3 Provide sustainable, vibrant community • Undertake general Development Plan
facilities. Amendments for Penola and Beachport.
1.4 Advocate and where possible collaborate • Develop a tree management plan to assist
for the expansion of healthcare, in the appropriate management of trees and
education, transport, community and visual amenity of townships.
welfare services throughout the Wattle
Range area. • Review and continually improve the library
services, ensuring it continues to provide
1.5 Support community events that are a quality service that meets the changing
sustainable and provide longer term community requirements and expectations.
benefit to the community & visitors.
1.6 Promote and support the establishment
of strong, sustainable clubs and volunteer
organisations throughout the Wattle
Range area.SERVICES PROVIDED
• Optimise the utilisation of the Millicent and • Community Development
Penola art galleries.
• Parks & Gardens
• Review, rationalise and develop a playground
maintenance and renewal plan that is aligned • Childcare
to community needs. • Library
• Develop a register of “shovel ready” projects • Planning / Development Services
that are identified by Council or the
• Road Maintenance and Construction
community.
• Volunteer Management
• Advocate for continued funding and support
for healthcare, education, transport and • Art Galleries
welfare services for the Council area.
• Encourage community responsibility for events SUPPORTING DOCUMENTS
and support where appropriate these events
through the provision of Council services. • Community Township Plans
• Advocate for consolidation of sporting • Open Space Plan
clubs into multi-user facilities and star club • Community Lands Register
accreditation.
• Wattle Range Development Plan
• Continue the expansion and implementation
of the electronic volunteer matching program. • Development Plan Amendments
• Strategic Directions Report
• Regional Public Health & Wellbeing Plan
Wattle Range Council Strategic Plan 2018-2021 11THEME TWO:
Economic Prosperity
OBJECTIVE ACTIONS
• Advocate for investment into key
A sustainable and prosperous infrastructure such as energy alternatives and
economy that supports local mobile telecommunication towers.
businesses and industry and • Develop an industrial land plan and a master
creates employment and plan for a primary producing hub at Snuggery.
prosperity for the region. • Increase planning compliance reviews and
development of planning policies such as
outdoor dining and home based businesses.
STRATEGIES • Investigate a scheme that incentivises main
2.1 Support and advocate for improved street business owners to upgrade shop
infrastructure that enhances and creates facades.
economic and business opportunities. • Develop an international inward investment
2.2 Through appropriate planning, develop plan and continue annual international and
opportunities to expand economic and national economic/investments initiatives.
business opportunities throughout Wattle • Conduct a feasibility study into the
Range. development of a tier 3 service kill abattoir
facility within the area.
2.3 Expand on current inward investment
opportunities, maximising business and
economic creation opportunities for the
Council area.
2.4 Strengthen and support the professional
and economic growth of local businesses
and job creation opportunities for the
area.
2.5 Promote Wattle Range as a tourism
destination through provision of
appropriate tourist facilities and
advocacy.SERVICES PROVIDED
• Facilitate economic development forums and • Economic Development
a local professional development network
group for upcoming professionals. • Visitor Information Centres
• Develop strategies to assist business through • Saleyards
times of duress and emergencies. • Planning / Development Services
• Invest in traineeships that will retain • Building Surveyor
opportunities for youth in the Council area.
• General Inspectorate
• Review Council’s accreditation of the South
Australian Tourism Industry Council (SATIC).
SUPPORTING DOCUMENTS
• Promote tourism by developing a tourism plan
for Wattle Range and explore sites to expand • Economic Development Strategy
Council’s policy on recreational vehicle (RV) • Strategic Directions Report
friendly campsites.
• Community Township Plans
• Wattle Range Development Plan
• Development Plan Amendments
• State Strategic Plan
Wattle Range Council Strategic Plan 2018-2021 13THEME THREE:
Environmentally Sustainable
OBJECTIVE ACTIONS
• Develop a Council specific Climate Adaptation
Protect the natural assets and Plan and contribute to the Regional Limestone
infrastructure of the region Coast Climate Adaptation Plan.
by leveraging additional • Implement the Rivoli Bay Action Plan for
environmental programs that will renewal of coastal infrastructure including
groynes and lobby the State Government to
protect the environment for future construct a new groyne near the Beachport
generations. Jetty.
• Undertake further planning that investigates
options for improved management of coastal
STRATEGIES
erosion and impacts on the Beachport
3.1 Protect Council's natural assets through Township.
proactive planning in climate adaptation
• Participate in environmental projects and
and structured infrastructure replacement
lobby for increased funding and resources
and enhancements.
to be allocated to environmental projects in
3.2 Maintain strong and positive relationships Wattle Range.
with Federal and State Government
departments, advocating for increased
investment in coastal and environmental
protection within the Council area.
3.3 Minimise the financial impact of Waste
Management on the community and
provide a service that meets the current
and future needs of the community.SERVICES PROVIDED
• Lobby State Government agencies to • Environmental Management
minimise the impact of coastal erosion as a
result of outflows from the Southend drain • Environmental Health
and Investigate / implement improvement • Waste Management
strategies to the flow and health of Lake
George.
SUPPORTING DOCUMENTS
• Review the waste management strategy
including a review of the waste disposal • Limestone Coast Climate Adaptation Plan
voucher system, kerbside collection service • Rivoli Bay Study
boundaries, options for regional collaboration
and investigate options for kerbside green • Community Lands Register
waste disposal including composting. • Community Township Plans
• Design, construct and relocate the waste • Wattle Range Development Plan
transfer station at Beachport.
• Climate Adaptation Plan
• Lobby the State Government to limit the
• Lake George Study
financial and resourcing impact of proposed
waste management reforms including • State Strategic Plan
increases to the solid waste levy.
• Strategic Directions Report
• Development Plan Amendments
• Regional Public Health & Wellbeing Plan
Wattle Range Council Strategic Plan 2018-2021 15THEME FOUR:
Infrastructure & Asset Sustainability
OBJECTIVE ACTIONS
Provide functional, safe, fit for • Develop and review biennially asset
management plans for all main asset
purpose assets that meet the categories.
changing needs of the community. • Develop management plans for cemeteries,
swimming pools/lake and airfields.
STRATEGIES • Biennially review and update the Airfield
4.1 Create a sustainable stock of assets, with Emergency Management Plan.
appropriate long term asset planning and • Review existing plant and equipment stock
optimal use.
and investigate new technology opportunities
4.2 Plan and provide for a safe local road to enhance efficiency and effectiveness.
network that meets the future and current • Review and implement operation, irrigation
needs of our community. and monitoring plans for all Community
4.3 Advocate for safe and trafficable network Wastewater Management Schemes.
of State Roads. • Update the Regional Transport Plan to include
local significant roads that have high or
4.4 Plan for and optimise Council’s stock of
proposed high future traffic usage.
building assets whilst meeting the future
and current needs of community. • Review and update the Roadside Vegetation
Plan.
4.5 Plan and provide for the expansion
and replacement of Council’s stock of • Review re-sheeting techniques including the
footpaths, walkways and trails to meet use of stabilising agents to improve unsealed
the future and current needs of our road longevity.
community. • Prepare a quarries report that evaluates
material locations and quality for use on local
roads.
• Review and update the rolling program of
road dust mitigation for rural residents.
• Advocate and lobby the Federal and State
governments for the completion of the Penola
Bypass.SERVICES PROVIDED
• Advocate and lobby State Government for the • Asset Management
upgrade of the following roads and highways; • Road Construction & Maintenance
Mile Hill, Kangaroo Flat, Hatherleigh, Wattle
Range, Millicent/Mount Burr and Kalangadoo • Footpath Construction & Maintenance
Roads, Princes and Southern Ports Highways. • Cemeteries
• Conduct a comprehensive review of the • Halls
ongoing maintenance requirements for the
Library, Civic & Arts Centre. • Building Maintenance
• Review, improve, retrofit and rationalise • Stormwater
Council’s halls to improve community • Community Wastewater Management
patronage and functionality. Schemes
• Review and implement future expansion • Kerb & Gutter Construction & Maintenance
requirements for the main Council Offices.
• Swimming Pools/Lake
• Conduct a review of current public toilet
• Public Toilets
facilities and identify opportunities for
expansion, improvement and rationalisation. • Airfields
• Assess the future requirements for the
Millicent Engineering Depot including options
to co locate the engineering administration SUPPORTING DOCUMENTS
office. In addition review and rationalise the • Asset Management Strategy
requirements for multiple engineering depots
• Regional Transport Plan
across the Council area.
• Community Township Plans
• Continue the scheduled removal of asbestos
from Council buildings and review the cleaning • Community Lands Register
services contract for all facilities. • Asset Management Plans
• Pursue funding opportunities with the aim of • Roadside Vegetation Plan
constructing a walking/cycling trail within the
rail corridor between Penola and Coonawarra. • State Strategic Plan
• Asbestos Register
Wattle Range Council Strategic Plan 2018-2021 17THEME FIVE:
Organisational Excellence
OBJECTIVE ACTIONS
A great place to work where • Pursue and implement information technology
solutions such as Business Intelligence (BI)
innovation and efficiency is reporting, NBN and mobility solutions that
expected and customers are our enable greater analysis, operating efficiency
and improve the delivery of general and
focus. financial reporting and resilience of the
information technology network.
STRATEGIES • Facilitate the implementation of electronic
5.1 Streamline operational decision making development applications and electronic rates
processes through technology based notices.
improvements. • Conduct a review of Council’s enterprise
software ‘Synergysoft’ and whether it can be
5.2 Govern in a responsible and responsive
enhanced, optimised for use or replaced.
way.
• Transition the organisation to a fully compliant
5.3 Increase community input into Council electronic records management system.
decision making, through adoption
of quality Community Engagement • Undertake a review of Council’s rates revenue
principles and practices. model system.
• Strengthen Council’s risk management
5.4 Optimise Council operation of businesses
framework through development and review
and assets, to ensure value for money is
of Councils internal controls, implementation
returned to the community.
and review of the Business Continuity Plan
5.5 Ensure Council has the right people to and deployment of a cloud based and mobile
succeed in delivering outcomes. friendly risk management reporting system.
• Review Council’s governance structure by
undertaking an Elector Representation Review.
• Prepare for the Local Government Elections
and develop the training and induction for the
newly elected Council.
• Manage and update Council’s policies,
procedures and delegations of authority as
per the nominated review cycles and review
the function of all Section 41 Committees of
Council and assess their continuing need.
• Implement the internal process changes
required as a result of changes to the
Development Act and the proposed
regionalisation of the Development
Assessment Panel.SERVICES PROVIDED
• Implement a social media profile and continue • Advocacy and Council Leadership
to improve the Council’s website ensuring it
• Community Engagement
remains relevant to community needs.
• Human Resourcing
• Develop a customer service charter which
details response times for correspondence and • Governance
customer queries and appropriate standards • Customer Service
for issue resolution.
• Financial Management
• Review Council’s corporate branding principles
and templates to ensure consistency. • Risk & Work, Health & Safety
• Investigate options to transfer ownership • Emergency Management
of non-essential assets to an alternative • Administration
organisation (public or private) and reinvest
capital into other key infrastructure projects.
• Undertake a financial sustainability review SUPPORTING DOCUMENTS
of the Millicent Saleyards including the • Council Strategic Plan
investigation to lease portions of the saleyards
to increase utilisation of the facility. • Asset Management Plans
• Review current Council operations and • Annual Business Plan
investigate the potential for consolidation of • Policies & Procedures
service delivery.
• Community Engagement Guidelines
• Develop a management plan for the Southern
• Strategic Directions Report
Ocean Tourist Park that concentrates on its
long term financial sustainability. • State Strategic Plan
• Develop a long term action plan for the • Local Government Act
Southend Caravan Park for the sustainability • Long Term Financial Plan
of the park and investigate options for private
investment into an alternate site. • Risk Management Plan
• Strengthen Council’s human resources • Business Continuity Plan
framework through the implementation of an • Internal Controls
online reporting tool that delivers performance
development reviews, training registers, • Customer Service Charter
succession planning and online induction to • Community Lands Register
staff contractors and volunteers.
• Community Township Plans
• Development Act
Wattle Range Council Strategic Plan 2018-2021 19FUNDING AND
RESOURCING
THE PLAN
The following is a list of key financial performance indicators that have been adopted to
ensure that Council’s Strategic Plan is long term financially sustainable and target ranges
have been set to provide financial parameters to each of the indicators.
OPERATING SURPLUS
KPI Explanation
An operating surplus (or deficit) arises when operating income Councils Target
exceeds (or is less than) operating expenses for a period To achieve an
(usually a year). A Council’s long-term financial sustainability operational surplus.
is dependent upon ensuring that, on average over time, its
expenses are less than associated income.
Strategic Plan 2018-2021 Forecasted Results - Operating Surplus (Deficit)
Operating Actual 3rd Budget 1st 2nd 3rd 4th
Update Year Year Year Year
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
$,000 $,000 $,000 $,000 $,000 $,000
Income 22,512 24,355 24,545 24,899 25,384 25,951
Expenditure 20,951 23,943 24,094 24,701 24,745 25,219
Surplus (Deficit) 1,561 412 451 198 639 732
Above Target Below Target
Operating Surplus $000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
Operating Surplus (Deficit) Ratio TargetFUNDING AND
RESOURCING
THE PLAN
OPERATING SURPLUS RATIO
KPI Explanation
The operating surplus ratio is the operating surplus (deficit) Councils Target
expressed as a percentage of operating income. A positive To achieve on average
ratio indicates the percentage of operating income available over time an operating
to help fund proposed capital expenditure. surplus ratio of between
0% - 10%.
Strategic Plan 2018-2021 Forecasted Results - Operating Surplus Ratio
Operating Actual 3rd Budget 1st 2nd 3rd 4th
Update Year Year Year Year
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
$,000 $,000 $,000 $,000 $,000 $,000
Surplus (Deficit) 1,561 412 451 198 639 732
Income 22,512 24,355 24,545 24,899 25,384 25,951
Surplus (Deficit)
6.9% 1.7% 1.8% 0.8% 2.5% 2.8%
Ratio
Above Target Below Target
Operating Surplus Ratio
12%
10%
8%
6%
4%
2%
0%
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
Operating Surplus (Deficit) Ratio Lower Target Upper Target
Wattle Range Council Strategic Plan 2018-2021 21FUNDING AND
RESOURCING
THE PLAN
NET FINANCIAL LIABILITIES RATIO
KPI Explanation
Net financial liabilities equals total liabilities less financial Councils Target
assets (excluding equity accounted investments in Council To achieve a Net
businesses). The net financial liabilities ratio is calculated by Financial Liabilities Ratio
expressing net financial liabilities at the end of a financial between 0% - 100% of
year as a percentage of operating income for the year. If the operating income.
ratio falls, over time, this indicates that the Council’s capacity
to meet its financial obligations from operating income is
strengthening.
Strategic Plan 2018-2021 Forecasted Results - Net Financial Liabilities Ratio
Actual 3rd Budget 1st 2nd 3rd 4th
Update Year Year Year Year
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
$,000 $,000 $,000 $,000 $,000 $,000
Net Financial 6,352 4,041 4,580 5,727 5,330 4,152
Liabilities (NFL)
Income 22,512 24,355 24,545 24,899 25,384 25,951
NFL Ratio 28 % 17% 19% 23% 21% 16%
Above Target Below Target
Net Financial Liabilities Ratio
120%
100%
80%
60%
40%
20%
0%
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
Operating Surplus (Deficit) Ratio Lower Target Upper TargetFUNDING AND
RESOURCING
THE PLAN
ASSET SUSTAINABILITY RATIO
KPI Explanation
This ratio indicates the extent to which existing non-financial Councils Target
assets are being renewed and replaced, compared with To achieve an Asset
the asset renewal and replacement expenditure identified Sustainability Ratio
as warranted in a Council’s infrastructure and asset between 85% - 105%
management plan (I&). It is calculated by measuring of the asset renewal &
capital expenditure on renewal or replacement of assets for replacement expenditure
a period, divided by the optimal level of such expenditure optimised in the
proposed in a Council’s I&. “I&’s”.
Strategic Plan 2018-2021 Forecasted Results - Asset Sustainability Ratio
Actual 3rd Budget 1st 2nd 3rd 4th
Update Year Year Year Year
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
$,000 $,000 $,000 $,000 $,000 $,000
Capital Renewal 3,647 3,797 4,128 4,753 4,818 4,885
Expenditure
I& 3,881 4,127 4,463 5,280 5,343 5,409
ASR Ratio 94% 92% 92% 90% 90% 90%
Above Target Below Target
Asset Sustainability Ratio
120%
100%
80%
60%
40%
20%
0%
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
Asset Sustainability Ratio Target Upper Target
Wattle Range Council Strategic Plan 2018-2021 23UNIFORM
PRESENTATION
OF FINANCES
The Uniform Presentation The statement is a useful A Net lending result reduces
of Finances is a high level comparative document for a Council's accumulated level
summary of both operating benchmarking purposes with of net financial liabilities
and capital investment other Councils as well as an where as if a Net borrowing
activities for Council. informative document that (bracketed) result occurs
assists Council in determining it adds to the level of net
the net movement in its net financial liabilities.
financial liabilities annually.
Uniform Presentation of Finances Actual 3rd 1st 2nd 3rd 4th
Budget Year Year Year Year
Update
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
$,000 $,000 $,000 $,000 $,000 $,000
Net Outlays from Operations
Operating Income 22,512 24,355 24,545 24,899 25,384 25,951
Less Operating Expenses 20,951 23,943 24,094 24,701 24,745 25,219
Operating Surplus / (Deficit) 1,561 412 451 198 639 732
Less Net Outlays on Existing Assets
Capital Expenditure on Renewal 3,647 3,797 4,128 4,735 4,818 4,885
and Replacements of Existing
Assets
Less Depreciation, Amortisation 4,626 4,842 4,852 4,841 4,885 4,907
and Impairment
Less Sale of Replaced Assets 156 212 223 164 169 216
Total Net Outlays on Existing (1,135) (1,257) (947) (251) (236) (238)
Assets
Less Net Outlays on New and Upgraded Assets
Capital Expenditure on New and 1,387 1,715 2,407 1,864 1,197 660
Upgraded Assets
Less Amounts specifically 741 664 430 350 350 350
received for New and Upgraded
Assets
Less Proceeds from Sale of 189 109 - - 400 400
Surplus Assets
Total Net Outlays on New & 457 942 1,977 1,514 447 (90)
Upgraded Assets
Net Lending / (Borrowings) 2,239 727 (578) (1,065) 429 1,060CONCLUSION
Upon assessment of the Whilst Councils debt levels It is envisaged that major
key financial indicators, the are expected to peak at 23% investment on key projects
strategies and activities Net Financial Liabilities in such as the Millicent Railway
included within this Plan are 2019, Council has capacity Lands and the development
able to be funded over the to increase debt and fund of the Coonawarra Rail Trail
life of the Plan. this over the Plan’s period of will help generate additional
When evaluating the impact operation. investment into the area that
to Council’s key financial will generate returns for the
indicators it is clear that Council for years to come.
Council will continue to meet
its targets for Operating
Surplus, Operating Surplus
Ratio, Net Financial Liabilities
and Asset Sustainability
Ratio.
Wattle Range Council Strategic Plan 2018-2021 25Principal Office Beachport
Civic Centre Millicent Road
George Street Beachport SA 5280
Millicent SA 5280 Phone 08 8735 8029
Phone 08 8733 0900 Fax 08 8735 8309
Fax 08 8733 4999
Penola Engineering Office
All correspondence to: 27 Arthur Street Davenport Street
PO Box 27 Millicent SA 5280 Penola SA 5277 Millicent SA 5280
Email council@wattlerange.sa.gov.au Phone 08 8737 2391 Phone 08 8733 0901
Website www.wattlerange.sa.gov.au Fax 08 8737 2206 Fax 08 8733 4472You can also read
