Good financial sustainability position ie “Sound” TCorp rating A robust City water allocation to support further growth in population and business expansion Responsible financial management Stable population base, forecasts for positive population increments into the future Lower unemployment rate than State average Low infrastructure backlog ratio Growing financial reserves Cohesive councillor/staff relationship Locality ie the LGA is not located on a major rail corridor which may be detrimental to the most efficient movement of freight Access to services ie internet, higher education Substandard infrastructure ie regional road networks and heavy vehicle routes need to be constructed or upgraded, rail network needs upgrading, lacking a robust freight intermodal hub Opportunities Threats To strengthen and grow the regional service centre aspect through new hospital, education and lifestyle dynamics Improve transport infrastructure to decrease freight and increase efficiency and productivity Attract additional value adding industries and grow existing industries further To take a more positive role in collaborating and partnering with neighbouring LGA’s High speed internet infrastructure to be rolled out to Griffith City by end of 2016 year Any ongoing erosion of irrigated water allocations and entitlements Demographic changes in population base Further erosion in the level of Financial Assistance Grant funding by Federal Government Additional Cost shifting from State Government that places more pressure on local government Environmental threats ie prolonged drought 2.3 Performance against the Fit for the Future benchmarks Sustainability
Measure/ benchmark 2013 / 2014 performance Achieves FFTF benchmark? Forecast 2016 / 2017 performance Achieves FFTF benchmark? Operating Performance Ratio (Greater than or equal to average over 3 years) .038 Yes .014 Yes Own Source Revenue Ratio (Greater than 60% average over 3 years) 63.6% Yes 74.7% Yes Building and Infrastructure Asset Renewal Ratio (Greater than 100% average over 3 years) 111.4% Yes 146.4% Yes If the Fit for the Future benchmarks are not achieved, please indicate why. Not applicable, each Fit for the Future benchmark is being satisfactorily achieved on both a current and forecast basis. Strong results in all Measures. 2.3 Performance against the Fit for the Future benchmarks
1. Responsible financial management Set appropriate and sufficient fees and charges via annual revenue policy Regular reviews to control costs Collect revenue on a timely basis Obtain targeted grant funding Annual revenue policy adopted by 30 June Prepare a balanced / surplus budget year on year Monthly grants reporting A robust 10 year LTFP reviewed annually Positive Operating Performance Ratio Balanced/surplus result by fund Financial Sustainability Increase in cash reserves annually Control on employee leave entitlements High quality, efficient service delivery Review services and service levels Asset rationalisation Complete operational reviews for each key service area Review cost of each service provided Enhanced community satisfaction Meet the needs of the community Maximise the use of revenues Growth Economic development Affordable rates and charges 3.2 Infrastructure and Service Management Summarise your council’s key strategies to improve performance against the Infrastructure and service management benchmarks in the 2016-20 period, including the outcomes you expect to achieve. Explain the key assumptions that underpin your strategies and expected outcomes. Infrastructure Backlog Ratio (benchmark less than 2%)