CATEGORY YEARLY DECREASE WEEKLY DECREASE Quirindi Business $84 $1.61 Werris Creek Business $32 $0.62 Village Business $32 $0.62 Quirindi Residential $26 $0.50 Werris Creek Residential $19 $0.37 Village Residential $18 $0.35 Rural Residential $29 $0.56 Farmland $139 $2.68 In Scenario 2 the impact of a 12.5% rate increase on the average rate in the main categories is shown below: CATEGORY YEARLY INCREASE WEEKLY INCREASE Quirindi Business $261 $5.03 Werris Creek Business $99 $1.90 Village Business $100 $1.94 Quirindi Residential $82 $1.57 Werris Creek Residential $60 $1.15 Village Residential $57 $1.09 Rural Residential $90 $1.74 Farmland $436 $8.39 As can be seen above in Scenario 2 the increases per week equate in most cases to the cost of a cup of coffee or less. The business and farmland rates are also tax deductible so the impact is even less in those categories. These increases are considered to be reasonable when looking at a resident’s capacity to pay, the benefits to be received through increased roadwork upgrades and the higher level of average residential rates imposed by neighbouring Councils. 4. The Need for a New Revenue Path Cont’d For Scenario 3 the impact on average rates in 2018/19 – year 5 would be as follows:
1.1.1 Periodically review community engagement strategy Community engagement strategy reviewed Percentage satisfaction in community survey Annually Bi-annually MANEX, Council 1.1.2 Councillors to be available for community members to issues No reasonable complaints from members of the public about access Ongoing Executive Assistant Councillors 1.1.3 Council to have a greater presence in outlying areas At least two committee/council meetings held each year in other locations in the shire Annually Executive Assistant Council STRATEGY 1.2 Foster and support community leadership and encourage innovation Actions 2014/15 - 2017/18 Performance Measure Timeline Responsibility 1.2.1 Develop scholarships for young people to foster leadership. Youth scholarships available and committee established. Annually Community Committee Director Economic and Community Development 1.2.2 Promote volunteering and develop partnerships with community leaders Hold volunteer appreciation function Volunteers sought for community purposes and supported by council. Meetings held with community representative groups Ongoing Annually Director Economic and Community Development General Manager 1.2.3 Improve the efficiency and transparency of council processes Independent Internal Auditor engaged to review all council processes and report to Council Annually Internal Committee 1.2.4 Encourage staff to be innovative generated from staff innovation, eg Tr@ceR, quarry extraction Ongoing General Manager, staff STRATEGY 1.3 Advocate for an increase in the resources committed by the Federal and State Governments to Local Government and Liverpool Plains Shire Council in particular for infrastructure Actions 2014/15 - 2017/18 Performance Measure Timeline Responsibility
1.3.1 Council will advocate strongly for improved funding to Local Government by lobbying Local Members of Parliament, and supporting Namoi Councils and LGSA proposals Quantum of additional resources allocated to Council as a result of lobbying Ongoing Council STRATEGY 1.4 Seek Constitutional recognition of local government to enable direct funding from the Commonwealth Actions 2014/15 - 2017/18 Performance Measure Timeline Responsibility 1.41 Council will actively support constitutional recognition of local government via media campaigns in conjunction with the ALGA Local Government is recognised in the constitution after the next Referendum To be confirmed Council STRATEGY 1.5 Demonstrate accountability, good customer service, transparency and ethical conduct Actions 2014/15 - 2017/18 Performance Measure Timeline Responsibility 1.5.1 Provide relevant staff training and offer competitive working conditions and remuneration Council performance in these areas against benchmark in Annual Employee Survey Ongoing MANEX 1.5.2 Ensure decision making processes are fair, open and equitable Council recognised as a transparent, accountable and ethical organisation Ongoing Council, 1.5.3 Ensure staff respond to all forms of customer requests in a timely manner of satisfaction in community survey for customer service Ongoing STRATEGY 1.6 Increase the number of female councillors and management staff Actions 2014/15 - 2017/18 Performance Measure Timeline Responsibility 1.6.1 Promote the need for greater gender equity on councils via Female staff and councillors as a percentage of total staff and councillors four years for councillors; ongoing for staff Councillors
Contemporary land use planning and assessment Effective management and minimisation of waste collection and disposal. To develop strategies that facilitates growth and guide Council toward ecological sustainability through responsible management of both the natural and built environments. To be recognised as a leader in environmental management. Main Council Functions in this Program Area: Building and Development Control Law Enforcement Public Health Natural Resource Management Waste Management Emergency Services/Animal Control Land Development Heritage The Community’s Vision for this Program. During the community engagement process leading to the development of the Community Strategic Plan, the community identified the following priority that Council should focus on over the next 10 years: of the environment and infrastructure impact of mining Environmental sustainability Housing Development Management of development Enforcing regulations and control over residential animals Waste services. Council will continue to undertake independent community surveys to analyse any trends in the responses from the community over time. This will enable Council to measure the effectiveness of the implementation of its strategies in the Community Strategic Plan. In order to address the above issues and challenges Council has a number of strategies as detailed in the following tables. STRATEGY 2.1 Support and develop programs which protect and enhance the Shire’s natural environment and ‘rural’ character Actions 2014/15 - 2017/18 Performance Measure Timeline Responsibility
2.1.1 Undertake creek clearing projects. Projects undertaken, health of rivers and creeks improved Ongoing Director Environmental Services 2.1.2 Seek grant funding opportunities. Grants received Ongoing Director Environmental Services 2.1.3 Ensure LEP and DCP protects rural areas LEP and DCP adequately protect the environment, rural character maintained Ongoing Director Environmental Services 2.1.4 Undertake statutory functions in weed control People made aware of new and emerging weeds Ongoing Director Environmental Services STRATEGY 2.2 Ensure that environmental and development standards satisfy community needs and aspirations Actions 2014/15 - 2017/18 Performance Measure Timeline Responsibility 2.2.1 Council will review its LEP every 5 years LEP reviewed By 2015/16 Director Environmental Services. Council 2.2.2 The development control plan will be reviewed and implemented to provide guidance for the sustainable development of the Shire DCP reviewed Level of community satisfaction in surveys for management of development Ongoing Bi-annual Director Environmental Services, Council STRATEGY 2.3 Assist in the provision of infrastructure and resources associated with the emergency services requirements of The Shire Actions 2014/15 - 2017/18 Performance Measure Timeline Responsibility 2.3.1 Provision of funding and accommodation in annual operational plans for RFS, VRA and SES Level of community satisfaction in surveys for emergency services compared to benchmark Bi-annual Director Environmental Services 2.3.2 A comprehensive emergency management response and capacity Plan will be developed through the EMPlan EMPlan developed and reviewed in conjunction with agencies such as NSW FB, NSW RFS, SES, VRA, Police and Department of Health. By June 2014 and then ongoing Director Environmental Services STRATEGY 2.4 Council uses its resources wisely to reduce its ecological footprint Actions 2014/15 - 2017/18 Performance Measure Timeline Responsibility 2.4.1 Implement results of waste and energy audits from Namoi towards a Council’s ecological footprint is smaller. Ongoing to 2015/16 MANEX
Actions 2014/15 - 2017/18 Performance Measure Timeline Responsibility 3.1.1 Promote and support cultural festivals and events within the Shire. Festivals, events and promotions are celebrated. Annually Director Economic and Community Development STRATEGY 3.2 The community has improved access to health services and facilities Actions 2014/15 - 2017/18 Performance Measure Timeline Responsibility 3.2.1 Council will monitor and advocate for the provision of health services to ensure residents have access to quality services and facilities that meet community expectations. Current health services are at least maintained and/or improved and new health services are introduced to meet local demand Ongoing Council, Director Economic and Community Development 3.2.2 Continue with the provision of subsidies to attract new GP’s Sufficient GP’s to meet demand Ongoing Council, Director Economic and Community Development 3.2.3 Advocate better services for people with special needs. Better services provided as a result of advocacy Ongoing Council 3.2.4 Advocate services to address mental health issues Better services provided as a result of advocacy Ongoing Council STRATEGY 3.3 The community has improved access to health services and facilities Actions 2014/15 - 2017/18 Performance Measure Timeline Responsibility 3.3.1 Council will lobby the State Government to have a greater police presence in the Shire. The number of police stationed in the increased. Ongoing Council 3.3.2 Council will continue to install CCTV cameras at strategic crime hot spots CCTV cameras installed As required Director Corporate Services STRATEGY 3.4 Provide opportunities to facilitate utilisation of the skills and expertise of women in the community within the workforce