Agenda of Ordinary Meeting

Permit No.	Address	Project Description	Date Approved
20170023	26 Menzies Street, CHARLTON	Extension: To Existing Dwelling, Garage and Verandah Detached	18/04/2017
20170026	Back St Arnaud Road, CHARLTON	New Building: Storage Shed	11/05/2017
20170027	21 Sherwood Street, BIRCHIP	Remove Building: Removal of Detachable Bungalow/Office	18/05/2017
20170028	74 Cumming Avenue, BIRCHIP	Re-erect Building- Relocate Detachable Building (Bungalow/Office)	18/05/2017
20170029	1741 Ninda-Turriff Road, NINDA	Other: Swimming Pool & Pool Safety Barrier	18/05/2017

Buloke Shire Council Ordinary Meeting Agenda Wednesday, 14 June 2017

8.1.1 Rates and Charges Financial Hardship Policy

Attachment 1 Rates and Financial Hardship Policy

Policy Location	Corporate Services
Policy Title	Rates and Charges Financial Hardship Policy
Policy Number		Date Adopted
Revision Number	1	Revision Date	June 2017

1. Introduction

This policy relates to the deferring of payment of any rates or charges, or the granting of a waiver of outstanding interest on rates or charges, whether whole or in part to individual persons in accordance with the provisions of sections 170 and 171(a) of the Local Government Act 1989 (the Act).

The aim of the policy is to:

(i) provide a deferment of rates and charges or grant a waiver of interest on rates or charges to ratepayers experiencing demonstrated financial hardship;

(ii) provide guidelines, templates and establish principles to apply when an application for the deferment or waiver of interest on outstanding rates or charges is received;

(ii) identify the type and amount of assistance that may be granted prior to an application for the deferment or waiver of interest on outstanding rates or charges being approved;

(iii) ensure Council’s debt collection practices are sensitive and responsive to ratepayer’s financial hardship issues; and

(iv) Alleviate the potential for rates to become a factor in domestic economic violence.

The policy is aimed to assist ratepayers that are experiencing financial difficulty to pay their outstanding rates and charges. The deferment or waiver of a debt under the Act will be considered after the ratepayer has exhausted other means of assistance provided by Council in paying the outstanding amount.

Council will assist the ratepayer to initiate an achievable repayment plan to limit the outstanding debt to be paid within a reasonable timeframe. It is expected that if Council is prepared to put payment plans in place, the ratepayer will reciprocate by making a concerted effort to repay the debt outstanding.

2. Relationship with Council Plan

This proposal is in line with the following strategic goal of the Council Plan:

Our People and Organisation (Leadership and Governance)

“Ensuring that Council is well governed and its finances and risks are managed sustainably and responsibly”.

3. Objectives

The objective of this policy is to formulate a process of assistance to ratepayers to minimise the applications for deferment or waiver of interest on rates or charges due to financial hardship.

If Council is able to offer flexible arrangements that suit individual ratepayers in settling their outstanding debt, then the process creates a win: win situation for the ratepayer and Council.

There are significant issues for ratepayers that have to declare themselves as bankrupt. Issues arise for ratepayers concerning credit ratings and future borrowing applications as well as social implications with friends and family.

4. Scope

This Policy applies to deferring rates or charges, or waiving interest on rates or changes, whether whole or in part, for reasons of financial hardship.

This policy excludes applications for waiving rates or charges, whether whole or in part, under section 171(2) of the Act. Where an application for waiving rates or charges is received, such application will be reviewed by Council in a closed session of Council.

5. Rates and Charges

5.1 Current Rate Payment Process

Council sends out annual rate notices in late August or early September which are due for payment in full by 15 February each year.

Ratepayers who elect to pay by quarterly instalments will receive a separate notice for the second, third and fourth instalments. The four instalments are due on 30 September, 30 November, 28 February and 31 May respectively.

Council also offers a 9 monthly instalment plan (September to May) via direct debit, whereby ratepayers agree to have a monthly deduction made direct from their bank account to clear the annual rates and charges.

Ratepayers may also put in place an agreed payment plan to pay their rates.

Council uses the following options to receive payment for rates and charges

· Over the Counter (Wycheproof Office)

· Over the telephone

· BPay

· In person at Australia Post of Australia Post Billpay

· By mail

· Centrepay

A Final Notice is sent in early March to all ratepayers with an outstanding rates balance (excluding instalment payers and payment arrangements).

Ratepayers with accounts with a balance greater than $500 remaining unpaid or for which no payment plan has been arranged are then referred to Council’s debt collection agency for initiation of legal action.

5.2 Charging of Interest

Interest is charged on all outstanding balances in accordance with the provisions of section 172 of the Act.

5.3 Waiving Interest

Interest waivers fall under two categories:

· Administration Waivers

Ratepayers may have interest only waived in the event of an administrative issue, error or omission which has caused or significantly contributed to the failure to pay rates in a timely manner.

· Compassionate Waiver

Ratepayers may have interest waived where they have demonstrated compassionate grounds for a payment being late, and thus attracting interest.

5.4 Sale of Property for Debt Recovery

Under the provisions of section 181 of the Act, Council may sell a property for the recovery of unpaid rates and charges.

Sale of a property for debt recovery purposes will only be undertaken as a last resort where all other means of recovering outstanding rates have failed or where all attempts to locate the owner of the property have been unsuccessful.

5.5 Staff Training

Council will provide training to rates and customer service staff that deal with ratepayers on a day-to-day basis. Training will increase awareness of hardship issues, available counselling resources, focus on ratepayer needs and ensure communication strategies are compassionate and confidential.

6. Policy

In accordance with the Act, deferring or waiving of rates or charges or interest is only available to a ratepayer’s principal place of residence on properties rated as Residential or Retirement Village Properties. No option is available to defer or waive rates and charges on properties rated as vacant, commercial, industrial, or farm land (unless clause 7(c) of this policy applies) .

Ratepayers may have interest on outstanding rates or charges or part thereof, waived or rates or charges or interest deferred subject to compliance with the following conditions:

(a) The ratepayer must be experiencing undue and unavoidable hardship; and

(b) The ratepayer is:

(1) a pensioner (eligible to claim the State Government pensioner rate rebate); or

(2) receiving Centrelink benefits for a minimum period of six consecutive months; or

(3) able to provide evidence of severe financial hardship as certified by an assessment carried out by Council.

Notwithstanding the above, ongoing rates and charges will continue to be levied.

In all applications for deferral of rates or charges or interest the applicant will be encouraged to continue to pay the portion of rates or charges or interest that is affordable given their individual circumstances.

The total amount deferred on a single assessment should not exceed 5% of the Capital Improved Value of the subject property.

7. Guidelines for Consideration of an Application

Applications from ratepayers for financial assistance by means of flexible payment options will be considered by Council officers under delegation.

The following guidelines should be considered when assessing an application for waiving of interest on rates or charges.

a) the interest payable must relate to the applicants principal place of residence;

b) applications for waiving of interest on rates or charges for residential investment, commercial or industrial properties and vacant will NOT be granted;

c) applications for waiving of interest on rates or charges for farms or commercial properties that are also used for residential purposes will NOT be granted, unless the residential part of the property is separately assessed for rates. In such cases, the relationship of the applicant to the adjoining business activity and gross income generated by that activity will be taken into consideration;

d) the amount to be waived or deferred must not be more than 5% of the Capital Improved Value of the residential property in the application;

e) the ratepayer must be experiencing demonstrated financial hardship;

f) the ratepayer must be able to demonstrate the requirement to pay the full amount outstanding would exacerbate existing financial hardship;

g) the ratepayer must show they are prepared to contribute towards the longer term payment of any outstanding amount. To this end, a “Debt Finalisation Date” must be nominated by the debtor;

h) the ratepayer must demonstrate they are able to honour payment arrangements they have entered into;

i) Council expects that the ratepayer is making legitimate attempts to ensure money is available to make rates and charges payments;

j) Council accepts that the ratepayer’s commitment to a mortgage on their principal place of residence, utility services, property and health insurance and car loan and registration payments are essential and take precedence over rates and charges payments. That being so, it does not exclude the rates and charges debt from being paid and does not mean penalty interest will not be charged;

k) Council requires the ratepayer to advise Council if they decide to sell the property before the Debt Finalisation Date. Interest on the outstanding balance may then be applied if it is deemed appropriate;

l) Council requires the ratepayer to provide a Statutory Declaration of all income and expenses, assets and liabilities and potential sources of income. This includes details of shares portfolios, business partnerships, joint ventures etc. Copies of documentary evidence (e.g.: Tax returns etc.) may be required to be presented at Council’s discretion;

m) Council may arrange for the information provided above to be assessed by independent professionals if considered necessary;

n) Council may require the ratepayer to meet with financial counselling professionals involved in the assessment of the application;

o) Any legal costs incurred against the property will remain, as this is a cost Council has incurred.

All information received by Council or professionals engaged in the assessment process will be treated as strictly confidential.

8. Implementation and Review

Applicants are able to apply for assistance at any stage throughout the year. All applications are to be received by Council’s Revenue Officer.

The application will be assessed against the above criteria by the Revenue Officer. All applications will be assessed on their merits as it is acknowledged that applicants may not meet all of the above principles/criteria. Therefore, a flexible approach will be taken in regard to provision of the above information.

If necessary, the application will be referred to a Financial Counselling Service or a similar service, for independent assessment. This referral may be at the instigation of the Revenue Officer or the applicant.

A report and final recommendation will be presented to the Director Corporate Services. The report must include details of the appraisal of the application by either the Revenue Officer or the independent assessor.

9. Related Legislation

· Local Government Act 1989

· Privacy and Data Protection Act 2014

10. Review

Council may review this policy at any time but unless otherwise requested at least four years from the date of adoption.

Minor amendments to the policy may be authorised by the Chief Executive Officer at any time where such changes do not alter the substance of the policy.

Buloke Shire Council Ordinary Meeting Agenda Wednesday, 14 June 2017

8.1.2 Risk Management Framework and Policy

Attachment 1 Risk Management Framework

Buloke logo

Document Title:

Risk Management Framework

Document Location:

Risk and Human Resources

Responsible Person:

Manager Risk and Human Resources

SECTION 1 - INTRODUCTION.. 2

Background. 2

Our Vision. 2

Our Mission. 2

Our Values. 2

Introduction. 2

Purpose. 3

Scope. 3

Definitions. 3

SECTION 2 – FRAMEWORK. 4

Risk Attitude Statements. 4

Risk Management System.. 4

Audit Advisory Committee. 5

Business Continuity. 5

Occupational Health and Safety (OHS). 5

Risk Management awareness. 5

The Risk Management Process. 5

1. Establishing the context. 6

2. Risk Assessment. 6

a. Risk Identification. 6

b. Risk analysis. 7

c. Risk evaluation. 8

3. Risk Treatment. 9

4. Communication and Consultation. 9

5. Monitor and Review.. 9

Risk Register. 10

Risk Reporting. 10

SECTION 3 – RESPONSIBILITIES. 11

Council 11

Audit and Risk Advisory Committee. 11

Chief Executive Officer (CEO). 11

Manager Risk and Human Resources. 11

Employees, Volunteers, Contractors. 11

SECTION 4 – REFERENCES, SUPPORTING DOCUMENTATION AND GOVERNANCE. 12

APPENDIX A – CONSEQUENCE TABLE. 13

APPENDIX B – LIKELIHOOD TABLE. 15

APPENDIX C – RISK MATRIX. 16

SECTION 1 - INTRODUCTION

Background

The Buloke Shire Council is a public statutory body incorporated under the Local Government Act 1989.

The Shire covers more than 8,000 square kilometres of the Mallee region in the state’s northwest, stretching between Lake Tyrrell, Victoria’s largest salt lake, and the northern reaches of the Avoca River.

Buloke Shire Council serves the communities of Wycheproof, Charlton, Donald, Birchip and Sea Lake, as well as the smaller townships of Berriwillock, Culgoa, Nandaly, Nullawil and Watchem.

Agriculture, specifically grain production, is the primary source of income and employment in the area. Other forms of farming, education, retail, community service sectors and light industry also provide employment and income.

Services, projects and activities of Council are conducted in accordance with the Council Plan and the Strategic Resource Plan. These Plans form the basis for how resource budgets and staff support are provided.

Our Vision

A sustainable Council for a liveable community.

Our Mission

To work with people of Buloke to provide a supportive and positive environment enabling them to work to achieve satisfying and productive lives.

Our Values

Council addresses its key values through:

§ Constructive engagement;

§ Good communication;

§ Transparency in decision making;

§ Accountability for actions;

§ A collaborative approach working with partners;

§ Taking responsibility;

§ Representation of the community and its needs; and

§ Being responsive and timely.

Introduction

The Buloke Shire Council is committed to an integrated approach to risk management in order to:

§ Protect its staff, assets, liabilities and community against potential exposures;

§ Minimise uncertainty in achieving its goals; and

§ Maximise opportunities to achieve Council’s Strategic Objectives.

The risk management process is not static, nor does it operate in a vacuum. It requires integration with key business drivers and activities as part of good management practice. Effective identification, assessment and evaluation of defined risks are critical to Council achieving its strategic objectives, as outlined in the Council Plan 2015 – 2019 and meeting overall community expectations.

Council’s Framework is developed to ensure the objectives of the Risk Management policy are achieved. The Framework describes the key principles, elements and processes to guide all staff to effectively manage risk, as a component of day-to-day decision making and business practice.

Purpose

The purpose of the Framework is to provide details of the requirements and processes supporting Council’s Risk Management policy. It is designed to assist managing uncertainty, its associated risks and opportunities, as well as enhancing Council’s ability to achieve its objectives.

The Framework will:

§ Align to the objectives of the policy

§ Ensure consistent application of reporting assessment and treatment of Council’s identified risks

§ Provide clarity around the accountability for controls, reporting, strategies and actions

§ Assist in the development of a continuous improvement culture integrating the risk management process into management structures.

Scope

The Framework applies to the following categories:

§ Strategic risks: associated with high level goals that align to Council’s community, annual and business plans which may affect Council’s corporate objectives

§ Operational risks: associated with departmental functions and daily operations

§ Project risks: associated with project management

§ Compliance risks: associated with regulatory and legislative requirements.

Definitions

Within the Risk Management Framework –

"Council" means Buloke Shire Council.

“Operational Risks” are risks associated with departmental functions and day-to-day activities which deliver essential services.

“Project Risks” are risks associated with project management that impact milestones connected to delivering a specific project.

“Strategic Risks” are risks associated with high level goals which align to Council Plans (such as the Council Plan and Strategic Resource Plan). Strategic risks may affect the achievement of Council’s corporate objectives.

“Risk Management” is the effect of uncertainty (either positive or negative) on objectives. It describes the planned and systematic approach used to identify, evaluate and manage the whole range of business risks and opportunities facing Council. Risk management involves both the management of potentially adverse effects as well as the fulfilment of potential opportunities. The risk management process will enable Council to minimise losses and maximise opportunities.

SECTION 2 – FRAMEWORK

Risk Attitude Statements

Risk attitude statements (formerly risk appetite statements) are intended to provide a broad outline upon which management can base risk acceptance decisions, i.e. what is justifiable, what is not and what is in line with Council’s objectives. Decisions about the acceptance or non-acceptance of risk should also consider consequences to Council within the criteria set out in Appendix A.

It should be noted a change in the acceptance/non-acceptance of a risk attitude statement may be subject to Council resolution, where such a change is not in breach of a legal, statutory or legislative requirement.

Category	Acceptance/Non-Acceptance
Operational/Business	· Acceptance of decisions which result in benefits to the community, organisation and infrastructure · Non-acceptance if decisions or actions which may cause significant degradation to standards to the community, organisation and infrastructure
Environmental	· Acceptance of decisions which result in benefits to the environment · Non-acceptance of decisions or actions which cause harm to the natural environment
Financial	· Acceptance of decisions or actions which strengthen Council’s financial sustainability · Non-acceptance of decisions which impact negatively on Council’s long term financial sustainability
Occupational Health and Safety	· Acceptance of decisions or actions which improve Council’s ability to provide a safe and healthy working environment · Non-acceptance of any actions which compromise health and safety of the public or staff
Compliance, governance and legal	· Acceptance of decisions which support Council’s ability to comply with legal, professional and regulatory requirements · Non-acceptance of any non-compliance with legal, professional and regulatory requirements
Public Image and Reputation	· Acceptance in decisions which result in improvements to service delivery or productivity gains · Non-acceptance for actions which may damage Council’s reputation

Risk Management System

A risk management system includes the methods and processes used to manage risks and identify opportunities – to achieve defined objectives. Risk management is not just about the risk assessment process nor is it a stand-alone discipline. In order to maximise risk management benefits and opportunities, it needs to be integrated with existing business process.

Annual (strategic) risk assessments must be undertaken by the Senior Management team to address key strategic risks. Extreme and High rated risks will be reported to the Audit and Risk Advisory Committee and monitored on a quarterly (or meeting frequency) basis.

Audit Advisory Committee

The audit process plays an important role in evaluating internal controls (and risk management processes) currently employed by Council. The Audit Advisory Committee carries out the following risk management activities:

§ Monitor the systems and process via the Buloke Shire Council’s risk register to ensure that material operational risks to the Buloke Shire Council are treated.

§ Monitor the systems and process via the Buloke Shire Council’s Fraud register to ensure that material Fraud risks to the Buloke Shire Council are treated.

§ Monitor the process of review of the Buloke Shire Council’s risk profile.

§ Consider the adequacy of actions taken to ensure that the material business risks have been dealt with in a timely manner to mitigate exposures to the Buloke Shire Council.

Business Continuity

Council’s Business Continuity Plan (BCP) is designed to re‐establish functions and services in a timely and efficient manner, with minimal disruption to stakeholders. By understanding the environment, vulnerabilities and criticalities of the organisation, Council is committed to ensuring there is a clear understanding of what accountabilities and responsibilities are in place when emergency, continuity and recovery response are in effect.

Risks relating to a disruption of Council’s operations are gathered through Business Impact Statements, testing and desktop exercises and reviews following significant incidents resulting in disruption to Council’s core services.

Occupational Health and Safety (OHS)

Risk management is the generally accepted method of systematically managing OHS. Council has in place a suite of policies and procedures to assist in managing work related risk.

Risk Management awareness

The Framework, and supporting policies and tools will be made available to all staff. Risk Management awareness strategies, including training and workshops, will be completed by workers to increase Council’s risk management culture.

The Risk Management Process

Council’s risk management methodology is consistent with the principles of AS/NZS ISO 310000:2009 Risk Management – Principles and Guidelines. It aims to integrate risk management into all corporate governance, strategic and business planning processes and provides for risk-based decision making and planning through understanding the potential threats and opportunities associated with a specific scope of work.

The Risk Management Process consists of:

1. Establishing the context

2. Risk assessment, including identification, analysis and evaluation

3. Treatment

4. Communication and consultation

5. Monitoring and review

1. Establishing the context

Establishing the context is the first and most important step of the risk management process. It provides assistance in defining the scope of work to which the risk assessment will apply and considers the internal context and external context.

When establishing the context of a risk assessment, you should first determine what the objectives of the assessment are, as well as considering the objectives of the service, activity or event.

Examples of potential risk factors include:

§ Assets and Infrastructure – such as condition, maintenance, renewal, replacement and planning

§ Customer service and reputation – such as the current and potential future needs of Council’s customer base

§ Environment – such as environmental compliance and consequences of Council activities to the environment

§ Finance – such as cash flow, budget requirements, tax obligations, and creditor and debtor management

§ Governance – such as organisational structure, roles and accountabilities, and policies

§ Human Resources – such as the attraction, development and retention of staff, succession planning and remuneration

§ ICT – such as implementation, maintenance and upgrades

§ Political – such as meeting Council’s commitments as outlined in its Plans

§ Project – such as finances, resources, contractor management and delivery dates

§ Regulatory and legal – such as compliance with Acts, Regulations and Standards

§ Safety – such as individual, public and workplace safety

2. Risk Assessment

Risk assessment is the overall process of risk identification, risk analysis and risk evaluation.

a. Risk Identification

Council identifies, assesses and treats strategic, operational and project risks. Identification will include recognising which risks need to be managed on an ongoing basis or which may have significant implications for Council in the future. A useful way to identify these risks is to ask:

§ What can happen

§ Where could it happen

§ When could it happen

§ Why could it happen, and

§ How can it happen

Ideally this process should involve as many stakeholders as possible in a structured identification exercise via, for example, workshops. These exercises should establish a list of risks associated with a scope of work or project, including risks associated with not pursuing an opportunity. All significant causes and consequences should be considered.

This principle is demonstrated below:

Using the above principle, a breakdown on the identification process may be as follows:

b. Risk analysis

Risk is measured by the consequence (or impact) on Council and the likelihood the risk will become an actual event. In simple terms, this is about developing an understanding of the risk itself, which in turn will enable an effective risk evaluation, decisions on whether risks need to be treated, and the most appropriate risk treatment strategies and methods.

The risk assessment criteria requires the application of two measures when determining the risk level:

§ Consequence (impact)

§ Likelihood (probability)

A risk rating can then be obtained by the following:

Risk = Consequence x Likelihood

The consequence categories in the risk assessment criteria are those which reflect the business drivers of Council. Council’s consequence categories are defined below (Council’s full consequence table is outlined in Appendix A):

Operational, Process and Business Interruption	The impact on Council operations and delivery of service in terms of outage time and operations
Environmental	The impact on the natural environment (ecosystems), including flora, fauna and atmosphere
Financial	All revenue, savings, direct and indirect costs such as fines, legal expenses (including claims and settlements), operational costs (including workarounds and additional resources) and capital expenses
Human	Any injury, illness, disease and fatalities which may occur to staff, contractors, volunteers, customers and the public
Compliance, Governance and Legal	Any potential breach of regulations, statutes or contracts, as well as any legal proceedings, prosecution, suspension of activity or financial penalties
Public Image and Reputation	Perceived impact on image of Council derived from media, political or community attention and expectations

The likelihood is the probability that the particular consequences will occur. In this step, it is important to assess or focus on the consequences and not the event itself. This may include a review of historical data, and existing controls and their effectiveness in mitigating the risk.

Controls are methods for evaluating impacts and taking action to reduce or eliminate the potential for the event occurring. There are a number of ways controls can be implemented, including procedures, training, checklists, process changes, audits, and business decisions. Questions to test the effectiveness of current controls may include:

§ How does the control impact the likelihood and consequence of the risk?

§ Is the control reliable?

§ Is the control understood and being applied as intended?

Council’s Likelihood table is outlined in Appendix B.

A ‘risk rating’ can now be obtained by using the Likelihood and Consequence tables. Council’s defined levels of risk are: Low, Medium, High and Extreme. Council’s Risk Matrix is outlined in Appendix C.

c. Risk evaluation

Risk evaluation is essentially the process of prioritising which risks are going to be treated and how quickly treatment action is required. It gives Council an indication of whether a risk is ‘acceptable’ or ‘unacceptable’, where ‘unacceptable’ risks need to be reduced through further controls.

The assessment of ‘acceptable’ and ‘unacceptable’ risks will largely be determined by Council’s risk attitude (also referred to as risk appetite), as outlined earlier in this framework.

Ultimately, there are two options available in the risk evaluation process – to accept or treat the risk – and the decision to do so will be unique to the risks’ context and take into account the wider context of the risk (i.e. alignment with Council objectives and legislative and regulatory requirements).

The risk ratings within Council’s Risk Management Matrix will assist in guiding Council’s response to the identified risk. As a rule of thumb extreme risks require urgent and immediate action, and high risks require management attention and specific action within set timeframes, to bring the risk to a more acceptable level.

Moderate risks and low risks should be subject to ongoing review and action within the relevant department. Mitigation of these risks should be undertaken when it is considered the current controls in place will not be appropriate in the future as a result of any changes to the operating and external environments.

Prior to developing and implementing treatment plans (outlined below), the effectiveness of current controls and costs associated with the management of the risk should be considered. In some cases, this review may identify all reasonable steps to control the risk are already in place and any further action would be uneconomical.

3. Risk Treatment

Risk treatments involve identifying possible methods for reducing, removing or managing the risk. Treatment will involve one or a combination of the following:

1. Accept the risk – take no further action

2. Mitigate the risk – do something to treat, reduce or change the risk. This is the most common approach to risk treatment and may include an action to reduce the likelihood, consequence or both

3. Avoid the risk – do not start or eliminate any activity associated with the risk. The key consideration is whether the activity is inherently risky and unavoidable. The elimination of the activity may be impossible as it is critical to Council’s objectives

4. Transfer the risk – allocate or share the risk with third parties, such as through insurance or contractor management activities.

Key questions when considering the most appropriate risk treatment strategy may include:

§ Are stakeholders prepared to accept the mitigation strategy?

§ Is it aligned, and consistent, with Council practices?

§ Is it cost effective? Can the same result be achieved at a lower cost and/or through an alternative approach?

§ Is it sustainable?

§ How does it meet with our regulatory and legislative requirements?

§ Does it introduce new risks to Council?

4. Communication and Consultation

Communication and consultation recognises the need to promote and embed risk management concepts within Council. Effective communication should occur at an early stage in the risk management process to ensure those involved with, and affected by, decisions understand why those decisions were made.

5. Monitor and Review

The ongoing monitoring and review of risk assessments and plans will ensure any changes in risks can be recorded. Risks can and do evolve during the lifecycle of any project or Plan, and a regular review of strategies and actions will ensure treatment strategies remain relevant by:

§ Ensuring implemented controls are effective

§ Providing further information to improve risk assessments

§ Identifying possible emerging risks

§ Considering any new activities which may influence established risk management strategies.

The following monitoring and review programs should be in place:

§ Operational risks – annual review

§ Medium/Low risks – annual review

§ Extreme/High risks – quarterly review

§ Project risks – reviewed at transition between project phases and at conclusion of project.

Risk Register

Council’s risk register underpins the risk management framework and is essentially a comprehensive library of risks. It provides clear information on the current risk profile by documenting risks, current controls and future management strategies. It also allows Council to monitor and review the timeliness and effectiveness of controls, with the ultimate aim of reducing risks as far as reasonably practicable.

Risk Reporting

Council’s risk reporting structure is a critical component of the risk management process. Effective reporting will provide information on key and emerging risks, and may also uncover trends in data. In addition, risks identified in one area may have implications across Council in a broader sense and can be captured as part of the reporting process.

Buloke Shire Council Ordinary Meeting Wednesday, 14 June 2017

8.1.2 Risk Management Framework and Policy

Attachment 1 Risk Management Framework

SECTION 3 – RESPONSIBILITIES

In relation to the application of this document, the following roles and responsibilities shall apply:

Council

§ Endorse the systematic approach to managing risk and opportunity across Council operations.

§ Facilitate resources and guidance in relation to the Risk Management policy and associated Framework.

§ Review and consider any report or recommendations regarding the Risk Management Framework.

Audit and Risk Advisory Committee

§ Review and endorse the Risk Management Framework.

§ Ensure a Framework is in operational and delivers a consistent approach to risk management.

§ Review reports from management and Auditors and monitor that effective risk and opportunity management controls have been implemented.

§ Liaison with external auditor.

§ Review annual financial statements.

§ Review the adequacy of the accounting, internal control, reporting and other financial management systems and practices.

Chief Executive Officer (CEO)

§ Review, endorse and implement the Risk Management policy and Framework.

§ Promote a strong risk management culture by providing firm and visible support for risk management including ensuring appropriate delegations for the management of risk.

§ Ensure a Framework is in operation and delivers a consistent approach to risk management.

§ Ensure managers have the necessary knowledge and skills to effectively fulfil their risk management responsibilities and are accountable for risks arising from the activities of their departments.

§ Ensure annual risk management planning is undertaken.

Manager Risk and Human Resources

§ Provide guidance and assistance to staff in relation to the application of this framework and reporting within the Risk Register.

§ Ensure relevant risk information is reported and escalated to the Senior Management Team, CEO and/or Audit Committee, or cascaded to staff, as appropriate.

§ Maintain the Risk Management policy and framework (including associated templates) to ensure its currency and accuracy.

§ Provide support and advice to managers and staff in the application and use of the Framework.

Employees, Volunteers, Contractors

§ Understand the risk management processes which are integrated into all Council activities.

§ Identify, evaluate, report and manage risks in daily activities and projects.

SECTION 4 – REFERENCES, SUPPORTING DOCUMENTATION AND GOVERNANCE

References

Local Government Act 1989

AS/NZS ISO 31000: Risk Management – Principles and Guidelines

Occupational Health and Safety Act 2004

Council Plan 2015-2019

Buloke Shire Council Code of Conduct for Councillors

Buloke Shire Council Code of Conduct for Staff

Buloke Shire Council Risk Management Policy

Buloke Shire Council Occupational Health and Safety Policy

Supporting Documentation

Buloke Shire Council Risk Register

Change History
Version	Approval Date	Approved By	Change

APPENDIX A – CONSEQUENCE TABLE

Score	Consequence	Operational, process and business interruption	Environmental	Financial	Human	Compliance, Governance and Legal	Public Image and Reputation
1	Insignificant	Negligible or no impact or brief loss of service for less than one day	No measurable impact on environment or brief non-hazardous and transient effect	Less than $5,000	Injuries or illness no requiring first aid or medical treatment	Possible minor breach of statute/regulation. Little or no impact	Resolved in day-to-day management. Little or no impact
2	Minor	Some inefficiencies and/or delays in delivery of support services and non-critical functions. No impact on client service standards. Brief service interruption for one day	Small impact on environment with no lasting effects e.g. remote, temporary pollution	Up to $100,000	Minor injuries/first aid only required	Minor breach of statute/regulation or minor delays in meeting legal requirements	Sporadic localised unfavourable publicity. Customer complaint. No impact on staff morale
3	Moderate	Inability to provide key support services according to expected service levels (e.g. payroll). No notable impact on client service standards. Temporary recoverable service failure between two and three days	Some impact on environment with no long-term effect or small impact on environment with long-term effect e.g. residual pollution requiring clean-up work	$100,000 to $300,000	First Aid and ongoing medical treatment required	Some breach of material terms of key contracts or agreements. Formal warning from regulator. Threat of legal action against Council, but able to be resolved through negotiation/remedial action by Council	Localised negative publicity/local community concern. Loss of community trust or confidence in service delivery. Limited impact on staff morale
4	Major	Significant delays and inefficiencies in core processes and systems impacting significantly on customer service levels. Service or provider needs to be replaced or modified. Essential process/system not available for between three to five days	Significant impact on environment with long term effects and requiring restorative work e.g. harm requiring restorative work	$300,000 to $600,000	Life threatening injury or multiple serious injuries requiring hospital admission	Suspension of activity and prosecution/financial penalty. Noticeable increase in claims and legal liability. Most exposures covered by existing insurance cover	Significant/continued adverse state-wide and local political media scrutiny and exposure. Requires intervention of the CEO and/or Council to answer public concerns
5	Extreme	Essential process/system not available for greater than five days. Prolonged inability to provide basic services. Inability to perform core client functions and/or loss of revenue	Extensive impact on environment and/or permanent damage e.g. pollution causing irreversible damage	Equal to or greater than $600,000	Death or permanent disability to one or more persons or multiple life threatening injuries	Prosecution (civil and/or criminal proceedings). Financial penalty or cessation of activity. Significant increase in volume and value of legal exposures and claims. Critical services impacted by cancellation of contracts. Exposures not covered by current insurance cover	Council or external enquiry, commission inquiry or significant/continued adverse national, state and local media scrutiny or exposure. Permanent loss of community trust. Withdrawal of funding/key grants, etc. Low staff morale resulting in loss of key staff

APPENDIX B – LIKELIHOOD TABLE

Score	Description	Example	Indicative Frequency
A	Rare	The incident may only occur in exceptional circumstances. Its predictability is negligible	Highly unlikely to occur in the next five (5) years. No history of adverse event in the Council
B	Unlikely	The incident could occur at some time and is unpredictable	Event not likely to occur in the next five years, but there is a slight possibility of occurrence
C	Possible	The incident should occur at some time and has a low predictability	50/50 chance of the event occurring in within the next three to five (3 to 5) years. Event is equally likely to occur as not
D	Likely	The incident will probably occur occasionally and is predictable	There is a strong likelihood that the event will occur at least once in the next three (3) years. History of event/s in Council or other Councils
E	Almost Certain	The incident is expected to occur regularly and is predictable	The adverse event is likely to occur at least one in the next 12 months

APPENDIX C – RISK MATRIX

Likelihood		1	2	3	4	5
Almost Certain	E	High	High	Extreme	Extreme	Extreme
Likely	D	Medium	Medium	High	Extreme	Extreme
Possible	C	Low	Medium	High	High	Extreme
Unlikely	B	Low	Low	Medium	High	Extreme
Rare	A	Low	Low	Medium	High	High
	Consequence	Insignificant	Minor	Moderate	Major	Extreme

Buloke Shire Council Ordinary Meeting Agenda Wednesday, 14 June 2017

8.1.2 Risk Management Framework and Policy

Attachment 2 Risk Management Policy

Policy Location

Risk and Human Resources

Policy Title

Risk Management

Policy No

Date approved

Revision No

Revision Date

Purpose

The purpose of this Policy is to clearly document Buloke Shire Council’s (Council) commitment to risk management principles and practices. Council acknowledges that risk management is essential for sound strategic, financial and operational planning and the achievement of Council’s objectives.

Risks are an everyday occurrence that potentially impact on Council’s ability to meet its objectives to internal and external stakeholders, residents and the community.

Council recognises that while many risks cannot be eliminated they can be identified, prioritised, controlled and managed. It requires a balance between the cost and effort of managing and treating the risks and the anticipated benefits that will be derived.

In meeting its objectives Council thus recognises that risk management activities should not be separate from the main activities and processes of the organisation - effective risk management is an essential element in the framework of good corporate governance and is an integral part of good decision making and management practice.

Council is thus committed to establishing and promoting an organisational culture that implements effective risk management practices within all activities and business processes, to prevent adverse incidents and advance Council’s objectives. Council will ensure that, as far as is reasonably practicable, the organisation’s operations do not expose people, property or the environment to unacceptable levels of risk or harm.

Economic prosperity, financial sustainability, environmental quality and social equity are treated as core considerations in managing risks, encompassing both disadvantageous effects and also opportunities for improvement.

The Australian Standard AS/NZS ISO 31000:2009 Risk Management – Principles and Guidelines (the Australian Standard) will guide the approach for managing risk within Council.

The above approach supports sustainability objectives and protects Council’s assets - infrastructure, environment, people, finances and reputation. In addition, it ensures the sustainable delivery of services and amenities to ratepayers, residents and visitors.

Scope

Council requires the development and provision of an effective risk management framework and process to mitigate risks to Council and to capitalise on sustainable opportunities present in Council’s operations.

This Policy is applicable to all Council staff and contractors across all services and departments of the organisation and encompasses risk management principles pertaining to all classes of risk.

The intent of this Policy is to provide support and guidance for all departments to implement the risk management framework in a practical way into business processes and functions, to ensure an effective process for the identification, analysis and management of enterprise and operational risks.

Definitions

In this Policy the following definitions apply:

Risk: the effect (both positive and negative) of uncertainty on objectives.

Strategic Risk: Risks that could affect the achievement of the Council’s vision and strategic
objectives.

Operational Risks: Risks that could impact on the organisation’s effectiveness and efficiency.

Risk management: the principles, framework and processes in place for managing risk
effectively.

Risk management framework: the set of components that provide the foundations and organisational arrangements for designing, implementing, monitoring, reviewing and continually improving risk management within Council.

Risk identification: the process of finding, recognising and describing risks.

Risk treatment: the process of modifying risk.

Policy Statement

Buloke Shire is actively committed to:

a) Applying sound risk management principles and practices, including identifying, prioritising and managing risks in a coordinated manner;

b) Improving strategic planning processes as a result of structured consideration of risk;

c) Protecting the organisation, its employees, contractors, community, assets and the environment against reasonably foreseeable loss and injury;

d) Providing assistance to improve the quality of decision-making throughout the Council; and

e) Preventing and minimising exposure to risk and adverse impact on the Council’s operations.

The Council recognises that risk management is essential for sound strategic and financial planning. The following objectives are fundamental to Council’s ability to create a positive, viable future:

· To ensure compliance with legislative requirements and current industry standards;

· To identify and analyse the Council’s liability associated with risk exposure;

· To select the most advantageous method for minimising the Council’s exposure to injury, loss or damage;

· To protect employees, contractors, visitors and the community against personal, physical and financial losses that are within the control of the Buloke Shire Council;

· To protect Council’s corporate image as a professional, responsible and ethical organisation;

· To promote and support risk management practices and encourage and empower staff in managing risk by educating employees about good risk management practices;

· To facilitate accountability for risk management, recognising that risk management is the responsibility of all employees;

· To monitor risk management practices of the Council to ensure continued effectiveness, consistency and efficiency and to provide an audit trail;

· To promote and support risk management practices throughout the Council;

· Utilising risk management as an essential part of project management; and

· Demonstrating responsible risk management processes that align with best practice and the identification, analysis, evaluation and treatment of risks as detailed in the Australian Standard.

In particular, Council recognises that in order to achieve the objectives and capitalise on opportunities as contained in the 2015-19 Council Plan, it will need to accept some level of well managed risk inherent in the following activities:

· Engagement with communities to identify and meet their needs;

· Supporting and enhancing the local economy;

· Working with our partners and communities to enhance and protect our natural environment; and

· Influencing governments to improve livability for rural communities.

Council has a low tolerance for risks which foreseeably may:

· Compromise its ability to deliver its services in a financially sustainable way; or

· Constitute a breach of its legislative requirements; or

· Compromise the health and safety of staff, members of the public or any third party.

Guidelines

1. All employees are responsible for effective risk management practices and ensuring that management is aware of risks associated with Council’s assets or operations. This extends to recommending suitable plans to manage risks and obtaining appropriate approval prior to action and sharing and communicating information.

2. Each Senior Manager is accountable for implementing this Policy in their department and for the implementation of risk management practices within their particular areas of responsibility. They are responsible for reviewing and updating any allocated risks and for ensuring appropriate resources are made available and effective monitoring, review and reporting is undertaken.

3. Each Councillor and member of staff is accountable for compliance with the conflict of interest provisions as contained within the Councillor Code of Conduct and Staff Code of Conduct, respectively.

4. The Manager Risk and Human Resources is responsible for overseeing the development, facilitation and implementation of a risk management culture, framework and strategic across the Council.

5. The Chief Executive Officer is the Senior Executive responsible for establishing and facilitating a risk management process across the Council.

6. Council is responsible for ensuring adequate resourcing is available for the continued development, implementation and maintenance of risk management programs and activities.

7. Council is responsible for ensuring that Council strategy and operations are managed within an effective risk management framework.

8. The Buloke Shire will:

i. Maintain high standards for services provided;

ii. Adopt a strategic framework which allows for impacts on natural, social and economic capital to be appropriately considered, thereby supporting sustainability and safeguarding Council’s assets, namely people, finances, property and reputation;

iii. Create an environment that enables Council to deliver services and meet performance objectives in line with our best value principles;

iv. Ensure resources and operational capabilities are identified and deployed responsibly and effectively; and

v. Demonstrate transparent and responsible risk management processes which align with best practice, including commitment to the development of relevant key performance measures for risk management.

References

· Local Government Act 1989 (Vic)

· Australian Standard AS/NZS ISO 31000:2009 Risk Management – Principles and Guidelines

· 2015-19 Buloke Shire Council Revised Council Plan

· Buloke Shire Council Risk Management Framework

· Buloke Shire Council Councillor Code of Conduct

· Buloke Shire Council Staff Code of Conduct

Buloke Shire Council Ordinary Meeting Agenda Wednesday, 14 June 2017

8.2.6 Adoption of Road Management Plan 2017-21

Attachment 2 Hierarchy map

1. Introduction

The Buloke Shire Council (Council) is committed to ensuring that accessible, quality services and facilities are provided to our community.

The development of the Road Management Plan compliments the Council’s Council Plan by addressing specific elements of the maintenance and management of the road network, as well as the legislative responsibilities under the Road Management Act 2004.

2. Purpose of the Plan

The purpose of this Road Management Plan is to:

· Detail the management systems for the road management functions under the control of Buloke Shire Council,

· Set the relevant standards in relation to the discharge of duties in the performance of those road management functions,

· Ensure the provision of a safe and efficient road network for use by road users and the community.

3. Legislative Basis for the Plan

This Road Management Plan is prepared in accordance with, Division 5 of the Road Management Act 2004 (the Act), and in accordance with Ministerial Code of Practice – Road Management Plans.

The Plan reflects the purpose and objective of Council as specified under Sections 6 and 7 of the Local Government Act 1989.

In developing the relevant standards detailed in this Plan, Council has had regard to the following Best Value Principals specified under Section 208B of the Local Government Act 1989.

All services must be:

· Measured against quality and cost standards;

· Responsive to the needs of its community;

· Accessible to those members of the community for whom the service is intended;

· Subject to continuous improvement;

· Linked to a program of regular community consultation; and

· Report regularly to the community.

4. Roads for which the Plan Applies

This Plan applies to all roads and pathways for which Council is the coordinating road authority in accordance with Sections 36 and 37 of the Act. The roads are listed in Council’s Register of Public Roads.

The register provides a list of the roads for which Council is the Responsible Authority, and includes (where applicable) the following;

· Road name

· Locality

· Date Road became a Public Road

· Start and end description

· Length

· Road Classification

· Footpath Classification

· Surface Type

· Ancillary Areas

· Demarcation Responsibility

Council has determined that those roads and footpaths on the Register of Public Roads are those roads that are considered to be reasonably required for public use. The Register of Public Roads has been adopted by Council and is amended from time to time as required. The Register of Public Roads is available for inspection at Council offices.

Council’s responsibility for the operation of arterial roads is detailed in the Code of Practice- Operational Responsibility for Declared Freeways and Arterial Roads.

Where applicable, the details of agreements between the Council and other road authorities, made pursuant to Section 15 of the Act, are also included in the Register of Public Roads.

This Plan does not apply to any driveway or pathway providing access from private property to a public road.

5. Management System

Council’s Road Management Plan has been developed within an overall planning framework, which guides Council in identifying community needs and aspirations.

Information flow and the decision making process is complex, with the Council Plan, Financial Plan and Annual Budget, providing the framework to a range of supporting Plans and Strategies.

Council’s Road Asset Management Plan is a key document in detailing the strategic guidelines and identifying maintenance, renewal and upgrade improvements for the road network. The Road Asset Management Plan takes a lifecycle approach to the management of our road network and identifies the elements necessary for the long term sustainability of our asset. It provides details of the particular actions and resources required to manage the road system.

The management system that Council uses for its road management functions can be summarised in the diagram provided in Schedule A. The flowchart outlines the process for determining asset standards, allocating resources and prioritising works.

6. Asset Standards

Council’s road management standards have been developed within the overall planning framework, taking into account community expectations, industry standards, relevant risk factors and available resources.

Maintenance standards and asset performance targets will vary across the road network in line with relevant risk factors such as the nature and volume of traffic using the road, operating speed, the susceptibility of assets to deterioration, the cost effectiveness of repairs and the competing priorities for funding.

For the purposes of the Road Management Plan standards have been defined in terms of:

· The Road and Footpath Classification;

· Standards for Expansion Upgrade and Renewal;

· Standards for Maintenance; and

· Condition Monitoring and Response.

7. Classification System

A new classification system has been developed for both roadways and footpaths, to ensure that appropriate management, engineering standards and planning practices are applied to a road based on its function.

The new functional based classification system also enables more efficient use of resources by allocating funding to those roads that are of higher priority and the costs are better justified.

7.1 Road Classification

In developing the road classification system the following guiding principles have been used:

· Classification system is linked with, and consistent to the Austroads National Functional Road Classification system;

· Classification system is function based;

· Traffic volumes, vehicle type, existing road structure, abutting property use, future demand etc, assist in determining appropriate classification; and

· Width of a road or whether it is sealed is not necessarily criteria that influence a classification.

ROAD CLASSIFICATION
LINK ROAD	A Link Road provides primarily for collecting and distributing traffic from local areas to the wider Arterial Road Network. It provides connectivity to significant town and rural industries, including farm produce, quarries and tourist’s activities. Link Roads cater generally for higher traffic volumes (>150ADT), heavy vehicles and higher travel speeds.
COLLECTOR ROAD	A Collector Road provides primarily a feeder service to Link Roads. It provides access to local properties in both rural and town areas and access to moderate local rural industries, including farm produce, quarry and tourist activities. Collector Roads generally cater for moderate traffic volumes (50 - 100 ADT), and medium travel speeds
ACCESS ROAD	An Access Road provides primarily all weather direct access to occupied residential properties and industries in urban and rural areas. It provides access to limited local rural industries, including some intensive farm produce, quarry, and tourist activities. Access Roads cater generally for lower traffic volumes (20 – 100 ADT), and low travel speeds.
MINOR ROAD	A Minor Road provides primarily dry weather access to undeveloped properties in rural areas. It is not required to provide daily access to residences, and may be used for paddock access and fire access Minor Roads cater for very low speeds, low traffic volumes (<10 ADT)

7.2 Footpath Classification

The footpath classification system has been developed based on the expected usage of the network.

FOOTPATH CLASSIFICATION

PRIMARY ACCESS ROUTE

Provides services to areas with expected high volumes of pedestrian traffic.

Generally confined to commercial areas.

SECONDARY ACCESS ROUTE

Provides services to areas with lower expected volumes of pedestrian traffic.

Predominantly confined to residential areas.

8. Standards for Upgrading and Renewal of Road Assets

The Standards for construction of new rural local roads and for the expansion, upgrading and renewal of existing rural local roads, have been developed in accordance with the standards described in Schedule B Standards for Urban streets are determined on an individual basis depending on site conditions, traffic and amenity.

The standards take into account road user requirements relating to operational comfort, convenience, safety and the funding resources available to Council.

Compatible cross-section, horizontal and vertical alignment will provide users with an consistent quality of service in terms of ride comfort, convenience and a safe facility.

It is not intended that all roads will comply with adopted Standards, however any new or refurbishment work should be constructed to the desirable Standard, where practicable. In instances where adopted standards cannot be achieved, professional judgements will be adopted.

9. Maintenance Standards

Maintenance Standards have been developed in consultation with internal stakeholders, the community, an assessment of available historical data and industry standards.

Standards will vary across the road network in line with relevant risk factors such as the nature and volume of traffic using the road, operating speed, the susceptibility of assets to deterioration, the cost effectiveness of repairs and the competing priorities for funding. The variation of maintenance standard across the network is reflected in Council’s road classification system.

Council has identified critical maintenance defects for all roads for which it is responsible. For each defect, the following criteria have been developed:

· The level at which the defect is a potential safety hazard; and

· The level at which a defect reaches a desirable performance standard.

In determining the point at which a defect is identified as a potential hazard, Council has referred to industry standards developed by Austroads and VicRoads.

Schedule C provides the hazard description adopted by Council for roads for which it is responsible. The desirable performance standards describe the standard at which maintenance works are to be implemented. They are based on community consultation, available resources and the optimal time to intervene to maximise the life of the road. The performance standards are under development and will form part of Council’s Road Asset Management Plan.

10. Monitoring System and Response

Council inspects all roads for which it is responsible on a cyclic basis to identify potential safety hazards, and defects which exceed accepted maintenance standards.

The inspection program reflects the road priority identified in the road classification system and appropriate use of resources.

INSPECTION TYPE	INSPECTION FREQUENCY BY CLASSIFICATION
	Footpaths (all)	Link Road	Collector Road	Access Road	Minor Road-
Day Time	Yearly	Twice Per Year	Twice per year	Once per year	No periodic inspections – by necessity or request only
Night Time	No periodic inspections – by necessity or request only	Once every two years	Once every two years	No periodic inspections – by necessity or request only	No periodic inspections – by necessity or request only

In addition to being identified through the routine monitoring system, defects are logged into Council’s Customer Service Request System from other sources, including identification by a customer or road user.

When a defect is identified through routine inspection, or reported from a customer, the defect is logged electronically to identify the nature of the defect, its location, the responsible officer, and the appropriate response.

Bridge Structures are inspected once per year. The VicRoads Level 1 Bridge Inspection form is used to record the annual inspections.

Once identified the defects are then assessed and actioned. Appendix C describes the hazard response adopted by Council for each classification of road.

11. Force Majeure

Council will make every endeavour to meet all aspects of its Road Management Plan. However, in the event of natural disasters and other events including, but not limited to, fires, floods, droughts, and the like, together with human factors, such as lack of Council staff or suitably qualified Contractors, because of Section 83 of the Victorian Wrongs Act 1958, as amended, Council reserves the right to suspend compliance with its Road Management Plan.

In the event that the CEO of Council, has to, pursuant to Section 83 of the above Act, consider the limited financial resources of Council an its other conflicting priorities, meaning Council’s Plan cannot be met, they will write to Council’s Officer in charge of its Road Management Plan and inform them that some, or all, of the timeframes and response times are to be suspended.

Once the events beyond the control of Council have abated, or if the events have partly abated, Council’s CEO will write to Council’s Officer responsible for Council’s Plan and inform them which parts of Council’s Plan are to be reactivated.

12. Off-Road Paths

Paths, walking tracks and trails which are not located on the Public Roads are not included in the Council Register of Public Roads and are excluded from this Road Management Plan.

These paths are considered off-road and are located in recreation reserves, parklands, or properties for which Council has responsibility. These paths are inspected and maintained by Council in a similar way to the Minor Road-” as detailed in the Appendices of this plan.

APPENDIX A – ASSET MANAGEMENT SYSTEM

Chart –Planning Process Linkages

Council has commenced the process of developing a robust strategic planning process built around a policy framework established through a careful analysis of economic capacity, risk mitigation and soundly based service standards.

A strong relationship has been developed between asset maintenance, asset renewal and the annual budget decision-making process based on an informed assessment of the resources required to achieve continuous improvement to Council's asset base.

Road expenditure, capital and maintenance, is assessed on the basis of road category, traffic type and volume, road condition, maintenance consumption, associated risk and customer request. A process for evaluating all asset improvement requests has been developed and is in the process of being implemented.

Each year’s annual program is based on an annual review of the 10 year forward capital program with current year works being prioritised on the basis of road category, traffic type & volume, road condition, maintenance consumption, associated risk and customer request.

The 10 year forward capital program is regularly reviewed by Council taking into account economic capacity, road category, traffic type and volume, road condition, maintenance consumption, associated risk and customer request.

APPENDIX B – STANDARDS FOR UPGRADING AND RENEWAL OF ROAD ASSETS

APPENDIX C – DESCRIPTION OF HAZARD AND HAZARD RESPONSE

PAVEMENTS
Description of Hazard	Response Time by Classification
	Link Road	Collector Road	Access Road	Minor Road
Obstructions and Substances in Traffic Lane
Materials fallen from vehicles, dead animals, wet clay and other slippery substances, hazardous materials, accumulation of dirt or granular materials on the traffic lane of sealed roads	3 days	1 week	1 week	Minor Roads not generally maintained – recognition of defects and hazards to be in accord with instruction from Coordinator Works
Ponding of water >300mm deep, fallen trees, oil spills, stray livestock.	24 hours	3 days	1 week	As above
Pavement of Surface Defects
Potholes in traffic lane of a sealed pavement greater than 300mm in diameter and greater than 100mm deep or in the traffic lane of an unsealed pavement greater than 500mm diameter and 150mm deep	1 month	2 months	3 months	As above
Deformations greater than 100mm under a 3m straight edge	1 month	2 months	3 months	As above
Edge drops onto unsealed shoulder greater than 100mm	1 month	2 months	3 months	As above
Drainage
Damaged or missing drainage pit lids, surrounds, grates, in pedestrian areas or traffic lanes.	1 Month	2 months	3 months	As above
ROADSIDES
Vegetation - Trees, Shrubs and Grassed Areas
Tree limbs or trees that have been classified as in danger of falling and causing a danger to the public	24 hours	3 days	1 week	As above
Trees, shrubs or grasses that have grown to restrict design sight distance to intersections or restrict viewing of safety signs	1 month	2 months	3 months	As above
Vegetation intruding within an envelope over roadways from the back of shoulder and/or kerb and a minimum of 5m height clearance over pavement and the trafficable portion of shoulders.	3 months	6 months	12 months	As above
Safety signs missing, illegible or damaged making them substantially ineffective	1 month	2 months	3 months	As above
Guideposts missing or damaged at critical locations making them substantially ineffective	3 months	6 months	12 months	As above
Safety barriers and fencing missing or damaged at critical locations making them substantially ineffective	3 months	6 months	12 months	As above
Pavement markings missing, illegible or confusing at a critical location	1 month-	2 months	3 months	As above
STRUCTURES
Damage affecting structural performance.	24 hours	24 hours	1 week	As above

APPENDIX C – DESCRIPTION OF HAZARD AND HAZARD RESPONSE

FOOTPATHS AND PATHWAYS
Footpath Classification	Primary Access Route	Secondary Access Route
Defective pedestrian areas with a step greater than 25mm	6 months	12 months
Vegetation which presents a physical hazard to the public over pedestrian/bicycle paths, intruding into a clearance envelope between the edges of path and a minimum of 2.5m height clearance over path.	6 months	12 months

When Council inspects or is notified of a hazard, Council will rectify it if possible, or provide appropriate warning within the response time indicated. Where, because of the nature of the repair required, level of resources required or workload, it is not possible to rectify within the time shown, appropriate warning of the hazard is to be provided until the repair can be completed

Appropriate warning could include, for example:

· Provision of warning signs,

· Traffic control action

· Diverting traffic around the site,

· Installation of a temporary speed limit,

· Lane closure,

· Closure of the road to use by certain vehicle (eg a load limit), or

· Road closure

· Or any other measure which reasonably addresses the duty of care to road users.

Minor roads are inspected on an as needed basis and repair works will be attended to when resources become available.

APPENDIX D – ROAD AND FOOTPATH HIERARCHY MAPS

Buloke Shire Council Ordinary Meeting Agenda Wednesday, 14 June 2017

8.2.8 Organisation Development Strategy

Attachment 1 Organisational Development Strategy

Introduction – Chief Executive Officer

The Buloke Shire Council Organisational Development (OD) strategy has been developed to ensure that we have the right people, capability and culture to deliver efficient and effective services to the Buloke community and a culture of performance and innovation to respond to the challenges that face the sector.

The strategy responds to the new Council Plan 2017-2021 and in particular will deliver on Objective 5 “Support our Councillors, staff, volunteers and the community make informed and transparent decisions” and Strategy 5.2 “Ensure the Buloke Organisational Development Strategy supports our culture”

This document sets the direction for the organisation for the next few years and beyond.

It is important to acknowledge that Buloke Shire Council is a strong and loyal organisation. The organisation possesses people, knowledge, assets and financial resources that form the foundation for a strong future even though we still face many challenges.

The strategy identifies aspects of the organisation that will benefit from initiatives to deliver improvements and prepare us for the future.

Our OD strategy focuses on five key areas.

1. Culture – we want to create an organisation where employees are inspired to perform at a high level and deliver quality outcomes, while building a culture of continuous improvement

2. Leadership development –we want to build the capability and confidence of our leaders and provide career paths for our employees

3. Learning and development and talent management—we need to build our employees’ capability to achieve their potential and ensure robust succession plans are in place

4. Attraction and retention-we want Buloke to develop a reputation and work environment that will attract and retain high calibre staff

5. Occupational health and safety – We must continue strengthen our safe systems of work and build a health and safety focussed work culture. We want all staff to return home safely at the end of each work day.

To ensure the successful implementation of the Buloke Shire Council Organisational Development strategy will take commitment, drive and enthusiasm from all levels within our organisation. I encourage you to get involved wherever you can. By working together, we will be able to respond to our future challenges with the knowledge, skills and structure to deliver excellent services to our Community.

What is Organisational Development and why is it important?

Organisational Development is based upon a set of underlying values which recognise the importance of managing change in an incremental and developmental fashion. It focuses on Council’s formal structures and processes, as well as the development of individual staff who work within our organisation. The ultimate aim of organisational development is to consolidate change through recognition and promotion of desired behaviours, continuous review of Council processes and identification of new projects and actions which will assist Council’s staff to deliver on objectives outlined within its Council Plan.

A secondary, but nevertheless important, function of Council’s organisational development strategy is ensuring, wherever possible, Council’s legislative responsibilities are consistently and effectively managed. These functions include, but are not limited to, Occupational Health and Safety and Equal Opportunity.

The link between the strategic pressures facing Council and the critical area objectives within Council’s organisational development strategy are outlined below. Efforts will be focussed on five critical areas which will help reach the desired changes to the organisation.

1. Line of sight to Business Direction
The key people strategy issues Council will need to work on in order to effectively deliver on Business and Council Plans.

Strategic Pressures facing Council	Strategic response to these pressures	People-related impact	Focus for People Strategy	Critical Area Objective
Rising community expectations of service delivery resulting in resource pressures	Council has now placed itself in a financially sustainable position but this position is subject to many external pressures which can affect it	Need to align employees with the business direction and values	Foster an inclusive, open and innovative organisation based on a sharing team orientated culture	Culture/ Attraction and Retention
Higher cost of service delivery and budget pressure against a State Government rate capping program	Flexible, customer-focused service delivery and responsible negotiations of enterprise agreements	Develop values and behaviours that reflect an inclusive, open and innovative culture and that can be demonstrated by all employees. Create an effective and efficient up-skilling process	HR’s role becomes strategic and customer/development-focused rather than ‘administrative and enforcement’ focused	Leadership Development
Scrutiny from compliance-based organisation and increased reporting requirements	Continuous improvement of information technology and information sharing	Strong leadership and management. Good governance, financially viable and accountable organisation	Leadership roles based on building strong relationships and creating a work environment that engages staff	Learning Development and Talent Management
Increasing workforce capabilities to ensure that accountability is an inherent part of role responsibilities	Continued development and implementation of culture development program	Work environment that engages, retains and attracts staff	Management and development of employees by leaders. Creation of self-sufficient and resilient teams	Learning Development and Talent Management/ Attraction and Retention
Increased service delivery pressures resulting in possible increased risk of accidents and injury to people and staff, and resulting in possible financial and other penalties to Council	Proactive identification of OHS risks, and development and implementation of a Health and Safety Management Plan	Safe working environment that fosters proactive approach to OHS within the workplace	Training and Development for all employees, with focus on management training in proactive OHS management. Regular analysis of workforce incidents and investigations	OHS

2. Areas of focus for the Organisational Development Strategy

EMT

Extended Management team

SMT

Senior Management team

RHR

Risk and Human Resources team

MCO

Media and Communications Officer

Culture

Create an organisation where employees are inspired to perform at a high level and deliver quality outcomes, while building a culture of continuous improvement.

Priority	Actions	2017/18	2018/19	2019/20	Responsibility
Promote positive behaviours within extended management team	Develop the appropriate behaviours and undertake peer feedback behaviours that demonstrate the organisational values	l			EMT
Work with business units to develop behaviours	Workshop with employees per unit basis	l			SMT
Assess employees against the desired positive behaviours as part of the annual review process	Update performance review package, distribute and educate supervisors and staff	l	l	l	RHR
Create a culture conducive to equal treatment of employees	Adopt Equal Opportunity Program and promote to staff	l			RHR
Establish high quality communication and consultation between management and employees	Develop and implement an effective communication process	l	l	l	SMT
Assess employee and culture alignment, including satisfaction with the organisation	Undertake workplace survey every two years and develop and implement improvement plans to address key staff issues		l		RHR SMT
Ensure organisational compliance with external requirements and alignment with strategic objectives	Conduct audit on all HRM policies and procedures		l		RHR
Investigate ICT options to enable provision of timely, comprehensible information	Investigate possible corporate system providers, with capacity to deliver HRIS requirements		l		RHR DCS

Leadership Development

Build the capability and confidence of leaders and provide a career path

Priority	Actions	2017/18	2018/19	2019/20	Responsibility
Develop the skills and capabilities of emerging leaders	Develop and implement emerging leadership program across Council based on capability framework, with particular focus on performance management, coaching, team building, conflict resolution and Council systems and processes.	l		l	RHR
Support managers and supervisors to build on knowledge of specific topic areas.	Ensure individual leadership development needs are captured during formal and informal performance discussions, and supported through provision of online resources, mentoring and coaching relationships, external providers and on-the-job training activities.	l	l	l	SMT
Promote professional and personal development for emerging leaders	Create opportunities for emerging leaders though cross-departmental working groups, higher duties, networking opportunities and secondments	l	l	l	SMT

Learning and Development, and Talent Management

Build employee capability to achieve potential

Priority	Actions	2017/18	2018/19	2019/20	Responsibility
Develop ability of staff to deliver current and future services in accordance with Council’s strategic objectives	Continue to update and review Council’s workforce matrix, identifying skills and delivery gaps to align personal and professional development needs to Council and community objectives	l	l	l	RHR
Design and develop corporate training program comprising of compliance and discretionary training	Incorporate group training identified in individual performance reviews into corporate training plan	l	l	l	RHR
Monitor effectiveness of training and development	Provide opportunity for feedback on training activities, including course content and objectives, to ensure relevance to organisation	l	l	l	RHR
Proactively recognise and develop possible successors to critical positions	Develop a succession plan which establishes a 2IC for each critical position as part of long-term workforce plan	l	l	l	SMT

Attraction and Retention

Develop a reputation that attracts and retains high calibre staff

Priority	Actions	2017/18	2018/19	2019/20	Responsibility
Continue to improve Council’s recruitment and branding	Review and improve employment page on website and explore opportunities to better utilise social media as part of recruitment strategy	l			RHR MCO
Improve retention of new employees	Review and update induction and on-boarding practices		l		RHR
Improve retention of existing staff	Establish effective exit process, including updates to exit interviews and trend reporting		l		RHR
Encourage and reward staff by recognising significant contributions to Council and the community	Continue celebrating staff milestones on a regular basis	l	l	l	EMT
Communicate Council’s commitment to demonstrating effective attraction and retention strategies	Enter Buloke Shire Council into Employer of Choice awards			l	RHR
Review of performance management system and established performance objectives	Continue to review and update position descriptions as required to ensure salary is relative to duties undertaken	l	l	l	SMT
Ensure staff are provided with fair pay, conditions and recognition consistent with industry standards and organisational goals	Negotiate and implement Buloke Shire Council Enterprise Agreement	l			SMT
Ensure staff can access and benefit from a range of services and initiatives to maintain their health and wellbeing	Continue development of Staff Wellbeing Program	l	l	l	RHR

Occupational Health and Safety (OHS)

Provision of safe systems of work

Priority	Actions	2017/18	2018/19	2019/20	Responsibility
Develop and support a culture which embraces wellbeing, health and safety as key priorities	Develop and implement OHS training and education process for managers, supervisors and staff	l	l	l	RHR
Prevent and minimise injury and lost-time through proactive hazard identification process	Review opportunities to implement an incident reporting system to enable effective reporting on trends	l			RHR
Ensure up-to-date knowledge and compliance with OHS legislation	Conduct audit on all OHS policies and procedures	l			RHR

ATTACHMENT 1

1. Workforce metrics (as at 30 April 2017)

Full time	91
Part time	46
Casual	29
Female	73
Male	93
Age
21-25	1
26-30	6
31-35	12
36-40	26
41-60	100
61-40	40
Classification
CEO	1
Senior Executive Officers	4
Band 1	12
Band 2	19
Band 3	55
Band 4	24
Band 5	22
Band 6	17
Band 7	7
Band 8	1
Maternal and Child Health Nurse	2
Immunisation Nurse	2

2. Workplace profile:

Buloke Shire Council has offices and depots in Birchip, Charlton, Donald and Wycheproof. Council operates a Depot in Sea Lake; and home and community care services out of Birchip, Charlton, Donald, Sea Lake and Wycheproof.

As at 30 April 2017, the Buloke Shire Council had 110.12 FTE staff.

· 2 full time and 1 (.4 FTE) vacancies

· 91 full time staff (comprised of 72 male and 19 female staff)

· 49 part time staff (comprised of 10 male and 39 female staff)

· 29 casual staff (comprised of 14 male and 15 female staff)

Buloke Shire Council Ordinary Meeting Agenda Wednesday, 14 June 2017

8.2.10 Annual Review of the Buloke Domestic Animal Management Plan for 2017

Attachment 1 Domestic Animal Management Plan - Annual review

BULOKE SHIRE COUNCIL

DOMESTIC ANIMAL

MANAGEMENT PLAN 2013-2017

2 dogs.jpg

1. Introduction:

The Domestic Animals Act 1994 requires that every four years a Council prepare a Domestic Animal Management Plan. The plan must identify issues prescribed by the Domestic Animals Act 1994, relating to responsible pet ownership and animal management as well as requirements in Council’s Local Law dealing with animal ownership and animal control.

1.1 The Legislative Requirements

The relevant provisions of the Domestic Animals Act are as follows:

68A Councils to prepare domestic animal management plans

(1) Every Council must, in consultation with the Secretary (of the Department of Primary Industries), prepare at 4 year intervals a domestic animal management plan.

(2) A domestic animal management plan prepared by a Council must—

(a) set out a method for evaluating whether the animal control services provided by the Council in its municipal district are adequate to give effect to the requirements of this Act and the regulations; and

(b) outline programs for the training of authorised officers to ensure that they can properly administer and enforce the requirements of this Act in the Council's municipal district; and

(c) outline programs, services and strategies which the Council intends to pursue in its municipal district—

(i) to promote and encourage the responsible ownership of dogs and cats; and

(ii) to ensure that people comply with this Act, the regulations and any related legislation; and

(iii) to minimise the risk of attacks by dogs on people and animals; and

(iv) to address any over-population and high euthanasia rates for dogs and cats; and

(v) to encourage the registration and identification of dogs and cats; and

(vi) to minimise the potential for dogs and cats to create a nuisance; and

(vii) to effectively identify all dangerous dogs, menacing dogs and restricted breed dogs in that district and to ensure that those dogs are kept in compliance with this Act and the regulations; and

(d) provide for the review of existing orders made under this Act and local laws that relate to the Council's municipal district with a view to determining whether further orders or local laws dealing with the management of dogs and cats in the municipal district are desirable; and

(e) provide for the review of any other matters related to the management of dogs and cats in the Council's municipal district that it thinks necessary; and

(f) provide for the periodic evaluation of any program, service, strategy or review outlined under the plan.

(3) Every Council must—

(a) review its domestic animal management plan annually and, if appropriate, amend the plan; and

(b) provide the Secretary with a copy of the plan and any amendments to the plan; and

(c) publish an evaluation of its implementation of the plan in its annual report.

This plan is the current plan with a planned expiry date of November 2017, Consultation will begin six months prior to the expiry of this plan.

1.2 Facts about Buloke Shire

The Buloke Shire covers an area of 8,001 square kilometres in the North-West of Victoria. The length of the Shire is approximately 160 kilometres in a north south direction and approximately 80 kilometres wide from east to west. There is a lot of distance to cover for compliance purposes.

Buloke Shire is mostly a dry farming area with grains and sheep being the predominant farming activity.

There are five main townships in the municipality being Birchip, Charlton, Donald and Sea Lake, Wycheproof. Smaller townships within the municipality are, Berriwillock, Culgoa, Nandaly, Nullawil and Watchem.

The largest population is at Donald (1355) and the smallest population is Sea Lake which has a population 616.^{^[1]} . During the 2015/2016 year most complaints regarding domestic animals come from urbanised areas within the Shire. The towns with the largest populations have generated the largest amount of animal complaints as demonstrated in the table below:-

Township	Population	Approx dog registrations 2015/2016	Approx cat registrations 2015/2016	Complaints received 2015/2016
Charlton	968	187	73	29
Donald	1355	218	71	44
Birchip	662	101	20	20
Wycheproof	628	103	53	26
Sea Lake	616	102	34	12
Other areas	2155	469	60	42

These figures appear to be consistent with patterns emerging in other urbanised areas in Victoria.

2. APPROACH TO AND STRUCTURE OF THE PLAN

The Plan follows the template provided by the Department of Environment and Primary Industries who are primarily responsible for the legislation.

The Plan contains:

Part 1 – Introduction and overview of the Buloke Shire.

Part 2 outlines how:

· The Plan was developed; and

· Factors in Buloke Shire that influences current animal management practices in the shire and will continue to influence future approaches.

Part 3 describes how:

· Council will achieve and implement its objectives and goals.

· The plan will address each objective and include discussion that explains the issues

Part 4 identifies how:

· The Buloke Shire will be monitor and review and evaluate if the proposed goals and objectives were successfully achieved.

2.1 Process applied in developing the Plan

In determining the key issues for this Plan, including the factors identified in paragraph 1.2 above, the following matters were also considered:

· Statutory requirements applying to animal management

· Recommendations made by the Department of Environment and Primary Industries

· Expectations from community based on “call outs”, administration and enforcement of the legislative requirements

· Data analysis based on Council’s Customer service system

· Information obtained from networking with Animal Management Officers from other local government areas.

As a result of the analysis, key issues identified are:

· Ongoing training of authorised officers;

· Registration and identification of animals;

· Management of cats, specifically nuisance and feral cats;

· Management of dogs, including attacks & rushes, nuisance dogs and dogs at large

· Management of dangerous, menacing and restricted breed dogs; and

· Emergency management (welfare of dogs and cats)

2.2 Local issues in domestic animal management

There are several factors that influence the day to day practices associated with animal management. These are:

· 5 main towns and 5 smaller townships interspersed amongst rural properties which increases the risk of dogs attacking stock and being at large;

· a rural lifestyle which appears to encourage increased domestic animal ownership;

· an ageing population and low income households which appears to contribute to unregistered animals being kept;

· limited resources of Council and the sheer size of Shire; and

· no veterinary services located within the Shire.

2.3 Local enforcement functions

Authorised Officers enforce the Domestic Animals Act in relation to:

· nuisance dogs, primarily arising from barking dogs and dogs at large;

· nuisance cats arising from feral populations and cats at large;

· dog attacks/rushes;

· dangerous, menacing and restricted breed dogs;

· domestic animal businesses;

· registration and identification of dogs and cats;

· operation of Council domestic animal pound; and

· compliance with Local Law requirements.

In addition, Authorised Officers with responsibility for domestic animals assist with enforcement of relevant matters under Council’s Planning Scheme, such as compliance with conditions on a planning permit for breeding and domestic animal businesses.

2.4 Council Local Laws and Orders

Council’s Community Local Law No 10 2011 contains a number of requirements about domestic animal control and management as well as amenity and welfare issues related to animal ownership. These provisions are:

· Clause 14 - Keeping Excess Animals which prescribes the numbers of animals and specifically dogs and cats, that can be kept on land at any one time.

· Clause 15 Animal Housing – which prescribes standards and requirements to reduce noise and nuisance and appropriate housing for the type of animals being kept on the land.

· Clause 19 subclauses (1), (2) and (5) contains requirements relating to animals in public places.

2.5 Animal Management Statistics

Analysis of current data shows that there has been a small decline in the number of registered domestic animals in the municipality and in the number of estimated domestic animals in the municipality.

Table 1: Key Animal Management Statistics

	Buloke Shire 2013/2014	Buloke Shire 2014/2015	*Buloke Shire 2015/2016*
Population	6982
Area	8000 sq km
No. EFT Authorised Officers	1	1	1
No. of registered dogs	1214	1201	1180
Estimated owned dog population	1835	1835	1835
No. of registered cats	328	321	293
Estimated owned cat population	516	516	516
No. of registered declared^{^[2]} dogs	2	3	1
No. of reported dog attacks/rush	29	47	25
No. of nuisance complaints	147	54	40
No. of impoundments (dogs)	36	25	23
No. of dogs returned to owner	28	13	15
No. of dogs rehoused	4	8	5
No. of dogs euthanised	2	4	3
No. of impoundments (cats)	63	31	0
No. of cats returned to owner	3	0	0
No. of cats rehoused	16	4	0
No. of cats euthanised	44	27	0

2.6 Staffing and organisation structure

Currently Council has 2 effective full time staff in the Compliance Section who are responsible for administering a range of legislation that regulates animals, including domestic animals.

These Officers also undertake further duties including local laws, livestock control and fire prevention. In respect to the Domestic Animals Act, a shared role results in 1 effective full time officer with responsibility for animal management.

One full time officer is experienced and the other has commenced in early 2017 with Council and will be learning on the job whilst undertaking a Certificate IV in Local Government (Compliance).

Staffing and Operational Structure

2.7 Current programs and services

Buloke Shire Council provides the following domestic animal services to the community.

· identification and registration;

· random registration checks and doorknocks;

· investigation of dog attacks & nuisance complaints;

· management of Council’s domestic animal pound;

· euthanasia;

· registration and auditing of domestic animal business;

· investigation and enforcement of dangerous and restricted breed dog legislative provisions;

· developing and maintaining partnerships with organisations such as veterinary clinics, animal welfare groups and other stakeholders;

· educating residents and promoting responsible pet ownership; and

· routine patrols undertaken by officers to throughout Shire.

3. STRATEGIC APPROACH TO DOMESTIC ANIMAL MANAGEMENT IN THE BULOKE SHIRE

Section 68A of the Domestic Animals Act prescribes the content of a Domestic Animal Management Plan. The following sections respond to that requirement.

3.1 Training of authorised officers - Section 68A(2)(b)

3.1.1 Current situation - summary

Training options are annually reviewed to ensure relevant and up to date skills and knowledge. While training options can be limited Council endeavours to provide a variety of training programs is offered and provided for all Authorised Officers.

Staff members have completed or commenced Certificates in Animal Control and Regulation to improve skills in animal behaviour assessment and handling, welfare and impounding.

Staff has also completed or commenced Certificate IV or equivalent in Government (Statutory Compliance) that addresses communication skills, customer service, Occupational Health and Safety, ethical behaviour, regulatory powers, undertaking investigations, preparing a brief of evidence and court procedures including the presentation of evidence.

Staff are encouraged to attend regular briefings and conferences provided by the Bureau of Animal Welfare. Topics include updates on amendments to legislation and case studies of topical issues.

Within the North West Victoria context, training opportunities are sometimes limited because of distance, cost and competing priorities. Council officers use alternative methods to be informed of contemporary issues in animal management such as regional authorised officers group meetings and dedicated websites that have been developed to assist officers in the field such as the Bureau of Animal Welfare extranet.

3.1.2 Our plans

Objective 1: Ensure all staff involved in animal management posses the knowledge and skill necessary to carry out their work

Activity	When	Evaluation	Outcome
Current Training Level · Investigate future training opportunities that will enhance officer knowledge · Provide ongoing training opportunities	Ongoing Ongoing	Annual review will identify relevant and topical staff training needs and assess their value	Ongoing
Staff to attend Bureau of Animal Welfare forums and training days	Ongoing	Measure and report on application of information	Achieved
Conduct a skills audit	Annually	Incorporated into staff performance reviews	Achieved

3.2 Registration and identification - Section 68A(2)(c)(v)

3.2.1 Current situation - summary

Analysis of current data shows that there is a small decrease in the number of domestic animals registered in the municipality. There is also a decline in the number of domestic animals that are sterilised. The assumption for decline is the overall decline in the Buloke population and an argument could also be made that the cost of pet ownership is prohibitive for some people.

Our data:

Class of Registration	2012/2013	2013/2014	2014/2015	2015/2016
Registration Dogs	1311	1214	1201	1180
Registration Cats	369	328	321	293
Permits to keep excess animals	9	6	3	0
Sterilised Dogs	598	584	652	651
Sterilised Cats	335	301	298	281

Our Orders, local laws, council policies and procedures:

Council has previously resolved to require that all dogs registered in the Shire be permanently identified by microchip and that there be no exemptions to that requirement for registration requirements.

Our education/promotion activities

Council uses its website and its community newsletter “Community Matters” which is distributed through local press to residents to advise of key animal management matters and specifically, registration of animals. This includes registration “reminders” in the Community Matters edition before April 10 in each year.

Council provides and actively uses information pamphlets from the Bureau of Animal Welfare to provide information to residents.

As part of the administration and enforcement process Council officers also provide information regarding animal registration and identification requirements under the Act.

Our compliance activities

Council approaches its domestic animal registration and identification requirements proactively. Compliance activities include:

· Advertise in Community Matters advising that registration must be effected by April 10

· annual mail out of dog and cat registration renewal form which occurs in mid March

· Issue animal registration renewal reminders

· follow up of non-renewals by telephone or visit.

· random doorknocking is targeted to specific areas.

· microchip scanners are provided to all Animal Management Officers and Customer Service Centres.

· Ensure that all Impounded animals that are released are registered and microchipped prior to release.

· Enforcement of non compliance with legislative requirements.

3.2.2 Our Plans

Objective 2: Increased dog and cat registration compliance

Activity	When	Evaluation	Outcome
Send out early reminders of registration requirements - mail out of registration renewal forms	Annually (Feb/Mar)	Pets registered by 10 April	Achieved
Use Councils website to promote and advise residents of the benefits of microchipping	Ongoing	Increased numbers of microchipped animals	Achieved
Provide information with “on hold” phone calls	Annually/ongoing		Achieved
Using Council publications and Council website notifying residents of the requirement to register dogs and cats	February/March	Record of media releases	Achieved
Registration renewal reminder notices sent to owners	April/May	Ensure registration	Achieved
Conduct an annual telephone and doorknock to follow up outstanding registrations to gain compliance	Ongoing	Number of unregistered dogs and cats detected	Achieved
Regularly update/audit registration database to ensure information is current (e.g. amend data to reflect notifications of deceased animals, change of address, change of owner) to ensure owners are not distressed or annoyed by receiving unnecessary or incorrect renewal notices or not receiving a renewal notice at all	Annually	Demonstrate accuracy and accurate reporting of registration numbers.	Ongoing

3.3 Nuisance - Section 68A(2)(c)(vi)

3.3.1 Current situation - Summary

Complaints regarding nuisance dogs and cats is ongoing. Staff will continue to address these issues and work towards further educating owners to be more responsible to ensure their animals are not a nuisance to the community.

Our data^{^[3]}

CUSTOMER REQUEST SYSTEM DATA - ANIMALS

Complaint type	2012/2013	2013/2014	2014/2015	2015/2016
Animal Found	71	27	16	10
Animal Lost	12	46	27	38
Barking dog	12	25	4	28
Cat Trap request	111	44	18	5
Nuisance/Feral Cats	25	60	15	12
Cruelty to animals	12	6	17	5
Dog wandering	83	47	39	60
Animal welfare	9	16	17	14
TOTAL	335	271	153	156

Our orders, local laws, council policies and procedures

The objectives of the Community Local Law No. 10 are directed at community amenity (nuisance) and community safety.

Clause 14 requires a local law permit to keep more than 2 dogs or 2 cats on each property in a township and more than 6 dogs or 6 cats outside townships.

The Local Law also contains requirements to ensure that nuisance is not caused because of the way in which animals are kept. This includes nuisance from noise. Owners of animals must ensure that animal housing is kept in a clean, sanitary and inoffensive condition so that nuisance is not caused because of smell, rubbish or pests and vermin attracted to land because of food kept on the land. (clause 15).

The Local Law also regulates animal control in public places. Requirements in clause 19(1), (2) and (5) require dogs to be on a leash other than in areas designated by the Council^{^[4]}, require animal faeces to be removed by the person in control of the dog and require that a person not keep animals in a way that is a nuisance or which could be dangerous or injurious to the health of another person.

Our education/promotion activities

Provide information on

· Council’s website and local media about responsible pet ownership.

· messages for on hold phone calls.

Our compliance activities

Compliance undertakes the following activities relating to nuisance animals:

· Record all nuisance complaints on Council’s Customer Service database to track resolutions, repeat offenders and ensure Officers follow set tasks and procedures.

· respond to calls on a priority basis

· response immediate during office hours to alleged dog attacks.

· investigated as soon as possible all reports of nuisance dogs

· Impound wandering dogs and cats.

· Provide education programs to owners regarding nuisance problems

· Maintain Councils domestic animal pound.

3.3.2 Our plans

Objective 3: Ensure dogs and cats are confined to their property

Summary

Dogs and cats at large are a constant source of complaint

Activity	When	Evaluation	Outcome
Investigate and undertake patrols to locate animals wandering at large	Ongoing	Measure and evaluate on previous statistical information	Ongoing
Educate the public and promote awareness of the need for dogs and cats to be confined to their property	Ongoing	Decrease in the number of complaints of wandering dogs and cats	Ongoing
Impound animals found at large	Ongoing	Ensure animals are registered prior to release	Ongoing
Pursue appropriate enforcement action against owners who fail to confine animals to their property	Ongoing	Type and frequency of enforcement action	Ongoing

Objective 4: Prevent nuisance caused by barking dogs

Activity	When	Evaluation	Outcome
Investigate all barking dog complaints as soon as practicable, ( forward barking dog complaint information to both parties)	Ongoing	Decrease in the number of complaints	Ongoing
Encourage owners of barking dogs to seek advice from Council/professional dog trainer/animal behaviourist on how to reduce their dog’s barking	When a barking dog complaint is received.	Reduction in complaints	Ongoing

Objective 5: Prevention of dog faeces in public places

Activity	When	Evaluation	Outcome
Advise dog owners of legal requirements relating to cleaning up dog excrement by distributing education material on Council website, media reports and signage in public places	Ongoing	Reduction in complaints	Ongoing
Purchase and installation of dog excrement bag dispensers in recreation and shopping areas	2013	Purchased and to be installed during 2013	Installed
Audit dispensers for location and usage	2014	Audit results	Ongoing

3.4 Dangerous, menacing and restricted breed dogs - Section 68A(2)(c)(vii)

3.4.1 Current situation - summary

All complaints regarding suspected undeclared restricted breed dogs are investigated. Investigations often reveal there is confusion by the public regarding the actual breed description of a dog. Currently there are no known restricted breed dogs within the Shire. Council will continue to monitor this situation and will deal with any issues as they arise.

Our data

Currently there are no known or declared dangerous dogs or restricted breed dogs registered in Buloke Shire. There has been no incidents which has resulted in an animal being declared dangerous or restricted. Two menacing dog declarations were made in 2011/2012 being for rush or minor attack. During 2013, 1 menacing dog declaration has been made to date.

Our orders, local laws, council policies and procedures

Local Law staff have been delegated authority to declare a dog dangerous or menacing.

Our education/promotion activities

Provide information on Council’s website and local media about responsible pet ownership and the consequences of failing to comply with requirements applied to declared dangerous or menacing dogs or restricted breed dogs.

Our compliance activities

Council does not accept new registrations of restricted breed dogs.

Reports or complaints of suspected menacing or dangerous dogs are investigated and enforcement action taken, including prosecution, when appropriate.

Suspected dogs are checked against the Victorian Declared Dog Register.

3.4.2 Our plans

Objective 6: Identify and regulate dangerous, menacing and restricted breed dogs within the Buloke Shire

Activity	When	Evaluation	Outcome
Develop procedures for dealing with declaring dogs dangerous or menacing	2014	Procedure to be developed	Ongoing
Review registration fee schedule to reflect the cost of managing dangerous, menacing and restricted breed dogs	2014	Review completed	Ongoing

Objective 7: Identify Restricted Breed Dogs within Buloke Shire

Activity	When	Evaluation	Outcome
Investigate all reports of suspected restricted breed dogs	Ongoing	Record of investigations	Ongoing
Audit registration data base for known or suspected restricted breed dogs	Ongoing	Audit completed	Achieved
Educate the community about what is a restricted breed dog	2014	Information available on web sites and media releases	Ongoing

3.5 Dog attacks - Section 68A(2)(c)(iii)

3.5.1 Current situation - summary

Dog attack allegations are investigated by Council.

Our data

Twenty five reports of dog attacks were received in 2015/2016 consisting of:-

· 14 reports of dog rushing

· 7 attacks on animals

· 4 attacks on people.

In the period July 2015 to March 30,2017 6 owners have been prosecuted in the Magistrates Court for allowing their dog/s to rush or attack.

Our orders, local laws, council policies and procedures

· Clause 19(1) of the Community Local Law requires dogs to be on a leash in a public place unless the council has designated an area in which dogs can be unleashed.

· No current order made under section 26 of DAA. by Council

Our education/promotion activities

Education and prevention activities include:

· Information is provided in Council’s “Community Matters” and also on Council’s website. Information and brochures from the Bureau of Animal Welfare are distributed to animal owners emphasizing the need to keep dogs under effective control, which includes the containment of dogs on the property so they cannot escape.

Our compliance activities

· Council undertakes regular patrols throughout the Shire to ensure that dogs are not allowed to wander at large.

· Any dog that is impounded and offered for adoption is assessed to ensure that it is suitable for rehousing.

· Dog attacks matters are attended to immediately. The matter is thoroughly investigated to ensure that if a prosecution is required the investigations undertaken and the evidence gathered will satisfy the evidentiary requirements of a court.

Council will prosecute an owner in court if required. In some cases Council is unable to act due to insufficient evidence or unreliable witnesses. On occasions the owner of the attacking dog/s has taken their own action and euthanised the dog. Council requires evidence of such actions.

3.5.1 Our plans

Objective 8: Decrease number of dog attacks

Activity	When	Evaluation	Outcome
Continue to investigate all reports of dog attacks	Ongoing	Decrease in number of attacks	Achieved
Continue to attend all reports of dogs wandering at large	Ongoing	Decrease in number of attacks	Ongoing

Objective 9: Improve reporting of dog attacks

Activity	When	Evaluation	Outcome
Improve public awareness of the need to report dog attacks	Ongoing	Web site and media reports	Ongoing

3.6 Overpopulation and high euthanasia rates - Section 68A(2)(c)(iv)

3.6.1 Current situation - Summary

There is a continual issue regarding feral cats within urban areas. This issue can be compounded by residents who feed and encourage feral cats to frequent an area or property.

Council staff will attend each town on a rotational basis for a period of three days throughout the year to target trap feral cats in areas identified beforehand by the community.

Council has entered into agreements under section 84Y of the Domestic Animals Act with animal welfare and foster groups. These organisations assist Council to rehouse suitable animals. All domesticated cats and dogs that are unsuitable for rehousing are humanely euthanised.

Our data

No cats were impounded in 2015/2016.

23 dogs were impounded in 2015/2016.

· 15 dogs were claimed by their owners

· 5 dogs were re-housed

· 3 dogs were euthanised.

Our orders, local laws, council policies and procedures

Clause 14 of the Community Local Law restricts the number of dogs and cats that can be kept on a property. While the objective is primarily one of community amenity, there are a number of benefits arising from the restriction. The requirement to obtain a permit to have excess animals is generally a deterrent to a person having more than the numbers of animals prescribed, resulting in a reduction in the number of dogs and cats. Further, the requirement assists with ensuring that the practice “backyard breeding” is minimised. These benefits assist with over population and the need to euthanise unwanted animals.

Our education/promotion activities

Education and promotion activities conducted by Council include:

· promote the benefits of de-sexing to pet owners including receiving reduced registration costs

Our compliance activities

The following activities that are undertaken in an attempt to address high rates of euthanasia include:

· investigate reports of animal hoarding, and where required work with the owners to reduce numbers.

· working with residents to discourage feeding of wild cat populations.

· assessment of impounded dogs and cats for rehousing in the community.

3.6.2 Our plans

Objective 10: Raise awareness about feral cats and undertake activities to reduce populations

Activity	When	Evaluation	Outcome
Identify any cat colonies, try to identify “feeder” and coordinate a trapping program	Ongoing	Decrease number of feral cats in community	Ongoing
Encourage cat owners to be responsible and contain cats and adopt a night time curfew	Ongoing	Number of cats trapped	Ongoing

Objective 11: Removal of unwanted dogs from community

Activity	When	Evaluation	Outcome
Impounding dogs wandering at large	Ongoing	Decrease number of unwanted dogs in community	Ongoing
Use website and media to promote the benefits of de-sexing a dog	Ongoing	Report and measure number of impounded dogs which are desexed	Achieved

3.7 Domestic animal businesses - Section 68A(2)(c)(ii)

3.7.1 Current situation - summary

Buloke Shire has 2 domestic animal businesses. One is privately owned and Council operates the domestic animal pound. An audit is undertaken annually to ensure compliance with the relevant Code of Practice. Council relies on information supplied by the public to assist with the possible identification of suspected illegal activities. Officers investigate all reports received.

The minimum accepted standard for the operation of a domestic animal businesses is set out in the relevant Department of Environment and Primary Industries Code of Practice.

Our data

Buloke has 2 registered Domestic Animal Businesses consisting of:

· 1 breeding establishment

· 1 Council domestic animal pound

Domestic animal businesses are audited annually with particular emphasis on the relevant Department of Environment and Primary Industries Code of Practice. Any non-compliance issues are enforced in accordance with Council’s Planning Scheme and Local Law requirements.

Our orders, local laws, council policies and procedures

The Community Local Law is not applicable.

The provisions of the Domestic Animals Act and the Planning and Environment Act are considered prior to the approval of a domestic animal businesses.

Our education/promotion activities

Provide guidance and provide a copy of the relevant Code of Practice to proprietors of existing and proposed domestic animal businesses .

Ensure domestic animal businesses are advised of any changes to the Code of Practice or relevant legislation.

Our compliance activities

Council actively investigates any reports received regarding registered and unregistered Domestic Animal Businesses. In addition, there is:

· Inspection and audit of all identified domestic animal businesses within the municipality

· investigation of all reported complaints about domestic animal businesses and all reports of unauthorised “backyard breeders” to ascertain whether they should be registered as a domestic animal business

· Check notice boards and other classifieds advertising animals for sale.

3.7.2 Our plans

Objective 12: Annually inspect and audit all registered domestic animal businesses and investigate any suspected unregistered business

Activity	When	Evaluation	Outcome
Conduct annual audit of all registered domestic animal businesses located within the municipality	Annually	Audit report	Achieved

Objective 13: Investigate any suspected unregistered domestic animal businesses

Activity	When	Evaluation	Outcome
Investigate all reports of suspected unregistered domestic animal businesses	Ongoing	Investigation of reports	Ongoing
Ensure all known domestic animal businesses are registered and comply with the statutory requirements of the Planning Scheme and Codes of Practice	Ongoing	Number of notices to comply issued Number of notices of contravention issued	Ongoing
Monitor notice boards and newspapers for evidence of suspected Domestic Animal Businesses	Ongoing	Measure and report results during review	Ongoing

3.8 Emergency management - Section 68A(2)(e)

3.8.1 Current situation - Summary

Council’s current Municipal Emergency Management Plan references the Buloke Local Laws Department as being responsible for domestic animal management as a particular recovery function. The Municipal Fire Management Plan 2010 (a sub plan of the Municipal Emergency Management Plan) recognises animals, including companion animals as a risk in the Risk Register component of the Plan. It prescribes a risk treatment being liaison with animal welfare support agencies to deliver animal welfare services including accessing injured and affected animals in emergencies, with an emphasis on the needs of commercial primary producers.

The Department of Environment & Primary Industries is the lead agency in respect to animals during an emergency, but the focus is primarily on livestock, not domestic animals.

Further expansion in the Plan could be given to how domestic management of animals in an emergency situation may take place.

Our data

No data in relation to this matter currently exists.

Our orders, local laws, Council policies and procedures

With the exception of the recognition of animal welfare as a risk in the Municipal Fire Management Plan and the Buloke Local Laws Department as being responsible for domestic animal management as a particular recovery function there is no extensive regulation in this area.

Our education/promotion activities

There are no specific education programs targetted at the owners of domestic animals about the management of domestic animals in an emergency. Such programs could be developed to provide owners of domestic animals with advice regarding their responsibilities and possible options for the care of domestic animals during emergencies.

3.8.2 Our plans

Objective 14: Emergency Management Planning

Activity	When	Evaluation	Outcome
Encourage the Municipal Emergency Management Planning Committee to include further domestic animal management procedures into the plan	2017	Municipal Emergency Management Plan to be reviewed to expand on domestic animal issues	Ongoing
Educate owners regarding emergencies	Ongoing	Council website and local press releases	Ongoing

Objective 15: Promote emergency planning to ensure the welfare of animals in emergencies

Activity	When	Evaluation	Outcome
Liaise with domestic animal businesses about their emergency plans	2014	Number of visits to discuss emergency management	Ongoing
Discuss emergency animal welfare plans and assess Council policy for evacuation/ relief centres with Municipal Emergency Response Officer	2014	Item considered by Council Municipal Emergency Management Planning Committee	Ongoing
Provide education to residents regarding planning for their pets in emergencies	2014	Department of Primary Industry information distributed and link available on website	Ongoing

ANNUAL REVIEW OF PLAN AND ANNUAL REPORTING - Section 68A(3)

Summary

The Domestic Animals Act 1994 requires Council to undertake an annual review of the Domestic Animal Plan. This review will allow Council to gather statistics to monitor overall performance and ascertain if the objectives in the plan are being achieved in a timely manner. The information relating to the annual review of the Domestic Animal Pound must be included in Council’s Annual Report.

3.2 Current Situation - summary

The Plan is reviewed annually.

Our Data

Not applicable.

3.3 Our plans

Objective 16: Review and report on the plan annually

Activity	When	Evaluation	Outcome
Review activities in the Domestic Animal Management Plan and make amendments if changes are identified, including any necessary amendments of other plans	Annually	Review completed and amendments reported to the Department of Primary Industry	Achieved
Report on the review	Annually	Council Annual Report

[1] Based in information from the 2011 Census conducted by the Australian Bureau of Statistics.

[2] In Buloke Shire 1 dog has been declared as menacing dogs.

[3] The tables above lists the types of complaints received by Council’s Customer Service Staff. These matters are referred to the Animal Management Officers for further investigation.

[4] To date no such areas have been designated.

Location:	Charlton Council Chambers
Attendees:	Cr- David Pollard (Mayor) Cr- Graeme Milne (Deputy Mayor) Cr- Ellen White Cr- Carolyn Stewart Cr- David Vis Cr- John Shaw Cr- Daryl Warren Lucy Roffey –Chief Executive Officer Hannah Yu – Director Corporate Services Anthony Judd – Director of Works and Technical Services Jessie Holmes – Director Community Development Travis Fitzgibbon-Media and Communications Officer
Apologies:
Visitors:	Louise Staley – MP

NO.	TOPIC		PURPOSE
1.	Councillor Only Session (5.00-5.30pm)
2.	Declarations of Conflicts of Interest
3.	Councillor Briefing Notes (19 April 2017)
4.	Presentations
	4.1	Louise Staley MP (5.30-6.30pm)
	Dinner 6.30
5.	Items for Discussion
	5.1	Ordinary Meeting Agenda (10 May 2017)
	5.2	Councillor Agenda Planner
6.	Councillor Matters
7.	CEO Updates

Date and Time:	17 May 2017	Time: 3.00pm to 6.00pm
Location:	Wycheproof Supper Room

Location:	Wycheproof Supper Room
Attendees:	Cr- David Pollard Cr- Graeme Milne Cr- Ellen White Cr- Carolyn Stewart Cr- John Shaw Cr- Daryl Warren Lucy Roffey –Chief Executive Officer Hannah Yu – Director Corporate Services Anthony Judd – Director of Works and Technical Services Jessie Holmes – Director Community Development Travis Fitzgibbon-Media and Communications Officer
Apologies:	Cr- David Vis
Visitors:	Sonny Neale – Central Green House Alliance Inc. Executive Officer Cr Mary Laios –MAV President Mark Williams- GWM Water Managing Director Peter Vogel- GWM Water Board Chairman

NO.	TOPIC		PURPOSE
1.	CEO/Councillor Only Session		Due to number of external presentations CEO/Councillor time is deferred to 7 June Briefing
2.	Declarations of Conflicts of Interest
3.	Councillor Briefing Notes (3 May 2017)
4.	Presentations
	4.1	MAV President Cr Mary Laios 3.00pm – 4.00pm
	4.2	CVGA Presentation Sonny Neal 4.00pm
	4.3	AFL Facilities Strategy DWTS
	4.4	Business Unit Presentation Asset Planning and Delivery DWTS
	4.5	Service Review/Business Unit Presentation - Insurance DCS
	4.6	GWM Water Presentation Mark Williams and Peter Vogel 5.30pm
5.	Items for Discussion
	5.1	Sale of Council Properties DCS
6.	Councillor Matters
7.	CEO Updates
	7.1	State and Federal Budget overview Presentation

Date and Time:	7 June 2017	Time: 5.00pm to 8.00pm
Location:	Birchip Council Chamber

Council Initiative	Correspondence sent to	Date sent	Date of response	Summary of response
To write to local members inviting them to meet with Council.	The Hon Peter Crisp MLA Member for Mildura	20.03.2017 Follow Up 25.05.2017
To write to local members inviting them to meet with Council.	Luke O’Sullivan Member for Northern Victoria	20.03.2017 Follow Up 25.05.2017
Rail Freight Alliance – VLine’s decision to alter service standards	Hon. Daniel Andrews MP Premier of Victoria	March 2017	12.05.2017	The Premier is monitoring the independent review of V/Line closely and is ensuring any recommendations are carefully considered by Government.
To write to Member for local government regarding Federal Financial Assistance Grants	Minister for Regional Development, Local Government and Territories Senate– Fiona Nash	11.05.2017	26.05.2017	Indexation has been reinstated for 2017/2018. Two quarterly payments for 2017/18 will also be brought forward to 2016/17.
Petition for Patchewollock-Sea Lake Road	Mal Kersting VicRoads Regional Director – Northern Victoria	30.03.2017	21.05.2017	VicRoads will meet with Council and Local Community Representatives to discuss possible options.
State Taxation Acts Amendment Bill	Leader of Opposition, Hon Matthew Guy, Shadow Minister for Local Government, Hon David Davis, Victorian upper house MPs	May 2017

Provider	Recipient	Date	Purpose for Recognition

Application No	Applicant	Address	Date Rec	Summary of Proposal	Status
PPA697/17	Averyll Loft -Wyche community resource centre	280 Broadway, Wycheproof	28/03/17	Construction of a lockup garage	Awaiting report
PPA700/17	MR & MA Allan	538 Calder Hwy., Sea Lake	04/04/17	Use and development of land for a camping and caravan park (10 cabins and assoc. buildings), helipad	Referral - Vicroads
PPA701/17	Buloke Shire Council	Aitken Avenue, Donald	24/04/17	Upgrade two existing earthen flood levee banks, the extension of one existing earthen flood levee	Referral - DEWLP
PPA702/17	Jason Stone	54 Tower Rd., Donald	23/05/17	Construction of a rural store (hay shed 68m x 30m x 8.5m)	Notice of application
PPA703/17	Rian Caccianiga – Mallee CMA	CA 2B Parish of Tyrell (Robinvale –Sea Lake Rd., Sea Lake	29/05/17	Carry out works to repair a road and repair a culvert crossing	Awaiting Cultural Heritage due diligence report

Version Number	Date	Number of figure, table, paragraph or page	Description
3.0	April 2014	Throughout	Total review of the plan, including re-classification to functional hierarchy
3.1	February 2016	Section 7.1 (page 7)	Included reference to ‘all weather’ condition standard for an Access Road
3.1	February 2016	Section 7.1 (page 7)	Changed name of classification from ‘limited access/track’ to ‘Minor Road’ for consistency.
3.1	February 2016	Section 10.0 Inspection frequency table (page 9)	Changes to inspection frequency: - Link roads from quarterly to six monthly - Minor Roads from once every five years to ‘no periodic inspections – by necessity or request only’ - All night time inspections to be done by necessity or request
3.1	February 2016	Appendix C – Hazard response table (page 14)	Inclusion of a column for minor roads to state that hazards will be responded to based on instruction from Coordinator Works.
3.1	February 2016	Appendix C – Hazard response table (page 14)	Alterations to the response times for collector and link road defects to align with resource availability and work schedules.
4.0	February 2017	Title Page (page 1)	Change of title to Road Management Plan 2017-21
4.0	February 2017	Appendix D – Road and Footpath Hierarchy (page 16)	Alteration to the Register of Public Roads
4.0	February 2017	Inspection frequency table (page 9)	Link and collector roads to have night inspections once every two years.

Sub No.	Submitter	Subject
1	Brock Crowe	Request for funding a skate park in Sea Lake
2	Donald 2000 Inc.	Request to investigate possibility of early partial repayment of $7.0million loan under Victorian Local Government Funding Vehicle (LGFV)
3	Mark Phayer	Request for capital works to enhance visual amenity and address lack of storm water drains
4	Buloke Tourism Board	Request freeze of registration fees for small businesses for next five years

RECOMMENDATION: That Council closes the meeting to the public pursuant to Section 89(2) of the Local Government Act 1989 to consider the following items, which are confidential for the reasons indicated:
8.6.1 Contract C39 2016/17 Construction of Wycheproof Swimming Pool Change Facilities	(d) contractual matters