RCMB Annual Business Plan 2017-18

Rural City of Murray Bridge
Annual
Business
Plan
2017-2018
Proud Safe Progressive
DRAFT for Public Consultation

THE RURAL CITY OF MURRAY BRIDGE
2 Seventh Street
PO Box 421
MURRAY BRIDGE SA 5253
e council@murraybridge.sa.gov.au
t 08 8539 1100
f facebook.com/ruralcityofmurraybridge
www.murraybridge.sa.gov.au
Rural City of Murray Bridge Annual Business Plan 2017-18

DRAFT FOR PUBLIC CONSULTATION |2
NGARRINDJERI
Acknowledgement
We acknowledge the Ngarrindjeri people

as the traditional owners of this land on
which we meet and work. We respect and
acknowledge their spiritual connection as
the custodians of this land and that their
cultural heritage beliefs are still important
to the living people today.
We recognise the living culture and

combined energies of the Ngarrindjeri
people our global pioneers and community
members today for their unique
contribution to the life of our region.
The Ngarrindjeri Mosaic Project located at

the Local Government Centre is an
imposing mosaic artwork with the design
based on the Ngarrindjeri creation story of
Ngurunderi, the great ancestral creator
who chased pondi (Murray Cod)
downstream and forged the path of the
mighty Murray River. It is the oldest
known story of the Murray River and
teaches about Ngarrindjeri culture, the
environment and spiritual beliefs.

CONTENTS
Ngarrindjeri Acknowledgement ............................................................................................................................. 3
Mayors Introduction .............................................................................................................................................. 5
Rural City of Murray Bridge Profile ................................................................................................................. 6
Plan Preparation.................................................................................................................................................... 8
Strategic Context. ................................................................................................................................................. 9
Influences on the Plan ........................................................................................................................................... 10
CEOs Introduction ................................................................................................................................................ 11
Achievements ........................................................................................................................................................ 12
Statement of Intent ................................................................................................................................................ 14
Annual Business Plan at a Glance ........................................................................................................................ 16
Valued Environment Creating our Environment................................................................................................. 18
The Headlines .......................................................................................................................................... 19
Current Assets ......................................................................................................................................... 20
Infrastructure Development ...................................................................................................................... 21
Natural Assets and Open Space .............................................................................................................. 22
Planned reduction of our Carbon Footprint .............................................................................................. 23
Great People and Lifestyle Unlocking the Potential ........................................................................................... 24
The Headlines .......................................................................................................................................... 25
Land Use .................................................................................................................................................. 26
Care for the Community ........................................................................................................................... 27
Recreational and Cultural Pursuits .......................................................................................................... 28
Dynamic Economy Game Changers .................................................................................................................. 30
The Headlines .......................................................................................................................................... 31
Regional Identity ...................................................................................................................................... 32
Appealing, affordable housing .................................................................................................................. 33
Career, education and entrepreneurship pathways ................................................................................. 34
Regional Collaboration ............................................................................................................................. 35
Tourism is contributing to a diverse economy and creating opportunity .................................................. 36
Connected Communities Engagement .............................................................................................................. 38
Community based organisations and networks ....................................................................................... 39
Effective Communication ......................................................................................................................... 40
Sense of Community ................................................................................................................................ 41
Our Commitment Ensuring Delivery................................................................................................................... 42
Measuring Performance and progress ..................................................................................................... 44
Finances at a glance ................................................................................................................................ 46
The Finances ........................................................................................................................................... 48
All about rates .......................................................................................................................................... 50
Separate Rates, Service Charges and Service Rates ............................................................................. 51
Appendix 1 Financial Statements ......................................................................................................... 53
Statement of Comprehensive Income......................................................................................... 54
Statement of Changes in Equity ................................................................................................. 55
Balance Sheet ............................................................................................................................. 56
Cash Flow Statement .................................................................................................................. 57
Uniform Presentation of Finances ............................................................................................... 58
Financial Indicators ..................................................................................................................... 59
Appendix 2 ............................................................................................................................................... 60
Services ...................................................................................................................................... 61
Key Projects ................................................................................................................................ 62
Capital Enhancements ................................................................................................................ 64
Capital Renewal .......................................................................................................................... 66

MAYORS
Introduction
Welcome to the Annual Business Plan for the Rural City of Murray Bridge
for the 2017-18 financial year. The Annual Business Plan is critical to
delivering our vision Thriving Communities.
The Plan demonstrates a further balanced budget reporting a modest

surplus of $200k. This is achievable through the continuation of prudent
management of operational expenditure and improved treasury
management, enabling a further reduction in the rate increase from 2.9%
in 2016-17 to 2.5% in 2017-18.
The Council is also continuing its high level of investment in infrastructure, maintaining our existing
infrastructure and investing an extra $4.0m in new projects.
In recent years Council has invested in major infrastructure upgrades including the Revitalisation of Sixth
Street, the development of the B-Double route around Murray Bridge Road, the Ferries McDonald Road and
the Five Ways Intersection at Monarto. Work was also completed on the Riverfront, Play Space and Public
Toilet Strategies.
The completion of these major works has allowed the Plan for 2017-18 to concentrate investment in
maintaining and upgrading our community infrastructure such as local and rural roads, footpaths and
continued focus on the Rural City becoming a significant contributor to the States economy.
In addition to these important capital works, the Plan also funds:
the commencement of actions detailed in our key plans, in particular the Riverfront Strategy, Town
Entrance Upgrades and Playground Strategy.
a comprehensive event program aimed at promoting the vibrancy of Murray Bridge, attracting visitors
and increasing civic pride. This year the events program is enhanced with additional funding for
significant community events at Sturt Reserve
the final stage of the Station Bakehouse Development will provide state of the art recording facilities
to support our very successful youth music program,
a community satisfaction survey to assess the performance the Rural City of Murray Bridge across a
range of measures and to seek insight into ways to provide improved or more effective service delivery
the continuation of key services including the operation of community facilities such as the Town Hall,
Regional Gallery, Library and The Station
This plan demonstrates our commitment to delivering quality services, maintaining financial accountability,
working with our communities, and most importantly, securing a proud, safe and progressive future for the
Rural City of Murray Bridge.
I encourage you to read our Plan and offer your views before Council finalises the budget that will deliver this
exciting program of works.
Brenton Lewis
Mayor

RURAL CITY OF
MURRAY BRIDGE Profile
9,614 Workers
22.6% labourers
13.6% managers
12.5% trade workers
8,869
Which is 1% Gross State
Product (NIER 2015)
1,283
Population
Growing at .8%
5% indigenous
12% born overseas
88% Australian born
OCCUPATION There were more labourers in the Rural City of
Median Age 40
33% aged under 25 Murray Bridge than any other occupation
67% aged over 25

266 of our residents
are Council Volunteers
Who have contributed over

22,000 hours.
278T Recycled per month

Valued at $550,000.
That equates to 13.1kg per

person
EDUCATION
10% tertiary education
20% vocational education
60% no qualifications
10% not stated
2
1,832km Area
Which is 183,182 hectares

PLANPreparation
Section 122 of the Local Government Act, 1999 requires that Council develop and adopt
strategic management plans which identify:
the Councils objectives for at least a four year period

how the Council intends to achieve its objectives
how they fit with the objectives of other levels of government
performance measures and estimates of revenue and expenses
Our Strategic Management Framework demonstrates that the Rural City of Murray Bridge has
adopted the following documents which comprise its strategic management plans:
1. The Rural City of Murray Bridge Strategic Plan 2016-2020

2. Long Term Financial Plan
3. Asset Management Plan
4. The Murray Bridge Council Development Plan
The Annual Business Plan links our strategic management plans with our budget planning
process to ensure that we maximise the use of our available resources to achieve the best
possible mix of services, infrastructure and facilities for our communities.
The budget funds Councils Annual Business Plan in the context of the longer term financial
policies and planning needed for responsible and sustainable management of the Council.
Strategic Planning and Reporting Framework

Sets out Councils approach to delivery and reporting
Strategic Plan
2016-2020
lets talk
Community Community Plan Annual Business Annual Report
Engagement 2016-2032 Plan and Budget
Asset Management
Plans
Long Term
Financial Plan
Development
Plan

STRATEGIC
Context
The Annual Business Plan and Budget is intrinsically linked to the achievement of the Community and
Strategic Plans within a Strategic Planning and Reporting Framework. The Framework guides the
Council in identifying community needs and aspirations over the long term (Community Plan), medium
term (Strategic Plan) and short term (Annual Business Plan and Budget) and then holds itself
accountable through the Annual Report.
The Rural City of Murray Bridge Community Plan (2016-32) identifies our community needs, priorities
and aspirations. It reflects what our community told us during extensive engagement undertaken
between 1 July and 30 September, 2015 (lets talk) where Council collected and analysed over 3,500
comments and ideas.
The Community Plan vision Thriving Communities will be delivered over 16 years.
The Strategic Plan 2016-20 reflects the first four years, with Stage 1 aiming to
deliver a Proud, Safe and Progressive community by 2020.
The diagram below depicts the relationship and delivery of each of the Plans.
The Community Plan articulates the communitys vision Thriving Communities.

While it is an aspirational document, the key directions in it feed down into the Strategic Plan,
which drives Councils means of delivering the vision.
The Annual Business Plan actions and budget are developed in the context of delivering Councils
strategic priorities; it sets out the Councils proposed program of services, functions and projects for
2017-18.

INFLUENCES
on the Plan
There are major influences in the Councils operating environment that affect decision-making and actions
taken, these include:
The endorsement of Councils Community Plan. Legislative changes in 2016 through the
Following on from the success of the Councils enactment of the Planning, Development and
Community and Strategic Plan work, the Infrastructure Act, the Dog and Cat Management
Council is now focussed on delivering the (Miscellaneous Amendments) Act and the Local
vision. Nuisance and Litter Control Act, which along
with other more minor legislative changes
The current economic environment South continue to increase requirements for the
Australias average annual economic growth Council to undertake work that has generally
rate is the lowest of the mainland states. been a State Government responsibility
Planning for future residential, industrial and The introduction of the NBN into Murray Bridge
commercial development projected population and the opportunities that this presents to our
growth and changing demographics. businesses and community
Significant review of the Councils Long Term The delivery of new key policies for the Rural
Financial Plan. City of Murray Bridge, including the Public Toilet
Requirements to maintain and improve Strategy, the Trail Strategy, Playground Strategy
infrastructure assets to agreed standards. and the Monarto Masterplan.
Increased regulatory standards audit Encouraging and supporting greater
committee, risk management and work, health participation and active engagement by the
and safety. community in facilitating outcomes
Enterprise bargaining agreements, which The development of a new visual Identity that
provide for the terms, conditions and clearly defines Murray Bridge as a place that will
remuneration arrangements of our employees. deliver multiple benefits for the community,
Local Government Price Index increases on tourists and businesses.
relevant goods and services.
Development Plan Amendments to enable the
planning policies to reflect contemporary best
practice and to enable the delivery of
appropriate development ensuring jobs-led
growth, residential growth and flexibility and
environmental and operational safeguards.
The implementation of Councils Economic
Development Strategy that provides a clear
economic vision and strategies to help us
achieve our economic goals.
Growing cultural diversity with the Rural City of
Murray Bridge
Riverfront Strategy responds to our
communitys desire to fully take advantage of
our location on the River Murray and our natural
environment. It identifies ways to improve
aesthetic appeal, access to the river, water
quality and encourage more interaction and
integration between social, economic and
environmental outcomes.

DRAFT FOR PUBLIC CONSULTATION | 10
CEOS
Introduction
This Annual Business Plan 2017-18 continues our progress in delivering

our long term vision Thriving Communities. It has been developed with
consideration to the current economic environment and the financial
pressures on our communities.
There has been considerable effort made to balance the needs of the
community and economic pressures with future planning and sustained
investment in infrastructure and services.
You will find the Plan a comprehensive, yet easy to read, summary of
activities, projects and expenditure for the year. Revenue sources are
also outlined including the rate revenue Council collects on your behalf.
The Plan for the year ahead is aligned with our Strategic Plan 2016-2020
and ensures that we continue to work towards the aspirations of our
Community Plan 2016-2032.
During its deliberations, Council has also been mindful of the guiding principles and target ratios in
Council's Long Term Financial Plan.
The Budget is based on a modest 2.5% increase to rates (excluding growth). This revenue assists in
funding the estimated operating expenditure for the year of $36.593m and is complemented with external
grants from the Federal Government via the State Grants Commission of $3.617m with other non-rate
sources providing $9.492m.
I encourage you to read the Annual Business Plan and note the service and investment activities it funds
in order to Deliver the Vision whilst maintaining a high level of local amenity and services and providing
for a safe, healthy and financially responsible future.
I am confident that the programs, projects and services planned and budgeted for this year will not only
contribute to our vision Thriving Communities but will also ensure a sustainable future.
Michael Sedgman
Chief Executive Officer

ACHIEVEMENTS
2016-17
Completion of quick wins from the Riverfront Significant increase in the number of events and
Strategy delivering a new playground at Avoca patrons to the Town Hall, which has generated a
Dell Reserve, improved boardwalks and access return on the investment in updated lighting (in
at the Swanport Wetlands. 2015/16) and updated audio equipment (in
2016/17).
The Council has delivered the Monarto South
Development Plan Amendment and Monarto Service reviews have resulted in improved
Masterplan. The Integrated Water procurement processes, project management
Management, and Regional Town Centre practices and efficiencies in Lerwin financial and
Expansion and Swanport Development Plan administration practices, together with Council
Amendments have been incorporated into the agreement to pursue a refurbishment and
Development Plan. expansion of Lerwin, subject to further detailed
work.
The Council has submitted three Statements of
Intent for the Residential Growth Areas (Stage The transformation of Sixth Street builds on
1) and (Stage 2) and the Primary Production Councils Town Centre Master Plan and Urban
(Value Adding) to the Minister for Planning. The Design Framework and Town Centre Traffic
Swanport Development Plan Amendment is also Plan. It delivers our vision of a vibrant place for
awaiting a decision by the Minister for Planning. people, providing a comfortable and interesting
place for people to gather, meet friends and
The Councils Development Assessment team
participate in community events. Delivering on
(incorporating planning and building functions)
the aspirations and desires of the community,
has assessed over $75m of investment in the
the beautification projects and upgrades add to
local economy in the year to the end of March.
the appeal of Murray Bridge, making it a more
This comprises of just under $50m in economic
attractive place for both the community and
related development, $3m in improving existing
visitors to the region and encouraging them to
housing and $23m in new housing. 108 new
stay longer.
homes have been granted consent in the last
year. The Revitalisation of Sixth Street was delivered
by Council at a cost of $3.4M, in partnership with
Council provided funding to the community to
and funded by the Australian Government
support eligible groups and organisations to
through the National Stronger Regions Fund
deliver a range of projects and activities that
and State Governments Planning and
raise community pride and participation through
Development Fund.
the Community Grants, Sport and Recreation
Facilities Grant and Small and Quick Wins Council was successful in receiving funding
funding programs. under the 2015/16 Heavy Vehicle Safety and
Productivity Program to build a B-Double/Over
Commonwealth Indigenous Advancement
Dimensional (OD) Route around Murray
Strategy has netted benefits for the community.
Bridge, removing heavy freight from the town
The number of participants in the program has
centre. The route encompasses Cypress
increased to 3,140, dramatically up from 1,645
Terrace, Maurice Road (North), Maurice Road
at the same time last year.
(South) and Hindmarsh Road which will link the
The Council hosted a really great Youth Week South Eastern Freeway and Dukes Highway
in April and matched this with a fantastic array of with Mannum Road.
youth activities, centred around The Station.
Stage 1 of the Program along Cypress Terrace
Rock the Sound Shell, the Battle of the Bands
and Maurice Road (North) was completed in
and other youth events have proved to be very
2015/16 and Stage 2 - Maurice Road (South)
popular, as the Council continues to invest in
and Hindmarsh Road was completed in the
what is considered to be the best youth music
2016/2017, including widening and
venue outside Adelaide.
strengthening of road pavement and new seal
Gaining development consent from the State as a fit for purpose B-Double and OD freight
Government to enable the delivery of an route. The total project cost is $4.9M which is
$800,000 investment in an expanded Skate 50% funded under the Heavy Vehicle Safety and
Park, for which an application for a 50% grant Productivity Program.
has been submitted.

Council received the Excellence in Infrastructure Asset Management Plans are a means for
Award at the 2016 Stormwater South Australia documenting management, financial,
Awards for the Murray Bridge Stormwater engineering and technical practices to ensure
Management and Reuse Scheme. The that the level of service required by the
Scheme was built at a cost of $14.23M to community for a class of infrastructure assets is
provide an alternative, secure and sustainable provided at the lowest long term cost.
source of water supply to the Rural City of Since 2014, Council has endorsed Asset
Murray Bridge. Management Plans for Civil and Transport
Council endorsed its first Play Space Strategy Infrastructure; Stormwater Drainage;
to provide Council with a better understanding of Buildings; and Recreational Facilities. In
the current and likely future play needs of the 2016/17 Council has endorsed Asset
Rural City of Murray Bridge. It provides a Management Plans for Water Supply and
framework for the effective provision, Waste Water and Plant and Fleet.
management and development of play facilities Council has developed a draft concept plan for
within the Rural City. The Strategy provides a 10 the Adelaide Road Linear Park. The concept
year planned and costed approach for the future plan is an exciting opportunity to enhance the
provision, management and development of play entrance to Murray Bridge, creating a sense of
facilities that meet the future needs of residents. arrival while also improving pedestrian, cycling
Council endorsed its first Public Toilet Strategy and wildlife connections. Improving the
to provide guidance and practical assistance for landscape and creating a continuous landscape
planning and decision making in the feature which will aid in stormwater
development, maintenance and operation of the management, retention and development of
public toilet network across the Rural City of native planting, developing locations for
Murray Bridge. The vision of this draft Public congregation as well as exploring opportunities
Toilet Strategy is to enhance liveability in the for public art. Construction of the Linear Park
community by improving the safety, accessibility, has commenced and will take place in stages
environmental sustainability and convenience of over the next four to five years.
our public toilet facilities, in line with the Crime The inaugural Connected Community Forum,
Prevention through Environmental Design held on 6 June, 2017 attracted representatives
(CPTED) principles and current Disability of community groups from within the Rural City
Discrimination Act (DDA) standards. of Murray Bridge to be inspired to work together
to deliver their aspirations.
The new Murray Bridge visual Identity has been
developed to provide new ways of introducing
the region to new audiences.
The identity was created with the vision and
aspirations of Murray Bridge deeply influencing
the principles behind the design.
It clearly defines Murray Bridge as a place that
will deliver multiple benefits for the community,
tourists and businesses by increasing
knowledge and awareness of this exciting
location.

STATEMENT
Of Intent
The Councils Strategic Plan 2016-2020 contains four key themes that articulate the desired future of our
community gleaned during the lets talk consultation undertaken during July to September, 2015.
The themes are:
Valued Environment;
Great People and Lifestyle;
Dynamic Economy; and
Connected Communities.
Each theme is supported by a range of objectives that have guided Councils planning and
decision making in the preparation of our Annual Business Plans 2017-18.
1.1 Current assets

We manage our existing infrastructure and assets in a manner that demonstrates the pride we take
in our built environment.
1.2 Infrastructure development
We commence work on meeting the communitys aspirations for future infrastructure development.
1.3 Open space
We will ensure that future growth is planned in a manner that provides access to and does not
detract from, the communitys environmental values.
1.4 Natural assets
We are effective at protecting and conserving the high quality values of our natural environment.
1.5 Planned reduction of our carbon footprint
Council will lead by example in the fields of sustainable development and resource efficiency.
2.1 Land use

Planning that provides for future economic and lifestyle changes and continued growth whilst
protecting the natural environment.
2.2 Care for the community
We will develop our service offering to the community to ensure all members have access to
required levels of support.
2.3 Recreational and cultural pursuits
We will ensure that community members are provided with opportunities for cultural growth and
development through provision of innovative services and programs.

3.1 Identity
Establish a strong, positive, aspirational identity that includes the message that the Rural City of
Murray Bridge is Open for Business.
3.2 Appealing and affordable housing for growth
We have appealing and affordable housing appropriate to incomes, aspirations and cultures to
attract and retain new residents.
3.3 Career, education and entrepreneurship pathways
We are driving the development of local career, education and entrepreneurship pathways that
build skills to grow the economy, facilitate new businesses, and provide exciting and relevant
employment opportunities for our young people.
3.4 Tourism is contributing to a diverse economy and creating opportunity
Murray Bridge, its townships and the tourism region are positioned as a unique and desirable
activity-based destination for travellers and Adelaide day trippers.
3.5 Regional collaboration
Significant planning work has been done by Council and RDA Murraylands & Riverland to identify
targeted investment zones; it is time to activate these zones. Councils within the region are keen to
collaborate on a number of initiatives including planning and development, infrastructure,
and tourism.
4.1 Community based organisations and networks

Our community groups and networks develop and grow to achieve their aspirations.
4.2 Effective communication
The communitys thoughts and ideas are valued, shared and instrumental in Councils decision
making.
4.3 Sense of community
We foster a sense of community by encouraging and supporting participation in community life.
We are committed to ensuring that we deliver services and programs, aligned with our Strategic Plan and in
an effective, sustainable, responsive and transparent manner that reflect our values.

ANNUAL BUSINESS PLAN
at a Glance
THE HEADLINES
Implementation of the
Riverfront Strategy
Play Space Strategy
Public Toilet Strategy
Trails Strategy
Road and Footpath Construction
Major Events Program including the Masters Games
Town Entrance Upgrade
New Hard Waste Collection Program
Community Satisfaction Survey
THE FINANCES
$200k operating surplus
$3.048m spend on key projects (including $1.375m on the Riverfront Strategy Project)
$6.622m spend on existing infrastructure
$4.011m spend on new infrastructure
THE RATES
Council intends to raise a net sum of $23.684m from rates
The increase in rates income is made up of a general
increase of 2.5% plus extra income generated through
growth and higher property values.
The 2.5% rate increase is to apply to all categories of property
The average residential rate will be $1,517, an increase of $40

ASSET SUSTAINABILITY RATIO %
140%
120%
100%
80%
%
60%
40%
20%
0%
2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Forecast Budget
Asset Sustainability Ratio Council Target
NET FINANCIAL LIABILITIES

100%
90%
80%
70%
60%
% 50%
40%
30%
20%
10%
0%
2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Forecast Budget
Net Financial Liabilities Ratio Rural City Of Murray Bridge Max LGFA Max
UNDERLYING OPERATING
SURPLUS/(DEFICIT) %
6%
4%
2%
0%
-2%
% -4%
-6%
-8%
-10%
-12%
-14%
2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Forecast Budget

VALUED ENVIRONMENT
Creating the Environment
During 2016-2020 we will create a platform for development that enhances our built environment
whilst adhering to our community values to maintain and enhance our natural assets, heritage and
country lifestyle.
This will be achieved through:
Expenditure Income Net

$000s $000s $000s
Capital Enhancement 2,800 300 2,500
Capital Renewal 6,291 321 5,970
Key Projects 1,088 400 688
Services 14,455 14,455
Total 14,634 1,021 23,613

THE HEADLINES
Delivering the Riverfront Strategy - Infrastructure Rural Roads ($353k)
($1,290k) The rural roads of Dishers Hill Road, Bondleigh
Infrastructure projects aimed at rejuvenating the Road and Hicks Road are scheduled to be
Murray River Corridor include bank protection and constructed during 2017-18
improvements at Thiele Reserve and Avoca Dell,
Environmental Management plans and land and
Play Spaces ($100k)
ground water investigations at Sturt Reserve
The draft RCMB Play Space Strategy (adopted for
public consultation in March 2017) provides Council
Footpath and Kerb Programs ($964k) with an understanding of the current and future use
Approximately $1m will be spent on footpaths and kerbs design and management of our play spaces.
in Murray Bridge, delivering better access and enhanced Funding has been provided to commence the
networks within the township. delivery of the Strategy in 2017-18
Road Program ($3,965k) Car Parks ($153k)

$4m has been allocated to upgrade and maintain our The upgrade of five car parks within Murray Bridge
road assets in accordance with Councils asset will provide locals and visitors improved parking
management plan supporting the sustainability and facilities. Locations to benefit include the Swimming
effectiveness of our transportation network. Centre, Monarto Hall, the Community Club and Sturt
Reserve.
Public Toilets ($240k)
The Public Toilet Strategy, adopted in February, 2017 Hard Waste Collection Service ($200k)
documents the role, performance and likely future of During 2017/18 Council will initiate a program of
public toilets in the Rural City of Murray Bridge, based hard waste collection for all households.
on a review of our public toilet assets. This budget
provides funding for the first year of a 10 year program,
for the renewal and enhancement of toilets in
accordance with the Strategy.

VALUED ENVIRONMENT
Creating the Environment
CURRENT ASSETS
We will manage our existing infrastructure and assets in a manner that demonstrates the pride we
take in our built environment. The Rural City of Murray Bridge delivers a variety of services to the
community and in doing so, must ensure that the assets supporting these services are managed in a
way that ensures maximum performance for the lowest whole of life cost.
The Council will invest $6.291m to maintain and replace our existing assets in accordance with the
Rural City of Murray Bridge Asset Management Plans.
In 2017-18 we will do this by:
Implementing Councils Asset Management Plans to ensure that our infrastructure is

maintained at a safe and functional standard, renewed and replaced in order to achieve best
asset productivity and achieve acceptable service delivery and financial sustainability
Reviewing and updating Councils Asset Management Plans
Improving boat ramps and their surrounds
Whilst delivering the following services:
Roads, buildings, open space, swimming pool maintenance

Property leasing and licensing
Undertaking the following programs and projects:

Capital Renewal
$000s $000s $000s
Roads, Footpaths and Kerbs 4,279 321 3,958
Open Space and Recreational Facilities 343 343
Boat Ramps 50 50
Buildings 446 446
Bridge, Culvert and Ford Renewal Program 75 75
Plant and Fleet 965 965
Carparks 63 63
Bus Shelters 70 70
Total 6,291 321 5,970
Expenditure
Key Projects
$000s
Footpath Condition Assessment 60
Total 60

INFRASTRUCTURE DEVELOPMENT
We will commence work on meeting the communitys aspirations for future infrastructure development.
Expenditure in this area is Councils investment in the creation of new assets in accordance with the
objectives of the Rural City of Murray Bridge Community and Strategic Plans to ensure construction of
assets for future urban and economic development and for future generations to enjoy.
We will be commencing our asset investment program in response to the strategic plans and
asset management plans.
Delivering the Riverfront Strategy through the upgrade of boat ramps and carparks at Sturt Reserve
Undertaking a comprehensive Roads and Footpath program
Managing and coordinating the 2017-18 Capital Works Program

Designing construction and open space projects
Implementing the Town Centre Traffic Management Plan

Capital Enhancement
$000s $000s $000s
Roads, Footpaths and Kerbs 1,424 1,424
Open Space and Recreational Facilities 90 90
Boat Ramps 500 300 200
Buildings 120 120
Bridge, Culvert and Ford Renewal Program 25 25
Carparks 175 175
Stormwater 156 156
2,490 300 2,190
Total

VALUED ENVIRONMENT Creating the Environment
NATURAL ASSETS AND OPEN SPACE

We will ensure that future growth is planned in a manner that provides access to and does not detract from, the
communitys environmental values. We are effective at protecting and conserving the high quality values of our
natural environment.
In 2017-18 we will do this by: Protecting biodiversity for future

Developing and commencing a generations
Community Space Revitalisation Providing opportunities and funding for
Program to improve landscaping, community involvement in projects
playground equipment, furniture and aimed at developing environmental
signage at various community spaces sustainability
Ensuring opportunities exist to access Encouraging sustainable and
and experience areas of the natural environmentally responsible agricultural
environment practices
Enhancing and promoting Encouraging and supporting
environmental experiences to environmental groups
encourage the involvement of our
Implementing initiatives to improve
residents and to attract visitors
efficiency and resources in Council
Working in partnership with relevant owned assets
organisations to ensure a sustainable
environment Whilst delivering the following services:
Implementing the Biodiversity Plan
Implementing the Native Vegetation Plan
Expenditure
Capital Enhancement
$000s
Playground Upgrade Design 100
Total 100

Key Projects
$000s $000s $000s
Bank Stabilisation 500 300 200
Rocky Gully Wetlands Management Plan 25 25
Revegetation Plan -Hume Reserve 75 75
Sturt Reserve Remediation 100 100
Weed Management Program 50 50
Toora Reserve Upgrade - Needs Analysis 40 40
Dog Park Audit 2 2
Total 792 300 492

PLANNED REDUCTION OF OUR
CARBON FOOTPRINT
Council will lead by example in the fields of sustainable development and resource
efficiency. This year will see investment in reducing our carbon footprint as the stormwater
harvesting and re-use project comes on line for a full 12 month period plus we will invest in
efficient lighting.
We will do this by:
Managing water through conservation, reuse and water

quality
Reducing the environmental impact of waste and
maximising conservation of natural resources
Planning our response to climate change
Installation of energy efficient LED lighting at the Library
Delivering the following Services:
Delivering year three of the Environmental

Management Plan
Development and Implementation of a Hard Waste
Collection service
Managing waste, recycling and green waste
Facilitating sustainable opportunities for waste water use
and reuse
Implementing the Climate Change Adaptation Plan
Expenditure
Capital Enhancement
$000s
LED Lights Installation - Library 210
Total 210
Expenditure
Key Projects
$000s
Waste Strategy Officer 36
Hard Waste Collection 200
Total 236

GREAT PEOPLE AND
LIFESTYLE Unlocking the Potential
During 2016-2020 we will unlock the potential of our community by

expanding and focusing our community services to ensure all our citizens
have access to agreed levels of support and opportunities for growth.

$000s $000s $000s
Capital Projects 351 156 195
Capital Renewal 177 70 107
Key Projects 705 74 631
Services 14,492 14,492
Total 15,725 300 15,425

THE HEADLINES
Delivering the Riverfront Strategy ($285k)
The Riverfront Strategy supports great people and lifestyle through the
development of four key projects:
Sturt Reserve Masterplan
Ngarrindjeri Cultural Management Plan
Murray Bridge Walking and Bicycle Trail Masterplan and Concept Design
Sturt Reserve Community Events Program
CCTV Upgrade ($156k)

Funded through the Federal Governments Safer Communities Fund
this project will provide CCTV coverage of the Murray Bridge town
centre including entertainment, retail and commercial precincts and
public parks.
The Station ($40k)

Station upgrades will include the completion of the Bakehouse
Development new furniture and internal facelift that will provide that will
revitalise the space making it more inviting for our youth and provide
state of the art recording facilities, for youth to record music they write
and perform.
Murray Bridge Swimming Pool Masterplan ($40k)

The purpose of this project is to develop a master plan for the Murray
Bridge Swimming Centre to guide the upgrade of the venue.
DPA Program ($290k)

To allow the delivery of the outcomes of the Strategic Directions
report and provide for the needs of future residential growth and
economic development.

GREAT PEOPLE
AND LIFESTYLE Unlocking the Potential
LAND USE
We will ensure that planning provides for future economic and lifestyle changes and
continued growth whilst protecting the natural environment.
We will develop strategies and policies to ensure that the townships and rural areas grow
in a sustainable manner and the communitys aspirations are realised.
Development assessment will ensure that development is appropriately based upon the
nature of the surrounding area and the design and impact of building work is structurally
adequate, safe and energy efficient.
In 2017-18 we will do this by: Whilst delivering the following Services:
Delivering a modern, effective Process development applications and

Development Plan which provide pre-lodgment advice
encourages appropriate Formulate planning policy and ensure
development in appropriate Councils Development Plan is up to date
locations Undertake inspections to ensure
Advocating and planning for road, compliance with :
train and airport infrastructure that the Building Code of Australia
better connects us with South conditions of approval
Australia, Australia and the world Land Use and Planning Consent
Developing and commencing Heritage management
implementation of the Riverfront River front policy development,
Strategy planning and projects
Expenditure
Key Project
$000s
DPA Program 290
Total 290

CARE FOR THE COMMUNITY
We will develop our service offering to the community to ensure
that all members have access to required levels of support.
Developing and delivering community safety initiatives

that respond to local issues and concerns
Providing integrated services and facilities that
encourage active living to improve health and wellbeing
Valuing and supporting our Ngarrindjeri and
multicultural communities
Planning, leading and facilitating high quality services
to develop the potential of children and young people
Ensuring support services and recreational activities
are accessible
Providing grant programs that assist the
community in delivering services and
projects that align with its aspirations
Whilst delivering the following Services:
Providing aged care facilities and services

In collaboration with key partners and the Murray Bridge Safe Committee implement the
Community Safety Strategy to ensures a range of services and programs support
community safety and a reduction in crime statistics
Delivering effective regulatory and compliance services
with programs in place to ensure public health and safety
Deliver the Indigenous Advancement Strategy
Delivering a Health Plan
Facilitating the Murray Bridge Liquor Accord
Providing and promoting community grants
Supporting the Community Advisory Committee

Key Projects
$000s $000s $000s
Community Health 38 38
Community Development 109 74 35
Compliance 18 18
Total 165 74 91

Capital Enhancement
$000s $000s $000s
CCTV 156 156 0
Lerwin 110 110
The Station 20 20
Compliance 18 18
Total 304 156 148
Expenditure
Capital Renewal
$000s
Station Refurbishments 40
Total 40

GREAT PEOPLE
AND LIFESTYLE Unlocking the Potential
RECR
RECREATION AND CULTURAL

PURSUITS
We will ensure that community members are provided with opportunities for cultural
growth and development through provision of innovative services and programs.
Delivering a network of safe and convenient walking trails and cycle paths
linking relevant land uses and recreation opportunities
Providing library programs, resources and facilities that respond to the
changing needs for knowledge, education and leisure
Facilitating a range of sporting and leisure activities
Providing services, programs and facilities for the community to participate
in a broad range of arts and cultural activities
Celebrating our cultural diversity

RECREATION AND CULTURAL
PURSUITS
Whilst delivering the following Services:
Programing and delivering a range of events at the Town Hall

Programing and delivering a range of exhibitions, events and cultural
experiences at the Murray Bridge Regional Gallery including participating
in the South Australian Living Artists Festival
Promoting community participation, access and inclusion
Providing library services and events
Providing community, recreation and sports grants
Delivering NAIDOC Week activities and events
Delivering the Recreation and Open Space Strategy
Providing Library Services
Undertaking the following programs and projects
Expenditure
Key Projects
$000s
Cultural Development 62
Library 23
Community Events 75
Recreation 90
Total 250
Expenditure
Capital Enhancement
$000s
Trails 40
Town Hall 7
Total 47

Capital Renewal
$000s $000s $000s
Bollards 17 17
Library Bookstock 70 70 0
Regional Gallery 50 50
Total 137 70 67

DYNAMIC ECONOMY Game Changers
During 2016-2020 we will address the urgent and important tasks

that will deliver quick wins as well as providing a sound basis for
the more ambitious goals set out for 2020-2030.

$000s $000s $000s
Capital Projects 685 685
Services 485 485
Total 1,930 20 1,910

THE HEADLINES
Murray Bridge Town Entrance Upgrade ($400k)
The commencement of Stage Two of the upgrade of the
Adelaide Road Median and Entrance during 2017-18 will see
significant infrastructure and landscaping works along
Adelaide Road in accordance with the plans adopted in
2016-17.
Murray Bridge Bridge Lighting Project ($250k)

Supplementing the conventional bridge lighting system, the
Bridge Lighting Project will illuminate the southern side of
the bridge providing a visually spectacular light show
viewable from Sturt Reserve.
Major Events Program ($400k)

The Rural City of Murray Bridge will invest in a major events
program that will, attract visitors and stimulate the economy,
develop and maintain community pride and contribute to our
vision Thriving Communities.
The package will include:

2018 South Australian Masters Games
PGA Golf Championship
International Pedal Prix
SANFL Country Championships
Delivering the Riverfront Strategy ($200k)

The Economic Development focus of the Riverfront Strategy
includes the development of:
a Destination Management Plan that will guide Council
in the development and marketing of the region; and,
a Wayfinding Strategy that will establish a coherent
wayfinding system throughout the Rural City of Murray
Bridge the covers naming and placement policies and
visual information such as maps, signs and use of new
media.
Planning and initial execution will occur during 2017-18.

REGIONAL IDENTITY
We will establish a strong, positive, aspirational identity that includes the
message that the Rural City of Murray Bridge is Open for Business

Beautifying town entrances and public spaces
Investigating a refreshed brand for the Rural City of Murray Bridge
Generating positive messages about Murray Bridge and its
townships that are heard and recognised across our region, in
Adelaide and across the country
Addressing how we plan for development and process applications
Engaging our leaders in strategies to address current barriers to
shape the future
Capitalising on and promoting the benefits of a multicultural
community
Establishing and promoting our unique, diverse, culture, landscape,
history and people
Undertaking the following project:
Expenditure
Capital Enhancement
$000s
Murray Bridge Entrance Upgrade 400
Murray Bridge "Bridge Lighting Project" 250
Total 625
Expenditure
Key Projects
$000s
Image Library 15
Monarto Masterplan Streetscape Improvements 25
Total 40

APPEALING AND AFFORDABLE
HOUSING FOR GROWTH
We have appealing and affordable housing appropriate to incomes, aspirations and cultures to
attract and retain new residents.
Planning for housing growth that retains the rural and lifestyle charm of the region and
provides a range of housing options to suit students, workers, managers and people and
cultures with special needs
Reviewing and adapting our zoning and planning processes to allow for high-end
accommodation with river views and access, to attract professionals and people with
discretionary spending capacity.
Working with the real estate sector, employers, educators, retailers and services to develop
and implement a relocation package that assists skilled migrants to settle quickly and build a
life for themselves and their families in the Murray Bridge region
Lobby the State Government to allow creation of lifestyle blocks based on existing
homesteads in appropriate rural areas

CAREER, EDUCATION AND

ENTREPRENEURSHIP PATHWAYS
We are driving the development of local career,
education and entrepreneurship pathways that build
skills to grow the economy, facilitate new businesses
and provide exciting and relevant employment
opportunities for our young people.
Developing and implementing programs that support small business

entrepreneurship and incubation, including opportunities for youth entrepreneurs
Supporting initiatives such as the Chaffey Learning Exchange that facilitate the
expansion of regional tertiary education programs and e-learning support
Facilitating the growth of high quality secondary and tertiary education facilities to
cater for our increasing population
Supporting the RDA Murraylands and Riverland industry and relevant
government agencies to develop and implement employment skills programs to
provide a local labour market that supports industry growth
Continuing work on the Murray Bridge Learning Campus project.
Expenditure
Key Project
$000s
Murray Bridge Learning Campus 20
Total 20

REGIONAL COLLABORATION
Significant planning work has been undertaken by Council and RDA Murraylands & Riverland to
identify targeted investment zones, it is time to activate these zones.
Councils within the region are keen to collaborate on a number of initiatives including planning
and development, infrastructure and tourism.
Collaborating with RDA Murraylands & Riverland to update the Murray Bridge
Investment Prospectus
Taking an active role in regional working groups to realise major regional initiatives such
as Gifford Hill, Monarto Transport Hub, Lower Murray Floodplains, Motorsport Park, the
Monarto Zoo 20 Year Masterplan, and the RCMB Riverfront Strategy
Encouraging growth and diversity in the food production and processing industries
Working with other local government areas to develop cross-regional plans and
initiatives
Advocating for key initiatives with State and
Commonwealth Governments
Advocating, supporting and facilitating business growth

Delivering a program of tourism events
Providing Visitor Information Services
Promoting local and regional tourism attractions and activities
Event attraction, coordination and facilitation
Expenditure
Key Project
$000s
Riverfront DPA 100
Total 100

DYNAMIC ECONOMY
Game Changers
TOURISM IS CONTRIBUTING TO A
DIVERSE ECONOMY
AND CREATING OPPORTUNITY
Murray Bridge, its townships and the tourism region are positioned as a
unique and desirable activity-based destination for travellers and Adelaide day
trippers.
Encouraging the development of interesting niche businesses in

our shops and public places, particularly aimed at weekend
place activation, day trip tourism and experiences that
complement key tourism drivers
Working with neighbouring Councils to develop and promote an
integrated schedule of events that increases residential amenity
and attracts tourists
Zoning and planning processes that support River-based tourism
activity and the development of high end accommodation and
eateries
Working with Adelaide City and the South Australian Tourism
Commission to develop dispersal strategies that bring tourists into
the region
Advocating, supporting and facilitating business growth

Delivering a program of tourism events
Providing Visitor Information Services
Promoting local and regional tourism attractions and activities
Event attraction, coordination and facilitation

TOURISM IS CONTRIBUTING TO A
DIVERSE ECONOMY AND CREATING
OPPORTUNITY

Key Projects
$000s $000s $000s
Destination Management Plan 100 100
Wayfinding Strategy 100 100
Major Events Package 400 20 380
Total 600 20 580
Expenditure
Capital Enhancement
$000s
Electric Car Charging Station 15
Visitor Information Centre Lockers 20
Total 35

CONNECTED
COMMUNITIES Engagement
During 2016-2020 we will establish all the foundation stones

required to build strong and connected communities.
Expenditure
$000s
Capital Enhancement 25
Key Projects 160
Services 1,314
Total 1,499
THE HEADLINES
Community Network ($30k) Small Wins Grants ($100k)
The project will allow the continuation of our The Council continues to support the
network of community and volunteer groups community through a range of grants that
and organisations within the Rural City of include Community Grants, Small Wins and
Murray Bridge. The network will to contribute Youth, Sport and Recreation Facilities
to the fabric of the Rural City of Murray Bridge. Grants.
Communications Improvement Project
($20k) The Small Wins Program supports
This project will develop innovative, targeted community-owned projects that will build
communications using new and contemporary up community pride and enable local
media to ensure that we communicate groups to be more influential in supporting
effectively with our community and other key their communities. It provides funding for
stakeholders. innovative projects and activities that foster
community development in the areas of
Youth Council ($10k) arts, culture or recreation and community
The Youth Council allows young people to have participation.
a voice, create great events and make them
happen, improve things that are important.
Council will continue to provide support for the
Council, its administration and training
requirements.

COMMUNITY BASED
ORGANISATIONS AND NETWORKS
Our community groups and networks develop and grow to achieve their aspirations
Fostering and supporting community based organisations

Supporting programs that allow our community groups to be more effective in achieving their goals
Reviewing and implementing Councils Volunteer Management Plan to maximise the benefit of
volunteering to the community
Whilst delivering the following services
Building relationships with partners to facilitate our strategic outcomes.

Building, promoting and coordinating our award winning Volunteer Management Program.
Building relationships and working with local businesses to support economic development.
Expenditure
Key Projects
$000s
Youth Council 10
Community Network 30
Total 40

CONNECTED
COMMUNITIES
Engagement
EFFECTIVE COMMUNICATION
The communitys thoughts and ideas are valued, shared and instrumental in
Councils decision making
Establishing community communication processes

Ensuring Councils website and use of social media responds to community
expectations
Providing quality and informative customer services
Developing and implementing a customer service strategy to ensure best
practice
Engaging and communicating with the community through traditional and

contemporary channels to develop community capacity and community
leadership
Improving internal communications
Expenditure
Key Project
$000s
Communications Improvement Project 20
Total 20
Expenditure
Capital Enhancement
$000s
Website Upgrade 20
Total 20

SENSE OF COMMUNITY
We foster a sense of community by encouraging and supporting participation in
community life
Supporting community programs that encourage interaction and promote

a sense of community
Providing opportunities to enable our community to be supported and
involved
Raising awareness of community accomplishments
In collaboration with the community, develop hubs as meeting places
Assisting Council and the community to attract external funding through

grant applications.
Delivering and promoting a range of community events
Engaging the community in the development of community hubs
Promoting the accomplishments of our community
Expenditure
Key Project
$000s
Small Wins 100
Total 100

OUR COMMITMENT Ensuring Delivery
During 2016-2020 we are committed to ensuring that we deliver services and programs in an
effective, sustainable, responsive and transparent manner that reflect our values

$000s $000s $000s
Capital Enhancement 150 150
Capital Renewal 154 154
Services 1,699 1,699
Total 2,338 60 2,278
THE HEADLINES
Digital Transformation ($100k)
Implement those actions identified in year one of the
Digital Strategy. Year one will predominantly focus on
initiatives that will make a significant difference but
achieved with low to medium effort.
Leveraging Digital Technologies will improve internal

efficiencies and productivity so the City is better able to
meet the demands and expectations of its ratepayers,
citizens and visitors within its current budget and
resources.
Community Satisfaction Survey ($20k)

The survey follows that conducted in April 2015. It will
assess, monitor and report on Councils performance,
determine trends and seek insight into ways to provide
improved or more effective service delivery
Trainee Program ($120k)

The project enables the Rural City of Murray Bridge to
recruit young people from the region at reduced cost,
providing them with opportunities, demonstrating Councils
commitment to our youth and commencing a succession
planning process.
Staff Climate Change and Culture Survey ($30k)

The 2015 Staff Climate and Culture Survey will be
repeated to gain insight into the progress that has been
made in the two years. The same provider and
methodology will be used to ensure consistency and
therefore comparability.
We will be able to benchmark against the 2015 survey and

be able to assess the effectiveness of the strategies put in
place to further the process of continuous improvement

Ensuring Delivery
Our aim is to establish a benchmark in effectiveness, sustainability, responsiveness and
transparency.
Effective
Council will ensure that all work is undertaken in a cost effective manner providing value-for money
to the community. We will have a focus on quality in the delivery of all services and programs. Our
internal systems will be efficient and will focus on enabling effective delivery.
Sustainable
Council will operate within its means, developing budgets that are affordable by the community with
debt levels that do not constrain future development activities.
Responsive
We recognise that the community is our customer and employer. We will operate with a strong
customer service focus in all our work. We will enable the community to provide feedback on our
activities and we will respond to our stakeholders concerns in a timely manner.
Transparent
We will report regularly to the community on progress against this plan.
Providing governance advice, scheduling Council and Committee meetings and

administrative support for the CEO, Mayor and Elected Members.
Delivering initiatives that promote a safe and supportive workplace.
Delivering internal audit and financial control services.
Delivering the Annual Business Plan and Budget.
Providing timely corporate reporting.
Promoting and supporting a safe workplace and practices.
Productive enterprise bargaining.
Developing our existing and emerging leaders.
Upholding effective contract and procurement management practices.
Expenditure
Capital Enhancement
$000s
Sharepoint Enhancements 30
Authority Enhancements 40
Records Storage Facility 30
Disaster Recovery Environment 50
Total 150
Expenditure
Capital Renewal
$000s
LGC Minor Works 34
Hardware Replacement 120
Total 154

Key Projects
$000s $000s $000s
Authority Module Development 20 20
Trainee Program 120 60 60
Property Assessment Folders 5 5
Council Elections 20 20
Record Management 20 20
Digital Transformation 100 100
Community Satisfaction Survey 20 20
Staff Climate and Culture Survey 30 30
Total 335 60 275

MEASURING Performance and Progress
A reporting framework has been developed to enable Council to inform the

community and statutory authorities on its progress in delivering services,
projects and other operations to meet the communitys aspirations.
The framework provides for financial and non-financial performance
measurement and aims to:
align performance information with delivery on strategic outcomes;

encourage continuous improvement;
ensure financial sustainability; and
comply with legislative requirements.
Valued Environment: Creating the Environment
Measure
The focus for this year is on ensuring our asset maintenance
Asset Sustainability Ratio
program is on track with an asset sustainability ratio close to 100%
We will be commencing our asset investment program in response Completion of
to the strategic and community plans with particular emphasis on Boat Ramp projects
Open Spaces, Playgrounds, Boat Ramps and Walking Trails. Township Entrance Upgrade
Playground Upgrades
Skate Park Upgrades
Riverfront Strategy Projects
This year will also see us commence our investment in reducing Solar Panels
our carbon footprint as the stormwater harvesting and re-use Library Lighting
project comes on line for a full 12 month period and as we make
our first investment in solar energy.
Measure
This years focus is on ensuring the planning settings are right to
enable future development, both socially and economically
We will continue with the implementation of our 3-year business Business Plan Targets
plan at Lerwin, commencing scoping of the future expansion of the
facility.
We will focus on community safety and involvement in community Reduction in crime statistics
development projects. Reduction in graffiti

Dynamic Economy: Game Changers
Measure
We will be rolling out another innovative suite of events to attract Number of Visitors
visitors and economic activity to the region, ensuring that we Total Number of Events
engage with the business community to value-add to these events.
Total Number of Categories
Measure
This year will focus on building some foundations within the Hits on Website
community, forming linkages and networks between existing
community and volunteer groups, supporting them in developing Response to Engagement
their capacity and developing communications tools and programs Activities - lets talk, Youth Council
to ensure connectivity. and Community Network
Our Commitment: Ensuring Delivery
Measure
Our aim is to establish a benchmark in effectiveness, sustainability, Net Financial Liabilities Ratio
transparency and responsiveness. We will be setting and meeting
clear financial targets and ensuring that we engage with the Operating Surplus Ratio
community in seeking feedback and reporting our progress
throughout the year

FINANCES AT A GLANCE
$200k operating surplus
$1.673m spend on Key Projects
$1.375m spend on Riverfront Key Projects
$6.622m on existing infrastructure
$4.011m on new infrastructure
The Annual Business Plan balances the objective

of improving the operating surplus whilst increasing
investment in capital projects and preparing for
future development and improvement
opportunities.
A surplus of $200k is budgeted, which continues
the trend of positive operating results over the
past few years and into the future.
Councils investment in the development and
activation of the Riverfront will lift key project
expenditure in 2017-18 to $3.048m.
In terms of capital expenditure and its impact on

cash flow, Council is investing up to $4.011m on
new assets. These will provide a long term benefit
to the community and will be funded through a
combination of grant income and long term loans.
Project grant income of $1.401m is budgeted for
the year.

BREAKDOWN OF COUNCIL INCOME
2017-18
Rates
Statutory Charges
64.37% 1.73%
6.54% User Charges
0.48%
Reimbursements
Grants, subsidies and

contributions
Investment income
25.68%
Other Income
0.22%
0.98%
BREAKDOWN OF COUNCIL
EXPENDITURE 2017-18
1.0%
38.1%
Employee Costs
Finance costs
Materials, contracts and

other expenses
Depreciation
41.7% Net loss - JV & associates
18.8%
0.4%
THE FINANCES
The Rural City of Murray Bridge will invest Council intends to fully fund the cost of its services,
significantly in services, programs and assets for including depreciation of its infrastructure and
the community in the 2017-18 financial year. The assets (i.e. wear and tear), to ensure an equitable
funds come from a variety of sources, sharing between current and future users.
predominantly rates and also includes grants Insufficient funding shifts the cost burden of todays
from other partners including State and Federal services to future users in the form of higher rates,
Governments, in addition to income from reduced services or degraded assets.
statutory and user charges.
This involves:
A summary of Councils projected financial state- Developing and using long-term
ments for the 2017-18 financial year are included infrastructure and asset management plans
in Appendix 1 of this Plan. to manage Councils asset portfolio
efficiently.
The statements include the results of Lerwin Ensuring a reasonable degree of stability
Nursing Home which is an integrated part of and predictability in the overall rate burden.
Council and is included in accordance with the
requirements of the Local Government Act.
Asset Sustainability
Operating Result The Asset Sustainability Ratio for the 2017-18
Councils budgeted operating surplus is $200k in financial year is projected to be 96%. The Asset
2017-18 (excluding capital revenues). Sustainability Ratio measures the level of Councils
capital expenditure on renewal and replacement of
This continues the ongoing maintenance of an existing infrastructure and assets, relative to their
underlying operating surplus which has been depreciation. It indicates whether existing
achieved in 2014-15, 2015-16 and is forecast infrastructure and assets are being renewed or
to continue into the future. replaced at the same rate that Councils overall
asset stock is wearing out.
Our Commitment to Financial Sustainability
The Rural City of Murray Bridge is committed to An Asset Sustainability Ratio (ASR) of 100 per
the principles of financial sustainability and we cent indicates that Councils asset stock is being
will continue to ensure implementation of renewed at the same rate as it is wearing out.
prudent financial governance policies and
practices to deliver cost-effective services to
our community.

Borrowings & Net Financial Liabilities Operating Ratio
Council uses debt to invest in new long term assets Councils operating result is the difference
or to replace and renew existing assets thereby between operating income and operating
spreading the cost over the longer term, consistent expenditure. The Operating Result is
with the typical long lives of the assets. Councils expressed as a surplus (where income
borrowings are forecast to be $7.535m at the end exceeds expenditure) or a deficit (where
of 2016-17 and will increase to $10.192m in expenditure exceeds income).
2017-18. A key factor contributing to the increased
borrowings during 2017-18 is the timing of Councils budgeted operating result for
expenditure associated with the implementation of 2017-18 is a $200K surplus.
the Riverfront Strategy initiatives.
The Operating Ratio is the Operating Result
The budgeted debt repayments for 2017-18 are expressed as a percentage of total revenue.
$2.266m and new loans of $4.927m will be taken The ratio 0.5% reflects the increased
out. The Net Financial Liabilities ratio is Councils expenditure associated the Riverfront
net financial liabilities expressed as a percentage of Strategy initiatives.
Total Operating Revenue.
Councils net financial liabilities ratio is projected to

increase from 25.1% in 2016-17 to 31.7% in 2017-
18 which is well within the Council target of 0%-
75% and the LGAs suggested target of 0% to
100%.

ALL ABOUT RATES

Council intends to raise a net sum of Rating policy
$23.684m from rates in 2017-18. Section 147 of the Local Government Act,
1999 provides Council with the delegation to
The increase in rates income is made up of a rate all land within the Rural City of Murray
general increase of 2.5% plus growth. Bridge, except for land specifically exempt,
such as crown land and land occupied by
The Rural City of Murray Bridge owns Council.
infrastructure and assets (such as roads,
drains, footpaths and buildings) with a Council reviews its rating policy annually to
current written down value of approximately ensure that it is fair and equitable to all.
$276m. These assets deteriorate over time
through wear and tear, and must be replaced Land valuation method
or renewed at appropriate intervals in order Council uses the capital value determined by
to prolong their useful lives and continue the State Valuation Office as the basis for
delivering services to our community. valuing land and calculating rates.
The proposed increase in rate revenue will Property valuations in the Rural City of Murray
provide necessary funding to maintain the Bridge have remained stable in the current
infrastructure and assets and ensure existing year.
services are continued. Council is mindful of
the impact on ratepayers and is committed to Differential Rate (cents in the dollar)
developing options to ease the rate burden In the 2017-18 Annual Business Plan and
through increased funding from other sources financial statements, it is proposed to increase
and introducing operational efficiencies. all differentials/land use categories by an
average of 2.5%. The differential factor/land
Rate comparisons use categories for 2017-18 will be:
The average (mean) residential rate for the
Rural City of Murray Bridge in 2017-18 is Residential 0.67541
proposed to be $1,517 compared to $1,477 Commercial 1.08064
in 2016-17, an increase of $40 and is Industrial 0.94556
represented by a rate of 0.67541 cents in Primary Production 0.60786
the dollar. Vacant Land 0.87802
Other 0.67541
How are rates calculated?
The amount of rates paid is determined by
the valuation of each property in the Council
area. The Council apportions the rates across
the community by applying different rates in
the dollar to each category of property, the
largest number being residential property.
Council endeavours to apportion the rate
across the community in an equitable fashion.
Based on initial property valuation information
received for 2017-18 the rate increase for the
average residential premises will be $59 or
just $1.15 per week.

SEPARATE RATES, SERVICE
CHARGES AND SERVICE RATES
Community Waste Management Systems
The CWMS Schemes at Riverglen and Woodlane are funded separately
and the cost of running these schemes has been examined with the view
to arriving at a sustainable charge that when applied, not only funds the
day to day operations of the schemes, but also provides the ability to
fund the whole of life costs.
To achieve full cost recovery Council introduced a sustainable rate which

will be increased by 2.5%. All residents at Woodlane will be charged in
arrears at the published SA Water price schedule for usage above 130kL.
New Garbage Collection Service

The supply of household garbage bins to new properties will incur a one
off charge of $77 per bin in 2017-18 ($75 in 2016-17).
Replacement Bins
Replacement of lost, damaged or stolen bins will incur a service charge
of $77 per bin in 2017-18 ($75 in 2016-17).
Additional Garbage Collection Service

The supply of an additional garbage bin to a property in which a service is
provided will incur a service charge of $129 per bin in 2017-18 ($126 in
2016-17).
Kerbside Recycling and Green Waste Service

A service charge of $81 will be applied in 2017-18 ($79 in 2016-17) for
the provision of a kerbside recycling service. An additional $52 ($51 in
2016-17) will be applied to Murray Bridge properties that receive the
green waste service.
Natural Resource Management Levy (to be confirmed for 2017-18)

The Natural Resource Management (NRM) Levy, set by the NRM Boards,
is a State Government tax imposed under the Natural Resources
Management Act 2004. Council is obliged to collect the levy on behalf of
the State Government with no net gain to Council. The levy is based on
the capital value of land and is shown as a separate line on the rates
notice. The NRM Boards have proposed that the levy applicable to the
Rural City of Murray Bridge will increase from $726,000 to $744,000, an
increase of 2.5%. This increase will be converted to a rate in the dollar
once the final valuations have been received from the Valuer General.

SEPARATE RATES, SERVICE

CHARGES AND SERVICE RATES
Minimum Rate
Council considers it equitable for all rateable
properties to make a contribution to the cost of
administering the Councils activities and
maintaining the physical infrastructure that
supports each property.
They therefore set a minimum rate each year. This

minimum rate will continue to be applied and will
increase from $893 in 2016-17 to $915 in 2017-18.
Rebates
Council is required to provide mandatory rebates
under sections 160 to 165 of the Local
Government Act 1999 in relation to land used for:
Health services
Community services
Religious purposes
Public cemeteries
Educational institutions
In addition, Council may provide discretionary

rebates under Section 166.
Rate remissions, Rate postponements, Rate

rebates and Rate capping.
Sections 159 to 166 and Section 182 of the Local
Government Act permits Council, upon written
application from the ratepayer and/or various
community groups, to consider rebate remissions,
rate postponements, rate rebates or rate capping
on land use for specific purposes. Each of these
are subject to specific terms and conditions.

APPENDIX 1
Financial Statements

ATTACHMENT 1
RURAL CITY OF MURRAY BRIDGE
STATEMENT OF COMPREHENSIVE INCOME
FOR THE YEAR ENDED 30 JUNE 2018
Budget
Actual Forecast 2017/18 Variance
2015/16 2016-17
INCOME
Rates 21,169 22,664 23,684 1,020
Statutory Charges 524 636 636 -
User Charges 2,411 2,300 2,408 108
Grants, Subsidies and Contributions 7,380 9,020 9,447 427
Investment Income 118 129 80 (49)
Reimbursements 321 397 177 (220)
Other Income 443 391 361 (30)
Net gain - joint ventures & associates - - - -
Total Income 32,366 35,537 36,793 1,256
EXPENSES
Employee costs 15,148 14,827 15,269 (442)
Materials, contracts and other expenses 10,852 12,086 13,946 (1,860)
Depreciation, amortisation and impairment 6,130 6,574 6,892 (318)
Finance costs 401 403 357 46
Net loss - joint ventures & associates 92 225 129 96
Total Expenses 32,623 34,115 36,593 (2,478)
OPERATING SURPLUS / (DEFICIT) (257) 1,422 200 (1,222)
Amts received spec for new or upgraded assets 6,753 5,701 837 (4,864)
Physical resources received free of charge 374 60 62 2
Net Gain/Loss on Disposal or Revaluation of Assets (2,578) 128 - (128)
Operating result from discontinued operations - - - -
NET SURPLUS/(DEFICIT) 4,292 7,311 1,099 (6,212)
Revaluation reserve Adjustments (2,612) - - -

Total Other Comprehensive Income (2,612) - - -
TOTAL COMPREHENSIVE INCOME 1,680 7,311 1,099 (6,212)

ATTACHMENT 3
STATEMENT OF CHANGES IN EQUITY
Asset
Accumulated Revaluation Total Equity
Surplus Reserve
Actuals 2015/16
Balance at end of previous reporting period 87,090 174,723 261,813
Net Surplus/(Deficit) 4,292 4,292
Transfer to Reserves 837 837
Transfer between reserves (3,449) (3,449)
Balance at end of the reporting period 91,382 172,111 263,493
Budget Forecast 2016-17

Transfer to Reserves -
Transfer between reserves -
2017/18
Transfer to Reserves -
Transfer between reserves -

ATTACHMENT 2
BALANCE SHEET
AS AT 30 JUNE 2018
Budget
Actual
Forecast 2017/18 Variance
2015/16
2016-17
ASSETS
Current Assets
Cash and cash equivalents 1,656 2,106 1,518 (588)
Cash and cash equivalents - Restricted 3,442 4,799 4,799 -
Rates Receivable 2,164 1,600 1,550 (50)
General Debtors & Other Receivables 1,735 700 525 (175)
Prepayments & Accrued Revenue 206 216 235 19
Inventories 387 220 155 (65)
Non-Current Assets Held for Sale 558 - - -
Total Current Assets 10,148 9,641 8,782 (859)
Non Current Assets

Equity Accounted Investments 296 276 147 (129)
Fixed Assets 265,891 276,291 282,094 5,803
Work in Progress 2,656 3,152 1,152 (2,000)
Total Non Current Assets 268,843 279,719 283,393 3,674
Total Asset 278,991 289,360 292,175 2,815
LIABILITIES
Current liabilites
Trade Payables 1,830 1,358 833 525
Deposits/Trusts/Payments Rec'd in Advance 3,721 4,700 4,165 535
Unrecognised Rate Revenue - - - -
Current Loan Liabilities 1,080 2,266 1,114 1,152
Employee Entitlements (LSL) 1,387 1,450 1,486 (36)
Employee Entitlements (AL) 1,365 1,425 1,460 (35)
Other Employer Entitlements 188 688 705 (17)
Other Current Liabilities (accruals) 802 850 867 (17)
Total Current Liabilities 10,373 12,737 10,630 2,107
Non Current Lliabilities

Non Current Loan Liabilities 4,623 5,269 9,078 (3,809)
Employee Entitlements (LSL) 502 550 564 (14)
Total Non Current Liabilities 5,125 5,819 9,642 (3,823)
Total Liabilities 15,498 18,556 20,272 (1,716)
NET ASSETS 263,493 270,804 271,903 1,099
EQUITY
Accumulated Surplus / (Deficit) 87,090 91,382 98,693 7,311
Asset Revaluation Reserves 172,111 172,111 172,111 -
Surplus/(Deficit) 4,292 7,311 1,099 (6,212)
TOTAL EQUITY 263,493 270,804 271,903 1,099

ATTACHMENT 4
CASH FLOW STATEMENT
Budget
Actual Forecast Variance
2015/16 2016-17 2017/18
Cash Flows from Operating Activities

Receipts
Operating Receipts 32,675 37,986 36,403 (1,583)
Investment Receipts 118 129 80 (49)
Payments
Operating Payments to Suppliers and Employees (27,824) (26,277) (29,575) (3,298)
Finance Payments (414) (403) (357) 46
Net Cash provided by (or used in) Operating Activities 4,555 11,435 6,551 (4,884)
Cash Flows From Investing Activities

Receipts
Amounts Received Specifically for New/Upgraded Assets 6,753 5,701 837 (4,864)
Sale of replaced Assets 55 250 - (250)
Sale of Surplus Assets 109 - - -
Payments
Expenditure on Renewal/Replacement of Assets (7,791) (8,526) (6,622) 1,904
Expenditure on New/Upgraded Assets (5,551) (8,884) (4,011) 4,873
Net cash provided by (or used in) Investing Activities (6,425) (11,459) (9,796) 1,663
Cash Flows from Financing Activities

Receipts
Proceeds from Borrowings - 2,912 4,923 2,011
Payments
Repayments of Borrowings (1,079) (1,080) (2,266) 1,186
Net Cash provided by (or used in) Investing Activities (1,079) 1,832 2,657 (825)
Net Increase (Decrease) in Cash Held (2,949) 1,808 (588) (2,396)
Cash & Cash Equivalents at beginning of period 8,046 5,097 6,905 1,808
Cash & Cash equivalents at end of period 5,097 6,905 6,317 (588)

ATTACHMENT 5
UNIFORM PRESENTATION OF FINANCES
Budget
Actual
2015/16
2016-17
Operating Activities
Operating income 32,366 35,537 36,793 1,256

less: Operating expenses 32,623 34,115 36,593 (2,478)
a - Operating Surplus/(Deficit) (257) 1,422 200 (1,222)
Capital Activities
Net Outlays on Existing Assets

Capital Expenditure on renewal and replacement of existing Assets 7,791 8,526 6,622 1,904
less: Depreciation, Amortisation and impairment 6,130 6,574 6,892 (318)

less: Proceeds from Sale of Replaced Assets 55 250 - 250
b - Net Outlays on Existing Assets 1,606 1,702 (270) 1,836
Net Outlays on New and Upgraded Assets

Capital Expenditure on New and Upgraded Assets 5,551 8,884 4,011 (4,873)
less: Amounts received specifically for New and Upgraded Assets 6,753 5,701 837 (4,864)
less: Proceeds from Sale of Surplus Assets 55 250 - (250)
c - Net Outlays on New and Upgraded Assets (1,257) 2,933 3,174 241
Net Lending/(Borrowing) = a - b - c (606) (3,213) (2,704) 509

ATTACHMENT 6
FINANCIAL INDICATORS
Budget
Actual
2015/16
2016-17
Operating Surplus Ratio (0.8%) 4.0% 0.5% (3.5%)

Operating Surplus
Operating surplus before capital revenues/total income
Adjusted Operating Surplus Ratio 5.0% 4.0% 0.5% (3.5%)
Operating Surplus adjusted by advance payments made by the Federal Government

Adjusted Operating Surplus before capital revenue/total income
Net Fiancial Liabilities Ratio 19.4% 25.7% 31.7% (5.9%)

Net Financial Liabilities
(Total Liabilities - Financial Assets)/Total Income
Asset Sustainability Ratio 126.2% 129.7% 96.1% (33.6%)

Net Assets Renewal
Net Assets renewals expenditure is defined as net capital expenditure on the renewal
and replacement of existing assets, and excludes new capital expenditure on the
acquisition of additional assets.
Net Interest Ratio 1.2% 1.1% 1.0% 0.1%

APPENDIX 2
Delivering the Vision
Services
Key Projects
Capital Enhancements
Capital Renewal

Our services focus on a Valued Environment, Great People and Lifestyle, a Dynamic Economy, Connected
Communities and Ensuring Delivery.
These are our core services and fulfil our obligations under the Local Government Act 1999.
Council continually reviews its services to ensure excellence for our community.
SERVICES EXPENDITURE
$000s
Valued Environment
Assets: Construction $4,774
Assets: Maintenance $6,261
Assets: Utilisation $432
Environmental Management $2,988
Total $14,455
Great People and Lifestyle
Community Development $1,320

Cultural Development $2,278
Planning and Development $1,983
Regulation $1,456
Aged and Disabled Care Council $720
Lerwin $6,734
Total $14,491
Dynamic Economy
Economic Development Total $485
Connected Communities
Community Planning & Engagement Total $1,314
Our Commitment
Leadership and Governance Total $1,699
Total Services $32,445*

*Total Operating Expenses less Key Projects, NRM Levy and interest charges.

This section presents a listing of the key projects that will be undertaken during 2017-18.
INCOME EXPENDITURE NET

KEY PROJECTS $000s $000s $000s
Valued Environment
1.2.33 Bank Stabilisation - Thiele Reserve $200 $300 $100
1.2.34 Bank Protection Investigation Avoca Dell $200 $200 $0
1.3.03 Rocky Gully Wetlands Management Plan $25 $25
1.3.04 Revegetation Plan -Hume Reserve $75 $75
1.3.05 Sturt Reserve Remediation $100 $100
1.3.06 Weed Management Program $50 $50
1.4.01 Waste Strategy Officer $36 $36
1.4.02 Hard waste collection $200 $200
1.4.05 Dog Park Audit $2 $2
1.1.12 Footpath Condition Assessment $60 $60
1.4.04 Toora Reserve Upgrade - Needs Analysis $40 $40
Sub Total $400 $1,088 $688
2.1.02 Sturt Reserve Masterplan $120 $120
2.1.03 Residential Growth Areas DPA Stage 2 $50 $50
2.1.04 Primary Production DPA $40 $40
Planning Development and Infrastructure Act
2.1.05 $5 $5
Implementation
2.1.06 Rural Areas Study $25 $25
2.1.07 Residential Growth Areas DPA Stage 1 $50 $50
2.3.06 Art Workshop Program $4 $4
2.3.07 Sixth Street Handmade Artist Market $18 $18
2.3.12 Ngarrindjeri Cultural Management Plan $40 $40
2.3.10 Library Events Program $5 $5
2.3.11 Establish Library Lego Club $5 $5
2.3.15 "Your Tutor" Subscription Library $6 $6
2.3.16 Library Membership Cards $7 $7
2.3.14 Sturt Reserve Community Events Program $75 $75
2.3.01 Swimming Pool Detailed Masterplan $40 $40
Murray Bridge Walking and Bicycle Trail Masterplan and
2.3.13 $50 $50
Concept Design
2.2.03 Aged Care Training $25 $25
2.2.04 Regional Public Health Plan Implementation Program $5 $5
2.2.07 Meningococcal B Study $8 $8
2.2.14 School Holiday Project - Pilot Project $5 $5
2.2.15 Support VET - Pilot Project $5 $5
2.2.09 Animal Management Plan Review $5 $5
2.2.10 Cat Management Program $8 $8
2.2.13 Local Nuisance Bill Implementation $5 $5
2.3.17 STARCLUB Project Expenditure $74 $99 $25
Sub Total $74 $705 $631
Dynamic Economy
3.1.01 Corporate and Tourism Image Library $15 $15
3.1.02 Monarto Masterplan Streetscape Improvements $25 $25
3.4.03 Murray Bridge Learning Campus $20 $20
3.4.07 Destination Management Plan $100 $100
3.4.08 Delivery of Major Events Package $20 $400 $380
Murray Bridge Wayfinding and Signage Strategy and
3.3.01 $100 $100
Manual
3.4.01 Flood Plain Regional Initiative $100 $100
Sub Total $20 $760 $740
4.1.01 Youth Council $10 $10
4.1.02 Community Network $30 $30
4.2.01 Communications Improvement Project $20 $20
4.3.01 Small Wins Grant Program $100 $100
Sub Total $160 $160

Our Commitment
5.1.01 Authority Development Module $10 $10
5.1.02 Property Assessment Folders $5 $5
5.1.04 Authority Regulation Module $10 $10
5.1.07 Trainee Program $60 $120 $60
5.1.12 Council Election - 2018 $20 $20
5.3.02 Community Satisfaction Survey $20 $20
5.3.05 Staff Climate and Culture Survey $30 $30
5.3.06 Digital Transformation $100 $100
5.3.07 Records Management Skills Development $20 $20
Sub Total $60 $335 $275
TOTAL $554 $3,048 $2,494
This section presents a listing of the capital work projects that will be undertaken during 2017-18 and includes new
works (Capital Enhancements) and renewal or replacements (Capital Renewal).

CATEGORY CAPITAL ENHANCEMENT PROGRAM
$000s $000s $000s
Valued Environment
Roads Footpath Expansion Program $500 $500
Kerb Expansion Program $250 $250
Town Centre Traffic Management Plan $50 $50
I l t ti
Rural Road Reconstruct - Bondleigh Road (Bremer $71 $71
Rural Road Reconstruct - Dishers Hill Road (Bremer $93 $93
Rural Road Reconstruct - Hicks Road Stage 1 $69 $69
Rural Road Reconstruct - Hicks Road Stage 2 $57 $57
Local Area Traffic Management Plan
$170 $170
Cromwell Road
Bridges Bridge, Culvert and Ford Renewal Program $25 $25
Plant and LED Lights in Library $210 $210

Drainage &
Campbell Close Stormwater $74 $74
Stormwater
SES/CFS Stormwater Drainage Upgrade $41 $41
Standen Street Stormwater & Kerbing $78 $78
Verdun Road Stormwater & Kerbing $86 $86
Wyreema Road Stormwater Upgrade $41 $41
Opens Space Irrigation System Upgrade Program Sturt Reserver $50 $50
LeMessurier Oval Irrigation $20 $20
Playground Upgrade Design $100 $100
Public Toilet Upgrade Program $120 $120
Cemetery Upgrade $20 $20
Ramps Boat Ramp Upgrade Long Island $100 $200 $100
Review and Upgrade of Boat Launching facilities $200 $300 $100
Carparks Swimming Centre Carpark and disabled access $36 $36
Community Club Carpark $16 $16
Monarto Hall Carpark $24 $24
Sturt Reserve Carpark $100 $100
Sub Total $300 $2,800 $2,500
| 64

DRAFT FOR PUBLIC CONSULTATION
CATEGORY CAPITAL ENHANCEMENT PROGRAM
$000s $000s $000s

Lerwin Lerwin Aged Care Facility Expansion $50 $50
Lerwin Resident Equipment Program $60 $60
Recreation River Trail Strategy Implementation Stage I $40 $40
Library Library Book Stock Renewal $0 $0
Arts Screen for Town Hall Seating $6 $6
The Station The Station Bakehouse Stage 3 $20 $20
Community Safety K9 Cube $18 $18
CCTV Upgrade $156 $156 $0
Sub Total $156 $351 $195
Dynamic Economy
Identity Murray Bridge Entrance Upgrade $400 $400
Murray Bridge Lighting Project $250 $250
Car Charging Station $15 $15
Tourism Visitor Information Centre Lockers $20 $20
Sub Total $685 $685
Corporate website enhancements $25 $25
Sub Total $ $25 $25

Our Commitment
SharePoint Enhancements $30 $30
Authority System Enhancements $40 $40
Records Storage Facility $30 $30
Disaster Recovery Environment $50 $50
Sub Total $150 $150
TOTAL $456 $4,011 $3,555
| 65


CATEGORY CAPITAL RENEWAL PROGRAM
$000s $000s $000s
Valued Environment
Roads & Footpaths Footpath Renewal Program $72 $72
Kerb Renewal Program $70 $70
Road Program - Reseals $533 $533
Road Program - Resheets $1,040 $1,040
Road Program - Reconstructs $321 $2,102 $1,781
Verdun Road Stormwater & Kerbing $11 $11
Rural Road Reconstruct - Dishers Hill Road $113 $113
Rural Road Reconstruct - Bondleigh Road $87 $87
Rural Road Reconstruct - Hicks Road $84 $84
Rural Road Reconstruct - Hicks Road $69 $69

Footpath Expansion Program $73 $73
Stormwater Standen Street Stormwater & Kerbing $7 $7
Wyreema Road Stormwater Upgrade $18 $18
Open Space Street and Park Furniture Renewal Program $213 $213
Bremer Road Cemetery Irrigation Upgrade $130 $130
Boat Ramp Renewal - Long Island Reserve $50 $50
Public Toilet Renewal Program $120 $120
Buildings Building Renewal Program $326 $326
Bridges Bridge, Culvert and Ford Renewal Program $75 $75
Plant and Equipment Plant Replacement Program $770 $770
Fleet Replacement Program $195 $195
Carparks & Shelters Community Club Carpark $13 $13
Monarto Hall Carpark Design and Construct $20 $20
Swimming Pool Carpark and Disabled Access $30 $30
Bus Shelter - South Terrace $70 $70
Subtotal $321 $6,291 $5,970 $
| 66

CATEGORY CAPITAL RENEWAL PROGRAM
$000s $000s $000s

Urban Elements Decorative Bollards Repair $17 $17
Library Library Book Stock Renewal $70 $70 $0
Gallery Lighting Renewal $50 $50
The Station The Station - Refurbishment $10 $10
Community Safety The Station Auditorium - Refurbishment $30 $30
Sub Total $70 $177 $107
Our Commitment
LGC Minor Works $34 $34
Unified Communications Project $100 $100
ICT Hardware Replacement Program $20 $20
Sub Total $154 $154
TOTAL $391 $6,622 $6,231
| 67

Visitor Information Centre Works Depot Public Library Regional Gallery
3 South Terrace 21 Hindmarsh Road Level 2 27 Sixth Street
Murray Bridge Murray Bridge Murray Bridge Market Place Murray Bridge
t 08 8539 1142 t 08 8539 1160 Murray Bridge t 08 8539 1420
t 08 8539 1175
Lewin Nursing Home The Station Town Hall

67 Joyce Street 3-5 Railway Terrace 13-17 Bridge Street
Murray Bridge Murray Bridge Murray Bridge
t 08 8539 1185 t 08 8539 2122 t 08 8539 1430
THE RURAL CITY OF MURRAY BRIDGE
2 Seventh Street
MURRAY BRIDGE SA 5253
e council@murraybridge.sa.gov.au
f facebook.com/ruralcityofmurraybridge
t 08 8539 1100
www.murraybridge.sa.gov.au Rural City of Murray Bridge Annual Business Plan 2016-2017 | 68

RCMB Annual Business Plan 2017-18

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Rural City of Murray Bridge

Proud Safe Progressive

DRAFT for Public Consultation

Rural City of Murray Bridge Annual Business Plan 2017-18

We acknowledge the Ngarrindjeri people

We recognise the living culture and

The Ngarrindjeri Mosaic Project located at

Rural City of Murray Bridge Annual Business Plan 2017-18

Rural City of Murray Bridge Annual Business Plan 2017-18

The Plan demonstrates a further balanced budget reporting a modest

In addition to these important capital works, the Plan also funds:

Rural City of Murray Bridge Annual Business Plan 2017-18

Rural City of Murray Bridge Annual Business Plan 2017-18

Who have contributed over

278T Recycled per month

That equates to 13.1kg per

Rural City of Murray Bridge Annual Business Plan 2017-18

the Councils objectives for at least a four year period

1. The Rural City of Murray Bridge Strategic Plan 2016-2020

Strategic Planning and Reporting Framework

Rural City of Murray Bridge Annual Business Plan 2017-18

The Community Plan articulates the communitys vision Thriving Communities.

Rural City of Murray Bridge Annual Business Plan 2017-18

Rural City of Murray Bridge Annual Business Plan 2017-18

This Annual Business Plan 2017-18 continues our progress in delivering

Rural City of Murray Bridge Annual Business Plan 2017-18

Rural City of Murray Bridge Annual Business Plan 2017-18

Rural City of Murray Bridge Annual Business Plan 2017-18

1.1 Current assets

2.1 Land use

Rural City of Murray Bridge Annual Business Plan 2017-18

4.1 Community based organisations and networks

Rural City of Murray Bridge Annual Business Plan 2017-18

Rural City of Murray Bridge Annual Business Plan 2017-18

Asset Sustainability Ratio Council Target

NET FINANCIAL LIABILITIES

Rural City of Murray Bridge Annual Business Plan 2017-18

This will be achieved through:

Expenditure Income Net

Rural City of Murray Bridge Annual Business Plan 2017-18

Road Program ($3,965k) Car Parks ($153k)

Rural City of Murray Bridge Annual Business Plan 2017-18

In 2017-18 we will do this by:

Implementing Councils Asset Management Plans to ensure that our infrastructure is

Whilst delivering the following services:

Roads, buildings, open space, swimming pool maintenance

Undertaking the following programs and projects:

Expenditure Income Net

Rural City of Murray Bridge Annual Business Plan 2017-18

In 2017-18 we will do this by:

Whilst delivering the following services:

Managing and coordinating the 2017-18 Capital Works Program

Undertaking the following programs and projects:

Expenditure Income Net

Rural City of Murray Bridge Annual Business Plan 2017-18

NATURAL ASSETS AND OPEN SPACE

In 2017-18 we will do this by: Protecting biodiversity for future

Undertaking the following programs and projects:

Expenditure Income Net

Rural City of Murray Bridge Annual Business Plan 2017-18

We will do this by:

Managing water through conservation, reuse and water

Delivering the following Services: