2021/2022 Operational Plan - Yass Valley Council
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2021/2022
Operational Plan
Adopted 23/6/20214
Yass Valley Council acknowledges the traditional custodians of the land – the Ngunnawal people and acknowledge the elders of the community and their descendants. Access to information You can find out information about Council by reading the meeting agenda papers, subscribing to the online newsletter, reading Council’s Page in the Yass Tribune, checking out our website and Facebook pages or by visiting Council’s administration office in Yass. We also produce a newsletter, ‘The Valley Views’ which is mailed to all residents and businesses three times per year. How to contact us In person: Yass Valley Council 209 Comur Street YASS NSW 2582 Monday to Friday - 8.30am to 5.00pm Phone 02 6226 1477 After Hours 02 6226 1477 Mail PO Box 6, YASS NSW 2582 Email council@yass.nsw.gov.au Website - www.yassvalley.nsw.gov.au
Table of Contents Our Mayor and Councillors 4 Message from the Mayor 5 What is an Operational Plan? 6 We are working towards our community’s goals 7 Our Environment 8 Our Economy 13 Our Community 16 Our Infrastructure 21 Our Civic Leadership 28 Statement of Revenue Policy ___________________________________________________ 35 Fees and Charges 44 2021/2022 Annual Budget 46
Our Mayor and
Councillors
Yass Valley Council has nine Councillors, including the Mayor. The roles and responsibilities of the Mayor
and Councillors are explained in sections 226 and 232 of the Local Government Act 1993.
Councillor Rowena Abbey (Mayor) Councillor Nathan Furry (Deputy
Mobile: 0427 830 910 Mayor)
Rowena.Abbey@yass.nsw.gov.au Mobile: 0402 636 735
Nathan.Furry@yass.nsw.gov.au
Councillor Geoff Frost
Mobile: 0403 521 079 Councillor Allison Harker
Geoff.Frost@yass.nsw.gov.au Mobile: 0402 636 735
Allison.Harker@yass.nsw.gov.au
Councillor Mike Reid
Mobile: 0412 078 475 Councillor Michael McManus
Mike.Reid@yass.nsw.gov.au Mobile: 0419 474 649
Michael.McManus@yass.nsw.gov.au
Councillor Jasmin Jones
Mobile: 0400 486 616 Councillor Cecil Burgess
Jasmin.Jones@yass.nsw.gov.au Mobile: 0429 930 628
Cecil.Burgess@yass.nsw.gov.au
Councillor Kim Turner
Mobile: 0407 489 570
Kim.Turner@yass.nsw.gov.au
Draft Operational Plan 2021-2022- Our Mayor and Councillors
4
Message from
our Mayor
On behalf of my fellow Councillors, I am proud to re-sheeting program for our unsealed road network.
present the 2021/2022 Operational Plan, which
includes the 2021/2022 Budget, Fees & Charges and Our community was faced with significant
Rates Charges for Yass Valley. challenges last year, including drought, bushfires
and a world-wide health crisis in Coronavirus
The individual projects and activities that will be (COVID-19). It was, and in many ways continues to
undertaken in 2021/2022 are based on the be, an uncertain and unsettling time and we were
commitments made in the Delivery Program. all forced to adapt to new and innovative ways of
The framework for our Plan is based on our 2016- life as we united to get through the pandemic
2036 Regional Community Strategic Plan (CSP) that together.
identifies the community’s priorities and
expectations for the next 20 years. It also contains There were major disruptions to businesses,
budget information, outlining how Council will fund services and facilities in the Local Government Area.
the delivery of each of these key projects. Many of Council’s services and facilities had to close
or operate with modifications and limitations for a
The Operational Plan allocates responsibility for period of time.
each project or activity to a program area of Council.
This is then filtered into program area plans, project Councillors were given another year to continue our
plans and individual work plans. It is supported by work and it will be up to a new Council to take over
Council’s 2021/2022 Budget, which outlines the the reins following the Local Government elections
capital works program and key infrastructure in September 2021. Together, they will decide what
projects Council will carry out in the same financial path our community will take for the next three
year. years. Our resilience as a community will continue
to be tested, however, as our nation rolls out the
Council has in place a number of mechanisms for COVID-19 vaccine program and our economy and
measuring the success or effectiveness of each of lifestyle can hopefully return to a new COVID-19
the activities. Progress on each of the commitments ‘normal.’
is monitored regularly and reported back to Council
and the community in six monthly and annual The health of our community continues to remain
reports. This will keep Council on track to deliver on the number one priority and, to this end, Council
our community goals in our Regional CSP. has decided to again deliver the 2021/22
Operational Plan through our safe, interactive and
The focus on key infrastructure upgrades will online format. Following from the success of last
continue in 2021/2022, including: the opening of year’s online launch, which attracted a high level of
the Yass to Murrumbateman Pipeline; the public engagement, we will invite your feedback
preparation of documents required for the new and suggestions on these important documents that
Civic Precinct project to proceed to the point where are ultimately shaped by you. Your input is more
it is ‘shovel ready’; the acceleration of early works important than ever as we hope to progress on
to improve water quality in Yass and the ongoing some major local infrastructure projects that will
lobbying of Governments for the funding to build a have long lasting impacts for future generations in
new Water Treatment Plant for the town. In the Yass Valley.
addition to this, we will continue to work hard to
upgrade our amenities, parks and sporting grounds Rowena Abbey
and strengthen our renewed focus on the annual Mayor, Yass
Draft Operational Plan 2021-2022- Message from our Mayor
5
What is an Operational Plan?
The Operational plan supports the Delivery Program and sets out Yass Valley Council’s planned activities for
2021/2022
The operational plan identifies the individual projects and activities that will be undertaken within the next
financial year to achieve the actions made in the Delivery Program.
The Operational Plan allocates responsibilities for each activity and identifies how their effectiveness will be
measured.
The Operational Plan includes Council’s detailed annual budget, statement of revenue policy, including the
proposed rates, fees and charges for the financial year.
Draft Operational Plan 2021-2022- What is an Operational Plan?
6
We are working towards our
Community’s goals
The community of Yass Valley outlined their goals We have set out this plan along the 5 strategic
and aspirations during the development of our pillars so that the links to the CSP are easily
Regional Community Strategic Plan (CSP). identified and we have developed measures to
Yass Valley Council has considered these goals and demonstrate how we are progressing towards
aspirations in developing the Delivery Program and these goals.
Operational Plan to ensure that we are working
towards the achievement of the community’s goals.
Draft Operational Plan 2021-2022 We are working towards our Community’s goals
7
Strategic Pillar 1 – Our Environment
We appreciate our range of rural landscapes and habitats, and act as custodians of the
natural environment for future generations.
We will consider environmental protection when making planning and funding decisions, and investigate offset
programs
We will actively conserve and rehabilitate areas of natural beauty in our local government areas, encouraging
the use of native flora where possible and appropriate.
We will maintain our rural landscapes
Draft Operational Plan 2021-2022- Strategic Pillar 1 – Our Environment 8
EN1 - Protect and enhance the existing natural environment, including flora and fauna, native to the region
Delivery Program Action Operational Plan Responsible Measure/Target
2017-2021 Activity Officer
EN1.1 EN1.1.1 Director Planning and Monitoring/commenced
Protect our natural assets in line with Commence monitoring of the former Yass Environment
community values. gasworks site.
EN1.1.2 Director Planning and Biodiversity assessment/commenced
Commence a biodiversity assessment on Environment
Box Gum Woodland at the Mullion
Recreation Ground.
EN1.2 EN1.2.1 Director Planning and Application/lodged
Work with Office of Environment and Lodge an application for Strategic Environment
Heritage to maintain a network of Biocertification on "Hawthorn" and
connected native vegetation (including adjacent identified land at
reserves and council land). Murrumbateman.
EN1.2.2 Director Planning and Accreditation/maintained
Maintain an Accredited Assessor under the Environment
Biodiversity Conservation Act 2016.
EN1.3 EN1.3.1 Director Planning and Spraying/completed
Meet obligations for weed control in Undertake roadside spraying in accordance Environment
the Yass Valley Local Government Area with Council’s schedule.
EN2 - Adopt environmental sustainability practices
EN 2.1 Director Planning and
Implement Council’s Environmental Environment
Sustainability Policy across all Council Director infrastructure
operations. and Assets
EN2.2 EN2.2.1 Director Infrastructure Fittings/installed
Improve water efficiency of Council Newly installed water fixtures and fittings and Assets
operations. to meet 4 star water efficiency rating in
accordance with AS/NZ6400.
EN2.3 EN2.3.1 Director Planning and Coordination/completed
Conduct Engagement Programs that Co-ordinate Clean Up Australia Day Environment
encourage positive behaviour change in activities.
the community.
Draft Operational Plan 2021-2022- Strategic Pillar 1 – Our Environment
9
EN2 - Adopt environmental sustainability practices
Delivery Program Action Operational Plan Responsible Measure/Target
2017-2021 Activity Officer
EN2.3.2 Director Planning and Posts/published
Publish #SustainabilitySunday on Council’s Environment
social media platform.
EN2.4 EN2.4.1 Director Planning and Workshops/completed
Work with schools to increase Complete three in-school workshops on Environment
awareness of caring for the local waste reduction.
environment
EN2.5 EN2.5.1 Director Planning and Standards/drafted
Consider water sensitive urban design Incorporate water sensitive design Environment
principles in development assessment. standards into comprehensive
Development Control Plan.
EN3 - Protect and rehabilitate waterways and catchments.
EN3.1 EN3.1.1 Director Planning and Data/submitted
Engage with the community and Submit monthly data for two sites on the Environment
external agencies to deliver programs Yass River measuring regional water quality
which improve the health of the Yass for the Waterwatch program.
River and tributaries.
EN3.2 EN3.2.1 Director Planning and Posts/published
Increase community awareness of the Publish #SustainabilitySunday on Council’s Environment
importance of stormwater health and social media platform focussing on
quality stormwater health and quality.
EN3.3 EN3.3.1 Director Planning and Community groups/supported
Deliver Plan of Management for the Support community groups to deliver Environment
Yass Gorge. actions from the Yass Gorge Plan of
Management
Draft Operational Plan 2021-2022- Strategic Pillar 1 – Our Environment
10EN4 - Maintain a balance between growth, development and environmental protection through sensible planning.
Delivery Program Action Operational Plan Responsible Measure/Target
2017-2021 Activity
Officer
EN4.1 EN4.1.1 Director Planning and Plan/completed
Ensure Council's statutory planning Complete the comprehensive development Environment
instruments are up to date and control plan.
reflective of community needs.
EN4.1.2 Director Planning and Planning proposal/commenced
Commence a planning proposal to insert Environment
planning controls from the Yass Floodplain
Risk Management Study and Plan into the
Yass Valley Local Environmental Plan 2013.
EN4.1.3 Director Planning and Contributions plan/completed
Complete the Heavy Haulage Contributions Environment
Plan.
EN 4.1.4 Director Planning and Masterplan/commenced
Commence the North Murrumbateman Environment
Masterplan.
EN4.1.5 Director Planning and Strategy/completed
Complete the Housing Strategy. Environment
EN4.2 EN4.2.1 Director Planning and Development applications determined within
Ensure development application Determine applications for development Environment statutory timeframes=>70%
assessment is thorough and efficient. for local activities. Complying development certificates determined
within statutory timeframes=>80%
Construction certificates determined within 30
days of registration=>80%
Local activity approvals determined within 14
days of registration=>80%
EN 4.2.2 Director Planning and Manual/commenced
Commence preparation of an Engineering Environment
Design Standards Manual.
Draft Operational Plan 2021-2022- Strategic Pillar 1 – Our Environment
11EN5- To investigate and implement approaches to reduce our carbon footprint.
Delivery Program Action Operational Plan Responsible Measure/Target
2017-2021 Activity
Officer
EN5.1 EN5.1.1 Director Infrastructure and Strategy/commenced
Reduce rubbish to landfill through Commence the Waste Recycling Strategy. Assets
effective waste management and
recycling.
EN5.1.2 Director Infrastructure and Program/participation
Actively participate in the various Assets
Canberra Region Joint Organisation waste
reduction programs.
EN5.2 EN5.2.1 Director Infrastructure and Recycling/promoted
Work with local businesses to Actively promote recycling at the transfer Assets
encourage recycling. stations with customers.
EN5.3 EN5.3.1 Director Planning and Posts/published
Promote initiatives in the community Publish #SustainabilitySunday on Environment
such as Eat/Shop Local, Love your Council’s social media platform focussing
Leftovers and being efficient with on community initiatives.
electricity.
EN5.3.2 Director Planning and Program/completed
Run the Yass Valley Eco Champs program Environment
showcasing the sustainability efforts of
local businesses.
EN5.4 EN5.4.1 Director Infrastructure and Solar technology/installed
Investigate low carbon technologies Install solar technology on the Water Assets
when Council assets are developed or Treatment Plant and the Sewage
due for replacement. Treatment Plant.
EN5.4.2 Director Infrastructure and LED Technology/Installed
Main street lighting Assets
EN5.5 EN5.5.1 Director Planning and Posts/published
Encourage efficient use of renewable Publish #SustainabilitySunday on Environment
energy by Yass Valley households Council’s social media platform focussing
on renewable energy
Draft Operational Plan 2021-2022- Strategic Pillar 1 – Our Environment
12Strategic Pillar 2 – Our Economy We have a strong regional economy experiencing sustainable growth, which provides for a diverse range of employment opportunities. We will develop and foster partnerships with the ACT Government to ensure the region is adequately considered as part of Canberra’s growth and planning strategies. We will support and encourage the ongoing maintenance and improvement of road networks and rail links between the region and other centres such as Sydney, Canberra, and Melbourne. We will ensure adequate and appropriate land is zoned for business and industrial purposes. To promote the region as an ideal location for businesses and industry associated with Canberra airport Draft Operational Plan 2021-2022- Strategic Pillar 2 – Our Economy 13
EC1 - Capitalise on the region's close proximity to Canberra and its position as a convenient hub to South East Australia to
attract industry and investment.
Delivery Program Action Operational Plan Responsible Measure/Target
2017-2021 Activity Officer
EC1.1 EC1.1.1 Director Corporate and Strategy/completed
Facilitate business excellence, Complete the Economic Development Community
innovation and collaboration in the Strategy.
Yass Valley LGA to build stronger
business networks and support
structures identified through the
Economic Development Committee
and relevant government agencies
and community organisations.
EC1.1.2 Director Corporate and Action plan/commenced
Commence small business action plan in Community
accordance with the Economic
Development Strategy.
EC1.1.3 Director Corporate and Newsletter/distributed monthly
Issue a monthly E-Newsletter to businesses Community
in our Council.
EC1.2 EC1.2.1 Director Corporate and Number of businesses/identified and
Enhance and promote the Yass Work with the Department of Regional Community established
Valley brand to drive positive NSW to identify potential business for
economic activity relocation or presence in the Yass Valley
LGA.
EC2 - Jointly develop appropriate tourism opportunities and promote the region as a destination.
EC2.1 EC2.1.1 Director Corporate and Planning/commenced
Enhance and promote the Yass Commence planning for a flagship event. Community
Valley brand to drive positive
tourism outcomes.
EC2.2 EC2.2.1 Director Corporate and Actions/implemented
Collaborate with regional tourism Implement the Destination Southern NSW Community
stakeholders. (DSNSW) Destination Management Plan
(DMP).
Draft Operational Plan 2021-2022- Strategic Pillar 2 – Our Economy 14EC2 - Jointly develop appropriate tourism opportunities and promote the region as a destination cont’d.
Delivery Program Action Operational Plan Responsible Measure/Target
2017-2021 Activity Officer
EC2.2.2 Director Infrastructure and Trail/completed
Complete the Murrumbateman Winery Assets
Trail.
EC3 - Support and foster conditions that enable local and small/home- based businesses to grow.
EC3.1 EC3.1.1 Space/uptake
Director Corporate and
Identify and participate in initiatives Develop a Value In Kind (VIK) retail space Community
that assist small business for small start- up businesses in Yass.
EC3.1.2 Director Corporate and Workshop/delivered
Deliver a small business focussed Community
workshop.
EC4 - Foster and develop a diverse, adaptive and innovative agricultural industry.
EC4.1 Director Planning and
Protect rural lands for agricultural Environment
purposes. Director infrastructure and
Assets
EC4.2 Director Planning and
Identify opportunities and barriers for Environment
the agricultural industry in Yass Valley. Director infrastructure and
Assets
EC5 - Encourage collaboration between businesses, government and training providers to develop employment and training
opportunities for young people in the region.
EC5.1 EC5.1.1 Director Corporate and Program/co-ordinated
Facilitate networking and collaboration Co-ordinate the annual RDNSW Bush Community
amongst stakeholders Bursary placement program.
Draft Operational Plan 2021-2022- Strategic Pillar 2 – Our Economy 15Pillar 3 –Our Community
We are a network of vibrant, inclusive and diverse communities that value our rural lifestyle.
We will encourage and lobby relevant state and federal government agencies for the requisite infrastructure for
the region.
We will support existing networks and services that operate at a community level through grants, programs, and
capacity building, and recognise their contributions to the community.
Murrumbateman has identified a community-wide need for a local school to support the community and its
families.
Accessibility must be considered, for mobility impaired and people with a disability and their carers, for all
community infrastructure.
Transport access must be more equitable across smaller communities.
16
Draft Operational Plan 2021-2022- Strategic Pillar 3 – Our CommunityCO1- -Facilitate and encourage equitable access to community infrastructure and services such as health care, education and transport.
Delivery Program Action Operational Plan Responsible Measure/Target
2017-2021 Activity Officer
CO1.1 CO1.1.1 Director Corporate and Programs/delivered
Provide an accessible library service Implement programs at the library for all Community
to all of the community. of our community.
CO1.2 CO1.2.1 General Manager Advocacy/completed
Advocate to the State Government Advocate to ensure equitable access to
and relevant agencies to ensure that community, health and education
transport, health and educational services and funding to support
services are delivered equitably to all infrastructure growth.
residents.
CO1.3 CO1.3.1 Director Corporate and Plan/completed
Ensure plans are in place for Develop a Disability Inclusion Action Plan Community
accessible community facilities and (DIAP) for 2021-24.
services in consultation with the
Access Committee.
CO1.3.2 Director Infrastructure and Review/commenced
Commence review of the Pedestrian Assets
Access Mobility Plan (PAMP) and priority
identified projects
CO2. - Encourage and facilitate active and creative participation in community life.
CO2.1 CO2.1.1 General Manager Review/commenced
Deliver robust and diverse Undertake a review of the Social Media
community engagement Policy.
opportunities.
CO2.2 CO2.2.1 General Manager Plans/delivered
Ensure the community is well Deliver Communication Engagement
informed about its projects, policies Plans.
and programs.
17
Draft Operational Plan 2021-2022- Strategic Pillar 3 – Our CommunityCO2. - Encourage and facilitate active and creative participation in community life cont’d.
Delivery Program Action Operational Plan Responsible Measure/Target
2017-2021 Activity Officer
CO2.3 Director Planning and
Develop and implement a Public Art Environment
Strategy that includes specific
actions for the development of
creative pursuits.
CO2.4. CO2.4.1 Director Corporate and Program/implemented
Provide a library service that Facilitate the Friday Club program at the Community
facilitates creative participation in Library.
community life.
CO2.5 CO2.5.1 Director Corporate and Program/completed
Support the growth of a diverse Administer the community grants Community
range of community events program.
CO3 - Foster and encourage positive social behaviours to maintain our safe, healthy and connected community.
CO3.1 CO3.1.1 Director Corporate and Meetings/attended
Encourage and support existing and Attend interagency group meetings as Community
new interagency groups. required.
CO3.2 CO3.2.1 General Manager Committee framework/implemented
Connecting the community to Yass Implementation of the Committees
Valley Council through a range of framework as detailed in the review
Advisory Committees.
18
Draft Operational Plan 2021-2022- Strategic Pillar 3 – Our CommunityCO3 - Foster and encourage positive social behaviours to maintain our safe, healthy and connected community cont’d.
Delivery Program Action Operational Plan Responsible Measure/Target
2017-2021 Activity Officer
CO3.3 CO3.3.1 Director Corporate and The number of new participants on
Support the growth and Encourage participation on Council Community committees and working groups
development of volunteering. committees and working groups
CO3.4 General Manager
Develop a Crime Prevention Plan.
CO3.5 CO3.5.1 Director Infrastructure and Program/implemented
Foster Road Safety Awareness. Implement the Transport for NSW Road Assets
Safety Program.
CO4 - Recognise and celebrate our diverse cultural identities and protect and maintain our community's natural and built
environment.
CO4.1 CO4.1.1 Director Planning and Heritage controls/drafted
Ensure appropriate controls are in Draft heritage controls for inclusion in the Environment
place to conserve the heritage value comprehensive Development Control
of our built environment Plan.
CO4.2 CO4.2.1 Director Planning and Heritage advisory service/provided
Continue the Heritage Advisory Provide heritage advisory service to the Environment
Service. community.
CO4.3 CO4.3.1 Director Planning and Local heritage projects funded=budgeted
Continue the local Heritage Grants Provide funding for heritage projects Environment amount
Program. through the Local heritage Fund.
CO4 - Recognise and celebrate our diverse cultural identities and protect and maintain our community's natural and built
Environment cont’d
CO4.4 CO4.4.1 Director Corporate and Actions/completed
Implement the Yass Valley Aboriginal Completion of the actions identified in Community
Reconciliation Action Plan in the Reconciliation Action Plan (RAP).
conjunction with the Aboriginal
Advisory Consultative Committee.
CO4.4.2 Director Planning and Aboriginal land claims/responded
Respond to notification of Aboriginal Environment
Land Claims.
19
Draft Operational Plan 2021-2022- Strategic Pillar 3 – Our CommunityCO5 - Maintain our rural lifestyle
Delivery Program Action Operational Plan Responsible Measure/Target
2017-2021 Activity Officer
CO5.1 CO5.1.1 Director Planning and Masterplan/commenced
Ensure the community is attractive Commence the Yass CBD Masterplan. Environment
and vibrant while maintaining our
village atmosphere.
CO5.1.2 Director Planning and Masterplan/commenced
Commence a masterplan for Wee Jasper. Environment
CO5.1.3 Director Planning and Masterplan/commenced
Commence a masterplan for Bookham. Environment
20
Draft Operational Plan 2021-2022- Strategic Pillar 3 – Our CommunityPillar 4 –Our Infrastructure
Our community is well serviced and connected to built, social and communications infrastructure.
We will collaboratively advocate and lobby for the development of high-speed rail with State and Federal
governments and other investors, ensuring service to the region is provided.
We will undertake long term planning for all the impacts a service like this might have on the character and
community demographics of our region, and plan for complementary and supporting infrastructure and
services to be developed alongside this strategy to maximise benefits for the whole community.
We will consider potential impacts and opportunities high-speed rail would have on our local town and
villages.
Draft Operational Plan 2021-2022- Strategic Pillar 4 – Our Infrastructure 21IN1 - Develop high speed rail links between the region,Canberra, Sydney and Melbourne.
Delivery Program Action Operational Plan Responsible
Measure/Target
2017-2021 Activity Officer
IN1.1 IN1.1.1 General Manager High speed rail proposals/reviewed
Assess the advantages and support any Federal/State
disadvantages for Yass Valley Government or Private studies into
of any high speed rail Fast Rail Options in Yass Valley
proposal.
IN 2- Improve public transport links to connect towns within the region and increase access to major centres.
IN2.1 IN2.1.1 General Manager Advocacy/completed
Lobby the Federal and State Continue advocacy to fund further
Governments to upgrade the duplication of the Barton Highway.
Barton Highway
IN2.2
Advocate for public transport
links or improved services
where there is a
demonstrated community
need.
IN2.3 IN2.3.1 Director Infrastructure Grant applications/submitted
Seek funding opportunities to Apply for grants under the Regional and Assets
deliver upgrade works on Roads Repair Program.
regional roads.
IN3 - Maintain and improve road infrastructure and connectivity.
IN3.1 IN3.1.1 Director Infrastructure Programs/delivered
Deliver transport asset Deliver annual program for urban, rural and Assets
infrastructure, maintenance, and regional road renewal and
renewal and enhancement construction, including bridges and
programs for urban, rural and stormwater
regional roads to maintain or
improve overall condition.
Draft Operational Plan 2021-2022- Strategic Pillar 4 – Our Infrastructure 22IN3 - Maintain and improve road infrastructure and connectivity cont’d.
Delivery Program Action Operational Plan Responsible
Measure/Target
2017-2021 Activity Officer
IN3.1.2 Director Infrastructure Programs/delivered
Deliver annual maintenance program for and Assets
urban, rural and regional roads based on
priority and in accordance with allocated
budgets.
IN3.1.3 Director Infrastructure Asset plans/reviewed
Review asset management plans. and Assets
IN3.2 IN3.2.1 Director Infrastructure Programs/delivered
Deliver Transport for NSW Deliver Transport for NSW state road and Assets
state road maintenance and maintenance and renewal programs in
renewal programs in accordance with the Road Maintenance
accordance with the Road Council Contract (RMCC)
Maintenance Council Contract
IN4 - Maintain and update existing community facilities and support the development of new community infrastructure as
needed.
IN4.1 N4.1.1 Director Infrastructure Consultation and user group feedback.
Develop and maintain new Maintenance of sporting fields and and Assets
and existing recreational and playgrounds in accordance with user
community assets to address group needs.
our communities needs in a
sustainable manner.
IN4.1.2 Director Planning and Plans/completed.
Complete Crown Lands Plans of Environment
Management.
IN4.1.3 Director Planning and Strategy/commenced.
Commence a Yass Valley Open Space Environment
Strategy.
Draft Operational Plan 2021-2022- Strategic Pillar 4 – Our Infrastructure 23IN4 - Maintain and update existing community facilities and support the development of new community infrastructure as
needed cont’d.
Delivery Program Action Operational Plan Responsible
Measure/Target
2017-2021 Activity Officer
IN4.1.4 Director Planning and Masterplan/completed
Complete the Victoria Park Masterplan. Environment
IN4.1.5 Director Infrastructure Masterplan/commenced
Contract in place or management of caravan and Assets
park. Yass and Binalong swimming pools are
open to the public for 6 months from end
October to end March. Maintenance
programs for assets are developed to align
with community expectations, safety,
compliance and sustainability of assets.
IN4.1.6 Director Infrastructure Plans/commenced
Commence asset management plans for and Assets
cemeteries at Yass, Murrumbateman,
Gundaroo and Binalong
IN4.1.7 Director Planning and Design/commenced
Commence designs for a new companion Environment
animals facility
IN4.2
Ensure sufficient land is
appropriately located for
future Council facilities and
emergency services.
IN5 - Ensure high quality water supply options for the towns in the region.
IN5.1 IN5.1.1 Director Infrastructure NSW Health measures that ensure safety of
Council to supply quality Operations and Maintenance and Assets drinking water supply are not breached.
water, cater for growth Operate and maintain water supply assets Dam SafetyNSW requirements are met.
and quality enhancements and monitor their performance as required NSWEPA Licence requirements are met.
that addresses the by DPIE Water, NSW Health, NSW EPA and DPIE Water indicators relating to reliability and
community needs. Dam Safety NSW quality are stable or improving
Annual operational and maintenance programs
associated with the water supply assets are
completed.
Draft Operational Plan 2021-2022- Strategic Pillar 4 – Our Infrastructure 24IN5 - Ensure high quality water supply options for the towns in the region cont’d
Delivery Program Action Operational Plan Responsible
Measure/Target
2017-2021 Activity Officer
IN5.1.2 Director Infrastructure Installation of plume aeration in Yass Dam is completed
Install plume aeration in Yass Dam (stage 1) and Assets
IN5.1.3 Director Infrastructure Upgrade of RWPS is completed.
Upgrade Raw Water Pump Station (RWPS) and Assets
to enable operation at lower flow rates
(stage 1)
IN5.1.4 Director Infrastructure "Urgent" upgrades at WTP are completed
Carry-out 'urgent' works at Yass Water and Assets
Treatment Plant (WTP) to reduce the risks to
water quality and supply (Stage 1)
IN5.1.5 Director Infrastructure Yass WTP Upgrade Design and Business Case is
Prepare design and business case for Yass and Assets prepared.
Water Treatment Plant upgrade (stages 2
and 3)
IN5.1.6 Director Infrastructure Water source strategy is prepared
Prepare long-term water source strategy for and Assets
Yass and Murrumbateman through
participation in Regional water strategy
development
IN6 - Implement safe, accessible and efficient waste management and recycling options for general and green waste and
sewage.
IN6.1 IN6.1.1 Director Infrastructure NSWEPA Licence requirements are met.
Provide and operate a Operate and maintain sewerage assets and and Assets DPIE Water indicators relating to reliability and
quality sewer network. monitor their performance as required by quality are stable or improving.
Cater for growth and DPIE Water and NSW EPA. Annual operational and maintenance programs
quality enhancements that associated with the sewerage assets are
address the community completed.
needs.
Draft Operational Plan 2021-2022- Strategic Pillar 4 – Our Infrastructure 25IN6 - Implement safe, accessible and efficient waste management and recycling options for general and green waste and
sewage cont’d.
Delivery Program Action Operational Plan Responsible
Measure/Target
2017-2021 Activity Officer
IN6.1.2 Director Infrastructure Construction of Wellington Road WWPS, rising main
Complete construction of the Wellington and Assets and gravity main are completed.
Road wastewater pump station (WWPS),
rising main and gravity main
IN6.1.3 Director Infrastructure Ford Street WWPS upgrades are completed.
Complete installation of generator and and Assets
upgrades to switchboard and telemetry at
Ford Street wastewater pump station
IN6.2 IN6.2.1 Director Infrastructure Waste collection program/completed
Provide an efficient and Operation of domestic and commercial and Assets Efficient maintenance of Waste Transfer
sustainable waste service waste collection Stations/commenced
IN6.2.2 Director Infrastructure Rehabilitation/commenced
Commence rehabilitation of and Assets
Murrumbateman Landfill in accordance with
Landfill Closure Plan and relevant EPA
guidelines
IN7 - Secure improvements for and future proof telecommunications infrastructure.
IN7.1 IN7.1.1 General Manager Meetings attended
Advocate for servicing of Advocate for the servicing of mobile
mobile telephone telephone blackspot areas.
blackspot areas.
IN7.2 IN7.1.2 General Manager Meeting/attended
Advocate for a more stable Advocate for a more stable communication.
communication network.
Draft Operational Plan 2021-2022- Strategic Pillar 4 – Our Infrastructure 26IN8 - Improve accessibility to and support the development of health and medical facilities in the region.
Delivery Program Action Operational Plan Responsible
Measure/Target
2017-2021 Activity Officer
IN8.1 IN8.1.1 General Manager Meetings/attended
Continue to advocate on Advocate for health and medical facilities
behalf of the community for in the region
health and medical facilities in
the region.
IN9 - Improve accessibility to and support the development of education and training facilities in the region.
IN9.1 IN9.1.1 Director Planning and Meetings/attended
Continue to advocate on Provide input to the Department of Environment
behalf of the community for Education on the planning and design of
education and training the Murrumbateman Primary School.
activities to serve our
residents.
Negotiate with the Department of General Manager Meetings/attended
Education for potential joint use of local
school facilities.
Draft Operational Plan 2021-2022- Strategic Pillar 4 – Our Infrastructure 27Pillar 5–Our Civic Leadership
Our leaders operate ethically and implement good governance. We empower our residents with
the tools to participate actively in the development of our communities
• We will engage in regular consultation with community groups, businesses, and individuals regarding
Council matters.
• We will create a receptive Council culture that responds to community feedback
• Council will use public funds effectively, efficiently and sustainably
Draft Operational Plan 2021-2022- Strategic Pillar 5– Our Civic Leadership 28CL1 - Effect resourceful and respectful leadership and attentive representation of the community.
Delivery Program Action Operational Plan Responsible
2017-2021 Activity Officer Measure/Target
CL1.1 CL.1.1.1 Director Planning and Inspections completed
Ensure activities carried out in Undertake 100 annual inspections of Environment
Yass Valley are in a safe manner medium and high risk food premises
and meet legislative
requirements.
CL1.1.2 Director Planning and Inspections completed
Complete 20 inspections of regulated Environment
premises (eg mortuary, skin penetration,
public swimming pools, caravan parks
etc)
CL1.1.3 Director Planning and Inspections completed
Complete 100 inspections of high and Environment
medium risk on-site sewage
management systems
CL.1.1.4 Director Infrastructure Plant Maintenance programs/reviewed
Provide a fleet of adequately maintained and Assets Plant utilisation hours/reviewed
vehicle and plant, updated in accordance
with renewal schedules
CL.1.1.5 Director Infrastructure Review and update the Emergency Management
Provide an effective and efficient role in and Assets Plan (EMPLAN)
emergency management and the
development of associated plans
CL1.1.6 Director Corporate and Framework/implemented
Implement the WHS Framework Community
CL1.1.7 Director Planning and Solutions/implemented
Develop solutions for unauthorised filling Environment
through the Cross Border Illegal Waste
Dumping Committee
CL1.1.8 Director Planning and Reporting/Monthly
Undertake monthly reporting on Environment
compliance activities
Draft Operational Plan 2021-2022- Strategic Pillar 5– Our Civic Leadership 29CL1 - Effect resourceful and respectful leadership and attentive representation of the community cont’d.
Delivery Program Action Operational Plan Responsible
2017-2021 Activity Officer Measure/Target
CL1.2 CL1.2.1 Director Corporate and Update/completed
Address the community’s needs Update financial ratios in quarterly Community
in a sustainable manner. budget reviews to Council
CL1.2.2 Director Corporate and Projections/completed
Utilise the long terms financial plan to Community
project the operating performance ratio
CL1.2.3 Director Infrastructure Strategy/completed
Completed the Integrated Water Cycle and Assets
Management Strategy
CL1.2.4 Director Infrastructure Grant application/submitted
Submit grant applications for the and Assets
construction of a Gundaroo detention
basin and implementation of an
emergency flood warning system for the
local government area.
CL1.3 CL1.3.1 General Manager Completing planned internal audit reviews per
Meet its objectives through Council will conduct an annual internal Internal Audit Plan FY21-FY24
improving the effectiveness of audit plan Presenting all internal audit findings,
risk management, controls and recommendations and management responses
governance processes. to the Audit Risk and Improvement Committee,
Implementing internal audit recommendations
as endorsed by the Audit Risk and
Improvement Committee,
Presenting Annual Financial report to Audit,
Risk and Improvement Committee and Council.
CL1.3.2 Director Planning and Automation/completed
Complete automation of 10.7 certificate Environment
process
CL1.3.3 Director Planning and Assessment/completed
Finalise the Climate and Natural Risk Environment
hazard Risk Assessment
Draft Operational Plan 2021-2022- Strategic Pillar 5– Our Civic Leadership 30CL1 - Effect resourceful and respectful leadership and attentive representation of the community cont’d.
Delivery Program Action Operational Plan Responsible
2017-2021 Activity Officer Measure/Target
CL1.3.4 Director Corporate and Time lost/State average
Maintain lost time injuries at or below Community
the State average
CL1.3.5 Director Corporate and Audit results/acceptable
Achieve acceptable insurer audit Community
results
CL1.3.6 Director Planning and Review/completed
Undertake a review of Council’s Environment
Compliance and Enforcement Policy
CL1.4 CL1.4.1 Director Corporate and Audit of business unit Compliance Plans.
Be compliant, more efficient and Implement business unit Compliance Community
effective. Plans as part of business unit plans.
CL1.4.2 Director Corporate and Digitisation/commenced
Commence digitisation of paper based Community
records
CL1.4.3 Director Corporate and Strategy/completed
Complete the ICT strategy Community
CL1.4.4 Director Corporate and Transition/completed
Transition enterprise environment to Community
a cloud environment
CL1.4.5 Director Corporate and Road map/completed
Develop a mobile hardware Community
implementation road map
CL1.4.6 Director Corporate and Elections/completed
Conduct the Local Government Community
elections in accordance with the
relevant legislation
Draft Operational Plan 2021-2022- Strategic Pillar 5– Our Civic Leadership 31CL1 - Effect resourceful and respectful leadership and attentive representation of the community cont’d.
Delivery Program Action Operational Plan Responsible
2017-2021 Activity Officer Measure/Target
CL1.4.7 Director Corporate and Program/completed
Complete the Councillor induction Community
program
CL1.4.8 Director Corporate and Briefing sessions/completed
Conduct candidate briefing sessions in Community
preparation for the local government
elections
CL1.4.9 Director Corporate and Framework/reviewed
Review the procurement framework Community
CL1.4.10 Director Corporate and Framework/reviewed
Review the project management Community
framework
CL1.4.11 Director Corporate and Plan and Program/completed
Complete the 2021-2024 Community Community
Strategic Plan and Delivery Program
CL1.4.12 Director Corporate and Report/completed
Complete the End of Term report for Community
the outgoing Council
CL1.4.13 Director Corporate and Implementation/completed
Implement a fully integrated Human Community
Resources Management System
CL1.4.14 Director Corporate and Integration/completed
Integrate Council’s values into Community
corporate processes
CL1.5 CL1.5.1 Director Corporate and Report/completed
Improve Council’s operating Report the Operating Performance Community
performance (operating Ratio to Council in the quarterly
performance ratio). budget reviews
CL1.6 CL1.6.1 Director Corporate and Review/completed
Maximise Council’s ability to Review fees and charges based on Community
generate income. cost as part of the budget process
Draft Operational Plan 2021-2022- Strategic Pillar 5– Our Civic Leadership 32CL1 - Effect resourceful and respectful leadership and attentive representation of the community cont’d.
Delivery Program Action Operational Plan Responsible
2017-2021 Activity Officer Measure/Target
CL1.6.2 Director Corporate and Review/completed
Review returns on commercial Community
activities and investment instruments
CL1.6.3 Director Corporate and Review/completed
Commence review of the Investment Community
Policy
CL1.7 CL1.7.1 Director Infrastructure Adoption of Asset Management Plans for Water
Ensure that Council assets are Finalise asset management plans for and Assets and Sewer, Parks and Recreation, Waste Services,
being renewed faster than they are all asset classes. and Buildings
deteriorating.
CL1.7.2 Director Infrastructure Audit of asset information across Council.
Ensure asset information across and Assets
Council is aligned for decision making
CL2 Encourage and facilitate open and respectful communication between the community, the private sector, Council and other
government agencies.
CL2.1 CL2.1.1 Director Corporate and Review completed
Make doing business with Council Undertake a review of Council’s Community
easier. Customer Service Charter
CL2.1.2 General Manager Review/completed
Complete a review of Council’s brand
CL2.2 CL2.2.1 Director Planning and Meetings/attended.
Inform and engage with the Undertake 6 community meetings Environment
community on all actions of annually on control and management
Council. of priority weeds
CL2.2.2 Director Planning and Posts/completed.
Make 30 posts on weed awareness on Environment
social media and Council's website
CL2.2.3 Director Planning and Meetings/convened.
Meet with the Weeds Focus Group Environment
quarterly
Draft Operational Plan 2021-2022- Strategic Pillar 5– Our Civic Leadership 33CL2 Encourage and facilitate open and respectful communication between the community, the private sector, Council and other
government agencies cont’d.
Delivery Program Action Operational Plan Responsible
2017-2021 Activity Officer Measure/Target
CL2.2.4 Director Planning and Program/completed
Undertake community awareness and Environment
outreach program for food premises
as needed
CL2.2.5 Director Planning and Program/completed.
Conduct a working dog microchipping Environment
and registration program
CL2.2.6 Director Planning and Program/completed.
Undertake a desexing program for Environment
companion animals
CL2.3 CL2.3.1 General Manager Review/commenced
Undertake community engagement Undertake a review of the Community
to ensure the community is Engagement Strategy
involved in Council’s decision
making process.
CL3 Collaborate and cooperate as a group of councils to achieve efficiencies and a greater voice in regional decision-making and
encourage similar cooperation across other sectors and community groups.
CL3.1 CL3.1.1 General Manager Meetings/attended
Actively participate in the Canberra Actively participate in the Regional Initiatives/adopted
Region Joint Organisation. Joint Organisation of Councils.
CL4 Actively investigate and communicate funding sources and collaboration opportunities that can strengthen the region
CL4.1 CL4.1.1 Director Corporate and Grant information/distributed
Monitor and distribute information Distribute grant opportunities to Community
from government agencies relating community groups
to funding opportunities
CL4.2 CL4.2.1 General Manager Meetings/attended
Facilitate networking in the region Participate in working parties for cross
to share ideas. bordering servicing issues
Draft Operational Plan 2021-2022- Strategic Pillar 5– Our Civic Leadership 34Statement of
Revenue Policy
Charging Philosophy
Ordinary Rates
In accordance with S.404 (1) of the Local
Ordinary rates are applied to properties based on
Government Act 1993, Council provides the
independent valuations supplied to the Council on all
following details of its revenue policy that also
rateable properties within the LGA boundaries by the
incorporates the basis upon which the rates and
Valuer-General. The valuations used in the 2021/22
charges will be made.
rating period have a base date of 1 July 2019.
Rates and charges represent the process whereby For 2021/22 Council has adopted the 2.0% rate peg set
Council recovers the cost of providing its by IPART.
services for within the boundaries of the local
government area. In general, Council follows a
user-pays philosophy towards the provision of
services. In the case of water, sewer and garbage
services, price increases reflect the cost of
providing these services. With ordinary land rates,
the rate increases must not be above the limits set
by the Minister for Local Government, unless the
Minister approves a special variation to general
income.
The rates and charges levied by the Council are a
debt that is applied to the land and this debt
becomes the responsibility of the current owner
of the land. Any arrears that may not have been
discharged by previous owners become the
responsibility of the current owner.
The rates and charges set out in this revenue
policy are designed to provide the net source of
funds after allowing for loans, contributions and
government grants for the programs and
initiatives identified in the operational plan. The
detailed outline of the income and expenditure of
the Council is set out in the 2021/2022 budget
which is contained in this plan.
Goods and Services Tax (GST)
Ordinary rates, special rates, water charges,
sewerage charges, stormwater charges and
domestic management charges are exempt from
GST because of a determination by the federal
treasurer. The majority of Council fees as
advertised in the schedule of fees accompanying
the operational plan are subject to GST and
accordingly the charges reflect a 10% GST
component.
Draft Operational Plan 2021-2022- Statement of Revenue Policy 35Statement of Revenue Policy – cont’d
The total estimated income yield in 2021/21 from ordinary rates is $11,612,955 as detailed in the following
table
MINIMUM
CATEGORY SUB CATEGORY AD VALOREM BASE CHARGE YIELD
CHARGE
Farmland 0.0018441 $700.50 $4,404,424
Residential Non Urban 0.0018154 $457.00 $3,667,043
Residential Yass 0.0038409 $694.50 $1,996,673
Residential Binalong 0.0033556 $694.50 $141,840
Residential Bowning 0.0033556 $694.50 $78,920
Residential Wee Jasper 0.0033556 $694.50 $30,558
Residential Bookham 0.0033556 $694.50 $11,112
Residential Murrumbateman 0.0025376 $694.50 $185,221
Residential Gundaroo 0.0025376 $694.50 $177,753
Residential Sutton 0.0025376 $694.50 $73,811
Business Sutton & Gundaroo 0.0018154 $457.00 $17,998
Business Yass & Other Villages 0.0090412 $694.50 $827,603
ESTIMATED $11,612,955
YIELD
Structure of the Ordinary Rate
Ordinary Minimum Rate
The rating provisions of the Local Government Act
1993 allow Councils to base their ordinary rates The minimum rate is applied to residential and
either on a system of minimum rates and base business properties, to ensure there is an
rates. equitable contribution for services where
Yass Valley Council has chosen to employ the properties have a relatively low land valuation.
system of both the base rates and minimum rates Ad Valorem Rate
as a means of levying rates on all properties
Council has adopted a system of ad valorem rates
throughout the LGA. The scenarios outlined above
that will apply to each property valuation to
use these provisions. In accordance with Section
develop a variable charge on each rate notice. The
497 of the Local Government Act 1993 the
ad valorem charge is multiplied by the land
structure of the Ordinary Rate must comprise:
valuation supplied by the Valuer-General to
• a base amount (i.e. fixed charge required by determine the ad valorem charge. The ad valorem
statute to be no more than 50% of the total amount of the rate is to be levied on the
amount of the rate) unimproved land value of all rateable land within
• a minimum amount (i.e. the maximum of the each rating category on the rates notice
minimum rate is fixed by statute annually)
• an ad valorem component (i.e. a rate levied on
the unimproved land value).
Ordinary Base Rate .
Council has chosen to apply a system of base
amounts in an attempt to overcome community
concerns over the inequity of the rate burden of a
rate levied solely on land values. The uniform base
charge reflects that some of the benefits
derived by ratepayers from the provision of
Council works and services are shared equally by
community, regardless of property valuation. The
philosophy behind the base charges is that the
base amount should apply to all properties and the
total income from the charge should approximate
the general administration costs of the Council
together with the cost of common services
available to each property within the Council area.
Draft Operational Plan 2021-2022- Statement of Revenue Policy
36Statement of Revenue Policy cont’d
Pension Rebates
Rateable Land Categories
In accordance with Section 575(3)(a) of the Local
Categorisation of all rateable land in the council
Government Act 1993 Council provides a rate
area has been undertaken in accordance with the
reduction of 50% of the amount of the rate levy,
requirements of chapter15 of the Local
provided the maximum rebate for combined general
Government Act 1993. Council has used the
rate and domestic waste management charges does
following categories of rateable land:
not exceed $250 to eligible pensioners. Of this rate
Farmland - this is land used genuinely for primary reduction, the NSW Government reimburses 55%.
production. The dominant use of the land must be The estimated pension rebate in 2021/22 is $56,000
for the business or industry of grazing, and the for land rates and $28,000 for Domestic Waste
growing of crops etc. The activities must have a Management.
significant and commercial purpose or character
and be engaged in for the purpose of profit on a Interest on Overdue Rates and Charges
continuous or repetitive basis. Rural residential In accordance with Section 566 of the Local
land will not be categorised as farmland. Government Act 1993 Council charges interest on all
Residential - the Local Government Act 1993 rates and charges that remain unpaid after they
identifies this land as property used for residential become due and payable. Rates and charges become
accommodation, or in the case of vacant land, payable one month after the date of service of the
property zoned for residential use under an rates notice unless a person elects to pay the rates
environmental planning instrument (hotels, and charges by instalments.
motels, guesthouses, boarding houses or nursing Where a person elects to pay by instalments, rates
homes) are specifically excluded from this and charges become payable on the due date of the
category. This category also includes rural instalment. Interest will be calculated on a daily basis
residential land. using the simple interest method. The rate of
interest must not exceed the maximum rate
Business - the Local Government Act 1993
specified by the Minister for Local Government for
identifies property within this category as land,
overdue General Rates, which is currently 7% but
which cannot be categorised in any of the other
may change in accordance with advice from the
categories of farmland or residential.
Minister for Local Government. Council will adopt
Valuations the maximum rate.
Council will be using valuations with a base date of 1
July 2019 for rating purposes in 2021/22. The
valuations are based upon the unimproved land
value only of the property and do not include any
structures or other improvements.
Any appeal against the property valuation should be
lodged with Valuation Services – Property NSW, PO
Box 745 Bathurst NSW 2795 or by phone on 1800
110 038 to request a review kit to be posted or
emailed to you. Online objection lodgement is also
available at
www.valuergeneral.nsw.gov.au/land_values/reque
st_a_review/how_to_lodge_an_objection
Draft Operational Plan 2021-2022- Statement of Revenue Policy 37Statement of Revenue Policy cont’d
Exemptions Aboriginal people.
The Local Government Act 1993 – Sections 555 to 558 8. Public places (general rates only) - Land that is
state that the following exemptions from all land rates a public place.
and where indicated water and sewer access charges 9. Public Reserve or Common (general rates only)
must be applied: – Land used for a public reserve or common and
1. Crown Land (general rates, water and sewer access vested in the Crown, a public body or trustees.
charges) - Crown Land that is not being land held 10. Public cemetery (general rates only) - Land
under a lease for private purposes. used for a public cemetery and vested in the
2. National Parks (general rates, water and sewer Crown, a public body or trustees.
access charges) - Land within a national park, 11. Public library (general rates only) - Land used
historic site, nature reserve state game reserve or solely for a free public library and vested in the
conservation reserve whether or not the land Is Crown, a public body or trustees.
affected by a lease, licence, occupancy or use.
12. Public hospital (general rates only) - Land that
3. Conservation Agreements (general rates only) – belongs to a public hospital.
Land that is a subject of a conservation agreement,
any rate levies on that whole parcel of land is to be 13. Area Health Service (general rates only) - Land
reduced by the percentage of the land in which the that is vested in an area health service.
conservation agreement covers. 14. Benevolent or Public Charity (general rates
4. Churches or places of public worship (general rates only) – Land that belongs to a public benevolent
only) - Land that belongs to a religious body and is institution or public charity and is used or
occupied and used as a church, a minister of occupied by the institution or charity for the
religions residence, a place for religious teaching purposes of the institution or charity.
or training or the residence of the official head or
assistant head of any religious body in the State or
any diocese within the State.
5. Schools (general rates only) - Land that belongs to
and is occupied and used in connection with a
school, school playground or residence occupied
by a teacher, employee or caretaker of the school,
as defined by the Education Reform Act 1990
6. Government Departments, Council or Emergency
Service (general rates only) - Land that belongs to
and is occupied and used in connection with an
emergency service or Government department,
Council or an emergency service or Government
department or Council office or residence
provided that it is not commercially leased. This
includes Police Stations and residences,
Ambulances Stations and residences, Fire Stations
and Government offices.
7. Aboriginal Land (general rates only) – Land that is
vested in an NSW Aboriginal Land Council or a
Local Aboriginal Land Council under Division 5 of
Part 2 of the Aboriginal Land Rights Act 1983
exempts Local Aboriginal Land Councils from the
payment of rates and charges to Local Government
Authorities on certain types of lands. This includes
land included in Schedule 1 of the Aboriginal Land
Rights Regulation 2002, vacant land and declared
land that is of spiritual or cultural significance to
Draft Operational Plan 2021-2022- Statement of Revenue Policy
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