Northern Grampians Shire Council 2026/27 Annual Budget

2026/ 27

From the Mayor

The 2026/27 Annual Budget continues to follow the strategic direc tion set out in the 2025-29 Council Plan and long-term Communit y Vision 2041

Throughout the past few months, councillors have worked alongside the council team to develop this document, which has been heavily shaped by our Council Plan Year Two priorities

We thank you, our communit y, for reviewing and providing feedback on these priorities earlier this year – your input has been taken into account throughout the budget process

Like last year’s budget, this budget has been influenced by a range of fac tors, including operating within a rate- capped environment, rising inflation and cost of materials, and reduced funding oppor tunities from state and federal governments

It has also been influenced by the impac t of worldwide events, as you will note by our decision to allocate almost $1 million

My fellow councillors and I are pleased to present the second budget of our council term, for the 2026/27 financial year.

Cr Karen Hyslop

Nor thern Grampians Shire Council Mayor

from the budget to mitigate longer-term fuel crisis shor t falls or cost impac ts

As you look through this budget document, you will notice we have continued our strong focus on financial viabilit y and long-term sustainabilit y, while balancing our commitment to delivering qualit y ser vices and maintaining qualit y infrastruc ture

The 2026/27 Annual Budget has also been influenced by our recently developed Advocac y Prospec tus, which sets out council’s priorities for engaging with the Vic torian Government and other key stakeholders, and the outcomes we are seeking for the Nor thern Grampians Shire communit y

We hope you enjoy reading it

Cr Karen Hyslop, Mayor

COUNCILLORS L-R:

Cr Jack Blake

Cr. Murray Emmerson

Cr. Justine Hide

Cr K aren Probst

Cr. K aren Hyslop

Cr Jenny Greenberger

We ack nowledge the Traditional O wners of the lands on which we live and work , the Wotjobaluk , Jaadwa, Jadawadjali, Wergaia, Jupagalk , Dja Dja Wurrung, and Djab Wurrung peoples We pay our respec ts to their Elders past and present and ex tend that respec t to other First Nations people who have connec tion to these lands. We express our gratitude in the sharing of this land and our hope that we may walk for ward together in harmony and in the spirit of healing

Our strategic approach

Council Plan Year 2 Priorities

Council’s Annual Budget governs the implementation of ser vices, major initiatives and polic y, and strategy development as outlined in the organisation’s four-year Council Plan. Council must balance income and revenue with expenditure on ser vices, programs, capital work s, new initiatives and implementation of strategy while maintaining financial sustainabilit y The financial and operational modelling feeding into the budget considers the long-term implications of decisions by the council

Council’s 2026/27 Annual Budget has been heavily shaped by Council Plan Year Two Priorities. Council has identified 109 priorities for deliver y throughout the nex t financial year, which form much of the strategic direc tion for this budget

• 27 task s that feature areas of potential advocac y, par tnership and collaboration This includes task s where council has identified third par ties who can assist with delivering the outcomes or help advocate for the resources required to deliver them.

E xample: Advocating for government funding to deliver phase one of the proposed Stawell Spor ts and Aquatic Centre redevelopment project, which will include the deliver y of a new pool hall featuring a new 25-metre indoor pool and amenities

• 45 task s that aim to direc tly deliver, implement or provide outcomes to our communit y. This includes task s where council or other authorities have already allocated the funding or resources required to achieve the desired results

E xample: Delivering our Municipal Early Years Plan 2026 -31

The plan will help council promote equitable access to qualit y early childhood oppor tunities, ensuring early identification and inter vention for developmental needs, and suppor t families to provide strong and nur turing environments

• 37 task s that seek to suppor t, promote, investigate or develop outcomes for our communities. T hese task s of ten look to conduc t feasibilit y studies or validate outcomes based on council’s current ser vicing and operational requirements

E xample: Suppor t communit y-led initiatives that promote active living lifest yles via council ’ s communit y development suppor t and funding oppor tunities

Our strategic approach (cont ’d)

Advocac y Prospec tus

In addition to the direc tion provided in the Council Plan 202529, council’s 2026/27 Annual Budget is also influenced by the Advocac y Prospec tus 2026

The Advocac y Prospec tus sets out council’s priorities for engaging with the Vic torian Government and other key stakeholders, and the outcomes council is seeking for the Nor thern Grampians Shire communit y. The priorities align with the Council Plan 2025-29 and other adopted strategic documents

Council faces many challenges with increasing cost pressures from both federal and state governments, including rate capping, cost shif ting, declining government grants, state

levies, state and federal regulations and repor ting obligations

Coupled with this is rising costs for construc tion, goods and ser vices. Council will continue to look for new ways to efficiently deliver projec ts, programs and ser vices

Council advocates on the communit y’s behalf across a wide range of issues in line with our communit y vision, “ To love where we live”. The Advocac y Prospec tus outlines council’s role in advocac y, its advocac y priorities and the role it will take to deliver each priorit y. You can read the full prospec tus on council’s website

Budget O ver view

Council’s Annual Budget sets out priorities, projec ts and ser vices for the nex t financial year and allocates funds to achieve them

Many of these priorities are legislative requirements set by state government, while others are communit y aspirations outlined in strategic documents including the 2025-29 Council Plan and 2026 Advocac y Prospec tus

It is impor tant to note that many fac tors can influence the budget process, which can significantly affec t what council is able to achieve in the coming year

Some of these fac tors are k nown and forecasted for, such as the k nowledge that government grant funding oppor tunities are declining and becoming more competitive.

This direc tly influences the t ype and volume of projec ts that council will look at delivering both shor t and long-term in areas including infrastruc ture, health and wellbeing, and emergenc y preparedness and resilience

O ther fac tors cannot be forecasted, and council must reac t when they appear. For example, the recent worldwide fuel-shor tage crisis, which direc tly affec ts council’s fuel consumption, has significantly increased the cost of running machiner y required to maintain roads and keep park s and amenities clean

Several influences were taken into account while preparing the 2026/27 Budget, which are likely to impac t the ser vices delivered by council throughout the budget period. These include:

• Operating within a rate capped environment

• Rising inflation and the cost of materials

• Reduced funding oppor tunities from state and federal governments

• Unsustainabilit y due to a ver y large asset base and small resident base.

• Substantial funding and renewal gaps for council assets such as park s, buildings, roads, and drainage systems

• Impac t of a changing and ageing demographic, and the need to respond with increased staff resources to meet emerging demands such as changes outlined in the Aged Care Act 2024

• Government mandate to deliver new glass and FOGO (Food Organics and Garden Organics) rec ycling streams by July 2027

• Recent world events that have had far-reaching and costadverse effec ts, including a rise in fuel costs and shor tages

• Council’s commitment to reviewing ser vices and providing sufficient resources to under take projec ts and work s ar ticulated within the Council Plan

• A commitment to delivering major projec ts such as phase t wo of the St Arnaud Swimming Pool development and investment into several road safet y upgrades

How are we investing it?

• Council ser vices: $27 6m - to provide impor tant ser vices to the communit y such as strategic planning, cemeteries, libraries, maternal and child health and communit y development

• Infrastruc ture: $11.1m - to continue with major infrastruc ture programs such as our culver t renewal, resheeting, drainage and rural roads programs

• Recreation: $2 .0m - to complete phase 2 of the St Arnaud Swimming Pool redevelopment and scope new projec ts such as the Grampians Rail Trail.

• Plant and equipment: $1. 3m - to purchase new equipment such as a trac tor, tar truck and commercial reel oval mower.

• Waste management: $30 0,0 0 0 - to star t the shire’s FOGO and glass rec ycling rollout.

5,918 sq. k ms in size

11,950 residents

49 median age

3, 370 k ms of local roads

1, 342 ,450 sq. metres of open space

9,622 rateable proper ties

500,000+ annual visitors

$47. 8m

$1,090,0 0 0 gross regional produc t

1, 214 local businesses

Communit y Vision

The Community Vision was created by the community as par t of the development of the 2021-25 Council Plan. Community engagement under taken to inform the development of the 2025-29 Council Plan reconfirmed this is as the Community Vision. The Community Vision is a shared hope of how our community sees life here in the nex t 15 years

OUR VISION

To love where we live

GOAL 3

Business buzz Agriculture, economy and tourism goals

3.1 Suppor ting farming and rural industries

3.2 Building vibrant local businesses

3.3 Enhancing tourism experiences

I t is all about what the community wants and hopes for people living in the Nor thern Grampians. I t ser ves as a guide for collective action and decision-mak ing to make that vision a reality

This vision is at the forefront of this Council Plan, informing the development of the goals, strategies, initiatives and actions

GOAL 1

Live it up

Health,wellbeing and community goals

1.1 People feel connected, included and safe

1.2 Suppor ting healthy communities

1.3 I mproving outcomes for children and young people

GOAL 2

Build it up

Education,housing and sk ills goals

2.1 Unlock land and housing

2.2 Building our workforce

GOAL 4

Clean it up Sustainability, climate and waste goals

4.1 Climate adaptation and preparedness

4.2 Cut waste and rec ycle properly 4.3 Drive energy efficienc y 4.4 Protect our land, water and wildlife

GOAL 5

Do it well

Infrastruc ture, finance and corporate ser vices goals

5.1 Asset Renewal and Maintenance Program

5.2 Financial viability

5.3 Responsive, innovative and efficient

Integrated Strategic Planning and Repor ting Framework

Linkage with other strategic materials

This sec tion describes how the Budget link s to the achievement of the Communit y V ision and Council Plan within an overall integrated strategic planning and repor ting framework . This framework guides the council in identif ying communit y needs and aspirations over the long term (Communit y V ision, Financial Plan and Asset Plan), medium term (Council Plan, Work force Plan, and Revenue and Rating Plan) and shor t term (Budget) and then holding itself accountable (Annual Repor t)

The Budget is a rolling four-year plan that outlines the financial and non-financial resources the council requires to achieve

the strategic objec tives described in the Council Plan. The diagram below depic ts the integrated strategic planning and repor ting framework that applies to local government in V ic toria. At each stage of the integrated strategic planning and repor ting framework there are oppor tunities for communit y and stakeholder input. This is impor tant to ensure transparenc y and accountabilit y for both residents and ratepayers

T he timing of each component of the integrated strategic planning and repor ting framework is critical to the successful achievement of the planned outcomes

2. Live it up

2025-29 Council Plan Year 2 Priorities:

Council has identified 52 task s that suppor t children and young people, create healthy communities, and help people feel connec ted, included and safe

2.1.1 Community Development

This ser vice area involves t wo areas of work - Communit y Development and Open Space Planning

Communit y Development empowers and enables communities to prosper. This work involves enhancing communities’ wellbeing and qualit y of life by enabling and empowering individuals, communit y groups and organisations to identif y and advocate for their needs, plan for and take ownership of projec ts, be sustainable and self-sufficient, and suppor t a resilient and connec ted communit y. The work also involves the legislated requirement to develop and implement a Municipal Public Health and Wellbeing Plan that sets strategic goals and ac tions to protec t, improve and promote communit y health and wellbeing.

The team collaborates with communit y, internal council depar tments and ex ternal organisations to create and strengthen oppor tunities for the communit y to pursue its goals

The Open Place Planning ser vice designs communit y spaces, places and buildings to enhance town livabilit y. Through master plans, precinc t plans and management strategies, the ser vice promotes livabilit y, sustainabilit y, economic grow th, health and wellbeing while creating spaces that nur ture, at trac t and retain people in our communities. Communit y engagement is central to this process with deliberative input helping shape public spaces that harness local k nowledge, assets and potential. T he ser vice also oversees local recreation advisor y and projec t control groups, ensuring strong communit y voice in planning and projec t deliver y

These ser vice areas are funded via a combination of council budget, and State and Commonwealth grant funding. Council

has been somewhat reliant on grant funding to deliver initiatives across youth, public health and wellbeing, healthy ageing, and resilience and recover y, however, there will be fewer grant oppor tunities available in the future to suppor t these areas which is a ser vice consideration over the coming years

Ser vices delivered Communit y Development

• Deliver y of ar ts and culture projec ts and initiatives that promote par ticipation and ac tivation, and raise the ar ts profile, including:

• Deliver y of communit y and public ar t projec ts, including signage, branding and promotion, management of the public ar t assessment process, administration of the Public Ar t Reference Group, and communit y work shops

• Provision of guidance, advice and projec t suppor t to ar ts and culture communit y groups, including collaboration with young people to plan and deliver communit y events

• Annual provision of funding via communit y, minor, events, ar ts and culture, and creative education grants and sponsorships, to at least 35 communit y groups to suppor t areas such as organisational sustainabilit y, equipment purchases, facilit y upgrades, communit y events and programs, and ar ts and culture projec ts

• Provision of guidance and suppor t to more than 60 communit y groups, including assistance with grant applications, projec t development, governance and sustainabilit y, and the continual development of plat forms and communication channels to suppor t group ac tivit y, such as the Communit y Direc tor y and communit y e -news publications

•

2.1.1 Community Development (cont ’d)

Communit y Development (cont ’d)

• Deliver y of the Communit y Strengthening Program, including capacit y-building work shops (such as event planning, fundraising, and multicultural responsiveness), aligned to communit y needs, collaboration and celebration oppor tunities, and flexible learning options such as council’s online learning hub and grant writing suppor t

• D eliver y of resilience - building initiatives to supp or t communities to prep are for, resp ond to and re cover f rom emergencies, including Communit y Emergenc y Management Planning work shops

• Identification of, and resp onse to, emerging communit y ne e ds, including co ordination of cross-se c tor collab or ation b et we en communit y organis ations, businesses and health ser vices, to supp or t initiatives such as f armer mental health.

• Deliver y, monitoring and repor ting on Municipal Public Health and Wellbeing Plan ac tions, including initiatives focusing on improving outcomes for young people, multicultural inclusion, healthy eating and ac tive living, the prevention of gendered violence, and advocac y for bet ter healthcare access

• D eliver y of the gr ant- f unde d Healthy Ageing Hubs in Stawell and St Arnaud - these roles supp or t older resident s to s tay healthy, ac tive, conne c te d, and emp owere d to access the ser vices they ne e d to live indep endently and plan for their f uture

Open Space Planning

• Managing long-term strategic planning for spor t, recreation and open spaces such as deliver y and implementation of the Stawell Nor th Park Masterplan 2022-32 and Walkers Lake Management Plan 2022

• Managing spor ting facilit y and public open space master planning and concept design

• O versee council’s recreation and conser vation reser ve advisor y groups, including Walkers Lake Advisor y Group

• Facilitating stakeholder engagement initiatives to suppor t long-term strategic planning and execution of capital work s for spor ting facilities and public open spaces, ac ting as projec t owners. For example, coordinating user group consultations for the Market Square Senior Play Space upgrade

• Monitoring and reviewing funding agreements to capture all relevant milestones and recipient obligations to ensure acquit tals, repor ting and key submissions are under taken in a timely manner

Ser vice changes

Council’s Healthy Ageing Hubs in Stawell and St Arnaud will

close as of June 30, 2026 in accordance with funding ceasing.

T here will also be a reduced ser vice level to council’s resilience and recover y ac tivities based on Emergenc y Recover y V ic toria funding ceasing as of June 30, 2026

2.1.1 Community Development (cont ’d)

2026/27 Initiatives

The following initiatives align with council’s 2025-29 Council Plan and Municipal Public Health and Wellbeing Plan year 2 priorities that underpin this budget

Communit y Development

• Develop and administer a flexible communit y funding program to reflec t emerging needs and priorities in the communit y including communit y, minor, events, ar ts and culture, and creative education grants, sponsorships and contributions, and the Bulgana Green Power Hub fund, that also suppor t council and municipal public health and wellbeing priorit y themes of healthy eating and food securit y, ac tive living and gender equit y

• Deliver ar ts and culture initiatives that suppor t par ticipation, visibilit y and ac tivation of place, including communit y ar t work shops, the Stawell Enter tainment Centre ac tivation projec t, Cato Park Sound Shell feasibilit y projec t, suppor t of communit y-led ar ts initiatives, and promotion of existing ar ts assets

• Deliver and suppor t initiatives that build place -based communit y resilience and connec tions, through the establishment of effec tive communication channels and the design and implementation of integrated communit y planning processes

• Provide individualised suppor t and resources to communit y groups to assist with accessing and applying for funding, developing projec ts, enhancing group sustainabilit y and delivering communit y initiatives and events.

• Implement Communit y Strengthening initiatives aimed at building capable, sustainable and connec ted groups through tailored work shops, council’s online learning hub, celebration and collaboration events, and grant writing suppor t

• Ack nowledge a range of days of recognition, aligning with Council Plan and Municipal Public Health and Wellbeing Plan priorities, including International Women’s Day, Harmony Day/ Week , IDAHOBIT, National Reconciliation Week , National Sorr y Day and NAIDOC Week , International Day of People with a Disabilit y, and 16 Days of Ac tivism Against Genderbased V iolence

• Par tner with Traditional Owners to identif y and suppor t shared outcomes in planning, polic y and ser vice deliver y, with a focus on recognition and ack nowledgement initiatives

Communit

y Development (cont ’d)

• Deliver ac tions from the Multicultural Ac tion Plan, focusing on priorit y areas of celebration of multiculturalism, building cultural capacit y within council and the communit y, and collaborating for bet ter outcomes

• Implement prevention of family violence initiatives including promotion and sponsorship of gender equit y programs, communit y awareness-raising campaigns, and net work ing and collaboration oppor tunities

• Implement a range of initiatives for young people focused on ac tive recreation, leadership and civic engagement, suppor t of youth-led events in the communit y, co - deliver y of the NG Youth Collaborative net work , and advocac y for resilience -based initiatives and dedicated youth resourcing in the shire

• Suppor t communit y-led and collaborative mental health initiatives for farmers, co - designed with the farming communit y, stakeholders and relevant ser vice providers, alongside promotion of broader mental health ser vice pathways

• Advocate for improved health ser vice access, including specialist ser vices, across the shire

• Under take feasibilit y of water fluoridation in Stawell and St Arnaud

Open Space Planning

• Deliver priorit y ac tions in the Walkers Lake Management Plan 2022

• Deliver planning assessments for the Halls Gap East Shared Path and suppor t advocac y for funding of projec t deliver y

• Suppor t the ex tension of the Grampians Rail Trail (Heatherlie Rail Trail and Halls Gap Rail Trail)

• Deliver review of the Market Square Masterplan (senior youth play space) and seek funding for upgrades

• Suppor t the St Arnaud Bowling Club precinc t strategic / concept and determine nex t steps for council’s role in assisting implementation of endorsed recommendations

• Suppor t communit y-led initiatives that promote ac tive living – Halls Gap Pool upgrade projec t

• Suppor t the Great Western Future Commit tee to identif y priorit y outcomes of the Memorial Park Masterplan (memorial area, front entrance, play space, accessible pathways and hardcour t), including staged design and development work

2.1.1 Community Development (cont ’d)

Legislative & regulator y requirements

• Public Health and Wellbeing Act 20 08

• Disabilit y Act 20 06

• Local Government Act 2020 ( Vic)

• Planning and Environment Act 1987

• Climate Change Act 2017

• Gender Equalit y Act 2021

• Native Title Act 1993 (Cth) and Land Use Agreement (ILUA)

• Aboriginal Heritage Act 2016

• Aboriginal Heritage Regulations 2018

• Traditional Owner Set tlement Act 2010

Related plans & strategies

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

• Asset Plan 2025-35

• Financial Plan 2025-35

• Spor t and Ac tive Recreation Strategy 2024 -34

• Building Communit y Resilience Strategy 2024

• Ar ts and Culture Strategy 2020 -24

• E x treme Heat Plan 2024

• Walkers Lake Management Plan 2019 -29

• Communit y Engagement Polic y

• St Arnaud Market Square Masterplan 2019

• Open Space and Ac tive Transpor t Strategy 2024 -34

• Youth Strategy 2024 -28

• Multicultural Ac tion Plan 2025-28

• Fair Access Polic y 2024

• Stawell Nor th Park Masterplan 2022

• St Arnaud Lord Nelson Park Precinc t Plan 2015-25

• Great Western Memorial Park Masterplan 2018 -28

• Great Western Masterplan 2025-35

• Netball Strategy 2018

• Stawell Framework Plan 2020

• Ac tivate 2020 -30

• Communit y Engagement Polic y 2025

• Funding Policy - Grants, Sponsorships and Contributions 2026

• Stawell Park s Precinc t Plan 2018

• St Arnaud Civic Precinc t Plan 2014

• Grampians RDV Region Cycling and Trails Infrastruc ture Business and Master Plan

2 . 2 .1 Communit y Care

The ser vice is funded through the Commonwealth Home Suppor t Program (CHSP), Suppor t at Home Program (though ex ternal case management agencies), Veterans Affairs, the HACC- PYP ser vice ( V ic torian Government funding for residents younger than 65), council budget, and fees paid by clients

The Communit y Care team is also contrac ted by other agencies to provide a range of ser vices to clients who require suppor t through case management or assistance following hospitalisation (post-acute care ser vices). These brokerage ser vices are provided under state and federally funded programs

The new Aged Care Act 2024 and Aged Care Rules 2025 came into effec t from November 1, 2025 and have a fundamental focus on the rights and needs of older people. This Ac t governs the way council provides communit y care ser vices and introduces new operating requirements that require analysis before we progress fur ther with their implementation

As such, council is completing a thorough review of Communit y Care ser vices that will help inform a decision about whether council remains in direc t ser vice deliver y or focuses its resources on other valuable suppor ts. T he review will assist with mak ing an informed decision about how council best suppor ts older residents to remain living independently and safely in their own homes for as long as possible. A decision will be made in July 2026

Ser vices delivered

Council provides the following ser vices across the shire:

• Personal care, including suppor t with bathing, hygiene and grooming.

• Domestic assistance, including cleaning, laundr y and household chores to maintain a clean and safe living environment.

• Home and garden maintenance

• Transpor t to suppor t at tendance at medical appointments and shopping

• Social outings

• Flexible in-home respite care

• Deliver y of meals and food preparation, including assistance for residents to prepare their own meals and deliver y of meals for those who require it, prepared under contrac t by local health ser vices

In 2025, council staff :

• Provided communit y care ser vices to more than 471 residents

• Provided 16, 885 ser vice hours for older residents

• Delivered 10,095 meals to people who require assistance

In addition, the ser vice coordinates more than 70 volunteers who give their time to deliver the Meals on Wheels program in Stawell and St Arnaud

2 . 2 .1 Communit y Care (cont ’d)

Ser vice changes

A decision will be made by council in July 2026 about the future of Communit y Care ser vices

2026/27 Initiatives

• Complete Communit y Care Ser vice Review 2026

Legislative & regulator y requirements

• Aged Care Act 2024

• Aged Care Rules 2025

Related plans & strategies

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

2.2.2 Immunisation

Nor thern Grampians Shire Council’s immunisation ser vice has several components. The primar y components are our monthly immunisation sessions for children from bir th to five years of age, and immunisation sessions at secondar y schools across the shire

The secondar y school program is a legislated responsibilit y of local governments in V ic toria, outlined in the Public Health and Wellbeing Act 20 08. T he ser vice is provided to all secondar y school students in years seven and 10 or age equivalent

The ser vice also assists with state immunisation programs such as Japanese Encephalitis (JE), Respirator y Sync y tial V irus (RSV ) and the Enhanced Measles Response Vaccination Program

Council’s immunisation team provides individual immunisation and vaccination-related advice via email, telephone or in person. We suppor t our multicultural communit y by transferring overseas immunisation histories to the Australian Immunisation Register and by creating and implementing individualised catch-up schedules. We also suppor t vulnerable communit y members by creating and implementing individualised catch-up schedules

The team liaises with pharmacies and medical centres to ensure our communit y has access to immunisations and engages with early education and care ser vices to facilitate enrolment and provide information about the ser vice and current immunisation-related events

The immunisation ser vice is promoted through our media communication channels, grassroots education, personal

conversations at Maternal and Child Health appointments, via school net work s, and engaging direc tly with adolescents who are not at tending school

T he ser vice is funded via a combination of council budget, and limited State and Commonwealth grant funding

Ser vices delivered

T he immunisation ser vice currently provides:

• Monthly communit y immunisation sessions in Stawell for 0 –5-year- olds and monthly communit y immunisation sessions in St Arnaud for 0 –5-year- olds

• T hree secondar y school immunisation sessions run yearly If any students are absent from school sessions, a “catch up” session at the school can be arranged. T he ser vice liaises with schools on a regular basis to discuss improving immunisation uptake and provides education materials to assist

In 2025, council staff provided:

• 8 40 vaccinations to children from bir th to five years of age as par t of V ic toria’s National Immunisation Program

• 111 vaccinations to students in years seven and 10, or age equivalent, as par t of secondar y school immunisations

• 10 0 influenza vaccinations to council staff to provide coverage against seasonal influenza

Ser vice updates

None proposed

2.2.2

Immunisation (cont ’d)

2026/27 Initiatives

• Internal ser vice review is currently being under taken and due for completion in Q 4 2027

• Four-year independent risk review of the ser vice area, which is monitored by the Audit and Risk Commit tee. This was due in 2026 and has been put on hold pending the internal ser vice review

Legislative & regulator y requirements

• Public Health and Wellbeing Act 20 08

• Public Health and Wellbeing Regulations 2019

• Privac y and Data Protection Act 2014

• Australian Immunisation Register Act 2015

• Public Records Act 1973

• Health Records Act 20 01

• Drugs, Poisons and Controlled Substances Act 1981

• Drugs, Poisons and Controlled Substances Regulations 2017

• Local Government Func tions - Retention and Disposal Authorit y: PROS 09/05

• New Tax System (Family Assistance) Act 1999

• Children, Youth and Families Act 20 05

• Occupational Health and Safet y Act 20 04

• Child Safe Standards ( V ic toria)

Related plans & strategies

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

2.2.3

Kindergar ten

Nor thern Grampians Shire Council provides Early Childhood Education and Care (ECEC ) ser vices at t wo locations in St Arnaud. Council staff run St Arnaud K indergar ten at 8 Dunstan Street, nex t to St Arnaud Primar y School, and St Arnaud Early Learning Centre at 7/3 Walker Street

The new St Arnaud K indergar ten ser vice has been in operation since March 3, 2025. The modular building has t wo k indergar ten rooms and is licensed to provide education and care to 66 students. The ser vice employs six staff members, including t wo k indergar ten teachers and four qualified educators

The k indergar ten and St Arnaud Early Learning Centre are the only ECEC ser vices in the area, providing impor tant suppor t to families, employees and the communit y.

This ser vice is funded by council budget and the State Government.

*Note: The k indergar ten and long day care ser vices are cross subsidised due to the introduc tion of the integrated k inder at the Long Day Care centre. T he Net Cost of these t wo ser vices to council is $116,0 0 0

Ser vices delivered

In 2025, council delivered a fully funded k indergar ten program to 67 children in our new modular building. The transition was smooth, thank s to our dedicated teachers and educators who carefully prepared children and families

T he new k indergar ten building was also warmly welcomed by the St Arnaud communit y. Strong family suppor t has made the program a valued and well-used par t of our ser vice, suppor ting continuit y of learning and meeting local needs

We continue to offer three - and four-year- old sessional k indergar ten programs during school terms Three -year- olds at tend 15 hours per week , and four-year- olds (Pre - Prep) at tend 22 5 hours per week . Sessions run for 7 5 hours, from 8 30am to 4pm

Ser vice changes

None proposed

2.2.3 Kindergar ten (cont ’d)

2026/27 Initiatives

Learning and Curriculum Initiatives:

• Outdoor learning and nature -based play programs

• School readiness and transition-to -school programs.

• Literac y and early language development projec ts

• Cultural inclusion and diversit y celebrations

• Sustainabilit y and environmental education projec ts

Legislative & regulator y requirements

• Education and Care Ser vices National Law Act 2010

• Education and Care Ser vices National Regulations

• National Qualit y Standard (administered by the Australian Children’s Education and Care Qualit y Authorit y – ACECQA)

• Children’s Ser vices Regulations 2020 ( V ic toria)

• Child Safe Standards ( V ic toria)

Related plans & strategies

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

Nor thern Grampians Shire Council Libraries offers a variet y of literac y and learning programs, along with ac tivities for librar y users, providing a steadfast and invaluable communit y resource. T he librar y ser vice has a current and diverse collec tion available across print, audio visual and digital formats, featuring more than 10,543 physical items and 24 6 4 digital items

The ser vice’s t wo branches, in Stawell and St Arnaud, provide accessible and welcoming spaces for communit y engagement, lifelong learning, recreation and literac y sk ill development. Our Libraries team also delivers social and educational programs such as stor y time, tailored school group and seniors programs, holiday programs, digital literac y and book clubs

Nor thern Grampians Shire Council Libraries forms par t of the Central Highlands Libraries net work , enabling our members access to a collec tion of more than 3 1 million items – book s, movies, music, audiobook s, newspapers and magazine collec tions from 27 librar y ser vices throughout Libraries V ic toria

Librar y ser vices are funded by the council budget and limited State Government grant funding

Ser vices delivered

Nor thern Grampians Shire Council Libraries is managed with assistance from Cit y of Ballarat. Stawell Librar y is open six days per week for a total of 33 hours, and St Arnaud Librar y is open five days per week for a total of 24 hours

Both locations provide access to:

• Wi- Fi

• Computers

• Printing, scanning, laminating and book binding

• Home librar y ser vices

• Stor y time, holiday ac tivit y programs

• Book clubs

• Special programs and events

• V isiting authors/presenters

• Device advice

• Space for meetings and group gatherings

• More than 15 ac tivities a month that bring the communit y together through a par tnership with the Healthy Ageing Hubs

T he librar y ser vice also provides a book deposit stand at Marnoo that is run on an honest y loan system and is frequently re -stocked

2. LIVE IT UP | 2.2 COMMUNIT Y SERVICES

2.2.4 Libraries (cont ’d)

Ser vice changes

None proposed.

2026/27 Initiatives

• Develop a Librar y Strategy

Legislative & regulator y requirements

• Child Safe Standards ( V ic toria)

Related plans & strategies

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

Long Day Care

St Arnaud Early Learning Centre (ELC ) provides long day care for children from bir th to five years of age. The ser vice employs 15 staff, including qualified educators, administration staff, and a cook

In 2025, we introduced an integrated k indergar ten program into the ser vice, allowing families to access long day care with a funded k indergar ten program built into the day. This model suppor ts continuit y of learning while offering greater flexibilit y for work ing families

The ELC currently suppor ts 75 local families, enabling parents and caregivers to work , study, and meet family commitments Our experienced team is commit ted to delivering high- qualit y early learning programs that promote children’s development, wellbeing and school readiness. The ser vice remains in strong demand, with an ac tive waitlist reflec ting its value to the St Arnaud communit y

This ser vice is funded by a combination of childcare fees, Federal Government fee suppor t (i e Childcare Subsidy) and council budget

Ser vices delivered

T he centre is licensed for 90 places per day, however, due to the building’s layout, it can accommodate 70 – 80 children at any one time. The ser vice operates across three rooms for children aged 0 –2 years, 2–3 years, and 3–5 years. Hours of operation are 8am to 5pm, Monday to Friday, 50 week s per year (closing on public holidays and over Christmas and New Year). Funding is provided through Federal Government subsidies, parent fees and council budget

T he integrated k indergar ten currently caters for 22 children per day, with 29 enrolled overall. The program runs for 6 5 hours (8 45am–3 15pm), Monday to Thursday, with wrap -around long day care available from 8am to 5pm. Three -year- old children at tend 15 hours per week , and four-year- old children at tend 19 5 hours per week . The program is funded through V ic torian Government k indergar ten funding, parent fees and council budget

Ser vice updates

None proposed.

*Note: T he k indergar ten and long day care ser vices are cross subsidised due to the introduc tion of the integrated k inder at the Long Day Care centre. T he Net Cost of these t wo ser vices to council is $116,0 0 0

2.2.5 Long Day Care (cont ’d)

2026/27 Initiatives

• Consider a comprehensive ser vice review of current ser vice deliver y

• Qualit y Improvement: Update the Qualit y Improvement Plan (QIP) and ensure ongoing compliance with the National Qualit y Framework (NQF)

• Work force Development: Implement professional development programs, suppor t staff retention, and maintain staffing ratios

Legislative & regulator y requirements

• Education and Care Ser vices National Law Act 2010

• Education and Care Ser vices National Regulations 2011

• National Qualit y Standard (administered by the Australian Children’s Education and Care Qualit y Authorit y – ACECQA)

• Children’s Ser vices Regulations 2020 ( V ic toria)

• Child Safe Standards ( V ic toria)

Related plans & strategies

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

Maternal and Child Health

Nor thern Grampians Shire’s Maternal and Child Health (MCH) ser vice provides suppor t to all parents and young children from 0 - 6 years of age who live in the municipalit y, focusing on health, welfare and development. The ser vice also provides outreach ser vices for children and families who require additional suppor t

In the universal program, MCH nurses see families at 10 key ages and stages of their child’s development. The visits focus on optimising children’s health, wellbeing, safet y and development

Consultations are carried out by registered nurses with qualifications in midwifer y and maternal and child health Ser vice provision includes:

• Home visits shor tly af ter the bir th of a baby.

• Outreach ser vices for children and families who require additional suppor t

• Sleep set tling ser vices

• First-time parenting suppor t groups

• Assistance link ing parents to local communit y ac tivities and net work s/organisations for specialist assistance if required. Such organisations include, but are not limited to, speech therapy, dietetics, physiotherapy, postnatal depression suppor t, counselling ser vices, Depar tment of Families, Fairness and Housing (DFFH), and family violence suppor t Council is work ing with these providers and the families who require their suppor t, as many are experiencing long wait times

T he ser vice also provides the Enhanced Maternal and Child Health (EMCH) program which offers targeted suppor t and inter ventions for families with children under three years old, focusing on improving health outcomes and addressing risk fac tors. EMCH work s closely with various sec tors including health, education and welfare to ensure a coordinated family approach

In addition, MCH nurses continued to work collaboratively with the By Five early years initiative scheduling telehealth consultations with a pediatrician. These consultations were conduc ted at our MCH centres with carers and children present

T his ser vice is funded by council budget and the State Government.

Ser vices delivered

Our current operating hours are:

Stawell Maternal and Child Health

87 D’Arc y Street, Stawell, VIC, 3380 Monday to Thursday, 8 30am to 5pm

St Arnaud Maternal and Child Health

3-7 Walker Street, St Arnaud, VIC, 3478 Wednesdays and Thursdays, 8 30am to 5pm

In 2025, the MCH ser vice enrolled 122 newborn babies with our MCH team conduc ting 116 home visits to families with a newborn, and a total of 916 key age and stage visits 2.2.6

2.2.6

Maternal and Child Health (cont

Ser vice changes

None proposed.

2026/27 Initiatives

• First-time parent group sessions

• Sleep and set tling consultations and outreach ser vices

• Lac tation consultations

Legislative & regulator y requirements

• Maternal and Child Health Ser vice guidelines (2019)

• Maternal and Child Health Ser vice standards (2011)

• Maternal and Child Health Ser vice clinical prac tice guidelines

• Maternal and Child Health Universal program guidelines

– currently Maternal and Child Health Ser vice: prac tice guidelines (20 09)

• Enhanced Maternal and Child Health program guidelines (2017)

• Maternal and Child Health Line program guidelines

• Public Health and Wellbeing Act 20 08

• Children Youth and Families Act 20 05

• Child Wellbeing and Safet y Act 20 05

• Health Records Act 20 01

• Child Safe Standards ( V ic toria)

Related plans & strategies

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

St Arnaud Swimming Pool

The Ac tive Communities team operates t wo council facilities - St Arnaud Swimming Pool and Stawell Spor ts and Aquatic Centre (SSAC )

Ac tive Communities also work s with clubs, schools and local communit y organisations to run programs and ac tivities that promote ac tive lifest yles and ensure movement- driven social interac tion throughout the shire

St Arnaud Swimming Pool operates seasonally throughout the summer months, from November to March and features a seven-lane, 50 -metre solar heated pool, toddler wading pool, one -metre diving board, newly opened change room facilities, ex tensive undercover area and barbecue facilities

Entr y to the pool during regular opening times is free to all users. As of Januar y 1, 2026, all book ings by schools and communit y groups outside of regular opening hours are charged a fee. This fee is currently discounted and will increase over the coming years to be the same as SSAC’s

Council fully funds deliver y of the St Arnaud pool and its programs, which includes a small amount of income that is generated through swimming lessons, water aerobics classes and casual pool book ings

Ser vices delivered

During the 2025/26 summer period, the team delivered a Learn to Swim program that ran over eight week s (three week s in 2025 and five week s in 2026) which also included youth swimming lessons for the first time, with 78 youth-aged par ticipants tak ing par t

Two week s of intensive swim programs were also offered in early Januar y catering for all ages, with swimmers as young as six months par ticipating in the program

T he past season also saw the introduc tion of a k iosk at the pool. To maintain consistenc y bet ween St Arnad and Stawell facilities, the k iosk stocked many of the same items including goggles, pool toys, swim accessories, ice creams, snack s and drink s. T he team also ensured there was a healthy range of choices for the communit y which resulted in St Arnaud Swimming Pool collec ting a V ic K ids Eat Well ‘Monthly Luck y Bite’ reward for effor ts to reduce sugar y drink s’ bite and give children the healthy star t they deser ve

Along with the introduc tion of the k iosk , the team has also been able to streamline the payment and enrolment process for swimming lessons and water aerobics through the implementation of Per fec t Gym. T he plat form provides members and swimming lesson parents with greater control over their membership and book ings, including the abilit y to update payment details and manage failed payments

Stage 1 of the St Arnaud Swimming Pool redevelopment projec t was completed prior to the 25/26 season star ting Stage 2 commenced in March 2026 with an expec ted completion date of Oc tober 2026, which will not impac t the 26/27 season opening at this stage

Ser vice changes

None proposed. Council will continue to work closely with schools and communit y groups to increase facilit y usage fees outside of regular opening hours. T his will also involve the swim club in the 2026/27 season 2.2.7

2.2.7 St Arnaud Swimming Pool (cont ’d)

2026/27 Initiatives

• Implementation of par ticipation plan to coincide with Spor t and Recreation V ic toria (SRV ) funding

Legislative & regulator y requirements

• Guidelines of Safe Pool Operations

• Life Saving V ic toria Guidelines

• Life Saving V ic toria – Safer Public Pools Code of Prac tice

• Royal Life Saving Societ y Australia – Guidelines for Safe Pool Operations

• Occupational Health and Safet y Act 20 04 ( Vic)

• Child Safe Standards ( V ic toria)

Related plans & strategies

• Nor thern Grampians Spor t and Recreation Strategy 2022-32

• St Arnaud Swimming Pool, Facilit y Management Plan

• Asset Plan 2025-35

• Council Plan and Municipal Health and Wellbeing Plan 2025-29

Stawell Spor ts and Aquatic Centre

The Ac tive Communities team operates t wo council facilities - Stawell Spor ts and Aquatic Centre (SSAC ) and St Arnaud Swimming Pool

Ac tive Communities also work s with clubs, schools and local communit y organisations to run programs and ac tivities that promote and ensure ac tive lifest yles and movement- driven social interac tion throughout the shire

SSAC operates as a health and wellness complex offering aquatic, gym and spor ting options, along with competitions

The centre facilities include a 15-metre indoor heated pool, 25m outdoor pool (seasonal), toddler pool (seasonal), water slides (seasonal), squash/racquetball cour ts, basketball, volleyball, netball, indoor soccer, badminton, water aerobics, group fitness programs, commercial gym, personal training, ac tive -ageing ac tivities, exercise physiology, reformer pilates, Learn To Swim programs, and a small k iosk

All ac tivities and ser vices delivered in the centre are feefor-ser vice via membership options and casual fee models, however the centre is still significantly suppor ted by council budget

Ser vices delivered

On average, the SSAC delivers more than 4560 swimming lessons a year through the Learn to Swim program with an average of 4 60 students

All schools in Stawell inlcuding Skene Street, St Patrick ’s, Stawell Primar y School and Stawell West, all under take their school

None proposed outside of annual CPI fee increases 2.2.8

swimming program with SSAC, along with the schools outside of Stawell, including Great Western, Concongella, Navarre and Marnoo. Two schools outside of Nor thern Grampians Shire, Landsborough and Pomonal, also use the pool, while Stawell Secondar y College and Ararat West Primar y School use the facilit y for their annnual swim carnivals

T he centre’s gym membership base continues to grow and reach pre - covid pandemic levels with 434 members, 93 of whom are platinum members (i e. people over the age of 75 years who get free membership)

T he centre delivers more than 760 group fitness classes and has introduced chair-based classes for people 50 and older

T he centre has restric ted operating due to budgeting reasons, with regular winter hours being:

• Monday to Friday: 6am to 7pm

• Saturday: 9am to 1pm

• Sunday: Closed

During the summer period, operating hours are:

• Monday to Friday: 6am to 7pm

• Saturday: 1pm to 5pm

• Sunday: 1pm to 5pm

T he centre also ex tends operating hours to 8pm over the summer holidays when days reach 35 degrees or above, a common occurrence in Januar y

Ser vice changes

2.2.8 Stawell Spor ts and Aquatic Centre (cont ’d)

2026/27 Initiatives

• Advocac y for centre redevelopment projec t /s

• Installation of elec tric heat pumps

Legislative & regulator y requirements

• Life Saving V ic toria Guidelines

• Life Saving V ic toria – Safer Public Pools Code of Prac tice

• Royal Life Saving Societ y Australia – Guidelines for Safe Pool Operations

• Occupational Health and Safet y Act 20 04 ( Vic)

• Child Safe Standards ( V ic toria)

Related plans & strategies

• Spor t and Ac tive Recreation Strategy 2024 –34

• Nor th Park Master Plan 2022–32

• Stawell Spor ts and Aquatic Centre Feasibilit y Study (2022)

• Stawell Spor ts and Aquatic Centre – Schematic Design Repor t (2025)

• Asset Plan 2025-35

• Council Plan and Municipal Health and Wellbeing Plan 2025-29

2.2.9 Suppor ted Playgroups

Nor thern Grampians Shire Council facilitates several playgroups across the municipalit y

A qualified facilitator leads these sessions, enabling parents to develop sk ills and confidence to suppor t their child’s wellbeing and development. One - on- one suppor t for families is also offered, including in-home suppor t. Council currently has t wo qualified suppor ted playgroup facilitators who work par t-time providing playgroups and in-home suppor t consultations to families

The evidence -based Smalltalk program is delivered in an unprejudiced way as par t of suppor ted playgroup sessions This program is designed to suppor t parents to interac t in positive ways with their children and to build confidence in their parenting sk ills.

Suppor ted Playgroup sessions allow families to at tend at no cost, so there is no financial barrier to at tending. Sessions are planned and run by facilitators who are trained in early years education. Playgroups of ten ac t as a bridge to other communit y ser vices, and facilitators can identif y families that will benefit from connec ting with other ser vices such as Maternal and Child Health, Allied Health, childcare and k indergar ten

Playgroups enable parents and carers to meet other families outside their usual circle, different backgrounds, parenting st yles, cultures, and perspec tives. Parents and carers connec t through shared experiences

T he ser vice is funded by the State Government and is free for families

Ser vices delivered

Council currently facilitates four suppor ted playgroups in the shire:

• Navarre Playgroup – Navarre Primar y School, Mondays, 10am to 12pm

• Stawell Playgroup – Stawell Neighbourhood House, Tuesdays, 10am to 12pm

• Stawell Playgroup (focusing on babies and crawlers) – Stawell Neighbourhood House, Wednesdays, 10 30am to 12pm

• St Arnaud Playgroup – St Arnaud Lawn Tennis Club, Fridays, 10am to 12pm

Ser vice changes

None proposed. Ser vice levels may change during the 2026/27 financial year with only one facilitator running playgroups rather than t wo, however, no changes to the playgroup schedule are anticipated at this stage

2.2.9 Suppor ted Playgroups (cont

2026/27 Initiatives

• Continue to deliver the new Stawell Babies and Crawlers Playgroup and St Arnaud Communit y playgroup

• Suppor t Children’s Week 2026.

Legislative & regulator y requirements

• Suppor ted Playgroup Polic y and Funding Guidelines 2017

• Regulated by Depar tment of Families, Fairness and Housing (DFFH)

• V ic torian Early Years Learning Development Framework

• Child Safe Standards ( V ic toria)

Related plans & strategies

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

2.3.1 Community Safety

Communit y Safet y protec ts public health, safet y and amenit y across Nor thern Grampians Shire through the deliver y of statutor y compliance, education and propor tionate enforcement under V ic torian legislation and Council’s General Local Law 2022

The ser vice is predominantly mandator y in nature and includes domestic animal management (including pound operations), amenit y and unsightly proper t y mat ters, illegal lit tering, municipal places management, fire hazard compliance, emergenc y management-related obligations and school crossing super vision

Communit y Safet y operates under an education-first regulator y model. The ser vice prioritises voluntar y compliance through communication and suppor t, escalating to enforcement ac tion where there is informed failure or refusal to comply. T his approach seek s to balance regulator y integrit y with fairness, risk management and communit y wellbeing

Through proac tive inspec tions, reac tive request response and struc tured enforcement pathways, the ser vice manages public safet y risk s, protec ts council assets and upholds local standards of amenit y on behalf of the communit y

This ser vice is funded by council budget, which includes fees and charges paid by the communit y where appropriate

Ser vices delivered

Communit y Safet y delivers a combination of reac tive response, proac tive compliance programs and struc tured enforcement pathways to maintain public safet y and amenit y outcomes across the municipalit y

Regulator y Ser vice Deliver y

• Statutor y compliance across domestic animal management (including occasional livestock mat ters), amenit y and unsightly proper ties and General Local Law 2022 mat ters

• Administration of permits and compliance monitoring across municipal places and regulated ac tivities

• Response to customer requests, complaints and enquiries across all regulator y func tions

• Requests tracked through Council’s CRM system to monitor timeliness and operational per formance

Animal Management and Pound Operations

• End-to - end domestic animal management, including response to complaints (e g , wandering animals, dog at tack s, welfare concerns)

• Operation of council’s pound facilit y in Stawell and satellite operations at St Arnaud, aligned to legislative standards and Code of Prac tice requirements

• Liaison with rescue groups and veterinar y professionals to suppor t reclaim and rehoming outcomes

• Annual pound audits and continuous operational review processes

Compliance Programs

• Response to customer requests, complaints and enquiries across all regulator y func tions

• Requests tracked through Council’s CRM system to monitor timeliness and operational per formance

Proac tive Compliance Programs

• Compliance programs under the Domestic Animal Management Plan 2025–29

• Targeted inspec tions and monitoring ac tivities to prevent escalation of amenit y and safet y issues

2.3.1 Community Safety (cont ’d)

Enforcement and Governance

• Escalation to infringements or prosecutions where voluntar y compliance is not achieved.

• Enforcement decisions guided by state legislation and council’s General Local Law 2022

• Per formance oversight through struc tured repor ting, LGPRF animal management measures and quar terly milestone monitoring

School Crossings

Council provides crossing super vision ser vices at t wo locations in Stawell:

1. Stawell 502 Primar y School, Barnes Street, Stawell   2. Stawell West Primar y School, Cooper Street, Stawell    School crossings operate on school days, t ypically from 8am to 9am and 2.30pm to 3:30pm to align with school schedules. T hese crossings are operational only when super visors are present and crossing flags are displayed.

Ser vice changes

None proposed outside of annual fee review and CPI increases

2026/27 Initiatives

Implementation ac tions under the Domestic Animal Management Plan 2025–29 including:

• Review of dog off-leash areas and rules relating to dogs in a public place

• Investigate renewal of Communit y Safet y af ter-hours ser vice

• Investigate the introduc tion of new cat control orders

• Continued refinement of enforcement procedures and internal review processes to ensure legislative compliance and consistenc y in decision-mak ing

• Ongoing review of pound operations and audit outcomes to maintain animal welfare standards and operational efficienc y

• Monitoring of customer request response timeframes and ser vice per formance indicators to suppor t continuous improvement

• Deliver y of required School Crossing ser vice needs, including:

• Periodical recruitment, induc tion and training of School Crossing Super visors to maintain roster coverage and legislative compliance

• Refresher training to ensure consistent application of safe operating procedures

• Routine inspec tion and maintenance of prescribed signage, flags and safet y equipment to reach compliance with V ic torian Government operational standards and work place safet y requirements

Legislative & regulator y requirements

• Domestic Animals Act 1994 ( Vic)

• Impounding of Livestock Act 1994 ( Vic)

• Local Government Act 2020 ( Vic)

• General Local Law 2022

• Road Safet y Act 1986 ( Vic)

• Local Government (Planning and Repor ting) Regulations 2020 ( V ic)

• Occupational Health and Safet y Act 20 04 ( Vic)

Related plans & strategies

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

• Domestic Animal Management Plan 2025–29

• General Local Law 2022 and Guidelines

• V ic torian Government School Crossing Super visor Program Guidelines

• Child Safe Standards ( V ic toria)

2.3.2 Emergenc y Management

Emergenc y events are as inevitable as they are unpredic table, and Nor thern Grampians Shire Council needs to contribute to building resilient communities. The council’s roles and responsibilities in emergenc y events are legislated under the Emergenc y Management Act 1989, the Emergenc y Management Act 2013, and the Emergenc y Management Legislation Amendment Act 2018

Council’s legislated duties require the organisation to work in par tnership with emergenc y agencies and the communit y to provide planning, preparation and response in regards to suppor t and ac tions required before, during and af ter an emergenc y event. Council is then responsible for leading relief and recover y ac tivities at the municipal level

Council’s Emergenc y Planning ser vice is funded through the State Government Municipal Emergenc y Resource Program (MERP) and supplemented by council budget. Ac tivities that promote communit y resilience and emergenc y preparedness are currently only possible through ex ternal funding oppor tunities which limit the t ype of proac tive suppor t council can currently provide

Ser vices delivered

• Fire hazard inspec tions program (private proper t y): 194 Fire Prevention Notices issued bet ween 3 November 2025 and 27 Februar y 2026.

• Emergenc y preparedness communit y messaging –seasonally consistent communications in relation to the various risk s to our communities

• Communit y emergenc y planning work shops in Great Western (Oc t 2025), Navarre (Nov 2025) and St Arnaud (Feb 2026), and a planned session for Halls Gap (April-June 2026)

• Collaborative municipal emergenc y planning and advocac y with other agencies and organisations via the Municipal Fire Management Planning Commit tee (MFMPC ), Municipal Emergenc y Management Planning Commit tee (MEMPC ) and Regional Emergenc y Management Planning Commit tee (REMPC ).

• Preparation for ac tivation of council staff in emergenc y roles through training and exercising oppor tunities

• Maintenance of the Nor thern Grampians Shire Vulnerable Persons and Facilities Registers

• Coordination of the responsibilities of legislative council emergenc y roles MEMO and MRM

Ser vice changes

None proposed.

2.3.2 Emergenc y Management (cont ’d)

2026/27 Initiatives

• Continue to develop the emergenc y staff training program

• Plan and deliver a relief centre exercise

• Develop a writ ten Impac t Assessment process.

• Continuous review of MEMP and subplans

• Continuous review of council complementar y plans

Legislative & regulator y requirements

• Emergenc y Management Act 1989

• Emergenc y Management Act 2013

• Emergenc y Management Legislation Amendment Act 2018

• Countr y Fire Authorit y Act 1958

• Infringements Act 20 06

Related plans & strategies

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

• Municipal Emergenc y Management Plan (MEMP)

• Municipal Flood Emergenc y Plan (MEMP sub plan)

• Municipal Fire Management Plan (MEMP sub plan)

• Municipal Emergenc y Animal Welfare Plan (MEMP sub plan)

• E x treme Heat Plan

• Emergenc y Relief Centre Operations Plan

• Municipal Emergenc y Coordination Centre Operations Plan

2. LIVE IT UP | 2.3 DEVELOPMENT SERVICES

2.3.3 Environmental Health

Public Health suppor ts improved health and wellbeing of the Nor thern Grampians Shire communit y by ensuring compliance with various health standards and legislation

This requires routine inspec tions of food, accommodation, hairdressing, and tat tooing premises. In addition, the council work s with agencies to develop strategic plans for heat stress, infec tious disease, and public health issues

As a legislative ser vice, Public Health promotes and maintains the public health of the municipalit y and delivers the requirements of legislation from the specific Ac ts

The key issues the ser vice seek s to resolve are safet y to the public through food safet y sur veillance, registration of required premises, regulation of household wastewater disposal, and the investigation of infec tious disease outbreak s and public health nuisance complaints

This ser vice is funded by council budget and includes registration and permit fees which assist in providing the deliver y of public health ser vices

Ser vices delivered

For the 2025 calendar year, council’s Public Health team managed approximately 4 47 registerable premises, with the breakdown of premises shown below:

• Food Act 1984: 373

• Direc tly registered with council - 230

• V ia Food Trader - 143

• Public Health and Wellbeing Act 20 09: 6 4

• Accommodation premises - 34

• Hair and beaut y ser vices including sk in penetration - 23

• Swimming pools (public) - 3 locations (7 pools)

• Residential Tenancies Act 1997

• Caravan park s: 10

• Wastewater Management - Environment Protection Act 2017

• Permits to Install - 25-30 annually

• Cer tificates to Use - 25-30 annually

T hey also responded to 15 enquiries, eight investigations regarding food/noise/pollution complaints, and managed five infec tious disease outbreak s

Ser vice changes

None proposed.

2.3.3 Environmental Health (cont

2026/27 Initiatives

• Refinement of the new Public Health Sof t ware for registerable premises

• Prioritisation of food inspec tions at major public events to ensure safet y of at tendees and compliance by all vendors

• Review of the Municipal Domestic Wastewater Management Plan

Legislative & regulator y requirements

• Food Act 1984

• Public Health and Wellbeing Act 20 09

• Residential Tenancies Act 1997

• Environment Protection Act 2017

Related plans & strategies

• Municipal Domestic Wastewater Management Plan 2022-27

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

2.4.1 Cemeteries

Nor thern Grampians Shire Council is appointed to manage the St Arnaud and Stawell (Pleasant Creek) cemeteries. The purpose of this ser vice is to:

• Manage all func tions associated with cemeter y ser vices

• Per form all task s in accordance with requirements of the Cemeteries and Crematoria Act 20 03

• Strategically plan for and implement ac tions to meet the needs of contemporar y cemeter y ser vices

This ser vice provides compassionate caretakers of the final resting place for our communit y members, and respec t ful and inclusive preser vation of our heritage and culture. The cemeteries are a place of reflec tion and frequently visited by family members from both within and outside of our communit y

It ’s impor tant to note internal cemeter y roads and drainage are not formally classified as public roads and therefore do not at trac t dedicated maintenance or renewal funding from either level of government, limiting council’s capacit y to under take planned upgrades. Council cemeteries also have ageing infrastruc ture with significant asset deterioration requirements in some instances, requiring ongoing maintenance and investment.

The ser vice is funded by council budget and cemeter y fees paid by the communit y

Ser vices delivered

T he ser vice work s with funeral direc tors, stonemasons and families of the deceased to ensure that appropriate resting places are provided for our communit y, and memorials are established to commemorate loved ones

Annually, this includes approximately:

• 75 burials

• 20 cremated remains

• 15 pre -purchases

• 65 stonemason requests

• 45 plaque orders

Across the ser vice, council work s depar tment currently under take:

• Gravedigging

• Cremation interment ser vices

• General cemeter y asset maintenance

T he park s and gardens depar tment under take:

• Lawn cemeter y establishment and maintenance

• Cremation memorial rose garden establishment and maintenance

• General ground maintenance including weeding, mowing, irrigation and tree maintenance

T he engineering depar tment also initiate contrac t work s for new lawn cemeter y sec tions on an as-needs basis

Ser vice changes

None proposed outside of annual CPI fee reviews.

2.4.1

Cemeteries (cont ’d)

2026/27

Initiatives

• Under take assessment of hazardous historic monuments to form an ac tion plan to address high- risk areas

• Develop cemeter y fee schedule for Mar y Street development

• Develop a new lawn sec tion at St Arnaud Cemeter y

• Deliver y of grave digging and cremation interment ser vices, ensuring timely, respec t ful and compliant burial operations

• Lawn cemeter y establishment and ongoing maintenance, including tur f management, irrigation upkeep and presentation standards

• Establishment and maintenance of cremation memorial rose gardens, including planting, irrigation, pruning and general landscape upkeep

• Deliver y of general cemeter y grounds maintenance, including mowing, weeding, irrigation system maintenance and tree maintenance

• Ongoing maintenance and presentation of cemeter y assets, including monuments, edging, paths and ancillar y infrastruc ture, within existing resource and budget constraints

• Coordination bet ween Work s and Park s and Gardens teams to balance cemeter y operational demands with broader municipal ser vice deliver y responsibilities

Legislative & regulator y requirements

• Cemeteries and Crematoria Act 20 03

• Local Government Act 2020

• Occupational Health and Safet y Act 20 04 ( Vic)

• Occupational Health and Safet y Regulations 2017 ( V ic)

Related plans & strategies

• Park s and Spor ting Facilities Ser vice Plan

• Asset Plan 2025-35

• Council Plan and Municipal Health and Wellbeing Plan 2025-29

• Urban Tree Nature Strip Management Plan

Facilities Maintenance

Nor thern Grampians Shire Council’s Facilit y Maintenance team maintains council’s office buildings, leisure centres, spor ting struc tures, grandstands, visitor information centres, historical buildings and major monuments such as town halls, civic buildings, memorial struc tures and communit y facilities located across multiple townships

Council alters the level of ser vice provided in accordance with the communit y significance, condition and utilisation of each building or struc ture. Buildings with high public use or heritage value require higher levels of maintenance and compliance ac tivit y, with historical buildings of ten incurring increased maintenance costs due to age, heritage controls and construc tion limitations

The ser vice is primarily funded by council budget, with supplementar y funding provided through state and federal government grants where available, par ticularly for building renewal, compliance upgrades and heritage -related work s which of ten have rising operational costs

None proposed, however, this ser vice deliver y is influenced by asset age, building condition, compliance requirements and usage levels, with higher-use and heritage buildings requiring increased inspec tion and maintenance effor t. Future ser vice deliver y may be impac ted by council’s ageing building por t folio, rising construc tion and compliance costs, changing regulator y requirements and increasing demand for facilit y use 2.4.2

Ser vices delivered

T he ser vice delivers planned and reac tive maintenance across council’s building por t folio, featuring 137 buildings and struc tures, and includes ac tivities such as routine inspec tions, preventative maintenance, compliance requirements and responsive repairs

O ver the past 12 months, the ser vice has delivered c yclical maintenance programs, Essential Safet y Measure inspec tions, reac tive repairs in response to customer and facilit y user requests, and super vision of contrac ted maintenance ser vices across council facilities

Ser vice changes

Facilities Maintenance (cont ’d)

2026/27 Initiatives

• Deliver y of planned and reac tive building maintenance programs across council facilities

• Continued deliver y of Essential Safet y Measure audits, inspec tions and compliance ac tivities

• Continued implementation of scheduled preventative maintenance programs to reduce reac tive repair demand.

• Deliver y and super vision of approved building renewal, renovation and capital maintenance projec ts

• Ongoing review and updating of the building asset register to improve condition data and maintenance planning

Legislative & regulator y requirements

• Local Government Act 2020 ( Vic)

• Occupational Health and Safet y Act 20 04 ( Vic)

• Occupational Health and Safet y Regulations 2017 ( V ic)

• Building Act 1993 ( Vic)

• Building Regulations 2018 ( V ic)

• Emergenc y Management Act 2013 ( Vic)

Related plans & strategies

• Communit y Buildings and Facilities Ser vice Plan

• Asset Plan 2025-35

• Financial Plan 2025-35

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

• Sustainable Asset Management Strategy

• Risk Management – Principles and Guidelines AS/NZS 31000:2009 2.4.2

2.4.3

Parks and G ardens

Nor thern Grampians Shire Council is commit ted to providing qualit y park s, garden areas and recreational precinc ts due to their impor tance to the health and wellbeing of residents and visitors alike

The ser vice aims to deliver an accessible and connec ted net work of public open spaces that maximise communit y benefit. Maintenance is delivered to ensure effec tive and sustainable management prac tices are implemented, as public furnishings are of high value to the communit y

The Park s and Gardens ser vice maintains and manages a diverse range of high-use and high-value open spaces across the municipalit y, including major spor ting ovals, regional and neighbourhood park s, playgrounds, landscaped civic facilities, town entrances, traffic islands and key streetscapes. Par ticular focus is placed on high-profile communit y assets such as Central Park and the Stawell Gif t precinc t, spor ting reser ves, playgrounds, memorial gardens, and open spaces that suppor t tourism, events and communit y wellbeing

The ser vice also under takes tree management, elec trical line clearance vegetation work s, weed control, stormwater reuse dam maintenance, and irrigation management to suppor t asset health, public safet y and environmental sustainabilit y

This ser vice is primarily funded by council budget, with supplementar y funding provided through state and federal government grants where available, par ticularly for playground renewal, open space improvements, tree planting programs and capital upgrades

Ser vices delivered

Council maintains and manages:

• Eight spor ting ovals

• Four major park s/gardens.

• 23 neighbourhood park s

• 16 landscaped communit y facilities

• 19 playgrounds

• Landscaped traffic islands and roundabouts

• 10 stormwater flood retention and reuse dams

• 24 4,685m2 of urban town slashing (Stawell and St Arnaud)

• 138, 8 41m2 of rural town slashing (Halls Gap, Great Western, Marnoo, Navarre, Glenorchy, Stuar t Mill)

• 650 0 trees in Stawell and St Arnaud.

• Rural town trees planting and maintenance

• Elec trical line vegetation clearance work

• Weed control in back lanes, drains and gut ters

Ser vice changes

Park s and Gardens maintenance levels in Stawell and St Arnaud have been reduced to enable resources to be redirec ted to cemeter y maintenance suppor t

2.4.3

Parks and G ardens (cont ’d)

2026/27 Initiatives

• Deliver y of planned and reac tive park s and gardens maintenance across spor ting ovals, park s, playgrounds, landscaped facilities and open space reser ves.

• Ongoing playground inspec tion, audit and maintenance programs to ensure compliance with safet y standards

• Implementation of planned tree maintenance, planting and elec trical line clearance vegetation programs

• Continued deliver y of irrigation system maintenance and stormwater reuse dam management to suppor t sustainable open space outcomes

• Park and garden renewal and improvement work s, including tur f renovation, mulching, planting and landscape upgrades, subjec t to budget allocation

• Ongoing review and updating of the Park s and Gardens asset register to improve condition monitoring and defec t repor ting

Legislative & regulator y requirements

• Local Government Act 2020 ( Vic)

• Occupational Health and Safet y Act 20 04 ( Vic)

• Occupational Health and Safet y Regulations 2017 ( V ic)

• Emergenc y Management Act 2013 ( Vic)

• Elec tricit y Safet y (Elec tric Line Clearance) Regulations (as applicable to vegetation management)

Related plans & strategies

• Park s and Spor ting Facilities Ser vice Plan

• Asset Plan 2025-35

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

• Financial Plan 2025-35

• Urban Tree Nature Strip Management Plan

• Elec trical Line Clearance Management Plan

• Risk Management – Principles and Guidelines AS/NZS 31000:2009

3. Business buzz

2025-29 Council Plan Year 2 Priorities:

Council has identified 28 task s that suppor t farming and rural industries, build vibrant local businesses, and enhance our tourism experiences

3.1.1 Business Suppor t

Economic development suppor ts our business communit y to grow expor ts and jobs, build economic and environmental sustainabilit y, and embrace innovation and best prac tice

Key sec tors include agriculture, manufac turing, health care, renewable energy, tourism and retail

In addition to one -to - one business suppor t, council’s Business Suppor t team manages projec ts that demonstrate the capacit y to deliver wider economic benefit. This includes areas such as work force and resident at trac tion (talent availabilit y and work force pipeline), investment at trac tion and strategic investment.

This ser vice suppor ts local businesses to:

• Access ex ternal funding oppor tunities such as state and federal regional infrastruc ture investment funding streams, including advocating and developing strong relationships with state and federal funding agencies to allow stronger chances of applications to be successful

• Connec t and net work with each other and councils

• Access oppor tunities for professional development such as the small business mentoring ser vice, Business V ic toria free vir tual advice sessions and numerous business net work ing events and oppor tunities to par ticipate in training programs as highlighted in the business monthly E-News and Agriculture -News

• Navigate permit and approval processes through the concierge ser vice provided by the Economic Development team having face -to -face meetings with business operators and new business operators searching for advice, ser vice and advocac y

T he ser vice is primarily funded by council budget outside of specific projec ts and initiatives where state or federal funding oppor tunities exist

Ser vices delivered

T he Business Suppor t team currently provide:

• Business grow th suppor t through personalised ser vice meetings with current and new businesses to facilitate and advocate for funding oppor tunities, business to business net work ing events and small business V ic toria suppor t training sessions such as cash flow management and marketing

• Investment at trac tion through the promotion of the investment prospec tus to key business owners and stakeholders within Nor thern Grampians Shire and in the wider V ic toria business and investment communit y through business events and expos highlighting the benefit of investing in Nor thern Grampians Shire

• Strategic investment via targeted events and building local business associations to collaborate and work in par tnership to at trac t investment

• Work force and resident at trac tion via advocating and work ing with local business and real estate agencies to increase the rental pool and in-fill housing oppor tunities while also collaborating with local business to look to develop training courses and oppor tunit y for work forces to learn and grow within Nor thern Grampians Shire

Ser vice changes

None proposed.

3.1.1 Business Suppor t (cont ’d)

2026/27 Initiatives

• Suppor t engagement with Agriculture V ic toria on regional drought resilience projec ts

• Deliver agricultural information and suppor t via council’s website

• Advocate for the Southern Wimmera and Nor theast P yrenees Water Supply projec t

• Suppor t improved presentation and ac tivation of shopfronts

• Implement outstanding ac tions in council’s Retail Gap Analysis 2018 and continue implementation

• Promote buy-local campaigns and net work ing events

• Suppor t establishment of a Halls Gap and St Arnaud business net work to suppor t collaboration/work ing together to address common challenges and oppor tunities

• Deliver engagement and review of council’s ‘Business Grow th Program’, including funding accelerator program and business mentoring

• Advocate for the deliver y of the Stawell Underground Physics Lab and experience centre

• Advocate for Halls Gap, Ararat Rd Sewer E x tension

• Suppor t coordination of housing construc tion programs by connec ting builders, developers, and landholders (in-fill projec t).

• Promote investment at trac tion videos and new residents guide.

Legislative & regulator y requirements

• Local Government Act 2020

• Planning and Environment Act 1987

Related plans & strategies

• Economic Development Strategy and Ac tion Plan 2021-2031

• Industr y Investment Prospec tus 2024

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

3. BUSINESS BUZZ | 3.1 ECONOMIC DEVELOPMENT

3.1.2 Strategic Planning

Strategic Planning is the research and formulation of policies, plans and strategies to implement goals and objec tives relating to par ticular land uses or areas. These include township plans such as framework or struc ture plans, or subjec t-specific plans such as flood and heritage studies. These plans are under taken to achieve the communit y ’ s vision for livabilit y, health and wellbeing, economic and environmental sustainabilit y outcomes, and places for people

Strategic Planning is responsible for the review and maintenance of the Nor thern Grampians Planning Scheme Changes to the planning scheme are made through Planning Scheme Amendments Changes are made to implement a study, plan or policies, to correc t errors in the scheme or to facilitate a development that might other wise be prohibited. Planning Scheme Amendments are legislated via the Planning and Environment Act 1987

The ser vice is also responsible for responding to State Government planning polic y changes, including the renewable energy transition and response to renewable energy proposals

The ser vice is largely funded by council budget with several specific projec ts suppor ted by government grants. In par ticular, the Depar tment of Planning’s Regional Planning Hub provides funding and resource suppor t across several projec ts

Ser vices delivered

• Strategic land use planning, including preparation of plans and strategies

• Planning Scheme Amendments, such as the C6 4 St Arnaud Framework Plan and C85 Planning Scheme Review

• Heritage planning, such as the Nor thern Grampians Heritage Study Stage 1, 2024, along with provision of a Heritage Advisor y Ser vice

• Renewable energy response and advocac y, which includes responding to renewable energy proposals such as the proposed VNI West Transmission Line, and council’s advocac y effor ts outlined on council’s website

Ser vice changes

None proposed.

3.1.2 Strategic Planning (cont ’d)

2026/27 Initiatives

• Implement the Planning Scheme Review (2025) via a Planning Scheme Amendment

• Completion of the St Arnaud and Stawell heritage studies and implementation via a Planning Scheme Amendment

• Completion of the Stawell Grow th Area Master Plan and implementation of the master plan via a Planning Scheme Amendment along with the implementation of the Stawell Framework Plan (2021) and Stawell Western Highway Urban Design Framework (2021)

• Commence the Infill Housing Projec t, which seek s to suppor t additional housing supply within the shire

Legislative & regulator y requirements

• Planning and Environment Act 1987

Related plans & strategies

• Stawell Struc ture Plan, March 2021

• Stawell Western Highway Urban Design Framework , March 2021

• St Arnaud Township Framework Plan, August 2023

• Nor thern Grampians Shire Heritage Review 2024 -2025

• Nor thern Grampians Shire Planning Scheme Review 2025

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

3.2.1 Tourism and Events

Nor thern Grampians Shire Council’s Tourism and Events ser vice work s in par tnership with the communit y and other key par tners, including Grampians Wimmera Mallee Tourism, to grow the region’s visitor economy

Township tourism strategies and ac tion plans, tourism way finding (i e. signage) and tourism event strategies are key to work ing in par tnership with the communit y to develop our visitor economy, in a targeted and tac tical way. This includes work ing with communities to identif y and develop a unique point of difference (i e. brand identit y) and visitor experiences

In addition, the team manages the Halls Gap Hub and delivers visitor information ser vices inclusive of the accredited V isitor Information Centre ( VIC ) in Halls Gap and volunteer-run VICs in St Arnaud and Stawell. These ser vices play a key role in the promotion of our region to post-arrival visitors and to encourage visitors to explore beyond the bounds of Grampians National Park

The ser vice is primarily funded by council budget outside of specific projec ts and initiatives where state or federal funding oppor tunities exist

Ser vices delivered

• Collaborate with Grampians Wimmera Mallee Tourism through the V isitor Economy Par tnership to promote and develop the region as a visitor destination

• Providing in-k ind suppor t via advice, information and planning tools to communit y groups and event organisers

For example:

• Information about event concierge ser vices, event grants and planning guides regularly promoted on Discover Nor thern Grampians’ social media, council’s website and communit y and business newslet ters

• In-k ind event concierge ser vices provided to event organisers with proac tive outreach using council event registration, SpaceToCo venue book ing process, and council grant agreements. Peak suppor t provided for Easter festival and new multi-weekend CFA firefighting championships event

• Providing financial suppor t through council’s annual Tourism Event Grants program

• Providing suppor t and guidance to event organisers look ing to achieve compliance and legislative requirements (event registration). For example:

• Event concierge ser vice

• Event planning guidelines and work shops

• Tailored review and assessment of event strategies, registrations and emergenc y management plans etc

• Local marketing and promotional suppor t via listing events on the council event calendar and Discover Nor thern Grampians’ social media channels. For example:

• Annual events calendar published on our website.

3.2.1 Tourism and Events (cont ’d)

• Week ly ‘ What ’s On’ events calendar distributed via Instagram, Facebook , and physical hubs such as V isitor Information Centres and communit y noticeboards

• Suppor t local communities to build their visitor economy by developing and implementing:

• Ac tions under tourism strategy and ac tion plans

• Township brand identities and guidelines

• Nor thern Grampians Shire Tourism Signage/ Way finding Guidelines (with final revisions being made to incorporate new par tner branding and logos from Grampians Wimmera Mallee Tourism)

• Delivered peak period post-arrival marketing and promotion through event suppor t, sponsorships and grant agreements that delivered co -branded Discover Nor thern Grampians ar t work across highway billboards, street signs, fencing and event day materials, as well as ack nowledgement of council through event media, opening ceremonies and naming rights to event awards (i e. Great Western Show and Shine)

• V isitor ser vicing and information:

• Promote and showcase the region through the management and operation of three V isitor Information Centres, including maintaining V ic torian Tourism Industr y Council accreditation for Halls Gap V isitor Information Centre).

• Coordinated large volunteer roster, including recruitment and retention strategies

Ser vice changes

None proposed.

2026/27 Initiatives

• Deliver the Nor thern Grampians Shire Tourism Event Strategy, including suppor t via tourism event grants

• Investigate streamlining processes to reduce red tape in event registration/approval process

• Deliver event planning work shops to assist the communit y

• Suppor t the development of new tourism at trac tions across the shire

• Suppor t GWM Tourism to deliver regional destination marketing

• Deliver priorit y recommendations in the Stawell Tourism Strategy and Ac tion Plan 2022-32 and St Arnaud Tourism Strategy and Ac tion Plan 2022-32)

• Deliver priorit y ac tions in ‘ Tourism Signage Strategy ’ to ensure clear and accurate way finding for the region including traditional ownership recognition

• Operate V isitor Information Centres in Halls Gap, Stawell and St Arnaud, including maintaining accreditation of the Halls Gap centre

• Implement ‘Discover Nor thern Grampians Destination Branding’

Legislative & regulator y requirements

• Local Government Act 2020 Related plans & strategies

• Tourism Signage ( Way finding) Strategy 2024

• Stawell Tourism Strategy and Ac tion Plan 2022-32

• St Arnaud Tourism Strategy and Ac tion Plan 2022-32

• Tourism Event Strategy 2023-33

• Event Polic y, May 2024

• Tourism Events Grants Guidelines 2025

• V isitor Information Ser vicing Polic y, September 2025

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

Depot Operations

Nor thern Grampians Shire Council’s Depot Operations team is spread across t wo depots, in Stawell and St Arnaud. The t wo depots enable staff to effec tively maintain council’s assets and deliver work s programs across the shire. Provisions are made to cater for day-to - day operational suppor t, which enables work to be delivered in an effec tive and efficient manner

The t wo teams have designated boundaries of responsibilit y but are k nown to cross those boundaries to cover resource shor tages and assist with capital work s. Heav y plant and minor equipment are ser viced, maintained and repaired through council’s internal depot and work shop arrangements to ensure assets remain safe, compliant and fit for operational use. T he work shop team also suppor ts fleet and heav y plant management through ser vicing, inspec tions and maintenance histor y to inform asset planning and utilisation.

This ser vice is primarily funded by council budget with costs allocated across multiple operational ser vice areas. Capital renewal and replacement of heav y plant is managed separately through council’s Heav y Plant Capital Replacement Program From time to time, ex ternal funding such as government grants may suppor t specific operational projec ts or initiatives

Ser vices delivered

Depot Operations includes facilities suppor t staff responsible for the operational management of council’s town halls and hireable communit y facilities. T hese roles coordinate facilit y book ings, hirer induc tions and event readiness, suppor t internal meetings and communit y events, under take Essential

None proposed. 3.3.1

Safet y Measure (ESM) compliance inspec tions, and super vise and audit contrac ted cleaning ser vices to ensure facilities remain safe, compliant and operational. T his component of the ser vice suppor ts communit y access to council buildings and does not operate under internal recover y arrangements

Council’s team manages both the Stawell and St Arnaud aerodromes, bores, standpipes, fire hydrant plugs, strategic fire break s and other minor facilities. The aerodromes are used by several emergenc y ser vices to provide effec tive responses to emergenc y events. Depot Operations also assists with the maintenance and suppor t of ancillar y operational assets such as bores and generators across the shire to suppor t ser vice continuit y and emergenc y preparedness

T here are four standpipes and 16 bores throughout the shire. Water from the bores is provided free of charge for fire prevention, road maintenance, stock water supplies and non-potable domestic supplies. Fire hydrants are routinely checked to ensure they func tion in an emergenc y, and council maintains strategically located fire break s in rural areas to suppor t bushfire preparedness and access

Depot Operations also administers council’s street lighting operational budget, which covers elec tricit y consumption costs and power authorit y maintenance charges associated with public street lighting infrastruc ture

Ser vice changes

3.3.1 Depot Operations (cont ’d)

2026/27 Initiatives

• Development and adoption of operational budgets to suppor t ser vice deliver y across council facilities, infrastruc ture operations, depot operations, plant and fleet ser vices and street lighting

• Ongoing refinement of internal recover y calculations to ensure expenditure is accurately allocated and the ser vice maintains a break- even outcome

• Continued use of data- driven budget monitoring through for tnightly repor ting and forecasting to improve financial accurac y, transparenc y and early identification of budget pressures

• Suppor ting asset management, ser vice planning and capital work s deliver y through the provision of accurate financial inputs and operational cost data

Legislative & regulator y requirements

• Local Government Act 2020 ( Vic)

• Local Government (Planning and Repor ting) Regulations 2020 ( V ic)

• Audit Act 1994 ( Vic)

• Occupational Health and Safet y Act 20 04 ( Vic)

• Occupational Health and Safet y Regulations 2017 ( V ic)

Related

plans & strategies

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

• Asset Plan 2025-35

• Financial Plan 2025-35

• Plant and Heav y Equipment Management Plan

Infrastruc ture Maintenance

Nor thern Grampians Shire Council currently maintains 3368 k ilometres of the local road net work , comprising 833k m of sealed roads, 2086k m of unsealed roads, and 4 49k m of formed or track roads, in accordance with the agreed level of ser vice This net work includes 140 bridges and 279 major culver ts

In addition to the road net work , council maintains a 121k m footpath net work and a comprehensive drainage system consisting of 157k m of kerb and channel, 76k m of drainage pipes, approximately 270 0 drainage pits, and 58, 851m² of car park s

Council also manages a range of operational and emergenc ysuppor t assets across the shire, including the Stawell and St Arnaud aerodromes, bores, standpipes, fire hydrants and strategically located fire break s, as well as delivering private work s ser vices where appropriate. The aerodromes suppor t several emergenc y ser vices and play a critical role in emergenc y response events

There are four standpipes and 16 bores located throughout the shire. Water from these bores is provided free of charge for fire prevention, road maintenance, stock water supplies and non-potable domestic purposes. These assets are routinely inspec ted and maintained to ensure availabilit y and func tionalit y when required

Fire hydrants are inspec ted and maintained to ensure effec tive operation during emergenc y response situations. Strategic fire break s are maintained in rural areas to suppor t bushfire preparedness, access and risk mitigation

Private work s may also be under taken on a cost-recover y basis where resources permit, in accordance with council polic y, ensuring these ac tivities do not detrac t from council’s core ser vice deliver y obligations

T his ser vice is funded through council’s annual operating and capital budgets, with supplementar y funding from state and federal government grants where available, par ticularly for asset renewal, rehabilitation, emergenc y preparedness and infrastruc ture improvement work s

Ser vices delivered

T his ser vice delivers planned and reac tive maintenance, renewal and capital work s deliver y, as well as operational ac tivities across council’s transpor t, drainage, emergenc ysuppor t and associated infrastruc ture assets, in accordance with the Road Management Plan, Asset Management Plan and relevant operational policies

T he ser vice maintains agreed ser vice levels for sealed and unsealed roads, bridges, footpaths, drainage assets, car park s, aerodromes, bores, standpipes, fire hydrants and strategic fire break s, with per formance measured through deliver y of programmed maintenance and capital work s, inspec tion regimes, customer response times and compliance with inter vention requirements

T he ser vice also includes deliver y of capital work s projec ts, other work s and private work s where appropriate, while ensuring priorit y is given to statutor y obligations, emergenc y response readiness and adopted maintenance, renewal and capital deliver y programs 3.3.2

3.3.2 Infrastruc ture Maintenance (cont ’d)

Ser vice changes

None proposed.

2026/27 Initiatives

• Sealed roads (resealing, pothole repairs and defec t rec tification, including response to Road Management Plan inspec tion defec ts)

• Unsealed roads (resheeting, grading and routine maintenance programs, including rec tification of defec ts identified through Road Management Plan inspec tions)

• Bridges and major culver ts (inspec tion-aligned maintenance and minor work s, including defec ts identified through formal inspec tion and Road Management Plan processes)

• Footpaths (inspec tion-aligned maintenance and renewal, including rec tification of Road Management Plan defec ts)

• Drainage assets (pits, pipes, kerb and channel and swales, where defec ts impac t road safet y or func tionalit y under the Road Management Plan)

• Traffic control and road-related infrastruc ture (signage, line mark ing, street furniture)

• Street cleaning programs across urban and rural areas

• Roadside vegetation management programs

• Gravel pit management and maintenance

• Aerodrome inspec tions and seasonal maintenance ac tivities

• Bore and standpipe inspec tions and maintenance

• Event Traffic Management Plan deliver y

• Fire hydrant inspec tion and testing programs

• Strategic fire break maintenance programs

• Private work s delivered on a cost-recover y basis, subjec t to resource availabilit y

Legislative & regulator y requirements

• Road Management Act 20 04 ( Vic)

• Road Management (General) Regulations 2016 ( V ic)

• Occupational Health and Safet y Act 20 04 ( Vic)

• Occupational Health and Safet y Regulations 2017 ( V ic)

• Environment Protection Act 2017 ( Vic)

• Environment Protec tion Regulations 2021 ( V ic)

• Emergenc y Management Act 2013 ( Vic)

Related plans & strategies

• Road Management Plan 2025-29

• Asset Plan 2025-35

• Financial Plan 2025-35

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

• Roadside Vegetation Management Plan

4. Build it up

2025-29 Council Plan Year 2 Priorities:

Council has identified 9 task s that help unlock land and housing oppor tunities, and build our local work force

4.1.1

Statutor y Planning

Nor thern Grampians Shire Council is responsible for ensuring statutor y ser vices are delivered in line with legislative requirements, par ticularly those under the Planning and Environment Act 1987

Council’s Statutor y Planning team plays a key role in giving effec t to the strategic land use direc tion set out in the Council Plan and Municipal Strategic Statement. The Statutor y Planning team does this by ensuring that land use and development is consistent with the Nor thern Grampians Planning Scheme

The Statutor y Planning team uses the planning scheme as a tool to enable use and development to occur in a way that balances the needs of the economy, environment and communit y T he planning ser vices provided by council assist in protec ting the communit y from major risk s to life and proper t y and contribute to the sustainabilit y of the shire’s built environment.

The Statutor y Planning team also contributes to the municipalit y ’ s strategic development through monitoring existing and emerging land use issues for the council’s consideration. The team work s collaboratively with the council’s Strategic Planning and Economic Development teams to drive investment in Nor thern Grampians Shire through seek ing and work ing with new businesses to develop

Planning permit application fees, subdivision fees and nonregulator y fees assist in funding the deliver y of statutor y planning ser vices, which is other wise funded by council budget

Ser vices delivered

For the 2025 calendar year, council’s Statutor y Planning depar tment was responsible for:

• 439 planning enquiries

• 88 planning permit applications

• 24 cer tification (subdivision) applications

• 34 planning enforcement investigations

Processing timeframes for planning permit applications were approximately 94 9% and issued within the statutor y timeframes for 2025 calendar year

Ser vice changes

None proposed.

2026/27 Initiatives

• Continue to improve internal procedures to streamline assessment processes for timely decision-mak ing

• Continue to suppor t the communit y with development proposals through pre -application meetings to provide advice to potential applicants

Legislative & regulator y requirements

• Planning and Environment Act 1987

• Planning and Environment Regulations 2015

• Subdivision Act 1988

Related plans & strategies

• Nor thern Grampians Planning Scheme

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

4.1.

2 Building Control

The Building Control ser vices provided by council assist in protec ting the communit y from major risk s to life and proper t y, and oversee and ensure compliance with building legislation

From July 1, 2025, council has moved to a regulator y model of ser vice for building permits, with the issue of building permits being phased out. Council’s Building Depar tment monitors compliance, investigates complaints, audits building documentation, oversees essential safet y measures (including pool register), provides customer advice, maintains building records and exercises repor t and consent func tions under the Ac t where specific building mat ters require municipal approval

Council’s Building Depar tment also uses its enforcement powers to issue building notices and orders, address dangerous or dilapidated struc tures, direc t rec tification of non- compliant work , and, where necessar y, initiate prosecutions

The receipt of registration fees for some building ser vices assists in the deliver y of building control ser vices, which is other wise funded by council budget

Ser vice deliver y

For the 2025 calendar year, council’s Building Depar tment was responsible for:

• 123 building enquiries

• 21 building permits issued

• 4 POPEs (Places of Public Enter tainment)

• 24 6 Building Information Cer tificates

• 37 building enforcement investigations

• 18 repor t and consent applications

Ser vice changes

None proposed

2026/27 Initiatives

• Continue to advocate for ministerial exemption from the issuing of building permits

Legislative & regulator y requirements

• Building Act 1993

• Building Regulations 2018

Related plans & strategies

• National Construc tion Code (NCC )

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

5. Clean it up

2025-29 Council Plan Year 2 Priorities:

Council has identified 10 task s that help us cut waste and rec ycle properly, suppor t climate adaptation and preparedness, drive energy efficienc y, and protec t our land, water and wildlife

5.1.1

Weeds and Pests

Nor thern Grampians Shire Council delivers the Roadside Weeds and Pests Program (RWPP) to protec t agricultural produc tivit y, biodiversit y and local amenit y by reducing the spread and impac ts of invasive plants and pest animals along municipal rural roadsides. Roadsides are a k nown pathway for invasive species to spread across the region, threatening park s, forests and rural land asset values

The program is delivered in accordance with council’s Roadside Weeds and Pest Control Plan 2023-26 (endorsed through the state program framework) and focuses on early detec tion, prevention and targeted control of priorit y weed species and established pest animals (including rabbits) across councilmanaged rural road reser ves

Council manages approximately 3140 k ilometres of rural roadsides with weed grow th c ycles and pest ac tivit y influenced by rainfall, temperature and seasonal conditions Variable climate pat terns can accelerate spread or reduce treatment effec tiveness, requiring adaptive planning Invasive species can also migrate from adjoining private land, Crown land or neighbouring Local Government Areas, requiring a coordinated regional responses to achieve sustained outcomes

This ser vice is fully funded through V ic torian Government Roadside Weeds and Pests Program (RWPP) grant suppor t, with council coordinating program planning, contrac tor deliver y and communit y repor ting pathways to suppor t consistent, best-prac tice roadside management outcomes

Ser vices delivered

T he program focuses on a proac tive and strategic roadside management plan rather than reac tive ser vice requests and is delivered within the parameters and funding envelope established by the V ic torian Government

Program Planning and Targeting

• Implementation of a three -year Roadside Weeds and Pest Control Plan (2023–26) endorsed under the state funding framework

• Annual prioritisation of treatment areas based on invasive species risk , regional classification and spread potential

• Alignment with Agriculture V ic toria species classifications (regionally prohibited, regionally controlled and restric ted)

On - Ground Weed Control

• Targeted treatment of priorit y invasive weed species along our municipal rural roadsides (road reser ves)

• Early inter vention and prevention ac tivities to reduce spread into adjacent to residential and agricultural land, park s and native vegetation corridors

• Deliver y through a combination of council coordination and contrac ted field ser vices (Landcare and Commit tee Management)

Pest Animal Management

• Targeted roadside rabbit control in identified areas

• Collaboration with adjoining landholders and Landcare agencies to suppor t coordinated control outcomes

Monitoring and Repor ting

• Mapping, inspec tion and monitoring of treated sites to assess effec tiveness and inform future prioritisation

• Compliance with state repor ting requirements under the RWPP funding agreement

• Engagement with Landcare agencies to suppor t repor ting of priorit y infestations

5.1.1 Weeds and Pests (cont ’d)

Par tnership and Stakeholder Coordination

• Collaboration with Agriculture V ic toria, DEECA , Catchment Management Authorities, Landcare groups and neighbouring councils to suppor t regional consistenc y in treatment and inter vention

Ser vice changes

None proposed, subjec t to continued V ic torian Government

Roadside Weeds and Pests Program (RWPP) funding

2026/27 Initiatives

Annual Roadside Treatment Program

• Deliver y of targeted invasive weed control across rural road reser ve corridors in accordance with the program ’ s objec tives

• Targeted roadside rabbit control ac tivities in identified highrisk areas

Monitoring and Compliance Repor ting

• Inspec tion and mapping of treated sites to assess effec tiveness and inform future treatment and inter vention

• Fulfilment of state repor ting obligations under the RWPP funding agreement

Program Transition and Planning

• Review of outcomes achieved under the 2023-26 Roadside Weeds and Pest Control Plan

• Preparation of the nex t program c ycle and updated Control Plan (subjec t to future funding confirmation)

Stakeholder Coordination

• Continued collaboration with Agriculture V ic toria, DEECA , Catchment Management Authorities, Landcare agencies and neighbouring LGAs to suppor t coordinated invasive species management outcomes

Legislative & regulator y requirements

• Catchment and Land Protection Act 1994 ( Vic)

• Invasive Plants and Animals Polic y Framework ( V ic toria)

• Road Management Act 20 04 ( Vic)

• Local Government Act 2020 ( Vic)

Related plans & strategies

• Roadside Weeds and Pest Control Plan 2023–26

• Council Plan and Municipal Public Health and Wellbeing Plan 2025–29

• V ic torian Invasive Plants and Animals Polic y Framework

• V ic torian Catchment Strategies and Regional Catchment

Management Authorit y Plans

• Agriculture V ic toria Species Classifications and Compliance Guidelines

5. 2 .1 Waste Management

Nor thern Grampians Shire Council’s Waste Management ser vice provides essential municipal waste, rec ycling and resource recover y ser vices to residents within urban (compulsor y) and rural (non- compulsor y) areas, ex tending these ser vices to businesses (with some opting for commercial contrac ts outside council contrac t) and visitors to our shire

The ser vice includes kerbside collec tion of general waste and mixed rec ycling, management of public place waste infrastruc ture, and operation of transfer stations at Stawell (sub -leased), St Arnaud and Halls Gap. These transfer stations provide accessible disposal and recover y options for residents and local businesses, suppor ting multiple waste management recover y. T he ser vice also includes oversight and environmental management of former landfill sites to ensure ongoing compliance with Environmental Protec tion Authorit y (EPA) requirements

Beyond collec tion and disposal, the ser vice ac tively advances resource recover y and circular economy initiatives. This includes improving material separation at source, expanding rec ycling pathways, suppor ting Food Organics and Garden Organics (FOGO) diversion, planning for separate glass collec tion, under tak ing bin audits, collaborating with neighbouring councils, and aligning ser vice deliver y with state reform under the Circular Economy ( Waste Reduction and Rec ycling) Act 2021. T hese initiatives aim to reduce landfill dependenc y, improve rec ycling per formance, and position Nor thern Grampians Shire within the broader Grampians Western regional waste and resource recover y framework

In line with council’s Waste Management Strategy 2020 –30 (mid-implementation update), council’s kerbside ser vice is progressively transitioning toward a four-stream system, including separate glass and FOGO ser vices by 2027. This transition suppor ts council’s strategic objec tive to improve resource recover y, protec t the natural environment and deliver sustainable infrastruc ture outcomes

T he ser vice is primarily funded through waste ser vice fees and charges applied to ratable proper ties, supplemented by userpays charges at transfer stations and ex ternal grant funding for specific infrastruc ture and reform initiatives where available

Ser vices delivered

Kerbside Collec tion Ser vices

• Week ly kerbside general waste and for tnightly commingled rec ycling collec tions across the shire under contrac ted ser vice arrangements

• A kerbside Food Organics and Garden Organics (FOGO) ser vice operating in St Arnaud, transitioning to a paid ser vice model effec tive 1 July 2025 following council resolution, with the ser vice remaining subsidised as par t of council’s staged reform approach

• Ongoing contrac t management and per formance oversight to ensure ser vice standards are maintained in accordance with contrac tual obligations

• FOGO processing arrangements include the collec tion of material from St Arnaud, staged at the St Arnaud transfer station, and transpor ted to BioGro P t y Ltd for processing under a separate contrac tual arrangement

5. 2 .1 Waste Management (cont ’d)

Transfer Station Operations

Operation of three rural transfer stations located at Stawell (sub -leased), St Arnaud and Halls Gap

• Stawell Transfer Station is sub -leased to Wimmera Mallee

Waste ( WMWM P t y Ltd) under a current lease arrangement through to 30 June 2029

• Facilities provide disposal and resource recover y options for general waste, green waste, rec yclables, e -waste and other prescribed materials (excluding “industrial” ) at all facilities

• Transfer stations operate under scheduled opening hours and days aligned with users’ needs

Public Places

• Management and ser vicing of approximately 210 public place waste and rec ycling bins across townships and key visitor areas

• Ongoing monitoring and ser vicing adjustments to maintain township amenit y and respond to demand fluc tuations

Waste Contrac t Governance and Ser vice Oversight

• Struc tured contrac t management, invoice review and compliance monitoring processes

• Scheduled facilit y inspec tions and bin audits to suppor t contamination reduc tion and operational effec tiveness

• LGPRF data collec tion and annual repor ting to meet statutor y per formance obligations

Education and Communit y Engagement

• Planning of waste education initiatives to suppor t improved rec ycling behaviours and responsible waste disposal

• Communit y engagement aligned with the Waste Management Strategy 2020 –30 (mid-implementation update) and preparation for future mandated ser vice reform

The current ser vice model maintains regulator y compliance, suppor ts township amenit y, and positions council for the staged transition to a four-stream kerbside system commencing July 2027

Ser vice changes

None proposed outside of annual CPI fee reviews. T he 2026/27 financial year represents a transition and preparation period. Struc tural fee adjustments associated with the expanded kerbside model will be reviewed as par t of the 2027/28 financial year and budget process

2026/27 Initiatives

• Deliver a review of waste transfer station ser vices across the shire, including fees, free metal and green waste drop - off, and FOGO incentives.

• Deliver communication on current waste management prac tices (e g. what is rec ycled, where it goes), including clearer rec ycling instruc tions, and determine nex t steps

• Investigate feasibilit y and affordabilit y for hard rubbish collec tion ser vices across the shire and determine nex t steps

• Investigate for garden mulch to be provided from processed green waste in St Arnaud and determine nex t steps

• Investigate solutions to address lit ter created by kerbside bins being tipped over by animals and determine nex t steps

• Kerbside bins Procurement and Replacement Program to align with the Waste Management Strategy

Legislative & regulator y requirements

• Circular Economy ( Waste Reduction and Rec ycling) Act 2021 ( Vic)

• Circular Economy ( Waste Reduc tion and Rec ycling) (Mandator y Ser vice Provision and O ther Mat ters) Regulations 2024 ( V ic)

• Environmental Protection Act 2017 ( Vic)

• Environment Protec tion Regulations 2021 ( V ic)

• Local Government Act 2020 ( Vic)

• Local Government (Planning and Repor ting) Regulations 2020 ( V ic)

• Occupational Health and Safet y Act 20 04 ( Vic)

Related plans & strategies

• Nor thern Grampians Shire Council Waste Management Strategy 2020 –30 (and Mid- Implementation Update Januar y 2026)

• Waste Ac tion Plan 2020 –30 (abridged – Januar y 2026 –WMS 2020 -30)

• Council Plan and Municipal Public Health and Wellbeing Plan 2025–29

• Asset Plan 2025–35

• Financial Plan 2025-35

• V ic torian Rec ycling Infrastruc ture Plan 2024

• Grampians Organics Feasibilit y Study 2022

• Sustainabilit y V ic toria Strategic Plan 2024 –27

6. Do it well

2025-29 Council Plan Year 2 Priorities:

Council has identified 10 task s that suppor t a position of financial viabilit y, deliver impor tant asset and maintenance renewal programs, and ensure we are being efficient, responsive and innovative

6.1.1 Organisational Ser vices

Several organisational ser vices form the back bone of Nor thern Grampians Shire Council. These include the provision of governance suppor t for councillors, depar tment and team management, and internal suppor t ser vices required to enable all other func tions of council to be delivered to the communit y

In the 2026/27 budget, all other ser vices provided to residents and visitors as outlined in earlier profiles, only contain costs that direc tly relate to the operation of that area or ser vice and do not include administrative, compliance or governance overheads

This group of ser vices is funded by council. The ex tent of the ser vices provided in this func tion is determined by the chief executive officer, given the level of ser vices provided to the communit y

Ser vices delivered

The ser vice area is responsible for leading the organisation and delivering on the 20 -year vision for our shire and council plan objec tives, as well as ensuring the efficient and timely completion of ac tivities and projec ts. It provides for the cost of management across the organisation and includes the CEO, direc tors and managers

Management ser vices

The council’s organisational struc ture is based on a threedirec torate model led by the chief executive officer. Within that model, each direc torate is led and managed by a direc tor who forms par t of our E xecutive Leadership Team, suppor ted by depar tment managers T here are also coordinators and team leaders in those areas with larger staff numbers such as childcare, park s and gardens, roads, communit y care, leisure and recreation, and communit y development, planning and resilience

Councillor ser vices

A high level of administrative and civic suppor t is provided to the mayor and councillors. Ser vices include diar y coordination and travel arrangements, provision of suppor t documents, briefing and agenda papers, research, protocols and presentations, civic events and citizenship ceremonies, administrative suppor t and coordination of councillor communications and professional development. More than 12 council meetings and more than 39 briefing sessions are run and suppor ted each year

Corporate ser vices

Corporate Ser vices provides effec tive information and communication ser vices that suppor t efficient operations across the organisation and are responsible for ensuring accountabilit y for legislative and regulator y compliance.

Ser vices include:

• Financial: including customer suppor t, fleet operations, rates, charges, expense and revenue management, borrowings and repor ting

• Business Transformation: including information and communication technology and net work management across the whole of council, providing suppor t for different ser vice areas such as leisure, Stawell and St Arnaud libraries, tourism, positive ageing, maternal and child health, children’s ser vices, planning, engineering and geospatial systems and data securit y management

• People and Culture: including organisational development, training, occupational health and safet y, recruitment, per formance management, payroll and media and communications

• Governance: including Freedom of Information requests, records management, lease administration, risk , insurance, privac y, cemeteries and executive suppor t

Ser vice changes

None proposed.

6.1.1 Organisational Ser vices (cont ’d)

2026/27 Initiatives

Governance

Council is waiting on Local Government V ic toria to introduce the following new governance documents that will affec t the depar tment ’ s operations (i e. will require new internal policies and processes):

• Model Governance Rules

• Model Public Transparenc y Polic y

• V ic torian Privac y and Data Securit y Standards compliance ( VPDSS)

People and Culture

• Implementation of Strategic Work force Plan 2026 -30 items

• Gender Equit y Ac tion Plan monitoring and repor ting

• Deliver y of Council Plan 2025-29 year t wo priorities

• Ensure ongoing compliance with Child Safe Standards

• Continue Occupational Health and Safet y (OHS) compliance

Business Transformation

• Review and update of the Business Transformation Strategy 2022–26 focusing on accessibilit y, usabilit y and securit y

• Provision of ongoing suppor t for collaborative IC T- enabled projec ts with a focus on stabilit y, efficienc y and customer experience

• Development and implementation of appropriate governance and use of AI technology to suppor t effec tive and efficient deliver y of ser vices

• Investigation and implementation of automation tools to streamline processes suppor ting effec tive and efficient ser vice deliver y

• Ongoing rollout and improvement of council’s new elec tronic document records management system (EDRMS) using the Microsof t plat form

Legislative & regulator y requirements

• Local Government Act 1989

• Local Government Act 2020

• Local Government (Governance and Integrit y) Regulations 2020

• Privac y and Data Protection Act 2024

• Freedom of Information Act 1982

• Crown Land (Reser ves) Act 1982

• Public Records Act 1973

• Local Government (Governance and Integrit y) Regulations 2020

• Model Councillor Code of Conduc t

• Occupational Health and Safet y (Psychological Health) Regulations 2025

• Nor thern Grampians Shire Council Enterprise Agreement

• Fair Work Act 20 09

• National Employment Standards (NES)

• Occupational Health and Safet y Act 20 04

• Equal Oppor tunit y Act 2010

• Superannuation Guarantee (Administration) Act 1992

• Se x Discrimination Act 1984

• Racial Discrimination Act 1975

• Equal Oppor tunit y for Women in the Workplace Act 1999

• Taxation Administration Act 1953

• Public Records Act 1973

• Privac y and Data Protection Act 2014

• Gender Equit y Act 2020

• Australian Accounting Standards

• Local Government Planning and Repor ting Regulations 2020

• Taxation Legislation (GS T, FBT )

• Australian Cyber Securit y Centre - Essential Eight Maturit y Model

• Whole of V ic torian Government ( WoVG) O ffice 365 Securit y Guidance compliance

• O ffice of the V ic torian Information Commissioner (OVIC ) V ic torian Protec tive Data Securit y Standards

Related plans & strategies

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

• Protec tive Data Securit y Plan

• Work force Strategic Plan 2026 -30

• Work force Ac tion Plan 2026 -27

• Gender Equit y Strategic Ac tion Plan 2026 -28

• Occupational Health and Safet y Management Plan 2026 -27

• Child Safe Standards ( V ic toria)

6. 2 .1 Projec t & Asset Management

The Projec t and Asset Management ser vice is responsible for the strategic planning and lifec ycle management of council’s infrastruc ture assets, along with coordination of capital work s and deliver y of priorit y projec ts

The ser vice ensures infrastruc ture is planned, maintained, renewed and delivered in a sustainable, efficient and financially responsible manner to meet current and future communit y needs

Core ser vice func tions include:

• Development and implementation of the Asset Plan in line with the Local Government Act 2020

• Strategic asset planning and lifec ycle management across infrastruc ture net work s

• Asset data management, condition assessment and lifec ycle modelling

• Alignment of asset priorities with the Capital Work s Program

• Coordination and deliver y of capital work s, including major and priorit y infrastruc ture projec ts

• Asset-based input into projec t planning and deliver y

• Administration of National Heav y Vehicle Regulator (NHVR) heav y vehicle access permits

The ser vice work s collaboratively across council and ex ternal agencies to suppor t infrastruc ture planning, approvals and compliance. It also provides asset-focused advice to inform decision-mak ing and ensure investment is aligned with longterm ser vice outcomes

Projec t deliver y is under taken in line with asset priorities, with a focus on efficient implementation and alignment with lifec ycle and risk-based planning

T hrough a prac tical and data- driven approach, the ser vice suppor ts sustainable infrastruc ture outcomes and contributes to the liveabilit y, economic development and long-term resilience of the municipalit y

T his ser vice is funded through a combination of council rate revenue, grant funded projec ts and untied government grants that suppor t operational deliver y

Ser vices delivered

T he ser vice is primarily focused on asset management and long-term infrastruc ture planning, ensuring that council’s infrastruc ture is managed, renewed and prioritised in a sustainable and financially responsible manner

Projec t deliver y func tions suppor t the implementation of asset priorities, with the team providing coordination and oversight to ensure projec ts align with long-term asset outcomes

T he ser vice work s closely with Engineering Ser vices, Finance and Operations to suppor t informed decision-mak ing, effec tive planning and deliver y of infrastruc ture across the municipalit y

T he integrated model provides flexibilit y in resourcing and allows for scalable deliver y, with specialist suppor t engaged where required for complex or technical mat ters

Core func tions include:

• Strategic asset planning and lifec ycle management

• Asset data management, condition assessment and modelling

• Development and ongoing review of the Asset Plan

• Alignment of the Capital Work s Program with asset condition, risk and ser vice levels

• Asset-based input into projec t planning and deliver y

• Deliver y of major projec ts

6. 2 .1 Projec t & Asset Management (cont ’d)

2026/27 Initiatives

• Maintain up -to - date, evidence -based lifec ycle models for key transpor t asset classes (roads, pathways, kerb and channel, car park s) to inform sustainable capital budgeting and renewal planning

• Deliver bridge and major culver t condition assessment, drainage condition assessment, revaluation and capital work s programs in accordance with the Annual Budget and grant-funded commitments, ensuring compliance with industr y standards

• Coordinate and optimise infrastruc ture investment programs (including resealing and rehabilitation) to maintain net work per formance and minimise whole - of-life costs

• Implement advanced condition assessment and testing methodologies (e g. Light Weight Deflec tometer testing) with appropriate staff training to improve data qualit y and decision-mak ing

Legislative & regulator y requirements

• Local Government Act 2020

• Road Management Act 20 04

• Planning and Environment Act 1987

• Building Act 1993

• Environment Protection Act 2017

• Traditional Owner Set tlement Act 2010

• Aboriginal Heritage Act 20 06

• Heritage Act 2017

• Disabilit y Act 20 06

• Occupational Health and Safet y Act 20 04

Related plans & strategies

• Australian Accounting Standards (A ASB Standards)

• Council Plan and Municipal Public Health and Wellbeing Plan 2025-29

• Asset Plan 2025-35

• Financial Plan 2025-35

• Road Management Plan 2025-29

• Risk Management Polic y 2023

• Procurement Polic y 2022 (Rev. June 2025)

• Occupational Health and Safet y Polic y 2018

• OHS Contrac tor Management Procedure 2020 -25

6. 2 . 2 Engineering Ser vices

The Engineering team is responsible for the planning, design, deliver y and technical oversight of council’s civil infrastruc ture projec ts and programs

The ser vice exists to ensure that the municipalit y is provided with safe, sustainable and cost- effec tive infrastruc ture that suppor ts the communit y to live, work and play. Through the application of engineering principles, the team contributes to the development, renewal and maintenance of roads, drainage systems, bridges, footpaths, streetscapes, public facilities and other essential infrastruc ture assets across the municipalit y

Engineering ser vices plays a central role in delivering the majorit y of council’s Capital Work s Program and provides technical engineering advice across the organisation. Projec ts are managed through their full lifec ycle including concept development, sur veying, feasibilit y and cost estimation, grant applications, detailed design, procurement, contrac t administration, construc tion super vision and grant acquit tal The team also prepares infrastruc ture concepts and budgets to inform future capital work s programs and funding oppor tunities

The ser vice also provides technical suppor t where engineering assessment is required. This includes occasional suppor t to the Asset team in administering NHVR heav y vehicle access permits, while Legal Point of Discharge (LPOD) permits and Work s Within Road Reser ve ( W WRR) permits are administered direc tly by the Engineering team. In 2024/25 the team processed 186 NHVR permits, 70 W WRR permits and 60 LPOD permits, while in 2025/26 (to date) the team has processed 113 NHVR permits, 35 W WRR permits and 20 LPOD permits

Engineering Ser vices also manages traffic data collec tion, quarr y work authorities, development referrals and technical investigations. The ser vice handles a significant volume of communit y infrastruc ture requests, with more than 10 0 0 requests managed in 2025 and more than 20 0 requests received in Januar y and Februar y 2026 alone

Engineering Ser vices also plays an impor tant role in securing ex ternal funding by preparing and coordinating grant applications for infrastruc ture projec ts and managing repor ting requirements for funded work s. T he team provides technical input and feedback on Environmental Effec ts Statements (EES) and other planning processes associated with major developments, including the increasing number of renewable energy projec ts proposed across the shire

By delivering projec ts in-house where possible, the ser vice reduces reliance on ex ternal consultants while ensuring strong local k nowledge informs infrastruc ture planning and deliver y T hrough these ac tivities, Engineering Ser vices contributes significantly to economic development, communit y wellbeing and the long-term sustainabilit y of council’s infrastruc ture net work

T his ser vice is funded through a combination of council rate revenue, grant funded projec ts and untied government grants that suppor t operational deliver y. Infrastruc ture projec ts delivered by the Engineering Ser vices team are also frequently suppor ted through state and federal grant programs, enabling council to leverage ex ternal funding and maximise investment in communit y infrastruc ture across the municipalit y

6. 2 . 2 Engineering Ser vices (cont ’d)

Ser vices delivered

Engineering provides in-house engineering exper tise to plan, design and manage council’s civil infrastruc ture program. T he team oversees the deliver y of most roads and bridges capital work s projec ts, managing ac tivities from concept development and sur veys to design, procurement, construc tion oversight and grant repor ting. The ser vice also provides technical advice on infrastruc ture planning, development referrals, heav y vehicle permits, work s within road reser ves, and traffic data collec tion, ensuring projec ts meet engineering standards, legislative requirements and communit y infrastruc ture needs

Engineering work closely with a range of internal teams to deliver infrastruc ture outcomes across the organisation. During the planning stage, the team collaborates with projec t owners to understand projec t objec tives, communit y needs and operational requirements. The team also engages communit y members and stakeholders to gather feedback and ensure solutions address local concerns

Engineering provide technical advice, concept designs and feasibilit y input to suppor t initiatives such as the Grampians Rail Trail connec tions and the Halls Gap East Shared Path. T he team also assists in coordinating bet ween council, communit y groups and ex ternal authorities including the Depar tment of Transpor t and Planning (DTP), V icTrack , DEECA , Catchment Management Authorities (CMA), and GWMWater to navigate approvals and technical requirements

In addition, the team suppor ts major communit y events by providing engineering ser vices such as traffic management plans and site set- out for events including the Stawell Gif t, show and shine events and other major communit y ac tivities

Ser vice changes

Work s with Roads Reser ve Permit fees will update per V ic torian Government fee units

2026/27 Initiatives

• Enhanced coordination and resource planning across projec ts

• Focus on developing a multi-sk illed team with shared responsibilities and task ownership

• Mooney Dams Reac tivation – Investigation and Design (grant dependent)

• St Arnaud Flood Mitigation Work s - Retention Dam Construc tion (grant dependent)

Legislative & regulator y requirements

• Road Safet y Act 1986

• Road Management Act 2024

• Local Government Act 2020

• Water Act 1989

• Professional Engineers Act 2023

• Road Management Regulations 2016

Related plans & strategies

• Council Plan and Municipal Public Health and Wellbeing P lan 2025-29

• Asset Plan 2025-35

• Financial Plan 2025-35

• Road Management Plan 2025-29

6. Do it well

7. App endices

The following appendices include voluntar y and statutor y disclosures of information which provide suppor t for the ser vices listed in this document.

This information has not been included in the main body of the budget repor t in the interests of clarity and conciseness. Council has decided that whilst the budget repor t needs to focus on the impor tant elements of the budget and provide appropriate analysis, the detail upon which the annual budget is based should be provided in the interests of open and transparent local government repor ting

The contents of the appendices are summarised below :

APPENDIX NATURE OF INFORMATION

7.1

7.1 Ser vices & Ser vice Per formance Indicators O ver view

This sec tion provides a description of the ser vices and initiatives to be funded in the Budget for the 2026/27 financial year and how these will contribute to achieving the strategic objec tives outlined in the 2025-29 Council Plan. It also describes several initiatives and ser vice per formance outcome indicators for key areas of council’s operations

Council is required by legislation to identif y major initiatives and ser vice per formance outcome indicators in the Budget and repor t against them in its Annual Repor t to suppor t transparenc y and accountabilit y. The relationship bet ween these accountabilit y requirements in the Council Plan, the Budget and the Annual Repor t is shown below

COUNCIL PL AN ANNUAL REPORT

BUDGET

Strategic objec tive

Strategic indicators

Strategic objec tive

Strategic indicators

Strategic objec tive

Strategic indicators

Strategic objec tive

Strategic indicators

Ser vices

Initiatives

Ser vices

Initiatives

Indicators (outcomes)

Major initiatives

Indicators (outcomes)

Major initiatives

Ser vices

Initiatives

Ser vices

Initiatives

Indicators (outcomes)

Major initiatives

Indicators (outcomes)

Major initiatives

Repor t of operations

Ser vice indicators

Major initiatives

G overnance & management check list

Per formance statement

Ser vice indicators (outcomes)

Financial indicators

Sustainable capacit y indicators

Ser vices

Community Ser vices Community Care, I mmunisations, K inergar tens, Libraries, Long Day Care, Maternal Child Health, Spor ts and Aquatic Centres, Playgroups and Cemeteries

Ser vices

Emergenc y Management,

Ser vice Per formance Outcome Indicators

*Refer to table at end of section 7.1.5 for information on the calculation of Ser vice Per formance Outcome I ndicators

2 Business Buz z

7.1. 3 Build It Up

*Refer to table at end of section 7.1.5 for information on the calculation of Ser vice Per formance Outcome I ndicators

7.1. 5 Do It Well

*Refer to table at end of section 7.1.5 for information on the calculation of Ser vice Per formance Outcome I ndicators Ser vices

7.1. 5 Do It Well

Ser vice Per formance Outcome Indicators

DOMAIN INDICATOR

Governance Community engagement

Financial decisions

Community Librar y ser vices

Maternal and child health ser vices

Maternal and child health ser vices

Environment Roads

Responsiveness

Waste management

PERFORMANCE MEASURE

Satisfaction with the oppor tunities offered by Council to be consulted on or engaged in Council decisions (community satisfaction rating out of 100 with the consultation and engagement effor ts of Council)

Total unpaid rates and charges (total unpaid rates and charges and unpaid interest on rates and charges for all financial years as a percentage of all rates and charges for the financial year)

Librar y membership (Percentage of the population that are registered librar y members)

Par ticipation in the MCH ser vice (Percentage of children enrolled who par ticipate in the MCH ser vice)

Par ticipation in the MCH ser vice by Aboriginal children (Percentage of Aboriginal children enrolled who par ticipate in the MCH ser vice)

Sealed local roads below the inter vention level (percentage of sealed local roads that are below the renewal inter vention level set by Council and not requiring renewal)

Kerbside collection waste to landfill per ser viced proper ty (amount of waste collected from kerbside waste collection ser vices that is sent to landfill per ser viced proper ty)

Food safety Critical and major non- compliance outcome notifications. (Percentage of critical and major non- compliance outcome notifications that are followed up by Council)

COMPUTATION

Community satisfaction rating out of 100 with how Council has per formed on community consultation and engagement

[Sum of unpaid rates and charges and unpaid interest on rates and charges for all financial years / Sum of all rates and charges for the financial year] x100

[Number of registered librar y members / Population] x100

[Number of children who attend the MCH ser vice at least once (in the financial year) / Number of children enrolled in the MCH ser vice] x100

[Number of Aboriginal children who attend the MCH ser vice at least once (in the financial year) / Number of Aboriginal children enrolled in the MCH ser vice] x100

[Number of k ilometres of sealed local roads below the renewal inter vention level set by Council / K ilometres of sealed local roads] x100

Amount of waste in tonnes (t) collected from kerbside waste collection ser vices that is sent to landfill / Number of ser viced proper ties

[Number of critical non- compliance outcome notifications and major noncompliance outcome notifications about a food premises followed up / Number of critical non- compliance outcome notifications and major non- compliance outcome notifications about food premises] x100

Statutor y planning Planning applications decided within the relevant required time (percentage of regular and VicSmar t planning application decisions made within the relevant required time)

Cost Librar y ser vices

Waste management

Cost of librar y ser vices (direct cost of librar y ser vices per head of population)

Cost of kerbside waste collection ser vices (direct cost of kerbside waste collection ser vices per ser viced proper ty)

[Number of planning application decisions made within 60 days for regular permits and 10 days for VicSmar t permits / Number of planning application decisions made] x100

Direct cost of librar y ser vices / Population

Direct cost of kerbside waste collection ser vices / Number of ser viced proper ties

7.1.6 Reconciliation with Budgeted Operating Result

7. APPENDICES | APPENDIX 7.2: FINANCIAL STATEMENTS

7. 2 Financial Statements

This sec tion presents information in regard to the Financial Statements and Statement of Human Resources. The budget information for the year 2026/27 has been supplemented with projec tions to 2029/30

This sec tion includes the following financial statements prepared in accordance with the Local Government Act 2020 and the Local Government (Planning and Repor ting) Regulations 2020

7. 2 .1 Comprehensive Income Statement

For the four years ending 30 June 2030

• Comprehensive Income Statement

• Balance Sheet

• Statement of Changes in Equit y

• Statement of Cash Flows

• Statement of Capital Work s

• Statement of Human Resources

7. 2 . 2 Balance Sheet

For the four years ending 30 June 2030

7. 2 . 3 Statement of Changes in Equit y

For the four years ending 30 June 2030

2026 Forecast

2027 Budget

7. 2 .4 Statement of Cashflows

For the four years ending 30 June 2030

7. 2 . 5 Statement of Capital Work s

For the four years ending 30 June 2030

7. 2 .6 Statement of Human Resources

For the four years ending 30 June 2030

*Note: the Forecast 2025/26 FTEs are all positions in the organisational structure (including vacant roles) at the time of the budget preparation but the Forecast 2025/26 expenditure is the full year cost of all employees during the year

A summar y of human resources expenditure categorised according to the organisational structure of Council is included below :

A summar y of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below :

*Note: This table does not include capitalised FTEs 7. APPENDICES | APPENDIX 7.2: FINANCIAL STATEMENTS

7. 2 .7 Summar y of Planned Human Resources E xpenditure

For the four years ending 30 June 2030

7. 2 .7 Summar y of Planned Human Resources E xpenditure (cont ’d)

For the four years ending 30 June 2029

7. APPENDICES | APPENDIX 7.3: NOTES TO THE FINANCIAL STATEMENTS

7. 3 Notes to the Financial Statements

This sec tion presents detailed information on material components of the financial statements. Council needs to assess which components are material, considering the dollar amounts and nature of these components

7. 3.1 Comprehensive Income Statement

Rates and Charges

Rates and charges are required by the Ac t and the Regulations to be disclosed in council’s budget

As per the Local Government Act 2020, council is required to have a Revenue and Rating Plan which is a four year plan for how council will generate income to deliver the Council Plan, program and ser vices and capital work s commitments over a four-year period

In developing the Budget, rates and charges were identified as an impor tant source of revenue. Planning for future rate increases has therefore been an impor tant component of the financial planning process. T he Fair Go Rates System (FGRS) sets out the maximum amount councils may increase rates in a year. For 2026/27 the FGRS cap has been set at 2 75% . The cap applies to both general rates and municipal charges and is calculated on the basis of council’s average rates and charges

The level of required rates and charges has been considered in this contex t, with reference to council’s other sources of income and the planned expenditure on ser vices and work s to be under taken for the communit y

To achieve these objec tives while maintaining ser vice levels and a strong capital expenditure program, the total general rate and the municipal charge will increase by 2.75% in line with the rate cap to ensure the average increase in rates and charges doesn’t exceed the rate cap

Recreational and Cultural Rate Land is any rateable land which is within the Shire and eligible in accordance with the Cultural and Recreational Lands Act 1963

T he council sets rates for recreational lands based on the ser vices provided by Council in relation to such lands and the benefit to the communit y. T he 2026 -27 budget includes a 2 75% increase from the previous year

Council raises Revenue in lieu of rates from all elec tricit y generating facilities in the shire under the Electricit y Industr y Act 2000

7. 3.1 (a) The reconciliation of the total rates and charges to the Comprehensive Income Statement is as follows:

*Note: T hese items are subjec t to the rate cap established under the FGRS and do not exceed the 2026/27 rate cap of 2 75% despite the calculation shown. Please refer to table 7 3 1(l) on page 99 for more information

7. 3.1 Comprehensive Income Statement (cont ’d)

7. 3 1 (b) The rate in the dollar to be levied as general rates under sec tion 158 of the Ac t for each t ype or class of land compared with the previous financial year

T YPE OR CLASS OF LAND

7 3 1 (c) The estimated total amount to be raised by general rates in relation to each t ype or class of land and the estimated total amount to be raised by general rates compared with the previous financial year

T YPE OR CLASS OF LAND

7 3 1 (d) The number of assessments in relation to each t ype or class of land and the total number of assessments compared with the previous financial year

OR CLASS OF LAND

7 3 1 (e) The basis of valuation to be used is the Capital Improved Value (CIV )

7. 3 1 (f ) The estimated total value of each type of class of land, and the estimated total value of land, compared with the previous financial year

T YPE OR CLASS OF LAND

7. APPENDICES | APPENDIX 7.3: NOTES TO THE FINANCIAL STATEMENTS

7. 3.1 Comprehensive Income Statement (cont ’d)

7. 3 1 (g) The municipal charge under section 159 of the Act compared with the previous financial year PER RATEABLE PROPERT Y

7. 3.1 (h) The estimated total amount to be raised by municipal charges compared with the previous financial year

7. 3.1 (i) The rate or unit amount to be levied for each type of ser vice rate or charge under Section 162 of the Act compared with the previous financial year and detailed disclosure of the actual ser vice/s rendered for the amount levied

PER RATEABLE PROPERT Y T YPE

7. 3 1 ( j) The estimated total amount to be raised by each type of ser vice rate or charge, and the estimated total amount to be raised by ser vice rates and charges, compared with the previous financial year

7. 3 1 (k) The estimated total amount to be raised by all rates and charges compared with the previous financial year

T YPE OF CHARGE

Comprehensive Income

7. 3 1 (l) Fair Go Rates System Compliance

Nor thern Grampians Shire Council is required to comply with the State Government ’s Fair Go R ates System (FGRS). The table below details the budget assumptions consistent with the requirements of the Fair Go R ates System.

7. 3.1 (m) Any significant changes that may affect the estimated amounts to be raised by rates and charges

There are no k nown significant changes which may affect the estimated amounts to be raised by rates and charges. However, the total amount to be raised by rates and charges may be affected by :

• The mak ing of supplementar y valuations (2025/26: $51,520)

• The variation of returned levels of value (e.g. valuation appeals)

• Changes of use of land such that rateable land becomes non-rateable land and vice versa

• Changes of use of land such that residential land becomes business land and vice versa.

7.3.1 (n) Differential rates

Rates to be Levied

Council has a general rate, a commercial differential rate for commercial proper ties, a industrial differential rate for industrial proper ties, a farm land differential rate for eligible farm proper ties, and a concession rate for eligible rateable recreational proper ties The eligibility criteria for each categor y is detailed below The rate and amount of rates payable in relation to land in each categor y are as follows:

• a general rate of 0.4744% (0.4744 cents in the dollar of CIV ) for all rateable general proper ties

• a commercial rate of 0.6008% (0.6008 cents in the dollar of CIV ) for all rateable commercial proper ties

• a industrial rate of 0.6008% (0.6008 cents in the dollar of CIV ) for all rateable industrial proper ties

• a farm rate of 0.1629% (0.1629 cents in the dollar of CIV ) for all rateable farm proper ties

• a general rate of 0.4077% (0.4077 cents in the dollar of CIV ) for all rateable recreational proper ties

In the 2022/23 rating year, Council introduced a ‘floating differential’ model to reduce the impact of year on year rates variations caused by dispropor tionate valuation movements between the types of proper ties

For 2026/27, the total rates collected by Council will appor tioned as follows:

• general - 58.2%

• commercial/industrial - 9.3%

• farm - 32.5%

Each rate will be determined by multiplying the Capital Improved Value of each rateable land (categorised by the characteristics described below) by the relevant amounts indicated above

In accordance with the Local Government Legislation Amendment (Miscellaneous) Act 2012, Council has considered the Ministerial Guidelines with regards to the setting of differential rates and believes its differential rates to be consistent with the guidelines Council considers that the differential rates will contribute to the equitable and efficient carr ying out of council functions. Details of the objectives of the differential rate and the types of classes of land which are subject to the differential rate and the uses of the differential rate, are set out below

General Rate Land

Purpose and Objectives:

The objective of the General R ate is to ensure that Council has adequate funding to under take its strategic and statutor y ser vice provision and community ser vices obligations

Types and Classes:

General R ate Land means any rateable land which is not farm land, commercial, industrial or recreational and cultural land Council applies its general rate to all residential and non-farm land

Commercial Rate Land

Purpose and Objectives:

The objective of the Commercial differential rate is to ensure that all rateable land makes an equitable financial contribution to the cost of carr ying out the functions of Nor thern Grampians Shire Council

The differential recognises the impact that commercial land use places on Council infrastructure and seeks to achieve ver tical equity due to the tax deductible nature of rates on commercial proper ties Types and Classes:

Commercial land is any land which is used or adapted to be used primarily for business and/or administrative purposes

3.1 Comprehensive Income Statement (cont ’d)

Industrial Rate Land

Purpose and Objectives:

The objective of the Industrial differential rate is to ensure that all rateable land makes an equitable financial contribution to the cost of carr ying out the functions of Nor thern Grampians Shire Council

Types and Classes:

Industrial land is any land which is used primarily for or is capable of being used for industrial purposes, which includes manufacturing, processing, repairing and ser vicing

Farm Rate Land

Purpose and Objectives:

The purpose of the Farm Rate is to assist farmers who, unlike other businesses, require a large amount of land to generate their income. Farm profitability is affected by the vagaries of weather and international markets and agricultural producers are unable to pass on increases in costs like other businesses. In this sense farms are seen to be more susceptible or fragile than other commercial and industrial operations The farm land rate is only applied to genuine commercial farming operations as distinct from hobby or rural lifestyle proper ties

The objective of the farm land rate differential is to provide a more equitable rating system to ensure that these proper ties do not pay dispropor tionately higher rates due to the larger land component that they require

Types and Classes:

Farm Rate Land is any rateable land, which is all of the following:

• is two or more hectares in area;

• qualifies as a farm under the definition of Farm Land as prescribed in the Valuation of Land Act 1960;

• qualifies as a farm land in accordance with Council’s Rate Differential Policy

Farm land under the Act, means land that it is not less than 2

y fees and fines

hectares in area and is used primarily for grazing (including agistment), dair ying, pig farming, poultr y farming, fish farming, tree farming, bee keeping, viticulture, hor ticulture, fruit growing or the growing of crops of any kind or for any combination of those activities

In addition the Act clearly states that the proper ty must be used by a business that has a significant and commercial purpose or character and seeks to make a profit on a continuous or repetitive basis from its activities on the land, and that is making a profit from its activities on the land, or that has a reasonable prospect of making a profit from its activities on the land

Council’s Rate Differential Policy gives guidance to the community on what Council has determined are proper ties that are eligible for the farm land rate differential. In order for a proper ty to receive this rate it needs to be more than 150 hectares in land size or a proper ty of a commercial farming nature that meets the farming criteria within the policy

Council’s Differential Policy fur ther states that some farm land could not be used as a substantial commercial purpose on small holdings and specifies proper ty sizes for some types of farm activities

Recreation & Cultural Rate Land

Recreational and Cultural Rate Land is any rateable land which is within the Shire and eligible in accordance with the Cultural and Recreational Lands Act 1963

Provision is made to levy the rate for recreational lands at an amount that Council believes is reasonable having regard to the ser vices provided by Council in relation to such lands and having regard to the benefit to the community derived by such recreational lands

7. 3.1 Comprehensive Income Statement (cont ’d)

Grants

in respec t of the following: Summar

(a)    Operating Grants

(b)    Capital Grants

7. 3.1 Comprehensive Income Statement

3. 2 Balance Sheet

Borrowings

Amount borrowed as at 30 June of the prior year

Amount proposed to be borrowed

Amount projected to be redeemed (1,000)

Amount of borrowings as at 30 June

Amount (of opening balance) to be refinanced

7. APPENDICES | APPENDIX 7.3: NOTES TO THE FINANCIAL STATEMENTS

7. 3. 3 Capital Work s Program

T his sec tion presents a listing of the capital work s projec ts that will be under taken fo r the 2026/27 year, classsified by expenditure t ype and funding source

Summar y

3. 3 Capital Work s Program (cont

For the four years ending 30 June 2028, 2029 & 2030 7. 3.

3 Capital Work s Program (cont ’d)

Summar y of Planned Capital Work s E xpenditure

2027/28

2028/29

7. APPENDICES | APPENDIX 7.4: PERFORMANCE AND FINANCIAL INDICATORS

7.4.1 Per formance and Financial Indicators

Targeted per formance indicators - Council Selec ted

T he following table highlights Council’s current and projec ted per formance across eight targeted per formance indicators selec ted by Council from the range of prescribed per formance measures contained in the Local Government (Planning and Repor ting) Regulations 2020. T hese indicators provide a useful

INDICATOR MEASURE

Environment

Roads

The community satisfaction rating out of 100 with how Council has per formed on the condition of sealed local roads

Cost

Aquatic Facilities

The direct cost less any income received from providing aquatic facilities per visit

Community

Maternal & Child Health

The percentage of infants enrolled in the MCH ser vice

Librar y Ser vices

The number of librar y visits per head of population.

Aquatic Facilities

The

of visits to aquatic facilities per head of population.

Responsiveness

Waste

The number of kerbside collection bins missed per 10,000 scheduled kerbside collection bin lifts

Statutor y Planning

The median number of days taken between receipt of a planning application and a decision on the application.

Statutor y Planning

The percentage of planning application decisions subject to review by VCAT that were not set aside

Key to Forecast Trend:

+ Increase in Council’s overall targets

o Maintaining Council’s overall targets - Decrease in Council’s overall targets

Community satisfaction with sealed local roads

Community satisfaction rating out of 100 with how Council has per formed on the condition of sealed local road

Cost of aquatic facilities per visit

Direct cost of the aquatic facilities less income received / Number of visits to aquatic facilities

Infant enrolments in the MCH ser vice

Number of infants enrolled in the MCH ser vice / Number of bir th notifications received

Librar y visits per population

Number of librar y visit / Population

analysis of Council’s intentions and per formance and should be interpreted in the contex t of the organisation’s objec tives Results against these indicators and targets will be repor ted in Council’s Per formance Statement included in the Annual Repor t

Kerbside collection bins missed

Number of kerbside collection bins missed / Number of scheduled kerbside colelction bin lifts

Time taken to decide planning applications

The median number of days between receipt of a planning application and a decision on the application

Council planning decisions upheld at VCAT

Number of VCAT decisions in relation to a planning application that did not set aside council’s decision on the application / Number of VCAT decisions in relation to planning application

7. APPENDICES | APPENDIX 7.4: PERFORMANCE AND FINANCIAL INDICATORS

Per formance and Financial Indicators (cont ’d)

Targeted per formance indicators - Mandator y

T he following tables highlight Council’s current and projec ted per formance across a selec tion of targeted ser vice and financial per formance indicators. T hese indicators provide a useful analysis of Council’s intentions and per formance and should be interpreted in the contex t of the organisation’s objec tives

INDICATOR MEASURE

TARGETED SERVICE PERFORMANCE INDICATORS

Governance

Community engagement (council decisions made and implemented with community input)

Environment Roads (sealed local roads are maintained and renewed to ensure a safe network)

Responsiveness

Statutor y planning (Councils decide on planning applications and fulfill their legislative duties in a timely manner)

Environment

Waste management

(waste is minimised and ustainability is promoted)

Satisfaction with the oppor tunities offered by Council to be consulted on or engaged in Council decisions

Community satisfaction rating out of 100 with the consultation and engagement effor ts of Council

Sealed local roads below the inter vention level

Number of k ms of sealed local roads below the renewal inter vention level set by Council / Kms of sealed local roads

Planning applications decided within the relevant required time

Number of planning application decisions made within the relevant required time / Number of planning application decisions made

Kerbside collection waste to landfill per ser viced proper ty Waste in tonnage collected from kerbside waste collection ser vices sent to landfill / Number of ser viced proper ties

TARGETED FINANCIAL PERFORMANCE INDICATORS

Financial management

Liquidity (sufficient work ing capital and cash is

Financial forecasting

Asset renewal and upgrade (renewal and upgrade of assets is planned and delivered)

Financial management

Rates concentration

(revenue is

of sources)

Financial management

Expenditure and revenue level

(resources are used efficiently in the deliver y of ser vices)

Key to Forecast Trend:

+ Increase in Council’s overall targets

o Maintaining Council’s overall targets

- Decrease in Council’s overall targets

Asset renewal and upgrade compared to depreciation

Asset renewal and upgrade expenses / Asset depreciation

T he targeted per formance indicators below are the prescribed per formance indicators contained in Schedule 4 of the Local Government (Planning and Repor ting) Regulations 2020 Results against these indicators and targets will be repor ted in Council’s Per formance Statement included in the Annual Repor t

Expenses per proper ty assessment

expenses / no. of proper ty assessments

7. APPENDICES | APPENDIX 7.4: PERFORMANCE AND FINANCIAL INDICATORS

7.4.1 Financial Per formance Indicators (cont ’d)

Financial per formance indicators

T he following table highlights Council’s current and projec ted per formance across a range of key financial per formance indicators. T hese indicators provide a useful analysis of Council’s financial position and per formance and should be interpreted in the contex t of the organisation’s objec tives

INDICATOR MEASURE

Financial forecasting Indebtedness

(level of long term liabilities is appropriate to the size and nature of a Council's activities)

Loans and borrowings

(level of interest bearing loans and borrowings is appropriate to the size and nature of Council's activities)

Population (population is a key driver of a Council's ability to fund the deliver y of ser vices to the community)

Revenue and grants

(revenue is generated from a range of sources to fund the deliver y of ser vices to the community)

Non- current liabilities compared to

Loans and borrowings compared to own-source revenue Interest bearing loans and borrowings / own-source revenue

Loans and borrowings repayments compared to own-source revenue Interest and principal repayments on interest bearing loans and borrowings / own-source revenue

Expenses per head of population Total expenses/ Population

T he financial per formance indicators below are the prescribed financial per formance indicators contained in Par t 2 of Schedule 3 of the Local Government (Planning and Repor ting) Regulations 2020. Results against these indicators will be repor ted in Council’s Per formance Statement included in the Annual Repor t

Own-source revenue per head of population O wn source revenue / Population

Operating position (an adjusted underlying surplus is generated in the ordinar y course of business) Adjusted underlying surplus (or deficit)

Rates effor t (rating level is set based on the community's capacity to pay)

Expenditure and revenue level (resources are used efficiently in the deliver y of ser vices)

Rates collection (rates and charges are being responsibly collected)

Key to Forecast Trend:

Rates and charges debt

Unpaid rates and charges / all rates and charges

+ Forecasts improvement in Council’s financial per formance/financial position indicator

o Forecasts that Council’s financial per formance/financial position indicator will be steady - Forecasts deterioration in Council’s financial per formance/financial position indicator