Council Meeting - Agenda - 22 july 2026

minutes of the Ordinary Meeting of Council held on 24 June 2026, as circulated be taken as read and confirmed. 6.2 MINUTES 24 JUNE 2026 – CLOSED (CONFIDENTIAL) MEETING Minutes of the Closed (Confidential) meeting of Council held on 24 June 2026 be taken as an accurate record and confirmed. Recommended Motion:

minutes of the Closed (Confidential) Meeting of Council held on 24 June 2026, as circulated be taken as read and confirmed. 22 July 2026 6 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 7 DECLARATION OF CONFLICT OF INTEREST Pursuant to Division 2 – Conflict of Interest, of the Local Government Act 2020 general and material conflict of interest must be declared prior to debate on specific items within the agenda; or in writing to the Chief Executive Officer before the meeting. A Councillor who has declared a conflict of interest in respect of a matter must: a) Disclose the conflict of interest in the manner required by the Yarriambiack Shire Council Governance Rules (Chapter 5- Disclosure of Conflict of Interest at Council Meetings). b) Exclude themselves from the decision-making process in relation to that matter, including any discussion or votes on the matter at any Council meeting or delegated committee, and any action in relation to the matter. General conflict of interest is if a relevant person has an interest in a matter if an impartial, fair-minded person would consider that the person’s private interests could result in that person acting in a manner that is contrary to their public duty. a) Private interests mean any direct or indirect interest of a relevant person that does not derive from their public duty and does not include an interest that is only a matter of personal opinion or belief. b) Public duty means the responsibilities and obligations that a relevant person has to members of the public in their role as a relevant person. Material conflict of interest is if a relevant person has an interest in respect of a matter if an affected person would gain a benefit or suffer a loss depending on the outcome of the matter, a) The benefit or loss incurred may be directly or indirectly, OR b) In a pecuniary or non-pecuniary form. Councillors are also encouraged to declare circumstances where there may be a perceived conflict of interest. 7.1 CONFLICT OF INTEREST DECLARED Conflict Declared by Agenda Item Reason - Explanation 22 July 2026 7 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 8 BUSINESS ARISING 8.1 BUSINESS ARISING FROM PREVIOUS MINUTES As per ongoing and pending actions list, Item 8.2. 8.2 ONGOING AND PENDING ACTIONS Council Meeting Recommendation Action Action Taken 30 June 2025 Enter into an agreement with the Not yet commenced. Agreement to be Rupanyup Recreation Reserve outlining developed. Item 15.5

funds received from the NBN Tower rental must be utilised towards infrastructure upgrades and/or ground and building maintenance at the Rupanyup Recreation Reserve. 29 October 2025 Provide a report back to Council in 12 Report to be provided in October 2026. months’ time, outlining the progress of Item 15.8 sourcing alternative grants and/or revenue streams to fund the Automated Weather Station maintenance. Report due by 29 October 2026. 26 November 2025 Ensure that sanitary bins are available in Sanitary bin now available in Council’s public toilets, wherever female Warracknabeal male toilets. Item 14.3 disposal facilities exist. 10 December 2025 Land transfer of land, Wheatlands Hunt & Hunt Lawyers acting for both Agriculture Museum, to the parties. S173 Agreement, Gifting and Item 15.1 Warracknabeal and District Historical Land Transfer Agreement have been Society. fully executed. PEXA Client Authorisations have been signed. Next steps are recognition of charitable status and to lodge with Land Office to transfer titles and then register S173 Agreement to add conditions to title. 10 December 2025 Transfer of land, 40 Anderson Street This will occur once funding is secured Warracknabeal, to E2E Growth. to develop the site. Item 15.2 28 January 2026 Sell the former depot sites in Hopetoun Real Estate Agent engaged to known as: commence the sale process. Item 15.4 • 92 Cummings Street, Hopetoun Offer received for 74-76 Cummings (Lot 9 LP26623, Lot 10 LP26623, Street Hopetoun. and Lot 11 LP26623), comprising a total area of 3,036 square metres; and • 74-76 Cummings Street, Hopetoun (Lot 2 LP147375), comprising a total area of 1,543 square metres. 28 January 2026 Gift 2 Wood Street, Rupanyup to the Lawyer engaged to commence the Victorian State Emergency Servies process. Item 15.5 (VICSES). All Agreements executed and title has been transferred. Council is awaiting confirmation that the S173 Agreement has been registered on the Title. 27 May 2026 Enact the Licence between Yarriambiack CLOSED Shire Council and Murtoa Events Item 15.4 Licence fully executed by both parties. Incorporated for the use of the Shed located on the Old Kindergarten Site, located at 38-40 Marma Street, Murtoa. 22 July 2026 8 of 66 AGENDA – ORDINARY MEETING OF COUNCIL Council Meeting Recommendation Action Action Taken 27 May 2026 Enact the Lease between Yarriambiack CLOSED Shire Council and Warracknabeal District Item 15.5 Licence fully executed by both parties Historical Society Inc for the building and dated 27 May 2026. and land known as the Warracknabeal Historical Centre, 81 Scott Street, Warracknabeal, Vic 3393. 27 May 2026 Enact the Lease between Yarriambiack CLOSED Shire Council and Sheep Hills Mechanics Item 15.6 Lease has been fully executed by both Institute Inc for the building and land parties and dated 27 May 2026. known as Sheep Hills Hall, 463 Sheep Hills-Minyip Road, Sheep Hills, Vic 3392. 27 May 2026 Prepare a planning scheme amendment CLOSED documentation based on the Item 15.9 Lease has been fully executed by both recommendations outlined in Volume 1 parties and dated 27 May 2026. of the Yarriambiack Heritage Review. Additionally, seek Authorisation from the Minister for Planning to amend the Yarriambiack Planning Scheme to implement the Yarriambiack Heritage Review. 24 June 2026 Execute deed of variation of lease CLOSED between Yarriambiack Shire Council and Item 15.12 Deed of Variation has been fully NBN Co Limited for the land known as executed by Council dated 27 May Certificate of Title Volume 11192 Folio 2026 and returned to NBN for their 081, in Gibson Street, Rupanyup, Vic execution. 3388 22 July 2026 9 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 9 PETITIONS No petitions received. 10 MINISTERIAL AND GOVERNMENT CORRESPONDENCE TO COUNCILLORS ONLY Outgoing Date Recipient Details Nil. Incoming Date Sender Details 04/06/26 The Hon. Natalie Suleyman Letter approving substitute public holiday arrangements for MP Yarriambiack Shire in place of Melbourne Cup Day 2026. • Murtoa and district: o Tuesday 03 November 2026 is not a public holiday. o Friday 02 October 2026 is appointed as a full-day public holiday. • Warracknabeal and district: o Tuesday 03 November 2026 is not a full-day public holiday. o Thursday 08 October 2026 and Tuesday 3 November 2026 are appointed as half-day public holidays (from 12.00 pm). These arrangements align local public holidays with each township’s annual show days and have been formally declared under the Public Holidays Act 1993. 02/07/26 The Hon Kristy McBain MP Letter regarding proposed reforms to Australia’s disaster management system. 22 July 2026 10 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 11 SPECIAL COMMITTEES 11.1 AUDIT AND RISK COMMITTEE MEETING SCHEDULE The proposed scheduled meeting program is as follows for the next 12 months for the Audit and Risk Committee: Date Description 10 August 2026 Ordinary Meeting 21 September 2026 Special Financial Statements and Performance Report Meeting 09 November 2026 Ordinary Meeting 08 February 2027 Ordinary Meeting 10 May 2027 Ordinary Meeting 11.2 WOOMELNG RETIREMENT UNITS COMMUNITY ASSET COMMITTEE ANNUAL GENERAL MEETING The Woomelang Retirement Units Community Asset Committee Annual General Meeting was held on 24 June 2026. Confidential Attachment: Woomelang Retirement Units AGM Minutes - 24 June 2026 The attachments are confidential information for the purpose of section 3(1) of the Local Government Act 2020, specifically s3(1)(a), s3(1)(g). Recommended Motion

Minutes of the Woomelang Retirement Units Community Asset Committee Annual General Meeting held on 24 June 2026, circulated to Councillors on the 17 July 2026 be taken as read and confirmed. 22 July 2026 11 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 12 ACTIVITY REPORTS 12.1 MAYOR ACTIVITY REPORT Mayor Andrew McLean (July) Date Activity Location 25/06/26 Mayor, Councillor and CEO Roadshow Hopetoun 25/06/26 Mayor, Councillor and CEO Roadshow Hopetoun Meeting with West Wind Executives regarding 25/06/26 Warracknabeal Housing Update Session 2 of WJJWJ People Land Use Activity 30/06/26 Online Agreement 01/07/26 Meeting with Minister D'Ambrosio's Staff* Online Rotary Club of Warracknabeal's Change Over 01/07/26 Warracknabeal Dinner 03/07/26 Mayor, Deputy Mayor and Acting CEO Catch Up Online 07/07/26 AusAlert Overview Online Warracknabeal Probus Club 40th Anniversary 07/07/26 Warracknabeal Dinner 08/07/26 Council Forum Warracknabeal 08/07/26 Citizenship Ceremony Warracknabeal Wimmera Southern Mallee Council Alliance 09/07/26 Horsham Mayors Lunch Wimmera Southern Mallee Council Alliance 09/07/26 Horsham Meeting 14/07/26 Mayor, Councillor and CEO Roadshow Warracknabeal 17/07/26 MAV Regional Meeting Online 20/07/26 Resource Ready Presentation to One Nation* Warracknabeal 21/07/26 Qube Logistics Community Meeting Murtoa *Represent advocacy meetings 22 July 2026 12 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 12.2 COUNCILLOR ACTIVITY REPORTS Deputy Mayor Corinne Heintze – Dunmunkle Ward (July) Date Activity Location 26/06/26 WSMTG meeting Horsham 08/07/26 Council Forum Warracknabeal 08/07/26 Citizenship Ceremony Warracknabeal 17/07/26 Mayor, CEO and Deputy Mayor Catch Up Online 21/07/26 Qube Community Meeting Murtoa Cr Melinda Keel – Dunmunkle Ward (July) Date Activity Location Nil. Cr Chris Lehmann – Hopetoun Ward (July) Date Activity Location 08/07/26 Council Forum Warracknabeal Cr Karly Kirk – Warracknabeal Ward (July) Date Activity Location 03/07/26 Tourism Committee Discussion Warracknabeal 08/07/26 Council Forum Warracknabeal 14/07/26 Mayor, Councillor and CEO Roadshow Warracknabeal Cr Kylie Zanker – Warracknabeal Ward (July) Date Activity Location 07/07/26 WAG Meeting Warracknabeal 07/07/26 Street Scape Meeting Warracknabeal 08/07/26 Council Forum Warracknabeal 08/07/26 MAV Social Media Training Online 22 July 2026 13 of 66 AGENDA – ORDINARY MEETING OF COUNCIL Cr Kylie Zanker – Warracknabeal Ward (July) 14/07/26 Council Roadshow Warracknabeal 22 July 2026 14 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 12.3 CHIEF EXECUTIVE OFFICER ACTIVITY REPORT Tammy Smith (July) Date Activity Location 24/06/26 Attended the Annual General Meeting of the Woomelang Woomelang Retirement Units Community Asset Committee of Council 25/06/26 Mayor, Councillor and CEO Drop In Session – Budget Brim and Council Plan – Brim 25/06/26 Mayor, Councillor and CEO Drop In Session – Budget Hopetoun and Council Plan – Hopetoun 25/06/26 Meeting with West Wind Energy and Mayor to discuss Warracknabeal housing strategy 26/06/26 Meeting with Minyip business to discuss development Online 29/06/26 On Annual Leave – Tim Rose, Acting Chief Executive Officer during this – period. 10/07/26 14/07/26 Mayor, Councillor and CEO Presentation – Budget and Warracknabeal Council Plan – Warracknabeal 14/07/26 Information session on the WJJWJ People Land Use Online Activity Agreement for CEO’s and Executives 15/07/26 Restoration Working Group Meeting Online 16/07/26 Rural Councils Victoria Executive Meeting Online 16/07/26 Victoria Auditor General’s Office consultation with Rural Online Councils Victoria Rural Councils Victoria Election Advocacy and 16/07/26 Online Enterprise Bargaining Support 16/07/26 VLGA consultation regarding Councillor Training Online 17/07/26 Mayor, Deputy Mayor, CEO and Governance Support Online Officer Meeting 17/07/26 MAV Regional Meeting – Wimmera Southern Mallee Online Central Highlands Meeting 17/07/26 Woomelang Retirement Units Residents Meeting Woomelang 20/07/26 Meeting with Rikkie-Lee Tyrrell MP with Northwest Warracknabeal Councils* 21/07/26 Qube Logistics Community Meeting Murtoa Residents Murtoa *Represent advocacy meetings 22 July 2026 15 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 13 PUBLIC QUESTIONS Division 8 – Public Question Time (Yarriambiack Shire Council Governance Rules) Community Members (excluding Councillors) may submit a question to Council. Questions must be submitted in writing, stating the name and address of the person submitting the question, on an approved or permitted form by Council. Public Questions for Council – Yarriambiack Shire Council. Questions must be submitted 24 hours prior to a Council Meeting. The questions will be answered at a Council meeting by the Mayor (Chairperson), or if delegated by the Chairperson, the Chief Executive Officer, a Councillor or a nominated Officer. If questions are submitted less than 24 hours before the Council meeting, they will be answered at the meeting where possible, and if no answer can be given, then a written answer will be given to the person as soon as possible after the Council meeting. No person can submit more than two questions at any Council meeting (unless permitted by the Chair – Mayor). The question will not be allowed if: i. relates to a matter outside the duties, functions and powers of Council; ii. is defamatory, indecent, abusive, offensive, irrelevant, trivial or objectionable in language or substance; iii. deals with a subject matter already answered; iv. is aimed at embarrassing a Councillor or an Officer; v. relates to a personnel matter; or vi. contains or refers or relates to Confidential Information. Questions and answers must be as brief as possible, and no discussion is allowed other than for the purpose of clarification. The Name of Person and Question will be read out by either the Mayor or Chief Executive Officer, and the nominated Councillor / Officer is to respond. The party submitting the question need not physically attend the Council Meeting, however if they are not physically present at the part of the meeting allocated for public question time, the Mayor (Chairperson) may determine that a verbal answer will not be provided at the meeting and a written answer will instead be communicated after the meeting. 13.1 QUESTIONS SUBMITTED Name: Town: Question: Respondent: Response: 22 July 2026 16 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 14 COUNCILLOR REPORTS AND NOTICE OF MOTIONS 14.1 MAYORS REPORT The Resource Ready Strategy has continued to be a focus of advocacy for Yarriambiack Shire Council and the Northwest Councils who commissioned the strategy. I joined fellow Northwest Council representatives at a meeting with Minister D’Ambrosio’s advisor on 01 July to advocate for investment into our region and Shire if our local government areas have to host mining and renewable energy infrastructure. The Northwest Councils will be provided with the opportunity to present to Rikkie-Lee Tyrrell MP from Pauline Hansons One Nation Party on Monday 20 July. Advocacy will continue with a visit from Liberal Party members in September. Our advocacy remains strong, with Councillors continuing to promote our priority projects and housing initiatives. On 9 July, I attended the Wimmera Southern Mallee Councils Alliance Mayors and Chief Executive Officers meeting. Guest speakers highlighted the significant mental health challenges facing our region, including the urgent need for mental health beds in the Wimmera. Residents currently need to travel to Mildura or Ballarat to access inpatient psychiatric care. Greater investment is needed in both preventative and inpatient mental health services to improve support across the region. Council is also pleased to announce that the Hopetoun affordable home is now complete. Once the subdivision’s power supply is rectified, we look forward to handing the property over to Dunmunkle Lodge. In closing, l look forward to attending the Mallee Machinery Field Days on Thursday 06 August with our Chief Executive Officer. We encourage visitors to pop into our site to hear about the latest developments in our Shire. 22 July 2026 17 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 14.2 MUNICIPAL ASSOCIATION OF VICTORIA – DELEGATE QUARTERLY REPORT Presented by Mayor Andrew McLean Purpose The purpose of this report is to provide Council with a quarterly summary of the work of the Municipal Association of Victoria for the period of April to June 2026. Recommended Motion That Council: a) Notes the Municipal Association Victoria Delegates Report for the period of April to June 2026. DISC USSION 1. MAV Overview The Municipal Association of Victoria (MAV) is the peak body representing Victoria’s 79 local councils. It plays a central role in supporting, advocating for, and strengthening the local government sector across the state. MAV works to influence other levels of government, coordinate sector-wide priorities, and build council capability to respond to current and emerging challenges. 2. MAV Delegate Engagement The MAV Delegate Engagement Framework ensures delegates are equipped to represent their councils, participate in State Council, contribute to shaping MAV policy directions and have regard for the MAV protocols. In the April – June quarter the following delegate engagement events occurred to further support delegates in their role: • MAV May State Council • MAV Delegate Connect Session • MAV National General Assembly Session • ALGA National General Assembly State Council State Council is the MAV’s overarching governing body, comprising all appointed delegates from participating member councils. It meets twice each calendar year, bringing together delegates from member councils across metropolitan, regional and rural Victoria to debate and vote on motions that set the sector's collective advocacy and policy priorities. The May 2026 meeting was delivered against the backdrop of an upcoming November State Election, which heightened interest in a number of the motions before the forum. to form the policy direction of the MAV, which is set in alignment with the MAV Strategic Plan (2024-2027). The May State Council again demonstrated the strength of the sector when it united to advance shared priorities ahead of the 2026 State Election. This saw 170+ event attendees, 84 motions considered and 83 resolutions passed. State of the Sector, the MAV report on the May 2026 State Council, highlights key resolutions that shape the advocacy agenda for MAV on behalf of the sector. Many priorities raised at our May 2026 State Council directly align with the MAV’s The Future is Local 2026 State Election Campaign and its five key pillars: Connected Housing, Safe and Cohesive Communities, Safer Roads and Local Transport Connections, Energy Transition through Community Legacy Benefit Sharing, and Securing the Future of Local Government. 22 July 2026 18 of 66 AGENDA – ORDINARY MEETING OF COUNCIL These priorities, together with the resolutions of this State Council, provide a clear roadmap for the next State Government to partner with councils in delivering local solutions to statewide challenges. National General Assembly The MAV is continuing to strengthen how Victoria engages at the national level through ALGA and the National General Assembly, held from the 22nd – 26th June. This is about ensuring Victorian priorities are not only represented, but strategically aligned with our broader Federal advocacy platform, Make Good Happen. The alignment of motions, advocacy priorities and engagement activities, resulted in a more coordinated and influential Victorian voice nationally. Victoria is at the forefront of national conversations and that we as a state are already spearheading the conversations as a sector nationally. Of the submissions received and approved for ALGA Board debate, Victoria contributed: • 93 of 388 single motions, representing 24.0% of all single motions nationally. • 41 of 144 combined motions, representing 28.5% of all combined motions nationally. • 134 of 532 total motions, accounting for 25.2% of all motions nationally. Whilst in Canberra for the National General Assembly, Victorian Delegates also participated in MAV hosted events such as the MAVLab Welcome Delegation, 2026 National Coastal Advocacy Roundtable and Back your Neighbour Campaign. MAV Regional Meetings Regional Meetings will be held across the 10 MAV regions in July, bringing together Mayors, MAV Delegates and CEOs. These meetings provide a forum to strengthen regional collaboration, discuss shared challenges and priorities and coordinate advocacy positions, including the development of State Council motions. 3. MAV Advocacy Initiatives The Future Is Local: MAV 2026 State Election Campaign The Municipal Association of Victoria (MAV) has launched its 2026 State Election Campaign with a clear message to MPs and candidates: The future is local. The time is now. Victorian communities are facing rapid and complex change, and councils are on the frontline of both responding now and preparing for the future. They are first responders in times of crisis; and they are long-term partners in community recovery, resilience, and innovation. Communities are feeling the pressure of climate impacts, rising costs, digital disruption and demographic shifts. And when these pressures intensify, people turn to their local council. Councils are the level of government they experience every day, through footpaths, libraries, maternal and child health services, open spaces, planning decisions, and community programs. The future is local. The time is now. All 79 Victorian councils have come together to identify the five statewide priorities communities say matter most: • Growing Futures: Connected Housing • Local Futures: Safe and Cohesive Communities • Productive Futures: Safer Roads and Local Transport Connections • Regenerative Futures: Community Legacy Benefit Sharing • Transformative Futures: Securing the Future of Local Government. 22 July 2026 19 of 66 AGENDA – ORDINARY MEETING OF COUNCIL These priorities form a blueprint for a stronger, fairer, and more resilient Victoria. Councils are ready to work with the next State Government to deliver local solutions to global challenges. Sector Submissions The MAV advocates on behalf of the local government sector by participating in consultations and contributing to strategy development, discussion papers and proposed changes to legislation. In the April to June Quarter the MAV represented the views of the local government sector via the following sector submissions: • Productivity Commission Inquiry into Housing Supply Regulation • National Disability Insurance Scheme Amendment (Securing the NDIS for Future Generations) Bill 2026 • Inquiry into Racism, Hate and Violence directed at Aboriginal and Torres Strait Islander People • Inquiry into anti-LGBTIQA+ Hate Crimes in Victoria • Parliamentary Inquiry into the 2026 Summer Fires across Victoria 4. Measuring MAV Progress and Performance Strategic Plan Implementation MAV’s work is framed by its strategic plan Shaping Our Future (2024–2027), which identifies ten key strategic directions reflecting what matters most to Victorian communities. The plan focuses on enabling councils to create sustainable, resilient futures through evidence based research, strong collaboration, and -sector wide- leadership. It reflects the MAV’s commitment to lead and strengthen councils as they navigate emerging challenges and seize opportunities to shape the future for generations to come. To measure progress, MAV supports transparent reporting on strategic actions, 95% of which are either completed or underway with an 84% confidence level for completion at the end of financial year and 16% carry over into 2026/27. Progress of State Council Motions The MAV has introduced the State Council Resolution Dashboard which has been developed to strengthen MAV’s monitoring and reporting of the implementation of State Council resolutions. The Dashboard provides councils with clear visibility of which resolutions have been actioned and which are currently in progress. This dashboard improves visibility of the status of the 144 State Council motions, 50% of which are currently completed and 50% in progress. Motions from the 29 May 2026 State Council will be included in the Dashboard from July with progress updated quarterly. LEGISLATIVE AND POLICY CONTEXT This report supports the Yarriambiack Shire Council’s Council Plan 2025 – 2029 strategic direction and objective of: • A Council that serves its Community – Advocate for our community, on matters that are important to the entire municipal district. OVERARCHING GOVERNANCE PRINCIPLES This Council report has been prepared in accordance with, and to give effect to, the overarching governance principles articulated in section 9 of the Local Government Act 2020, to the extent practicable. 22 July 2026 20 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 15 REPORTS FOR DECISION 15.1 DECLARATION OF 2026/2027 RATES AND CHARGES Prepared by Chantelle Pitt, Revenue Coordinator SUMMARY The 2026/27 Council Budget was adopted at the Council Meeting on 24 June 2026, which included the amount Council intended to raise by rates and charges for 2026/27. Council is now presented with the declaration of rates and charges for adoption. Recommended Motion: That Council pursuant to the Local Government Act 2020 and the Local Government Act 1989: 1. Declare the rates, municipal charge and annual service charges for the 2026/27 financial year as follows: a) That an amount of $16,223,542 be declared as the amount which Council intends to raise by general rates, municipal charge, annual service charges and Payments in lieu of rates, which the amount is calculated as follows: General Rates $12,967,029 Municipal Charge $453,106 Kerbside Waste Collection $2,302,926 Payments in lieu of rates $500,481 Total $16,223,542 b) A general rate of 0.003097 cents in the dollar of the Capital Improved Value be declared for the period 01 July 2026 to 30 June 2027. c) A farm differential rate of 0.001801 cents in the dollar of the Capital Improved Value be declared for the period 01 July 2026 to 30 June 2027. d) A municipal charge of $88.98 per assessment be declared for the period 01 July 2026 to 30 June 2027. e) Annual services charges be declared for the period 01 July 2026 to 30 June 2027 as follows: 80L Waste & Recycling & Glass - Residential $517.22 120L Waste & Recycling & Glass - Residential $598.86 240L Waste & Recycling & Glass - Residential $875.11 120L Waste & Recycling & Glass - Commercial $816.63 240L Waste & Recycling & Glass - Commercial $1,193.33 80L Waste & Recycling & Glass - Rural $517.22 120L Waste & Recycling & Glass - Rural $598.86 240L Waste & Recycling & Glass - Rural $875.11 120L Commercial Garbage Service $398.07 240L Commercial Garbage Service $774.77 80L Rural Garbage Service $210.28 120L Rural Garbage Service $291.92 240L Rural Garbage Service $568.16 80L Residential Garbage Service $210.28 120L Residential Garbage Service $291.92 240L Residential Garbage Service $568.16 Commercial Kerbside Recycling $279.03 Residential Kerbside Recycling $204.62 Rural Kerbside Recycling $204.62 Glass Recycling Collection - Residential $102.32 Glass Recycling Collection - Rural $102.32 Glass Recycling Collection - Commercial $139.53 22 July 2026 21 of 66 AGENDA – ORDINARY MEETING OF COUNCIL f) That Council adopts the return of the revaluation of properties within the Yarriambiack Shire as at 01 January 2026 from the Valuer General Victoria. g) That interest at the rate prescribed in the Local Government Act 1989 be payable in respect of any of the aforesaid rates and charges which are not paid by the dates prescribed in the Local Government Act 1989. h) That the Chief Executive Officer be authorised to levy and recover the aforesaid general rates, annual service charges and municipal charge. AT TACHMENTS Nil. DISCUSSION The adopted 2026/27 Council Budget provides an increase in general rate revenue of 2.75% for the 2026/27 year. The rate cap has been set at 2.75% by the Minister for Local Gov ernment. Council intends to raise $16,223,542 which includes rates ($12,967,029), municipal charge ($453,106), service charges ($2,302,926) and Payments in lieu of rates ($ 500,481). The council believes differential rates contribute to the equitable and efficient distribution of the rate burden to ratepayers. The differential rate ratios are as follows: a) General Land (100% of the general rate in the dollar) b) Farm Land (58% of the general rate in the dollar) The rates in the dollar to be applied for the 2026/27 year are as follows: Type cents/$CIV General Land 0.3097 Farm Land 0.1801 The municipal charge will increase from $86.60 to $88.98 per rateable assessment for the 2026/27 year. A person may apply to Council for an exemption from the payment of a municipal charge on rateable land in accordance with Section 159(3) of the Local Government Act 1989. Annual service charges for the collection and disposal of refuse and recycling will increase by 10.00%. A waste service charge, a recycling service charge and a glass recycling charge will be made on all improved properties within Council, excluding commercial and rural properties where such services are provided only upon request. Interest will be charged at the rate prescribed by Section 172(2)(a) of the Local Government Act 1989 to rates and charges which are not paid by the dates fixed by the Minister pursuant to Section 167(2) of the Local Government Act 1989. Council will treat all valid pensioner rebate applications applicable for the 2025/26 financial year as continuing applications for the 2026/27 financial year, subject to applicable certification by the Department of Families, Fairness and Housing and Services Australia. Other rebates and concessions (subject to further resolution by Council) are as follows: 1. The rate reduction for new housing developments, in accordance with the Yarriambiack Shire Council’s Debt Management, Relief and Hardship Policy. 2. Interest will be waived for employees using payroll deductions for the payment of rates. This is in accordance with the Yarriambiack Shire Council Enterprise Agreement No. 10 – 2024. RELEVANT LAW Local Government Act 2020 22 July 2026 22 of 66 AGENDA – ORDINARY MEETING OF COUNCIL c) Section 94 – the Budget Local Government Act 1989 d) Section 159 - Municipal charge e) Section 172 - Council may charge interest on unpaid rates and charges f) Section 167 - Payment of rates and charges COUNCIL PLANS AND POLICIES Council Plan 2025 – 2029 Priorities Strategic Objectives A Council that serves its Community • Undertake robust and transparent planning and risk management to ensure our organisation is sustainable now and into the future. • Embed good governance practices into all decision making. Policies, Procedures, Guidelines, Plans, Strategies and Frameworks Policy Debt Management, Relief and Hardship Policy Plan Revenue and Rating Plan Long Term Financial Plan Other Yarriambiack Shire Council Consolidated Enterprise Agreement Number Ten (10) 2024 - Clause 10.9 Payroll Deductions OVERARCHING GOVERNANCE PRINCIPLES This Council report has been prepared in accordance with, and to give effect to, the overarching governance principles articulated in section 9 of the Local Government Act 2020, to the extent practicable. RELATED COUNCIL DECISIONS Yarriambiack Shire Council Ordinary Meeting of Council Minutes 24 June 2026. 15.1 Adoption of the 2026/27 Budget 1. That in accordance with Section 94 of the Local Government Act 2020 (the Act) the 2026-27 Budget as tabled and attached to this report be adopted. OPTIONS Not applicable. SUSTAINABILITY IMPLICATIONS Economic Economic issues have been taken into account during the budget process. The rates and charges to be levied have been calculated in compliance with the Financial State Government’s Fair Go Rates system, with the rate cap having been set at 2.75% by the Minister for Local Government. COMMUNITY ENGAGEMENT The proposed Budget 2026/27 was made available for community feedback in accordance with Council’s Community Engagement Policy and Procedure. The engagement process comprised of media information across print, social media, and was placed on Council’s website. The community engagement process was also supported by in person community consultation forums across the Shire. Feedback was invited from 14 May 2026 to 11 June 2026. GENDER IMPACT ASSESSMENT Not required for this report. 22 July 2026 23 of 66 AGENDA – ORDINARY MEETING OF COUNCIL RISK Utilising the Risk Management Framework the following assessment has been made: Strategic Risk Description and Action to Mitigate/Reduce Risk Does Action Residual Risk Level maintain or reduce Residual Risk Level Corporate Governance, External Audit Program - Crowe appointed by Maintains Residual Risk Compliance and Liability Risk - VAGO as external auditor. Level Residual Risk Level Low Financial Risk - Residual Risk Financial Systems and Reports – Best of Breed Maintains Residual Risk Level Medium System implemented to provide greater Level financial compliance and monitoring. Financial Reports developed and dashboards for greater compliance monitoring. Strategy Execution and Change Community Consultation and Council Plan - Maintains Residual Risk Management Risk - Residual Risk Council Plan being built on Community Level Level Medium expectations and legislative governance requirements. Reporting to Council and Audit and Risk Committee - Financial and Non- Financial Performance Reporting, KPI progress on Council Plan. REGIONAL, STATE AND NATIONAL PLANS AND POLICIES Not applicable. CONFLICTS OF INTEREST All officers involved in the preparation of this report have declared that they do not have a conflict of interest in the subject matter of this report. 22 July 2026 24 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 15.2 COUNCIL PLAN AMENDMENTS, YEAR 1 ACTION PLAN CLOSE OUT AND ADOPTION OF YEAR 2 ACTION PLAN Prepared by Tammy Smith, Chief Executive Officer SUMMARY Council must adopt and prepare a Council Plan for the period of at least the next four financial years after a general election. Council must also prepare a Community Vision with an outlook of at least the next 10 years. The Council Plan 2025 – 2029 was adopted on 30 June 2025 and incorporates the Municipal Health and Wellbeing Plan. This report provides an update on the recommended change to the Council Plan, presents the final report for the Year 1 Action Plan, and recommends that Councillors adopt the Year 2 Action Plan. Recommended Motion: That Council: a) Adopt the update to the Council Plan 2025-2029 as attached to this report, and rescind the version adopted on 30 June 2025; b) Adopt the Council Plan Year 1 Actions 2025-2029 Close Out Report as attached to this report; and c) Adopt the Council Plan Year 2 Actions 2025-2029 as attached to this report. ATTACHMENTS Attachment: Council Plan 2025-2029 (update 23.6.26) Attachment: Year 1 Actions - Council Plan - Quarter 4 - Close Out Report A ttachment: Year 2 Actions - Council Plan A ttachment: Submission (1) DISCUSSION 1. Background The Council Plan 2025–2029 is a comprehensive strategic document that integrates the Community Vision, and the Municipal Public Health and Wellbeing Plan, whilst also reflecting on the Long-Term Financial Plan, and the Community Engagement Policy and Procedure. This plan was formally adopted by Council on 30 June 2025, following an extensive and inclusive community consultation process conducted in accordance with Council’s Community Engagement Policy and Procedure. This process ensured that the voices and perspectives of residents, stakeholders, and community groups were actively considered in shaping the future direction of the Shire. The Council Plan sets out four overarching strategic objectives that will guide Council’s decision-making, resource allocation, and service delivery over the next four years. These objectives reflect Council’s commitment to fostering a resilient, healthy, and connected community, promoting sustainable economic growth, protecting the natural environment, and upholding principles of good governance. Each action within the Council Plan has been carefully developed to align with these strategic objectives. The actions were developed through community consultation, ensuring that they are responsive to local needs and aspirations, and that Council remains accountable and transparent in its operations. 2. Council Plan Amendments Following consultation with Councillors, a minor administrative amendment is proposed for page 22 of the Council Plan. The word ‘Fund’ has been replaced with ‘Champion’, as Melbourne University is now undertaking the project and Council is no longer required to contribute to the research. 22 July 2026 25 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 3. Council Plan 2025-2029 Year 1 Actions Close Out Report The final Quarter 4 close-out report for the Year 1 Actions is attached. Council has made significant progress in completing the identified actions, with some continuing into Year 2. 4. Council Plan 2025-2029 Year 2 Actions for Adoption The Year 2 Actions have been compiled in consultation with the Councillors and the Leadership Team and are based on the strategic objectives identified in the Council Plan. The document has undertaken community consultation and is now presented to Councillors for adoption. RELEVANT LAW The obligation for Council to prepare and maintain a Council Plan, a 10-year Community Vision, and a 10-year Long Term Financial Plan is set out in Part 4, Division 1 – Strategic Planning and Division 4 - Financial Management of the Local Government Act 2020. These provisions ensure that Council’s planning and financial management processes are transparent, forward-looking, and responsive to community needs. Additionally, Council is required to develop and implement a Public Health and Wellbeing Plan, as mandated by the Public Health and Wellbeing Act 2008. This requirement reflects the importance of promoting and protecting the health and wellbeing of the community through strategic planning and coordinated action. Together, these legislative frameworks provide the foundation for Council’s long-term vision, strategic priorities, and commitment to the health, wellbeing, and prosperity of the Yarriambiack Shire community. COUNCIL PLANS AND POLICIES The Council Plan serves as the principal strategic framework for Council, establishing the key objectives and priorities that will guide Council’s direction over the four-year term. These strategic objectives provide the foundation for the development of all other plans, policies, services, and activities, ensuring that every initiative undertaken is aligned with the broader vision and goals of the Shire. OVERARCHING GOVERNANCE PRINCIPLES This Council report has been prepared in accordance with, and to give effect to, the overarching governance principles articulated in section 9 of the Local Government Act 2020, to the extent practicable. RELATED COUNCIL DECISIONS On 30 June 2025, Council adopted the Council Plan 2025-2029. • 30 June 2025 – Ordinary Council Meeting Minutes – Item 15.1 Council Plan 2025- 2029 • 29 October 2025 – Ordinary Council Meeting Minutes – Item 15.3 Council Plan 2025-2029 Year 1 Actions – Quarter 1 • 28 January 2026 – Ordinary Council Meeting Minutes – Item 15.3 Council Plan 2025-2029 Year 1 Actions – Quarter 2 • 22 April 2026 – Ordinary Council Meeting Minutes – Item 15.11 Council Plan 2025- 2029 Year 1 Actions – Quarter 3 OPTIONS Councillors could choose to continue to revise the Council Plan actions and strategic priorities. SUSTAINABILITY IMPLICATIONS The Council Plan is the overarching strategic document guiding the operations and future direction of Council over its four-year term. It establishes clear priorities for Council and outlines how these priorities will be resourced, both financially and through staff 22 July 2026 26 of 66 AGENDA – ORDINARY MEETING OF COUNCIL allocation. The Plan also incorporates measurable indicators to track progress and ensure accountability in achieving its objectives. Central to the Council Plan are objectives focused on driving economic growth through diversification, enhancing environmental sustainability by implementing measures to reduce emissions and improve waste recovery, and delivering community wellbeing services that are vital to the health of our townships. Furthermore, the Plan emphasises the importance of robust governance, ensuring that Council consistently serves the community with transparency, integrity, and responsiveness across all areas of its operations. COMMUNITY ENGAGEMENT Council undertook a comprehensive community consultation process to inform the development of the Council Plan. Engagement activities included a series of community sessions held across multiple townships, with both day and evening meetings to ensure broad participation. Hard copy surveys were distributed at these sessions and made available at Yarriambiack Libraries branches, while the survey was also accessible online, resulting in 229 responses that were carefully collated and considered. To further encourage dialogue and gather feedback, Councillors hosted ‘Coffee with a Councillor’ sessions in eleven townships throughout the municipality. These informal gatherings provided residents with the opportunity to discuss local priorities and share their perspectives directly with Council representatives. Additionally, Council organised a Budget and Council Plan Roadshow servicing eleven townships across the Shire, offering residents the chance to provide in-person feedback on both the draft Budget and the Council Plan. The draft Council Plan was also placed on public exhibition, from 03 June 2025 to 29 June 2025, inviting further community input and ensuring transparency throughout the planning process. This extensive engagement ensured that the Council Plan reflects the diverse needs and aspirations of the Yarriambiack Shire community, and demonstrates Council’s commitment to open, inclusive, and responsive governance. No public comments or submissions were received regarding the revision of the Council Plan. Following this period of public exhibition and consultation, the revised plan was formally adopted by Council on 30 June 2025. The Year 2 Action Plan was developed, and community engagement has occurred in accordance with Councils Community Engagement Policy and Procedure. The consultation period was open for 28 days, closing on 30 June 2026. One submission was received which contained the following feedback: “From my perspective as a Murtoa resident, Council needs to be ready to capture future industrial growth opportunities associated with the introduction of QUBE to the region. This represents a significant opportunity that Yarriambiack Shire has not seen for many years. I believe this plan should more clearly acknowledge the potential for industrial growth and be honest with the community about the opportunities this investment may bring. Murtoa is well positioned to benefit from this growth, and Council should ensure appropriate planning is undertaken now so the Shire is prepared to support and attract future industry investment.” Council acknowledges the significant economic development and industrial growth opportunities that may arise from major future investment in the region, including investment associated with the QUBE terminal development. The draft Structure plans for Murtoa, Warracknabeal and Hopetoun all identify each town has a suitable amount of industrially zoned land for the short term but recommends Council monitors this into the medium to longer term. The Council Plan makes commitments to support economic development and investment, undertake strategic township and land-use planning, and advocate for the infrastructure, housing and workforce requirements needed to attract and support future industry growth. Council recognises the importance of being prepared to capture emerging opportunities across the Shire, including within Murtoa, and will 22 July 2026 27 of 66 AGENDA – ORDINARY MEETING OF COUNCIL continue to support planning initiatives that enable sustainable future investment and employment outcomes. GENDER IMPACT ASSESSMENT A gender impact assessment is not required for this report. RISK Utilising the Risk Management Framework the following assessment has been made: Strategic Risk Description and Action to Mitigate/Reduce Risk Does Action Residual Risk Level maintain or reduce Residual Risk Level Corporate Governance, Progress on Council Plan actions is reported Maintains Residual Risk Compliance and Liability Risk - quarterly in alignment with Council’s Level Residual Risk Level Low Performance Management Framework. In addition, the Mayor provides an annual report on the achievement of these objectives, as required under the Local Government Act 2020. This approach ensures ongoing transparency and accountability in tracking Council’s strategic priorities and outcomes. Strategy Execution and Change Operational resources, including dedicated staff Maintains Residual Risk Management Risk - Residual Risk and financial allocations, are assigned to Level Level Medium support the achievement of Council Plan objectives. This ensures that each strategic priority is adequately resourced, enabling effective implementation and delivery of Council’s commitments to the community. Reputational Risk - Residual Risk Quarterly reporting on Council Plan objectives Maintains Residual Risk Level Low and actions tracks progress and communicates Level updates to the community. In addition, it ensures accountability and transparency. REGIONAL, STATE AND NATIONAL PLANS AND POLICIES The Council Plan relies on a number of regional and state plans and policies including: • Wimmera Mallee Destination Management Plan • Victorian Government Active Recreation Strategy • Victorian Government Recycling Victoria • Regional Development Economic Development Strategies • State Government Public Health and Wellbeing Plan 2023-2027 CONFLICTS OF INTEREST All officers involved in the preparation of this report have declared that they do not have a conflict of interest in the subject matter of this report. 22 July 2026 28 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 15.3 PERFORMANCE REPORTING FRAMEWORK REVISION Prepared by Tammy Smith, Chief Executive Officer SUMMARY The Local Government (Planning and Reporting) Regulations 2020 outlines that Councils via the Governance and Management Checklist in the Report of Operations, must maintain a Performance Reporting Framework. Council’s framework includes financial and non-financial performance indicators aligned with its adopted Risk Appetite. Leadership Team, in consultation with the Audit and Risk Committee, has reviewed the Risk Management Manual and Risk Appetite Statement. As a result, the Risk Appetite Statement has been updated, and the financial and non-financial performance indicators have been revised. The updated Performance Reporting Framework sets out Council’s reporting requirements for the Leadership Team, Audit and Risk Committee, and Councillors. These reporting arrangements support compliance and promote transparency for all parties. Recommended Motion: That Council: a) Revoke the prior version of the Yarriambiack Shire Council Performance Reporting Framework as adopted on 22 May 2024; and b) Adopt the revised Yarriambiack Shire Council Performance Reporting Framework as attached to this report. ATTACHMENTS Attachment: Performance Reporting Framework DISCUSSION The Performance Reporting Framework outlines the legislative context within which Council operates, including the reporting timelines and the documentation required to be presented to Council in order to meet statutory obligations and internal governance requirements. The Framework has undergone a comprehensive review and update. This includes: • The incorporation of the Council Plan 2025–2029 strategic priorities; • Clarification of how Council develops and reports on the annual budget to the community; • Revisions to the planning and reporting regulatory document checklist; • Updated management exception reporting; and • The inclusion of customer request management reporting. The update also removes the non-financial performance indicators, which are now only captured within the Risk Management Manual. To reduce duplication and improve consistency across documents, the Framework now includes references to the Risk Management Manual and the Risk Appetite Statement, opposed to duplicating information across documents. RELEVANT LAW • Local Government Act 2020 • Local Government Planning and Reporting Regulation 2020 22 July 2026 29 of 66 AGENDA – ORDINARY MEETING OF COUNCIL COUNCIL PLANS AND POLICIES Council Plan 2025 – 2029 Priorities Strategic Objectives A Council that serves its Community • Undertake robust and transparent planning and risk management to ensure our organisation is sustainable now and into the future. • Embed good governance practices into all decision making. • Build trust through engaging with our community, delivering quality services and outcomes. • Consider a broad base of evidence before making decisions, ensuring value for money and responsive, innovative services and solutions are provided. Policies, Procedures, Guidelines, Plans, Strategies and Frameworks Policy Risk Management Manual Framework Budget Framework and Guidelines Manual Other Risk Appetite OVERARCHING GOVERNANCE PRINCIPLES This Council report has been prepared in accordance with, and to give effect to, the overarching governance principles articulated in section 9 of the Local Government Act 2020, to the extent practicable. RELATED COUNCIL DECISIONS • 28 September 2022 – Ordinary Council Meeting Minutes - Item 14.1 Performance Reporting Framework • 22 May 2024 – Ordinary Council Meeting Minutes - Item 15.6 Performance Reporting Framework OPTIONS This report presents Council with a revised Performance Reporting Framework, which sets out when performance reports are to be provided to the Leadership Team, Council, and the Audit and Risk Committee. The Framework strengthens governance and oversight and supports transparent decision-making. Councillors may choose to propose further additions or amendments to the Performance Reporting Framework. SUSTAINABILITY IMPLICATIONS Yarriambiack Shire Council is heavily reliant on operational and capital grants as a source of revenue funding. This poses a significant financial risk to Council. Financial The reduction in the rate cap decreases Councils’ ability to raise source revenue. Meaningful financial reporting is vital to undertake effective financial governance management. COMMUNITY ENGAGEMENT Engagement has not been undertaken to develop the Performance Reporting Framework. However, consultation with the Audit and Risk Committee has occurred. In accordance with section 9 of the Local Government Act 2020, Council must in the performance of its role give effect to the overarching governance principles. The financial and non-financial performance indicators are utilised as a tool for decision making to achieve good governance. GENDER IMPACT ASSESSMENT A gender impact assessment is not required for this report. 22 July 2026 30 of 66 AGENDA – ORDINARY MEETING OF COUNCIL RISK Utilising the Risk Management Framework the following assessment has been made: Strategic Risk Description and Action to Mitigate/Reduce Risk Does Action Residual Risk Level maintain or reduce Residual Risk Level Corporate Governance, Quarterly exception management reporting to Maintains Residual Risk Compliance and Liability Risk - Council Forum and the Audit and Risk Level Residual Risk Level Low Committee covers legislative compliance, supporting oversight of activities that may affect Council’s strategic risk levels. Reports should be provided as exception-based summaries highlighting key risks and challenges for Councillors and the Committee. Financial Risk - Residual Risk The quarterly Financial and Non-Financial Maintains Residual Risk Level Medium Performance Report included in the Level Performance Reporting Framework includes budget compared to actuals reporting, which enables management, Audit and Risk Committee and Councillors to monitor the financial performance of Council and assess and address risks as they arise. Program and Project Risk - The quarterly Financial and Non-Financial Maintains Residual Risk Residual Risk Level Medium Performance Report incorporates detailed Level project reporting to Council Forum, providing enhanced oversight on the performance of projects. Strategy Execution and Change The quarterly Council Plan actions update Maintains Residual Risk Management Risk - Residual Risk enables Council to monitor its strategy Level Level Medium execution and assess its performance against its Council Plan actions. REGIONAL, STATE AND NATIONAL PLANS AND POLICIES Not applicable. CONFLICTS OF INTEREST All officers involved in the preparation of this report have declared that they do not have a conflict of interest in the subject matter of this report. 22 July 2026 31 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 15.4 RISK MANAGEMENT MANUAL Prepared by Monique Metlika, Governance Support Officer SUMMARY Council’s Risk Management Manual provides a structured framework for identifying, managing and monitoring risks across the organisation. It supports informed decision- making, strengthens governance and accountability, and aligns risk management practices with the Council Plan, with oversight by Councillors, management, and the Audit and Risk Committee. Following an extensive review and update of Council’s Risk Register, the Risk Management Manual has been thoroughly reviewed to ensure it remains current, accurate and aligned with Council’s risk management framework. This report seeks Council’s endorsement to adopt the revised Manual. Recommended Motion: That Council: a) Rescind the Risk Management Manual adopted on 22 May 2024; and b) Adopt the Risk Management Manual as attached to this report. ATTA CHMENTS Attachment: Risk Management Manual DISCUSSION Background Schedule 1 of the Local Government (Planning and Reporting) Regulations 2020 (Regulations) requires Council to have a risk policy in place that outlines its commitment and approach to minimising risks to Council operations. It also requires Council to m aintain a risk management framework that sets out its approach to identifying, managing and monitoring risks across the organisation. Council’s Risk Management Manual provides a structured and consistent framework for identifying, assessing, managing and monitoring risks across the organisation. By integrating the Risk Management Strategy, Policy, Framework and Guidelines into one document, the Manual supports sound governance, informed decision-making and clear accountability across Council. It outlines key roles and responsibilities, promotes ongoing oversight through reporting, internal controls, audit activity and fraud prevention measures, and reinforces risk management as a shared responsibility essential to effective service delivery, financial sustainability, continuous improvement and maintaining community trust. The Risk Management Manual, which incorporates Council’s risk appetite, together with the Performance Reporting Framework and Council’s Risk Register maintained in RelianSys, collectively form the Risk Management Framework required under the Regulations. Risk Register Update and Enhancement As part of Council’s broader governance and assurance improvement program, a comprehensive review, restoration and assurance mapping project was undertaken in late 2025. This project included a detailed review and restructure of Council’s Risk Register to improve clarity, consistency and alignment with Council’s strategic and operational objectives. It also established an assurance mapping process to identify the key controls, oversight mechanisms and reporting processes in place across identified risk areas. This work is important to effective governance as it strengthens visibility of Council’s risk environment, supports informed decision-making, reduces duplication and potential gaps in assurance activities, and provides a clearer basis for monitoring whether risks are 22 July 2026 32 of 66 AGENDA – ORDINARY MEETING OF COUNCIL being appropriately managed. The updated approach was presented to the Audit and Risk Committee, which commended the overall structure and establishment of the framework. Risk Management Manual Revision Building on the Risk Register review and enhancement work outlined above, the Risk Management Manual (the Manual) was comprehensively reviewed to ensure it accurately reflects Council’s revised Risk Register structure, functionality and intended use. The review resulted in the following key amendments: • Insertion of a new section 1 - Purpose, to clearly articulate the intent and application of the Manual; • Clarification of section - Roles and Responsibilities, to improve understanding of accountabilities across Council; • Minor wording amendments and additions throughout the Manual to improve clarity, consistency and readability; • Alignment of section 5 with section 53 of the Local Government Act 2020 and the Audit and Risk Committee Charter; • Inclusion of guidance in section 6 confirming that administrative reviews do not require Council endorsement, except where a proposed update may materially alter the intent of the policy; • Addition of further definitions in section 8 to support transparency and consistent interpretation; • Stronger alignment with Council’s obligation to give effect to the overarching governance principles and supporting principles under the Local Government Act 2020; • Update of Council’s Community Vision to reflect the current Council Plan; • Revision of section 12.2 to accurately reflect Council’s key risk areas, including alignment with RelianSys and the Municipal Association of Victoria insurance program risk categories; • Clarification of communication and training requirements under section 12.9; • Retitling of section 13 to clarify that the section outlines the purpose and overview of the Risk Management Policy; • Amendment of section 16 to highlight that Council’s commitment to risk management aligns with the strategic objectives of the Council Plan; • Addition of risk appetite definitions under section 16.1, including cautious, controlled and accepting risk appetites, and clarification that risks within these appetite levels remain subject to transparency, governance oversight and regular review; • Inclusion of further detail in section 16.2 regarding the measures that support a positive risk culture, including a three-yearly strategy review, annual CEO desktop review, effective risk communication and Council’s commitment to continuous improvement; • Clarification of risk management practices under section 16.3 and amendment of the associated table to accurately reflect Council’s Risk Register environment; • Amendment of the table in section 19.5 to reflect the updated Risk Register control measure types and descriptions introduced through the register revamp; • Addition of wording in section 19.6 to recognise the collaborative environment in which the Risk Register now operates; • Insertion of a table in section 19.6.1 setting out how control measure effectiveness is determined by percentage ranges to improve ease of reference and interpretation; • Addition of section 26 outlining the quarterly Risk Register review process; and 22 July 2026 33 of 66 AGENDA – ORDINARY MEETING OF COUNCIL • Review, revision and alignment of Council’s Risk Appetite in Appendix One to ensure it clearly reflects Council’s current position. The review and revision of the Risk Management Manual ensures Council’s risk management framework remains current, practical and aligned with legislative requirements, Council’s strategic objectives and the revised Risk Register environment. The updated Manual strengthens clarity around roles, responsibilities, risk appetite, control effectiveness, reporting and review processes, while supporting a more consistent and transparent approach to identifying, managing and monitoring risk across the organisation. Adoption of the revised Manual will further embed risk management as an integral part of Council’s governance, decision-making and continuous improvement practices, and will support Council in maintaining an effective framework for managing risks to its operations, services, financial sustainability and community outcomes. RELEVANT LAW • Local Government Act 2020 • Local Government (Planning and Reporting) Regulations 2020 – Schedule 1 • Financial Management Act 1994 – Standing Direction 3.7.1 – Risk Management Framework and Processes COUNCIL PLANS AND POLICIES Council Plan 2025 – 2029 Priorities Strategic Objectives A Council that serves its Community • Undertake robust and transparent planning and risk management to ensure our organisation is sustainable now and into the future. • Embed good governance practices into all decision making. • Build trust through engaging with our community, delivering quality services and outcomes. • Consider a broad base of evidence before making decisions, ensuring value for money and responsive, innovative services and solutions are provided. Policies, Procedures, Guidelines, Plans, Strategies and Frameworks Policy Human Resource Policy and Guidelines Manual Employee Code of Conduct Occupational Health and Safety Policy and Manual Procedure Incident Investigation Procedure Project Management Procedure Guideline Occupational Health and Safety and Wellbeing Guidelines Plan Council Plan Business Continuity Plan Framework Performance Reporting Framework Other Risk Register Audit and Risk Committee Charter 22 July 2026 34 of 66 AGENDA – ORDINARY MEETING OF COUNCIL OVERARCHING GOVERNANCE PRINCIPLES This Council report has been prepared in accordance with, and to give effect to, the overarching governance principles articulated in section 9 of the Local Government Act 2020, to the extent practicable. RELATED COUNCIL DECISIONS • 22 May 2024 – Ordinary Council Meeting Minutes – Item 15.5 Risk Management Manual Revision • 25 August 2021 – Ordinary Council Meeting Minutes – Item 13.2 Risk Management Manual • 24 July 2019 – Ordinary Council Meeting Minutes – Item 13.6 Risk Management Framework, Policy and Strategy OPTIONS a) Request further amendments to the revised Risk Management Manual prior to adoption; or b) Resolve not to adopt the revised Risk Management Manual. SUSTAINABILITY IMPLICATIONS The revised Risk Management Manual supports economic sustainability by strengthening Council’s ability to identify, assess and manage risks that may impact service delivery, infrastructure planning, business continuity and long- Economic term organisational performance. A structured approach to risk management assists Council to make informed decisions and protect community and economic outcomes. The revised Manual supports social sustainability by promoting transparent, accountable and consistent decision-making across Council. Effective risk Social management assists Council to maintain safe, reliable and responsive services for the community and supports community trust in Council’s governance and operations. The revised Manual supports environmental sustainability by ensuring environmental risks are considered as part of Council’s broader risk Environmental management framework. This assists Council to identify, monitor and respond to risks that may affect the natural environment, community assets and Council operations. The revised Manual provides a framework for identifying and managing climate- related risks where relevant, including risks associated with extreme weather Climate Change events, infrastructure resilience, service continuity and emergency management. This supports Council’s ability to consider climate impacts in planning, operations and decision-making. The revised Manual supports financial sustainability by strengthening oversight of financial, operational and strategic risks. Improved risk identification, control Financial assessment and regular review processes assist Council to reduce potential losses, improve resource allocation, support audit readiness and maintain responsible financial management. COMMUNITY ENGAGEMENT Not applicable. GENDER IMPACT ASSESSMENT Not required for this report. 22 July 2026 35 of 66 AGENDA – ORDINARY MEETING OF COUNCIL RISK Utilising the Risk Management Framework the following assessment has been made: Strategic Risk Description and Action to Mitigate/Reduce Risk Does Action Residual Risk Level maintain or reduce Residual Risk Level Innovation Risk - Residual Risk The revised Risk Management Manual supports Maintains Residual Risk Level Low a consistent yet flexible approach to identifying Level and managing risk, enabling Council to consider innovation opportunities within clearly defined risk appetite settings and governance oversight. Corporate Governance, The revised Manual strengthens Council’s Maintains Residual Risk Compliance and Liability Risk - governance, compliance and liability controls by Level Residual Risk Level Low aligning the Manual with legislative requirements, the Audit and Risk Committee Charter, Council’s risk appetite and the updated Risk Register environment. Strategy Execution and Change The revised Manual supports effective strategy Maintains Residual Risk Management Risk - Residual Risk execution and change management by Level Level Medium clarifying risk management roles, review processes and reporting expectations, ensuring risks associated with strategic and operational change are identified, monitored and managed. Security and Technology Risk - The revised Manual maintains oversight of Maintains Residual Risk Residual Risk Level Low security and technology-related risks by Level ensuring these risks are captured within Council’s broader risk management framework, Risk Register and review processes. Program and Project Risk - The revised Manual supports improved program Maintains Residual Risk Residual Risk Level Medium and project risk management by providing a Level structured framework for identifying, assessing, monitoring and reporting project-related risks, controls and assurance activities. People and Talent Management The revised Manual supports people and talent Maintains Residual Risk Risk - Residual Risk Level Low management by clarifying risk ownership, Level responsibilities, communication and training expectations, assisting staff to understand their role in managing organisational risk. Financial Risk - Residual Risk The revised Manual supports financial risk Maintains Residual Risk Level Medium management by improving the identification, Level assessment and monitoring of risks that may impact Council’s financial sustainability, resource allocation, internal controls and long- term planning. Environmental Sustainability Risk The revised Manual supports the identification Maintains Residual Risk - Residual Risk Level Medium and management of environmental Level sustainability risks by ensuring these risks are considered within Council’s key risk areas, control measures and regular review processes. Reputational Risk - Residual Risk The revised Manual supports reputational risk Maintains Residual Risk Level Low management by strengthening transparency, Level accountability, governance oversight and consistent reporting of risks across the organisation. Political Risk - Residual Risk Level The revised Manual supports management of Maintains Residual Risk Low political risk by promoting evidence-based, Level transparent and accountable decision-making 22 July 2026 36 of 66 AGENDA – ORDINARY MEETING OF COUNCIL Strategic Risk Description and Action to Mitigate/Reduce Risk Does Action Residual Risk Level maintain or reduce Residual Risk Level consistent with legislative obligations, governance principles and Council’s endorsed risk appetite. Occupational Health and Safety The revised Manual supports occupational Maintains Residual Risk Risk - Residual Risk Level Low health and safety risk management by Level reinforcing clear responsibilities, reporting pathways, control assessment and regular monitoring of risks that may impact staff, contractors, volunteers and the community. REGIONAL, STATE AND NATIONAL PLANS AND POLICIES While no specific regional, state or national plans or policies directly apply to the proposed adoption of the revised Risk Management Manual, the Manual is informed by recognised risk management principles, including ISO 31000 - Risk Management Guidelines. ISO 31000 provides internationally recognised guidance for establishing a structured, consistent and integrated approach to risk management. The revised Manual supports Council’s alignment with these principles by strengthening risk identification, assessment, treatment, monitoring, reporting and continuous improvement practices. CONFLICTS OF INTEREST All officers involved in the preparation of this report have declared that they do not have a conflict of interest in the subject matter of this report. 22 July 2026 37 of 66 AGENDA – ORDINARY MEETING OF COUNCIL 15.5 ASSETS AND OPERATIONS GUIDELINES Prepared by Vanessa Lantzakis, Business Lead Assets Systems, Networks and Planning SUMMARY The Assets and Operations Guidelines, which provide guidance on the processes and practices relating to the operations of Council assets, have been reviewed in line with the three yearly review cycle. Recommended Motion: That Council: a) Rescind the Assets and Operations Guidelines adopted on 26 June 2022; and b) Adopt the Assets and Operations Guidelines as attached to this report. ATTA CHMENTS Attachment: Assets and Operations Guideline DISCUSSION The Assets and Operations Guidelines have been updated to reflect the current internal and external requirements covering the following areas; • Acce ss to rural properties (including Quarries) Providing guidance in relation to primary residence, farming and other property access, road reserve responsibility, road reclassification and improvement processes and requirements as well expectations around new development areas. • Local Roads deemed School Bus Routes Ensuring alignment with Department of Education and Department of Transport and Planning, Councils responsibility of school bus routes and bus stops is covered here. • Slashing and spraying of roadsides, water tanks and hydrants This guideline is written with fire safety at the forefront ensuring we stay compliant and safe all year round. • Playgrounds Covering inspection, maintenance and renewal aspects of playground management, this guideline helps to ensure we remain compliant against safety standards and audit requirements, keeping our users safe in and around these Council facilities. • Fire Plugs and Hydrants Fire plugs and hydrants are a shared responsibility with Water Authorities. This guideline helps to identify where the responsibility is split between Council and GWMWater. • Working Hours Ensuring our outdoor staff are safely working within set times which have been developed to align with expected sun rise times and amended to reflect the shift in time during daylight savings. Individualisation of these times remains flexible at the discretion of supervisors and managers. Special care has been taken to ensure alignment with the Council Plan and updated policies of Victorian Government departments. RELEVANT LAW • Road Management Act 2004 (Vic) • Country Fire Authority Act 1958 (Vic) • Planning and Environment Act 1987 (Vic) • Catchment and Land Protection Act 1994 (Vic) 22 July 2026 38 of 66 AGENDA – ORDINARY MEETING OF COUNCIL • Agricultural and Veterinary Chemicals (Control of Use) Act 1992 (Vic) • Environment Protection Act 2017 (Vic) • Disability Discrimination Act 1992 • Tobacco Act 1987 • Health Act and Regulations 1958 • Water Act 1989 COUNCIL PLANS AND POLICIES Council Plan 2025 – 2029 Priorities Strategic Objectives An Innovative and Diversified • Advocate for continued and enhanced funding to enable Economy strategic investment in our roads, footpaths, and associated assets to support tourism, economic development and social inclusion and connection across our Shire. A Healthy and Inclusive Community • Develop and/or maintain strong partnerships to deliver high quality services and sustainable infrastructure to enhance the social health and wellbeing outcomes for all our residents. • Advocate, prioritise, and invest in infrastructure that supports an accessible, inclusive, and socially connected community to improve liveability. • Advocate and support community safety initiatives, that enhance community safety and the liveability of our communities. A Resilient and Sustainable Natural • Advocate for responsible land use, with consideration for the Environment natural environment. • Embed climate change action into everything we do with a focus on decreased emissions, heat reduction and emergency management preparedness. A Council that serves its Community • Undertake robust and transparent planning and risk management to ensure our organisation is sustainable now and into the future. • Embed good governance practices into all decision making. • Advocate for our community, on matters that are important to the entire municipal district. • Build trust through engaging with our community, delivering quality services and outcomes. • Consider a broad base of evidence before making decisions, ensuring value for money and responsive, innovative services and solutions are provided. Policies, Procedures, Guidelines, Plans, Strategies and Frameworks Policy Asset Lifecycle Policy Asset Management Policy YSC Events Policy and Procedure Asset Management Policy External Private Works Policy Plan Business Continuity Plan Road Management Plan 22 July 2026 39 of 66