Banyule City Council Agenda 14 June 2016 - Proposed Budget 2016/2017 under separate cover by Banyule City Council

Banyule City Council Proposed Budget 2016/2017

This Budget Report has been prepared with reference to Chartered Accountants ANZ â&#x20AC;&#x153;Victorian City Council Model Budget 2016/2017â&#x20AC;? a best practice guide for reporting local government budgets in Victoria.

Contents

Page

Mayorâ&#x20AC;&#x2122;s introduction

Chief Executive Officerâ&#x20AC;&#x2122;s Summary

Budget reports 1. Link to the Council Plan

2. Services, Initiatives and Service Performance Indicators

3. Financial statements

4. Financial performance indicators

5. Other budget information (grants and borrowings)

6. Capital works program / Major initiatives

7. Rates and charges

125

Budget analysis (best practice) 8.

Summary of financial position

133

Budget influences

139

10. Analysis of operating budget

145

11. Analysis of budgeted cash position

153

12. Analysis of capital budget

158

13. Analysis of budgeted financial position

163

Long term strategies 14. Strategic resource plan

167

15. Rating information

170

16. Summary of other strategies

174

Appendices

A Fees and charges schedule

178

B Budget process

214

Mayor’s Introduction Thank you for taking the time to read Banyule Council’s proposed Budget for 2016/2017. This is the final budget of the current Council’s four-year term and builds on Banyule’s strong strategic direction over the last three years. The proposed Budget for 2016/2017 is aligned to the vision in the Council Plan 2013-2017 and seeks to maintain and upgrade infrastructure as well as deliver projects and services that are valued by our community. This is challenging given the introduction of rate capping by the Victorian State Government. The key drivers for Banyule Council for 2016/2017 will be to continue to fund ongoing service delivery and the renewal of infrastructure and community assets. Our challenges will be managing these priorities with increased cost shifting from the Victorian State Government and the reduction in funding from the Australian Government via the Victoria Grants Commission as a result of their freezing of the annual indexation of the Financial Assistance Grants. The proposed Budget 2016/2017 details the financial resources required over the next year to fund the extensive range of high-quality services we provide to the community. It also includes details of proposed capital expenditure allocations to improve and renew our city’s physical infrastructure, buildings and operational assets as well as funding proposals for a range of operating projects. Some of our main focus areas and important initiatives that are planned to be funded in the Banyule Council proposed Budget 2016/2017 include: • • • • • • •

Maintaining and upgrading roads, buildings, drains and footpaths Delivering vital social services and support programs across the municipality Protecting and nurturing our open spaces, parklands and street trees Redeveloping recreational centres, sportsgrounds and club pavilions Implementing environmentally friendly practices, solar power and water saving initiatives Encouraging diverse and inclusive communities Providing engaging community festivals, events and activities.

As councillors, it is our job to listen to community sentiment and understand your priorities. Since we started our term in 2012, we have consistently heard that Council services are highly valued by the community, and that Council also needs to be financially responsible and keep its rates as low as possible. In response, Council has initiated an organisational approach to identify savings that do not impact on its services to provide increased value for ratepayers. With the introduction of rate capping in 2016/2017, Council will continue to focus on identifying sustainable cost savings that will enable it to deliver high-quality, responsive and accessible services to the community. The Budget proposes a rate increase of 2.5%. This is in line with the new Fair Go Rates System (FGRS) which has capped rate increases by Victorian councils and set by the Minister for Local Government. The rate cap is based on the forecast movement in Consumer Price Index issued by the Department of Treasury and Finance. Council has not elected to apply to the Essential Services Commission (ESC) for a variation, instead we have continued to make operational savings and efficiencies to enable us to maintain our breadth of community services and deliver substantial infrastructure renewal projects within the planned 2.5% increase. With the funds being raised we have allocated $47.95 million on capital projects and $6.08 million on major initiatives in 2016/2017.

The proposed Budget 2016/2017 includes two major construction projects that usher in significant civic revitalisation for Banyule. In October 2015, we commenced construction of One Flintoff, Councilâ&#x20AC;&#x2122;s new staff accommodation and community facilities on top of WaterMarc in Greensborough. The building is expected to be completed in December 2016 and will house staff currently located at our Ivanhoe, Rosanna and Greensborough offices. Relocating staff to Greensborough paves the way for the Ivanhoe Community Learning Hub which includes a first-class library. A significant investment of $18.5 million has been proposed over the next two years to deliver the Ivanhoe Structure Plan (Civic Precinct Master Plan). Council will continue to maintain and upgrade our cityâ&#x20AC;&#x2122;s infrastructure by investing $8.6 million this year in roads, footpaths, bridges and drainage, an increase of 60.61% on the 2015/2016 forecast. We have also allocated $3.9 million to help improve our parks, gardens and playgrounds, including realigning the Main Yarra Trail, creating an environmental walk in Banyule Flats, construction of the Anthony Beale Reserve regional playspace, and resurfacing Cyril Cummins outdoor hockey pitch. Council has allocated funding to deliver tangible progress on other key priorities and initiatives including the ongoing development and implementation of our masterplans such as Price and Ford parks. The Darebin Precinct Community Infrastructure Plan will encompass the future needs of the community across Darebin Creek corridor and Olympic Park Reserve to accommodate our growth areas and to support recreational needs. Other masterplans in implementation stage include the NJ Telfer Reserve Masterplan and Kalparrin Gardens Masterplan. To help safeguard our future, Council will continue to make a significant investment in renewing ageing infrastructure. Asset renewal represents 74% of total capital expenditure proposed for 2016/2017. Infrastructure, property, plant and equipment under the care of Council will reach $1.3 billion. Our robust financial position enables us to continue to deliver on the projects and services that make Banyule a great place to live in and respond to the challenges we are currently facing. Cr. Craig Langdon Mayor

Chief Executive Officer’s Summary We are pleased to release the proposed Budget 2016/2017 to the community for comment and public submissions. This Budget works in concert with our City Plan 2013-2017 to deliver the services, projects, and initiatives that build a better Banyule. Council has developed Year 4 of the City Plan 2013-2017 and the proposed Budget 2016/2017 with a focus on eight key areas that resonate strongly with our community: • • • • • • • •

Fiscal sustainability – practice prudent financial management and responsibility within a new rate capping environment Effective communication – improve how we inform, engage and listen to the community Environmental focus – protect and improve our environment and embrace sustainable practices Community building – work with the community to encourage participation, partnerships, and reach its potential Investing in infrastructure – ensure our city’s infrastructure meets community needs, today and tomorrow Prudent planning – use comprehensive planning frameworks, processes and reporting to inform strategic decision making Good governance – employ the best possible processes to operate transparently, efficiently and make informed decisions Advocacy – represent the community to secure services and funds from other levels of government, organisations and agencies.

We continue to advocate and lobby for funding and grants to reduce the burden on ratepayers, and work in partnership with local community groups, agencies and residents to overcome issues that fall outside Council’s direct area of responsibility. Forecasts over the next few years indicate a modest operating surplus which will go towards delivering our significant capital works program. For the long-term financial sustainability of Council we will continue to review our provision of services so that they remain relevant and accessible to the community and achieve our long-term objectives that ensure we are building a better Banyule. At Banyule, we continue to strive for excellence and look at ways for cost saving. By increasingly engaging the community we ensure that we are planning, delivering and enhancing a range of services and programs that are relevant for today and look after tomorrow. The community’s valuable feedback helps inform our work and shape Council’s direction, along with other factors such as legislative changes, reviews of service standards, budget information and industry trends. This Budget projects a surplus of $6.9 million for 2016/2017. The average rate will rise by 2.5% in line with the order by the Minister for Local Government under the Fair Go Rates System. This financial year, total rates and charges will generate $93.8 million. One of our major projects this year is the construction of Banyule’s new staff accommodation and community facilities above WaterMarc. One Flintoff will be completed in December 2016 and brings with it many benefits, saving an estimated $1m in annual ongoing savings in net operating costs, and improving productivity by bringing staff together from three offices. This project contributes to the broader Greensborough Principal Activity Centre – Local Structure Plan aimed to revitalise and influence further planning and development within this precinct.

We have developed a budget that is well balanced and funds the ongoing delivery of services to the community and the continued investment in infrastructure assets primarily for renewal works. This includes roads, footpaths, bridges, drainage, parks and playgrounds. We have generated ongoing administration and operating efficiencies, and have been more prudent in finding savings. I am confident that we will meet the challenges ahead in a rate capped environment and I look forward to the delivery of the Budget 2016/2017 which maintains our high-quality services and invests in upgrading our highly-valued community facilities and extensive public infrastructure. Simon McMillan Chief Executive Officer

Overview 1. Linkage to the City Plan (Council Plan) The Annual Budget is developed within Council’s overall strategic planning framework. This framework guides the Council with information that aids in identifying community needs and aspirations for the long-term, in the Medium term (Council Plan) and short-term (Annual Budget). Objectives, key directions, initiatives and activities are used to allocate resources in a considered manner from this information. Throughout the City Plan the way we use resources to achieve our objectives is described in three key ways: 

 

Services – This is the main stay of our work for the community. It captures the substantive service activities of Council that provide an outcome for the key direction within an objective. Partnerships and Shared Resources – This outlines some of the key partnerships with the Community, other levels of government and agencies to deliver on the key directions. Key Initiatives – A summary list of initiatives which shows the Community practical examples of the type of work that will be undertaking in 2016/2017. These initiatives are often targeted to achieve extra efforts in particular areas of emphasis, based on community feedback or particular issues that arise.

Our Budget describes what we will be achieving for our community in the coming year and what are the financial resources allocated by Council to achieve this. This budget describes the accountability to our community that is ensured through Audited Financial and Performance Statements (containing our key performance indicators) and our statutory annual report to the community. Essential in the planning and application of Council’s resources is the critical link to the community. Banyule undertakes an ongoing and iterative process of engagement across all parts of our community. We use community information along with key demographic data, due reference to our legislative context and industry benchmarks to assess the appropriate level of service for our community. We test these services against both national and international standards of quality, efficiency and effectiveness. There are direct and obvious links between the broad range of information we gather and the activities we fund to meet our strategic intent. We review this annually and re-assess our activities and areas of emphasis for our community on this basis. Each year Council reconsiders the areas of emphasis outlined for its four year plan. These views have been considered and form the basis for the key initiatives to be funded in 2016/2017.    

Fiscal sustainability – practice prudent financial management and responsibility within a new rate capping environment. Effective communication – improve how we inform, engage and listen to the community. Environmental focus – protect and improve our environment and embrace sustainable practices. Community building – work with the community to encourage participation, partnerships, and reach its potential.

   

Investing in infrastructure – ensure our city’s infrastructure meets community needs, today and tomorrow. Prudent planning – use comprehensive planning frameworks, processes and reporting to inform strategic decision making. Good governance – employ the best possible processes to operate transparently, efficiently and make informed decisions. Advocacy – represent the community to secure services and funds from other levels of government, organisations and agencies.

An overview of our consultation approach We are committed to engaging with our local communities, and continually improving the ways that people can have their say about the places they live, work and play, and the services they use. Community feedback, along with things such as legislative changes, reviews of service standards, budget information and industry trends all contribute to shaping Council’s direction. We are proud of our commitment to consultation and engagement, which supports conversations and greater understanding between Council and the community, and increases civic engagement and participation in community life. Our four year City Plan 2013-2017 was developed in 2013 after extensive community consultation. Each year we review and modify the City Plan. We design our consultation approaches so that community feedback is included in the City Plan as it is reviewed and updated each year. Our 2016 Engage, Discuss, Respond Consultation report outlines our consultation and engagement approach and captures a range of consultation and engagement projects that have been conducted over the last eighteen months. Consultation for Year 4 of the City Plan From the development of the fourth year of our City Plan we have evolved our consultation approach. During the past 18 months we conducted a broad range of consultations on a variety of issues including Year 3 of our City Plan and other important strategic plans and a number of smaller local projects. We also worked closely with our community advisory committees who represent the needs of particular community groups. This information has helped form our view on the projects and services to be resourced and as such what will help form part of this year’s budget. In addition to relying on consultation to inform specific projects, we also use the outcomes of all our community consultation to feed into the development of Year 4 of our City Plan. We have also conducted a specific community engagement activity between November 2015 and March 2016 where our community had the opportunity to feedback how they felt about Council’s performance and to share ideas about how to make Banyule an even better place to live. Research We use a broad range of research and data sources to inform the development of the City Plan. This means that we can interpret information from a broader range of people’s views.

Advisory Committees As well as considering individual community views we consider a range of other consultation information that informs our planning. Council has appointed specific Advisory Committees which provide strategic advice to Council that represents the views of particular groups in the community. We refer to and analyse demographic data that assists us to understand how our community is changing and to plan for appropriate services. All of this information, combined with things such as legislative changes, reviews of service standards, budget information and industry trends, help to shape the updated City Plan. Further details of how we consult and engage our community are included in the City Plan. The Strategic Resource Plan The Strategic Resource Plan outlines how Council will manage our financial and non-financial resources over the next four years to achieve our strategic objectives. The Strategic Resource Plan consists of the following:   

The ‘Performance – Use our resources wisely’ objective. This includes key directions for achieving the objective, and focus areas for the next four years The ‘Management of our Human Resources’ section, which includes statements describing the human resources required for the next four years The Financial Resources section, which includes information on financial position, financial statements and commentary on these.

The plan also takes into account services and initiatives contained in plans adopted by Council, as well as other information prescribed by the regulations. The Strategic Resource Plan is prepared in accordance with the requirements of the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014, which commenced operation on 18 April 2014. This sits well with Banyule’s objective of ‘Performance – Use our resources wisely’. ‘Performance’ is about managing our resources wisely, providing organisational support services, strategic planning and risk management. We are charged with the stewardship of the resources of the municipality. The community expects that these resources will be managed in a responsible, sustainable and accountable way. Our operations are based on responsible management, risk mitigation, strong customer service, and continuous improvement. We value our staff and recognise the integral role they play in the provision of Best Value services to our community. We recognise that it is critical for us to protect and develop our non-financial resources to meet the needs of our community. These non-financial resources include: human resource management and organisational development; knowledge management and information services; and asset management stewardship. We also undertake a number of internal planning roles to ensure we maintain the appropriate strategic direction of our services.

In addition, our ‘Performance’ objective is underpinned by an extensive policy context and strategic framework based on the following:   



The Local Government Act 1989 - The LG Act includes requirements around the Council Plan, the Strategic Resource Plan, the Budget, statutory reporting requirements and Best Value. Our legal responsibilities as a business entity and employer - to adhere to all employer related legislation. Our Banyule Management System, which incorporates a certification program against three key National and International Standards in Quality, Occupational Health and Safety and Environmental Management. A number of key supporting plans and internal policies that provide direction in important support function areas, such as information management, communications, human resources, records management, financial management, procurement and asset management.

The Strategic Resource Plan describes how we manage our financial resources in a sustainable manner. Prudent management enables our staffing, physical resources and community services to be maintained in a way that meets our community’s current and future needs. This includes developing sustainable income streams and financial independence, and rates that support the services and infrastructure for our community. Our Rating Context Our commitment to managing our resources wisely will be achieved by the following key directions: 5.1

Develop and deliver best value services and facilities.

5.2

Provide responsible financial management and business planning processes.

5.3

Enable good governance and accountability with minimal risk.

5.4

Create a productive and engaged workforce.

5.5

Maintain and strengthen corporate information and innovation.

5.6

Plan and manage the systems and assets that support Council’s service delivery.

Our Rating Strategy is used to ensure that the Local Government Act’s rating objectives of ‘equity and efficiency’ are achieved. It is important that Banyule City Council has a Rating Strategy in place that is transparent to the community and reviewed annually as part of the budget process. Council has set a rate in the budget which clearly reflects the community’s wishes around service quality and level. The balance between fairness, equity and financial security has been carefully considered. The rating parameters set for the strategic outlook period through to 2020 are indicated currently on the basis of a 2.5% rate increase. This indicative rate is predicated on a rate capping environment and not indicative of maintaining all Council’s services at their current level. Banyule will revisit these figures when further information is received from the State Government on the extent of rate capping, this will be then matched with the community’s desire to maintain current service levels versus a reduced rate environment.

Land is a finite resource in Banyule. Our Council is committed to ensuring that the effective use of land resources benefits the whole community, as each land holding contributes to the shared infrastructure and services of Council. As such, Council differentially rates its vacant commercial and residential land to ensure an inequity in the shared contribution to infrastructure is not created through the underdevelopment of vacant land. We also strive to encourage the best use development of land. Banyule values appropriate commercial and industrial development. However, we also acknowledge an increased impact on our shared infrastructure by these developments. We choose to differentially rate these properties to ensure an equitable outcome to infrastructure costs across our community. We understand the shared value to our community of cultural and recreational lands. Council supports and encourages the development of this shared benefit by rating these properties at a lower level. We update the Strategic Resource Plan annually.

1.1

Planning and accountability framework

Local Government Planning and Accountability Framework Banyule City Council adheres to the Local Government Planning and Reporting Better Practice Guide in the development of its strategic planning process: “Statutory requirements The Planning and Accountability Framework is found in part 6 of the Act and in the regulations. The legislation requires councils to prepare the following documents:    

a council plan within the period of six months after each general election or by 30 June, whichever is later a strategic resource plan for a period of at least four years and include this in the council plan a budget for each financial year an annual report in respect of each financial year.

The following diagram shows the relationships between the key planning and reporting documents that make up the planning and accountability framework for local government. It also shows that there are opportunities for community and stakeholder input and feedback at each stage of the planning and reporting cycle. This is important to ensure accountability to residents and ratepayers. Planning and Accountability Framework Figure 1 – Planning and Accountability Framework

Note: The information above is sourced from the ‘Local Government Better Practice Guide 2015-16: Planning and Reporting, Department of Environment, Land, Water and Planning, Local Government Victoria

1.2

Our Purpose

Vision (What we strive for) Banyule, a green, liveable and prosperous city, sustaining a healthy and engaged community. The core principles that help us achieve our Vision are: Principles • • • • • 1.3

Sustainability for our future Community wellbeing Community participation Fairness in all we do Maintaining our community’s trust Strategic Objectives

Council delivers its services and initiatives in line with the Best Value Principles. These contribute to the achievement of our Strategic Objectives as set out in the Council Plan for the years 2013-2017. The following table lists the Strategic Objectives as described in the Banyule City Plan 2013-2017 (Year 4), being Banyule’s Council Plan. Strategic Objective

Description

1. People: Community strengthening and support

Support and strengthen the health and wellbeing of the Banyule community.

2. Planet: Environmental sustainability

Conduct Council activities in a sustainable manner, and practice sound stewardship of the natural environment to ensure its diversity, protection and enhancement.

3. Place: Sustainable amenity and built environment

Maintain and enhance the quality of Banyule’s public spaces, buildings and infrastructure for people who live, work, shop, play and move around in our city.

4. Participation: Community involvement in community life

Govern effectively by appropriately engaging the community in issues that affect them, and advocating for the broader interest of the community.

5. Performance: Use our resources wisely

Manage the financial and non-financial resources required for the next four years to achieve Council’s strategic objectives.

(Note: The Strategic Resource Plan consists of the ‘Performance – Use our resources wisely’ objective, the ‘Management of our Human Resources’ section, and the ‘Financial Resources’ section in the City Plan.)

Our City Plan’s Relationship with the Municipal Public Health and Wellbeing Plan The City Plan and the Banyule People: Health and Wellbeing Policy & Strategy meet Banyule’s obligation for the provision of a Municipal Public Health and Wellbeing Plan under the Victorian Public Health and Wellbeing Act 2008. This City Plan is used as a vehicle for the strategic planning of the health and wellbeing of our community from Council’s responsibility perspective. The City Plan is reviewed on annual basis with a further lens relating to the health and wellbeing outcomes of our community. This is done to ensure compliance under the Victorian Public Health and Wellbeing Act 2008 and to help improve health outcomes. Banyule City Council’s work in Health Promotion Banyule has chosen to meet our obligations to plan for the health and well-being of our communities within our existing City Plan. The benefit of our approach is that health and wellbeing is integrated into the decisions Council makes, for example in the services we provide and how places and spaces are designed. Integrating our legislated obligations for a Municipal Public Health and Wellbeing Plan (MPH&W Plan) within our City Plan has cut down on an additional, unnecessary layer of administration. However, by representing these actions at a higher level our actions and achievements are not readily apparent as these are incorporated within lower level plans, e.g. the Recreation Plan, Community Safety Plan, and Inclusion Access and Equity Plans. Whilst it remains beneficial for Council to recognise that there is a health and wellbeing impact in most decisions that are made on behalf of our Community (e.g. service delivery, the development of infrastructure, open spaces, etc.), it is useful to identify some health promotion priorities to be able to better track and monitor progress. We also need to ensure that we are taking action on the key areas that we know make a difference in the long (and short term) to people’s health and wellbeing, and in particular the issues that have been shown to lead to the most deaths and illness. These are typically related to what are called ‘lifestyle diseases’ and are identified within state and federal government priorities. Over the next 6 months we are mapping current Council activity in each of the following issues:      

Physical Activity Nutrition Heatwave Sunsmart Alcohol, Tobacco and other drugs Mental health – including social connection and social support activities

Separate summaries and action plans will be developed for each of these six issues. These action outcomes are reported separately to the Victorian Department of Health & Human Services.

2. Services, Initiatives and Service Performance Indicators This section provides a description of the services and initiatives to be funded in the Budget for the 2016/2017 year and how these will contribute to achieving the strategic objectives specified in the Council Plan as set out in Section 1. It also includes a number of initiatives, major initiatives and service performance indicators. The Strategic Resource Plan (SRP) is part of and prepared in conjunction with the Council Plan. The relationship between these components of the Budget and the Council Plan, along with the link to reporting in the Annual Report, is shown below:

Source: Department of Environment, Land, Water and Planning (formerly Transport, Planning and Local Infrastructure)

The following diagram gives an overview of Councilâ&#x20AC;&#x2122;s objectives and key directions:

The framework outlined above is supported by a set of key policies, strategies, and plans. We use strategic indicators to measure our achievements.

2.1 Strategic Objective 1 PEOPLE: COMMUNITY STRENGTHENING AND SUPPORT – Support and strengthen the health and wellbeing of the Banyule community.

‘People’ is about our desire for optimal health, better living conditions and improved quality of life. Good health is the state of complete physical, mental and social wellbeing and not merely the absence of disease. Health and wellbeing can be supported at any age through individual and public policy measures. Wellbeing is fundamental to quality of life, quality of human relationships and the capacity to participate in education, work, recreation and the community. We are committed to improving the health of our community and identifying and minimising threats to public health. This is a shared responsibility for which we have delegated legislative responsibility, and we undertake this in conjunction with other agencies and partners, such as the Department of Health & Human Services and Banyule Community Health, with whom we work closely. We will support health and community wellbeing through the following key directions: 1.1 1.2 1.3 1.4 1.5 1.6

Promote and support health and wellbeing Provide services for people at important life stages Develop and promote safety and resilience in our community Celebrate and promote Banyule’s diversity and heritage Support people to achieve their economic potential Plan and prepare for emergency events.

To achieve our objective of People - Community Strengthening and Support, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The services, initiatives, major initiatives and service performance indicators for each business area are described below. For further information on key capital works projects and initiatives associated with this objective please refer to Section 6 (Detailed List of capital works) of this Budget document. Services: Business Area

Description of services provided

Health, Aged and Community Planning

Provision of the following to support, protect and enhance the community’s health and wellbeing: Aged and Disability Services: Services for Older Persons and People with a Disability - service access and assessment, social support, assisted transport, home care, delivered meals, respite care, personal care, property maintenance, Senior Citizens Centres and Age Friendly City.

Expenditure (Revenue) Net Cost $’000 11,784 (6,862) 4,922

Health Services: Environmental Health - food safety enforcement & education and immunisation. Public Health neighbourhood complaints (nuisance), Health Protection tobacco, infection control, heatwave planning, prescribed accommodation, domestic wastewater management and public health emergency management. Community & Social Planning: Supporting Council’s community consultation and engagement, demographic data analysis and Council’s direct service delivery areas. Supporting Council’s commitment to inclusion, access and equity, Municipal Public Health & Wellbeing Plan, Advocacy, support and planning on key social issues. Leisure, Recreation and Cultural Services

Provision of the following to the municipal community/population as a whole: Leisure & Cultural Services: Art collection management, culture and heritage development, festivals and cultural events, leisure programs for older adults, leisure programs for people with disabilities, sports pavilions and ground allocations, support for Neighbourhood Houses, community halls for hire and community buses for hire. Facility & Contract Management: The Centre Ivanhoe function centre, library services, leisure facilities including: Ivanhoe Golf Course, swimming pools including Watsonia Pool, WaterMarc and Macleod Recreation Centre. Banyule Leisure Facility Management: Ivanhoe Aquatic and Fitness Centre, Olympic Leisure Centre and Macleod Netball Stadium.

14,742 (8,257) 6,485

Services (continued) Business Area

Description of services provided

Youth and Family Services

Provision of the following to families, children and youth: Youth & Family Strategic Management: Municipal Recovery Management, Banyule Child, Youth and Family Plan.

Expenditure (Revenue) Net Cost $’000 10,120 (4,986) 5,134

Early Years: Child care centres, early childhood facilities management and capital works program, Early Years Networks facilitation, Kindergartens and Universal Access, Kindergarten Central Enrolment, Maternal and Child Health Services, Inclusion Support Facilitators. Youth & Community Partnerships: Jets Studios, Community Support and Resource, Youth Services, Banyule After Hours Youth Outreach Service (Link-U), Community Safety (including Graffiti Management), Community Liaison, Community Building (formerly Metro Access), Community Development Grants, Employment Programs, Trust Management, Volunteer Recognition Awards, Place Management – Project 3081.

Initiatives: People: Community Strengthening and Support Key Direction: 1.1

Promote and support health and wellbeing

Our focus areas We will: 1.1.1

Develop engaged and responsive recreation, leisure and arts

1.1.2

Protect the community against preventable diseases and hazards associated with food, water and the environment

1.1.3

Build community capacity to support and create opportunities for all people to live healthy and fulfilling lives.

Initiatives to deliver our key direction •

Undertake mapping work that will enable Council’s activities to be clearly identified (with associated work plans and measureable outcomes) in each of the following health priorities: -

Physical activity

Mental health

Nutrition

Alcohol

Sunsmart

Tobacco

Heatwave

other drugs

•

Review the Women in Sport Policy and provide a draft policy for Council consideration.

•

Work in partnership with the state government to leverage opportunities for investment and development projects which create opportunities for girls and women in Banyule, including: −

•

Develop female friendly change rooms at Olympic Park pavilion

Adopt and implement a Play-space plan that provides a strategic vision for appropriate play spaces for our community to meet and recreate at, including: −

Continue the delivery of a regional play space at Anthony Beale Reserve.

−

Deliver improvement works to open space facilities across the municipality (e.g. Heidelberg Park, Malahang Reserve, Ford Park)

−

Continue the playground replacement program, redeveloping playgrounds in local parks across Banyule

Provide affordable recreation opportunities through our libraries, community halls, parks, community hubs and leisure centres. −

Commence construction of the Ivanhoe Library and Community Learning Hub

−

Continue our investment in developing, improving and maintaining Council’s Aquatic and Leisure Centres

Key Direction: 1.2

Provide services for people at important life stages

Our focus areas We will: 1.2.1

Promote the positive development of children, young people, their families and carers.

1.2.2

Support older people to live independently

Initiatives to deliver our key direction •

Continue strategic planning work to outline Council’s priorities and direction in relation to making Banyule an Age-friendly place to live, including: −

Increase opportunities for older adults to participate in Banyule’s services and programs

−

Continue to apply universal design (access for all) approaches to Council’s infrastructure and facilities

•

Prepare, implement and reorientate Council’s aged services in response to the national Aged Care Reforms

•

Support the community’s transitional needs associated with the introduction of the National Disability Insurance Scheme (NDIS).

•

Seek opportunities for partnership with Headspace on the establishment of their office in Greensborough in 2016

•

Sherbourne Rd children’s hub investigation and development plan

•

Deliver innovative activities, programs and support that assist in the development and emerging needs of young people and the community

Key Direction: 1.3 Develop and promote safety and resilience in our community Our focus areas We will: 1.3.1

Support, address and advocate for community safety

1.3.2

Support, address and advocate for Preventing Violence Against Women

1.3.3

Support, address and advocate for graffiti prevention and education

1.3.4

Provide and advocate for important infrastructure improvements that add to a safer environment

Initiatives to deliver our key direction •

Implement year 2 of the Preventing Violence Against Women Strategy

•

Complete implementation of year 4 of the Safer Banyule Plan and develop the 4 year plan for 2017-2020.

•

Implement traffic safety improvements, including:

•

−

Deliver school crossing improvements through the construction of raised pavement crossings in Yarra Street, Heidelberg, Warren Road, Viewbank and Greenhill Road, Greensborough

−

Further improved traffic safety measures in Burgundy Street, Heidelberg between Upper Heidelberg Road and Mount Street to promote pedestrian safety and lower speeds

−

Undertake improvements to the Grimshaw Street/ Flintoff Street intersection, Greensborough in a partnership project with the transport Accident Commission and VicRoads

−

Provide road safety improvements at selected locations including Yallambie Road/Tarcoola Drive, Yallambie; Berkeley Avenue/Halifax Avenue, Heidelberg; Liberty Parade Heidelberg; Watsonia Road, Watsonia; and McCrae Road, Rosanna

−

Introduce extended line-marking for on-road bike routes across the designated Principal Bike Network in conjunction with our road re-sheet program

Implement key infrastructure initiatives to improve community safety, including: −

Continue to implement the footpath replacement program

−

Renew and replace retaining walls in our open spaces, road reserves, in Lower Plenty, and at the Ivanhoe tennis courts

−

Improve and maintain fences in line with the fence asset replacement program and through a safety fence for baseball at Loyola

•

Implement year 2 of the Graffiti Management Strategy & Action Plan 2015-2018.

•

Plan for a resilient future for our community and collaborate with other metropolitan councils to deliver and implement the relevant aspects of the ‘Resilient Melbourne’ strategy as it applies to Banyule City Council.

Key Direction: 1.4 Celebrate and promote Banyule’s diversity and heritage Our focus areas We will: 1.4.1

Support leisure, arts and cultural activities that strengthen connection to place, heritage, diversity and community.

1.4.2

Plan, celebrate and work with our diverse community to reduce prejudice and social disadvantage through inclusion and community education.

Initiatives to deliver our key direction •

Develop and implement opportunities to celebrate and preserve Council’s cultural and heritage assets – indigenous, cultural and environmental

•

Improve the preservation of the Banyule art collection and heritage assets, including: −

Implement the Public Art Strategy

•

Maintain active community engagement programs to encourage greater use of leisure centres by under-represented groups such as people from culturally diverse backgrounds, people with disabilities and those from Aboriginal and Torres Strait Islander background, and provide an annual report to Council in relation to the success of the ‘active engagement’ program in June 2017.

•

Deliver, host and participate in a range of community events that celebrate and showcase diversity, including: −

International Day of People with Disability on 3 December 2016

−

Council participation in the Gay and Lesbian Pride March in January 2017

−

Cultural Diversity Week in March 2017

−

International Day Against Homophobia and Transphobia in May 2017

−

A smoking ceremony and flag raising to mark Sorry Day in May 2017

−

Aboriginal and Torres Strait Islander culture during National Reconciliation Week from 27 May to 3 June 2017.

Key Direction: 1.5 Support people to achieve their economic potential Our focus areas We will: 1.5.1

Encourage and assist the development of small business and social enterprise

Initiatives to deliver our key direction • •

Support the Banyule Nillumbik Local Learning and Employment Network by way of in-kind participation, particularly now that greater certainty has been achieved in relation to ongoing funding (State and Commonwealth) provision. Deliver small business support, including: −

Provide networking and training opportunities that respond to local business needs.

−

Work in partnership to provide one-to-one advice and planning and mentoring sessions.

− •

Build a business focussed social media presence

Deliver an annual 'people’s choice' Banyule Business Awards program.

Key Direction: 1.6 Plan and prepare for emergency events Our focus areas We will: 1.6.1

Strengthen community resilience

1.6.2

Maintain operational readiness

Initiatives to deliver our key direction •

Review the community emergency risk assessment across the social, economic, built and natural environment.

•

Continue to adopt practices that support and recognise emergency services and the importance of volunteering in our communities (before, during and after emergencies).

•

Implement Council’s Strategic Plan for Building Disaster Resilience including:

•

−

The development and delivery of a community education project that involves educating community groups, about disaster risk and mitigation information with an all hazards approach.

−

The review and promotion of Council’s public health emergency planning.

Continue to prepare for emergency events through raising community awareness on issues, including: −

Code Red preparedness – support clients about service changes in bush fire zoned areas on Code Red Days

−

Prevention – Promote and encourage good personal hygiene and vaccination to help prevent the spread of diseases (eg outbreaks/pandemic)

−

Preparedness – increase awareness of risks of extreme heat

•

Continue to prepare Council for emergency response, relief and recovery through the verification of emergency management arrangements, the maintenance of plans and the review of Quality and Cost Standards.

•

Enhance capability and capacity to respond to and recover from disasters by continuing to focus on the recruitment, retention, training, equipping and maintenance of personnel in all aspects of emergency management including the conduct of an internal pandemic exercise to explore the links between municipal emergency management and business continuity.

•

Continue to actively participate and contribute to the maintenance and ongoing development of the North West Metro Region Collaboration, including the training and exercise program.

Indicators: How we will measure our performance against this objective is detailed in the combined Indicators table at the end of this section, titled ‘Indicators – Measuring our performance’

2.2

Strategic Objective 2

2. PLANET: ENVIRONMENTAL SUSTAINABILITY – Conduct Council activities in a sustainable manner, and practice sound stewardship of the natural environment to ensure its diversity, protection and enhancement.

‘Planet’ is about the natural and formed environment and the ecosystems that sustain the community. Our community is an integral part of the environment and together we are the custodians of our shared home. To develop a sustainable environment we will focus on the following key directions: 2.1 2.2 2.3 2.4 2.5

Protect and enhance our natural environment Conserve water and improve stormwater quality and impact Deliver appropriate action on climate change Avoid waste generation Act as environmental stewards

To achieve our objective of Planet - Environmental Sustainability, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The services, initiatives, major initiatives and service performance indicators for each business area are described below. For further information on key capital works projects and initiatives associated with this objective please refer to Section 6 (Detailed List of capital works) of this Budget document. Services: Business Area

Description of services provided

Transport, Sustainability and Municipal Laws – Environmental Sustainability

Provision of the following to support council’s direct service delivery areas, and municipal community as a whole:

Environmental Planning: Planet: Environmental Sustainability Policy & Strategy and supporting plans, energy and water efficiency, environmental stewardship education and publications, Wildlife Corridor Program, State of the Environment reporting, maintaining Environmental Management System (in accordance with ISO14001), Significant Tree Register, Banyule Environment Advisory Committee (BEAC).

Expenditure (Revenue) Net Cost $’000 608 608

Services (continued) Business Area

Description of services provided

Parks and Gardens

The provision of the following to the municipal community as a whole: Strategic: Parks and Gardens strategic management, strategy development for public open space, Public Open Space Strategic Plan, master planning of reserves and Regional Playgrounds, and shared trail development.

Expenditure (Revenue) Net Cost $â&#x20AC;&#x2122;000 10,092 (100) 9,992

Horticulture: Design, construct and maintain of playgrounds, sports fields, irrigation, landscape, park assets, garden beds, paths, (includes weed control and council nursery operations). Tree Care: Street and park tree maintenance, pest and disease control, tree replacement and planting, tree removal, tree root control, assessment for council trees, nursery operations for plant propagation. Bushland: Environmental education, environmental management, flora and fauna recording and habitat restoration, noxious weed control, development of wildlife corridors, maintenance, construction, restoration and protection of bush reserves and rivers, community planting days, Friends Group working bees. Parks Maintenance: Mowing of active and passive parks and reserves, passive reserve maintenance, active reserve maintenance, half cost fence replacement, litter control in parks, maintenance of dog tidy bins, fire hazard control, maintenance and mowing of Right of Ways. Operations Waste Management and Cleansing

Provision of the following to municipal households: Waste Management: Strategic Waste Management, Metropolitan Waste Management Group member, Banyule-Visy Material Recovery Facility, Rethink Centre Education Programs, Outreach Education Programs, waste service support, Waste Recovery Centre (Transfer station), garbage collection, recycling collection, green waste collection, Hard rubbish collection, Bundled branch collection, Commercial waste collection, Parks and reserves waste collection. Cleansing: Mechanical footpath sweeping of shopping centres, Mechanical sweeping of sealed roads, Cleaning of public toilets and BBQâ&#x20AC;&#x2122;s, Inspection and clearance of drainage pits, Maintenance of litter trap program, Litter clearance from shopping centres, Litter collection, Removal of dumped rubbish, Removal of dead animals from roads, Syringe removal, drain cleaning.

13,540 (6,008) 7,532

Initiatives: Planet: Environmental Sustainability Key Direction: 2.1 Protect and enhance our natural environment Our focus areas We will: 2.1.1

Protect wildlife corridors and enhance waterways and wetlands

2.1.2

Protect and plant trees and appropriate vegetation

2.1.3

Improve the policing of litter and waste dumping

Initiatives to deliver our key direction •

Continue to strategically plan and manage the future of the Darebin Creek valley from Bundoora Park to Banksia Street, working in partnership with Darebin Council, Latrobe University, Metropolitan Planning Authority, Department of Health and Human Services and Department of Environment Land Water and Planning.

•

Conduct environmental management planning, including: −

•

Continue the implementation of the Biodiversity Plan 2014-2017, including: −

Biodiversity initiatives for priority bushland reserve management plans - Montmorency bushland reserves

−

Wildlife Corridor Program initiatives such as: the buy one get one free plant program, school and resident education program, and planting days Commence investigation into environmental flows into Banyule Billabong with Melbourne Water and Parks Victoria.

− •

Implement the findings of the Banyule Flats and Warringal Parklands ecological assessment.

Conduct environmental management works, including: −

Weed control and planting to maintain the existing revegetation works along Darebin Creek, Plenty River and Yarra River

−

De-siltation and revegetation works at the Banyule Flats Stormwater pond, and weed control and pond de-siltation of the water body in Binnak Park

−

Post-burn weed control and site management works, and vermin control in bushland reserves

•

Guide development decisions that protect and enhance our treed environment through Council’s Statutory planning service area.

•

Raise community awareness of Banyule’s Urban Forest through initiatives including: −

Implement the Urban Forestry Policy and Strategic Plan actions to improve the quality and quantity of the City’s urban forest

−

Inspect and protect our treed environment in public places through Council’s Parks and Gardens service area

−

Work with the Banyule community to broaden our understanding of the benefits and importance of our urban forest, and increase our connection to them.

•

Continue the work of our arborists and Council’s planning enforcement area to protect our treed environment in private places.

•

Develop, review and implement major vegetation strategies

•

Develop parks, gardens, reserves and bushland facilities, including: −

Renew trails and pathways in our reserves and bushland

−

Continue to implement works at Ryans Road Conservation Reserve

−

Extend our BBQ replacement and renewal program in parks

Protect our important tree assets by an enhanced tree management and maintenance capability, including: −

Comply with Electricity Safety (Electric Line Clearance) Regulations 2015 (additional tree removal and pruning), and conduct Routine Street Tree Pruning through the existing Tree Management Contract, and assessment and works on over 60,000 street trees

−

Conduct Tree Planting to replace trees lost to drought and enhance Banyule's urban forest population on nature strips, road reserves, parks and reserves

−

Continue Tree Condition Risk Assessments and Works for Council Community Services Properties, and along 34 kilometres of Shared Trail network and in playgrounds, BBQ's and park shelters

−

Conduct Significant Tree Monitoring - condition inspections on trees on private land listed on the Significant Tree Register - includes advice to owners about hazards and management recommendations.

•

Continue to implement enforcement strategies for litter and illegal dumping and promote the benefits of the program, including the use of demountable cameras for surveillance at problem sites where rubbish dumping occurs.

•

Ensure a renewed focus on enforcement for our Building Sites in line with the new Local Law No. 1, specifically targeting spoil on roads, dust and noise control, illegal building works and out-of-hours activities.

•

Increase community awareness of our hard rubbish and green waste collection programs to minimise illegal dumping, including: −

Reduce the impact of dumped rubbish occurrences, including increased pick-ups and enforcement.

Key Direction: 2.2 Conserve water and improve stormwater quality and impact Our focus areas We will: 2.2.1

Increase Council's water use efficiency

2.2.2

Improve our urban drainage and stormwater management

Initiatives to deliver our key direction •

Provide ongoing development and maintenance of warm season grassed playing surfaces, and maintenance of oval and sports field irrigation, including: −

Replace the non-operational irrigation system and implement warm seasons grass conversion at Banyule Flats North soccer pitch

−

Install a new Irrigation system at Burkitt Oval, Heidelberg

−

sprinkler and drainage replacement

−

irrigation flow sensors and technology renewal

−

installation of back flow prevention devices

•

Commence concept design work for the next Stormwater Harvesting project to meet the Sustainable Water Use Plan priorities.

•

Continue the investigation and implementation of the Capital Works Program at priority locations identified by the Municipal Wide Drainage Network Capacity Study, including: −

Stormwater Management Mitigation Works - Elmo Rd Drain Catchment and Lower Plenty Drain Catchment - Detailed design of priority project

−

Wilfred Road East Ivanhoe 600mm drain augmentation

−

Minor Drainage Works - Minor pipe augmentations and associated pit improvements to address localised drainage issues

−

Drainage Hot Spots - pit replacements and modifications to improve stormwater capture

•

Integrate water sensitive urban design (WSUD) techniques into the delivery of our Drainage Capital Works Program.

•

Advocate to the Environment Protection Authority (EPA) for state-wide consistency for septic tank systems to ensure minimisation of environmental impacts.

Key Direction: 2.3 Deliver appropriate action on climate change Our focus areas We will: 2.3.1

Reduce our contribution to climate change by reducing Council’s energy use and improving efficiency of use.

Initiatives to deliver our key direction •

Implement priority actions from the energy plan as part of Council’s ongoing focus of reducing and minimising energy use, and to achieve our target of carbon neutrality by 2019/2020, including: −

Improve energy efficiency in Council buildings

−

Install solar panels

−

Increase fuel efficiency in Council’s fleet

−

Contribute funds to the Northern Alliance for Greenhouse Action and Positive Charge program for residents

−

Continue to purchase green power for 10% of Council’s major streetlights.

•

Ensure a high standard of Environmental Sustainable Design (ESD) is incorporated into One Flintoff, Council’s new staff accommodation and community facilities in Greensborough.

•

Conduct a solar panel pilot project as part of a Home and Community Care climate change initiative to facilitate older people’s access to renewable energy and to reduce the cost burden associated with power bills.

•

Review processes and capacity for services to respond to extreme climate events and weather patterns (e.g. storm events, drought, and heat) to enhance the resilience of our community.

•

Deliver the public lighting pole replacement program with an emphasis on new technology and solar powered lighting in Council’s sports-fields.

Key Direction: 2.4 Avoid waste generation Our focus areas We will: 2.4.1

Discourage waste to landfill

2.4.2

Identify and implement viable recycling opportunities

2.4.3

Advocate for increased use of environmentally beneficial technologies and services in the community

Initiatives to deliver our key direction •

Continue to implement the revised 2014-2019 Waste Management Plan.

•

Deliver Council’s current best practice waste management services, including: −

•

Update existing waste bin enclosures

Implement recommendations adopted in the review of the Waste Management service: −

Implement the improvement plan for kerbside collection services including the Introduction of technology

−

Undertake a review of the Waste Recovery Centre

−

Continue the development of the Dumped Rubbish and Litter Strategic Plan.

•

Continue to investigate new opportunities for recycling waste.

•

Continue to manage Council’s significant recycling services, seeking further opportunities for diversion from the waste stream.

•

Continue to implement waste avoidance and resource recovery programs to residents, schools and community groups.

•

Increase Waste Education Service participation at major Banyule festivals and events.

•

Promote ‘onsite at-source’ food waste avoidance solutions to the community, including: worm farms, compost bins, and emerging waste reduction technologies.

•

Work with other departments and the Office of Housing to continue to manage the ongoing issue of dumping of rubbish.

Key Direction: 2.5 Act as environmental stewards Our focus areas We will:

2.5.1

Manage recreation and open spaces in an environmentally sustainable way

2.5.2

Support community and business to protect and enhance the environment

Initiatives to deliver our key direction •

Continue to provide priority weed and pest control to bush reserves and waterway reserves involving friends groups and community groups

•

Deliver on open space strategic plan and reserve master plan priorities

•

Manage sporting users to ensure the ongoing viability of sports playing surfaces

•

Continue to maintain and improve ecological aspects at the Ryans Road conservation reserve

•

Implement Council’s Planet: Environmental Sustainability Policy and Strategy

•

Continue stewardship programs that educate the community about environmental sustainability, including the Sustainable Homes and Communities program, Spring Outdoors, Wildlife Corridor Program and Positive Charge

•

Implement the Biodiversity, Water Sustainability, Energy Saving, and Environmental Stewardship plans

•

Deliver a continued certification program against ISO 14001 Environmental Management standards, including Council’s organisational Enviro Reps, communication and targeted projects.

Indicators: How we will measure our performance against this objective is detailed in the combined Indicators table at the end of this section, titled ‘Indicators – Measuring our performance’

2.3

Strategic Objective 3

3. PLACE: SUSTAINABLE AMENITY AND BUILT ENVIRONMENT – Maintain and enhance the quality of Banyule’s public spaces, buildings and infrastructure for people who live, work, shop, play and move around in our city.

‘Place’ describes the buildings, structures and spaces in which we live, work, shop and play. It is about our surroundings, how we interact with and move about within them. ‘Place’ also shapes our interactions with others and influences the quality and frequency of our social and economic activities. ‘Place’ is dynamic and influenced by many factors, most notably the aspirations of landowners and statutory approval systems that are governed through State and sometimes Federal decision making. To help improve the liveability of Banyule we will focus on the following key directions: 3.1 3.2 3.3 3.4 3.5

Maintain and improve Banyule as a great place to live Strengthen local activity and employment areas Support thriving commercial and retail activity Enhance Banyule’s public and open spaces Support sustainable transport

To achieve our objective of Place - Sustainable Amenity and Built Environment, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The services, initiatives, major initiatives and service performance indicators for each business area are described below. For further information on key capital works projects and initiatives associated with this objective please refer to Section 6 (Detailed List of capital works) of this Budget document. Services Business Area

Description of services provided

Capital Projects

Provision of the following to support council’s direct service delivery areas, and to the municipal community as a whole: Capital Works management and reporting, project management and contract supervision for building works projects, and major civil and building works, road resurfacing, pedestrian trail maintenance, bike path maintenance, roads construction and reconstruction projects, scheduled building maintenance, unscheduled building maintenance, air conditioning maintenance, vandalism repairs and graffiti removal from council buildings

Expenditure (Revenue) Net Cost $’000 4,990 4,990

Services (continued) Business Area

Description of services provided

Assets and Provision of the following to the municipal population as a Infrastructure whole: Asset Management: Strategic Asset Management, programming for road and footpath (pavement) maintenance, Capital Works planning, strategic drainage maintenance, Asset Management plans, asset inspection and protection, Memorandum of consents and road infrastructure asset protection.

Expenditure (Revenue) Net Cost $’000 4,066 (336) 3,730

Infrastructure Maintenance: Footpath maintenance, kerb and channel maintenance, sign repair/replacement, street furniture repair/replacement, guardrail maintenance, road patching, drainage repair, unsealed road maintenance, traffic counters, line marking, Road Management Plan implementation, pedestrian bridge maintenance, supervision of new sub-division and supervision of unit developments. Urban Planning and Building

Provision of the following to landowners, builders and developers: Development Planning: Statutory planning (land use and development including tree removal), subdivisions, planning investigations and enforcement.

5,606 (4,991) 615

Building Services (Bpi): Municipal Building Surveyor, building permits and inspections, building investigations and enforcement. Provision of the following to support council’s direct service areas, and to the municipal population as a whole: Strategic Planning: Planning Scheme Amendments, Neighbourhood Character & Activity Centre Planning, Heritage Planning for Planning Scheme, creating and reviewing place based policies, strategies and guidelines. Transport, Sustainability and Municipal Laws – Municipal Laws, Transport & Development Engineering

Provision of the following to road users, pet owners, parents and municipal community as a whole: Municipal Laws: Animal management, parking control and enforcement, fire prevention, school crossing supervision, Local Laws compliance and enforcement, building sites compliance and enforcement, residential parking permits, disabled parking permits, footpath trading. Provision of the following to support council’s direct service delivery areas, and to the municipal community as a whole: Transport and Development Engineering: Transport, engineering design, drainage and infrastructure approvals, sustainable transport, transport engineering and planning, drainage & developments engineering.

4,807 (4,035) 772

Services (continued) Business Area

Description of services provided

Property and Provision of the following to businesses and industry: Economic Economic Development: Business attraction and Development retention, investment facilitation, special rate and charge scheme facilitation, labour market development, business support services, activity centre streetscape master planning and business planning, economic development policy and strategy.

Expenditure (Revenue) Net Cost $â&#x20AC;&#x2122;000 1,820 (1,371) 449

Provision of the following to support councilâ&#x20AC;&#x2122;s direct service delivery areas, and to the municipal community as a whole: Valuations: Statutory property rating valuations. Property Services: Property portfolio management including the management of commercial and residential leases, acquisition and disposition of property, discontinuances and associated sale of unused roads. Strategic Property Projects: Strategic property developments including major projects involving Council land. Land Information Systems: Geographical Information System facilitation and corporate property information maintenance. Initiatives: Place: Sustainable Amenity and Built Environment Key Direction: 3.1

Maintain and improve Banyule as a great place to live

Our focus areas We will:

3.1.1

Promote the preferred character of neighbourhoods and preferred places for development

3.1.2

Encourage greater diversity and sustainability of housing

3.1.3

Promote the improved design of local neighbourhoods to enhance ease of movement and access to goods, services and employment

3.1.4

Develop, renew and maintain Banyuleâ&#x20AC;&#x2122;s public assets to defined and agreed standards

3.1.5

Encourage the community to contribute to the greening of Banyule

Initiatives to deliver our key direction •

Uphold the principles as set out in Banyule’s Neighbourhood Character Strategy and work with and advise new applicants on the best way in which to sensitively develop property in Banyule, including: −

Improve communication to residents and developers in relation to neighbourhood character outcomes.

•

Monitor the effectiveness of the new residential zones for the Neighbourhood Residential Zone in the Banyule Planning Scheme.

•

Continue planning, development and implementation of Council’s parking plans, and deliver Planning Scheme Amendments (PSA) for Parking Overlays, including: −

Prepare a PSA for Ivanhoe Car Parking Plan

−

Finalise the PSA for Heidelberg Car Parking Plan

−

Commence a PSA for Greensborough Car Parking Plan

•

Continue advocacy with other councils for better environmental sustainable development (ESD) policy in the Victorian planning system, and pursue a final Government response on Council’s C73 proposal for an ESD policy in the Banyule Planning Scheme.

•

Continue Council’s current program of Environmentally Sustainable Development Assessments for all multi dwelling development applications (3 or more dwellings).

•

Review and recognise outcomes in relation to Banyule’s Liveable Housing Project and approach to Environmental Sustainable Development

•

Continue to apply Council’s Liveable Housing Guidelines to improve the accessibility of new housing.

•

Continue working with the Metropolitan Planning Authority on the LaTrobe National Employment Cluster to support: −

Heidelberg West's urban renewal and continued economic development for Heidelberg, as described in a framework for the cluster's future

−

An update of the Planning Scheme’s Municipal Strategic Statement (MSS) to provide for the cluster’s framework

−

Investigating the feasibility of future Developer Contributions for the sustainable infrastructure development of Banyule.

•

Maintain and further enhance the city’s streetscapes and parkland trees for future generations.

•

Deliver a program of major Pavilion refurbishments: −

Telfer Reserve Pavilion

•

Develop and deliver Infrastructure Assets Renewal Programs and reduce our renewal gap.

•

Look to maintain and improve our local road network infrastructure, including:

−

Deliver our Local Roads Re-sheet and Rehabilitation program to improve over 35 roads

−

Conduct line marking in conjunction with road re-sheets and design and construct bicycle parking facilities to improve bicycle travel opportunities

−

Deliver improvement initiatives for localised traffic infrastructure and school crossings

−

Continue the Roads to Recovery program

−

Seek Federal Government support in local roads initiatives through the Roads to Recovery - Federal Government Funding for Road Renewal program.

•

Deliver the new accelerated Footpath Construction Program with an increased focus on footpath renewal

•

Ensure important high pedestrian traffic areas such as activity centres are maintained and developed for the benefit of local businesses and the safety of our local community.

•

Implement the Street Tree Planting Plan (a sub-plan of the Urban Forestry Policy and Strategic Plan)

•

Work with community groups and organisations to support appropriate community-based environmental initiatives such as a tree planting days

•

Consider, develop and deliver a range of Community Garden initiatives.

Key Direction: 3.2

Strengthen local activity and employment areas

Our focus areas We will: 3.2.1

Encourage investment that supports local jobs growth

3.2.2

Support the regeneration of postcode 3081

3.2.3

Create community hubs at Ivanhoe and Heidelberg West

3.2.4

Develop plans that encourage investment and development opportunities for growth and regeneration of business and employment

Initiatives to deliver our key direction •

Finalise the Banyule Economic Information Base and implement business investment, retention and attraction initiatives.

•

Co-ordinate a strategic cross-council approach to identifying and meeting the needs of the 3081 community, including social, economic and infrastructure issues such as: −

Post Neighbourhood Renewal Mainstreaming approach in Heidelberg West

•

Utilise the construction of the Ivanhoe Learning Hub together with Ivanhoe library as a key catalyst for the continued local vibrancy of the Ivanhoe precinct

•

Explore further opportunities for Community Hubs which are inclusive of Aged Services, and which reflect the principles of Age-Friendly Banyule.

•

Implement year two actions of the Banyule Economic Development Plan.

•

Deliver community information services at Shop 48 –The Mall West Heidelberg and communicate the services and benefits to the community and seek the growth of partnerships and sustainable activity.

Key Direction: 3.3

Support thriving commercial and retail activity

Our focus areas We will: 3.3.1

Support activity centres to enhance local retail and commercial activity

3.3.2

Work in partnership with businesses to market and promote Banyule’s retail and commercial offer

Initiatives to deliver our key direction •

Continue to support local shopping centres through the Special Rates and Charge schemes

•

Continue shopping centre maintenance, including −

Finalise detailed streetscape designs for Heidelberg Central.

−

Commence concept plans for the beautification of Rosanna Village.

−

Assist with the implementation of actions contained in the trader association developed Rosanna Village Place Improvement Report.

•

Assist in building the capacity of traders’ associations to continually improve governance.

•

Develop greater rapport with local real estate agencies to deliver improved retail and commercial mix outcomes within each of Banyule's activity centres.

•

Implement investment attraction initiatives that position Banyule’s business precincts as vibrant and competitive commercial centres, including: −

Piloting of new busking arrangements.

Key Direction: 3.4Enhance Banyule’s public and open spaces Our focus areas We will: 3.4.1

Provide and maintain beautiful open space across Banyule for passive and active use

3.4.2

Provide and maintain well designed public spaces that have great public amenity, are accessible and strengthen community connections

3.4.3

Provide suitable community gathering spaces and look for opportunities for new and shared spaces and facilities

Initiatives to deliver our key direction •

Finalise and commence implementation of the renewed Open Space Strategy (Strategic Plan), including: −

Create the planning scheme amendment for the Open Space Strategy

−

Provide input to the Metropolitan Planning Authority’s work on a metropolitan open space strategy

•

Continue to implement the Darebin Parklands Master Plan including contributing to signage, seats and facilities

•

Manage Council’s open spaces, including:

−

Maintain fire hazards, traffic areas, road reserves, and ovals

−

Implement the Pedestrian Bridge Replacement program, including:  Replace standard handrails with collapsible handrails on Pedestrian Bridges  Conduct a survey, investigation and design for Banksia Street pedestrian bridge  Replace bridge at Banyule Flats reserve  Bridge handrail modifications for our pedestrian bridges - to insert 'shear pins' for flood events.  Replace components such as handrails, decks, and sub-structures.

•

Continue to deliver a co-ordinated across Council approach to dealing with the increasing problem of rubbish dumping in parks and other public places.

•

Maintain and improve equipment for sporting facilities, including: −

Deliver the all seasons cricket pitch replacement program

−

Baseball cage works in Loyola Reserve, Bundoora

−

Plan for the redevelopment the oval and ground at Montmorency Football Club

−

Works on two courts at Yallambie Tennis Club

−

Batting tunnel, lighting and storage works Research Lower Plenty Baseball Club, Glen Auburn Reserve.

•

Continue to investigate the options for smoke free areas within the municipality

•

Assess new opportunities for improving access to existing spaces and facilities.

•

Ensure that planning and development of Banyule’s public and open spaces is informed by the principles of Age-Friendly Banyule.

•

Increase, enhance and improve public open space where appropriate to cater for Banyule’s projected increases in population growth and density.

Key Direction: 3.5

Support sustainable transport

Our focus areas We will: 3.5.1

Develop an integrated transport plan for Banyule

3.5.2

Provide shared trails that help to link key public open spaces and community facilities

3.5.3

Encourage walking, cycling and public transport use

3.5.4

Improve parking management in activity areas

Initiatives to deliver our key direction •

Implement the appropriate actions identified in the Banyule Integrated Transport Plan which: −

Describes Banyule’s vision for transport across the city

−

Sets out the actions Banyule is undertaking to realise this vision

−

Identifies key actions and projects that other key stakeholders, particularly the State Government, will need to progress to help deliver this vision, including

 Improving the level of service and access to public transport for all users  Addressing safety and amenity on Rosanna Rd  Duplication of the Hurstbridge railway line to improve service frequency and reliability  Providing input to the Metropolitan Planning Authority’s work on transport planning for the LaTrobe National Employment Cluster

•

−

Considers access to transport, informed by principles according to the World Health Organisation (WHO) Age Friendly Guidelines, and taking into account the needs of people of all abilities.

−

Advocates for increased investment in sustainable transport and for improvements to public transport that will benefit local residents including: Orbital bus routes and the frequency, appropriateness and capacity of public transport options available in Banyule

Plan for and deliver a major shared path bicycle link through Banyule from the Plenty River trail to Plenty Road, including: −

•

Deliver a shared path bicycle link along the power easement connecting the trail to Watsonia Road, Watsonia

Continue the off-road path renewal and development of the Banyule Shared Trail Network (for walking and bicycles) through the implementation of the Northern Regional Trails Strategy and the shared trail asset management plan, including: −

Develop detailed designs for future shared trail projects

−

Renew shared trail feeder paths

−

Continue enhancement of the Banyule Flats shared trail bike path and environmental walk

•

Develop a Walking Strategy in line with the International Charter for Walking

•

Implement travel behaviour change programs to improve walking, cycling and public transport use in priority areas, including −

Introduce a walking, cycling and public transport use category for Environmental Grants

−

Implement the Green Travel Plan for Council’s operations.

−

Co-ordinate promotional events about Sustainable Transport, including Ride to Work, Ride to School, Walk to School.

Indicators: How we will measure our performance against this objective is detailed in the combined Indicators table at the end of this section, titled ‘Indicators – Measuring our performance’

2.4 Strategic Objective 4 4. PARTICIPATION: COMMUNITY INVOLVEMENT IN COMMUNITY LIFE – Govern effectively by appropriately engaging the community in issues that affect them, and advocate for the broader interest of the community.

‘Participation’ is about how people get involved in the community and community activities, how they have a say on issues important to them, and how Council listens to and involves people in decision making and planning. Participation also involves Council advocating with and on behalf of the community on issues out of Council’s direct control. Supporting ‘Participation’ is central to good governance. Banyule’s commitment to participation will be achieved by the following key directions: 4.1 4.2 4.3 4.4

Engage meaningfully with our community Encourage diverse and inclusive community participation Advocate on behalf of our community Provide outstanding communications and customer service

To achieve our objective of Participation - Community Involvement in Community Life, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The services, initiatives, major initiatives and service performance indicators for each business area are described below. For further information on key capital works projects and initiatives associated with this objective please refer to Section 6 (Detailed List of capital works) of this Budget document.

Services Business Area

Description of services provided

Governance Provision of the following to support councilâ&#x20AC;&#x2122;s direct service and delivery areas: Communication Governance: Corporate Governance and compliance including Council Meetings, CEO & Councillor administration , Freedom of Information and Protected Disclosure (Whistleblower), Council Elections, Councillors support and training, Council Office Management, Cemetery management for Warringal & Greensborough Cemeteries.

Expenditure (Revenue) Net Cost $â&#x20AC;&#x2122;000 4,467 (150) 4,317

Customer Service: Customer Service to community and internal units, management of Customer Service Centres, Organisational customer service standards, Customer request management and reporting, Receipting procedures. Communications: Public relations and marketing, website and social media, media liaison, corporate communications plan, corporate identity, advertising, publications, promotion and events support. Executive

Provision of the following to support councilâ&#x20AC;&#x2122;s direct service delivery areas, and to the municipal community as a whole: Executive services.

2,049 2,049

Initiatives: Participation: Community Involvement in Community Life Key Direction: 4.1

Engage meaningfully with our community

Our focus areas We will: 4.1.1

Engage community members in issues of local concern to develop local solutions and support community members to contribute their strengths, knowledge and capacity

4.1.2

Ensure we actively engage with under-represented groups in ways that are of value to them.

4.1.3

Enhance our relationship and work in respectful partnership with the traditional custodians of Banyule, the Wurundjeri people, identified elders and other Aboriginal and Torres Strait Islanders

Initiatives to deliver our key direction •

Continue to implement the Metro Access Community Building Plan in line with the Victorian Government's State Disability Plan and National Disability Insurance Scheme (NDIS) roll-out

•

Co-ordinate and deliver Community Development and local RSL grant programs.

•

Strengthen the delivery of Early Years Services through community partnerships.

•

Work collaboratively with local service providers and the community to facilitate better outcomes for older people in Banyule (e.g. Age-friendly Advisory Committee, Age-friendly Champions Program, Participation in Banyule Aged Service Network, use of Volunteers in Aged Programs, Partnership projects and Support for seniors groups).

•

Work with young people in order to build their capacity to participate and meaningfully engage in decision making in the local community, celebrate and highlight positive youth culture.

•

Lead, support and improve Council's community engagement and consultation processes to ensure that the views and needs of the community are reflected in Council's prioritisation and service delivery (including technology opportunities

•

Implement the 2016/2017 actions for the Aboriginal and Torres Strait Islander Plan, which reflects Council’s stated commitment to Indigenous Australians and current community aspirations.

•

Provide and promote services and opportunities that are available for Aboriginal and Torres Strait Islanders across the municipality

•

Continue to plan and deliver Banyule’s Youth Services consultation and partnership initiatives, including:

−

Youth Summit 2016/2017

−

YouthFest 2016.

Key Direction: 4.2

Encourage diverse and inclusive community participation

Our focus areas We will: 4.2.1

Work in partnership with the community to build capacity, promote inclusion, diversity and good local governance

4.2.2

Encourage people to participate in volunteer and community activities

4.2.3

Ensure the access and connectedness of under-represented groups to Council facilities, activities and services

Initiatives to deliver our key direction •

Implement Council's Inclusion, Access and Equity Framework (IAEF) and review and implement the associated action plans for: −

Aboriginal and Torres Strait Islander Plan

−

Disability & Inclusion Plan

−

LGBTI (Lesbian, Gay, Bi-sexual, Transgender and Intersex) Plan

−

Multicultural Plan.

•

Support Council's Multicultural, LGBTI (Lesbian, Gay, Bi-sexual, Transgender and Intersex), and Disability and Inclusion Advisory Committees.

•

Work with the Babarrbunin Beek Management Group to design appropriate engagement to ensure Aboriginal and Torres Strait Islander voices are heard through Council’s planning processes.

•

Support the Arts and Cultural Advisory Committee and Reference Groups and facilitate 6 meetings throughout the year.

•

Evaluate Council owned festivals and events to identify continuous improvement opportunities.

•

Co-ordinate and deliver the annual volunteer and citizen of the year awards and celebration function.

•

Support the Management Group of Babarrbunin Beek (our local Aboriginal and Torres Strait Islander gathering space) to operate this space and organise events and activities.

•

Continue to improve or remove physical barriers to access of Council facilities

•

Continue work towards achieving the ‘Rainbow Tick’ for Home and Community Care (HACC) services to ensure services are inclusive of LGBTI (Lesbian, Gay, Bisexual, Transgender and Intersex) communities.

•

Continue to implement and support the Age-friendly champions program

•

Work with our community and other levels of government to pursue opportunities for women to participate in sport, with a focus on community organisations where women and girls are under-represented in key decision making roles and where the organisations have access to council facilities and funding.

Key Direction: 4.3 Advocate on behalf of our community Our focus areas We will: 4.3.1

Work in partnership with community, groups, local agencies and different levels of government to advocate for improved services, infrastructure and social outcomes

4.3.2

Seek opportunities for equitable funding and service arrangements with state and federal government

Initiatives to deliver our key direction •

Actively participate in the review of the Local Government Act 1989.

•

Focus advocacy endeavours on transport and traffic issues as a key driver of community concern based on extensive community consultation and feedback.

•

Develop partnerships with State and Federal Government, key commercial and community organisations, to seek funding for the development of programs, services and facilities

•

Continue to advocate to government agencies for the appropriate upkeep of non-council owned open space including: Parks Victoria land, Vic Roads reserves, and Melbourne Water reserves.

•

Support the work of the Banyule Nillumbik Youth Services Network (BNYSN) and other key strategic collaborative networks to improve services for young people.

•

Continue to advocate to Government and key organisations for improved outcomes for people in Banyule who are aged or have a disability (e.g. Community Transport, Commonwealth Aged Care Reforms and National Disability Insurance Scheme).

•

Represent to our community the effects of cost shifting from other levels of government and its impact on Banyule.

•

Continue to advocate on the proposed Tobacco Reforms (these currently include, smoke free dining, authorised officers and e-cigarettes)

•

Advocate on issues raised by our Inclusion Access & Equity Advisory Groups and in accordance with our adopted IAE plans.

•

Advocate to other levels of government for funding towards the growing demand for playgroups in Banyule.

•

Advocate to relevant agencies to commit appropriate resources and support for the LGA NWMR (Local Government Area North & West Metropolitan Region) collaboration, and enable Council to continue to maintain and improve our operational readiness for emergencies.

Key Direction: 4.4

Provide outstanding communications and customer service

Our focus areas We will: 4.4.1

Improve the reach, impact and responsiveness of our communications

4.4.2

Provide transparent and timely information about Council

Initiatives to deliver our key direction •

Continue development of Council’s redevelopment of the intranet.

•

Develop and implement a communication plan for the NDIS which will be rolled out in Banyule from 1 July 2016.

•

Implement the Banyule Complaints Handling Policy based on the Guidelines provided by the Victorian Ombudsman.

•

Complete a review of the way we provide customer service at Banyule and develop a strategy for customer service delivery in readiness for the move to One Flintoff.

•

Develop neighbourhood based communication methods to better explain, promote, listen and consult on our services.

•

Develop communication and promotion strategies for specific services, including: − Improve marketing and promotion of programs and services that support Banyule in being an Age-friendly city (e.g. improve website linkages to other services, signage on Council buses)

website

and

digital

communications

including

−

Promote Aged & Disability Services to improve community and Council understanding of services, quality and future directions in Aged Care including promotion of Aged Friendly cities

−

Promote to the community process and service improvements in development planning including VicSmart service, sustainability and liveability outcomes, tree protection and tree enforcement outcomes, VCAT determinations and major projects

−

Improve communications for development planning in relation to expectations for outcomes, emerging policy (new zones), neighbourhood character, customer service, tree controls, website information

−

Continue to refine our community engagement work to ensure the best representation possible in our strategic planning work

−

Promote activities of the Transport & Developments Engineering Services Unit to the community including the Integrated Transport Plan and the Stormwater Catchment Modelling (flooding implications and guideline development) to ensure a thorough understanding of the issues and implications of the policies involved.

•

Improve access to planning services and transactions including online lodgement and payment.

•

Communicate environmental achievements through internal and external publications and presentations. Investigate the potential to move to eRecords (electronic management) for planning files and building files.

• •

Develop and implement ‘Building a Better Banyule’ marketing campaign for all capital works projects.

•

Develop and deliver communications and marketing for the 2016 Council Elections and the move to One Flintoff.

•

Continue to explore and utilise existing and emerging technologies to maximise the reach, impact and responsiveness of our communications, including: −

Facilitating a greater presence in social media and our ability to engage in this area which continues to be a significant challenge

−

Enhancing the accessibility for our community to engage using a web based portal to ensure Banyule is able to maintain responsive service delivery.

−

Continue to ensure Council’s platforms remain relevant in the communication and engagement space, with the ever-changing face of IT solutions

−

Managing increasing community expectations and demands, which include expectations of instant response or shorter (truncated) timelines.

Indicators: How we will measure our performance against this objective is detailed in the combined Indicators table at the end of this section, titled ‘Indicators – Measuring our performance’

2.5 Strategic Resource Plan: Strategic Objective 5 5. PERFORMANCE: USE OUR RESOURCES WISELY Manage the financial and non-financial resources required for the next four years to achieve Council’s strategic objectives. The framework and context for the Strategic Resource Plan and Performance Objective are described in detail in Section ‘1.1 Strategic Planning Framework’ of this budget document. We update the Strategic Resource Plan annually. Our commitment to managing our resources wisely will be achieved by the following key directions: 5.1 Develop and deliver best value services and facilities 5.2 Provide responsible financial management and business planning processes 5.3 Enable good governance and accountability with minimal risk 5.4 Create a productive and engaged workforce 5.5 Maintain and strengthen corporate information and innovation 5.6 Plan and manage the systems and assets that support Council’s service delivery. To achieve our Strategic Resource Plan and City Plan objective of Performance - Use Our Resources Wisely, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The services, initiatives, major initiatives and service performance indicators for each business area are described below. For further information on key capital works projects and initiatives associated with this objective please refer to Section 6 (Detailed List of capital works) of this Budget document. Services Business Area

Description of services provided

Operations – Plant and Fleet Management, and Emergency Management

Provision of the following to support council’s direct service delivery areas: Plant and Fleet Management: Workshop repairs, services for all council vehicles, contract and specification of fleet, ordering of new and replacement vehicles, trucks and heavy mobile plant. Provision of the following to support council’s direct service delivery areas, and to the municipal community as a whole: Emergency Management: Co-ordination of Municipal Emergency Management.

Expenditure (Revenue) Net Cost $’000 3,695 (80) 3,615

Services (continued) Business Area

Description of services provided

Human Resources

Provision of the following to support councilâ&#x20AC;&#x2122;s direct service delivery areas: Recruitment and selection, induction, industrial relations, employee relations, human resources information system (HRIS), occupational health & safety, Work Cover and return to work, health & wellbeing, learning & development, corporate training programs, leadership development, organisational cultural improvement initiatives, risk management, claims processing/management, insurances and broker relations, business continuity plan, workforce strategy, and workforce planning, employee counselling and referral service.

2,955 2,955

Organisational Systems

Provision of the following to support councilâ&#x20AC;&#x2122;s direct service delivery areas:

6,167 6,167

Information Technology: IT Operations: Customer request management, Maintenance of voice and data network, Availability of systems and applications. IT Application Services: Secure, reliable and innovative services, Delivery of appropriate solutions, Enterprise Data Centre management, Leading edge business solutions utilising new and innovative technologies. IT Infrastructure: Stable and innovative infrastructure, Efficient life cycle management of data, hardware and voice, Web solutions, Accessibility and mobility infrastructure solutions. Records and Information Management: Management of correspondence, registering all inwards and outwards mail, Electronic Document Management, archiving and disposing of Council records, Mail and courier deliveries across all Council sites, Manage council files, Information Management, Training staff on using Electronic Document Management System. Business Services: Organisational development support including City Plan development, Best Value implementation, Corporate policy development and management, Business plan development, Corporate planning and reporting support, Organisational development support, Continuous improvement, certification program management and support.

Expenditure (Revenue) Net Cost $â&#x20AC;&#x2122;000

Services (continued) Business Area

Description of services provided

Finance & Procurement

Provision of the following to support council’s direct service delivery areas: Revenue collection, accounts receivable, accounts payable, payroll, procurement, management and financial reporting: - Processing and collection of revenue - Maintenance and analysis of rating data - Administration of payroll and accounts payable - Annual and strategic budget preparation - Annual financial report preparation - Procurement of goods and services - Investment and debt management - Financial reporting to external legislative bodies - Financial management monitoring and analysis between budget and actual results - Financial management internal support to business units and reporting - Maintenance and integrity of the finance system.

Expenditure (Revenue) Net Cost $’000 4,439 (234) 4,205

Initiatives: Strategic Resource Plan 5. Performance - Use Our Resources Wisely Key Direction: 5.1

Develop and deliver best value services and facilities

Our focus areas We will: 5.1.1

Seek opportunities for strengthened and additional income streams

5.1.2

Actively seek non-Council sources of financial support for capital projects

5.1.3

Seek potential Council investments that offer a mix of economic, social and environmental benefit

5.1.4

Continually review service levels, especially in areas where affordable, quality delivery is challenging

5.1.5

Ensure evidence based decision making seeking knowledge from practice, experience and research

Initiatives to deliver our key direction •

Implement key recommendations from the Banyule Leisure Facility Management (Banyule Leisure) operational service review.

•

Review the Sporting Reserve Allocation Policy and Sporting Reserve Terms and Conditions of Use in consultation with sporting clubs.

•

Continue to investigate options to consolidate landholdings to maximise revenue and asset reallocation.

•

Deliver on the Bellfield Master Plan primarily focussing on Council's land holding at Banksia Street and Oriel Road Bellfield.

•

Deliver effective and efficient sales of other Council sites proved surplus to requirement.

•

Review the HR Action Plan actions to deliver on the objectives of the Human Resources Strategic Plan 2013-2017.

•

Implement the Municipal Laws Service Review Plan.

•

Continue to improve asset management plans by confirming asset work programs, renewal priorities, intervention levels and therefore levels of service, and develop asset plans for: −

Traffic management devices,

−

Sports field & surface (synthetic) and irrigation systems,

−

Sports field and reserve lighting,

−

Trees (streets & parks), and

−

Park facilities.

•

Review Service Level Agreements for Council facilities - e.g.: sporting pavilions, child care centres, etc.

•

Support the establishment and delivery of a regional community information and volunteer support service in Banyule.

•

Continue Council’s Service Development Review Program, a targeted review program to strengthen and assess service sustainability, including review of service provision, key needs and objectives, and delivery inputs such as consultation, benchmarking, and financial analysis.

•

Co-ordinate data sources and performance measures to ensure evidence based decision making, including: −

Review and develop key organisation performance measures

−

Lead the service unit reporting for the state government’s Local Government Performance Reporting Framework (LGPRF)

−

Produce, co-ordinate and promote use of, and access to, meaningful data to inform and enhance Council's planning and service delivery

•

Undertake innovative projects to inform and improve the delivery of efficient, effective and accessible services for older people (e.g. Community Based Meals & Respite, and Support for carers programs).

•

Undertake a review of frontline customer service with a view to finding efficiencies and improving the customer experience, including greater use of technology based customer service.

•

Research and develop systems and processes to identify and communicate community need in order to respond as effectively as possible with the right service mix for our community.

Key Direction: 5.2 processes

Provide responsible financial management and business planning

Our focus areas We will: 5.2.1

Achieve a responsible budget

5.2.2

Soundly manage Council's commercial assets, leases and contracts

5.2.3

Develop sound long-term plans for capital works, asset maintenance and financial management

5.2.4

Create corporate planning and reporting processes that show what we are doing and how we are performing

Initiatives to deliver our key direction •

Review and update Council's capital works infrastructure plan to ensure the ongoing strategic and sustainable management of Council’s assets.

•

Continue to actively pursue opportunities for aggregated collaborative procurement activities, e.g. Municipal Association Victoria, Procurement Australia, Eastern Region and others

•

Respond to the fire services levy rating requirements on local government.

•

Maintain our annual budget within accepted Victorian Auditor-General Office (VAGO) guidelines for prudent financial operation

•

Implement our Rating Strategy based on stability, equity, efficiency and transparency

•

Implement our Debt Plan actions

•

Continue rating at levels that support the increasing asset renewal and service cost shifting pressures faced by Council.

•

Develop reports to assist with project prioritisation and management, that includes financial and progress data.

•

Develop and implement partnership and license agreements with community groups and continue providing support in the delivery of services to the community.

•

Launch the guidelines for sporting and community groups in relation to facility planning, advertising policy and Liquor Licencing process.

•

Implement the processes recommended by the Procurement Review undertaken by Council's Internal Auditor and explore opportunities to strengthen processes.

•

Review and relaunch our performance reporting format to provide improved transparency and simplification of information for our community on a quarterly basis.

•

Provide Council with the strategic financial information required to enable good governance of the Municipality on an ongoing basis

•

Introduce co-ordinated asset reporting to meet MAV (Municipal Association of Victoria) STEPS program renewal gap, State Government and VAGO (Victorian Auditor-General’s Office) reporting, including renewal expenditure (capital and operating) depreciation, asset lives, and condition assessment

•

Further utilise our corporate reporting systems to improve our corporate planning and reporting processes to support enhanced business decisions

•

Co-ordinate and facilitate the development of the organisation's Annual Business Plan and associated annual planning and reporting processes.

•

Conduct an annual review of rating strategies to ensure best practice approach, including: −

•

Properties that fall outside of the normal rating categories including those properties that fall within the Cultural and Recreational Lands Act and nursing homes.

Review the Procurement policy to enhance the ethical consideration of human rights, local buy, social procurement, etc.

Key Direction: 5.3

Enable good governance and accountability with minimal risk

Our focus areas We will: 5.3.1

Ensure our local laws are enforceable and deliver appropriate community benefit

5.3.2

Apply sound risk management practices that meet defined local government industry standards

5.3.3

Ensure clear and appropriate communication, media and marketing support for all Council services.

Initiatives to deliver our key direction •

Continue the implementation, education and enforcement of our new Local Law No.1, especially for development issues including public concerns with after-hours building activities.

•

Undertake a review of the Municipal Laws Service’s out of hours on-call service.

•

Review and communicate mechanisms and processes to apply clear and sound risk management practices that meet local government and industry standards

•

Ensure Business Continuity Plan documents are reviewed, revised and kept current

•

Effectively manage Council’s reputation within the media with clear consistent and open communication

•

Develop and implement communications strategies for major projects, services and events to inform the community about what we are doing and how we are doing it

•

Oversee the conduct of the 2016 Council elections in accordance with the Local Government Act 1989

•

Implement Local Government Act 1989 changes resulting from the Improved Governance Amendments 2015.

•

Deliver organisation wide recertification of Best Value Plus Management System

•

Develop and implement a new Communications strategy.

Key Direction: 5.4

Create a productive and engaged workforce

Our focus areas We will: 5.4.1

Maximise our capable, united and cohesive leadership teams

5.4.2

Ensure we have the right people, at the right time, in the right place to deliver quality services across the organisation

5.4.3

Continue to develop our workforce to ensure optimum performance, competency and skill at all levels throughout the organisation

5.4.4

Ensure our staff and workplaces remain safe

5.4.5

Ensure constructive workplace behaviours are modelled on the organisation’s values.

Initiatives to deliver our key direction •

Facilitate the rollout of Council's Leadership Development Framework to strengthen the leadership capabilities of supervisory staff.

•

Facilitate the development and integration of an Organisational Workforce planning framework, strategies and reporting system and identify high risk areas and gaps.

•

Build and strengthen the mechanisms and tools necessary to capture critical knowledge in order to continue to deliver key organisational goals and objectives.

•

Identify and deliver relevant learning and development offerings to support Council goals, objectives and directions.

•

Develop a priority list of hard copy digitisation and work flow process improvements that will result in ongoing work efficiencies and cost savings.

•

Support, address and advocate for the prevention of Family Violence; including: −

Increasing organisational awareness of family violence issues, and how they may impact the workforce, and

−

Establishment of procedures, processes, and educative programs that advocate on behalf of, and support employees experiencing family violence.

•

Build on the implementation of the Working Together Working Better Values by promoting positive behaviours through appropriate feedback, reward and recognition and development opportunities.

•

Commence preparation for Enterprise Agreement No.7, with a focus on achieving a fair outcome that supports a sustainable organisation so that employment is sustainable, including terms and conditions that are contemporary and relevant to a modern workforce.

Key Direction: 5.5

Maintain and strengthen corporate information and innovation

Our focus areas We will: 5.5.1

Manage and enhance information systems that heighten business and service effectiveness

Initiatives to deliver our key direction •

Implement the outcomes of the IT Strategic Plan, Year 2 Action Plan

•

Implement stage 4 of the EDRMS project with the targeting of work flow improvements, including digitisation of hard copy files particularly focused on planning and building files and electronic work processes to move to fully electronic data management

•

Establish a mechanism to review new technologies to ensure Public Records Office Victoria standards for record keeping and privacy requirements are met and reviewed according to an appropriate risk assessment - these reviews to be conducted in line with the sometimes competing demands of Council’s operations and the standards.

•

Refresh Council's Project Management framework.

•

Review and implement Councillor management protocols and a Councillor training program

•

Implement systems improvement and staff training for complaint management and handling, including monitoring and reporting, in line with Council’s Complaints Handling Policy.

•

Continue to review and streamline Council’s financial systems and processes to ensure the most efficient and effective use of our technology resources.

•

Deliver targeted improvement of organisational support processes and systems with a prioritised project plan, including:

•

−

Review and improve to training on core systems such as Authority and Magiq Performance

−

Continue automation of Self-service Payroll information and online leave

−

Introduce invoice scanning for Accounts Payable

−

Continue process improvement for capturing electronic records at first point of contact

−

Further the development of the information portal

−

Continue to develop tools to enhance mobility.

Manage our major software upgrade program to enable a suitable software platform for new applications

Key Direction: 5.6 Plan and manage for the systems and assets that support Council’s service delivery Our focus areas We will: 5.6.1

Continue to provide a sustainable, cost effective and safe fleet

5.6.2

Renew Banyule’s internal support service assets according to agreed service levels and standards.

5.6.3

Provide staff with the right tools to do their job easily and flexibly as appropriate for the task.

Initiatives to deliver our key direction •

Continue to provide a cost effective and environmental fleet, supported by an efficient and responsive fleet management team and workshop.

•

Implement fleet management review actions to reduce the size of the operational fleet in conjunction with a move to One Flintoff and a reduced operational need.

•

Implement the new Intranet Site including end user training and content management.

•

Manage and maintain records service delivery to the organisation during the implementation stage of the new EDRMS.

•

Review application of the Planning and Building Enforcement Framework and consider any changes with regard to Building enforcement.

•

Continue to implement the reviewed Planning Enforcement Practices and Policies, with a focus on proactive enforcement of replacement tree planting.

•

Complete the construction project for the establishment of Council’s staff accommodation and community facilities in Greensborough: −

Optimise efficiency opportunities with the co-location of Banyule administration offices to Greensborough

−

Realise the lease of the 2000sqm + of commercial office space on the 2nd floor to achieve an ongoing financial return to Council.

Indicators: How we will measure our performance against this objective is detailed in the combined Indicators table at the end of this section, titled ‘Indicators – Measuring our performance’

Indicators – Measuring our Performance Annually in our Budget we will measure our performance against the City Plan (Council Plan) objectives. This is shown in the following table which represents Banyule’s Strategic Indicators Framework: This is reported to our community in our Annual Report. Note: City Plan objectives:

People No. 1.

Planet

Place

Participation

Performance

Indicators

Target 2016/2017

CSI – Recreational facilities (performance) Indicator Type: Output (Quality) (Note: CSI indicators are measured via the annual Community Satisfaction Survey (CSS) for Local Government, co-ordinated by Local Government Victoria on behalf of Victorian Councils. For further information please refer to the ‘General Notes and Glossary of Terms for the Indicators’)

Equal to or greater than the Metro Council Group average for 2016

Attendance at Council provided leisure centres Indicator Type: Outcome (Service Effectiveness)

City Plan/ Budget

People 1.1

1,000,000

1.1 3.

Percentage of people who feel they ‘belong’ in Banyule Indicator Type: Outcome (Service Effectiveness)

80%

1.1

Participation 4.2

No. 4.

Indicators CSI – Art centres and libraries (performance) Indicator Type: Output (Quality)

CSI – Community and cultural activities (performance) Indicator Type: Output (Quality)

Attendance at Banyule festival Indicator Type: Appropriateness (Access/Equity/Service Levels)

Target 2016/2017 Equal to or greater than the Metro Council Group average for 2016 Equal to or greater than the Metro Council Group average for 2016

City Plan/ Budget

1.1, 1.4

10,000

1.1, 1.4 7.

Performance against People: Health and Wellbeing Action Plan (% actions completed on time) Indicator Type: Output (Quality)

80%

1.1 8.

CSI – Disadvantaged support services (performance) Indicator Type: Appropriateness (Access/Equity/Service Levels)

LGPRF – Aquatic facilities: User satisfaction with pool facility Indicator Type: Output (Effectiveness, Appropriateness) (Note: LGPRF - Key indicators and measures as part of the Local Government Performance Reporting Framework. For further information please refer to the ‘General Notes and Glossary of Terms for the Indicators’).

Equal to or greater than the Metro Council Group average for 2016

1.1

75% of surveyed users satisfied or better 1.1

No.

Indicators

10.

LGPRF - Aquatic facilities: (a) Service standard (aquatic facilities are inspected by a qualified officer). - Health inspections of aquatic facilities (number of inspections by an authorised officer within the meaning of the Public Health and Wellbeing Act 2008 carried out per Council aquatic facility) - Reportable safety incidents at aquatic facilities (number of WorkSafe reportable aquatic safety incidents) Indicator Type: Output (Effectiveness, Quality)

11.

12.

13.

14.

LGPRF - Aquatic facilities: (b) Service cost (provision of aquatic facilities is undertaken in a cost-efficient manner) - Cost of indoor aquatic facilities (direct cost to Council less any income received of providing indoor aquatic facilities per visit) Indicator Type: Output (Efficiency, Cost) LGPRF - Aquatic facilities: (c) Utilisation (aquatic facilities are safe, accessible and well utilised) - Utilisation of aquatic facilities (number of visits to aquatic facilities per head of municipal population) Indicator Type: Outcome (Utilisation) LGPRF - Food safety: (a) Timeliness (Councils take action in response to food complaints in a timely manner) - Time taken to action food complaints (average number of days it has taken for Council to action food complaints received from members of the public about the about the safety or handling of food for sale) Indicator Type: Output (Effectiveness, Appropriateness)

LGPRF - Food safety: (b) Service standard (food safety service is provided in accordance with legislative requirements) - Food safety assessments (percentage of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment) Indicator Type: Output (Effectiveness, Quality)

Target 2016/2017

City Plan/ Budget

3 1.1 0

$0 1.1

6 visits per head of BCC municipal population

Written or verbal acknowledgem ent of receipt of complaint within 5 working days.

1.1

100% 1.1

No.

Indicators

15.

LGPRF - Food safety: (c) Service cost (food safety service is delivered in a cost-efficient manner) - Cost of food safety service (direct cost to Council of the food safety service per food premises registered by Council, or for which Council has received notification, during the year) Indicator Type: Output (Efficiency, Cost)

16.

17.

18.

19.

LGPRF - Food safety: (d) Health and safety (food safety service protects public health by preventing the sale of unsafe food) - Critical and major non-compliance notifications (percentage of critical and major non-compliance outcome notifications that are followed up by Council) Indicator Type: Outcome (Health and safety) CSI - Family support services (performance) Indicator Type: Outcome (Service Effectiveness)

CSI â&#x20AC;&#x201C; Elderly support services (performance) Indicator Type: Outcome (Service Effectiveness)

Key Ages and Stages: participation rate for 3.5 year visits Indicator Type: Outcome (Service Effectiveness)

Target 2016/2017

City Plan/ Budget

$1,200 1.1

100% 1.1

Equal to or greater than the Metro Council Group average for 2016 Equal to or greater than the Metro Council Group average for 2016

1.2

75%

1.2 20.

Unit rate cost to Council for delivered meals Indicator Type: Output (Cost)

$21.50 per meal

1.2 21.

Total number of delivered meals Indicator Type: Appropriateness (Access/Equity/Service Levels)

41,000

1.2

No.

Indicators

Target 2016/2017

22.

Percentage of delivered meals recipients satisfied with the service (rating the service as excellent, very good or good) Indicator Type: Output (Quality)

90%

City Plan/ Budget

1.2 23.

24.

25.

26.

LGPRF - Home and Community Care: (a) Timeliness (HACC services are provided to eligible clients in a timely manner) - Time taken to commence the HACC service (average number of days it has taken for a new client to commence the HACC service) Indicator Type: Output (Effectiveness, Appropriateness) LGPRF - Home and Community Care: (b) Service Standard (HACC services are provided in accordance with the Community Common Care Standards) - Compliance with Community Care Common Standards (percentage of Community Care Common Standards expected outcomes met) Indicator Type: Output (Effectiveness, Quality) LGPRF - Home and Community Care: (c) Service cost (HACC services are delivered in a cost-efficient manner) - Cost of domestic care service (cost to Council of the domestic care service per hour of service delivered) - Cost of personal care service (cost to Council of the personal care service per hour of service delivered) - Cost of respite care service (cost to Council of the respite service per hour of service delivered) Indicator Type: Output (Efficiency, Cost) LGPRF - Home and Community Care: (d) Participation (people are supported to live independently and safely in their own community and home environment) - Participation in HACC service (percentage of the municipal target population that receive a HACC service) - Participation in HACC service by CALD people (percentage of the municipal target population in relation to CALD people who receive a HACC service) Indicator Type: Outcome (Participation)

30 days 1.2

83% 1.2

$76 $57

1.2

$71

10% 10%*

1.2

No.

Indicators

27.

LGPRF - Maternal and Child Health: (a) Satisfaction (clients satisfied with the MCH service) - Participation in first MCH home visit (percentage of infants enrolled in the MCH service who receive the first MCH home visit) Indicator Type: Output (Effectiveness, Appropriateness)

28.

29.

30.

31.

LGPRF - Maternal and Child Health: (b) Service Standard (Councils enrol all infants in the MCH service) - Infant enrolments in the MCH service (percentage of infants enrolled in the MCH service) Indicator Type: Output (Effectiveness, Quality) LGPRF - Maternal and Child Health: (c) Service cost (MCH service is delivered in a cost-efficient manner) - Cost of the MCH service (cost to Council of the MCH service per hour of service delivered) Indicator Type: Output (Efficiency, Cost)

LGPRF - Maternal and Child Health: (d) Participation (Councils promote healthy outcomes for children and their families) - Participation in the MCH service (percentage of children enrolled who participate in the MCH service)

Target 2016/2017

City Plan/ Budget

80% 1.2

95% 1.2 $70 Methodology based on multidisciplinary team to deliver MCH service

80%

- Participation in the MCH service by Aboriginal children (percentage of Aboriginal children enrolled who participate in the MCH service) Indicator Type: Outcome (Participation)

ATSI 70%

Percentage of people who feel safe in Banyule Indicator Type: Appropriateness (Access/Equity/Service Levels)

80%

1.2

1.3, 1.6

Place 3.4

No. 32.

Indicators Performance against Safer Banyule Action Plan (% actions completed on time) Indicator Type: Output (Quality)

Target 2016/2017

City Plan/ Budget

80%

1.3 33.

34.

35.

36.

37.

LGPRF - Libraries: (a) Utilisation (library services are well utilised) - Library collection usage (number of library collection item loans per library collection item) Indicator Type: Output (Effectiveness, Appropriateness) LGPRF - Libraries: (b) Resource standard (libraries have a high standard of resources) - Standard of library collection (percentage of the library collection that has been purchased in the last 5 years) Indicator Type: Output (Effectiveness, Quality) LGPRF - Libraries: (c) Service cost (delivery of library services is undertaken in a cost-efficient manner) - Cost of library service (direct cost to Council of the library service per visit) Indicator Type: Output (Efficiency, Cost) LGPRF - Libraries: (d) Participation (library resources are free, accessible and well utilised) - Active library members (percentage of the municipal population that are active library members) Indicator Type: Outcome (Participation) Number of economic development events delivered in partnership with other organisations (e.g. neighbouring Councils, State and Federal Government, Regional Development organisations, traders associations, etc.) Indicator Type: Output (Quality)

5 1.4 80% 1.4 $10.30 1.4 18% 1.4 15

1.5

3.3

No. 38.

Indicators Participation level (attendance) at Council operated/ hosted economic development events Indicator Type: Outcome (Service Effectiveness)

Target 2016/2017

City Plan/ Budget

300

1.5

3.3 39.

CSI – Emergency and disaster management (performance) Indicator Type: Appropriateness (Access/Equity/Service Levels)

Equal to or greater than the Metro Council Group average for 2016

1.6

Performance 5.3 40.

Completion of scheduled emergency management exercises as part of Council’s Municipal Emergency Management Plan Indicator Type: Output (Quality)

Completed as per schedule

1.6 41.

42.

CSI – Environmental sustainability (performance) Indicator Type: Outcome (Service Effectiveness)

Number of tree plantings (Council tree plantings in streets and parks) Indicator Type: Appropriateness (Access/Equity/Service Levels)

Equal to or greater than the Metro Council Group average for 2016

Planet 2.1, 2.2

1,200

2.1 43.

44.

Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time) Indicator Type: Output (Quality) Council’s water use Indicator Type: Outcome (Service Effectiveness)

90%

2.2, 2.3, 2.5 Constrain annual Council potable water use below 200 million litres

2.2

No. 45.

Indicators CSI – The appearance of public areas (performance) Indicator Type: Outcome (Service Effectiveness)

Target 2016/2017 Equal to or greater than the Metro Council Group average for 2016

City Plan/ Budget

2.3

3.4 46.

Council’s greenhouse gas emissions Indicator Type: Outcome (Service Effectiveness)

Reduce Council’s greenhouse gas emissions 2.3

47.

48.

CSI - Waste management (performance) Indicator Type: Appropriateness (Access/Equity/Service Levels)

Percentage of ‘consumer waste’ diverted from landfill (i.e. excludes green waste) Indicator Type: Outcome (Service Effectiveness)

Equal to or greater than the Metro Council Group average for 2016

2.4

37%

2.4 49.

50.

LGPRF - Waste Collection: (a) Satisfaction (users are satisfied with the waste collection system) - Kerbside bin collection requests (number of kerbside bin collection requests per 1,000 kerbside bin collection households) Indicator Type: Output (Effectiveness, Appropriateness)

200

LGPRF - Waste Collection: (b) Service standard (kerbside collection bins are collected as planned) - Kerbside collection bins missed (number of kerbside collection bins missed per 10,000 scheduled kerbside collection bin lifts) Indicator Type: Output (Effectiveness, Quality)

2.4

No.

Indicators

51.

LGPRF - Waste Collection: (c) Service cost (kerbside collection service is delivered in a cost-efficient manner) - Cost of kerbside garbage collection service (direct cost of the kerbside garbage bin collection service per kerbside garbage collection bin) - Cost of kerbside recyclables bin collection service (direct cost of the kerbside recyclables collection service per kerbside recyclables collection bin) Indicator Type: Output (Efficiency, Cost)

52.

53.

LGPRF - Waste Collection: (d) Waste diversion (amount of waste diverted from landfill is maximised) - Kerbside collection waste diverted from landfill (percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill) Indicator Type: Outcome (Waste diversion) Attendance at Councilâ&#x20AC;&#x2122;s Rethink Centre waste education programs Indicator Type: Appropriateness (Access/Equity/Service Levels)

Target 2016/2017

City Plan/ Budget

$86 $26

2.4

50% 2.4 3,900

2.5 54.

55.

CSI â&#x20AC;&#x201C; The condition of local streets and footpaths in your area (performance) Indicator Type: Outcome (Service Effectiveness)

VLG infrastructure indicator: renewal ratio Indicator Type: Output (Cost)

Equal to or greater than the Metro Council Group average for 2016

3.1

1:1

3.1 56.

57.

LGPRF - Statutory Planning: (a) Timeliness (Council planning application processing and decisions are carried out in a timely manner) - Time taken to decide planning applications (median number of days between receipt of a planning application and a decision on the application) Indicator Type: Output (Effectiveness, Appropriateness) LGPRF - Statutory Planning: (b) Service Standard (planning application processing and decisions are in accordance with legislative requirements) - Planning applications decided within 60 days (percentage of planning application decisions made within 60 days) Indicator Type: Output (Effectiveness, Quality)

56 days 3.1

53% 3.1

No.

Indicators

58.

LGPRF - Statutory Planning: (c) Service cost (planning application processing and decisions are carried out in a costefficient manner) - Cost of statutory planning service (direct cost to Council of the statutory planning service per planning application) Indicator Type: Output (Efficiency, Cost)

59.

60.

61.

62.

63.

64.

LGPRF - Statutory Planning: (d) Decision making (planning application processing and decisions are consistent with the local planning scheme) - Council planning decisions upheld at VCAT (percentage of planning application decisions subject to review by VCAT and that were not set aside) Indicator Type: Outcome (Decision making) LGPRF - Roads: (a) Satisfaction of use (road users are satisfied with the sealed local road network) - Sealed local road requests (number of sealed local road requests per 100 kilometres of sealed local road) Indicator Type: Output (Effectiveness, Appropriateness) LGPRF – Roads: (b) Condition (sealed local roads are maintained at the adopted condition standard) - Sealed local roads below the intervention level (percentage of sealed local roads that are below the renewal intervention level set by Council and not requiring renewal) Indicator Type: Output (Effectiveness, Quality) LGPRF - Roads: (c) Service cost (renewal and maintenance of sealed local roads are undertaken in a cost-efficient manner) - Cost of sealed local road reconstruction (direct reconstruction cost to Council per square metre of sealed local roads reconstructed). - Cost of sealed local road resealing (direct resealing cost to Council per square metre of sealed local roads resealed). Indicator Type: Output (Efficiency, Cost)

Target 2016/2017

City Plan/ Budget

$1,718 3.1

56% 3.1

150 3.1 80% 3.1

N/A $35

3.1

LGPRF - Roads: (d) Satisfaction (sealed local road network is maintained and renewed to ensure that it is safe and efficient) - Satisfaction with sealed local roads (community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads) Indicator Type: Outcome (Satisfaction)

Equal to or greater than the Metro Council Group average for 2016

3.1

CSI – Council’s general town planning policy (performance) Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

Equal to or greater than the Metro Council Group average for 2016

3.2

No.

Indicators

Target 2016/2017

65.

CSI – Business and community development and tourism (performance) Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

Equal to or greater than the Metro Council Group average for 2016 Equal to or greater than the Metro Council Group average for 2016 1,000

66.

67.

CSI – Planning and building permits (performance) Indicator Type: Output (Quality)

Number of businesses that are participating in special rates schemes Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

City Plan/ Budget

3.2

3.3 68.

69.

70.

71.

72.

LGPRF – Animal management: (a) Timeliness (Councils act in response to animal management related requests in a timely manner) - Time taken to action animal requests (average number of days it has taken for Council to action animal management related requests) Indicator Type: Output (Effectiveness, Appropriateness) LGPRF – Animal management: (b) Service standard (Councils register all animals in the municipality in accordance with the Domestic Animals Act 1994) - Animals reclaimed (percentage of collected registrable animals under the Domestic Animals Act 1994 reclaimed) Indicator Type: Output (Effectiveness, Quality) LGPRF – Animal management: (c) Service cost (animal management service is delivered in a cost-efficient manner) - Cost of animal management service (cost to Council of the animal management service per registered animal under the Domestic Animals Act 1994) Indicator Type: Output (Efficiency, Cost) LGPRF – Animal management: (d) Health and safety (animal management service protects the health and safety of animals, humans and the environment) - Animal management prosecutions (number of successful animal management prosecutions) Indicator Type: Outcome (Health and safety) CSI – Parking facilities (performance) Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

5 days 3.4

80% 3.4

$30 3.4 5 3.4 Equal to or greater than the Metro Council Group average for 2016

3.5

No. 73.

74.

Indicators CSI â&#x20AC;&#x201C; Traffic management (performance) Indicator Type: Outcome (Service Effectiveness)

Linear metres of shared paths/ trails renewed, upgraded and new. Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

Target 2016/2017 Equal to or greater than the Metro Council Group average for 2016 900 metres

City Plan/ Budget

3.5

3.5 75.

CSI - Overall performance of Council Indicator Type: Outcome (Service Effectiveness)

Equal to or greater than the Metro Council Group average for 2016

4.1, 4.4

5.1 76.

CSI - Customer service (performance) Indicator Type: Output (Quality)

Equal to or greater than the Metro Council Group average for 2016

4.1, 4.4

5.1 77.

Visits to website Indicator Type: Appropriateness (Access/Equity/Service Levels)

800,000

4.1, 4.4

5.3

No.

Indicators

78.

LGPRF - Governance: (a) Transparency (Council decisions made at an ordinary or special meeting of Council, or at a meeting of a special committee consisting only of Councillors, in an open and transparent manner) - Council resolutions made at meetings closed to the public (percentage of Council resolutions made at an ordinary or special meeting of Council, or at a meeting of a special committee consisting only of Councillors, closed to the public under section 89(2) of the Act) Indicator Type: Output (Effectiveness, Appropriateness)

79.

LGPRF - Governance: (b) Consultation and engagement (Council decisions made and implemented with community input) - Satisfaction with community consultation and engagement (community satisfaction rating out of 100 with the consultation and engagement efforts of Council) Indicator Type: Output (Effectiveness, Appropriateness)

Target 2016/2017

City Plan/ Budget

15% 4.1

5.3

Equal to or greater than the Metro Council Group average for 2016

4.1, 4.1C

5.3 80.

LGPRF - Governance: (c) Attendance (Councillors represent the views of their constituents and allow decisions to take place by attending meetings) - Councillor attendance at Council meetings (percentage of attendance at ordinary and special Council meetings by Councillors) Indicator Type: Output (Effectiveness, Quality)

80% 4.1

5.3

No.

Indicators

81.

LGPRF - Governance: (d) Service cost (Councils deliver their governance service in a cost-efficient manner) - Cost of governance (direct cost of delivering Council's governance service per Councillor) Indicator Type: Output (Efficiency, Cost)

Target 2016/2017

City Plan/ Budget

$50,000 4.1

5.3 82.

LGPRF - Governance: (e) Satisfaction (Councils make and implement decisions in the best interests of the community) - Satisfaction with Council decisions (community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community) Indicator Type: Outcome (Satisfaction)

Equal to or greater than the Metro Council Group average for 2016

4.1

5.3 83.

84.

LGPRF Governance and Management Checklist (GMC) Community engagement: Community engagement policy (policy outlining Council's commitment to engaging with the community on matters of public interest) Indicator Type: Output (Governance & management, Community engagement) (Note: LGPRF GMC –Governance and Management Checklist - Key indicators and measures as part of the Local Government Performance Reporting Framework. For further information please refer to the ‘General Notes and Glossary of Terms for the Indicators’)

Assessment criteria satisfactorily achieved

LGPRF GMC - Community engagement: Community engagement guidelines (guidelines to assist staff to determine when and how to engage with the community) Indicator Type: Output (Governance & management, Community engagement)

Assessment criteria satisfactorily achieved

4.1, 4.2

5.1, 5.2, 5.3

4.1, 4.2

5.1, 5.2, 5.3

No. 85.

Indicators CSI – Informing the community (performance) Indicator Type: Appropriateness (Access/Equity/Service Levels)

Target 2016/2017

City Plan/ Budget

Equal to or greater than the Metro Council Group average for 2016

4.2, 4.4

5.1 86.

Amount distributed through Council’s Community Grants programs Indicator Type: Appropriateness (Access/Equity/Service Levels)

$140,000

4.2 87.

Number of Community nominations for Banyule volunteer awards Indicator Type: Appropriateness (Access/Equity/Service Levels)

4.2 88.

89.

CSI – Lobbying on behalf of the community (performance) Indicator Type: Outcome (Service Effectiveness)

Number of significant issues Council has advocated on behalf of the community (as reported in the six monthly advocacy reports to Council) Indicator Type: Output (Quality)

Equal to or greater than the Metro Council Group average for 2016

4.3

No. 90.

Indicators Average time taken to answer telephone call enquiries Indicator Type: Appropriateness (Access/Equity/Service Levels)

Target 2016/2017 Within 2 minutes (when referred to the appropriate department)

City Plan/ Budget

4.4

5.3 91.

Percentage of customer requests actioned within specified timeframes Indicator Type: Output (Quality)

75%

4.4

5.3 92.

Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management. Indicator Type: Output (Quality)

Certification Maintained

5.1, 5.5, 5.6

93.

94.

LGPRF GMC - Monitoring: Audit Committee (advisory committee of Council under section 139 of the Act whose role is to oversee the integrity of a Council's financial reporting, processes to manage risks to the Council's operations and for compliance with applicable legal, ethical, and regulatory requirements) Indicator Type: Output (Governance & management, Monitoring)

Assessment criteria satisfactorily achieved

LGPRF GMC - Monitoring: Internal audit (independent accounting professionals engaged by the Council to provide analyses and recommendations aimed at improving Council's governance, risk and management controls) Indicator Type: Output (Governance & management, Monitoring)

Assessment criteria satisfactorily achieved

5.1, 5.2, 5.3

No. 95.

Indicators Achievement of the budgeted result or better. Indicator Type: Output (Quality)

Target 2016/2017

City Plan/ Budget

Result Achieved

5.2 96.

Percentage of projects in year 1 of 10 year Capital Works program completed on time. Indicator Type: Output (Quality)

85%

5.2 97.

98.

99.

100.

101.

LGPRF (Financial) – Operating position: Adjusted underlying result (an adjusted underlying surplus is generated in the ordinary course of business) - Adjusted underlying surplus (or deficit) (adjusted underlying surplus (or deficit) as a percentage of underlying revenue) Indicator Type: Output (Operating position, Underlying result)

>0%

LGPRF (Financial) – Liquidity: (a) Working capital (sufficient working capital is available to pay bills as and when they fall due) - Current assets compared to current liabilities (current assets as a percentage of current liabilities) Indicator Type: Output (Liquidity, Working capital)

150%

LGPRF (Financial) – Liquidity: (b) Unrestricted cash (sufficient cash that is free of restrictions is available to pay bills as and when they fall due) - Unrestricted cash compared to current liabilities (unrestricted cash as a percentage of current liabilities) Indicator Type: Output (Liquidity, Working capital) LGPRF (Financial) – Obligations: (a) Loans and borrowings (level of interest bearing loans and borrowings is appropriate to the size and nature of Council's activities) - Loans and borrowings compared to rates (interest bearing loans and borrowings as a percentage of rate revenue) - Loans and borrowings repayments compared to rates (interest and principal repayments on interest bearing loans and borrowings as a percentage of rate revenue) Indicator Type: Output (Obligations, Indebtedness) LGPRF (Financial) – Obligations: (b) Indebtedness (level of long term liabilities is appropriate to the size and nature of a Council's activities) - Non-current liabilities compared to own source revenue (non-current liabilities as a percentage of own-source revenue) Indicator Type: Output (Obligations, Long term liabilities)

100%

5.2

66% 9%

5.2

<40%

5.2

No.

Indicators

Target 2016/2017

102.

LGPRF (Financial) – Obligations: (c) Asset renewal (assets are renewed as planned) - Asset renewal compared to depreciation (asset renewal expenditure as a percentage of depreciation) Indicator Type: Output (Obligations, Asset renewal)

>100%

LGPRF (Financial) – Stability: (a) Rates concentration (revenue is generated from a range of sources) - Rates compared to adjusted underlying revenue (rate revenue as a percentage of adjusted underlying revenue) Indicator Type: Output (Stability, Rates concentration)

68%

LGPRF (Financial) – Stability: (b) Rates effort (rating level is set based on the community’s capacity to pay) - Rates compared to property values (rate revenue as a percentage of the capital improved value of rateable properties in the municipality) Indicator Type: Output (Stability, Rates effort)

0.3%

LGPRF (Financial) – Efficiency: (a) Expenditure level (resources are used efficiently in the delivery of services) - Expenses per property assessment (total expenses per property assessment) Indicator Type: Output (Efficiency, Expenditure level)

$2,500

LGPRF (Financial) – Efficiency: (b) Revenue level (resources are used efficiently in the delivery of services) - Average residential rate per residential property assessment (residential rate revenue per residential property assessment) Indicator Type: Output (Efficiency, Revenue level)

$1,718

LGPRF (Financial) – Efficiency: (c) Workforce turnover (resources are used efficiently in the delivery of services) - Resignations and terminations compared to average staff (number of permanent staff resignations and terminations as a percentage of average number of permanent staff) Indicator Type: Output (Efficiency, Workforce turnover) LGPRF – Sustainable Capacity: (a) Own-source revenue (revenue is generated from a range of sources in order to fund the delivery of Council services to the community) - Own-source revenue per head of municipal population (own-source revenue per head of municipal population) Indicator Type: Output (Capacity, Own source revenue) LGPRF – Sustainable Capacity: (b) Recurrent grants (revenue is generated from a range of sources in order to fund the delivery of Council services to the community) - Recurrent grants per head of municipal population (recurrent grants per head of municipal population) Indicator Type: Output (Capacity, Recurrent grants)

103.

104.

105.

106.

107.

108.

109.

City Plan/ Budget

5.2

$900 5.2 $100 5.2

No.

Indicators

110.

LGPRF â&#x20AC;&#x201C; Sustainable Capacity: (c) Population (population is a key driver of a Council's ability to fund the delivery of services to the community) - Expenses per head of municipal population (total expenses per head of municipal population) - Infrastructure per head of municipal population (value of infrastructure per head of municipal population) - Population density per length of road (municipal population per kilometre of local road) Indicator Type: Output (Capacity, Population)

111.

112.

LGPRF â&#x20AC;&#x201C; Sustainable Capacity: (d) Disadvantage (disadvantage is a key driver of a Council's ability to fund the delivery of services to the community) - Relative socio-economic disadvantage (relative Socioeconomic Disadvantage of the municipality) Indicator Type: Output (Capacity, Disadvantage) LGPRF GMC - Planning: Strategic Resource Plan (plan under section 126 of the Act outlining the financial and non-financial resources required for at least the next 4 financial years) Indicator Type: Output (Governance & management, Planning)

Target 2016/2017

$1,000

City Plan/ Budget

5.2

$4,500 225

9 5.2 Assessment criteria satisfactorily achieved 5.2

113.

114.

LGPRF GMC - Planning: Annual budget (plan under section 130 of the Act setting out the services to be provided and initiatives to be undertaken over the next 12 months and the funding and other resources required) Indicator Type: Output (Governance & management, Planning)

Assessment criteria satisfactorily achieved

LGPRF GMC - Planning: Asset management plans (plans that set out the asset maintenance and renewal needs for key infrastructure asset classes for at least the next 10 years) Indicator Type: Output (Governance & management, Planning)

Assessment criteria satisfactorily achieved

5.2

5.2 115.

LGPRF GMC - Planning: Rating strategy (strategy setting out the rating structure of Council to levy rates and charges) Indicator Type: Output (Governance & management, Planning)

Assessment criteria satisfactorily achieved 5.2

116.

LGPRF GMC - Planning: Procurement policy (policy under section 186A of the Local Government Act 1989 outlining the matters, practices and procedures that will apply to all purchases of goods, services and works) Indicator Type: Output (Governance & management, Planning)

Assessment criteria satisfactorily achieved 5.2

No.

Indicators

Target 2016/2017

117.

LGPRF GMC - Monitoring: Performance reporting framework (a set of indicators measuring financial and non-financial performance, including the performance indicators referred to in section 131 of the Act) Indicator Type: Output (Governance & management, Monitoring)

Assessment criteria satisfactorily achieved

LGPRF GMC - Reporting: Council Plan reporting (report reviewing the performance of the Council against the Council Plan, including the results in relation to the strategic indicators, for the first six months of the financial year) Indicator Type: Output (Governance & management, Reporting)

Assessment criteria satisfactorily achieved

LGPRF GMC - Reporting: Financial reporting (quarterly statements to Council under section 138 of the Act comparing budgeted revenue and expenditure with actual revenue and expenditure) Indicator Type: Output (Governance & management, Reporting)

Assessment criteria satisfactorily achieved

LGPRF GMC - Reporting: Risk reporting (six-monthly reports of strategic risks to Council's operations, their likelihood and consequences of occurring and risk minimisation strategies) Indicator Type: Output (Governance & management, Reporting)

Assessment criteria satisfactorily achieved

LGPRF GMC - Reporting: Performance reporting (six-monthly reports of indicators measuring results against financial and non- financial performance, including the performance indicators referred to in section 131 of the Act) Indicator Type: Output (Governance & management, Reporting)

Assessment criteria satisfactorily achieved

LGPRF GMC - Reporting: Annual report (annual report under sections 131, 132 and 133 of the Act to the community containing a report of operations and audited financial and performance statements) Indicator Type: Output (Governance & management, Reporting)

Assessment criteria satisfactorily achieved

118.

119.

120.

121.

122.

123.

WorkCover premium as a percentage of payroll Indicator Type: Output (Cost)

City Plan/ Budget

5.2

5.2 2.25%

5.3

No.

Indicators

Target 2016/2017

124.

Percentage of official Council and Committee meetings attended by Councillors where a quorum was achieved Indicator Type: Appropriateness (Access/Equity/Service Levels)

100%

City Plan/ Budget

5.3 125.

126.

CSI â&#x20AC;&#x201C; Enforcement of local laws (performance) Indicator Type: Appropriateness (Access/Equity/Service Levels)

LGPRF GMC - Planning: Risk policy (policy outlining Council's commitment and approach to minimising the risks to Council's operations) Indicator Type: Output (Governance & management, Planning)

Equal to or greater than the Metro Council Group average for 2016

5.3

Assessment criteria satisfactorily achieved 5.3, 5.4

127.

LGPRF GMC - Planning: Fraud policy (policy outlining Council's commitment and approach to minimising the risk of fraud) Indicator Type: Output (Governance & management, Planning)

Assessment criteria satisfactorily achieved 5.3

128.

LGPRF GMC - Planning: Municipal emergency management plan (plan under section 20 of the Emergency Management Act 1986 for emergency prevention, response and recovery) Indicator Type: Output (Governance & management, Planning)

Assessment criteria satisfactorily achieved 5.3, 5.5

129.

LGPRF GMC - Planning: Business continuity plan (plan setting out the actions that will be taken to ensure that key services continue to operate in the event of a disaster) Indicator Type: Output (Governance & management, Planning)

Assessment criteria satisfactorily achieved 5.3, 5.5

130.

LGPRF GMC - Planning: Disaster recovery plan (plan setting out the actions that will be undertaken to recover and restore business capability in the event of a disaster) Indicator Type: Output (Governance & management, Planning)

Assessment criteria satisfactorily achieved 5.3, 5.5

131.

LGPRF GMC - Monitoring: Risk management framework (framework outlining Council's approach to managing risks to the Council's operations) Indicator Type: Output (Governance & management, Monitoring)

Assessment criteria satisfactorily achieved 5.3, 5.5

No.

Indicators

Target 2016/2017

132.

LGPRF GMC – Decision Making: Councillor Code of Conduct (Code under section 76C of the Act setting out the conduct principles and the dispute resolution processes to be followed by Councillors) Indicator Type: Output (Governance & management, Decision making)

Assessment criteria satisfactorily achieved

LGPRF GMC – Decision Making: Delegations (a document setting out the powers, duties and functions of Council and the Chief Executive Officer that have been delegated to members of staff) Indicator Type: Output (Governance & management, Decision making)

Assessment criteria satisfactorily achieved

LGPRF GMC – Decision Making: Meeting procedures (a local law governing the conduct of meetings of Council and special committees) Indicator Type: Output (Governance & management, Decision making)

Assessment criteria satisfactorily achieved

Performance against Human Resources Strategic Plan (% actions completed on time) Indicator Type: Output (Quality)

80%

133.

134.

135.

City Plan/ Budget

5.3

5.4 136.

Percentage of Freedom of Information requests responded to within statutory timeframes (45 days) Indicator Type: Output (Quality)

80%

5.5 137.

Percentage of core IT systems availability Indicator Type: Output (Quality)

98%

5.6

General Notes and Glossary of Terms for the Indicators 1. CSI – Community satisfaction index scores measured by Victorian Local Government Community Satisfaction Survey (CSS), co-ordinated by the Department of Environment, Land, Water and Planning (DELWP, formerly Transport, Planning and Local Infrastructure) 2. Metro Council Group: - Melbourne Metropolitan Group of councils. (Banyule is classified as a Metro Council, and is one of 17 councils in this group). 3. Banyule’s CSI indicators and targets are based on ‘performance’ measures. Community Satisfaction Index (CSI) scores are commonly used in the market research industry to represent the extent of customer satisfaction. Banyule’s survey results are available on Council’s website.

General Notes and Glossary of Terms for the Indicators (continued) 4.

‘Indicator type’: Indicators have been categorised in terms based on the objectives of the local government reporting framework (i.e. the Local Government Performance Reporting Framework – LGPRF). Banyule has aligned its indicator types, in the form of: Output (Quality), Appropriateness (Access/Equity/Service Levels), Outcome (Service Effectiveness), and Output (Cost).

5. LGPRF – Local Government Performance Reporting Framework indicators: •

Key measures as part of the Local Government Performance Reporting Framework – these include indicators and measures of service performance, financial performance and sustainable capacity, along with a checklist of 24 governance and management requirements.

•

In April 2014, legislation was introduced to include the requirement for Councils to report against the Local Government Performance Reporting Framework (LGPRF).

•

The Local Government (Planning and Reporting) Regulations 2014 support the operation of the new planning and reporting framework for Councils under the Local Government Amendment (Performance Reporting and Accountability) Act 2014.

•

Banyule City Council adheres to the ‘Local Government Better Practice Guide 2015-2016 Performance Reporting Framework Indicator Workbook’, Department of Environment, Land, Water and Planning, Local Government Victoria (LGV Guide - LGPRF Indicator Workbook) in the implementation of the LGPRF indicators process.

•

The list of indicators included in the State Government’s LGPRF is included in Council’s Budget 2015/2016 document (and Proposed Budget 2016/2017). The results are reported in the BCC Annual Report, in line with the legislative requirements. Council will continue to review these and adjust targets and indicators as appropriate on an annual basis.

•

Council will continue to work with the State Government and Local Government industry sector in the further development and implementation of the LGPRF.

6. LGPRF GMC – LGPRF Governance and Management Checklist 7. The indicators are reviewed on an ongoing basis to ensure continued alignment with Council’s objectives and priorities, and are subject to change. They are also reviewed in line with Banyule’s ongoing planning process, and through Banyule’s involvement with the Department of Environment, Land, Water and Planning (formerly Transport, Planning and Local Infrastructure) process to further develop the reporting framework for the local government sector.

2.6

Performance statement

The LGPRF service performance outcome indicators detailed in the preceding pages will be reported on within the Performance Statement which is prepared at the end of the year as required by section 132 of the Act and included in the Annual Report 2015/2016. The Performance Statement will also include reporting on prescribed indicators of financial performance (outlined in section 4) and sustainable capacity. The full set of prescribed performance indicators contained in the Performance Statement is audited each year by the Victorian Auditor General who issues an audit opinion on the Performance Statement. The initiatives detailed in the preceding pages will be reported in the Annual Report in the form of a statement of progress in the report of operations. 2.7

1. 2. 3. 4 5

Reconciliation with budgeted operating result Net Cost (Revenue)

Expenditure

Revenue

$’000

People: Community Strengthening and Support

16,541

36,646

20,105

Planet: Environmental Sustainability

18,132

24,240

6,108

Place: Sustainable Amenity and Built Environment

10,556

21,289

10,733

Participation: Community Involvement in Community Life

6,366

6,516

150

16,942

17,256

314

68,537

105,947

37,410

Performance: Use Our Resources Wisely

Total services Depreciation Unallocated corporate cost Deficit before funding sources

20,138 3,082 91,757

Funding Sources Rates and charges Capital grants Total funding sources Surplus for the year Note: • •

93,813 4,872 98,685 6,928

The figures above exclude activity contained in the Statement of Capital Works. The Strategic Resource Plan consists of the ‘Performance – Use our resources wisely’ objective, the ‘Management of our Human Resources’ section, and the Financial Resources section.

3.1 Comprehensive Income Statement For the four years ending 30 June 2020

Forecast Proposed Actual Budget 2015/16 2016/17 $’000 $’000

Strategic Resource Plan Projections 2017/18 2018/19 2019/20 $’000 $’000 $’000

Income Rates and charges Grants - Operating Grants - Capital Statutory fees and fines User fees and charges Contributions income Interest income Rental income Net gain on disposal of property, infrastructure, plant and equipment Other income Total income

90,545 9,995 1,954 6,983 16,906 3,080 2,704 1,698

93,813 11,673 4,872 7,951 17,656 2,425 1,850 1,602

96,921 11,829 1,493 7,603 18,207 1,876 1,723 1,895

100,108 11,828 1,761 8,158 18,568 1,857 1,572 2,144

103,312 11,607 1,430 7,961 18,542 1,853 1,653 2,192

3,463 777 138,105

187 110 142,139

230 115 141,892

270 115 146,381

217 121 148,888

Expenses Employee expenditure Materials and services Utility charges Depreciation and amortisation Borrowing costs Donations expenditure Contribution expense Other expenses Total expenses

58,684 37,058 4,368 19,119 3,726 732 5,976 2,420 132,083

61,357 36,859 4,622 20,138 3,549 597 6,143 1,946 135,211

62,768 35,876 4,916 20,965 3,444 600 6,288 1,957 136,814

64,138 37,981 5,166 22,290 3,255 722 6,437 1,999 141,988

65,786 38,011 5,308 22,844 3,033 613 6,482 2,056 144,133

6,022

6,928

5,078

4,393

4,755

69,000 75,022

6,928

75,000 80,078

4,393

80,000 84,755

Surplus for the year Other comprehensive income Items that will not be reclassified to surplus or deficit in future periods: Net asset revaluation increment Total comprehensive result

3.2 Balance Sheet As at the end of each of the next four years ending 30 June 2020 Forecast Actual 2015/16 $’000

Proposed Budget 2016/17 $’000

Strategic Resource Plan Projections 2017/18 2018/19 2019/20 $’000 $’000 $’000

76,228 6,927 19,123 32

66,640 7,217 16,718 32

64,326 7,236 16,137 32

62,484 7,473 15,675 32

78,311 7,509 19,646 33

12,910 946 116,166

7,108 946 98,661

2,500 946 91,177

14,900 946 101,510

12,500 946 118,945

517

3,068

1,322,014 1,447 1,327,046 1,443,212

1,342,171 1,251 1,347,007 1,445,668

1,426,621 1,055 1,431,261 1,522,438

1,418,760 859 1,423,204 1,524,714

1,483,980 663 1,488,228 1,607,173

Liabilities Current liabilities Trade and other payables Provisions Trust funds and deposits Interest-bearing loans and borrowings Total current liabilities

13,268 14,354 677 4,623 32,922

12,457 15,316 677 4,258 32,708

12,420 16,303 677 3,714 33,114

13,009 17,311 677 3,663 34,660

13,341 18,346 677 3,183 35,547

Non-current liabilities Provisions Trust funds and deposits Interest-bearing loans and borrowings Total non-current liabilities Total liabilities

404 478 50,743 51,625 84,547

404 478 46,485 47,367 80,075

404 478 42,771 43,653 76,767

404 478 39,108 39,990 74,650

404 478 35,925 36,807 72,354

1,358,665

1,365,593

1,445,671

1,450,064

1,534,819

409,611 949,054

424,126 941,467

431,807 1,013,864

439,311 1,010,753

425,083 1,109,736

1,358,665

1,365,593

1,445,671

1,450,064

1,534,819

Assets Current assets Cash and cash equivalents Trade and other receivables Other financial assets Inventories Non-current assets classified as held for sale Other assets Total current assets Non-current assets Trade and other receivables Investments in associates and joint ventures Property, infrastructure, plant and equipment Intangible assets Total non-current assets Total assets

Net assets Equity Accumulated surplus Reserves Total equity

3.3 Statement of Changes in Equity For the four years ending 30 June 2020

2017 Balance at beginning of the financial year Surplus for the year Net asset revaluation increment Transfer to other reserves Transfer from other reserves Balance at end of the financial year 2017 2018 Balance at beginning of the financial year Surplus for the year Net asset revaluation increment Transfer to other reserves Transfer from other reserves Balance at end of the financial year 2018 2019 Balance at beginning of the financial year Surplus for the year Net asset revaluation increment Transfer to other reserves Transfer from other reserves Balance at end of the financial year 2019 2020 Balance at beginning of the financial year Surplus for the year Net asset revaluation increment Transfer to other reserves Transfer from other reserves Balance at end of the financial year 2020

Total $’000

Accumulated Surplus $’000

Revaluation Other Reserve Reserves $’000 $’000

1,358,665 6,928 -

409,611 6,928 (23,967) 31,554

898,084 -

50,970 23,967 (31,554)

1,365,593

424,126

898,084

43,383

1,365,593 5,078 75,000 -

424,126 5,078 (17,435) 20,038

898,084 75,000 -

43,383 17,435 (20,038)

1,445,671

431,807

973,084

40,780

1,445,671 4,393 -

431,807 4,393 (13,441) 16,552

973,084 -

40,780 13,441 (16,552)

1,450,064

439,311

973,084

37,669

1,450,064 4,755 80,000 -

439,311 4,755 (22,344) 3,361

973,084 80,000 -

37,669 22,344 (3,361)

1,534,819

425,083

1,053,084

56,652

3.4 Statement of Cash Flows For the four years ending 30 June 2020 Forecast Proposed Actual Budget 2015/16 2016/17 $’000 $’000 Inflows Inflows (Outflows) (Outflows) Cash flows from operating activities Receipts: Rates and charges Grants - operating Grants - capital Statutory fees and fines User fees and charges Contributions - monetary Interest received Rental income Other receipts Payments: Employee costs Materials and services Utility charges Other payments Net cash provided by operating activities

Strategic Resource Plan Projections 2017/18 2018/19 2019/20 $’000 $’000 $’000 Inflows Inflows Inflows (Outflows) (Outflows) (Outflows)

90,553 10,071 1,954 6,665 17,019 3,080 2,706 1,691 777

93,730 11,673 4,872 7,700 17,596 2,425 1,952 1,603 110

96,843 11,829 1,493 7,693 18,163 1,875 1,739 1,892 115

100,028 11,828 1,761 8,014 18,539 1,857 1,590 2,141 115

103,233 11,607 1,430 8,012 18,544 1,853 1,643 2,191 121

(57,056) (37,033) (4,368) (9,128)

(61,166) (36,899) (4,621) (8,686)

(61,621) (36,072) (4,916) (8,845)

(62,961) (37,560) (5,166) (9,158)

(64,425) (38,005) (5,308) (9,151)

26,931

30,289

30,188

31,028

31,745

(39,816)

(47,954)

(33,638)

(30,214)

(21,232)

28,492

13,844

8,257

3,851

15,981

2,206

2,405

581

462

(3,971)

(9,118)

(31,705)

(24,800)

(25,901)

(9,222)

(3,733) (2,647)

(3,549) (4,623)

(3,444) (4,258)

(3,255) (3,714)

(3,033) (3,663)

(6,380)

(8,172)

(7,702)

(6,969)

(6,696)

11,433

(9,588)

(2,314)

(1,842)

15,827

64,795

76,228

66,640

64,326

62,484

76,228

66,640

64,326

62,484

78,311

Cash flows from investing activities Payments for property, infrastructure, plant and equipment Proceeds from sale of property, plant and equipment Net (purchases)/redemption of financial assets Net cash (used in) investing activities Cash flows from financing activities Borrowing costs - interest Repayment of borrowings Net cash (used in) financing activities Net increase/(decrease) in cash and cash equivalents Cash and cash equivalents at the beginning of the financial year Cash and cash equivalents at the end of the financial year

3.5 Statement of Capital Works For the four years ending 30 June 2020

Infrastructure Roads, streets and bridges Drainage Parks and gardens Playgrounds Total infrastructure Property Freehold land Freehold buildings Total property Plant and equipment Motor vehicles Plant and equipment Furniture and fittings Total plant and equipment Intangible assets Intangible assets Total intangible assets Other assets Art collection Total other assets Total capital works expenditure Represented by: New assets Asset renewal Asset expansion Asset upgrade New non-current assets classified as held for sale Total capital works expenditure

Forecast Proposed Actual Budget 2015/16 2016/17 $’000 $’000

Strategic Resource Plan Projections 2017/18 2018/19 2019/20 $’000 $’000 $’000

5,178 625 3,451 921 10,175

7,799 840 3,431 512 12,582

5,918 720 2,580 380 9,598

5,612 700 3,041 300 9,653

4,727 800 2,907 300 8,734

890 20,105 20,995

30,650 30,650

18,581 18,581

10,070 10,070

800 3,597 4,397

6,980 1,255 391 8,626

3,594 965 4,559

4,114 1,270 5,384

5,311 5,105 10,416

4,102 3,924 8,026

7 7

15 15

163 163

75 75

39,818

47,954

33,638

30,214

21,232

1,385 17,028 16,288 4,227

2,863 30,811 9,437 4,843

1,862 17,374 612 13,790

8,385 18,599 2,550 680

1,905 16,172 60 3,095

890

39,818

47,954

33,638

30,214

21,232

3.6 Statement of Human Resources For the four years ending 30 June 2020 Forecast Proposed Actual Budget 2015/16 2016/17 $’000 $’000 Staff expenditure Employee costs - expensed Employee costs - capitalised Total staff expenditure

Staff numbers Employees – expensed Employees – capitalised (estimated) Total staff numbers

Strategic Resource Plan Projections 2017/18 2018/19 2019/20 $’000 $’000 $’000

58,684 900 59,584

61,357 450 61,807

62,768 450 63,218

64,138 450 64,588

65,786 450 66,236

EFT

633.03 7.50 640.53

640.77 3.50 644.27

638.46 3.50 641.96

634.74 3.25 637.99

632.21 3.25 635.46

A summary of human resources expenditure categorised according to the organisational structure of Council is included below: Proposed Comprises Budget Permanent Permanent Department Assets and City Services City Development Community Programs Core Corporate Corporate Services Total permanent staff expenditure Casuals and other expenditure Capitalised labour costs Total expenditure

2016/17 $'000 16,766 9,596 22,112 1,618 9,732 59,824 1,983 (450) 61,357

Full Time $'000 16,370 7,704 8,365 1,297 7,541 41,277

Part Time $'000 396 1,892 13,747 321 2,191 18,547

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

Department Assets and City Services City Development Community Programs Core Corporate Corporate Services Total Casuals and other Total staff Includes capitalised labour (estimated)

Proposed Comprises Budget Permanent Permanent EFT Full Time Part Time 191.01 187.00 4.01 95.56 74.00 21.56 241.39 88.00 153.39 8.27 5.00 3.27 88.53 66.00 22.53 624.76 420.00 204.76 19.51 644.27 3.50

4. Financial Performance Indicators The following table highlights Council’s current and projected performance across a range of key financial performance indicators. These indicators provide a useful analysis of Council’s financial position and performance and should be used in the context of the Council’s objectives. Strategic Resource Plan Projections Trend 2017/18 2018/19 2019/20 +/o/-

Notes

Forecast Proposed Actual Budget 2015/16 2016/17

Actual 2014/15

Adjusted underlying surplus (deficit) / Adjusted underlying revenue

9.27%

1.96%

1.72%

2.42%

1.72%

2.18%

Working Capital

Current assets / Current liabilities

397%

353%

302%

275%

293%

335%

Unrestricted cash

Unrestricted cash / Current liabilities

261%

215%

195%

186%

173%

215%

67.7%

61.6%

54.4%

48.3%

43.0%

38.1%

7.2%

7.1%

8.8%

8.0%

7.0%

6.5%

Indicator

Measure

Operating position Adjusted underlying result

Liquidity

Obligations

Indebtedness

Outstanding interest bearing loans and borrowings / Rate revenue (excl SR&C) Interest and principal repayments on interest bearing loans and borrowings / Rate revenue (excl SR&C) Non-current liabilities / Own source revenue

45.2%

41.9%

38.5%

34.5%

30.5%

27.5%

Asset renewal

Asset renewal expenditure / Depreciation

88.9%

90.0%

154.5%

83.7%

84.2%

71.4%

Rates concentration

Rate revenue / Adjusted underlying revenue

60.88%

67.21%

68.19%

69.13% 69.29%

70.12%

Rates effort

Rate revenue / Capital Improved Value of rateable properties in the municipality

0.27%

0.28%

0.24%

0.25%

0.23%

0.24%

$2,456

$2,540

$2,600

$2,581

$2,679

$2,719

$1,579

$1,658

$1,718

$1,775

$1,834

$1,894

6.3%

7.9%

8.0%

8.1%

Debt compared to rates Loans and borrowings

Stability

Efficiency Expenditure level Revenue level

Workforce turnover

Total expenditure / Number of property assessments Residential rate revenue / Number of residential property assessments No. of permanent staff resignations and terminations / Average number of permanent staff for the financial year

Key to Forecast Trend: + Forecasts improvement in Council's financial performance/financial position indicator o Forecasts that Council's financial performance/financial position indicator will be steady - Forecasts deterioration in Council's financial performance/financial position indicator Notes to indicators 1 Adjusted underlying result – An indicator of the sustainable operating result required to enable Council to continue to provide core services and meet its objectives. A consistently positive financial performance is expected over the four years. 2 Working Capital - The proportion of current liabilities represented by current assets. Working capital is an indicator of the sustainable operating result required to enable Council to continue to provide core services and meet its objectives. A consistently very positive financial performance is expected to continue over the period. 3 Unrestricted cash - Indicator of the broad objective that sufficient cash which is free of restrictions is available to pay bills as and when they fall due. High or increasing level of unrestricted cash suggests an improvement in liquidity 4 Debt compared to rates - The trend indicates that Council's reducing reliance on debt against its annual rate revenue through redemption of long term debt. The percentage of outstanding interest bearing loans and borrowings compared to rate revenue is steadily reducing. 5 Loans and borrowings - Defined as interest and principal repayments on interest bearing loans and borrowings as a percentage of rate revenue.

6 Indebtedness - Indicator of the broad objective that the level of long term liabilities should be appropriate to the size and nature of a Councilâ&#x20AC;&#x2122;s activities. Low or decreasing level of long term liabilities suggests an improvement in the capacity to meet long term obligations. 7 Asset renewal - This percentage indicates the extent of Council's asset renewals against its depreciation charge (an indication of the decline in value of its existing capital assets). A percentage greater than 100 indicates Council is maintaining its existing assets, while a percentage less than 100 means its assets are deteriorating faster than they are being renewed and future renewal capital expenditure will be required to renew assets. Additional to Asset Renewal is an investment in 'Asset Expansion' of $9.44m in 2016/2017 and this investment increases the Asset Renewal ratio to above 100% in 2016/2017 (sustainability ratios can also be calculated to include 'Asset Expansion' ). 8 Rates concentration - Reflects extent of reliance on rate revenues to fund all of Council's ongoing services. Trend indicates Council will become more reliant on rate revenue compared to all other revenue sources, especially as Council enters a period of legislative imposed rate capping. 9 Rates effort - Indicator of the broad objective that the rating level should be set based on the communityâ&#x20AC;&#x2122;s capacity to pay. Low or decreasing level of rates suggests an improvement in the rating burden. 10 Expenditure level - Indicator of the broad objective that resources should be used efficiently in the delivery of services. Low or decreasing level of expenditure suggests an improvement in organisational efficiency. 11 Revenue level - Indicator of the broad objective that resources should be used efficiently in the delivery of services. Low or decreasing level of rates suggests an improvement in organisational efficiency. 12 Workforce turnover - Indicator of the broad objective that resources should be used efficiently in the delivery of services. Low or decreasing level of workforce turnover suggests an improvement in organisational efficiency.

5. Other budget information (required by the Regulations) This section presents other budget related information required by the Regulations. This section includes the following statements and reports 5.1.1 5.1.2 5.1.3

Grants operating Grants capital Statement of borrowings

5.1.1 Grants operating ($1.68 million increase) Operating grants include all monies received from State and Commonwealth sources for the purposes of funding the delivery of Council’s services to ratepayers. Overall, the level of operating grants growth is minimal as the largest increase from forecast to budget is primarily due to 50% of the general purpose grant in 2015/2016 being prepaid in 2014/2015. This significantly impacts on the ability to provide reasonable comparison. A list of operating grants by type and source, classified into recurrent and non-recurrent, is included below.

Grants - operating Recurrent - Commonwealth Government Victoria Grants Commission - general purpose Child Care Centres General home care Immunisation Recurrent - State Government Tobacco Grant Home Care Immunisation Functions - Senior Citizens Events Youth and Community Child Care Centres & Pre-Schools Maternal & Child Health School Crossings Other Total recurrent grants Non-recurrent - Commonwealth Government Early Childhood Services Non-recurrent - State Government Home Care Service Development Graffiti Prevention Early Childhood Services Community Safety Engineering Total non-recurrent grants Total operating grants

Forecast Proposed Actual Budget Variance 2015/16 2016/17 $’000 $’000 $’000 1,639 1,021 4 29

3,265 1,075 17 29

1,626 54 13 -

18 4,753 116 72 430 567 852 217 88 9,806

21 4,836 86 74 356 609 877 196 112 11,553

3 83 (30) 2 (74) 42 25 (21) 24 1,747

111 5 12 6 45 189 9,995

110 120 11,673

(1) (5) (12) (6) (45) (69) 1,678

Increases in specific operating grant funding reflect expected increased demand for these services and the increase in Victoria Grants Commission (VGC) funding results from the decision to pay half of the 2015/2016 grants early in the year prior. The level of VGC grants to Victorian Councils has been affected by Commonwealth Government’s decision to pause indexation for three years commencing in 2014/2015. The VGC analysis indicates that Victorian Councils will be impacted by $200 million during the pause as well as lowering the base from which indexation will be resumed by approximately 12.5%. 5.1.2 Grants capital ($2.92 million increase) Capital grants include all monies received from State and Commonwealth governments for the purposes of funding the capital works program. Overall the level of capital grants has increased by 149.3% or $2.92 million compared to 2015/2016 due mainly to specific funding for some large capital works projects. Section 12 ‘Analysis of Capital Budget’ includes a more detailed analysis of the grants and contributions expected to be received during the 2016/2017 year. A list of capital grants by type and source, classified into recurrent and non-recurrent, is included below.

Grants - capital Recurrent - Commonwealth Government Roads to Recovery Victoria Grants Commission - local roads Total recurrent grants Non-recurrent - Commonwealth Government Sports Field Lighting Plant and machinery Non-recurrent - State Government Sports fields Paths & Trails Playgrounds Roads Buildings Total non-recurrent grants Total capital grants

Forecast Proposed Actual Budget Variance 2015/16 2016/17 $’000 $’000 $’000 893 445 1,338

1,474 898 2,372

581 453 1,034

50 -

500

(50) 500

180 40 100 100 146 616 1,954

100 1,900 2,500 4,872

(80) (40) (100) (100) 1,754 1,884 2,918

5.1.3 Statement of Borrowings The table below shows information on borrowings specifically required by the Regulations.

Total amount borrowed as at 30 June of the prior year Total amount proposed to be borrowed Total amount projected to be redeemed Total amount of borrowings as at 30 June

Forecast Proposed Actual Budget 2015/16 2016/17 $ $ 58,012,531 55,365,813 (2,646,718) (4,622,970) 55,365,813 50,742,843

6. Capital Works Program This section presents a listing of the capital works projects that will be undertaken for the 2016/2017 year. The capital works projects are grouped by class and include the following: â&#x20AC;˘ â&#x20AC;˘

Capital works for 2016/2017 Capital works carried forward from the 2015/2016 year.

Capital Works Program For the year ending 30 June 2017

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

INFRASTRUCTURE Drainage Drainage Improvement Design and Construction

Stormwater Management Catchment Analysis Mitigation Works - Lower Plenty Drain Catchment

$20,000

Revenue

$20,000

Planet

Drainage Improvement Design and Construction

Stormwater Management Catchment Analysis Mitigation Works - Elmo Road Drain Catchment

$20,000

Revenue

$20,000

Planet

Drainage Improvement Design and Construction

Wilfred Road East Ivanhoe 600mm drain augmentation

$400,000

Revenue

$400,000

Planet

Drainage Replacement Program

Repair of brick lined water drainage pit (Railway) Upr here and Waterdale Rd

$160,000

$80,000

Reserves

$160,000

Planet

Drainage Replacement Program

Repair of brick lined water drainage pit Waterdale Rd and Garth St

$90,000

$45,000

Reserves

$90,000

Planet

$400,000

Project Type Drainage Minor Works and Hot Spots Drainage Minor Works and Hot Spots

Project Description Minor Drainage Works. Minor pipe augmentations and associated pit improvements to address localised drainage issues Drainage Hot Spots. pit replacements and modifications to improve stormwater capacity

Proposed Budget 2016/17

Asset Renewal

Funding Source

Funding Value

$50,000

Revenue

$100,000

Planet

$25,000

Revenue

$50,000

Planet

Upgrade

Expansion

$100,000

$50,000

$25,000

New

Parks Bridge

Bridge - pedestrian bridge replace standard handrails with collapsible

$15,000

Open Space

$15,000

Place

Bridge

Bridge - Banyule flats reserve, bridge replacement

$50,000

Open Space

$50,000

Place

Cricket Pitch

All seasons cricket pitch replacement

$100,000

Revenue Contributions

$50,000 $50,000

Place

Fencing

Loyola - safety fence baseball replacement

$20,000

Open Space

$20,000

People

Fencing

Operations centre perimeter beautification works (fencing and landscaping)

$30,000

$15,000

Revenue

$30,000

Place

Fencing

AK lines black mesh fence

$10,000

Revenue Contributions

$5,000 $5,000

Place

Fencing

Fence asset replacement program

$50,000

Revenue

$50,000

Place

Open Space Facilities

Barbeque Replacement and Renewal Program - BBQ's internal components.

$25,000

Open Space

$25,000

Planet

$15,000

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

$25,000

Revenue

$25,000

People

Open Space

$20,000

People

Open Space

$35,000

Planet

Revenue

$40,000

People

Open Space

$27,000

place

Revenue Open Space

$65,000 $35,000

Place

Open Space Facilities

Indigenous Gathering Space (Hub) at Fred Howe Annex spiritual walk

$25,000

Open Space Facilities

Drinking fountains in playgrounds

$20,000

Open Space Facilities

Heidelberg Park improvements upgrade garden bed, furniture

$35,000

Open Space Facilities

Surveillance policy implementation

$40,000

Open Space Facilities

Ivanhoe Master Plan - Picnic facility's - picnic shelter, drink fountains, tables, planting and provide bicycle parking at the pavilion and close to the childrenâ&#x20AC;&#x2122;s play area

$27,000

Open Space Facilities

Malahang Reserve - replacing BBQ/shelter

$100,000

Open Space Facilities

Kalparrin gardens - Master Plan Implementation

$50,000

Revenue

$50,000

Planet

Open Space Facilities

Olympic Village urban design improvements

$50,000

Revenue

$50,000

People

Open Space Facilities

Olympic park - Master Plan Implementation

$50,000

Revenue

$50,000

People

Open Space Facilities

James Reserve, Heidelberg park improvements

$50,000

Revenue Open Space

$40,000 $10,000

People

$20,000 $35,000 $40,000

$27,000

$100,000

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

Revenue

$30,000

People

Revenue

$150,000

People

Open Space Reserves

$50,000 $250,000

People

Open Space

$50,000

Planet

Open Space

$100,000

Planet

Revenue

$50,000

Planet

Open Space Facilities

St Mary's Tennis Club, Possible construction of two extra courts on vacant land adjacent to existing courts

$30,000

Open Space Facilities

Seddon Reserve Netball courts

$150,000

Open Space Facilities

Ford Park - Master Plan Implementation

$300,000

Pathways

Reserves and Bushland renewal of trails and pathways

$50,000

Pathways

Heidelberg Park pathway construction between Brown St and Darebin Rd

$100,000

Public Lighting

Public lighting pole replacement and change to New Technology and/or solar powered lighting in council sports fields identified by condition reports.

$50,000

Retaining Wall

Renewal of Retaining Walls open space

$50,000

Revenue

$50,000

Planet

Retaining Wall

Ivanhoe tennis pavilion replace retaining wall beside tennis court

$40,000

Revenue

$40,000

Planet

$30,000

$150,000

$300,000

$50,000

$100,000

$50,000

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

$150,000

Revenue

$150,000

Planet

Open Space

$50,000

Planet

Shared Trail

East west power easement shared path Watsonia - stage three of four High Street to Watsonia Road

$150,000

Shared Trail

Renewal of shared path trail feeder paths

$50,000

Shared Trail

Trail network program (Design)

$50,000

Open Space

$50,000

Planet

Shared Trail

Banyule Flats bike path and environmental walk.

$450,000

Revenue Grants

$350,000 $100,000

Planet

Signage

Darebin Parklands Master Plan - contribution signage, seats, facilities move to masterplans under general improvements

$15,000

Open Space

$15,000

Place

Sport - Master Plan

Loyola Reserve, Bundoora Watsonia baseball club baseball cages

$15,000

Revenue

$15,000

Place

Sporting Field

Irrigation Burkitt Oval + Drainage

$120,000

Revenue

$120,000

Performance

Sporting Field

Montmorency football Club oval/ground redevelopment

$30,000

Revenue

$30,000

People

Sporting Field

Yallambie Tennis Club upgrade top of two courts

$50,000

Revenue

$50,000

People

$50,000

$15,000

$50,000

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

Open Space

$78,000

Place

Sporting Field

Research Lower Plenty Baseball Club, Glenauburn Reserve - Batting tunnel, lighting and storage

$78,000

Sporting Field

Banyule Flats North soccer pitch- Replace non-operational irrigation system and warm seasons grass conversion.

$130,000

Revenue

$130,000

People

Sport Surface

Cyril Cummins outdoor hockey pitch replacement

$650,000

Open Space Grants Contributions

$450,000 $100,000 $100,000

Place

Playgrounds

Playground improvements The Glade Reserve

$50,000

Open Space

$50,000

People

Playgrounds

Playground Improvements, Irvine Road Reserve

$50,000

Open Space

$50,000

People

Playgrounds

Playground Replacement, Crane Reserve Mark Street

$50,000

Open Space

$50,000

People

Playgrounds

Playground Replacement, Banksia Island Reserve.

$50,000

Open Space

$50,000

People

Playgrounds

Playground Replacement, Shelly Park, Shelly Street, Neighbourhood

$62,000

Open Space

$62,000

People

$78,000

Playgrounds

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal $70,000

Upgrade

Expansion

New

Funding Source

Funding Value

Open Space

$70,000

People

Revenue

$30,000

People

Playgrounds

Playground - Ramu Reserve Heidelberg West

$70,000

Playgrounds

Possum Hollow shade sail (grant application in place)

$30,000

Playgrounds

Anthony Beale reserve regional playground stage 2

$150,000

Open Space

$150,000

People

$35,000

Revenue

$35,000

People

$15,000

Revenue

$15,000

People

Bicycle

Line Marking on LBN 11 in conjunction with road resheets. Bonds Road, Lower Plenty, between Stawell Rd and Rosehill Rd

$15,000

Revenue

$15,000

People

Bicycle

Line Marking on LBN 11 in conjunction with road resheets. Cleveland Avenue, Lower Plenty, between Lakeside Dr and dead end (w)

$15,000

Revenue

$15,000

People

Bicycle

Line Marking in conjunction with road resheets. Haig Street, Heidelberg Heights, between Dresden St and Waterdale Rd

$15,000

Revenue

$15,000

People

Roads, Streets, Bridges Design/construct bicycleBicycle parking lanes in Dougharty Road Line Marking on LBN 11 in conjunction with road Bicycle resheets. Banyule Road, Viewbank, between Banyule Rd and Plenty River Bridge

$30,000

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

Bicycle

Line Marking in conjunction with road resheets. Sherbourne Road, Montmorency, between Baldwin Ave and Elmo Rd

$15,000

Revenue

$15,000

People

Bicycle

Line Marking in conjunction with road resheets. Weidlich Road, Eltham North, between Tamboon Dr and Macka Ave

$15,000

Revenue

$15,000

People

Bicycle

Line Marking in conjunction with road resheets. McDowell Street, Greensborough between Parkview Ave and Nell St

$20,000

Revenue

$20,000

People

Bicycle

Cycle link south west to Greensborough

$70,000

Revenue

$70,000

People

Footpath

Footpath replacement reactive and proactive.

Revenue

$1,350,000

Place

Localised Traffic Infrastructure

Watsonia (Reeves street, Rushworth St) Traffic intervention trial

$12,000

Revenue

$12,000

People

Localised Traffic Infrastructure

Road Safety Program - Kerb Extensions/Calming Infrastructure - Yallambie Road and Tarcoola Drive

$38,000

Revenue

$38,000

People

$1,350,000

$12,000

$38,000

Project Type

Project Description

Proposed Budget 2016/17

Localised Traffic Infrastructure

Construction of traffic calming infrastructure on Berkeley Avenue, Heidelberg, at the intersection with Halifax Ave

$38,000

Localised Traffic Infrastructure

Construction of traffic calming infrastructure on Liberty Parade, Heidelberg West, between Bell St and Bond St

Infrastructure for Pedestrians

Funding Source

Funding Value

$38,000

Revenue

$38,000

People

$38,000

Revenue

$38,000

People

Construction of zebra crossing on Watsonia Road, Watsonia, between Tennyson St and Morwell Ave

$38,000

Revenue

$38,000

People

Area Wide Treatments

Road Safety Program McCrae Road Rosanna, Entire length, Slow points / Modified T-Intersections/ Road Humps, focus at Homewood Court

$38,000

Revenue

$38,000

People

Localised Traffic Infrastructure

Lambourne Rd Indented Parking

$85,000

Revenue

$85,000

People

Localised Traffic Infrastructure

Road Safety Prog - Traffic Treatments On McCrae Rd

$43,000

Revenue

$43,000

People

Localised Traffic Infrastructure

Construction Of Ped Inf Station And Grove Rd Int

$62,500

Revenue

$62,500

People

Asset Renewal

Upgrade

Expansion

New

$85,000

Project Type

Localised Traffic Infrastructure

School Crossing Improvements

Project Description Grimshaw Road/ Flintoff Street intersection redesign,800k funded 400k council 400k state from roads to recovery Construction of a children's raised pavement crossing in Yarra St - Cape St /Lower Heidelberg Rd

Proposed Budget 2016/17

Asset Renewal

$800,000

Upgrade

Expansion

New

$800,000

Funding Source

Funding Value

Revenue Grants

$400,000 $400,000

People

$35,000

Revenue

$35,000

People

School Crossing Improvements

Construction of a children's crossing in Warren Road, Viewbank, between Robern Pde and Diane Cr

$10,000

Revenue

$10,000

People

School Crossing Improvements

Construction of a children's raised pavement crossing in Greenhill Rd, Greensborough, between Palmyra Ct and Mine St

$25,000

Revenue

$25,000

People

Roads to Recovery

Roads to Recovery Funding

$700,000

Grants

$700,000

Place

Roads to Recovery

Old Eltham Road Stage One

$100,000

Grants

$100,000

Place

Roads to Recovery

Banyule Road- Henderson to Henty Bridge

$240,000

Grants

$240,000

Place

Roads to Recovery

Retaining walls within road reserve

$50,000

Grants

$50,000

Place

Roads to Recovery

Banyule Rd - Rosanna Rd to Rutherford Rd, Viewbank

$173,391

Grants

$173,391

Place

100

Project Description

Proposed Budget 2016/17

Asset Renewal

Roads to Recovery

Banyule Rd - Banyule Rd to Plenty River Bridge, Viewbank

$210,738

Retaining wall

Retaining wall Lower Plenty

Funding Source

Funding Value

$210,738

Grants

$210,738

Place

$60,000

Revenue

$60,000

Place

Patching

Failures around traffic management installations reconstruct and patch Cnr Darebin St/Powlett St, Darebin & Cape Roundabout, Cape St Roundabouts at Brown & St James, Anderson St Roundabouts, Yallambie and Lower Plenty Intersections)

$40,000

Revenue

$40,000

Place

Resheet

Russell St, Warralong Av to Elder St, Greensborough

$17,421

Revenue

$17,421

Place

Resheet

Carmichael St - York Av to Maltravers Rd, Ivanhoe East

$29,808

Revenue

$29,808

Place

Resheet

Clifton Gv - Ivanhoe Pde to Waterdale Rd, Ivanhoe

$27,324

Revenue

$27,324

Place

Resheet

Dennis St - Bamfield Rd to Lawson Pde, Heidelberg Heights

$18,262

Revenue

$18,262

Place

Resheet

Bond St - Ambrose St to Liberty Pde, Ivanhoe

$27,186

Revenue

$27,186

Place

Resheet

Cleveland Av - Lakeside Dr to Dead End (W), Lower Plenty Investigation

$10,000

Revenue

$10,000

Place

Resheet

Bonds Rd - Stawell Rd to Rosehill Rd, Lower Plenty Investigation

$10,000

Revenue

$10,000

Place

Project Type

101

Upgrade

Expansion

New

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

Resheet

View Rd - Dead End (S) to Old Eltham Rd, Lower Plenty

$10,000

Revenue

$10,000

Place

Resheet

Finlayson St - Lwr Plenty Rd to #73 Round About, Rosanna

$65,274

Revenue

$65,274

Place

Resheet

Pacific Dr - Corvette St to Ramu Pde, Heidelberg West

$51,773

Revenue

$51,773

Place

Resheet

Sherbourne Rd - Baldwin Av to Elmo Rd, Montmorency

$98,076

Revenue

$98,076

Place

Resheet

Ramu Pde - Pacific Dr to Morobe St, Heidelberg West

$44,484

Revenue

$44,484

Place

Resheet

Hawker St - Osney Av to Ayton St, Ivanhoe

$43,447

Revenue

$43,447

Place

Resheet

Jeffery Ct - Nepean St to CulDe-Sac (S), Greensborough

$8,096

Revenue

$8,096

Place

Resheet

Gotha St - Bell St to Clinton St, Heidelberg Heights 20010

$20,010

Revenue

$20,010

Place

Resheet

Victoria St - Elder St to Tonyl Ct, Greensborough 46759

$46,759

Revenue

$46,759

Place

$15,272

Revenue

$15,272

Place

$61,016

Revenue

$61,016

Place

Resheet Resheet

Ungara Cl - Liddesdale Gv to Cul-De-Sac (N), Eltham North 15272 Ester St - Henry St to McDowell St, Greensborough 61016

Resheet

Hart Av - Nell St to Alexandra St, Greensborough 29601

$29,601

Revenue

$29,601

Place

Resheet

Flintoff St - Grimshaw St to Para Rd, Greensborough

$69,927

Revenue

$69,927

Place

102

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

Resheet

Kalparrin Av - Hailes St to Yando St, Greensborough

$21,896

Revenue

$21,896

Place

Resheet

Talbot St - Nell St to Beatrix St, Greensborough

$18,377

Revenue

$18,377

Place

Resheet

Hopkins St - Nell St to Beatrix St, Greensborough

$19,872

Revenue

$19,872

Place

Resheet

Killerton Cr - Larissa St to Morobe St, Heidelberg West

$23,529

Revenue

$23,529

Place

Resheet

Leach St - Fernside Av to Karingal Dr, Briar Hill

$85,000

Revenue

$85,000

Place

Resheet

Trafalgar Cr - Sandhurst Cr to David Cr, Bundoora

$61,019

Revenue

$61,019

Place

Resheet

Clarence St - Young St to Corona St, Ivanhoe

$7,820

Revenue

$7,820

Place

Resheet

Derwent Pl - Hakea St to CulDe-Sac (W), Watsonia North

$25,737

Revenue

$25,737

Place

Resheet

Dobson Rd - Para Rd to Access Road, Montmorency

$31,395

Revenue

$31,395

Place

Resheet

Olympic St - Endesleigh Av to Morwell Av, Bundoora

$28,566

Revenue

$28,566

Place

Resheet

Griffiths St - Waterdale Rd to Oriel Rd, Bellfield

$80,000

Revenue

$80,000

Place

Resheet

Kenmare St - Curtis Av to Bungay St, Watsonia

$71,047

Revenue

$71,047

Place

Resheet

The Boulevard - Waterdale Rd to The Boulevard, Ivanhoe East

$180,670

Revenue

$180,670

Place

103

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

Resheet

The Mall - Tobruk Av to Bell St, Heidelberg Heights

$30,000

Revenue

$30,000

Place

Resheet

Liberty Pde - Ebony Pde to Barce Pl, Heidelberg West

$140,000

Revenue

$140,000

Place

Resheet

Infrastructure Maintenance Works - Kerb and Channel Replacement

$150,000

Revenue

$150,000

Place

Streetscape

Olympia Village billboards and banners.

$5,000

Revenue

$5,000

Place

Streetscape

Bell St Mall replace statue with flagpoles

$20,000

Revenue

$20,000

Place

Streetscape

Main shopping centre minor Improvements - outcomes of audit process

$50,000

Revenue

$50,000

Place

Streetscape

Small shopping strip renewal development of plan to review and service small shopping streets, e.g. Greville Road, Beewar Street, Andrews Place

$40,000

Revenue

$40,000

Place

Streetscape

Rosanna Shopping Centre design - streetscape renewal works

$50,000

Revenue

$50,000

Place

Streetscape

Heidelberg Central precinct streetscape renewal works Burgundy Street Implementation, footpath resurfacing and street furniture.

$550,000

Revenue

$550,000

Place

104

$20,000

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

Streetscape

Rosanna streetscape improvements including signage, wayfinding urban improvements.

$80,000

Strategic Property

$80,000

Place

Car Parks

Car Park design & construction - Stubley Crt & Howard St Greensborough

$600,000

Strategic Property

$600,000

Place

Car Parks

MacLeod Park car parking surfacing

$140,000

Reserves

$140,000

Place

$3,931,200

Reserves Sale Proceeds

$2,996,800 $934,400

Performance

PLANT AND EQUIPMENT Motor Vehicles

Plant

Operations plant- vehicles, cars and trucks and plant purchases

Plant and Equipment Aquatic and Leisure Centres

Ivanhoe Aquatic Pool Plant Replacement Program

$30,000

Revenue

$30,000

Place

Aquatic and Leisure Centres

Aquatic Facilities â&#x20AC;&#x201C; Ivanhoe Aquatic & Fitness Centre - air handling plant reinstatement

$27,100

Revenue

$27,100

Place

Aquatic and Leisure Centres

Olympic Leisure Centre Pool Plant Replacement Program

$40,000

Revenue

$40,000

Place

105

Project Description

Proposed Budget 2016/17

Sale of Land

Sale of 59 Swanston St Heidelberg Heights (new)

Sale of Land

Funding Value

($830,000)

Performance

Sale of Rosanna Office - 44 Turnham Av (88007)

($3,850,000)

Performance

Sale of Land

Sale of Various Properties project (new)

($1,000,000)

Performance

Sale of Land

Sale of School site - Haig St (88018)

($7,229,938)

Performance

Sale of Land

Transfer sales to strategic property reserve

$12,909,938

Performance

Air Conditioning

Replacement of air conditioning plant at The Centre Ivanhoe, Streeton Room Condor Room

$300,000

Revenue

$300,000

People

Air Conditioning

Replace air-conditioning Briar Hill Hall

$16,000

Revenue

$16,000

People

Air Conditioning

Replace air-conditioning within Hatch Ivanhoe

$40,000

Revenue

$40,000

People

Project Type

Asset Renewal

Upgrade

Expansion

New

Funding Source

PROPERTY Strategic Property

Building

106

Project Type Place Making

Air Conditioning

Project Description Early Learning Hub, Sherbourne Road - $1.9 M Govt Grant Air Conditioning Early Years Facilities - replace evaporative coolers with reverse cycle refrigerant air conditioning units.

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

$1,000,000

New

Funding Source

Funding Value

$1,000,000

Grants

$1,000,000

People

$60,000

Revenue

$60,000

People

Aquatic and Leisure Centres

Aquatic Facilities – Olympic Leisure Centre - air handling unit reinstatement

$25,000

Revenue

$25,000

Place

Aquatic and Leisure Centres

NETS Stadium - replacement of soft wall covering with solid panelling

$30,000

Revenue

$30,000

Place

Aquatic and Leisure Centres

Aquatic Facilities – Ivanhoe Aquatic & Fitness Centre wet deck replacement

$30,000

Revenue

$30,000

Place

Aquatic and Leisure Centres

Aquatic Facilities – Ivanhoe Aquatic & Fitness Centre pool hall seating replacement & upgrade

$22,000

Revenue

$22,000

Place

Aquatic and Leisure Centres

Watsonia Pool - Concourse (council half cost)

$25,000

Revenue

$25,000

Place

Pavilion

N J Telfer Reserve Masterplan - planning and design for pavilion and car park

Revenue Open Space

$750,000 $750,000

Place

Pavilion

Lower Greensborough Park Pavilion, paths, drainage

Open Space

$20,000

Place

107

$1,500,000

$20,000

$1,500,000

$20,000

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal $10,000

Upgrade

Expansion

New

Funding Source

Funding Value

Revenue

$10,000

Place

Pavilion

Central Park Change rooms, replace barge boards

$10,000

Pavilion

Olympic Park - female friendly change rooms

$100,000

Revenue

$100,000

People

Pavilion

Bundoora football club bin cages (8 bins)

$10,000

Revenue

$10,000

Place

Pavilion

Banyule Flats, Pavilion Design

$50,000

Revenue

$50,000

Place

Pavilion

Heidelberg West Pavilion Wet Area

$45,000

Revenue

$45,000

Performance

Pavilion

MacLeod Park Pavilion, storm water drainage replacement

$55,000

Revenue

$55,000

Performance

Pavilion

Montmorency Bowling Club facility

$200,000

Open Space Reserves

$78,000 $122,000

Place

$100,000

Revenue Open Space

$50,000 $50,000

People

$80,000

Revenue

$80,000

People

$10,000

Revenue

$10,000

Place

Pavilion

108

Greensborough RSL, and Greensborough Football/Cricket/Super League Clubs Educational Facility Grace Valley Tennis Club, Improve disability access, viewing platform at front of building, funding for repair of courts. Binnak Park pavilion improvement

$50,000 $45,000

$55,000

Project Description

Proposed Budget 2016/17

Asset Renewal

Flooring

NETS Stadium - court one and two surface renewal

$55,000

Flooring

Briar Hill Hall Replace floor

Flooring

Funding Source

Funding Value

$55,000

Revenue

$55,000

Performance

$35,000

Revenue

$35,000

Performance

The Centre McCubbin Room floor

$50,000

Revenue

$50,000

Performance

Solar Panels

Solar Panel Design

$20,000

Revenue

$20,000

Planet

Solar Panels

Council Buildings solar panels

$350,000

Reserves

$350,000

Planet

Solar Panels

Solar panels Lower Plenty football club 28k

$28,000

Reserves

$28,000

Planet

Environment Energy Plan

Council Buildings energy efficiency

$220,000

Revenue

$220,000

Planet

Project Type

109

Upgrade

Expansion

New

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

Roof

The Mall covered walkways replace roof east

$20,000

Revenue

$20,000

Place

Roof

Macleod Park Pavilion

$20,000

Revenue

$20,000

Performance

Roof

Ivanhoe recreation centre (Bowling Pavilion)

$80,000

Revenue

$80,000

Performance

Switchboard

Council Buildings electrical and thermal switchboards

$30,000

Revenue

$30,000

Performance

Fit Out

Grace Park Hall, replace kitchen

$30,000

Revenue

$30,000

People

Fit Out

Bundoora Bowls Club refurb and restoration

$50,000

Revenue

$50,000

People

Fit Out

Petrie Park installation of fire hydrant

$10,000

Revenue

$10,000

Performance

Access

Council Buildings Accessibility - include Yallambie and Banyule tennis pavilions

$110,000

$55,000

Revenue

$110,000

People

Access

Greenhills Neighbourhood House Decking improvement

$50,000

$25,000

Revenue

$50,000

People

110

$10,000

Project Description

Proposed Budget 2016/17

Asset Renewal

Furniture and Kitchen Appliance

Community Halls-replacement of furniture

$30,000

Furniture and Kitchen Appliance

Ivanhoe Golf Club replacement of fire service

Painting

Funding Source

Funding Value

$30,000

Revenue

$30,000

People

$23,500

Revenue

$23,500

People

Lower Plenty Senior Citizens club paint all externally

$12,000

Revenue

$12,000

Place

Painting

The Centre Ivanhoe

$12,000

Revenue

$12,000

Place

Painting

Morobe street child day care centre, paint all internally

$12,000

Revenue

$12,000

Place

Painting

Watsonia Community Centre, paint all internally

$15,500

Revenue

$15,500

Place

Painting

Kalparrin Gardens Tennis Club, paint all externally

$12,000

Revenue

$12,000

Place

Painting

Rosanna fire station community house, paint all externally

$10,000

Revenue

$10,000

Place

Toilet

North Eastern Citizens Club, construct accessible toilet

$35,000

Revenue

$35,000

People

Toilet

Watsonia Community Centre, upgrade main entrance toilets front of building

$80,000

Revenue

$80,000

People

Construction

Building-Office, 2 floors WaterMarc Greensborough

Strategic Property

$13,500,000

Place

Construction

Rosanna customer service

Strategic Property

$40,000

Performance

Project Type

111

$13,500,000 $40,000

Upgrade

Expansion

New

$35,000 $80,000 $9,500,000

$4,000,000 $40,000

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

$150,000

Revenue

$150,000

Place

Construction

Kalparrin Addition facilities early years centre

$150,000

Construction

Dog club shelter behind old shire office

$50,000

Revenue

$50,000

Place

Construction

Greenhills Preschool Landscaping improvements

$20,000

Revenue

$20,000

Place

Construction

Construction management of capital works projects

$200,000

Revenue

$200,000

Performance

Construction

Building-Community Learning Hub , Ivanhoe Library

$5,000,000

$2,500,000

Strategic Property

$5,000,000

People

$60,000

Revenue

$60,000

People

Revenue

$75,000

People

Revenue

$12,700

People

Contributions Reserve

$17,545 $33,603

Place

OTHER ASSETS Arts Arts

Public Art Strategy Implementation.

$60,000

Arts

Greensborough war memorial park sculpture project

$75,000

Carried Forward Projects Carried Forward

Public Art Strategy Implementation

$12,700

Carried Forward

All Seasons Cricket Pitch Replacement

$51,148

Carried Forward

Ivanhoe Park Pavilion Redevelopment - Ivanhoe Jnrs

$922,637

Revenue Contributions

$597,637 $325,000

Place

Carried Forward Carried Forward

Cartledge Reserve Pavilion Redevelopment

$30,000

Revenue

$30,000

Place

Library Accommodation

$666,000

$255,000

Revenue Reserve

$300,878 $365,122

People

Greensborough War Memorial Umpires Change Room

$40,326

Revenue

$40,326

People

Carried Forward

112

$12,700 $51,148

$191,000

$220,000

Project Type

Project Description

Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Funding Source

Funding Value

$150,000

Revenue

$150,000

People

Revenue

$12,000

People

Carried Forward

Kalparrin Rotary Addition Facility Early Years Centre

$150,000

Carried Forward

Design And Construct Bicycle Crossing Facilities

$12,000

Carried Forward

Renovation Of Paid Parking System In Powlett St

$30,000

Reserve

$30,000

People

Carried Forward

Watsonia Shopping Centre Streetscape Works

$17,000

Revenue

$17,000

Place

Carried Forward

Office Accommodation Greensborough

$4,473,380

Reserve

$4,473,380

Place

Carried Forward

Centre Ivanhoe, Great Hall and Foyer Air Con Replace

$30,000

Revenue

$30,000

People

Other

Operating Assets

$545,911

Revenue

$545,911

Performance

Other

Labour Capitalisation

$450,000

Revenue

$450,000

$12,000

Other

Council has endorsed a reallocation of any underspent funds from Local Roads resurfacing funding within 2015/16 Capital Works Budget - projected to be $240,770. The reallocation will be to roads identified in the 2016/17 capital works resurfacing program. Additional roads will be included up to $240,770 to fully expend the 2016/2017 budget as follows: • Milton Court, Heidelberg Heights • Tobruk Avenue, Heidelberg West • Leonard Crescent, Bundoora • Mountain View Road, Montmorency • Eileen Street, Viewbank • Leslie Court, Lower Plenty • Rhonda Court, Bundoora • Paragrene Court, Montmorency 113

CAPITAL WORKS SUMMARY FOR 2016/2017 Capital Works Summary Proposed Budget 2016/17

Asset Renewal

Upgrade

Expansion

New

Property - Land

$24,088,000

$13,460,000

$775,000

$8,000,000

$1,853,000

$7,615,293

$5,437,793

$1,990,500

$187,000

$840,000

$165,000

$200,000

$475,000

$3,305,000

$1,520,000

$485,000

$670,000

$630,000

$512,000

$232,000

$250,000

$30,000

$97,100

$3,931,200

$135,000

$75,000

$60,000

$6,435,191

$4,896,854

$1,143,637

$232,000

$162,700

- Labour Capitalisation

$450,000

- Operating Assets

$545,911

$47,954,695

$30,810,858

$4,844,137

$9,437,000

- Buildings Infrastructure - Roads, Streets and Bridges - Drainage - Parks and Gardens - Playgrounds Plant and Equipment - Plant and Equipment - Motor Vehicles Other Assets - Art Collection - Carried Forward

Total Capital Works - Assets

114

$2,862,700

Sources of Funds for Capital Works Summary Source of Funds

Revenue

Government Grants

Reserves

Sale Proceeds

Community Contributions

Property - Land - Buildings

($12,909,938)

$12,909,938

$24,088,000

$3,150,000

$19,038,000

$1,900,000

$7,615,293

$4,921,164

$820,000

$1,874,129

Infrastructure - Roads, Streets and Bridges - Drainage - Parks and Gardens - Playgrounds

$840,000

$590,000

$250,000

$3,305,000

$1,620,000

$1,330,000

$200,000

$155,000

$512,000

$30,000

$482,000

Plant and Equipment - Plant and Equipment - Motor Vehicles

$97,100

$3,931,200

$2,996,800

$934,400

$135,000

Other Assets - Art Collection - Carried Forward

$6,435,191

$1,190,541

$4,902,105

$342,545

- Labour Capitalisation

$450,000

- Operating Assets

$545,911

$47,954,695

$12,729,716

$16,908,967

$3,974,129

$13,844,338

$497,545

Total Capital Works - Assets

115

Major initiatives

This section presents a listing of the major initiatives projects that will be undertaken for the 2016/2017 year. The major initiatives projects are grouped by class and include the following: â&#x20AC;˘ â&#x20AC;˘

116

Major initiatives for 2016/2017 Major initiatives carried forward from the 2015/2016 year.

Project Type

Project Description

Proposed Budget 2016/17

Funding Source

Funding Value

MAJOR INITIATIVES Community Community

Movies in the park

$35,000

Revenue

$35,000

People

Community

Youth Foundation Victoria 3081

$10,000

Revenue

$10,000

People

Community

Volunteers of Banyule staffing and operating expenses.

$100,000

Revenue

$100,000

Participation

Community

Banyule housing support group inc staff costs.

$105,000

Revenue

$105,000

People

Community

Place Renaming

$18,000

Revenue

$18,000

People

Community

Freedom of Entry - Defence Force School of Signals

$11,000

Revenue

$11,000

People

Community

50th Anniversary Battle of Long Tan during 2016

$28,500

Revenue

$28,500

People

Community

Banyule Business Awards

$30,000

Revenue

$30,000

People

Community

3081 Initiative - post neighbourhood renewal mainstreaming based on approach in Heidelberg West

$175,000

Revenue

$175,000

Place

Community

Macleod YMCA Banyule operational subsidy.

$100,000

Revenue

$100,000

People

Community

Northern Area Advancement (Northern Regional Councils)

$10,000

Revenue

$10,000

Place

Community

Community Engagement

$40,000

Revenue

$40,000

Participation

Community

Watsonia motor show

$15,000

Revenue

$15,000

People

Community

Regional high ball and synthetic soccer strategy

$10,000

Revenue

$10,000

People

Community

Wellness Walk cash sponsorship Sept 2016

$25,000

Revenue

$25,000

Participation

Community

Loyola College car parking enforcement package

$10,000

Revenue

$10,000

People

117

Project Type

Project Description

Proposed Budget 2016/17

Funding Source

Funding Value

Community

Ongoing part time aboriginal community development role

$50,000

Revenue

$50,000

Participation

Community

Advocate for North East link & other support by Council

$100,000

Revenue

$100,000

Place

Community

Design lighting laneway from Norman Street to Upper Heidelberg Road Ivanhoe

$20,000

Revenue

$20,000

People

Community

Watsonia streetscape

$80,000

Revenue

$80,000

Place

Community

Regional paddle sports feasibility

$5,000

Revenue

$5,000

People

Economic Development Economic Development

Economic Development plan implementation

$15,000

Revenue

$15,000

Place

Economic Development

Special Rates and Charges Lower Plenty No. 3 (89888)

$34,320

Revenue Special Charge

$17,160 $17,160

Place

Economic Development

Special Rates and Charges Eaglemont No. 2 (89871)

$24,500

Revenue Special Charge

$12,500 $12,000

Place

Economic Development

Special Rates and Charges Macleod No. 1 (89865)

$37,570

Revenue Special Charge

$18,400 $19,170

Place

Economic Development

Special Rates and Charges Montmorency No 3 (89867)

$44,796

Revenue Special Charge

$22,065 $22,731

Place

Economic Development

Special Rates and Charges Watsonia No. 4 (89869)

$57,427

Revenue Special Charge

$26,827 $30,600

Place

Economic Development

Special Rates and Charges East Ivanhoe No. 3 (89886)

$74,000

Revenue Special Charge

$37,000 $37,000

Place

Economic Development

Special Rates and Charges Rosanna No. 2 (89882)

$80,000

Revenue Special Charge

$39,000 $41,000

Place

Economic Development

Special Rates and Charges The Mall No. 2 (89878)

$105,000

Revenue Special Charge

$50,000 $55,000

Place

118

Project Type

Project Description

Proposed Budget 2016/17

Funding Source

Funding Value

Economic Development

Special Rates and Charges Heidelberg Central (89874)

$184,838

Revenue Special Charge

$88,797 $96,041

Place

Economic Development

Special Rates and Charges Ivanhoe No. 4 (89866)

$219,114

Revenue Special Charge

$100,000 $119,114

Place

Economic Development

Special Rates and Charges Greensborough No. 2 (89868)

$237,780

Revenue Special Charge

$105,000 $132,780

Place

Economic Development

Economic Development rolling special rates and charges renewal program

$20,000

Revenue

$20,000

Place

Economic Development

North Link membership

$15,000

Revenue

$15,000

Place

Economic Development

Urban villages action plan

$25,000

Revenue

$25,000

Place

Economic Development

Bell Street Mall lighting cost

$6,000

Revenue

$6,000

Place

Economic Development

Stepping Stone - CALD women into business project

$25,000

Revenue

$25,000

Place

Environment

Carbon offsets for council emissions that remain after energy efficiency and green power

$11,000

Revenue

$11,000

Planet

Environment

ISO14001 environmental accreditation - Maintains ISO14001 environmental accreditation and allows audit of the Councils Environmental Management System (EMS).

$12,500

Revenue

$12,500

Planet

$48,500

Revenue

$48,500

Planet

$36,000

Revenue

$36,000

Planet

Environment/Water management

Environment

119

Planet policy implementation includes environmental education activities at Council festivals, developing the state of the environment report and environmental education materials including flora and fauna brochures and technical improvements to the significant tree register Green Power - continued green power purchasing for 10% of major streetlight electricity accounts, expand purchase in later years

Proposed Budget 2016/17

Funding Source

Funding Value

$42,500

Revenue

$42,500

Planet

$55,000

Revenue

$55,000

Planet

$80,000

Revenue

$80,000

Planet

St Pius Community Garden

$20,000

Revenue

$20,000

Place

Heidelberg Community Garden

$50,000

Open Space

$50,000

Place

Parks and Reserves - Desiltation and revegetation of stormwater treatment system at Redmond Ct wetlands. subject to feasibility study

$30,000

Revenue

$30,000

Planet

Management

Building-Council buildings asbestos removal and assessment

$50,000

Revenue

$50,000

Performance

Management

Best Value service review program

$120,000

Revenue

$120,000

Performance

Management

Hardcopy records digitisation project

$200,000

Revenue

$200,000

Performance

Management

Banyule City Council General Elections

$630,000

Revenue

$630,000

Performance

Management

MAV Advanced Step Program and National Asset Framework - payment of support fee.

$12,000

Revenue

$12,000

Performance

Management

Develop long term asset infrastructure plans

$40,000

Revenue

$40,000

Performance

Management

Development of a public toilet strategy

$30,000

Revenue

$30,000

Place

Project Type

Environment

Environment Open Space Facilities Open Space Facilities

Water Management

Project Description Energy Saving Initiatives â&#x20AC;&#x201C; funds contributions to the Northern Alliance for greenhouse action and positive charge program for residents and investigations of Council energy saving measures such as building energy efficiency and solar panels and other energy efficiency Sustainable homes and communities program (incl leaders program) with Darebin and Sustainability Victoria. Water management initiatives storm water harvesting program design and concept

Management

120

Project Type

Project Description

Proposed Budget 2016/17

Funding Source

Funding Value

Management

Review of road safety strategy

$20,000

Revenue

$20,000

People

Management

Preparation of Greensborough parking plan

$115,000

Revenue

$115,000

People

Management

Right Of Way policy actions

$25,000

Revenue

$25,000

Place

Management

Sustainable transport-run promotional events-ride to work, ride to school, walk to school, etc.

$10,000

Revenue

$10,000

Planet

Maintenance

Drainage investigations CCTV (camera down drains) for specific drainage problems.

$30,000

Revenue

$30,000

Planet

Maintenance

Shopping centre and toilet cleaning

$180,000

Revenue

$180,000

Place

Maintenance

Greensborough Chamber of Commerce maintenance activities

$25,000

Revenue

$25,000

Place

Maintenance

Dumped rubbish collection and recycling

$76,000

Revenue

$76,000

Planet

Maintenance

Dog park fence maintenance dog park maintenance

$15,000

Revenue

$15,000

Place

Maintenance

Building maintenance costs for new facilities - Ivanhoe Aquatic Centre, Olympic Village learning hub, Simms Rd pavilion

$38,000

Revenue

$38,000

Place

Bridge

Banksia Street pedestrian bridge survey investigation, design

$35,000

Open Space

$35,000

Place

Streetscape

Replace existing waste bin enclosures and MGB's in shopping centres with letter box type bins with 85 enclosures & wheelie bins.

$25,000

Revenue

$25,000

Place

Streetscape

Powlet Street common, landscape improvements

$40,000

Open Space

$40,000

Place

City Entrances

Para Rd and Grimshaw Street City Entrance - garden bed renovation. Main St Greensborough - entrance to shopping centre, Lower Plenty Rd gardens

$20,000

Open Space

$20,000

Place

Maintenance

Maintenance of our existing Water Sensitive Urban Design (WSUD) assets.

$50,000

Revenue

$50,000

Planet

Maintenance

121

Project Type

Maintenance

Project Description

Proposed Budget 2016/17

Funding Source

Funding Value

Stormwater management initiatives - facility maintenance stormwater harvesting Chelsworth Park, Kalparrin Group, De Winton Park $ 250,000 (contribution from St. Property reserve

$145,000

Revenue

$145,000

Planet

$40,000

Revenue

$40,000

Planet

$40,000

Revenue

$40,000

Planet

Management Trees/Bushland Tree condition risk Management assessments and works Trees Council community services properties Tree condition risk assessments and works - 34 km Management shared trail network and in Trees playgrounds, BBQ's and park shelters Management Trees

Significant tree monitoring. Condition inspections on trees on private land listed on the significant tree register

$15,000

Revenue

$15,000

Planet

Management Trees

Tree planting on nature strips/road reserves, parks and reserves.

$75,000

Revenue

$75,000

Planet

Management Trees

Compliance with electrical line safety regulations & routine street tree pruning. - To support the existing tree management contract. assessment and works on 75,000 street trees reduced 340k as per pb.

$250,000

Revenue

$250,000

Planet

Open Space Facilities

Portable watering system for trees

$10,000

Revenue

$10,000

Planet

Management Bushland

Parks and Reserves - renewal weed control maintenance and planting to existing revegetation Darebin Creek

$10,000

Revenue

$10,000

Planet

Management Bushland

Parks and Reserves - renewal/ weed control maintenance and planting to existing revegetation Plenty River

$10,000

Revenue

$10,000

Planet

Management Bushland

De-siltation of Banyule Flats stormwater pond on north east drain to wetland and carry out revegetation works

$20,000

Revenue

$20,000

Planet

Management Bushland

Parks and Reserves - renewal/ weed control maintenance and planting to existing revegetation Yarra River

$10,000

Revenue

$10,000

Planet

122

Project Type

Project Description

Proposed Budget 2016/17

Funding Source

Funding Value

$10,000

Revenue

$10,000

Planet

Management Bushland

Weed control pond desiltation of the water body in Binnak Park

Management Bushland

Environmental Management post burn weed control and site management

$15,000

Revenue

$15,000

Planet

Management Bushland

Vermin Control

$20,000

Revenue

$20,000

Planet

Management Bushland

City Plan Biodiversity Initiatives. priority bushland reserve management plans

$14,000

Revenue

$14,000

Planet

Management Bushland

Ryans Rd reserve conservation reserve -implementation of management plan

$25,000

Revenue

$25,000

Planet

$25,000

Revenue

$25,000

Place

Strategic Land use Planning Strategic Land Use Planning

Stage 1 16/17 MSS review

Property Selling Expenses Land & Selling Costs

COSTS - Sale of 59 Swanston St Heidelberg Heights (new)

$50,000

Strategic Property

$50,000

Performance

Land & Selling Costs

COSTS - Sale of Various Properties - project (new)

$100,000

Strategic Property

$100,000

Performance

Land & Selling Costs

COSTS Sale of Rosanna Office - 44 Turnham Av (88007)

$400,000

Strategic Property

$400,000

Performance

Land & Selling Costs

COSTS - Selling Paraweena Crt

$10,000

Strategic Property

$10,000

Performance

Land & Selling Costs

COSTS - Selling 162 Main Rd Lower Plenty

$25,000

Strategic Property

$25,000

Performance

Carried Forward

Art Gallery Develop Business Case & Design

$50,000

Revenue

$50,000

People

Carried Forward

Library Accommodation

$10,000

Revenue

$10,000

People

Carried Forward

Road Safety Partnership Program

$20,000

Revenue

$20,000

People

Carried Forward

Planning Scheme Review

$17,000

Revenue

$17,000

Place

Carried Forward

Strategic Land Use - Watsonia 2050 Vision

$6,240

Revenue

$6,240

Place

Carried Forward

Strategic Land Use - LaTrobe Cluster

$5,000

Revenue

$5,000

Place

Carried Forward

123

Project Type

Project Description

Proposed Budget 2016/17

Funding Source

Funding Value

Carried Forward

Middle Yarra Planning Controls Review

$10,000

Revenue

$10,000

Planet

Carried Forward

New Res Zones Stage 2 For Neighbourhood Residential Zone

$70,000

Revenue

$70,000

Place

Carried Forward

Planning Scheme Amendment Heidelberg Car Parking

$40,000

Revenue

$40,000

Place

Carried Forward

LaTrobe National Employment Cluster

$50,000

Revenue

$50,000

Place

Carried Forward

Open Space Strategic Planning Scheme Amendment

$25,000

Revenue

$25,000

People

Carried Forward

Strategic Land Use - Activity Centres

$90,000

Revenue

$90,000

People

Carried Forward

Sale of 8 Paraweena Court, Greensborough

$10,000

Reserve

$10,000

Performance

Sources of Funds for Major Initiatives Summary Major Initiatives Major Initiatives - C/fwd. Total Major Initiatives

124

Source of Funds $5,673,345

$4,360,749

$440,774

Special Charges $582,596

$403,240

$393,240

$10,000

$6,076,585

$4,753,989

$450,774

$582,596

$289,226

Revenue

Reserves

Community Contributions $289,226

Rates and charges

This section presents information about rates and charges which the Local Government Act 1989 and the Regulations require to be disclosed in the Councilâ&#x20AC;&#x2122;s annual budget. In developing the Strategic Resource Plan (referred to in Section 14), rates and charges were identified as an important source of revenue, accounting for 66% of the total revenue received by Council annually. Planning for future rate increases has therefore been an important component of the Strategic Resource Planning process. The State Government have introduced the Fair Go Rates System (FGRS) which sets out the maximum amount councils may increase rates in a year. For 2016/2017 the FGRS cap has been set at 2.50%. The cap applies to both general rates and municipal charges and is calculated on the basis of councilâ&#x20AC;&#x2122;s average rates and charges. The formulae provided by the Essential Services Commission (ESC) and agreed to by the State Government is: 2015/2016 Adopted General Rate and Municipal Charge Income + 2015/2016 Annualised Supplementary Rate and Municipal Charge Income Number of Assessments as at 30 June 2016 = Base Average Rate Base Average Rate x (1 + Prescribed Rate Cap (2.50%)) = Maximum allowable Capped Average Rate The level of required rates and charges has been considered in this context, with reference to Council's other sources of income and the planned expenditure on services and works to be undertaken for the Banyule community. In situations where the rate cap is not sufficient for Councilâ&#x20AC;&#x2122;s needs, Council can apply to the Essential Services Commission for a higher cap; this is known as a variation. Banyule City Council did not apply for a variation to the rate cap for 2016/2017. Revenue growth and containing costs will continue to be a focus in order to achieve the future operating position as set out in the Strategic Resource Plan. The planned contributions from operations toward capital expenditure for the 2016/2017 year should be gradually increased each year to maintain robust capital works programs in the future. This will be increasingly harder to achieve in a rate capping environment and high reliance on government funding. In order to achieve these objectives while maintaining service levels and a strong capital expenditure program, the average general rate and municipal charge will increase by 2.50% in line with the rate cap. This will raise total rate and charges for 2016/2017 of $93.81 million, including supplementary rates and special rates and charges. The 2016/2017 year is a revaluation year which is required every two years the State Government. Rates are applied to properties in accordance with the valuation of the property.

125

7.1

The rate in the dollar to be levied as general rates under section 158 of the Act for each type or class of land compared with the previous financial year Type or class of land

General rate for residential improved properties General rate for residential vacant properties General rate for commercial improved properties General rate for commercial vacant properties General rate for industrial improved properties General rate for industrial vacant properties Cultural and recreational *

2015/16 cents/$CIV 0.00254935 0.00344162 0.00318669 0.00446136 0.00318669 0.00446136 0.00214145

2016/17 cents/$CIV 0.00215977 0.00291569 0.00269971 0.00377960 0.00269971 0.00377960 0.00181421

Change -15.28% -15.28% -15.28% -15.28% -15.28% -15.28% -15.28%

*Amounts in lieu of rates for cultural and recreational lands are declared for each applicable assessment in accordance with the Cultural and Recreational Lands Act 1963. 7.2

The estimated total amount to be raised by general rates in relation to each type or class of land, and the estimated total amount to be raised by general rates, compared with the previous financial year Type or class of land

Change 4.71% 18.44% -8.88% 42.84% -6.88% 1.98% 7.01% 3.63%

The number of assessments in relation to each type or class of land, and the total number of assessments, compared with the previous financial year Type or class of land

126

2015/16 2016/17 $ $ 73,219,351 76,665,861 883,340 1,046,222 5,985,664 5,454,432 116,183 165,958 2,056,342 1,914,950 51,970 53,001 70,601 75,552 82,383,451 85,375,976

2015/16 No. 48,953 383 2,055 20 884 17 4 52,316

2016/17 No. 49,470 405 2,053 21 915 17 4 52,885

Change 1.06% 5.74% -0.10% 5.00% 3.51% 1.09%

7.4

The basis of valuation to be used is the Capital Improved Value (CIV)

7.5

The estimated total value of each type or class of land, and the estimated total value of land, compared with the previous financial year Type or class of land

Change 23.59% 39.80% 7.56% 68.61% 9.92% 20.38% 26.32% 22.53%

The municipal charge under section 159 of the Act compared with the previous financial year

Type of Charge Municipal 7.7

2015/16 2016/17 $'000 $'000 28,720,791 35,497,234 256,664 358,825 1,878,333 2,020,377 26,042 43,909 645,291 709,317 11,649 14,023 32,969 41,645 31,571,739 38,685,330

Per Rateable Property 2015/16 $ 130.00

Per Rateable Property 2016/17 $ 133.25

Change 2.50%

The estimated total amount to be raised by municipal charges compared with the previous financial year Type of Charge

Municipal charge

2015/16 $ 6,800,560

2016/17 $ 7,046,393

Change 3.61%

Council does not currently charge a service fee for the collection of a standard waste service for residential improved properties. Non-standard and additional services are charged; refer to Appendix A - Fees and Charges for declared charges. 7.8

The estimated total amount to be raised by all rates and charges compared with the previous financial year Type of Charge

General rates Municipal charge Kerbside collection and recycling Rates and charges

127

2015/16 2016/17 $ $ 82,383,451 85,375,976 6,800,560 7,046,393 89,184,011 92,422,369

Change 3.63% 3.61% 3.63%

7.9

Any significant changes that may affect the estimated amounts to be raised by rates and charges

There are no known 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 making of supplementary valuations (2016/2017: estimated $750,000, 2015/2016: $371,000) 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; and Changes of use of land such that residential land becomes business land and vice versa.

7.10 Differential Rates Rates to be levied The rate and amount of rates payable in relation to land in each category of differential are: • • • • • • •

A general rate of 0.215977% (0.00215977 cents in the dollar of CIV) for all rateable residential improved properties A general rate of 0.291569% (0.00291569 cents in the dollar of CIV) for all rateable residential vacant properties A general rate of 0.269971% (0.00269971 cents in the dollar of CIV) for all rateable commercial improved properties A general rate of 0.377960% (0.00377960 cents in the dollar of CIV) for all rateable commercial vacant properties A general rate of 0.269971% (0.00269971 cents in the dollar of CIV) for all rateable industrial improved properties A general rate of 0.377960% (0.00377960 cents in the dollar of CIV) for all rateable industrial vacant properties An amount in lieu of rates for cultural and recreational properties – Note 1

Note 1: Amounts in lieu of rates for cultural and recreational lands are declared for each applicable assessment in accordance with the Cultural and Recreational Lands Act 1963. Each differential rate will be determined by multiplying the Capital Improved Value of each rateable land (categorised by the characteristics described below) by the relevant percentages indicated above. Council considers that each differential rate will contribute to the equitable and efficient carrying out of council functions. Details of the objectives of each differential rate, the types of classes of land, which are subject to each differential rate and the uses of each differential rate, are set out below.

128

Differential Rate Objectives The differential rate will be used to fund some of those items of expenditure and Capital Works described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above. Geographic Location is wherever located within the municipal district. Use of Land is any use permitted under the Banyule Planning Scheme. Planning Scheme Zoning is the zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the Banyule Planning Scheme. Types of Building are the types of buildings on the land within a differential rate are all buildings that are now constructed on the land.

7.10.1 Residential Vacant Land Objective: To encourage the development of land for residential purposes; and to ensure that such rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the: 1. Implementation of good governance and sound financial stewardship; and 2. Construction, renewal, upgrade, expansion and maintenance of infrastructure assets; and 3. Development and provision of health, environmental, conservation, leisure, recreation, youth and family community services; and 4. Provision of strategic and economic management, town planning and general support services; and 5. Promotion of cultural, heritage and tourism aspects of Councilâ&#x20AC;&#x2122;s municipal district. Types and Classes Any rateable land on which no dwelling is erected but which, by reason of its locality and zoning under the Banyule Planning Scheme, would, if developed, be or be likely to be used primarily for residential purposes.

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7.10.2 Commercial/Industrial Vacant Land Objective: To encourage the development of land for residential purposes; and to ensure that such rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the: 1. Implementation of good governance and sound financial stewardship; and 2. Construction, renewal, upgrade, expansion and maintenance of infrastructure assets; and 3. Development and provision of health, environmental, conservation, leisure, recreation, youth and family community services; and 4. Provision of strategic and economic management, town planning and general support services; and 5. Promotion of cultural, heritage and tourism aspects of Councilâ&#x20AC;&#x2122;s municipal district. Types and Classes: Any rateable land on which no dwelling is erected but which, by reason of its locality and zoning under the Banyule Planning Scheme, would, if developed, be or be likely to be used primarily for commercial or industrial purposes.

7.10.3 Commercial/Industrial Improved Land Objective: To ensure that such rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council having regard to the capacity of such land to be used to yield income and the demands such land makes on Council's infrastructure. Those functions include the: 1. Implementation of good governance and sound financial stewardship; and 2. Construction, renewal, upgrade, expansion and maintenance of infrastructure assets; and 3. Development and provision of health, environmental, conservation, leisure, recreation, youth and family community services; and 4. Provision of strategic and economic management, town planning and general support services; and 5. Promotion of cultural, heritage and tourism aspects of Councilâ&#x20AC;&#x2122;s municipal district. Types and Classes: Any rateable land which is used, or designed or adapted to be used, primarily for commercial or industrial purposes.

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7.10.4 Other Land (Including Residential Improved Land) Objective: To ensure that such rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, having regard to the relative benefits derived from the carrying out of such functions. Those functions include the: 1. Implementation of good governance and sound financial stewardship; and 2. Construction, renewal, upgrade, expansion and maintenance of infrastructure assets; and 3. Development and provision of health, environmental, conservation, leisure, recreation, youth and family community services; and 4. Provision of strategic and economic management, town planning and general support services; and 5. Promotion of cultural, heritage and tourism aspects of Councilâ&#x20AC;&#x2122;s municipal district. Types and Classes: Any rateable land which is not Residential Vacant Land, Commercial / Industrial Vacant Land or Commercial / Industrial Improved Land.

7.10.5 Cultural and Recreational Lands Objective: To ensure that the promotion of cultural, heritage and recreational activity occurs within Councilâ&#x20AC;&#x2122;s municipal district and that this is supported in a way that encourages appropriate activity and development. Council has considered the service utilised by the lands and the benefit these lands provide to the community by consideration of their cultural or recreational land use, as required under the Act. Types and Classes: Under the provisions of the Cultural and Recreational Land Act 1963, the Council levies an amount in lieu of rates payable in respect of recreational lands that have the following characteristics: Any land which is not Residential Vacant Land, Commercial / Industrial Vacant Land or Commercial / Industrial Improved Land, which is specifically set aside for the use of cultural and recreational pursuits whereby the members do not derive a financial benefit or profit from the activities. The Act effectively provides for properties used for outdoor activities to be differentially rated unless it involves land that is being leased from a private landowner. The discretion of whether to provide a cultural and recreational lands rate rests with Council. The amount in lieu of rates payable in respect of each rateable land to which the Cultural and Recreational Land rate applies is determined by multiplying the Capital Improved Value of that rateable land by declared rate in the dollar.

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Currently Council has four properties that are defined as Cultural and Recreational properties in accordance with the Cultural and Recreational Lands Act. They are listed below: • • • •

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1 Vasey Street, Lower Plenty 54 Cleveland Avenue, Lower Plenty 8 Main Street, Lower Plenty 540 The Boulevard, Ivanhoe East

Summary of financial position

Council has prepared a Budget for the 2016/2017 financial year which seeks to balance the demand for services and infrastructure with the communityâ&#x20AC;&#x2122;s capacity to pay. Key budget information is provided below about the financial sustainability and strategic objectives of the Council. 8.1

Rates and charges

110.00 100.00 $ millions

90.00 80.00

86.29

90.55

103.31

100.11

96.92

93.81

70.00 60.00 50.00 40.00 30.00 A2014/15

F2015/16

A = Actual

B2016/17

SRP2017/18 SRP2018/19 SRP2019/20

F = Forecast B = Budget SRP = Strategic Resource Plan estimates

It is proposed that the average rates increase by 2.50% for the 2016/2017 year, raising total rates of $93.81 million. This will result in an increase in total revenue from rates and service charges against forecast 2015/2016 of 3.61%. This rate increase is in line with the rate cap set by the Minister for Local Government. Refer Sections 7 and 10 for more information. 8.2

Operating result 18.00 16.00

Surplus / -deficit $M

14.00

15.69

12.00 10.00 8.00 6.00

6.02

4.00

6.93 5.08

2.00

4.39

4.76

SRP2018/19

SRP2019/20

0.00 A2014/15

F2015/16

B2016/17

SRP2017/18

The expected operating result for the 2016/2017 year is a surplus of $6.93 million, which is an increase of $0.91 million over 2015/2016. The improved operating result is due mainly to grant funding for capital works which is forecast to increase by $2.92 million to $4.87 million. Although an increase when comparing the prior year there is no additional cash funding as 50% of the grant funding for 2015/2016 was prepaid into the financial year 2014/2015. There is also a reduction of $0.69 million in public open space contributions income as a result of greater than anticipated contributions during the 2015/2016 financial year. The adjusted underlying result, which excludes items such as non-recurrent capital grants and noncash contributions is a surplus of $2.37 million for 2016/2017 - refer to section 8.7 of this summary for further information.

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8.3

Services 80.00 70.00

net cost $M

60.00 50.00

62.40

67.00

68.54

F2015/16

B2016/17

70.99

72.57

75.72

40.00 30.00 20.00 10.00 0.00 A2014/15

SRP2017/18 SRP2018/19 SRP2019/20

The net cost of services delivered to the community for the 2016/2017 year is expected to be $68.54 million which is an increase of $1.54 million over 2015/2016. A key influencing factor in the development of the 2016/2017 budget has been the recently released results of the community satisfaction survey conducted by Council. The survey results show that while there is a relatively high level of satisfaction with most services provided by Council, there are some areas of concern where there is a clear message that ratepayers want improved service levels. For the 2016/2017 year, service levels have been maintained and a number of initiatives proposed. (The forecast net cost for the 2015/2016 year is $67.00 million). Refer Section 2 for a list of services 8.4 Cash and cash equivalents 80.00 78.31

cash on hand $M

76.23 70.00

60.00

66.64

64.80

64.33

62.48

50.00 A2014/15

F2015/16

B2016/17

SRP2017/18 SRP2018/19 SRP2019/20

Cash and cash equivalents are expected to decrease by $9.59 million to $66.64 million as at 30 June 2017. A significant amount of cash was generated from property sales in 2015/2016 and is now being used to fund a proportion of our current capital program. The reduction in cash and cash equivalents is in line with Council's Strategic Resource Plan where own source revenue is being used to fund the significant capital program that Council has committed to delivering during the next four years. In addition to the cash holdings it is also budgeted to have $16.72 million in financial assets as at 30 June 2017. Refer also Section 3.4 for the Statement of Cash Flows and Section 11 for an analysis of budgeted cash position.

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8.5 Capital works

47.95

capital works $M

45.00 39.82

35.00

33.64 30.21

25.00 22.33

21.23

15.00 A2014/15

F2015/16

B2016/17

SRP2017/18 SRP2018/19 SRP2019/20

The capital works program for the 2016/2017 year is expected to be $47.95 million of which $6.44 million relates to projects which will be carried forward from prior year. The carried forward component is fully funded from the 2015/2016 budget. The capital program will be funded from external government grants ($3.97 million), from community and other external contributions ($0.49 million) with the balance of $43.49 million from Council cash. The Council cash amount comprises asset sales ($13.84 million), Councilâ&#x20AC;&#x2122;s cash reserves ($12.01 million), cash held at the start of the year ($6.10 million) and cash generated through operations in the 2016/2017 financial year ($11.54 million). The capital expenditure program has been set and prioritised based on a rigorous process of consultation that has enabled Council to assess needs and develop sound business cases for each project. This year's program includes a number of major building projects including the Office Accommodation - Greensborough redevelopment and Ivanhoe Library Accommodation (funded through property sales), and the Ivanhoe Park Pavilion Redevelopment (Ivanhoe Juniors). Refer also Section 3 for the Statement of Capital Works and Section12 for an analysis of the capital budget.

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8.6

Financial position

86.99

working capital $M

100.00 90.00 80.00 70.00 60.00 50.00 40.00 30.00 20.00 10.00 0.00

83.40

83.24 66.85

65.95

A2014/15

F2015/16

58.06

B2016/17

SRP2017/18 SRP2018/19 SRP2019/20

The financial position is expected to improve with net assets (net worth) continuing to grow over the four years. Working Capital (net of current assets less current liabilities) will reduce by $17.29 million to $65.95 million as at 30 June 2017. This is mainly due to the use of cash reserves to fund a component of the capital works program. The working capital is then expected to grow to $83.40 million as at 30 June 2020. Refer also Section 3.2 for the Balance Sheet and Section 13 for an analysis of the budgeted financial position. 8.7

Financial sustainability

adjusted underlying surplus / -deficit $M

3.60 3.40 3.39

3.20

3.21

3.00 2.80 2.60 2.40

2.64 2.49

2.37

2.20 2.00 F2015/16

B2016/17

SRP2017/18

SRP2018/19

SRP2019/20

A high level Strategic Resource Plan for the years 2016-2020 has been developed to assist Council in adopting a budget within a longer term prudent financial framework. The key objective of the Plan is financial sustainability in the medium to long term, while still achieving the Councilâ&#x20AC;&#x2122;s strategic objectives as specified in the Council Plan. The adjusted underlying result, which is a measure of financial sustainability, shows a healthy surplus over the four year period. These results will ensure that Council is in a position to deliver core services and capital projects within a rate capping environment. Refer Section 14 for more information on the Strategic Resource Plan.

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8.8

Strategic Objectives 20 16

net cost $M

15.8

16.5

17.5

18.1

16.8

16.9

12 10.8

10.6 6.4

6.4

0 People

Planet

Place

2015/16

Participation

Performance

2016/17

The Annual Budget includes a range of services to be funded that will contribute to achieving the strategic objectives specified in the Council Plan. The above graph shows the level of funding allocated in the budget to achieve the strategic objectives as set out in the Council Plan for the 2016/2017 year. The services that contribute to these objectives are set out in Section 2 8.9

Council expenditure allocations

Capital Works & Initiatives Corporate, Customer Service & Risk Management Waste Collection and Recycling Health, Aged & Disability Services Parks, Reserves & Street Trees Family and Children Services Recreation, Leisure and Aquatic Facilities Roads, Footpaths, Drains and Related Utilities Building Control & Planning Property Management and Municipal Valuations Library Services, Arts and Culture Debt Servicing Parking, Traffic & Local Laws Governance & Executive Depot, Plant & Fleet Maintenance Conservation & Planning

$ 32.12 9.72 9.51 7.31 7.05 6.19 5.86 5.39 3.50 3.20 3.19 2.15 2.04 2.00 0.44 0.33 $100.00

The above table provides an indication of how Council allocates its expenditure across the main services that it delivers. It shows how much is allocated to each service area for every $100 that Council spends. Council overheads, governance costs and administration costs are allocated to our external services using an internal allocation model. It does not take into account the source of funding for each area of expenditure.

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This budget has been developed through a rigorous process of consultation and review and management endorses it as financially responsible. More detailed budget information is available throughout this document. Note: Expenses of a non-cash nature, like depreciation, have been excluded from the above table.

138

Budget Influences

This section sets out the key budget influences arising from the internal and external environment within which the Council operates. 9.1

Snapshot of Banyule City Council

This section sets out demographic information about the municipality which influences budgets for various services. Banyule City Council Banyule City Council was formed in 1994 and comprises 21 suburbs that lie between 7 and 21 kilometres north-east of central Melbourne. In total it covers an area of approximately 63 square kilometres. Population Banyule’s estimated resident population for 2015 is 126,232. Banyule’s population forecast for 2016 is 128,201 and is forecast to grow to 148,095 by 2036 (15.52% increase).

Banyule has an older age profile compared to Greater Melbourne. Older residents aged 60+ years make up 21.7% of Banyule’s population compared to 18.2% of the population in Greater Melbourne. From 2006 to 2011, the largest growth in Banyule occurred in the following age groups: • • •

Elderly, aged 85+ years (22% increase) Empty nesters and retirees, aged 60-69 years (19% increase) Newborns and pre-schoolers, aged 0-4 years (13% increase).

In 2011 Banyule’s population was estimated to be 122,983. It is expected to increase by over 17,600 to 140,652 by 2026, at an average annual growth rate of 0.96%. Almost half of this growth is expected in the suburbs of Heidelberg and Ivanhoe (49% or +8,632 persons). Overall, the suburb of Heidelberg is forecast to have the largest growth, with an average annual growth rate of 3.85% from 2011 to 2026.

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Population forecast map

Data source: Census of Population and Housing. Forecast data prepared by id, December 2015

Compared to Greater Melbourne, Banyule has a higher than average socio-economic profile. However, there are pockets of disadvantage in the municipality, particularly in the West Precinct in the suburbs of Heidelberg West, Bellfield and Heidelberg Heights. Cultural diversity Banyule is a culturally and linguistically diverse municipality. countries and speak around 120 different languages at home.

Residents come from over 140

An increasing number of Banyule residents are born overseas (22.1% in 2011, up from 19.7% in 2006), a trend that mirrors the increasing diversity in Greater Melbourne. The main overseas countries of birth for Banyule residents are: United Kingdom, Italy, China and India. The number of residents from European countries is slowly declining while the number from Asian countries is increasing. Of the 79 Local Government Areas (LGAs) in Victoria, Banyule has the largest population of residents born in Somalia (493 persons). In the 2011 Census, there were 619 people of Indigenous Australian origin (Aboriginal and/or Torres Strait Islanders). The Indigenous community is typically under-represented in Census data so the actual population may be higher. Between 2006 and 2011, Banyule experienced a significant shift in cultural and linguistic diversity. There were (4,471) fewer residents with an Australian ancestral background. Residents of Indian ancestry almost doubled in number (from 1,148 in 2006 to 2,156 in 2011), and those with Somali ancestry increased significantly as a proportion of their total population size (from 564 in 2006 to 864 in 2011). This is mainly within the West Precinct with the highest number of Somalians across all 79 Victorian LGAs. Banyule remains a predominantly Christian municipality with 60% of residents identifying themselves as Christians. Between 2006 to 2011 the number of Christians decreased while the number of residents that nominated Buddhism, Islam or no religion increased. Nearly 20% of residents speak a language other than English at home, up from 17% in 2006. The main languages spoken are: Italian, Greek, Mandarin, Cantonese and Arabic. Between 2006 and 2011, languages that experienced the most growth were Mandarin, Somali, Hindi and Punjabi. 140

Housing There are 48,124 private dwellings in Banyule. The overwhelming majority are separate houses (80.1%), followed by medium density dwellings (18.7%). Between 2006 and 2011 the total number of private dwellings increased by 1,894. The average household size is marginally smaller in Banyule than in Greater Melbourne (2.56 persons per household compared to 2.62). Analysis of the housing tenure of Banyule households compared to Greater Melbourne shows: • A higher proportion purchasing or fully owned their home (72% compared to 67%) • A lower proportion renting privately (18.6% compared to 23.1%) • A higher proportion in social housing (4.4% compared to 2.9%) In 2011, the dominant household type in Banyule was couples with children. By 2026, couples without children and lone person households are forecast to increase. Education The educational level attained by Banyule residents (aged 15+ years) is slightly higher than for residents in Greater Melbourne. Fifty six percent completed Year 12 or equivalent compared to 54.6%. Similarly, 36.3% completed a tertiary qualification compared to 32.4%. Employment In the 2011 Census, the proportion of Banyule residents that were employed from a total labour force of 61,388 was (95.6%). Of these, 36.6% were employed part-time. In comparison, a lower proportion of residents in Greater Melbourne were employed part-time (34.2%). The unemployment rate in Banyule remains lower compared to unemployment rates in Australia. In the 2015 December quarter, the unemployment rate in Banyule was 4.6%, down from 5.5% in the previous year and lower compared to Greater Melbourne (6.2%), Victoria (6.1%) and Australia (6.1%). The largest employer in Banyule is the Health Care and Social Assistance industry (making up 29.1% of all employment in 2013/14), followed by Retail Trade (11.3%), Education and Training (10.1%) and Construction (9.1%). A considerable proportion of the people who work in Banyule also live in the area (38.4%). Budget Implications There are no short term budget implications related to changes in Council’s social and demographic make-up. Long term planning and provision is being set for two divergent factors that are occurring in Banyule’s demographic make-up: 1. Banyule’s population cohort in the “baby boomer” 60+ years category is increasing overall and associated service will need to increase to provide for both aging well in place and increases in social support services. 2. Banyule has experienced a mini baby boom which will continue to put pressure on early years and recreational services in the mid-term. Further, a State based and Council supported initiative around neighbourhood renewal continues within Heidelberg West. Council continues to see a significant shift in the population make-up of this area to emerging migrant groups and rapidly growing established ethnic communities. 141

Council continues to support appropriate increases in development density around its activity centres which will have ongoing implications for many service areas and infrastructure provision. Councilâ&#x20AC;&#x2122;s structure planning processes for these precincts is well established. Note: Data sources: - Australian Bureau of Statistics, Census of Population and Housing, 2011 and 2006. - Employment data: Australian Bureau of Statistics, Small Area Labour Markets and National Institute of Economic and Industry Research (NIEIR) compiled and presented in economy.id. 9.2

External Influences

The Victorian State Government has capped rates from 2016/2017. In December 2015 the Minister for Local Government, Natalie Hutchins announced the Fair Go Rates cap, to cap council rate rises to the Consumer Price Index (CPI). The cap has been set based on Melbourne CPI for the next financial year, as forecast by the Victorian Treasury. Costs such as utilities (gas, water and electricity) continue to increase greater than CPI. Council has estimated for 2016/2017 an average of 5.8% across all utility charges. The Land Fill Levy payable to the State Government upon disposal of waste into landfill has increased 3.3% (or $2.02 per tonne) resulting in additional waste tipping costs. The levy has increased from $9 per tonne in 2008/09 to $60.52 per tonne in 2016/17 (572% increase in 8 years) and has added to Council's costs. Australian Average Weekly Earnings (AWE) growth for Public Sector full-time adult ordinary time earnings in the 12 months to November 2015 was 3.1% (ABS release 25 February 2016). The wages price index in Victoria is projected to be 3.50% per annum in 2016/2017 and the subsequent two years (Victorian Budget Papers 2015/2016). Cost Shifting occurs where Local Government provides a service to the community on behalf of the State and Commonwealth Government. Over time the funds received by local governments do not increase in line with real cost increases. Examples of services that are subject to Cost Shifting include school crossing supervisors, library services and home and community care for aged residents. In all these services the level of payment received by Council from the State Government does not reflect the real cost of providing the service to the community. Councils across Australia raise approximately 3% of the total taxation collected by all levels of Government in Australia. In addition Councils are entrusted with the maintenance of more than 30% of all Australian public assets including roads, bridges, parks, footpaths and public buildings. This means that a large proportion of Council's income must be allocated to the maintenance and replacement of these valuable public assets in order to ensure the quality of public infrastructure is maintained at satisfactory levels. The Fire Services Property Levy will continue to be collected by Council on behalf of the State Government with the introduction of the Fire Services Property Levy Act 2012. Domestic interest rates (i.e. 90 and 180 day rates) have been reducing over the past few years and are now at record low levels. As such Council has budgeted for sustained reduction in the amount of income from investments for 2016/2017 based on anticipated low returns on term deposits.

142

9.3

Internal Influences

As well as external influences, there are also a number of internal influences, corporate risks and effectiveness controls that must also be considered. All of these have a significant impact on the consideration and preparation of the 2016/2017 Budget. Such matters arise from events occurring in the 2015/2016 year resulting in variances between the forecast actual and budgeted results for that year and matters expected to arise in the 2016/2017 year. Listed below is a series of the key internal influences considered through the budget process: • • • • • •

9.4

This year will be a property revaluation year. Valuations will be as per the General Revaluation dated 1 January 2016 (as amended by supplementary valuations). Council must renegotiate a new Enterprise Agreement during the 2016/2017 year for commencement on 1 July 2017. The Banyule City Council general election will be held in October 2016 and only occurs every 4 years. Property development will continue to transpire within the municipality and council may also be involved in the sale and purchase of various properties not always foreseen. Council will continue to monitor our financial sustainability, including an enhanced focus on asset renewal and service delivery to meet demand. Council will continue to implements strategies and actions that address concerns of our community, organisation and management. Appropriate governance will be managed, effective control of Contract and Project management and continuous improvements in business processes. Budget Principles

Budget principles include: • • • • • • • • • •

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A long term commitment to a balance between ongoing financial sustainability and the commitment for delivery of key infrastructure projects to the community. Focus on increases from alternate funding sources other than rates for major capital projects. Improved communication, engagement and reporting to the community on the financial stewardship of Council. Improve the efficiency and effectiveness of existing resources in the delivery of services to the community. Manage funding allocations to reduce the infrastructure renewal gap for important existing community assets. Commitment to the improvement of Council assets through the adherence to a strategic long term capital program. Borrowing duration to match cash flows in the funded Capital Works Program. No borrowings for operating expenses. Loan Redemption Reserve funds are not to be applied for other purposes. The establishment of an infrastructure renewal fund to smooth long term high cost infrastructure renewal costs for major assets.

9.5

Long Term Strategies

The budget includes consideration of a number of long term strategies and contextual information to assist Council to prepare the Budget in a proper financial management context. These include a Strategic Resource Plan for 2016-2020 (section 14), Rating Information (section 15) and Summary of other long term strategies (section 16), including borrowings, infrastructure and service delivery considerations.

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10.

Analysis of operating budget

This section analyses the operating budget including expected income and expenses of the Council for the 2016/2017 year. 10.1 Budgeted income statement

Ref Total income Total expenses Surplus for the year Grants - non-recurrent capital Contributions - non-monetary assets Capital contributions - other sources Adjusted underlying surplus

10.2 10.3 10.2.6 10.2.4

Forecast Actual 2015/16 $’000 138,105 (132,083) 6,022 (616) (2,768) 2,638

Proposed Budget 2016/17 $’000 142,139 (135,211) 6,928 (2,500) (2,061) 2,367

Variance $’000 4,034 (3,128) 906 (1,884) 707 (271)

10.1.1 Adjusted underlying surplus ($0.27 million increase) The adjusted underlying result is the net surplus for the year adjusted for non-recurrent capital grants, non-monetary asset contributions and capital contributions from other sources. It is a measure of financial sustainability and Council’s ability to achieve its service delivery objectives as it is not impacted by capital income items which can often mask the operating result. The adjusted underlying result for the 2016/2017 year is a surplus of $2.37 million which is an increase of $0.27 million from the 2015/2016 year. 10.2 Income

Rates and charges Grants - operating Grants - capital Statutory fees and fines User fees and charges Contributions income Interest income Rental income Net gain on disposal of infrastructure, property, plant & equipment

10.2.1 5.1.1 5.1.2 10.2.2 10.2.3 10.2.4 10.2.5 10.2.6

Forecast Actual 2015/16 $’000 90,545 9,995 1,954 6,983 16,906 3,080 2,704 1,698

10.2.7

3,463

187

(3,276)

Other income Total income

10.2.8

777 138,105

110 142,139

(667) 4,034

Income Types

145

Ref

Proposed Budget 2016/17 $’000 93,813 11,673 4,872 7,951 17,656 2,425 1,850 1,602

Variance $’000 3,268 1,678 2,918 968 750 (655) (854) (96)

Income Variances Budget 16/17 vs Forecast 15/16 4,000 3,000 2,000 1,000 $'000

0 (1,000) (2,000) (3,000) (4,000) Rates and charges

Grants operating

Grants capital

Statutory fees and fines

3,268

1,678

2,918

968

1.71%

User fees Contribution and charges s income

750

(655)

Interest income

Rental income

Net gain on disposal of infrastructur e, property, plant & equipment

(854)

(96)

(3,276)

2.64%

12.42% General rates and charges Grants - operating 5.59% 3.43%

Grants - capital Statutory fees and fines User fees and charges Contributions income

8.21%

Other income

66.00%

Note: The above pie graph has combined ‘Rental income’, ‘Interest income’ and ‘Net Gain on Disposal of infrastructure, property, plant & equipment’ into ‘Other income’ Source: Section 3

146

Other income

(667)

10.2.1 Rates and charges ($3.27 million increase) It is proposed that the total general rates and charges income to be raised for 2016/2017 is $93.81 million. This includes an increase in general rates by 2.50% and the Municipal Charge also by 2.50%; and forecasts supplementary rates to increase by $0.04 million from 2015/2016 to $0.75 million. $0.58 million is budgeted to be raised in 2016/2017 for Special Rates and Charges. Section 7 Rates and Charges includes a more detailed analysis of the rates and charges to be levied for 2016/2017 and the rates and charges specifically required by the Regulations. 10.2.2 Statutory fees and fines ($0.97 million increase) Statutory fees relate mainly to fees and fines levied in accordance with legislation and include animal registrations, Public Health and Wellbeing Act 2008 registrations and parking fines. Increases in statutory fee prices are made in accordance with legislative requirements. Statutory fees are forecast to increase by 13.86% or $0.97 million compared to 2015/2016. The Statutory fees paid by the State Revenue Office for Council's valuation figures will increase by $0.39 million due to property valuations only occurring every second year. Failure to vote fines are expected to increase by $0.15 million due to the four year election cycle, with elections to be held in the 2016/2017 financial year. A detailed listing of statutory fees is included in Appendix A. 10.2.3 User fees and charges ($0.75 million increase) User fees and charges relate mainly to the recovery of service delivery costs through the charging of fees to users of Councilâ&#x20AC;&#x2122;s services. These include use of leisure, entertainment and other community facilities and the provision of human services such as child day care, delivered meals and home help services. In setting the budget, the key principle for determining the level of user charges has been to ensure that increases do not exceed market levels and in the majority of instances CPI. User charges are projected to increase by 4.44% or $0.75 million over 2015/2016. The main area contributing to the increase are the Ivanhoe Aquatic and Olympic Leisure Centres ($0.42 million) due to an expected increase in the patronage of Council facilities. Council has also accepted a new tender worth $0.20 million per year to provide immunisation services to Nillumbik Council. There is also an anticipated $0.13 million increase in parking meter income resulting from the installation of more parking meters during the 2015/2016 year. A detailed listing of fees and charges is included in Appendix A. 10.2.4 Contributions income ($0.66 million decrease) Contributions relate to monies paid by property developers, monies paid by local sporting clubs/organisations to contribute towards Capital Works Projects and profit-sharing income from WaterMarc. Contributions are projected to decrease by $0.66 million or 21.27% compared to 2015/2016. This is mainly due to the completion of a number of major property developments within the municipality during the 2015/2016 year for which significant developer contributions were received. We have budgeted to receive $0.69 million less in developer contributions in the 2016/2017 year.

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10.2.5 Interest Income ($0.85 million decrease) Interest income is predominantly made up of the interest received on Council's cash holdings in bank accounts and term deposits. Interest income is projected to decrease by $0.85 million as Council spends a significant portion of cash reserves on Capital Works. 10.2.6 Rental Income ($0.10 million decrease) Rental income is projected to decrease by $0.10 million or 5.65% from 2015/2016 to 2016/2017. This is attributable to the sale of a number of properties which were previously being rented. 10.2.7 Net gain on disposal of infrastructure, property, plant and equipment ($3.28 million decrease) Proceeds from the disposal of Council assets is forecast to be $0.19 million for 2016/2017 and relates mainly to the sale of the second stage of the former Haig Street Primary School ($7.23 million), the sale of the Rosanna Office, the sale of other smaller properties surplus to Council requirements ($1.83 million) and the planned cyclical replacement of part of the plant and vehicle fleet ($0.93 million). The written down value of assets sold is forecast to be $13.66 million. 10.2.8 Other income ($0.67 million decrease) Other income relates to a range of items such as sale of right-of-ways and drainage reserves, insurance claims and other miscellaneous income items. Other income is forecast to decrease by 85.84% or $0.67 million compared to 2015/2016. Insurance payments of $0.54 million were received in 2015/2016 with none budgeted to be received in 2016/2017. The amount of sales of right-of-ways and drainage reserves is also expected to decrease by $0.14 million which is due to a particularly large right-of-way sale during 2015/2016. 10.3 Expenses

Expense Types Employee costs Materials and services Utility charges Depreciation and amortisation Borrowing costs Donations expenditure Contribution expense Other expenses Total expenses

148

Ref 10.3.1 10.3.2 10.3.3 10.3.4 10.3.5 10.3.6 10.3.7 10.3.8

Forecast Actual 2015/16 $’000 58,684 37,058 4,368

Proposed Budget 2016/17 $’000 61,357 36,859 4,622

Variance $’000 2,673 (199) 254

19,119 3,726 732 5,976 2,420 132,083

20,138 3,549 597 6,143 1,946 135,211

1,019 (177) (135) 167 (474) 3,128

Expense Variances Budget 2016/17 vs Forecast 2015/16 3,000 2,500 2,000 1,500

$'000

1,000 500 0 (500)

(1,000) Employee costs

Materials and services

Utility charges

2,673

(199)

254

Depreciation Borrowing Donations Contribution and costs expenditure expense amortisation 1,019

(177)

(135)

167

Budgeted Expenses 2016/17

Expense types as a percentage of total expenditure 4.54% 2.62%

1.88%

Employee costs 45.38%

Materials and services

14.89% Utility charges Depreciation and amortisation 3.42%

Borrowing costs Contribution expense

27.26%

Other expenses

Note: The above pie graph has combined ‘Donations Expenditure’ into ‘Other expenses’. Source: Section 3

149

Other expenses (474)

10.3.1 Employee costs ($2.67 million increase) Employee costs include all labour related expenditure such as wages and salaries and on-costs such as allowances, leave entitlements, employer superannuation, etc. Employee costs are forecast to increase by 4.55% or $2.67 million compared to 2015/2016. This increase relates to three key factors: • • •

The continuation of Council’s Enterprise Bargaining Agreement (EBA) and the associated yearly pay increases. Less reliance on labour agency staff as more roles are filled by Banyule staff as well as a minor increase in EFT across the organisation. A reduction in the level of staff salaries that will be capitalised due the Greensborough accommodation capital project coming to its completion in December 2016

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

Department Assets & City Services City Development Community Programs Core Corporate Corporate Services Total permanent staff expenditure Casuals and other expenditure Capitalised labour costs Total expenditure

Comprises Proposed Budget Permanent Permanent 2016/17 Full Time Part Time $'000 $'000 $'000 16,766 16,370 396 9,596 7,704 1,892 22,112 8,365 13,747 1,618 1,297 321 9,732 7,541 2,191 59,824 41,277 18,547 1,983 (450) 61,357

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

Department Assets & City Services City Development Community Programs Core Corporate Corporate Services Total Casuals and other Total staff Includes capitalised labour (estimated)

150

Proposed Comprises Budget Permanent Permanent EFT Full Time Part Time 191.01 187.00 4.01 95.56 74.00 21.56 241.39 88.00 153.39 8.27 5.00 3.27 88.53 66.00 22.53 624.76 420.00 204.76 19.51 644.27 3.50

The most significant increases in employee costs by service unit are summarised below:

Department

Service Unit

Council Wide Corporate Services

Labour Capitalisation Financial Services Information Technology Roads & Drainage Mgmt. Waste Mgmt. & Recycling Cleansing Leisure Centres - BLFM Early Childhood Services Property Operations

Assets & City Services Community Programs City Development

Forecast Actual 2015/16 $’000 (900) 2,547 1,454 618 1,815 1,590 3,943 4,057 308

Proposed Budget 2016/17 $’000 (450) 2,835 1,580 912 2,003 1,707 4,216 4,219 449

Variance $’000 (450) (288) (126) (294) (188) (117) (273) (162) (141)

10.3.2 Materials and services ($0.20 million decrease) Materials and services include the purchases of consumables, payments to contractors for the provision of services and utility costs. Materials and services are forecast to decrease by 0.5% or $0.20 million compared to 2015/2016. Consultant Fees are expected to reduce by $0.30 million which is mainly due to no longer requiring consultants for the Greensborough Office Accommodation Project. The cost for labour agency hired staff is also expected to decrease by $0.24 million. These reductions will be partially offset by an increase in Waste Disposal Costs of $0.27 million. This increase in Waste Disposal Costs is attributable to an expected increase in both the costs of disposal and volume of waste needed to be disposed. 10.3.3 Utility Charges ($0.25 million increase) Utility Charges are projected to increase by $0.25 million or 5.80% compared to 2015/2016 due to the expected price increases in Public Street Lighting as well as Gas and Electricity prices for Council buildings. 10.3.4 Depreciation and amortisation ($1.02 million increase) Depreciation is an accounting measure which attempts to allocate the value of an asset over its useful life for Council’s property, plant and equipment including infrastructure assets such as roads and drains. The increase of $1.02 million for 2016/2017 is due mainly to the completion of the 2016/2017 capital works program and the full year effect of depreciation on the 2015/2016 capital works program. Refer to Section 6. ‘Capital Works Program’ for a more detailed analysis of Council’s capital works program for the 2016/2017 year. 10.3.5 Borrowing costs ($0.18 million decrease) Borrowing costs relate to interest charged by financial institutions on funds borrowed. The planned reduction in borrowings is due to the repayment of principal in accordance with loan agreements.

151

10.3.6 Donations Expenditure ($0.14 million decrease) Donations expenditure is projected to decrease by $0.14 million compared to 2015/2016. The largest reductions are related to Diamond Valley Community Support who are moving into the West Heidelberg Community Hub and the annual operating donation for Watsonia Occasional Care. 10.3.7 Contributions expense ($0.17 million increase) Council's Contributions expenditure is projected to increase by $0.17 million or 2.8% compared to 2015/2016. The significant majority of this increase relates to Council's contribution to the running costs of the Yarra Plenty Regional Library service which is expected to increase by $0.16 million. 10.3.8 Other expenses ($0.48 million decrease) Other expenses relate to a range of unclassified items including bad & doubtful debts, operating leases, councillor allowances and other miscellaneous expenditure items. Other expenses are forecast to decrease by 19.87% or $0.48 million compared to 2015/2016. This is mainly due to Council paying $0.57 million in 2015/2016 in property costs which is not expected in the future. This reduction is partially offset by a $0.12 million increase in Lease/Rent Costs.

152

11. Analysis of budgeted cash position This section analyses the expected cash flows from the operating, investing and financing activities of Council for the 2016/2017 year. Budgeting cash flows for Council is a key factor in setting the level of rates and providing a guide to the level of capital expenditure that can be sustained with or without using existing cash reserves. The analysis is based on three main categories of cash flows: •

•

153

Operating activities - Refers to the cash generated or used in the normal service delivery functions of Council. Cash remaining after paying for the provision of services to the community may be available for investment in capital works, or repayment of debt. Investing activities - Refers to cash generated or used in the enhancement or creation of infrastructure and other assets. These activities also include the acquisition and sale of other assets such as vehicles, property and equipment. Financing activities - Refers to cash generated or used in the financing of Council functions and include borrowings from financial institutions and advancing of repayable loans to other organisations. These activities also include repayment of the principal component of loan repayments for the year.

11.1 Budgeted cash flow statement

Ref Cash flows from operating activities Receipts Rates and charges Grants - operating Grants - capital User fees and fines Statutory fees and fines Contributions Interest Rent Other receipts

11.1.1

Payments Employee costs Materials, contracts & services Utility charges Other payments Net cash provided by operating activities Cash flows from investing activities 11.1.2 Payments for property, infrastructure, plant & equipment Proceeds from sale of property, infrastructure, plant & equipment Payments for investments Net cash used in investing activities Cash flows from financing activities Finance costs Repayment of borrowings Net cash used in financing activities

11.1.3

Net decrease in cash and cash equivalents Cash and cash equivalents at the beginning of the year Cash and cash equivalents at end of the year 11.1.4

154

Forecast Proposed Actual Budget Variance 2015/16 2016/17 $’000 $’000 $’000 90,553 10,071 1,954 17,019 6,665 3,080 2,706 1,691 777 134,516

93,730 11,673 4,872 17,596 7,700 2,425 1,952 1,603 110 141,661

3,177 1,602 2,918 577 1,035 (655) (754) (88) (667) 7,145

(57,056) (37,033) (4,368) (9,128) (107,585) 26,931

(61,166) (36,899) (4,621) (8,686) (111,372) 30,289

(4,110) 134 (253) 442 (3,787) 3,358

(39,816)

(47,954)

(8,138)

28,492 2,206 (9,118)

13,844 2,405 (31,705)

(14,648) 199 (22,587)

(3,733) (2,647) (6,380)

(3,549) (4,623) (8,172)

184 (1,976) (1,792)

11,433 64,795 76,228

(9,588) 76,228 66,640

(21,021) 11,433 (9,588)

11.1.1 Operating activities ($3.36 million increase) The increase in net cash provided by operating activities is mainly due to a $3.18 million increase in rates and charges; a $4.52 million increase in grants to fund the capital work programs and operating activities; and these are offset by a $ 4.11 million increase in Employee costs, which is due to the EBA increases, a slight increase in EFT and additional outflows for accrued Annual Leave and Long Service Leave. The net cash flows from operating activities do not equal the surplus for the year as the expected revenues and expenses of the Council include non-cash items which have been excluded from the Cash Flow Statement. The budgeted operating result is reconciled to budgeted cash flows available from operating activities as set out in the following table.

Surplus for the year Depreciation Loss/(gain) on disposal of property, infrastructure, plant & equipment Finance costs Net movement in current assets and liabilities Cash flows available from operating activities

Forecast Actual 2015/16 $’000 6,022 19,119

Proposed Budget 2016/17 $’000 6,928 20,138

(3,463) 3,726 1,527 26,931

(187) 3,549 (139) 30,289

Variance $’000 906 1,019 3,276 (177) (1,666) 3,358

11.1.2 Investing activities ($22.59 million decrease) The increase in cash outflows from investing activities is due to a reduction in the number of properties being sold for the year as well as an increase in capital works expenditure, as disclosed in section 12 of this budget report. 11.1.3 Financing activities ($1.79 million decrease) For 2016/2017 the total of principal repayments is $4.62 million and finance charges is $3.55 million. This has increased from 2015/2016 as Council plans to make an additional repayment from the debt redemption reserve. 11.1.4 Cash and cash equivalents at end of the year ($9.59 million decrease) Overall, total cash and short term investments is forecast to decrease by $9.59 million to $66.64 million as at 30 June 2017, reflecting Council’s strategy of using excess cash and short term investments to fund the Capital Works Program. This is consistent with Council’s Strategic Resource Plan (see Section 14.2), which forecasts a significant increase in the capital works program for 2016/2017. 11.2 Restricted and unrestricted cash and cash equivalents Cash and investments, with a maturity date of less than three months, held by Council are restricted in part and not fully available for Council’s operations. The budgeted cash flow statement above indicates that Council is estimating at 30 June 2017 it will have cash and investments of $66.64 million, which has been restricted as shown in the following table. The budgeted balance sheet indicates that Council is estimating at 30 June 2017 it will have Financial Assets, that is, investments with a maturity date of longer than three months, of $16.72 million which are not restricted.

155

Forecast Actual 2016 $’000 76,228

Proposed Budget 2017 $’000 66,640

11.2.3 11.2.4 11.2.5

(2,546) (1,584) (1,155) 70,943 (48,424) (9,671)

(1,861) (1,155) 63,624 (41,522) (10,171)

685 1,584 (7,319) 6,902 (500)

11.2.6

12,848

11,931

(917)

Ref Total cash and cash equivalents Restricted cash and investments - Statutory reserves - Cash held to carry forward capital works - Trust funds and deposits Unrestricted cash and cash equivalents - Discretionary reserves - Long Service Leave (LSL) Unrestricted cash adjusted for discretionary reserves

11.2.1 11.2.2

Variance $’000 (9,588)

11.2.1 Statutory reserves ($1.86 million at 30 June 2017) These funds must be applied for specified statutory purposes in accordance with various legislative requirements. While these funds earn interest revenues for Council, the funds are not available for other purposes. The main Statutory Reserve is the Public Open Space Reserve with a balance of $1.61million at 30 June 2017. 11.2.2 Cash held to fund carry forward capital works ($ nil at 30 June 2017) There is no amount shown as cash held to fund carry forward works at 30 June 2017, as it is expected that the capital works budget in the 2016/2017 financial year will be fully completed. An amount of $1.58 million is forecast to be held at 30 June 2016 to fund capital works budgeted but not completed in the 2015/2016 financial year. 11.2.3 Unrestricted cash and cash equivalents ($63.62 million at 30 June 2017) The amount shown is in accordance with the definition of unrestricted cash included in the Regulations. These funds are free of statutory reserve funds and cash to be used to fund capital works expenditure from the previous financial year. 11.2.4 Discretionary reserves ($41.52 million at 30 June 2017) These funds are shown as discretionary reserves as, although not restricted by a statutory purpose, Council has made decisions regarding the future use of these funds and unless there is a Council resolution these funds should be used for those earmarked purposes. During the 2016/2017 year $22.65 million is budgeted to be transferred to and $29.56 million from Discretionary Reserves. The decisions about future use of these funds have been reflected in Council’s Strategic Resource Plan and any changes in future use of the funds will be made in the context of the future funding requirements set out in the plan and decisions made by Council.

156

11.2.5 Long Service Leave ($10.17 million at 30 June 2017) These funds represent the current value of money that is calculated to be needed to pay out staff's accrued Long Service Leave. It is expected that the value of outstanding Long Service Leave will rise by $0.50 million due to the EBA driven pay rate increases and an expected increase in the amount of leave entitlement hours that staff will have available. 11.2.6 Unrestricted cash adjusted for discretionary reserves ($11.93 million at 30 June 2017) These funds are free of all specific Council commitments and represent funds available to meet daily cash flow requirements, unexpected short term needs and any budget commitments which will be expended in the following year such as contractor payments, grants and contributions. Council regards these funds as the minimum necessary to ensure that it can meet its commitments as and when they fall due without borrowing further funds.

157

12.

Analysis of capital budget

This section analyses the planned capital expenditure budget for the 2016/2017 year and the sources of funding for the capital budget. 12.1 Capital works

Capital Works Areas Works carried forward Infrastructure Roads, streets and bridges Drainage Parks and gardens Playground Total infrastructure Property Freehold building Total property Plant and equipment Motor vehicle Plant and equipment Total plant and equipment Other Art collection Total other Total works carried forward New works Infrastructure Roads, streets and bridges Drainage Parks and gardens Playground Total infrastructure Property Freehold land Freehold building Total property Plant and equipment Motor vehicle Plant and equipment Furniture and fittings Total plant and equipment Intangible assets Intangible assets Total intangible assets Other Art collection Total other Total new works Total capital works

158

Ref

12.1.1

12.1.1 12.2 12.1.2

12.1.3

Forecast Actual 2015/16 $’000

Proposed Budget 2016/17 $’000

333 128 1,301 225 1,987

59 51 110

(274) (128) (1,250) (225) (1,877)

4,190 4,190

6,312 6,312

2,122 2,122

475 566 1,041

(475) (566) (1,041)

13 13 7,231

13 13 6,435

(796)

4,845 497 2,150 696 8,188

7,740 840 3,380 512 12,472

2,895 343 1,230 (184) 4,284

890 15,915 16,805

24,338 24,338

(890) 8,423 7,533

6,505 689 391 7,585

3,594 965 4,559

(2,911) 276 (391) (3,026)

7 7

(7) (7)

2 2 32,587 39,818

150 150 41,519 47,954

148 148 8,932 8,136

Variance $’000

12.1.4

12.2

Capital Works Areas

Ref

Represented by: New asset 12.1.5 Asset renewal 12.1.5 Asset expansion 12.1.5 Asset upgrade 12.1.5 New non-current assets classified as held for sale 12.1.5 Total capital works

Forecast Actual 2015/16 $’000

Proposed Budget 2016/17 $’000

1,385 17,028 16,288 4,227

2,863 30,811 9,437 4,843

1,478 13,783 (6,851) 616

890 39,818

47,954

(890) 8,136

Variance $’000

Budgeted capital works 2016/17 by asset types 0.34%

26.24% 63.92%

Property Plant and equipment

9.50%

Infrastructure Other

`s types Budgeted capital works 2016/17 by expense 10.10%

5.97%

19.68% New asset Asset renewal Asset expansion Asset upgrade 64.25%

Source: Section 3. A more detailed listing of capital works is included in Section 6.

159

12.1.1 Carried forward works ($6.44 million) At the end of each financial year there are projects which are either incomplete or not commenced due to factors including planning issues, weather delays and extended consultation. For the 2015/2016 year it is forecast that $6.44 million of capital works will be incomplete and be carried forward into the 2016/2017 year. The more significant projects include the Office Accommodation â&#x20AC;&#x201C; Greensborough redevelopment ($4.47 million), the Ivanhoe Park Pavilion Redevelopment (Ivanhoe Juniors) ($0.92 million) and Ivanhoe Library Accommodation (0.68 million). 12.1.2 Infrastructure ($12.47 million) Infrastructure includes roads, bridges, footpaths, kerb and channel, drainage, parks and gardens, open space and streetscapes, off street car parks and other structures. For the 2016/2017 year, $7.74 million will be expended on road projects. The more significant projects include local road resheeting ($2.10 million), federally funded Roads to Recovery projects ($1.47 million), roads localised traffic infrastructure and road safety ($1.16 million), footpath replacement ($1.35 million) bicycle path ($0.21 million) and car parks ($0.74 million). $0.84 million will be expended on drainage projects. The more significant of these include road drainage augmentation on Wilfred road East Ivanhoe ($0.40 million). $3.38 million will be expended on parks and garden, ($0.70 million) on shared trail, and ($0.99 million) on open space facilities. Council will spend $0.51 million on replacing and upgrade of 8 playgrounds, $1.06 million on sporting fields. 12.1.3 Property ($24.34 million) The property class comprises buildings and building improvements including community facilities, municipal offices, sports facilities and pavilions. For the 2016/2017 year, $24.34 million will be expended on building and building improvement projects. The more significant projects include pavilion renewal, upgrades and expansion ($2.18 million), renewal and expansion of Ivanhoe library ($5.00 million), renewal and upgrade of office space in Greensborough $13.50 million and replacement of various air conditioner across the municipality ($0.42 million). 12.1.4 Plant and equipment ($4.56 million) Plant and equipment includes plant, machinery and equipment, computers and telecommunications. For the 2016/2017 year, $4.56 million will be expended on plant, equipment and other projects. The more significant projects include ongoing cyclical replacement of light and heavy vehicle fleet ($3.59 million), and upgrade and replacement of information technology ($0.96 million). 12.1.5 Asset renewal ($30.81 million), new assets ($2.86 million), upgrade ($4.84 million) and expansion ($9.44 million) A distinction is made between expenditure on new assets, asset renewal, upgrade and expansion. Expenditure on asset renewal is expenditure on an existing asset, or on replacing an existing asset that returns the service of the asset to its original capability. Expenditure on new assets does not have any element of expansion or upgrade of existing assets but will result in an additional burden for future operation, maintenance and capital renewal.

160

12.2 Funding sources

Sources of funding

Forecast Actual 2015/16 $’000

Proposed Budget 2016/17 $’000

45 996

343

(45) (653)

2,371 356 3,463 7,231

1,190 64 4,838 6,435

(1,181) (292) 1,375 (796)

12.2.2

1,464 389

3,974 155

2,510 (234)

12.2.3 12.2.4 12.2.5 12.2.6

8,068 28,492 779 (6,605) 32,587 39,818

11,539 13,844 2,460 9,547 41,519 47,954

3,471 (14,648) 1,681 16,152 8,932 8,136

Ref

Works carried forward Current year funding Government grants Community contributions Council cash - operations (revenue) - statutory reserves - discretionary reserves Total works carried forward New works Current year funding Government grants Community contributions/Others Council cash - operations (revenue) - proceeds on sale of assets - statutory reserves - discretionary reserves Total new works Total funding sources

12.2.1

Variance $’000

Budgeted total funding sources 2016/17 9.01% 30.02%

1.03%

Government grants Community contributions Operations Proceeds on sale of assets Statutory reserves 25.78% 5.27%

28.89%

Source: Section 6

161

Discretionary reserves

12.2.1 Carried forward works ($6.44 million) At the end of each financial year there are projects which are either incomplete or not commenced due to factors including planning issues, weather delays and extended consultation. For the 2015/2016 year it is forecast that $6.44 million of capital works will be incomplete and be carried forward into the 2016/2017 year. Significant funding includes strategic property reserves generated from property sales for the Office accommodation Greensborough ($4.47 million), Library accommodation ($0.36 million) from strategic properties reserve and ($0.30 million) from revenue, Ivanhoe Park Pavilion redevelopment - Ivanhoe Juniors ($0.32 million) from community contributions and ($0.60 million) from revenue. 12.2.2 Government Grants - Capital ($3.97 million) Capital grants include all monies received from State and Federal sources for the purposes of funding the capital works program. Significant grants and contributions are budgeted to be received for the Early Learning Hub Sherbourne Road ($1.00 million), Roads to Recovery projects ($1.47 million), Victoria Park ($0.20 million) and Grimshaw Rd/ Flintoff St intersection redesign ($0.40 million) and roads resheeting ($0.38 million). 12.2.3 Council cash - operations ($11.54 million) (revenue) Council generates cash from its operating activities (revenue), which is used as a funding source for the capital works program. It is forecast that $11.54 million including $0.45 million of labour capitalisation and $0.54 million replacement of office equipment. This amount equates to Capital Works funded from Revenue (excluding carry forward works) as set out in Section 6. â&#x20AC;&#x2122;Capital works program Council cash funding source'. 12.2.4 Council cash - proceeds from sale of assets ($13.84 million) Proceeds from sale of assets include vehicle, cars and trucks sales in accordance with Councilâ&#x20AC;&#x2122;s fleet renewal policy of $0.93 million, sale of various properties which are expected to generated $12.91 million to fund the 2016/2017 strategic projects including both the office accommodation in Greensborough and Ivanhoe library. 12.2.5 Council cash - statutory reserves ($2.46 million) Council has significant cash reserves, which it is currently using to fund its annual capital works program. The statutory reserves include monies set aside for specific purposes such as public open space and off-street car parking. For 2016/2017 $2.46 million will be used to fund part of the new capital works program including the playground replacement $0.48 million, sporting fields replacement $0.53 million, pavilion development $0.90 million and $0.55 million on open space facilities, shared trail, pathways, fencing and reserve bridges. 12.2.6 Council cash - discretionary reserves ($9.55 million) Council has uncommitted cash and investment which represent discretionary reserves and funds preserved from the previous years. It is forecasted that $9.55 million will be available to fund new capital works in the 2016/2017 year. $5.41 million will come from the strategic property reserve ensure that the 2016/2017 strategic projects being fully funded. There will also be $3.00 million funded from the Plant and Equipment reserve for the replacement of trucks and vehicles and $1.14 million funding to come from other discretionary reserves.

162

13.

Analysis of Budgeted Financial Position

This section analyses the movements in assets, liabilities and equity between 2015/2016 and 2016/2017. It also considers a number of key financial performance indicators. 13.1 Budgeted balance sheet

Ref Current assets 13.1.1 Cash and cash equivalents Trade and other receivables Other financial assets Inventories Non-current assets classified as held for sale Other assets Total current assets 13.1.3 Non-current assets 13.1.1 Trade and other receivables Investments in associates and joint ventures Property, infrastructure, plant and equipment Intangible Assets Total non-current assets Total assets Current liabilities Trade and other payables Provisions Trust Funds & Deposits Interest-bearing loans and borrowings Total current liabilities

13.1.2

13.1.3

Non-current liabilities Provisions Trust Funds & Deposits Interest-bearing loans and borrowings Total non-current liabilities Total liabilities Net assets

13.1.2

Equity Accumulated surplus Reserves Total equity Source: Section 3

13.1.4

163

Forecast Actual 2015/16 $â&#x20AC;&#x2122;000

Proposed Budget 2016/17 $â&#x20AC;&#x2122;000

76,228 6,927 19,123 32 12,910 946 116,166

66,640 7,217 16,718 32 7,108 946 98,661

(9,588) 290 (2,405) (5,802) (17,505)

517

3,068 1,322,014 1,447 1,327,046 1,443,212

3,068 1,342,171 1,251 1,347,007 1,445,668

20,157 (196) 19,961 2,456

13,268 14,354 677

12,457 15,316 677

811 (962) -

4,623 32,922

4,258 32,708

365 214

404 478

50,743 51,625 84,547 1,358,665

46,485 47,367 80,075 1,365,593

4,258 4,258 4,472 6,928

409,611 949,054 1,358,665

424,126 941,467 1,365,593

14,515 (7,587) 6,928

Variance $â&#x20AC;&#x2122;000

13.1.1 Current Assets ($17.51 million decrease) and Non-Current Assets ($19.96 million increase) Cash and cash equivalents include cash and short term investments such as cash held in the bank and in petty cash and the value of investments in term deposits or other highly liquid investments with short term maturities of three months or less. These balances are projected to decrease by $9.59 million during the year mainly due to an increase in Capital Works expenditure during 2016/2017, including the construction of a Council building called â&#x20AC;&#x2DC;One Flintoffâ&#x20AC;&#x2122;. Trade and other receivables are monies owed to Council by ratepayers and other debtors. The amounts are not expected to vary greatly during the year. Financial assets are monies Council deposits in term deposits which have a maturity date of more than three months. This balance is projected to decrease by $2.41 million during the year. This is a due to a portion of our financial assets moving to more liquid (short-term) sources of investment. Financial Assets should be viewed in tandem with cash and cash equivalents. Non-current assets classified as held for sale, represents assets (mainly property and buildings), held for sale at 30 June which are expected to be sold within the next twelve months. The values fluctuate from year to year. The main contributors to the 2015/2016 balance is the expected sale of the Rosanna office and Stage 2 of the Haig Street School Site. Non-current assets include Infrastructure, Property and Plant and Equipment assets. The $19.96 million increase in this balance is attributable to the net result of the capital works program ($47.95 million), less the depreciation of assets ($20.14 million), the WDV of motor vehicles sold that were held as a non-current asset ($0.74 million) and the transfer of property, plant and equipment to assets held for resale ($7.11 million). 13.1.2 Current Liabilities ($0.21 million decrease) and Non-Current Liabilities ($4.26 million decrease) Trade and other payables are those to whom Council owes money as at 30 June. These liabilities are budgeted to decrease by $0.81 million because we do not expect any large creditor accruals for major construction projects at 30 June 2017 while the One Flintoff project will be partially completed/paid at 30 June 2016. Provisions include accrued long service leave, annual leave and annual leave loading owed to employees. These employee entitlements are expected to increase due to a combination of increasing pay rates in line with the EB and an expected increase in the amount of leave entitlements that staff will have not yet taken. Interest-bearing loans and borrowings are borrowings of Council from major banks. The Council is budgeting to repay loan principal of $4.62 million over the year.

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13.1.3

Working Capital ($17.29 million decrease)

Working capital is the excess of current assets above current liabilities. This calculation recognises that although Council has current assets, some of those assets are already committed to the future settlement of liabilities in the following 12 months, and are therefore not available for discretionary spending. Some of Council’s cash assets are restricted in that they are required by legislation to be held in reserve for specific purposes or are held to fund carry forward capital works from the previous financial year.

Current assets Current liabilities Working capital Restricted cash and investment current assets - Statutory reserves - Cash used to fund carry forward capital works - Trust funds and deposits Unrestricted working capital

Forecast Actual 2015/16 $’000 116,166 32,922 83,244

Proposed Budget 2016/17 $’000 98,661 32,708 65,953

(2,546)

(1,861)

(685)

(1,584) (1,155) 77,959

(1,155) 62,937

(1,584) 15,022

Variance $’000 17,505 214 17,291

In addition to the restricted cash shown above, Council is also projected to hold $41.52 million in discretionary reserves at 30 June 2017. Although not restricted by a statutory purpose, Council has made decisions regarding the future use of these funds and unless there is a Council resolution these funds should be used for those earmarked purposes. 13.1.4 Equity ($6.93 million increase) Total equity always equals net assets and is made up of the following components: • •

•

Asset revaluation reserve which represents the difference between the previously recorded value of assets and their current valuations; Other reserves that are funds that Council wishes to separately identify as being set aside to meet a specific purpose in the future and to which there is no existing liability. These amounts are transferred from the Accumulated Surplus, of the Council, to be separately disclosed; and Accumulated Surplus which is the value of all net assets less Reserves that have accumulated over time.

During the year an amount of $7.59 million (net) is budgeted to be transferred from other reserves to accumulated surplus. This reflects the net transfer of specific budgeted funds, to fund the capital works program over the subsequent three years. This is a transfer between equity balances only and does not impact on the total balance of equity.

165

13.2 Key Assumptions In preparing the Budgeted Balance Sheet for the year ending 30 June 2017 it was necessary to make a number of assumptions about assets, liabilities and equity balances. The key assumptions are as follows: • •

• • •

166

A total of 97.5% of total rates and charges raised will be collected in the 2016/2017 year. The following classifications are expected to remain consistent with the 2015/2016 levels: − Current assets - Other Assets. − Non-current assets - Investments and Trade and Other Receivables − Liabilities –Provision, Trust Funds and Deposits. Repayment of loan principal to be $4.62 million. Total capital expenditure to be $47.95 million. A total of $7.59 million to be transferred from reserves to accumulated surplus, representing the internal funding of the capital works program for the three years following 2016/2017. Council is not expecting to be subjected to any further unfunded superannuation liability calls. Majority of Council fee increases are based on 2.5% CPI increase. Non-current assets classified as held for sale expected to decrease by $5.80 million, this is due to the sale of the Rosanna office and Stage 2 of the Haig Street School Site sold in 2015/2016.

14.

Strategic Resource Plan

This section includes an extract of the adopted Strategic Resource Plan (SRP) to provide information on the long term financial projections of the Council. 14.1 Plan Development The Act requires a Strategic Resource Plan to be prepared describing both financial and non-financial resources (including human resources) for at least the next four financial years to achieve the strategic objectives in the Council Plan. In preparing the SRP, Council must take into account all other plans and strategies in regard to services and initiatives which commit financial and nonfinancial resources for the period of the SRP. Council has prepared an SRP for the four years 2016-2020 as part of its ongoing financial planning to assist in adopting a budget within a longer term framework. The SRP takes the strategic objectives and strategies as specified in the Council Plan and expresses them in financial terms for the next four years. The key objective, which underlines the development of the SRP, is financial sustainability in the medium to long term, while still achieving Council’s strategic objectives as specified in the Council Plan. The key financial objectives, which underpin the SRP, are: • • • •

Maintain existing service levels; Achieve a positive operating result; Maintain a strong capital expenditure program per annum funded from operating surplus; and Achieve a balanced budget on a cash basis.

In preparing the SRP, Council has also been mindful of the need to comply with the following Principles of Sound Financial Management as contained in the Act: • • • •

Prudently manage financial risks relating to debt, assets and liabilities; Provide reasonable stability in the level of rate burden; Consider the financial effects of Council decisions on future generations; and Provide full, accurate and timely disclosure of financial information.

The SRP is updated annually through a rigorous process of consultation with Council service providers followed by a detailed sensitivity analysis to achieve the key financial objectives.

167

14.2 Financial Resources The following table summarises the key financial results for the next four years as set out in the Strategic Resource Plan (SRP) for years 2016-2020. Section 3 includes a more detailed analysis of the financial resources to be used over the four year period:

Indicator

Surplus for the year Adjusted underlying result Cash and other financial assets Cash flows from operations Capital works expenditure

Forecast Actual 2015/16 $’000

Proposed Budget 2016/17 $’000

Strategic Resource Plan Projections 2017/18 2018/19 2019/20 $’000 $’000 $’000

Trend

6,022 2,638

6,928 2,367

5,078 3,394

4,393 2,485

4,755 3,210

95,351 26,931 39,818

83,358 30,289 47,954

80,463 30,188 33,638

78,159 31,028 30,214

97,957 31,745 21,232

o + -

+/o/-

$'000

80,000 60,000 40,000 20,000 0 2015/16

2016/17

2017/18

Surplus for the year Capital Works Expenditure Cash and investments balance

2018/19

Adjusted underlying result Cash flows from operations

2019/20

The key outcomes of the Plan are as follows: •

Financial sustainability (above table) - Cash and other financial assets are forecast to decrease over a three year period from $95.35 million to $78.16 million as Council's cash reserves are spent to fund Capital works. Also Council's cash reserves will be used to fund accelerated repayments, within the terms of the loans, of Council's past loan borrowings. In the fourth year the cash and other financial assets are budgeted to increase back to $97.96 million.

•

Rating levels (Section 15) – Modest rate increases are forecast over the four years at an average of 2.5%. This is the limit set by the rate capping legislation.

168

•

Service delivery strategy (section 16) – Service levels have been maintained throughout the four year period. Service reviews are undertaken across Council each year and recommendations for improvements are implemented to ensure the best quality and cost of service delivery. Current review impacts are included in the Strategic Resource Plan. Operating surpluses are forecast in the current 2015/2016 year and budgeted for the following four years. Excluding the effects of capital income items such as capital grants and capital contributions, the adjusted underlying result is a surplus for the current 2015/2016 year and the following four years. The underlying result is a measure of financial sustainability and is an important measure as one-off capital items, such as capital grants, can often mask the operating result.

•

Borrowing strategy (Section 16) – Borrowings are forecast to reduce from $55.37 million to $39.11 million over the four year period. This includes no new borrowings and some extra repayments in addition to those scheduled, to accelerate Council's debt reduction.

•

Infrastructure strategy (Section 16) - Capital expenditure over the four year period will total $133.04 million at an average of $33.26 million. This includes some large projects such as the One Flintoff office, the Ivanhoe Community Hub and the redevelopment of basketball courts at the former Banksia College school site.

169

15.

Rating Information

This section contains information on Council’s past and foreshadowed rating levels along with Council's rating structure and the impact of changes in property valuations. This section should be read in conjunction with Council’s Rating Strategy which is available on Council’s website. 15.1 Rating Context In developing the Strategic Resource Plan (referred to in Section 14), rates and charges were identified as an important source of revenue, accounting for 66% of the total revenue received by Council annually. Planning for future rate increases has therefore been an important component of the Strategic Resource Planning process. The level of required rates and charges has been considered in this context, with reference to Council's other sources of income, rate capping and the planned expenditure on services and works to be undertaken for the Banyule community. However, it has also been necessary to balance the importance of rate revenue as a funding source with community sensitivity to increases, particularly recent changes in property valuations and subsequently rates for some properties in the municipality. To ensure that deliberations about future rate increases have been made on an informed basis, comparisons of historical rate increases were made between Council and other similar sized councils. The following table shows a comparison of the last five years and the average rates per capita for the 2015/2016 year. Year 2011/12 2012/13 2013/14 2014/15 2015/16 Average Rate increase Average Rate per capita 2015/16

Banyule City Council 5.75% 4.99% 7.95% 7.95% 4.95% 6.32% $708

Average Victorian Council 5.80% 5.00% 4.50% 4.43% 3.97% 4.74% $867

Source: Council’s Strategic Resource Plan 2016-2020 and Municipal Association of Victoria. The table indicates that over the past five years Council’s rate increases have been 1.58% greater than the average of other Victorian Councils but the average rate per capita is $159 lower than the average of Victorian Councils in 2015/2016. 15.2 Future rate increases The following table sets out future proposed increases in revenue from rates and charges and the total rates to be raised, based on the forecast financial position of Council as at 30 June 2016.

Year 2015/16 2016/17 2017/18 2018/19 2019/20

170

General Rate Increase % 4.95 2.50 2.50 2.50 2.50

Municipal Charge Increase $’000 2.41 2.50 2.50 2.50 2.50

Total Rates Raised $’000 90,545 93,813 96,921 100,108 103,312

15.3 Rating structure Council has established a rating structure which is comprised of two key elements. These are: • •

Property values, which form the central basis of rating under the Local Government Act 1989; and A fixed municipal charge per property to cover some of the administrative costs of the Council.

Striking a proper balance between these elements provides equity in the distribution of the rate burden across rateable properties and residents. Council makes a further distinction within the property value component of rates based on the purpose for which the property is used, that is, whether the property is used for residential, commercial, industrial or cultural and recreational purposes. This distinction is based on the concept that business should pay a fair and equitable contribution to rates taking into account the benefits those commercial and industrial properties derive from the local community. Having reviewed the various valuation bases for determining the property value component of rates, Council has determined to apply a Capital Improved Value (CIV) basis on the grounds that it provides the most equitable distribution of rates across the municipality. There are currently no plans to change that basis, but Council does review its rating strategy every year. The existing rating structure comprises six differential rates being: residential improved, residential vacant, commercial improved, commercial vacant, industrial improved and industrial vacant. These rates are structured in accordance with the requirements of Section 161 ‘Differential Rates’ of the Act. In accordance with the Cultural and Recreational Lands Act 1963, provision is made for a Council to levy an amount in lieu of rates for recreational lands at “such amount as the municipal council thinks reasonable having regard to the services provided by the municipal council in relation to such lands and having regard to the benefit to the community derived from such recreational lands”. Differential rates are calculated using the residential improved rate as the base. An additional percentage is applied to the other rating classifications. The residential vacant rate is increased by 35%, commercial and industrial improved by 25% and the commercial and industrial vacant rates are increased by 75%. The amount in lieu of rates for cultural and recreational land is a reduction of 16% on the residential improved rates. Council also levies a municipal charge as allowed under the Act.

171

The following table summarises the rates to be determined for the 2016/2017 year. A more detailed analysis of the rates to be raised is contained in Section 7 â&#x20AC;&#x153;Statutory Disclosuresâ&#x20AC;?.

Rate type Residential improved Residential vacant Commercial improved Commercial vacant Industrial improved Industrial vacant Cultural and recreational * Municipal charge

How applied Cents/$ CIV Cents/$ CIV Cents/$ CIV Cents/$ CIV Cents/$ CIV Cents/$ CIV Cents/$ CIV $/ property

2015/16

2016/17

Change

0.00254935 0.00344162 0.00318669 0.00446136 0.00318669 0.00446136 0.00214145 $130.00

0.00215977 0.00291569 0.00269971 0.00377960 0.00269971 0.00377960 0.00181421 $133.25

-15.28% -15.28% -15.28% -15.28% -15.28% -15.28% -15.28% 2.50%

* Amounts in lieu of rates for cultural and recreational lands are declared for each applicable assessment in accordance with the Cultural and Recreational Lands Act 1963. Council has adopted a formal Rating Strategy that contains expanded information on Council's rating structure and the reasons behind its choices in applying the rating mechanisms it has used. 15.4

General Revaluation of Properties

During the 2015/2016 year, a revaluation of all properties within the municipality was carried out and will apply from 1 July 2016 for the 2016/2017 year. The outcome of the general revaluation has been a significant change in property valuations throughout the municipality. Overall, property valuations across the municipal district have increased by 21.23%. Of this increase, residential properties have increased by 22.35%, commercial properties by 7.45% and industrial properties by 8.28%.

172

The following table summarises the valuation changes between the 2014 and 2016 general revaluations for residential properties by suburb and the average movement for commercial and industrial properties. Suburb Bellfield Briar Hill Bundoora Eaglemont Eltham Eltham North Greensborough Heidelberg Heidelberg Heights Heidelberg West Ivanhoe Ivanhoe East Lower Plenty Macleod Montmorency Rosanna St Helena Viewbank Watsonia Watsonia North Yallambie Average residential Average commercial Average industrial

Valuation Change (Increase) 25.41% 22.70% 25.11% 19.46% 20.55% 18.10% 22.09% 19.85% 20.87% 26.01% 19.47% 15.35% 20.46% 21.09% 24.98% 24.88% 16.90% 32.35% 25.32% 25.97% 30.14% 22.35% 7.45% 8.28%

In view of the outcomes of the general revaluation of all properties within the Councilâ&#x20AC;&#x2122;s municipal district during the 2015/2016 year, Council has chosen not to make any changes to the existing rate differential. This will be achieved by reducing the rate in the dollar by 15.28% to offset the 21.23% increase in property valuations across the municipal district following the general revaluation.

173

16.

Summary of Other Strategies

This section sets out summaries of the strategies that have been developed and incorporated into the Strategic Resource Plan including borrowings, infrastructure and service delivery. 16.1 Borrowings Borrowings are recognised as a legitimate and responsible financial management tool when used for appropriate purposes and in appropriate circumstances. The funding structure of a Council should reflect its existing and planned cash requirements. Planned cash requirements should be based on an entity's strategic plans, existing financial position and budgeted and forecast cash flows. The Council budget for 2016/2017 and related forecasts to 2019/2020 are contained in the Council's City Plan. The City Plan details Council's strategic initiatives for the forecast period being to 30 June 2020. Council has made decisions based on a number of changes in circumstances and opportunities that represent amendment or variations to some strategic initiatives. Banyule City Council in 2013/2014 increased its debt level to $60.28 million due to strategic property acquisitions and expanding capital expenditure. Borrowing was identified as an important funding source for major capital works programs. Council has borrowed to finance large infrastructure projects and has since been in a phase of debt reduction, which will continue. Council intends to return to a long term average level of indebtedness of below the 40% level of the VAGO financial sustainability indicator, which compares indebtedness to own source revenue. Council is further committed to expedite debt reduction, as debt matures, by using the accumulated funds in the debt redemption reserve to accelerate loan principal repayment. The purchase of the strategic properties and subsequent sale of these properties has enabled Council to use these funds to fund its major infrastructure projects over the next four years. Council has not budgeted any new borrowings for the next four years and therefore, after making loan principal repayments of $16.26 million, will reduce its total borrowings to $39.11 million as at 30 June 2020. The following table sets out Council's future proposed borrowings position to 30 June 2020, based on the forecast financial position of Council as at 30 June 2016. Year 2015/16 2016/17 2017/18 2018/19 2019/20

New Borrowings $’000 -

Principal Paid $’000 2,647 4,623 4,258 3,714 3,663

Interest Paid $’000 3733 3,549 3,444 3,255 3,033

Balance 30 June $’000 55,366 50,743 46,485 42,771 39,108

The table below shows information on borrowings specifically required by the Regulations:

Total amount borrowed as at 30 June of the prior year Total amount proposed to be borrowed Total amount projected to be redeemed Total amount of borrowings as at 30 June

174

Forecast Actual 2015/16 $ 58,012,531 (2,646,718) 55,365,813

Proposed Budget 2016/17 $ 55,365,813 (4,622,970) 50,742,843

16.2 Infrastructure The Council has developed an Infrastructure Strategy based on the knowledge provided by various Asset Management Plans, which sets out the capital expenditure requirements of Council for the next 10 years by class of asset, and is a key input to the SRP. It predicts infrastructure consumption renewal needs and considers infrastructure needs to meet future community service expectations. The Strategy has been developed through a rigorous process of consultation and evaluation. The key aspects of the process are as follows: • • • • •

Long term capital planning process which integrates with the Council Plan, Strategic Resource Plan and Annual Budget processes; Identification of capital projects through the preparation of asset management plans; Prioritisation of capital projects within classes on the basis of evaluation criteria; Methodology for allocating annual funding to classes of capital projects; and Business Case template for officers to document capital project submissions.

A key objective of the Infrastructure Strategy is to maintain or renew Council’s existing assets at desired condition levels to manage the renew gap to an acceptable level. If sufficient funds are not allocated to asset renewal then Council’s investment in those assets will reduce and have the impact of an increase in Councils renewal gap, along with the capacity to deliver services to the community. The graph below sets out the required and actual asset renewal over the life of the current SRP and the renewal backlog: Assets renewal required 33,000 28,000 23,000

$'000

18,000 13,000 8,000 3,000 -2,000 -7,000 2015/16

2016/17 Renewal required

2017/18

2018/19

Renewal program

2019/20 Backlog

The above graph shows that at present, Council is similar to most municipalities in that it is presently unable to fully fund asset renewal requirements identified in the Infrastructure Strategy. While the Infrastructure Strategy is endeavouring to provide a sufficient level of annual funding to meet ongoing asset renewal needs. The graph represents the three main components used when calculating council’s renewal gap. The blue bar represents the renewal required (calculated as depreciation figure of existing assets), the red bar is the renewal component of the adopted Capital Works Program for the given years and the green bar represents the cumulative gap from previous years and the given years. As can be seen from the graph the accumulated assets renewal gap identified in the 2015/2016 year is significantly reduced to show council renewal gap in 2016/2017 and 2017/2018 years. This is representative of Councils investment in the expansion of the existing WaterMarc building in Greensborough to accommodate the relocation of Councils existing three offices. However in 2018175

2020 the renewal gap or (backlog) is seen to increase again. Backlog is the renewal works that Council has not been able to fund over these years and is equivalent to the accumulated asset renewal gap. In the above graph the backlog as at the 30 June 2016 was $4.30 million and $7.58 million as at the 30 June 2020. The following table summarises Council's forward outlook on capital expenditure including funding sources for the next four years: Summary of funding sources Year 2015/16 2016/17 2017/18 2018/19 2019/20

Total Capital Program $’000 39,818 47,954 33,638 30,214 21,232

Grants Contributions $’000 1,509 3,974 577 827 477

$’000 1,385 498 205 110 25

Council Cash $’000 36,923 43,482 32,856 29,277 20,630

Borrowings $’000 -

In addition to using cash generated from its annual operations, borrowings and external contributions such as government grants, Council has significant cash or investment reserves that are also used to fund a variety of capital projects. These reserves are either ‘statutory’ or ‘discretionary’ cash reserves. Statutory reserves relate to cash and investments held by Council that must be expended on a specific purpose as directed by legislation or a funding body, and include contributions to car parking, drainage and public resort and recreation. Discretionary cash reserves relate to those cash and investment balances that have been set aside by Council and can be used at Council’s discretion, even though they may be earmarked for a specific purpose. 16.3 Service delivery The key objectives in Council’s Strategic Resource Plan (referred to in Section 14) which directly impact the future service delivery strategy are to maintain existing service levels and to continually achieve surplus. The Rating Information (see Section 15) also refers to modest rate increases into the future. The most significant factor affecting our bottom line is a move to provide better infrastructure and amenity outcomes to the community. Factors affecting income: • • • • •

176

Rating increases capped at CPI; Fees and charges set at statutory levels or within commercially and socially accepted levels; Grants from state and federal government are assumed generally at historic levels; Continued projected drop in interest rates on investments; and Income growth from installation of additional parking metres across the municipality.

Factors affecting expenditure: • • • • • •

Discretionary expenditure principle established to reflect current efficiency initiatives and future expenditure trends; Additional resources have been proposed in limited circumstances to rebalance operational demands; Enterprise Agreement effective until1 July 2017; Service review initiatives implemented across various business activities to deliver efficiencies; Debt management according to banking partnership arrangements; and Contribution to Regional Library Service running costs.

The Council is required to revalue all properties within the municipality every two years. The last general revaluation was carried out as at 1 January 2016 effective for the 2016/2017 year and the next revaluation will be undertaken as at 1 January 2018. The service delivery outcomes measured in financial terms are shown in the following table:

Year 2015/16 2016/17 2017/18 2018/19 2019/20

Adjusted Surplus Underlying for the year Surplus $’000 $’000 6,022 2,638 6,928 2,367 5,078 3,394 4,393 2,485 4,755 3,210

Net Service (Cost) $’000 (67,030) (68,537) (70,990) (72,571) (75,721)

Service levels have been maintained throughout the four year period with operating surpluses forecast in years 2016/2017 to 2019/2020 as the result of a continued increase across both Councils' income and expenditure. Excluding the effects of items such as capital contributions, the adjusted underlying result is a surplus over the four year period. The net cost of the services provided to the community increases from $68.54 million to $75.72 million over the four year period.

177

Appendix A Fees and charges schedule This appendix presents the fees and charges of a statutory and non-statutory nature which will be charged in respect to goods and services provided during the 2016/2017 year.

178

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

ASSETS & CITY SERVICES OPERATIONS Weighbridge (public) Up to 5 tonne

Taxable

tonne

15.00

16.00

5 tonne - 10 tonne

Taxable

tonne

16.00

17.00

10 tonne - 20 tonne

Taxable

tonne

27.00

28.00

Over 20 tonne

Taxable

tonne

37.00

38.00

Banyule residents (general waste)

Taxable

per m3

92.00

87.00

Other residents (general waste)

Taxable

per m3

103.00

92.00

Banyule residents (general waste)

Taxable

per m3

72.00

Other residents (general waste)

Taxable

per m3

77.00

Account customers (municipal)

Taxable

per tonne

185.00

179.00

Account customers (industrial)

Taxable

per tonne

179.00

Rubble

Taxable

per tonne

205.00

183.00

Green cone

Taxable

each

205.00

Graffiti cleaning

Taxable

each

Quote

Drainage cleaning systems

Taxable

each

Quote

Commercial waste service

Taxable

240 litre

441.00

450.00

Commercial waste service with residence

Taxable

80 litre

210.00

214.50

Commercial waste service with residence

Taxable

120 litre

315.00

322.00

Charge for larger residential bin

Exempt

120 litre

94.00

98.00

Charge for larger residential bin

Exempt

240 litre

420.00

432.00

Charge for larger green waste bin

Exempt

240 litre

84.00

85.00

Non rateable charge for residential bin

Exempt

80 litre

173.00

176.00

Non rateable charge for residential bin

Exempt

120 litre

294.00

300.00

Non rateable charge for residential bin

Exempt

240 litre

593.00

625.00

Non rateable charge for larger green waste bin Non rateable waste only bin

Exempt

240 litre

84.00

85.00

Exempt

240 litre

346.00

360.00

Recycling/Waste Station

Kerbside Waste Services

Kerbside Waste Services (with special consideration) Commercial green waste service

Taxable

240 litre

178.00

190.00

Commercial recycle service

Taxable

240 litre

168.00

180.00

Additional service for residential bin

Exempt

80 litre

210.00

220.00

Additional service for residential bin

Exempt

120 litre

294.00

310.00

Additional service for residential bin

Exempt

240 litre

593.00

615.00

Additional service for green waste bin

Exempt

240 litre

158.00

170.00

Additional service for recycle bin

Exempt

240 litre

168.00

180.00

Non rateable additional service for green waste bin

Exempt

240 litre

158.00

170.00

179

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

PARKS & GARDENS Half cost fencing ASSETS & INFRASTRUCTURE

Taxable

each

Quote

Exempt Exempt Exempt Exempt Exempt Exempt

C C C C C C

per m2 per m2 per m2 per m2 lin/metre lin/metre

170.00 340.00 120.00 210.00 130.00 440.00

Exempt

lin/metre

150.00

Exempt Exempt

C C

lin/metre per m2

125.00 40.00

Construction - Reinstatement Asphalt reinstatement - local roads Asphalt reinstatement - main roads Footpath reinstatement Crossing reinstatement Kerb & channel reinstatement - concrete Kerb & channel reinstatement - dressed bluestone new materials Kerb & channel reinstatement - dressed bluestone reuse materials Spoon drain - concrete or bluestone Nature strip reinstatement Permits/consents

NOTE: The value of a fee unit issued by Vic Roads as gazetted on 18/04/2013 is $13.20c for 2014/2015 Works other than minor works (> 8 sqm) Works conducted on, or on any part of, the roadway, shoulder or pathway Arterial road Exempt C each Municipal road on which speed limit is 50km Exempt C each or more Municipal road on which speed limit is less Exempt C each than 50km Works NOT conducted on, or on any part of, the roadway, shoulder or pathway

595.80 595.80

264.80

Arterial road Municipal road on which speed limit is 50km or more Municipal road on which speed limit is less than 50km Minor works (less than 8 sqm)

Exempt Exempt

C C

each each

331.00 331.00

Exempt

each

66.20

152.30 152.30

152.30

Works conducted on, or on any part of, the roadway, shoulder or pathway Arterial road Exempt C each Municipal road on which speed limit is 50km Exempt C each or more Municipal road on which speed limit is less Exempt C each than 50km Works NOT conducted on, or on any part of, the roadway, shoulder or pathway Arterial road Municipal road on which speed limit is 50km or more Municipal road on which speed limit is less than 50km Asset Inspection Drainage tapping pipe/pit inspection (each)

180

Exempt Exempt

C C

each each

132.40 66.20

Exempt

each

66.20

Exempt Exempt

C C

each each

210.00 230.00

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) Occupation road pavement/protruding materials/cranes Private works COMMUNITY PROGRAMS

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Exempt

each

190.00

Taxable

each

Quote

Taxable Taxable

C C

per month per activity

5.00 Various

Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C

per stall per stall per stall per stall per stall per stall

165.00 126.50 77.00 77.00 55.00 82.50

175.00 135.00 85.00 79.00 56.40 85.00

Taxable

per stall

137.50

145.00

Commercial food stall Taxable C per stall 297.00 Commercial coffee Taxable C per stall 216.70 Community food stall with power Taxable C per stall 100.10 Commercial market stall Taxable C per stall 134.20 Community market stall Taxable C per stall 59.40 Power fee for stall holders to be included in Taxable C per stall 82.50 permit above Note: Stalls that run at both Twilight Sounds and Kids ArtyFarty Festival receive a 10% discount. Carols by Candlelight

310.00 230.00 102.60 140.00 60.90 85.00

Commercial food vendor Commercial coffee vendor Commercial market stall Community food vendor Community market stall Power fee for stall holders to be included in permit above Malahang Festival

Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C

per stall per stall per stall per stall per stall per stall

139.70 93.50 52.25 52.25 41.25 82.50

145.00 97.00 55.00 53.60 42.30 84.60

Community food vendor

Taxable

per stall

24.20

24.90

Community market stall Taxable C per stall 24.20 Commercial food vendor Taxable C per stall 148.50 Commercial stall Taxable C per stall 71.50 Power fee for stall holders to be included in Taxable C per stall 82.50 permit above Note: Marquee and set up hire for stall holders is additional - charged at hire company rates.

24.90 155.00 75.00 85.00

RECREATION & CULTURAL SERVICES Movies per month Outings - vary between $10 and $25.00 (depending on activity) Events Twilight Sounds Commercial food stall Commercial coffee Commercial market stall Community food stall Community market stall Power fee for stall holders to be included in permit above Power fee including overnight to be included in permit above Kids Artyfarty Festival

181

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Works on Paper Entry fee Taxable C The Centre Ivanhoe â&#x20AC;&#x201C; Hall Hire Charges Monday - Thursday

per entry

33.00

35.00

per day

2,525.00

2,590.00

Up to 8hr hire fee - theatre style seating Taxable C Note: A $350 per hour fee will be applied for every hour after 8 hours. Expo style tables not included (e.g. market) Taxable C Exhibitions (minimum hire 8 hours) Taxable C Streeton room

per day

3,150.00

3,230.00

per day per hour

3,150.00 470.00

3,230.00 480.00

Rental 9.00am to 5.00pm or 5.00pm to 11.00pm McCubbin room

Taxable

per day

1,525.00

1,565.00

Rental 9.00am to 5.00pm or 5.00pm to 11.00pm Conder room

Taxable

per day

990.00

1,015.00

Rental 9.00am to 5.00pm or 5.00pm to 11.00pm Withers room

Taxable

per day

785.00

805.00

Rental 9.00am to 5.00pm or 5.00pm to Taxable C per day 11.00pm Note: A $275 per hour fee will be applied for every hour after confirmed times. Ivanhoe Golf Course

735.00

755.00

Friday, Saturday & Sunday price on application on 9490 4300 Great Hall Schools and community Up to 8hr hire fee - theatre style seating Corporate

Taxable

Adult 9 holes Adult 9 holes weekends Adult 18 holes Adult 18 holes weekends Junior 9 holes Junior 18 holes Pensioners & senior card holders - weekdays Pensioners & senior card holders - weekdays Students (under 21) weekdays

Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C C C C

9 holes 9 holes 18 holes 18 holes 9 holes 18 holes 9 holes 18 holes 18 holes

22.00 23.00 29.50 30.00 12.00 14.50 19.00 20.00 23.00

23.00 24.00 30.50 31.00 12.50 15.00 19.50 20.60 24.00

12 month 7 day membership 12 month 5 day membership Senior/concession 12 months membership Direct debit (per week) Seasonal Sporting Clubs Ground Charges A Grade Summer (per team)

Taxable Taxable Taxable Taxable

C C C C

18 holes 18 holes 18 holes 18 holes

1,180.00 860.00 665.00 25.50

1,225.00 890.00 685.00 26.40

Taxable

per term

557.00

571.00

182

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Winter (per team) B Grade

Taxable

per term

1,095.00

1,122.70

Summer (per team) Winter (per team) C Grade

Taxable Taxable

C C

per term per term

467.00 990.00

478.70 1,015.00

Summer (per team) Winter (per team) D Grade

Taxable Taxable

C C

per term per term

382.00 915.00

391.60 938.00

Summer (per team) Taxable C per term 300.00 Winter (per team) Taxable C per term 835.00 Note: The above charges to be reduced by 50% for women’s teams and 90% for junior teams.

307.50 856.00

Pavilion Charges Winter Full Use A Grade B Grade C Grade D Grade Summer Full Use

Taxable Taxable Taxable Taxable

C C C C

per team per team per team per team

1,175.00 910.00 655.00 420.00

1,204.60 932.80 671.50 430.60

A Grade B Grade C Grade D Grade Winter Shared Use

Taxable Taxable Taxable Taxable

C C C C

per team per team per team per team

1,175.00 910.00 655.00 420.00

1,204.50 933.00 671.50 430.50

A Grade B Grade C Grade D Grade Summer Shared Use

Taxable Taxable Taxable Taxable

C C C C

per team per team per team per team

590.00 456.00 330.00 212.00

604.80 467.50 338.40 217.30

A Grade B Grade C Grade D Grade Other

Taxable Taxable Taxable Taxable

C C C C

per team per team per team per team

590.00 456.00 330.00 212.00

604.80 467.40 338.30 217.30

Turf wicket Commercial Casual hire charges – ovals Ivanhoe Aquatic & Fitness Centre

Taxable Taxable Taxable

C C C

per ground per ground per booking

3,000.00 3,625.00 220.00

3,075.00 3,716.00 225.50

Taxable Taxable Taxable

C C C

one off per week per week

100.00 5.00 -

100.00 6.00 27.50

Memberships Joining Fee Extra Suspension Time (per week) 7 day membership 183

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Swim/spa/sauna 12 months 12 months concession (30% discount) Complete package - single

Taxable Taxable

C C

12 months 12 months

579.90 406.00

594.40 416.10

12 months Taxable 12 months concession (30% discount) Taxable Complete package - older adults/teens/referrals

C C

12 months 12 months

1,052.70 736.90

1,079.00 755.30

1 month 3 months 6 months 12 months Direct debit memberships

Taxable Taxable Taxable Taxable

C C C C

1 month 3 months 6 months 12 months

55.25 165.80 331.60 631.60

62.40 178.40 339.90 647.40

Full price - fortnightly direct debit Concession - fortnightly direct debit Aquatics - fortnightly direct debit Aquatics concession - fortnightly direct debit (30% discount) Direct debit membership (no min term)

Taxable Taxable Taxable Taxable

C C C C

12 months 12 months 12 months 12 months

40.50 28.35 22.30 15.60

41.50 29.10 22.90 16.00

Older adults/teens/referrals - Fortnightly Taxable direct debit Direct debit personal training (no min term)

per week

24.30

24.90

Weekly direct debit - 30 minutes Taxable C 30 Mins 59.00 Weekly direct debit - 60 minutes Taxable C 60 Mins 79.00 * Price originally based on 1 session a week (Results Pack price) plus $10 per week for membership.

65.00 85.00

** More than one session per week can be calculated as Results Pack price, plus $5 per week+ for membership Corporate Health & Fitness package per year Banyule City Council membership Banyule City Council membership - payroll Casual rates

Taxable Taxable

C C

per year per fortnight

Family swim Swim/Spa/Sauna Swim/Spa/Sauna concession Child swim.>5yr old Group fitness adult Group fitness concession (30% discount) Gym visit Gym concession (30% discount) Boomers casual Personal training

Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C C C C

Personal training introduction - 3 pack Casual personal training - 30 minutes Casual personal training - 60 minutes

Taxable Taxable Taxable

C C C

184

526.35 20.25

539.50 20.75

Per Visit Per Visit Per Visit Per Visit Per Visit Per Visit Per Visit Per Visit Per Visit

15.90 6.20 4.30 3.70 16.20 11.40 20.60 14.40 6.50

16.30 6.40 4.50 3.80 16.60 11.70 21.10 14.80 6.70

3 visits 30 Mins 60 Mins

105.00 46.80 72.80

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

30 minute results pack - single Taxable 30 minute results pack - non member Taxable 60 minute results pack - single Taxable 60 minute results pack - single (non-member) Taxable Direct Debit Learn to Swim (based on 26 payments)

C C C C

30 Mins 30 Mins 60 Mins 60 Mins

Child learn to swim/Karate - fortnightly direct debit Parent & baby - fortnightly direct debit Child pre-school (non parent) - fortnightly direct debit Adult learn to swim/Karate - fortnightly direct debit Term fee

GST free

GST free GST free

Child learn to swim Child learn to swim - Concession (10%) Parent baby Parent baby - concession Child pre-school (non parent) Child pre-school (non parent) concession Adult learn to swim Adult learn to swim - concession Adult learn to swim - casual Adult learn to swim - casual - concession Squad Squad concession Squad 2nd/3rd/4th session Squad 2nd/3rd/4th session concession Specialised swimming Private swim lessons (1 person) Bronze medallion Stroke correction - member Stroke correction - non member Swim carnival entry Swim carnival - extra event Pay as you go water babies Intensive swim lessons - 5 lessons Intensive swim lessons - 5 lessons concession VicSwim entry fee VicSwim entry fee weekly School groups entry School groups instructor Lane hire regular fee Lane hire casual fee 185

400.00 450.00 600.00 700.00

416.00 468.00 624.00 728.00

per fortnight

23.95

24.65

C C

per fortnight per fortnight

23.95 29.80

24.65 30.70

GST free

per fortnight

23.95

24.65

GST free GST free GST free GST free GST free GST free GST free GST free GST free GST free Taxable Taxable Taxable Taxable GST free GST free GST free GST free GST free GST free GST free GST free GST free GST free Taxable Taxable GST free GST free Taxable Taxable

C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C

per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per visit per visit per lesson per 5 lessons per 5 lessons per visit per week per visit per 45 mins per lane per lane

14.40 13.00 14.40 13.00 17.90 16.10 14.40 13.00 21.60 19.50 14.40 13.00 7.20 6.50 17.90 78.00 14.40 8.40 14.40 11.30 2.80 14.30 65.50 59.00 3.70 15.30 3.70 49.00 27.00 36.50

14.85 13.40 14.85 13.40 18.45 16.60 14.85 13.40 22.30 20.10 14.85 13.40 7.45 6.70 18.45 80.40 14.85 8.70 14.85 11.65 2.90 14.85 74.25 66.85 3.80 19.00 3.80 37.65 27.60 37.40

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Karate Karate - adult Karate - child Joining Fee (inclusive of a Free suit)

Taxable Taxable Taxable

C C C

Black Belt Membership (Individual) Black Belt Membership (Family) Grading (Individual) Grading (Multiple) Black Belt Grading Team Tournament (Single event)

Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C

Team Tournament (Two events)

Taxable

Birthday parties Birthday parties 20 plus kids Inflatable Holiday program (Activity) Multi visit saver cards

Taxable Taxable Taxable Taxable

C C C C

per lesson per lesson per membership per person per family per person per person per person per tournament per tournament per person per person per booking per person

14.40 14.40 77.00

14.85 14.85 79.30

80.00 120.00 75.00 65.00 250.00 30.00

82.40 123.60 77.25 66.95 257.50 30.90

40.00

41.20

14.40 8.75 112.00 13.00

15.00 12.00 125.00 17.50

20 pass complete package 20 pass complete package concession (30% discount) 20 pass Swim/Spa/Sauna 20 pass Swim/Spa/Sauna concession 10 pass Swim Child 20 pass group fitness 20 pass group fitness concession Creche fees

Taxable Taxable

C C

20 pass 20 pass

370.80 260.00

380.00 266.50

Taxable Taxable Taxable Taxable Taxable

C C C C C

20 pass 20 pass 20 pass 20 pass 20 pass

111.60 77.40 33.30 291.60 205.20

115.20 81.00 34.20 298.80 210.60

1.5 hour - casual 1 child 10 pass 1 child 20 pass 1 child Occasional care fees

Taxable Taxable Taxable

C C C

per hour 10 pass 20 pass

9.50 85.50 171.00

9.80 88.20 176.40

1 child casual 2 children casual 10 pass 1 child 20 pass 1 child Kiosk sales Merchandise sales Room hire Programmes (membership related) Willinda Park athletics track

Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C C C

1 Child 2 Children 10 pass 20 pass various various various various

20.30 25.35 182.70 365.40 Various Various Quote Various

20.80 26.00 187.30 374.55 Various Various Quote Various

Banyule schools Non Banyule schools

Taxable Taxable

C C

per booking per booking

145.00 280.00

148.70 287.00

186

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) Combined primary sports Combined secondary sports Training sessions Bond - equivalent to hire fee

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Taxable Taxable Taxable GST N/A

C C C C

per booking per booking per hour per booking

280.00 570.00 75.00 equivalent to the highest charge

287.00 584.30 76.90 equivalent to the highest charge

Seasonal fee Monthly fee Weekly fee Hot air ballooning

Taxable Taxable Taxable

C C C

6 months per month per week

500.00 110.00 35.00

520.00 115.00 40.00

Annual fee Halls for hire

Taxable

per year

550.00

575.00

Outdoor trainers fees

Grace Park, Greensborough Senior Citizens, Ivanhoe Senior Citizens, Macleod Community Hall, Warringal Senior Citizens, Watsonia Community Hall, Briar Hill Community Hall, Banyule Art Space, Old Shire Offices. BCC non for profit - regular BCC non for profit - casual Other groups (including schools) - regular Other groups (including schools) - casual Functions – bond on all above

Taxable Taxable Taxable Taxable GST N/A Macleod community hall & Warringal senior citizens

C C C C C

per hour per hour per hour per hour per booking

25.50 32.50 32.50 40.50 300.00

26.00 33.50 33.00 41.50 300.00

Friday, Saturday & Sunday- private functions (7 hrs) Friday, Saturday & Sunday- private functions (4 hrs) Set up fee Functions – bond on all above Old Shire Office

Taxable

5pm - 1am

465.00

475.00

Taxable

4 hourly

285.00

295.00

Taxable

C C

per hour per booking

50.00 300.00

52.00 300.00

Friday - Sunday - private functions(7hrs) Friday - Sunday - private functions (4hrs) Set up fee Functions – bond on all above Lower Plenty

Taxable Taxable Taxable

C C C C

5pm - 1am 4 hourly per hour per booking

505.00 295.00 50.00 300.00

515.00 303.00 52.00 300.00

C C C C

5pm - 1am 4 hourly per hour per booking

465.00 285.00 50.00 300.00

475.00 293.00 52.00 300.00

C C C

per hour per hour per hour

30.50 39.50 40.50

31.00 40.50 41.00

GST N/A

Friday - Sunday - private functions(7hrs) Taxable Friday - Sunday - private functions (4hrs) Taxable Set up fee Taxable GST N/A Functions – bond on all above Bundoora & Petrie Park Community Hall BCC non for profit - regular Taxable BCC non for profit - casual Taxable Other groups (including schools) - regular Taxable 187

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) Other groups (including schools) - casual Functions â&#x20AC;&#x201C; bond on all above Friday - Saturday -Sunday private functions (7hrs) Friday - Saturday -Sunday private functions(4hrs) Set up fee Functions â&#x20AC;&#x201C; bond on all above Rotunda Senior Citizens utilities charge Olympic Leisure Centre

Taxable

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Taxable

C C C

per hour per booking 5pm - 1am

46.50 300.00 675.00

47.50 300.00 690.00

Taxable

4 hourly

390.00

400.00

Taxable

C C C C

per hour per booking per 3 hours per hour

50.00 300.00 175.00 2.50

52.00 300.00 180.00 3.00

Joining Fee Taxable Extra Suspension Time (per week) Taxable Corporate health & fitness package per year

C C

one off per week

75.00 5.00

75.00 6.00

Banyule City Council membership Banyule City Council membership Complete package

Taxable Taxable

C C

per year per fortnight

394.00 15.15

403.85 15.55

3 months Taxable 6 months Taxable 12 months Taxable Complete package concession (30% discount)

C C C

per person per person per person

206.80 413.70 787.95

222.60 424.00 807.70

3 months Taxable 6 months Taxable 12 months Taxable Complete package - Older adults & Teens

C C C

per person per person per person

144.80 289.60 551.60

148.50 296.90 565.40

1 month Taxable 3 months Taxable 6 months Taxable 12 months Taxable Direct debit memberships - fortnightly debit

C C C C

per person per person per person per person

38.00 114.00 228.00 434.20

42.90 122.50 233.20 444.20

Full price - fortnightly direct debit Concession - fortnightly direct debit (30% discount) Older adults / phit / access direct debit Casual rates

Taxable Taxable

C C

per fortnight per fortnight

30.30 21.20

31.10 21.80

Taxable

per fortnight

16.70

17.20

Swim/Spa/Sauna Swim/Spa/Sauna concession Family swim Child swim >5yr Group fitness Group fitness concession Gym adult

Taxable Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C C

per person per person per person per person per person per person per person

4.60 3.20 11.90 2.70 10.30 7.20 15.00

4.70 3.30 12.20 2.80 10.60 7.40 15.40

GST N/A

Taxable Taxable

Memberships

188

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Gym concession Aqua achievers Badminton Indoor bowls Direct Debit Learn to Swim

Taxable Taxable Taxable Taxable

C C C C

per person per person per person per person

10.60 6.40 6.40 3.30

10.80 6.60 6.60 3.40

Child learn to swim - fortnightly direct debit Parent & baby - fortnightly direct debit Child pre-school (non parent) - fortnightly direct debit Adult learn to swim - fortnightly direct debit Term fee

GST free GST free GST free

C C C

per fortnight per fortnight per fortnight

17.15 17.15 21.50

17.75 17.75 22.15

GST free

per fortnight

17.15

17.75

3081 Child learn to swim Child learn to swim 3081 Child pre-school (non parent) Child pre-school (non parent) Child pre-school (non parent) concession 3081 Parent baby Parent baby Parent baby concession Pay as you go water babies Adult learn to swim Adult learn to swim concession Adult learn to swim - casual Squad Squad concession (10%) Specialised swimming Private swim lesson 1 person Intensive swim lessons - 5 lessons Intensive swim lessons - 5 lessons concession School groups entry School groups instructor - per instructor VicSwim entry fee VicSwim entry fee - 5 visit Lane hire regular fee

GST free GST free GST free GST free GST free GST free GST free GST free GST free GST free GST free GST free Taxable Taxable GST free GST free GST free GST free GST free GST free Taxable Taxable Taxable

C C C C C C C C C C C C C C C C C C C C C C C

8.65 10.30 10.70 12.90 9.60 8.70 10.30 9.30 8.70 10.30 9.30 15.00 8.70 7.80 17.80 78.00 42.20 38.00 2.70 43.30 16.30

8.90 10.65 11.05 13.30 9.90 9.00 10.65 9.60 9.00 10.65 9.60 15.45 9.00 8.10 18.35 80.35 43.50 39.15 2.80 33.30 2.80 14.00 16.80

Lane hire casual fee

Taxable

per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per lesson per 5 lessons per 5 lessons per visit per hour per visit per week per lane/hourly per lane/hourly

21.90

22.60

Taxable Taxable Taxable Taxable Taxable

C C C C C

57.60 81.00 57.60 270.00 190.80

59.10 83.10 59.10 276.80 195.60

Multi visit saver cards 10 pass badminton 20 pass aquatics 20 pass aquatics concession 20 pass complete package 20 pass complete package concession 189

10 pass 20 pass 20 pass 20 pass 20 pass

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) 10 pass active achievers Personal training

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Taxable

10 pass

57.60

59.10

30 minute results pack - single Taxable 30 minute results pack - single (non-member) Taxable 60 minute results pack - single Taxable 60 minute results pack - single (non-member) Taxable Direct debit personal training (no min term)

C C C C

30 Min 30 Min 60 Min 60 Min

370.00 430.00 570.00 645.00

416.00 468.00 624.00 728.00

Weekly direct debit - 30 minute Weekly direct debit - 60 minute Room hire fees

Taxable Taxable

C C

30 Min 60 Min

51.50 72.00

53.60 74.90

Full centre hire Court hire fees

Taxable

per centre

582.00

597.00

Olympic indoor Olympic indoor off peak Badminton OVPS casual user OVPS regular user Basketball

Taxable Taxable Taxable Taxable Taxable

C C C C C

per court per court per court per court per court

41.50 33.10 19.00 54.00 46.00

42.50 33.90 19.50 55.40 47.10

Merchandise Kiosk Programmes Banyule Netball Stadium

Taxable Taxable Taxable

C C C

various various various

Various Various Various

Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C

per court per court per court per court per court per visit

54.00 46.00 23.50 29.00 37.00 8.15

55.40 47.10 24.10 29.70 38.00 10.50

Community regular Community casual Private regular Private casual Lower room

Taxable Taxable Taxable Taxable

C C C C

per hour per hour per hour per hour

35.50 39.70 39.70 43.25

36.40 40.80 40.80 44.40

Community regular Community casual Private regular Private casual Mezzanine floor

Taxable Taxable Taxable Taxable

C C C C

per hour per hour per hour per hour

24.90 30.40 30.40 35.60

25.60 31.20 31.20 36.60

Court hire fees Casual user Regular user Regular user outdoor court Casual use outdoor court Off peak court hire (10am - 3pm week days) Boomers Room hire Upper room

190

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Community regular Community casual Private regular Private casual Programmes WaterMarc memberships

Taxable Taxable Taxable Taxable Taxable

C C C C C

per hour per hour per hour per hour various

29.40 34.50 35.55 40.20 Various

30.20 35.40 36.60 41.20 Various

Joining fee Complete package single Complete package single concession Direct debit fortnightly fee - min 12 month commitment Direct debit fortnightly fee - no commitment Direct debit fortnightly fee concession - min 12 month commitment Direct debit fortnightly fee concession - no commitment Aquatic Aquatic concession Aquatic direct debit fortnightly fee - min 12 month commitment Aquatic direct debit fortnightly fee - no commitment Aquatic direct debit fortnightly fee concession - min 12 month commitment Aquatic direct debit fortnightly fee concession - no commitment Active seniors fortnightly fee Active teens fortnightly fee Corporate membership - min of 10 people Family membership

Taxable Taxable Taxable Taxable

C C C C

once 12 months 12 months per fortnight

199.00 1,200.00 960.00 50.00

199.00 1,235.00 985.00 51.30

Taxable Taxable

C C

per fortnight per fortnight

55.75 40.25

57.30 41.40

Taxable

per fortnight

45.00

46.30

Taxable Taxable Taxable

C C C

12 months 12 months per fortnight

660.00 580.00 26.30

680.00 595.00 27.00

Taxable

per fortnight

28.50

29.30

Taxable

per fortnight

23.10

23.70

Taxable

per fortnight

25.20

25.90

Taxable Taxable Taxable

C C C

per fortnight per fortnight per fortnight

25.50 25.50 40.50

26.20 26.20 41.40

Direct debit 2 family - min 12 month commitment Direct debit 2 family - no commitment Direct debit 3 family - min 12 month commitment Direct debit 3 family - no commitment Direct debit 4 family - min 12 month commitment Direct debit 4 family - no commitment Personal training

Taxable

per fortnight

88.00

90.50

Taxable Taxable

C C

per fortnight per fortnight

93.50 130.00

96.50 134.00

Taxable Taxable

C C

per fortnight per fortnight

140.00 173.00

144.50 178.50

Taxable

per fortnight

183.00

188.50

30 minute single 60 minute single 20 visit pass 30 minute single 20 visit pass 60 minute single 2 on 1 - 30 minute session 2 on 1 - 60 minute session

Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C

30 Min 60 Min 30 Min 60 Min 30 Min 60 Min

50.50 61.50 862.00 1,060.00 67.00 89.50

52.00 63.50 890.00 1,095.00 69.00 92.50

191

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) 3+ - 30 minute session 3+ - 60 minute session Aquatics â&#x20AC;&#x201C; casual fees

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Taxable Taxable

C C

30 Min 60 Min

85.00 112.00

87.75 116.00

Adult Concession Child Family Adult 20 visit pass Concession 20 visit pass Child 20 visit pass Supervising adult With waterslide

Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C C C

per visit per visit per visit per visit per 20 pass per 20 pass per 20 pass per visit

7.25 5.80 5.60 22.30 130.00 104.50 100.00 3.00

7.40 5.90 5.70 22.90 133.50 107.50 102.60 3.00

Adult Concession Child Family *Bar coded admission - adult *Bar coded admission - child/concession Single slide Spa/Sauna/Steam

Taxable Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C C

per visit per visit per visit per visit per visit per visit per visit

16.50 13.20 12.50 48.50 9.30 7.65 4.50

16.90 13.50 12.80 49.95 9.60 7.90 4.70

Adult Concession Adult 20 visit pass Concession 20 visit pass Aquatic education â&#x20AC;&#x201C; per lesson

Taxable Taxable Taxable Taxable

C C C C

per visit per visit per 20 visit per 20 visit

12.40 9.90 223.00 177.00

12.80 10.20 229.00 182.00

Child learn to swim Child pre-school (non parent) Adult learn to swim Specialised swimming Private lesson School learn to swim - prep to grade 3 (1:8 ratio) School learn to swim - grade 4 + (1:10 ratio) Pool hire

Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C

per lesson per lesson per lesson per lesson per lesson per lesson

16.60 16.60 18.20 19.75 67.00 8.65

17.00 17.00 18.75 20.30 69.00 8.90

Taxable

per lesson

7.65

7.90

50m lane hire per hour (casual) 25m lane hire per hour (casual) Therapy pool hire per hour 1/4 Therapy pool hire per hour Full pool use - 50 metre per hour Carnival set up

Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C

per hour per hour per hour per hour per hour per hour

100.00 73.00 160.00 66.00 450.00 230.00

104.00 76.00 165.00 70.00 475.00 240.00

Standard without waterslide

192

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Carnival equipment hire, (touch pads, scoreboard, PA system) Health & fitness

Taxable

per hour

120.00

125.00

Group fitness Group fitness concession Casual gym visit Casual gym visit concession Group fitness 20 visit pass Group fitness concession 20 visit pass COTA casual visit Room hire

Taxable Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C C

per class per class per class per class per 20 pass per 20 pass per class

16.30 13.00 22.50 17.80 295.00 235.00 7.00

16.80 13.40 24.00 19.00 304.00 242.25 7.00

Occasional care room Programme room 2 Party room Meeting Rooms 2 Meeting Rooms 3 Meeting Rooms Group Fitness Studios Creche & occasional care room

Taxable Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C C

per hire per hire per hire per hire per hire per hire per hire

75.00 97.00 50.00 34.50 67.00 99.00 116.00

77.50 100.00 52.00 35.50 69.00 102.00 120.00

Child casual creche Family casual creche Child occasional care 2 child occasional care Child 20 visit pass Family 20 visit pass Child occasional care 20 visit pass 2 child occasional care 20 visit pass Programs

Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C C C

per pass per pass per pass per pass per 20 pass per 20 pass per 20 pass per 20 pass

8.80 11.00 20.00 25.00 157.00 197.00 357.00 445.00

9.05 11.30 20.60 26.00 163.00 203.00 370.00 460.00

Locker hire Birthday parties per child - min 12 children HEALTH & AGED SERVICES

Taxable Taxable

C C

per pass per pass

4.00 27.00

4.00 28.00

GST free GST free GST free GST free GST free GST free GST free GST free GST free GST free

C C C C C C C C C C

per hour per hour per hour per hour per hour per hour per hour per hour per hour per meal

5.90 14.75 32.00 2.95 4.45 33.00 4.35 8.65 36.00 8.40

6.05 15.10 32.80 3.00 4.55 33.80 4.45 8.85 36.90 8.60

Home Care ** Home Care – low free range Home Care – medium fee range Home Care – high fee range ** Respite Care - low fee range Respite Care – medium fee range Respite Care – high fee range ** Personal Care - low fee range Personal Care – medium fee range Personal Care – high fee range ** Delivered meals - low fee range 193

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) Delivered meals - medium fee range Delivered meals - high fee range ** Property maintenance - low fee range Property maintenance - medium fee range Property maintenance - high fee range ** Social Support - low fee range Social Support - medium fee range Social Support - high fee range Full cost recovery

GST free GST free GST free GST free GST free GST free GST free GST free

C C C C C C C C

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

per meal per meal per hour per hour per hour per session per session per session

8.85 19.35 11.80 17.80 46.80 16.30 16.30 44.30

9.00 19.80 12.10 18.25 47.90 16.70 16.70 45.40

Personal Care Taxable C per hour 61.15 Respite Care Taxable C per hour 61.15 Home Care Taxable C per hour 61.15 Property maintenance Taxable C per hour 84.50 Property maintenance - materials charge Taxable C Quote Property maintenance - tip fee charge Taxable C Quote Delivered meals Taxable C per meal 19.60 Social Support (Planned Activity Group) Taxable C per session 82.45 Social Support plus transport Taxable C per session 111.25 **Increase in charges will be subject to advice from Department of Human Services (fee range). *Special consideration fees may apply with individual assessment. Food premises (part6 div3)

62.70 62.70 62.70 86.60 Quote Quote 20.10 84.50 114.00

Commercial operator: Registration fees for 12 months Class 1 premises - 3rd party audited Class 2 premises - 3rd party audited Class 2 premises - template fsp Class 3 premises - limited processes. Class 4 premises - notification only Where more than 5 persons employed for each person each person in excess of 5

Exempt Exempt Exempt Exempt Exempt Exempt

C C C C C C

per year per year per year per year per year per year

505.00 505.00 715.00 477.00 N/A 10% of the base ($505) fee

520.00 520.00 735.00 490.00 N/A 10% of the base ($505) fee

150.00 150.00 217.00 190.00 N/A 50% of the classificati on fee 50% of 2nd total fee

153.00 153.00 223.00 195.00 N/A 50% of the classification fee

Community group operator: Registration fees for 12 months Class 1 premises - 3rd party audited Class 2 premises - 3rd party audited Class 2 premises - template fsp Class 3 premises - limited processes. Class 4 premises - notification only Where the community group operated premises only operates for 6 calendar months of the year e.g. cricket/football clubs

Exempt Exempt Exempt Exempt Exempt Exempt

C C C C C C

per year per year per year per year per year per year

Where a proprietor holds more than 1 registration at the same premises

Exempt

per year

194

50% of 2nd total fee

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Where a proprietor chooses to register their Exempt C per year premises under Div4 of Part6 to include the 'portable' component and 'fixed premises' in the one registration this additional fee applies Where a non-statutory inspection and report Exempt C when has been conducted (on unregistered required premises) and premises deemed compliant the applicable fee will be deducted from the initial registration fee. â&#x20AC;&#x2DC;Portable' food premises (Part 6 div 4) - state wide registration

181.00

186.00

N/A

Temporary food premises Commercial operator: Registration fees for 12 months Class 1 premises Exempt C Class 2 premises Exempt C Class 3 premises Exempt C Class 4 premises - notification only Exempt C Where the commercial/community group Exempt C operator requests the registration for a period of less than 1 year to operate on a short-term basis (e.g. only operates for 1 event like a community festival) Community group operator: Registration fees for 12 months

per year per year per year per year per year

258.00 372.00 253.00 N/A 25% of the classificati on fee (portable)

65.00 382.00 260.00 N/A 25% of the classification fee (portable)

Class 1 premises Class 2 premises Class 3 premises Class 4 premises - notification only Mobile food premises

per year per year per year per year

80.00 112.00 75.00 N/A

82.00 115.00 77.00 N/A

Class 1 premises - 3rd party audited Exempt C Class 2 premises - 3rd party audited Exempt C Class 2 premises - template fsp Exempt C Class 3 premises - limited processes. Exempt C Class 4 premises - notification only Exempt C Community group operator: Registration fees for 12 months

per year per year per year per year per year

505.00 505.00 715.00 477.00 N/A

520.00 520.00 735.00 490.00 N/A

Class 1 premises - 3rd party audited Class 2 premises - 3rd party audited Class 2 premises - template fsp Class 3 premises - limited processes. Class 4 premises - notification only Where a proprietor has a number of components (e.g. more than one food van) for each additional component Vending machines

C C C C C C

per year per year per year per year per year per year

150.00 150.00 217.00 191.00 N/A 103.00

153.00 153.00 223.00 196.00 N/A 105.00

per year

105.00

109.00

Exempt Exempt Exempt Exempt

C C C C

Commercial operator: Registration fees for 12 months

Exempt Exempt Exempt Exempt Exempt Exempt

Commercial Operator: Registration fees for 12 months Class 2 premises 195

Exempt

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Class 3 premises Exempt C Class 4 premises - notification only Exempt C Community group operator: Registration fees for 12 months

per year per year

82.00 N/A

88.00 N/A

Class 2 premises Class 3 premises Class 4 premises - notification only Where a proprietor has a number of components (e.g. more than one food vending machine) for each additional component Other fees (food premises)

Exempt Exempt Exempt Exempt

C C C C

per year per year per year per year

43.00 32.00 N/A 50% of classificati on fee

44.00 33.00 N/A 50% of classification fee

Transfer of food act registration (includes transfer inspection)

Exempt

when transferred

50% of that premises' annual registration fee (not applied during renewal periods)

Plans submission for food act assessment & preregistration inspection Additional assessment fee (follow up of noncompliances) Request for an inspection of registered premises prior to purchase (e.g. solicitor/pre purchase inspection) within 5 working days Request for an inspection of registered premises prior to purchase (e.g. solicitor/pre purchase inspection) within 10 working days Request/requirement for non-statutory inspection & report (unregistered premises) Public health and wellbeing act premises

Exempt

150.00

155.00

Taxable

when requested when required when requested

50% of that premises' annual registratio n fee (not applied during renewal periods) 210.00

250.00

260.00

Taxable

when requested

160.00

170.00

Taxable

when requested

180.00

190.00

Hairdressing premises (New premises only) Ear piercing premises Beauty premises Skin penetration (incl Tattooing, Body Piercing, Electrolysis etc. (excludes ear piercing)) Colonic irrigation premises Prescribed accommodation premises (up to 20 beds) (excluding rooming houses) Every additional bed thereafter Prescribed accommodation premises (rooming house)

Exempt Exempt Exempt Exempt

C C C C

per year per year per year per year

191.00 191.00 191.00 278.00

198.00 198.00 198.00 285.00

Exempt Exempt

C C

per year per year

272.00 273.00

285.00 285.00

Exempt Exempt

C C

per year per year

4.00 315.00

4.00 330.00

196

216.00

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) Where a proprietor conducts more than one activity at the same premises

Exempt

Where a public health and wellbeing act registered premises holds a food act registration

Exempt

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

per year

Where a non-statutory inspection and report Exempt when has been conducted (unregistered premises) required and premises deemed compliant the applicable fee will be deducted from the initial registration fee. Other fees & additional services (public health and wellbeing act premises) Transfer of public health and wellbeing act registration

Exempt

when transferred

Plans submission for public health and wellbeing assessment and pre-registration inspections (beauty and other treatment premises) Mandatory plans submission for public health and wellbeing assessment & preregistration inspections (prescribed accommodation) Mandatory plans submission for public health and wellbeing assessment & preregistration inspections (rooming houses only) Request for an inspection of registered premises prior to purchase (e.g. solicitor/pre purchase inspection) within 5 working days Request for an inspection of registered premises prior to purchase (e.g. solicitor/pre purchase inspection) within 10 working days Request/requirement for non-statutory inspection & report (unregistered premises) Immunisation

Exempt

when requested

Exempt

197

The highest risk classificati on as base fee plus 50% of extra activity Food Act Registrati on fee will be 50% N/A

The highest risk classification as base fee plus 50% of extra activity

Food Act Registration fee will be 50% N/A

50% of that premises' annual registratio n fee (not applied during renewal periods) 170.00

50% of that premises' annual registration fee (not applied during renewal periods)

when required

294.00

305.00

when required

360.00

375.00

Taxable

when requested

230.00

236.00

Taxable

when requested

150.00

154.00

Taxable

when requested

150.00

155.00

175.00

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Purch Price + $18.50 oncost (rounded) A surcharge of $20 per person less than 20 clients total Purch Price + $18.50 oncost (rounded) Purch Price + $18.50 oncost (rounded)

Purch Price + $19.00 oncost (rounded)

Sale of vaccines - commercial

Taxable

per vaccine

Onsite visit for commercial vaccinations surcharge (where applicable)

Taxable

per visit

Sale of vaccines - public

Taxable

per vaccine

Sale of vaccines - school

Exempt

per vaccine

when requested when requested

350.00

360.00

300.00

310.00

A surcharge of $20 per person less than 20 clients total

Purch Price + $19.00 oncost (rounded) Purch Price + $19.00 oncost (rounded)

Domestic waste water management (septics) Permit to install a septic tank system

Exempt

Permit to alter an existing septic tank system

Exempt

when required

30.00

31.00

Taxable

4 hours

20.00

25.00

Taxable

4 hours

30.00

40.00

Taxable

4 hours

40.00

50.00

Taxable

per hour

50.00

55.00

Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C C C

each each each pair each 9V each 1 set per hour

1.00 5.00 10.00 10.00 5.00 1.00 10.00 50.00

1.00 5.00 10.00 10.00 5.00 1.00 10.00 55.00

Administration Record recovery/refund process and associated administrative tasks YOUTH & FAMILY SERVICES Jets Studios Studio Room Hire-Basic (PA system & 2 mics) Studio Room Hire-with backline (Basic + amps, keyboard, CD.DJ) Studio Room Hire-deluxe (Basic+Backline+guitars, drumsticks) Recording studio (per hour) - min 3.5hr session *1 Earplugs CD's/DVD's (does not include studio time) Memory sticks Drum sticks Batteries Guitar pick Guitar strings PA hire small (1 staff + trainee) - community / equipagig (freeza) 198

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) PA hire large (2 staff + trainee) - community / equipagig (freeza) PA hire small (1 staff + trainee) - commercial PA hire large (2 staff + trainee) - commercial Creative art supplies

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Taxable

per hour

100.00

110.00

Taxable Taxable Taxable

C C C

per hour per hour per session

75.00 150.00 Purchase price + 25% 50.00

82.50 155.00 Purchase price + 25%

Room Hire Facilitated - any room/gear + Jets Taxable staff member. Includes: rehearsal room with your choice of gear, computer lab, recording studio, or PD training Volunteers awards & thank you function

per hour

Ticket to function - subsidised Ticket to function - full cost Pre schools

Taxable Taxable

C C

per ticket per ticket

25.00 55.00

15.00 55.00

Full fee paying Audrey Brooks

GST free

per term

443.00

455.00

Full fee paying 3 year old kindergarten Pre-school enrolments

GST free GST free

C C

per term per term

443.00 330.00

455.00 340.00

Enrolment fee Child care

GST free

Yearly

31.00

32.00

Full time per week Per day Morobe Street

GST free GST free

C C

per week per day

463.50 106.00

475.00 109.00

Full time per week Per day Maternal & Child Health

GST free GST free

C C

per week per day

412.00 93.00

422.00 95.00

Baby sleep & settling program Baby sleep & settling program health care card Baby sleep & settling program from other municipalities Baby massage, 4 sessions Parent programs Outreach

GST free GST free

C C

per person per person

25.00 12.00

30.00 12.00

GST free

per person

40.00

GST free GST free

C C

per 4 sessions per person

120.00 35.00

Infant resuscitation program Infant resuscitation program for healthcare card holders and clients who are financially disadvantaged Childrenâ&#x20AC;&#x2122;s services community centres

GST free GST free

C C

per person per person

45.00 15.00

Montmorency childrenâ&#x20AC;&#x2122;s centre

Taxable

per Weekday AM session

45.00

55.00

Olympic Village

Joyce Avenue & St Hellier Street

199

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Montmorency children’s centre

Taxable

per Weekday PM session

40.00

Montmorency children’s centre

Taxable

15.00

Montmorency children’s centre Montmorency Occasional Care (TRY Australia) Montmorency children’s centre

Taxable

per hour Weekday evenings per quarter

325.00

Taxable

per hour Saturday

18.00

Macorna Street 56 Gabonia Avenue CITY DEVELOPMENT

Taxable Taxable

C C

per hour quarterly

25.00 2,720.00

Exempt

44.40

Exempt

per application per application

119.00

Fixed rate for installation of up to two signs on site and notices to up to 12 adjoining properties Per property

Exempt

per application

400.00

412.00

Exempt

per property notified

14.00

14.40

Notification signage

Exempt

169.00

175.00

Per additional notification sign

Exempt

21.00

22.00

Requests for extension of time on planning permits (first request) Requests for extension of time on planning permits (second and subsequent requests) Approval of amended plans

Exempt

195.00

250.00

Exempt

per first sign per application per additional sign per application per application per application

195.00

300.00

Approval of amended plans

Exempt

169.00

Request for consent under Section 173 Agreement Retrieval of file(s) from offsite storage

Exempt

169.00

250.00

Exempt

55.50

57.00

Copies of planning permits

Exempt

55.50

57.00

Copies of planning application register - per month Bond or guarantee administration fee

Exempt

55.50

57.00

GST N/A

per application per application per application per application per application per application

211.00

500.00

URBAN PLANNING & BUILDING Planning Services Property info private building surveyors (s326 building regulations) Property enquiry fees Advertising planning permit application

200

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) Final inspection fee (3rd attendance required)

Exempt

Plan Folding Charge A1 Plan Folding Charge A3

Taxable Taxable

C C

Plan Scanning Charge A1

Taxable

Plan Scanning Charge A3

Taxable

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

per application per A1 plan every 10 pages of A3 plans per A2 or larger plan

115.00

150.00

1.50 1.50

1.55 1.55

2.60

0.45

per application With arboriculture comments Taxable C per application With heritage comments Taxable C per application Second meeting for same project Taxable C per application Planning sect 173 agreements Taxable C per request Arboriculture assessment for applications on non-development sites

250.00

255.00

125.00

128.00

125.00

128.00

125.00

128.00

820.00

845.00

Permit for tree removal (up to 3 trees)

147.00

152.00

65.00

67.00

per A4 or A3 page

Formal pre-application process Meeting and written advice

Exempt

per application Permit for tree pruning Exempt C per application Planning and environment act 1987 (schedule A) Subdivision act 1988 Planning fees effective 7 September 2009 25) Planning applications fee (GST exempt) Change of use only (including parking dispensation) 25) Cost of development

Exempt

per application

502.00

per application per application per application

102.00

239.00

490.00

per application per application per application per application per application

102.00

604.00

707.00

815.00

1,153.00

Single dwelling & associated buildings and works Less than 10,000

Exempt

10,001 - 100,000

Exempt

Over 100,000

Exempt

Less than 10,000

Exempt

10,001 - 250,000

Exempt

250,001 - 500,000

Exempt

500,001 - 1,000,000

Exempt

1,000,001 - 7,000,000

Exempt

Other development (including signage)

201

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) 7,000,001 - 10,000,000

Exempt

10,000,001- 50,000,000

Exempt

Over 50,000,000

Exempt

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

per application per application per application per application

4,837.00

8,064.00

16,130.00

Determination carried out to the satisfaction Exempt S 102.00 102.00 of the responsible authority/assessment of development plans Combined permit applications: the fee for an application of use, development other than subdivision, subdivision and any matters referred to in classes 16, 17 or 18 is the sum arrived at by adding the highest of the fees which would have applied if separate applications had been made plus 50% of each of the other fees which would have applied if separate applications had been made. 25) Subdivision fee Application to subdivide land into two lots

Exempt

per application

386.00

Application to effect a realignment of a common boundary between lots or to consolidate two or more lots Application to subdivide an existing building

Exempt

per 386.00 386.00 application Exempt S per 386.00 386.00 application Application to subdivide land (3 lots or Exempt S per 781.00 781.00 more) application Remove a restriction over land Exempt S per 249.00 249.00 used/developed for more than two years application Create, vary or remove a restriction within the subdivision Act 1988; or to create or remove a right of way Create, vary or remove an easement other Exempt S per 404.00 404.00 than a right of way; to vary or remove a application condition in the nature of an easement other than a right of way in a crown grant Public open space contribution Guidelines

Exempt

per application

Up to 5% of site value

Plan of subdivision

Exempt

per application

$100 plus $20 per lot

Any other application

Exempt

per application

100.00

Planning scheme infringements - individual

Exempt

722.00

Planning scheme infringements - company

Exempt

per application per application

1,444.00

Exempt

798.00

25) Certification fee

25) Enforcement fee

Other fee (GST exempt) 25) Planning scheme amendment Initial fee for consideration of submission

202

per application

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) Additional fee for adopting amendment and sending to minister 21) Other fee

Exempt

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

per application

524.00

per 102.00 application Change of use / subdivision Exempt S per 102.00 application Change of use only Exempt S per 502.00 application Change of pre-amble or conditions (not Exempt S per 502.00 associated with single dwelling) application Cost of additional development for single dwelling and associated buildings and works

102.00

Less than 10,000 (but combined with original cost of development is more than 10,000) 10,001 - 100,000

Exempt

Over 100,000

Exempt

Development (other than single dwelling & associated buildings and works) Over 10,000

Exempt

102.00 502.00 502.00

per application per application per application

102.00

239.00

490.00

per application per application per application per application

102.00

604.00

707.00

815.00

per application

386.00

per application per application

386.00

per application per application

147.00

102.00

per property per property per permit per property per permit

244.00 60.90 36.40 48.60 120.00

250.60 62.55 37.40 49.90 120.00

Cost of additional other development (including signage) Less than 10,000

Exempt

10,001 - 250,000

Exempt

250,001 - 500,000

Exempt

over 500001

Exempt

25) Amendment of subdivision Application to subdivide land into two lots

Application to effect a realignment of a common boundary Between lots or to consolidate two or more lots Application to subdivide an existing building

Exempt

Certificate of compliance (s97n)

Exempt

Determining something to council's satisfaction under the planning scheme Building Services

Exempt

Other prescribed fees

Permit levy (state government receives levy Report & consent Report & consent section 29a Lodgement fees Building enquiry/information fees Building inspection fees

203

Exempt Exempt Exempt Exempt Taxable

S S S S C

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Dispensation advertising fee Taxable C per permit 66.00 66.00 Professional fees for building permits inspections and associated services (Including all required permits and certificates) Unit rates for Council works Building regulation advice or assessment per hour Building inspection prior to July 1995

Taxable

per hour

110.00

Taxable

per inspection

110.00

Exempt Exempt

C C

per property per property

48.60 48.60

49.90 49.90

Copy of plans/documentation (residential) Exempt C per property 60.00 Copy of plans/documentation (works outside Exempt C per property 120.00 Banyule) Copy of plans/documents (commercial) Exempt C per property 125.00 Dispensation of Building Regulations 2006 for Exempt S per property 244.00 siting or miscellaneous buildings e.g. Veranda fence at intersections masts etc. * NOTE: Maximum 5 sheets * If a land survey is required the above charge will be higher, based on the hourly rate for survey. Banyule building permits and inspections. Domestic works

60.00 120.00

Building administration fees services Property enquiries form 10 Property enquiries - with building inspection dates Requests for information

125.00 250.60

Building permit fees include lodgement fee, inspection fees, final inspection certificate/ occupancy permit & GST Minor works (up to $12,000 value of works and within metro area only) Type of works (inclusive of GST) Demolitions (maximum 1 inspection) Taxable C per permit Signs, sheds, verandas, pergolas, carports, Taxable C per permit timber decks, etc., retaining walls, underpinning, re-block (maximum 2 inspections) Swimming pools Taxable C per permit Swimming pool fencing advice (to be paid Taxable C per permit prior to booking inspection.) Bushfire assessment (to be paid prior to Taxable C per permit booking inspection.) Modification and dispensation preparation Taxable C per permit fee. Amendment fee Taxable C per permit Dwelling additions / alterations (fee below, plus government levy)

575.00 465.00

575.00 550.00

595.00 150.00

895.00 150.00

285.00

330.00

230.00

645.00 545.00 745.00 685.00

645.00 545.00 775.00 685.00

Value of works($) fee $ (inclusive of GST) Up to 20,000 owner builder Up to 20,000 builder 20,000 to 40,000 owner builder 20,000 to 40,000 builder

204

Taxable Taxable Taxable Taxable

C C C C

per permit per permit per permit per permit

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

40,001 to 80,000 owner builder 40,001 to 80,000 builder Domestic works

Taxable Taxable

C C

per permit per permit

875.00 795.00

890.00 795.00

80,001 to 120,000 owner builder 80,001 to 120,000 builder 120,001 and 160,000 owner builder 120,001 and 160,000 builder 160,001 and 200,000 owner builder 160,001 and 200,000 builder 200,001 and above owner builder or builder

Taxable Taxable Taxable Taxable Taxable Taxable Taxable

C C C C C C C

per permit per permit per permit per permit per permit per permit per permit

997.00 882.00 1,240.00 1,095.00 1,585.00 1,465.00 Quote by building surveyor

1,075.00 945.00 1,265.00 1,110.00 1,605.00 1,495.00 Quote by building surveyor

C C C C C C C C C C C C C C C

per permit per permit per permit per permit per permit per permit per permit per permit per permit per permit per permit per permit per permit per permit per permit

1,285.00 1,175.00 1,495.00 1,395.00 1,595.00 1,495.00 1,825.00 1,775.00 2,075.00 1,965.00 2,345.00 2,100.00 2,875.00 2,375.00 Quote by building surveyor

1,300.00 1,190.00 1,530.00 1,415.00 1,640.00 1,530.00 1,870.00 1,810.00 2,095.00 1,980.00 2,380.00 2,150.00 2,830.00 2,500.00 Quote by building surveyor

per permit

Quote by building surveyor Quote by building surveyor Quote by building surveyor Quote by building surveyor

Dwellings (fee below, plus government levy) Up to 150,000 owner builder Up to 150,000 builder 150,001 to 200,000 owner builder 150,001 to 200,000 builder 200,001 to 300,000 owner builder 200,001 to 300,000 builder 300,001 to 400,000 owner builder 300,001 to 400,000 builder 400,001 to 500,000 owner builder 400,001 to 500,000 builder 500,001 to 600,000 owner builder 500,001 to 600,000 builder 600,001 to 700,000 owner builder 600,001 to 700,000 builder Above 700,001 owner builder

Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable Taxable

Country areas must have a quote. Taxable Unit development (fee below, plus government levy) Value of works ($) per unit (inclusive of GST) Up to 150,000

Taxable

per permit

900.00

200,000

Taxable

per permit

1,000.00

300,000

Taxable

per permit

1,200.00

400,000

Taxable

per permit

1,300.00

205

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) 500,000

Taxable

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

per permit

1,400.00

Quote by building surveyor 600,000 Taxable C per permit 1,700.00 Quote by building surveyor 700,000 Taxable C per permit 2,000.00 Quote by building surveyor Above 700,001 Taxable C per permit Quote by Quote by building building surveyor surveyor Notes: * Permit/Inspection fees do not include the government levy charged at 0.00160 X calculated cost on the value of building works over $10,000. Domestic works only. Commercial works Modification preparation fee Taxable C per permit 330.00 330.00 Commercial buildings (fee below, plus government levy) Value of works ($) (inclusive of GST) Up to 40,000 (2 inspections) Taxable C per permit 775.00 800.00 40,001 to 80,000 (4 inspections) Taxable C per permit 1,045.00 1,070.00 80,001 to 120,000 (5 inspections) Taxable C per permit 1,395.00 1,450.00 120,001 to 200,000 (6 inspections) Taxable C per permit 2,150.00 2,165.00 200,001 to 400,000 (6 inspections) Taxable C per permit 2,645.00 2,660.00 400,001 to 600,000 (8 inspections) Taxable C per permit 2,995.00 3,040.00 600,001 to 800,000 (9 inspections) Taxable C per permit 3,875.00 3,920.00 800,001 to 1,200,000 (9 inspections) Taxable C per permit 4,775.00 4,825.00 Above 1,200,001 Taxable C per permit Quote by Quote by building building surveyor surveyor Extra inspections will be charged at $110.00 each. Country areas must have a quote Notes: * Permit/Inspection fees do not include the Government levy charged at 0.00128 X calculated cost on the value of building works over $10,000. Commercial works only. Building permit extension fees (fee below, plus government levy) Amount of time required Taxable C per permit 220.00 220.00 A letter must be supplied detailing the amount of works completed and the amount of time required to complete the remaining works. Applicant must be aware that no further extensions will be possible. **** Please refer clients to the building department for a quote on a building permit fee. Notes: *Permit/Inspection fees do not include the Government Levy charged at 0.00160 x calculated cost on the value of building works over $10,000. Domestic works only. Strategic Planning LATM strategy Exempt C per item 30.00 30.00 Fee for hard copy, electronic format free of charge. Neighbourhood character strategy (full set of Exempt C per item 30.00 30.00 brochures). 206

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Heritage places study Colour Black & white Heidelberg structure plan (colour only) Heidelberg precincts plan (colour only) Summary brochure of Heidelberg structure plan (colour only) Heidelberg structure plan directions report (colour only) Heidelberg structure plan background reports (colour only) Greensborough structure plan Housing strategy Housing background report Housing issues paper Beaumont estate heritage guidelines (black & white only) Beauview estate heritage guidelines (black & white only) Glenard estate heritage guidelines (black & white only) Ivanhoe views heritage guidelines (black & white only) Marshall street estate heritage guidelines (black & white only) Mount Eagle estate heritage guidelines (black & white only) Warringal estate heritage guidelines (black & white only) Banyule municipal information maps (colour, a3) Ivanhoe project background reports Bell street mall master plan Research Papers

Exempt Exempt Exempt Exempt Exempt

C C C C C

per item per item per item per item per item

412.00 124.00 62.00 62.00 36.00

Exempt

per item

36.00

Exempt

per item

36.00

Exempt Exempt Exempt Exempt Exempt

C C C C C

per item per item per item per item per item

36.00 52.00 37.50 37.50 26.00

Exempt

per item

26.00

Exempt

per item

26.00

Exempt

per item

26.00

Exempt

per item

26.00

Exempt

per item

26.00

Exempt

per item

26.00

Exempt

per item

24.00

Exempt Exempt

C C

per item per item

35.00 35.00

Community & housing profile Economic & transportation profile Regulation

Exempt Exempt

C C

per item per item

6.80 6.80

798.00 798.00 524.00 798.00 Variable

Fees for amendments to planning schemes Regulation 6(1) to consider a request Exempt Regulation 6(2) to consider submissions Exempt Regulation 6(3) to adopt Exempt Regulation 6(4) to request approval Exempt Regulation 9 for a combined permit Exempt application and planning scheme amendment PROPERTY & ECONOMIC DEVELOPMENT Property Services

207

S S S S S

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Right of way (road) discontinuance Taxable C per application fee application Making title available at land registry Taxable C per title Discontinued road or reserves annual Taxable C occupancy fees Note *minimum fees $110 or 10 % of market value whichever is the greater Valuations Sale of supplementary valuations SRO

Taxable

Sale of supplementary valuations Yarra valley Taxable C water TRANSPORT SUSTAINABILITY & MUNICIPAL LAWS

per assessment per assessment

123.00

128.00 Refer Notes *

8.04

25.52

31.00

Engineering Services Application to construct over a drainage and sewerage easement

Exempt

per application

238.75

250.60

Stormwater Legal point of discharge applications

Exempt

per application

59.62

62.54

Determination of applicable flood level:

Exempt

per application

238.75

250.60

Assessment of Engineering Plans as part of Exempt C per 115.00 Planning Permits - Up to 2 units application Assessment of Engineering Plans as part of Exempt C per 130.00 Planning Permits - 3 to 5 units application Assessment of Engineering Plans as part of Exempt C per 190.00 Planning Permits - 6 units and over application Assessment of Engineering Plans as part of Exempt C per 190.00 Planning Permits - All Industrial / Mixed Use application & Commercial Developments Assessment of Engineering Plans as part of Exempt C per 0.75% of Planning Permits - Subdivisions application works Asset Plan Search Exempt C per request 90.00 * If a land survey is required the above charge will be higher, based on the hourly rate for survey. Assessment of engineering plans as part of planning permits

120.80

Plan check (engineering component of planning application) Subdivisions

Exempt

Name blade directional signage request (per sign) Works zone sign (per sign) Works zone request - outside business or mixed use zone - per space per day Works zone request - outside residential zone - per space per day Works zone request - on paid parking areas

Exempt

Taxable Taxable

C C

Taxable

208

per application per application per sign per sign per space per day per space per day per space per day

136.50 199.50 199.50 0.75% of works 94.50

Quote

0.75% of works 120.00

0.75% of works 126.00

120.00 5.00

126.00 10.00

2.50

5.00

(Hours of restriction) * (Hourly fee)

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Assessment and approval of Traffic Management Plans *in place once process is adopted Environment

Taxable

per application

40.00

Significant tree study Local law permits

Taxable

per item

45.00

Unless otherwise stated local law permits are Chairs and tables Signs and "A" boards Goods on footpaths Real estate advertising portable signs Busking per day Itinerant traders per day Skips beyond size/time per site

Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt

C C C C C C C C

per annum per annum per annum per annum per annum per day per day per week or part thereof

160.00 205.00 185.00 255.00 550.00 160.00 1,430.00 130.00

165.00 210.00 190.00 260.00 560.00 165.00 1,460.00 135.00

Shipping containers / pods Approved charity bin site Storage of building materials

Exempt Exempt Exempt

C C C

per container per annum per permit

175.00 175.00 Permit $245 + Sq.mtrs x no of wks x $75

Burning off per event Exempt Camping/caravan permits per month (over 3 Exempt months) * Note: Local law permit / fees are non-refundable. Animals (local laws & domestic animals act 1994)

C C

per event per month

170.00 170.00 Permit $240 + Sq.mtrs x no of wks x $70 145.00 175.00

Keeping of animals (more than prescribed number) Registration full fee dogs + state levy below Registration reduced fee category dogs + state levy below Registration fee puppy under 6 months microchipped + state levy below Registration fee for dogs registered prior to 11 April 2013, microchipped or desexed + state levy below Registration fee restricted, declared dangerous or menacing dogs + state levy below State government levy dogs Registration full fee cats + state levy below Registration reduced fee category cats + state levy below Registration fee kitten under 6 months microchipped + state levy below

Exempt

per year

65.00

50.00

Exempt Exempt

S S

per year per year

105.00 36.00

108.00 36.00

Exempt

per year

36.00

Exempt

per year

36.00

Exempt

per year

105.00

108.00

Exempt Exempt Exempt

S S S

per year per year per year

3.50 82.00 30.00

3.50 90.00 30.00

Exempt

per year

29.00

30.00

209

150.00 180.00

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Registration fee for cats registered prior to Exempt S per year 28.00 30.00 11 April 2013, microchipped or desexed + state levy below State Government levy cats Exempt S per year 2.00 2.00 Pro-rata registration fees apply from 1 October based on whether animal is newly acquired, not applicable where registration should have been renewed. Pro-rata fee reduction does not apply to restricted, declared dangerous or menacing dogs. Eligible pensioners are charged 50% of the fee except for restricted, menacing or dangerous dogs. **Note: The State Government Levy may increase as of 1 July 2015; this increase will be reflected in the State Levy charged for the 2016/2017 registration period. Replacement registration tag Exempt C as required 6.00 6.00 Transfer of registration from another Exempt C as required 6.00 6.00 Municipality Inspection of animal record Exempt S per record 26.00 27.00 Animal business registration application Exempt S per premises 185.00 190.00 **Note: Refunds are only applicable for annual fees and shall be calculated on a quarterly basis of unused portion, less an administrative charge of $5. No refund less than $10 shall be given. Parking matters Resident schemes/first permit Resident schemes/second permit First visitor permit First visitor permit (concession) Second visitor permit Tradesman/work permit Disabled permits Replacement disabled motorist permit (subject to discretion) Parking meter fees

Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt

C C C C C C C C

per annum per annum per annum per annum per annum per annum per annum as required

25.00 40.00 40.00 60.00 80.00 6.00 10.00

0.00 25.00 40.00 10.00 60.00 90.00 6.00 10.00

Taxable

per day

up to $10.00 up to $4.00

up to $15.00

Parking fees per hour

Taxable

per hr

Exempt Exempt Exempt Exempt Exempt

C C C C C

each each each each each

45.00 35.00 520.00 185.00 165.00

46.00 36.00 530.00 190.00 170.00

Exempt

each + Cost

225.00

230.00

Exempt

maximum (8 days)

110.00

112.00

Filming application fee Exempt Income fees filming on Banyule property

per request

160.00

Filming/Commercial Photography - full day (first day)

per day

750.00

up to $4.00

Release fees (Local Government Act) Shopping trolleys Trolley fitted with kart saver Derelict vehicles & impoundment costs Obstructions/A boards & impoundment costs Miscellaneous small items & impoundment costs Miscellaneous large items & impoundment costs Dog pound release Filming Fees

210

Exempt

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate)

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Filming/Commercial Photography - full day Exempt (subsequent days) Filming Commercial Photography - half day Exempt (first day) Filming/Commercial Photography - half day Exempt (subsequent days) Note: Extended filming on application â&#x20AC;&#x201C; negotiable Students film Exempt Essential Vehicles and Crew Parking Permits Exempt - first day (Cost per 8 bays) Essential Vehicles and Crew Parking Permits Exempt - subsequent days (Cost per 8 bays) Filming inspection during business hours Exempt

per day

375.00

per half day

375.00

per half day

187.50

187.50 0.00 150.00

80.00

130.00

Filming inspection out of hours

Exempt

350.00

Unit Base Fee - per day (if applicable)

Exempt

per day per 8 bays per pay per 8 bays per inspection per inspection per day

0.00 150.00

500.00

Exempt

each

70.00

Exempt Exempt Exempt

C C C

130.00

70.00 150.00 130.00

Exempt

350.00

Exempt

per day per day per inspection per inspection each

70.00

Exempt

Sq. meters per week

5.50

C C C C

Other (Local Law) Occupation permit application fee on Council land (plant and equipment) Works permit during business hours Works permit out of hours Occupation permit inspection fee during business hours Occupation permit inspection fee out of hours Occupation permit application fee on Council land (hoarding) Occupation rates

Occupation Permit Inspection fee during Exempt C per 130.00 130.00 business hours inspection Occupation Permit Inspection fee out of Exempt C per 350.00 350.00 hours inspection Miscellaneous permits & costs per event Exempt C per event 150.00 150.00 Where a fee is greater than $60, the first $50 of each fee is considered the application fee. Permits may require certain conditions and the normal public liability insurance cover required is $10 million. Traffic infringement notices. Set by Victorian State regulation. (Road rules Victoria)

Exempt

per infringement

$72.00 and $144 .00 until 1st of July and will be increased by State Government

Set by Council under Road Safety Act 1986

211

$72.00 and $144 .00 until 1st of July and will be increased by State Government

Banyule City Council

GST

Fees & Charges 2016/2017

Council/ Statutory

(Directorate) (Discretionary fines) up to 0.5 penalty units

Infringement debt collection fees

Exempt

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

per infringement

$144.00 until 1st of July and will be increased by State Government

25.00

CORPORATE SERVICES GOVERNANCE & COMMUNICATIONS Council meeting rooms Ivanhoe (meetings only, functions not permitted) Council chambers Community group Private Nellie Ibbott room

Taxable Taxable

C C

per hour per hour

60.00 80.00

Community group Private Tom Roberts room

Taxable Taxable

C C

per hour per hour

40.00 60.00

Community group Taxable C per hour 40.00 Private Taxable C per hour 60.00 (Provision of prescribed accounts and records as listed in Part 10 Local Government Regulations 1990) Freedom of information. Pursuant to section 22 of the Act Application fee (set by government)

Exempt

per application

$26.50 until

In Accordance with the Freedom of Information Act In Accordance with the Freedom of Information Act In Accordance with the Freedom of Information Act

In Accordance with the Freedom of Information Act

37.00 21.00

38.00 22.00

Charges for access to documents Per hour

Exempt

per hour

Per 1/4 hour or part thereof

Exempt

per 1/4 hour

Per page (A4) or part thereof non colour photocopying

Exempt

per page

Taxable Taxable

C C

per 14 days per 14 days

Customer Service Possum cage hire Possum cage hire (pensioners) 212

40.00 60.00

30th June and will be increased by State Government

$27.20 until 30th June and will be increased by State Government

In Accordance with the Freedom of Information Act In Accordance with the Freedom of Information Act

Banyule City Council Fees & Charges 2016/2017 (Directorate)

GST

Council/ Statutory

Frequency

Fees &

Weight

Charges

Size

2015/16

2016/17

Possum cage hire (additional days) Taxable C per day 5.30 5.50 ORGANISATIONAL SYSTEMS Corporate charges photocopying & file access File retrieval - commercial offsite storage Exempt C per request 84.00 84.00 File retrieval - Council offsite storage Exempt C per request 52.50 52.50 Photocopies Black & white A4 Exempt C&S per page 0.25 0.25 Colour A4 Exempt C&S per page 1.10 1.10 A3 Exempt C per page 1.30 1.30 A2 Exempt C per page 2.50 2.50 A1 Exempt C per page 4.00 4.00 A0 Exempt C per page 5.00 5.00 *A Council may fix reasonable fees for the inspection and copying of documents containing prescribed matters. As per s223 of the Local Government Act 1989. FINANCE & PROCUREMENT Certificate fees Land information certificate Exempt S per certificate 20.00 24.80 Urgent land information certificate Exempt C per certificate 22.00 30.00 processing fee Collection fees - Rates Legal collection fee Exempt C per 55.00 As per assessment Magistrates Court scale of costs Collection fees - Special Rates & Charges Legal collection fee Exempt C per 55.00 As per assessment Magistrates Court scale of costs Collection fees - Accounts Receivable Legal collection fee Exempt C per account 55.00 As per Magistrates Court scale of costs

213

Appendix B Budget Processes This section lists the budget processes undertaken in order to present the budget for adoption in accordance with the Local Government Act 1989 (the Act) and Local Government (Planning and Reporting) Regulations 2014 (the Regulations). Under the Act, Council is required to prepare and adopt an annual budget for each financial year. The budget is required to include certain information about the rates and charges that Council intends to levy as well as a range of other information required by Regulations which support the Act. More importantly, Banyule Council strives to fully inform its community as to the important decisions that are being made on the community’s behalf, about its financial and other resources. This budget is for the year 1 July 2016 to 30 June 2017 and is prepared in accordance with the Act and Regulations. It includes financial statements being a Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows and Statement of Capital Works. These statements have been prepared for the year ending 30 June 2017 and are consistent with the annual financial statements that are prepared in accordance with relevant Australian Accounting Standards. The budget also includes information about the rates and charges to be levied, the capital works program to be undertaken, the human resources required to deliver our services and other financial information Council uses to make informed decisions for its financial future. In advance of preparing the budget, Officers first review and update Council's long term financial projections. Financial projections for at least four years are ultimately included in Council's Strategic Resource Plan, which is the key medium-term financial plan produced by Council on a rolling basis for consideration. The preparation of the budget, within this broader context, begins with the preparing of the operating and capital components of the annual budget during with the first consideration beginning in November and continuing through to January. A draft consolidated budget is then prepared and various iterations are considered by Council at informal briefings during February and March. This iterative process allows Councillors to consider changes in areas of the budget and include changes based on ongoing and extensive information received from the community and other contextual drivers. A ‘Proposed’ budget is prepared in accordance with the Act and is submitted to Council in April for ’In principle’ approval. Council is then required to give ’Public notice’ that it intends to ’Adopt’ the budget. It must give 28 days’ notice of its intention to adopt the proposed budget and make the budget available for inspection at its offices and on its website. A person has a right to make a submission on any proposal contained in the budget and any submission must be considered before the final adoption of the budget by Council. Banyule tries to alert its community as to the development of both the Budget and the City Plan through multiple forms of communication. This engagement helps guide the strategic intent of the budget as early as practicable in the process so our community can have an active say in what is being developed. It also tests the current strategy with our community as to its voracity and fit. Specifically, in order to assist interested persons to understand the budget and make a submission if they wish, Council officers undertake a community engagement process including public information sessions.

214

The final step is for Council to adopt the budget after receiving and considering any formal submissions to the process from interested parties. Banyule endeavours to have its Budget adopted by the 30 June each year in order to have all our financial resources in place for our ensuing year of work for the community. The table below outlines the process that is undertaken to reach the adoption of the budget: Budget process

Timing

Executive (and Senior Management Team) meetings to review strategic budget.

September and October

• •

Overview of Strategic Budget parameters based on progress against existing Budget. Series of Executive Meetings to discuss and confirm draft Strategic Budget parameters, including the broad information about Rate Capping and impact on Long Term Planning; and draft parameters for the Capital Works program development.

Initial Councillor briefing session – presentation on Strategic Budget and City Plan principles. Discussion of Councillor expectations and agreement moving forward regarding preparation of budget scenarios.

November

Executive and Senior Management Team work on financial projections together with teams and Finance team:

December January

• • • • •

Preparation of budget forecasts to 30 June current year. First draft of 4 year capital program prepared, together with projects and balances to be carried forward from current year to next year. Confirm Budget parameters. Senior Management Team meetings to review draft 10 year strategic budget. Commence development of Fees and Charges for next year.

Annual Councillor planning forum: Initial Councillor Planning Session and Councillor briefings covering City Plan and Budget, including consider the draft 4 year strategic budget, overview/parameters, Capital Works program, and schedule of fees and charges • • • • •

215

Agreed draft 10 year budget parameters to develop detailed budget, including a contribution to fund Capital Works projects from Revenue. Initial review of City Plan to enable information to be developed for consultation and budget direction. Rate Cap and variation process discussions. Continuous Improvement discussion. Financial projections.

February March

Budget process (continued)

Timing

Senior Management Team meetings to review draft 4 year strategic and operating budget, including review of Fees and Charges for next year and finalise the available amount from Revenue including surplus/deficit which funds Capital Works projects forecast savings for next year.

February March

Preparation of next year budget in line with Model Budget format. Proposed next year budget (Council report: “Preparation of Budget for Period 1 July to 30 June next year”) to be submitted to Council for consideration (Council Meeting 18 April) giving notice of Councils intent to adopt the budget following the statutory period of public exhibition giving due consideration to submissions received. The report recommends that Council resolves to give notice to the public of Council’s intention to formally adopt the next year budget.

April - May

At a meeting of Council on Tuesday, 14 June 2016. Please Note: In order to give due deference to the submissions received to the Budget and City Plan, Council will formally consider submissions at a Council Meeting on 30 May 2016. Place public notice and make the Budget available for public inspection and April – May comment - at the Ivanhoe, Rosanna and Greensborough Service Centres, via Council’s website, and at local libraries and neighbourhood houses. Public submission process to be undertaken (submission period 28 days, closing 19 May 2016). A series of public meetings (Budget Information Sessions) aimed to enhance the understanding of the Budget make up and the processes involved in making a submission to the Budget and City Plan - scheduled to be held on the following dates at the following locations: •

Thursday 28 April, WaterMarc Community Meeting Room, 1 Flintoff Street, Greensborough • Thursday 5 May, Tom Roberts Room, 275 Upper Heidelberg Road, Ivanhoe Council to hear public submissions at a meeting scheduled to be held on 30 May 2016. Council meeting to consider the adoption of the Budget (Council Meeting 14 June 2016). Copy of adopted budget submitted to the Minister.

216

June