2015/16 Budget - VIC · 2015/16 Budget Mayor’s introduction . It gives me great pleasure to present the 2015-16 Budget to the community of Bayside. The proposed budget delivers

2015/16 Budget

Contents Page Mayor’s introduction 2 Chief Executive Officer’s summary 3 Budget processes 9

Overview 1. Linkage to the Council Plan 11 2. Services, initiatives and service performance indicators 14 3. Budget influences 25

Budget analysis 4. Analysis of operating budget 30 5. Analysis of budgeted cash position 39 6. Analysis of capital budget 43 7. Analysis of budgeted financial position 48

Long term strategies 8. Strategic resource plan and financial performance indicators 51 9. Rating information 55 10. Other strategies 58

Appendices A Budgeted statements 64 B Rates and Charges 72 C Capital works program 75 D Fees and charges schedule 98

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2015/16 Budget

Mayor’s introduction It gives me great pleasure to present the 2015-16 Budget to the community of Bayside. The proposed budget delivers on Council’s commitment to make Bayside a better place. This is a community budget, shaped around the seven goals identified in the Council Plan 2013-2017. These goals are aligned with the six key priority areas of the Bayside Community Plan and include one additional goal to address financial responsibility and good governance. This budget is a $116 million blueprint for a better Bayside. This includes $83.6 million of expenditure on service delivery and $32.4 million for infrastructure improvements. In order to deliver this Budget there will be an increase in general rates of 3.8 percent in the 2015/16 financial year. This modest rate increase has been achieved through a thorough review of Council’s operating expenditure and efficiency gains in service delivery. Council’s Long Term Financial Plan has been reviewed and updated with the key outcomes including an accelerated debt reduction strategy, an increase in Capital works in order to ensure that our ageing infrastructure is renewed when required, and a drive to keep increases in Council rates to modest levels. Bayside is a highly residential community with fewer opportunities to relieve residential ratepayers from the responsibility for funding the wide responsibilities of local government today. This budget will therefore see Bayside remain one of the lower revenue raising and lower spending Councils among its neighbours in the inner metropolitan area. Key highlights of the Budget include:

• A record capital program of $32.4 million in 2015/16, underlying increase of 5.1% • Substantial improvements to community assets • An accelerated debt reduction strategy, with debt reducing by $2.68 million in

2015/16 • Productivity and efficiency savings of $0.564 million identified in the operating budget • Maintenance of a sound cash position and a strong underlying operating surplus • Maintenance of existing levels of service • A modest increase in Council rates of 3.8% • An increase in the waste management charge of 5.9%

Council has worked hard to deliver a responsible budget which maintains the Council’s sound financial position and allows us to continue excellent service delivery to the Bayside community. I am particularly pleased that we have been able to focus new spending on areas of priority for our community and to allocate more than $20 million to enhance and protect Bayside’s open space, recreational assets, and buildings. This budget was developed through a rigorous process of consultation and review and Council endorses it as financially responsible. Cr Felicity Frederico - Mayor

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2015/16 Budget

Chief Executive Officer’s summary Council has prepared a Budget for the 2015/16 financial year which seeks to balance the demand for services and infrastructure with the community’s capacity to pay. Key budget information is provided below about the rate increase, operating result, service levels, cash and investments, capital works, borrowings, financial sustainability and key activities of the Council. 1. Rates

0

2

4

6

8

10

Actual2010/11

Actual2011/12

Actual2012/13

Actual2013/14

Forecast2014/15

Budget2014/15

SRP2016/17

SRP2017/18

SRP2018/19

6.45.9 5.5

3.5 3.9 3.84.3 4.3 4.3

% Rate increase

It is proposed that general rates and the municipal charge increase by 3.8% for the 2015/16 year, raising $73.67 million, including $0.30 million generated from supplementary rates. The budget also includes a waste charge of $8.98 million which is increasing by 5.9% to achieve full cost recovery on waste services. This is a modest rate increase and Council has committed to review operating costs, identify alternative revenue sources, and other means of keeping rate increase as low as possible in future years. Over the Strategic Resource Plan (SRP) period 2016/17 to 2018/19, the general rates and municipal charge is expected to increase by 4.3% annually while the Waste charge is expected to increase by 8.7% in 2016/17 due to the impact of the new organics waste contract which commences in April 2016. 2. Operating result

0.0

5.0

10.0

15.0

20.0

Actual2013/14

Forecast2014/15

Budget2015/16

SRP2016/17

SRP2017/18

SRP2018/19

15.2

18.217.0 16.7 15.8

17.0

$M Surplus

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2015/16 Budget

The expected operating result for the 2015/16 year is a surplus of $ 17.03 million, which is a decrease of $1.15 million over the 2014/15 forecast. The lower operating result is due mainly to the $1.38 million net gain from the sale of the former Hampton Child Care Centre which is included in the 2014/15 forecast surplus. 3. Services

0.0

10.0

20.0

30.0

40.0

50.0

60.0

Budget2013/14

Budget2014/15

Budget2015/16

SRP2016/17

SRP2017/18

SRP2018/19

51.5 51.1 53.1 55.7 58.3 60.8$M Net Cost

The net cost of services delivered to the community for the 2015/16 year is expected to be $53.1 million which is an increase of 3.8% $2 million over 2014/15. This has been achieved through the identification of $0.564 million of operating savings during the 2015/16 budget process. For the 2015/16 year, service levels have been maintained and a number of new activities and initiatives proposed. 4. Cash and investments

0.0

10.0

20.0

30.0

40.0

50.0

Actual2013/14

Forecast2014/15

Budget2015/16

SRP2016/17

SRP2017/18

SRP2018/19

41.7

49.0 47.144.1

41.1 41.0

$M Cash and Investments

In the forecast 2014/15 financial year, cash and investments are expected to increase by $7.3 million to $49.0 million mainly due to the net proceeds from sale of the Hampton Child Care Centre $2.58 million, the carry forward of unfinished capital works from 2014/15 to 2015/16 of $2.29 million and $2.25 million of open space receipts. These additional receipts are quarantined in reserves and are to be utilised in the forward capital works plan.

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2015/16 Budget

In the strategic resource period, Council’s cash and investment will decrease by $8 million from $49.0 million to $41 million as Council funds increased capital investment and debt reduction from reserves. 5. Capital works

0.0

10.0

20.0

30.0

40.0

Actual2013/14

Forecast2014/15

Budget2015/16

SRP2016/17

SRP2017/18

SRP2018/19

20.723.2

32.4 34.3 34.7 35.9$M Capital Works

The capital works program for the 2015/16 year is expected to be $32.38 million of which $4.22 million of work in progress relates to projects which will be carried forward from the 2014/15 year. The carried forward component is fully funded from the 2014/15 budget. The underlying increase in capital investment from 2014/15 is $1.37 million to $28.16 million, which is an increase of 5.1%. Of the $32.38 million of capital funding required for 2015/16, $1.98 million will be funded from external grants, $1 million contributions from sporting clubs, $2.29 million (2014/15 carry forward) from unrestricted cash and investments, $1.03 million from open space reserve and the balance of $26.08 million from 2015/16 Rates. The graph below sets out the required and actual asset renewal over the life of the current Strategic Resource Plan.

14,85017,332 18,503 19,611 20,101

13,653

18,319 18,69720,336

21,660

0

5,000

10,000

15,000

20,000

25,000

Forecast2014/15

Budget2015/16

SRP2016/17

SRP2017/18

SRP2018/19

$'000

Renewalrequired

Renewalprogram

The asset renewal program has been increased to $18.32 million in the 2015/16 year which is greater than the required renewal program. Over the rest of the four year period, renewal expenditure will steadily increase to $21.66 million at the end of the 2018/19 year. It is expected

5

2015/16 Budget

that Council will fully fund the required renewal capital expenditure as identified in Council’s Asset Management Plan. 6. Borrowings

0

2

4

6

8

10

12

14

16

Actual2012/13

Actual2013/14

Forecast2014/15

Budget2015/16

SRP2016/17

SRP2017/18

SRP2018/19

14.8 13.7

11.5

8.8

6.4

4.0 3.2

$Million

Borrowing 30 June Balance

Council will continue to apply the accelerated debt reduction strategy with the net repayment of $2.7 million in 2015/16. Council has fixed term interest only loans of $4.181 million due for payment during 2015/16. In order to achieve the debt reduction strategy agreed by Council, Council will borrow $1.5 million during 2015/16. Borrowings are projected to decrease over the life of the strategic resource plan to $3.2 million in 2018/19. During this period Council’s liquidity ratio is expected to maintain its healthy position confirming Council is able to meet short term liabilities and scheduled debt repayments. 7. Financial sustainability

10

12

14

16

Actual2013/14

Forecast2014/15

Budget2015/16

SRP2016/17

SRP2017/18

SRP2018/19

14.5

15.8

14.6 14.8 15.0 15.2

$M Adjusted Underlying Surplus

A high level Strategic Resource Plan for the years 2015/16 to 2018/19 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

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2015/16 Budget

Council’s strategic objectives as specified in the Council Plan. The adjusted underlying result, which excludes items such as non-recurrent capital grants and non-cash contributions, which is a measure of financial sustainability, shows a steady surplus over the four year period. The underlying result for 2015/16 is a surplus of $14.6 million, which is a decrease of $1.2 million over the 2014/15 forecast. The decline in Councils underlying result in 2014/15 is mainly due to the reduction of open space receipts from $2.25 million in 2014/15 forecast to $1 million in 2015/16. 8. Strategic objectives

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4

8

12

16

20

EngagedCommunity& Council

Strongsupportivecommunity

Liveablecity

Sustainablenatural

environment

Creativeactive

community

Thrivinglocal

economy

Financiallyresponsible

& good…

2.0

5.5

13.9

15.9

5.5

0.6

7.7

2.3

5.8

14.2

17.2

5.5

0.5

7.7

$M Net Cost 2014/15 2015/16

The Annual Budget includes a range of services and initiatives 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 2015/16 year. 9. Dependency on rates

60.5%

69.1% 68.3% 71.1% 72.1% 73.2% 73.0%

52.3%

64.7% 63.8% 66.5% 67.4% 68.5% 68.3%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

AverageNearby

Councils2013/14

Bayside2013/14

Bayside2014/15

Bayside2015/16

Bayside2016/17

Bayside2017/18

Bayside2018/19

Rates as % of Total Income Total Rates & Charges Residential rates

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2015/16 Budget

Council is heavily reliant on rate income to fund operational services and capital works. It is the main source of revenue, accounting for 71.1% of total income for the 2015/16 budget year. In 2013/14, Council’s income generated from rates and charges was 69.1% of total income, which was 8.6% greater than neighbouring councils. It is expected Council’s reliance on rates and charges will increase steadily over the strategic resource plan period to 73% by 2018/19. As the commercial and industrial zones account for only 3% of land area in Bayside, it means Council is heavily reliant on residential rates. The 2015/16 budgeted residential rates make up 93% of total rate revenue and 66.5% of total income. 10. Total Council expenditure allocations

Community buildings, $15.28

Insurance (including public liability), $1.74

Aged & Disability services, $11.64

Family & children services, $4.02

Parks, Sports grounds &

foreshore, $20.09Arts, culture and libraries, $5.71

Waste management,

$9.47

Street lighting, $1.20

Roads, footpaths and drains, $17.21

Community safety (including local laws

and animal management),

$13.64

The above chart 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. 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. Adrian Robb Chief Executive Officer

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2015/16 Budget

Budget processes This section lists the budget processes to be undertaken in order to adopt the Budget in accordance with the Local Government Act 1989 (the Act) and Local Government (Finance 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 the Regulations which support the Act. The 2015/16 budget, which is included in this report, is for the year 1 July 2015 to 30 June 2016 and is prepared in accordance with the Act and Regulations. The budget includes financial statements being a budgeted 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 ended 30 June 2016 in accordance with the Act and Regulations, and consistent with the annual financial statements which are prepared in accordance with Accounting Standards. The budget also includes detailed information about the rates and charges to be levied, the capital works program to be undertaken, the human resources required, and other financial information Council required for making informed decisions about the adoption of the budget. In advance of preparing the budget, Council's long term financial projections are reviewed and updated. The preparation of the budget, within this longer term context, begins with the preparation of the operating and capital components of the annual budget from January through March. A draft consolidated budget is then prepared and various iterations are considered by Council at informal briefings during March and April. A ‘proposed’ budget is prepared in accordance with the Act and submitted to Council in April for approval ’in principle’. 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 web site. A person has a right to make a submission on any proposal contained in the budget and any submission must be considered before adoption of the budget by Council. To assist interested persons to understand the budget and make a submission if they wish, Council undertakes a community engagement process including a public information session, information on the web site, in local media, and other techniques. The final step is for Council to adopt the budget after receiving and considering any submissions from interested parties. The budget is required to be adopted by 31 August and a copy submitted to the Minister within 28 days after adoption. The key dates for the budget process are summarised below:

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2015/16 Budget

Budget process Timing 1. Council's long term financial projections are reviewed and updated Jan/Feb 2. Operating and capital budgets are prepared Jan/Mar 3. Councillors consider draft budgets at informal briefings Mar/Apr 4. Proposed budget submitted to Council for approval April 5. Public notice advising intention to adopt budget April 6. Budget available for public inspection and comment May 7. Public submission process undertaken May 8. Submissions period closes (28 days) May 9. Submissions considered by Council/Committee June 10. Budget and submissions presented to Council for adoption June 11. Copy of adopted budget submitted to the Minister July

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2015/16 Budget

1. Linkage to the Council Plan This section provides a description of the services and initiatives to be funded in the budget for the 2015/16 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 as outlined in the Local Government Reporting Framework. 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. 1.1 Planning and accountability framework

The timing of each component of the planning framework is critical to the successful achievement of the planned outcomes. The Council Plan, including the Strategic Resource Plan, is required to be completed by 30 June following a general election and is reviewed each year by February to ensure that there is sufficient time for officers to develop their Activities & Initiatives and Major Initiatives in draft form prior to the commencement of the Annual Budget process in March. It also allows time for targets to be established during the Strategic Resource Planning process to guide the preparation of the Annual Budget.

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2015/16 Budget

1.2 Our purpose Our purpose Bayside City Council’s adopted purpose is to work together with the community to ‘make Bayside a better place.’

Our values Bayside City Council has a clear strength in the bond and affinity between its Councillors, the community and staff. Staffs support the community leadership and governance role of Councillors, and work together to achieve the commitments of the Council Plan. Having all Bayside City Council staff practise the following organisational values enhance the quality of this partnership:

Values Behaviours Respect each other • I value others and their contributions.

• I ask and listen to understand. • I treat others with fairness, dignity and care.

Own it • I take responsibility for my actions. • I see it through. • I make it happen.

Work together • We collaborate within and across teams. • We set each other up for success. • We share information generously. • We care about the flow on impact of our work.

Find better ways • We are curious about our community’s changing needs. • We encourage breakthrough ideas and new approaches. • We make courageous decisions. • We are open to learning.

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2015/16 Budget

1.3 Council Plan Goals Council delivers activities and initiatives under major service categories. Each contributes to the achievement of one of the seven Goals as set out in the Council Plan for the years 2013-17 years. The following table lists the seven Goals as described in the Council Plan.

Goal Description

1. An engaged community and Council

The Bayside community will be well informed and will have opportunities to actively participate in Council decision making

2. A strong supportive community Bayside will be a healthy connected community

3. A liveable city Bayside will have a well preserved neighbourhood character and will have accessible transport options

4. A sustainable natural environment

Bayside will be a leader in environmental management and will be a greener, more sustainable city

5. A creative and active community Bayside and its’ community will have a strong sense of identity, pride and place through its culturally rich arts, recreation and cultural programs

6. A thriving local economy Bayside will be recognised for its thriving shopping and business precincts and as a prominent sporting and tourist destination

7. A financially responsible Council with good governance

Bayside City Council will continue to make the best use of available resources to the benefit of all in a transparent local government environment

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2015/16 Budget

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 2015/16 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 as outlined in the Local Government Reporting Framework. 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 Transport, Planning and Local Infrastructure

Services for which there are prescribed performance indicators to be reported on in accordance with the Regulations are shown in bold and underlined in the below sections

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2015/16 Budget

2.1 Goal 1: An engaged community and Council To achieve our goal of an engaged community, we will make decisions informed by community input and clearly communicate what we decide and why. The services, initiatives, major initiatives for each business area are described below. Services

ExpenditureBusiness areas (Revenue)

Net Cost$'000

922 (2)

920 1,373

0 1,373

Description of services provided

Customer Service

This service acts as the main customer interface for Council and provides excellence in customer service to the Baysidecommunity.

Communications and Community Engagement

This service is responsible for the management and provision ofadvice on internal and external communications and to ensurethat Council effectively communicates and engages the Baysidecommunity and stakeholders.

Initiatives 1. Improvements to Council’s website and e-services ($244,780) 2. Online lodgement of Planning Applications ($43,600) Major Initiatives 3. Development of the 2030 Community Plan and Public Value Project ($90,000)

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2015/16 Budget

2.2 Goal 2: A strong supportive community To achieve our goal of a strong supportive community, we will understand and respond to the diverse needs of our community. The services, initiatives, major initiatives and service performance indicators for each business area are described below. Services


Net Cost$'0009,742

(7,115)2,627

3,704 (951)2,753

396 0

396

Family Services This service provides family oriented support services includingpre-schools, a toy library, maternal and child health, pre-school dental, counselling and support, youth services,immunisation, family day care, holiday programs and health andsafety.

Policy and Planning


Aged & Disability Services

This service provides a range of home and community careservices for frail older residents, residents with disabilities andtheir carers to support them to remain independent and safe athome. The service also works with individual older people andwith senior's groups to increase socialisation opportunities andto identify and action areas of importance to older people andtheir carers.

This service analyses demographic and social data andprepares policies, plans and strategies that promote communityhealth and wellbeing. It provides research and information aboutcommunity needs to all council departments and to thecommunity and works in partnership with health and socialservices plan and coordinate health promotion activities.

Initiatives 1. Kitchen renewal upgrade to the Brighton Town Hall to better the community ($104,571) 2. Transition of the HACC Program from State Government to Commonwealth Government

responsibility (Operational) 3. Black Rock House stables refurbishment ($36,601) 4. Billilla Studio renewal Artists in Residence ($36,601) Major Initiatives 5. Establishment of the Bayside Volunteer Reference Group (Operational)

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2015/16 Budget

Service Performance Outcome Indicators

Service Indicator

Participation in HACC service by CALD people(Percentage of the municipal target population in relation to CALD people that receive a HACC service)

[Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100

Maternal and Child Health

Participation Participation in the MCH service(Percentage of children enrolled who participate in the MCH service)

Number of children who attend MCH service at least once (in the year) / Number of children enrolled in MCH service] x100

Participation in MCH service by Aboriginal children(Percentage of Aboriginal children enrolled who participate in the MCH service)

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

Performance Measure Computation

Home and Community Care

Participation Participation in HACC service(Percentage of the municipal target population that receive a HACC service)

[Number of people that received a HACC service / Municipal target population for HACC services] x100

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2015/16 Budget

2.3 Goal 3: A liveable city To achieve our goal of a liveable city, we will preserve our neighbourhood character and address the lack of transport options and improve infrastructure and transport connectivity. The services, initiatives, major initiatives and service performance indicators for each business area are described below. Services

ExpenditureBusiness area (Revenue)

Net Cost$'0002,618 (462)2,156

10,298 (98)

10,200

1,414 (3)

1,411

2,559 (1,819)

740

883 (546)

337

5,901 (6,514)

(613)


Infrastructure Assets

This service ensures the long-term, sustainable management ofCouncil's infrastructure- based services, a safe and efficientroads network, quality urban places and protection andadvocacy of public assets.

Capital Works This service delivers maintenance work and improvements toCouncils infrastructure and assets. The service also undertakesdesign, tendering, contract management and supervision ofvarious works within Council’s capital works program.

Strategic Land Use Planning

This service prepares policies and strategies relating to land useplanning and development issues. The service monitors theBayside Planning Scheme as well as preparing major policydocuments shaping the future of the city. It also prepares andprocesses amendments to the Bayside Planning Scheme andcarries out research on demographic, urban development,economic, environmental and social issues affecting Council.

Statutory Planning

The statutory planning service processes all planning permitapplications, provides advice and makes decisions aboutdevelopment proposals which require a planning permit, as wellas representing Council at the Victorian Civil and AdministrativeTribunal where necessary.

Building Services This service provides statutory building services to the Counciland community including processing of building permits,emergency management responsibilities, fire safety inspections,audits of swimming pool barriers and investigations ofcomplaints and illegal works.

Amenity Protection

This service protects the safety and amenity of our communitythrough the provision of animal management services, food safety services, the administration of relevant laws andregulations and community education for those who live, workand visit Bayside.

Initiatives 1. Implementation of the Hampton East (Moorabbin) Structure Plan ($31,500) 2. Implementation of the Martin Street Structure Plan ($27,000) 3. Implementation of car parking precinct plans ($61,700) 4. Beach Road Black Rock (Clock Tower) Outfall Drain renewal ($763,387) to replace an

existing drain that is in poor condition so that the drainage system operates effectively to minimise the potential for flooding.

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2015/16 Budget

5. Replacement of existing drain in Kinane Street which is in poor condition and to mitigate

flooding ($484,699) 6. Installation of traffic signals at Weatherall Road and Reserve Road Cheltenham ($240,000)

to improve road safety, reduce accidents and improve traffic flow. 7. Amendment C140 – Implementation of Housing Strategy including Planning Scheme Policy

and Neighbourhood Zone Changes. (Operational) Major Initiatives 8. Redevelopment of the Hurlingham Park Pavilion ($1.7m) Service Performance Outcome Indicators

Service Indicator

Roads Satisfaction

Statutory planning Decision making

Animal Management

Health and safety

Food safety Health and safety

Council planning decisions upheld at VCAT(Percentage of planning application decisions subject to review by VCAT and that were not set aside)

[Number of VCAT decisions that did not set aside Council’s decision in relation to a planning application / Number of decisions in relation to planning applications] x100

Animal management prosecutions(Number of successful animal management prosecutions)

Number of successful animal management prosecutions

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

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


Satisfaction with sealed local roads(Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads)

Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads.

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2015/16 Budget

2.4 Goal 4: A sustainable natural environment To achieve our goal of a sustainable natural environment, we will achieve positive environmental outcomes. The services, initiatives, major initiatives and service performance indicators for each business area are described below. Services

ExpenditureBusiness area (Revenue)

Net Cost$'000

19,463 (2,309)17,154


Environmental Sustainability and Open Space Services

This service develops environmental policy and provides qualityservices in open space management, tree management, waste collection and foreshore cleansing and sustainability initiatives.

Initiatives 1. Undergrounding of low voltage power lines between New Street and South Road to ensure

retention 10 Norfolk Pines ($150,000) 2. Bayside Community Nursery Revitalisation ($799,000) 3. Beach Access Path upgrade – Dendy Street Beach ($203,000) to improve beach access

and maintain the sensitive dune environment. 4. Implementation of the Green Point Masterplan ($245,000) 5. Implementation of the Dendy Park East Masterplan ($465,000) 6. Development of a street tree root management policy and procedure (Operational) Major Initiatives 7. Completion of Stage 4 of the Energy Efficient Streetlight Program to upgrade our

streetlights to more efficient lighting ($520,000) to reduce greenhouse gas emissions and reduce electricity costs.


Service Indicator

Waste collection Waste diversion Kerbside collection waste diverted from landfill(Percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill)

[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100


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2015/16 Budget

2.5 Goal 5: A creative and active community To achieve our goal of a creative and active community, we will provide recreation and cultural opportunities that create a sense of identity, pride and place. The services, initiatives, major initiatives and service performance indicators for each business area are described below. Services


Net Cost$'0003,803 (720)3,083

830 (17)813

2,093 (486)1,607

Recreation and Events

This service provides a range of arts and cultural programs andparticipation opportunities to preserve and promote our heritageand culture and aims to inspire and stimulate the imagination.This service supports community celebration and works inpartnership with community groups and sporting clubs to providespaces and opportunities to encourage and support active,healthy and inclusive communities including local swimmingaquatic facilities.

Arts and Culture

Libraries This service contributes to the quality of life in Bayside byproviding library services at four locations and a wide range ofpublic library programs to promote literacy, provide information,and encourage socialisation, development and wellbeing.



Service Indicator

Libraries Participation


Active library members(Percentage of the municipal population that are active library members)

[Number of active library members / municipal population] x100

Aquatic Facilities Utilisation Utilisation of aquatic facilities(Number of visits to aquatic facilities per head of municipal population)

Number of visits to aquatic facilities / Municipal population

Initiatives 1. Delivery of the Bayside Acquisitive Art Prize to promote and support local artists and build

Councils art collection ($36,000) 2. Sportsground reconstruction works at Shipston Reserve ($1.035 million) 3. Playground renewal program ($522,868) Major Initiatives 4 Commence the redevelopment of Dendy Street Beach Pavilion precinct project ($1.568

million) to construct a new pavilion, renew the car park, beach access and drainage near the existing Life Saving Club.

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2015/16 Budget

2.6 Goal 6: A thriving local economy To achieve our goal of a thriving local economy, we will create a strong creative and innovative local economy by promoting Bayside as a vibrant, desirable place to live, work and visit. The services, initiatives, major initiatives and service performance indicators for each business area are described below. Services


Net Cost$'000

619 (147)

472


Economic Development

This economic development service assists the organisationto facilitate an environment that is conducive to a sustainableand growing local business sector and provides opportunities forlocal residents to improve their skill levels and access toemployment.

Initiatives 1. Implementation of the Bayside Tourism Strategy (operational budget) 2. Implementation of the Bayside Economic Development Strategy (operational budget) 3. Preparation of a Retail, Commercial and Employment Strategy ($45,000) 4. Implementation of the Business Plan for the Hampton Street Traders Association

(Operational) 5. Implementation of the Activity Centres Events and Celebrations Funding Program

(Operational) Major Initiatives 6. Acquisition and installation of Christmas decorations in four major and five large

neighbourhood activity centres in Bayside ($200,000) Service Performance Outcome Indicators

Service Indicator

Economic Development

Economic activity


Change in number of businesses(Percentage change in the number of businesses with an ABN in the municipality)

[Number of businesses with anABN in the municipality at theend of the financial year lessthe number of businesses atthe start of the financial year /Number of businesses with anABN in the municipality at thestart of the financial year] x100

22

2015/16 Budget

2.7 Goal 7: Financial responsibility and good governance To achieve our goal of financial responsibility and good governance, we will drive greater community value through effective management of resources and finances and provide open and transparent decision making and strong accountability to the community. The services, initiatives, major initiatives and service performance indicators for each business area are described below. Services


Net Cost$'0002,649

0 2,649

6,055 (5,186)

869

3,338 0

3,338

1,242 0

1,242

1,293 (1)

1,292

2,356 (4,069)(1,713)


Chief Executive and Executive Team

This area includes the Chief Executive Officer, Directorates andassociated support which cannot be easily attributed to the direct service provision areas.

Financial Services

This service predominantly provides financial based services toboth internal and external customers including the managementof Council’s finances, payment of salaries and wages to Councilemployees, raising and collection of rates and charges andvaluation of properties throughout the municipality.

Information Services

This service provides, supports and maintains reliable and costeffective communications, computing and records informationsystems, manage information technology infrastructure forCouncil staff enabling them to deliver services in a smart,productive and efficient way.

Organisation Development

This service provides Council with strategic and operationalorganisation development support. The service develops andimplements strategies, policies and procedures through theprovision of human resource and industrial relations services.The service also assists managers to determine and progresstoward future structures, capability and cultures in their serviceunits.

Governance and Corporate Performance

This service includes the Mayor and Councillors and providessupport in the areas of policy, corporate planning, performancemeasurement and reporting. The service also ensures thatthrough good policy process the Council and Councillors meetall of their individual and collective statutory obligations withtransparency and integrity, and that the Councillors are properlysupported in their role.

Commercial Services

This service facilitates property leasing, property sales,acquisitions and insurance claims for Council.

23

2015/16 Budget

Initiatives 1. Completion of the 2015/16 Internal Audit Plan (Operational budget) 2. Appointment of tenderer for the Provision of Electoral Services for 2016-20 (operational

Budget) 3. Implementation of Payroll System Upgrade ($250,000) 4. Electronic rostering for Care Workers ($250,000) 5. Construction and sale of 2 bathing boxes at Dendy Street Beach (Operational budget) Major Initiatives 6 Implementation of Year 2 of the Service Review Program to guide service delivery, asset

management and financial planning ($45,000) Service Performance Outcome Indicators

Service Indicator

Governance Satisfaction


Satisfaction with Council decisions(Community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community)

Community satisfaction rating out of 100 with the performance of Council in making decisions in the interests of the community

2.8 Performance statement The service performance 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 2015/16 Annual Report. The Performance Statement will also include reporting on prescribed indicators of financial performance (outlined in section 8) and sustainable capacity, which are not included in this budget report. The full set of prescribed performance indicators are audited each year by the Victorian Auditor General who issues an audit opinion on the Performance Statement. The major 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. 2.9 Reconciliation with budgeted operating result

Net Cost(Revenue) Expenditure Revenue

$’000 $’000 $’000

2,293 2,295 2 5,776 13,842 8,066 14,232 23,673 9,442 17,154 19,463 2,309 5,504 6,726 1,223 472 619 147

7,677 16,933 9,256 53,108 83,551 30,445

15,20668,314

82,370 2,978

85,34817,034

Deficit before funding sourcesFunding sources:

Rates & chargesCapital grants & contributions

Total funding sources Surplus for the year

An engaged community and CouncilA strong supportive communityA liveable cityA sustainable natural A creative active communityA thriving local economyFinancial responsibility and good governance

Total services and initiativesOther non-attributable

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2015/16 Budget

3. Budget influences This section sets out the key budget influences arising from the internal and external environment within which the Council operates. 3.1 Snapshot of Bayside Bayside City Council is located south of Melbourne along Port Phillip Bay, with the northern boundary eight kilometres from Melbourne’s central business district. The city, covering an area of 37 square kilometres, comprises the former cities of Brighton and Sandringham and

parts of the former cities of Mordialloc and Moorabbin. Bayside City Council was created on 14 December 1994. Bayside’s natural environment, from the 17 kilometre stretch of sparkling coastline to the urban forest of our streets is an important asset. Preservation and enhancement works are completed each year to help maintain out natural environment and protect it from the impact of development, increased use and climate change. Population The preliminary estimated resident population of the City was 99,947 as at June 2014. In the 10 years from 2004 to 2014, the population increased by around 12.0% from 89,394 persons in 2004. From the year 2013 to 2014, the estimated rate of population growth was 2.0%. Continued slow and steady population growth is anticipated (Source: Australian Bureau of Statistics, Estimated Resident Population, i.d. Population Forecast) Ageing population The population is ageing and the City has a greater proportion of older people than the Melbourne average,

with double the proportion of frail elderly persons (85 years and over). The Bayside age profile also differs to Melbourne profile with significantly fewer young adults (age 18 to 34), fewer babies and infants, but more school-age children, older working age adults, and seniors. (Source: Australian Bureau of Statistics, Census of Population and Housing).

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2015/16 Budget

Births Over the past decade there have been about 1,040 birth notifications for Bayside each year. In 2013-2014 there were 979 birth notifications in Bayside. Births are forecast to marginally increase over the 2015-2016 period, with 1037 births expected for the 2015 year and 1,056 births for 2016. (Source: Maternal and Child Health annual reports, i.d. Population Forecast) The dominant household type in Bayside is family households, mainly couples with children followed by older couples without children at home. The high cost of housing in Bayside makes it unaffordable for many young adults and families when they are first establishing themselves but it is a highly desirable place to live for established families, and for people to remain as they age. Cultural diversity Bayside residents are predominantly (71%) born in Australia. The main overseas countries of birth are the United Kingdom, New Zealand and South Africa. Eight out of ten Bayside residents speak English at home. The main non-English languages spoken at home are Greek, Italian and Russian. (Source: Australian Bureau of Statistics, Census of Population and Housing). Housing The number of homes in Bayside is increasing. There are 40,000 dwellings now, and this is forecast to increase to 46,000 by year 2031. In 2011 there were 63 non-private dwellings, such as residential aged care facilities and hotels, up from 56 non-private dwellings in 2006. While more housing stock is available, the population has remained fairly stable, due to decreasing household sizes. Trends show that the number of one-person households is increasing, as is the number of small households. However there is also a tendency in Bayside for young adult children to remain at home. The proportion of separate houses has fallen with the growth of flats, units or apartments and townhouses. Residential property prices have increased significantly over the past 10 years. The median house price increased from $650,000 in 2003 to $1,200,000 in 2013. (Source: Department of Sustainability and Environment, A Guide to Property Values, 2013). Education and occupation People in Bayside are generally well educated. The proportion of residents who have completed schooling is higher than across Melbourne. In 2011 34.9% of Bayside residents had a bachelor degree or higher qualification, compared to the Greater Melbourne average of 23.6%. (Source: Australian Bureau of Statistics, Census of Population and Housing). More than half of the Bayside residents who are employed are in occupations of professional (33.2%) or manager (20.6%). This is a much higher proportion than across Greater Melbourne. These occupations, as well as Community and Personal Service workers are the fastest growing occupations in Bayside, while there has been a fall in the number of labourers. (Source: Australian Bureau of Statistics, Census of Population and Housing. Zones in Bayside Land use is determined by Council’s planning scheme, which classifies land into different planning zones to guide the use and development of land. The majority of land in Bayside is zoned for residential purposes, including some mixed use, which covers 66% of total zoned land area of Bayside. The second most prominent zone is for public parks and conservation areas which accounts for 23% of zoned land, notable in that most of these sites are non-rateable land. Commercial zones in Bayside account for a much smaller share of the total land area at 9%, with more limited commercial activity when compared with neighbouring

26

2015/16 Budget

municipalities. The limited extent of commercial and industrial land, coupled with the large areas of public land means that Bayside has a greater reliance on rate revenue from residential land. The State Government introduced a suite of reformed zones that came into effect across Victoria last year. Council applied the reformed residential zones in accordance with its adopted Housing Strategy (2012), coming into effect through Amendment C106 in June 2014. Approximately 84% of Bayside's residential areas are now within the Neighbourhood Residential Zone, limiting the density and height of new residential developments to protect Bayside's suburban neighbourhood character. Budget implications As a result of the City’s demographic profile there are a number of budget implications in the short and long term as follows:

• An ageing population, with particularly high numbers of people aged 85 and over places an increasing emphasis on Council’s Home and Community Care services, support services and infrastructure for seniors.

• As a substantially developed middle-ring Melbourne municipality, the City does experiences a relatively small increase in property numbers, mainly arising from dual occupancy development in suburban hinterland areas and higher density developments within activity centres. Addressing infrastructure capacity increases for infill developments can be more complex that in growth areas, presenting Council with ongoing budget implications. Council is investigating means in which to off-set the costs of resulting infrastructure improvements from rate revenue, currently pursuing a Development Contributions levy to improve drainage infrastructure. The rates received from new dwellings do not offset the significant infrastructure costs.

• The small area of Bayside reduces transport costs when compared to rural Shires. Services can be centralised as most citizens are able to reach Council facilities without extensive travel, while Council is active in its advocacy for improved transport options for the community, particularly in the south of the municipality.

• The relatively small extent of commercial zoned areas and conversely the extensive level of residential zoned land means Council’s reliance on residential rates will remain high. This presents further challenges for Council with a greater residential population generating a higher demand for Council services.

3.2 External influences A number of external influences have impacted the Budget for 2015/16. These include: • Consumer Price Index (CPI) increases on goods and services of 1.7% through the year

to December quarter 2014 (ABS release 28 January 2015 State-wide CPI is forecast to be 2.50% for the 2015/16 year (Victorian Budget Papers 2014/15).

• Australian Average Weekly Earnings (AWE) growth for Public Sector full-time adult ordinary time earnings in the 12 months to Nov 2014 was 2.1% (ABS release 26 February 2015). The wages price index in Victoria is projected to be 3.50% per annum in 2015/16 and the subsequent two years (Victorian Budget Papers 2014/15).

• Reduction of $0.047 million in Victoria Grants Commission funding compared to the prior year. Commonwealth Government has announced an indexation freeze over the next three financial years.

• Increases of 10% (or $5.85 per tonne) in the levy payable to the State Government upon disposal of waste into landfill. The levy has increased from $9 per tonne in 2008/09 to $64.35 per tonne in 2015/16 (715% increase in 7 years) and has added significantly to Council's cost base.

27

2015/16 Budget

• Cost Shifting occurs where Local Government provides a service to the community on

behalf of the State and Federal 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 supervision, 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.

• The Victorian State Government has announced that local government rates will be capped from 2016/17. Depending on the level at which rates are capped Council may need to undertake a review of services that are provided to the community with the aim of reducing the level of rate payer subsidy for services, undertaken by Local Government on behalf of State and Federal Government.

• 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 the 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 carbon price repeal legislation received Royal Assent on 17 July 2014, effective from 1 July 2014. Councils are expected to account for carbon price refunds received and unused carbon price revenue collected in a transparent way. The Australian Competition and Consumer Commission has recently suggested that Councils use the money collected for the Carbon Tax on projects or infrastructure benefiting their communities or by accounting for this additional money by setting their future fees and charges lower than they otherwise would have been.

• 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.

• Insurance Public Liability premiums are expected to increase due to claims management history. Council’s insurance bill is expected to increase by $100k from 2014/15 to 2015/16.

• Fringe Benefits Tax rates are expected to increase by $0.087 million due to the transitional rates ending in 2014/15.

• The Statutory Planning unit has been growing over the past three years as the level of property development activity has increased. It is expected that the 2014/15 budget will be insufficient to meet all the needs of the Unit and accordingly and additional $0.075 million has been allowed in 2015/16 for external support on legal appeals.

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2015/16 Budget

3.3 Internal influences As well as external influences, there are also a number of internal influences which are expected to have a significant impact on the preparation of the 2015/16 Budget. These matters have arisen from events occurring in the 2014/15 year resulting in variances between the forecast actual and budgeted results for that year and matters expected to arise in the 2015/16 year. These matters and their financial impact are set out below: • The 3rd year of Council collective bargaining agreement will take place in 1 July 2015 at

3.5% increase. • Council is planning to build and sell two bathing boxes in 2015/16 which is expected to

generate $276k, which will be quarantined to reserves for future Dendy St Beach precinct works

• Reduction in the budget due to efficiency gains from zero or negative indexation across nearly all departments for materials and services $0.260 million, the restructure of the Aged Home Maintenance Services program $0.020 million, 4.7% reduction in the fleet lease costs and savings in the use of an in-house graphic designer for publications $0.115 million.

• Budgeted $1.028 million drawdown from the Open Space Reserve to fund open space capital improvements.

• Council’s decision during the year to employ an additional arborist to assist with the increasing number of planning permit conditions and enforcement of infringements.

3.4 Budget principles In response to these influences, guidelines were prepared and distributed to all Council officers with budget responsibilities. The guidelines set out the key budget principles upon which the officers were to prepare their budgets. The principles included: • Existing non-statutory fees and charges to be increased 5% or market levels. • Grants to be based on confirmed funding levels. • New revenue sources to be identified where possible. • Service levels to be maintained at 2014/15 levels with the aim to use less resources with

an emphasis on innovation and efficiency. All departments were to achieve a 1% efficiency savings.

• Contract labour to be minimised. • Construction and material costs to increase in line with the Engineering Construction

Index • New initiatives or employee proposals to be justified through a business case. • Real savings in expenditure and increases in revenue identified in 2014/15 to be

preserved • Operating revenues and expenses arising from completed 2014/15 capital projects to be

included. 3.5 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 2015/16 to 2018/19 (section 8.), Rating Information (section 9.) and Other Long Term Strategies (section 10.) including borrowings, infrastructure and service delivery

29

2015/16 Budget

4. Analysis of operating budget This section analyses the operating budget including expected income and expenses of the Council for the 2015/16 year. 4.1 Budgeted income statement

ForecastBudget Actual Budget Variance

Income Types Ref 2014/15 2014/15 2015/16$’000 $’000 $’000 $’000

Total income 4.2 112,642 115,456 115,793 337Total expenses 4.3 (94,985) (97,278) (98,759) (1,481)

17,657 18,178 17,034 (1,144)4.2.7 (1,381) (821) (1,474) (653)

0 0 0 0(2,100) (1,555) (999) 55614,176 15,802 14,561 (1,241)Adjusted underlying surplus (deficit)

Surplus (deficit) for the yearGrants – capital non-recurrent

Capital contributions - other Contributions - non-monetary

4.1.1 Underlying surplus ($1.241 million decrease) The underlying result for the 2015/16 year is a surplus of $14.561 million which is an increase of $0.385 million over the 2014/15 budget but decreased by $1.241 million on 2014/15 forecast. In calculating the underlying result, Council has excluded grants received for capital purposes as funding for the capital works program is usually non-recurrent. Contributions from developers of non-monetary assets are excluded as the value of assets assumed by Council is dependent on the level of development activity each year. The underlying result is a measure of financial sustainability and Council’s ability to achieve its service delivery objectives as it is not impacted by non-recurring or once-off items of income and expenses which can often mask the real operating result. 4.2 Income


Income Types Ref 2014/15 2014/15 2015/16$’000 $’000 $’000 $’000

Rates and charges 4.2.1 78,339 78,804 82,351 3,547Statutory fees and fines 4.2.2 3,830 3,802 3,865 63User fees 4.2.3 12,081 12,031 11,554 (477)Interest Income 4.2.4 1,425 1,700 1,460 (240)

4.2.5 1,025 2,369 1,025 (1,344)4.2.6 2,100 1,555 999 (556)

Grants - operating 4.2.7 9,862 10,017 10,075 58Grants - capital 4.2.8 1,628 1,074 1,979 905

4.2.9 0 1,380 0 (1,380)Other income 4.2.10 2,352 2,724 2,485 (239)Total income 112,642 115,456 115,793 337

Net gain on sale of assets

Contributions - capitalContributions - operating

30

2015/16 Budget

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

Rates andcharges

Statutoryfees and

fines

User fees InterestIncome

Contributions- operating

Contributions- capital

Grants -operating

Grants -capital

Net gain onsale ofassets

Other income

$'000 Income Forecast 14/15 Budget 15/16

Rates and charges

71%

Statutory fees and fines3%

User fees10%

Interest Income1%

Grants - operating9%

Grants - capital2%

Other income2%

4.2.1 Rates and charges ($3.547 million increase) General rates and municipal charges income will increase by $2.75 million or 3.9 percent over the 2014/15 forecast result of $70.62 million to $73.37 million. The 2015/16 Budget also includes an additional $0.30 million for supplementary rates (additional rates for property improvements) expected to be raised during the course of the year. The budget also includes income of $8.98 million from waste service charge which is increasing by $0.49 million or 5.7% to achieve full cost recovery on waste services. Council offers an incentive for prompt payment of rates which is expected to be $0.30 million for the budget year.

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2015/16 Budget

4.2.2 Statutory Fees and Fines ($0.063 million increase) Statutory fees and fines are generally fixed by State Government and statutory bodies and include parking infringements, local law, library fines, planning & building applications and permits. History shows that most statutory fees and fines increase at CPI or lower and some fees have not increased in a number of financial years, which places additional pressure on Council to generate additional revenue from other sources and rates. 4.2.3 User Fees ($0.477 million decrease) User fees and charges relate mainly to the recovery of service delivery costs through the charging of fees to users of Council’s services. These include the use of leisure, entertainment and other community facilities and the provision of human services such as family day care and home help services. In setting the Budget, the key principles for determining the level of user charges has been used to ensure the full recovery of service costs. User fees are projected to decrease by $0.477 million compared to the 2014/15 forecast mainly due to closure of Sandringham Child Care Centre in 2014/15 which will reduce user fees income by $0.327 million. The impact is offset by a reduction in Child Care operating expenditure of $0.474 million. Revaluation services income will reduce by $0.130 million as the service is performed biannually. Rental income has increased by 3.2% compared to 2014/15 forecast due to contract renewals, updated market appraisals, and an increase in rental linked to business turnover. 4.2.4 Interest Income ($0.240 million decrease) Interest income is budgeted to decrease by $240k over the 2014/15 forecast. Term deposit rates have lowered significantly over the latter half of 2014/15 and are expected to remain low during 2015/16, resulting in a reduction of $0.165 million in investment income. Interest applied on late rate payments set by the Attorney General will be 1% lower in 2015/16. 4.2.5 Contributions – operating ($1.344 million decrease) Open Space Contributions has been budgeted at $1 million for 2015/16 in line with the 2014/15 budget resulting in a reduction of $1.25 million compared to 2014/15 forecast. This income will be quarantined in reserves for future open space enhancements. 4.2.6 Contributions - capital ($0.556 million decrease) Contributions for capital works from sporting clubs are budgeted to decrease by $0.556 million due to the timing of pavilion redevelopments. The 2014/15 budget included $2.1 million contributions for Banksia Reserve Pavilion. 4.2.7 Grants - operating ($0.058 million increase) Operating grants and contributions include all monies received from State and Federal Government and other sources for the purposes of funding the delivery of Council’s services to ratepayers and the community. Overall, the level of operating grants is expected to increase by $0.058 million or 0.5%. Most of Council’s operational grants are for two areas, Aged services and Victorian Grants Commission funding. Operational grants from Aged services are expected to increase by 2.1% or $0.118 million. This is offset by the indexation freeze for the Victorian Grants Commission funding as announced by the Commonwealth Government.

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2015/16 Budget

A list of operating grants by type and source, classified into recurrent and non-recurrent, is included below table:

ForecastActual Budget Variance

2014/15 2015/16$’000 $’000 $’000

2,553 2,539 (14)120 123 3272 275 395 81 (14)3 3 0

5,155 5,276 121173 173 0143 150 7200 201 1620 600 (20)485 485 060 41 (19)

14 14 09,893 9,961 68

40 44 4

84 70 (14)124 114 (10)

School Crossing

Child Care and ImmunisationOther minor grants

Aged Care Services - Assessment Alliance and Domestic care

Non-recurrent - Commonwealth GovernmentAged Care Services - Low Cost Energy Project

Other minor grants

Aged Care Services

Total Recurrent Grants

Recurrent - OtherOther minor grants

Total Non-recurrent Grants

Operating Grant Funding Type and Source

Recurrent - Commonwealth GovernmentVictorian Grants CommissionNational Respite for Carers

Beach CleaningCommunity Partnership & Youth ProgramsLibrariesMaternal Child Health

Non-recurrent - State Government

Veteran Affair - Home Care

Recurrent - State Government

4.2.8 Grants - capital ($0.905 million increase) Capital grants include all monies received from State, Federal and community sources for the purposes of funding the capital works program. Overall the level of capital grants has increased by 184% or $0.905 million compared to 2014/15 mainly due to external funding for the Banksia Reserve Beaumaris Pavilion Redevelopment of $0.700 million and the additional $0.253 million Roads to Recovery funding in 2015/16.

33

2015/16 Budget


2014/15 2015/16$’000 $’000 $’000

253 505 252253 505 252

245 755 510400 475 75176 244 68821 1,474 653Total Non-recurrent Grants

Roads to Recovery

Capital Grant Funding Type and Source

Recurrent - Commonwealth Government

Buildings

Total Recurrent Grants

Parks & RecreationForeshore & Conservation

Non-recurrent - State Government

4.2.9 Net Gain on Sale of Assets ($1.380 million decrease) Council sold the former Hampton Child Care Centre which resulted in a net gain of $1.380 million in 2014/15. There is no further property sales budgeted in 2015/16. 4.2.10 Other Income ($0.239 million decrease) Other income relates to a range of items such as private works, costs recoups, sale of bathing boxes and other miscellaneous items. Other income is budgeted to reduce by $0.239 million or 8.8% compare to 2014/15 forecast. The 2015/16 budget includes the sale of 2 bathing boxes with expected net income of $0.276 million, which will be quarantined in reserves to fund future Dendy Beach works. Council sold 3 bathing boxes in 2014/15. 4.3 Expenses


Expense Types Ref 2014/15 2014/15 2015/16$’000 $’000 $’000 $’000

Employee costs 4.3.1 37,409 37,668 38,732 1,064Materials and services 4.3.2 42,661 43,773 43,481 (292)Bad and doubtful debts 4.3.3 172 178 172 (6)

4.3.4 13,385 14,315 15,206 891Finance costs 4.3.5 920 911 730 (181)Other expenses 4.3.6 438 433 438 5Total expenses 94,985 97,278 98,759 1,481

Depreciation and amortisation

34

2015/16 Budget

0

10,000

20,000

30,000

40,000

50,000

Employeecosts

Materials andservices

Bad anddoubtful debts

Depreciationand

amortisation

Finance costs Otherexpenses

$'000 Expenses Forecast 13/14 Budget 14/15

Employee costs39.2%

Materials and services44.0%

Bad and doubtful debts

0.2% Depreciation and amortisation

15.4%Finance costs

0.7%Other expenses

0.4%

Budgeted expenses 2015/16

4.3.1 Employee costs ($1.064 million increase) Employee costs include all labour-related expenditure such as wages and salaries and on-costs such as allowances, leave entitlements, workcover premiums and employer superannuation. Employee costs are budgeted to increase by 3.5% compared to the 2014/15 budget or $1.323 million. This increase relates to three key factors:

• Council’s Enterprise Bargaining Agreement (EBA) to increase by 3.5%. • Closure of Sandringham Child Care Centre in mid 2014/15 will reduce employee costs by

$0.488 million to the 2014/15 budget. • A temporary 12 months part time Investigations Arborist to increase proactive audits of

planning permit conditions and enforcement of infringements and landscape plans.

35

2015/16 Budget

• 2 EFT temporary Statutory Planners to March 2016 due to increased property development activities.

A summary of the human resources expenditure and number of full time equivalent (FTE) Council staff categorised according to the organisational structure of Council is included below:

Divisions Budget Permanent Permanent2015/16 Full Time Part Time

$'000 $'000 $'000Executive 2,930 1,707 1,223City Strategy 5,849 4,392 1,457Infrastructure Services 7,023 5,032 1,991Corporate Services 4,710 3,776 934Community Services 16,126 6,043 10,083Total permanent staff expenditure 36,638 20,951 15,687Casuals and other expenditure 2,094Total Operating expenditure 38,732Capitalised Labour 718Total Expenditure 39,450

Comprises

Divisions Budget Permanent Permanent2015/16 Full Time Part Time

FTE FTE FTEExecutive 27.5 16.0 11.5City Strategy 58.6 44.0 14.6Infrastructure Services 77.8 56.0 21.8Corporate Services 44.9 36.0 8.9Community Services 181.5 68.0 113.5Total permanent staff EFT 390.2 220.0 170.2Casuals and other EFT 5.6Total Operating EFT 395.8Capitalised Labour 7.0Total EFT 402.8

Comprises

4.3.2 Materials and services ($0.292 million decrease) Materials and services include the purchase of consumables, payments to contractors for the provision of services and utility costs. Materials and services are budgeted to decrease by $0.292 million or 0.7% compared to 2014/15. This decrease has been achieved despite the identification during the budget process of a number of cost pressure increases above CPI including:

• $100k increase in public liability insurance premiums 20% • $66k water charges reflecting usage pattern 7.8% • $116k increase in landfill tipping fee (5%) due to the expected 10% increase of EPA landfill

levy and offset by repeal of the carbon price. • $132k green waste disposal contract (26.8%) to enable recycling of organics to commence

1 April 2016.

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2015/16 Budget

Management initiatives to contain costs and increase productivity have resulted in the following budget savings and efficiency gains.

• The applications of near zero or negative indexation by nearly all departments to materials and services expenditure have resulted in efficiency gains of $0.260 million

• New remote data connection contract to save Council $0.125 million per annum • Continued savings from stage 1 to 4 of the public lighting efficient globes program, budget

reduced by $0.113 million ($0.072 million carbon tax repeal) • 4.7% reduction in fleet lease costs - utilization review of bus fleet resulted in the return of 1

of 3 buses $0.024 million. Extension of other vehicle contracts to 4 years where km targets not met has also resulted in savings

• Savings in graphic design costs from the appointment of an in-house graphic designer $0.115 million

• Efficiency gains from the restructure of the Aged Home Maintenance Services program without impacting on service levels $0.020 million.

• Bulk purchase of employment advertising resulted in savings of $0.015 million. • The budget for Meals on Wheels was reduced in line with the forecast number of meals to

be supplied by Council $0.030 million • Councils municipal valuation contract was awarded in Jan 2015 resulting in no indexation to

the current budget • Contract for seaweed removal reduced in line with the past 3 year’s actual expenditure

$0.039 million.

4.3.3 Bad and doubtful debts ($0.006 million decrease) Bad and doubtful debts are expected to remain similar to 2014/15 levels. 4.3.4 Depreciation and amortisation ($0.891 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 $0.891 million for 2015/16 is due mainly to the commissioning of increased infrastructure investment particularly over the last three years. The annual investment in the capital works program has grown 88% from $17.2 million in 2012/13 to an expected $27.7 million in 2015/16. Refer to section 6. ‘Analysis of Capital Budget’ for a more detailed analysis of Council’s capital works program for the 2015/16 year. 4.3.5 Finance costs ($0.181 million decrease) Borrowing costs relate to interest charged by financial institutions on funds borrowed. The decrease reflects the reduction in Council’s debt. 4.3.6 Other expenses ($0.005 million increase) Other items of expense relate to a range of unclassified items including Councillor and Mayoral allowances, external audit remunerations and internal audit remunerations. Other expenses are expected to remain similar to 2014/15 levels.

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2015/16 Budget

4.4 New Initiatives ($1.421 million) The new initiatives are identified programs that are not incurred on an annual basis. They indicate a change in service level and the 2015/16 budget includes the following new initiatives.

2015/16 Budget ($'000s)

80311520

1502762

520367690

Investigations Arborist 544575

1401,421Total New Initiatives

Program NameChristmas DecorationsHampton East (Moorabbin) Structure Plan ImplementationHampton Street Special Rates Development PlanFeral Animal ControlUndergrounding of low voltage power lines

Hawthorn Rd LED Speed Zone SignsCommunity Food Waste EducationService Driven Asset Management-Service Review Process

Martin Street Structure Plan ImplementationCar parking Precinct Plans ImplementationSustainable Public LightingBayside Acquisitive Art PrizeWebsite and e-services improvement2030 Community Plan and Public Value Project

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2015/16 Budget

5. Analysis of budgeted cash position This section analyses the expected cash flows from the operating, investing and financing activities of Council for the 2015/16 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: • 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.

5.1 Budgeted cash flow statement


Ref 2014/15 2015/16$’000 $’000 $’000

Cash flows from operating activities 5.1.1Receipts

Rates and charges 78,287 82,246 3,959User fees, fines and contributions 20,720 17,722 (2,998)Grants - operating 11,425 11,483 58Grants - capital 1,181 2,177 996Interest 1,976 1,473 (503)Trust funds and deposits taken 1,121 1,157 36Other receipts 15,793 17,063 1,270

130,503 133,321 2,818Payments

Employee costs (37,668) (38,732) (1,064)Other payments (61,787) (60,774) 1,013

(99,455) (99,506) (51)31,048 33,815 2,767

Cash flows from investing activities 5.1.22,580 0 (2,580)

(23,218) (32,380) (9,162)(7,000) 2,000 9,000

(27,638) (30,380) (2,742)

Cash flows from financing activities 5.1.3 Finance costs (891) (721) 170Proceeds from borrowings 0 1,500 1,500Repayment of borrowings (2,172) (4,181) (2,009)

(3,063) (3,402) (339)347 33 (314)

3,675 4,022 347Cash and cash equivalents at end of the year 5.1.4 4,022 4,055 33

Net increase in cash and cash equivalents

Proceeds from sales of property, infrastructure, plant & equip

Net cash investmentsPayments for property, infrastructure, plant and equipment

Cash and cash equivalents at the beginning of the year

Net cash provided by operating activities

Net cash used in investing activities

Net cash used in financing activities

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2015/16 Budget

5.1.1 Cash flows provided by operating activities ($2.767 million increase) The increase in cash inflows from operating activities is due to:

• $3.959 million increase in rates and charges, which is in line with the rate increase of 3.8% and full waste cost recovery of 5.9% increase.

• $1.250 million reduction in open space contributions from developers. All open space contribution receipts are quarantined in reserves for future open space enhancements.

• $0.556 million reduction in capital contributions from sporting clubs. • $0.996 million increase in capital grants to fund the capital works program (mainly one-off

$0.700 million for Banksia Reserve Beaumaris Pavilion Redevelopment).

The net cash flows from operating activities does not equal the surplus (deficit) 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.


2014/15 2015/16$’000 $’000 $’000

Surplus (deficit) for the year 18,178 17,034 (1,144)Depreciation 14,315 15,206 891Loss (gain) on sale of assets (1,380) 0 1,380Net movement in current assets and liabilities (65) 1,575 1,640

31,048 33,815 2,767Cash flows available from operating activities 5.1.2 Cash flows used in investing activities ($2.742 million increase) The large increase in payments for investing activities represents the planned increase in capital works expenditure (Refer 6.1 Capital works). The proceeds from sale of property in 2014/15 relates to the sale of the former Hampton Child Care Centre. Investments are forecast to increase by $7 million in 2014/15 driven mainly by the unbudgeted sale proceeds of the Hampton Child Care centre $2.580 million, carry forward of unfinished 2014/15 capital works to 2015/16 $2.290 million, an increase in open space contributions $1.125 million as well as an increase in Bathing Box sale income $0.205 million received in 2014/15. The investments are budgeted to reduce by $2 million in 2015/16 as the carry forward capital works from 2014/15 are completed. 5.1.3 Cash flows used in financing activities ($0.339 million increase) For 2015/16 $4.181 million of loans are due to be repaid as well as finance charges of $0.721 million. New borrowings of $1.5 million are required in accordance with Council’s debt reduction strategy. 5.1.4 Cash and cash equivalents at end of the year ($0.033 million increase) Overall, total cash and investments are forecast to increase by $0.033 million to $4.055 million as at 30 June 2016. Through the 2015/16 budget process Council has identified cost savings in the operating budget which has enabled Council to invest additional funds in the capital program, increase the repayment of debt, and maintaining a 3.8% rate increase. This is consistent with Council’s Strategic Resource Plan (see Section 8).

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2015/16 Budget

5.2 Restricted and unrestricted cash and investments Cash and investments held by Council are restricted in part, and not fully available for Council’s operations. The 2015/16 budget includes $47.055 million, of which $25.716 million are restricted shown in the following table.


Ref 2014/15 2015/16$’000 $’000 $’000

Total cash and investments 49,022 47,055 (1,967)Restricted cash and investments 0

Statutory 5.2.1Public resort & recreation (Open Space) (8,719) (8,909) (190)Car Parking (375) (385) (10)Trust Funds & Deposits (2,952) (3,099) (147)Total Statutory (12,046) (12,393) (347)

Discretionary Reserves 5.2.2Infrastructure Reserve (679) (696) (17)Community Facilities Enhancement (921) (945) (24)Dendy Beach Precinct - Bathing Boxes (623) (915) (292)Defined Superannuation Shortfall (1,013) (1,538) (525)Early Childhood Facilities (2,580) (2,645) (65)Total Discretionary (5,816) (6,739) (923)

Other Restrictions 5.2.3Long Service Leave Provision (6,115) (6,584) (469)Unspent Conditional Grants 0 0 0Capital Works Carried Forward (2,290) 0 2,290Total Other (8,405) (6,584) 1,821

Total Restricted cash and investments (26,267) (25,716) 551Unrestricted cash and investments 5.2.4 22,755 21,339 (1,416) 5.2.1 Statutory reserves ($12.393 million) 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 resort and recreation reserve receives inflows from sub divisional income that is transferred to this reserve for future allocation to capital projects. Property developers and sub dividers are required to contribute to this reserve to be allocated to capital projects that either acquire or improve land for use as public open space. During the 2015/16 year, $1.0 million is budgeted to be transferred to this reserve from open space contributions. The car parking reserve is designed to hold funds for allocation to car park project works. Trust funds and deposits totalled $3.1 million. These funds are separately identified to meet Councils obligations for repayment of these funds in future.

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2015/16 Budget

5.2.2 Discretionary reserves ($6.739 million) Discretionary reserves are funds set aside by Council for a specific purpose but not restricted by statute. The Infrastructure Reserve holds identified savings from the operating budget which are to be quarantined to be used to fund either replacement infrastructure, held as a contingency to finance projects deemed as ‘unavoidable’ or to be allocated against the repayment of interest only loans that are due to be refinanced. This is in line with Council’s adopted Long term Financial Strategy. Community Facilities Enhancement reserve holds the proceeds from the sale of the Independent Livings Units which will fund new or improvements to community facilities that provide direct benefit to the Bayside Community. Proceeds from sale of bathing boxes are quarantined in reserves for works relating to Dendy Street Beach Precinct. Four bathing boxes have been sold to June 2015 and two more are planned in 2015/16. The Defined Superannuation Shortfall reserve is to quarantine $0.50 million annually to ensure Council sets aside sufficient cash to cover for future defined benefit superannuation shortfall calls, which are one-off and material in nature. The Early Childhood Facilities reserve is to quarantine the net proceeds from the sale of the former Hampton Child Care Centre for redevelopment and enhancement of early childhood facilities. 5.2.3 Other Restrictions on cash and investments ($6.344 million) From the 2011/12 financial year the legislation was amended to remove long service leave as a statutory reserve. However, it is financially prudent to ensure Council has enough cash to cover for this balance. It is forecast that the balance of long service leave will be $6.6 million by 30 June 2016. An amount of $2.29 million is forecast to be held at 30 June 2015 to fund capital works budgeted but not completed in the 2014/15 financial year. 5.2.4 Unrestricted cash and investments ($18.801 million) 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 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.

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2015/16 Budget

6. Analysis of capital budget This section analyses the planned capital expenditure budget for the 2015/16 year and the sources of funding for the capital budget.


6.1 Capital Works Ref 2014/15 2015/16$’000 $’000 $’000

Works carried forward 6.1.1Property

Buildings 0 4,000 4,000Total property 0 4,000 4,000Plant and equipment

Computers and telecommunications 80 0 (80)Total plant and equipment 80 0 (80)Infrastructure

Drainage 180 0 (180)Parks, open space and streetscapes 375 0 (375)Foreshore and Conservation Management 187 220 33

Total infrastructure 742 220 (522)Total works carried forward 822 4,220 3,398New worksProperty 6.1.2

Buildings 2,487 6,463 3,976Building improvements 1,214 2,306 1,092Heritage buildings 36 317 281

Total property 3,737 9,086 5,349Plant and equipment 6.1.3

Arts and Culture 36 30 (6)Furniture, fittings and furniture 156 221 65Computers and telecommunications 670 1,444 774Library books 482 395 (87)Total plant and equipment 1,344 2,090 746

Infrastructure 6.1.4Roads 2,595 2,319 (276)Kerb & channel 650 590 (60)Footpaths and cycleways 2,409 2,527 118Road management 295 420 125Traffic signals 346 390 44Street furniture 315 335 20Drainage 1,597 2,452 855Parks, open space and streetscapes 4,801 5,615 814Foreshore and Conservation Management 2,553 1,034 (1,519)Activity centres 1,754 884 (870)Off-street car parks 0 418 418

Total infrastructure 17,315 16,984 (331)Total new works 22,396 28,160 5,764Total capital works expenditure 23,218 32,380 9,162

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2015/16 Budget


6.1 Capital Works Ref 2014/15 2015/16$’000 $’000 $’000

Represented by:New asset expenditure 6.1.5 2,532 4,455 1,923Asset renewal expenditure 6.1.5 13,653 18,319 4,666Asset upgrade expenditure 6.1.5 6,024 8,155 2,131Asset expansion expenditure 6.1.5 1,009 1,451 442Total capital works expenditure 23,218 32,380 9,162

40%

7%

53%

Budgeted capital works 2015/16

Property Plant and equipment Infrastructure

66%

29%

5%

Budgeted capital works 2015/16

Asset renewal expenditure Asset upgrade expenditure Asset expansion expenditure

6.1.1 Carried forward works ($4.220 million) At the end of each financial year there are projects which are either incomplete or not commenced due to planning issues, weather delays, extended consultation etc. For the 2014/15 year it is forecast that $4.22 million of capital works will be incomplete and be carried forward into the 2015/16 year. The more significant projects include the Banksia Reserve Pavilion Redevelopment $3.20 million, Hurlingham Park Pavilion Redevelopment $0.800 million and North Road Jetty Reconstruction $0.190 million. 6.1.2 Property ($9.086 million) The property class comprises buildings and building improvements including community facilities, municipal offices, sports facilities and pavilions. For the 2015/16 year, $9.086 million will be expended on building and building improvement projects. The more significant projects include pavilion upgrades $3.545 million (Dendy

44

2015/16 Budget

Street Beach Pavilion, Banksia Reserve and Hurlingham Park), Bayside Community Nursery Revitalisation $0.800 million, Asbestos Removal Program $0.314 million, Stage 1 indoor stadium detailed design for Netball and Basketball $0.418 million, Library works $0.261 million, East Beaumaris Kindergarten upgrade $0.209 million, and new public toilets at Jetty Road Foreshore $0.214 million and Basterfield Park $0.261 million. 6.1.3 Plant and equipment ($2.090 million) Plant and equipment includes art collection, plant, machinery and equipment, computers and telecommunications, and library books. For the 2015/16 year, $2.090 million will be expended on plant, equipment and other projects. The more significant projects include upgrade and replacement of information technology $1.173 million and investment in library resources and equipment $0.395 million. 6.1.4 Infrastructure ($16.984 million) Infrastructure includes roads, bridges, footpaths and cycleways, drainage, recreation, leisure and community facilities, parks, open space and streetscapes, off street car parks, foreshore and conservation works, and other structures. For the 2015/16 year, $6.580 million will be expended on road infrastructure projects. The more significant projects include local road resurfacing and reconstructions $2.301 million, and kerb and channel replacements $0.590 million. $2.527 million will be expended on footpaths and bike paths projects. The more significant projects include $1.750 million on residential footpath reconstruction, and $0.209 million on Shared path stability works at 357 Beach Rd, Black Rock. $2.452 million will be expended on drainage projects including drains in road reserves, detention tanks/basins and waterways. The more significant drainage upgrade projects include Kinane Street Drain Brighton $0.485 million and Beach Rd Black Road Outfall Drain $0.763 million. $5.617 million will be expended on parks, open space and recreation. The more significant projects include upgrade works to the Shipston Reserve Sportsground Reconstruction $1.035 million, Dendy Park Ground Stabilisation $1.359 million, Dendy Park Masterplan implementation (East) $0.465 million, car-park renewal program $0.652 million, Castlefield Reserve Hampton Sportsground Upgrade $0.573 million, Ground Stabilisation Works as part of the Dendy Park Masterplan Implementation $0.365 million, Stage 2 of Hurlingham Park Masterplan Implementation $0.388 million, playground renewal program $0.523 million, Sportsground Lighting Installation at Boss James Reserve $0.190 million, Simpson Reserve $0.190 million, Brighton Beach Oval $0.190 million, and Peterson Reserve (East and West) Oval $0.241 million. $1.034 million will be expended on foreshore and conservation works including Dendy St Beach Access Path Upgrade $0.204 million and Green Point Masterplan Implementation $0.245 million. $0.884 million will be expended on activity centres and $0.418 million on Off-street Car Park works.

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2015/16 Budget

6.1.5 Asset renewal ($18.319 million), new assets ($4.455 million), upgrade ($8.155 million) and expansion ($1.451 million) A distinction is made between expenditure on new assets, expenditure on asset renewal and expansion/upgrade. Expenditure on asset renewal is expenditure on an existing asset, which improves the service potential or the life of the asset and maintains the current level of service to the community. Expenditure on new assets and the expansion/upgrade of existing assets increases the level of service to the community but will result in an additional burden for future operation, maintenance and capital renewal. 6.2 Funding sources Council has increased its investment in the 2015/16 capital program by $9.162 million along with an increase in external funding & contributions.


Sources of funding Ref 2014/15 2015/16$’000 $’000 $’000

Works carried forwardGrants 0 1,230 1,230Contributions 0 700 700Borrowings 0 0 0Council cash 0- operations 0 0 0- proceeds on sale of assets 0 0 0- reserve cash and investments 0 0 0- unrestricted cash and investments 822 2,290 1,468Total works carried forward 6.2.1 822 4,220 3,398

New worksGrants 6.2.2 1,074 749 (325)Contributions 6.2.3 1,555 299 (1,256)Borrowings 6.2.4 0 0 0Council cash 0- operations 6.2.5 19,767 26,084 6,317- proceeds on sale of assets 6.2.6 0 0 0- reserve cash and investments 6.2.7 0 1,028 1,028- unrestricted cash and investments 0 0 0Total new works 22,396 28,160 5,764Total funding sources 23,218 32,380 9,162

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2015/16 Budget

Grants2%

Operations86%

Unrestricted cash and

investments8%

Contributions1%

Reserve cash and investments

3%

Budgeted total funding sources 2015/16

6.2.1 Carried forward works ($4.220 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 2014/15 year it is forecast that $4.220 million of capital works will be incomplete and be carried forward into the 2015/16 year. These projects were funded from 2014/15 rates, capital grants $1.230 million and sporting club contributions $0.700 million. 6.2.2 Grants - Capital ($0.749 million) Capital grants represent funds received from State, Federal sources for the purposes of funding the capital works program. Roads to Recovery funding of $0.505 million as well as sportsground lighting funding of $0.20 million will be received in 2015/16. 6.2.3 Contributions ($0.299 million) Sporting clubs will be contributing $0.299 million towards capital works including $0.208 million for Brighton Beach Bowling Club Synthetic Green and Lighting. 6.2.4 Borrowings (nil) It is not anticipated that there will be any borrowings to fund the 2015/16 capital program. 6.2.5 Operations - Rates ($26.084 million) Council’s funding of Capital works from rates has increased by $6.317 million in the 2015/16 budget. Council has increased its investment in renewal and capital works funded from rates by identifying savings in the operating budget and redistributing these funds to the capital program. 6.2.6 Proceeds from sale of assets (nil) It is not anticipated that there will be any funds received for the sale of assets in 2015/16. 6.2.7 Reserve cash and investments ($1.028 million) Council has cash reserves which it can use to fund its capital works program including the resort and recreation (open space) reserve, the car parking reserve, and the Infrastructure Reserve. It is anticipated Council will use $1.028 million from the open space reserve for the 2015/16 capital program.

47

2015/16 Budget

7. Analysis of budgeted financial position This section analyses the movements in assets, liabilities and equity between 2014/15 and 2015/16. It also considers a number of key performance indicators. 7.1 Budgeted balance sheet


Ref 2014/15 2015/16$’000 $’000 $’000

Current assets 7.1.1Cash and cash equivalents 4,022 4,055 33Trade and other receivables 4,753 4,665 (88)Financial Assets 45,000 43,000 (2,000)Inventories 55 54 (1)Other assets 767 768 1

Total current assets 54,597 52,542 (2,055)

Non-current assets 7.1.1Trade and other receivables 115 123 8Property, infrastructure, plant & equipment 2,286,969 2,304,142 17,173Financial assets 230 230 0Other assets 69 69 0

Total non-current assets 2,287,383 2,304,564 17,181Total assets 2,341,980 2,357,106 15,126

Current liabilities 7.1.2Trade and other payables 7,177 7,200 (23)Trust funds and deposits 2,952 3,099 (147)Provisions 8,263 8,673 (410)Interest bearing loans and borrowings 4,181 5,420 (1,239)

Total current liabilities 22,573 24,392 (1,819)

Non-current liabilities 7.1.2Provisions 861 1,054 (193)Interest-bearing loans and borrowings 7,323 3,403 3,920

Total non-current liabilities 8,184 4,457 3,727Total liabilities 30,757 28,849 1,908Net assets 2,311,223 2,328,257 17,034

Equity 7.1.4Accumulated surplus 816,389 834,593 18,204Asset revaluation reserves 1,477,633 1,477,633 0Other reserves 17,201 16,031 (1,170)

Total equity 2,311,223 2,328,257 17,034Source: Appendix A

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2015/16 Budget

7.1.1 Current Assets ($2.055 million decrease) and Non-Current Assets ($17.181 million increase)

Cash and cash equivalents include cash and investments such as cash held in the bank and in petty cash and other highly liquid investments with short term maturities of three months or less. These balances are projected to increase marginally by $0.033 million during the year. Trade and other receivables are monies owed to Council by ratepayers and others. Short term debtors and long term debtors are not expected to change significantly in the budget. Financial assets are bank term deposit investments with maturities greater than three months. It is projected that Council will utilise $2 million of term deposit investments for operational and capital requirements. Other assets include items such as prepayments for expenses that Council has paid in advance of service delivery and other revenues due to be received in the next 12 months. Property, infrastructure, plant and equipment is the largest component of Council’s worth and represents the value of all the land, buildings, roads, vehicles, equipment, etc which has been built up by Council over many years. The increase in this balance is attributable to the net result of the capital works program ($32.380 million of new assets) and depreciation of assets ($15.206 million). 7.1.2 Current Liabilities ($1.819 million increase) and Non-Current Liabilities ($3.727

million decrease) Current trade and other payables are those to whom Council owes money as at 30 June. These liabilities are budgeted to remain consistent with 2014/15 levels. Provisions include accrued long service leave, annual leave and rostered days off owing to employees. These employee entitlements are only expected to increase marginally due to more active management of entitlements despite factoring in an increase for Collective Agreement outcomes. Council has fixed term interest only loans of $4.181 million due for payment during 2015/16. In order to achieve the debt reduction strategy agreed by Council, Council will borrow $1.5 million during 2015/16. 7.1.3 Working Capital ($3.874 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. Council has also committed further current assets to specific and restricted purposes, represented by reserves, which may not yet be represented as current liabilities at 30 June.

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2015/16 Budget


2014/15 2015/16$’000 $’000 $’000

Current assets 54,597 52,542 (2,055)Current liabilities 22,573 24,392 (1,819)Working capital 32,024 28,150 (3,874)Restricted cash and investment current assets - Statutory reserves (12,046) (12,393) (347) - Discretionary reserves (5,816) (6,739) (923) - Committed Funds* (8,405) (6,584) 1,821Unrestricted working capital 5,757 2,434 (3,323)* Committed Funds include funds allocated for carry forward capital works,balance of conditional grants received during the year and provision for longservice leave. 7.1.4 Equity ($17.034 million increase) Total equity always equals net assets and is made up of the following components: • Accumulated surplus which is the value of all net assets less reserves that have

accumulated over time. The increase in accumulated surplus of $18.204 million results directly from the surplus for the year $17.034 million less net transfers from other reserves $1.170 million.

• Asset revaluation reserve which represents the difference between the previously recorded value of assets and their current valuations

• Other reserves 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 to/from Council’s Accumulated Surplus to be separately disclosed. During the year an amount of $1.170 million (net) is budgeted to be transferred to accumulated surplus from other reserves mainly due to:

o ($2.290) million of net capital budgeted carried forward from 2014/15 will be utilised in 2015/16.

o An annual top up of $0.500 million to the Defined Superannuation Reserve. o A net increase of $0.276 million in the Bathing Box reserve from the sale of

two bathing boxes. o A net increase of $0.190 million in the Resort and Recreation Reserve. o $0.154 million CPI indexed to opening reserve balance.

7.2 Key assumptions In preparing the Budgeted Balance Sheet for the year ending 30 June 2016 it was necessary to make a number of assumptions about assets, liabilities and equity balances. The key assumptions are as follows: • A total of 97.0% of total rates and charges raised will be collected in the 2015/16 year

(2014/15: 97.0% forecast actual) • Trade creditors to be based on total capital and operating expenditure less written down

value of assets sold, depreciation and employee costs. Payment cycle is 30 days • Other debtors and creditors to remain consistent with 2014/15 levels • Employee entitlements to be increased by the Collective Agreement outcome offset by

the impact of more active management of leave entitlements of staff • Net repayment of loan principal to be $2.68 million • Total capital expenditure to be $32.38 million

50

2015/16 Budget

8. Strategic resource plan and key financial indicators This section includes an extract of the adopted Strategic Resource Plan to provide information on the long term financial projections of the Council. 8.1 Plan development The Act requires a Strategic Resource Plan to be prepared covering both financial and non-financial resources, and including key financial indicators for at least the next four financial years to support the Council Plan. Council has prepared a Strategic Resource Plan (SRP) for the four years 2015/16 to 2018/19 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 continuing increasing operating surplus • The asset renewal program is to be fully funded from the operating result • New capital investment is to be funded from the operating result, cash reserves,

government grants or borrowings • Continue to apply the accelerated debt reduction strategy which involves paying off as

much debt as possible as loans mature. 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 • Provide full, accurate and timely disclosure of financial information. 8.2 Financial resources The following table summarises the key financial results for the next four years as set out in the SRP for years 2015/16 to 2018/19. Appendix A includes a more detailed analysis of the financial resources to be used over the four year period.

Forecast Budget TrendActual

Indicator 2014/15 2015/16 2016/17 2017/18 2018/19 +/o/-$’000 $’000 $’000 $’000 $’000

18,178 17,034 16,683 15,813 17,020 o15,802 14,561 14,783 14,953 15,200 +49,022 47,055 44,094 41,095 40,951 -31,048 33,815 34,253 34,419 36,836 +23,218 32,380 34,258 34,668 35,917 +

Surplus for the yearAdjusted underlying resultCash and investments balanceCash flows from operationsCapital works expenditure

ProjectionsStrategic Resource Plan

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

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2015/16 Budget

The following graph shows the general financial indicators over the four year period.

0

10,000

20,000

30,000

40,000

50,000

60,000

2014/15 2015/16 2016/17 2017/18 2018/19

$'00

0

Cash andinvestmentsbalance

Cash flowsfromoperations

Capital WorksExpenditure

Surplus forthe year

Adjustedunderlyingresult

The key outcomes of the SRP are as follows: • Financial sustainability (section 5) Cash and investments are forecast to decrease

over the four year period from $47.055 million to $40.951 million. Council will utilise restricted cash reserves from the sale of property such as the Hampton Child Care Centre and Bathing Boxes, as well as increased receipts from the Open Space reserve for increased infrastructure investment over the coming years in line with the 10 year capital program. Unrestricted cash reserves will be utilised to achieve Council’s debt reduction strategy.

• Rating levels (section 9) Modest rate increases are forecast over the four years. Council has achieved a rate increase of 3.8% for 2015/16 and 4.3% for the following three years to 2018/19. Council’s rate increases are below that expected comparable and neighbouring councils. The Waste charge will increase by 5.9% in 2015/16 raising a total of $8.984 million to achieve full cost recovery on waste services. The full year impact of the organic recycling contract will take effect in the 2016/17 year, an additional cost of $0.360 million, and therefore the expected increase in the waste charges in 2016/17 will be 8.7%.

• Service delivery strategy (section 10) Service levels have been maintained throughout the four year period. Adjusted operating surpluses which exclude capital items like capital grants and contributions are forecast to remain strong over the four year period.

• Borrowing strategy (section 10) Borrowings are forecast to reduce from $11.504 million to $3.194 million over the four year period which represents a 72% reduction in borrowings - repaid from unrestricted reserves.

• Infrastructure strategy (section 10) Capital expenditure over the four year period will total $137.223 million at an average of $34.306 million. To maintain or renew Council’s existing assets at desired condition levels, Council will allocate $79.01 million on renewal works to fully fund the renewal capital expenditure required in Council’s Asset Management Plan.

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8.3 Key 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 organisation’s objectives.

Forecast Indicator Measure Actual Budget Trend

2014/15 2015/16 2016/17 2017/18 2018/19 +/o/-

Adjusted underlying result

Adjusted underlying surplus (deficit) / Adjusted underlying revenue

1 14.0% 12.8% 12.5% 12.2% 11.9% -

Liquidity

Working Capital Current assets / current liabilities 2 241.9% 215.4% 224.3% 218.5% 209.7% -

Unrestricted cash

Unrestricted cash / current liabilities 153.7% 142.1% 142.3% 130.8% 122.8% -

Loans and borrowings

Interest bearing loans and borrowings / rate revenue

3 14.6% 10.7% 7.4% 4.5% 3.4% +

Loans and borrowings

Interest and principal repayments / rate revenue

3.9% 6.0% 6.9% 3.0% 1.1% +

IndebtednessNon-current liabilities / own source revenue

8.0% 4.3% 4.9% 4.2% 3.4% +

Asset renewalAsset renewal expenditure / asset renewal required

4 95.4% 120.5% 115.3% 117.1% 115.7% o

StabilityRates concentration

Rate revenue / adjusted underlying revenue

5 69.7% 72.7% 73.3% 73.7% 74.1% -

Rates effortRate revenue / property values (CIV)

0.17% 0.18% 0.18% 0.19% 0.19% o

EfficiencyExpenditure level

Total expenditure / no. of assessments $2,252 $2,310 $2,405 $2,498 $2,596 +

Revenue level

Residential rate revenue / No. of residential assessments

$1,847 $1,924 $2,012 $2,096 $2,183 +

Workforce turnover

No. of resignations & terminations / average no. of staff

10.5% 10.5% 10.5% 10.5% 10.5% o

Note

s Strategic Resource Plan Projections

Operating position

Obligations

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

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Notes to indicators 1 Underlying result – An indicator of the sustainable operating result required to enable Council to continue to provide core services and meet its objectives. Decrease in financial performance expected over the period from increased depreciation charges stemming from increased investment in capital works. 2 Current Assets/Current Liabilities – The proportion of current liabilities represented by current assets. Working capital is forecast to decrease over the strategic resource plan period as Council utilises cash reserves to fund increased capital works program and redeem long term debt. 3 Interest bearing loans and borrowings / rate revenue - Trend indicates Council's reducing reliance on debt against its annual rate revenue through redemption of long term debt. 4 Asset renewal expenditure / asset renewal required - This percentage indicates the extent of Council's 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 capital expenditure will be required to renew assets. 5 Rate revenue / adjusted underlying revenue – Reflects extent of reliance on rate revenues to fund all of Council’s on-going services. Trend indicates Council will continue to increase its reliance on rate revenue compared to all other revenue sources. 8.4 Non-financial resources In addition to the financial resources to be consumed over the planning period, Council will also consume non-financial resources, in particular human resources. A summary of Council’s anticipated human resources requirements for the 2015/16 year is shown below and further detail is included in section 4.3.1 of this budget. A statement of Human Resources is included in Appendix A.

Indicator Budget 2014/15 2015/16 2016/17 2017/18 2018/19

- Operating 37,668 38,732 40,320 41,973 43,694- Capital 696 718 743 769 796Total 38,364 39,450 41,063 42,742 44,490

402 403 402 402 402*Includes full time, part time and casual staffsEmployee numbers (EFT)*

Employee costs ($'000)

ProjectionsStrategic Resource Plan Forecast

Actual

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9. 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. 9.1 Rating context In developing the Strategic Resource Plan (referred to in Section 8.), rates and charges were identified as an important source of revenue, accounting for 68.3% 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 and the planned expenditure on services and works to be undertaken for the Bayside community. However, it has also been necessary to balance the importance of rate revenue as a funding source with community sensitivity to increases. 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 neighbouring councils. The following table shows a comparison of the last five years rating average increase against neighbouring Councils:

Bayside AverageYear City Nearby

Council Councils2010/11 6.4% 5.2%2011/12 5.9% 5.8%2012/13 5.5% 5.3%2013/14 3.5% 5.0%2014/15 3.9% 5.0%

Average increase 5.0% 5.3% The above table indicates that over the past five years Council’s general rate increases have been 0.3% lower than neighbouring councils and over the last two years Bayside has been 1.3% lower. The 2014/15 rate and charges revenue was $78.804 million, which was 68.3% of total revenue. The level of dependency on rates is therefore high. Residential rates made up 93% of the total rate income for that year, which means Council’s dependency on residential rates is very high. The following chart shows the level of dependency on residential rates for Bayside is much higher than neighbouring councils. The projected reliance on residential rates will steadily grow over the strategic resource plan to 68.3% by 2018/19.

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60.5%

69.1% 68.3% 71.1% 72.1% 73.2% 73.0%

52.3%

64.7% 63.8% 66.5% 67.4% 68.5% 68.3%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

AverageNearby

Councils2013/14

Bayside2013/14

Bayside2014/15

Bayside2015/16

Bayside2016/17

Bayside2017/18

Bayside2018/19

Rates as % of Total Income Total Rates & Charges Residential rates

9.2 Current year rate increase In developing the 2015/16 budget a number of objectives were identified including

• An increase in investment in the capital program to ensure renewal targets are met • An increase in the repayment of debt from $2.172 in 2014/15 to $2.681 in 2015/16. • A modest and sustainable rate increase.

In order to achieve these objectives and maintaining service levels, cost savings were identified in the operating budget. As a result, rates and the municipal charge will increase by a modest 3.8% in 2015/16 raising a total rate of $73.367 million, including $0.300 million generated from supplementary rates. Waste charge will increase by 5.9% in 2015/16 raising a total of $8.984 million to achieve full cost recovery on waste services. The full year impact of the organic recycling contract will take effect in the 2016/17 year, an additional cost of $0.36 million, and therefore the expected increase in the waste charges in 2016/17 will be 8.7%. The following table sets out future proposed increases in rates and charges and the total rates to be raised, based on the forecast financial position of Council as at 30 June 2015.

General Municipal Waste TotalRate Charge Charge Rates

Year Increase Increase Increase Raised% % % $’000

2013/14 3.50 3.50 7.60 74,8832014/15 3.90 3.90 6.70 78,8042015/16 3.80 3.80 5.90 82,3512016/17 4.30 4.30 8.70 86,4392017/18 4.30 4.30 4.70 90,3492018/19 4.30 4.30 4.70 94,432

9.3 Rating structure Council has established a rating structure comprising: Property values, which form the central basis of rating under the Local Government

Act 1989. The higher the value of the property the more rates are payable.

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A ’user pays’ component to reflect the usage of the waste management services provided by Council.

A fixed municipal charge per property to cover some of the administrative costs of Council.

Striking a proper balance between these elements provides equity in the distribution of the rate burden across residents.

Council applies the Capital Improved Value (CIV) basis on the grounds that it provides the most equitable distribution of rates across the municipality.

The existing rating structure is based on a uniform general rate. Council has elected not to make a declaration of differential rates.

Under the Cultural and Recreational Lands Act 1963, provision is made for a Council to levy the rate 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”. The rate concession for recreational land is set at 60% of the general rate. Council also levies a waste management service charge as well as a municipal charge as allocated under the Act. The following table summarises the rates to be determined for the 2015/16 year. A detailed analysis of the rates and charges is contained in Appendix B ‘Rates and Charges’.

9.4 General revaluation of properties Council is due for a revaluation of properties in 2016/17, therefore there is no change to the Capital Improved Value of existing properties in 2015/16.

Rate type How applied 2014/15 2015/16 Change

Residential rates Per $ CIV 0.0013971 0.00145019 3.8% Commercial rates Per $ CIV 0.0013971 0.00145019 3.8% Industrial rates Per $ CIV 0.0013971 0.00145019 3.8% Recreational rates Per $ CIV 0.0008383 0.00087011 3.8% Municipal charge $ per property $136.10 $141.30 3.8% Waste Services - 140 litre waste bin (default)

$ per property $197.50 $209.25 5.9%

Waste Services - 80 litre bin $ per property $150.00 $158.90 5.9% Waste Services Contribution - where waste services cannot be provided by Council

$ per property $90.00 $95.30 5.9%

Waste Availability Service Charge - for properties electing not to utilise waste bin services

$ per property $150.00 $95.30 (36.5%)

2nd waste bin - 140 litre $ per bin $197.50 $209.25 5.9% Additional (3rd+) garbage bin - 140 litre

$ per bin $410.50 $434.70 5.9%

Additional green waste bin - 240 litre

$ per bin $84.50 $89.50 5.9%

Additional recycling bin - 240 litre

$ per bin $66.00 $69.90 5.9%

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10. 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 10.1 Borrowing Strategy Council has in the past identified borrowings as an important source of funding for capital project works. Following a period of increased borrowings to improve the infrastructure throughout the city, Council has relied on surplus funds from operations as well as reduction in cash and investment reserves to fund a level of capital works programs required to maintain the city's infrastructure. In developing the Strategic Resource Plan (SRP) (see Section 8) Council has reviewed the previous debt reduction program which commenced in the 2013/14 financial year and will continue to apply the accelerated debt reduction strategy. The SRP shows the results of prudential ratios used by the Victorian State Government to assess the loan capacity of local governments. The outcome of the analysis highlighted that a debt of $11.504 million could be comfortably accommodated. Council has set a target goal of reaching $3.194 million by 2018/19 to allow spare debt capacity for future major projects. For the 2015/16 year, Council is expected to renew $1.500 million of maturing loans after making loan repayments of $4.181 million Borrowings will reduce by $2.681 million to $8.823 million as at 30 June 2016. In future years, borrowings will also be required to part fund existing interest only loans as they mature as their total debt is payable on maturity. The following table sets out future proposed borrowings, based on the forecast financial position of Council as at 30 June 2015.

Principal InterestPaid Paid

$’000 $’000 $’000 $’0002014/15 0 2,172 891 11,504 2015/16 1,500 4,181 721 8,823 2016/17 3,000 5,420 536 6,403 2017/18 0 2,376 374 4,027 2018/19 0 833 230 3,194

Year New Borrowings

Balance30 June

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2015/16 Budget

0

2

4

6

8

10

12

14

16

Actual2012/13

Actual2013/14

Forecast2014/15

Budget2015/16

SRP2016/17

SRP2017/18

SRP2018/19

14.8 13.7

11.5

8.8

6.4

4.0 3.2

$Million

Borrowing 30 June Balance

The table below shows information on borrowings specifically required by the Regulations.

2014/15$

2015/16$

13,676,000 11,504,0000 1,500,000

(2,172,000) (4,181,000)11,504,000 8,823,000

Total amount borrowed as at 30 June of the prior yearTotal amount to be borrowedTotal amount projected to be redeemedTotal amount proposed to be borrowed as at 30 June 10.2 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 • 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. If sufficient funds are not allocated to asset renewal then Council’s investment in those assets will reduce, along with the capacity to deliver services to the community.

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The graph below sets out the required and actual asset renewal over the life of the current SRP.

14,85017,332 18,503 19,611 20,101

13,653

18,319 18,69720,336

21,660

0

5,000

10,000

15,000

20,000

25,000

Forecast2014/15

Budget2015/16

SRP2016/17

SRP2017/18

SRP2018/19

$'000

Renewalrequired

Renewalprogram

At present, Council is able to fully fund asset renewal requirements identified in the Infrastructure Strategy as indicated in the above graph. In updating the Infrastructure Strategy for the 2015/16 year, the following influences have had a significant impact: • Increase in the amount of cash and investment reserves to fund future capital

expenditure programs • The enactment of the Road Management Act 2004 removing the defence of non-

feasance on major assets such as roads The following table summarises Council's forward outlook on capital expenditure including funding sources for the next four years.

CouncilRates

$’000 $’000 $’000 $’000 $’000 $’0002014/15 23,218 1,074 1,555 20,589 0 0 2015/16 32,380 1,979 999 26,084 0 3,318 2016/17 34,258 1,153 1,000 29,629 0 2,476 2017/18 34,668 953 160 29,486 0 4,069 2018/19 35,917 1,053 1,020 32,719 0 1,125

BorrowingsYear Total Capital

Grants Contributn ReservesSummary of funding sources

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.

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Council will utilise $10.988 million of restricted cash reserves over the strategic resource planning period for increased infrastructure investment. $2.290 million for 2014/15 carry forward capital works, $2.711 million to be used from the sale of the former Hampton Child Care Centre for kindergarten upgrades, $1.492 million of net proceeds from Bathing Boxes sales to be utilised on the Dendy Street Beach Pavilion redevelopment, as well as $4.494 million from Open Space receipts for open space enhancements. 10.3 Service delivery The key objectives in Council’s Strategic Resource Plan (referred to in Section 8.) which directly impact the future service delivery strategy are to maintain existing service levels, to keep rate increases low and aggressively paying off debt. The Rating Information (see Section 9.) also refers to modest rate increases into the future. With these key objectives as a basis, a number of internal and external influences have been identified through discussions with management which will have a significant impact on the scope and level of services to be provided over the next four years. The general influences affecting all operating revenue and expenditure include the following:

2015/16 2016/17 2017/18 2018/19% % % %2.5 2.8 2.8 2.82.1 2.1 2.1 2.13.5 3.5 3.5 3.5

3.5 3.5 3.5 3.53.8 4.3 4.3 4.31.0 1.0 0.6 0.63.5 3.5 3.5 3.52.0 2.0 2.0 2.02.0 2.0 2.0 2.02.8 2.8 2.8 2.8

Rate increasesProperty growth

Government funding

Consumer Price IndexAverage Weekly EarningsEngineering Construction IndexNon-residential Building

Investment return

Wages growth

Statutory fees

As well as the general influences, there are also a number of specific influences which relate directly to service areas or activities. The most significant changes in these areas are summarised below. Transfer Station Waste tipping fees are expected to rise further as the State Government has increased the environmental levy payable upon disposal of waste at landfill. Following increases of $49.3 per tonne since 2008/09, the fee is expected to raise a further $5.85 per tonne (10%) in 2015/16. Aged and Disability Services Government funding for aged and disability services is expected to increase by approximately 1.9% from 2014/15, which is lower than projected CPI. This includes General Home Care, Personal Care, Respite Care and Meals. This is a cost shift to Council. Valuation Services Council is required to revalue all properties within the municipality every two years. The last general revaluation was carried out as at 1 January 2014 effective for the 2014/15 year and the next revaluation will be undertaken as at 1 January 2016.

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Bathing Boxes Council adopted the resolution for the build and sale of bathing boxes pending available sites. Two bathing boxes have been budgeted in 2015/16 which is expected to add $0.276 million to Council revenue. These funds will be transferred to reserves for future Dendy St Beach precinct works. Statutory Planning The statutory planning unit has been growing over the past three years as the level of property development activity has increased. It is expected that the 2014/15 budget will be insufficient to meet all the needs of the Unit and accordingly and additional $0.075 million has been allowed in 2015/16 for external support on appeals. New Organics contract Additional $0.132 million for the new green waste disposal contract to enable recycling of organic materials will commence 1 April 2016. The full year impact of $0.492 million will be incurred by Council in the 2016/17 financial year. The service delivery outcomes measured in financial terms are shown in the following table.

AdjustedSurplus Underlying Net(Deficit) Surplus Service

Year for the year (Deficit) (Cost)$’000 $’000 $’000

2014/15 18,178 15,802 (51,130) 2015/16 17,034 14,561 (53,089) 2016/17 16,683 14,783 (55,687) 2017/18 15,813 14,953 (58,277) 2018/19 17,020 15,200 (60,768)

Service levels have been maintained and operating surpluses forecast throughout the four year period. Excluding the effects of items such as capital contributions, the adjusted underlying result is expected to remain steady over the four year period. The net cost of the services provided to the community increases from $53.089 million to $60.768 million over the four year period.

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Appendices The following appendices include voluntary and statutory disclosures of information which provide support for the analysis contained in sections 1 to 10 of this report. This information has not been included in the main body of the budget report in the interests of clarity and conciseness. Council has decided that while the budget report needs to focus on the important elements of the budget and provide appropriate analysis, the detail upon which the annual budget is based should be provided in the interests of open and transparent local government. The contents of the appendices are summarised below:

Appendix Nature of information Page A Budgeted Statements 64 B Rates and charges 72 C Capital works program 75 D Fees and charges schedule 98

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Appendix A Appendix A Budgeted Statements This appendix presents information in regard to the Budgeted Financial Statements and Statement of Human Resources. The budget information for the years 2015/16 to 2018/19 has been extracted from the Strategic Resource Plan. At the end of each financial year Council is required to include in the Financial Statements in its Annual Report a comparison of actual income and expenditure compared with the income and expenditure in the financial statements in the Budget, The appendix includes the following budgeted information: • Budgeted Comprehensive Income Statement • Budgeted Balance Sheet • Budgeted Statement of Changes in Equity • Budgeted Statement of Cash Flows • Budgeted Statement of Capital Works • Budgeted Statement of Investment Reserves • Budgeted Statement of Human Resources

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Appendix A Budgeted Comprehensive Income StatementFor the four years ending 30 June 2019

2014/15 2015/16 2016/17 2017/18 2018/19$’000 $’000 $’000 $’000 $’000

IncomeRates and charges 78,804 82,351 86,439 90,349 94,432Statutory fees and fines 3,802 3,865 3,929 3,994 4,060User fees 8,225 7,629 7,997 8,304 8,620Rental Income 3,806 3,925 4,023 4,144 4,268Interest Income 1,700 1,460 1,475 1,402 1,328Contributions - monetary - operating. 2,369 1,025 1,065 1,107 1,150Contributions - monetary - capital 1,555 999 1,000 160 1,020Contributions - non-monetary assets 0 0 0 0 0Grants - operating 10,017 10,075 10,276 10,440 10,701Grants - capital 1,074 1,979 1,153 953 1,053Net gain on disposal of property, infrastructure, plant and equipment

1,380 0 0 0 0

Fair value adjustments for investment property

0 0 0 0 0

Other Income 2,724 2,485 2,547 2,611 2,676

Total income 115,456 115,793 119,904 123,464 129,308

ExpensesEmployee costs 37,668 38,732 40,320 41,973 43,694Materials and services 43,773 43,481 45,535 47,305 49,001Bad and doubtful debts 178 172 176 180 185Depreciation and amortisation 14,315 15,206 16,222 17,372 18,717Borrowing costs 911 730 519 361 219Other expenses 433 438 449 460 472

Total expenses 97,278 98,759 103,221 107,651 112,288Surplus (deficit) for the year 18,178 17,034 16,683 15,813 17,020

Other comprehensive incomeItems that will not be reclassified to surplus or deficit:

Impairment loss 0 0 0 0 0Net asset revaluation increment 0 0 0 0 0

Comprehensive result 18,178 17,034 16,683 15,813 17,020

Strategic Resource PlanProjections

Forecast Actual

Budget

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2015/16 Budget

Appendix A

Budgeted Balance SheetFor the four years ending 30 June 2019

2014/15 2015/16 2016/17 2017/18 2018/19$’000 $’000 $’000 $’000 $’000

AssetsCurrent assets

Cash and cash equivalents 4,022 4,055 4,094 5,095 5,951Trade and other receivables 4,753 4,665 4,872 5,041 5,244Financial Assets 45,000 43,000 40,000 36,000 35,000Inventories 55 54 55 56 58Non-current assets held for sale 0 0 0 0 0Other assets 767 768 806 830 857

Total current assets 54,597 52,542 49,827 47,022 47,110

Non-current assetsTrade and other receivables 115 123 133 142 152Property, infrastructure, plant & equipm 2,286,969 2,304,142 2,322,179 2,339,475 2,356,675Financial assets 230 230 230 230 230Other assets 69 69 69 69 69

Total non-current assets 2,287,383 2,304,564 2,322,611 2,339,916 2,357,126Total assets 2,341,980 2,357,106 2,372,438 2,386,938 2,404,236

LiabilitiesCurrent liabilities

Trade and other payables 7,177 7,200 7,478 7,715 7,968Trust funds and deposits 2,952 3,099 3,254 3,417 3,588Provisions 8,263 8,673 9,106 9,558 10,025Interest bearing loans and borrowings 4,181 5,420 2,376 833 884

Total current liabilities 22,573 24,392 22,214 21,523 22,465

Non-current liabilitiesProvisions 861 1,054 1,256 1,467 1,687Interest-bearing loans and borrowings 7,323 3,403 4,028 3,195 2,311

Total non-current liabilities 8,184 4,457 5,284 4,662 3,998Total liabilities 30,757 28,849 27,498 26,185 26,463Net assets 2,311,223 2,328,257 2,344,940 2,360,753 2,377,773

EquityAccumulated surplus 816,389 834,593 851,535 869,233 885,406Asset revaluation reserves 1,477,633 1,477,633 1,477,633 1,477,633 1,477,633Other reserves 17,201 16,031 15,772 13,887 14,734

Total equity 2,311,223 2,328,257 2,344,940 2,360,753 2,377,773

Forecast Actual

Budget Strategic Resource PlanProjections

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2015/16 Budget

Appendix A

Budgeted Statement of Changes in EquityFor the four years ending 30 June 2019

TotalAccumulate

d SurplusRevaluation Reserve

Other Reserves

$’000 $’000 $’000 $’0002016Balance at beginning of the financial year 2,311,223 816,389 1,477,633 17,201Adjustment on change in accounting policy 0 0 0 0Comprehensive result 17,034 17,034 0 0Net asset revaluation increment(decrement) 0 0 0 0Impairment losses on revalued assets 0 0 0 0Reversal of impairment losses on revalued assets 0 0 0 0Transfer to reserves 0 (2,149) 0 2,149Transfer from reserves 0 3,319 0 (3,319)Balance at end of the financial year 2,328,257 834,593 1,477,633 16,031

2017Balance at beginning of the financial year 2,328,257 834,593 1,477,633 16,031Adjustment on change in accounting policy 0 0 0 0Comprehensive result 16,683 16,683 0 0Net asset revaluation increment(decrement) 0 0 0 0Impairment losses on revalued assets 0 0 0 0

0 0 0 0Transfer to reserves 0 (2,217) 0 2,217Transfer from reserves 0 2,476 0 (2,476)Balance at end of the financial year 2,344,940 851,535 1,477,633 15,772





Reversal of impairment losses on revalued assets



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2015/16 Budget

Appendix A

Budgeted Statement of Cash FlowsFor the four years ending 30 June 2019

2014/15 2015/16 2016/17 2017/18 2018/19$’000 $’000 $’000 $’000 $’000

Inflows Inflows Inflows Inflows Inflows(Outflows) (Outflows) (Outflows) (Outflows) (Outflows)

Cash flows from operating activitiesRates and charges 78,287 82,246 86,317 90,231 94,309Statutory fees and fines 3,802 3,865 3,929 3,994 4,060User fees 15,363 12,858 13,117 14,472 14,130Contributions - monetary 1,555 999 1,000 160 1,020Grants - operating 11,425 11,483 11,672 10,929 12,110Grants - capital 1,181 2,177 1,268 1,048 1,158Interest received 1,976 1,473 1,474 1,406 1,332Property Fire Service Levy receipts 8,697 9,285 9,914 10,585 11,302Trust funds and deposits taken 1,121 1,157 1,194 1,233 1,273Net GST refund / payment 4,100 5,044 5,421 5,671 5,794Other receipts 2,996 2,734 2,802 2,872 2,944Employee costs (37,668) (38,732) (40,320) (41,973) (43,694)Materials and services (52,003) (50,020) (52,111) (54,071) (56,002)Trust funds and deposits repaid (980) (1,009) (1,039) (1,070) (1,102)Property Fire Service Levy payments (8,349) (9,285) (9,914) (10,585) (11,302)Other payments (455) (460) (471) (483) (496)

Net cash provided by operating activities

31,048 33,815 34,253 34,419 36,836

Cash flows from investing activitiesPayments for property, plant and equipment

(23,218) (32,380) (34,258) (34,668) (35,917)

Proceeds from sale of property, plant and equipment

2,580 0 0 0 0

Payments for investments (7,000) 0 0 0 0Proceeds from sale of investments 0 2,000 3,000 4,000 1,000

Net cash used in investing activities (27,638) (30,380) (31,258) (30,668) (34,917)

Cash flows from financing activities Finance costs (891) (721) (536) (374) (230)Proceeds from borrowings 0 1,500 3,000 0 0Repayment of borrowings (2,172) (4,181) (5,420) (2,376) (833)

Net cash provided by (used in) financing activities

(3,063) (3,402) (2,956) (2,750) (1,063)

Net (decrease) increase in cash & cash equivalents

347 33 39 1,001 856

Cash and cash equivalents at beginning of the financial year

3,675 4,022 4,055 4,094 5,095

Cash and cash equivalents at end of the financial year

4,022 4,055 4,094 5,095 5,951

Forecast Actual


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2015/16 Budget

Appendix A

Budgeted Statement of Capital WorksFor the four years ending 30 June 2019

2014/15 2015/16 2016/17 2017/18 2018/19$’000 $’000 $’000 $’000 $’000

PropertyLand 0 0 0 0 0Total land 0 0 0 0 0Buildings 2,487 10,463 13,380 14,134 11,405Building improvements 1,214 2,306 2,381 2,320 2,412Heritage buildings 36 317 585 0 0Total buildings 3,737 13,086 16,346 16,454 13,817

Total property 3,737 13,086 16,346 16,454 13,817Plant and equipment

Arts and Culture 36 30 28 29 30Fixtures, Fittings and Furniture 156 221 67 70 73Plant, machinery and equipment 0 0 0 0 0Computers and telecommunications 750 1,444 1,053 703 732Heritage plant and equipment 0 0 0 0 0Library books 482 395 401 416 433

Total plant and equipment 1,424 2,090 1,549 1,218 1,268Infrastructure

Roads 2,595 2,319 2,081 2,164 2,251Bridges 0 0 0 0 0Kerb & channel 650 590 506 526 547Footpaths and cycleways 2,409 2,527 2,516 2,357 2,451Road management 295 420 397 412 429Traffic signals 346 390 0 0 0Street furniture 315 335 250 234 243Drainage 1,777 2,452 1,902 3,243 1,795Parks, open space and streetscapes 5,176 5,615 5,858 5,873 9,509Foreshore and Conservation Management

2,740 1,254 858 892 928

Activity centres 1,754 884 1,579 862 2,229Off-street car parks 0 418 416 433 450

Total infrastructure 18,057 17,204 16,363 16,996 20,832Total capital works expenditure 23,218 32,380 34,258 34,668 35,917

Represented by:New asset expenditure 2,532 4,455 3,007 2,152 3,026Asset renewal expenditure 13,653 18,319 18,697 20,336 21,660Asset upgrade expenditure 6,024 8,155 9,910 7,580 8,051Asset expansion expenditure 1,009 1,451 2,644 4,600 3,180

Total capital works expenditure 23,218 32,380 34,258 34,668 35,917

Forecast Actual


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2015/16 Budget

Appendix A

Budgeted Statement of Investment ReservesFor the four years ending 30 June 2019

2014/15 2015/16 2016/17 2017/18 2018/19$’000 $’000 $’000 $’000 $’000

StatutoryPublic resort & recreation (Open Space)

8,719 8,909 8,831 9,132 9,360

Car Parking 375 385 394 404 414Trust Funds & Deposits 2,952 3,099 3,254 3,417 3,588

Total Statutory 12,046 12,393 12,479 12,953 13,362

Non-StatutoryInfrastructure Reserve 679 696 714 732 750Community Facilities Enhancement 921 945 968 992 1,017Dendy Beach Precinct - Bathing Boxes

623 915 78 0 0

Defined Superannuation Shortfall 1,013 1,538 2,076 2,628 3,194Early Childhood Facilities 2,580 2,645 2,711 0 0

Total Non-Statutory 5,816 6,739 6,547 4,352 4,961

Committed FundsLong Service Leave Provision 6,115 6,584 7,076 7,591 8,128Unspent Conditional Grants 0 0 0 0 0Capital Works Carried Forward 2,290 0 0 0 0

Total Committed Funds 8,405 6,584 7,076 7,591 8,128Total Investment Reserves 26,267 25,716 26,102 24,896 26,451

Forecast Actual


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2015/16 Budget

Appendix A

Budgeted Statement of Human ResourcesFor the four years ending 30 June 2019

2014/15 2015/16 2016/17 2017/18 2018/19$’000 $’000 $’000 $’000 $’000

Staff expenditureEmployee costs - operating 37,668 38,732 40,320 41,973 43,694Employee costs - capital 696 718 743 769 796Total staff expenditure 38,364 39,450 41,063 42,742 44,490

EFT EFT EFT EFT EFTStaff numbersEmployees 402.2 402.8 402.2 402.2 402.2Total staff numbers 402.2 402.8 402.2 402.2 402.2

Forecast Actual


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2015/16 Budget

Appendix B Rates and charges This appendix presents information about rates and charges which the Act and the Regulations require to be disclosed in the Council’s annual budget. 1. Rates and charges 1.1 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

2014/15 2015/16Per $CIV Per $CIV Change

General rate for rateable residential properties 0.00139710 0.00145019 3.8% General rate for rateable commercial properties 0.00139710 0.00145019 3.8%

General rate for rateable industrial properties 0.00139710 0.00145019 3.8% Rate concession for rateable recreational properties

0.00083826 0.00087011 3.8%

Type or class of land

1.2 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

2014/15 2015/16$ $ Change

Residential 60,572,307 62,940,947 3.9% Commercial 3,051,909 3,167,882 3.8% Industrial 839,471 871,371 3.8% Recreational 272,381 282,730 3.8%

Total amount to be raised by general rates 64,736,068 67,262,930 3.9%


1.3 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

2014/15 2015/16Change

Residential 40,194 40,194 0.0% Commercial 2,190 2,190 0.0% Industrial 775 775 0.0% Cultural and Recreational 39 39 0.0%

Total number of assessments 43,198 43,198 0.0%


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

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2015/16 Budget

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

2014/15 2015/16$ $ Change

Residential 43,403,120,000 43,403,120,000 0.0% Commercial 2,184,460,000 2,184,460,000 0.0% Industrial 600,867,000 600,867,000 0.0% Cultural and Recreational 541,560,000 541,560,000 0.0%

Total value of land 46,730,007,000 46,730,007,000 0.0%


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

Per Rateable Property


Type of Charge 2014/15 2015/16 Change$ $

Municipal 136.10 141.30 3.8% 1.7 The estimated total amount to be raised by municipal charges compared with the previous financial year

2014/15 2015/16 Change$ $

Municipal 5,879,248 6,103,877 3.8%

Type of Charge

1.8 The rate or unit amount to be levied for each type of service rate or charge under section 162 of the Act compared with the previous financial year



2014/15 2015/16 Change$ $

Waste Services - 140 litre waste bin (default) 197.50 209.25 5.9%

Waste Services - 80 litre bin 150.00 158.90 5.9% Waste Services Contribution - where waste services cannot be provided by Council

90.00 95.30 5.9%


150.00 95.30 (36.5%)

2nd waste bin - 140 litre 197.50 209.25 5.9% Additional (3rd+) garbage bin - 140 litre 410.50 434.70 5.9% Additional green waste bin - 240 litre 84.50 89.50 5.9% Additional recycling bin - 240 litre 66.00 69.90 5.9%

Type of Charge

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2015/16 Budget

1.9 The estimated total amount to be raised by each type of service rate or charge, and the estimated total amount to be raised by service rates and charges, compared with the previous financial year

2014/15 2015/16 Change$ $

Waste Services - 140 litre waste bin (default) 7,768,070 8,230,221 5.9%

Waste Services - 80 litre bin 205,350 217,534 5.9% Waste Services Contribution - where waste services cannot be provided by Council

205,290 217,379 5.9%


59,850 38,025 (36.5%)

2nd waste bin - 140 litre 153,063 166,145 8.5% Additional (3rd+) garbage bin - 140 litre 38,998 43,470 11.5% Additional green waste bin - 240 litre 29,237 31,952 9.3% Additional recycling bin - 240 litre 36,696 39,563 7.8%

Total 8,496,553 8,984,289 5.7%

Type of Charge

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

2014/15 2015/16 Change$ $

Rates and charges 78,330,869 82,351,096 5.1% Supplementary Rates & Charges 781,000 300,000 (61.6%)Incentives for prompt payment (307,425) (300,000) (2.4%)

Total 78,804,444 82,351,096 4.5%

Type of Charge

1.11 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 (2015/16: estimated $300,000, 2014/15:

$781,000) • The variation of returned levels of value (e.g. valuation appeals) • Changes in use of land such that rateable land becomes non-rateable land and vice

versa • Changes in use of land such that residential land becomes business land and vice versa • Incentives for prompt payments 2. Differential rates Bayside City Council has elected not to make a declaration of differential rates.

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2015/16 Budget

Appendix C Capital works program This appendix presents a listing of the capital works projects that will be undertaken for the 2015/16 year. The capital works projects are grouped by class and include the following:

1. Works carried forward from the 2014/15 year 2. New works for 2015/16

75

76

2015/16 BudgetAppendix CWorks carried forward from the Finance Year 2014/15

Grants Contributions

Council Cash

Borrowings Reserves Renewal Upgrade Expansion New

Council BuildingsPavilion Redevelopment Banksia Reserve (Beaumaris Sports Club) 3,200,000 755,000 700,000 0 0 1,745,000 1,920,000 640,000 0 640,000Pavillion Redevelopment Hurlingham Park Brighton East 800,000 0 0 0 0 800,000 480,000 160,000 0 160,000

Total Building 4,000,000 755,000 700,000 0 0 2,545,000 2,400,000 800,000 800,000TOTAL Property 4,000,000 755,000 700,000 0 0 2,545,000 2,400,000 800,000 800,000

Foreshore & ConservationBoat Ramp Reconstruction - Half Moon Bay Black Rock 0 20,000 0 0 0 (20,000) 0 0 0 0Storm Damage Reconstruction - Half Moon Bay Jetty 30,000 145,000 0 0 0 (115,000) 30,000 0 0 0Storm Damage Reconstruction - North Road Jetty 190,000 310,000 0 0 0 (120,000) 190,000 0 0 0

Total Foreshore & Conservation 220,000 475,000 0 0 0 (255,000) 220,000 0 0 0Total Infrastructure 220,000 475,000 0 0 0 (255,000) 220,000 0 0 0TOTAL Carried forwards 4,220,000 1,230,000 700,000 0 0 2,290,000 2,620,000 800,000 0 800,000

Capital Projects Class/ Name Project Cost

Source of Funding Asset Expenditure Type

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2015/16 BudgetAppendix CCapital Works Program - Financial Year 2015/16


Council Cash


PropertyCouncil Buildings

Pavillion Redevelopment Hurlingham Park Brighton East 1,777,751 0 0 1,777,751 0 0 1,244,426 533,325 0 0Pavillion Redevelopment Dendy Park Soccer/Cricket Brighton East 156,860 0 0 156,860 0 0 94,116 62,744 0 0Pavillion Redevelopment Brighton Beach Reserve Brighton 41,829 0 0 41,829 0 0 29,280 12,549 0 0Bayside Community Nursery Revitalisation 799,988 0 0 799,988 0 0 479,993 319,995 0 0Public Toilet - Jetty Road Foreshore 313,721 0 0 313,721 0 0 0 156,861 156,860 0Public Toilet - Whyte Street Brighton 15,686 0 0 15,686 0 0 9,411 6,275 0 0Ricketts Point Teahouse & Surrounds Consultation & Design (stage 1) 125,000 0 0 125,000 0 0 125,000 0 0 0Architectural Forward Design 78,430 0 0 78,430 0 0 47,058 15,686 0 15,686Pavilion Redevelopment Dendy Street Beach 1,568,604 0 0 1,568,604 0 0 784,302 784,302 0 0Public Toilet - Basterfield Park 261,434 0 0 261,434 0 0 0 0 0 261,434Public Toilet - Beaumaris Foreshore (between Black Rock and Rickett's Point) 20,915 0 0 20,915 0 0 0 0 0 20,915Public Toilet - Jetty Road Kiosk 70,000 0 0 0 0 70,000 0 0 0 70,000Libraries Future Development 261,434 0 0 261,434 0 0 78,430 130,717 52,287 0East Beaumaris Kindergarten Upgrade 209,147 0 0 209,147 0 0 0 104,457 52,345 52,345Netball Indoor Court - Detailed Design (Stage 1) 153,740 0 0 153,740 0 0 0 15,392 138,348 0Basketball Indoor Stadium - Detailed Design (Stage 1) 264,554 0 0 264,554 0 0 0 26,486 238,068 0External Storage Room rear of North Rd Pavilion Café 94,116 0 0 94,116 0 0 47,058 47,058 0 0Capital Project Delivery Resources 150,000 0 0 150,000 0 0 37,500 37,500 37,500 37,500Demolition of Thomas Street Scout Hall 100,000 0 0 0 0 100,000 0 100,000 0 0

Total Building 6,463,209 0 0 6,293,209 0 170,000 2,976,574 2,353,347 675,408 457,880Building Improvements

Replacement Carpet Maternal and Child Health Centres 36,601 0 0 36,601 0 0 36,601 0 0 0Replacement Carpet Brighton Library Workroom 15,686 0 0 15,686 0 0 15,686 0 0 0Office Reconfiguration East Brighton Maternal and Child Health Centre 20,915 0 0 20,915 0 0 20,915 0 0 0Environmental Sustainability Beaumaris Seniors 26,143 0 0 26,143 0 0 26,143 0 0 0

Capital Projects Class/ Name Project CostSource of Funding Asset Expenditure Type

78


Council Cash



Building Accessibility Compliance Program 108,757 0 0 108,757 0 0 54,379 54,378 0 0Sustainability / ESD Initiatives 313,721 0 0 313,721 0 0 250,977 62,744 0 0Asbestos Removal Program 313,721 0 0 313,721 0 0 313,721 0 0 0Building Security Renewals (Keys & Access Systems) 41,829 0 0 41,829 0 0 41,829 0 0 0Electrical Compliance and Renewal Program 130,717 0 0 130,717 0 0 111,109 19,608 0 0Hydraulic Equipment Unscheduled Replacements 141,174 0 0 141,174 0 0 141,174 0 0 0Public Toilet Strategy - Minor Works 52,287 0 0 52,287 0 0 0 52,287 0 0Minor Building Renewal 632,670 0 0 632,670 0 0 542,178 90,492 0 0Server Room Generator Corporate Centre 103,345 0 0 103,345 0 0 0 0 0 103,345Swipe Card Key Upgrade Program - Stage 3 33,464 0 0 33,464 0 0 0 33,464 0 0Outdoor Shade for Black Rock Activity Centre 10,457 0 0 10,457 0 0 0 10,457 0 0Scoping & Implementation of Outdoor Space at Brighton Seniors 20,000 0 0 20,000 0 0 0 0 20,000 0Air handling System Improvements Corporate Centre 184,049 0 0 184,049 0 0 0 184,049 0 0OH&S and Risk Mitigation Unscheduled Works 78,430 0 0 78,430 0 0 31,372 47,058 0 0Environmental Sustainability & Dividing Wall Hampton Seniors 41,829 0 0 41,829 0 0 20,914 20,915 0 0

Total Building Improvements 2,305,795 0 0 2,305,795 0 0 1,606,998 575,452 20,000 103,345Heritage Buildings

Kitchen Renewal Brighton Town Hall 104,574 0 0 104,574 0 0 52,287 52,287 0 0Black Rock House Stables 36,601 0 0 36,601 0 0 36,601 0 0 0Studio Renewal - Billilla Artist in Residence (AIR) 36,601 0 0 36,601 0 0 29,281 7,320 0 0Re-cladding Walls - Gallery 41,829 0 0 41,829 0 0 41,829 0 0 0New Climate Control System Brighton Town Hall Gallery 47,058 0 0 47,058 0 0 9,411 37,647 0 0Brighton Courthouse Café 50,000 0 0 50,000 0 0 0 0 0 50,000

Total Heritage Buildings 316,663 0 0 316,663 0 0 169,409 97,254 0 50,000Total Council Buildings 9,085,667 0 0 8,915,667 0 170,000 4,752,981 3,026,053 695,408 611,225TOTAL PROPERTY 9,085,667 0 0 8,915,667 0 170,000 4,752,981 3,026,053 695,408 611,225Plant and EquipmentArts & Culture

Bayside Gallery Acquisitions 30,000 0 0 30,000 0 0 0 0 30,000 0Total Arts & Culture 30,000 0 0 30,000 0 0 0 0 30,000 0

Fixtures, Fittings and FurnitureBlind and Curtain Replacement - Black Rock Civic Hall 31,372 0 0 31,372 0 0 25,097 6,275 0 0

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Council Cash



Audio Visual Renewal - Corporate Centre 35,812 0 0 35,812 0 0 28,650 0 0 7,162Audio Visual Renewal - Council Chambers & Arts Gallery 9,973 0 0 9,973 0 0 5,984 0 0 3,989Furniture and Equipment Renewal Program 83,659 0 0 83,659 0 0 83,659 0 0 0Shelving and Layout Brighton Library 60,000 0 0 60,000 0 0 0 60,000 0 0

Total Fixtures, Fittings and Furniture 220,816 0 0 220,816 0 0 143,390 66,275 0 11,151Computers and telecommunications

Information Systems 1,173,029 0 0 1,173,029 0 0 422,000 247,829 19,500 483,700Network Infrastructure 271,217 0 0 271,217 0 0 159,217 0 0 112,000

Total Computers and telecommunications 1,444,246 0 0 1,444,246 0 0 581,217 247,829 19,500 595,700Library Assets

Library Resources and Collection Renewal 395,000 0 0 395,000 0 0 395,000 0 0 0Total Library Assets 395,000 0 0 395,000 0 0 395,000 0 0 0

TOTAL PLANT AND EQUIPMENT 2,090,062 0 0 2,090,062 0 0 1,119,607 314,104 49,500 606,851Infrastructure

Road InfrastructureRoads

Annual Road Reseal and Resheet Program 1,673,177 505,406 0 1,167,771 0 0 1,673,177 0 0 0Road Reconstruction Program 627,441 0 0 627,441 0 0 627,441 0 0 0Installation of Parking Meters - Beach Road 18,000 0 0 18,000 0 0 0 0 0 18,000

Total Roads 2,318,618 505,406 0 1,813,212 0 0 2,300,618 0 0 18,000Kerb & Channel

Kerb & Channel Redesign of Yuille Street Brighton 34,509 0 0 34,509 0 0 17,255 17,254 0 0Kerb and Channel Replacement Program 555,000 0 0 555,000 0 0 555,000 0 0 0

Total Kerb & Channel 589,509 0 0 589,509 0 0 572,255 17,254 0 0Footpaths

Residential Footpath Reconstruction Program 1,750,000 0 0 1,750,000 0 0 1,750,000 0 0 0Shared Path Stability Works - 357 Beach Road Black Rock 209,147 0 0 209,147 0 0 83,659 125,488 0 0Shared Path Emergency Works 156,860 0 0 156,860 0 0 156,860 0 0 0Pram Ramp and TGSI Study: Activity Centres 25,000 0 0 25,000 0 0 0 12,500 0 12,500Activity Centre - Footpath Trading Markers 15,000 0 0 15,000 0 0 0 0 0 15,000Active Transport Facility Improvement Program 195,553 0 0 195,553 0 0 0 78,308 0 117,245Elster Creek Trail Construction: Union Street (Thomas St to Hawthorn Rd) 125,488 0 0 125,488 0 0 0 0 0 125,488

80


Council Cash



Footpath Connectivity Improvements 50,000 0 0 50,000 0 0 0 0 0 50,000Total Footpaths 2,527,048 0 0 2,527,048 0 0 1,990,519 216,296 0 320,233Road Management

Traffic Management Unscheduled Works 250,000 0 0 250,000 0 0 175,000 75,000 0 0Bicycle Facilities Improvement Program 65,000 0 0 65,000 0 0 0 0 0 65,000Dendy Street Bicycle Facility 104,574 0 0 104,574 0 0 0 73,167 0 31,407

Total Road Management 419,574 0 0 419,574 0 0 175,000 148,167 0 96,407Traffic Signals

Installation of Traffic Signals Weatherall Rd and Reserve Rd Cheltenham 240,000 0 0 240,000 0 0 0 0 0 240,000Upgrade Pedestarin Crossing with Flashing Lights, Highett Road 150,000 0 0 150,000 0 0 0 0 0 150,000

Total Traffic Signals 390,000 0 0 390,000 0 0 0 0 0 390,000Street Furniture

Activity Centre Street Furniture 150,000 0 0 150,000 0 0 60,000 45,000 0 45,000Council Public Information, Signage and Character Program 150,000 0 0 150,000 0 0 60,000 30,000 0 60,000Bicycle Signage Program 25,000 0 0 25,000 0 0 0 25,000 0 0Brighton Cultural Precinct Signage 10,000 0 0 10,000 0 0 0 0 0 10,000

Total Street Furniture 335,000 0 0 335,000 0 0 120,000 100,000 0 115,000Total Road Infrastructure 6,579,749 505,406 0 6,074,343 0 0 5,158,392 481,717 0 939,640Drainage Infrastructure

Unscheduled Drainage Renewal Works 90,000 0 0 90,000 0 0 63,000 27,000 0 0Drainage Upgrade Billson Street Brighton East 209,147 0 0 209,147 0 0 125,488 83,659 0 0Drainage Upgrade Hanby Street Easement Brighton 73,202 0 0 73,202 0 0 43,921 29,281 0 0Drainage Upgrade Michael Street Beaumaris 198,690 0 0 198,690 0 0 119,214 79,476 0 0Beach Road Black Rock (at Clock Tower) Outfall Drain 763,387 0 0 763,387 0 0 458,032 305,355 0 0Kinane Street Drain, Brighton 484,699 0 0 484,699 0 0 290,819 193,880 0 0Durrant Street , Drainage, Pavement and Street Tree Improvements 52,287 0 0 52,287 0 0 31,372 20,915 0 0Forward Drainage Design 104,574 0 0 104,574 0 0 62,744 41,830 0 0Stormwater Harvesting Project Brighton Golf Course and Dendy Park 41,829 0 0 41,829 0 0 0 0 0 41,829Kinane Street Community Water Management Project - Stage2 88,888 0 0 88,888 0 0 0 0 0 88,888Drainage Upgrade - William Street Brighton 167,318 0 0 167,318 0 0 0 0 0 167,318Drainage Upgrade - Waterloo Street Brighton 177,775 0 0 177,775 0 0 0 0 0 177,775

Total Drainage Infrastructure 2,451,796 0 0 2,451,796 0 0 1,194,590 781,396 0 475,810

81


Council Cash



Parks & RecreationSportsground Reconstruction (Construction) - Shipston Reserve 1,035,278 0 0 1,035,278 0 0 724,695 310,583 0 0Sportsground Reconstruction (Design) - Chisholm Reserve 26,143 0 0 26,143 0 0 18,300 7,843 0 0Sportsground Lighting (Construction) - Boss James Reserve 189,571 70,000 0 8,291 0 111,280 0 151,615 37,956 0Sportsground Lighting (Construction) - Simpson Reserve 189,571 70,000 0 8,291 0 111,280 0 151,615 37,956 0Sportsground Lighting (Construction) - Brighton Beach Oval 189,571 0 0 189,571 0 0 113,743 37,914 37,914 0Sportsground Lighting (Construction) - Peterson Reserve (East & West Ovals) 240,519 0 0 240,519 0 0 144,311 48,104 48,104 0Sportsground Lighting Renewal (Design) - AW Oliver Baseball Infield 10,457 0 0 10,457 0 0 6,274 4,183 0 0Sportsground Lighting Renewal (Design) - Tulip Street Baseball Infield 10,457 0 0 10,457 0 0 6,274 2,092 2,091 0Cricket Net Replacement - Moorabbin West 104,574 0 0 104,574 0 0 83,659 20,915 0 0Synthetic Green and Lighting Renewal - Brighton Beach Bowling Club 280,048 60,000 207,800 12,248 0 0 168,029 0 0 112,019Natural Grass Green Conversion Renewal - Beaumaris Bowls Club 26,562 12,817 12,583 1,162 0 0 26,562 0 0 0Sportsground Risk Management Program - 10 Year Program 60,000 0 0 60,000 0 0 42,000 18,000 0 0Playground Renewal Program (Construction) 522,868 0 0 522,868 0 0 313,721 156,860 52,287 0Playground Forward Design Program 62,744 0 0 62,744 0 0 0 0 0 62,744Elsternwick Park (Northern Section) Master Plan - Detailed Design 150,000 0 0 150,000 0 0 90,000 30,000 0 30,000Cheltenham Park Masterplan Implementation 45,000 0 0 45,000 0 0 31,500 13,500 0 0Ground Stabilisation - Dendy Park 1,359,456 0 0 1,359,456 0 0 407,836 951,620 0 0Tennis Club Synthetic Courts - Hurlingham Park 71,837 31,256 37,439 3,142 0 0 0 71,837 0 0Cricket Nets Extension (Construction) - Cheltenham Park 52,287 0 0 2,287 0 50,000 0 0 52,287 0Sportsground Lighting (Design) - Dendy Park Stage 2 10,457 0 0 10,457 0 0 0 0 0 10,457Sportsground Lighting (Design) - Hurlingham Park Ovals 1 & 2 10,457 0 0 10,457 0 0 3,137 2,091 0 5,229Masterplan Implementation Stage 2 - Hurlingham Park 387,700 0 0 0 0 387,700 0 387,700 0 0East Masterplan Implementation - Dendy Park Brighton 465,000 0 0 307,108 0 157,892 0 0 325,500 139,500Safety Golf Ball Barrier Abutting 285 South Rd - Brighton Golf Course 14,000 0 0 14,000 0 0 0 0 0 14,000Improving Dog Off-Leash Signage 25,000 0 0 25,000 0 0 12,500 5,000 0 7,500BBQ Installation - Whyte Street Reserve 27,500 0 6,000 21,500 0 0 0 0 0 27,500Fencing - William Street Reserve Oval 50,000 0 35,000 15,000 0 0 0 0 0 50,000

Total Parks & Recreation 5,617,057 244,073 298,822 4,256,010 0 818,152 2,192,541 2,371,472 594,095 458,949Foreshore & Conservation

Foreshore and Conservation Strategic Minor Renewals 65,000 0 0 65,000 0 0 65,000 0 0 0Promenade Path Programmed Renewal Works 108,160 0 0 108,160 0 0 108,160 0 0 0Foreshore Risk Management Emergent Renewals 86,528 0 0 86,528 0 0 86,528 0 0 0

82


Council Cash



Beach Access Paths Upgrade - Dendy Street Beach 203,919 0 0 203,919 0 0 203,919 0 0 0Foreshore Accessibility Study 25,000 0 0 25,000 0 0 0 25,000 0 0Design & Installation of Bench Seating - Half Moon Bay 15,000 0 0 15,000 0 0 0 0 0 15,000Public Place Recycling Upgrade on the Foreshore 85,000 0 0 85,000 0 0 42,500 42,500 0 0Green Point Masterplan Implementation 245,000 0 0 245,000 0 0 122,500 122,500 0 0Brighton Beach to Ferdinando Gardens Masterplan 80,000 0 0 80,000 0 0 0 0 0 80,000Sandringham Beach and Gardens Masterplan 80,000 0 0 80,000 0 0 0 0 0 80,000CSIRO Masterplan 40,000 0 0 0 0 40,000 0 0 0 40,000

Total Foreshore & Conservation 1,033,607 0 0 993,607 0 40,000 628,607 190,000 0 215,000Activity Centres

Dendy Street Village - NAC Streetscape Renewal Program 261,434 0 0 261,434 0 0 156,860 52,287 52,287 0Martin Street Activity Centre Brighton Masterplan Implementation Stage 2 150,000 0 0 150,000 0 0 0 0 0 150,000Martin Street - Spink Street WSUD 52,287 0 0 52,287 0 0 10,457 0 0 41,830Activity Centre Masterplan - Sandringham Village 75,000 0 0 75,000 0 0 22,500 22,500 15,000 15,000Activity Centre Masterplan - Beaumaris Concourse 125,000 0 0 125,000 0 0 50,000 25,000 25,000 25,000Activity Centre Masterplan - Hawthorn Road Village 50,000 0 0 50,000 0 0 15,000 15,000 10,000 10,000Minor Unscheduled Activity Centre Works 50,000 0 0 50,000 0 0 20,000 10,000 10,000 10,000Christmas Decorations 120,000 0 0 120,000 0 0 0 24,000 0 96,000

Total Activity Centres 883,721 0 0 883,721 0 0 274,817 148,787 112,287 347,830Off-Street Car Parks

Council Owned Car Park Renewal Program 418,294 0 0 418,294 0 0 376,465 41,829 0 0Total Off-Street Car Parks 418,294 0 0 418,294 0 0 376,465 41,829 0 0

Total Infrastructure 16,984,224 749,479 298,822 15,077,771 0 858,152 9,825,412 4,015,201 706,382 2,437,229TOTAL for Financial Year 2015/16 28,159,953 749,479 298,822 26,083,500 0 1,028,152 15,698,000 7,355,358 1,451,290 3,655,305

83



Council Cash



Pavillion Redevelopment Dendy Park Soccer/Cricket Brighton East 3,430,579 0 0 3,430,579 0 0 2,231,274 1,199,305 0 0Pavillion Redevelopment Brighton Beach Reserve Brighton 210,000 0 0 210,000 0 0 157,498 52,502 0 0Pavilion Redevelopment Cheltenham Park 170,000 0 0 170,000 0 0 127,500 42,500 0 0Pavilion Redevelopment Destructor Reserve Sandringham 72,500 0 0 72,500 0 0 54,375 18,125 0 0Public Toilet - Whyte Street Brighton 257,500 0 0 257,500 0 0 167,365 90,135 0 0Public Toilet - Southey Street Sandringham Foreshore 15,000 0 0 0 0 15,000 9,750 5,250 0 0Architectural Forward Design 108,160 0 0 108,160 0 0 70,304 18,928 0 18,928Pavilion Redevelopment Banksia Reserve (Beaumaris Sports Club) 1,664,000 0 0 1,664,000 0 0 1,081,600 291,200 0 291,200Pavilion Redevelopment Dendy Street Beach 4,094,505 500,000 1,000,000 1,458,505 0 1,136,000 2,047,253 2,047,252 0 0Public Toilet - Beaumaris Foreshore (between Black Rock and Rickett's Point) 309,000 0 0 0 0 309,000 0 0 0 309,000Public Toilet - Boss James Reserve Hampton 20,000 0 0 0 0 20,000 0 0 0 20,000Public Toilet - Jetty Road Kiosk 300,000 0 0 0 0 300,000 0 0 0 300,000East Beaumaris Kindergarten Upgrade 1,227,200 0 0 1,227,200 0 0 0 612,916 307,142 307,142Kindergarten Upgrades 200,000 0 0 200,000 0 0 0 100,000 50,000 50,000Netball Indoor Court - Detailed Design (Stage 1) 600,000 0 0 600,000 0 0 0 60,070 539,930 0Basketball Indoor Stadium - Detailed Design (Stage 1) 701,915 0 0 701,915 0 0 0 70,273 631,642 0

Total Building 13,380,359 500,000 1,000,000 10,100,359 0 1,780,000 5,946,919 4,608,456 1,528,714 1,296,270Building Improvements

Building Accessibility Compliance Program 108,000 0 0 108,000 0 0 54,000 54,000 0 0Sustainability / ESD Initiatives 312,000 0 0 312,000 0 0 265,200 46,800 0 0Asbestos Removal Program 393,702 0 0 393,702 0 0 393,702 0 0 0



84


Council Cash




Building Security Renewals (Keys & Access Systems) 56,243 0 0 56,243 0 0 56,243 0 0 0Electrical Compliance and Renewal Program 140,608 0 0 140,608 0 0 126,547 14,061 0 0Hydraulic Equipment Unscheduled Replacements 146,232 0 0 146,232 0 0 146,232 0 0 0Public Toilet Strategy - Minor Works 52,000 0 0 52,000 0 0 0 52,000 0 0Programmed Renewals For Child Services Buildings 146,000 0 0 146,000 0 0 131,400 14,600 0 0Programmed Renewals For Commercial Services Buildings 205,000 0 0 205,000 0 0 184,500 20,500 0 0Programmed Renewals For Community Services Buildings 187,000 0 0 187,000 0 0 168,300 18,700 0 0Programmed Renewals For Corporate Office Buildings 29,000 0 0 29,000 0 0 26,100 2,900 0 0Programmed Renewals For Library Services Buildings 14,000 0 0 14,000 0 0 12,600 1,400 0 0Programmed Renewals For Municipal Services Buildings 35,000 0 0 35,000 0 0 31,500 3,500 0 0Programmed Renewals For Public Amenities Buildings 22,000 0 0 22,000 0 0 19,800 2,200 0 0Programmed Renewals For Sports Facility Buildings 300,000 0 0 300,000 0 0 270,000 30,000 0 0Swipe Card Key Upgrade Program - Stage 3 150,000 0 0 150,000 0 0 0 150,000 0 0OH&S and Risk Mitigation Unscheduled Works 84,365 0 0 84,365 0 0 33,746 50,619 0 0

Total Building Improvements 2,381,150 0 0 2,381,150 0 0 1,919,870 461,280 0 0Heritage Buildings

New Climate Control System Brighton Town Hall Gallery 584,880 0 0 584,880 0 0 116,976 467,904 0 0Total Heritage Buildings 584,880 0 0 584,880 0 0 116,976 467,904 0 0

Total Council Buildings 16,346,389 500,000 1,000,000 13,066,389 0 1,780,000 7,983,765 5,537,640 1,528,714 1,296,270TOTAL PROPERTY 16,346,389 500,000 1,000,000 13,066,389 0 1,780,000 7,983,765 5,537,640 1,528,714 1,296,270

Plant and EquipmentArts & Culture


Fixtures, Fittings and FurnitureFurniture and Equipment Renewal Program 67,492 0 0 67,492 0 0 67,492 0 0 0

Total Fixtures, Fittings and Furniture 67,492 0 0 67,492 0 0 67,492 0 0 0Computers and telecommunications

Information Systems 1,052,675 0 0 1,052,675 0 0 720,608 89,377 5,220 237,470

85


Council Cash




Total Computers and telecommunications 1,052,675 0 0 1,052,675 0 0 720,608 89,377 5,220 237,470Library Assets

Library Resources and Collection Renewal 400,400 0 0 400,400 0 0 400,400 0 0 0Total Library Assets 400,400 0 0 400,400 0 0 400,400 0 0 0

TOTAL PLANT AND EQUIPMENT 1,548,689 0 0 1,548,689 0 0 1,188,500 89,377 33,342 237,470

InfrastructureRoad InfrastructureRoads

Annual Road Reseal and Resheet Program 1,462,323 252,703 0 1,209,620 0 0 1,462,323 0 0 0Road Reconstruction Program 618,675 0 0 618,675 0 0 618,675 0 0 0

Total Roads 2,080,998 252,703 0 1,828,295 0 0 2,080,998 0 0 0Kerb & Channel

Kerb and Channel Replacement Program 506,189 0 0 506,189 0 0 506,189 0 0 0Total Kerb & Channel 506,189 0 0 506,189 0 0 506,189 0 0 0Footpaths

Residential Footpath Reconstruction Program 1,856,026 0 0 1,856,026 0 0 1,856,026 0 0 0Shared Path Emergency Works 172,902 0 0 172,902 0 0 172,902 0 0 0Active Transport Facility Improvement Program 124,800 0 0 124,800 0 0 0 49,975 0 74,825Footpath Connectivity Improvements 112,488 0 0 112,488 0 0 0 0 0 112,488Bay Trail Middle Brighton Baths 250,000 0 0 250,000 0 0 0 250,000 0 0

Total Footpaths 2,516,216 0 0 2,516,216 0 0 2,028,928 299,975 0 187,313Road Management

Traffic Management Unscheduled Works 224,973 0 0 224,973 0 0 157,481 67,492 0 0Bicycle Facilities Improvement Program 67,492 0 0 67,492 0 0 0 0 0 67,492Future Bike Paths New/Upgrade Program 104,108 0 0 104,108 0 0 0 104,108 0 0

Total Road Management 396,573 0 0 396,573 0 0 157,481 171,600 0 67,492Street Furniture

Activity Centre Street Furniture 112,487 0 0 112,487 0 0 44,995 33,746 0 33,746Council Public Information, Signage and Character Program 112,487 0 0 112,487 0 0 44,995 22,497 0 44,995

86


Council Cash




Bicycle Signage Program 25,000 0 0 25,000 0 0 0 25,000 0 0Total Street Furniture 249,974 0 0 249,974 0 0 89,990 81,243 0 78,741

Total Road Infrastructure 5,749,950 252,703 0 5,497,247 0 0 4,863,586 552,818 0 333,546

Drainage InfrastructureUnscheduled Drainage Renewal Works 168,730 0 0 168,730 0 0 118,111 50,619 0 0Durrant Street , Drainage, Pavement and Street Tree Improvements 754,000 0 0 754,000 0 0 452,397 301,603 0 0Forward Drainage Design 104,000 0 0 104,000 0 0 62,400 41,600 0 0Nepean Highway Drain, Brighton East 154,500 0 0 154,500 0 0 92,700 61,800 0 0Ardoyne Street Drain, Black Rock 721,000 0 0 721,000 0 0 432,600 288,400 0 0

Total Drainage Infrastructure 1,902,230 0 0 1,902,230 0 0 1,158,208 744,022 0 0Parks & Recreation

Sportsground Reconstruction (Design) - Chisholm Reserve 994,380 0 0 994,380 0 0 745,781 248,599 0 0Sportsground Lighting Renewal (Design) - AW Oliver Baseball Infield 230,000 100,000 0 130,000 0 0 149,496 80,504 0 0Sportsground Lighting Renewal (Design) - Tulip Street Baseball Infield 230,000 100,000 0 130,000 0 0 149,496 40,252 40,252 0Sportsground Risk Management Program - 10 Year Program 62,400 0 0 62,400 0 0 46,800 15,600 0 0Playground Renewal Program (Construction) 520,000 0 0 520,000 0 0 338,000 136,500 45,500 0Playground Forward Design Program 62,400 0 0 62,400 0 0 0 0 0 62,400Elsternwick Park (Northern Section) Master Plan - Detailed Design 300,000 0 0 300,000 0 0 195,000 52,500 0 52,500Cheltenham Park Masterplan Implementation 85,000 0 0 85,000 0 0 63,750 21,250 0 0Oval Reconstruction Spring Street Reserve Sandringham 85,000 0 0 85,000 0 0 63,750 21,250 0 0Lighting Spring Street Reserve Sandringham 20,000 0 0 20,000 0 0 13,000 3,500 3,500 0Lighting Destructor Reserve Sandringham 20,000 0 0 20,000 0 0 13,000 3,500 3,500 0Cricket Net Replacement Elsternwick Park 150,000 0 0 150,000 0 0 120,000 30,000 0 0Cricket Net Replacement Tulip Street Reserve Cheltenham 5,624 0 0 5,624 0 0 4,499 1,125 0 0Cricket Net Replacement Donald McDonald Reserve Black Rock 5,624 0 0 5,624 0 0 4,499 1,125 0 0Ground Stabilisation - Dendy Park 1,438,000 0 0 1,438,000 0 0 431,399 1,006,601 0 0Sportsground Lighting (Design) - Dendy Park Stage 2 200,000 100,000 0 100,000 0 0 0 0 0 200,000Sportsground Lighting (Design) - Hurlingham Park Ovals 1 & 2 230,000 100,000 0 130,000 0 0 68,998 45,991 0 115,011Masterplan Implementation Stage 2 - Hurlingham Park 200,000 0 0 0 0 200,000 0 200,000 0 0

87


Council Cash




East Masterplan Implementation - Dendy Park Brighton 996,596 0 0 523,596 0 473,000 0 0 697,617 298,979Lighting - Dendy Park Athletics Brighton East 23,000 0 0 0 0 23,000 0 0 0 23,000

Total Parks & Recreation 5,858,024 400,000 0 4,762,024 0 696,000 2,407,468 1,908,297 790,369 751,890Foreshore & Conservation

Foreshore and Conservation Strategic Minor Renewals 67,600 0 0 67,600 0 0 67,600 0 0 0Promenade Path Programmed Renewal Works 112,486 0 0 112,486 0 0 112,486 0 0 0Foreshore Risk Management Emergent Renewals 89,989 0 0 89,989 0 0 89,989 0 0 0Public Place Recycling Upgrade on the Foreshore 10,000 0 0 10,000 0 0 5,000 5,000 0 0Future Foreshore & Conservation New/Upgrade Program 577,600 0 0 577,600 0 0 0 577,600 0 0

Total Foreshore & Conservation 857,675 0 0 857,675 0 0 275,075 582,600 0 0Activity Centres

Activity Centre Masterplan - Sandringham Village 1,000,000 0 0 1,000,000 0 0 300,000 300,000 200,000 200,000Activity Centre Masterplan - Beaumaris Concourse 50,000 0 0 50,000 0 0 20,000 10,000 10,000 10,000Activity Centre Masterplan - Hawthorn Road Village 300,000 0 0 300,000 0 0 90,000 90,000 60,000 60,000Minor Unscheduled Activity Centre Works 33,746 0 0 33,746 0 0 13,499 6,749 6,749 6,749Christmas Decorations 120,000 0 0 120,000 0 0 0 24,000 0 96,000Black Rock Activity Centre Streetscaping 75,000 0 0 75,000 0 0 22,500 22,500 15,000 15,000

Total Activity Centres 1,578,746 0 0 1,578,746 0 0 445,999 453,249 291,749 387,749Off-Street Car Parks


Total Infrastructure 16,362,625 652,703 0 15,013,922 0 696,000 9,524,736 4,282,586 1,082,118 1,473,185

TOTAL for Financial Year 2016/17 34,257,703 1,152,703 1,000,000 29,629,000 0 2,476,000 18,697,001 9,909,603 2,644,174 3,006,925

88



Council Cash



Pavillion Redevelopment Dendy Park Soccer/Cricket Brighton East 1,674,570 0 10,000 1,664,570 0 0 1,339,656 334,914 0 0Pavillion Redevelopment Brighton Beach Reserve Brighton 919,494 0 0 919,494 0 0 735,589 183,905 0 0Pavilion Redevelopment Cheltenham Park 585,133 0 0 585,133 0 0 468,106 117,027 0 0Pavilion Redevelopment Destructor Reserve Sandringham 145,000 0 0 145,000 0 0 116,000 29,000 0 0Pavilion Redevelopment William Street Reserve Brighton 42,500 0 0 42,500 0 0 34,000 8,500 0 0Pavilion Redevelopment Cheltenham Recreation Reserve 55,000 0 0 55,000 0 0 44,000 11,000 0 0Public Toilet - Southey Street Sandringham Foreshore 257,500 0 0 0 0 257,500 206,000 51,500 0 0Public Toilet - Marion Street Car Park Brighton 15,000 0 0 15,000 0 0 12,000 3,000 0 0Architectural Forward Design 112,486 0 0 112,486 0 0 89,988 11,249 0 11,249Dendy Street Beach Masterplan (Southern Terrace) 690,000 0 0 334,000 0 356,000 345,000 345,000 0 0Public Toilet - Boss James Reserve Hampton 257,500 0 0 0 0 257,500 0 0 0 257,500Public Toilet - New Street and Beach Road Hampton 20,000 0 0 20,000 0 0 0 0 0 20,000Libraries Future Development 3,244,800 0 0 3,244,800 0 0 973,438 1,622,400 648,962 0East Beaumaris Kindergarten Upgrade 1,081,600 0 0 160,856 0 920,744 0 540,198 270,701 270,701Kindergarten Upgrades 2,103,017 0 0 312,761 0 1,790,256 0 1,051,509 525,754 525,754Netball Indoor Court - Detailed Design (Stage 1) 2,200,000 0 0 2,200,000 0 0 0 220,258 1,979,742 0Basketball Indoor Stadium - Detailed Design (Stage 1) 729,992 0 0 729,992 0 0 0 73,084 656,908 0

Total Building 14,133,592 0 10,000 10,541,592 0 3,582,000 4,363,777 4,602,544 4,082,067 1,085,204Building Improvements

Building Accessibility Compliance Program 112,000 0 0 112,000 0 0 78,401 33,599 0 0Sustainability / ESD Initiatives 324,480 0 0 324,480 0 0 275,808 48,672 0 0



89


Council Cash




Asbestos Removal Program 409,450 0 0 409,450 0 0 409,450 0 0 0Building Security Renewals (Keys & Access Systems) 58,493 0 0 58,493 0 0 58,493 0 0 0Electrical Compliance and Renewal Program 146,232 0 0 146,232 0 0 131,608 14,624 0 0Hydraulic Equipment Unscheduled Replacements 152,082 0 0 152,082 0 0 152,082 0 0 0Public Toilet Strategy - Minor Works 54,080 0 0 54,080 0 0 37,856 16,224 0 0Programmed Renewals For Child Services Buildings 151,840 0 0 151,840 0 0 136,656 15,184 0 0Programmed Renewals For Commercial Services Buildings 213,200 0 0 213,200 0 0 191,880 21,320 0 0Programmed Renewals For Community Services Buildings 194,480 0 0 194,480 0 0 175,032 19,448 0 0Programmed Renewals For Corporate Office Buildings 30,160 0 0 30,160 0 0 27,144 3,016 0 0Programmed Renewals For Library Services Buildings 14,560 0 0 14,560 0 0 13,104 1,456 0 0Programmed Renewals For Municipal Services Buildings 36,400 0 0 36,400 0 0 32,760 3,640 0 0Programmed Renewals For Public Amenities Buildings 22,880 0 0 22,880 0 0 20,592 2,288 0 0Programmed Renewals For Sports Facility Buildings 312,000 0 0 312,000 0 0 280,800 31,200 0 0OH&S and Risk Mitigation Unscheduled Works 87,739 0 0 87,739 0 0 35,096 52,643 0 0

Total Building Improvements 2,320,076 0 0 2,320,076 0 0 2,056,762 263,314 0 0Total Council Buildings 16,453,668 0 10,000 12,861,668 0 3,582,000 6,420,539 4,865,858 4,082,067 1,085,204TOTAL PROPERTY 16,453,668 0 10,000 12,861,668 0 3,582,000 6,420,539 4,865,858 4,082,067 1,085,204





Information Systems 703,040 0 0 703,040 0 0 578,329 21,927 0 102,784Total Computers and telecommunications 703,040 0 0 703,040 0 0 578,329 21,927 0 102,784

Library AssetsLibrary Resources and Collection Renewal 416,416 0 0 416,416 0 0 416,416 0 0 0

90


Council Cash




Total Library Assets 416,416 0 0 416,416 0 0 416,416 0 0 0TOTAL PLANT AND EQUIPMENT 1,218,894 0 0 1,218,894 0 0 1,064,937 21,927 29,246 102,784





Residential Footpath Reconstruction Program 1,930,267 0 0 1,930,267 0 0 1,930,267 0 0 0Shared Path Emergency Works 179,818 0 0 179,818 0 0 179,818 0 0 0Active Transport Facility Improvement Program 129,792 0 0 129,792 0 0 0 51,974 0 77,818Footpath Connectivity Improvements 116,986 0 0 116,986 0 0 0 0 0 116,986





Total Street Furniture 233,970 0 0 233,970 0 0 93,587 58,493 0 81,890Total Road Infrastructure 5,693,943 252,703 0 5,441,240 0 0 5,093,222 253,835 0 346,886

Drainage InfrastructureUnscheduled Drainage Renewal Works 175,479 0 0 175,479 0 0 157,931 17,548 0 0

91


Council Cash




Kinane Street Drain, Brighton 2,174,845 0 0 2,174,845 0 0 1,823,270 351,575 0 0Durrant Street , Drainage, Pavement and Street Tree Improvements 784,160 0 0 784,160 0 0 666,533 117,627 0 0Forward Drainage Design 108,160 0 0 108,160 0 0 91,936 16,224 0 0


Sportsground Risk Management Program - 10 Year Program 64,896 0 0 64,896 0 0 51,917 12,979 0 0Playground Renewal Program (Construction) 540,800 0 0 540,800 0 0 432,640 81,120 27,040 0Playground Forward Design Program 64,896 0 0 64,896 0 0 0 0 0 64,896Elsternwick Park (Northern Section) Master Plan - Detailed Design 2,301,596 500,000 150,000 1,651,596 0 0 1,841,276 230,160 0 230,160Oval Reconstruction Spring Street Reserve Sandringham 1,034,155 0 0 1,034,155 0 0 827,325 206,830 0 0Oval Reconstruction Moorabbin West Reserve 85,000 0 0 85,000 0 0 68,000 17,000 0 0Lighting Spring Street Reserve Sandringham 200,000 100,000 0 100,000 0 0 160,000 20,000 20,000 0Lighting Destructor Reserve Sandringham 200,000 100,000 0 100,000 0 0 160,000 20,000 20,000 0Cricket Net Replacement Tulip Street Reserve Cheltenham 81,890 0 0 0 0 81,890 69,606 12,284 0 0Cricket Net Replacement Donald McDonald Reserve Black Rock 81,890 0 0 0 0 81,890 69,606 12,284 0 0Cricket Net Replacement Program Review 11,699 0 0 11,699 0 0 9,944 1,755 0 0Ground Stabilisation - Dendy Park 781,000 0 0 781,000 0 0 312,400 468,600 0 0East Masterplan Implementation - Dendy Park Brighton 374,456 0 0 51,236 0 323,220 0 0 262,119 112,337Lighting - Elsternwick Park Ovals 3 & 4 30,000 0 0 30,000 0 0 0 0 0 30,000Lighting - William Street Reserve Brighton 20,000 0 0 20,000 0 0 0 0 0 20,000

Total Parks & Recreation 5,872,278 700,000 150,000 4,535,278 0 487,000 4,002,714 1,083,012 329,159 457,393Foreshore & Conservation

Foreshore and Conservation Strategic Minor Renewals 70,304 0 0 70,304 0 0 70,304 0 0 0Promenade Path Programmed Renewal Works 116,985 0 0 116,985 0 0 116,985 0 0 0Foreshore Risk Management Emergent Renewals 93,589 0 0 93,589 0 0 93,589 0 0 0Future Foreshore & Conservation New/Upgrade Program 611,104 0 0 611,104 0 0 0 611,104 0 0


Activity Centre Masterplan - Sandringham Village 170,000 0 0 170,000 0 0 68,000 43,714 29,143 29,143

92


Council Cash




Activity Centre Masterplan - Beaumaris Concourse 371,558 0 0 371,558 0 0 148,622 74,312 74,312 74,312Activity Centre Masterplan - Hawthorn Road Village 200,000 0 0 200,000 0 0 80,000 51,428 34,286 34,286Minor Unscheduled Activity Centre Works 35,096 0 0 35,096 0 0 14,039 7,019 7,019 7,019Black Rock Activity Centre Streetscaping 50,000 0 0 50,000 0 0 20,000 12,858 8,571 8,571Highett Activity Centre Streetscaping 35,000 0 0 35,000 0 0 14,000 9,000 6,000 6,000

Total Activity Centres 861,654 0 0 861,654 0 0 344,661 198,331 159,331 159,331Off-Street Car Parks


Total Infrastructure 16,995,141 952,703 150,000 15,405,438 0 487,000 12,850,521 2,692,520 488,490 963,610

TOTAL for Financial Year 2017/18 34,667,703 952,703 160,000 29,486,000 0 4,069,000 20,335,997 7,580,305 4,599,803 2,151,598

93



Council Cash



Pavillion Redevelopment Brighton Beach Reserve Brighton 1,669,948 0 0 1,669,948 0 0 1,335,946 334,002 0 0Pavilion Redevelopment Cheltenham Park 1,522,810 0 10,000 1,512,810 0 0 1,218,248 304,562 0 0Pavilion Redevelopment Destructor Reserve Sandringham 1,834,713 100,000 10,000 1,724,713 0 0 1,467,770 366,943 0 0Pavilion Redevelopment William Street Reserve Brighton 85,000 0 0 85,000 0 0 68,000 17,000 0 0Pavilion Redevelopment Cheltenham Recreation Reserve 110,000 0 0 110,000 0 0 88,000 22,000 0 0Pavilion Redevelopment Chisholm Reserve Sandringham 42,500 0 0 42,500 0 0 34,000 8,500 0 0Pavilion Redevelopment Boss James Reserve Hampton 55,000 0 0 55,000 0 0 44,000 11,000 0 0Public Toilet - Marion Street Car Park Brighton 281,377 0 0 281,377 0 0 196,964 84,413 0 0Public Toilet - Table Rock Point Beaumaris Foreshore 15,000 0 0 0 0 15,000 10,500 4,500 0 0Public Toilet - Lyle Anderson Reserve Hampton 15,000 0 0 0 0 15,000 10,500 4,500 0 0Architectural Forward Design 116,985 0 0 116,985 0 0 81,889 17,548 0 17,548Public Toilet - New Street and Beach Road Hampton 281,377 0 0 281,377 0 0 0 0 0 281,377Libraries Future Development 2,249,728 0 0 2,249,728 0 0 674,917 1,124,864 449,947 0Kindergarten Upgrades 925,445 0 0 925,445 0 0 0 462,723 231,361 231,361Netball Indoor Court - Detailed Design (Stage 1) 2,200,000 0 0 2,200,000 0 0 0 220,258 1,979,742 0

Total Building 11,404,883 100,000 20,000 11,254,883 0 30,000 5,230,734 2,982,813 2,661,050 530,286Building Improvements

Building Accessibility Compliance Program 116,000 0 0 116,000 0 0 58,001 57,999 0 0Sustainability / ESD Initiatives 337,459 0 0 337,459 0 0 286,840 50,619 0 0Asbestos Removal Program 425,828 0 0 425,828 0 0 425,828 0 0 0Building Security Renewals (Keys & Access Systems) 60,833 0 0 60,833 0 0 60,833 0 0 0



94


Council Cash




Electrical Compliance and Renewal Program 152,082 0 0 152,082 0 0 129,269 22,813 0 0Hydraulic Equipment Unscheduled Replacements 158,165 0 0 158,165 0 0 158,165 0 0 0Public Toilet Strategy - Minor Works 56,243 0 0 56,243 0 0 33,746 22,497 0 0Programmed Renewals For Child Services Buildings 157,914 0 0 157,914 0 0 134,227 23,687 0 0Programmed Renewals For Commercial Services Buildings 221,728 0 0 221,728 0 0 188,469 33,259 0 0Programmed Renewals For Community Services Buildings 202,259 0 0 202,259 0 0 171,920 30,339 0 0Programmed Renewals For Corporate Office Buildings 31,366 0 0 31,366 0 0 26,661 4,705 0 0Programmed Renewals For Library Services Buildings 15,142 0 0 15,142 0 0 12,871 2,271 0 0Programmed Renewals For Municipal Services Buildings 37,856 0 0 37,856 0 0 32,178 5,678 0 0Programmed Renewals For Public Amenities Buildings 23,795 0 0 23,795 0 0 20,226 3,569 0 0Programmed Renewals For Sports Facility Buildings 324,480 0 0 324,480 0 0 275,808 48,672 0 0OH&S and Risk Mitigation Unscheduled Works 91,250 0 0 91,250 0 0 36,500 54,750 0 0

Total Building Improvements 2,412,400 0 0 2,412,400 0 0 2,051,542 360,858 0 0Total Council Buildings 13,817,283 100,000 20,000 13,667,283 0 30,000 7,282,276 3,343,671 2,661,050 530,286TOTAL PROPERTY 13,817,283 100,000 20,000 13,667,283 0 30,000 7,282,276 3,343,671 2,661,050 530,286





Information Systems 731,616 0 0 731,616 0 0 601,837 22,818 0 106,961Total Computers and telecommunications 731,616 0 0 731,616 0 0 601,837 22,818 0 106,961

Library AssetsLibrary Resources and Collection Renewal 433,073 0 0 433,073 0 0 433,073 0 0 0

Total Library Assets 433,073 0 0 433,073 0 0 433,073 0 0 0TOTAL PLANT AND EQUIPMENT 1,268,105 0 0 1,268,105 0 0 1,107,910 22,818 30,416 106,961

95


Council Cash








Residential Footpath Reconstruction Program 2,007,478 0 0 2,007,478 0 0 2,007,478 0 0 0Shared Path Emergency Works 187,011 0 0 187,011 0 0 187,011 0 0 0Active Transport Facility Improvement Program 134,984 0 0 134,984 0 0 0 54,054 0 80,930Footpath Connectivity Improvements 121,665 0 0 121,665 0 0 0 0 0 121,665





Total Street Furniture 243,330 0 0 243,330 0 0 97,331 60,833 0 85,166Total Road Infrastructure 5,921,702 252,703 0 5,668,999 0 0 5,260,452 300,489 0 360,761

Drainage InfrastructureUnscheduled Drainage Renewal Works 182,498 0 0 182,498 0 0 127,749 54,749 0 0Forward Drainage Design 112,486 0 0 112,486 0 0 67,491 44,995 0 0Bath Street Drain, Sandringham 32,782 0 0 32,782 0 0 19,669 13,113 0 0

96


Council Cash




Cheltenham Recreation Reserve Drain (MacKenzie Street), Cheltenham 229,473 0 0 229,473 0 0 137,684 91,789 0 0Were Street Drain, Brighton 65,564 0 0 65,564 0 0 39,338 26,226 0 0Champion Street Drain, Brighton 188,495 0 0 188,495 0 0 113,097 75,398 0 0North Road Drain, Brighton 764,909 0 0 764,909 0 0 458,945 305,964 0 0Victory Street Drain, Sandringham 218,545 0 0 218,545 0 0 131,127 87,418 0 0


Sportsground Risk Management Program - 10 Year Program 67,492 0 0 67,492 0 0 53,994 13,498 0 0Playground Renewal Program (Construction) 562,432 0 0 562,432 0 0 393,703 126,547 42,182 0Playground Forward Design Program 67,492 0 0 67,492 0 0 0 0 0 67,492Elsternwick Park (Northern Section) Master Plan - Detailed Design 5,108,788 500,000 1,000,000 3,043,788 0 565,000 3,538,560 785,114 0 785,114Oval Reconstruction Moorabbin West Reserve 1,075,521 0 0 1,075,521 0 0 860,417 215,104 0 0Oval Reconstruction Hampton Peterson Street Reserve East 75,000 0 0 75,000 0 0 60,000 15,000 0 0Ground Stabilisation - Dendy Park 1,822,000 0 0 1,822,000 0 0 546,599 1,275,401 0 0Lighting - Dendy Park Athletics Brighton East 230,000 0 0 0 0 230,000 0 0 0 230,000Lighting - Elsternwick Park Ovals 3 & 4 300,000 100,000 0 0 0 200,000 0 0 0 300,000Lighting - William Street Reserve Brighton 200,000 100,000 0 0 0 100,000 0 0 0 200,000

Total Parks & Recreation 9,508,725 700,000 1,000,000 6,713,725 0 1,095,000 5,453,273 2,430,664 42,182 1,582,606Foreshore & Conservation

Foreshore and Conservation Strategic Minor Renewals 73,116 0 0 73,116 0 0 73,116 0 0 0Promenade Path Programmed Renewal Works 121,665 0 0 121,665 0 0 121,665 0 0 0Foreshore Risk Management Emergent Renewals 97,333 0 0 97,333 0 0 97,333 0 0 0Future Foreshore & Conservation New/Upgrade Program 635,548 0 0 635,548 0 0 0 635,548 0 0


Activity Centre Masterplan - Beaumaris Concourse 917,165 0 0 917,165 0 0 366,866 183,433 183,433 183,433Minor Unscheduled Activity Centre Works 36,500 0 0 36,500 0 0 14,600 7,300 7,300 7,300Black Rock Activity Centre Streetscaping 1,124,864 0 0 1,124,864 0 0 337,459 337,459 224,973 224,973Highett Activity Centre Streetscaping 150,000 0 0 150,000 0 0 45,000 45,000 30,000 30,000

97


Council Cash




Total Activity Centres 2,228,529 0 0 2,228,529 0 0 763,925 573,192 445,706 445,706Off-Street Car Parks


Total Infrastructure 20,831,315 952,703 1,000,000 17,783,612 0 1,095,000 13,269,815 4,684,539 487,888 2,389,073

TOTAL for Financial Year 2018/19 35,916,703 1,052,703 1,020,000 32,719,000 0 1,125,000 21,660,001 8,051,028 3,179,354 3,026,320

98

2015/16 Budget

Appendix DFees and charges schedule

Description of FeeUnit Fee

Rate2014/15

(GST Incl)2015/16

(GST Incl)CORPORATE CENTRE - General ChargesPlan printing & photocopyingA1 Per Page $15.60 $16.50A3 Per Page $1.10 $1.15A4 Per Page $0.80 $0.85

CORPORATE SERVICESFinanceLand information certificates Per Certificate $20.00 $20.00Land information certificate service fee - urgent Per Certificate $70.00 $75.00Archival rating search or history over 7 years Per Hour or

PartN/A $50.00

Residency statement Per Statement N/A $25.00Change of street address Per Property N/A Lesser of $100

per address or $500 per

development. Exemption

where address is being updated to

conform with Australian Standard

Credit Card surcharge - for payment over $10,000 excluding payment of rates

1.5% of total payment

N/A 1.5% of total payment

GovernanceCharges levied under Freedom of Information ActApplication fee Per Application $26.50 TBA

If access to the document to which the request is given in the form of a provision of a black and white photocopy of the document a charge in respect of the number of pages of photocopy provided to the applicant. If (A) the request relates to a document other than a document in relation to which a charge is applicable under item 3; and (B) access is given in the form of a provision of a copy of the document- a charge for the copy provided to the applicant.

Per Request $0.35 plus $6.00 admin

$0.35 plus $6.00 admin

If (A) the request relates to a document which is an article or thing from which sounds or visual images are capable of being produced; and (B) access is given in the form of arrangements to hear or view those sounds or visual images in addition to a charge in respect of the supervision time under item 2.

Per Request The reasonable costs incurred by

the agency in making the

arrangements to listen to or view

(supervision charges also

apply)

The reasonable costs incurred by

the agency in making the

arrangements to listen to or view

(supervision charges also

apply)

99

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)If (A) the request relates to a document by which words are recorded in a manner in which they are capable of being reproduced in the form of sound in which words are contained in the form of shorthand writing or in codified form; and (B) access is given in the form of the provisions of a written transcript (with or without deletions) of the words recorded or contained in the document - a charge in respect of the production of a written transcript.


the agency in providing the

written transcript.



written transcript.

If the request is in respect of information that is not available in discrete form in documents of the agency and the agency could produce a written document by – the use of a computer or other equipment that is ordinarily available to the agency for retrieving or collating stored information; or by making a transcript from a sound recording held in the agency – a charge in respect of the production of a written document.



written document.



written document.

Failure to Vote - Fine Per Person $70.00 $70.00

Commercial ServicesBathing boxesIt should be noted that declared rates, municipal charge and waste management service (as required) are levied on;Domestic use / bathing boxes Per Annum $772.00 $812.00Application fee to transfer (non-refundable) Per Transfer $250.00 $265.00Transfer fee Per Transfer $315.00 $332.00

Leasing chargesMinimum annual rental for leases to community not for profit groups

Per Annum $305.00 $320.00

Annual ground rental per tennis court for tennis clubs (A Grade facility - regional facility, multiple floodlit courts & clubhouse, significant social rooms.)

Per Annum $882.00 $929.00

Annual ground rental per tennis court for tennis clubs (B Grade facility - local tennis facility, some or no floodlit courts, basic club house.)

Per Annum $353.00 $372.00

Annual ground rental per rink for bowling clubs Per Annum $98.00 $103.00

INFRASTRUCTURE SERVICESCity WorksGeneral chargesKey deposit Per Key $69.50 $50.00Loss of key Per Key cost of locksmith

to rekey + $31.50 Admin

fee

cost of locksmith to rekey +

$33.00 Admin fee

Corps de Commissionaire Full Cost Full cost to user Full cost to user

Cleaning Full Cost Full cost to user Full cost to user

100

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)

Road reinstatementRoadwaysConstructed deep lift (100 mm) per sq.m - $100 min Per Sq Metre $151.50 $159.10Constructed crushed rock base - per sq.m - $70 min Per Sq Metre $134.50 $141.25

Footpaths and vehicle crossingsAsphalt per sq.m - $100 min Per Sq Metre $70.50 $74.00Concrete 75mm thick per sq.m - $180 min Per Sq Metre $153.50 $161.50Concrete 100 to 150mm thick per sq.m - $200 min Per Sq Metre $174.50 $183.50Asphalt service reinstatement per sq.m - $100 min Per Sq Metre $137.50 $144.50Plinth board per lin. metre Per Linear

Metre$31.50 $33.00

Redundant crossover reinstatement per sq.m Per Sq Metre $112.50 $118.00Brick pavers per sq.m - $100 min Per Sq Metre $139.50 $146.50Asphalt vehicle crossings per sq.m - $125 min Per Sq Metre $174.50 $183.00

Kerb and channelConcrete kerb & channel per linear metre - $200 min Per Linear

Metre$153.50 $161.00

Bluestone pitchers existing per linear metre - $200 min Per Linear Metre

$145.00 $152.00

Private reinstatementsReinstatement costs Refer road

reinstatementsRefer road

reinstatements

Subdivision fees - (Subdivision (Permit and Certification Fees) Regulations 2000

Plan checkingPer Application 0.75% of value

of works0.75% of value

of works

Construction supervisionPer Application 2.5% of value of

works2.5% of value of

works

Infrastructure AssetsRoad opening permit Per Permit $159.50 $198.60

DrainageDrain tappings - inspection fee Per Inspection $68.58 $72.00Drain tappings - drainage within the road reserve inspection fee Per Inspection $159.50 $167.50

Vehicle crossing permitAdmin & Inspection fee existing crossover Per Inspection $159.50 $167.50Reinspection fee - general Per Inspection $127.50 $133.90Building over an easement vested in Council Per Permit $319.50 $335.50

Asset Protection Asset protection fee Per Permit $232.50 $245.00

101

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)

Road occupation permit (eg. hoarding permit)Permit fee Per Permit $218.00 $229.00Occupation fee per sq.metre/week Per Sq Metre $9.00 $9.50Work Zones per sq.metre/week Per Sq Metre $9.00 $9.50Security deposit per square metre. Per Sq Metre $27.00 $28.50Crane permit Per Permit $219.50 $230.00

Road closure/part road closureFirst day First Day $409.50 $430.00Second & subsequent days Additional Day $103.50 $108.70Charity and Community Groups

Legal point of discharge Per Application $60.50 $60.50

Other Civil Works (Permit & Certification Fees) 3.25% of the estimated cost of constructing

the works proposed on

approved engineering

plans

3.25% of the estimated cost of constructing the works proposed

on approved engineering

plans

Amenity ProtectionA Penalty Unit is fixed by the treasurer annually under section 5 of the Monetary Unit Act 2004.

Local LawsLocal Law 1 to 5 penalty

units1 to 5 penalty

unitsSkip Bins <2 metre $111.00 $125.00

>2 metre $111.00 $125.00Pod storage containers - 7 days Small $111.00 $117.00Shipping containers - private land Per Container $122.00 $132.00Impounded shopping trolleys - release fee Per Trolley $199.00 $210.00Boat Ramp Key - Deposit Per Key $120.00 $135.00Parking infringements Section 87(4) Road Safety Act 1986 Per

Infringement"RSA 1986" - Permissive (Exceeding Time Limits) Per

InfringementTicket machine parking in beach park - day ticket

Per Day Ticket$15.50 $16.00

Ticket machine parking in beach park - per hour Per Hour $5.00 $5.00Ticket machine parking in beach park - 4 hour ticket Per 4 hours $11.50 $12.00Environment Protection Act 1970 Per

Infringement1 to 12 penalty

units1 to 12 penalty

unitsImpounded cars Per Car $441.00 $460.00Roadside trading Per Permit $405.00 $428.00Impounded skip bins - release fees Per Bin $348.00 $366.00Impounded works equipment - release fees Per Lot $348.00 $366.00

Maximum mandatory

value

Maximum mandatory

value

102

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)Collection and soliciting from footways house to house - Registered Charities and Community Groups

Per Permit $0.00 $0.00

Collection and soliciting from footways house to house Per Permit $357.00 $410.00Car spaces for events - November - March Per Car Space $15.50 $16.00

Car spaces for events - April - October Per Car Space $7.50 $8.00

Impounded dog release fees Per Dog $148.00 $155.00Impounded cat release fees Per Cat $79.00 $85.00Released to owner - Dog Per Dog $92.00 $96.50Released to owner - Cat Per Cat $59.00 $62.00Local law permit application unless specified Per Permit $111.00 $116.00Local law permit application unless specified - Registered Charities and Community Groups

Per Permit $0.00 $0.00

Visitors resident parking permit Per Permit $61.00 $64.50Tradesperson's Parking Permit Per Parking

Bay$51.00 $54.00

Excess animal permit - existing permits Per Permit $38.00 $40.00Excess animal permit - new applications Per Permit $83.00 $90.00Unusual animal permit - existing permits Per Permit $59.00 $63.00Unusual animal permit - new applications Per Permit $83.00 $90.00Additional beach parking permit Per Permit $200 for 3 years

proposed. Pro-rata rate applies

for permits issued during

the 3 year cycle - $16.65 per

quarter or part thereof.

$200 for 3 years proposed. Pro-rata rate applies

for permits issued during the

3 year cycle - $16.65 per

quarter or part thereof.

Impounding Livestock Act Per Infringement

2 to 4 penalty units.

2 to 4 penalty units.

Domestic Animals Act 1994 Per Infringement

.5 to 5 penalty units

.5 to 5 penalty units

Animal registrationAnimal Registration Levy Per Dog $3.50 $3.50Animal Registration Levy Per Cat $2.00 $2.00Dog - maximum fee Per Dog $200.00 $205.00Dog - reduced fee Per Dog $68.00 $71.00Cat - maximum fee Per Cat $101.00 $106.00Cat - reduced fee Per Cat $35.00 $36.00Registered premises Per Premises $205.00 $216.00Pensioner rate Per Animal 50% of all fees. 50% of all fees."Promotional Events" Only charge for

Animal Registration Levy,Free

Registration

Only charge for Animal

Registration Levy,Free

Registration

103

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)A 50% pro-rata fee for animal registrations due from 10 October each year. No fee payable for registrations due after 10 January each year.

Per Animal Animal Registration

Levy plus half price

Registration

Animal Registration


RegistrationRefund one half of registration fee if cancelled before 10 October each year

Per Animal Animal Registration


Registration

Animal Registration


RegistrationRecording owner details from animal register Per Record $24.50 $26.00Local Law and Planning prosecutions Per

InfringementUp to 100

penalty unitsUp to 100

penalty units

InvestigationsGoods, signs on footwaysAnnual permit - "A" frame sign Per Permit $280.00 $300.00Goods on footpath Per Permit $432.00 $455.00Tables and chairs on footways per table (1st & 2nd) & chairs (up to 4 chairs)

Per Lot $300.00 $316.00

Tables and chairs on footways per table (3rd & 4th) & chairs (up to 4 chairs)

Per Lot $499.00 $526.00

Tables and chairs on footways per table (5th & 6th) & chairs (up to 4 chairs)

Per Lot $680.00 $717.00

Tables and chairs on footways per table (> 6) & chairs (up to 4 chairs)

Per Lot $870.00 $916.00

A 50% surcharge, calculated on fees for tables & chairs, will apply for those housed in permanent structures / facilities

Per Lot

Application processing fee (new/transfer) Per Application $66.00 $70.00

Impounded goods/signs - release fees Per Release plus cost per

item

$201.00 $215.00

Impounded tables, chairs & barriers - release fees Per Release plus cost per

item

$201.00 $215.00

Application for a permit to prune a tree under Council tree protection local law. The application fee will be waived where the cutting, trimming or pruning will: (a) be carried out by a qualified arborist in accordance with Australian Standard 4373 - Pruning of Amenity Trees (2007); and (b) only remove dead and/or not more than 10% of live foliage mass. First two trees.

First Two Trees

$84.00 $90.00

Each additional tree Per Additional Tree

$22.50 $24.00

Application for a permit to remove a tree under Council tree protection local law. First two trees.

First Two Trees

$168.00 $178.00

Each additional tree Per Additional Tree

$44.50 $47.00

104

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)

Environmental HealthFood Act 1984 Per

Infringement2-10 penalty

units2-10 penalty

unitsPublic Health & Wellbeing Act 2008 Per

Infringement4-12 penalty

units4-12 penalty

unitsFood premises - Category one; nursing homes/aged care centres, child care centres, hospitals, special accommodation, meals on wheels

Per Premises $575 plus $16.00 for each staff member (in

excess of 5 staff) plus a 50%

late payment fee.

$575 plus $17.00 for each staff member (in excess of 5 staff) plus a 50% late payment fee.

Food premises - Category two; food manufacturers high risk foods, supermarkets,hotels,food kitchens, caterers, restaurants, bakery, cake sales, cafes, takeaways, delicatessens, food canteens (high risk), juice bars, function centres, bed and breakfast (high risk), mobile food vehicles (high risk), sporting clubs (high risk)



late payment fee.


Food premises - Category three; fruit and vegetable sales, convenience stores, ice cream sales, food canteens (low risk), food manufacturers (low risk), mixed businesses, cake decorators, sporting clubs (low risk), kiosks, health food stores, mobile food vehicles (low risk), bed and breakfast (low risk)



late payment fee.


Food premises - Category four; liquor shops, low risk packaged food only, community groups operating at community events.

Per Premises No charge - notification only

No charge - notification only

Food premises - category five; temporary food premises for one off promotional, festival and other events not otherwise covered, packaged food >2m2 and/or requiring food safety plans, school canteens.

Per Premises $145.00 $154.00

Food premises - category six; temporary food premises for festivals and other community events not otherwise covered.

Per Premises $80.00 $85.00

Community groups as defined by Department of Health receive 50% reduction on applicable fee.

Per Premises Various Various

Registration transfer fee (food and public health and wellbeing acts)

Per Application 50% of applicable fee

50% of applicable fee

Transfer enquiry - inspection and written report (including solicitors enquiries) - 10 day turnover

Per Inspection & Report

$231.00 $245.00

Transfer enquiry - inspection and written report (including solicitors enquiries) - fast track 4 day turnover

Per Inspection & Report

$475.00 $500.00

Food temperature thermometers Per Thermometer

$55.00 $60.00

105

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)Prescribed accommodation Per Premises $215 for 4

apartments plus $16 per

additional apartment plus a

50% late payment fee

$225 for 4 apartments plus

$16 per additional

apartment plus a 50% late

payment feeHostels - up to 10 boarders First 10

Boarders$235.00 $250.00

Hostels - 11-20 boarders 11-20 Boarders

$290.00 $305.00

Hostels - each additional boarder Per Additional Boarder

$18.00 $18.00

Hotels/motels - up to 20 units Per Hotel/ Motel

$395.00 $418.00

Hotels/motels - up to 60 units Per Hotel/ Motel

$445.00 $470.00

Hotels/motels - more than 60 units Per Hotel/ Motel

$460.00 $490.00

Plus a 50% late payment fee Per Hotel/ Motel

50% late payment fees

50% late payment fees

Hairdressers/beauty parlours Per Premises $180.00 $185.00Skin penetration Per Premises $180.00 $185.00Plus a 50% late payment fee Per PremisesDual premises Per Premises $235.00 $250.00Plus a 50% late payment fee Per PremisesPart registration fees Pro-rata on a

Quarterly basisPro-rata on a

quarterly basisPro-rata on a

quarterly basis

New food premises applications Per Application $360.00 $375.00

New health premises applications Per Application $210.00 $220.00

Additional/Out of sequence premises inspection fee Per Inspection $100.00 $110.00Syringe containers for bayside businesses (Personal care and body art)

Per Container N/A $20.00

Syringe containers for Bayside residents (diabetics) Per Container No charge for residents

No charge for residents

Grey water application Per Application $370.00 $390.00

CITY STRATEGYStatutory PlanningPlanning applications Per Application As Per

RegulationsAs Per

RegulationsCertificate of compliance Per Application As Per

RegulationsAs Per

RegulationsSubdivision fees Per Application As Per

RegulationsAs Per

RegulationsDemolition under Section 29A Per Application As Per

RegulationsAs Per

RegulationsProperty enquiries/plan search - Commercial Per Enquiry $210.00 $220.00

106

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)Property enquiries/plan search - Residential Per Enquiry $175.00 $185.00Written request for general planning advice Per Enquiry $105.00 $110.00Drafting of section 173 agreements (domestic) Per Agreement $750.00 $1,100.00

Ending of section 173 agreements (domestic) Per Agreement $750.00 $1,100.00

Notice of application on behalf of applicant (Notification fees) Per Letter $10.50 $11.00Notice of application on behalf of applicant (Notification fees) - Site sign

Per Sign $52.50 $55.00

Notice of application on behalf of applicant (Notification fees) - Notice in local paper

Per Notice At cost plus $100

At cost plus $105

Extension of time for expired permits Per Permit $450.00 $475.00Requests for amendments to plans known as Secondary Consent - any number of changes

Per Request $475.00 $500.00

Requests for amendments to plans known as Secondary Consent - retrospective applications

Per Request $525.00 $550.00

Application to remove native vegetation Per Application Refer to applicable fee

under investigations

Refer to applicable fee

under investigations

Refund of planning feesCancellation of application pre registration Per Application Full refund Full refund

Cancellation of application post registration Per Application No refund except at

discretion of Manager Statutory

Planning (to cover

administrative error, etc.).

No refund except at discretion of

Manager Statutory

Planning (to cover


Cancellation after direction to advertise but before commenced Per Application No refund except at


Planning (to cover



Manager Statutory

Planning (to cover


Cancellation after advertising commenced Per Application No refund except at


Planning (to cover



Manager Statutory

Planning (to cover


107

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)Building SurveyingProperty information Certificate (Reg 326) Per Application Set by Vic.

Building Authority

Set by Vic. Building Authority

Property information Certificate (Reg 326) Fast Track Fee Per Application $50.00 $55.00

Lodgement fees for works $5,000 or more Per Application Set by Vic. Building Authority


Building inspectionsOut of hours building inspections. Per Inspection $230.00 $230.00Additional Inspections Per Inspection $155.00 $155.00

Variations to Council Issued Building Permits Class 1 and 10 - minimum fee/dependent on extent of change Per Permit $230.00 $230.00

Class 2-9 - minimum fee/dependent on extent of change Per Permit $405.00 $405.00Extension of time - building permit (prior to permit expiring) Per Permit $210.00 $210.00Renewal of a building permit (no change in plans) Per Permit $230.00 $300.00

Council Building Permit ApplicationsClass 1 & 10 (domestic)Building Works (excluding demolitions and pools) <$12K Per Permit $450.00 $600.00Building Works (excluding demolitions and pools) $12K-$20K Per Permit $450.00 $800.00

Building Works (excluding demolitions and pools) $20K-$50K Per Permit $870.00 $900.00

Building Works (excluding demolitions and pools) $50K-$100K Per Permit $870.00 $1,400.00

Building Works (excluding demolitions and pools) $100K-$500K Per Permit $1,270.00 $2,000.00

Building Works (excluding demolitions and pools) $500K-$1.5M Per Permit $3,183.00 $5,000.00

Building Works (excluding demolitions and pools) >$1.5M Per Permit $4,870.00 $7,000.00Swimming pools or spa using isolated safety fencing Per Permit $640.00 $900.00Demolitions Per Permit $870.00 $913.50

Class 2-9 (Commercial / Industrial)Building Works (excluding demolitions) <$12K Per Permit $445.00 $800.00Building Works (excluding demolitions) $12K-$20K Per Permit $900.00 $955.00Building Works (excluding demolitions)$20K-$50K Per Permit $1,280.00 $1,345.00Building Works (excluding demolitions) $50K-$100K Per Permit $1,280.00 $1,770.00Building Works (excluding demolitions) $100K-$500K Per Permit $1,280.00 $4,240.00Building Works (excluding demolitions) $500K-$1.5M Per Permit $1,280.00 $6,000.00Building Works (excluding demolitions) >$1.5M Per Permit $1,280.00 $8,350.00

108

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)

Places of public entertainmentOccupancy permit0-2,000 participants (incl 2 inspections) Per Permit $442.00 $500.002,001-10,000 (incl 2 inspections) Per Permit $890.00 $1,000.0010,001-20,000 (incl 2 inspections) Per Permit $1,600.00 $2,000.00

Siting Permits1 structure (incl 1 insp) Per Permit $442.00 $500.00per additional structure Per Structure $55.00 $60.00additional inspection Per Inspection $105.00 $120.00

Other servicesCopies of building plans (plan searches) on a CD or via email- Archives - Residential

Per Application $230.00 $240.00

Copies of building plans (plan searches) - on a CD or via email - Archives - Commercial


Building plans (plan searches) - To view only Residential files Per Application $115.00 $120.00

Building plans (plan searches) - To view only Commercial files Per Application $175.00 $185.00

Copies of building permit (without plans), occupancy permit, final certificate or building permit documents


Copy of A1 plan Per Page $7.00 $8.00Copy of A0 plan Per Page $10.00 $12.00Advertising associated with report and consent applications Per Advertised

Property$65.00 $70.00

Application to the MBS for concessions in conjunction with a building permit (Regulations 608, 609, 613 and 1011)


Application for adjoining property owner details pertaining to applications to Council for report and consent under Part 4 of the Building Regulations 2006

Per Request $40.00 $45.00

Application for adjoining property owner details pertaining to regulation 602 of the Building Regulations 2006

Per Request $40.00 $45.00

Consideration by Council of an application for a building permit referred to it under Part 4,5 or 8 of the Building Regulations 2006 or under regulation 604(4) for report and consent.

Per Regulation Set by Vic. Building Authority


Application for Council comments (for illegal building work) per regulation

Per Regulation $330.00 $350.00

Application to vary or amend a Council report & consent decision (minor nature only)

Per Amended Regulation

$150.00 $165.00

Fee for an application that accepts an offer made on a report & consent decision


Application for an extension of time to act on a Report & Consent decision (must be made within 15 months of the decision date)


109

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)

Refund of building feesBuilding permit application (checked but not decided)-Lapsed -Cancelled at request of applicant

Per Application Refund 50% of building permit

application fee & 100% of

government levies and

lodgement fee.

Refund 50% of building permit

application fee & 100% of

government levies and

lodgement fee.Building permit application (permit issued but work not commenced)-Lapsed -Cancelled at request of applicant

Per Application Refund 25% of building permit application fee

Refund 25% of building permit application fee

Council consent and report application (assessed but not decided)-Lapsed -Cancelled at request of applicant

Per Application Refund 20% of application fee

Refund 20% of application fee

Plan searches-Information searched but unable to be located Per Search Refund 50% of

application feeRefund 50% of application fee

Urban StrategyRequest for re-zoning/planning scheme amendment fee Per Request $798.00 $798.00Request for re-zoning/planning scheme amendment fee / consideration of Submissions and Panel

Per Request $798.00 $798.00

Request for re-zoning/planning scheme amendment fee / Adoption and Approval

Per Request $524.00 $524.00

Cost recovery for Privately Requested Amendments (includes Panel costs, Advertising costs, Section 173 Agreement preparation, etc)

Per Agreement,

dependent on course of

Amendment request

Full cost recovery

Full cost recovery

Consultant & staff reports (hard copy) <50 pages <50 Pages $16.00 $17.00Consultant & staff reports (hard copy) 50 to 100 pages 50 to 100

Pages$31.00 $32.50

Consultant & staff reports (hard copy) >100 pages >100 Pages $47.00 $49.50

Bayside Business Network Membership (effective January to December each year)General Membership Fees effective

from 1 January 2015

Fees effective from 1 January

20163 breakfasts Per Package $198.00 $215.002 breakfasts Per Package $149.00 $165.001 breakfast Per Package $79.00 $89.00

110

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)

Corporate Membership Fees effective from 1 January

2015

Fees effective from 1 January

20163 breakfasts Per Package $515.00 $565.002 breakfasts Per Package $349.00 $389.001 breakfast Per Package $185.00 $215.00

Lunch/Breakfast for Non members & Women's Luncheon (Fee determined per event dependent on cost per head, cost of speaker, popularity of event, number of members attending, etc)

Per Attendee TBD prior to each event

TBD prior to each event

Environmental Sustainability and Open SpaceWaste managementSale of compost bins Per Bin $35.50 $36.50Sale of 60lt "Worm Factory" worm farms Per Farm $80.50 $83.00Sale of 40lt "Vermihut" worm farm Per Farm $69.00 $71.00Sale of worms (per 500) Per 500 $25.00 $26.00Sale of bokashi bucket kit Per Kit $88.00 $90.50Sale of compost cones Per Cone $220.00 $226.00Green waste service implementation fee 240 litre Per Bin $84.00 $86.50Graffiti removal kit Per Kit $76.50 $80.50Park access fee Per Permit $567.00 $595.00Other special services eg; garbage collection Various Full cost to user Full cost to user

NurseryTube (Wholesale) Per Tube $1.20 $1.50Tube (Retail) Per Tube $2.00 $2.50150mm Pot Per Pot $7.00 $8.00200mm Rocket Pot Per Pot $19.50 $25.00Tube (Wholesale) - Residents or ratepayers Per Tube $1.20 $1.30Tube (Retail) - Residents or ratepayers Per Tube $2.00 $2.00150mm Pot - Residents or ratepayers Per Pot $7.00 $6.50200mm Rocket Pot - Residents or ratepayers Per Pot $19.50 $20.00

111

2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)COMMUNITY SERVICESAged and DisabilityHire of community bus - 12 seaterNot - for - profit community groups - booking up to 6 hours First 6 Hours $78.00 $82.00Not - for - profit community groups - booking more than 6 hours > 6 Hours $148.00 $155.00

Not - for - profit community groups - Security deposit Per Booking $250.00 $250.00Not - for - profit community groups - Combined Sat/Sun booking Per Booking $295.00 $310.00

Community transport resident trips Round trip Round Trip $3.20 $3.40Community transport resident day trips - Outing Day Trip $6.90 $7.30Unsubsidised health and community careDomestic Per Hour $63.20 $66.40Personal care Per Hour $65.52 $68.80Personal care (after hours) Per Hour $103.00 $108.00Personal care (public holidays core) Per Hour $126.00 $132.00Respite Care Per Hour $66.20 $69.60Respite Care (after hours) Per Hour $99.30 $104.20Respite Care (public holidays core) Per Hour $134.40 $141.00Home maintenance Per Hour $75.00 $78.80Meals Per Meal $20.45 $21.50Adult day care (per session) Per Session $83.80 $88.00

HACC and National Respite for Carers subsidised servicesPension Rate(Singles < $35,299 or Couple < $54,007)Domestic - pension rate Per Hour $7.80 $8.00Personal care - pension rate Per Hour $5.60 $5.90Delivered meals - 3 course pension rate Per Meal $8.90 $9.35Delivered meals - main course pension rate Per Meal $7.10 $7.50Delivered meals - 2 course pension rate Per Meal $8.10 $8.50Respite - low income Per Hour $4.00 $4.20Overnight care - low income Per Hour $22.00 $30.00Home maintenance - pension rate Per Hour $14.40 $15.20Social support, PAG and bites - pension rate Per Hour $16.50 $17.30

Medium Income(Singles $35,299 to $77,668 or Couples $54,007 to $103,830)Domestic - medium income Per Hour $13.40 - $16.80 $14.60 - $17.40Personal care - medium income Per Hour $10.60 $11.20Delivered meals - 3 course medium income Per Meal $8.90 $9.35Delivered meals - main course medium income Per Meal $7.10 $7.45Delivered meals - 2 course medium income Per Meal $8.10 $8.50Respite - medium income Per Hour $6.20 $6.60Overnight care - medium income Per Hour $33.00 $50.00Home maintenance - medium income Per Hour $22.00 $23.00Social support, PAG and bites - medium income Per Hour $16.50 $17.30High Income (Singles > $77,668 or Couple > $103,830)Domestic - high income Per Hour $32.60 $34.20Personal care - high income Per Hour $34.80 $36.60

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Rate2014/15

(GST Incl)2015/16

(GST Incl)Delivered meals - 3 course high income Per Meal $14.30 $15.00Delivered meals - main course high income Per Meal $9.90 $10.40Delivered meals - 2 course high income Per Meal $12.15 $12.75Respite - high income Per Hour $34.40 $36.20Overnight care - high income Per Hour $196.00 $210.00Home maintenance - high income Per Hour $52.00 $54.60Social support, PAG and bites - high income Per Hour $17.60 $18.50

Family and Cultural ServicesImmunisation vaccinesTwinrix (Hep a&b) adult dose x 3 Per

Vaccination$306.00 $306.00

Hepatitis b adult x 3 doses Per Vaccination

$125.00 $125.00

Hepatitis b child x 3 doses Per Vaccination

$90.00 $92.00

Varilrix (Chicken pox) 1 dose Per Vaccination

$84.00 $84.00

Varilrix (Chicken pox) 2 doses Per Vaccination

$168.00 $168.00

Meningitec Per Vaccination

$102.00 $102.00

Priorix (mumps/measles/rubella) Per Vaccination

$48.00 $48.00

Gardisal (HPV) 3 doses Per Vaccination

$500.00 $502.00

Boostrix (diptheria/tetanus/purtussis) Per Vaccination

$57.00 $57.00

Fluvax (contract staff only) Per Vaccination

$23.00 $28.00

Family HealthBaby capsule hire - 6 months First 6 Months $115.00 $120.00Baby capsule hire - >6 months Additional

Month$37.00 $40.00

Baby capsule hire - deposit Per Deposit $40.00 $50.00Maternal & child health home cleaning program for new mothers.Income below $35,000 Per Hour $15.75 $16.50Income between $35,000-$50,000 Per Hour $25.00 $26.50Income between $50,000 -$65,000 Per Hour $37.00 $39.00Income above $65,000 Per Hour $50.00 $52.50Parent Education Program Per Parent $7.50 $8.00Community Room Hire Per Session $22.00 $23.00

Children's ServicesPre-school program Per Enrolment $27.50 $28.50Vacation care - per child Per Child $68.00 $71.50Vacation care - per child workshops Per Child $68.00 $71.50Vacation care - per child in house Per Child $68.00 $71.50Vacation care - Late booking fee Per Booking $7.50 $8.00

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Rate2014/15

(GST Incl)2015/16

(GST Incl)

Arts and CultureAtrium Commission Value of Work $0.00 $0.00

Bayside CommunityGallery 2 - 5 per 3 weeks block Per 3 Weeks $1,228.50 $1,290.00Gallery 1 (Bayside collection exhibition space) per 3 weeks block

Per 3 Weeks $630.00 $800.00

Other Gallery 2 - 5 per 3 weeks block Per 3 Weeks $1,811.25 $1,900.00Gallery 1 (Bayside collection exhibition space) per 3 weeks block

Per 3 Weeks $819.00 $950.00

Gallery Commission Value of Work $0.00 $0.00Public programs Per Program $0.00 $0.00Exhibition Brochure Per Brochure $0.00 $0.00

Library ServicesFines for return of library materials after close of business on due date.Adult rate - To a maximum of $50 per membership Per Day $0.35 $0.35Junior, teenage & older adult rate - To a maximum of $25 per membership

Per Day $0.10 $0.10

Inter Library Loans - Adult Per Item $2.50 $2.70Inter Library Loans - Junior, teenage & older adult rate Per Item $1.50 $1.50Replacement of lost or damaged library card Per Card $5.00 $5.25Charge for the replacement of lost or severely damaged items. Per Item Cost of item Cost of item

Processing fee for replacement of lost/damaged item hardback/audio material

Per Item $8.00 $8.40

Processing fee for replacement of lost/damaged paperback Per Book $8.00 $8.40Charge for loss or damage to single issues of periodical Per Issue $10.00 $10.50Charge for replacement of cassette/CD (from a talking book) Per Cassette/

CD$10.00 $10.50

Photocopier/printer (B&W)A4 Per Page $0.20 $0.20A3 Per Page $0.25 $0.25

Photocopier/printer (Colour) A4 Per Page $1.00 $1.00A3 Per Page $1.50 $1.50Charge for the public to send faxes Per Page $2.50 first page,

$1.25 per page thereafter

$2.50 first page, $1.25 per page

thereafterCharge to receive a fax on behalf of a borrower Per Page $2.50 $2.50

Hire of training roomCommunity organisations per hour (2 hour minimum) Per Hour $31.50 $33.00Commercial operations (2 hour minimum) Per Hour $52.75 $55.00Book club - single Per Hour $157.50 $165.00

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(GST Incl)2015/16

(GST Incl)Book club - single - concession Per Hour $94.50 $99.00Private book club - book packs Per Pack $262.50 $275.00Library bags Per Bag $2.00 $3.00PC/Internet - 2 hours Per Session $70.00 $74.00PC/Internet - 2 hours Per Session $110.00 $115.00PC/Internet - concession - 2 hours Per Session $60.00 $63.00PC/Internet - concession - 4 hours Per Session $90.00 $94.00Booking fee for free demonstrations Per Booking $5.00 $5.00Seniors Computer Club Per

Membership$65.00 $68.00

Copies of Photos - A4 Per Copy $10.50 $11.00Copies of Photos - A3 Per Copy $21.00 $22.00Children's special activities with performer Per Child $5.00 $5.00Adult special activities Per Adult $5.00 $5.00

Youth, Events and RecreationRecreation Facility AdministrationGeneral chargesInsurance fee Per Booking $26.50 $30.00Cancellation fee for any booking (over a month from booking date)

Per Cancellation

$80.00 $85.00

Cancellation fee for any booking (less than a month from booking date)

Per Cancellation

50% refund 50% refund

Cancellation fee for any booking (less than 2 weeks from the booking date)

Per Cancellation

No refund No refund

Casual open space bookingsAll weddings (up to 2 hrs)Significant sites First 2 Hours $580.00 $610.00Other sites First 2 Hours $440.00 $465.00Additional 1 hour - significant site Additional Hour $265.00 $280.00

Additional 1 hour - other site Additional Hour $185.00 $195.00

Functions, including wedding receptionsSignificant sites Per Day $2,050.00 $2,175.00Other sites Per Day $1,525.00 $1,610.00

Other casual community hire Significant sites up to 1/2 day Half Day $225.00 $240.00Significant sites up to day Per Day $355.00 $375.00Other sites up to 1/2 day Half Day $160.00 $170.00Other sites up to day Per Day $180.00 $190.00Charitable groups (registered charities)/emergency and/or related services

$0.00 $0.00

Sporting clinicsUp to 1/2 day Half Day $420.00 $450.00Full day Per Day $630.00 $670.00

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2015/16 Budget



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(GST Incl)2015/16

(GST Incl)

Casual commercial hireAll hire groups and sites (per day or part thereof) Per Day $2,050.00 $2,160.00Balloon landings & departures Per take-off

and landing$420.00 $450.00

Helicopter landing & departures Per take-off and landing

$800.00 $850.00

Commercial Operators - Open SpaceAnnual License Fee Per Annum $255.00 $255.00

Commercial Fitness TrainersAnnual License Fee Per Annum $255.00 $270.00

Filming and photographyCommercial filming - booking of parks & reserves for filming of commercials, TV - per day

Per Day $1,050.00 $1,115.00

Commercial filming - booking of parks & reserves for filming of commercials, TV - per 1/2 day

Half Day $580.00 $620.00

Amateur/emerging producers and or directors per day Per Day $580.00 $610.00Subsequent consecutive days of commercial filming - per day or part thereof

Per Day $530.00 $565.00

Commercial still photography - booking of parks & reserves - per day or part thereof

Per Day $450.00 $480.00

Subsequent consecutive days of commercial still photography - per day or part thereof

Per Day $235.00 $250.00

Community or student filming per booking Per Booking $75.00 $80.00Parking for oversize vehicles during filming and photography - per vehicle per day

Per Day $105.00 $110.00

Road race eventsCommercial triathlons, fun runs - per event within Bayside boundary

Per Event $5,050.00 $5,400.00

Commercial triathlons, fun runs - per km for events partially within Bayside

Per Kilometre $500.00 $530.00

Community triathlons, fun runs - per event within Bayside boundary

Per Event $1,030.00 $1,090.00

Community triathlons, fun runs - per event within Bayside boundary

Per Event $255.00 per km for Beach Road or $115 per km for other roads

to a maximum of $1,015

$270.00 per km for Beach Road or $125 per km

for other roads to a maximum of

$1,090Commercial aquathons (run, swim, run) no road closure Per Event $855.00 $905.00Community aquathons no road closure Per Event $425.00 $450.00

School use of sportsgroundsPrimary schools per ground per term Per Term $85.00 $90.00Secondary schools per ground per term Per Term $140.00 $150.00

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(GST Incl)2015/16

(GST Incl)

SportsgroundsSeasonal use of playing fieldsCategory 'A' - Cheltenham Recreation Reserve, Beaumaris Reserve, Boss James Reserve, Banksia Reserve, Elsternwick Park Oval (No.1), Sillitoe Reserve, Brighton Beach Oval, Castlefield Reserve

Per Season $2,068.00 $2,200.00

Category 'B' - Cheltenham Park (West), Dendy Park Athletics, Dendy Park (Ground 1, 2 & 3), Destructor Reserve, Donald McDonald, Elsternwick Park Oval (No.3 & 4), Petersen Reserve (East), Petersen Reserve (West), Hurlingham Park (No.1), Petersen Reserve (Social), Shipston Reserve, Simpson Reserve, Tulip Street Reserve (Baseball), Widdop Crescent (Football/Cricket) & (Baseball), Wilson Recreation Reserve, William Street Reserve, Sandringham Athletics Track (internal turf area)

Per Season $1,103.50 $1,175.00

Category 'C' - Cheltenham Park (East), Hurlingham Park (No.2), Spring Street Reserve, Whyte Street Reserve

Per Season $688.50 $730.00

Category 'D' - Balcombe Park, School Grounds, Trey Bit Reserve,

Per Season $412.50 $440.00

Seasonal use of pavilionsCategory 'A' - Brighton Beach Oval, Cheltenham Park, Cheltenham Recreation Reserve, Boss James Reserve, Hurlingham Park, Shipston Reserve, Simpson Reserve, Spring Street Reserve (Soccer), Widdop Crescent

Per Season $1,103.50 $1,175.00

Category 'B' - Banksia Pavilion, Beaumaris Reserve, Dendy Park Athletics, Dendy Park Pavilion (East and West), Destructor Reserve, Donald McDonald Reserve, Elsternwick Park Oval (No.2), Petersen Reserve (East & West), Wilson Recreation Reserve, Sandringham Athletics Track, AW Oliver

Per Season $551.00 $585.00

Category 'C' - Castlefield Pavilion, Sillitoe Reserve, Spring Street Reserve, William Street Reserve

Per Season $275.00 $295.00

Building insurance full use Per Season full use

$341.00 $365.00

Building insurance weekend use Per Season w/end use

$95.50 $105.00

Building facility hireBeaumaris Community CentreLarge hall - per hourMon - Fri (9:00am - 4:00pm ) Per Hour $26.50 $30.00Mon. - Thur (4:00pm - midnight) Per Hour $37.00 $42.00

Weekends/pub holiday (9:00am - 4:00pm) Per Hour $68.00 $75.00Fri & Weekends/pub holiday (4:00pm - midnight) Per Hour $90.00 $100.00

Multi-purpose room - per hourMon - Fri (9:00am - 4:00pm ) Per Hour $27.00 $28.00Mon. - Thur (4:00pm - midnight) Per Hour $38.00 $40.00

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2015/16 Budget



Rate2014/15

(GST Incl)2015/16

(GST Incl)Weekends/pub holiday (9:00am - 4:00pm) Per Hour $58.00 $62.00Fri & Weekends/pub holiday (4:00pm - midnight) Per Hour $85.00 $90.00

Black Rock Civic Hall Small room - per hourMon - Thurs & Fri (9:00am - 4:00pm ) Per Hour $21.00 $23.00Fri (4:00pm - midnight) & Weekends/Pub holiday Per Hour $47.50 $50.00

Large hall - per hourMon - Thurs & Fri (9:00am - 4:00pm ) Per Hour $26.50 $30.00Fri (4:00pm - midnight) & Weekends/Pub holiday Per Hour $60.00 $65.00

Bayside Arts & Cultural Centre Brighton Town HallHire of main auditoriumFull day rate 9:00am - 5:00 pmMon - Fri Per Day $625.00 $665.00Weekends/pub holiday Per Day $865.00 $915.001/2 day rate (4 hrs)Mon - Fri 4 Hours $385.00 $410.00Weekends/pub holiday 4 Hours $560.00 $595.00Evening rate (7 hrs) 5:00 pm - midnightMon - Thur Per Evening $630.00 $670.00Fri & Weekends/pub holiday Per Evening $930.00 $985.00Additional hours (Mon - Fri - 9:00am - 5:00pm) Additional Hour $125.00 $133.00

Additional hours 5:00pm - midnight Additional Hour $165.00 $175.00

Peterson Youth Centre hireNon youth specific community agency (not for profit) Per Hour N/A $28.00All hallsCommunity hire 50% fee

reduction for approved

community organisations and a further

reduction of 25% (at Council's

discretion) for local community

fund raising events.

50% fee reduction for

approved community

organisations and a further

reduction of 25% (at Council's

discretion) for local community

fund raising events.

Commercial bond Per Bond $2,500.00 $2,500.00Community bond Per Bond $0.00 $0.00Hall hireSecurity bond for High Risk Activities - Individually Assessed by Recreation & Events Team

Per Bond Up to $5000 Up to $5000

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2015/16 Budget



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(GST Incl)2015/16

(GST Incl)

EventsCarols in the Park - vendor site fee Per Site $510.00 $540.00Carols in the Park - vendor site fee (small) Per Site $300.00 $315.00Bright n Sandy festival - entrance fee Per Person $2.50 $2.50Bright n Sandy festival - entrance fee Per Family $10.00 $10.00Bright n Sandy festival - exhibitor site feesEarly Bird Exhibitor (local) site Per Site $970.00 $1,025.00Early Bird Exhibitor (local) additional site Per Site $650.00 $685.00Early Bird Exhibitor (non-local) site Per Site $1,100.00 $1,160.00Early Bird Exhibitor (non-local) additional site Per Site $820.00 $865.00Regular Exhibitor (local) site Per Site $1,145.00 $1,210.00Regular Exhibitor (local) additional site Per Site $725.00 $765.00Regular Exhibitor (non-local) site Per Site $1,215.00 $1,280.00Regular Exhibitor (non-local) additional site Per Site $870.00 $920.00Lifestyle Exhibitor (local) site Per Site $725.00 $765.00Lifestyle Exhibitor (non-local) site Per Site $795.00 $840.00Lifestyle Exhibitor additional site Per Site $650.00 $685.00Community event application fees Per Application $470.00 $490.00

Community event bond Per Bond $5,000.00 $5,000.00

Youth ServicesXtreme teen program Per Booking Variable

depending on nature of activity

Variable depending on

nature of activity

Xtreme teen program - Late booking fee Per Booking $7.50 $8.00Freeza program Admission fee Per Admission $10.00 $11.30

Documents

2015/16 Budget - VIC · 2015/16 Budget Mayor’s introduction . It gives me great pleasure to present the 2015-16 Budget to the community of Bayside. The proposed budget delivers