Budget 2013 2014

continuousimprovement

responsivenessaccessibility

qual

ity &

cos

t sta

ndar

ds

community

reportingqualitycity plan

best

val

ue

performance

profileCouncil

committees

assets

servicecentre

corporate governancepublic participation de

velo

pmen

tre

sour

ces

corp

orat

e go

vern

ance

com

mun

ity

cons

ulta

tion

audi

t

grants

of informationfreedom eq

ual

oppo

rtun

itylocal laws

stru

ctur

e

ward funding events

people

planet

plac

e

pros

peri

ty

resources

planning

consultation

part

icip

atio

n

stra

tegi

c in

dica

tors

reporting

standard statementsdiversity

best value

rates

rates

rates

strategy

city

city plan

workforce development

manageservice

accessibilitycity

peop

le

city prosperity

council

plac

epl

anet

actio

n pl

an

action plan

BANYULE CITY COUNCIL BUDGET 2013 - 2014

How to contact your council

For all enquires please call

9490 4222Fax: 9499 9475

Email: [email protected]

Website: www.banyule.vic.gov.au

If your hearing or speech is impaired, you can call us through the National Relay Service on 133 677 (TTY) or 1300 555 727 (ordinary handset) and ask for 9490 4222.

All correspondence to: PO Box 51, Ivanhoe, 3079 DX 97904 Ivanhoe

Council Service Centres: Ivanhoe - 275 Upper Heidelberg Road Rosanna - 44 Turnham Avenue Greensborough - 9-13 Flintoff Street

All offices are open: Monday to Friday 8.30am-5pm Rosanna - Wednesday night until 7pm Greensborough - Saturday 9am - 12noon

back cover cover

BA

NY

ULE C

ITY

CO

UN

CIL B

UD

GE

T 2

01

3 - 2014

Contents Page

Mayor’s introduction 3 Chief Executive Officer’s report 6 Budget processes 13

Overview 1. Linkage to The City Plan (Council Plan) 15 2. Activities, initiatives and key strategic activities 26 3. Budget influences

67

Budget analysis 4. Analysis of operating budget 72 5. Analysis of budgeted cash position 79 6. Analysis of capital budget 83 7. Analysis of budgeted financial position 89 Long term strategies 8. Strategic resource plan and key financial indicators 92 9. Rating information 97 10. Other strategies 99 Appendices A Budgeted standard statements 104 B Statutory disclosures 110 C Capital Works program 119 D Key strategic activities 140 E Fees and charges schedule 148

This Budget Report has been prepared with reference to The Institute of Chartered Accountants “Victorian City Council Model Budget 2013/2014” a best practice guide for reporting local government budgets in Victoria.

Banyule City Council Budget – 2013/2014 3

Mayor’s introduction In preparing this Budget great consideration has been taken to ensure the ongoing longevity of our great city. Council has undertaken a significant consultation and engagement process which has influenced our decisions around the Draft Budget. We were delighted with the number of people who responded (over 1,200 people) and the quality of comments and ideas that we received from residents, businesses and community groups and community organisations. Many competing demands and pressures affect our ability to continue to provide the services and infrastructure at the standards expected by our community.

Council will increase rates by 7.95 per cent and collect a municipal charge which has increased by $69.67per assessment. In the 2013/14 financial year this will raise total revenue of $79.21 million. This enables Council to maintain existing service levels, fund a number of important new initiatives and continue to allocate appropriate funding to maintain and renew the City’s valuable infrastructure assets. The rate increase needs to be understood in the context of a number of significant budget initiatives that cover the breadth of the municipality and all service areas. The total Capital Works program will be $65.57 million for 2013/2014 including:

• Redevelopment of the Ivanhoe Aquatic and Fitness Centre Stage 1 for construction works and repairs

$5.091M

• City wide street light upgrades to energy efficient lighting for long term energy and cost savings

$2.35M

• Heidelberg West - Olympic Village Learning Hub. Stage 2 - detailed design and construction of Child & Family Centre

$2.09M

• Drawings for the redevelopment of the Ivanhoe Library site

$350,000

• Completion of our Stormwater Harvesting Project - at 3 locations: Chelsworth Park, Kalparrin Group, De Winton Park stormwater

$805,304

• Simms Road Reserve Master Plan - pavilion and ground construction

$850,000

• Footpath replacement reactive and proactive $300,000

• Hatch - Contemporary Arts Space redevelopment

$100,000

• Movies in the Park community events program

$30,000


• Telfer Reserve Master Plan - planning and design for car park and pavilion

$40,000

• Dog Exercise Areas - Off Lead Park Fencing - Malcolm Blair Reserve

$55,000

• Tree Planting. - Replace trees lost to drought and enhance Banyule's tree population on Nature Strips/Road Reserves, Parks and Reserves

$50,000

• Street Tree Pruning - assessment and works on 75,000 street trees

$125,000

• Comply with new Electrical Cabling Safety Regulations (pruning)

$200,000

• Council owned facilities: tree condition assessments and works

$30,000

• Public Open Space including shared trails, reserves tree works

$35,000

• 3081 Initiative Post Neighbourhood Renewal program, Heidelberg West

$200,000

• Audrey Brooks Memorial Pre School Capital Works

$249,000

• Morobe Street Children’s Centre Capital Works

$207,638

• Interlaken Kindergarten Capital Works

$250,000

• Winston Hills Kindergarten Capital Works

$250,000

• Macleod Maternal & Child Health, Birdwood Avenue, Macleod

$90,000

• Community Facilities: Modify to comply with building and access standards

$70,000

• Function Centre Ivanhoe Refurbishment Program

$100,000

• Community Halls - replacement of furniture

$30,000

• Consolidation of Council offices to above WaterMarc design plans

$400,000

• Plenty River Trail Montmorency to Willinda Park

$215,000

• Plenty River Trail from Willinda Park to Greensborough Activity Centre

$400,000

• Watsonia Station to Plenty Road Shared trail design plans

$25,000

• Banyule Pavilion - Extend viewing deck, improve access to ground

$30,000

• Community Energy Education and sustainability initiatives $55,000


• Banyule Flats - Heritage/Environment Study

$54,000

• Co-contribution to commercial and shopping centre special charge schemes

$1.15M

• Roads, streets and bridges-renewal

$2.96M

• Drainage renewal

$348,000

• Playground upgrades

$215,000

In addition to these initiatives Council is in the process of negotiating with the State Government to secure three disused school sites in Bellfield and Heidelberg Heights. This project coupled with the borrowings for the Ivanhoe Aquatic centre redevelopment and some smaller land acquisitions will temporarily increase our loan borrowings by $30.07M. Banyule is focussed on retaining the important community facilities on the Banksia School site. Council intends to leverage the residential development opportunities associated with the residual sites whilst achieving the retention of improved community facilities. Over an extended period, Council has absorbed significant cost shifts from other levels of Government in a manner that cannot be financially sustained. Council continues to advocate on behalf of the community to reduce this impost. Council continues to seek innovative funding sources to offset its reliance on rate revenues. We continue to be mindful of operating in the most efficient and effective manner possible and we understand the shared financial pressure that both Council and our community faces. As can be seen by this budget Council is focusing on delivering a range of important works and services to its community. This ambitious program returns Banyule to its rightful place as an innovative, responsive and sustainable place to live.

Cr Wayne Phillips Mayor

Banyule City Council Budget 2013/2014 6

Chief Executive Officer’s Report Welcome to Council’s Budget Report 2013-2014. This report responded to what you have told us you see as priorities for Banyule. The City Plan sets a clear strategic direction for Council and will ensure we continue to deliver the right services in response to the community’s expressed needs. The Budget will ensure Council’s finances are sustainable. The majority of the previous Council have returned to serve the Banyule community for the next four-years. We are very fortunate to have a mix of both experienced and new ideas as a guiding base for Council operations. This provides a great opportunity to build on the good work already done and offers new opportunities for Council’s future and how it might deliver to its community. In the 2012 State wide Local Government Community

Satisfaction Survey, 75% of our community confirmed that Banyule Council was heading in the right direction, with our overall performance significantly higher when compared to most other local Councils across the State. Notable areas where you rated us highly were waste management, town planning policy, planning and building permits, local laws and environmental sustainability. You also told us that you remained concerned about how we communicate with you, parking and traffic, your neighbourhood character being under threat and indicated you wanted improved local streets and footpaths. You also said that our local environment, festivals, events and leisure facilities were important to you. In response to improved communication, I was pleased to see the Banyule community participate in our community consultation program leading up to this City Plan and Budget. In fact, the response was high and the issues identified far ranging. Council received feedback confirming the continued need to invest in aging infrastructure and maintaining the quality services provided. The Budget for 2013/2014 and the Budgeted Standard Statements for years 2013/2014 to 2016/2017 continue to highlight Council’s strong financial position. The operating results for 2012/2013 and 2013/2014 to 2016/2017, indicate an improving surplus which will increase Council’s financial sustainability in the medium to long-term. Revenue increases over the next four-years, together with retention of expenditure, will result in more own source generated funds available for Capital Works. Increased revenue available for Capital Works will also ensure Council can bridge the funding asset renewal gap for high cost infrastructure assets in coming years. The budget shows that Council will increase its borrowings by $30.07 million in 2013/2014 to fund major projects. Total borrowings will peak at $60.6 million, however, a debt management strategy is in place to reduce the balance to $38.8 million in 2016/2017. Council is very mindful of the Victorian Auditor-General’s annual sustainability assessment ratios for underlying result, liquidity, indebtedness, self-financing, capital replacement and renewal gap.


Council’s analysis indicates a favourable position for overall sustainability and future trends based on the Budgeted Standard Statements. The Capital Works budget over the next four-years is challenging, financially significant and will stimulate economic activity, but also exciting for the Banyule Community. Council will continue to deliver outcomes on the ground, particularly in the areas of infrastructure renewal and targeted services that meet the needs and priorities of the Banyule community. In fact that a substantial component of the Council’s Strategic Budget emphasises the allocation of funds towards the renewal of roads, footpaths, drains and buildings that on average are aged 50-60 years. In the City Plan we have included our focus areas and a range of key initiatives. The Plan aims to balance the use of our resources in a way that means we continue to deliver our programs, activities and services, whilst providing a range of new initiatives that respond to the community expectations. The focus areas and initiatives are wide ranging and include: Improving preschools infrastructure Maintaining and upgrading of roads, drains and footpaths Ensuring our natural environment and tree assets are appropriately maintained Responding to land use planning issues in consistent, fair and timely manner Delivering social and economic benefits for our community Producing quality community festivals and events across the municipality Due to changes in legislation, funding shortfalls and changes in community demand, Council services continue to face financial pressures. Areas affected include home and community care, health service, maternal and child health and library services. Council continues to advocate to both State and Federal Governments in the areas of cost shifting and failures of grants to keep up with increasing operating costs to reduce the burden on ratepayers. Council continues to lobby both Governments for specific grants relating to sporting facilities, new infrastructure and service initiatives. Many issues that you see as important fall outside Council’s direct area of responsibility and these will be fed into the development of the next stage of our Community Plan. For example, transport and traffic congestion is an issue where Council will continue to work in partnership with local community groups, agencies and residents. We value our community and Council is committed to collaborating and working alongside the community to assist in the implementation of the City Plan. I look forward to continuing to achieving the objectives and key directions of the City Plan and delivery of the 2013/2014 Budget with our Councillors and staff.


Summary

Council has prepared a Budget for the 2013/14 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 general rates (including municipal charge and supplementary rates) increase, operating result, service levels, cash and investments, Capital Works, financial position, financial sustainability and key strategic activities of the Council. 1. General rates income (including municipal charge and supplementary rates)

It is proposed that general rates (including municipal charge and supplementary rates) income increase by 18.47% for the 2013/14 year, raising total rates of $79.21 million, including $6.56 million generated from municipal charges which have been classified above as general rates income in year 2013/2014. The rates (excluding municipal charge) are budgeted to increase 8.66% or $5.79 million in the 2013/14 year. 2. Operating result

The expected operating result for the 2013/14 year is a surplus of $0.60 million, which is a decrease of $0.05 million over 2012/13.The underlying result, which excludes items such as capital grants and contributions is a deficit but improves to an underlying surplus by 2014/15 (year 3) due to the implementation of Council's rating strategy and service reviews to identify productivity improvements. The underlying surplus is budgeted to continue for the following two years 2015/16 and 2016/17.

5.59

18.47

8.17 8.08 6.27

0.002.004.006.008.00

10.0012.0014.0016.0018.0020.00

B2012/13 B2013/14 SRP2014/15 SRP2015/16 SRP2016/17

% ra

te inc

reas

e

0.65 0.60

3.20

6.05 5.70

-4.00

-2.00

0.00

2.00

4.00

6.00

B2012/13 B2013/14 SRP2014/15 SRP2015/16 SRP2016/17

surp

lus / -

defic

it $M


3. Services

The net cost of services delivered to the community for the 2013/14 year is expected to be $78.08 million which is an increase of $2.03 million over 2012/13. A key influencing factor in the development of the 2013/14 budget has been the recently released results of the community satisfaction survey conducted by Council. The survey results show that while there is a relatively high level of satisfaction with most services provided by Council, there are some areas of concern where there is a clear message that ratepayers want improved services. For the 2013/14 year, service levels have been maintained however a number of new activities and initiatives are proposed. 4. Cash and investments

Cash and investments are expected to increase by $0.83 million during the year to $35.16 million as at 30 June 2014 (as at 30 June 2013 cash and investments will be $34.33 million). These cash and investment amounts produce investment returns for Council and these returns form part of Council's income.

76.05 78.08 85.00 87.16

91.80

0.0010.0020.0030.0040.0050.0060.0070.0080.0090.00

100.00

B2012/13 B2013/14 SRP2014/15 SRP2015/16 SRP2016/17

net c

ost $

M

34.33 35.16 36.69 39.85

43.93

0.00

10.00

20.00

30.00

40.00

50.00

B2012/13 B2013/14 SRP2014/15 SRP2015/16 SRP2016/17

cash

and i

nves

tmen

ts $M


5. Capital Works

The Capital Works assets program for the 2013/14 year is expected to be $59.25 million of which $11.42 million relates to projects which will be carried forward from the 2012/13 year. The carried forward component is fully funded from the 2012/13 budget. Of the $59.25 million of capital asset funding required, $7.01 million will come from Council operations, $3.08 million from external grants and contributions, $30.07 million from loans and $19.09 million from reserves and sale proceeds. The capital expenditure program has been set and prioritised based on a rigorous process of consultation that has enabled Council to assess needs and develop sound business cases for each project.

The graph below sets out the required and actual asset renewal over the life of the current Strategic Resource Plan and the renewal backlog.

The asset renewal program has been increased to $17.10 million in the 2013/14 year where there is minimum backlog of expected projects. However over the rest of the four year period assets renewal program is expected to drop to $7.40 million in year 2016/17. The renewal backlog is when the funding available is less than what is required for renewal.

42.14

59.25

26.70 28.50 20.21

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

B2012/13 B2013/14 SRP2014/15 SRP2015/16 SRP2016/17

capit

al wo

rks $M


6. Financial position

The financial position is expected to be stable with working capital (current assets minus current liabilities) to decrease by $1.66 million to $12.59 million in 2013/14. This is mainly due to the use of cash reserves to fund the Capital Works program. 7. Financial sustainability

A Strategic Resource Plan for the years 2013/14 to 2016/17 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 Council’s strategic objectives as specified in the Council Plan. The Plan projects that Council's operating result remains in surplus for all four years, the underlying result, as shown on the above graph, which is a measure of financial sustainability, shows an increasing trend of surpluses from the 2014/15 year onwards. The improvement is due to increasing revenue being received during this period to fund a number of major Capital Works projects and in particular infrastructure renewal.

.

14.25 12.59 13.06

1.57

18.49

0.00

10.00

20.00

30.00

40.00

B2013 B2014 SRP2015 SRP2016 SRP2017

worki

ng ca

pital

$M

-3.77

-1.76

3.12

6.05 5.70

-6

-4

-2

0

2

4

6

B2012/13 B2013/14 SRP2014/15 SRP201516 SRP2016/17

unde

rlying

surp

lus / -

defic

it $M


8. Strategic objectives

The Annual Budget includes a range of activities 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 2013/14 year.

9. Council expenditure allocations

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. Simon McMillan Chief Executive Officer

33.13

28.50

21.52

6.96

30.98

0.004.008.00

12.0016.0020.0024.0028.0032.0036.0040.00

People Planet Place Participation Performance

Expe

nditu

re $M

2013/14

Depot, Plant and Fleet Maintenance , $0.51

Governance, Audit, Risk Management and Executive,

$2.42 Debt Servicing, $4.41

Property Management and Municipal Valuations, $4.44

Parking, Traffic and Local Laws Regulation and Civic Facilities

Operations, $4.72

Building Control and Statutory Planning, $4.81

Library Services, Arts and Culture, $5.35

Conservation and Open Space Planning, $7.09

Roads , Footpaths and Drains, $7.51

Recreation, Leisure, Aquatic Facilities, and Youth Services,

$8.83

Aged and Disability Services, $8.84

Corporate and Customer Service, $9.00

Families and Children Services, $9.08

Parks, Reserves and Street Trees, $10.91

Waste Collection, Recycling and Environmental Engineering,

$12.08


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 2004 (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 2013/14 budget, which is included in this report, is for the year 1 July 2013 to 30 June 2014 and is prepared in accordance with the Act and Regulations. The budget includes standard statements being a budgeted Income Statement, Balance Sheet, Cash Flow Statement and Statement of Capital Works. These statements have been prepared for the year ended 30 June 2014 in accordance with the Act and Regulations, and are 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 and other financial information, which Council requires in order to make an informed decision about the adoption of the budget. In advance of preparing the budget, Officers first review and update Council's long term financial projections. The preparation of the budget, within this longer term context, begins with Officers preparing the operating and capital components of the annual budget during January, February and 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 is submitted to Council in May. 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. 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 and a copy submitted to the Minister by 31 August each year.


Budget process Timing

• Annual councillor planning forum introducing the 10 year Capital Works program, 4 year strategic budget and strategic resource plan

November-December

• First draft of 4 year capital program • Senior Management Team meet to review evaluation/scoring of 4 year

capital projects • Snapshot of general ledger for 2012/13 financial forecast purposes

January

• Senior Management Team final meeting to review evaluation/scoring of 4 year capital projects

• Preparation of draft 4 year strategic and operating budget including schedule of fees and charges

• Preparation of draft Budget forecasts to 30 June 2013

February

• Senior Management Team meetings to review draft 4 year strategic and operating budget

• Series of meetings - Councillors discuss and consider the draft 4 year strategic and operating budget, overview/parameters, Capital Works program, and schedule of fees and charges.

March –

April

• Proposed budget submitted to Council for approval (Council Meeting 6 May 2013) giving Council notice of the preparation of Council’s budget for 2013-2014 (Council report reference No. 7.4 Preparation of Budget for Period 1 July 2013 to 30 June 2014 - Resolution CO2013/157).

Resolve to give notice to the public of Council’s intention to formally: - Adopt the Budget - Require interest to be charged on unpaid rates and charges; and - Declare differential rates, annual service charges and a municipal

charge;

At a meeting of Council on Monday, 17 June 2013.

• Place public notice and make the Budget available for public inspection and comment - at the Ivanhoe, Rosanna and Greensborough Service Centres, via Council’s website, and at local libraries and neighbourhood houses

• Public submission process undertaken (submission period 28 days, closing 6 June 2013)

May - June

• Council meeting to consider any budget submissions and consider adoption of the budget (Council Meeting 17 June 2013)

June

• Copy of adopted budget submitted to the Minister August

• If required, revise the budget where a material change arises September-June


1. Linkage to The City Plan (Council Plan) The Annual Budget has been developed within Council’s overall planning framework. This framework guides the Council in identifying community needs and aspirations over the long-term, converting these into medium (Council Plan) and short-term (Annual Budget) objectives, key directions, initiatives, activities and resource requirements. This is then made accountable through Audited Financial and Performance Statements (containing our key performance indicators) and our statutory annual report to the community. Essential in the planning and application of Council’s resources is the critical link to the community. Banyule undertakes an ongoing and iterative process of engagement across all parts of our community. We use community information along with key demographic data, our legislative context and industry benchmarks to assess the appropriate level of service for our community. We test these services against both national and international standards of quality, efficiency and effectiveness. There are direct and obvious links between the broad range of information we gather and the activities we fund to meet our strategic intent. We review this annually and re-assess our activities and areas of emphasis for our community on this basis. Through extensive community engagement and feedback, with a concentrated and targeted effort over the period November 2012 to May 2013, we have strengthened the areas of focus in our new City Plan 2013-2017 and in our Budget 2013-2014. These include:

• The building of a strong and vibrant community • Improving communication with our community so we are better informed as to things that

matter. • Identifying opportunities that bring social and economic benefits to the community • Developing local activity centres in an appropriate and sustainable way. • Making land-use planning more consistent and see that it improves local neighbourhood

character • Ensuring comprehensive transport planning and advocacy on transport and congestion issues. • Continuing a strong focus on delivering quality, value for money services • Ensuring our financial sustainability. Making sure we continue to deliver our services to the

levels expected. • Advocating to other levels of government on important community issues, even where it is not

Council’s direct delivery role, and ensuring that this is done in the strongest terms to affect change for the betterment of Banyule.

We have also ‘closed the loop’ by showing our community how we have directly responded to what they have said during our community engagement process. This has been captured through a series of key summary papers that showcase ‘What you said’, and ‘How we are using what you said’. This includes a summary of how the information links with the City Plan objectives. It is part of our ongoing program and commitment to communicating and engaging with our community, and responding to community needs. The extended series of themes and issues raised are as follows: People Themes:

• Promoting and supporting good health for people of different ages, life stages and backgrounds.

• Providing a broader range of passive and active recreation opportunities.

• Providing open spaces, environments and facilities that encourage people to get active and out. • Providing and advocating for services and resources that are accessible and inclusive to all.

• Inclusion, connection and diversity.

• Safety in local communities.


• Improve access to and delivery of information about key Council, health and community services and activities.

Planet Themes:

• Protecting and managing trees, native vegetation and open space (public and private).

• Conserving water and protecting waterway amenity and water quality.

• Delivering action on climate change through the use of Environmentally Sustainable Design, clean energy or new efficient technologies.

• Reducing and managing Banyule’s waste stream.

• Council to support, encourage and facilitate environmental stewardship.

Place Themes

• Neighbourhood character and managing growth.

• Transport.

• Retaining and protecting trees.

• Local services and facilities.

• Banyule’s identity.

• Local shops.

Participation Themes

• Engaging, partnering with and supporting local community groups and organisations

• Improving ways to get information from and about Council and other services/activities

• Helping the community understand what Council does and what Council offers

• Supporting people to get involved, participate and make connections with others.

• Increasing and expanding volunteering opportunities

• Partnering with your community and making better use of community strengths

• Promoting diversity and encouraging community harmony

• Providing open and transparent ways for people to have a say and being clearer about what can and can’t be done

• Improving and increasing consultation and engagement

The full reconciliation of themes and initial responses promoted to the community can be found at http://www.banyule.vic.gov.au/future/


1.1 Strategic planning framework Strategic Resource Plan

The Strategic Resource Plan, included in the City Plan document, details the financial and non-financial resources required for the life of the City Plan, to achieve Council’s strategic objectives. Banyule’s Strategic Resource Plan, as set out by legislation, consists of the following:

• The ‘Performance – Use our resources wisely’ objective. This includes key directions for achieving the objective, and focus areas for the next four years

• The Financial Resources section, which includes information on financial position, financial statements and commentary on these.

‘Performance’ is about managing our resources wisely, providing organisational support services, strategic planning and risk management. We are charged with the stewardship of the resources of the municipality. The community expects that these resources will be managed in a responsible, sustainable and accountable way. Our operations are based on responsible management, risk mitigation, strong customer service, and continuous improvement. We value our staff and recognise the integral role they play in the provision of Best Value services to our community. We recognise that it is critical for us to protect and develop our non-financial resources to meet the needs of our community. These non-financial resources include: human resource management and organisational development; knowledge management and information services; and asset management stewardship We also undertake a number of internal planning roles to ensure we maintain the appropriate strategic direction of our services. In addition, our ‘Performance’ objective is underpinned by an extensive policy context and strategic framework based on the following:

• The Local Government Act 1989 - The LG Act includes requirements around the Council Plan, the Budget, statutory reporting requirements and Best Value

• Our legal responsibilities as a business entity and employer - to adhere to all employer related legislation

• We have in place our Banyule Management System, which incorporates a certification program against three key National and International Standards in Quality, Occupational Health and Safety and Environmental Management.

• We have a number of key supporting plans that provide direction in important support function areas, such as information and communication technology, human resources, records management policy, and Staff and Councillor code of conduct.

• 10 year Capital Works plan

• Our organisational ‘working together working better’ values

The Strategic Resource Plan outlines how Council will manage our financial and non-financial resources over the next four years to achieve our strategic objectives. It consists of the ‘Performance: Use our resources wisely’ objective and the ‘Financial Resources’ section, which includes information on financial position and key financial statements.


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

5.1 Develop and deliver best value services and facilities

5.2 Provide responsible financial management and business planning processes

5.3 Enable good governance and accountability with minimal risk

5.4 Create a productive and engaged workforce

5.5 Maintain and strengthen corporate information and innovation

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

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


Annual Budget The Annual Budget is then framed within the Strategic Resource Plan, taking into account the activities and initiatives included in the Annual Budget which contribute to achieving the strategic objectives specified in the Council Plan. The diagram below depicts the strategic planning framework of Council.

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 and Initiatives and Key Strategic Activities 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. Local Government Planning and Accountability Framework Banyule City Council adheres to the Local Government Planning and Reporting Better Practice Guide in the development of its strategic planning process: “Effective planning and reporting by councils is essential for ensuring transparency and accountability to the community and other levels of government as to how public money is being spent and the quality of services delivered. The Local Government Act 1989 and Local Government (Finance and Reporting) Regulations 2004 contain a number of requirements to ensure councils use resources efficiently and effectively and are accountable to their local community. The following diagram shows the relationships between the key statutory planning and reporting documents that make up the planning and accountability framework for local government.


Planning and Accountability Framework

Role of the Victorian Auditor General The Victorian Auditor-General has powers under Section 16 of the Audit Act 1994 to prepare and table a report to the Victorian Parliament outlining the result of the local government audits. This report provides a summary of audit opinions on the statements contained in each of Victoria’s 79 council annual reports, addressing the timeliness of their financial and performance reports, their financial sustainability and aspects of how they manage their budget processes and outsourced arrangements. This closes the loop in the accountability framework by ensuring councils are subject to independent scrutiny in relation to their performance. Key Documents Victorian councils are required to prepare a number of key documents under the Local Government Act 1989 and as prescribed in the Local Government (Finance and Reporting) Regulations 2004. These are:

• Council plan: this is council’s medium-term planning tool which should reflect the wishes of the community and other stakeholders. The council plan must describe the organisation’s strategic objectives, strategies for achieving the objectives, how progress will be measured and the resources required to implement the council plan for a period of at least four years.

• Strategic resource plan: the strategic resource plan is a rolling plan of at least four years and forms part

of the Council Plan. The strategic resource plan should outline the resources that council requires to achieve the objectives described in the council plan, and include the standard statements as prescribed by the regulations to outline the financial and non-financial resources required.

• Annual budget: the annual budget should reflect the priorities and objectives of the council plan and

establish performance measures and targets for key strategic activities to monitor performance against the council plan. The annual budget reflects the first year of the strategic resource plan and must


contain the standard statements and a description of the activities and initiatives to be funded. It should also provide information about services and capital works, and how they will be funded.

• Annual report: The annual report outlines the council’s performance as measured against the council

plan, annual budget and strategic resource plan. Annual reports must contain standard and financial statements and a performance statement to report performance against the measures and targets related to the key strategic activities. Councils are also required to report on what they have achieved during the financial year in the report on operations. The annual report is acquitted in an audit by the Victorian Auditor-General’s Office at the end of the financial year.

Community Plan: Councils should take a leadership role in developing and facilitating community engagement and involvement in the preparation of their council plan. Although not a legislative requirement, the council plan can also be informed by long-term plans such as a community plan. A community plan typically describes the community’s long-term vision and aspirations and is a way of directly involving the community in the council plan preparation process. Council plans are typically nested within each long-term community plan”. Note: The information above is sourced from the ‘Local Government Planning and Reporting Better Practice Guide’ and accompanying fact sheet, provided by the State Government Department of Planning and Community Development (Circular No. 5/2013).


1.2 Our purpose Vision (What we strive for)

Banyule, a green, liveable and prosperous city,

sustaining a healthy and engaged community. The core principles that help us achieve our Vision are:

Principles • Sustainability for our future • Community wellbeing • Community participation

• Fairness in all we do • Maintaining our community’s trust

1.3 Strategic objectives Council delivers activities and initiatives through the delivery of its services in line with the Best Value Principles. These contribute to the achievement of our Strategic Objectives as set out in the Council Plan for the years 2013-2017. During the recent community engagement program Council asked its community about how we can make Banyule an even better place to live, work and play. More than 1,200 people have told us their ideas through surveys, forums, through their community groups, and directly at various festivals and events. The consultation process involved extensive partnership and collaboration across Council. Numerous service units have been involved and engaged with their respective customer groups in the consultation. In addition to the City Plan and Community Plan, the consultation gathered information for the Arts, Recreation, Open Space, and Early Years Plans. In addition to the 1,200 people who told us their ideas, we have included the findings of other research and consultation conducted with the Banyule community over an extended period of the last 3 years. This adds to the variety of voices and views on how we can make Banyule an even better place. What our community told us The consultation asked a range of questions including how people felt about Council’s Key Directions and Focus Areas within the City Plan, and whether they could suggest changes and additional priorities. People were also asked more open-ended questions such as: “what do you like most about your neighbourhood?” and “what would you like to see in your neighbourhood?” Results There was overwhelming support for our City Plan Key Directions and Focus Areas, with 85% of survey responses saying that they thought the Focus Area was either very important or important. However, many of the comments and feedback relate to specific activities that come under the City Plan objectives. Therefore, the information we feed back to our community includes examples of what action is occurring under each Key Direction and Focus Area.


Some of the issues identified in the consultation relate to specific actions or requests. Where appropriate, these have been fed into the Customer Request Management (CRM) system for action by the relevant area of Council. The final type of feedback relates to issues that do not come under Council’s sole responsibility, for example addressing traffic concerns. These issues feed into the Community Plan process. We will work on an implementation process for the Community Plan where Council works in partnership with local and community organisations and residents on issues of concern such as improving transport, community safety and the natural environment. A clearer link to the outcomes of how we have responded to the community engagement findings is articulated in the City Plan through the inclusion of key initiatives. These initiatives reflect the intent of Council to provide a comprehensive suite of services to its community and are highlighted to clearly demonstrate the actual manifestation of the strategic intent. This allows our community to comment in detail on whether Council has fairly represented the priorities and needs of its community. The following table lists the Strategic Objectives as described in the Banyule City Plan 2013-2017, being Banyule’s Council Plan.

Strategic Objective Description

1. People: Community Strengthening And Support

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

2. Planet: Environmental Sustainability

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

3. Place: Sustainable Amenity And Built Environment

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

4. Participation: Community Involvement In Community Life

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

5. Performance: Use Our Resources Wisely

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

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

Our City Plan’s Relationship with the Municipal Public Health and Wellbeing Plan The City Plan and the Banyule People: Health and Wellbeing Policy & Strategy also meet Banyule’s obligation for a Municipal Public Health and Wellbeing Plan under the Victorian Public Health and Wellbeing Act 2008.


The following diagrams give an overview of Council’s objectives, key directions and strategic indicators.



2. Activities, Initiatives and Key Strategic Activities This section provides a description of the activities and initiatives to be funded in the Budget for the 2013-2014 year and how these will contribute to achieving the strategic objectives specified in the Banyule City Plan 2013-2017 (Council Plan), as set out in Section 1. It also includes a number of key strategic activities and performance targets and measures in relation to these. 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 is shown below.


2.1 Strategic Objective 1: People – Community Strengthening and Support

‘People’ is about our desire for optimal health, for better living conditions and improved quality of life. Good health is the state of complete physical, mental and social wellbeing and not merely the absence of disease. Health and wellbeing can be supported at any age through individual and public policy measures. Wellbeing is fundamental to quality of life, quality of human relationships and the capacity to participate in education, work, recreation and the community.

We are committed to improving the health for our community and identifying and minimising threats to public health. This is a shared responsibility for which we have delegated legislative responsibility, and we undertake this in conjunction with other agencies and partners, such as the Department of Health, with whom we work closely. We will support health and community wellbeing through the following key directions:

1.1 Promote and support health and wellbeing

1.2 Provide services for people at important life stages

1.3 Develop and promote safety and resilience in our community

1.4 Celebrate and promote Banyule’s diversity and heritage

1.5 Support people to achieve their economic potential

1.6 Plan and prepare for emergency events.

To achieve our objective of People - Community Strengthening and Support, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The activities and initiatives for each service category and key strategic activities are described below. Activities

Activity Description

Expenditure (Revenue) Net Cost

$'000

Health and Aged Services

This service area includes:

Services for Older Persons & People with a Disability: - Service Access and Assessment, Social Support, Assisted Transport, Home Care, Delivered Meals, Respite Care, Personal Care, Property Maintenance, Senior Citizens Centres

Environmental Health: - Food safety, Public Health (including: nuisance, tobacco, infection control and prescribed accommodation), Immunisation, Domestic Wastewater Management, Public Health Emergency Management

10,819

(5,971)

4,848


Leisure, Recreation & Cultural Services

This service area includes: Art collection management, Community buses for hire, Culture & heritage development, The Centre Ivanhoe function centre, Festivals & cultural events, Ivanhoe Golf Course, Library services, Leisure facilities, Leisure programs for older adults, Leisure programs for people with disabilities, Swimming pools, Sports ground allocations

12,953

(6,633)

6,320

Youth & Family Services

This service area includes: Municipal Recovery Management, Child Care Centres, Early Childhood facilities management, Early Childhood facilities Capital Works program, Early Years Networks facilitation, Kindergartens and Universal Access, Kindergarten Central Enrolment, Municipal Early Years Plan, Maternal & Child Health Services, Jets Studios, Community Support & Resource, Youth Services, Banyule After Hours Youth Outreach Service (Link-U), Community Safety (including Graffiti Management), Community Liaison, Community Building (formerly Metro Access), Community Development Grants, Trust Management, Volunteer Recognition Awards

9,356

(4,357)

4,999

Initiatives: 1. People - Community Strengthening and Support 1.1 Promote and support health and wellbeing Our focus areas

We will:

1.1.1 Develop passive and active recreation, leisure and arts

Key initiatives include:

• Develop a policy for the use of temporary spaces (Council owned or managed empty shops, unused sites etc.) to support place making and community engagement activity

• Consult with the community in the development of community facilities

• Arts and Cultural strategic plan development and implementation:

− Continued provision of an extensive arts, culture and festival and events calendar

• Continue the support and development of Council’s facility managed by Macleod YMCA

• Adopt and implement a Play-space plan that provides a strategic vision for appropriate play spaces for our community to meet and recreate at.

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

and the environment


• Review, implement and promote Council's public health programs and services

• Promote access to healthy foods by implementing programs and services that maximise food safety, access and nutrition


• Co-ordinate and deliver immunisation services to protect children from communicable diseases

• Undertake educational and enforcement activities to reduce the health impact of tobacco on the community

• Respond to emerging and future preventable disease outbreaks and public health risks though education, promotion and advocacy.

1.1.3 Foster communities that support and create opportunities for people to live healthy and fulfilling

lives.


• Support Neighbourhood Houses to provide community and education programs

− Support an additional portable classroom for Watsonia Neighbourhood House

• Support community groups with community grants and access to buildings

• Support the resurfacing of the lower ground at the Montmorency Bowling club

• Work towards making Banyule an ‘Age Friendly’ place to live, including:

• Plan and deliver services, activities and information to support seniors in living a full and independent life in Banyule.


1.2 Provide services for people at important life stages Our focus areas

We will:

1.2.1 Promote healthy development of children, young people and their families


• Provide a responsive maternal and child health program that meets required standards of practice

• Provide high quality and responsive early childhood services, supporting high needs groups and community based care

• Continue to implement the Youth Strategic Plan, advocating for improved services and support

• Deliver innovative programs for young people, such as:

− JETS creative arts hub

− LINK-U outreach program.

• Implement Early Years Infrastructure Developments, including:

− Olympic Village Learning Hub in Heidelberg West - Stage 2, detailed design and construction of a Child & Family Centre

− Pre-Schools redevelopment program - Audrey Brooks, Morobe Street, Winston Hills, and Interlaken.

1.2.2 Support older people to live independently


• Plan and deliver sustainable aged and disability services in line with Home and Community Care guidelines, to support people to live independently at home

• Continue Council’s integrated and inclusive program and facility planning to maximise use by older people

• Provide a delivered meals service (‘meals on wheel’) that supports eligible community members and meets their nutritional needs

• Prepare and reorientate Council’s Aged services to address current National Aged Care Reforms.


1.3 Develop and promote safety and resilience in our community Our focus areas

We will:

1.3.1 Support, address and advocate for community safety


• Implement year two of the Community Safety Plan

• Implement traffic safety improvements outside of:

− Montmorency South Primary School

− Watsonia Primary School.

1.4 Celebrate and promote Banyule’s diversity and heritage Our focus areas

We will:

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


• Promote WW2 Heritage links with the Heidelberg West community through a flags and interpretive signage program

• Develop an Aboriginal art-sculpture trail and native garden along the walkway from Catalina Street to Northland shopping centre

• Implement year one actions of the Arts and Recreation strategic plans

• Improve the preservation of the Banyule art collection assets

• Implement year one of Hatch Contemporary Arts Space business plan. 1.5 Support people to achieve their economic potential Our focus areas

We will:

1.5.1 Encourage and assist the development of small business


• Deliver small business support by:

− Providing networking and training opportunities that respond to local business needs

− Working in partnership to provide one-to-one advice and planning sessions.

1.5.2 Review Council’s procurement guidelines with a stronger emphasis on the support of local employment, social and environmental impacts.


• Increase the percentage of locally produced or provided goods and services purchased by Banyule.


1.6 Plan and prepare for emergency events Our focus areas

We will:

1.6.1 Strengthen community resilience


• Continue to implement requirements of the Vulnerable Person in Emergencies Program

• Develop and implement Council’s strategic plan for disaster resilience, including:

− Educate and prepare the community for emergency events such as bush fires, heatwaves and pandemics.

1.6.2 Maintain operational readiness


• Continue to prepare Council for emergency response, relief and recovery.

Key strategic activities:

Strategic Activities Indicators Target 2013-2014

1. People: Community strengthening and support


1.1A CSI – Recreational facilities Equal to or greater than the Inner Metro Council Group average for 2013

1.1B Attendance at Council provided aquatic centres

1,200,000*

1.1C Percentage of people who feel they ‘belong’ in Banyule

80%

1.1D CSI – Art centres and libraries Equal to or greater than the Inner Metro Council Group average for 2013

1.1E CSI – Community and cultural activities Equal to or greater than the Inner Metro Council Group average for 2013

1.1F Attendance at Banyule festival 10,000

1.1G Performance against People: Health and Wellbeing Action Plan (% actions completed on time)

80%

1.1H Total number of library borrowings by Banyule residents

1,200,000


Key strategic activities:


1. People: Community strengthening and support (Continued) 1.2 Provide services for

people at important life stages

1.2A CSI - Family support services Equal to or greater than the Inner Metro Council Group average for 2013

1.2B CSI – Elderly support services Equal to or greater than the Inner Metro Council Group average for 2013

1.2C Key Ages and Stages: participation rate for 3.5 year visits

71%

1.2D Unit rate cost to Council for delivered meals $13.00 per meal

1.2E Total number of delivered meals 66,000

1.2F Percentage of delivered meals recipients satisfied with the service (rating the service as excellent, very good or good)

90%


1.3A Percentage of people who feel safe in Banyule

80%

1.3B Performance against Safer Banyule Action Plan (% actions completed on time)

80%


1.4A CSI – Art centres and libraries Equal to or greater than the Inner Metro Council Group average for 2013

1.4B CSI – Community and cultural activities Equal to or greater than the Inner Metro Council Group average for 2013

1.4C Attendance at Banyule festival 10,000


1.5A Number of economic development events delivered in partnership with other organisations (eg. neighbouring Councils, State and Federal Government, Regional Development organisations, traders associations, etc)

15

1.5B Participation level (attendance) at Council operated/ hosted economic development events

300

1.6 Plan and prepare for emergency events

1.6A CSI – Emergency and disaster management Equal to or greater than the Inner Metro Council Group average for 2013

1.6B Percentage of people who feel safe in Banyule

80%

1.6C Completion of scheduled emergency management exercises as part of Councils Municipal Emergency Management Plan

Completed as per schedule


2.3 Strategic Objective 2:

Planet – Environmental Sustainability ‘Planet’ is about the natural and formed environment and the ecosystems that sustain the community. Our community is an integral part of the environment and together we are the custodians of our shared home.

To develop a sustainable environment we will focus on the following key directions:

2.1 Protect and enhance our natural environment

2.2 Conserve water and improve stormwater quality and impact

2.3 Deliver appropriate action on climate change

2.4 Avoid waste generation

2.5 Act as environmental stewards

To achieve our objective of Planet - Environmental Sustainability, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The activities and initiatives for each service category and key strategic activities is described below. Activities



$'000 Parks & Gardens

This service area includes: Horticulture: - design, construct and maintain: - playgrounds, sports fields, irrigation, landscape, park assets, weed control, nursery, garden bed design & maintenance, walking/bike paths Tree Care: - street tree maintenance, pest & disease control, tree replacement and planting, community planting days, tree removal, tree root control, tree assessment for both private & council. Bushland: - environmental education, environmental management, flora & fauna recording & restoration, noxious weed control, development of wildlife corridors, maintenance, construction, restoration and protection of bush reserves and rivers Parks Maintenance: - passive reserve maintenance, active reserve maintenance, half cost fence replacement, litter control in parks Strategic: - Parks & Gardens strategic management, Strategy development for public open space

11,418 (107)

11,311

Operations - Waste Management & Cleansing

This includes the following service areas: Waste Management: - Waste Management strategic planning, Metropolitan Waste Management Group

13,417 (10,125)

3,288


member, Banyule - Visy Material Recovery Facility, Rethink Centre and Outreach Waste Education programs, waste service support, Waste Recovery Centre (Transfer station), garbage collection, recycling collection, green waste collection, hard rubbish collection, commercial waste collection, parks and reserves waste collection Cleansing: - mechanical footpath sweeping of shopping centres, mechanical sweeping of sealed roads, cleaning of public toilets and barbeques, inspection & clearance of drainage pits and litter traps, litter clearance from shopping centres, litter collection, removal of dumped rubbish, removal of dead animals from roads, syringe removal. high pressure drain cleaning

Strategic & Economic Development - Environmental Planning

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

3,656 (76)

3,590

Initiatives: 2. Planet - Environmental Sustainability 2.1 Protect and enhance our natural environment Our focus areas

We will:

2.1.1 Protect wildlife corridors and enhance waterways and wetlands


• Complete a strategic environmental and operational management plan for Wilson Reserve

• Deliver a heritage and environment study for Banyule Flats.

2.1.2 Protect and plant trees and appropriate vegetation


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

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

− Develop an Urban Forestry Policy and Strategic Plan to improve the quality and quantity of the City’s urban forest

− Work towards further establishing and building the profile of urban forestry in Banyule and supporting action on canopy enhancement in the public and private realm

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


• Inspect and protect our treed environment in public places through Council’s Parks and Gardens service area, including collection of scientific data on the City’s public realm trees to assist the maintenance and protection of our urban forest

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

− Andrew Yandell reserve staircase

− St Helena Road and Yandell Close entrances

− Reserve Fence Replacement program

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

− Routine Street Tree Pruning - through the existing Tree Management Contract, and assessment and works on 75,000 street trees

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

− Comply with new Electricity Safety (Electric Line Clearance) Regulations 2010 (tree removal and pruning)

• Major vegetation strategies:

− Substantial Tree Strategy in the Planning Scheme – complete the public exhibition and planning panel process for vegetation overlay Schedule 5.

2.1.3 Improve the policing of litter and waste dumping


• Develop strategies to strengthen the enforcement of litter and illegal dumping of items and goods

• Increase community awareness of our hard rubbish and green waste collection programs to minimise illegal dumping

• Finalise a waste minimisation plan including litter prevention and dumping of waste.

2.2 Conserve water and improve stormwater quality and impact Our focus areas

We will:

2.2.1 Increase Council's water use efficiency


• Complete construction of stormwater harvesting projects at Chelsworth, Kalparrin and DeWinton Reserves that replaces tap water irrigation of sports grounds and filters out waterway pollution

• Provide ongoing development and maintenance of warm season grassed playing surfaces, including:

− Yulong Reserve East

• Provide maintenance of oval and sports field irrigation, including sprinkler and drainage replacement, irrigation flow sensors, and technology renewals.


2.2.2 Improve our urban drainage and stormwater management


• Deliver an evidence based 10 year Capital Works Plan for Council’s stormwater drainage network, including:

− Improved stormwater infrastructure - including the Rosanna Parklands Davis Street drain, Mountainview Parade drainage and implementing the emergency drainage works response program.

2.3 Deliver appropriate action on climate change Our focus areas

We will:

2.3.1 Reduce our impact on climate change by reducing Council's energy consumption and waste


• Improve streetlight energy efficiency. This will significantly reduce Council’s ongoing energy costs and result in a 19% reduction in overall greenhouse gas emissions

• Deliver a continued certification program against ISO14001 Environmental Management Standards

• Continue Council’s energy efficiency initiatives toward carbon neutrality.


2.4 Avoid waste generation Our focus areas

We will:

2.4.1 Discourage waste to landfill


• Develop and implement a new Waste Management Plan

• Deliver Council’s current best practice waste management services.

2.4.2 Identify and implement viable recycling opportunities


• Investigate and cost new business opportunities for recycling and waste collection for sporting clubs, community facilities and leisure centres

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

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

community


• Develop education tools to empower Banyule's community to avoid waste

• Continue implementing waste avoidance programs to the broader community, schools and community groups

• Advocate to other levels of government to reduce the cost shift burden of higher waste costs resulting from landfill levies.

2.5 Act as environmental stewards Our focus areas

We will:

2.5.1 Manage recreation and open spaces in an environmentally sustainable way


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

• Deliver on open space strategy and reserve master plan priorities

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


2.5.2 Support community and business to protect and enhance the environment


• Finalise and implement Council’s Planet: Environmental Sustainability Policy and Strategy

• Finalise and implement 5 Planet Plans: Biodiversity Plan, Water Plan, Energy Plan, Waste Plan, and the Environmental Stewardship Plan

• Continue stewardship programs that educate the community about environmental sustainability including:

− Wildlife Corridor program

− Environmental Sustainability Grants

− Home Harvest

− Positive Charge.

• Consult our community and seek expert advice in relation to the development of a Council position on urban agriculture (including Community gardens and nature strip planting).


Key strategic activities


2. Planet: Environmental sustainability


2.1A CSI – Environmental sustainability Equal to or greater than the Inner Metro Council Group average for 2013

2.1B Number of tree plantings (Council tree plantings in streets and parks)

1,000


2.2A CSI – Environmental sustainability Equal to or greater than the Inner Metro Council Group average for 2013

2.2B Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time)

90%

2.2C Council’s water use Less than 200 megalitres


2.3A CSI – The appearance of public areas Equal to or greater than the Inner Metro Council Group average for 2013


90%

2.3C Council’s greenhouse gas emissions (compared with 1996-97 base data)

Reduction


2.4A CSI - Waste management Equal to or greater than the Inner Metro Council Group average for 2013

2.4B Percentage of waste diverted from landfill 56%

2.4C Percentage of ‘consumer waste’ diverted from landfill (ie excludes greenwaste)

41%


2.5A Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time)

90%

2.5B Attendance at Council’s Rethink Centre waste education programs

5,400


2.4 Strategic Objective 3: Place – Sustainable Amenity and Built Environment

‘Place’ describes the buildings, structures and spaces in which we live, work, shop and play. It is about our surroundings, how we interact with and move about within them. ‘Place’ also shapes our interactions with others and influences the quality and frequency of our social and economic activities. ‘Place’ is dynamic and influenced by many factors, most notably the aspirations of landowners and statutory approval systems that are governed through State and sometimes Federal decision making.

To help improve the liveability of Banyule we will focus on the following key directions:

3.1 Maintain and improve Banyule as a great place to live

3.2 Strengthen local activity and employment areas

3.3 Support thriving commercial and retail activity

3.4 Enhance Banyule’s public and open spaces

3.5 Support sustainable transport

To achieve our objective of Place - Sustainable Amenity and Built Environment, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The activities and initiatives for each service category and key strategic activities is described below. Activities



$'000 Major Projects and Infrastructure

This service area includes: Infrastructure Maintenance: - footpath maintenance, kerb & channel maintenance, sign repair/replacement, street furniture repair/replacement, guardrail maintenance, road patching, drainage repair, unsealed road maintenance, traffic counters, line marking, road management plan implementation, pedestrian bridge maintenance Construction Management: civil & building construction project supervision, road resurfacing, pedestrian trail maintenance, asset inspection & protection, memorandum of consents, bike path maintenance, roads construction and reconstruction projects, scheduled building maintenance, unscheduled building maintenance, air conditioning maintenance, vandalism repairs, graffiti removal from council buildings.

7,850 (1,349) 6,501


Development Services

This includes the following services: • Statutory planning • Subdivisions • Planning enforcement • Building permits & inspections • Municipal Building Surveyor • Transport • Engineering design • Drainage & infrastructure approvals • Sustainable Transport

6,065 (3,932) 2,133

Strategic & Economic Development - Infrastructure Assets, Strategic Planning, Economic Planning, Property Services, and Valuations

This includes the following services: Infrastructure Assets: - programming for road & footpath maintenance, new works & services program, drainage system, asset management plans Strategic Planning: Land use, Urban Design, Heritage, Planning Scheme reform, Housing, Neighbourhood Character Economic Planning: - Shopping centre promotion and development, shopping centre business planning, shopping centre enhancement program, business development, business networking, shopping centre streetscape master planning, business growth, attraction and development Property Services: - Property portfolio management, Acquisition & disposition, Commercial & residential leases, Discontinuance & sale of unused roads Valuations: - Council rating valuations

4,526 (1,962) 2,564

Governance, Information and Laws – Municipal Laws

This includes the following services: • Animal management • Parking control • Fire prevention • School crossing supervision • Local Laws compliance

3,078 (3,046)

32

Initiatives: 3. Place - Sustainable Amenity and Built Environment 3.1 Maintain and improve Banyule as a great place to live Our focus areas

We will:

3.1.1 Promote the preferred character of neighbourhoods and preferred places for development


• Guide development growth to key sites, including within Greensborough, Heidelberg, Ivanhoe and Heidelberg West

• Deliver a long-term strategic plan for Councils potential influence and land use planning on Watsonia station and the surrounding precinct


• Complete planning for a cultural heritage policy in the planning scheme

• Achieve appropriately negotiated outcomes for Council’s 2012 Neighbourhood Character Strategy in the planning scheme

• Undertake further housing and neighbourhood character planning to consider the State’s new residential zones.

3.1.2 Encourage greater diversity and sustainability of housing


• Implement Environmental Sustainable Design (ESD) practices within our statutory planning assessment process

• Complete planning for environmentally efficient design guidelines in the planning scheme

• Ensure compliance with state and federal sustainable building codes through Banyule’s Building Control Service.

3.1.3 Promote the improved design of local neighbourhoods to enhance ease of movement and

access to goods, services and employment


• Ensure appropriate and safe access to all local roads and centres through Council’s traffic engineering services.

• Develop a program to upgrade pram crossings.

3.1.4 Develop, renew and maintain Banyule’s public assets to defined and agreed standards


• Conduct repairs to the Willinda Park staircase from the athletics track to Plenty Trail

• Develop and implement a proactive program for street sweeping of hot spots affecting drainage

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


• Review Council's Road Management Plan and continue to implement priority findings

• Deliver building maintenance programs based on identified maintenance standards for Council facilities

• Program the ongoing upgrade of Council facilities and buildings for better accessibility

• Continue to provide a responsive and effective cleansing service to street, drains, shopping centres and public toilets, and maintain these assets with an agreed and defined level of cleanliness

• Undertake condition assessment on the path network in Council’s parks

• Complete the design and commence construction of stage 1 of the Ivanhoe Aquatic Centre redevelopment

• Maintain the WaterMarc building and plant assets

• Deliver Infrastructure Assets Renewal Programs, including asset plans, Renewal GAP physical works, condition surveys and maintenance programs for:

− Traffic management,

− Street signs and furniture,

− Sports field surfaces (including synthetic) and irrigation,

− Sports field and reserve Lighting,

− Trees (street, bushland, parks, facilities)

• Look to maintain and improve our local road network infrastructure through our Local Roads Re-sheet and Rehabilitation program, including:

− St Helena Road - Glen Katherine Drive to Maxine Drive

− Sherbourne Road - Mountain View Road to Lorraine Drive

− Princes Street - Watsonia Road to Ladd Street

− Nepean Street - McKenzie Court to Cul-De-Sac

− Wungan Street - Iona Court to Cherry Street

− Lloyd Street - Dresden Street to Waterdale Road

− Malahang Parade - Waterdale Road to Oriel Road

− Warrawee Drive - Grimshaw Street to Cameron Pde

− Shelly Street - Lloyd Street to Outhwaite Road

− Cleveland Avenue - Lakeside Drive to Henty Road

− Trist Street - Meakin Street to Sellars Street

− Coventry Street - Cul-De-Sac to James Street

− Fernside Avenue - Porter Street to Hyacinth Street

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

• Deliver the New Footpath Construction Program, including:

− Kingsbury Drive Shared Pathway bounded by Charles La Trobe P-12 College


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

3.1.5 Encourage the community to contribute to the greening of Banyule


• Develop a Heidelberg West Garden Competition

• Implement the Price Park Master Plan

• Develop and implement the Street Tree Strategic Plan

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

• Deliver a range of Community Gardens initiatives, including:

− Bellfield Community Centre and Johnson Reserve next to the scouts.

3.2 Strengthen local activity and employment areas Our focus areas We will:

3.2.1 Explore funding opportunities to grow activity areas, including Greensborough, Heidelberg and Ivanhoe


• Create and provide opportunities for self-funded public space community events

• Develop a market at Greensborough town square

3.2.2 Encourage investment that supports local jobs growth


• Encourage investment in residential, commercial and industrial uses, focused on activity and employment areas.

3.2.3 Support the regeneration of Heidelberg West (3081)


• Work with our community to provide a coordinated approach to identifying and meeting the needs of those living in postcode 3081, including:

− Addressing and advocating on social, economic and infrastructure issues

− Delivering on the postcode 3081 program (Post Neighbourhood Renewal program)

• Support the development and implementation of the Banyule business incubator in Heidelberg West.

3.2.4 Create community hubs at Ivanhoe, Watsonia and Heidelberg West


• Progress master-planning for the Ivanhoe Civic Precinct

• Progress the development of the Heidelberg West Olympic Village Learning Hub - Stage 1: Child & Family Centre


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


• Review and deliver the Banyule economic development plan in consultation with local industry and key stakeholders.

3.3 Support thriving commercial and retail activity Our focus areas

We will:

3.3.1 Support activity centres to enhance local retail and commercial activity


• Continue to support local shopping centres through the Special Rates and Charges scheme

• Explore opportunities for streetscape investment, and co-ordinate Council’s approach to shopping centre beautification such as cleaning and maintenance:

− Work toward the completion of beautification of the Watsonia shopping centre streetscape over the term of the City Plan

• Complete the Ivanhoe Activity Centre planning scheme amendment. 3.3.2 Work in partnership with businesses to market and promote Banyule’s retail and commercial

offer


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

• Conduct improvement works to Rosanna shopping precinct, including lighting and landscaping around trees

• Market and promote investment activity in shopping centres. 3.4 Enhance Banyule’s public and open spaces Our focus areas

We will: 3.4.1 Provide and maintain beautiful open space across Banyule for passive and active use


• Renew Banyule’s Public Open Space Strategy

• Develop Telfer Reserve Master Plan actions including planning and design for car park and pavilion

• Develop Master Plans for Regional Family Play spaces • Develop a Darebin Creek Master Plan in conjunction with Darebin City Council and the

State Government • Implement the Darebin Parklands Master Plan including contributing to signage, seats and

facilities


3.4.2 Provide and maintain well designed public spaces that have great public amenity, are accessible

and strengthen community connections


• Redevelop Library Facility Ivanhoe:

− Drawings for the redevelopment of the Ivanhoe Library site

• Maintain Council open spaces, including:

− fire hazards − traffic areas − road reserves − ovals

• Create a fenced ‘dog off lead’ area at Malcolm Blair reserve

• Improvements to our tennis facilities, including:

− Banyule − Macleod − Rosanna

• Sporting Facilities Lighting and Equipment:

− All Seasons Cricket Pitch Replacement program

− Apply for State government support for the redevelopment of Yulong Reserve, Bundoora Cricket net replacement.


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

spaces and facilities


• Implement the Simms Road Reserve Master Plan, including Montmorency Junior Football Club pavilion and ground construction

• Continue to implement Council’s playground replacement program

• Develop design plans for a regional play space concept for Anthony Beale reserve

• Develop Banyule reserve pavilion by extending viewing deck, fix concrete and improve access to ground

• Develop detailed design for pavilion developments, including

− Ivanhoe Pavilion

− Loyola Reserve.

3.5 Support sustainable transport Our focus areas

We will:

3.5.1 Develop an integrated transport plan for Banyule


• Develop a clear and succinct transport vision for Banyule which:

− Describes Banyule’s vision for transport across the City

− Sets out the actions Banyule is undertaking to realise this vision

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

- Greensborough multimodal interchange

- Rosanna Road

- Watsonia rail station multi-level park and ride.

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


• Pedestrian Bridge Replacement, including:

− Bridge handrail modifications for 20 Bridges - to insert 'shear pins' for flood events

− Banyule- Henty Road, Viewbank (vehicle bridge) - rock beaching on both sides of piers

• Plan for and deliver a major shared path bicycle link from the Plenty River trail to Plenty Road which would be a major bicycle transport link through Banyule. This will involve:

− Planning and delivery of a shared path bicycle link along the power easement from Plenty River trail to Watsonia Station

− Planning and delivery of shared path bicycle link from Watsonia Station to Plenty Road along Morwell Avenue and delivery of on and off road trail design and landscaping


• Continue the off-road path renewal and development of our Shared Trail (Bicycle), including:

− Bicycle path renewal - maintenance and renewal of Banyule's off-road bicycle trail network - Darebin Creek, Plenty River, Main Yarra Extension and Plenty River Extension.

− Plenty River Trail from Willinda Park to Greensborough Activity Centre.

3.5.3 Encourage walking, cycling and public transport use


• Advocate for increased investment in public transport and bike transport.

3.5.4 Improve parking management in activity areas


• Develop parking plans for key activity areas, including:

− Activity Centre Car Parking Strategies - Heidelberg, followed by Greensborough and Ivanhoe

• Investigate improving parking management outcomes by extending paid parking within activity centres in our city.



3. Place: Sustainable amenity and built environment


3.1A Percentage of planning applications completed within statutory timeframe (60 days)

70%

3.1B VLG infrastructure indicator: renewal ratio 1:1

3.1C CSI – The condition of local streets and footpaths in your area

Equal to or greater than the Inner Metro Council Group

average for 2013

3.1D MAV Insurance (overall score) – compliance with road management plan

75%


3.2A CSI – Council’s general town planning policy Equal to or greater than the Inner Metro Council Group

average for 2013

3.2B CSI - Business and community development and tourism


average for 2013

3.2C CSI - Planning and building permits Equal to or greater than the Inner Metro Council Group

average for 2013



3. Place: Sustainable amenity and built environment (continued)



15


300

3.3C Number of businesses that are participating in special rates schemes

1,000


3.4A Percentage of people who feel safe in Banyule 80%

3.4B CSI – The appearance of public areas Equal to or greater than the Inner Metro Council Group

average for 2013


3.5A CSI – Parking facilities Equal to or greater than the Inner Metro Council Group

average for 2013

3.5B CSI - Traffic management Equal to or greater than the Inner Metro Council Group

average for 2013

3.5C Linear metres of shared paths/ trails renewed, upgraded and new.

900 metres


2.5 Strategic Objective 4: Participation-Community Involvement in Community Life ‘Participation’ is central to good governance. We will strive for good governance by providing the community with opportunities to actively engage in and influence the decision-making process. We will plan for and respond to the community’s needs, advocate on its behalf and use the resources of the municipality appropriately.

Banyule’s commitment to participation will be achieved by the following key directions:

4.1 Engage meaningfully with our community

4.2 Encourage diverse and inclusive community participation

4.3 Advocate on behalf of our community

4.4 Provide outstanding communications and customer service

To achieve our objective of Participation - Community Involvement in Community Life, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The activities and initiatives for each service category and key strategic activities is described below. Activities



$'000 Governance, Information and Laws – Governance and Information Management

This includes the following services: Corporate Governance and compliance including Freedom of Information & Privacy Council Elections Council Office Management Records management Archives management Cemetery management Council Meetings

1,654 (0)

1,654

Councillors and Executive

This includes Councillors Administration and Executive Planning, Councillors support & training

2,673 (0)

2,673

Organisational Performance - Customer service and communications

This includes the following services: Customer Service to internal units & community, Cash collection & processing, Public relations, Website, Media Liaison, Corporate Communications Strategy, Corporate Identity, Advertising, Publications, Community, Social and Health planning, Disability and Inclusion planning, Indigenous community partnerships

2,633 (9)

2,624


Initiatives: 4. Participation – Community Involvement in Community Life 4.1 Engage meaningfully with our community Our focus areas

We will:

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


• Participate in and support the ‘3081 Connect’ project

• Deliver the ‘Our Mall Our Place’ project in Heidelberg West

• Implement year one of the Metro Access Community Building Plan

• Co-ordinate and deliver a range of community grant programs

• Progress the development and implementation of the Municipal Early Years Plan

• Strengthen the delivery of Youth & Family Services through community partnerships

• Scope community transport needs particularly for older and more vulnerable people.

4.1.2 Listen and respond to our community, especially under-represented groups


• Develop a co-ordinated framework across Council for consultation and engagement.

• Engage with the community through a targeted ‘out and about’ program, focusing on sections of the community who may experience barriers to participation in civic and community life

• Implement the Home and Community Care (HACC) Diversity Plan, incorporating the Active Service Model (ASM), assessment plans, and inclusion of mental health and disability considerations.

4.1.3 Enhance our relationship and work in respectful partnership with the traditional owners of

Banyule, the Wurundjeri Willam people


• Build relationships with, and develop actions to engage and support, our Indigenous communities

• Co-ordinate the implementation of the Banyule Indigenous Australians Commitment Plan and the action plan for 2013-14.

4.2 Encourage diverse and inclusive community participation Our focus areas

We will:

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


• Develop a human rights, diversity and inclusion framework.


• Co-ordinate and implement a training and capacity building process across Council on human rights, diversity and inclusion

• Create a cross-council working group to develop priorities and plans to promote and celebrate Banyule's diverse communities through events and celebrations (e.g. IDAHO day, NAIDOC week, Cultural diversity week etc.)

• Investigate the establishment of a multicultural or an inclusion advisory group to Council which would advise on the design and implementation of Council policies and programs to consider the needs of Banyule’s diverse communities.

4.2.2 Encourage people to participate in volunteer and community activities


• Review all major festivals

• Co-ordinate and deliver the annual volunteer awards and celebration function.

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

activities and services


• Develop a cross-council project plan for the Indigenous participation project with the Leisure and Culture, Parks and Gardens, and Community and Social Planning teams

• Improve the access for all people to Council premises, including:

− Community Facilities (halls, neighbourhood houses, senior citizens centres, early years centre, adult day care centres, sports clubs, libraries, leisure facilities) - Modify to comply with Building Code of Australia (BCA) and Australian Standards AS1428.

− Provide accessible signage - way finding signs, Tactile Ground Surface Indicators (TGSI) and audio loops, to comply with Building Code of Australia (BCA) and Australian Standards AS1428.


4.3 Advocate on behalf of our community Our focus areas

We will:

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


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

• Develop partnerships with state & federal government commercial and community organisations to develop programs, services and projects.

4.3.2 Identify opportunities for more equitable funding and service arrangements with state and

federal government


• Review aged services to identify future directions, service gaps, local issues, cost shifting and advocacy issues

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

4.4 Provide outstanding communications and customer service Our focus areas

We will:

4.4.1 Improve the reach, impact and responsiveness of our communications


• Develop communication and promotion strategies for specific services, including:


− Health and Aged

− Leisure, Recreation and Culture

− Our Aquatic facilities

− Development Planning.

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

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

4.4.2 Provide transparent and timely information about Council


• Ensure processes run smoothly to provide excellent customer service support

• Review and re-launch the Banyule Community Charter to accurately reflect community attitudes and Council’s capacity to meet those expectations

• Build on the existing organisational culture to increase awareness of customer expectations and increase skills in managing and meeting the community's expectations.

4.4.3 Seek and act on feedback on the effectiveness of our communications and customer service


• Develop a survey asking the community about its preferred methods and timing for receiving Council communication, and providing feedback and views on current and proposed communication methods

• Develop and implement a communication plan to support the internal and external promotion of Council’s new Community Charter

• Develop new, improved and consistent ways to communicate and engage with the community, including:

− Increase use of our new website use by the community − Launch of relevant social media (eg. Facebook, Twitter followers/friends) − Review the design, frequency and delivery of The Banner newsletter − Develop a centralised subscriber base − Review branding for Council services.




4. Participation: Community involvement and community life


4.1A CSI - Overall performance of Council Equal to or greater than the Inner Metro Council Group average for 2013

4.1B CSI - Customer service Equal to or greater than the Inner Metro Council Group average for 2013

4.1C CSI - Community consultation and engagement

Equal to or greater than the Inner Metro Council Group average for 2013

4.1D Visits to website Base to be determined*


4.2A CSI – Informing the community Equal to or greater than the Inner Metro Council Group average for 2013

4.2B Percentage of people who feel they ‘belong’ in Banyule

80%

4.2C Amount distributed through Council’s Community Grants programs

$140,000

4.2D Number of Community nominations for Banyule volunteer awards

40

4.3 Advocate on behalf of the community

4.3A CSI – Lobbying on behalf of the community


4.3B Number of significant issues Council has advocated on behalf of the community (as reported in the six monthly advocacy reports to Council)

20


4.4A CSI - Overall performance of Council Equal to or greater than the Inner Metro Council Group average for 2013

4.4B CSI - Customer service Equal to or greater than the Inner Metro Council Group average for 2013

4.4C CSI – Informing the community Equal to or greater than the Inner Metro Council Group average for 2013


4.4E Average time taken to answer telephone call enquiries

Within 2 minutes

4.4F Percentage of customer requests actioned within specified timeframes

75%


Strategic Resource Plan: 2.5 Strategic Objective 5:

Performance - Use Our Resources Wisely The framework and context for the Strategic Resource Plan and Performance Objective are described in detail in Section ‘1.1 Strategic Planning Framework’ of this budget document. We update the Strategic Resource Plan annually.

Our commitment to managing our resources wisely will be achieved by the following key directions:







To achieve our Strategic Resource Plan and City Plan objective of Performance - Use Our Resources Wisely, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The activities and initiatives for each service category and key strategic activities is described below. Activities



$'000 Information Technology

This service area includes: IT Operations: - Customer request management, Maintenance of voice & data network, Availability of systems & applications Application Services: - Secure, reliable & innovative services, Delivery of appropriate solutions, Enterprise Data Centre management, Leading edge business solutions utilising new & innovative technologies IT Infrastructure: - Stable & innovative infrastructure, Efficient life cycle management of data, hardware & voice, Web solutions, Accessibility & mobility infrastructure solutions

4,032 (18)

4,014

Operations – Plant & Fleet Management, and Emergency Management

This includes the following services: Plant and Fleet Management: - Vehicle and equipment maintenance and repairs, Fabrication services, Replacement programming and purchasing of fleet, Vehicle accident repairs Emergency Management: - Municipal Emergency Management planning and co-ordination

333 (70) 263


Strategic & Economic Development – Land Information Systems

This includes the following services: Land Information Systems: Geographical Information System, Corporate property information maintenance

135 (0)

135

Human Resources (Workforce Development)

This includes the following services: - Recruitment & selection, Induction, Industrial relations, Employee Relations, Organisational culture, Human Resources Information System (HRIS), Occupational Health & Safety support and advice, WorkCover and Return to Work Program, Health & Wellbeing Program, Learning and development, Leadership Development, Strategic and Operational risk management, Risk assessments and hazard management, Claims management, Insurances, underwriter and broker relations, Business Continuity and workplace emergency management, Human Resources Strategic Plan, Workforce Planning

3,027 (0)

3,027

Financial Services This service area includes: - Processing and collection of rates & charges, Rate Revenue, maintenance of rating data, Accounts receivable, Maintenance of ledgers, Annual & Strategic budget preparation, Procurement of goods and services, Accounts payable, Investment management, Financial and Management accounting, Payroll, Financial reporting, Debt servicing, and Grants Commission.

22,330 (5,335) 16,995

Organisational Performance – Organisational development support, Business Services

This includes the following services: City Plan development, Best Value implementation, Corporate policy development & management, Business plan development, Corporate planning & reporting support, Organisational development support, Continuous improvement, certification program management and support.

1,111 (0)

1,111

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

5.1 Develop and deliver best value services and facilities Our focus areas

We will:

5.1.1 Identify opportunities for strengthened and additional income streams


• Review the policy for club contributions towards upgrade of sport and recreation facilities

• Complete stage one of the Ivanhoe Aquatic and Recreation Centre redevelopment (including fit out), and review operating outcomes post construction

• Develop guidelines for shared use arrangements for sporting facilities


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


• Investigate options to increase revenue including sale of surplus Council property and commercial investments.

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


• Pursue the purchase and redevelopment of the surplus state government school sites in Banyule

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


• Pursue the rationalisation of Council offices to a combined worksite in Greensborough, including:

− Develop detailed plans for the Greensborough office site

− Determine business case and change management requirements associated with a combined office move

• Review efficiencies in lease arrangements and associated rental fees

• Undertake a review of Waste Recovery Centre processes and charges to minimise the cost of waste disposal to customers

• Review the Workforce Strategy & Action Plan (Human Resources Strategic Plan)

• Develop a sustainable plant and equipment wash down facility at operations Depot

• Develop and implementation plan based on the local law service review outcomes

• Continue to improve asset management plans by confirming: − Asset work programs

− Renewal priorities

− Intervention levels and therefore levels of service.

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


• Best Value Service Review Program - review and benchmark Council Services to meet quality and cost standards

• Continue with our Community Survey Program to ensure relevant up to date and effective community information and engagement

• Co-ordinate access to and use of, data sources to ensure evidence based decision making

− Improved access to GIS layers to update asset information


− The review and development of key organisation performance measures and accountability framework

• Review budget development and forecasting processes: unit costing output/ activity, scenario forecasting tools, review cost codes (reduce and standardise), separate business units, budgets up to coordination level.

5.2 Provide responsible financial management and business planning processes Our focus areas

We will:

5.2.1 Achieve a responsible budget


• Review our 10 year Capital Works plan

• Develop a comprehensive rating strategy

• Participate in Local Government Industry aggregated collaborative procurement activities

• Respond to the new fire services levy rating requirements on local government

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

• Review and develop a rating strategy based on stability, equity, efficiency and transparency

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

5.2.2 Soundly manage Council's commercial assets, leases and contracts


• Identify and participate in aggregated procurement activities with 3rd Parties

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

5.2.3 Develop sound long-term plans for Capital Works, asset maintenance and financial management


• Review funding arrangements for undertaking major repairs or requirement to fixed plant and equipment

• Review of leisure and recreation master plans.

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

are performing


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


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

• Review the City Plan 2013-2017 (for Year 2)

• Contribute to and refine relevant sections of Banyule’s Annual Report for 2012-2013.

5.3 Enable good governance and accountability with minimal risk Our focus areas

We will:

5.3.1 Ensure our local laws are enforceable and deliver appropriate community benefit


• Monitor and manage customer requests for local laws enforcement requests

• Commence the review of Council’s 2005 local laws in accordance with the Local Government Act 1989.

5.3.2 Apply sound risk management practices that meets defined local government industry standards


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

• Implement post-election legislative requirements (code of conduct, delegations, corporate plan)

• Council Buildings Asbestos Removal Program

• Council Buildings Major Refurbishment and Replacement:

− Replacement of old Electrical Switchboards in Council buildings.

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

Services.


• Deliver responsive, accessible customer service in a manner that exceeds community expectations and meets industry best practice.

5.4 Create a productive and engaged workforce Our focus areas

We will:

5.4.1 Strengthen our capable, united and cohesive leadership teams


• Continue to provide leadership development programs

− Leading teams senior leadership program

− Banyule leadership network program

− Frontline team leader development program.


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


• Develop and implement job rotation and secondment guidelines

• Develop a Workforce Planning strategy and action plan to sustain an ageing workforce.

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


• Assist business units and provide support in consultation processes when implementing new technologies - Introduction of Change

• Develop a fully functioning Learning Management system (LMS) Data base.

5.4.4 Ensure our staff and workplaces remain safe


• Implement the Banyule Management Systems requirements for the continued certification of Occupational Health and Safety

• Ensure Service Unit Risk Analyses are undertake annually for all work areas.

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


• Facilitate a cross functional corporate working group to review and realign the Organisation’s Working Together Working Better Values:

− to unite the workforce with common goals and objectives,

− increase morale and reduce turnover rates,

− engage collaboration,

− promote the sharing of best practices and productivity to create a culture of accountability, success and customer service excellence.

5.5 Maintain and strengthen corporate information and innovation Our focus areas

We will:

5.5.1 Manage and enhance information systems that heighten business and service effectiveness


• Actively engage with service units to maximise the utilisation of Corporate Systems and Technology investment by using more and more functionalities, including: rolling out the Customer Request Management system (CRM), asset systems, work orders, hot-desking and others

• Implement the new Electronic Document Records Management System (EDRMS) to replace Infovision and streamline processes and management of electronic and hardcopy information


• Work with externally focused service units to build a knowledge base of relevant information to assist customers to access Council and community services

• Support the organisation to maintain certification of the Banyule management system

• Analyse and develop systems and processes to support knowledge sharing and continue to improve performance

• Work with relevant service units to streamline service deliverables, including: e-Recruitment System, Online Requisition, Online Customer Services, etc.

• Conduct a review of the Public Records Office of Victoria (PROV) guidelines and standards and develop an action plan to address key priorities.

• Implement a disaster recovery solution (technology platform) to meet Council’s business continuity requirements as guided by Council’s Executive Management Team

• Redevelop Council’s Intranet to improve departmental communication and collaboration.

5.6 Plan and manage for the systems and assets that support Council’s service delivery Our focus areas

We will:

5.6.1 Continue to provide a sustainable, cost effective and safe fleet


• Investigate further opportunities to minimise fleet operating costs and emissions, and ensure maximum utilisation

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

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

standards.


• Deliver the Electronic Document Records Management System (EDRMS) technology platform for information, document and record management

• Maintain and provide a reliable and stable Information and Communications Technology (ICT) environment to the organisation, including: Authority Corporate Systems, Server and Network Hardware, Network Security patch management, systems upgrade and replacement

• Continue to implement the support systems and processes for quality asset management, including: work with relevant Service Units to roll out Asset Management and CRM systems

• Continue to develop the GIS system and integrate with asset inspection data.

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


• Investigate and develop options for new and innovative systems and technologies for use in consultation with IT and targeted Service Units, including: Health & Aged Services, Municipal Laws and others

• Work with relevant Service Units to review and improve processes that support payment options and methods available for customers through our Website


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



5. Strategic Resource Plan: Performance - Use our resources wisely


5.1A Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management.

Certification Maintained

5.1B CSI - Overall performance of Council Equal to or greater than the Inner Metro Council Group average for 2013

5.1C CSI – Informing the community Equal to or greater than the Inner Metro Council Group average for 2013


5.2A Achievement of the budgeted result or better.

Result Achieved

5.2B Percentage of projects in year 1 of 10 year Capital Works program completed on time.

90%


5.3A MAV Insurance state-wide audit ranking/ overall score

75%

5.3B WorkCover premium as a percentage of payroll

2.25%

5.3C CSI – Emergency and disaster management


5.3D Percentage of official Council and Committee meetings attended by Councillors where a quorum was achieved

100%

5.3E CSI – Enforcement of local laws Equal to or greater than the Inner Metro Council Group average for 2013

5.3F Visits to website Base to be determined*

5.3G Average time taken to answer telephone call enquiries

Within 2 minutes

5.3H Percentage of customer requests actioned within specified timeframes

75%



5. Strategic Resource Plan: Performance - Use our resources wisely (continued)


5.4A Performance against Workforce Strategy and Action Plan (Human Resources Strategic Plan) (% actions completed on time)

80%


5.5A Percentage of Freedom of Information requests responded to within statutory timeframes (45 days)

80%

5.5B Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management.



5.6A Percentage of core IT systems availability 98%



Notes and Glossary of Terms: • CSI – Community satisfaction index scores measured by Victorian Local Government Community

Satisfaction Survey (CSS), co-ordinated by the Department of Planning and Community Development (DPCD)

• Inner Group:- Inner Melbourne Metropolitan Group (Inner Group) of councils

• Banyule’s CSI indicators and targets are based on ‘performance’ measures. Community Satisfaction Index (CSI) scores are commonly used in the market research industry to represent the extent of customer satisfaction.

• The indicators are reviewed on an ongoing basis to ensure continued alignment with Council’s objectives and priorities, and are subject to change. They are also reviewed in line with Banyule’s ongoing planning process, and through Banyule’s involvement with the Department of Planning and Community Development’s (DPCD) process to develop a reporting framework for the local government sector.

• * Indicator 1.1B (‘Attendance at Council provided aquatic centres’ indicator) - this target has been capped to 1,200,000 as the Ivanhoe Aquatic centre will be closed for renovations during the financial year. These figures are now inclusive of WaterMarc and Macleod Leisure Centre.

• * Indicators 4.1D, 4.4D and 5.3F (‘Visits to website’ indicator) – the target is listed as ‘Base to be determined’ given that our new website is being developed.


2.6 Performance statement The Key Strategic Activities (KSA) detailed in the preceding pages, are summarised again in Appendix D. The KSA's, their performance measures, targets and results are audited at the end of the year and are included in the Performance Statement as required by section 132 of the Act. The Annual Report for 2013-2014 will include the audited Performance Statement which is presented to the Minister for Local Government and the local community. 2.7 Reconciliation with budgeted operating result 2013-2014 Net Cost (Revenue) Expenditure Revenue $’000 $’000 $’000 1. People: Community Strengthening and Support 16,166 33,129 (16,963) 2. Planet: Environmental Sustainability 18,189 28,497 (10,308) 3. Place: Sustainable Amenity and Built Environment 11,231 21,519 (10,288) 4 Participation: Community Involvement in Community Life 6,952 6,961 (9) 5 Performance: Use Our Resources Wisely 25,544 30,967 (5,423)

Total activities and initiatives

78,082

121,073

(42,991) Other non-attributable 3,462 Deficit before funding sources 81,544 Funding Sources Rates and charges (79,785) Capital grants (2,356) Total funding sources (82,141) (Surplus) for the year (597)

Note:

• The figures above exclude the capitalised projects in the Capital Works program and other non-cash accounting adjustments.

• The Strategic Resource Plan consists of the ‘Performance – Use our resources wisely’ objective and the Financial Resources section.


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 Banyule City Council This section sets out demographic information about the municipality which influences budgets for various services. Banyule City Council Banyule City Council was formed in 1994 and comprises 21 suburbs that lie between seven and 21 kilometres north-east of central Melbourne. In total it covers an area of 63 square kilometres. Population The estimated resident population of Banyule at 2011 is 122,722. Since 2006, the population has grown by 3% from 119,163. (Source: Australian Bureau of Statistics, Estimated Resident Population). Age Groups Compared to the metropolitan area as a whole, Banyule has a lower proportion of residents in the younger age groups and a higher proportion in the older age groups. The major differences between the age structure of the City of Banyule and the Melbourne average show:

• A larger percentage of residents aged over 50 including older workers, retirees and seniors (35% compared to 30%), and;

• A smaller percentage of the younger workforce, 25 to 34 year olds (13% compared to 15%). Although some of the older age groups (60 to 69 years of age) have continued to rise markedly in size (by 19% since 2006), there has also been recent growth in the youngest age group (0 to 4 year olds), up by 13% since 2006. (Source: Australian Bureau of Statistics, Census of Population and Housing, 2011 and 2006).

Births Alongside an ageing population, there has been a slight overall increase in the number of babies born, from 1,595 in 2006/07 to 1,659 in 2011/12. (Source: Department of Education and Early Childhood Development, 2012). Cultural diversity Banyule is a culturally and linguistically diverse municipality. There are over 50 different cultural backgrounds identified by residents, and over 30 different languages are spoken at home. A greater proportion of Banyule residents were born overseas compared to five years ago (22.1%, up from 19.7%), a trend that mirrors the broader picture in Victoria (26.2%, up from 23.8%). Likewise, a greater proportion of residents speak a non-English language at home (19.6%, up from 17.0%). The dominant birthplaces of Banyule residents born overseas are Italy and China, with emerging trends for China, India, New Zealand, Malaysia, Somalia, South Africa and Iran. At the last Census count, there were 619 people of Indigenous Australian origin, comprising 0.5% of the population compared to 0.7% in Victoria.


Between 2006 and 2011, Banyule has experienced a significant shift in cultural and linguistic diversity. There are (4,471) fewer residents with an Australian ancestral background, and more from other ancestral backgrounds. Ancestral groups with the largest increase in numbers include English (by 2,855), Irish (by 1,201), Scottish (by 1,361), Italian (by 644) and Chinese (by 1,506). Residents of Indian ancestry have almost doubled in number (from 1,148 in 2006 to 2,156 in 2011), and those with Somali ancestry have increased significantly as a proportion of their total population size (from 564 in 2006 to 864 in 2011. Nearly 20% of residents speak a language other than English at home, which is a rise of almost a fifth from 2006. The main languages other than English spoken at home are Italian, Greek, Mandarin, Cantonese and Arabic. Between 2006 and 2011, languages that have experienced the most growth are Mandarin, Somali, Hindi and Punjabi. (Source: Australian Bureau of Statistics, Census of Population and Housing, 2006 and 2011). Housing There was an increase in the number of dwellings in Banyule between 2006 and 2011 of 1,918, a growth of 4.1%, however the increase was not as large as in Victoria where the number of dwellings rose by 8.6%. The average household size has remained stable in Banyule and Victoria at 2.56 persons per household. Analysis of the housing tenure of the population of Banyule in 2011 compared to Victoria shows that there is a larger proportion of households which own their dwelling; a smaller proportion purchasing their dwelling; and a smaller proportion who are renters. Overall, 38.0% of the population own their dwelling; 33.6% are purchasing, and 23.4% are renting, compared with 33.0%, 34.5% and 25.9% respectively for Victoria. Household structure trends for Banyule as a whole indicate that there is an increasing proportion of older couples, an increasing proportion of couples with younger children, a decreasing proportion of one parent families with young children and a stable proportion of older lone persons. (Source: Australian Bureau of Statistics, Census of Population and Housing, 2006 and 2011). Education Banyule residents tend to have completed a higher level of secondary schooling compared to Victoria as a whole. 56.0% of residents completed Year 12 or equivalent compared to 49.8% across the State. Banyule also has a lower proportion of residents (25.3%) who left school early (Year 10 or less) compared to Victoria (29.2%). Residents of Watsonia and Heidelberg West were less likely to have completed Year 12 or equivalent than the Banyule average (47% and 46% of residents respectively). Compared with 2006, there are now more Banyule residents with degree level or above qualifications and fewer residents with no qualifications at all. A greater proportion of Banyule residents are not attending educational institutions than Victorian residents as a whole – 71.3% compared to 69.8%. The lower figure may reflect the older population profile of Banyule in comparison to the State. (Source: Australian Bureau of Statistics, Census of Population and Housing, 2006 and 2011).


Employment In Banyule, 58,669 residents are employed from a total labour force of 61,388. Full-time workers account for 58.7% and part-time workers account for 35% of the workforce. 4.4% of residents are unemployed. The statistics compare favourably with Melbourne as a whole, where the unemployment rate is 5.5%. Nationally the figure is 5.6%. Banyule has a higher proportion of part-time workers than Melbourne; 35% compared to 32.3%. However, the trend in Banyule and Melbourne over the past ten years has seen a growing proportion of the workforce on part-time hours. Trends indicate that although unemployment is relatively low it is growing. In Banyule the unemployment rate rose from 4.2% in 2006 to 4.4% in 2011. Unemployed residents are unevenly spread across Banyule and some areas demonstrate significantly higher unemployment rates than others. Banyule’s main industries are health care, retail, education, manufacturing and professional and scientific services. A large number of the jobs available in Banyule are filled locally. (Source: Australian Bureau of Statistics, Census of Population and Housing, 2006 and 2011). Budget implications There are no short term budget implications related to changes in Councils social and demographic make-up. Long term planning and provision is being set for two divergent factors that are occurring in Banyule’s demographic make-up:

1. Banyule’s population cohort in the “baby boomer” 60+ category is increasing overall and associated service will need to increase to provide for both aging well in place and increases in social support services.

2. Banyule has experienced a mini baby boom which will continue to put pressure on early years and recreational services in the mid- term.

Further, a State based and Council supported initiative around neighbourhood renewal continues within Heidelberg West. We continue to see a significant shift in the population make of this area to emerging migrant groups. Council continues to support appropriate increases in development density around its activity centre which will have ongoing implications for many service areas and infrastructure provision. Council’s structure planning processes for these precincts is well established. 3.2 External influences In preparing the 2013/14 budget, a number of external influences have been taken into consideration, because they will impact on the services delivered by Council in the budget period. These include:

• The ABS Consumer Price Index (CPI) reflects increasing costs for goods and services. The actual CPI was running at 2.2% nationally for the 12 month ending 31/12/2012. A CPI factor of 2.5% has been used to adjust 2013/14 budgets where contractual obligations require an annual CPI adjustment or budget history indicates goods and services have generally moved in accordance with CPI. However a price movement index prepared by the Municipal Association of Victoria (MAV) has shown that for some Council's services such as food supplies for meals on wheels and road construction costs have increased significantly above the CPI.


• The 2013/14 budget year will see the conclusion of Council's current 3 year enterprise bargaining agreement. Council must renegotiate a new Collective Agreement during the 2013/14 year which will commence on 1 July 2014 for a term to be negotiated.

• On 18 December 2012 Council used approximately $11 million dollars of cash reserves to extinguish its share of the Vision Super defined benefit plan liability. Accordingly Council's return on investments for 2013/2014 will be impacted by this payment.

• Domestic interest rates (i.e. 90 and 180 day rates) have been volatile over a number of years and may reduce further over the next 12 months depending on the status of economic activity. For example in April 2008 the 90 day bill rate was around 7.8%, in March 2012 around 4.49% and March 2013 around 3.13%. As such Council has budgeted for a reduction in the amount of income from investments for 2013/14 based on anticipated lower returns on term deposits.

• The general purpose grant allocation from the Victoria Grants Commission is budgeted to be $3,552,462 (excludes local roads grant component). This grant has steadily reduced in real dollar terms over many years since its peak in 2001/02 when Council received $4,136,366.

• The State Government's landfill levy will increase by 10% in 2013/14 from $48.40 to $53.20 per tonne of waste disposal which increases the cost to Council for disposal of waste into landfill. The levy has increased from $9 per tonne in 2008/09 to $53.20 per tonne in 2013/14.

• A carbon price introduced by the Federal Government on 1 July 2012 impacts Council by way of a landfill gate fee on rubbish disposal. The carbon price is expected to rise by CPI over the next two financial years. In 2013/14 an amount of $102,500 will be spent on the carbon tax for the kerbside waste collection service. The amount of kerbside waste tonnage is expected to increase slightly in the 2013/14 year compared to 2012/13. In the 2015/16 financial year the government will float the carbon price and the movement of the carbon price is likely to be influenced by overseas prices, which at the moment are considerably lower.

• A new fire services property levy will apply to all residential and commercial properties commencing 1/07/2013. Council will be required to collect this levy on behalf of the Victorian State Government and remit it to the State Revenue Office in order to fund the operations of the MF&ESB and CFA. A number of Council properties will also be subject to the fire services levy. Under new legislation, the Fire Services Property Levy Act 2012, was introduced as a result of recommendations by the Victorian Bushfires Royal Commission (VBRC).

3.3 Internal influences There are also a number of internal influences which impact on the 2013/14 Budget as detailed below:

• Street Light replacement is planned to occur over the next two financial years. More energy efficient lights will be procured which will assist in the reduction of Council's annual energy power costs, estimated to start at around $300,000 per annum. The savings in energy cost will repay the initial outlay for upgrading the lighting in approximately 15 years. A further significant benefit will be environmental improvement due to a reduction in greenhouse gas emissions estimated to be a 19% reduction.

• A stormwater harvesting project is currently underway at three sites being Kalparrin Gardens, Chelsworth Park and DeWinton Reserve. It is anticipated that 138 million litres of storm water will be harvested from these sites which represents approximately $300,000 worth of portable water. This water will be used to irrigate 40% of Council's active open space including Ivanhoe Golf course. Significant environmental benefits will also result from this project.

• The WorkCover premiums are projected to reduce slightly in 2013/14 due to Council's sound claims experience in recent years. A health and wellbeing strategy has been


implemented and focusses upon areas in the work place where the incidence of injury based on past statistics have occurred. Council has also endeavoured to return staff to active duty as soon as possible after an injury has occurred.

• Insurance premiums are likely to increase in coming years due to numerous natural disasters that have occurred both in Australia and around the world, costing hundreds and millions of dollars. In particular substantial deterioration in claims performance over the last twelve months will put upward pressure on Council contributions to the liability mutual insurance scheme operated by the MAV.

• Generally service levels across the board have been budgeted to be maintained at 2012/13 levels or varied with changes in government funding, contractual arrangements, legal obligations or operational budget transfers resulting from new budget initiatives.

3.4 Budget principles The external and internal influences detailed above have in part guided the preparation of the budget. In addition the following budget principles were also provided to guide officers.

• The fees and charges for 2013/14 to be varied in line with CPI, statutory requirements or in line with industry charges for like services.

• Federal and State government grants to be increased in dollar terms based on CPI or other known factors such as changes in service levels.

• New revenue sources to be identified where possible and revenue generated from property leases to be examined and benchmarked with like external sector returns on investments.

• Service levels to be maintained or improved at 2012/13 levels within existing resources with an emphasis on innovation and efficiency.

• Salaries and wages to be increased in line with the current enterprise bargaining agreement for 2013/14.

• Consultants and contract labour to be minimized and targeted towards areas where skill and experience deficiencies exist.

• New initiatives or Capital Works projects to be supported with a comprehensive business case.

• Real savings in expenditure in the current 2012/13 financial year to be captured and flow through to the operating result.

• Overall the budget to have regard to the Victorian Auditor General's sustainability assessment ratios for underlying result, liquidity, indebtedness, self-financing, capital replacement and renewal gap.

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 2013/14 to 2016/17 (section 8), Rating Information (section 9) and Other Long Term Strategies (section 10) including borrowings, infrastructure and service delivery.


4. Analysis of operating budget This section analyses the operating budget including expected income and expenses of the Council for the 2013/14 year. 4.1 Budgeted income statement Budget Budget 2012/13 2013/14 Variance Ref $’000 $’000 $’000 Total income 4.2 118,454 121,670 3,216 Total expenses 4.3 (117,804) (121,073) (3,269) Surplus (deficit) for the year 650 597 (53) Grants – non-recurrent 4.2.5 (4,422) (2,356) 2,066 Underlying surplus (deficit) (3,772) (1,759) 2,013

4.1.1 Underlying deficit ($2.01 million decrease) The underlying result is the net surplus or deficit for the year adjusted for capital grants, contributions of non-monetary assets and other once-off adjustments. It 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 revenues and expenses which can often mask the operating result. The underlying result for the 2013/14 year is a deficit of $1.76 million which is a decrease of the deficit of $2.01 million over the 2012/13 year. In calculating the underlying result, Council has excluded grants received for capital purposes as funding for the Capital Works program is once-off and usually non-recurrent. 4.2 Income Budget Budget

Income Types 2012/13 2013/14 Variance Ref $’000 $’000 $’000 General rates and charges 4.2.1 66,862 79,214 12,352 Special rates and charges 4.2.2 506 548 42 Interest on rates and special charges 4.2.3 280 23 (257) Grants - recurrent 4.2.4 9,221 11,958 2,737 Grants - non-recurrent 4.2.5 4,422 2,356 (2,066) Statutory fees and fines 4.2.6 7,661 6,075 (1,586) User fees and charges 4.2.7 17,432 14,736 (2,696) Interest income 4.2.8 1,814 1,556 (258) Rental income 4.2.9 1,796 1,793 (3) Contributions - cash 4.2.10 3,749 2,336 (1,413) Net gain on disposal of infrastructure, property, plant and equipment 4.2.11 4,630 954 (3,676) Other income 4.2.12 81 121 40 Total income 118,454 121,670 3,216


Source: Appendix A

General rates

Special rates

Interest on rates

Grants- rec

Grants- non rec.

Stat fees

User fees

Interest Rental

Contributions - cash

Net gain on sale PPE

Other 0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

$'000

Income

Budget 13/14 Budget 12/13

General rates and charges 65.11%

Special rates and charges 0.45% Interest on rates

and special charges 0.02%

Grants - recurrent 9.83%

Grants - non -recurrent

1.94%

Statutory fees and fines

4.99%

User fees and charges 12.11%

Interest income 1.28%

Rental income 1.47%

Contributions - cash 1.92%

Net gain on disposal 0.78%

Other income 0.10%

Budgeted income 2013/14


4.2.1 General rates and charges (including municipal charge and supplementary rates) ($12.35 million increase)

It is proposed that general rates income (including Municipal Charge and supplementary rates) be increased by 18.47% or $12.35 million over 2012/13 to $79.21 million. $6.56 million of Municipal charges will be collected and while previously included in statutory fees and charges, will now be re-classified with general rates in 2013/14 year. The rates (including both general and supplementary rates) are budgeted to increase 8.66% or $5.79 million in the 2013/14 year. Section 9 ‘Rating Information’ includes a more detailed analysis of the rates and charges to be charged for 2013/14. 4.2.2 Special rates and charges ($0.042 million increase) Special rates and charges will slightly increase by 8.30% or $0.042 million compared to 2012/13 budget. 4.2.3 Interests on rates and special charges ($0.26 million decrease) Interests on rates and special charges will decrease by 91.79% or $0.26 million compared to 2012/13 budget. This is due to a change in legislation which changes the date for calculation of interest on late payment of rates, from the date the rates were struck to the due date of the rate instalment. 4.2.4 Grants - recurrent ($2.74 million increase) Operating grants include all monies received from State and Federal sources for the purposes of funding the delivery of Council’s services to ratepayers. Overall, the level of operating grants has increased by 29.68% or $2.74 million compared to 2012/13. Significant movements in grant funding are summarised below: Budget Budget

Grant Funding Types 2012/13 2013/14 Variance

$’000 $’000 $’000 Victoria Grants Commission 2,036 4,419 2383 Child Care and Pre-school Services 1,017 1,410 393 Leisure Service - Access All Abilities 71 118 47

Increased specific recurrent grant funding reflects expected increased demand for these services. The increase in Victoria Grants Commission (VGC) funding, results from an expectation that the 2013/14 VGC funding will only be received within the 2013/14 financial year, not as 50% of 2012/13 funding pre-paid by the Commonwealth Government and received in the 2010/11 financial year. 4.2.5 Grants - non-recurrent ($2.07 million decrease) 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 decreased by 46.72% or $2.07 million compared to 2012/13 due mainly to specific funding for some large Capital Works projects. Section 6 ‘Analysis of Capital Budget’ includes a more detailed analysis of the grants expected to be received during the 2013/14 year.


4.2.6 Statutory fees and fines ($1.59 million decrease) Statutory fees relate mainly to fees and fines levied in accordance with legislation and include Building & Planning permits, Infringement fines, Health Act registrations, Land Tax fees, Roads/ footpaths re-instatement fees, Asset inspection & permits and Election Fines. Changes in statutory fees are made in accordance with legislative requirements. Statutory fees are budgeted to decrease by 20.70% or $1.59 million compared to 2012/13 mainly due to the reclassification of Municipal Charges to general rates and charges. 4.2.7 User fees and charges ($2.70 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 Aquatic Centres, Child Day Care, Community buses, halls and events, Delivered meals, Functions centre, Home care, Local law, Sports ground rentals, Transfer station tipping. In setting the budget, the key principle for determining the level of user charges has been to ensure that increases reflect acceptable market levels. User fees and charges are projected to decrease by 15.47% or $2.70 million over 2012/13. The main area contributing to the decrease is a $2.04 million reduction in charges from the Function centre, which offsets the equivalent amount decreasing its expenditure, as the result of changing to an external contractor. Council has also anticipated a reduction in fees from the Transfer Station of $1.59 million mainly due to the expectation of a reduction in the quantity of waste disposal. A detailed listing of fees and charges is included in Appendix E. 4.2.8 Interest income ($0.26 million decrease) Interest on investments will decrease by 14.22% or $0.26 million compared to 2012/13 budget. This is due to both a reduction in interest rates on offer for our investments, as well as a decrease in the amount of cash available for investment. In 2012/13 there was pending cash on hand waiting to be spent on large Capital Works projects. 4.2.9 Rental income ($0.003 million decrease) Rental income will slightly decrease by 0.17% or $0.003 million compared to 2012/13 budget. 4.2.10 Contributions - cash ($1.41 million decrease) Contributions relate to monies paid by sporting clubs and other local organisations, in relation to public recreation grounds and preschool development. Contributions are projected to decrease by $1.41 million or 37.69% compared to 2012/13 mainly due to Council receiving $1.40 million less in contributions towards the Stormwater Management Project as construction nears completion. 4.2.11 Net gain on sale of assets ($3.68 million decrease) Proceeds from the sale of Council assets is forecast to increase by $1.55 million for 2013/14. This increase in sales is mainly due to an increase in the value of properties to be sold where the properties are deemed surplus to council requirements. However this increase in sales value is more than offset by an increase in the Written Down Value of the assets to be sold of $5.23 million.


4.2.12 Other income ($0.040 million increase) Other income is forecast to increase by 49.38% or $0.040 million compared to 2012/13. This is made up of a $0.006 million increase in sales of Right Of Way, a $0.009 million increase in sponsorship and a $0.025 million increase in other miscellaneous revenue. 4.3 Expenses Budget Budget

Expense Types 2012/13 2013/14 Variance Ref $’000 $’000 $’000 Employee benefits 4.3.1 51,877 54,049 2,172 Materials and services 4.3.2 38,259 35,858 (2,401) Utility charges 4.3.3 3,095 3,447 352 Depreciation and amortisation 4.3.4 12,915 15,481 2,566 Donations 4.3.5 748 970 222 Finance costs 4.3.6 2,662 4,097 1,435 Other expenses 4.3.7 8,248 7,171 (1,077) Total expenses 117,804 121,073 3,269

Emp benefits

Mat & serve

Utility

Depn

Donations

Finance costs Other

05,000

10,00015,00020,00025,00030,00035,00040,00045,00050,00055,00060,00065,000

$'000

Expenses

Budget 13/14 Budget 12/13


Source: Appendix A 4.3.1 Employee benefits ($2.17 million increase) Employee costs include all labour related expenditure such as wages and salaries and on-costs such as allowances, leave entitlements, employer superannuation and WorkCover, etc. Employee costs are forecast to increase by $2.17 million. This increase relates to two key factors:

• Final instalment of Council’s current Enterprise Bargaining Agreement (EBA) which expires in June 2014.

• Anticipated wages growth due mainly to band movements for staff, annual leave, long service leave, work cover and superannuation.

In summary, average staff numbers (based on monthly averages) during the budget period are as follows:

Budget Budget 2012/13 2013/14 Variance EFTs EFTs EFTs Banyule 620.02 619.11 0.91 Total 620.02 619.11 0.91

Employee benefits 44.64%

Materials and services 29.62%

Utility charges 2.85%

Depreciation and

amortisation 12.79%

Donations 0.80%

Finance costs 3.38% Other expenses

5.92%

Budgeted expenses 2013/14


4.3.2 Materials and services ($2.40 million decrease) Materials and services include the purchases of consumables and payments to contractors for the provision of services. Materials and services are forecast to decrease by 6.28% or $2.40 million compared to 2012/13 Contractor costs are forecast to decrease by $1.91 million or 10.85% compared to 2012/13 and relates mainly to the decrease in contractor costs for the Functions centre which is now being run by an external company as a result of a tendering process. Waste Disposal Costs are forecast to decrease by 3.91% or $0.26 million compared to 2012/13. Furthermore, program costs are forecast to decrease by 13.39% or $0.17 million compared to 2012/13. 4.3.3 Utility charges ($0.35 million increase) Utility costs relate to telecommunications, including usage of telephones and other utilities such as water, gas and electricity. Utility costs are forecast to increase by 11.37% or $0.35 million compared to 2012/13 resulting partly from additional cost from the carbon tax and general tariff increases. 4.3.4 Depreciation and amortisation ($2.57 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 depreciation increase of $2.57 million for 2013/14 is due mainly to a full year worth of depreciation being applied to assets constructed as part of the 2012/13 Capital Works program including the RALC project. It is also affected by the impact from reducing the infrastructure assets' useful life. Refer to section 6. ‘Analysis of Capital Budget’ for a more detailed analysis of Council’s Capital Works program for the 2013/14 year. 4.3.5 Donations ($0.22 million increase) Council's contribution to various community service organisations has increased by 29.68% or $0.22 million compared to 2012/13. This is due to Council's determination to make a greater contribution towards the local projects and organisations that provide support and recreational activities to a large number of Banyule's residents. 4.3.6 Finance costs ($1.44 million increase) Borrowing costs relate to the amount of interest charged by financial institutions on funds borrowed by Council. The increase in borrowing costs is a result of Council taking out new borrowings to fund new Capital Works (School Sites & Ivanhoe Aquatic Centre) in 2013/14 year. Refer to section 10.1.' Borrowing cost ' for a more detailed analysis of Council's Finance costs for the 2013/14 year. 4.3.7 Other expenses ($1.08 million decrease) Other expenses relate to a range of unclassified items including contributions to community groups, bad and doubtful debts and other miscellaneous expenditure items. Other expenses are forecast to decrease by 13.06% or $1.08 million compared to 2012/13. This is mainly due to the cessation of Council’s contribution to the Metropolitan Emergency Fire Service due to a change in legislation regarding government funding arrangements.


5. Analysis of budgeted cash position This section analyses the expected cash flows from the operating, investing and financing activities of Council for the 2013/14 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

Budget Budget

2012/13 2013/14 Variance Ref $’000 $’000 $’000

Cash flows from operating activities 5.1.1 Receipts Rates and charges 67,368 79,762 12,394 Grants - Operating 9,221 11,958 2,737 Grants - Capital 4,421 2,356 (2,065) Interest received 2,094 1,579 (515) Other receipts 30,653 25,061 (5,592) 113,757 120,716 6,959 Payments Employee costs (61,382) (53,298) 8,084 Materials and consumables (38,126) (35,583) 2,543 Other payments (12,091) (11,587) 504 (111,599) (100,468) 11,131 Net cash provided by/(used in) operating activities 2,158 20,248 18,090 Cash flows from investing activities 5.1.2 Proceeds from sales of property, plant and equipment 13,534 15,089 1,555 Payments for property, plant and equipment (25,600) (53,329) (27,729) Payments for infrastructure assets (15,045) (5,698) 9,347 Payments for intangible assets (1,491) (220) 1,271 Net (purchase)/redemption of investments (2,259) 0 2,259 Trust funds and deposits - net proceeds 1 7 6 Net cash (used in)/provided by investing activities (30,860) (44,151) (13,291) Cash flows from financing activities 5.1.3 Finance costs (2,662) (4,097) (1,435) Proceeds from borrowings 0 30,070 30,070 Repayment of borrowings (985) (1,241) (256) Net cash (used in)/provided by financing activities (3,647) 24,732 28,379 Net increase/(decrease) in cash and cash equivalents (32,349) 829 33,178 Cash and cash equivalents at the beginning of the financial year 60,677 28,328 (32,349) Cash and cash equivalents at end of the financial year 5.1.4 28,328 29,157 829


5.1.1 Operating activities ($18.09 million increase) The increase in cash inflows from operating activities is due mainly to an increase in rates and charges income of $12.39 million which is partially offset by $6.56 million in municipal charges reclassified from other receipts. Employee costs have decreased by $8.08 million which is mainly due to $10.99 million in unfunded superannuation liability being paid in 2012/13 and no further liability call expected in 2013/14. This reduction in cost is partially offset by an increase in pay levels for all bandings across the organisation as per the Enterprise Bargaining Agreement. The net cash flows from operating activities do 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.

Budget Budget

2012/13 2013/14 Variance $’000 $’000 $’000

Comprehensive result -Surplus /(deficit) for the year 650 56,597 55,947

Depreciation 12,915 15,481 2,566 Loss / (gain) on sale of assets (4,630) (954) 3,676 Net movement in current assets and liabilities (6,777) (50,876) (44,099) Cash flows available from operating activities 2,158 20,248 18,090

5.1.2 Investing activities ($13.29 million movement) The large increase in payments for investing activities represents the planned increase in Capital Works expenditure disclosed in section 10 of this budget report. Proceeds from sale of assets are forecast to increase by $1.55 million due to settlement of land sales achieved during 2012/13. 5.1.3 Financing activities ($28.38 million movement) For 2013/14 Council will take out $30.07 million in new loan borrowings. This will be partially offset by an increase in principal repayments of $0.26 million and an increase in interest payments of $1.44 million from 2012/13 to 2013/14. 5.1.4 Cash and cash equivalents at end of the financial year ($0.83 million increase) Overall, total cash and cash equivalents are budgeted to increase from $28.33 million to $29.16 million as at 30 June 2014 and continue to increase in the following three years.


5.2 Restricted and unrestricted cash and cash equivalents Cash and cash equivalents held by Council are restricted in part, and not fully available for Council’s operations. The budgeted cash flow statement above indicates that Council is estimating at 30 June 2014 it will have cash and cash equivalents of $29.16 million, some of which have been restricted as shown in the following table.

Budget Budget

2012/13 2013/14 Variance Ref $’000 $’000 $’000

Total cash and cash equivalents 28,328 29,157 829 Restricted cash and cash equivalents - Statutory reserves 5.2.1 (1,033) (252) 781 - Discretionary reserves 5.2.2 (8,302) (11,350) (3,048) Unrestricted cash and cash equivalents 5.2.3 18,993 17,555 (1,438)

5.2.1 Statutory reserves ($0.252 million at 30/6/2014) These funds must be applied for specified statutory purposes in accordance with various legislative and contractual requirements. While these funds earn interest revenue for Council, the funds are not available for other purposes. During the 2013/14 year $0.45 million is budgeted to be the net transfer from Statutory Reserves. 5.2.2 Discretionary reserves ($11.35 million at 30/6/2014) These funds are available for whatever purpose Council decides is their best use. In this case Council has made tentative decisions regarding the future use of these funds. During the 2013/14 year $41.59 million is budgeted to be transferred to and $39.81 million from Discretionary Reserves. Of the balance on hand at 30 June 2013 $6.88 million is to be expended on incomplete Capital Works to be carried forward to the 2013/14 year. The decisions about future use of these funds has been reflected in Council’s Strategic Resource Plan and any changes in future use of the funds will be made in the context of the future funding requirements set out in the plan. 5.2.3 Unrestricted cash and cash equivalents ($17.56 million at 30/6/2014) 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, contributions or carried forward Capital Works. Of the balance on hand at 30 June 2013, $6.88 million is to be expended to complete Capital Works carried forward to the 2013/14 year. 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. A high level of unrestricted cash and cash equivalents is required as Council's rates will now be paid by quarterly instalments in September, November, February and May each year.


6. Analysis of capital budget This section analyses the planned capital expenditure budget for the 2013/14 year and the sources of funding for the capital budget. 6.1 Capital Works Budget Budget

Capital Works Areas 2012/13 2013/14 Variance Ref $’000 $’000 $’000 Roads, streets and bridges 6.1.1 5,625 2,963 -2,662 Drainage 6.1.2 6,394 348 -6,046 Parks and gardens 6.1.3 2,559 2,172 -387 Playgrounds 6.1.4 467 215 -252 Freehold land 6.1.5 1,398 25,885 24,487 Freehold buildings 6.1.6 8,117 14,693 6,576 Motor vehicles 6.1.7 9,254 11,283 2,029 Plant and equipment 6.1.8 2,538 1,423 -1,115 Furniture and fittings 6.1.9 4,278 30 -4,248 Art collection 6.1.10 15 15 0 Intangible assets 6.1.11 1,491 220 -1,271 Total capital works 42,136 59,247 17,111 Represented by: New assets 6.1.12 10,653 25,995 15,342 New intangible assets 6.1.12 1,491 220 -1,271 Asset renewal 6.1.12 24,787 26,986 2,199 Asset upgrade 6.1.12 4,395 5,441 1,046 Asset expansion 6.1.12 810 605 -205 Total capital works 42,136 59,247 17,111


A more detailed listing of Capital Works is included in Appendix C.

43.88%

0.37%

45.55%

9.18% 1.02%

Budgeted total Capital Works 2013/14

New assets

New intangible assets

Asset renewal

Asset upgrade

Asset expansion

5.00% 0.59% 3.67%

0.36%

43.69% 24.80%

19.04%

2.40% 0.05% 0.03% 0.37%

Budgeted total Capital Works 2013/14

Roads, streets andbridgesDrainage

Parks and gardens

Playgrounds

Freehold land

Freehold buildings

Motor vehicles

Plant and equipment

Furniture and fittings

Art collection

Intangible assets


6.1.1 Roads, streets, and bridges ($2.96 million) Roads include local roads, car parks, footpaths, bike paths, bridges and culverts, traffic devices and traffic signals. For the 2013/14 year, $2.96 million will be expended on road projects. The significant projects include local road resheeting ($1.27 million), federally funded Roads to Recovery projects ($0.48 million), footpaths ($0.30 million), Regional Aquatic Leisure Centre (RALC) ($0.28 million) and school sites redevelopment ($0.19 million). 6.1.2 Drainage ($0.35 million) Drains include drains in road reserves, retarding basins and waterways. For the 2013/14 year, $0.35 million will be expended on seven drainage projects. 6.1.3 Parks and gardens ($2.17 million) For the 2013/14 year, $2.17 million will be expended on parks and gardens projects. The significant projects include the implementation of Storm water harvesting projects ($0.81 million), renewing Macleod Tennis Club's courts ($0.100 million), updating Plenty River Trail from Willinda Park to RALC ($0.200 million) and renewing Plenty River Trail Montmorency to Willinda Park ($0.22 million). 6.1.4 Playgrounds ($0.22 million) For the 2013/14 year, $0.22 million will be expended on renewing five playgrounds. 6.1.5 Freehold land (currently subject to negotiations) For the 2013/14 year, Council will purchase school sites from the state government and determine how they will be appropriately developed. 6.1.6 Freehold buildings ($14.69 million) Buildings include community facilities, municipal offices, sports facilities and pavilions. For the 2013/14 year $14.69 million will be expended on building projects. The significant projects include renewal of four pre-school centres and kindergartens ($0.96 million), redevelopment of Ivanhoe Aquatic and Fitness Centre (IAFC) ($5.24 million), Montmorency Junior Football Club - pavilion and ground construction upgrade ($0.85 million), construction of Olympic Village Learning Hub ($2.19 million), drawings for the redevelopment of the Ivanhoe Library site ($0.38 million), purchasing and redeveloping school basketball courts ($3.17 million) and Flintoff Street office renewal ($0.43 million). 6.1.7 Motor vehicles ($11.28 million) Motor Vehicles include passenger vehicles, utes, trucks and waste trucks. For the 2013/14 year, $2.79 million will be expended on replacing passenger vehicles and utes, $4.19 million on trucks and waste trucks. In addition to that, $4.80 million of motor vehicles will not be replaced in the 2012/13 year and the budget will be carried forward into the 2013/14 year.


6.1.8 Plant and equipment ($1.42 million) Plant and equipment includes information technology, heavy plant and gym and office equipment. For the 2013/14 year, $1.42 million will be expended on plant and equipment. The significant projects include ongoing replacement of heavy plant ($0.61 million), upgrade and replacement of information technology ($0.30 million) and RALC equipment purchases ($0.25 million). 6.1.9 Furniture fittings ($0.03 million) For the 2013/14 year, $0.03 million will be expended on furniture and fittings. 6.1.10 Art collection ($0.015 million) For the 2013/14 year, $0.015 million will be expended on the art collection. 6.1.11 Intangible assets ($0.22 million) For the 2013/14 year $0.22 million will be expended on implementing software called Electronic Document Record Management System (EDRMS). 6.1.12 Asset renewal ($26.99 million), new assets ($26.22 million), asset expansion ($0.61 million) and asset upgrade ($5.44 million) A distinction is made between expenditure on new assets, expenditure on asset renewal, expansion and upgrade. Expenditure on asset renewal is expenditure on an existing asset, which improves the service potential or the life of the asset. Expenditure on new assets does not have any element of expansion or upgrade of existing assets but will result in an additional burden for future operation, maintenance and capital renewal. The major projects included in the above categories, which constitute expenditure on new assets are the purchase of school sites, one property in Greensborough and EDRMS ($0.22 million). The major projects which constitute expenditure on renewing assets are the replacement of motor vehicles ($11.28 million), Local Roads Resheeting program ($1.27 million), redevelopment of IAFC ($5.24 million) and redevelopment of Olympic Village Learning Hub ($2.19 million). The remaining capital expenditure represents expansion and upgrades of existing assets. 6.2 Funding sources Budget Budget

Sources of funding 2012/13 2013/14 Variance Ref $’000 $’000 $’000 Government grants 6.2.1 2,371 1,401 -970 Reserves 6.2.2 23,880 2,260 -21,620 Community contributions 6.2.3 2,653 190 -2,463 Loan funds 6.2.4 2,570 27,500 24,930 Proceeds on sale of assets 6.2.5 9,289 10,105 816 Revenue 6.2.6 512 6,375 5,863 Carry forward 6.2.7 861 11,416 10,555 Total funding sources 42,136 59,247 17,111


6.2.1 Government Grants ($1.40 million) Government grants include all monies received from State and Federal sources for the purposes of funding the Capital Works program. A grant is budgeted to be received for construction of Olympic Village Learning Hub ($1.34 million). 6.2.2 Reserves - ($2.26 million) The Council has cash reserves, which it is currently using to partially fund its annual Capital Works program. The reserves include monies set aside for specific purposes such as general purposes, plant and equipment, Strategic property acquisition/disposition, Public open space and Off-Street car parking. For 2013/14 $2.26 million will be allocated from the existing reserves to fund part of the new Capital Works program including replacing motor vehicles and construction of Olympic Village Learning Hub. Council will sell properties in the 2013/14 year raising $8.13 million and will transfer the funds to reserves for future allocation. 6.2.3 Community contributions ($0.190 million) Community contributions are the money received from community sources for the purposes of funding the Capital Works program such as pavilion redevelopment. In 2013/14 the projects which are partly funded by community contributions are Montmorency Junior Football Club - Pavilion and Ground Construction ($0.100 million) and renewing the Macleod Tennis Club Courts ($0.050 million). 6.2.4 Loans ($27.5 million) In the 2013/14 year, Council will borrow $27.5 million for major projects.

2.36% 3.81%

0.32%

46.42% 17.06%

10.76%

19.27%

Budgeted total funding sources 2013/14

Government grants

Reserves

Community contributions

Loan funds

Proceeds on sale of assets

Revenue

Carry forward


6.2.5 Proceeds from sale of assets ($10.11 million) Proceeds from sale of assets include motor vehicle sales in accordance with Council’s fleet renewal policy of $1.98 million. Properties are also budgeted to be sold to partly fund the Capital Works program. 6.2.6 Revenue ($6.37 million) Council generates cash from its operating activities (Revenue), which is used as a funding source for the Capital Works program. It is forecast that $6.37 million will be generated from operations to fund the 2013/14 Capital Works program. 6.2.7 Carried forward ($11.42 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 2012/13 year it is forecast that $11.42 million of Capital Works will be incomplete and the budget will be carried forward into the 2013/14 year. The $11.42 million of carried forward funding is made up by $1.74 million from reserves, $0.49 million from government grants, $1.00 million from community contributions, $2.57 million from loans, $4.98 million from proceeds from sale of assets and $0.64 million from revenue. Significant carried forward projects include replacing plant and vehicle ($4.80 million), Roads to Recovery ($0.48 million), redevelopment of IAFC ($2.60 million), RALC ($0.53 million), renewal of four childcare centres and pre-schools ($0.96 million) and implementation of stormwater harvesting projects ($0.81 million).


7. Analysis of budgeted financial position This section analyses the movements in assets, liabilities and equity between 2012/13 and 2013/14. It also considers a number of key performance indicators. 7.1 Budgeted balance sheet Budget Budget

2013 2014 Variance Ref $’000 $’000 $’000 Current assets 7.1.1 Cash and cash equivalents 28,328 29,157 829 Investments 6,000 6,000 0 Trade and other receivables 5,955 5,955 0 Inventories 45 45 0 Prepayments 1,243 1,100 (143) Total current assets 41,571 42,257 686 Non-current assets 7.1.1 Trade and other receivables 723 723 0 Investments 3,539 3,539 0 Infrastructure, property, plant & equipment 1,226,939 1,312,448 85,509 Intangible assets 1,491 1,613 122 Total non-current assets 1,232,692 1,318,323 85,631 Total assets 1,274,263 1,360,580 86,317 Current liabilities 7.1.2 Trade and other payables 13,311 13,444 (133) Interest-bearing loans and borrowings 1,053 2,541 (1,488) Provisions 11,883 12,596 (713) Other liabilities (trust funds and deposits) 1,072 1,083 (11) Total current liabilities 27,319 29,664 (2,345) Non-current liabilities 7.1.2 Interest-bearing loans and borrowings 30,683 58,024 (27,341) Provisions 383 421 (38) Other liabilities (trust funds and deposits) 322 318 4 Total non-current liabilities 31,388 58,763 (27,375) Total liabilities 58,707 88,427 (29,720) Net assets 1,215,556 1,272,153 56,597 Equity 7.1.4 Accumulated surplus 419,208 417,538 (1,670) Asset revaluation reserve 787,013 843,013 56,000 Reserves 9,335 11,602 2,267 Total equity 1,215,556 1,272,153 56,597

Source: Appendix A


7.1.1 Current Assets ($0.69 million increase) and Non-Current Assets ($85.63 million increase) Cash and cash equivalents include cash held in the bank and in petty cash. These balances are projected to increase by $0.83 million during the year mainly due to the surplus budgeted to be made. Trade and other receivables are monies owed to Council by ratepayers and other debtors. Both Short term (current) and Long term debtors (non-current) are not expected to change significantly in the budget. Other assets include items such as prepayment of expenses, which Council has paid in advance of service delivery. Infrastructure, property, plant and equipment is the largest component of Council’s worth and represents the value of all the roads, land, buildings, vehicles, equipment, etc. which has been built up by the Council over many years. The increase in this balance (plus intangible assets) is attributable to the net result of the Capital Works assets program ($59.25 million of additional assets), depreciation of assets ($15.48 million), the increment due to revalued assets ($56.00 million) and the sale of property, plant and equipment with a written down value of $14.14 million. 7.1.2 Current Liabilities ($2.35 million increase) and Non-Current Liabilities ($27.38 million increase) Trade and other payables are those to whom Council owes money as at 30 June. These liabilities are budgeted to remain reasonably consistent with 2012/13 levels. Provisions are made up of accrued long service leave and annual leave, owing to employees. These employee entitlements are expected to increase by approximately $0.75 million in 2013/14. This is mainly due to an increase in pay rates for each banding level and is marginally affected by a budgeted increase in accrued leave hours available to be taken. Interest-bearing loans and borrowings are budgeted to increase by a net figure of $28.83 million which takes into account new loans drawn down during the year ($30.07 million) and the repayments made on new and existing loans ($1.24 million). 7.1.3 Working Capital ($3.93 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.

Budget Budget

2013 2014 Variance Ref $’000 $’000 $’000 Current assets 41,571 42,257 (686) Current liabilities 27,319 29,664 (2,345) Working capital 14,252 12,593 1,659 Restricted cash and investment current assets - Statutory reserves (1,033) (252) (781) - Discretionary reserves (8,302) (11,350) 3,048 Unrestricted working capital 4,917 991 3,926


7.1.4 Equity ($56.60 million increase) Total equity always equals net assets and is made up of the following components:

• Reserves include the Asset revaluation reserve and a number of Asset replacement reserves. The asset revaluation reserve represents the difference between the previously recorded value of assets and their current valuations. Asset replacement reserves are funds that Council wishes to 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 out of the Accumulated Surplus of the Council to be separately disclosed.

• Accumulated surplus is the value of all net assets less the Reserves that have accumulated over time. The decrease in accumulated surplus of $1.67 million is more than offset by the $58.27 million increase in reserves.

• The total increase in Equity (Reserves and Surplus) can be attributed to a number of factors including the operating surplus of $0.60 million and the revaluation of infrastructure assets and property of $56.00 million. During the year an amount of $2.27 million (net) is budgeted to be transferred from accumulated surplus to asset replacement reserves. This reflects the sale of Council properties which will be set aside in the asset replacement reserves rather than be included within accumulated surplus. The sale of Council properties is partially offset by using the asset replacement reserves to fund part of the Capital Works program. These are transfers between equity balances only and do not impact on the total balance of equity.

7.2 Key assumptions In preparing the Budgeted Balance Sheet for the year ending 30 June 2014 it was necessary to make a number of assumptions about assets, liabilities and equity balances. The key assumptions are as follows:

• A total of 96% of total rates and charges raised will be collected in the 2013/14 year. This is consistent with the forecast actual for 2012/13.

• Trade creditors to be based on total capital and operating expenditure less written down value of assets sold, depreciation, amortisation and employee costs. Payment cycle is 30 days.

• Other debtors and creditors to remain consistent with 2012/13 levels. • Proceeds from the sale of 3 property lots in 2012/13 of $1.22 million will be received in full

in the 2013/14 financial year. • Employee entitlements to be increased by the Enterprise Bargaining Agreement outcome. • Repayment of loan principal to be $1.24 million. • Total Capital Works asset program to be $59.25 million. • A total of $2.27 million to be transferred from accumulated surplus to reserves. • The Council will not be subject to any further unfunded superannuation liability calls in the

budget year ending 30/06/2014. • The Council will raise $30.07 million in loans for Capital Works. This total includes $2.57

million of loan borrowings for the 2012/13 financial year which have been deferred and actually be raised in 2013/14.


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 Strategic Resource 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 2013/14 to 2016/17 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 key directions as specified in the City Plan (Council Plan) and represents these 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. Banyule has and continues to achieve this with an eye to both VAGO and local government best practice guidelines. We are able to achieve Council’s strategic objectives as specified in the City Plan (Council Plan). Banyule has set its objectives and key directions in conjunction with extensive consultation and engagement with our community. The prudential management of our resources the probity of our processes and the responsiveness to our community is enshrined in the City plan and SRP. This four-year forecast outlines our financial strategies that support our service obligations, Capital Works aspirations and asset renewal objectives. The key financial assumptions, which underpin the SRP and our objectives, are:

• The maintenance and continuous improvement of service levels in line with the Best Value principles.

• Modelling cost movements on a Consumer Price Index (CPI) range of 2 - 3% per annum over the ensuing four years.

• Setting fees and charges in line with CPI, market levels or as legislated. • Critical appraisal of Council financial assets to ensure the best possible return on

investment. • Funds are allocated that support the increasing asset renewal pressures faced by Council • Providing service levels in line with reasonable community service level expectations based

on community consultation. • That our four-year Financial Plan has been prepared to ensure an adequate amount is

available for Capital Works • Rate increases are set at fair and reasonable levels.

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:

• Sound prudential management of financial risks relating to debt, assets and liabilities. • Developing a rating strategy based on stability, equity, efficiency and transparency. • Consideration of the financial effects of Council decisions on future generations. • Full, accurate and timely disclosure of financial information.

The SRP is updated annually through a rigorous process of consultation with Council service providers followed by a detailed sensitivity analysis to achieve the key financial objectives and a review of community objectives.


8.2 Financial resources The following table summarises the key financial results forecast for the next four years as set out in the SRP for years 2013/14 to 2016/17. Appendix A includes a more detailed analysis of the financial resources to be used over the four year period. Budget Budget Strategic Resource Plan Trend Indicator Projections

2012/13 2013/14 2014/15 2015/16 2016/17 +/o/- $’000 $’000 $’000 $’000 $’000

Surplus/(deficit) for the year 650 597 3,202 6,050 5,699 + Underlying result - surplus/(deficit) (3,771) (1,759) 3,122 6,050 5,699 + Cash and investments 34,328 35,157 36,685 39,853 43,926 + Cash flows from operations 2,158 20,248 20,397 25,399 27,111 + Capital works 42,136 59,247 26,701 28,504 20,210 - Key to Budget Trend: + Budget improvement in Council's financial performance/financial position indicator o Budget that Council's financial performance/financial position indicator will be steady - Budget deterioration in Council's financial performance/financial position indicator

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


A summary of key budget outcomes reflected in the SRP are as follows: • Financial sustainability (section 5) - Cash and investments are budgeted to increase 30%

over the four year period from $35.16 million to $43.93 million, which indicates a strong budget on a cash basis in each year.

• Rating levels (section 9) – rate increases are budgeted over the four years ranging from

7.95% in 2013/14 down to 5.95% in 2016/17. An increase in municipal charge to $126.94 from 2013/14 to 2016/17 has also been factored into Council’s revenue stream and rating levels over coming years.

• Service delivery strategy (section 10) – Service levels have been forecast to be maintained

throughout the four year period. Specific focus areas are contained in the City Plan that deal with examining the efficiency and effectiveness of all services provided by Council. Banyule also operates under a whole of Council, externally certified, integrated business management system. This relates to national and international standards dealing with Quality, Environmental Management and OH&S. Banyule operates under an integrated planning framework for its key polices and strategies. All supporting plans inform and cascade through the organisation to inform resource decision allocation. Council utilises key demographic and research information along with broader community consultation to critically inform its resource allocation process.

• Borrowing strategy (section 10) – Council has decided to take out $30.07 million in new loan borrowings to fund the capital work program in 2013/14 and is planning to reduce its debt from $60.57 in 2013/14 to $38.78 million in 2016/17.

• Infrastructure strategy (section 10) - Capital expenditure over the four year period will

total $134.66 million at an average of $33.67 million.


8.3 Key performance indicators (financial) The following table highlights Council’s current and projected performance across a range of financial key performance indicators (KPIs). KPIs provide a useful analysis of Council’s financial position and performance and are to be used in the context of the organisation’s objectives.

Not

es

Strategic Resource Plan

Indicator Budget Budget Projections Trend 2012/13 2013/14 2014/15 2015/16 2016/17 +/o/- Financial performance

Underlying result/Underlying revenue 1 -3.3% -1.5% 2.4% 4.5% 4.1% + Expenses/No. of Assessments $2,297 $2,343 $2,411 $2,434 $2,547 o Rate revenue/Underlying revenue 2 59.3% 66.9% 67.2% 69.9% 71.2% - Rate revenue/No. of Assessments $1,319 $1,544 $1,660 $1,782 $1,883 o Debt servicing/Total revenue 2.2% 3.4% 3.2% 2.9% 2.7% + Debt servicing & Redemption/Rate revenue 5.4% 6.7% 7.7% 7.1% 20.5% o Grants/Total revenue 11.5% 11.8% 9.3% 9.1% 8.9% - Fees & charges/Total revenue 21.2% 17.1% 17.2% 16.3% 16.8% o Financial position

Indebtedness/Rate revenue 3 72.5% 98.1% 88.2% 79.2% 58.3% + Indebtedness/Realisable Assets 5.4% 7.8% 7.5% 6.8% 5.4% + Underlying result/Total assets -0.3% -0.1% 0.2% 0.4% 0.4% + Current assets/Current liabilities 4 152.2% 142.5% 142.5% 103.4% 156.7% o Total liabilities/No. of Assessments $1,145 $1,711 $1,670 $1,628 $1,324 + Capital expenditure ($'000)

Capital works $42,136 $59,247 $26,701 $28,504 $20,210 - - Asset renewal $24,787 $26,986 $10,837 $17,190 $13,295 - - New assets $12,144 $26,215 $803 $565 $16 - - Asset expansion/Upgrade $5,205 $6,046 $15,061 $10,749 $6,899 o Cash from operating activities/ Capital outlays 5 5.1% 34.2% 76.4% 89.1% 134.1% + Capital works/Rate revenue 62.3% 74.3% 31.0% 30.6% 20.4% - Asset renewal/Total depreciation 6 191.9% 174.3% 68.4% 104.5% 77.5% - Key to Budget Trend: + Budget improvement in Council's financial performance/financial position indicator o Budget that Council's financial performance/financial position indicator will be steady - Budget deterioration in Council's financial performance/financial position indicator

Notes to indicators 1. Underlying result/underlying revenue - Council's expected improvement in financial

performance over the next four years, which indicates Council's significant reliance on rate revenue to maintain services and financial sustainability.

2. Rate revenue/Underlying revenue - Reflects extent of reliance on rate revenues to fund all

Council's on-going services. Trend indicates Council will become more reliant on rate revenue compared to all other revenue sources.

3. Indebtedness/Rate revenue - Trend indicates Council's reducing reliance on debt against its

annual rate revenue through redemption of long term debt.


4. Current Assets/Current Liabilities – Working capital is forecast to remain at an acceptable level except for 2015/2016. This is due to the pending repayment of $16.54 million of loans in the 2016/2017 financial year.

5. Cash from Operating Activities/Capital outlays - Trend indicates Council expects to be able

to service its Capital Works outlays from cash generated from operating activities, rather than relying on its existing cash reserves or further borrowings.

6. Asset renewal/Total depreciation - 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.

8.4 Non-financial resources In addition to the financial resources to be consumed over the planning period, Council has non-financial resources, in particular human resources. The following table summarises the non-financial resources for the next four years.

Strategic Resource Plan

Indicator Budget Budget Projections 2012/13 2013/14 2014/15 2015/16 2016/17 Employee benefits ($'000) 51,877 54,049 56,375 58,912 61,557 Employee numbers 620 619 619 619 619


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 valuation. 9.1 Rating Context Council needs to examine its rating base and assess its adequacy in terms of the objectives and actions articulated in the City Plan and the demands expressed by the community for services and Capital Works initiatives. Rates are the largest source of revenue for Council and future rate levels form an important component of the medium (ie 4-years) to long-term financial planning (ie 10-years). Council has an established rating structure which is based on the Capital Improved Value method of rating. Council makes a distinction when raising rates, between the purpose for which the property is used, that is, whether the property is used for residential, commercial/industrial or other purposes. This distinction is based on the concept that effective use of land resources benefits the whole community. Each land holding should be developed for best use and make an equitable and efficient contribution to the provision of services and infrastructure provided by the Council. Businesses are also required to make an equitable contribution to rates taking into account the benefits those businesses derive from the local community. The benefits of cultural and recreational lands to our community must also be recognised by way of concessional rating. 9.2 Rating Strategy The rating strategy until the 2012/13 financial year has comprised a number of differential rates and a rate concession for cultural and recreational lands. These rates have been structured in accordance with the differential rate requirements of Section 161 of the Local Government Act 1989. However, the Victorian Government recently introduced new Legislation after a review of differential rates and has developed Guidelines which Councils must consider when striking differential rates. The Guidelines require Councils to strike their differential rates based on tertiary level categories in the Australian Valuation Property Classification Codes. In doing so Council has also given consideration to the rating effort associated with Retirement Village Lands. Council has determined that it is not necessary to have a lower rate in a dollar in respect of Retirement Village Lands. Accordingly, Banyule Council’s differential rating categories for 2013/14 financial year have had regard to and comply with these Guidelines. Whilst it is necessary to balance the importance of rate revenue as a funding source with community sensitivity to increases, Council must consider its responsibilities for maintaining high cost infrastructure assets. As Council is aware, there is a gap in renewal funding which is largely the result of assets depreciating annually at a greater rate than the level of renewal funding. The rating strategy is also important for Council to continue the delivery of vital services at required service levels, provide a responsive Capital Works Program, maintain infrastructure assets to appropriate engineering standards, service debt levels and avoid unsustainable operating deficits. It is important that the rating strategy is understood and transparent to the community so that they understand what outcomes Council proposes to deliver to the community.


9.3 Rating Levels and Structure. The following tables summarise Council’s rate increases and rating structure. 9.3.1 Forecast General Rates - Increases over five years

Rate Year Increase

% 2012/13 4.99% 2013/14 7.95% 2014/15 7.95% 2015/16 7.95% 2016/17 5.95%

For general rates the rate in the dollar, by rating category, has increased by the above percentages. 9.3.2 Differential Rating Categories and Rates in a Dollar for 2013/14

Rate type How applied 2012/13 2013/14

Residential improved Cents/$ CIV 0.220141 0.237642 Residential vacant Cents/$ CIV 0.297190 0.320817 Commercial improved Cents/$ CIV 0.275176 0.297052 Commercial vacant Cents/$ CIV 0.385247 0.415874 Industrial improved Cents/$ CIV 0.275176 0.297052 Industrial vacant Cents/$ CIV 0.385247 0.415874 Cultural and recreational Cents/$ CIV 0.184247 0.198895 Municipal charge $/ property 57.27 126.94

9.4 General Revaluations General revaluations are undertaken every two-years. The current revaluation base date was effective from 1 January 2012. These property valuations were used from the 1 July 2012 (ie 2012/13 Financial Year) and will continue through to the 30 June 2014 (ie 2013/14 Financial Year). The next revaluation base date will be effective from 1 January 2014.


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 Borrowings In the recent past, Council has borrowed to finance significant infrastructure projects. Since then Council has been in a phase of debt reduction (since June 2010). This has resulted in a reduction in debt servicing costs and has also meant that cash and investment reserves have been used as an alternative funding source to maintain a robust Capital Works program. Council reserves are now forecast to be $9.34 million at 30 June 2013. Further borrowings will be undertaken by Council in 2013/14 to fund major projects. A commensurate debt reduction strategy is also outlined in the strategic resource plan over the next four years to ensure our ongoing financial sustainability. For the 2013/14 year, Council has decided to take out new borrowings to fund the Capital Works programs and therefore, after taking out $30.07 million in new loans and making loan repayments of $5.34 million, (of which $1.24 million is principal), will increase its total borrowings to $60.57 million as at 30 June 2014. Moving forward from 2013/14, Council plans to move into a debt reduction phase, where by the end of the 2016/17 financial year our total borrowings will be paid down to $38.78 million. The following table sets out future proposed borrowings, based on the forecast financial position of Council as at 30 June 2013.

Year New

Borrowings Principal Interest Balance

30 June Paid Paid $’000 $’000 $’000 $’000

2012/13 0 985 2,662 31,736 2013/14 30,070 1,241 4,097 60,565 2014/15 0 2,541 4,095 58,025 2015/16 0 2,714 3,922 55,311 2016/17 0 16,535 3,728 38,776

10.2 Infrastructure The Council has developed an Infrastructure Strategy based on the knowledge provided from the various Asset Management Plans, which sets out the capital expenditure requirements of the Council for the next 10 years by class of asset and is a key input to the long term financial plan. It predicts infrastructure consumption, renewal needs and considers infrastructure needs to meet future community service expectations. These expectations are reassessed on an ongoing basis through extensive consultation and community engagement. Likewise Banyule utilises significant demographic and social research data along with industry benchmark measures to inform our decision making process. 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. The graph below sets out the required and actual asset renewal over the life of the current SRP and the renewal backlog (the renewal backlog is when funding available is less than what is required for renewal within a set financial period):

At present, Council is able to fully fund asset renewal requirements identified in the Infrastructure Strategy. While the Infrastructure Strategy is endeavouring to provide a sufficient level of annual funding to meet ongoing asset renewal needs as the above graph indicates. In updating the Infrastructure Strategy for the 2013/14 year, the following influences have had a significant impact: • Reduction in the amount of cash and investment reserves to fund future capital expenditure

programs • Availability of Federal funding for upgrade of roads • The enactment of the Road Management Act 2004 removing the defence of non-feasance on

major assets such as roads • New building regulations requiring all Child Care Centres to immediately upgrade to ensure

compliance.


The following table summarises Council's forward outlook on capital expenditure including funding sources for the next four years.

Total

Capital Program

Government

Grants

Community

Contributions

Loans

Reserves

Proceeds on sale of

assets

Revenue

Carry

forward

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 2012/13 42,136 2,371 2653 2,570 23,880 9,289 512 861 2013/14 59,247 1,401 190 27,500 2,260 10,105 6,375 11,416 2014/15 26,701 80 0 0 19,118 1,809 5,694 0 2015/16 28,504 0 0 0 17,358 2,601 8,545 0 2016/17 20,210 0 90 0 -6,554 17,427 9,247 0 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, public open space 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. 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 and to maintain an operating result that remains breakeven or better for the next four years. The Rating Information (see Section 9.) also refers to a responsible rate increase in year 2013-14 to fund our services and our Capital Works program. With these key assumptions 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:

2013/14 2014/15 2015/16 2016/17

% % % % Consumer Price Index 2.50 2.50 2.50 2.50 Engineering Construction Index 3.20 3.20 3.20 3.20 Rates and charges increases 18.47 8.17 8.08 6.27 Government funding 22.58 -0.10 1.94 2.39 Statutory fees -4.53 8.43 3.07 11.13 Investment returns -14.24 -7.04 -12.43 -14.19

As well as the general influences, there are also a number of specific influences which relate directly to service areas or activities.

• Council is introducing a major change initiative with the introduction of an electronic document records management system. As such, a significant operational risk is to be managed to ensure ongoing records and data management of Council’s valuable information.

• A price movement index prepared by the Municipal Association of Victoria (MAV) has shown that for some Council's services such as food supplies for meals on wheels and road construction costs have increased significantly above the CPI.


• The State Government’s landfill levy will increase by 10% in 2013/14 from $48.40 to $53.20 per tonne of waste disposal which increases the cost to Council for disposal of waste into landfill. The levy has increased from $9 per tonne in 2008/09 to $53.20 per tonne in 2013/14.

• Street Light replacement is planned to occur over the next two financial years. More energy efficient lights will be procured which will assist in the reduction of Council's annual energy power costs, estimated to start at around $300,000 per annum. The savings in energy cost will repay the initial outlay for upgrading the lighting in approximately 15 years. A further significant benefit will be environmental improvement due to a reduction in greenhouse gas emissions estimated to be a 19% reduction.

• Council intends to undertake a significant land purchase program of old school sites in an effort to retain community use facilities lost through the closure of several school sites in Banyule.

• A stormwater harvesting project is currently underway at three sites being Kalparrin Gardens, Chelsworth Park and DeWinton Reserve. It is anticipated that 138 million litres of storm water will be harvested from these sites which represents approximately $300,000 worth of portable water. This water will be used to irrigate 40% of Council's active open space including Ivanhoe Golf course. Significant environmental benefits will also result from this project.

• The workcover premium is projected to reduce slightly in 2013/14 due to Council's sound claims experience in recent years. A health and wellbeing strategy has been implemented and focusses upon areas in the work place where the incidence of injury based on past statistics have occurred. Council has also endeavoured to return staff to active duty as soon as possible after an injury has occurred.

• Insurance premiums are likely to increase in coming years due to numerous natural disasters that have occurred both in Australia and around the world, costing hundreds and millions of dollars. In particular substantial deterioration in claims performance over the last twelve months will put upward pressure on Council contributions to the liability mutual insurance scheme operated by the MAV.

• Ivanhoe aquatic centre is undergoing a significant renovation which will impact the service provision in the 2013/14. To minimise user impacts a work-around will be put in place, however, a significant operational risk to attendance numbers remains.

• Generally service levels across the board have been budgeted to be maintained at 2012/13 levels or varied with changes in government funding, contractual arrangements, legal obligations or operational budget transfers resulting from new budget initiatives.

The service delivery outcomes measured in financial terms are shown in the following table.

Surplus Underlying Net (Deficit) Surplus Service

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

2012/13 650 (3,771) (76,050) 2013/14 597 (1,759) (78,081) 2014/15 3,202 3,122 (84,997) 2015/16 6,050 6,050 (87,165) 2016/17 5,699 5,699 (91,794)

Service levels have been maintained throughout the four year period with increasing operating surpluses budgeted from 2012/13 to 2016/17. Excluding the effects of non-operating items such as capital grants, the underlying result is a reducing deficit from 2012/13 to 2013/14 becoming a surplus from 2014/15 onwards. The net cost of the services provided to the community increase from $76.05 million to $91.79 million over the four year period.


11. 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:

A Budgeted standard statements B Statutory disclosures C Capital Works program D Key strategic activities E Fees and charges schedule


Appendix A Budgeted Standard Statements This appendix presents information in regard to the Budgeted Standard Statements. The budget information for the years 2013/14 to 2016/17 has been extracted from the Strategic Resource Plan. At the end of each financial year Council is required to report back to the community a comparison of actual financial results against these Budgeted Standard Statements and provide an explanation of significant variances. The Standard Statements together with the Performance Statement provide a clear, concise and understandable report of Council’s activities for the year from both a financial and non-financial perspective particularly for those users who do not have a financial background. The appendix includes the following budgeted information: • Budgeted Standard Income Statement • Budgeted Standard Balance Sheet • Budgeted Standard Cash Flow Statement • Budgeted Standard Capital Works Statement • Budgeted Statement of Asset Replacement Reserves

Appendix A


Budgeted Standard Income Statement For the four years ending 30 June 2017

Budget Budget Strategic Resource Plan

Projections 2012/13 2013/14 2014/15 2015/16 2016/17 $’000 $’000 $’000 $’000 $’000 Income General rates and charges 66,862 79,214 85,687 92,606 98,412 Special rates and charges 506 548 548 548 548 Interest on rates and special charges 280 23 23 23 24 Statutory fees and fines 7,661 6,075 6,587 6,451 7,169 User fees and charges 17,432 14,736 15,509 15,271 16,323 Interest income 1,814 1,556 1,443 1,261 1,080 Contributions - cash 3,749 2,336 1,115 1,118 1,122 Grants - operating (recurrent) 9,221 11,958 11,932 12,143 12,433 Grants - capital (non-recurrent) 4,422 2,356 80 0 0 Net gain on disposal of infrastructure, property, plant and equipment 4,630 954 3,670 1,889 536 Rental income 1,796 1,793 1,837 1,887 1,852 Other income 81 121 95 96 97 Total income 118,454 121,670 128,526 133,293 139,596 Expenses Employee costs 51,877 54,049 56,375 58,912 61,557 Materials and services 38,259 35,858 37,107 36,203 38,190 Utility charges 3,095 3,447 3,714 3,573 4,757 Depreciation and amortisation 12,915 15,481 15,854 16,450 17,151 Finance costs 2,662 4,097 4,095 3,922 3,728 Donations 748 970 913 925 934 Other expenses 8,248 7,171 7,266 7,258 7,580 Total expenses 117,804 121,073 125,324 127,243 133,897 Surplus / (deficit) for the year 650 597 3,202 6,050 5,699 Other comprehensive income Increment on revaluation of infrastructure and property assets 0 56,000 0 62,000 0 Comprehensive result 650 56,597 3,202 68,050 5,699

Appendix A


Budgeted Standard Balance Sheet For the four years ending 30 June 2017

Budget Strategic Resource Plan

Budget Projections 2013 2014 2015 2016 2017 $’000 $’000 $’000 $’000 $’000 Current assets Cash and cash equivalents 28,328 29,157 30,685 33,853 37,926 Investments 6,000 6,000 6,000 6,000 6,000 Trade and other receivables 5,955 5,955 6,015 6,075 6,136 Inventories 45 45 45 45 45 Prepayments 1,243 1,100 1,050 1,100 1,000 Total current assets 41,571 42,257 43,795 47,073 51,107 Non-current assets Trade and other receivables 723 723 730 737 744 Investments 3,539 3,539 3,539 3,539 3,539 Infrastructure, property, plant and equipment 1,226,939 1,312,448 1,312,375 1,375,520 1,361,833 Intangible assets 1,491 1,613 1,743 1,640 1,495 Total non-current assets 1,232,692 1,318,323 1,318,387 1,381,436 1,367,611 Total assets 1,274,263 1,360,580 1,362,182 1,428,509 1,418,718 Current liabilities Trade and other payables 13,311 13,444 13,578 13,714 13,851 Interest-bearing loans and borrowings 1,053 2,541 2,714 16,535 2,644 Provisions 11,883 12,596 13,352 14,153 15,002 Other liabilities (Trust funds and deposits) 1,072 1,083 1,094 1,105 1,116 Total current liabilities 27,319 29,664 30,738 45,507 32,613 Non-current liabilities Interest-bearing loans and borrowings 30,683 58,024 55,311 38,776 36,132 Provisions 383 421 463 509 560 Other liabilities (Trust funds and deposits) 322 318 315 312 309 Total non-current liabilities 31,388 58,763 56,089 39,597 37,001 Total liabilities 58,707 88,427 86,827 85,104 69,614 Net assets 1,215,556 1,272,153 1,275,355 1,343,405 1,349,104 Equity Accumulated surplus 419,208 417,538 420,331 424,498 427,206 Asset revaluation reserve 787,013 843,013 843,013 905,013 905,013 Reserves 9,335 11,602 12,011 13,894 16,885 Total equity 1,215,556 1,272,153 1,275,355 1,343,405 1,349,104

Appendix A


Budgeted Standard Cash Flow Statement For the four years ending 30 June 2017 Budget Budget

Strategic Resource Plan Projections

2012/13 2013/14 2014/15 2015/16 2016/17 $’000 $’000 $’000 $’000 $’000 Inflows Inflows Inflows Inflows Inflows (Outflows) (Outflows) (Outflows) (Outflows) (Outflows) Cash flows from operating activities Receipts Rates and charges 67,368 79,762 86,235 93,154 98,960 Grants - Operating 9,221 11,958 11,932 12,143 12,433 Grants - Capital 4,421 2,356 80 0 0 Interest received 2,094 1,579 1,466 1,284 1,104 Other receipts 30,653 25,061 25,076 24,756 26,495 113,757 120,716 124,789 131,337 138,992 Payments Employee costs (61,382) (53,298) (56,374) (58,066) (60,657) Materials and consumables (38,126) (35,583) (36,124) (36,117) (37,953) Other payments (12,091) (11,587) (11,894) (11,755) (13,271) (111,599) (100,468) (104,392) (105,938) (111,881) Net cash provided by / (used in) operating activities 2,158 20,248 20,397 25,399 27,111 Cash flows from investing activities Proceeds from sale of property, plant and equipment 13,534 15,089 14,459 12,901 17,427 Payments for property, plant and equipment (25,600) (53,329) (21,657) (22,802) (14,112) Payments for infrastructure assets (15,045) (5,698) (4,794) (5,660) (6,098) Payments for intangible assets (1,491) (220) (250) (42) 0 Net (purchase)/redemption of investments (2,259) 0 0 0 0 Trust funds and deposits - net proceeds 1 7 8 8 8 Net cash (used in) / provided by investing activities (30,860) (44,151) (12,234) (15,595) (2,775) Cash flows from financing activities Finance costs (2,662) (4,097) (4,095) (3,922) (3,728) Proceeds from borrowings 0 30,070 0 0 0 Repayment of borrowings (985) (1,241) (2,540) (2,714) (16,535) Net cash (used in) / provided by financing activities (3,647) 24,732 (6,635) (6,636) (20,263)

Net increase / (decrease) in cash and cash equivalents (32,349) 829 1,528 3,168 4,073 Cash and cash equivalents at the beginning of the financial year 60,677 28,328 29,157 30,685 33,853 Cash and cash equivalents at the end of the financial year 28,328 29,157 30,685 33,853 37,926

Appendix A


Budgeted Standard Capital Works Statement For the four years ending 30 June 2017

Budget Budget Strategic Resource Plan

Projections 2012/13 2013/14 2014/15 2015/16 2016/17 $’000 $’000 $’000 $’000 $’000 Capital Works areas Roads, streets and bridges 5,625 2,963 2,197 2,163 2,667 Drainage 6,394 348 340 255 756 Parks and gardens 2,559 2,172 2,005 2,989 2,440 Playgrounds 467 215 252 253 235 Freehold land 1,398 25,885 1,000 0 0 Freehold buildings 8,117 14,693 14,180 16,119 8,003 Motor vehicles 9,254 11,283 5,841 6,042 5,622 Plant and equipment 2,538 1,423 600 595 441 Furniture and fittings 4,278 30 21 30 30 Art collection 15 15 15 16 16 Intangible assets 1,491 220 250 42 0 Total capital works 42,136 59,247 26,701 28,504 20,210 Represented by: New assets 10,653 25,995 553 523 16 New intangible assets 1,491 220 250 42 0 Asset renewal 24,787 26,986 10,837 17,190 13,295 Asset upgrade 4,395 5,441 1,749 5,329 4,165 Asset expansion 810 605 13,312 5,420 2,734 Total capital works 42,136 59,247 26,701 28,504 20,210

Reconciliation of net movement in infrastructure, property, plant and equipment

Budget Budget

Strategic Resource Plan Projections

2012/13 2013/14 2014/15 2015/16 2016/17 $’000 $’000 $’000 $’000 $’000 Total capital works 42,136 59,247 26,701 28,504 20,210 Asset revaluation increment 0 56,000 0 62,000 0 Depreciation and amortisation (12,915) (15,481) (15,854) (16,450) (17,151) Written down value of assets sold (8,904) (14,135) (10,789) (11,012) (16,891) Net movement in infrastructure , property, plant and equipment 20,317 85,631 58 63,042 (13,832)

Appendix A


Budgeted Statement of Asset Replacement Reserves For the four years ending 30 June 2017

Budget Strategic Resource Plan

Budget Projections 2012/13 2013/14 2014/15 2015/16 2016/17 $’000 $’000 $’000 $’000 $’000 Statutory

Off-street car parking reserve 252 252 252 252 252 Public Open Space reserve 781 0 0 0 0 Total statutory reserves 1,033 252 252 252 252 Discretionary General reserve 220 503 1,921 5,956 8,792 Greensborough project - RALC reserve 298 0 0 0 0 Plant and equipment reserve 4,162 651 841 1,236 2,971 Asset renewal reserve 124 124 123 124 870 Car parking meter reserve 30 137 326 515 704 Strategic properties reserve 3,468 9,935 8,548 5,811 3,296 Total discretionary reserves 8,302 11,350 11,759 13,642 16,633 Total reserves 9,335 11,602 12,011 13,894 16,885

Appendix B


Appendix B Statutory disclosures This appendix presents information which the Act and the Regulations require to be disclosed in the Council’s annual budget. The appendix includes the following budgeted information: • Borrowings • Rates and charges • Differential rates.

Appendix B


1. Borrowings 2012/13 2013/14 $ $

New borrowings (other than refinancing) 0 30,070,000 Debt redemption 985,000 1,241,000 2. Rates and charges 2.1 The proposed rate in the dollar for each type of rate to be levied

Type of Property 2012/13 2013/14 cents/$CIV cents/$CIV

General rate for rateable residential properties 0.220141 0.237642 General rate for rateable residential vacant properties 0.297190 0.320817 General rate for rateable commercial improved properties 0.275176 0.297052 General rate for rateable commercial vacant properties 0.385247 0.415874 General rate for rateable industrial improved properties 0.275176 0.297052 General rate for rateable industrial vacant properties 0.385247 0.415874 General rate for rateable cultural and recreational 0.184247 0.198895 Rate concession for rateable residential properties 198 203 Rate concession for rateable residential vacant properties 0 0 Rate concession for rateable commercial improved properties 0 0 Rate concession for rateable commercial vacant properties 0 0 Rate concession for rateable industrial improved properties 0 0 Rate concession for rateable industrial vacant properties 0 0 Rate concession for rateable cultural and recreational properties 0 0 2.2 The estimated amount to be raised by each type of rate to be levied

Type of Property 2012/13 2013/14 $ $

Residential Improved 58,946,235 64,215,832 Residential Vacant 674,360 608,102 Commercial Improved 5,026,337 5,497,285 Commercial Vacant 66,956 68,536 Industrial Improved 1,717,014 1,866,263 Industrial Vacant 53,604 50,836 Cultural and Recreational 59,359 64,078 2.3 The estimated total amount to be raised by rates

2012/13 2013/14 $ $

Total rates to be raised 66,543,865 72,370,934

Appendix B


2.4 The proposed percentage change in the rate in the dollar for each type of rate to be levied, compared to that of the previous financial year 2012/13 2013/14

Type of Property Change Change % %

Residential Improved 4.99 7.95 Residential Vacant 4.99 7.95 Commercial Improved 4.99 7.95 Commercial Vacant 4.99 7.95 Industrial Improved 4.99 7.95 Industrial Vacant 4.99 7.95 Cultural and Recreational 4.99 7.95 2.5 The number of assessments for each type of rate to be levied compared to the previous year

Type of Property 2012/13 2013/14 $ $

Residential Improved 47,936 48,371 Residential Vacant 392 330 Commercial Improved 2,018 2,036 Commercial Vacant 18 17 Industrial Improved 888 900 Industrial Vacant 22 19 Cultural and Recreational 4 4 Total number of assessments 51,278 51,677 2.6 The basis of valuation to be used is the Capital Improved Value (CIV) 2.7 The estimated total value of land in respect of which each type of rate is to be levied compared with the previous year

Type of Property 2012/13 2013/14 $ $

Residential Improved 26,776,581,900 27,022,088,900 Residential Vacant 226,912,000 189,548,000 Commercial Improved 1,826,589,900 1,850,613,900 Commercial Vacant 17,380,000 16,480,000 Industrial Improved 623,969,500 628,261,500 Industrial Vacant 13,914,000 12,224,000 Cultural and Recreational 32,217,000 32,217,000 Total 29,517,564,300 29,751,433,300 2.8 The proposed unit amount to be levied for each type of charge under section 162 of the Act

Per Rateable Property

Per Rateable Property

Type of Charge 2012/13 2013/14 $ $

Municipal 57.27 126.94 Kerbside collection 0 0 Recycling 0 0 Total 57.27 126.94

Appendix B


2.9 The estimated amounts to be raised for each type of charge to be levied compared to the previous year

Type of Charge 2012/13 2013/14 $ $

Municipal 2,936,462.00 6,559,244.00 Kerbside collection 0.00 0.00 Recycling 0.00 0.00 Total 2,936,461.00 6,559,244.00 2.10 The estimated total amount to be raised by rates and charges:

2012/13 2013/14 $ $

Rates 66,543,865 72,370,934 Supplementary Rates 303,777 259,354 Municipal Charge 2,936,462 6,559,244 Supplementary Municipal Charge 14,417 24,757 Total 69,798,521 79,214,289 Note: The Municipal Charge in the 2012/13 budget was categorised under Fees & Charges. For the 2013/14 budget it is now correctly categorised as Rates & Charges 2.11 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; · The variation of returned levels of value (e.g. valuation appeals); · Changes of use of land such that rateable land becomes non-rateable land and vice versa; and · Changes of use of land such that residential land becomes business land and vice versa. 3. Differential rates 3.1 Rates to be levied The rate and amount of rates payable in relation to land in each category of differential are:

• A general rate of 0.00237642% or (0.23764 cents in the dollar of CIV) for all rateable residential properties; and

• A general rate of 0.00320817% or (0.320817 cents in the dollar of CIV) for all rateable residential vacant properties; and

• A general rate of 0.00297052% or (0.297052 cents in the dollar of CIV) for all rateable commercial improved properties; and

• A general rate of 0.00415874% or (0.415874 cents in the dollar of CIV) for all rateable commercial vacant properties; and

• A general rate of 0.00297052% or (0.297052 cents in the dollar of CIV) for all rateable industrial improved properties; and

• A general rate of 0.00415874% or (0.415874 cents in the dollar of CIV) for all rateable industrial vacant properties; and

• A general rate of 0.00198895% or (0.198895 cents in the dollar of CIV) for all rateable cultural and recreational properties.

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

Appendix B


Council considers that each differential rate will contribute to the equitable and efficient carrying out of Council functions. Details of the objectives of each differential rate are set out below. 3.2 Residential Vacant Land Objective: To encourage the development of land for residential purposes; and to ensure that such rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the:

1. Implementation of good governance and sound financial stewardship; and 2. Construction, renewal, upgrade, expansion and maintenance of infrastructure assets; and 3. Development and provision of health, environmental, conservation, leisure, recreation,

youth and family community services; and 4. Provision of strategic and economic management, town planning and general support

services; and 5. Promotion of cultural, heritage and tourism aspects of Council’s municipal district.

Types and Classes: Rateable land having the relevant characteristics as follows: Any land on which no dwelling is erected but which, by reason of its locality and zoning under the Banyule Planning Scheme, would, if developed, be or be likely to be used primarily for residential purposes. Use and Level of Differential Rate: The differential rate will be used to fund some of those items of expenditure and Capital Works described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above. Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the Banyule Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the relevant Banyule Planning Scheme.

Appendix B


3.3 Commercial/ Industrial Vacant Land Objective: To encourage the development of land for commercial or industrial purposes; and to ensure that such rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, including the:




Types and Classes: Rateable land having the relevant characteristics as follows:- Any land on which no dwelling is erected but which, by reason of its locality and zoning under the Banyule Planning Scheme, would, if developed, be or be likely to be used primarily for commercial or industrial purposes. Use and Level of Differential Rate: The differential rate will be used to fund some of those items of expenditure and Capital Works described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above. Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the Banyule Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the Banyule Planning Scheme.

Appendix B


3.4 Commercial/Industrial Improved Land Objective: To ensure that such rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council having regard to the capacity of such land to be used to yield income and the demands such land makes on Council's infrastructure. Those functions include the:




Types and Classes: Rateable land having the relevant characteristics as follows: Any land which is used, or designed or adapted to be used, primarily for commercial or industrial purposes. Use and Level of Differential Rate: The differential rate will be used to fund some of those items of expenditure and Capital Works described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above. Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the Banyule Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the Banyule Planning Scheme. Types of Buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the 2013/2014 Financial Year.

Appendix B


3.5 Other Land (Including Residential Improved Land) Objective: To ensure that such rateable land makes an equitable financial contribution to the cost of carrying out the functions of Council, having regard to the relative benefits derived from the carrying out of such functions. Those functions include the:




Types and Classes: Rateable land having the relevant characteristics as follows: Any land which is not Residential Vacant Land, Commercial / Industrial Vacant Land or Commercial / Industrial Improved Land. Use and Level of Differential Rate: The differential rate will be used to fund some of those items of expenditure and Capital Works described in the Budget adopted by Council. The level of the differential rate is the level which Council considers is necessary to achieve the objectives specified above. Geographic Location: Wherever located within the municipal district. Use of Land: Any use permitted under the Banyule Planning Scheme. Planning Scheme Zoning: The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in the Banyule Planning Scheme. Types of Buildings: All buildings which are now constructed on the land or which are constructed prior to the expiry of the 2013/2014 Financial Year.

Appendix B


3.6 Cultural and Recreational Lands: Objective: To ensure that the promotion of cultural, heritage and recreational activity occurs within Council’s municipal district and that this is supported in a way that encourages appropriate activity and development. Council has considered the service utilised by the lands and the benefit these lands provide to the community by consideration of their cultural or recreational land use, as required under the Act. Types and Classes: Under the provisions of the Cultural and Recreational Land Act 1963, the Council levies an amount in lieu of rates payable in respect of recreational lands that have the following characteristics: Any land which is not Residential Vacant Land, Commercial / Industrial Vacant Land or Commercial / Industrial Improved Land, which is specifically set aside for the use of cultural and recreational pursuits whereby the members do not derive a financial benefit or profit from the activities. The amount in lieu of rates payable in respect of each rateable land to which the Cultural and Recreations Land rate applies is determined by multiplying the Capital Improved Value of that rateable land by 0.00198895.

Appendix C


Appendix C Capital Works program This appendix presents a listing of the Capital Works projects that will be undertaken for the 2013/14 year.

• Detailed Capital Works Program • Capital Works Summary

Appendix C


DETAILED CAPITAL WORKS PROGRAM FOR 2013/2014

Service Area City Plan Section/ Project Description Ward Budget Asset Renewal

Upgrade Expansion New Expense

Arts and Culture

Drawings for the redevelopment/permit of the Ivanhoe Library site. (Cr Mulholland) Griffin $350,000 $105,000 $175,000 $70,000

Arts and Culture

Capitalised Labour - Ivanhoe Library Griffin $25,000 $25,000

Arts and Culture

Art Collection Storage. Year 1 $24,936 Petrie Park, Year 2 $21,447 Rosanna, Year 3 $11,000 Petrie City Wide $25,000 $25,000

Arts and Culture

Hatch - Contemporary Arts Space - Banyule Arts Space Redevelopment (Cr Mulholland) Griffin $100,000 $100,000

Arts and Culture

Movies in the Park City Wide $30,000 $30,000

Assets

Develop Asset Management Plans for Traffic Management, Street Signs and Furniture, Sports Field Surfaces (including synthetic) and Irrigation, Sport field and Reserve Lighting, Trees (Street, Bushland, Parks, Facilities)

City Wide $20,000 $20,000

Assets MAV Advanced Step Program and National Asset Framework - Payment of support fee. City Wide $12,000 $12,000

Bicycle Planning for the Power Easement Shared Path Bicycle Link - South East of Watsonia to Plenty River trail (Cr. Di Pasquale)

Bakewell $25,000 $25,000

Appendix C




Bicycle

Bicycle Path Renewal - Maintenance and Renewal of Banyule's Off Road Bicycle Trail Network - Darebin Creek, Plenty River, Main Yarra Extension and Plenty River Extension.

City Wide $59,010 $59,010

Bicycle Plenty River Trail from Willinda Park to Greensborough Activity Centre. State Govt Grant $200k. Must be matched funding to keep the grant.

City Wide $200,000 $100,000 $100,000

Bicycle Plenty River Trail Montmorency to Willinda Park City Wide $215,000 $215,000

Bicycle Watsonia Station to Plenty Road Shared Trail. North West along Morwell Ave. On and Off road trail design and landscaping plans. Stage 1 of 3. (Cr. Garotti)

Grimshaw $25,000 $25,000

Bridges Bridge Handrail Modifications - 20 Bridges - Handrail modification to insert 'shear pins' for flood events. 4 bridges $5,000 per bridge.

City Wide $20,000 $20,000

Bridges Banyule/ Henty Road, Viewbank (Vehicle Bridge) - Rock beaching on both sides of piers Hawdon $70,000 $70,000

Buildings Olympic Village OAE Kitchen - Improvements and mains gas connection. (Cr Langdon) Olympia $5,000 $5,000

Buildings Banyule Football Club - Extend viewing deck, fix concrete and improve access to ground. 50/50 with club. (Cr. Melican)

Ibbott $30,000 $30,000

Buildings Windsor Park Pavilion - Painting. (Cr. Melican) Ibbott $2,000 $2,000

Buildings Early Years - Refer to Early Years Facilities Renewal. Council Owned/Managed Facilities Line 568 City Wide $30,000 $30,000

Appendix C




Buildings Community Halls - Replacement of Furniture City Wide $30,000 $30,000

Buildings Air Conditioning - Maternal & Child Health - Noise Control - Replace 10 old RAC with Wall hung Splits over 5 years

City Wide $7,500 $7,500

Buildings

Air Conditioning - Replace evaporative coolers at Preschools with refrigerant A/C - Replace 19 Evaporative coolers with reverse cycle refrigerant air conditioning units over 10 years

City Wide $7,500 $7,500

Buildings Roof Replacement - Banyule Flats Reserve Pavilion - Strip off topsoil and replace waterproof membranes Hawdon $52,000 $52,000

Buildings Skerry Pavilion - Foundation movement -- Remedial work to stabilize structure Olympia $14,000 $14,000

Buildings Kelly Pavilion - Foundation movement -- Remedial work to stabilize structure Olympia $28,000 $28,000

Buildings Shelly Pavilion - Scoreboard - Foundation movement -- Remedial work to stabilize structure Olympia $30,000 $30,000

Buildings Function Centre Refurbishment Program Griffin $100,000 $100,000

Buildings Interlaken Pre-School Stair Works Ibbott $10,000 $10,000

Buildings Council Buildings Asbestos Removal Program City Wide $30,000 $30,000

Buildings Audrey Brooks Memorial Pre School Capital Works Olympia $249,000 $249,000

Buildings Morobe St Children’s Centre Capital Works Olympia $207,638 $207,638

Buildings Interlaken Kindergarten Capital Works Ibbott $250,000 $250,000

Appendix C




Buildings Winston Hills Kindergarten Capital Works Hawdon $250,000 $250,000

Buildings Replacement of old Electrical Switchboards in Council buildings - Change old Wedge type fuses with circuit breakers and install RCDs

City Wide $10,000 $10,000

Buildings

Community Facilities (Halls, Neighbourhood Houses, Senior Citizens Centres, Early Years Centre, Adult Day Care Centres, Sports Clubs, Libraries, Leisure Facilities) - Modify to comply with BCA & AS1428.

City Wide $70,000 $70,000

Buildings Provide accessible signage - Way Finding Signs, TGSI and audio loops - to comply with BCA & AS1428.4 City Wide $10,000 $10,000

Buildings Council Building Civic Office Building Colab Greensborough. Relocation of council offices to above WaterMarc. Design Plans (Cr. Di Pasquale)

Bakewell $400,000 $400,000

Buildings Capitalised Labour - Flintoff St Office Bakewell $25,000 $25,000

Buildings Flintoff St Office Renewal Bakewell $400,000 $400,000

Buildings Macleod Maternal & Child Health, Birdwood Ave, Macleod. - Renovate and extend the current centre to enable it to operate as a double nurse centre.

Ibbott $90,000 $50,000 $40,000

Buildings Capitalised Labour - Olympic Village Learning Hub Olympia $100,000 $100,000

Appendix C




Buildings

Heidelberg West - Olympic Village Learning Hub. Stage 1 - schematic design - completed. Stage 2 - detailed design and construction of Child & Family Centre. Funded by $750K from sale of 29 Alamein St Heidelberg West existing preschool + $1.34M State Grant = Total funding $2.09M. Construction to commence in 12/13 and completed in 13/14.

Olympia $2,090,000 $2,090,000

Community Electronic Document Management System - Records City Wide $219,768 $219,768

Community West Heidelberg Garden Competition. (Cr Langdon) Olympia $5,000 $5,000

Community

Malahang Flags - Gateway Southern and Oriel Roads. Install flag poles and flags at Malahang Reserve. Billboard for streets named after WW2 battles either side of the flag poles. Australian Flag and the Aboriginal and Torres Straight Island flag either side. Lit by a Street Light. (Cr Langdon)

Olympia $10,000 $10,000

Community Somali Support - annual soccer event and funding a support worker. (Cr Langdon) Olympia $20,000 $20,000

Community Banyule Mobile BBQ - Trailer with gas hot plates, boiling water, hand washing water and refrigeration and storage area. (Cr Langdon)

Olympia $5,000 $5,000

Community Watsonia Neighbourhood House Lambourne Road, Watsonia. Portable Classroom for Programs. (Cr. Garotti)

Grimshaw $65,000 $65,000

Community Support for Watsonia Probus Club. (Cr Garotti) Grimshaw $10,000 $10,000

Appendix C




Community Support for Banyule’s multicultural communities. (Cr Garotti) Grimshaw $10,000 $10,000

Community Montmorency Primary school - books for library. (Cr Briffa) Hawdon $2,000 $2,000

Community Greensborough Chamber of Commerce. (Cr Di Pasquale) Bakewell $25,000 $25,000

Community Works to be advised (Cr Di Pasquale) Bakewell $60,000 $30,000 $30,000

Community Works to be advised (Cr Phillips) Beale $105,000 $52,500 $52,500

Community Age Friendly Development Guide Lines City Wide $15,646 $15,646

Community Ward Funding City Wide $210,000 $210,000

Community New General Local Law No. 1 City Wide $20,000 $20,000

Community Time Out Program Bakewell $100,130 $100,130

Community Banyule Housing Support Group Inc staff costs. City Wide $105,000 $105,000

Community Open House - Council Commitments. Council Resolution16 August 2010 City Wide $20,000 $20,000

Community Volunteers of Banyule Staffing and Operating Expenses. City Wide $96,000 $96,000

Drainage Rosanna Parkland Davis Street Drain - Fix drainage point into Salt Creek to stop erosion. (Cr Melican) Ibbott $10,000 $10,000

Appendix C




Drainage Drainage Work Mountainview Parade - Long standing issue. 50/50 residents. (Cr Melican) Ibbott $30,000 $30,000

Drainage Outcomes of Strategic Drainage Investigations City Wide $56,383 $56,383

Drainage Emergency Drainage Works City Wide $20,000 $20,000

Drainage Maltravers Road (No 121) Ivanhoe - Reconstruct vehicle crossing to allow increased gutter flow depth. Realign existing drains.

Griffin $25,000 $25,000

Drainage Ashby Grove (No 20) Eaglemont - Reconstruct pits Griffin $19,500 $19,500

Economic Development

Rosanna Traders - Lighting around trees. (Cr Melican) Ibbott $8,000 $8,000


Special Rates and Charges - Eaglemont No. 2 (89871) Griffin $24,400 $24,400


Special Rates and Charges - Heidelberg Central (89874) Griffin $172,843 $172,843


Special Rates and Charges - Ivanhoe No. 4 (89866) Griffin $200,000 $200,000


Special Rates and Charges - East Ivanhoe No. 3 (89886) Griffin $74,000 $74,000


Special Rates and Charges - The Mall No. 2 (89878) Olympia $99,210 $99,210


Special Rates and Charges - Watsonia No. 4 (89869) Grimshaw $57,427 $57,427

Appendix C





Special Rates and Charges - Montmorency No 3 (89867) Hawdon $44,796 $44,796


Special Rates and Charges - Macleod No. 1 (89865) Ibbott $38,050 $38,050


Special Rates and Charges - Rosanna No. 2 (89882) Ibbott $78,000 $78,000


Special Rates and Charges - Lower Plenty No. 3 (89888) Hawdon $34,320 $34,320


Special Rates and Charges - Greensborough No. 2 (89868) Bakewell $239,100 $239,100


Special Rates and Charges - Heidelberg Griffin $18,000 $18,000


Council contribution to Banyule Business Incubator project at Bell Street Mall. (Cr Langdon) Olympia $30,000 $30,000


Regional Economic Development Committee Membership - North link. Funding is Allocated. Council Resolution 2 August 2010

City Wide $15,000 $15,000

Environment

Public Lighting. - Energy Efficiency for Street lights and Council owned lights in open spaces. Saves $5.9 million in energy costs by 2029/30 and reduces Council emissions by 19%.

City Wide $2,350,000 $2,350,000

Appendix C




Environment

Energy Saving Initiatives - Northern Alliance Greenhouse Action (NAGA) contribution $20K, technical analysis of street lighting, building, fleet, cogen and other energy efficiencies. If fully implemented, potential savings of $17,725,000 up to 2029/2030

City Wide $48,500 $48,500

Environment

Community Energy Education - and Initiatives - year 3 of the Sustainable Homes and Communities Program with Darebin and Sustainability Victoria. 500 Households Annual savings 5.85 tonnes waste, 5840 KL water, 662 tonnes CO2-e. Matched Funding 1:3 $707K.

City Wide $55,000 $55,000

Environment Banyule Flats - Heritage/Environment Study - Stage 3 & 4 (Environmental Component). Grimshaw $54,000 $54,000

Environment

156 actions in the Environment Strategy include the State of the Environment Report, Significant Tree Register technical improvements, BEAC, Community Environment Grants ($15K), Festivals, Planet Policy Strategy Development.

City Wide $42,500 $42,500

Environment

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

City Wide $12,500 $12,500

Environment Green Power & Offsets - purchase 100% green power for remaining electricity use and offsets for other remaining emissions

City Wide $36,000 $36,000

Appendix C




Environment Energy Efficiency Program funding for solar hot panels for Council buildings including Centre Ivanhoe, Ivanhoe Aquatic Centre and Olympic Leisure Centre

City Wide $105,000 $105,000

Footpaths Footpath Replacement Reactive and Proactive. Customer Service Focus City Wide $300,000 $300,000

Footpaths Kingsbury Drive Shared Pathway bounded by Charles La Trobe P12 College.

City of Darebin $25,000 $25,000

Leisure and Sport

Macleod Tennis Club Courts - Renew 4 courts with synthetic surfacing 50/50 with club. (Cr Melican) Ibbott $100,000 $100,000

Leisure and Sport

Banyule Tennis Club Fence. (Cr Melican) Ibbott $20,000 $20,000

Leisure and Sport

Rosanna Tennis Club - Fix fences. (Cr Melican) Ibbott $10,000 $10,000

Leisure and Sport

Rosanna Tennis Club - Two new light posts. (Cr Melican) Ibbott $10,000 $10,000

Leisure and Sport

Telfer Reserve Master Plan - Planning and Design for car park and Pavilion. (Cr Garotti). See Pavilions for Construction Funding - car park $385,000 and Pavilion $1,000,000.

Grimshaw $40,000 $20,000 $20,000

Leisure and Sport

Loyola Reserve, Bundoora - Bundoora United Cricket Club - Pavilion Feasibility. (Cr Garotti). See Pavilions for Construction Funding Pavilion $600,000

Grimshaw $50,000 $25,000 $25,000

Leisure and Sport

Montmorency Bowling club - lower ground resurfacing. (Cr Briffa) Hawdon $68,000 $68,000

Appendix C




Leisure and Sport

Willinda Park Stair Case Repairs (Cr Di Pasquale). Funded below $60,000 Council Resolution funds to be committed 18 Feb 2013.

Bakewell $60,000 $60,000

Leisure and Sport

Ivanhoe Master Plan - Ivanhoe Juniors Pavilion redevelopment of rooms. (Cr Mulholland) Griffin $100,000 $100,000

Leisure and Sport

Irrigation Flow Sensors - Technology Renewals. City Wide $10,000 $10,000

Leisure and Sport

Yulong Reserve East - Bundoora Football Club Grimshaw $30,000 $30,000

Leisure and Sport

All Seasons Cricket Pitch Replacement - 50% matching contribution from Clubs. City Wide $15,000 $15,000

Leisure and Sport

Yulong Reserve, Bundoora - Bundoora Cricket Club Inc - Cricket net replacement Grimshaw $70,000 $70,000

Leisure and Sport

Regional Aquatic Leisure (RALC) Centre GPAC Works Bakewell $532,551 $229,291 $53,260 $250,000

Leisure and Sport

Cyril Cummins YV Hockey Indoor Feasibility Study Olympia $30,000 $30,000

Leisure and Sport

Simms Road Reserve Master Plan - Montmorency Junior Football Club - Pavilion and Ground Construction (Cr Briffa funds). See below.

Hawdon $50,000 $50,000

Leisure and Sport

Simms Road Reserve Master Plan - Montmorency Junior Football Club - Pavilion and Ground Construction (C. Briffa). See Councillor Funds above.

Hawdon $800,000 $200,000 $600,000

Leisure and Sport

Capitalised Labour - Simms Road Pavilion Hawdon $50,000 $50,000

Appendix C




Leisure and Sport

Macleod YMCA Banyule Operational Subsidy. Ibbott $100,000 $100,000

Open Space Fence for Malahang - extending the fence along Southern and Oriel Road boundaries. (Cr Langdon) Olympia $78,000 $78,000

Open Space Rosanna Tennis Club - Re-install watering system. (Cr Melican) Ibbott $10,000 $10,000

Open Space

Aboriginal art-sculpture trail/native garden along the walkway from Catalina Street and Northland shopping centre. Year 1 $10,000 cypress tree removal. (Cr Langdon)

Olympia $35,000 $35,000

Open Space

Community Gardens - Bellfield Community Centre and Johnson Reserve next to the scouts. Community Gardens Policy and alternative funding could be sought for the following years. (Cr Langdon)

Olympia $15,000 $15,000

Open Space Rosanna Traders - Landscaping around trees. (Cr Melican) Ibbott $5,000 $5,000

Open Space Dog Exercise Areas - Off Lead Park Fencing - Malcolm Blair Reserve Beale $55,000 $55,000

Open Space Renewal of Retaining Walls - Bid for projects listed. Kalparrin City Wide $35,000 $35,000

Open Space Lighting Pole Replacement in Council Sports fields and Reserves identified by condition reports. City Wide $30,000 $30,000

Open Space Barbeque Replacement and Renewal Program - Barbeques internal components. City Wide $24,000 $24,000

Appendix C




Open Space Andrew Yandell reserve staircase, St Helena Road and Yandell Close entrances. Beale $50,000 $50,000

Open Space Reserves and Bushland - Renewal of Trails and Pathways City Wide $25,000 $25,000

Open Space Buna Reserve - Community Garden Olympia $2,110 $2,110

Open Space Reserve Fencing Program Block Funding City Wide $36,000 $36,000

Open Space Renewal of Public Open Space Strategy City Wide $35,000 $35,000

Plant Operations Plant City Wide $11,894,056 $11,894,056

Playgrounds Donaldson Reserve - outdoor gym equipment, Barbeque and shelter and a bus shelter/public seating on Bond Street. (Cr Langdon)

Olympia $15,000 $15,000

Playgrounds Olympia Green Reserve - Barbeque and water/drinking fountain. (Cr Langdon) Olympia $12,000 $12,000

Playgrounds Outdoor gym equipment for Possum Hollow Play Space. Warringal Park (Cr Mulholland) Griffin $30,000 $30,000

Playgrounds Anthony Beale Reserve Regional Family Play Space - Master Plan Development Beale $40,000 $40,000

Playgrounds Avandina Crescent Reserve - Greensborough Beale $40,000 $40,000

Playgrounds John McRobbie Reserve - Macleod Ibbott $40,000 $40,000

Appendix C




Playgrounds Viewbank Reserve - Viewbank Hawdon $55,000 $55,000

Playgrounds Rise Reserve - Street Helena Beale $40,000 $40,000

Playgrounds Colleen Street Reserve North - Macleod Bakewell $40,000 $40,000

Playgrounds

Darebin Creek Master Plan - Contribution Signage, seats, facilities Latrobe University To Bell Street. Darebin $20K, State $30K. (Crs Langdon and Mulholland)

City of Darebin $15,000 $15,000

Roads Invermay Grove (Cr Melican) Ibbott $60,000 $60,000

Roads Meagher Street School crossing for Watsonia Primary. (Cr Garotti) Grimshaw $25,000 $25,000

Roads Montmorency South safety hazard at crossing. (Cr Briffa) Hawdon $80,000 $80,000

Roads Ivanhoe Master Plan - Installation of three indented car parking bays along Wamba Road (Cr Mulholland) $74,000

Griffin $70,000 $70,000

Roads St Helena Road - Glen Katherine Drive to Maxine Drive Beale $168,810 $168,810

Roads High Street - Bungay St to Morwell Avenue

Grimshaw $36,285 $36,285

Roads Sherbourne Road - Mountain View Road to Lorraine Drive Beale $88,470 $88,470

Appendix C




Roads Princes Street - Watsonia Road to Ladd Street Olympia $56,925 $56,925

Roads Acacia Court – Moreton Crescent to Cul-De-Sac (W) Grimshaw $9,630 $9,630

Roads Elizabeth Grove - Doidge Street to Olympic Street Grimshaw $15,795 $15,795

Roads Donald Street - Echuca Road to Paterson Crescent Bakewell $12,300 $12,300

Roads Nepean Street - McKenzie Court to Cul-De-Sac (E) Bakewell $90,540 $90,540

Roads Wungan Street - Iona Court to Cherry Street Ibbott $169,343 $169,343

Roads Lloyd Street - Dresden Street to Waterdale Road Olympia $82,080 $82,080

Roads Shelley Street - Lloyd Street to Outhwaite Road Olympia $42,975 $42,975

Roads Blackwood Parade - Ebony Parade to Southern Road Olympia $15,930 $15,930

Roads Malahang Parade - Waterdale Road to Oriel Road Olympia $42,225 $42,225

Roads Warrawee Dr - Grimshaw Street to Cameron Parade Grimshaw $28,605 $28,605

Roads Beaumont Street - Dead End (W) to Kenmare Street Grimshaw $20,775 $20,775

Roads Elonera Avenue - London Court to Elder Street Bakewell $15,408 $15,408

Roads Marshall Street - Lower Heidelberg Road to Toora Street Griffin $13,842 $13,842

Roads Boyd Crescent - Pacific Drive to Buna Street Olympia $10,410 $10,410

Roads Cleveland Avenue - Lakeside Drive to Henty Road Hawdon $27,990 $27,990

Roads Cypress Street - Ebony Parade to Lancewood Avenue Olympia $8,250 $8,250

Appendix C




Roads Trist Street - Meakin Street to Sellars Street Grimshaw $26,505 $26,505

Roads Endeavour Court - Thornton Avenue to Cul-De-Sac (W) Grimshaw $8,505 $8,505

Roads Coventry - Burke Street to Burke Street Hawdon $31,515 $31,515

Roads Achillies Street - Perth Street to Dougharty Road Olympia $14,205 $14,205

Roads Adeline Street - Hobson Street to Grimshaw Street Bakewell $14,925 $14,925

Roads Amiet Street - Henry Street to Ethel Street Bakewell $19,605 $19,605

Roads Ayton Street - Valentine Street to Hawker Street Olympia $16,920 $16,920

Roads Bernard Crescent - Jacqueline Road to Carolyn Crescent Grimshaw $18,480 $18,480

Roads Borlase Street - Drysdale Street to Debra Court Bakewell $14,655 $14,655

Roads Boston - Anderson Parade to Cul-De-Sac (N) Grimshaw $7,500 $7,500

Roads Capitalised Labour - Local Roads City Wide $100,000 $100,000

Roads Fernside - Porter Street to Hyacinth Street Beale $42,315 $42,315

Roads Projects to be Advised City Wide $476,660 $476,660

Roads Road Safety Program City Wide $75,000 $75,000

Roads Banyule Road Safety Strategy 2010-2015 City Wide $23,080 $23,080

Roads Speed Humps In Olympia Ward Olympia $20,000 $20,000

Appendix C




Strategic Planning

The Bell Street Mall Master Plan Implementation Olympia $28,763 $28,763

Strategic Planning

Community Survey Program City Wide $45,000 $45,000

Strategic Planning

Best Value Service Review Program - review and benchmark Council Services to meet quality and cost standards. Benchmarking $15,000, Consultation $30,000, Specialists (legal/technical analysis) $20,000, Staff Support $15,000.

City Wide $30,000 $30,000

Strategic Planning

Strategic plan for Watsonia precinct and station. (Cr Garotti) Grimshaw $100,000 $100,000

Strategic Planning

Implement the Housing and Neighbourhood Character Plans - Develop Scheme Amendment. Capacity Analysis and Consultation.

City Wide $30,000 $30,000

Strategic Planning

Vegetation Protection Controls for Planning Scheme. Vegetation Controls - Public Exhibition and Planning Panel Process

City Wide $5,000 $5,000

Strategic Planning

Ivanhoe Civic Precinct Structure Plan, Draft Master Plan, PS Amendment. Master Plan PS Amendment, Design Guidelines, Data analysis, consultation.

City Wide $30,000 $30,000

Strategic Planning

Activity Centres Car Parking Strategies - Year 1 Heidelberg. Followed by Greensborough and Ivanhoe. Consider Funding. Council Resolution 8 November 2010.

City Wide $35,000 $35,000

Appendix C




Strategic Planning

Environmental Efficient Design Guidelines. Amendment Process and Planning panel. City Wide $5,000 $5,000

Strategic Planning

3081 Initiative - Post Neighbourhood Renewal Mainstreaming based on approach in Heidelberg West Olympia $200,000 $200,000

Strategic Property

(Major Projects)

Major Projects Expenditure Olympia & Bakewell $34,816,713 $5,241,713 $3,750,000 $25,675,000 $150,000

Strategic Property

Property Dispositions City Wide $300,500 $300,500

Trees Routine Street Tree Pruning. - To support the existing Tree Management Contract. Assessment and works on 75,000 street trees.

City Wide $125,000 $125,000

Trees Tree Planting. - Replace trees lost to drought and enhance Banyule's tree population on Nature Strips/Road Reserves, Parks and Reserves.

City Wide $50,000 $50,000

Trees Comply with new Electrical Cabling Safety Regulations (tree removal & pruning). City Wide $200,000 $200,000

Trees

Condition Assessments and Works - Trimming, removals and root barriers. - Council Premises (29 Preschools, 3 Occasional Care Centres, 1 Day Care Centre). Meet lease agreement.

City Wide $30,000 $30,000

Trees Condition Assessments and Works - trimming, removals and root barriers. - Public Open Space including Shared Trails, Reserves (Playgrounds, Car

City Wide $35,000 $35,000

Appendix C




Parks, Barbeques, Buildings, Fences, Footpaths. 3 Year Cycles.

Water Management

Stormwater Harvesting Project - at 3 Locations Chelsworth Park, Kalparrin Group, De Winton Park stormwater harvesting and water re-use project.

City Wide $805,304 $805,304

Water Management

Stormwater Management Initiatives - Project Management of Stormwater Harvesting - Chelsworth Park, Kalparrin Group, De Winton Park City Wide $94,000 $94,000

Operating Capital Works (Assets) - Funded Through Operating

City Wide $572,000 $556,700 $15,300

TOTALS $65,570,176 $26,986,473 $5,440,760 $605,000 $26,215,068 $6,322,875

Appendix C


CAPITAL WORKS SUMMARY FOR 2013/2014

Council Service Area 2013/2014

Art and Culture $530,000

Assets $32,000

Buildings $4,527,638

Bicycle $524,010

Bridges $90,000

Community $1,103,544

Drainage $160,883

Economic Development $1,133,146

Environment $2,703,500

Footpaths $325,000

Leisure and Sport $2,145,551

Open Space $435,110

Operating $572,000

Plant $11,894,056

Playgrounds $327,000

Roads $2,101,458

Strategic Planning $508,763

Strategic Property $35,117,213

Trees $440,000

Water Management $899,304

TOTAL $65,570,176

Appendix D


Appendix D Key strategic activities This appendix presents a number of key strategic activities to be undertaken during the 2013/14 year and performance targets and measures in relation to these.

Appendix D


Key strategic activities For the year ending 30 June 2014


1. People: Community strengthening and support


1.1A CSI – Recreational facilities Equal to or greater than the Inner Metro Council Group

average for 2013

1.1B Attendance at Council provided aquatic centres 1,200,000*

1.1C Percentage of people who feel they ‘belong’ in Banyule

80%

1.1D CSI – Art centres and libraries Equal to or greater than the Inner Metro Council Group

average for 2013 1.1E CSI – Community and cultural activities Equal to or greater than the

Inner Metro Council Group average for 2013

1.1F Attendance at Banyule festival 10,000

1.1G Performance against People: Health and Wellbeing Action Plan (% actions completed on time)

80%

1.1H Total number of library borrowings by Banyule residents

1,200,000

1.2 Provide services for people at important life stages

1.2A CSI - Family support services Equal to or greater than the Inner Metro Council Group

average for 2013

1.2B CSI – Elderly support services Equal to or greater than the Inner Metro Council Group

average for 2013 1.2C Key Ages and Stages: participation rate for 3.5

year visits 71%

1.2D Unit rate cost to Council for delivered meals $13.00 per meal

1.2E Total number of delivered meals 66,000

1.2F Percentage of delivered meals recipients satisfied with the service (rating the service as excellent, very good or good)

90%



1.3B Performance against Safer Banyule Action Plan (% actions completed on time)

80%

Appendix D



1. People: Community strengthening and support (Continued)


1.4A CSI – Art centres and libraries Equal to or greater than the Inner Metro Council Group

average for 2013

1.4B CSI – Community and cultural activities Equal to or greater than the Inner Metro Council Group

average for 2013 1.4C Attendance at Banyule festival 10,000



15


300

1.6 Plan and prepare for emergency events

1.6A CSI – Emergency and disaster management Equal to or greater than the Inner Metro Council Group

average for 2013 1.6B Percentage of people who feel safe in Banyule 80%

1.6C Completion of scheduled emergency management exercises as part of Councils Municipal Emergency Management Plan

Completed as per schedule

Appendix D



2. Planet: Environmental sustainability


2.1A CSI – Environmental sustainability Equal to or greater than the Inner Metro Council Group

average for 2013

2.1B Number of tree plantings (Council tree plantings in streets and parks)

1,000


2.2A CSI – Environmental sustainability Equal to or greater than the Inner Metro Council Group

average for 2013


90%

2.2C Council’s water use Less than 200 megalitres


2.3A CSI – The appearance of public areas Equal to or greater than the Inner Metro Council Group

average for 2013


90%

2.3C Council’s greenhouse gas emissions (compared with 1996-97 base data)

Reduction


2.4A CSI - Waste management Equal to or greater than the Inner Metro Council Group

average for 2013

2.4B Percentage of waste diverted from landfill 56%

2.4C Percentage of ‘consumer waste’ diverted from landfill (ie excludes greenwaste)

41%


2.5A Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time)

90%

2.5B Attendance at Council’s Rethink Centre waste education programs

5,400

Appendix D


Strategic Activities Indicators Target

2013-2014

3. Place: Sustainable amenity and built environment


3.1A Percentage of planning applications completed within statutory timeframe (60 days)

70%

3.1B VLG infrastructure indicator: renewal ratio 1:1

3.1C CSI – The condition of local streets and footpaths in your area


average for 2013

3.1D MAV Insurance (overall score) – compliance with road management plan

75%


3.2A CSI – Council’s general town planning policy Equal to or greater than the Inner Metro Council Group

average for 2013

3.2B CSI - Business and community development and tourism


average for 2013

3.2C CSI - Planning and building permits Equal to or greater than the Inner Metro Council Group

average for 2013



15


300

3.3C Number of businesses that are participating in special rates schemes

1,000



3.4B CSI – The appearance of public areas Equal to or greater than the Inner Metro Council Group

average for 2013


3.5A CSI – Parking facilities Equal to or greater than the Inner Metro Council Group

average for 2013

3.5B CSI - Traffic management Equal to or greater than the Inner Metro Council Group

average for 2013

3.5C Linear metres of shared paths/ trails renewed, upgraded and new.

900 metres

Appendix D



4. Participation: Community involvement and community life


4.1A CSI - Overall performance of Council Equal to or greater than the Inner Metro Council Group

average for 2013

4.1B CSI - Customer service Equal to or greater than the Inner Metro Council Group

average for 2013

4.1C CSI - Community consultation and engagement Equal to or greater than the Inner Metro Council Group

average for 2013



4.2A CSI – Informing the community Equal to or greater than the Inner Metro Council Group

average for 2013

4.2B Percentage of people who feel they ‘belong’ in Banyule

80%

4.2C Amount distributed through Council’s Community Grants programs

$140,000

4.2D Number of Community nominations for Banyule volunteer awards

40

4.3 Advocate on behalf of our community

4.3A CSI – Lobbying on behalf of the community Equal to or greater than the Inner Metro Council Group

average for 2013

4.3B Number of significant issues Council has advocated on behalf of the community (as reported in the six monthly advocacy reports to Council)

20


4.4A CSI - Overall performance of Council Equal to or greater than the Inner Metro Council Group

average for 2013

4.4B CSI - Customer service Equal to or greater than the Inner Metro Council Group

average for 2013

4.4C CSI – Informing the community Equal to or greater than the Inner Metro Council Group

average for 2013


4.4E Average time taken to answer telephone call enquiries

Within 2 minutes

4.4F Percentage of customer requests actioned within specified timeframes

75%

Appendix D



5. Strategic Resource Plan: Performance - Use our resources wisely


5.1A Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management.


5.1B CSI - Overall performance of Council Equal to or greater than the Inner Metro Council Group

average for 2013

5.1C CSI – Informing the community Equal to or greater than the Inner Metro Council Group

average for 2013


5.2A Achievement of the budgeted result or better. Result Achieved

5.2B Percentage of projects in year 1 of 10 year Capital Works program completed on time.

90%


5.3A MAV Insurance state-wide audit ranking/ overall score

75%

5.3B WorkCover premium as a percentage of payroll

2.25%

5.3C CSI – Emergency and disaster management Equal to or greater than the Inner Metro Council Group

average for 2013

5.3D Percentage of official Council and Committee meetings attended by Councillors where a quorum was achieved

100%

5.3E CSI – Enforcement of local laws Equal to or greater than the Inner Metro Council Group

average for 2013

5.3F Visits to website Base to be determined*

5.3G Average time taken to answer telephone call enquiries

Within 2 minutes

5.3H Percentage of customer requests actioned within specified timeframes

75%


5.4A Performance against Workforce Strategy and Action Plan (Human Resources Strategic Plan) (% actions completed on time)

80%

Appendix D



5. Strategic Resource Plan: Performance - Use our resources wisely (continued)


5.5A Percentage of Freedom of Information requests responded to within statutory timeframes (45 days)

80%




5.6A Percentage of core IT systems availability 98%



Notes and Glossary of Terms:

• CSI – Community satisfaction index scores measured by Victorian Local Government Community Satisfaction Survey (CSS), co-ordinated by the Department of Planning and Community Development (DPCD)

• Inner Group:- Inner Melbourne Metropolitan Group (Inner Group) of councils

• Banyule’s CSI indicators and targets are based on ‘performance’ measures. Community Satisfaction Index (CSI) scores are commonly used in the market research industry to represent the extent of customer satisfaction.

• The indicators are reviewed on an ongoing basis to ensure continued alignment with Council’s objectives and priorities, and are subject to change. They are also reviewed in line with Banyule’s ongoing planning process, and through Banyule’s involvement with the Department of Planning and Community Development’s (DPCD) process to develop a reporting framework for the local government sector.

• * Indicator 1.1B (‘Attendance at Council provided aquatic centres’ indicator) - this target has been capped to 1,200,000 as the Ivanhoe Aquatic centre will be closed for renovations during the financial year. These figures are now inclusive of Watermarc and Macleod Leisure Centre.

• * Indicators 4.1D, 4.4D and 5.3F (‘Visits to website’ indicator) – the target is listed as ‘Base to be determined’ given that our new website is being developed.

Appendix E


Appendix E Fees and charges schedule This appendix presents the fees and charges of a statutory and non-statutory nature which will be charged in respect to various goods and services provided during the 2013/14 year.

Appendix E


Banyule City Council Fees & Charges 2013/14

(Directorate) Number GST

Classification C = Council

S = Statutory

Frequency/ Weight

/Size Fees & Charges

2012/2013

2011/12- 2012/13

%Change Fees & Charges

2013/2014

2012/13- 2013/14

% Change CITY SERVICES OPERATIONS WEIGHBRIDGE (PUBLIC) Up to 5 tonne 71800.0021.6867 Taxable C tonne $ 14.00 7.69% $ 14.50 3.57% 5 tonne - 10 tonne 71800.0021.6867 Taxable C tonne $ 15.00 7.14% $ 15.50 3.33% 10 tonne - 20 tonne 71800.0021.6867 Taxable C tonne $ 25.00 8.70% $ 26.00 4.00% Over 20 tonne 71800.0021.6867 Taxable C tonne $ 35.00 12.90% $ 36.00 2.86% RECYCLING/WASTE STATION Banyule Residents (General Waste) 71540.0021.6860 Taxable C per m3 $ 90.00 50.00% $ 90.00 0.00% Other Residents (General Waste) 71540.0021.6860 Taxable C per m3 $ 100.00 42.86% $ 100.00 0.00% Banyule Residents (Green Waste) 71540.0021.6860 Taxable C per m3 $ 70.00 40.00% $ 70.00 0.00% Other Residents (Green Waste) 71540.0021.6860 Taxable C per m3 $ 75.00 36.36% $ 75.00 0.00% A/C Customers (Municipal) 71540.0021.6861 Taxable C per tonne $ 180.00 28.57% $ 180.00 0.00% A/C Customers (Industrial) 71540.0021.6861 Taxable C per tonne $ 175.00 25.00% $ 175.00 0.00% Rubble 71540.0021.6863 Taxable C per tonne $ 200.00 42.86% $ 200.00 0.00% * The reduction on Banyule Residents, Other Residents and Rubble is required to maintain competitive charges with surrounding facilities. COMPOST BINS Green Cone 71900.0021.6869 Taxable C Each $ 195.00 2.63% $ 195.00 0.00% Graffiti Cleaning 73090.0021.6886 Taxable C Quote Quote Commercial Waste Service 71550.0021.6866 Taxable C 80 litre $ 200.00 15.61% $ 200.00 0.00% Commercial Waste Service 71550.0021.6866 Taxable C 120 litre $ 300.00 15.56% $ 300.00 0.00% Commercial Waste Service 71550.0021.6866 Taxable C 240 litre $ 430.00 17.37% $ 430.00 0.00% Commercial Green Waste Service 71550.0021.6866 Taxable C 240 litre $ 170.00 14.71% $ 170.00 0.00% Commercial Waste Recycle Service 71550.0021.6867 Taxable C 240 litre $ 160.00 7.96% $ 160.00 0.00% Additional Charge for residential bin 71500.0021.6031 GST Exempt C 120 litre $ 90.00 11.52% $ 90.00 0.00% Additional Charge for residential bin 71500.0021.6031 GST Exempt C 240 litre $ 400.00 20.68% $ 400.00 0.00% Non Rateable charge for residential bin 71500.0021.6030 GST Exempt C 80 litre $ 165.00 11.75% $ 165.00 0.00% Non Rateable charge for residential bin 71500.0021.6031 GST Exempt C 120 litre $ 280.00 11.53% $ 280.00 0.00% Non Rateable charge for residential bin 71500.0021.6031 GST Exempt C 240 litre $ 565.00 11.12% $ 565.00 0.00% Greenwaste MGB Bin 71500.0021.6032 GST Exempt C 240 litre $ 80.00 22.98% $ 80.00 0.00% Non Rateable charge for Green Waste Bin 71500.0021.6032 GST Exempt C 240 litre $ 80.00 22.98% $ 80.00 0.00% Additional Service for residential bin 71500.0021.6031 GST Exempt C 120 litre $ 280.00 11.53% $ 280.00 0.00% Additional Service for residential bin 71500.0021.6031 GST Exempt C 80 litre $ 200.00 23.88% $ 200.00 0.00% Greenwaste Additional bin 71500.0021.6032 GST Exempt C 240 litre $ 150.00 10.29% $ 150.00 0.00% Non Rateable Waste Only bin 71500.0021.6031 GST Exempt C 240 litre $ 330.00 12.63% $ 330.00 0.00% Drainage Cleaning Systems 73150.0021.6892 Taxable C Quote Quote

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change PARKS & GARDENS Half Cost Fencing 75405.0021.6900 Taxable C Quote Quote CONSTRUCTION - REINSTATEMENT Asphalt Reinstatement - Local Roads 73100.0021.6888 GST Exempt C per m2 $ 150.00 11.11% $ 160.00 6.67% Asphalt Reinstatement - Main Roads 73100.0021.6888 GST Exempt C per m2 $ 300.00 15.38% $ 320.00 6.67% Footpath Reinstatement 73100.0021.6887 GST Exempt C per m2 $ 104.00 4.00% $ 110.00 5.77% Crossing Reinstatement 73100.0021.6887 GST Exempt C per m2 $ 190.00 4.40% $ 200.00 5.26% Kerb & Channel Reinstatement - Concrete 73100.0021.6887 GST Exempt C lin/mtre $ 117.00 4.46% $ 120.00 2.56% Kerb & Channel Reinstatement - Dressed Bluestone New Materials 73100.0021.6887 GST Exempt C lin/mtre $ 410.00 3.80% $ 425.00 3.66% Kerb & Channel Reinstatement - Dressed Bluestone Reuse Materials 73100.0021.6887 GST Exempt C lin/mtre $ 140.00 3.70% $ 145.00 3.57% Spoon Drain - Concrete or Bluestone 73100.0021.6887 GST Exempt C lin/mtre $ 117.00 4.46% $ 120.00 2.56% Nature strip Reinstatement 73100.0021.6887 GST Exempt C per m2 $ 32.00 3.23% $ 35.00 9.38% PERMITS/CONSENTS NOTE: The value of a fee unit issued by Vic Roads as gazetted on 18/04/2013 is $12.84c for 2013-14 Works other than Minor Works (> 8 sqm) Works conducted on, or on any part of, the roadway, shoulder or pathway Arterial road 73000.0021.6876 GST Exempt C each $ 563.85 2.54% $ 577.80 2.47% Municipal road on which speed limit is 50km or more 73000.0021.6876 GST Exempt C each $ 563.85 2.54% $ 577.80 2.47% Municipal road on which speed limit is less than 50km 73000.0021.6876 GST Exempt C each $ 250.60 2.54% $ 256.80 2.47% Works NOT conducted on, or on any part of, the roadway, shoulder or pathway Arterial road 73000.0021.6876 GST Exempt C each $ 313.25 2.54% $ 321.00 2.47% Municipal road on which speed limit is 50km or more 73000.0021.6876 GST Exempt C each $ 313.25 2.54% $ 321.00 2.47% Municipal road on which speed limit is less than 50km 73000.0021.6876 GST Exempt C each $ 62.65 2.54% $ 64.20 2.47% Minor works (less than 8 sqm) Works conducted on, or on any part of, the roadway, shoulder or pathway Arterial road 73000.0021.6876 GST Exempt C each $ 144.12 2.54% $ 147.68 2.47% Municipal road on which speed limit is 50km or more 73000.0021.6876 GST Exempt C each $ 144.12 2.54% $ 147.68 2.47% Municipal road on which speed limit is less than 50km 73000.0021.6876 GST Exempt C each $ 144.12 2.54% $ 147.68 2.47% Works NOT conducted on, or on any part of, the roadway, shoulder or pathway Arterial road 73000.0021.6876 GST Exempt C each $ 125.30 2.54% $ 128.40 2.47%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Municipal road on which speed limit is 50km or more 73000.0021.6876 GST Exempt C each $ 62.65 2.54% $ 64.20 2.47% Municipal road on which speed limit is less than 50km 73000.0021.6876 GST Exempt C each $ 62.65 2.54% $ 64.20 2.47% Asset Inspection 73010.0021.6880 GST Exempt C each $ 190.00 5.56% $ 200.00 5.26% Drainage Tapping Pipe/Pit Inspection (each) 73000.0021.6876 GST Free C each $ 210.00 5.00% $ 220.00 4.76% Occupation Rd pavement/protruding materials/cranes 73000.0021.6878 GST Exempt C each $ 168.00 5.00% $ 175.00 4.17% Private Works 73110.0021.6890 Taxable C Quote Quote COMMUNITY PROGRAMS RECREATION, LEISURE & CULTURE COMMUNITY BUS HIRE Community Use Full day – weekday 42103.0021.7016 Taxable C weekday $ 90.00 12.50% $ 90.00 0.00% Full day – weekend 42103.0021.7016 Taxable C weekend $ 90.00 -5.26% $ 90.00 0.00% Bond 18805.9064 GST N/A C per Bus $ 800.00 60.00% $ 800.00 0.00% Private Use Full day – weekday 42103.0021.6746 Taxable C weekday $ 159.00 32.50% $ 159.00 0.00% Full day – weekend 42103.0021.6746 Taxable C weekend $ 165.00 3.25% $ 165.00 0.00% Bond 18805.9064 GST N/A C $ 800.00 60.00% $ 800.00 0.00% Movies per month 42020.0021.6733 Taxable C per month $ 4.20 0.00% $ 5.00 19.05% Outings - vary between $10 and $25.00 depending on activity) 42020.0021.6733 Taxable C Various Various EVENTS- Twilight Sounds Only Commercial Food Stall 42231.0021.6745 Taxable C per stall $ 140.00 7.69% $ 140.00 0.00% Commercial Coffee 42231.0021.6745 Taxable C per stall $ 105.00 5.00% $ 105.00 0.00% Commercial Market Stall 42231.0021.6745 Taxable C per stall $ 65.00 8.33% $ 65.00 0.00% Community Food Stall 42231.0021.6745 Taxable C per stall $ 65.00 8.33% $ 65.00 0.00% Community Market Stall 42231.0021.6745 Taxable C per stall $ 45.00 12.50% $ 45.00 0.00% Power fee for stall holders 42231.0021.6745 Taxable C per stall $ 60.00 New Fee $ 65.00 8.33% Power fee including overnight 42231.0021.6745 Taxable C per stall $ 100.00 New Fee $ 110.00 10.00% Kids ArtyFarty Only Commercial Food Stall 42231.0021.6745 Taxable C per stall $ 250.00 25.00% $ 255.00 2.00% Commercial Coffee 42231.0021.6745 Taxable C per stall $ 180.00 12.50% $ 185.00 2.78% Community Food Stall With Power 42231.0021.6745 Taxable C per stall $ 85.00 6.25% $ 85.00 0.00% Commercial Market Stall 42231.0021.6745 Taxable C per stall $ 110.00 10.00% $ 115.00 4.55% Community Market Stall 42231.0021.6745 Taxable C per stall $ 45.00 12.50% $ 50.00 11.11% Power fee for stall holders 42231.0021.6745 Taxable C per stall $ 60.00 New Fee $ 65.00 8.33%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Power fee including overnight 42231.0021.6745 Taxable C per stall $ 100.00 New Fee $ 105.00 5.00% Note: Stalls run at both Twilight Sounds and KAFF receive a 10% discount. Carols by Candlelight Commercial Food Vendor 42234.0021.6745 Taxable C per stall $ 120.00 9.09% $ 120.00 0.00% Commercial Coffee Vendor 42234.0021.6745 Taxable C per stall $ 80.00 14.29% $ 80.00 0.00% Commercial Market Stall 42234.0021.6745 Taxable C per stall $ 45.00 12.50% $ 45.00 0.00% Community Food Vendor 42234.0021.6745 Taxable C per stall $ 45.00 12.50% $ 45.00 0.00% Community Market Stall 42234.0021.6745 Taxable C per stall $ 35.00 40.00% $ 35.00 0.00% Power fee for stall holders 42234.0021.6745 Taxable C per stall $ 60.00 New Fee $ 65.00 8.33% Power fee including overnight 42234.0021.6745 Taxable C per stall $ 100.00 New Fee $ 105.00 5.00% Malahang Festival Community Food Vendor 42248.0021.6745 Taxable C per stall $ 20.00 New Fee Community Market Stall 42248.0021.6745 Taxable C per stall $ 20.00 New Fee Commercial Food Vendor 42248.0021.6745 Taxable C per stall $ 60.00 New Fee Commercial Stall 42248.0021.6745 Taxable C per stall $ 60.00 New Fee Note: Marquee and set up hire for stall holders is additional - charged at hire company rates. Works on Paper Entry Fee 42235.0021.6745 Taxable C per entry $ 25.00 0.00% $ 30.00 20.00% THE CENTRE IVANHOE – HALL HIRE CHARGES Monday – Thursday. Friday, Saturday and Sunday prices on application on 9490 4300 Great Hall Schools and Community Up to 8hr hire fee. - Theatre Style Seating. 42060.0021.6739 Taxable C per day $ 2,300.00 4.55% $ 2,400.00 4.35% Corporate Up to 8hr hire fee - Theatre Style Seating. Note: A $350 per hour fee will be applied for every hour after 8 hours. 42060.0021.6739 Taxable C per day $ 2,900.00 3.57% $ 3,000.00 3.45% Expo Style tables not included (eg market) 42060.0021.6739 Taxable C per day $ 2,950.00 3.51% $ 2,950.00 0.00%

Exhibitions (Minimum Hire 8 hours) 42060.0021.6739 Taxable C per day $ 450.00 per hour 12.50%

$ 450.00 per hour 0.00%

Streeton Room Rental 9.00 a.m. to 5.00 p.m. or 5.00 p.m. to 11.00 p.m. 42060.0021.6739 Taxable C per day $ 1,350.00 3.85% $ 1,450.00 7.41% Mccubbin Room Rental 9.00 a.m. to 5.00 p.m. or 5.00 p.m. to 11.00 p.m. 42060.0021.6739 Taxable C per day $ 850.00 6.25% $ 950.00 11.76% Conder Room Rental 9.00 a.m. to 5.00 p.m. or 5.00 p.m. to 11.00 p.m. 42060.0021.6739 Taxable C per day $ 650.00 8.33% $ 750.00 15.38%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Withers Room Rental 9.00 a.m. to 5.00 p.m. or 5.00 p.m. to 11.00 p.m. 42060.0021.6739 Taxable C per day $ 550.00 10.00% $ 700.00 27.27% Note: If function extends past confirmed times extra charges of $250.00 per hour applies. 42060.0021.6739 Taxable C per day $ 250.00 66.67% $ 250.00 0.00% IVANHOE GOLF COURSE Adult 9 Holes 42610.0021.7451 Taxable C 9 holes $ 20.00 11.11% $ 21.00 5.00% Adult 9 Holes Weekends 42610.0021.7451 Taxable C 9 holes $ 22.00 New Fee Adult 18 Holes 42610.0021.7451 Taxable C 18 holes $ 27.50 10.00% $ 27.50 0.00% Adult 18 Holes Weekends 42610.0021.7451 Taxable C 18 holes $ 29.00 New Fee Junior 9 Holes 42610.0021.7451 Taxable C 9 holes $ 11.00 0.00% $ 11.00 0.00% Junior 18 Holes 42610.0021.7451 Taxable C 18 holes $ 13.00 0.00% $ 13.00 0.00% Pensioners & Senior Card Holders - Weekdays 42610.0021.7451 Taxable C 9 holes $ 17.00 36.00% $ 17.00 0.00% Pensioners & Senior Card Holders - Weekdays 42610.0021.7451 Taxable C 18 holes $ 20.00 14.29% $ 20.00 0.00% Students (U/21) Weekdays 42610.0021.7451 Taxable C 18 holes $ 22.00 22.22% $ 22.00 0.00% 12 month 7 day membership 42610.0021.7451 Taxable C 18 holes $ 1,100.00 New Fee 12 month 5 day membership 42610.0021.7451 Taxable C 18 holes $ 850.00 New Fee Senior/concession 12 month Membership 42610.0021.7451 Taxable C 18 holes $ 630.00 New Fee Direct debit (per week) 42610.0021.7451 Taxable C 18 holes $ 25.00 New Fee SEASONAL SPORTING CLUBS Ground Charges A GRADE Summer (per team) 43450.0021.6779 Taxable C per team $ 510.00 4.08% $ 525.00 2.94% Winter (per team) 43450.0021.6779 Taxable C per team $ 1,000.00 3.63% $ 1,030.00 3.00% B GRADE Summer (per team) 43450.0021.6779 Taxable C per team $ 425.00 3.66% $ 440.00 3.53% Winter (per team) 43450.0021.6779 Taxable C per team $ 910.00 3.41% $ 935.00 2.75% C GRADE Summer (per team) 43450.0021.6779 Taxable C per team $ 350.00 2.94% $ 360.00 2.86% Winter (per team) 43450.0021.6779 Taxable C per team $ 835.00 3.73% $ 860.00 2.99% D GRADE Summer (per team) 43450.0021.6779 Taxable C per team $ 270.00 3.85% $ 280.00 3.70% Winter (per team) 43450.0021.6779 Taxable C per team $ 770.00 3.36% $ 790.00 2.60% Note: The above charges to be reduced by 50% for women’s and 90% for junior teams. PAVILION CHARGES WINTER Full Use A Grade 43450.0021.6779 Taxable C per team $ 1,080.00 3.35% $ 1,110.00 2.78% B Grade 43450.0021.6779 Taxable C per team $ 830.00 3.11% $ 855.00 3.01%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change C Grade 43450.0021.6779 Taxable C per team $ 600.00 3.45% $ 615.00 2.50% D Grade 43450.0021.6779 Taxable C per team $ 385.00 3.49% $ 395.00 2.60% Summer Full Use A Grade 43450.0021.6779 Taxable C per team $ 1,045.00 3.47% $ 1,075.00 2.87% B Grade 43450.0021.6779 Taxable C per team $ 805.00 3.21% $ 825.00 2.48% C Grade 43450.0021.6779 Taxable C per team $ 580.00 3.57% $ 595.00 2.59% D Grade 43450.0021.6779 Taxable C per team $ 372.00 3.33% $ 380.00 2.15% Winter Shared Use A Grade 43450.0021.6779 Taxable C per team $ 540.00 3.35% $ 555.00 2.78% B Grade 43450.0021.6779 Taxable C per team $ 415.00 3.11% $ 430.00 3.61% C Grade 43450.0021.6779 Taxable C per team $ 300.00 3.45% $ 310.00 3.33% D Grade 43450.0021.6779 Taxable C per team $ 192.00 3.23% $ 200.00 4.17% Summer Shared Use A Grade 43450.0021.6779 Taxable C per team $ 522.00 3.37% $ 540.00 3.45% B Grade 43450.0021.6779 Taxable C per team $ 404.00 3.59% $ 415.00 2.72% C Grade 43450.0021.6779 Taxable C per team $ 290.00 3.57% $ 300.00 3.45% D Grade 43450.0021.6779 Taxable C per team $ 186.00 3.33% $ 190.00 2.15% Other Turf 43450.0021.6779 Taxable C per ground $ 2,750.00 3.77% $ 2,835.00 3.09% Commercial 43450.0021.6779 Taxable C per ground $ 3,300.00 3.13% $ 3,400.00 3.03% Casual Hire Charges – Ovals 43450.0021.6779 Taxable C per booking $ 200.00 2.56% $ 205.00 2.50% IVANHOE AQUATIC & FITNESS CENTRE Memberships Swim/Spa/Sauna 12 months 42540.0021.6925 Taxable C 12 months $ 535.60 3.00% $ 549.00 2.50% 12 months Concession (30% Discount) 42540.0021.6925 Taxable C 12 months $ 374.90 2.43% $ 384.30 2.51% Complete Package - Single 12 months 42520.0021.6767 Taxable C 12 months $ 972.55 3.00% $ 996.80 2.49% 12 months Concession (30% Discount) 42520.0021.6767 Taxable C 12 months $ 680.80 3.00% $ 697.80 2.50% Complete Package – Older Adults/Teens/Referrals 1 month 42520.0021.6767 Taxable C 1 month $ 51.24 8.10% $ 52.50 2.46% 3 months 42520.0021.6767 Taxable C 3 months $ 153.70 8.24% $ 157.50 2.47% 6 months 42520.0021.6767 Taxable C 6 months $ 307.40 8.24% $ 315.00 2.47% 12 months 42520.0021.6767 Taxable C 12 months $ 585.60 3.10% $ 600.00 2.46% Direct Debit Memberships (12 month min term) Full Price - Fortnightly Direct Debit 42520.0021.6767 Taxable C 12 months $ 37.40 3.03% $ 38.35 2.54% Concession - Fortnightly Direct Debit 42520.0021.6767 Taxable C 12 months $ 26.20 2.95% $ 26.85 2.48% Aquatics - Fortnightly Direct Debit 42540.0021.6925 Taxable C 12 months $ 22.10 10.50% $ 21.15 -4.30%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Aquatics Concession - Fortnightly Direct Debit (30% Discount) 42540.0021.6925 Taxable C 12 months $ 14.40 2.13% $ 14.80 2.78% Direct Debit Membership (No min term)

Older Adults/Teens/Referrals - Weekly Direct Debit 42520.0021.6767 Taxable C per week $ 22.50 104.55% $ 23.00 2.22% Direct Debit Personal Training (No min term)

Weekly Direct Debit - 30 Minutes 42620.0021.6963 Taxable C 30 Mins $ 47.10 -14.52% $ 48.25 2.44% Weekly Direct Debit - 30 Minutes (partner) 42620.0021.6963 Taxable C 30 Mins / partner $ 68.90 -6.45% $ 70.60 2.47% Weekly Direct Debit - 60 Minutes 42620.0021.6963 Taxable C 60 Mins $ 58.90 -10.62% $ 60.30 2.38% Weekly Direct Debit - 60 Minutes (partner) 42620.0021.6963 Taxable C 30 Mins / partner $ 81.10 -12.04% $ 83.00 2.34% * Price based on 1 session a week (Results pack price) plus $10 per week for membership. ** More than one session per week can be calculated as Results Pack Price plus $5 per week for membership Corporate Health & Fitness Package Per Year Banyule City Council Membership (50% Discount) 42520.0021.6767 Taxable C per year $ 486.45 3.04% $ 498.40 2.46% Banyule City Council Membership (50% Discount) Payroll 42520.0021.6767 Taxable C per year $ 18.70 3.89% $ 19.15 2.41% Casual Rates Family Swim 42540.0021.6770 Taxable C Per Visit $ 14.60 8.96% $ 15.00 2.74% Swim/Spa/Sauna 42540.0021.6770 Taxable C Per Visit $ 5.60 3.70% $ 5.80 3.57% Swim/Spa/Sauna Concession. 42540.0021.6770 Taxable C Per Visit $ 3.90 2.63% $ 4.00 2.56% Child Swim.>5yr old 42540.0021.6770 Taxable C Per Visit $ 3.50 New Fee Group Fitness Adult 42520.0021.6769 Taxable C Per Visit $ 15.00 3.45% $ 15.30 2.00% Group Fitness Concession (30% Discount) 42520.0021.6769 Taxable C Per Visit $ 10.50 2.94% $ 10.80 2.86% Gym Visit 42520.0021.6768 Taxable C Per Visit $ 19.00 5.56% $ 19.50 2.63% Gym Concession (30% Discount) 42520.0021.6768 Taxable C Per Visit $ 14.00 4.48% $ 14.40 2.86% Boomers casual 42520.0021.6768 Taxable C Per Visit $ 6.00 3.45% $ 6.10 1.67% Personal Training 30 Minute Single 42620.0021.6963 Taxable C 30 Mins $ 41.20 -17.52% $ 42.20 2.43% 30 Minute Partner 42620.0021.6963 Taxable C 30 Mins $ 54.30 -17.60% $ 55.60 2.39% 60 Minute Single 42620.0021.6963 Taxable C 60 Mins $ 54.30 -17.60% $ 55.60 2.39% 60 Minute Partner 42620.0021.6963 Taxable C 60 Mins $ 67.90 -17.60% $ 69.60 2.50% 30 Minute Results Pack - Single 42620.0021.6963 Taxable C 30 Mins $ 370.80 -10.00% $ 380.00 2.48% 30 Minute Results Pack - Partner 42620.0021.6963 Taxable C 30 Mins $ 488.70 -7.87% $ 500.00 2.31% 60 Minute Results Pack - Single 42620.0021.6963 Taxable C 60 Mins $ 488.70 -9.63% $ 500.00 2.31% 60 Minute Results Pack - Partner 42620.0021.6963 Taxable C 60 Mins $ 611.10 -14.64% $ 625.00 2.27%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Term Fee Child Learn to Swim (per lesson) 42540.0021.6771 GST Free C per lesson $ 13.30 3.10% $ 13.60 2.26% Child Learn to Swim (per lesson) - 2nd Child Concession (10%) 42540.0021.6771 GST Free C per lesson $ 12.00 3.45% $ 12.30 2.50% Parent Baby 42540.0021.6771 GST Free C per lesson

$ 13.60 New Fee

Parent Baby - concession 42540.0021.6771 GST Free C per lesson

$ 12.30 New Fee Child Pre-School (non parent) 42540.0021.6771 GST Free C per lesson $ 16.50 3.13% $ 16.90 2.42% Child Pre-School (non parent) concession 42540.0021.6771 GST Free C per lesson

$ 15.20 New Fee

Adult Learn to Swim 42540.0021.6771 GST Free C per lesson $ 13.30 -16.88% $ 13.60 2.26% Adult Learn to Swim - concession 42540.0021.6771 GST Free C per lesson

$ 12.30 New Fee

Adult Learn to Swim - Casual 42540.0021.6771 GST Free C per lesson $ 20.00 -7.83% $ 20.50 2.50% Adult Learn to Swim - Casual - concession 42540.0021.6771 GST Free C per lesson

$ 18.45 New Fee

Squad 42540.0021.7023 Taxable C per lesson $ 13.30 3.10% $ 13.60 2.26% Squad concession 42540.0021.7023 Taxable C per lesson

$ 12.30 New Fee

Squad 2nd/3rd/4th session 42540.0021.7023 Taxable C per lesson

$ 6.80 New Fee Squad 2nd/3rd/4th session concession 42540.0021.7023 Taxable C per lesson

$ 6.15 New Fee

Specialised Swimming 42540.0021.6771 GST Free C per lesson $ 16.50 -2.94% $ 16.90 2.42% Private Swim lessons (1 person) 42540.0021.6771 GST Free C per lesson $ 72.00 3.30% $ 73.80 2.50% Bronze Medallion 42540.0021.6771 GST Free C per lesson

$ 13.60 New Fee

Stroke Correction - member 42540.0021.6771 GST Free C per lesson

$ 7.90 New Fee Stroke Correction - non member 42540.0021.6771 GST Free C per lesson

$ 13.60 New Fee

Swim Carnival Entry 42540.0021.6771 GST Free C per visit

$ 10.75 New Fee Swim Carnival - Extra Event 42540.0021.6771 GST Free C per visit

$ 2.60 New Fee

Pay as you go water babies 42540.0021.6771 GST Free C per lesson

$ 13.60 New Fee Intensive Swim Lessons - 5 lessons 42540.0021.6771 GST Free C per 5 lessons

$ 62.00 New Fee

Intensive Swim Lessons - 5 lessons concession 42540.0021.6771 GST Free C per 5 lessons

$ 55.80 New Fee Vic Swim Entry Fee 42540.0021.6770 Taxable C per visit

$ 3.50 New Fee

Vic Swim Entry Fee Weekly 42540.0021.6770 Taxable C per week

$ 14.50 New Fee School Groups Entry 42540.0021.6771 GST Free C per visit

$ 3.50 New Fee

School Groups Instructor 42540.0021.6771 GST Free C per hour

$ 46.00 New Fee Lane Hire Regular Fee 42540.0021.6770 Taxable C per lane

$ 25.60 New Fee

Lane Hire Casual Fee 42540.0021.6770 Taxable C per lane

$ 34.60 New Fee Karate - Adult 42400.0021.8040 Taxable C per lesson $ 13.30 -16.88% $ 13.60 2.26% Karate - Child 42400.0021.8040 Taxable C per lesson $ 13.60 5.43% $ 13.60 0.00% Birthday parties 42400.0021.8040 Taxable C per person $ 12.50 4.17% $ 12.30 -1.60% Birthday parties 20 plus kids 42400.0021.8040 Taxable C per person

$ 8.20 New Fee

Inflatable 42400.0021.8040 Taxable C per booking $ 105.00 5.00% $ 105.00 0.00% Holiday Program 42400.0021.8040 Taxable C per person

$ 12.30 New Fee

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change 20 pass Complete Package 42520.0021.6768 Taxable C 20 pass $ 342.00 32.56% $ 351.00 2.63% 20 pass Complete Package Concession (30% Discount) 42520.0021.6768 Taxable C 20 pass $ 252.00 38.46% $ 259.20 2.86% 20 pass Swim/Spa/Sauna 42540.0021.6770 Taxable C 20 pass $ 97.20 1.78% $ 104.40 7.41% 20 pass Swim/Spa/ Sauna Concession 42540.0021.6770 Taxable C 20 pass $ 70.20 4.78% $ 72.00 2.56% 20 pass Group Fitness 42540.0021.6770 Taxable C 20 pass $ 270.00 New Fee $ 275.40 2.00% 20 pass Group Fitness Concession 42540.0021.6770 Taxable C 20 pass $ 189.00 New Fee $ 194.40 2.86% Creche Fees 1.5 hour - casual 1 child 42400.0021.6752 Taxable C per hour $ 8.80 3.53% $ 9.00 2.27% 10 Pass 1 child 42400.0021.6752 Taxable C 10 pass $ 63.00 17.76% $ 64.50 2.38% 10 Pass 2 children 42400.0021.6752 Taxable C 10 pass $ 81.00 New Fee $ 83.00 2.47% 10 Pass 3 children 42400.0021.6752 Taxable C 10 pass $ 99.00 New Fee $ 101.50 2.53% 10 Pass 4 children 42400.0021.6752 Taxable C 10 pass $ 117.00 New Fee $ 119.90 2.48% 20 Pass 1 child 42400.0021.6752 Taxable C 20 pass $ 126.00 31.94% $ 129.15 2.50% 20 Pass 2 children 42400.0021.6752 Taxable C 20 pass $ 162.00 20.90% $ 166.00 2.47% 20 Pass 3 children 42400.0021.6752 Taxable C 20 pass $ 203.00 New Fee 20 Pass 4 children 42400.0021.6752 Taxable C 20 pass $ 240.00 New Fee 1 Child Casual 42400.0021.6752 Taxable C 1 Child $ 18.70 3.31% $ 19.20 2.67% 2 Children Casual 42400.0021.6752 Taxable C 2 Children $ 23.50 4.44% $ 24.00 2.13% 3 Children Casual 42400.0021.6752 Taxable C 3 Children $ 28.00 4.87% $ 28.70 2.50% 4 Children Casual 42400.0021.6752 Taxable C 4 Children $ 32.00 3.23% $ 32.80 2.50% 10 Pass 1 Child 42400.0021.6752 Taxable C 10 pass $ 168.30 3.63% $ 172.50 2.50% 10 Pass 2 Children 42400.0021.6752 Taxable C 10 pass $ 211.50 5.38% $ 216.75 2.48% 10 Pass 3 Children 42400.0021.6752 Taxable C 10 pass $ 252.00 5.44% $ 258.30 2.50% 10 Pass 4 Children 42400.0021.6752 Taxable C 10 pass $ 288.00 3.97% $ 295.20 2.50% 20 Pass 1 Child 42400.0021.6752 Taxable C 20 pass $ 336.60 3.57% $ 345.00 2.50% 20 Pass 2 Children 42400.0021.6752 Taxable C 20 pass $ 423.00 5.22% $ 433.60 2.51% 20 Pass 3 Children 42400.0021.6752 Taxable C 20 pass $ 504.00 5.55% $ 516.60 2.50% 20 Pass 4 Children 42400.0021.6752 Taxable C 20 pass $ 576.00 3.97% $ 590.40 2.50% Kiosk Sales 42400.0021.6748 Taxable C Various Various Merchandise Sales 42400.0021.6922 Taxable C Various Various Room Hire 42400.0021.6923 Taxable C Quote Quote WILLINDA PARK ATHLETICS TRACK Banyule Schools 43450.0021.6779 Taxable C per booking $ 130.00 4.00% $ 135.00 3.85% Non Banyule Schools 43450.0021.6779 Taxable C per booking $ 255.00 4.08% $ 262.00 2.75% Combined Primary Sports 43450.0021.6779 Taxable C per booking $ 255.00 4.08% $ 262.00 2.75% Combined Secondary Sports 43450.0021.6779 Taxable C per booking $ 525.00 3.96% $ 540.00 2.86% Training Sessions 43450.0021.6779 Taxable C per hour $ 65.00 8.33% $ 67.00 3.08%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change

Bond - equivalent to hire fee 18805.9064 GST N/A C per booking equivalent to the highest charge

Outdoor Trainers Fees Seasonal Fee 43450.0021.6779 Taxable C 6 months $ . 425.00 New Fee $ 440.00 3.53% Monthly Fee 43450.0021.6779 Taxable C per month $ 85.00 New Fee $ 87.50 2.94% Weekly Fee 43450.0021.6779 Taxable C per week $ 22.00 New Fee $ 23.00 4.55% Hot Air Ballooning Annual Fee 43450.0021.6779 Taxable C per year $ 500.00 New Fee HALLS FOR HIRE Grace Park, Greensborough Senior Citizen, Ivanhoe Senior Citizens, Macleod Community Hall, Warringal Senior Citizens, Watsonia Community Hall, Briar Hill Community Hall & Hatch Contemporary Art Space, Old Shire Offices. BCC Non for Profit - Regular 42103.0021.7015 Taxable C per hour $ 23.00 9.52% $ 24.00 4.35% BCC Non for Profit - Casual 42103.0021.7015 Taxable C per hour $ 30.00 9.09% $ 31.00 3.33% Other Groups (including Schools)- Regular 42103.0021.6742 Taxable C per hour $ 30.00 9.09% $ 31.00 3.33% other Groups (including Schools)- Casual 42103.0021.6742 Taxable C per hour $ 38.00 8.57% $ 39.00 2.63% Functions – Bond on all above 18805.9064 Macleod Community Hall & Warringal Senior Citizens Friday, Saturday & Sunday- Private functions (7hrs) 42103.0021.6742 Taxable C 5pm - 1am $ 445.00 5.95% $ 445.00 0.00% Friday, Saturday & Sunday- Private functions (4hrs) 42103.0021.6742 Taxable C $ 270.00 New Fee Set Up Fee 42103.0021.6742 Taxable C per hour $ 40.00 14.29% $ 40.00 0.00% Functions – Bond on all above 18805.9064 GST Free C $ 300.00 0.00% $ 300.00 0.00% Old Shire Office Friday - Sunday - Private functions(7hrs) 42103.0021.6742 Taxable C 5pm - 1am $ 485.00 5.43% $ 485.00 0.00% Friday - Sunday - Private functions (4hrs) 42103.0021.6742 Taxable C $ 280.00 New Fee Set Up Fee 42103.0021.6742 Taxable C per hour $ 40.00 14.29% $ 40.00 0.00% Functions – Bond on all above 18805.9064 GST Free C $ 300.00 0.00% $ 300.00 0.00% Lower Plenty Friday - Sunday - Private functions(7hrs) 42103.0021.6742 Taxable C 5pm - 1am $ 485.00 New Fee Friday - Sunday - Private functions (4hrs) 42103.0021.6742 Taxable C $ 280.00 New Fee Set Up Fee 42103.0021.6742 Taxable C per hour $ 40.00 14.29% $ 40.00 0.00% Functions – Bond on all above 18805.9064 GST Free C $ 300.00 0.00% $ 300.00 0.00% Bundoora Hall & Petrie Park Community Hall BCC Non for Profit - Regular 42103.0021.7015 Taxable C per hour $ 28.00 7.69% $ 29.00 3.57% BCC Non for Profit - Casual 42103.0021.7015 Taxable C per hour $ 37.00 5.71% $ 38.00 2.70% Other Groups (including Schools)- Regular 42103.0021.6742 Taxable C per hour $ 38.00 8.57% $ 39.00 2.63% Other Groups (including Schools)- Casual 42103.0021.6742 Taxable C per hour $ 43.00 7.50% $ 45.00 4.65% Functions – Bond on all above 18805.9064

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Friday - Saturday -Sunday Private functions (7hrs) 42103.0021.6742 Taxable C 5pm - 1am $ 650.00 4.84% $ 650.00 0.00% Friday - Saturday -Sunday Private functions(4hrs) 42103.0021.6742 Taxable C $ 375.00 New Fee Set Up Fee 42103.0021.6742 Taxable C Min 3 hours $ 40.00 14.29% $ 40.00 0.00% Functions – Bond on all above 18805.9064 GST Free C $ 300.00 0.00% $ 300.00 0.00% Rotunda 42103.0021.7018 Taxable C per 3 hours $ 160.00 6.67% $ 165.00 3.13% New Fee for non paying regular clients 42103.0021.6745 Taxable C per hour $ 1.00 New Fee $ 1.50 50.00% OLYMPIC LEISURE CENTRE Memberships/Corporate Health & Fitness Package Per Year Banyule City Council Membership (50% Discount) 42620.0021.6773 Taxable C 100+ $ 360.70 3.00% $ 372.50 3.27% Banyule City Council Membership (50% Discount) 42620.0021.6773 Taxable C 100+ $ 13.90 3.73% $ 14.35 3.24% Complete Package 3 Months 42620.0021.6773 Taxable C per person $ 189.40 8.17% $ 195.60 3.27% 6 Months 42620.0021.6773 Taxable C per person $ 378.70 8.14% $ 391.50 3.38% 12 Months 42620.0021.6773 Taxable C per person $ 721.40 3.00% $ 745.00 3.27% Complete Package Concession (30% Discount) 3 Months 42620.0021.6773 Taxable C per person $ 132.60 8.33% $ 137.80 3.92% 6 Months 42620.0021.6773 Taxable C per person $ 265.10 8.34% $ 273.80 3.28% 12 Months 42620.0021.6773 Taxable C per person $ 505.00 3.19% $ 521.50 3.27% Complete Package - Older Adults (New) 1 Month 42620.0021.6773 Taxable C per person $ 34.80 7.41% $ 35.90 3.16% 3 Months 42620.0021.6773 Taxable C per person $ 104.50 8.18% $ 107.60 2.97% 6 Months 42620.0021.6773 Taxable C per person $ 208.90 8.13% $ 215.50 3.16% 12 Months 42620.0021.6773 Taxable C per person $ 397.90 3.02% $ 410.00 3.04% Direct Debit Memberships (12 month min term) Full Price - Fortnightly Direct Debit 42620.0021.6773 Taxable C per fortnight $ 27.80 3.73% $ 28.65 3.06% Concession - Fortnightly Direct Debit (30% Discount) 42620.0021.6773 Taxable C per fortnight $ 19.40 3.19% $ 20.00 3.09% Older adults / PHIT / Access Direct Debit 42620.0021.6773 Taxable C per fortnight $ 15.30 105.37% $ 15.75 2.94% Casual Rates Swim/Spa/Sauna 42640.0021.6776 Taxable C per person $ 4.20 5.00% $ 4.30 2.38% Swim/Spa/Sauna Concession 42640.0021.6776 Taxable C per person $ 2.90 3.57% $ 3.00 3.45% Family Swim 42640.0021.6776 Taxable C per person $ 10.90 6.86% $ 11.20 2.75% Child Swim >5yr 42640.0021.6776 Taxable C per person $ 2.50 New Fee Group Fitness 42620.0021.6774 Taxable C per person $ 9.80 New Fee Group Fitness Concession 42620.0021.6774 Taxable C per person $ 6.90 New Fee Gym Adult 42620.0021.6774 Taxable C per person $ 13.80 2.99% $ 14.20 2.90% Gym Concession 42620.0021.6774 Taxable C per person $ 9.70 3.19% $ 10.00 3.09%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Aqua Achievers 42620.0021.6931 Taxable C per person $ 5.90 3.51% $ 6.00 1.69% Badminton 42410.0021.6756 Taxable C per person $ 5.90 3.51% $ 6.00 1.69% Indoor Bowls 42410.0021.6756 Taxable C per person $ 3.00 3.45% $ 3.10 3.33% Term Fee Child Learn to Swim (per lesson) 42640.0021.6777 GST Free C per lesson $ 8.00 3.23% $ 8.20 2.50% Child Learn to Swim (per lesson) - 2nd Child Concession (10%) 42640.0021.6777 GST Free C per lesson $ 7.20 2.86%

$ 7.40 2.78%

Child Pre-School (non-parent) 42640.0021.6777 GST Free C per lesson $ 9.90 3.13% $ 10.15 2.53% Child Pre-school (non-parent) concession 42640.0021.6777 GST Free C per lesson $ 8.90 New Fee Parent Baby 42640.0021.6777 GST Free C per lesson $ 8.20 New Fee Parent Baby concession 42640.0021.6777 GST Free C per lesson $ 7.40 New Fee Pay As You Go Water Babies 42640.0021.6777 GST Free C per lesson $ 8.20 New Fee Adult Learn to Swim 42640.0021.6777 GST Free C per lesson $ 8.00 -8.05% $ 8.20 2.50% Adult Learn to Swim Concession 42640.0021.6777 GST Free C per lesson $ 7.40 New Fee Adult Learn to Swim - Casual 42640.0021.6777 GST Free C per lesson $ 8.00 3.23% $ 8.20 2.50% Adult Learn to Swim - Casual Concession 42640.0021.6777 GST Free C per lesson $ 7.40 New Fee Squad 42640.0021.7023 Taxable C per lesson $ 8.00 -37.98% $ 8.20 2.50% Squad Concession (10%) 42640.0021.7023 Taxable C per lesson $ 7.20 3.60% $ 7.40 2.78% Specialised Swimming 42640.0021.6777 GST Free C per lesson $ 16.50 -2.94% $ 16.90 2.42% Private Swim Lesson 1 Person 42640.0021.6777 GST Free C per lesson $ 72.00 7.46% $ 73.80 2.50% Intensive Swim Lessons - 5 lessons 42640.0021.6777 GST Free C per 5 lessons $ 40.00 New Fee Intensive Swim Lessons - 5 lessons Concession 42640.0021.6777 GST Free C per 5 lessons $ 35.00 New Fee School Groups Entry 42640.0021.6777 GST Free C per visit $ 2.50 New Fee School Groups Instructor 42640.0021.6777 GST Free C per instructor $ 41.00 New Fee Lane Hire Regular Fee 42640.0021.6776 Taxable C per lane $ 15.40 New Fee Lane Hire Casual Fee 42640.0021.6776 Taxable C per lane $ 20.75 New Fee Multi Visit Saver Cards 10 Pass Badminton 42410.0021.6756 Taxable C 10 pass $ 53.00 3.92% $ 54.00 1.89% 20 Pass Aquatics 42640.0021.6776 Taxable C 20 pass $ 75.60 4.42% $ 77.40 2.38% 20 Pass Aquatics Concession 42640.0021.6776 Taxable C 20 pass $ 52.20 2.35% $ 54.00 3.45% 20 Pass Complete Package 42620.0021.6774 Taxable C 20 pass $ 172.80 3.47% $ 255.60 47.92% 20 Pass Complete Package Concession 42620.0021.6931 Taxable C 20 pass $ 120.60 3.25% $ 180.00 49.25% 10 Pass Active Achievers 42620.0021.6931 Taxable C 10 pass $ 53.00 3.92% $ 54.00 1.89% Personal Training 30 Minute Single 42620.0021.6963 Taxable C 30 Min $ 38.30 -21.03% $ 39.30 2.61% 30 Minute Partner 42620.0021.6963 Taxable C 30 Min $ 51.10 -20.16% $ 52.40 2.54% 60 Minute Single 42620.0021.6963 Taxable C 60 Min $ 51.10 -20.16% $ 52.40 2.54% 60 Minute Partner 42620.0021.6963 Taxable C 60 Min $ 64.30 -19.63% $ 65.90 2.49%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change 30 Minute Results Pack - Single 42620.0021.6963 Taxable C 30 Min $ 345.00 -13.75% $ 353.60 2.49% 30 Minute Results Pack - Partner 42620.0021.6963 Taxable C 30 Min $ 471.50 New Fee 60 Minute Results Pack - Single 42620.0021.6963 Taxable C 60 Min $ 471.50 New Fee 60 Minute Results Pack - Partner 42620.0021.6963 Taxable C 60 Min $ 593.20 New Fee Direct Debit Personal Training (No Min Term) Weekly Direct Debit - 30 Minute 42620.0021.6963 Taxable C 30 Min $ 44.50 -6.32% $ 45.60 2.47% Weekly Direct Debit - 60 Minute 42620.0021.6963 Taxable C 30 Min $ 57.00 0.00% $ 58.40 2.46% Room Hire Fees Full centre hire 42410.0021.6929 Taxable C per centre $ 550.00 New Fee Court Hire Fees Olympic indoor 42630.0021.6935 Taxable C per court $ 38.20 0.00% $ 39.15 2.49% Olympic indoor off peak 42630.0021.6935 Taxable C per court $ 31.30 New Fee Badminton 42630.0021.6935 Taxable C per court $ 17.50 New Fee OVPS Casual User 42630.0021.6935 Taxable C per court $ 50.00 0.00% $ 51.25 2.50% OVPS Regular User 42630.0021.6935 Taxable C per court $ 42.50 0.00% $ 43.60 2.59% Basketball Merchandise 42630.0021.6748 Taxable C various Various Various Kiosk 42630.0021.6922 Taxable C various Various Various BANYULE NETBALL STADIUM - Court Hire Fees Casual User 42700.0021.6935 Taxable C per court $ 50.00 0.00% $ 51.25 2.50% Regular User 42700.0021.6936 Taxable C per court $ 42.50 0.00% $ 43.60 2.59% Regular User Outdoor Court 42700.0021.6936 Taxable C per court $ 21.40 0.00% $ 21.90 2.34% Casual Use Outdoor Court 42700.0021.6936 Taxable C per court $ 26.70 0.00% $ 27.35 2.43% Off peak court hire (10am - 3pm week days) 42700.0021.6935 Taxable C per court $ 34.00 0.00% $ 34.85 2.50% Boomers 42700.0021.6959 Taxable C per visit $ 7.70 New Fee ROOM HIRE: Upper Room Community Regular 42700.0021.6929 Taxable C per room $ 33.00 10.00% $ 33.80 2.42% Community Casual 42700.0021.6929 Taxable C per room $ 37.00 8.82% $ 37.90 2.43% Private Regular 42700.0021.6929 Taxable C per room $ 37.00 8.82% $ 37.90 2.43% Private Casual 42700.0021.6929 Taxable C per room $ 40.00 4.71% $ 41.00 2.50% Lower Room Community Regular 42700.0021.6929 Taxable C per room $ 23.00 11.65% $ 23.60 2.61% Community Casual 42700.0021.6929 Taxable C per room $ 28.00 12.90% $ 28.70 2.50% Private Regular 42700.0021.6929 Taxable C per room $ 28.00 12.90% $ 28.70 2.50% Private Casual 42700.0021.6929 Taxable C per room $ 33.00 13.79% $ 33.80 2.42% Mezzanine Floor Community Regular 42700.0021.6929 Taxable C per room $ 27.00 4.65% $ 27.70 2.59% Community Casual 42700.0021.6929 Taxable C per room $ 32.00 6.67% $ 32.80 2.50%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Private Regular 42700.0021.6929 Taxable C per room $ 33.00 10.00% $ 33.80 2.42% Private Casual 42700.0021.6929 Taxable C per room $ 37.00 8.82% $ 38.00 2.70% Creche Fees 1.5 hour - casual 1 Child 42700.0021.6928 Taxable C per hour $ 8.80 3.53% $ 9.00 2.27% 10 Pass 1 Child 42700.0021.6928 Taxable C 10 pass $ 63.00 17.76% $ 64.50 2.38% 10 Pass 2 Children 42700.0021.6928 Taxable C 10 pass $ 81.00 New Fee $ 83.00 2.47% 10 Pass 3 Children 42700.0021.6928 Taxable C 10 pass $ 99.00 New Fee $ 101.50 2.53% 10 Pass 4 Children 42700.0021.6928 Taxable C 10 pass $ 117.00 New Fee $ 120.00 2.56% 20 Pass 1 Child 42700.0021.6928 Taxable C 20 pass $ 126.00 31.94% $ 130.00 3.17% 20 Pass 2 Children 42700.0021.6928 Taxable C 20 pass $ 162.00 New Fee $ 166.00 2.47% 20 Pass 3 Children 42700.0021.6928 Taxable C 20 pass $ 198.00 New Fee $ 203.00 2.53% 20 Pass 4 Children 42700.0021.6928 Taxable C 20 pass $ 234.00 New Fee $ 240.00 2.56% WATERMARC Memberships: Joining Fee 42420.0021.6770 Taxable C Once $ 199.00 New Fee $ 199.00 0.00% Complete Package Single 12 Months 42420.0021.6770 Taxable C 12 months $ 1,100.00 New Fee $ ,128.00 2.55% Complete Package Single 12 Months Concession 42420.0021.6770 Taxable C 12 months $ 880.00 New Fee $ 902.00 2.50% Direct Debit Fortnightly Fee - Min 12 month Commitment 42420.0021.6770 Taxable C per fortnight $ 46.00 New Fee $ 47.20 2.61% Direct Debit Fortnightly Fee - No Commitment 42420.0021.6770 Taxable C per fortnight $ 50.00 New Fee $ 51.30 2.60% Direct Debit Fortnightly Fee Concession - Min 12 month Commitment 42420.0021.6770 Taxable C per fortnight $ 37.00 New Fee $ 38.00 2.70% Direct Debit Fortnightly Fee Concession - No Commitment 42420.0021.6770 Taxable C per fortnight $ 40.00 New Fee $ 41.00 2.50% Aquatic 12 month 42420.0021.6770 Taxable C 12 months $ 605.00 New Fee $ 620.00 2.48% Aquatic 12 month Concession 42420.0021.6770 Taxable C 12 months $ 530.00 New Fee $ 544.00 2.64% Aquatic Direct debit Fortnightly fee - Min 12 month Commitment 42420.0021.6770 Taxable C per fortnight $ 24.00 New Fee $ 24.60 2.50% Aquatic Direct debit Fortnightly fee - No Commitment 42420.0021.6770 Taxable C per fortnight $ 26.00 New Fee $ 26.70 2.69% Aquatic Direct debit Fortnightly Fee Concession - Min 12 Month Commitment 42420.0021.6770 Taxable C per fortnight $ 21.00 New Fee $ 21.70 3.33% Aquatic Direct debit Fortnightly Fee Concession - No Commitment 42420.0021.6770 Taxable C per fortnight $ 23.00 New Fee $ 23.60 2.61% Active Seniors Fortnightly Fee 42420.0021.6770 Taxable C per fortnight $ 24.00 New Fee $ 24.60 2.50% Active Teens Fortnightly Fee 42420.0021.6770 Taxable C per fortnight $ 24.00 New Fee $ 24.60 2.50% Corporate Membership - Min of 10 people 42420.0021.6770 Taxable C per fortnight $ 37.00 New Fee $ 38.00 2.70%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Family Membership:

Direct Debit 2 Family - Min 12 month commitment 42420.0021.6770 Taxable C per fortnight $ 80.50 New Fee $ 82.50 2.48% Direct Debit 2 Family - No commitment 42420.0021.6770 Taxable C per fortnight $ 86.00 New Fee $ 88.20 2.56% Direct Debit 3 Family - Min 12 month commitment 42420.0021.6770 Taxable C per fortnight $ 119.60 New Fee $ 122.60 2.51% Direct Debit 3 Family - No commitment 42420.0021.6770 Taxable C per fortnight $ 128.00 New Fee $ 131.50 2.73% Direct Debit 4 Family - Min 12 month commitment 42420.0021.6770 Taxable C per fortnight $ 157.70 New Fee $ 162.00 2.73% Direct Debit 4 Family - No commitment 42420.0021.6770 Taxable C per fortnight $ 168.00 New Fee $ 172.50 2.68% 30 Minute Single 42420.0021.6770 Taxable C 30 Min $ 45.00 New Fee $ 47.50 5.56% 60 Minute Single 42420.0021.6770 Taxable C 60 Min $ 55.00 New Fee $ 57.50 4.55% 20 Visit Pass 30 minute Single 42420.0021.6770 Taxable C 30 Min $ 810.00 New Fee $ 810.00 0.00% 20 Visit Pass 60 minute Single 42420.0021.6770 Taxable C 60 Min $ 990.00 New Fee $ 990.00 0.00% 2 on 1 - 30 minute session 42420.0021.6770 Taxable C 30 Min $ 60.00 New Fee $ 63.00 5.00% 2 on 1 - 60 minute session 42420.0021.6770 Taxable C 60 Min $ 80.00 New Fee $ 84.00 5.00% 3+ - 30 minute session 42420.0021.6770 Taxable C 30 Min $ 75.00 New Fee $ 80.00 6.67% 3+ - 60 minute session 42420.0021.6770 Taxable C 60 Min $ 99.00 New Fee $ 105.00 6.06% AQUATICS: Casual Fees Standard WITHOUT waterslide Adult 42420.0021.6770 Taxable C per visit $ 6.60 New Fee $ 6.80 3.03% Concession 42420.0021.6770 Taxable C per visit $ 5.00 New Fee $ 5.30 6.00% Child 42420.0021.6770 Taxable C per visit $ 5.30 New Fee $ 5.30 0.00% Family 42420.0021.6770 Taxable C per visit $ 20.00 New Fee $ 21.00 5.00% Adult 20 Visit Pass 42420.0021.6770 Taxable C per 20 pass $ 118.80 New Fee $ 122.00 2.69% Concession 20 Visit Pass 42420.0021.6770 Taxable C per 20 pass $ 90.00 New Fee $ 92.50 2.78% Child 20 Visit Pass 42420.0021.6770 Taxable C per 20 pass $ 95.40 New Fee $ 98.00 2.73% Supervising Adult 42420.0021.6770 Taxable C per visit $ 3.00 New Fee $ 3.00 0.00% With Waterslide Adult 42420.0021.6770 Taxable C per visit $ 15.00 New Fee $ 15.50 3.33% Concession 42420.0021.6770 Taxable C per visit $ 11.00 New Fee $ 12.00 9.09% Child 42420.0021.6770 Taxable C per visit $ 12.00 New Fee $ 12.00 0.00% Family 42420.0021.6770 Taxable C per visit $ 45.00 New Fee $ 46.00 2.22% *Bar coded admission - Adult 42420.0021.6770 Taxable C per visit $ 8.50 New Fee $ 8.70 2.35% *Bar coded admission - Child/Concession 42420.0021.6770 Taxable C per visit $ 7.00 New Fee $ 7.20 2.86% Single slide 42420.0021.6770 Taxable C per visit $ 4.00 New Fee $ 4.20 5.00% Spa/Sauna/Steam Adult 42420.0021.6770 Taxable C per visit $ 11.00 New Fee $ 11.50 4.55%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Concession 42420.0021.6770 Taxable C per visit $ 8.80 New Fee $ 9.00 2.27% Adult 20 Visit pass 42420.0021.6770 Taxable C per 20 visit $ 198.00 New Fee $ 202.50 2.27% Concession 20 Visit pass 42420.0021.6770 Taxable C per 20 visit $ 158.40 New Fee $ 162.00 2.27% Aquatic Education: Per Lesson Child Learn to Swim 42420.0021.6770 Taxable C per lesson $ 15.40 New Fee $ 15.80 2.60% Child Pre School (Non Parent) 42420.0021.6770 Taxable C per lesson $ 15.40 New Fee $ 15.80 2.60% Adult Learn to Swim 42420.0021.6770 Taxable C per lesson $ 16.50 New Fee $ 17.00 3.03% Specialised Swimming 42420.0021.6770 Taxable C per lesson $ 18.00 New Fee $ 18.50 2.78% Private Lesson 42420.0021.6770 Taxable C per lesson $ 60.00 New Fee $ 62.50 4.17% School Learn to Swim - Prep to Grade 3 (1:8 ratio) 42420.0021.6770 Taxable C per lesson $ 8.00 New Fee $ 8.20 2.50% School Learn to Swim - Grade 4 + (1:10 ratio) 42420.0021.6770 Taxable C per lesson $ 7.00 New Fee $ 7.20 2.86% Karate (or equivalent) 42420.0021.6770 Taxable C per lesson Adult 42420.0021.6770 Taxable C per lesson $ 15.40 New Fee $ 15.80 2.60% Child 42420.0021.6770 Taxable C per lesson $ 15.40 New Fee $ 15.80 2.60% Pool Hire 50M Lane hire per hour (Casual) 42420.0021.6770 Taxable C per hour $ 88.00 New Fee $ 90.00 2.27% 25M Lane hire per hour (Casual) 42420.0021.6770 Taxable C per hour $ 66.00 New Fee $ 67.50 2.27% Therapy Pool hire per hour 42420.0021.6770 Taxable C per hour $ 140.00 New Fee $ 144.00 2.86% 1/4 Therapy Pool hire per hour 42420.0021.6770 Taxable C per hour $ 60.00 New Fee $ 61.50 2.50% Full Pool Use - 50 metre per hour 42420.0021.6770 Taxable C per hour $ 400.00 New Fee $ 410.00 2.50% Carnival set up 42420.0021.6770 Taxable C per hour $ 200.00 New Fee $ 205.00 2.50% Carnival equipment hire, (touch pads, scoreboard, PA system) 42420.0021.6770 Taxable C per hour $ 100.00 New Fee $ 102.50 2.50% Health & Fitness: Group Fitness 42420.0021.6770 Taxable C per class $ 15.00 New Fee $ 15.40 2.67% Group Fitness Concession 42420.0021.6770 Taxable C per class $ 12.00 New Fee $ 12.30 2.50% Casual Gym Visit 42420.0021.6770 Taxable C per class $ 20.00 New Fee $ 20.50 2.50% Casual Gym Visit Concession 42420.0021.6770 Taxable C per class $ 16.00 New Fee $ 16.40 2.50% Group Fitness 20 Visit Pass 42420.0021.6770 Taxable C per 20 pass $ 270.00 New Fee $ 277.50 2.78% Group Fitness Concession 20 Visit Pass 42420.0021.6770 Taxable C per 20 pass $ 216.00 New Fee $ 221.50 2.55% COTA Casual Visit 42420.0021.6770 Taxable C per class $ 6.80 New Fee $ 7.00 2.94% Room Hire Occasional Care Room 42420.0021.6770 Taxable C per hire $ 66.00 New Fee $ 67.50 2.27% Program Room 2 42420.0021.6770 Taxable C per hire $ 88.00 New Fee $ 90.00 2.27% Party Room 42420.0021.6770 Taxable C per hire $ 44.00 New Fee $ 45.00 2.27% Creche & Occasional Care Room Child Casual Creche 42420.0021.6770 Taxable C per pass $ 8.00 New Fee $ 8.20 2.50%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Family Casual Creche 42420.0021.6770 Taxable C per pass $ 10.00 New Fee $ 10.25 2.50% Child Occasional Care 42420.0021.6770 Taxable C per pass $ 18.00 New Fee $ 18.50 2.78% 2 Child Occasional Care 42420.0021.6770 Taxable C per pass $ 22.50 New Fee $ 23.10 2.67% Child 20 Visit Pass 42420.0021.6770 Taxable C per 20 pass $ 144.00 New Fee $ 148.00 2.78% Family 20 Visit Pass 42420.0021.6770 Taxable C per 20 pass $ 180.00 New Fee $ 185.00 2.78% Child Occasional Care 20 Visit Pass 42420.0021.6770 Taxable C per 20 pass $ 324.00 New Fee $ 332.50 2.62% 2 Child Occasional Care 20 Visit Pass 42420.0021.6770 Taxable C per 20 pass $ 405.00 New Fee $ 416.00 2.72% Programs:

Locker Hire 42420.0021.6770 Taxable C per pass $ 3.00 New Fee $ 3.00 0.00% Birthday Parties per Child - min 12 children 42420.0021.6770 Taxable C per pass $ 25.00 New Fee $ 26.00 4.00% WaterMarc Membership Stages:

Stage 1 - no start up fee - per week 42420.0021.6770 Taxable C per week $ 16.90 New Fee $ 16.90 0.00% Stage 2 - no start up fee - per week 42420.0021.6770 Taxable C per week $ 19.90 New Fee $ 19.90 0.00% Stage 3 - no start up fee - per week 42420.0021.6770 Taxable C per week $ 20.90 New Fee $ 20.90 0.00% Stage 4 - no start up fee- per week 42420.0021.6770 Taxable C per week $ 23.00 New Fee $ 23.00 0.00% HOME CARE ** Home Care Hourly Rate – Low Fee Range 41610.0021.6722 GST Free C per hour $ 5.70 3.64% $ 5.70 0.00% Home Care Hourly Rate – Medium Fee Range 41610.0021.6722 GST Free C per hour $ 13.90 2.96% $ 14.20 2.16% Home Care Hourly Rate – High Fee Range 41610.0021.6722 GST Free C per hour $ 30.10 2.38% $ 30.90 2.66% ** Respite Care Hourly Rate 41810.0021.6722 GST Free C per hour $ 2.80 3.70% $ 2.80 0.00% Respite Care Hourly Rate – Medium Fee Range 41810.0021.6722 GST Free C per hour $ 4.20 2.44% $ 4.20 0.00% Respite Care Hourly Rate – High Fee Range 41810.0021.6722 GST Free C per hour $ 31.50 3.96% $ 31.50 0.00% ** Personal Care Hourly Rate 41710.0021.6722 GST Free C per hour $ 4.20 2.44% $ 4.30 2.38% Personal Care Hourly Rate–Medium Fee Range 41710.0021.6722 GST Free C per hour $ 8.40 2.44% $ 8.50 1.19% Personal Care Hourly Rate – High Fee Range 41710.0021.6722 GST Free C per hour $ 34.50 2.99% $ 35.30 2.32% ** Delivered Meals - Asset Test 41730.0021.6722 GST Free C per meal $ 7.40 2.78% $ 8.00 3.23% Delivered Meals - Medium Fee Range 41730.0021.6722 GST Free C per meal $ 8.40 3.70% $ 8.40 1.20% Delivered Meals - High Fee Range 41730.0021.6722 GST Free C per meal $ 16.00 2.56% $ 17.00 3.03% ** Property Maintenance Hourly Rate 41050.0021.6722 GST Free C per hour $ 11.10 2.78% $ 11.40 1.79% Property Maintenance - Medium Fee Range 41050.0021.6722 GST Free C per hour $ 16.70 3.09% $ 17.00 1.80% Property Maintenance - High Fee Range 41050.0021.6722 GST Free C per hour $ 44.00 3.04% $ 44.90 2.05% ** Planned Activity Group (Adult Day Care) Assets 41660.0021.6722 GST Free C per session $ 14.50 3.57% $ 15.60 7.59% ** Planned Activity Group (Adult Day Care) Assets: special groups 41660.0021.6722 GST Free per session $ 7.20 2.86% $ 8.10 14.08% Planned Activity Group - Medium Fee Range 41660.0021.6722 GST Free C per session $ 15.30 2.68% $ 15.60 1.96% Planned Activity Group- High Fee Range Core 41660.0021.6722 GST Free C per hour $ 41.50 3.75% $ 42.60 2.65%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Planned Activity Group- High Fee Range High 41660.0021.6722 GST Free C per hour $ 41.50 3.75% $ 42.60 2.65% ** HACC Assisted Transport 41640.0021.6727 GST Free C per session $ 5.20 4.00% $ 5.50 5.77% ** HACC Assisted Transport - Medium Fee Range 41640.0021.6727 GST Free C per session $ 7.30 4.29% $ 7.50 2.74% ** HACC Assisted Transport - High Fee Range High 41640.0021.6727 GST Free C per session $ 9.20 2.22% $ 9.50 3.26% FULL COST RECOVERY Personal Care Variable Taxable C per hour $ 52.69 13.31% $ 54.00 2.49% Respite Care Variable Taxable C per hour $ 52.69 13.31% $ 54.00 2.49% Home Care Variable Taxable C per hour $ 52.69 13.31% $ 54.00 2.49% Property Maintenance Variable Taxable C per hour $ 79.75 12.32% $ 81.75 2.51% Property Maintenance Materials Charge Variable Taxable C Quote Quote Property Maintenance Tip Fee Charge Variable Taxable C Quote Quote Delivered Meals Variable Taxable C per meal $ 17.60 12.82% $ 18.70 6.25% Delivered Meals - discount rate Variable Taxable per meal $ 11.88 27.74% $ 12.20 2.69% Planned Activity Group (Adult Day Care) Variable Taxable C per session $ 74.80 13.33% $ 76.70 2.54% Assisted Transport Variable Taxable C per session $ 28.73 13.56% $ 29.65 3.20% Planned Activity Group plus Transport Variable Taxable C per session $ 103.73 13.61% $ 106.35 2.53% ** increase in charges will be subject to advice from Department of Human Services. (fee range) FOOD PREMISES (Part6 Div3) Commercial Operator: Registration Fees for 12months Class 1 Premises - 3rd party audited 41070.0021.6716 GST Exempt C per year $ 460.00 3.37% $ 475.00 3.26% Class 2 Premises - 3rd party audited 41070.0021.6716 GST Exempt C per year $ 460.00 3.37% $ 475.00 3.26% Class 2 Premises - Template FSP 41070.0021.6716 GST Exempt C per year $ 660.00 3.13% $ 675.00 2.27% Class 3 Premises - Limited Processes. 41070.0021.6716 GST Exempt C per year $ 440.00 2.33% $ 450.00 2.27% Class 4 Premises - Notification Only 41070.0021.6716 GST Exempt C per year $ - $ - Where more than 5 persons employed for each person each person in excess of 5 41070.0021.6716 GST Exempt C per year

10% of the base ($460) fee

10% of the base ($475) fee

Community Group Operator: Registration Fees for 12months Class 1 Premises - 3rd party audited 41070.0021.6716 GST Exempt C per year $ 135.00 3.85% $ 140.00 3.70% Class 2 Premises - 3rd party audited 41070.0021.6716 GST Exempt C per year $ 135.00 3.85% $ 140.00 3.70% Class 2 Premises - Template FSP 41070.0021.6716 GST Exempt C per year $ 200.00 5.26% $ 205.00 2.50% Class 3 Premises - Limited Processes. 41070.0021.6716 GST Exempt C per year $ 175.00 2.94% $ 180.00 2.86% Class 4 Premises - Notification Only 41070.0021.6716 GST Exempt C per year $ $ Where the Community Group operated premises only operates for 6 calendar months of the year e.g. cricket/football clubs per year

50% of the classification fee


Where a proprietor holds more than 1 GST Exempt C per year 50% of 2nd total fee 50% of 2nd total

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change registration at the same premises fee Where a proprietor chooses to register their premises under Div4 of Part6 to include the 'portable' component and 'fixed premises' in the one registration this additional fee applies 41070.0021.6716 GST Exempt C per year $165.00 3.13% $170.00 3.03% PORTABLE FOOD PREMISES (Part6 Div4) - Statewide Registration Temporary Food Premises:- Commercial Operator: Registration Fees for 12 months Class 1 Premises 41070.0021.6716 GST Exempt C per year $ 235.00 4.44% $ 245.00 4.26% Class 2 Premises 41070.0021.6716 GST Exempt C per year $ 340.00 6.25% $ 350.00 2.94% Class 3 Premises 41070.0021.6716 GST Exempt C per year $ 225.00 4.65% $ 235.00 4.44% Class 4 Premises - Notification Only 41070.0021.6716 GST Exempt C per year $ - 0.00% $ - 0.00% Where the Commercial/Community Group Operator requests the registration for a period of less than 1 year to operate on a short-term basis (eg only operates for 1 event like a community festival)

41070.0021.6716 GST Exempt C per year


(portable) New Fee

Community Group Operator: Registration Fees for 12 months Class 1 Premises 41070.0021.6716 GST Exempt C per year $ 70.00 7.69% $ 75.00 7.14% Class 2 Premises 41070.0021.6716 GST Exempt C per year $ 100.00 5.26% $ 105.00 5.00% Class 3 Premises 41070.0021.6716 GST Exempt C per year $ 65.00 8.33% $ 70.00 7.69% Class 4 Premises - Notification Only 41070.0021.6716 GST Exempt C per year $ - $ - Mobile Food Premises:- Commercial Operator: Registration Fees for 12 months Class 1 Premises - 3rd party audited 41070.0021.6716 GST Exempt C per year $ 460.00 3.37% $ 475.00 3.26% Class 2 Premises - 3rd party audited 41070.0021.6716 GST Exempt C per year $ 460.00 3.37% $ 475.00 3.26% Class 2 Premises - Template FSP 41070.0021.6716 GST Exempt C per year $ 660.00 3.13% $ 675.00 2.27% Class 3 Premises - Limited Processes. 41070.0021.6716 GST Exempt C per year $ 440.00 3.53% $ 450.00 2.27% Class 4 Premises - Notification Only 41070.0021.6716 GST Exempt C per year $ - $ - Community Group Operator: Registration Fees for 12 months Class 1 Premises - 3rd party audited 41070.0021.6716 GST Exempt C per year $ 135.00 3.85% $ 140.00 3.70% Class 2 Premises - 3rd party audited 41070.0021.6716 GST Exempt C per year $ 135.00 3.85% $ 140.00 3.70% Class 2 Premises - Template FSP 41070.0021.6716 GST Exempt C per year $ 195.00 2.63% $ 200.00 2.56% Class 3 Premises - Limited Processes. 41070.0021.6716 GST Exempt C per year $ 175.00 2.94% $ 180.00 2.86% Class 4 Premises - Notification Only 41070.0021.6716 GST Exempt C per year $ - 0.00% $ - 0.00% Where a proprietor has a number of components (e.g. more than one food van) for 41070.0021.6716 GST Exempt c per year $ 100.00 0.00% $ 100.00 0.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change each additional component Vending machines: Commercial Operator: Registration Fees for 12 months Class 3 Premises 41070.0021.6716 GST Exempt C per year $ 75.00 0.00% $ 80.00 6.67% Class 4 Premises - Notification Only 41070.0021.6716 GST Exempt C per year $ - 0.00% $ - 0.00% Community Group Operator: Registration Fees for 12 months Class 2 Premises 41070.0021.6716 GST Exempt C per year $ 35.00 16.67% $ 40.00 14.29% Class 3 Premises 41070.0021.6716 GST Exempt C per year $ 25.00 11.11% $ 30.00 20.00% Class 4 Premises - Notification Only 41070.0021.6716 GST Exempt C per year $ - 0.00% $ - 0.00% Where a proprietor has a number of components (e.g. more than one food vending machine) for each additional component 41070.0021.6716 GST Exempt C per year $ 50.00 0.00% $ 50.00 0.00% Other Fees (Food Premises)

Transfer of Food Act Registration (Includes Transfer Inspection) 41070.0021.6716 GST Exempt C when transferred

50% of that premises' annual registration fee


Plans submission for Food Act Assessment & Pre Registration Inspection 41070.0021.6716 GST Exempt C when requested $ 165.00 3.13% $ 170.00 3.03% Additional Assessment Fee (Non-Compliances) 41070.0021.6716 GST Exempt C When required $ 135.00 3.85% $ 140.00 3.70% Request for an inspection of registered premises prior to purchase (e.g. solicitor/pre purchase inspection) within 2 working days 41070.0021.7006 Taxable C when requested $ 230.00 4.55% $ 230.00 0.00% Request for an inspection of registered premises prior to purchase (e.g. solicitor/pre purchase inspection) within 10 working days 41070.0021.7006 Taxable C when requested $ 145.00 3.57% $ 150.00 3.45% Request/Requirement for non-statutory Inspection & report (Unregistered Premises) 41070.0021.7006 Taxable C when requested $ 135.00 3.85% $ 140.00 3.70% PUBLIC HEALTH AND WELLBEING ACT PREMISES Hairdressing Premises 41070.0021.6717 GST Exempt C per year $ 175.00 2.94% $ 180.00 2.86% Ear Piercing Premises 41070.0021.6717 GST Exempt C per year $ 175.00 2.94% $ 180.00 2.86% Beauty Premises (no skin penetration) 41070.0021.6717 GST Exempt C per year $ 175.00 2.94% $ 180.00 2.86% Beauty Premises (with skin penetration) 41070.0021.6717 GST Exempt C per year $ 250.00 4.17% $ 260.00 4.00% Skin Penetration (excludes ear piercing only) 41070.0021.6717 GST Exempt C per year $ 250.00 4.17% $ 260.00 4.00% Hairdressing & Beauty Premises (no skin penetration) 41070.0021.6717 GST Exempt C per year $ 262.50 2.94% $ 270.00 2.86% Hairdressing & Beauty Premises (with skin penetration) 41070.0021.6717 GST Exempt C per year $ 337.50 3.85% $ 350.00 3.70% Colonic Irrigation Premises 41070.0021.6717 GST Exempt C per year $ 250.00 4.17% $ 260.00 4.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Prescribed Accommodation Premises (up to 20 beds) (excluding Rooming Houses) 41070.0021.6717 GST Exempt C per year $ 245.00 2.08% $ 255.00 4.08% Every additional bed thereafter 41070.0021.6717 GST Exempt C per year $ 4.00 0.00% $ 4.00 0.00% Prescribed Accommodation Premises (Rooming House) 41070.0021.6717 GST Exempt C per year $ 285.00 3.64% $ 295.00 3.51% Where a proprietor holds more than one registration at the same premises GST Exempt C per year 50% of 2nd fee 50% of 2nd fee Where a Public Health and Wellbeing Act Registered premises holds a Food Act registration per year

Food Act Registration Fee will be 50%

Food Act Registration Fee

will be 50% Other Fees & Additional Services (Public Health and Wellbeing Act Premises)

Transfer of Public Health and Wellbeing Act Registration 41070.0021.6717 GST Exempt C when transferred



Plans submission for Public Health and Wellbeing Assessment and Pre-Registration Inspections (Beauty and other Treatment Premises) 41070.0021.6717 GST Exempt C when requested $ 155.00 3.33% $ 160.00 3.23% Mandatory Plans submission for Public Health and Wellbeing Assessment & Pre Registration Inspections (Prescribed Accommodation) 41070.0021.6717 GST Exempt C when required $ 265.00 3.92% $ 275.00 3.77% Request for an inspection of registered premises prior to purchase (e.g. solicitor/pre purchase inspection) within 2 working days 41070.0021.7006 Taxable C when requested $ 205.00 2.50% $ 210.00 2.44% Request for an inspection of registered premises prior to purchase (e.g. solicitor/pre purchase inspection) within 10 working days 41070.0021.7006 Taxable C when requested $ 135.00 3.85% $ 140.00 3.70% Request/Requirement for non-statutory Inspection & report (Unregistered Premises) 41070.0021.7006 Taxable C when requested $ 135.00 3.85% $ 140.00 3.70% IMMUNISATION

Sale of Vaccines - Commercial 41120.0021.7027 Taxable C per vaccine Purch Price + $16.77

oncost (rounded)

Purch Price + $17.20 oncost

(rounded)

Onsite visit for commercial vaccinations surcharge (Where applicable) 41120.0021.7027 Taxable C per visit

A surcharge of $20 per person less than

20 clients total

A surcharge of $20 per person

less than 20 clients total

Sale of Vaccines - Public 41120.0021.7026 Taxable C per vaccine Purch Price + $16.77

oncost (rounded) Purch Price + $17.20 oncost

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change (rounded)

Sale of Vaccines - School 41120.0021.6721 Taxable C per vaccine Purch Price + $16.77

oncost (rounded)

Purch Price + $17.20 oncost

(rounded) Domestic Waste Water Management (Septics) Permit to install a septic tank system 41070.0021.6719 Taxable C when requested $ 320.00 3.23% $ 330.00 3.13% Permit to alter an existing septic tank system 41070.0021.6719 Taxable C when requested $ 190.00 2.70% $ 200.00 5.26% JETS STUDIO Studio - (Rehearsal) Off Peak Weekdays Half Day 44020.0021.6782 Taxable C 4 hours $ 30.00 0.00% $ 30.00 0.00% Drum Kit 44020.0021.6782 Taxable C 4 hours $ 20.00 0.00% $ 20.00 0.00% Line 6 Guitar head/box 44020.0021.6782 Taxable C per session $ 25.00 0.00% $ 25.00 0.00% Keyboard - Yamaha 44020.0021.6782 Taxable C per session $ 15.00 0.00% $ 15.00 0.00% Recording Studio (per hour) - min 3.5hr session *1 44020.0021.6782 Taxable C per hour $ 50.00 0.00% $ 50.00 0.00% Genz Benz Bass head/box 44020.0021.6782 Taxable C per session $ 25.00 0.00% $ 25.00 0.00% Guitar/Bass Amp Large 44020.0021.6782 Taxable C per session $ 25.00 0.00% $ 25.00 0.00% Earplugs 44020.0021.6782 Taxable C each $ 1.00 0.00% $ 1.00 0.00% BIG Backline package deal (2 - gt amps, bass amp and drumkit) 44020.0021.6782 Taxable C per session $ 55.00 0.00% $ 55.00 0.00% Small Backline package deal (2 - gt amps, bass amp and drumkit) 44020.0021.6782 Taxable C per session $ 45.00 0.00% $ 45.00 0.00% CD's/DVD;s (does not include studio time) 44020.0021.6782 Taxable C each $ 5.00 0.00% $ 5.00 0.00% Guitar/Bass Amp Small 44020.0021.6782 Taxable C per session $ 10.00 0.00% $ 10.00 0.00% Memory Sticks 44020.0021.6782 Taxable C each $ 10.00 0.00% $ 10.00 0.00% Drum sticks 44020.0021.6782 Taxable C pair $ 10.00 0.00% $ 10.00 0.00% Batteries 44020.0021.6782 Taxable C each 9V $ 5.00 0.00% $ 5.00 0.00% Guitar Pick 44020.0021.6782 Taxable C each $ 1.00 0.00% $ 1.00 0.00% Guitar strings 44020.0021.6782 Taxable C 1 set $ 10.00 0.00% $ 10.00 0.00% CD/USB DJ Decks 44020.0021.6782 Taxable C per session $ 20.00 0.00% $ 20.00 0.00% Community space @ Jets Office hours Community/Not for profit 44020.0021.6782 Taxable C per hour $ 20.00 0.00% $ 20.00 0.00% Community space @ Jets Office hours Other 44020.0021.6782 Taxable C per hour $ 30.00 0.00% $ 30.00 0.00% Community space @ Jets After Hours Community/Not for profit 44020.0021.6782 Taxable C per hour $ 50.00 25.00% $ 50.00 0.00% Community space @ Jets After Hours Other 44020.0021.6782 Taxable C per hour $ 60.00 20.00% $ 60.00 0.00% Training room, include facilitator & computers with creative software 44020.0021.6782 Taxable C per hour $ 50.00 0.00% $ 50.00 0.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change PA Hire Small (1 staff + trainee) - Community / EquipAGig (FReeZA) 44020.0021.7871 Taxable C per hour $ 50.00 0.00% $ 50.00 0.00% PA Hire Large (2 staff + trainee) - Community / EquipAGig (FReeZA) 44020.0021.7871 Taxable C per hour $ 90.00 12.50% $ 100.00 11.11% PA Hire Small (1 staff + trainee) - Commercial 44020.0021.7871 Taxable C per hour $ 75.00 New Fee $ 80.00 6.67% PA Hire Large (2 staff + trainee) - Commercial 44020.0021.7871 Taxable C per hour $ 150.00 New Fee $ 150.00 0.00%

Creative Art supplies 44020.0021.7871 Taxable C Per session Purchase price + 25% 0.00% Purchase price +

25% 0.00% VOLUNTEERS AWARDS & THANK YOU FUNCTION Ticket to function - subsidised 44953.0021.6720 Taxable C per ticket $ 22.00 22.22% $ 25.00 13.64% Ticket to function - full cost 44953.0021.6720 Taxable C per ticket $ 54.00 New Fee $ 55.00 1.85% PRE SCHOOLS Olympic Village Full Fee Paying 44110.0021.6787 GST Free C per term $ 313.50 48.26% $ 400.00 27.59% Audrey Brookes Full Fee Paying 44100.0021.6789 GST Free C per term $ 313.50 48.26% $ 400.00 27.59% 3 year old kindergarten 44100.0021.6789 GST Free C per term $ 300.00 New Fee PRE SCHOOL ENROLMENTS Enrolment Fee 44390.0021.6789 GST Free C Yearly $ 25.00 13.64% $ 30.00 20.00% CHILD CARE Joyce Avenue & St Hellier Per week 44030.0021.6783 GST Free C per week Full Time Full Time Per day 44030.0021.6783 GST Free C per day Per day Per day $ 89.00 5.33% $ 95.50 7.30% Morobe Street

Per week 44050.0021.6785 GST Free C per week Full Time $350.00 New Fee

Full Time $375.00 7.14%

Per day 44050.0021.6785 GST Free C per day Per day Per day MATERNAL & CHILD HEALTH Baby Sleep & Settling Program 44500.0021.6912 GST Free C per person $ 35.00 16.67% $ 25.00 -28.57% Baby Sleep & Settling Program Health Care Card 44500.0021.6912 GST Free C per person $ 12.00 0.00% $ 12.00 0.00% Baby Sleep & Settling Program from Other Municipalities 44500.0021.6912 GST Free C per person $ 45.00 25.00% $ 40.00 -11.11% Baby Massage, 4 sessions 44931.0021.6733 GST Free C per 4 sessions $ 120.00 New fee Parent programs 44931.0021.6733 GST Free C per person $ 35.00 New fee

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change OUTREACH Infant Resuscitation Program 44500.0021.6998 GST Free C per person $ 40.00 8.11% $ 45.00 12.50% CHILDRENS’ SERVICES COMMUNITY CENTRES Montmorency Children’s Centre 44400.0021.6790 Taxable C per hour $ 25.00 25.00% $ 25.00 0.00% Warringal Unit 2, No. 9 Altona Street/Heidelberg Occasional Care 44400.0021.6790 Taxable C No Charge No Charge Macorna Street From Feb 2012 44400.0021.6790 Taxable C per hour $ 22.00 10.00% $ 25.00 13.64% 56 Gabonia Avenue 44400.0021.6790 Taxable C Quarterly $ 2,400.00 4.35% $ 2,400.00 0.00% CITY DEVELOPMENT DEVELOPMENT SERVICES PLANNING SERVICES Property Info Private Building Surveyors (S326 Building Regulations) 63150.0021.6822 GST Exempt S per application $ 44.40 0.00% $ 44.40 0.00% Property Enquiry Fees 63150.0021.6820 Taxable C per application $ 109.00 3.81% $ 112.00 2.75% Advertising Planning Permit Application

(Per Notice) 63150.0021.6821 Taxable C per notice per

application $ 8.70 3.57% $ 9.00 3.45%

(Notification Signage) 63150.0021.6821 Taxable C per first sign per

application $ 160.00 New Fee

(Per additional Notification Sign) 63150.0021.6821 Taxable C per additional sign

per application $ 20.00 New Fee Planning Permit Application Fees (set by Regulation) 63150.0021.6822 GST Exempt S per application Refer Attached Refer Attached Subdivision Certification Fees (per lot) (Regulation) 63150.0021.6823 GST Exempt S per application Refer Attached Refer Attached Requests for extension of time on planning permits 63150.0021.6822 Taxable C per application $ 180.00 2.86% $ 185.00 2.78% Approval of amended plans 63150.0021.6822 Taxable C per application $ 155.00 3.33% $ 160.00 3.23% Retrieval of file(s) - pre 2005 63150.0021.6820 Taxable C per application $ 52.00 4.00% $ 52.00 0.00% Copies of Planning Permits 63150.0021.6820 Taxable C per application $ 52.00 4.00% $ 52.00 0.00% Copies of Planning Application Register - Per Month 63150.0021.6818 Taxable C per application $ 52.00 4.00% $ 52.00 0.00% Bond or Guarantee Administration Fee 63150.0021.6993 Taxable C per application $ 180.00 125.00% $ 200.00 11.11% Final Inspection Fee (3rd attendance required) 63150.0021.6880 Taxable C per application $ 110.00 0.00% $ 110.00 0.00% Formal Pre-Application Process

per application

Meeting and written advice 63150.0021.6829 Taxable C per application $ 240.00 4.35% $ 240.00 0.00% With aboricultural comments 63150.0021.6829 Taxable C per application $ 120.00 4.35% $ 120.00 0.00% With heritage comments 63150.0021.6829 Taxable C per application $ 120.00 4.35% $ 120.00 0.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Second meeting for same project 63150.0021.6829 Taxable C per application $ 120.00 4.35% $ 120.00 0.00% Planning Sect 173 Agreements 63150.0021.7000 Taxable C per request $ 750.00 15.38% $ 775.00 3.33% Arboricultural assessment for applications on non-development sites Tree Removal (up to 3 trees) 63150.0021.6967 Taxable C per application $ 135.00 17.39% $ 140.00 3.70% Tree Pruning 63150.0021.6967 Taxable C per application $ 60.00 3.45% $ 62.00 3.33% **SCHEDULE A **FEES UNDER THE PLANNING AND ENVIRONMENT ACT PLANNING AND ENVIRONMENT (FEES) (GENERAL AMENDMENT) REGULATIONS 1993 Decisions on matters in planning schemes - Regulation 4B (i) for residential development only 63150.0021.6822 GST Exempt S Refer Attached Refer Attached (ii) for all other development 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Application for permits under section 47 - Regulation 4C Note: The classes of applications are set out in the Regulations. Class of Description Fee ($) Application Class 1 Change of use only 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 2 1 or 2 dwellings $5,000 to $250,000 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 3 1 or 2 dwellings $250,000 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 4 Other developments less than $5,000 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 5 $5,000 to $250,000 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 6 $250,000 to $500,000 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 7 $500,000 to $750,000 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 8 $750,000 to $1,000,000 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 9 $1,000,000 to $1.5M 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 10 $1.5M to $2.0M 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 11 $2.0M to $3.0M 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 12 $3.0M to $4.0M 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 13 $4.0M to $7.0M 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 14 $7.0M to $10.0M 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 15 $10.0M to $20.0M 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 16 $20.0M to $50.0M 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 17 more than $50.0M 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 18 Application for Subdivision Permit 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 19 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Class 20 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Fees for Planning Certificates under Section 198

61350.0021.6822 GST Exempt S Refer Attached Refer Attached

Application for Development Plan Approval and requests to amend 66 63150.0021.6822 GST Exempt S Refer Attached Refer Attached

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Permits: Fees for Amendments under Part 3 - Regulation 6 For considering a request to amend a planning scheme: Regulation 6(1) Application Fee 63150.0021.6822 GST Exempt S Refer Attached Refer Attached Regulation 6(2) To consider submissions (up to 20) 63150.0021.6825 GST Exempt S Refer Attached Refer Attached Regulation 6(3) To consider submissions (more than 20) 63150.0021.6825 GST Exempt S Refer Attached Refer Attached Regulation 6(4) to adopt 63150.0021.6825 GST Exempt S Refer Attached Refer Attached Regulation 6(5) To Minister 63150.0021.6825 GST Exempt S Refer Attached Refer Attached BUILDING CONTROL Building Permit Fees 63100.0021.6815 Taxable C per permit Refer Attached Refer Attached Permit Levy (State Government receives levy) 0.064 percent of the construction cost 63100.0021.6817 GST Exempt S per permit $ 0.16 0.00% $ 0.16 0.00% as nominated by the applicant Report & Consent 63100.0021.6816 GST Exempt S per property $ 232.93 4.69% $ 232.93 0.00% Consent & Report Section 29A 63100.0021.6816 GST Exempt S per property $ 58.17 4.72% $ 58.17 0.00% Lodgement Fees 63100.0021.6816 GST Exempt S per permit $ 34.85 4.65% $ 34.85 0.00% Building Enquiry/Information Fees 63100.0021.6814 Taxable S per property $ 46.45 6.90% $ 46.45 0.00% Building Inspection Fees 63100.0021.6940 Taxable C per permit $ 120.00 0.00% $ 120.00 0.00% **SCHEDULE B ** PROFESSIONAL FEES FOR BUILDING PERMITS INSPECTIONS AND ASSOCIATED SERVICES (Including all required permits and certificates) Unit rates for Council Works Building regulation advice or assessment per hour 63100.0021.6815 Taxable C per hour $ 110.00 0.00% $ 110.00 0.00% Building inspection prior to July 1995 63100.0021.6815 Taxable C per inspection $ 110.00 0.00% $ 110.00 0.00% Building Administration Fees Services Property Enquiries Form 10 63100.0021.7005 GST Free C per property $ 46.45 0.11% $ 46.45 0.00% Property Enquiries - with building inspection dates 63100.0021.7005 GST Free C per property $ 46.45 0.11% $ 46.45 0.00% Requests for Information Copy of Plans/Documentation (Residential) 63100.0021.6814 Taxable C per property $ 60.00 0.00% $ 60.00 0.00% Copy of Plans/Documentation (works outside Banyule) 63100.0021.6814 Taxable C per property $ 120.00 0.00% $ 120.00 0.00% Copy of Plans/Documents (Commercial) 63100.0021.6814 Taxable C per property $ 125.00 0.00% $ 125.00 0.00% Dispensation of Building Regulations 2006 for siting or miscellaneous buildings eg. verandah, fence, at intersections, masts, etc.

63100.0021.7005 GST Free S per property $ 232.93 4.78% $ 232.93 0.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change * NOTE: Maximum 5 Sheets *If a land survey is required the above charge will be higher, based on the hourly rate for survey. ENGINEERING SERVICES Application to construct over a drainage and sewerage easement 63300.0021.6829 GST Free C per application $ 185.00 19.35% $ 190.00 2.70%

Legal Point of Discharge applications 63300.0021.6828 Taxable S per building commission $ 56.75 -5.42% $ 56.75 0.00%

Determination of flood level: per application $ 185.00 New Fee $ 190.00 2.70% - Application fee 63300.0021.7002 Taxable C 0.00% 0.00% - Computations 63300.0021.7002 Taxable C 0.00% 0.00%

Traffic Counts – existing count (per copy) 63300.0021.7003 GST Free C per copy $ 60.00 0.00% $ 60.00 0.00% * If a land survey is required the above charge will be higher, based on the hourly rate for survey. Assessment of Engineering Plans as part of Planning Permits Up to 2 units 63300.0021.7002 Taxable C per application $ 110.00 83.33% $ 115.00 4.55% 3 to 5 units 63300.0021.7002 Taxable C per application $ 125.00 13.64% $ 130.00 4.00% 6 units and over 63300.0021.7002 Taxable C per application $ 155.00 New Fee $ 160.00 3.23% All Industrial/Commercial Development 63300.0021.7002 Taxable C per application $ 110.00 0.00% $ 160.00 45.45% Plan Check (Engineering component of Planning application) 63300.0021.7002 Taxable C Quote Quote Subdivisions 63300.0021.6827 GST Free C 0.75% of works 0.75% of works Name Blade Directional Signage request (per sign) 63300.0021.7002 Taxable C per sign $ 120.00 New Fee Works Zone Sign (per sign) 63300.0021.7002 Taxable C per sign $ 120.00 New Fee Works Zone Request - Outside business or mixed use zone - per space per weekday 63300.0021.7002 Taxable C per space per day $ 5.00 New Fee Works Zone Request - Outside residential zone within 400m of Activity Centre - per space per weekday 63300.0021.7002 Taxable C per space per day $ 2.50 New Fee STRATEGIC & ECONOMIC DEVELOPMENT ENVIRONMENT Significant Tree Study 61300.0021.6943 Taxable C per item $ 45.00 0.00% $ 45.00 0.00% PROPERTY SERVICES Right of Way (road) discontinuance application fee 62990.0021.6965 Taxable C per application $ 120.00 0.00% $ 120.00 0.00% Making Title Available at Land Registry 62020.0021.6812 Taxable C per title $ 125.00 0.00% $ 125.00 0.00% Discontinued Road Or Reserves Annual 62020.0021.6812 Taxable C Refer Notes * Refer Notes *

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Occupancy Fees *Minimum Fees $110 Or 10 % of Market Value Which Ever Is The Greater STRATEGIC PLANNING LATM Strategy 61400.0021.6809 Taxable C per item $ 30.00 0.00% $ 30.00 0.00% Fee for hard copy, electronic format free of charge. Neighbourhood Character Strategy (Full set of brochures). 61400.0021.6809 Taxable C per item $ 29.00 0.00% $ 29.00 0.00% Heritage Places Study Colour 61400.0021.6809 Taxable C per item $ 400.00 0.76% $ 400.00 0.00% Black & White 61400.0021.6809 Taxable C per item $ 120.00 4.35% $ 120.00 0.00% Heidelberg Structure Plan (colour only) 61400.0021.6809 Taxable C per item $ 60.00 9.09% $ 60.00 0.00% Heidelberg Precinct Plan (colour only) 61400.0021.6809 Taxable C per item $ 60.00 9.09% $ 60.00 0.00% Summary Brochure of Heidelberg Structure Plan (colour only) 61400.0021.6809 Taxable C per item $ 35.00 6.06% $ 35.00 0.00% Heidelberg Structure Plan Directions Report (colour only) 61400.0021.6809 Taxable C per item $ 35.00 6.06% $ 35.00 0.00% Heidelberg Structure Plan Background Reports (colour only) 61400.0021.6809 Taxable C per item $ 35.00 6.06% $ 35.00 0.00% Greensborough Structure Plan 61400.0021.6809 Taxable C per item $ 35.00 6.06% $ 35.00 0.00% Housing Strategy 61400.0021.6809 Taxable C per item $ 46.00 0.00% $ 50.60 10.00% Housing Background Report 61400.0021.6809 Taxable C per item $ 33.00 0.00% $ 36.30 10.00% Housing Issues Paper 61400.0021.6809 Taxable C per item $ 33.00 0.00% $ 36.30 10.00% Beaumont Estate Heritage Guidelines (Black & White only) 61400.0021.6809 Taxable C per item $ 23.00 0.00% $ 25.30 10.00% Beauview Estate Heritage Guidelines (Black & White only) 61400.0021.6809 Taxable C per item $ 23.00 0.00% $ 25.30 10.00% Glenard Estate Heritage Guidelines (Black & White only) 61400.0021.6809 Taxable C per item $ 23.00 0.00% $ 25.30 10.00% Ivanhoe Views Heritage Guidelines (Black & White only) 61400.0021.6809 Taxable C per item $ 23.00 0.00% $ 25.30 10.00% Marshall Street Estate Heritage Guidelines (Black & White only) 61400.0021.6809 Taxable C per item $ 23.00 0.00% $ 25.30 10.00% Mount Eagle Estate Heritage Guidelines (Black & White only) 61400.0021.6809 Taxable C per item $ 23.00 0.00% $ 25.30 10.00% Warringal Estate Heritage Guidelines (Black & White only) 61400.0021.6809 Taxable C per item $ 23.00 0.00% $ 25.30 10.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Banyule Municipal Information Maps (Colour, A3) 61400.0021.6809 Taxable C per item $ 21.00 0.00% $ 23.10 10.00% Ivanhoe Project Background Reports 61400.0021.6809 Taxable C per item $ 31.00 0.00% $ 34.10 10.00% Bell Street Mall Master Plan 61400.0021.6809 Taxable C per item $ 31.00 0.00% $ 34.10 10.00% Research Papers per item (eg. Community & Housing Profile 61400.0021.6809 Taxable C per item $ 6.00 0.00% $ 6.60 10.00% Economic & Transportation Profile 61400.0021.6809 Taxable C per item $ 6.00 0.00% $ 6.60 10.00%

Planning Scheme Amendment Fees 61400.0021.6810 GST Exempt S Refer Attached

Schedule A Refer Attached

Schedule A PLANNING AND ENVIRONMENT (FEES) REGULATION Fees for amendments to Planning Schemes Regulation 6(1) To consider a request 61400.0021.6810 GST Exempt S Refer Attached Refer Attached Regulation 6(2) To consider submissions 61400.0021.6810 GST Exempt S Refer Attached Refer Attached Regulation 6(3) To adopt 61400.0021.6810 GST Exempt S Refer Attached Refer Attached Regulation 6(4) To request approval 61400.0021.6810 GST Exempt S Refer Attached Refer Attached Regulation 9 For a combined permit application and planning scheme amendment 61400.0021.6810 GST Exempt S Refer Attached Refer Attached VALUATIONS Sale of Supplementary Valuations SRO 61100.0021.6807 Taxable C per assessment $ 7.45 0.00% $ 8.04 7.92% Sale of Supplementary Valuations Yarra Valley Water 61100.0021.6807 Taxable C per assessment $ 24.06 3.00% $ 24.78 2.99% PLANNING AND ENVIRONMENT ACT 1987 SUBDIVISION ACT 1988 PLANNING FEES Effective 7 September 2009 (Schedule A) 25) PLANNING APPLICATIONS Fee (GST Exempt) Change of use only (including parking dispensation) 63150.0021.6822 GST Exempt S per application $ 502.00 0.00% $ 502.00 0.00% 25) COST OF DEVELOPMENT Single dwelling & associated buildings and works

Less than 10,000 63150.0021.6822 GST Exempt S per application $ 102.00 0.00% $ 102.00 0.00% 10,001 - 100,000 63150.0021.6822 GST Exempt S per application $ 239.00 0.00% $ 239.00 0.00% Over 100,000 63150.0021.6822 GST Exempt S per application $ 490.00 0.00% $ 490.00 0.00% Other Development (including signage) Less than 10,000 63150.0021.6822 GST Exempt S per application $ 102.00 0.00% $ 102.00 0.00% 10,001 - 250,000 63150.0021.6822 GST Exempt S per application $ 604.00 0.00% $ 604.00 0.00% 250,001 - 500,000 63150.0021.6822 GST Exempt S per application $ 707.00 0.00% $ 707.00 0.00% 500,001 - 1,000,000 63150.0021.6822 GST Exempt S per application $ 815.00 0.00% $ 815.00 0.00% 1,000,001 - 7,000,000 63150.0021.6822 GST Exempt S per application $ 1,153.00 0.00% $ 1,153.00 0.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change 7,000,001 - 10,000,000 63150.0021.6822 GST Exempt S per application $ 4,837.00 0.00% $ 4,837.00 0.00% 10,000,001- 50,000,000 63150.0021.6822 GST Exempt S per application $ 8,064.00 0.00% $ 8,064.00 0.00% Over 50,000,000 63150.0021.6822 GST Exempt S per application $ 16,130.00 0.00% $ 16,130.00 0.00% Determination carried out to the satisfaction of the Responsible Authority/Assessment of Development Plans 63150.0021.6822 GST Exempt C per application $ 102.00 0.00% $ 102.00 0.00% Combined Permit Applications: The fee for an application of use, development other than subdivision, subdivision and any matters referred to in Classes 16, 17 or 18 is the sum arrived at by adding the highest of the fees which would have applied if separate applications had been made plus 50% of each of the other fees which would have applied if separate applications had been made. 25) SUBDIVISION Fee Application to subdivide land into two lots 63150.0021.6822 GST Exempt S per application $ 386.00 0.00% $ 386.00 0.00% Application to effect a realignment of a common boundary 63150.0021.6822 GST Exempt S between lots or to consolidate two or more lots 63150.0021.6822 GST Exempt S per application $ 386.00 0.00% $ 386.00 0.00% Application to subdivide an existing building 63150.0021.6822 GST Exempt S per application $ 386.00 0.00% $ 386.00 0.00% Application to subdivide land (3 lots or more) 63150.0021.6822 GST Exempt S per application $ 781.00 0.00% $ 781.00 0.00% Remove a restriction over land used/developed for more than two years 63150.0021.6822 GST Exempt S per application $ 249.00 0.00% $ 249.00 0.00% (25) SUBDIVISION (continued) Fee (GST Exempt) Create, vary or remove a restriction within the Subdivision Act 1988; or to create or remove a right of way

63150.0021.6822 GST Exempt S

Create, vary or remove an easement other than a right of way; to vary or remove a condition in the nature of an easement other than a right of way in a Crown grant

63150.0021.6822 GST Exempt S per application $ 404.00 0.00% $ 404.00 0.00%

PLANNING AND ENVIRONMENT ACT 1987(Schedule A) Public Open Space Contribution

Guidelines 63150.0021.6819 GST Exempt All Lots Up to 5% of site

value 25) CERTIFICATION Fee

Plan of Subdivision 63150.0021.6822 GST Exempt S $100 plus 20 per lot $100 plus 20 per

lot 0.00% Any other application 63150.0021.6822 GST Exempt S per application $ 100.00 0.00% $ 100.00 0.00% 25) ENFORCEMENT Fee Planning Scheme Infringements - individual 63150.0021.6826 GST Exempt S per application $ 584.00 0.00% $ 722.00 23.63% -company 63150.0021.6826 GST Exempt S per application $ 1,168.00 0.00% $ 1,444.00 23.63%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change 25) OTHER Fee (GST Exempt) Planning Scheme amendment (Initial fee for consideration of submission) 61400.0021.6810 GST Exempt S per application $ 798.00 0.00% $ 798.00 0.00% Planning Scheme amendment (additional fee for adopting amendment and sending to Minister) 61400.0021.6810 GST Exempt S per application $ 524.00 0.00% $ 524.00 0.00% 21) OTHER Fee Development (other than single dwelling & associated buildings and works) Over 10,000 63150.0021.6822 GST Exempt S per application $ 102.00 0.00% $ 102.00 0.00% Change of use / subdivision 63150.0021.6822 GST Exempt S per application $ 102.00 0.00% $ 102.00 0.00% 21) OTHER Fee Change of use only 63150.0021.6822 GST Exempt S per application $ 502.00 0.00% $ 502.00 0.00% Change of pre-amble or conditions (not associated with single dwelling) 63150.0021.6822 GST Exempt S per application $ 502.00 0.00% $ 502.00 0.00% Cost of additional development for single dwelling and associated buildings and works

S

Less than 10,000 (but combined with original cost of development is more than 10,000) 63150.0021.6822 GST Exempt S per application $ 102.00 0.00% $ 102.00 0.00% 10,001 - 100000 63150.0021.6822 GST Exempt S per application $ 239.00 0.00% $ 239.00 0.00% over 100000 63150.0021.6822 GST Exempt S Cost of additional other development (including signage) Less than 10,000 63150.0021.6822 GST Exempt S per application $ 102.00 0.00% $ 102.00 0.00% 10,001 - 250,000 63150.0021.6822 GST Exempt S per application $ 604.00 0.00% $ 604.00 0.00% 250,001 - 500,000 63150.0021.6822 GST Exempt S per application $ 707.00 0.00% $ 707.00 0.00% over 500001 63150.0021.6822 GST Exempt S per application $ 815.00 0.00% $ 815.00 0.00% 25) AMENDMENT OF SUBDIVISION Application to subdivide land into two lots 63150.0021.6822 GST Exempt S per application $ 386.00 0.00% $ 386.00 0.00% Application to effect a realignment of a common boundary between lots or to consolidate two or more lots

63150.0021.6822 GST Exempt S per application $ 386.00 0.00% $ 386.00 0.00%

Application to subdivide an existing building 63150.0021.6822 GST Exempt S per application $ 386.00 0.00% $ 386.00 0.00% OTHER Prescribed fees Certificate of Compliance (S97N) 63150.0021.6822 GST Exempt S per application $ 147.00 0.00% $ 147.00 0.00% Determining something to Council's satisfaction under the Planning Scheme 63150.0021.6822 GST Exempt S per application $ 102.00 0.00% $ 102.00 0.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Banyule Bpi Banyule Building Permits and Inspections (Schedule B) DOMESTIC WORKS MINOR WORKS (Up to $12,000 value of works and within Metro area only) Type of Works (Inclusive of GST) Demolitions (Maximum 1 Inspection) 63100.0011.6815 Taxable C per permit $ 575.00 0.00% $ 575.00 0.00% Signs, Sheds, Verandahs, Pergolas, Carports, Timber Decks, etc, retaining walls, Underpinning, Re-Block (Maximum 2 Inspections) 63100.0011.6815 Taxable C per permit $ 465.00 0.00% $ 465.00 0.00% Swimming Pools 63100.0011.6815 Taxable C per permit $ 595.00 0.00% $ 595.00 0.00% Swimming pool fencing advice (to be paid prior to booking inspection.) 63100.0011.6815 Taxable C per permit $ 150.00 0.00% $ 150.00 0.00% Bushfire assessment (to be paid prior to booking inspection.) 63100.0011.6815 Taxable C per permit $ 285.00 0.00% $ 285.00 0.00% Modification and dispensation preparation fee. 63100.0011.6815 Taxable C per permit $ 330.00 0.00% $ 330.00 0.00% Amendment fee 63100.0011.6815 Taxable C per permit $ 230.00 0.00% $ 230.00 0.00% DWELLING ADDITIONS / ALTERATIONS (fee below, plus govt. levy) Value of Works($) C Up to 20,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 645 0.00% $ 645 0.00% Up to 20,000 - Builder 63100.0011.6815 Taxable C per permit $ 545 0.00% $ 545 0.00% 20,000 to 40,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 745 0.00% $ 745 0.00% 20,000 to 40,000 - Builder 63100.0011.6815 Taxable C per permit $ 685 0.00% $ 685 0.00% 40,001 to 80,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 875 0.00% $ 875 0.00% 40,001 to 80,000 - Builder 63100.0011.6815 Taxable C per permit $ 795 0.00% $ 795 0.00% DOMESTIC WORKS C

80,001 to 120,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 997 0.00% $ 997 0.00% 80,001 to 120,000 - Builder 63100.0011.6815 Taxable C per permit $ 882 0.00% $ 882 0.00% 120,001 and 160,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 1,240 0.00% $ 1,240 0.00% 120,001 and 160,000 - Builder 63100.0011.6815 Taxable C per permit $ 1,095 0.00% $ 1,095 0.00% 160,001 and 200,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 1,585 0.00% $ 1,585 0.00% 160,001 and 200,000 - Builder 63100.0011.6815 Taxable C per permit $ 1,465 0.00% $ 1,465 0.00%

200,001 and above 63100.0011.6815 Taxable C per permit Quote by building

surveyor 0.00% Quote by building

surveyor 0.00% DWELLINGS (fee below, plus govt. levy) Value of Works ($) Up to 150,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 1,285 0.00% $ 1,285 0.00% Up to 150,000 - Builder 63100.0011.6815 Taxable C per permit $ 1,175 0.00% $ 1,175 0.00% 150,001 to 200,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 1,495 0.00% $ 1,495 0.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change 150,001 to 200,000 - Builder 63100.0011.6815 Taxable C per permit $ 1,395 0.00% $ 1,395 0.00% 200,001 to 300,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 1,595 0.00% $ 1,595 0.00% 200,001 to 300,000 - Builder 63100.0011.6815 Taxable C per permit $ 1,495 0.00% $ 1,495 0.00% 300,001 to 400,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 1,825 0.00% $ 1,825 0.00% 300,001 to 400,000 - Builder 63100.0011.6815 Taxable C per permit $ 1,775 0.00% $ 1,775 0.00% 400,001 to 500,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 2,075 0.00% $ 2,075 0.00% 400,001 to 500,000 - Builder 63100.0011.6815 Taxable C per permit $ 1,965 0.00% $ 1,965 0.00% 500,001 to 600,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 2,345 0.00% $ 2,345 0.00% 500,001 to 600,000 - Builder 63100.0011.6815 Taxable C per permit $ 2,100 0.00% $ 2,100 0.00% 600,001 to 700,000 - Owner Builder 63100.0011.6815 Taxable C per permit $ 2,875 0.00% $ 2,875 0.00% 600,001 to 700,000 - Builder 63100.0011.6815 Taxable C per permit $ 2,375 0.00% $ 2,375 0.00%

Above 700,001 63100.0011.6815 Taxable C per permit Quote by building


surveyor 0.00% Country areas must have a quote. Notes: * Permit/Inspection fees do not include the Government levy charged at 0.00160 X calculated cost on the value of building works Type of Works (Inclusive of GST) UNIT DEVELOPMENT (Domestic) UNIT DEVELOPMENT (fee below, plus govt. levy) Value of Works ($) per unit Up to 150,000 63100.0011.6815 Taxable C per permit $ 900 0.00% $ 900 0.00% 200,000 63100.0011.6815 Taxable C per permit $ 1,000 0.00% $ 1,000 0.00% 300,000 63100.0011.6815 Taxable C per permit $ 1,200 0.00% $ 1,200 0.00% 400,000 63100.0011.6815 Taxable C per permit $ 1,300 0.00% $ 1,300 0.00% 500,000 63100.0011.6815 Taxable C per permit $ 1,400 0.00% $ 1,400 0.00% 600,000 63100.0011.6815 Taxable C per permit $ 1,700 0.00% $ 1,700 0.00% 700,000 63100.0011.6815 Taxable C per permit $ 2,000 0.00% $ 2,000 0.00%

Above 700,001 63100.0011.6815 Taxable C per permit Quote by building


surveyor 0.00% Notes: * Permit/Inspection fees do not include the Government levy charged at 0.00160 X calculated cost on the value of building works over $10,000. Domestic works only. Permit fees may be varied by the Municipal Building Surveyor depending on complexity of works COMMERCIAL WORKS Modification Preparation Fee 63100.0011.6815 Taxable C Per modification $ 330 0.00% $ 330 0.00% COMMERCIAL BUILDINGS (fee below, plus govt. levy) Value of Works ($) Up to 40,000 63100.0011.6815 Taxable C (2 inspections) $ 775 0.00% $ 775 0.00% 40,001 to 80,000 63100.0011.6815 Taxable C (4 inspections) $ 1,045 0.00% $ 1,045 0.00% 80,001 to 120,000 63100.0011.6815 Taxable C (5 inspections) $ 1,395 0.00% $ 1,395 0.00% 120,001 to 200,000 63100.0011.6815 Taxable C (6 inspections) $ 2,150 0.00% $ 2,150 0.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change 200,001 to 400,000 63100.0011.6815 Taxable C (6 inspections) $ 2,645 0.00% $ 2,645 0.00% 400,001 to 600,000 63100.0011.6815 Taxable C (8 inspections) $ 2,995 0.00% $ 2,995 0.00% 600,001 to 800,000 63100.0011.6815 Taxable C (9 inspections) $ 3,875 0.00% $ 3,875 0.00% 800,001 to 1,200,000 63100.0011.6815 Taxable C (9 inspections) $ 4,775 0.00% $ 4,775 0.00%

Above 1,200,001 63100.0011.6815 Taxable C Quote by building

surveyor Quote by building

surveyor Extra inspections will be charged at $95.00 each. Country Areas must have a Quote Notes: * Permit/Inspection fees do not include the Government levy charged at 0.00128 X calculated cost on the value of building works over $10,000. Commercial works only. BUILDING PERMIT EXTENSION FEES PERMIT EXTENSION FEES (fee below, plus govt. levy) Amount of time required 63100.0011.6815 Taxable C per permit $ 220 0.00% $ 220 0.00% Notes: A letter must be supplied detailing the amount of works completed and the amount of time required to complete the remaining works. Applicant must be aware that no further extensions will be possible. **Please refer clients to the building department for a quote on a building permit fee. *Permit/Inspection Fees do not include the Government Levy charged at 0.00160 x calculated cost on the value of building works over $10,000. Domestic works only GOVERNANCE, INFORMATION & LAWS PRESCRIBED INFORMATION [1] (Provision of prescribed accounts and records as listed in Part 10 Local Government Regulations 1990) COUNCIL MEETING ROOMS IVANHOE (Meetings only, functions not permitted) COUNCIL CHAMBERS Community Group 65010.0021.6739 Taxable C per hour $ 60.00 9.09% $ 60.00 0.00% Private 65010.0021.6739 Taxable C per hour $ 80.00 14.29% $ 80.00 0.00% NELLIE IBBOT ROOM Community Group 65010.0021.6739 Taxable C per hour $ 40.00 33.33% $ 40.00 0.00% Private 65010.0021.6739 Taxable C per hour $ 60.00 20.00% $ 60.00 0.00% TOM ROBERTS ROOM Community Group 65010.0021.6739 Taxable C per hour $ 40.00 33.33% $ 40.00 0.00% Private 65010.0021.6739 Taxable C per hour $ 60.00 20.00% $ 60.00 0.00% LOCAL LAW PERMITS Unless otherwise stated Local Law permits are 65108.0021.6842 GST Exempt C per annum $ 150.00 11.11% $ 155.00 3.33% Chairs and Tables2 65108.0021.6842 GST Exempt C per annum $ 160.00 3.23% $ 165.00 3.13% Signs and A Boards and Goods on Footpaths 65108.0021.6842 GST Exempt C per annum $ 160.00 3.23% $ 165.00 3.13% Goods on Footpaths (See above) 65108.0021.6842 GST Exempt C per annum $ 160.00 3.23% $ 165.00 3.13% Real Estate Advertising portable signs (New Charge) 65108.0021.6842 GST Exempt C per annum $ 530.00 2.91% $ 530.00 0.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change Busking per day 65108.0021.6842 GST Exempt C per day $ 155.00 0.00% $ 155.00 0.00% Itinerant Traders per day 65108.0021.6842 GST Exempt C per annum $ 1,340.00 0.00% $ 1,340.00 0.00%

Skips beyond size/time per site 65108.0021.6847 GST Exempt C per wk or part

thereof $ 100.00 0.00% $ 100.00 0.00% Shipping Containers / PODS (New Charge) 65108.0021.6847 GST Exempt per container $ 160.00 3.23% $ 165.00 3.13% Approved Charity Bin site 65108.0021.6842 GST Exempt C per annum $ 160.00 3.23% $ 160.00 0.00%

Storage of Building Materials 65108.0021.7004 GST Exempt C per permit

Permit $210 + Sq.mtrs x no of wks x

$60 3.23%

Permit $210 + Sq.mtrs x no of wks x $60 0.00%

Occupation Rd pavement/protruding materials/cranes C See above item See above item Temporary Street Closure (single event)3 per day Commercial plus inspection & material costs 73000.0021.6878 GST Free C per application $ 170.00 3.03% $ 170.00 0.00% Burning Off per event 65108.0021.6842 GST Exempt C per event $ 140.00 3.70% $ 140.00 0.00% Camping/Caravan permits per month (over 3 months) 65108.0021.7004 GST Exempt C per month $ 170.00 3.03% $ 170.00 0.00% Miscellaneous6 65108.0021.6841 Taxable C per application $ 135.00 0.00% $ 140.00 3.70% * Note:- Local Law Permit / Fees are non- refundable. Animals (Local Laws & Domestic Animals Act 1994) Keeping of Animals (more than prescribed number) 65106.0021.6841 GST Exempt C per year $ 25.00 25.00% $ 40.00 60.00% Registration Full Fee Dogs + State levy below 65106.0021.6839 GST Exempt S + levy below $ 98.00 0.00% $ 98.00 0.00% Registration Reduced Fee Dogs + State levy below 65106.0021.6839 GST Exempt S + levy below $ 32.00 -3.03% $ 32.00 0.00% State Government Levy Dogs 65106.0021.6839 GST Exempt S levy $ 3.50 0.00% $ 3.50 0.00% Registration Full Fee Cats + State levy below 65106.0021.6840 GST Exempt S + levy below $ 78.00 -2.50% $ 78.00 0.00% Registration Reduced Fee Cats + State levy below 65106.0021.6840 GST Exempt S + levy below $ 26.00 -3.70% $ 26.00 0.00% State Government Levy Cats 65106.0021.6839 GST Exempt S levy $ 2.00 0.00% $ 2.00 0.00% Pro - rata registration fees apply from 1 October based on whether animal is newly acquired not applicable where registration should have been renewed. Replacement Registration Tag 65106.0021.6839 Taxable C as required $ 5.00 0.00% $ 5.00 0.00% Inspection of Animal Records (per record) 65106.0021.6840 GST Exempt S per record $ 25.00 0.00% $ 25.00 0.00% Animal Business Registration Application 65106.0021.6838 GST Exempt S Per Premises $ 165.00 0.00% $ 170.00 3.03% **Note: Refunds are only applicable for full fees and shall be calculated on a quarterly basis of unused portion, less an administrative charge of $5. No refund less than $10 shall be given. OTHER (Local Law) Parking Matters Resident Schemes/first permit 65104.0021.6844 GST Exempt C per annum $ 25.00 0.00% $ 25.00 0.00% Resident Schemes/second permit 65104.0021.6844 GST Exempt C per annum $ 40.00 0.00% $ 40.00 0.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change First Visitor Permit 65104.0021.6844 GST Exempt C per annum $ 40.00 0.00% $ 40.00 0.00% Second Visitor permit 65104.0021.6844 GST Exempt C per annum $ 60.00 0.00% $ 60.00 0.00% Tradesman/Work permit 65104.0021.6844 GST Exempt C per annum $ 60.00 33.33% $ 80.00 33.33% Disabled Permits 65104.0021.6844 GST Exempt C per annum $ 5.00 0.00% $ 5.00 0.00% Replacement Disabled Motorist Permit (subject to discretion) 65104.0021.6844 GST Exempt C as required $ 10.00 42.86% $ 10.00 0.00% Parking Meter Fees 65104.0021.6843 Taxable C per day $ 10.00 100.00% $ 10.00 0.00% RELEASE FEES (Local Government Act) Shopping Trolleys 65108.0021.6845 GST Exempt C each $ 40.00 -50.00% $ 40.00 0.00% Trolley fitted with kart saver 65108.0021.6845 GST Exempt C each $ 30.00 50.00% $ 30.00 0.00% Derelict Vehicles & Impoundment Costs 65108.0021.6836 GST Free C each $ 500.00 78.57% $ 500.00 0.00% Obstructions/A Boards & Impoundment Costs 65108.0021.6846 GST Exempt C each $ 160.00 10.34% $ 160.00 0.00% Miscellaneous small items & Impoundment Costs 65108.0021.6846 GST Exempt C each $ 160.00 10.34% $ 160.00 0.00% Miscellaneous large items & Impoundment Costs 65108.0021.6846 GST Exempt C each + Cost $ 160.00 10.34% $ 160.00 0.00% Dog Pound Release 65104.0021.6833 GST Exempt C per day $ 99.00 0.00% $ 99.00 0.00% Miscellaneous Permits & Costs Per Event 65108.0021.6848 GST Free C per event $ 150.00 11.11% $ 150.00 0.00% Where a fee is greater than $60, the first $50 of each fee is considered the application fee. Permits may require certain conditions and the normal public liability insurance cover required is $5 million. TRAFFIC INFRINGEMENT NOTICES - Set by Victorian State Regulations

(Road Rules Victoria) 65104.0021.6835 GST Exempt S

$70 and $119 until 1st of July and will be increased by State Government 0.00%

$70 and $119 until 1st of July and will be increased by State Government 0.00%

Set by Council under Road Safety Act 1986

(Discretionary Fines) Up to 0.5 penalty units 65104.0021.6834 GST Exempt S

$60 until 1st of July and will be increased by State Government 0.00%

$60 until 1st of July and will be increased by State Government 0.00%

Infringement Debt Collection Fees Various GST Exempt C

New Freedom of Information Pursuant to Section 22 of the Act Application fee (Set by Government) 31210.0021.6702 GST Exempt S per application $ 24.00 0.00% $ 24.00 0.00% Charges for access to documents

per hour 31210.0021.6702 GST Exempt S per hour $ 20.00 0.00% $ 20.00 0.00% per 1/4 hour or part thereof 31210.0021.6702 GST Exempt S per 1/4 hour $ 5.00 0.00% $ 5.00 0.00%

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change per page (A4) or part thereof non colour photocopying 31210.0021.6702 GST Exempt S per page $ 0.25 0.00% $ 0.25 0.00% COPORATE CHARGES PHOTOCOPYING & FILE ACCESS File Retrieval - Commercial Offsite storage 31010.0021.6705 Taxable C per request $ 80.00 33.33% $ 80.00 0.00% File Retrieval - Council Offsite storage 31010.0021.6705 Taxable C per request $ 50.00 66.67% $ 50.00 0.00% Photocopies*

Black & White A4 31010.0021.6705 Taxable C & S per page $ 0.20 0.00% $ 0.20 0.00% Colour A4 31010.0021.6705 Taxable C & S per page $ 1.00 0.00% $ 1.00 0.00% A3 31010.0021.6705 Taxable C per page $ 1.20 9.09% $ 1.20 0.00% A2 31010.0021.6705 Taxable C per page $ 2.30 4.55% $ 2.30 0.00% A1 31010.0021.6705 Taxable C per page $ 3.40 3.03% $ 3.40 0.00% A0 31010.0021.6705 Taxable C per page $ 4.50 2.27% $ 4.50 0.00% A Council may fix reasonable fees for the inspection and copy of documents containing prescribed matters as per s223 of the Local Government Act 1989 CORPORATE SERVICES - FINANCIAL SERVICES Certificate Fees Land Information Certificate 52000.0021.6805 GST Exempt S per certificate $ 20.00 0.00% $ 20.00 0.00% Urgent Land Information Certificate 52000.0021.6803 Taxable C per certificate $ 15.00 New Fee Rates Collection Fee 59550.0021.6050 GST Exempt C $ 20.00 New Fee Special Rates & Charges Collection Fee Various GST Exempt C $ 20.00 New Fee Accounts Receivable Collection Fees Various GST Exempt C $ 20.00 New Fee Fees for Tender Document Tender Fees (Minimum) 51000.0021.6801 Taxable C $ 50.00 0.00% $ - * (Maximum) 51000.0021.6801 Taxable C $ 200.00 0.00% $ - * COMMUNICATIONS Income Filming Application Fee 34000.0021.6994 Taxable C Per Request $ 150.00 0.00% $ 150.00 0.00% Income Fees Filming On Banyule Property Filming First Full Day 34000.0021.6995 Taxable C Full Day $ 550.00 10.00% $ 550.00 0.00% Filming Subsequent Full Day 34000.0021.6995 Taxable C Full Day $ 275.00 10.00% $ 275.00 0.00% Filming Half Day First Day 34000.0021.6995 Taxable C Half Day $ 275.00 10.00% $ 275.00 0.00% Filming Half Day Subsequent Day 34000.0021.6995 Taxable C Half Day $ 150.00 20.00% $ 150.00 0.00% Note: Extended filming on application - Negotiable Commercial Still Photography Per Day 34000.0021.6995 Taxable C Per Day $ 300.00 9.09% $ 300.00 0.00% Commercial Still Photography Half Day 34000.0021.6995 Taxable C Half Day $ 185.00 12.12% $ 185.00 0.00% Students Film 34000.0021.6995 Taxable C No Fee No Fee Tender Security Deposit % of Contract % of Contract

Appendix E





S = Statutory

Frequency/ Weight


2012/2013

2011/12- 2012/13


2013/2014

2012/13- 2013/14

% Change CUSTOMER SERVICE Possum Cage Hire 31020.0021.6703 Taxable C per 14 days $ 35.00 16.67% $ 35.00 0.00% Possum Cage Hire (Pensioners) 31020.0021.6703 Taxable C per 14 days $ 20.00 11.11% $ 20.00 0.00% Possum Cage Hire (Additional Days) 31020.0021.6703 Taxable C per day $ 5.00 150.00% $ 5.00 0.00%

continuousimprovement

responsivenessaccessibility

qual

ity &

cos

t sta

ndar

ds

community

reportingqualitycity plan

best

val

ue

performance

profileCouncil

committees

assets

servicecentre

corporate governancepublic participation de

velo

pmen

tre

sour

ces

corp

orat

e go

vern

ance

com

mun

ity

cons

ulta

tion

audi

t

grants

of informationfreedom eq

ual

oppo

rtun

ity

local laws

stru

ctur

e

ward funding events

people

planet

plac

e

pros

peri

ty

resources

planning

consultation

part

icip

atio

n

stra

tegi

c in

dica

tors

reporting

standard statementsdiversity

best value

rates

rates

rates

strategy

city

city plan

workforce development

manageservice

accessibilitycity

peop

le

city prosperity

council

plac

epl

anet

actio

n pl

an

action plan

BANYULE CITY COUNCIL BUDGET 2013 - 2014

How to contact your council

For all enquires please call

9490 4222Fax: 9499 9475

Email: [email protected]

Website: www.banyule.vic.gov.au

If your hearing or speech is impaired, you can call us through the National Relay Service on 133 677 (TTY) or 1300 555 727 (ordinary handset) and ask for 9490 4222.

All correspondence to: PO Box 51, Ivanhoe, 3079 DX 97904 Ivanhoe

Council Service Centres: Ivanhoe - 275 Upper Heidelberg Road Rosanna - 44 Turnham Avenue Greensborough - 9-13 Flintoff Street

All offices are open: Monday to Friday 8.30am-5pm Rosanna - Wednesday night until 7pm Greensborough - Saturday 9am - 12noon

back cover coverB

AN

YU

LE CIT

Y C

OU

NC

IL BU

DG

ET

20

13 - 2

014