Budget report 2013 2014

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BANYULE CITY COUNCIL BUDGET REPORT 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

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3 - 2014

Banyule City Council Budget Report

2013/2014

Contents Page

Mayor’s introduction 3

Chief Executive Officer’s report 6

Budget processes 14

Overview

1. Linkage to the Council Plan 16

2. Activities, initiatives and key strategic activities 27

3. Budget influences

65

Budget analysis

4. Analysis of operating budget 70

5. Analysis of budgeted cash position 77

6. Analysis of capital budget 81

7. Analysis of budgeted financial position 87

Long term strategies

8. Strategic resource plan and key financial indicators 90

9. Rating information 95

10. Other strategies 97

Appendices

A Budgeted standard statements 103

B Statutory disclosures 109

C Capital works program 117

D Key strategic activities 138

E Fees and charges schedule 146

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 $80.26 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 $59.24 million for 2013/2014

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/permit of the Ivanhoe Library site

$350,000

Completion of our Stormwater Harvesting Project - at 3 locations

Chelsworth Park, Kalparrin Group, De Winton Park stormwater

re-use project

$1.80M

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

Cyril Cummins Hockey- indoor facility feasibility study $30,000

Yulong Reserve, Bundoora - cricket net replacement

$70,000

Telfer Reserve Masterplan - 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 St 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 Ave, 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 Rd 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


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. We are, however, not resting on

our laurels and through extensive consultation.

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.


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.


5. Capital works

The capital works 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 funding

required, $ 8.15 million will come from Council operations, $3.04 million from external grants and

contributions, $30.07 million from loans and $12.99 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.


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.


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

Banyule City Council Budget Report– 2013/2014 14

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 2013 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. The key dates for the budget process are summarised below:

Budget process Timing

Annual councillor planning forum introducing the 10 year

capital works program, 4 year strategic budget and

strategic resource plan

23 Nov and

17 Dec

First draft of 4 year capital program 25 January

Meeting no: 1 to review evaluation/scoring of 4 year capital

projects 25 January

Snapshot of general ledger for 2012/13 financial projection

purposes 29 January

Meeting no: 2 to review evaluation/scoring of 4 year capital

projects 11 February

4 year operating/strategic budget including schedule of fees

and charges to be returned to Financial Services 25 February

Budget projections to 30 June 2013 to be returned to

Finance 25 February


Budget process Timing

Meeting no 1 to review draft 4 year operating/strategic

budget 1 March

Meeting no 2 to review draft 4 year operating/strategic

budget 12 March

First councillors meeting to discuss 4 year

operating/strategic budget 18 March

Second councillors meeting to discuss 4 year strategic and

operating budget, overview/parameters, capital program,

schedule of fees and charges.

25 March

Third and final Councillors meeting to discuss 4 year

strategic and operating budget, overview/parameters,

capital program, schedule of fees and charges.

3 April

Council Meeting to resolve to give:

Notice of Preparation of 2013/2014 Operating

Budget.

6 May


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. 5/2103).


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.

(Note: These diagrams will be updated as the objectives, key directions and strategic indicators are refined

during this City Planning process.)



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, Inclusion Support Facilitators,

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, Employment Programs, 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.


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 St, 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 West Heidelberg 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.

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.

1.6 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

1.1 Promote and support

health and wellbeing

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



1.1E CSI – Community and cultural activities Equal to or greater than



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:


2013-2014

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



1.2B CSI – Elderly support services Equal to or greater than



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%

1.3 Develop and promote

safety and resilience in

our community

1.3A Percentage of people who feel safe in

Banyule

80%

1.3B Performance against Safer Banyule Action

Plan (% actions completed on time)

80%

1.4 Celebrate and

promote Banyule’s

diversity and heritage

1.4A CSI – Art centres and libraries Equal to or greater than



1.4B CSI – Community and cultural activities Equal to or greater than



1.4C Attendance at Banyule festival 10,000

1.5 Support people to

achieve their

economic potential

4.1A 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

4.1B 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



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


2.2 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


Expenditure

(Revenue)

Net Cost

$'000

Parks & Gardens


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

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 & reserves

waste collection

Cleansing: - mechanical footpath sweeping of shopping

13,417

(10,125)

3,288


centres, mechanical sweeping of sealed roads, cleaning of

public toilets and bbq’s, 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 Rd 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.


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


2013-2014

2. Planet: Environmental sustainability

2.1 Protect and enhance our

natural environment

2.1A CSI – Environmental sustainability Equal to or greater than



2.1B Number of tree plantings (Council tree

plantings in streets and parks)

1,000

2.2 Conserve water and

improve stormwater

quality and impact

2.2A CSI – Environmental sustainability Equal to or greater than



2.2B Performance against Planet: Environmental

Sustainability Action Plan (% actions

completed on time

90%

2.2C Council’s water use Less than 200 megalitres

2.3 Deliver appropriate

action on climate change

2.3A CSI – The appearance of public areas Equal to or greater than





completed on time

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



2.4B Percentage of waste diverted from landfill 56%

2.4C Percentage of ‘consumer waste’ diverted

from landfill (ie excludes greenwaste)

41%

2.5 Act as environmental

stewards

2.5A Performance against Planet: Environmental


completed on time

90%

2.5B Attendance at Council’s Rethink Centre

waste education programs

5,400


2.3 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


Expenditure

(Revenue)

Net Cost

$'000

Major Projects and

Infrastructure


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


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



Development -

Infrastructure Assets,

Strategic Planning,

Economic Planning,

Property Services, and

Valuations


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


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 Rd - Glen Katherine Dr to Maxine Dr


Sherbourne Rd - Mountain View Rd to Lorraine Dr

Princes St - Watsonia Rd to Ladd St

Nepean St - McKenzie Ct to Cul-De-Sac

Wungan St - Iona Ct to Cherry St

Lloyd St - Dresden St to Waterdale Rd

Malahang Pde - Waterdale Rd to Oriel Rd

Warrawee Dr - Grimshaw St to Cameron Pde

Shelly St - Lloyd St to Outhwaite Rd

Cleveland Av - Lakeside Dr to Henty Rd

Trist St - Meakin St to Sellars St

Coventry St - Cul-De-Sac to James St

Fernside Ave - Porter St to Hyacinth St

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.

3.1.5 Encourage the community to contribute to the greening of Banyule


Develop a West Heidelberg Garden Competition.

Implement the Price Park Masterplan

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

3.3 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 this 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,

including:

Provide material support to the Greensborough Chamber of Commerce

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 Rd

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




2013-2014

3. Place: Sustainable amenity and built environment

3.1 Maintain and improve

Banyule as a great place to

live

3.1A Percentage of planning applications completed

within statutory timeframe (60 days)

70%

3.1B VLG infrastructure indicator: renewal ratio 0.43:1

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%

3.2 Strengthen local activity

and employment areas

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


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


average for 2013

3.3 Support thriving

commercial and retail

activity



organisations (eg. neighbouring Councils, State

and Federal Government, Regional


associations, etc)

15



events

300

3.3C Number of businesses that are participating in

special rates schemes

1000

3.4 Enhance Banyule’s public

and open spaces

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


average for 2013

3.5 Support sustainable

transport

3.5A CSI – Parking facilities Equal to or greater than the


average for 2013

3.5B CSI - Traffic management Equal to or greater than the


average for 2013

3.5C Linear metres of shared paths/ trails renewed,

upgraded and new.

900 metres


2.4 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


Expenditure

(Revenue)

Net Cost

$'000

Governance,

Information and Laws

– Governance and

Information

Management


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

2,773

(0)

2,773

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


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 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.




2013-2014

4. Participation: Community involvement and community life

4.1 Engage meaningfully with

our community

4.1A CSI - Overall performance of Council Equal to or greater than



4.1B CSI - Customer service Equal to or greater than



4.1C CSI - Community consultation and

engagement

Equal to or greater than



4.1D Visits to website Base to be determined*

4.2 Encourage diverse and

inclusive community

participation

4.2A CSI – Informing the community Equal to or greater than



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

4.4 Provide outstanding

communications and

customer service

4.4A CSI - Overall performance of Council Equal to or greater than



4.4B CSI - Customer service Equal to or greater than



4.4C CSI – Informing the community Equal to or greater than




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:






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

To achieve our Strategic Resource Plan and City Plan objective of Performance - Use Our Resources

Wisely, we will continue to plan, deliver and improve high quality, cost effective, accessible and

responsive services. The activities and initiatives for each service category and key strategic activities is

described below.

Activities


Expenditure

(Revenue)

Net Cost

$'000

Information

Technology


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


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


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.

22,230

(5,335)

16,895

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:


5. Performance - Use Our Resources Wisely


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.


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


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


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.


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



2013-2014

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

5.1 Develop and deliver best

value services and

facilities

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



5.1C CSI – Informing the community Equal to or greater than



5.2 Provide responsible

financial management

and business planning

processes

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%

5.3 Enable good governance

and accountability with

minimal risk

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



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



2013-2014

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


75%

5.4 Create a productive and

engaged workforce

5.4A Performance against Workforce Strategy

and Action Plan (Human Resources Strategic

Plan) (% actions completed on time)

80%

5.5 Maintain and strengthen

corporate information

and innovation

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.


5.6 Plan and manage the

systems and assets that

support Council’s service

delivery

5.6A Percentage of core IT systems availability 98%

5.6B Maintain full certification for all services to the

most recent National/ International standards

in Quality, Occupational Health & Safety, and

Environmental Management.


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 7,052 7,061 (9)

5 Performance:

Use Our Resources Wisely 25,444 30,867 (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.


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 less 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.



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.


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

Contributions - non-monetary assets 0 0 0

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 the 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 Centre, 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

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

50,000

55,000

60,000

65,000

$'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, work cover, 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 $’000

Banyule 620.02 619.11 0.91

Total 620.02 619.11 0.91

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.

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


Waste Disposal Costs are forecast to decrease by 3.91% or $0.26 million compared to 2012/13.

Furthermore, programme 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 years 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/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 does not equal the surplus/(deficit) for the year as the

expected revenues and expenses of the Council include non-cash items which have been excluded

from the Cash Flow Statement. The budgeted operating result is reconciled to budgeted cash flows

available from operating activities as set out in the following table.


$’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 is 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.


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 St 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 a 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 3,047 -20,833

Community contributions 6.2.3 2,653 197 -2,456

Loan funds 6.2.4 2,570 27,500 24,930

Proceeds on sale of assets 6.2.5 9,289 9,610 321

Revenue 6.2.6 512 6,076 5,564

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 - ($28.05 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 $3.05 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 $7.33 million and will transfer

the funds to reserves for future allocation.

6.2.3 Community contributions ($0.197 million)

Community contributions is 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% 5.14%

0.33%

46.42%

16.22%

10.26%

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 ($9.61 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 ($6.08 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 $6.08 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 motor vehicles ($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, that 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 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 does 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 expenditure 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 major projects. 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 responsive ness 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.

No

tes


Indicator Budget Budget Projections Trend

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

Financial performance

Underlying result/Underlying

revenue 1 -3.1% -1.4% 2.4% 4.5% 4.1% +

Expenses/No. of Assessments $2,280 $2,329 $2,397 $2,420 $2,532 o

Rate revenue/Underlying revenue 2 55.1% 64.3% 67.1% 69.9% 71.2% -

Rate revenue/No. of Assessments $1,309 $1,535 $1,650 $1,772 $1,872 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 $1,136 $1,701 $1,661 $1,619 $1,317 +

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.


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 Rate Increases over five years

Rate Total Rates

and Charges

Year Increase Budget

% $’000

2012/13 4.99% 67,368

2013/14 7.95% 79,762

2014/15 7.95% 86,235

2015/16 7.95% 93,154

2016/17 5.95% 98,960

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 1,401 197 2,500 28,047 9,610 6,076 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 councils 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


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


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


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


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


Reconciliation of net movement in infrastructure, property, plant and

equipment

Budget Budget


Projections

2012/13 2013/14 2014/15 2015/16 2016/17

$’000 $’000 $’000 $’000 $’000


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


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


$ $

Residential Improved 58,955,174 64,215,832

Residential Vacant 662,293 608,102

Commercial Improved 5,026,337 5,497,285

Commercial Vacant 66,956 68,536

Industrial Improved 1,717,014 1,866,263

Industrial Vacant 53,603 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 66,540,737 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


$ $

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


$ $

Residential Improved 26,780,641,900 27,022,088,900

Residential Vacant 222,852,000 189,548,000

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 2,936,461.00 6,559,243.00

Kerbside collection 0.00 0.00

Recycling 0.00 0.00

Total 2,936,461.00 6,559,243.00

2.10 The estimated total amount to be raised by rates and charges:

2012/13 2013/14

$ $

Rates 66,540,738 72,370,934

Supplementary Rates 500,488 500,920

Municipal Charge 2,936,462 6,559,244

Supplementary Municipal Charge 22,793 24,757

Total 70,000,481 79,455,855

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


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


rateable industrial vacant properties; and


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.

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.

Residential Vacant Land

Appendix B


Objective to encourage the development of land for residential purposes; and 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


Commercial/Industrial Vacant Land

Objective:

To encourage the development of land for commercial or industrial purposes; and

ensure that such rateable land makes an equitable financial contribution to the cost of carrying out

the functions of Council, including the:





4. provision of strategic and economic management, town planning and general support

services; and


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 of Land:




referred to in the Banyule Planning Scheme.

Appendix B


Commercial/Industrial Improved Land

Objective:

All buildings which are now constructed on the land or which are constructed prior to the expiry of

the 2013/2014 Financial Year.

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:






services; and


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 of Land:





Types of Buildings:



Appendix B


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:






services; and


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 of Land:

Any use permitted under the Banyule Planning

Scheme.




Types of Buildings:



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 $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



Renewal


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



Renewal


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



Renewal


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 $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 $100,000 $100,000

Appendix C



Renewal


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



Renewal


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 $310,000 $310,000

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 Commits. 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 St Drain - Fix drainage point

into Salt Creek to stop erosion. (Cr Melican) Ibbott $10,000 $10,000

Appendix C



Renewal


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 Rd (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 - Lightning around trees. (Cr

Melican) Ibbott $8,000 $8,000

Economic

Development

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

Economic

Development

Special Rates and Charges - Heidelberg Central

(89874) Griffin $172,843 $172,843

Economic

Development

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

Economic

Development

Special Rates and Charges - East Ivanhoe No. 3

(89886) Griffin $74,000 $74,000

Economic

Development

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

Economic

Development

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

Appendix C



Renewal


Economic

Development

Special Rates and Charges - Montmorency No 3

(89867) Hawdon $44,796 $44,796

Economic

Development

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

Economic

Development

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

Economic

Development

Special Rates and Charges - Lower Plenty No. 3

(89888) Hawdon $34,320 $34,320

Economic

Development

Special Rates and Charges - Greensborough No. 2

(89868) Bakewell $239,100 $239,100

Economic

Development

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

Economic

Development

Council contribution to Banyule Business Incubator

project at Bell St Mall. (Cr Langdon) Olympia $30,000 $30,000

Economic

Development

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%. Project IN - Special Rate

Charge

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

Appendix C



Renewal


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 accreditation - Maintains

ISO14001 environmental accreditation and allows

audit of the Councils Environmental Management

System (EMS).

City Wide $12,500 $12,500

Environment

Green Power & Offsets - - purchase 100%

greenpower for remaining electricity use and offsets

for other remaining emissions

City Wide $36,000 $36,000

Appendix C



Renewal


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


Leisure and

Sport

Telfer Reserve Masterplan - 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



Renewal


Leisure and

Sport

Simms Road Reserve Master Plan - Montmorency

Junior Football Club - Pavilion and Ground

Construction (Cr Briffa). See Pavilions for

Construction Funding.

Hawdon $50,000 $50,000

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 (C. Briffa) See Councillor Funds.

Hawdon $800,000 $200,000 $600,000

Appendix C



Renewal


Leisure and

Sport

Capitalised Labour - Simms Road Pavilion $50,000 $50,000

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


Open Space

Aboriginal art-sculpture trail/native garden along the

walk way from Catalina Street and Northland. 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


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

Appendix C



Renewal


Open Space Barbeque Replacement and Renewal Program - BBQ's

internal components. City Wide $24,000 $24,000

Open Space Andrew Yandell reserve staircase, St Helena Rd 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, BBQ

and shelter and a bus shelter/public seating on Bond

Street. (Cr Langdon)

Olympia $15,000 $15,000

Playgrounds Olympia Green Reserve - BBQ 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

Appendix C



Renewal


Playgrounds John McRobbie Reserve - Macleod Ibbott $40,000 $40,000

Playgrounds Viewbank Reserve - Viewbank Hawdon $55,000 $55,000

Playgrounds Rise Reserve - St 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 St. 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 Rd - Glen Katherine Dr to Maxine Dr Beale $168,810 $168,810

Roads High St - Bungay St to Morwell Av

Grimshaw $36,285 $36,285

Roads Sherbourne Rd - Mountain View Rd to Lorraine Dr Beale $88,470 $88,470

Roads Princes St - Watsonia Rd to Ladd St Olympia $56,925 $56,925

Appendix C



Renewal


Roads Acacia Ct – Moreton Cr to Cul-De-Sac (W) Grimshaw $9,630 $9,630

Roads Elizabeth Gv - Doidge St to Olympic St Grimshaw $15,795 $15,795

Roads Donald St - Echuca Rd to Paterson Cr Bakewell $12,300 $12,300

Roads Nepean St - McKenzie Ct to Cul-De-Sac (E) Bakewell $90,540 $90,540

Roads Wungan St - Iona Ct to Cherry St Ibbott $169,343 $169,343

Roads Lloyd St - Dresden St to Waterdale Rd Olympia $82,080 $82,080

Roads Shelly St - Lloyd St to Outhwaite Rd Olympia $42,975 $42,975

Roads Blackwood Pde - Ebony Pde to Southern Rd Olympia $15,930 $15,930

Roads Malahang Pde - Waterdale Rd to Oriel RD Olympia $42,225 $42,225

Roads Warrawee Dr - Grimshaw St to Cameron Pde Grimshaw $28,605 $28,605

Roads Beaumont St - Dead End (W) to Kenmare St Grimshaw $20,775 $20,775

Roads Elonera Av - London Ct to Elder St Bakewell $15,408 $15,408

Roads Marshall St - Lwr Heidelberg Rd to Toora St Griffin $13,842 $13,842

Roads Boyd Cr - Pacific Dr to Buna St Olympia $10,410 $10,410

Roads Cleveland Av - Lakeside Dr to Henty Rd Hawdon $27,990 $27,990

Roads Cypress St - Ebony Pde to Lancewood Av Olympia $8,250 $8,250

Roads Trist St - Meakin St to Sellars St Grimshaw $26,505 $26,505

Appendix C



Renewal


Roads Endeavour Ct - Thornton Av to Cul-De-Sac (W) Grimshaw $8,505 $8,505

Roads Coventry - Burke St to Burke St Hawdon $31,515 $31,515

Roads Achillies St - Perth St to Dougharty Rd Olympia $14,205 $14,205

Roads Adeline St - Hobson St to Grimshaw St Bakewell $14,925 $14,925

Roads Amiet St - Henry St to Ethel St Bakewell $19,605 $19,605

Roads Ayton St - Valentine St to Hawker St Olympia $16,920 $16,920

Roads Bernard Cr - Jacqueline Rd to Carolyn Cr Grimshaw $18,480 $18,480

Roads Borlase St - Drysdale St to Debra Ct Bakewell $14,655 $14,655

Roads Boston - Anderson Pde to Cul-De-Sac (N) Grimshaw $7,500 $7,500

Roads Capitalised Labour - Local Roads $100,000 $100,000

Roads Fernside - Porter St to Hyacinth St 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

Strategic

Planning

The Bell Street Mall Master Plan Implementation Olympia $28,763 $28,763

Appendix C



Renewal


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

Strategic

Planning

Environmental Efficient Design Guidelines. Anendment

Process and Planning panel. City Wide $5,000 $5,000

Appendix C



Renewal


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, root barriers. - Council Premises (29

Preschools, 3 Occassional Care Centres, 1 Day Care

Centre). Meet lease agreement.

City Wide $30,000 $30,000

Trees

Condition Assessments and Works - trimming,

removals, root barriers. - Public Open Space including

Shared Trails, Reserves (Playgrounds, Car Parks,

BBQ's, Buildings, Fences, Footpaths. 3 Yr Cycles.

City Wide $35,000 $35,000

Appendix C



Renewal


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 $65,670,176 $26,986,473 $5,440,760 $605,000 $26,215,068 $6,422,875

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 $1,203,544

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 $65,670,176

Appendix D


Appendix D


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


2013-2014

1. People: Community strengthening and support

1.1 Promote and support

health and wellbeing

1.1A CSI – Recreational facilities Equal to or greater than the


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


average for 2013

1.1E CSI – Community and cultural activities Equal to or greater than the


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


average for 2013

1.2B CSI – Elderly support services Equal to or greater than the


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%

1.3 Develop and promote

safety and resilience in

our community


1.3B Performance against Safer Banyule Action Plan (%

actions completed on time)

80%

Appendix D



2013-2014

1. People: Community strengthening and support (Continued)

1.4 Celebrate and promote

Banyule’s diversity and

heritage

1.4A CSI – Art centres and libraries Equal to or greater than the


average for 2013

1.4B CSI – Community and cultural activities Equal to or greater than the


average for 2013

1.4C Attendance at Banyule festival 10,000

1.5 Support people to

achieve their economic

potential


delivered in partnership with other organisations

(eg. neighbouring Councils, State and Federal

Government, Regional Development

organisations, traders associations, etc)

15


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


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



2013-2014

2. Planet: Environmental sustainability

2.1 Protect and enhance our

natural environment

2.1A CSI – Environmental sustainability Equal to or greater than the


average for 2013

2.1B Number of tree plantings (Council tree

plantings in streets and parks)

1,000

2.2 Conserve water and

improve stormwater

quality and impact

2.2A CSI – Environmental sustainability Equal to or greater than the


average for 2013


Sustainability Action Plan (% actions completed

on time

90%

2.2C Council’s water use Less than 200 megalitres

2.3 Deliver appropriate action

on climate change

2.3A CSI – The appearance of public areas Equal to or greater than the


average for 2013



on time

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


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%

2.5 Act as environmental

stewards

2.5A Performance against Planet: Environmental


on time

90%

2.5B Attendance at Council’s Rethink Centre waste

education programs

5,400

Appendix D



2013-2014

3. Place: Sustainable amenity and built environment

3.1 Maintain and improve

Banyule as a great place to

live

3.1A Percentage of planning applications completed

within statutory timeframe (60 days)

70%

3.1B VLG infrastructure indicator: renewal ratio 0.43:1

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%

3.2 Strengthen local activity

and employment areas

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


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


average for 2013

3.3 Support thriving

commercial and retail

activity



organisations (eg. neighbouring Councils, State

and Federal Government, Regional


associations, etc)

15



events

300

3.3C Number of businesses that are participating in

special rates schemes

1000

3.4 Enhance Banyule’s public

and open spaces


3.4B CSI – The appearance of public areas Equal to or greater than the


average for 2013

3.5 Support sustainable

transport

3.5A CSI – Parking facilities Equal to or greater than the


average for 2013

3.5B CSI - Traffic management Equal to or greater than the


average for 2013

3.5C Linear metres of shared paths/ trails renewed,

upgraded and new.

900 metres

Appendix D



2013-2014

4. Participation: Community involvement and community life

4.1 Engage meaningfully with

our community

4.1A CSI - Overall performance of Council Equal to or greater than the


average for 2013

4.1B CSI - Customer service Equal to or greater than the


average for 2013

4.1C CSI - Community consultation and engagement Equal to or greater than the


average for 2013


4.2 Encourage diverse and

inclusive community

participation

4.2A CSI – Informing the community Equal to or greater than the


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


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

4.4 Provide outstanding

communications and

customer service

4.4A CSI - Overall performance of Council Equal to or greater than the


average for 2013

4.4B CSI - Customer service Equal to or greater than the


average for 2013

4.4C CSI – Informing the community Equal to or greater than the


average for 2013


4.4E Average time taken to answer telephone call

enquiries

Within 2 minutes

4.4F Percentage of customer requests actioned


75%

Appendix D



2013-2014

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

5.1 Develop and deliver best

value services and facilities

5.1A Maintain full certification for all services to the





5.1B CSI - Overall performance of Council Equal to or greater than the


average for 2013

5.1C CSI – Informing the community Equal to or greater than the


average for 2013

5.2 Provide responsible

financial management and

business planning processes

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%

5.3 Enable good governance

and accountability with

minimal risk

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


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


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


75%

5.4 Create a productive and

engaged workforce

5.4A Performance against Workforce Strategy and

Action Plan (Human Resources Strategic Plan) (%

actions completed on time)

80%

Appendix D



2013-2014

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

5.5 Maintain and strengthen

corporate information and

innovation

5.5A Percentage of Freedom of Information

requests responded to within statutory

timeframes (45 days)

80%






5.6 Plan and manage the

systems and assets that

support Council’s service

delivery

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


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%

Appendix E


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

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 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%



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%

Appendix E


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

Drainage Cleaning Systems 73150.0021.6892 Taxable C Quote

Quote

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

Appendix E


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

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






Minor works (less than 8 sqm)

Works conducted on, or on any part

of, the roadway, shoulder or pathway






Appendix E


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

Works NOT conducted on, or on any

part of, the roadway, shoulder or

pathway


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%



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%

Appendix E


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

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

Twighlight 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%

Appendix E


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

Community Food Stall With Power 42231.0021.6745 Taxable C per stall $ 85.00 6.25% $ 85.00 0.00%





Note: Stalls run at both Twilight Sounds

and KAFF receive a 10% discount.

Carols by Candelight

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%


Community Food Vendor 42234.0021.6745 Taxable C per stall $ 45.00 12.50% $ 45.00 0.00%




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

Appendix E


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

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 – 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


to 11.00 p.m. 42060.0021.6739 Taxable C per day $ 850.00 6.25% $ 950.00 11.76%

Appendix E


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

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%

WITHERS ROOM


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 mth 7 day membership 42610.0021.7451 Taxable C 18 holes $ 1,100.00 New Fee

12 mth 5 day membership 42610.0021.7451 Taxable C 18 holes $ 850.00 New Fee

Senior/conc 12 mth Membership 42610.0021.7451 Taxable C 18 holes $ 630.00 New Fee

Appendix E


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

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 term $ 510.00 4.08% $ 525.00 2.94%

Winter (per team) 43450.0021.6779 Taxable C per term $ 1,000.00 3.63% $ 1,030.00 3.00%

B GRADE


Winter (per team) 43450.0021.6779 Taxable C per term $ 910.00 3.41% $ 935.00 2.75%

C GRADE



D GRADE



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%

C Grade 43450.0021.6779 Taxable C per team $ 600.00 3.45% $ 615.00 2.50%

Appendix E


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

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%




Winter Shared Use

A Grade 43450.0021.6779 Taxable C per team $ 540.00 3.35% $ 555.00 2.78%




Summer Shared Use

A Grade 43450.0021.6779 Taxable C per team $ 522.00 3.37% $ 540.00 3.45%




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%

Appendix E


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

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 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%




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 DD 42540.0021.6925 Taxable C 12 months $ 22.10 10.50% $ 21.15 -4.30%

Appendix E


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

Aquatics Concession - Fortnightly DD

(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 / patrner $ 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 / patrner $ 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%

Appendix E


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


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 Conc. (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 Conc (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


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

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 - conc 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

Term Fee (cont.)

Specialised Swimming 42540.0021.6771 GST Free C per lesson $ 16.50 -2.94% $ 16.90 2.42%

Appendix E


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

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

VicSwim 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%

Appendix E


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

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

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 Conc 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%



20 Pass 1 child 42400.0021.6752 Taxable C 20 pass $ 126.00 31.94% $ 129.15 2.50%

Appendix E


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

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%



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%







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

Appendix E


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

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%

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%

Appendix E


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

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 (7 hrs) 42103.0021.6742 Taxable C 5pm - 1am $ 445.00 5.95% $ 445.00 0.00%

Friday, Saturday & Sunday- Private functions

(4 hrs) 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



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


Appendix E


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


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

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 Hrs $ 40.00 14.29% $ 40.00 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

Appendix E


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

Year


Discount) 42620.0021.6773 Taxable C 100+ $ 360.70 3.00% $ 372.50 3.27%


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%



Complete Package Concession (30%

Discount)




Complete Package - Older Adults (New)

1 Month 42620.0021.6773 Taxable C per person $ 34.80 7.41% $ 35.90 3.16%




Direct Debit Memberships (12 month min

term)

Appendix E


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

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%

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%

Appendix E


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

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 Conc 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 Conc 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

Appendix E


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

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 PassAquatics 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%

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)

Appendix E


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

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%

Appendix E


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

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





Mezzanine Floor





Appendix E


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

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 2 Children 42700.0021.6928 Taxable C 10 pass $ 81.00 New Fee $ 83.00 2.47%







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 $ 1,128.00 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%

Appendix E


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

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


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


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%

ActiveTeens Fortnightly Fee 42420.0021.6770 Taxable C per fortnight $ 24.00 New Fee $ 24.60 2.50%

Appendix E


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

Corporate Membership - Min of 10 people 42420.0021.6770 Taxable C per fortnight $ 37.00 New Fee $ 38.00 2.70%

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



Diretc Debit 4 Family - Min 12 month



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

Appendix E


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

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



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 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%

Appendix E


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

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 metire 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%

Appendix E


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

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

Occcasional Care Room 42420.0021.6770 Taxable C per hire $ 66.00 New Fee $ 67.50 2.27%

Programme 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%

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%

Appendix E


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

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 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 Free Range 41610.0021.6722 GST Free C per hour $ 5.60 1.82% $ 5.70 1.79%

Home Care Hourly Rate – Medium Fee Range 41610.0021.6722 GST Free C per hour $ 14.50 7.41% $ 14.80 2.07%

Home Care Hourly Rate – High Fee Range 41610.0021.6722 GST Free C per hour $ 30.30 3.06% $ 31.00 2.31%

** Respite Care Hourly Rate 41810.0021.6722 GST Free C per hour $ 2.80 3.70% $ 2.90 3.57%

Respite Care Hourly Rate – Medium Fee Range 41810.0021.6722 GST Free C per hour $ 4.20 2.44% $ 4.30 2.38%

Respite Care Hourly Rate – High Fee Range 41810.0021.6722 GST Free C per hour $ 31.30 3.30% $ 32.00 2.24%

Appendix E


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

** 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% $ 8.60 2.38%

Personal Care Hourly Rate – High Fee Range 41710.0021.6722 GST Free C per hour $ 34.60 3.28% $ 35.30 2.02%

** Delivered Meals - Asset Test 41730.0021.6722 GST Free C per meal $ 7.75 7.64% $ 8.00 3.23%

Delivered Meals - Medium Fee Range 41730.0021.6722 GST Free C per meal $ 8.30 2.47% $ 8.40 1.20%

Delivered Meals - High Fee Range 41730.0021.6722 GST Free C per meal $ 16.50 5.77% $ 17.00 3.03%

** Property Maintenance Hourly Rate 41050.0021.6722 GST Free C per hour $ 11.20 3.70% $ 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 $ 7.10 1.43% $ 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%

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%

Appendix E


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

** 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 $ 47.90 3.01% $ 49.10 2.50%

Respite Care Variable Taxable C per hour $ 47.90 3.01% $ 49.10 2.50%

Home Care Variable Taxable C per hour $ 47.90 3.01% $ 49.10 2.50%

Property Maintenance Variable Taxable C per hour $ 72.50 2.11% $ 74.30 2.48%

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 $ 16.00 2.56% $ 17.00 6.25%

Delivered Meals - discount rate Variable Taxable per meal $ 10.80 16.13% $ 11.07 2.50%

Planned Activity Group (Adult Day Care) Variable Taxable C per session $ 68.00 3.03% $ 69.70 2.50%

Assisted Transport Variable Taxable C per session $ 26.30 3.95% $ 26.96 2.50%

Planned Activity Group plus Transport Variable Taxable C per session $ 94.30 3.29% $ 96.66 2.50%

** increase in charges will be subject to

advice from Department of Human Services.

(fee range)

Appendix E


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

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 - 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 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

50% of the

classification fee

Appendix E


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

Where a proprietor holds more than 1

registration at the same premises GST Exempt C per year 50% of 2nd total fee

50% of 2nd total

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:-


for 12months

Class 1 Premises 41070.0021.6716 GST Exempt C per year $ 235.00 4.44% $ 245.00 4.26%



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

0.125% of the

classification fee

(portable) New Fee


Fees for 12months



Appendix E


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



Mobile Food Premises:-


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 - 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%



Fees for 12months



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%


Appendix E


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

Where a proprietor has a number of

components (e.g. more than one food van) for

each additional component 41070.0021.6716 GST Exempt c per year $ 100.00 0.00% $ 100.00 0.00%

Vending machines:


for 12months




Fees for 12months




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

50% of that

premises' annual

registration fee

Appendix E


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

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/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%

Appendix E


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

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%

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

50% of that

premises' annual

registration fee

50% of that

premises' annual

registration fee

Appendix E


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

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%





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

(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)

Appendix E


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

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%

Appendix E


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

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%

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%

Appendix E


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

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%

Appendix E


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

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

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%

Appendix E


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

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 Ave 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

Appendix E


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

Requests for extension of time on planning

permits 63150.0021.6822 C per application $ 180.00 2.86% $ 185.00 2.78%

Approval of amended plans 63150.0021.6822 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 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%

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

Appendix E


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

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

Appendix E


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



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 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

Appendix E


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

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

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)

Appendix E


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

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

Appendix E


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

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.

* NOTE: Maximum 5 Sheets

*If a land survey is required the above charge will

be higher, based on the hourly rate for survey.

63100.0021.7005 GST Free S per property $ 232.93 4.78% $ 232.93 0.00%

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.

Appendix E


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

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

Appendix E


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

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

Occupancy Fees 62020.0021.6812 Taxable C Refer Notes * Refer Notes *

*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 Precient Plan (colour only) 61400.0021.6809 Taxable C per item $ 60.00 9.09% $ 60.00 0.00%

Appendix E


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

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


Heidelberg Structure Plan Background Reports


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 &


Glenard Estate Heritage Guidelines (Black &


Ivanhoe Views Heritage Guidelines (Black &


Marshall Street Estate Heritage Guidelines (Black

& White only) 61400.0021.6809 Taxable C per item $ 23.00 0.00% $ 25.30 10.00%

Appendix E


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

Mount Eagle Estate Heritage Guidelines (Black &


Warringal Estate Heritage Guidelines (Black &


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 Masterplan 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


(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

Appendix E


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

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) per application $ 502.00 0.00% $ 502.00 0.00%

Appendix E


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

25)

COST OF

DEVELOPMENT

Single dwelling & associated buildings and works

Less than 10,000 per application $ 102.00 0.00% $ 102.00 0.00%

10,001 - 100,000 per application $ 239.00 0.00% $ 239.00 0.00%

Over 100,000 per application $ 490.00 0.00% $ 490.00 0.00%

Other Development (including signage)


10,001 - 250,000 per application $ 604.00 0.00% $ 604.00 0.00%

250,001 - 500,000 per application $ 707.00 0.00% $ 707.00 0.00%

500,001 - 1,000,000 per application $ 815.00 0.00% $ 815.00 0.00%

1,000,001 - 7,000,000 per application $ 1,153.00 0.00% $ 1,153.00 0.00%

7,000,001 - 10,000,000 per application $ 4,837.00 0.00% $ 4,837.00 0.00%

10,000,001- 50,000,000 per application $ 8,064.00 0.00% $ 8,064.00 0.00%

Over 50,000,000 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 per application $ 102.00 0.00% $ 102.00 0.00%

Appendix E


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

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 GST Exempt

Application to subdivide land into two lots 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 per application $ 386.00 0.00% $ 386.00 0.00%

Application to subdivide an existing building per application $ 386.00 0.00% $ 386.00 0.00%

Application to subdivide land (3 lots or more) per application $ 781.00 0.00% $ 781.00 0.00%

Remove a restriction over land used/developed per application $ 249.00 0.00% $ 249.00 0.00%

for more than two years

(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

Appendix E


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

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 per application $ 404.00 0.00% $ 404.00 0.00%


ACT 1987 (Schedule A)

Public Open Space Contribution

Guidelines All Lots

Up to 5% of site

value

25) CERTIFICATION

Fee GST Exempt

Plan of Subdivision $100 plus 20 per lot

$100 plus 20 per

lot 0.00%

Any other application per application $ 100.00 0.00% $ 100.00 0.00%

25)

ENFORCEMENT

Fee GST Exempt

Planning Scheme Infringements - individual per application $ 584.00 0.00% $ 584.00 0.00%

company per application $ 1,168.00 0.00% $ 1,168.00 0.00%

OTHER Fee (GST Exempt)

25)

Planning Scheme

amendment

Appendix E


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

(Initial fee for

consideration of

submission) per application $ 798.00 0.00% $ 798.00 0.00%

(additional fee for

adopting amendment

and sending to

Minister) per application $ 524.00 0.00% $ 524.00 0.00%

21) OTHER Fee

Taxable

Development (other than single dwelling &

associated buildings and works)

Over 10,000 per application $ 102.00 0.00% $ 102.00 0.00%

Change of use / subdivision per application $ 102.00 0.00% $ 102.00 0.00%

21) OTHER Fee

Taxable

Change of use only per application $ 502.00 0.00% $ 502.00 0.00%

Change of pre-amble or conditions (not

associated with single dwelling) per application $ 502.00 0.00% $ 502.00 0.00%

Cost of additional development for single

dwelling and associated buildings and works

Less than 10,000 (but combined with original

cost of development is more than 10,000) per application $ 102.00 0.00% $ 102.00 0.00%

10,001 - 100000 per application $ 239.00 0.00% $ 239.00 0.00%

over 100000

Appendix E


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

Cost of additional other development (including

signage)


10,001 - 250,000 per application $ 604.00 0.00% $ 604.00 0.00%

250,001 - 500,000 per application $ 707.00 0.00% $ 707.00 0.00%

over 500001 per application $ 815.00 0.00% $ 815.00 0.00%

AMENDMENT OF SUBDIVISION

25)

GST Exempt

Application to subdivide land into two lots 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 per application $ 386.00 0.00% $ 386.00 0.00%

Application to subdivide an existing building per application $ 386.00 0.00% $ 386.00 0.00%

OTHER Prescribed fees

Certificate of Compliance (S97N) per application $ 147.00 0.00% $ 147.00 0.00%

Determining something to Council's satisfaction

under the Planning Scheme per application $ 102.00 0.00% $ 102.00 0.00%

Appendix E


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

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) 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)

per permit $ 465.00 0.00% $ 465.00 0.00%

Swimming Pools per permit $ 595.00 0.00% $ 595.00 0.00%

Swimming pool fencing advice (to be paid prior

to booking inspection.) per permit $ 150.00 0.00% $ 150.00 0.00%

Bushfire assessment (to be paid prior to booking

inspection.) per permit $ 285.00 0.00% $ 285.00 0.00%

Modification and dispensation preparation fee. per permit $ 330.00 0.00% $ 330.00 0.00%

Appendix E


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

Amendment fee per permit $ 230.00 0.00% $ 230.00 0.00%

DWELLING ADDITIONS /

ALTERATIONS (fee below, plus govt.

levy)

Value of Works($) Fee $ (Inclusive of GST)

Owner Builder Builder

Up to 20,000 645 545

20,000 to 40,000 745 685

40,001 to 80,000 875 795

DOMESTIC WORKS

80,001 to 120,000 997 882

120,001 and 160,000 1240 1095

160,001 and 200,000 1585 1465

200,001 and above

Quote by building

surveyor

Quote by

building

surveyor

Appendix E


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

DWELLINGS (fee below, plus govt. levy)

Value of Works ($) Fee $ (Inclusive of GST)

Owner Builder Builder

Up to 150,000 1285 1175

150,001 to 200,000 1495 1395

200,001 to 300,000 1595 1495

300,001 to 400,000 1825 1775

400,001 to 500,000 2075 1965

500,001 to 600,000 2345 2100

600,001 to 700,000 2875 2375

Above 700,001

Quote by building

surveyor

Quote by

building

surveyor

Country areas must have a quote.

Appendix E


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

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 Fee $ (Inclusive of GST)

Up to 150,000 900

200,000 1000

300,000 1200

400,000 1300

500,000 1400

600,000 1700

700,000 2000

Appendix E


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

Above 700,001

Quote by building

surveyor




building works over $10,000. Domestic

works only.

COMMERCIAL WORKS

Modification Preparation Fee $330

COMMERCIAL BUILDINGS (fee below,

plus govt. levy)

Value of Works ($) Fee $ (Inclusive of GST)

Up to 40,000 775 (2 inspections)

40,001 to 80,000 1045 (4 inspections)

80,001 to 120,000 1395 (5 inspections)

120,001 to 200,000 2150 (6 inspections)

200,001 to 400,000 2645 (6 inspections)

400,001 to 600,000 2995 (8 inspections)

600,001 to 800,000 3875 (9 inspections)

800,001 to 1,200,000 4775 (9 inspections)

Appendix E


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

Above 1,200,001

Quote by building

surveyor

Extra inspections will be charged at $95.00

each.

Country Areas must have a Quote




building works over $10,000. Commercial

works only.

BUILDING PERMIT EXTENSION FEES

PERMIT EXTENSION FEES (fee below,

plus govt. levy)

Amount of time required

Fee $ (Inclusive of

GST)

220

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.

**** Please refer clients to the building

Appendix E


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


***** Please refer clients to the building


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

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



TOM ROBERTS ROOM

Appendix E


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



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%

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%

Local Trader Fairs, Public Functions3

Circuses, Commercial Fairs4 65108.0021.6842 GST Exempt C per event $ 1,340.00 0.00% $ 1,340.00 0.00%

Per week or part thereof

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%

Appendix E


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

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%

Appendix E


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

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.

Appendix E


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

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%

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%

Trader parking permit per annum C per annum $ 60.00 33.33% $ 60.00 0.00%

Tradesman/Work permit C per annum $ 60.00 33.33% $ 60.00 0.00%

Disabled Permits 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%

Appendix E


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

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 Regulation

(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[2]

Set by Council under Road Safety Act

1986

Appendix E


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

(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 0.00% $ 20.00 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%

per page (A4) or part thereof non color

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*

Appendix E


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

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%




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

BUSINESS IMPROVEMENT

Fees for Tender Document

Tender Fees (Minimum) 51000.0021.6801 Taxable C $ 50.00 0.00% $ - 0.00%

Appendix E


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

(Maximum) 51000.0021.6801 Taxable C $ 200.00 0.00% $ - 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

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%

Appendix E


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

[1] As per Council resolution 8.9.97 -

application form required. Page33

2 Applied in conjunction with planning

permit fees and conditions. Page33

3 Associated costs ie engineering

inspections at $50.00, advertising, Officer

time in obtaining Government/Authority

Page 33

Approvals at $35.00 per hour, costs for use

of barricades may be charged. Insurance

will be required.

4 Applied in conjunction with planning

permit fees and conditions and according to

Council’s Circus Policy. Site to be Page33

Approved.

5 Permit not required for resident street

party conducted in a bowl of a dead end

street. Page 33

6 plus any costs associated with processing

of applications. Page 33

1 Normally maximum of 2 vehicles Page 34

2 Permits may be issued for two years at a

time. Page 34

continuousimprovement

responsivenessaccessibility

qual

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reportingqualitycity plan

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of informationfreedom eq

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local laws

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pros

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resources

planning

consultation

part

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dica

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reporting

standard statementsdiversity

best value

rates

rates

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BANYULE CITY COUNCIL BUDGET REPORT 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

BA

NY

ULE C

ITY

CO

UN

CIL B

UD

GE

T R

EP

OR

T 2

01

3 - 2014