City of Greater Bendigo Budget 2017/2018 · Indoor Aquatic and Wellbeing Centre ($2.5M), Bendigo Botanic Gardens Garden for the Future ($534,000) and RSL Soldiers’ Memorial Institute

City of Greater BendigoBudget 2017/2018Greater Bendigo - Creating the world’s most liveable community.

Main cover image:Vahland Drinking Fountain

Sub images:1. Header at work in Barnadown2 & 3. Australia Day celebrations

Page

2

3

41. Link to the Community Plan 52. Services and Service Performance Indicators 93. Financial Statements 204. Financial Performance Indicators 275. Other Budget Information 296. Capital Works Program 327. Rates and Charges 35

488. Summary of Financial Position 499. Budget Influences 5410. Analysis of Operating Budget 5811. Analysis of Budgeted Cash Position 6412. Analysis of Capital Budget 6713. Analysis of Budgeted Financial Position 71

7414. Strategic Resource Plan 7515. Rating Information 7716. Summary of Other Strategies 82

Appendices 85

A Fees and Charges Schedule 86

B Budget Processes 107

C Capital Evaluation 108

C1 List of Capital Works Program 111

D Maps 116

E Glossary of Terms 121

Long Term Strategies

TABLE OF CONTENTS

Mayor's Introduction

Chief Executive Officer's Summary

Budget Reports

Budget Analysis

Mayor's Signature: 1 Greater Bendigo City Council Budget - 2017/18

Cr Margaret O'RourkeMayor

There is also a focus on regional areas, including renewal of the Elmore-Barnadown Road, from English’s Bridgeto Ellis Road ($810,000), renewing public toilets in Heathcote ($300,000) and detailed design for the RaywoodMaster Plan ($125,000).

We are pleased to present the 2017/2018 Budget for our community.

The Budget includes a rate increase of two per cent. This is in line with the State Government’s rate cap. Rates,along with user fees, and State and Federal Government grants and funding will allow us to deliver our program ofprojects and services.

Councillors believe this Budget will help to achieve our vision of creating the world’s most liveable community. Itinvests in important large-scale infrastructure for our community, as well as smaller projects you have told us areimportant. It will also continue to maintain and upgrade our key infrastructure and assets like roads and footpathsand provide everyday services to the community.

The Budget includes funding for important infrastructure projects which will have significant benefits for the wholeof Greater Bendigo. These projects include: construction of the Albert Roy Pavilion ($800,000), the EaglehawkRegional Playspace ($800,000), Sun Loong replacement ($100,000) and the design of the Redesdale CommunityHub ($60,000). This Budget also funds two new dog parks (in Kangaroo Flat and California Gully), which wereidentified in the Domestic Animal Management Plan last year.

Mayor’s Introduction

I am pleased to introduce the City of Greater Bendigo’s (City) 2017/2018 Budget. This year’s Budget and newCommunity Plan (formally known as the Council Plan) represent the start of Council’s four year vision and plan forour community. In the six months since Councillors were elected, we have listened and responded to communityneeds and this is reflected in these two documents.

This year’s Budget includes a $60.1M investment in new projects and maintaining and renewing existinginfrastructure. The Budget also invests $163.5M in continuing to fund critical services for our community throughthe operating Budget.

The Budget supports the six key goals outlined in the Greater Bendigo Community Plan 2017-2021, which are:Council will lead and govern for all; Wellbeing and fairness; Strengthening the economy; Presentation andmanaging growth; Environmental sustainability; and Embracing our culture and heritage. This is the first year ofdelivering on these goals for our community.

To maintain existing infrastructure, the Budget will see $10M invested in renewing sealed roads, $3.3M forunsealed roads and $3.3M to renew drainage across the municipality. Council will also spend $2M on buildingnew, upgrading and expanded existing footpaths.

The $163.5M operating Budget will continue to fund important community services including maternal and childhealth services, youth services, childcare, street cleaning, rubbish and recycling collection, maintaining parks,gardens and recreation facilities, environmental health, statutory planning, economic development, tourism andvisitor services and the Bendigo Art Gallery, The Capital and Ulumbarra.

BUDGET 2017/2018 - Listening and responding to our communityMayor’s message

The Budget continues to fund several major infrastructure projects that are already under construction, such asBendigo Stadium expansion ($5.6M), Strathfieldsaye Early Learning Community Hub ($1M), Greater BendigoIndoor Aquatic and Wellbeing Centre ($2.5M), Bendigo Botanic Gardens Garden for the Future ($534,000) andRSL Soldiers’ Memorial Institute revitalisation ($3M).

Following the community consultation period, Councillors added a small number of new initiatives to the Budget, inresponse to community need. These items include $200,000 for lighting at the White Hills oval, $60,000 for thedesign of two new skate parks in Epsom and Kangaroo Flat and $50,000 for the design of stage 1 of the IronbarkGully Trail and Linear Reserve.


Craig NiemannChief Executive Officer

The total revenue to be collected for 2017/2018 is $185.9M, which includes rates and charges, statutory fees andfines, user charges fees and fines, operating and capital grants, interest on investments, and monetary and non-monetary contributions from other sources. Council is forecasting a budgeted operating surplus of $22.4M. Thesefunds are used to pay for the Council’s capital works program.

This is a conservative Budget that reflects the economic capacity of the organisation and aims to account forexternal financial influences. More details on the Budget are provided throughout this document.

Chief Executive Officer's Summary

Council decided not to seek a variation to the rate cap this financial year, as it is confident it will be able toaccommodate the rate cap of two per cent in the 2017/2018 Budget without impacting on service delivery in theshort term.

However, over time, the State Government’s rate cap will place a strain on the City’s financial sustainability and maychallenge the way it currently delivers services and infrastructure to the expanding Greater Bendigo community.

To limit the impact of rate capping, the organisation continues its service review program to ensure it is investing inthe right services, in the right way for the community. There is more financial and public scrutiny than ever before,so striving for continual improvement is an essential part of our business.

The organisation is implementing a new structure. The changes will help to limit duplication of effort and ensure theorganisation is in the best position possible to serve the community, work with the resources available and respondto the goals set by the new Council.

The Greater Bendigo City Council has prepared a Budget for 2017/2018 that aims to deliver projects and servicesthat are aligned with the 2017-2021 Greater Bendigo Community Plan.

The Budget proposes to deliver a capital works program valued at $60.1M and allocates $163.5M for operatingcosts to provide day-to-day services that are provided by the Council, including waste collection, immunisation,home and community care, early learning services, purchasing materials, and running swimming pools. Staff wagesare also part of this figure.

In the new financial year, $34M will be spent on renewing our infrastructure, including $10M on sealed roads, $3.3Mfor unsealed roads and $0.7M on footpaths.

The value of the capital works program is significantly less than the previous year. This is due to the funding for thethree major projects – the Bendigo Airport redevelopment, Bendigo Stadium expansion, and Greater BendigoIndoor Aquatic and Wellbeing Centre construction – having mostly been expended. A total of $3M will be borrowedto support the rollout of all capital works projects.

Grant funding to support the Capital Works Program is incredibly important and complements funding received from other sources. The operating budget includes $9.7M in grants, including $2.4M in Roads to Recovery funding,$1.7M from the Commonwealth Government for the development of the Soldiers’ Memorial Institute, $1.5M fromthe Commonwealth Government and $3M from the State Government for the Greater Bendigo Indoor Aquatic andWellbeing Centre, and $500,000 from the State Government for the Bendigo Stadium.

The Budget has been prepared on the basis of a two per cent rate increase. This is in line with the rate cap set bythe State Government.


Budget Reports

5 Other Budget Information6 Capital Works Program7 Rates and Charges

The following reports include all statutory disclosures of information and are supported by the analysis contained insections 8 to 16 of this report.

This section includes the following reports and statements in accordance with the Local Government Act 1989 andthe Local Government Model Financial Report.

1 Links to the Community Plan2 Services and Service Performance Indicators3 Financial Statements4 Financial Performance Indicators


1. Link to the Community Plan

This section describes how the Budget links to the achievement of the Community Plan within an overall planningframework. This framework guides the Council in identifying community needs and aspirations over the long term(Bendigo 2036), medium term (Community Plan, Strategic Resource Plan) and short term (Annual Actions andBudget) and then holding itself accountable (Annual Report and Audited Statements).

1.1 Planning and Accountability Framework

The Strategic Resource Plan is part of, and prepared in conjunction with the Community Plan, and is a rolling fouryear plan that outlines the financial and non-financial resources that Council requires to achieve the strategic goalsdescribed in the Community Plan. The Budget is framed within the Strategic Resource Plan, taking into account theservices and initiatives which contribute to achieving the strategic goals specified in the Community Plan.

The timing of each component of the planning framework is critical to the successful achievement of the plannedoutcomes. A new Community Plan, including the Strategic Resource Plan, is required to be completed by 30 Junefollowing a general election and is reviewed each year in advance of the Budget process.


The diagram below depicts the strategic planning framework of the City.

In addition to the above, the City has a long term plan (Bendigo 2036) which articulates a community vision, missionand values. The Community Plan is prepared with reference to the City's long term Community Plan.

The City's Planning and Reporting framework is underpinned by Federal, State and Regional Strategic Plans,Policies and Legislation.


1.2 Our Purpose

Vision and ValuesThe City's Vision

A liveable community is one which enables people to live healthy safe harmonious lives in attractive and affordablesettings. Liveable places have an excellent range of services for children and adults of all ages and facilities that are accessible to all. They don’t make unsustainable demands on the environment.

The City's Values

Greater Bendigo - creating the world's most liveabl e community


1. • Engage with all communities.• Explain the reason for its decisions.• Be innovative and financially responsible.• Be accountable and efficient in its use of the community's money.• Take a leadership role in regional planning, advocacy and work in partnership

with regional councils.2. • Create a much healthier Greater Bendigo.

• Promote positive wellbeing across the Greater Bendigo community.• Promote community connection.• Support participation and development for residents of all ages and abilities.• Create safe and resilient communities.

3 • Support our local businesses and industry to be strong, vibrant and to grow and develop.

• Make it easier for people to transition from education to employment.• Ensure Greater Bendigo is a welcoming place for new businesses and

industries and supports creativity and innovation and visitor attraction.4. • Plan for a growing population.

• Plan to meet future housing needs.• Continue to implement strategies that increase the capacity of transport

networks to better move people and goods and encourages walking, cycling and the use of public transport.

• Keep Greater Bendigo attractive with good quality public facilities and places.• Provide and maintain urban and rural infrastructure to support the liveability of

our community.5. • Drawing on the One Planet Living* framework work to connect the health of

the natural environment to the health and prosperity of our community.• Demonstrate leadership in sustaining the rich biological diversity of the

Greater Bendigo region that sustains healthy ecosystems.6. • Celebrate our unique heritage.

• Build pride in and shared responsibility for our public spaces.• Offer and support a diverse range of events that attract and connect people.• Embrace diversity.• Advance reconciliation

Embracing our Culture and Heritage

1.3 Strategic Goals

Council delivers activities and initiatives under 24 major service objectives. Each contributes to the achievement ofone of the six goals as set out in the Community Plan for the 2017-2021 years. The following table lists the sixstrategic goals as described in the Community Plan.

Objectives

Wellbeing and Fairness

Strengthening the Economy

Presentation and Managing Growth

Environmental Sustainability

Strategic GoalsLead and govern for all


2.1 Strategic Goal 1: Lead and govern for all

3,353(29)

3,324

Expenditure

2. Services and Service Performance Indicators

This section provides a description of the services and initiatives to be funded in the Budget for the 2017/18 yearand how these will contribute to achieving the strategic goals outlined in the Community Plan. It also describes anumber of major initiatives, initiatives and service performance outcome indicators for key areas of the City’soperations. The City is required by legislation to identify major initiatives, initiatives and service performanceoutcome indicators in the Budget and report against them in their Annual Report to support transparency andaccountability. The relationship between these accountability requirements in the Community Plan, the Budgetand the Annual Report is shown below.

Services

(Revenue)Net Cost

$'000

Service Unit Description of Services Provided

Executive Services The Executive Services Unit provides strategic leadership to theorganisation, timely and effective CEO, Mayor and Councillor support,timely and compliant Council meetings, responsive implementation of theIndependent Review, authoritative advice on civic administration,governance and legislative compliance, comprehensive monitoring andimplementation of Council resolutions. High-level internal and externalcommunication, high quality online, verbal, printed, radio, television andweb-based communication is also provided by the Unit.

Effective community engagement will guide well informed, responsive decision-making and financially responsibleresource allocations, which are transparent and accountable.

Note: City of Greater Bendigo uses the terminology Strategic Goal which represents the Strategic Objective in the diagram above.

Council has set the following six Strategic Goals to guide its decisions and actions over the next four years:

Council has continued to endorse a vision for improved liveability for the whole population. Knowing where we aremaking progress towards this vision requires us to set some measures or benchmarks where Greater Bendigocan be compared with other locations.

Community Plan Budget Annual Report


4550

455

2,423(519)1,904

3,557(118)3,439

3,7380

3,738

7090

709

1,777(10)

1,767

1,761(66)

1,695

1 Works to further enhance Council's Intranet (Net cost $110,000).

2 IT System for Managing Plant, Equipment and Fleet (Net cost $80,000).

3

4 Feasibility Study - Software to support 'Single view of Customer' (Net cost $20,000).

5 New Credit Card Management system (Net cost $5,000).

6 Enhance Tech One Financial IT System (Net cost $25,000).

7 Contribution to the Joint External Web Site Program for regional tourism (Net cost $100,000).

8 Implement a central database for volunteers, including a rostering solution (Net cost $10,000).

Enhance Council's telephone systems (Net cost $10,000).

People and Performance The People and Performance Unit supports the City to ensure it has theright people delivering the right outcomes. The Unit achieves its purposethrough building a productive, high performance culture, providing advice,support and assurance on risk, opportunities and performance anddeveloping a continuously improving and change resilient organisation.

Major Initiatives

Rating and Valuation Services

The Rating and Valuation Services Unit provides statutory valuations forrating purposes, provides asset and insurance valuations and maintainsthe integrity and updates the land information database. The Unit alsoannually levies and collects rates and charges, maintains the corporateproperty database, maintains the central name register of ratepayers andprepares voters rolls.

Information Management The Information Management Unit is responsible for providing,developing and maintaining corporate Information and CommunicationsTechnology systems and continually improving business processes. TheUnit also manages records and the record archive, Ombudsman requestsand privacy matters.

Corporate Performance The Corporate Performance Directorate advises Council on mattersrelating to the Directorate, contributes to the executive management ofCity and contributes to the good governance of the Goldfields LibraryCorporation, the Bendigo Regional Archives Centre Inc. and the BendigoStadium Finance Committee by representing the City on these bodies.The Directorate provides funding support for the Discovery Science andTechnology Centre.

Contract and Project Coordination

The Contract and Project Coordination Unit provides best practicetendering and contracting services and provides a Project Managementoffice with sound governance processes and continual development ofproject managers and project management tools.

Customer Support The Customer Support Unit provides an effective and efficient Call Centreas the first point of contact for our customers. The Unit also managesevents and activities in the CBD on behalf of the City and deliversinformation and cashiering services at service centres at LyttletonTerrace, Bendigo and High Street, Heathcote.

Finance The Finance Unit ensures financial accountability and integrity of financialdata and assists the City in demonstrating probity, accountability,compliance with legislative frameworks and transparency to keystakeholders. The Unit also oversees the borrowing and investing of theCity's funds and ensures financial accountability over the payment ofDeveloper Levies.


9

10

11

12

The following indicators outline how we intend to measure achievement of service objectives.

Indicator ComputationSatisfaction

2.2 Strategic Goal 2: Wellbeing and Fairness

2,016(1,050)

966

5240

524

5,902(363)5,539

12,762(11,980)

782

4,051(246)3,805

3,928(6,819)(2,891)

3,1460

3,146

Support to negotiate Council's new enterprise agreement - vote and lodgement (Net cost $20,000).

Support for Communications and Marketing of Community Plan Initiatives (Net cost $57,500).

Continue implementation of Injury and Illness Management program (Net cost $0).

High Performance Culture - complete culture survey re-measure (Net cost $113,935).

Service Performance Outcome Indicators

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

Active and Healthy Communities

The Active and Healthy Communities Unit leads the planning,implementation and delivery of opportunities for the community toparticipate in sport, active recreation and healthy lifestyles.

Service Performance MeasureGovernance Satisfaction with Council decisions

Inclusive policies, partnerships and projects that increase access, improve health and learning opportunities, by building better connections and quality of life for all.

Parking and Animal Control

The Parking and Animal Services Unit focus on community safety throughthe management of parking controls, animal registrations and schoolcrossings.

Initiatives

Library Services The Goldfields Library Corporation, of which the City is one of the fourmember municipalities, provides a public library service to four sitesthroughout the municipality in Bendigo, Kangaroo Flat, Eaglehawk andHeathcote, and operates the Bendigo Regional Archive Centre.

Services

ExpenditureService Unit Description of Services Provided (Revenue)

Net Cost$'000

Community Partnerships The Community Partnerships Unit works closely with the community toplan and develop policy and programs that increase community safety,engagement and connection, prevent discrimination and improve accessand inclusion for diverse groups across the community. Current targetgroups include rural residents, culturally and linguistically diverse groups,the indigenous community, children and youth.

Environmental Health and Local Laws

The Environmental Health and Local Laws Unit works collaboratively withbusinesses and the community to improve the safety and security of foodand health premises and public places. It also leads fire preventionplanning, communications, preparation and compliance.

Health and Wellbeing The Health and Wellbeing Directorate leads planning for communityhealth and wellbeing in partnership with key external stakeholders andthe community. It also advises Council on matters related to theDirectorate and contributes to the executive management of the City.

Community Services The Community Services Unit delivers a broad range of services tochildren and families across the City that aim to promote children'slearning and development. It also provides community based services tofrail aged residents, people with a disability and their carers that promoteindependent living and prevent premature admission to long termresidential care.


13 Albert Roy - pavilion construction (Net cost $800,000).

14 Bendigo Tennis pavilion construction (Net cost $85,511).

15 Strathfieldsaye Early Learning Community Hub construction (Net cost $1,070,000).

16 Marist College - Lighting of senior football oval and tennis/netball courts (Net cost $102,200).

17 Eaglehawk Regional Play Space construction (Net cost $680,000).

18 Marist College Bendigo - Joint Use Community Facilities contribution (Net cost $500,000).

19 Raywood Masterplan detailed design (Net cost $125,000).

20 Redesdale Community Hub construction (Net cost $60,000)

21 Heathcote Integrated services project (Net cost $50,000)

22 Strathdale Community Centre detailed design (Net cost $150,000)

23 Garden Gully - Synthetic hockey pitch replacement (Net cost $1,285,160)

24 White Hills Football Netball Club (Net cost $200,000).

25 Skate Parks - Epsom and Kangaroo Flat (Net cost $60,000).

26 O'Keefe Rail Trail to install two water stations (Net cost $16,000).

27 Strathfieldsaye Bowls Club detailed design (Net cost $100,000).

28 Resurfacing of the Flora Hill Athletics Track (LUBAC) (Net cost $900,000)

29 Art Gallery Library shelves upgrade (Net costs $5,720).

30 Stage 2 works of the Bendigo Regional BMX facility redevelopment (Net cost $300,000).

31 Strathdale park - Lighting of multiple pitches (Net cost $270,000).

32 Bendigo skate park - detailed design (Net cost $75,000).

33 QEO - Netball changerooms design (Net cost $80,000).

34 Ewing Park - Detailed design (Net cost $40,000).

34 Resilient Communities Initiative (Net cost $50,000).

35 Bendigo Indoor Aquatic & Wellness Centre - Operating costs (Net cost $277,600).

36 Aquatic Facility Management - contract for management of Council pools (Net cost $862,756).

37

38 Disability Inclusion Program (Net cost $68,300).

39 Reconciliation Action Plan Implementation (Net cost $30,275).

40

Major Initiatives

Bendigo Indoor Aquatic & Wellness Centre Start Up costs (Net cost $200,000).

Implementation of the Rural Communities Strategy (Net cost $35,000).

Initiatives


41 Walking and Cycling Strategy (Net cost $20,000).

42 Bendigo Bank Academy of Sport (Net cost $5,000).

43 Contribution to delivering the Big Give in Greater Bendigo (Net cost $10,000).

44 Review Gaming Policy (Net cost $50,000).

45 Golden Square Recreation Reserve Master Plan (Net cost $30,000).


The following indicator outlines how we intend to measure achievement of service goals.

Indicator ComputationParticipation

Participation

Participation

Participation

Participation

Utilisation

Health and Safety

Health and Safety

Participation in the Maternal and Child Health (MCH) service

Food Safety

Libraries Active library members [Number of active library members/ municipal population] x100

Service Performance Measure

[Number of people that received a HACC service/ Municipal target population for Home and Community Care services] x100[Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for Home and Community Care services] x100[Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] [Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100[Number of visits to aquatic facilities/ Municipal population][Number of critical non-compliance notifications and major non-compliance notifications about a food premises followed up/ Number of critical non-compliance notifications and major non-compliance notifications about a food premises] x100[Number of successful animal management prosecutions]

Home and Community Care

Participation in Home and Community Care (HACC) service

Home and Community Care

Participation in HACC service by Culturally and Linguistically Diverse (CALD) people

Maternal and Child Health

Participation in MCH service by Aboriginal children

Aquatic Facilities

Initiatives

Utilisation of aquatic facilities

Animal Management

Critical and major non-compliance notifications

Animal management prosecutions



2.3 Strategic Goal 3: Strengthen the Economy

Advocacy, innovation and support to grow jobs, attract visitors and diversify the local and regional economy.

1,732(181)1,551

310(120)

190983

(1,155)(172)

46 Progressing the Marong Business Park project (Net cost $200,000).

47 Addressing the 'Business Opportunities' findings of the Freight Study (Net cost $40,000).

48 Addressing blackspots in Mia Mia and Raywood through Mobile Phone Towers (Net cost $10,000).

49 Delivery of the Career Horizons Program, grant to cover cost (Net cost $0).

50 Bendigo Small Business Festival (Net cost $15,000).

51 Bendigo HR Group Membership and support (Net cost $5,000).

52 Rosiland Park Fence (Net cost $100,000).

53 Arts and Creative Industries strategies (Net cost $100,000).

54 Promotion and support of small business initiatives (Net cost $50,000).


The following indicators outline how we intend to measure achievement of service objectives.

Indicator ComputationEconomic Activity

Major Initiatives

Airport Delivery of airport operations, safety compliance and maintenance.

Expenditure

Services

Changes in number of businesses [Number of businesses with an ABN in the municipality at the end of the financial year less the number of businesses at the start of the financial year / Number of businesses with an ABN in the municipality at the start of the financial year] x100

Economic Development

(Revenue)Net Cost

$'000

Bendigo Livestock Exchange

The Bendigo Livestock Exchange provides for the sale of livestock.

Economic Development (excluding Airport operations)

The Economic Development Unit supports business, economic,commercial and industry development. Local businesses are supportedto capitalise on the roll out of the National Broadband Network and theUnit coordinates the Bendigo Professional Services Group to assist theindustry in growing throughout the region. The Unit also coordinates theBendigo Manufacturing Group to help local manufacturers adapt tochanging business conditions.


Initiatives



2.4 Strategic Goal 4: Presentation and Managing Growth

1,4770

1,477

11,337(186)

11,151

6,232(2,142)

4,090

3,461(1,292)

2,169

2,1160

2,116

5490

549

8,111(1,692)

6,419

25,2460

25,246

Building and Property The Building and Property Unit develops, upgrades and maintainscommunity assets to meet current needs, standards and uses. The Unitalso plans and delivers new projects to address the growing future needsof the City. The Unit ensures that the City's owned and other facilitiescomply with relevant building codes and standards. The Unit provides aneffective and responsive building advice and support service.

Presentation and Assets

Engineering and Public Space

The Engineering and Public Space Unit provides a network of road andfootpath infrastructure to service the mobility requirements of themunicipality. The Unit designs and delivers quality passive open spacesas well as all levels of play spaces. Detailed designs are developed bythe Unit for the delivery of Open Space Masterplans. The Unit isresponsible for the implementation of the Bendigo Botanic GardensMasterplan and Integrated Transport and Land Use Strategy actions andmaintains and updates Asset Management and GIS systems to provideinformation for use across the City and by the public.

Expenditure (Revenue)

Net Cost$'000

Works The Works Unit maintains and delivers civil infrastructure projects such as sealed and unsealed roads, footpaths, bike paths, bridges, kerb andchannel, drains and carparks. The Unit also provides vehicle andpedestrian management for major events and responses to emergenciesand natural disasters.

Planning, developments and infrastructure that increase our liveability and pride in where we live.

The Strategy and Growth Directorate advises Council on matters relatingto the Directorate, contributes to the Executive Management of the Cityand represents the City on a number of key organisational and industryboards. The Directorate manages government advocacy relationshipsand provides funding support to Bendigo Heritage Attractions.

The Presentation and Assets Directorate advises Council on mattersrelating to the Directorate and contributes to the executive managementof the City. The Directorate maintains relationships with and lobbiesState and Federal governments and their departments.

Major Projects The Major Projects Unit focusses on major projects that involve significantfunding from external sources, significant stakeholder engagement andrequire detailed planning, design and delivery. The Unit contributes tothe economic, cultural and social prosperity of our region by effectivelydelivering identified major projects, successfully cooperating andproactively developing the Greater Bendigo Indoor Aquatic and WellbeingCentre, the Bendigo Airport redevelopment and the Bendigo Stadiumexpansion and, in doing so, continues to raise the municipality’s profile asan exceptional place in which to live, work, invest and visit.

Services


Strategy and Growth

Statutory Planning The Statutory Planning Unit facilitates planning and delivery of timely andquality planning decisions, provides a heritage advisory and heritagearchitecture service and implements Planning Scheme Amendments,including the Bendigo Flood Study. Many of the services delivered by theStatutory Planning Unit are in accordance with State Governmentlegislation and local strategies and policies adopted by Council followingintensive community consultation.

Strategy The Strategy Unit facilitates, coordinates and develops strategies, plansand advice that provide direction and guidance for Council to makedecisions and implement projects, planning scheme provisions, land usechange, social and community development, health and wellbeing,integrated transport and the heritage management for the municipality.


Major Initiatives

55 Completion of Bendigo Stadium Major Expansion (Net cost $2,000,000).

56 Replacement of public toilets in Heathcote (Net cost $300,000).

57 New Footpaths Program 2017-18 (Net cost $1,000,000).

58 Contribution towards the RSL Soldiers Memorial Institute redevelopment (Net cost $664,000).

59

60 Garden of the Future - Construction (Net cost $304,436).

61 Complete installation of fire sprinklers at Bendigo Stadium (Net cost $500,000).

62 Construction of Kangaroo Flat Dog Park (Net Cost $42,000).

63 Construction of California Gully Dog Park (Net Cost $32,000).

64 Sealed road improvements - Elmore/Barnadown road and Lockington road (Net Cost $1,140,000).

65 Design for Heathcote Footbridge (Net cost $40,000).

66 Preparation of a Development contributions program (Net cost $100,000).

67 Priority Planning Scheme amendments (Net cost $340,000).

68 Development and implementation of Plan Greater Bendigo (Net cost $35,000).

69 Planning Strategies - Implementation through Planning Schemes (Net cost $100,000).

70 CBD Plan Refresh (Net cost $45,000).

71 Moorabbee Foreshore toilet maintenance (Net cost $10,000).


The following indicator outlines how we intend to measure achievement of service objectives.

Indicator ComputationDecision Making

Satisfaction

Service Performance MeasureStatutory Planning

Initiatives

Roads Satisfaction with sealed local roads

Council planning decisions upheld by VCAT

[Number of VCAT decisions that did not set aside Council’s decision in relation to a planning application/ Number of VCAT decisions in relation to planning applications] x100[Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads]

Completion of Greater Bendigo Indoor Aquatic Leisure and Wellbeing Centre (Net surplus $2,851,500). Surplus relating to 2017-18 Budget only is due to timing of receiving grants and contributions and timing of work to be completed.


2.5 Strategic Goal 5: Environmental Sustainability

Protect and enhance our environment, conserve our resources and increase resilience to a changing climate.

11,039(177)

10,862

18,319(5,825)12,494

1,2060

1,206

Major Initiatives

72 Eaglehawk Landfill Rehabilitation cells 1,2,3a (Cost $4,000,000). *

73 Eaglehawk Recycle Centre main shed works (Cost $20,000). *

74 Landfill Rehabilitation - White Hills (Cost $500,000). *

75 Ironbark Gully Trail and Linear Reserve: Design plan for Phase 1 of concept Plan (Net cost $50,000).

76 Landfill Rehabilitation - Wolstencroft (Net cost $0). **

* Funded by waste charges through the Waste Reserve.** Cost currently unknown.

77 Bendigo Creek Project (Net cost $35,000).

78 Parks Worker Botanical Gardens Position (Net cost $47,455).

79 Bendigo Cycleport (Net cost $5,000).

80

81 Ecological Sustainable Design - Membership and Operating (Net cost $13,500).

82 Strategic Water Officer Position (Net cost $94,786).

83 Dja Dja Wurrung Native Vegetation contract work (Net cost $19,000).

84 Regional Scale Solar Facility - Feasibility Study (Net cost $30,000).

Supporting businesses to enter into Environmental Upgrade Agreements - consultant fee (Net cost $5,000).

Sustainable Environment The Sustainable Environment Unit provides a coordinated approach tothe development of environmental policies, strategies, programs andprocesses including climate change mitigation and adaptation and carbonmanagement. The Unit provides advice on native vegetation andbiodiversity matters, provides technical advice and recommendationsrelating to vegetation assessments and engages and supports thecommunity to value and protect native landscapes. The Unit alsocoordinates energy efficient installations in the City's buildings.

Parks and Natural Reserves

ExpenditureService Unit Description of Services Provided (Revenue)

Net Cost$'000

Waste Services The Waste Services Unit collects garbage from domestic and commercialproperties, collects and sorts kerbside recycling, will provide the neworganics collection service, operates landfills and transfer stations andprovides street cleaning. The Unit also provides servicing to the entireDepot based fleet and for the City’s car fleet.

Initiatives

The Parks and Natural Reserves Unit provides a safe network of openspace that meets the needs of users to participate in a variety ofrecreational activities, including sports fields. The Unit also protects andenhances the natural environment through the implementation ofmanagement strategies and practices.

Services


85 Feasibility Assessment of Sub-Surface Pumped Hydro Energy Storage System (Net cost $30,000).

86 Sustainable Model for Regional Swimming Pools (Net cost $30,000).


The following indicator outlines how we intend to measure achievement of service objectives.

Indicator ComputationWaste Collection Waste diversion

2.6 Strategic Goal 6: Embracing our Culture and Heritag e

6,431(4,369)

2,0624,773

(2,473)2,300

2,977(1,024)

1,953

1,999(199)1,800

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

Recognise and celebrate our unique history and diverse cultures.

Major Events The Major Events Unit attracts and retains major events that deliver apositive economic impact, promote the liveability of the city, that providelocal, national and international media exposure and help support andfoster good relations with State and Commonwealth Government. TheUnit also attracts new and nurtures existing events in Sport and Leisure,Arts and Culture, Conferences, Shows and Expos, Food and Wine,Agricultural Shows, Business Events and Car Clubs to continue to drivepositive economic impact for Bendigo and the region. The Unitorganises, manages and presents the annual Bendigo Easter Festivaland delivers civic events, including Citizenship Ceremonies.

ExpenditureService Unit (Revenue)

Net Cost

Tourism

Kerbside collection waste diverted from landfill

The Bendigo Art Gallery develops and delivers exhibitions, publicprograms and associated events that are appealing to a range ofaudiences. The Gallery also encourages philanthropy and supports theBendigo Art Gallery Foundation. Marketing opportunities are developedfor the Gallery that are linked specifically to the exhibition program andcontinue to consolidate the Gallery as a national leader within the culturalsector.

Description of Services Provided

The Tourism Unit continues to develop Greater Bendigo as a majorregional visitor destination by building economic benefits from tourismthrough a year round event and activity calendar. The Unit deliversquality visitor experiences through a team of staff and volunteers anddevelops and markets Bendigo Tourism’s experiences digitally across anumber of platforms. The Unit delivers a range and depth of marketready experiences and develops greater capacity across the tourismbusiness landscape to deliver enriched tourism experiences.

Capital Venues and Events

The Capital Venues and Events Unit provides quality performing artsprogramming and activities to the central Victorian region and providesfacilities and opportunities for participation in the arts.

Art Gallery

$'000

Services


Initiatives


Major Initiatives

87 Contribution to replacement of Sun Loong (Net cost $100,000).

88 Christmas Decorations (Net cost $100,000).

89 Replacement of Arch at entrance of Chinese Precinct (Net cost $280,000).

90 Queen's Baton Relay - February 2018 (Net cost $12,000).

91 Contribution towards Bendigo Blues & Roots Music Festival (Net cost $15,000).

92 Heritage Studies (Net cost $55,000).

93 Lake Eppalock Development Plan (Net cost $20,000).

94 Outdoor Performing Arts Centre feasibility study only (Net cost $10,000).

95 Events for Children and Families - Family Fun Day (Net cost $10,000).

2.7 Performance Statement

2.8 Reconciliation with budgeted operating result

Net Cost /Revenue Expenditure Revenue

$’000 $’000 $’00017,031 17,773 74211,871 32,329 20,458

1,569 3,025 1,45653,217 58,529 5,31224,562 30,564 6,002

8,115 16,180 8,065116,365 158,400 42,035

15,163101,202

110,5509,6923,375

123,617 22,415

Presentation and Managing GrowthEnvironmental SustainabilityEmbracing the our Culture and HeritageTotal services and initiatives

Initiatives

Total funding sources Surplus for the year

Other non-attributable Deficit before funding sourcesFunding sources:Rates and chargesCapital grantsContribution to capital works

The service performance indicators detailed in the preceding pages will be reported on in the Performance Statement which is prepared at the end of the year as required by Section 132 of the Act and included in the 2017/18 Annual Report. The Performance Statement will also include reporting on prescribed indicators of financial performance (outlined in Section 8) and sustainable capacity, which are not included in this budget report. The prescribed performance indicators contained in the Performance Statement are audited each year by the Victorian Auditor General who issues an audit opinion on the Performance Statement. The major initiatives detailed in the preceding pages will be reported in the Annual Report in the form of a statement of progress in the Report of Operations.

Strengthening the Economy

Council will lead and govern for all Wellbeing and Fairness


3. Financial Statements

3.6 Statement of Human Resources

3.4 Statement of Cash Flows3.5 Statement of Capital Works

This section presents information in regard to the Financial Statements. The budget information for the years2018/19 to 2020/21 has been extracted from the Strategic Resource Plan.

This section includes the following financial statements in accordance with the Local Government Act 1989 and theLocal Government Model Financial Report.

3.1 Comprehensive Income Statement3.2 Balance Sheet3.3 Statement of Changes in Equity


3.1 Comprehensive Income StatementFor the four years ending 30 June 2021

ForecastActual

2016/17 2017/18 2018/19 2019/20 2020/21$’000 $’000 $’000 $’000 $’000

IncomeRates and charges 106,255 110,550 113,045 115,602 118,224 Statutory fees and fines 4,370 4,465 4,554 4,645 4,738 User charges, fees and fines 26,871 26,481 26,990 27,532 28,082 Grants - operating 32,628 16,613 23,145 23,839 24,555 Grants - capital 31,987 9,692 6,466 6,531 6,743 Contributions - monetary 15,096 4,656 4,787 4,921 5,060 Contributions - non-monetary 11,478 12,210 13,000 13,000 13,000 Interest on investments 1,791 1,264 1,277 1,293 1,310 Total income 230,476 185,931 193,264 197,363 201,712

ExpensesEmployee costs 60,375 61,502 61,530 62,221 62,920 Contracts payments, materials and services

67,903 63,664 60,583 61,420 61,857

Bad and doubtful debts 130 132 136 141 144 Depreciation and amortisation 31,294 32,824 33,809 34,823 35,868 Borrowing costs 1,826 2,394 2,357 2,292 2,220 Net loss on disposal of property, infrastructure, plant and equipment

3,000 3,000 3,000 3,000 3,000

Total expenses 164,528 163,516 161,415 163,897 166,009

Surplus/(deficit) for the year 65,948 22,415 31,849 33,466 35,703

Other comprehensive incomeItems that will not be reclassified to surplus or deficit in future periods:Net asset revaluation 27,992 56,484 21,093 61,006 20,951 Share of other comprehensive income of associates

(184) (97) (56) (179) 81

Total comprehensive result 93,756 78,802 52,886 94,293 56,735

Strategic Resource PlanProjections

Budget


3.2 Balance SheetFor the four years ending 30 June 2021

ForecastActual

2016/17 2017/18 2018/19 2019/20 2020/21$’000 $’000 $’000 $’000 $’000

AssetsCurrent assetsCash and cash equivalents 49,275 37,280 44,329 50,428 54,112 Trade and other receivables 10,085 10,379 10,760 11,014 11,240 Other assets 1,520 1,520 1,520 1,520 1,520 Total current assets 60,880 49,179 56,609 62,962 66,872

Non-current assetsTrade and other receivables 80 80 80 80 80 Investments in associates 3,852 3,864 3,938 3,985 4,024 Property, infrastructure, plant and equipment

1,515,512 1,607,428 1,653,348 1,742,243 1,795,371

Total non-current assets 1,519,444 1,611,372 1,657,366 1,746,308 1,799,475 Total assets 1,580,324 1,660,551 1,713,975 1,809,270 1,866,347

LiabilitiesCurrent liabilitiesTrade and other payables 13,532 13,913 13,629 13,737 13,847 Trust funds and deposits 2,936 2,965 2,995 3,025 3,055 Provisions 15,466 16,675 17,930 19,209 20,514 Interest-bearing loans and borrowings 3,366 3,737 3,821 4,258 15,714 Total current liabilities 35,300 37,290 38,375 40,229 53,130

Non-current liabilitiesProvisions 9,739 9,877 10,217 10,568 10,927 Interest-bearing loans and borrowings 47,011 46,211 45,266 43,885 31,048 Total non-current liabilities 56,750 56,088 55,483 54,453 41,975 Total liabilities 92,050 93,378 93,858 94,682 95,105 Net assets 1,488,274 1,567,173 1,620,117 1,714,588 1,771,242

EquityAccumulated surplus 708,600 744,148 771,147 799,764 830,617 Asset revaluation reserve 744,113 800,597 821,690 882,696 903,647 Other reserves 35,561 22,428 27,280 32,128 36,978 Total equity 1,488,274 1,567,173 1,620,117 1,714,588 1,771,242

Budget Strategic Resource PlanProjections


3.3 Statement of Changes in EquityFor the four years ending 30 June 2021

TotalAccumulated

SurplusRevaluation

ReserveOther

Reserves$’000 $’000 $’000 $’000

2017/18Balance at beginning of the financial year 1,488,274 708,600 744,113 35,561Surplus/(deficit) for the year 22,415 22,415 - -Net asset revaluation 56,484 - 56,484 -Transfer to other reserves - - - -Transfer from other reserves - 13,133 - (13,133)Balance at end of the financial year 1,567,173 744,148 800,597 22,428

2018/19Balance at beginning of the financial year 1,567,173 744,148 800,597 22,428Surplus/(deficit) for the year 31,849 31,849 - -Net asset revaluation 21,093 - 21,093 -Transfer to other reserves - (4,850) - 4,850Transfer from other reserves - -Balance at end of the financial year 1,620,117 771,147 821,690 27,280

2019/20Balance at beginning of the financial year 1,620,117 771,147 821,690 27,280Surplus/(deficit) for the year 33,466 33,466 - -Net asset revaluation 61,006 - 61,006 -Transfer to other reserves - (4,850) - 4,850Transfer from other reserves - - - -Balance at end of the financial year 1,714,588 799,764 882,696 32,128

2020/21Balance at beginning of the financial year 1,714,588 799,764 882,696 32,128Surplus/(deficit) for the year 35,703 35,703 - -Net asset revaluation 20,951 - 20,951 -Transfer to other reserves - (4,850) - 4,850Transfer from other reserves - - - -Balance at end of the financial year 1,771,242 830,617 903,647 36,978


3.4 Statement of Cash FlowsFor the four years ending 30 June 2021

ForecastActual

2016/17 2017/18 2018/19 2019/20 2020/21$’000 $’000 $’000 $’000 $’000

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

Cash flows from operating activitiesRates and charges 106,489 110,280 112,722 115,357 117,993 Statutory fees and fines 4,103 4,454 4,541 4,636 4,729 User fees, charges and fines 24,096 26,416 26,933 27,492 28,047 Grants - operating 32,093 16,572 23,079 23,789 24,507 Grants - capital 26,367 9,668 6,455 6,517 6,730 Contributions - monetary 11,701 4,624 4,753 4,890 5,030 Interest received 1,471 1,261 1,273 1,291 1,308 Employee costs (60,225) (59,970) (60,297) (60,763) (61,431)Materials and services (58,829) (63,334) (60,502) (60,981) (61,665)Net cash inflow/(outflow) from operating activities

87,266 49,971 58,957 62,228 65,248

Cash flows from investing activitiesPayments for property, infrastructure, plant and equipment

(117,813) (60,143) (49,691) (57,892) (58,963)

Proceeds from sale of property, infrastructure, plant and equipment

1,669 1,000 1,000 1,000 1,000

Net cash inflow/(outflow) investing activities

(116,144) (59,143) (48,691) (56,892) (57,963)

Cash flows from financing activities Finance costs (1,891) (2,394) (2,357) (2,292) (2,220)Proceeds from borrowings 17,000 3,000 3,000 3,000 3,000 Repayment of borrowings (2,071) (3,429) (3,860) (3,945) (4,381)Net cash inflow/(outflow) from financing activities

13,038 (2,823) (3,217) (3,237) (3,601)

Net increase/(decrease) in cash and cash equivalents

(15,840) (11,995) 7,049 2,099 3,684

Cash and cash equivalents at the beginning of the financial year

65,115 49,275 37,280 44,329 46,428

Cash and cash equivalents at the end of the financial year

49,275 37,280 44,329 46,428 50,112



3.5 Statement of Capital WorksFor the four years ending 30 June 2021

ForecastActual

2016/17 2017/18 2018/19 2019/20 2020/21$’000 $’000 $’000 $’000 $’000

PropertyLand 500 - - - - Buildings 52,373 21,980 16,709 17,257 17,243 Total property 52,873 21,980 16,709 17,257 17,243 Plant and equipmentPlant, machinery and equipment 4,536 3,827 3,850 3,850 4,000 Fixtures, fittings and furniture 681 958 1,006 1,000 1,000 Total plant and equipment 5,217 4,785 4,856 4,850 5,000 InfrastructureLand improvements 5,596 9,242 5,144 5,438 5,675 Artworks - 100 - - - Fountains, statues and monuments 441 77 - - - Bridges 4,448 390 1,230 1,184 1,143 Sealed roads 30,163 12,239 9,686 10,440 10,910 Unsealed roads - 3,250 4,000 4,000 4,000 Pathways 3,418 2,001 1,542 1,934 2,229 Drainage 5,053 3,354 1,550 1,650 1,858 Public furniture and fittings 3,364 2,628 918 960 986 Total infrastructure 52,483 33,281 24,070 25,606 26,801 Total capital works expenditure 110,573 60,046 45,635 47,713 49,044

Represented by:New asset expenditure 54,316 23,213 5,000 5,146 5,000 Asset renewal expenditure 34,781 34,002 35,635 37,567 39,044 Asset upgrade expenditure 11,522 2,731 - - - Asset expansion expenditure 9,954 100 5,000 5,000 5,000 Total capital works expenditure 110,573 60,046 45,635 47,713 49,044



3.6 Statement of Human ResourcesFor the four years ending 30 June 2021

ForecastActual

2016/17 2017/18 2018/19 2019/20 2020/21$’000 $’000 $’000 $’000 $’000

Employee expenditureEmployee costs - operating 58,857 60,004 59,987 60,632 61,283Employee costs - capital 1,518 1,498 1,543 1,589 1,637 Total employee expenditure 60,375 61,502 61,530 62,221 62,920

FTE FTE FTE FTE FTEEmployee numbersEmployees 701 711 718 725 733Total employee numbers 701 711 718 725 733

Budget Permanent Permanent2017/18 Full Time Part Time

$'000 $'000 $'000Executive Services 1,946 1,831 115 Corporate Performance 9,000 7,506 1,494Strategy and Growth 11,485 9,192 2,293Presentation and Assets 16,251 15,908 343 Health and Wellbeing 19,804 11,590 8,214

58,486 46,027 12,4591,518

Capitalised labour costs 1,498Total employee expenditure 61,502

BudgetDirectorate 2017/18 Permanent Permanent

FTE Full Time Part TimeExecutive Services 16 15 1 Corporate Performance 91 73 18Strategy and Growth 115 88 27Presentation and Assets 205 201 4Health and Wellbeing 239 123 116Total 666 500 166Casuals and other 25Capitalised labour costs 20Total employee numbers 711


Comprises

A summary of human resources expenditure categorised according to the organisational structure of Council isincluded below:

Comprises

Total permanent staff expenditureCasuals and other expenditure

Directorate

A summary of the number of full time equivalent (FTE) employees in relation to the above expenditure is included below:


4. Financial Performance Indicators

Forecast Indicator Measure Actual Actual Budget Trend

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 +/o/-

Adjusted underlying result Adjusted underlying surplus (deficit) / Adjusted underlying revenue

1 -5.4% 5.3% -1.6% 7.1% 8.7% 9.6% +

LiquidityWorking Capital Current assets / current liabilities 2 251.7% 172.5% 131.9% 147.5% 156.5% 125.9% +Unrestricted cash Unrestricted cash / current liabilities 84.9% 13.0% 50.0% 69.0% 54.0% 47.0% +

Loans and borrowings Interest bearing loans and borrowings / rate revenue

3 35.5% 47.4% 45.2% 43.4% 41.6% 39.6% -

Loans and borrowings Interest and principal repayments on interest bearing loans and borrowings / rate revenue

3.1% 3.7% 5.3% 5.5% 5.4% 5.6% o

Indebtedness Non-current liabilities / own source revenue 33.3% 40.7% 39.3% 38.0% 36.5% 27.6% -Asset renewal Asset renewal expenditure / depreciation 4 77.1% 111.1% 103.6% 105.4% 107.9% 108.9% +StabilityRates concentration Rate revenue / adjusted underlying revenue 5 65.7% 52.1% 65.4% 64.4% 64.4% 64.4% oRates effort Rate revenue / CIV of rateable properties in the

municipality0.5% 0.5% 0.6% 0.6% 0.6% 0.6% o

EfficiencyExpenditure level Total expenditure / no. of property assessments $2,809 $2,896 $2,868 $2,881 $2,875 $2,870 +Revenue level Residential rate revenue / No. of residential

property assessments$1,469 $1,135 $1,381 $1,392 $1,399 $1,407 +

Workforce turnover No. of permanent staff resignations and terminations / average no. of permanent staff for the financial year

7.7% 9.9% 9.2% 9.6% 10.1% 10.5% -

Obligations

The following table highlights Council’s current and projected performance across a range of key financial performance indicators. These indicators provide a usefulanalysis of Council’s financial position and performance and should be used in the context of the organisation’s objectives.

Ref

Strategic Resource Plan Projections

Operating position

Key to Forecast Trend: + Forecasts improvement in Council's financial performance/financial position indicator o Forecasts that Council's financial performance/financial position indicator will be steady - Forecasts deterioration in Council's financial performance/financial position indicator


2 Working Capital - The proportion of current liabilities represented by current assets. Working capital is forecast to decrease significantly in 2016/17 year due to a rundown in cash reserves to fund the capital works program. The trend in later years is to remain steady at an acceptable level.

3 Debt compared to rates - Trend indicates Council's reducing reliance on debt against its annual rate revenue through redemption of long term debt.

4 Asset renewal - This percentage indicates the extent of Council's renewals against its depreciation charge (an indication of the decline in value of its existing capitalassets). A percentage greater than 100 indicates Council is maintaining its existing assets, while a percentage less than 100 means its assets are deteriorating faster thanthey are being renewed and future capital expenditure will be required to renew assets.

5 Rates concentration - Reflects extent of reliance on rate revenues to fund all of Council's on-going services. Trend indicates Council will become more reliant on raterevenue compared to all other revenue sources.

Notes to indicators

1 Adjusted underlying result - An indicator of the sustainable operating result required to enable Council to continue to provide core services and meet its objectives.Improvement in financial performance expected over the period, although continued losses means reliance on Council's cash reserves or increased debt to maintainservices.


5. Other Budget Information

This section presents other budget related information required by the Regulations

5.1 Grants Operating5.2 Grants Capital5.3 Statement of Borrowings


5. Other Budget Information

5.1 Grants Operating ($16 million decrease)

ForecastActual Budget

2016/17 2017/18 Variance$’000 $’000 $’000

23,122 7,883 (15,239) 140 135 (5) 18 18 -

184 3,860 3,676

125 115 (10) 386 345 (41) 24 - (24)

549 129 (420) 206 125 (81)

5,606 2,098 (3,508) 1,058 1,091 33

72 72 - 56 - (56)

178 174 (4) 31,724 16,045 (15,679)

10 - (10)

- 100 100 - 10 10

178 - (178) 270 270 - 75 - (75)

371 - (371) - 148 148 - 40 40

904 568 (336)Total operating grants 32,628 16,613 (16,015)

Total recurrent grants


Operating grants include all monies received from State and Commonwealth sources for the purposes of fundingthe delivery of the City’s services to residents.

Overall, the level of operating grants is projected to decrease by 49% or $16 million compared to the 2016/17forecast mainly due to receiving an estimated 50% or $7.89 million of the 2017/18 financial assistanceCommonwealth Grant in the 2016/17 financial year. A list of operating grants by type and source, classified intorecurrent and non-recurrent, is included below:

Grants - Operating

Recurrent - Commonwealth Government Victorian Grants CommissionChild Care

Non-recurrent - State Government

StrategyArtsHealthy Communities

Aged CareTotal non-recurrent grants

Community Welfare

Raywood Netball courts

Arts

Environmental Health

Aged Care

Tourism

Economic Development

Non-recurrent - Commonwealth Government

Recurrent - State GovernmentEconomic DevelopmentArtsHealthy CommunitiesCommunity WelfareTourismAged CareMaternal and Child Health

Sustainable EnvironmentSchool Crossing Supervisors


5.2 Grants Capital ($22.3 million decrease)


2016/17 2017/18 Variance$’000 $’000 $’000

1,888 1,587 (301)

1,888 1,587 (301)

Bridges 3,350 - (3,350) 5,770 3,200 (2,570)

Roads 7,644 - (7,644) - 800 800

Buildings 11,652 3,697 (7,955)Pathways 130 - (130)Land Improvements 538 318 (220)Office Equipment, Furniture & Fittings - 90 90 Roads 955 - (955)Public Furniture & Fittings 60 - (60)

30,099 8,105 (21,994)Total capital grants 31,987 9,692 (22,295)

5.3 Statement of Borrowings

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


2016/17$'000

2017/18$'000

35,448 50,37717,000 3,000(2,071) (3,429)50,377 49,948

Recurrent - Commonwealth Government

Capital grants include all monies received from State, Commonwealth Government sources for the purposes offunding the capital works program. Overall the level of capital grants has decreased by 70% or $22.3 millioncompared to the 2016/17 forecast due mainly to specific funding for some large capital works projects in the2016/17 year. Section 6. “Capital Works Program” includes a more detailed analysis of the grants and contributionsexpected to be received during the 2017/18 year. A list of capital grants by type and source, classified intorecurrent and non-recurrent, is included below.

Grants - Capital

Total amount of borrowings as at 30 June

Roads to RecoveryRecurrent - State GovernmentTotal recurrent grants

Non-recurrent - Commonwealth Government

Buildings

Non-recurrent - State Government

Total non-recurrent grants

Total amount borrowed as at 30 June of the prior yearTotal amount proposed to be borrowedTotal amount projected to be redeemed

Roads to Recovery


6. Capital Works Program

This section presents a listing of the capital works projects that will be undertaken for the 2017/18 year.

The capital works projects are grouped by class and include the following:• New works and renewal/upgrade works to existing assets for the 2017/18 year• Works carried forward from the 2016/17 year


Capital Works ProgramFor the year ending 30 June 2018.

6.1 New works, renewal, upgrade and expansion works to existing assets for 2017/18

Project cost New Renewal Upgrade Expansion Grants Contrib utions Council cash

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000

PROPERTY

Buildings 21,980 12,588 7,470 1,922 - 6,797 1,508 13,675

TOTAL PROPERTY 21,980 12,588 7,470 1,922 - 6,797 1,508 13,675

PLANT, MACHINERY AND EQUIPMENT

Plant, Machinery and Equipment 3,827 65 3,762 - - - 971 2,856 Office Equipment, Furniture and Fittings 959 504 420 35 - 90 35 834 TOTAL PLANT, MACHINERY AND EQUIPMENT 4,786 569 4,182 35 - 90 1,006 3,690

INFRASTRUCTURE

Land Improvements 9,242 5,458 3,430 254 100 418 134 8,690 Artworks 100 100 - - - - - 100 Fountains Statues and Monuments 76 16 60 - - - - 76 Bridges 390 - 390 - - - - 390 Sealed Roads 12,239 2,160 9,979 100 - 2,387 577 9,275 Unsealed Roads 3,250 - 3,250 - - - - 3,250 Pathways 2,001 1,297 704 - - - - 2,001 Drainage 3,354 - 3,344 10 - - - 3,354 Public Furniture and Fittings 2,628 1,025 1,193 410 - - 150 2,478

TOTAL INFRASTRUCTURE 33,280 10,056 22,350 774 100 2,805 861 29,614

TOTAL NEW CAPITAL WORKS 2017/18 60,046 23,213 34,002 2,731 100 9,692 3,375 46,979

Capital Works Area

Summary of Funding sourcesAsset expenditure type


6.2 Works carried forward from the 2016/17 year

Project cost New Renewal Upgrade Expansion Grants Contrib utions Council cash

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000

PROPERTY

Buildings 3,694 2,111 1,101 482 - 1,575 172 1,947

TOTAL PROPERTY 3,694 2,111 1,101 482 - 1,575 172 1,947

INFRASTRUCTURE

Land Improvements 894 894 - - - - - 894 Bridges 813 - - 650 163 813 - -

TOTAL INFRASTRUCTURE 1,707 894 - 650 163 813 - 894

TOTAL CARRIED FWD WORKS 2016/17 5,401 3,005 1,101 1,132 163 2,388 172 2,841

6.3 Summary

Project cost New Renewal Upgrade Expansion Grants Contrib utionsCouncil

cash$’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000

PROPERTY 25,674 14,699 8,571 2,404 - 8,372 1,680 15,622 PLANT, MACHINERY AND EQUIPMENT 4,786 569 4,182 35 - 90 1,006 3,690 INFRASTRUCTURE 34,987 10,950 22,350 1,424 263 3,618 861 30,508 TOTAL CAPITAL WORKS 65,447 26,218 35,103 3,863 263 12,080 3,547 49,820

Asset expenditure type Summary of Funding sources

Capital Works Area

Capital Works Area

Asset expenditure type Summary of Funding sources


7. Rates and Charges

7.

7.1

2016/17 2017/18cents/$CIV cents/$CIV

0.40424% 0.412320%0.74784% 0.762796%0.72760% 0.742150%0.76799% 0.783349%0.34360% 0.350470%0.50528% 0.515380%

0.74784% 0.762796%0.50528% 0.515380%

0.40424% 0.412320%

0.74784% 0.762796%

0.20212% 0.206160%0.10104% 0.103060%

0.040424% 0.041232%$388.00 $395.00$509.00 $519.00

This section presents information about rates and charges which the Act and the Regulations require to be disclosedin the Council’s annual budget.

Rates and Charges

In developing the Strategic Resource Plan (referred to in Section 14), rates and charges were identified as animportant source of revenue, accounting for 58% of the total revenue received by Council annually. Planning forfuture rate increases has therefore been an important component of the Strategic Resource Planning process. TheState Government have introduced the Fair Go Rates System (FGRS) which sets out the maximum amount councilsmay increase rates in a year. For 2017/18 the FGRS cap has been set at 2.0%. The cap applies to both generalrates and municipal charges and is calculated on the basis of Councils' average rates and municipal charges. TheCity does not levy a Municipal Charge.

The level of required rates and charges has been considered in this context, with reference to Council's othersources of income and the planned expenditure on services and works to be undertaken for the Greater Bendigocommunity.

In order to achieve Council's objectives while maintaining service levels and a strong capital expenditure program,the average general rate will increase by 2.0% in line with the rate cap. The Kerbside waste collection charge hasincreased by 2.0%. The recycling charge has increased by 2.0%. The Organic Waste collection annual charge of$86 for 2016/17 however, was be levied at $71 to recognise the service did not operate for the full year,commencing in September 2016. The Organic Waste charge will increase by 2.0% on the annual charge of $86 to$87.70. This will raise total rates and charges for 2017/18 of $110.6 million, including $1.6 million generated fromsupplementary rates and charges. Differential rates for properties located within the Forest Edge Estate MaidenGully have been introduced to recover the future cost of maintaining a fire buffer (after the completion of a 24 monthmaintenance period in which the property developer will pay the cost of maintaining the fire buffer, commencementdate not yet determined) for the estate being vacant land, a residential and a commercial/industrial differential rate.

The proposed rate in the dollar to be levied under section 158 of the Act for each type or class of landcompared with the previous financial year

Type or Class of Land

Local Government Act 1989General RateA differential rate for rateable Commercial/Industrial A properties

A differential rate for rateable Residential properties - Forest Edge Estate Maiden GullyA differential rate for rateable Commercial/Industrial properties - Forest Edge Estate Maiden GullyCultural and Recreational Lands Act 1963Rate concession for rateable CRLA properties Class 1Rate concession for rateable CRLA properties Class 2Rate concession for rateable CRLA properties Class 3

A differential rate for rateable Commercial/Industrial B propertiesA differential rate for rateable Commercial/Industrial C propertiesA differential rate for rateable Farm propertiesA differential rate for rateable Vacant Land properties - Residential & Rural ResidentialA differential rate for rateable Other Land propertiesA differential rate for rateable Vacant Land properties - Forest Edge Estate Maiden Gully

Rate concession for rateable CRLA properties Class 4Rate concession for rateable CRLA properties Class 5


7.2

2016/17 2017/18$ $

63,766,711 66,167,87919,054,220 19,642,799

2,375,299 2,425,5504,204,185 4,374,146

49,343 50,08348,857 49,88057,531 58,681

89,556,146 92,769,018

7.3

47,315 47,9212,303 2,356

284 2511,116 1,1161,162 1,1494,005 4,008

5 59 97 7

18 1719 19

146 1461 1

56,390 57,005

7.4

7.5

2016/17 2017/18$'000 $'000

15,774,756 16,047,9871,467,138 1,500,538

103,594 96,945954,272 954,539691,306 692,094832,070 848,742

81,209 64,39611,386 11,386

19,915,731 20,216,627

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


General RateCommercial/Industrial Farm RateVacant - Residential & Rural Residential

Commercial/Industrial ACommercial/Industrial BCommercial/Industrial CFarm RateVacant Land - Residential & Rural Residential

Cultural and RecreationalRating agreementsForest Edge Estate Maiden GullyTotal amount to be raised by general rates

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

Type or Class of Land 2016/17 2017/18

General Rate

Vacant Land - Forest Edge Estate Maiden GullyTotal number of assessments

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

The estimated total value of each type or class of land, and th e estimated total value of land, comparedwith the previous financial year

Cultural and Recreational Class 1Cultural and Recreational Class 2Cultural and Recreational Class 3Cultural and Recreational Class 4Cultural and Recreational Class 5Rating Agreements


General RateCommercial/Industrial ACommercial/Industrial BCommercial/Industrial CFarm RateVacant - Rural & Rural ResidentialCultural and Recreational and Rating AgreementsVacant - Forest Edge Estate Maiden GullyTotal value of land


7.6

Per Rateable Property

Per Rateable Property

2016/17 2017/18$ $

123.00 125.45

226.00 230.50

142.00 144.80

245.00 249.90

66.50 67.80 46.00 46.00 86.00 87.70

46.00 46.00

156.20 159.30 269.50 274.90

269.50 274.90 539.00 549.80 808.50 824.70 1,347.50 1,374.50 1,886.50 1,924.30

7.7

2016/17 2017/18$ $

3,185,085 3,305,733

3,342,314 3,434,450

644,680 663,474

528,955 542,283

3,247,626 3,358,8352,651,766 3,343,897

84,660 95,249784,514 801,854

248,748 256,47267,375 69,822

185,955 187,200154,962 155,313122,622 119,302

15,249,262 16,333,884 (149,985) (153,201)

15,099,277 16,180,683

The rate or unit amount to be levied for each type of service ra te or charge under section 162 of the Actcompared with the previous financial year

Type of Charge

Kerbside garbage collection - 120/140 Litre bin (property located within Organic Waste collection area)Kerbside garbage collection - 240 Litre bin (property located within Organic Waste Collection area)Kerbside garbage collection - 120/140 Litre bin (property located outside Organic Waste collection area)

Kerbside collection - Commercial Properties - 120/140 Litre bin* Kerbside collection - Commercial Properties - 240 Litre bin*Garbage Collection and Disposal in Specific Commercial Are as as specifiedin Council's Garbage and Recycling Charge PolicyKerbside collection - 1 day per week* Kerbside collection - 2 days per week*Kerbside collection - 3 days per week*

Kerbside garbage collection - 240 Litre bin (property located outside Organic Waste Collection area)Recycling binRecycling bin collection in excess of one bin (per additional bin)Organics bin (Pro Rata charge for 10 months collection in 2016/17 year was $71.00)Organics bin collection in excess of one bin (per additional bin)Garbage Collection and Disposal - Commercial/Industrial P roperties asspecified in Council's Garbage and Recycling Charge Policy

Kerbside collection - 5 days per week*Kerbside collection - 7 days per week*

The estimated total amount to be raised by each type of servic e rate or charge, and the estimated totalamount to be raised by service rates and charges, c ompared with the previous financial year

Type of Charge

Kerbside garbage collection - 120/140 Litre bin (property located in Organic Waste collection area)Kerbside garbage collection - 240 Litre bin (property located in Organic Waste collection area)Kerbside garbage collection - 120/140 Litre bin (property located outside Organic Waste collection area)Kerbside garbage collection - 240 Litre bin (property located outside Organic Waste collection area)Recycling bin

(*Amounts are GST inclusive)

Kerbside collection - 2 days per week*Kerbside collection - 3 days per week*Kerbside collection - 5 days per week*Kerbside collection - 7 days per week*Total inclusive of GSTLess GST (*Amounts are GST inclusive)

Organics binGarbage Collection and Disposal - Commercial/Industrial P roperties asspecified in Council's Garbage and Recycling Charge PolicyKerbside collection - Commercial/Industrial properties - 120/140 litre bin*Kerbside collection - Commercial Properties - 240 Litre bin*Garbage Collection and Disposal in Specific Commercial Are as as specifiedin Council's Garbage and Recycling Charge PolicyKerbside collection - 1 day per week*

Total


7.8

2016/17 2017/18$ $

89,556,146 92,769,01815,099,277 16,180,683

104,655,423 108,949,7011,600,000 1,600,000

106,255,423 110,549,701

7.9

•••••

7.10

The rate and amount of rates payable in relation to land in each category of differential are:••

•

•

••

•

•

•

••

•

•

••

Supplementary ratesTotal

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

There are no known significant changes that 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 (2017/18: estimated $1.60 million, 2016/17: $1.60 million);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

The estimated total amount to be raised by all rates and charg es compared with the previous financialyear

Type of Charge

General ratesKerbside, recycling and organic waste collectionRates and charges

A differential rate of 0.51538% (0.51538 cents in the dollar of CIV) for all rateable Vacant Land - Forest EdgeEstate Maiden Gully properties.A differential rate of 0.41232% (0.41232 cents in the dollar of CIV) for all rateable Residential - Forest EdgeEstate Maiden Gully properties.A differential rate of 0.762796% (0.762796 cents in the dollar of CIV) for all rateable Commercial/Industrial -Forest Edge Estate Maiden Gully properties.A differential rate of 0.762796% (0.762796 cents in the dollar of CIV) for all rateable Other Land properties.A rating concession of 0.20616% (0.20616 cents in the dollar of CIV) for all rateable class 1 Cultural andRecreational properties.A rating concession of 0.10306% (0.10306 cents in the dollar of CIV) for all rateable class 2 Cultural andRecreational properties.

Changes of use of land such that residential land becomes business land and vice versa.

Rates

Rates to be levied

A general rate of 0.41232% (0.41232 cents in the dollar of CIV) for all rateable General Rate properties; andA differential rate of 0.762796% (0.762796 cents in the dollar of CIV) for all rateable Commercial/Industrial Aproperties.A differential rate of 0.74215% (0.74215 cents in the dollar of CIV) for all rateable Commercial/Industrial Bproperties.A differential rate of 0.783349% (0.783349 cents in the dollar of CIV) for all rateable Commercial/Industrial Cproperties.A differential rate of 0.35047% (0.35047 cents in the dollar of CIV) for all rateable Farm Rate properties.A differential rate of 0.51538% (0.51538 cents in the dollar of CIV) for all rateable non Commercial or nonIndustrial zoned vacant land properties.

The Organic Waste collection charge for 2016/17 was be levied at $71 to recognise the service did not operate for the full year, commencing in September 2016. The Organic Waste charge will increase by 2.0% on the annual charge of $86 to $87.70.

A rating concession of 0.041232% (0.041232 cents in the dollar of CIV) for all rateable class 3 Cultural andRecreational properties.A rating concession of $395.00 for all rateable class 4 Cultural and Recreational properties.A rating concession of $519.00 for all rateable class 5 Cultural and Recreational properties.

Each differential rate (excepting class 4 and class 5 cultural and recreational properties) will be determined bymultiplying the Capital Improved Value of each rateable land (categorised by the characteristics described below) bythe relevant percentages indicated above.

Council considers that each differential rate will contribute to the equitable and efficient carrying out of councilfunctions. Details of the objectives of each differential rate, the types of classes of land, which are subject to eachdifferential rate and the uses of each differential rate, are set out below.


7.11

Lords Raceway, 646-650 McIvor Highway, Junortoun, VictoriaDepartment of Human Services Aged Person's Units located at :

20 Mackenzie Street West, Golden Square, Victoria15 Burrowes Street, Golden Square, Victoria2 Jeffrey Street, Elmore, Victoria3 Carpenter Street, Kangaroo Flat, Victoria18 Camp Street, Kangaroo Flat, Victoria159 Retreat Road, Spring Gully, Victoria32 Castle Street, North Bendigo, Victoria17-19 Kirkwood Road, Eaglehawk, Victoria2 Virginia Street, Eaglehawk, Victoria51 Bannister Street, North Bendigo, Victoria

7.12

7.13

a.

b.

c.

In accordance with the provisions of Section 169 of the Act, and in keeping with agreements that bind the Council,the City grants a concession to each owner (or, where applicable, occupier) of rateable land described below, in theamount authorised by any Agreement binding Council for:

In accordance with the provisions of Section 169 of the Act, the City grants a rebate to each owner (or, whereapplicable, occupier) of rateable land, upon successful application, that meets the criteria of the City of GreaterBendigo Bushcare Incentive (Rate Rebate) Program. The rebate is 100% of the rates calculated on the site value ofthe protected land as declared in the required Trust for Nature conservation covenant. A Trust for Natureconservation covenant provides the highest level of protection to land. The protection of private remnant nativevegetation is a high priority recognised by all levels of government, as some of the highest value native vegetation isfound on private property. The benefit to the community as a whole is to preserve privately owned natural bushlandcontaining remnant native vegetation.

In accordance with the provisions of Section 169 of the Act, upon successful annual application that meets thecriteria of a recreational hangar user, the City grants a 50% rate rebate to each occupier of rateable land upon whichan aircraft hangar is erected at the Bendigo Airport.

Discount

In accordance with the provisions of Section 168 of the Act, the City will grant a discount of 1.5% of the 2017/2018rates and charges (exclusive of any rebates and Victorian Government Fire Services Property Levy) should fullpayment (including any arrears) be made on or before Monday 2 October 2017.

General Rate

Rebates and Concessions

and which is:

Having regard to the Rating Strategy carried out in 2011 and the Victorian Government’s Developing a RatingStrategy: A guide for Councils , the objective of the General Rate is to efficiently and equitably impose a rate onrateable land within the municipal district (except rateable land which is Commercial/Industrial, Farm Land, VacantResidential or Vacant Rural Residential Land, Other Land or properties located in the Forest Edge Estate MaidenGully, which are subject to separate differential rates) to:

To raise revenue to be used to improve the overall quality of life of people in the local community withinCouncil’s municipal district (in accordance with the facilitating objective in section 3C(2)(c) of the Act); andTo ensure the equitable imposition of rates and charges (in accordance with the facilitating objective in section3C(2)(f) of the Act).

General Rate Land is any land, which is not:Commercial/Industrial Land A; Commercial/Industrial Land B; Commercial/Industrial Land C; Farm Land, VacantLand - Residential and Rural Residential, Other Land, Vacant Land - Forest Edge Estate Maiden Gully, ResidentialLand - Forest Edge Estate Maiden Gully, Commercial/Industrial Land - Forest Edge Estate Maiden Gully;

Assist Council to meet its primary objective of endeavouring to achieve the best outcomes for the local community having regard to the long term and cumulative effects of Council’s decisions (section 3C(1) of the Act);


••

•

7.14

a.

b.

c.

•••

Used primarily for residential purposes; orLess than 1500m2 in area and used primarily for indoor cultural or recreational purposes by a body whichapplies its profits to promote its objects and otherwise prohibits the payment of a dividend or amount to itsmembers; orNon commercial, non industrial or non farm land use occupancies on properties located in the Lake Eppalockenvirons which are leased from Goulburn-Murray Water.

The general rate will be used to fund some of those items of expenditure described in the Budget. The types andclasses of rateable land within this differential rate are those having the relevant characteristics described above.

The zoning applicable to each rateable land within this category, as determined by consulting maps referred to in therelevant Planning Scheme.


Commercial/Industrial Land A is any land, which is not:

General Rate Land; Commercial/Industrial Land B; Commercial/Industrial Land C; Farm Land, Vacant Land -Residential and Rural Residential, Other Land, Vacant Land - Forest Edge Estate Maiden Gully, Residential Land -Forest Edge Estate Maiden Gully, Commercial/Industrial Land - Forest Edge Estate Maiden Gully;

All buildings which are now constructed on the land or which are constructed prior to the expiry of the 2017/18Financial Year.

The geographic location of the land within this rate is wherever located within the municipal district (excluding theForest Edge Estate Maiden Gully as depicted in Appendix D Annexure D - 3).

The use of the land within this rate, in the case of improved land, is any use permitted under the relevant PlanningScheme.

Commercial/Industrial Land A

Having regard to the Rating Strategy carried out in 2011 and the Victorian Government’s Developing a RatingStrategy: A guide for Councils , the objective of the Commercial/Industrial Land A Differential Rate is to efficientlyand equitably impose a differential rate on rateable land within the municipal district (except rateable land which isGeneral Rate Land, Commercial/Industrial Land B, Commercial/Industrial Land C, Farm Land, Vacant Residential orVacant Rural Residential Land, Other Land or properties located in the Forest Edge Estate Maiden Gully which aresubject to separate differential rates) to:

Assist Council to meet its primary objective of endeavouring to achieve the best outcomes for the localcommunity having regard to the long term and cumulative effects of Council’s decisions (section 3C(1) of theAct);

The Commercial/Industrial A rate will be used to fund some of those items of expenditure described in the Budget.The types and classes of rateable land within this differential rate are those having the relevant characteristicsdescribed above.


and which is land with planning permission for:Sale of goods or services; orOther commercial purposes; orIndustrial purposes; or is

Unoccupied land zoned, used or able to be used primarily for commercial or industrial purposes, whether or notbuilding/s are erected thereon;

and located in the area depicted in Appendix D Annexure D - 1 (excluding the Bendigo CBD as depicted in AppendixD annexure D - 2 and excluding the Forest Edge Estate Maiden Gully as depicted in Appendix D annexure D - 3).


7.15

a.

b.

c.

•••


The geographic location of the land within this differential rate is in the area depicted in Appendix D Annexure D - 1(excluding the Bendigo CBD as depicted in Annexure D - 2 and excluding the Forest Edge Estate Maiden Gully asdepicted in Annexure D - 3).

The use of the land within this differential rate, in the case of improved land, is any use permitted under the relevantPlanning Scheme.

Commercial/Industrial Land B

General Rate Land; Commercial/Industrial Land A; Commercial/Industrial Land C; Farm Land, Vacant Land -Residential and Rural Residential, Other Land, Vacant Land - Forest Edge Estate Maiden Gully, Residential Land -Forest Edge Estate Maiden Gully, Commercial/Industrial Land - Forest Edge Estate Maiden Gully;and which is land with planning permission for:

Sale of goods or services; orOther commercial purposes; orIndustrial purposes; or is

Having regard to the Rating Strategy carried out in 2011 and the Victorian Government’s Developing a RatingStrategy: A guide for Councils , the objective of the Commercial/Industrial Land B Differential Rate is to efficientlyand equitably impose a differential rate on rateable land within the municipal district (except rateable land which isGeneral Rate Land, Commercial/Industrial Land A, Commercial/Industrial Land C, Farm Land, Vacant Residential orVacant Rural Residential Land, Other Land or properties located in the Forest Edge Estate Maiden Gully which aresubject to separate differential rates) to:

Assist Council to meet its primary objective of endeavouring to achieve the best outcomes for the localcommunity having regard to the long term and cumulative effects of Council’s decisions (section 3C(1) of theAct);To raise revenue to be used to improve the overall quality of life of people in the local community withinCouncil’s municipal district (in accordance with the facilitating objective in section 3C(2)(c) of the Act); andTo ensure the equitable imposition of rates and charges (in accordance with the facilitating objective in section3C(2)(f) of the Act).

Commercial/Industrial Land B is any land, which is not:



and not located in the area depicted in Appendix D Annexures D - 1, D - 2 or D - 3.

The Commercial/Industrial B rate will be used to fund some of those items of expenditure described in the Budget.The types and classes of rateable land within this differential rate are those having the relevant characteristicsdescribed above.



The geographic location of the land within this differential rate is wherever located within the municipal district, notlocated within the area depicted in Appendix D, Annexures D - 1, D - 2 or D - 3.


7.16

a.

b.

c.

•••

7.17

a.

b.

c.

Commercial/Industrial Land C

Having regard to the Rating Strategy carried out in 2011 and the Victorian Government’s Developing a RatingStrategy: A guide for Councils , the objective of the Commercial/Industrial Land C Differential Rate is to efficientlyand equitably impose a differential rate on rateable land within the municipal district (except rateable land which isGeneral Rate Land, Commercial/Industrial Land A, Commercial/Industrial Land B, Farm Land, Vacant Residential orVacant Rural Residential Land, Other Land or properties located in the Forest Edge Estate Maiden Gully which aresubject to separate differential rates) to:


Other commercial purposes; orIndustrial purposes; or is


and located in the area depicted in Appendix D Annexure D - 2.

The Commercial/Industrial C rate will be used to fund some of those items of expenditure described in the Budget.The types and classes of rateable land within this differential rate are those having the relevant characteristicsdescribed above.


Commercial/Industrial Land C is any land, which is not:

General Rate Land; Commercial/Industrial Land A; Commercial/Industrial Land B; Farm Land, Vacant Land -Residential and Rural Residential, Other Land, Vacant Land - Forest Edge Estate Maiden Gully, Residential Land -Forest Edge Estate Maiden Gully, Commercial/Industrial Land - Forest Edge Estate Maiden Gully;and which is land with planning permission for:

Sale of goods or services; or



The geographic location of the land within this differential rate is in the area depicted in Appendix D Annexure D - 2.


Farm Land

Having regard to the Rating Strategy carried out in 2011 and the Victorian Government’s Developing a RatingStrategy: A guide for Councils , the objective of the Farm Land Differential Rate is to efficiently and equitably imposea differential rate on rateable land within the municipal district (except rateable land which is General Rate Land,Commercial/Industrial Land, Vacant Residential or Vacant Rural Residential Land, Other Land or properties locatedin the Forest Edge Estate Maiden Gully which are subject to separate differential rates) to:



7.18

a.

b.

c.

Farm Land is any land, which is not:

General Rate Land; Commercial/Industrial Land A; Commercial/Industrial Land B; Commercial Industrial C, VacantLand - Residential and Rural Residential, Other Land, Vacant Land - Forest Edge Estate Maiden Gully, ResidentialLand - Forest Edge Estate Maiden Gully, Commercial/Industrial Land - Forest Edge Estate Maiden Gully;

Vacant Land - Residential and Rural Residential

Having regard to the Rating Strategy carried out in 2011 and the Victorian Government’s Developing a RatingStrategy: A guide for Councils , the objective of the Vacant Land - Residential and Rural Residential Differential Rateis to efficiently and equitably impose a differential rate on rateable land within the municipal district (except rateableland which is General Rate Land, Commercial/Industrial Land, Farm Land, Other Land or properties located in theForest Edge Estate Maiden Gully which are subject to separate differential rates) to:


and which is "farm land" within the meaning of Section 2 (1) of the Valuation of Land Act 1960 :

The farm rate will be used to fund some of those items of expenditure described in the Budget. The types andclasses of rateable land within this differential rate are those having the relevant characteristics described above.



The geographic location of the land within this differential rate is wherever located within the municipal district.





Vacant Land - Residential and Rural Residential is any land, which is not:

General Rate Land; Commercial/Industrial Land A; Commercial/Industrial Land B; Commercial/Industrial C, FarmLand, Other Land, Vacant Land - Forest Edge Estate Maiden Gully, Residential Land - Forest Edge Estate MaidenGully, Commercial/Industrial Land - Forest Edge Estate Maiden Gully;

and which is land on which no dwelling is erected.

The Vacant Land - Residential and Rural Residential rate will be used to fund some of those items of expendituredescribed in the Budget. The types and classes of rateable land within this differential rate are those having therelevant characteristics described above.



7.19

a.

b.

c.

7.20

a.

b.

c.

Vacant Land - Forest Edge Estate Maiden Gully

Having regard to the Rating Strategy carried out in 2011 and the Victorian Government’s Developing a RatingStrategy: A guide for Councils , the objective of the Vacant Land - Forest Edge Estate Maiden Gully Differential Rateis to efficiently and equitably impose a differential rate on rateable land within the municipal district (except rateableland which is General Rate Land, Commercial/Industrial Land, Farm Land, Vacant Residential or Vacant RuralResidential Land, Other Land, Residential Land - Forest Edge Estate Maiden Gully or Commercial/Industrial Land -Forest Edge Estate Maiden Gully which are subject to separate differential rates) to:


on which no dwelling or other building designed or adapted for occupation is constructed.

The Vacant Land - Forest Edge Estate Maiden Gully rate will be used to fund some of those items of expendituredescribed in the Budget. The types and classes of rateable land within this differential rate are those having therelevant characteristics described above.






Vacant Land - Forest Edge Estate Maiden Gully is any land, which is not:

General Rate Land; Commercial/Industrial Land A; Commercial/Industrial Land B; Commercial/Industrial C, FarmLand, Other Land, Vacant Land - Residential or Rural Residential, Residential Land - Forest Edge Estate MaidenGully, Commercial/Industrial Land - Forest Edge Estate Maiden Gully;

and located within the Forest Edge Estate Maiden Gully, as depicted in Appendix D Annexure D - 3, on landintended to be used for residential purposes; and

Residential Land - Forest Edge Estate Maiden Gully

Having regard to the Rating Strategy carried out in 2011 and the Victorian Government’s Developing a RatingStrategy: A guide for Councils , the objective of the Residential Land - Forest Edge Estate Maiden Gully DifferentialRate is to efficiently and equitably impose a differential rate on rateable land within the municipal district (exceptrateable land which is General Rate Land, Commercial/Industrial Land, Farm Land, Vacant Residential or VacantRural Residential Land, Other Land, Vacant Land - Forest Edge Estate Maiden Gully or Commercial/Industrial Land - Forest Edge Estate Maiden Gully which are subject to separate differential rates) to:



7.21

a.

b.

c.

•••

General Rate Land; Commercial/Industrial Land A; Commercial/Industrial Land B; Commercial/Industrial C, FarmLand, Other Land, Vacant Land - Residential or Rural Residential, Vacant Land - Forest Edge Estate Maiden Gully,Commercial/Industrial Land - Forest Edge Estate Maiden Gully;

and which is:

used primarily for residential purposes; and

located within the Forest Edge Estate Maiden Gully, in the area depicted in Appendix D Annexure D - 3.

The Residential Land - Forest Edge Estate Maiden Gully rate will be used to fund some of those items ofexpenditure described in the Budget. The types and classes of rateable land within this differential rate are thosehaving the relevant characteristics described above.


Residential Land - Forest Edge Estate Maiden Gully is any land which is not:



Commercial/Industrial Land - Forest Edge Estate Maiden Gully is any land which is not:

General Rate Land; Commercial/Industrial Land A; Commercial/Industrial Land B; Commercial/Industrial C, FarmLand, Other Land, Vacant Land - Residential or Rural Residential, Vacant Land - Forest Edge Estate Maiden Gully,Residential Land - Forest Edge Estate Maiden Gully; and

which is located in the Forest Edge Estate Maiden Gully, as depicted in Appendix B Annexure D - 3; and




Commercial/Industrial Land - Forest Edge Estate Mai den Gully

Having regard to the Rating Strategy carried out in 2011 and the Victorian Government’s Developing a RatingStrategy: A guide for Councils , the objective of the Commercial/Industrial Land - Forest Edge Estate Maiden GullyDifferential Rate is to efficiently and equitably impose a differential rate on rateable land within the municipal district(except rateable land which is General Rate Land, Commercial/Industrial Land, Farm Land, Vacant Residential orVacant Rural Residential Land, Other Land, Vacant Land - Forest Edge Estate Maiden Gully or Residential land -Forest Edge Estate Maiden Gully which are subject to separate differential rates) to:


which is land with planning permission for:Sale of goods or services; orOther commercial purposes; orIndustrial purposes; or is


7.22

a.

b.

c.

The Commercial/Industrial land - Forest Edge Estate Maiden Gully rate will be used to fund some of those items ofexpenditure described in the Budget. The types and classes of rateable land within this differential rate are thosehaving the relevant characteristics described above.


General Rate Land; Commercial/Industrial Land A; Commercial/Industrial Land B; Commercial/Industrial Land C,Farm Land, Vacant Land - Residential and Rural Residential, Vacant Land - Forest Edge Estate Maiden Gully,Residential Land - Forest Edge Estate Maiden Gully, Commercial/Industrial Land - Forest Edge Estate Maiden Gully;

and includes any land which does not fall into any of the definitions of rate categories of General Rate Land,Commercial/Industrial Land A, Commercial/Industrial Land B, Commercial/Industrial Land C, Farm Land, VacantLand - Residential and Rural Residential, Vacant Land - Forest Edge Estate Maiden Gully, Residential Land - ForestEdge Estate Maiden Gully, Commercial/Industrial Land - Forest Edge Estate Maiden Gully.

The Other Land rate will be used to fund some of those items of expenditure described in the Budget. The typesand classes of rateable land within this differential rate are those having the relevant characteristics describedabove.





Other Land is any land, which is not:





Other Land

Having regard to the Rating Strategy carried out in 2011 and the Victorian Government’s Developing a RatingStrategy: A guide for Councils , the objective of the Other Land Differential Rate is to efficiently and equitably imposea differential rate on rateable land within the municipal district (except rateable land which is General Rate Land,Commercial/Industrial Land, Farm Land, Vacant Residential or Vacant Rural Residential Land or properties locatedin the Forest Edge Estate Maiden Gully which are subject to separate differential rates) to:


7.23 Fair Go Rates System Compliance

City of Greater Bendigo is fully compliant with the State Government's Fair Go Rates System

Base Average Rate (2016/2017) $1,595.49

Maximum Rate Increase (set by the State Government) 2.00%

Capped Average Rate (2017/2018) $1,627.40

Maximum General Rates Revenue $92,769,937

Budgeted General Rates Revenue $92,769,018


Budget Analysis

11 Analysis of Budgeted Cash Position

The following reports provide detailed analysis to support and explain the budget reports in the previous section.

This section includes the following analysis and information.

8 Summary of Financial Position9 Budget Influences10 Analysis of Operating Budget

12 Analysis of Capital Budget13 Analysis of Budgeted Financial Position


8. Summary of Financial Position

Council has prepared a Budget for the 2017/18 financial year which seeks to balance the demand for services andinfrastructure with the community’s capacity to pay. Key budget information is provided below about the rate increase,operating result, services, cash and investments, capital works, financial position, financial sustainability and strategicobjectives of the Council.

8.1 Rates and Charges

A = Actual F = Forecast B = Budget SRP = Strategic Resource Plan estimates

It is proposed that general rates increase by 2.0% for the 2017/18 year in accordance with the Fair Go Rates System,raising total rates and charges of $110.6 million, including $1.6 million generated from supplementary rates. The overallincrease in total revenue from rates and service charges is 4.0%.

8.2 Operating Result

The budget operating result for the 2017/18 year is a surplus of $22.4 million, which is an decrease of $43.5 million overthe 2016/17 forecast. The decreased operating result is mainly due to receiving additional income in the way of capitalgrants, monetary contributions to fund major capital projects in 2016/17 and receiving approximately 50% of the 2017/18financial assistance Commonwealth grant in the 2016/17 financial year. The other major factor is the completion of majorworks undertaken in 2016/17. Expenditure of a capital nature contributing to non-council owned assets is accounted foras operational expenditure. The final payment for the Ulumbarra theatre was paid in 2016/17 which is forecast to cost$2.3 million. The income to offset this payment has already been received in the prior year. The adjusted underlyingresult, which excludes items such as non-recurrent capital grants and contributions is a deficit of $2.6 million, which is adecrease of $11.8 million over 2016/17 - refer to section 10 of this summary for further information. (The forecastunderlying result for the 2016/17 year is a surplus of $9.3million).

41.5

65.9

22.4

31.8 33.5 35.7

0.0

15.0

30.0

45.0

60.0

75.0

A2015/16 F2016/17 B2017/18 SRP2018/19 SRP2019/20 SRP2020/21

Sur

plus

/ -D

efic

it $M

99.7106.3

110.6 113.0 115.6 118.2

0.0

20.0

40.0

60.0

80.0

100.0

120.0

A2015/16 F2016/17 B2017/18 SRP2018/19 SRP2019/20 SRP2020/21

Rat

e In

com

e $M


8.3 Services

The net cost of services delivered to the community for the 2017/18 year is expected to be $116.4 million which is anincrease of $9.3 million over 2016/17. A key influencing factor in the development of the 2017/18 budget has been theresults of the community satisfaction survey and recommendations made by the citizens jury derived from members ofthe community and presented to the City. The key messages from both the survey and the citizens jury is that there is arelatively high level of satisfaction with most services provided by the City, but there are also some areas of concernwhere there is a clear message that ratepayers want improved service levels. For the 2017/18 year, service levels havebeen maintained and a number of initiatives proposed. (The forecast net cost for the 2016/17 year is $107.1 million).

Refer Section 2 for a list of services.

8.4 Cash and investments

Cash and investments are expected to decrease by $12 million during the year to $37.3 million as at 30 June 2018. Thisis due mainly to the carried forward component of the 2016/17 capital works program and a number of major capitalworks projects and receiving $7.89 million or approximately 50% of the 2017/18 financial assistance Commonwealthgrant in the 2016/17 financial year. (Cash and investments are forecast to be $49.3 million as at 30 June 2017).

Refer also Section 3 for the Statement of Cash Flows and Section 11 for an analysis of the cash position.

100.4107.1

116.4 121.0 125.9130.9

0.0

20.0

40.0

60.0

80.0

100.0

120.0

140.0

A2015/16 F2016/17 B2017/18 SRP2018/19 SRP2019/20 SRP2020/21

Net

Cos

t $M

65.12

49.28

37.28

44.3350.43

54.11

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

A2015/16 F2016/17 B2017/18 SRP2018/19 SRP2019/20 SRP2020/21

Cas

h on

Han

d $M


8.5 Capital Works

The capital works program for the 2017/18 year is budgeted to be $60.1 million. Of the $60.1 million of capital fundingrequired, $9.69 million will come from external grants, $3.4 million will come from contribution which comprises assetsales ($0.97 million), with the balance of $47 million to come from Council cash. The Council cash amount comprisesreserves ($8 million) and cash generated through operations in the 2017/18 financial year ($39 million). The capital worksprogram has been set and prioritised based on a rigorous process of consultation that has enabled the City to assessneeds and develop sound business cases for each project.

Refer also Section 6 for the Statement of Capital Works and Section 12 for an analysis of the capital budget.

8.6 Financial Position

The financial position is expected to improve with net assets (net worth) to increase by $78.9 million to $1,567.2 millionalthough net current assets (working capital) will reduce by $13.7 million to $11.9 million as at 30 June 2018. This ismainly due to the use of cash reserves to fund the capital works program and forecasting high levels of cash and cashequivalents held at 30 June 2016 due to receiving $7.89 million or approximately 50% of the 2017/18 financial assistanceCommonwealth grant in the 2016/17 financial year. (Total equity is forecast to be $1,488.3 million as at 30 June 2017).

Refer also Section 3 for the Balance Sheet and Section 13 for an analysis of the budgeted financial position.

44.04

110.57

60.05

45.64 47.71 49.04

0.0

20.0

40.0

60.0

80.0

100.0

120.0

A2015/16 F2016/17 B2017/18 SRP2018/19 SRP2019/20 SRP2020/21

Cap

ital W

orks

Exp

endi

ture

$M

52.63

25.58

11.89

18.2322.73

13.74

0.00

10.00

20.00

30.00

40.00

50.00

60.00

A2015/16 F2016/17 B2017/18 SRP2018/19 SRP2019/20 SRP2020/21

Wor

king

Cap

ital $

M


8.7 Financial Sustainability

A high level Strategic Resource Plan for the years 2016/17 to 2020/21 has been developed to assist the City in adoptinga budget within a longer term prudent financial framework. The key objective of the Plan is financial sustainability in themedium to long term, while still achieving the City’s strategic goals as specified in the Community Plan. The adjustedunderlying result, which is a measure of financial sustainability, shows an increasing surplus over the four year period.The 2017/18 underlying result has been significantly impacted by receiving $7.89 million or 50% of the 2017/18 financialassistance Commonwealth grant in the 2017/16 financial year.

Refer Section 14 for more information on the Strategic Resource Plan.

8.8 Strategic Objectives

The Budget includes a range of services and initiatives to be funded that will contribute to achieving the strategic goalsspecified in the Community Plan. The above graph shows the level of funding allocated in the budget to achieve thestrategic objectives as set out in the Community Plan for the 2017/18 year.

The services that contribute to these objectives are set out in Section 2.

9.27

-2.56

14.0615.55

17.64

-5

0

5

10

15

20

F2016/17 B2017/18 SRP2018/19 SRP2019/20 SRP2020/21

Adj

uste

d U

nder

lyin

g S

urpl

us /

-Def

icit

$M

16.3

9.6 1.2

49.1

23.3

7.6

17.011.9

1.6

53.2

24.6

8.1 -

10.00

20.00

30.00

40.00

50.00

60.00

Lead and govern for allWellbeing and Fairness Strengthening theEconomy

Presentation andManaging Growth

EnvironmentalSustainability

Embracing our Cultureand Heritage

Net

Cos

t $M

2016/17 Forecast 2017/18 Budget


8.9 Council Expenditure Allocations

The above chart provides an indication of how the City allocates its expenditure across the main services that it delivers.It shows how much is allocated to each service area for every $100 that the City spends.

8.1

0.94

9.24

4.76

4.57

4.29

6.75

10.83

7.77

1.87

8.99

31.89

Corporate Service

Customer Service

Arts, culture and libraries

Business development

Planning & Regulation

Property Services

Community Services

Maintenance of Road Network

Recreation & Parks

Parking & Animal Control

Waste, Recycling & Environment

Capital & Major Works

$0 $10 $20 $30 $40

Expenditure $ per $100


9. Budget Influences

PopulationThe resident population of Greater Bendigo at the 2011 ABS census of population and housing was 100,611, thiswas a growth of 7.89% from a population of 93,253 at the 2006 Census, which represents an average annualgrowth rate of 1.54 per cent.

The 2015 official population of Greater Bendigo is the ABS estimated resident population. As at 30 June 2015 itwas 108,437, which was an increase of 1.29% (or 1,386 persons) from the previous 12 months.

Ageing Population

This section sets out the key budget influences arising from the internal and external environment within which theCouncil operates.

9.1 Snapshot of Greater Bendigo City Council

The City of Greater Bendigo is located in the geographic centre of Victoria about 90 minutes drive north ofMelbourne. Greater Bendigo has an estimated population of over 110,000 and covers almost 3,000 squarekilometres of the central Victorian landscape, including smaller towns and villages such as Heathcote, Axedale,Huntly, Marong, Elmore, Goornong, Neilborough, Sebastian, Woodvale, Raywood, Mia Mia and Redesdale.

Growth has occurred in all of the four-year age groups from 50 years and up, making up 65.51% of the growth ofthe City between 2006 and 2011. These figures demonstrate a growing proportion of an aged population.

The age structure of Greater Bendigo shows different populations at their different life stages. Looking at agestructure this way can better inform the level of demand on specific age based services as well as specific housingneeds.

There has been growth of the young workforce and tertiary aged population between the last two Censuses, as wellas the previously discussed growth of the older population.

Births

The age structure of Greater Bendigo at the 2011 Census showed that overall 23.5% of the population was agedbetween 0 and 17 and 11% of residents were over the age of 69. Compared to Regional Victoria, Greater Bendigohas a similar proportion of people in the younger age groups and smaller proportion of those 69 and over (theRegional Victorian average in 16.3%).

Greater Bendigo has a larger percentage of residents aged 18-24 and 25-34 compared to the Regional Victorianaverage while having a smaller percentage of residents aged 60-69.

In between the period of the last two Censuses, the largest changes within the five-year age groups were 0 to 4(+964), 25 to 34 (+1,092), 50 to 59 (+1,101) and 60 to 69 (+2,329).

In 2011 of the majority of lone households that live in separate dwellings, 66.62% live in dwellings with 3 bedroomsor more. Overall 53.68% of lone households live in any sort of dwelling with three bedrooms or more. Even inhouseholds with only two people, 84.63% live in separate dwellings with three or more bedrooms.

Birth rates in Greater Bendigo have been slightly increasing each year with 1,509 babies born in 2014.

Cultural DiversityOf the total Greater Bendigo population in 2011, just over 7% of residents were born overseas. Of those residentsborn overseas, half were born in non-English speaking countries. The main countries of birth of residents, apartfrom Australia, represent migrant groups from the United Kingdom, New Zealand and India.

Housing In 2014 there were 45,379 dwellings across Greater Bendigo, with the suburb of Kangaroo Flat having the largestnumber of dwellings. Of the total dwellings, 82% were separate dwellings and 13% medium density dwellings.


Education and Occupation

•

•

••

•

••••

••

Three in four of lone person households (77.2%) live in separate detached housing and only less than 6% ofcouples with no children live in medium or high density housing (semi-detached, row, terrace or townhouse; flat, unitor apartment).

Medium density dwellings are dispersed throughout the municipality unevenly, the Bendigo urban area has thelargest number with 733 (24%), Flora Hill has 535 which makes up 30% of dwellings in the area, Golden Squareand Kangaroo Flat have 573 and 572 respectively, but they only make up 15 and 13 per cent of overall dwellings.

Growth in house prices in country Victoria (regional cities and towns) was lower than metropolitan Melbourne, withcountry Victoria median house sale prices increasing 3.2 per cent compared to the 5.8 per cent rise in themetropolitan median. In 2016, Greater Bendigo median house prices increased from $307,000 to $320,000, incomparison the Regional Victorian median increased from $287,500 to $299,312 and the Victorian median increasefrom $435,000 to $460,000.

The North Western Region, which includes the City of Greater Bendigo, reports on four state regions for retentionrates of students in 2015 from Year 10 to Year 12 which, at 96%, was the highest of all regions.

In 2011, 26.1% of households in Greater Bendigo were rented, with 4.7% rented as social housing.

The large rural area means transport costs for services are higher. This impacts on services such as garbagecollection. There is also a requirement to invest in maintaining a vast rural road network.The City is assessing how best to support the growing numbers of aged people within the community.The growing urban area means that with new subdivisions, Council takes on responsibility for an increasingnumber of public assets when transferred by developers. This includes public parkland which in turn requiresadditional staff and equipment to maintain.Balancing the demands for new infrastructure in a growing municipality while maintaining existing assets ischallenging. In 2017/18 Council will provide an additional $2 million (transferred from asset renewal funding) toprovide new assets, including $907,000 for footpaths.

In 2011, less than half (42.2%) of the population aged 15 and over hold formal qualifications (Bachelor or higherdegree, Advanced Diploma or Diploma, or Vocational qualifications) and 47.3% had no qualifications, comparedwith 40.5% and 48.4% respectively for Regional Victoria.

When combined, three occupations (Professional, Technical and Trades Workers, and Clerical and AdministrativeWorkers) accounted for 21,710 people in total or 47.5% of the employed resident population.

Budget ImplicationsAs a result of the City’s demographic profile there are a number of budget implications in the short and long term asfollows:

The large geographic area, which includes both urban and rural environments, means the City needs to beresponsive to diverse community needs.

The increasing regulatory environment which requires the City to meet legislative standards including theintroduction of the Local Government Performance Reporting Framework.Potential future liability related to the Defined Benefit Superannuation Fund.

9.2 External Influences

There are a number of external influences which have had a significant impact on the preparation of the 2017/18Budget being:

Managing the impact of a growing city with associated community needs.Introduction of a rate cap by the State Government from 2016/17. The cap for 2017/18 has been set at 2.0%.State-wide CPI is forecast to be 2.0% for the 2017/18 year.

Cost of utilities including water to maintain standard of passive and active recreation facilities.


•••

••••

••

9.3 Internal Influences

The need to replace and upgrade ageing infrastructure.The need to review services to ensure investment is in the right services at the right standard and in the rightway to get the best value.Ongoing focus on greater efficiency.The City’s Enterprise Agreement commitments.

There are a number of internal influences which have had a significant impact on the preparation of the 2017/18Budget being:

Community Plan 2017-2021.Budget principles established by Council to guide the development of the Budget (refer Section 9.4).Prioritisation by Council of several large capital works projects that will require increased funding to operateonce operational.Additional pressures to maintain service levels while service demand increases.Investment in developing the City’s workforce capability and attracting and retaining quality employees.


•••

•

•

2 Capital Works Alignment with Council Plan

6 User Fees and Charges••

•

8 Operating Budget Alignment with Community Plan

9 Working Capital Ratio

10 Managing Service Growth

12 Capacity Building

9.4 Budget Principles

Council must develop a program of consultation with the community in relationto the services it provides and report regularly to the community.

3 Rating

4 Renewal of Assets

In response to these influences, guidelines were prepared and distributed to all Council officers with budgetresponsibilities. The guidelines set out the key budget principles upon which the officers were to prepare their draftbudgets. The principles included:

1 Best ValueAll services must meet quality and cost standards.All services must be responsive to the needs of the community.Each service must be accessible by those members of the community for whomthe service is intended.Council must achieve continuous improvement in the provision of services tothe community.

Theme Principle

Take account of Best Value Principles from the Local Government Act :

Council’s budget will take account of the Community Plan and other strategic plansfor new Capital Works using the agreed criteria of the Capital EvaluationFramework.Aim to balance the demand for services and infrastructure with the community'sability to pay.Comply with existing financial policy by investing in renewing existing assets to thelevel required by the Asset Management Plans.

7 Revenue Sources Identify new revenue sources where possible.Government grants will only be included in the Budget if they are eitherconfirmed or there is a high likelihood of confirmation and, if no confirmation isreceived, refer the matter to mid-year budget for decision on proceeding. Projects will not commence until government funding is committed.Contributions from clubs and organisations are to be confirmed by the executionof a formal Agreement before Council considers funding the project.

5 Loan Borrowings The level of indebtedness will remain within the low risk category of the VAGOindicator. Council’s ability to pay our debt using our own revenue sources willremain in the low risk category.Determining User Fees in accordance with the City's Pricing Policy.

Council’s budget will take account of the Community Plan and other strategic plansfor new and expanded services funded through the Operating budget, using theBusiness Case submission process which justifies increased service demand orthe development of a new service/initiative. This includes requests for new staffingpositions.Aim to achieve a Working Capital ratio of no less than 150%; this means that therewill be $1.50 of current assets to every $1 of current liabilities, to maintain a low riskrating with VAGO.Ensure existing levels of service can be maintained, as a minimum.To achieve increased efficiency and affordability, the operations of Council will besystematically reviewed. Progress is to be reported annually. This work took placeas part of the budget development process.Continue to build the community’s capacity to contribute to the economic growthand wellbeing of the City.

9.5 Long term strategies

The budget includes consideration of a number of long term strategies and contextual information to assist Councilto prepare the Budget in a proper financial management context. These include a Strategic Resource Plan for2017/18 to 2020/21 (Section 14.), Rating Information (Section 15.) and Summary of Other Strategies (Section 16.)including borrowings, infrastructure and service delivery.

11 Efficiency in Operations



2016/17 2017/18 Variance$’000 $’000 $’000

10.2 230,476 185,931 (44,545)10.3 (164,528) (163,516) 1,012

65,948 22,415 (43,533)10.2.6 (30,099) (8,105) 21,994 10.2.5 (26,574) (16,866) 9,708

9,275 (2,556) (11,831)

10.2 Income


2016/17 2017/18 Variance$’000 $’000 $’000

10.2.1 106,255 110,550 4,295 10.2.2 4,370 4,465 95 10.2.3 26,871 26,481 (390)10.2.4 15,096 4,656 (10,440)10.2.5 11,478 12,210 732

5.1 32,628 16,613 (16,015)5.2 31,987 9,692 (22,295)

10.2.6 1,791 1,264 (527) 230,476 185,931 (44,545)

Adjusted underlying surplus/(deficit)

Contributions - monetaryContributions - non monetaryGrants - operatingGrants - capitalInterest on investments

Income Types

10. Analysis of Operating Budget

This section analyses the operating budget including expected income and expenses of the City for the 2017/18year.

Total incomeTotal expenses

10.1.1 Adjusted underlying deficit ($11.8 million d ecrease)

The adjusted underlying result is the net surplus or deficit for the year adjusted for non-recurrent capital grants andcapital contributions from other sources. It is a measure of financial sustainability and the City’s ability to achieve itsservice delivery objectives as it is not impacted by capital income items which can often mask the operating result.The adjusted underlying result for the 2017/18 year is a deficit of $2.6 million which is a decrease of $11.8 millionfrom the 2016/17 year. In calculating the adjusted underlying result, the City has excluded grants received forcapital purposes which are non-recurrent and capital contributions from other sources. Contributions are excludedas the value of assets assumed by the City is dependent on the level of development activity each year. The2017/18 underlying result has been significantly impacted receiving $7.89 million or 50% of the 2017/18 financialassistance commonwealth grant in the 2017/16 financial year.

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

Rates and chargesStatutory fees and finesUser charges, fees and fines

Ref

Ref

10.1 Budgeted income statement

Total income


A detailed listing of statutory fees is included in Appendix A.

10.2.1 Rates and charges ($4.3 million increase)

It is proposed that income raised by all rates and charges will increase by 4.0% or $4.3 million over 2016/17 to$110.6 million. This includes an increase in general rates of 4%, made up of a rate increase of 2.0% plus the valueof natural growth by way of supplementary valuations processed in the 2016/17 year. Recycling, kerbside andorganics waste charges have all increased by 2.0%. Supplementary rates have been budgeted at $1.6 million.

Section 7. Rates and Charges - includes a more detailed analysis of the rates and charges to be levied for 2017/18and the rates and charges specifically required by the Regulations.

10.2.2 Statutory fees and fines ($0.1 million incre ase)

Statutory fees relate mainly to fees and fines levied in accordance with legislation and include animal registrations,Public Health and Wellbeing Act 2008 registrations and parking fines. Increases in statutory fees are made inaccordance with legislative requirements. Statutory fees are forecast to increase by 2% or $0.1 million compared to2016/17.

Rates& charges

Statutoryfees

& fines

User fees& fines

MonetaryContributions Non Monetary

Contributions

OperatingGrants

Capital Grants

Intereston

investments

0

20,000

40,000

60,000

80,000

100,000

120,000$'000

Income Types

Budget 17/18 Forecast 16/17

Income Types Comparison Forecast 2016/17 to Budget

Rates and charges

59%

Statutory fees and

fines 2%

User charges,

fees and fines

14%

Contributions -

monetary

3%

Contributions - non

monetary

7%

Grants - operating

9%

Grants -

capital

5%

Interest on

investments

1%

Budgeted Income Types 2017/18



2016/17 2017/18 Variance$’000 $’000 $’000

10.3.1 60,375 61,502 1,127 10.3.2 67,903 63,664 (4,239)

10.3.3 130 132 2 10.3.4 31,294 32,824 1,530 10.3.5 1,826 2,394 568 10.3.6 3,000 3,000 -

164,528 163,516 (1,012)

10.2.3 User Charges, fees & fines ($0.4 million dec rease)

User charges, fees and fines relate mainly to the recovery of service delivery costs through the charging of fees tousers of the City’s services. These include separate rating schemes, use of leisure, entertainment and othercommunity facilities and the provision of human services such as family day care and home and community careservices. In setting the budget, the key principle for determining the level of user charges has been to ensure thatincreases do not exceed CPI increases or market levels.

User charges are projected to decrease by 1.5% or $0.4 million over 2016/17. The main areas contributing to thedecrease are the Art Gallery hosting the Marilyn Monroe international exhibition in 2016/17. 2016/17 also includedincome from the Council election of $0.1 million. In addition, Council plans to increase user charges for all areas by2% in line with expected inflationary trends over the budget period to maintain parity between user charges and thecosts of service delivery.

A detailed listing of fees and charges is included in Appendix A.

10.3 Expenses

Expense Types

Employee costsContracts payments, materials and servicesBad and doubtful debts

10.2.4 Contributions - monetary ($10.4 million decr ease)

Contributions relate to monies paid by developers in regard to public space and recreation, drainage and carparking in accordance with planning permits issued for property development and contributions made towardscapital works projects.

Contributions are projected to decrease by $10.4 million or 69% compared to 2016/17 due mainly to receivingcapital contributions for the Bendigo Stadium expansion and the Heathcote Living Estate during the 2016/17financial year.

10.2.5 Contributions - non monetary ($0.7 million i ncrease)

Non monetary assets include developer constructed assets contributed by developers in accordance with planningpermits issued for property development, including land, roads, footpaths, playspaces and drainage. The stablemovement of 6% reflects the trend of developers constructing assets and transferring ownership to the City.

Ref

10.2.6 Interest on investments ($0.6 million decrea se)

Other income includes interest revenue on investments and rate arrears. Interest revenue is budgeted to decreaseon forecast due to having less cash on hand. 2016/17 was higher than normal due to the levels of cash held whiledelivering a large capital program in 2016/17.

Depreciation and amortisationBorrowing costs

Total expenses

Net loss on disposal of property, infrastructure, plant and equipment


•••

••

Employee costs include all labour related expenditure such as wages and salaries and on-costs such asallowances, leave entitlements and employer superannuation.

Employee costs are forecast to increase by 1.9% or $1.9 million compared to 2016/17. This increase relates tothree key factors:

10.3.1 Employee costs ($1.1 million increase)

Council's Enterprise Agreement (EA).Band movements and reclassification of staff as prescribed by the relevant awards.Impact of full year employment of staff who took up positions part way through 2016/17, (approved in the2016/17 Budget).Positions funded by the State Government.Changes to staff numbers as included in new Budget initiatives.

Employeecosts

Materials & Services

Bad and doubtful debts

Depreciation

Borrowingcosts

Loss on disposal of assets

0

15,000

30,000

45,000

60,000

75,000

$'000

Expenses

Budget 17/18 Forecast 16/17

Employee costs

38%

Contracts

payments, materials

and services

39%

Bad and

doubtful debts

0%

Depreciation and

amortisation

20%

Borrowing

costs

1%

Loss

on Disposal

2%

Budgeted Expense Types 2017/18

Expense Types Comparison Forecast 2016/17 to Budget 2017/18


Budget Permanent Permanent2017/18 Full Time Part Time

$'000 $'000 $'000 1,946 1,831 115 9,000 7,506 1,494 11,485 9,192 2,293 16,251 15,908 343 19,804 11,590 8,214 58,486 46,027 12,459

Casuals and other 1,518 1,498 61,502

Budget2017/18 Permanent Permanent

FTE Full Time Part Time16 15 191 73 18

115 88 27205 201 4239 123 116

666 500 1662520

711


2016/17 2017/18 Variance$’000 $’000 $’000

4,554 4,649 95

3,911 4,047 136 10,953 11,349 396 2,265 2,411 146

2,425 2,502 77 1,670 1,789 119

2,235 2,275 40

10.3.2 Contract payments, materials and services ($ 4.2 million decrease)

Parks and Natural ReservesWaste Services

Building and Property Services

Materials and services include the purchases of consumables, payments to contractors for the provision of servicesand utility costs. Materials and services are forecast to decrease by 6.2% or $4.24 million compared to 2016/17forecast.

The decrease is due to the completion of major works undertaken in 2016/17. Capital expenditure on non-councilassets is accounted for as operational expenditure. The major project in 2016/17 was the final payment of theUlumbarra Theatre project $2.3 million.

Comprises

Corporate PerformanceStrategy and GrowthPresentation and Assets

Service Unit

Statutory PlanningCapital Venues and Events

Strategy and Growth

Total expenditure

Total permanent employee expenditure

A summary of human resources expenditure categorised according to the organisational structure of the City isincluded below:

Directorate

Executive Services

Comprises

Health and Wellbeing

Capitalised labour costs

Total employees

A summary of the number of full time equivalent (FTE) employees in relation to the above expenditure is includedbelow:

The most significant increases in employee costs by service unit are summarised below:

Directorate

Presentation and Assets

Health and WellbeingTotal Casuals and otherCapitalised labour costs

Directorate

Executive ServicesCorporate PerformanceStrategy and GrowthPresentation and Assets

Health and Wellbeing Community Services

Corporate Performance People and Performance


Borrowing costs relate to interest charged by financial institutions on funds borrowed. The increase in borrowingcosts results from the planned additional borrowings and commitment of the current loan portfolio.

10.3.6 Net loss on disposal of property, infrastruc ture, plant and equipment

Remains consistent with 2016/17 forecast.

10.3.3 Bad and doubtful debts ($0.002 million incre ase)

This remains within current trends. All debts are managed under the Revenue and Debt Collection Policy.

10.3.4 Depreciation and amortisation ($1.5 million increase)

Depreciation is an accounting measure which attempts to allocate the value of an asset over its useful life forCouncil’s property, plant and equipment including infrastructure assets such as roads and drains. The increase of$1.5 million for 2017/18 is due mainly to the completion of the 2017/18 capital works program and the full yeareffect of depreciation on the 2016/17 capital works program. Refer to Section 6 and 12. ‘Analysis of Capital Budget’for a more detailed analysis of Council’s capital works program for the 2017/18 year.

10.3.5 Borrowing costs ($0.6 million increase)


•

•

•


2016/17 2017/18 Variance$’000 $’000 $’000

11.1.1

106,489 110,280 3,791 28,199 30,870 2,671 32,093 16,572 (15,521) 26,367 9,668 (16,699) 1,471 1,261 (210)

11,701 4,624 (7,077) 206,320 173,275 (33,045)

(60,225) (59,970) 255 (58,829) (63,334) (4,505)

(119,054) (123,304) (4,250) 87,266 49,971 (37,295)

11.1.2 (117,813) (60,143) 57,670

1,669 1,000 (669)

(116,144) (59,143) 57,001

11.1.3 (1,891) (2,394) (503) 17,000 3,000 (14,000) (2,071) (3,429) (1,358) 13,038 (2,823) (15,861)

(15,840) (11,995) 3,845 65,115 49,275 (15,840)

11.1.4 49,275 37,280 (11,995)

The analysis is based on three main categories of cash flows:

Net cash used in financing activities

Net decrease in cash and cash equivalents Cash and cash equivalents at the beginning of the year Cash and cash equivalents at end of the year

Net cash used in investing activities

Cash flows from financing activitiesFinance costsProceeds from borrowings Repayment of borrowings

Other payments

Net cash provided by operating activities

Cash flows from investing activitiesPayments for property, infrastructure, plant and equip. Proceeds from sale of property, infrastructure, plant and equipment

This section analyses the expected cash flows from the operating, investing and financing activities of Council for the2017/18 year. Budgeting cash flows for Council is a key factor in setting the level of rates and providing a guide to thelevel of capital expenditure that can be sustained with or without using existing cash reserves.

11. Analysis of Budgeted Cash Position

11.1 Budgeted Cash Flow Statement

Cash flows from operating activities

Ref

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 incapital works, or repayment of debt.Investing activities - Refers to cash generated or used in the enhancement or creation of infrastructure and otherassets. These activities also include the acquisition and sale of other assets such as vehicles, property andequipment.Financing activities - Refers to cash generated or used in the financing of Council functions and includeborrowings from financial institutions and advancing of repayable loans to other organisations. Activities alsoinclude repayment of the principal component of loan repayments for the year.

Receipts Rates and chargesUser fees and finesGrants - operating Grants - capital InterestOther receipts

Payments Employee costs



2016/17 2017/18 Variance$’000 $’000 $’000

65,948 22,415 (43,533) 31,294 32,824 1,530 3,000 3,000 -

1,826 2,394 568 (14,802) (10,662) 4,140

87,266 49,971 (37,295)


2016/17 2017/18 Variance$’000 $’000 $’000

49,275 37,280 (11,995)

- Statutory reserves 11.2.1 (5,130) (5,011) 119- Cash held to carried forward capital works 11.2.2 (8,669) (5,401) 3,268- Trust funds and deposits (2,936) (2,965) (29)

11.2.3 32,540 23,903 (8,637)- Discretionary reserves 11.2.4 (30,431) (17,417) 13,014

11.2.5 2,109 6,486 4,377

Unrestricted cash and investments

Unrestricted cash adjusted for discretionary reserv es

Cash and cash equivalents held by the City are restricted in part and not fully available for Council’s operations. Thebudgeted cash flow statement at 11.1 indicates that Council is estimating that at 30 June 2018 it will have cash andinvestments of $37.3 million, which has been restricted as shown in the following table.

Total cash and investments

The large decrease in payments for investing activities represents the large capital works program undertaken in2016/17.

Restricted cash and investments

11.1.3 Financing Activities ($15.9 million decrease )

For 2017/18 the total of principal repayments is $3.4 million and finance charges is $2.4 million. The 2017/18 Budgetincludes new borrowings of $3 million to fund the capital works program. The 2016/17 forecast includes $17 million ofnew borrowings to fund the capital program. Financing activities also includes lending and repayment of approvedloans for private heritage works and community organisations.

11.1.4 Cash and Cash Equivalents at end of the year ($12 million decrease)

Overall, total cash and investments is forecast to decrease by $12 million to $37.3 million as at 30 June 2018,reflecting the City’s strategy of using excess cash and investments to enhance existing and create new infrastructure.This is consistent with Council’s Strategic Resource Plan (see Section 14), which forecasts a significant reduction inthe capital works program from 2016/17 onwards to balance future cash budgets.

11.2 Restricted and Unrestricted Cash and Investme nts

Ref

Loss (gain) on disposal of property, infrastructure, plant and equipmentFinance costsNet movement in current assets and liabilitiesCash flows available from operating activities

11.1.2 Investing Activities ($57 million decrease)

The decrease in cash inflows from operating activities is a combination of increased revenue from rates (refer 10.2.1)and a reduction in other payments (refer 10.3.2) . This has been offset by an decrease in operating grants (refer 5.1)and capital grants (refer 5.2).

The net cash flows from operating activities does not equal the surplus (deficit) for the year as the expected revenuesand expenses of the Council include non-cash items which have been excluded from the Cash Flow Statement. Thebudgeted operating result is reconciled to budgeted cash flows available from operating activities as set out in thefollowing table.

Surplus (deficit) for the yearDepreciation

11.1.1 Operating Activities ($37.3 million decrease )


11.2.5 Unrestricted Cash adjusted for Discretionary Reserves ($4.1 million increase)

These funds are free of all specific the City commitments and represent funds available to meet daily cash flowrequirements, unexpected short term needs and any budget commitments which will be expended in the followingyear such as grants and contributions. The City regards these funds as the minimum necessary to ensure that it canmeet its commitments as and when they fall due without borrowing further funds.

An amount of $5.4 million is forecast to be held at 30 June 2017 to fund capital works budgeted, but not completed, inthe 2016/17 financial year. Section 6.2 contains further details on capital works funding.

11.2.3 Unrestricted Cash and Investments ($8.6 mill ion decrease)

The amount shown is in accordance with the definition of unrestricted cash included in the Regulations. These fundsexclude statutory reserve funds and cash to be used to fund capital works expenditure from the previous financialyear.

11.2.4 Discretionary Reserves ($13 million decrease )

These funds are shown as discretionary reserves as, although not restricted by a statutory purpose, the City has madedecisions regarding the future use of these funds and unless there is a Council resolution these funds should be usedfor those earmarked purposes. The decisions about future use of these funds has been reflected in Council’sStrategic Resource Plan and any changes in future use of the funds will be made in the context of the future fundingrequirements set out in the plan.

11.2.1 Statutory Reserves ($0.1 million increase)

These funds must be applied for specified statutory purposes in accordance with various legislative requirements.While these funds earn interest revenues for Council, the funds are not available for other purposes.

11.2.2 Cash held to fund Carried Forward Capital Wo rks



2016/17 2017/18 Variance$’000 $’000 $’000

Works carried forward 12.1.1PropertyBuildings 3,730 3,694 (36)Total property 3,730 3,694 (36)Plant and equipmentPlant, Machinery and Equipment 15 - (15)Office Equipment, Furniture and Fittings 76 - (76)Total plant and equipment 91 - (91)InfrastructureLand Improvements 1,403 894 (509)Fountains Statues and Monuments 389 - (389)Bridges 1,044 813 (231)Sealed Roads 613 - (613)Pathways 746 - (746)Drainage 361 - (361)Public Furniture and Fittings 292 - (292)Total infrastructure 4,848 1,707 (3,141)Total works carried forward 8,669 5,401 (3,268)

New works and renewal/upgrade works to existing ass etsProperty 12.1.2Land 500 - (500)Buildings 52,373 21,980 (30,393)Total property 52,873 21,980 (30,893)Plant and equipment 12.1.3Plant, Machinery and Equipment 4,536 3,827 (709)Office Equipment, Furniture and Fittings 681 959 278 Total plant and equipment 5,217 4,786 (431)Infrastructure 12.1.4Land Improvements 5,596 9,242 3,646 Artworks - 100 100 Fountains Statues and Monuments 441 76 (365)Bridges 4,448 390 (4,058)Sealed Roads 30,163 12,239 (17,924)Unsealed Roads - 3,250 3,250 Pathways 3,418 2,001 (1,417)Drainage 5,053 3,354 (1,699)Public Furniture and Fittings 3,364 2,628 (736)Total infrastructure 52,483 33,280 (19,203)Total capital works expenditure 110,573 60,046 (50,527)Represented by:New asset expenditure 12.1.5 56,224 26,218 (30,006)Asset renewal expenditure 12.1.5 37,846 35,103 (2,743)Asset upgrade expenditure 12.1.5 14,263 3,863 (10,400)Asset expansion expenditure 12.1.5 10,909 263 (10,646)Total capital works expenditure 119,242 65,447 (43,149)

12. Analysis of Capital Budget

This section analyses the planned capital expenditure budget for the 2017/18 year and the sources of funding forthe capital budget.

12.1 Capital works

Capital Works Areas Ref


At the end of each financial year there are projects that are either incomplete or have not commenced due tovarious factors including planning issues, weather delays and extended consultation. For the 2016/17 year it isforecast that $5.4 million of capital works will be incomplete and be carried forward into the 2017/18 year. The moresignificant projects include the Strathfieldsaye Early Learning Centre ($1.1 million), the Bendigo Tennis PavilionConstruction ($1 million), and the Scott St Bridge construction ($0.8 million).

12.1.2 Property ($22 million)

The property class comprises land and buildings including community facilities, sports facilities and pavilions.

For the 2017/18 year, $22 million will be expended on land and building projects. The more significant projectsinclude recreation properties ($12.7 million), child care facilities ($1.6 million), heritage buildings ($4.7 million) andother buildings ($3.1 million).

Source: Section 3. A more detailed listing of capital works is included in Section 6.

12.1.1 Carried forward works ($5.4 million)

39%

7%

54%

Budgeted capital works 2017/18

Property

Plant and equipment

Infrastructure

40%

54%

6%0%

Budgeted capital works 2017/18

New asset expenditure

Asset renewal expenditure

Asset upgrade expenditure

Asset expansion expenditure


12.1.3 Plant and equipment ($4.8 million)

12.1.4 Infrastructure ($33.3 million)

12.2 Funding sources


2016/17 2017/18 Variance$’000 $’000 $’000

Works carried forwardCurrent year fundingGrants 758 1,000 242 Contributions 588 - (588)- operations 5,267 4,401 (866)- reserve cash and investments 2,056 - (2,056)Total works carried forward 12.2.1 8,669 5,401 (3,268)

New works and renewal/upgrade works to existing ass etsCurrent year fundingGrants 12.2.2 31,988 9,692 (22,296)Contributions 10,511 2,404 (8,107)Borrowings 17,000 3,000 (14,000)Council cash- operations 12.2.3 35,090 35,982 892 - proceeds on sale of assets 12.2.4 1,669 971 (698)- reserve cash and investments 12.2.5 14,315 7,997 (6,318)Total New works and renewal/upgrade works to existing assets 110,573 60,046 (50,527)

Total funding sources 119,242 65,447 (53,795)

Infrastructure includes roads, bridges, footpaths/shared paths, drainage, land improvements, artwork, fountains,statues and monuments, and public furniture and fittings.

For the 2017/18 year, $4.8 million will be expended on plant, equipment and other projects. The more significantprojects include ongoing cyclical replacement of the plant, equipment and vehicle fleet ($3.8 million), upgrade andreplacement of information technology ($1.0 million).

Plant and equipment includes plant, machinery, equipment and computers and telecommunications.

For the 2017/18 year, $12.2 million will be expended on road projects. The more significant projects includeTannery Lane ($1.5 million), Elmore Barnadown Road ($0.7 million) and Lockington Road ($0.5 million). This alsoincludes federally funded Roads to Recovery projects ($2.4 million).

12.1.5 Asset renewal ($35.1 million), new assets ($ 26.2 million), upgrade ($3.9 million) and expansion ($0.3 million)

A distinction is made between expenditure on new assets, asset renewal, upgrade and expansion. Expenditure onasset renewal is expenditure on an existing asset, or on replacing an existing asset that returns the service of theasset to its original capability. Expenditure on new assets does not have any element of expansion or upgrade ofexisting assets but will result in an additional burden for future operation, maintenance and capital renewal.

Sources of funding

$9.2 million will be expended on land improvements. The more significant projects include Garden Gully syntheticpitch ($1.5 million) and the LUBAC track resurfacing ($0.9 million).

Ref

Other infrastructure expenditure includes $3.4 million on drainage, $2 million on footpaths/shared paths, $0.4million on bridges, $0.08 million on fountains, statues and monuments, and $2.6 million on public furniture andfittings.


12.2.3 Council cash - operations ($36 million)

12.2.4 Council cash - proceeds from sale of assets ($1.0 million)

12.2.5 Reserve cash - reserve cash and investments ($8 million)

In addition to reserve investments, Council has restricted cash reserves which represent restricted cash andinvestments and funds preserved from the previous year mainly as a result of grants and contributions beingreceived in advance. It is forecast that $3.20 million will be available from the 2016/17 year to fund the BendigoStadium Redevelopment in the 2017/18 year.

12.2.1 Carried forward works ($5.4 million)

At the end of each financial year there are projects that are either incomplete or have not commenced due tovarious factors including planning issues, weather delays and extended consultation. For the 2016/17 year it isforecast that $5.40 million of capital works will be incomplete and be carried forward into the 2017/18 year.Significant funding includes grants for the Bendigo Tennis Pavilion construction project ($1 million), council cash willalso fund the Scott St Bridge and the Strathfieldsaye Early Learning Centre.

12.2.2 Grants - Capital ($9.7 million)

Capital grants include all monies received from State and Commonwealth sources for the purposes of funding thecapital works program. Significant grants and contributions are budgeted to be received for the Bendigo IndoorAquatic and Wellbeing Centre ($4.4 million), Roads to Recovery projects ($2.4 million) and the RSL SoldiersMemorial institute ($1.9 million).

Council generates cash from its operating activities, which is used as a funding source for the capital worksprogram. It is forecast that $36 million will be generated from operations to fund the 2017/18 capital works programincluding contributions from non-Government agencies.

Proceeds from sale of assets include sales of motor vehicles, plant and equipment in accordance with the City’s plant, equipment and fleet renewal policy of $0.97 million.

Council has cash reserves which it is currently using to fund various programs. The reserves include long serviceleave, drainage, waste and superannuation reserves. For 2017/18 $4.66 million will be used to fund part of the newcapital works program including Waste services ($4.5 million), and Bendigo Botanic Gardens ($0.14 million).

16%

4%

62%

1%

12%

5%

Budgeted total funding sources 2017/18

Grants

Contributions

Operations

Proceeds on sale of assets

Reserve cash and investments

borrowings


ForecastActual Budget Variance

Ref 2016/17 2017/18$’000 $’000 $’000

13.1.1 49,275 37,280 (11,995) 10,085 10,379 294 1,520 1,520 -

60,880 49,179 (11,701)

13.1.1 80 80 -

3,852 3,864 12 1,515,512 1,607,428 91,916 1,519,444 1,611,372 91,928 1,580,324 1,660,551 80,227

13.1.2 13,532 13,913 (381) 2,936 2,965 (29)

15,466 16,675 (1,209) 3,366 3,737 (371)

35,300 37,290 (1,990)

13.1.2 9,739 9,877 (138)

47,011 46,211 800 56,750 56,088 662 92,050 93,378 (1,328)

1,488,274 1,567,173 78,899

13.1.4 708,600 744,148 35,548 779,674 823,025 43,351

1,488,274 1,567,173 78,899

13.1.1 Current Assets ($11.7 million decrease) and Non-Current Assets ($91.9 million increase)

Cash and cash equivalents include cash and investments such as cash held in the bank and in petty cash and thevalue of investments in deposits or other highly liquid investments with short term maturities of three months orless. These balances are projected to decrease by $12 million during the year mainly to fund the capital worksprogram during the year and receiving an estimated 50% or $7.89 million of the financial assistanceCommonwealth grant in the 2016/17 financial year.

Trade and other receivables are monies owed to Council by ratepayers and others. Short term debtors continue tobe managed under tight financial controls. Long term debtors (non current) include loans to communityorganisations.

Investments in Associates reflects the City's investment in the North Central Goldfields Library Corporation.

Other assets includes items such as prepayments for expenses that Council has paid in advance of servicedelivery, inventories or stocks held for sale or consumption in the City’s services and other revenues due to bereceived in the next 12 months. These are not expected to change significantly in 2017/18.

EquityAccumulated surplusReservesTotal equitySource: Section 3

ProvisionsInterest-bearing loans and borrowingsTotal non-current liabilitiesTotal liabilitiesNet assets

Trust funds and depositsProvisionsInterest-bearing loans and borrowingsTotal current liabilities

Non-current liabilities

Total non-current assetsTotal assets

Current liabilitiesTrade and other payables

Non-current assetsTrade and other receivablesInvestment in associates Property, infrastructure, plant and equipment

Cash and cash equivalentsTrade and other receivablesOther assetsTotal current assets

13. Analysis of Budgeted Financial Position

This section analyses the movements in assets, liabilities and equity between 2016/17 and 2017/18. It alsoconsiders a number of key financial performance indicators.

13.1 Budgeted Balance Sheet

Current assets



2016/17 2017/18 Variance$’000 $’000 $’000

60,880 49,179 (11,701) 35,300 37,290 1,990 25,580 11,889 (13,691)

- Statutory reserves (5,130) (5,011) 119- Cash used to fund carried forward capital works (8,669) (5,401) 3,268- Trust funds and deposits (2,936) (2,965) (29)

8,845 (1,488) (10,333)

Interest-bearing loans and borrowings will decrease by $0.4 million due to repayments on current loans beinggreater than the amount budgeted to draw down in 2017/18.

13.1.3 Working Capital (10.3 million decrease)

Working capital is the excess of current assets above current liabilities. This calculation recognises that althoughCouncil has current assets, some of those assets are already committed to the future settlement of liabilities in thefollowing 12 months, and are therefore not available for discretionary spending.

Some of Council’s cash assets are restricted in that they are required by legislation to be held in reserve for specificpurposes or are held to fund carried forward capital works from the previous financial year.

Current assets

Property, infrastructure, plant and equipment is the largest component of the City’s worth and represents the valueof all the land, buildings, roads, vehicles, equipment, etc. which has been built up by Council over many years. The$80.2 million increase in this balance is attributable to the net result of the capital works program, $60.1 million,gifted developer assets ($12.2 million), depreciation of assets ($32.8 million), the sale of property, plant andequipment ($1.0 million) and revaluation of assets owned ($56.5 million).

13.1.2 Current Liabilities ($2 million increase) a nd Non Current Liabilities ($1.3 million increase)

Trade and other payables are those to whom the City owes money as at 30 June. These liabilities are budgeted toincrease by $0.4 million compared to 2016/17.

Provisions include accrued long service leave, annual leave and rostered days off owing to employees. An increasefor Enterprise Agreement outcomes has been factored into these employee entitlements however, they are onlyexpected to increase marginally due to more active management of entitlements.

Provisions also include a provision for landfill for the new cell opened in 2016/17. Overall provisions have increasedby $1.3 million.

Current liabilitiesWorking capitalRestricted cash and investment currentassets

Unrestricted working capital

In addition to the restricted cash shown above, Council is also projected to hold $17.4 million in discretionaryreserves at 30 June 2018. Although not restricted by a statutory purpose, Council has made decisions regardingthe future use of these funds and unless there is a Council resolution these funds should be used for thoseearmarked purposes.


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•

•

••

•••

Employee entitlements to be increased by the Enterprise Agreement will be offset by the impact of more activemanagement of leave entitlements of employees.Repayment of loan principal to be $3.4 million.

A total of $8 million (net) to be transferred from reserves to accumulated surplus, representing the internalfunding of the capital works program for the 2017/18 year.

Total capital expenditure to be $60.1 million to be spent on construction of major projects.

Trade creditors to be based on total capital and operating expenditure less written down value of assets sold,depreciation and employee costs. Payment cycle is 30 days.Other debtors and creditors to remain consistent with 2016/17 levels.

13.1.4 Equity ($78.9 million increase)

During the year an amount of $43.4 million (net) is budgeted to be transferred from other reserves to accumulatedsurplus. Infrastructure assets are revalued every second year and this has resulted in an increase in the assetrevaluation reserve. Investment cash reserves are used to partly fund the capital works program. This is a transferbetween equity balances only and does not impact on the total balance of equity.

A total of 98.0% of total rates and charges raised will be collected in the 2017/18 year (2016/17: 97.8% forecastactual).

Other reserves that are funds that Council wishes to separately identify as being set aside to meet a specificpurpose in the future and to which there is no existing liability. These amounts are transferred from theAccumulated surplus of the Council to be separately disclosed.Accumulated surplus which is the value of all net assets less Reserves that have accumulated over time. Theincrease in accumulated surplus of $35.5 million results directly from the operating surplus for the year.

Asset revaluation reserve which represents the difference between the previously recorded value of assets andtheir current valuations.

13.2 Key Assumptions

In preparing the Budgeted Balance Sheet for the year ending 30 June 2018 it was necessary to make a number ofassumptions about assets, liabilities and equity balances. The key assumptions are as follows:

Total equity always equals net assets and is made up of the following components:


Long Term Strategies

This section includes the following analysis and information.

14 Strategic Resource Plan15 Rating Information16 Summary of Other Strategies


••••

••••

Forecast Budget TrendActual

2016/17 2017/18 2018/19 2019/20 2020/21 +/o/-$’000 $’000 $’000 $’000 $’000

65,948 22,415 31,849 33,466 35,703 + 9,275 (2,556) 14,062 15,545 17,643 +

49,275 37,280 44,329 50,428 54,112 + 87,266 49,971 58,957 62,228 65,248 +

110,573 60,046 45,635 47,713 49,044 -

+ o -

Achieve a balanced budget on a cash basis.

The key objective, which underlines the development of the SRP, is financial sustainability in the medium to longterm, while still achieving Council’s strategic objectives as specified in the Community Plan. The key financialobjectives which underpin the SRP are:

In preparing the SRP, Council has also been mindful of the need to comply with the following Principles of SoundFinancial Management as contained in the Act:

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

14.2 Financial Resources

The following table summarises the key financial results for the next four years as set out in the SRP for years2017/18 to 2020/21.

Maintain existing service levels.

Strategic Resource Plan

Maintain a capital expenditure renewal program to meet depreciation charges.

Maintain levels of borrowings as low risk at VAGO's indebtedness KPI.

Prudently manage financial risks relating to debt, assets and liabilities.Provide reasonable stability in the level of rate burden.Consider the financial effects of Council decisions on future generations.Provide full, accurate and timely disclosure of financial information.

Indicator

14. Strategic Resource Plan

This section includes an extract of the adopted Strategic Resource Plan (SRP) to provide information on the longterm financial projections of the Council.

14.1 Plan Development

The Act requires a Strategic Resource Plan to be prepared describing both financial and non-financial resources(including human resources) for at least the next four financial years to achieve the strategic objectives in theCommunity Plan. In preparing the SRP, Council must take into account all other plans and strategies in regard toservices and initiatives which commit financial and non-financial resources for the period of the SRP.

Council has prepared an SRP for the four years 2017/18 to 2020/21 as part of its ongoing financial planning toassist in adopting a budget within a longer term framework. The SRP takes the strategic objectives and strategiesas specified in the Community Plan and expresses them in financial terms for the next four years.

Projections

Forecasts improvement in Council's financial performance/financial position indicatorForecasts that Council's financial performance/financial position indicator will be steady

Capital works expenditure

Key to Forecast Trend:

Forecasts deterioration in Council's financial performance/financial position indicator

Surplus/(deficit) for the yearAdjusted underlying resultCash and investments balanceCash flows from operations


•

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•

•

•

The key outcomes of the Plan are as follows:

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

Financial sustainability (Section 11) - Cash and investments are forecast to increase over the four yearperiod from $37.3 million to $54.1 million, which indicates a balanced budget on a cash basis in each year andalso provides for the ability to contribute towards new capital works as the City continues to grow.Rating levels (Section 15) – Modest rate increases are forecast over the four years per the Fair Go RatesSystem.Service delivery strategy (section 16) – Service levels have been maintained throughout the four year period. Despite this, a responsible operating surplus is forecast in year 2017/18. Borrowing strategy (Section 16) – Borrowings are forecast to reduce from $49.9 million to $46.8 million overthe four year period. This includes new borrowings of $3 million in 2017/18.Infrastructure strategy (Section 16) - Capital expenditure over the four year period will total $202.4 million atan average of $50.6 million per year.

(20,000)

-

20,000

40,000

60,000

80,000

100,000

120,000

2016/17 2017/18 2018/19 2019/20 2020/21

$'00

0

Surplus/(deficit) for the year Adjusted underlying resultCapital Works Expenditure Cash flows from operationsCash and investments balance


General Garbage Recycling TotalRate Charge Charge Rates

Increase Increase Increase Raised% $’000 $’000 $’000

2.50 3.90 5.30 106,2552.00 2.00 2.00 110,5502.00 3.00 3.00 113,0452.00 3.00 3.00 115,6022.00 3.00 3.00 118,224

85%185%180%190%125%185%125%100%185%

Vacant land - Forest Edge Estate Maiden Gully

Farm RateCommercial/industrial A

2016/172017/18

2019/20

15.2 Future Rates and Charges

The following table sets out future proposed increases in revenue from rates and charges and the total rates to beraised, based on the forecast financial position of Council as at 30 June 2017.

Year

2020/21

15.3 Current Year Rates and Charges Increase

It is predicted that the 2017/18 operating position will be impacted by growth in services, labour costs and generalcost increases. The State Government has set the Rate Cap at an increase of 2.0% on General Rates. Councilshave an option to apply to the Essential Services Commission for a variation to the Rate Cap, the City has decidedto not apply for a variation for the 2017/18 year. It will, therefore, be necessary in the future to carefully monitor therevenue growth from rates and charges while containing costs in order to maintain capital expenditure at areasonable level and a sound financial position overall. The contribution from operations towards capitalinvestments for the 2017/18 year is adequate, with the balance of funds required coming from reserves and loanborrowings.

In order to achieve the objectives of maintaining service levels and a substantial capital expenditure program, totalincome from general rates will increase by the maximum allowed by the State Government (2.0%). The rates in thedollar maintain the existing approximate differential between the various rate categories as follows:

% of General Rate 2017/18

Vacant land (residential and rural residential)

Commercial/industrial BCommercial/industrial C

Residential - Forest Edge Estate Maiden Gully

2018/19

15. Rating Information

This section contains information on Council’s past and foreshadowed rating levels along with Council's ratingstructure and the impact of changes in property valuations. This section should be read in conjunction withCouncil’s Rating Strategy which is available on Council’s website.

15.1 Rating Context

In developing the Community Plan and the Strategic Resource Plan (referred to in Section 14), rates and chargeswere identified as an important source of revenue, accounting for 58% of the total revenue received by Councilannually. Planning for future rate increases has therefore been an important component of the Strategic ResourcePlanning process. The level of required rates and charges has been considered in this context, with reference toCouncil's other sources of income and the planned expenditure on services and works to be undertaken for theGreater Bendigo community.

Commercial/industrial - Forest Edge Estate Maiden Gully

Other land


••••

The organic waste annual charge of $86.00 for 2016/17 was levied at $71.00 to recognise the service did not commence until September 2016. The organic waste annual charge will increase by 2.0% to $87.70.

The recycling charge will increase by 2.0% to $67.80.

Waste collection charges are reviewed annually to cover additional waste management costs including increases inthe EPA Landfill Levy.

A user pays component to reflect usage of organic waste collection services provided by the City for residentialproperties located within the area depicted in the plan found at Appendix D Annexure D-4.

In establishing this rating structure, the City has taken account of Section 3C(1) of the Act - "The primary objectiveof a Council is to endeavour to achieve the best outcomes for the local community having regard to the long termand cumulative effects of decisions" and section 3C(2)(f) requires Council must ensure the "equitable imposition ofrates and charges". The City has had regard to the Ministerial Guidelines for Differential Rating as required bySection 161 (2A) of the Act.

The City makes a further distinction within the property value component of rates based on the purpose for whichthe property is used to assist in achieving the objective of equity, efficiency and simplicity, in order to meet itsobligations under the Act. The rating structure comprises a general rate, three commercial/industrial rates, a farmrate, a vacant land - residential and rural residential rate, three specific differential rates for properties located in theForest Edge Estate Maiden Gully being a vacant land, a residential land and a commercial/industrial landdifferential rate, together with an 'other land' differential rate to capture any property use not specifically covered inthe other nine rate categories, and a rate concession for recreational land levied under the Cultural andRecreational Lands Act. A detailed description of the general rate and each differential rate is included in AppendixB of this document.

The Commercial/Industrial properties are divided into three differential rates based on geographic locations withinthe municipality. The three Commercial/Industrial rates, the Vacant Land Rate and the Other Land Rate are higherthan the General Rate and the Farm Rate is lower than the General Rate. The three Forest Edge Estate MaidenGully rates make provision for recovery, from property owners within the estate, the annual cost of maintaining afire buffer. The fire buffer is, for an initial period of 24 months, commencement date yet to be determined, to bemaintained by the subdivider. For this reason, in the 2017/18 year, the Vacant Land Rate - Forest Edge EstateMaiden Gully will be set at the same level as the Vacant Land - Residential and Rural Residential Rate, theResidential - Forest Edge Estate Maiden Gully will be set at the same level as the General Rate and theCommercial/Industrial - Forest Edge Estate Maiden Gully will be set at the same level as the Commercial/IndustrialA rate. These rates are structured in accordance with the requirements of Section 161 of the Act.

Under the Cultural and Recreational Lands Act, provision is made for a Council to grant a rating concession to anyrecreational lands which meet the test of being rateable land under the Act.

A user pays component to reflect usage of recycle waste collection services provided by the City.

Property values, which reflect capacity to pay.A user pays component to reflect usage of waste collection services provided by the City.

The garbage charge for residential properties located in the Organic Waste collection area will increase by 2.0% for120/140 litre bins to $125.45 and by 2% for 240 litre bins to $230.50. For residential properties not located in theOrganic Waste collection area, the garbage charge will increase by 2.0% for 120/140 litre bins to $144.80 and by2.0% for 240 litre bins to $249.90.

Total rates and charges of $110.6 million, including $1.6 million in supplementary rates will be raised.

15.4 Rating Structure

The City of Greater Bendigo has established a rating structure which is comprised of four key elements.


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•

Differential rates were introduced by the City in 1995. No significant alterations have been made to the ratingstructure since 1995 and given the rates collection rate of in excess of 97%, the lack of submissions made inrelation to the rating structure from Annual Budget to Annual Budget and Council reaffirming in its Rating Strategyreview carried out in 2011 that the rating structure meets Council's objectives together with complying with the Act,no further consultation with ratepayers has occurred. In compiling the 2011 Rating Strategy review, Councilconsidered whether the degree of differentiation between the rate categories supported the three principles ofbenefit, capacity to pay and incentive to be supportable and reaffirmed its decision that the general rate and the, atthe time, five differential rates levied achieve the objectives of equity, efficiency and simplicity.

Striking a proper balance between these elements provides equity in the distribution of the rate burden acrossratepayers, which allows the efficient carrying out of the functions of Council compared to the use of a uniform rate.The result is an equitable distribution of rates across sectors with the aim of optimal flexibility in collection of rates to deal with changing needs within the wider community. These distinctions are based on the concept thatcommercial/industrial properties should pay a fair and equitable contribution to rates, taking into account thebenefits those business derive from the local community, the services Council provides and their ability to pay.

The three levels of commercial/industrial differential rates, based on locality within the municipality, take intoaccount the differing levels of service provided by Council to commercial/industrial properties in each locality.Vacant Land - Residential and Rural Residential is levied at a rate higher than the General Rate to encouragedevelopment of such land. The three Forest Edge Estate Maiden Gully differential rates will, at the expiration of a24 month 'maintenance period' (commencement date not yet determined), be levied at a higher rate than theVacant land - Residential and Rural Residential, General or Commercial/Industrial A differential rates, asapplicable, to recover the annual cost for maintaining a fire buffer.

Council has determined rates and charges in respect of farming properties should take account of the restrictedaccess to many of the City's services and are appropriately discounted to the general rate. The farm rate generates2.61% of rates income, and Council determined that the 15% concession in the rate in the dollar to the GeneralRate for the Farm Rate does not create any adverse effect to the other nine rate categories.

The farm rate is set at 85% of the general rate and the reasons for the use and the level of the farm land differentialrate are:

To encourage the continuation of farming pursuits on rural land in support of the strategic objective to supportthe economic development of the agricultural sector; andIn recognition that the size of the landholding required to conduct a farm business is far greater than other non-farm businesses with similar turnover and (pre-tax) profitability. Therefore farms, in comparison, have a highervaluation and would pay higher rates if a lower differential was not applied; andIn recognition that farm businesses profitability is affected by weather which means that their income is moresusceptible and fragile than other businesses.

Council has determined not to introduce a differential rate for retirement villages. Council’s reasons for this are asfollows:

Any change to the rating system creates winners and losers, and while Council empathises with the lobby ofthe retirement villages, it also needs to make decisions that are in the interests of the majority of residentsacross the municipality including pensioners and self-funded retirees that do not live in retirement villages.There are many pensioners living outside of “Retirement Villages” with and without body corporate financialresponsibilities who may have difficulties paying Council rates. A reduction in rates for retirement villageswould mean that these pensioners and others would have to pay more and this is not considered fair orequitable for the wider community.Council property rates are a tax on property wealth, not a fee for services used. This is similar to income tax,land tax and other “progressive taxes”. The philosophy behind these taxes is those who earn/own more shouldcontribute more to the delivery of government services. There is no link between services used and theamount of rates paid as Council provides infrastructure and many services for public benefit. There are otherexamples where the use of Council services would be limited or not used at all, but the payment of rates is stillrequired, such as vacant land, multiple properties, other body corporate situations (the owner could also be apensioner), weekender/holiday homes.Part of the body corporate fees go to maintaining and upgrading privately owned infrastructure and facilities likefootpaths, roads and drainage, bowling greens, swimming pools, village community buildings and amenities. Ifa lower differential rate was applied for this reason other ratepayers would indirectly be subsidising the villageowner's business as the infrastructure within a retirement village is owned by the property owner and not theresidents.


•

•

How applied 2016/17 2017/18 Total Raised ChangeCents/$ CIV 0.40424% 0.412320% 66,167,879 2.0%Cents/$ CIV 0.74784% 0.762796% 11,445,985 2.0%Cents/$ CIV 0.72760% 0.742150% 719,471 2.0%Cents/$ CIV 0.76799% 0.783349% 7,477,343 2.0%Cents/$ CIV 0.34360% 0.350470% 2,425,550 2.0%Cents/$ CIV 0.50528% 0.515380% 4,374,146 2.0%

- Residential and Rural ResidentialCents/$ CIV 0.505280% 0.515380% 58,681 2.0%

- Forest Edge Estate Maiden GullyCents/$ CIV 0.40424% 0.412320% 0 2.0%

- Forest Edge Estate Maiden GullyCents/$ CIV 0.74784% 0.762796% 0 2.0%

- Forest Edge Estate Maiden GullyCents/$ CIV 0.74784% 0.762796% 0 2.0%Cents/$ CIV 0.20212% 0.206160% 10,361 2.0%Cents/$ CIV 0.10104% 0.103060% 18,812 2.0%Cents/$ CIV 0.040424% 0.041232% 4,333 2.0%

Fixed $388 $395 6,715 2.0%Fixed $509 $519 9,861 2.0%

An optional waste collection service is available to commercial and industrial properties within City of GreaterBendigo which are not located in a ‘specific’ collection area. These charges have increased by 2.0%.

The decision to “buy” into a retirement village is an individual choice and Council respects this, however, thefinancial implications, including body corporate fees, should be made quite clear and fully understood by theresident before committing to purchasing.

Cultural and Recreational 2

Commercial/Industrial B rate

Vacant Land

Vacant Land

An additional recycle bin is available at an annual charge of $46.00 per additional bin. 360 litre recycle bins areavailable for a one off charge of $46.90 together with the annual collection charge of $67.80 per bin.

An additional organics bin is available at an annual charge of $46.00 per additional bin.

The following table summarises the rates to be determined for the 2017/18 year. A more detailed analysis of therates to be raised is contained in Section 7 “Statutory Disclosures”.

Rate typeGeneral RateCommercial/Industrial A rate

Commercial/Industrial C rate

Cultural and Recreational 4Cultural and Recreational 5

There is an optional multi-day waste collection charge available for commercial properties in specified commercialareas of the municipality, these charges are based on the levels of service received by users of the service andrange from $249.90 to $1,749.30 per bin per annum, an increase of 2.0%.

By maintaining the current differential rating structure, equity is maintained as all properties that are used forresidential purposes, irrespective of body corporate responsibilities, are levied at the same rate. This alsomaintains consistency with the other differential rating categories as there is only one rate set in each of thesecategories.

The City levies rates on the Capital Improved Valuation (CIV) of properties being the value of the land plus allimprovements, on the basis that CIV provides an equitable distribution of rates across the municipality.

The City also has a weekly kerbside waste collection charge and a fortnightly kerbside recyclable waste charge asprovided for under the Act. A fortnightly organic waste collection service is provided to properties located within themap found at Appendix D Annexure D - 4.

Increases in residential garbage waste charges are 2.0% for a 120/140 litre bin and a 240 litre bin for propertieslocated outside of the organic waste collection area, and 2.0% for a 120/140 litre bin and a 240 litre bin forproperties located within the organic waste collection area.

The organic waste collection annual charge has increased by 2.0% to $87.70.

Recycle collection charges have increased by 2.0% to $67.80 per bin.

Waste, recycle waste and organic waste charges reflect recovery of associated costs.

Cultural and Recreational 3

Residential

Commercial/Industrial

Other LandCultural and Recreational 1

Farm Rate


How applied 2016/17 2017/18 Total Raised Change$/ property $123.00 $125.45 3,305,732 2.0%

$/ property $226.00 $230.50 3,434,450 2.0%

$/ property $142.00 $144.80 663,473 2.0%

$/ property $245.00 $249.90 542,283 2.0%

$/ property $66.50 $67.80 3,358,835 2.0%$/ property $86.00 $87.70 3,343,897 2.0%

Council has adopted a formal Rating Strategy that contains expanded information on Council's rating structure andthe reasons behind its choices in applying the rating mechanisms it has used.

Organic Waste (pro Rata 10 monthcharge in 2016/17 = $71.00) forresidential properties located within thecollection area depicted in Appendix DAnnexure D - 4

Kerbside collection charge - 120/140Llitre bin (property in Organic Wastecollection area as depicted in AppendixD Annexure D - 4)Kerbside collection charge - 240L litrebin (property located in Organic Wastecollection area as depicted in AppendixD Annexure D - 4)Kerbside collection charge - 120/140Llitre bin (property located outside theOrganic Waste collection area which isdepicted in Appendix D Annexure D - 4)Kerbside collection charge - 240L litrebin (property located outside the OrganicWaste collection area which is depictedin Appendix D Annexure D - 4)Recycling charge

Rate type


Principal InterestPaid Paid

$’000 $’000 $’000 $’00017,000 2,071 1,891 50,3773,000 3,429 2,394 49,9483,000 3,860 2,357 49,0883,000 3,945 2,292 48,1433,000 4,381 2,220 46,762

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

2016/17$'000

2017/18$,000

35,448 50,37717,000 3,000(2,071) (3,429)50,377 49,948

2019/20

Total amount projected to be redeemedTotal amount of borrowings as at 30 June

2020/21

Total amount borrowed as at 30 June of the prior yearTotal amount proposed to be borrowed

16. Summary of Other Strategies

This section sets out summaries of the strategies that have been developed and incorporated into the StrategicResource Plan (SRP) including borrowings, infrastructure and service delivery.

16.1 Borrowings

In developing the SRP in previous years (see Section 14), borrowings was identified as an important funding sourcefor capital works programs. In the past, Council has borrowed strongly to finance large infrastructure projects. The2016/17 financial year was the last year of large borrowings. From 2017/18 onwards the Council has focused ondebt reduction. Council will experience higher than normal principal and interest annual repayments for the comingyears to repay the larger loans entered into. The Council will also have an $11 million loan falling due in 2021 that isan interest only loan with principal due at maturity. It is the focus of Council to meet the annual repayment needswhile acknowledging $11 million will be due in 2021.

The Council also utilises KPIs released by VAGO and regularly measures its indebtedness KPI against the VAGOmeasure. This is a measure of loans compared to own source revenue raised by Council. It is the intention ofCouncil to remain in the low risk measure of this KPI. Despite the recent larger borrowings, Council remains in thelow risk KPI. Council does also have the provision for further borrowings and still remain in the low risk measure.

2017/182018/19

New Borrowings

Balance 30 June

For the 2017/18 year, Council has decided to borrow $3 million to assist funding the capital works program. Aftermaking repayments of $3.4 million, Council total borrowings will decrease to $49.9 million at 30 June 2018. Thebalance of borrowings will continue to decrease over the coming years as Council reduces its capital works programto a more stable level which sees Council forecasting to borrow $3 million annually. The following table sets outfuture proposed borrowings, based on the forecast financial position of Council as at 30 June 2017.

Year

2016/17


•

••••

CouncilCash

$’000 $’000 $’000 $’000110,573 31,987 51,075 17,00060,046 9,692 43,979 3,00045,635 6,466 33,969 3,00047,713 6,531 36,182 3,00049,044 6,743 37,201 3,000

2016/172017/18

In addition to using cash generated from its annual operations, borrowings and external contributions such asgovernment grants, Council has significant cash or investment reserves that are also used to fund a variety ofcapital projects. These reserves are either ‘statutory’ or ’discretionary’ cash reserves. Statutory reserves relate tocash and investments held by Council that must be expended on a specific purpose as directed by legislation or afunding body, and include contributions to car parking, drainage and public resort and recreation. Discretionary cashreserves relate to those cash and investment balances that have been set aside by Council and can be used atCouncil’s discretion, even though they may be earmarked for a specific purpose.

2018/192019/20

10,5113,375

2020/21

2,2002,0002,100

$’000

A key objective of the Infrastructure Strategy is to maintain or renew Council’s existing assets at desired conditionlevels. 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.

At present, the City is able to fully fund asset renewal requirements identified in the Asset Management Plan. TheAsset Management Plan is endeavouring to provide a sufficient level of annual funding to meet ongoing assetrenewal needs. With the adoption of Asset Management Plans, the City will see a reduction in the asset renewalgap and a reduction in the level of backlog.

Summary of funding sourcesTotal Capital

Program Grants Contributions Borrowings

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

Year

Methodology for allocating annual funding to classes of capital projects.Business Case template for officers to document capital project submissions.

16.2 Infrastructure

Council has developed an Infrastructure Strategy based on the knowledge provided by various Asset ManagementPlans, which sets out the capital expenditure requirements of Council for the next 10 years by class of asset, and isa key input to the SRP. It predicts infrastructure consumption, renewal needs and considers infrastructure needs tomeet future community service expectations. The Strategy has been developed through a rigorous process ofconsultation and evaluation. The key aspects of the process are as follows:

Long term capital planning process which integrates with the Community Plan, Strategic Resource Plan andAnnual 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.


2017/18 2018/19 2019/20 2020/21% % % %2.0 2.0 2.0 2.02.0 2.0 2.0 2.02.0 2.0 2.0 2.02.0 2.0 2.0 2.02.0 3.5 3.5 3.52.0 2.0 2.0 2.02.0 2.0 2.0 2.03.0 2.5 3.0 3.0

* Obtained from the Australian Bureau of Statistics** In line with Rate Cap*** Based on EBA increase in line with CPI and allowing for band movement and reclassification of staff**** Based on current interest rates and estimated future rates

AdjustedSurplus Underlying Net(Deficit) Surplus Service

for the year (Deficit) (Cost)$’000 $’000 $’00065,948 9,275 (107,110)22,415 (2,556) (116,365)31,849 14,062 (121,020)33,466 15,545 (125,860)35,703 17,643 (130,895)

Drivers affecting operating revenue and expenditure include the following:

Non-residential Building Index**Rate increases**

Investment return ****

Wages growth ***

At this stage the City is unaware of any specific influences which relate directly to service areas or activities that willrise at a rate outside of the table above.

Statutory fees**Government funding**

Consumer Price Index*Engineering Construction Index**

2019/202020/21

Service levels have been maintained throughout the four year period with an operating surplus forecast over thenext 4 years to remain stable in the range of $22.4 million to $35.7 million. The forecast 2016/17 surplus is muchlarger than future years due to receiving capital grants and contributions to fund the capital program and receivingapproximately 50% of the 2017/18 financial assistance Commonwealth grant in the 2016/17 financial year. It isworth noting that income received in relation to the capital program will affect the operating surplus but not capitalexpenditure. Excluding the effects of items such as capital contributions and non recurrent capital grants gives amore realistic outcome for comparison. This is the underlying result. The net cost of the services provided to thecommunity increases from $116.4 million to $130.9 million over the four year period.

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

Year

2016/172017/182018/19

16.3 Service delivery

Council’s Strategic Resource Plan (referred to in Section 14.) is premised on maintaining existing service levels.The introduction of a service review program will ensure that Council is investing in the right services at the rightstandards and in the right way to get the best value. Rates have been calculated at the 2017/18 cap of 2.0% (tied toCPI) however CPI is not the only influence on Council's revenue and expenditure. A number of internal andexternal influences have been identified which will have a significant impact on the scope and level of services to beprovided over the next four years.


Appendix Nature of informationA Fees and Charges ScheduleB Budget ProcessC Capital Evaluation Framework

C1 List of Capital Works ProgramD MapsE Glossary

Appendices

The following appendices include voluntary and statutory disclosures of information which provide support for theanalysis 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. Council hasdecided that while the Budget report needs to focus on the important elements of the Budget and provideappropriate analysis, the detail upon which the Annual Budget is based should be provided in the interests of openand transparent local government.

The contents of the appendices are summarised below:


Appendix A

Market Pricing - applied to services considered discretionary and is without strong social benefit, or ancillary to thesocial benefit of the service.

Statutory - set by legislation, providing no discretion for Council to influence the amount charged.

Fees and Charges Schedule

This appendix presents the fees and charges of a statutory and non-statutory nature which will be charged inrespect to various goods and services provided during the 2017/18 year.

Pricing Type Definitions:

Accessible Pricing - a discount on the full cost of providing the service. The discounted rate is determined on thecommunity benefit or social good, and can be set between 100% discount up to full cost recovery.

Full Cost Pricing - applied where the objective is to achieve a financial return for the City.

Incentive Pricing - utilised where certain behaviours are encouraged by pricing above full cost recovery.


Pricing Type*

Unit of MeasureGST Status

(F) Free (T) Taxable

2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change

Dishonoured Cheque - Dishonoured by Post Office Full Cost Each F 25.75 26.25 1.94

Dishonoured Cheque - Dishonoured by Bank Full Cost Each F 25.75 26.25 1.94

Library Accounting Services Market Annual T 77,327.69 78,874.25 2.00

Supply of Recycling Bins - upgrade to 360 Litre Accessible Bin T 47.40 46.90 1.05-

Supply of Garbage Bins - 240 Litre Accessible Bin T 211.15 215.40 2.01

Supply of Garbage Bins - 120/140 Litre Accessible Bin T 123.60 126.00 1.94

Land Information Certificate Full Cost Certificate F 25.40 25.90 1.97

Property Ownership Detail Full Cost Property T Varies Varies Varies

Rate Searches 15 year Full Cost Per hour T Varies Varies Varies

Rate Searches 30 year Full Cost Per hour T Varies Varies Varies

Sales Information to Valuers Full Cost Per month T 51.50 52.50 1.94

Supply of Organic Bin Accessible Bin T 71.60 86.00 20.11

Public Liability Ins for venue booking (up to 3 consecutive days) Full Cost Function T 25.00 25.50 2.00

Freedom of Information

Application fee Statutory Unit F 28.40 2 Units

Search Time Statutory Per Hour F 21.33 1.5 Units

Supervision Charge Statutory Per Hour F 21.33 1.5 Units

Black and White Photocopy Full Cost A4 F 0.20 0.20 -

Photocopy other than Black and White Full Cost A4 F Varies Varies Varies

Venue Bookings Bond Incentive Function N/A Varies Varies Varies

Security Bond for Keys Incentive Function N/A 20.50 21.00 2.44

Heathcote Service Centre - Community Art/Meeting Spaces for Commercial/ Corporate Use

Accessible Up to 4 hours T 34.00 35.00 2.94

Heathcote Service Centre - Community Art/Meeting Spaces for Commercial/ Corporate Use

Accessible Over 4 hours T 56.50 57.50 1.77

CBD Public Spaces Accessible Varies T Varies Varies Varies

CBD Public Space Marquee's for Commercial/Corporate Use Market Per Marquee T 63.00 64.00 1.59

CBD Public Space Marquee's for CBD Traders Accessible Per Marquee T 31.00 31.50 1.61

CBD Public Space Stage for Commercial/Corporate Use Market Varies T Varies Varies Varies

Late Booking Administration Fee (under 7 days notice for bookings) Incentive Per Booking T 51.00 52.00 1.96

Late Cancellation Fee (under 7 days notice for cancelling a booking) Incentive Per Booking T 51.00 52.00 1.96

INFORMATION MANAGEMENT

CUSTOMER SUPPORT

Corporate Performance Fees and Charges Schedule 20 17/2018

Unit Fee

Program/Service

FINANCE

RATES AND CHARGES

RISK MANAGEMENT


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change

Airport License Fees - applicable to new leases based on use (annual CPI applies)

Private use Accessible Licence T 283.00 288.66 2.00

Commercial use Accessible Licence T 566.00 577.32 2.00

Premium use Accessible Licence T 902.00 920.04 2.00

Cattle Yard Dues Full Cost Per head T 8.90 9.08 2.02

Cow and Calf Yard Dues Full Cost Per head T 10.35 10.56 2.03

Bull Yard Dues Full Cost Per head T 11.20 11.42 1.96

Calf Yard Dues Full Cost Per head T 1.45 1.48 2.07

Sheep and Lamb Yard Dues Full Cost Per head T 0.73 0.74 1.37

Pig Yard Dues Full Cost Per head T 1.65 1.68 1.82

Market Fee Sheep & lambs Full Cost Dist over 6 Agts T 2,796.00 2,851.92 2.00

AV Data Full Cost Per minute T 1.30 1.33 2.31

Rental of Pig Pavilion Full Cost Per month T 345.00 351.90 2.00

Pig Sale Full Cost Per sale T 345.00 351.90 2.00

Store Sales Cattle - Market fee Full Cost Per head T 1.40 1.43 2.14

Store Sales Sheep Fee Full Cost Dist over

operating AgentsT 1,355.00 1,382.10 2.00

Paddocking Fees Sheep & Lambs Outwards Full Cost Per head per day T 0.10 0.10 0.00

Paddocking Fees Sheep & Lambs Inwards Full Cost Per head T 0.05 0.05 0.00

Sheep loading fee Full Cost Per head T 0.10 0.10 0.00

Truck Wash Keys Full Cost Each T 35.00 35.70 2.00

Complex Hire - Full Day Full Cost Day T 430.00 438.60 2.00

Complex Hire - Half Day Full Cost 1/2 Day T 215.00 219.30 2.00

Complex Hire - Conference Room Full Cost Weekday T 190.00 193.80 2.00

Complex Hire - Conference Room - Weekends Full Cost Weekend T 430.00 438.60 2.00

Complex Hire hourly rate Full Cost Per hour T 15.00 15.30 2.00

Agents Flagfall Sheep Full Cost Dist over 6 Agts T 54.00 55.08 2.00

Canteen Rental Per Week Full Cost Weekly T 78.00 79.56 2.00

Paddocking Fees Cattle Full Cost Per head per day T 2.00 2.04 2.00

Market Fee Cattle Full Cost Dist over 6 Agts T 2,607.00 2,659.14 2.00

Agents Flagfall Cattle(Rental) Full Cost Dist over 6 Agts T 51.00 52.02 2.00

Agents Flagfall Pigs (Rental) Full Cost Dist over 2 Agts T 19.00 19.38 2.00

RFID Replacement Full Cost Device T 20.00 20.40 2.00

Unfit Livestock Disposal Fee Full Cost Animal T 58.00 59.16 2.00

Unfit Livestock Disposal Fee - Selling Pen Full Cost Per head T 116.00 118.32 2.00

Office Rental - MLA Full Cost Per month T 115.00 117.30 2.00

Office Rental - Wignalls Full Cost Per month T 92.00 93.84 2.00

Office Rental - BASA Full Cost Per month T 92.00 93.84 2.00

Planning Permits

Application to change or allow a new use of the land Class 1 Statutory Fee Unit F 502.00 1,240.70 147.15

Amendment to change the statement of what the permit allows; or change any or all conditions

Class 1 Statutory Fee Unit F 502.00 1,240.70 147.15

Single Dwelling - Permit Application

Development up to $10,000 Class 2 Statutory Fee Unit F 188.20 NEW

Development $10,001 to $100,000 Class 3 Statutory Fee Unit F 592.50 NEW

Development $100,001 to $500,000 Class 4 Statutory Fee Unit F 1,212.80 NEW

Development $500,000 to $1,000,000 Class 5 Statutory Fee Unit F 1,310.40 NEW

Development $1M to $2M Class 6 Statutory Fee Unit F 1,310.40 NEW

Single Dwelling - Amendment to Permit


Development $10,001 to $100,000 Class 3 Statutory Fee Unit F 595.50 NEW

Development $100,001 to $500,000 Class 4 Statutory Fee Unit F 1,212.80 NEW

Development $500,000 to $1,000,000 Class 5 Statutory Fee Unit F 1,310.40 NEW

PLANNING

Strategy and Growth Fees and Charges Schedule 2017/ 2018

Unit Fee

Program/Service

BENDIGO AIRPORT

LIVESTOCK EXCHANGE


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service


All Other Development - Permit Application

Development up to $100,000 Class 10 Statutory Fee Unit F 1,080.40 NEW

Development $100,001 to $1M Class 11 Statutory Fee Unit F 1,456.70 NEW




Development more than $50M Class 15 Statutory Fee Unit F 54,282.40 NEW

All Other Development - Amendment to PermitAll Other Development - Amendment to Permit

Development up to $100,000 Class 10 Statutory Fee Unit F 1,080.40 NEW

Development $100,001 to $1M Class 11 Statutory Fee Unit F 1,456.70 NEW




Development more than $50M Class 15 Statutory Fee Unit F 3,213.20 NEW

VicSmart - Application for Permit and Amendment to PermitVicSmart - Application for Permit and Amendment to Permit


Development more than $10,000 Class 8 Statutory Fee Unit F 404.30 NEW

Application to subdivide or consolidate land Class 9 Statutory Fee Unit F 188.20 NEW

Development $1,000,000 to $7,000,000 Class 8 Statutory Fee Unit F 1,153.00 1,153.00 0.00



Development $50,000,000+ Class 11 Statutory Fee Unit F 16,130.00 16,130.00 0.00

Subdivision - Application for Permit and Amendment to Permit

To subdivide an existing building Class 16 Statutory Fee Unit F 386.00 1,240.70 2.21

To subdivide land into two lots Class 17 Statutory Fee Unit F 386.00 1,240.70 2.21

To effect a realignment of a common boundary between 2 lots or to consolidate 2 lots

Class 18 Statutory Fee Unit F 386.00 1,240.70 2.21

To subdivide land - $1,241 for each 100 lots created Class 19 Statutory Fee Unit F Varies NEW

To create, vary or remove a restriction within the meaning of the Subdivision Act 1988; or to create or move a right of way; or to create, vary or remove an easement other than a right of way; or to vary or remove a condition in the nature of an easement other than a right of way in a Crown grant.

Class 20 Statutory Fee Unit F 1,240.70 NEW

A permit not otherwise provide for in this Regulation, including a reduction in car parking requirements

Class 21 Statutory Fee Unit F 1,240.70 NEW

Permit Applications for More Than One Class

An application for more than one class of permit set out in the above table Statutory Fee Unit

An application to amend a permit in more than one class set out in the above table Statutory Fee Unit

Planning Scheme Amendments

Stage 1:• Considering a request to amend a planning scheme; and• Exhibition and notice of the amendment; and• Considering any submissions which do not seek a change to the amendment; and• If applicable, abandoning the amendment.

Statutory Fee Unit F 2,871.60 NEW

Stage 2:• Considering submissions which seek a change to an amendment and where necessary, referring the submission to a panel:

i. Up to 10 submissions Statutory Fee Unit F 14,232.70 NEW

ii. 11 to 20 submissions Statutory Fee Unit F 28,437.60 NEW

iii. More than 20 submissions Statutory Fee Unit F 38,014.40 NEW

• Providing assistance to a panel; and• Making a submission to the panel; and• Considering the panel's report; and• After considering submissions and the report, if applicable, abandoning the amendment.

Stage 3:• Adopting the amendment or part of an amendment; and• Submitting the amendment for approval by the Minister; and• Giving notice of the approval of the amendment.

Statutory Fee Unit F 453.10 NEW

Stage 4:• Consideration by the Minister of a request to approve an amendment; and• Giving notice of approval of an amendment.

Statutory Fee Unit F 453.10 NEW

The sum of the highest of the fees which would

have applied if separate applications were made; and

50% of each of the other fees which would have

applied if separate applications were made.


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Fees to Amend After Notice Has Been Given

Section 57A - Request to amend an application for permit after notice has been given

Statutory Amend Permit F

Section 57A - Request to amend an application for an amendment to a permit after notice has been given

Statutory Amend Permit F

Advertising of Applications by Council

Notice Full Cost Each F 6.70 6.85 2.32

On-Site Notice Full Cost Each F 130.00 135.00 3.85

Subdivision Certification

Certification of a plan of subdivision Statutory Fee Unit F 165.50 NEW

Alteration of a plan Statutory Fee Unit F 104.60 NEW

Amendment of certified plan Statutory Fee Unit F 132.40 NEW

Subdivision Engineering - costs based on the estim ated cost of construction works

Plan preparation Statutory Subd Value F Varies 3.50%

Plan checking Statutory Subd Value F Varies 0.75%

Supervision Statutory Subd Value F Varies 2.50%

General Enquiry Fees

Planning property enquiry Full Cost Each F 55.00 56.00 1.82

Detailed professional assessment, confirmed in writing Full Cost Each F Varies Varies Varies

Sale of Documents

Photocopy of old permits - A4 and A3 Size Full Cost Each T 5.15 5.25 1.94

Photocopy of old permits - A2 Size upwards Full Cost Each T 10.30 10.50 1.94

Photocopying (<50) A4 and A3 Size Full Cost Each T 5.15 5.25 1.94

Photocopying (<50) A2 Size and Upwards Full Cost Each T 10.30 10.50 1.94

Photocopying (>50) A4 and A3 Size Full Cost Each T 5.15 5.25 1.94

Photocopying (>50) A2 Size and Upwards Full Cost Each T 10.30 10.50 1.94

Retrieval of old permits Full Cost Each T 20.00 21.00 5.00

Other Fees

Satisfaction matters Statutory Fee Unit F 306.70 NEW

Secondary consent to plans Statutory Fee Unit F 188.20 NEW

Extension of Time - 1st request Statutory Fee Unit F 188.20 NEW

Extension of Time - 2nd request Statutory Fee Unit F 376.40 NEW

Extension of Time - 3rd request Statutory Fee Unit F 564.60 NEW

Amend or end a Section 173 Agreement Statutory Fee Unit F 502.00 620.30 0.24

Certificate of Compliance Statutory Fee Unit F 147.00 306.70 1.09

Category 1 Local Community HirersVenue Hire

Banquet Room/Bendigo Bank Theatre Non Performance Rental Hire Accessible Half Day T 117.50 120.00 2.13

Banquet Room/Bendigo Bank Theatre Non Performance Rental Hire Accessible Day T 235.00 240.00 2.13

Conference venue hire in Capital Theatre Accessible Day T - 580.00 NEW

Banquet Room/Bendigo Bank Theatre PerformanceAdditional Hours

Accessible Hour T 32.00 NEW

Banquet Room/Bendigo Bank Concert Performance Rental (max 5 hrs) Accessible Event T 188.50 NEW

Capital Theatre Performance Rental (max 5 hrs) Accessible Event T 715.00 NEW

Capital Theatre 2nd Performance in Day Package Rental Accessible Event T 357.50 NEW

Capital Theatre Bump In/Out and Rehearsals for Performance Accessible Hour T 50.00 NEW

Laptop hire Incentive Day T 100.00 NEW

Laptop hire Incentive Half Day T 75.00 NEW

Lanyon Room Accessible Day T 144.00 147.00 2.08

Lanyon Room Accessible Half Day T 87.50 89.00 1.71

Old Fire Station Upstairs - Ballet Studio Accessible Day T 118.50 121.00 2.11

Old Fire Station - Downstairs - Auditorium Accessible Day T 118.50 121.00 2.11

Old Fire Station - Downstairs - Auditorium Accessible Half Day T 77.50 79.00 1.94

Old Fire Station Upstairs - Ballet Studio Accessible Half Day T 77.50 79.00 1.94

Old Fire Station Upstairs - Ballet Studio Accessible Week T 661.00 674.00 1.97

Old Fire Station Downstairs - Auditorium Accessible Week T 661.00 674.00 1.97

Dudley House Accessible Half Day T 77.50 79.00 1.94

40% of the application fee for that class of permit or

amendment to permit; and where the class of

application is changing to a new class of higher

application fee, the difference between the fee for

the application to be amended and the fee for the

new class.

THE CAPITAL


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Dudley House Accessible Day T 118.50 121.00 2.11

Dudley House (Exhibitions) Accessible Week T 661.00 674.00 1.97

Staffing

Duty Technician Accessible Hour T 36.00 37.00 2.78

FoH Manager Accessible Hour T 36.00 37.00 2.78

Box Office Staff Accessible Hour T 36.00 37.00 2.78

Technicians Accessible Hour T 36.00 37.00 2.78

Equipment Hire

Steinway Grand Piano Hire Only (without tuning) Accessible Day T 91.00 93.00 2.20

Kawai Upright Piano Hire Only (without tuning) Accessible Day T 91.00 93.00 2.20

Kawai Baby Grand & Yamaha Grand Hire Only (without tuning) Accessible Day T 91.00 93.00 2.20

Piano Tuning Charge - Highly Recommended(Separated from Hire Cost but includes hire)

Accessible Per tune T 253.00 258.00 1.98

Setup and pack down of staging Accessible Event T 210.00 222.00 5.71

Followspots (each unit) Accessible Day T 20.50 21.00 2.44

Data Projector Full Cost Day T 100.00 100.00 0.00

Data Projector Full Cost Half Day T 75.00 75.00 0.00

2 x handheld wireless/lapel microphones Full Cost Event T 37.00 38.00 2.70

Additional portable PA system Full Cost Event T 53.50 55.00 2.80

Standard use of adsl line where available Full Cost Day T 53.50 55.00 2.80

Box Office Fees

Booking Fee Per Ticket Sold Accessible Ticket T 2.10 2.00 -4.76

Complimentary Tickets Per Ticket Issued Accessible Ticket T 0.95 0.90 -5.26

Postage Fee Market Transaction T 3.50 3.00 -14.29

Credit Card Charges Full Cost Value of Sales T 0.02 0.02 0.00

Cleaning

Additional Cleaning Accessible Hour T 60.00 61.50 2.50

Category 2 Commercial Hirers

Venue Hire

Banquet Room/Bendigo Bank Theatre Rental Only Non-Performance Market Half Day T 185.50 189.50 2.16

Banquet Room/Bendigo Bank Theatre Performance Rental Market Event T 430.00 439.00 2.09

Banquet Room/Bendigo Bank Theatre performance additional hrs Market Hour T 48.50 49.50 2.06

Banquet Room/Bendigo Bank Theatre Wedding Ceremony Hire Market Event T 731.00 746.00 2.05

Carriageway ceremony Market Event T 224.00 228.50 2.01

Banquet Room/Bendigo Bank Theatre Non-Performance Hire Market Day T 355.50 363.00 2.11

Lanyon Room Market Day T 223.50 228.00 2.01

Lanyon Room Market Half Day T 132.00 135.00 2.27

Conference in Capital Theatre Market Day T 711.00 725.00 1.97

Conference in Capital Theatre Market Half Day T 366.00 373.00 1.91

Capital Theatre Performance Rental (max 5 hrs) Market Event T 1,310.00 1,336.00 1.98

Capital Theatre 2nd Performance in Day Event Rental Min Market Event T 638.00 651.00 2.04

The Capital Bump In/Out and Stage Rehearsals Market Hour T 91.00 93.00 2.20

Old Fire Station Upstairs - Ballet Studio Market Day T 223.50 228.00 2.01

Old Fire Station - Downstairs - Auditorium Market Day T 223.50 228.00 2.01

Old Fire Station Upstairs - Ballet Studio Market Half Day T 132.00 135.00 2.27

Old Fire Station - Downstairs - Auditorium Market Half Day T 132.00 135.00 2.27

Dudley House Hourly Rental Market Half Day T 132.00 135.00 2.27

Dudley House Daily Rental Market Day T 223.50 228.00 2.01

Dudley House Weekly Rental (Exhibitions) Market Week T 1,236.00 1,261.00 2.02

Staffing

Duty Technician Market Hour T 48.00 49.00 2.08

FoH Manager Market Hour T 48.00 49.00 2.08

Box Office Staff Market Hour T 48.00 49.00 2.08

Technicians Market Hour T 48.00 49.00 2.08

Equipment Hire

Steinway Grand Piano (hire & tuning) Market Day T 355.50 362.00 1.83

Kawai Baby Grand & Yamaha Grand (hire & tuning) Market Day T 328.50 335.00 1.98


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Kawai Upright Piano (hire & tuning) Market Day T 328.50 335.00 1.98

Setup and pack down of staging Market Event T 280.00 294.00 5.00

Followspot hire (per unit) Market Event T 60.00 61.00 1.67

Data projector Full Cost Day T 100.00 100.00 0.00

Data projector Full Cost Half Day T 75.00 75.00 0.00

2 x handheld wireless/lapel microphones Full Cost Event T 37.00 38.00 2.70

Additional portable PA system Full Cost Event T 54.00 55.00 1.85

Standard use of adsl line where available Full Cost Day T 54.00 55.00 1.85

Box Office Fees

Booking Fee Per Ticket Sold Market Ticket T 4.20 4.00 -4.76

Complimentary Tickets Per Ticket Issued Market Ticket T 2.10 2.00 -4.76


Credit Card Charges Full Cost Transaction T 0.02 0.02 0.00

Cleaning

Additional Cleaning Market As Required T 69.00 70.50 2.17

Marketing Costs

OFS Billboard Full Cost Billboard T by negotiation by negotiationby

negotiation

Email Blast (dedicated) Full Cost Email T 88.00 90.00 2.27

Social Media boost Full Cost Service T by negotiation by negotiationby

negotiation

Newspaper advertising Full Cost Unit T by negotiation by negotiationby

negotiation

Large Format Light Box Poster Print Full Cost Unit T 112.00 by negotiationby

negotiation

Free Promotion Service - basic marketing package listed Full Cost Service F - - NEW

Promotion Package - fee for all inclusive service of listed items Market Service T 350.00 NEW

Catering Costs (Various Menus for Different Functio ns)

Catering Costs Market Person T Varies Varies Varies

Bendigo Town Hall

Commercial Rate Mon - Thursday Market Half Day T 654.50 667.50 1.99

Commercial Rate Mon - Thursday Market Full Day T 1,309.00 1,335.00 1.99

Commercial Rate, Fri - Sunday Market Half Day T 862.50 880.00 2.03

Commercial Rate, Fri - Sunday Market Full Day T 1,725.00 1,760.00 2.03

Community Group Rate, Monday - Thursday Accessible Half Day T 345.00 352.00 2.03

Community Group Rate, Monday - Thursday Accessible Full Day T 690.00 704.00 2.03

Community Group Rate, Friday - Sunday Accessible Half Day T 488.00 498.00 2.05

Community Group Rate, Friday - Sunday Accessible Full Day T 976.00 996.00 2.05

Full Cost Event T 215.00 222.00 3.26

Market Hour T 64.00 65.50 2.34

Market Hour T 53.50 54.50 1.87

Category 1 Local Community HirersVenue Hire

Theatre Performance Rental (max 5hrs) Accessible Event T 1,319.00 NEW

Theatre 2nd Performance in Day Rental Accessible Event T 659.50 NEW

Theatre Bump In/Out and Rehearsals for Performance Accessible Hour T 92.00 NEW

Theatre Conference hire rate Accessible Day T 784.00 NEW

Hon Howard Nathan Foyer venue hire non-performance Accessible Day T 470.00 480.00 2.13

Hon Howard Nathan Foyer venue hire - non performance Accessible Half Day T 235.00 240.00 2.13

Balcony Foyer venue hire non-performance Accessible Day T 235.00 240.00 2.13

Balcony Foyer venue hire non-performance Accessible Half Day T 117.50 120.00 2.13

Strategem, Dance, Drama Studio, MPR venue hire Accessible Day T 200.00 205.00 2.50

Staffing

Duty Technician Accessible Hour T 36.00 37.00 2.78

FoH Manager Accessible Hour T 36.00 37.00 2.78

Box Office Staff Accessible Hour T 36.00 37.00 2.78

Technicians Accessible Hour T 36.00 37.00 2.78

Equipment Hire

Portable AV equipment Incentive Event T by negotiation by negotiationby

negotiation

Projector hire Incentive Day T 200.00 NEW

Town Hall set up/pack down rate

Bendigo Town Hall Security on Sundays & after midnight

Bendigo Town Hall Security - Monday to Saturday Prior to Midnight

ULUMBARRA THEATRE


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Box Office Fees

Booking Fee Per Ticket Sold Accessible Ticket T 2.10 2.00 -4.76

Complimentary Tickets Per Ticket Issued Accessible Ticket T 0.95 0.90 -5.26

Postage Fee Accessible Transaction T 3.50 3.00 -14.29

Credit Card Charges Full Cost Value of Sales T 0.02 0.02 0.00

Category 2 Commercial HirersVenue Hire

Theatre Performance Rental (max 5 hrs) Market Event T 1,958.00 1,997.00 1.99

Theatre rental 2nd Performance in Day Market Event T 955.00 974.00 1.99

Theatre Bump In/Out and Stage Rehearsals Market Hour T 136.00 139.00 2.21

Theatre Conference hire rate Market Day T 1,098.00 1,120.00 2.00

Hon Howard Nathan Foyer venue hire non-performance Market Day T 711.00 725.00 1.97

Hon Howard Nathan Foyer venue hire - non performance Market Half Day T 366.00 373.00 1.91

Balcony Foyer venue hire non-performance Market Day T 355.50 240.00 -32.49

Balcony Foyer venue hire non-performance Market Half Day T 185.50 120.00 -35.31

Strategem, Dance, Drama Studio, MPR venue hire Market Day T 200.00 204.00 2.00

Wedding Ceremony only Market Event T 731.00 746.00 2.05

Wedding Ceremony and Reception Market Event T 1,098.00 1,120.00 2.00

Staffing

Duty Technician Market Hour T 48.00 49.00 2.08

FoH Manager Market Hour T 48.00 49.00 2.08

Box Office Staff Market Hour T 48.00 49.00 2.08

Technicians Market Hour T 48.00 49.00 2.08

Equipment Hire

Portable AV equipment Incentive Event T by negotiation by negotiationby

negotiation

Projector hire Incentive Day T 200.00 NEW

Box Office Fees

Booking Fee Per Ticket Sold Market Ticket T 4.20 4.00 -4.76

Complimentary Tickets Per Ticket Issued Market Ticket T 2.10 2.00 -4.76


Credit Card Charges Full Cost Transaction T 0.02 0.02 0.00

Shop Sales

Shop Sales including goods on consignment Market Item T Varies Varies Varies

Tours/Commission Market Booking T Varies Varies Varies

Commissions

Accommodation Full Cost Booking T 0.10 0.10 0.00

Federation Room Conference Facility

Hire - Corporate Rate - Half Day Full Cost9am-1pm or

1-5pmT 115.00 117.30 2.00

Hire - Corporate Rate - Full Day Full Cost9am-1pm or

9am-5pmT 230.00 234.60 2.00

Hire - Corporate Rate - After Hours Full Cost Hourly T 60.00 61.20 2.00

Hire - Community and Industry Rate - Half Day Full Cost9am -1pm or

1-5pmT 80.00 81.60 2.00

Hire - Community and Industry Rate - Full Day Full Cost 9am-5pm T 160.00 163.20 2.00

Hire - Community and Industry Rate - After Hours Full Cost Hourly T 40.00 40.80 2.00

Tea and Coffee Full Cost Head T 3.00 3.06 2.00

Security Open - After Hours Full Cost Each T 40.00 40.80 2.00

Security Close - After Hours Full Cost Each T 40.00 40.80 2.00

Security After Hours for functions/events (4 hour minimum) cost per hour indicated Full Cost Each T 42.00 42.84 2.00

Additional cleaning outside normal cleaning - cost per hour indicated Full Cost Each T 50.00 51.00 2.00

Staff Call Out Fee for After Hours Functions - cost per call out indicated Full Cost Each T 50.00 51.00 2.00

Public Programs

Numerous public programs and events Accessible Person T Varies Varies Varies

Pleasant Afternoon - Seniors Accessible Person T 3.00 3.00 0.00

Pleasant Afternoon - Non Seniors Accessible Person T 4.00 4.00 0.00

Education

Young Researchers Program Accessible School term T 38.00 38.70 1.84

School Holidays Program 8-14 yo Accessible Person T 11.00 11.20 1.82

TOURISM SERVICES

ART GALLERY


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

School Holidays Program 4-7 yo Accessible Person T 7.80 7.20 -7.69

Family Programs Accessible Family T Varies Varies Varies

Professional Development for Teachers - incl. Lunch and Speaker Accessible Each T Varies Varies Varies

Shop Sales

Shop Sales including Goods on Consignment Market Item T Varies Varies Varies

Commercial Hire Rates

19th Century Rooms- 2 Hour Minimum Hire - Commercial Hirers (G 12, 13, 14) Market Minimum T 570.00 581.40 2.00

19th Century Rooms - Commercial Hirers Market Subsequent Hour T 270.00 275.40 2.00

Sculpture Annexe - 2 Hour Minimum Hire - Commercial Hirers (G 15) Market Minimum T 235.00 239.70 2.00

Sculpture Annexe - Commercial Hirers Market Subsequent Hour T 108.00 110.15 1.99

Contemporary room (G 1, 4) - 2 hour minimum Market Minimum T 560.00 571.20 2.00

Contemporary room (G 1, 4) Market Subsequent Hour T 265.00 270.30 2.00

Contemporary room (G 2, 3, 5) - 2 hour minimum Market Minimum T 310.00 316.20 2.00

Contemporary room (G 2, 3, 5) Market Subsequent Hour T 158.00 161.15 1.99

Contemporary room (G 7) - 2 hour minimum Market Minimum T 610.00 622.20 2.00

Contemporary room (G 7) Market Subsequent Hour T 320.00 326.40 2.00

Contemporary room (G 11) - 2 hour minimum Market Minimum T 390.00 397.80 2.00

Contemporary room (G 11) Market Subsequent Hour T 200.00 204.00 2.00

Contemporary room (G 6, 8, 9, 10) - 2 hour minimum Market Minimum T 155.00 158.10 2.00

Contemporary room (G 6, 8, 9, 10) Market Subsequent Hour T 82.00 83.65 2.01

Artwork loan fee Market Per Artwork T 205.00 209.10 2.00

Community Hire Rates

19th Century rooms - 2 Hour Minimum Hire - Community Hirers (G 12. 13, 14) Accessible Minimum T 405.00 413.10 2.00

19th Century rooms - Community Hirers Accessible Subsequent Hour T 200.00 204.00 2.00

Sculpture Annexe - 2 Hour Minimum Hire - Community Hirers (G 15) Accessible Minimum T 160.00 163.20 2.00

Sculpture Annexe - Community Hirers Accessible Subsequent Hour T 80.00 81.60 2.00

Staffing

Gallery attendant Full Cost Hour T 44.00 44.90 2.05

Reception Full Cost Hour T 43.00 43.85 1.98

Security (Minimum 3 hour) - North State Security Full Cost Hour T 50.00 51.00 2.00

Technicians Full Cost Hour T 43.00 43.85 1.98

Operational Costs

Operating costs Full Cost Hour T 34.00 34.70 2.06

Cleaning

Additional Cleaning Full Cost Hour T 55.00 56.10 2.00

Exhibitions

Full Cost Hour T 55.00 56.10 2.00

Curatorial

Full Cost Each T 140.00 142.80 2.00

Market Each T Varies Varies Varies

Ticket Sales

External Ticketing Set Up Charge Market Event T 52.53 53.60 2.04

Reproduction Requests - Commercial

Additional Cleaning

Reproduction Requests


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change

Consent for Works in Road Reserves (Municipal roads ) - Works other than minor works or traffic impact works

Statutory Each F 600.81 614.30




Consent for Works in Road Reserves (Municipal Roads ) - Minor Works





Printing

Full Colour - Posters etc.

AO Market Each T 34.00 35.00 2.94

A2 Market Each T 12.50 13.00 4.00

Black and White Print

AO Market Each T 9.30 9.50 2.15

A1 Market Each T 6.20 6.30 1.61

A2 Market Each T 4.10 4.20 2.44

Map Books Market Each T 10.00 10.00 0.00

Community/General Event/Gathering (0-30 People) AccessibleNo booking

requiredT - -

Community/General Event/Gathering (30-50 People) AccessiblePer bookable

locationT 88.00 90.00 2.27

Community/General Event/Gathering (Above 50 People) AccessiblePer bookable

locationT 93.00 95.00 2.15

Community/General Event/Gathering (Above 50 People) - Bond for Events AccessiblePer bookable

locationT 250.00 NEW

Commercial/Wedding Ceremony/Private Event AccessiblePer bookable

locationT 122.00 130.00 6.56

Commercial/Private Event / Wedding Ceremony - Bond for Events AccessiblePer bookable

locationT 300.00 NEW

Major/Commercial Events - Bond for Events AccessiblePer bookable

locationT 515.00 500.00 -2.91

Replacement of existing street trees in a residential area (<=two years old) Full Cost Each T 440.00 NEW

Replacement of existing street trees in a commercial / high use area (<=two years old)

Full Cost Each T 580.00 NEW

Removal of existing street trees (>two years old) Full Cost Each T Varies

Eaglehawk Landfill

Domestic Garbage Bag Accessible Tonne T 165.00 170.00 3.03

Car Only Accessible Tonne T 165.00 170.00 3.03

Trailer, Ute, Van Accessible Tonne T 165.00 170.00 3.03

Tandem Accessible Tonne T 165.00 170.00 3.03

Separated Waste Accessible Tonne T 124.00 128.00 3.23

Domestic Concrete Accessible Tonne T 52.00 53.60 3.08

Domestic Asbestos Accessible Tonne T 226.00 235.00 3.98

Green, Car Only Accessible Tonne T 63.00 65.00 3.17

Green, Trailer, Ute, Van Accessible Tonne T 63.00 65.00 3.17

Green, Truck, Tandem Accessible Tonne T 63.00 65.00 3.17

Green Commercial Accessible Tonne T 63.00 65.00 3.17

Industrial, Commercial Accessible Tonne T 165.00 170.00 3.03

Building Rubble Accessible Tonne T 165.00 170.00 3.03

Clean Concrete Accessible Tonne T 52.00 53.60 3.08

Asbestos Accessible Tonne T 226.00 235.00 3.98

Car Bodies Accessible Each T 25.00 26.00 4.00

LL Contaminated Soil Accessible Tonne T 220.00 225.00 2.27

Car Tyres Accessible Each T 6.00 6.20 3.33

PARKS & NATURAL RESERVES

All bookable Parks, Gardens and Passive ReservesBonds for events are subject to the nature of the e vent

WASTE SERVICES

Tree Replacement Costs

Not conducted on, or on any part of, the roadway, shoulder or pathway which the maximum speed limit is not more than 50km/hr

Presentation and Assets Fees and Charges Schedule 2 017/2018

Unit Fee

Program/Service

ENGINEERING AND PUBLIC SPACE

Conducted on, or on any part of, the roadway, shoulder or pathway which the maximum speed limit is more than 50km/hrNot conducted on, or on any part of, the roadway, shoulder or pathway which the maximum speed limit is more than 50km/hrConducted on, or on any part of, the roadway, shoulder or pathway which the maximum speed limit is not more than 50km/hrNot conducted on, or on any part of, the roadway, shoulder or pathway which the maximum speed limit is not more than 50km/hr

Conducted on, or on any part of, the roadway, shoulder or pathway which the maximum speed limit is more than 50km/hrNot conducted on, or on any part of, the roadway, shoulder or pathway which the maximum speed limit is more than 50km/hrConducted on, or on any part of, the roadway, shoulder or pathway which the maximum speed limit is not more than 50km/hr


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Light Truck Tyres Accessible Each T 10.00 10.30 3.00

Truck Tyres Accessible Each T 21.00 22.65 7.86

Tractor Tyres Accessible Each T 53.00 54.10 2.08

Other Tyres Accessible Each T POA POA

Mattresses Accessible Each T 10.30 20.00 94.17

Fridges/Airconditioners/Freezers Accessible Each T 15.50 16.00 3.23

Immediate Deep Burial of Prohibited or Dangerous item Accessible Each Occurrence T 100.00 NEW

Plastic Bumper Bars Accessible Each T 5.00 NEW

Goornong/Strathfieldsaye Transfer Stations

Domestic Garbage Bag Accessible Domestic Bag T 2.00 2.10 5.00

Car Boot Accessible Car Boot T 25.00 25.60 2.40

Trailer/Ute/Van Load Accessible Trailer etc. T 49.00 50.00 2.04

Tandem Trailer Accessible Load T 115.00 118.00 2.61

Fridges/Airconditioners/Freezers Accessible Each T 15.50 16.00 3.23


Computer monitors/televisions Accessible Each T 10.00 10.30 3.00

Heathcote Landfill

Garbage Bag Accessible Each T 2.00 2.10 5.00

Car Only Accessible Load T 22.00 22.90 4.09

Trailer, Ute, Van Accessible Load T 37.00 38.50 4.05

Tandem Trailer Accessible Load T 78.00 81.00 3.85

Green, Car Only Accessible Load T 6.00 6.20 3.33

Green, Trailer, Ute, Van Accessible Load T 10.00 10.30 3.00

Green, Truck, Tandem Accessible Load T 22.00 22.65 2.95

Green Commercial Accessible Cubic Metre T 11.00 11.35 3.18

Industrial, Commercial Accessible Cubic Metre T 35.00 36.00 2.86

Car Bodies Accessible Each T 25.00 26.00 4.00

Car, Ute Tyres Accessible Tyre T 6.00 6.20 3.33

Light Commercial Tyres Accessible Tyre T 10.00 10.30 3.00

Truck Tyres Accessible Tyre T 22.00 22.65 2.95

Tractor Tyres Accessible Tyre T 53.00 54.10 2.08

Other Tyres Accessible Tyre T POA POA

Fridges /Airconditioners/Freezers Accessible Each T 15.50 16.00 3.23


Computer monitors/Televisions Accessible Each T 10.00 10.30 3.00

Bin Hire

Up to 5 240L Bins Accessible Fee Unit T 102.00 NEW

6 to 10 240L Bins Accessible Fee Unit T 132.00 NEW









Flagman - Normal Hours Full CostPer person per

hourT 46.20 47.10 1.95

Flagman - Outside Normal Hours Full CostPer person per

hourT 52.00 53.00 1.92

Saturday Full CostPer person per

hourT 57.00 58.15 2.02

Sunday Full CostPer person per

hourT 58.00 59.15 1.98

Public Holidays Full CostPer person per

hourT 67.50 68.85 2.00

Arrow Boards Full Cost Per Day T 99.00 101.00 2.02

VMS Boards Full Cost Per Day T 220.00 224.40 2.00

Traffic Management Plans Full Cost Each T 165.00 168.30 2.00

TRAFFIC MANAGEMENT


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Corflute Sign Replacement Full Cost Each T 27.50 28.05 2.00

Vehicle & required signs Full Cost Per Hour T 17.90 18.25 1.96

Multi Message Frame Replacement Full Cost Each T 35.20 35.90 1.99

1 Man crew & vehicle Full Cost Per Hour T 63.40 64.70 2.05

2 Man crew & vehicle Full Cost Per Hour T 108.90 111.10 2.02


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change

Building Fee

Class 1 Dwellings (max 5 inspections) less than $400,000 Full Cost Application T 3,100.00 3,162.00 2.00

Class 1 Dwellings (max 5 inspections),greater than $400,000 Full Cost Application T 4,100.00 4,182.00 2.00

Class 1 Multi Unit Developments (first Unit) Full Cost Application T 1,850.00 1,887.00 2.00

Class 1 Alterations and Additions less than $100,000 (max 4 inspections) Full Cost Application T 1,950.00 1,989.00 2.00

Class 1 Alterations and Additions greater than $100,000 (max 4 inspections) Full Cost Application T 2,550.00 2,601.00 2.00

Additional Inspections/Inspections for other Councils Full Cost Inspection T 150.00 153.00 2.00

House Relocation/Restructure Full Cost Application T 3,100.00 3,162.00 2.00

Class 10 Misc Structures Garages/Sheds(2 Insp) up to $25,000 Full Cost Application T 875.00 892.50 2.00

Class 10 Misc Structures Garages/Sheds(2 Insp) up to $50,000 Full Cost Application T 1,030.00 1,050.00 1.94

Class 10 Misc Structures Swimming Pools/Spas (2 Insp) Full Cost Application T 824.00 840.00 1.94

Class 10 Misc Structures Fences/Heaters (Max 1 Inspection) Full Cost Application T 500.00 510.00 2.00

Restumping, recladding, verandahs, decks, retaining walls up to $12,000 Full Cost Application T 800.00 816.00 2.00

Others Classes - Price on Application Full Cost Application T Varies Varies Varies

Change of Use Full Cost Application T 900.00 918.00 2.00

Commercial Airport Hangers (minimum fee) Full Cost Application T 1,030.00 1,050.00 1.94

Commercial & Industrial up to $5,000 Full Cost Application T 500.00 NEW

Commercial & Industrial $5,001-$15,000 Full Cost Application T 700.00 NEW

Commercial & Industrial $15,001-$30,000 Full Cost Application T 900.00 NEW

Commercial & Industrial $30,001-$100,000 value x 1.0% + $1000 Full Cost Application T 1,300.00 NEW

Commercial & Industrial $100,001-$500,000 value x 0.4% + $2200 Full Cost Application T 2,600.00 NEW

Commercial & Industrial $500,001-$2M value x 0.25% + $3000 Full Cost Application T 4,250.00 NEW

Commercial & Industrial over $2M value/500 + $2000) x 1.2 Full Cost Application T 7,200.00 NEW

Extension of Building Permit Class 1 and 10 Full Cost Application T 260.00 265.20 2.00

Extension of Building Permit Class 2 to 9 Full Cost Application T 415.00 423.30 2.00

Lapsed Permit Approvals and Inspections less than 5 years Full Cost Application T 300.00 306.00 2.00

Lapsed Permit Approvals and Inspections greater than 5 years Full Cost Application T 425.00 433.50 2.00

Amendments/Variations to Approved Documents Full Cost Amendment T 150.00 153.00 2.00

Lodgement Fee

Permit From Private Building Surveyor - Reg 320, etc. Statutory Application F 38.52 39.30 2.02

Information / Reports

Building File Retrieval from Archives Full Cost Lodgement F 70.00 72.00 2.86

Property Information Only - Regulation 326 (1) (2) (3) Statutory Application F 51.40 52.10 1.36

Legal Point of Discharge Statutory Application F 64.00 65.30 2.03

Property Information with Storm Water Drainage Information Statutory Application F 115.77 117.40 1.41

Dispensation Fee Statutory Application F 258.17 261.00 1.10

Amendment to dispensation Full Cost Application T 60.00 NEW

Demolitions

Single Storey building more than 6m from street Full Cost Building T 930.00 918.00 -1.29

Form 29A Report & Consent Statutory Application F 64.38 65.00 0.96

Asset Protection

Asset Protection Permit Full Cost Permit T 110.00 110.00 0.00

Miscellaneous Permits (Hoardings and Road Occupatio n)

Short Term Occupation in Any Area (1 Day Maximum) Full Cost Application T 200.00 204.00 2.00

Short Term Occupation - 2 Days Full Cost Application T 240.00 244.00 1.67

Short Term Occupation - Week Full Cost Application T 320.00 326.00 1.88

Short Term Occupation - 2 Weeks Full Cost Application T 420.00 428.00 1.90

Long Term Occupation - per month Full Cost Application T 530.00 540.00 1.89

Standard Hourly Rates

Municipal Building Surveyor Full Cost Hour T 220.00 224.00 1.82

Building Inspector Full Cost Hour T 155.00 158.00 1.94

Administration Staff Full Cost Hour T 110.00 112.00 1.82

Certification of Private Projects by MBS (minimum) Full Cost Application T 595.00 606.00 1.85

POPE's (Places of Public Entertainment)

Places of Public Entertainment Occupancy Permits - Standard Full Cost Each T 350.00 350.00 0.00

Places of Public Entertainment Occupancy Permits - Large Events Full Cost Each T 500.00 510.00 2.00

Full Cost Each T 155.00 158.10 2.00

Health and Wellbeing Fees and Charges Schedule 2017 /2018

Unit Fee

Program/Service

BUILDING SERVICES

Temporary Structures and Special Use Occupancy Permits - Small Events Stands <50 people / Tents <250m2 / Stages <250m2


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

All POPE Applications submitted within 4 days of event attract late fee Full Cost Each T 250.00 255.00 2.00

Illegal Building Works

Pool Fence Incentive Application T 450.00 450.00 0.00

Basic Pool and Pool Fence Incentive Application T 825.00 841.50 2.00

Small Sheds (under 50 m²) Incentive Application T 825.00 841.50 2.00

Sheds (51 to 500 m²) Incentive Application T 1,850.00 1,887.00 2.00

Sheds (greater than 500 m²) Incentive Application T 2,250.00 2,295.00 2.00

Verandas and Carports Incentive Application T 1,230.00 1,254.60 2.00

Internal alterations and additions (under 20 m²) Incentive Application T 1,650.00 1,683.00 2.00

New Dwellings (including change of use) Incentive Application T 3,900.00 3,978.00 2.00

Relocatable dwellings ancillary to existing dwelling Incentive Application T 1,854.00 1,891.00 2.00

Additions, Extensions, Alterations to Dwellings Incentive Application T 2,575.00 2,626.00 1.98

New Commercial Buildings (Including change of use) ($2,700 min + $2/sqm floor area)

Incentive Application T 2,900.00 2,958.00 2.00

Commercial Alterations and Additions (min fee) Incentive Application T 2,050.00 2,091.00 2.00

Commercial & Industrial up to $5,000 Incentive Application T 1,000.00 NEW

Commercial & Industrial $5,001-$15,000 Incentive Application T 1,500.00 NEW

Commercial & Industrial $15,001-$30,000 Incentive Application T 2,200.00 NEW

Commercial & Industrial $30,001-$100,000 value x 1.0% + $2500 Incentive Application T 2,800.00 NEW

Commercial & Industrial $100,001-$500,000 value x 0.4% + $3700 Incentive Application T 4,100.00 NEW

Commercial & Industrial $500,001-$2M value x 0.25% + $4500 Incentive Application T 5,750.00 NEW

Commercial & Industrial over $2M value/500 + $3500) x 1.2 Incentive Application T 9,000.00 NEW

Demolitions - Houses Incentive Application T 1,200.00 1,224.00 2.00

Demolitions - Outbuildings Incentive Application T 600.00 612.00 2.00

Demolitions - Commercial Buildings Incentive Application T 1,200.00 1,224.00 2.00

Reblocking Incentive Application T 750.00 750.00 0.00

Retaining Wall under 30m long Incentive Application T 665.00 678.00 1.95

Retaining Wall over 30m long Incentive Application T 1,545.00 1,575.00 1.94

Heathcote RSL - Hall Hire

Hall Only Deposit - Refundable Accessible Deposit T 133.90 136.58 2.00

Hall and Kitchen (Includes New Tables & Chairs) Accessible Day T 242.05 246.89 2.00

Hall for Functions from 6 pm (1 to 3 hours only) Accessible Day T 112.27 114.52 2.00

Hall for 1 to 3 hrs am and pm Accessible Per am/pm T 85.49 87.20 2.00

Hall & Kitchen - Non RSL Funeral/Wake Only inc. tea & coffee facilities Accessible Per am/pm T 128.75 131.33 2.00

Hall set up - Day prior Accessible Day T 26.78 27.32 2.02

Hall for Rehearsals Accessible Day T 43.26 44.13 2.01

Kitchen (all facilities) Accessible Day T 149.35 152.34 2.00

Foyer Only Accessible Per Hour T 10.30 10.51 2.04

Meeting Room Only Accessible Day T 43.26 44.13 2.01

Chairs (Former Hall Chairs) Accessible Each T 1.55 1.58 1.94

Trestles/Tables (Former Hall Tables) Accessible Each T 10.30 10.51 2.04

Cutlery Accessible Set T 0.31 0.32 3.23

Crockery Accessible Set T 1.34 1.37 2.24

Urn Hire Accessible Each T 10.30 10.51 2.04

Pie Warmer Hire Accessible Each T 10.30 10.51 2.04

Cancellation Fee Accessible Booking N/A 25.75 26.27 2.02

Security Bond Accessible Booking N/A 515.00 525.30 2.00

Eaglehawk Town Hall - Hall Hire

Evening Functions to 1am Accessible Evenings T 324.45 330.94 2.00

Rehearsals (per session) Accessible Session T 43.26 44.13 2.01

Cancellation Fee Accessible Booking N/A 26.78 27.32 2.02

Day Time Usage up to 6pm Accessible Day Use T 242.05 246.89 2.00

Eaglehawk Supper Room/Council Chamber - Hall Hire

Half Day Accessible Half Day T 85.49 87.20 2.00

Full Day Accessible Full Day T 160.68 163.89 2.00

Evening Functions 6 pm to 1 am Accessible Evening T 95.79 97.71 2.00

PROPERTY


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Eaglehawk Meeting Rooms - Room Hire

Half Day Accessible Half Day T 26.78 27.32 2.02

Full Day Accessible Full Day T 53.56 54.63 2.00

Evening Functions 6pm to 1am Accessible Evening T 26.78 27.32 2.02

Exhibitions Only Accessible Week T 170.98 174.40 2.00

Conveyancing / Legal Services

Services in connection with a Council land transaction Full Cost Varies T Varies Varies Varies

Pool Entry Fees

Adult Ticket Accessible Day T 5.25 5.40 2.86

Child Ticket (Child under 2 years old free when accompanied by a paying adult) Accessible Day T 4.20 4.30 2.38

Family Ticket (2 adults and dependent children under 16 years of age) Accessible Day T 13.70 14.00 2.19

Concession Adult Ticket Accessible Day T 4.20 4.30 2.38

Accessible Day T 10.55 10.80 2.37

Concession Student Ticket Accessible Day T 4.20 4.30 2.38

School Group Student Entry Accessible Day T 2.05 2.00 -2.44

Group Entry Fee (for groups of more than 10 people) Accessible Day T 3.10 3.20 3.23

Adult Ticket Accessible Season T 100.00 102.00 2.00

Child Ticket (Child under 2 years old free when accompanied by a paying adult) Accessible Season T 74.25 75.70 1.95

Family Ticket (2 adults and dependent children under 16 years of age) Accessible Season T 190.70 194.50 1.99

Adult Extended Season Ticket Accessible Season T 152.80 155.70 1.90

Child Extended Season Ticket Accessible Season T 118.55 120.90 1.98

Accessible Season T 252.85 257.90 2.00

Concession Adult Ticket Accessible Season T 75.85 77.40 2.04

Accessible Season T 151.70 154.70 1.98

Concession Adult Extended Season Ticket Accessible Season T 122.20 124.60 1.96

Concession Family Extended Season Ticket Accessible Season T 203.35 207.40 1.99

Rural Pool Pass - Adult Accessible Season T 77.25 78.80 2.01

Rural Pool Pass - Child Accessible Season T 51.50 52.50 1.94

Rural Pool Pass - Family Accessible Season T 123.60 126.10 2.02

January 31 Season Ticket Price - Adult Accessible Season T 47.40 48.40 2.11

January 31 Season Ticket Price - Child Accessible Season T 36.85 37.60 2.04

January 31 Season Ticket Price - Family Accessible Season T 92.70 94.60 2.05

Adult District Season Ticket Upgrade to Extended Season - March Accessible Season T 54.80 55.90 2.01

Child District Season Ticket Upgrade to Extended Season - March Accessible Season T 43.20 44.10 2.08

Family District Season Ticket Upgrade to Extended Season - March Accessible Season T 56.90 58.00 1.93

Corporate Bulk Purchase - Extended Season Ticket (5-10 passes) Accessible Season T 137.00 139.70 1.97

Corporate Bulk Purchase - Regular Season Ticket (5-10 passes) Accessible Season T 90.00 91.80 2.00

Corporate Bulk Purchase - Extended Season Ticket (>10 passes) Accessible Season T 122.20 124.70 2.05

Intermediate Pool Accessible Hour T 43.20 44.10 2.08

Dive Pool, 1m, 3m, 5m Boards Accessible Hour T 43.20 44.10 2.08

Lane Hire Accessible Hour T 22.15 22.60 2.03

Water Slide Hire Accessible Hour T 68.50 69.90 2.04

Large Aquatic Facility Hire (additional charge where >400 people attend) Accessible Facility per hour T 165.40 168.70 2.00

Small Aquatic Facility Hire (additional charge where >400 people attend) Accessible Facility per hour T 111.70 114.00 2.06

Pool Marketing and promotional discounts Incentive Season T Varies up to 20% NEW

Rural Pool Volunteer discount Incentive Season T Varies up to 20% NEW

Greater Bendigo Indoor Aquatic Leisure and Wellbein g Centre

Indoor Pools Adult casual Accessible Casual T 6.50 NEW

Indoor Pools Casual Child/Concession casual Accessible Casual T 4.50 NEW

Indoor Pools Family (2 adults/2 children) Accessible Casual T 18.00 NEW

Indoor Pools Lane Hire – Discount Accessible Casual T 12.00 NEW

Indoor Pools Group Entry Accessible Casual T 4.00 NEW

Indoor Pools School Entry Accessible Casual T 3.50 NEW

Indoor Pools Swim/Spa/Sauna Accessible Casual T 10.00 NEW

Indoor Pools Adult 5 Visits Accessible Casual T 26.00 NEW

ACTIVE COMMUNITIES

Concession Family Ticket (2 adults and dependent children under 16 years of age)

Family Extended Season Ticket (2 adults and dependent children under 16 years of age)

Concession Family Ticket (2 adults and dependent children under 16 years of age)


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Indoor Pools Indoor Pools Adult 10 Visits Accessible Casual T 52.00 NEW

Indoor Pools Casual Child/Concession 5 Visits Accessible Casual T 18.00 NEW

Indoor Pools Child/Concession 10 Visits Accessible Casual T 36.00 NEW

Indoor Pools Family 5 Visits Accessible Casual T 72.00 NEW

Indoor Pools Family 10 Visits Accessible Casual T 144.00 NEW

Aquatic Events Indoor 50m Peak Time ($150/hr. x 4 Hrs.) Accessible Hour T 650.00 NEW

Aquatic Events Indoor 50m Off Peak ($100/hr. x 3 Hrs.) Accessible Hour T 300.00 NEW

Aquatic Programs Learn to Swim Class Accessible Casual T 14.00 NEW

Aquatic Programs Aquarobics class Accessible Casual T 12.00 NEW

Aquatic Programs Water Exercise Class Accessible Casual T 12.00 NEW

Aquatic Programs Birthday Parties (per child + food) Accessible Session T 20.00 NEW

Aquatic Membership Joining Fee Accessible Application T 40.00 NEW

Aquatic Membership Accessible Monthly T 40.00 NEW

Weights Area Adult Casual Accessible Casual T 16.00 NEW

Weights Area Concession Casual Accessible Casual T 13.00 NEW

Weights Area Personal Training Accessible Casual T 45.00 NEW

Weights Area Membership Joining Fee Accessible Application T 45.00 NEW

Weights Area Members monthly fee Accessible Monthly T 55.00 NEW

Health & Fitness Dry Programmes Accessible Casual T 9.00 NEW

Health & Fitness Membership Joining Fee Accessible Application T 40.00 NEW

Health & Fitness Members Monthly Fee Accessible Monthly T 55.00 NEW

General Membership Joining fee Accessible Application T 45.00 NEW

General Membership Platinum Members monthly fee Accessible Monthly T 80.00 NEW

General Membership Gold Members Monthly Fee Accessible Monthly T 65.00 NEW

School Fitness School Fitness Program Entry Accessible Casual T 5.00 NEW

Reserves/Ovals - Season Hire

Graded A Reserve Summer Accessible Season T 3,709.00 3,783.20 2.00

Graded A Reserve Winter Accessible Season T 7,418.00 7,566.40 2.00

Graded A Reserve - Junior Use Summer Accessible Season T 1,854.50 1,891.60 2.00

Graded A Reserve - Junior Use Winter Accessible Season T 3,709.00 3,783.20 2.00

Graded B Reserve Summer Accessible Season T 1,854.50 1,891.60 2.00

Graded B Reserve Winter Accessible Season T 3,709.00 3,783.20 2.00

Graded B Reserve - Junior Use Summer Accessible Season T 927.25 945.80 2.00

Graded B Reserve - Junior Use Winter Accessible Season T 1,854.50 1,891.60 2.00

Graded C Reserve Summer Accessible Season T 927.25 945.80 2.00

Graded C Reserve Winter Accessible Season T 1,854.50 1,891.60 2.00

Graded C Reserve - Junior Use Summer Accessible Season T 463.60 472.90 2.01

Graded C Reserve - Junior Use Winter Accessible Season T 927.20 945.80 2.01

Graded D Reserve Summer Accessible Season T 463.60 472.90 2.01

Graded D Reserve Winter Accessible Season T 927.20 945.80 2.01

Graded D Reserve - Junior Use Summer Accessible Season T 231.80 236.50 2.03

Graded D Reserve - Junior Use Winter Accessible Season T 463.60 472.90 2.01

Occasional Hire

Graded A Reserve Accessible Day T 298.20 257.70 -13.58

Graded A Reserve - Junior Use Accessible Day T 149.60 128.85 -13.87

Graded B Reserve Accessible Day T 149.60 193.30 29.21

Graded B Reserve - Junior Use Accessible Day T 122.80 96.65 -21.29

Graded C Reserve Accessible Day T 122.80 128.85 4.93

Graded C Reserve - Junior Use Accessible Day T 61.00 64.45 5.66

Graded D Reserve Accessible Day T 61.00 64.45 5.66

Graded D Reserve - Junior Use Accessible Day T 30.60 32.25 5.39

Graded A Reserve Accessible Up to 3 Hours T 149.60 128.85 -13.87

Graded A Reserve - Junior Use Accessible Up to 3 Hours T 122.80 64.45 -47.52

Graded B Reserve Accessible Up to 3 Hours T 122.80 96.65 -21.29

Graded B Reserve - Junior Use Accessible Up to 3 Hours T 61.10 48.35 -20.87

Graded C Reserve Accessible Up to 3 Hours T 61.10 64.45 5.48


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Graded C Reserve - Junior Use Accessible Up to 3 Hours T 30.60 32.25 5.39

Graded D Reserve Accessible Up to 3 Hours T 30.60 32.25 5.39

Graded D Reserve - Junior Use Accessible Up to 3 Hours T 15.80 16.15 2.22

Graded A Reserve Accessible Up to 1 Hour T 42.95 NEW

Graded A Reserve - Junior Use Accessible Up to 1 Hour T 21.50 NEW

Graded B Reserve Accessible Up to 1 Hour T 32.25 NEW

Graded B Reserve - Junior Use Accessible Up to 1 Hour T 16.15 NEW

Graded C Reserve Accessible Up to 1 Hour T 21.50 NEW

Graded C Reserve - Junior Use Accessible Up to 1 Hour T 10.75 NEW

Graded D Reserve Accessible Up to 1 Hour T 10.75 NEW

Graded D Reserve - Junior Use Accessible Up to 1 Hour T 5.40 NEW

Lighting at Sports Centre Track or Oval Only Accessible Hour T 34.25 35.00 2.19

Lighting at Epsom Huntly Recreation Reserve Accessible Hour T 34.25 35.00 2.19

Epsom Huntly Regional Recreation Reserve Pavilions

Change Room Casual Use Accessible Day T 20.00 20.40 2.00

Meeting Room Casual Use up to 4 hours Accessible Hour T 28.45 29.00 1.93

Function Room & Bar Community Use - Casual Accessible Per Use T 101.15 103.20 2.03

Function Room & Bar Commercial/Private Use - Casual Accessible Per Use T 330.85 337.50 2.01

Function Room Playgroup Use Accessible Per Use T 11.05 11.30 2.26

Kiosk Accessible Per Use T 34.75 35.45 2.01

Meeting Room Up To 4 hours - Seasonal Accessible Hour T 28.45 29.00 1.93

Function Room & Bar Community Use - Seasonal Accessible Per Use T 101.15 103.20 2.03

Training Nights - Seasonal Accessible Per Use T 21.05 21.50 2.14

Kiosk - Seasonal Accessible Per Use T 34.75 35.45 2.01

Function Room & Bar Community Use - Casual Bond Accessible Per Use T 309.00 350.00 13.27

Function Room & Bar Commercial/Private Use - Casual Bond Accessible Per Use T 515.00 550.00 6.80

Function Room & Bar Alcohol Consumption - Casual Bond Accessible Per Use T 618.00 650.00 5.18

Bond for Recreational Facilities

Refundable Bond AccessiblePer Facility or Per

UseT 618.00 650.00 5.18

Portable Facilities

Mobile Grandstand Facility Hire Fee - Two Sections Market Day T 44.00 45.00 2.27

Mobile Grandstand Facility Hire Fee - Four Sections Market Day T 88.00 90.00 2.27

Mobile Grandstand Facility Hire Fee - Six Sections Market Day T 133.00 136.00 2.26

Mobile Grandstand Facility Hire - Bond Incentive Per Booking T 500.00 NEW

Venue Bookings Bond Incentive Function N/A Varies Varies Varies

Security Bond for Keys Incentive Function N/A 20.50 20.00 -2.44

Late Booking Administration Fee (under 7 days notice for bookings) Incentive Per Booking T 51.00 50.00 -1.96

Late Cancellation Fee (under 7 days notice for cancelling a booking) Incentive Per Booking T 51.00 50.00 -1.96

General Home Care

General Home Care - Low Fee Range Accessible Hour F 8.60 8.80 2.33

Personal Care - Low Fee Range Accessible Hour F 4.50 4.60 2.22

Respite Care - Low Fee Range Accessible Hour F 3.40 3.50 2.94

Property Maintenance - Low Fee Range Accessible Hour F 12.70 13.00 2.36

MOW Main Meal Low Fee Range Accessible Each F 9.20 9.40 2.17

MOW - Soup - Low Fee Range Accessible Each F 2.20 2.30 4.55

MOW - Evening Meal - Low Fee Range Accessible Each F 3.70 3.80 2.70

General Home Care - Medium Fee Range Accessible Hour F 21.50 22.00 2.33

Personal Care - Medium Fee Range Accessible Hour F 11.30 11.60 2.65

Respite Care - Medium Fee Range Accessible Hour F 6.20 6.40 3.23

Property Maintenance - Medium Fee Range Accessible Hour F 19.40 19.80 2.06

MOW - Main Meal - Medium Fee Range Accessible Each F 9.20 9.40 2.17

MOW - Soup - Medium Fee Range Accessible Each F 2.30 2.40 4.35

MOW - Evening Meal - Medium Fee Range Accessible Each F 4.00 4.10 2.50

General Home Care - High Fee Range Accessible Hour F 46.40 47.40 2.16

COMMUNITY SERVICES (Aged and Disability)


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Personal Care - High Fee Range Accessible Hour F 46.40 47.40 2.16

Respite Care - High Fee Range Accessible Hour F 46.40 47.40 2.16

Property Maintenance - High Fee Range Accessible Hour F 49.50 50.50 2.02

MOW - Main Meal - High Fee Range Accessible Each F 13.10 13.40 2.29

MOW - Soup - High Fee Range Accessible Each F 2.70 2.80 3.70

MOW - Evening Meal - High Fee Range Accessible Each F 8.60 8.80 2.33

Tip Fee Accessible Trip F 11.60 11.90 2.59

Kangaroo Flat Senior Citizens Centre

6am-6pm Casual Hire Accessible Hour T 44.29 45.20 2.05

6pm-12am Casual Hire Accessible Hour T 55.31 56.50 2.15

Kitchen Use Casual Hire Accessible Hour T 34.81 35.60 2.27

Security Bond Accessible Per Use T 309.00 315.20 2.01

Annual Users Accessible Hour T 11.64 12.00 3.09

Child Care

Weekly under 3 years of age Accessible Week F 473.80 483.30 2.01

Weekly over 3 years of age Accessible Week F 463.80 473.10 2.01

Full Day Care under 3 years of age Accessible Day F 122.60 125.10 2.04

Full Day Care over 3 years of age Accessible Day F 122.60 125.10 2.04

Occasional Care Accessible Hour F 12.70 13.10 3.15

Late Collection of Children Accessible Minute F 5.60 5.80 3.57

Non Cancellation of OCC bookings Accessible Flat Admin F 10.90 11.20 2.75

Private Business (Child Protection, etc.)

Family Support Full Cost Hour F 53.10 54.20 2.07

Lecturing Full Cost Hour T 104.00 106.10 2.02

Training in Child Care Full Cost Hour T 53.10 54.20 2.07

Helen Jessen Child Care Centre

Consulting Rooms Accessible 1/2 day T 43.90 44.80 2.05

Consulting Rooms Accessible 1 day T 87.80 89.60 2.05

Meeting Room Full Accessible 1/2 day T 71.30 72.80 2.10

Meeting Room Full Accessible 1 day T 131.60 134.30 2.05

Meeting Room Large Half Accessible 1/2 day T 60.40 61.70 2.15

Meeting Room Large Half Accessible 1day T 120.70 123.20 2.07

Meeting Room Small Half Accessible 1/2 day T 40.60 41.50 2.22

Meeting Room Small Half Accessible 1day T 81.20 82.90 2.09

Planned Activity Group - Low Fee Range Accessible Session F 9.10 + 10.30 for meal $19.80 (9.30 + 10.50

meal) 2.00

Planned Activity Group - Medium Fee Range Accessible Session F 24.10 + 10.30 for meal $35.10(24.60 +10.50

meal) 2.00

Planned Activity Group - High Fee Range Accessible Session F 69.30 + 10.30 for meal $81.20(70.70+10.50

meal) 2.00

Food Act

Class 1 A Renewal Statutory Each F 1,004.00 1,024.00 1.99

Class 1 B Renewal Statutory Each F 803.50 820.00 2.05

Class 1 C Renewal Statutory Each F 499.50 509.00 1.90

Class 2 A Renewal Statutory Each F 1,222.00 1,246.00 1.96

Class 2 B Renewal Statutory Each F 667.00 680.00 1.95

Class 2 C Renewal Statutory Each F 499.50 509.00 1.90

Class 2 D Renewal Statutory Each F 396.50 404.00 1.89

Class 2 D Community Groups/School/Clubs/Halls Renewal/New Statutory Each F 299.00 305.00 2.01

Class 2 D Commercial Temporary Single Event Renewal/New Statutory Each F 97.00 99.00 2.06

Class 3 A Renewal Statutory Each F 464.00 473.00 1.94

Class 3 B Renewal incl. Temp/Mobile Statutory Each F 366.00 373.00 1.91

Class 4 Notification of Fixed Premise Processing Fee Full Cost Each T 46.50 47.00 1.08

Follow Up of Non-Compliance Food Sampling Statutory Each F 160.00 163.00 1.88

Hire of Thermometers to Community Groups Statutory Each F 15.50 16.00 3.23

PLANNED ACTIVITY GROUP (PAG) Community Services

ENVIRONMENTAL HEALTH

COMMUNITY SERVICES (Early Years)


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Extracts

Copy of Certificate of Analysis Full Cost Each T 40.00 41.00 2.50

Public Health & Wellbeing Act 2008

Prescribed Accommodation Registration - under 15 rooms Statutory Room F 305.00 311.00 1.97

Prescribed Accommodation Registration - 15-30 rooms Statutory Room F 321.50 328.00 2.02

Prescribed Accommodation Registration - over 30 rooms Statutory Room F 343.00 350.00 2.04

Statutory Each F 525.50 536.00 2.00


Ongoing Registration and Hairdressers, Beauty Parlour, Tattooists, body piercing - single/small operators up to 2 staff and/or 1 activity


Caravan Parks

Registration Statutory Site F As schedule - varies As schedule - varies As schedule

- varies

Transfer Fee Statutory Each F 5 fee units* As Schedule (5 fee units) As

Schedule (5 fee units)

Inspection and Report Fee Full Cost Each T 353.00 360.00 1.98

All Registrations (except caravan parks)

Payment of Renewal After 31 December (previously Late Payment Penalty) Incentive Each F Annual Regn + 50% Annual Regn + 50% Annual Regn

Transfer Fee Statutory Each F Annual Regn + 50% Annual Regn + 50% Annual Regn

Full Cost Each F Annual Regn + 50% Annual Regn + 50% Annual Regn

Major premise renovation (includes plan assessment & three inspections) Full Cost Each F 214.00 218.00 1.87

Inspection and Report Fee Full Cost Each T 300.00 306.00 2.00

Pro-rata Registration of new premises 1 January - 31 March Statutory Each F New Premise fee New Premise fee New Premise

Pro-rata Registration of new premises 1 April - 30 June Statutory Each F New Premise fee x 75% New Premise fee x 75% New Premise

Pro-rata Registration of new premises 1 July - 31 September Statutory Each F New Premise fee x 50% New Premise fee x 50% New Premise

Pro-rata Registration of new premises 1 October - 31 December Full Cost Each F New Premise fee x 25% New Premise fee x 25% New Premise

Major Non-Compliant Premise Inspection Fee Full Cost Each F 255.50 261.00 2.15

Minor Non-Compliant Premise Inspection Fee Full Cost Each T 193.00 197.00 2.07

Environment Protection Act (septic tanks)

Septic Permit Fee Statutory Application F 664.00 677.00 1.96

Reissue/amend permit charge Statutory Each F 171.00 174.00 1.75

Pre application meeting charge Full Cost Each T 209.00 213.00 1.91

Additional Site Inspection charge Full Cost Each T 209.00 213.00 1.91

Land Capability Information Request charge Full Cost Each T 222.00 226.00 1.80

Septic Plan/File Search Fee charge Full Cost Each T 69.50 71.00 2.16

Housing Orders - Certificate of Title

Report on orders affecting property Market Each F 78.00 80.00 2.56

Removal of Director of Housing Declarations affecting title Market Each F 155.50 159.00 2.25

Local Laws

A Frame - 1st Sign Full Cost Each F 59.00 60.00 1.69

A Frame - 2nd Sign Full Cost Each F 129.00 132.00 2.33

A Frame - 3rd Sign Full Cost Each F 283.00 289.00 2.12

Table and Chairs - in CBD Full Cost Chair F 59.00 60.00 1.69

Table and Chairs - outside CBD Full Cost Chair F 48.50 49.00 1.03

Local Law Permits (Processing Permit Applications/Issuing Permits) - Commercial

Full Cost Each F 74.00 75.00 1.35

Sale of copy of all Councils Local Laws Charge Full Cost Each F 36.00 37.00 2.78

Display of Goods for sale on Footpath - CBD Full Cost Each F 299.00 305.00 2.01

Display of Goods for sale on Footpath - non CBD Full Cost Each F 165.00 168.00 1.82

Display of Goods on Footpath - Decorative only - CBD Full Cost Each F 124.00 126.00 1.61

Display of Goods for sale on Footpath - Decorative only - non CBD Full Cost Each F 73.00 74.00 1.37

Late fee Administration for renewal of Outdoor Dining & Street Trading Permits Full Cost Each T 170.00 173.00 1.76

Itinerent Trade Lake Trader Full Cost Monthly F 658.00 671.00 1.98

Itinerent Trade CBD area Full Cost Monthly F 487.00 497.00 2.05

Itinerent Trade Outer Area Full Cost Monthly F 388.00 396.00 2.06

Itinerent Trade Rural Area Full Cost Monthly F 278.00 284.00 2.16

Itinerent Trade Miscellaneous/one off permits Full Cost Each F 74.00 75.00 1.35

Live on site Application Fee Full Cost Application F 190.50 194.00 1.84

LOCAL LAWS

Hairdressers, Beauty Parlour Large 5 or more staff/rooms and or 4 or more activities

Hairdressers, Beauty Parlour dual Registration up to 4 staff and/or up to 3 activities

New Premise Fee (Includes plan assessment, three inspections and annual registration)


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Live on site Renew Permit (each six months) Full Cost Application F 190.50 194.00 1.84

Pro- rata permit fees 1 August - 31 March Full Cost Each F 100% permit fee 100% permit fee 100% permit

fee

Pro-rata permit fees 1 November - 31 January Full Cost Each F 75% permit fee 75% permit fee 75% permit

fee

Pro-rata permit fees 1 February - 30 April Full Cost Each F 50% permit fee 50% permit fee 50% permit

fee

Pro-rata permit fees 1 May - 31 July Full Cost Each F 25% permit fee 25% permit fee 25% permit

fee

Administrative Fee - Fire Prevention - Invoices Full Cost Each T 118.50 200.00 68.78

Full Cost Time T 100% Cost

Recovery 100% Cost Recovery

100% Cost Recovery

Animal Registrations - Non Concession Fees

Dogs - Desexed Market Animal F 42.00 43.00 2.38

Dogs - Over 10 Years Market Animal F 42.00 43.00 2.38

Dogs - Domestic Animal Business conducted on Registered Premises Market Animal F 42.00 43.00 2.38

Dogs registered with the Victorian Canine Association Market Animal F 42.00 43.00 2.38

Dog undergone Obedience Training which complies with Regulations Market Animal F 42.00 43.00 2.38

Dog kept for working stock - rural property Market Animal F 42.00 43.00 2.38

Dogs - all other Market Animal F 127.00 130.00 2.36

Cats - Desexed Market Animal F 33.00 34.00 3.03

Cats - Over 10 Years Market Animal F 33.00 34.00 3.03

Cat kept for breeding by the proprietor of a Domestic Animal Business conducted on registered premises

Market Animal F 33.00 34.00 3.03

Cat registered with the Feline Control Council. Market Animal F 33.00 34.00 3.03

Cats - all other Market Animal F 99.00 102.00 3.03

Animal Registrations Concession Fees

Dogs - Desexed Market Animal F 21.00 21.50 2.38

Dogs - Over 10 Years Market Animal F 21.00 21.50 2.38

Dogs - Domestic Animal Business conducted on Registered Premises Market Animal F 21.00 21.50 2.38

Dogs registered with the Victorian Canine Association Market Animal F 21.00 21.50 2.38

Dog undergone Obedience Training which complies with Regulations Market Animal F 21.00 21.50 2.38

Dog kept for working stock - rural property Market Animal F 21.00 21.50 2.38

Dogs - all other Market Animal F 63.50 65.00 2.36

Cats - Desexed Market Animal F 16.50 17.00 3.03

Cats - Over 10 Years Market Animal F 16.50 17.00 3.03

Cat kept for breeding by the proprietor of a Domestic Animal Business conducted on registered premises.

Market Animal F 16.50 17.00 3.03

Cat registered with the Feline Control Council. Market Animal F 16.50 17.00 3.03

Cats - all other Market Animal F 49.50 51.00 3.03

Administration

Disabled Labels (additional) Market Label F 5.20 5.30 1.92

Meter Hoods, etc.

Meter Hoods - CBD - per bay Market Day T 12.40 12.70 2.42

Meter Hoods - non CBD - per bay Market Day T 6.20 6.30 1.61

"No Standing" Tripod Stands Market Day T 12.40 12.70 2.42

Multi Storey Carpark - Hargreaves St

Bay Hire - level 7 (Mon-Fri) Market Monthly T 123.00 126.00 2.44

Bay Hire - level 7 (24/7) Market Monthly T 144.00 147.00 2.08

Bay Hire - roof top Market Monthly T 89.00 91.00 2.25

Bay Hire - roof top (24/7) Market Monthly T 103.00 105.00 1.94

Car Park Fees Market Hour/Day T 1.60/7.50 1.70/7.80

Multi Storey Carpark - Edward St

Bay Hire - Mon to Friday Market Monthly T 134.00 138.00 2.99

Bay Hire - 24/7 Market Monthly T 160.00 164.00 2.50

Car Park Fees Market Hour/Day T First 90 min free

then 1.70/8.00 First 90 min free then

1.80/8.30

Parking Fees

Car Park Fees Zone 1 Market Hour/Day T 1.60/6.00 1.70/6.30

Car Park Fees Zone 2 Market Hour/Day T 0.80/3.20 1.00/3.50

Fines

Parking Offence Road Rule 205 207 211 168 Statutory Each F 45.00 50.00 11.11

Parking Offence Road Rule 170 173 180 182-184 186 189 194 195 197-199 Statutory Each F 94.00 94.00 0.00

Grass Slashing (Administrative Cost - Slashing Carried Out by Council's Contractors)

PARKING AND ANIMAL CONTROL


Pricing Type*



2016/17(inc. GST)

$

2017/18(inc. GST)

$

% Change


Unit Fee

Program/Service

Parking Offence Road Rule 90e 167 170 171 172 176 179 196 203 Statutory Each F 155.00 155.00 0.00

Miscellaneous - Additional fees and charges not pre viously identified

Surveillance camera footage viewing by public Market Each T 140.00 143.00 2.14

Abandoned vehicle release from pound Market Each T 132.00 135.00 2.27

After hours release from Multi Storey Car Park Market Each T 122.00 125.00 2.46

Stock release from pound 1 large animal or 5 small animals, sheep,etc Market Each T 25.75 26.50 2.91

Stock impounding 1 large animal or 5 small animals, sheep etc. Market Each T 36.00 37.00 2.78

Stock feeding per day, 1 large animal or 5 small animals, sheep etc. Market Each T 9.60 10.00 4.17

Registration of Domestic Animal Business Market Each T 148.00 162.00 9.46


Appendix B

Budget Processes

Budget process Timing1. Officers update Council's long term financial projections Oct/Nov2. Officers prepare operating and capital budgets Oct/Nov3. Councillors consider draft budgets at informal briefings Feb/Mar4. Proposed budget submitted to Council for approval April5. Public notice advising intention to adopt budget April6. Budget available for public inspection and comment April/May7. Public submission process undertaken April/May8. Submissions period closes (28 days) May9. Submissions considered by Council/Committee May10. Budget and submissions presented to Council for adoption June11. Copy of adopted budget submitted to the Minister June12. Revised budget where a material change has arisen June

This section lists the budget processes to be undertaken in order to adopt the Budget in accordance with the LocalGovernment Act 1989 (the Act) and Local Government (Planning and Reporting) Regulations 2014 (theRegulations).

In advance of preparing the budget, Officers firstly review and update Council's long term financial projections.Financial projections for at least four years are ultimately included in Council's Strategic Resource Plan, which isthe key medium-term financial plan produced by Council on a rolling basis. The preparation of the budget, withinthis broader context, begins with Officers preparing the operating and capital components of the annual budgetduring November and December. A draft consolidated budget is then prepared and various iterations areconsidered by Council at informal briefings during February and March.

Council undertakes media briefing, promotion and displays copies of the proposed budget in the local media andon the City's website. Hard copies are also available at Council offices. The final step is for Council to adopt thebudget after receiving and considering any submissions from interested parties. The budget is required to beadopted by 30 June and a copy submitted to the Minister within 28 days after adoption. The key dates for thebudget process are summarised below:

Under the Act, Council is required to prepare and adopt an annual budget for each financial year. The budget isrequired to include certain information about the rates and charges that Council intends to levy as well as a rangeof other information required by the Regulations which support the Act.

The 2017/18 budget, which is included in this report, is for the year 1 July 2017 to 30 June 2018 and is prepared inaccordance with the Act and Regulations. The budget includes financial statements being a ComprehensiveIncome Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows and Statement ofCapital Works. These statements have been prepared for the year ended 30 June 2018 in accordance with the Actand Regulations, and consistent with the annual financial statements which are prepared in accordance withAustralian Accounting Standards. The budget also includes information about the rates and charges to be levied,the capital works program to be undertaken, the human resources required, and other financial information Councilrequires in order to make an informed decision about the adoption of the budget.

A ‘proposed’ budget is prepared in accordance with the Act and submitted to Council in April for approval ’inprinciple’. Council is then required to give ’public notice’ that it intends to ’adopt’ the budget. It must give 28 daysnotice of its intention to adopt the proposed budget and make the budget available for inspection at its offices andon its web site. A person has a right to make a submission on any proposal contained in the budget and anysubmission must be considered before adoption of the budget by Council.


Capital Evaluation Framework

• Asset management plans• Condition assessments• Service standards• Community feedback

• New Capital Works, Expansion and Upgrade project bids require a Business Case which will be scored againstcriteria to determine the priority of each bid.

• There is no separation of asset or project type with all New Capital Works, Expansion and Upgrade projectscompeting for funds.

The Renewal component of the Annual Budget is currently determined by the amount of depreciation recorded forCity of Greater Bendigo assets as per the Australian Accounting Standards. Similarly, the total Renewal Budget isdivided between each of the asset classes so that each asset class receives Renewal funding in line with theamount of depreciation it recorded.

Asset Managers then prioritise which works to schedule within the Renewal Budget based on a range of assetmanagement tools and metrics. This includes:

Given that this work is undertaken on existing assets, it is based on assessments of the condition of those assetsand the Asset Managers are best placed to make recommendations on those assessments, a Business Case isnot required for Renewal Budget submissions.

The Renewal project priority lists and associated costs are provided to Council to review as part of the Budgetapproval process.

Non-Renewal Business Case RequirementA Business Case is required for Non-Renewal Capital Works Budget bids. For projects over $3 million, the MajorCapital Works Budget Submission Policy applies which outlines the level of detail required for the Business Case.

Assessment ApproachThe key principles of the assessment approach are:

The largest component of the annual Capital Works Budget is devoted to ensuring that existing assets continue todeliver the service standards expected of them by the community. Work is continually undertaken to check, assessand maintain the status of these assets.

Appendix C

Introduction

The Capital Works Evaluation Framework is a means of setting priorities within the Capital Works program thataddresses the strategic and service delivery needs of Council and the Community. Council sets the amountavailable for Capital Works each year and this is guided by the Long Term Financial Plan.

As per the diagram below, the total Capital Works Budget is split between two core components, Renewal (existingassets) and Non-Renewal (new assets). Currently the amount required for Renewal is set by end of financial yeardepreciation and prioritised by asset condition and Asset Management Plans (AMP) where available. Theremaining amount is available for Non-Renewal projects which require a Business Case and are prioritised viaassessment criteria.

Renewals

AMPs Renewal $ Non-Renewal $

Depreciation Business Case

Criteria & Ranking


a. Governanceb. Financialc. Deliverability

1 Statutory/Regulatory/Council Resolution2 Council Plan/Strategies/Master Plans3 Risk

This evaluation criterion has one element which is cost benefit, however this is derived from multiple components.The criterion establishes a score based on the importance or benefit of the project to the community which is thenfactored against the cost and possible return on investment of the project. This provides for a score which favoursprojects with a combination of both a high community benefit and lower net capital cost to Council.

For the 2017/18 financial year these factors have been defined as the following:

Community Health and Wellbeing.Project outcomes that specifically encourages activity which promotes mental and physical health.

HeritagePreservation and/or promotion of the municipality's physical, cultural and natural heritage.

Part B:

The evaluation criteria used in this framework is based on three key elements which have been weighted inimportance:

These criteria may contain multiple sub criteria which are described below.

Part A:

This evaluation criterion has three sub criteria:

A1. Statutory/Regulatory/Council ResolutionThis sub-criterion recognises that there are some projects that must be undertaken to comply with Federal or StateLegislation/Regulations and that some projects may be directed by a Council resolution.

A2. Council Plan/Strategies/Master PlansThis sub-criterion recognises that priority should be given to projects that are aligned with the Council Plan, existingstrategies or masterplans.

A3. RiskThis sub-criterion recognises that risk plays a significant role in determining the priority of a project. Scoring in thiscriterion is based on the risk to the organisation of not undertaking the project (rather that it being a risky project toundertake).

A risk assessment must be undertaken as per the City's standard risk assessment process and be submitted withthe Business Case.

Evaluation Criteria

This establishes the relative priority of all Capital Works project bids submitted. The core requirement of thisapproach is to be able to compare projects which are for vastly different types of assets, e.g. comparing the priorityof a road to the priority of tennis court lighting or the expansion of a community facility/building.

Evaluation CommitteeThe evaluation process was undertaken by a committee of senior managers comprised of representatives fromacross the organisation. The managers have extensive experience and direct contact with the community fromservice delivery, sustainability and economic development perspectives.


1 Project Plan2 Costing Quality

This sub criterion recognises that the key starting point to achieving the completion of a project to budget is toensure that the costs the Budget is based on are as accurate as possible.

Service DemandProjects specifically targeted at responding to a change in an existing service or the establishment of a newservice. This includes changes in the quality of service levels and increases in service demand.

Presentation and VibrancyProjects that contribute to achieving the vision of Bendigo becoming the most liveable Regional City in Australia.This includes infrastructure that differentiates the municipality as an affordable/comfortable/connected place to liveand provides for modern and future lifestyle and cultural choices, e.g. urban environment, cultural experiences.

Township SupportProjects contributing to the distribution of services across the municipality. This includes investment in small townsand the suburbs to ensure that development outside the defined area of the CBD is appropriately promoted.

Part C:

This evaluation criterion has two sub criteria:

B1. Project PlanThis sub criterion recognises that all projects, no matter how simple, should have at least a basic plan for whenwork should begin, how long it will take and when it should finish. The more complex the project is, the moredetailed the plan should be to ensure all the tasks, and resources required for the job are understood andscheduled.

B2. Costing Quality

Projects that provide additional services or better access to existing services for members of the public facingsignificant disadvantage, e.g. physical disability, mental disability, poverty.

ProductivityInfrastructure projects that promote/enable improved productivity within the municipality. This includesencouraging/securing investment, generating business opportunity, improving business security or improvingbusiness efficiency. The focus is on the potential additional economic activity generated in the community, not adirect return on investment to the City.

SustainabilityProjects specifically targeting a reduction in the communities or the City's impact on the environment. Thisincludes direct carbon reduction initiatives, new projects to repair/reduce environmental damage, environmentallysensitive design and community leading initiatives that promote better community behaviour toward theenvironment.

Social Equity/Inclusion/Access


Appendix C1

Capital Works Project DescriptionAreaArtwork

Sun Loong ReplacementBridges

Bridge - Golden Gully Creek BridgeBridge - Heritage DriveBridge - Sugarloaf RoadHeathcote Footbridge - DesignMinor Culvert Renewals & Upgrade

BuildingsBuildings Other

Accessibility Art Gallery Library Shelve UpgradeAsbestosAtkins Street Guide Hall Renewal WorksBBQ SheltersBendigo Botanic Gardens Visitor Hub (Building and associated landscape) designBendigo Heritage Attractions Building Security & AccessCapital Basement CafeCooinda Park Shade SailDemolition of Surplus Assets Environmental Sustainability Initiatives Essential Safety Measures Facilities Amenities Renewals Floor Surfaces Gas Testing & Rectification Gas Works - Repair & prevention of vandalismGolden Dragon Museum - LightingHeathcote Integrated Services - Detailed Planning and DesignHeating and Cooling Internal and External Painting & Minor repairs Kitchens Livestock Exchange - Property MaintenanceNew Arch for Chinese Precinct EntranceOffice Accommodation Redesdale Community Hub DesignRoofing Related Works Safety Glazing Sale of Various CoGB PropertiesShade Sails Side wall for Eaglehawk Recycle Centre Main ShedSolar Energy Systems for Council BuildingsStrathdale Community Centre Detailed DesignStructural Cracking Thermal imaging Unforeseen Building Projects Visitor Information Centre - Fire PanelsWorks Unit Portable Site Office

Child Care PropertiesAnnie Galvin Early Learning Centre - StoreroomAnnie Galvin Early Learning Centre - Kitchen UpgradeAnnie Galvin Early Learning Centre - External complex paintingAnnie Galvin Early Learning Centre - Rubber-surfaced pathwayBendigo Community Toy Library - Kitchen and ventilationBendigo Preschool: child amenities renewal - Design and construction documentationChildren's Services - Internal & External Painting and Minor Repairs


Capital Works Project DescriptionArea

Eaglehawk Preschool - Re-design of outdoor undercover areaEpsom Preschool: install heating and replacement blinds in the veranda undercover areaFloor coverings replacement - various sitesKangaroo Flat Preschool - Child & Staff Amenities Neangar Preschool - Office FitoutNeangar Preschool: Replacement of Veranda Posts & Outdoor Patio BlindsStrathfieldsaye Early Learning Community HubWhite Hills Kindergarten: Renewal of Child Amenities & Bag Storage Room

Heritage PropertiesBendigo Art Gallery - Lighting UpgradeBendigo Fire StationBendigo Town HallCapital Theatre - Former Masonic HouseEaglehawk Town HallFormer Gas WorksHeathcote Court House & Council OfficesHeritage Various Joss HouseLake Weeroona Picnic SheltersQEO HouseRSL Soldiers Memorial Institute

Public ToiletsHeathcote Public ToiletsPublic Toilets

Recreation PropertiesAlbert Roy - Pavilion ConstructionBendigo Bowling Clubs - Shade StructureBendigo Regional BMX Facility Redevelopment Stage 2Bendigo Stadium Foyer WorksBendigo Stadium Major ExpansionBendigo Stadium SprinklersBendigo Tennis Pavilion ConstructionCoaches Boxes and SheltersDower Park Changeroom DesignGreater Bendigo Indoor Aquatic Leisure and Wellbeing Centre Kennington Recreation Reserve - Netball court player sheltersNorth Bendigo Recreation ReservePoolsQEO - Netball changerooms design onlyQEO Kiosk/Toilet constructionQEO Shelter constructionSpring Gully Soccer ClubroomsStrathfieldsaye Bowls Club - Detailed design of new pavilion and social spaceWorks to support Venues

DrainageDams

Dams VariousKennington Reservoir Outlet PipeKennington Reservoir Wall RenewalRitchies Dam

DrainageDrainage - 75-77 View StreetDrainage - Addie CourtDrainage - Anderson StreetDrainage - Aspinall StreetDrainage - Barkly StreetDrainage - Bullock StreetDrainage - Condon Street Service Road



Drainage - Condon Street (Willow Drive to Leigh Avenue)Drainage - Glenelg Drive (18 & 19)Drainage - Golf Links RoadDrainage - Lily StreetDrainage - Manning AvenueDrainage - Mundy StreetDrainage - Myrtle - Queen StreetDrainage - Patricia CourtDrainage - Percival Street/Mary Street/Reginald StreetDrainage - Phillip Street/Denovan Street/Lansell StreetDrainage - Pioneer DriveDrainage - Putnam AvenueDrainage - Rathones LaneDrainage - Roeder Street (4)Drainage - Semmens StreetDrainage - VariousDrainage - Wicks RoadDrainage - Wright Street 46Howard Street, (Mannings Bridge), Install Guardrail End Terminals

Fountains, Statues & MonumentsRefurbishment of Fountains and Water FeaturesStatue and Monument Renewal

Land ImprovementsIrrigation

Bendigo Botanic Gardens Heritage Garden Irrigation WorksIrrigation System Replacement Program

Parks & ReservesCalifornia Gully Dog ParkFormer Municipal Baths - Design and DocumentationGarden of the Future - ConstructionIronbark Gully Trail and Linear Reserve - Design Plan for Phase 1Kangaroo Flat Dog ParkMedian Roundabout and Traffic Island TreatmentsO'Keefe Rail Trail - two water stationsParks and Reserves Renewal ProgramRaywood Master Plan Detailed DesignSportsfield Improvements

Recreation Hard SurfacesBendigo Skate Park - RedevelopmentDower Park - Cricket NetsDower Park - Netball/Tennis CourtsEpsom Skatepark - Design & ConstructGarden Gully - Synthetic Pitch ReplacementLUBAC Track ResurfaceStrathdale Tennis/Netball - Court lighting & Resurfacing

Sporting Surfaces (Soft Surfaces)Ewing Park Detailed DesignKennington Rec Reserve

WasteEaglehawk Landfill Rehabilitation cells 1,2,3aWhite Hills Rehabilitation

MajorMarist College - Lighting of Senior football oval and tennis/netball courtsMarist College, Joint Use Community Facilities - Payment 4Raywood - Netball CourtsCCB Oval DesignRaywood Dam Irrigation

Office Equipment, Furniture & Fittings



Furniture and Office EquipmentFurniture & Equipment - Purchase

Information TechnologyDevelopment of a centralised booking solutionEnhance Tech One FinancialsEvaluation of Office 365Feasibility Study - Single view of CustomerImplement a central database for volunteers, including a rostering solution.Implement ASPEC and AC/DC softwareIntranet rebuildIT System for Plant, Equipment and FleetJoint External Web Site ProgramNavigator product replacement - Credit Card ManagementNetwork Switch ReplacementsPurchase and deployment of additional Shoretel voice switch.Replacement Personal ComputersThe Capital PA SystemUPS replacement

PathwaysFootpath - Barnard StreetFootpath - Forest StreetFootpath - High Street, Golden SquareFootpath - High Street, HeathcoteFootpath - Sullivans RoadFootpath - Wattle StreetGrace Street, White Hills - Shared Path ConstructionMillewa Drive, Ascot - Shared Path ConstructionNew Footpaths ProgramRosalind Park - Traffic & Pedestrian Movement StudyUpper California Gully Road / Jackson Street Bicycle Lanes, Turner Street to Eaglehawk Road and Taylor St between Bailey St and Upper California Gully

Plant, Machinery & EquipmentParking Control Equipment

Parking Ticket Machine PurchasePlant and Equipment (General Fleet)

Plant Replacement (General Fleet)Plant and Equipment (Presentation and Assets)

Plant Replacement ProgramPurchase of Equipment - Bendigo Botanic Gardens

Public Furniture & FittingsLighting

Engineering Public Lighting (Streets & Parks) including Green Lighting Sportsground lighting and scoreboards Strathdale Park - Lighting of Multiple PitchesWhite Hills Football Netball Club - Lighting Upgrade

Parks/Street Seats and BenchesInstallation & Replacement of Park FurnitureStreet Furniture Program

PlaygroundsBendigo Botanic GardensCooinda ParkDerwent DriveEaglehawk Regional Play SpaceOlympic ParadeStrathdale Park Stage 3

Poppet HeadsPoppet Heads

Public Furniture



Christmas DecorationsNew Bus Shelters - Urban & Rural Traffic Signals (Design Only), Intersection Chum Street & Thistle Street

Waste Services Acquisition of Mobile Bins

Sealed RoadsKerb and Channel

Kerb and Channel - Retail Activity CentresKerb and Channel - Michelsen StreetKerb and Channel - Works VariousKerb and Channel - Rosalind StreetKerb and Channel - Hallam Street

Sealed Road PavementsBlackspot - Sedewick RoadBlackspot - Somerville StreetEngineering Traffic Management Various 20Minor Extensions Widening Renewals With DevelopmentsOn-Road Bicycle Lane s- Averys Road, Howard Street to Bright StreetOn-Road Bicycle Lanes - Symonds Street, Aspinall Street to Mackenzie Street WestRoad Works Major Patching VariousRoadworks - Elmore-Barnadown RoadRoadworks - Goynes RoadRoadworks - Hesling Court Sealing, New RoadRoadworks - Lockington RoadRoadworks - Nolan StreetRoadworks - Raglan Street Sealing, New RoadRoadworks - Robbins CourtRoadworks - Tannery LaneRoundabout (Design Only), Intersection Averys Road & Jobs Gully RoadTram TracksUniversal Access Program Various Local Roads Final SealsVarious Roads - Reseals and Asphalt ResurfacingZebra Crossing - Intersection of Hargreaves Street & Mundy StreetZebra Crossing - Queen St / Edwards StreetZebra Crossing - View Street, adjacent Art Gallery

Unsealed RoadsRoad Renewals - Unsealed RoadsShoulder Resheeting


Maps

D-1 Commercial/Industrial A Land RateD-2 Commercial/Industrial C Land RateD-3 Forest Edge Estate Maiden GullyD-4 Organic Waste Collection Area

Appendix D






Glossary of Terms

Term

Accounting Standards

Annual Budget

Budgeted comprehensive incomestatement

Annual report

Annual reporting requirements

Asset renewal

Asset upgrade

Asset expansion

Borrowing strategy

Budgeted balance sheet

Budgeted statement of cash flow

Appendix E

Definition

Accounting standards are issued from time to by the professionalaccounting bodies and are applicable to the preparation of generalpurpose financial reports. Plan under section 130 of the Local Government Act setting out theservices to be provided and initiatives to be undertaken over the next 12months and the funding and other resources required.The budgeted comprehensive income statement shows the expectedoperating result in the forthcoming year compared to the forecast actualresult in the current year. The budgeted income statement should beprepared in accordance with the requirements of AASB101 Presentationof Financial Statements and the Local Government Model FinancialReport.The annual report prepared by Council under sections 131, 132 and 133of the Local Government Act. The annual report to the communitycontains a report of operations and audited financial and performancestatements.Annual reporting requirements include the financial reporting requirementsof the Local Government Act, Accounting Standards and other mandatoryprofessional reporting requirements. Expenditure on an existing asset, which returns the service potential or thelife of the asset, up to, that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value ofthe components of the asset being renewed. As it reinstates existingservice potential, it has no impact on revenue, but may reduce futureoperating and maintenance expenditure if completed at the optimum time. Expenditure which enhances an existing asset to provide a higher level ofservice or expenditure that will increase the life of the asset beyond thatwhich it had originally. Upgrade expenditure is discretional and often doesnot result in additional revenue unless direct user charges apply. It willincrease operating and maintenance expenditure in the future because ofthe increase in the asset base.Expenditure which extends an existing asset, at the same standard as iscurrently enjoyed by residents, to a new group of users. Expansionexpenditure is discretional which increases future operating andmaintenance costs because it increases council’s asset base, but may beassociated with additional revenue from the new user group. A borrowing strategy is the process by which the Council’s current externalfunding requirements can be identified, existing funding arrangementsmanaged and future requirements monitored. The budgeted balance sheet shows the expected net current asset, netnon-current asset and net asset positions in the forthcoming yearcompared to the forecast actual in the current year. The budgetedbalance sheet should be prepared in accordance with the requirements ofAASB 101 - Presentation of Financial Statements and the LocalGovernment Model Financial Report.The budgeted statement of cash flows shows the expected net cashinflows and outflows in the forthcoming year in the form of reconciliationbetween opening and closing balances of total cash and investments forthe year. Comparison is made to the current year’s expected inflows andoutflows. The budgeted statement of cash flows statement should beprepared in accordance with the requirements of AASB 107 Statement ofCash Flows and the Local Government Model Financial Report.


Term

Budgeted statement of changes in equity

Budget preparation requirement

Budgeted statement of capital works

Capital works program Carried forward capital works

CityCommunity Plan

Financial sustainability

Financing activities

Infrastructure

Internal funding sources (analysis of capital budget)

Internal influences in the preparation of a budget Investing activities

Key assumptions

Land

Legislative framework

Capital expenditure

Definition

The budgeted statement of changes in equity shows the expectedmovement in Accumulated Surplus and reserves for the year. Thebudgeted statement of changes in equity should be prepared inaccordance with the requirements of AASB 101 - Presentation of FinancialStatements and the Local Government Model Financial Report.Under the Local Government Act, a Council is required to prepare andadopt an Annual Budget by 30 June each year.Capital expenditure is relatively large (material) expenditure that produceseconomic benefits expected to last for more than 12 months. Apredetermined ‘threshold’ may be used which indicates the level of Capital expenditure includes renewal, expansion and upgrade. Wherecapital projects involve a combination of renewal, expansion and upgradeexpenditures, the total project cost needs to be allocated accordingly.The Capital Works Budget shows the expected internal and externalfunding for capital works program and the total proposed capital worksprogram for the forthcoming year with a comparison with forecast actualfor the current year.

City of Greater Bendigo.

Capital works projects that will be undertaken during the 2017/18 year. Carried forward capital works are those that that are incomplete in thecurrent budget year due to unavoidable delays and will be completed inthe following budget year.

Means a Council Plan prepared by the Council under Section 125 of theLocal Government Act 1989. This document sets out the strategicobjectives of the Council and strategies for achieving the objectives aspart of the overall strategic planning framework required by the LocalGovernment Act. Known as the Community Plan at the City.A key outcome of the strategic resource plan. Longer term planning isessential in ensuring that a Council remains financially sustainable in thelong term. Financing activities means those activities which relate to changing thesize and composition of the financial structure of the entity, includingequity, and borrowings not falling within the definition of cash. Physical assets of the entity or of another entity that contribute to meetingthe public’s need for access to major economic and social facilities andservices. Internal sources relate to cash and investments held in reserves or whichare uncommitted and cash that will be generated from the operations ofCouncil during the budget year. The latter should equate to the cashinflows from operating activities less capital revenue.Matters arising from Council actions over which there is some element ofcontrol (e.g. approval of unbudgeted capital expenditure).

The Local Government Act, Regulations and other laws and statuteswhich set a Council’s governance and reporting requirements.

In Section 7 and in Appendix D, Land means the land together with anyimprovements made to that land.

Investing activities means those activities which relate to acquisition anddisposal of non-current assets, including property, plant and equipmentand other productive assets, and investments not falling within thedefinition of cash. When preparing a budgeted balance sheet of financial position, keyassumptions upon which the statement has been based should bedisclosed in the budget to assist the reader when comparing movementsin assets, liabilities and equity between budget years.


Term

Local Government

(Planning and a. The content and preparation of the financial statements of a CouncilReporting) Regulations b. The performance indicators and measures to be included in a budget,

revised budget and annual report of a Council2014 c. The information to be included in a Council Plan, Strategic Resource

Plan, budget, revised budget and annual reportd. Other matters required to be prescribed under Parts 6 and 7 of the

Local Government Act.New assets

Non-financial resources

Operating activities

Operating expenditure

Operating performance (Impact of current year on 2015/16 budget

Operating revenue

Rate structure (Rating strategy)

Rating strategy

Regulations Revised budget

Road Management Act

Services and Initiatives

Definition

The objective of these Regulations, made under section 243 of the LocalGovernment Act 1989, is to prescribe:

New assets do not have any element of expansion or upgrade of existingassets. New capital expenditure may or may not result in additionalrevenue for Council and will result in an additional burden for futureoperation, maintenance and capital renewal. Resources of a non-financial nature (such as human resources,information systems and processes, asset management systems) whichare consumed by a Council in the achievement of its strategic resourceplan goals.Operating activities means those activities that relate to the provision ofgoods and services. Operating expenditure is defined as consumptions or losses of futureeconomic benefits, in the form of reductions in assets or increases inliabilities; and that result in a decrease in equity during the reportingperiod.This statement shows the expected operating result as compared to thebudget result in the current year separating operating and capitalcomponents of revenue and expenditure.Operating revenue is defined as inflows or other enhancements or savingsin outflows of future economic benefits in the form of increases in assetsor reductions in liabilities and that result in an increase in equity during thereporting period.Site value (SV), capital improved value (CIV) or net annual value (NAV)are the main bases upon which rates will be levied. These should bedetailed in the budget statement. A rating strategy is the process by which the Council’s rate structure isestablished and how the total income generated through rates andcharges is allocated across properties in the municipality. Decisionsregarding the quantum of rate levels and increases from year to year aremade as part of Council's long term financial planning processes and withconsideration of Council's other sources of income and the plannedexpenditure on services and works to be undertaken for its community.Local Government (Planning and Reporting) Regulations 2014. The revised budget prepared by a Council under section 128 of the LocalGovernment Act. Section 128 of the Local Government Act permits aCouncil to prepare a revised budget if circumstances arise which cause amaterial change in the budget and which affects the financial operationsand position of the Council.The purpose of this Act which operates from 1 July 2004 is to reform thelaw relating to road management in Victoria and to make relatingamendments to certain Acts, including the Local Government Act 1989. Section 127 of the Local Government Act requires a budget to contain adescription of the services and initiatives to be funded by the budget, along with a statement as to how they will contribute to the achievement of theCouncil’s strategic objectives as specified in the Community Plan.


Term

Major Initiatives

SRP

- the strategic resource plan is a plan of the resources required toachieve the council plan strategic objectives

- the strategic resource plan must include the financial statementsdescribing the financial resources in respect of at least the next fourfinancial years

- the strategic resource plan must include statements describing the non-financial resources including human resources in respect of at least thenext four financial years

- the strategic resource plan must take into account services andinitiatives contained in any plan adopted by council and if the councilproposes to adopt a plan to provide services or take initiatives, theresources required must be consistent with the strategic resource plan

- council must review their strategic resource plan during the preparationof the council plan

- council must adopt the strategic resource plan not later than 30 Juneeach year and a copy must be available for public inspection at thecouncil office and internet website.

- In preparing the strategic resource plan, councils should comply withthe principles of sound financial management as prescribed in theLocal Government Act being to:

- prudently manage financial risks relating to debt, assets and liabilities.- provide reasonable stability in the level of rate burden- consider the financial effects of council decisions on future generations.- provide full, accurate and timely disclosure of financial information.

Statutory reserves

Strategic planning framework

The ActUnrestricted cash and investments

Valuation of Land Act 1960

Initiatives are tasks or actions that are once-off in nature and lead toimprovements in service performance or service levels.Major initiatives are those initiatives that the Council has identified aspriorities. The major initiatives should be limited to only those initiativesthat will have a significant impact on the operations of the Council and willbe of interest to the reader.Strategic Resource Plan.

Unrestricted cash and investments represents funds that are free of allspecific Council commitments and are available to meet daily cash flowrequirements and unexpected short term needs.

The budget must also include major initiatives, being initiatives identifiedby the Council as priorities to be undertaken during the financial year.The services delivered by Council are those undertaken to meet the needsof the community as reflected in the Community Plan. They tend to beongoing in nature and have internal and external customers.

Definition

The Valuation of Land Act 1960 requires a Council to revalue all rateableproperties every two years.

Strategic Resource Plan (SRP) Section 125(2)(d) of the Local Government Act requires that a Councilmust prepare and approve a Council Plan that must include a strategicresource plan containing the matters specified in Section 126.Section 126 of the Local Government Act states that:

In addition to section 126 of the Local Government Act, parts 2 and 3 ofthe regulations also prescribe further details in relation to the preparationof a strategic resource plan.Statutory reserves are funds set aside for specified statutory purposes inaccordance with various legislative and contractual requirements. Thesereserves are not available for other purposes. A “community owned” document or process which identifies the long termneeds and aspirations of the Council, and the medium and short termgoals and objectives which are framed within the long term plan. Local Government Act 1989.
